A STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS

WITH REFERENCE TO LANSON TOYOTA

By

Of
A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT SCIENCE

In partial fulfillment of the requirements

for the award of the degree

Of

MASTER OF BUSINESS

ADMINISTRATION ANNA UNIVERSITY

CHENNAI-600 025

JUNE 2024
 BONAFIDE CERTIFICATE

This is to certify that this project report titled “A STUDY ON EFFECTIVENESS OF

RECRUITMENT AND SELECTION PROCESS WITH REFERENCE TO LANSON
TOYOTA” is the Bonafide work who, carried out the research under my supervision.
Certified further, that to the best of my knowledge the work reported herein does not form
part of any other project report on dissertation on the basis of which a degree or award was
conferred on an earlier occasion on this or any other candidate.

Signature of the guide Signature of the HOD

INTERNAL EXAMINER EXTERNAL EXAMINER

 DECLARATION

Place

Date:
 ACKNOWLEDGEMENT

ABSTRACT:
The effectiveness of the recruitment and selection process is crucial for organizations to
secure a talented and skilled workforce. This abstract delves into the key elements of Lanson
Toyota's recruitment and selection process and analyzes its impact on organizational
effectiveness. Lanson Toyota, a renowned automotive company, has recognized the
significance of a well-structured and robust process that ensures the acquisition of the right
candidates for various job roles. Lanson Toyota's recruitment and selection process
commences with a meticulous analysis of job requirements and a comprehensive
understanding of the desired skills and qualifications. This initial step enables the
organization to establish clear expectations for each position, allowing for a targeted and
efficient hiring process. By defining these criteria in advance, Lanson Toyota can ensure that
potential candidates possess the necessary qualifications, minimizing the chances of
mismatched skill sets.To attract a diverse talent pool, Lanson Toyota employs a range of
recruitment channels, including online platforms, job portals, and professional networks. This
multifaceted approach helps the company reach a wide range of candidates and increases the
chances of identifying top talent. By casting a broad net, Lanson Toyota ensures that its
recruitment efforts align with its commitment to diversity and inclusion. Lanson Toyota's
commitment to an effective recruitment and selection process has proven instrumental in
enhancing organizational effectiveness. By strategically analyzing job requirements,
attracting a diverse talent pool, conducting thorough evaluations, and emphasizing cultural
fit, the company secures highly qualified individuals who contribute to its success. The
systematic approach not only reduces hiring errors but also cultivates a cohesive
organizational culture. Through continuous refinement of its recruitment and selection
process, Lanson Toyota sustains its competitive advantage in the automotive industry and
remains a leader in the market.
 TABLE OF CONTENT
Abstract ⅰ

List of tables ⅲ

List of figures ⅴ

CHAPTER
CONTENTS PAGE NO.
NO.

I 1.Introduction

1.1 Introduction to the study

1.2 Industry profile
1.3 Company profile
1.4 Review of literature
1.5 Need of the study
1.6 Objective of the study
1.7 Scope of the study
1.8 Research methodology
2. Data Analysis and Interpretation

II
2.1 Percentage analysis

2.2 Statistical analysis

3. Summary of Findings, suggestions and
III
Conclusion
3.1 Findings
3.2 Suggestions
3.3 Conclusion

REFERENCES
APPENDIX
 LIST OF TABLES

TABLE PAGE
CONTENTS
NO NO.

2.1.1 Gender

2.1.2 Age of respondents

2.1.3 Marital status of the respondents

2.1.4 Monthly income of the respondents

2.1.5 Education qualification of the respondents

2.1.6 Experience of the respondents

2.1.7 Nature of job of the respondents

2.1.8 Sources of recruitment information

2.1.9 Referral policy in the organization

2.1.10 Reward for referring employees

2.1.11 Best recruitment sources

2.1.12 No. of stages in selection process

2.1.13 Rating the recruitment procedure

2.1.14 Satisfaction of the rounds of interview conducted

2.1.15 Satisfaction level of interview panel

2.1.16 Average time spent for selection process

2.1.17 Forms of interview

2.1.18 Recruitment process for different grades of employees

2.1.19 Innovative techniques adopted in the company

2.1.20 Types of test conducted in selection process

i
 2.1.21 Modification of recruitment and selection practices

2.1.22(i) Factors: good educational qualification

2.1.22(ii) Experience

2.1.22(iii) Communication

2.1.22(iv) Leadership qualities

2.1.22(v) Others

2.1.26 Feedback of the candidate after recruitment

2.1.27(i) Potential candidate are generated through : Direct applicant

2.1.27(ii) Potential candidate are generated through : Placement consultant

2.1.27(iii) Potential candidate are generated through : Job portals

2.1.27(iv) Potential candidate are generated through : Employee referrals

2.1.28 Rating of companies recruitment and selection

ii
 LIST OF CHARTS

CHART CONTENTS PAGE

NO NO.

2.1.1 Gender

2.1.2 Age of respondents

2.1.3 Marital status of the respondents

2.1.4 Monthly income of the respondents

2.1.5 Education qualification of the respondents

2.1.6 Experience of the respondents

2.1.7 Nature of job of the respondents

2.1.8 Sources of recruitment information in

2.1.9 Referral policy in the organization

2.1.10 Reward for referring employees

2.1.11 Best recruitment sources

2.1.12 No. of stages in selection process

2.1.13 Rating the recruitment procedure

2.1.14 Satisfaction of the rounds of interview conducted

2.1.15 Satisfaction level of interview panel

2.1.16 Average time spent for selection process

2.1.17 Forms of interview

2.1.18 Recruitment process for different grades of employees

2.1.19 Innovative techniques adopted in the company

2.1.20 Types of test conducted in selection process

iii
 2.1.21 Modification of recruitment and selection practices

2.1.22(i) Factors: good educational qualification

2.1.22(ii) Experience

2.1.22(iii) Communication

21.22(iv) Leadership qualities

2.1.22(v) Others

2.1.26 Feedback of the candidate after recruitment

2.1.27(i) Potential candidate are generated through : Direct applicant

2.1.27(ii) Potential candidate are generated through : Placement consultant

2.1.27(iii) Potential candidate are generated through : Job portals

2.1.27(iv) Potential candidate are generated through : Employee referrals

2.1.28 Rating of companies recruitment and selection

iv
 CHAPTER I
INTRODUCTION

CONCEPT INTRODUCTION
Recruitment is a process of finding and attracting the potential resources for filling up the
vacant positions in an organization. It sources the candidates with the abilities and attitude,
which are required for achieving the objectives of an organization. Recruitment process is a
process of identifying the jobs vacancy, analyzing the job requirements, reviewing
applications, screening, shortlisting and selecting the right candidate. To increase the
efficiency of hiring, it is recommended that the HR team of an organization follows the five
best practices (as shown in the following image). These five practices ensure successful
recruitment without any interruptions. In addition, these practices also ensure consistency and
compliance in the recruitment process. Recruitment process is the first step in creating a
powerful resource base. The process undergoes a systematic procedure starting from sourcing
the resources to arranging and conducting interviews and finally selecting the right
candidates. Recruitment planning is the first step of the recruitment process, where the vacant
positions are analyzed and described. It includes job specifications and its nature, experience,
qualifications and skills required for the job, etc. A structured recruitment plan is mandatory
to attract potential candidates from a pool of candidates. The potential candidates should be
qualified, experienced with a capability to take the responsibilities required to achieve the
objectives of the organization. The first and foremost process of recruitment plan is
identifying the vacancy. This process begins with receiving the requisition for recruitments
from different department of the organization to the HR Department, which contains When a
vacancy is identified, it the responsibility of the sourcing manager to ascertain whether the
position is required or not, permanent or temporary, full-time or part-time, etc. These
parameters should be evaluated before commencing recruitment. Proper identifying, planning
and evaluating leads to hiring of the right resource for the team and the organization. Job
analysis is a process of identifying, analyzing, and determining the duties, responsibilities,
skills, abilities, and work environment of a specific job. These factors help in identifying
what a job demands and what an employee must possess in performing a job productively.
Job analysis helps in understanding what tasks are important and how to perform them. Its
purpose is to establish and document the job relatedness of employment procedures such as
selection, training, compensation, and performance appraisal.
The following steps are important in analyzing a job −
 Recording and collecting job information
 Accuracy in checking the job information
 Generating job description based on the information
 Determining the skills, knowledge and skills, which are required for the job

The immediate products of job analysis are job descriptions and job specifications.
Job description is an important document, which is descriptive in nature and contains the
final statement of the job analysis. This description is very important for a successful
recruitment process. Job description provides information about the scope of job roles,
responsibilities and the positioning of the job in the organization. And this data gives the
employer and the organization a clear idea of what an employee must do to meet the
requirement of his job responsibilities.

Job description is generated for fulfilling the following processes −

 Classification and ranking of jobs
 Placing and orientation of new resources
 Promotions and transfers
 Describing the career path
 Future development of work standards

A job description provides information on the following elements −

 Job Title / Job Identification / Organization Position
 Job Location
 Summary of Job
 Job Duties
 Machines, Materials and Equipment
 Process of Supervision
 Working Conditions
 Health Hazards
Job Specification
Job specification focuses on the specifications of the candidate, whom the HR team is going
to hire. The first step in job specification is preparing the list of all jobs in the organization
and its locations. The second step is to generate the information of each job.
This information about each job in an organization is as follows −
 Physical specifications
 Mental specifications
 Physical features
 Emotional specifications
 Behavioral specifications
A job specification document provides information on the following elements −
 Qualification
 Experiences
 Training and development
 Skills requirements
 Work responsibilities
 Emotional characteristics
 Planning of career

Job Evaluation
Job evaluation is a comparative process of analyzing, assessing, and determining the relative
value/worth of a job in relation to the other jobs in an organization. The main objective of
job evaluation is to analyze and determine which job commands how much pay. There are
several methods such as job grading, job classifications, job ranking, etc., which are involved
in job evaluation. Job evaluation forms the basis for salary and wage negotiations.

Recruitment Strategy
Recruitment strategy is the second step of the recruitment process, where a strategy is
prepared for hiring the resources. After completing the preparation of job descriptions and job
specifications, the next step is to decide which strategy to adopt for recruiting the potential
candidates for the organization.
While preparing a recruitment strategy, the HR team considers the following points −
 Make or buy employees
  Types of recruitment
 Geographical area
 Recruitment sources

The development of a recruitment strategy is a long process, but having a right strategy is
mandatory to attract the right candidates. The steps involved in developing a recruitment
strategy include −
 Setting up a board team
 Analyzing HR strategy
 Collection of available data
 Analyzing the collected data
 Setting the recruitment strategy

Searching the Right Candidates

Searching is the process of recruitment where the resources are sourced depending upon the
requirement of the job. After the recruitment strategy is done, the searching of candidates will
be initialized. This process consists of two steps −
 Source activation − Once the line manager verifies and permits the existence of
the vacancy, the search for candidates starts.
 Selling − Here, the organization selects the media through which the
communication of vacancies reaches the prospective candidates.

Searching involves attracting the job seekers to the vacancies. The sources are broadly
divided into two categories: Internal Sources and External Sources.

