INTRODUCTION

1.1 INTRODUCTION
HRM is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals withspecificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk reduction within organisations The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. Difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). HRD includes the broader range of activities to develop personnel inside of organizations, including, eg, career development, training, organization development, etc. There is a long-standing argument about where HR-related functions should be organized into large organizations, eg, "should HR be in the Organization Development department or the other way around?" The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. 2

Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. Features

Feature: Its features include: Personnel administration Personnel management Manpower management Industrial management But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even industrial relation and employee relations are confusingly listed as synonyms although these normally refer to the relationship between management and workers and the behavior of workers in companies.

Definiton Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs, Torrington and Hall define personnel management as a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled" ".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage".

Academic theory The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company . The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology,industrial engineering, industrial and organizational psychology,industria lrelations,sociology,and critical theoriespostmodersition,poststructuring, play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources Management.

Function: One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function Strategic business partner Change agent Employee champion Administration However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather as reactive than strategically proactive partners for the top management. In addition, HR organizations also have the difficulty in proving how their activities and processes add value to the company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.

Critical Academic Theory Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities' possess the debate of whether HRM is a modernist project or a postmodern discourse). In many ways, critically or not, many writers contend that HRM itself is an attempt to move away from the modernist traditions of personnel (man as machine) towards a postmodernist view of HRM (man as individuals). Critiques include the notion that because 'Human' is the subject we should recognize that people are 4

complex and that it is only through various discourses that we understand the world. Man is not Machine, no matter what attempts are made to change it Critical Theory also questions whether HRM is the pursuit of "attitudinal shaping, particularly when considering empowerment, or perhaps more precisely pseudo-empowerment - as the critical perspective notes. Many critics note the move away from Man as Machine is often in many ways, more a Linguistic (discursive) move away than a real attempt to recognise the Human in Human Resource Management. Critical Theory, in particular postmodernism (poststructualism), recognises that because the subject is people in the workplace, the subject is a complex one, and therefore simplistic notions of 'the best way' or a unitary perspectives on the subject are too simplistic. It also considers the complex subject of power, power games, and office politics. Power in the workplace is a vast and complex subject that cannot be easily defined. This leaves many critics to suggest that Management 'Gurus', consultants, 'best practice' and HR models are often overly simplistic, but in order to sell an idea, they are simplified, and often lead Management as a whole to fall into the trap of oversimplifying the relationship.

Business Practice Human resources management comprises several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by linemanagers or other departments. Recruitment (sometimes separated into attraction and selection) Induction AND Oriention Skils management Training and development Workforce planning Personnel administration Compensation in wage or salary Time management Travel management (sometimes assigned to accounting rather than HRM) Payroll (sometimes assigned to accounting rather than HRM) Employ benefits administration Personnel cost planning 5

Performance appraisal

Strategic Workforce Planning involves analyzing and forecasting the talent that companies need to execute their business strategy, proactively rather than reactively, it is a critical strategic activity, enabling the organization to identify, develop and sustain the workforce skills it needs to successfully accomplish its strategic intent whilst balancing career and lifestyle goals of its employees. Strategic Workforce Planning is a relatively new management process that is being used increasingly to help control labour costs, assess talent needs, make informed business decisions, and assess talent market risks as part of overall enterprise risk management. Strategic workforce planning is aimed at helping companies make sure they have the right people in the right place at the right time and at the right price Through Strategic Workforce Planning organizations gain insight into what people the organization will need, and what people will be available to meet those needs. In creating this understanding of the gaps between an organizations demand and the available workforce supply, organizations will be able to create and target programmes, approaches and develop strategies to close the gaps

Workforce analytics approach The focus is to analyse current and historical employee data to identify key relationships among variables and use this to provide insight into the workforce they need for the future..

Modeling approach This approach incorporates forecasting and scenario planning. Forecasting uses quantitative data to create forecasts incorporating multiple what-if and modeling the future. Scenario Planning being the more useful tool where there are uncertainties, therefore incorporating quantitative and qualitative.

Segmentation approach Breaking the workforce into segments along the lines of their jobs and determining relevance to strategic intent. Provides a technique for prioritizing.

