employee training and development: a case study at kc...

Employee Training and Development: A Case study at KC MOTORS

CHEVROLET, Srinagar

ISSN (Online): 2395- 6593

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FUNOON: AN INTERNATIONAL JOURNAL OF MULTIDISPLINARY RESEARCH- Vol. I, Issue 2/Sept. 2015

Employee Training and Development: A Case study at KC MOTORS CHEVROLET, Srinagar

Asif Ali

MBA Student, Business School,

University of Kashmir, Srinagar,

Email: [email protected]

Abstract : In a rapidly changing society, employee training and development is not

only an activity that is desirable but also an activity that an organization must commit resources

to if it is to maintain a viable and knowledgeable work force. In this study it was found that

Training programs lacks some requisites that they are not able to implement the same facilities

practically; thereby the same should be implemented. Employee appraisals and evaluations are

fundamental to gauging the quality of work an employee provides, therefore the same should

be encouraged, Time period for training sessions should be extended, More branches in different

districts should be opened so that the networking of the organizations will get strong and more

outputs will be gained, Audio visual aids should be used to make training programmed more

interactive and up to satisfaction level of trainees, Management can introduce suggestion

scheme, inviting suggestions from the employees. Stress management training should be given

to the employees. As the jobs become more complex, the importance of employee development

also increases. Inadequate job performance or decline in productivity or changes resulting out of

job redesigning or a technological breakthrough requires some type of training and

development efforts.

Keywords: Training, Development, Employee, Srinagar and Organization & Management.

mailto:[email protected]


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Introduction

Training is a systematic process of changing knowledge, skill behavior & motivation of

employees to improve their performance on the job as per the goals & objectives of the

organization. Training should also facilitate introduction of newer technology, new work

methods, innovation & all round enhancements of productivity & quality of products & services.

An effective training system has two key characteristics; first, it is based on systematic approach

to training need assessment system, & second, it utilizes the training need information in a cost-

effective manner or improving performance on – the job. Training process is an integral part of

human resource management & organization. Training and development are continuous process

in improving the caliber of employees. It is an attempt to improve their current and future

performance but the organization should keep a track on their performance after imparting them

training it means training need assessment (Miller & Diana, 2002) it is a systematic process of

altering the behavior of employees to acquire by the employer to provide opportunities for the

employees to acquire job related skills, attitudes and knowledge.

Rao, T.V, (2015) found employee training tries to improve skills, or add to the existing level of

knowledge so that employee is better equipped to do his present job, or to prepare him for a

higher position with increased responsibilities. However individual growth is not and ends in

itself. Organizational growth need to be measured along with individual growth. Training refers

to the teaching /learning activities done for the primary purpose of helping members of an

organization to acquire and apply the knowledge skills, abilities, and attitude needed by that

organization to acquire and apply the same. Broadly speaking training is the act of increasing the

knowledge and skill of an employee for doing a particular job. In today’s scenario, change is the

order of the day and the only way to deal with it, is to learn and grow. Employees have become

central to success or failure of an organization they are the cornucopia of ideas. So it high time

the organization realize that ―train and retain is the mantra of new-millennium.”

Development is integral part of training if somebody is trained properly and efficiently,

the developments of that individual and the company for whom he is working would always be

seen at the peak. Here we discussed about development of employee, how to identify the needs,

and after developing how to develop executive skill to sharpen their knowledge. Learning should

be the continuous process and one should not hesitate to learn any stage. Learning and

developing is fast and easy at kc motors Chevrolet.

Objectives of Study

To study the employees perception with respect to existing training system at Chevrolet

To assess what management believes about imparting training to employees

To suggest and recommend various point in order to make training practices more

effective in the organization


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Methodology

The primary data was collected from the respondents by administering a structured questionnaire

and also through observations, interviews and discussions with the management team. Apart

from the primary data, the secondary data is collected through the Annual reports of KC motors,

past facts and figures provided by the KC motors Chevrolet, and through internet.

Statistical techniques:

General Motors in India

Chevrolet has been one of the most recognized brands in India for several decades. They

were made popular as the vehicle of choice of the heroes in Bollywood movies.

Launched by GM's India operations, Chevrolet is among the more recent auto brands.

