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DECLARATION
I here by declare that the project report titled A Study on Recruitment and
Selection Process in AMARARAJA BATTERIES LTD, KARAKAMBADI is
original and bonafied work of my own in the partial fulfillment of the requirements for
the award of the degree of Master of Business Administration and submitted to post
graduate department of Management Studies in ROYAL SCHOOL OF
INFORMATION & MANAGEMENT SCIENCES under the guidance of
Miss.BHUVANISWARE and has not been copied from any earlier report. The
empirical conclusions and findings in this report are based on the information collected
by me.
Place: KARAKAMBADI (S.M.JILAN)
Dt:
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ACKNOWLEDGEMENT
I would like to express my sincere gratitude to Sri GALLA
RAMACHANDHRANAIDU garu, Chairman & Managing Director/AMARARAJA
BATTERIES LTD/KARAKAMBADI for making it convenient to under take the
Project in ARBL.
I extend my sincere thanks to Miss BHUVANISWARE LECTURER Dept. of
Business Management, ROYAL SCHOOL OF INFORMATION & MANAGEMENT
SCIENCES for giving valuable suggestions and encouragement throughout the Project.
I wish to express my sincere thanks to Department of Business Administration,
ROYAL SCHOOL OF INFORMATION & MANAGEMENT SCIENCES for
giving me an opportunity for pursuing the management course and complete the project
work as a part of the programme.
I convey my personal thanks to my family members for their unstinted co-
operation during the preparation of my Project.
Finally, I would like to extend my gratitude to all the employees ofAmararaja
Batteries Ltd for their kind co-operation particularly Miss.SIREESHA.
(S.M.JILAN)
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EXECUTIVE SUMMARY
INTRODUCTION:
Human Resource Management (HRM) is the function within an organization that focuses
on recruitment of management of and providing direction for the people who work in the
organization. Human Resource Management can also be performed by line managers.
Human Resource Management is the organizational function that deals with issues
related to people such as compensation, hiring, performance management, organization
development, safety, wellness, benefits, employee motivation, communication,
administration and training.
INDUSTRY PROFILE:
The Indian Starting, Lighting & Ignition (SLI) Lead Acid Battery Industry has seen
tremendous changes in the last 2 to 3 years in the passenger cars, utility vehicles, light
and heavy commercial vehicle segment with some commendable and bold steps being
taken by some of the leading manufactures trying to alter the perception of he battery as a
commodity to the batter as a brand. Factors driving this change could include the
sluggishness of the Indian auto industry over the last 2 to 3 years, the entry of new battery
manufacturers into the market and the increased knowledge base among the users.
COMPANY PROFILE:
Sri Ramachandra N.Galla, a non-resident Indian now settled in India is the main
promoter. He is a post graduate engineer with over 16 years experience in power systems
as an electrical engineer in Nuclear and conventional source power generating stations
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across the USA. Mr. Galla went to USA after obtaining Bachelors and Masters Degree
from S.V. University, Tirupati & Roorkee University U.S.A. He holds an M.S. Degree in
system science from Michigan state university. After his return to India, he promoted
along with Andhra Pradesh Electronics Development Corporation (APEDC). Rs.2 crores
unit Amara Raja Power Systems Ltd. for the manufacture of uninterruptable power
supply systems (UPS), Battery Chargers, D.C. power supplies & static inverters. For the
year ending 31st
March, 1990 this unit achieved a sales turnover of Rs. 192 lacks and
earned cash profit of Rs. 14 lacks.
OBJECTIVES:
To attract the people with multi-dimensional skills and experiences
that suite the present and future organizational strategies.
To induct outsiders with a new perspective to lead the company.
To infuse fresh blood at all levels of organization
To devise methodologies for assessing psychological traits.
To seek out non-conventional developments grounds of talent.
To design entry pay that competes on quality but not on quantum.
To anticipate and fine people for positions that does not exist yet.
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LIMITATIONS:
This is restricted to ARBL only, so information drawn from this study is not applicable to
any other organization. The response given by the respondents purely depended on
their recent experience in their organization. The number of respondents is restricted to
100 due to time constraint. Because of the time constraint it is not possible to explain
the depict in detail and recruitment and selection process. The Project is directly
concerned/fully related to ARBL.
SCOPE:The study is conducted in the organization at Tirupati for getting diversified views from
different occupational groups of people with different age groups are surveyed. The
study is primarily aimed to know the recruitment and selection process in ARBL, Tirupati
is satisfactory or not. The results of this study will be useful to the organization for
improving the recruitment and selection process in ARBL, Tirupati. The results will be
very helpful for the organization to avoid the present problems and improve their
standards.
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RESEARCH METHODOLOGY:
Type of Research bring here :
To study the recruitment and selection process , the descriptive Research is adopted.
Data Sources:
Primary Data:
The primary data was collected from the different departments of employees of ARBL
through structured questionnaires followed by personal interview.
Secondary Data :
The secondary data was collected manuals, journals and Internet. Data about the
company profile and other details collected from company records, websites and through
personal discussion with various executives and other employees of the company.
Type of sampling:
Proportionate Stratified Random Sampling: The sampling method used for the study is
proportionate stratified random sampling. If the number of sampling units drawn from
each stratum is in proportion to the relative population size of the stratum.
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Sample Size:
The study was conducted by taking sample of 100 employees.
Sample Unit:
The sample unit is the different departments of employees of Amararaja batteries Ltd.
REVIEW OF LITERATURE:
Once the required and kind of human resources are determined the management has to
find the places where required human resources are available and also find the means of
attracting them towards the organization before selecting suitable candidates for jobs. All
this process is generally known as recruitment. It includes finding and developing the
sources of prospective employees and attracting them to apply for the jobs in an
organization.
FINDINGS:
ARBL is displaying its vacancies mostly by using the media of news papers and
through consultants.
78% of employees have agreed that they have selected in the organization based
on the qualification and 18% have openined that they have selected based
qualification and experience.
88% of employees opiened that while selecting a candidate both qualification and
skills.
ARBL is recruiting the candidates for a particular period of time based on the
arising of number of vacancies.
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52% employees have agreed that the ARBL is using internal candidates.
38% employees have agreed that the ARBL is using external sources.
42% have opiened that candidates recruited directly from education institutions
are efficient 36% of respondents have opined that candidates recruited based on
experience are efficient.
96% respondents have opiened that it is good to follow same recruitment
procedures to select executives and regular staff in the organization
SUGGESTIONS:
Necessary induction programmes are to be conducted after selection of the candidates.
Amararaja Batteries Ltd successfully running its business. They are very few
suggestions that can given/quoted basing on the acquired data from sPersonal.
