CONTENTS

Prefaces
Declaration
Acknowledgement
Objective of the study
Research methodology
About CROWN HONDA
History of Crown Honda in india
Introduction of the organization
Organizational set up
Products profile of Crown Honda
About the topic
Analysis and interpretation
Findings of the study
Suggestions
Conclusion
Bibliography
Annexure

1
 PREFACE

In present scenario it is true that we can obtain any information regarding any matter or subject

because of the availability of different sources like books, journals, case studies, and also

through internet .we read a lot of principles, strategies, processes and different ways to do a piece

of work but a practical training or exposure teaches much more to us.

A management student can understand in better way the different types of situations of

management and market by a practical task. During their training, students come to know that

how the different decisions in different situations are taken by responsible authority. Students get

an opportunity to integrate their knowledge and theoretical concepts with work assigned to them.

In this report and attempt has been made to co-relate the theoretical aspect of the formal

procedure of HR activities .

2
 OBJECTIVE OF THE PROJECT

The basic objective of the project undertaken will be as follows: -

To know the managerial satisfaction level about Recruitment and Selection procedure.

To critically analyze the functioning of the recruitment and Selection procedure.

Different method adopted towards employees trained them and how it is followed.

To access the performance appraisal of CROWN HONDA LTD.

What factors are required to find out the training needs.

In changing scenario, what attributes are required in an individual.

To know the training procedures.

To critically analyse the functions of training.

To identify a new areas by which workers do their work more effectively.

How company survives in competitive era with respect of competence required in an

individual.

3
 RESEARCH METHODOLOGY

The purpose of the methodology is to describe the research procedure. This includes overall

research design, the sampling procedure, the data collection method, and analysis

procedure. Out of total universe 15 respondents from Crown Honda have been taken for

convenience. The sample procedure chosen for this are statistical sampling method. Here

randomly employees are selected and interviewed. Information, which I collected, was based on

the questionnaires filled up by the sample employees. Under secondary method I took the help

of various

reference books which I have mentioned in bibliography and also by way of surfing through the

company website.

Primary Data

Questionnaire: Corresponding to the nature of the study direct, structured questionnaires with a

mixture of close and open-ended questions will be administered to the relevant respondents

within the Personnel and other Departments of the organisation.

Secondary Data

Organizational literature: Any relevant literature available from the organisation on the

Company profile, recruitment & selection procedures, Job specifications, department-wise break

up of manpower strength and the organisational structure. Other Sources: Appropriate journals,

magazines such as Human Capital, relevant newspaper articles, company brochures and articles

on www sites will also be used to substantiate the identified objectives.

4
Sampling Plan and Design
A questionnaire will be used for the purpose of research: Questionnaire: To test the validity and

effectiveness of the recruitment and selection procedures within the organisation and to test th

validity and effectiveness of the policies and procedures within the organisation. The basic

rationale of Questionnaire is to ascertain the perception of the non-HR departments in terms of

the validity and effectiveness of the policies and procedures used by the organisation. It is also in

line with the assessment of any suggestions/recommendations that the respondents from

these Departments might have in terms of the use of an alternative source/device of recruitment

and selection, than what already forms the current practice of the HR Department. Questionnaire

would be administered to 15 respondents, holding a senior designation within the Personnel

Department of the organisation. It will also be administered to at least 15 respondents belonging

to typical Departments within the organisation and holding senior designations within their

respective Departments. Sampling Element For the purpose of administering the Questionnaire,

the respondents would comprise of personnel holding senior designations within the Personnel

Department of the organisation. The respondents for the Questionnaire will also be preferably

being panel members of the Recruitment & Selection Board of the organisation. The respondents

would comprise of personnel holding senior designations within certain typical Departments

identified within the organisation, namely:

Stores

Finance Operations

5
6
COMPANY

PROFILE

7
INFORMATION TECHNOLOGY

PROCESS

8
 INFORMATION TECHNOLOGY PROCESS

The information technology used by a company should support and enable the
overall business strategy. In order to maximize the return on the company's
investment in information technology, the following key processes should be
considered:

Alignment of information technology with the overall business strategy

Each element of the business strategy should be considered in the development of

an IT strategic plan, which will drive the priorities of the IT organization.
Decisions regarding personnel requirements, investments in new technology,
capacity and performance requirements, and software functionality should be
included in the IT strategic plan and will enable the company to meet its overall
strategic goals. For example, a company currently supporting domestic operations
at a single site plans to expand operations to include multiple sites and include
international locations.

The company should consider the technology requirements to meet that goal.
Deciding how the sites will use computing resources; whether existing software
will handle multiple currencies and consolidation; if current hardware will meet the
new capacity and performance requirements; and how the system will be
administered all are critical to ensuring the business goals can be supported by
technology.

