“A Study on Training and Development Needs of Employees- with special Reference to OLIKARA TRACTORS

TVS- SHIVAMOGGA CITY”

CHAPTER - I
INTRODUCTION AND RESEARCH DESIGN

1.1 INTRODUCTION
1.2 LITERATURE REVIEW
1.3 STATEMENT OF THE PROBLEM AND NEED FOR THE
STUDY
1.4 OBJECTIVES OF THE STUDY
1.5 SCOPE OF THE STUDY
1.6 METHODOLOGY
1.7 SOURCES OF DATA
1.8 STATISTICAL TOOLS AND TECHNIQUES
1.9 LIMITATIONS OF THE STUDY
1.10 CHAPTER SCHEME
1.11 CONCLUSION

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CHAPTER- I

INTRODUCTION AND RESEARCH DESIGN

1.1INTRODUCTION:

Employee training tries to improve skills, or add to the existing level of knowledge. So that
employee is better equipped to do his present job, or to prepare him for a higher position with
increased responsibilities. However individual growth is not and ends in itself. Organizational
growth need to be measured along with individual growth.

Training refers to the teaching/learning activities done for the primary purpose of helping
members of an organization to acquire and apply the knowledge skill, abilities, and attitude needed
by that organization to acquire and apply the same. Broadly speaking training is the act of increasing
the knowledge and skill of an employee for doing a particular job.

1.2 LITERATURE REVIEW:

Wagner and Roland (1992) used the third level of Kirkpatrick model to measure behavioral
changes among the employees. Three approaches were used for measurement of behavioral changes
(1) questionnaire completion by the participants before and after the training (2) supervisory reports
completed on the functioning of work groups before and after the training and (3) Interview with
managers. The result of the measurement was that there were no significant changes in the behavior
among the employees.

Grenough and Dixon (1982) suggested that measurement should identify what results the
training should provide, what results have occurred, how present results are worthwhile, and how
results will be used.

Barrett and Connell (1998) had conducted a research to estimate the returns from in-company
training. They have differentiated between general and specific training. In their final results, they
had found that the general training has increased productivity but the specific training has no such
effects. They had concluded that there might be a problem of matching new skills with old processes.

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Meyer and Raich (1983) compared the sales performance of behavioural –modelling-trained
versus non-behavioural-modelling-non-training groups. They compated sales commissions per hour
(before training and after training) of seven stores incorporating a new behavior modeling training
approach to that of seven control group stores that received on-going and non-behavioural modeling
training programs.

Mathieu, Tannenbaum, and sales (1992)found that the performance was produced when
trainees were motivated to learn and reacted positively to the training.

Miller and Friesen (1980) suggest that training employees in skills related to adaptation may
help in making the changes functional.

Mathieu et al (1992) found that if reaction was positive then the trainees’ were highly
motivated.

Gist (1988) found that older trainees (over 45 years) had significantly lower performance
than younger trainees.

Bretz and Thompsell (1992) found that participants showed positive reaction for learning
based training (LT) than lecture-based training (IL).

Ganster, Williams, and Poppler (1991) focused on training to improve an individual’s

effective use of task knowledge.

Russell et al (1984) compared a behavioural modeling trained group to a group trained

without modeling films. They found that the behavior modeling trained group had more positive
reactions to training and superior cognitive learning, but found no significant difference in on the job
behavior. Moon-Hariton conducted a study at the engineering section of GE Company. Two years
after the adoption of the training program, it was measured. The questionnaire was prepared and
circulated among employees for their feedback.

1.3 STATEMENT OF THE PROBLEM AND NEED FOR THE STUDY

Training and development play vital and important role in any given organization in the
modern day. Considering the study on training and development need on employees in Olikara
Tractors TVS, gives a scope to know in detail about the different techniques and method adopted by
Olikara Tractors TVS, to train their employees very effectively and efficiently.

The problem statement included various factors such as knowing the training and
development facilities to the employees and also to know what best effort has been put in by the firm
to improvise it so that it can be utilized effectively and efficiently by the employees in the
organization.

1.4 OBJECTIVES OF THE STUDY:

 To examine the effectiveness of training in overall development of skill of workforcein
Olikara tractors TVS, Shivamogga- city.
 To examine the impact of training on the sample workers

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 To study the changes in behavioral pattern of workers due to training.

 To measure the deferential change in output due to training.
 To compare the cost effectiveness in implanting training programmes.

1.5 SCOPE OF THE STUDY:

The development of any organization depends on the employees. For organizational
productivity training and development assumes great significance.

 The study is conducted to know the level of knowledge and skills given to the employees the
organization.
 This will help the management to know the satisfaction levels of employees and they can
take measures to increase productivity.
 This study may help the management students to prepare their own report.

1.6 RESEARCH METHODOLOGY:

The researcher has made use of Descriptive Research

1.7 SOURCES OF DATA:

A. Primary Data:
 The primary data was collected from the respondents by administering a structured
questionnaire and also through observations, interviews and discussion with management
team.

B. Secondary Data:
 The sources of data collected from, the internal sources include manuals, company profiles,
website, articles, company workshop books and on line sources.

Sampling Design:

Sampling Method: Simple Random Sampling

Sample Population: A total 15 employees working in the organization.

Sample Size: Out of the total population, 10 employees are taken as Sample

Sampling Area: The research was conducted at OLIKARA TRACTORS TVS, SHANKAR
MUTT ROAD, SHIVAMOGGA CITY.

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1.8 STATISTICAL TOOLS AND TECHNIQUES:

The most important objective of this study is to measure the effectiveness of training and
development need on employees in firm. Descriptive statistical analysis is being used to describe the
basic features of the data collected through questionnaire. Tables and charts are used for the purpose
of data representation.

The pilot study or feasibility study was conducted in order to ensure the validity of the questionnaire.
The pilot study helps to refine the questionnaire so that the respondents will have no problem in
answering there by facilitating the interviewer to record the data. As part of the pilot study each
completed questionnaire was checked to ensure that respondents have no problem in understanding
and answering questions and have pursued all directives correctly. In the present study 10 members
from each retailer has selected for pilot study. Based on their response considerable modification has
been done in the questionnaire for further data collection.

Instrument:
A structured Questionnaire is used, and the type of questions are dichotomous and likert
scale.

Method:
The research was conducted by using contact methods through Questionnaire, interview and
observation. The information was collected from both Dealership sales and services

Data Analysis Techniques:

 The data is analyzed through sample analysis technique. The data tool is percentage method.
 Percentage method is used in making comparison between two or more criteria. This method
is used to describe relationship.
 Percentage of respondents = no. of respondent / total no. of respondents * 100

1.9 LIMITATIONS OF THE STUDY

The present study is limited to many aspects. Providing information about training and
development is the outcome of various variables. It is not possible to take in to consideration each
and every criteria in this study.

 Some of the information given by the respondents may be biased.

 Could not collect the information from all the employees of organization because of busy
schedule of employees.
 Analysis is done on the assumption that respondents have given correct information through
the Questionnaires.

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 Due to the limitation of the time the research could not be made more detailed.

1.10 CHAPTER SCHEME:

The project is presented under the following chapters.

Chapter I: Introduction and Research Design

This Chapter Deals with Introduction, Review of literature, objectives of the study, scope of
the study, Methodology, Research Design Limitation of the study, Sources of data.

Chapter II: Training and Development – A Conceptual Framework

This Chapter Deals With Introduction about training and development, scope of training,
importance of training, methods of training, typical reasons for employee training and development,
general benefits from employees training and development, determination of training needs, training
plays the following roles in an organization, benefits of training, conclusion.

Chapter III: An Overview of Motorcycle Industry

This Chapter Deals with Introduction, History of the industry, future prospects, growth and
development

Chapter IV: A Brief Profile of Olikara Tractors TVS, Shivamogga City

This Chapter Deals with Introduction, organization structure, employee information,
promoters, vision and mission, Quality policy, product area of operation, Infrastructure facility,
Competitors information.

Chapter V: Data Analysis and Interpretation

This Chapter Deals with Analysis and interpretation of the data collected with relevant tables
and graphs. Results obtained by the using statistical tools must be included.

Chapter VI: Summary of Major Findings, Suggestions and Conclusion:

This Chapter Deals with Summary of major finding of the study, suggestions and Conclusion

1.11 CONCLUSION:
In this chapter we discuss about the introduction for the research topic along with the
background information, problem statement, objectives, need and Scope of the study. Statistical
Tools and Techniques and the Research Methodology used for the study are also presented with brief
description of chapters.

