TATA MOTORS LIMITED

A Mini project

Submitted In Partial

Fulfilment of the

RequirementsFor the Degree of

Master of Business Administration

By

VISHAL SINHA
Under the supervision of

DR. TINU KAUR

Assistant Professor

To the
KNIPSS, Management Institute, Sultanpur, UP, India
Dr. A.P.J. Abdul Kalam Technical University (AKTU) (formerly UPTU), Lucknow
(UP) INDIA
2024
 UNDERTAKING

We declare that the work presented in this mini project entitled “ TATA
MOTORS LIMITED ”, submitted to the Department of Management,
KNIPSS, Management Institute, Sultanpur, for the award of the Master of
Business Administration degree from Dr. A.P.J. Abdul Kalam Technical
University (AKTU) (formerly UPTU), Lucknow is our original work. The
contents of the mini project do not form the basis for the award of any other
degree to the candidate or to anybody else from this or any other
University/Institution. Further, we have not plagiarized or submitted the same
work for the award of any other degree. In case this undertaking is found
incorrect, we accept that our degree may unconditionally be withdrawn.

(VISHAL SINHA)

Enrollment No

Date
 ACKNOWLEDGEMENT

I wish to take this opportunity to express my deep sense of gratitude and

thanks to my supervisor I am thankful; to all those staff members of the
department who helped me directly or indirectly in completing this work.
Last, but not least, I am thankful to the management members and director of
KNIPSS, Management Institute, Sultanpur, (UP) who permitted and
supported me for completing this research work.

VISHAL SINHA
MBA- 2nd SEMESTER
 TABLE OF CONTENTS

Content Page No.

Acknowledgement 5
Abstract 6
Chapter 1: Introduction 7-29
1.1 Tata Group 8-9
1.2 Tata Motors 10-11
1.3 Tata Motors Lucknow Plant 12-13
1.4 Organizational Structure 14-15
1.5 Achievements 16
1.6 Training & Development 17-19
1.7 Tata DuPont 20
1.8 Process of learning & Development at Tata motors 21
1.9 LAC - Objectives & Roles 21
1.10 Types of Learning 22-23
1.11 Program Identification & Calendar Creation 24
1.12 Program Evaluation 30-33
Chapter 2 : Research Methodology 26-30
2.1 Objective and scope of the study 31
2.2 Type of Research and Research Design 32
2.3 Data collection Method 32
2.4 Limitation of Study 33
Chapter 3 : Conceptual Discussion 34-37
3.1 Review of Literature 35-37
Chapter 4 : Data Analysis & Interpretation 38-46
Chapter 5 : Findings, Conclusion and Suggestions 47-53
5.1 Findings 48
5.2 Conclusion 49
5.3 Suggestions 50
5.5 Bibliography 53

2
 ABSTRACT

Tata Motors Limited: A Summary

Tata Motors Limited is a leading Indian multinational automotive company
headquartered in Mumbai. It's part of the vast Tata Group conglomerate. Here's a quick
snapshot of the company:

 Products: Cars, utility vehicles, trucks, buses, and defense vehicles

 Market Position:
o India's largest commercial vehicle manufacturer
o Among the top 3 in India's passenger vehicle market
o Owns the Jaguar Land Rover brand (luxury vehicles)
 Focus:
o Safety
o Technological innovation
o Sustainability (pioneering electric vehicles in India)
 Revenue Segments (as of FY24):
o Jaguar Land Rover - Majority (around 69%)
o Tata Commercial Vehicles - 18%
o Tata Passenger Vehicles - 12%

For more details, you can visit the official Tata Motors website:

https://investors.tatamotors.com/financials/75-ar-html/company-profile.html.

6
LIST OF FIGURES

7
 CHAPTER- I

INTRODUCTION
1.1 TATA GROUP

Founded by Jamsetji Tata in 1868, the Tata group is a global enterprise, headquartered in India,
comprising over 100 independent operating companies. The group operates in more than 100
countries across six continents, with a mission 'To improve the quality of life of the
communities we serve globally, through long-term stakeholder value creation based on
Leadership with Trust'. Tata Sons is the principal investment holding company and promoter
of Tata companies. Sixty-six percent of the equity share capital of Tata Sons is held by
philanthropic trusts, which support education, health, livelihood generation and art and
culture. In 2015-16, the revenue of Tata companies, taken together, was $103.51 billion. These
companies collectively employ over 660,000 people.

Each Tata company or enterprise operates independently under the guidance and supervision
of its own board of directors and shareholders. There are 29 publicly listed Tata enterprises
with a combined market capitalization of about $130.13 billion (as on March 31, 2017). Tata
companies with significant scale include Tata Steel, Tata Motors, Tata Consultancy Services,
Tata Power, Tata Chemicals, Tata Global Beverages, Tata Teleservices, Titan, Tata
Communications and Indian Hotels.

