CHAPTER CHAPTER TITLE PAGE

NO NO

INTRODUCTION AND DESIGN 1-6

I OF THE STUDY

INDUSTRY PROFILE AND

II COMPANY PROFILE 7-14

REVIEW OF LITERATURE
AND THEORETICAL 15-18
III FRAMEWORK

ANALYSIS AND 19-73

IV INTERPRETATION
FINDINGS AND SUGGESTIONS
74

V CONCLUSION 75

BIBLIOGRAPHY 76

APPENDICES 77

CONTENT OF TABLE
 LIST OF TABLE
TABLE NO LIST OF TABLES PAGE NO

1 AGE GROUP OF THE RESPONDENTS 17

2 QUALIFICATION OF RESPONDENTS 18

3 EXPERIENCE OF THE RESPONDENTS 20

4 SOURCE OF RECRUITMENT 22

5 TECHNIQUE APPROACHEDTHE ORGANIZATION FOR 24

EMPLOYMENT

6 THE ORGANIZATIONS OFFERS WHICH TYPE OF 26

RECRUITMENT FOR ITS EMPLOYEES

7 PRESENT SYSTEM OF RECRUITMENT IN THE 28

ORGANIZATION

8 JOB GIVES THE PRESTIGE PROCESS IN THE 30

ORGANIZATION

9 HR PROVIDES ADEQUATE POOL OF QUALITY 32

APPLICANTS

10 TYPE OF TEST CODUCTED DURING THE TIME OF 34

RECRUITMENT

11 THE AVERAGE TIME SPENT BY HR DEPATMENT FOR 36

THE CANDIDATE

12 THE ORGANIZATION DOING TIMELINES RECRUITMENT 38

AND INTERVIEW PROCESS

13 VERIFICATION DURING THE TIME OF RECRUITMENT 40

PROCESS

14 THE TRAINING GIVEN TO THE EMPLOYEES AFTER THE 42

RECRUITEMENT

15 VACANCIES RECRUITED BY THE SELECTION PROCESS 44

16 RECRUITMENT IS IMPORTANCE IN THE ORGANIZATION 46

17 PLACEMENT AFTER RECRUIMENT 48

18 THE PLACEMENT TOWARDS PRODUCTIVITY 50

19 REFFERAL POLICY IN THE ORGANIZATION 52

20 THE RIGHT JOB BY THE DESREVE PERSON AT THE 54

WORKING AREA

21 SATISFACTION LEVEL OF SELECTION PROCEDURE IN 56

PROCESS OF RECRUITMENT

22 OPINION ABOUT PERSONNEL RECRUITMENT, AND 58

SELECTION IN THE ORGANIZATION

23 TESTS CONDUCTED AT THE TIME OF RECRUITMENT 60

PROCESS

24 SATISACTION LAVAL FOR THE CURRENT JOB IN THE 62

ORGANIZATION

25 THE RATE IS PROCEDURE TO THR RECRUITMENT 64

PROCESS

26 ENHANCEMENT OF SELECTIONS PROCESS FOR THE JOB 66

SATISFACTION

27 DIFFERENT RECRUITMENT PROCESS FOR DIFFERENT 68

GRADES OF EMPLOYMENT

28 THE RATE OF RECRUITMENT PROCESS IN THE 70

COMPANY
 LIST OF CHART
TNO LIST OF CHART PAGE NO

1 AGE GROUP OF THE RESPONDENT 17

2 QUALIFICATIONS OF RESPONDENTS 18

3 EXPERIENCE OF THE RESPONDENTS 20

4 SOURCE OF RECRUITMENT 22

5 TECHNIQUE IS APPROACHEDTHE ORGANIZATION FOR 24

EMLOYMENT

6 THE ORGANIZATIONS OFFERS WHICH TYPE OF 26

RERUITMENT FOR ITS EMLOYEES

7 PRESENT SYSTEM OF RECRUITMENT IN THE 28

ORGANIZATION

8 JOB GIVES THE PRESTIGE PROCESS IN THE 30

ORGANIZATION

9 HR PROVIDES ADEQUATE POOL OF QUALITY 32

APPLICANTS

10 TYPE OF TEST CODUCTED DURING THE TIME OF 34

RECRUITMENT

11 THE AVERAGE TIME SPENT BY HR DEPATMENT FOR 36

THE CANDIDATE

12 THE ORGANIZATION DOING TIMELINES RECRUITMENT 38

AND INTERVIEW PROCESS

13 VERIFICATION DURING THE TIME OF RECRUITMENT 40

PROCESS

14 THE TRAINING WILL BE GIVEN TO THE EMLOYEES ARE 42

RECRUITE IN THE ORGANIZATION

15 VACANCIES ARE RECRUIT BY THE SELECTION PROCESS 44

16 RECRUITMENT PLAYS AN IMPORTANT ROLE IN THE 46

ORGANIZATION
17 AFTER ECRUITMEN EMPLOYEE SHOULD GIVEN 48
CORRECT PLACEMENT

18 THE PLACEMENT IS NOT GOOD ON ORGANIZATION, IT 50

LEADS LESS PRODUCTIVITY

19 REFFERAL POLICY IN THE ORGANIZATION 52

20 THE RIGHT JOB BEING PERFORMED BY THE DESREVE 54

PERSON AT THE WORKING AREA

21 SATTISFACTION LEVEL OF SELECTION PROCEDURE IN 56

PROCESS OF RECRUITMENT

22 OPINION ABOUT PERSONNEL RECRUITMENT, 58

SELECTION IN THE ORGANIZATION

23 TESTS ARE CONDUCTEDTIME RECRUITMENT PROCESS 60

24 SATISFIED FOR THE CURRENT JOB IN THR 62

ORGANIZATION

25 THE RETE IS PROCEDURE TO THR RECRUITMENT 64

PROCESS

26 SELECTION PROCESS ENHANCE THE JOB 66

SATISFACTUION

27 DIFFERENT RECRUITMENT PROCESS FOR DIFFERENT 68

GRADES OF EMPLOYMENT

28 THE RATE OF RECRUITMENT PROCESS IN THE 70

COMPANY
 CHAPTER-1

INTRODUCTION
AND
DESIGN OF STUDY
 1.1 INTRODUCTIONDr. A.S ALAGU KANNA, MBA., Ph.D.,

AUTOMOBILE INDUSTRY
The Automotive Industry in India is the fourth-largest in the world as per 2021 statistics. In
2022, India became fourth largest country in the world by valuation of automotive industry. As of
2020, India is the 5th largest automobile market in the world, surpassing Germany in terms of sales.
Currently India's auto industry is worth of more than US$ 100 billion and contributes 8% of the
country's total export and accounts for 2.3% of India's GDP. India's major automobile manufacturing
companies includes Tata Motors, Ashok Leyland, Mahindra & Mahindra, Force Motors, Tractors
and Farm Equipment Limited, Eicher Motors, Royal Enfield, Sonalika Tractors, Hindustan Motors,
ICML, Kerala Automobiles Limited, Reva, Pravaig Dynamics, Premier, Tara International and
Vehicle Factory Jabalpur.
The Indian Automobile Industry stands one of the largest across the globe, contributing more
than 7% to India’s GDP. This highly competitive auto sector set in motion an equally aggressive
automotive servicing and repair industry which is estimated to be worth Rs. 34,000 crores by the
year 2020. Moreover, the rapidly growing presence and the arrival of big car brands in the country is
driving the Indian car market towards becoming a world leader in the coming years.
Service Sector in India today accounts for more than half of India’s GDP. According to data
for the Financial Year 21 was 22.65 million vehicles, and 13 million vehicles were produced
between April-October 2021. The two wheelers segment dominates the market in terms of volume
owing to a growing middle class, and a huge percentage of India’s population being young.
Moreover, the growing interest of the companies in exploring the rural markets further aided the
growth of the sector. India is also a prominent auto exporter and has strong export growth
expectations for the near future. In addition, several initiatives by the Government of India and major
automobile players in the Indian market is expected to make India one of the leaders in the two-
wheeler and four-wheeler market in the world by 2022.

