Review of Literature

LIST OF CONTENTS
CHAPTER PAGE
NO NO
CERTIFICATE
ACKNOWLEDGEMENT
LIST OF TABLES
2
LIST OF FIGURES
3
1 INTRODUCTION
4-10
2 PROFILE & METHODOLOGY

11-25
3 RESEARCH METHODOLOGY
26-38
4 DATA ANALYSIS AND INTERPRETATION

39-59
5 FINDINGS, SUGGESTIONS & CONCLUSION

60-64
REFERENCE
65-66
ANNEXURE
67-71
TABLE LIST OF TABLES PAGE

NO NO
4.1 Gender 40
4.2 Age 41
1
4.3 Marital status 42
4.4 Qualification 43
4.5 Experience 44
4.6 Department 45
4.7 Source from where you came to know about the job 46
4.8 Method used for recruitment 47
4.9 HR provides an adequate pool of quality applicants 48
4.10 Other criteria used in selection process 49
4.11 HR train hiring employees to make the best hiring decisions 50
4.12 Selection policy of the organization 51
4.13 Recruitment and selection are based on experience 52
4.14 Interviewing process and other selection procedures are acceptable 53
4.15 HR maintains an adequate pool of quality protected class applicants 54
based
4.16 HR clearly defines the job is description and job specification in the 55
recruitment process
4.17 Satisfied with your current job 56
4.18 organization’s affirmative action needs clarified and supported in 57
the selection process
4.19 Rate the recruitment process in your organization 58
4.20 Effectiveness of the interviewing process and other selection 59
instruments, such as testing
TABLE LIST OF FIGURE PAGE

NO NO
4.1 Gender 40
4.2 Age 41
4.3 Marital status 42
2
4.4 Qualification 43
4.5 Experience 44
4.6 Department 45
4.7 Source from where you came to know about the job 46
4.8 Method used for recruitment 47
4.9 HR provides an adequate pool of quality applicants 48
4.10 Other criteria used in selection process 49
4.11 HR train hiring employees to make the best hiring decisions 50
4.12 Selection policy of the organization 51
4.13 Recruitment and selection are based on experience 52
4.14 Interviewing process and other selection procedures are acceptable 53
4.15 HR maintains an adequate pool of quality protected class applicants 54
based
4.16 HR clearly defines the job is description and job specification in the 55
recruitment process
4.17 Satisfied with your current job 56
4.18 organization’s affirmative action needs clarified and supported in the 57
selection process
4.19 Rate the recruitment process in your organization 58
4.20 Effectiveness of the interviewing process and other selection 59
instruments, such as testing
3
CHAPTER – 1
INTRODUCTION
1.1 About the area
HR is the process of managing people in organizations in a structured and thorough manner. This
covers the fields of staffing (hiring people), retention of people, pay and perks setting and
management, performance management, change management and taking care of exits from the
company to round off the activities. This is the traditional definition of HRM which leads some
experts to define it as a modern version of the Personnel Management function that was used
4
earlier. We have chosen the term "art and science" as HRM is both the art of managing people by
recourse to creative and innovative approaches; it is a science as well because of the precision
and rigorous application of theory that is required.
Human Resource Development (HRD) means to develop available manpower through suitable
methods such as training, promotions, transfers and opportunities for career development. HRD
programs create a team of well-trained, efficient and capable managers and subordinates. Such
team constitutes an important asset of an enterprise. One organisation is different from another
mainly because of the people (employees) working there in. According to Peter F. Drucker, "The
prosperity, if not the survival of any business depends on the performance of its managers of
tomorrow." The human resource should be nurtured and used for the benefit of the organisation
Recruitment is the process of attracting individuals on a timely basis in sufficient numbers and
with appropriate qualification, to apply for jobs within an organization. The process of searching
prospective employees with multidimensional skills and experience that suits organization
strategies in fundamental to the growth of the organization, this demands more comprehensive
strategic perspective recruitment. Organizations require the services of large number of
personnel, these personnel occupies the various positions created to the process of organization.
Each position of the organization has certain specific contributions to achieve the organizational
objectives. The recruitment process of the organizational has to be strong enough to attract and
select the potential candidates with right job specification. The recruitment process begins with
human resource planning and concludes with the selection of required number of candidates,
both HR staff and operating managers have responsibilities in the process.
"Right person for the right job is the basic principle in recruitment and selection. Every
organisation should give attention to the selection of its manpower, especially its managers.
Theoperative manpower is equally important and essential for the orderly working of an
enterprise. Every business organisation/unit needs manpower for carrying different business
activities smoothly and efficiently and for this recruitment and selection of suitable candidates is
essential Human resource management in an organisation will not be possible if unsuitable
persons are selected and employment in a business unit.
5
Recruitment means to estimate the available vacancies and to make suitable arrangements for
their selection and appointment. Recruitment is understood as the process of searching for and
obtaining applicants for the jobs, from among whom the right people can be selected.
A formal definition states, "It is the process of finding and attracting capable applicants for the
employment. The process begins when new recruits are sought and ends when their applicants
are submitted. The result is a pool of applicants from which new employees are selected". In this,
the available vacancies are given wide publicity and suitable candidates are encouraged to
submit applications so as to have a pool of eligible candidates for scientificselection.
In recruitment, information is collected from interested candidates. For this different sourcesuch
as newspaper advertisement, employment exchanges, internal promotion, etc.are used.In the
recruitment, a pool of eligible and interested candidates is created for selection of most suitable
candidates. Recruitment represents the first contact that a company makes with potential
employees.
Selection process is a decision making process. This step consists of a number of activities. A
candidate who fails to qualify for a particular step is not eligible for appearing for the subsequent
step. Employee selection is the process of putting right men on the right job. It is a procedure of
matching organisational requirements with the skills and qualifications of people. Effective
selection can be done only where there is effective matching. By selecting best candidate for the
required job, the organisation will get quality performance of employees. Moreover, organisation
will face less absenteeism and employee turnover problems. By selecting right candidate for the
required job, organisation will also save time and money. Proper screening of candidates takes
place during selection procedure. All the potential candidates who apply for the given job are
tested.
1.2 Scope of the study:
The present research is confined to study the recruitment and selection process followed at
sundaram-clayton limited. The study reveals the recruitment and selection process followed in
the organization. Whether employees are satisfied with the recruitment process? Is the
6
organization is providing ethical process for recruiting employees? The organizational study of
sundaram-clayton limited was done with the study of recruitment and selection.
1.3 Need of the study:
The need for recruitment may be due to the following reasons /situation:
 vacancies due to promotions, transfer, retirement, termination, permanent disability,
death and labor turnover.
7
 creation of new vacancies due to the growth, expansion and diversification of business
activities of an enterprise. In addition, new vacancies are possible due to job
specification.
1.4 Objectives of the study:

 To study and analyze the Recruitment and selection process followed at sundaram-
clayton limited
 To analyze the satisfactory level of the employees about Recruitment and selection
procedure of an organization.
8
 To study recruitment and selection methods at surdaram-clayton limited.
1.5 Limitations of the study:
 Collection data properly from employees becomes difficulty due to the time constraint.
 Busy schedule of the employees also effected to some extent.
 There is a chance for bias in the information given by the respondents.
 The study was based on sample hence results were not fully absolute.
9
10
CHAPTER – 2
PROFILE & METHODOLOGY
2.1 Industry Profile
Automobile industry is one of the leading and best industries across the world. From the day of
industrial revolution to till date, automobile industry was given tmost importance. The reason
was that the human beings depend on automobiles because wants to move from one place to
other for doing different works and for transporting goods and services. When compared with
11
other ways of transportation, Automobiles are way cheaper and easy to maintain. So because of
many other reasons, Automobiles became part of our lives.
Developed countries like USA, UK, JAPAN and GERMANY, automobile industry play a crucial
role and it is the leading industry. Even in developing countries like INDAI, CHINA and many
more, have seen a great demand for automobiles in 20th century. Automobile has shown a great
impact on society. Automobile industries have seen ups and down over the period of time.
We all know that Ford model T was one of the best sold cars in the history. Model T was
produced by Ford in 1900's. It was one of the first mass produces cars in and around USA. It was
the first affordable automobile for middle class family and also available for the mass market
across the world. This was possible because of introducing assembly line in to the car
manufacturing industry. Automobiles are not new to the man, they are already existed for
decades, they were expensive and scarce. Through the introduction of model T the automobile
industry has changed. Concept of assembly line was adopted quickly by all most all other car
manufactures and by the other industries. By using assembly line the cost, time and inventory
came down, ultimately the cost of the car was way cheaper than it was before.
One of the first car companies to implement assembly line was FORD. Later on in the world war
assembly line was used for the production of military vehicles, equipment and ammunition. Once
the war was over the demand for commercial vehicles like personal cars and Farm vehicles,
equipment has increased a lot, because all most all countries focused more on Reconstruction
and sustainable development.
Till 1950's, United States of America was the global leader in the production of motor vehicles,
as well as it is the big market. It produces around 60% of automobile till 1950's. Because many
countries like UK, FRANCE, GERMANY, JAPAN are recovering from the war. By the end of
1950's all the other countries have entered in to the production of automobiles. During 1970's oil
crisis showed great impact on automobile industry, and production reduced.
By the end of 1980's they occupy 80% of the production and market. Later on it has changed.
Developing countries has emerged as the leader in automakers. China, India has increased the
production by 40% over the time and it is growing rapidly. Meanwhile the productions in other
12
countries are decreasing day by day during 1970's Oil Crisis has changed the face of automakers.
Till then no one focused on alternatives for fossil fuels.
The automotive industry designs, develops, manufactures, markets, and sells the world's motor
vehicles. Recent time's world has seen greater boom in the automobile industry. North America
is leading the market by sales quantity for long time. In 2008 great recession time Asian market
has crossed the sales; after recession the market has seen more boom. After America Asia is
leading the auto market. Major Asian countries are China, Japan and India.
the share according to the continent. Over the period of time European market and African
market share has been reduced when compared with last 10 years. However the sales in Asian
and north American market has raised buy 3% and growing day by day.
Worldwide, passenger car sales are expected to continue to grow to about 81.6 million units in
2018. Car sales started falling dramatically during the 2008-2009 economic crises. Today, the
volume of automobiles sold is back to pre-crisis levels thanks to increased demand, especially
from Asian markets. China is ranked as the largest passenger car manufacturer in the world,
having produced more than 24.8 million cars in 2017, and accounting for almost 34 percent of
the world's passenger vehicle production.
About 268.8 million vehicles are in use in the United States. Around the world, there were 1.015
billion cars and light trucks on the road in 2010; they burn over 646 billion gallons of gasoline
and diesel fuel yearly. The numbers are increasing rapidly,especially in China and India. In the
opinion of some, urban transport systems based around the car have proved unsustainable,
consuming excessive energy, affecting the health of populations, and delivering a declining level
of service despite increasing investments. Many of these negative impacts fall disproportionately
on those social groups who are also least likely to own and drive cars. The sustainable transport
movement focuses on solutions to these problems.
In 2008, with rapidly rising oil prices, industries such as the automotive industry are
experiencing a combination of pricing pressures from raw material costs and changes in
consumer buying habits. The industry is also facing increasing external competition from the
public transport sector, as consumers re-evaluate their private vehicle usage. Roughly half of the
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US's fifty one light vehicle plants are projected to permanently close in the coming years with the
loss of another 200,000 jobs in the sector, on top of the 560,000 jobs lost this decade.
The global auto industry is more challenged than many people realize. On the surface,
performance is strong. Worldwide sales reached a record 88 million autos in 2016, up 4.8 percent
from a year earlier, and profit margins for suppliers and auto makers (also known as original
equipment manufacturers, or OEMs) are at a 10-year high. Nonetheless, viewed through the lens
of two critical performance indicators, the industry is in serious trouble.
The automotive industry in India is one of the largest worldwide with more than four million cars
and commercial vehicles produced in India, one of Asia's largest markets. The automotive sector
is growing and becoming more important for Indian citizens with 14.9 million jobs projected to
exist by 2022. It is estimated, during 2017-26, rate of growth of Indian auto industry is going to
be 12.87%. In 2017, the international automotive industry produced 73.5 million passenger cars.
Next to America Asian countries like China and India are leading the market. After recession
Indians are spending more on Automobiles after real estate. In 2011 and 2012 India occupied 4th
place later it slipped to 5th place.
it is clear that the sales of automobiles in India are rising Year after the Year, The main reason is
the disposable income of the public has raised rapidly over the period of time. Even though the
income has raised rapidly the auto market is dominated by two wheel sales. Two wheeler
production currently dominates the share of Indian automobile production volume with some
18.8 million two wheelers produced in the 2016 fiscal year. Passenger car exports from India are
also growing as evidenced by some 16.2 percent growth in exports between the 2015-16 and
2016-17 fiscal years. There's huge presence of established domestic and international original
equipment manufacturers (OEMs).
More about the Automobile industry in India:-
● 4rd largest automobile Industry

● Automobile sector split into four segments, each having few market leaders
● Two-wheelers and passenger vehicles dominate the domestic demand
● Two-wheelers account for 80 per cent of domestic demand
● Commercial vehicle segment expected to grow at 11.07 per cent during 2016 26
14
● Strong market in terms of both, the domestic demand and exports.
● 7th largest manufacturer of commercial vehicles
● The only country among top seven car markets globally to achieve double digit growth
rate of 11 per cent during Jan-May 2017.
● Automobile exports to grow at a CAGR of 3.05 per cent during 2016-2026.
● Indian automotive industry is expected to reach Rs.16.16-18.18 trillion (USS 251.4-282.8
billion) by 2026.
Even though India is big market in Asia the domestic manufacturers has occupied only 12% of
the market. Japan and Korean Manufacturers' has occupied nearly 80% of the market. Following
graph shows last 5 years market share according to the country wise originated manufacturers.
Major players in automobile market are Suzuki, Honda and others. Mostly from Europe we
import Mercedes Audi and Volkswagen other brands. From USA mostly imports are two wheels.
Indian government collect nearly 100% tax on many vehicles that are imported from other
countries. Because of that many companies are establishing their manufacturing plants in India.
2.2 Company Profiles
15
Sundaram-Clayton Limited (SCL) is part of the $6.5 billion TVS group one of the largest
automotive and auto components manufacturing and distribution groups in India. SCL is a
leading supplier of aluminium die castings to automotive and non-automotive sector. The
company manufactures non-ferrous gravity and pressure die castings. The company has four
manufacturing plants located in Tamil Nadu. SCL is also the holding company for TVS Motor
Company Limited which is India's third largest manufacturer of two-wheelers and a flagship of
the TVS group.
Incorporated in May '62 SCL entered into a licence and technical assistance agreement with
Clayton Dewandre Company (CDC) UK in Jun.'81 to manufacture system protection valves. The
company also entered into technical assistance agreements with WABCO and Gahreugbremsem
Germany to manufacture dual brake valves trailor control valves and hand-operated brake
valves. It entered into another technical assistance agreement with the Union Switch and Signal
Division of American Standard US to manufacture signalling relays point machines and related
hardware.
To meet the additional demand for scooter project of TVS-Suzuki the company set up a foundry
unit at Belagondapalli Hosur Tamilnadu with an annual capacity of 1100.SCL subsidiaries are
Harita Stocks Ltd Anusha Investments Ltd Auto (India) Engineering Ltd TVS Investments Ltd
TVS Motor Company Ltd Sundaram Auto Components Lts Tvs Electronics Ltd and Tvs Finance
and Services Ltd.During the year 2004-05 Auto (India) Engineering Ltd (AIEL) became a
wholly owned subsidiary of SCL on 18th November with an authorized capital of Rs.5
lakhs.Brakes and foundry divisions were certified ISO 14001 accreditation during 2001-02. The
company is planning to develop new technology products like drying and distribution unit
redesigned Type 24*80 spring brake actuator vaccum brake valve with zero dead stroke and
compressor with improved life. The die casting division was certified for TS 16949 during the
year 2004-2005.As part of expansion programme SCL has completed the construction of a new
plant at Ambattur and the manufacturing of air brake system was moved to the new plant in the
year 2004-05.
The new facility has been built at a cost of Rs.58 crores. This facility combines the strength of
the two JV partners viz the manufacturing capabilities of TVS and the product technology of
16
WABCO to offer the world class braking products at affordable prices to the customers. SHL
also installed a new 2500 tonne pressure die casting machine the only one of its kind in India. In
2007 Sundaram-Clayton spun-off its brakes division as Wabco-TVS.
In 2009 Sundaram-Clayton established a plant at Mahindra World City (MWC). In 2010