Many Tata companies have achieved global leadership in their businesses. For instance, Tata

Communications is #1 international wholesale voice provider and Tata Motors is among the top
ten commercial vehicle manufacturers in the world. Tata Steel is among the top fifteen best

8
steelmakers and TCS is the second largest IT services company in the world by market cap and
profit. Tata Global Beverages is the second-largest tea company in the worldand Tata Chemicals
is the world’s second-largest manufacturer of soda ash. Employing a diverse workforce in their
operations, Tata companies have made significant local investments in different geographies. In
tandem with the increasing international footprint of Tata companies, the Tata brand is also
gaining international recognition. Tata companies bring to their customers worldwide a whole
host of reputed brands, which touch their lives every day. Brand Finance, a UK-based consultancy
firm, has valued Tata’s multi-brand portfolio at over $23 billion in 2016. With its pioneering and
entrepreneurial spirit, the Tata group has spawned several industries of national importance in
India: steel, hydropower, hospitality and airlines. The same spirit, coupled with innovativeness,
have been displayed by entities such as TCS, India’s first software company, and Tata Motors,
which made India’s first indigenously developed car, the Tata Indica and the smart city car,
the Tata Nano. Pursuit of excellence has similarly been manifested in recent innovations like the
Silent Track technology developed by Tata Steel Europe and the next-generation Terrain
Response, including infrared laser scanning to predict terrain, and Wade Aid to predict water
depth, by Jaguar Land Rover. The trusts also provide aid and assistance to non-government
organizations working in the areas of education, health care and livelihoods. Tata companies
themselves undertake a wide range of social welfare activities, especially at the locations of their
operations, as also deploy sustainable business practices.

Core values
Tata has always been values-driven. These values continue to direct the growth and business
of Tata companies. The five core Tata values underpinning the way we do business are:

 Pioneering: Tata Group has known to be bold and agile, courageously taking on
challenges, using deep customer insight to develop innovative solutions.
 Integrity: Tata Group is fair, honest, transparent and ethical in their conduct everything
they do must stand the test of public scrutiny.
 Excellence: They are passionate about achieving the highest standards of quality,
always promoting meritocracy.
 Unity: They invest in their people and partners, enable continuous learning, and build
caring and collaborative relationships based on trust and mutual respect.
 Responsibility: They also integrate environmental and social principles in their
businesses, ensuring that what comes from the people goes back to the people many
times over.
9
1.2 Company Profile

Tata Motors Limited, a USD 42 billion organization, is a leading global automobile

manufacturer with a portfolio that covers a wide range of cars, sports vehicles, buses, trucks
and Defense vehicles. Tata Motors is part of the USD 103 billion Tata group founded by
Jamsetji Tata in 1868. Sustainability and the spirit of ‘giving back to society’ is a core
philosophy and good corporate citizenship is strongly embedded in our DNA. Tata Motors is
India’s largest automobile company. Our marque can be found on and off-road in over 175
countries around the globe.

The company's 60,000 employees are guided by the vision of a High Performance
Organization, by FY 2019, Tata Motors would be:

 Among the Top 3 in Global CV and Domestic PV

 Achieving Sustainable Financial Performance
 Delivering Exciting Innovations

Tata Motors helps its employees realize their potential through innovative HR practices. The
company's goal is to empower and provide employees with dynamic career paths in congruence
with corporate objectives. Regular in-house and external training ensures all round potential
development and performance improvement. The company has won several awards
recognizing its training programmes.

10
Mission:

“We innovate mobility solution with passion to enhance quality of life”

Values:

 Integrity
 Teamwork
 Accountability
 Customer Focus
 Excellence
 Speed

Vision:

As a high performance organization, we are, by FY2019

 Among the top 3 in Global CV and Domestic PV

 Achieving sustainable financial performance

 Delivering exciting innovations

Competitors:

 Honda Motors
 Toyota Motor Corporation
 Nissan Motors
 Chevrolet
 Fiat
 Mitsubishi Motors
 Maruti Suzuki
 Hyundai Motors
 Skoda Auto
 Volkswagen

11
1.3 Tata Motors Lucknow Plant

Tata Motors Lucknow is one of the youngest production facilities among all the Tata Motors
locations and was established in 1992 to meet the demand for Commercial Vehicles in the
Indian market. The state of art plant is strongly backed by an Engineering Research Centre and
Service set-up to support with latest technology and cater to the complexities of automobile
manufacturing.