AUTOMOBILE INDUSTRY-IMPACT ON INDIAN ECONOMY

Automotive is one of the core sectors of the Indian economy and, to a great extent, serves as a
bellwether for its current state. An ominous fall in commercial-vehicle (CV) sales foretold
impending economic challenges in both 2012 and 2019, while a steep rise in passenger-vehicle (PV)
and two-wheeler (2W) sales was a harbinger of good economic news in [Link] Manufacture of
1
transport equipment accounts for 10 to 12 percent of the gross value added (GVA) within India’s
manufacturing sector.1 Any decline in that area significantly hurts India’s economic outcomes.
Employ-ment is also hard hit when vehicle sales fall, since the automotive sector provides 37 million
direct and indirect jobs while stimulating job creation in other industries. While the Indian
automotive industry has faced many recent challenges, including the devastating COVID-19
pandemic, its growth potential is clear. In fact, the sector is expected to account for 65 million new
jobs within India by 2026 as companies increase production.2 To help domestic and international
players in India capture new opportu-nities as the market expands, we examined the current state of
the country’s automotive sector and identified imperatives and enablers for success.

2
SELECTION:
The aim of selection is to find a person who accepts the position and who gives
satisfactory service and performance in the long term. The system approach starts from the
position of well-defined job and clearly analyzes the specifications. Selection is not just a
question of interviewing, although it is most popular device in use.
Selection is very much a process of deselecting, that is gradually eliminating
candidates until finally one is left on the list for a vacancy. Some methods are more reliable
than other but, to large extent. Selection is about trying to minimize risk and maximizing
certainty of making of the right decision.
ESSENTIALS OF SELECTION PROCEDURE:
The selection process can be successful if the following requirements are satisfied:
• Someone should have the authority to select. This authority comes from the employment
requisition, as developed by an analysis of the work load and work force.
• There must be some standard of personnel with which a prospective employee may be
compared, i.e. a comprehensive job description and job specification should be available
beforehand.
• There must be a sufficient number of applicants from whom the required number of
employees may be selected.

FACTORS AFFECTING SELECTION DECISIONS:

The goal of selection is to short out or eliminate those judged unqualified to meet the job
and organization requirements, whereas the goal of recruitment is to create a large cool of
persons available and willing to work. Thus, it is said that recruitment tends to be positive
while selection tends to be somewhat negative. The important among them are:
• Profile matching.
• Organizational and social environment.
• Successive hurdles.
• Multiple correlation

1.2 Need for the Study

Organizations face significant challenges in attracting and retaining top talent. A study on
recruitment and selection can help identify effective strategies for acquiring and retaining skilled
employees. In today's competitive business environment, organizations need to develop
innovative recruitment and selection strategies to stay ahead of the competition. This study can
provide insights into best practices and emerging trends in recruitment and [Link]

3
 diversity and inclusion in the workplace is critical for organizational success. A study on
recruitment and selection can help identify strategies for promoting diversity and inclusion in the
hiring [Link] and selection can be costly and time-consuming. This study can help
identify ways to streamline the recruitment and selection process, reducing costs and improving
[Link] quality of hire is critical for organizational success. A study on recruitment and
selection can help identify strategies for improving the quality of hire and reducing turnover.

1.3 Scope of the Study

The scope of this study is to investigate the employee recruitment and selection
process in [industry/organization], with a focus on identifying effective strategies,
challenges.

1.4 Objectives of study

1. To identify the current recruitment and selection methods, tools, and techniques.
2. To examine the challenges and opportunities facing in its recruitment and selection
efforts.
3. To investigate the role of diversity and inclusion in the recruitment and selection
process.
4. To explore the impact of emerging trends, such as AI and social media, on the
recruitment and selection process.

1.5 Data collection methods

Primary Data Collection Methods

1. Surveys: Online questionnaires will be designed to collect response from
employees across different department.

Secondary Data Collection Methods

1. Literature Review: A review of existing research studies, articles, and books on
employee recruitment and selection process.

2. Company Records: Analysis of company records, such as recruitment data,

selection criteria, and hiring outcomes.
3. Total employees

4
1.6 Sampling Design

 A Total of 100 employees are working in the dealership.

 A total of 50 employees has responded.
 The sample size ensures diverse representation of employees from different
functional areas

1.7 Framework for Analysis

Input Variables

1. Recruitment Strategies: Types of recruitment sources used (e.g., social media,

job boards, employee referrals).

2. Selection Criteria: Factors considered in the selection process (e.g., skills,

experience, education).

3. Job Requirements: Key responsibilities and qualifications for the job.

4. Organizational Culture: Values, norms, and expectations of the organization.

Output Variables

1. Quality of Hire: Performance and potential of selected candidates.

2. Time-to-Hire: Length of time it takes to fill a job vacancy.

3. Cost-per-Hire: Expenses associated with recruiting and selecting a candidate.

4. Candidate Satisfaction: Perceptions of the recruitment and selection process from

the candidate's perspective.

1.8 Chapter Scheme

Chapter-1 It deals with the Introduction, Need of the study, scope of the study.
Objectives of the study, hypothesis, data collection method, sampling design,
Frame work Analysis and scheme of the report.

Chapter-2 It deals with the Industry Profile, Company Profile.

Chapter - 3 It deals with review of literature and theoretical framework.

5
Chapter - 4 It deals with the data analysis and interpretation of the data
collected with the help of the questionnaire.
Chapter-5 It deals with the findings, suggestions and conclusion.

6
2.1 INDUSTRY PROFILE
INTRODUCTION
The Indian automobile industry is one of the largest and most competitive sectors globally, playing a
vital role in the country's economic growth. It contributes significantly to GDP, employment, and
exports while driving advancements in technology and manufacturing. With rising demand for
vehicles, the industry has witnessed rapid expansion, attracting global and domestic manufacturers.
the following passages provide an in-depth overview of the automobile industry, covering its market
size, economic impact, key players, and emerging trends shaping its future.
2.2 RECRUITMENT:
Recruitment refers to the process of finding possible candidates for a job or function,
undertaken by recruiters. It may be undertaken by an employment agency or a member of
staff at the business or organization looking for recruits. Either way it may involve
advertising, commonly in the recruitment section of a newspaper or in a newspaper dedicated
to job adverts.

