a project on job satisfaction.doc

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

CONTENTS

CHAPTER

NO.

TITLE OF CHAPTER PAGE NO.

Contents

List of Tables

List of Graphs

List of Figures

1 Introduction

2 Recruitment and Selection

2.1 Definitions

2.2 History

2.3 Importance

2.4 Importance to worker and organization Factors

2.5 Workers role in Recruitment and Selection reasons

2.6 Factors

2.7 Reasons of low Recruitment and Selection

2.8 Effects Of Low Recruitment and Selection

2.9 Influences

3 Models of Recruitment and Selection

3.1Model of facet of Recruitment and Selection

3.2 Affect theory(Edwin A. Locke 1976)

3.3 Dispositional Theory( Timothy A. Judge 1988)

3.4 Two-Factor Theory (Motivator-Hygiene Theory)

3.5 Job Characteristics Model (Hackman & Oldham)

3.6 Modern method of measuring Recruitment and

Selection

3.7 Rating scale

3.8 Personal interviews

1


3.9 action tendencies

3.10 Job enlargement

3.11 Job rotation

3.12 Change of pace

3.13 Scheduled rest periods

4 Research methodology

4.1 Introduction

4.2 Drafting Of Questionnaire

4.3 Sampling

4.4 Research objectives

4.5 Data Collection

4.6 Relevance And Limitation Of Study

4.7 Chapterisation

5 Organizational profile

5.1 Company Profile

5.2 Vision & Missio

5.3 Our Objective

5.4 Allinace & Partnership

5.5 HCL Advantage

5.6 Technology Leadership

5.7 Philosophy of Quality

5.8 Quality At HCL Infosystems Ltd.

5.9 Manufacturing

6.0 Chairman And CEO Profile

6 Data presentation, Analysis and Interpretation

7 Conclusions And Suggestions

Appendices

Appendices A –

Questionnaire

2


Bibliography

LIST OF TABLES

TABLE NO.

TITLE OF TABLE PAGE NO.

6.1 Responses regarding whether the respondents are satisfied with the workplace

6.2 Responses regarding whether the respondents are satisfied with the infrastructure of organization

6.3 Responses regarding whether the respondents are satisfied with the canteen facility provided by organization.

6.4 Responses regarding whether the respondents are satisfied with the implementation of rules and responsibilities.

6.5 Responses regarding whether the respondents are satisfied with the freedom given at work.

6.6 Responses regarding whether the respondents are satisfied with the team spirit in organization

6.7 Responses regarding whether the respondents are satisfied with convenient working hours

6.8 Responses regarding whether the respondents are satisfied with Job security

6.9 Responses regarding whether the respondents are satisfied with the targets achievable.

6.10 Responses regarding whether the respondents are satisfied with the targets achievable

6.11 Responses regarding whether the respondents are satisfied with the opportunities of promotions

6.12 Responses regarding whether the respondents are satisfied with the payment of salary on time

6.13 Responses regarding whether the respondents are satisfied

3


with the quality of formal training and induction program6.14 Responses regarding whether the respondents are satisfied

with the quality of in-house training

6.15 Responses regarding whether the respondents are satisfied with the period of training

6.16 Responses regarding whether the respondents are satisfied with the proper and proactive HR division Responses regarding whether the respondents are satisfied with the performance appraisal system

6.17 Responses regarding whether the respondents are satisfied with the performance appraisal system


6.19 Responses regarding whether the respondents are satisfied with the celebration of employees birthday

6.20 Responses regarding whether the respondents are satisfied with forum for face to face communication

6.21 Responses regarding whether the respondents are satisfied with encouragement to employees suggestions

6.22 Responses regarding whether the respondents are satisfied with positive acceptance of employees suggestions

6.23 Responses regarding whether the respondents are satisfied with management keeps promises.

4


LIST OF GRAPHS

GRAPHS NO.

TITLE OF GRAPH PAGE NO.

6.1 Responses regarding whether the respondents are satisfied with the workplace

6.2 Responses regarding whether the respondents are satisfied with the infrastructure of organization

6.3 Responses regarding whether the respondents are satisfied with the canteen facility provided by organization.

6.4 Responses regarding whether the respondents are satisfied with the implementation of rules and responsibilities.

6.5 Responses regarding whether the respondents are satisfied with the freedom given at work.

6.6 Responses regarding whether the respondents are satisfied with the team spirit in organization

6.7 Responses regarding whether the respondents are satisfied with convenient working hours


6.9 Responses regarding whether the respondents are satisfied with the targets achievable.

6.10 Responses regarding whether the respondents are satisfied with the targets achievable

6.11 Responses regarding whether the respondents are satisfied with the opportunities of promotions

6.12 4.12. Responses regarding whether the respondents are satisfied with the payment of salary on time

6.13 Responses regarding whether the respondents are satisfied with the quality of formal training and induction program

5


6.14 Responses regarding whether the respondents are satisfied with the quality of in-house training

6.15 4.15. Responses regarding whether the respondents are satisfied with the period of training

6.16 Responses regarding whether the respondents are satisfied with the proper and proactive HR division Responses regarding whether the respondents are satisfied with the performance appraisal system



6.19 Responses regarding whether the respondents are satisfied with the celebration of employees birthday

6.20 Responses regarding whether the respondents are satisfied with forum for face to face communication

6.21 Responses regarding whether the respondents are satisfied with encouragement to employees suggestions

6.22 Responses regarding whether the respondents are satisfied with positive acceptance of employees suggestions

6.23 Responses regarding whether the respondents are satisfied with management keeps promises.

6


LIST OF FIGURES

FIGURE NO.

NAME OF FIGURES PAGE NO.

1 Curve showing relationship between Recruitment and Selection and rate of turn over and absenteeism

2 Model of determinant of facet of Recruitment and

Selection

7


8

CHAPTER NO.1

INTRODUCTION


INTRODUCTION

Recruitment and Selection in regards to one’s feeling or state of mind regarding nature of

their work. Job can be influenced by variety of factors like quality of one’s relationship

with their supervisor, quality of physical environment in which they work, degree of

fulfillment in their work, etc.

Positive attitude towards job are equivalent to Recruitment and Selection where as

negative attitude towards job has been defined variously from time to time. In short

Recruitment and Selection is a person’s attitude towards job.

Recruitment and Selection is an attitude which results from balancing & summation of

many specific likes and dislikes experienced in connection with the job- their evaluation

may rest largely upon one’s success or failure in the achievement of personal objective

and upon perceived combination of the job and combination towards these ends.

According to pestonejee, Recruitment and Selection can be taken as a summation of

employee’s feelings in four important areas. These are:

1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

opportunities on the job for promotion and advancement (prospects), overtime

regulations, interest in work, physical environment, and machines and tools.

2. Management- supervisory treatment, participation, rewards and punishments,

praises and blames, leaves policy and favoritism.

9


3. Social relations- friends and associates, neighbors, attitudes towards people in

community, participation in social activity socialibility and caste barrier.

4. Personal adjustment-health and emotionality.

Recruitment and Selection is an important indicator of how employees feel about their

job and a predictor of work behavior such as organizational citizenship, Absenteeism,

Turnover.

Recruitment and Selection benefits the organization includes reduction in complaints and

grievances, absenteeism, turnover, and termination; as well as improved punctuality and

worker morale. Recruitment and Selection is also linked with a healthier work force and

has been found to be a good indicator of longevity.

Recruitment and Selection is not synonyms with organizational morale, which the

possessions of feeling have being accepted by and belonging to a group of employees

through adherence to common goals and confidence in desirability of these goals.

Morale is the by-product of the group, while Recruitment and Selection is more an

individual state of mind.

10


11

CHAPTER NO. 2

JOB SATISFACTION


2.1 DEFINITIONS OF RECRUITMENT AND SELECTION

Different authors give various definitions of Recruitment and Selection. Some of them

are taken from the book of D.M. Pestonjee “Motivation and Recruitment and Selection”

which are given below:

Recruitment and Selection is defined as a pleasurable, emotional, state resulting from

appraisal of one’s job. An effective reaction to one’s job.

Weiss

Recruitment and Selection is general attitude, which is the result of many specific

attitudes in three areas namely:

Specific job factors

Individual characteristics

Group relationship outside the job

Blum and Naylor

Recruitment and Selection is defined, as it is result of various attitudes the person hold

towards the job, towards the related factors and towards the life in general.

Glimmer

Recruitment and Selection is defined as “any contribution, psychological, physical, and

environmental circumstances that cause a person truthfully say, ‘I am satisfied with my

job.”

12


Recruitment and Selection is defined, as employee’s judgment of how well his job on a

whole is satisfying his various needs Mr.

Smith

Recruitment and Selection is defined as a pleasurable or positive state of mind resulting

from appraisal of one’s job or job experiences.

Locke

2.2 HISTORY OF RECRUITMENT AND SELECTION

The term Recruitment and Selection was brought to lime light by hoppock (1935). He

revived 35 studies on Recruitment and Selection conducted prior to 1933 and observes

that Recruitment and Selection is combination of psychological, physiological and

environmental circumstances. That causes a person to say. “I m satisfied with my job”.

Such a description indicate the variety of variables that influence the satisfaction of the

individual but tell us nothing about the nature of Recruitment and Selection.

Recruitment and Selection has been most aptly defined by pestonjee (1973) as a job,

management, personal adjustment & social requirement. Morse (1953) considers

Recruitment and Selection as dependent upon job content, identification with the co.,

financial & job status & priding group cohesiveness

One of the biggest preludes to the study of Recruitment and Selection was the Hawthorne

study. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard

Business School, sought to find the effects of various conditions (most notably

illumination) on workers’ productivity.

These studies ultimately showed that novel changes in work conditions temporarily

increase productivity (called the Hawthorne Effect). It was later found that this increase

resulted, not from the new conditions, but from the knowledge of being observed.

13

http://en.wikipedia.org/wiki/Elton_Mayo

http://en.wikipedia.org/wiki/Hawthorne_Effect

http://en.wikipedia.org/wiki/Harvard_Business_School

http://en.wikipedia.org/wiki/Harvard_Business_School


This finding provided strong evidence that people work for purposes other than pay,

which paved the way for researchers to investigate other factors in Recruitment and

Selection.

Scientific management (aka Taylorism) also had a significant impact on the study of

Recruitment and Selection. Frederick Winslow Taylor’s 1911 book, Principles of

Scientific Management, argued that there was a single best way to perform any given

work task. This book contributed to a change in industrial production philosophies,

causing a shift

from skilled labor and piecework towards the more modern approach of assembly lines

and hourly wages.

