IN-COMPANY TRAINING REPORT

ON
TRAINING & DEVELOPMENT PRACTICES
IN HITACHI
COMPLETED IN

HITACHI INDIA PVT. LTD.

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF
BACHELOR OF BUSINESS ADMINISTRATION (BBA)

GURU JAMBHESHWAR UNIVERSITY OF SCIENCE &

TECHNOLOGY, HISAR

TRAINING SUPERVISOR
MRS. SAUMYA DAS
(Senior Manager Sales)

SUBMITTED BY
NITIN SEJWAL
BATCH: 2009-2012
ENROLLMENT NO: 09511225032

SESSION 2009-2012
STUDENTS DECLARATION
1

I hereby declare that the Summer Training Report conducted at Training &
Development Practices in Hitachi submitted in partial fulfillment of the
requirement of bachelor of business administration (BBA) Jagannath Institute of
Management Sciences, Affiliated to Guru Jambheshwar University of Science &
Technology, Hisar. It is my original work and the same has not been submitted for the
award of any other Degree/diploma / fellowship or other similar titles or prizes.

NITIN SEJWAL
Student signature

PREFACE
Training is considered as a positive step towards augmentation of the knowledge base
by the respondents. The training programmes were adequately designed to cater to the
developmental needs of the respondents. Some respondents believe that the training
sessions could be made more exciting if the sessions had been more interactive and in
line with the current practices in the market. The training programmes were able to
improve on-the-job efficiency. Some respondents also recommended that the number
of training programmes be increased. Based on the data collected through the
questionnaire and interactions with the managers and executives of Hitachi India Pvt
Ltd, the following recommendations are made for consideration:
The In-house training programmes will be beneficial to the organization as well as
employees since it will help employees to attend their official work while undergoing
the training. The organization can arrange the training programmes department wise
in order to give focused attention towards the departmental requirements.

ACKNOWLEDGEMENT
The present work is an effort to throw some light on Training & Development
Practices in Hitachi. The work would not have been possible to come to the present
shape without able guidance, supervision and help to me by number of people.
With deep sense of gratitude I acknowledged the encouragement and guidance
received by my research guide Mrs. Saumya Das (Seniro Manager Sales). He
assisted me in completion of this research project. I thank him sincerely for devoting
his valuable time. He has contributed substantially towards completion of the report.
I convey my heartfelt affection to all those people who helped and supported me
during the course, for completion of my Project Report.
Nitin Sejwal
Enrollment No. 09511225032

TABLE OF CONTENTS
S. No
TOPIC
CHAPTER 1 INTRODUCTION

Page. No
1-52

1.1. Overview of Industry as a whole

1.2. Profile of the Organization

Origin

Recent Achievements

Mission & Vision

Products

Organization Structure

1.3 Introduction to the Topic/Title/Problem Studied

CHAPTER 2 - OBJECTIVE & METHODOLOGY

53-56

2.1. Objectives of the Study

2.2. Research Methodology

Research Design

Sources of data

Sampling Technique

Sample size, if any

Methods of data collection

Tools and techniques of analysis

2.3. Limitations of the Study

CHAPTER 3 - DATA ANALYSIS & INTERPRETATION

57-75

CHAPTER 4 - FINDINGS

76-79

CHAPTER 5 - RECOMMENDATIONS

80-81

ANNEXURES

82-86

Questionnaire/s

Tables/Graphs/ Annual Reports of Company/Industry etc.

Any other relevant documents

BIBLIOGRAPHY/REFERENCES

CHAPTER-1
INTRODUCTION

87

INTRODUCTION
1.1. Overview of Industry as a whole
Indias consumer market is riding the crest of the countrys economic boom. Driven
by a young population with access to disposable incomes and easy finance options,
the consumer market has been throwing up staggering figures. India officially
classifies its population in five groups, based on annual household income (based on
year 1995-96 indices). These groups are: Lower Income; three subgroups of Middle
Income; and Higher Income. However, the rupee income classifications by
themselves do not present a realistic picture of market potential for a foreign business
enterprise, because of significant differences in purchase power parities of various
currencies. In fact, the Indian rupee has a very high purchase power parity compared
to its international exchange value. For instance, while the exchange rate of one US
dollar is 48.50i Rupees, the domestic purchasing power of a US dollar in the US is
closer to the purchasing power of Rs 6 in India, for equivalent needs and services. As
a result, India ranks fifth in the world, on purchase power parity terms, despite being
having low per capita national income (US$ 340 per capita).
Consumer Classes
Even discounting the purchase power parity factor, income classifications do not
serve as an effective indicator of ownership and consumption trends in the economy.
Accordingly, the National Council for Applied Economic Research (NCAER), Indias
premier economic research institution, has released an alternative classification
system based on consumption indicators, which is more relevant for ascertaining
consumption patterns of various classes of goods. There are five classes of consumer
households, ranging from the destitute to the highly affluent, which differ
considerably in their consumption behavior and ownership patterns across various
categories of goods. These classes exist in urban as well as rural households both, and
consumption trends may differ significantly between similar income households in
urban and rural areas.

Structure of the Indian Consumer Market

(in millions of households)
Consumer Classes ) Annual income Rs) 1998 2004
2010
ii
The rich (Rs. 215, 000 and more)
1.2
2
6.2
The Consuming Class (Rs. 45215,000)
32.5 54.6
90.9
The Climbers (Rs. 22-45, 000)
54.1 71.6
74.1
The Aspirants (Rs. 16-22, 000)
44
28.1
15.3
The Destitute (below Rs. 16,000)
32.2 3.4
12.8
Total
164.8 180.7
199.2
Source: National Council for Applied Economic Research (NCAER)

Change
416%
179%
37%
-65%
-61%
21%

The target market segments considered for aspiration and lifestyle goods are the 35
million homes representing the consuming classes and the rich, or some 150 million
people. It was the roughly 80 million households that comprise the upper aspiring to
lower consuming that so excited the global market when they decided to enter the
Indian market in the early 1990s. It was not until 1992, when the Indian market first
began to open up post liberalization, that the MNCs started taking a closer look at the
purchasing power of the countrys middle class. Inevitably, the first thing they saw
was the massive volume of this potential market, rather than its cultural
idiosyncrasies.
OVERVIEW OF INDIAS CONSUMER DURABLES MARKET
The Indian consumer durables segment can be segregated into consumer electronics
(TVs, VCD players and audio systems etc.) and consumer appliances (also known as
white goods) like refrigerators, washing machines, air conditioners (A/Cs),
microwave ovens, vacuum cleaners and dishwashers.
Most of the segments in this sector are characterized by intense competition,
emergence of new companies (especially MNCs) and introduction of state-of-the-art
models, price discounts and exchange schemes. MNCs continue to dominate the
Indian consumer durable segment, which is apparent from the fact that these
companies command more than 65 per cent market share in the colour television
(CTV) segment. In consonance with the global trend, over the years, demand for
consumer durables has increased with rising income levels, double-income families,
changing lifestyles, availability of credit, increasing consumer awareness and
introduction of new models. Products like air conditioners are no longer perceived as
luxury products.

The biggest attraction for MNCs is the growing Indian middle class. This market is
characterised with low penetration levels. MNCs hold an edge over their Indian
counterparts in terms of superior technology combined with a steady flow of capital,
while domestic companies compete on the basis of their well-acknowledged brands,
an extensive distribution network and an insight in local market conditions. One of the
critical factors those influences durable demand is the government spending on
infrastructure, especially the rural electrification programme. Given the government's
inclination to cut back spending, rural electrification programmes have always lagged
behind schedule. This has not favoured durable companies till now. Any incremental
spending in infrastructure and electrification programmes could spur growth of the
industry.
The digital revolution is shaking up the consumer durables industry. With the advent
of MP3 music files, personal video recorders, game machines, digital cameras,
appliances with embedded devices, and a host of other media and services, it is no
longer clear who controls which part of home entertainment. This has set off a battle
for dominance, and the shakeup is spanning the entire technology spectrum. Microsoft
Corp. is spending billions on entertainment initiatives such as its Xbox video game
console. Compaq and HP sell MP3 music players that plug into home-stereo systems.
Apple Computer is positioning its new iMac as a digital-entertainment device. Sony is
building Vaio computers that focus on integrating multimedia applications. Philips
sells stereos that hook into a high-speed Internet connection to play music from the
9

Web. More startups are trying to carve out profitable niches in digital music, video,
and home networking. The industry is witnessing a number of strategic alliances, to
develop a range of capabilities - electronic hardware, software and entertainment
content.
As more consumers grow comfortable with technology, companies need to build
simpler devices that offer more entertainment and convenience. These new machines
need to work together readily, and should be as easy to set up and use as a telephone
or a television. Consumerization of technology could be a major phenomenon over
the next 5 to 10 years. This could hasten industry consolidation, as healthy companies
gain market share by buying out weaker ones at attractive prices. Apart from steady
income gains, consumer financing has become a major driver in the consumer
durables industry. In the case of more expensive consumer goods, such as
refrigerators, washing machines, colour televisions and personal computers, retailers
are joining forces with banks and finance companies to market their goods more
aggressively. Among department stores, other factors that will support rising sales
include a strong emphasis on retail technology, loyalty schemes, private labels and the
subletting of floor space in larger stores to smaller retailers selling a variety of
products and services, such as music and coffee.
GROWTH SCENARIO
Rising disposable income and declining prices of durables have resulted in increased
volumes. An increase in disposable income is aided by an increase n the number of
both double-income and nuclear families.
The

market

for

consumer

durables

(including

entertainment

electronics,

communitarian and IT products) is estimated at Rs 32 billion (US $7.1 billion). The

market is expected to grow at 10 to 12 per cent annually and is expected to reach Rs
60 billion (US$13.3 billion) by 2010. The urban consumer durables market is growing
at an annual rate of seven to 10 per cent, the rural durables market is growing at 25
per cent annually. Some high-growth categories within this segment include mobile
phones, TVs and music systems.

10

Consumer durables are expected to grow at 10-18per cent in 2010-11, driven by the
growth in CTVs and air conditioners. Value growth of durables is expected to be
higher than historical levels as price declines for most of the products are not expected
to be very significant. Though price declines will continue, it will cease to be the
primary demand driver. Instead the continuing strength of income demographics will
support volume growth.
Future Trends
The air-conditioning and refrigeration industry is one of Indias export-potential
industries, as the product range could serve customers in both tropical (Cooling
Mode) and cold (Heating & Cooling Mode) areas. The future of this industry looks
strong as a growth rate of 15% is expected. In 2006-2008 production is concentrated
on power-saving air conditioners as consumers are now more concerned about being
more environmentally friendly, thus trying to conserve energy when possible.
Domestic market demand is a sign of recovery resulting from aggressive support from
the government for revitalizing the real estate sector. It is expected that local demand
will reach a growth rate of 24 percent per year. The export market is expanding as a
result of relocating production base to India from overseas investors and the potential
of penetrating new markets. Consequently, air conditioners remain the most important
exports in India.