Employment agencies will often advertise jobs in their windows. Posts can also be
advertised at a job center if they are targeting the unemployed. Suitability for a job is
typically assessed by looking for skills, e.g. Machining skills, CNC/VMC programming,
setting skills. Evidence for skills required for a job may be provided in the form of
qualifications, experience in a job requiring the relevant skills or the testimony of references.

Employment agencies may also give computerized tests to assess an individual's off
hand knowledge of software packages or typing skills. At a more basic level written tests may
be given to assess numeric and literacy. A candidate may also be assessed on the basis of an
interview.

Sometimes candidates will be requested to provide a resume or to complete an

application form to provide this evidence. Recruitment is concerned with tapping the sources
of human resources whereas selection is concerned with selecting the most suitable candidate
through various interview and tests.
2.3PAST CHALLENGES AND THE POTENTIAL FOR GROWTH IN THE INDIAN
AUTOMOTIVE INDUSTRY
What started as a small fire in September 2018—a dip in sales of CVs after the regulatory change in

7
the axle-load norms—turned into a full-blown conflagration, at a scale not experienced in the last
two decades, as fundamental economic challenges roiled the Indian automotive industry. Credit
availability fell, demand slowed (especially in infrastructure and mining), and discretionary spending
dropped, all of which contributed to a decline in auto sales. In early 2020, just as the industry was
expected to recover, the COVID-19 pandemic introduced challenges that hurt demand and interfered
with the automotive industry’s deeply intertwined supply chains. More recently, however, the
situation has looked brighter. In late 2020, government travel restrictions eased, India’s harvest was
good, and the festive season stimulated demand in some high-volume segments.

8
2.4 COMPANY PROFILE
Introduction:
TVS Groups is an Indian multinational conglomerate with its principal headquarters in Madurai and
international headquarters in Chennai. It has more than 50 subsidiaries including the two-wheeler
manufacturer TVS Motor Company and TVS Supply Chain Solutions. The TVS Group traces its
origins to a rural transport service, founded in 1911 in Tamil Nadu, India. Today, this renowned
business conglomerate remains faithful to its core ideals of trust, values, service and ethics. TVS
Motor Company is India's third-largest motorcycle company in terms of revenue. It is also the
second largest two-wheeler exporter in India, exporting to over 60 countries.
The TVS Group is India’s leading supplier of automotive components and one of the country’s most
respected business groups. With a combined turnover of over $ 6.5 Billion, the TVS Group employs
a total workforce of close to over 39,000 employees. Charting a steady growth path of expansion and
diversification, the group currently comprises around 50 companies. These operate in diverse fields
that range from two-wheeler and automotive component manufacturing to automotive dealerships,
finance and electronics. Uniting these multiple businesses is a common ethos of quality, customer
service and social responsibility.
TVS Motor company is an Indian multinational motorcycle manufacturer headquartered in Chennai.
It is the third largest motorcycle company in India in terms of revenue. The company has annual
sales of three million vehicles. TVS Motor company is also the second largest two-wheeler exporter
in India with exports to over 60 countries. TVS Motor company is the flagship company of the TVS
Group, being the largest company of the group in terms of valuation and turnover. The logo for TVS
Motor company features a red horse.

9
Founder

Thirukkurungudi Vengaram Sundram Iyengar (22 March 1877 – 28 April 1955) was an
Indian industrialist and automobile pioneer. In 1911, he founded T. V. Sundram Iyengar &
Sons, a bus company which later diversified into automobile production and emerged as the
parent company of the TVS Group, one of India’s biggest business conglomerates. With his
humble beginning as a lawyer, he grew into one of the most successful industrialists of his time.
TVS Motors is a prominent two-wheeler and three-wheeler manufacturer in India. It was founded in
1978 as a division of TVS Group, a well-known conglomerate with interests in various industries
such as automotive components, logistics, electronics, and textiles. Over the years, TVS Motors has
become a household name in India, and its products are sold in over 60 countries across the world. In
this article, we will take a closer look at the history of TVS Motors, from its inception to its status as
a leading player in the Indian automobile industry.
TVS Motors started a joint venture between TVS Group and Suzuki Motor Corporation of Japan.
The company was initially named TVS-Suzuki and began producing two-wheelers in a factory
located in Hosur, Tamil Nadu. The first product to roll out of the factory was the Suzuki-licensed
moped, which was a popular mode of transportation in India at the time. The company quickly
gained popularity for its reliable and fuel-efficient vehicles, and its product portfolio expanded to
include motorcycles and scooters.
TVS and Suzuki shared a one-year-long relationship that was aimed at technology transfer for design
and manufacture of two-wheelers specifically for the Indian market. Re-christened TVS-Suzuki, the
company brought out several models such as the Suzuki Supra, Suzuki Samurai, Suzuki Shogun and

10
Suzuki Shaolin. In 2001, after separating ways with Suzuki, the company was renamed TVS Motor,
relinquishing its rights to use the Suzuki name.

2.4TVS Mobility Private Limited

TVS Mobility Private Limited is a global automobile corporate dealer and India’s largest distributor
specializing in developing and supplying market-leading automobile solutions. Combining value
with technical expertise, we deliver a high level of service along with a vast inventory of quality
parts - competitively, and at scale. With our strong industry knowledge, expansive network, and
leading processes, we take the complexity out of doing business in the automotive market. Having
served the automobile industry for over 100 years, our strength lies in the relationships we build and
the value we deliver by merging local expertise with a global force.
TVS Mobility is a multi-generational, family-owned company that prides itself first on providing
premium automobile solutions, serving as a total resource for independent service centres,
dealerships, fleets and aftermarket. Founded in 1911 as M/S. T V Sundram Iyengar & Sons Private
Limited, TVS Mobility is currently managed by the family members of Mr. T.S. Rajam and the
fourth generation of Mr. T.V. Sundaram Iyengar. Carrying forward a rich legacy of more. than 100
years, the company has made a name for itself with more than 150 outlets selling over 50,000
vehicles and servicing nearly 500,000 vehicles per annum. Our reputation for unmatched availability,
exceptional service and knowledgeable staff has not only propelled our growth but has been the key
indicator of our success. We team up and collaborate with reputable brands focusing on sales and
distribution of commercial vehicles, utility & sports utility vehicles, and passenger cars representing
various automobile vehicles manufacturers such as Ashok Leyland, Honda Cars India, Mahindra
Trucks & Bus, Renault India Private Limited, and off-highway and construction equipment
manufactured by Escorts Limited, Pal Finger, BYD, Doosan, Alpha Equipment, and Macons. At
TVS Mobility, we’ve always believed in going the extra mile to help our people, partners and
customers succeed. Today as a world-class leader revolutionizing the automobile market, we take
pride in providing employment to over 5,000 people with revenue of around INR 4,000 Crores
annually. Today as a reliable source, we serve thousands of customers with Joint Venture in Sri
Lanka and Bangladesh for automobile distribution,

2.5HISTORY: -

11
TVS Mobility is the holding company for the businesses managed by the T S Rajam family
members. The companies housed under TVS Mobility evolved from the business started by TV
Sundaram Iyengar in 1911. Businesses under the TVS Mobility group are being managed by the 4 th
generation family members, descendants of T V Sundaram Iyengar. TVS Mobility is the holding
company for the businesses managed by the T S Rajam family members. The companies housed
under TVS Mobility evolved from the business started by T V Sundaram Iyengar in 1911.
Businesses under the TVS Mobility group are being managed by the 4 th generation family
members, descendants of T V Sundaram Iyengar.