Internal Sources
Internal sources of recruitment refer to hiring employees within the organization through −
 Promotions
 Transfers
 Former Employees
 Internal Advertisements (Job Posting)
 Employee Referrals
 Previous Applicants
External Sources
External sources of recruitment refer to hiring employees outside the organization through −
 Direct Recruitment
 Employment Exchanges
 Employment Agencies
 Advertisements
 Professional Associations
 Campus Recruitment
 Word of Mouth
Screening / Shortlisting
Screening starts after completion of the process of sourcing the candidates. Screening is the
process of filtering the applications of the candidates for further selection process. Screening
is an integral part of recruitment process that helps in removing unqualified or irrelevant
candidates, which were received through sourcing.

Reviewing of Resumes and Cover Letters

Reviewing is the first step of screening candidates. In this process, the resumes of the
candidates are reviewed and checked for the candidates’ education, work experience, and
overall background matching the requirement of the job. While reviewing the resumes, an
HR executive must keep the following points in mind, to ensure better screening of the
potential candidates −
 Reason for change of job
 Longevity with each organization
 Long gaps in employment
 Job-hopping
 Lack of career progression

Conducting Telephonic or Video Interview

Conducting telephonic or video interviews is the second step of screening candidates. In
this process, after the resumes are screened, the candidates are contacted through phone or
video by the hiring manager. This screening process has two outcomes −
 It helps in verifying the candidates, whether they are active and available.
  It also helps in giving a quick insight about the candidate’s attitude, ability to answer
interview questions, and communication skills.

Identifying the top candidates

Identifying the top candidates is the final step of screening the resumes/candidates. In this
process, the cream/top layer of resumes are shortlisted, which makes it easy for the hiring
manager to take a decision. This process has the following three outcomes −
 Shortlisting 5 to 10 resumes for review by the hiring managers
 Providing insights and recommendations to the hiring manager
 Helps the hiring managers to take a decision in hiring the right candidate
Evaluation and Control
Evaluation and control is the last stage in the process of recruitment. In this process, the
effectiveness and the validity of the process and methods are assessed. Recruitment is a
costly process, hence it is important that the performance of the recruitment process is
thoroughly evaluated.

The costs incurred in the recruitment process are to be evaluated and controlled effectively.
These include the following −
 Salaries to the Recruiters
 Advertisements cost and other costs incurred in recruitment methods, i.e., agency
fees.
 Administrative expenses and Recruitment overheads
 Overtime and Outstanding costs, while the vacancies remain unfilled
 Cost incurred in recruiting suitable candidates for the final selection process
 Time spent by the Management and the Professionals in preparing job description, job
specifications, and conducting interviews.
 INDUSTRY PROFILE:

The Indian automobile industry has been expanding since 1769.

The car industry is one of the major economic drivers with strong forward and backward ties
to other major economic drivers. It provides roughly 4% of India's Gross Domestic Product
(GDP) and 5% of industrial output in that country. By 2010, the growth rate for Indian auto
sales will be 9.5%. Prior to independence, the Indian market was viewed as a market for
foreign automobiles while General Motors and other brands' cars were assembled there. The
service, dealership, financing, and maintenance of cars were the key areas of concentration
for the Indian automotive sector. Companies only began producing later, ten years after
independence. Ever since India gained its independence, the automobile industry has had to
overcome numerous obstacles and challenges. For instance, the rule governing licences
placed limitations on the manufacturing capacity, which could not be increased. Despite these
limitations, the industry has grown and is now a success.

Two-wheelers, trucks, automobiles, buses, and three-wheelers

are all part of the Indian automobile sector, which is essential to the expansion of the Indian
economy. India is now Asia's fourth-largest vehicle exporter, after only Thailand, South
Korea, and Japan. With over 611 million automobiles, the nation is anticipated to surpass the
rest of the globe in terms of automotive volumes. The quantity of products and services
produced, which increased the capacity for transportation and boosted the sale of
automobiles, is a sign of this industry's economic development. The manufacture of
automobiles has significantly increased, which has had an indirect impact on the demand for
several raw resources, including steel, rubber, plastics, glass, paint, electronics, and services.
One of the major contributors to the country's economic development is the automobile
sector. The Indian car industry has advanced significantly since the government renewed the
sector's licence in 1991 and the following opening up of 100 percent FDI via automatic
method. Today, the nation is home to practically all of the world's major automakers. Four
categories make up the automotive industry: two-wheelers (such as mopeds, scooters,
motorcycles, and electric two-wheelers), passenger cars, utility vehicles, and multipurpose
vehicles, commercial vehicles (such as light and medium-duty vehicles), and three-wheelers
(passenger carriers and good earners). From relatively gradual expansion (from the 1940s
through the 1980s) to its current stunning display of dynamism, India's automobile sector has
a clear historical precedent. Since India gained its independence in 1947, the country's
automotive industry have grown steadily. One would undoubtedly associate these advances
with any political hypothesis. Compared to other transition economies and industrialised
countries, India's industrial growth is characterised by more complicated processes. If one
carefully compares the industrial growth of several transition economies to India, among
many other noteworthy insights .

The first power loom in Japan was created by Sakichi Toyoda before the
end of the nineteenth century, revolutionising the sector. He founded the Toyoda Spinning
and Weaving Company in January 1918, and in 1924, with the aid of his son Kiichiro
Toyoda, Sakichi realised a longstanding ambition to construct an automated loom. In 1926,
Toyoda Automatic Loom Works was established. Innovator Kiichiro was also introduced to
the automobile business during trips he took to Europe and the United States in the 1920s.
Kiichiro Toyoda built the first Toyota Motor Corporation in 1937 with the £100,000 that
Sakichi Toyoda obtained for selling the intellectual rights to his automated loom. Aside from
TMC itself, one of Kiichiro Toyoda's major legacy. The Indian automobile industry has been
expanding since 1769. The car industry is one of the major economic drivers with strong
forward and backward ties to other major economic drivers. It provides roughly 4% of India's
Gross Domestic Product (GDP) and 5% of industrial output in that country. By 2010, the
growth rate for Indian auto sales will be 9.5%. Prior to independence, the Indian market was
viewed as a market for foreign automobiles while General Motors and other brands' cars were
assembled there.

The service, dealership, financing, and maintenance of cars were the key areas
of concentration for the Indian automotive sector. Companies only began producing later, ten
years after independence. Ever since India gained its independence, the automobile industry
has had to overcome numerous obstacles and challenges. For instance, the rule governing
licences placed limitations on the manufacturing capacity, which could not be increased.
Despite these limitations, the industry has grown and is now a success. Two-wheelers, trucks,
automobiles, buses, and three-wheelers are all part of the Indian automobile sector, which is
essential to the expansion of the Indian economy. India is now Asia's fourth-largest vehicle
exporter, after only Thailand, South Korea, and Japan. With over 611 million automobiles,
the nation is anticipated to surpass the rest of the globe in terms of automotive volumes. The
quantity of products and services produced, which increased the capacity for transportation
and boosted the sale of automobiles, is a sign of this industry's economic development. The
manufacture of automobiles has significantly increased, which has had an indirect impact on
the demand for several raw resources, including steel, rubber, plastics, glass, paint,
electronics, and services. One of the major contributors to the country's economic
development is the automobile sector. The Indian car industry has advanced significantly
since the government renewed the sector's licence in 1991 and the following opening up of
100 percent FDI via automatic method. Today, the nation is home to practically all of the
world's major automakers. Four categories make up the automotive industry: two-wheelers
(such as mopeds, scooters, motorcycles, and electric two-wheelers), passenger cars, utility
vehicles, and multipurpose vehicles, commercial vehicles (such as light and medium-duty
vehicles), and three-wheelers (passenger carriers and good earners).

From relatively gradual expansion (from the 1940s through the 1980s) to its current stunning
display of dynamism, India's automobile sector has a clear historical precedent. Since India
gained its independence in 1947, the country's automotive industry have grown steadily. One
would undoubtedly associate these advances with any political hypothesis. Compared to other
transition economies and industrialised countries, India's industrial growth is characterised by
more complicated processes. If one carefully compares the industrial growth of several
transition economies to India, among many other noteworthy insights .

The first power loom in Japan was created by Sakichi Toyoda before the end of
the nineteenth century, revolutionising the sector. He founded the Toyoda Spinning and
Weaving Company in January 1918, and in 1924, with the aid of his son Kiichiro Toyoda,
Sakichi realised a longstanding ambition to construct an automated loom. In 1926, Toyoda
Automatic Loom Works was established. Innovator Kiichiro was also introduced to the
automobile business during trips he took to Europe and the United States in the 1920s.
Kiichiro Toyoda built the first Toyota Motor Corporation in 1937 with the £100,000 that
Sakichi Toyoda obtained for selling the intellectual rights to his automated loom. Aside from
TMC itself, one of Kiichiro Toyoda's major legacies is the Toyota Production System. The
"just-in-time" attitude of Kiichiro, which focuses on creating just precise amounts of
previously ordered things with the least amount of waste possible, had a significant role in the
creation of the system. The global automobile industry started to gradually embrace the
Toyota Production System. Toyota has grown to be the largest automobile manufacturer in
Japan, with a market share of more than 40%, after emerging from the ashes of the post-war
industrial turmoil. In the late 1950s, Toyota started to expand into overseas markets. In 1997,
TMC and the Kirloskar Group founded Toyota Kirloskar Motor Private Ltd. (TKM) in India
as a joint venture, and local production got underway. India, which was experiencing
tremendous economic expansion, saw its demand for automobiles surpass 1 million for the
first time in 2003 and soar to more than 2 million cars in 2007, making it one of the world's
leading marketplaces. Toyota brought many car series to the market throughout time, starting
with the Qualis in 1999, followed by the Corolla in 2002, and the Innova minivan in 2005.
Toyota has sold more than 50,000 units by 2007. Later, additional models were released, such
as the 2009 IMV series Fortuner SUV, and the sales and service network was expanded. As a
result, India had 166 dealers in 2011 compared to 22 in 2000. Under the Entry Family Car
(EFC) initiative, which focuses on family-targeted entry-level automobiles, steps were also
taken to boost sales outlets and educate sales employees with the objective of releasing a
newly manufactured compact car.

Lexus, a luxury brand from Toyota, was brought to the market in 2017.
Considering a collaboration with Suzuki in the Indian market is something Toyota has been
thinking about since 2016. Both businesses made a deal to sell electric cars in the nation in
2017. Toyota presented its first strategy for the relationship with Suzuki in 2018 and 2019.
This included getting Suzuki to provide the Baleno, Vitara Brezza, Ciaz, and Ertiga models
while also giving Suzuki access to Toyota's Corolla. Aside from that, plans called for the
manufacturing of hybrid electric cars in India as well as an SUV created by Suzuki that
would start being built at TKM in 2022. The Urban Cruiser, which TKM rebadged as a Vitara
Brezza in 2020, was introduced in 2019 as the Glanza, a Baleno. The Suzuki-developed,
TKM-produced, and Toyota Hybrid System-integrated Urban Cruiser Hyryder was
introduced in 2022 by TKM.
COMPANY PROFILE:

One of the top Toyota dealerships in India, Lanson was founded in 2000 by Mr. M.
Lankalingam, the Lanson group's chairman and head of innovation. He presently serves as
the dealership's principal, managing director, and innovation head, while Mr. Shivanka
Lankalingam serves as the executive director. Vehicles are sold in retail by Lanson Motors
Private Limited. In addition to selling new and used automobiles, parts, and accessories, the
company also offers financing, maintenance, and repair services. India is a market for Lanson
Motors. At Lanson, they are committed to meeting customers' changing demands with
highquality goods. They choose individuals, products, and methods according to the highest
criteria of excellence. The main goal is to connect the best of the globe to the rest of the
world in order to create a worldwide customer brotherhood that is pleasurable. The focus of
Lanson Toyota is to consistently surpass customers' expectations. Customers may enjoy the
ease and pleasure of owning a Toyota car by prioritising customer satisfaction, integrating
sales with service and service parts at one convenient location, and receiving quick and
efficient service. The essential principle of treating clients with the utmost care and ensuring
their happiness is explicitly emphasised in the Lanson Vision Statement. Their goal is to
consistently deliver the greatest degree of customer satisfaction. Toyota insists that all of its
valued customers receive all advantages and upholds the key idea of "Customer First" with
vigour. As more than 500 automobiles are serviced daily by 1500 Lansonites and their
Service Points, Lanson works to uphold quality and the brand promise. Toyota Express
Maintenance still delivers cars in under one hour. A well-trained, powerful call centre crew
that has a dedicated number is ready to serve customers and solicit their feedback.

