Venkatasubramani Rec&Sel FullProj

CONTENTS
CHAPTER NO. TITLE PAGE NO.
ABSTRACT
LIST OF TABLES
LIST OF CHARTS
INTRODUCTION
1.1 INTRODUCTION OF THE STUDY
1.2 STATEMENT OF THE PROBLEM

I 1.3 OBJECTIVES OF THE STUDY
1.4 SCOPE OF THE STUDY
1.5 LIMITATIONS OF THE STUDY
1.6 RESEARCH METHODOLOGY

PROFILE
II 2.1 INDUSTRY PROFILE
2.2 COMPANY PROFILE
III REVIEW OF LITERATURE
IV DATA ANALYSIS AND INTERPRETATION
FINDINGS,SUGGESTIONS & CONCLUSION
5.1 FINDINGS
V
5.2 SUGGESTIONS
5.3 CONCLUSION
BIBLIOGRAPHY
ANNEXURE
LIST OF TABLES
TABLE NO. TABLE NAME PAGE NO.
4.1 GENDER OF THE RESPONDENTS
4.2 AGE OF THE RESPONDENTS
4.3 MARITAL STATUS OF THE RESPONDENTS
EDUCATIONAL QUALIFICATION OF THE

4.4 RESPONDENTS
4.5 WORKING EXPERIENCE OF THE RESPONDENTS
AWARENESS OF VACANCY AT KASPON

4.6 TECHWORK PVT LTD
COMPANY ASPECT IN RELATION TO

4.7 ATTRIBUTES THAT LEAD TO APPLYING OF JOB
POST IN KASPON TECHWORK PVT LTD
PERIOD OF RECRUITMENT AND SELECTION

4.8 PROCEDURE
ORGANIZATION CLEARLY DEFINE THE NO. OF

4.9 VACANCIES AND EXPECTED SKILLS FOR THE
COMPANY
4.10 FEEL ABOUT SELECTION PROCESS
PERSONAL INTERVIEW DURING THE SELECTION

4.11 PROCESS
4.12 LENGTH OF PROBATION
4.13 CONDUCTED NO. OF INTERVIEW ROUNDS
4.14 QUALITY OF INDUCTION PROCESS
SATISFACTION LEVEL IN RECRUITMENT AND

4.15 SELECTION POLICY OF THE QRGANISATION
HR TEAM ACTS AS A CONSULTANT TO

4.16 ENHANCE THE QUALITY OF THE APPLICANT
PRE-SCREENING PROCESS
FEEL THAT THEY PREFER RECOMMENDED

4.17 CANDIDATES
AGREE THAT THE QUESTION ASKED DURING

4.18
THE INTERVIEW IS RELATED TO THE JOB
SATISFACTION ON PRESENT METHOD BEING
4.19 FOLLOWED BY THE COMPANY FOR
RECRUITMENT AND SELECTION
PREFERRING FORM OF INTERVIEW AT THE

4.20 CURRENT PERIOD
LEVEL OF SATISFACTION IN SALARY

4.21 STRUCTURE OF THE CONCERN
LEVEL OF SATISFACTION IN WORKING

4.22 CONDITION IN THE CONCERN
LEVEL OF SATISFACTION IN COMMUNICATION

4.23 INTERVIEW WITH HRS
LEVEL OF SATISFACTION IN CONVEY THE

4.24 INTERVIEW RESULT
LIST OF CHARTS
CHART NO. CHART NAME PAGE NO.
4.1 GENDER OF THE RESPONDENTS
4.2 AGE OF THE RESPONDENTS
4.3 MARITAL STATUS OF THE RESPONDENTS
EDUCATIONAL QUALIFICATION OF THE

4.4 RESPONDENTS
4.5 WORKING EXPERIENCE OF THE RESPONDENTS
AWARENESS OF VACANCY AT KASPON

4.6 TECHWORK PVT LTD
COMPANY ASPECT IN RELATION TO

4.7 ATTRIBUTES THAT LEAD TO APPLYING OF JOB
POST IN KASPON TECHWORK PVT LTD
PERIOD OF RECRUITMENT AND SELECTION

4.8 PROCEDURE
ORGANIZATION CLEARLY DEFINES THE NO. OF

4.9 VACANCIES AND EXPECTED SKILLS FOR THE
COMPANY
4.10 FEEL ABOUT SELECTION PROCESS
PERSONAL INTERVIEW DURING THE SELECTION

4.11 PROCESS
4.12 LENGTH OF PROBATION
4.13 CONDUCTED NO. OF INTERVIEW ROUNDS
4.14 QUALITY OF INDUCTION PROCESS
SATISFACTION LEVEL IN RECRUITMENT AND

4.15 SELECTION POLICY OF THE QRGANISATION
HR TEAM ACTS AS A CONSULTANT TO

4.16 ENHANCE THE QUALITY OF THE APPLICANT
PRE-SCREENING PROCESS
FEEL THAT THEY PREFER RECOMMENDED

4.17 CANDIDATES
AGREE THAT THE QUESTION ASKED DURING

4.18 THE INTERVIEW IS RELATED TO THE JOB
SATISFACTION ON PRESENT METHOD BEING
4.19 FOLLOWED BY THE COMPANY FOR
RECRUITMENT AND SELECTION
PREFERRING FORM OF INTERVIEW AT THE

4.20 CURRENT PERIOD
LEVEL OF SATISFACTION IN SALARY

4.21 STRUCTURE OF THE CONCERN
LEVEL OF SATISFACTION IN WORKING

4.22 CONDITION IN THE CONCERN
LEVEL OF SATISFACTION IN COMMUNICATION

4.23 INTERVIEW WITH HRS
LEVEL OF SATISFACTION IN CONVEY THE

4.24 INTERVIEW RESULT
ABSTRACT
Recruitment and selection is the process of identifying the need for a job, defining the
requirements of the position and the job holder, advertising the position and choosing the
most appropriate person for the job. The main objective is to identify general practices that
organizations use to recruit and select employees and, to determine how the recruitment and
selection practices affect organizational outcomes at Lakshmi Machine Works Ltd,
Coimbatore. The research methodology applied is the exploratory. The data was collected
through well structured questionnaires. The source of data was both primary and secondary.
Sample size was 120. Data analysis has been done with the help of SPSS software. The
company considered portals as the most important medium of hiring employees. The
employees working in the company consider the employee references are one of the most
reliable source of hiring the new employees. The main thing that I want to conclude firstly is
that with the help of analysis, feedback generated through questionnaire I found that the
company is following an effective Recruitment and Selection process to maximum extent.
Company should focus on long term consistent performance rather than short term. The
emphasis towards training and enhancing skills of recruiters needs to be more and also
consistent. Even though an HR manager has many challenges to face in order to ensure that
the human resource department contributes to the bottom-line and emerges as a strategic
partner in the business, it is “Talent acquisition”, that is the key determining factor in how
well and Human resource department contributes towards the achievement of the overall
objective of the organization and therefore is a daunting task for any HR manager.
CHAPTER I
INTRODUCTION
1.1 INTRODUCTION OF THE STUDY
Recruitment and selection
Recruitment and selection is the process of identifying the need for a job, defining the
requirements of the position and the job holder, advertising the position and choosing the
most appropriate person for the job.
Undertaking this process is one of the main objectives of management. Indeed, the
success of any business depends to a large extent on the quality of its staff. Recruiting
employees with the correct skills can add value to a business and recruiting workers at a wage
or salary that the business can afford, will reduce costs. Employees should therefore be
carefully selected, managed and retained, just like any other resource.
Recruitment means to find out prospective candidates and attracting them to apply for
jobs in the organization. It ascertains the manpower required for an organization and after
ascertaining the next step is to find out places where the required human resources are
available and also attracting the to apply for jobs in the organization.
Meaning of Recruitment
Recruitment is a positive process of searching for prospective employees and

stimulating them to apply for the jobs in the organisation. When more persons apply for jobs
then there will be a scope for recruiting better persons.
Definition
According to Edwin B. Flippo, “It is a process of searching for prospective employees

and stimulating and encouraging them to apply for jobs in an organisation.” He further
elaborates it, terming it both negative and positive.
Kempner writes, “Recruitment forms the first stage in the process which continues
with selection and ceases with the placement of the candidates.”
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Thus Recruitment is a pipeline or intermediate activity. Its primary function is to
serve as a link between human resources and selection of candidates. The main objective of
recruitment is to provide sufficient large group of qualified candidates for selection.
There are several factors which affect Recruitment process in the organization. They
are divided into:
 Internal factors
 External factors
The internal factors refer to those ones that are inside the organization and can be
controlled and the external factors are those that are outside the organization and cannot be
controlled by the organization.
Selection
Stone defines, ‘Selection is the process of differentiating between applicants in order

