A Project Report on

“A PROJECT REPORT ON RECRUITMENT AND SELECTION”

By

MR.MOHD ABU SAQLIAN MURTUZA

Hall-Ticket No: 1401-21-672-032
Submitted in partial fulfillment for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION

Offered by

Osmania University, Hyderabad -500007

Under the guidance of

MR.MD RUKNUDDIN SIDDIQUI

(Associate Professor)

AL-QURMOSHI INSTITUTE OF BUSINESS MANAGEMENT

Affiliated to Osmania University, Hyderabad -500005
2021-2023
 DECLARATION

I hereby declare that this Project Report titled “A PROJECT REPORT

ON RECRUITMENT AND SELECTION” Submitted by me to the

Department of Business Management, O.U., Hyderabad, is a bonafide

work undertaken by me and it is not submitted to any other University or

Institution for the award of any degree diploma / certificate or published

any time before.

MR.MOHD ABU SAQLIAN MURTUZA

Hall-ticket No: 1401-21-672-032

Place: Hyderabad.
MR.MD RUKNUDDIN SIDDIQUI
(Associate Professor)

Date: 06-Jun-2023

CERTIFICATE

This is to certify that the Project Report title “A PROJECT REPORT

ON RECRUITMENT AND SELECTION” Submitted in partial
fulfillment for the award of MBA Programme of Department of Business Management,
O.U. Hyderabad, was carried out by MR.MOHD ABU SAQLIAN MURTUZA

Under my guidance. This has not been submitted to any other University or Institution
for the award of any degree/diploma/certificate.

MR.MD. RUKNUDDIN SIDDIQUI

(Associate Professor)
Project Guide

Managed by: Al-Qurmoshi Educational Society

# 18-11-26/7 Jamal Banda, Barkas, Hyderabad-500 005 Phone +91 (40) 24442443 +91 (40) 24443422
Website: www.alqurmoshi.org
 ABSTRACT

“Recruitment and selection is a process to discover the sources of

manpower to meet the requirements for the staff in the organization, schedule
and to employ effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of an efficient working force.” A
formal definition of recruitment and selection is: it is the process of finding
and attracting capable applicants for employment. The process begins when
new recruits are sought and ends when their applications are submitted. The
process of recruitment and selection involves planning, strategy development,
searching, screening, and control. The sources of recruitment are categorized
as internal and external sources.

The essentials of selection are first, the nature of selection, whether faulty
or safe and second, the policy of the company and the attitude of the
management and third, the length of the probationary or the trial period. The
different types of selection tests are Ability tests, Aptitude tests, Personality test,
Interest tests, Graphology tests, Medical tests, and Genetic screening. The final
decision has to be made from the pool of the individual who pass the tests,
interviews, and reference checks and also the HR manager plays the crucial
role in the final selection process.

The objective of the study is to interpret the recruitment and selection

procedure followed at the organizations and to receive suggestions in the
context of giving importance to various aspects that influence recruitment and
selection procedure. The methodology includes the ways to collect both the
primary and secondary data. Primary data has been collected by Interview,
Questionnaire and Secondary data from the Company’s website, journals,
records, books etc. and the information was analyzed and interpreted.
 ACKNOWLEDGEMENT

A successful and satisfactory completion of any project is the outcome of

invaluable and aggregate contribution of personal skill in the radical direction
and the guidance of the concerned Authorities. Even the best efforts are wasted
without a proper guidance and advice. The success of any project is the result
of hard work, dedication and the support of the well wishers. It is our proud
privilege to express our sincere gratitude to all those who helped us directly or
indirectly in completion of this project report. We are greatly indebted to
Associate Professor for his support, guidance and valuable suggestions by
which this work has been completed effectively and efficiently. These all
contributions are of immense value.

Last but not least, we are indebted to those people who indirectly contributed
and without them this work would not have been possible. Endeavour has been
made to make the project error free yet, we apologize for the mistakes.

(MR.MOHD ABU SAQLIAN MURTUZA)

 Table of Contents

CONTENTS PAGENUMBERS

List of Figures and Tables.........................................................................i

List of Abbreviation & Glossary..............................................................ii

1. INTRODUCTION OF RESEARCH STUDY.............……………………..1

2. RESEARCH METHODOLOGY............………………………………….11

3. REVIEW OF LITERATURE............……………………………………...18

4. THEORETICAL FRAMEWORK…………………………………21

5. COMPANY PROFILE. .……………………………………………40

6. RESEARCH DATA ANALYSIS AND INTERPRETATION..........……51

7. RESEARCH FINDING AND CONCLUSIONS............…………………68

8. SUGGESTIONS AND RECOMMENDATIONS............………………..72

9. BIBLIOGRAPHY.…………………………………………………77

10. APPENDICES ……………………………………………………..79

 CHAPTER-I
INTRODUCTION
 INTRODUCTION

RECRUITMENT& SELECTION

Human resources planning means deciding the number and type of the human
resources required for each job, unit and the total capacity for a particular future date
in order to carry out organizational activities. Human resources planning as "a process
by which an organization should move from its current man power position to its
desired manpower position. Though planning management strives to have the right
number and right kind of people at the right place at the right time, doing things,
which result in both the organization and the individual receiving maximum long run
benefit.

Once the required number and the kind of human resources are determined, the
management has to find places where required human resources are/will be available
and also work out strategies for attracting them towards the organization before
selecting suitable candidates for jobs. This process is generally known as recruitment.
Technically speaking the function recruitment precedes the selection function and it
includes only finding, developing the sources of prospective employees and attracting
them to apply for jobs in an organization

Human resources planning means deciding the number and type of the human
resources required for each job, unit and the total capacity for a particular future date
in order to carry out organizational activities. Human resources planning as "a process
by which an organization should move from its current man power position to its
desired manpower position. Though planning management strives to have the right
number and right kind of people at the right place at the right time, doing things,
which result in both the organization and the individual receiving maximum long run
benefit.
8
Once the required number and the kind of human resources are determined, the
management has to find places where required human resources are/will be available
and also work out strategies for attracting them towards the organization before
selecting suitable candidates for jobs. This process is generally known as recruitment.
Technically speaking the function recruitment precedes the selection function and it
includes only finding, developing the sources of prospective employees and attracting
them to apply for jobs in an organization

Defining Management education:

Management education deals with the art and science of directing and controlling or
handling any organization, especially under resource constraint situations, be it
business, industry, public system or government. Such education not only covers a
thorough understanding of behavioral science. Human Resource Development,
Finance, Marketing, Operations and Information systems, but also calls for an
adequate grasp of the National and Global economics, politics, Sociology. Legal
Framework, Technology trends and natural environment in which the organization has
to function and proper the formulation of effective strategies. All organizations need
to have a vision and mission with a milestone to achieve a common goal.
Experience of successful organizations has proved beyond doubt the personality
factory plays a key role in day-to-day interactions. In today's competitive
environment, organizations are becoming more and more personality conscious and
are making efforts to develop the facets of personality of their employees. The focus is
on developing a pleasing personality that insures success and happiness emphasizing
on motivational as well as behavioral aspects of personality. Institutions offering
management programmers cannot afford to ignore this vital component. In fact,
planned efforts are required to be made to evolve comprehensive programmers for
personality development in management education.

9
 Definition:
The conscious and specific direction of effort towards the quality of the
workforce in the short and long term. It involves all quality of the workforce in
the short and long term. It involves all processes and activities aimed at
managing the human resource of an organization
i.e. Manpower, planning, recruitment, training and development, career management
and human performance. It also involves the productive use of people in achieving
the organizations strategic business objectives and the satisfaction of the individual
employees needs. In other words it is a formal system for the management of people
within the organization. It is mainly divided in to three major areas, staffing,
rewarding and designing work.

The different kinds of internal sources are:

(a) Present permanent employees:

Organizations consider the candidates from this source for higher-level jobs due to
availability of most suitable candidates for jobs relatively or equally to the external
source, to meet the trade union demands and due to the policy of the organization to
motivate the present employees.
(b) Present temporary/casual employees:

Organizations find this source to fill the vacancies relatively at the lower level
owning to the availability of suitable candidates or trade union pressures or in order
to motivate them on the present job.
(c) Retired employees:

., Generally, particular organizations retrench the employees due to lack of work.

The organization takes the candidates for employment from the retrenched
employees due to obligation, trade union pressure and so on. Sometimes, the
organizations prefer to re-employ their retired employees as a token of their
loyalty to the organization or to postpone some internal conflicts for promotion.

10
 External sources:

External sources are sources outside organizational pursuits.