Sundaram-Clayton established a plant at Oragadam near Chennai. On 26 December 2011
Sundaram-Clayton announced that it has made certain changes/modifications to the proposed
Scheme of Arrangement including Amalgamation and Demerger among Sundaram-Clayton
Limited (SCL) and its wholly owned subsidiaries namely Anusha Investments Limited (AIL) and
Sundaram Investment Limited (SIL) and their respective shareholders (the Scheme).
The Scheme involves amalgamation of AIL with SCL and the demerger of non-automotive
related business' to and in favour of SIL comprising all assets liabilities duties rights and
obligations relatable to the demerged undertaking namely non-automotive related business' and
retaining automotive related business' with the demerged company i.e. SCL.
2.3 Product Profiles
17
SCL manufactures aluminum pressure die castings for heavy commercial vehicles, passenger
cars and two wheelers. The product range includes flywheel housing, gear housing, clutch
housing, filter heads, air connectors, lube oil cooler cover assembly, filtration module casting,
turbo charger, compressor cover assembly, charge air pipe, intake manifold, cover coolant duct
for the truck segment. Cylinder head, case transaxle assembly, oil pan, chain case cylinder head
cover, adaptor oil filter, fuel pump housing, fork gear shift, starter housing. A/C compressor
housing for passenger cars. Crank case, cylinder head, cylinder barrel, wheel hub for powered
two wheelers and brake equipment valve bodies.
SCL can produce castings ranging from 0.25Kg to 25Kg in PDC, from 0.25Kg to 24Kg in CDC
and from 2.5Kg to 18Kg in LPDC
Passenger cars
Passenger vehicle clutch housing
The clutch housing is metal case which is used for covering the clutch and the flywheel
mechanism. Clutch housing is also known as bell housing as it looks a somewhat similar to the
shape of the bell.
Passenger vehicle engine mounting bracket
Engine mounts are blocks of rubber mounted on steel brackets that are bolted into place to
support the engine and reduce the amount of engine vibration and noise felt and heard in the
passenger compartment. Usually there are three or four.
Heavy commercial vehicle
Commercial vehicle Gear box housing
Gearbox housing is a protective casing which surrounds the components of a gearbox, providing
physical protection and mechanical support for them.
Commercial vehicle transmission housing
18
The Transmission housing protect the components of gearbox. It provides the fluid tight casing
to hold the lubricants and provides support to moving components. Transmission housing or
gearbox casing failure is the main problem for the vehicle manufacturer.
Two wheelers
Two wheeler magneto cover
The magneto is a self-contained generator of high voltage that provides ignition to an engine
through spark plugs. A magnet—hence magneto—spins in close proximity to a coil of wire. As
the magnet spins (or the magnet rotor is turned), it generates a strong magnetic force that is “held
back” by a primary coil.
Two wheeler crankcase cover
the crankcase is the housing that surrounds the crankshaft. In most modern engines, the
crankcase is integrated into the engine block.
19
2.4 Review Of Literature
2020 Sania Usmani
Recruitment and Selection Process at Workplace: A Qualitative, Quantitative and Experimental

Perspective of Physical Attractiveness and Social Desirability. (2020)
The most important results and recommendations mentioned in this review came to search of
three studies related to the subject of the recruitment process and selection in the workplace: a
qualitative, quantitative and experimental perspective of physical attractiveness and social desire.
It was concluded that all three studies and data analysis, and found that physical attractiveness
does not play a role in the selection and employment process Individually, this review will help
shed light on theories on the factors that affect the recruitment process. The results of this review
will also guide all future studies on how appearance, confidence, communication skills and
resumption of clarity play an important role in the recruitment process rather than physical or
facial attractiveness.
2020 Dharshini.K.A & Seleena.R
A Pragmatic study on Human Resources Trends in recruitment and selection process in Non-
Banking Financial Companies in Kanniyakumari district (2020)
The most important study recommended that it is necessary to enhance the new form of talent
acquisition, such as campus recruitment, the trainees program to employ the appropriate talents,
and the evaluation of candidates during recruitment must be more efficient. This study provided
a conclusion that the recruitment process and selection among employees of non-banking
financial companies have a positive importance Regarding their job satisfaction, the company
still has to enhance the level of employment in new formulas for employment of qualified
employees in the coming time period.
2020 Bushra Bintey Mahbub
Internship Report on Recruitment and Selection Process of BRAC Bank LTD. (BBL)(2020)
The report made several recommendations, the most important of which was that some
procedures could be computerized via the Internet so that some work is reduced and
20
opportunities for manual errors are reduced. It also recommended that it is necessary to assign
more manpower. There is a need for more manpower in proportion to work. And the need to give
more facilities to the trainees, and the most important goal was that they should search for
quality instead of quantity in the case of selecting or employing employees sometimes to achieve
the goal and incentive, they choose some unqualified people who cannot bear the workload and
fall into depression and finally expel them from the organization.
2019 Tri Indri Hardin and Others
Indonesian Language Assistant Program In Australian Schools: Recruitment And Selection

Process (2019)
It became evident from this study that the UPI Indonesian recruitment process has several stages.
Each stage has its own purpose to choose the best candidates required by both UPI and DET. It is
expected that each process of selection processes will thoroughly explore the general skills and
competencies of the candidates. The study recommended the necessity of sustaining this
program, and it is also necessary to continuously improve the recruitment and selection system in
order to select the best candidates for the coming years.
2019 Sophia Diana Rozario and Others
Challenges in Recruitment and Selection Process: An Empirical Study (2019)
The study indicated that there are some restrictions and it was considered an introductory study
for future research. The first limitation relates to the cross sectional nature of this study
describing participants' feelings and thoughts about the selection process at a particular time
only. Therefore, the results are based on the participant's emotions for that period only rather
than evidence over a period of time for all VTA members. Another limitation is that the results
are presented only to the views of the participants in this study only, and therefore represent a
partial perspective for reviewing the selection process when considering all other employees in
the organization who did not participate in the study. Based on the results of this research, one of
the important results is to provide a comprehensive and representative research By involving
more participants from each organization in this sector. This will greatly enhance the empirical
knowledge base on employee selection as well as provide valuable insights and comparisons on
21
perceptions of talent acquisition between different sectors. This will make a valuable
contribution to developing a more comprehensive understanding of talent acquisition and staff
selection in the recruitment process.
2018 Ahmedabad
A Study On Recruitment And Selection Process Of Airtel (2018)
The study presented several recommendations, the most important of which was the necessity of
an effective human resources management in the organization that depends on the effectiveness
of many other human resources activities such as selection and training on the quality of new
employees who are attracted through the recruitment process. Also on raising awareness about
the risk of wrongful appointments, management must obtain specific training on the recruitment
process. Finally, an improvement in organizational results was observed as a result of improved
recruitment and selection strategies. More effectively, the more organizations recruit and choose
candidates, the more likely they will be recruited and retained. In addition, the effectiveness of
the enterprise selection system can affect low business outcomes, such as productivity and
financial performance. Therefore, money investment is spent on developing a comprehensive
and valid selection system.
2017 Dr. Amer Hani Al Kassem
Recruitment and Selection Practices in Business Process Outsourcing Industry(2017)
The study recommended that access to employee services, develop their skills,and motivate
them at high levels of performance, and in order to ensure the maintenance of their commitment
to the organization, this is necessary to achieve organizational goals. Also, no organization can
survive without giving importance to its employees. Moreover, the adoption of different business
models, best practices and strategies is the motto that the institution must follow to retain its
employees. Achieving reasonable expectations for employees must be an ongoing process.
2017 Agneš Slavić and others
The Role of the Internet and Social Networks in Recruitment and Selection Process(2017)
22
The results of the research conducted show that in Serbia, the internet and social networks are
used in the recruitment process, but still not to a large extent. According to the results of the
survey, 30% of organizations in Serbia use advertising job vacancies on the company's official
website and 32% of organizations do this on commercial websites. The conclusion is that the
decision to select a suitable candidate should not only be based on social network data, but this
information can help in making decisions. Combining traditional selection methods with modern
online methods can provide better results and provide a better database for decision makers to
choose a suitable candidate.
2016 Endah Setyowati
Merit System in Recruitment and Selection Process of Civil Servant Candidate in Malang
Indonesia (Implementation of Recruitment and Selection of Civil Servant Candidate in 2010)
(2016)
The results showed that formation submission has not been based on the analysis on the needs of
employees, as well as job and workload analysis. There are three factors inhibiting the
application of the merit system in the recruitment and selection of employees. The first is the
administrative barriers related to the lack of harmonization between the policy framework which
became the legal basis for carrying out recruitment and selection of employees. The results
showed indications of corruption in the process of recruitment and selection of employees.
Results also indicate that the practice of transaction between applicants and committee still
happens. The third is the technical barriers associated with the limited ability of personnel
resources in carrying out the responsibility and the lack of infrastructure in the process of
recruitment and selection of employees.
2015 Stoilkovska and others
Equal employment opportunities in the recruitment and selection process of human

