A STUDY ON TRAINING AND DEVELOPMENT

OF EMPLOYEE IN TATA MOTORS LIMITED

DISSERTATION PROJECT SUBMITTED TO THE SIKSHA ‘O’

ANUSANDHAN DEEMED TO BE UNIVERSITY

IN PARTIAL
FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF
THE DEGREE OF

BACHELOR OF BUSINESS ADMINISTRATION

By
Komal Kalpita Padhi
Registration Number: 2041303011

Under the Guidance of

Prof. Dr. A.K. Mohanty

Institute of Business & Computer Studies

(Faculty of Management Sciences)
Siksha ‘O’ Anusandhan
(Deemed to be University)
Ghatikia, Kalinga Nagar, SUM Hospital Road
Bhubaneswar-751030
 Certificate
This is to certify that, Komal Kalpita Padhi
bearing Regd. No- 2041303011 has done this
research project work on “A STUDY ON TRAINING
AND DEVELOPMENT OF EMPLOYEE IN TATA MOTORS
LIMITED” and submitted the report in partial
fulfilment for the degree of Bachelor of Business
Administration to IBCS, S’O’A Deemed to be
University, Bhubaneswar under my supervision
and guidance.
Her report is the record of original work done by
her. To the best of my knowledge, no part of the
content of this report has been submitted for any
degree by her or anybody else to any other
University or Institution.

Date - Prof. Dr. A. K.

Mohanty
Place: - Bhubaneswar SIKSHA ‘O’
ANUSANDHAN
(DEEMED TO BE
UNIVERSITY)

DECLARATION
I hereby declare that the project entitled “A STUDY
ON TRAINING AND DEVELOPMENT OF
EMPLOYEE IN TATA MOTORS LIMITED” in the
partial fulfillment for the degree of BBA to IBCS,
S’O’A Deemed to be University, Bhubaneswar, is
the record of original work done by me.
No part of the content of this report has been
submitted to any institution / university for the
award of any other degree.
Date: Komal Kalpita
Padhi Place: Bhubaneswar Reg No:
- 2041303011
ACKNOWLEDGEMENT
I take this opportunity to express my deepest gratitude to
all those people, without whose spontaneous support,
guidance, encouragement and understanding, this
project would never had reached completion.
I am indebted to Prof. Dr. A. K. Mohanty, who acted as
philosopher and guide through all the stages of
completion of the project.
Mere words of gratitude will never suffice to their valuable
guidance, patience and faith shown in my work.
I would also like to avail this opportunity to express
my sincere thanks and profound gratitude to my another
project guide Prof.(Dr.) Anup Kumar Samantaray,
Dean IBCS , whose valuable knowledge and guidance
helped me to complete this project successfully.
Date: Komal
Kalpita Padhi
Place: Bhubaneswar Reg No: -
2041303011

Content

Chapter I: Introduction
Chapter II: Research Design
Chapter III: Company Profile
Chapter IV: Data Analysis and Interpretation
Chapter V: Findings, Suggestion and Conclusion
Bibliography
Annexure
 CHAPTER- 1
INTRODUCTION
Human Resource management (HRM) is the management of work
and people towards desired ends. It is a fundamental activity in
any organization in which human beings are employed.

It is the design of formal systems in an organization to ensure the

efficient use of employees’ knowledge, skill, abilities, and other
characteristics, to accomplish organizational goals.

It concerns the recruitment, selection, training and development,

compensation and benefits, retention, evaluation, and promotion
of employees, and labour-management relations within an
organization.

It primarily focuses on maximizing employee productivity and

protecting the company from any issues that may arise from the
workforce. HR responsibilities include compensation and benefits,
recruitment, firing and keeping up to date with any laws that may
affect the company and its employees.

HR departments are expected to perform human resource

management (HRM) strategies. HRM is a strategic and
comprehensive approach to managing employees and the
organizational culture and environment.

It focuses on the recruitment, management and general direction

of the people who work in an organization. HR is also involved in
improving the organization’s workforce by recommending
processes, approaches and business solutions to management.

ROLES OF A HR IN A COMPANY:
1. To recruit employees.
  Attracting talents with, first, planning the requirement of
manpower in the organization.
 Hiring resources is where the recruitment strategies are put
into action.

2. To incorporate training program for the new employees.

3. Professional Development of employees, as it adds bonus for

the employee as well as the organization.

4. To carry out timely performance appraisals.

5. To maintain a healthy, safe and fun work environment.

6. To resolve conflicts and hear out their issues without being

judgmental.

7. To maintain employee relation.

8. To motivate employees through rewards and incentives.

9. To organize and store all employee data.

10. To manage, create, implement and supervise

policies/regulations.