Development of an organization-wide information technology infrastructure

One of the keys to enhancing a company's ability to respond to growth and

efficiency is the existence of an enterprise-wide information technology

9
architecture. Such a plan establishes the standards for hardware and software,
policies and procedures, and enterprise-wide practices which enable the use of
information across the organization.

Information technology infrastructure addresses issues such as common desktop

computing solutions, which enables the sharing of information among users and
maximizes purchasing power for hardware and software. As the company expands
its business through growth, acquisition or merger, the infrastructure becomes
critical to maximizing the business value of those changes. The more an
information technology architecture is leveraged, the less costly it is to develop
new computing solutions and the less effort is spent interfacing multiple systems or
creating manual procedures to consolidate or analyze company results.

Development and delivery of evolving business solutions

Growth often incites a need for information technology change, which impacts the
software functionality more than any other component of the IT organization.
Functionality that served a small organization does not necessarily support the
management or regulatory reporting of the larger company. Users often demand
changes be made to existing software or the development of new applications to
support their changing needs.

The choice to enhance or develop software rather than purchasing an application

can be a costly decision. The decision to enhance or develop software requires the
entire organization, from users to information technologists, to consider their role
in the development process. Users must be committed to working with information
technology specialists to develop detailed requirements, be involved in project
reviews and to test the solutions prior to installing them to production. Information

10
technologists must be committed to listening to users' needs and controlling the
change process. The company should adopt an application development process
that facilitates user and information technology communication and supports
controls that reduce the risk of applications changes which adversely impact the
company. Risks include unauthorized or unintentional changes being made to
production programs, multiple versions of applications being created and user
needs not being met.

Operating the IT environment

One of the primary information technology functions necessary for maintaining the
company's investment in information technology is the operation of the
information technology environment. Operation of the information technology
environment includes: security administration, job scheduling and control, network
configuration and administration and back-up, recovery and business continuity
planning.

Developing and adhering to an overall security architecture that is supported by

policies and procedures are critical to ensuring access to information is
appropriate. For smaller organizations, this process typically is informal, however,
the access granted should be reviewed regularly to determine if it is still
appropriate.

A process should be etablished to ensure jobs are executed in the appropriate order
and any aborted jobs are rerun. Job control can automate the job scheduling
function and can be used to maximize system performance. Job scheduling is
critical to ensure that data and results delivered to management and other end users
reflect proper processing and all data. This becomes increasingly important during
processing at the end of a period.

11
Business continuity planning is the responsibility of the entire organization, not
merely information technology. Users should participate in assessing the critical
business areas to be recovered in the event of a disaster, loss of computing
resources or access to the company's facilities. Information technology should
specifically address whether current backup, recovery and off-site storage
procedures are adequate to support resumption of computing in the time required
to prevent a significant loss to the company. The ability to recover the system from
backup tapes should be tested on a regular basis to ensure backups are possible and
personnel are adequately prepared. The business continuity plan should also assess
the risk and recovery procedures for the network telecommunications and end-user
computing resources such as local area networks and personal computers.

By managing the overall information technology resources to support these key

business processes, the investment in information technology can be maximized
and the information technology organization can be enabled to effectively and
efficiently contribute to achieving the overall business goals.

The following is a checklist of some of the key information technology controls.

Areas where your answer is "no" can highlight specific areas for enhancement in
your information technology organization.

Policies, procedures, standards

? Do employees recognize the need for information security?

? Do employees sign information security agreements to acknowledge their

responsibilities regarding information security?

? Are employees instructed to keep passwords and other data confidential?

12
? Are all aspects of computing, mainframe, mini-computer, LAN, PC, Internet,
etc., addressed by the company?

? Does the information systems department follow defined human resource

standards and procedures?

Software development, maintenance

? Are applications purchased?

? Are applications upgraded to ensure continued support from the software

vendors?

? Is the vendor's access to the system controlled and monitored when providing
service and support?

? Are steps taken to establish hardware and software standards for end-user
computing to ensure compatibility among users?

? Are controls in place to minimize the risk of unauthorized or illegal software

being used at the company?

? Are controls in place to detect and prevent the introduction of viruses onto the
systems?

? When implementing or modifying computer programs, are there defined

responsibilities regarding:

? Testing

? Documentation

13
? Approval

? Does financial management ensure and monitor user involvement in the

development of programs including the design of internal control checks and
balances?

? Are all application modifications developed outside of the production

environment?

? Are changes to production programs monitored to ensure that only appropriate

changes are made?

? Is access to production programs and data restricted to prevent unauthorized or

accidental changes?

Access controls

? Is there a formal structure for assigning ownership of data, including who is

authorized to initiate and/or change transactions?

