A Project Report on Training and Development of Employees at

TATA MOTORS LIMITED

R.Madhumitha student II MAMB-School, Trichy.

C.Subha, MBA, M.Phil, Assistant professor MAMB-School, Trichy.

Abstract

Employee training and development programs are crucial for enhancing the skills, knowledge,
and competencies of personnel within organizations. These programs are designed to improve
employee performance and engagement, thereby contributing to organizational success.
Research indicates that well-structured training initiatives can significantly impact worker
productivity, job satisfaction, and staff retention. Moreover, there is a notable correlation
between the effectiveness of these programs and the financial performance of organizations.
By fostering knowledge transfer and skill development, training and development initiatives
play a pivotal role in achieving both individual and organizational objectives. Training and
development is an essential mechanism employed to optimize employee performance and
foster their growth in terms of efficiency, productivity, job satisfaction, motivation, and
innovation within the organizational context. The identification of appropriate learning
opportunities for employees is crucial for organizations to have a competitive advantage in the
contemporary global market. The performance of employees has a significant influence on the
financial outcomes of a firm. Hence, it is incumbent upon organizational leaders to possess an
understanding of the significance of training and development's influence on employee
performance and evaluation. The implementation of employee training as well as employee
development programs serves as a means for both the business and its employees to achieve a
wide range of objectives. These objectives encompass enhancing employee morale, fostering
a sense of security, promoting employee engagement, and cultivating the essential abilities
required to effectively carry out certain job responsibilities.

Organizations recognize the need to enhance the skills and knowledge of their personnel
through employee training and development programs. These initiatives play a crucial role
in improving employee performance, engagement, and overall organizational outcomes.
Keywords:

Employee training, employee development, training effectiveness, employee performance,

employee engagement, organizational performance, skill development, knowledge transfer, job
satisfaction, employee retention.

INTRODUCTION

Training and Development is one of the main functions of the human resource management
department. Training refers to a systematic setup where employees are instructed and taught
matters of technical knowledge related to their jobs. It focuses on teaching employees how to
use particular machines or how to do specific tasks to increase efficiency. Whereas,
Development refers to the overall holistic and educational growth and maturity of people in
managerial positions. The process of development is in relation to insights, attitudes,
adaptability, leadership and human relations.

Training and development programmes are designed according to the requirements of the

organisation, the type and skills of employees being trained, the end goals of the training and
the job profile of the employees. These programmes are generally classified into two types:

(i) on the job programmes, and

(ii) off the job programmes.

Different training is given to employees at different levels. The following training methods are
used For the training of skilled workers and operators Specific job training programmes,
Technical training at a training with live demos, Internship training, Training via the process of
rotation of job.

At Tata Motors, employee training and development are seen as key drivers of organizational
growth and individual career progression. The company has established a comprehensive
Learning and Development framework through the Tata Motors Academy, which is designed
to enhance the knowledge, skills, and expertise of its workforce. This includes a variety of
programs ranging from technical skill enhancement to leadership development. Tata Motors, a
leading global automobile manufacturer, places a strong emphasis on the continuous training
and development of its employees. The Academy’s Learning Advisory Council designs,
implements, and reviews the learning agenda to ensure it aligns with strategic objectives and
industry standards.

Tata motors limited is an Indian Multi National automotive manufacturing company

headquartered in Mumbai in Mumbai, Maharashtra, India. It is a part of Tata Group. Its
products include passenger cars, trucks, vans, coaches, buses, sports cars, construction
equipment and military vehicles. Tata Motors Group is a currently one of the biggest
automakers operating both in India and globally. They are currently changing from the inside
of the company by building modern manufacturing facilities to enhance the production
efficiency to cut costs when they can and also to embrace the innovation culture. However,
there are many challenges ahead of them. Tata Motors Group need to develop a comprehensive
solution and execute it seriously to retain and gain market share. Tata Motors is actively
investing R&D on new technologies for electric and natural gas vehicles. Auto industry market
is rapidly changing with constant moving trends.