There are should be more focus on proper training to the newly recruited officers.
The Management must given promotions based on both merit and seniority.
ARBL should provided traveling allowances to the candidates. who attends the
test or interviews.
CONCLUSION
From the above findings the following conclusions can be drawn:
Most of the respondents responded on recruitments and selection process at
Amararaja batteries Limited is good.
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HUMAN RESOURCE MANAGEMENT
Human Resource Management (HRM) is the function within an organizationthat focuses
on recruitment of management of and providing direction for the people who work in the
organization. Human Resource Management can also be performed by line
managers.Human Resource Management is the organizational function that deals with
issues related to people such as compensation, hiring, performance management,
organization development, safety, wellness, benefits, employee motivation,
communication, administration and training.
WHY IS HRM IMPORTATN TO AN ORGANIZATION ?
The Strategic NatureHRM Must be
A strategic business partner and represent employees.
Forward thinking, support the business strategy, and assist the organization in
maintaining competitive advantage.
Concerned with the total cost of its function and for determining value added to
the organization.
HRM is the part of the organization concerned with the people dimension.
HRM is both a staff, and support function that assists line employees, and a
function of every managers job.
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PROCUREMENT
JOB ANALYSIS
HUMAN RESOURCE PLANNING
RECRUITMENT
SELECTION
INDUCTION
PLACEMENT
TRANSFER
PROMOTION
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
MANAGERIAL
FUCNTIONS
OPERATIVE
FUNCTIONS
PROCUREMENT DEVELOPMENT COMPENSATION INTEGRATION
MAINTENANCEDirecting
Controlling
Organising
Planning
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DEVELOPMENT
PERFORMANE APPRAISAL
TRAINING
EXECUTIVE DEVELOPMENT
CAREER PLANNING AND DEVELOPMENT
COMPENSATION
JOB EVALUATION
WAGE & SALARY ADMINISTRATION
BONUS & INCENTIVES
PAY ROLL
INTEGRATION
MOTIVATION
JOB SATISFACTION
GREVANCE REDRESSAL
COLLECTIVE BARGAINING
CONFLICT MANAGEMENT
DISCIPLINE
MAINTINANCE
HELATH
SAFETY
WELFARE
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Completive challenges and HR:
1. Going global
2. Embracing new technology
3. Managing change and organization culture
4. developing human capital
5. Responding to the market
6. Containing costs
Downsizing
Outsourcing and employee leasing
Enhancing productivity
Other challenges faced
Demographic and Employee concerns
Demographic changes
Diversity of backgrounds
Age distributions
Gender distribution
Rising level of education
Cultural changes
Concern for employee rights
Changing attitude towards work
Balancing work and family
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Translating HRM Functions into practice:
Four Functions:
Employment
Training and development
Compensation/ benefits
Employee relations
Does HRM Really Matter ?
Research has shown that a fully functioning HR department does make a
difference.
Organizations that spend money to have quality HR programs perform better than
those who dont.
Practices that are part of superior HR services include:
Rewarding productive work
Creating a flexible work-friendly environment
Properly recruiting and retaining quality workers
Effective communication
HRM in an Entrepreneurial Enterprise
General Managers may perform HRM functions, HRM activities may be
outsourced, or a single generalist may handle all the HRM functions.
Benefits include
Freedom from many government regulations
An absence of bureaucracy
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An opportunity to share in the success of the business
HRM in a Global Village
HRM functions are more complex when employees are located around the world.
Consideration must be given to such things as foreign language training,
relocation and orientation processes, etc.,
HRM also involves considering the needs of employees families when they are
sent overseas.
HR and Corporate Ethics
HRM must:
Make sure employees know about corporate ethics policies
Train employees and supervisors on how to act ethically
HR and Corporate Ethics
The Sarbanes-Oxley Act passed in 2002, establish procedures for public
companies regarding how they handle and report their financial status.
Establish penalties for noncompliance.
Provides protection for employees who report executive wrong doing.
Requires that companies have mechanisms in place where complaints can be
received and investigated.
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INDUSTRY PROFILE
The Indian Starting, Lighting & Ignition (SLI) Lead Acid Battery Industry has
seen tremendous changes in the last 2 to 3 years in the passenger cars, utility vehicles,
light and heavy commercial vehicle segment with some commendable and bold steps
being taken by some of the leading manufactures trying to alter the perception of he
battery as a commodity to the batter as a brand. Factors driving this change could include
the sluggishness of the Indian auto industry over the last 2 to 3 years, the entry of new
battery manufacturers into the market and the increased knowledge base among the users.
This revolution is led by Amara Raja Batteries Ltd., a relatively new entrant to the
automotive battery segment which has a Joint Venture (JV) with the leader in the
automotive battery industry, i.e., Johnson Controls Inc. USA. Interestingly, the lead taken
by this relatively unknown company of the industry has been lapped by all so as to
capture a sizable share of the lucrative replacement Market due to the margins and the
visibility of the brand.
Historically, the Indian automotive battery Market was original equipment (OE)
driven by one dominant player, i.e., Exide Industries Ltd., in the organized segment
followed by many manufacturers from the unorganized segment especially in the light
and heavy commercial vehicle segment. Exide at a point of time controlled nearly 100
percent of the Indian auto OE market and was the biggest name in the Indian automotive
battery industry.
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All this was changed in the late 1990s with the entry of battery manufacturers like
Amara Raja Batteries Ltd. (ARBL)(JV with Johnson Controls Inc. USA) and Tudor India
Ltd. (the Indian arm of Exide Technologies). Both entered the market with
technologically advanced products and ARBL became the first company to launch the
Zero Maintenance Free Batteries for the automotive segment.
ARBL completely repositioned the product with innovative marketing and
distribution strategies that have taken the industry by storm and are credited with creating
a separate category for the product. This initiative of educating the consumer was quickly
grasped by the other manufactures and a very aggressive marketing program was
unleashed. This move saw the otherwise dull industry flush with a lot of acion and
enthusiasm that generated a lot of interest among the consumers and the dealer distributor
network which is an important link in the chain. Today, the battery is being spoken of in
the industry in the same breath as the passenger car which exhibits the visibility and
awareness that the strategy has created.
Industry Overview
The total Indian storage battery market is approximately estimated at US$ 500
Million with the automotive battery segment contributing 60 to 65 percent of the overall
market value. In terms of volumes, the overall comprising of automotive batteries could
be around 6.3 million units with the OE segment comprising around 1.2 to 1.3 million
units per annum, according to an interview with the Executive Vice President of ARBL
that was published on the website chennaibest.com
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This being the case, the aftermarket is definitely with its sheer size and is
lucrative due to better price and credit realization the late 1990s also saw a surge in the
sales of the passenger car segment for around 2 years due to certain factors like the
software boom, lowering of interest rates, etc.- which increased the overall sales of
batteries. The automotive sector did not see any significant growth during the early part
of the new millennium and is slowly showing signs of growth during this financial year.