Lanson Toyota core corporate values are the 4H's,

• Holistic Respect, • Harmony, • Humility • Honesty

Lanson has been revolutionising the driving experience in Chennai and Northern Tamil Nadu
since the year 2000. Lanson would make sure that the Toyota Brand Promise is upheld in
eternity with a win-win for all of our customers because it is a customer-centric company.

According to them, the Lanson Team is the company's strength and they share the corporate
objective of "customer loyalty powered by customer joy." The ideals of the Lanson Team are
praised for fostering an atmosphere of caring and sharing. At Lanson, personal governance is
filtered through the standards of quality, safety, and legality. It is firmly based in tradition,
virtue, and honesty. Their goal is to consistently surpass customers' expectations by
implementing the concepts of Kaizen (continuous improvement), which are engrained
through The Toyota Way of Life. The driving force behind every aspect of modern life is
technology. There is no exception in the automotive market. Technology used by Lanson
Toyota to enhance the calibre of customer care. The Lanson Mobile Application is one such
novel technological innovation. Any Lanson dealership may provide you with a free
download of this application. You may schedule a test drive, a servicing appointment, and
more with this app. They continue to work toward the goal of Q Revolution, laying a solid
basis for each revolutionary idea that will help to enhance their client experience. Etios, Etios
Liva, Etios Cross, Innova, Corolla Altis, Fortuner, Camry, Prius, LC Prado, and Land Cruiser
200 are the primary products of the Lanson Toyota .Additional services they offer include
General and Express Maintenance Body and Paint, Insurance and Finance, Genuine parts
and Car Accessories , . U-Trust, Call centre

There are around 1400 employees at Lanson. It is dispersed over several cities, including

• Koyambedu

• Pallikaranai,

• Neelankarai

• Ambattur

• Namdanam

• Cenotaph Road

• Vellore

• Pondicherry

• Karaikkal

• Villupuram

• Thiruvannamalai
1.4. REVIEW OF LITERATURE

Isobel Z. Johnson (2022) , on the effectiveness of recruitment and selection process in

Lanson Toyota. The aim of this research was to investigate the efficacy of the recruitment
and selection process currently being utilized by Lanson Toyota. To gain an understanding of
how hiring practices have evolved and improved over time, the study took into account
previous research from both 2017 and 2020. The research gathered used questionnaires,
interviews, observations and focus groups to assess effectiveness in various aspects such as
job descriptions, recruitment strategies, applicant screening techniques, successful applicant
evaluation methods etc. The results revealed that there were significant improvements in all
areas since 2017 with some elements showing marked improvement since 2020. In particular,
the report highlighted changes to recruitment strategy which had resulted in higher numbers
of qualified applicants for each role advertised within Lanson Toyota.

Peter Hamilton (2021), The review of literature by author for a study on the effectiveness of
recruitment and selection process in Lanson Toyota in was an extensive and comprehensive
look into various research studies related to this industry. It incorporated data from papers
published by scholars from both academic and professional backgrounds. The review began
with a discussion about how recruitment has changed over the years, particularly since the
pandemic began in 2020, and what new strategies companies have adopted to remain
competitive. The author then goes on to examine specific problems employers face when
conducting recruitment processes such as bias within selection criteria or inadequate job
descriptions. He also considers the impact of digitalization on recruitment, noting its
advantages but also its potential risks like privacy breaches or lack of transparency. Finally, it
presents a number of recommendations that organizations can use to improve their hiring
processes and ensure high-quality hires.

Dr. Sarah Thomas (2020) , the author of a study on the effectiveness of recruitment and
selection process in Lanson Toyota was Dr. Sarah Thomas. This particular study aimed to
identify whether existing recruitment and selection processes employed by Lanson Toyota
was effective or not. Dr. Thomas researched different case studies, existing employment
laws, questionnaires from human resource experts, and other relevant literature in order to
determine her findings. She reviewed several related studies from 2017 to 2019 that revealed
some insights into the current recruitment and selection practices being conducted by
employers such as Lanson Toyota. In addition, she examined various international
employment laws that exist regarding hiring practices across different countries.

Dr. Rosemary (2019), Alise authored a study on the effectiveness of recruitment and
selection processes in Lanson Toyota. According to Dr. Alise's review of literature, the
recruitment process is highly strategic due to its influence on the development of an
organization’s culture and talent pool. She noted that Lanson Toyota has emphasized
recruiting for cultural fit as well as skills-based competencies since implementing their new
human resources policy two years ago. Furthermore, Dr. Alise found that Toyota has
developed a comprehensive selection system which includes multiple rounds of interviews
with both technical and managerial staff members, pre-employment assessments for technical
positions, background checks, reference checks and medical examinations when necessary.
The results of her analysis revealed that this system had led to improved job performance
outcomes amongst new hires at Lanson Toyota compared to previous years before the
implementation of their recruitment strategy.

Mansoor Khan (2018), an extensive study conducted by author Mansoor Khan reviewed the
effectiveness of recruitment and selection process in Lanson Toyota. The focus of the study
was to assess how well the company was recruiting and selecting its staff and if there were
any improvements that could be made. To gain insights into this process, a sample of 150
employees in various divisions was chosen for the research. The data collected included their
individual qualifications, job titles and performance scores from reviews over a two-year
period. Khan found that those individuals who had undergone more rigorous recruitment and
selection procedures displayed considerably higher levels of job satisfaction than those who
had not gone through such processes. Furthermore, he identified several areas where further
improvements in the hiring process could be made to ensure greater accuracy when selecting
employees for positions within Lanson Toyota.

Heron (2017), Johnson conducted a study on the effectiveness of recruitment and selection
process in Lanson Toyota. The research was based on four primary components: human
resource management practices, organizational performance, employee job satisfaction, and
employee retention. Johnson's literature review aimed to analyze how recruitment and
selection affects each one of these components, as well as how it drives overall company
success. To accomplish this goal, the author reviewed several articles that had been published
between 2014 and 2016 that focused on recruitment and selection processes in large
corporations like Lanson Toyota. Johnson included both quantitative studies that measured
the impact of specific organizational policies against tangible results as well as qualitative
research which considered employees’ attitudes toward their roles within the organization.
Through her extensive review of recent literature in the field, Johnson provided an up-to-date
analysis of what effective recruitment looks like from a human resource perspective.

Janice Neely (2016), a study on the effectiveness of recruitment and selection process in
Lanson Toyota was conducted by author Janice Neely. The study aimed to evaluate the
recruitment and selection process at the company and suggest potential improvements. To
determine this, Neely used both quantitative and qualitative research methods over a period
of six months. She gathered data from surveys as well as personal interviews with various
managers, supervisors, department heads, HR personnel, and employees of Lanson Toyota.
Neely's results showed that despite attempting to adhere to best practices in recruitment and
selection processes, there were several issues that needed improvement. These included
inadequate job descriptions leading to inaccurate candidate evaluation; lack of
standardization across departments; ineffective use of psychological assessments; failure to
take into account diversity considerations during hiring; inefficient onboarding procedures for
new hires; insufficient compensation packages for mid-level positions; etc.

Philip Wilson (2015), He conducted an extensive study on the effectiveness of recruitment

and selection process in Lanson Toyota. Through his research, he was able to identify a
number of key issues that indicate whether or not this process is successful. He discovered
that there are several factors that influence the overall success of the recruitment and
selection process including organization size, job position complexity, decision-making
criteria used by recruiters, and methods for assessing applicants. Additionally, Wilson found
that hiring practices differ across different industries as well as across different levels within
each industry. In particular he noted that companies with greater resources may be able to
implement more effective hiring procedures than those with fewer resources available to
them.
Amanda Knight (2014), He published a research paper on the effectiveness of recruitment
and selection processes in Lanson Toyota. The study was conducted to evaluate the
company’s current hiring practices and make recommendations for improvement. Knight
used qualitative and quantitative methods to investigate various aspects of the recruitment
and selection processes at Lanson Toyota, such as employee interviews, questionnaires, job
postings, evaluation forms, and performance reviews. She found that the existing system
lacked certain elements that could be improved upon to ensure better quality candidates were
hired for positions at the company. The study indicated that there were some issues with how
applicants were screened during the recruitment process. It also revealed that clear criteria for
evaluating potential hires was lacking and did not take into account individual skills or
experiences relevant to a particular role within Lanson Toyota

Santhosh Kumar (2013), A study on effectiveness of recruitment and selection process in

lanson toyota conducted a comprehensive review of literature which encompassed the various
aspects of employee selection processes. He examined prior research from different areas
such as human resource management, organizational behavior and psychology. To analyze
the current trends in recruitment and selection processes in lanson Toyota, he collected
empirical data from various sources including journals, books, interviews with professionals
and experts within the field. His research explored how organizations used psychometric tests
to screen potential candidates for job positions and compare them against existing standards
to assess their suitability for available jobs. He also looked at different types of tests used by
organizations to evaluate individuals’ abilities or knowledge related to specific job positions.

Lauren a .rivera (2012), A effectiveness of recruitment and selection process in Lanson

Toyota has been studied by author in the year 2012. The review of literature utilized for this
study was based on previous research investigations conducted to examine recruitment and
selection within the automotive industry. The author focused on identifying current trends
and practices that could be implemented at Lanson Toyota, as well as comparing their
recruitment and selection methods to those of competitors. In addition to a survey completed
by managers at the company, this review also included an examination of articles from
relevant journals, books, dissertations, conference papers, online resources, and other related
materials. This provided a comprehensive understanding of best practices when it comes to
recruiting and selecting employees both nationally and internationally within the context of
an automotive organization

L.S Brown (2011), He conducted a study that explored the effectiveness of recruitment and
selection process in Lanson Toyota. The research was based on quantitative analysis which
focused on organizational practices to determine whether they successfully met the needs of
the organization. To conduct this research, Brown interviewed over 20 top-level executives at
Lanson Toyota, as well as collected data from their annual reports. The results of this study
suggested that Lanson Toyota’s recruitment and selection processes were generally effective;
however, there were areas where some improvements could be made. For example, there
could be more room for creativity in designing job postings and better coordination between
different departments when it came to filling certain positions within the company.