Tata Motors’ Learning Advisory Council oversees the learning agenda, ensuring that it aligns
with the company’s strategic objectives and industry standards.
Additionally, Tata Motors has set ambitious goals to equip over 50% of its workforce with new-
age automotive technology capabilities within five years, reflecting its proactive stance on
upskilling and staying ahead in a rapidly evolving industry

The company’s focus on employee development is not just about professional growth but also
about nurturing a culture of innovation and passion, which has been the hallmark of Tata
Motors’ success story. Training and development are the processes of investing in people so
that they are equipped to perform. These processes are part of an overall human resource
management approach that hope fully will result in people being motivated to perform. It goes
without saying therefore that the training and development of employees is an issue that has to
be faced by every organization. However, the amount, quality and quantity of training carried
out vary enormously from organization to organization. Organizations have to train their
employees very well.

Review of Literature:

Bramley and Kitson (1994) discussed four level of training evaluation. The first is the
trainee’s reaction to the program. It focuses on assessing what the trainees thought of the
training program, usually in the form of a questionnaire. The second level is trainers’ learning.
It focuses on measuring their gained skills that were specified as training objectives. The third
level is the behavioural outcome. It focused on measuring aspects of job performance, which
are related to the training objectives. The fourth level is the organizational results. It focused
on the results of the training program to organizational objectives and other criteria of
effectiveness. The authors indicated that evaluation at the third and fourth levels are not
understood because of measurement problems.

Mann and Robertson, (1996): examined trainees’ reaction and knowledge gained as measures
for effective training. The results indicated that training increased trainee’s knowledge,
however, positive attitudes did not predict how well people are able to perform actual tasks.
Attitudes and reaction measure are not linked to later performance and therefore, such measures
should be used with caution as ways of evaluating training programs.

Hashim (2001) in a survey identified the practices to training providers for evaluating training
programs. The results showed that training providers use different evaluation methods that
include trainee’s feedback, observation, interview, performance analyses, and training reaction
forms. However, the most used method was the training reaction forms as clients require them.

Cushway (2004) His research findings pointed that training is concerned with equipping one’s
responsibilities to the required standard in their job and is concerned with giving individuals
the necessary knowledge, skills and experience to enable them to take greater and more
demanding roles and responsibilities.

Brmely, P, Newby, A.C. (1984), Evaluation of Training Part II: The Organizational Context,
examined some organizational factors requiring consideration in an evaluation study, including
publicities and the extent to which evaluations can be truly objective. The authors also pointed
out that the specialized techniques developed outside the profession by non-trainers could be
looked upon.

B. R. Virmani and Premila Seth, (1985), studied the evaluation strategy of training, actual
learning derived by the participant and the transfer of acquired knowledge and skills to the
workplace for improving the effectiveness of the organization. They found that organisation
got many benefits from training like better inter- departmental communication, a greater
understanding of the totality of the organization, better human relations etc.

David L. Collinson (1987), This article reports on research designed to explore recruitment,
training and promotion practices in the banking and finance industry. In recent years, the
initiatives of the major banks in the area of equal opportunities have received substantial
publicity. Recruitment patterns are now monitored, career break schemes have been introduced,
equal opportunity training has been undertaken, policy guidelines have been specified and
circulated, and managers with specific responsibility for equal opportunities have been
appointed. The research findings suggest, however, that deep-seated and self-fulfilling vicious
circles of sex discrimination, inherited from a paternalistic past, can still characterize the
industry's selection practices.

N.C.Sridharan (1994), Training for Implementing Change views that employees should be
made aware of the competitive environment and the value system of their organizations. He
further says this is possible only by systematic training and development. Regarding
organizational changes the author views that the ease with which employees accept changes in
an organization depends upon their maturity level, which in turn depends upon the extent of
training and development activity pursued in the organisation.

Dr. Sue Jones (1997), discussed the reasons for wasteful training, continuous learning and
developing a learning culture in the Organization. She suggested that an organization should
learn to make training pay by developing a learning culture, thus empowering people to deliver
quality, innovation and long-term success.