The initial use of scientific management by industries greatly increased productivity

because workers were forced to work at a faster pace. However, workers became

exhausted and dissatisfied, thus leaving researchers with new questions to answer

regarding Recruitment and Selection.

It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo

Munsterberg set the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the

foundation for Recruitment and Selection theory. This theory explains that people seek to

satisfy five specific needs in life – physiological needs, safety needs, social needs, self-

esteem needs, and self-actualization. This model served as a good basis from which early

researchers could develop Recruitment and Selection theories.

14

http://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs

http://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberg

http://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberg

http://en.wikipedia.org/wiki/Walter_Dill_Scott

http://en.wikipedia.org/wiki/Hourly_wage

http://en.wikipedia.org/wiki/Assembly_lines

http://en.wikipedia.org/wiki/Piecework

http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor

http://en.wikipedia.org/wiki/Taylorism

http://en.wikipedia.org/wiki/Scientific_management


2.3 IMPORTANCE OF RECRUITMENT AND SELECTION

Recruitment and Selection is an important indicator of how employees feel about

their job and a predictor of work behavior such as organizational, citizenship,

Absenteeism, Turnover.

Recruitment and Selection can partially mediate the relationship of personality

variables and deviant work behavior.

Common research finding is that Recruitment and Selection is correlated with life

style.

This correlation is reciprocal meaning the people who are satisfied with the life

tends to be satisfied with their jobs and the people who are satisfied their jobs

tends to satisfied with their life.

This is vital piece of information that is Recruitment and Selection and job

performance is directly related to one another. Thus it can be said that, “A happy

worker is a productive worker.”

15


It gives clear evidence that dissatisfied employees skip work more often and more

like to resign and satisfied worker likely to work longer with the organization.

2.4 IMPORTANCE TO WORKER AND ORGANIZATION

Recruitment and Selection and occupational success are major factors in personal

satisfaction, self-respect, self-esteem, and self-development. To the worker, Recruitment

and Selection brings a pleasurable emotional state that can often leads to a positive work

attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal.

For the organization, Recruitment and Selection of its workers means a work

force that is motivated and committed to high quality performance. Increased

productivity- the quantity and quality of output per hour worked- seems to be a byproduct

of improved quality of working life. It is important to note that the literature on the

relationship between Recruitment and Selection and productivity is neither conclusive

nor consistent.

However, studies dating back to Herzberg’s (1957) have shown at least low

correlation between high morale and high productivity and it does seem logical that more

satisfied workers will tend to add more value to an organization.

Unhappy employees, who are motivated by fear of loss of job, will not give 100

percent of their effort for very long. Though fear is a powerful motivator, it is also a

temporary one, and also as soon as the threat is lifted performance will decline.

16


Recruitment and Selection benefits the organization includes reduction in

complaints and grievances, absenteeism, turnover, and termination; as well as improved

punctuality and worker morale. Recruitment and Selection is also linked with a healthier

work force and has been found to be a good indicator of longevity.

Although only little correlation has been found between Recruitment and

Selection and productivity, Brown (1996) notes that some employers have found that

satisfying or delighting employees is a prerequisite to satisfying or delighting customers,

thus protecting the “bottom line”.

2.5 WORKERS ROLE IN RECRUITMENT AND SELECTION

If Recruitment and Selection is a worker benefit, surely the worker must be able to

contribute to his or her own satisfaction and well being on the job. The following

suggestions can help a worker find personal Recruitment and Selection: Seek

opportunities to demonstrate skills and talents. This often leads to more challenging work

and greater responsibilities, with attendant increases in pay and other recognition.

Develop excellent communication skills. Employer’s value and rewards excellent

reading, listening, writing and speaking skills.

Know more. Acquire new job related knowledge that helps you to perform tasks more

efficiently and effectively. This will relive boredom and often gets one noticed.

Demonstrate creativity and initiative. Qualities like these are valued by most

organizations and often results in recognition as well as in increased responsibilities and

rewards.

Develop teamwork and people skills. A large part of job success is the ability to work

well with others to get the job done.

17


Accept the diversity in people. Accept people with their differences and their

imperfections and learn how to give and receive criticism constructively.

See the value in your work. Appreciating the significance of what one does can lead to

satisfaction with the work itself. This help to give meaning to one’s existence, thus

playing a vital role in Recruitment and Selection.

Learn to de-stress. Plan to avoid burn out by developing healthy stress management

techniques.

2.6 FACTORS OF RECRUITMENT AND SELECTION

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major

components of Recruitment and Selection. These are as under:

The way the individual reacts to unpleasant situations,

The facility with which he adjusted himself with other person

The relative status in the social and economic group with which he identifies

himself

The nature of work in relation to abilities, interest and preparation of worker

Security

Loyalty

Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and

listed various job factors of Recruitment and Selection. These are briefly defined one by

one as follows:

18


1. Intrinsic aspect of job

It includes all of the many aspects of the work, which would tend to be constant for

the work regardless of where the work was performed.

2. Supervision

This aspect of Recruitment and Selection pertains to relationship of worker with his

immediate superiors. Supervision, as a factor, generally influences Recruitment and

Selection.

3. Working conditions

This includes those physical aspects of environment which are not necessary a part of

the work. Hours are included this factor because it is primarily a function of

organization, affecting the individuals comfort and convenience in much the same

way as other physical working conditions.

4. Wage and salaries

This factor includes all aspect of job involving present monitory remuneration for

work done.

5. Opportunities for advancement

It includes all aspect of job which individual sees as potential sources of betterment of

economic position, organizational status or professional experience.

6. Security

It is defined to include that feature of job situation, which leads to assurance for

continued employment, either within the same company or within same type of work

profession.

7. Company & management

It includes the aspect of worker’s immediate situation, which is a function of

organizational administration and policy. It also involves the relationship of employee

with all company superiors above level of immediate supervision.

8. Social aspect of job

It includes relationship of worker with the employees specially those employees at

same or nearly same level within the organization.

9. Communication

19


It includes job situation, which involves spreading the information in any direction

within the organization. Terms such as information of employee’s status, information

on new developments, information on company line of authority, suggestion system,

etc, are used in literature to represent this factor.

10. Benefits

It includes those special phases of company policy, which attempts to prepare the

worker for emergencies, illness, old age, also. Company allowances for holidays,

leaves and vacations are included within this factor.

2.7 REASONS OF LOW RECRUITMENT AND SELECTION

Reasons why employees may not be completely satisfied with their jobs:

1. Conflict between co-workers.

2. Conflict between supervisors.

3. Not being opportunity paid for what they do.

4. Have little or no say in decision making that affect employees.

5. Fear of loosing their job.

2.8 EFFECTS OF LOW RECRUITMENT AND SELECTION

1. HIGH ABSENTEEISM

20


Absenteeism means it is a habitual pattern of absence from duty or obligation.

If there will be low Recruitment and Selection among the employees the rate of

absenteeism will definitely increase and it also affects on productivity of organization.

In the above diagram line AB shows inverse relationship between Recruitment and

Selection and rate of turn over and rate of absenteesm.

As th Recruitment and Selection is high the rate of both turn over and absentiseesm is

low and vise a versa.

2.HIGH TURNOVER

In human resource refers to characteristics of a given company or industry relative to the

rate at which an employer gains and losses the staff.

High

low

low High

Job satisfactin

Rate of turn over and absences

A

B

Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over and absenteeism.

21


If the employer is said to be have a high turnover of employees of that company

have shorter tenure than those of other companies.

3.TRAINING COST INCREASES

As employees leaves organization due to lack of Recruitment and Selection. Then Human

resource manager has to recruit new employees. So that the training expenditure will

increases.

2.9 INFLUENCES ON RECRUITMENT AND SELECTION

22


There are no. of factors that influence Recruitment and Selection. For example, one

recent study even found that if college students majors coinsided with their job , this

relationship will predicted subsequent Recruitment and Selection. However, the main

influences can be summerised along with the dimentions identified above.

The work itself

The concept of work itself is a major source of satisfaction. For example, research related

to the job charactoristics approach to job design, shows that feedback from job itself and

autonomy are two of the major job related motivational factors. Some of the most

important ingridents of a satisfying job uncovered by survey include intersting and

challenging work, work that is not boring, and the job that provides status.

Pay

Wages and salaries are recognised to be a significant, but complex, multidimentional

factor in Recruitment and Selection. Money not only helps people attain their basic needs

butevel need satisfaction. Employees often see pay as a reflection of how managemnet

view their conrtibution to the organization. Fringe benefits are also important.

If the employees are allowed some flexibility in choosing the type of benefits they prefer

within a total package, called a flexible benefit plan, there is a significant increase in

both benefit satisfaction and overall Recruitment and Selection.

Promotions

Promotional opportunities are seem to be have avarying effect on Recruitment and

Selection. This is because of promotion take number of different forms.

WHAT IS THE IMPACT OF RECRUITMENT AND SELECTION?

23


Many managers subscribe to the belief that a satisfied worker is necessarily good

worker. In other words, if management could keep the entire worker’s happy”, good

performance would automatically fallow. There are two propositions concerning the

satisfaction performance relation ship. The first proposition, which is based on

traditional view, is that satisfaction is the effect rather than the cause of performance.

This proposition says that efforts in a job leads to rewards, which results in a certain

level of satisfaction .in another proposition, both satisfaction and performance are

considered to be functions of rewards.

Various research studies indicate that to a certain extent Recruitment and Selection

affects employee turn over, and consequently organization can gain from lower turn

over in terms of lower hiring and training costs. Also research has shown an inverse

relation between Recruitment and Selection and absenteeism. When Recruitment and

Selection is high there would be low absenteeism, but when Recruitment and

Selection is low, it is more likely to lead a high absenteeism.

What Recruitment and Selection people need?

Each employee wants:

1. Recognition as an individual

2. Meaningful task

3. An opportunity to do something worthwhile.

4. Job security for himself and his family

5. Good wages

6. Adequate benefits

7. Opportunity to advance

8. No arbitrary action- a voice a matters affecting him

9. Satisfactory working conditions

10. Competence leadership- bosses whom he can admire and respect as persons

and as bosses.

However, the two concepts are interrelated in that Recruitment and Selection can

contribute to morale and morale can contribute to Recruitment and Selection.

24


It must be remembered that satisfaction and motivation are not synonyms. Motivation is a

drive to perform, where as satisfaction reflects the individual’s attitude towards the

situation. The factors that determine whether individual is adequately satisfied with the

job differs from those that determine whether he or she is motivated. the level of

Recruitment and Selection is largely determined by the comfits offered by the

environment and the situation . Motivation, on the other hand is largely determine by

value of reward and their dependence on performance. The result of high Recruitment

and Selection is increased commitment to the organization, which may or may not result

in better performance.