Training and Development

“Training and Development is any attempt to improve current or
future employee performance by increasing an employee’s ability
to perform through learning, usually by changing the employee’s
attitude or increasing his or her skills and knowledge.”
In order to maintain a competitive edge in the marketplace, the
company must invest in the training and development of the
employees.
Human Resources Development (HRD) focuses on both training
employees for their current jobs and developing skills for their
future roles and responsibilities.
HRD activities include: training for managers, supervisors & teams
etc.
Training constitutes a basic concept in human resource
development. It is concerned with developing a particular skill to a
desired standard by instruction and practice. Training is a highly
useful tool that can bring an employee into a position where they
can do their job correctly, effectively, and conscientiously. Training
is the act of increasing the knowledge and skill of an employee for
doing a particular job.
In simple terms, training and development refers to the imparting
of specific skills, abilities and knowledge to an employee.
A formal definition of training & development is it is any attempt to
improve current or future employee performance by increasing an
employee’s ability to perform through learning, usually by
changing the employee’s attitude or increasing his or her skills
and knowledge.

Steps and Importance

1) Assess Training Needs: The first step in developing a training
program is to identify and assess needs. Employee training needs
may already be established in the organization’s strategic, human
resources or individual development plans. If you’re building the
training program without predetermined objectives, you’ll need to
conduct training needs assessments.

2) Set Organizational Training Objectives: The training needs

assessments (organizational, task & individual) will identify any
gaps in your current training initiatives and employee skill sets.
These gaps should be analysed and prioritized and turned into the
organization’s training objectives. The ultimate goal is to bridge
the gap between current and desired performance through the
development of a training program.

3) Create Training Action Plan: The next step is to create a

comprehensive action plan that includes learning theories,
instructional design, content, materials and any other training
elements. Resources and training delivery methods should also be
detailed. While developing the program, the level of training and
participants’ learning styles need to also be considered.

4) Implement Training Initiatives: The implementation phase

is where the training program comes to life. Organizations need to
decide whether training will be delivered in-house or externally
coordinated. Program implementation includes the scheduling of
training activities and organization of any related resources
(facilities, equipment, etc.). The training program is then officially
launched, promoted and conducted. During training, participant
progress should be monitored to ensure that the program is
effective.

5) Evaluate & Revise Training: As mentioned in the last

segment, the training program should be continually monitored. At
the end, the entire program should be evaluated to determine if it
was successful and met training objectives. Feedback should be
obtained from all stakeholders to determine program and
instructor effectiveness and also knowledge or skill acquisition.
Analysing this feedback will allow the organization to identify any
weaknesses in the program. At this point, the training program or
action plan can be revised if objectives or expectations are not
being met.

Importance of Training and

Development:
 Helps remove performance deficiencies in employees.

 Greater stability, flexibility and capacity for growth in an organization.

 Accidents, scraps and damages to machinery can be avoided.

 Serves as effective source of recruitment.

 It is an investment in HR with a promise of better returns in future.

 Reduces dissatisfaction, absenteeism, complaints and turnover of employees.

 Helps increasing the profitability and skills amongst the workers.

Methods of Training:
1. On the Job training
2. Off the Job training

On the Job Training:

On the Job Training can be referred as the training that is delivered
to an individual while he/she performs the task or processes
related to their particular occupation. The tasks performed by the
employee are under the supervision of a manager, coach or
mentor, and is generally essential to their job function. This type of
training is typically used to broaden an employee’s skill set and to
increase productivity. This type of training has an advantage of
giving first-hand knowledge and experience under actual working
conditions. While the trainee learns how to perform a job, he is
also a regular worker rendering the services for which he is paid.

Pros:
 It is directly in the context of job.
 It is often informal.
 It is most effective because it is ‘learning by experience’.
 It is least expensive.
 The trainees are highly motivated.

Cons:
 Trainer might lack enough experience to train.
 It is not systematically organized.
 Poorly conducted programs may create safety hazards.

On the Job Training Methods:

a) Job Rotation: In this method, employees are usually put into
different jobs turn by turn, where they learn all sorts of jobs, of
various departments. The main objective of Job Rotation is to give
a comprehensive awareness about the jobs of different
departments. In this way, an employee gets to know how his own
department as well as the other departments work.
Interdepartmental coordination can be improved, and team spirit
is inculcated among the employees.

b) Job coaching: An experienced employee can give a verbal

presentation to explain the tip to toe structure of the job.
c) Job Instruction: It may consist an instruction or directions to
perform a particular task or a function. It may be in the form of
orders or steps to perform a task.

d) Apprenticeships: Generally fresh graduates are put under the

experienced employee to learn the functions of job.
e) Internships and assistantships: An intern or an assistant is
recruited to perform a specific time-bond jobs or projects during
their education. It may consist a part of their educational courses.