This factor also adds to the demand in the aftermarket as more number of cars were sold
around 2 to 3 years back which is generally the life of a lead acid battery. The
replacement automotive battery market is expected to grow at a healthy rate in the
coming years.
The SLI market in the Indian subcontinent is a highly fragmented industry with a
few manufacturers in the organized segment and a lot many belonging to the tier 2/ tier 3
categories which have a regional presence and thrive especially among the semi rural
areas. These companies mainly cater to the replacement market of tractors/ farm
equipment and heavy commercial vehicle segments which is a piece sensitive categories
could be as high as 50 to 55 percent of the replacement market which is a significant
share in volume terms. Also, this is a high growth market as the batteries and the vehicles
generally will be abused and the rate of replacement in this category is generally high
compared to passenger car segments.
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Role of Technology
With the advent technologies, the consumer is getting the best of both worlds a
superior product at an affordable price. ARBL sells its automotive battery under the
brand name Araon which is the countrys first Zero Maintenance Free Automotive
battery while the competitors has only maintenance free batteries that needed topping up
of distilled water. Today, all the leading m manufacturers are also offering a similar
product with focus shifting towards offering a technologically superior product. Amaron
was also the first to talk about what goes into making a great product. It spoke of having
silver inside which is used as an alloy mix that actually increases the battery life this was
the attempt by any batter manufacturer to educate the consumers.
Fudy Duddy Category to Creative Advertisement of the year
The interest level shown by any car owner to a battery revolves around only when
the car fails to start. Amaron therefore realized the need to make the consumer think
about automotive batteries, because thinking before a purchase will definitely lead to a
comparison among the brands available in the market.
Amaron thus went ahead with its Chicken Led media campaign that created a
storm in the advertising industry and made people look to this relatively new player in the
battery industry. Over the years, the creative bent of al its campaigns starting from the
media blitz, to below-line campaigns have been towards educating the consumer about a
battery.
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The lead shown by ARBL was quickly followed by the others, with Exide
Industries sponsoring a cricket series in India for the first time with the campaign India
moves on Exide becoming a major success.
All this action in the automotive battery industry did not go unnoticed. In
automotive battery manufacturer (Amaron) for the first was in the same league as mega
ad spender like Coca Cola. Times of India, and others and won the Creative Advertiser of
the year, which was a shot in the arm for the entire automotive battery industry.
Distribution
For the success of any aftermarket product, availability of the same is as
important as the product quality and competitive pricing which go a long way in
increasing the visibility and creating a network across markets. Here again, the leading
automotive battery manufacturers became aggressive in extending their reach to the
nooks and corners of the country and also moved away from the traditional distribution
network and instead appointed dealers and distributors who were the first timers to the
battery business like service outlets of some of the automobile majors like Maruti,
Hyundai, Telco, Ashok Leyland, Hindustan Motors etc, roadside mechanics and lube
shops etc., which went a long way in increasing the reach and visibility.
There has been certain uniqueness that has been brought into the business by
establishing exclusive outlets with some flashy names like Pitstops and Terminals
which was never seen earlier in this industry. All this, resulted in taking the smaller /
regional manufacturers head on and helped in building better recall and awareness among
the end users.
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Warranty Support
The consumer has always been familiar with the usual 12 month warranty on the
automotive batteries, extended either by the automotive OE or the battery dealer down
the road. Today, the scenario is not same as battery majors have realized the potential of
the aftermarket and are offering pro rata warranties of up to 3 years which has been the
normal life of any lead acid automotive battery. There are a few takeaways from his
interesting move by the battery manufactures. One, the consumer is being made to realize
that he / she is getting a better bargain by luring him / her to go for a replacement from
the organized sector and two, the battery manufacturers want to retain the customer from
the moment he / she makes the first purchase, forcing some manufacturers to offer a life
time warranty with some caveats thrown in which can spoil the market in the long run.
As an extension to the warranty being extended, after sale service has become an
important differentiating factor with respect to providing excellent after sales support to
the customer. This has resulted in the manufacturers launching new service program with
some interesting terminology to capture the attention of the customer.
Conclusion
All these strategies have only resulted in the consumer becoming educated
enough to make intelligent comparisons among products to get a better bargain which in
turn, has led to the erosion in the market share of the unorganized sector and cheaper
imports. This move towards branding a low interest product, will go a long way in setting
some standards for the industry, increasing the entry barriers and making quality products
available at affordable prices.
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The results are there for all to see. Exide industries have more or less doubled its
dealer network and has also increased its share with the acquisition of standard batteries
some time and a slew of new products thus making it the number one in the replacement
market. Amaron is the second largest selling brand in the country today with Prestolite or
Tudor India following it really close. In the coming months, there is bound to be more
action in the battery industry with an increase in the number of cars filling-the Indian
highways and with the upturn in the economy.
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COMPANY PROFILE
Brief about the Promoters of Amara Raja Group of Companies:
Sri Ramachandra N.Galla, a non-resident Indian now settled in India is the main
promoter. He is a post graduate engineer with over 16 years experience in power systems
as an electrical engineer in Nuclear and conventional source power generating stations
across the USA. Mr. Galla went to USA after obtaining Bachelors and Masters Degree
from S.V. University, Tirupati & Roorkee University U.S.A. He holds an M.S. Degree in
system science from Michigan state university. After his return to India, he promoted
along with Andhra Pradesh Electronics Development Corporation (APEDC). Rs.2 crores
unit Amara Raja Power Systems Ltd. for the manufacture of uninterruptable power
supply systems (UPS), Battery Chargers, D.C. power supplies & static inverters. For the
year ending 31st March, 1990 this unit achieved a sales turnover of Rs. 192 lacks and
earned cash profit of Rs. 14 lacks.
History of the Company:
Amara Raja Batteries Limited was established in the year 1985 as private limited
and then converted into public limited in the year 1990. The company is currently poised
on a healthy growth curve and ended the financial year 2008 09 with a turnover of
Rs.>1500 crores
Amara Raja Batteries has a strategic tie up with Johnson Control Inc. of the USA
who owns 26% stake in this company. Johnson Controls is a Fortune 500 company and
also the largest manufacturer of lead acid batteries in North America and a leading global
supplier to major automobile manufacturers and industrial customers.