resources(2015)
Taking into account all the results of the research, it can be generally concluded that the HR
managers in the companies in the Republic of Macedonia generally consider that they do their
work professionally and employ the best personnel without any influence of prejudice and
23
discrimination on any grounds during the recruitment and selection process while the opinion is
different among the people who have experienced these processes and they consider that this
concept has not been enough preserved. From the presented conclusions the following
recommendations arise.
24
2.5 Research methodology
Research design: Descriptive research
Sampling technique: Convenient sampling.
Sample size: 100
Data collection: sources of information were collected through primary Data and secondary
Data during the course of research.
Primary data: primary data refers to the data that was collected first hand, directly from the
source. The main data was collected through structured questionnaire.
Secondary data: secondary data refers to the data that was previously collected by for another
purpose. It includes: company website, internet, manuals and research papers and books.
Data collection instrument: questionnaires
Structure of questionnaire:
 The questions be asked in sequential order as per the objectives of the study
 Number of close-ended questions
 Likert’s rating scale questions
Tools for analysis:
 Percentage analysis.
25
CHAPTER -3
CONCEPTUAL FRAMEWORKS
26
3.1 Meaning
Recruitment means to estimate the available vacancies and to make suitable arrangements for
their selection and appointment. Recruitment is understood as the process of searching for and
obtaining applicants for the jobs, from among whom the right people can be selected.
A formal definition states, "It is the process of finding and attracting capable applicants for the
employment. The process begins when new recruits are sought and ends when their applicants
are submitted. The result is a pool of applicants from which new employees are selected". In this,
the available vacancies are given wide publicity and suitable candidates are encouraged to
submit applications so as to have a pool of eligible candidates for scientific selection.
In recruitment, information is collected from interested candidates. For this different source such
as newspaper advertisement, employment exchanges, internal promotion, etc. are used.
In the recruitment, a pool of eligible and interested candidates is created for selection of most
suitable candidates. Recruitment represents the first contact that a company makes with potential
employees
3.2 Definition
According to EDWIN FLIPPO, "Recruitment is the process of searching for prospective
employees and stimulating them to apply for jobs in the organization."
3.3 Need for recruitment

The need for recruitment may be due to the following reasons / situation
a) Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and
labor turnover.
b) Creation of new vacancies due to the growth, expansion and diversification of business
activities of an enterprise. In addition, new vacancies are possible due to job specification.
Purpose and importance of Recruitment:
1. Determine the present and future requirements of the organization on conjunction with its
personnel-planning and job analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of visibly under
qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected, will leave the
organization only after a short period of time.
27
5. Meet the organization's legal and social obligations regarding the composition of its work
force.
6. Begin identifying and preparing potential job applicants who will be appropriate candidates.
7. Increase organizational and individual effectiveness in the short term and long term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all types’ of job
applicants.
9. Recruitment is a positive function in which publicity is given to the jobs available in the
organization and interested candidates are encouraged to submit applications for the purpose of
selection.
3.4 Recruitment Process

Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of
qualified job applicants. The process comprises five interrelated stages, viz.
1. Planning.
2. Strategy development.
3. Searching.
4. Screening.
5. Evaluation and control.
Stage 1 Recruitment planning
The first stage in the recruitment process is planning. Planning involves the translation of likely
job vacancies and information about the nature of these jobs into set of objectives or targets that
specify the (1) Numbers and (2) Types of applicants to be contacted.
Numbers of contact
Organization, nearly always, plan to attract more applicants than they will hire. Some of those
contacted will be uninterested, unqualified or both. Each time a recruitment Programme is
contemplated, one task is to estimate the number of applicants necessary to fill all vacancies with
the qualified people.
Types of contacts
It is basically concerned with the types of people to be informed about job openings. The type of
people depends on the tasks and responsibilities involved and the qualifications and experience
expected. These details are available through job description and job specification.
28
Stage 2 Strategy development
When it is estimated that what types of recruitment and how many are required then one has
concentrate in (1). Make or Buy employees. (2). Technological sophistication of recruitment and
selection devices. (3). Geographical distribution of labor markets comprising job seekers.
Make or Buy employees
Organization must decide whether to hire le skilled employees and invest on training and
education programmers, or they can hire skilled labor and professional. Essentially, this is the,
make" or ,,buy" decision. Organizations, which hire skilled and professionals shall have to pay
more for these employees.
Technological Sophistication
The second decision in strategy development relates to the methods used in recruitment and
selection. This decision is mainly influenced by the available technology. The advent of
computers has made it possible for employers to scan national and international applicant
qualification. Although impersonal, computers have given employers and job seekers a wider
scope of options in the initial screening stage.
Geographical distribution of labor markets comprising job
The workforce or labour force is a concept referring to the pool of human beings either in
employment or in unemployment. It is generally used to describe those working for a single
company or industry, but can also apply to a geographic region like a city, state, or country.
Stage 3 Searching
Once a recruitment plan and strategy are worked out, the search process can begin. Search
involves two steps
A) Source activation and
B) Selling.
Step 4 Screening
Screening of applicants can be regarded as an integral part of the recruiting process, though
many view it as the first step in the selection process. Even the definition on recruitment, we
quoted in the beginning of this chapter, excludes screening from its scope. However, we have
included screening in recruitment for valid reasons. The selection process will begin after the
applications have been scrutinized and short-listed. Hiring of professors in a university is
atypical situation. Application received in response to advertisements is screened and only
eligible applicants are called for an interview. A selection committee comprising the Vice-
29
chancellor, Registrar and subject experts conducts interview. Here, the recruitment process
extends up to screening the applications. The selection process commences only later.
Purpose of screening
The purpose of screening is to remove from the recruitment process, at an early stage, those
applicants who are visibly unqualified for the job. Effective screening can save a great deal of
time and money.
In screening, clear job specifications are invaluable. It is both good practice and a legal necessity
that applicant's qualification is judged on the basis of their knowledge, skills, abilities and
interest required to do the job.
Stage 5 Evaluation and control
Evaluation and control is necessary as considerable costs are incurred in the recruitment process.
The costs generally incurred are: -
1. Salaries for recruiters.
2. Management and professional time spent on preparing job description, job specifications,
advertisements, agency liaison and so forth.
3. The cost of advertisements or other recruitment methods, that is, agency fees.
4. Recruitment overheads and administrative expenses.
5. Costs of overtime and outsourcing while the vacancies remain unfilled.
6. Cost of recruiting unsuitable candidates for the selection process.
3.5 Sources of recruitment
Internal sources
1) Promotion
2) Transfers
3) Internal notification
4) Retirement
5) Former employees
External sources
1) Campus recruitment
30
2) Press advertisement
3) Management consultancy service
4) Deputation of personnel or transfer from one enterprise to another
5) Walk-ins, write-ins, talk-ins
The sources of recruitment can be broadly categorized into internal and external sources
1) Internal recruitment
Internal recruitment seeks applicants for positions from within the company. The various internal
sources include:
Promotions and Transfers
Promotion is an effective means using job posting and personnel records. Job posting requires
notifying vacant positions by posting notices, circulating publications or announcing at staff
meetings and inviting employees to apply. Personnel records help discover employees who are
doing jobs below their educational qualifications or skill levels. Promotions has many
advantages like it is good public relations, builds morale, encourages competent individuals who
are ambitious, improves the probability of good selection since information on the individual's
performance is readily available, is cheaper than going outside to recruit, those chosen internally
are familiar with the organization thus reducing the orientation time and energy and also acts as a
training device for developing middle-level and top-level managers.
Employee referrals
Employees can develop good prospects for their families and friends by acquainting them with
the advantages of a job with the company, furnishing them with introduction and encouraging
them to apply. This is a very effective means as many qualified people can be reached at a very
low cost to the company. The other advantages are that the employees would bring only those
referrals that they feel would be able to fit in the organization based on their own experience. In
this way, the organization can also fulfil social obligations and create goodwill.
Former Employees
These include retired employees who are willing to work on a part-time basis, individuals who
left work and are willing to come back for higher compensations. Even retrenched employees are
taken up once again. The advantage here is that the people are already known to the organization
and there is no need to find out their past performance and character.
Dependents of deceased employees
31
Usually, banks follow this policy. If an employee dies, his/her spouse or son or daughter is
recruited in their place. This is usually an effective way to fulfil social obligation and create
goodwill.
Recalls
When management faces a problem, which can be solved only by a manager who has proceeded
on long leave, it may de decided to recall that persons after the problem is solved, his leave
maybe extended.
Retirements
At times, management may not find suitable candidates in place of the one who had retired, after
meritorious service. Under the circumstances, management may decide to call retired managers
with new extension.
2) External recruitment
External recruitment seeks applicants for positions from sources outside the company. They have
outnumbered the internal methods. The various external sources include
Professional or Trade Associations
Many associations provide placement service to its members. It consists of compiling job
seeker's lists and providing access to members during regional or national conventions. Also, the
publications of these associations carry classified advertisements from employers interested in
recruiting their members. These are particularly useful for attracting highly educated,
experienced or skilled personnel.
Advertisements
It is a popular method of seeking recruits, as many recruiters prefer advertisements because of