Off the Job Training:

The type of training which are adopted for the development of
employees away from the field of the job is known as off the job
training. When the employees are given training outside the actual
work location, such a type of training is termed as off the job
training. It is a theoretical approach. It has a low active
participation level and is conducted away from workplace. It
follows the principle of Learning by acquiring knowledge. There is
a work disruption because first training is provided which is
followed by a performance. It is carried out by Professionals or
experts. It is an expensive task and is suitable for non-
manufacturing firms.

Pros:
 Trainers are usually experienced enough to train.
 It is systematically organized.
 Efficiently created programs may add a lot of value.

Cons:
 It is not directly on the context of job.
 It is often formal.
 It is not based on experience.
 It is least expensive.
 Trainees may not be highly motivated.
 It is more artificial in nature.

Off the Job Training Methods:

a) Classroom lectures: It is a verbal presentation by an
instructor to a large audience. It can also be used for large groups.
The instructor gives lectures about the job requirements and the
necessary skills required for implementing the job. The main
purpose of the training is to make the employees well informed
about their job roles and discussions about their queries are made.

b) Case Studies: It is a written description of an actual situation

and the trainer is supposed to analyze and give his conclusions in
writing. The cases are generally based on actual organizational
situations. It is an ideal method to promote decision-making skills
within the constraints of limited data. Role playing: Here, the
trainees assume the part of the specific personalities in a case
study and enact it in front of the audience. It improves
interpersonal relationships and attitudinal changes within
employees.

c) Job Instructions: In this method, the trainee is placed under a

particular supervisor who functions as a coach in training and
provides feedback to the trainee.

d) Simulation: The simulation Method of training is most famous

and core among all of the job training methods. In the simulation
training method, trainee will be trained on the especially designed
equipment or machine seems to be really used in the field or job.
But, those equipment or machines are specifically designed for
training trainees were making them ready to handle them in the
real field or job. This method of planning is mostly used where
very expensive machinery or equipment used for performing Job
or to handle that job.

e) Vestibule Training: Mostly this method of training will be

used to train technical staff, office staff and employees who deal
with tools and machines. Employees learn their jobs on the
equipment they will be using, but the training is conducted away
from the actual work floor by bringing equipment or tools to
certain place where training is provided, but not work place.
Vestibule training is provided to employees when new or advanced
equipment or tools introduced in to the organization to do a
particular job by using them. For this purpose such equipment is
brought to a separate place to give demonstration and train how
to use and that handle it by employees safely.

The need for Training and

Development
1. Change: The word change encapsulates almost everything. It
is one of the biggest factors that contribute to the need of training
and development. There is in fact a direct relationship between
the two. Change leads to the need for training and development
and training and development leads to individual and
organisational change, and the cycle goes on and on. More
specifically it is the technology that is driving the need; changing
the way how businesses function, compete and deliver.

2. Development: It is
again one the strong reasons for
training and development
becoming all the more important.
Money is not the sole motivator at
work and this is especially very true
for the 21st century. People who
work with organisations seek
more than just employment out of
their work; they look at holistic
development of self. Spirituality and self-awareness for example
are gaining momentum world over.

Development
Lots of time training is confused with development, both are
different in certain respects yet components of the same system.
Development implies opportunities created to help employees
grow. It is more of long term or futuristic in nature as opposed to
training, which focus on the current job. It also is not limited to the
job avenues in the current organisation but may focus on other
development aspects also.
Many organisations choose certain employees preferentially for
programs to develop them for future positions. This is done on the
basis of existing attitude, skills and abilities, knowledge and
performance of the employee. Most of the leadership programs
tend to be of this nature with a vision of creating and nurturing
leaders for tomorrow.
The major difference between training and development therefore
is that while training focuses often on the current employee needs
or competency gaps, development concerns itself with preparing
people for future assignments and responsibilities.

