INTRODUCTION

1

1.1 INTRODUCTION

HRM is seen by practitioners in the field as a more innovative view of workplace

management than the traditional approach. Its techniques force the managers of an

enterprise to express their goals withspecificity so that they can be understood and

undertaken by the workforce, and to provide the resources needed for them to

successfully accomplish their assignments. As such, HRM techniques, when properly

practiced, are expressive of the goals and operating practices of the enterprise overall.

HRM is also seen by many to have a key role in risk reduction within organisations

The Human Resources Management (HRM) function includes a variety of activities,

and key among them is deciding what staffing needs you have and whether to use

independent contractors or hire employees to fill these needs, recruiting and training

the best employees, ensuring they are high performers, dealing with performance

issues, and ensuring your personnel and management practices conform to various

regulations. Activities also include managing your approach to employee benefits and

compensation, employee records and personnel policies. Usually small businesses

(for-profit or nonprofit) have to carry out these activities themselves because they

can't yet afford part- or full-time help. However, they should always ensure that

employees have -- and are aware of -- personnel policies which conform to current

regulations. These policies are often in the form of employee manuals, which all

employees have.

Difference between HRM (a major management activity) and HRD (Human Resource

Development, a profession). HRD includes the broader range of activities to develop

personnel inside of organizations, including, eg, career development, training,

organization development, etc.

There is a long-standing argument about where HR-related functions should be

organized into large organizations, eg, "should HR be in the Organization

Development department or the other way around?"

The HRM function and HRD profession have undergone tremendous change over the

past 20-30 years. Many years ago, large organizations looked to the "Personnel

Department," mostly to manage the paperwork around hiring and paying people.

More recently, organizations consider the "HR Department" as playing a major role in

staffing, training and helping to manage people so that people and the organization are

performing at maximum capability in a highly fulfilling manner.

2

 Human resource management (HRM) is the strategic and coherent approach to the

management of an organization's most valued assets - the people working there who

individually and collectively contribute to the achievement of the objectives of the

business. The terms "human resource management" and "human resources" (HR)

have largely replaced the term "personnel management" as a description of the

processes involved in managing people in organizations. Human Resource

management is evolving rapidly. Human resource management is both an academic

theory and a business practice that addresses the theoretical and practical techniques

of managing a workforce. Features

Feature:

Its features include:

Personnel administration

Personnel management

Manpower management

Industrial management

But these traditional expressions are becoming less common for the theoretical

discipline. Sometimes even industrial relation and employee relations are confusingly

listed as synonyms although these normally refer to the relationship between

management and workers and the behavior of workers in companies.

Definiton

Synonyms such as personnel management are often used in a more restricted sense to

describe activities that are necessary in the recruiting of a workforce, providing its

members with payroll and benefits, and administrating their work-life needs,

Torrington and Hall define personnel management as

“a series of activities which: first enable working people and their employing

organisations to agree about the objectives and nature of their working relationship

and, secondly, ensures that the agreement is fulfilled"

".......those decisions and actions which concern the management of employees at all

levels in the business and which are related to the implementation of strategies

directed towards creating and sustaining competitive advantage".

3

Academic theory

The goal of human resource management is to help an organization to meet strategic

goals by attracting, and maintaining employees and also to manage them effectively.

The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between

the management of an organization's employees, and the overall strategic direction of

the company .

The basic premise of the academic theory of HRM is that humans are not machines,

therefore we need to have an interdisciplinary examination of people in the

workplace. Fields such as psychology,industrial engineering, industrial and

organizational psychology,industria lrelations,sociology,and critical

theoriespostmodersition,poststructuring, play a major role. Many colleges and

universities offer bachelor and master degrees in Human Resources Management.

Function:

One widely used scheme to describe the role of HRM, developed by Dave Ulrich,

defines 4 fields for the HRM function

Strategic business partner

Change agent

Employee champion

Administration

However, many HR functions these days struggle to get beyond the roles of

administration and employee champion, and are seen rather as reactive than

strategically proactive partners for the top management. In addition, HR organizations

also have the difficulty in proving how their activities and processes add value to the

company. Only in the recent years HR scholars and HR professionals are focusing to

develop models that can measure if HR adds value.

Critical Academic Theory

Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities'

possess the debate of whether HRM is a modernist project or a postmodern

discourse). In many ways, critically or not, many writers contend that HRM itself is

an attempt to move away from the modernist traditions of personnel (man as machine)

towards a postmodernist view of HRM (man as individuals). Critiques include the

notion that because 'Human' is the subject we should recognize that people are

4

complex and that it is only through various discourses that we understand the world.

Man is not Machine, no matter what attempts are made to change it Critical Theory

also questions whether HRM is the pursuit of "attitudinal shaping, particularly when

considering empowerment, or perhaps more precisely pseudo-empowerment - as the

critical perspective notes. Many critics note the move away from Man as Machine is

often in many ways, more a Linguistic (discursive) move away than a real attempt to

recognise the Human in Human Resource Management.