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CHAPTER-II

TRAINING AND DEVELOPMENT -A CONCEPTUAL FRAME WORK

2.1 INTRODUCTION

2.1.1 TRAINING

2.1.2 DEVELOPMENT

2.2 SCOPE OF TRAINING

2.3 IMPORTANCE OF TRAINING

2.4 METHODS OF TRAINING

2.4.1 TRADITIONAL METHODS

2.4.2 MODERN METHODS

2.5 TYPICAL REASONS FOR EMPLOYEE TRAININNG AND

DEVELOPMENT

2.6 GENERAL BENEFITS FROM EMPLOYEES TRAINING AND

DEVELOPMENT

2.7 DETERMINATION OF TRAINING NEEDS

2.8 TRAINING ROLE IN AN ORGANIZATION

2.9 BENEFITS OF TRAINING

2.10 CONCLUSION

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CHAPTER-II

TRAINING AND DEVELOPMENT – A CONCEPTUAL FRAME WORK

2.1 INTRODUCTION
If you don’t know where you are going, any road will take you there.

- Lewis Carroll in Alice’s Adventure in Wonderland (1865).

“Give a man a fish, and you have given him meal. Teach man to catch fish, and you have
given him a livelihood”. This ancient Chinese proverb seems to descried the underlying
rationale of all training and development programme. No industrial organization can long ignore
the training and development needs of its employees without seriously inhibiting its performance.
Even the most careful selection does not eliminate the need for training, since people are not
moulded to specifications and rarely meet the demands of their jobs adequately.

Poverty stricken India spends $45 billion on training each year. Expenditures of such magnitudes
call for a periodic sharp look. Training in particular needs such scrutiny.

2.1.1 TRAINING:
 It refers to the acquisition of Knowledge, skills and competencies as a result of the
teaching of vocational or practical skills and knowledge that relates to specific useful
skills. It form the core of apprenticeships and provides the back bone of content at
technical colleges and polytechnics. Today it is often referred to as “professional
development”.
 Training is primarily concerned with preparing people for certain activities delineated by
technology and by the organization and settings in which they work. Education helps
students to choose their activities. Training helps participants to improve their
performance education deals mostly Knowledge and understanding. Training deals mostly
with understanding, skills and action. Training embraces an understanding of the complex
processes by which various factors that make up a situation interact.
 Training is most important activity or plays an important role in the development of
human resources. To put the right place with the trained personnel has now became
essential in today’s globalize market. No organization has a choice on whether or not to
develop employees. Therefore training has nowadays became an important and required
factor for maintaining and improving interpersonal and intergroup collaboration.
 Human resource is the life blood of any organization. Only through well-trained
personnel, can an organization achieve its goals.
 Training is defined as learning that is provided in order to improve performance on the
present job.

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 A person’s performance is improved by showing her how to master a new or established

technology. The technology may be a piece of heavy machinery, a computer, a procedure
for creating a product, or a method of providing a service.
 Training is provided for the present job. This includes training new personnel to perform
their job, introducing a new technology, or bringing an employee up to standards.
 Training is mainly concerned with the meeting of two of these inputs—people and
technology. That is, having people learn to master a given technology.

DEFINITIONS OF TRAINING:
HESSELING… Defines training as a sequence of experience or opportunities designer modifies
behavior in order to attain a stated objective;

Oatey – Defines it as any activity which deliberately attempts to improve a person’s skill at a task.

2.1.2 DEVELOPMENT:
This term is often viewed as a broad, ongoing multi-faceted set of activities (training
activities among them) to bring someone or an organization up to another threshold of performance.
This development often includes a wide variety of methods, e.g., orienting about a role, training in a
wide variety of areas, ongoing training on the job, coaching, mentoring and forms of self-
development. Some view development as a life-long goal and experience.

Training and development is the field concerned with workplace learning to improve
performance. Such training can be generally categorized as on-the-job or off-the-job.

On-the-job describes training that is given in a normal working situation, using the actual tools,
equipment, documents or materials that they will use when fully trained. On-the-job training is
usually most effective for vocational work.

off-the-job training takes place away from normal work situation which means that the employee is
not regarded as productive worker when training is taking place. An advantage of off-the-job training
is that it allows people to get away from work and totally concentrate on the training being given.
This type of training is most effective for training concepts and ideas.

2.2 SCOPE OF TRAINING:

Training can pave way for increasing quality both in the production and service sectors.
Training can facilitate employee retention and faster customer service. If designed and delivered well
it will facilitate achievement of organizational objective. The main purpose of organizational
existence.

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2.3 IMPORTANCE OF TRAINING:

 Improves skills sets of an individual
 Develops technical capabilities
 Enhance competitiveness
 Develops confidence
 Increase organizations growth
 Enhances overall competency of the organization
 Improves quality of the workforce
 Creates healthy work environment

2.4 METHOD OF TRAINING

2.4.1 Traditional Method of Training:

Traditional method refer to methods of delivering training that have been around for many
years.

Traditional Methods of Training are:

 Presentation Methods
 Hands-on-methods
 Group Building Methods

Presentation Methods

 Lecture
 Audio-visual Techniques

Hands-on-methods

 On-the-job training
 Simulations
 Case Studies
 Business Games
 Role play
 Behavior Modeling

Group building Methods

 adventure learning
 team training
 Action Learning

2.4.2 Modern Method of Training:

 Modern methods
 Modern methods of training are the improved versions of few traditional methods.

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 It is not compulsory that all the modern methods should consists of traditional methods.
 Modern methods mainly include E-learning and use of technology in training.

2.5 TYPICAL REASONS FOR EMPLOYEE TRAINING AND DEVELOPMENT

Training and development can be initiated for a variety of reasons for an employee or group
of employees, e.g.

 When a performance appraisal indicates performance improvement is needed.

 To “benchmark” the status of improvement so far in a performance improvement effort.
 As part of an overall professional development program.
 As part of succession planning development program
 To “pilot”, or test, the operation of a new performance management system.
 To train about a specific topic.

2.6 GENERAL BENEFITS FROM EMPLOYEE TRAINING AND DEVELOPMENT

There are numerous reasons for supervisors to conduct training among employees. These
reasons include:

 Increased job satisfaction and morale among employees

 Increased efficiencies in processes, resulting in financial gain
 Increased employee motivation
 Increased capacity to adopt new technologies and methods
 Increased innovation in strategies and products
 Reduced employee turnover
 Enhanced company image, e.g. conducting ethics training.

2.7 DETERMINATION OF TRAINING NEEDS

In order to determine the training needs of an organization the HRD manager should seek
information on the following points:

 Whether training is needed?

 Where training is needed?
 Which training is needed?

2.7.1 Whether Training is needed ?

Training result from problems such as:

 Standards of work performance not being met:

 Accidents;
 Excessive scrap;
 High rate of transfer and turnover;
 Too many low ratings on employee evalution reports;
 Bottlenecks and deadlines not being met;

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In many organizations the determinations of training needs is predominatly done through

observations. One common method for recording observations is the check- list of training needs.
It provides for indicating by a “yes” or “no” check.

2.7.2 Where Training is needed?

After determining the need for training the manager should determine where the organization
training emphasis can and should be placed. This involves a detailed analysis of the following
factors:

 Structure of the organization,

 Objectives,
 Human resource and future plans, and
 Cultural milieu.

2.7.3 Which Training is needed?

The last question to be answered by the personnel manager is about the type of training
needed. This involves determining what knowledge, skills or attitudes each individual employees
should develop to able to perform his task in an effective way.

The three major skills which the employees of any organization need to successfully
discharge their duties are: the conceptual skill, the human relations skill and the technical skill.
Conceptual skill deals with ideas, technical skill with things and human skill with people.

2.8 TRAINING ROLE IN AN ORGANIZATION

2.8.1 Increase in Efficiency:

Training plays active role in increasing efficiency of employees in an organization. Training

increases skills for doing a job in better way. Through an employee can learn many things while he is
put on a job, but he can do much better if he learns how to do the job. This becomes more important
especially in the context of changing technology because the old method working may not be
relevant.

2.8.2 Increase in Morale of Employees:

Morale is a mental condition of an individual or group, which determines the willingness to

cooperate. High morale is evidenced by employee enthusiasm voluntary conformation with
regulations and willingness to cooperate with others to achieve organizational objectives.