Training Needs Analysis:

Training needs analysis is a systematic process of understanding
training requirements. It is conducted at three stages - at the level
of organisation, individual and the job, each of which is called as
the organisational, individual and job analysis. Once these
analyses are over, the results are collated to arrive upon the
objectives of the training program.
Needs analysis is special in that it lays the foundation for the kind
of training required. The assessment gives insight into what kind
of intervention is required, knowledge or skill or both.
In certain cases where both of these are present and the
performance is still missing then the problem may be motivational
in nature. It thus highlights the need and the appropriate
intervention which is essential to make the training effective.
As mentioned earlier, the needs analysis / assessment is carried
out at three levels - organisational, Individual and Job.
 Organisational Analysis:
The organisational analysis is aimed at short listing the focus
areas for training within the organisation and the factors that
may affect the same. Organisational mission, vision, goals,
people inventories, processes, performance data are all
studied.
 Job Analysis:
The job analysis of the needs assessment survey aims at
understanding the ‘what’ of the training development stage.
The kind of intervention needed is what is decided upon in
the job analysis. It is an objective assessment of the job
wherein both the worker oriented - approach as well as the
task - oriented approach is taken into consideration.
  Individual Analysis:
As evident from the name itself, the individual analysis is
concerned with who in the organisation needs the training
and in which particular area. Here performance is taken out
from the performance appraisal data and the same is
compared with the expected level or standard of
performance.

Development of a Training Program

Development of a training program is the next step after the
training need analysis has been conducted and there is a clear
consensus on the need of training within the organisation.
Designing the Environment –
Every individual is unique. One style of learning may not be
applicable to each of
the
participants in a
training program.
Therefore ‘how do
various individuals
learn’ is what
should be kept in
mind while designing
the training program.
There are certain
who learn the experiential way by doing and yet there are many
who like the lecture based learning method.
Establishing the Variables –
Trainability is one factor that must be taken into consideration
before developing any training program. It is the duty of the
trainer to ensure that the employees are actually willing to sit and
learn something in the training program.
This is especially very true of sensitivity training that is not viewed
positively by many. Trainability also implies that the employee is
sufficiently motivated to learn apart from just the ability to do so.
Before any training program sets off, it is the responsibility of the
trainer to build hype about the event and such that it attracts all
types of employees from target audience within the organisation.
There are both formal and informal ways of doing the same.
Formal ways would be by sending mails to the employees who are
supposed to attend the program.

Designing and Developing Effective Training

Programs

Training programs play a crucial role in enhancing employee’s

capabilities, upgrading his existing knowledge and help him
acquire new skills and learning.
Effective training programs help employees to cope up with
changes, think out of the box, survive the cut throat competition
with a smile and contribute effectively to the success of
organization. Training programs need to be designed, keeping in
mind the needs and requirements of employees. Training modules
ought to be precise, crisp and informative.

Designing and Developing Effective Training

Modules

 Know Your Employees:

Know your employees well before you begin designing training
programs for them.
Sit with them and try to find out where all they need assistance.
Let them come up with their problems and what all additional skills
would help them perform better.
It is essential for managers to know the strengths and weaknesses
of all his team members.
Design your training program accordingly.
Knowing employees well will help you figure out the skills you
need to teach them.
Training programs need to be specific if you expect your
employees to benefit from the same.

 Dividing Employees into Groups:

One cannot design similar training programs for each and every
employee.
Divide employees into groups where employees who need to learn
the same set of skills can be put into one group.
You can also group employees as per their age, work experience,
departments, and functional areas and so on.

 Preparing the Information:

The next step is to prepare the content of the training program.
The content needs to be informative but interesting.
Include diagrams, graphs, flow charts, pictures to make your
training program interesting so that individuals do not lose interest
in the middle of the session.
The information needs to be relevant and authentic. Teach them
what all is necessary and would help them in their current as well
as future assignments.
Prepare your training program keeping your audience in mind.

 Presenting the Information:

You need to design your presentation well.
Decide how would you like to present your information.
PowerPoint or word helps you design your training program. It is
absolutely up to the trainer to decide the software which he/she
would like to use. Make sure there are no spelling errors.
Read your presentation twice or thrice and find out whether it has
covered entire information you wish to convey or not.
Highlight important information. Make your presentation in bullets.
 Delivering Training Programs:
Select your trainers carefully. Remember, the right trainer makes
all the difference.
Training programs should not be a mere one way communication.
As a trainer, you need to understand that you are speaking not
only for the individuals sitting in the front row but also for
employees sitting at the back.
Be loud and clear. Do not speak too fast.
The trainer needs to involve his/her audience and encourage
employees to come up with questions and doubts.
Employees should not attend training programs to mark their
attendance. Try to gain as much as you can. Do not sit with a
closed mind

CHAPTER-2
RESEARCH DESIGN
Research
Research is a process in which the researchers wish to find out the
end result for a given problem and thus the solution helps in future
course of action. The research has been defined as “A careful
investigation or enquiry especially through search for new facts in
branch of knowledge”.
Title of the project:-
“A STUDY ON TRAINING AND DEVELOPMENT IN TATA MOTORS”

Objectives of the study:

1. To know the different training methods of Tata Motors.
2. To know the design of the training program and also conduct
the training program.
3. To find out the challenges that could be resolved with training.
4. To know the improvements Tata Motors can take delivering
their training program.
5. To know the evaluation process of training for its employees.
6. To find out the training session and practices Tata Motors
follows avoiding sexual harassment.
7. To find out the improvements Tata Motors can address in terms
of time management, technical skills & business communication
skills.