Until 2003, GM India—originally a joint venture with Hindustan Motors, sold the Opel

Corsa, Opel Astra and the Opel Vectra. Chevrolet officially began business in India on

June 6, 2003. The Corsa and Astra were built at a plant in Halol, Gujarat.

Chevrolet currently sells the Chevrolet Cruze, Chevrolet Spark, Chevrolet Optra,

Chevrolet Aveo, Chevrolet Tavera, Chevrolet Captiva, Chevrolet SRV, Chevrolet Beat,

Chevrolet Sail and Chevrolet Aveo U-VA. The Chevrolet Forester, a rebadged Subaru,

was imported directly from Fuji Heavy Industries in Japan until 2005. The Cruze and

Tavera are built at the Halol plant. Chevrolet also is the sole Engine supplier for the

Formula Rolon single seater series in India.

Sample size 50

Sampling area Srinagar(J&K)

Industry KC motors Chevrolet

Respondents Staff members of KC motors Chevrolet

Data Sources Primary & Secondary Data

Sampling method The research was made by the survey in accordance with the

convenience of the employees. So the sampling type is

convenient sampling.

http://en.wikipedia.org/wiki/Hindustan_Motors

http://en.wikipedia.org/wiki/General_Motors_Corsa#Opel_Corsa_B



http://en.wikipedia.org/wiki/General_Motors_Astra#1991

http://en.wikipedia.org/wiki/Opel_Vectra#Vectra_B

http://en.wikipedia.org/wiki/Halol

http://en.wikipedia.org/wiki/Chevrolet_Cruze

http://en.wikipedia.org/wiki/Chevrolet_Spark

http://en.wikipedia.org/wiki/Chevrolet_Optra

http://en.wikipedia.org/wiki/Chevrolet_Aveo

http://en.wikipedia.org/wiki/Chevrolet_Tavera

http://en.wikipedia.org/wiki/Chevrolet_Captiva

http://en.wikipedia.org/wiki/Daewoo_Lacetti

http://en.wikipedia.org/wiki/Chevrolet_Spark

http://en.wikipedia.org/wiki/Chevrolet_Sail

http://en.wikipedia.org/wiki/Daewoo_Kalos

http://en.wikipedia.org/wiki/Subaru_Forester

http://en.wikipedia.org/wiki/Subaru

http://en.wikipedia.org/wiki/Fuji_Heavy_Industries

http://en.wikipedia.org/wiki/Formula_Rolon


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Profile of KC Motors Chevrolet:

Training Methods Adopted by the KC Motors Chevrolet

The General Motors usually employ different types of training methods to train employees. The

training session maximum one month to employee training

a) Lecture method:

In lecture method, the trainer does all of the talking, He or she may use hand our, visual

aids, question/answer or posters to support the lecture.

Communication is primarily one –way; from the instructor to the trainee.

Pros: less time is needed for the trainer to prepare than other methods it provides a lot of

information quickly when it is less important that the trainees retain a lot of details.

Cons; Does not actively involve trainees in training process. The trainees forget much

information if it is presented only orally.

b) Demonstration:

Demonstration is very effective for basic skills training. The trainer shows trainees how

to do something. The trainer may provide an opportunity for trainees to perform the task

being demonstrated.

Pros: This method emphasizes the trainee involvement. It engages several senses; seeing,

hearing, feeling, touching.

Name of firm Kc motors Chevrolet

Situated at Hyderpora, Tengpora bypass,srinagar

Year and date of establishment November 2009

Authorized main dealer KC Motors Chevrolet

No of employees Sale department &

Service department= 85

Other kc branches Baramulla, Shopian

Product profile Sale and services


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Cons: It requires a great deal of trainer preparation and planning, there is also need to be

an adequate space for the training to take place. If the trainer is not skilled in the task

being taught, poor work habit can be learned by the trainee.

c) Project:

Projects require the trainees to do something on the job which improves the business as

well as helps them learn about the topic of training. It might involve participation on a

team, the creation of a database, or the forming of a new process. The type of project will

vary by business and the skill level of the trainee.