to identify (and hire) those with a greater likelihood of success in a job’.
The selection process can be defined as the process of selection and shortlisting of the right
candidates with the necessary qualifications and skill set to fill the vacancies in an organisation. The
selection process varies from industry to industry, company to company and even amongst
departments of the same company.
Importance of the Selection Process
1. Proper selection and placement of employees lead to growth and development of the
company. The company can similarly, only be as good as the capabilities of its
employees.
2. The hiring of talented and skilled employees results in the swift achievement of
company goals.
3. Industrial accidents will drastically reduce in numbers when the right technical staff is
employed for the right jobs.
4. When people get jobs they are good at, it creates a sense of satisfaction with them and
thus their work efficiency and quality improves.
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5. People who are satisfied with their jobs often tend to have high morale and motivation
to perform better.
The Scope of Recruitment and Selection
The scope of Recruitment and Selection is very wide and it consists of a variety of
operations. Resources are considered as most important asset to any organization. Hence,
hiring right resources is the most important aspect of Recruitment. Every company has its
own pattern of recruitment as per their recruitment policies and procedures.
The scope of Recruitment and Selection includes the following operations −
 Dealing with the excess or shortage of resources
 Preparing the Recruitment policy for different categories of employees
 Analyzing the recruitment policies, processes, and procedures of the organization
 Identifying the areas, where there could be a scope of improvement
 Streamlining the hiring process with suitable recommendations
 Choosing the best suitable process of recruitment for effective hiring of resources
STEPS IN RECRUITMENT
Recruitment process is a process of identifying the jobs vacancy, analyzing the job
requirements, reviewing applications, screening, shortlisting and selecting the right
candidate. To increase the efficiency of hiring, it is recommended that the HR team of an
organization follows the five best practices (as shown in the following image). These five
practices ensure successful recruitment without any interruptions. In addition, these practices
also ensure consistency and compliance in the recruitment process. Recruitment process is
the first step in creating a powerful resource base. The process undergoes a systematic
procedure starting from sourcing the resources to arranging and conducting interviews and
finally selecting the right candidates.
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Recruitment Planning
A structured recruitment plan is mandatory to attract potential candidates from a pool

of candidates. The potential candidates should be qualified, experienced with a capability to
take the responsibilities required to achieve the objectives of the organization. Recruitment
is a process of finding and attracting the potential resources for filling up the vacant
positions in an organization. It sources the candidates with the abilities and attitude, which
are required for achieving the objectives of an organization.
Identifying Vacancy
When a vacancy is identified, it the responsibility of the sourcing manager to

ascertain whether the position is required or not, permanent or temporary, full-time or part-
time, etc. These parameters should be evaluated before commencing recruitment. Proper
identifying, planning and evaluating leads to hiring of the right resource for the team and the
organization. The first and foremost process of recruitment plan is identifying the vacancy.
This process begins with receiving the requisition for recruitments from different department
of the organization to the HR Department, which contains −
 Number of posts to be filled
 Number of positions
 Duties and responsibilities to be performed
 Qualification and experience required
Job Analysis
Job analysis helps in understanding what tasks are important and how to perform
them. Its purpose is to establish and document the job relatedness of employment procedures
such as selection, training, compensation, and performance appraisal. Job analysis is a
process of identifying, analyzing, and determining the duties, responsibilities, skills,
abilities, and work environment of a specific job. These factors help in identifying what a
job demands and what an employee must possess in performing a job productively.
The following steps are important in analyzing a job −
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 Recording and collecting job information
 Accuracy in checking the job information
 Generating job description based on the information
 Determining the skills, knowledge and skills, which are required for the job
The immediate products of job analysis are job descriptions and job specifications.
Job Description
Job description provides information about the scope of job roles, responsibilities and
the positioning of the job in the organization. And this data gives the employer and the
organization a clear idea of what an employee must do to meet the requirement of his job
responsibilities. Job description is an important document, which is descriptive in nature and
contains the final statement of the job analysis. This description is very important for a
successful recruitment process. Job description is generated for fulfilling the following
processes −
 Job Title / Job Identification / Organization Position
 Job Location
 Summary of Job
 Job Duties
 Machines, Materials and Equipment
 Process of Supervision
 Working Conditions
 Health Hazards
 Classification and ranking of jobs
 Placing and orientation of new resources
 Promotions and transfers
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 Describing the career path
 Future development of work standards
A job description provides information on the following elements −
Job Specification
Job specification focuses on the specifications of the candidate, whom the HR team is
going to hire. The first step in job specification is preparing the list of all jobs in the
organization and its locations. The second step is to generate the information of each job.
This information about each job in an organization is as follows −
 Physical specifications
 Mental specifications
 Physical features
 Emotional specifications
 Behavioral specifications
A job specification document provides information on the following elements −
 Qualification
 Experiences
 Training and development
 Skills requirements
 Work responsibilities
 Emotional characteristics
 Planning of career
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Job Evaluation
The main objective of job evaluation is to analyze and determine which job
commands how much pay. There are several methods such as job grading, job
classifications, job ranking, etc., which are involved in job evaluation. Job evaluation forms
the basis for salary and wage negotiations. Job evaluation is a comparative process of
analyzing, assessing, and determining the relative value/worth of a job in relation to the
other jobs in an organization.
FACTORS INFLUENCING RECRUITMENT & SELECTION
All enterprises, big or small, have to engage themselves in recruitment of persons. A

number of factors influence this process.
Some Of The Main Factors Are Being Discussed Below:
1. Size of the Enterprise:
The number of persons to be recruited will depend upon the size of an enterprise. A
big enterprise requires more persons at regular intervals while a small undertaking employs
only a few employees. A big business house will always be in touch with sources of supply
and shall try to attract more and more persons for making a proper selection. It can afford to
spend more amounts in locating prospective candidates. So the size of an enterprise will
affect the process of recruitment.
2. Employment Conditions:
The employment conditions in an economy greatly affect recruitment process. In

under-developed economies, employment opportunities are limited and there is no dearth of
prospective candidates. At the same time suitable candidates may not be available because of
lack of educational and technical facilities. If the availability of persons is more, then
selection from large number becomes easy. On the other hand, if there is a shortage of
qualified technical persons, then it will be difficult to locate suitable persons.
3. Salary Structure and Working Conditions:
The wages offered and working conditions prevailing in an enterprise greatly

influence the availability of personnel. If higher wages are paid as compared to similar
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concerns, the enterprise will not face any difficulty in making recruitments. An organisation
offering low wages can face the problem of labour turnover.
The working conditions in an enterprise will determine job satisfaction of employees.

An enterprise offering good working conditions like proper sanitation, lighting, ventilation,
etc. would give more job satisfaction to employees and they may not leave their present job.
On the other hand, if employees leave the jobs due to unsatisfactory working conditions, it
will lead to fresh recruitment of new persons.
4. Rate of Growth:
The growth rate of an enterprise also affects recruitment process. An expanding

concern will require regular employment of new employees. There will also be promotions of
existing employees necessitating the filling up of those vacancies. A stagnant enterprise can
recruit persons only when present incumbent vacates his position on retirement, etc.
Steps Involved in Selection Procedure:
A scientific and logical selection procedure leads to scientific selection of candidates.

The criterion finalized for selecting a candidate for a particular job varies from company to
company.
Therefore, the selection procedure followed by different organizations, many times,

becomes lengthy as it is a question of getting the most suitable candidates for which various
tests are to be done and interviews to be taken. The procedure for selection should be
systematic so that it does not leave any scope for confusions and doubts about the choice of
the selected candidate
Brief details of the various steps in selection procedure are given as follows:
1. Inviting applications:
The prospective candidates from within the organization or outside the organization
are called for applying for the post. Detailed job description and job specification are
provided in the advertisement for the job. It attracts a large number of candidates from vari-
ous areas.
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2. Receiving applications:
Detailed applications are collected from the candidates which provide the necessary
information about personal and professional details of a person. These applications facilitate
analysis and comparison of the candidates.
3. Scrutiny of applications:
As the limit of the period within which the company is supposed to receive
applications ends, the applications are sorted out. Incomplete applications get rejected;
applicants with un-matching job specifications are also rejected.
4. Written tests:
As the final list of candidates becomes ready after the scrutiny of applications, the
written test is conducted. This test is conducted for understanding the technical knowledge,
attitude and interest of the candidates. This process is useful when the number of applicants is
large. Many times, a second chance is given to candidates to prove themselves by conducting
another written test.
5. Psychological tests:
These tests are conducted individually and they help for finding out the individual
quality and skill of a person. The types of psychological tests are aptitude test, intelligence
test, synthetic test and personality test
6. Personal interview:
Candidates proving themselves successful through tests are interviewed personally.

The interviewers may be individual or a panel. It generally involves officers from the top
management. The candidates are asked several questions about their experience on another
job, their family background, their interests, etc. They are supposed to describe their
expectations from the said job. Their strengths and weaknesses are identified and noted by
the interviewers which help them to take the final decision of selection.
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7. Reference check:
Generally, at least two references are asked for by the company from the candidate.
Reference check is a type of crosscheck for the information provided by the candidate
through their application form and during the interviews.
8. Medical examination:
Physical strength and fitness of a candidate is must before they takes up the job. In-
spite of good performance in tests and interviews, candidates can be rejected on the basis of
their ill health.
9. Final selection:
At this step, the candidate is given the appointment letter to join the organization on a
particular date. The appointment letter specifies the post, title, salary and terms of
employment. Generally, initial appointment is on probation and after specific time period it
becomes permanent.
10. Placement:
This is a final step. A suitable job is allocated to the appointed candidate so that they
can get the whole idea about the nature of the job. They can get adjusted to the job and
perform well in future with all capacities and strengths.
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1.2 STATEMENT OF THE PROBLEM
Recruiting & selecting an employee is a difficult task for organizations to search,

recruit, and select talented people in today’s tight labor market. As there are fewer qualified
talents available, the competition is intensifying. This shortage leads to absolutely essential
for organizations to conduct effective recruitment, selection, and retain quality talents. What
is more is that acquiring the right talent is becoming an increasingly complex and challenging
activity. Recruiting staff is a very costly practice. It is also a mandatory part of any business
to conduct this practice in order to survive in the marketplace. The cost of simply finding the
right person to hire can be hefty. Business advisor, William G. Bliss names various,
potentially high costs in the process of recruiting alone: advertisement, time cost of internal
recruiter, time cost of recruiter's assistant in reviewing resumes and performing other
recruitment-related tasks, time cost of the person conducting the interviews, drugs screens
and background checks, and various pre-employment assessment tests.
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1.3 OBJECTIVES OF THE STUDY
Primary Objective
 To study on recruitment and selection process in Lakshmi Machine Works Limited,

