Jilan Project

7/31/2019 Jilan Project

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DECLARATION

I here by declare that the project report titled A Study on Recruitment and

Selection Process in AMARARAJA BATTERIES LTD, KARAKAMBADI is

original and bonafied work of my own in the partial fulfillment of the requirements for

the award of the degree of Master of Business Administration and submitted to post

graduate department of Management Studies in ROYAL SCHOOL OF

INFORMATION & MANAGEMENT SCIENCES under the guidance of

Miss.BHUVANISWARE and has not been copied from any earlier report. The

empirical conclusions and findings in this report are based on the information collected

by me.

Place: KARAKAMBADI (S.M.JILAN)

Dt:


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ACKNOWLEDGEMENT

I would like to express my sincere gratitude to Sri GALLA

RAMACHANDHRANAIDU garu, Chairman & Managing Director/AMARARAJA

BATTERIES LTD/KARAKAMBADI for making it convenient to under take the

Project in ARBL.

I extend my sincere thanks to Miss BHUVANISWARE LECTURER Dept. of

Business Management, ROYAL SCHOOL OF INFORMATION & MANAGEMENT

SCIENCES for giving valuable suggestions and encouragement throughout the Project.

I wish to express my sincere thanks to Department of Business Administration,

ROYAL SCHOOL OF INFORMATION & MANAGEMENT SCIENCES for

giving me an opportunity for pursuing the management course and complete the project

work as a part of the programme.

I convey my personal thanks to my family members for their unstinted co-

operation during the preparation of my Project.

Finally, I would like to extend my gratitude to all the employees ofAmararaja

Batteries Ltd for their kind co-operation particularly Miss.SIREESHA.

(S.M.JILAN)


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EXECUTIVE SUMMARY

INTRODUCTION:

Human Resource Management (HRM) is the function within an organization that focuses

on recruitment of management of and providing direction for the people who work in the

organization. Human Resource Management can also be performed by line managers.

Human Resource Management is the organizational function that deals with issues

related to people such as compensation, hiring, performance management, organization

development, safety, wellness, benefits, employee motivation, communication,

administration and training.

INDUSTRY PROFILE:

The Indian Starting, Lighting & Ignition (SLI) Lead Acid Battery Industry has seen

tremendous changes in the last 2 to 3 years in the passenger cars, utility vehicles, light

and heavy commercial vehicle segment with some commendable and bold steps being

taken by some of the leading manufactures trying to alter the perception of he battery as a

commodity to the batter as a brand. Factors driving this change could include the

sluggishness of the Indian auto industry over the last 2 to 3 years, the entry of new battery

manufacturers into the market and the increased knowledge base among the users.

COMPANY PROFILE:

Sri Ramachandra N.Galla, a non-resident Indian now settled in India is the main

promoter. He is a post graduate engineer with over 16 years experience in power systems

as an electrical engineer in Nuclear and conventional source power generating stations


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across the USA. Mr. Galla went to USA after obtaining Bachelors and Masters Degree

from S.V. University, Tirupati & Roorkee University U.S.A. He holds an M.S. Degree in

system science from Michigan state university. After his return to India, he promoted

along with Andhra Pradesh Electronics Development Corporation (APEDC). Rs.2 crores

unit Amara Raja Power Systems Ltd. for the manufacture of uninterruptable power

supply systems (UPS), Battery Chargers, D.C. power supplies & static inverters. For the

year ending 31st

March, 1990 this unit achieved a sales turnover of Rs. 192 lacks and

earned cash profit of Rs. 14 lacks.

OBJECTIVES:

To attract the people with multi-dimensional skills and experiences

that suite the present and future organizational strategies.

To induct outsiders with a new perspective to lead the company.

To infuse fresh blood at all levels of organization

To devise methodologies for assessing psychological traits.

To seek out non-conventional developments grounds of talent.

To design entry pay that competes on quality but not on quantum.

To anticipate and fine people for positions that does not exist yet.


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LIMITATIONS:

This is restricted to ARBL only, so information drawn from this study is not applicable to

any other organization. The response given by the respondents purely depended on

their recent experience in their organization. The number of respondents is restricted to

100 due to time constraint. Because of the time constraint it is not possible to explain

the depict in detail and recruitment and selection process. The Project is directly

concerned/fully related to ARBL.

SCOPE:The study is conducted in the organization at Tirupati for getting diversified views from

different occupational groups of people with different age groups are surveyed. The

study is primarily aimed to know the recruitment and selection process in ARBL, Tirupati

is satisfactory or not. The results of this study will be useful to the organization for

improving the recruitment and selection process in ARBL, Tirupati. The results will be

very helpful for the organization to avoid the present problems and improve their

standards.


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RESEARCH METHODOLOGY:

Type of Research bring here :

To study the recruitment and selection process , the descriptive Research is adopted.

Data Sources:

Primary Data:

The primary data was collected from the different departments of employees of ARBL

through structured questionnaires followed by personal interview.

Secondary Data :

The secondary data was collected manuals, journals and Internet. Data about the

company profile and other details collected from company records, websites and through

personal discussion with various executives and other employees of the company.

Type of sampling:

Proportionate Stratified Random Sampling: The sampling method used for the study is

proportionate stratified random sampling. If the number of sampling units drawn from

each stratum is in proportion to the relative population size of the stratum.


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Sample Size:

The study was conducted by taking sample of 100 employees.

Sample Unit:

The sample unit is the different departments of employees of Amararaja batteries Ltd.

REVIEW OF LITERATURE:

Once the required and kind of human resources are determined the management has to

find the places where required human resources are available and also find the means of

attracting them towards the organization before selecting suitable candidates for jobs. All

this process is generally known as recruitment. It includes finding and developing the

sources of prospective employees and attracting them to apply for the jobs in an

organization.

FINDINGS:

ARBL is displaying its vacancies mostly by using the media of news papers and

through consultants.

78% of employees have agreed that they have selected in the organization based

on the qualification and 18% have openined that they have selected based

qualification and experience.

88% of employees opiened that while selecting a candidate both qualification and

skills.

ARBL is recruiting the candidates for a particular period of time based on the

arising of number of vacancies.


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52% employees have agreed that the ARBL is using internal candidates.

38% employees have agreed that the ARBL is using external sources.

42% have opiened that candidates recruited directly from education institutions

are efficient 36% of respondents have opined that candidates recruited based on

experience are efficient.

96% respondents have opiened that it is good to follow same recruitment

procedures to select executives and regular staff in the organization

SUGGESTIONS:

Necessary induction programmes are to be conducted after selection of the candidates.