Lucknow plant, rolls out commercial vehicles and is specialized in the designing and
manufacturing of a range of modern buses which includes Low-floor, Ultra Low-floor, CNG
& RE Buses. The Lucknow facility also specializes in manufacturing HCBS (High capacity
Bus System) buses.

Lucknow plant is built across approx. 600 acres, which has been divided into Eastern Complex
and Western Complex. An overbridge connects these complexes. The employees use the
shuttle bus service to move from one complex to other. The Eastern Complex is comparatively
bigger in size compared to the Western Complex.

Lucknow Works

Western IBF- ERC

Eastern
setup

complex complex
ProLife

Transmissio Weld Shop Paint Shop TCF 2,3

Integral Bus
n Factory Factory Service
Line1 Training
center Cowl
Frame Heat Module &Cabin
Treatment Fabrication
Vehicle
Cowl Machining Module Assembly
Assembly

Vehicle
Assembly
Tata Motors
Marcopolo
Limited

12
Western Complex is further divided into two sectors, the Administrative sector (HR, Finance,
IR) and the Manufacturing sector consisting of Line-1, 4 IBF (Integral Bus factory). Eastern
complex consisting of Line- 2, 3, 4, BIW (Build in White) and Paint shop.

The following setup are within the premises of the TATA Motors, Lucknow Plant:

1. TATA MARCOPOLO Plant

2. ERC Setup
3. ProLife

Tata Marcopolo

The primary bus manufacturing and building unit for Tata Marcopolo (TMML) started
in Lucknow, with an output of 25 buses per day. The second unit of TMML is at Dharwad,
Karnataka, whose output is 70 buses per day. Currently it has doubled its production and
become the largest unit in the world. Tata Motors has floated a 51:49 joint venture company
with Brazil's Marcopolo to manufacture and assemble fully built buses and coaches in India.
Marcopolo is a leading global company specialized in bodybuilding for buses and coaches.
Tata Motors, through the joint venture, benefits Marcopolo’ s technology for mass production
of buses along with its expertise in the mass rapid transport (MRT) systems.

ERC:

Engineering Research Center is a beehive of activity as young engineers and designers work
on 20 different engine platforms with 250 variants of vehicles. It is one of the most modern in
the Indian automobile industry, featuring state-of-the-art equipment and facilities such as a
noise, vibration and harshness (NVH) lab and a crash test lab .

Prolife:

Tata Motors has launched ‘Tata Motors Prolife’ a customer-focused service programme to
recondition engine long blocks, aggregates, parts to ensure quality reconditioning which will
result in superior performance of the vehicle. This service programme will help extend life of
aggregates using reduced quantity of materials than required for a new part / aggregate. Key
benefits of reconditioned parts are high up time, low cost-of-ownership and contribution to a
sustainable environment.

13
 1.4 Organization Structure at Tata Motors

Manufacturing Non-Manufacturing

BIW & Trim Line 1 Auto projects Planning HR Admin

Paint Shop Line 2 Commercial Plant Services Internal Quality

Audit

Auto Line 3
Maintenance Service Security Medical
Safety
Services

Transmission IBF
Legal Finance Material
Audit
Purchase & Supply Chain

Other Businesses

SCM Supplier Quality

RECON ERC
PPM Purchase

TMML

Man Power at Tata Motors Lucknow Plant

Tata Motors had three levels in the supervisory grade, five in the managerial grade and
around six or seven in the executive grade. Now there are only five grades, L1 to L5, with L1
being the highest.

The top two levels (L1 and L2) of managers will be responsible for execution of strategies
formulated by an Executive committee (EXCOM), comprising the Managing Director,
Function and Business heads.

14
The employees in Tata Motors are classified into 2 groups:

 White Collar: There are around 600 permanent White-collar employees responsible
for Managerial work of the Plant.
 Blue Collar: There are around 1300 permanent Blue-collar employees responsible for
the Technical services & Machine handling.

Other than these employees, Tata outsources around 4000 contractual employees

15
 1.5 Achievements
The Awards received by Tata Motors in the year 2016-17 are as follows:

 The Srishti Good Green Governance Award 2016 given at New Delhi.
 Apprentices Training Excellence Award in 2016
 27th INSSAN National Convention, Jan’ 2017- Won 5 Awards
 Best Health Initiatives Award in April 2016 at Mumbai.
 Social Return on Investment Award in May 2016 at Mumbai.
 28th CII National Work skills Competition held at New Delhi & Bangalore in June
2016 - won three Gold and six Silver medals.
 CII - Green Co Silver rating during Green Co Summit 2017 in June at Hyderabad.
 Lucknow plant also achieved Excellent Energy Efficient Unit Awards

Fact:

Tata Motors (Lucknow) produced & dispatched the first Hybrid Chassis to Spain

16
 1.6 Training & Development

“Training is the systematic development of the knowledge, skills and attitudes required by an
individual to perform adequately a given task or job.”