11

1.2 COMPNAY PROFILE OF HITACHI

12

Hitachi in India
Hitachi India Pvt. Ltd. (HIL) markets and sells a wide range of products ranging from
Power and Industrial Systems, Industrial Components & Equipment, Air Conditioning
& Refrigeration Equipment to International Procurement of software, materials and
components. Some of HIL's product range includes Semiconductors and Display
Components. It also supports the sale of Plasma TVs, LCD TVs, LCD Projectors, and
Interactive White Boards (StarBoard).
1.2.1 Origin:
Some interesting facts about Hitachi:

Hitachi first started out as an electrical repair shop for a copper mining
company in Hitachi City

Hitachi's first products were electric motors

Hitachi, Ltd. has been established since 1910

It took Hitachi 84 years to establish the 4 regional headquarters

The inherent meaning of is corporate statement "Inspire the Next" means to

breathe life into the coming age

Hitachi is responsible for generating about 50% of Singapore's electric supply

The majority of mobile phones in Europe have a Hitachi component in them

Hitachi developed the Automated Teller Machine (ATM) which enables bills
to be pressed and disinfected in 1994

Hitachi developed the world's 1st 4.7 GB DVDRAM standard compliant

DVD Camcorder in 2000

In the Japanese context, "Hi" means "Sun" while "tachi" means "Rise" which
is why HITACHI is known as "Sunrise" i.e. "ri li" in Chinese/Japanese

13

Hitachi will breathe new life into the next era as symbolized by our corporate
statement "Inspire the Next" and will contribute to achieving a comfortable and
abundant society as a "Best Solutions Partner".
ABOUT HITACHI, LTD.
Company name
Location
Managing Director
Established
Capital
Ownership
Main lines of
business

Hitachi Lift India Pvt. Ltd.

Level 3, Elegance Mathura Road, Jasola New Delhi 110025
India
Yusuke Takahashi
January 28, 2010
Rs430 million (about JPY1.1 billion)
Hitachi Group (100%)
Sales and services of elevator and escalator

Hitachi, Ltd. is a leading global electronics company with approximately 384,000

employees worldwide. Fiscal 2006 (ended March 31, 2008) consolidated revenues
totaled 10,247 billion yen ($86.8 billion). The company offers a wide range of
systems, products and services in market sectors including information systems,
electronic devices, power and industrial systems, consumer products, materials and
financial services.
History (1910-1959)
History
19101919

1910 Founded by Namihei Odaira as an electrical repair shop

Succeeded in manufacturing three 5hp (3.6775 kW) electric motors
as the company first products

19201929
19301939
19401949
1950-

* figure1
1915 Completed 10,000 hp (7,355 kW) water turbine
1924 Completed the first large-scale DC electric locomotive to be
manufactured in Japan
* figure2
1931 Completed 10,000 A hydraulic electrolytic cell
1932 Completed Hitachi's first electric refrigerator
1943 Completed 85,000 kW Francis water turbine and 70,000 kVA
alternating current generator
1952 Completed 21,000 kW two-stage pump-turbine

14

1959

1954 Completed the first large-scale cold strip mill to be produced in

Japan
1955 Completed 100,000 kW Francis water turbine and 93,000 kVA
alternating current generator
1958 Electron microscopes awarded the grand prix at the World
Exposition in Brussels
* figure3
1959 Completed electronic computers based on transistors
Hitachi America, Ltd. established

Brief History of the Company

The Company was incorporated in India as a private limited company on December
07, 1984 under the Companies Act, 1956 under the name of Acquest Airconditioning
Systems Private Limited and the company was promoted by Lalbhai Group of India.
Subsequently it was converted into a deemed public limited company on April 18,
1990 under the then provisions of Section 43(A)(1) of the Companies Act, 1956. The
name of the company was changed to Amtrex Appliances Limited on September 14,
1990 and the company adopted a new set of Articles deleting the conditions required
by Section 3(1)(iii) of the Companies Act, 1956 by passing a Special Resolution in the
Extraordinary General Meeting of the Company held on October 15, 1990.
Since inception the Company operates from its site located at Karannagar Village,
Kadi Taluka, Mehsana District, Gujarat and in 1994 it set up a plant at Silvassa, Dadra
& Nagar Haveli, a Union Territory. Kadi plant has state-of-the-art manufacturing
facilities consisting of Sheet metal shop, heat exchanger shop, paint shop and
assembly lines with the most modern equipments for manufacturing of Air
conditioners and Commercial Refrigeration products and their parts. Company was
enjoying Sales Tax exemption at Silvassa by virtue of Sales Tax benefits to the
Industries set up in the Uninon Territory of Dadra & Nagar Haveli. The modification
in the Central Sales Tax Act with effect from June, 2002, has resulted indirectly in
withdrawing the exemptions of Sales Tax to a large extent. Considering above the
Company has shifted its manufacturing operations from Silvassa to Kadi in July, 2003
Government of India declared various fiscal benefits including Central Excise
exemptions to the industries, inter alia, set up in the States of Jammu & Kashmir as
15

well as Himachal Pradesh. The Company has tied up with a local manufacturers to
purchase the Air conditioners produced as per the Companys specifications.
Company would enjoy the benefits in terms of pricing due to various fiscal benefits
including exemptions from Excise Duty enjoyed by the Suppliers.
The Company had entered into various Drawing and Design Agreement and Technical
Collaboration Agreement for various types of window as well as split Air conditioners
with Hitachi Limited, Japan Since 1990. In December 1996 the Company has entered
into a Technology Collaboration with Orford Pty. Ltd. Australia to avail related know
how for manufacturing of visi coolers in India. In April 1998 Company entered into a
Technical collaboration agreement along with strategic alliance under which Hitachi
agreed to furnish the company with the technical information of Hitachi models and
to allow use of Hitachi trade mark.
The Company became a Joint Venture of Lalbhai Group and Hitachi by issue of
46,65,490 Equity Shares to Hitachi Ltd and 5,00,000 Equity Shares to Hitachi India
Pvt Ltd thus aggregating 51,65,490 Equity Shares to Hitachi Group on a Preferential
Allotment basis in January 1999 pursuant to Management Agreement entered into on
January 22, 1999 between (a) Hitachi Ltd, Japan, representing Hitachi (b) Arvind
Mills Ltd representing Lalbhai group and (c) the Company and accordingly the name
of the Company was changed to Amtrex Hitachi Appliances Limited on January 25,
1999. After the preferential allotment, Hitachi and Lalbhai group held 35.20% each in
the paid up Equity Share Capital of the Company whereas remaining 29.60% was
held by the public.
Hitachi Home & Life Solutions Inc, Co-promoters, (formerly Hitachi Limited, Japan)
purchased the entire share holding of Lalbhai group ie 28,41,062 shares constituting
19.37% from Lalbhai Group by way of inter se transfer of shares amongst promoters
in January 2003 at a price of Rs. 41.64 per share and increased its holding in the
company from 35.20% to 54.58%. After the said transfer of shares, Hitachi Home &
Life Solutions, Inc. became the sole promoter of the Company. Share transfer was
executed in accordance with business strategies of both the parties whereas Lalbhai
group decided to exit from their non core business, Hitachi Home & Life Solutions

16

Inc, Japan placed India as a significant market for air conditioners and made a
decision to expand the business in India.
Philosophy
Since its founding in 1910, Hitachi has acted from a corporate philosophy of
contributing to society through technology. In the intervening years, the world and
society have changed greatly, but we have never lost our pioneering spirit, based on
the principles of harmony and sincerity.

"Harmony" : Hitachi moves steadily forward by relying on open and exhaustive

discussions, and once we have decided on a goal, move towards it as a unified whole.
This keyword has a double significance in that it implies not only harmony within and
among Hitachi Group companies but also between the Hitachi Group and society at
large.

"Sincerity" : As a citizen of the global community, every member of Hitachi strives to

function with sincerity and integrity at all times. Momentary profit and loss do not
inform our actions but rather we act by making decisions from an ethical viewpoint.

"Pioneering Spirit" : In order to address the fundamental challenges facing the world
community, Hitachi is working to proactively meet the expectations of society and our
customers through continuous innovation.
Main Objects of the Company
17

The main objects of the Company as set out in its Memorandum of Association are as
follows:
1.

To carry on the business of fabricating, designing, manipulating, die smoking,

processing, producing, erecting and manufacturing, manufacture of and dealing in
all types, kinds, varieties of air conditioning, refrigeration plant and temperature
control equipments, components and accessories and similar and relevant
equipments including central stations, cooling towers, gases for air conditioning,
equipments, compressors and grill and also to carry on the business of importing,
exporting, buying, selling, indenting and otherwise dealing in such implements.

2.

To carry on the business of buying, selling, manufacturing , servicing, repairing,

importing, exporting, altering and erecting of air conditioners, refrigerators, water
coolers, bottle coolers, deep freezers, all types of refrigerations, equipments,
industrial and consumer cooling and heating temperature controlling plants, cold
storage, fabricating, erecting, repairs.

Present business of the Company

The Company is currently operative in both household and commercial segments of
the Air Conditioners and refrigeration market. It offers a wide range of products
which cater to all the segments in these markets. Window Air Conditioners, Split Air
Conditioners, Ducted Split Air Conditioners, Ceiling Air Conditioners, Vertical floor
mounted type Split Air conditioners, Inverter Air Conditioning systems and
Spacemakes (precision telecom solutions) form part of the offerings in the Air
Conditioner segment. Apart from the above, the company also manufactures and
markets visicoolers, chest coolers, non-electrical ice-cooled dispensors, etc. and
markets stabilizers, gas tables, dispensors, set free systems, and air & water cooled
screw type chillers, etc. The Company recently launched a new model "Logicool", a
further sophisticated model of logicool series in terms of electronic technology and
customer satisfaction.
Recognition and acceptance of Hitachi brand increased a great deal during the past
two years in the Indian market owing to high evaluation for the product's quality and
reliability and the focused brand building activities carried out by the company.

18

Business Activities
As a regional headquarter, Hitachi Asia Ltd. (HAS) coordinates the marketing and
sales activities for industrial, electrical and electronic products and information
systems solutions, as well as conducts international procurement for Hitachi's
manufacturing plants worldwide. HAS now has a network of ten offices in seven
countries in Asia, excluding East Asia.
In 1998, HAS was converted from a private limited to a nonlisted public company
and granted Financial Treasury Centre status by Monetary Authority of Singapore
(MAS) to enable it to issue bonds. The conversion was aimed at strengthening its
ability to provide financial support to the Hitachi group in Asia.

1.2.2: Achievements
Year

1968

1978

1980

1980-83

1985

Publication List

Achievement

Reference No.

Demonstrated the possibility of holography with an electron

beam
Put electron holography to practical use by developing a
"coherent" field-emission electron microscope
Invented a method of directly observing microscopic magnetic
lines of force as electron phase contours.
Produced evidence for the Aharonov-Bohm effect using
transparent toroidal magnets
Developed a method to measure electron phase shifts as
precisely as 1/50 of 2 .

(1)

(2)

(3)

(4)

(5)

Established the physical reality of gauge fields by producing

1986

definitive evidence for the Aharonov-Bohm effect using(6)(r1)(b1)

toroidal magnets covered with superconductors.