Critical Theory, in particular postmodernism (poststructualism), recognises that

because the subject is people in the workplace, the subject is a complex one, and

therefore simplistic notions of 'the best way' or a unitary perspectives on the subject

are too simplistic. It also considers the complex subject of power, power games, and

office politics. Power in the workplace is a vast and complex subject that cannot be

easily defined. This leaves many critics to suggest that Management 'Gurus',

consultants, 'best practice' and HR models are often overly simplistic, but in order to

sell an idea, they are simplified, and often lead Management as a whole to fall into the

trap of oversimplifying the relationship.

Business Practice

Human resources management comprises several processes. Together they are

supposed to achieve the above mentioned goal. These processes can be performed in

an HR department, but some tasks can also be outsourced or performed by line-

managers or other departments.

Recruitment (sometimes separated into attraction and selection)

Induction AND Oriention

Skils management

Training and development

Workforce planning

Personnel administration

Compensation in wage or salary

Time management

Travel management (sometimes assigned to accounting rather than HRM)

Payroll (sometimes assigned to accounting rather than HRM)

Employ benefits administration

Personnel cost planning

5

Performance appraisal

Strategic Workforce Planning involves analyzing and forecasting the talent that

companies need to execute their business strategy, proactively rather than reactively,

it is a critical strategic activity, enabling the organization to identify, develop and

sustain the workforce skills it needs to successfully accomplish its strategic intent

whilst balancing career and lifestyle goals of its employees.

Strategic Workforce Planning is a relatively new management process that is being

used increasingly to help control labour costs, assess talent needs, make informed

business decisions, and assess talent market risks as part of overall enterprise risk

management. Strategic workforce planning is aimed at helping companies make sure

they have the right people in the right place at the right time and at the right price

Through Strategic Workforce Planning organizations gain insight into what people the

organization will need, and what people will be available to meet those needs. In

creating this understanding of the gaps between an organization’s demand and the

available workforce supply, organizations will be able to create and target

programmes, approaches and develop strategies to close the gaps

Workforce analytics approach

The focus is to analyse current and historical employee data to identify key

relationships among variables and use this to provide insight into the workforce they

need for the future..

Modeling approach

This approach incorporates forecasting and scenario planning. Forecasting uses

quantitative data to create forecasts incorporating multiple what-if and modeling the

future. Scenario Planning being the more useful tool where there are uncertainties,

therefore incorporating quantitative and qualitative.

Segmentation approach

Breaking the workforce into segments along the lines of their jobs and determining

relevance to strategic intent. Provides a technique for prioritizing.

6

Steps in Workforce Planning

Though there is no definitive ‘Start here’ activity for any of the approaches to

Strategic Workforce Planning, there are five fundamentals activities that most

Workforce Plan models have:

Environment Scan

Current Workforce Profile

Future Workforce View

Analysis and Targeted Future

Closing the gaps

Envoriment scanning

Environment Scanning is a form of business intelligence. In the context of Workforce

Planning it is used to identify the set of facts or circumstances that surround a

workforce situation or event.

Current Workforce Profile

Current State is a profile of the demand and supply factors both internally and

externally of the workforce the organization has ‘today’.

Future Workforce View

Future View is determining the organization’s needs considering the emerging trends

and issues identified during the Environment Scanning.

Future View is often where the different approaches identified above are applied:

Quantitative futuring: understanding the future you are currently tracking to by

forecasting; Qualitative futuring: scenario planning potential alternative futures in

terms of capabilities and demographics to deliver the business strategy.

Analysis and Targeted Future

Qualitative and quantitative futuring creates the content for an organizational unit to

analyse and identify critical elements. As the critical elements are identified the

Targeted Future begins to take form. The targeted future is the future that the

organization is going to target as being the best fit in terms of business strategy and is

achievable given the surrounding factors (internal/external, supply/demand).

7

Closing the Gaps

Closing the gaps is about the people management (human resources) programs and

practices that deliver the workforce needed for today and tomorrow. The process is

about determining appropriate actions to close the gaps and therefore deliver the

targeted future.

There are 8 key areas that Closing the Gaps needs to focus on -

Resourcing, Learning and Development, Remuneration, Industrial Relations,

Recruitment, Retention, Knowledge Management, Job design.

Recruitment refers to the process of sourcing, screening, and selecting people for a

job or vacancy within an organization. Though individuals can undertake individual

components of the recruitment process, mid- and large-size organizations generally

retain profesional recruities.

The recruitment industry has four main types of agencies. Their recruiters aim to

channel candidates into the hiring organisation’s application process. As a general

rule, the agencies are paid by the companies, not the candidates. The industries

practice of information asymmetry and recruiters' varying capabilities in assessing

candidate quality produces the negative economic impacts described by The Market

for Lemons.

PURPOSES AND IMPORTANCE:

In gerenal purposes of recuritment is to provide a pool of potencially qualifide job

candidates. Specifically the purposes are to;

1. Determining the present and future recuritement of the organization in

conganction with its personel planning and job-analysis acativities.

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

3. Help increase the suscess rate of the selection process by reducing the number

of visibley under qualified or ovetqualified job application.

4. Help reduce the probability that job applicants, once recruited and

selected ,will have the organazation only after a short period of time.

5. Meet organazation’s legal and social obilagations regarding the composition

of its workforce.