Steps in Workforce Planning Though there is no definitive Start here activity for any of the approaches to Strategic Workforce Planning, there are five fundamentals activities that most Workforce Plan models have: Environment Scan Current Workforce Profile Future Workforce View Analysis and Targeted Future Closing the gaps

Envoriment scanning Environment Scanning is a form of business intelligence. In the context of Workforce Planning it is used to identify the set of facts or circumstances that surround a workforce situation or event.

Current Workforce Profile Current State is a profile of the demand and supply factors both internally and externally of the workforce the organization has today.

Future Workforce View Future View is determining the organizations needs considering the emerging trends and issues identified during the Environment Scanning. Future View is often where the different approaches identified above are applied: Quantitative futuring: understanding the future you are currently tracking to by forecasting; Qualitative futuring: scenario planning potential alternative futures in terms of capabilities and demographics to deliver the business strategy.

Analysis and Targeted Future Qualitative and quantitative futuring creates the content for an organizational unit to analyse and identify critical elements. As the critical elements are identified the Targeted Future begins to take form. The targeted future is the future that the organization is going to target as being the best fit in terms of business strategy and is achievable given the surrounding factors (internal/external, supply/demand).

Closing the Gaps Closing the gaps is about the people management (human resources) programs and practices that deliver the workforce needed for today and tomorrow. The process is about determining appropriate actions to close the gaps and therefore deliver the targeted future. There are 8 key areas that Closing the Gaps needs to focus on Resourcing, Learning and Development, Remuneration, Industrial Relations, Recruitment, Retention, Knowledge Management, Job design. Recruitment refers to the process of sourcing, screening, and selecting people for a job or vacancy within an organization. Though individuals can undertake individual components of the recruitment process, mid- and large-size organizations generally retain profesional recruities. The recruitment industry has four main types of agencies. Their recruiters aim to channel candidates into the hiring organisations application process. As a general rule, the agencies are paid by the companies, not the candidates. The industries practice of information asymmetry and recruiters' varying capabilities in assessing candidate quality produces the negative economic impacts described by The Market for Lemons.

PURPOSES AND IMPORTANCE: In gerenal purposes of recuritment is to provide a pool of potencially qualifide job candidates. Specifically the purposes are to; 1. Determining the present and future recuritement of the organization in

conganction with its personel planning and job-analysis acativities. 2. 3. Increase the pool of job candidates at minimum cost. Help increase the suscess rate of the selection process by reducing the number

of visibley under qualified or ovetqualified job application. 4. Help reduce the probability that job applicants, once recruited and selected Meet organazations legal and social obilagations regarding the composition

,will have the organazation only after a short period of time. 5.

of its workforce.

TRADITIONAL RECRUITMENT Also known as a employment agencies, recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and an assessment before being taken onto the agencys books. Recruitment Consultants then endeavour to match their pool of candidates to their clients' open positions. Suitable candidates are with potential employers. Remuneration for the agency's services usually takes one of two forms: A contingency fee paid by the company when a recommended candidate accepts a job with the client company (typically 20%-30% of the candidates starting salary), which usually has some form of guarantee, should the candidate fail to perform and is terminated within a set period of time. An advance payment that serves as a retainer, also paid by the company. It may still be legal for an employment agency to charge the candidate instead of the company, but in most places that practice is now illegal, due to past unfair and deceptive practices.

Online recruitment websites Such sites have two main features: job boards and a rsum/Curriculum Vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a rsum to be included in searches by member companies. Fees are charged for job postings and access to search resumes. In recent times the recruitment website has evolved to encompass end to end recruitment. Websites capture candidate details and then pool then in client accessed candidate management interfaces (also online). Key players in this sector provide erecruitment software and services to organisations of all sizes and within numerous industry sectors, who want to e-enable entirely or partly their recruitment process in order to improve business performance. The online software provided by those who specialise in online recruitment helps organisations attract, test, recruit, employ and retain quality staff with a minimal amount of administration. Online recruitment websites can be very helpful to find candidates that are very actively looking for work and post their resumes online, but they will not attract the "passive" candidates who might respond favorably to an opportunity that is presented to them through other means. Also, some candidates who are actively looking to 9

change jobs are hesitant to put their resumes on the job boards, for fear that their current companies, co-workers, customers or others might see their resumes.