Amararaja Batteries Ltd successfully running its business. They are very few

suggestions that can given/quoted basing on the acquired data from sPersonal.

There are should be more focus on proper training to the newly recruited officers.

The Management must given promotions based on both merit and seniority.

ARBL should provided traveling allowances to the candidates. who attends the

test or interviews.

CONCLUSION

From the above findings the following conclusions can be drawn:

Most of the respondents responded on recruitments and selection process at

Amararaja batteries Limited is good.


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HUMAN RESOURCE MANAGEMENT

Human Resource Management (HRM) is the function within an organizationthat focuses

on recruitment of management of and providing direction for the people who work in the

organization. Human Resource Management can also be performed by line

managers.Human Resource Management is the organizational function that deals with

issues related to people such as compensation, hiring, performance management,

organization development, safety, wellness, benefits, employee motivation,

communication, administration and training.

WHY IS HRM IMPORTATN TO AN ORGANIZATION ?

The Strategic NatureHRM Must be

A strategic business partner and represent employees.

Forward thinking, support the business strategy, and assist the organization in

maintaining competitive advantage.

Concerned with the total cost of its function and for determining value added to

the organization.

HRM is the part of the organization concerned with the people dimension.

HRM is both a staff, and support function that assists line employees, and a

function of every managers job.


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PROCUREMENT

JOB ANALYSIS

HUMAN RESOURCE PLANNING

RECRUITMENT

SELECTION

INDUCTION

PLACEMENT

TRANSFER

PROMOTION

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

MANAGERIAL

FUCNTIONS

OPERATIVE

FUNCTIONS

PROCUREMENT DEVELOPMENT COMPENSATION INTEGRATION

MAINTENANCEDirecting

Controlling

Organising

Planning


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DEVELOPMENT

PERFORMANE APPRAISAL

TRAINING

EXECUTIVE DEVELOPMENT

CAREER PLANNING AND DEVELOPMENT

COMPENSATION

JOB EVALUATION

WAGE & SALARY ADMINISTRATION

BONUS & INCENTIVES

PAY ROLL

INTEGRATION

MOTIVATION

JOB SATISFACTION

GREVANCE REDRESSAL

COLLECTIVE BARGAINING

CONFLICT MANAGEMENT

DISCIPLINE

MAINTINANCE

HELATH

SAFETY

WELFARE


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Completive challenges and HR:

1. Going global

2. Embracing new technology

3. Managing change and organization culture

4. developing human capital

5. Responding to the market

6. Containing costs

Downsizing

Outsourcing and employee leasing

Enhancing productivity

Other challenges faced

Demographic and Employee concerns

Demographic changes

Diversity of backgrounds

Age distributions

Gender distribution

Rising level of education

Cultural changes

Concern for employee rights

Changing attitude towards work

Balancing work and family


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Translating HRM Functions into practice:

Four Functions:

Employment

Training and development

Compensation/ benefits

Employee relations

Does HRM Really Matter ?

Research has shown that a fully functioning HR department does make a

difference.

Organizations that spend money to have quality HR programs perform better than

those who dont.

Practices that are part of superior HR services include:

Rewarding productive work

Creating a flexible work-friendly environment

Properly recruiting and retaining quality workers

Effective communication

HRM in an Entrepreneurial Enterprise

General Managers may perform HRM functions, HRM activities may be

outsourced, or a single generalist may handle all the HRM functions.

Benefits include

Freedom from many government regulations

An absence of bureaucracy


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An opportunity to share in the success of the business

HRM in a Global Village

HRM functions are more complex when employees are located around the world.

Consideration must be given to such things as foreign language training,

relocation and orientation processes, etc.,

HRM also involves considering the needs of employees families when they are

sent overseas.

HR and Corporate Ethics

HRM must:

Make sure employees know about corporate ethics policies

Train employees and supervisors on how to act ethically

HR and Corporate Ethics

The Sarbanes-Oxley Act passed in 2002, establish procedures for public

companies regarding how they handle and report their financial status.

Establish penalties for noncompliance.

Provides protection for employees who report executive wrong doing.

Requires that companies have mechanisms in place where complaints can be

received and investigated.


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INDUSTRY PROFILE

The Indian Starting, Lighting & Ignition (SLI) Lead Acid Battery Industry has

seen tremendous changes in the last 2 to 3 years in the passenger cars, utility vehicles,

light and heavy commercial vehicle segment with some commendable and bold steps

being taken by some of the leading manufactures trying to alter the perception of he

battery as a commodity to the batter as a brand. Factors driving this change could include

the sluggishness of the Indian auto industry over the last 2 to 3 years, the entry of new

battery manufacturers into the market and the increased knowledge base among the users.

This revolution is led by Amara Raja Batteries Ltd., a relatively new entrant to the

automotive battery segment which has a Joint Venture (JV) with the leader in the

automotive battery industry, i.e., Johnson Controls Inc. USA. Interestingly, the lead taken

by this relatively unknown company of the industry has been lapped by all so as to

capture a sizable share of the lucrative replacement Market due to the margins and the

visibility of the brand.

Historically, the Indian automotive battery Market was original equipment (OE)

driven by one dominant player, i.e., Exide Industries Ltd., in the organized segment

followed by many manufacturers from the unorganized segment especially in the light

and heavy commercial vehicle segment. Exide at a point of time controlled nearly 100

percent of the Indian auto OE market and was the biggest name in the Indian automotive

battery industry.


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All this was changed in the late 1990s with the entry of battery manufacturers like

Amara Raja Batteries Ltd. (ARBL)(JV with Johnson Controls Inc. USA) and Tudor India

Ltd. (the Indian arm of Exide Technologies). Both entered the market with

technologically advanced products and ARBL became the first company to launch the

Zero Maintenance Free Batteries for the automotive segment.

ARBL completely repositioned the product with innovative marketing and

distribution strategies that have taken the industry by storm and are credited with creating

a separate category for the product. This initiative of educating the consumer was quickly

grasped by the other manufactures and a very aggressive marketing program was

unleashed. This move saw the otherwise dull industry flush with a lot of acion and

enthusiasm that generated a lot of interest among the consumers and the dealer distributor

network which is an important link in the chain. Today, the battery is being spoken of in

the industry in the same breath as the passenger car which exhibits the visibility and

awareness that the strategy has created.