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Amara Raja has demonstrated its commitment to offer optimum system solutions
of the highest quality. And has become the largest supplier of standby power systems to
core Indian utilities such as the Indian Railways, Department of Telecommunications,
Electricity Boards and power generation stations. Extensive plans have been charted out
for the future, wherein the company undertakes to become the most preferred supplier for
power back-up systems.
Amara Raja has always offered time tested world-class technology and processes
developed on international standards be it high integrity VRLA systems like Power
Stack and Power Plus or the recently launched high performance UPS battery
QUANTA and Amaron hi-life automotive batteries that are products of the collaborative
efforts of engineers at Johnson Controls Inc. and Amara Raja.
Amara Raja Batteries Limited comprises of two major divisions viz., Industrial
Battery Division [IBD], Automotive Battery Division [ABD] and Small Battery Division
[SBD].
AMARA RAJA GROUP- CORE PURPOSE
To transform our spheres of influence and to improve the quality of life by
building institutions that provide better access to better opportunities, goods and
services to more peopleall the time
The Group Companies are:
Amara Raja Batteries Ltd., Karakambadi
- Industrial VRLA batteries & Automobile batteries
Amara Raja Power Systems Ltd., Karakambadi
- Industrial Power Electronic Products
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Mangal Precision Products Ltd., Petamitta and Karakambadi
- Fasteners and connectors and sheet metal fabrication
Amara Raja Electronics Ltd., Diguvamagham
- Printed Circuit boards, Battery chargers, Digital home Inverters, Trickle
chargers
Galla Foods Ltd., Rangampet
- Fresh Processed fruits and concentrate
Amara Raja Infra Pvt. Ltd, Karakambadi
- Infra & Civil Constructions
Amara Raja Industrial Services Pvt. Ltd., Karakambadi
- Facility Management and other Services
AMARA RAJA BATTERIES LIMITED (ARBL):
Overview
Amara Raja Batteries Limited, an Amara Raja-Johnson Controls Company with
26% equity from Johnson Controls is the technology leader in the Indian storage battery
industry, manufacturing batteries for both Industrial and Automotive applications.
Johnson Controls Inc is a Fortune 500 US$ 31 bn corporation and worlds largest
manufacturer of Automotive Batteries. This alliance Supplies batteries to every major
auto manufacturer in the world including General Motors, Ford, DaimlerChrysler,
Toyota,Volvo,Hyundai, Nissan, Honda, Volkswagen and Fiat among others.
Amara Raja Batteries Ltd, (ARBL) is also the largest manufacturer of Stand by
Valve Regulated Lead Acid (VRLA) batteries in the Indian Ocean Rim comprising the
area ranging from Africa and the Middle East to South East Asia .Based in Chennai, with
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a fully integrated manufacturing unit for its industrial batteries at Tirupati, Amara Raja
has reached a position of leadership in a very short span.
ARBL is the largest supplier of stand-by batteries to core Indian utilities such as
Indian Railways, BSNL, and Power Generating stations, MTNL, VSNL, ITI and HTL.
Major MNCs like ABB, Alcatel, Ericsson, Fujitsu, Lucent, Motorola, Nokia, APC and
Siemens are among ARBL's clientele.
Industrial Batteries Division [IBD]:
Amara Raja has become the benchmark in the manufacture of industrial batteries.
India is one of the largest and fastest growing markets for industrial batteries in the world
and Amara Raja is leading front, with maximum market share for standby VRLA
batteries. It is also having the facility for producing plastic components required for
Industrial & Automotive batteries.
Amara Raja pioneered the application of VRLA battery technology in India with
the launch ofPower stack and Improved Power stack a high integrity, long life battery
designed to take care of Critical standby applications for sectors such as tele
communications, railways, power generation and distribution, defense, and the oil and
gas offshore. The success of this technology led to its Application in new areas such as
motive power, UPS and solar energy. Amara Raja's brands in the industrial segment
include Quanta - the long life UPS battery.
Incorporation:
ARBL is the first company in India to manufacture VRLA Batteries (Sealed
Maintenance Free). The company has set up Rs. 1920 Lakhs Plant in 18 acres in
Karakambadi Village, Renigunta Mandal.
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Amara Raja Batteries Limited was established in the year 1985 as Private Limited
and then it has been shaped into Limited Company with the advent of GNB Industrial
Battery Co. U.S.A. for manufacturing sealed Valve Regulated Lead Acid Storage
Batteries (VRLA).
Products: Types of VRLA batteries manufactured in the Industrial Battery Division and
their applications are as follows:
Power Stack:
Applications:
The major application areas for power stack can be summed up as follows:
Power Plants
Process & Service industry
Railways
Telecommunications
Uninterruptible power supply systems
Electronic Private Automatic Branch Exchange [EPABX]
Defense [Onshore & Offshore Wireless Communications, Cellular Radios]
Motive Power
BRUTE
Applications:
Forklifts
Pallet trucks
Stackers
Platform trucks
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QUANTA (UPS battery)
Applications:
Various critical applications in UPS Sector and become role model in INDIA.
Banks, Insurance, Finance, Healthcare,
Education, Software, IT enabled services, Corporate, Industry, Government etc.
Customers:
Amara Raja Batteries being the first entrant in this industry had the privilege of
pioneering the VRLA technology in India. With the requisite approvals and
manufacturing facilities, Amara Raja has established itself as a reliable supplier of high-
quality products to the major segments like Telecom, Railways and Power control.
Automotive Battery Division (ABD):
Amara Raja Batteries Limited has prestigious OE clients like Ford, Daimler
Chrysler, General Motors, Ashok Leyland, Hindustan Motors, Tata Motors, Mahindra &
Mahindra, Fiat, Honda, Maruti and Hyundai. The company entered the replacement
battery segment with the launch of Amaron brand of automotive batteries in January
2000.These are the first zero-maintenance, high performance and long life batteries, with
long term warranty periods in these categories and have become the benchmark for
quality and reliability in their respective fields. The company has recently entered into the
upcountry markets with Power Zone brand of economy batteries. Power Zone is a chain
of formatted retail stores offering power solutions for automobile and household
applications. Batteries are made to the specific standards of ISO 9001, QS 9000 and ISO
14001and TS 16949 certificates using world- class Technology and quality- controlled
parameters
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Incorporation:
Amara Raja batteries Limited inaugurated its new automotive plant at
Karakambadi in Tirupati on September 24th, 2001. This plant is part of the most
completely integrated battery manufacturing facility in India with all critical components,
including plastics sourced in-house from existing facilities on-site. This gives Amara
Raja complete control over inventory and product quality. In this project, Amara Rajas
strategic alliance partners Johnson Controls, USA have closely worked with their Indian
counterparts to put together the latest advances in manufacturing technology and plant
engineering.