8

TRADITIONAL RECRUITMENT

Also known as a employment agencies, recruitment agencies have historically had a

physical location. A candidate visits a local branch for a short interview and an

assessment before being taken onto the agency’s books. Recruitment Consultants then

endeavour to match their pool of candidates to their clients' open positions. Suitable

candidates are with potential employers.

Remuneration for the agency's services usually takes one of two forms:

A contingency fee paid by the company when a recommended candidate accepts a job

with the client company (typically 20%-30% of the candidate’s starting salary), which

usually has some form of guarantee, should the candidate fail to perform and is

terminated within a set period of time.

An advance payment that serves as a retainer, also paid by the company.

It may still be legal for an employment agency to charge the candidate instead of the

company, but in most places that practice is now illegal, due to past unfair and

deceptive practices.

Online recruitment websites

Such sites have two main features: job boards and a résumé/Curriculum Vitae (CV)

database. Job boards allow member companies to post job vacancies. Alternatively,

candidates can upload a résumé to be included in searches by member companies.

Fees are charged for job postings and access to search resumes.

In recent times the recruitment website has evolved to encompass end to end

recruitment. Websites capture candidate details and then pool then in client accessed

candidate management interfaces (also online). Key players in this sector provide e-

recruitment software and services to organisations of all sizes and within numerous

industry sectors, who want to e-enable entirely or partly their recruitment process in

order to improve business performance.

The online software provided by those who specialise in online recruitment helps

organisations attract, test, recruit, employ and retain quality staff with a minimal

amount of administration.

Online recruitment websites can be very helpful to find candidates that are very

actively looking for work and post their resumes online, but they will not attract the

"passive" candidates who might respond favorably to an opportunity that is presented

to them through other means. Also, some candidates who are actively looking to

9

change jobs are hesitant to put their resumes on the job boards, for fear that their

current companies, co-workers, customers or others might see their resumes.

Headhunters

Headhunters are third-party recruiters often retained when normal recruitment efforts

have failed.

Headhunters are generally more aggressive than in-house recruiters. They may use

advanced sales techniques, such as initially posing as clients to gather employee

contacts, as well as visiting candidate offices. They may also purchase expensive lists

of names and job titles, but more often will generate their own lists. They may prepare

a candidate for the interview, help negotiate the salary, and conduct closure to the

search. They are frequently members in good standing of industry trade groups and

associations. Headhunters will often attend trade shows and other meetings nationally

or even internationally that may be attended by potential candidates and hiring

managers.

Headhunters are typically small operations that make high margins on candidate

placements (sometimes more than 30% of the candidate’s annual compensation). Due

to their higher costs, headhunters are usually employed to fill senior management and

executive level roles, or to find very specialized individuals.

While in-house recruiters tend to attract candidates for specifisc jobs, headhunters will

both attract candidates and actively seek them out as well. To do so, they may

network, cultivate relationships with various companies, maintain large databases,

purchase company directories or candidate lists, and cold call.

In-house recruitment

Larger employers tend to undertake their own in-house recruitment, using their

Human Resources department. In addition to coordinating with the agencies

mentioned above, in-house recruiters may advertise job vacancies on their own

websites, coordinate employee referral schemes, and/or focus on campus graduate

recruitment. Alternatively a large employer may choose to outsource all or some of

their recruitment process (Recruitment process outsourcing).

10

There are the main recruiting stages:

Sourcing

Sourcing involves 1. advertising, a common part of the recruiting process, often

encompassing multiple media, such as the Internet, general newspapers, job ad

newspapers, professional publications, window advertisements, job centers, and

campus graduate recruitment programs; and 2. recruiting research, which is the

proactive identification of relevant talent who may not respond to job postings and

other recruitment advertising methods done in. This initial research for so-called

passive prospects, also called name-generation, results in a list of prospects who can

then be contacted to solicit interest, obtain a resume/CV, and be screened .

Screening & selection

Suitability for a job is typically assessed by looking for skills, e.g. communication,

typing, and computer skills. Qualifications may be shown through résumés, job

applications, interviews, educational or professional experience, the testimony of

references, or in-house testing, such as for software knowledge, typing skills,

numeracy, and literacy, through psychological tests or employment testing.

In some countries, employers are legally mandated to provide equal opportunity in

hiring.

Agencies are particularly suitable for recruitment of executives and specialists. It is

also known as RPO (Recruitment Process Outsourcing)

SOURCES OF RECRUIMENT

Employment exchanges

Government establishes public employment exchanges throughout the country. These

exchanges provide job information to job seekers and help employers in identifying

suitable candidates.

Labour contractors

Manual workers can be recruited through contractors who maintain close contacts

with the sources of such workers. This source is used to recruit labor for construction

jobs.

Unsolicited applicants

Many job seekers visit the office of well-known companies on their own. Such callers

are considered nuisance to the daily work routine of the enterprise. But can help in

creating the talent pool or the database of the probable candidates for the organization.

11

EMPLOYEE REFERRALS / RECOMMENDATIONS

Many organizations have structured system where the current employees of the

organization can refer their friends and relatives for some position in their

organization. Also, the office bearers of trade unions are often aware of the suitability

of candidates. Management can inquire these leaders for suitable jobs. In some

organizations these are formal agreements to give priority in recruitment to the

candidates recommended by the trade union.