2.8.3 Reduced Supervision:

Trained employees require less supervision. They require more autonomy and freedom. Such
autonomy and freedom can be given if the employees are trained properly to handle their jobs
without the help of supervision.

2.8.4 Increased Organizational Viability and Flexibility:

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Trained people are necessary to maintain organizational viability and flexibility. Viability
relates to survival of the organization during bad days, and flexibility relates to sustain its
effectiveness despite the loss of its key personnel and making short-term adjustment with the existing
personnel. Such adjustment is possible if the organization has trained people who can occupy the
positions vacated by key personnel.

2.9 BENEFITS OF TRAINING

2.9.1 Training benefits the organization in manifold ways:-

 Benefits to organization:

 Leads to improved profitability and more positive attitudes toward profit orientation.
 Improves the job knowledge and skills at all levels of the organization.
 Improves the morale of the workforce.
 Helps people identify with organizational goals.
 Helps create a better corporate image.
 Fosters authenticity, openness, and trust.
 Aids in organizational development.
 Learns from the training.
 Improves labour management relations.
 Helps employee adjust to change.
 Aids in handling conflict, thereby helping to prevent stress and tension.

 Benefits to the individual which in turn ultimately benefit the organization:

 Helps the individual in making better decisions an effective problem solving.
 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.
 Satisfy personal needs of the trainer.
 Helps eliminate fear in attempting new task.

 Benefits in personnel and human resources:

 Improves communication between groups and individual.
 Aids in orientation for new employees and those taking new jobs through transfer and
promotion.
 Provides information on equal opportunity and affirmative action.
 Improves inter-personal skills.
 Improves morale
 Builds cohesiveness in groups
 Provides a good climate for learning, growth and co-ordination
 Make organization policies, rules and regulations viable
 Makes the organization a better place to work and live

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2.10 CONCLUSION:

In this chapter we discuss about the introduction about training and development, scope of
training, importance of training, methods of training, typical reasons for employee training and
development, general benefits from employees training and development, determination of
training needs, training plays the following roles in an organization, benefits of training,
conclusion.

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CHAPTER-III

AN OVERVIEW OF MOTORCYCLE INDUSTRY

3.1 INTRODUCTION

3.2 HISTORY OF MOTORCYCLE INDUSTRY

3.3 HISTORICAL INDUSTRY DEVELOPMENT

3.4 TVS MOTOR ENTERS 3 -WHEELER MARKET

3.5 FUTURE PROSPECTS

3.6 CONCLUSION

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CHAPTER-III

AN OVERVIEW OF MOTORCYCLE INDUSTRY

3.1 INTRODUCTION
The Indian automotive industry consists of five segments commercial vehicles; multi-utility
vehicles & passenger cars; two-wheelers; three-wheelers; and tractors. With 7,822,963 units sold in
the domestic market and 753,591 units exported during the first nine months of FY2007, the industry
(excluding tractors) marked a growth of 43% over the corresponding previous. The two-wheeler
sales have witnessed a spectacular growth trend since the mid-nineties.

India is the second largest producer and manufacturer of two-wheelers in the world. Indian
two-wheeler industry has got spectacular growth in the last few years. Indian two-wheeler industry
had a small beginning in the early 50’s. The Automobile Products of India (API) started
manufacturing scooters in the country.

Bikes are a major segment of Indian two wheeler industry, the other two being scooters and
mopeds. Indian companies are among the largest the largest two-wheeler manufacturers in the world.
Hero Motocorp and Bajaj Auto are two of the Indian companies that top the list of world companies
manufacturing two-wheelers.

The two-wheeler market was opened to foreign companies in the mid-1980s. The openness of
Indian market to foreign companies lead to the arrival of new models of two-wheelers into India.
Easy availability of loans from the banks, relatively low rate of interest and the discount of prices
offered by the dealers and manufacturers lead to the increasing demand for two-wheeler vehicles in
India. This lead to the strong growth of the strong growth of Indian automobile industry.

3.2 HISTORY OF MOTORCYCLE INDUSTRY

Around the turn of the 20th century, bicycle racing was big in the USA Bicycles would race
around big curved tracks called velodromes aided by pacing machines powered by internal
combustion engines. These pacers were made in Europe and often broke down. A young designer
named Oscar Hendee, who had his own American pacer. He met up with a racer named George
Hendee, who had his own bicycle manufacturing plant in Springfield, MA. The two combined forces
and created a bicycle powered by an engine developed by Hedstrom. Thus was born the Hendee
Manufacturing Company and the Indian motorcycle. They chose the name Indian since it would
signify an American product. George Hendee became known as the Big Chief (B.C.) and Oscar
Hedstrom became known as the Medicine Man. The factory was called the Wigwam and the dealer
network was called the Tribe.

The company finally changed its name from the HendeeManufacturing Company to the
Indian Motorcycle Company in 1923. The first V-twins from Indian were produced in 1907.
Hedstorm left the company after a dispute in 1913, never to work in the motorcycle industry again.
In another dispute within the newly formed company, Hendee also left the company in 1916. The

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company grew at a rapid rate but had many competitors, most notably Harley-Davidson. Indian
competed with Harley-Davidson in the showrooms, on the tracks, and on the streets to determine
which brand was better. The second part of this article gives details about this war for bragging
rights. The war continues to this day even through Indian was to go out of business for all intents and
purposes in 1954.

Indian began making motorcycle in 1901 as the Hendee Manufacturing Company. The first
production model was in 1902 and 143 units were produced.

In 1903, 376 motorcycles were sold. It continued through 1953 when it no longer made the
classic Indian. In 1999 Indian motorcycle were again produced, this time by the Indian Motorcycle
Corporation. This was not the same company but it did have rights to the Indian name and
trademarks.

We present here a look at Indian models from the first prototype model in 1901 to the present
as provided by About.com members. A gallery called “58 years of Indian” is provided that gives a
picture and description for each model year from 1901 to 2003. Of this article discusses the founding
and early growth of the Indian Motorcycle Company. Note the spelling here of “motorcycle” instead
of “motorcycle”. The term “motorcycle” was an archaic word used in the nineteenth century to
denote any horseless carriage. Indian wanted to distinguish itself from the competition by using older
word.

3.3 HISTORIACL INDUSTRY DEVELOPMENT

India is the second largest manufacturer and producer of two-wheeler in the world. It stands
next only to japan and China in terms of the number of two-wheelers produced and domestic sales
respectively. This distinction was achieved due to variety of reasons like restrictive policy followed
by the government of India towards the passenger car industry, rising demand for personal transport,
inefficiency in the transportation system etc.

The Indian two-wheeler industry made a small beginning in the early 50s when Automobile
Products of India (API) starts manufacturing scooters in the country. Until 1958,API and Enfield
were the sole producers.

In 1948, Bajaj Auto began trading in imported Vespa scooters and three-wheelers. Finally, in
1960, it set up a shop to manufacture them in technical collaboration with Piaggio of Italy. The
agreement expired in 1971.

In the initial stages, API dominated the scooters segment; Bajaj Auto later overtook it.
Although various government and private enterprises entered the fry for scooters, the only new
player that has lasted till today is LML.

Under the regulated regime, foreign companies were not allowed to operate In India. It was a
complete seller market with the waiting period for getting a scooter from Bajaj Auto being as high as
12 years.

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The motorcycles segment was no different, with only three manufactures viz. Enfield, Ideal
Jawa and Escorts. While Enfield bullet was a four stroke bike, jawa and the Rajdoot were two-stroke
bikes. The motor cycle segment was initially dominated by Enfield 350cc bike and Escorts 175cc
Bikes.

The two-wheeler market opened to foreign competition in the mid-80s, and the then market
leaders-Escorts and Enfield- were caught unaware by the onslaught of the 100cc bikes of the Indo-
Japanese joint ventures. With the availability of fuel-efficient low power bikes, demand swelled,
resulting in Hero Honda- then the only producer of four stroke bikes (100cc category), gaining a top
slot.

The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and Hero
Honda brought in the first two-stroke and four-stroke engine motorcycles respectively. These two-
players initially started with assembly of CKD kits, and later on progressed to indigenous
manufacturing. In the 90s the major growth of motorcycle segment was brought in by bicycles,
which grew at a rate of nearly 25 percent CAGR in the last five years.

