Training And Devlopment.docx

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Chapter-1 INTRODUCTION TO THE TOPIC

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HUMAN RESOURCE MANAGEMENT (HRM) Human resource is of paramount importance for the success of any organization. It is a source of aid and strength. Human resources are the wealth of an organization which can help it in achieving its goals. HRM is a management function that helps managers recruit, select, and develop members for an organization. HRM is concerned with the people’s dimension in organizations. DEFINITION: “Human Resource Management is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resource to the end that individual, organizational and social objectives are accomplished” By Flippo Thus HRM refers to a set of programmes, functions and activities designed and carried out in order to maximize both employee as well as organizational effectiveness.

SCOPE OF HRM The scope of HRM is indeed vast. All major activities in the working life of a worker- from the time he or she enters thus the organization until he or she leaves – comes under the perview of HRM. These all functions are categories into seven sections: Introduction to HRM Employee hiring Employee and Executive remuneration Employee motivation Employee maintenance IR Prospects of HRM

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Definition: Training and Development Training and Development is a subsystem of an organization which emphasize on the improvement of the performance of individuals and groups. Training is an educational process which involves the sharpening of skills, concepts, changing of attitude and gaining more knowledge to enhance the performance of the employees. Good & efficient training of employees helps in their skills & knowledge development, which eventually helps a company improve.

Training is about knowing where you are in the present and after some time where will you reach with your abilities. By training, people can learn new information, new methodology and refresh their existing knowledge and skills. Due to this there is much improvement and adds up the effectiveness at work. The motive behind giving the training is to create an impact that lasts beyond the end time of the training itself and employee gets updated with the new phenomenon. Training can be offered as skill development for individuals and groups.

Organizational Development is a process that “strives to build the capacity to achieve and sustain a new desired state that benefits the organization or community and the world around them.”

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Relation between Training and Development

There is a relation between training and development, and there is clear difference between the two based on goals to be achieved. Development is made to answer the training problems:

TRAINING

DEVELOPMENT

Training is meant for operatives

Development is meant for executives

It is reactive process

It is pro- active process

AIM: To develop additional skills

AIM: To develop the total personality

It is short term process

It is continuous process

OBJECTIVE: To meet the present need of an employee

OBJECTIVE: To meet the future need of an

Importance of Training and Development For companies to keep improving, it is important for organizations to have continuous training and development programs for their employees. Competition and the business environment keeps changing, and hence it is critical to keep learning and pick up new skills. The importance of training and development is as follows: • Optimum utilization of Human resources • Development of skills • To increase the productivity • To provide the zeal of team spirit • For improvement of organization culture • To improve quality, safety • To increase profitability 4

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Need for Training and Development Training and development of employees is a costly activity as it requires a lot quality inputs from trainers as well as employees. But it is essential that the company revises its goals and efficiencies with the changing environment. Here are a few critical reasons why the company endorses training and development sessions. • When management thinks that there is a need to improve the performances of employees • To set up the benchmark of improvement so far in the performance improvement effort • To train about the specific job responsibility • To test the new methodology for increasing the productivity

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CHAPTER-2 COMPANY PROFILE

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YAMAHA-MOTOR-INDIA

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Yamaha Motor India (YMI)

Holding the true spirit of commitment to customer satisfaction. Yamaha Motor India is enriching lives of people with the same ingenuity and enthusiasm as its parent company. Yamaha Motor Corporation, Japan having operated in India as technology provider for almost two decades, YMI was incorporated in August 2001 as a 100% subsidiary of YMC, Japan. Since then we have been in the process of redefining our business processes and extending the awe and power associated with the legacy of the Yamaha Group. Adhering to our Corporate Mission-“Creating Kando- Touching Your Heart” we are striving to touch every heart across the length and breadth of India we firmly believe in Surprising Customer Expections. We are aware of our customer’s evolving needs and provide with them quality products and services of exceptional value that surpass their exceptions. Establishing a Corporate environment that fosters self-esteem. We believe in nurturing and empowering our employees to the fullest. Whilst cultivating our employee’s creativity and all round abilities, we have also established an equitable system of evaluation and rewards to encourage our people to strive towards newer benchmarks. Fulfilling social responsibilities. As a good corporate citizen, we continually strive towards creating better social as well as natural environment. Yamaha Motor Research & Development India Pvt. Ltd. (YMR) IS A 100% subsidiary of YMC and has been established by YMC to provide R & D and product development services to IYM for its domestic as well as export makers. YMR is the fifth overseas R&D headquarters for Yamaha Motor Group following Italy, Taiwan, China, and Thailand. YMI is responsible for Corporate Planning & Strategy. Business Planning & Business Expansion and Quality & Compliance Assurance of Yamaha India Business. The company is responsible to continuously enhance shareholders wealth and it is also committed to its other stakeholders to conduct its business in an accountable manner that creates a sustained positive impact on society. The Company is committed towards aligning with nature and has adopted eco friendly practices. The company endavour to make CSR a key business process for sustainable development.

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Yamaha Motors India Pvt. Ltd. Yamaha Motors India (YMI) is a 100% subsidiary of Yamaha Motor Corporation of Japan. The company has its manufacturing unit in Faridabad and Surajpur, by which supports the production of motorcycles for domestics as well as overseas market. Presently 10 models roll out of this two PQuick facts.

