RAIPUR INSTITUTE OF

TECHNOLOGY
A
Summer Training Report
AT
Ananta Nissan, Bhubneshwar (O.D.)
ON
HUMAN RESOURCE
IN RELATION TO
TRAINING AND DEVELOPMENT PROGRAMME

Submitted in Partial Fulfillment for the Award of the

Degree Of
MASTER OF BUSINESS ADMINISTRATION

(MBA)
Session-2013-14
GUIDED BY :SUBMITTED BY:PROF. R . SHRIDHAR
SINGH
MBA 3rd SEM
Department Of Management

SONIYA

RAIPUR INSTITUTE OF TECHNOLOGY

Near Mandir Hasaud, Chhatauna
Campus

RAIPUR (C.G) 492007

DECLARATION BY THE STUDENT

I,Soniya Singh, a student of MBA 3rd Sem., Roll
no. 5127612025, hereby declare that, I have
undergone a training at Ananta Nissan
automobile Bhubaneswar Orissa. This report is
an original work carried out by me and the
report has not been submitted by any other
university for the award of any degree or
diploma.

Datesignature of student
Place3rd Sem.

Name and
MBA

CONTENTS
1) Objective of the study
Primary objective
Secondary objective
2) Scope of the study
3) Introduction to Nissan
4) History of Nissan
5) Relationship with other car companies
6) HR training and development
Introduction
Role of HRD in training
7) Training
Evaluation of training programme
Methods of Evaluations
Training programmes of Companies
Purpose
Scope
Training Process
Planned Training
Emergent Training
Conduct of Training
External Trainers for the company
8) Training need identification

9) Development
Introduction
Assumptions
10) Research methodology
Meaning
Types
11) Questionnaire
12) Suggestions and recommendations
13) Limitations
14) Conclusion

ACKNOWLEDGEMENT
Our heart pulsates with the thrill for tendering
gratitude to those persons who helped us in
completion of the project.
The most pleasant point of presenting a thesis is the
opportunity to thank those who have contributed to
it. Unfortunately, the list of expressions of thank no
matter how extensive is always incomplete and
inadequate. Indeed this page of acknowledgment
shall never be able to touch the horizon of generosity
of those who tendered their help to me.
We extend our deep sense of gratitude and
indebtedness to our guide
training and placement, Ananta Nissan, Bhubaneswar
Orissa for their kind attitude, invaluable guidance,
keen interest, immense help, inspiration and
encouragement which helped us carrying out our
present work.
We are extremely grateful to
training and placement, Ananta Nissan, Bhubaneswar
Orissa
for providing all kind of possible help
throughout the semester for the completion of this
project work.
It is a great pleasure for us to acknowledge and
express our gratitude to our classmates and friends

for their understanding, unstinted support and

endless encouragement during our study.
Lastly, we thank all those who are involved directly
or indirectly in completion of the present project
work.

PREFACE
This project report is on training and
development programme in Ananta Nissan
automobile in Bhubneshwar Orissa.the purpose
behind the research report is to get an exposure
of the culture by getting associated with the
research.If this report will be fruitful to any
organization by any means,we will consider our
work
worthwhile.this
research
helps
in
understanding the practical applicability, which
is a part of theoretical concept.Finally the
findings,records and suggestions are compared.

Soniya Singh
MBA 3rd Sem
RITEE Raipur

OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE
The primary objective of my study at ANANTA
NISSAN BHUBNESHWAR is to lay down the foundation
of training and development.

SECONDARY OBJECTIVE
The objective of my study about employees
training and development to improve the current
process of employees training and development at
ANANTA NISSAN BHUBNESHWAR.
My another objective is to apply my learning in
the area of Human Resources so that I gain
significant practical and understand the nature and
importance of training and
development and identify the various inputs that
should go into any programme.
Delineate the different stages in a training and
development programme and describe
each step.
Understand the need for and the ways of training
for international assignments

SCOPE OF THE STUDY

This research provides me with an
opportunity to explore in the field of Human
Resources. This research also provides the
feedback of people involved in the Training and
development process Apart from that it would
provide me a great deal of exposure to interact
with the high profile managers of the company.