? Is access security software, operating systems software and/or application

software used to control both centralized and decentralized access to data and
functional capabilities of programs?

? Are system-level access controls enabled to ensure only authorized personnel

have access to applications and data?

? Are special privileges that provide high levels of access reviewed on a regular
basis to ensure they are appropriately assigned to users?

14
? Are passwords for default identifications changed and maintained in a secure
location for use in emergencies?

? Is access to system utilities restricted and their use logged and monitored?

? Are unique user ID's assigned to all users on the system?

? Are passwords required for all user ID's?

? Is the minimum password length commensurate with the risk of unauthorized

access?

? Are passwords changed at regular intervals?

? Are password files encrypted and access to them restricted?

? Are passwords shared among users?

? Is user access appropriate based on the user's job function?

? Are all requests for new or changed user access approved by appropriate
management?

? Are user profiles reviewed on a periodic basis to ensure access continues to be

appropriate?

? Is access for terminated or transferred employees removed on a timely basis?

Dial-up access

? Is dial-up access restricted?

? Are modem numbers unlisted and known only to authorized personnel?

15
? Are passwords or call-back features used to control modem access?

? Are regular sign-on routines required after connecting to the system via a
modem?

Violation monitoring

? Are significant events logged, reviewed and investigated?

? Are security events logged to be investigated by the security officer?

? Use of ID's with special privileges?

? Changes to user access authorities?

? Use of system utilities?

? Use of dedicated service tools or default ID's?

? Are transactions identified to specific users to provide an audit trail?

Back-up recovery and contingency planning

? Are systems (operating system, application software and data) backed up on a

regular basis?

? Are copies of these backups maintained off-site?

? Have systems been recovered from backup tapes to ensure recovery is possible

? Has a business continuity plan been developed that addresses:

16
? User procedures in the event of a loss of processing loss of the network and
telecommunications; and

? Loss of access to the buildings?

Physical security

? Are computing resources physically secured?

? Are computers inventoried and covered by insurance policies?

? Are measures taken to protect the computers from fire, flood, etc.?

? Is access to the computer room restricted to appropriate personnel

Operations

? Are there policies and procedures to ensure that significant programs are
executed?

? Using appropriate versions of data files and program?

? In the appropriate chronological order?

? Are significant processing deviations monitored and investigated?

Management involvement

? Is the board of directors, audit committee, etc., involved in monitoring

information systems project and resource priorities?

? Has a strategic information systems plan that supports the overall business
strategy been developed?

17
Bill Karraker is manager of information systems auditing and security at Ernst &
Young L.L.P.-Austin, a provider of information systems auditing security and
control services.

18
 HYPOTHESIS
This survey is conducted under the presumption of the functioning of the

Recruitment and Training and Development Procedure in BP SOFTWARE .

In testing the above hypothesis the following aspects will be considered: -

Manpower Planning

Recruitment Policy

Sources of Recruitment

Latest Techniques of Recruitment

Recruitment of Summer/In-plant Trainees

Training and Development Policy

Feedback of Recruitment and Training and Development Procedure

19
Data analysis and
interpretation

20
1. How long have you been working in the organization?

Option Response
less than 1 year 11
1 to 4 year 15
more than 4 year 24

response
less than 1 year
22%

more than 4
year
48%
1 to 4 year
30%

21
2. Were you aware of the company brand before applying for a position?

response
yes 46
no 4

response

no
8%

yes
92%

22
3. Were you satisfied with the recruitment process?

response
yes 37
no 4
could have been
better 9

response
yes no could have been better

18%

8%

74%

23
4. Do you think the present profile / position will help you to grow individually ?

response
yes 40
no 3
can't say 7

response
no
6% can't say
14%

yes
80%

24
5. Which internal source of recruitment is followed by the company and given more
priority?

response
internal
promotion 22
employee
referrals 24
transfer 4

response
transfer
8%

internal
promotion
44%
employee
referrals
48%

25
6. Which source of recruitment is relied upon when immediate requirement arises?

response
internal 35
external 15

response

external
30%

internal
70%

26
7. What would be your primary reasons for leaving the company ?

response
benefits & salary 11
better job opportunity elsewhere 24
conflict with co-worker/ higher
authority/management 1
working conditions 3
job expectations 10
poor performance evaluation 1

response
25
20
Axis Title

15
10
5
0
benefit better conflict working job poor
s& job with conditi expecta perfor
salary opport co- ons tions mance
unity worker evaluati
elsewh / higher on
ere autho
response 11 24 1 3 10 1

27
8. Do you clearly understand the basis on which your performance is judged?

response
yes 34
no 7
not sure 9

response
yes no not sure

18%

14%

68%

28
 9. Which quality of candidate your organization looks while selecting a candidate for a
job?