Pros: This is a good training activity for experienced employees. Projects can be chosen

which help solve problems or otherwise improve the operation; Trainees get first –hand

experience in the topic of the training. Little time is needed to prepare the training

experience

Cons; without proper introduction to the project and its purpose, trainees may think they

are doing somebody else’s work. Also, if they do not have an interest in the project or

there is no immediate impact on their own jobs, it will be difficult to obtain and maintain

their interest.

d) Mentoring

A mentor can tutor others in their learning; mentors help employees solve problems both

through training them in skills and through modeling effective attitudes and behaviors.

This system is sometimes known as a buddy system.

Pros; It can take place before, during, or after a shift; It gives the trainee individual

attention and immediate feedback. It also helps the trainee get information regarding the

business culture and organizational structure.

Cons; Training can be interrupted if the mentor moves on, if a properly trained mentor is

not chosen, the trainee can pick up bad habits.

e) Case studies

A case study is a description of a real or imagined situation which contains information

that trainees can use to analyze what has occurred and why. The trainees recommend

solutions based on the content provided.

Pros: A case study can present a real- life situation which lets trainees consider what they

would do, it can present a wide variety of skills in which applying knowledge is

important.

Cons; Cases can be defined to write and time consuming to discuss. The trainer must be

creative and very skilled at leading discussions, making points and keeping trainees on

track.

f) Job rotation

A job design technique in which employees are moved between two or more jobs in a

planned manner, the objective is to expose the employees to different experiences and

wider variety of skills to enhance job satisfaction and to cross –train them.


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Pros; Provides an opportunity to broaden one’s knowledge; - Due to job rotation the

person is able to learn different job in the organization this broadens his knowledge.

Data Analysis:

1) Since how many years you are working in this organization?

0 – 2 years

2 – 4 years

4 - 6 years

More than years

Responses


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Interpretation: Most of the employees were working in the company from the last 0-2 years and

2-4 years and therefore would have useful experience regarding efforts made by their

organization for assisting them to acquire job related skills, attitudes and knowledge through

training and development programmes.

2) The organization has a training and development policy applicable to all employees?

Interpretation: Most of the employees are of the view that training is considered as a part of

the organizational strategy.

3) Do you like to attend the training programme?

0

10

20

30

40

50

AgreedNot Agreed

Partially Agreed None of

these

Responses

0

5

10

15

20

25

30

yes no off and on no idea

responses


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Interpretation: Most of the employees want to be periodically reviewed, upgraded and updated

in tune with the demanding situation of the expectations of customers.

4) Since how many years training is being organized by your kc motors Chevrolet?

Interpretation: most of the employees were working in the company from the last 3-4 years and

2-3 years and therefore would have useful experience regarding efforts made by their

organization for assisting them to acquire job related skills and knowledge through training and

development programmes.

5) The training is provided by competent professional?

0

5

10

15

20

25

30

0 -1 years1-2 years

2-3 years 3-4 years

Responses


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Interpretation

98% of employees are of the view that the training is provided by the competent

professional .the training is provided thereby keeping in view all the training objectives

are met during the training sessions.

6) Does the trainer collect the feedback from the trainees after program is completed?

Interpretation: 90% of respondents agreed that the training is provided by the

professionals’ trainers and thereby the trainer collects the feedback from the trainees after

completion of training programs.

0

10

20

30

40

50

60

Agreed Not Agreed Partially Agreed None of these

Series 1

0

10

20

30

40

50

yes no

Response


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7) Does the training help you to upgrade soft skills like communication skills, leadership,

team building etc.

Interpretation: 68% of the trainees are of the view that the training is essential for

upgrading their various skills while 22% of the trainees are to some extent agreed with the same.

8) Are you able to implement the learned skills in the day to day job after coming back from

the training program

Interpretation: Only 54% of trainees agreed that they are able to implement the learned

skills in the day to day job after coming back from the training program. Thereby it is

revealed that training programs lacks some requisites as 8% of trainees are still of the

opinion that they are not able to implement the same facilities practically.

To a great extent

To some extent

Very little extent

Not at all

To a great extent

To some extent

Very little extent

Not at all


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9) Employees should be given appraisal in order to motivate them to attend the training. Do

you agree with this statement?

Interpretation: Most of the employees strongly agree that they are given appraisal in

order to motivate them to attend the training. Employee appraisals and evaluations are

fundamental to gauging the quality of work an employee provides, and are usually

collected and rated by human resources departments. promotions, raises and bonuses can

hinge on the result of an employee`s appraisal

10) Does training program helps the employee in the achievement of the organizational goal?