PARTNERS: -

TVS Mobility is proud to be an exclusive and authorized Corporate Dealer for Renault India in
Kerala since 2011, with 33 sales and 16 service outlets across the state. The Renault Group is an
international company, of French origin, they design, manufacture, and market private and utility
vehicles.
At TVS Mobility, we excel in every area of customer service. In addition to offering the full range of
Renault vehicles, we work hard to ensure we deliver first-class service and enhance the customer
experience - whether it is buying, servicing, financing, or purchasing parts and accessories. Our team
is passionate about the superior quality and unique style each Renault has to offer and we’re
confident customers will have an enhanced experience when they visit us, every single time.

2.6TVS Vehicle Mobility Solution Private Limited.

Services: - (ASHOK LEYLAND)
12
TVS Vehicle Mobility solution. offers a variety of services related to mobility, including
maintenance and support for vehicles, which may include Ashok Leyland vehicles among others.
These services encompass maintenance and repairs conducted through authorized service centers,
ensuring vehicles remain in optimal condition for prolonged use. Central to their service offerings
are genuine spare parts, emphasizing the importance of quality and reliability in vehicle
performance. Additionally, Ashok Leyland extends support beyond the workshop with roadside
assistance, providing timely aid during emergencies or breakdowns. Their commitment to customer
satisfaction is further demonstrated through training programs aimed at enhancing the skills of
drivers, mechanics, and fleet operators. However, the availability of specific services and the extent
of their partnership may vary depending on the region and the agreements between TVS Vehicle
Mobility and Ashok Leyland. It's best to contact TVS Mobility Performance bonuses are monetary
rewards outside of a professional's usual pay or salary that they receive after meeting or exceeding
certain performance expectations.

Companies can use these bonuses as incentives for exemplary work practices or to congratulate and
thank employees who achieve certain goals. Professionals who exceed production expectations can
earn performance bonuses. Companies use these bonuses as motivating incentives to improve the
quality of their employee's work. While it is possible for a professional to negotiate a performance
bonus, employers typically offer these incentives when they can afford. Performance appraisal can
help create a healthy competition between colleagues and help employees compare and improve
upon their skills if needed. It can also be used to select candidates for promotions, assignments to
important projects, or other purposes

2.7SERVICES
 Sale
 maintenance
 repair of vehicle
 related parts and accessories

2.8VISION:
To consistently deliver exceptional value and service to our employees, customers, and stakeholders.
we are committed to driving positive social and environmental impact through our operations and
partnerships, while making a meaningful difference in the communities where we operate.

13
 2.9MISSION

To be the industry's most reliable and efficient organisation. Through the companies housed under TVS
Mobility, we want to continuously push the boundaries of what is possible. With over 25000 employees
and establishments in over 25 countries, we are focused on expanding our reach andmoving into newer
markets. We are committed to sustainability, safety, and continuous improvement .

2.10 ORGANIZATIONAL STRUCTURE CHART

CHIEF OPEARTING OFFICER (COO)

BOARD OF DIRECTORS

VICE PRESIDENT

ASSISTANT VICE PRESIDENT

FUNCTIONAL DEPARTMENTS

HUMAN FINANCE SALES SERVICE CEMHS

RESOURCE DEPARTMENT DEPARTMENT DEPARTMENT
DEPARTMENT
GENERAL GENERAL GENERAL
GENERAL MANAGER MANAGER MANAGER
MANAGER
DEPUTY DEPUTY DEPUTY
DEPUTY MANAGER MANAGER MANAGER
MANAGER
MANAGER MANAGER MANAGER
MANAGER
ASSISTANT ASSISTANT SENIOR
ASSISTANT MANAGER MANAGER SERVICE
MANAGER ENGINEER
HELPER SALES
CONSULTAN
HELPER JUNIOR
SERVICE
ENGINEER

FITTER
FITTER
ASSISTANT
14
3.1 REVIEW OF LITERATURE
This chapter describes about the research design, signification of study,
objective of the study, hypothesis of the study and research methodology with collection of
data and presentation of the study. This chapter also explains the review of literature pertinent
to the research study. An attempt has been made to take review of prior studies on the topic.

The recruitment and selection process is a complex and interdependent

system that begins with determining the need establishing the purpose of the position. This
process should include a careful position analysis, a step often assumed but not taken that
leads to hiring someone, but may be not the right person, Which is of course, a key to succ
essful staffing practices ( Raetz, 2001 ). Based on a carefully conducted position analysis, the
positional description takes into account such as position responsibilities, necessary
qualifications of candidates, and any unusual or unique aspects of the position or thin
situation.

Evaluated the DIC program in Kerala he concluded that ambitious DIC

program of government did not yield the expected result in Kerala. (But at the same time he
says that the growth of SSI cannot be clearly stated to positive, negative or obsoletely zero) to
support his statement he given growth rate of SSI in Kerala. That’s why working and
effectiveness of DIC’s should be evaluated.

Bhattacharya ( 2002 ) is of opinion that human resource is a primary

resource without other resource, physical or financial cannot be put into use. Even a fully
automatic unit requires human resource to run it and also to plan for further improvement. He
further says that to achieve any goal, man power requirement needs to be assessed, located
and harnessed. HRP his not more assessment of the number of men required. An organization
of categorize men as per their knowledge and skills and also ensure their balanced allocation.

15
 According to Ghosh and Kumar (1991) the process of business planning can be
considered in four parts viz. The analysis of factors affecting the future, forecasting the future
environment, preparing the plan and installing the plan.

One of the research studies concluded that the speed of setting up industries in
jalna district is so slow, because infrastructural deviancies research is based on primary and
secondary data collected that the DIC, Jalna had shown better performance in implementation
of the scheme.

Taylor (1982) opines that in on organization the top management is

responsible to select the most appropriate strategy from the various alternatives prepared by
the senior managers with the assistance of corporate planner.

Michael, Bruer and Maki opine that succession planning needs to be modifies
if it is to remain a relevant means of regenerating companies leadership. there are several
cause of the gap between the promises of traditional succession planning and what is
delivered the most important goal is developing strong leadership teams for strategic tasks.
the means of doing this lies in succession management, which offers a more flexible and
dynamic approach for developing strong leadership teams.

The rural industrialization in India [Link] in his article suggested that

programmers for rural industries and the DIV program are supporting agencies. he says that at
the district level, DIC function as an umbrella organization for the rural development as well
as SSI development program. But it should be multidisciplinary program calling for close for
co-ordination amongst various institutions and agencies.