their wide reach. Want ads describe the job benefits, identify the employer and tell those
interested how to apply. Newspaper is the most common medium but for highly specialized
recruits, advertisements may be placed in professional or business journals.
Advertisements must contain proper information like the job content, working conditions,
location of job, compensation including fringe benefits, job specifications, growth aspects, etc.
Campus Recruitments
Colleges, universities, research laboratories, sports fields and institutes are fertile ground for
recruiters, particularly the institutes. Campus Recruitment is going global with companies like
HLL, Citibank, HCL-HP, ANZ Grind lays,L&T, Motorola and Reliance looking for global
markets. Some companies recruit a given number of candidates from these institutes every year.
32
Campus recruitment is so much sought after that each college; university department or institute
will have a placement officer to handle recruitment functions.
However, it is often an expensive process, even if recruiting process produces job offers and
acceptances eventually. Walk-ins, Write-ins and Talk-ins:
The most common and least expensive approach for candidates is direct applications, in which
job seekers submit unsolicited application letters or resumes. Direct applications can also provide
a pool of potential employees to meet future needs. From employees" viewpoint, walk-ins are
preferable as they are free from the hassles associated with other methods of recruitment. While
direct applications are particularly effective in filling entry level and unskilled vacancies, some
organizations compile pools of potential employees from direct applications for skilled positions.
Write-ins are those who send written enquiries. These jobseekers are asked to complete
application forms for further processing. Talk-ins involves the job aspirants meeting the recruiter
(on an appropriated date) for detailed talks. No application is required to be submitted to the
recruiter.
Consultants
They are in this profession for recruiting and selecting managerial and executive personnel. They
are useful as they have nationwide contacts and lend professionalism to the hiring process. They
also keep prospective employer and employee anonymous. However, the cost can be a deterrent
factor.
Head Hunters
They are useful in specialized and skilled candidate working in a particular company. An agent is
sent to represent the recruiting company and offer is made to the candidate. This is a useful
source when both the companies involved are in the same field, and the employee is reluctant to
take the offer since he fears, that his company is testing his loyalty.
Radio, Television and Internet
Radio and television are used to reach certain types of job applicants such as skilled workers.
Radio and television are used but sparingly, and that too, by government departments only.
However, there is nothing inherently desperate about using radio and television. It depends upon
what is said and how it is delivered. Internet is becoming a popular option for recruitment today.
3.5 Selection
Selection process is a decision making process. This step consists of a number of activities. A
candidate who fails to qualify for a particular step is not eligible for appearing for the subsequent
step. Employee selection is the process of putting right men on the right job. It is a procedure of
matching organizational requirements with the skills and qualifications of people. Effective
33
selection can be done only where there is effective matching. By selecting best candidate for the
required job, the organization will get quality performance of employees. Moreover, organization
will face less absenteeism and employee turnover problems. By selecting right candidate for the
required job, organization will also save time and money. Proper screening of candidates takes
place during selection procedure. All the potential candidates who apply for the given job are
tested.
The difference between recruitment and selection
Recruitment is identifying n encouraging prospective employees to apply for a job and Selection
is selecting the right candidate from the pool of applicants
3.6 Selection process

Selection is a long process, commencing from the preliminary interview of the applicants and
ending with the contract of employment.
Preliminary test, Selection test, Employment interview, Reference and background, Analysis,
Selection decision, Physical examination, Job offer, Employment contract.
Step-1 Preliminary interview
The applicants received from job seekers would be subject to scrutiny so as to eliminate
unqualified applicants. This is usually followed by a preliminary interview the purpose of which
is more or less the same as scrutiny of application, that is, eliminate of unqualified applicants.
Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the information
supplied in their application forms. Preliminary interview, on the other hand, helps reject misfits
for reason, which did not appear in the application forms.
Step-2 Selection test
Job seekers who pass the screening and the preliminary interview are called for tests. Different
types of tests may be administered, depending on the job and the company.
Generally, tests are used to determine the applicant's ability, aptitude and personality.
The following are the type of tests taken:
1. Ability test
2. Aptitude test
3. Intelligence test
4. Interest test
34
5. Personality test
6. Projective test
7. General knowledge test
8. Perception test
9. Graphology test
10. Polygraph test
11. Medical test
Step-3 Interview
The next step in the selection process is an interview. Interview is formal, in depth conversation
conducted to evaluate the applicant's acceptability. It is considered to be excellent selection
device. It is face-to-face exchange of view, ideas and opinion between the candidates and
interviewers. Basically, interview is nothing but an oral examination of candidates. Interview can
be adapted to unskilled, skilled, managerial and profession employees.
Types of interview
Interviews can be of different types. There interviews employed by the companies.
Following are the various types of interview:
1. Informal interview
2. Formal interview
3. Non directive interview
4. Depth interview
5. Stress interview
6. Group interview
7. Panel interview
8. Sequential interview
9. Structured interview
10. Unstructured interview
11. Mixed interview
35
12. Telephonic interview
Step-4 Reference check
Many employers request names, addresses, and telephone numbers of references for the purpose
of verifying information and perhaps, gaining additional background information on an
applicant. Although listed on the application form, references are not usually checked until an
applicant has successfully reached the fourth stage of a sequential selection process. When the
labor market is very tight, organizations sometimes hire applicants before checking references.
Step-5 Selection decision
After obtaining information through the preceding steps, selection decision- the most critical of
all the steps- must be made. The other stages in the selection process have been used to narrow
the number of the candidates. The final decision has to be made the pool of individuals who pas
the tests, interviews and reference checks.
The view of the line manager will be generally considered in the final selection because itis
he/she who is responsible for the performance of the new employee. The HR manager plays a
crucial role in the final selection.
Step 6 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. The results of the medical fitness test are recorded in a statement and
are preserved in the personnel records. There are several objectives behind a physical test.
Obviously, one reason for a physical test is to detect if the individual carries any infectious
disease. Secondly, the test assists in determining whether an applicant is physically fit to perform
the work. Thirdly, the physical examination information can be used to determine if there are
certain physical capabilities, which differentiate successful and less successful employees.
Finally, such an examination will protect the employer from workers compensation claims that
are not valid because the injuries or illness were present when the employee was hired.
Step 7 Job offer
The next step in the selection process is job offer to those applicants who have crossed all the
previous hurdles. Job offer is made through a letter of appointed. Such a letter generally contains
a date by which the appointee must report on duty. The appointee must be given reasonable time
for reporting. Those is particularly necessary when he or she is already in employment, in which
case the appointee is required to obtain a relieving certificate from the previous employer.
36
The company may also want the individual to delay the date of reporting on duty. If the new
employee's first job upon joining the company is to go on company until perhaps aweek before
such training begins.
Step 8 Contract of employment
There is also a need for preparing a contract of employment. The basic information that should
be included in a written contract of employment will vary according to the level of the job, but
the following checklist sets out the typical headings:
1. Job title
2. Duties, including a parse such as "The employee will perform such duties and will be
responsible to such a person, as the company may from time to time direct".
3. Date when continuous employment starts and the basis for calculating service.
4. Rate of pay, allowance, overtime and shift rates, method of payments.
5. Hours of work including lunch break and overtime and shift arrangements.
6. Holiday arrangements:
7. Paid holidays per year.
8. Public holidays.
9. Special terms relating to rights to patent and designs, S confidential information and restraints
on trade after termination of employment.
The drawback with the contracts is that it is almost to enforce them. A determined employee is
bound to leave the organisation, contract or no contract.
Step 9 Concluding the selection process
Contrary to popular perception, the selection process will not end with executing the
employment contract. There is another step - amore sensitive one reassuring those candidates
who have not selected, not because of any serious deficiencies in their personality, but because
their profile did not match the requirement of the organisation.
They must be told that those who were selected were done purely on relative merit.
Step 10 Evaluation of selection programmer
The broad test of the effectiveness of the selection process is the quality of the personnel hired.
An organization must have competent and committed personnel.
3.7 Difference between Recruitment and Selection:
37
1. Recruitment is the process of searching for prospective candidates and motivating them to
apply for job in the organization. Whereas, selection is a process of choosing most suitable
candidates out of those, who are interested and also qualified for job.
2. In the recruitment process, vacancies available are finalized, publicity is given to them and
applications are collected from interested candidates. In the selection process, available
applications are scrutinized. Tests, interview and medical examination are conducted in order to
select most suitable candidate.
3. In recruitment the purpose is to attract maximum numbers of suitable and interested

