Study on Recruitment Process

STUDY ON RECRUITMENT PROCESS WITH SPECIAL

REFERENCE TO VISTEON

A PROJECT REPORT

Submitted to the

MANAGEMENT STUDIES

in partial fulfillment for the award of the degree

of

GENERAL MANAGEMENT – MBA

MASTER OF BUSINESS ADMINISTRATION

DEC 2011

1

Chapter 1 - Introduction

Research Background – Description of specific industry General scenario of industry Identified Problem Need for Study Objectives & Scope Deliverables

Chapter 2 – Literature Survey Review of Literature

Summary of Literature ReviewChapter 3 - Methodology

Type of Project Target respondents Assumptions, Constraints and Limitations Sampling Methods Data Processing Tools for Analysis

Chapter 4 – Data Analysis and Interpretation

Analysis (Statistical Tools) and Interpretation and discussion, Inferences Diagrammatic Representations Deliverables

Chapter 5 – Conclusions

Summary of Findings Suggestions & Recommendations Conclusions

Appendix

Copy of Questionnaire/Interview Schedule

References

ABSTRACT

2

The Recruitment process is the major factor that affects the organization

growth. Recruiting is the emerging human resources issue in every organization. The

study on recruitment Process in Visteon helps the management to evaluate the mental

attitude of the employee towards the organization.

A structured questionnaire is prepared and the data are collected from the Visteon

employees. The data are collected are analyzed using the statistical tools like

percentage method, chi-square, H test, U test and F test .

Both primary and secondary sources were used to collect data. The primary data is

collected from both employers and employees of Visteon through a well

constructed questionnaire.

Both primary and secondary sources were used to collect data. The primary data is

collected from both employers and employees of Visteon through a well constructed

questionnaire.

The secondary data was collected from various journals, magazines, articles, various

sites and company records.

From the analysis it was inferred that the organization gave preference to internal

sources rather than external sources. Some of the employees felt that the company

would still fasten the process.

From the study it was found that the employers and employees are satisfied with

their present recruitment and selection process

CHAPTER 1 – INTRODUCTION

3

1.1RESEARCH BACKGROUND - DESCRIPTION OF SPECIFIC INDUSTRY / GENERAL SCENARIO OF INDUSTRY

Visteon is one of the world's largest suppliers of automotive parts. The company

formed in 1997 and spun off from the Ford Motor Company in 2000. In 2005, Visteon

moved to new headquarters in Van Buren Township, Michigan. Visteon is to the Ford

Motor Company as Delphi is to General Motors and Denso is to Toyota.

The organization is divided into four core business groups:

Interiors

Climate

Electronics

Lighting

Electronics being the largest of the groups as it includes Driver Information, Audio &

Power train segments. Visteon provides a full supply chain, that is to say it designs,

develops and manufactures automotive parts to the needs of its customers.

• Leading global automotive supplier

• Approximately 29,500 employees in

25 countries

• Serving the world’s

major automakers

VISTEON VISION :

4

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

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

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

http://en.wikipedia.org/wiki/Delphi_(auto_parts)

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


http://en.wikipedia.org/wiki/Van_Buren_Township,_Michigan


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

Partner with our customers to help them build the best vehicles in the world.

We will apply our automotive intellect to design and produce components,

systems and modules that appeal to drivers and passengers.

VISTEON CUSTOMERS

VISTEON PRODUCTS

Page

Customers Are Key

Page

Climate

Engine induction

HVAC systems

Powertrain cooling

Compressors

Fluid transport

5

1.2 IDENTIFIED PROBLEM

6

1.3 NEED FOR STUDY

Recruitment holds a very significant part of the manpower planning process. It

holds a very critical position for the simple reason that one wrong recruitment could

have a manifold effect in the organization. It is therefore becomes essential to

understand the recruitment process and its effectiveness for any company.

Recruitment of employees is one major challenge faced by VISTEON

AUTOMATIVE SYSTEMS INDIA PVT LTD.

The future of the industry depends upon the employees who cater to the needs or

demands of the customer in the best possible way. Numbers of skilled and

experienced employees are leaving the job due to working pressures.

Huge amount spent on individuals during recruitment and training is becoming waste

when the employees quit the job due to frustration.

1.4 OBJECTIVES & SCOPE

1.4.1 PRIMARY OBJECTIVE

To analyze the current recruitment process followed in Visteon Automotive

Systems India Ltd.