Organizations search for the required candidates from these

sources for the following

Reasons:

 The suitable candidates with skill, knowledge, talent etc., are generally available.
 Candidates can be selected without any pre-conceived notion or reservations.
 Cost of employees can be minimized because employees selected from this source
are generally organization.
 Human resources mix can be balanced with different background, experience, skills etc.,
 Latest knowledge, skill, innovative or creative talent can also be flowed into the
organization.
 Existing sources will also broaden their personality
 Long run benefit to the organization in the sense that qualitative human resources
can be brought. Placed in the minimum pay scale.
Different kinds of External sources are:

(a) Campus recruitment:

Different types of organizations like industries, business firms, service

organizations, social or religious organizations can get fresh candidates for different
types of jobs from various educational institutions like collages and universities
imparting education in science, commerce, arts, engineering and technology,
agriculture, medicine, management studies etc.,
(b) Private employment agencies/consultants:

Public employment agencies or consultants like ABC consultants in India perform

recruitment functions on behalf of a client company by charging fees. Line managers
are relieved from recruitment functions so that they can concentrate on their
operational activities and recruitment functions are entrusted to a private agency or
consultants.
11
(C) Professional associates;

Professional organizations or associates maintain complete bio-data of their

members and provide the same to various organizations on requisition. They also
act as exchange between their members and recruiting firms in exchanging
information, clarifying doubts etc. organizations find this source more useful to
recruit the experienced and professional employees like executives, managers,
engineers.

MODERN METHODS OF RECRUITMENT:

A number of modem recruitment sources are being used by the corporate sector in
addition to traditional sources. The sources are divided into internal and external
sources.
Internal sources:

(a) Employee referrals:

Present employees are well aware of the qualifications, attitudes, experience and
emotions of their friends and relatives. They are also aware of the job requirements
and organizational culture of their company. As such, they can make preliminary
judgments regarding the match between the job and their friends or relatives. Hence,
the HR Managers of the company depend on the present employees for reference of
the candidates for various jobs. This source reduces the cost and the time required
for recruitment. Further this source enhances the effectiveness of recruitment.
External sources:

(a) Walk in interviews and tests:

The busy and rapidly changing organizations do not find time to perform various
functions of recruitment. Therefore, they advice the potential candidates to attend
for an interview directly and without a prior application on specified date, time and
at a specified place.

12
(b) Consult in:

The busy and dynamic companies encourage the potential job seekers to approach
them personally and consult them regarding the jobs. The companies select the
suitable candidates from among such candidates through the selection process.

(c) E-Recruitment:

The technological revolution in telecommunications helped the organizations to use

Internet as a source of recruitment. Organizations advertise the job vacancies
through the World Wide Web (www). The job seekers send their applications
through e-mail using Internet. Alternatively job seekers place their CV's in the
worldwide web/ Internet, which can be drawn by the prospective employers
depending upon their requirements. For eg: Monsterindia.com, timesjobs.com,
naukri.com, Chckjobs.com

(d) Outsourcing:

Some organizations recently started developing human resources pool by employing

the candidates for them. These organizations do not utilize the human resources
instead they supply HRs to various companies based on their needs on temporary or
ad-hoc basis. Various companies, rather than employing HRs draw HRs from these
organizations on commission basis.

UNDERSTANDING SELECTION PROCESS:

Recruitment function helps the organization to develop a pool of prospective human

resources. It is difficult for the HR manager to employ the suitable people out of the
pool. Infact, many organizations face critical problems in choosing the people.
Selection techniques and methods reduce the complexities in choosing the right
candidates for the job.

After identifying the sources of human resources, searching for prospective

employees and stimulating them to apply for jobs in an Organization, the
management has to perform the function of selecting the right employees at the
13
right time. The obvious guiding policy in selection is the intention to choose the
best qualifies and suitable job candidate for each unfilled job.
The objective of the selection decision is to choose the individual who can most
successfully perform the job from the pool of qualified candidates. The selection
procedure is the system of functions and devices adopted in a given company to
ascertain whether the candidate's specifications are matched with the job
specifications and requirements or not.

The selection process can be successful if the following requirements are satisfied:

 Someone should have the authority to select. This authority comes from the
employment requisition, as developed by an analysis to the workload and work
force.
 There must be some standard of personnel with which a prospective employee
may be compared, i.e. a comprehensive job description and job specification should
be available before hand.
 There must be a sufficient number of applicants from whom the '' required
number of employees may be selected.
Selection of personnel to man the organization is a crucial, complex and
continuing function. The ability of an organization to attain its goal effectively and
to develop in a dynamic environment largely depends upon the effectiveness of its
selection programmer. If the right person is selected, he is valuable asset to the
organization.

SELECTION PROCEDURE:

Selection procedure employs several methods of collecting information about the

candidate's qualifications, experience, physical and mental ability, nature and
behavior, knowledge and aptitude for judging whether a given applicant is suitable
or not for the job. Therefore the selection procedure is not a single act but is
essentially a series of methods or stages by which different types of information can
be secured through various selection techniques. At each step facts may come to
light, which are useful for comparison with the job requirement and employee
specifications.
14
Steps in Scientific Selection Procedure:

 Job analysis

 Recruitment

 Application form

 Written examination

 Preliminary interview

 Business games

 Tests

 Final interview

 Medical examination

 Reference checks

INDETAIL EXPLANATION:

(a) JOB ANALYSIS:

Job analysis is the basis for selecting the right candidates. Every organization should
finalize the job analysis, job. Description, job specification and employee
specifications before proceeding to the next step of selection.

(b) APPLICATION FORM;

Application form is also known as application blank. The techniques of application

blank are traditional and widely accepted for securing information from the
prospective candidates. It can also be used as a device to screen the candidates at the
preliminary level. Many companies formulate their own style of application forms
depending upon the requirement of information based on the size of the company, 15
nature of business activities, type and level of the job etc. Information is generally
required on the following items in the application forms:

 Personal background information

 Educational qualifications

 Work experience

 Salary (drawing and expecting)

 Personal attainments including likes and dislikes

(c) WRITTEN EXAMINATION:

Organizations have to conduct written examination for the qualified candidates after
they are screened on the basis of the application blanks so as to measure the
candidate's ability in arithmetical calculations, to know the candidate's attitude
towards the job, to measure the candidate's aptitude, reasoning, knowledge in
various disciplines, general knowledge and English language

(d) PRELIMINARY INTERVIEW:

The preliminary interview is to solicit necessary information from the prospective

applications and to assess the applicant's suitability to the job. An assistant in the
personnel department may conduct this preliminary interview. The information thus
provided by the candidate may be related to the job or personal specifications
regarding education, experience, salary expectations, attitude towards job, age,
physical appearance and other requirements etc. Thus, preliminary interview is
useful as a process of eliminating the undesirable and unsuitable candidates. If a
candidate satisfies the job requirements regarding most of the areas, he may be
selected for further process. Preliminary interviews are short and known as stand
up interviews or sizing up of the applicants or screening interviews. However,
certain required amount of care is to be taken to ensure that the desirable

16
(H) BUSINESS GAMES:

Business games are widely used as a selection technique for selecting management
trainees, executive trainees and managerial personnel at junior, middle and top
management positions. Business games help to evaluate the applicants in the areas
of decision‐making, identifying the potentialities, handling the situations, problem‐
solving skills, human relations skills etc. participants are placed in a hypothetical
work situation and are required to play the role situations in the game. The
hypothesis is that the most successful candidate in the game will be most successful
one on the job.

(I) TESTS:

Psychological tests play a vital role in employee selection. A psychological test is

essentially an objective and standardized measure of sample of behavior from which
inferences about future behavior and performance of the candidate can be drawn.
Objectivity of tests refers to the validity and reliability of the instruments in
measuring the ability of the individuals. Objectivity provides equal opportunity to all
the job seekers without any discriminating against sex; caste etc. standardization of
test refers to uniformity of procedure in conducting the tests for all the candidates.
Sample behavior refers to the sample of the total behavior of the prospective
employee on the job.

17
Types of Psychological Tests

(I) Aptitude Tests:

(a) Intelligence Test (IQ)

(b) Emotional Quotient

(c) Skill Tests

(d) Mechanical Aptitude

(e) Psychometric Tests

(f) Clerical Aptitude Tests

Type of Test

(ii) Achievement Tests:

(a) Job Knowledge Test

(b) Work Sample Test

(iii) Situational Tests:

(a) Group discussions

(b) In Basket

(iv) Interest Test:

(v) Personality Tests:

(a) Objective Tests

(b) Protective Tests

(vi) Multi-Dimensional esting

18
Types of test:

Tests are classified into six classes; each class is again divided into different types of
tests. They are:
APTITUDE TESTS:

These tests measure whether an individual has the capacity or latent ability to learn a
given job if given adequate training. Aptitudes can be divided into general and
mental ability or intelligence and specific aptitudes such as mechanical, clerical,
manipulative capacity etc. General aptitude test is of two types namely intelligence
quotient (IQ) and emotional quotient (EQ).

Clerical aptitude tests;

These types of tests measure specific capacities involved in office work. Items
of these tests include spelling, computation, comprehension, copying, word
measuring etc.
ACHIEVEMENT TESTS:

These tests are conducted when applicants claim to know something- as these tests
are concerned with what one has accomplished. These tests are more useful to
measure the value of a specific achievement when an organization wishes to employ
experienced candidates. These tests are classified into (a) job knowledge test and (b)
work sample test.
SITUATIONAL TESTS: This test evaluates a candidate's in a similar life situation.
In this test the candidate is asked either to cope with the situation or solve clerical
situations of the job

19
(1) Group discussion (GD) :

This test is administered through the group discussion approach to solve a problem
under which candidates are observed in the areas of initiating, leading, proposing
valuable ideas, conciliating skills, oral communicating skills, coordinating and
concluding skills.

