PROCESS OF TRAINING AND DEVELOPMENT IN TATA MOTORS

ABSTACT
At the TATA Group the purpose is to improve the quality of life of the communities. They
serve through leadership in sectors of economic significant, to which the Group brings a
unique set of capabilities. This requires the Group to grow aggressively in focused area of
business. The heritages of returning the society what they earn evoke trust among consumer,
employees, stakeholders and the community. The TATA Group has always been a values
driven organization. These values continue to direct the Groups growth and businesses. The
Five Core TATA Values underpinning the way of their business are Integrity: - We must
conduct our business fairly with honesty and transparency everything we do must stand the
test of public scrutiny. Understanding: - We must be caring, show respect, compassion and
humanity for our colleagues and customers around the world, and always work for the benefit
of communities we serve. Excellence: - We must constantly strive to achieve the highest
possible standards in our day-to-day work and in the quality of the goods and services we
provide. Unity: - We must work cohesively with our colleagues across the Group and with
our customers and partners around the world, building strong relationships based on
tolerance, understanding and mutual cooperation. Responsibility: - We must continue to be
responsible, sensitive to the countries, communities and environments in which we work,
always ensuring that what comes from the people goes back to the people many times over.

I. INTRODUCTION
The TATA Groups core purpose is to improve the quality of life of the communities it serves
globally, through long-term stakeholder value creation. JAMSHET JI TATA founder of TATA
Group in 1868, the TATA Group is a global enterprise, headquarter in India. It comprises over
100 operating companies in seven business sectors: communications and information
technology, engineering, materials, services, energy, Consumer products and chemicals.
TATA companies have operations and services to over 100 countries across six continents,
and export products and services to over 150 countries. In 2014-15 the total revenue of TATA
companies, taken together, was $108.78 billion. These companies collectively employ over
600,000 people. There are 29 publicly-listed TATA enterprises with a combined market
capitalization of about $134 billion (as on March 31, 2015). TATA Industries was set up by
TATA Sons in 1945as a managing agency for the businesses it promoted. TATA Industries
mandate was recast, in the early 1980s, to promote TATAs entry into new and high-tech
businesses. An area business TATA Industries has two operating divisions which function as
independent profit centers. TATA Strategic Management Group, A 15 year technical &
financial collaboration with M/S Daimler Benz, A.G., and West Germany. This collaboration
was very successful in introducing the highly reliable TATA commercial vehicles in India.
Till 1969 these vehicles were marketed as Mercedes Benz vehicles. From 1969 onwards they
have been marketed as TATA commercial vehicles. Over 5.9 million Tata vehicles ply on
Indian roads, since the first rolled out in 1954. Tata Motors Limited is Indias largest
automobile company, with consolidated revenues of Rs.1, 23,133 cores (USD 27 billion) in
2010-11. In 2010-11, CVBU crossed the milestone of cumulative sales of 4 million vehicles
since inception. It is the leader in commercial vehicles in each segment, and among the top
three in passenger vehicles in India with winning prod2ucts in the compact, midsize car and
utility vehicle segments. The Company is the world's fourth largest truck manufacturer, and
world's third largest bus manufacturer. It produces over 150 models of Vehicles &
Automotive Products.

II. REVIEW OF LITERATURE

Several researchers have undertaken studies from time to time on H.R.D and their
performance evaluation in India. Most of the studies are related to benchmark comparison
which is a significant H.R performance measure. Benchmark comparison facilitates in
signifying the efficiency level of different work performed by managers in generating better
returns to the organization compared to the other employees and different organization. An
attempt has been made by the present researchers to provide a few reviews of those studies.