Headhunters Headhunters are third-party recruiters often retained when normal recruitment efforts have failed. Headhunters are generally more aggressive than in-house recruiters. They may use advanced sales techniques, such as initially posing as clients to gather employee contacts, as well as visiting candidate offices. They may also purchase expensive lists of names and job titles, but more often will generate their own lists. They may prepare a candidate for the interview, help negotiate the salary, and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. Headhunters are typically small operations that make high margins on candidate placements (sometimes more than 30% of the candidates annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles, or to find very specialized individuals. While in-house recruiters tend to attract candidates for specifisc jobs, headhunters will both attract candidates and actively seek them out as well. To do so, they may network, cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists, and cold call.

In-house recruitment Larger employers tend to undertake their own in-house recruitment, using their Human Resources department. In addition to coordinating with the agencies mentioned above, in-house recruiters may advertise job vacancies on their own websites, coordinate employee referral schemes, and/or focus on campus graduate recruitment. Alternatively a large employer may choose to outsource all or some of their recruitment process (Recruitment process outsourcing).

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There are the main recruiting stages: Sourcing Sourcing involves 1. advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs; and 2. recruiting research, which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods done in. This initial research for so-called passive prospects, also called name-generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened . Screening & selection Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through rsums, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software knowledge, typing skills, numeracy, and literacy, through psychological tests or employment testing. In some countries, employers are legally mandated to provide equal opportunity in hiring. Agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing)

SOURCES OF RECRUIMENT Employment exchanges Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates. Labour contractors Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labor for construction jobs. Unsolicited applicants Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organization. 11

EMPLOYEE REFERRALS / RECOMMENDATIONS Many organizations have structured system where the current employees of the organization can refer their friends and relatives for some position in their organization. Also, the office bearers of trade unions are often aware of the suitability of candidates. Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union.

RECRUITMENT AT FACTORY GATE Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies. Factors Affecting Recruitment Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess.

RECURITMENT PROCESS IN CASTLE TOYOTA JALANDHAR Here the company adopted to system for recruited their staff and worker .for staff member the company adopted generally the traditional process like by the test , G.D , interview and for the worker level the company adopted the flowing process. On gate By the contractor By the camp On the reference Thus the recruitment process of the Castle Toyota in as like as the other company but one thing different the camp based selection process .I think this a different kind of process and unique it self . The company run the camp in the rural and remote area in state for the Recruitment they conducts one week program and this time interval the select number of candidate. This helps not only the company but also the life of rural people who cut of the rest world due to several reasons. This also helps increasing the economic and social condition of the remote area which ultimately helps the nation development. By this process the company also full fills the social objective of the company.

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FACTOR AFFECTING THE RECRUITMENT PROCESS: SIZE OF THE FIRM The size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations. COST Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate. Influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will attract more than enough applicants. IMAGE / GOODWILL Image of the employer can work as a potential constraint for recruitment. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an organization with negative image. Image of a company is based on what organization does and affected by industry. For example finance was taken up by fresher MBA's when many finance companies were coming up.

POLITICAL-SOCIAL- LEGAL ENVIRONMENT Various government regulations prohibiting discrimination in hiring and employment have direct impact on recruitment practices. For example, Government of India has introduced legislation for reservation in employment for scheduled castes, scheduled tribes, physically handicapped etc. Also, trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be the best performers. If the candidate can't meet criteria stipulated by the union but union regulations can restrict recruitment sources.

UNEMPLOYMENT RATE One of the factors that influence the availability of applicants is the growth of the economy (whether economy is growing or not and its rate). When the company is not creating new jobs, there is often oversupply of qualified labor which in turn leads to unemployment. 13

COMPETITORS The recruitment policies of the competitors also affect the recruitment function of the organizations. To face the competition, many a times the organisationsS have to change their recruitment policies according to the policies being followed by the competitors.

