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Training and development of the employees in Bajaj auto

this the small report of T&D of Bajaj employees.
the aim of this project report is deep understanding of Training and development

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Training and development of the employees in Bajaj auto

  1. 1. BK School of Business Management 0 PROJECT REPORT ON Training and development of BAJAB auto IN PARTIAL FULFILMENT OF FULL TIME, MBA PROGRAM (2013-2015) SUBMITTED TO Amrita Madam BK School of Business Management Gujarat University, Navrangpura, Ahmedabad-380009 Phone: +917926304811 info@bkschool.org.in SUBMITTED BY: Najeebullah Walijan Hemat (11327)
  2. 2. BK School of Business Management ACKNOWLEDGMENR It is a great opportunity for and pleasure for me to express my profound gratitude toward all the individuals who directly or indirectly contributed toward completion of my report. Working of this report was a great fun, excitement, challenges and new exposure in the field of Human Resource I am thankful to all faculty members of management department of “BK School of Business Management” who helped and provides me useful guidance for the completion of my report. And I am thankful from all those responded who help to get information abo ut the organization. And a special thanks from the person who really help me to get the information about the Bajaj Auto the person is M.Salim Qureshi he is the finance manager in Ahmedabad Najeeb Hemat Table of content Page NO. 1  Introduction & objective of the study 2  Executive summary & methodology 3-4  Scope of the study 4  Introduction and achievement of the company 5-6  Training, development & method of trailing in Bajaj 7-11  Questionnaire and data analysis 11-14  Recommendation, conclusion & reference of data 15
  3. 3. BK School of Business Management INTRODUCTION: As I chosen the topic training and development of the employees in Bajaj auto it was a short study about the training and developed of the employees, the aim of the study is to understand the concept of the training and development of the employees within the organizations. Training refers improve skills, or add to the existing level of knowledge so that employees is better equipped to do his present job, or to prepare him for higher position with increased responsibilities. However individual growth is not and ends in itself. Organizational growth need to be measured along with individual to the teaching or learning activities done for the primary purpose of helping members of an organization to acquire and apply the same. Broadly speaking training is the act of increasing the knowledge and skills of an employee for doing a particular job. In today’s scenario change is the order of the day and the only way to deal with it is to learn and grow. Employees have become central to success or failure of on organization they are the cornucopia ideas. So it high time the organization realize that “train and retain is the mantra of new millennium.” OBJECTIVES OF THE STUDY The specific objectives of the study are: 2  To examine the effectiveness of training in overall development of skills of workforce.  To examine the impact of training on workers.  To study the changes in behavioral pattern due to training.  To find out new methods of training and development in Bajaj auto I have tried to take a view on the topic in a practical manner, so that the feedback can be provided to the organization.
  4. 4. BK School of Business Management EXECUTIVE SUMMARY Every organization needs to have well trained and experienced people to perform the activates that have to be done. If current or potential job occupants can meet these requirements, training is not important. When this not the case, it is necessary to raise the skills levels and increase the versatility and adaptability of employees. The entire project talks about the training and development in theoretical as well as new concepts, which are in trend now. Here we have discussed what would be the input of training if we ever go for and how can it be good to any organization in reaping the benefits from the money invested in terms like (ROI )i.e. return on investment. What are the ways we can identify the training need of any employees and how to know what kind of training he can go for? Training being in different aspect likes integrating it with organizational culture. The best and latest available trends in training method, the benefits which we can derive out of it. How the evaluation should be done and how effective is the training all together. Some of the companies practicing training in unique manner a lesson for other to follow as to how train and retain the best resource in the world to reap the best out of it. Development is integral part of training if somebody is trained properly and efficiently the developments of that individual and the company for whom he is working. Here we discussed about development of employees, how much to identify the needs, and after developing how to develop executive skill to sharpen their knowledge. Learning should be continues process and one should not hesitate to learn any stage. Learning and developing is fast and easy at LUMAX industries ltd. METHODOLOGY Methodology is the analysis of the principle of the methods, rules, and postulates emp loyed by a discipline. Methodology refers to more than a simple set of method rather it refer to the rational and philosophical assumptions that underlie a particular. 3 RESEARCH METHODOLOGY There are two way of data collections
  5. 5. BK School of Business Management Primary data collected through: 4  Questionnaires  Phone calling  Personal observations The secondary data collected through:  Newspapers  Magazines  Internet Sample size The small sample size of 25 taken and these people asked different question. SCOPE OF STUDY In this project I have tried to present and know about the training and development programs being presently followed in BAJAJ AUTO and the feedback, I collected from different employees during my interaction with them. The scope of training and development can be explain with the help of following points-  Exact positions of performance of employees through their feedback.  Development of employees through various training and development programs  Developing altered of unbiased treatment to all employees.