INTEREST TESTS:

These tests are inventories of the likes and dislikes of candidates in relation to work,
job, occupations, hobbies and recreational activities. The purpose of this test is to
find out whether a candidate, is interested or disinterested in the.Job for which he is
a candidate and to find out in which area of the job range/occupation the candidate is
interested. The assumption of this test is that there is a high correlation between the
interest of a candidate in a job and job success. Interest inventories are less faked
and they may not fluctuate after the age of 30.

MULTI-DIMENSIONAL TESTING:

However, the need for multi-skills is being felt be most of the companies consequent
upon globalization, competitiveness and the consequent customer-centered
strategies. Organization have to develop multidimensional testing in order to find
out whether the candidates possess a variety of skills or not, candidate's ability to
integrate the multi-skills and potentiality to apply them based on situational and
functional requirement.

PRELIMINARY INTERVIEW:

(1) Informal interview:

This is the interview, which can be conducted at any place by the person to secure
the basic and non-job related information. The interaction between the candidate and
the personnel manager when the former meets the latter to enquire about the
vacancies or additional particulars in connection with the employment advertisement 20
is an example of the informal interview.
Unstructured interview:

In this interview, the candidate is given the freedom to tell about himself by
revealing his knowledge on various items/areas, his background, expectations,
interest etc. Similarly, the interviewer also provides information on various items
required by the candidate.

CORE INTERVIEW:

It is normally the interaction between the candidates and the line executive

Or experts on various areas of job knowledge, skill, talent etc. This interview

May take various forms like:

(1) Back ground information interview:

This interview is intended to collect the information, which is not available inThe
application blank and to check that information provided in theApplication blank
regarding education, place of domicile, family, health, interest, hobbies, likes,
dislikes and extracurricular activities of the applicant.

(2) Job and probing interview:

This interview aims at testing the candidate's job knowledge about duties, activities,
methods of doing the job, critical/problematic areas, methods of handling those areas
etc.

(3) Stress interview

This interview aims at testing the candidate's job behavior and level of
understanding during the period of stress and strain. The interviewer tests candidate
21
by putting him under stress and strain by interrupting the applicant from: areas,
keeping silent for unduly long periods after he has finished speaking etc.
 Group discussion interview;

There are 2 methods of conducting group discussion interviews, viz. group interview
method and discussion interview method. All the candidates are brought into one
room and are interviewed one by one under group interview. This method helps a
busy executive to save valuable time and gives a fair account of the objectivity of
the interview to the candidates.

(4) Formal and structured interview:

In this type of interview, all the formalities, procedures like fixing the value, time,
panel of interviewers, opening and closing, intimating the candidates officially etc.
are strictly followed in arranging and conducting interview. The course of the
interview is preplanned and structured, in advance, depending on job requirements

(5) Panel interview:

A panel of experts interviews each candidate, judges his performance individually

and prepares consolidated judgment. This type of interview is known as panel
interview. Interviewers for middle level and senior level managers are normally
conducted are the panel of experts.

DECISION-MAKING INTERVIEW:

After the experts including the line managers of the organization in the core areas of
the job examine the candidates, the head of the department/section concerned
interviews the candidates once again, mostly through informal discussion. The
interviewer examines the interest of the candidate in the job, organization,
reaction/adaptability to the working conditions, career planning, promotional
opportunities, work adjustment and allotment etc. The personnel manger also
interviews the candidates with a view to find out his reaction/acceptance regarding
salary, allowances, benefits, promotions, opportunities etc.

22
(K) MEDICAL EXAMINATION:

Certain jobs require certain physical qualities like clear, vision, perfect hearing
unusual stamina; tolerance of hardworking conditions, clear tone etc. Medical
examination reveals whether or not a candidate possesses these qualities. Medical
examination can give the following information:

 Whether the applicant is medically suited for the specific job

 Whether the applicant has health problems or psychological attitudes likely to

interfere with work efficiency or future attendance.

(L) REFERENCE CHECKS:

After completion of the final interview and medical examination, the personnel
department will engage in checking references. Candidates are required to give the
names of references in their application forms. These references may be from the
individuals who are familiar with the candidate's academic achievement or form the
applicant's previous employer, who is well versed with the applicant's job
performance, and sometimes from co-workers.

(M) FINAL DECISION BY THE LINE MANAGER:

The line manager concerned has to make the final decision whether to select or
reject a candidate after soliciting the required information through techniques
discussed earlier. The line manager has to take much care in taking the final decision
not only because of economic implications but also because of behavioral and social
implications. A careless decision of rejecting would impair the morale of the people
and they would suspect the selection procedure and the basis of selection of this
organization. A true understanding between line managers and personnel managers
should be established to take proper decisions. 23
(N) JOB OFFER:

Thus, after taking the final decision, the organization has to intimate this decision to
the successful as well as unsuccessful candidates. The organization offers the job to
the successful candidates either immediately or after some time depending upon its
time schedule. The candidate after receiving job offer communicates his acceptance
to the offer or requests the company to modify the terms and conditions of
employment or rejects the offer.

(O) EMPLOYMENT:

The company may modify the terms and conditions of employment as requested by
the candidate. However the alteration is purely depends on the sole discretion of the
Management / company. The company employs those candidates who accept the job
offer with or without modification of terms and conditions of employment and place
them on the job.

With the employment of the candidate the recruitment and selection process is
completed.

NEED OF STUDY:

The purpose of study is to learn the practical applicability of the theoretical

knowledge gained about recruitment and selection process.

 To gain knowledge about, the process of recruitment and selection in

LAKSHMI HYUNDAI.
 To know the effectiveness or ineffectiveness of the process of recruitment and
selection in LAKSHMI HYUNDAI
24
Objective of the study

The purpose of the study is to learn the practical applicability of the

theoretical knowledge gained about recruitment and selection process.

 To gain knowledge about the process of recruitment and selection

 To know the effectiveness or ineffectiveness of the process of recruitment and

selection

 To provide suggestions if any, for having an effective recruitment and selection

process

 To prepare the employees to move higher in their jobs.

 To impart new entrants with basic HRD skills and knowledge.

 To develop the potentialities of the employees for the next level job.

SCOPE OF THE STUDY:

The study covers LAKSHMI HYUNDAI in Hyderabad consisting of 100

employees. This study covers all aspects of training and development programs in
LAKSHMI HYUNDAI .This study cover the New Entrant Manager response
towards the recruitment and selection programs in the organization.

HRM plays a large part in determining the effectiveness and efficiency of the
establishment. Increase in productivity is possible only when there is an increase in
quantity of output. It applies not only to new employees. It can help employees and
25
employers to increase their level of performance and to develop skills, knowledge
on their present job assignments to organization.
PERIOD OF THE STUDY:

Since so many years Lakshmi hundai Hyderabad has been following

the same procedure of appraisals for their executives and employees and for the
study of my project last on-year data has collected on Selection process.

LIMITATIONS OF THE STUDY:

By giving employees information, resources and training and by following with

measurements and reinforcement, Human Resources can create an empowered
environment. But Empowerment should be continuous process like quality
improvement and it is like a race without a finish line. Those companies that take the
first step by creating an environment conductive to empowerment will be at the head
of the pack

 As the period of study is limited for 45 days the data collected is very limited.
 The entire staff would not be taken for the purpose of the study.
 The information provided was not totally accurate. Biased answers were given.
 Due to time constraints, data is collected from limited number of employees of
the Company.
 As the data is collected in the working hours of the employees, they are busy
they could not give the complete response.
 Unable to obtain proper feed back because of the limited time period & busy
schedule of the employees.

26
 CHAPTER -2
RESEARCH METHODOLOGY

27
 RESEARCH METHODOLOGY:

Definition of Research
Research is an organized and systematic way of finding answers to questions.

SYSTEMATIC because there is a definite set of procedures and steps which you will
follow. There are certain things in the research process which are always done in order
to get the most accurate results.

ORGANIZED because there is a structure or method in going about the research. It is a

planned procedure, not a spontaneous one. It is focused and limited to a specific scope.

FINDING ANSWERS is the end of all research. Whether it is the answer to a

hypothesis or even a simple question, research is successful when we find answers.
Sometimes the answer is no, but it is still an answer.

QUESTIONS are central to research. If there is no question, then the answer is of no

use. Research is focused on relevant, useful, and important questions. Without a
question, research has no focus, drive, or purpose.

THE OBJECTIVES OF RESEARCH

 To gain familiarity with a phenomenon or to achieve new insights into it –
Exploratory or Formulative Research.

 To portray accurately the characteristics of a particular individual, situation or a

group

– Descriptive Research.