Products:
1. Amaron Fresh batteries
2. Amaron Hi-way truck batteries
3. Amaron Harvest tractor batteries
4. Amaron PRO
5. Amaron Hi-life batteries for Automobiles
6. Amaron Shield for Inverters
7. Amaron GO batteries
8. Power Zone
Amara Raja Power Systems Ltd [ARPSL]
Amara Raja Power Systems Ltd was incorporated in 1984 and was co-promoted
by AP ELECTRONIC DEVELOPMENT CORPORATION [APEDC]. By virtue of
APEDCs equity participation, ARPSL has become a deemed Public Limited company as
per section 43(A) of the Companies Act. ARPSL is engaged in the manufacture of
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Uninterruptible Power Systems (UPS), Battery Chargers (BC) and Inverters. The
company had a technical collaboration with HDR Power System Inc. USA. The
operations of the firm are highly satisfactory. The present credit rating of the company is
A.
Product(s): Conventional Chargers, Switch Mode Rectifiers (SMR) & Integrated Power
Supply System (IPS).
Customers: Telecom, Railways, Power Control segment and offshore platforms.
MANGAL PRECISION PRODUCTS LTD (MPPL1)
Mangal Precision Products Limited was incorporated in 1990 for manufacture of
MS Battery charger Cabinets, trays, and racks for batteries, UPS-cabinets, etc. It is
having all the sheet metal processing machinery starting from sheet cutting to final
painting with punching, bending, welding, phosphating, and powder coating processes.
The plant is located in same campus of ARBL plant in KARAKAMBADI and is
registered as an ancillary unit to ARBL and ARPSL. The operations of the company are
satisfactory.
MANGAL PRECISION PRODUCTS LTD (MPPL2)
Mangal Precision Products Private Limited -2 was started in the year 1996-97 to
produce battery components like copper connectors, copper inserts, hardware required by
ARBL & ARPSPL and other customers as required. The unit is located at Petamitta
Village, Puthalapattu mandal, Chittor District, AP at a distance of 65 kms from Amara
Raja Group of Companies, Karakambadi. To develop backward villages, ARBL, EC
located the unit in Petamitta and provided an employment to 100s ofpeople. The unit is
having required machinery and equipment like power press break, mechanical press, cold
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forging machine, thread forming machine, lathe, drilling, trapping machine etc to produce
the above components. These components are electroplated and dispatched to ARBL and
ARPSL.
AMARA RAJA ELECTRONICS LIMITED (AREPL)
PRODUCTS:
Manufacturing home inverters in the name of XENON. Also manufacturing the
Printed circuit Boards (PCB) assembly on job work basis for M/s Amara Raja Power
Systems Pvt Ltd., Tirupati. Printed Circuit Board assembly for sale to original Equipment
Manufacturers. [OEM]
GALLA FOODS LIMITED
GFL was inaugurated on May 4th
2005 and is located in the Agri Export Zone in
Chittoor, which is the second largest producer of fruits in India, with mango, being the
largest produced fruit.
Products:
1. Fruits pulp and Puree
2. Mango pulp and concentrate
3. Papaya pulp
4. Tomato puree/paste
5. Guava pulp
Amara Raja Infra Private Limited (ARIPL)
Amara raja group entered into a new business venture like Infra & Civil
construction and it was established on 29th May ,2008.ARIPL is a part Amara Raja Group
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of companies & taking responsibility of Internal Civil constructions, Electrical projects
and infra development across the Amara Raja Group.
Amara Raja Industrial Services Pvt.Ltd (ARISPL)
After a recent launch of Infrastructure Company ARIPL by Amara raja last year
(2008), this year (2009) Amara raja ventured into another business of industrial services.
This company will focus on facility management, property management and other
hospitality related services.
KEY MILESTONES OF AMARA RAJA GROUP
Designed and implemented the most advanced battery manufacturing facility in
India in1991-92
Received the ISO-9001 Certification in February1997
Crossed 100 crore turnover mark in March 1997
Commissioned in-house plastics and tool room section in August 1997
Installed latest air pollution control equipment April 1999.
Received the QS-9000 Certification in May 1999
Launched Amaron Hi-Life (automotive batteries for the replacement market) in
January 2000.
Implemented the ERP system in March 2000 for enhanced operational
efficiencies and closer integration of expanding operations and spread of business
I.
Launched Amaron Pit shops- exclusive state-of-the-art showrooms for Amaron
batteries in July 2000
Launched Amaron Shield inverter batteries in July 2001
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Launched Brute motive power batteries in September 2001
Launched new corporate logo in September 2001
Commissioned Phase-1 of fully integrated automotive battery plant in Tirupati,
September 2001
Received the ISO 14001 Certification for EMS in May 2002
Received the ISO/TS 16949:2002 in the year 2004 for ARBL
Received theISO/TS 16949:2002 in the year 2006 for MPPL
Commissioned SMT (Surface Mount Technology) Machine at AREL
Diguvamagham in the year 2006.
Commissioned extruder plant at MPPL, Petamitta in the year 2007.
Commissioned VHT project in GFL with a view to export the Fruits and
vegetables to Japan in April 2007.
Laid foundation stone for establishing Two wheeler battery plant on 10 th April
2007
Launched Power Zone Batteries brand on May 2007
Established Amara Raja Infra Pvt. Ltd. On 29th
May, 2008.
Established Amara Raja Industrial Services Pvt.Ltd. 2009.
AWARDS RECEIVED BY AMARA RAJA GROUP
Best Industry all round Performance award in 1998 by FAPCCI
Entrepreneur of the Year' awarded to Mr. R. N. Galla, Chairman & Managing
Director in 1998 by HMA
'Business Excellence Award' in 1999 by Industrial Economist
'Udyog Rattan Award' in 1999 by the Institute of Economic Studies
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'Most Significant Automotive Product of the Year 'in December 2000 by
Overdrive (India's leading auto magazine). This honor is in recognition of
Amaron's technological superiority and innovative product features, which have
created a new standard for automotive batteries in India.
'Excellence in Environmental Management' in June 2002 by Andhra Pradesh
Pollution Control Board
Amara Raja received 5 Awards at the Mumbai Advertising Club Awards 2003 for
the Amaron Hi-Life advertising campaign including Campaign of the Year
Award, Advertiser of the Year Award and 2 Silver and 1 Gold Abby in other
categories.
Amara Raja received Best 5S Practices Implementation award from CII, Southern
Region
MPPL Received award in recognition of excellence in Cleaner Production
Technologies and adoption of climate change mitigation measures from AP
Pollution control Board.