To find employees opinion about present process and provide a suggestion for

improvement.

1.4.2 SECONDARY OBJECTIVES

To identify the training methods and its effectiveness

To understand the problems faced by the employees

To study various factors involved in recruitment and selection process.

To study the methods and techniques used in recruitment and selection

process.

To study and identify how the present process affect organizational outcomes.

To suggest to the management for effective recruitment procedure.

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SCOPE OF STUDY

To get a clear picture of employees who have gone through the recruitment

process .

To find out what employees feel about their recruitment process.

To understand the problems faced by the employees and place them in front of

management as to get them rectified.

To give a hint to the top management as to where exactly they have to

concentrate in order to recruit their employees.

To suggest a few remedial measures with examples so that the management

carries out an effective recruitment procedure.

1.5 DELIVERABLES

Employee satisfaction in working culture

Employee change over reduced

Both management and employees come into mutual understanding with the

need and wants

Organization growth

Team work culture get strong

New employee requirement & training cost not necessary

This is the opportunity to understand between employees and management

through questionnaire.

It leads to happy working surroundings

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CHAPTER 2 – LITERATURE SURVEY

2.1 REVIEW OF LITERATURE

1. Bert H.J. Schreurs, Fariya Syed, (2011) introduces a comprehensive new

recruitment model that brings together research findings in the different areas

of recruitment. This model may serve as a general framework for further

recruitment research, and is intended to support Human Resource managers in

developing their recruitment policy. To highlight its utility, how the model can

be applied to describe the recruitment process of the military is exemplified.

2. Marina Dabic, Marta Ortiz-De-Urbina-Criado, Ana M. Romero-Martínez,

(2011) seeks to review the literature on human resource management (HRM)

in entrepreneurial firms. Given the importance of human resource management

for entrepreneurship, the purpose of this paper is to determine how far this line

of research has progressed and what areas are still pending study.

3. Richard Doherty, (2010) discuss the growing popularity of social networking

as a recruitment tool and to outline some of the key considerations that

organizations must take when embarking on social recruiting.

4. Richard Lee, (1994) Considers many factors which influence staff recruitment

in the current economic climate and debates what are seen as the four main

dilemmas: flexibility versus security; control versus empowerment;

“competence” versus learning and comfort versus challenge. Concludes with

several pieces of advice for those involved in the recruitment process

5. Lori Foster Thompson, Kimberly R. Aspin wall, (2009) investigates the

influence of four work/life benefits on job choice and to examine individual

differences that moderate the effects of work/life benefits during recruitment.

6. Lisa Proctor, (2010) demonstrates how technology can improve the

recruitment process.

7. Jonathan Bergwerk, (1988) states Standard methods of recruitment are

examined and new ways are recommended, based on the author's experience of

four major needs: the needs of the job itself, the current needs of the team that

will work with the jobholder, the needs of the organization and the needs of the

future.

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8. Jonathan Bergwerk, (1988) reviews the latest management developments

across the globe and pinpoints practical implications from cutting-edge

research and case studies.

9. Emma Parry, Hugh Wilson, (2009) says internet is initially hailed as the future

of recruitment and is expected to replace other media as the preferred

recruitment method, but the adoption of online recruitment has not been as

comprehensively predicted. In addition, empirical research regarding online

recruitment from an organizational perspective is sparse. This paper aims to

examine the reasons behind an organization’s decision to use online

recruitment, and reports on the development of a model of the factors affecting

the adoption of this recruitment method.

10. Nader Baroukh, Brian H. Kleiner, (2002) focuses on the recruitment process

of individuals in public service. Argues for the need for “service-learning” to

be used as part of identifying and training people most suited for careers in

public service. Defines public service, “service-learning” and the connection

between “service-learning” and effective public service participants. Considers

the human need to be of service and the motivations of public service.

Discusses the implications of these motivations and looks at the personality

type most suited to the role. Provides a framework for a good “service-

learning” programme.

11. Maud Tixier, (1996) concludes that throughout Europe, recruitment tools

appear remarkably similar. The tools most used across Europe to recruit

executives for a company are: application forms, employment interviews and

tests. How these vary across Europe is the purpose of the description found in

the article. However, behind the various application forms, the manner in

which selection interviews are conducted, and the uses made of certain tests,

what emerges is the attachment of these tools to the national cultures from

which they issue. It is this variety of these instruments and their modes of use

which this article discusses.