Industry Overview

The total Indian storage battery market is approximately estimated at US$ 500

Million with the automotive battery segment contributing 60 to 65 percent of the overall

market value. In terms of volumes, the overall comprising of automotive batteries could

be around 6.3 million units with the OE segment comprising around 1.2 to 1.3 million

units per annum, according to an interview with the Executive Vice President of ARBL

that was published on the website chennaibest.com


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This being the case, the aftermarket is definitely with its sheer size and is

lucrative due to better price and credit realization the late 1990s also saw a surge in the

sales of the passenger car segment for around 2 years due to certain factors like the

software boom, lowering of interest rates, etc.- which increased the overall sales of

batteries. The automotive sector did not see any significant growth during the early part

of the new millennium and is slowly showing signs of growth during this financial year.

This factor also adds to the demand in the aftermarket as more number of cars were sold

around 2 to 3 years back which is generally the life of a lead acid battery. The

replacement automotive battery market is expected to grow at a healthy rate in the

coming years.

The SLI market in the Indian subcontinent is a highly fragmented industry with a

few manufacturers in the organized segment and a lot many belonging to the tier 2/ tier 3

categories which have a regional presence and thrive especially among the semi rural

areas. These companies mainly cater to the replacement market of tractors/ farm

equipment and heavy commercial vehicle segments which is a piece sensitive categories

could be as high as 50 to 55 percent of the replacement market which is a significant

share in volume terms. Also, this is a high growth market as the batteries and the vehicles

generally will be abused and the rate of replacement in this category is generally high

compared to passenger car segments.


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Role of Technology

With the advent technologies, the consumer is getting the best of both worlds a

superior product at an affordable price. ARBL sells its automotive battery under the

brand name Araon which is the countrys first Zero Maintenance Free Automotive

battery while the competitors has only maintenance free batteries that needed topping up

of distilled water. Today, all the leading m manufacturers are also offering a similar

product with focus shifting towards offering a technologically superior product. Amaron

was also the first to talk about what goes into making a great product. It spoke of having

silver inside which is used as an alloy mix that actually increases the battery life this was

the attempt by any batter manufacturer to educate the consumers.

Fudy Duddy Category to Creative Advertisement of the year

The interest level shown by any car owner to a battery revolves around only when

the car fails to start. Amaron therefore realized the need to make the consumer think

about automotive batteries, because thinking before a purchase will definitely lead to a

comparison among the brands available in the market.

Amaron thus went ahead with its Chicken Led media campaign that created a

storm in the advertising industry and made people look to this relatively new player in the

battery industry. Over the years, the creative bent of al its campaigns starting from the

media blitz, to below-line campaigns have been towards educating the consumer about a

battery.


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The lead shown by ARBL was quickly followed by the others, with Exide

Industries sponsoring a cricket series in India for the first time with the campaign India

moves on Exide becoming a major success.

All this action in the automotive battery industry did not go unnoticed. In

automotive battery manufacturer (Amaron) for the first was in the same league as mega

ad spender like Coca Cola. Times of India, and others and won the Creative Advertiser of

the year, which was a shot in the arm for the entire automotive battery industry.

Distribution

For the success of any aftermarket product, availability of the same is as

important as the product quality and competitive pricing which go a long way in

increasing the visibility and creating a network across markets. Here again, the leading

automotive battery manufacturers became aggressive in extending their reach to the

nooks and corners of the country and also moved away from the traditional distribution

network and instead appointed dealers and distributors who were the first timers to the

battery business like service outlets of some of the automobile majors like Maruti,

Hyundai, Telco, Ashok Leyland, Hindustan Motors etc, roadside mechanics and lube

shops etc., which went a long way in increasing the reach and visibility.

There has been certain uniqueness that has been brought into the business by

establishing exclusive outlets with some flashy names like Pitstops and Terminals

which was never seen earlier in this industry. All this, resulted in taking the smaller /

regional manufacturers head on and helped in building better recall and awareness among

the end users.


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Warranty Support

The consumer has always been familiar with the usual 12 month warranty on the

automotive batteries, extended either by the automotive OE or the battery dealer down

the road. Today, the scenario is not same as battery majors have realized the potential of

the aftermarket and are offering pro rata warranties of up to 3 years which has been the

normal life of any lead acid automotive battery. There are a few takeaways from his

interesting move by the battery manufactures. One, the consumer is being made to realize

that he / she is getting a better bargain by luring him / her to go for a replacement from

the organized sector and two, the battery manufacturers want to retain the customer from

the moment he / she makes the first purchase, forcing some manufacturers to offer a life

time warranty with some caveats thrown in which can spoil the market in the long run.

As an extension to the warranty being extended, after sale service has become an

important differentiating factor with respect to providing excellent after sales support to

the customer. This has resulted in the manufacturers launching new service program with

some interesting terminology to capture the attention of the customer.

Conclusion

All these strategies have only resulted in the consumer becoming educated

enough to make intelligent comparisons among products to get a better bargain which in

turn, has led to the erosion in the market share of the unorganized sector and cheaper

imports. This move towards branding a low interest product, will go a long way in setting

some standards for the industry, increasing the entry barriers and making quality products

available at affordable prices.


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The results are there for all to see. Exide industries have more or less doubled its

dealer network and has also increased its share with the acquisition of standard batteries

some time and a slew of new products thus making it the number one in the replacement

market. Amaron is the second largest selling brand in the country today with Prestolite or

Tudor India following it really close. In the coming months, there is bound to be more

action in the battery industry with an increase in the number of cars filling-the Indian

highways and with the upturn in the economy.


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COMPANY PROFILE

Brief about the Promoters of Amara Raja Group of Companies:

Sri Ramachandra N.Galla, a non-resident Indian now settled in India is the main

promoter. He is a post graduate engineer with over 16 years experience in power systems

as an electrical engineer in Nuclear and conventional source power generating stations

across the USA. Mr. Galla went to USA after obtaining Bachelors and Masters Degree

from S.V. University, Tirupati & Roorkee University U.S.A. He holds an M.S. Degree in

system science from Michigan state university. After his return to India, he promoted

along with Andhra Pradesh Electronics Development Corporation (APEDC). Rs.2 crores

unit Amara Raja Power Systems Ltd. for the manufacture of uninterruptable power

supply systems (UPS), Battery Chargers, D.C. power supplies & static inverters. For the

year ending 31st March, 1990 this unit achieved a sales turnover of Rs. 192 lacks and

earned cash profit of Rs. 14 lacks.