RECENT TREND: Company need not plan for human resources much in advance. Value creation, operational flexibility and competitive advantage turning the management's focus to strategic level processes of HRM Company is free from salary negotiations, weeding the unsuitable resumes/candidates. Company can save a lot of its resources and time

POACHING/RAIDING "Buying talent" (rather than developing it) is the latest mantra being followed by the organisations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organisation might be a competitor in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate. But it is seen as an unethical practice and not openly talked about. Indian software and the retail sector are the sectors facing the most severe brunt of poaching today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strength of the firm.

E-RECRUITMENT Many big organizations use Internet as a source of recruitment. E- recruitment is the use of technology to assist the recruitment process. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using the Internet. Alternatively job seekers place their CV's in worldwide web, which can be drawn by prospective employees depending upon their requirements.

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Advantages internal of recruitment are: Low cost. No intermediaries Reduction in time for recruitment. Recruitment of right type of people. Efficiency of recruitment process.

RECRUITMENT POLICY 1. The recruitment policy of an organization specifies the objectives of recruitment and provides a framework for implementation of recruitment programmed. It may involve organizational system to be developed for implementing recruitment programmed and procedures by filling up vacancies with best qualified people. 2. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates. 3. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests. 4. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.

1.2 INTRODUCTION TO CASTLE TOYOTA

Mission Placing customer satisfaction first, Integrating sales with service and serviceparts in a single convenient location. We contribute to speedy and efficient service, allowing customers to experience the convenience and pleasure of owning Toyota automobile Contact Us G T Road, Paragpur Jalandhar-144005 Ph: +91-181-307-0000 / 01 / 02 / 03 / +91-987600-2105 Fax: +91-181-307-0015

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Helpline: +91-98760-02112 Service: +91-181-3070008/3070025 Email: jal@castletoyota.co.in

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REVIEW OF LITERATURE

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REVIEW OF LITERATURE

Janifer A Chatman (2007) according to him to investigate how the fit of an employee with his or her organization a a whole is established and maintained and what the consequences are in organizations, this study tracked the early careers of 171 entry-level auditors in eight of the largest U.S. public accounting firms and assessed the confgruence of their values with those of the organization. Person-organization fit is shown to be created, in part, by selection (assessments of who the person is when he or she enters the organization) and socialization (how the organization influences the person's values, attitudes, and behaviors during membership. Results show some support for three general hypotheses: First, recruits whose values, when they enter, match those of the firm adjust to it more quickly; second, those who experience the most vigorous socialization fit the firm's values better than those who do not; and third, recruits whose values most closely match the firm's feel most satisfied and intend to and actually remain with it longer.

Methews (2008) concluded that organizations devote substantial resources to establishing and maintaining a "good fit" between people and their jobs because they assume that certain people are better suited to perform some jobs than others . Numerous fit theories have been advanced, focusing on careers, job choice and organizational climate. These theories draw on interactional psychology in that they consider how individual and situational characteristics combine to influence a focal individual's response in a given situation. Pervasive influences on individual behaviors and attitudes may also arise from the organization's social environment, specifically from its central values. Conceptualizing the situation as the organization's values and considering person-organization fit is thus a meaningful, yet lessresearched level of analysis.

George (2008) concluded that person-organization fit is defined as the congruence between patterns of organizational values and patterns of individual values, defined here as what an individual values in an organization, such as being team-oriented or innovative. Although multiple aspects of organizations and people influence behavior 18

and attitudes, person-organization fit is a meaningful way of assessing personsituation interaction because values are fundamental and relatively enduring and because individual and organizational values can be directly compared. Personorganization fit focuses on how the patterning and content of a person's values, when juxtaposed with the value system in a particular organizational context, affect that individual's behaviors and attitudes.

Milen (2009) concluded that recruitment is the process of identifying that the organisation needs to employ someone up to the point at which application forms for the post have arrived at the organisation. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. Training consists of a range of processes involved in making sure that job holders have the right skills, knowledge and attitudes required to help the organisation to achieve its objectives. Recruiting individualsto fill particular posts within a business can be done either internally by recruitment within the firm, or externally by recruiting people from outside.