The organization require development throughout the rank in order to survive, while training
makes the organization more effective and efficient in its day to day operations

Training is a formal and systematic modification of behavior through learning which occurs
as result of education, instruction, development and planned experience

Development is any learning activity, which is directed toward future needs rather than
present needs and which is concerned more with career growth than immediate performance.

Training is given on four basic ground:

 New candidate who join an organization given training. This training familiarize them
with the organizational mission, vision, rules and regulations and working conditions.

 The existing employees are trained to refresh and enhance the knowledge.

 If any updates takes place in technology, training is given to cope up with those changes.
For instance, the employees are trained about use of new equipment’s and work
methods

 When promotion and career growth becomes important. Training is given so that the
employees are prepared to share the responsibilities of the higher level jobs

17
Training and Development is the field concerned with organizational activity aimed at
enhancing the performance of individuals and groups in organizational settings. It has been
known by several names including Employee Development, Human Resource
Development, and Learning and Development.

For example, ITeach is an innovative practice of getting line managers to take ownership when
it comes to sharing their knowledge and experience. This ensures tacit knowledge transfer,
breaks silos, develops leadership, reduces cost of third-party training and earns reward points
for people sharing their knowledge with colleagues.

The principal objective of training and development division is to make sure the availability of
a skilled and willing workforce to an organization. In addition to this Training is provided
according to the following needs:

 Individual Need – help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.

 Organizational Need – assist the organization with its primary objective by bringing
individual effectiveness.
 Functional Need – maintain the department’s contribution at a level suitable to the
organization’s needs.

Need and Importance of Training and Development

 Optimum Utilization of Human Resources –Training and Development helps in

optimizing the utilization of human resource that further helps the employee to
achieve the organizational goals as well as their individual goals.

 Development of Human Resources – Training and development helps to provide

an opportunity for the development of human resources technical and behavioral
skills in an organization. It also helps the employees in attaining personal growth.

 Development of skills of employees – Training and Development helps in

increasing the job knowledge and skills of employees at each level. It helps to
expand the horizons of human intellect and an overall personality of the
employees.

18
  Productivity – Training and Development helps in increasing the productivity of
the employees that helps the organization further to achieve its long-term goal.

 Team spirit – Training and Development helps in inculcating the sense of team
work, team spirit and inter-team collaborations. It helps in inculcating the zeal to
learn within the employees.

 Organization Climate – Training and development helps building the positive

perception and feeling about the organization. The employees get these feelings
from leaders, subordinates, and peers.

 Quality – Training and development helps in improving upon the quality of work.

 Morale – Training and development helps in improving the morale of the work force.

Thus, with the knowledge about the history and importance of Training and Development, the
project work can be carried forward with more zeal and greater understanding of the topic. For
a better insight about the topic, the opinion of various authors should be studied as different
authors have different views about the training and development tools and implementations in
the organization, which is covered in the next chapter under the heading literature review.

1.7 Tata DuPont

Tata Motors is fully committed to the ultimate goal of employee safety. All employees at Tata
Motors facilities are progressing with the vision of “Excellence in Safety”. Safety reports are
reviewed at the highest level including Board meetings.

Tata Motors is working with DuPont for the improvement in safety culture towards setting
up world-class safety standards & processes and building capability to improve & sustain a
world- class safety culture. There has been an overall 41% improvement in safety performance
across the units during this year.

19
E.I du Pont de Nemours and Company commonly known as DuPont, is an American
conglomerate that was found in July 1802 as a Gunpowder mill by French American
industrialist Eleuthere Irenee du Pont.

DuPont sustainable solutions business leads a transformation of work places and work culture
to become safer, more efficient and environmentally sustainable.

Tata Motors follows 17 safety standards, they are:

1. Emergency Preparedness
2. Emergency Response & Rescue Procedure
3. Entry into Confined Space
4. Fire Safety
5. Job Safety Analysis
6. Hazard Identification and Risk Assessment
7. Management of Change
8. Material Handling
9. Machine & Guarding
10. Lifting & Supporting of Loads
11. Safety Health Environment Audit Protocol
12. Permit to Work & Hot Work
13. Lock Out and Tag Out
14. Personal Protective Equipment
15. Road Safety
16. Work At Height
17. Electrical Safety Management System

1.8 Process of Learning & Development at Tata Motors

Tata Motors Academy (TMA) is the learning vehicle of Tata Motors. The
TMA, through its various verticals and horizontals, has achieved the mammoth task of aligning
learning across the organization, which function as one mind. It helps in standardizing the
focus, processes and practices across various parts of organization. Some of the initial focus
areas are as follows:

 Align learning with needs of business

20
  In depth focus on functional capability building
 Launch an organization wide LMS (Learning Management System)
 Involve leaders in teaching

1.9 Learning Advisory Council (LAC)

A Learning Advisory Council at Tata Motors is a representative group of leaders from business
and L&D for ensuring joint ownership of learning and alignment of learning with business
needs leading to business impact.