A wide range of factors affects an individual’s level of satisfaction. While organizational

rewards can and do have an impact, Recruitment and Selection is primarily determine by

factors that are usually not directly controlled by the organization. a high level of

Recruitment and Selection lead to organizational commitment, while a low level, or

dissatisfaction, result in a behavior detrimental to the organization. For example,

employee who like their jobs, supervisors, and the factors related to the job will probably

be loyal and devoted. People will work harder and derive satisfaction if they are given the

freedom to make their own decisions.

25


MODELS OF RECRUITMENT AND SELECTIONThere are various methods and theories of measuring Recruitment and Selection level of

employees in the orgnization given by different authers.

List of all the theorise and methods measuring Recruitment and Selection level is given

below:

26

CHAPTER NO. 3

MODELS OF JOB SATISFACTION


A MODEL OF FACET SATISFACTION

Affect theory(Edwin A. Locke 1976)

Dispositional Theory( Timothy A. Judge 1988)

Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzberg’s)

Job Characteristics Model (Hackman & Oldham)

Rating scale

Personal interviews

action tendencies

Job enlargement

Job rotation

Change of pace

Scheduled rest periods

3.1 MODEL OF FACET OF RECRUITMENT AND SELECTION

27

SkillExperienceTrainingEffortsAgeSeniorityEducationCo loyaltyPast performance

Perceived personal job inputs

http://en.wikipedia.org/wiki/Frederick_Herzberg


Fig.no.2 Model of determinant of facet of Recruitment and Selection

Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is applicable

to understand what determines a person’s satisfaction with any facet of job.

According to this model actual outcome level plays a key role in a person’s perception of

what rewards he recieves. His perception influenced by his perception of what his

referent others recieves. The higher outcome level of his referent other the lower his

outcome level will appear. This model also focus on his perception on reward level.

3.2 AFFECT THEORY

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous

Recruitment and Selection model. The main premise of this theory is that satisfaction is

28

LevelDifficultyTime spanAmount of responsibility

Perceived outcome of referent others

Actual outcome received

Perceived inputs & outcomes of referent others

Perceived job characteristics

Perceived amount that should be received (a)

Perceived amount received (b)

a=b satisfactiona>b dissatisfactiona<b guiltInequityDiscomfort


determined by a discrepancy between what one wants in a job and what one has in a job.

Further, the theory states that how much one values a given facet of work (e.g. the degree

of autonomy in a position) moderates how satisfied/dissatisfied one becomes when

expectations are/aren’t met. When a person values a particular facet of a job, his

satisfaction is more greatly impacted both positively (when expectations are met) and

negatively (when expectations are not met), compared to one who doesn’t value that

facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is

indifferent about autonomy, then Employee A would be more satisfied in a position that

offers a high degree of autonomy and less satisfied in a position with little or no

autonomy compared to Employee B. This theory also states that too much of a particular

facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

3.3 DISPOSITIONAL THEORY

Another well-known Recruitment and Selection theory is the Dispositional Theory it is a

very general theory that suggests that people have innate dispositions that cause them to

29


have tendencies toward a certain level of satisfaction, regardless of one’s job. This

approach became a notable explanation of Recruitment and Selection in light of evidence

that Recruitment and Selection tends to be stable over time and across careers and jobs.

Research also indicates that identical twins have similar levels of Recruitment and

Selection.

A significant model that narrowed the scope of the Dispositional Theory was the Core

Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there

are four Core Self-evaluations that determine one’s disposition towards Recruitment and

Selection: self-esteem, general self-efficacy, locus of control, and neuroticism. This

model states that higher levels of self-esteem (the value one places on his self) and

general self-efficacy (the belief in one’s own competence) lead to higher work

satisfaction. Having an internal locus of control (believing one has control over her\his

own life, as opposed to outside forces having control) leads to higher Recruitment and

Selection. Finally, lower levels of neuroticism lead to higher Recruitment and Selection

3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

30

http://en.wikipedia.org/wiki/Neuroticism

http://en.wikipedia.org/wiki/Neuroticism

http://en.wikipedia.org/wiki/Locus_of_control

http://en.wikipedia.org/wiki/Self-efficacy

http://en.wikipedia.org/wiki/Self-esteem


Frederick Hertzberg’s Two-factor theory (also known as Motivator Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace. This theory states that

satisfaction and dissatisfaction are driven by different factors – motivation and hygiene

factors, respectively. Motivating factors are those aspects of the job that make people

want to perform, and provide people with satisfaction. These motivating factors are

considered to be intrinsic to the job, or the work carried out.Motivating factors include

aspects of the working environment such as pay, company policies, supervisory practices,

and other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable to

reliably empirically prove the model, with Hackman & Oldham suggesting that

Hertzberg's original formulation of the model may have been a methodological

artifactFurthermore, the theory does not consider individual differences, conversely

predicting all employees will react in an identical manner to changes in

motivating/hygiene factors.. Finally, the model has been criticised in that it does not

specify how motivating/hygiene factors are to be measured]

3.5 JOB CHARACTERISTICS MODEL

31

http://en.wikipedia.org/wiki/Two_factor_theory

http://en.wikipedia.org/wiki/Frederick_Herzberg


Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a

framework to study how particular job characteristics impact on job outcomes, including

Recruitment and Selection.

The model states that there are five core job characteristics (skill variety, task identity,

task significance, autonomy, and feedback) which impact three critical psychological

states (experienced meaningfulness, experienced responsibility for outcomes, and

knowledge of the actual results), in turn influencing work outcomes (Recruitment and

Selection, absenteeism, work motivation, etc.).

The five core job characteristics can be combined to form a motivating potential score

(MPS) for a job, which can be used as an index of how likely a job is to affect an

employee's attitudes and behaviors.

A meta-analysis of studies that assess the framework of the model provides some support

for the validity of the JCM.

3.6 MODERN METHOD OF MEASURING RECRUITMENT AND SELECTION

32

http://en.wikipedia.org/wiki/Meta-analysis

http://en.wikipedia.org/wiki/Job_Characteristics_Model


In this method of measuring Recruitment and Selection the comparision between various

orgnizational terms and conditions at managerial level and also the orgnization at a large.

SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF

THE ORGANIZATION:

1. Management has a clear path for employee’s advancement

2. Decisions are made keeping in mind the good of the employees

3. Management is extremely fair in personal policies

4. Physical working conditions are supportive in attaining targets

5. I nnovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION

1. I feel I can trust what my supervisor tells me

2. My supervisor treats me fairly and with respect

3. My supervisor handles my work-related issues satisfactorily

4. I get frequent appreciation of work done from supervisors

5. I get enough support from the supervisor

6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the company’s compensation package

2. I am satisfied with the medical benefits

3. I am satisfied with the conveyance allowance

4. I am satisfied with the retirement benefits

5. I am satisfied with the reimbursement of the expenses as per the eligibility

6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY

1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)

33


2. Rules and procedures are followed uncompromisingly

3. My job responsibilities are well defined and clear

SATISFACTION WITH CAREER DEVELOPMENT

1. I have adequate opportunities to learn and grow

2. I get opportunities to handle greater responsibilities

3. My skills and abilities are adequately used at work

From all above we can conclude level of Recruitment and Selection of our employees.

3.7 RATING SCALE

It is one of the most common methods of measuring Recruitment and Selection. The

popular rating scale used to measure Recruitment and Selection is to include:

Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent

satisfactions and dissatisfactions of employees.

Job Description Index: it measures Recruitment and Selection on the dimension

identified by Smith, Kendall, Hullin.

Porter Need Identification Questionnaires: It is used only for management personnel

and revolves around the problems and challenges faced by managers.

3.8 CRITICAL INCIDENTS

Fredrick Hertz berg and his Associates popularized this method of measuring

Recruitment and Selection. It involves asking employees to described incidents on job

when they were particularly satisfied or dissatisfied. Then the incidents are analyzed in

terms of their contents and identifying those related aspects responsible for the positive

and negative attitudes.

3.09 PERSONAL INTERVIEWS

34


This method facilitates an in-depth exploration through interviewing of job attitudes.

The main advantage in this method is that additional information or clarifications can

be obtained promptly.

3.10 ACTION TENDENCIES

By this method, Recruitment and Selection can be measured by asking questions and

gathering information on how they feel like behaving with respect to certain aspects

of their jobs. This method provides employees more opportunity to express their in-

depth feeling.

In his study on American employees, hoppock identified six factors that contributed

to Recruitment and Selection among them. These are as follows:

1. The way individual reacts to unpleasant situations.

2. The facilities with which he adjust himself to other persons.

3. His relative’s status in the social & economic group with which he identifies

himself.

4. The nature of work in relation to the abilities, interest & preparation of the

workers.

5. Security.

6. Loyalty.

Because human resource manager often serve as intermediaries between employees &

management in conflct.they are concern with Recruitment and Selection or general job

attitudes with the employees.

Philip apple white has listed the five major components of Recruitment and Selection .as

1. Attitude towards work group.

2. General working conditions.

3. Attitude towards company.

4. Monitory benefits &

5. Attitude towards supervision

Other components that should be added to this five are individual’s state of mind about

the work itself and about the life in general .the individual’s health, age, level of

aspiration. Social status and political & social activities can all contribute to the

35


Recruitment and Selection. A person’s attitude toward his or her job may be positive or

negative.

3.11 JOB ENLARGEMENT

The concept of job enlargement originated after World War II. It is simply the organizing

of the work so as to relate the contents of the job to the capacity, actual and potential, of

workers. Job enlargement is oblivious forerunner of the concept and philosophy of job

design. Stephan offers three basic assumptions behind the concept of job enlargement.

Output will increase if

1. Workers abilities are fully utilized

2. Worker has more control over the work

3. Workers interest in work and workplace is stimulated.

Job enlargement is a generic term that broadly means adding more and different tasks to

a specialized job. It may widen the number of task the employee must do that is, add

variety. When additional simple task are added to a job, the process is called horizontal

job enlargement. This also presumably adds interest to the work and reduces monotony

and boredom.

To check harmful effects of specialization, the engineering factors involved in each

individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened

so that there will be more lines and fewer workers on each line. Moreover, instead of

assigning one man to each job and then allowed to decide for himself how to organize the

work. Such changes permit more social contacts and greater control over the work

process.

3.12 JOB ROTATION

Job rotation involves periodic assignments of an employee to completely different sets of

job activities. One way to tackle work routine is to use the job rotation. When an activity

is no longer challenging, the employee is rotated to another job, at the same level that has

similar skill requirements.

Many companies are seeking a solution to on-the-job boredom through systematically

moving workers from one job to another. This practice provides more varieties and gives

36


employees a chance to learn additional skills. The company also benefits since the

workers are qualified to perform a number of different jobs in the event of an emergency.