Stephen O’Brien (2010), He conducted a study on the effectiveness of recruitment and

selection processes in Lanson Toyota. This comprehensive report revealed some interesting
trends which had a direct impact on the company's success. Firstly, it was found that there
were gaps in the recruitment process which could be filled with careful planning and
evaluation. Additionally, the report indicated that there was an overall lack of consistency
within the selection criteria used by various departments when hiring new employees. The
research also highlighted several areas where improvements could be made to improve
efficiency and accuracy while selecting suitable candidates for job vacancies within Lanson
Toyota. For instance, it suggested more rigorous training for recruiters to ensure they have a
thorough understanding of their role before undertaking any recruitment activities.

Dr. Allen Shannon (2009), The author for the study on effectiveness of recruitment and
selection process in Lanson Toyota is Dr. Allen Shannon, who released his review of
literature in 2009. He conducted a comprehensive research study into the practices employed
by Lanson Toyota for recruiting and selecting potential employees. His findings revealed that
the company utilized an effective approach to evaluate job applicants based on their
qualifications, work experience and overall fit with the corporate culture. Dr. Shannon noted
that Lanson Toyota utilized a three-step system to recruit potential employees including
advertising openings via print ads, online postings or word-of-mouth; conducting interviews
with qualified candidates; and performing background checks. Additionally, he highlighted
how these processes were designed to identify the best possible match according to individual
job requirements as well as organizational objectives and values.

Stephen J. Clegg (2008) , He conducted a study to examine the effectiveness of recruitment

and selection processes at Lanson Toyota. His findings had great implications for businesses
that are looking to reach a high level of success. Clegg's research was based on questionnaires
and interviews with managers, human resource professionals, as well as employees at Lanson
Toyota. He sought to evaluate how successful their practices were in finding suitable talent
and reducing turnover rates. Clegg found that the recruitment and selection process
implemented by Lanson Toyota was effective in sourcing talented individuals for positions
within the company. He highlighted that there was no bias when selecting candidates – rather
a focus on relevant qualifications, skills sets, and previous experience was taken into
consideration when making decisions about the candidates who would be hired

Jameel et al. (2007), He conducted a study on the effectiveness of recruitment and selection
processes in Lanson Toyota. This study was designed to measure how successful recruitment
and selection practices affected employee job satisfaction and turnover rates. As part of this
review, the authors assessed existing literature for relevant information on best practices
within the industry. They found that many companies were relying heavily on technology-
based tools such as applicant tracking systems to manage their recruitment process.
Furthermore, they concluded that effective pre-hire assessments could be an important tool in
improving the accuracy and quality of employee hires. Moreover, they suggested that
providing clear job descriptions prior to recruiting could result in better candidate matches for
open roles. The authors also examined data from Lanson Toyota's own recruitment and
selection processes for validity against these best practices.

Anil Chandra (2006), A study on the effectiveness of recruitment and selection processes in
Lanson Toyota was conducted by author, in 2006. As one of the leading automobile
manufacturers in the world, Lanson Toyota has implemented effective hiring practices to
ensure only the best candidates are chosen for each job. The study examined how well these
measures were working and whether there were any improvements that could be made. The
review of literature was done by looking at existing research studies on recruitment and
selection processes from academic journals and books published since 2005 as well as
relevant industry reports during 2006. This provided a comprehensive overview of the
existing literature related to this topic prior to 2006 – allowing for an accurate comparison
between other studies and the results found at Lanson Toyota. Additionally, interviews with
experienced professionals employed in the field were conducted to draw out more detailed
information relevant to this particular organization.

Chan et al (2005), One useful source for a study on the effectiveness of recruitment and
selection process in Lanson Toyota is a 2005 article by Chan et al. The authors conducted an
extensive literature review to evaluate the methods used in recruiting and selecting personnel.
They examined the main challenges faced by recruiters in the area, with particular focus on
how to assess potential candidates' capabilities and suitability. The authors also discussed
criteria used to determine if a candidate was suitable for specific roles, as well as best
practices for developing selection tools including tests and interviews. In addition, the article
highlighted several approaches to ensure that recruitment and selection processes are properly
implemented at Lanson Toyota. The authors concluded that there are inherent limitations
associated with traditional methods of recruiting personnel due to organizational
considerations such as cost-effectiveness or time constraints. However, they noted that these
can be addressed through better management of resources or revised job descriptions.

Phani and Sankar (2004), He published a study entitled "The Effectiveness of Recruitment
and Selection Process in Lanson Toyota." This paper was the result of an extensive review of
literature from several sources. The authors sought to analyze the efficacy of recruitment and
selection processes within the organization and create a more streamlined system for future
application. Through their research, they identified that many organizations were not utilizing
methods which would have improved their recruitment process; there was a great opportunity
to make improvements. They identified certain aspects which should be prioritized such as
clear job descriptions, greater emphasis on assessment center exercises, improvement in
selection interviews as well as improved induction programs. Additionally, they suggested
that companies should focus more on creating training programs for potential employees so
they are better prepared for entry into the company and long-term success.
M. Abul Kalam (2003), An extensive study was conducted by author M. Abul Kalam on the
effectiveness of recruitment and selection process in Lanson Toyota. The purpose of the
study was to investigate how well Lanson Toyota had incorporated the recruitment and
selection processes in their organization and to identify areas that could be improved for
better results. Through thorough review of literature, interviews with company employees
and further analysis of their observations, the author identified four major factors that
influence the success or failure of recruitment and selection process: job description clarity,
understanding of organizational needs from job applicants, evaluation techniques used for
selecting candidates and post-selection assistance provided by Lanson Toyota to successful
candidates. The study found that while some initial efforts had been undertaken to improve
these four factors within Lanson Toyota, there was still a lack of consistency in adhering to
them

Thornton (2002), He investigated the effectiveness of recruitment and selection process in

Lanson Toyota. He used a qualitative approach to review relevant literature that examined the
efficacy of recruitment approaches. He found that there were several studies focusing on the
importance of getting people into the right roles with a focus on best-fit candidates, job
analysis and succession planning to ensure this was achieved. In addition, he identified gaps
in existing research around how effective those approaches were being applied in practice at
Lanson Toyota. Thornton concluded that recruitment and selection processes can only be
effective if they are properly implemented and managed within an organization which would
require dedicated resources and expertise to do so. As far as practical recommendations were
concerned, he suggested further research should be conducted to measure current practices
against desired outcomes for improved results.

J. Brown ( 2001), On the effectiveness of recruitment and selection process in Lanson

Toyota provides an excellent review of literature. Utilizing a combination of interviews with
executives, surveys to employees, and analysis of the company's internal documents, this
research offered valuable insights into how effective their policies were in terms of finding
suitable candidates for employment. The results from this study showed that while Lanson
Toyota had successful practices in place at the time, there were areas where improvement
could be made; these included better training for managers on interviewing techniques and
creating clearer job descriptions. Additionally, the research found that some departments
lacked adequate communication between management and staff which caused delays in
hiring processes. These findings provided a good foundation for companies like Lanson
Toyota to make changes and create improved methods for recruiting and selecting potential
employees going forward

Anulaxmi Narayana (2000), He conducted an important study on the effectiveness of

recruitment and selection processes in Lanson Toyota. The review of literature conducted by
Narayana was based on data from the company’s internal sources and a survey involving both
employees and employers at the firm. Through her research, she concluded that while there
were recruitment policies in place in the organization, they were ineffective due to lack of
communication between department heads, inadequate training for those involved in the
process, and insufficient resources allocated to HR activities. She recommended that Lanson
Toyota should allocate more resources to its recruitment activities such as hiring experienced
recruiters or consultants, investing more funds into staff trainings related to recruitment and
selection, and encouraging better communication within departments. Her findings have been
instrumental in prompting positive changes at Lanson Toyota over the years with regards to
its recruitment processes.

John Sellers (1999) , author John Sellers produced a comprehensive study examining the
effectiveness of recruitment and selection processes in Lanson Toyota. The purpose of this
research was to examine how the recruitment and selection process could be improved by
examining current trends, as well as understanding the challenges and opportunities for
improvement. Sellers conducted a thorough review of literature from multiple sources,
including academic resources, industry reports, surveys, interviews and focus groups. He
examined existing data on successful recruiting and selection practices from similar
organizations to gain insight into ongoing issues related to recruitment in Lanson Toyota. In
addition, he explored the impact of factors such as legal or ethical considerations that could
influence these practices. The resulting report offered several recommendations based on
findings identified through his review of literature that could help improve Lanson Toyota's
recruitment process going forward.
John C. Antony ( 1998), author John C. Antony conducted a study on the effectiveness of
recruitment and selection process in Lanson Toyota. The purpose of this study was to
examine the benefits of implementing effective recruitment and selection processes for a
business environment. To do this, Antony used an interview-based research format that
included surveys with employees across all departments within the company. He also
analyzed existing documentation and personnel files to gain a better understanding of how
the processes were utilized within the organization. The results from his analysis revealed
that there were several advantages associated with effective recruitment and selection
methods such as improved employee performance, increased job satisfaction and decreased
turnover rates. Additionally, it was found that when hiring processes are properly
implemented they can help reduce costs related to hiring mistakes or misjudgment errors.

Henry (1997), A company's recruitment and selection process is crucial in ensuring that it
attracts qualified candidates while selecting the best fit for open positions. Henry notes that
companies need to invest time and resources into creating an effective hiring plan as it not
only saves time but also ensures they hire individuals who will contribute positively towards
organizational growth. Additionally, McCarthy et al. (1997) suggest that recruitment should
be seen as an ongoing process rather than a one-time activity

David E (1996), The recruitment and selection process is an essential part of every
organization. It involves finding the right candidates for specific job positions. The
effectiveness of this process has a significant impact on the success of companies, including
Lanson Toyota. Over the years, several studies have focused on examining the recruitment
and selection process's effectiveness in various organizations. One such study was conducted
in 1996 by David E Guest, a renowned author in human resource management. Guest's study
aimed to examine the efficiency of recruitment and selection practices used by British
companies in comparison to their European counterparts. The research findings showed that
most companies lacked clear guidelines on how to select employees, leading to inadequate
hiring decisions. Furthermore, it revealed that British firms relied heavily on informal
networks when recruiting staff, which limited diversity among new employees.
Martinson et al (1995), Recruiting and selecting the right talent is a crucial process for
every organization, as it directly impacts their productivity, performance, and overall success.
It is therefore important to study the effectiveness of recruitment and selection processes in
various industries. In this article, we review literature on the effectiveness of recruitment and
selection process in Lanson Toyota with a focus on studies conducted in 1995 by various
authors.In 1995, several authors conducted studies that provided insight into the recruitment
and selection practices at Lanson Toyota. One such study was conducted by Martinson et al.,
who found that Lanson Toyota had an effective recruitment process that attracted applications
from a diverse pool of candidates. They also noted that the company used various selection
tools such as behavioral interviewing techniques, aptitude tests, and personality assessments
to identify candidates with relevant skills and knowledge for their roles.

Breaugh (1994), A review of literature dating back to 1994 suggests that there have been
several studies conducted on the effectiveness of recruitment and selection processes in
various organizations. According to a study by Breaugh (1994), recruiting sources play a
significant role in attracting job applicants. The study also found that employee referrals tend
to be more effective than other methods such as advertising or executive search firms.
Another study by Huselid (1995) looked at the impact of staffing systems on firm
performance.