Year of Establishment

July 1, 1995 (Yamaha Japan)

Industry

Motorcycles manufacturing

International Headquarter

2500 Shingai, Iwata-shi Shizoka-ken, Japan

Corporate Office

A-3, Surajpur Ind. Area Noida Dadri Road, Surajpur-201306 Tel:- +(91)-(120)-2351193/2351194 Fax:- +(91)-(120)-2350685

Website

WWW.YAMAHA-MOTOR-INDIA.COM

Global Website

HTTP://WWW.YAMAHA-MOTOR.CO.JP/

Segments & Brands of Yamaha 

Yamaha YZF R15 V3



Yamaha FZ S FI (V 2.0)



Yamaha Fascino

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Yamaha FZ FI

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Yamaha FZ 25

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Yamaha Fazer 25

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Yamaha Y2F R1

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Yamaha SZ-R 9

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COMPANY FLASHBACK

Yamaha Motor Company, founded as a motorcycle manufacturer on July 1, 1995 have worked. Since beginning, to build products that stand out for their quality wherever they are sold. Over the years, the company has diversified into a number of areas of business. In the year 1960, they began manufacturing powerboats and outboard motors. Subsequently, they have made their proprietary engine and fiberglass- reinforced plastic (FRP) technologies. Today, the company has extended their products from land to sea and even into the skies, with manufacturing and business operations that include motorcycles, PAS electro- hybrid bikes, marine and power products to automotive engines, ”intelligent” machinery and even unmanned helicopter.

Yamaha Motor India (YMI) was incorporated in India in 2001 as a 100% subsidiary of Yamaha Motor Corporation (Japan), the parent company. But it operated in India as technology provider for almost two decades before incorporation.

The company’s manufacturing facilities in India comprises of 2 state of the art plants. One at Faridabad (Haryana) and the other at Surajpur (Uttar Pradesh). Presntly 10 models roll out of the two Yamaha plants. The infrastructure of the two plants support production of motorcycles and it’s parts for both, the domestic as well as oversas market.

As a Environmentally sensitive organization, YMI goes with the concept of “Environment friendly technology” philosophy. It boasts of effluent treatment plants rain water – harvesting mechanism and a motivated forestation drive. They believe in taking care of not only customers motoring needs but also the needs of our generation.

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“QUALITY THROUGH PEOPLE AND TECHNOLOGY”

COMPANY VISION “THE COMPANY BELIVE IN TAKING CARE OF NOT ONLY CUSTOMERS MOTORING NEEDS BUT ALSO THE NEED OF FUTURE GENERATIONS”

COMPANY MISSION 

To recognize the customer's right to Quality, Services, Timely Delivery and Cost.

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To ensure maximum satisfaction to the clients.

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To continue to maintain ethical practices, legal, social, personal conscience framework.

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To encourage individual growth to fullest potential.

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To maintain high degree of efficiency and attain international standards.

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Managing Director- Takahiro Maeda Takahiro Maeda appointed Yamaha Motor India’s director sales and marketing news. Our Corporate Bureau 21 June 2005 New Delhi: Yamaha Motor India, the 100% subsidiary of Yamaha Motor Co Ltd, Japan has announced the appointment of Takahiro Maeda as the director, sales and marketing. Maeda brings with him over 20 years of experience with Yamaha globally and will play a key role in implementing Yamaha’s evolving growth strategy for India. He will co-ordinate the sales, marketing and engineering functions to develop a strong product line for the Indian market.

Yamaha Motor India Yamaha Motor India has more than 55,958 employees. Board of Directors Yamaha Motor’s BOD comprises of 12 members. Yamaha’s work culture Yamaha strives to provide the best environment to its employees. The company has provision for day care for children of the employees. It follows the management principles of Kaizen (continuous improvement), leadership, teamwork, empowerment etc. We believe in taking care of not only your motoring needs but also the needs of Future Generations to come. In particular, we recognize that personal mobility, which constitutes the core of our business, will have a substantial role to play. Many environmental and resource- related issues which influence the realization of a sustainable society, such as advancing global warming. Yamaha Motor has promoted eco- commuting initiatives since 2004. It now has 11 sites registered under the Excellent Eco-Commuting Business.

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Board of Directors of Yamaha Motors

Position

Personnel

Chairman

Toru Hasegawa

President Director

&

Representative Takashi Kajikawa

Sr. Managing Director Representative Director

& Tsuneji Togami

Managing Directors

Hiroyasu Miyao

Directors

Shuji Ito Wataru Suzuki Yukio Sugnama Shohei Kato Toyoo Ohtsubo Takaati Kimura Shinji Terashita

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Yamaha grabs all the awards this year

This year Yamaha Motor India grabs all the possible awards.The newly launched two bikes Yamaha R15 and Fz16 have created zing among the youngsters,and with the help of these two devil's Yamaha is again successful in creating its magical spell in the country.

Objectives of the company 

Aim of Profit Maximization with customer satisfaction.

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To satisfy the demands of growing organization, employees and the clients.

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To ensure maximum satisfaction to the clients.

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To maintain integrity & fair play.

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To function as a model unit, follow all the laws applicable, report profits and pay all the levied taxes.

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To maintain an open information system & understanding within the company and outside.