Purang Pooja (2008) in the article titled as Dimensions of HRD Climate Enhancing
Organizational Commitment in Indian Organizations measures the HRD climate in terms of
various dimensions like participation, succession planning, and training performance
appraisal and job enrichment and its relationship between the ten dimensions of HRD climate
and organizational commitment. The study propounds that the positive perception which
further enhances the performance of manage.
B. Prakash, Mohamed Ali, C. Gayathri (2008) in the article entitled as Training in
APSRTC- An Empirical Study, have observed that the training programs designed by the
APSRTC are proved to be successful and knowledge gaining to the employees. This study
was carried out in Andhra Pradesh State Road Transport Corporation. Majority of the
employees expressed that the training programs are wrathful and very useful for updating the
skills to meet the challenges of the changing environment in the present competitive
transportation industry.
Bais Santosh Singh & Agadi Ramesh B. (2008), in their article titled as HRD in Indian
Dairy Industry has given a brief account of dairying and HRD practices in it, before and
after independence. National Dairy Development Board was set up in Sept. 1965 at Anand
which gave a boost for dairy development in cooperative sector. The authors have concluded
their article with the suggestion that being an important food industry, milk processing
organizations in India should concentrate on HRD practices, so as to bring about
development of milk industry at fast speed.
Bhattacharya Alok S (2008), in his article The Mantra in Strategic Training: Learner
Centered, Performance Based told that training to be strategic must lead to demonstrable
competence to discharge the assigned whole role in the real environment. He thinks,
therefore, that training has to be a process and not a sporadic event. This process has
sequential learning steps beyond training, namely instruction and education. He further
observes that we therefore need a suitable process and a training system to build competence,
a productive communication with stakeholders. He emphasizes on the clarity about what
must training achieve, how would training achieve and how well should that be achieved.
Mr. S. Sundararajam (2009), in Emerging Trends of HRD Practices in Cooperative Sector-
Perspective Approach has observed on the basis of survey of employees working in a few
cooperative organizations located in the south west part of Tamilnadu, that overall HRD
climate in the cooperative sector organizations appeared to be neither good nor bad.
Samwel Kalkuko Lopoyetum (2009), in his article titled as Professionalization of
Management and Administration of Co-operative Business Organizations: Challenges and
Strategies has stressed the imperative need for effective and efficient HRD in co-operatives.
The employees and management of co-operatives to be highly productive and highly
professionalized need continuous improvement in the new changing environment.
Nagendra Asha (2008) in the article entitled as An Analysis of Performance Appraisal
System in the Automobile Industry has shared her experience about the study conducted to
establish the adequacy/inadequacy of the P.A. system in two companies in the automobile
sector, to assess whether it is hrd oriented and to evaluate whether it is effectively
implemented.
Srimannarayana M (2008) has attempted in an article HRD Climate in India to assess the
extent of HRD climate prevailing in Indian organizations. He has collected information from
1905 employees working in 42 organizations covering manufacturing, services and IT sectors
in India. He has found that the HRD climate
Nagendra Asha (2008) in the article entitled as An Analysis of Performance
Appraisal System in the Automobile Industry has shared her experience about
the study conducted to establish the adequacy/inadequacy of the P.A. system in
two companies in the automobile sector, to assess whether it is hrd oriented and
to evaluate whether it is effectively implemented
Pillai Prakash R. (2008) in his article entitled Influence of HRD Climate on the Learning
Orientation of Bank Employees has attempted to analyze the influence of the HRD climate
existing in banks on the learning orientation of the employees.
Samantaray P.C. (2007) in his article titled as Co-operative and HRD has mentioned that
much emphasis has to be given on HRD to build professional managers who can compete and
survive in the market driven economy.
Dangwal R.C and Sacher Arun (2007), has examined the influence of various factors of
organizational climate on managerial effectiveness in Pharmaceutical industry in the article
entitled Influence of Organizational Climate on Managerial Effectiveness a Study of
Selected Pharmaceutical Companies.
Rincy V. Mathew (2007) has published his paper in Management Trends, under the title 360
Degree Performance Appraisal A scientific way of Assessing Employee Performance and
Behavior. The study on which the paper is based is descriptive in nature. He has collected
information through review of relevant literature regarding performance appraisal methods
and attempts have been made to assess the scientific nature of the process and its implications
on the performance and behavior of the employees.

III. OBJECTIVES OF THE STUDY

1. To understand the importance of training and development in an organization.
2. To study the existing training practices at Tata Motors and to measure the
effectiveness of the training on the performance of the employees.
3. To measure the satisfaction level and the feedback of the employees of the
Tata Motors of the regarding the training provided to them.
 IV.RESEARCH METHODOLOGY

A. Scope of Study

The period of the study is for 2 months. The total 6000 included managerial as
well as non-managerial staff. The population for our survey was of white
colors which are 650 in the organization. In which sample size was 120.

B. Sources of Data

The data was collected through structured questionnaire and observations and also
manual and booklet available in the organizations. .Internet sites were also searched in
order to find the useful information for the research paper.

C. Tools

The statistical tool used for analyzing the data collected is questionnaire of
close ended questions the statistical tool used for analyzing the data collected
is MS.Excel.

V.ANALYSIS OF DATA AND DATA

1: Organization considers training as a part of organizational strategy.

Responses Total (out of 120)

Frequency Percentage
Strongly Agree 51 42.50
Agree 59 49.16
Somewhat Agree 5 4.16
Disagree 5 4.16

Interpretation-
The above table shows that 42.50% employees strongly agree that organization considers
training as a part of organizational strategy, 49.16% agree, 4.16% somewhat agree and 4.16%
disagree.

