A Study on Recruitment and Selection Process at Magniti Marelli

A STUDY ON RECRUITMENT AND SELECTION
PROCESS AT MAGINITI MARELLI
MAJOR PROJECT
SUBMITTED
IN THE PARTIAL FULFILMENT OF TWO YEARS

FULL TIME MASTER DEGREE IN BUSINESS
ADMINISTRATION (MBA)
SUBMITTED BY
SAKSHI
19421083
(BATCH 2019-2021)
UNDER THE GUIDENCE OF

Dr. Sandeep Singh Virdi
(Assistant professor)
School of Management Studies

Punjabi University,
Patiala
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PLAGIARISM REPORT
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CERTIFICATE
This is to ensure that the proposal entitled “ THE STUDY OF RECRUITMENT AND
SELECTION PROCESS AT MAGNITI MARELLI, “submitted to SCHOOL OF
MANAGEMENT STUDIES, for the honor of the level of experts of business organization is
a honest to goodness and unique research work did by SAKSHI under my direction,
subsequently confirmed.
Date - DR.SANDEEP SINGH VIRDI

Place- ASSISTANT PROFESSOR
(RESEARCH GUIDE)
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DECLARATION
I, SAKSHI, student of Masters of Business Administration of 2 nd year, Roll no. 19421083,

hereby declare that research work my project, “RECRUITMENT AND SELECTION
PROCESS AT MAGINITI MARELLI”, submitted in the partial fulfillment of
requirements for the degree of Masters of Business Administration, under the guidance of
DR. SANDEEP SINGH VIRDI, school of Management Studies, Punjabi University,
Patiala, is my original work and has not been submitted anywhere else.
DATE- SAKSHI
____________ (Student name& signature)
Roll no- 19421083
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ACKNOWLEDGMENT
I trust that an exploration consider is a collaboration, which requires participation and

support in its each stage. In the present study I have received contribution from so many
persons that mention of every name is not possible.
I express my deep sense of gratitude and respect to my guide DR. SANDEEP SINGH
VIRDI, DEPARTMENT OF SCHOOL OF MANAGEMENT STUDIES IN PUNJABI
UNIVERSITY, PATIALA for giving privilege to work under his able guidance. Despite
having very busy schedule and assignments respected, he has spared his valuable time to
guide me whenever needed.
I wish to express my special thanks to all nth respondents for spending their valuable time to
fill the questionnaire. Without their support this research work could not be completed.
Submitted by
SAKSHI
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PREFACE
MBA is a stepping stone to the management carrier and to develop good

managers it is necessary that the theoretical must be supplement with exposure
to the real environment. Theoretical knowledge just provides the base and it’s
not sufficient to produce a good manager that’s why the practical knowledge is
needed.
Therefore, the research project is an essential requirement for the student of

MBA. This research project not only helps the student to utilize their skills
properly and learn field realities but also provides a chance to the organization
to find out talent among the building managers in the very beginning.
In accordance with the requirement of MBA course I have done my research

project on the topic,
“Recruitment and selection process at Maginiti Marelli”.
Thanks to everyone
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ABSTRACT
The recruitment and selection procedure determines the level of achieving organizational
goals in the long run. As per definition it is stated that which is all about selecting a right
person for the right job at right time at the best possible position. It sounds so simple but it is
also not an easier job to evaluate a person with his ability and skills that may specify the core
competency for the job so that his degree of willing to pursue a job becomes positive.
Basically recruiting is the discovering of potential candidates for actual or anticipated
organizational vacancies. It also can be said in another way that bringing together those with
jobs to fill and those seeking jobs.
It is important to study recruitment and selection because it can identify our human resource
needs. Recruiting people is done by various ways, for the study first I have to know the
recruiting sources. there are internal and external sources as well as employee referrals.
In this research I am studying recruitment and selection process at Magniti Marelli to find out
actual recruitment and selection process and policies in the company.
Primary data has been used for the project.
 The Project report starts with an introduction to the topic further includes types,
sources and barriers etc.
 Further it includes the reviews of the different authors regarding the recruitment and
selection and related topic in this area.
 Then the research methodology used in the project is discussed it includes the
research objectives, the rational of the study, the type of data used , method used for
data analysis, the sample size, sampling technique used for the project.
 Then there is a detailed analysis and interpretation of the data where the primary data
which was collected for the study is analyzed in form of various charts and tables
then results are interpreted.
 The findings from the study and the limitations are discussed.
 At the end the project report is concluded.
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TABLE OF CONTENTS
Chapter no. Particulars Page no.
CH- 1 INTRODUCTION 9
DEFINATIONS 10
RECRUITMENT(sub systems, factors of recruitment) 11-12
Policies, centralized and decentralized, sources, 13-15
Methods of recruitment 16- 18

SELECTION 19- 26
Profile of MAGINITI MARELLI 27- 29
CH- 2 REVIEW OF LITERATURE 30- 37
CH-3 RESEARCH METHODOLOGY, SCOPE 38- 40

CH-4 DATA ANALYSIS AND INTERPRETATION 41-62
CH-5 MAJOR FINDINGS 63-64

CH-6 SUGGESTIONS 65
CH-7 LIMITATIONS 66
CONCLUSION 67
REFRENCES 68-69
ANNEXURE (QUESTIONNAIRE) 70-72
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CHAPTER – 1
INTRODUCTION
The human resources are the most important assets of an organization. The success or failure
of an organization is largely dependent on the caliber of the people working therein. Without
positive and creative contributions from people, organizations cannot progress and prosper.
In order to achieve the goals or the activities of an organization, therefore, they need to
recruit people with requisite skills, qualifications and experience. While doing so, they have
to keep the present as well as the future requirements of the organization in mind.
Recruitment is distinct from Employment and Selection. Once the required number and kind
of human resources are determined, the management has to find the places where the
required human resources are/will be available and also find the means of attracting them
towards the organization before selecting suitable candidates for jobs. All this process is
generally known as recruitment. Some people use the term “Recruitment” for employment.
These two are not one and the same. Recruitment is only one of the steps in the entire
employment process. Some others use the term recruitment for selection. These are not the
same either. Technically speaking, the function of recruitment precedes the selection function
and it includes only finding, developing the sources of prospective employees and attracting
them to apply for jobs in an organization, whereas the selection is the process of finding out
the most suitable candidate to the job out of the candidates attracted (i.e., recruited).Formal
definition of recruitment would give clear cut idea about the function of recruitment.
DEFINITIONS
Recruitment is defined as, “a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce.”
Edwin B. Flippo defined recruitment as “the process of searching for prospective employees
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and stimulating them to apply for jobs in the organization.” Recruitment is a ‘linking
function’-joining together those with jobs to fill and those seeking jobs. It is a ‘joining
process’ in that it tries to bring together job seekers and employer with a view to encourage
the former to apply for a job with the latter.
In order to attract people for the jobs, the organization must communicate the position in
such a way that job seekers respond. To be cost effective, the recruitment process should
attract qualified applicants and provide enough information for unqualified persons to self-
select themselves out.
Thus, the recruitment process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applicants from which new employees are
selected.
Recruitment and selection process
PURPOSES AND IMPORTANCE
The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. Specifically, the purposes are to:
 Determine the present and future requirements of the organization in conjunction with
its personnel-planning and job-analysis activities.
 Increase the pool of job candidates at minimum cost.
 Help increase the success rate of the selection process by reducing the number of
visibly, under qualified or overqualified job applicants.
 Help reduce the probability that job applicants, once recruited and selected, will leave
the organization only after a short period of time.
 Begin identifying and preparing potential job applicants who will be appropriate
candidates.
 Induct outsiders with a new perspective to lead the company.
 Infuse fresh blood at all levels of the organization.
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 Develop an organizational culture that attracts competent people to the company.
 Search or head hunt/head pouch people whose skills fit the company’s values.
 Devise methodologies for assessing psychological traits.
 Search for talent globally and not just within the company.
 Design entry pay that competes on quality but not on quantum.
 Anticipate and find people for positions that do not exist yet.
 Increase organizational and individual effectiveness in the short term and long term.
 Evaluate the effectiveness of various recruiting techniques and sources for all types of
job applicants.
Recruitment represents the first contact that a company makes with potential employees. It is
through recruitment that many individuals will come to know a company, and eventually
decide whether they wish to work for it. A well-planned and well-managed recruiting effort
will result in high-quality applicants, whereas, a haphazard and piecemeal effort will result in
mediocre ones. High-quality employees cannot be selected when better candidates do not
know of job openings, are not interested in working for the company and do not apply. The
recruitment process should inform qualified individuals about employment opportunities,
create a positive image of the company, provide enough information about the jobs so that
applicants can make comparisons with their qualifications and interests, and generate
enthusiasm among the best candidates so that they will apply for the vacant positions.
The negative consequences of a poor recruitment process speak volumes about its role in an
organization. The failure to generate an adequate number of reasonably qualified applicants
can prove costly in several ways. It can greatly complicate the selection process and may
result in lowering of selection standards. The poor quality of selection means extra cost on
training and supervision. Furthermore, when recruitment fails to meet the organizational
needs for talent, a typical response is to raise entry-level pay scales. This can distort
traditional wage and salary relationships in the organization, resulting in avoidable
consequences. Thus, the effectiveness of a recruitment process can play a major role in
determining the resources that must be expended on other HR activities and their ultimate
success.
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SUB-SYSTEMS OF RECRUITMENT
The recruitment process consists of the following four sub-functions:-
 Finding out and developing the sources where the required number and kind of
employees will be available.
 Developing suitable techniques to attract the desirable candidates.
 Employing the techniques to attract candidates.
 Stimulating as many candidates as possible and asking them to apply for jobs
irrespective of the number of candidates required.
FACTORS AFFECTING RECRUITMENT
The following are the 2 important factors affecting Recruitment:-
1) INTERNAL FACTORS
 Recruiting policy
 Temporary and part-time employees
 Recruitment of local citizens
 Engagement of the company in HRP
 Company’s size
 Cost of recruitment
 Company’s growth and expansion
2) EXTERNAL FACTORS
 Supply and Demand factors