12. Mr. Jose M Acevedo, Mr. George B Yancey, (2011) revels while New

Employee Orientation (NEO) programs have been shown to socialize

newcomers and increase their knowledge, skills, and abilities, there has been

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little research on the way to go about developing an effective orientation

program. This research was meant to explore the way to go about effectively

developing a NEO program that both properly socializes and technically trains

new employees. Differences between Western and Eastern cultures are

discussed.

13. Robert Sharkie, (2009) contribute to the debate on employee performance by

discussing the importance of trust in encouraging performance.

14. Jeremy Tipper, (2004) Increasing the diversity of an organization’s

workforce is a primary concern for many businesses with the realization that it

can bring significant competitive advantage. The challenge lies in how

organizations can best do this. This article highlights a pragmatic guide as to

how organizations can increase their diversity through their recruitment

practices through activities such as: market research into your potential

recruitment pool; building a business case to influence line managers and other

stakeholders as to the need to recruit for diversity; using a variety of

communication channels to reach your target candidates; and rewarding

employees when they successfully increase diversity through recruitment.

15. Last month Jean F. Rossiter, (1962) pointed out that the typical Education and

Training Officer spends little if any of his time on educating or training.

Liaison with other departments and with outside organizations takes up much

of his time. An important task, manpower budgeting, was also discussed last

issue, and this month the ETO gets nearer his raw material. The subject is

recruitment: whether he does it himself or leaves it to ‘Personnel’, the ETO

needs to know a lot about how people are brought into the firm.

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2.2 SUMMARY OF LITERATURE

Many new recruitment models have been introduced for research findings in different

area of recruitment. It supports Human Resource managers in developing their

recruitment policy. Recruitment Studies has been conducted to find how far the

researches have been progressed.

This study has given the importance of Human Resource Management for

entrepreneurship. The growing popularity of social networking can be discussed with

the help of recruitment, by using it as a tool. The organization can use this tool when

embarking on social recruiting. There are many factors which influence the

recruitment, say for example in staff recruitment there are four main dilemmas:

flexibility versus security; control versus empowerment; competence versus learning

and comfort versus challenge. Standard recruitment methods are examined and new n

methods are framed based on individual’s experience. Four major needs are job itself,

the current needs of the team, the need of organization and the needs of the future.

Researches have been made to examine the reasons behind an organization’s decision

to use online recruitment and factors affecting the adaptation of this recruitment

method. Recruitment is used in many fields, one such field is public service. Service

learning is used as a part of identifying and training people most suited for careers in

public service. The tools most used across Europe to recruit executives for a company

are: application forms, employment interviews and test. The diversity of an

organization’s workforce is a primary concern for many businesses with the

realization that it can bring significant competitive advantage. The challenge lies in

how organizations can best do this.

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CHAPTER 3 – METHODOLOGY

3.1 Type of project

Research design: Descriptive:

A study which wants to portray the characteristics of a group or individual or

situation is known as descriptive design. For instant the degree to which product use

varies with income, age, sex or other characteristics is a descriptive study .

The main objective of descriptive study is to acquire knowledge there are

certain areas where knowledge has not yet properly developed.

Descriptive study of this type, in which there is no clear hypothesis, is actually

more exploratory than they are conclusive. To be of maximum value a descriptive

study must collect data for a definite purpose.

Sampling technique: Simple random sample:

In this sampling each unit of the universe has been known and has equal

chance of being selected. The tools used for selection are lots or random numbers.

The random numbers are quite suitable if the size of the population is large.

Statisticians have framed radon numbers for large samples out of large population.

The selection of sample by random numbers is laborious .an alternative is

simply to calculate the desired sampling fraction (total population divided by number

of samples)

Sample size: 60 Employees

Sampling unit: Employees from middle level management

Data collection method both primary & secondary.

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3.2 TARGET RESPONDENTS

This refers to the supervisors and engineers employed at Visteon automotive

systems India ltd.

60 samples is collected from the employees from middle level management.

3.3 ASSUMPTIONS, CONSTRAINTS AND LIMITATIONS

Any study cannot be a felt proof study and some limitations creep in after

taking all precautions. This study is no exception. Due to the enormous number of

allied employees, only a few segments could be covered for the analysis.

Some employees do not come out with the accurate information due to the

fear of management and losing their job.

Since sample is small compared to the total population of employees, the outcomes

cannot be generated without sampling error

Complete in-detail information from the employees was not collected due to shortage

of time.