19

1989

Directly observed the magnetic lines of individual vortices

penetrating superconductors.
Demonstrated single-electron build-up of an interference
pattern.

1992

1993
1996
1996

1997

1999

2000

Developed a technique for dynamically observing vortices in

superconductors.
Determined the regions in magnetic field and temperature
where vortices in high-Tc superconductors can exist statically.
Found "intermittent vortex rivers" near pinning centers.
Elucidated the microscopic mechanism of the peak effect in
critical current in superconductors
Determined the vortex-vortex pair potential from the dynamic
observation of thermally activated vortex hopping.

(7)(r2)

(8)

(9)(b2)(b4)

(10)
(11)
(12)

(13)(14)

Found two different movements of vortices in high-Tc

(15)
superconductors above and below 25K.
Developed 1MV field-emission electron microscope having the
brightest electron beam and the highest lattice resolution.

(16)

Observed the different arrangements of vortex lines trapped and

2001

untrapped along tilted columnar defects inside high-Tc(17)

superconductors with the 1MV electron microscope

2002-05

2005-10

Found the oscillation of a row of vortices reflecting the layered

structure of high-Tc superconductors
Found the formation mechanism of chain vortices in high- Tc
superconductors at tilted magnetic fields

(18)

(19)

1.2.3: Vision & Mission

Hitachi Group is doing business in various fields from social infrastructure to home
appliances, materials, logistics, and services. We will always breathe new life into the

20

next era under a corporate statement "Inspire the Next", aiming at becoming a
vigorous company that continuously grows in the 21st century and contributes to
prosperous and comfortable society.
Mission
To breathe new life into the next era under the corporate statement "Inspire the Next",
aiming for new developments and progress in medical imaging solutions and therapy
to support medical professionals in their efforts for their patients of regaining a
healthy life
Vision
Hitachi Medical Systems Europe serves the medical society with more than just
imaging solutions. We endeavour to go the extra mile for our customers and
stakeholders by means of

Innovating medical imaging devices making technology more friendly to the

people.

Establishing dedicated customer contacts throughout our organisation.

Providing high customer satisfaction through solutions that fit best.

Offering competent, flexible and reliable quality service quality to our

stakeholders.

Being available when it is needed, exceeding expectations.

Supporting diagnostic confidence.

Providing 360 educational support through our Technology Academy.

Acting in harmony, with sincerity, a pioneering spirit and partnership.

Assuming social responsibility and protecting the environment in terms of

eco-friendly products and services.

Values
To be a company trusted by customers and society, a company fully responsible for its
actions. We offer a dedicated range of reliable medical imaging systems of high
quality, using our knowledge and technologies to meet specific needs. Our goal is to
offer personal care for our customers and solutions that fit best.

1.2. 4. Product range of the company

21

2011

At Hitachi Group we focus all our knowledge and technical know-how in planning,
research, design, manufacture, quality assurance, and maintenance on the goal of
providing safe products and services. Design and verification during product
development, places the highest priority on protecting life, health, and property. In
consumer electronics, we incorporate the most reliable safety mechanisms available to
protect against serious secondary damage, such as fire or electric shock, if a
component fails. We also conduct risk assessments, incorporating the opinions of
other production and research facilities. In addition, we take rigorous steps to ensure
consumer safety, in the unlikely event of fire, through forced ignition testing of our
products.

All air conditioners for Europe market comply with CE

Directives to guarantee product safety
Hitachi is participating in the EUROVENT certification
programme giving the assurance that product specification
Directory of Certified Products

22

Hitachi air conditioners for Australia market comply with

Australian

Communications

Authoritys

requirement

for

Electromagnetic Compatibility (EMC).

Hitachi air conditioners comply with the mandatory requirements
of CHINA.
Hitachi air conditioners comply to Saudi Arabia standard
Hitachi air conditioners comply with the mandatory requirements
of the Singapore Consumer Protection (Safety Requirement)
registration scheme
Products with high efficiency and save energy is the main feature
of our Product Design and Development. We participated in the
energy labeling scheme in Australia, Hong Kong & Singapore.

We adopt the best practices in the efficient use of energy in our

Product Design and Development. We participated in Energy
Efficiency Labeling Scheme in Hong Kong.
We focus all our knowledge and technical know-how in Product
Design and Development on the goal of producing high
efficiency and energy saving products.We participated in the
Energy Labeling Scheme in Singapore
COMPETITION OVERVIEW
SAMSUNG INDIA

23

Samsung India commenced its operations in India in December 1995, today enjoys a
sales turnover of over US$ 1 billion in just a decade of operations in the country.
Samsung design centres are located in London, Los Angeles, San Francisco, Tokyo,
Shanghai and Romen. Samsung India has its headquartered in New Delhi and has a
network of 19 Branch Offices located all over the country. The Samsung
manufacturing complex housing manufacturing facilities for Colour Televisions,
Colour Monitors, Refrigerators and Washing Machines is located at Noida, near
Delhi. Samsung Made in India products like Colour Televisions, Colour Monitors
and Refrigerators are being exported to Middle East, CIS and SAARC countries from
its Noida manufacturing complex. Samsung India currently employs over 1600
employees, with around 18% of its employees working in Research & Development.
Whirlpool of India
Whirlpool was established in 1911 as first commercial manufacturer of motorized
washers to the current market position of being world's number one manufacturer and
marketer of major home appliances. The parent company is headquartered at Benton
Harbor, Michigan, USA with a global presence in over 170 countries and
manufacturing operation in 13 countries with 11 major brand names such as
Whirlpool, KitchenAid, Roper, Estate, Bauknecht, Laden and Ignis. Today, Whirlpool
is the most recognized brand in home appliances in India and holds a market share of

24

over 25%. The company owns three state-of-the-art manufacturing facilities at

Faridabad, Pondicherry and Pune. In the year ending in March '06, the annual
turnover of the company for its Indian enterprise was Rs.1,375 crores. According to
IMRB surveys Whirlpool enjoys the status of the single largest refrigerator and
second largest washing machine brand in India.
LG India
LG Electronics was established on October 1, 1958 (As a private Company) and in
1959, LGE started manufacturing radios, operating 77 subsidiaries around the world
with over 72,000 employees worldwide it is one of the major giants in the consumer
durable domain worldwide. The company has as many as 27 R & D centers and 5
design centers. It's global leading products include residential air conditioners, DVD
players, CDMA handsets, home theatre systems and optical storage systems.
Market Share of the Major players in AC Segment

Godrej India
Godrej India was established in 1897, the Company was incorporated with limited
liability on March 3, 1932, under the Indian Companies Act, 1913. The Company is
one of the largest privately-held diversified industrial corporations in India. The
combined Sales during the Fiscal Year ended March 31, 2006, amounted to about Rs.

25

58,000 million (US$ 1,270 million). The Company has a network of 38 Companyowned Retail Stores, more than 2,200 Wholesale Dealers, and more than 18,000
Retail Outlets. The Company has Representative Offices in Sharjah (UAE), Nairobi
(Kenya), Colombo (Sri Lanka), Riyadh (Saudi Arabia) and Guangzhou (China-PRC).
Toshiba India
Toshiba India Private Limited (TIPL) is the wholly owned subsidiary of Japanese
Electronic giant Toshiba Corporation and was incorporated in India on September
2001. Toshiba had a presence in India since 1985 and was represented in India
through their Liaison Office.

Sony India
Sony Corporation, Japan, established its India operations in November 1994. In India,
Sony has its distribution network comprising of over 7000 channel partners, 215 Sony
World and Sony Exclusive outlets and 21 direct branch locations. The company also
has presence across the country with 21 company owned and 172 authorized service
centers.
Sharp India Ltd
Sharp India ltd was incorporated in 1985 as Kalyani Telecommunications and
Electronics Pvt Ltd, the company was converted into a public limited company in the
same year. The name was changed to Kalyani Sharp India in 1986. The company was
entered into a joint venture with Sharp Corporation, Japan - a leading manufacturer of
26

consumer electronic products to manufacture VCRs/VCPs/VTDMs. The company

manufactures consumer electronic goods such as TVs, VCRs, VCPs and audio
products. The products were sold under the Optonica brand name. Sharp has a
production base in 26 countries with 33 plants, and its products are used in 133
countries. The company was accredited with the ISO-9001 certification in the month
of February, 2001.
Hitachi India
Hitachi India Ltd (HIL) was established in June 1998 and engaged in marketing and
sells a wide range of products ranging from Power and Industrial Systems, Industrial
Components & Equipment, Air Conditioning & Refrigeration Equipment to
International Procurement of software, materials and components. Some of HILs
product range includes Semiconductors and Display Components. It also supports the
sale of Plasma TVs, LCD TVs, LCD Projectors, Smart Boards and DVD Camcorders.

1.2.5 Organization Structure

27

28

1.3 Introduction to the Topic/Title/Problem Studied

HITACHI HOME & LIFE SOLUTIONS, INC
Background and Business:
Hitachi Home & Life Solutions, Inc, head quartered in Tokyo, Japan, a fully owned
subsidiary of Japanese major Hitachi, Ltd was split off from Hitachi on April 01, 2002
and became an independent company with its registered office located at Hitachi
Atago Building, 15-12, Nishi Shimbashi, 2-Chome, Minato-Ku, Tokyo, 105-8410,
Japan. Mr. Kunio Sebata is the President and CEO of the Company which employs
about 18000 people. The Company has 56 affiliates in Japan and 13 overseas forming
a corporate group dedicated to providing digital active products to homes around the
world. The Company's motto is to become a driving force behind the image of Hitachi
as a cutting edge brand that opens up the future and is the global brand of choice. The
word "Solutions" was included in the corporate name to signify an evolution from the
consumer products of 20th century and the new relationships the company want to
build up with the customers. The Company is engaged in the business of developing,
manufacturing and selling of home appliances and marketing of consumer electronics
and the company has established an integrated structure specifically for the consumer
electric appliance products business which includes sales, maintenance and service
subsidiaries. Home appliances such as refrigerators, room air conditioners and
washing machines are some of the many products designed and manufactured by the
Company and ties with Hitachi Ltd, Hitachi Maxell Ltd and other members of Hitachi
group are used to supply products that enhance home life such as plasma TVs and
DVD systems. Consumer products would incorporate digital, network and sensor
technologies that would give advanced interactive capabilities and these products are
called as digital products. Interactivity will benefit consumers in many ways by giving
rise to new concepts in functionality, software and services. Hitachi group is moving
forward with a corporate branding campaign using "Inspire the next" as its corporate
statement and the products and services of the company will play a major role in
shaping Hitachi's brand image. The company also uses its innovative technology to
expand in a number of new directions that include software and services which utilize
network technology, business to business solutions such as online information support
systems for home appliances stores and home IT systems.