candidates through applications. In selection process the purpose is that the best candidate out of
those qualified and interested in the appointment.
4. Recruitment is prior to selection. It creates proper base for actual selection. Selections next to
recruitment. It is out of candidates available/interest.
5. Recruitment is the positive function in which interested candidates are encouraged to submit
application. Selection is a negative function in which unsuitable candidates are eliminated and
the best one is selected.
6. Recruitment is the short process. In recruitment publicity is given to vacancies and

applications are collected from different sources Selection is a lengthy process. It involves
scrutiny of applications, giving tests, arranging interviews and medical examination.
7. In recruitment services of expert is not required Whereas in selection, services of expert is

required
8. Recruitment is not costly. Expenditure is required mainly for advertising the posts. Selection is
a costly activity, as expenditure is needed for testing candidates and conduct of interviews.
38
CHAPTER – 4
ANAYSIS AND INTERPRETATION
39
Table 4.1 Gender of respondents
S .No Particulars No.of respondents Percentage

1. Male 97 97.98
2. Female 2 2.02
Total 99 100
Source: Primary data
Chart 4.1 Gender of respondents
GENDER
Female 2.02
Male 97.98
0 20 40 60 80 100 120
Interpretation
The above table inferred that, out of 99 respondents 97.98 per cent of the respondents belong to
male and 2.02 per cent of the respondents belongs to female.
40
Table 4.2 Age of respondents
S. No. Particulars No. of respondents Percentage

1. Up to 20 Years 65 65.65
2. 21-30 Years 20 20.20
3. 31-40 Years 5 5.05
4. Above 40 Years 9 9.09
Total 99 100
Chart 4.2 Age of respondents
AGE
Above 40 Years 9.09
31-40 Years 5.05
21-30 Years 20.2
Up to 20 Years 65.65
0 10 20 30 40 50 60 70
Interpretation
The above table inferred that, out of 99 respondents 65.65 per cent of respondents’ are age up to
20 years and 20.20 per cent of respondents are between 21-30 years and 9.09 per cent of
respondents are between Above 40 years and 5.05 per cent of respondents are Above 40 years.
41
Table 4.3 Marital status

1. Married 59 59.60
2. Unmarried 40 40.40
Total 99 100
Chart 4.3 Marital status
Marital status
Unmarried 40.4
Married 59.6
0 10 20 30 40 50 60 70
Interpretation
The above table inferred that, out of 99 respondents 59.60 per cent of the respondents belongs to
married and 40.40 per cent of the respondents belong unmarried.
42
Table 4.4 Qualification of respondents

1. 12th 51 51.52
2. Diploma 21 21.21
3. UG 18 18.18
4. PG 9 9.09
TOTAL 99 100
Chart 4.4 Qualification
Qualification
PG 9.09
UG 18.18
diploma 21.21
12th 51.52
0 10 20 30 40 50 60
Interpretation
The above table inferred that, out of 99 respondents 51.52 per cent of respondents are 12 th and
21.21 per cent of respondents diploma and 18.18 per cent of respondents are UG and 9.09 per
cent of respondents are PG.
43
Table 4.5 Experience

1. Less than 5 yrs. 39 39.39
2. 5-10 yrs. 24 24.24
3. 10-15 yrs. 15 15.15
4. 15- 20yrs. 12 12.13
5. Above 20 yrs. 9 9.09
Total 99 100
Chart 4.5 Experience
Experience
Above 20yrs. 9.09
15-20yrs. 12.13
10-15 yrs. 15.15
5-10 yrs. 24.24
Less than 5yrs. 39.39
0 5 10 15 20 25 30 35 40 45
Interpretation
The above table inferred that, out of 99 respondents 39.39 per cent of the respondents are less
than 5 year and 24.24 per cent of the respondents are in 5 – 10 year and 15.15 per cent of the
respondents are 10-15 year and 12.13 per cent of the respondents are 15-20 year and 9.09 per
cent of the respondents are above 20 year.
44
Table 4.6 Department of respondents

1. Press shop 43 43.43
2. Quality 27 27.27
3. Maintenance 7 7.07
4. Weld shop 22 22.23
Total 99 100
Chart 4.6 Department
DEPARTMENT
WELD SHOP 22.23
MAINTENANCE 7.07
QUALITY 27.27
PRESS SHOP 43.43
0 5 10 15 20 25 30 35 40 45 50
Interpretation
The above table inferred that, out of 99 respondents 43.43 per cent of the respondents are in the
department press shop and 27.27 per cent of the respondents are in the department quality and
22.23 per cent of the respondents are in the department weld shop and 7.07 per cent of the
respondents are in the department maintenance.
45
Table 4.7 Source from where you came to know about the job.

1. Advertisement 31 31.31
2. Consultant 13 13.13
3. Campus 38 38.39
4. LinkedIn 17 17.17
Total 99 100
Chart 4.7 Source from where you came to know about the job.
Source from where you came to know about

the job
LinkedIn 17.17
Campus 38.39
Consultant 13.13
Advertisement 31.31
0 5 10 15 20 25 30 35 40 45
Interpretation
The above table inferred that, out of 99 respondents 38.39 per cent of the respondents are campus
and 31.31 per cent of the respondents are advertisement and 17.17 per cent of the respondents are
LinkedIn and 13.13 per cent of the respondents are consultant.
46
Table 4.8 The method used for recruitment

1. Structured 32 32.32
2. Unstructured 13 13.13
3. Problem question 18 18.18
4. Case study question 36 36.37
Total 99 100
Chart 4.8 The method used for recruitment
The method used for recruitment
Case study question 36.37
Problem question 18.18
Unstructured 13.13
Structured 32.32
0 5 10 15 20 25 30 35 40
Interpretation
The above table inferred that, out of 99 respondents 36.37 per cent of the respondents are Case
study question and 32.32 per cent of the respondents are structured and 18.18 per cent of the
respondents are problem question and 13.13 per cent of the respondents are dissatisfied.
47
Table 4.9 HR provides an adequate pool of quality applicants
S .No Particulars No. of respondents Percentage

1. highly satisfied 17 17.17
2. Satisfied 12 12.12
3. Dissatisfied 29 29.29
4. highly dissatisfied 41 41.42
Total 99 100
Chart 4.9 HR provides an adequate pool of quality applicants
HR provides an adequate pool of quality

applicants
highly dissatisfied 41.42
dissatisfied 29.29
satisfied 12.12
highly satisfied
17.17
0 5 10 15 20 25 30 35 40 45
Interpretation
The above table inferred that, out of 99 respondents 41.42 per cent of the respondents are highly
dissatisfied and 29.29 per cent of the respondents are dissatisfied and 12.12 per cent of the
respondents are satisfied and 17.17 per cent of the respondents are highly dissatisfied.
48
Table 4.10 Other criteria used in selection process.

