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

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 Review Chapter 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

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
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 worlds major automakers

VISTEON VISION : 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

1.2 IDENTIFIED PROBLEM

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.

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

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-Martnez, (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.

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 organizations 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 servicelearning 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 organizations 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 individuals 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 organizations 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 organizations 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 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. due to the

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.

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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
x2= [O-E] 2/E

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.

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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 MannWhitney U test (also called the MannWhitneyWilcoxon (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 U 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 U are given by

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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 / S22

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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 Yes No Total No. of Percentage Respondents 53 7 60 88.3 11.7 100.0

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.

No 12%

Yes

88%

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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 Recruitment and selection process very important important Not at all Important Total No. of Percentage Respondents 25 30 5 60 41.7 50.0 8.3 100.0

INTERPRETATION: The above table shows that 50% of the respondents 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 respondents says it is not at all important to have recruitment and selection process in an organization. Chart No: 2 Recruitment and selection process

N ot at all Important 8%

very important 42%

important 50%

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INFERENCE: It is important to have recruitment and selection process in an organization. Table No: 3 Selection based on gender Selection based on gender Yes No Total No. of Respondents 32 28 60

Percentage 53.3 46.7 100.0

INTERPRETATION: The above chart shows that 53% of the respondents feels that selection was based on gender, whereas 47% feels it was not based on gender. Chart No:3 Selection based on gender

no 47%

yes 53%

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INFERENCE: 53.3 % of the respondents believe that selection is based on gender. Table No: 4 Type of recruitment process undergone Type of recruitment process undergone Technical Interview Aptitude Interview HR Interview All the above Total No. of Respondents Percentage 19 1 2 38 60 31.7 1.7 3.3 63.3 100.0

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 Type of recruitment process undergone

Technical interview 32%

All the above 63%

HR interview 3%

Aptitude interview 2%

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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 Yes No Total No. of Percentage Respondents 14 46 60 23.3 76.7 100.0

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 Travelling Allowance

yes 23%

no 77%

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INFERENCE: We conclude that 76.7% of the respondents were not provided with travelling allowance for interviews. Table No: 6 Travelling Allowance No. of Percentage Respondents 12 Satisfactory Not satisfactory Total 48 60 80.0 100.0 20.0

Travelling Allowance

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 Travelling Allowance

yes 20%

no 80%

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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 placed Agree Strongly agree Disagree Strongly disagree Neutral Total No. of Percentage Respondents 41 7 2 3 7 60 68.3 11.7 3.3 5.0 11.7 100.0

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. .

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Chart No: 7 Really concerned about the location I placed

Strongly disagree Disagree 5% 3%

Neutral 12%

Strongly agree 12%

Agree 68%

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 agree Strongly agree disagree Strongly disagree Neutral Total No. of Percentage Respondents 37 12 5 0 6 60 61.7 20.0 8.3 0.0 10.0 100.0

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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 Selection was conducted in a Fair manner

Strongly disagree 0% Disagree 8%

Neutral 10%

Strongly agree 20%

Agree 62%

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

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Table No: 9 Recruitment were you really subjected to misevaluation by Default or error Misevaluation No. of by Default or Percentage Respondents error Yes No Total 4 56 60 6.7 93.3 100.0

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

yes 7%

no 93%

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

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Table No: 10 Company concentrates in building the morale and Motivation of employees

Morale and Motivation of employees No. of Percentage Respondents

Agree Strongly agree Disagree Strongly disagree Neutral Total

37 7 7 3 6 60

61.7 11.7 11.7 5.0 10.0 100.0

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 Strongly disagree 5.0% Disagree 11.7% Neutral 10.0%

Strongly agree 11.7%

Agree 61.7%

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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 The job description and No. of job specification was Percentage clearly mentioned Respondents before interview Agree Strongly agree Disagree Strongly disagree Neutral Total 36 5 10 2 7 60 60 8.3 16.7 3.3 11.7 100.0

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.

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Chart No: 11 The job description and job specification was clearly mentioned before interview

Strongly disagree 3% Disagree 17%

Neutral 12%

Strongly agree 8%

Agree 60%

Table No: 12 Was the Recruitment scientific Was the Recruitment scientific Yes No Total No. of Percentage Respondents 32 28 60 53.3 46.7 100.0

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.

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Chart No: 12 Employees are recruited scientifically.