Scope of the study

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

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

Research design:
 Exploratory Study:
Since we always lack a clear idea of the problems one will
meet during the study, carrying out an exploratory study is
particularly useful.
It helped develop my concepts more clearly, establish
priorities and in improve the final research design.
 Exploratory study will be carried out by conducting
Secondary data analysis which included studying of the
company and also going through the various articles
published in different sources (magazines, books, internet,
newspapers) on Small and Medium Scale Enterprises and
Training and development process. Experience surveys also
conduct with Assistant-Manager Human Resources and the
General Manager and Personnel Officer, to gain knowledge
about the nature of Training and development process
followed in the organization.
 Descriptive Study:
After carrying out initial Exploratory studies to bring clarity on
the subject under study, Descriptive study will be carried out
to know the actual Training and Development method being
followed.
The knowledge of actual training and development process is
needed to document the process and suggest improvements
in the current system to make it more effective. The tools
used to carry out Descriptive study included both monitoring
and Interrogation. Sampling Unit: Employees of Tata Motors.
Sampling Size: 100

Limitations of the Study:

1. In view of the limited time available for the study, only the
Training and Development process could be studied.
2. The sample size is too small to reflect the opinion of the whole
organization.
3. The answers given by the respondents have to be believed and
have to be taken for granted as truly reflecting their perception.

CHAPTER-3
Company PROFILE
 Type: Public
 Industry: Automotive
 Founded: 1945; 73 years ago
 Headquarters Mumbai, India
 Key people: N. Chandrasekaran (CHAIRMAN)
 Guenter Butschek (CEO)
P B Balaji (CFO)
 Products: Automobiles
Sport Cars
Commercial Vehicles
Coaches
Buses
Construction equipment
Military vehicles
Automotive Parts
 Services: Automotive design,
Engineering and outsourcing services
Vehicle Leasing
Vehicle Service
 Number of employees: 79,558 (2017)
 Parent: Tata Group
 Divisions: Tata Motors Cars
 Subsidiaries: Jaguar Land Rover
Tata Daewoo
Tata Technologies

GLOBAL FOOTPRINT
Tata Motors Group is present in over 170 countries, with a
worldwide network comprising of over 6,600 touch points of Tata
Motors and 2,726 retailers of JLR.

Tata Motors operates six principal automotive manufacturing

facilities in India.
1. Jamshedpur, Jharkhand
2. Pune, Maharashtra
3. Lucknow, Uttar Pradesh
4. Pantnagar, Uttarakhand
5. Sanand, Gujarat 6. Dharwad, Karnataka

JLR has four principal automotive manufacturing facilities in the

United Kingdom.
1. Solihull
2. Castle Bromwich
3. Halewood
4. The Engine Manufacturing Centre at Wolverhampton

BUSINESS SUMMARY
The Company primarily operates in the automotive segment. The
Company’s automotive segment operations include all activities
relating to the development, design, manufacture, assembly and
sale of vehicles including vehicle financing, as well as sale of
related parts and accessories.
The acquisition of the Jaguar Land Rover
business has enabled the Company to
enter the premium car market in
developed markets such as the United
Kingdom, the United States, Europe and
China as well as several emerging
markets such as Russia, Brazil and South
Africa amongst others.
Going forward, the Company expects to focus on profitable growth
opportunities in its global automotive business through new
products and market expansion. Within automotive operations, the
Company continues to focus on integration and synergy through
sharing of resources, platforms, facilities for product development
and manufacturing, sourcing strategy and mutual sharing of best
practices.
The Company’s business segments are
(i) Automotive operations and
(ii)All other operations.
The Company provide financing for vehicles sold by dealers in
India. The vehicle financing is intended to encourage sales of
vehicles by providing financing to the dealers’ customers and as
such is an integral part of the Company’s automotive business.
The Company’s automotive operations are further subdivided into
Tata and other brand vehicles (including vehicle financing) and
Jaguar Land Rover. Tata and other brand vehicles consist of
vehicles manufactured under Tata, Daewoo and Fiat brands, and
excludes vehicles manufactured under Jaguar Land Rover brands.
The Company’s produce a wide range of automotive products,
including:

 Passenger Cars:
The Company’s range of Tata-branded passenger cars include the
Nano (micro), the Indica, the Bolt, the Tiago (compact) in the
hatchback category the Indigo eCS, and the Zest (mid-sized) and
Tigor in the sedan category.
The Company has expanded its passenger
car range with several variants and fuel
options designed to suit various customer
preferences. The Company’s Jaguar Land
Rover operations have an established
presence in the premium passenger car
category under the Jaguar brand name.
Current cars lines manufactured under the
Jaguar brand name include theF-TYPE two-seater sports car coupe
and convertible, the XFsedan (including the long wheel base XFL),
the XJ saloon, the XE sports saloon and Jaguar’s luxury
performance SUV theF-PACE.