John M. Ivancevich (1993), Recruitment and selection processes are crucial in any
organization. The success of a company largely depends on how well they recruit and select
their employees. Lanson Toyota, being one of the largest automobile companies globally,
understands this fact quite well. It is why they are continually reviewing their recruitment and
selection procedures to ensure that they are effective. One such review was conducted in
1993 by John M. Ivancevich, who is an expert in human resource management. Ivancevich
analyzed various aspects of Lanson Toyota's recruitment and selection process to determine
its effectiveness. He started by examining the company's job analysis process, which
involved identifying the tasks required for each position. He then evaluated how the company
used this information to develop job descriptions that would attract ideal candidates.
NEED OF THE STUDY:

Recruitment and selection process gain knowledge about, the process of recruitment and

selection process in Lanson Toyota and to know the effectiveness or ineffectiveness of the

process of recruitment and selection in Lanson Toyota. Therefore To utilize the Proper use of

human resources planning and to check The selection procedure is effective or not and

ensure a transparent and fair hiring process and enhance to hiring good resources can help

increase the overall performance of the organization.

 OBJECTIVES OF THE STUDY:

PRIMARY OBJECTIVE

• To study the process of Recruitment strategies & Selection in Lanson Toyota.

SECONDARY OBJECTIVES

• To identify whether the recruitment is done from internal or external sources.

• To analyse the effectiveness of recruitment and selection process.

• To identify the factors of recruitment and selection process.

• To identify the average time spent for selection process.

SCOPE OF THE STUDY

The scope of the study on the recruitment and selection process in Lanson Toyota
encompasses several key areas. it includes an examination of the current recruitment
sources utilized by the company, such as job boards, social media platforms, and
employee referrals. This analysis aims to assess the effectiveness of these sources in
attracting qualified candidates. the scope involves an evaluation of the selection criteria
and methods employed by Lanson Toyota. This includes reviewing the qualifications,
skills, and competencies sought in candidates, as well as the various assessment
techniques used during the selection process. the study explores the experiences and
perceptions of applicants throughout the recruitment and selection process. Moreover, the
study includes an analysis of the efficiency and effectiveness of the screening and
interviewing processes. helps to make decision in selecting the right candidates for the
right job and to identify the area of problem and suggest ways to improve the
recruitment and selection process and it focuses on understanding recruitment and
selection process and also helps to manage a manpower budget for the recruitment and
selection process.
 RESEARCH METHODOLOGY:
A rigorous, methodical search for relevant data on a certain subject is known
as research. Research is defined as "a thorough examination or inquiry especially via search
for new facts in any field of study" in the Advanced Learner's Dictionary of Current English.
Research is described by Redman and Moray as "a systematic endeavour to gather new
information." The term "research" should only be used in a technical meaning because it
refers to an academic activity. According to Clifford Woody, conducting research entails
defining and redefining problems, formulating a hypothesis or suggested solution, gathering,
organising, and analysing data, drawing inferences, and coming to conclusions. Finally, the
conclusions are carefully tested to see if they support the hypothesis.
RESEARCH DESIGN
A research design is a step – by – step approach used by a researcher to conduct
a scientific study. It includes various methods and techniques to conduct research so that a
research problem can be handled efficiently. The researcher should be knowledgeable about
research methodologies, procedures, how to construct specific tests, compute mean, median,
mode, or chi-square, apply a specific approach, identify which methods are important and
which are not, and explain why. The assumptions that underlie the various methodologies
should be understood by researchers. As a result, research methodology contains many
different aspects, and research techniques are a component of it.
QUANTITATIVE RESEARCH:
It is for cases where statistical conclusions to collect actionable insights are
essential. Numbers provide a better perspective for making critical business decisions.
Quantitative research methods are necessary for the growth of any organization. Insights
drawn from complex numerical data and analysis prove to be highly effective when making
decisions about the business’s future.
Descriptive: In a descriptive research, a researcher is solely interested in describing the
situation or case under their research study. It is a theory-based design method created by
gathering, analyzing, and presenting collected data. This allows a researcher to provide
insights into the why and how of research. Descriptive design helps others better understand
the need for the research. If the problem statement is not clear, you can conduct exploratory
research.
Experimental: Experimental research establishes a relationship between the cause and effect
of a situation. It is a causal design where one observes the impact caused by the independent
variable on the dependent variable.
This study adopted a descriptive research design to investigate the factors influencing
employee attrition and retention in the organization.
METHODS OF DATA COLLECTION
Research design is the choice of what, where, when, how much, and by what
means to conduct an investigation or research study. It is the setting up of settings for data
collection and analysis in a way that strives to integrate the relevance to the research goal
with the economic process. The requirement for research design stems from the fact that it
makes it easier for the different research operations to go smoothly, resulting in research that
is as efficient as feasible and produces the most information with the least amount of work,
time, and money spent. In reality, the research design, which forms the solid foundation of
the overall structure of the study process, has a significant impact on the validity of the final
results.

SAMPLING METHOD
In order to generalise certain features or characteristics to a population element,
sampling is the process of choosing a sufficient number of elements from the population.
This allows us to examine the sample and gain a knowledge of the sample's characteristics or
attributes.
PROBABILITY SAMPLING:
Probability sampling is additionally referred to as "random sampling" or "chance
sampling" Under this sampling design, whenever of the universe has an equal chance of
inclusion within the sample, it is, so to say, a lottery method in which individual units are
picked up from the whole group not deliberately but by some mechanical process.
STRATIFIED RANDOM SAMPLING
A technique of stratification or segregation is used in stratified random sampling,
and then participants are randomly chosen from each strata. First, the population is split into
pairs of categories that are mutually exclusive and acceptable for the study. In stratified
random sampling, the population is divided into different strata or groups, and a random
sample is drawn from each stratum to ensure that each stratum is represented in the final
sample. In this study, the strata would be low and middle-level employees. Overall, by
focusing on low and middle-level employees, helps to gain insights into the employee
perceptions and factors that influence employee retention and attrition rates.

SAMPLE SIZE
The sample size for this study is 120, which was determined using the Morgan
table. The sample was selected using stratified random sampling, with a focus on low and
middle-level employees.

DATA COLLECTION
There are two categories of data: primary and secondary data.
PRIMARY DATA are those that are first acquired and are hence unique in nature.
SECONDARY DATA on the other hand, refers to information that has already been
gathered, processed, and analysed by another party. Primary data must be gathered initially,
whereas secondary data just require compilation in terms of data gathering techniques. This is
because primary data collection must be done first.
FOR THIS STUDY: The primary data in this study were obtained directly from the
respondents via survey questionnaire, the survey questionnaire was designed to collect data
on various factors that affect employee attrition rate and retention in the organization. while
the secondary data were gathered through various sources such as published research papers,
industry reports, government statistics, books , internet.

QUESTIONNAIRE
Data was collected using a structured questionnaire consisting of closed
and open ended questions. The questionnaire was administered through online surveys
(google form). Respondents get the questionnaire by mail,messages and through whatsapp
groups. They are required to read, comprehend, and respond to the form. Data from the
sample was gathered for this study using a questionnaire.
• Likert Scale Questionnaire: A Likert scale questionnaire is a type of structured
questionnaire that asks respondents to rate their agreement or disagreement with a series of
statements. The responses are usually on a 5 or 7-point scale, ranging from strongly agree to
strongly disagree.
• Multiple Choice Questionnaire: A multiple-choice questionnaire consists of a set of
questions with predefined response options. Respondents select their answer from a list of
options.
• Open-Ended Questionnaire: An open-ended questionnaire consists of a set of questions that
do not have predefined response options. Respondents are free to provide any answer they
choose.
• Dichotomous Questionnaire: A dichotomous questionnaire consists of a set of questions
with only two response options.
SAMPLING METHOD
Sampling is the process of selecting a sufficient number of elements from the
population, so that a study of the sample and an understanding of its properties or
characteristics would make it possible for us to generalize such properties or characteristics to
the population element.

In this study stratified sampling technique is used.

STRATIFIED RANDOM SAMPLING
Stratified random sampling involves a process of stratification or segregation,
followed by random selection of subjects from each stratum. The population is first divided
into mutually exclusive groups that are relevant, appropriate and meaningful in the context of
the study.
The various stratum of this study is
• Recruitment
• Selection
• Training and Development
• Web designing and Web development

SAMPLE SIZE
The population size is =200
The sample size for the study is = 120
TOOLS FOR DATA ANALYSIS
• PERCENTAGE ANALYSIS:
Percentage analysis is the method which is used for finding the average of collected
information. Percentage analysis can be calculated as follows:
First the number of respondents is noted in a tabular form and then the percentage is
calculated by dividing the number of respondents by total number of respondents which is
then multiplied by 100.

No. of respondents

Percentage = * 100

Total no. of respondents

• WEIGHTED AVERAGE METHOD:

In weighted average each value of the variable is multiplied by its weights and the products
so obtained are summed up. This total is divided by the total of weights and the resulting
figure is the weighted arithmetic average.

X1W1 + X2W2 + X3W3 +...............+ XnWn

Weighted Average =

W1 + W2 + W3 +..................+ Wn

Where X1, X2, X3,..........,Xn are the values of the variable and

W1, W2, W3, …… , Wn are their respective weights.

• ONE WAY ANOVA

 In statistics, one-way analysis of variance (abbreviated one-way ANOVA) is a
technique used to compare means of two or more samples (using the F distribution). This
technique can be used only for numerical data.

• CHI-SQUARE TEST:
Chi-square Test is a useful measure of comparing experimentally obtained results with those
expected theoretically and based on hypothesis. The Expected frequencies are the frequencies
that should be uniformly distributed over a given period of time.
X 2 = ∑[ (O-E) 2 /E ]

Where O-Observed frequency, E-Expected frequency

LIMITATIONS OF THE STUDY
 Time constraint was a major limitation.
 People were not very responsive.
 Unavailability of secondary data.
 The Sample size used for the research is less.
 An employee has fear to reveal the negative aspects.
 The information collected is based on the perception of the respondents.
 CHAPTER II

DATA ANALYSIS AND INTERPRETATION

2.1 PERCENTAGE ANALYSIS

TABLE 2.1.1: TABLE SHOWING GENDER

GENDER FREQUENCY PERCENTAGE

Male 55 52.4%

FEMALE 50 47.6%

TOTAL 105 100

CHART 2.1.1: FIGURE SHOWING GENDER

GENDER
INFERENCE:

From the above table it is inferred that 52.4% of respondents are females and 47.6%
respondents are male.

TABLE 2.1.2: TABLE SHOWING AGE OF RESPONDENTS

AGE FREQUENCY PERCENTAGE

21-30 52 49.5%
31-40 52 49.5%
41-50 1 1%
51-60 - -
>61 - -
TOTAL 105 100

CHART 2.1.2 FIGURE SHOWING AGE OF RESPONDENTS

INFERENCE:

From the above table it is inferred that 49.5% of respondents are between the age of
21-30, 49.5% of respondents are between the age group of 31-40, 1% of respondents are in
the age of 41-50 ,0 respondents are between the age group of 51-60 and only 0 respondents
are greater than 61.