 Unemployment Rate
 Labour-market conditions
 Political and legal considerations
 Social factors
 Economic factors
 Technological factors
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RECRUITMENT POLICY
Recruitment policy of any organization is derived from the personnel policy of the same
organization. In other words the former is a part of the latter. However, recruitment policy by
itself should take into consideration the government’s reservation policy, policy regarding
sons of soil, etc., personnel policies of other organizations regarding merit, internal sources,
social responsibility in absorbing minority sections, women, etc. Recruitment policy should
commit itself to the organisation’s personnel policy like enriching the organisation’s human
resources or servicing the community by absorbing the retrenched or laid-off employees or
casual/temporary employees or dependents of present/former employees, etc.
The following factors should be taken into consideration in formulating recruitment policy.
They are:-
 Government policies
 Personnel policies of other competing organizations
 Organisation’s personnel policies
 Recruitment sources
 Recruitment needs
 Recruitment cost
 Selection criteria and preference
CENTRALISED V/s DECENTRALISED RECRUITMENT
Recruitment practices vary from one organization to another. Some organizations like
commercial banks resort to centralized recruitment while some organizations like the Indian
Railway resort to decentralized recruitment practices. Personnel department at the central
office performs all the functions of recruitment in case of centralised recruitment and
personnel departments at unit level/zonal level perform all the functions of recruitment
concerning to the jobs of the respective unit or zone.
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MERITS OF CENTRALISED RECRUITMENT
 Average cost of recruitment per candidate/unit should be relatively less due to
economies of scale.
 It would have more expertise available to it.
 It can ensure broad uniformity among human resources of various units/zones in
respect of education, skill, knowledge, talent, etc.
 It would generally be above malpractices, abuse of powers, favouritism, bias, etc.
 It would facilitate interchangeability of staff among various units/zones.
 It enables the line managers of various units and zones to concentrate on their
operational activities by relieving them from the recruiting functions.
 It enables the organization to have centralised selection procedure, promotional and
transfer procedure, etc.
 It ensures the most effective and suitable placement to candidates.
 It enables centralised training programmes which further brings uniformity and
minimizes average cost of staff.
MERITS OF DECENTRALISED RECRUITMENT
 The unit concerned concentrates only on those sources/places wherein normally gets
the suitable candidates. As such the cost of recruitment would be relatively less.
 The unit gets most suitable candidates as it is well aware of the requirements of the
job regarding culture, traditional, family background aspects, local factors, social
factors, etc.
 Units can recruit candidates as and when they are required without any delay.
 The units would enjoy freedom in finding out, developing the sources, in selecting
and employing the techniques to stimulate the candidates.
 The unit would relatively enjoy advantage about the availability of information,
control and feedback and various functions/processes of recruitment.
 The unit would enjoy better familiarity and control over the employees it recruits
rather than on employees selected by the central recruitment agency.
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Both the systems of recruitment would suffer from their own demerits. Hence, the
management has to weigh both the merits and demerits of each system before making a final
decision about centralizing or decentralizing the recruitment. Alternatively management may
decentralize the recruitment of certain categories of employees preferably middle and top
level managerial personnel and centralize the recruitment of other categories of employee’s
preferably lower level positions in view of the nature of the jobs and suitability of those
systems for those categories of positions. The management has to find out and develop the
sources of recruitment after deciding upon centralizing or decentralizing the recruitment
function.
SOURCES OF RECRUITMENT
The sources of recruitment may be broadly divided into two categories: internal sources and
external sources. Both have their own merits and demerits. Let’s examine these.
Internal Sources:-
Persons who are already working in an organization constitute the ‘internal sources’.
Retrenched employees, retired employees, dependents of deceased employees may also
constitute the internal sources. Whenever any vacancy arises, someone from within the
organization is upgraded, transferred, promoted or even demoted.
External Sources
External sources lie outside an organization. Here the organization can have the services of :
(a) Employees working in other organizations; (b) Jobs aspirants registered with employment
exchanges; (c) Students from reputed educational institutions; (d) Candidates referred by
unions, friends, relatives and existing employees; (e) Candidates forwarded by search firms
and contractors; (f) Candidates responding to the advertisements, issued by the organization;
and (g) Unsolicited applications/ walk-ins.
METHODS OF RECRUITMENT
The following are the most commonly used methods of recruiting people.
INTERNAL METHODS:
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1.Promotions and Transfers
This is a method of filling vacancies from within through transfers and promotions.
A transfer is a lateral movement within the same grade, from one job to another. It may lead
to changes in duties and responsibilities, working conditions, etc., but not necessarily salary.
Promotion, on the other hand, involves movement of employee from a lower level position to
a higher level position accompanied by (usually) changes in duties, responsibilities, status
and value. Organisations generally prepare badli lists or a central pool of persons from
which vacancies can be filled for manual jobs. Such persons are usually passed on to various
departments, depending on internal requirements. If a person remains on such rolls for 240
days or more, he gets the status of a permanent employee as per the Industrial Disputes Act
and is therefore entitled to all relevant benefits, including provident fund, gratuity,
retrenchment compensation.
2.Job Posting
Job posting is another way of hiring people from within. In this method, the organisation
publicises job opening on bulletin boards, electronic method and similar outlets. One of the
important advantages of this method is that it offers a chance to highly qualified applicants
working within the company to look for growth opportunities within the company to look for
growth opportunities within the company without looking for greener pastures outside.
3.Employee Referrals
Employee referral means using personal contacts to locate job opportunities. It is a
recommendation from a current employee regarding a job applicant. The logic behind
employee referral is that “it takes one to know one”. Employees working in the organization,
in this case, are encouraged to recommend the names of their friends, working in other
organizations for a possible vacancy in the near future. In fact, this has become a popular
way of recruiting people in the highly competitive Information Technology industry
nowadays. Companies offer rich rewards also to employees whose recommendations are
accepted – after the routine screening and examining process is over – and job offers
extended to the suggested candidates. As a goodwill gestures, companies also consider the
names recommended by unions from time to time.
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External (direct) Methods
Campus Recruitment
It is a method of recruiting by visiting and participating in college campuses and their

placement centres. Here the recruiters visit reputed educational institutions such as IITs,
IIMs, colleges and universities with a view to pick up job aspirants having requisite technical
or professional skills. Job seekers are provided information about the jobs and the recruiters,
in turn, get a snapshot of job seekers through constant interchange of information with
respective institutions.
A preliminary screening is done within the campus and the short listed students are then
subjected to the remainder of the selection process. In view of the growing demand for
young managers, most reputed organizations (such as Hindustan Lever Ltd., Proctor &
Cable, Citibank, State Bank of India, Tata and Birla group companies) visit IIMs and IITs
regularly and even sponsor certain popular campus activities with a view to earn goodwill in
the job market. Advantages of this method include: the placement centre helps locate
applicants and provides resumes to organizations; applicants can be prescreened; applicants
will not have to be lured away from a current job and lower salary expectations. On the
negative front, campus recruiting means hiring people with little or no work experience.
Indirect methods:-
Advertisements:-
These include advertisements in newspapers; trade, professional and technical journals; radio
and television; etc. in recent times, this medium has become just as colourful, lively and
imaginative as consumer advertising. The ads generally give a brief outline of the job
responsibilities, compensation package, prospects in organizations, etc. this method is
appropriate when (a) the organization intends to reach a large target group and (b) the
organizations wants a fairly good number of talented people – who are geographically spread
out. To apply for advertised vacancies let’s briefly examine the wide variety of alternatives
available to a company - as far as ads are concerned:
Newspaper Ads: Here it is easy to place job ads without much of a lead time. It has
flexibility in terms of information and can conveniently target a specific geographic location.
On the negative side, newspaper ads tend to attract only those who are actively seeking
employment at that point of time, while some of the best candidates who are well paid and
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challenged by their current jobs may not be aware of such openings. As a result, the
company may be bombarded with applications from a large number of candidates who are
marginally qualified for the job – adding to its administrative burden. To maintain secrecy
for various reasons (avoiding the rush, sending signals to competitors, cutting down expenses
involved in responding to any individual who applies, etc.), large companies with a national
reputation may also go in for blind-box ads in newspapers, especially for filling lower level
positions. In a blind-box ad there is no identification of the advertising organization. Job
aspirants are asked to respond to a post office box number or to an employment firm that is
acting as an agent between the job seekers and the organization.
Television and radio ads: These ads are more likely to each individual who are not actively
seeking employment; they are more likely to stand out distinctly, they help the organization
to target the audience more selectively and they offer considerable scope for designing ads
creatively. However, these ads are expensive. Also, because the television or radio is simply
seen or heard, potential candidates may have a tough time remembering the details, making
application difficult.
Third Party Methods