Coimbatore.
Secondary Objectives
 To know the effectiveness of the recruitment techniques and selection procedure

followed by Lakshmi Machine Works Limited, Coimbatore.
 To know the attitude of the employees and workers towards the recruitment and
selection procedure.
 To know how the company policy affect the recruitment and selection procedure.
 To determine the standards of evaluating the recruitment and selection procedure
adopted by the company.
 To suggest ways which the company can adopt so as to improve the recruitment
techniques and selection procedure and hire more efficient and effective employees.
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1.4 SCOPE OF THE STUDY
Recruitment & Selection is not only an important business process for organizations;
it also has significant consequences for individuals to fulfill the personal goals. The overall
attempt of achieving a “match” between an organization’s job vacancies with an individual
seeking a suitable job is influenced by the recruitment process, and because work is such a
significant part of many people’s lives, jobs choices can subsequently impact on an
individual’s wellbeing
The study was focused on the investigation of recruitment and selection practices in
Lakshmi Machine Works Limited, Coimbatore. This study covers some areas of the
organization’s strategy for recruitment and selection practices. These areas include the
recruitment process and the selection methods. There are specific steps used to implement the
organization’s recruitment process and selection method in these areas Procedures will be
assessed and several issues are found such as instruments of job analysis, recruitment
process, internal vs. external recruitment and selection methods. These steps will be further
discuss and analyze in this study.
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1.5 LIMITATIONS OF THE STUDY
 Due to the time constraints, only specific sample size from the entire segment has been
considered for the study.
 Employees may feel shy to express their views to the questionnaire.
 Some of the employees may feel afraid to reveal the true facts.
 Some of the respondents deliberately avoided to answer because of their work.
 Whatever the data had been gathered is based on suggestive study but not exhaustive
study.
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1.6 RESEARCH METHODOLOGY
RESEARCH
Research may be defined as the systematic analysis and recording of controlled

observation the may lead to the development of principles or theories.
“Research comprises defining and redefining problems formulating hypothesis or

suggested solutions, collecting organizing and evaluating data making deductions and
reaching conclusion and carefully testing the conclusion to determine whether they fit the
formulated hypothesis”.
Research is a systematic approach towards purposeful investigation. This needs

formulating hypothesis, collecting data on relevant variables, analyzing and interpreting the
results and reaching conclusion either in the form of a solution or certain generalization.
Area of the Study
The project was carried out in Lakshmi Machine Works Limited, Coimbatore.
Research Design
Design is the pattern or outline of a research or a project working.. Research design

stands for advance planning of the methods to be adopted for collecting the relevant data and
the techniques used in their analysis.
A Research Design is the arrangement of conditions for collection and analysis of

data in a manner that aims to combine a relevance research purpose with economic
procedure. The study tries to explore the methods or the techniques the company uses to
employ its employees and worker inside the organization. The Research design adopted for
the study is Exploratory Research.
SAMPLING DESIGN
A sample is a subset of the population. It comprise of some members selected from it.
Sampling is the process of selecting representative subset of the total population for obtaining
data for the study of the whole population. A sample design is a definite plan for obtaining a
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sample from a give population. It refers to the technique or the procedure the researcher
would adopt in selecting items for a sample.
Stratified Random Sampling method was used in the selection of worker in the mill.
For his purpose a list of details regarding all the workers from various departments in the mill
was administered. Then the employees were divided into different stratum based on their
departments. Then the workers in each department were serially numbered and there were
written on chits which were shuffled and samples of 100 employees were chosen from all
stratum.
For the employees of the company, appointments were made and interviews were
conducted. Structured interview was carried out whereby the set of questions similar to the
one conducted in the questionnaire for the worker was used for the permanent employees.
The interviewer asked the questions and the interviewee answered and the responses were
recorded in questionnaire. Hence a total of 120 employees in Lakshmi Machine Works
Limited , Coimbatore
Data Collection Method
There are two main broad categories for collecting data source:
 Primary source
 Secondary source
For the study both primary and secondary sources were used.
Primary source
This is data collected a fresh for the study purpose. Primary data was collected
through
1. Questionnaire
2. Personal interviews
Questionnaires
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A list of questions was set typed and printed and then administered to the respondents
to give responses for the purpose of the study. The questionnaire prepared by the Researcher
was structured non-disguised questionnaire. The questionnaire contained both Open-ended
and Closed-ended Questions.
Open-ended questions.
It refers to the questions which the respondent has an unlimited number of responses
to give. There are questions which mainly need the respondent to offer suggestions to the
researcher.
Closed-ended questions
It refers to the questions in which the responses are given a limited number of
alternatives responses which there should select for the answer. They help the researcher to
make quick decisions and also enable him to code information easily for analysis.
2. Direct personal interviews
Direct personal interviews are asking the respondents questions face to face. The
interviewer will ask the interviewee questions that he or she will be required to answer.
For the employees of the company, appointments were made and interviews were
conducted. Structured interview was carried out whereby the set of questions similar to the
one conducted in the questionnaire for the worker was used for the permanent employees.
The interviewer asked the questions and the interviewee answered and the responses were
recorded in questionnaire.
Secondary sources
This is data that has already being collected previously, analyzed and presented for a
different study. For the study purpose previous records were collected on how the company
used to recruit and select employees and workers inside the organization.
Population:
Population is any finite or infinite collection of individuals. It has displaced the term
universe. It is practically synonymous with aggregate and does not necessarily refer to a
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collection of living organism. Here the population is employees of Lakshmi Machine Works
Limited, Coimbatore.
Sampling Size:
A sample is a part of a population, or a subset from a set of units, which is provided

by some process or other, usually by deliberate selection with the object of investigating the
properties of the parent population or set. Here sample size is 120.
PERIOD OF STUDY:
The study was held during the period of three months.
STATISTICAL TOOLS FOR DATA ANALYSIS.
The statistical tools for Data Analysis and interpretation used for the study were:
 Percentage Analysis
 Chi-square Test
 Correlation Analysis
PERCENTAGE ANALYSIS
Percentage method is used whereby the total number of respondents is divided by the
total population size and then multiplied by 100.
CHI SQUARE TEST
The Chi – square test amongst the several tests of significance developed by
statisticians. A very powerful testing the significance of the discrepancy between theory and
experiment is given by Prof. Karl Pearson in the year 1990 and is known as “Chi-square test
of goodness of fit. It enables us to find it the deviation of the experiment from theory is just
by chance (or) is it really due to inadequacy of the theory to fit the observed data. If Oi (I =
1,2,3…n) is a set of observed [experimental / frequencies] and E (I = 1,2,3…) is the
corresponding set of expected [theoretical or hypothetical] frequencies then Karl Pearson’s
Chi – square given by
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n
Oi−Ei
X 2=∑ [¿ ]¿
i =0 Ei
The Chi – square is applicable in large number of problems. The test is in fact a
technique through the use of researchers to test the goodness of fit, test the significance of
association between two attributes and test the homogeneity or the significance of popular
variance.
CORRELATION ANALYSIS
Correlation analysis deals with the association between two or more variables. It does
not tell anything about cause and effect relationship. Correlation is described or classified in
several different ways. Karl Pearson’s method is popularly known as Pearson’s coefficient of
correlation. It is denoted by the symbol ‘r’.
∑xy
Formula for Karl Pearson’s coefficient r = ______________
√∑x2 * ∑y2
The value of the coefficient of correlation as obtained by the above formula shall
always lie between +1 and -1. When r = 1, it means there is perfect positive correlation
between variables. When r = -1, it means there is perfect negative correlation between
variables. When r = 0, it means no relationship between variables.
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CHAPTER II
PROFILE
2.1 INDUSTRY PROFILE
Automotive industry
The Automotive industry is the key driver of any growing economy. A sound
transportation system plays a pivotal role in a country’s rapid economic and industrial
development. The well-developed Indian automotive industry ably fulfils this catalytic role
by producing a wide variety of vehicles. The automobile industry comprises automobile and
auto component sectors. It includes passenger cars; light, medium and heavy commercial
vehicles; multi-utility vehicles such as jeeps, scooters, motorcycles, three-wheelers and
tractors; and auto components like engine parts, drive and transmission parts, suspension and
braking parts, and electrical, body and chassis parts.
India’s automotive industry is now worth $34 billion and expected to grow
$145billion in another ten years. The Indian automotive industry is growing at a very high
rate with sales of more than one companion passenger vehicles per annum. The overall
growth rate is 10-15 per cent annually. India is the world’s second largest manufacturer of
two-wheelers, fifth largest manufacturers of commercial vehicles as well as largest
manufacturer of tractors. It is the fourth largest passenger car market in Asia and home to the
largest motorcycle manufacturer.
Major players in this sector include Tata, Mahindra, Daewoo Motor India, Hyundai
Motors India and General Motors India, Maruti, Ashok Leyland, Bajaj, Hero Honda, Ford,
Fiat and few other players. The Indian auto components industry is worth $10 billion.
Indigenous firms like Bharat Forge, Sundaram Fasteners, Minda Industries and Gabrial India
Ltd. are in the limelight. There is a boom in the auto components segment because of strong
demand and robust economy. Indian companies are very optimistic. The Auto Components
Manufacturers Association (ACMA) along with McKinsey has pegged domestic demand for
components at $20-25 billion in 2020 from $1.4 billion in 2015-16. This would take the
overall industry size to $40-45 billion by 2015 in India. The Indian automotive industry has
made rapid strides since delicensing witnessing the entry of several new manufacturers with
state-of-the-art technology.
20
Automobile Parts Manufacturing Industry Profile
Companies in this industry manufacture automobile parts, including transmission and

power train components, engines and engine parts, body parts and trim, electronics, braking
systems, and steering and suspension components. Economic expansion in emerging markets
worldwide is expected to drive healthy growth in the auto manufacturing sector over the next
several years, which should bolster demand for auto parts.
Competitive landscape
Demand for auto parts is driven by new bike sales, which are strongly affected by
interest rates, and by the replacement market. Company profitability depends partly on the
difficulty of manufacturing products and partly on demand volume, since many costs are
fixed. Small companies can compete successfully by focusing on a small number of products
or some highly technical ones.
Factors determining the growth of the industry
 Fuel economy and demand for greater fuel efficiency is a major factor that affects
consumer purchase decision that will bring leading companies across two-wheeler and
four-wheeler segment to focus on delivering performance-oriented products.
 Increased affordability, heightened demand in the small bike segment and the surging
income of the Indian population
 India is the third largest investor base in the world
 The Government technology modernization fund is concentrating on establishing