RECRUITMENT AT FACTORY GATE

Unskilled workers may be recruited at the factory gate these may be employed

whenever a permanent worker is absent. More efficient among these may be recruited

to fill permanent vacancies. Factors Affecting Recruitment

Effective human resource planning helps in determining the gaps present in the

existing manpower of the organization. It also helps in determining the number of

employees to be recruited and what qualification they must possess.

RECURITMENT PROCESS IN CASTLE TOYOTA JALANDHAR

Here the company adopted to system for recruited their staff and worker .for staff

member the company adopted generally the traditional process like by the test , G.D ,

interview and for the worker level the company adopted the flowing process.

On gate

By the contractor

By the camp

On the reference

Thus the recruitment process of the Castle Toyota in as like as the other company but

one thing different the camp based selection process .I think this a different kind of

process and unique it self . The company run the camp in the rural and remote area in

state for the

Recruitment they conducts one week program and this time interval the select number

of candidate. This helps not only the company but also the life of rural people who cut

of the rest world due to several reasons. This also helps increasing the economic and

social condition of the remote area which ultimately helps the nation development.

By this process the company also full fills the social objective of the company.

12

FACTOR AFFECTING THE RECRUITMENT PROCESS:

SIZE OF THE FIRM

The size of the firm is an important factor in recruitment process. If the organization

is planning to increase its operations and expand its business, it will think of hiring

more personnel, which will handle its operations.

COST

Recruitment incur cost to the employer, therefore, organizations try to employ that

source of recruitment which will bear a lower cost of recruitment to the organization

for each candidate.

Influence the recruiting efforts of the organization. If there is surplus of manpower at

the time of recruitment, even informal attempts at the time of recruiting like notice

boards display of the requisition or announcement in the meeting etc will attract more

than enough applicants.

IMAGE / GOODWILL

Image of the employer can work as a potential constraint for recruitment. An

organization with positive image and goodwill as an employer finds it easier to attract

and retain employees than an organization with negative image. Image of a company

is based on what organization does and affected by industry. For example finance was

taken up by fresher MBA's when many finance companies were coming up.

POLITICAL-SOCIAL- LEGAL ENVIRONMENT

Various government regulations prohibiting discrimination in hiring and employment

have direct impact on recruitment practices. For example, Government of India has

introduced legislation for reservation in employment for scheduled castes, scheduled

tribes, physically handicapped etc. Also, trade unions play important role in

recruitment. This restricts management freedom to select those individuals who it

believes would be the best performers. If the candidate can't meet criteria stipulated

by the union but union regulations can restrict recruitment sources.

UNEMPLOYMENT RATE

One of the factors that influence the availability of applicants is the growth of the

economy (whether economy is growing or not and its rate). When the company is not

creating new jobs, there is often oversupply of qualified labor which in turn leads to

unemployment.

13

COMPETITORS

The recruitment policies of the competitors also affect the recruitment function of the

organizations. To face the competition, many a times the organisationsS have to

change their recruitment policies according to the policies being followed by the

competitors.

RECENT TREND:

Company need not plan for human resources much in advance.

Value creation, operational flexibility and competitive advantage

turning the management's focus to strategic level processes of HRM

Company is free from salary negotiations, weeding the unsuitable resumes/candidates.

Company can save a lot of its resources and time

POACHING/RAIDING

"Buying talent" (rather than developing it) is the latest mantra being followed by the

organisations today. Poaching means employing a competent and experienced person

already working with another reputed company in the same or different industry; the

organisation might be a competitor in the industry. A company can attract talent from

another firm by offering attractive pay packages and other terms and conditions,

better than the current employer of the candidate. But it is seen as an unethical

practice and not openly talked about. Indian software and the retail sector are the

sectors facing the most severe brunt of poaching today. It has become a challenge for

human resource managers to face and tackle poaching, as it weakens the competitive

strength of the firm.

E-RECRUITMENT

Many big organizations use Internet as a source of recruitment. E- recruitment is the

use of technology to assist the recruitment process. They advertise job vacancies

through worldwide web. The job seekers send their applications or curriculum vitae

i.e. CV through e mail using the Internet. Alternatively job seekers place their CV's in

worldwide web, which can be drawn by prospective employees depending upon their

requirements.

14

Advantages internal of recruitment are:

Low cost.

No intermediaries

Reduction in time for recruitment.

Recruitment of right type of people.

Efficiency of recruitment process.

RECRUITMENT POLICY

1. The recruitment policy of an organization specifies the objectives of recruitment

and provides a framework for implementation of recruitment programmed. It may

involve organizational system to be developed for implementing recruitment

programmed and procedures by filling up vacancies with best qualified people.

2. Recruitment is a positive process i.e. encouraging more and more employees to

apply WHEREAS selection is a negative process as it involves rejection of the

unsuitable candidates.

3. Recruitment is concerned with tapping the sources of human resources WHEREAS

selection is concerned with selecting the most suitable candidate through various

interviews and tests.

4. There is no contract of recruitment established in recruitment WHEREAS selection

results in a contract of service between the employer and the selected employee.

