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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
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.
7
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
8
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.
9
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
10
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.
11
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.
12
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.
13
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.
14
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
16
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
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
18
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.
19
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
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
Recruitment and selection process
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
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
Type of recruitment process undergone
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
Travelling Allowance
23
yes20%
no80%
INFERENCE:
We conclude that 76.7% of the respondents were not provided with travelling
allowance for interviews.
Table No: 6
Travelling Allowance
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
Travelling Allowance
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
RespondentsPercentage
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
Strongly agree 12 20.0
disagree 5 8.3
Strongly disagree 0 0.0
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
Selection was conducted in a Fair manner
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
RespondentsPercentage
Agree 37 61.7
Strongly agree 7 11.7
Disagree 7 11.7
Strongly disagree 3 5.0
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
Strongly agree 5 8.3
Disagree 10 16.7
Strongly disagree 2 3.3
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
Overall satisfaction about the recruitment process
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:
Friedman Test :Table No: 19
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
P Value < 0.5 Reject H0
38
INTERPRETATION:
Friedman Test :Table No: 21
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:
Friedman Test :Table No: 23
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
P Value < 0.5 Reject H0
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
Selection was conducted in a Fair manner
.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.
Overall satisfaction about the recruitment process
INTERPRETATION:
Kruskal-Wallis Test( H Test) :
Table No: 27
Ranks
Type of recruitment process undergone
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
Overall satisfaction about the recruitment process
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:
Highly satisfied O O
Satisfied O O
Neither satisfied nor Dissatisfied O O
Dissatisfied O O
Highly dissatisfied O O
Not applicable O O
Loan Scheme
Present: Expected:
Highly satisfied O O
Satisfied O O
53
Neither satisfied nor Dissatisfied O O
Dissatisfied O O
Highly dissatisfied O O
Not applicable O O
Paid Vacation
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
54
Medical Reimbursement
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
Recreational Facilities
Present: Expected:
Highly satisfied O O
Satisfied O O
55
Neither satisfied nor Dissatisfied O O
Dissatisfied O O
Highly dissatisfied O O
Not applicable O O
Children’s Education
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
56
Bill Reimbursement
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
Daily Meal Reimbursement
Present: Expected:
Highly satisfied O O
Satisfied O O
57
Neither satisfied nor Dissatisfied O O
Dissatisfied O O
Highly dissatisfied O O
Not applicable O O
Health Insurance
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
58
Driver Expenses and fuel
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
Mobile/Residence Phone
Present: Expected:
Highly satisfied O O
Satisfied O O
59
Neither satisfied nor Dissatisfied O O
Dissatisfied O O
Highly 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