Private Employment Search Firms:-
As search firm is a private employment agency that maintains computerized lists of qualified
applicants and supplies these to employers willing to hire people from the list for a fee.
Firms like Arthur Anderson, Boble and Hewitt, ABC consultants, SB Billimoria, KPMG;
Ferguson Associates offers specialized employment-related services to corporate houses for a
fee, especially for top and middle level executive vacancies. AT the lower end, a number of
search firms operate – providing multifarious services to both recruiters and the recruitees.
Employment Exchanges:-
As a statutory requirement, companies are also expected to notify (wherever the Employment
Exchanges Act, 1959, applies) their vacancies through the respective Employment
Exchanges, created all over India for helping unemployed youth, displaced persons, ex-
military personnel, physically handicapped, etc. AS per the Act all employers are supposed
to notify the vacancies arising in their establishments form time to time – with certain
exemptions – to the prescribed employment exchanges before they are filled.
Gate Hiring and Contractors:-
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Gate hiring (where job seekers, generally blue collar employees, present themselves at the
factory gate and offer their services on a daily basis), hiring through contractors, recruiting
through word-of-mouth publicity are still in use – despite the many possibilities for their
misuse – in the small scale sector in India.
Unsolicited Applicants / Walk-ins:-
Companies generally receive unsolicited applications from job seekers at various points of
time; the number of such applications depends on economic conditions, the image of the
company and the job seeker’s perception of the types of jobs that might be available etc.
Such applications are generally kept in a data bank and whenever a suitable vacancy arises,
the company would intimate the candidates to apply through a formal channel. One
important problem with this method is that job seekers generally apply to number of
organizations and when they are actually required by the organizations, either they are
already employed in other organizations or are not simply interested in the position.
Alternatives to Recruitment:-
Since recruitment and selection costs are high (search process, interviewing agency fee,
etc.) firms these days are trying to look at alternatives to recruitment especially when
market demand for firm’s products and services is sluggish. Moreover, once employees are
placed on the payroll, it may be extremely difficult to remove them if their performance is
marginal.
SELECTION
Introduction
The size of the labour market, the image of the company, the place of posting, the nature of
job, the compensation package and a host of other factors influence the manner of aspirants
are likely to respond to the recruiting efforts of the company. Through the process of
recruitment the company tries to locate prospective employees and encourages them to apply
for vacancies at various levels. Recruiting, thus, provides a pool of applicants for selection.
Definition
To select mean to choose. Selection is the process of picking individuals who have relevant
qualifications to fill jobs in an organisation. The basic purpose is to choose the individual
who can most successfully perform the job from the pool of qualified candidates.
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Purpose
The purpose of selection is to pick up the most suitable candidate who would meet the
requirements of the job in an organisation best, to find out which job applicant will be
successful, if hired. To meet this goal, the company obtains and assesses information about
the applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are
matched with the profile of candidates. The most suitable person is then picked up after
eliminating the unsuitable applicants through successive stages of selection process. How
well an employee is matched to a job is very important because it is directly affects the
amount and quality of employee’s work. Any mismatched in this regard can cost an
organisation a great deal of money, time and trouble, especially, in terms of training and
operating costs. In course of time, the employee may find the job distasteful and leave in
frustration. He may even circulate ‘hot news’ and juicy bits of negative information about the
company, causing incalculable harm to the company in the long run. Effective election,
therefore, demands constant monitoring of the ‘fit’ between people the job.
The Process
Selection is usually a series of hurdles or steps. Each one must be successfully cleared before
the applicant proceeds to the next one. The time and emphasis place on each step will
definitely vary from one organisation to another and indeed, from job to job within the same
organisation. The sequence of steps may also vary from job to job and organisation to
organisation. For example some organisations may give more importance to testing while
others give more emphasis to interviews and reference checks. Similarly a single brief
selection interview might be enough for applicants for lower level positions, while applicants
for managerial jobs might be interviewed by a number of people.
Steps in selection process

Reception
A company is known by the people it employs. In order to attract people with talents, skills
and experience a company has to create a favourable impression on the applicants’ right from
the stage of reception. Whoever meets the applicant initially should be tactful and able to
extend help in a friendly and courteous way. Employment possibilities must be presented
honestly and clearly. If no jobs are available at that point of time, the applicant may be asked
to call back the personnel department after some time.
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Screening Interview
A preliminary interview is generally planned by large organisations to cut the cost of
selection by allowing only eligible candidates to go through the further stages in selection. A
junior executive from the Personnel Department may elicit responses from the applicants on
important items determining the suitability of an applicant for a job such as age, education,
experience, pay expectations, aptitude, location, choice etc. this ‘courtesy interview’ as it is
often called helps the department screen out obvious misfits. If the department finds the
candidate suitable, a prescribed application form is given to the applicants to fill and submit.
Application Blank
Application blank or form is one of the most common methods used to collect information on
the various aspects of the applicants’ academic, social, demographic, work related
background and references. It is a brief history sheet of employee’s background, usually
containing the following things:
 Personal data (address, sex, telephone number)
 Marital data
 Educational data
 Employment Experience
 Extra-curricular activities
 References and Recommendations
Selection Testing
In this section let’ examine the selection test or the employment test that attempts to asses
intelligence, abilities, personality trait, performance simulation tests including work sampling
and the tests administered at assessment centres- followed by a discussion about the
polygraph test, graphology and integrity test.
A test is a standardized, objective measure of a person’s behaviour, performance or attitude.
It is standardised because the way the tests is carried out, the environment in which the test is
administered and the way the individual scores are calculated- are uniformly applied. It is
objective in that it tries to measure individual differences in a scientific way giving very little
room for individual bias and interpretation. Over the years employment tests have not only
gained importance but also a certain amount of inevitability in employment decisions. Since
they try to objectively determine how well an applicant meets the job requirement, most
companies do not hesitate to invest their time and money in selection testing in a big way.
Some of the commonly used employment tests are:
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 Intelligence tests
 Aptitude tests
 Personality tests
 Achievement tests
 Miscellaneous tests such as graphology, polygraphy and honesty tests.
Tests as Selection Tool:

Test are useful selection devices in that they unover qualifications and talents that can’t be
detected otherwise. They can be used to predict how well one would perform if one is hired,
why one behaves the way one does, what situational factors influence employee productivity,
etc. Tests also provide unbiased information that can be put to scientific and statistical
analysis.
However, tests suffer from sizeable errors of estimate. Most psychological tests also have
one common weakness, that is, we can’t use scales which have a know zero point and equal
intervals. An intelligence test, for example starts at an arbitrary point, where a person may
not be able to answer question properly. This does not mean that the person is totally lacking
in intelligence. Likewise, a person who is able to answer all the 10 questions correctly cannot
be called twice as intelligent as the one who was able to answer only 5. If the test has
commenced at some other point, where there easier questions, their score might have been
different. Test also fails to elicit truthful responses from testees. To compound the problem
further, test results are interpreted in a subjective was by testers and unless these testers do
their homework well, the results may not be reliable.
Standards for Selection Tests

To be useful as predictive and diagnostic selection tools, test must satisfy certain basic
requirements:
 Reliability: Test scores should not vary widely under repeated conditions. If a test is
administered to the same individual repeatedly, he should get approximately identical
score. Reliability is the confidence that an indicator will measure the same thing
every time.
 Validity: Validity is the extent to which an instrument measures what it intends to
measure. In a typing test validity measures a typist’s speed and accuracy. To
determine whether it really measures the speed and accuracy of a typist is to
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demonstrate its validity. The question if determining the validity of a selection test,
thus, has a lot to do with later performance on the job.
 Qualified People: Test require a high level of professional skills in their
administration and interpretation. Professional technicians are needed for skilled
judgmental interpretations of test scores.
 Preparation: A test should be well prepared. It should be easy to understand and
simple to administer.
Selection Interview:
Interview is the oral examination of candidates for employment. This is the most essential
step in the selection process. In this step the interviewer matches the information obtained
about the candidates through various means to the job requirements and to the information
obtained through his own observations during the interview. Interview gives the recruiter an
opportunity –
 To size up the candidate personally;
 To ask question that are not covered in the tests;
 To make judgments on candidates enthusiasm and intelligence;
 To assess subjective aspects of the candidate – facial expressions, appearance,
nervousness and so forth;
 To give facts to the candidates regarding the company, its policies, etc. and promote
goodwill towards the company.
Types of interviews:
Several types of interviews are commonly used depending on the nature and importance of
the position to be filled within an organization.
NON-DIRECTIVE INTERVIEW the recruiter asks questions as they come to mind. There
is no specific format to be followed.
PATTERNED INTERVIEW, the employer follows a pre-determined sequence of
questions. Here the interviewee is given a special form containing questions regarding his
technical competence, personality traits, attitudes, motivation, etc.
STRUCTURED OR SITUATIONAL INTERVIEW, there are fixed job related questions
that are presented to each applicant.
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PANEL INTERVIEW several interviewers question and seek answers from one applicant.
The panel members can ask new and incisive questions based on their expertise and
experience and elicit deeper and more meaningful expertise from candidates.
Interviews can also be designed to create a difficult environment where the applicant’s
confidence level and the ability to stand erect in difficult situations are put to test. These are
referred to as the STRESS INTERVIEW. This is basically an interview in which the
applicant is made uncomfortable by a series of, often, rude, annoying or embarrassing
questions.
In the final category, there is the APPRAISAL INTERVIEW, where a superior and
subordinate sit together after the performance appraisal to discuss the subordinate’s rating
and possible remedial actions.
Steps in interview process:

Interview is an art. It demands a positive frame of mind on part of the interviewers.
Interviewers must be treated properly so as to leave a good impression about the company in
their minds. HR experts have identified certain steps to be followed while conducting
interviews:
PREPARATION:
Establishing the objective of the interview
Receiving the candidates application and resume
Keeping tests score ready, along with interview assessment forms
Selecting the interview method to be followed
Choosing the panel of experts who would interview the candidates
Identifying proper room for environment
RECEPTION:
The candidate should be properly received and led into the interview room. Start the
interview on time.
INFORMATION EXCHANGE: State the purpose of the interview, how the qualifications
are going to be matched with skills needed to handle the job.
Begin with open ended questions where the candidate gets enough freedom to express
himself.
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Focus on the applicant’s education, training, work experience, etc. Find unexplained gaps in
applicants past work or college record and elicit facts that are not mentioned in the resume.
EVALUATION:
Evaluation is done on basis of answers and justification given by the applicant in the
interview.
PHYSICAL EXAMINATION:
After the selection decision and before the job offer is made, the candidate is required to
undergo a physical fitness test. A job offer is often contingent upon the candidate being
declared fit after the physical examination.
Medical examination:
Certain jobs require physical qualities like clear vision, perfect hearing, unusual stamina,
tolerance of hard working conditions, clear tone, etc. Medical examination reveals whether or
not a candidate possesses these qualities.
Reference Checks
Once the interview and medical examination of the candidate is over, the personnel
department will engage in checking references. Candidates are required to give the names of
2 or 3 references in their application forms. These references may be from the individuals
who are familiar with the candidate’s academic achievements or from the applicant’s
previous employer, who is well versed with the applicant’s job performance and sometimes
from the co-workers. In case the reference check is from the previous employer, information
in the following areas may be obtained.
They are job title, job description, period of employment, pay and allowances, gross
emoluments, benefits provided, rate of absence, willingness of previous employer to employ
the candidate again, etc. Further, information regarding candidate’s regularity at work,
character, progress, etc. can be obtained. Often a telephone call is much quicker. The method
of mail query provides detailed information about the candidate’s performance, character and
behavior. However, a personal visit is superior to the mail or telephone methods and is used
where it is highly essential to get a detailed, first hand information which can also be secured
by observation. Reference checks are taken as a matter of routine and treated casually or
omitted entirely in many organizations. But a good reference check, when used sincerely,
will fetch useful and reliable information to the organization.
Hiring decision:
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The line manager has to make the final decision now – whether to select or reject a candidate
after soliciting the required information through different techniques discussed earlier. The
line manager has to take adequate care in taking the final decision because of economic,
behavioral and social implications of the selection decisions. A careless decision of rejecting
a candidate would impair the morale of the people and they suspect the selection procedure
and the very basis of selection in a particular organization.
A true understanding between line managers and personnel managers should be established
so as to facilitate good selection decisions. After taking the final decision, the organization
has to intimate this decision to the successful as well as unsuccessful candidates. The
organization sends the appointment order to the successful candidates either immediately or
after sometime depending upon its time schedule.
Barriers to effective selection:

The main objective of selection is to hire people having competence and commitment. This
objective is often defeated because of certain barriers. The impediments which check
effectiveness of selection are perception, fairness, validity, reliability, and pressure.
PERCEPTION: Our inability to understand others accurately is probably the most

fundamental barrier to selecting right candidate. Selection demands an individual or a group
to assess and compare the respective competencies of others, with the aim of choosing the
right persons for the jobs. But our views are highly personalized. We all perceive the world
differently. Our limited perceptual ability is obviously a stumbling block to the objective and
rational selection of people.
FAIRNESS: Fairness in selection requires that no individual should be discriminated against

on the basis of religion, region, race or gender. But the low number of women and other less
privileged sections of society in the middle and senior management positions and open
discrimination on the basis of age in job advertisements and in the selection process would
suggest that all the efforts to minimize inequity have not been very effective.
VALIDITY: Validity, as explained earlier, is a test that helps predict job performance of an
incumbent. A test that has been validated can differentiate between the employees who can
perform well and those who will not. However, a validated test does not predict job success
accurately. It can only increase possibility of success.
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RELIABILITY: A reliable method is one which will produce consistent results when
repeated in similar situations. Like a validated test, a reliable test may fall to predict job
performance with precision.
PRESSURE: Pressure is brought on the selectors by politicians, bureaucrats, relatives,

friends, and peers to select particular candidate. Candidates selected because of compulsions
are obviously not the right ones. Appointments to public sector undertakings generally take
place under such pressure.
PROFILE OF MAGINITY MARELLI
COMPANY PROFILE
MARELLI is one of the world’s leading global independent suppliers to the automotive
sector.
With a strong and established track record in innovation and manufacturing excellence, our
mission is to transform the future of mobility through working with customers and partners
to create a safer, greener and better-connected world.
With around 60,000 employees worldwide, the MARELLI footprint includes 170 facilities
and R&D centers across Asia, the Americas, Europe, and Africa, generating revenues of 13.6
Billion Euro (JPY 1,664 billion) in 2019.
ITS SIX TECHNOLOGICAL DOMAINS -
1.Connect & Protect: empowering the vehicle’s and the user’s communication systems to
maximize experience and safety onboard.
Marelli works with a multi-level approach on this topic, from 4G and 5G Telematic

Boxes ready to host V2X communication protocol, to cybersecurity SW & HW Solutions.
2. Provide and integrate systems - dedicated to Sense, Perceive, Analyze, Predict and to
Act consequently in order to ensure the best comfort delivering the ultimate magic carpet
ride experience.
Thanks to stylish, smart and technical solutions for L4 and L5 ADAS Systems, Marelli has a
strong background in sensor development and integration of innovations that cope to the
sensing phase needed for Autonomous driving.
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3.Meet the C.A.S.E. paradigm’s new challenges - with fine, seamless and smooth
integration and interaction between human and machine for more comfort, a safer ride, and a
smarter interaction.
HMI seamless integration, translucent skin and switches, Head Up Display AR on

windshield, Multiscreen integration, cockpits big displays, are just few of the solutions that
concur to enhance the experience of the rider.
4.Evolve in a complete e-Powertrain system supplier- with the scope of managing,
controlling and optimizing the complete flow of energy in Evs.
5.Leveraging on the Technology transfer- from race (F1, Formula E) to road, and a

proven track record in mass production components, the production focuses on leading edge
technologies for maximizing power density and efficiency: from 800V systems, to high
revolution speed e-motors, and SiC (Silicon carbide) power inverter.
6.Emission Protocol compliancy in all markets- with solutions aimed to cover the whole
propulsion system, from Pumps, and Injectors, to Transmissions, TCUs and Dynamics
Control ECUs, granting the maximum efficiency of the ICE.
Moreover, Marelli specializes as well on Heat recovery Systems and Innovative systems for
CO2 and Weight reduction, covering with optimized solutions the whole flow of energy
creation and dissipation.
Key product areas- pluster ,control units, emergency cooling system
Mainly deals in- Auto electronics and Auto powertrains
AMBITION 2024
AMBITION 2024 defines Marelli’s vision and plans for the coming years, aiming to
position the company to compete and win in an increasingly complex market environment.
The huge shift in the market in recent years, the move towards Connected, Autonomous,
Shared and Electric mobility and the increasing focus on the creation of cleaner, greener
products has provided an opportunity for the automotive industry to reposition itself and
focus on the dual responsibility of meeting mobility needs of today and tomorrow.
Marelli benefits from a strong heritage built on manufacturing excellence and technological
innovation. Our aim is to build on this position to create an even stronger, innovative tier 1
supplier.
Through the AMBITION 2024 strategy, our goal is to expand our position as a leading
global tier 1 independent automotive supplier and become a true global champion.
We will achieve this through four strategic priorities:
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 Next-generation technologies – building products both for the mobility of today and
tomorrow
 Commitment to Quality and Excellence in all we do – or “Monozuki. As we call it.
 Increased focus in acting as a sustainable and responsible business across
environmental, social , governance and financial dimensions.
 Delivering efficiency and cost competitiveness, as preconditions for success.
CHAPTER- 2
LITERATURE REVIEW
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1.Paving the way for research in recruitment and selection: recent developments,
challenges and future opportunities- ( Neil R. Anderson, Marise born, Martin
kleinmann) (29 mar, 2021)-
Considered as one of the cornerstones of work and organizational psychology, it is not
surprising that the selection and recruitment literature is vast. In this review, we synthesize
and integrate the findings from around 40 meta-analyses and literature reviews from the last
decade to identify the most recent meta-trends and future research directions in the selection
and recruitment research and practice. We organize our key findings around three
superordinate areas: a) recent developments in selection research, covering findings on
validities of selection methods, expanding the criterion space, and applicant reactions and
impression management; b) recent developments in recruitment research, paying attention to
the evidence around recruitment methods and applicant attraction; and c) new technology in
recruitment and selection. In our call for future research, we delineate a number of
substantive issues and the need for more sophisticated theoretical developments in the field
as well as methodological challenges that future efforts should address. We concur with the
vast literature in that selection and recruitment research is a vibrant field, which we expect
will address a number of ongoing political, cultural, technological, societal, and employment
regulations-related issues to keep creating impact and providing meaningful findings for
recruitment and selection practices in organizations.
2. Examining Game-based Approaches in Human Resources Recruitment and

Selection:
Authors – Bina, Saman , Mullins, Jeffrey, Petter, Stacie (5 Jan, 2021)-
Human resources departments have embraced the use of technology to incorporate game-
based approaches (GBA) to encourage potential applicants to apply for open positions and to
select employees among qualified candidates. We examine the academic literature on the use
of serious games, game-inspired design, game-like simulations, gamification, and other GBA
used to support recruitment and selection activities. Based on our review of 35 articles, we
describe the state of research related to GBA for recruitment and selection, including
theoretical foundations, targeted outcomes, and game design elements examined or discussed
within this literature. Based on our systematic review of the literature, we identify
opportunities for future research related to GBA in recruitment and selection of employees.
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3.RECRUITMENT PROCESS IN NIGERIA PUBLIC SECTOR: ( 6 Mar, 2021)
Authors - (Isaiah OBOH, Hieu Minh VU, Chijioke NWACHUKWU)
Lack of objectivity in the recruitment process could hamper viability, trust, and ease of
doing business with the Nigerian public sector. This paper reviews literature on
recruitment process and performance, particularly in the public sector. While empirical
studies have revealed that, proper recruitment process can lead to the hiring of skilled
employees and increase the performance of both employee and the organization. We
observe that there are few empirically studies on the subject in the Nigerian public sector.
The authors recommend that politicians, business leaders, religious and other elites,
should allow, departments, agencies saddle with the responsibility of recruitment to do
their job without internal or external interference.
4.The Impact of Social Media on Recruitment in New Age Organizations( 2021)-