 To determine the frequency with which something occurs or with which it is

associated with something else – Diagnostic Research. 28

 To test a hypothesis of a causal relationship between variables – Hypothesis-Testing

 Research.

CHARACTERISTICS OF RESEARCH

 Research is directed towards the solution of a problem.

 Research is based upon observable experience or empirical evidence.

 Research demands accurate observation and description.

 Research involves gathering new data from primary sources or using existing data
for a new purpose.

 Research activities are characterized by carefully designed procedures.

 Research requires expertise i.e., skill necessary to carryout investigation, search

the related literature and to understand and analyze the data gathered.

 Research is objective and logical – applying every possible test to validate the data
collected and conclusions reached.
 Research involves the quest for answers to unsolved problems.

 Research requires courage.

 Research is characterized by patient and unhurried activity.

 Research is carefully recorded and reported.

29
RESEARCH DESIGN

Research design can be thought of as the structure of research -- it is the "glue" that
holds all of the elements in a research project together. The elements of a research
design include:

 Observations or Measures: These are symbolized by an 'O' in design notation. An

O can refer to a single measure (e.g., a measure of body weight), a single instrument
with multiple items (e.g., a 10-item self-esteem scale), a complex multi-part instrument
(e.g., a survey), or a whole battery of tests or measures given out on one occasion. If
you need to
Distinguish among specific measures, you can use subscripts with the O, as in O1, O2,
and so on.

 Treatments or Programs: These are symbolized with an 'X' in design notations.

The X can refer to a simple intervention (e.g., a one-time surgical technique) or to a
complex hodgepodge program (e.g., an employment training program). Usually, a no-
treatment control or comparison group has no symbol for the treatment (some
researchers use X+ and X- to indicate the treatment and control respectively). As with
observations, you can use subscripts to distinguish different programs or program
variations.

 Groups: Each group in a design is given its own line in the design structure. if the
design notation has three lines, there are three groups in the design.

 Assignment to Group: Assignment to group is designated by a letter at the

beginning of each line (i.e., group) that describes how the group was assigned. The
major types of assignment are:
 R = random assignment

 N = nonequivalent groups

 C = assignment by cutoff 30

 Time: Time moves from left to right. Elements that are listed on the left occur
before elements that are listed on the right.

Steps in the Research Design Process

The steps in the design process interact and often occur simultaneously. For example,
the design of a measurement instrument is influenced by the type of analysis that will
be conducted. However, the type of analysis is also influenced by the specific
characteristics of the measurement instrument.

Step 1: Define the Research Problem: Problem definition is the most critical part of
the research process. Research problem definition involves specifying the information
needed by

Management. Unless the problem is properly defined, the information produced by the
research process is unlikely to have any value. The basis goal of problem clarification
is to ensure that the decision maker‟s initial description of the management decision is
accurate and reflects the appropriate area of concern for research. If the wrong
management problem is translated into a research problem, the probability of providing
management with useful information is low.

Step 2: Estimate the Value of the Information: A decision maker normally

approaches a problem with some information. If the problem is, say, whether a new
product should be introduced, enough information will normally have been
accumulated through past experience with other decisions concerning the introduction
of new products and from various other sources to allow some preliminary judgments
to be formed about the desirability of introducing the product in question. There will
rarely be sufficient confidence in these judgments that additional information relevant
to the decision would not be accepted if it were available without cost or delay. There
might be enough confidence, however, that there would be an unwillingness to pay
very much or wait very long for the added information.

Step 3: Select the Data Collection Approach: There are three basic data collection
approaches in marketing research: (1) secondary data, (2) survey data, and (3)
31
experimental data. Secondary data were collected for some purpose other than helping
to solve the current problem, whereas primary data are collected expressly to help solve
the problem at hand.

Step 4: Select the Measurement Technique: There are four basic measurement
techniques used in marketing research: (1) questionnaires, (2) attitude scales, (3)
observation, and (4) depth interviews and projective techniques.

Primary Measurement Techniques

I. Questionnaire – a formalized instrument for asking information directly from a

respondent concerning behavior, demographic characteristics, level of knowledge,
and/or attitudes, beliefs, and feelings.

II. Attitude Scales – a formalized instrument for eliciting self-reports of beliefs and
feelings concerning an object(s).

A. Rating Scales – require the respondent to place the object being rated at some point
along a numerically valued continuum or in one of a numerically ordered series of
categories.

B. Composite Scales – require the respondents to express a degree of belief

concerning various attributes of the object such that the attitude can be inferred from
the pattern of responses.

C. Conjoint analysis – derive the value an individual assigns to various attributes of a

product.

I. Observation – the direct examination of behavior, the results of behavior, or

physiological changes.

II. Projective Techniques and Depth Interview – designed to gather information that
respondents are either unable or unwilling to provide in response to direct questioning.

A. Projective Techniques – allow respondents to project or express their own feelings

32
as a characteristic of someone or something else.
B. Depth Interviews – allow individuals to express themselves without any fear of
disapproval, dispute, or advice from the interviewer.

Step 5: Select the Sample: Most marketing studies involve a sample or subgroup of
the total population relevant to the problem, rather than a census of the entire group.

Step 6: Select the Model of Analysis: It is imperative that the researcher select the
analytic techniques prior to collecting the data. Once the analytic techniques are
selected, the researcher should generate fictional responses (dummy data) to the
measurement instrument.

Step 7: Prepare the Research Proposal / Report: The research design process
provides the researcher with a blueprint, or guide, for conducting and controlling the
research project.

33
 CHAPTER-3
REVIEW OF LITERATURE

34
Modes of Discrimination in the Recruitment Process: Formalisation, Fairness
and Efficiency by Nick Jewson , David Mason

Equal opportunities policies, and other programmes for the elimination of racial and
sexual discrimination at work, frequently place great store by the formalisation of
the recruitment process. This article suggests that such recommendations fail to take
account of the nature of recruitment to most occupations. This point is developed
by the presentation of both a typology of modes of discrimination in the recruitment
process and an empirical case study.

Gender and Recruitment: People and Places in the Labour Market by Margaret
M. Curran

This paper provides an account of the processes by which people were recruited to
particular places in the labour market, and explores the implications of this account
for conceptualisations of recruitment and of gender divisions in employment. On the
basis of a survey of recruitment to 101 retail and clerical job vacancies in the North
East of England, it is argued that the social and
`tacit' skills required in the performance of such jobs are so inextricably linked with,
and embedded in, gender that the jobs themselves may be seen as gendered. Gender
itself thus has a direct influence on the separation of `men's jobs' and `women's jobs',
which is distinct from the indirect effects of domestic responsibilities and the sexual
division of labour in households.

STRUCTURED INTERVIEWS by Terpstra, D. E., Mohamed, A. A., & Kethley,

R. B. (1999) This guide is not intended to be exhaustive of the possible approaches
to developing a structured interview, but to provide one effective method.
Additional information on assessment methods is available in OPM’s online
Personnel Assessment and Selection Resource Center. Please see also The Uniform
35
Guidelines on Employee Selection Procedures and the Delegated Examining
Operations Handbook.
The Influence of Perceived Interviewer and Job and Organizational
Characteristics on Applicant Attraction and Job Choice Intentions: The
role of applicant anxiety
by Sally A. Carless and Amantha Imber ,Article first published online: 31 Oct, 2007.
This study examined whether interviewer characteristics have a direct influence on
applicant attraction and job choice intentions, an indirect influence via job and
organizational characteristics, and direct influence on applicant anxiety. A sample of
graduate applicants (was surveyed before a selection interview and after the
employment interview Structural equation modeling was used to examine the
hypothesized model. The results showed that interviewer characteristics (warmth,
unfriendliness, job knowledge, general competence and humor) had both a direct
and indirect effect on applicant attraction and job choice intentions. In addition,
interviewer characteristics had a significant positive impact on applicant anxiety.
Theoretical and practical implications of the findings are discussed.

Applicant Attraction to Organizations and Job Choice: A Meta-Analytic

Review of the Correlates of Recruiting Outcomes by Chapman, Derek S.;
Uggerslev, Krista L.; Carroll, Sarah A.; Piasentin, Kelly A.; Jones, David A.Journal
of Applied Psychology, Vol 90(5), Sep 2005, 928-944.