Employee Branding Awards: Award for best HR Strategy in line with Business"
and"Award for continuous innovation in HR Strategy at Work".
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OBJECTIVES
To attract the people with multi-dimensional skills and experiences that suite the
present and future organizational strategies.
To induct outsiders with a new perspective to lead the company.
To infuse fresh blood at all levels of organization
To devise methodologies for assessing psychological traits.
To seek out non-conventional developments grounds of talent.
To design entry pay that competes on quality but not on quantum.
To anticipate and fine people for positions that does not exist yet.
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LIMITATIONS
This is restricted to ARBL only, so information drawn from this study is not
applicable to any other organization.
The response given by the respondents purely depended on their recent
experience in their organization.
The number of respondents is restricted to 100 due to time constraint. Because of
the time constraint it is not possible to explain the depict in detail and recruitment
and selection process.
The Project is directly concerned/fully related to ARBL.
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SCOPE
The study is conducted in the organization at Tirupati for getting diversified views
from different occupational groups of people with different age groups are
surveyed.
The study is primarily aimed to know the recruitment and selection process in
ARBL, Tirupati is satisfactory or not.
The results of this study will be useful to the organization for improving the
recruitment and selection process in ARBL, Tirupati.
The results will be very helpful for the organization to avoid the present problems
and improve their standards.
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REVIEW OF LITERATURE
RECRUITMENT
Once the required and kind of human resources are determined the management has to
find the places where required human resources are available and also find the means of
attracting them towards the organization before selecting suitable candidates for jobs. All
this process is generally known as recruitment. It includes finding and developing the
sources of prospective employees and attracting them to apply for the jobs in an
organization.
DEFINITION:
Recruitment can be defined as a process to discover the sources of man power to meet
the requirements of the staffing schedule and to employ effective measures for attracting
that manpower in adequate numbers to facilitate effective selection of an efficient work
force. The process of searching for prospective employees and stimulating them to
apply for jobs in the organization.
OBJECTIVES OF RECRUITMENT:
1. To attract the people with multi-dimensional skills and experiences that suite the
present and future organizational strategies.
2. To induct outsiders with a new perspective to lead the company.
3. To infuse fresh blood at all levels of organization
4. To devise methodologies for assessing psychological traits.
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5. To seek out non-conventional developments grounds of talent.
6. To design entry pay that competes on quality but not on quantum.
7. To anticipate and fine people for positions that does not exist yet.
FACTORS AFFECTING RECRUITMENT:
Performing the function of recruitment i.e., increasing the selection ration is not as
easy it seems to be. This is because of hurdles created by internal and external factors,
which influence an organization. The activity of recruitment that is searching for
prospective employees is affected by man factors.Organization policy pc all candidates
Influence of vacancies of candidates based on community, sex, caste, recommendations
etc.
The following are the Internal factors and External factors which effects the
Recruitment.
The Internal Factors:
1. Company policy
2. Company size
3. Quality of work life, cultur
4. Companys name and fame
5. Company growth rate
6. Cost of recruitment
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The external factors:
1. Socio economic factors
2.
Supply and demand rate
3. Labour market conditions
4. Unemployment rate
5. Employment exchanges
SOURCES OF RECRUITMENT:
Sources are those where prospective employees available like employment exchanges.
Management has to fine and develop the sources for Recruitment as early as possible
because of high rate of time-lapse. The sources of recruitment are broadly divided into.
I. Internal sources
II. External sources
Internal Sources:
The organization prefers this internal source to external source to some extent for the
following reasons.
1. Internal recruitment can be used as technique for motivation.
2. Morale of the employee can be increased
3. Suitability of internal candidates can judged easily when compared to external
candidates.
4. Cost of selection can be minimized.
5. Trade unions can be satisfied
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The following are the Internal source of the recruitment:
6. Present employees: Organization considers this internal source for higher-level
jobs because organization can select a prospective candidate suitable that job. The
candidate already knows the policies of the organization and he/she easily follows
policies and it minimizes the period of adoptability to the organization.
7. Former employees: Former employees mean retired persons. Organization shows
interest in accepting the references or recommendations from retired people because they
have got lot of experience and they know what kind of candidate it is looking for.
8.
Employee referrals: these employees act as representatives and simulate the
candidate to apply for the jobs in the organization.
9. Former applicants: Former applicants are those who already applied for a job in
an organization and that organization considers these former applicants with the present
applicants for recruitment.
EXTERNAL SOURCE:
External sources are those which are out the organization. Organization search for the
required candidates from these sources for the following reasons.
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SOURCES OF RECRUITMENT
Present Permanent Employee
Casual Employees
Internal
Sources
Retaired Employee
Depends on Deceased
Disabled
Retrenche
Internal source of Recruitment:
Campus Recruitment
Private Employee Agencies
Public Employee Exchange
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Blank Application form
Selection Interview
Checking References
Final Selection
Physical Examination
Job offer
Contract of Employment
Evaluation
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RESEARCH METHODOLOGY
Type of Research bring here :
To study the recruitment and selection process , the descriptive Research is adopted.
Data Sources:
Primary Data: The primary data was collected from the different departments of
employees of Lanco Industries Ltd through structured questionnaires followed by
personal interview.
Secondary Data : The secondary data was collected manuals, journals and Internet.
Data about the company profile and other details collected from company records,
websites and through personal discussion with various executives and other employees of
the company.
Type of sampling:
Proportionate Stratified Random Sampling: The sampling method used for the study is
proportionate stratified random sampling. If the number of sampling units drawn from
each stratum is in proportion to the relative population size of the stratum.
Sample Size:
The study was conducted by taking sample of 100 employees.
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Sample Unit:
The sample unit is the different departments of employees of Amararaja batteries Ltd.
Types of Research:
There are four types of research:
Exploratory Research:
Exploratory research studies are also termed as formulated research studies. The main
purpose of such studies is that of formulating a problem for more precise investigation
of developing the working hypothesis from an operational point of view.
Descriptive Research:
Descriptive research studies, which are concerned with describing the characteristics of
particulars individual, or of a group. The main characteristics of this method are
researcher has no control over the variable, he can only report what has happened or what
is happening. The methods of research utilized in described research are survey methods
of all kinds, including comparative and correction method.
Experimental Research:
The most scientifically valid research is experimental research. The purpose of
experimental research is to capture cause-and-effective relationships by eliminating
competing explanations of the observed findings.
Panel Research:
Longitudinal studies are based on panel data methods. A panel is a sample of
respondents who are interviewed and then reinterviewed from time to time. Generally,
panel data relate to the repeated measurements of the same variables. Each family
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included in the panel, records its purchases of a number of products at regular intervals,
say, weekly, or quarterly. Over a period of time, such data will reflect change in the
buying behavior of families.