Sivaprakasam (2000) says that planning for retirement is an effective human resource
solution making organizations forward thinking. According to him planning for retirement
seem to be left to the individual rather than the organization, which actually could leverage
the maximum from the human resource capital through planned retirement policy. he has
suggested that a retirement chart may be very useful which may indicate the year wise,

16
category wise, age wise number of employees serving at present and would retire at different
points of time.

([Link],2015)The performance of small and medium scale industries

in Marathwada region is continuously growing upwards. The small scale industries are
generating good employment for the people in marathwada region which is needed. Further it
is the great opportunity for new as well as young entrepreneurs to start their small industrial
units in Marathwada region which solve the problems of employment at great level.

A research concluded that without employee organization does not exist;

they are real assets of the organization. So that to manage and control these assets is very
much necessary for each organization, for that purpose every organization is investing money
and time to get better result. Every investment within an organization seeks for a set of goal
to justify the cost and time spent on the one hand and on the other hand to make the
organization better off which could be through a reduction in cost being more efficient, better
service quality, increasing market share etc. E-HRM is one of the investments which after
being recognized as a useful tool to reduce the cost which is require to done the day to day
human resource activities in organization. E-HRM consists of the use of E-recruitment, E-
employee profile, E- selection; E-training, E-performance management system etc. by using
this concept the term E-HRM helps to reduce the cost and also gives better effects to
organization.

This chapter concludes the study of research methodology and review of

literature of recruitment and selection in the view of literature some authors have their own
view for recruitment and selection .As per some authors human resource is considered as one
of the important source of the enterprise. As we know that for the production of any product
or service we need factors like money, material, machinery and for handling these resources
we need effective and efficient manpower. Organization works in various departments like
finance, production, sales and marketing, purchases and human resource.

17
3.2THEORETICAL FRAMEWORK:
1. Theoretical Foundations
Several theories underpin recruitment and selection:

 Human Capital Theory (Becker, 1964) – Organizations invest in employees like assets,
selecting candidates based on their skills and potential contributions.

 Resource-Based View (Barney, 1991) – Recruitment is a strategic tool to gain a competitive

advantage by acquiring and retaining valuable talent.

 Person-Job Fit Theory (Edwards, 1991) – Ensures candidates’ skills, knowledge, and
abilities match job requirements.

 Person-Organization Fit Theory (Kristof, 1996) – Aligns candidates’ values and

personality with company culture to enhance job satisfaction and retention.

2. Stages of Recruitment and Selection

A structured process ensures fairness and effectiveness:

A. Recruitment Phase (Attracting Candidates)

1. Workforce Planning – Identifying hiring needs based on business strategy.

2. Job Analysis & Description – Defining job roles, skills, and competencies required.

3. Sourcing Candidates – Using job portals, social media, referrals, and internal hiring.

4. Employer Branding – Enhancing company reputation to attract top talent

B. Selection Phase (Assessing and Choosing Candidates)

1. Screening & Shortlisting – Filtering applications based on qualifications and experience.

2. Assessment Methods:
o Cognitive and personality tests
o Behavioral and technical interviews
o Work simulations and assessment centers

3. Decision-Making & Job Offer – Selecting the best candidate based on structured criteria.

4. Onboarding & Integration – Ensuring smooth transition and engageme

18
 Table 4.1 Age group of the respondents

S. no Factor Respondents Percentage

1 Below 20 3 6
2 21 – 30 11 22
3 31 -40 15 30
4 41 – 50 10 20
5 51 & Above 11 22

Total 50 100

Inference:
From the above table it is indicates that 30% of the respondents are 31 -40 years, 20% of the
respondents are 41-50 years, 22% of the respondents are 21-30 years, 22 % of the
respondents are 51 & Above, 6 % of the respondents are below 20 years.

Chart-4.1
Age group of the respondents

35
30
25
20
15
10
5
0
factor Below20 21-30 31-40 41-50 51&Above

19
 Table-4.2 Qualification of the respondents

[Link] QUALIFICATION [Link] PERCENTAGE

RESPONDENT

1 ITI 0 0

2 Diploma 20 40

3 UG 18 36

4 PG 8 16

5 Others 4 8

Total 50 100

Inference:
From the above table it is shows that 16% of the respondents are PG, 40% of the respondents
are diploma, 36% of the respondents are UG, 0 % of the respondents are ITI, 8 % of the
respondents are others.

20
 Chart-4.2

Qualification of the respondents

40

35

30

25

20 Percentage

15

10

0
Factor ITI Diploma UG PG Others

From the above chart it is shows that 16% of the respondents are PG, 40% of the respondents
are diploma, 36% of the respondents are UG, 0 % of the respondents are ITI, 8 % of the
respondents are others.

21
 Table-4.3 Experience of the respondents

S. no Factor Respondents Percentage

1 Below 3 10 20

2 3 - 5 Years 16 32

3 5 - 10 Years 13 26

4 10 -15 Years 7 14

5 Above 15 4 8

Total 50 100

Inference

From the above table it is observes that 32% of the respondents are 3-5 years, 20% of the
respondents are below 3, 26 % of the respondents are 5-10 years, 14% of the respondents are
10-15 years, 8% of the respondents are above 15.

22
 Chart -4.3
Experience of the respondents

Factor Below 3 3 - 5 Years 5 - 10 Years 10 -15 Years Above 15

From the chart table it is observes that 32% of the respondents are 3-5 years, 20% of the
respondents are below 3, 26 % of the respondents are 5-10 years, 14% of the respondents are
10-15 years, 8% of the respondents are above 15.

23
 Table-4.4 Source of recruitment

S. no Factor Respondents Percentage

1 Internal 10 20

2 External 31 62

3 Both 9 18

Total 50 100

Inference:
From the above table it is clears that 62% of the respondents are external, 20% of the
respondents are internal, 18% of the respondents are both.

24
 Chart –4.4
Source of recruitment

70

60

50

40
percentage
30

20

10

0
Internal External Both

From the above char

t it is clears that 62% of the respondents are external, 20% of the respondents are internal,
18% of the respondents are both.

25
 Table-4.5 Technique is approached the organization for employment
S. no Factor Respondents Percentage

1 Consultants 24 48

2 Job sites 10 20

3 Advertisements 12 24

4 Reference 4 8

Total 50 100

Inference:
From the above table it is shows that 48% of the respondents are consultants, 20% of the
respondents are job sites, 24% of the respondents are advertisement, 8% of the respondents
are reference.

26
 Chart-4.5
Technique is approached the organization for employment

percentage

48

24
20

Consultants Job sites Advertisements Reference

From the above chart it is shows that 48% of the respondents are consultants, 20% of the
respondents are job sites, 24% of the respondents are advertisement, 8% of the respondents
are reference.

27
 Table-4.6 The organization offers which type of recruitment for its
employees
S. Factor Respondents Percentage
no

1 Temporary basis employment 27 54

2 Permanent basis employment 13 26

3 Both 10 20

Total 50 100

Inference:
From the above table it is shows that 54% of the respondents are temporary basis
employment, 20% of the respondents are both, 26% of the respondents are permanent basis
employment.