India as an auto-manufacturing hub.
 Availability of inexpensive skilled workers
 Industry is perusing to elevate sales by knocking on doors of women, youth, rural and
luxury segments
 Market segmentation and product innovation
21
Employment Opportunities
There are a wide range of jobs available in the automobile industry in 2020. With the
number of vehicles available on the road today, the need and requirement for people who can
fix these machines is fast increasing. Careers like automobile technician, bike or bike
mechanics are a great option. Becoming a diesel mechanic is also a significant alternative.
Diesel mechanics are responsible for repairing and servicing diesel engines. As they are also
required to repair engines of trucks and buses, other than bikes, they are provided with hefty
wages.
If communication with people instead of repairing bikes is what interests you, then
you have the opportunity of becoming a salesperson or sales manager in an automobile
company. Career opportunities in automobile design, paint specialists, job on the assembly
line and insurance of vehicles is also available.
Future Trends in the Automobile Industry
As the auto-shows starts in February 2016, the industry promised a blend of

technology and automotives. With the recession trend breaking its leashes form the past two
years, 2020 is expected to get back on track with the sales of automobiles in the country.
 Almost Self-governing bikes are predicted to be on the streets by 2021
 More than half the bikes on the streets are going to be powered by diesel by 2021
The Indian automobile industry has a prominent future in India. Apart from meeting
the advancing domestic demands, it is penetrating the international market too. Favored with
various benefits such as globally competitive auto-ancillary industry; production of steel at
lowest cost; inexpensive and high skill manpower; entrenched testing and R & D centers etc.,
the industry provide immense investment and employment opportunities.
22
2.2 COMPANY PROFILE
Lakshmi Machine Works Limited
Lakshmi Machine Works Limited, a leading Textile Machinery Manufacturer in India

and one among the three in the world to produce the entire range of Spinning Machinery. In
1962, LMW was founded to provide Indian textile mills with the latest Spinning Technology.
It caters to the domestic market as well as exports products to the Asian and Oceanic regions.
LMW diversified into CNC Machine Tools and is a brand leader in manufacturing
customised products. LMW Foundry makes Precision Castings for industries world over.
LMW has added the Advanced Technology Centre to manufacture components for the
Aerospace Industry.
Vision
“To enhance customer satisfaction and our image globally and achieve exponential
growth to leadership through world class products and service.”
Mission
“To deliver greater value to our customers by providing complete competitive

solutions through technological leadership and manufacturing excellence that are responsive
to dynamic market needs.”
Values
 Excellence
 Integrity
 Learning and sharing
 Contribution to industry and society
Milestones
1962- LMW established
1966- First Draw frame & speed frame machines manufactured
1968- First Ring frame machine Manufactured ( Ring frame DJ5)
23
1972- First comber manufactured (Comber LE7/4)
1977- LMW commences overseas despatches and first card manufactured ( Card C1/2)
1978- LMW becomes a complete spinning system solution provider
1983- LMW’S TMD unit-2 commissioned
1984- Started manufacturing rotor LM ½
1994- RLM joint venture
2008- Establishment of wholly owned subsidy in china
2011-Acquisition of RLM
2012- Golden jubilee year
2015- LMW becomes second largest supplier of ring spinning machine in china
2016- Launch of TQM
Products
1. Card silver system

2. Combing system
3. Ring spinning system
4. Compact spinning system
5. Blending solution
6. Mill network system
Components
1. Spindles
2. Rings
3. Top rollers
4. Flyers
5. Cots & aprons
6. Gears
24
Customer Support
Project Consultancy
LMW with its experience in the industry for over four decades extends a helping hand
to the investor with comprehensive information on various aspects:
 Profitability at different levels of operation.
 Spin plan for Optimum Production and Quality Levels achievable.
 Project cost for different capacity operations with a break up on Land, Building,
Machinery, Accessories cost, Working capital requirement and Production cost.
 Production cost for different raw materials and different counts.
 Ideal layout of machines and material flow.
 Facilities required such as Filter room, Humidification, Compressor and Power.
 Accessories required such as Cans, Bobbins, Ring tubes and Lap spools
 Location and Characteristics of the yarn markets.
 Global demand and domestic demand for yarn.
 Projected growth of global and domestic yarn, fabric and garments.
Components Business
LMW PLUS – Components And Parts
With a huge installed base of over 45 million spindles in the global market, LMW
continues to provide solutions to customers as and when required in order to upkeep the
health of machines.
As the needs of the Customers have become more explicit on the Performance,
Quality and Productivity; to meet these needs, the Parts & Components are so designed,
which surpasses the end user expectations. The growing market needs reflect the challenges
encountered on the availability of Power, Raw material and Manpower.
The ‘Plus’ Advantage
LMW’s Components & Parts are manufactured at separate business units with state-
of-art technology. The over five decades of tradition of trust and faith, driven by a spirit of
design Value Engineering ensure consistent performance with high quality.
25
Today LMW has an excellent network of Global presence with excellent Service
Support and offers widest range of Products that offer End to End solutions.
Customer Support Center
Simply log on to www.lmw.co.in and access instant information about its spares.
Customers can get quotes and also place an order. For further information it will also link
the customers to its customer relation executives. That’s just another CRM initiative from
LMW to give value to its customers.
Click away
 Instant booking
 Shorter processing time
 Round-the-clock ordering
Spares
Its objective of Spare Parts supply is to ensure that the machines run continuously
with optimum performance throughout their life. The life of a machine solely depends on the
quality and condition of critical components and moving parts. It supplies the best quality
components at a reasonable price to suit the needs of our valued customers.
It has an exclusive infrastructure and set of people who deliver spare parts promptly
to ensure the continuous running of the machines. At each regional location throughout the
country we have extensive manpower who identify the needs of the customers and machines
and meet them.
Conversion Kits
To meet the changing Customer needs it has come out with various models from time
to time. These include change in technology and change in features. It wants these benefits to
be made available to the existing customers for upgrading their machines, cost effectively, in
line with the change in technology.
It has conversion kits for every major change in Technology and Additional features.
These Conversion Kits are a group of components required for upgrading the machines with
new technology and new features cost-effectively.
26
Emergency requirements
At its Counter Service it serves spares across the counter for any breakdown
maintenance. For any emergency requirement its team takes the responsibility to offer the
spares at the bare minimum time.
Value Added Service
An expert team of Engineers, well versed in the technology extend complete support
to the customers in:
 Pre installation and Post installation Survey

 System Development
 Machinery Audit
 Regular Maintenance
Service stations
 Mechanical service station
 Electronic service station.
27
CHAPTER III
REVIEW OF LITERATURE
A Study by Barnes and Kennard (2014) in Australia suggest that factors other than
increased skill have mainly contributed to Australia’s recent productivity surge. They also
comment that there does not appear to be a strong correlation across countries between labour
productivity growth and movements in skill composition towards skilled workers. Some
countries with large contributions of skill change, such as France and the UK, do not have
very high labour productivity growth. Having said this, they believe that education and skills
remain important for long-run growth.
Another study by L. Holladay, Jennifer L. Knight, Danielle L. Paige, & Miguel A.

(2015) investigated how the Effects of Training, Course title, Training content, Training
assignment, and Gender influence participant’s attitudes in this study. They have found that
women were influenced by the training content and not by the organization standing.
Giannationio and Hurley (2015) have presented a study on “Executives insights into
training practices”. Over 1100 human resource training executives responded to a survey
concerning their perceptions of the training issues their companies are facing the role of
training in their organization the skills training employees should possess, and the substantive
training knowledge that graduates of training programmes should be able to demonstrate
results suggest the most important issues facing training executives today is managing the
change Executives felt that it has been extremely important for the professionals to be able to
create a recruitment program in today’s labour market. The result of this research provides
several implications for the design and the delivery of training educational programme.
Endres and Kleiner (2015) in their article stated that the huge expenditure on training
and development in corporate demands the need for evaluation of such training programmes.
The methods and opinions regarding evaluation are varied;but there is a need for a general
structure of evaluation.
28
The need for training need assessment has been highlighted. The Kirkpatrick (2015)
Model of evaluation–reaction, learning, behavior change, and resultwas the most acceptable
one. It has been found that the emotional reaction, and knowledge gained were key
components in evaluating training efficacy. But the limitation found in the model was that
there was no required balance in the four levels itself. Hence the authors concluded that a
single generic formula for measurement would not work effectively. The importance of need
analysis, developing appropriate design , introducing creative technique and the role of
organization, environment , manager as well as trainer were should be taken into
consideration.
A number of studies, including one conducted by the Australian National Training

Authority (2016), have found that skills and training produce the best results, where training
is a part of an overall business strategy. This is supported by Knuckey and Johnston (2002) in
New Zealand, where a survey of businesses identified a high proportion of “leaders”
engaging in training compared with “laggers”. This concept also underpins the “Investors in
People” standard in the UK.
Training strategies in the emerging hi-tech banking environment by Basu, Kishanjit;