Diane Bailey (2002), Developing a Training and Development Policy concluded that a training
and development policy, which is well constructed and owned by everyone in the organization,
is a powerful tool in establishing standards and possibilities. And, training policy is an
important document, which has, potentially, a significant effect on how organization's people
are developed to meet its business objectives.

Donald L. Kirkpatrick(1997), Evaluation, Training and Development Handbook approached

its, evaluation process in a more logical way. The author emphasized that while evaluating
training, instead of just studying the reactions of the trainees, the study could be carried out in
four different levels viz., i.e., reaction, learning, behaviour and results. The author's guidelines
and discussions on each level of evaluation of training are worth mentioning.

Patti P.Phillips and Jack J. Phillips, (2000), discussed the latest trends in measurement and
evaluation of training. They viewed that Return-an-Investment (ROI) process as the most
recognized process used to bring balance and credibility to measurement and evaluation. It can
be developed reliably and accurately for any type of training programme, in any organization,
in any part of the world. The author's presentation on computation of the return-on-investment
is notable.

Sue Brelade and Chris Harman (2001), The Role of the Trainer in Knowledge Management
concluded that training and development is one of the key roles that contribute to effective
knowledge management within an organization. It will involve equipping managers to foster
innovation and creativity' and enabling the staff to manage their own learning and development.
The author's discussion about the role of trainers in developing skills of managers is remarkable.

Diamantidis, Anastasios D; Chatzoglou, Prodromos D (2012), examined the effects of

training programs in organizations where training was used for development of employees. It
indicates the design of training program is most critical factor ad it has major impact on
performance in their job.

Giasuddin Bellary, Pulidindi Venugopal & Ganesan (2014), reemphasized that the training
program’s success depends on training outcomes. It pointed out that training is being conducted
by many corporate, but insufficient research has been done in this area.

Goldstein & Ford, 2002, training is organized way in which organizations provide
development and improve the quality of new and existing employees. It has systematic
approach of learning and development that improve individual, group and organization.

Ekaterini & Constantinos Vasilios, (2009), training is a process and it is most pervasive
methods to enhance productivity of individuals and communicating organizational goals to
personnel.

Beryl Badger, Eugene Salder – Smith, Edwin Michie (1997), presented a study on
perceptions of the value and effectiveness of Outdoor Training Programs. It pointed out that
the companies believed in this form of training and their own perception but there was no clear
defined answer to its effectiveness.

Winfred Arthur Jr. Pamela S. Edens and Suzanne T.Bell, (2003), recognized many design
and evaluation techniques linked to the effectiveness of training based on pertinent literature.
In this review, they focused on evaluation methods, execution of training program based on
needs, assessment and similarity between task and training delivery method.
Joseph Paul Pulichino(2007), conducted a detailed study on four levels of training evaluation
methodology based on previous literature review. It is conducted to enable training
practitioners to understand the usage and benefits of training program of all levels.

K. Skylar Powell and Serkan Yalcin (2009), In this review, they found out there has been
little progress in efficiency of training program and also this study suggested that the people to
learn and face challenges in order to learn in the workplace.

Objectives of study

• To enhances employees’ skills, knowledge, and efficiency. By improving their

capabilities, organizations can achieve higher productivity levels and optimize resource
utilization.
• To ensures that employees understand quality standards, processes, and customer
expectations. Well-trained staff contribute to consistent product or service quality,
leading to customer satisfaction and loyalty.
• reduces the time it takes for employees to learn new skills or adapt to changes. This
accelerates their contribution to the organization and minimizes the learning curve.
• Training emphasizes safety protocols, risk management, and compliance. Well-trained
employees create a safer work environment, reducing accidents and ensuring legal
compliance.
• Reduced turnover leads to cost savings and maintains organizational stability
• Training ensures employees remain competent and adaptable in the face of evolving
technologies.
• Training equips managers with leadership skills, communication abilities, and conflict
resolution techniques. Effective managers positively impact team performance and
organizational success.
• To prepare the employee both new & old to meet the present as well as the changing
requirements of the job and the organization.
• To develop the potentialities of employees for the next level job.
• To help the new entrants the basic knowledge & skills they need for an intelligent
performance of a definite job.
• To ensure economical output of required quality.
METHODOLOGY

Study design

Simple observational, cross-sectional study design ( with case study approach)

Sample size

A research on the effectiveness of training and development on employee performance used a

sample size of 150

Data collection Tool

Structured Questionnaires with check list.