 Utility Vehicles:
The Company manufactures a range of Tata brand utility vehicles,
including the Hexa a crossover, the Sumo and the Safari, which
are SUVs and the Venture, a multipurpose utility vehicle.
The Company offers two variants of the Safari: the Dicor and the
Storme. The Company also offer a variant of the Sumo, the Sumo
Gold, which is an entry level UV. Current lines manufactured under
the Land Rover brand include the Range Rover, Range Rover
Sport, Range Rover Evoque (including the Evoque convertible), the
all new Land Rover Discovery (which went on sale in February
2017) and the Land Rover Discovery Sport. The new Range Rover
Velar was revealed to the public in
March 2017, and is the fourth Range
Rover model, positioned between the
Range Rover Evoque and the Range
Rover Sport. The Velar is expected to
commence sale during the summer
of 2017.

 Light Commercial Vehicles:

The Company manufacture a variety of light commercial vehicles,
including pickup trucks and small commercial vehicles. This
includes the Tata Ace, India’s first indigenously developed mini-
truck, with a 0.7 ton payload with different fuel options; the Super
Ace, with a 1-ton payload; the Ace Zip, with a 0.6 ton payload; the
Magic and the Magic Iris, including an electric variant, both of
which are passenger variants for commercial transportation
developed on the Tata Ace platform; and the Winger. In addition
the Company launched the Xenon Yodha pickup truck and Magic
Mantra passenger carrier in Fiscal 2017.

 Medium and Heavy Commercial Vehicles:

The Company manufactures a variety of medium and heavy
commercial vehicles, which include trucks, tractors, buses, tippers,
and multi-axle vehicles, with GVWs (including payload) of between
8 tons and 49 tons. In addition, through Tata Daewoo Commercial
Vehicle Co. Ltd., or TDCV, the Company manufactures a wide array
of trucks ranging from 215 horsepower to 560 horsepower,
including dump trucks, tractor-trailers, mixers and cargo vehicles.

Strategic Priorities
 FOCUS ON NEW DEVELOPMENT
1. Commercial Vehicles:
Several product launches (CV);
capture higher payload and better
TCO (total cost to ownership)
requirements. 2017-18 launches:
 10 product launches in medium,
heavy and intermediate
commercial vehicles.
 XL family in SCV, Yodha Range in 4*4 pickups.
 Wide range of transport solutions.
2. Passenger Vehicles
 With the launch of Nexon SUV in the compact SUV
segment, addressable market grows from 60% to 75%.
 Launch of products from Advance Modular Platform.
 Reduction in platforms (from 6 to 2)
3. JLR
 To launch Range Rover Velax,
XF Sportbrake, and major
facelifts on Range Rover and
Range Rover Sports; Jaguar E-
Pace, Jaguar I-Pace (Battery
Electric SUV) among others.
 By 2020, half of JLR’s models will have the option of
electrification.
  INVESTMENT IN TECHNOLOGY
AND INNOVATION
 Extensive in-house research and
development activities, which are further,
supported by research and development
facilities at subsidiaries, such as TMETC,
TDCV, TTL and Trilix, together with the two
advanced engineering and design centers.
 The Company serves several innovation projects in the domains
of light weighting, xEVs and Hybrids, Connected vehicles and
ADAS features.
 Company is gearing up to be ready with the upcoming Bharat
Stage-VI regulations in India.
 JLR is committed to investments in new technologies to develop
products that meet the challenges and opportunities of the
premium market, including
developing sustainable
technologies.
 JLR currently offers hybrid
technology on some of its
models such as the Range
Rover and Range Rover
Sports.
 JLR is also developing more
efficient powertrains and other
alternative propulsion technologies. This includes smaller and
more efficient 2.0-litre diesel and gasoline engines (now available
across the majority of model range), stop start, mild and plug-in
hybrids as well as battery electric vehicles.