The Industry had a smooth ride in the 50s, 60s, and 70s when the government prohibited new
entries and strictly controlled capacity expansion. The industry was a sudden growth in the 80s. The
industry witnessed a steady growth of 14 percent leading to a peak volume of 1.9mn vehicles in 199.

The entry of Kinetic Honda in mid-eighties with a variometric scooter helped in providing
ease of use to the sooter owners. This helped in including youngsters and working women, towards
buying scooters, who were earlier, inclined towards moped purchases. In the 90s, this trend was
reversed with the introduction of scooterettes. In line with this the scooter segment has consistently
lost its part of the market share in the two-wheeler market.

The 1990, the entire automobile industry saw a drastic fall in demand. This resulted in a
decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles. Barring
Hero Honda, all the major producers suffered from recession in FY93 and FY94. Hero Honda
showed a marginal decline in 1992. Due to new entrants’ couple with the recession in the industry
resulted in companies either reporting losses or fall in profits.

India is one of the very few countries manufacturing three-wheelers in the world. It is the
world’s largest manufacturer and seller of three-wheelers, Bajaj Auto Commands a monopoly in the
domestic market with a market share of above 80% the rest is shared by Bajaj Tempo, Greaves Ltd
and scooters India.

The total number of registered two-wheelers and three-wheelers on road India, as on March
31,1998 was 27.9mn and 1.7mn respectively. The two-wheeler population has almost double in 1996
from base of 126mn in 1990.

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3.4 TVS MOTOR ENTERS 3-WHEELER MARKET

TVS Motor Company made news in the past fortnight. It made a foray into the three-wheeler
market with the launch of the TVS King and followed it up by unveiling the 125cc Flame motorcycle
on March 10. TVS is involved in a legal battle with rival Bajaj Auto over a technology patent and the
company had to change the twin spark plug ignition system to a single spark plug unit. However,
according to chairman and managing director Venu Srinivasan, the Flame’s performance will remain
similar to the earlier twin spark plug system.

Foray into three-wheelers

On March 9, the TVS King was launched in Chennai in LPG and petrol versions at an on-
road price ranging between Rs.90,000 and Rs1.3 lakh, depending on the model.

The Tamil Nadu minister for rural development and local administration, M K Stalin,
launched the vehicle in the presence of the transport minister, K N Nehru.

Venu Srinivasan said the three-wheeler would add Rs 400 crore to the top line of the company in 18
months.

During 2008-09, the company plans to sell 30,000 units, which will include a four-stroke CNG
version (to be launched in July) for markets like Delhi. The company would roll out a diesel-engined
commercial three-wheeler in the sub-one tonne category after a year and a half, he said.

The company has set up a Rs.120 crore plant with an installed capacity of one lakh units per
year at its Hosur factory. According to Srinivasan, full capacity will be utilized in less than three
years. Starting from Chennai initially, the company plans to make the King available across the
country by December this year. The company will leverage its existing distribution and service
network and also plans to export three-wheelers to more than 20 countries, he added.

According to Srinivasan, the petrol-engined TVS King will deliver 30 kilometres per litre due
to its new 200cc, low friction seven-port engine. Other features include twin headlamps, large tail-
lamps, single larger area windshield with laminated glass and car-like interiors with instrument
cluster, dual-tone seats, bottle and magazine holders. Optional accessories include stylish wheel
covers, FM radio, digital clock, and idol stand and an additional rear bumper.

Meanwhile, during the launch, TVS Motors also announced several welfare schemes for
autorickshaw drivers and their families, including a one-year free accident and healthcare policy, in
association with some insurance firms. The company also introduced a novel training programme for
drivers in safety and preventive maintenance.

Given the existing competition in the segment, it will be interesting to see how TVS Motor
Company’s three-wheeler project pans out.

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Flame relaunched
A day after the King’s launch, the company re-introduced its 125cc-engined flame after the
original version was embroiled in a controversial technological wrangle with Bajaj Auto.

Calling the Flame the “hottest biking experience in India, he said, “TVS in keeping with its tradition
of breaking new ground in two-wheelers is proud to have brought this world-class technology to
India with the CCVTi engine. The engine has been developed and patented by AVL of Austria,
which is a world leader in internal combustion technology, and licensed to TVS in India.”

The Flame will be priced at Rs 46,000 (ex-showroom) across India, he said and added that
the company expects to sell around 15,000 units in March and touch the 25,000 mark during the
festive season in October.

The Flame’s highlights include an innovative DeltaEdge styling which gives the bike a sporty
finish. It features an intelligent mileage indicator that provides instantaneous mileage per litre data to
the rider. The four-stroke 125cc three-valve engine is propelled by a dual induction system, coupled
with a traditionally proven single spark plug ignition system. The engine employs two separate
induction ports called power port and swirl port to achieve ‘no compromise’performance.

Although the company does not have any plans to expand its manufacturing units, it plans to
export its two-wheelers to 10 more countries, Srinivasan said. Exports will begin from April to many
countries including Sri Lanka and some in Latin America.

3.5 FUTURE PROSPECTS:

Three-wheeler sales drop by 11% in FY20 sales: TVS only manufacturer to

report positive growth
The three-wheeler industry has reported 11% decline in sales in FY20 to 11,33,858 units
against 12,68,833 units sold in the previous financial year. While the domestic sales during the fiscal
year declined 9% to 636,569 units (from 701,005 units), exports, which generally help the industry
offset the domestic blues de-grew 11.5% to 502,169 units (from 567,683 units). The industry, which
usually push more vehicles into the market in the last month of every financial year, March, could
not do so this time due to the lockdown- both domestically and globally post COVID-19 outbreak.

The March sales plummeted by a whopping 50% to 59,813 units as compared to 120,578
units sold in the same month of FY19, revealed SIAM data. Except TVS Motor, almost all players,
including market leader Bajaj Auto, and Piaggio have reported degrowth during the fiscal, the data
pointed out. While Bajaj Auto reported a 15% drop in its FY20 sales to 662,773 units, Mahindra &
Mahindra reported a 17%drop in its sales figure to 58,205 units. Piaggio, on the other hand, also
reported degrowth of 11% to 188,338 units.

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Aided strongly by exports, TVS Motor is the only one to report 12% growth in its overall
sales during the period under review to 173,993 units. Other players such as Atul Auto and Scooters
India also reported 13% and 20% degrowth, respectively, the SIAM data pointed out. Bajaj Auto’s
domestic sales declined 8.53% during the fiscal to 364,817 units and the exports, on the other hand,
declined sharply by 22% to 296,700 units. TVS Motor, which purely depends on exports to offset the
domestic blues, saw its domestic sales at a meager 11,934 units during the fiscal (a decline of 29%),
but it did well on exports with 16% growth to 161,977 units.

After Bajaj Auto, Piaggio came second with its domestic sales at 152,386 units (10%
degrowth), followed by Mahindra & Mahindra with 58,145 units (degrowth of 12%). Within the
entire vehicles industry, passenger vehicle sales were at 10,17,051 units in the fiscal under review (a
decline of 10%), while the sales of the goods variant were at 116,807 units (a decline of 14%) against
the same period last fiscal, the SIAM data added. ICRA had in its earlier analysis said that abolition
of permit regime in large three-wheeler markets like Maharashtra and Gujarat along with issuance of
fresh permits in Delhi, Karnataka, Andhra Pradesh and Telangana had extended the much-needed
impetus to the domestic three-wheeler volumes in FY2018 and H1 FY2019. However, the segment
had been declining since the latter half of FY2019, impacted primarily by the high base and the
liquidity constraints in the economy, which has blocked potential financing avenues available for
three-wheeler buyers.

Moreover, many states have started working aggressively on their electric vehicle policy, of
which electric three-wheelers constitute a prime focus area. States like Karnataka have proposed
phase-out of two-stroke autos and a ban on diesel vehicles in Bengaluru. The southern market is
expected to witness significant changes going forward, Icra said. According to the ratings agency,
export volumes from India have been volatile over the years, in line with the economic scenario and
regulatory developments in key markets. With annual sales of around 3 lakh units, Africa is the
largest export market for Indian three-wheeler OEMs. However, the market remains exposed to
fluctuations, with volatility in forex rates and economic downturns impacting the demand. Nigeria
and Egypt are the two largest markets in the region, the Icra analysis pointed out.