  6. 6. BK School of Business Management HISTORY OF BAJAJ The Bajaj Group came into existence in 1926, during the turmoil and the heady euphoria ofIndia’ freedom struggle. Jamnalal Bajaj, founder of the group, was a close confidant and disciple of Mahatma Gandhi and was deeply involved in the effort for freedom.Kamalnan Bajaj the eldest son of jamalal Bajaj at the ages of 27 he took over the reins of the businesses and the current CEO of Bajaj auto is Rahul Bajaj The company is into manufacturing of motorcycles, scooters and three wheelers in India, Bajaj Auto has a distribution network of 485 dealers and over 1,600 authorized services centers. It has 171 exclusive dealers for the three wheeler segment. It has total 3750 rural outlets in rural areas. The Bajaj Auto brand is well known acrose several countries in Latin America, Africa, Middle East, South and South East we can say that it has distribution in 50 countries across the world. Bajaj Auto has launched brands like Boxer, Caliber, Wind125, Pulsar and many more. It has also launched India's first real cruiser bike, Kawasaki Bajaj Eliminator. Bajaj Auto's has in all three plants, two at Waluj and Chakan in Maharashtra and one plant at Pant Nagar in Uttranchal, western India.  Waluj – Bajaj range of motorcycles and three–wheelers  Chakan – Bajaj range of motorcycles  Pant Nagar – Bajaj range of motorcycles Achievement  1945– On November 29 Bajaj Auto came into existence as Bachraj Trading Corporation 5 Private Limited.  1948– The company commenced sales in India by importing two– and three–wheelers.  1959– Bajaj Auto obtained the licence from the Government of India to manufacture two– and three–wheelers.  1960– The company became a public limited company and conducted Bhoomi Poojan of the Akurdi Plant.
  7. 7. BK School of Business Management  1970– Bajaj Auto rolled out its 100,000th vehicle.  1971– The company introduced its three–wheeler goods carrier.  1972– The company introduced Bajaj Chetak.  1975– Bajaj Auto & Maharashtra Scooters entered into a joint venture.  1976– The company introduced Bajaj Super.  1977– Bajaj Auto introduced rear engine autorickshaw and achieved production and sales of 6 100,000 vehicles in a single financial year.  1981– Bajaj Auto launched Bajaj M–50.  1984– On January 19, the foundation stone laid for the new plant at Waluj, Aurangabad.  1985– On November 5, the Waluj plant inaugurated by the erstwhile President of India, Giani Zail Singh. The company commenced production at Waluj, Aurangabad in a record time of 16 months.  1986– The Bajaj M–80 and the Kawasaki Bajaj KB100 motorcycles were introduced. The company produced and sold 500,000 vehicles in a single financial year.  1990– The Bajaj Sunny was introduced.  1991– The company introduced Kawasaki Bajaj 4S Champion.  1994– It launched Bajaj Classic.  1995– On November 29, Bajaj Auto turned into a 50–year old company. It signed agreements with Kubota of Japan for the development of diesel engines for three–wheelers and with Tokyo R&D for ungeared scooter and moped development. The Bajaj Super Excel is introduced while Bajaj celebrated its ten millionth vehicle. The same year one million vehicles were produced and sold by company in that financial year.  1997– The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw are introduced.  1998– The company commenced production at Chakan plant. It rolled out Kawasaki Bajaj Caliber from its Waluj plant. Bajaj Auto launched Legend, India's first four–stroke scooter from Akurdi plant. The same year Spirit was launched.  1999– Caliber motorcycle notched up 100,000 sales in record time of 12 months.  2000– The company launched Bajaj Saffire.  2001– Bajaj Auto launched its latest offering in the premium bike segment 'Pulsar'. The same year Eliminator was launched.  2003– Bajaj Pulsar DTS–i was launched. The company sold 107,115 motorcycles in a month. The company launched Bajaj Wind 125, The World Bike in India. It launched its Caliber115 'Hoodibabaa!' in the executive motorcycle segment.  2004– Bajaj Discover DTS–I, new Bajaj Chetak 4–stroke with wonder gear and Bajaj CT100 were launched. Bajaj unveiled new brand identity, new symbol, logo and brandline.  2005– Bajaj Discover, Bajaj Avenger DTS–I and Bajaj Wave DTS–I were introduced.  2006– Bajaj Platina was launched.  2007– RE GDi auto rickshaw, Bajaj XCD 125 DTS–Si, Bajaj Pulsar 220 DTS–Fi, 200 cc Pulsar DTS–I and Bajaj Kristal DTS–i were launched. The company also underwent through revamping of its organizational structure.  2008– Bajaj Patina 125 DTS–Si was launched.  2009– Bajaj Pulsar 150 & 180 upgrade and Bajaj XCD 135 DTS–Si were launched  2010 – Bajaj Auto launched a 135 cc Pulsar, priced at Rs 51,000, pushing the Pulsar brand into the mass segment.  2011– April, Bajaj Records its best year ever of 2010.