Attracting high-performing applicants is a critical component of personnel selection

and overall organizational success. In this study, the authors meta-analyzed 667
coefficients from 71 studies examining relationships between various predictors with
job-organization attraction, job pursuit intentions, acceptance intentions, and job
choice. The moderating effects of applicant gender, race, and applicant versus
nonapplicant status were also examined. Results showed that applicant attraction
outcomes were predicted by job-organization characteristics, recruiter behaviors,
perceptions of the recruiting process, perceived fit, and hiring expectancies, but not
recruiter demographics or perceived alternatives. Path analyses showed that
applicant attitudes and intentions mediated the predictor-job choice relationships.
The authors discuss the implications of these findings for recruiting theory, 36
research, and practice. (PsycINFO Database Record (c) 2012 APA, all rights
reserved)

37
The differential effect of organizational induction process on early work
role adjustment by Jan Zahhly and Henry Tosi ,Article first published online:
20 Nov, 2006.
Early work role adjustment is hypothesized to be a function of previous work
experiences, early organizational experiences, and personality differences. Formal
collective induction into an organization was compared with informal individual
induction. Induction mode was the dominant variable which predicted adjustment
four months after employment. Formal collective induction contributed to higher job
satisfaction and lower work/family conflict. The mode of induction did not affect
team cohesion, role conflict, role ambiguity, or perceived worker influence in the
workplace. Self-monitoring, a personality variable, contributed to the prediction of
work/family conflict. Inducation mode did not interact with other independent
variables in predicting job satisfaction or work/family conflict.

Recruitment and Selection – the Great Neglected Topic by Ewart Keep and Susan
James
The purpose of this paper is to provide an overview of the literature on recruitment
and selection (R&S) and to link what these different bodies of research reveal in
termsof the relationship between employee selection and different strands of
education andtraining policy and practice. The intention of the paper is not to offer a
comprehensiveliterature review, but to act as a catalyst for trying to understand R&S
as a process, rather than as a series of atomised strategies; and also to begin to move
thinking forward on this important but neglected topic. In particular, the aim is to
learn how far R&S impinges and impacts on general education and training policy
debates

38
Automobile industry in India

The automobile industry in India is the ninth largest in the world with an annual
production of over 2.3 million units in 2008 In 2009, India emerged as Asia's fourth
largest exporter of automobiles, behind Japan, South Korea and Thailand.

Following economic liberalization in India in 1991, the Indian automotive industry

has demonstrated sustained growth as a result of increased competitiveness and
relaxed restrictions. Several Indian automobile manufacturers such as Tata Motors,
Maruti Suzuki and Mahindra and Mahindra, expanded their domestic and
international operations. India's robust economic growth led to the further expansion
of its domestic automobile market which attracted significant India- specific
investment by multinational automobile manufacturers. In February 2009, monthly
sales of passenger cars in India exceeded 100,000 units.

Bryonic automotive industry emerged in India in the 1940s. Following the

independence, in 1947, the Government of India and the private sector launched
efforts to create an automotive component manufacturing industry to supply to the
automobile industry. However, the growth was relatively slow in the 1950s and
1960s due to nationalization and the license raj which hampered the Indian private
sector. After 1970, the automotive industry started to grow, but the growth was
mainly driven by tractors, commercial vehicles and scooters. Cars were still a major
luxury. Japanese manufacturers entered the Indian market ultimately leading to the
establishment of Maruti Udyog. A number of foreign firms initiated joint ventures
with Indian companies.

In the 1980s, a number of Japanese manufacturers launched joint-ventures for

building motorcycles and light commercial-vehicles. It was at this time that the
Indian government chose Suzuki for its joint-venture to manufacture small cars.
39
Following the economic liberalization in 1991 and the gradual weakening of the
license raj, a number of Indian and multi-national car companies launched
operations. Since then, automotive component and automobile manufacturing
growth has accelerated to meet domestic and export demands.

Exports

India has emerged as one of the world's largest manufacturers of small cars.
According to New York Times, India's strong engineering base and expertise in the
manufacturing of low-cost, fuel- efficient cars has resulted in the expansion of
manufacturing facilities of several automobile companies like Hyundai Motors,
Nissan, Toyota, Volkswagen and Suzuki.

In 2008, Hyundai Motors alone exported 240,000 cars made in India. Nissan
Motors plans to export 250,000 vehicles manufactured in its India plant by 2011.
Similarly, General Motors announced its plans to export about 50,000 cars
manufactured in India by 2011.

In September 2009, Ford Motors announced its plans to setup a plant in India with
an annual capacity of 250,000 cars for US$500 million. The cars will be
manufactured both for the Indian market and for export. The company said that the
plant was a part of its plan to make India the hub for its global production
business. Fiat Motors also announced that it would source more than US$1 billion
worth auto components from India. According to Bloomberg L.P., in 2009 India
surpassed China as Asia's fourth largest exporter of cars.

Indian automobile companies

Notable Indian automobile manufacturers

 Ashok Leyland
 Chinkara Motors: Beachster, Hammer, Roadster 1.8S, Rockster, Jeepster, Sailster.
 Force Motors
 Hindustan Motors: Ambassador.
40
 Mahindra: Major, Xylo, Scorpio.
 Maruti Suzuki: 800, Alto, WagonR, Estilo, AStar, Ritz, Swift, Swift DZire,
SX4, Omni, Versa, Gypsy
 Premier: Sigma, Roadster, RiO.
 San Motors: Storm
 Tata Motors: Nano, Indica, Indigo, Sumo, Safari, TL.Aria

Electric car companies in India

 Ajanta Group
 Mahindra
 Hero Electric REVA
 Tara International
 Tata Motors

Notable Multi-national automobile manufacturers

Locally manufactured Automobiles of Multi-national Companies

 Audi: A4, A6.

 BMW: 3 Series, 5 Series.

 Chevrolet: Spark, Beat, Aveo U-VA, Aveo, Optra, Cruze, Tavera.

 Fiat: Palio, Grande Punto, Linea.

 Ford: Ikon, Fiesta, Fusion, Endeavour, Figo

 Honda: Jazz, City, Civic, Accord.

 Hyundai: Santro, i10, Getz, i20, Accent, Verna, Hyundai , Sonata.

 Mercedes-Benz: C-Class, E-Class

 Mitsubishi: Lancer, Lancer Cedia. 41

 Nissan: Micra
 Renault: Logan

 Škoda: Fabia, Octavia, Laura.

 Toyota: Corolla, Innova, Fortuner

 Volkswagen: Jetta, Passat, Polo.

Cars sold in India as CBU (Completely Built Units)

 Audi: A8, TT, R8, Q5, Q7.

 Bentley: Arnage, Azure, Brooklands, Continental GT, Continental
Flying Spur, Mulsanne.
 BMW: 6 Series, 7 Series, X3, X5, X6, M3, M5, M6 and Z4.
 Chevrolet: Captiva
 Fiat: Nuova 500.
 Honda: Civic Hybrid, CR-V.
 Hyundai: Santa Fe.
 Jaguar: XF, XJ, XK.
 Lamborghini: Gallardo, Murciélago.
 Land Rover: Range Rover, Range Rover Sport, Discovery 4, Freelander 2.
 Maybach: 57 and 62.
 Mercedes-Benz: CL-Class, CLS-Class, S-Class, SL-Class, SLK-Class, M-Class,
Viano.
 Mitsubishi: Pajero, Montero, Outlander.
 Nissan: Teana, X-Trail, 307Z.
 Porsche: 911, Boxter, Panamera, Cayman, Cayenne.
 Rolls Royce: Ghost, Phantom, Phantom Coupé, Phantom Drophead Coupé.
 Škoda: Superb.
 Suzuki: Grand Vitara.
 Toyota: Camry, Land Cruiser, Land Cruiser Prado, Prius.
 Volkswagen: Beetle, Touareg.
 Volvo: S80, XC90.

HISTORY:
The Company is an authorized Dealer of Hyundai Motors India Limited (HMIL) for
42
sale of its entire range of motor vehicles. It is also authorized to service & repair of
all Hyundai cars and also deals in spare parts of Hyundai cars.
Lakshmi Hyundai was established in the year 1998 in Himayathnagar with the
launch of Hyundai’s first car in India- the evergreen SANTRO. The entire business
is managed under the able leadership and guidance of the managing Director Shri
K.Rama Mohana Rao.
Soon after the Himayathnagar showroom, came up the ‘state-of-art service facilities
at Kukatpally, Banjarahills and L.B.Nagar. These service centers are well equipped
to cater to the needs of valued customers. The management left no stone unturned to
review, research and implement the latest of technologies and methodologies to
improve on the sales, service on the customer satisfaction. Continuous up gradation
of the facilities at the sales and service outlets and adding to the service agenda
each time, add been sales graph go high by the yea
AWARDS:

2012 Awards

 Verna gets the 'Sedan Of The Year 2011' Golden Steering Award
 HMIL gets the 'Automotive Company Of the Year 2011' Golden Steering Award
 Eon gets the 'Entry-Level Hatchback Of The Year' at ET Zigwheels Awards 2011
 HMIL gets the 'Best Car Manufacturer 2012' award by Motor Vikatan magazine

The awards received for “Best in sales” in south region, “Best in finance”, “Top
performer” in 2005 and their technicians being awarded with a Gold Medal for
standing No.1 in the world at World skill Olympics held at Korea-stand testimony to
the recognition that received at the global level.

According to the popular belief, a customer walking into LAKSHMI HYUNDAI is

treated like an asset. His/her needs are assessed in the first stage and the customer is
educated subsequently about the product line, service range, allied services, etc.,
ample information and time is given to the prospective buyer to make up his/her
mind on which car to buy.