29

Hitachi Asia
Hitachi, Ltd. first started out in 1910 as a humble electrical repair shop for a copper
mining company in Japan. The name Hitachi literally means "sunrise", reflecting the
founding philosophy of contributing to people and society through technology. This
philosophy has helped Hitachi become one of the world's largest corporations today
with over 340,000 employees worldwide. In Singapore, Hitachi started with a liaison
office in 1963 and expanded its operations in 1972 to manufacture a wide range of
products. In 1989, Hitachi Asia Ltd. (previously Hitachi Asia Pte. Ltd.) was
established as one of Hitachi's four regional headquarters with the other three in
America, Europe and China. In 1990, the company was awarded the Operational
Headquarters (OHQ) status by the Singapore Economic Development Board (EDB).
Hitachi believes that as a key player in the region, its responsibilities extend beyond
business investments. As such, it has consistently engaged in activities that contribute
directly to its local communities. In Singapore, Hitachi's longest standing community
contribution programme is the annual Christmas LightUp which takes place along
bustling Orchard Road. Hitachi has been the major sponsor of this highly visible event
since 1991, and has raised funds in excess of S$2 million for the beneficiaries of the
National Council of Social Services.
To promote the development of the next generation of leaders in Asia, Hitachi
established the "Hitachi Young Leaders Initiative" in 1996. Through this programme,
many outstanding Asian students have come together to discuss regional issues with
prominent opinion leaders. The activities above highlight Hitachi's ongoing
commitment to contribute to its local communities.
PRODUCT LINE
Hitachi will keep supporting the evolving lifestyles by providing products with
quality. Hitachi also prioritizes the production of environmentally-friendly products to
support our customers' quality of life as well as the sustainability of society.
AIR CONDITIONERS
Room Air Conditioners

30

Through its extensive research and development, Hitachi has remained at the forefront
of the air-conditioning industry with a wide range available in the market. New
technological breakthroughs allow Hitachi to provide high quality, efficient and
reliable air conditioning solutions. Get in touch with a fresh home atmosphere today
with Hitachi Room Air Conditioners.
In order to supply a rich, exciting and new entertainment life via advanced AV
equipment, Hitachi is focusing on higher quality and more effective operation of
products based on our customers' point of view.
Cassette Air Conditioners
Hitachi offers an Exclusive line of products for your business that includes cassette
airconditioners,Takumi Series of Hitachi Ductable Airconditioners , self contained air
conditioner, chillers, setfree and spacemaker. Find out more by selecting the
following:

Microcool Cassette

31

Professional Range of Hitachi Ductable Air-conditioners

The Takumi Series quite lives up to its name which means Professional in Japanese.
These products are a cutting edge of innovation & technology as We believe that good
design should not be at mercy of the Air-conditioning which is why before we created
our new professional range, we took the opinions of Architects and Consultant on
board. The result is Takumi. A flexible Air conditioning range that is easy to Install,
User friendly, reliable and energy efficient.
The New Range of Ductable air conditioners is the emergence of Hitachis engineered
System to create One-of-a-kind solution to air conditioning industry.
Its unique energy efficient engineering designs provide pragmatic solutions to suit
best for your cooling requirement.
Not just that, the series is also known for its superb Aesthetics, higher user
friendliness, ease of installation, setting trailblazing standard of technical excellence,
scaling new heights, with determination to deliver the best in the competitive market.
This strenuous endeavour to bring products that are at acme of aesthetical beauty and
performance reflects the engineering quality and reliability that Hitachi is known for.
-Brought to you by Hitachi Home & Life Solutions (India) Limited.
Self Contained Air Conditioner
A Sturdy & Compact Airconditioner which is energy efficient, Easy to Install &
Maintenance Free. Ideal for open spaces like Auditoriums, Factories, Conference
Rooms, Food Processing & Laboratories. A Self Contained Air-Conditioners is a
compact design composed of compressors, evaporators, air-cooled condensers,
evaporator fans, condenser fans and control equipment, all packaged in a weather
proof cabinet. This self contained unit commonly installed on roof tops and thereby
called a 'Roof Top'. These units are ideal for multi-storied buildings and are perfect for
commercial applications like malls, stores, shops, restaurants, factories, cinema halls,
laboratories and commercial complexes.
32

Features

Energy Efficient Design

High Ambient Operation

Self Diagnostics

Quiet Operation

Easy to Install

Adjustable Pulley & Static

Corrosion Resistance

Chillers
PRODUCT GROUP-WISE PERFORMANCE
The Company has been pursuing focused growth strategies, based on product and
distribution, to drive growth in both the room & package air-conditioner segments. At
the time, The Company is one of the unique companies in the industry with focused
and well developed distinct distribution system for Residential & Institutional buyers.
Deriving almost 79% of sales from room air-conditioners, the Company has emerged
among the top 3 players in this category in India. The Company has been pursuing the
innovation leadership position in the room air-conditioner market in India, and is
constantly developing and introducing new models on the backing of strong
technology support from Hitachi Japan. The focus on consumer-led technology led to
a development of Hitachi Logicool i range that offers futuristic features, especially for
the residential user. The Logicool range, first introduced early 2001, and this year
33

expanded to Logicool i is already contributing more than 50% of room air-conditioner

sales of the Company.
In the Ductable split category, the Company indigenously developed and launched
intelligent air-conditioning system called MicroCool. This microprocessor control
ductable spilt airconditioner range, offering key benefit of lower electricity
consumption and flexibility for air-conditioning spaces, caters the needs of
institutional market. To ride the on-going boom in the telecom sector, The Company
indigenously developed advanced models of its Precision air-conditioner range called
Spacemaker. These initiatives helped achieve a significant volume growth in the
category at 44%, much ahead of the market growth.

Conceptual Discussion
Training is one of the processes required to turn new members of an organization into
productive insiders.
Training is a process of transmitting and receiving information related to problem
solving. Halloram
Training is the international act of providing means for learning to take place.
Proctor and Thornton
Training is a means to educate somewhat narrowly mainly by instruction, drill and
Discipline. It is referred as applying principally to the improvement of skills and
hence to learning how to perform specific tasks. Yoder
Training is being defined as an act of increasing the knowledge and skill of an
employee for doing a particular job. It is concerned with imparting specific skills for
particular purposes. Training is aimed at learning a skill by a prescribed method of
application of a technique. Tripth
Training is the formal procedure which a company utilizes to facilitate learning so
that the resultant behaviour contributes to the attainment of the companys goals and
objectives. Mc Ghee and Thayer

34

Thus, training refers to the efforts made on the part of the trainer who facilitates
learning on the part of the training to increasing skills knowledge and perfection in a
specific task for efficiency economy and satisfaction.
Upon reviewing the variety of definition of training available the following
characteristics can be listed as key elements for effective training.
Effective training is the learning experience
Effective training is a planned organizational activity
Effective training is a response to identified needs.
Training enables employees to demonstrate new concepts, build skills, solve difficult
interpersonal relationship and technical problems or gain insight into behavior
accepted as the way things are.
A key assumption of training is that by giving employees skill and insight for
identifying and defining organizational problems, individual will have greater
capacity to change unproductive and unsatisfying organizational structures and
processes. It is a catalytic process that depends largely on the abilities of informed and
skilled members to develop their tools for charge.
However, the individual abilities must be simultaneously supported by organizational
accountability so that, participants use their abilities to the hilt to learn from the
training programmes and transfer those learning to the workplace and is technically
termed as the transfer of training effects. It is basically the process of increasing the
knowledge and skills for doing a particular job; an organized procedure by which
people gain knowledge and skill for a definite purpose.
Training
Employee training is a specialized function and is one of the fundamental operative
functions of Human Resource Management.
Acc to FLIPPO,
Training is the act of increasing the knowledge and skill of an employee for doing a
particular job. It is a short-term educational process and utilizing a systematic and

35

organized procedure by which employees learn technical knowledge and skills for a
definite purpose. Training refers to the organizations efforts to improve an
individuals ability to perform a job or organizational role. It can be defined as a
learning experience in which it seeks a relative permanent change in an individual that
would improve his ability to perform the job.
Difference between Training and Development
Training and development go hand in hand and are often used synonymously but there
is a difference between them. Training is the process of learning a sequence of
programmed behavior. It is an application of knowledge. It gives people an awareness
of the rules and procedures to guide their behavior. It intends to improve their
performance on the current job and prepares them for an intended job.
Development is a related process. It covers not only those activities, which improve
job performance, but also those, which bring about growth of the personality. It helps
individual in the progress towards maturity and actualization of potential capabilities
so that they can become not only good employees but better human beings.
Principles of Training
Motivation
Learning is enhanced when the learner is motivated. Learning experience must be
designed so learners can see how it will help in achieving the goals of the
organization. Effectiveness of training depends on motivation.
Feedback
Training requires feedback. It is required so the trainee can correct his mistakes. Only
getting information about how he is doing to achieve goals, he can correct the
deviations.
Reinforcement
The principle of reinforcement tells the behaviors that are positively reinforced are
encouraged and sustained. It increases the likelihood that a learned behavior well be
repeated.

36

Practice
Practice increases a trainees performance. When the trainees practice actually, they
gain confidence and are less likely to make errors or to forget what they have learned.
Individual Differences
Individual training is costly. Group training is advantageous to the organization.
Individuals vary in intelligence and aptitude from person to person. Training must be
geared to the intelligence and aptitude of individual trainee.
Objectives of Training
To increase productivity
An instructor can help employees increase their level of performance on their
assignment. Increase in human performance leads to increase in the operational
productivity and also the increase in the profit of the company.
To improve quality
Better-trained workers are less likely to make operational mistakes. It can be in
relationship to the company or in reference to the intangible organizational
employment atmosphere.
To help a company fulfill its future personnel needs
The organizations having good internal training and development programmes will
have to make less changes and adjustments. When the need arises, vacancies can be
easily staffed.
To improve organizational climate
An endless chain of positive reactions result from a well planned training
programme.
To improve health and safety
Proper training can prevent industrial accidents. A safer atmosphere leads to more
stable attitudes on part of the employees.

37

Obsolescence prevention
Training and development programmes foster the initiative and creativity of
employees and can help prevent manpower obsolescence.
Personal growth
Employees on a personal basis gain individually from their exposure to educational
expressions. Training programmes give them wider awareness and skills.
Need For Training
To impart to the new entrants the basic knowledge and skills they need for definite
tasks.
To assist employees to function more effectively in their present positions by
exposing them to new concepts.
To build a line of competent people and prepare them to occupy more responsible
positions.
To reduce the supervision time, wastage and spoilage of new material.
To reduce the defects and minimize the industrial accidents.
To ensure the economical output of the required quality.
To prevent obsolescence.
To promote individual and collective morale, responsibility and cooperative
attitudes etc.
Types of Training
Training is required for several purposes. Accordingly training programmes may be of
the following types:
Orientation training: Induction or orientation training seeks to adjust newly
appointed employees to the work environment. Every new employee needs to be
made fully familiar with his job, his superiors and subordinates and with the rules and

38

regulations of the organization. Induction training creates self-confidence in the

employees. It is also knows as pre-job training. It is brief and informative.
Job training: It refers to the training provided with a view to increase the knowledge
and skills of an employee for performance on the job. Employees may be taught the
correct methods of handling equipment and machines used in a job. Such training
helps to reduce accidents, waste and inefficiency in the performance of the job.
Safety training: Training provided to minimize accidents and damage to machinery
is known as safety training. It involves instruction in the use of safety devices and in
safety consciousness.
Promotional training: It involves training of existing employees to enable them to
perform higher-level jobs. Employees with potential are selected and they are given
training before their promotion, so that they do not find it difficult to shoulder the
higher responsibilities of the new positions to which they are promoted.
Refresher training: When existing techniques become obsolete due to the
development of better techniques, employees have to be trained in the use of new
methods and techniques. With the passage of time employee may forget some of the
methods of doing work. Refresher training is designed to revive and refresh the
knowledge and to update the skills of the existing employees. Short-term refresher
courses have become popular on account of rapid changes in technology and work
methods. Refresher or re-training programmes are conducted to avoid obsolescence of
knowledge and skills.
Remedial training: Such training is arranged to overcome the shortcoming in the
behaviour and performance of old employees. Some of the experienced employees
might have picked up appropriate methods and styles of working. Such employees are
identified and correct work methods and procedures are taught to them. Psychological
experts should conduct remedial training.