INTRODUCTION OF NISSAN
Nissan Motor Company, Limit, usually
shortened
to Nissan;
Japanese:a
Japanese multinational automaker
headquartered in Nishi-ku, Yokohama, Japan.
In 1999, Nissan entered a two way alliance
with Renault S.A. of France, which owns 43.4%
of Nissan,while Nissan holds 15% of Renault
shares, as of 2008. Along with its normal range
of models, Nissan also produces a range of
luxury models branded as Infiniti. As of 2011,
the company's global headquarters is located
in Nishi-ku, Yokohama. Nissan was the sixth
largest
automaker
in
the
world
behind Toyota,General
Motors, Volkswagen
Group, Hyundai
Motor
Group,
and Ford in
2012. It formerly marketed vehicles under the
"Datsun" brand name. In July 2013, Nissan
announced the relaunch of Datsun as a brand
targeted at emerging markets.

HISTORYOF NISSAN
Nissan name first used in 1930s
In 1928, Yoshisuke Aikawa founded the
holding
company Nihon
Sangyo (Japan
Industries or Nihon Industries). The name
'Nissan' originated during the 1930s as an
abbreviation used on the Tokyo stock market for
Nihon Sangyo. This company was the famous
Nissan "Zaibatsu" (combine) which included
Tobata Casting and Hitachi. At this time Nissan
controlled foundries and auto parts businesses,
but
Aikawa
did
not
enter
automobile
manufacturing until 1933.
Nissan eventually grew to include 74 firms,
and became the fourth-largest combine in Japan
during World War II.
In 1931, DAT Jidosha Seizo became affiliated
with Tobata Casting, and was merged into
Tobata Casting in 1933. As Tobata Casting was a

Nissan company, this was the beginning of

Nissan's automobile manufacturing.
Nissan Motor founded in 1934
In 1934, Aikawa separated the expanded
automobile parts division of Tobata Casting and
incorporated it as a new subsidiary, which he
named Nissan Motor Co., Ltd. The shareholders
of the new company however were not
enthusiastic about the prospects of the
automobile in Japan, so Aikawa bought out all
the Tobata Casting shareholders (using capital
from Nihon Industries) in June 1934. At this
time, Nissan Motor effectively became owned
by Nihon Sangyo and Hitachi.
In 1934, construction of its Yokohama plant
was completed. 44 Datsuns were shipped to
Asia, Central and South America. In 1935, the
first car manufactured by an integrated
assembly system rolled off the line at the
Yokohama plant. Nissan built trucks, airplanes,
and engines for the Japanese military. In 1937,
the company's main plant was moved to the
occupied Manchuria, and named Manchuria
Heavy Industries Developing Co.

In 1940, first knockdown kits were shipped

to Dowa Jidosha Kogyo (Dowa Automobile), one
of MHIDs companies, for assembly. In 1944, the
head office was moved to Nihonbashi, Tokyo,
and the company name was changed to Nissan
Heavy Industries, Ltd., which the company kept
through 1949.

RELATIONSHIPS WITH OTHER CAR

COMPANIES

Nissan Motor New Headquarters under construction in April 2008

Ford
From 1993 to 2002, Nissan partnered with Ford to
market the Mercury Villager and the Nissan Quest.
The two minivans were virtually identical aside from
cosmetic differences. In 2002, Nissan and Ford
announced the discontinuation of the arrangement.

Volkswagen
Nissan licensed the Volkswagen Santana. Production
began
1984,
at
Nissan's Zama,
Kanagawa.
Production ended in May 1990.

Alfa Romeo
From 1983 to 1987, Nissan cooperated with Alfa
Romeo to build the Arna. The goal was for Alfa to
compete in the family hatchback market segment,
and for Nissan to establish a foothold in the European
market. After Alfa Romeo's takeover by Fiat, car and
cooperation were discontinued.

HUMAN RESOURCE TRAINING AND

DEVELOPMENT
INTRODUCTION
The HR functioning is changing with time and
with this change, the relationship between the
training function and other management activity is
also changing. The training and development
activities are now equally important with that of
other HR functions. Gone are the days, when training
was considered to be futile, waste of time, resources,
and money. Now a days, training is an investment
because the departments such as, marketing &
sales, HR, production, finance, etc depends on
training for its survival. If training is not considered
as a priority or not seen as a vital part in the
organization, then it is difficult to accept that such a
company has effectively carried out HRM. Training
actually provides the opportunity to raise the profile

development activities in the organization.