Out of different departments, only a few employees were considered, the remaining

was neglected from whom some valuable information would have come out.

3.4 SAMPLING METHODS

Convenience Sampling: A convenience is obtained by selecting ‘convenient’

population units. The method of convenience sampling is also called the chunk. A

chunk refers to that fraction of the population being investigated which is neither by

probability nor by judgment but by convenience.

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Data sampling process includes the following steps that are sequentially shown

Define the Target Population

Define the Sampling frame

Determine the sample size

Execute the sampling process

Sample Size Design

It refers to the number of elements to be included in the study. A

sample design is a definite plan for obtaining a sample from a definite population.

It refers to the technique or the procedure the researchers would adopt in selecting

items for the sample. It is determined before data is collected.

3.5 DATA PROCESSING

3.5.1 Sources of data collection:

3.5.1.1 Primary data

Primary data are collected afresh and for the first time. It is the data originated

by the researcher specifically to address the research problem.

In this study, primary data is collected primarily to understand the existing

recruitment and selection process the organization is using.

3.5.1.2 Secondary Data

Secondary data is collected from internet, registers, records, journals, articles,

magazines and annual reports of the organization

3.5.1.3 Data collection Instrument:

Questionnaire Design begins with an understanding of the capabilities of a

questionnaire and how they can help in research. If it is determined that a

questionnaire is to be used, the greatest care goes into the planning of the objectives.

15

3.6 TOOLS FOR ANALYSIS:

Percentage Analysis

Statistical analysis

Chi-square analysis

H test

U test

F test

3.6.1 PERCENTAGE ANALYSIS:

In percentage analysis, charts like bar chart and pie charts are used to

graphically represent the results from percentage analysis of the questionnaire

3.6.2 STATISTICAL ANALYSIS

3.6.2.1 Chi-square analysis

The chi-square is one of the most widely used non-parametric tests in

statistical work. The Chi-Square was first used by Karl Pearson in the year 1900.

It is defined as

Chi-square test is applicable to a very large number of problems in

practice. With the help of this test we can find out whether two or more attributes

are associated or not.

3.6.2.2 H TEST

The Kruskal Wallis test can be applied in the one factor ANOVA case. It is a

non-parametric test for the situation where the ANOVA normality

assumptions may not apply.

x2= Σ [O-E] 2/E

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Let ni (i = 1, 2, ..., k) represent the sample sizes for each of the k groups (i.e.,

samples) in the data. Next, rank the combined sample. Then compute Ri = the

sum of the ranks for group i. Then the Kruskal Wallis test statistic is:

3.6.2.3 U TEST

In statistics, the Mann–Whitney U test (also called the Mann–Whitney–Wilcoxon

(MWW) or Wilcoxon rank-sum test) is a non-parametric statistical hypothesis test

for assessing whether two independent samples of observations have equally large

values. It is one of the most well-known non-parametric significance tests. It was

proposed initially by Frank Wilcoxon in 1945,[1] for equal sample sizes, and extended

to arbitrary sample sizes and in other ways by Henry Mann and his student

Donald Ransom Whitney in 1947

For large samples, U is approximately normally distributed. In that case, the

standardized value

where mU and σU are the mean and standard deviation of U, is approximately a

standard normal deviate whose significance can be checked in tables of the

normal distribution. mU and σU are given by

17

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

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

http://en.wikipedia.org/wiki/Sampling_(statistics)

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

http://en.wikipedia.org/wiki/Non-parametric_statistics

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

3.6.2.4 F TEST

F test is used to find out whether the two independent estimates of

population differ significantly or whether the two samples may be regarded as drawn

from the normal populations having the same variance.

F is defined as

F= S12 / S2

2

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No 12%

Yes88%

CHAPTER 4 – DATA ANALYSIS AND INTERPRETATION

4.1 – Analysis and Interpretation and Discussion, Inference.

4.1.1 – Percentage analysis.

Table No: 1

Reason for applied in this organization.

Size and growth

No. of Respondents

Percentage

Yes 53 88.3

No 7 11.7

Total 60 100.0

INTERPRETATION:

The above table shows that 88.3% of the respondents feel that it was

because of size and growth of the company they applied in this organization, while

11.7% of the respondents feel that it was not because of the size and growth of the

organization.

Chart No: 1

Reason for applied in this organization.