39

PROCESS OF TRAINING

Data Gathering/
Evaluation Facilities transfer of
Perform Training
learning

Data Gathering

Solicit
FeedIdentify resources
back
Develop curriculum

Establish objective

Plan objectives

Fig 1.3: Sequential Model of an

effective Training Process
This model reveals some of the
biases, beliefs and philosophies
concerning how training should
be conducted in an organization.

40

METHODS OF TRAINING

METHODS OF
TRAINING

ON- THE- JOB

METHODS

OFF- THE- JOB

METHODS

Fig1.4. - Methods of Training

On-the-job techniques
On the job techniques enables managers to practice management skills, make
mistakes and learn from their mistakes under the guidance of an experienced,
competent manager. Some of the methods are as:

Job Rotation: It is also referred to as cross straining. It involves placing an

employee on different jobs for periods of time ranging from a few hours to several
weeks. At lower job levels, it normally consumes a short period, such as few hours or
one or two days. At higher job levels, it may consume much larger periods because
staff trainees may be learning complex functions and responsibilities.
Job rotation for managers usually involves temporary assignments that may range
from several months to one or more years in various departments, plants and offices.
Job rotation for trainees involves several short-term assignments, that touch a variety
of skills and gives the trainees a greater understanding of how various work areas
function.
For middle and upper level management, it serves a slightly different function. At this
stage, it involves lateral promotions, which last for one or more years. It involves a
move to different work environment so that manager may develop competence in
general management decision-making skills.

41

Enlarged and enriched job responsibilities: By giving an employee added job

duties, and increasing the autonomy and responsibilities associated with the job, the
firm allows an employee to learn a lot about the job, department and organization.
Job instruction training: It is also known as step-by-step training. Here, the trainer
explains the trainee the way of doing the jobs, job knowledge and skills and allows
him to do the job. The trainer appraises the performance of the trainee, provides
feedback information and corrects the trainee. In simple words, it involves
preparation, presentation, performance, and tryout and follow up.
Coaching: The trainee is placed under a particular supervisor who functions as a
coach in training the individual. The supervisor provides the feedback to the trainee
on his performance and offers him some suggestions for improvement. Often the
trainee shares some duties and responsibilities of the coach and relives him of his
burden.
A drawback is that the trainee may not have the freedom or opportunity to express his
own ideas.
Committee assignments: Here in, a group of trainees are given and asked to solve an
actual organizational problem. The trainees solve the problem jointly. This develops
team work and group cohesiveness feelings amongst the trainees.

Off-the-job training
It includes anything performed away from the employees job area or immediate work
area. Two broad categories of it are:
In house programmes
These are conducted within the organizations own training facility; either by training
specialists from HR department or by external consultant or a combination of both.

Off-site programmes
It is held elsewhere and sponsored by an educational institution, a professional
association, a government agency or an independent training and development firm.
The various off- the- job-training programmes are as follows:

42

Vestibule training: Herein, actual work conditions are simulated in a classroom.

Material, files and equipment those are used in actual job performance are also used
in training. This type of training is commonly used for training personnel for clerical
and semiskilled jobs. The duration of this training ranges from few days to a few
weeks. Theory can be related to practice in this method.

Role-playing: It is defined as a method of human interaction that involves realistic

behaviour in imaginary situations. This method involves action doing and practice.
The participants play the role of certain characters, such as production manager, HR
manager, foreman, workers etc. This method is mostly used for developing
interpersonal interactions and relations.

Lecture method: The lecture is a traditional and direct method of instruction. The
instruction organizes the material and gives it to the group of trainees in the form of a
talk. To be effective, the lecture must motivate and create interest among the trainees.
An advantage of this method is that it is direct and can be used for a large group of
trainees.

Conference or discussion: It is a method in training the clerical, professional and

supervisory personnel. It involves a group of people who pose ideas, examine and
share facts and data, test assumptions and draw conclusions, all of which contribute to
the improvement of job performance. It has an advantage that it involves two-way
communication and hence feedback is provided. The participants feel free to speak in
small groups. Success depends upon the leadership qualities of the person who leads
the group.
Programmed instruction: This method has become popular in recent years. The
subject matter to be learned is presented in a series of carefully planned sequential
units. These units are arranged from simple to mere complex levels of instructions.
The trainee goes through these units by answering questions or filling the blanks. This
method is expensive and time consuming.

Executive Development Process

Executives are the people who shape the policies, make the decisions and see their
implementation in any business organization. They are the president, the vicepresident, the managing director, works manager, plant superintendent, controller,
43

treasurer, office managers, engineers, directors of functions such as purchasing,

research, personnel, legal, marketing etc.
Executive development may be stated as the application of planned efforts for raising
the performance standards of high level managers, and for improving the attitudes and
activities that enter into or influence their work and their work relations.

Executive Development Process

Following are the steps, which are involved in the development process of executives:
Objectives
The first and foremost step is to define the long- term objectives of training and
development of executives.
Strength and weakness
An inventory of managers is taken with special focus on their strength in terms of
managerial skills and other attributes. Their unique capabilities, specialist knowledge
and achievements are listed down against each. A comparison with the requirement of
the organization will bring the gap in knowledge and skills of existing executive. This
is the weakness.
Long- range plans
Here the management prepares long-term training and development plans for their
executives, which include the annual training targets, the annual budgets and the
specific area of training.
Short- term programme
This programme specify the duration, starting time, ending time, number of
executives being trained, identify the resources etc.
Implementation
The training programme envisaged before is put into operation. The actual training is
initiated by proper timetable and other arrangements.
Evaluation
In this step, the effectiveness of the executive training programme is evaluated by
measuring the improved performance of executives who underwent the programme,

44

on their job. There are various criteria of measuring effectiveness such as validity,
reliability etc.

Evaluating the Effectiveness of Training

An Investor in People evaluates the investment in training and development to assess
achievement and improve future effectiveness.
Kearns (1994) suggests that there are four groups of measures of training
effectiveness, which are used by organization. The groups are as follows:
-

No Measurement

Subjective Measures

Qualitative Measures

Objective Measures

The first group, in which no real measurement occurs, includes activities undertaken
as an Act of Faith, where no form of measurement is attempted, such as initiatives
to improve communications in organization, which seem to make people feel good
and appear to have worked in some intangible manner.
The second group includes subjective responses from trainees/course delegates, as
exemplified by the Happy Sheet. The main question asked is about how individuals
feel after the training. Organizations often make the assumption that positive
responses indicate training success and therefore value to the organization. However,
course delegates may well give strong positive response scores for a number of
reasons, including the presentational skills of the trainer, the quality of the venue, and
the feel good factor of indulging in a creative work group, and so on.
Quality measures appear to be more objective than the previous group, but are often
flawed by subjectivity as well. They are typified by questionnaires asking delegates to
put a value on the likely benefits of a training programme.
Objective measures are the only really meaningful ones. However, they challenge the
provider of training to demonstrate how their training activities feed through to the
bottom line: in terms of return on investment and return on the capital employed.
There has often been an assumption, in times past, that training somehow justifies
itself, because it is all about developing people. However, it is incumbent on
organizations to look critically at the ways in which they evaluate their training
45

activities, lest they fall prey to the subject approach and are badly caught out when a
rigorous analysis of all the functions of the organizations business is called for.
A desirable, if not essential, characteristic of all training programmes is a built-in
provision for evaluation. The four main dimensions of evaluation are:

Evaluation of contextual factors

Training effectiveness depends not only on what happens during training, but also on
what happens before the actual training and what happens after the training has
formally ended. Evaluation should, therefore, be done of both the pre-training and
post-training work. Pre- training work includes proper identification of training needs,
developing criteria of who should be sent for training, how many at a time and in
what sequence, helping people to volunteer for training, building expectations of
prospective participants from training etc. Post- training work includes helping the
concerned managers to plan to utilize the participants training, and provide the
needed support to them, building linkages between the training section and the line
departments and so on.

Evaluation of training inputs

This involves the evaluation of the training curriculum and its sequencing.

Evaluation of the training process

The climate of the training organization, the relationship between participants and
trainers, the general attitude, and approaches of the trainers, training methods, etc are
some of the important elements of the training process which also needs to be
evaluated.

Evaluation of training outcomes

Measuring the carry-home value of a training programme in terms of what has been
achieved and how much is the main task of evaluation. This, however, is a complex
technical and professional task. Benefits of a training programme are not obvious and
they are not readily measurable. Payoffs from training are intangible and rather slow
to become apparent. A central problem is the absence of objective criteria and specific
definitions of relevant variables by which to measure the effectiveness either of
specific programmes or changes in employee behaviour. Nevertheless, the good

46

personnel managers do make an effort to systematically appraise the benefits and

results of their programmes.
In job-related training, the objective is to train people for specific job skills so that
their productivity may increase. Evaluation can be done either to the direct criterion of
increase in output or to the indirect criteria of decrease in cost, breakage or rejects.
Even more indirect are measures that point out changes in absenteeism or turnover.
The most difficult problems of evaluation lie in the area of human relations skill
training, which is given to the supervisors and middle- level managers. Supervisory
and managerial training programmes are, for this reason, less amenable to objective
review procedures. Much subjectivity enters into evaluations of these programmes,
since exact standards and criteria are hard to devise.