To increase the commitment level of employees
and growth in quality movement (concepts of HRM),
senior management team is now increasing the role
of training. Such concepts of HRM require careful
planning as well as greater emphasis on employee
development and long term education. Training is
now the important tool of Human Resource
Management to control the attrition rate because it
helps in motivating employees, achieving their
professional and personal goals, increasing the level
of job satisfaction, etc. As a result training is given on
a variety of skill development and covers a multitude
of courses.

ROLE OF HRD PROFESSIONALS IN TRAINING

This is the era of cut-throat competition and with
this changing scenario of business; the role of HR
professionals in training has been widened.
AN EXAMPLE OF A PERSONAL DEVELOPMENT PLAN
Development issue Reason for Development
Method and date for achieving objective Review date
and comments
1. Training and assessment skills To fulfil role in
training and developing my team to meet the
required job standards. Attend training course

leading to the Certificate for Skills Trainers and

assessors
by
August
2002.
2. Report writing To improve my knowledge of
standard report writing techniques. Attend a short
course when available by September 2002.
3. Project management To enable me to fully
understand and manage projects. To attend an
introductory course by June 2002 with a view to
commencing a certificate course in early 2003.
The above techniques can lead to individual
development plans. It is standard practice to compile
these individual plans and to produce composite
plans for a department or specific group. These, in
turn, can then be combined with plans from other
groups to form an organisational training needs
analysis.

TRAINING
Training is concerned with imparting developing
specific skills for a particular purpose. Training is the
act of increasing the skills of an employees for doing
a particular job. Training is the process of learning a
sequence of programmed behaviour.
In earlier practice, training programme focused
more on preparation for improved performance in
particular job. Most of the trainees used to be from
operative levels like mechanics, machines operators

and other kinds of skilled workers. When the

problems of supervision increased, the step were
taken to train supervisors for better supervision.

EVALUATION OF A TRAINING PROGRAMME

The specification of values forms a basis for
evaluation. The basis of evaluation and the mode of
collection of information necessary for evaluation
should be determined at the planning stage.
The process of training evaluation has been
defined as any attempt to obtain information on the
effects of training performance and to assess the
value
of
training
in
the
light
of
that
information. Evaluation helps in controlling and
correcting
the
training
programme.
Hamblin
suggested five levels at which evaluation of training
can take place, viz., reactions, learning, job
behaviour, organisation and ultimate value.
1. Reactions: Trainee's reactions to the overall
usefulness of the training including the coverage of
the topics, the method of presentation, the
techniques used to clarify things, often throw light on
the effectiveness of the programme. Potential
questions to trainees might include:
(i)
What were your learning goals for the
programme?
(ii) Did you achieve them?
(iii) Did you like this programme?
(iv) Would you recommend it to others who have
similar learning goals?

(v) What suggestions do you have for improving the

programme? (vi) Should the organisation continue to
offer it?
2. Learning: Training programme, trainer's ability
and trainee's ability are evaluated on the basis of
quantity of content learned and time in which it is
learned and learner's ability to use or apply the
content learned.
3. Job behaviour: This evaluation includes the
manner and extent to which the trainee has applied
his learning to his job.
4. Organisation: This evaluation measures the use
of training, learning and change in the job behaviour
of the department/organisation in the form of
increased productivity, quality, morale, sales
turnover and the like.
5. Ultimate value: It. is the measurement of
ultimate result of the contributions of the training
programme to the company goals like survival,
growth, profitability, etc. and to the individual goals
like development of personality and social goals like
maximising social benefit.