1.2 INTRODUCTION TO CASTLE TOYOTA

Mission

Placing customer satisfaction first, Integrating sales with service and serviceparts in a

single convenient location. We contribute to speedy and efficient service, allowing

customers to experience the convenience and pleasure of owning Toyota automobile

Contact Us

G T Road, Paragpur

Jalandhar-144005

Ph: +91-181-307-0000 / 01 / 02 / 03 

/ +91-987600-2105

Fax: +91-181-307-0015

Helpline: +91-98760-02112

15

Service: +91-181-3070008/3070025

Email: jal@castletoyota.co.in

16

REVIEW OF LITERATURE

17

REVIEW OF LITERATURE

Janifer A Chatman (2007) according to him to investigate how the fit of an

employee with his or her organization a a whole is established and maintained and

what the consequences are in organizations, this study tracked the early careers of 171

entry-level auditors in eight of the largest U.S. public accounting firms and assessed

the confgruence of their values with those of the organization. Person-organization fit

is shown to be created, in part, by selection (assessments of who the person is when

he or she enters the organization) and socialization (how the organization influences

the person's values, attitudes, and behaviors during membership. Results show some

support for three general hypotheses: First, recruits whose values, when they enter,

match those of the firm adjust to it more quickly; second, those who experience the

most vigorous socialization fit the firm's values better than those who do not; and

third, recruits whose values most closely match the firm's feel most satisfied and

intend to and actually remain with it longer.

Methews (2008) concluded that organizations devote substantial resources to

establishing and maintaining a "good fit" between people and their jobs because they

assume that certain people are better suited to perform some jobs than others .

Numerous fit theories have been advanced, focusing on careers, job choice and

organizational climate. These theories draw on interactional psychology in that they

consider how individual and situational characteristics combine to influence a focal

individual's response in a given situation. Pervasive influences on individual

behaviors and attitudes may also arise from the organization's social environment,

specifically from its central values. Conceptualizing the situation as the organization's

values and considering person-organization fit is thus a meaningful, yet less-

researched level of analysis.

George (2008) concluded that person-organization fit is defined as the congruence

between patterns of organizational values and patterns of individual values, defined

here as what an individual values in an organization, such as being team-oriented or

innovative. Although multiple aspects of organizations and people influence behavior

18

and attitudes, person-organization fit is a meaningful way of assessing person-

situation interaction because values are fundamental and relatively enduring and

because individual and organizational values can be directly compared. Person-

organization fit focuses on how the patterning and content of a person's values, when

juxtaposed with the value system in a particular organizational context, affect that

individual's behaviors and attitudes.

Milen (2009) concluded that recruitment is the process of identifying that the

organisation needs to employ someone up to the point at which application forms for

the post have arrived at the organisation. Selection then consists of the processes

involved in choosing from applicants a suitable candidate to fill a post. Training

consists of a range of processes involved in making sure that job holders have the

right skills, knowledge and attitudes required to help the organisation to achieve its

objectives. Recruiting individualsto fill particular posts within a business can be done

either internally by recruitment within the firm, or externally by recruiting people

from outside.

Sharma (2009) concluded that recruitment makes it possible to draw upon a wider

range of talent, and provides the opportunity to bring new experience and ideas in to

the business. Disadvantages are that it is more costly and the company may end up

with someone who proves to be less effective in practice than they did on paper and in

the interview situation.

James (2010) defines in his article “Recruitment and Selection: Wooing and hiring

the right talent in “HR thoughtleader”, written by John Viktorin and Lee Downs, the

four steps are “Define, Attract, Interview, and Select.” Define – involves determining

why you need to hire and what talent you’re looking for compared to requirements of

the job and how your company measures motivational fit in candidates. Attract – How

will you communicate that you are hiring or filling a position, i.e. will you recruit

internally or externally, as well as will you outsource the recruiting or perform it

through your current HR department. Interview – prior to conducting the actual

interview, you need to determine what selection criteria will be used in order to

properly assess which candidates are the proper fit. You also need to determine what

tools will be used to conduct the interview, as well as prepare and communicate the

19

guidelines that will be used during the interview. Select – is the process discussing

the qualified candidates by consulting all involved in the decision-making process.

This is where you would also conduct reference checks, provide candidates with

realist job previews, and offer the job to the right person.

The perusal of literature revealed that most of the study was conducted in foreign

context and the present study tries to study the biscuit industry by Indian context. It

also revealed the importance of promotion in the economic growth of organizations. It

stated that a wrongly positioned employee could harm the image of the company. The

review of literature had not revealed that there is significant scope of sales expansion

in other states also.

20

NEED, SCOPE AND OBJECTIVES

21

NEED, SCOPE AND OBJECTIVES OF THE STUDY

3.1 NEED

Research came identified from review of literature. After conducting a review of

researches done by various professionals a gap has been identified. Study relating to

HR Policies related to Recruitment and Selection of Castle Toyota has not been done

yet. A need was felt to cover the areas neglected. So, in the present research this gap

has been filled.

3.2 SCOPE

The scope of the study was limited to Castle Toyota , Jalandhar, Punjab.

3.3 OBJECTIVES

The main objectives of the study were as follows:

To understand about the recruitment &selection process of the company.