2: Training method preferred by the employees.

Responses Total (out of 120)
Frequency Percentage
On the Job 30 25
Off the Job 4 3.33
Both 86 71.66
Interpretation
The above table shows that only 25% of the respondents will prefer on-the-job training
methods, 3.33% of the respondents will prefer off-the-job training methods while 71.66% of
the respondents will go for both, on-the-job as well as off-the-job trainings.

3: Induction training a well-planned and effective exercise in the organization.

Responses Total (out of 120)
Frequency Percentage
Strongly Agree 37 30.83
Agree 51 42.50
Somewhat Agree 25 20.83
Disagree 07 5.83

Interpretation-
The above table shows that 30.83% strongly agree that induction training is a well-planned,
42.50% agree, 20.83% somewhat agree and 5.83% totally disagree.

4: Induction training help to improve employee-employer relationship.

Responses Total (out of 120)
Frequency Percentage
Yes 106 88.33
No 24 11.66

Interpretation-
The above table shows that 88.33% employees agree that induction training help to improve
employee-employer relationship while 11.66% disagree.

5: Training support helps to become more productive.

Responses Total (out of 120)
Frequency Percentage
Yes 109 90.83
No 11 9.16

Interpretation-
The above table shows that 90.83% employees agree that induction training help to improve
employee-employer relationship while 9.16% disagree.
6:The training programs are conducted in the organization?
Responses Total (out of 120)
Frequency Percentage
Daily 22 18.33
Weekly 29 24.16
Monthly 59 49.16
Quarterly 10 08.33

Interpretation-
The above table shows 18.33% say that trainings are conducted daily , 24.16 % say that
trainings are conducted weekly , 49.16% say that training are conducted monthly and 8.33%
say that trainings are conducted quarterly.

7: Types of training methods does the organization provide to the employees.

Responses Total (out of 120)
Frequency Percentage
On the Job 2 1.66
Off the Job 2 1.66
Audio Visuals 3 2.50
Lectures 2 1.66
Classrooms 8 6.66
All the above 103 85.83
Interpretation-
The above table shows 85.83% say that trainings are conducted via each the mode: on the
job, off the job, with the help of Audio visuals, in form of lectures and in classrooms.

8:Training method focuses on developing team work and leadership skills.

Responses Total (out of 120)
Frequency Percentage
Strongly Agree 45 37.50
Agree 53 44.16
Somewhat Agree 11 09.16
Disagree 11 09.16

Interpretation-
The above table shows that 37.50% employees strongly agree that training method focuses on
developing team work and leadership skills 44.16% agree , 9.16% somewhat agree and
9.16% disagree.
9: Feedback can evaluate the effectiveness of training program.
Responses Total (out of 120)
Frequency Percentage
Strongly Agree 40 33.33
Agree 57 47.5
Somewhat Agree 9 7.5
Disagree 14 11.66

Interpretation-
The above table shows that 33.33% of employees strongly agree that feedback can evaluate
the effectiveness of training program.47.5% agree, 7.5% somewhat agree and 11.66%
disagree

10: Company provides study material before training program.

Responses Total (out of 120)
Frequency Percentage
Yes 66 55
No 54 45

Interpretation-
The table shows that 55% agree that company provide study material before training program
and 45% say no.
VI. FINDINGS

It is quite evident that all the employees were aware of the role and importance of
training.

There were different types of trainings organized by Tata Motors to meet the needs of
its employees. The training programmes at Tata Motors focused their main attention
on safety, quality, cost and delivery.

It was seen that a greater majority of employees at Tata Motors preferred an on-the-
job training programme as compared to an off-the-job training programme.
 It was found that although the training programmes are scheduled according to the
training calendar, yet the employees at Tata Motors felt that time was the major
constraint in training and development in the organization.

VII. CONCLUSION

From this study, it can be concluded that training and development programmes have become
a priority for human resources. To develop competence among employees the training and
development programmes are required. Tata Motors carries out various training programmes
for enhancing the skills of its employees. According to this study majority of the employees
were interested in attending training programmes and most of them agreed that they can
enhance their knowledge, skills and ability.
Since, today employee development is critical to corporate success, therefore Tata Motors is
investing more in their employees training and development needs. Tata Motors provides well
designed training facilities to its employees. Training evaluation also forms a part of the
entire training process. There should be certain improvements in conducting the post training
feedback reviews so as to analyze the status of the employees better.
The overall impact of training and development on the employees of Tata Motors and the
organization itself is remarkable.