 CUSTOMER FOCUS
 TML monitors quality performance and implements corrections to
improve product performance, thereby improving customer
satisfaction.  Focused initiatives at both sales and services touch
points to enhance best-in-class customer experience.
 Moved to the second ranking in J.D. Power Asia Pacific 2016 India
Customer Service Index (CSI) Study score.
 Rolling out JLR Corporate Identity Program to almost 900 of its
retailers in the next 12 months.
 Presenting a cons istent image and premium customer
experience in existing stores, the Company will also be opening
new Jaguar Land Rover Boutiques.
 JLR’s customers across 1500 retailers in 85 countries can use
‘virtual reality’ to see new products before their arrival.
 JLR online customer advisory board allow it to interact directly
with the customers on the improvements in products and services.

 MITIGATING CYCLICALITY
The Company plans to further strengthen its market share and
increase its scale across diverse segments which are less cyclical.
TML continues to strengthen its over business operations (vehicle
financing, spare parts sales, service and maintenance contracts,
sales of aggregates for non-vehicle businesses, among others) to
reduce the impact of industry cyclicality.

 ORGANIZATION EFFICIENCY AND COST

MANAGEMENT
1. Organizational effectiveness
 TML has undertaken a structure change exercise with key
guiding principles of Empowerment to the Business Units with
clear accountability for business results.
 De-layered the organization to 5 managerial levels.
 Identified transactional roles for transition to shared
services, and thereby focusing on core activities.
2. Cost management initiatives
 TML focuses on technology sharing among different
businesses. India’s diesel engines were modified for use in
the Ace platform to reduce project cost.
 Platform sharing for the manufacture of pickup trucks and
UVs, reducing capital investment.
 Reduction of labour costs and rationalism of other fixed
costs.
 JLR is streamlining purchasing processes and building on its
strong relationships with suppliers, while increasing
employee deployment and flexibility across sites.
 JLR continues to increase its use of new modular aluminium
architecture across vehicle platforms.

 EXPANDING INTERNATIONAL BUSINESS

 TML is growing market shares across Kenya, Nigeria,
Tanzania, Saudi Arabia, United Arab Emirates and Qatar.
 Dominant market position across Bangladesh, Nepal and Sri
Lanka.
 Focused on Australia and ASEAN countries; in the preceding
two years the Company
entered Indonesia, Malaysia
and the Philippines.
 Primarily with operations in
the UK, JLR is also expanding
its global footprint in Brazil,
China and India.
 A new facility is coming up in
Slovakia.
 Tied up with Magna Steyr for contract manufacturing in
Austria

CHAPTER-5
 DATA ANALYSIS AND
INTERPRETATION

COLLECTION OF DATA STEP

STEP 1: A schedule for Training Programs is planned according to
the requirement.
STEP 2: The information about the training programs is passed to
the trainers and the employees.
STEP 3: The sessions conducted is for 3 hours maximum. This
includes video presentations, lectures on the topic by the trainer
and clarifications of doubts of the employees.
STEP 4: At the end of the session, attendance is taken to analyze
the strength of the employees that attend the session.
STEP 5: Questionnaire is distributed to every employee present in
the session, to give their feedback about the session.

Table No.1 Does your company organizes training

and development program?

Options Respondents Percentage

Yes 60 60%
No 40 40%

ANALYSIS:-
From the above table it is clear that 60 respondents out of 100 are
telling yes and remaining 40 respondents are telling NO.

Graph No.1 - Does your company organize training and

development program?
INTERPRETATION:
60% of the employees have supported to the above questions and
the remaining 40% of the employees have no agreed to the above
question.

TABLE No. 2: Does your organization identify

training needs of the employee?

Option Respondent Percentage

Yes 35 35%
No 65 65%

ANALYSIS:-
From the above table it is clear that 35 respondents out of 100 are
telling yes and remaining 65 respondents are telling NO.

GRAPH No.2: Does your organization identifies training

needs of the employee
INTERPRETATION:
35% of the employees have agreed to the above question and rest
65% have denied to the above question.

Table No.3: On an average how much time it did

take for training program?

Option Respondent Percentage

One 25 25%
Two 35 35%
Three 40 40%

ANALYSIS:-
From the above table it is clear that 25 respondents out of 100 are
telling one and 45 respondents are telling two remaining 30
respondents are telling three.

GRAPH No. 3: On an average how much time it did take

for training program?

INTERPRETATION:
25% of the employees have taken 1 month for training, 35% of
employees have taken 2 month of time for training and remaining
40% of employees have taken 3 month for training.
 Table No. 4: How much training program has been
made past on one year?

Option Respondents Percentage

One 25 25%
Two 45 45%
Three 30 30%

ANALYSIS:-
From the above table it is clear that 25 respondents out of 100 are
telling One and 45 respondents are telling two remaining 30
respondents are telling three.