28
 Chart-4.6
The organization offers which type of recruitment for its employees

Temporary basis employment Permanent basis employment Both

20 %

54 %
26 %

From the above chart it is shows that 54% of the respondents are temporary basis employment,
20% of the respondents are both, 26% of the respondents are permanent basis employment.

29
 Table-4.7 Present system of recruitment in the organization

S. no Factor Respondents Percentage

1 Yes 32 64

2 No 18 36

Total 50 100

Inference:
From the above table it is indicates that 64% of the respondents are yes, 36% of the
respondents are no.

30
 Chart-4.7
Present system of recruitment in the organization

64

36

Yes No

From the above chart it is indicates that 64% of the respondents are yes, 36% of the
respondents are no.

31
 Table-4.8
Job gives for the prestige process in the organization

S. no Factor Respondents Percentage

1 Strongly agree 10 20
2 Agree 8 16
3 Neutral 17 34
4 Disagree 10 20
5 Strongly disagree 5 10

Total 50 100

Inference
From the above table it is clears that 34% of the respondents are neutral, 20% of the
respondents are disagree, 20% respondents are strongly agree, 16% of the respondents are
agree, 10% of the respondents are strongly disagree.

32
 Chart-4.8
Job gives for the prestige process in the organization

percentage
percentage

34

20 20
16
10

Strongly Agree Neutral Disagree Strongly

agree disagree

From the above chart it is clears that 34% of the respondents are neutral, 20% of the
respondents are disagree, 20% respondents are strongly agree, 16% of the respondents are
agree, 10% of the respondents are strongly disagree.

33
 Table-4.9
HR provides adequate pool of quality applicants:

[Link] Factor Respondents Percentage

1 Yes 28 56

2 No 22 44

Total 50 100

Inference:
From the above table it is indicates that 56% of the respondents are yes, 44% of the
respondents are no.

34
 Chart-4.9 HR provides adequate pool of quality applicants

percentage
percentage

56
44

Yes No

From the above chart it is indicates that 56% of the respondents are yes, 44% of the
respondents are no.

35
 Table-4.10 Type of following test conducted during the time of recruitment

[Link] Factor Respondents Percentage

1 Aptitude test 12 24

2 Projective test 10 20

3 Judgment test 28 56

Total 50 100

Inference:
From the above table it is shows that 24% of the respondents are aptitude test, 20% of the
respondents are projective test, 56% of the respondents are judgment test.

36
 Chart-4.10

Type of following test conducted during the time of recruitment:

Aptitude test Projective test Judgment test

24 %

56 %
20 %

From the above table it is shows that 24% of the respondents are aptitude test, 20% of the
respondents are projective test, 56% of the respondents are judgment test.

37
Table-4.11 the average time spent by HR department for the candidate:

[Link] Factor Respondents Percentage

1 10 minutes 3 6

2 10 to 20 minutes 5 10

3 20 to 30 minutes 13 26

4 More than 30 minutes 29 58

Total 50 100

Inference:

From the above table it is shows that 6% of the respondents are 10 minutes, 10% of the
respondents are job 10-20 minutes, 16% of the respondents are 20-30 minutes, 58% of the
respondents are more than 30 minutes.

38
 Chart-4.11

Average time spent by HR department for the candidate

10 minutes 10 to 20 minutes

20 to 30 minutes More than 30 minutes

6
% 10 %

58 % 26 %

From the above chart it is shows that 6% of the respondents are 10 minutes, 10% of the
respondents are job 10-20 minutes, 16% of the respondents are 20-30 minutes, 58% of the
respondents are more than 30 minutes

39
 Table-4.12

The organization doing timelines recruitment and interview process:

[Link] Factor Respondents Percentage

1 Yes 18 36

2 No 32 64

Total 50 100

Inference:
From the above table it is indicates that 36% of the respondents are yes, 64% of the
respondents are no.

40
 Chart-4.12
The organization doing timelines recruitment and interview process:

64
36

Yes No

From the above chart it is indicates that 36% of the respondents are yes, 64% of the
respondents are no.

41
 Table-4.13

Verification you do during the time of recruitment process:

[Link] Factor Respondents Percentage

1 Educational 24 48
qualifications

2 Legal background 6 12
check

3 Reference check 12 24

4 Family background 8 16
check

Total 50 100

Inference:

From the above table it is shows that 48% of the respondents are educational qualifications,
12% of the respondents are job legal background check, 24% of the respondents reference
check,16% of the respondents are family background check.

42
 Chart-4.13

Verification you do during the time of recruitment process:

Educational qualifications Legal background check

Reference check Family background check

16 %
48 %

24 %

12 %

From the above chart it is shows that 48% of the respondents are educational qualifications,
12% of the respondents are job legal background check, 24% of the respondents reference
check,16% of the respondents are family background check.

43
 Table-4.14 The training will be given to the employees are recruited in the
organization

S. no Factor Respondents Percentage

1 Strongly agree 10 20

2 Agree 14 28

3 Neutral 12 24

4 Disagree 4 8

5 Strongly disagree 10 20

Total 50 100

Inference:
From the above table it is indicates that 20% of the respondents are strongly disagree, 28% of
the respondents are agree, 24% of the respondents are neutral, 20% of the respondents are
strongly agree, 8% of the respondents are disagree.

44
 Chart-4.14 the training will be given to the employees are recruited in the
organization

Strongly Strongly
disagree agree
20% 20%
Disagree
8%

Agree
Neutral 28%
24%

From the above chart it is indicates that 20% of the respondents are strongly disagree, 28% of
the respondents are agree, 24% of the respondents are neutral, 20% of the respondents are
strongly agree, 8% of the respondents are disagree.

45
 Table-4.15 Vacancies are recruited by the selection process

S. no Factor Respondents Percentage

1 Existing person leaving the 16 32

organization

2 Fresher 15 30

3 Both 19 38

Total 50 100

Inference:
From the above table it is indicates that 32% of the respondents are existing person leaving
the organization, 38% of the respondents are both, 30% of the respondents are fresher.

46
 Chart-4.15
Vacancies are recruited by the selection process

38
32 30

Existing person Fresher Both

leaving the
organization

From the above chart it is indicates that 32% of the respondents are existing person leaving the
organization, 38% of the respondents are both, 30% of the respondents are fresher.

47
 Table-4.16 Recruitment plays an important role in the organization

S. no Factor Respondents Percentage

1 Strongly agree 15 30

2 Agree 12 24

3 Neutral 6 12

4 Disagree 8 16

5 Strongly disagree 9 18

Total 50 100

Inference:
From the above table it is shows that 30% of the respondents are strongly agree, 16% of the
respondents are disagree, 24% of the respondents are agree, 18% of the respondents are
strongly disagree, 12% of the respondents are neutral.

48
 Chart-4.16
Recruitment plays an important role in the organization

Strongly agree Agree Neutral Disagree Strongly disagree

18%
30%

16%

12% 24%

From the above cha it is shows that 30% of the respondents are strongly agree, 16% of the
respondents are disagree, 24% of the respondents are agree, 18% of the respondents are
strongly disagree, 12% of the respondents are neutral.