Satish, P. (2016) implies that, like all other institutions, banks have to organise, develop and
manage their human resources effectively in order to achieve their goals. Their major
responsibility in this regard is to build up a right mix of skills and attitude among their
employees. For achieving this, a continuous process of training interventions in banks is a
must. However banking the world over, including India, is undergoing a change,
transforming itself into technology based, specifically, IT [Information Technology] based
banking. This transformation calls for a radical departure from the existing training strategies.
While upgraded technology calls for training in both hardware as well as software, the
methods and content of training delivery are also likely to undergo change. Computer based
training, distance learning, Internet based training, etc. would be increasingly used in this
emerging scenario. The role of a trainer would also be more of a facilitator than a knowledge
disseminator.
Srivastava (2016) has evaluated the effectiveness of various training programmes

offered by the in-house training centre of Tata Steel, Shavak Nanavati Training Institute
(SNTI), India. The effectiveness of the training was measured in terms of various outcomes
such as satisfaction level; reaction and feedback of participants; and change in performance
29
and behavior as perceived by participants, their immediate supervisors, and departmental
heads. The sample consisted of sixty departmental heads, fourteen hundred participants and
thirteen hundred immediate supervisors from various departments. The data were collected
through structured interview schedule. It was found that the satisfaction levels of participants,
their superiors, and divisional heads were above average for all types of programmes.
Cunningham (2016) also maintained the impracticability of Kirkpatrick model of

evaluation in ascertaining the effectiveness of training programmes.Though this model is the
most widely acceptable model for evaluation but unfortunately no credible linkage has been
found between the four levels. Even in cases the author has found that though participants
were unhappy with the overall training as derived from reaction sheet; they had changed their
behavior to suit the organizational requirements. Moreover organizations mostly used the first
two levels but did not venture beyond that. The author advocated for a different approach. On
completion of the training programme instead of giving feedback in reaction sheet the
participants went to their manager andprogrammesponsors. The purpose was to see the result
of the training programme and to show the value of the learning to the key stake holders. But
the author has not followed any standard evaluation model.
Short (2017) explained in his study the concept of evaluation vacuum- a conceptual
gap between the actual learning event and a realization of the resultant benefits. Through a
study of three case studies nine factors have been found to influence the evaluation vacuum.
Those factors were time for training, levels and types of learning, number of projects,
qualitative vs quantitative issues involved, number of people involved,goal definition,
indirect variable, content and volume of learning demand, inability to separate learning from
tacit knowledge or broader experience. The main reasons for which training evaluation was
being overlooked were pressure of work, lack of time or poor knowledge about how to
evaluate the training. It has been suggested that the evaluation vacuum should be minimized.
The participants were benefited from the programmes, but transfer of learning was not
as expected form their supervisors. There 40 were changes in the post training performance
ranging from 10 to 37 per cent. The training programmes could meet the objectives only to a
limited extent.
Ogunu (2017) in his study titled “Evaluation of Management Training and

Development Programme of Guinness Nigeria PLC” examined the management training and
30
development programme of Guinness Nigeria PLC, Benin City with a view to ascertaining its
relevance, adequacy, and effectiveness. A convenience sampling design was adopted,
whereby the researcher used all the 50 management staff in the company’s Benin Brewery as
subjects for the study. Data was collected by administering a questionnaire titled
‘Management Training and Development Questionnaire’ (MTDQ) that was developed by the
researcher. Hypotheses testing in the study revealed that facilities for staff training were
adequate for effective training of management staff, training programmes for management
staff were relevant to the jobs they performed, and the training programmes undergone by the
staff did indeed improve their performance and effectiveness at works.
Steensma and Groeneveld (2017) in their paper highlight the evaluation of a training
programme using Kirkpatrick’s model. The purpose of the study was to illustrate the value of
experimental design in evaluation studies. Both experimental and control group was used to
assess the effectiveness on the trainees performance. The model was found to yield positive
results.
Berg and Karlsen (2017) recounted an evaluation of a management and coaching

programme. The importance of coaching as a training process has been explained in this
article. The programme has been evaluated using Kirkpatrick model of evaluation. The
methods used for evaluation were in-depth interview, survey and observation. Inaddition data
were also collected from superiors and subordinates. In the evaluation process data indicate
that the participants were satisfied as derived learning during the coaching process. But at the
same time, the authors did conclude that the fourth level of the model i.e. results for the
organization was not explored.
Massey (2018)in her article presented two cases of both firm and government
agencies in New Zealand regarding their decision of investment in training. The results
indicated that though government and firm invest in training there was an absence of
evidence that the programs aimed to enhance the performance of the individual and hence
contributing to the growth of the organization as well as the economy. This was due to the
reason that both firms and government agencies consider investment in training as an
enterprise development strategy.
Holdnak, Clemons and Bushardt (2018) in their article highlight the evaluation of
field study of a self-esteem training programmeby applying Solomon four group
31
experimental design. The limitation of the all-encompassingKirkpatrick model of training
evaluation is examined in this article.The authors maintain that the model doesn’t suffice the
need when it is used as the only model for measuring effectiveness and little focus given on
the objective of the training. Solomon’s four group experimental design rises above such
lacunas as discovered in the Kirkpatrick model. But this design has the limitation of being
impractical and not cost effective,with difficulty in assigning participants randomly in four
groups.
Jovanovic (2018) said recruitment is a process of attracting a pool of high quality

applicants so as to select the best among them. For this reason, top performing companies
devoted considerable resources and energy to creating high quality selection systems. Due to
the fact that organizations are always fortified by information technology to be more
competitive, it is natural to also consider utilizing this technology to re-organize the
traditional recruitment and selection process through proper decision techniques, with that
both the effectiveness and the efficiency of the processes can be increased and the quality of
the recruitment and selection decision improved.
Costello (2018) recruitment is described as the set of activities and processes used to
legally obtain a sufficient number of qualified people at the right place and time so that the
people and the organization can select each other in their own best short and long term
interests.
Miyake, (2018) In a comparison of personnel selection practices in seven European

countries explored the utilization of a range of established selection methods. They reported a
general trend towards structured interviews in all countries and, while the general validity and
acceptability of methods such as work samples, group exercises and assessment centres were
widely recognized, reported usage of these methods was infrequent.
Previous studies analyzed the recruitment techniques and selection process of the
concern. Few studies only analyses the employees perception and satisfaction level about the
companies recruitment and selection procedures. The main purpose of this study is to
provide a new, macro-level model of strategic staffing to bridge the gap in the knowledge
regarding how practices within recruitment and selection systems can work to provide a
competitive advantage among various sectors. This study identifies the various methods of
32
recruitment and selection process through a systematic review of literature, which would be
the right fit for attracting and selecting employees in an organization.
CHAPTER IV
DATA ANALYSIS AND INTERPRETATIONS
TABLE NO: 4.1
GENDER OF THE RESPONDENTS

Cumulative
Frequency Percent Valid Percent Percent
Valid Male 100 83.3 83.3 83.3
Female 20 16.7 16.7 100.0
Total 120 100.0 100.0
Source: Primary data
INFERENCE
From the above table show that 83.3% of the respondents are female and 16.7% of the
respondents are male.
Thus the majority of the respondents are male.
33
CHART NO: 4.1
34
TABLE NO: 4.2
AGE OF THE RESPONDENTS
Cumulative
Valid 18-25 35 29.2 29.2 29.2
26-36 40 33.3 33.3 62.5
37-46 23 19.2 19.2 81.7
Above 46 22 18.3 18.3 100.0
Total 120 100.0 100.0

INFERENCE:
The above table shows that 29.2% of respondents are in the age group of 18-
25, 33.3% of the respondents are in the age group of 26-36 yrs, 19.2% of the
respondents are in the age group of 37-46yrs and 18.3% of the respondents are in the
age group of above 46years.
Thus the majority of the respondents are in the age group of 26-36 years.
35
CHART NO: 4.2
36
TABLE NO: 4.3
MARITAL STATUS OF THE RESPONDENTS
Cumulative
Valid Married 89 74.2 74.2 74.2
Unmarried 31 25.8 25.8 100.0
Total 120 100.0 100.0

INFERENCE:
The above table shows that 74.2% of respondents are married and 25.8% of
the respondents are unmarried.
Thus the majority of the respondents are married.
37
CHART NO: 4.3
38
TABLE NO: 4.4
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS
Cumulative
Valid Diploma 21 17.5 17.5 17.5
Graduates 46 38.3 38.3 55.8
Post Graduates 20 16.7 16.7 72.5
Professional 18 15.0 15.0 87.5
Others 15 12.5 12.5 100.0
Total 120 100.0 100.0

INFERENCE:
The above table shows that 17.5% of respondents have completed diploma, 38.3% of
the respondents have completed graduates, 16.7% of the respondents have completed PG
degree,15%of the respondents have completed professional and 12.5% of the respondents
have completed others educational qualification.
Thus the majority of the respondents have completed graduates.
39
CHART NO: 4.4
40
TABLE NO: 4.5
WORKING EXPERIENCE OF THE RESPONDENTS
Cumulative
Valid Below 1 year 11 9.2 9.2 9.2
1 – 3 years 57 47.5 47.5 56.7
3 – 5 years 29 24.2 24.2 80.8
Above 5 years 23 19.2 19.2 100.0
Total 120 100.0 100.0