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INFERENCE:

From the above survey we conclude that 88% of the employees applied because of the

size and growth of the organization.

Table No: 2

Recruitment and selection process


No. of Respondents

Percentage

very important 25 41.7

important 30 50.0

Not at all Important 5 8.3

Total 60 100.0

INTERPRETATION:

The above table shows that 50% of the respondent’s experience that it is

important to have recruitment and selection process in an organization, 42% says it is

very important to have recruitment and selection process in an organization, 8% of

respondent’s says it is not at all important to have recruitment and selection process in

an organization.

Chart No: 2


important50%

very important

42%

Not at all Important

8%

20

INFERENCE:

It is important to have recruitment and selection process in an

organization.

Table No: 3

Selection based on gender

Selection

based on

gender No. of

Respondents Percentage

Yes 32 53.3

No 28 46.7

Total 60 100.0

INTERPRETATION:

The above chart shows that 53% of the respondent’s feels that

selection was based on gender, whereas 47% feels it was not based on gender.

Chart No:3

Selection based on gender

yes53%

no47%

21

HR interview

3%

Technical interview 32%

Aptitude interview

2%

All the above

63%

INFERENCE:

53.3 % of the respondents believe that selection is based on gender.

Table No: 4

Type of recruitment process undergone


No. of Respondents Percentage

Technical Interview 19 31.7

Aptitude Interview 1 1.7

HR Interview 2 3.3

All the above 38 63.3

Total 60 100.0

INTERPRETATION:

The table shows that 63% of the respondents have undergone aptitude interview,

technical interview and HR interview during recruitment process, where 32% was

recruited only with technical interview, 3% with HR interview, 2% with aptitude

interview.

Chart No: 4


22

yes

23%

no77%

INFERENCE:

We conclude that recruitment process includes all interviews such as, HR

interview, aptitude interview and technical interview.

Table No: 5

Providing with Travelling Allowance

Travelling Allowance

No. of Respondents

Percentage

Yes 14 23.3

No 46 76.7

Total 60 100.0

INTERPRETATION:

The above table shows that only 23% of the respondents are provided with travelling

allowance for interview, 77% of the respondents are not provided with travelling

allowance.

Chart No: 5


23

yes20%

no80%

INFERENCE:

We conclude that 76.7% of the respondents were not provided with travelling

allowance for interviews.

Table No: 6


Travelling AllowanceNo. of

RespondentsPercentage

Satisfactory12 20.0

Not satisfactory 48 80.0

Total 60 100.0

INTERPRETATION:

The above table shows that 80% of the respondents are not satisfied with the

travelling allowance provided during interview, while 20 % of the respondents are

satisfied with the travelling allowance.

Chart No: 6


24

INFERENCE:

80% of the employees are not satisfied with the travelling allowance provided during

interview

Table No: 7

Really concerned about the location I placed

Really concerned about

the location I placedNo. of


Agree 41 68.3

Strongly agree 7 11.7

Disagree 2 3.3

Strongly disagree 3 5.0

Neutral 7 11.7

Total 60 100.0

INTERPRETATION:

The above table shows that 68% of the respondents are concern about the location

they are placed, while 12% of the respondents are more concern about the location.

5% of the respondents were not much concern about the location they place, while 3%

were not concern about the location.

.

25

Disagree3%

Agree68%

Strongly agree12%

Strongly disagree

5%

Neutral12%

Chart No: 7

Really concerned about the location I placed

INFERENCE:

68.3% of the employees were really concern about the location

Table No: 8

Selection was conducted in a Fair manner

Selection was conducted in a Fair

manner

No. of Respondents

Percentage

agree 37 61.7


disagree 5 8.3


Neutral 6 10.0

Total 60 100.0

26

Neutral10%

Strongly disagree

0%

Strongly agree20%

Agree62%

Disagree8%

INTERPRETATION:

The above table shows that 62% of the respondents feel that recruitment was

conducted in a fair manner, while 8% feel that it was conducted in an unfair manner.

20% strongly believe that it was conducted in fair manner,10% feels it was neither

fair nor unfair.

Chart No: 8


INFERENCE:

61.3% of the employees agree that recruitment was conducted in a fair manner

27

yes7%

no93%

Table No: 9

Recruitment were you really subjected to misevaluation by Default or error

Misevaluation by Default or

error

No. of Respondents

Percentage

Yes 4 6.7

No 56 93.3

Total 60 100.0

INTERPRETATION:

The above table shows that 93 % of the respondents felt that recruitment was not

subjected to misevaluation and 7% of the respondents felt that it was subject to

misevaluation by default or error.