No. of Respondents

no 47% yes 53%

INFERENCE: 53.3% of the employees accept that recruitment was scientific Table No: 13 Chance of favoritism and malpractices during recruitment Malpractices during recruitment Yes No Total

No. of Percentage Respondents 6 54 60 10.0 90.0 100.0

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.

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Chart No: 13 Malpractices during recruitment

no 90% yes 10%

INFERENCE: 90% feels that no favoritism and malpractices during recruitment. Table No: 14 Aware of promotion policy during selection Promotion policy during selection Yes No Total No. of Respondents 19 41 60

Percentage 31.7 68.3 100.0

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.

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Chart No: 14 Aware of promotion policy during selection

no 68%

yes 32%

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 Yes No Total No. of Percentage Respondents 24 36 60 40.0 60.0 100.0

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.

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Chart No: 15 Time gap after interview and appointment date

No. of Respondents

no 60%

yes 40%

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 Satisfied Highly satisfied dissatisfied Highly dissatisfied neutral Total

No. of Respondents 52 1 2 0 5 60

Percentage 86.7 1.7 3.3 0 8.3 100.0

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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 Overall satisfaction about the recruitment process

Satisfied 87%

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

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4.1.2 Statistical analysis Friedman Test : Table No: 17 Rankings for which made to apply in this organization. Which made to apply in this organization Flexible working hours Image of the organization Pleasant atmosphere Nice place to begin the career Good Salary Package Mean Rank 3.73

2.17 3.08 3.03 2.98

H0 : There is no difference between the five variables H1: There is a difference between the five variables Table No:18 N ChiSquare df P value 60 29.773 4 .000

P Value < 0.5 Reject H0

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INTERPRETATION:

Friedman Test : Table No: 19 Criteria for selection Criteria for selection Career growth Salary Reputation of the company Personal preference Mean Rank 1.97 2.40 2.57

3.07

H0 : There is no difference between the four variables H1: There is a difference between the four variables Table No: 20 N ChiSquare df P value 60 22.320 3 .000

P Value < 0.5 Reject H0

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INTERPRETATION:

Friedman Test : Table No: 21 What you feel after interview What you feel after interview Job security Friendly work relations Personality development opportunity Build and develop skills Mean Rank 2.15 2.63

2.75

2.47

H0 : There is no difference between the four variables H1: There is a difference between the four variables Table No: 22 N ChiSquare df P value 60 7.340 3 .062

P Value > 0.5 accept H0

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INTERPRETATION:

Friedman Test : Table No: 23 opinion regarding mode of recruitment. opinion regarding mode of recruitment. Campus recruitment Employment exchange Advertisement Employee referrals Placement agency Mean Rank 3.28 4.07 2.68 2.34 2.64

H0 : There is no difference between the five variables H1: There is a difference between the five variables Table No: 24 N ChiSquare df P value 60 45.253 4 .000

P Value < 0.5 Reject H0

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INTERPRETATION: Multiple Regression : Table No: 25

Model 1

R .542(a)

Adjusted R Square R Square .293 .242

Std. Error of the Estimate .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 Un standardized Coefficients Std. B Error 2.695 .355 Standardized Coefficients Beta 7.603 .000

Model (Constant) Really concerned about the location I placed Selection was conducted in a Fair manner Company concentrates in building the morale and Motivation of employees The job description and job specification was clearly

Sig.

-.059

.064

-.112

-.925

.359

.205

.069

.350

2.954

.005

-.009

.060

-.020

-.153

.879

.176

.065

.369

2.700

.009

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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.

Overall satisfaction about the recruitment process

INTERPRETATION:

Kruskal-Wallis Test( H Test) : Table No: 27

Selection was conducted in a Fair manner

Type of recruitment process undergone Technical Interview Aptitude Interview HR Interview All the above Total

N 19 1 2 38 60

Mean Rank 28.89 54.50 30.00 30.70

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

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Table No: 28 Test Statistics(a,b)

Selection was conducted in a Fair manner ChiSquare df p value 2.719 3 .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 had Overall satisfaction about the recruitment process Yes No Total Mean Rank 30.10 33.50 Sum of Ranks 1595.50 234.50

53 7 60

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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 Overall satisfaction about the recruitment process

Table No: 30 Test Statistics(b) Overall satisfaction about the recruitment process 164.500 .413

Mann-Whitney U P value

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:

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4.3 DELIVERABLES

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CHAPTER 5 CONCLUSIONS 5.1 SUMMARY OF FINDINGS