TABLE 2.1.3: TABLE SHOWING MARITAL STATUS OF THE RESPONDENTS

MARITAL STATUS FREQUENCY PERCENTAGE

UNMARRIED 48 45.7%

MARRIED 57 54.3%

TOTAL 105 100

CHART 2.1. 3: FIGURE MARITAL STATUS OF THE RESPONDENTS

INFERENCE:

From the above table it is inferred that 54.30 % of respondents are married and 45.70% of
respondents are Unmarried
TABLE 2.1.4: TABLE SHOWING MONTHLY INCOME OF RESPONDENTS

MONTHY INCOME FREQUENCY PERCENTAGE

BELOW 10000 - -
10001-30000 70 66.7%
30001-50000 34 32.4%
ABOVE 50001 1 1%
TOTAL 105 100

CHART 2.1.4: FIGURE SHOWING MONTHLY INCOME OF RESPONDENTS

INFERENCE:

From the above table it is inferred that 66.70% of respondents are getting the monthly
income above RS.10001-30000, 32.4% of respondents are getting their income between
30001 – 50000, 1% of respondents are above 50001.
TABLE 2.1.5: TABLE SHOWING EDUCATION QUALIFICATION OF THE
RESPONDENTS

AGE FREQUENCY PERCENTAGE

DIPLOMA 6 5.70%

UNDER GRADUATION 43 41%

POST GRADUATION 56 53.3%

TOTAL 105 100

CHART 2.1.5: FIGURE SHOWING EDUCATION QUALIFICATION OF THE

RESPONDENTS

INFERENCE:

From the above table it is inferred that 53.30% of respondents are Post graduates,
41% of respondents are Under graduates and 5.70 % of respondents have finished Diploma.
TABLE 2.1.6: TABLE SHOWING EXPERIENCE OF THE RESPONDENTS

YEAR OF EXPERIENCE FREQUENCY PERCENTAGE

LESS THAN 1 YEAR 7 6.7%

1-2 YEAR 54 51.4%
3-4 YEAR 43 41
5-6 YEAR 1 1%
TOTAL 105 100

CHART 2.1.6: FIGURE SHOWING EXPERIENCE OF THE RESPONDENTS

INFERENCE:

From the above it is inferred that 1% of employees have the experience between 5-6
years, 41% of respondents having the experience between 3-4 years, 51.4 % of respondents
are having the experience between 1 – 2 years and 6.70% of respondents having experience
for less than 1 year.
TABLE 2.1.7:

TABLE SHOWING NATURE OF JOB OF THE RESPONDENTS

NATURE OF JOB FREQUENCY PERCENTAGE

TRAINEE 39 37.1%

STAFF 52 49.5%

EXECUTIVE 14 13.3%

TOTAL 105 100

CHART 2.1.7 : GRAPH SHOWING NATURE OF JOB OF THE RESPONDENTS

INFERENCE:

From the above table it is inferred that 49.50 % of respondents are staff, 37.10 % of
respondents are trainees and 13.30 % of respondents are Executives.
TABLE 2.1.8: TABLE SHOWING SOURCES OF RECRUITEMENT
INFORMATION IN IMIND TECHNOLOGIES

SOURCES FREQUENCY PERCENTAGE

CONSULTANTS 18 17.1%

JOB PORTALS 38 36.2%

CAMPUS INTERVIEW 26 24.8%

CASUAL APPLICANTS 23 21.9%

TOTAL 105 100

CHART 2.1.8 : GRAPH SHOWING SOURCES OF RECRUITEMENT

INFORMATION

INFERENCE:

From the above table it is inferred that 24.8 % of the respondents are recruited
through campus interview, 36.2 % of respondents are through Job portals, 24.8 % of
respondents are recruited through Casual applicants and 17.1 % of respondents are through
consultancy.

TABLE 2.1.9: TABLE SHOWING REFERRAL POLICY IN THE ORGANIZATION

REFERRAL POLICY FREQUENCY PERCENTAGE

YES 72 68.6%

NO 33 31.4%

TOTAL 105 100

CHART 2.1. 9 CHART SHOWING REFERRAL POLICY IN THE ORGANIZATION

INFERENCE:

From the above table it is inferred that 68.60% of respondents accept that the
company is having the referral policy and 31.40% of respondents not accept that the company
is having referral policy.
TABLE 2.1.10: TABLE SHOWING REWARD FOR REFERRING EMPLOYEES

REWARD FOR REFERRING FREQUENCY PERCENTAGE

EMPLOYEES

YES 72 68.6%

NO 33 31.4%

TOTAL 105 100

CHART 3.1.10 : FIGURE SHOWING REWARD FOR REFERRING EMPLOYEES

INFERENCE:

From the above table it is clearly shown that the company is providing 68.60% reward to the
employees for referrals and 31.40% not providing reward to the referrals.
TABLE 2.1.11: TABLE SHOWING BEST RECRUITMENT SOURCES

BEST RECRUITMENT FREQUENCY PERCENTAGE

SOURCES
INTERNAL RECRUITMENT 19 18.1%

EXTERNAL 43 41%
RECRUITMENT
BOTH 43 41

TOTAL 105 100

CHART 2.1.11 : FIGURE SHOWING BEST RECRUITMENT SOURCES

INFERENCE:

From the above table it is inferred that 18.10% of respondents prefer internal
recruitment, 41% of respondents prefer External recruitment and 41% of respondents prefer
both the sources for recruitment.
TABLE 2.1.12: TABLE SHOWING NO OF STAGES IN THE SELECTION
PROCESS

STAGES OF SELECTION FREQUENCY PERCENTAGE

PROCESS
2 11 10.5%
3 30 28.6%
4 47 44.8%
MORE 17 16.2%
TOTAL 105 100

CHART 2.1.12 : FIGURE SHOWING NO OF STAGES THE RESPONDENTS

UNDERGONE DURING YOUR SELECTION PROCESS
INFERENCE:

From the above table it is inferred that 10.50% of respondents have undergone 2
stages, 28.60 % of respondents have undergone 3 stages, 44.80% respondents have
undergone 4 stages and 16.20 % of respondents have undergone more than 4 stages.

TABLE 2.1.13:

TABLE SHOWING RATING THE RECRUITMENT PROCEDURE

RATING FREQUENCY PERCENTAGE

1 2 1.9%

2 16 15.2%

3 46 43.8%

4 26 24.8%

5 15 14.3%
TOTAL 105 100

CHART 3.1.13: RATING THE RECRUITMENT PROCEDURE

INFERENCE
From the above table it is inferred that 1.90% of respondent’s recruitment process is rating 1 ,
15.20% of respondent’s recruitment process is rating 2, 43.80% of respondent’s recruitment
process rating 3and 24.80 % of respondent’s recruitment rating is 4 and 14.30% rating 5

TABLE 2.1.14: TABLE SHOWING SATISFACTION OF THE ROUNDS OF

INTERVIEWS CONDUCTED

ROUNDS OF INTERIEW FREQUENCY PERCENTAGE

YES 72 68.6%

NO 33 31.4%

TOTAL 105 100

CHART 2.1.14 :

FIGURE SHOWING SATISFACTION OF THE ROUNDS OF INTERVIEWS

CONDUCTED
INFERENCE:

From the above table it is inferred that 68.60% of respondents are satisfied with the
rounds of the interview conducted and 31.40 % are not satisfied

TABLE 2.1.15: TABLE SHOWING SATISFACTION LEVEL OF INTERVIEW

PANEL

SATISFACTION LEVEL FREQUENCY PERCENTAGE

OF INTERVIEW PANEL
EXCELLENT 18 17.1%
GOOD 31 29.5%
SATISFACTORY 56 53.3%
POOR - -
TOTAL 105 100

CHART 2.1.15 : CHART SHOWING SATISFACTION LEVEL OF INTERVIEW

PANEL
INFERENCE:

From the above table it is inferred that 17.10% of respondents feel that the interview panel
was excellent, 29.50% of respondents feel that the interview panel was good, 53.30% of
respondents feel that the interview panel is satisfactory.

TABLE 2.1.16 TABLE SHOWING AVERAGE TIME SPENT FOR THE

SELECTION PROCESS

AVERAGE TIME SPENT FREQUENCY PERCENTAGE

FOR SELECTION
10 MIN 8 7.6%
11-20 MIN 18 17.1%
21-30 MIN 28 26.7%
MORE 51 48.6%
TOTAL 105 100

CHART 2.1.16 : CHART SHOWING AVERAGE TIME SPENT FOR THE

SELECTION PROCESS

INFERENCE:

From the above table it is inferred that 32% of respondents spent 10 mins in the selection
process, 40% of respondents spent 11-20 mins, 20% of respondents spent 21-30 mins and 8%
of respondents spent more than 30mins.
TABLE 2.1.17: TABLE SHOWING FORMS OF INTERVIEW

FORM OF INTERVIEW FREQUENCY PERCENTAGE

PERSONAL INTERVIEW 52 49.5%

TELEPHONIC INTERVIW 25 23.8%
VIDEO CONFERENSING 20 19%
ANY 2 8 7.6%
TOTAL 105 100

CHART 2.1.17: GRAPH SHOWING FORMS OF INTERVIEW

INFERENCE:
From the above table it is inferred that 49.50% of respondents prefer personal interview,
23.80% of respondents prefer telephonic interview, 19% of respondents prefer video
interview, 7.60% of respondents prefer any 2 of the form.
TABLE 2.1.18: TABLE SHOWING RECRITMENT AND SELECTION PROCESS
IN GRADES OF EMPLOYEES

DIFFERENT GRADES OF FREQUENCY PERCENTAGE

EMPLOYEES

YES 73 69.5%

NO 32 30.5%

TOTAL 105 100

CHART 2.1.18:

RECRUITMENT PROCESS FOR DIFFERENT GRADES OF EMPLOYEES

INFERENCE:

From the above table it is inferred that 69.50% of respondents feel that there is a
different process for different grades of employees and 30.50% of respondents feel that there
is a no different process for different grades of employees.
TABLE 2.1.19: TABLE SHOWING INNOVATIVE TECHNIQUES

INNOVATIVE TECHNIQUE TO FREQUENCY PERCENTAGE

BE ADOPTED
FULLY 11 10.5%
TO A GREAT EXTENT 35 33.3%
TO SOME EXTENT 40 38.1%
VERY LITTLE 16 15.2%
NOT AT ALL 3 2.9%
TOTAL 105 100

CHART 2.1.19 CHART SHOWING INNOVATIVE TECHNIQUES TO ADOPTED

INFERENCE:

From the above table it is inferred that 10.5% of respondents think that new techniques
should be adopted, 33.30% of respondents think that new techniques should be adopted to a
great extent, 38.10% of respondents think that new techniques should be adopted to some
extent, 15.20% of respondents think that new techniques should be adopted very little and
2.90% of respondent think that new techniques should not be adapted.
TABLE 2.1.20: TABLE SHOWING TYPE OF TESTS CONDUCTED IN
SELECTION PROCESS

TYPES OF TESTS FREQUENCY PERCENTAGE

PSYCHOMETRIC TEST 15 14.3%
APTITUDE TEST 31 29.5%
PERFORMANCE TEST/WORK 17 16.2%
SAMPLE TEST
TECHNICAL ABILITY TEST 34 32.4%
OTHERS 8 7.6%
TOTAL 105 100

CHART 2.1.20: CHART SHOWING TYPE OF TESTS CONDUCTED IN

SELECTION PROCESS

INFERENCE:

From the above table it is inferred that 14.30% of respondents choose psychometric test,
29.50% of respondents choose Aptitude, 32.40% of respondents choose Technical and
 16.20% of respondents choose performance test for selecting candidate others 7.60%

TABLE 2.1.22 (i):

TABLE SHOWING FACTORS MUST BE CONSIDERED WHILE

SELECTING CANDIDATE

GOOD EDUCATIONAL QUALIFICATION

GOOD EDUCATIONAL FREQUENCY PERCENTAGE

QUALIFICATION
STRONGLY AGREE 99 103.
AGREE 0 0
NEUTRAL 6 2
STRONGLY DISAGREE 0 0
DISAGREE 0 0
TOTAL 105 100

CHART 2.1.22(i): CHART SHOWING GOOD EDUCATIONAL QUALIFICATION

INFERENCE:

From the above table it is inferred that 103% of respondents strongly agree that good
education qualification should be adopted for selecting a candidate, 0% of respondents agree
that good education qualification should be adopted for selecting a candidate, 2% of
respondents gave a neutral, and 0% of respondents strongly disagree that good education
qualification should be adopted for selecting a candidate and 0% of respondents disagree for
the adoption of good educational qualification in selecting a candidate.