Objectives

The key objective of LAC are listed below:

 Facilitate in defining the learning strategies for the organization in line with business
priorities and goals
 Plan and approve key resource requirements for all learning interventions in the
organization

 Support in implementation of learning agenda towards building capabilities

 Review success measures for learning and evaluate the business impact

Roles of LAC

1. Develop the learning agenda

 Identify and prioritize focus area and learning needs.
 Provide resource support- budgets, infrastructure upgrade etc.
2. Implement the learning agenda
 Support learning team in implementing key aspects like Itch, e learning etc.
 Act as a learning ambassadors and sponsors.
3. Review the learning efforts and initiatives
 Conduct periodical reviews to see is on track.
 Support in handling challenges.

21
Types of Training needs
There are 3 types of Training Needs at Tata Motors :

1. Central Needs: The needs that address the domain of leadership, management
development & mandatory skill; also certain functional needs, which are common for
multiple units.
2. LAC Needs: The need that arise out of the LAC specific to the business unit fall under this
category.
3. PACT (ILP) Needs: These are PACT (Performance Appraisal & Coaching Tool) related
needs that either require self-training or classroom training. They arise when
 The same need has been expressed by multiple employees and /or
 There is no valid e-learning course available to address the need.

Types of Programme offered at Tata Motors:

 Global Leadership
 Management Development
 Functional or Technical
 Mandatory

1.10 Types of learning conducted

1) In House Learning
 Learning given to employees for skills that are high on demand
 Learning is conducted at the plant. At various locations within the plant

2) External Learning
 External learning programs are usually utilized if our Organization is unable
to provide the required learning at the management Development Centers.
 Nomination of external Learning are made by the departmental head is sent to
HR Division for further processing.

22
  HR Division recommends a learning program and obtains the approval of the
appropriate Sanctioning.

Planning Learning & Development Budget

Establishing a training budget certifies the allocation of appropriate funds for employee’s
development over the course of a year. It ensure that your employees get the skills and
knowledge they need to perform effectively on the job.

The L&D budget preparation at Tata Motors Lucknow starts in the month of January. All
location are informed about the approved and allotted budget in the first quarter of financial
year.

Types of Budget Expenditures at Tata Motors Lucknow

The Budget expenditure is broadly classified into classified into four heads:

 Programme/ Workshop
 Event/Launch
 Material and Library/ License
 General expense

23
 1.11 Programme Identification & Calendar Creation

The programme identification and calendar creation begins after the annual budget for
programme is approved and allocated.

Objective and scope

The purpose of this process is to ensure that all details associated with programs, to be
conducted are fully documented & outlined in the annual calendar.

The documentation ensures that all programs are calendared and are allocated to the
appropriate operation lead (OL) for logistic administration.

Calendar Creation

At Tata Motors, calendar is prepared on a half-yearly basis from April to September and
October to March. Depending on the half-yearly calendar, monthly calendar are prepared and
trainings are scheduled.

24
 1.12 Program Evaluation

Objective:

Program evaluation is required to measure the effectiveness of the training program conducted.
It applies to all the program that are intended to be delivered by the TMA.

Kirkpatrick Model

The Kirkpatrick Model is probably the best known model for analyzing and evaluating the
results of training and educational programs. It takes into account any style of training, both
informal or formal, to determine aptitude based on four levels criteria.

The four levels of evaluation are: (1) the reaction of the participants and their thoughts about
the training experience; (2) the participants learning and resulting increase in knowledge from
the training experience; (3) the participant’s behavioral change and improvement after applying
the skills on the job; and (4) the results or effects that the student's performance has on the
business.

25
Effectiveness evaluation:

The objective of effectiveness evaluation is to evaluate the application and implementation of

any training session, and any improvement in the learner after the programme implementation.
It is primarily required in programs, which are functional in nature and are for a minimum of
16 hours or 2 days in duration.

Format for representing feedback analysis:

The feedback analysis of CIRO I is shared with the key stakeholders including the facilitator
who conducted the program This analysis must consist of the following:

 Include the program name and date at the beginning of the template.
 Do the following:
1- Provide quantitative and qualitative program feedback.
2- Provide quantitative and qualitative faculty feedback.
 For all open-ended questions, summarize the responses to 3 to 4 bulleted points.
 Represent the faculty feedback as a bar graph.
 Present the feedback analysis in the standard presentation template.