METHODS OF EVALUATION
Various methods can be used to collect data on
the outcomes of training. Some of these are:

 Questionnaires: Comprehensive questionnaires

could be used to obtain opinions, reactions,
views of trainees.
Tests: Standard tests could be used to find out
whether trainees have learnt anything during
and after the training.
Interviews: Interviews could be conducted to
find the usefulness of training offered to
operatives.
Studies: Comprehensive studies could be
carried out eliciting the opinions and judgements
of trainers, superiors and peer groups about the
training.
Human resource factors: Training can also be
evaluated on the basis of employee satisfaction,
which in turn can be examined on the basis of
decrease in employee turnover, absenteeism,
accidents, grievances, discharges, dismissals,
etc.
Cost benefit analysis: The costs of training
(cost of hiring trainers, tools to learn, training
centre,
wastage,
production
stoppage,
opportunity cost of trainers and trainees) could
be compared with its value (in terms of reduced
learning time, improved learning, superior

performance) in order to evaluate a training

programme.
Feedback: After the evaluation, the situation
should be examined to identify the probable
causes for gaps in performance. The training
evaluation information (about costs, time spent,
outcomes, etc.) should be provided to the
instructors, trainees and other parties concerned
for control, correction and improvement of
trainees' activities. The training evaluator should
follow it up sincerely so as to ensure effective
implementation of the feedback report at every
stage.

TRAINING PROGRAMME OF COMPANY

Purpose To establish and maintain a documented
procedure for identifying and providing training
to all the employees of the organization with
essential skill and knowledge so as to achieve
desired quality and productivity goals.
ScopeThis procedure is applicable to all employees.
Company's personnel involved in quality system.

Training Process
Training is provided both In House and through
Outside Agencies Which could be for an
individual or for group of persons as a collective
training.
Training is conducted either through Planned
Training
Programme
Emergent
Training
Programme which is organized by the HRD
Department
Planned Training The planned training programme is drawn on
annual basis both for individual and group of
persons for collective training at the beginning of
Calendar Year by Manager HRD and HRD
Executive of factory. The departmental Heads
drawn out the training requirements on the
training requisition slip and sent it to HID Dept.
Training of the senior personnel at Factory Is also
catered for at Head Office on receipt of
requirement from HRD Executive.
The annual Training Prog. at Head office is
approved by from Chairman cum Managing
Director.

 Annual training Prog. is prepared on format and

circulated to all heads of department and is
updated. If required in case of additional training
needs.
Emergent Training
The Emergent training programme is a
supplementary training programme both for
individual and collective persons which is
imparted during the course of work to take care
for
unforeseen
or
uncatered
training
requirements arisen due to installation of new
machine, system, procedure etc.
Identification of such training need is done by the
concerned
HOD
at
Head
Office
and
HOD/Supervisor at factory and accordingly
forwards their request. The procedure as in case
of planned training is followed there after.
Conduct of Training
HRD Head at HO & HRD (Executive) at factory
ensures that identified training in their respective
areas is conducted as scheduled.
In case of External training, liaison with the
agency is done and dates, venue etc. is fixed up

and concerned person is intimated through

Heads of Department.
For In-House training, date/Venue is fixed up with
identified faculty and concerned individual is
informed through Heads of Department. Besides,
necessary
resource/infrastructure
is
also
provided for effective training.

EXTERNAL TRAINERS FOR THE COMPANY ARE:

Father Son & Company
Skill & Thoughts
Logic Consultant
Topics covered under Training Programme
EFT Act & Scheme Provisions
Rigid and Semi Rigid Packaging
Principles of Contract Labour Act
Self-motivational & Attitudinal Seminar
Organic farming
Training about operations in the company.
Processing of Rice (value addition In Rice)
Knowledge about rice trade
Operational and
Cleaning Plant

maintenance

Silo storage Techniques

Scientific Instrumentation

of

dryer

&

 Finished goods quality control

Trouble shooting

TRAINING NEED IDENTIFICATION

FOR COMPANY
INTRODUCTION
Training need identification is a tool utilized to
identify what educational courses or activities should
be provided to employees to improve their work
productivity. Here the focus should be placed on
needs as opposed to desires of the employees for a
constructive outcome. In order to emphasize the
importance of training need identification we can
focus on the following areas: To pinpoint if training will make a difference in
productivity and the bottom line.
To decide what specific training each employee
needs and what will improve his or her job
performance.
To differentiate between the need for training and
organizational issues and bring about a match
between individual aspirations and organizational
goals.
Identification of training needs (ITN), if done
properly, provides the basis on which all other
training activities can be considered. Also requiring
careful thought and analysis, it is a process that
needs to be carried out with sensitivity as people's