3.6 CONCLUSION

This chapter provides the information about the over view motorcycle industry, history of
motorcycle industry, TVS Motor enters 3-wheeler market, and also gives information about future
prospect of TVS 3-wheeler market.

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CHAPTER -IV

OLIKARA TRACTORS TVS, SHIVAMOGGA CITY – A BRIEF PROFILE

4.1 INTRODUCTION

4.2 ORGANIZATION STRUCTURE

4.3 EMPLOYEE INFORMATION

4.4 PROMOTERS

4.4.1 EXTERNAL PROMOTERS

4.4.2 INTERNAL PROMOTERS

4.5 VISION AND MISSION

4.6 QUALITY ASSURANCE

4.7 PRODUCT AREA OF OPERATION

4.7.1 PRODUCT PROFILE

4.8 COMPETITORS INFORMATION

4.9 SUPPLIERS

4.10 CONCLUSION

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CHAPTER –IV

OLIKARA TRACTORS TVS, SHIVAMOGGA CITY – A BRIEF PROFILE

4.1 INTRODUCTION:

OLIKARA TRACTORS TVS, has made name for itself in the list of top TVS 3 WHEELER
DEALARSHIP of in Karnataka. The firm is located in SHIVAMOGGA, KARANATAKA and is
one of the leading sellers of listed Products.

OLIKARA TRACTORS TVS

Type Private
Industry TVS 3 wheeler dealership
Founded 1992: 29 years ago
Founder Olikara
Head quarters Shivamogga, Karnataka, India
Number of locations Shivamogga, chikmagalur
Area served India
Key people Mr. Nidhin G. Olikara (CEO)
Service Sales
Number of employees 15

Source: Discussion with concerned executives and internet.

HISTORY
Our history is the story of our journey. And we’ve been through a journey of exploration,
discovery and wonderment: a journey that has been proud and fruitful, from its humble beginnings to
the dizzying heights we’ve scaled along the way.

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To trace the origins of this journey we must track back to 1992. This was a time when
OLIKARA TRACTORS had just begun to fill the place of a very well person who retired. Even at its
nascence. The firm always showed the potential to blaze a new trail.

4.2 ORGANIZATION STRUCTURE:

PARTNER
INCHARGE
FINANCE

SALES SPARE SERVICE

Source: Discussion with concerned executives and internet.

DUTIES AND RESPONSIBILITIES

ADMIN:

 Answering incoming calls: taking message and re-directing calls as required.

 Dealing with email enquiries.
 Taking minutes.
 Diary management and arranging appointments. Booking meeting rooms and conference
facilities.
 Possibly maintaining the company social media accounts.

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FINANCE DEPARTMENT:
 Accounting
 Management of company’s cash flow.
 Budgets and Forecasting
 Advising and sourcing longer- term financing
 Management of taxes
 Management of company’s investments
 Financial reporting and analysis.

SALES DEPARTMENT RESPONSIBILITIES:

 Referral marketing
 Word- of – mouth marketing
 Seeking recommendations
 Customer retention

SERVICE AND SPARE DEPARTMENT:

 Oversee the flow of parts
 Manage inventory
 Parts manager outies include selling parts OTC
 Price parts for estimates
 Create po’s and order parts for jobs
 Receive parts
 Return parts to vendors if necessary.

SERVICE DEPARTMENT:
 Oversee and guide all activities of the service team.
 Ensure team follows best practices and maintain service level agreements.
 Monitors department issues and client complaints.

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4.3 EMPLOYEE INFORMATION:

Sl.No. Name/Designation No. of Persons
01. ADMIN OFFICER 01
02. Finance officer 01
03. Sales manager 01
04. Service manager 01
(Source Field Survey)

4.4 PROMOTERS:

4.4.1 External Promoters;

 HDFC Bank:
Bank provides small interest of loan to customers and encourages for buying product.

4.4.2 Internal Promoters:

 Mr. NIDHIN G. OLIKARA – C.E.O. OLIKARA TRACTORS TVS.

4.5 VISION AND MISSION:

Vision:
“TVS Motor will be responsive to customer requirements consonant with its core competence
and profitability. TVS Motor will provide total customer satisfaction by giving the customer the right
product, at the right price, at the right time.”

Mission:
“TVS are committed to being a highly profitable, socially responsible, and leading
manufacturer of high value for money, environmental friendly, personal transportation products
under the TVS brand, for customers in Asian markets and to provide fulfillment and prosperity for
employees, dealers & suppliers”.

4.6 QUALITY ASSURANCE

TVS Assurance
1. Wide spread service Network
2. TVS Trained Technicians
3. Easy availability of Genuine Spares
4. Easy access to TVS Certified Service shops

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5. Assured Quality Services

6. Least Down time

4.7 PRODUCT AREA OF OPERATION

4.7.1 PRODUCT PROFILE

1 TVS KING DURAMAX:

 More Power - High power Engine

 More Attractive - Duralife Engine
 More convenience - Modern digital Fuel gauge
 More comfort - dual rating Suspension
 Price - 250000
 More comfort - Rider foot rest

FEATURE:
 Perforated tail door with more vent.
 Improved reinforcement to increase stiffness by 4 times.
 Modern digital fuel gauge
 Low fuel level indicator – Blinker
 A raised platform to rest the rider’s right foot
 DC Lighting System
 Increased Lubrication and flow rate through optimized port profile
 Ladder type chassis
 Stronger and robust chassis mounted bumper
 Integrated complete wheel arch

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BENEFITS:
 New strong look- ventilated design.
 Better cooling the engine.
 Easy to understand fuel level in tank.
 Alert driver when fuel level is low.
 Ergonomic foot rest Position to actuate the brake pedal with rider’s foot resting on a raised
platform.

3 TVS KING DELUXE +

More power -High power Engine

More durability -Duralife Engine (with Paper filter)

More Attractive -All new look ‘Ventilated’ taildoor

More Convenience -Modern digital Fuel gauge

More Comfort -Dual rating Suspension

-Rider Foot rest (for brake pedal)

More Safety -Powerful DC Headlamp

More Attractive-Ventilated Tail Door

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More Safety –Powerful Head lamp even at lower speeds

Long life of Engine

1. Higher delivery of oil for better lubrication

2. Projected Oil jet in crankcase for improved cooling
3. Superior Engine Cooling system
4. Nano Friks coating in piston
5. Roller cam follower (Smoother engine operations)
6. Magnetic Drain Plug

FEARTURE
 Perforated tail door with more vent
 Improved reinforcement to increase stiffness by 4 times.
 Modern digital Fuel gauge
 Low fuel level indicator-Blinker
 A raised platform to rest the rider’s right foot
 DC Lighting System
 Increased Lubrication and flow rate through optimized port profile

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 Ladder type chassis

 Projected oil jet in Crankcase
 Stronger and robust Chassis mounted bumper
 Cabin made of high strength steel
 Integrated complete wheel arch
 Smoother and softer suspension with longer stroke length
 No separate lever for reverse gear operation. Integrated with LH handle
 Lockable Utility box which can be operated with single hand
 Lockable Utility box with 4.4 liters capacity
 Brighter 5 W Cabin lamp at convenient location
 Brighter 5W Engine compartment lamp
 Water Bottle and news paper Holders
 Good luggage space- can accommodate more luggage
 16 pole coil plant- higher magneto output even at lower rpm (50W for lighting at 1000 rpm)
 Limp home oil pressure indicator
 TVS King has crush zone like a car
 Theft proof battery compartment Battery mounted under the passenger seat
 Music System with FM & MP3

BENEFITS
 New strong look- Ventilated design
 Better cooling the engine
 Easy to understand fuel level in tank
 Alert driver when fuel level is low
 Ergonomic foot rest position to actuate the brake pedal with the rider’s foot resting on a
raised platform
 Brighter head lamps irrespective of engine rpm-better visibility makes the night driving safer
 Enhanced durability by 20%
 Direct spraying of oil to bottom of piston throughout the crank rotation
 Improved cooling and increased like of piston & Cylinder
 Enhanced durability by 20%
 Unique feature in TVS
 Any impact load is not transferred to driver and passengers
 Ensures driver and passenger safety
 Ensures safety of passengers, cabin and engine from any rear hits
 Stronger, can withstand higher impact and more durable
 For better strength of cabin
 Very comfortable ride for driver and passengers
 Easy to operate. Greater convenience
 Ease of operation and convenience
 Storing of documents, secured by a lock
 Easy money transaction (counting, returning small changes) during night/ darkness

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 Easy serviceability even in darkness

 Greater convenience
 Passenger convenience
 Brighter head lamps- better visibility even at low speeds makes the night driving safer
 Low lube oil pressure indication on dash board warns the driver ensuring engine safety to
engine
 Ensures driver and passenger safety
 Total peace of mind
 Relax and enjoy your drive

4.8 COMPETITOR INFORMATION:

Sl. No. Company Product
01. BAJAJ DTSI 3 wheeler auto
02. PIAGGIO 3 wheeler auto

4.9 SUPPLIERS:
TVS Factory, Hosur, Tamil Nadu

4.10 CONCLUSION:
In this chapter, we provide the profile of OLIKARA TRACTORS TVS, Shivamogga city and
also we have discussed the organization structure, employee information, promoters, vision and
mission, area of operation, their competitor’s and suppliers in market.