CIRO I Feedback Form:

 The CIRO (Context Input Reaction Output)-I form, captures the first level reactions
of the participants, after any training program. This format is based on the Kirkpatrick
Model. It gathers feedback about the various parameters for any training session or
event.

For example: Effectiveness and level of trainer’s performance, coordination, content used in
any training is captured through learner’s insight.

CIRO 2 : Is filled after 2 to 3 months to check the effectiveness of the Training program by
evaluating the performance of the employee and whether the employee has implemented the
learning in his work or not. The participant as well as his supervisor fill the form.

26
 CIRO-I

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PRE & POST TEST EVALUATION

The pre/post test is a common form of evaluating training programs in terms of knowledge
improvement of the participants. Identical tests may be used for pre- and post-tests to compare
scores before and after the training respectively.

Reasons for using a pre-test:

• To measure a starting point or the amount of pre-existing knowledge on the course

topic

• To compare with the starting point of a post-test

• To indicate the participants learning level of the course topic

Reasons for using a post-test:

• To measure the learning as a result of the course experience

• To analyze the appropriateness of the learning objectives

• To recognize participants who need additional help

• To target any instructional needs to improve the course

Another mode of Evaluation followed by Tata Motors is the 6-D Model

The 6 Disciplines of Breakthrough Learning are:

 Define Business outcomes - to achieve business success through improved

performance Companies invest in training and development.

 Design the complete experience- Designing the complete experience and approaching
training as an ongoing process rather than just another event. It includes everything that
is necessary to improve performance

 Deliver for application- the way in which the training is delivered makes it easier or
harder to transfer work and apply on-the-job.

28
  Drive follow-through- A program design should include plans which ensure that
learning is transferred and applied on the job otherwise a higher proportion will be
wasted as learning scrap. Follow through is too important to be left to chance

 Deploy active support- Relevant, easily available performance support will help them
persevere and succeed in their learning transfer efforts.

 Document results- evaluation should be an integral part of every training initiative.

Measuring business outcomes is essential to demonstrate value and to support
continuous improvement

These six disciplines form a chain of value, which is only as strong as its weakest link. The
6Ds™ have proven to be a valuable mnemonic for reviewing programs and identifying
opportunities to strengthen even already strong initiatives

29
 CHAPTER II

Research Methodology

30
 2.1 Objective of the Study

Training and development programs are important for enhancing the skills and optimum
utilization of human resource and also play an essential role in increasing an organizations
effectiveness and profitability.

Hence, a study was conducted at Tata Motors Limited with the objective to study and evaluate
the training and development programs of the organization and to know how it enhances the
efficiency of the employees.

To achieve the main objective, the following sub- objective were set –

 To understand the importance of training and development in an organization.

 To study the existing training practices at Tata Motors and to measure the effectiveness
of the training on the performance of the employees.
 To study the procedure of training and how the training helps in overall development
of the organization.
 To measure the satisfaction level and the feedback of the employees of the Tata Motors
of the regarding the training provided to them.
 To identify the inheritant constraints in the training and development programmes and
make recommendations to enhance the effectiveness of the employees and the
organization as the whole.

Successful completion if the project is marked by the fulfilment of all the above mentioned
objectives with the results of the study, it will be possible to give valuable insights about the
various training programs through employee feedbacks and suggest improvements to the
existing training procedure and practices of the organization.

31
Introduction
Research methodology is defined by Leedy & Ormrod (2001) as” the general approach the
researcher takes in carrying out the research project”. In investigating a research problem,
methodology is a very important step as an investigation cannot be carried out unless it is
carried out in a very systematic and planned way. A well-defined method with appropriate
techniques for collecting and analyzing data collectively is known as methodology and in view
of that survey method has been used to collect primary data in the present research.

2.2 Research Design

This research was designed to evaluate the Training and Development programs at Tata
Motors and to come up with suggestions to improve them. The research was descriptive in
nature and was subjected to collection of primary data from the staff of the organization.

Data collection

 Primary data:
Primary data were collected through structured questionnaire and personal
observations.
1. Questionnaire:
A brief questionnaire focused to collect the relevant information was prepared.
The respondents were asked to fill up this questionnaire. The data gathered
through the questionnaires was analyzed using descriptive statistical tool to
judge the target audience’s opinion and other major factors.

2. Observations: They are of two types-

a) Participant observation- when the observer participates with the activities of

the group under study. Thus, the observer makes himself part of study.
b) Non-Participant observation- When the observer does not actually participate
in the activities of the group, but individually observes them from a distance.

In this study Participant, observation was applied by being a part of Tata Motors Limited as
an intern.

32
 Secondary data:
Manuals and booklets available in the organizations were the main source of secondary
data. Internet sites were also searched in order to find the useful information for the
completion of this project.