INFERENCE:
The above table shows that 9.2% of respondents have below 1 year, 47.5% of the
respondents have 1-3 years, 24.2% of the respondents have 3-5 years and 19.2% of the
respondents have above 5 years experience.
Thus the majority of the respondents have 1-3 years experience.
41
CHART NO: 4.5
42
TABLE NO: 4.6
AWARENESS OF VACANCY AT LAKSHMI MACHINE WORKS LTD
Valid Cumulative
Frequency Percent Percent Percent
Valid Campus interview 24 20.0 20.0 20.0
Employee of Lakshmi
36 30.0 30.0 50.0
Machine Works Ltd
Advertisement 25 20.8 20.8 70.8
Posters 21 17.5 17.5 88.3
Private consultancy 14 11.7 11.7 100.0
Total 120 100.0 100.0

INFERENCE:
The above table shows that 20% of respondents said that campus interview, 30% of
the respondents said that employee of Lakshmi Machine Works Ltd, 20.8% of the
respondents said that advertisement, 17.5% of the respondents said that posters and 11.7% of
the respondents said that private consultancy from which they have awareness of vacancy.
Thus the majority of the respondents said that employee of Lakshmi Machine Works
Ltd from which they have awareness of vacancy.
43
CHART NO: 4.6
44
TABLE NO: 4.7
COMPANY ASPECT IN RELATION TO ATTRIBUTES THAT LEAD TO

APPLYING OF JOB POST IN LAKSHMI MACHINE WORKS LTD
Valid Cumulative
Valid Name of the

24 20.0 20.0 20.0
company
Job security 42 35.0 35.0 55.0
Salary 36 30.0 30.0 85.0
promotion 18 15.0 15.0 100.0
Total 120 100.0 100.0
INFERENCE
The above table shows that 20% of the respondents said that name of the company ,35
% of the respondents said that job security, 30% of the respondents said that salary and 15%
of the respondents said that promotion towards company aspect in relation to attributes that
lead to applying of job post in Lakshmi Machine Works Ltd.
Thus the majority of the respondents job security towards the company aspect in
relation to attributes that lead to applying of job post in Lakshmi Machine Works Ltd.
45
CHART NO: 4.7
46
TABLE NO: 4.8
PERIOD OF RECRUITMENT AND SELECTION PROCEDURE
Cumulative
Valid Less than a week

13 10.8 10.8 10.8
Two weeks 55 45.8 45.8 56.7
One month 26 21.7 21.7 78.3
Above a month 26 21.7 21.7 100.0
Total 120 100.0 100.0

INFERENCE:
The above table show that 10.8% of the respondents said that less than week, 45.8%
of the respondents said that two weeks, 21.7% of the respondents said that one month and
21.7% of the respondents said that above a month towards the period of recruitment and
Thus the majority of the respondents said that two weeks towards period of
recruitment and selection procedure.
47
CHART NO: 4.8
48
TABLE NO: 4.9
ORGANIZATION CLEARLY DEFINE THE NO. OF VACANCIES AND

EXPECTED SKILLS FOR THE COMPANY
Cumulative
Valid Yes 76 63.3 63.3 63.3
No 44 36.7 36.7 100.0
Total 120 100.0 100.0

INFERENCE:
The above table shows that 63.3% of the respondents said that organization clearly
define the no. of vacancies and expected skills for the company and 36.7% of the respondents
said that not organization clearly define the no. of vacancies and expected skills for the
company,
Thus the majority of the respondents are said that organization clearly defines the no.
of vacancies and expected skills for the company.
49
CHART NO: 4.9
50
TABLE NO: 4.10
FEEL ABOUT SELECTION PROCESS
Cumulative
Valid Excellent
20 16.7 16.7 16.7
Good 36 30.0 30.0 46.7
Moderate 26 21.7 21.7 68.3
Poor 16 13.3 13.3 81.7
Very poor 22 18.3 18.3 100.0
Total 120 100.0 100.0

INFERENCE:
The above table shows that 16.7% of respondents said that excellent, 30% of the
respondents said that good, 21.7% of the respondents said that moderate , 13.3% of the
respondents said that poor and 18.3% of the respondents said that very poor towards the feel
about selection process.
Thus the majority of the respondents said that good towards the feel about selection
process .
51
CHART NO: 4.10
52
TABLE NO: 4.11
PERSONAL INTERVIEW DURING THE SELECTION PROCESS
Cumulative
Valid Highly standard 23 19.2 19.2 19.2
Standard 31 25.8 25.8 45.0
Neutral 39 32.5 32.5 77.5
Flexible 10 8.3 8.3 85.8
Poor 17 14.2 14.2 100.0
Total 120 100.0 100.0

INFERENCE:
The above table shows that 19.2% of respondents said that highly standard, 25.8% of
the respondents said that standard, 32.5% of the respondents said that neutral and 8.3% of the
respondents said that flexible 14.2% of the respondents said that poor towards the personal
interview during the selection process.
Thus the majority of the respondents said that neutral towards the personal interview
during the selection process.
53
CHART NO: 4.11
54
TABLE NO: 4.12
LENGTH OF PROBATION
Valid Cumulative
Valid 1 month 25 20.8 20.8 20.8
3 months 35 29.2 29.2 50.0
6 months 38 31.7 31.7 81.7
1 year 22 18.3 18.3 100.0
Total 120 100.0 100.0

INFERENCE:
The above table shows that 20.8% of respondents said that 1 month, 29.2% of
respondents said that 3 months, 31.7% of respondents said that 6 months and 18.3% of
respondents said that 1 year as their length of probation.
Thus the majority of the respondents are six months towards the length of probation.
55
CHART NO: 4.12
56
TABLE NO: 4.13
CONDUCTED NO. OF INTERVIEW ROUNDS
Cumulative
Valid 1 14 11.7 11.7 11.7
2 31 25.8 25.8 37.5
3 40 33.3 33.3 70.8
Above 3 35 29.2 29.2 100.0
Total 120 100.0 100.0

INFERENCE:
The above table of shows that 11.7% of the respondents said that 1, 25.8% of the
respondents said that 2, 33.3% of the respondents said that 3 and 29.2% of the respondents
said that above 3 as they have conducted no. of interview rounds.
Thus the majority of the respondents are 3 as they have conducted no. of interview
rounds.
57
CHART NO: 4.13
58
TABLE NO: 4.14
QUALITY OF INDUCTION PROCESS
Cumulative
Valid Excellent
20 16.7 16.7 16.7
Good 44 36.7 36.7 53.3
Moderate 17 14.2 14.2 67.5
Poor 28 23.3 23.3 90.8
Very poor 11 9.2 9.2 100.0
Total 120 100.0 100.0

INFERENCE:
The above table shows that 16.7% of respondents said that excellent, 36.7% of the
respondents said that good, 14.2% of the respondents said that moderate, 23.3% of the
respondents said that poor and 9.2% of the respondents said that very poor towards the
quality of induction process.
Thus the majority of the respondents said that good towards the quality of induction
process.
59
CHART NO: 4.14
60
TABLE NO: 4.15
SATISFACTION LEVEL IN RECRUITMENT AND SELECTION POLICY OF

THE QRGANISATION
Valid Cumulative
Valid Highly satisfied

27 22.5 22.5 22.5
Satisfied 37 30.8 30.8 53.3
Neutral 24 20.0 20.0 73.3
Dissatisfied 13 10.8 10.8 84.2
Highly
19 15.8 15.8 100.0
dissatisfied
Total 120 100.0 100.0

INFERENCE:
The above table shows that 22.5% of respondents are highly satisfied, 30.8% of the
respondents are satisfied, 20% of the respondents are neutral, 10.8% of the respondents are
dissatisfied, and 15.8% of the respondents are highly dissatisfied towards the recruitment and
selection policy of the organisation.
Thus the majority of the respondents are highly satisfied towards recruitment and
selection policy of the organisation.
61
CHART NO: 4.15
62
TABLE NO: 4.16
HR TEAM ACTS AS A CONSULTANT TO ENHANCE THE QUALITY OF THE

APPLICANT PRE-SCREENING PROCESS
Cumulative
Valid Yes 78 65.0 65.0 65.0
No 42 35.0 35.0 100.0
Total 120 100.0 100.0

INFERENCE:
The above table shows that 65% of respondents said that HR team acts as a consultant
and 35% of respondents said that HR team does not acts as a consultant to enhance the
quality of the applicant pre-screening process.
Thus the majority of the respondents said that HR team acts as a consultant to enhance the
quality of the applicant pre-screening process.
63
CHART NO: 4.16
64
TABLE NO: 4.17
FEEL THAT THEY PREFER RECOMMENDED CANDIDATES
Valid Cumulative
Valid Strongly agree

44 36.7 36.7 36.7
Agree 27 22.5 22.5 59.2
Neutral 15 12.5 12.5 71.7
Disagree 10 8.3 8.3 80.0
Strongly
24 20.0 20.0 100.0
disagree
Total 120 100.0 100.0

INFERENCE:
The above table shows that 36.7% of respondents are strongly agree, 22.5% of the
respondents are agree, 12.5% of the respondents are neutral, 8.3% of the respondents are
disagree and 20% of the respondents are strongly disagree towards the feel that they prefer
recommended candidates.
Thus the majority of the respondents are strongly agree towards the feel that they
prefer recommended candidates.
65
CHART NO: 4.17
66
TABLE NO: 4.18
AGREE THAT THE QUESTION ASKED DURING THE INTERVIEW IS

RELATED TO THE JOB
Valid Cumulative
Valid Strongly agree

25 20.8 20.8 20.8
Agree 29 24.2 24.2 45.0
Neutral 42 35.0 35.0 80.0
Disagree 16 13.3 13.3 93.3
Strongly
8 6.7 6.7 100.0
disagree
Total 120 100.0 100.0

INFERENCE:
The above table shows that 20.8% of respondents are strongly agree, 24.2% of the
respondents are agree, 35% of the respondents are neutral, 13.3% of the respondents are
disagree and 6.7% of the respondents are strongly disagree towards the question asked during
the interview is related to the job.
Thus the majority of the respondents are neutral towards the question asked during the
interview is related to the job.
67
CHART NO: 4.18
68
TABLE NO: 4.19
SATISFACTION ON PRESENT METHOD BEING FOLLOWED BY THE