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CHAPTER -V

DATA ANALYSIS AND INTERPRETATION

5.1 INTRODUCTION

5.2 DATA ANALAYSIS AND INTERPRETATION

5.3 CONCLUSION

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CHAPTER- V

DATA ANALYSIS AND INTERPRETATION

5.1 INTRODUCTION:
This chapter deals with data analysis & interpretation which is presented in three parts
namely, Part -A and Part -B.

5.2 DATA ANALYSIS AND INTERPRETATION

PART- A DEMOGRAPHIC PROFILE OF RESPONDENTS

Table 5.1 Age group of the respondents

Age Group No. of Respondents Percentage (%)

20-25 02 20
25-35 02 20
35-50 05 50
Above 50 01 10
Total 10 100
(Source Field Survey)

Graph 5.1

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60

50

40

30 percentage
no. of respondents

20

10

0
20 to 25 25 to 35 35 to 50 above 50

Analysis:

From the furnished information, it is clear that, 20% of the respondents are under the age of
20-25 years, 20% of the respondents belongs to the age bracket of 25-35 years, 50% of the
respondents belongs to the age bracket of 35-50 years, and 10% of the respondents are above 50
years.

Interpretation:

The data clearly emphasizes that 50% of the respondents belongs to the age group of 35-50
years then second highest of respondents were age group of 20-25 and 25-35 years.

Table 5.2 Marital Status of respondents

Marital status No. of Respondents Percentage (%)

Married 08 80
Un-married 02 20
Total 10 100
(source: Field Survey)

Graph 5.2

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90

80

70

60

50
no. of respondents
40 percentage

30

20

10

0
married un-married

Analysis:

From the top of the table 80% of the respondents are married and 20% of the respondents are
bachelors.

Interpretation:

In the above diagram, consideration of average grade of the customers, the more number of
respondents i.e. 80% married and rest are unmarried.

Table 5.3 Gender of Respondents

Gender No. of Respondents Percentage (%)

Male 07 70
Female 03 30
Total 10 100
(Source: Field Survey)

Graph 5.3

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90

80

70

60

50
percentage
40 no. of respondents

30

20

10

0
male female

Analysis:

From the furnished information, it is clear tables 70% of the respondents are male, and the
30% of the respondents are female.

Interpretation:

This shows that the majority of the respondents are male.

PART – B GENERAL INFORMATION

Table 5.4 Considering Training as a part of organizational strategy

Opinion No. of respondents Percentage (%)

Agree 04 40
Disagree 03 30
Somewhat Agree 03 30
Can’t say 00 00
Total 10 100
(Source: Field Survey)

Graph 5.4

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can't say

some what agree

no. of repondents
percentage
disagree

agree

0 5 10 15 20 25 30 35 40 45 50

Analysis:

From the furnished information, it is clear that 40% of respondents are agree about the
statement, 30% of respondents are equally had a opinion upon disagree and somewhat agree.

Interpretation:

The Above chart indicates that majority of respondents are agrees that organization considers
training as a part of organizational strategy.

Table 5.5 No. of Training Programs attended by employees in a year

Opinion No. of respondents Percentage (%)

Less than 10 08 80
10-20 02 20
20-40 00 00
More than 40 00 00
Total 10 100
(Source: Field Survey)

Graph 5.5

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90

80

70

60

50
no. of respondents
40 percentage

30

20

10

0
less than 10 10 to 20 20 to 40 more than 40

Analysis:

From the furnished information, it is that 80% of respondents are attended the training
programmes less than 10, and 20% of respondents are attended more than 10 training programs in
year.

Interpretation:

The above chart indicates that less than 10 training programs are held in the organization.

Table 5.6 Target Group of Training

Opinion No. of respondents Percentage (%)

Senior staff 06 60
Junior staff 00 00
New staff 04 40
Based on requirement 00 00
Total 10 100
(Source: Field Survey)

Graph 5.6

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70

60

50

40
no. of respondents
30 percentage

20

10

0
senior staff junior staff new staff based on requirement

Analysis:

From the furnished information, it is clear that 60% of respondents opinion is training is
given more to senior staff and 40% of respondents opinion is training is given more to new staff in
organization.

Interpretation:

The above chart indicates that 60% of training is given to the senior staff and 40% of training
is given to new staff.

Table 5.7 Important barriers to Training and Development

Opinion No. of respondents Percentage (%)

Time 06 60
Money 00 00
Lack of interest by 04 40
staff
Non-availability of 00 00
skilled trainer
Total 10 100
(Source: Field Survey)

Graph 5.7

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No. of respondents

time
money
lack of interest by staff
non-availability of skilled trainer

Analysis:

From the furnished information, it is clear that 60% respondents opinion is time will be
important barriers to training and development in organization and 40% of respondents opinion is
lack of interest by staff is a important barriers to training and development in organization.

Interpretation:

The above chart indicates that the important barrier to training and development in the
organization is due time and lack of interest by staff.

Table 5.8 Mode of Training Method normally used

Opinion No. of respondents Percentage(%)

Job rotation 07 70
External training 03 30
Conference/discussion 00 00
Programmed instruction 00 00
Total 10 100
(Source: Field Survey)

Graph 5.8

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 “A Study on Training and Development Needs of Employees- with special Reference to OLIKARA TRACTORS
TVS- SHIVAMOGGA CITY”

90
80
70
60
50
40
30
percentage
20 no. of respondents
10
0
n

n
in
tio

sio

tio
in
ta

uc
us
tra
ro

isc

str
al
b

/d

in
jo

rn

ce

ed
te

en

m
ex

m
er

ra
nf

og
co

pr

Analysis:

From the furnished information, it is clear that 70% of respondents opinion is job rotation
method is normally used in organization. And 30% of respondents opinion is external training
method is used in organization.

Interpretation:

The above chart indicates that about 70% of job rotation is used in the organization.

Table 5.9 Enough Practice is given in training session

Opinion No. of respondents Percentage (%)

Strongly agree 00 00
Agree 00 00
Somewhat agree 00 00
Disagree 10 100
Total 10 100
(Source: Field Survey)

Graph 5.9

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 “A Study on Training and Development Needs of Employees- with special Reference to OLIKARA TRACTORS
TVS- SHIVAMOGGA CITY”

120

100

80

60 percentage
no. of respondents

40

20

0
strongly agree agree somewhat agree disagree

Analysis:

From the furnished information, it is clear that 100% majority of repondents or opinion is not
enough of practice is given in training session.

Interpretation:

The above chart indicates that disagree about the above statement.

Table 5.10 Employees are given appraisal to attend the training

Opinion No. of respondents Percentage(%)

Strongly agree 06 60
Agree 04 40
Somewhat agree 00 00
Disagree 00 00
Total 10 100
(Source: Field Survey)

Graph 5.10

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 “A Study on Training and Development Needs of Employees- with special Reference to OLIKARA TRACTORS
TVS- SHIVAMOGGA CITY”

No. of repondents

strongly agree
agree
somewhat agree
disagree

Analysis:

From the furnished information, it is clear that 60% of respondents are strongly agree on
given appraisal in order to motivate them to attend the training. And 40% of respondents are agree on
given appraisal in order to motivate them to attend the training.

Interpretation:

The above chart shows that employees are given appraisal in order to motivate them to attend
the training.