To search the company performance and their talent pool requisition

To indicate the true efficiency.

To understand the employees thinking towards the present recruitment policies of

the company.

22

RESEARCH METHODOLOGY

23

RESEARCH METHODOLOGY

4.1 Research

Research is a procedure of logical and systematic application of the fundamentals of

science to the general and overall questions of a study and scientific technique, which

provide precise tools, specific procedures, and technical rather philosophical means

for getting and ordering the data prior to their logical analysis and manipulation

different type of research designs is available depending upon the nature of research

project, availability of manpower and circumstances.

According to D. Slesinger and M. Stephenson research may be defined as” the

manipulation of things, concepts or symbols for the purpose of generalizing to extend,

correct or verify knowledge, whether that knowledge aids in the construction of

theory or in the practice of an art”. Thus it is original contribution to the existing stock

of knowledge of making for its advancement.

4.2 Research Design

Research Design is an arrangement of conditions for collection and analysis of data in

a manner that aims to combine relevance to the research purpose with economy on

procedure. The research problem having been formulated in clear-cut term helps the

researcher to prepare a research design. The preparation of such a design facilitates in

conducting it in an efficient manner as possible. It is a blue print for the fulfillment of

objectives and answering questions .this research is:

4.2 Descriptive Research:

Present research is descriptive research because in this research it has been described

that which method of recruitment and selection is being followed in Castle Toyota

and various factors considered for the same.

7.2 Sampling Design

The following factors have to decide within the scope of sample design:

i) Sample Frame-Sample frame refers from where the questionnaires are to be

filled. Our sample frame consists of family, friends and classmates

24

ii) Sample Size: A sample of minimum respondents was selected from various

divisions of Castle Toyota. An effort has been made to select respondents

evenly. The survey was carried out on 100 respondents.

iii) Sample Unit: It indicates who is to be surveyed. The researcher must define

the target population that will be sampled. In this project sampling unit is the

employees working in Castle Toyota

iv) Sampling Technique: For the purpose of research convenient sampling is

used. Technical associates working in different divisions of Castle Toyota

have been approached to get the questionnaire filled.

7.2 Data Collection

There are two types of data sources. :

7. Secondary data:

It includes information which had already been collected by someone else and which

had already been passed through the statistical process. In this case one is not

confronted with the problems that are usually associated with the collection of

original data. Secondary data either is published data or unpublished data. Secondary

data was collected through internet and by using company’s manuals.

ii) Primary data:

It includes information collected afresh and for the first time, and thus happen to be

original in character. It is the backbone of any study. It was obtained from

respondents that are executives of each department with the help of widely used and

well-known method of survey, through a well-structured questionnaire.

4.5 Limitations of the study

The limitations of the study were as follows:

This project is based on the method of recruitment and selection policies and due

to constraint of time is not possible to work on all tools and techniques of

recruitment policies.

The data collection is also limited.

This project report is based on my own perception and finding so it cannot used

for generalizing purpose.

25

Data are extracted from various employees and secondary sources so any error in

the statement will subsequent effect the company R&S process.

26

DATA ANALYSIS AND ITS INTERPRETATION

27

DATA ANALYSIS AND ITS INTERPRETATION

Q1. Did you satisfied with the present recruitment process adopt by the company?

Table 5.1 Satisfied with recruitment process.

Response No. of respondentsYes 50No 30

Can’t Say 20

Figure 5.1 Satisfied with recruitment process.

yes no can't say0

10

20

30

40

50

60

No. of Respondents

No. of Respondents

Analysis and Interpretation

From the above table and figure it is quite clear that 50% of the respondents are

satisfied with the present recruitment process adopt by the company, 30% of the

respondents are not satisfied with the present recruitment process adopt by the

company while remaining 20% of the respondents could not say anything.

28

Q2. How did you recruited in this company?

Table 5.2 Recruited in this companyRecruitment Process No. of ResponseInternally 20By test and interview 45On the reference 20On gate 15

Figure 5.2 Recruited in this company

Internally By test and interview

On the reference

On gate05

101520253035404550

No. of Respondents

No. of Respondents

Analysis and Interpretation

From the above table and figure it is quite clear that 20% of the respondents are

recuited internally in this company, 45% of the respondents are recuited by test and

interview, 20% of the respondents are recuited on the reference and remaiing 15% of

the respondents are recuited on gate.

29

Q3. In whole recruitment process which part you feel very interesting?

Table 5.3 Part of the recruitment process you feel interesting.

Recruitment Process No. of Respondents

Written Test 20

GD 40

Interview 20

All 20

Figure 5.3 Part of the recruitment process you feel interesting.

Written test

GD Interview All05

1015202530354045

No. of Respondents

No. of Respondents

Analysis and Interprtation:

From the above table and figure it is clear that 40 % of the employees feel GD a very

interesting in the recruitment process part and remaining 20% each feel written test,

interview and all the above process the interesting part of recruitment process.

30

Q4. In recruitment process which part you feel lenghty?

Table 5.4 Part you feel lenghty.

Recruitment Process No. of Respondents

Written Test 40

GD 40

Interview 20

All 20

Figure 5.4 Part you feel lenghty.