History of the Company:

Amara Raja Batteries Limited was established in the year 1985 as private limited

and then converted into public limited in the year 1990. The company is currently poised

on a healthy growth curve and ended the financial year 2008 09 with a turnover of

Rs.>1500 crores

Amara Raja Batteries has a strategic tie up with Johnson Control Inc. of the USA

who owns 26% stake in this company. Johnson Controls is a Fortune 500 company and

also the largest manufacturer of lead acid batteries in North America and a leading global

supplier to major automobile manufacturers and industrial customers.


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Amara Raja has demonstrated its commitment to offer optimum system solutions

of the highest quality. And has become the largest supplier of standby power systems to

core Indian utilities such as the Indian Railways, Department of Telecommunications,

Electricity Boards and power generation stations. Extensive plans have been charted out

for the future, wherein the company undertakes to become the most preferred supplier for

power back-up systems.

Amara Raja has always offered time tested world-class technology and processes

developed on international standards be it high integrity VRLA systems like Power

Stack and Power Plus or the recently launched high performance UPS battery

QUANTA and Amaron hi-life automotive batteries that are products of the collaborative

efforts of engineers at Johnson Controls Inc. and Amara Raja.

Amara Raja Batteries Limited comprises of two major divisions viz., Industrial

Battery Division [IBD], Automotive Battery Division [ABD] and Small Battery Division

[SBD].

AMARA RAJA GROUP- CORE PURPOSE

To transform our spheres of influence and to improve the quality of life by

building institutions that provide better access to better opportunities, goods and

services to more peopleall the time

The Group Companies are:

Amara Raja Batteries Ltd., Karakambadi

- Industrial VRLA batteries & Automobile batteries

Amara Raja Power Systems Ltd., Karakambadi

- Industrial Power Electronic Products


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Mangal Precision Products Ltd., Petamitta and Karakambadi

- Fasteners and connectors and sheet metal fabrication

Amara Raja Electronics Ltd., Diguvamagham

- Printed Circuit boards, Battery chargers, Digital home Inverters, Trickle

chargers

Galla Foods Ltd., Rangampet

- Fresh Processed fruits and concentrate

Amara Raja Infra Pvt. Ltd, Karakambadi

- Infra & Civil Constructions

Amara Raja Industrial Services Pvt. Ltd., Karakambadi

- Facility Management and other Services

AMARA RAJA BATTERIES LIMITED (ARBL):

Overview

Amara Raja Batteries Limited, an Amara Raja-Johnson Controls Company with

26% equity from Johnson Controls is the technology leader in the Indian storage battery

industry, manufacturing batteries for both Industrial and Automotive applications.

Johnson Controls Inc is a Fortune 500 US$ 31 bn corporation and worlds largest

manufacturer of Automotive Batteries. This alliance Supplies batteries to every major

auto manufacturer in the world including General Motors, Ford, DaimlerChrysler,

Toyota,Volvo,Hyundai, Nissan, Honda, Volkswagen and Fiat among others.

Amara Raja Batteries Ltd, (ARBL) is also the largest manufacturer of Stand by

Valve Regulated Lead Acid (VRLA) batteries in the Indian Ocean Rim comprising the

area ranging from Africa and the Middle East to South East Asia .Based in Chennai, with


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a fully integrated manufacturing unit for its industrial batteries at Tirupati, Amara Raja

has reached a position of leadership in a very short span.

ARBL is the largest supplier of stand-by batteries to core Indian utilities such as

Indian Railways, BSNL, and Power Generating stations, MTNL, VSNL, ITI and HTL.

Major MNCs like ABB, Alcatel, Ericsson, Fujitsu, Lucent, Motorola, Nokia, APC and

Siemens are among ARBL's clientele.

Industrial Batteries Division [IBD]:

Amara Raja has become the benchmark in the manufacture of industrial batteries.

India is one of the largest and fastest growing markets for industrial batteries in the world

and Amara Raja is leading front, with maximum market share for standby VRLA

batteries. It is also having the facility for producing plastic components required for

Industrial & Automotive batteries.

Amara Raja pioneered the application of VRLA battery technology in India with

the launch ofPower stack and Improved Power stack a high integrity, long life battery

designed to take care of Critical standby applications for sectors such as tele

communications, railways, power generation and distribution, defense, and the oil and

gas offshore. The success of this technology led to its Application in new areas such as

motive power, UPS and solar energy. Amara Raja's brands in the industrial segment

include Quanta - the long life UPS battery.

Incorporation:

ARBL is the first company in India to manufacture VRLA Batteries (Sealed

Maintenance Free). The company has set up Rs. 1920 Lakhs Plant in 18 acres in

Karakambadi Village, Renigunta Mandal.


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Amara Raja Batteries Limited was established in the year 1985 as Private Limited

and then it has been shaped into Limited Company with the advent of GNB Industrial

Battery Co. U.S.A. for manufacturing sealed Valve Regulated Lead Acid Storage

Batteries (VRLA).

Products: Types of VRLA batteries manufactured in the Industrial Battery Division and

their applications are as follows:

Power Stack:

Applications:

The major application areas for power stack can be summed up as follows:

Power Plants

Process & Service industry

Railways

Telecommunications

Uninterruptible power supply systems

Electronic Private Automatic Branch Exchange [EPABX]

Defense [Onshore & Offshore Wireless Communications, Cellular Radios]

Motive Power

BRUTE

Applications:

Forklifts

Pallet trucks

Stackers

Platform trucks


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QUANTA (UPS battery)

Applications:

Various critical applications in UPS Sector and become role model in INDIA.

Banks, Insurance, Finance, Healthcare,

Education, Software, IT enabled services, Corporate, Industry, Government etc.

Customers:

Amara Raja Batteries being the first entrant in this industry had the privilege of

pioneering the VRLA technology in India. With the requisite approvals and

manufacturing facilities, Amara Raja has established itself as a reliable supplier of high-

quality products to the major segments like Telecom, Railways and Power control.

Automotive Battery Division (ABD):

Amara Raja Batteries Limited has prestigious OE clients like Ford, Daimler

Chrysler, General Motors, Ashok Leyland, Hindustan Motors, Tata Motors, Mahindra &

Mahindra, Fiat, Honda, Maruti and Hyundai. The company entered the replacement

battery segment with the launch of Amaron brand of automotive batteries in January

2000.These are the first zero-maintenance, high performance and long life batteries, with

long term warranty periods in these categories and have become the benchmark for

quality and reliability in their respective fields. The company has recently entered into the

upcountry markets with Power Zone brand of economy batteries. Power Zone is a chain

of formatted retail stores offering power solutions for automobile and household

applications. Batteries are made to the specific standards of ISO 9001, QS 9000 and ISO

14001and TS 16949 certificates using world- class Technology and quality- controlled

parameters


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Incorporation:

Amara Raja batteries Limited inaugurated its new automotive plant at

Karakambadi in Tirupati on September 24th, 2001. This plant is part of the most

completely integrated battery manufacturing facility in India with all critical components,

including plastics sourced in-house from existing facilities on-site. This gives Amara

Raja complete control over inventory and product quality. In this project, Amara Rajas

strategic alliance partners Johnson Controls, USA have closely worked with their Indian

counterparts to put together the latest advances in manufacturing technology and plant

engineering.