Data analysis

Microsoft Excel sheet was used for graphs & tables.

FRAMEWORK

Improves
efficiency

Security Motivation

Reduces
Experience employee
turnover
WRITEUP

Product Knowledge Sessions: Conduct regular training sessions to educate staff about
the showroom's products, features, and benefits. Utilize product demonstrations, videos,
and interactive presentations to enhance learning.

Customer Service Workshops: Organize workshops focusing on effective

communication, active listening, and handling customer inquiries and complaints
professionally. Role-playing exercises can be incorporated to simulate real-life
scenarios.

Sales Training Programs: Implement sales training programs to teach staff effective
selling techniques, negotiation skills, and closing strategies. Provide ongoing coaching
and feedback to help staff improve their sales performance.

Leadership Development Workshops: Offer leadership development workshops to

aspiring leaders within the showroom. Topics may include conflict resolution, team
building, and decision-making skills.

On-the-Job Training: Encourage shadowing opportunities where new employees can

learn from experienced staff members while on the job. This hands-on approach allows
for practical learning and skill development.

Cross-Training Opportunities: Cross-train staff in different departments or roles

within the showroom to broaden their skill sets and promote versatility.

Continuous Learning Resources: Provide access to online courses, industry

publications, and seminars to encourage continuous learning and professional
development among staff members.

Performance Evaluation and Feedback: Conduct regular performance evaluations

to assess staff's progress and provide constructive feedback. Recognize and reward
achievements to motivate staff and reinforce positive behavior.
CONCLUSION

Training has developed more and more dynamic to the victory of modern organizations. They
often compete on proficiencies – the core sets of knowledge and expertise that give them an
edge over their competitors. Training plays a fundamental role in cultivationand strengthening
these competencies, and in this way has become part of the mainstay of stratagem enactment.
In addition, rapidly changing technologies require that employees continuously enhance their
knowledge, skills and abilities (KSAs) to cope with new processes and systems. Employees
Training and Development programs try to improve skills or add to the existing level of
knowledge so that the employees are better prepared to do his present job or to get prepared
for a higher position with increased responsibilities. Employee growth and development should
be seen in the context of an ever changing and dynamic environment. TATA Motors, being into
the commercial manufactures, need to make sure that its employees are well trained in
Technical as well as Soft skill aspects. From the study conducted on its effectiveness, most of
the employees are satisfied with the training & development activities, though there is still
scope for improvement in it.

REFERENCE

1. Donald L Kirkpatrick Ph. D. and James D. Kirkpatrick, (2006), Evaluating Training

Programs: The Four Levels (3rd Edition). Tata McGraw Hill Publishing Co. Ltd., New Delhi

2. John P. Wilson, (2005), Human Resource Development: Learning and Training for
Individuals and Organizations, Oxford and IBH Publishing Co, New Delhi.

3. Robert L. Craig, (1996), The ASTD, Training and Development Handbook: A Guide to
Human Resource Development, Oxford University Press, New Delhi.

4. G. Venkataswamy, (1998), Training and Development in Public Enterprises in India, Deep

and Deep Publications, New Delhi.

5. Kenneth G. Brown. This bibliography primarily focuses on the psychological study of

learning and transfer, and it provides an overview of the importance and benefits of employee
training and development.
7. Ahmad Z. A., Karia N. (n.d.). Quality practices that pay: Empowerment and teamwork
(School of Management). Malaysian Management Review. Google Scholar.

8. Adams L. (1989). Be your best: Personal effectiveness in your life and your Relationships.
New York, NY: Putnam.

9. Richard, C. (2007). Measuring the impact of training, demonstrate the measurable results
and return on investment. Associates INC.

10. Chris Amisano, (2010). How contributer ―Relationship between training and
employee performance.