Sharma (2009) concluded that recruitment makes it possible to draw upon a wider range of talent, and provides the opportunity to bring new experience and ideas in to the business. Disadvantages are that it is more costly and the company may end up with someone who proves to be less effective in practice than they did on paper and in the interview situation. James (2010) defines in his article Recruitment and Selection: Wooing and hiring the right talent in HR thoughtleader, written by John Viktorin and Lee Downs, the four steps are Define, Attract, Interview, and Select. Define involves determining why you need to hire and what talent youre looking for compared to requirements of the job and how your company measures motivational fit in candidates. Attract How will you communicate that you are hiring or filling a position, i.e. will you recruit internally or externally, as well as will you outsource the recruiting or perform it through your current HR department. Interview prior to conducting the actual interview, you need to determine what selection criteria will be used in order to properly assess which candidates are the proper fit. You also need to determine what tools will be used to conduct the interview, as well as prepare and communicate the 19

guidelines that will be used during the interview. Select is the process discussing the qualified candidates by consulting all involved in the decision-making process. This is where you would also conduct reference checks, provide candidates with realist job previews, and offer the job to the right person.

The perusal of literature revealed that most of the study was conducted in foreign context and the present study tries to study the biscuit industry by Indian context. It also revealed the importance of promotion in the economic growth of organizations. It stated that a wrongly positioned employee could harm the image of the company. The review of literature had not revealed that there is significant scope of sales expansion in other states also.

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NEED, SCOPE AND OBJECTIVES

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NEED, SCOPE AND OBJECTIVES OF THE STUDY

3.1 NEED Research came identified from review of literature. After conducting a review of researches done by various professionals a gap has been identified. Study relating to HR Policies related to Recruitment and Selection of Castle Toyota has not been done yet. A need was felt to cover the areas neglected. So, in the present research this gap has been filled.

3.2 SCOPE The scope of the study was limited to Castle Toyota , Jalandhar, Punjab.

3.3 OBJECTIVES The main objectives of the study were as follows: To understand about the recruitment &selection process of the company. To search the company performance and their talent pool requisition To indicate the true efficiency. To understand the employees thinking towards the present recruitment policies of the company.

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RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY
4.1 Research

Research is a procedure of logical and systematic application of the fundamentals of science to the general and overall questions of a study and scientific technique, which provide precise tools, specific procedures, and technical rather philosophical means for getting and ordering the data prior to their logical analysis and manipulation different type of research designs is available depending upon the nature of research project, availability of manpower and circumstances. According to D. Slesinger and M. Stephenson research may be defined as the manipulation of things, concepts or symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in the construction of theory or in the practice of an art. Thus it is original contribution to the existing stock of knowledge of making for its advancement.

4.2

Research Design

Research Design is an arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy on procedure. The research problem having been formulated in clear-cut term helps the researcher to prepare a research design. The preparation of such a design facilitates in conducting it in an efficient manner as possible. It is a blue print for the fulfillment of objectives and answering questions .this research is:

4.2

Descriptive Research:

Present research is descriptive research because in this research it has been described that which method of recruitment and selection is being followed in Castle Toyota and various factors considered for the same.

7.2

Sampling Design

The following factors have to decide within the scope of sample design: i) Sample Frame-Sample frame refers from where the questionnaires are to be filled. Our sample frame consists of family, friends and classmates

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ii)

Sample Size: A sample of minimum respondents was selected from various divisions of Castle Toyota. An effort has been made to select respondents evenly. The survey was carried out on 100 respondents.

iii)

Sample Unit: It indicates who is to be surveyed. The researcher must define the target population that will be sampled. In this project sampling unit is the employees working in Castle Toyota

iv)

Sampling Technique: For the purpose of research convenient sampling is used. Technical associates working in different divisions of Castle Toyota have been approached to get the questionnaire filled.

7.2

Data Collection

There are two types of data sources. :

7.

Secondary data:

It includes information which had already been collected by someone else and which had already been passed through the statistical process. In this case one is not confronted with the problems that are usually associated with the collection of original data. Secondary data either is published data or unpublished data. Secondary data was collected through internet and by using companys manuals.

ii) Primary data: It includes information collected afresh and for the first time, and thus happen to be original in character. It is the backbone of any study. It was obtained from

respondents that are executives of each department with the help of widely used and well-known method of survey, through a well-structured questionnaire.