7 Research Instrument:
The data collected from questionnaire is utilized for having interaction with the
respondents. The free interaction which took 15-20 min with every respondent, facilitated
a better understanding of the issues and also helps verify the responses by the
respondents.
8 Type of Questionnaire: The data was collected with the help of a questionnaire. The
time required for filling the questionnaire is approximately 10-15 minutes
9. Tools of Analysis:
Simple percentage method: Percentage method is used to calculate the opinions of the
respondents on recruitment and selection process.
NUMBER OF RESPONDENTS
FORMULA = ____________________________ * 100
TOTAL NO. OF RESPONDENTS
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1. Trough which media you know that the Amara Raja group of industries
having vacancies.
Sl. No. Opinion Respondent Percentage
1 News Papers 42 42
2 Employment Exchange 8 8
3 Educational Institutions 10 10
4 Trough consultants 32 32
5 Any others specify 8 8
Total 100 100
Inference : From the above table, it is revealed that Amara Raja group of Industries is
displaying its vacancies mostly by using the media of News papers and through
consultants for recruitment of their employees. It is also seen that it also seen that they
are displaying the list of vacancies in employment exchanges and educational institutions.
Table - 1
42
810
32
8
0
5
10
1520
25
30
35
40
45
1 2 3 4 5
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2. On what basis you are selected by this company .
Sl. No. Opinion Respondent Percentage
1 Qualification 78 78
2 Experience 4 4
3 Qualification & Experience 18 18
4 As a local 0 0
Total 100 100%
Inference : From the above table, it is revealed that 78% of employees have agreed that
they have selected in the organization based on the Qualifications only. Little bit of
employees i.e. 18% have opiened that they have selected based on qualification and
experience.
Table - 2
78
4
18
0
0
10
20
30
40
50
60
70
80
90
1 2 3 4
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3. In your point of view which of the following should be considered while
selecting a candidate.
Sl. No. Opinion Respondent Percentage
1 Qualification & Skills 88 88
2 Experience & Qualification 10 10
3 Efficiency of management 2 2
4 Any other specify 0 0
Total 100 100%
Inference : From the above table, it is revealed that from the employees point of view
they have (88%) opiened that while selecting a candidate both Qualification and Skills
are to be considered. So, it is revealed that different Skills are also to be developed along
with their qualifications to perform the job in a better way.
Table - 3
88
10
2
0
20
40
60
80
100
1 2 3 4
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4. Do you feel that your organization follows definite recruitment procedure.
Sl.
No.
Opinion Respondent Percentage
1 Strongly Agree 24 24
2 Agree 60 60
3 Neutral 16 16
4 Disagree 0 0
5 Strongly disagree 0 0
Total 100 100%
Inference : From the above table, it is revealed that most of the employees have agreed
that the Amara Raja Group of Industries is following a definite procedure for recruitment
of their employees.
Table - 5
24
60
16
00
0
10
20
30
40
50
60
70
1 2 3 4 5
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7. If periodical , how often
Sl. No. Opinion Respondent Percentage
1 Need based 52 52
2 Random based 12 12
3 Other methods 36 36
Total 100 100%
Inference : From the above table, it is revealed that Amara Raja group of Industries is
recruiting the candidates for a particular period of time based on the arising of number of
vacancies.
Table - 8
52
12
36
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8. What are the sources of recruitment in your organization.
Sl. No. Opinion Respondent Percentage
1 Internal 52 52
2 External 12 12
3 Both 36 36
Total 100 100%
Inference : From the above table, it is revealed that 52% of employees have agreed that
the Amara Raja Group of Industries is using Internal candidates as a source for
recruitment of the candidates.
Table - 9
52
12
36
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9. If internal
Sl. No. Opinion Respondent Percentage
1 Employee referrals 50 50
2 Internal promotions 32 32
3 Transfer 4 4
4 All the above 14 14
Total 100 100
Inference : From the above table, it is revealed that 50% of respondents have opiened
that Amara Raja group of Industries is recruiting the candidates from internal source as
per employees referrals.
Table - 10
50
32
4
14
0
10
20
30
40
50
60
1 2 3 4
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10. If external
Sl. No. Opinion Respondent Percentage
1 Advertising 18 18
2 Employment exchange 38 38
3 Campus placement 34 34
4 Walk-ins 0 0
5 All the above 10 10
Total 100 100%
Inference : From the above table, it is revealed that 38% of employees have opiened that
while recruiting the candidates through external sources the Amara Raja group of
Industries is recruiting through employment, 34% have opiened that through Campus
placement and 18% have opiened that through Advertisement.
Table - 11
18
38
34
10
0
0
5
10
15
20
25
30
35
40
1 2 3 4 5
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11. Which interview method you have been selected / recruited in the
organization
Sl. No. Opinion Respondent Percentage
1 Walk-in-interview 16 16
2 Face to face interview 80 80
3 Telephone Interview 4 4
4 Other methods of interview 0 0
Total 100 100%
Inference : From the above table, it is revealed that 80% respondents have agreed that
face to face interview method is used in selection/recruitment of the candidates in the
organization.
Table - 12
16
80
40
0
10
20
30
40
50
60
70
80
90
1 2 3 4
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12. Which sources of recruitment do you find is more efficient
Sl. No. Opinion Respondent Percentage
1 Internal 12 12
2 External 66 66
3 Both 22 22
Total 100 100%
Inference : From the above table, it is revealed that 66% of respondents have opiened
that external sources of recruitment is more efficient.
Table - 13
12
66
22
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13.Is it right procedure to select / recruit the persons at all the levels of the
management
Sl. No. Opinion Respondent Percentage
1 Yes 100 100
2 No 0 0
Total 100 100%
Inference : From the above table, it is revealed that 100% of respondents have agreed
that the right procedure is to select/recruit the persons at all the levels of the management .
Table - 15
100
0
0
20
40
60
80
100
120
1 2
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14. Sons of Soil are given importance in your organization
Sl. No. Opinion Respondent Percentage
1 Strongly Agree 38 38
2 Agree 52 52
3 Neutral 6 6
4 Disagree 0 0
5 Strongly disagree 4 4
Total 100 100%
Inference : From the above table, it is revealed that 38% of respondents and 52% of
respondents have agreed that Sons of Soil are given importance in your organization.