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YAMAHA MOTOR INDIA LTD Yamaha Motors India (YMI) is a fully owned subsidiary of Yamaha Motor Corporation of Japan. The company manufactures bikes for domestic as well as overseas market in Faridabad and Surajpur plants. The company has opened Yamaha One, a branded dealership at Delhi. Yamaha Brands 

Yamaha Alba

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Yamaha Crux

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Yamaha FZ 16

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Yamaha Gladiator

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Yamaha Gladiator SS/RS

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Yamaha Libero G5

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Yamaha MT 01

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Yamaha R15

Yamaha Motor Company, this came into being as a motorcycle manufacturer in 1955, has been in production of bikes since its inception. With time, the company has diversified into a number of business verticals. In 1960, they began manufacturing powerboats and outboard motors. Thereafter, they developed proprietary engine and fiberglass-re technology. Yamaha first entered a motorcycle race on July 10th, 1955- only ten days after the launch of the company. We took the just- released YA-1 the Mount Fuji Ascent Raceregarded as one of the biggest motorcycle race events in Japan-and won. It is no exaggeration to say that our motorcycle operations, which have been running for more than half a century, have been built on racing. Racing, where rivals compete under equal conditions and strict rules, is not only a chance to prove our product’s performance, but also has become an ideal testing ground for pioneering research and development.

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Yamaha Motor India (YMI) was set up in India in August 2001 as a 100% subsidiary of Yamaha Motor

Corporation

(Japan),

the

parent

company. However, prior to incorporation, the company operated in India as technology provider

for

a

couple

of

decades.

Manufacturing plants of the company in India are located at Faridabad (Haryana) and Surajpur (Uttar Pradesh). Bikes manufactured in these plants are sole in domestic as well as overseas market. Yamaha plants in India have environment-friendly features like effluent treatment plant, and rain water-harvesting mechanism. They are developing environment friendly for their bikes too.

SKILLS It’s a pleasure to know about your interest for outsourcing your company's inbound operations. Yamaha InfoTech Private Ltd would like to bid for this project for Inbound Customer Services. We do perform - inbound/outbound and back office operations both - for the international and domestic markets with operation facilities globally. We would like to interact with you further to proceed ahead with discussions. Please send across your contact details for the same. Alternatively you can contact me on +91-9311723503 or mail me on [email protected] for further discussions to understand your requirements and then design a suitable solution as per your requirement. I am sure based on our discussion, we would be able to move ahead on a very positive direction to work with your company in the future. Look forward to hear from you soon. regards, Nitin Ahuja - Business Development & Client Relations, Yamaha Infotech Private Limited. Yamaha Motors took our founder’s vision “If you are going to do it, to be the best”. 16

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POPULARITY OF YAMAHA MOTORS In the earlier days Yamaha had a winner in its Rajdoot motorcycle, these two wheelers were a big hit in the rural market. The sturdy built of the motorcycle along with its relevant technology for the Indian roads made it quite a hit among the Indian masses. The two-wheeler was durable and coupled with its excellent load carrying capacity the two-wheeler was an excellent motorcycle for the rural Indian roads. Similarly the Rx 100 and Rx135 were quite popular among the youth as they provided the extra throttle the young and restless look for.

However in the recent years Yamaha has concentrated on the urba0n 100cc deluxe category introducing motorcycles like the Yamaha Libero. These set of two wheelers come with international style, cutting edge technology, fuel efficiency, power delivery, and stylized graphics. The company is also riding on the popularity of current Bollywood heart throb John Abraham for the marketing of its' two wheelers. Yamaha is all set to rock the country with a slew of new products designed for the Young that put power and performance into generation.

Yamaha believes that its products have huge appeal for this youth segment that seeks performance and the pleasure of a great drive with technology that is ahead of competition on style, performance, features and quality. Yamaha believes that these new youth oriented models will set new standards in the Indian market and help Yamaha gain leadership position in the market.

Risk Management The risk management structure works toward the through reduction of risk on a Group basis, and is led by the Risk Management and Compliance Committee. The Committee, chaired by the President and Chief Executive Officer, monitors risks on a Group basis while also implementing measures to address any significance risks imposed on the Group. Specific activities are carried out as per the Rules of Risk Management and the risk management supervising section manages Group risk management activities. 17

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QUALITY POLICY OF YAMAHA 

They pledge to achieve customer satisfaction by continual improvement in their processes and excellence in quality. They wish to achieve this by:

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Deploying specific, measurable and time-bound objectives in all processes in various functions.

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Motivating their workforce for excellent standards in their work procedures through kaizen.

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Committing suppliers to continually work on improvement in quality standards.

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Working as a well-knit team to ensure that our quality objectives are met.

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Regular in-house training programs for technological improvement.

Sharing Passion and Joy with the People of the World Yamaha first entered a motorcycle race on July 10th, 1955 – only ten days after the launch of the company. We took just – released YA-1 to the Mount Fuji Ascent Race – regarded as one of the biggest motorcycle race events in Japan – and won. It is no exaggeration to say that our motorcycles operations, which have been running for more than half century, have been built on racing. Yamaha’s racing activities in MotoGP are a place to share our Kando with the people of the world. 18

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ROLE OF QUALITY ASSURANCE IN YAMAHA Defect Prevention: By setting standard Standard has been set as per the ISO 9001-2000 international quality system and attain gold certified partner status from Microsoft.