  8. 8. BK School of Business Management  2011–Bajaj Auto ties–up with SBI for inventory finance to dealers 7 2012 –Bajaj Auto tied up with Japan’s Kawasaki in Indonesia TRAINING AND DEVELOPMENT IN BAJAJ AUTO In the field of human resource management, training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including employee development, human resource development, and learning and development Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. "Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to be comfortable with. "Human Resource Development" was rejected by academics, who objected to the idea that people were "resources" —Training and development encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and Development, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities: Training This activity is both focused upon, and evaluated against, the job that an individual currently holds. Education This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. Development This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate. The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are
  9. 9. BK School of Business Management Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others. IMPORTANCE OF TRAINING AND DEVELOPMENT 8  OPTIMUM OF HUMAN RESOURCES UTILIZATION - Training and development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual’s goals.  DEVELOPMENT OF HUMAN RESOURCE- Training and development helps to provide an opportunity and broad structure for the development of human resources technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.  DEVELOPMENT OF SKILLS OF EMPLOYEES- Training and development helps in increasing the job knowledge and skill of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees.  ORGANISATION CLIMATE.  QUALITY.  HEALTHY WORK-ENVIRONMENT.  HEALTH AND SAFETY. METHODS OF TRAINING There are various methods of training, which can be divided in to cognitive and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training. The var ious methods that come under cognitive approach are: LECTURE- A method training
  10. 10. BK School of Business Management It is one of the oldest methods of training. This method is used to create understanding of a topic or to influence behavior, attitudes through lecture. A lecture can be in printed or oral form. Lecture is telling someone about something. Demonstration training method This method is a visual display of how something works or how to do something. As an example, trainer shows the trainees how to perform or how to do the tasks of the job. In order to be more effective, demonstration method should be accompanied by the discussion or lecture method. Discussion training method This method uses a lecture to provide the learners with context that is supported, elaborated, explain, or expanded on through interactions both among the trainees and between the trainer and the trainees. The discussion method consists a two-way flow of communication i.e. knowledge in the form of lecture is communicated to trainees, and then understanding is conveyed back by trainees to trainer. Computer based training With the world-wide expansion of companies and changing technologies, the demands for knowledge and skilled employees have increased more than ever, which in turns, is putting pressure on HR department to provide training at lower costs. Many organizations are now implementing CBT as an alternative to classroom based training to accomplish those goals. The various methods that come under behavioral approach are:  GAMES AND STIMULATION  BEHAVIOR-MODELING  BUSINESS GAMES  CASE STUDIES  EQUIPMENT STIMULATORS  IN-BASKET TECHNIQUE  ROLE PLAY 9
  11. 11. BK School of Business Management ON THE JOB TRAINING-There 10 are many management development techniques that employees can take in off the job. The few popular methods are:  SENSITIVITY TRAINING  TRANSACTIONAL ANALYSIS  STRAIGHT LECTURE/ LECTURES  SIMULATION EXERCISE TRAINING AND DEVELOPMENT METHOD ADOPTED BY BAJAJ. The training methods which are generally used in an organization are classified into two i.e. 1-ON THE JOB: On the job training places the employees in an actual work situation and makes them appear to be immediately productive. It is learning by doing. For jobs, that either are difficult to simulate or can be learn quickly by watching and doing on-the job training makes sense. 2- OFF THE JOB: Off-the-job training covers a number of techniques classroom lectures, films, demonstration, case studies and other simulation exercises, and programmed instruction. INPUTS IN TRAINING AND DEVELOPMENTS IN BAJAJ Any training and development program must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look into distant future. In addition to these, there is a need to impart ethical orientation, emphasize on attitudinal changes and stress upon decision-making and problem-solving abilities. Skills Training, as was stated earlier, is imparting skills to employees. A worker needs skills to operate machines, and use other equipments with least damage or scrap. This is a basic skill without which the operator will not be able to function. There is also the need for motor skills. Motor skills refer to performance of specific physical activities. These skills involve training to move various parts of one’s body in response to certain external and internal stimuli. Common motor skills include walking, riding a bicycle, tying a shoelace, throwing a ball and driving a car. Motor skills are needed for all employees – from the clerk to the general manager. Employees, particularly supervisors and executives, need interpersonal skills popular known as the people skills. Interpersonal skills are needed to understand one self and others better, and act