The Evaluation Models

The process of evaluating the training effectiveness involves the consideration of
various constraints. Many researchers have developed various methods and models in
order to facilitate this process. Some of the models are described as below: -

CIRO Model of Evaluation

Developed originally by WARR (1978), this theoretical model is based on evaluation
being carried out at four different levels:
Context Evaluation: Obtaining and using information about the current operational
context i.e. about individual difficulties, organizational deficiencies etc. in practice,
this mainly implies the assessment of training needs as a basis for decision. This
involves:
Examining the expectations and perceptions of the people.
Examining whether the training needs were accurately identified.
Putting the specific training event in the wider context of other training activities.
Establishing whether the trainers enjoyed the confidence of the trainees and
whether the latter are comfortable with the level and focus of the training.
Input Evaluation: Determine using factor and opinion about the available human and
material training resources in order to choose between alternative training methods.
This involves:
Establishing the adequacy of the resource base and its cost.
47

 Considering the choice and effectiveness of the training methods and techniques.
Identifying the numbers who successfully completed the program compared with
those who started and draw appropriate inferences.
Establishing whether the trainers were perceived to be credible as far as the
trainees are concerned.
Establishing whether the psychological and emotional climate of learning was
appropriate.
Reaction Evaluation: Monitoring the training as it is in progress. This involves
continuous examination of administrative arrangements and feedback from trainees.
This involves:
Looking at the reactions of trainees to the content and method of training.
Establishing the reaction of other people, particularly line managers to the early
results of the training program.
Discussing the views and observations of the trainers.
Outcomes: It implies the measuring of the consequences of training. This involves:
Establishing whether expectations of results were met.
Identifying whether all or some of the learning objectives were met.
Finding out what were the end course views about the training.

The three levels of outcome evaluation may be distinguished:

-

Immediate Outcomes: The changes in the trainees knowledge, skills and

attitude that can be identified immediately after the completion of training.
The aim here is to find out the extent to which positive transfer of learning has
taken place from the training to the workplace. This type of evaluation may be
done in several ways such as behaviourally anchored rating scales or self
repots supplemented by reports of subordinates, peers and supervisors or
critical incidents etc.

Intermediate Outcomes: These are the changes in trainees actual work

behaviour, which result from training. The assumption here is that effective
training should be reflected in the trainees increased job-proficiency.

48

Ultimate Outcomes: These are the changes in the functioning of part or the
entire organization, which have resulted from changes in work behaviour. For
this purpose, indexes of productivity, labour turnover etc, studies of
organizational climate and human resource accounting are taken as the
ultimate results achieved by the trainee.

Hamblins Model
Hamblin (1974) said, The purpose of evaluation is control. A well controlled
training program is one in which the weakness and failures are identified and
corrected by means of the negative feedback and strengths and successes and
corrected by means of the positive feedback.
The processes, which occur as a result of a successful training programme, can be
divided into 4 levels. The evaluation can be carried out at any of the following levels:
Reaction Level: It measures the reactions of the trainees to the content and
methods of the training, not the trainer, and to any other factors perceived as
relevant. It determines what the trainee thought about the training.
Learning Level: It measures the learning attitude of the trainees during the
learning period. It collects information that did the trainees learn what was
intended.
Job Behaviour Level: The job behaviour of the trainees in the work environment
at the end of the training period i.e. did the training got transferred to the job?
Effect on the Department: Has the training helped the trainees in improving the
departments performance?
The Ultimate Level: It measures that has the training affected the ultimate well
being of the organization in terms of the business objectives.

49

Measuring Techniques at
Each Level

Training

O1
Reactions
Objectives

E1
Reaction
Effects

Reaction Notebooks
Observers Record
Reaction Forms

O2
Learning
Objectives

E2
Learning
Effects

Written Exam
Multiple choice Test
Learning Portfolios

O3
Job Behaviour
Objectives

E3
Job Behavior
Effects

Activity Sampling
Interviews
Questionnaires

O4
Organization
Objectives

E4
Organization
Effects

Indices of Productivity
Organisation Culture

O5
Ultimate Value
Objectives

E5
Ultimate Value
Effects

Cost Benefit Analysis

Human Resource
Accounting

Fig-1.5: Flowchart of Hamblins Model

50

Existing Training Activities in Hitachi India

Training Programmes in Hitachi India
Hitachi India follows the philosophy to establish and build a strong performance
driven culture with greater accountability and responsibility at all levels. To that
extent the Company views capability as a combination of the right people in the right
jobs, supported by the right processes, systems, structure and metrics.
The Company organizes various training and development programmes, both inhouse and at other places in order to enhance the skills and efficiency of its
employees. These training and development programmes are conducted at various
levels i.e. for workers and for officers etc.

Training in Hitachi India.

Hitachi India provides training to all its employees as per the policy of the
organization.
Purpose of Training: To ensure availability of trained manpower.
Scope: All categories of employees in Biscuit plant.

51

FLOW CHART OF TRAINING PROCEDURE

Identification of Needs

Preparation of Training Plan

Imparting Training

Feedback

Induction Training

Training Effectiveness

Fig 1.6: The training procedure

IDENTIFICATION OF NEEDS
Management Staff
The Performance Appraisal form of the organization has a section in which the
training and development needs are filed up.

The person whom the concerned

employee is reporting fills the Performance Appraisal form annually. Such person
may be a branch head or department head.
Identification of training need is done at the Executive Office (EO) level for the
managers through the Performance Appraisal forms annually and the records are
maintained at the Executive Office. Managers are nominated for the various training
courses by the Executives Office.

Managers may also be nominated to certain

training programmes from the branch if the subjects covered are found to be of
interest or if they offer a learning opportunity in some emerging areas of knowledge.
52

Training needs for the department through their Performance Appraisal forms
identifies the officers, which are filled in by the department head. The Performance
Appraisal forms thus give the emerging training needs. This exercise is carried out
annually.

Staff and Workers

Training needs for staff and workers are identified based on:
-

Companys strategy and policy.

Organizational Thrust Areas.

New Emerging Areas.

This together gives the consolidated system of needs that is prepared by the Personnel
Officer and approved by the Department Head.

Preparation of Training Plan

On the basis of identified training needs, the annual training calendar is prepared by
the Personnel officer and approved by the Personnel Head.
Annual Training Budget is prepared by Branch Personnel Head and is approved by
Executive Office. This gives the final list of training activities in a particular year. It is
attempted to carry out all the programmes to fulfill the identified needs. The Head of
the Personnel Department monitors the actual training conducted vis--vis the
identified training needs on a monthly basis.

Imparting of Training
Actual training is imparted with the help of in-house and outside agencies. The
selection of these agencies is done on the basis of reputation; programmes offered by
them, past experience and feedback received from the earlier participants.
Training is also imparted by nominating the concerned employee for an external
training programme. All records of the training are maintained at branch as per
Record of Training in the Personnel folder and the same is intimated to the Executive
Office Personnel through the Monthly Personnel Report.

53

Feedback
A feedback is taken from the participants through a questionnaire on the programme
and their impressions in order to further improve upon the same. There are three such
questionnaires available and one of these is used depending upon the nature of the
training programme and the level of participants. Also, a person from the personnel
department sits through the final session of the programme and takes the verbal
feedback about the programme.

INDUCTION TRAINING
Staff/ Officers/ Managers
This is carried out as the very first step for any new entrant into the branch at the
Staff/ Officer/ Manager level.
The department prepares a schedule for the employee as per which he is required to
spend specific time in each department. During such period, he is reporting to the
respective department head.
The objective of the induction programme is to familiarize the participant to the
function of different department. The copies of the same are sent to the General
Manager and all concerned. At the end of the induction, the trainee has to submit a
report to the Personnel Department.

Workers
In the case of a new entrant, he is called in General shift for 2 days for training under
a senior worker to familiarize him with the welfare facilities like card punching,
canteen, public conveniences, rules and regulations, standing orders, shift timings,
spell outs, medical facilities, leave procedures etc. After two days of training, he is
deployed in the concerned department. The Personnel Officer organizes this.

Management Trainees Training

Management trainees are given a fortnight of induction programme. Corporate HR
advises it as per Management Trainee Training programme designed by them.
Thereafter, a detailed training programme is carried out whereby the incumbent is to
understand in depth of working of each department at various locations as per the

54

programme given by the Corporate HR. Corporate HR maintains all relevant records
pertaining to Management Trainees training at Bangalore.

Training Effectiveness
For each training programme conducted in-house for Hitachi India Delhi branch
personnel, a training brochure is developed.
The brochure developed consists of the following information:
-

Programme objectives: Need of the training and what are the objectives that this
training aims to achieve, what likely outcomes are expected to come out of impact
of this training.

Programme content: Topics being covered during the training.

Methodology adopted.

Programme faculty.

Personnel to be covered.

Training methodology.

Training effectiveness criteria and scale.

The training effectiveness is measured by measurement of the achievement of the

objectives. This lists down the measurement indicators, achievement of which will
ensure that programme objectives are achieved.
A person gets nominated for the training programme in the following two ways:
a) Training programme flowing from the training needs.
b) Training programme for testing out the training/ increased awareness/ general
information/ omnibus training types etc.
Training programmes flowing from training needs:
The programmes are divided into three broad categories:
-

Functional

Behavioral

General/ Omnibus programmes

1. Functional: The outcome of the training is measured by comparing the data pretraining and post-training. A scale is developed for measuring the effectiveness of
training based on the % achievement of the objectives.
55

2. Behavioral: The effectiveness of the training of this nature is measured annually.

This is seen through the training need identification for the coming year for the
employee. If the training need is repeated there, then the training provided is taken
as ineffective. If the training need is repeated but with focus on a part of the need,
then the training is partially effective. If not repeated, then the training is effective.
3. General: These are the training needs flowing directly from the organizational
needs. Examples of these can be ISO 9000 training, ISO 14000 training and any
awareness training. These are omnibus training programmes, which are run for a
large number of employees.

The effectiveness of the training is measured by:

Achievement of those organizational objectives within the time lines.
Number of audit issues raised on the areas covered in the training.
Any other such thing as defined in the training brochure.
The effectiveness of the outside training programme is measured on the same line as
above. However, no detailed brochure is prepared for the same. The measurement
criterion for the programme is defined in the beginning of the programme and
effectiveness measured against the same.
A consolidated effectiveness report of the training programme is prepared at the end
of the year. The programmes that are found to be ineffective are reworked.

Training programme for testing out the training

Also there are training programmes, which are not flowing directly from the training
needs measurement of effectiveness of the training is not needed to be measured.

56

Training of Managerial Staff

Identification
of
Training needs

Consolidation
of
Training needs

Annual
Training
Calendar

Approval from
the Personnel
Department

Annual
Training
Budget

Imparting
Training

Collecting
Feedback for
Further
Improvement

Monitoring of
Actual Training
vis-a-vis the
Identified needs

Fig: 1.7- Flowchart for Training of Managerial Staff

57

Training of Executives
Approval from
the Personnel
Department

Company
Strategy and
Policy

Organizational
Thrust
Areas

New
Emerging
Areas

Identification
Of
Training needs

Consolidation
Of
Training needs

Annual
Training
Calendar

Annual
Training
Budget

Imparting
Training

Collecting
Feedback for
Further Training

Monitoring of
Actual vs. the
Identified
Training needs
Fig 1.8: Flowchart for Training of Executives

58

CHAPTER- 2
OBJECTIVE & METHODOLOGY

59

OBJECTIVE & METHODOLOGY

2.1: Research Objective
Significance
In the last few years, the job market has undergone some fundamental changes in
terms of technologies, sources of recruitment, competition in the market etc. It is
therefore necessary to analyse the training & development needs of the employees
because they have to face and conquer various challenges and hurdels which comes in
the organization regularly.
Significance to the industry
This is a limited study which takes into consideration the responses of 100 people.
This data can be explorated to take in the trends across the industry. It is a rapidly
changing and evolving sector. People are only beginning to wake up to its vast
possibilities. A study like this can attempt to guide the future of the industry based on
trends.
Managerial usefulness of the Study
The study helps in finding the weaknesses, if any in the organization and the steps
taken to avoid them
The suggestions from the employees will help management to make changes in
the desired field
Objectives
To analyze the changing trends in training and development in Hitachi India.
To propose some recommendations on how to improve the process of Training.