Products:

1. Amaron Fresh batteries

2. Amaron Hi-way truck batteries

3. Amaron Harvest tractor batteries

4. Amaron PRO

5. Amaron Hi-life batteries for Automobiles

6. Amaron Shield for Inverters

7. Amaron GO batteries

8. Power Zone

Amara Raja Power Systems Ltd [ARPSL]

Amara Raja Power Systems Ltd was incorporated in 1984 and was co-promoted

by AP ELECTRONIC DEVELOPMENT CORPORATION [APEDC]. By virtue of

APEDCs equity participation, ARPSL has become a deemed Public Limited company as

per section 43(A) of the Companies Act. ARPSL is engaged in the manufacture of


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Uninterruptible Power Systems (UPS), Battery Chargers (BC) and Inverters. The

company had a technical collaboration with HDR Power System Inc. USA. The

operations of the firm are highly satisfactory. The present credit rating of the company is

A.

Product(s): Conventional Chargers, Switch Mode Rectifiers (SMR) & Integrated Power

Supply System (IPS).

Customers: Telecom, Railways, Power Control segment and offshore platforms.

MANGAL PRECISION PRODUCTS LTD (MPPL1)

Mangal Precision Products Limited was incorporated in 1990 for manufacture of

MS Battery charger Cabinets, trays, and racks for batteries, UPS-cabinets, etc. It is

having all the sheet metal processing machinery starting from sheet cutting to final

painting with punching, bending, welding, phosphating, and powder coating processes.

The plant is located in same campus of ARBL plant in KARAKAMBADI and is

registered as an ancillary unit to ARBL and ARPSL. The operations of the company are

satisfactory.

MANGAL PRECISION PRODUCTS LTD (MPPL2)

Mangal Precision Products Private Limited -2 was started in the year 1996-97 to

produce battery components like copper connectors, copper inserts, hardware required by

ARBL & ARPSPL and other customers as required. The unit is located at Petamitta

Village, Puthalapattu mandal, Chittor District, AP at a distance of 65 kms from Amara

Raja Group of Companies, Karakambadi. To develop backward villages, ARBL, EC

located the unit in Petamitta and provided an employment to 100s ofpeople. The unit is

having required machinery and equipment like power press break, mechanical press, cold


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forging machine, thread forming machine, lathe, drilling, trapping machine etc to produce

the above components. These components are electroplated and dispatched to ARBL and

ARPSL.

AMARA RAJA ELECTRONICS LIMITED (AREPL)

PRODUCTS:

Manufacturing home inverters in the name of XENON. Also manufacturing the

Printed circuit Boards (PCB) assembly on job work basis for M/s Amara Raja Power

Systems Pvt Ltd., Tirupati. Printed Circuit Board assembly for sale to original Equipment

Manufacturers. [OEM]

GALLA FOODS LIMITED

GFL was inaugurated on May 4th

2005 and is located in the Agri Export Zone in

Chittoor, which is the second largest producer of fruits in India, with mango, being the

largest produced fruit.

Products:

1. Fruits pulp and Puree

2. Mango pulp and concentrate

3. Papaya pulp

4. Tomato puree/paste

5. Guava pulp

Amara Raja Infra Private Limited (ARIPL)

Amara raja group entered into a new business venture like Infra & Civil

construction and it was established on 29th May ,2008.ARIPL is a part Amara Raja Group


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of companies & taking responsibility of Internal Civil constructions, Electrical projects

and infra development across the Amara Raja Group.

Amara Raja Industrial Services Pvt.Ltd (ARISPL)

After a recent launch of Infrastructure Company ARIPL by Amara raja last year

(2008), this year (2009) Amara raja ventured into another business of industrial services.

This company will focus on facility management, property management and other

hospitality related services.

KEY MILESTONES OF AMARA RAJA GROUP

Designed and implemented the most advanced battery manufacturing facility in

India in1991-92

Received the ISO-9001 Certification in February1997

Crossed 100 crore turnover mark in March 1997

Commissioned in-house plastics and tool room section in August 1997

Installed latest air pollution control equipment April 1999.

Received the QS-9000 Certification in May 1999

Launched Amaron Hi-Life (automotive batteries for the replacement market) in

January 2000.

Implemented the ERP system in March 2000 for enhanced operational

efficiencies and closer integration of expanding operations and spread of business

I.

Launched Amaron Pit shops- exclusive state-of-the-art showrooms for Amaron

batteries in July 2000

Launched Amaron Shield inverter batteries in July 2001


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Launched Brute motive power batteries in September 2001

Launched new corporate logo in September 2001

Commissioned Phase-1 of fully integrated automotive battery plant in Tirupati,

September 2001

Received the ISO 14001 Certification for EMS in May 2002

Received the ISO/TS 16949:2002 in the year 2004 for ARBL

Received theISO/TS 16949:2002 in the year 2006 for MPPL

Commissioned SMT (Surface Mount Technology) Machine at AREL

Diguvamagham in the year 2006.

Commissioned extruder plant at MPPL, Petamitta in the year 2007.

Commissioned VHT project in GFL with a view to export the Fruits and

vegetables to Japan in April 2007.

Laid foundation stone for establishing Two wheeler battery plant on 10 th April

2007

Launched Power Zone Batteries brand on May 2007

Established Amara Raja Infra Pvt. Ltd. On 29th

May, 2008.

Established Amara Raja Industrial Services Pvt.Ltd. 2009.

AWARDS RECEIVED BY AMARA RAJA GROUP

Best Industry all round Performance award in 1998 by FAPCCI

Entrepreneur of the Year' awarded to Mr. R. N. Galla, Chairman & Managing

Director in 1998 by HMA

'Business Excellence Award' in 1999 by Industrial Economist

'Udyog Rattan Award' in 1999 by the Institute of Economic Studies


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'Most Significant Automotive Product of the Year 'in December 2000 by

Overdrive (India's leading auto magazine). This honor is in recognition of

Amaron's technological superiority and innovative product features, which have

created a new standard for automotive batteries in India.