Total 99 100
Chart 4.10 Other criteria used in selection process.
Other criteria used in selection process
Dissatisfied 28.28
satisfied 16.16
highly satisfied 33.34
0 5 10 15 20 25 30 35 40
Interpretation
satisfied and 27.27 per cent of the respondents are dissatisfied and 23.23 per cent of the
respondents are highly dissatisfied and 16.16 per cent of the respondents are satisfied.
49
Table 4.11 HR train hiring employees to make the best hiring decisions

2. satisfied 11 11.11
Total 99 100
Chart 4.11 HR train hiring employees to make the best hiring decisions
HR train hiring employees to make the best

hiring decisions
Dissatisfied 23.23
satisfied 11.11
0 5 10 15 20 25 30 35 40
Interpretation
satisfied and 28.28 per cent of the respondents are highly dissatisfied and 23.23 per cent of the
respondents are dissatisfied and 12.12 per cent of the respondents are satisfied.
50
Table 4.12 Selection policy of the organization

Total 99 100
Chart 4.12 Selection policy of the organization
Selection policy of the organization
Dissatisfied 27.27
satisfied 18.18
0 5 10 15 20 25 30 35 40
Interpretation
respondents are highly satisfied and 18.18 per cent of the respondents are satisfied.
Table 4.13 HR department’s performance in recruitment and selection are based on

experience
51
Total 99 100
Chart 4.13 HR department’s performance in recruitment and selection are based on

experience
HR department’s performance in re-

cruitment and selection are based on
experience
Dissatisfied 23.23
satisfied 13.13
0 5 10 15 20 25 30 35 40
Interpretation
dissatisfied and 26.26 per cent of the respondents are satisfied and 23.23 per cent of the
Table 4.14 Effectiveness of the interviewing process and other selection procedures are
acceptable
52
Total 99 100
Chart 4.14 Effectiveness of the interviewing process and other selection procedures are
acceptable
Effectiveness of the interviewing process

and other selection procedures are ac-
ceptable
Dissatisfied 23.23
satisfied 27.27
0 5 10 15 20 25 30 35
Interpretation
satisfied and 27.27 per cent of the respondents are satisfied and 20.21 per cent of the respondents
are highly dissatisfied and 23.23 per cent of the respondents are dissatisfied.
Table 4.15 HR maintains an adequate pool of quality protected class applicants based
53
Total 99 100
Chart 4.15 HR maintains an adequate pool of quality protected class applicants based
HR maintains an adequate pool of quality

protected class applicants based
Dissatisfied 16.16
satisfied 27.27
0 5 10 15 20 25 30 35 40
Interpretation
dissatisfied and 27.27 per cent of the respondents are satisfied and 22.22 per cent of the
respondents are highly satisfied and 17.17 per cent of the respondents are dissatisfied.
Table 4.16 HR clearly defines the job is description and job specification in the recruitment
process
54
Total 99 100
Chart 4.16 HR clearly defines the job is description and job specification in the recruitment
process
HR clearly defines the job is description

and job specification in the recruitment
process
Dissatisfied 23.23
satisfied 27.27
0 5 10 15 20 25 30 35
Interpretation
are highly dissatisfied and 23.23 per cent of the respondents are dissatisfied.
Table 4.17 Satisfied with your current job
55
Total 99 100
Chart 4.17 Satisfied with your current job
Satisfied with your current job
Dissatisfied 14.14
satisfied 36.36
0 5 10 15 20 25 30 35 40 45
Interpretation
are dissatisfied and 8.09 per cent of the respondents are highly dissatisfied.
Table 4.18 Organization’s affirmative action needs clarified and supported in the selection
process

56
Total 99 100
Chart 4.18 Organization’s affirmative action needs clarified and supported in the selection
process
Organization’s affirmative action needs

clarified and supported in the selection
process
Dissatisfied 32.32
satisfied 23.23
0 5 10 15 20 25 30 35 40
Interpretation
respondents are satisfied and 8.09 per cent of the respondents are highly satisfied.
Table 4.19 Rate the recruitment process in your organization

57
Total 99 100
Chart 4.19 Rate the recruitment process in your organization
Rate the recruitment process in your or-

ganization
Dissatisfied 18.18
satisfied 30.3
0 5 10 15 20 25 30 35 40
Interpretation
are dissatisfied and 15.16 per cent of the respondents are highly dissatisfied.
Table 4.20 Effectiveness of the interviewing process and other selection instruments, such
as testing

1. highly satisfied 26.26 26.26
2. satisfied 13.14 13.14
58
3. Dissatisfied 23.23 23.23
4. highly dissatisfied 37.37 37.37
Total 99 100
Chart 4.20 Effectiveness of the interviewing process and other selection instruments, such
as testing
Effectiveness of the interviewing process

and other selection instruments, such as
testing
Dissatisfied 23.23
satisfied 13.14
0 5 10 15 20 25 30 35 40
Interpretation
dissatisfied and 26.26 per cent of the respondents are highly satisfied and 23.23 per cent of the
59
CHAPTER-5
FINDINGS, SUGGESTIONS &
CONCLUSION
5.1 Findings
60
 It has been found that out of 99 respondents majority of per 97.98 cent of respondents are
belongs to male.
 It has been found that out of 99 respondents majority of 65.65 per cent of respondents are
under age up to 20 years.
belongs to married.
belong to 12th.
 It has been found that out of 99 respondents majority of 39.39 per cent of respondents reveals
less than 5 year experience.
 It has been found that out of 99 respondents majority of 43.43 per cent of respondents reveals
to pass shop department.
come from campus.
belongs to Case study question method used for recruitment.
highly dissatisfied with HR provides an adequate pool of quality applicants.
highly satisfied with criteria used in selection process.
highly satisfied with on the HR train hiring employees to make the best hiring decisions.
highly dissatisfied with Selection policy of the organization.
 It has been found that out of 99 respondents majority of 37 .38 per cent of respondents are
highly dissatisfied with HR department’s performance in recruitment and selection are based
on experience.
 It has been found that out of 99 respondents majority of 29 .29per cent of respondents are
highly satisfied with effectiveness of the interviewing process and other selection procedures
are acceptable.
61
highly dissatisfied with HR maintains an adequate pool of quality protected class applicants
based.
highly satisfied with HR clearly defines the job is description and job specification in the
recruitment process .
highly dissatisfied with satisfied with your current job.
highly dissatisfied with Organization’s affirmative action needs clarified and supported in the
selection process.
highly satisfied with Rate the recruitment process.
highly dissatisfied with effectiveness of the interviewing process and other selection
instruments, such as testing.
5.2 Suggestions
62
 Form the finding I can suggest Sundaram-Clayton limited branch following things for the
more effectiveness of recruitment and selection process and HR policies.
 Recruitment must be done by analyzing the job firstly which will make it easier and will
be beneficial from the company‘s point of view.
 More emphasis should be given on interest and advertisement so that more and
candidates apply for the jobs and it will be find the right employees among them.
 The recruitment and selection procedure should not be too lengthy and time consuming.
 Company should try to use the internal recruitment process first because it incurs less
cost and acts as a motivational factor to the employees.
 Provide training to employees so get better knowledge, skills and attitude.
 Company should amend some parts of their HR policies for better effectiveness.
5.3 Conclusion
63
Recruitment and selection is the prospective employees and stimulating and encouraging
them to app for jobs in an organization. And selection is selecting the right at the right time
in the right place.
Employees of SCL are satisfied with the current/existing recruitment and selection. SCL is
recruiting their employees mainly through consultancies. Consultancies are the employees
between the organization and the candidates as it serves the recruitment of employees as well
as the organization. SCL recruits their employees in a decentralized way.
Also SCL has to consider attracting candidates for recruitment of employees so that it could
motivate the elder employees. Write new recruitment Employees are also well aware about
the various sources and methods recruitment and selection. SCL has implemented and
created innovative techniques in selection like group decision, stress interview, etc.
References
64
1. Usmani, S. (2020). Recruitment and Selection Process at Workplace: A Qualitative,
Quantitative and Experimental Perspective of Physical Attractiveness and Social Desirability.
Review of Integrative Business and Economics Research, 9(2), 107-122.
2. KA, D. (2020). A Pragmatic study on Human Resources Trends in recruitment and selection
process in Non-Banking Financial Companies in Kanniyakumari district. Studies in Indian Place
Names, 40(18), 2264-2270.
3. Mahbub, B. B. (2020). Internship Report on Recruitment and Selection Process of BRAC