Chart No: 9

Recruitment were you really subjected to misevaluation by Default or error

INFERENCE:

93.3% of the respondents felt that recruitment was not subjected to misevaluation

28

Table No: 10

Company concentrates in building the morale and Motivation of employees

INTERPRETATION:

The above table states that 61 % of them think that company encourage employees to

perform better, while 12% of them feel that they are not motivated.

Chart No: 10

Company concentrates in building the morale and Motivation of employees

No. of Respondents

Disagree11.7%

Agree61.7%

Strongly agree11.7%

Strongly disagree

5.0%

Neutral10.0%

29

Morale and Motivation of

employeesNo. of


Agree 37 61.7


Disagree 7 11.7


Neutral 6 10.0

Total 60 100.0

INFERENCE:

61.7% of them agree that company encourage employees to perform better

Table No: 11

The job description and job specification was clearly mentioned before interview

INTERPRETATION:

The above table shows that 61 % of the respondents feel that job

Description and job specification was clearly mentioned, while 12 % of them feel that

job description and job specification was not clearly stated.

INFERENCE:

60% of the employees are clearly explained with the job description and job

specification before interview.

30

The job description and job specification was

clearly mentioned before interview

No. of Respondents

Percentage

Agree 36 60


Disagree 10 16.7


Neutral 7 11.7

Total 60 100.0

Neutral12%Strongly

disagree3%

Strongly agree

8%

Agree60%

Disagree17%

Chart No: 11

The job description and job specification was clearly mentioned before interview

Table No: 12

Was the Recruitment scientific

Was the Recruitment

scientific

No. of Respondents

Percentage

Yes 32 53.3

No 28 46.7

Total 60 100.0

INTERPRETATION:

The above table shows that 53% of the respondents felt that the recruitment was

scientific which helped them to build and open their career opportunity at the earliest.

Where 47% of respondents feel that recruitment was not scientific.

31

Chart No: 12

Employees are recruited scientifically.

No. of Respondents

no47%

yes53%

INFERENCE:

53.3% of the employees accept that recruitment was scientific

Table No: 13

Chance of favoritism and malpractices during recruitment

Malpractices during

recruitment

No. of Respondents

Percentage

Yes 6 10.0

No 54 90.0

Total 60 100.0

INTERPRETATION:

The above table shows that 90 % of the respondents feel that there was no favoritism

and malpractices during recruitment. Whereas 10 % of the respondents feel that there

was some amount of malpractice and favoritism during recruitment.

32

yes10%

no90%

Chart No: 13

Malpractices during recruitment

INFERENCE:

90% feels that no favoritism and malpractices during recruitment.

Table No: 14

Aware of promotion policy during selection

Promotion policy during

selection

No. of Respondents

Percentage

Yes 19 31.7

No 41 68.3

Total 60 100.0

INTERPRETATION:

The above table shows that 68% of the respondents felt that they were not aware of

promotions and transfers who made them to judge positively towards the company

and their career opening opportunity. Whereas 32% of respondents were aware of

promotions and transfers during their selection.

33

no68%

yes32%

Chart No: 14

Aware of promotion policy during selection

INFERENCE:

68.3% of the employees are not aware of promotion policy during selection.

Table No: 15

Employee opinion about the offer during the time gap after interview and

appointment date

The time gap after

interview

No. of Respondents

Percentage

Yes 24 40.0

No 36 60.0

Total 60 100.0

INTERPRETATION:

The above table shows that 40% of the respondents felt that they would wait for the

other offer, while 60% of the respondents felt that they would not wait for the offer.

34

Chart No: 15

Time gap after interview and appointment date

No. of Respondents

no60%

yes40%

INFERENCE:

60% of the employees feels that there is no time delay between interview and

appointment date.

Table No: 16

Overall satisfaction about the recruitment process

Overall satisfaction about the recruitment

process

No. of Respondents

Percentage

Satisfied 52 86.7

Highly satisfied 1 1.7

dissatisfied 2 3.3

Highly dissatisfied 0 0

neutral 5 8.3

Total 60 100.0

35

INTERPRETATION:

From the above table it is very clear that 87% of the respondents were satisfied with

the recruitment process, while 3 % of the respondents were not satisfied.