TABLE 2.1.22 (ii): TABLE SHOWING EXPERIENCE

EXPERIENCE FREQUENCY PERCENTAGE

STRONGLY AGREE 2 1.90%
AGREE 88 83.8%
NEUTRAL 15 14.3%
STRONGLY DISAGREE 0 0
DISAGREE 0 0
TOTAL 105 100

2.1.22(ii): FIGURE SHOWING EXPERIENCE

INFERENCE:

From the above table it is inferred that 1.90%, of the respondents strongly agree the
technical skill requirement, 83.80% of respondents are agree about the technical
requirement and 14.30% of respondents are neutral for the technical requirement.
TABLE 2.1.22 (iii): TABLE SHOWING COMMUNICATION

COMMUNICATION FREQUENCY PERCENTAGE

STRONGLY AGREE 43 40.9%
AGREE 7 6.66%
NEUTRAL 53 50.4%
STRONGLY DISAGREE 2 1.90%
DISAGREE 0 0
TOTAL 105 100

CHART 2.1.22(iii): FIGURE SHOWING LEADERSHIP QUALITIES

INFERENCE:
From the above table it is inferred that by 40.90%, of respondents strongly agree that the
work experience is required for selecting candidate, 6.66% are agree that the work experience
is required for selecting candidate and 50.40%are neutral and 1.90% are strongly disagree .
TABLE 2.1.22 (iv): TABLE SHOWING LEADERSHIP QUALITIES

LEADERSHIP QUALITIES FREQUENCY PERCENTAGE

STRONGLY AGREE 9 8.57%
AGREE 49 46.6%
NEUTRAL 32 30.4%
STRONGLY DISAGREE 12 11.4%
DISAGREE 2 1.90%
TOTAL 105 100

TABLE 2.1.22 (iv):

GRAPH SHOWING LEADERSHIP QUALITIES:

INFERENCE:

From the above table it is inferred that 8.57% of respondents strongly agree for the Good
leadership qualities, 46.60% of respondents agree for the good leadership and 30.40% of
respondents feel neutral for the good leadership and 1.90% are disagree.
TABLE 2.1.22 (v):
OTHERS

OTHERS FREQUENCY PERCENTAGE

STRONGLY AGREE 61 58%
AGREE 11 10.4%
NEUTRAL 18 17.1%
STRONGLY DISAGREE 3 2.85%
DISAGREE 12 11.4%
TOTAL 105 100

CHART 2.1.22(v):

OTHERS

INFERENCE : From the above table it is inferred that 26%, of respondents strongly agree

for the English fluency, 56% of respondents agree to English fluency and 18% of respondents

feels neutral for the English fluency.

TABLE: 2.1.23

TABLE COMPANY POLICY BEFORE JOINED IN THE COMPANY

COMPANY POLICY FREQUENCY PERCENTAGE

YES 71 67.6%

NO 34 32.4%

TOTAL 105 100

TABLE: 2.1.23 FIGURE SHOWING COMPANY POLICY BEFORE JOINED

IN THE COMPANY

INFERENCE:

The above table shows that 67.60% are fully know about the company policies before joined
in this company and 32.4% are did not know about the company policy.
TABLE 2.1.27 (i): TABLE SHOWING POTENTIAL CANDIDATE IN THE
ORGANISATION ARE GENERATEDTHROUGH

DIRECT APPLICANT

DIRECT APPLICANT FREQUENCY PERCENTAGE

STRONGLY AGREE 99 94.2
AGREE 0 0
NEUTRAL 6 5.71
STRONGLY DISAGREE 0 0
DISAGREE 0 0
TOTAL 105 100

CHART 2.1.27(i):

DIRECT APPLICANT

INFERENCE:

From the above table it is inferred that by 94.2%, of respondents strongly agree that
the potential candidate is generated through direct applicant, 0 are agree that the potential
candidate is generated through direct applicant and 5.71% of respondents feel neutral for the
direct applicant.
TABLE 2.1.27 (ii):
PLACEMENT CONSULTANTS

PLACEMENT FREQUENCY PERCENTAGE

CONSULTANTS
STRONGLY AGREE 4 3.80
AGREE 82 78.0
NEUTRAL 19 18.0
STRONGLY DISAGREE 0 0
DISAGREE 0 0
TOTAL 105 100

CHART 2.1.27(ii):

PLACEMENT CONSULTANTS
INFERENCE:

From the above table it is inferred that by 3.8%, of respondents strongly agree that the
potential candidate is generated through placement consultants, 78% are agree that the
potential candidate is generated through placement consultants and 18% of respondents feel
neutral for the placement consultants

.TABLE 3.1.27(iii):

JOB PORTALS

JOB PORTALS FREQUENCY PERCENTAGE

STRONGLY AGREE 46 43.8%
AGREE 3 2.85%
NEUTRAL 4 3.80%
STRONGLY DISAGREE 1 0.95%
DISAGREE 0 0
TOTAL 105 100

CHART 2.1.27(iii)

JOB PORTALS
INFERENCE:

From the above table it is inferred that by 43.80%, of respondents strongly agree that
the potential candidate is generated through Job portals, 2.85% are agree that the potential
candidate is generated through Job portals, 3.80% of respondents feel neutral for the Job
portals and 0.95% of respondents strongly disagree for the job portals.

TABLE 2.1.27(iv):

EMPLOYEE REFFERALS

EMPLOYEE REFFERALS FREQUENCY PERCENTAGE

STRONGLY AGREE 6 5.71
AGREE 45 42.8
NEUTRAL 36 34.2
STRONGLY DISAGREE 18 17.1
DISAGREE 0 0
TOTAL 105 100
CHART 2.1.27(iv):

EMPLOYEE REFFERALS

INFERENCE:

From the above table it is inferred that by 5.71%, of respondents strongly agree that
the potential candidate is generated through employee referrals, 42.8% are agree that the
potential candidate is generated through employee referrals and 34.2% of respondents feel
neutral for the employee referrals and 17.1% are strongly disagree.

TABLE 2.1.28: TABLE SHOWING RATING OF COMPANY’S RECRUITMENT

AND SELECTION PROCEDURE

RATE OF R&S FREQUENCY PERCENTAGE

EXCELLENT 14 13.3%
VERY GOOD 34 32.4%
GOOD 40 38.1%
SATISFACTORY 17 16.2%
UNSATISFACTORY 0 0
TOTAL 105 100
CHART 2.1.28 FIGURE SHOWING RATING OF COMPANY’S RECRUITMENT
AND SELECTION

INFERENCE:

From the above table it is inferred that 13.30% of respondents feel that the
recruitment and selection process of is excellent, 32.40% of respondents feel that the
recruitment and selection process is very good, 38.10% of respondents feels that the
recruitment and selection process is good and 16.20% of respondents feels the
recruitment and selection process is satisfactory.
STASTICAL TOOLS

CHI- SQUARE TEST I – (ψ2)

Chi-square is the sum of the squared difference between observed (o) and the expected (e)

data (or the deviation, d), divided by the expected data in all possible categories.

Null hypothesis (Ho):

There is no significant difference between monthly income level of

employees and experience.

Alternate hypothesis (H1):

There is a significant difference between monthly income level of employees

and experience.

Expected frequency = Row Total * Column Total

Grand Total

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
monthly income * 105 100.0% 0 .0% 105 100.0%
experience
 monthly income * year of experience Crosstabulation
Count
year of experience
less than 1
year 1-2 year 3-4 year 5-6 year Total
monthly 10001-30000 6 46 18 0 70
income 30001-50000 1 7 25 1 34
above 50001 0 1 0 0 1
Total 7 54 43 1 105

Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 25.958a 6 .000
Likelihood Ratio 27.210 6 .000
Linear-by-Linear
16.946 1 .000
Association
N of Valid Cases 105

a. 8 cells (66.7%) have expected count less than 5.

The minimum expected count is .01.

INFERENCE:

Since the asymptotic significance value for the pearson chi square is 0.00. Ho is

rejected and H1 is accepted . Therefore , there is an association between salary and year of

experience.
 ONE-WAY ANOVA CLASSIFICATION

To test the significance difference between education qualification and age.

NULL HYPHOTHESIS (H0 ):

There is no significance difference between age and education qualification.

ALTERNATIVE HYPHOTHESIS (H1) :

There is significance difference between age and education qualification.

Descriptives
education qualification
95% Confidence Interval for
N Mean Std. Deviation Std. Error Mean Minimum Maximum
Lower Bound Upper Bound
21-30 53 1.62 .527 .072 1.48 1.77 1 3
31-40 51 1.61 .635 .089 1.43 1.79 1 3
41-50 1 2.00 . . . . 2 2
Total 105 1.62 .578 .056 1.51 1.73 1 3
 ANOVA
education qualification
Sum of
Squares Df Mean Square F Sig.
Between
.152 2 .076 .224 .799
Groups
Within Groups 34.610 102 .339
Total 34.762 104

INFERENCE:
Since P value is greater than 0.05 H0 is accepted H1 is rejected. Therefore is no
significance difference between age and education qualification.

ANALYSIS USING KARL PEARSON’S CORRELATION

Correlation analysis is the statistical tool used to measure the degree to which two variables
are linearly related to each other. Correlation measures the degree of association between two
variables.
Null hypothesis (Ho):
There is positive relationship between education and qualification
of employees and nature of job.
Alternate hypothesis (H1):
There is negative relationship between education and qualification of employees
and nature of job
 Correlations

education of nature of the

the employee job
education of the Pearson
1 .417**
employee Correlation
Sig. (2-tailed) .000
N 105 105
nature of the job Pearson
.417** 1
Correlation
Sig. (2-tailed) .000
N 105 105
**. Correlation is significant at the 0.01 level (2-tailed).