49
Table-4.17 After recruitment the employees should be given correct placement

S. no Factor Respondents Percentage

1 Strongly agree 17 34

2 Agree 13 26

3 Neutral 7 14

4 Disagree 9 18

5 Strongly disagree 4 8

Total 50 100

Inference:
From the above table it is shows that 34% of the respondents are strongly agree, 26% of the
respondents are agree, 14% of the respondents are neutral, 18% of the respondents are
disagree, 8% of the respondents are strongly disagree.

50
 Chart-4.17

After recruitment the employees should be given correct placement

40
35
30
25
20
15
10
5
0
Strongly agree Agree Neutral Disagree Strongly
disagree

percentage

From the above chart it is shows that 34% of the respondents are strongly agree,
26% of the respondents are agree, 14% of the respondents are neutral, 18% of the respondents
are disagree, 8% of the respondents are strongly disagree.

51
 Table-4.18
The placement is not good in an organization, it leads to less productivity

S. no Factor Respondents Percentage

1 Strongly agree 8 16
2 Agree 7 14
3 Neutral 22 44
4 Disagree 9 18
5 Strongly disagree 4 8

Total 50 100

Inference:
From the above table it is indicates that 16%of the respondents are strongly agree, 14% of the
respondents are agree, 44% of the respondents are neutral, 18% of the respondents are
disagree, 8% of the respondents are strongly disagree.

52
 Chart-4.18

The placement is not good in an organization, it leads to less productivity

44

16 18
14
8

Strongly Agree Neutral Disagree Strongly

agree disagree

From the above chart it is shows that 34% of the respondents are strongly agree, 26% of the
respondents are agree, 14% of the respondents are neutral, 18% of the respondents are
disagree, 8% of the respondents are strongly disagree.

53
 Table-4.19
Do you have referral policy in your organization?

[Link] Factor Respondents Percentage

1 Yes 28 56

2 No 22 44

Total 50 100

Inference:
From the above table it is indicates that 56% of the respondents are yes, 44% of the
respondents are no.

54
 Chart-4.19
Do you have referral policy in your organization?

56
44

Yes No

From the above chart it is shows that 34% of the respondents are strongly agree, 26% of the
respondents are agree, 14% of the respondents are neutral, 18% of the respondents are
disagree, 8% of the respondents are strongly disagree.

55
 Table-4.20
The right jobs in being performed by the deserved person at your working
area:

[Link] Factor Respondents Percentage

1 Strongly agree 4 8

2 Agree 14 28

3 Neutral 12 24

4 Strongly disagree 7 28

5 Disagree 6 12

Total 50 100

Inference:
From the above table it is indicates that 8%of the respondents are strongly agree, 28% of the
respondents are agree, 24% of the respondents are neutral, 28% of the respondents are
disagree, 12% of the respondents are strongly disagree.

56
 Chart-4.20
The right jobs in being performed by the deserved person at your working
area:

percentage
percentage

28 28
24

12
8

Strongly agree Agree Neutral Strongly Disagree

disagree

From the above chart it is indicates that 8%of the respondents are strongly agree, 28% of the
respondents are agree, 24% of the respondents are neutral, 28% of the respondents are
disagree, 12% of the respondents are strongly disagree.

57
 Table-4.21
Satisfaction level of the selection procedures adopted by the ST couriers in
process of recruitment:

[Link] Factor Respondents Percentage

1 Highly satisfied 18 36

2 Satisfied 14 28

3 Neutral 5 10

4 Dissatisfied 7 14

5 Highly dissatisfied 6 12

Total 50 100

Inference:
From the above table it is indicates that 36%of the respondents are highly satisfied, 28% of
the respondents are satisfied,10% of the respondents are neutral, 14% of the respondents are
dissatisfied, 12% of the respondents are highly dissatisfied .

58
 Chart-4.21

Satisfaction level of the selection procedures adopted by the ST couriers in

process of recruitment:

36
28

14 12
10

Highly Satisfied Neutral Dissatisfied Highly

satisfied dissatisfied

From the above chart it is indicates that 36%of the respondents are highly satisfied, 28% of
the respondents are satisfied,10% of the respondents are neutral, 14% of the respondents are
dissatisfied, 12% of the respondents are highly dissatisfied .

59
Table-4.22 The overall opinion about personnel recruitment, selection in the
organization

S. no Factor Respondents Percentage

1 Excellent 11 22

2 Good 13 26

3 Average 9 18

4 Fair 12 24

5 Poor 5 10

Total 50 100

Inference:
From the above table it is clears that 24% of the respondents are fair, 26% of the respondents
are good, 22% of the respondents are excellent, 18% of the respondents are average, 10% of
the respondents are poor.

60
Chart-4.22 The overall opinion about personnel recruitment, selection in the
organization

Excellent Good Average Fair Poor

10%
22%

24%

26%

18%

From the above chart it is clears that 24% of the respondents are fair, 26% of the respondents
are good, 22% of the respondents are excellent, 18% of the respondents are average, 10% of
the respondents are poor.

61
 Table-4.23 Tests are conducted at the time of recruitment process

S. no Factor Respondents Percentage

1 Physical test 11 22
2 Written test 16 32
3 Mental ability test 4 8
4 Oral test 11 22
5 All 8 16

Total 100 100

Inference:
From the above table it is observes that 32% of the respondents are written test, 22% of the
respondents are oral test, 22% of the respondents are physical test, 16% of the respondents
are all, 8% of the respondents are mental ability test.

62
 Chart-4.23
Tests are conducted at the time of recruitment process

From the above chart it is clears that 24% of the respondents are fair, 26% of the respondents
are good, 22% of the respondents are excellent, 18% of the respondents are average, 10% of
the respondents are poor.

63
 Table-4.24 Satisfied for the current job in the organization

S. no Factor Respondents Percentage

1 Strongly agree 16 32

2 Agree 11 22

3 Neutral 9 18

4 Disagree 8 16

5 Strongly disagree 6 12

Total 50 100

Inference:
From the above table it is clears that 32% of the respondents are strongly agree, 18% of the
respondents are neutral, 22% of the respondents are agree , 16% of the respondents are
disagree, 12% of the respondents are strongly disagree.

64
 Chart-4.24
Satisfied for the current job in the organization

32
22
18
16
12
Strongly
Agree
agree Neutral
Disagree
Strongly
disagree

From the above chart it is clears that 32% of the respondents are strongly agree, 18%
of the respondents are neutral, 22% of the respondents are agree , 16% of the respondents are
disagree, 12% of the respondents are strongly disagree.

65
 Table-4.25 The rate is procedure to the recruitment process

S. no Factor Respondents Percentage

1 Excellent 11 22

2 Good 10 20

3 Average 12 24

4 Fair 11 22

5 Poor 6 12

Total 50 100

Inference:
From the above it is indicates that 24% of the respondents are average, 22% of the respondents
are fair , 22% of the respondents are excellent, 20% of the respondents are good, 12% of the
respondents are poor.