3.13 CHANGE OF PACE

Anything that will give the worker a chance to change his pace when he wishes will lend

variety to his work. Further if workers are permitted to change their pace that would give

them a sense of accomplishment.

3.14 SCHEDULED REST PERIODS

Extensive research on the impact of rest periods indicates that they may increase both

morale and productivity. Scheduled rest periods bring many advantages:

They counteract physical fatigue

They provide variety and relieve monotony

They are something to look forward to- getting a break gives a sense of achievement.

They provide opportunities for social contacts.

37


RESEARCH METHODOLOGY

4.1 INTRODUCTION

38

CHAPTER NO. 4

RESEARCH METHODOLOGY


Research refers to a search for knowledge. It is a systematic method of collecting and

recording the facts in the form of numerical data relevant to the formulated problem and

arriving at certain conclusions over the problem based on collected data.

Thus formulation of the problem is the first and foremost step in the research process

followed by the collection, recording, tabulation and analysis and drawing the

conclusions. The problem formulation starts with defining the problem or number of

problems in the functional area. To detect the functional area and locate the exact

problem is most important part of any research as the whole research is based on the

problem.

According to Clifford Woody research comprises defining and redefining problems,

formulating hypothesis or suggested solutions: collecting, organizing and evaluating data:

making deductions and reaching conclusions: and at last carefully testing the conclusions

to determine whether they fit the formulating hypothesis.

Research can 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 construction of theory or in the practice of an art”

In short, the search for knowledge through objective and systematic method of

finding solution to a problem is research.

4.2 DRAFTING QUESTIONNAIRE

The questionnaire is considered as the most important thing in a survey operation. Hence

it should be carefully constructed. Structured questionnaire consist of only fixed

39


alternative questions. Such type of questionnaire is inexpensive to analysis and easy to

administer. All questions are closed ended.

4.3SAMPLING

It was divided into following parts:

Sampling universe

All the employees are the sampling universe for the research.

Sampling technique

Judgmental sampling

Sample was taken on judgmental basis. The advantage of sampling are that it is much less

costly, quicker and analysis will become easier. Sample size taken was 100 employees.

4.4 RESEARCH OBJECTIVES

The research has been undertaken with following objectives.

To study the level of Recruitment and Selection among the employees of SEVA

Automotive Pvt. Ltd. if any.

To study the methods of measuring Recruitment and Selection of SEVA

Automotive Pvt. Ltd.

4.5 DATA COLLECTION

The task of data collection begins after the research problem has been defined and

research design chalked out. While deciding the method of data collection to be used for

40


the study, the researcher should keep in mind two types of data viz. Primary and

secondary data.

Primary Data: -

The primary data are those, which are collected afresh and for the first time and

thus happen to be original in character. The primary data were collected through well-

designed and structured questionnaires based on the objectives.

Secondary Data:

The secondary data are those, which have already been collected by someone else

and passed through statistical process. The secondary data required of the research was

collected through various newspapers, and Internet etc.

4.6 RELEVANCE AND LIMITATIONS OF STUDY

The study was thoughtful for knowing the existing Recruitment and Selection

level of the employees of SEVA Automotive private limited, Nagpur.

Limitation for the study, the study was restricted to SEVA Automotive private limited,

Nagpur only and other being the time as constraint.

4.7 CHAPTERISATION1. Introduction

2. Research methodology

3. Organizational profile

4. Data presentation, analysis and interpretation

5. Conclusions and suggestions

41


42

CHAPTER NO. 5

ORGNIZATION PROFILE


ORGNIZATION PROFILE

HCL INFOSYSTEMS LDT.

NOIDATECHNOLOGY

THAT TOUCHES LIFES

COMPANY PROFILE

HCL INFOSYSTEMS LTD.

HCL Infosystems is India’s premier information enabling company. Leveraging its 3 decades of expertise in total technology solutions, HCL Infosystems offers value-added services in key areas such as system integration, networking consultancy and a wide range of support services.

43


HCL Infosystems is among the leading players in all the segments comprising the domestic IT products, solutions and related services, which include PCs, Servers, Imaging, Voice & video solutions, Networking Products, TV and FM Broadcasting solutions, Communication solutions, System Integration, ICT education & training, Digital lifestyle Solutions and Peripherals.

HCL has a direct sales, channel sales and retail sales network pan India. Continuously meeting the ever increasing customer expectations and applications, its focus on integrated enterprise solutions has strengthened the HCL Infosystems’ capabilities in supporting installation types ranging from single to large, multi-location, multi-vendor & multi-platform spread across India. HCL Infosystems, today has a direct support force of over 3000+ members, is operational at 360+ locations across the country and is the largest such human resource of its kind in the IT business in India. HCL Infosystems has pan India presence across metros and non-metros.

HCL Infosystems' manufacturing facilities are ISO 9001 & ISO 14001 certified and adhere to stringent quality standards and global processes. With the largest installed PC base in the country, four indigenously developed and manufactured PC brands - 'Infiniti', 'Busybee' 'Beanstalk' and ‘Ezeebee’ - and its robust manufacturing facilities, HCL Infosystems aims to further leverage its dominance in the PC market. It has been consistently rated as Top player in PC industry by IDC.

The 'Infiniti' line of business computing products is incorporated with leading edge products from world leaders such as Intel. Constant innovation to meet the customized requirements of its customers has enabled HCL to create the trusted ICT infrastructure platforms, powerful value adds like HCL Embedded Control & Continuity (HCL EC2) technology and the future generation of digital lifestyle enablers.

The Imaging, Voice & video solutions segment has strategic alliances with industry leaders to provide services in various domains which include Audio Video system integration solutions, broadcasting solutions, imaging products and solutions. The company has strategic alliances with world leaders for voice and video conferencing solutions, TV and FM Broadcasting solutions and for Imaging products and solutions to provide documentation products like copiers, MFDs, Duprinters, laser printers and large format printers.

44


The Channel Business of HCL Infosystems has an extensive network of over 3000+ resellers across 900 locations. It has actively promoted the penetration of PCs in the home and the small office/home office (SOHO) segments.

HCL Infinet Ltd, 100% owned subsidiary of HCL Infosystems Ltd. is a class A ISP focusing on providing the corporate networking services like Virtual Private Network, Broadband Internet Access, Internet Telephony Hosting & Co-location services, designing & deploying Disaster Recovery Solutions & Business Continuity solution, Application Services, Managed Security Services & NOC Services over its state-of-the-art IP / MPLS network and end-to-end contact center solutions.

VISION AND MISSION

VISION STATEMENT"Together we create the enterprises of tomorrow"

45


MISSION STATEMENT"To provide world-class information technology solutions and

services to enable our customers to serve their customers better"

QUALITY POLICY "We shall deliver defect-free products, services and solutions

to meet the requirements of our external and internal customers, the first time, every time"

OUR OBJECTIVES

46


OUR MANAGEMENT OBJECTIVESTo fuel initiative and foster activity by allowing individuals

freedom of action and innovation in attaining defined objectives.

OUR PEOPLE OBJECTIVESTo help people in HCL Infosystems Ltd. share in the

company's successes, which they make possible; to provide job security based on their performance; to recognize their

individual achievements; and help them gain a sense of satisfaction and accomplishment from their work.

CORE VALUES

We shall uphold the dignity of the individual. We shall honour all commitments. We shall be committed to Quality, Innovation and

Growth in every endeavor. We shall be responsible corporate citizens.

Alliance & Partnership

To provide world-class solutions and services to all our customers, we have formed Alliances and Partnerships with leading IT companies worldwide.

47


HCL Infosystems has alliances with global technology leaders like Intel, AMD, Microsoft, IBM, Bull, Toshiba, Nokia, Sun Microsystems, Ericsson, NVIDIA, SAP, Scansoft, SCO, EMC, Veritas, Citrix, CISCO, Oracle, Computer Associates, RedHat, Infocus, Duplo, Samsung and Novell.

These alliances on one hand give us access to best technology & products as well enhancing our understanding of the latest in technology. On the other hand they enhance our product portfolio, and enable us to be one stop shop for our customers.

HCL Advantage

HCL Infosystems (HCLI) draws it's strength from 30 years of experience in handling the ever changing IT scenario , strong customer relationships, ability to provide the cutting

48


edge technology at best-value-for-money and on top of it, an excellent service & support infrastructure. Today, HCL is country's premier information enabling company. It offers one-stop-shop convenience to its diverse customers having an equally diverse set of requirements.

Be it a large multi-location enterprise, or a small/medium enterprise, or a small office or a home, HCLI has a product range, sales & support capability to service the needs of the customer.

Last 30 years apart from knowledge & experience have also given us continuity in relationship with the customers, thereby increasing the customer confidence in us.Our strengths can be summarized as:

Ability to understand customer's business and offer right technology.

Long standing relationship with customers. Pan India support & service infrastructure. Best-vale-for-money offerings.

Technology Leadership

HCL Infosystems is known to be the harbinger of technology in the country. Right from our inception we have attempted to pioneer the technology introductions in the country either through our R&D or through partnerships with the world technology leaders.

49


Using our own R&D we have: Created our own UNIX & RDBMS capability (in 80s). developed firewalls for enterprise & personal system

security. launched our own range of enterprise storage products. launched our own range of networking products.

We strive to understand the technology from the view of supporting it post installation as well. This is one of the key ingredients that go into our strategic advantage.

HCL Infosystems has to its claim several technology pioneering initiatives. Some of them are:

Country's first DeskTop PC - BusyBee in 1985. Country's first branded home PC - Beanstalk in 1995. Country's first Pentium 4 based PC at sub 40k price

point. Country's first Media Center PC.

Philosophy of Quality

"We shall deliver defect-free products, services and solutions to meet the requirements of our external and internal customers, the first time, every time."

To exist as a market leader in a globally competitive

50


marketplace, organizations need to adopt and implement a continuous improvement-based quality policy.One of the key elements to HCL's success is its never-ending pursuit of superior quality in all its endeavors.HCL INFOSYSTEMS believes in the Total Quality Management philosophy as a means for continuous improvement, total employee participation in quality improvement and customer satisfaction. Its concept of quality addresses people, processes and products.

Over the last 32 years, we have adapted to newer and better Quality standards that helped us effectively tie Quality with Business Goals, leading to customer and employee satisfaction.

QUALITY AT HCL INFOSYSTEMS LTD

The history of structured quality implementation in HCL Infosystems began in the late 1980s with the focus on improving quality of its products by using basis QC tools and Failure Reporting and Corrective Active Systems (FRACAS). We also employed concurrent engineering practices

51


including design reviews, and rigorous reliability tests to uncover latent design defects.