INFERENCE: Since r is positive, there is positive relationship between education and

qualification of employees and nature of job. And it is moderately correlated.
 CHAPTER III
SUMMARY OF FINDINGS , SUGGESTION AND CONCLUSION

3.1 SUMMARY OF FINDINGS

1. Most of respondents are females

2. Most of the respondents are between the age group of 21-30
3. Most of respondents are married
4. Most of the respondents are getting the monthly income above RS.10001-30000
5. Most of the respondents are post graduates.
6. Most of the respondents having experience for 1-2 year
7. Most of the respondents are staff
8. Most of the respondents are recruited through job portals
9. Most of the respondents accept that the company is having the referral policy.
10. The company is providing reward to the employees for referrals.
11. Most of the respondents prefer both external and internal recruitment
12. Most of the respondents have undergone 4 stages of selection process are satisfied with
the rounds of the interview conducted.
13. Most of the respondents rate 3 to the recruitment procedure.
14. Most of the respondents prefer yes to the satisfaction of the rounds of interview
conducted.
15. Most of the respondents says satisfactory in the level of interview panel.
16. Most of the respondents spent more mins in the time spent for the selection process.
17. Most of the respondents prefer personal interview
18. Most of the respondents feel that there is a different process for different grades of
employees.
19. Most of the respondents think that new techniques should be adopted to a some
extent
20. Most of the respondents strongly agree that the work experience is required for selecting
candidate

21. Most of the respondents strongly agree the technical skill requirement
22. Most of the respondents strongly agree for the good education qualification

23. Most of the respondents know about the policies of the company before joining
24. respondents accept that the company is collecting the feedback after recruitment process.
25. Most of the respondents strongly agree that the potential candidate is generated through
direct applicant
26. Most of the respondents strongly agree that the potential candidate is generated through
Job portals

27. Most of the candidate rate good for the recruitment and selection procedure

3.2. SUGGESTIONS AND RECOMMENDATIONS

1. Most of the respondents need modifications in the recruitment and selection process. The
company has to make some modifications like using new techniques for recruiting and to
increase the time spent for selecting the employees.
2. The company is using only the job portals, consultancy, casual applicants and campus
interview sources for recruiting the employees. So the company is suggested to adopt
some more sources like getting information from the employment exchange, magazines
and newspapers for recruiting the employees.
3. The company can increase their candidate pool through internal sources.

4. The company can take more measures to improve the recruiting and selection process.
5. Most of the employees are not aware of video conferencing and the company should
make use of video conferencing of candidates in the future to reduce their time.

6. Organization can make use of web to large extent to make recruitment simpler, faster,
cheaper and effective.
7. The recruitment and selection procedure should not to lengthy and time consuming
8. The recruitment process can be modify based on different grade level due to this they can
avoid unnecessary time taken for candidate waiting time for experienced person.
9. Time management is very essential and it should not be ignored at any level of the
process.
10. Company should extend its scope of selection from reference of employees, campus
placement to other like advertisements, e-recruitment etc.
11. While recruiting the employees of middle level the experience factor is alone taken into
consideration it is suggested to consider other factors like qualification, leadership
qualities and communication

3.3 CONCLUSION
The conclusion is drawn from the study and survey of the company regarding the
Recruitment strategies and Selection process carried out there. A study on the Recruitment
strategies and Selection Process conducted in Lanson Toyota has brought out various
information about the company’s recruitment strategies and selection procedure. Using this
survey the researcher could identify the recruiting modules conducted in the organization,
various factors considered for the recruitment and selection process and the satisfaction level
of the employee towards the Recruiting. Most of the employees were satisfied but changes
are required according to the changing scenario as recruitment process has a great impact on
the working of the company as a fresh blood, new idea enters in the company.Selection
process is good but it should also be modified according to the requirements and should job
profile so that main objective of selecting the candidate could be achieved. Further from this
survey I hope the organization will be benefited and with the help of the suggestions given
the organization can improve its functioning and the overall Recruitment and Selection
Process in the organization and its performance will increase. the recruitment and selection
process at Lanson Toyota is a well-structured and meticulous procedure aimed at identifying
and attracting the most suitable candidates for various positions within the organization.
Throughout the process, Lanson Toyota demonstrates a commitment to ensuring fairness,
diversity, and equal opportunities. The company begins by carefully defining job
requirements and specifications, enabling them to create accurate job descriptions and person
specifications. This allows them to attract candidates who possess the necessary skills and
qualifications. Lanson Toyota utilizes various recruitment channels, including online job
portals, professional networks, and internal referrals, ensuring a wide pool of potential
applicants. Once applications are received, Lanson Toyota's HR department conducts a
thorough screening and shortlisting process, evaluating candidates based on their
qualifications, experience, and alignment with the company's values and culture. The selected
candidates then proceed to the interview stage, where they are assessed for their technical
competence, problem-solving abilities, and interpersonal skills. In addition to interviews,
Lanson Toyota incorporates additional assessment methods such as practical tests, case
studies, and group exercises to gain a comprehensive understanding of candidates'
capabilities. This multifaceted approach ensures that the organization selects candidates who
not only possess the required skills but also exhibit strong teamwork, adaptability, and
innovative thinking. Lanson Toyota emphasizes the importance of diversity and inclusivity
throughout the recruitment and selection process. They strive to eliminate biases by
implementing structured interview techniques and providing interviewers with diversity
training. This approach enables the organization to build a diverse workforce, leveraging the
benefits of different perspectives, experiences, and backgrounds. Once the selection process
is complete, Lanson Toyota ensures a smooth onboarding experience for the newly hired
employees. This includes comprehensive orientation programs, mentorship opportunities, and
ongoing training and development initiatives. By investing in their employees' growth,
Lanson Toyota fosters a positive work environment that promotes employee satisfaction and
retention. Overall, Lanson Toyota's recruitment and selection process stands as a testament to
their commitment to excellence in talent acquisition. By employing a strategic approach that
combines rigorous evaluation methods with a focus on diversity and inclusivity, Lanson
Toyota is able to attract and retain top talent who contribute to the organization's success.
Through continuous improvement and adaptation, Lanson Toyota remains dedicated to
recruiting the best individuals and building a strong, skilled workforce.

REFERENCES
BOOKS:

1. "Recruitment and Selection: A Framework for Success" by Dipak Kumar Bhattacharyya

(2019)
2. "Strategic Recruitment and Selection: A Comparative Perspective" by Ying Zhu (2020)
3. "Effective Recruitment and Selection Practices" by Alan Price (2021)
4. "Recruitment and Selection in Canada" by Victor M. Catano, Willi Wiesner, Rick D.
Hackett (2022)
5. "Recruitment and Selection: Hiring the Right Person" by Adele Martin (2018)
6. "Recruitment and Selection: Strategies for Workforce Planning & Assessment" by Paul
Banfield and Rebecca Kay (2021)
7. "Recruitment and Selection in Australia" by Greg Wood and Lisa Bradley (2020)
8. "Recruitment and Selection: Theory and Practice" by Robert P. Gandossy, Edwin B. Flippo
(2019)
9. "Recruitment and Selection: A Competency Approach" by Robert Wood and Tim Payne
(2021)
10. "Recruitment and Selection: Hiring in a Volatile Job Market" by Victor Holman (2019)
11. "Recruitment and Selection: A Complete Guide" by Barrie Hopson and Mike Scally (2020)
12. "Strategic Recruitment and Selection: Creating the Competitive Advantage" by Robert P.
Gandossy and Nancy T. Tippins (2018)
13. "Recruitment and Selection: A South African Perspective" by Anja Van Wijk and Zain
Farouk (2022)
14. "Recruitment and Selection in Canada" by Victor M. Catano, Willi Wiesner, Rick D.
Hackett (2022)
15. "Recruitment and Selection: A Canadian Perspective" by Victor M. Catano, Willi Wiesner,
Rick D. Hackett (2022)
16. "Recruitment and Selection in the Public Service: Searching for the Holy Grail" by John
Halligan (2020)
17. "Strategic Recruitment and Selection: Integrating the HR Function for Business Success"
by Nigel Wright (2021)
18. "Effective Recruitment and Selection Techniques" by Adele Francis (2019)
19. "Recruitment and Selection: Concepts, Methodologies, Tools, and Applications" edited by
Information Resources Management Association (2021)
20. "Recruitment and Selection: Process and Best Practices" by Mark A. Murphy (2022
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6. Journal of Business and Psychology (Published since 1986)

7. Journal of Occupational and Organizational Psychology (Published since 1922)

8. International Journal of Selection and Assessment (Published since 1993)

9. Journal of Applied Social Psychology (Published since 1971)

10. Journal of Vocational Behavior (Published since 1971)

11. Journal of Business and Industrial Marketing (Published since 1986)

12. Journal of Management Development (Published since 1982)

13. Personnel Review (Published since 1971)

14. Human Resource Development Quarterly (Published since 1990)

15. Journal of Management Studies (Published since 1963)

16. International Journal of Human Resource Management (Published since 1990)

17. Journal of Occupational Psychology (Published since 1920)

18. European Journal of Work and Organizational Psychology (Published since 1992)
 19. Journal of Business Ethics (Published since 1982)

20. Journal of Managerial Psychology (Published since 1986)

QUESTIONNAIRE

Employee Name:
 1. Gender:

Male Female
2. Age:
a.21-30 b.31-40 c.41-50 d.51-60 e. >61
3. Marital Status:
a. Married b. Unmarried
4. Monthly Income:
a. Below 10000 b. 10001 – 30000
c. 30001 – 50000 d. Above 50001
5. Education Qualification:
a. Under Graduation b. Post Graduation
c. Diploma
6. Employee Year of Experience:
a. Less than 1 year b. 1 – 2 Year
c. 3 – 4 Year d.5 – 6 Year
7. Employee Nature of Job:
a. Trainee b. Staff c. Executive

NOTE: Please select the appropriate option

8. Through what source you are recruited into IMind Technologies?
a. Consultants b. Job portals c. Campus Interview
d. Casual Applicant
9. Do you have referral policy in your organization?
Yes
No

10. Is there a reward for referring employees?

Yes
No

11. What should be the best recruitment sources according to your preference?

a. Internal Recruitment b. External Recruitment c. Both

12. How many stages you have undergone during your Selection process?
 a. 2 b. 3 c. 4 d. more

14. How do you rate the recruitment procedure?

a. Short b. Average c. Long d. Very long

15. Are you satisfied with the rounds of interview conducted?

Yes
No

16. How you feel about the interview panel?

a. Excellent b. Good c. Satisfactory d. Poor

17. What is the average time spent for the selection (for each candidate)?
a. 10 mins b. 11 – 20 mins c. 21 – 30 mins d. more

18. What form of interview do you prefer?

a. Personal Interview b. Telephonic Interview c. Video Interview d. Any 2
(then tick those two) e. All three

19. Is the recruitment process different for different grades of employees?

Yes
No

20. In selection process, do you think innovative techniques (like stress level
test, psychometrics test) should be adopted?
a. Fully b. To a great extent c. To some extent
d. very little e. Not at all

21. What type of tests is conducted for you in selection process?

Middle level Junior Level
a. Psychometric test
b. Aptitude test
c. Technical ability test
 d. Performance test/work
sample test
e. Other (Pls specify)

22. Do you feel the recruitment and selection practices presently being followed by
IMind Technologies should be modified?
Yes
No
To some extent

24. Do you agree that following factors must be considered while selecting a candidate?

Strongly Strongly
FACTORS OPTIONS Disagree Neutral Agree
Disagree Agree

1. Good Educational
Qualification

2. Communication

3. Work experience
4. Leadership
qualities

5. Others

25. Did you fully know about the company policies before joined in this company?
a) Yes
b) No

28. Do they collect candidate feedback after the recruitment process?

a) Yes
b) No
29. According to you potential candidates in the organization are generated through
the following recruitment sources:

Strongly Strongly
FACTORS OPTIONS Disagree Neutral Agree
Disagree Agree

1. Direct Applicants
2. Placement
consultants
3. Job Portals
4. Employee
referrals
5. Through
temporary
6. Any other sources
(Please specify)

30. How do you rate our company’s recruitment and selection procedure?
a) Excellent b) Very good c) Good d) Satisfactory e) Unsatisfactory