'Excellence in Environmental Management' in June 2002 by Andhra Pradesh

Pollution Control Board

Amara Raja received 5 Awards at the Mumbai Advertising Club Awards 2003 for

the Amaron Hi-Life advertising campaign including Campaign of the Year

Award, Advertiser of the Year Award and 2 Silver and 1 Gold Abby in other

categories.

Amara Raja received Best 5S Practices Implementation award from CII, Southern

Region

MPPL Received award in recognition of excellence in Cleaner Production

Technologies and adoption of climate change mitigation measures from AP

Pollution control Board.

Employee Branding Awards: Award for best HR Strategy in line with Business"

and"Award for continuous innovation in HR Strategy at Work".


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OBJECTIVES

To attract the people with multi-dimensional skills and experiences that suite the

present and future organizational strategies.

To induct outsiders with a new perspective to lead the company.

To infuse fresh blood at all levels of organization

To devise methodologies for assessing psychological traits.

To seek out non-conventional developments grounds of talent.

To design entry pay that competes on quality but not on quantum.

To anticipate and fine people for positions that does not exist yet.


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LIMITATIONS

This is restricted to ARBL only, so information drawn from this study is not

applicable to any other organization.

The response given by the respondents purely depended on their recent

experience in their organization.

The number of respondents is restricted to 100 due to time constraint. Because of

the time constraint it is not possible to explain the depict in detail and recruitment

and selection process.

The Project is directly concerned/fully related to ARBL.


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SCOPE

The study is conducted in the organization at Tirupati for getting diversified views

from different occupational groups of people with different age groups are

surveyed.

The study is primarily aimed to know the recruitment and selection process in

ARBL, Tirupati is satisfactory or not.

The results of this study will be useful to the organization for improving the

recruitment and selection process in ARBL, Tirupati.

The results will be very helpful for the organization to avoid the present problems

and improve their standards.


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REVIEW OF LITERATURE

RECRUITMENT

Once the required and kind of human resources are determined the management has to

find the places where required human resources are available and also find the means of

attracting them towards the organization before selecting suitable candidates for jobs. All

this process is generally known as recruitment. It includes finding and developing the

sources of prospective employees and attracting them to apply for the jobs in an

organization.

DEFINITION:

Recruitment can be defined as a process to discover the sources of man power to meet

the requirements of the staffing schedule and to employ effective measures for attracting

that manpower in adequate numbers to facilitate effective selection of an efficient work

force. The process of searching for prospective employees and stimulating them to

apply for jobs in the organization.

OBJECTIVES OF RECRUITMENT:

1. To attract the people with multi-dimensional skills and experiences that suite the

present and future organizational strategies.

2. To induct outsiders with a new perspective to lead the company.

3. To infuse fresh blood at all levels of organization

4. To devise methodologies for assessing psychological traits.


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5. To seek out non-conventional developments grounds of talent.

6. To design entry pay that competes on quality but not on quantum.

7. To anticipate and fine people for positions that does not exist yet.

FACTORS AFFECTING RECRUITMENT:

Performing the function of recruitment i.e., increasing the selection ration is not as

easy it seems to be. This is because of hurdles created by internal and external factors,

which influence an organization. The activity of recruitment that is searching for

prospective employees is affected by man factors.Organization policy pc all candidates

Influence of vacancies of candidates based on community, sex, caste, recommendations

etc.

The following are the Internal factors and External factors which effects the

Recruitment.

The Internal Factors:

1. Company policy

2. Company size

3. Quality of work life, cultur

4. Companys name and fame

5. Company growth rate

6. Cost of recruitment


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The external factors:

1. Socio economic factors

2.

Supply and demand rate

3. Labour market conditions

4. Unemployment rate

5. Employment exchanges

SOURCES OF RECRUITMENT:

Sources are those where prospective employees available like employment exchanges.

Management has to fine and develop the sources for Recruitment as early as possible

because of high rate of time-lapse. The sources of recruitment are broadly divided into.

I. Internal sources

II. External sources

Internal Sources:

The organization prefers this internal source to external source to some extent for the

following reasons.

1. Internal recruitment can be used as technique for motivation.

2. Morale of the employee can be increased

3. Suitability of internal candidates can judged easily when compared to external

candidates.

4. Cost of selection can be minimized.

5. Trade unions can be satisfied


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The following are the Internal source of the recruitment:

6. Present employees: Organization considers this internal source for higher-level

jobs because organization can select a prospective candidate suitable that job. The

candidate already knows the policies of the organization and he/she easily follows

policies and it minimizes the period of adoptability to the organization.

7. Former employees: Former employees mean retired persons. Organization shows

interest in accepting the references or recommendations from retired people because they

have got lot of experience and they know what kind of candidate it is looking for.

8.

Employee referrals: these employees act as representatives and simulate the

candidate to apply for the jobs in the organization.

9. Former applicants: Former applicants are those who already applied for a job in

an organization and that organization considers these former applicants with the present

applicants for recruitment.

EXTERNAL SOURCE:

External sources are those which are out the organization. Organization search for the

required candidates from these sources for the following reasons.


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SOURCES OF RECRUITMENT

Present Permanent Employee

Casual Employees

Internal

Sources

Retaired Employee

Depends on Deceased

Disabled

Retrenche

Internal source of Recruitment:

Campus Recruitment

Private Employee Agencies

Public Employee Exchange


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Blank Application form

Selection Interview

Checking References

Final Selection

Physical Examination

Job offer

Contract of Employment

Evaluation


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RESEARCH METHODOLOGY

Type of Research bring here :

To study the recruitment and selection process , the descriptive Research is adopted.

Data Sources:

Primary Data: The primary data was collected from the different departments of

employees of Lanco Industries Ltd through structured questionnaires followed by

personal interview.

Secondary Data : The secondary data was collected manuals, journals and Internet.

Data about the company profile and other details collected from company records,

websites and through personal discussion with various executives and other employees of

the company.

Type of sampling:

Proportionate Stratified Random Sampling: The sampling method used for the study is

proportionate stratified random sampling. If the number of sampling units drawn from

each stratum is in proportion to the relative population size of the stratum.

Sample Size:

The study was conducted by taking sample of 100 employees.


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Sample Unit:

The sample unit is the different departments of employees of Amararaja batteries Ltd.