4.5 Limitations of the study The limitations of the study were as follows: This project is based on the method of recruitment and selection policies and due to constraint of time is not possible to work on all tools and techniques of recruitment policies. The data collection is also limited. This project report is based on my own perception and finding so it cannot used for generalizing purpose. 25

 Data are extracted from various employees and secondary sources so any error in the statement will subsequent effect the company R&S process.

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DATA ANALYSIS AND ITS INTERPRETATION

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DATA ANALYSIS AND ITS INTERPRETATION

Q1. Did you satisfied with the present recruitment process adopt by the company? Table 5.1 Satisfied with recruitment process. Response Yes No
Cant Say

No. of respondents 50 30
20

Figure 5.1 Satisfied with recruitment process.

No. of Respondents
60 50 40 30 20 10 0 yes no can't say No. of Respondents

Analysis and Interpretation From the above table and figure it is quite clear that 50% of the respondents are satisfied with the present recruitment process adopt by the company, 30% of the respondents are not satisfied with the present recruitment process adopt by the company while remaining 20% of the respondents could not say anything.

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Q2. How did you recruited in this company? Table 5.2 Recruited in this company Recruitment Process No. of Response Internally 20 By test and interview 45
On the reference On gate 20 15

Figure 5.2 Recruited in this company

No. of Respondents
50 45 40 35 30 25 20 15 10 5 0 Internally By test and On the interview reference On gate

No. of Respondents

Analysis and Interpretation From the above table and figure it is quite clear that 20% of the respondents are recuited internally in this company, 45% of the respondents are recuited by test and interview, 20% of the respondents are recuited on the reference and remaiing 15% of the respondents are recuited on gate.

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Q3. In whole recruitment process which part you feel very interesting?

Table 5.3 Part of the recruitment process you feel interesting. Recruitment Process Written Test GD Interview All No. of Respondents 20 40 20 20

Figure 5.3 Part of the recruitment process you feel interesting.

No. of Respondents
45 40 35 30 25 20 15 10 5 0 Written test GD Interview All

No. of Respondents

Analysis and Interprtation: From the above table and figure it is clear that 40 % of the employees feel GD a very interesting in the recruitment process part and remaining 20% each feel written test, interview and all the above process the interesting part of recruitment process.

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Q4. In recruitment process which part you feel lenghty? Table 5.4 Part you feel lenghty. Recruitment Process Written Test GD Interview All No. of Respondents 40 40 20 20

Figure 5.4 Part you feel lenghty.

No. of Respondents
45 40 35 30 25 20 15 10 5 0 Written test GD Interview All

No. of Respondents

ANALYSIS AND INTERPRETATION From the above table and figure it is clear that 40 % of the employees feel that written is the lenghty in the recruitment process and remaining 20% each feel Gd, interview and all the above process is the lenghty part in recruitment process.

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Q5. Test question asked in test are level to the post offer? Table 5.5 Question asked are level to the post offer. Response Yes No
Cant Say

No. of respondents 50 30
20

Table 5.5 Question asked are level to the post offer

No. of Respondents
60 50 40 30 20 10 0 yes no can't say No. of Respondents

ANALYSIS AND INTERPRETATION From the above table and figure it is quite clear that 50% of the respondents are agree that the question asked in the test are level to the post offer, 30% of the respondents are not are agree that the question asked in the test are level to the post offer while remaining 20% of the respondents could not say anything.

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Q6. The post offer and the salary are equal to the employement notice? Table 5.6 The post offer and the salary are equal to the employement notice Response Yes No No. of respondents 70 30

Figure 5.6 The post offer and the salary are equal to the employement notice

No. of Respondents
80 70 60 50 40 30 20 10 0 yes no No. of Respondents

ANALYSIS AND INTERPRETATION From the above table and figure it is quite clear that majority of the respondents are agree that the post offer and salary are equal to the employement notice and remaining 30% of the respondents are not agree that the post offer and salary are equal to the employement notice.