5.2 SUGGESTION AND RECOMMENDATIONS

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5.3 CONCLUSIONS

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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

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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 (c).HR interview (b).Aptitude 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

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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

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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

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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 Satisfied Neither satisfied nor Dissatisfied Dissatisfied

O O O O

O O O O

Highly dissatisfied

Not applicable

52

Company Car

Present:

Expected:

Highly satisfied

Satisfied

Neither satisfied nor Dissatisfied

Dissatisfied

Highly dissatisfied

Not applicable

Loan Scheme Present: Expected:

Highly satisfied

Satisfied

53

Neither satisfied nor Dissatisfied

Dissatisfied

Highly dissatisfied

Not applicable

Paid Vacation Present: Expected:

Highly satisfied

Satisfied

Neither satisfied nor Dissatisfied

Dissatisfied

Highly dissatisfied

Not applicable

54

Medical Reimbursement

Present:

Expected:

Highly satisfied

Satisfied

Neither satisfied nor Dissatisfied

Dissatisfied

Highly dissatisfied

Not applicable

Recreational Facilities Present: Expected:

Highly satisfied

Satisfied

55

Neither satisfied nor Dissatisfied

Dissatisfied

Highly dissatisfied

Not applicable

Childrens Education Present: Expected:

Highly satisfied

Satisfied

Neither satisfied nor Dissatisfied

Dissatisfied

Highly dissatisfied

Not applicable

56

Bill Reimbursement Present: Expected:

Highly satisfied

Satisfied

Neither satisfied nor Dissatisfied

Dissatisfied

Highly dissatisfied

Not applicable

Daily Meal Reimbursement

Present:

Expected:

Highly satisfied

Satisfied

57

Neither satisfied nor Dissatisfied

Dissatisfied

Highly dissatisfied

Not applicable

Health Insurance Present: Expected:

Highly satisfied

Satisfied

Neither satisfied nor Dissatisfied

Dissatisfied

Highly dissatisfied

Not applicable

58

Driver Expenses and fuel

Present:

Expected:

Highly satisfied

Satisfied

Neither satisfied nor Dissatisfied

Dissatisfied

Highly dissatisfied

Not applicable Mobile/Residence Phone

Present:

Expected:

Highly satisfied

Satisfied

59

Neither satisfied nor Dissatisfied

Dissatisfied

Highly dissatisfied

Not applicable

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

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REFERENCES 1. Bert H.J. Schreurs, Fariya Syed, (2011) "Battling the war for talent: an application in a military context", Career Development International, Vol. 16 Iss: 1, pp.36 59 2. Marina Dabic, Marta Ortiz-De-Urbina-Criado, Ana M. Romero-Martnez, (2011) "Human resource management in entrepreneurial firms: a literature review", International Journal of Manpower, Vol. 32 Iss: 1, pp.14 33 3. Richard Doherty, (2010) "Getting social with recruitment", Strategic HR Review, Vol. 9 Iss: 6, pp.11 15 4. Richard Lee, (1994) "Recruitment in Context", Librarian Career Development, Vol. 2 Iss: 2, pp.3 7 5. Lori Foster Thompson, Kimberly R. Aspinwall, (2009) "The recruitment value of work/life benefits", Personnel Review, Vol. 38 Iss: 2, pp.195 210 6. Lisa Proctor, (2010) "Technology transforms retailer's recruitment", Strategic HR Review, Vol. 9 Iss: 6, pp.22 - 26 7. Human Resource Management International Digest, Vol. 13 Iss: 3 8. Emma Parry, Hugh Wilson, (2009) "Factors influencing the adoption of online recruitment", Personnel Review, Vol. 38 Iss: 6, pp.655 673 9. Nader Baroukh, Brian H. Kleiner, (2002) "Recruitment and training of public servants", Management Research News, Vol. 25 Iss: 3, pp.28 42 10. Maud Tixier, (1996) "Employers recruitment tools across Europe", Employee Relations, Vol. 18 Iss: 6, pp.69 80 11. Malcolm Smith, Christopher Graves, (2002) "Re-engineering recruitment to the accounting profession", Managerial Auditing Journal, Vol. 17 Iss: 3, pp.117 121 12. Lai Wan Hooi, (2008) "The adoption of Japanese recruitment practices in Malaysia", International Journal of Manpower, Vol. 29 Iss: 4, pp.362 378

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