Types of Research:

There are four types of research:

Exploratory Research:

Exploratory research studies are also termed as formulated research studies. The main

purpose of such studies is that of formulating a problem for more precise investigation

of developing the working hypothesis from an operational point of view.

Descriptive Research:

Descriptive research studies, which are concerned with describing the characteristics of

particulars individual, or of a group. The main characteristics of this method are

researcher has no control over the variable, he can only report what has happened or what

is happening. The methods of research utilized in described research are survey methods

of all kinds, including comparative and correction method.

Experimental Research:

The most scientifically valid research is experimental research. The purpose of

experimental research is to capture cause-and-effective relationships by eliminating

competing explanations of the observed findings.

Panel Research:

Longitudinal studies are based on panel data methods. A panel is a sample of

respondents who are interviewed and then reinterviewed from time to time. Generally,

panel data relate to the repeated measurements of the same variables. Each family


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included in the panel, records its purchases of a number of products at regular intervals,

say, weekly, or quarterly. Over a period of time, such data will reflect change in the

buying behavior of families.

7 Research Instrument:

The data collected from questionnaire is utilized for having interaction with the

respondents. The free interaction which took 15-20 min with every respondent, facilitated

a better understanding of the issues and also helps verify the responses by the

respondents.

8 Type of Questionnaire: The data was collected with the help of a questionnaire. The

time required for filling the questionnaire is approximately 10-15 minutes

9. Tools of Analysis:

Simple percentage method: Percentage method is used to calculate the opinions of the

respondents on recruitment and selection process.

NUMBER OF RESPONDENTS

FORMULA = ____________________________ * 100

TOTAL NO. OF RESPONDENTS


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1. Trough which media you know that the Amara Raja group of industries

having vacancies.

Sl. No. Opinion Respondent Percentage

1 News Papers 42 42

2 Employment Exchange 8 8

3 Educational Institutions 10 10

4 Trough consultants 32 32

5 Any others specify 8 8

Total 100 100

Inference : From the above table, it is revealed that Amara Raja group of Industries is

displaying its vacancies mostly by using the media of News papers and through

consultants for recruitment of their employees. It is also seen that it also seen that they

are displaying the list of vacancies in employment exchanges and educational institutions.

Table - 1

42

810

32

8

0

5

10

1520

25

30

35

40

45

1 2 3 4 5


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2. On what basis you are selected by this company .


1 Qualification 78 78

2 Experience 4 4

3 Qualification & Experience 18 18

4 As a local 0 0

Total 100 100%

Inference : From the above table, it is revealed that 78% of employees have agreed that

they have selected in the organization based on the Qualifications only. Little bit of

employees i.e. 18% have opiened that they have selected based on qualification and

experience.

Table - 2

78

4

18

0

0

10

20

30

40

50

60

70

80

90

1 2 3 4


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3. In your point of view which of the following should be considered while

selecting a candidate.


1 Qualification & Skills 88 88

2 Experience & Qualification 10 10

3 Efficiency of management 2 2

4 Any other specify 0 0

Total 100 100%

Inference : From the above table, it is revealed that from the employees point of view

they have (88%) opiened that while selecting a candidate both Qualification and Skills

are to be considered. So, it is revealed that different Skills are also to be developed along

with their qualifications to perform the job in a better way.

Table - 3

88

10

2

0

20

40

60

80

100

1 2 3 4


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4. Do you feel that your organization follows definite recruitment procedure.

Sl.

No.

Opinion Respondent Percentage

1 Strongly Agree 24 24

2 Agree 60 60

3 Neutral 16 16

4 Disagree 0 0

5 Strongly disagree 0 0

Total 100 100%

Inference : From the above table, it is revealed that most of the employees have agreed

that the Amara Raja Group of Industries is following a definite procedure for recruitment

of their employees.

Table - 5

24

60

16

00

0

10

20

30

40

50

60

70

1 2 3 4 5


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7. If periodical , how often


1 Need based 52 52

2 Random based 12 12

3 Other methods 36 36

Total 100 100%

Inference : From the above table, it is revealed that Amara Raja group of Industries is

recruiting the candidates for a particular period of time based on the arising of number of

vacancies.

Table - 8

52

12

36


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8. What are the sources of recruitment in your organization.


1 Internal 52 52

2 External 12 12

3 Both 36 36

Total 100 100%

Inference : From the above table, it is revealed that 52% of employees have agreed that

the Amara Raja Group of Industries is using Internal candidates as a source for

recruitment of the candidates.

Table - 9

52

12

36


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9. If internal


1 Employee referrals 50 50

2 Internal promotions 32 32

3 Transfer 4 4

4 All the above 14 14

Total 100 100

Inference : From the above table, it is revealed that 50% of respondents have opiened

that Amara Raja group of Industries is recruiting the candidates from internal source as

per employees referrals.

Table - 10

50

32

4

14

0

10

20

30

40

50

60

1 2 3 4


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10. If external


1 Advertising 18 18

2 Employment exchange 38 38

3 Campus placement 34 34

4 Walk-ins 0 0

5 All the above 10 10

Total 100 100%

Inference : From the above table, it is revealed that 38% of employees have opiened that

while recruiting the candidates through external sources the Amara Raja group of

Industries is recruiting through employment, 34% have opiened that through Campus

placement and 18% have opiened that through Advertisement.

Table - 11

18

38

34

10

0

0

5

10

15

20

25

30

35

40

1 2 3 4 5


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11. Which interview method you have been selected / recruited in the

organization


1 Walk-in-interview 16 16

2 Face to face interview 80 80

3 Telephone Interview 4 4

4 Other methods of interview 0 0

Total 100 100%

Inference : From the above table, it is revealed that 80% respondents have agreed that

face to face interview method is used in selection/recruitment of the candidates in the

organization.

Table - 12

16

80

40

0

10

20

30

40

50

60

70

80

90

1 2 3 4


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12. Which sources of recruitment do you find is more efficient


1 Internal 12 12

2 External 66 66

3 Both 22 22

Total 100 100%

Inference : From the above table, it is revealed that 66% of respondents have opiened

that external sources of recruitment is more efficient.

Table - 13

12

66

22


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13.Is it right procedure to select / recruit the persons at all the levels of the

management


1 Yes 100 100

2 No 0 0

Total 100 100%

Inference : From the above table, it is revealed that 100% of respondents have agreed

that the right procedure is to select/recruit the persons at all the levels of the management .

Table - 15

100

0

0

20

40

60

80

100

120

1 2


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14. Sons of Soil are given importance in your organization



2 Agree 52 52

3 Neutral 6 6

4 Disagree 0 0


Total 100 100%

Inference : From the above table, it is revealed that 38% of respondents and 52% of

respondents have agreed that Sons of Soil are given importance in your organization.