learning is important to them, and the reputation of

the organization is also at stake.Identification of
training needs is important from both the
organisational point of view as well as from an
individual's point of view. From an organisation's
point of view it is important because an organisation
has objectives that it wants to achieve for the benefit
of all stakeholders or members, including owners,
employees, customers, suppliers, and neighbours.
These objectives can be achieved only through
harnessing the abilities of its people, releasing
potential
and
maximising
opportunities
for
development. Therefore people must know what they
need to learn in order to achieve organisational
goals. Similarly if seen from an individual's point of
view, people have aspirations, they want to develop
and in order to learn and use new abilities, people
need appropriate opportunities, resources, and
conditions. Therefore, to meet people's aspirations,
the organization must provide effective and
attractive learning resources and conditions. And it is
also important to see that there is a suitable match
between
achieving
organizational
goals
and
providing attractive learning opportunities.

DEVELOPMENT

Management development is all those activities

and programme when recognized and controlled
have substantial influence in changing the capacity
of the individual to perform his assignment better
and in going so all likely to increase his potential for
future assignments.
Thus, management development is a combination
of various training programme, though some kind of
training is necessary, it is the overall development of
the competency of managerial personal in the light of
the present requirement as well as the future
requirement. Development an activity designed to
improve the performance of existing managers and to
provide for a planned growth of managers to meet
future organizational requirements is management
development.

MANAGEMENT DEVELOPMENT IS BASED ON

FOLLOWING ON ASSUMPTIONS.
1. Management development is a continuous
process. It is not one shot programme but continues
though out the career of a manager.
2. Management development is any kind of learning,
is based on the assumption that there, always
existing a gape between an individuals performance
and his potential for the performance.

3. Management development seldom takes place in

completely peaceful and relaxed atmosphere.
4. Management development requires clear setting
of goals.
5. Management development required conducive
environment.

RESEARCH METHODOLOGY
MEANING OF RESEARCH
Research as the manipulation of things,
concepts of 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.
The Research Methodology followed for further
work can be primarily classified into two stages
namely Exploratory and Descriptive. The stepwise
details of the research are as follows:
Exploratory Study: Since we always lack a clear
idea of the problems one will meet during the study,
carrying out an exploratory study is particularly
useful. It helped develop my concepts more clearly,
establish priorities and in improve the final research
design.
Exploratory study will be carried out by
conducting:
Secondary data analysis which included studying the
website of
the company and also going through the various
articles published in different sources (magazines,
books, internet, newspapers) on Small and Medium
Scale Enterprises and Training and development
process.

Experience surveys also conduct with AssistantManager Human Resources and the General Manager
and Personnel Officer of Ananta Nissan to gain
knowledge about the nature of
Training and development process followed in the
organization.
Descriptive Study: After carrying out initial
Exploratory studies to bring clarity on the subject
under study, Descriptive study will be carried out to
know the actual Training and Development method
being followed at Ananta Nissan. The knowledge of
actual training and development process is needed
to document the process and suggest improvements
in the current system to make it more effective. The
tools used to carry out Descriptive study included
both monitoring and Interrogation.
Sample Selection : To know the Training and
development process of the Ananta Nissan
employees for identifying through Exploratory and
Observational studies that the Assistant Manager
Human Resources, the General Manager at Head
office and The Esteemed Managing Director of the
company are the right persons who provides training
to the employees.
Research has shown specific benefits that a
small business receives from training and
developing its workers, including:

Increased productivity.
Reduced employee turnover.
Increased efficiency resulting in financial gains.
Decreased need for supervision.

QUESTIONNAIRE
Dear Sir/Madam,
I am doing a research work on Employees Training &
Development. I would request you to
kindly spare some time to fill up this questionnaire.
Thank you very much for your cooperation.
Name -------------------------------------------------Designation------------------------------------------Department------------------------------------------Section I
Q1. Please mention your age
20-25
25-30
Above 30
Q2. Sex:
Male
Female
Q3. Marital Status:
Single
Married
Divorced
Q4. No. of years of experience:
Less than 3 years
3 to 5 years
More than 5 years

Q5. Is this your first organization?