Authors- Richa Das (Atria Institute of Technology, India)
The new age world, which has become part of our lives, is a world of rapid innovations and
changing technologies. These changes bring new opportunities for organizations to exchange
information, news, ideas, and work. Attracting and retaining best of employees has become
the most crucial tactical problems for the people's department of companies all over the
world. In the current scenario of high competition, the internet has substantially converted
the features of recruitment and selection procedure of the businesses. The chapter presents an
exploratory research on the impact of social media on recruitment in new age organizations.
5.Selection criteria in professorial recruiting as indicators of institutional similarity? A

comparison of German universities and universities of applied sciences-
Authors- Bernd kleimann & Malte Huckstad (16- Mar, 2021)-
The boundaries between universities of applied sciences and universities in the binary higher
education system in Germany have begun to blur. This is likely to affect the criteria for
hiring professors, too. The article investigates whether or not there is a similarity of the
relative weight universities of applied sciences and universities put on selection criteria in
appointment procedures for professorships. This analysis is based on data of an online survey
of heads of appointment committees from both types of organisations, focusing on the
relevance the respondents have attached to 23 selection criteria.
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6. Combining Patronage and Merit in Public Sector Recruitment-
Author - Sarah Brierley (`1- Jan, 2021)-
When do politicians in developing democracies prioritize meritocratic recruitment over
patronage hiring for public sector jobs? I distinguish between low- and high-skilled positions
and argue that the former are valuable for sustaining party machines, while manipulating the
latter can undermine state performance. Accordingly, politicians will interfere to ensure their
copartisans are hired to low-skilled jobs but select bureaucrats for high-skilled positions
based on meritocratic criteria. I test my argument using novel bureaucrat-level data from
Ghana (n=17,942) and leverage a change in the governing party to investigate hiring patterns.
The results suggest that partisan bias is confined to low-ranked jobs. The findings shed light
on the mixed effects of electoral competition on patronage identified in prior studies:
competition may dissuade politicians from interfering in recruitment to high-ranked positions
but encourage them to hire partisans for low-ranked positions.
7.Shades of Blue: A review of the hiring, recruitment, and selection of female and
minority police officers-
Author –Richard H. donohoue Jr (19- feb,2020)-
Diversity of police personnel, especially regarding representation of female and racial/ethnic
minority officers, is an important step in improving positive police-community relations.
Historically, both female and minority applicants have faced challenges in recruitment,
hiring, and selection. By systematically reviewing literature available from 2000 to present,
this paper identifies persistent challenges and programs aimed at overcoming such deficits in
the United States. The studies use samples ranging from potential applicants in college
settings to large police agencies, and use primarily quantitative approaches. This review
identified four areas that affect hiring of minority and female officers: (1) organizational and
external predictors, (2) motivations and attitudes, (3) effective recruitment strategies, and (4)
screening process barriers. Recent research has only topically addressed these concerns,
while simultaneously revealing significant limitations regarding sample sizes, research
design, and implementation in the field. Directions for future research and implications for
policy are discussed.
8.EFFECT OF DIVERSITY MANAGEMENT ON HUMAN RESOURCE
MANAGEMENT: RECRUITMENT AND SELECTION IN FOCUS-
Author(s): Ugo Chuks Okolie- (20- Jan, 2020)-
He changing demographic composition of the workforce, the overall effects of globalization
and the increasing social sensitivity to ethical concerns are compelling multinational
organizations to deal with diversity management. However, organizations worldwide, in their
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attempt at diversity management, have faced challenges as stereotypes are deeply rooted in
one’s culture and there is resistance to change. The key to diversity management hinges on
strategic thinking and people centred policies. It is against this backdrop that this paper
examines the effects of diversity management on human resource management with special
reference to recruitment and selection. In this paper, we explore the interface between
diversity management and human resource management and how this impinges on
recruitment and selection when HR managers fails to acknowledge cultural and individual
differences in the workplace, focus attention on individual differences rather than group
differences; we develop a conceptual framework of HR diversity management, linking HR
diversity strategies with major HR diversity issues; we also, examine the state of HR
diversity practices that have been adopted in organizations worldwide and finally we discuss
the gaps in the literature and the implications of our findings for practitioners and
researchers.
9.Using the Pattern Method for the Comprehensive Organization of Recruitment and
Selection of Personnel-
Authors- International Journal of Advanced Research in Engineering and Technology
(8-June,2020)-
This article presents the PATTERN system analysis technique used for scientific and
technical analysis and forecasting the development and use of complex systems resources.
The methodology is considered from the point of view of its application in the economic
systems of strategic planning of the company in personnel matters of recruitment.
The basic principles that are the key points in the formation of an effective staffing system in
terms of the strategic goals of the company are stated. The algorithm of formation of the
personnel policy of the company is considered, from the position of the economic concept of
human capital, as the quintessence of all the combined economic and labour opportunities of
the company personnel.
10. Using recruitment and selection to build a primary care workforce for the future-
Author- Celia Brown, Chris McManus,Ian Davison,Paramjit Gill &Richard Lilford
(4-April,2019)
Recruitment and selection are critical components of human resource management. They
influence both the quantity and quality of the healthcare workforce. In this article, we use
two different examples of primary care workers, General Practitioners in the UK and
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Community Health Workers in low- and middle- income countries, to illustrate how
recruitment and selection are, and could be, used to enhance the primary care workforce in
each setting. Both recruitment and selection can be costly, so when funding is limited,
decisions on how to spend the human resources budget must be made. It could be argued that
human resource management should focus on recruitment in a seller’s market (an insufficient
supply of applicants) and on selection in a buyer’s market (sufficient applicants but concerns
about their quality). We use this article to examine recruitment and selection in each type of
market and highlight the interactions between these two human resource management
decisions.
11. Challenges in Recruitment and Selection Process: An Empirical Study-
Author- Sophia Diana Rojario, Adil Abbas (5- Augst, 2019)-

Today’s knowledge economy very much depends on the value created by the human resource
of an organisation. In such a highly competitive environment, organisations have started to
pay much attention to the recruitment and selection process, as employees form their main
asset. However, the critical factors involved in the employee selection process is not well
studied. Previous studies on the recruitment and selection process have been performed
mainly to study the performance of the employees and the criteria attracting the right talent
leading to employee retention and organizational efficiency. The distinction of this paper is
that it studies the existing recruitment and selection process adopted by tertiary and dual
education sectors in both urban and regional areas within Australia. The purpose of this
research is to conduct an empirical study to identify the critical aspects of the employee
selection process that can influence the decision based on different perspectives of the
participants such as, hiring members, successful applicants as well as unsuccessful
applicants.
12. Coping with Favoritism in Recruitment and Selection: A Communal Perspective-
Author - Jasper Hotho, Dana Minbaeva, Maral Touron & Larissa Rabbiosi (2018)-
We examine how recruiting managers cope with communal norms and expectations of
favoritism research, we develop a communal perspective on favoritism that presents
favoritism as a social expectation to be managed. We subsequently hypothesize that the
communal ties between job applicants and managers affect the strategies that managers
employ to cope with this expectation. We test these ideas using a factorial survey of the
effects of clan ties on recruitment and selection processes in Kazakhstan. The results confirm
communal ties as antecedents to the strategies managers use to cope with communal
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favoritism. Surprisingly, the results also show that these coping strategies are relatively
decoupled from managers’ recruitment decisions. The findings contribute to favoritism
research by drawing attention to the mitigating work of managers in societies in which
favoritism is common.
13. Examining the public sector recruitment and selection, in relation to job analysis in
Pakistan-
Authors - Junaid Ashraf |Elizabeth Caldwell (3-March,2017)-
The purpose of this research was to study the recruitment and selection practices in public
sector of Pakistan with respect to job analysis. Job analysis is the most essential part of
human resource activities. This research tries to study whether job analysis practices are
followed or not. The research obtained information from 144 respondents, through
questionnaires and some brief interviews. The primary and secondary data collected for the
research concludes that the hiring process of public sector is flawed mainly because of poor
job analysis. They do not make proper job descriptions and employees tasks do not match
with the given job description, which ultimately effects the performance of the public sector
organizations in Pakistan.
14. Using social media content for screening in recruitment and selection: pros and
cons-
Author- Debora Jeske, Kenneth S Shultz (20- Nov , 2015)-