66
 Chart-4.25
The rate is procedure to the recruitment process

Poor
12% Excellent
22%

Fair
22%
Good
20%
Average
24%

From the above it is indicates that 24% of the respondents are average, 22% of the respondents
are fair , 22% of the respondents are excellent, 20% of the respondents are good, 12% of the
respondents are poor.

67
 Table-4.26 Selection process is enhance the job satisfaction

S. no Factor Respondents Percentage

1 Coordination 12 24

2 Technology 8 16

3 Good Recognition 7 14

4 Salary 13 26

5 Promotion 10 20

Total 50 100

Inference:
From the above table it is shows that 24% of the respondents are coordination, 26% of the
respondents are salary, 20% of the respondents are promotion, 16% of the respondents are
technology, 14% of the respondents are good recognition.

68
 Chart-4.26
Selection process is enhance the job satisfaction

24 26
20
16 14

From the above table it is shows that 24% of the respondents are coordination, 26% of
the respondents are salary, 20% of the respondents are promotion, 16% of the respondents are
technology, 14% of the respondents are good recognition.

69
Table-4.27 Different recruitment process for different grades of employment

[Link] Factor Respondents Percentage

1 Yes 24 48

2 No 26 52

Total 50 100

Inference
From the table it is indicates that 4 % of respondents are yes, 52% of respondents are no.

70
 Chart-4.27
Different recruitment process for different grades of employment

48 52

Yes No

From the table it is indicates that 4 % of respondents are yes, 52% of respondents are no.

71
 Table-4.28 The rate of HR practices in the company

S .No Factor Respondents Percentage

1 Excellent 14 28

2 Good 17 34

3 Average 9 18

4 Bad 10 20

Total 50 100

Inference
From the above table it is shows that 28% of the respondents are excellent, 20% of
the respondents are bad, 18% of the respondents are average, 34% of the respondents are
good.

72
 Chart-4.28
The rate of HR practices in the company

Excelent Good Average Bad

20 %
28 %

18 %

34 %

From the above table it is shows that 28% of the respondents are excellent, 20% of
the respondents are bad, 18% of the respondents are average, 34% of the respondents are
good.

73
 FINDINGS
1) It is found that 22% of the respondents are below to the age group of 20-30 years.
2) It is found that 36% of the respondents are under graduate in qualification.
3) It is found that 32% of the respondents are having 3-5 years of experience.
4) It is found that 62% of the respondents agree the source of recruitment is external.
5) It is found that 54% of the respondents agree the organization offers which type of
recruitment for its employees are temporarily basis employees.
6) It is found that 64% of the respondents state the present system of recruitment in
the organization is yes.
7) It is found that 34% of the respondents state the job gives for the prestige process
in the organization are neutral.
8) It is found that 56% of the respondents agreed that HR provide adequate pool
of quality applicants.
9) It is found that 56% of the respondents are judgment test conducted during the
time of recruitment.
10) It is found that 58% of the respondents are more than 30 minutes for average time
spent by HR for candidate.
11) It is found that 64% of the respondents are not agreed that organization doing
timelines recruitment and interview process.
12) It is found that 48% of the respondents are educational qualifications verification
during the time of recruitment.
13) It is found that 28% of the respondents agree the training will be given to the
employees are recruited in the organization.
14) It is found that 38% of the respondents both vacancies are recruited by the
selection process.
15) It is found that 30% of the respondents strongly agree the recruitment plays an
important role in the organization.
16) It is found that 44% of the respondents state the placement is not good in an
organization, it leads to less productivity are neutral.
17) It is found that 34% of the respondents strongly agree for employees after should
be given correct placement.
18) It is found that 56% of respondents are agreed for referral policy in your organization.

19) It is found that 28% of the respondents disagree for right job being performed by
74
 the deserve person in the organization.

20) It is found that 26% of the respondents state the overall opinion about personnel
recruitment, selection in the organization is good.
21) It is found that 32% of the respondents agree the tests are conducted at the time of
recruitment process are written test.
22) It is found that 32% of the respondents strongly agree the satisfied for the current
job in the organization.
23) It is found that 24% of the respondents agree the rate is procedure to the
recruitment process is average.
24) It is found that 26% of the respondents state the selection process is enhance the
job satisfaction are salary.
25) It is found 52% of the respondents are disagreed for different recruitment process
grades of employment in the organization.
26) It is found 34% of the respondents the rate of HR practices in the company good.

SUGGESTIONS
 The company shall often conduct performance appraisal, to identify the
employee’s development.
 Further the organization has to promote the employee on the basis of their
performance.
 The company shall conduct more interviews for the better candidate and
freshers.
 The organization must provide equal opportunities based on their performance
and experience.
 The organization tries to conduct performance appraisal by appointing some
field expert from other organization or retired officers.
 Performance appraisal also to be conducted every 3-5 months.

75
CONCLUSION
The present study is aimed to know the recruitment and selection process in
private sectors and also tried to know employees presentation regarding the functions of
HRM. The research selected 100 samples size of randomly. Questionnaire method is used to
collect the data. The data are analyzed using percentage from the following the hypothesis
were tested. The survey conducted that, in the ST couriers, employees, employers are
satisfied about the recruitment and selection adopted. But, in some area, they need some more
expectation.

BIBLIOGRAPHY

1. Gatewood, R. D., & Feild, H. S. (2001). Human Resource Selection. Harcourt College
Publishers.

2. Levesque, L. L., & Whitaker, P. M. (2017). Staffing Organizations: Contemporary Practice and
Theory. McGraw-Hill Education.

3. Ployhart, R. E., & Schneider, B. (2012). Staffing Organizations: A Multilevel Perspective.

[Link], W., Jr., Day, E. A., McNelly, T. L., & Edens, P. S. (2003).A Meta-Analysis of the
Criterion-Related Validity of Assessment Center Dimensions. Personnel Psychology, 56(1), 125-
153.

5. Bobko, P., & Roth, P. L. (2013). Review of the Literature on the Validity of Assessment
Centers. Journal of Applied Psychology, 98(2), 231-244.

6. Lievens, F., & Sackett, P. R. (2017). The Effects of Stereotype Threat on the Validity of
Selection Procedures. Journal of Applied Psychology, 102(5), 751-766.

[Link], L. M., & Oswald, F. L. (2011). Personnel Selection: Looking Toward the Future—
Remembering the Past. Proceedings of the 2011 Society for Industrial and Organizational
Psychology Annual Conference.

8. Schmidt, F. L., & Hunter, J. E. (2014). The Validity and Utility of Selection Methods in
Personnel Psychology: Practical and Theoretical Implications of 85 Years of Research Findings.
Proceedings of the 2014 Academy of Management Annual Meeting.

[Link] for Human Resource Management (SHRM). (2020). Selection and Hiring.

10. U.S. Equal Employment Opportunity Commission (EEOC). (2020). Uniform Guidelines on
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76
APPENDICES

A STUDY AN EMPLOYEE REQUIREMENT AND SELECTION PROCESS IN TVS MOBILITY

77