Scope of the Study

The research work will help to understand how the Training Process and Training
methodologies are changing day by day.

60

 The research work will also help to understand why the changes are there and
what can be the future trend.

2.2 RESEARCH METHODOLOGY

Every project work is based on certain methodology, which is a way to systematically
solve the problem or attain its objectives. It is a very important guideline and lead to
completion of any project work through observation, data collection and data analysis.
According to Clifford Woody, Research Methodology comprises of defining &
redefining problems, collecting, organizing &evaluating data, making deductions
&researching to conclusions.
Accordingly, the methodology used in the project is as follows: Defining the objectives of the study
Framing of questionnaire keeping objectives in mind (considering the objectives)
Feedback from the employees
Analysis of feedback
Conclusion, findings and suggestions.

Selection of Sample Size

In order to take a reasonable sample size and not to disturb the functioning of the
organization, a sample size of reasonable strength of the Company has been taken in
order to arrive at the present practices of training in the Company. Accordingly, 20
officials of the managerial level in Hitachi India and 40 employees of the executive
level in Hitachi India have been selected at random and feedback forms
(questionnaire) have been obtained. The data has been analyzed in order to arrive at
present training practices in the organization.

Sampling Technique Used

The technique of Random Sampling has been used in the analysis of the data.
Random sampling from a finite population refers to that method of sample selection,
which gives each possible sample combination an equal probability of being picked
up and each item in the entire population to have an equal chance of being included in

61

the sample. This sampling is without replacement, i.e. once an item is selected for the
sample, it cannot appear in the sample again.

Data Collection
To determine the appropriate data for research mainly two kinds of data was collected
namely primary & secondary data as explained below:

Primary Data
Primary data are those, which were collected afresh & for the first time and thus
happen to be original in character. However, there are many methods of collecting the
primary data; all have not been used for the purpose of this project. The ones that have
been used are:
Questionnaire
Informal Interviews
Observation
Sample Size

60

Sample Area

New Delhi

Sample Unit

Officials & Employees of Hitachi India

New Delhi

Secondary Data
Secondary data is collected from previous researches and literature to fill in the
respective project. The secondary data was collected through:
Text Books
Articles
Journals
Websites
Statistical Tools Used
The main statistical tools used for the collection and analyses of data in this project
are:
Pie Charts
Tables
QUESTIONNAIRE DESIGN / FORMULATION
62

Questionnaires: - A questionnaire consists of a set of questions presented to

respondent for their answers. It can be Closed Ended of Open Ended
Open Ended: - Allows respondents to answer in their own words & are difficult to
Interpret and Tabulate.
Close Ended: - Pre-specify all the possible answers & are easy to Interpret and
Tabulate.
TYPES OF QUESTIONS USED IN THIS PROJECT
Close ended Questions
To know the choice of the people regarding various matters.
Dichotomous Questions
This has only two answers Yes or No.
Multiple Choice Questions
Where respondent is offered more than two choices. This is done to know the
choice of the customers regarding different matters.
Sample Extent
Central Delhi
Time Frame
8 weeks

2.3 : Limitations of the Research

The limitations of the research are as follows
The employees were not very keen to fill up the questionnaire.
Some of the employees did not either understand the questions or they were not
aware of the recruitment and selection procedure of the company.
There was hardly any scope to interact with the employees. Although there was
some issues which were confusing as some most obvious questions were
answered by the employees in no and I was curious to know whether they are
saying correctly or not and wanted to consult them to verify the facts but the
employees were not available very easily.

63

CHAPTER 3
DATA ANALYSIS & INTERPRETATION

64

DATA ANALYSIS AND INTERPRETATION

1) How many training programmes have you attended in last 5 years?
No. of Programmes

No. of Respondents

% of Responses

0-5

40%

6-10

25%

10-15

20%

More than 15

15%

Total

20

100%

Interpretation
45% of the officers have attended 6-15 training programmes in the last 5 years, which
is an indication of an effective training policy of the organization. However, 40% of
the officers have attended only 0-5 training programmes, which needs to be evenly
monitored by the organization.

65

2) The programme objectives were known to you before attending it.

Options

No. of Respondents

% of Responses

Strongly agree
Moderately agree

5
7

25%
35%

Cant Say
Moderately Disagree

3
1

15%
5%

Strongly Disagree

20%

20

100%

Total

Interpretation
35% of the respondents moderately agree to the fact of knowing the training
objectives beforehand, in addition to 25% who strongly agree. But a small population
disagrees as 20% strongly disagree to this notion. Training objectives should therefore
be made known compulsorily before imparting training in the organization.

66

3) The training programme was relevant to your developmental needs.

Options

No. of Respondents

% of Responses

Strongly agree
Moderately agree

6
8

30%
40%

Cant Say

15%

Moderately Disagree

10%

Strongly Disagree

5%

Total

20

100%

Interpretation
70% of the respondents feel that the training programmes were in accordance to their
developmental needs. 15% respondents could not comment on the question and 15%
think that the programmes are irrelevant to their developmental needs and the
organization must ensure programmes that satisfy the developmental needs of the
officers.

4) The period of training session was sufficient for the learning.

67

Options

No. of Respondents

% of Responses

Strongly agree

31%

Moderately agree
Cant Say
Moderately Disagree

4
4
3

21%
21%
16%

Strongly Disagree
Total

2
20

11%
100%

Interpretation
52% respondents feel that the time limit of the training programme was adequate but
25% feel that it was insufficient. Also, 21% could not comment on the question. All
the respondents though felt that increase in time limit of the programmes would
certainly be beneficial and the organization should plan for this to be implemented in
the near future.

68

5) The training methods used during the training were effective for
understanding the subject.
Options

No. of Respondents

% of Responses

Strongly agree

20%

Moderately agree

40%

Cant Say
Moderately Disagree
Strongly Disagree

3
3
2

15%
15%
10%

20

100%

Total

Interpretation
40% of the respondents believe that the training methods used during the programmes
were helpful in understanding the subject, yet 25% disagree to this notion. The
organization should use better, hi-tech methods to enhance the effectiveness of the
methods being used during the training programmes.

69

6) The training sessions were exciting and a good learning experience.

Options

No. of Respondents

% of Responses

Strongly agree

25%

Moderately agree
Cant Say

8
2

40%
10%

Moderately Disagree

15%

Strongly Disagree

10%

Total

20

100%

Interpretation
65% respondents believe that the training sessions were exciting and a good learning
experience. 10% respondents could not comment on this while 25% differ in opinion.
They feel that the training sessions could have been more exciting if the sessions had
been more interactive and in line with the current practices in the market.

70

7) The training aids used were helpful in improving the overall effectiveness of
the programme.
Options

No. of Respondents

% of Responses

Strongly agree
Moderately agree
Cant Say

4
5
7

20%
25%
35%

Moderately Disagree

15%

Strongly Disagree
Total

1
20

5%
100%

Interpretation
40% of the respondents believe that the training aids used were helpful in improving
the overall effectiveness, yet 20% disagree to this notion. 35% respondents did not
comment on the issue. Yet the total mindset of the respondents was that the
organization should use better scientific aids to enhance the presentation and
acceptance value of the training programme.

71

8) The training was effective in improving on- the- job efficiency.

Options

No. of Respondents

% of Responses

Strongly agree

15%

Moderately agree

30%

Cant Say
Moderately Disagree

4
4

20%
20%

Strongly Disagree
Total

3
20

15%
100%

Interpretation
45% respondents believe that the training programmes increase their job efficiency
but 35% disagree to this. The view of the respondents were towards having more
technological and current topics for the training programmes which could help them
satisfy their creative urge and simultaneously increase their on-the-job efficiency.

72

9)

In your opinion, the numbers of training programmes organized during

the year were sufficient for the managers of Hitachi India.
Options

No. of Respondents

% of Responses

Strongly agree

10%

Moderately agree

15%

Cant Say
Moderately Disagree
Strongly Disagree

5
2
8

25%
10%
40%

Total

20

100%

Interpretation
25% respondents have the opinion that the frequency of the training programmes is
sufficient but 50% of the respondents differ to this. They believe that the number of
training programmes organized in a year should be increased and some in house
training programmes should also be organized by the organisation regularly.

73

10)

Please suggest any changes you would like to have in the existing training
programmes.

The major suggestions for changes in the existing training programmes are as
follows:The frequency of the training programmes organized in a year should be
increased.
The duration of the training sessions should be amplified.
New programmes for personal as well as professional development of the officers
should be developed.
Officers should be referred for the training programmes as per their
developmental needs.
The training programmes should be organized outside the office in order to avoid
disturbance in the work.
Some training sessions should also be organized in house for the officers who find
it difficult to attend them if held outside the office premises.
Better presentation technologies should be used in order to increase the
effectiveness of the programmes.
The course curriculum for the training programmes should be current in terms of
the new developments in the world.

74

INTERVIEW SCHEDULE OF THE EXECUTIVE LEVEL STAFF IN

HITACHI INDIA
1) How many training programmes have you attended during the last year?
No. of Programmes

No. of Respondents

% of Responses

Upto 2

25

62%

3-5
6-8
More than 8

10
4
1

25%
10%
3%

Total

40

100%

Interpretation
35% of the Executives have attended 3-8 training programmes in the last year, which
is the clue of a useful training policy of the organization. However, 62% of the
Executives have attended only 0-2 training programmes, which should be effectively
seen by the organization. Also, every Executive should be given chances to attend as
many training programmes as possible

75

2)

The training given is useful to you.

Options

No. of Respondents

% of Responses

Strongly agree
Moderately agree

19
10

47%
24%

Cant Say

13%

Moderately Disagree

13%

Strongly Disagree

3%

20

100%

Total

Interpretation
71% of the respondents feel that the training programmes were useful. 13%
respondents could not comment on the question and 16% think that the programmes
were irrelevant to their objective of being useful. The organization must ensure
programmes that are useful and prove to cater to the developmental needs of the
Executives.

76

3) The time limit of the training programme was sufficient.

Options

No. of Respondents

% of Responses

Strongly agree
Moderately agree

7
14

18%
34%

Cant Say

13%

Moderately Disagree

15%

Strongly Disagree
Total

8
40

20%
100%

Interpretation
42% respondents feel that the time limit of the training programme was adequate but
35% feel that it was insufficient. Also, 13% could not comment on the question. All
the respondents though felt that increase in time limit of the programmes would
certainly be advantageous and the organization should take some steps in this
direction.