Ensuring adherence of the standard Periodical audit of the system standard is being conducted to check the compliance of the standard. Corrective and preventive action. Every customer complaint is being thoroughly investigated for its origin and reason. Necessary corrective & preventive action is being taken in consultation with the concerned departments. Defect detection: By gathering data constantly on occurrence of defect: - Every job undergoes through inspection before dispatch as per the inspection plan & defect checklist. By sending information about defects to relevant departments: - Daily, weekly & monthly reports are being sent to the relevant departments and the same are being review. MotoGP – the pinnacle of international road racing – hugely popular among people in Europe, and it is estimated that it attracts over five billion viewers over the course of one season. Yamaha’s racing ativities in MotoGP are a place to share our Kando with the people of the world.

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Changing Trends in Training and Development: The HRM Challenge They observed that there are at least six critical trends in training that should be taken into serious account by HRM professionals and organizations, to wit: Adopt a Performance Consulting Strategy Measure Results to See Impact Training Delivery Is Changing Training Delivery Systems Are in Transformation Your Customer Is the Individual Employee Training is Delivered Just-in-time, as needed Items 1 and 2 are not new, IMO. Training and development programs are supposed to be designed and implemented to correct and/or improve employee’s or organization’s performance. And results there from should be measured against projected or set training goals and objectives. The assessment at the end of the program will not suffice. (Some organizations tend to use this to measure the effectiveness of the training. This is very superficial, ineffective, and is based only on the impression of the training activity not its results.) Metrics should have been defined even before the training plan is approved. Otherwise, it would be a waste of resources to train people when there are no metrics in place to evaluate learning and improvements.

Training and development programs, first and foremost , should address a discrepancy between the current performance of the employee and to what is expected (based on his detailed job description or KRA (Key Result Area) sheet.

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In cases of advancement, the discrepancy is the difference between the current performance (that is, the employee is meeting desired performance criteria and goals) compared against the desired level of performance when new responsibilities are added or where promotion to the next job level is expected. Again, here is why performance evaluation and metrics are very important.

Items 3 to 6 are more accurate observations. With the introduction of internet, intranet, and multi-media devices, training delivery and systems are indeed changing. The HRM should be able to harness these new systems to achieve better results from training. Plus, the emphasis on training employees who are expert on certain topics to train others is indeed occurring. The trainers’ and HRM roles on this should focus on developing good trainers out of these employees. In the first place, they are more credible trainers when it comes to their areas of expertise.

It is good news that more and more trainers and HRM professionals are adopting the JIT* (just in time) system in training. As I have mentioned earlier, if training should have been initiated to address performance problems, then it follows that training are perfect JIT intervention. Although, let me be clear here that not all performance problems or discrepancies can be addressed through training. Sometimes, the underlying causes for this are entirely insignificant.

If I may add: Training programs should focused more on behavioral modifications rather than skill building, and should be geared towards adding value to the organization’s competitiveness. Skill building is easier than behavioral modification. It takes time to have employees who are highly motivated and are attuned to the positive corporate culture that company is trying to foster. I am seeing more organizations which are placing more importance on this in their agenda and are reaping positive results.

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Even in hiring, attitude and values are given more priority over skills and knowledge on the premise that the latter can easily be acquired. Training is becoming participative. Meaning, trainees are now involve in the planning and development stages of the entire human resource program. This way, their training needs are accurately addressed. Moreover, it lessens the burden on the part of the training facilitator in terms of getting interests on the training program. Lastly employees involvement in the preparation of the program shares the burden of making it meaningful and effective. The role of the HRM now in this trend is more of a coach.

Training and development programs, however the methods and trends are, will continue to remain the most effective means of producing and maintaining a highly competitive workforce. The HRM must endeavor to put more efforts towards effective implementations.

Environmental Management In order to help to achieve sustainable growth for local communities and coexistence with the harmony environment while providing our products and services, the Yamaha Motor Group believes that it is important to promote environmental protection activities and to strengthen cooperation with all of our stakeholders through obtaining their understanding and participation. We also believe that clearly communicating to the world our approach to environmental presentation is one of our corporate social responsibilities. Under the Yamaha Motor Group Environmental Plan 2020, Yamaha Motor aims to “be trusted and respected as a corporate citizen by local communities”. In response to request from outside parties, we are working to enhance our communication with all stakeholders through seminars explaining our environmental activities and the dissemination of information via our environmental report and other CSR report.

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INDIVIDUAL INSTRUCTION & DRILL (IIDs): IIDs Provide the new Agent one-on-one training time with a member of the management team. In their first weeks in the business, management expects that agents will participate in multiple IID sessions so that they can hone their skills. These sessions are typically scheduled during the Monthly planning meeting, or during PRPs, to address specific development needs.

The goal of an IID session is to equip the agent with the knowledge, skills & procedure required to complete a task, whether it be completing an application accurately, drilling on whole life or a new product. IID can be used at any point in an agent career, whether it involves learning basic prospecting, or brushing up on a sale talk or rehearsing the presentation of an estate planning case.

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PROCEDURE FOR CONDUCTING “IID” Planning is the key 

Each IID session must be planned to achieve a specific objective & limited to one subject

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List important steps.

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Give pre meeting assignment to the agent, as appropriate.

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Get everything ready.

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Have the right material& supplies.

Put the agent at ease 

Find out what is already known about the subject.