In the early 90s, the focus was not merely on the quality of products but also the process quality systems. Our manufacturing unit at NOIDA was certified initially to ISO 9002:1994 by Bureau Veritas Certification in 1994 and later on to ISO 9001:1994 in 1997. As of now, all our manufacturing units are certified by Bureau Veritas Certification as per ISO 9001:2000 and ISO 14001: 2004

In early 1995, a major quality initiative was launched across the company based on Philip B. Crosby's methodology of QIPM (Quality Improvement Process Management). This model was selected to because it considered the need and commitment by an organization to improve but more importantly, the individual's need towards better quality in his personal life.

Under our Quality Education System program, we train our employees on the basic concepts and tools of quality. A number of improvement projects have been undertaken by our employees, whereby process deficiencies and bottlenecks are identified, and Corrective Action Projects (CAPs) are undertaken. This reduces defect rates and improves cycle times in various processes, including personal quality.

We have received MAIT's 'Level II recognition for Business Excellence' for our initiatives in the Information Technology Industry, adding another commendation to our fold. MAIT's Level II recognition is based on the 'European Foundation for Quality Management' (EFQM), for gaining quality leadership and business competitiveness.

52


Our certifications / awards in 2003 include ISO 9001-2000 by Bureau Veritas Certification for our InfoStructure Services and award of First Prize by ELCINA (Electronic Component Industries Association) for Quality, 2002-03. The ELCINA award criteria considers two aspects. (1) Enablers (Leadership & Management commitment, Resource Management, Product Realisation, Measurement Analysis & Improvement) and Results (Product Quality, Customer / Stake holder satisfaction , Business results).

The tryst for continuous quality improvement is never-ending in HCL Infosystems. We always strive to maintain high quality standards, which help us fulfill our mission to provide world-class information technology solutions and services, to enable our customers to serve their customers better.

Manufacturing

HCL's computer hardware manufacturing plants include 4 facilities, 2 at Puducherry, 1 at Chennai & 1 at Uttranchal.

The plant located in Puducherry are situated 165 kms south

53


of Chennai on the coast of the Bay of Bengal with proximity to Chennai Air/Sea port, special policies for Industries of

local Govt, , Inland Container Depots, attractive power and labour rates - makes Puducherry an ideal place for business.Started in 1996 - with only Unit 1 - it now has 4 Units with a built up area of 4,19,000 sq. ft The infrastructure is state of the art, one of the best & largest in India.

All 3 factories are ISO 9001:2000 and ISO 14001, ISO 13485:2003, TS 16949-2002 TUV-Accredited certified. PMO was also Awarded MAIT Level 2 - by European Foundation for Quality Management in the year 2001. HCL was also awarded ELCINA's (Electronic Component Industries Association) Quality Award for the year 2002- 2003.

HCL Infosystems Ltd. Puducherry, Uttarakhand, and Noida Manufacturing Units now ISO 9001:2008 CertifiedState of the art IT systems in MRP, ERP, Online configurations enables this latest unit of HCL (Rudrapur) to leverage the power of IT in delivering optimum efficiency.

54

http://www.hclinfosystems.com/hcl-qms.htm




The plant is networked & online with HCL branch and head offices. The Pondicherry plant has its own Product Engineering Group (PEG) and R&D teams constantly engaged in developing new products and solutions. Driven by a strong manufacturing objective, HCL promises to deliver defect free products, services and solutions to meet the requirements of its external and internal customers, right from the commencement of the relationship.

Driven by a strong Manufacturing Objective

"WE SHALL DELIVER DEFECT-FREE PRODUCTS, SERVICES AND SOLUTIONS TO MEET THE REQUIREMENTS OF OUR EXTERNAL AND INTERNAL CUSTOMERS, THE FIRST TIME, EVERY TIME."

All processes in the manufacturing are aligned to this guiding objective . A strong emphasis of "Quality by Process" is ensured across all processes. The products manufactured here undergo stringent tests that ensures their ruggedness & durability , which may be deployed anywhere in India and may have to face severe conditions like - heat , humidity , rough transportation & handling .Our products undergo drop tests , hot & cold temperature chamber , client-site simulation tests , reliability tests et al .

Computers are shipped to locations all over India with an extensive network of professional logistic support partners. There is also a Customer satisfaction cell, in plant, to take care of problems reported from field.

Customers, sales & marketing, support personnel, dealers & distributors are encouraged to visit the plant to see, for themselves, what all goes in making a quality computer system.

CHAIRMAN & CEO'S PROFILE

55


Ajai Chowdhry

Founder - HCL Chairman & CEO - HCL Infosystems

An engineer by training, Ajai Chowdhry is one of the six founder members of HCL, India’s leading Technology and IT Enterprise. HCL, India’s original IT garage start-up founded

in 1976, is today a US$ 5.0 billion Global Enterprise.

Ajai took over the reins of HCL Infosystems, the flagship company of the group, as President and CEO in 1994. He was appointed the Chairman of HCL Infosystems in November 1999. Under Ajai’s stewardship, the company’s turnover has grown to US$ 3.1 billion for the last 12 months from US$ 89 Million in 1994. Employing ~5700 people, it has emerged as the country’s information-enabling powerhouse.

Ajai has been a key force in driving the growth of HCL Infosystems. The credit of setting up HCL's overseas operations, starting with Singapore in 1980 goes to him. During this tenure he extensively covered South Asian Markets including Malaysia, Thailand, Hong Kong, Indonesia, and the People's Republic of China, expanding business operations, which paved the way towards enhancing HCL's core competencies in bringing the best international technologies to the domestic market.

Driving the thrust on IT, Telecom and Imaging, Ajai perceives the role of his company as that of enabling information. Credited with providing momentum to key IT phenomena - within the company as well as in the industry - he has constantly added newer and cutting edge technology skills to the company's portfolio. Under his leadership,

56


several new projects have been undertaken in the company that have had a lasting impact including – pioneering HCL into digital lifestyle by getting into IT retail, building technology capability for convergence at the time when convergence of IT was merely a slogan, spearheading the company wide Quality movement and driving a vision of “IT for the masses” are some examples. A great believer in manufacturing potential of India, Ajai has relentlessly advocated the cause of manufacturing in India to many non-Indian MNCs, Industry bodies and Government. An absolute stickler for customer focus, he himself spends significant time personally listening to customers.

Ajai sensed an emerging opportunity early in the telecom and imaging domain and today HCL Infosystems is poised to exploit this opportunity to offer a richer bouquet of technology products to its customers.

It is recognition of stature and his visionary ability that Ajai was invited to be part of the IT Hardware Task Force set up by the Prime Minister of India, to give shape to the country's IT strategy. Ajai has tirelessly championed the cause of improving PC penetration in the country. He has worked closely with many Government bodies to take the ‘IT for the masses’ agenda forward and is on several government committees to take forward the course of IT and Hardware in India. Ajai has recently been invited to Chair the Confederation of Indian Industry’s National Committee for IT, ITES & E-Commerce, where he is striving to up the deployment of IT in Indian SMEs to increase their productivity and to make them globally competitive.

In cognizance of his contribution in championing the cause of the domestic Indian IT market, Ajai has recently been conferred the DATAQUEST ‘IT Man of the Year 2007’

57


Award. Ajai has earlier been awarded the 'IT Man of the Year' title by The Skoch Consultancy and 'Best IT Man of the Year' by The Foundation of Indian Industry and Economists. He has also received ‘Corporate Ratna - IT Industry of the Millennium’ Award by Wisitek Foundation and ‘Electronics Man of the Year - 2006’ Award by EFY for his pivotal role in HCL’s breakthrough innovations.

Ajai has a bachelor's degree in electronics and communication engineering, and attended the Executive Program at the School of Business Administration at the University of Michigan, US.

His pride and passion for his country very well reflects in the creation of HCL MindiaTM, a forum to salute the prowess of Indian Mind. His affection for music is well known and has lead to the birth of HCL Concert Series. Ajai is an avid reader and is fond of Jazz and the fine arts. He and his wife Kunkun live in New Delhi. top

CHAIRMAN & CEO'S PHOTOGRAPHS

58

http://www.hclinfosystems.com/c&c_profile.htm#top%23top


HCL PRODUCTSConsumer / Home & Home Office

59


Home PCs

Home Notebooks

.......................................................................................................................................................................................

.....Small and Medium Business & Education

Business Desktops

Business Leaptops Atom PC Workstations Servers Fujitsu

.......................................................................................................................................................................................

.....

Enterprise Business / Public Sector, Health & Education

Business PCs

Business Notebooks Business Workstations Neutron PC Servers Thin Clients

.......................................................................................................................................................................................

..... HCL Peripherals

Keyboards, display products, Technology products,Networking products & Racks and Kiosks

CORTONA3D PRODUCTS

.......................................................................................................................................................................................

.....

60

http://www.hclinfosystems.com/cortona-products.htm

http://www.hclperipherals.in/

http://www.hclperipherals.in/

http://www.hclinfosystems.com/thinclients.htm

http://www.hclinfosystems.com/p_serve.htm

http://www.hclinfosystems.com/neutron.htm

http://www.hclinfosystems.com/pd_work.htm

http://www.hclinfosystems.com/ip_notebook.htm

http://www.hclinfosystems.com/bus_pc.htm

http://www.fujitsu.com/in/services/computing/pc/notebooks/

http://www.hclsmb.in/servers.html

http://www.hclsmb.in/workstations.html

http://www.hclsmb.in/atom-pc.html

http://www.hclsmb.in/business-leaptops.html

http://www.hclsmb.in/business-desktops.html

http://www.hclstore.in/leaptops

http://www.hclstore.in/consumer-pc.html


HCL DESKTOPS RANGE

EZEEBEE MAX P991 Price: Rs.16990 Code: AZ001131

Ubuntu Linux 8.10 Intel® Atom 230 Processor 1.6 Ghz, 512 KB L2 Cache, 533 Mhz FSB Intel 945GC chipset based ITX MBD 1 GB DDR2 memory 160GB SATA Hard Disk Drive SATA 22X DVD Writer (Black)

View More Details & Buy Now

EZEEBEE TOP T321 PDC Price: Rs.20990 Code: AZ001127

Ubuntu Linux 8.10 Intel® Pentimum Dual Core processsor E2220 2.4 Ghz, 1 MB L6 Cache, 800 Mhz FSB Intel G31 chipset based Micro-ATX MBD 1 GB DDR2 memory 320GB SATA Hard Disk Drive SATA 22X DVD Writer (Black)