Totally focused customer centric approach, unparalleled service motto, top-end

facilities, bouquet of allied services, solid after sales backup, quality assurance, 43
unconditional warranty promise and desire to excel through service are some of the
threads which blend in effectively to give birth to the fabric called LAKSHMI
HYUNDAI LAKSHMI HYUNDAI’s success is just beginning and more to expect
spectacular chapters in the preamble “Winning Edges”.

LAKSHMI HYUNDAI MAN POWER:

Department Own Contract Total

Sales 57 0 57
Service 126 49 175
Spaces 15 0 15
Finance & 98 0 98
HR/Administration
Total 296 49 345

44
RECRUITMENT PROCESS AT LAKSHMI HYUNDAI

The recruitment process

involves both internal and external methods. Internal
methods

Namely are employee referrals, promotions, intercompany transfers.

Employee referrals;

This is the most common method of recruitment used by the organization. Last year
the organization recruited 16 employees by employee referrals.
Promotions

Posts falling vacant due to be filled will be notified within the division/office, giving
educational qualifications and experience laid down for the post and the extent to
which these will be relaxed for promotion and inviting applications from eligible
employees in lower group, who have rendered the requisite qualifying service and
who have requisite higher post.

External methods of recruitment followed by the organization are employment

exchange, paper advertisements and campus recruitment. .
Employment Exchange: All vacancies are to be notified to the Local Employment
Exchange. If employment exchanges are unable to sponsor the suitable candidates
within the prescribed time limits, the vacancies may be advertised in the press on a
local/regional advertisement the vacancies may be advertised on India Basis. A
minimum of two weeks’ notice is to given to the Local Employment Exchange for
sponsoring suitable candidates.

Paper advertisements:

Of the external methods this method is mostly adopted by the organization. This
method of recruitment involves advertising the requirements of personnel in two of
the leading newspapers one being in English language and other being in regional
language. For recruitments in Hyderabad, Eenadu and Deccan Chronicle are the
45
two leading newspapers that the requirement of personnel is advertised.
 SELECTION PROCESS AT LAKSHMI HYUNDAI:

After the recruitment process next step is the selection process in employing a
suitable candidate into the organization. At Hindustan Aeronautics Limited the
selection process mainly includes test/interviews. If a candidate passes through the
different rounds of interviews/test then he is employed into the organization. The
Personnel Department of each division or the corporate office will screen the
applications received and categorize them to those that satisfy prescribed minimum
educational qualification and experience and those do not .

Personal Manager Interview:

This is the first round of interview for the candidate. The Personal manager checks
the knowledge of the candidate in the applied field along with his positive attitude,
communication skills and so on. On personal dissatisfaction the manager can call the
candidate for another round of interview. He prepares an evaluation report on the
candidates' performance in the interview.

Board Directors Interview:

After the personal manager interview, the next in line is the Board Directors
Interview. There are 4 directors who take the seat of interviewer. Questions about
family background, health details, academic performance and activities, likes and
dislikes, attitudes and capabilities etc. are all questioned. The interview conducted
by the Board directors can take any shape from stress interview to formal or
informal interview depending on the kind of department they are being recruited for.
All the directors prepare an evaluation report individually on the candidates
performance in relation to personality, intelligence, attitudes, skills and knowledge
and so on. .

46
Verification of Date of Birth, Character and Antecedents

The secondary school certificate is the accepted document required for verification
of date of birth. However, if this document is not available, the candidate should
produce a RESUME. In that he/she mention all study details of them.

APPOINTMENT OF SELECTED CANIDIDATES

Candidates who are selected for appointment to post will be issued with a letter
proposing to offer the post or offering the post. If they accept appointment offer
they are to be reply in the form.

SALES PERFORMANCE

Current 2004 2005 2006 2007 2008 2009 2010 2011

year
Compact 523 833 950 1280 1607 2164 3388 3698
Mid, 215 380 356 528 605 822 880 910
Exec,&
Premium
Total 738 1213 1306 1818 2212 2986 4268 4608
Table 1

4500
4000
3500 Compact
3000
2500 Mid, Exec,&
2000 Premium
1500 Total
1000
500
0
2006 2008 2009 2010 2011
2005 2007

Graph 1

47
 SERVICE PEFORMANCE

Table Current year 2005 2006 2007 2008 2009 2010 2011
2
Turnover in US $(000) 12.8 231.4 382.2 440.2 440.4 845.5 1150.8

No. of vehicle 4.4 7.9 11.0 13.5 18.1 29.1 40.0

serviced(000)
1400
1200
1000
800 Turn over in US
600 $(000)
400 No. of vehicle serviced(000)
200
0

2005 2006 2007 2008 2009 2010 2011

Graph 2

48
 PARTS AND ACCESSORIES PERFORMANCE

Current 2005 2006 2007 2008 2009 2010 2011

Year

Turn 111.1 216.2 326.0 463.8 499.8 793.8 1510.9

over

Table 3

Turn over

2000

1500

1000 Turn over

500

0
2005 2006 2007 2008 2009 2010 2011

Graph 3

49
 SALES TEAM PERFORMANCE BONUS POINTS
Universal Factors Sub-Factors No. of Points Total
points
Job Knowledge & Product Information 100
Judgment
Communication Skills 75
GDMS Up gradation 100 350
Accessories Selling Skills 25
Finance Dealing Skills 50

Sales Personality Presentation Skills 50

Confidence Level 50
Voice & Body Culture 100 300
Appearance 50
Selling Skills 50

Code Of Conduct Time Management 50

Obeying Orders 100
Alertness 75 350
Company Dress 50
Attendance Record 75

50
Hyundai Motor India Foundation (HMIF)

HMIF was formed in the year 2006 with the purpose of 'giving back' to society
and to initiate Corporate Social Responsibility (CSR) activities in the areas of
health care, educational and vocational training, environment, road safety, art,
science, technology, etc. HMIF gets its direct funding from HMIL's earnings as it
contributes Rs.100 for every car sold in the Indian market to enable HMIF to carry
out its social activities.

Happy Move

Hyundai Motor India Foundation (HMIF), as part of its Corporate Social

Responsibility program recently organises the 'Happy Move Global Youth
Volunteers camp'. As part of the initiative, students from India and Korea are work
together towards a common cause of community development. The activities in the
camp are focused on education and renovation activities. The 'Happy Move Global
Youth Volunteers Camp' is also supported by Field Services and Intercultural
Learning (FSL), an Indian NGO India, and International Workcamp Organisation
(IWO), an NGO from Korea.

Hyundai Traffic Squad

Students Traffic Volunteer Scholarship Scheme is an initiative by HMIF to sponsor

the 'economically backward' college students and also help in managing traffic
better. A group of carefully chosen students, after proper training by the local traffic
police, work as traffic marshals at busy intersections in conjunction with the traffic
police to control and manage traffic. The students are paid a stipend for their efforts
and this scheme is successfully running in the cities of New Delhi, Chennai and
Kolkata. HMIL will further expand the scheme to other cities of India

51
Educational and Vocational Training Program

HMIL, under the aegis of HMIF is committed to the task of improving conditions in
local schools around Sriperumbudur as well as nationally. At regular intervals it
donates chairs, tables, computers to the schools to create a better environment for
educating children. Till date, over 20,000 school students have benefited through
this program. HMIF has adopted ITI's in Assam and Ulundurpet to equip them with
latest infrastructure facilities and also provides employment opportunities to
students who graduate from here.

Medical Camps for Neighbourhoods

HMIF conducts a number of free Medical Camps. Apart from this, the Foundation
has also entered into an agreement with Sri Ramachandra Medical University for
operating a Mobile Health Clinic in villages between Poonamalee and
Kanchipuram. The mobile clinic will have a Medical Officer, Pharmacist, Nurse,
Attendant and maintain a regular supply of medicines. The van has a Satellite link
which enables it to be in direct contact with the hospital and get assistance and
advice even in the remotest of villages.

Hyundai Driving School

As part of skill development, driving school was started by HMIF to train

unemployed youth in Kancheepuram & Thiruvallur Dist.Three batches (100) had
been trained during 2009 and this will be an ongoing programme.

52
Hyundai Corporate Philosophy

53
The 5 core values we have defined as part of our new corporate philosophy are
tents that have existed in us throughout our history, and are principles that all
employees promise to further foster in our organization.

54
55
Problem with the confidential information.

56
 How do you find the recruitment process in Lakshmi Hyundai?
(a) Excellent (b) very good
(c) Good (d) Average.

Gr Percen No of
oup tage Responden
(%) ts
Ex 2 1
cell 0 0
ent %
Ver 10 % 5
y
goo
d
Go 60% 30
od
Av 10% 5
era
ge
Tot 1 5
al 0 0
0

Analysis:
20% of the employees feel that the recruitment process is excellent in Lakshmi
Hyundai solutions. 70% of employees feel that the recruitment process is good,
and 10% feel that the recruitment process is average.

Interpretation: The above data shows that the recruitment process is good.