Written test

GD Interview All05

1015202530354045

No. of Respondents

No. of Respondents

ANALYSIS AND INTERPRETATION

From the above table and figure it is clear that 40 % of the employees feel that

written is the lenghty in the recruitment process and remaining 20% each feel Gd,

interview and all the above process is the lenghty part in recruitment process.

31

Q5. Test question asked in test are level to the post offer?

Table 5.5 Question asked are level to the post offer.

Response No. of respondentsYes 50No 30

Can’t Say 20

Table 5.5 Question asked are level to the post offer

yes no can't say0

10

20

30

40

50

60

No. of Respondents

No. of Respondents

ANALYSIS AND INTERPRETATION

From the above table and figure it is quite clear that 50% of the respondents are agree

that the question asked in the test are level to the post offer, 30% of the respondents

are not are agree that the question asked in the test are level to the post offer while

remaining 20% of the respondents could not say anything.

32

Q6. The post offer and the salary are equal to the employement notice?

Table 5.6 The post offer and the salary are equal to the employement notice

Response No. of respondentsYes 70No 30

Figure 5.6 The post offer and the salary are equal to the employement notice

yes no0

10

20

30

40

50

60

70

80

No. of Respondents

No. of Respondents

ANALYSIS AND INTERPRETATION

From the above table and figure it is quite clear that majority of the respondents are

agree that the post offer and salary are equal to the employement notice and remaining

30% of the respondents are not agree that the post offer and salary are equal to the

employement notice.

33

Q7. What is your experience about the company at the time of joining?

Table 5.7 Experience about the company at the time of joining

Response No. of respondentsGood 25Fair 40Best 15

Not Good 20

Figure 5.7 Experience about the company at the time of joining

Good Fair Best Not Good05

1015202530354045

No. of Respondents

No. of Respondents

ANALYSIS AND INTERPRETATION

From the above table and figure it is quite clear that 25% of the employees are having

a good experience about the company at the time of joining, 40% of the employees

are having a fair experience, 15% of the employees employees are having a best

experience and remaining 20% employees are not having a good experience about the

company at the time of joining.

34

Q8 . Do you satisfied with the induction and orientation process?

Table 5.8 Satisfied with the induction and orientation process.

Response No. of respondentsYes 60No 40

Figure 5.8 Satisfied with the induction and orientation process.

Yes No0

10

20

30

40

50

60

70

No. of Respondents

ANALYSIS AND INTERPRETATION

From the above table and figure it is quite clear that 60% of the respondents are

satisfied with induction and orientation process and remaining 40% of the

respondents are not satisfied with induction and orientation process of the company.

35

Q9. Do you want to give any suggestions for the company to improve recuitment and selection process?

Table 5.9 Suggestions for the company

Response No. of respondentsYes 80No 20

Figure 5.9 Suggestions for the company

Yes No0

10

20

30

40

50

60

70

80

90

No. of Respondents

ANALYSIS AND ITS INTERPRETATION

From the above table and graph it is quite clear that majority of the respondents i.e.

80% want to give suggestions for the company to improve recuitment and selection

process and remaining 20% of the respondents do not want to give any suggesstions.

36

FINDINGS OF THE STUDY

37

FINDINGS OF THE STUDY

After conducting the study on “Recruitment & Selection” The findings were as

follows.

It is quite clear that 50% of the respondents are satisfied with the present

recruitment process adopt by the company, 30% of the respondents are not

satisfied with the present recruitment process adopt by the company while

remaining 20% of the respondents could not say anything.

It is quite clear that 20% of the respondents are recuited internally in this

company, 45% of the respondents are recuited by test and interview, 20% of the

respondents are recuited on the reference and remaiing 15% of the respondents are

recuited on gate.

It is clear that 40 % of the employees feel GD a very interesting in the

recruitment process part and remaining 20% each feel written test, interview and

all the above process the interesting part of recruitment process.

It is clear that 40 % of the employees feel that written is the lenghty in the

recruitment process and remaining 20% each feel Gd, interview and all the above

process is the lengthy part in recruitment process.

It is quite clear that 50% of the respondents are agree that the question asked in

the test are level to the post offer, 30% of the respondents are not are agree that

the question asked in the test are level to the post offer while remaining 20% of

the respondents could not say anything.

It is quite clear that majority of the respondents are agree that the post offer and

salary are equal to the employment notice and remaining 30% of the respondents

are not agree that the post offer and salary are equal to the employment notice.

It is quite clear that 25% of the employees are having a good experience about the

company at the time of joining, 40% of the employees are having a fair

experience, 15% of the employees are having a best experience and remaining

20% employees are not having a good experience about the company at the time

of joining.

38

It is quite clear that 60% of the respondents are satisfied with induction and

orientation process and remaining 40% of the respondents are not satisfied with

induction and orientation process of the company.

It is quite clear that majority of the respondents i.e. 80% want to give suggestions

for the company to improve recuitment and selection process and remaining 20%

of the respondents do not want to give any suggesstions.