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Review pre meeting assignment for completion & understanding.

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Motivate the agent to want to learn more or improve a skill introduce the agent to any material, manuals, or training guides that can be used as reference during & after the meeting.

Present the material 

Tell, show & illustrate or demonstrate one step at a time.

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Stress each key point.

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Instruct clearly, completely & patiently but limit the lesson to what the agent can aster during the time allotted.

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Get feedback. Answer questions & review until the agent is satisfied.

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Have the agent restate what he/she has learned 

Have the agent do the work or make the presentation. Correct errors constructively.

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Have the agent explain each key point.

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Redefine terms.

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Ask questions until its clear the agent understand the material.

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Continue drill until it is apparent that agent knows what he/she can do well.

Assign post meeting assignment & follow up 

Assign an “action project” to use & “bum in” the subject matter taught.

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Set specific time for follow up.

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Record in AG 1.

Follow up necessary 

Review the results of the “action project”

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Check frequently & observe performance.

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Repeat session if necessary.

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Assign another “action project”.

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Chapter-3 Review Of Literature

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RELATION BETWEEN TRAINING & DEVELOPMENT AND PERFORMANCE IN THE COMPANY In Yamaha Training is very necessary for the performance. However performance of individual in the organization depends on other factors also besides his level of training. The performance of individual in the organization is effected by:

Training of individuals.

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His sense of competence.

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His abilities.

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His role perception and role clarity.

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Organizational resources.

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Company’s facilities.

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Less salary system.

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No salary for extra time work.

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Extra ordinary facility.

If any of these elements is taken away performance will be adversel affected. Training and development programs, however the methods and trends are, will continue to remain the most effective means of producing and maintaining a highly competitive workforce. If reward is perceived as equitable these energies the individual for better performance in the company by an individual due to the following:

Effects for higher performance.

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Lower rate of absenteeism.

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Loyalty and stability.

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Adaptation to the organization changes, therefore motivation effects performance.

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WORKING AREA AND WORKING POLICY OF YAMAHA (INDIA). TO TRAINED OTHERS:The working of the company is so strong and so quiet and vast. There are so many machinery to trained the worker’ effectively. There is proper facility provided. The work done in the company is in proper condition, ventilation and in hall room. Working time up to 8 hours. If the company asks to work for extra time, then it should provide extra payment. In between 8 hours after 4 hours there is lunch facility. In company canteen provides food at very cheap rates. Workers get pleasure with the company working policy. After every 2 hours there is facility for tea with biscuit for only 3 rupees. There is also rest room facility. When worker feel fatigue and tired they can rest to feel comfortable so, that they are able to continue their work. The area where workers work together looks like a hall ground. Employees and workers share their needs and conversation with each other.

Training and Development Process Training and development is a continuous process as the skills, knowledge and quality of work needs constant improvement. Since businesses are changing rapidly, it is critical that companies focus on training their employees after constantly monitoring them & developing their overall personality. Steps for training and development processes are: 

Determine the need of training and development for individuals or teams

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Establish specific objectives & goals which need to be achieved

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Select the methods of training

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Conduct and implement the programs for employees 29

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Evaluate the output and performance post the training and development sessions.

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Keep monitoring and evaluating the performances and again see if more training is required. Hence, This concludes the definition of training and development along with its overview.

THE VALUE OF TRAINING AND DEVELOPMENT According to Beardwell & Holden (1997) human resource management has emerged as a set of prescriptions for managing people at work. Its central claim is that by matching the size and skills of the workforce to the productive requirements of the organization, and by raising the quality of individual employee contributions to production, organizations can make significant improvements on their performance. The environment of an organization refers to the sum total of the factors or variables that may influence the present and future survival of an organization (Armstrong, 1998). The factors may be internal or external to the organization. Cascio W. F, (1995), uses the terms societal environment to define the varying trends and general forces that do not relate directly to the company but could impact indirectly on the company at some point in time. Four of these forces are identified as economic, technological, legal and political and socio-cultural and demographic forces. The second type of environment is the task environment that comprises elements directly influencing the operations and strategy of the organization. These may include the labour market, trade unions, competition and product markets comprising customers, suppliers and creditors. The task environment elements are directly linked to the company and are influenced by the societal environment.

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Effect of Training and Development on Employee Productivity Mcghee (1997) stated that an organization should commit its resources to a training activity only if, in the best judgment of managers, the training can be expected to achieve some results other than modifying employee behavior. It must support some organizational goals, such as more efficient production or distribution of goods and services, product operating costs, improved quality or more efficient personal relations is the modification of employees behavior affected through training should be aimed at supporting organization objectives.

Effect of Training and Development on Employee Motivation Motivation is concerned with the factors that influence people to behave in certain ways. Arnold Etal (1991), have listed the components as being, direction what a person is trying to do, effort how had a person is trying to and persistence, how long a person keeps on trying. Motivating other people is about getting them to move in the direction you want them to go in order to achieve a result, well motivated people are those with clearly defined goals who take action that they expect will achieve those goals. Motivation at work can take place in two ways. First, people can motivate themselves by seeking, finding and carrying out that which satisfies their needs or at least leads them to expect that their goals will be achieved. Secondly, management can motivate people through such methods as pay, promotion, praise and training (Synderman 1957).