The article considers the arguments that have been made in defence of social media
screening as well as issues that arise and may effectively erode the reliability and utility of
such data for employers. First, the authors consider existing legal frameworks and guidelines
that are present in the UK and the USA, as well as the subsequent ethical concerns that arise
when employers access and use social networking content for employment purposes. Second,
several arguments in favour of the use of social networking content are made, each of which
is considered from several angles, including concerns about impression management, bias
and discrimination, data protection and security. Ultimately, the current state of knowledge
does not provide a definite answer as to whether information from social networks is helpful
in recruitment and selection.
15. Social Media Impact on the Recruitment and Selection Process in the Information
Technology Industry-
Dhanya Pramod and S. Vijayakumar Bharathi (2016)-
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The origin of this work stems from the fact that there is a demand to see how information
technology organizations are maximizing the potential role of social media in recruitment
and selection. This study revealed certain convincing insights into the usage of social media
in the recruitment process. A sample of 125 human resource professionals participated in the
study, and using principal component analysis, this analysed the impact factors in three broad
areas, namely pre recruitment screening, recruitment activities and social media benefits
perceived in recruitment and selection. The study resulted in the emergence of eight distinct
latent factors, namely the social media involvement, experience and expertise, achievements
and endorsements, candidate quality, profile match, efficacy and reachability, target setting
and branding. How the organizations make use of social media is not yet explored and this
study aims at collecting the industry practices and the factors influencing the adoption of
social media.
16. The Use of Social Network Sites as an E-Recruitment Tool-
Authors- Yioula Melanthiou ,Fotis Pavlou &Eleni Constantinou (12-Feb,2015)-
The purpose of this article is to present an initial exploratory investigation on e-recruiting
and the role of social network sites (hereafter SNSs) during the process. Particularly, the aim
is to identify if companies use social media during their recruitment processes to attract and
screen applicants. Three critical elements guided the research: the use of social media to
attract and screen applicants; the legal implication of e-recruitment and social network
screening; and the possibility of using e-recruitment as the main hiring strategy. Beyond the
information generated through the literature review, primary data were collected from
Cypriot organizations. The findings of this research endeavor indicate that the online
recruitment method has a lot of benefits but also pitfalls of which recruiters should be aware.
Furthermore, it seems that the contemporary practice of employee screening through social
media can highly affect the hiring decision and legal implications are likely to arise with the
wrong use of information.
17. A Study of Public Sector Organizations with Respect to Recruitment, Job
Satisfaction and Retention. Author(s): Rehman, Safdar ( 2012)-
In today's competitive environment Human Resource Management has become a valuable

part of each organization especially for public sector organizations because HRM policies are
directly linked with the overall job performance. The main purpose of the paper is to study
the recruitment, job satisfaction and job retention policies implied by the public sector of
Pakistan. By deep analysis of problems and challenges study suggest the implementation of
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various HR policies to enhance the job performance resultantly improved job satisfaction and
lower turnover. Previous studies on recruitment, job satisfaction and job retention have been
performed mainly in western context. The distinction of this paper is that it studies
recruitment, job satisfaction and retention practices merely in public sector of Pakistan.
18. A Study of Human Resources Recruitment, Selection, and Retention Issues in the
Hospitality and Tourism Industry in Macau-
Authors- Sow Hup Chan & Oi Mei Kuok (14-Sept, 2011)-
Through this study the authors examine hiring managers’ attitudes regarding selection
methods, vital skills sought in new employees, and why their employees quit. Completed
questionnaires were collected from 135 employers. Applicants’ resumes and interviews are
the most frequently used selection methods. Consistent with literature, human relation skills
are the most important skills employers seek. A major reason for employee turnover is due to
salary. The findings suggest the need for discussion on creative human resource approaches
and a program to increase employee commitment. Implications for management are included.
19. Employer branding: strategic implications for staff recruitment-

Authors -Ralf Wilden ,Siegfried Gudergan &Ian Lings (31-March,2010)
In many developed economies, changing demographics and economic conditions have given
rise to increasingly competitive labour markets, where competition for good employees is
strong. Consequently, strategic investments in attracting suitably qualified and skilled
employees are recommended. One such strategy is employer branding. Employer branding in
the context of recruitment is the package of psychological, economic, and functional benefits
that potential employees associate with employment with a particular company. Knowledge
of these perceptions can help organisations to create an attractive and competitive employer
brand. Utilising information economics and signalling theory, we examine the nature and
consequences of employer branding. Depth interviews reveal that job seekers evaluate: the
attractiveness of employers based on any previous direct work experiences with the employer
or in the sector; the clarity, credibility, and consistency of the potential employers’ brand
signals; perceptions of the employers’ brand investments; and perceptions of the employers’
product or service brand portfolio.
20. Transparency in Academic Recruitment: A Problematic Tool for Gender Equality?
Authors- Marieke van den Brink, Yvonne Benschop, Willy Jansen (23-Nov, 2010)-
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Gender research has made a call for more transparency and accountability in academic
recruitment and selection in order to overcome the inequality practices that have led to an
underrepresentation of women among full professors. This paper provides insight into the
multiple ways in which the notions of transparency and accountability are put into practice in
academic recruitment and selection, and how this has enhanced — or hindered — gender
equality. The methods employed consist of a qualitative content analysis of seven
recruitment and selection protocols, interviews with 64 committee members, and an analysis
of 971 appointment reports of full professors in the Netherlands. Our analysis contributes to
the study of organizations in three respects. First, it shows that recruitment and selection
processes are characterized by bounded transparency and limited accountability at best.
Second, it explains that the protocols that should ensure transparency and accountability
remain paper tigresses, because of the micropolitics and gender practices that are part and
parcel of recruitment and selection. Third, it contributes to gender equality theory in
organization theory by showing how a myriad of gender practices simultaneously increases
and counteracts gender equality measures in academia.
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CHAPTER-3
RESEARCH METHODOLOGY
Objectives of the study-
1. To study the recruitment and selection process in the company.
2. To analyze the satisfaction level of the employees vis-à-vis their recruitment and
selection process.
SECONDARY OBJECTIVES-
 To study the recruitment and selection policy in the company.
 To study the effectiveness of policy and process.
 To study the employees desire or what they prefer first and what changes they want in
the company.
RESEARCH DESIGN
A research design is the arrangement of condition for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
It is concerned with decision regarding what, were, when, how much, by what means
covering and inquiring for a research study constitutes a research design.
Research design is needed because it facilitates the smooth sailing of research operation,
thereby making research as efficient as possible, yielding and most information with minimal
expenditure of effort, time and money.
Descriptive research studies are those studies which are concerned with delivery the
characteristics of a particular individual group. This design is preferred as it will suit the
purpose of the study; the study includes the questions which are not merely in quantitative
nature.
DATA COLLECTION
Data collection is the next step after the problem has been defined. Data collection can be
done in two ways. These types are primary data and secondary data.
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1. PRIMARY DATA
Primary data was collected by well structured questionnaire with open and close ended
questions.
2. SECONDARY DATA
Secondary data was used in the introduction part of the company profile, and was collected
from the website.
SAMPLING TECHNIQUE
Convenience sampling method
SAMPLE SIZE
The sample size is about 100 respondents.
SAMPLE UNIT
The sample unit are employees of the company. It covers all the employees of the company weather
lower level, middle level or others. Data will be collected through questionnaire.
Data analysis technique-

Percentage analysis = no. of responses / total no. Of respondents *100
SCOPE
1. To analyze the recruitment and selection policy of the company.

2. To analyze the recruitment and selection process of the company.
3. To analyze the satisfaction level of the employees towards the process and policy.
4. To structure a better recruitment and selection process.
5. It extends to the whole company and it covers all the employees i.e. lower level,
middle level, and others.
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CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
Q1. Does your organization plan the recruitment policy?

Summary of responses:
Does your organization plan the recruitment Count

policy?
Yes 76
No 24
Grand total 100
Yes No
24%
76%
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Interpretation:
According to the above diagram 76% of the employees said yes that company plans
recruitment policy and 24 % of the employees said no. by this we came to know that
company frequently plan their recruitment policies.
Q2. When do you prefer to go for manpower planning?

When do you prefer to go for manpower Count

planning?
Quarterly 44
Yearly 33
No fixed time 23
Grand total 100
50
45 44
40
35 33
30
25 23
20
15
10
0
Quarterly Yearly No fixed time
Interpretation:
According to the above pie chart 44% of the employees go for quarterly manpower planning,
33% employees go for yearly whereas 23 % employees have no fixed time. From the above
42 | P a g e
data we can conclude that more employees prefer quarterly manpower planning than yearly
or no fixed time.
Q3. Which of the sources of recruitment are used in the company?

Which of the sources of recruitment are used Count

in company
Internal 30
External 33
Both 37
Grand total 100
internal external both
30%
37%
33%
Interpretation-
As per the above diagram 30% employees said recruitment is done by internal source, 33%
said recruitment is done by external sources whereas 37% said recruitment is done by both
internal as well as external sources. We can say that company goes for internal as well as
external sources both.
43 | P a g e
Q4. What are the preferred sources for external recruitment?
What are the preferred sources for external Count

recruitment?
Campus placement 43
Placement agencies 32
Casual applications 19
Data bank 6
Grand total 100
count
Data bank
Casual applications
Placement agencies
Campus placement
0 5 10 15 20 25 30 35 40 45 50
Interpretation:
In this data we can see that 43%employees go for campus placement, 32% go for placement
agencies, 19% go for casual applications, and only 6% go for data bank. From the above data
we can conclude that very less employees prefer data bank as external source.
44 | P a g e
Q5. What form of interview do you prefer?
What form of interview do you prefer? Count
Personal 44
Telephonic interview 26
Video conferencing 18
Other 12
Grand total 100
Other
12%
Video conferencing Personal