Table 5.11 Implementation of Training process

Opinion No. of respondents Percentage (%)

Less than 1 month 10 100
1 to 2 months 00 00
2to 4 months 00 00
More than 4 months 00 00
Total 10 100
(Source: Field Survey)

Graph 5.11

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 “A Study on Training and Development Needs of Employees- with special Reference to OLIKARA TRACTORS
TVS- SHIVAMOGGA CITY”

120

100

80

60 percentage
no. of respondents
40

20

0
less than 1 month 1 to 2 months 2 to 4 months more than 4
months

Analysis:

From the furnished information, it is clear that 100% of respondents opinion is equal that is
less than 1 month the training process is implemented.

Interpretation:

The above chart shows that it will take less than 1 month to implement the trained process.

Table 5.12 Physical organization of Training work place

Opinion No. of respondents Percentage (%)

Excellent 04 40
Good 06 60
Average 00 00
Bad 00 00
Total 10 100
(Source: Field Survey)

Graph 5.12

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 “A Study on Training and Development Needs of Employees- with special Reference to OLIKARA TRACTORS
TVS- SHIVAMOGGA CITY”

70

60

50

40
percentage
no. of respondents
30

20

10

0
excellent good average bad

Analysis:

From the furnished information, it is evident that 40% of respondents or had opinion on
excellent workplace of the training is physically organized and 60% is good.

Interpretation:

The above chart shows that 60% of the workplace of training is physically organized.

Table 5.13 Conditions to be improved during the Training Sessions

Opinion No. of respondents Percentage (%)

Re-design the job 00 00
Remove interference 06 60
Re-organize the work 00 00
place
Upgrade the 04 40
information of the
material given during
training
Total 10 100
(Source: Field Survey)

Graph 5.13

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 “A Study on Training and Development Needs of Employees- with special Reference to OLIKARA TRACTORS
TVS- SHIVAMOGGA CITY”
70
60
50
40
30
20
10
0

nc
ob

e
ac

g
re
ej

in
pl
rfe

in
th

no. of respondents

ra
te

or
ign

gt
in

ew
percentage
es

rin
e
-d

ov

th

du
re

ize
re

en
an

giv
rg
-o

ial
re

er
at
em
th
of
on
ati
m
fro
in
he
et
ad
gr
up

Analysis:

From the furnished information, it is clear that 60% of respondents opinion is that remove
interference in the conditions of improved during the training session and 40% of respondents
opinion is upgrade the information of the material given during training.

Interpretation:

The above chart indicates that interference of others during the training sessions should be
removed for the smooth flow of training sessions.

Table 5.14 Training or experience required for perform other jobs

Opinion No. of respondents Percentage (%)

Safety awareness 03 30
Negotiation skills 00 00
Machine operations 07 70
Occupational health 00 00
Total 10 100
(Source: Field Survey)

Graph 5.14

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 “A Study on Training and Development Needs of Employees- with special Reference to OLIKARA TRACTORS
TVS- SHIVAMOGGA CITY”

No. respondents

safety awareness
negotiation skills
machine opertaions
occupational health

Analysis:

From the furnished information, it is clear that, 70% respondents wants machine operation
training for perform other jobs and 30% of respondents wants safety awareness training for perform
other jobs in organization.

Interpretation:

The above chart indicates that the 70% of training should be given on machine operations to
perform job in the organization.

Table no. 5.15 General complaints about the Training Session

Opinion No. of respondents Percentage (%)

Take away precious 00 00
time of employees
Too many gaps 04 40
between the sessions
Training sessions are 06 60
unplanned
Boring and not useful 00 00
Total 10 100
(Source: Field Survey)

Graph 5.15

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 “A Study on Training and Development Needs of Employees- with special Reference to OLIKARA TRACTORS
TVS- SHIVAMOGGA CITY”

70
60
50
40
30
20
10
percentage
0 no. of respondents

l
d
ns
s

fu
ee

ne

se
sio
oy

an

tu
es
pl

pl

no
es
m

un
fe

th

nd
re
eo

en

ga
sa
we
tim

rin
n
io
et

bo
us

ss
sb

se
io

ap
ec

g
in
yg
pr

in
an
ay

tra
aw

m
o
ke

to
ta

Analysis:

From the furnished information, it is clear that 60% of respondents opinion is training
sessions are unplanned in organization and 40% of respondents opinion is too many gaps between
the sessions is are general complaints about training session

Interpretation:

The above chart indicates that the training sessions are unplanned for the training programme.

Table 5.16 Degree to which Training objective are met during training sessions

Opinion No. of respondents Percentage (%)

All the objective are 00 00
met
Some objective are met 03 30
Met according to the 07 70
need
None of the objectives 00 00
are met
Total 10 100
(Source: Field Survey)

Graph 5.16

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 “A Study on Training and Development Needs of Employees- with special Reference to OLIKARA TRACTORS
TVS- SHIVAMOGGA CITY”

80
70
60
50
40
30
20
no. of respondents
10 percentage
0
et
et

et
ee
m
m

m
en
e
re

e
ar

ar
ea

th
e

es
tiv
tiv

to

tiv
ec
ec

ng

ec
bj
bj

di

bj
eo
eo

eo
co
m
th

ac

th
so
all

et

of
m

ne
no

Analysis:

From the furnished information, it is clear that 30% of the respondents comment on training
sessions some objective are met and 70% of respondents opinion is met according to the need are
main objectives are met training sessions.

Interpretation:

From the above chart 70% of the training objective are met according to the needs during the
training sessions.

Table 5.17 Promotion done by Management regarding the Training and Development

Opinion No. of respondents Percentage (%)

Excellent 06 60
Good 04 40
Poor 00 00
Can’t say 00 00
Total 10 100
(Source: Field Survey)

Graph 5.17

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 “A Study on Training and Development Needs of Employees- with special Reference to OLIKARA TRACTORS
TVS- SHIVAMOGGA CITY”

70

60

50

40
no. of respondents
30 percentage

20

10

0
excellent good poor can't say

Analysis:

From the furnished information, it is clear that 60% of respondents opinion is promotion done
by the management regarding the training and development was excellent and 40% of respondents
opinion is promotion done by the management regarding the training and development was good.

Interpretation:

From the above chart 60% of the promotion done by the management regarding the training
and development was excellent.

Table 5.18 Type of Training conducted by the Management

Opinion No. of respondents Percentage (%)

On the job 07 70
Off the job 03 30
Both 00 00
Not applicable 00 00
Total 10 100
(Source: Field Survey)

Graph 5.18

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 “A Study on Training and Development Needs of Employees- with special Reference to OLIKARA TRACTORS
TVS- SHIVAMOGGA CITY”

No. of respondents

on the job
off the job
both
not applicable

Analysis:

From the furnished information, it is clear that 70% of respondents opinion is on the job
training conducted by the management and 30% of respondents opinion is off the job training
conducted by the employees in the organization.

Interpretation:

From the above chart 70% on- the job training method are used while 30% off- the job
training method used.

Table No.5.19 Training Program influence on motivation level

Opinion No. of respondents Percentage (%)

Highly motivated 10 100
Somewhat motivated 00 00
Not at all motivated 00 00
Total 10 100
(Source: Field Survey)

Graph 5.19

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 “A Study on Training and Development Needs of Employees- with special Reference to OLIKARA TRACTORS
TVS- SHIVAMOGGA CITY”

120

100

80

60 no. of respondents
percentage

40

20

0
highly motivated somewhat motivated not at all motivated

Analysis:

From the furnished information, it is clear that 100% respondents were highly motivated
because of the influence of training program.

Interpretation:

From the above chart 100% of the training program will influence the motivation level of the
employee.

Table no. 5.20 Regular Training sessions are arranged in organization

Opinion No. of respondents Percentage (%)

Yes 07 70
No 03 30
Total 10 100
(Source: Field Survey)

Graph 5.20

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 “A Study on Training and Development Needs of Employees- with special Reference to OLIKARA TRACTORS
TVS- SHIVAMOGGA CITY”

No. of respondents

yes
no

Analysis:

From the furnished information, it is clear that 70% of respondents opinion is regular training
sessions are arranged in organization. And 30% of respondents opinion is regular training sessions
are not arranged in organization.

Interpretation:

70% of the employees agreed that the regular training sessions are arranged in the
organization.

Table no. 5.21 Opinion on Training contributing to personal growth

Opinion No. of respondents Percentage (%)

Yes 10 100
No 00 00
Total 10 100
(Source: Field Survey)

Graph 5.21

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 “A Study on Training and Development Needs of Employees- with special Reference to OLIKARA TRACTORS
TVS- SHIVAMOGGA CITY”

no

percentage
no. of respondents

yes

0 20 40 60 80 100 120

Analysis:

From the furnished information it is clear that 100% of respondents are agreed that training
also contributes to personal growth of an employee.