Chart No: 16


No. of Respondents

Dissatisfied

3%

Satisfied87%

Highly satisfied

2%

Highly dissatisfie

d0%

Neutral8%

INTERFERANCE:

86.7% of the respondents feel that the overall recruitment process was satisfied

36

4.1.2 Statistical analysis

Friedman Test :Table No: 17

Rankings for which made to apply in this organization.

H0 : There is no difference between the five variables

H1: There is a difference between the five variables

Table No:18

N 60

Chi-Square

29.773

df 4

P value .000

P Value < 0.5 Reject H0

37

Which made to apply in this organization

Mean Rank

Flexible working hours

3.73

Image of the organization

2.17

Pleasant atmosphere 3.08

Nice place to begin the career

3.03

Good Salary Package 2.98

INTERPRETATION:


Criteria for selection

Criteria for selection

Mean Rank

Career growth 1.97

Salary 2.40

Reputation of the company

2.57

Personal preference

3.07

H0 : There is no difference between the four variables

H1: There is a difference between the four variables

Table No: 20

N 60

Chi-Square

22.320

df 3

P value .000


38

INTERPRETATION:


What you feel after interview

What you feel after interview

Mean Rank

Job security 2.15

Friendly work relations

2.63

Personality development opportunity

2.75

Build and develop skills

2.47

H0 : There is no difference between the four variables

H1: There is a difference between the four variables

Table No: 22

N 60

Chi-Square

7.340

df 3

P value .062

P Value > 0.5 accept H0

39

INTERPRETATION:


opinion regarding mode of recruitment.

opinion regarding mode of

recruitment.

Mean Rank

Campus recruitment 3.28

Employment exchange

4.07

Advertisement 2.68

Employee referrals 2.34

Placement agency 2.64

H0 : There is no difference between the five variables

H1: There is a difference between the five variables

Table No: 24

N 60

Chi-Square

45.253

df 4

P value .000


40

INTERPRETATION:

Multiple Regression :

Table No: 25

Model Summary

Model R R SquareAdjusted R Square

Std. Error of the

Estimate1 .542(a) .293 .242 .408

The above table clearly indicates that Independent variables (job description, job

specification, selection, location placed, building morale ) accounts for

29.3 % in determining the dependent variable Overall satisfaction about the

recruitment process

Table No: 26

Coefficients

Model

Un standardized Coefficients

Standardized Coefficients

t Sig.B

Std. Error

Beta

1

(Constant) 2.695 .355 7.603 .000Really

concerned about the location I

placed

-.059 .064 -.112 -.925 .359


.205 .069 .350 2.954 .005

Company concentrates

in building the morale and

Motivation of employees

-.009 .060 -.020 -.153 .879

The job description

and job specification was clearly

.176 .065 .369 2.700 .009

41

a Dependent Variable: Overall satisfaction about the recruitment process

The coefficients table shows that selection process and job description and job

specification is significant in determining the dependent variable Overall satisfaction

about the recruitment process. concerned about the location and Company

concentration in building the morale and Motivation of employees is not significant

in determining the dependent variable.


INTERPRETATION:

Kruskal-Wallis Test( H Test) :

Table No: 27

Ranks


NMean Rank

Selection was conducted in a Fair

manner

Technical Interview 19 28.89Aptitude Interview 1 54.50

HR Interview 2 30.00All the above 38 30.70

Total 60

Ho: There exists no significant relationship between type of recruitment process

undergone and opinion on selection process

H1: There exists significant relationship between type of recruitment process

undergone and opinion on selection process

42

Table No: 28

Test Statistics(a,b)

Selection was

conducted in a Fair

mannerChi-

Square2.719

df 3p value .437

Grouping Variable: Type of recruitment process undergone

P value > .05 accept Ho. Hence, There exists no significant relationship between type

of recruitment process undergone and opinion on selection process

INTERPRETATION:

Mann-Whitney Test( U test) :Table No: 29

Is it because of size and growth of the

organization you hadN

Mean Rank

Sum of Ranks

Overall satisfaction about the

recruitment process

Yes 53 30.10 1595.50

No 7 33.50 234.50

Total 60

43

Ho: There exists no significant relationship between size and growth of the

organization Overall satisfaction about the recruitment process

H1: There exists significant relationship between size and growth of the organization


Table No: 30

Test Statistics(b)

Overall satisfaction about the

recruitment process

Mann-Whitney U 164.500P value .413

Grouping Variable: size and growth of the organization

P value > .05 Accept Ho, There exists no significant relationship between size and

growth of the organization Overall satisfaction about the recruitment process

INTERPRETATION:

44

4.3 DELIVERABLES

45

CHAPTER 5 – CONCLUSIONS

5.1 SUMMARY OF FINDINGS

5.2 SUGGESTION AND RECOMMENDATIONS

46

5.3 CONCLUSIONS

47

APPENDIX

COPY OF QUESTIONNAIRE

Q1. What did you like in this company, which made you to apply? Please rank it.