EZEEBEE TOP XP T819 PDC

61

http://www.hclstore.in/ezeebee_top_xp_t819_pdc

http://www.hclstore.in/ezeebee_top_t321_pdc


http://www.hclstore.in/ezeebee_max_p991





Price: Rs.22990 Code: AZ001105

Genuine Windows Vista® Starter Edition Intel® Pentimum Dual Core processsor E2220 2.4 Ghz, 1 MB L6 Cache, 800 Mhz FSB G31 based Chipset 1 GB DDR2 memory 160 GB SATA Hard Disk Drive SATA

22X DVD Writer (Black)

HCL LEAPTOPS RANGE

HCL Leaptop Z-3919 Price: Rs.57340 Code: AXZ3919 + GC944

Intel Core 2 Duo Processor T6400 Genuine Windows Vista® Home Premium 8GB DDR2 RAM (2xslots) 500 GB SATA Hard Disk Drive SATA Integrated Bluetooth & Web Camera 2 MP with Internal Mic


62

http://www.hclstore.in/z39

http://www.microsoft.com/genuine/



http://www.hclstore.in/ezeebee_top_xp_t819_pdc



HCL Leaptop U-3918 Price: Rs.52840 Code: AXU3918 + GC944

Intel Core 2 Duo Processor T6400 Ubuntu Linux

8GB DDR2 RAM (2xslots) 500 GB SATA Hard Disk Drive SATA Integrated Bluetooth & Web Camera 2 MP with Internal Mic


HCL Leaptop T39 Price: Rs.41990 Code: AX0T3904

Intel® Centrino® 2 Processor Technology Intel® Core™2 Duo Processsor P7350 Ubuntu 8.10 4 GB DDR2 RAM 320 GB Hard Disk Drive DVD Super Multi Drive Integrated 2.0 M Video Camera with Dual Internal MIC 10000 Gaming Hours FREE HCL SONIC EAR-GEAR


HCL Leaptop Z39 – Z3909 Centrino Price: Rs.42740 Code: AX0Z3909

Genuine Windows Vista® Home Premium Intel® Centrino Processor Technology Intel Core 2 Duo Processor T6400

o 2 MB L2 Cache, 2.0GHz, 800 MHz FSB

63

http://syndication.intel.com/DistributeModule.aspx?ppc_cid=WTM_00086077201&contentType=0


http://www.hclstore.in/Z3909

http://www.hclstore.in/hcl_leaptop_t39




http://www.hclstore.in/u39






o Intel GM45 Chipset Intel Wireless lan 5100 AGN 4 GB DDR2 RAM 320 GB Hard Disk Drive DVD Dual Layar Super Multi Drive


HCL Leaptop U39 Price: Rs.42990 Code: AX0U3908

Intel® Core™2 Duo processsor T5800 Ubuntu 8.10 14.1” Wide Screen TFT-LCD WXGA (1280X800) 4 GB DDR2 RAM 320 GB Hard Disk Drive DVD Super Multi Drive Integrated 2.0 M Video Camera with Dual Internal MIC


HCL Leaptop U39 (AX0U3912) Price: Rs.40670 Code: AX0U3912

Intel® Centrino Processor Technology Intel Core 2 Duo Processor T6400

o 2 MB L2 Cache, 2.0GHz, 800 MHz FSB o Intel GM45 Chipset

Ubuntu 8.10 Intel Wireless lan 5100 AGN 4 GB DDR2 RAM 320 GB Hard Disk Drive


HCL Leaptop U39

64

http://www.hclstore.in/hcl_leaptop_u39_1

http://www.hclstore.in/hcl_leaptop_u39_AX0U3912



http://www.hclstore.in/hcl_leaptop_u39







Price: Rs.39990 Code: AX0U3902

Intel® Core™2 Duo processsor T5800 Ubuntu 8.10 14.1” Wide Screen TFT-LCD WXGA (1280X800) 3 GB DDR2 RAM 160 GB Hard Disk Drive DVD Super Multi Drive Integrated 2.0 M Video Camera with Dual Internal MIC


HCL Leaptop B38 Price: Rs.38490 Code: AX0B3812

Intel® Core™2 Duo Processsor T5800 FREE Dos 15.4" WXGA Wide Screen TFT (1280x 800) 4 GB DDR2 RAM 320 GB Hard Disk Drive DVD Super Multi Drive Integrated Video Camera


HCL Leaptop B38 Price: Rs.36490 Code: AX0B3811

Intel® Core™2 Duo Processsor T5800 FREE Dos 15.4" WXGA Wide Screen TFT (1280x 800) 2 GB DDR2 RAM 160 GB Hard Disk Drive

65


http://www.hclstore.in/hcl_leaptop_b38_1

http://www.hclstore.in/b3812









DVD Super Multi Drive Integrated Video Camera


HCL Leaptop K38 Price: Rs.35490 Code: AX0K3803

Intel® Pentium® dual-core processor T3200 Genuine Windows Vista® Home Premium 15.4" WXGA Wide Screen TFT (1280x 800) 3 GB DDR2 RAM 160 GB Hard Disk Drive DVD Super Multi Drive Integrated Video Camera MCE Remote For Notebook


HCL Leaptop P38 Price: Rs.30990 Code: AX0P3801

Intel® Pentium® dual-core processor T3200 FREE DOS 15.4" WXGA Wide Screen TFT (1280x 800) 1 GB DDR2 RAM 160 GB Hard Disk Drive DVD Super Multi Drive Integrated Video Camera


HCL Leaptop P38-MTV

66

http://www.hclstore.in/hcl_leaptop_p38-mtv

http://www.hclstore.in/hcl_leaptop_p38

http://syndication.intel.com/DistributeModule.aspx?ppc_cid=IIP_00086071701&cc=IN&contentType=0


http://www.hclstore.in/hcl_leaptop_k38








Price: Rs.33990 Code: AX0P3809

Intel® Pentium® dual-core processor T3200 Free Dos 15.4" WXGA Wide Screen TFT (1280x 800) 3 GB DDR2 RAM 320 GB Hard Disk Drive DVD Super Multi Drive


HCL Leaptop P38 Price: Rs.32990 Code: AX0P3802

Intel® Pentium® dual-core processor T3200 Free Dos 15.4" WXGA Wide Screen TFT (1280x 800) 3 GB DDR2 RAM 160 GB Hard Disk Drive DVD Super Multi Drive


HCL NOTEBOOK P28 (AX0P2837) Price: Rs.30750 Code: AX0P2837

Intel Pentium Dual Core Processor T3200 FREE DOS 1 GB DDR2 RAM 160 GB SATA Hard Disk Drive Integerated Camera & Bluetooth DVD Super Multi Drive


HCL NOTEBOOK P28 (AX0B2840)

67

http://www.hclstore.in/hcl_notebook_p28_AX0B2840

http://www.hclstore.in/hcl_notebook_p28_ax0p2837



http://www.hclstore.in/hcl_leaptop_p38_1









Price: Rs.31240 Code: AX0P2840

Intel Pentium Dual Core Processor T3200 o 1 MB Cache, 2.0 GHz, 677 MHz FSB o VIA VN896 Chipset

FREE DOS DVD Super Multi Drive with DVD RAM Support 2 GB DDR2 RAM 160 GB SATA Hard Disk Drive, 1.3 Mp Camera


HCL NOTEBOOK P38 (AX0P3810) Price: Rs.31740 Code: AX0P3810

Intel Pentium Dual Core Processor T3200 FREE DOS 2 GB DDR2 RAM 160 GB SATA Hard Disk Drive DVD Super Multi Drive Integrated 1.3 Mp Camera & Bluetooth 10000 Gaming Hour


HCL LEAPTOP U39 Price: Rs.39591 Code: AX0U3906

Intel Core 2 Duo Processor T5800 Ubuntu 8.10 Linux 4 GB DDR2 RAM 250 GB Hard Disk Drive DVD Super Multi Drive Integrated 2.0 M Video Camera with Dual Internal MICIntegrated Bluetooth

v2.0 & 4 in 1 Card Reader

68












HCL Sonic Ear Gear 10000 Gaming Hours


HCL Leaptop N24 – N2425 Price: Rs.39050 Code: AX0N2425

Intel Core 2 Duo Processor T5800 o 2 MB L2 Cache, 2.0GHz, 800MHz FSB o Intel 965GM Chipset

Genuine Windows Vista® Home Premium Wireless lan 802.11 b/g 4 GB DDR2 RAM 160 GB Hard Disk Drive, DVD Super Multi Drive


HCL Notebook K38 – K3813 Price: Rs.33540 Code: AX0K3813

Intel Pentium Dual Core Processor T3200 o 1 MB Cache, 2.0 GHz,667 MHz FSB

Genuine Windows Vista® Home Premium nVIDIA nForce MCP79MVL Chipset Wireless LAN (802.11b/g) Win Vista Home Premium DVD Super Multi Drive with DVD RAM Support 3 GB DDR2 RAM upgradeable upto 4 GB


HCL Leaptop B29- B2913

69

http://www.hclstore.in/B2913

http://www.hclstore.in/K3813




http://www.hclstore.in/AX0N2425








Price: Rs.36540 Code: AX0B2913

Intel Core 2 Duo Processor T5450 o 2 MB Cache, 1.66 GHz, 667 MHz FSB

Free Dos Intel GM965 Chipset with Wireless lan 802.11b/g 3 GB DDR2 RAM upgradeable upto 4 GB 160 GB SATA Hard Disk Drive

Slim DVD Super Multi Drive with DVD RAM Support

SERVICESIT InfrastructureConsultancy ...............................................

IT Audit - Security,Compliance & RiskManagement...............................................

ERP Consulting & Services ...............................................

Managed Services ...............................................

Strategic OutsourcingServices ...............................................

Infostructure Services ...............................................

System Integration ...............................................

Networking Infrastructure ...............................................

Facilities Management ...............................................

VPN & Managed Networking (HCL Infinet)

...............................................

HCL CDC

70

http://www.hclcdc.in/

http://www.hclinfinet.com/


http://www.hclinfosystems.com/ser_facil.htm

http://www.hclinfosystems.com/ser_netinfra.htm

http://www.hclinfosystems.com/ser_si.htm

http://www.hclinfosystems.com/ser_infra.htm

http://www.hclinfosystems.com/ser_stratout.htm


http://www.hclinfosystems.com/ser_managed.htm

http://www.hclinfosystems.com/ser_erp.htm

http://www.hclinfosystems.com/ser_itaudit.htm



http://www.hclinfosystems.com/ser_itinfra.htm



http://www.hclstore.in/B2913


Infostructure Services

Offering a wide range of dependable Infostructure Solutions.

VPN & Managed Networking (HCL Infinet)

Benefit from our Internet Infrastructure Services.

Facilities Management

Introducing innovative Facilities Management services for complete satisfaction.