Effect of Training and Development on Competitive Advantage Competitive advantage is the essence of competitive strategy. It encompasses those capabilities, resources, relationships, and decisions, which permits an organization to capitalize on opportunities in the marketplace and to avoid threats to its desired position. 31

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Boxall and Purcell (1992) suggest that ‘human resource advantage can be traced to better people employed in organizations with better processes.’ This echoes the resource based view of the firm, which states that ‘distinctive human resource practices help to create the unique competences that determine how firms compete’ (Capelli and Crocker- Hefter, 1996). Intellectual capital is the source of competitive advantage for organizations. The challenge is to ensure that firms have the ability to find, assimilate, compensate, and retain human capital in shape of talented individual who can drive a global organization that both responsive to its customer and ‘the burgeoning opportunities of technology’ (Armstrong, 2005).

Impact of Training and Development on Employees Companies today are forced to compete and to act professionally in those harsh times, so it is very important to have right employees for better company`s rating. It is crucial that staff needs to have better knowledge, skills and competencies. More and more companies are acknowledging Human Resources (training and development) as their main key for success and bigger focus is on employee – customer relation. Main objective of this study was to find out impact of training and development on employees performance and Bosnia and Herzegovina was taken as an example. This study was back grounded by the two different questionnaires one for the employees and one for the managers or owners of the companies. Results revealed that there is a huge impact on employees performance when it comes to the training programs and employees are fully aware that training programs give them better knowledge, improved skills and ideas for future career paths.

Benefits for both the organization and employees The benefits of Training are intangible and it is good for both sides that the organization and employees for long-term investment in training. Training enhances the employees' level of skills. It provides sense of satisfaction; this is a kind of inner motivation. 32

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The training also provides a variety of sills employees Training increases the employees' commitment to their job and their organization. It is better understanding of jobs reduces accidents (Ansar, 2009).The one of the most important benefits of an organizational training is that it provides skills within the organization to reduce comprehensive cost of the organizational operations. Quality is one of the key factors needed for survival of an organization in long term interests. Total Quality Management (TQM) and other quality management techniques require employees' training as an important requisite for its successful implementation (Ansar, 2009).

Competitive lead To achieve competitive advantage from the organizational training and development, training and development department help remove insufficient or performance deficiencies in employee. It is particularly true when - (1) the deficiency is caused by a lack of ability rather than a lack of motivation to perform, (2) the individual(s) involved have the aptitude and motivation need to learn how to do the job better, and (3) supervisors and peers are supportive of the desired behaviors (Kumar, 2011). An organizational training and development pays dividends to the employee and the organization. Although there are no single training program benefits, the organization committed to improve its training and development to enhance its human resource capabilities and strengthens its competitive advantages. Meanwhile, the employee's personal and career goals are furthered, generally adding to his abilities and value to the employer. Ultimately, the objectives of the human resource department are also furthered (Kumar, 2011).

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Teaching Methods Training depends to a large extent on teaching and teaching in turn depends on various methods of instruction. Instruction by trainer can be made through different methods, medium and the effectiveness of training depend on the most suitable one for a particular programme. The trainer or instructor must find the best combination of various teaching methods that meet the needs or objectives of the programme. So, the right selection of teaching method becomes more essential for effective training.

Training Techniques The success of training depends to a large extent on the ‘presentation’. The ‘presentation’ means the actual training techniques. The learning ability of individuals differs with person to person. The ability to learn and learning depend on various techniques like material presentation during training. The learning during training will have a negative result, when the material presented becomes more difficult or not related to the training. Fatigue or boredom during the programme also effects the performance.

Impact of training on self-need attainment The success of organization is determined by the commitment of its workforce, their caliber and aptitude towards the task. The total and sincere involvement of human asset is the only resource, which is capable of self-propulsion and value addition. For other business assets there may be depreciation over the years of use, whereas the human asset appreciates over the years of experience. It is an asset with the gathered knowledge, experience and skill that helps to tackle the problems and paves the way for innovation.

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Chapter-4 Research Methodology

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Meaning of Research Methodology Research is an academic activity and as such the term should be used in a technical sense. According to Clifford Woody research comprises defining and redefining problems, formulating hypothesis or suggested solutions; collecting, organizing and evaluating data; making deductions and reaching conclusions; and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. D. Steiner and M. Stephenson in the Encyclopedia of Social Sciences define research as “the manipulation of things, concepts or symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art.” Research is, thus, an original contribution to the existing stock of knowledge making for its advancement. It is the per suit of truth with the help of study, observation, comparison and experiment. In short, the search for knowledge through objective and systematic method of finding solution to a problem is research. The systematic approach concerning generalization and the formulation of a theory is also research. As such the term ‘research’ refers to the systematic method consisting of enunciating the problem, formulating a hypothesis, collecting the facts or data, analyzing the facts and reaching certain conclusions either in the form of solutions(s) towards the concerned problem or in certain generalizations for some theoretical formulation.

Importance of Research Methodology 

Research includes scientific and inductive thinking and promotes development of logical habits of thinking and organization.

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Research plays a dynamic role in several fields and it has increased significance in recent times, it can be related to a small business and also to the economy.



Most of the Government Regulations and Policies are based on and are a result of intensive research. 36

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Objectives of the Study 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 that, there are four other objectives: Individual, Organizational, Functional, and Societal. 

To find out the productivity and performance of employee in Yamaha Motor.