(1 for most & 5 for least)

Rank

Flexible working hours

Image of the organization

Pleasant atmosphere

Nice place to begin the career

Good Salary Package

Q2 . Is it because of size and growth of the organization you had

Applied in this company?

YES

NO

Q3. What was the criteria for selection? Rank it

( 1 for most & 4 for least)

Rank

Career growth

Salary

Reputation of the company

Personal preference

48

Q4. How do you rate the recruitment & selection process in your organization?

(a) Very important

(b) Important

(c) Not at all Important

Q5. Was your selection based on gender?

YES

NO

Q6. Which type of recruitment process did you undergone during recruitment?

(a).Technical interview (b).Aptitude interview

(c).HR interview (d).All the above

Q7. Were you provided with traveling allowances for interview?

YES

NO

Q8. Were you provided with traveling allowances for interview?

Satisfactory

Not satisfactory

Q9. Really concerned about the location I placed

Agree

Strongly agree

Disagree

Strongly disagree

Neutral

49

Q10. Selection was conducted in a Fair manner

Agree

Strongly agree

Disagree

Strongly disagree

Neutral

Q11. During Recruitment were you really subjected to misevaluation by?

Default or error?

Yes

No

Q12. Did you feel that after interview you would have the following? Please give

ranking. ( 1 for most & 4 for least)

Rank

Job security

Friendly work relations

Personality development opportunity

Build and develop skills

Q13. Company concentrates in building the morale and Motivation of employees

Agree

Strongly agree

Disagree

Strongly disagree

Neutral

50

Q14. The job description and job specification was clearly mentioned before

interview

Agree

Strongly agree

Disagree

Strongly disagree

Neutral

Q15. Was the Recruitment scientific?

Yes

No

Q16. Did you find that there was a chance of favoritism and malpractices during

recruitment?

Yes

No

Q17. Were you aware of promotion policy during selection?

Yes

No

51

Q18. What is your opinion regarding mode of recruitment. Rank it.

(1 for most & 5 for least)

Ranking

Campus recruitment

Employment exchange

Advertisement

Employee referrals

Placement agency

Q19. How would you rate the benefits being offered to you?

Company Home

Present: Expected:

Highly satisfied O O

Satisfied O O

Neither satisfied nor Dissatisfied O O

Dissatisfied O O

Highly dissatisfied O O

Not applicable O O

52

Company Car

Present: Expected:


Satisfied O O


Dissatisfied O O


Not applicable O O

Loan Scheme

Present: Expected:


Satisfied O O

53


Dissatisfied O O


Not applicable O O

Paid Vacation

Present: Expected:


Satisfied O O


Dissatisfied O O


Not applicable O O

54

Medical Reimbursement

Present: Expected:


Satisfied O O


Dissatisfied O O


Not applicable O O

Recreational Facilities

Present: Expected:


Satisfied O O

55


Dissatisfied O O


Not applicable O O

Children’s Education

Present: Expected:


Satisfied O O


Dissatisfied O O


Not applicable O O

56

Bill Reimbursement

Present: Expected:


Satisfied O O


Dissatisfied O O


Not applicable O O

Daily Meal Reimbursement

Present: Expected:


Satisfied O O

57


Dissatisfied O O


Not applicable O O

Health Insurance

Present: Expected:


Satisfied O O


Dissatisfied O O


Not applicable O O

58

Driver Expenses and fuel

Present: Expected:


Satisfied O O


Dissatisfied O O


Not applicable O O

Mobile/Residence Phone

Present: Expected:


Satisfied O O

59


Dissatisfied O O


Not applicable O O

Q20. Employee opinion about the offer during the time gap after interview and

appointment date

Yes

No

Q21. Overall satisfaction about the recruitment process

Satisfied

Highly satisfied

Dissatisfied

Highly dissatisfied

Neutral

60

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61

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