System Integration

Bringing to you reliable System Integration Solutions and Services.

IT Audit - Security, Compliance & Risk Management

Offering complete IT Audit Services for Small to Large Businesses.

IT Infrastructure Consultancy

Benefit from our IT Infrastructure Consultancy and more…

71















Networking Infrastructure

Introducing dependable Networking Infrastructure Services.Managed Services

IOffering best in class Managed Services that you can depend upon.

Strategic Outsourcing

HCL offers world class Strategic Outsourcing Services to enterprises of all sizes.ERP Consulting & Services

Benefit from our reliable ERP Consulting and Services.

HCL CDC

Equip yourself with the latest in IT by joining the HCL Career Development Centre.Copyright 2009 HCL Infosystems Limited

HOME l ABOUT US l PRODUCTS l SERVICES l INVESTORS l CAREERS l SUPPORT l DISCLAIMER l SITEMAP l CONTACT US

72

http://www.hclinfosystems.com/contactus.htm

http://www.hclinfosystems.com/sitemap.htm

http://www.hclinfosystems.com/disclaimer.htm

http://www.hclinfosystems.com/lan_support_page.htm

http://www.hclinfosystems.com/lan_career_page.htm

http://www.hclinfosystems.com/lan_investor_page.htm

http://www.hclinfosystems.com/lan_service_page.htm

http://www.hclinfosystems.com/lan_product_page.htm

http://www.hclinfosystems.com/lan_company_page.htm

http://www.hclinfosystems.com/index.htm











Awards & Accolades HCL Infosystems has been acknowledged and rewarded for its support, innovative products and solutions and dedication countless times. Listed below is an up to date list of rewards and recognitions that HCL Infosystems has won till date.

HCL wins the ‘ Best Desktop PC Company ’ award at The Computer Active Smart Photograph Awards 2009

HCL was honoured with the Gold Certification Merit Award for India Manufacturing Excellence 2008 from Frost and Sullivan

Mr. Ajai Chowdhry, Chairman & CEO of HCL Infosystems Limited, ranked third in the Power List of 75 Most Powerful Brand Builders of India

HCL Infosystems Ranked Top 3 for the Fourth Consecutive Year in the Best Employer Study by IDC-DQ 2008

Times Ascent Asia Pacific HR Congress felicitated Mr. Ajai Chowdhry, Chairman & CEO, HCL Infosystems Limited awarded with the ‘CEO WITH HR ORIENTATION’ award during the Global HR Excellence Awards 2008-09

HCL received the award of ‘ Best PC Brand for Business Purpose ’ from VarIndia in Nov 08

HCL received The Platinum Certificate of Excellence Award in August 2008 from HDFC Standard Life Insurance Co Ltd. in appreciation of its contribution & efforts towards continued success of HDFC SLI

HCL received the Asia Retail Congress-2008 Retailer of the Year

HCL won Top Market Share Award for highest market share amongst all countries

73


HCL won Gold Partner Award for achieving a sizable business revenue INFOCUS has recognized HCL as its Strategic Partner

HCL won Emerald Award for Best All round Performance Over the Years

HCL received the Supportive Franchisor and FAI & Franchisee Plus 2008 - Franchisee Innovativeness in 2008

HCL won The Most Innovative Franchisee Award by Franchise Plus in Feb 08

HCL won The Most Supportive Franchisor Award by Franchise Plus in Feb 08

Mr. Ajai Chowdhry, Chairman & CEO of HCL Infosystems Limited, honoured with 'CEO of the year 2008 ' award by IT People Awards for excellence in IT

Mr. Ajai Chowdhry, Chairman & CEO of HCL Infosystems Limited, was declared ‘IT Person of the Year 2007’ by Dataquest

HCL won The Best Retailer Award in Consumer Durables category by Asia Retail Congress in Dec 07

HCL was awarded the best iPod distribution partner for Apple for the second year in succession in 2007

HCL has received the Excellence Award, as the Winner of 'Nokia Formula for Success' contest in November 2007

HCL won the global award in 'Innovation Excellence on Intel Architecture' from Intel Corporation in 2007

HCL received the Images Retail Forum 2007-Most Admired Retailer award in 2007

HCL was offered the VarIndia2007 - No. 1 Retail Company award in 2007

HCL received the Franchise India 2007 - Best in Specialty Retailing award in 2007

HCL won 'Toshiba Color Champion Award 2007' for improving overall customer approach and better technical capability

HCL also won 'No. 1 award in Sales and Marketing' from Toshiba Corporation for seventh consecutive year

74


in a row in 2007 HCL has been awarded Ericsson's* Premium Partner

status for its enterprise products in 2007 HCL has been awarded the Platinum Partner

Certification for Video Conferencing Products from Tandberg in 2007

HCL won 'Best Emerging Channel' award for Audio System Integration from Polycom in 2007

HCL won awards in ‘Environment Management’ and ‘Quality’ categories at the Elcina-Dun & Bradstreet Awards for Excellence in Electronics, 2006-07.

HCL Infosystems Ranks No.1 in the Employee Satisfaction in DQ-IDC Best Employer Survey 2007

HCL Infosystems Ranked Top 15 Best Companies to Work for in India by TNS, Mercer and Business Today 2007

India’s Most Preferred Personal Computer Brand by CNBC AWAAZ Consumer Award 2007.

HCL received three Channels Choice 2007 awards for Relationship Management, After Sales Support & Commercial Terms from DQ Channels, based on an IDC channel satisfaction survey.

HCL Infosystems won Brand-of-Excellence Award at VARIndia Forum 2007.

HCL bagged IMM 'Top Organization Award 2007' for Excellence at 34th World Marketing Congress.

HCL was awarded ‘Amity Corporate Excellence Award 2007’ for its distinct vision, innovation, competitiveness and sustenance.

HCL won ‘Toshiba Colour Copier Champion Award 2007’ for improving overall customer approach and better technical capability.

HCL won the ‘Best Indian Branded PC’ & ‘Best IT Retail Company’ award at the 6th VARIndia Star Nite Awards 2007.

HCL has been recognized by Nokia, consecutively for last two years with the ‘Nokia Excellence Award’ for Sales & Distribution, Asia Pacific 2007.

HCL Digilife retail chain won the 'Most Admired

75


Retailer of the Year' award in Consumer Durables and Electronics category at the 2007 IMAGES Retail Awards.

HCL received “Best In Category Award” for HCL Digilife Stores and Special Award for “Innovation and Technology” for its’ ePOS division at the Franchise and Star Retailer Awards 2007

HCL Infosystems was presented with the ‘Top Organization-2006’ award by Institute of Marketing Management (IMM) in recognition of its innovation in marketing management.

HCL Infosystems Ranked Top 3 Best Employer by IDC-Dataquest 2006

HCL Infosystems has been voted as the ‘No. 1 PC Vendor’ consecutively for last six years by IDC – Dataquest.

HCL bagged the Dun & Bradstreet Awards 2006 for ‘Top Performance In The Computer Hardware & Peripherals Sector’.

HCL won the 'Amity Corporate Excellence Award 2006' in the Computer hardware category.

‘Top 3 IT Hardware Companies’ ranked in India’s 100 Most Valuable Brands by Planman Consulting & ICMR Research.

HCL was ranked among the top Fast 500 Asia Pacific 2006 program by Deloitte Technology, Media & Telecommunications.

Business Standard ranked HCL at no. 21 in BS 1000 ranking in 2006.

ET ranked HCL amongst, ‘Top 50 in ET Top 500 Companies’ Listings for 2006.

HCL has been ranked amongst the ‘Top 5 Groups’ in the DQ Top 20 and ‘Top 3 Most Preferred Brands’ in CNBC Awaaz Survey, 2006.

HCL ranked amongst the Top Three Major Players on VPN Service Provider by Avaya GlobalConnect.

India’s ‘No. 1 Vendor’ for sales of A3 size Toshiba Multi Functional Devices for the year 2005-06 by IDC Dataquest.

76


HCL among the Top 3 IT companies for the last 3 years, DQ & IDC, Best Employer Survey, ‘Best employer 2005’ with Five Star Ratings.

‘The Most Responsive Company 2005’ – IT Hardware Category by The Economic Times – Avaya GlobalConnect.

Strategic Partners in Excellence Award by InFocus Corporation for projectors.

‘Most Valued Business Partner’ Award for Projectors in 2005.

Toshiba ‘Super Award 2005’ & ‘Platinum’ Award 2004 towards business excellence in distribution of Toshiba Multifunctional products consecutively for 3 years in a row.

India’s 'No. 1 vendor' for sales of A3 size Toshiba Multi Functional Devices for the year 2004-05 by IDC Dataquest.

‘7th IETE – Corporate Award 2005’ for performance excellence in the field of Computer & Telecommunications Systems.

'No. 1 Vendor’ of Infocus MM Projectors by Pacific Media Associates Survey 2005.

‘Best Bhoomi Brand 2005’ by 360 magazine in the PC Category and in the LCD Monitor Category.

77


78

CHAPTER NO. 6

DATA ANALYSIS AND INTERPRETATION


DATA ANALYSIS AND INTERPRETATION

After data have been collected, the researcher turns to the task of analyzing them. The

analysis of data requires a number of closely related operations such as establishment of

categories, the application of these categories to raw data through tabulation and drawing

statically inferences.

Tabulation is the part of technical procedure where in the classified data are put in the

form of tables.

After analyzing the data, the researcher should have to explain the findings on the basis

of some theory. It is known as interpretation.

The data has been collected from 100 employees of SEVA Automotive pvt ltd, Nagpur

through questionnaire.

The data thus collected was in the form of master table.

That made possible counting of classified data easy. From the master table various

summery tables were prepared. They have been presented along with their interpretation

in this manner.

79


80


1. Responses regarding whether the respondents are satisfied with the workplace of

organization.

Table 6.1

Satisfaction level No. Of respondents PercentageStrongly satisfied 31 31Satisfied 49 49Slightly satisfied 12 12Dissatisfied 5 5Strongly dissatisfied 3 3

Graph 6.1

Above table shows that 31% employees are strongly satisfied with their work place.

61% employees are satisfied with their workplace. It means ovZZZZer all 92%

employees are satisfied and other 18% are not satisfied with the work place.

81


6.2. Responses regarding whether the respondents are satisfied with the

infrastructure of organization

Table 6.2


Graph 6.2

Above table shows that 70% respondents are satisfied with infrastructure and 30% are

dissatisfied with infrastructure of HCL.

It can be interpreted that 30% are not satisfied with infrastructure which not more in

number.

82


6.3. Responses regarding whether the respondents are satisfied with the canteen

facility provided by organization.