Interpretation:

100% of the employees feel that training also contributes for the personal growth of the
employees.

Table. No. 5.22 Opinion on Training programs helped the company to achieve its objectives

Opinion No. of respondents Percentage (%)

Yes 10 100
No 00 00
Total 10 100
(Source: Field Survey)

Graph 5.22

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 “A Study on Training and Development Needs of Employees- with special Reference to OLIKARA TRACTORS
TVS- SHIVAMOGGA CITY”

120

100

80

60 no. of respondents
percentage

40

20

0
yes no

Analysis:

From the furnished information it is clear that 100% of the respondents are feels that training
programs helped the company to achieve its objectives.

Interpretation:

100% of the employees feel that the training programs helped the company to achieve its
objective.

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SWOT ANALYSIS

THE FOLLOWING ARE THE STRENGTHS, WEAKNESS, OPPORTUNITY,

AND THREATS OF OLIKARA TRACTORS TVS:

5.1.1 STRENGTHS:
 Effective decision making process which involves all level of employees.
 OLIKARA TRACTORS TVS have good employee employer relationship which is helping in
smooth running of the firm.
 Timely and effective service.
 They maintained their Owen brand name.
 They had a 30 years of experience in SHIVAMOGGA AND CHIKMAGALUR market.

5.1.2 WEAKNESS:
 The product is new and not known to many people.
 Competition is faced in each and every segment. So there is no monopoly.
 Lack of fiancé support to customers.

5.1.3 OPPORTUNITIES:
 The firm has an opportunity to introduce the product to local market in its own brand name.
 The firm has the opportunity to diversify its business to some other product.

5.1.4 THREATS:
 Competition from both foreign domestic companies and electronic 3 wheelers.

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5.3 CONCLUSION
This chapter Deals with Analysis and interpretation of the data collected with relevant
tables and graphs. Results obtained by the using statistical tools must be included. And also included
the strengths, weakness, opportunity, and threats of OLIKARA TRACTORS TVS.

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CHAPTER-VI

SUMMARY OF MAJOR FINDINGS, SUGGESTIONS AND CONCLUSION

6.1 INTRODUCTION

6.2 MAJOR FINDINGS OF THE STUDY

6.3 SUGGESTIONS OF THE STUDY

6.4 CONCLUSION

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CHAPTER-VI

SUMMARY OF MAJOR FINDINGS, SUGGESTIONS AND CONCLUSION

6.1 INTRODUCTION:
In this chapter we discuss about the Summary of major findings of the study, suggestions and
Conclusion of the study.

6.2 MAJOR FINDINGS OF THE STUDY:

 Majority of employees are technically qualified, well experienced and between age group of
25-40
 60% of the respondents are in the age group of 35-50 years
 80% of the respondents are married
 60% of the respondents are male
 The organization considers the training as a part of organization strategy
 Training programs helped the organization to achieve its objective
 Most of the time organization faces problems due to non-availability of the skilled trainer to
train the employee.
 Organization provides program based instruction for the training
 Management gives more importance for the timely supply of product to the customers.
 Employees are given appraisal in order to motivate them to attend the training
 Employees implement the training process within short period of time.
 Most of the time training program are conducted on-the-job.
 Training will also contribute to the personal growth of the employees.
 Good relationship between the team members was observed

6.3 SUGGESTIONS OF THE STUDY:

 Making training and development process and entirely in house activity to reduce cost.
 Stress management training sessions should be conducted for the employees.
 Management can introduce suggestion scheme, inviting suggestions from employees.
 Proper infrastructure facilities are to be provided which can motivate the employees to
perform better.
 A company should implement their training programs in such a manner that 100%
employees have to agree that their personal growth increases with training and development.

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6.4 CONCLUSION:
In today’s corporate world, it is very important that the managers should plan, organize,
direct and control the procurement, development, compensation, integration, maintenance and
separation of work force in order that the organization may accomplish its designed objectives.

I conclude that through proper training an employee can become multi skilled and this I have
practically noticed through my analysis. Thus, training help to develop knowledge, skill and attitudes
necessary to perform job related task.

I have found out that because of the training employees are more able to perform their work
very effectively. By imparting suitable training to employees the company achieves the target of:

 Low cost
 High quality
 Productivity
 Timely delivery
 Reliability
 Value for money
 Customer satisfaction

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ANNEXURES

QUESTIONNAIRE
Respected Sir/Madam,

I am ANTHONY RAJESH.P student of final year M.B.A. programme in SAHYADRI

COMMERCE & MANAGEMENT COLLEGE, SHIVAMOGGA as a part of my academic study I
have undertaken a project report on “A study on training and development on employees with
special reference to OLIKARA TRACTORS TVS, SHIVAMOGGA-CITY” I request you to fill
the following questions and do the needful, the information provided by you will be used strictly for
academic purposes.

Thanking you,

Your sincerely

ANTHONY RAJESH.P

1. Name:

2. Age:
3. Gender: Male[ ] Female[ ]

4. Your Organization considers training as a part of organizational strategy. Do you agree with
this statement?
1) Agree []
2) Disagree []
3) Somewhat agree []
4) Can’t say []

5. How many training programs will you attend in a year?

1) Less than 10 []
2) 10-20 []
3) 20-40 []
4) More than 40 []

6. To whom the training is given more in your organization?

1) Senior staff []
2) Junior staff []
3) New staff []
4) Based on requirement []

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7. What are all the important barriers to Training and Development in your organization?
1) Time []
2) Money []
3) Lack of interest by the staff []
4) Non-availability of skilled trainer []

8. What mode of training method is normally used in your organization?

1) Job rotation []
2) External training []
3) Conference/discussion []
4) Programmed instruction []

9. Enough practice is given for us during training session? Do you agree with this statement?
1) Strongly agreed []
2) Agreed []
3) Somewhat agreed []
4) Disagreed []

10. Employees are given appraisal in order to motivate them to attend the training. Do u agree
with this statement?
1) Strongly agreed []
2) Agreed []
3) Somewhat agreed []
4) Disagree []

11. How long will it take to implement the trained process?

1) Less than 1 month []
2) 1-2 months []
3) 2-4 months []
4) More than 4 months []

12. How well the workplace of the training is physically organized?

1) Excellent []
2) Good []
3) Average []
4) Bad []

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13. What are the conditions that have to be improved during the training sessions?
1) Re-design the job []
2) Remove interference []
3) Re-organize the work place []
4) Upgrade the information of the material
Given during training []

14. To perform other jobs in your organization. What training or experience would you required?
1) Safety awareness []
2) Negotiation skills []
3) Machine operations []
4) Occupational health []

15. What are the general complaints about the training session?
1) Take away precious time of employees []
2) Too many gaps between the sessions []
3) Training sessions are unplanned []
4) Boring and not useful []

16. The time duration given for the training period is?
1) Sufficient []
2) To be extended []
3) To be shortened []
4) Manageable []

17. Comment on the degree to which the training objective are met during the training sessions:
1) All the objectives are met []
2) Some objectives are met []
3) Met according to the need []
4) None of the objectives are met []

18. Was the promotion done by the management regarding the training and development was
effective or not?
1) Excellent []
2) Good []
3) Poor []
4) Can’t say []

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19. Whether the training conducted by the management was on the job or off the job?
1) On the job []
2) Off the job []
3) Both []
4) Not applicable []

20. Dose the training program influence the motivation level?

1) Highly motivated []
2) Somewhat motivated []
3) Not at all motivated []

21. Dose regular training sessions are arranged in your organization?

1) Yes [ ] 2) No [ ]

22. How many promotion you have had after your training?
1) One []
2) More than one []
3) No promotion []

23. Do you feel training also contributes to personal growth of an employee?

1) Yes [ ] 2) No [ ]

24. Do you feel training programs helped the company to achieve its objectives?
1) Yes [ ] 2) No [ ]

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TVS- SHIVAMOGGA CITY”

BIBLOGRAPHY:

TEXT BOOKS
 V.S.P. Rao, Human Resource Management, Second Edition.
 BiswajectPattanaik, Human Resource Management, Third Edition.
 Dr. Janakiram, Training and Development, Indian Text Edition.

WEBSITES:
www.wikipedia.org

www.slideshare.net

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