To find out the training techniques which are adopted in the organization.



To find out the training evaluation procedure reviewed and revised periodically in Yamaha Motors.



To find out return on investment in Yamaha Motors.

Scope of the Study 

This study as well as some parallel studies have indicated that the organizations prefer to get their training evaluated.



There is a need to study why organizations are reluctant to be transparent when organization.



The present study has analyzed the effectiveness of training from the view point of the employees.

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This is important as it is ultimately the customer who buys the product, contributes to the profit.

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The present study covers various aspects of training and development procedure such as internal and external sources, steps in various procedures etc.

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The scope has considerably widened. It equips and individual with competencies that help him/ her cope with day to day problems of living and manage interpersonal.

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RESEARCH DESIGN 1. Research Design: - The research is descriptive as well as explanatory in nature. The interview of people is too descriptive in nature to obtain information to get better insight.

2. Sample Design: - The sampling design is convenient sampling because of the respondent who participated in the sample were those who were conveniently available and there was no specific criteria on which they were selected.

3. Area Covered: - The research area in “Yamaha (India)” is situated in Noida (U.P).

4. Sampling Size: - All the people who visited research area covered 100 people.

METHOD OF DATA COLLECTION Data Collection :a)Primary Data b) Secondary Data

1. Primary Data: - Primary data is collected by

the immediate user of the data

expressively for the survey or the experiment being conducted. It is that data we normally refer to when we talk about the data collection. A) Export View B) Observation 2. Secondary Data: - Secondary data refers to any data collected by the person or organization other than the user of the data. Where does such data come from?

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A wide variety of individual and organization actually collect data, it follows that at least some of the data will come to be made available to other individual and organization. This data may be of considerable value although the exact value will depend upon the type of study being carried out.

LIMITATIONS OF THE STUDY 

Due to short duration of training period many aspects of the finance department was left uncovered.

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As the company is a closely held company so many of the faces, actual figures & information cannot be provided.

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Area of survey was limited.

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Casual and careless response of people due to work load. Some information may be fake about training process.

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Time constraint.

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Due to busy schedule of supervisors the optimum guidance was not available.

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Chapter-5 Data Analysis And Interpretation

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YAMAHA MOTOR INDIA Yamaha Motor India Sales Pvt. Ltd. is wholly owned subsidiary of Yamaha Motor Co. Ltd. Japan. The company aims at customer satisfaction and is serving people with enthusiasm. Yamaha Motor delivers a range of automobile products, a few of them being motorcycles, scooters, electro- hybrid bicycles, boats, fishing boats, outboard motors, racing cars, golf cars, multi-purpose engine, generators, water pumps, snowmobiles, intelligent machinery, industrial use remote helicopters, electrical power units of wheelchairs, helmets. The company also undertake import and sales of various types of products, development of tourist business and management of leisure, recreational facilities and related services.

ANALYSES BASED ON THE NEW TECHNOLOGY IN THE COMPANY SUMMARY:- It is totally clears that company providing new technology in front of employees and worker such as printing machines, binding machine, adhesive machine and checking machine etc. This technology helps to motivate workers and helps less time consumed. The production goes on and on. The worker feels free and comfortably with their work. They feel easy in summer because all work on machine. That’s why company is motivating their worker by providing new technology in the company. The worker is not facing the more problem in the company worker by providing new technology. Organization and their employees today enjoy the flexibility of technology based learning. It is also to be developed, delivered and updated quickly and cost effectively and there isn’t the same barriers to overcome with basic classroom training.

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Q1. What do you understand by training? Particular

Response of Training Students

Learning

0

Enhancement of knowledge skill and attitude

20

Sharing information

0

All of the above

80

Learning Enhancement of knowledge skill and attitude Sharing information All of the above

I

Interpretation:I found that 20% student only thing that enhancement of knowledge and skill in training and 80% student also think & understand leaning and information.

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Q2. Training is must for enhancing productivity and performance? Particular

Response of Trainee Employee

Completely agree

85

Partially agree

15

Disagree

0

Unsure

0

Completely agree Partially agree Disagree

Unsure

Interpretation:According to this diagram 85% completely agree,15% partially agree that training is must for productivity and performance. 43

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Q3. What type of training techniques are adopted in the organization? Particular

Response of Employees

On the job

78

Off the job

18

Both

4

On the job Off the job

Both

Interpretation:-Result show that 78% employees says that on the job techniques are good. On the other hand 18% employees says that off the job technique is good. And 4% employees are agree with both situation on the job and as well as off the job. 44

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Q4. Do you think training is the ladder to success? Particular

Response of Employees

Yes

63

No

37

Yes No

Interpretation:According to this diagram 63% belief that training is ladder to success. And 37% against with this thought that training is ladder to success.

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Q5. Should there be change in training techniques? Particular

Response of Employees

Yes

47

No

53

Yes No

Interpretation:I found that 53% employees said that there is no need to change in training technique. And 47 said there is need to change in training technique. 46

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Q6. Which method of post training feedback is appropriate? Particular

Response of Employees

Observation

25

Questionnaire

15

Interviews

40

Self-diaries

15

Supplement test

5

Observation Questionnaire Interviews Self-diaries Supplement test

Interpretation:40% employees are agree with interviews,25% employees are agree with observation,15% are agree with questionnaire and 15% are also agree with self-diaries, and 5% agree with supplement test for the post training feedback.