2.3 LIMITATIONS

 There were some biased opinions given by the respondents of the questionnaire. 

 Some of the respondents were hesitant.

 Time was a limitation due to which some aspects could not be covered. 

 More time underwent in the study of the training programs being conducted at Tata
Motors.

 The interaction with the employees was very difficult because they were often
busy to spare time to fill the questionnaires.

33
 CHAPTER III

Conceptual Discussion

34
3.1 Review of Literature

This chapter deals with the review of the previous studies relevant to the field of

training and development.

Kuldeep Sing (2000) has selected 84 organization from business representing all

the major domestic industries questionnaire has developed by Huselid (1993) are used to

study training. The objectives of the study are to examine the relationship between

training and organizational performance which shows that Indian organizations are still

not convinced of the fact that investments in human resources can result in higher

performance.

Alphonsa V.K. (2000) has conducted training climate survey in a large private

hospital in Hyderabad. 50 supervisors from different departments of the hospitals

randomly selected for the study. The researcher used training – climate survey

questionnaire (Rao-1989). “The analysis of training climate as perceived by the

supervisors” Covered various aspects such as corporate philosophy policies superior,

subordinate relationships, valued performance features and behaviours, interpersonal and

group relationship.

The results showed that reasonably good training-climate is prevailing in this

organization but the supervisors’ perception about training-climate differs according to

their respective departments.

A study conducted by Shiv Kumar Singh and Subhash Banerjee (2000),

”Trainer roles in Cement industry”, says that ,today the Indian Cement Industry is the

second largest in the world. There has been tremendous growth of activities in the Indian

35
Cement Industry in terms of modernization, in order to keep pace with such

modernization/expansion due to technological development, a strong manpower base

equipped with latest development has to be built with in Cement Industry, New Training

35

initiative has to be taken at all levels. A Trainer’s main objective is to transfer his

knowledge and skills to the Trainees. This paper is focused on the Trainer Roles in

Cement Industry, the factors which are important to become an effective Trainer. This

involves identifying training courses, choosing appropriate Training methods, evaluation

of Training activities, and helping the Trainer to deliver good Training to the Cement

Industry.

A study on “HRD strategies at various levels in construction organizations” by

Singh, S. K. and Banerjee, S. (2000), reveals that construction is the second largest

economic activity in India, and accounts for half of the nation's investment or

development. In this article the authors briefly discuss the HRD strategies at various

levels in construction organizations. Many sectors of the construction industry are in

urgent need of technological upgradation. An effort to develop manpower by the

organizations will directly show results in the bottom line. Since there are not many

professionals imparting training in construction - related aspects, refreshers training is

essential and some concrete efforts in imparting systematic technical training is

necessary.

Binna Kandola (2000) has discussed some of the difficulties associated with

accurate and useful evaluation of training effectiveness particularly in the department of

soft skills which include skills relating to people management. The author highlights

some existing training evaluation techniques and then outlines a model of training

36
evaluation which currently is found to be successful in the United Kingdom.

Moses (2000) observed that companies can no longer guarantee employees

promotions to the top, it is important that training and development help employees with

career planning and skills development. Some organization fear that career planning will

communicate to employees that their jobs are at risk, but it can be framed differently to

communicated that they are willing to invest in helping employees reach their potential.

Companies can also help ease employees’ minds by making career planning a standard

part of their employee development process of downsizing or restructuring. When a

company communicates to their employees that they are marketable outside the

36

organization, yet still invests in their training and development, it makes a strong

statement to workers that they are values, and many are compelled to offer a high level of

commitment.

37
 CHAPTER IV

Data Analysis and Interpretation

38
 4.1 Data Analysis

Research Instrument

The survey was conducted with the help of questionnaire, informal talks

and own observations.

A structured questionnaire has been used as a research instrument tool

Which consists closed ended questions.

Statistical Instrument

The statistical tool used for analyzing the data collected is MS Excel.

Duration of Study

The duration of study is 6 weeks, from 5th May, 2017 to 16th June, 2017.

Sample Size and Sampling

The total number of staff in the organization was around 6000, which included managerial as
well as non-managerial staff. The population for our survey were of white collars, which are
650 in the Organization. In which our sample size was 100.

Sampling technique used is simple random sampling, which is a probability sampling

method. Each individual is chosen randomly and entirely by chance, such that it is an
unbiased representation of the group

39
 4.2 Data Analysis and Interpretation

1Q) Number of training sessions attended by you so far this year (2016-17).

Responses Total (out of 100)

Frequency
0-5 49
5-10 30
10-15 8
>15 13

Interpretation:
As per the last financial year 2016-17, we found that, 49% of employees have attended less
than 5 training sessions, 30% have attended less than 10 training sessions, 8% attended less
than 15 sessions, and 13 % have attended more than 15 sessions.