18% 44%
Telephonic interview
26%
Interpretation:
According to the above diagram most of the employees prefer personal interview 44%, 26%
prefer to take telephonic interview, 18% go for video conferencing and 12% go for other type
of interview. We can say that different employees have different opinion or desire for
interview.
45 | P a g e
Q6. How many rounds of interviews are conducted?
How many rounds of interviews are Count

conducted?
1-3 55
4-6 31
More than 6 14
Grand total 100
60
50
40
30
count
20
10
0
1 to 3 4 to 6 More than 6
Interpretation:
According to the above diagram 55% employees said that 1-3 rounds of interview are
conducted, 31% said that 4-6 rounds are conducted and 14% said that more than 6 rounds are
conducted. From the above data we came to know that mostly 1-3 rounds are conducted in
the company to take interview.
46 | P a g e
Q7. Are the aptitude test conducted?
Are the aptitude test conducted? Count
Yes 48
No 28
Can’t say 24
Grand total 100
Yes No Can’t say
24%
48%
28%
Interpretation:
As per the above diagram 48% of the employees said that aptitude test are being conducted,
28% said that aptitude test are not conducted and 24% employees are not sure of it we can
see that there are no such accurate decision about aptitude test so it may or may not be
conducted aptitude test in the company.
47 | P a g e
Q8. If yes then it is for?
If yes then it is for? Count
Fresher 48
Executives 33
Other (specify) 19
Grand total 100
60
50 48
40
33
30
20 19
10
0
Fresher Executives Other (specify)
Interpretation:
This diagram shows that 48.4% of employees said that aptitude test are conducted for
freshers , 32.6% said that aptitude test are conducted for executives and 18.9 said for others.
We can conclude that if aptitude tests are conducted then it will be for fresher mostly.
48 | P a g e
Q9. Do you conduct any of these test?
Do you conduct any of these tests? Count
Psychometric test 31
Medical test 27
Reference test check 22
Other 7
All of these 13
Grand total 100
All of these
Other
Reference test check
Medical test
Psychometric test
0 5 10 15 20 25 30 35
Interpretation:
As per this diagram 31% said that psychometric test is conducted, 27% said that medical test
are being conducted, 22% said that reference check test and 9% said all of these whereas 7%
49 | P a g e
said others. From the above bar graph we can see that psychometric test more likely to be
conducted.
Q10. Which form of recruitment is used in the company?

Which form of recruitment is used in the Count

company?
Centralized 61
Decentralized 39
Grand total 100
centralised decentralised
39%
61%
Interpretation:
It was found that 61% recruitment is done by centralized form of recruitment and 39%
recruitment done by decentralized form. From the above bar chart we came to know that
more than 60% recruitment is done by centralized way.
Q11. Are you satisfied with the recruitment process?
50 | P a g e
Are you satisfied with recruitment process? Count

Yes 70
No 30
Grand total 100
Yes No
30%
70%
Interpretation:
According to the above diagram almost employees{70%} are satisfied with the
recruitment process adopted by the company and 30% employees want some
changes as they are not satisfied with current recruitment process of the company.
We can say that employees are fully satisfied with the recruitment process in the
company.
Q12. Which form of selection is used in the company?

Which form of selection is used in the company? Count
Centralized 65
51 | P a g e
Decentralized 35
Grand total 100
centralised decentralised
35%
65%
Interpretation:
According to this diagram 65% selection is done with centralized way whereas 35%
selection is done with decentralized way. Again from the above pie chart we came to know
that selection was also done by centralized way.
Q13. Which of the following methods does company uses during selection?
Which of the following methods does company uses during selection? Count
Written 31
Group discussion 24
Personal interview 24
Group discussion and personal interview 8
All of the above 13
52 | P a g e
Grand total 100
Written Group interview

Personal interview Group discussion and personal interview
All of the above
13%
8% 31%
24%
24%
Interpretation:
As per this diagram 31% employees said that company uses written method , 24% said group
discussion , 24% said that company uses personal interview , 8% said that both group
discussion and personal interview and 13% said all of above. With this pie chart we can say
that company uses all the methods somewhere.
Q14. External recruiting brings out more desirable employees than the internal
recruiting.
External recruiting brings out more desirable Count

employees than internal
True 49
Partly true 42
Not true 9
53 | P a g e
Grand total 100
COUNT
True Partly true Not true
9%
49%
42%
Interpretation:
The above pie chart shows that only 49% employees believe that external recruiting brings
out more desirable than internal , 42% are confused or partly believe in that whereas 9%
employees said this is a wrong statement or not true. From the above pie chart we came to
know that more employees believe or feel this statement accurate.
Q15. What are the bases for selection?

What are the bases for selection? Count
Merit 24
Experience 33
Both 43
Grand total 100
54 | P a g e
Merit Experience Both
24%
43%
33%
Interpretation:
As per the above diagram more employees(43%) said that both merit and experience are
considered for selection , 33% said that only experienced are considered and 24% said that
only merit are considered. We can say that company considers both basis while hiring the
candidate.
Q16. Does your organization measure the effectiveness of recruitment sources?

Does organization measure the effectiveness of Count

recruitment sources
Yes 66
No 34
Grand total 100
55 | P a g e
Yes No
34%
66%
Interpretation:
This pie chart shows that majority of the respondents 66% said yes that the organization
compare the job openings and workforce projections whereas some said no 34%. From the
above pie chart we come to know that more employees agreed for this statement.
Q17. Does the organization compare the number of job openings and workforce
projections with HR department’s recruitment and selection capacity?
Does the organization compare the number of job openings and Count
workforce projection with HR department recruitment and
selection capacity?
Yes 73
No 27
Grand total 100
56 | P a g e
No
27%
Yes
73%
Interpretation:
This pie chart shows that 73% employees said yes that company compares the number of job
openings and workforce projections whereas only 27% employees said no to this statement.
We can say that yes the company do compare the number of job openings and workforce
projection with HR department’s recruitment and selection capacity.
Q18. The reference checks are properly conducted by efficient employers.

The reference checks are properly conducted Count

by efficient employers.
Yes 49
No 30
Not sure 21
Grand total 100
57 | P a g e
60
50
40
30
20
10
0
Yes No Not sure
Interpretation:
According to this pie chart 49% employees are agreed or said yes that reference checks are
done by efficient employer, some employees 30% said no and 21% said that they are not sure
about reference checks are done efficiently or not. We can conclude that yes sometimes
company does reference checks by efficient employer.
Q19. Are you satisfied with the selection process?

Are you satisfied with the selection process Count
Yes 71
No 29
Grand total 100
58 | P a g e
No
29%
Yes
71%
Interpretation:
It was found that more employees 71% are satisfied with the selection process however there
are some employees who are not satisfied 29% with current selection process adopted by the
company. From the above pie chart we come to know that employees are satisfied with the
selection process adopted by the company.
Q20. Mode of recruitment currently employed fulfills the manpower needs of the
company.
Mode of recruitment currently employed Count

fulfills the manpower needs
True 52
Partly true 35
Not true 13
Grand total 100
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60
50
40
30
20
10
0
TRUE Partly true Not true
Interpretation:
According to the above diagram 52% employees are satisfied and they said it is true that
currently employed recruitment mode fulfills manpower need of the company whereas 35%
said this is partly true and 13 disagreed and said this is not true.
Q21. In how much time does the whole process generates Results?
How much time taken to complete the whole process Count
1-3 Days 36
3-7 days 32
7-15 days 24
15-30 days 7
More than 30 days 1
Grand total 100
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More than 30 days
15-30 days
7-15 days
3-7 days
1-3 Days
0 5 10 15 20 25 30 35 40
Interpretation:
This pie chart shows that 36% employees said it takes 1-3 days to generate the results , 32%
said it takes 3-7 days , 24% said it takes 7-15 days , 7% said it takes 15-30 days and only 1 %
said that it takes more than 30 days to generate the results.
Q22. The objectives of the recruitment are completely fulfilled through present
recruitment policy.
Objectives of the recruitment are fulfilled through present Count

recruitment policy
Yes 83
No 17
Grand total 100
61 | P a g e
Yes No
17%
83%
Interpretation:
According to this pie chart 83% of the employees are satisfied or said yes and only 17%
employees said no. from the above pie chart we can say that the objectives of the recruitment
and selection are fulfilled by the current policy.
62 | P a g e
CHAPTER- 5
MAJOR FINDINGS
After the data analysis and interpretation the findings are:
1. Company frequently does the manpower planning.

2. Both internal as well as external sources are used for recruitment.
3. It was found that most of the employees prefer quaterly manpower planning.
4. Employees preferred campus placement as source of external recruitment.
5. It was found that 1 to 3 rounds are conducted for interview.
6. Aptitude test also conducted at time of recruitment and selection.
7. And it aptitude test mainly conducted for fresher.
8. It was found that other test like medical test , psychometric test , reference check test
are also conducted .
9. Majority employees prefer personal interview.
10. Recruitment are done mainly in centralized way.
11. Employees are satisfied with the recruitment process.
12. Selection also done in centralized way.
13. Written, group discussion, personal interview these methods are used during
selection.
14. It was found that external recuitment is more desirable than the internal recuitment.
15. While selecting company considered both experience and merit list.
16. Effectiveness of recruitment process also checked by the company.
17. Company compares the job openings and workforce projections.
18. Company does reference checks by the efficient employer in proper manner.
19. Employees are highly satisfied with the selection process.
20. Currently used mode of recruitment fulfilled the manpower needs of the company.
21. Employees are satisfied with the effectiveness of the recruitment and selection policy.
22. Results are generated mostly within 1 to 3 days.
63 | P a g e
23. The objectives of the recruitment and selection are also fulfilled with the present
policy.
Overall it is very good and reputed company. It is streamlined company and it has wider
scope and areas to work. It gives very hard competition to other company in the market.
MARUTI SUZUKI is the biggest buyer of products of this company.
This company does everything for its employees, for their welfare, for health, for their
promotion or growth. This company does innovative work for their customers
satisfaction.
As we can see in above findings that employees are higly satisfied with everything and
specially with the recruitment and selection process. They feel safe and they feel they are
also important part of the company. It is very important that company feel safe and
satisfied for the better and efficient work. Most important thing that employees believe
that objectives of the company are fulfilled by the current recruitment and selection
process and policies.
64 | P a g e
CHAPTER- 6
SUGGESTIONS/ RECCOMENDATIONS
From the above finding there are some points that I can suggest or recommend to the
company for the better recruitment and selection process:
a. Company should focus more on internet and advertisement so that more and more
people can join.
b. Company should adopt latest techniques like personality test and stress test to find the
right candidate for the right job.
c. Also company should try to use internal sources of recruitment first because it
generates less cost and it helps to motivate the employees.
d. Company should take some suggestions from existing employees as the can also
suggest the new innovative ways or ideas.
65 | P a g e
CHAPTER- 7
LIMITATIONS
a. Since the survey was conducted among the employees, it may not reflect the real
opinion of the entire population.
b. The opinions may behave differently at different times because of their psychological
temperament. This may affect the survey.
c. Respondents are clear about their answer but sometimes they may not in a position to
explain their views properly on this study.
d. Due to the pandemic results or opinions may be biased and this may affect the survey
also.
e. Since the study was restricted to, findings of this study is applicable this company
only and can not be generalized.
66 | P a g e
CONCLUSION
As we know that recruitment and selection is the major part of every company. An
effective recruitment and selection helps to reduce turnover of the company.
Company will also get better results if they advertise criteria relevant to the job. If
company fails to do effective recruitment and selection process for long time period
then results can be higher turnover.
Hence the study helped me to understand the various aspects of recruitment and
selection process and policy. It was interesting research work and studying the
recruitment and selection procedures of MAGINITI MARELLI, analyzing the
respondents answers, opinion survey we come conclusion that Maginiti Marelli is a
growing company. It has separated personal department which is entrusted the
recruitment and selection programmes and policies very effectively. They always try
to develop or enhance human resource.
In the Maginiti marelli recruitment and selection is done effectively. Selection is