Yes
No
Section II
NOTE: Please tick mark ( ) the option you feel is
most appropriate as per the following:
Rate on a scale of 1-6 to indicate your option, 1 being
strongly disagree and 6 being strongly agree
Q1. You know what is expected of you at work.
123456
Q2. You have the materials and Equipment that you
need to
do your everyday work.
123456
Q3. The work you do has appropriate task variety.
123456
Q4.You are performing a job that matches your skills.
123456
Q5.You are given ample flexibility to perform your
job.
123456

Q6.The organization clarifies how its culture is

evident through
employee behavior.
123456
Q7.The organization rewards or recognizes such
employee behavior.
123456
Q8.You feel comfortable working with your team
members.
123456
Q9.Your organization has created a professional,
attractive work area that is functional and promotes
productivity.
123456
Q10.The company provides you a safe work
environment by accident prevention & safety
programs.
123456
Q11.Your work interferes with your
relationships & family responsibilities.
123456

personal

Q12.Your salary is fair, equitable and competitive.

123456

Q13.You are offered economically feasible employee

benefit programs tailored to individual needs.
123456
Q14.Rewards in your organization are immediate and
appropriate.
123456
Q15.Performance goals
oriented and achievable.
123456

are

behavioral,

result-

Q16.Performance is regularly tracked and measured.

123456
Q17.Performance measures are mutually agreed on
& discussed by both the employee & supervisor.
123456
Q18.Performance is appropriately rewarded with
raises, incentives, rewards and recognition.
123456
Q19.Performance measurement is used as criteria for
promotions.
123456
Q20.You are a part of a supportive and productive
team.
123456

Section III
Q1. Has your company organizes a training and
development programme?
Yes
No
Q2. If your organisation identifies the training needs
for the employees?
Yes
No
Q3. On an average, how much time did it used to
take for training and development programme?
One Month
Two Month
Three Month
Q4. How much training programs has been made in
the past one year?
One
Two
Three
Q5. Do you have any training programs in the
coming financial year?
Yes
No
Q6. Do your top management take feed back?

 Yes
No
Q7. What do you think the training programs will be
run in future?
Yes
No
Q8. Do employee development programs
unrealistic expectations about promotions?
Yes
No

raise

Q 9. Do the Executive Director engage development

activities for him/herself?
Yes
No
Q10. Do you feel trust in your supervisors?
Yes
No

SUGGESTIONS
RECOMMENDATIONS

AND

1-Every employess should be aware of training and

development programmes of the organization.
2-Training and development programmes of the
organization must be simple and easy to understand.
3-There must be an
communication system.

effective

and

two

way

4-the organization can use drop box system so that

the employees who are not free to tell their problems
can be helped by this.

LIMITATIONS:
In view of the limited time available for the
study, only the Training and Development
process could be studied.
The sample size is too small to reflect the
opinion of the whole organization.
The answers given by the respondents have to
be believed and have to be taken for granted as
truly reflecting their perception

CONCLUSION
The study reveals that the training and development
programme is satisfactory.The Organisation is
recognizing the importance of satisfying the
employees and retaining them.Further improvements
can be made so that all members get satisfaction
with
the
procedure.The
suggestions
and
recommendations when implemented will be proved
more beneficial for the organization.

BIBLIOGRAPHY :

Aswathappa, K., Human Resource Personal

Management
Kothari, C. R., Methods and Techniques, New Delhi,
New Age International Publications
Making performance work effectively: - Philip Tom:
McGraw Hill Book Company: England: 1983.
P. Jyothi, P., Venkatesh, D.N., Human Resource
Management
Principles and procedures in evaluating performance:
John C. Flanagan: volume 28.
Public Personal Administration: S L Goel: Sterling
Publishers Pvt. Ltd.: New Delhi.
Research Methodology Methods and Techniques:
Kothari C. R.: Willey Easter: New Delhi.
Training & Development : A Better way: Robert
Hayden: Volume 52.