Bank LTD.(BBL).
4. Hardini, T. I., Setyarini, S., & Harto, S. (2019). Indonesian language assistant program in
Australian schools: Recruitment and selection process. Jurnal Cakrawala Pendidikan, 38(2), 330-
342.
5. Rozario, S. D., Venkatraman, S., & Abbas, A. (2019). Challenges in Recruitment and
Selection Process: An Empirical Study. Challenges, 10(2), 35.
6. Swadia, B. U. A STUDY ON RECRUITMENT AND SELECTION PROCESS OF AIRTEL.
7. Al-Kassem, A. H. (2017). Recruitment and selection practices in business process outsourcing

industry. Archives of Business Research, 5(3).
8. Slavić, A., Bjekić, R., & Berber, N. (2017). The role of the internet and social networks in
recruitment and selection process. Strategic management, 22(3), 36-43.
9. Setyowati, E. (2016). Merit System in Recruitment and Selection Process of Civil Servant
Candidate in Malang Indonesia (Implementation of Recruitment and Selection of Civil Servant
Candidate in 2010). Journal of Administrative Sciences and Policy Studies, 4(1), 8395.
10. Stoilkovska, A., Ilieva, J., & Gjakovski, S. (2015). Equal employment opportunities in the
recruitment and selection process of human resources. UTMS Journal of Economics, 6(2),281-
292.
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11. Yaseen, A. (2015). Recruitment and selection process of higher education sector and its
impact on organizational outcomes. International Journal of Human Resource Studies, 5(4), 79-
94.
12. Kamran, A., Dawood, J., & Hilal, S. B. (2015). Analysis of the recruitment and selection
process. In Proceedings of the Ninth International Conference on Management Science and
Engineering Management (pp. 1357-1375). Springer, Berlin, Heidelberg.
13. Argue, M. (2015). The importance of the strategic recruitment and selection process on
meeting an organisations objectives (Doctoral dissertation, Dublin Business School).
14. Bhoganadam, S. D., & Rao, D. S. (2014). A study on recruitment and selection process of
Sai Global Yarntex (India) private limited. International Journal of Management Research and
Reviews, 4(10), 996.
15. Thebe, T. P., & Van der Waldt, G. (2014). A recruitment and selection process model: The
case of the Department of Justice and Constitutional Development.
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Nigerian Public Service: What is to be done?. International Joumal of Human Resource Studies,
4(3), 280.
66
ANNEXURE
67
Questionnaire to study the effectiveness of training in M/s. Sundaram-Clayton Limited.
Name: ----------------------------------------------------------
1. Gender: A. Male B. Female
2. Age: A. below 25 yrs. B.25-35 yrs. C. 35-45 yrs. D. 45-55 yrs. E. Above 55 yrs.
3. Marital status: A. Married B. Unmarried
4. Qualification: A. 12th B. Diploma C. UG D.PG
5. Experience: A. Less than 5 yrs. B. 5-10 yrs. C.10-15 yrs. D.15- 20yrs. E. Above 20 yrs.
6. Department
A. Press shop
B. Quality
C. Maintenance
D. Weld shop
7. Opinion on the source from where you came to know about the job?
A. Advertisement
B. Consultant
C. Campus
D. LinkedIn
8. Opinion on the method used for recruitment?
A. Structured
B. Unstructured
C. Problem question
D. Case study question
9. Opinion on the HR provides an adequate pool of quality applicants?
A. highly satisfied
B. satisfied
68
C. dissatisfied
D. highly dissatisfied
10. Opinion on the other criteria used in selection process?
A. highly satisfied
B. satisfied
C. dissatisfied
11. Opinion on the HR train hiring employees to make the best hiring decisions?
A. highly satisfied
B. satisfied
C. dissatisfied
12. Opinion on selection policy of the organization?
A. highly satisfied
B. satisfied
C. dissatisfied
13. Opinion on the HR department’s performance in recruitment and selection are based on
experience?
A. highly satisfied
B. satisfied
C. dissatisfied
69
14. Opinion on the effectiveness of the interviewing process and other selection procedures are
acceptable?
A. highly satisfied
B. satisfied
C. dissatisfied
15. Opinion on the HR maintains an adequate pool of quality protected class applicants based?
A. highly satisfied
B. satisfied
C. dissatisfied
16. Opinion on the HR clearly defines the job is description and job specification in the
recruitment process.
A. highly satisfied
B. satisfied
C. dissatisfied
17. Opinion on satisfied with your current job?
A. highly satisfied
B. satisfied
C. dissatisfied
18. Opinion on the organization’s affirmative action needs clarified and supported in the
selection process?
A. highly satisfied
B. satisfied
70
C. dissatisfied
19. Opinion on rate the recruitment process in your organization?
A. highly satisfied
B. satisfied
C. dissatisfied
20. Opinion on the Effectiveness of the interviewing process and other selection instruments,
such as testing
A. highly satisfied
B. satisfied
C. dissatisfied
71

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LIST OF CONTENTS

2 PROFILE & METHODOLOGY

4 DATA ANALYSIS AND INTERPRETATION

5 FINDINGS, SUGGESTIONS & CONCLUSION

TABLE LIST OF TABLES PAGE

TABLE LIST OF FIGURE PAGE

1.1 About the area

1.2 Scope of the study:

1.3 Need of the study:

1.4 Objectives of the study:

1.5 Limitations of the study:

PROFILE & METHODOLOGY

2.1 Industry Profile

More about the Automobile industry in India:-

● 4rd largest automobile Industry

2.2 Company Profiles

In 2009 Sundaram-Clayton established a plant at Mahindra World City (MWC). In 2010

2.3 Product Profiles

Passenger vehicle clutch housing

Passenger vehicle engine mounting bracket

Heavy commercial vehicle

Commercial vehicle Gear box housing

Commercial vehicle transmission housing

Two wheeler magneto cover

Two wheeler crankcase cover

2020 Sania Usmani

Recruitment and Selection Process at Workplace: A Qualitative, Quantitative and Experimental

2020 Dharshini.K.A & Seleena.R

2020 Bushra Bintey Mahbub

2019 Tri Indri Hardin and Others

Indonesian Language Assistant Program In Australian Schools: Recruitment And Selection

2019 Sophia Diana Rozario and Others

Challenges in Recruitment and Selection Process: An Empirical Study (2019)

A Study On Recruitment And Selection Process Of Airtel (2018)

2017 Dr. Amer Hani Al Kassem

Recruitment and Selection Practices in Business Process Outsourcing Industry(2017)

2017 Agneš Slavić and others

2016 Endah Setyowati

2015 Stoilkovska and others

Equal employment opportunities in the recruitment and selection process of human

Research design: Descriptive research

Sampling technique: Convenient sampling.

Sample size: 100

Data collection instrument: questionnaires

Tools for analysis:

3.3 Need for recruitment

Purpose and importance of Recruitment:

2. Increase the pool of job candidates at minimum cost.

3.4 Recruitment Process

5. Evaluation and control.

Stage 1 Recruitment planning

Make or Buy employees

Geographical distribution of labor markets comprising job

A) Source activation and

Stage 5 Evaluation and control

1. Salaries for recruiters.

4. Recruitment overheads and administrative expenses.

5. Costs of overtime and outsourcing while the vacancies remain unfilled.

6. Cost of recruiting unsuitable candidates for the selection process.

3.5 Sources of recruitment

3) Management consultancy service

4) Deputation of personnel or transfer from one enterprise to another

5) Walk-ins, write-ins, talk-ins