COMPANY FOR RECRUITMENT AND SELECTION
Valid Cumulative

25 20.8 20.8 20.8
Satisfied 27 22.5 22.5 43.3
Neutral 34 28.3 28.3 71.7
Highly
13 10.8 10.8 100.0
dissatisfied
Total 120 100.0 100.0

INFERENCE:
respondents are satisfied, 28.3% of the respondents are neutral, 17.5% of the respondents are
dissatisfied, and 10.8% of the respondents are highly dissatisfied towards present method
being followed by the company for recruitment and selection.
Thus the majority of the respondents are neutral towards the present method being
followed by the company for recruitment and selection.
69
CHART NO: 4.19
70
TABLE NO: 4.20
PREFERRING FORM OF INTERVIEW AT THE CURRENT PERIOD
Valid Cumulative
Valid Personal interview

60 50.0 50.0 50.0
Telephonic
35 29.2 29.2 79.2
interview
Video
25 20.8 20.8 100.0
conferencing
Total 120 100.0 100.0

INFERENCE:
The above table shows that 50% of respondents said that Personal interview, 29.2% of
the respondents said that Telephonic interview and 20.8% of the respondents said that video
conferencing towards the preferring form of interview at the current period.
Thus the majority of the respondents said that personal interview towards the
preferring form of interview at the current period.
71
CHART NO: 4.20
72
TABLE NO: 4.21
LEVEL OF SATISFACTION IN SALARY STRUCTURE OF THE CONCERN
Valid Cumulative

46 38.3 38.3 38.3
Satisfied 19 15.8 15.8 54.2
Neutral 18 15.0 15.0 69.2
Highly
16 13.3 13.3 100.0
dissatisfied
Total 120 100.0 100.0

INFERENCE:
respondents are satisfied, 15% of the respondents are neutral, 17.5% of the respondents are
dissatisfied, and 13.3% of the respondents are highly dissatisfied towards the salary structure
of the concern.
Thus the majority of the respondents are highly satisfied towards the salary structure
of the concern.
73
CHART NO: 4.21
74
TABLE NO: 4.22
LEVEL OF SATISFACTION IN WORKING CONDITION IN THE CONCERN
Valid Cumulative

49 40.8 40.8 40.8
Satisfied 19 15.8 15.8 56.7
Neutral 17 14.2 14.2 70.8
Highly
18 15.0 15.0 100.0
dissatisfied
Total 120 100.0 100.0

INFERENCE:
respondents are satisfied, 14.2% of the respondents are neutral, 14.2% of the respondents are
dissatisfied, and 15% of the respondents are highly dissatisfied towards the working
condition in the concern.
Thus the majority of the respondents are highly satisfied towards the working
condition in the concern.
75
CHART NO: 4.22
76
TABLE NO: 4.23
LEVEL OF SATISFACTION IN COMMUNICATION INTERVIEW WITH HRS
Valid Cumulative

27 22.5 22.5 22.5
Satisfied 38 31.7 31.7 54.2
Neutral 11 9.2 9.2 63.3
Highly
17 14.2 14.2 100.0
dissatisfied
Total 120 100.0 100.0

INFERENCE:
respondents are satisfied, 9.2% of the respondents are neither satisfied nor dissatisfied,
22.5% of the respondents are dissatisfied, and 14.2% of the respondents are highly
dissatisfied towards the communication interview with hrs.
Thus the majority of the respondents are satisfied towards the communication
interview with hrs.
77
CHART NO: 4.23
78
TABLE NO: 4.24
LEVEL OF SATISFACTION IN CONVEY THE INTERVIEW RESULT
Valid Cumulative

46 38.3 38.3 38.3
Satisfied 14 11.7 11.7 50.0
Neutral 20 16.7 16.7 66.7
Highly
14 11.7 11.7 100.0
dissatisfied
Total 120 100.0 100.0

INFERENCE:
respondents are satisfied, 16.7% of the respondents are neither satisfied nor dissatisfied,
21.7% of the respondents are dissatisfied, and 11.7% of the respondents are highly
dissatisfied towards the convey the interview result.
Thus the majority of the respondents are highly satisfied towards the convey the
interview result.
79
CHART NO: 4.24
80
CHI-SQUARE ANALYSIS
RELATIONSHIP BETWEEN THE EDUCATIONAL QUALIFICATION OF THE

RESPONDENTS AND COMPANY ASPECT IN RELATION TO ATTRIBUTES
THAT LEAD TO APPLYING OF JOB POST IN LAKSHMI MACHINE WORKS
Step1:
Null hypothesis (Ho):

There is no significance relationship between the educational qualification of the
respondents and company aspect in relation to attributes that lead to applying of job post in
Lakshmi Machine Works Ltd.
Alternative hypothesis (H1):

There is some significance relationship between the educational qualification of the
respondents and company aspect in relation to attributes that lead to applying of job post in
Lakshmi Machine Works Ltd.
Step 2:
Level of significance at 5%
81
Step 3:
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS * COMPANY
ASPECT IN RELATION TO ATTRIBUTES THAT LEAD TO APPLYING OF JOB
POST IN LAKSHMI MACHINE WORKS LTD
Cross tabulation
COMPANY ASPECT IN RELATION

TO ATTRIBUTES THAT LEAD TO
APPLYING OF JOB POST IN
LAKSHMI MACHINE WORKS LTD
Name of
the Job
company security Salary promotion Total
EDUCATIONAL Diploma 8 2 9 2 21
QUALIFICATION
OF THE Graduates
RESPONDENTS 10 19 11 6 46
Post
1 8 4 7 20
Graduates
Professional 1 7 8 2 18
Others 4 6 4 1 15
Total 24 42 36 18 120
Step 4:
Chi-Square Tests
Asymp. Sig. (2-
Value df sided)
Pearson Chi-Square 23.159a 12 .026
Likelihood Ratio 24.325 12 .018
Linear-by-Linear Association .347 1 .556
N of Valid Cases 120
a. 9 cells (45.0%) have expected count less than 5. The minimum expected count is
2.25.
RESULT:
The Pearson Chi-square value is 23.159. The minimum expected count is 2.25.Hence
we accept the null hypothesis are 5% level of significance and conclude that, there is no
significance relationship between educational qualification of the respondents and company
82
aspect in relation to attributes that lead to applying of job post in Lakshmi Machine Works
Ltd.
CORRELATION ANALYSIS
RELATIONSHIP BETWEEN WORKING EXPERIENCE OF THE RESPONDENTS

SATISFACTION LEVEL IN RECRUITMENT AND SELECTION POLICY OF THE
ORGANISATION
Correlations
SATISFACTION
LEVEL IN
RECRUITMENT
AND
SELECTION
WORKING POLICY OF
EXPERIENCE THE
OF THE QRGANISATIO
RESPONDENTS N
WORKING EXPERIENCE Pearson
1 .132
OF THE RESPONDENTS Correlation
Sig. (2-tailed) .152
N 120 120
SATISFACTION LEVEL IN Pearson
.132 1
RECRUITMENT AND Correlation
SELECTION POLICY OF Sig. (2-tailed) .152
THE QRGANISATION
N 120 120
** Correlation is significant at the 0.01 level (2-tailed).
INFERENCE:
The above table depicts the relationship between working experience of the
respondents satisfaction level in recruitment and selection policy of the organisation. these
two variables have some degree of correlation i.e. .132. So there is a positive relationship
between these two variables.
83
CHAPTER V
5.1 FINDINGS
 83.3% of the respondents are male.
 33.3% of the respondents are in the age group of 18-25 yrs.
 74.2% of the respondents are married.
 38.3% of the respondents have completed graduates.
 47.5% of the respondents have 1-3 yrs experience.
 30% of the respondents said that poor towards the awareness of vacancy at Lakshmi
Machine Works Ltd.
 35% of the respondents job security towards the are company aspect in relation to
attributes that lead to applying of job post in Lakshmi Machine Works Ltd.
 45.8% of the respondents are two weeks said that towards period of recruitment and
 63.3% of the respondents are said that organization clearly defines the no. of vacancies
and expected skills for the company.
 30% of the respondents said that good towards the feel about selection process.
 32.5% of the respondents said that neutral towards the personal interview during the
selection process.
 31.7% of the respondents are six month towards the length of probation.
 33.3% of the respondents are 3 towards the conducted no. of interview rounds.
 36.7% of the respondents said that good towards the quality of induction process.
 30.8% of the respondents are highly satisfied towards the satisfaction level in
recruitment and selection policy of the organisation.
84
 65% of the respondents are feel that there was a bias procedure in selecting certain
people for particular posts.
 36.7% of the respondents are strongly agree towards the feel that they prefer
recommended candidates.
 35% of the respondents are neutral towards the agree that the question asked during the
interview is related to the job.
 28.3% of the respondents are neutral towards the satisfaction on present method being
followed by the company for recruitment and selection.
 50% of the respondents said that personal interview towards the preferring form of
interview at the current period.
 38.3% of the respondents are highly satisfied towards the level of satisfaction in salary
structure of the concern.
 40.8% of the respondents are highly satisfied towards the level of satisfaction in
working condition in the concern.
 31.7% of the respondents are satisfied towards the level of satisfaction in