55
49
50
45
No. Of Employees

40 0-5
35
30 05--10
30
10--15
25
>15
20
15 13
10 8

5
0

40
 2Q) Do you agree that trainings are well planned?

Responses Total (out of 100)

Frequency
Strongly Agree 19
Agree 50
Neutral 22
Disagree 6
Strongly Disagree 3

Interpretation:

The above table shows that 19% strongly agree that the trainings are well planned, 50%
agree, 22% are Neutral, 6% Disagree and 3% strongly disagree.

60

50
50

40
No. of employees

30
22
19
20

10 6
3

SA A N D SD

41
 3Q) Are training program helpful in long run?

Responses Total (out of 100)

Frequency
Strongly Agree 22
Agree 51
Neutral 18
Disagree 6
Strongly Disagree 3

Interpretation:

The above table shows that 22% strongly agree that the trainings are helpful in long run, 51%
agree, 18% are Neutral, 6% Disagree and 3% strongly disagree.

60

51
50

40
No. of employees

30

22
20 18

10
6
3

0
1
SA A N D SD

42
 4Q) Are the training sessions relevant to your job profile?

Responses Total (out of 100)

Frequency
Strongly Agree 18
Agree 40
Neutral 28
Disagree 8
Strongly Disagree 6

Interpretation:

The above table shows that 18% strongly agree that the training sessions are relevant to their
job profile, 40% agree, 28% are Neutral, 8% Disagree and 6% strongly disagree.

45
40
40
35
No. of employees

30 28

25
20 18

15
10 8
6
5
0
SA A N D SD

43
5Q) Is there any difference in your performance before and after attending training sessions?

Responses Total (out of 100)

Frequency
Yes 76
No 24

Interpretation:

The above table shows that about 76% employees agree that there is a difference in their
performance after attending the training sessions, while 24% disagree.

No
24%

Yes
76%

Yes No

44
 6Q) Do you agree that training has helped you become more productive?

Responses Total (out of 100)

Frequency
Strongly Agree 17
Agree 44
Neutral 28
Disagree 7
Strongly Disagree 4

Interpretation:

The above table shows that 17% strongly agree that the training sessions has helped them
become more productive, 44% agree, 28% are Neutral, 7% Disagree and 4% strongly
disagree

50
44
45
40
35
No. of Employees

30 28
25
20 17
15
10 7
4
5
0
SA A N D SD

45
7Q) Do you apply whatever you have learned during the training session?

Responses Total (out of 100)

Frequency
Yes 83
No 17

Interpretation:

The above table shows that about 83% employees agree that they apply whatever they have
learned during the training sessions in their work, while 17% disagree.

No
17%

Yes

No

Yes
83%

46
 CHAPTER V
FINDINGS,CONCLUSION AND
SUGGESTIONS

47
 5.1 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 programs at Tata Motors focused their main attention on
safety, quality, cost and delivery. 

 Majority of the Employees, agree that the Training sessions are well planned & they
help them to become more productive

 It can also be seen from the data collected, that the majority of the employees, find
difference in their performance after attending the Training sessions.

 The employees at Tata Motors felt that the training programmes of the company
contributed to both company goals and employee goals and were also helpful in the 
career development of the employees

48
 5.2 SUGGESTIONS AND RECOMMENDATIONS

The employees gave certain suggestions to us during the survey:

 Training programs conducted should be more Job specific rather than just safety
 Training programs must be planned as per department requirement, it must contain
technical programs
 Employees should be provided with certificates after completion of the training
session
 The training sessions should be organized in such a manner that employees would
actively participate
 The training sessions should sometimes be conducted at different venues
inside/outside the plane, so that the employees have a change of environment and are
not interrupted with the plant activities
 More Motivational and Brain storming training sessions are recommended

49
 5.2 CONCLUSION

From this study, it can be concluded that training and development programs have become a
priority for human resources. To develop competence among employees the training and
development programs are required. Tata Motors carries out various training programs for
enhancing the skills of its employees. According to this study majority of the employees were
interested in attending training programs and most of them agreed that they could 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 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

50
Name of the departments for the Survey

1. Finance department
2. HR department
3. Quality
4. Planning
5. Material
6. Safety
7. Prolife
8. Engineering Services
9. Supply Chain Management
10. Heat Treatment

51
 BIBLIOGRAPHY

1. https://en.wikipedia.org/wiki/Training_and_development
2. http://www.referenceforbusiness.com/encyclopedia/Thir-Val/Training-and-
Development
3. Learning Operations Process Manual of Tata Motors Limited.

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