Recruitment Process

35
30
25
20
15
10
5
0
57

Excellent Very good Good Average

Fitness test is necessary for all the employees at regular intervals?
(a)Strongly agree (b) Agree
(c) Disagree (d) strongly disagrees.

Group Perc No of
enta Respon
ge dents
(%)
Strongly 6 3
agree 0 0
%
Agree 30 1
% 5
Disagre 8 4
e %
Strongly 2 1
disagree %
Total 1 5
0 0
0

Analysis:
90% of the employees agree that fitness test is necessary for all the
employees at regular intervals. 10% of employees disagree that fitness test
is necessary.

Interpretation: The above data shows that fitness test is necessary for the
employees.

Fitness test
35
30
25
20
15
10
5
0

Strongly agree Agree Disagree Strongly

disagree
58
 The screening process of candidates is very impressive?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagrees.

Group Perc No of
enta Respond
ge ents
(%)
Strongly 3 1
agree 0 5
%
Agree 60% 3
0
Disagree 6 3
%
Strongly 4 2
disagree %
Total 1 5
0 0
0

Analysis:
90% of the employees agree that screening process of candidates is very impressive
and 10% of employees disagree that screening process of candidates is impressive.

Interpretation: The above data shows that screening process is impressive in Lakshmi
Hyundai

Screening Process of Candidates

35
30
25
20
15
10
5
0

Strongly Agree Disagree Strongly

agree disagree

59
The general intelligence level of each individual during selection is tested? (a)Yes
(b) No.

P No
e of
G
r
r Res
c
o pon
e
u dent
n
p s
t
a
g
e
(
%
)
Y 80 40
e %
s
N 20 10
o %
T 10 50
o 0
t
a
l

Analysis:
80% of the employees agree that the general intelligence is tested during
selection and 20% of the employees disagree that the general intelligence is
tested during selection.

Interpretation: The above data shows that the general intelligence of the
individual is tested during selection process.

Intelligence level of testing

45
40 60
35
30
25
20
15
10
5
0
Yes No

61
Internal employees are given more preference for referring candidates?
(a)Yes (b) No

P No
e of
G
r
r Res
c
o pon
e
u dent
n
p s
t
a
g
e
(
%
)
Y 2 10
e 0
s %
N 8 40
o 0
%
T 1 50
o 0
t 0
a
l
Analysis:

20% of employees say that they are given preference for referring the
candidates and 80% of employees say that they are not given preference for
referring the candidates.

Interpretation: The above data shows that the employees are given less
preference for referring the candidates

Referring Candidates

45 62
40
35
30
25
20
15
10
5
 Yes No

The recruitment process helps to maintain adequate manpower to fill up the vacancies?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagree

Group Perce No of
ntage Responde
(%) nts
Strongly 4 2
agree 0 0
%
Agree 50% 2
5
Disagree 8 4
%
Strongly 2 1
disagree %
Total 1 5
0 0
0

Analysis:
90% of the employees agree that the recruitment process helps to maintain
adequate manpower and 10% of the employees disagree that the recruitment
process helps to maintain adequate manpower.
Interpretation: The above data shows that the recruitment process helps to
maintain adequate manpower.

Adequate manpower
30
25
20
15
10
5
0

Strongly agree Agree Disagree Strongly disagree

63
(6) Interviews are conducted by a group of people from different
departments? (a)Yes (b) No

No
of
G Perce
r ntage Res
o (%) pon
u dent
p s
Y 96% 48
e
s
N 4% 2
o
T 100 50
o
t
a
l

Analysis:
96% of the employees say that interview is conducted by group of employees from
different departments and 4% of the employees say that interview is not conducted
by group of employees from different departments.
Interpretation: The above data shows that the interviews are
conducted by group of employees from different departments

People from different department

60

50

40

30
No of Respondents
20

10

0
64
Yes No
 Do you agree that a good recruitment policy plays a key factor in the working of an
organization?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagree
Group Percenta No of
ge (%) Respondents
Strongly 6 30
agree 0
%
Agree 30% 15
Disagree 1 5
0
%
Strongly 0 0
disagree %
Total 1 50
0
0

Analysis:
90% of the employees agree that the good recruitment policy plays a key factor in
the working of an organization and 10% of the employees disagree that the
recruitment policy plays a key factor in the working of an organization.

Interpretation: The above data shows that the recruitment policy plays a key
factor in the working of an organization

Recruitment policy

35
30
25
20
15
10 No of Respondents
5
0
StronglyAgreeDisagreeStrongly
agreedisagree

65
Rate the process of recruitment and selection in this organization?
(a) Excellent (b) Good
(c) Satisfactory (d) Not Satisfactory.

Group Perce No of
ntage Responde
(%) nts
Excellen 2 1
t 0 0
%
Good 50% 2
5
Satisfact 3 1
ory 0 5
%
Not 0 0
satisfact %
ory
Total 1 5
0 0
0

Analysis:
20% of the employees feel that the recruitment and selection process is excellent in
Lakshmi Hyundai. 50% of employees feel that the recruitment and selection process
is good, and 30% feel that the recruitment and selection process is satisfactory.
Interpretation: The above data shows that the recruitment and selection
process are good in Lakshmi Hyundai.

Rating the process of recruitment and selection

30
25
20
15
10
5
0 No of Respondents

66
Which of the following attracted you to apply for the Job at Lakshmi Hyundai?
(a)Decent salary (b) opportunities for growth
(c) Job security (d) Identification with the company

Group Perc No of
enta Respond
ge ents
(%)
Decent salary 0 0
%
Opportunities for growth 90% 4
5
Job security 1 5
0
%
Identification with the 0 0
company %
Total 1 5
0 0
0

Analysis:
90% of the employees feel that they are attracted to apply for the Job at Lakshmi
Hyundai for having opportunities for growth and 5% for job security.

Interpretation: The above data shows that the employees feel that they are
attracted to apply for the Job at Lakshmi Hyundai for having opportunities for
growth.

Reasons attracted to apply for job

50
40
30
20
10
0
No of Respondents

67
 In your view, which source is more reliable for the recruitment?
(a) Internal (b) External (c) mix of both.

P No
e of
Group
r
Res
c
pon
e
dent
n
s
t
a
g
e
(
%
)
Internal 1 5
0
%
External 80 40
%
Mix of 1 5
both 0
%
Total 10 50
0%

Analysis:
10% of the employees support for internal recruitment, 80% of employees
support for external and 10% of employees support for both.

Interpretation: The above data shows that the most of the employees support
for external source.

Sources of recruitment
45
40
35
30
25
20
15
10 No of Respondents 68
5
0

InternalExternalMix of both
 Which of these was a part of your recruitment and selection process?
(a) Written test and interview (b) Group discussion and Interview
(c) Interview (d) All of the above.
Percentage No of
(%) Respondents
Written test and interview 1 5
0
%
Group discussion and 10% 5
interview
Interview 1 5
0
%
All of the above 7 35
0
%
Total 1 50
0
0

Analysis:
10% of the employees are based on written test and
interview 10% of the employees are based on Group
discussion and interview
10% of the employees are based on Interview, 70% of the
employees based all.
Interpretation: The above data shows that the written test, group discussion
and interview are the part of recruitment and selection process.

Recruitment and selection process

40
30
20
10
0

Written test and Group discussionInterview All of the above 69

interviewand interview
 During the interview process, what do you think is valued the most in Your profile?
(a) Qualification (b) Experience
(c) Personal traits (d) All the above

P No
e of
Group
r
Res
c
pon
e
dent
n
s
t
a
g
e
(
%
)
Qualifi 2 10
cation 0
%
Experi 4% 2
ence
Person 4% 2
al
traits
All of 7 36
the 2
above %
Total 1 50
0
0

Analysis:
20% of employees support for qualification,4% of employees support for
experience,4% of employees support for personal traits, 72% of employees support
for all.
Interpretation: The above data shows that the qualification, experience and
personal traits are valued in profile during interview process

Interview process
40
35 70
30
25
20
15
10 No of Respondents
5
0
 QualificationExperiencePersonal traitsAll of the
above

What was the time taken for the entire recruitment and selection process?
(a) Within one week (b) within 2 weeks
(c) Within 3 weeks (d) more then 3 weeks

Group Perce No of
ntage Responde
(%) nts
Within one 1 5
weeks 0
%
Within two 20% 10
weeks
Within three 3 1
weeks 0 5
%
More then 4 20
three weeks 0
%
Total 1 50
0
0

Analysis:
10% Within one weeks ,20% Within two weeks,30%within three weeks ,40% more
then three weeks.

Interpretation: The above data shows that the most of the employees says
it takes more then three weeks for the entire recruitment and selection process.

Time taken for the process

25

20

15

10
No of Respondents

0
Within oneWithin twoWithin threeMore then
weeksweeksweeksthree weeks
71
(15) What kind of the interview did you undergo?
(a) Formal and structural interview
(b) Informal and unstructured interview
(c) Stress interview
(d) Board interview
Group Percent No of
age Respondent
(%) s
Formal and
structural
7 3
Interview 0 5
%
Formal and unstructured
Interview 10% 5
Stress interview 2 1
%
Board interview 1 9
8
%
Total 1 5
0 0
0

Analysis:
70% Formal and structural Interview, 10% Formal and
unstructured Interview 2%, Stress interview, 18% Board
interview.
Interpretation: The above data shows that most of employees undergone
formal and structural interview.