Table - 16

38

52

64

0

0

10

20

30

40

50

60

1 2 3 4 5


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15. Are you satisfied by the recruitment procedure in your organization


1 Yes 98 98

2 No 2 2

Total 100 100%

Inference : From the above table, it is revealed that 98% have agreed that they have

satisfied with the existing recruitment procedure in your organization.

Table - 17

98

2


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16. If yes, what is the satisfactory rate


1 Very good 38 38

2 Good 62 62

3 Fail 0 0

4 Not good 0 0

Total 100 100

Inference : From the above table, it is revealed that 100% of agreed that their satisfaction

is very good/good with the existing recruitment procedure in your organization.

Table - 18

38

62

0 0

0

10

20

30

40

50

60

70

1 2 3 4


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17. Recruiting candidates through internal sources is benefit to organization


1 Agree 76 76

2 Disagree 2 2



5 Cant Say 10 10

Total 100 100%

Inference : From the above table, it is revealed that 88% of respondents have agreed that

recruiting candidates through internal sources is benefit to organization. From the above

it is found that internal source of recruitment is better than the external source.

Table - 20

76

2

12 10

0

0

10

20

30

40

50

60

70

80

1 2 3 4 5


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18. Getting more applications for a job shows efficiency of the Management.


1 Agree 72 72

2 Disagree 2 2



5 Cant Say 2 2

Total 100 100%

Inference : From the above table, it is revealed that 94% of respondents have strongly

agreed/agreed that getting more applications for a job shows efficiency of the

Management. So it is found that based on the efficiency of the management more number

of applicants will apply for the jobs.

Table - 21

72

2

22

22

0

10

20

30

40

50

60

70

80

1 2 3 4 5


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20. It is good to follow same recruitment procedures to select executives and

regular staff in your organization.


1 Agree 64 64

2 Disagree 2 2



5 Cant Say 2 2

Total 100 100%

.

Inference : From the above table, it is revealed that 96% respondents have opiened that

it is good to follow same recruitment procedures to select executives and regular staff in

your organization.

Table - 22

64

2

32

20

0

10

20

30

40

50

60

70

1 2 3 4 5


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FINDINGS

ARBL is displaying its vacancies mostly by using the media of news papers and

through consultants.

78% of employees have agreed that they have selected in the organization based

on the qualification and 18% have openined that they have selected based

qualification and experience.

88% of employees opiened that while selecting a candidate both qualification and

skills.

ARBL is recruiting the candidates for a particular period of time based on the

arising of number of vacancies.

52% employees have agreed that the ARBL is using internal candidates.

38% employees have agreed that the ARBL is using external sources.

42% have opiened that candidates recruited directly from education institutions

are efficient 36% of respondents have opined that candidates recruited based on

experience are efficient.

96% respondents have opiened that it is good to follow same recruitment

procedures to select executives and regular staff in

the organization


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SUGGESTIONS

Necessary induction programmes are to be conducted after selection of the

candidates.

Amararaja Batteries Ltd successfully running its business. They are very few

suggestions that can given/quoted basing on the acquired data from Personal.

There are should be more focus on proper training to the newly recruited officers.

The Management must given promotions based on both merit and seniority.

ARBL should provided traveling allowances to the candidates. who attends the

test or interviews.


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CONCLUSION

From the above findings the following conclusions can be drawn:

Most of the respondents responded on recruitments and selection process at

Amararaja batteries Limited is good.

The company has to focus on sourcesand methods of recruitment,

communication to short listed candidates, type oftests, interview processes.


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QUESTIONARIES ON RECRUITMENT & SELECTIONPROCEDURE IN AMARAJA BATTERIES LTD,

KARAKAMBADI.

1. Trough which media you know that the Amara Raja group of

industries having vacancies.

1.News Papers

2.Employment Exchange

3.Educational Institutions

4. Trough consultants

5. Any others specify

2. On what basis you are selected by this company .

1.Qualification

2. Experience

3. Qualification & Experience

4.As a local

3. In your point of view which of the following should be

considered while selecting a candidate

1.Qualification & Skills

2. Experience & Qualification

3. Efficiency of management

4. Any other specify


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4. Do you feel that your organization follows definite recruitment

procedure.

1. Strongly Agree

2. Agree

3. Neutral

4. Disagree

5. Strongly disagree

5.If so, the recruitment is

1. Regular

2. Periodical

6.If Regular, How often

1. Half year

2. Yearly

3. Once in two years

4. Above two years

7. If periodical , how often

1. Need based

2.Random based

3.Other methods

8. What are the sources of recruitment in your organization.

1.Internal

2.External

3.Both


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9. If internal

1.Employee referrals

2.Internal promotions

3.Transfer

4.All the above

10. If external

1. Advertising

2. Employment exchange

3. Campus placement

4. Walk-ins

5. All the above

11.Which interview method you have been selected / recruited in

the organization

1.Walk-in-interview

2.Face to face interview

3.Telephone Interview

4.Other methods of interviews

12. Which sources of recruitment do you find is more efficient

1. Internal

2. External

3. Both


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13. Is it right procedure to select / recruit the persons at all the

levels of the management

1. Yes

2. No

14. Sons of Soil are given importance in your organization

1. Strongly Agree

2. Agree

3. Neutral

4. Disagree


15. Are you satisfied by the recruitment procedure in your

organization

1. Yes

2. No

16. If yes, what is the satisfactory rate

1. Very good

2. Good

3. Fail

4. Not good


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17. Recruiting candidates through internal sources is benefit to

organization

1. Agree

2. Disagree

3. Strongly Agree


5. Cant Say

18. Getting more applications for a job shows efficiency of the

Management.

1. Agree

2. Disagree

3. Strongly Agree


5. Cant Say

19.Personnel preparation of a candidate is essential after selection.

1. Agree

2. Disagree

3. Strongly Agree


5. Cant Say


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20. It is good to follow same recruitment procedures to select

executives and regular staff in your organization.

1. Agree

2. Disagree

3. Strongly Agree


5. Cant Say


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BIBLIOGRAPHY

Human resource management -by Subbarao

Human resource and Persomal management -by Aswathappa

Websites:

www.google.com

www.amaraja.co.in
http://www.google.com/http://www.google.com/http://www.amaraja.co.in/http://www.amaraja.co.in/http://www.amaraja.co.in/http://www.google.com/

Jilan Project

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