done in proper manner and company adopted a very effective selection process to hire
right person at right job. Also the employees are very sincere and they are truly
satisfied with the recruitment and selection process and policy of the company. Also
they are well aware about the sources and methods of recruitment and selection.
67 | P a g e
REFERENCES
i. Potočnik, K., Anderson, N. R., Born, M., Kleinmann, M., & Nikolaou, I. (2021).
Paving the way for research in recruitment and selection: recent developments,
challenges and future opportunities. European Journal of Work and Organizational
Psychology, 1-16.
ii. OBOH, I., VU, H. M., & NWACHUKWU, C. RECRUITMENT PROCESS IN

NIGERIA PUBLIC SECTOR: LITERATURE REVIEW.
iii. Kleimann, B., & Hückstädt, M. (2021). Selection criteria in professorial recruiting as
indicators of institutional similarity? A comparison of German universities and
universities of applied sciences. Quality in Higher Education, 1-16.
iv. Brierley, S. (2021). Combining patronage and merit in public sector recruitment. The
Journal of Politics, 83(1), 000-000.
v. Donohue Jr, R. H. (2020). Shades of Blue: A review of the hiring, recruitment, and
selection of female and minority police officers. The Social Science Journal, 1-15.
vi. Okolie, U. C. (2020). Effect of diversity management on human resource

management: Recruitment and selection in focus. Annals of Spiru Haret University.
Economic Series, 20(2), 63-86.
vii. Rozario, S. D., Venkatraman, S., & Abbas, A. (2019). Challenges in recruitment and
selection process: An empirical study. Challenges, 10(2), 35.
viii. Hotho, J., Minbaeva, D., Muratbekova-Touron, M., & Rabbiosi, L. (2018). Coping
with favoritism in recruitment and selection: a communal perspective. Journal of
Business Ethics, 1-21.
ix. Jeske, D., & Shultz, K. S. (2016). Using social media content for screening in
recruitment and selection: pros and cons. Work, employment and society, 30(3), 535-
546.
x. Pramod, D., & Bharathi, S. V. (2016). Social media impact on the recruitment and
selection process in the information technology industry. International Journal of
Human Capital and Information Technology Professionals (IJHCITP), 7(2), 36-52.
68 | P a g e
xi. Melanthiou, Y., Pavlou, F., & Constantinou, E. (2015). The use of social network
sites as an e-recruitment tool. Journal of Transnational Management, 20(1), 31-49.
xii. Rehman, S. (2012). A study of public sector organizations with respect to

recruitment, job satisfaction and retention. Global Business & Management
Research, 4(1).
https://www.marelli.com › company-profile
https://articles.jobconvo.com › recruitment-and-selection...
69 | P a g e
ANNEXURE
QUESTIONNAIRE
Q1- Does your organization plan the recruitment policy?

1. yes
2. no
Q2- when do you prefer to go for manpower planning?
1. Quarterly
2. yearly
3. no fixed time
Q3- Which of the sources of recruitment are used in the company?
a. Internal
b. External
c. Both
Q4- What are the preferred sources for external recruitment?
1. Campus placement
2. Placement agencies
3. Casual applications
4. Data bank
Q5- What form of interview do you prefer?
1. Personal
2. Telephonic interview
3. Video conferencing
70 | P a g e
4. Other
Q6- How many rounds of interviews are conducted?
a) 1-3
b) 4-6
c) More than 6
Q7- Are the aptitude test conducted?
1. Yes
2. No
3. Can’t say
Q8- if yes then it is for?
1. Fresher
2. Executives
3. Other
Q9- do you conduct any of these tests?
a) Psychometric test
b) Medical test
c) Reference test check
d) Other
e) All of these
Q10-Which form of recruitment is used in the company?
a. Centralized
b. Decentralized
Q11- Are you satisfied with the recruitment process?
a. Yes
b. No
Q12- Which form of selection is used in the company?
a) Centralized
b) Decentralized
Q13- Which of the following methods does company uses during selection?
1. Written
2. Group discussion
3. Personal interview
4. Group discussion and personal interview
5. All of the above
71 | P a g e
Q14- External recruiting brings out more desirable employees than the internal
recruititng?
a) True
b) Partly true
c) Not true
Q15- What are the basis for selection?
a. Merit
b. Experience
c. Both
Q16-Does your organization measure the effectiveness of recruitment sources?
1. Yes
2. No
Q17- Does the organization compare the number of job openings and workforce
projections with HR department’s recruitment and selection capacity?
1. Yes
2. No
Q18- The reference checks are properly conducted by efficient employers?
a) Yes
b) No
c) Not sure
Q19- are you satisfied with the selection process?
a) Yes
b) No
Q20- Mode of the recruitment currently employed fulfills the manpower needs of the
organization?
a) True
b) Partly true
c) Not true
Q21- In the how much time does the whole process generates results?
1. 1-3 days
2. 3-7 days
3. 7-15 days
4. 15-30 days
5. More than 30 days
72 | P a g e
Q22- The objectives of the recruitment are properly completely fulfilled through
present recruitment policy?
1. Yes
2. No
73 | P a g e

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A STUDY ON RECRUITMENT AND SELECTION

PROCESS AT MAGINITI MARELLI

IN THE PARTIAL FULFILMENT OF TWO YEARS

UNDER THE GUIDENCE OF

School of Management Studies

Date - DR.SANDEEP SINGH VIRDI

I, SAKSHI, student of Masters of Business Administration of 2 nd year, Roll no. 19421083,

I trust that an exploration consider is a collaboration, which requires participation and

MBA is a stepping stone to the management carrier and to develop good

Therefore, the research project is an essential requirement for the student of

In accordance with the requirement of MBA course I have done my research

Policies, centralized and decentralized, sources, 13-15

Methods of recruitment 16- 18

CH- 2 REVIEW OF LITERATURE 30- 37

CH-3 RESEARCH METHODOLOGY, SCOPE 38- 40

CH-5 MAJOR FINDINGS 63-64

Recruitment and selection process

PURPOSES AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job

The following are the 2 important factors affecting Recruitment:-

 Supply and Demand factors

CENTRALISED V/s DECENTRALISED RECRUITMENT

It is a method of recruiting by visiting and participating in college campuses and their

Third Party Methods

Steps in selection process

Tests as Selection Tool:

Standards for Selection Tests

Steps in interview process:

Barriers to effective selection:

PERCEPTION: Our inability to understand others accurately is probably the most

FAIRNESS: Fairness in selection requires that no individual should be discriminated against

PRESSURE: Pressure is brought on the selectors by politicians, bureaucrats, relatives,

PROFILE OF MAGINITY MARELLI

ITS SIX TECHNOLOGICAL DOMAINS -

Marelli works with a multi-level approach on this topic, from 4G and 5G Telematic

HMI seamless integration, translucent skin and switches, Head Up Display AR on

5.Leveraging on the Technology transfer- from race (F1, Formula E) to road, and a

Key product areas- pluster ,control units, emergency cooling system

Mainly deals in- Auto electronics and Auto powertrains

We will achieve this through four strategic priorities:

2. Examining Game-based Approaches in Human Resources Recruitment and

4.The Impact of Social Media on Recruitment in New Age Organizations( 2021)-

5.Selection criteria in professorial recruiting as indicators of institutional similarity? A

Author- Sophia Diana Rojario, Adil Abbas (5- Augst, 2019)-

Author- Debora Jeske, Kenneth S Shultz (20- Nov , 2015)-

In today's competitive environment Human Resource Management has become a valuable

19. Employer branding: strategic implications for staff recruitment-

Authors- Marieke van den Brink, Yvonne Benschop, Willy Jansen (23-Nov, 2010)-

Objectives of the study-

1. To study the recruitment and selection process in the company.

Data analysis technique-

1. To analyze the recruitment and selection policy of the company.

DATA ANALYSIS AND INTERPRETATION

Q1. Does your organization plan the recruitment policy?

Does your organization plan the recruitment Count

Grand total 100

Q2. When do you prefer to go for manpower planning?

When do you prefer to go for manpower Count

Grand total 100

Q3. Which of the sources of recruitment are used in the company?

Which of the sources of recruitment are used Count

internal external both

What are the preferred sources for external Count