Kind of the interview

40
30
20
10
0

Formal and Interview Formal and Interview

structural unstructured 72
What is important for an employee before recruiting into the job?
(a) Communication (b) subject knowledge
(c) Both a & b (d) None of these

P No
e of
Gro
r
up Res
c
pon
e
dent
n
s
t
a
g
e
(
%
)
Communica 1 5
tion 0
%
Subject 10 5
knowledge %
Both 8 40
(a)&(b) 0
%
None of 0 0
these %
Tot 1 5
al 0 0
0

Analysis:
10% of the employees should have communication
silks, 10% of the employees should have subject
knowledge, 80% of the employees should have both.
Interpretation: The above data shows that Communication and Subject
knowledge are important for an employee before recruiting into the job.
Employee before recruiting
45
40
35 73
30
25
20
15
10 No of Respondents
5
0
 Subject Both (a)&(b) None of these
Communication knowledge

What are the reasons to apply in this organization?

(a) Company reputation (b) Job Security
(c) Good working conditions (d) opportunity for advancement.

Group Per No of
cent Respon
age dents
(%)
Company 0% 0
reputation
Job security 0% 0
Good working 20 10
conditions %
None of these 80 40
%
Total 100 50

A
n
a 20% of the employees support for good
l working conditions 80% of the employees
y
si support for none.
s:
Interpretation: The above data shows that the Company reputation, Job
Security Good working conditions and opportunity for advancement are not good in
this organization.

Reasons to apply in this organization

45
40
35
30
25
20
15
10 No of Respondents
5
0

74
CompanyJob security Good working None of these
reputationconditions
 Have you gone through the induction program?
(a) Yes (b) No

P No
e of
G
r
r Res
c
o pon
e
u dent
n
p s
t
a
g
e
(
%
)
Y 9 4
e 4 7
s %
N 6 3
o %
T 1 5
o 0 0
t 0
a
l

Analysis:
94% of the employees gone through the induction
program, 6% of the employees did not undergo induction
program.

Interpretation: The above data shows that the employees gone through the
induction program.

Induction program
50
45
40
35
75
30
25
20
15
10 No of Respondents
5
0
 YesNo

What is the impact of induction in your work life?

(a) Excellent (b) Good
(c) Satisfactory (d) Not Satisfactory.

Group Perce No of
ntage Responde
(%) nts
Excelle 1 5
nt 0
%
Good 70% 30
Satisfact 2 1
ory 0 0
%
Not 1 5
satisfact 0
ory %
Total 1 50
0
0

Analysis:
20% of the employees feel that the impact of induction in your work life is
excellent in Lakshmi Hyundai. 70% of employees feel that the impact of induction
in your work life is good and 20% of employees feel that the impact of induction in
your work life is Satisfactory and 10% of the employees feel that the impact of
induction in your work life is not satisfactory.

Interpretation: The above data shows that the impact of induction in work life is
good.

Impact of induction in work life

35
30
25
20
15
10
5 No of Respondents
0

76
ExcellentGoodSatisfactoryNot satisfactory
 Findings
 Recruitment and selection process Lakshmi Hyundai includes
(a) Written test
(b) Group discussion
(c) Interview.
 Qualification Experience
Personal traits are the things which are valued the most in the applied
Candidates profile during the interview.
 Time taken for the entire recruitment and selection process in Lakshmi Hyundai is
more than 3 weeks.
 Communications and subject knowledge are important for an employee before
recruiting into the job.
 Internal employees are not given more preference for referring Candidates.
 The impact of induction in employee’s life is good.
 Interviews are conducted by a group of people from different departments.
 The Recruitment and selection process in this organization is good.
 The Recruitment process helps to maintain adequate manpower
to fill up the vacancies.
 50% of respondents were recruited by internal method and
remaining 50% by external methods.

 The percentage of usage of different internal methods of recruitment like

employee referrals, interdivisional and promotion followed by the organization is
70%, 20% and 10% respectively
 The information regarding the preference of the external methods of recruitment like
HR consultancy; Newspaper advertisements followed by the organization are 75%
and 25% respectively.

 55% of respondents agreed direct call for an interview and 15% call to attend the test
and the remaining 30% by direct appointment

 15% of respondents attended technical test 15% of respondents attended situation test 77
and 70% of respondents appeared for subject test.
 75% respondents faced formal interview, and the remaining 25% stress and
board interview

 20%of respondents faced HR manager round 20% of respondents faced 3-

member committee and 60% respondents faced head of department round.

 20%of respondents faced HR manager round 20% of respondents faced 3-

member committee and 60% respondents faced head of department round.

78
 Suggestions
1)While it is a fact that Lakshmi Hyundai is deploying a good number of recruitment
methods. What is important is that the traveling public should further explore and
install such recruitment methods, which go to improve public handling methods
especially by Marketing Executives. It is suggested a sensitivity training method
tailored to enable dealing with commuters should be evolved in consultation with
management experts and social psychologists.

2)Employees who are on ‘long sick’, ‘or long absent’ should be included in the
recruitment need analysis. They should be directed to undergo training at the
training college. This is all the more important when it is realized that Work is skill
oriented and time on and off the job has its impact on the effectiveness or otherwise
of the working performance.

3)The top management should consider giving strict instructions to the management to
relieve the employees due for refresher recruitment as per the she duke drawn up.

4)Hyundai cars are one of the important public utility vehicles, the requirements of the
customers should be taken periodically and that they are factored into the training
programmers. This is all the more important that the traveling public as a customer
of the organization can always bank up on the assistance and guidance of the
consumer protection councils.

79
 CONCLUSIONS
Recruitment and selection process in Hyundai includes
(a) Written test
(b) Group discussion
(c) Interview.
D) Qualification
E) Experience
Personal traits are the things which are valued the most in the applied Candidates
profile during the interview.
 Communications and subject knowledge are important for an employee before
recruiting into the job
 Interviews are conducted by a group of people from different departments before
recruiting into the job.
 The Recruitment process helps to maintain adequate manpower to fill up the vacancies.

80
 BIBILOGRAPHY

Personnel Management C.B.Mamoria

Organization Behavior L.M.Prasad

Personnel/Human Resource Management P.Subba Rao &

V.S.P.Rao

Human Resources Management Pearson 9th edition 2007

Web Sites Browsed

WWW.laksh

migroup.Org

WWW.Goog

le.Com

www.autoindia.com

81
 QUESTIONNAIRE
Name: Gender:

Experience:

Department:

Designation:

—————————————————please tick the appropriate box———•

1) How do you find the recruitment process in Lakshmi Hyundai?

(a) Excellent (b) very good
(c) Good (d) Average
2) Fitness test is necessary for all the employees at regular
intervals? (a)Strongly agree (b) Agree
(c) Disagree (d) strongly disagree
3) The screening process of candidates is very impressive?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagree
(4) The general intelligence level of each individual during selection is
tested? (a)Yes (b) No
(5) Internal employees are given more preference for referring
candidates? (a)Yes (b) No
(6) The recruitment process helps to maintain adequate manpower to fill up the
vacancies?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagree

82
 (7) Interviews are conducted by a group of people from different
departments? (a)Yes (b) No
(8) Do you agree that a good recruitment policy plays a key factor in the working
of an organization?
(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagree
(9) Rate the process of recruitment and selection in this organization?
(a) Excellent (b) Good
(c) Satisfactory (d) Not Satisfactory

(10) Which of the following attracted you to apply for the Job at Lakshmi
Hyundai? (a)Decent salary (b) opportunity for growth
(c) Job security (d) Identification with the company

(11) In your view, which source is more reliable for the recruitment?
(a) Internal (b) External (c) mix of both

(12) Which of these was a part of your recruitment and selection process?
(a) Written test and interview (b) Group discussion and interview
(c) Interview (d) All of the above

(13) During the interview process, what do you think is valued

the most in Your profile?
(a) Qualification (b) Experience
(c) Personal traits (d) All the above

83
(14) What was the time taken for the entre recruitment and selection process?
(a) Within one week (b) within two weeks
(c) Within three weeks (d) more then three weeks

(15) What kind of the interview did you undergo?

(a) Formal and structural interview
(b) Informal and unstructured interview
(c) Stress interview
(d) Board interview

(16) What is important for an employee before recruiting into the job?
(a) Communication (b) subject knowledge
(c) Both a & b (d) None of these

(17) What are the reasons to apply in this organization?

(a) Company reputation (b) Job Security
(c) Good working conditions (d) opportunity for advancement

(18) Have you gone through the induction program?

(a) Yes (b) No

(19) What is the impact of induction in your work life?

(a) Excellent (b) Good
(c) Satisfactory (d) Not Satisfactory

84