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Q7. What is your experience about the company at the time of joining? Table 5.7 Experience about the company at the time of joining Response Good Fair
Best Not Good

No. of respondents 25 40
15 20

Figure 5.7 Experience about the company at the time of joining

No. of Respondents
45 40 35 30 25 20 15 10 5 0 Good Fair Best Not Good

No. of Respondents

ANALYSIS AND INTERPRETATION From the above table and figure it is quite clear that 25% of the employees are having a good experience about the company at the time of joining, 40% of the employees are having a fair experience, 15% of the employees employees are having a best experience and remaining 20% employees are not having a good experience about the company at the time of joining.

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Q8 . Do you satisfied with the induction and orientation process? Table 5.8 Satisfied with the induction and orientation process. Response Yes No No. of respondents 60 40

Figure 5.8 Satisfied with the induction and orientation process.

70 60 50 40 30 20 10 0 Yes No No. of Respondents

ANALYSIS AND INTERPRETATION From the above table and figure it is quite clear that 60% of the respondents are satisfied with induction and orientation process and remaining 40% of the

respondents are not satisfied with induction and orientation process of the company.

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Q9. Do you want to give any suggestions for the company to improve recuitment and selection process? Table 5.9 Suggestions for the company Response Yes No No. of respondents 80 20

Figure 5.9 Suggestions for the company

90 80 70 60 50 40 30 20 10 0 Yes No No. of Respondents

ANALYSIS AND ITS INTERPRETATION From the above table and graph it is quite clear that majority of the respondents i.e. 80% want to give suggestions for the company to improve recuitment and selection process and remaining 20% of the respondents do not want to give any suggesstions.

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FINDINGS OF THE STUDY

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FINDINGS OF THE STUDY

After conducting the study on Recruitment & Selection The findings were as follows. It is quite clear that 50% of the respondents are satisfied with the present recruitment process adopt by the company, 30% of the respondents are not satisfied with the present recruitment process adopt by the company while remaining 20% of the respondents could not say anything. It is quite clear that 20% of the respondents are recuited internally in this company, 45% of the respondents are recuited by test and interview, 20% of the respondents are recuited on the reference and remaiing 15% of the respondents are recuited on gate. It is clear that 40 % of the employees feel GD a very interesting in the

recruitment process part and remaining 20% each feel written test, interview and all the above process the interesting part of recruitment process. It is clear that 40 % of the employees feel that written is the lenghty in the recruitment process and remaining 20% each feel Gd, interview and all the above process is the lengthy part in recruitment process. It is quite clear that 50% of the respondents are agree that the question asked in the test are level to the post offer, 30% of the respondents are not are agree that the question asked in the test are level to the post offer while remaining 20% of the respondents could not say anything. It is quite clear that majority of the respondents are agree that the post offer and salary are equal to the employment notice and remaining 30% of the respondents are not agree that the post offer and salary are equal to the employment notice. It is quite clear that 25% of the employees are having a good experience about the company at the time of joining, 40% of the employees are having a fair experience, 15% of the employees are having a best experience and remaining 20% employees are not having a good experience about the company at the time of joining.

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 It is quite clear that 60% of the respondents are satisfied with induction and orientation process and remaining 40% of the respondents are not satisfied with induction and orientation process of the company. It is quite clear that majority of the respondents i.e. 80% want to give suggestions for the company to improve recuitment and selection process and remaining 20% of the respondents do not want to give any suggesstions.

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CONCLUSION AND RECOMMENDATIONS

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CONCLUSION AND RECOMMENDATIONS

7.1 CONCLUSION At the end I reach to the conclusion that Castle Toyota no doubt world emerging Car company. It has unique place in every Indian. By strong financial and structural position it is top to his competitor. In era of globalization the company growth and feature are safe. The price policies fowled by the company do separate to its competitor. The recruitment and selection policies are very good. Talent search in rural area, in my concerned first time adopted by any company in India. In hole training period I learn a lot in Castle Toyota and find that some of the area where the company required improvement like Induction Process : It has been rightly said that if the beginning of a new voyage in our lives be good, all goes well after that. The true in many organizations, which go an extra mile when they have new employees on board. If a new hire gets inducted into the organization in a proper manner, he/she feels more connected to the organization and eventually, loyalty and long-terms association follow. After joining a new organization, many of us find ourselves thrown into a new environment, with a lot of apprehensions. This be where induction trainee can help familiarize us with the organizations philosophy, along with key business processes and our work responsibilities. It is absolutely necessary to unbolt the door to international business customs and practices so as to enable international managers to conduct business successfully around the world. Cross Culture Issues: Today, when business has become global, to achieve success, one not only needs to communicate in a language that can be understood, but also needs to know the customs and the non-verbal practices of every culture.