77

4) The time limit of the training programme, if increased would make it more
effective.
Options

No. of Respondents

% of Responses

Strongly agree

18

45%

Moderately agree
Cant Say
Moderately Disagree

8
4
8

20%
10%
20%

Strongly Disagree
Total

2
40

5%
100%

Interpretation
65% respondents feel that the increase in the duration of the training programmes
would be beneficial but 25% differ to this opinion. Going by the majority, the
organisation should make required changes to increase the duration of the
programmes and also take the opinion of the Executives to have an effective training
session.

78

5) The training was effective in improving your on-the-job efficiency.

Options

No. of Respondents

% of Responses

Strongly agree
Moderately agree

15
10

37%
25%

Cant Say

13%

Moderately Disagree

15%

Strongly Disagree
Total

4
40

10%
100%

Interpretation
62% respondents believe that the training programmes increase their job efficiency
but 25% disagree to this. The respondents were of the opinion that having current
topics for the training programmes and also some sessions by an external faculty
would help them increase their on the job efficiency.

79

6) The training aids used were effective in improving the overall effectiveness of
the programme.
Options

No. of Respondents

% of Responses

Strongly agree

10

25%

Moderately agree

10%

Cant Say

12

30%

Moderately Disagree

20%

Strongly Disagree

15%

40

100%

Total

Interpretation
35% respondents believe that the training aids were effective in improving the overall
efficiency of the programme. Contrary to this, 35% disagree and 30% could not
comment on the issue.
The organization should ensure positive awareness about the training aids used. Also,
the use of better presentation aids should be facilitated.

80

7) The number of training programmes organized for Executives in a year is

sufficient.

Options

No. of Respondents

% of Responses

Strongly agree

18%

Moderately agree

15%

Cant Say

10%

Moderately Disagree

15

37%

Strongly Disagree

20%

Total

40

100%

Interpretation
33% respondents believe that the number of training programmes organized in a year
is sufficient, but a majority of 57% disagrees to this. The organization should ensure
multiple programmes for the Executives and hence enable them in improving their
skills and knowledge.

81

8) The participation of Executives in training programme would help increase

its effectiveness.
Options

No. of Respondents

% of Responses

Strongly agree

20

49%

Moderately agree

23%

Cant Say

13%

Moderately Disagree

10%

Strongly Disagree

5%

Total

40

100%

Interpretation
72% respondents feel that participative and interactive training session could provide
more awareness and knowledge in a small span of time as compared to classroom
teaching. 13% respondents could not comment on this and 15% disagree to it.

82

9) Please suggest any changes you would like to have in the existing training
programmes.

The major suggestions for changes in the existing training programmes are as
follows:The Executives were of the opinion that external faculty should be appointed for
the training programmes.
The period of the training sessions should be augmented.
The rate of the training programmes organized in a year should be increased.
Every one should get a chance to attend the training programmes.
Documentaries and other films relating to issues of motivation, team building
should be screened.
Practical examples should be used to make things easy to understand during the
training sessions.
Better technological aids and methods should be used to make the training
sessions exciting.

83

CHAPTER-4
FINDINGS

84

FINDINGS
45% of the officers have attended 6-15 training programmes in the last 5 years,
which is an indication of an effective training policy of the organization. However,
40% of the officers have attended only 0-5 training programmes, which needs to
be evenly monitored by the organization.
35% of the respondents moderately agree to the fact of knowing the training
objectives beforehand, in addition to 25% who strongly agree. But a small
population disagrees as 20% strongly disagree to this notion. Training objectives
should therefore be made known compulsorily before imparting training in the
organization.
70% of the respondents feel that the training programmes were in accordance to
their developmental needs. 15% respondents could not comment on the question
and 15% think that the programmes are irrelevant to their developmental needs
and the organization must ensure programmes that satisfy the developmental
needs of the officers.
52% respondents feel that the time limit of the training programme was adequate
but 25% feel that it was insufficient. Also, 21% could not comment on the
question. All the respondents though felt that increase in time limit of the
programmes would certainly be beneficial and the organization should plan for
this to be implemented in the near future.
40% of the respondents believe that the training methods used during the
programmes were helpful in understanding the subject, yet 25% disagree to this
notion. The organization should use better, hi-tech methods to enhance the
effectiveness of the methods being used during the training programmes.
65% respondents believe that the training sessions were exciting and a good
learning experience. 10% respondents could not comment on this while 25%
differ in opinion. They feel that the training sessions could have been more
exciting if the sessions had been more interactive and in line with the current
practices in the market.

85

 40% of the respondents believe that the training aids used were helpful in
improving the overall effectiveness, yet 20% disagree to this notion. 35%
respondents did not comment on the issue. Yet the total mindset of the respondents
was that the organization should use better scientific aids to enhance the
presentation and acceptance value of the training programme.
45% respondents believe that the training programmes increase their job
efficiency but 35% disagree to this. The view of the respondents were towards
having more technological and current topics for the training programmes which
could help them satisfy their creative urge and simultaneously increase their onthe-job efficiency.
25% respondents have the opinion that the frequency of the training programmes
is sufficient but 50% of the respondents differ to this. They believe that the
number of training programmes organized in a year should be increased and some
in house training programmes should also be organized by the organisation
regularly.
The major suggestions for changes in the existing training programmes are as
follows: The frequency of the training programmes organized in a year should be
increased.
The duration of the training sessions should be amplified.
New programmes for personal as well as professional development of the officers
should be developed.
Officers should be referred for the training programmes as per their
developmental needs.
The training programmes should be organized outside the office in order to avoid
disturbance in the work.
Some training sessions should also be organized in house for the officers who find
it difficult to attend them if held outside the office premises.

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 Better presentation technologies should be used in order to increase the

effectiveness of the programmes.
The course curriculum for the training programmes should be current in terms of
the new developments in the world.
35% of the Executives have attended 3-8 training programmes in the last year,
which is the clue of a useful training policy of the organization. However, 62% of
the Executives have attended only 0-2 training programmes, which should be
effectively seen by the organization. Also, every Executive should be given
chances to attend as many training programmes as possible
71% of the respondents feel that the training programmes were useful. 13%
respondents could not comment on the question and 16% think that the
programmes were irrelevant to their objective of being useful. The organization
must ensure programmes that are useful and prove to cater to the developmental
needs of the Executives.
42% respondents feel that the time limit of the training programme was adequate
but 35% feel that it was insufficient. Also, 13% could not comment on the
question. All the respondents though felt that increase in time limit of the
programmes would certainly be advantageous and the organization should take
some steps in this direction.
65% respondents feel that the increase in the duration of the training programmes
would be beneficial but 25% differ to this opinion. Going by the majority, the
organisation should make required changes to increase the duration of the
programmes and also take the opinion of the Executives to have an effective
training session.
62% respondents believe that the training programmes increase their job
efficiency but 25% disagree to this. The respondents were of the opinion that
having current topics for the training programmes and also some sessions by an
external faculty would help them increase their on the job efficiency.

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 35% respondents believe that the training aids were effective in improving the
overall efficiency of the programme. Contrary to this, 35% disagree and 30%
could not comment on the issue.
The organization should ensure positive awareness about the training aids used.
Also, the use of better presentation aids should be facilitated.
33% respondents believe that the number of training programmes organized in a
year is sufficient, but a majority of 57% disagrees to this. The organization should
ensure multiple programmes for the Executives and hence enable them in
improving their skills and knowledge.
72% respondents feel that participative and interactive training session could
provide more awareness and knowledge in a small span of time as compared to
classroom teaching. 13% respondents could not comment on this and 15%
disagree to it.
The major suggestions for changes in the existing training programmes are as
follows: The Executives were of the opinion that external faculty should be appointed for
the training programmes.
The period of the training sessions should be augmented.
The rate of the training programmes organized in a year should be increased.
Every one should get a chance to attend the training programmes.
Documentaries and other films relating to issues of motivation, team building
should be screened.
Practical examples should be used to make things easy to understand during the
training sessions.
Better technological aids and methods should be used to make the training
sessions exciting.

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CHAPTER 5
RECOMMENDATIONS

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RECOMMENDATIONS
Based on the data collected through the questionnaire and interactions with the
managers and executives of Hitachi India, the following recommendations are made
for consideration:
The organization may utilize both subjective and objective approach for the
training programmes.
The organization may consider deputing each employee to attend at least one
training programmes each year.
The In-house training programmes will be beneficial to the organization as well as
employees since it will help employees to attend their official work while
undergoing the training.
The organization can also arrange part time training programmes in the office
premises for short durations, spanning over a few days, in order to avoid any
interruption in the routine work.
The organization can arrange the training programmes department wise in order to
give focused attention towards the departmental requirements.

Conclusion
The major findings of the project are enumerated as follows:
Training is considered as a positive step towards augmentation of the knowledge base
by the respondents.
The objectives of the training programmes were broadly known to the respondents
prior to attending them.
The training programmes were adequately designed to cater to the developmental
needs of the respondents.
Some of the respondents suggested that the time period of the training
programmes were less and thus need to be increased.
Some of the respondents also suggested that use of latest training methods will
enhance the effectiveness of the training programmes.

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 Some respondents believe that the training sessions could be made more exciting
if the sessions had been more interactive and in line with the current practices in
the market.
The training aids used were helpful in improving the overall effectiveness of the
training programmes.
The training programmes were able to improve on-the-job efficiency.
Some respondents also recommended that the number of training programmes be
increased.

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ANNEXURES

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ANNEXURES
Questionnaire for the Managers in Hitachi India
1.

How many training programmes have you attended in last 5 years?

Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree

2.

The programme objectives were known to you before attending it.

Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree

3.

The training programme was relevant to your developmental needs.

Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree

4.

The period of training session was sufficient for the learning.

Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree

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5.

The training methods used during the training were effective for
understanding the subject.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree

6.

The training sessions were exciting and a good learning experience.

Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree

7.

The training aids used were helpful in improving the overall effectiveness
of the programme.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree

8.

The training was effective in improving on- the- job efficiency.

Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree

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8.

In your opinion, the numbers of training programmes organized during

the year were sufficient for the managerial staff of Hitachi India.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree

Questionnaire for the executive level staff in Hitachi India

1. How many training programmes have you attended during the last year?
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
2. The training given is useful to you.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
3. The time limit of the training programme was sufficient
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree

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4. The time limit of the training programme, if increased would make it more
effective.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
5. The training was effective in improving your on-the-job efficiency.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree
6. The training aids used were effective in improving the overall effectiveness of
the programme.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree

7. The number of training programmes organized for the executives of Hitachi

India in a year is sufficient.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree

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8. The participation of officers in training programme would help increase its

effectiveness.
Strongly agree
Moderately agree
Cant Say
Moderately Disagree
Strongly Disagree

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BIBLIOGRAPHY/REFERENCES

98

BIBLIOGRAPHY/REFERENCES
BOOKS & MAGAZINE

Effective Planning in Training and Development

Leslie Rae

World Class Training

Kaye Thorne

Training in Practice

Blackwell

Human Resource Management

C.B.Gupta

Human Resource Management

T.N.Chabra

Human Capital

Journal

Internet website links

www.hitachiindia.com
www.google.com

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