Table - 16
38
52
64
0
0
10
20
30
40
50
60
1 2 3 4 5
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15. Are you satisfied by the recruitment procedure in your organization
Sl. No. Opinion Respondent Percentage
1 Yes 98 98
2 No 2 2
Total 100 100%
Inference : From the above table, it is revealed that 98% have agreed that they have
satisfied with the existing recruitment procedure in your organization.
Table - 17
98
2
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16. If yes, what is the satisfactory rate
Sl. No. Opinion Respondent Percentage
1 Very good 38 38
2 Good 62 62
3 Fail 0 0
4 Not good 0 0
Total 100 100
Inference : From the above table, it is revealed that 100% of agreed that their satisfaction
is very good/good with the existing recruitment procedure in your organization.
Table - 18
38
62
0 0
0
10
20
30
40
50
60
70
1 2 3 4
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17. Recruiting candidates through internal sources is benefit to organization
Sl. No. Opinion Respondent Percentage
1 Agree 76 76
2 Disagree 2 2
3 Strongly Agree 12 12
4 Strongly disagree 0 0
5 Cant Say 10 10
Total 100 100%
Inference : From the above table, it is revealed that 88% of respondents have agreed that
recruiting candidates through internal sources is benefit to organization. From the above
it is found that internal source of recruitment is better than the external source.
Table - 20
76
2
12 10
0
0
10
20
30
40
50
60
70
80
1 2 3 4 5
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18. Getting more applications for a job shows efficiency of the Management.
Sl. No. Opinion Respondent Percentage
1 Agree 72 72
2 Disagree 2 2
3 Strongly Agree 22 22
4 Strongly disagree 2 2
5 Cant Say 2 2
Total 100 100%
Inference : From the above table, it is revealed that 94% of respondents have strongly
agreed/agreed that getting more applications for a job shows efficiency of the
Management. So it is found that based on the efficiency of the management more number
of applicants will apply for the jobs.
Table - 21
72
2
22
22
0
10
20
30
40
50
60
70
80
1 2 3 4 5
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20. It is good to follow same recruitment procedures to select executives and
regular staff in your organization.
Sl. No. Opinion Respondent Percentage
1 Agree 64 64
2 Disagree 2 2
3 Strongly Agree 32 32
4 Strongly disagree 0 0
5 Cant Say 2 2
Total 100 100%
.
Inference : From the above table, it is revealed that 96% respondents have opiened that
it is good to follow same recruitment procedures to select executives and regular staff in
your organization.
Table - 22
64
2
32
20
0
10
20
30
40
50
60
70
1 2 3 4 5
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FINDINGS
ARBL is displaying its vacancies mostly by using the media of news papers and
through consultants.
78% of employees have agreed that they have selected in the organization based
on the qualification and 18% have openined that they have selected based
qualification and experience.
88% of employees opiened that while selecting a candidate both qualification and
skills.
ARBL is recruiting the candidates for a particular period of time based on the
arising of number of vacancies.
52% employees have agreed that the ARBL is using internal candidates.
38% employees have agreed that the ARBL is using external sources.
42% have opiened that candidates recruited directly from education institutions
are efficient 36% of respondents have opined that candidates recruited based on
experience are efficient.
96% respondents have opiened that it is good to follow same recruitment
procedures to select executives and regular staff in
the organization
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SUGGESTIONS
Necessary induction programmes are to be conducted after selection of the
candidates.
Amararaja Batteries Ltd successfully running its business. They are very few
suggestions that can given/quoted basing on the acquired data from Personal.
There are should be more focus on proper training to the newly recruited officers.
The Management must given promotions based on both merit and seniority.
ARBL should provided traveling allowances to the candidates. who attends the
test or interviews.
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CONCLUSION
From the above findings the following conclusions can be drawn:
Most of the respondents responded on recruitments and selection process at
Amararaja batteries Limited is good.
The company has to focus on sourcesand methods of recruitment,
communication to short listed candidates, type oftests, interview processes.
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QUESTIONARIES ON RECRUITMENT & SELECTIONPROCEDURE IN AMARAJA BATTERIES LTD,
KARAKAMBADI.
1. Trough which media you know that the Amara Raja group of
industries having vacancies.
1.News Papers
2.Employment Exchange
3.Educational Institutions
4. Trough consultants
5. Any others specify
2. On what basis you are selected by this company .
1.Qualification
2. Experience
3. Qualification & Experience
4.As a local
3. In your point of view which of the following should be
considered while selecting a candidate
1.Qualification & Skills
2. Experience & Qualification
3. Efficiency of management
4. Any other specify
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4. Do you feel that your organization follows definite recruitment
procedure.
1. Strongly Agree
2. Agree
3. Neutral
4. Disagree
5. Strongly disagree
5.If so, the recruitment is
1. Regular
2. Periodical
6.If Regular, How often
1. Half year
2. Yearly
3. Once in two years
4. Above two years
7. If periodical , how often
1. Need based
2.Random based
3.Other methods
8. What are the sources of recruitment in your organization.
1.Internal
2.External
3.Both
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9. If internal
1.Employee referrals
2.Internal promotions
3.Transfer
4.All the above
10. If external
1. Advertising
2. Employment exchange
3. Campus placement
4. Walk-ins
5. All the above
11.Which interview method you have been selected / recruited in
the organization
1.Walk-in-interview
2.Face to face interview
3.Telephone Interview
4.Other methods of interviews
12. Which sources of recruitment do you find is more efficient
1. Internal
2. External
3. Both
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13. Is it right procedure to select / recruit the persons at all the
levels of the management
1. Yes
2. No
14. Sons of Soil are given importance in your organization
1. Strongly Agree
2. Agree
3. Neutral
4. Disagree
5. Strongly disagree
15. Are you satisfied by the recruitment procedure in your
organization
1. Yes
2. No
16. If yes, what is the satisfactory rate
1. Very good
2. Good
3. Fail
4. Not good
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17. Recruiting candidates through internal sources is benefit to
organization
1. Agree
2. Disagree
3. Strongly Agree
4. Strongly disagree
5. Cant Say
18. Getting more applications for a job shows efficiency of the
Management.
1. Agree
2. Disagree
3. Strongly Agree
4. Strongly disagree
5. Cant Say
19.Personnel preparation of a candidate is essential after selection.
1. Agree
2. Disagree
3. Strongly Agree
4. Strongly disagree
5. Cant Say
7/31/2019 Jilan Project
75/76
75
20. It is good to follow same recruitment procedures to select
executives and regular staff in your organization.
1. Agree
2. Disagree
3. Strongly Agree
4. Strongly disagree
5. Cant Say
7/31/2019 Jilan Project
76/76
BIBLIOGRAPHY
Human resource management -by Subbarao
Human resource and Persomal management -by Aswathappa
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www.amaraja.co.in
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