39

CONCLUSION AND RECOMMENDATIONS

40

CONCLUSION AND RECOMMENDATIONS

7.1 CONCLUSION

At the end I reach to the conclusion that Castle Toyota no doubt world emerging Car

company. It has unique place in every Indian. By strong financial and structural

position it is top to his competitor. In era of globalization the company growth and

feature are safe. The price policies fowled by the company do separate to its

competitor. The recruitment and selection policies are very good. Talent search in

rural area, in my concerned first time adopted by any company in India.

In hole training period I learn a lot in Castle Toyota and find that some of the area

where the company required improvement like

Induction Process : It has been rightly said that if the beginning of a new voyage in

our lives be good, all goes well after that. The true in many organizations, which go

an extra mile when they have new employees on board. If a new hire gets inducted

into the organization in a proper manner, he/she feels more connected to the

organization and eventually, loyalty and long-terms association follow.

After joining a new organization, many of us find ourselves thrown into a new

environment, with a lot of apprehensions. This be where induction trainee can help

familiarize us with the organization’s philosophy, along with key business processes

and our work responsibilities.

It is absolutely necessary to unbolt the door to international business customs and

practices so as to enable international managers to conduct business successfully

around the world.

Cross Culture Issues: Today, when business has become global, to achieve success,

one not only needs to communicate in a language that can be understood, but also

needs to know the customs and the non-verbal practices of every culture.

41

7.2 RECOMMENDATIONS

After conducting the study, the main recommendations were as follows:

Alignment of talent acquisition strategy with the overall corporate strategic plan.

Measuring workforce performance on the basis of quality of hire and time per

hire.

Elimination of traditional paper methods and using latest technological

developments.

Focusing on a long –term plan.

Managing workforce wholly.

Reducing the application process and workload for the job. Invite interested job

seekers to create a ‘self-profile’ which can be used in case a suitable job vacancy

arises.

42

References

43

REFERENCES

Hunter, J.E., Schmidt, F. L., & Pearlman, K. . Task differences as moderators of

aptitude test validity in selection: A red herring. Journal of Applied Psychology,

66, 166-185.

Schmidt, F. L., Law, K., Hunter, J. E., Rothstein, H. R., Pearlman, K., McDaniel,

M. . Refinements in validity generalization methods: Implications for the

situational specificity hypothesis. Journal of Applied Psychology, 78, 3-12.

Hunter, J. E. Cognitive ability, cognitive aptitude, job knowledge, and job

performance. Journal of Vocational Behavior, 29, 340-362.

Hunter, J. E., & Schmidt, F. L. . Intelligence and job performance: Economic and

social implications. Psychology, Public Policy, and Law, 2, 447-472.

Flanagan, J. C. . The Critical Incident Technique. Psychological Bulletin, 51, 327-

358.

O'Driscoll, M. P., & Cooper, C. L. . Coping with work-related stress: A critique of

existing measures and proposal for an alternative methodology. Journal of

Occupational and Organizational Psychology, 67, 343-354.

Michelson, B. J. . Leadership and power base development: using power

effectively to manage diversity and job-related interdependence in complex

organizations. Retrieved from

http://www.au.af.mil/au/awc/awcgate/au-24/michelson.pdf

Christopher Duffy, The Business Experience in the Age of Reason, 1988.

Mark J. Eitelberg, Manpower for company occupations, 1988.

David R. Segal, Recruiting for Uncle Sam, 1989.

www.Castle Toyotabiscuits.com

www.googlescholars.com

www.answers.com

44

questionnnaire

45

QUESTIONNAIRE

Dear respondent,

I, Gagandeep Singh Dhanoa , BBA student of ‘Sant Baba Bhag

Singh Post Graduate College, Khiala is conducting a survey on the topic

“Recruitment and Selection Process” as a part of our curriculum. Your cooperation

is required in this endeavor and we assure that the following questionnaire will not

take much of your time.

DEMOGRAPHIC PROFILE

Name_______________________________

Age

Less than 20 years 20-40 years

40-60 years More than 60 years

Gender

Male Female

Designation:

Manager Executive Supervisor

Q1) Age distribution of workers at Castle Toyota

18-20 years

21-25 years

26-30 years

Above 30 years

Q2) Are you educated?

Yes

No

46

Q3) If yes, what is your qualification?

10th

12th

Graduate.

Post Graduate

Q4) Did you satisfied with the present recruitment and selection process adopt by the

company?

Yes

No

Can’t Say

Q5) How did you recruit in this company?

Internally

By test and interview

On the reference

On gate

Q6) In whole recruitment process which part you feel very interesting?

Written test

GD

Interview

All

Q7) In recruitment process which part you feel lenghty?

Written test

GD

Interview

All

Q8) Are you satisfied with working conditions?

Yes

No

Can’t say

47

Q8) do you feel that the post offer and the salary are equal to the employment notice?

Yes

No

Q9) What is your experience about the company at the time of joining?

Good

Fair

Best

Not Good

Q10) Are you satisfied with the provision of medical facilities provided at Castle

Toyota?

Yes

No

Can’t Say

Q11) Which language do you prefer during recruitment process?

Hindi

English

Both

Q12) Do you satisfied with the induction and orientation process?

Yes

No

Q13) Does the company takes any action after getting feedback from the employees?

Yes

No

Can’t Say

Q14) Any suggesstions for the company to improve recruitment and selection process

…………………………………………………………………………………………

Thank you.

48