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Q7. What should be the ideal time to evaluate the training? Particular

Response of Employees

Immediate after training

30

After 15 days

35

After 1 month

20

Can’t say

15

Immediate after training After 15 days After 1 month Can’t say

Interpretation:Generally, after 15 days ideal time for evaluate the training. 30% employees think that immediate after the training evaluate the training, 20% think that after 1 month evaluate the training, and 15% employees don’t say anything about it.

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Q8. Should the training evaluation procedure reviewed and revised periodically? Particular

Response of Employees

Yes

80

No

10

Can’t say

10

Yes No Can't say

Interpretation:This result show that 80% employees said that training evaluation procedure reviewed and revised periodically,10% employees says no for this. And 10% employees don’t say anything about this topic. 49

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Q9. Is the whole feedback after the training worth the time, money and effort? Particular

Response of Employees

Yes

90

No

10

Can’t say

0

Yes No Can't say

Interpretation:This result show that 90% employees belief that all feedback is worth the time, money and effort. And 10% employees says no for this. 50

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Q10. The training feedback can be used: Particular

Response of Employees

To identify the effectiveness and evaluation of training program

15

To identify the ROI(Return On Investment)

10

To identify the need of training

0

To provide the points to improve the training

0

All of the above

75

To identify the effectiveness and evaluation of training program To identify the ROI(Return On Investment) To identify the need of training

To provide the points to improve the training All of the above

Interpretation:According to 15% of the employees said that the training feedback can be used for to identify the effectiveness and evaluation of training program, and 75% employees said that that the training feedback can also be used for to identify the return on investment.

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Q11. Do you think that feedback can evaluate training effectiveness? Particular

Response of Employees

Yes

100

No

0

Yes No

Interpretation:This result prove that the feedback can easily evaluate the training effectiveness. All employees are agree with this statement

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Q12. How can the training feedbacks can help the participants? Particular

Response of Employees

Improve job performance

5

An Aid to future planning

15

Motivate to do better

10

All of the above

70

None

0

Improve job performance An Aid to future planning Motivate to do better All of the above None

Interpretation:The training feedback can help the participants in improve job performance, an aid to future planning, and also motivate to do better. 70% employees belief that the feedback is useful.

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Chapter-6 Conclusion & Suggestions

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CONCLUSION Towards the end we can conclude that if the training is provided to the workers & fresher’s in good manner then they can work in more efficient way. They should also be provided by the proper technical techniques. The result of the project highlight various important issues related to the TRAINING OF EMPLOYEES. These issues are as under:

The employees and the management in the organization take full interest to the training of their workers.



The facilities are provided by the organization is very well.



More than 80% workers in all departments are satisfied with the facility provided to them.



The behavior of employer & the managements is supportive to the workers.

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SUGGESTIONS As the management has provided more and more facility to the worker but some suggestion regarding these facilities can help the management in training the employees and fresher’s. These suggestions are as follows:

It should be ensured that the actual expenditure incurred under various heads of expenditure is within approved budgetary amount.



Focused attention should be paid by initiating a special drive to expected recoveries from sundry debtors.



As the main objective is to maximize revenue and minimize cost and for this purpose the Living Media India Limited must ensure timely collection as per contracted arrangements.



Staff should be provided with the appropriate training so that the maximum output can be achieved with minimum of time.

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Chapter -7 Annexure  Bibliography  Questionnaire

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BIBLIOGRAPHY 

KOTHARI C.R., Business research, Wishwa Prakash



Prasad L.M., Organizational behavior, Sultan Chand & Sons



Times Of India (Newspaper)



HR staff of Yamaha



Intranet of Yamaha India

WEBLIOGRAPHY  www.yamaha motor india.com  www.google.com

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ANNEXURE QUESTIONNAIRE ON TRAINING Survey: “TRAINING OF EMPLOYEES OF YAMAHA” (Please tick one of these)

1. What do you understand by training? a) Learning b) Enhancement of knowledge skill and attitude c) Sharing Information d) All of the above

2. Training is must for enhancing productivity and performance? a) Completely agree b) Partially agree c) Disagree d) Unsure

3. What type of training techniques are adopted in the organization? a) On the job b) Off the job c) Both

4. Do you think training is the ladder to success? a) Yes b) No c) Not sure

5. Should there be change in training technique? a) Yes 59

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b) No c) Not sure

6. Which method of post training feedback is appropriate? a) Observation b) Questionnaire c) Interviews d) Self-diaries

7. What should be the ideal time to evaluate the training? a) Immediate after training b) After 15 days c) After 1 month d) Can’t say

8. Should the training evaluation procedure reviwed and revised periodically? a) Yes b) No c) Can’t say

9. Is the whole feedback after the training worth the time, money and effort? a) Yes b) No c) Can’t say

10. The training feedback can be used:a) To identify the ROI(Return on Investment) 60

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b) To identify the need of training c) To provide the points to improve the training d) All of the above

11. Do you think that feedback can evaluate training effectiveness? a) Yes b) No c) Not sure

12. How can the training fedbacks can help the participants? a) Improve job performance b) An aid to future planning c) Motivate to do better d) All of the above

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IF YOU WANT ANY CHANGE IN SAFETY MEASURES SO PLEASE GIVE YOUR VALUABLE SUGGESTION?

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