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7.2 RECOMMENDATIONS After conducting the study, the main recommendations were as follows: Alignment of talent acquisition strategy with the overall corporate strategic plan. Measuring workforce performance on the basis of quality of hire and time per hire. Elimination of traditional paper methods and using latest technological developments. Focusing on a long term plan. Managing workforce wholly. Reducing the application process and workload for the job. Invite interested job seekers to create a self-profile which can be used in case a suitable job vacancy arises.

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References

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REFERENCES
Hunter, J.E., Schmidt, F. L., & Pearlman, K. . Task differences as moderators of aptitude test validity in selection: A red herring. Journal of Applied Psychology, 66, 166-185. Schmidt, F. L., Law, K., Hunter, J. E., Rothstein, H. R., Pearlman, K., McDaniel, M. . Refinements in validity generalization methods: Implications for the situational specificity hypothesis. Journal of Applied Psychology, 78, 3-12. Hunter, J. E. Cognitive ability, cognitive aptitude, job knowledge, and job

performance. Journal of Vocational Behavior, 29, 340-362. Hunter, J. E., & Schmidt, F. L. . Intelligence and job performance: Economic and social implications. Psychology, Public Policy, and Law, 2, 447-472. Flanagan, J. C. . The Critical Incident Technique. Psychological Bulletin, 51, 327358. O'Driscoll, M. P., & Cooper, C. L. . Coping with work-related stress: A critique of existing measures and proposal for an alternative methodology. Journal of Occupational and Organizational Psychology, 67, 343-354. Michelson, B. J. . Leadership and power base development: using power effectively to manage diversity and job-related interdependence in complex organizations. 24/michelson.pdf Christopher Duffy, The Business Experience in the Age of Reason, 1988. Mark J. Eitelberg, Manpower for company occupations, 1988. David R. Segal, Recruiting for Uncle Sam, 1989. www.Castle Toyotabiscuits.com www.googlescholars.com www.answers.com Retrieved from http://www.au.af.mil/au/awc/awcgate/au-

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questionnnaire

45

QUESTIONNAIRE
Dear respondent, I, Gagandeep Singh Dhanoa, BBA student of Sant Baba Bhag Singh Post Graduate College, Khiala is conducting a survey on the topic Recruitment and Selection Process as a part of our curriculum. Your cooperation is required in this endeavor and we assure that the following questionnaire will not take much of your time.

DEMOGRAPHIC PROFILE Name_______________________________ Age

Less than 20 years

20-40 years

40-60 years

More than 60 years

Gender

Male Designation: Manager

Female

Executive

Supervisor

Q1) Age distribution of workers at Castle Toyota 18-20 years 21-25 years 26-30 years Above 30 years Q2) Are you educated? Yes No 46

Q3) If yes, what is your qualification? 10th 12th Graduate. Post Graduate

Q4) Did you satisfied with the present recruitment and selection process adopt by the company? Yes No Cant Say

Q5) How did you recruit in this company? Internally By test and interview On the reference On gate

Q6) In whole recruitment process which part you feel very interesting? Written test GD Interview All

Q7) In recruitment process which part you feel lenghty? Written test GD Interview All

Q8) Are you satisfied with working conditions? Yes No Cant say 47

Q8) do you feel that the post offer and the salary are equal to the employment notice? Yes No

Q9) What is your experience about the company at the time of joining? Good Fair Best Not Good

Q10) Are you satisfied with the provision of medical facilities provided at Castle Toyota? Yes No Cant Say

Q11) Which language do you prefer during recruitment process? Hindi English Both

Q12) Do you satisfied with the induction and orientation process? Yes No

Q13) Does the company takes any action after getting feedback from the employees? Yes No Cant Say Q14) Any suggesstions for the company to improve recruitment and selection process

Thank you. 48