GRAPH No.4: How much training program has been

made past on one year?

INTERPRETATION:
25% of employees have said that one training program has been
made last 1 year, 45% of employees have said 2 training program
has taken place and remaining 30% of employees has said that 3
training program has taken place.
 Table NO. 5: Do you have any training program in
past financial year?

Options Respondents Percentage

Yes 60 60%
No 40 40%

ANALYSIS:
From the above table it is clear that 60 respondents out of 100 are
telling yes and remaining 40 respondents are telling NO.

GRAPH No. 5: Do you have any training program in

past financial year?

INTERPRETATION:
From the above graph it is observed that 60% of employees have
training and rest 40% doesn’t have training.

Table No. 6 : Do your top management takes

feedback?

Options Respondents Percentage

Yes 55 55%
No 45 45%
ANALYSIS:-
From the above table it is clear that 55respondents out of 100 are
telling yes and remaining 45 respondents are telling NO.

GRAPH NO. 6: Do your top management takes

feedback?

INTERPRETATION:
55% of the employees have agreed to the above question and rest
45% of employees have denied to the question.

Table No.7: What do you think will the training

program run in future?

options Respondents Percentage

Yes 70 70%
No 30 30%

ANALYSIS:
From the above table it is clear that 70 respondents out of 100 are
telling yes and remaining 30 respondents are telling NO.

GRAPH No.7: What do you think will the training

program run in future?
INTERPRETATION:
70% of employees feel that there will be training program in future
and rest 30 % feel that there will not be any training program in
future.

Table No. 8: Do the executive director engage

development activities for himself/herself?

Options Respondents Percentage

Yes 55 55%
No 45 45%

ANALYSIS:-
From the above table it is clear that 55 respondents out of 100 are
telling yes and remaining 45 respondents are telling NO.

GRAPH No.8: Do the executive director engage

development activities for himself/herself?
INTERPRETATION:
55% of employees have agreed to this question and 45% of
employees have disagreed to this question.

Table No. 9: Do you feel trust in your supervisor?

Option Respondents Percentage

Yes 75 75%
No 25 25%

ANALYSIS:- From the above table it is clear that 75 respondents

out of 100 are telling yes and remaining 25 respondents are telling
NO.

GRAPH No. 9: Do you feel trust in your supervisor?

INTERPRETATION:
75% of employees have trust on their supervisor, and rest 25%
don’t have trust.

Table 5.10: Does your company provides specific

training program?

Options Respondent Percentage

Yes 78 78%
No 22 22%

ANALYSIS:-
From the above table it is clear that 78 respondents out of 100 are
telling yes and remaining 22 respondents are telling NO.

GRAPH No. 10: Does your company provides specific

training program?

INTERPRETATION:
78% of employees have agreed to the above question and ret 22
% have denied to the above question.
 CHAPTER -6
FINDINGS , SUGGESTIONS
AND CONCLUSIONS

FINDINGS AND OBSERVATION

The data shows that the safety training program was well
executed by the company and was highly rated by the employees.
The feedback showed that the training program on Employees
options and actions on various managerial and non-managerial
issues was also well appreciated by most of the employee
trainees.

CONCLUSION
Measuring the effectiveness of training programs consumes
valuable time and resources.
As it is known, these things are in short supply in organizations
today. The training sessions provided at Tata Motors, to the
employees proved to be beneficiary.
At the same time, for few of the employees, it gave them a reason
to take a time out from their assigned work, which in turn made
the superiors feel that the performance level of the employees
were dissatisfactory.
On the other hand, few employees utilized the training sessions by
focusing on the training provided, clearing their doubts (if any) and
gave a proper feedback. Many training programs fail to deliver the
expected organizational benefits.
Having a well-structured measuring system in place can help in
determining where the problem lies. On a positive note, being able
to demonstrate a real and significant benefit to the organization
from the training can help in gaining more resources from
important decision-makers.
It should also be considered that the business environment is not
standing still. The competitors, technology, legislation and
regulations are constantly changing.
What was a successful training program yesterday, may not be a
cost-effective program tomorrow. Being able to measure results,
will help in adapting new circumstances.
 CHAPTER -7
BIBLIOGRAPHy

BIBLIOGRAPHY
 www.tatamotors.com

 www.managementstudyguide.com

 www.yourarticlelibrary.com

 Annual Report of Tata Motors 2016-17

 Wikipedia for definitions

 how to retain employees in the organization

 how to provide work life balance to employees based on

work nature

 measuring dual work culture of employees and on the job

and off the job training.