communication interview with hrs.
 38.3% of the respondents are highly satisfied towards the level of satisfaction in convey
the interview result.
85
5.2 SUGGESTIONS
 The Company should also go to different colleges and Educational institutions to recruits
outgoing students since they are young people who have a growth potential in the
Company and will be able to apply their knowledge into skills and also give fresh new
ideas that can help to improve the Company efficiency.
 The Company should also increase the salary level of the employees so as to attract other
outside people who are qualified and willing to join the organization.
 The Company should also try and reduce the probation period of one year to atleast six
months since this keeps the selected employees in anxiety since he or she is not
permanently employed.
 The Company should also recruit and select people who have atleast some previous job
experience since it enables the Company to reduce on Training cost of the employees.
 Selection process is good but it should also be modified according to the requirements
and should job profile so that main objective of selecting the candidate could be achieved.
 Further from this survey I hope the organization will be benefited and with the help of the
suggestions given the organization can improve its functioning and the overall
Recruitment and Selection Process in the organization and its performance will increase.
86
5.3 CONCLUSION
A company’s recruitment and selection process is the best way to achieve success in
the business world. Implementing more effective processes to recruit candidates and select
the best and the brightest; will improve one’s ability to meet one’s organization’s human
resource needs. After analysis of the company selection procedure I found out the company is
using quite effective method of doing selection of candidates and they always take in
consideration the cost-benefit ratio which is quite important from the long perspective of
hiring employees. The main thing that I want to conclude firstly is that with the help of
analysis, feedback generated through questionnaire I found that the company is following an
effective Recruitment and Selection process to maximum extent. Company should focus on
long term consistent performance rather than short term. The emphasis towards training and
enhancing skills of recruiters needs to be more and also consistent. Even though an HR
manager has many challenges to face in order to ensure that the human resource department
contributes to the bottom-line and emerges as a strategic partner in the business, it is “Talent
acquisition”, that is the key determining factor in how well and Human resource department
contributes towards the achievement of the overall objective of the organization and therefore
is a daunting task for any HR manager.
87
BIBLIOGRAPHY
REFERENCE BOOKS
1. Bhatacharya D.K. (2009), “ Human Resource Development”, First Edition 2009,
Published by Himalaya Publishing House.
2. R.S. Dwivedi (2009), “Human Resource Management”, Second edition 2009, Published
by Vikas Publishing House.
3. Shashik K. Gupta, Rosy Joshi( 2008), “Human Resource Management” , Fourth Edition
2008, published by Kalyani Publisher
4. P. Subba Rao (2000), “ Personnel and Human Resource Management”, sixth edition 2006,
published by Himalaya Publishing House.
5. Biswajeet Pattanayak (1997), “ Human Resource Training - Study on Training need
assessment of Indian Industries”, First Edition 1998, Published by S.Chand & Company
Ltd, pp 51-62.
REFERENCE JOURNALS
1. Absar, M. M. (2018). Recruitment & Selection Practices in Manufacturing Firms in
Bangladesh. The Indian Journal of Industrial Relations , 47 (3), 436-448.
2. Amanda J. Daly, M. C. (2018). preferences in recruitment and selection in a sample of
australian organisations. International Journal of Organisational Behaviour, , 9 (1), 581-593.
3. ANYIM, F. C. (2019). the role of human resource planning in recruitment and selection
process. British Journal of Humanities and Social Sciences , 6 (2),45-58
4. Armstrong, C. P. (2019). Current Recruitment and Selection Practices: A National Survey
of Fortune 1000 Firms. north american journal of psychology , 8 (3), 489-496.
5. Avinash S. Kapse, V. S. (2020). E- Recruitment. International Journal of Engineering and
Advanced Technology , 1 (4), 234-248
REFERENCE WEBSITES
1. www.answers.com
2. www.lakshmimachines.com
3. www.industrytrends.com
4. www.wekipedia.com
5. www.shodhganga.com
ANNEXURE
QUESTIONNAIRE
A STUDY ON EMPLOYEES RECRUITMENT AND SELECTION PROCESS IN

LAKSHMI MACHINE WORKS LIMITED, COIMBATORE
1. Name :
2. Gender : a) Male b) Female
3. Age
a) 18-25 b) 26-36 c) 37-46 d) Above 46

4 .Marital status :
a) Married b) Unmarried
5. Educational qualification
a) Diploma b) Graduates c) Post Graduates d) Professional e) Others

6. How many years have you experience?
a) Below 1 year b) 1 – 3 years c) 3 – 5 years d) Above 5 years
7. How did you come to know that there was a vacancy at Lakshmi Machine Works Ltd ?
a) Campus interview b) Employee of Lakshmi Machine Works Limited
c) Advertisement d) Posters e) Private consultancy
8. What attribute attracted you to apply for a post in Lakshmi Machine Works Limited?
a) Name of Company b) Job security c) Salary d) Promotion
9. How long have they taken for recruitment and selection procedure?
a) Less than a week b) Two weeks c) One month d)Above a month
10. Does the organization clearly define the no. of vacancies and expected skills for the
company?
a) Yes b) No
11. How did you feel about the selection process you went through?
a) Excellent b) Good c) Moderate d) Poor e) Very poor

12.What is the level of personal interview in the company during the selection process?
a) Highly standard b) Standard c) Neutral d) Flexible e)Poor
13.How long was your probation period?
a)1 month b) 3 months c) 6 months d) 1 year
14. How many rounds of interviews are conducted?
a) 1 b) 2 c) 3 d) Above 3
15. How did you feel about the induction process at Lakshmi Machine Works Limited?
a) Excellent b) Good c) Moderate d) Poor e) Very poor
16. What is your level of satisfaction in recruitment and selection policy of the organization?
a) Highly satisfied b) Satisfied c) Neutral
d) Dissatisfied e) Highly dissatisfied
17.Does the HR team acts as a consultant to enhance the quality of the applicant pre-
screening process?
a) Yes b) No
18. How do you feel that they prefer recommended candidates?
a) Strongly agree b) Agree c) Neutral
d) Disagree e)Strongly disagree
19. How do you agree that the question asked during the interview is related to the job?
a) Strongly agree b) Agree c) Neutral
d) Disagree e)Strongly disagree
20. What is your level of satisfaction on present method being followed by the company for
recruitment and selection?
21. What form of interview do you prefer at the current period?
a) Personal Interview b) Telephonic Interview c) Video Conferencing

22. What is your level of satisfaction in salary structure of the concern?
23. What is your level of satisfaction in working condition in the concern?
24. What is your level of satisfaction in communication when interview with HRs?
25. What is your level of satisfaction in convey the interview result?
26.Suggestions----------------------------------------------------------------------------------------------
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CONTENTS

CHAPTER NO. TITLE PAGE NO.

1.1 INTRODUCTION OF THE STUDY

1.2 STATEMENT OF THE PROBLEM

1.4 SCOPE OF THE STUDY

1.5 LIMITATIONS OF THE STUDY

1.6 RESEARCH METHODOLOGY

II 2.1 INDUSTRY PROFILE

2.2 COMPANY PROFILE

III REVIEW OF LITERATURE

IV DATA ANALYSIS AND INTERPRETATION

FINDINGS,SUGGESTIONS & CONCLUSION

4.1 GENDER OF THE RESPONDENTS

4.2 AGE OF THE RESPONDENTS

4.3 MARITAL STATUS OF THE RESPONDENTS

EDUCATIONAL QUALIFICATION OF THE

4.5 WORKING EXPERIENCE OF THE RESPONDENTS

AWARENESS OF VACANCY AT KASPON

COMPANY ASPECT IN RELATION TO

PERIOD OF RECRUITMENT AND SELECTION

ORGANIZATION CLEARLY DEFINE THE NO. OF

4.10 FEEL ABOUT SELECTION PROCESS

PERSONAL INTERVIEW DURING THE SELECTION

4.12 LENGTH OF PROBATION

4.13 CONDUCTED NO. OF INTERVIEW ROUNDS

4.14 QUALITY OF INDUCTION PROCESS

SATISFACTION LEVEL IN RECRUITMENT AND

HR TEAM ACTS AS A CONSULTANT TO

FEEL THAT THEY PREFER RECOMMENDED

AGREE THAT THE QUESTION ASKED DURING

PREFERRING FORM OF INTERVIEW AT THE

LEVEL OF SATISFACTION IN SALARY

LEVEL OF SATISFACTION IN WORKING

LEVEL OF SATISFACTION IN COMMUNICATION

LEVEL OF SATISFACTION IN CONVEY THE

4.2 AGE OF THE RESPONDENTS

4.3 MARITAL STATUS OF THE RESPONDENTS

EDUCATIONAL QUALIFICATION OF THE

4.5 WORKING EXPERIENCE OF THE RESPONDENTS

AWARENESS OF VACANCY AT KASPON

COMPANY ASPECT IN RELATION TO

PERIOD OF RECRUITMENT AND SELECTION

ORGANIZATION CLEARLY DEFINES THE NO. OF

4.10 FEEL ABOUT SELECTION PROCESS

PERSONAL INTERVIEW DURING THE SELECTION

4.12 LENGTH OF PROBATION

4.13 CONDUCTED NO. OF INTERVIEW ROUNDS

4.14 QUALITY OF INDUCTION PROCESS

SATISFACTION LEVEL IN RECRUITMENT AND

HR TEAM ACTS AS A CONSULTANT TO

FEEL THAT THEY PREFER RECOMMENDED

AGREE THAT THE QUESTION ASKED DURING

PREFERRING FORM OF INTERVIEW AT THE

LEVEL OF SATISFACTION IN SALARY

LEVEL OF SATISFACTION IN WORKING

LEVEL OF SATISFACTION IN COMMUNICATION

LEVEL OF SATISFACTION IN CONVEY THE

1.1 INTRODUCTION OF THE STUDY

Recruitment and selection

Recruitment is a positive process of searching for prospective employees and

According to Edwin B. Flippo, “It is a process of searching for prospective employees

Stone defines, ‘Selection is the process of differentiating between applicants in order