  12. 12. BK School of Business Management accordingly. Examples of interpersonal skills include listening, persuading, and showing an understanding of others’ feelings. Education The main purpose of BAJAJ is to provide education to teach theoretical concepts and develop a sense of reasoning and judgment. That any training and development program must contain an element of education is well understood by HR specialist. Any such program has university professors as resource persons to enlighten participants about theoretical knowledge of the topic proposed to be discussed. In fact organizations depute or encourage employees to do courses on a part time basis. Chief Executive O fficers (CEO’s) are known to attend refresher courses conducted by business schools. Education is important for managers and executives than for lower-cad reorders. Development Another component of a training and development is development which is less skill oriented but stressed on knowledge. Knowledge about business environment, management principles and techniques, human relations, specific industry analysis and the like is useful for better management of the company. Questionnaire & Data Analysis 1-Your organization considers training as a part of organizational strategy. Do you agree with this statement? QUES 2): How many training programs will you attend in a year? RESPONSE 11 NO. OF RESPONDENT PERCENTAGE RESPONSE NO. OF RESPONDENTS PERCENTAGE STRONGLY AGREE 13 52 AGREE 1 4 SOME WHAT AGREE 4 16 DISAGREE 7 28 TOTAL 25 100
  13. 13. BK School of Business Management LESS THEN 00-10 14 56 10- 20 2 8 20-40 6 24 MORE THAN 40 3 12 TOTAL 25 100 QUES 3): To whom the training is given more in your organization? RESPONSE 12 NO. OF RESPONDENT PERCENTAGE SENIOR STAFF 3 12 JUNIOR STAFF 5 20 NEW STAFF 6 24 BASED ON REQUIRTMENT 13 52 TOTAL 25 100 QUES 4): what are all the important barriers to training and development in your organization? RESPONSE NO. OF RESPONDENT PERCENTAGE TIME MONEY 5 20 LACK OF INTEREST BY STAFF 6 24 NON-AVAILABILITY OF SKILL TRAINER 10 40 TOTAL 25 100 QUES 5): Enough practice is given for us during training session? Do you agree with this statement? RESPONSE NO. OF RESPONDENT PERCENTAGE  STRONGLY 14 56
  14. 14. BK School of Business Management 13 AGREE  AGREE 2 8  SOME WHAT AGREE 6 24  DISAGREE 3 12 25 100 QUES 6): The training session conducted in your organization is useful. Do you agree with this statement? RESPONSE NO. OF RESPONDENT PERCENTAGE STRONGLY AGREE 15 60 AGREE 5 20 SOME WHAT AGREE 5 20 DISAGREE 0 0 TOTAL 25 100 QUES 7): Employees are given appraisal in order to motivate them to attend the training. Do it agree with this statement? RESPONSE NO. OF RESPONDENT PERCENTAGE STRONGLY AGREE 14 56 AGREE 6 24 SOME WHAT AGREE 3 12 DISAGREE 2 8 TOTAL 25 100 QUES 8): How well the work place of training is physically organization?
  16. 16. BK School of Business Management RECOMMENDATIONS/ SUGGESTIONS On the basis of survey through questionnaire, I hereby humbly propose my recommendation to carry out further improvement in existing training and development activities in Bajaj auto 15  Efforts for making training and development formats user friendly should be kept continued.  The company should recruit the higher level trainer to train the employee. CONCLUSION This study was a learning experience for me and I came to know the training and development programs in lumax Industries Ltd Sidcul, Rudrapur was positive in response but still more training and development is needed in Lumax so that the employees are motivated time by time and they should know their strength & weakness so that they can work on it & improve their knowledge & skills for the betterment of their organization. In the last but not the least I conclude that all the training and development programs of company are highly effective & beneficial to the employees in giving their best contribution to their personal growth & development as well to meet the organizational objective. Reference and sources of data As more data collected through primary survey and some data through secondary survey as the following are the sources.  http://www.bajajauto.com/report/BAL-AR-2009-10.pdf
  17. 17. BK School of Business Management 16  Shttp://www.bajajauto.com/report/BAL_AR_2010-11.pdf  http://profit.ndtv.com/stock/bajaj-auto-ltd_bajaj-auto/reports  M. Salim Qureshi the manager of Bajaj auto ( primary source)

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this the small report of T&D of Bajaj employees. the aim of this project report is deep understanding of Training and development


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