0

5

10

15

20

25

30

35

Agreed Not Agreed Partially Agreed

None of these


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Interpretation: Most of the employees are of the view that training helps achievement of the

organizational goal.

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

Interpretation; The views of majority of employees, points towards the fact that it takes 1-2

months to implement the trained process. Further the fact that no good implementation can be

done in a day, the period of 1-2 months simply tells us that the management must be following

the critical steps very carefully, in order to make the implementation process successful.

Findings

1. Employees working in the company have sound working experience.

Agreed

Not Agreed

Partially Agreed

None of these

0

5

10

15

20

25

30

Less than 1 month 1-2 months 2-4 months More than 4 months

Responses


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2. Majority of trainees are of the view that the organization has a training and development

policy applicable to all employees.

3. Training is considered as a part of the organizational strategy.

4. Majority of employee attend training programmes in order to remain updated in tune with

the demanding situation of the expectations of customers.

5. The training is provided by the competent professionals.

6. The trainer collects the feedback from the trainees after completion of training programs.

7. Trainees are able to implement the learned skills in the day to day job after coming back

from the training program.

8. The trainees are of the view that the training is essential for upgrading their various skills

9. Majority of the employees are of the view that training helps in achievement of the

organizational goal.

10. The employees are being provided by appraisals.

11. Majority of employees, are of the view towards the fact that it takes 1-2 months to

implement the trained process.

Suggestions

1. Training programs lacks some requisites that they are not able to implement the same

facilities practically; thereby the same should be implemented.

2. Employee appraisals and evaluations are fundamental to gauging the quality of work an

employee provides, therefore the same should be encouraged

3. Time period for training sessions should be extended.

4. More branches in different districts should be opened so that the networking of the

organizations will get strong and more outputs will be gained.

5. Audio visual aids should be used to make training prograrmme more interactive and up to

satisfaction level of trainees.

6. Management can introduce suggestion scheme, inviting suggestions from the employees.

7. Stress management training should be given to the employees.


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Conclusion

Every organization needs to have well trained and experienced people to perform the activities

that have to be done. If the current or potential job occupant can met this requirement, training is

not important but when this is not the case, it is necessary to raise the skill levels and increase the

versatility and adaptability of employees. Inadequate job performance or decline in productivity

or changes resulting out of job redesigning or a technological breakthrough requires some type of

training and development efforts. As the jobs become more complex, the importance of

employee development also increases. In a rapidly changing society, employee training and

development are not only an activity that is desirable but also an activity that an organization

must commit resources to if it is to maintain a viable and knowledgeable work force. Mamoria

,C.B & Gankar, S.V(2014). In today’s Corporate World, it is very important that the managers

should plan, organize, direct and control, the procurement, development, compensation,

integration, management and separation of workforce in order that the organization may

accomplish its objectives. From this point of view, the workforce is an instrument of the

organization, and the HR manager provides and shapes that instrument. Hence, the HR managers

must assist the organization in adopting the changes in mix and values. Thus, global competition,

customer focus, and need for speed & flexibility have transformed the business equation. But to

get the desired result, we must depend on HR to carry the proceedings. We must select

competent individuals, develop, motivate, retain and provide them with the organizational

culture and process that will allow them to succeed. I conclude that through proper training, an

employee can become multi-skilled, as training helps to develop knowledge, skills and attitudes

necessary to perform job related tasks.

I have found out that because of training, employees are more able to perform their

work very effectively. By imparting suitable training to employees, the company can achieve the

target of: Low Cost, High Quality, Productivity, Timely delivery, Reliability, Value for money,

Customer satisfaction.


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References

History of Chevrolet. Retrieved on April 22, 2015 from www.kcmotors.in.

Janice A, Miller, SPHR & Diana M. Osinki SPHR,‖Training needs and

Assessment‖2002. Retreived on April 22, 2015 from www.ispi.org

Mamoria, C.B & Gankar, S.V.‖A Text book of human resource management”,

Himalayan publishing. Mumbai .2014.

Rao, T.V. Readings in human resource development, oxford & IBH Publishing.,

New Delhi, pp326-333., 2003.

http://www.kcmotors.in/

http://www.ispi.org/

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