Table 6.3


Graph 6.3

Above table shows that 88% employees are satisfied with the canteen facility provided by

the organization. Only 12% employees are not satisfied with canteen facility.

83


6.4.Responses regarding whether the respondents are satisfied with the

implementation of rules and responsibilities.

Table 6.4


Graph 6.4

Above table shows that 84% employees are satisfied with implementation of rules and

responsibilities. And 16% of respondents are not seems to be satisfied with the

implementing rules and responsibilities.

84


6.5. Responses regarding whether the respondents are satisfied with the freedom

given at work.

Table 6.5


Graph 6.5

Above table shows that 80% respondents are happy with the freedom at work given by

management but only 20% of respondents are not satisfied with freedom given at wrk

place.

85


6.6. Responses regarding whether the respondents are satisfied with the team spirit

in organization

Table 6.6


Graph 6.6

Above table shows that 80% employees are satisfied with team sprit built in organization

and other employees are not satisfied with team spirit in the organization.

86


6.7 Responses regarding whether the respondents are satisfied with convenient

working hours

Table 6.7


Graph 6.7

Above table shows that 20% employees strongly feels that the working hours decided by

organization are most convenient for them. Other 52% employees are satisfied with these

working hours. And only 28% employees are not much satisfied with the working hours.

87



Table 6.8


Graph 6.8

Above table shows that only 31 % employees are satisfied with the job security. And

remaining 69% of employees are not satisfied with the job security provided by the

organization.

88


6.9 Responses regarding whether the respondents are satisfied with the targets

achievable

Table 6.9


Graph 6.9

Above table shows that 96% employees are strongly in favor that the targets given are

achievable and only 4% are not feels that the targets given are achievable.

89


6.10 Responses regarding whether the respondents are satisfied with the targets

achievable

Table 6.10


Graph 6.10

v

90


Above table shows that only 35% employees are satisfied with the payment as per their

roles and responsibility and remaining 65% are not satisfied with the payment according

to their roles and responsibilities.

6.11. Responses regarding whether the respondents are satisfied with the

opportunities of promotions

Table 6.11


Graph 6.11

91


Only 22% of the employees are satisfied with the opportunities of promotions given by

organization. And most of the employees nearly 78% are not satisfied with opportunities

of promotions.

6.12. Responses regarding whether the respondents are satisfied with the payment

of salary on time

Table 6.12


Graph 6.12

92


Above table shows that 60% of employees are satisfied with the payment of salaries on

time. Only 40% of the employees are not much satisfied with the payment of salaries on

time.

6.13. Responses regarding whether the respondents are satisfied with the quality of

formal training and induction program

Table 6.13


Graph 6.13

93


From the above table it shows that 76% of the respondents are satisfied with the quality

of training and induction program and only

6.14. Responses regarding whether the respondents are satisfied with the quality of

in-house training

Table 6.14


Graph 6.14

94


Above table shows that 86% of the respondents are satisfied with in house training held

by the management. And only 24% of respondents are not satisfied with the quality of in

house training.

6.15. Responses regarding whether the respondents are satisfied with the period of

training

Table 6.15


Graph 6.15

95


Above table shows that 12% are strongly satisfied with the training program 41% of

respondents are satisfied with the period of training but 37% of respondents are not

satisfied with the period of training.

6.16 Responses regarding whether the respondents are satisfied with the proper and

proactive HR division

Table 6.16

Satisfaction Level No. Of Respondents PercentageStrongly satisfied 72 72Satisfied 18 18Slightly satisfied 2 2Dissatisfied 6 6Strongly dissatisfied 2 2

Graph 6.16

96


Above table shows that 92% of the respondents are satisfied with the HR division

Only 8% of the respondents are not satisfied with the proactive and proper HR division,

which is very negligible in number.

6.17 Responses regarding whether the respondents are satisfied with the

performance appraisal system

Table 6.17


Graph 6.17

97


Above table shows that 90% respondents are satisfied with the performance appraisal

system and only 10% of the respondents are not much satisfied with the performance

appraisal system implemented in organization.

6.18 Responses regarding whether the respondents are satisfied with the

performance appraisal system

Table 6.18

Satisfaction Level No. Of Respondents PercentageStrongly Satisfied 69 69Satisfied 19 19Slightly Satisfied 6 6Dissatisfied 4 4Strongly Dissatisfied 2 2

Graph 6.18

98


Above table shows that the 69% of respondents are strongly satisfied with the office

events and parties organized by the organization. 25% of respondents are satisfied with

these events and only 6% of respondents are not satisfied with the events organized by

the management

6.19 Responses regarding whether the respondents are satisfied with the celebration

of employees birthday

Table 6.19


Graph 6.19

99


Above table shows that nearly all the respondents are satisfied with the employees

birthday remembered and celebrated in the organization. No one seems to be dissatisfied

with the celebration of the employee’s birthdays.

6.20 Responses regarding whether the respondents are satisfied with forum for face-

to-face communication

Table 6.20


Graph 6.20

100


Above table shows that only 40% of the respondents are satisfied with the forum for face-

to-face communication and remaining all the 60% of the respondents are not satisfied

with the forum for face-to-face communication.

6.21 Responses regarding whether the respondents are satisfied with encouragement

to employees suggestions

Table 6.21


Graph 6.21

101


Above table shows that the overall 59% of the respondents are satisfied with the

encouragement given to the employees suggestions in management decision making and

remaining 41% of the respondents are not much satisfied with the encouragement given

to the suggestions of the employees.

6.22 Responses regarding whether the respondents are satisfied with positive

acceptance of employees suggestions

Table 6.22


Graph 6.22

102


Above table shows that the 26% of the respondents are satisfied with the positive

acceptance of the suggestions given by the respondents but most of the respondents 70%

are dissatisfied with this point.

6.23 Responses regarding whether the respondents are satisfied with management

keeps promises

Table 6.23


Graph 6.23

103


Above table shows that 90% of the respondents are satisfied with the management keeps

promises and only 10% of the respondents are dissatisfied with the thing that the

management keeps promises.

CONCLUSION AND SUGGESTIONS

All the conclusions are drawn based on the analysis and interpretation of the primary

data regarding the Recruitment and Selection of the employees of HCL

INFOSYSTEMS LTD. NOIDA..

From the analysis and interpretation, it is concluded that most of the employees

are satisfied with the workplace and only few employees are not satisfied with the

workplace, which are negligible in number. And similarly in case of infrastructure

most of the employees are satisfied and very small number of employees are not

104


happy with the infrastructure of HCL and the canteen facilities. It means the

workplace and infra structure of HCLis good or satisfactory.

It is concluded that near about all the employees are satisfied with implementation

of rules and responsibilities. And only some of them are not seems to be satisfied

with the implementing rules and responsibilities. Therefore it shows that

implementation of rule and responsibility is done fairly.

From the study it is clear that the higher percentage of employees are happy with

the freedom at work given by management but only some of them are not feeling

satisfied with the freedom given at work place.

According to analysis and interpretation, most of the employees are satisfied with

the team spirit built in organization and only few are not happy with team spirit in

the organization. From this it seems that the team spirit in the organization is

strong.

This study shows that only few employees strongly feel that the working hours

decided by organization are most convenient for them. Other is not in favor with

these working hours. So it is clear that the management kept the main

consideration about working conditions and the hours, which satisfies the

employees.

The study shows that very small numbers of employees are satisfied with the job

security. And remaining most of the employees are not satisfied with the job

security provided by the organization. Hence from this analysis it is cleared that

there is feeling of fear of job loss in the employees of HCL.

An analysis shows that employees are strongly in favor that the targets given are

achievable and only are not feels that the targets given are achievable. Hence the

targets set by management are achievable.

From the analysis it is concluded that very small number of employees are

satisfied with the payment as per their roles and responsibility and remaining all

are not satisfied with the payment according to their roles and responsibilities.

Hence from this analysis it can be cleared that payment according to roles and

responsibilities are not much satisfied.

105


Only little number of the employees is satisfied with the opportunities of

promotions given by organization. It shows that the employees do not have any

growth of opportunities. Analysis shows that the payment of salary is made

always on time.

From the analysis and interpretation it is clear that very large number of the

respondents is satisfied with the quality of training and induction program and in

house training held by the management. And few are not satisfied with the quality

of in house training. But the period of training is not satisfactory to the

employees.

From the analysis it is clear that HR division is most satisfactory to all employees

only few are not satisfied with the HR division in the company.

In case of performance appraisal system and the office events and parties

organized by the organization near about all the employees are satisfied. The

birthdays of all the employees are remembered and celebrated in the organization.

It is concluded that the employees are not much satisfied with the forum for face-

to-face communication. From the analysis it is clear that half of the employees are

satisfied and other half are not satisfied with the encouragement given to the

suggestions of the employees. But only few think that there is positive acceptance

of the suggestions given by the employees. From the analysis it is clear that

management keeps all the promises.

SUGGESTIONS

The suggestions are drawn from the analysis and observations. Few suggestions are given

as under:

In case of working hours decided by the organization are not convenient for the

employees of HCL INFOSYSTEMS LTD. NOIDA. The working hours are 10

hours per day that from 8AM to 6PM. These hours should minimize up to 8

hours.

106


The criteria for Job security is not much satisfactory so management have

concentrate on job security of employees so that they can work without fear of job

loss in the organization.

Opportunities of growth of employees are very less so that there can be employee

turnover hence management has to give emphasis on increasing the promotion

opportunities for according to the performance of employees.

From analysis we concluded that the period of in house training is very short that

is of only 3 days, which is not sufficient to get complete knowledge about the

work. Hence the training period should extend up to 5 days.

As there is an active participation of employees in decision making but rarely the

suggestions given by them are drawn in action. Hence the confidence of

employees gets demotivated.

So to motivate the employees management can take into consideration some

proper suggestions given by the employees. It will help to increase the motivation

and ultimately the Recruitment and Selection of the employees of HCL

INFOSYSTEMS LTD. NOIDA

BIBLIOGRAPHY

Books: -

Hitt, Miller, Colella “Organizational Behavior A Strategic Approach”, Wiley

Student’s Edition.

Luthans Fred “Organizational Behavior”, McGraw Hill 7th Edition.

107


Newstrom John W., Davis Keith, “Organizational Behavior Human Resource At

Work”, 9th Edition, Tata McGraw Hill Edition.

Pestonjee D. M. “Motivation and Recruitment and Selection”, 1st Edition.

Macmillan India Limited.

Websites: -

www.hrcouncil.com

www.workforce.com

www.google.com

108

http://www.google.com/

http://www.workforce.com/

http://www.hrcouncil.com/

a project on job satisfaction.doc

Documents

Transcript of a project on job satisfaction.doc