response
knowledge 37
nature 1
past 6
experience
team work 3
others 3

response

40
35
30
25
20 response
15
10
5
0
knowledge nature past team work others
experience

29
10. Which of the following methods does your company choose for sourcing ?

response
campus 15
consultants 5
walk in 6
advertisement 5
job fair 7
portals 3
employee
referrals 9

response
16
14
12
10
8
6
4 response
2
0

30
 11. Have you ever observed or experienced any kind of harassment at this company?

response
caste harassment 3
working hours
harassment 4
required leave
harassment 4
none of these 39

response

40
35
30
25
20 response
15
10
5
0
caste working hours required leave none of these
harassment harassment harassment

31
 12. Do you satisfied with the health welfare and safety schemes of the company?

response
strongly
satisfied 13
strongly
dissatisfied 8
little bit 20
none of these 9

response

20
18
16
14
12
10 response
8
6
4
2
0
strongly strongly little bit none of these
satisfied dissatisfied

32
 ANALYSIS AND FINDINGS

The analysis of the various sources of recruitment and selection devices is presented on the

following pages. The response entailed from the HR Department (as analysed from

Questionnaire) represents current practice within the organisation in terms of the sources of

recruitment and selection devices used. The analysis of the response entailed from all the other

departments (as analysed from Questionnaire) forming the sample, represents the perception of

the respondents from these Departments in terms of the validity and effectiveness of the various

sources/devices of recruitment/selection (specific to these Departments) The analysis further

entails any suggestions/recommendations given by these non-HR Departments (forming the

sample for administering Questionnaire), in terms of any recruitment source and/or selection

device that should be deployed by the organisation International Journal of

Innovation,Management and Technology, Vol. 1, No. 4, October 2010

33
 RECOMMENDATIONS FOR THE

IMPROVEMENTOF THE

RECRUITMENT AND SELECTION PROCEDURE

Based on the survey analysis and suggestion from the respondents, the following are the

proposed recommendation to improve the existing system and practices of recruitment and

selection procedures:

Recruitment Policy

Apart from the director of the company, the operational head should have the authority

for sanctioning the vacancy of a right to recruit the candidates as per the decisions.

Recruitment of summer/in-plant trainees

There should be a provision for the recruitment of summer/in-plant trainees in the

organization.

Internet Recruitment

Advertisement of jobs on Internet should be an accessible to maximum job seekers.

Service portal like monster.com, jobsahead.com, naukri.com etc should be used.

Sources of recruitment

Company must recruit the individuals through valuable sources of recruitment.

34
Selection Policy

Test developed by the company for the purpose of selection of the candidates should not

be of complex nature.

There must be proper communication between the interviewer and interviewee at the time

of interview.

The reference procedure if adopting, should be analyzed properly before recruitment

them.

Selection Process

During the selection process not only the experienced candidates but also the fresh

candidate should be selected so as to avail the innovation and enthusiasm of new

candidates. These candidates should be kept on the job for some time period; if suitable they

should be recruited. During the selection process, the candidates should be made relaxed

and at ease.

Summer/In plant Management Trainees

In the organization where summer/in-plant/management training facility prevailing then

such kind of practices must be adopted so that the student can learn and again from their

practical views.

35
Steps of Recruitment and Selection

Company should follow all the steps of recruitment and selection for the selection of the

candidates. Selection process should be less time consuming.

Interview

The interview should not be boring, monotonous. It should be made interesting. There must

be proper communication between the Interviewer and the Interviewee any the time of

interview.

Evaluation and Control

Evaluation and control of recruitment and selection should be done fair judgment.

Methods

Methods used for selection of candidates should be done carefully and systematically.

Fair Selection

The attainment of goals and objective of any organization depend on the type and quality

of its manpower. To have right type of men at right job and at right time, the recruitment

and selection procedure should be fair and impartial.

Group Discussion for better assessment

This is indeed an important suggestion and authorities concerned should immediately look

into it and try to implement it.

36
 The Problems and Limitations of the Study

Even though every effort has been done to minimize the variations and present a factual

picture with the help of statistical method, but still there are some limitations: -

Availability of less time in meager economical support also acted as a constraint towards

improving the quality of the report.

Due to busy schedule of the HR Officers, they were not able to give more time and

attention.

Certain important information was kept secret; this is because of the reason certain

hypothesis were taken.

The respondents may not have marked all responses honestly, being apprehensive of

adverse management reaction.

37
 CONCLUSION

Based on the analysis through the questionnaire responses the following is the conclusion of the

study.

The organization follows the rules and regulation involved in their Recruitment and Selection

Procedure of the organization. However, there is some scope for improvement with regard to

following:

1. The managers are fully satisfied with the existing Recruitment and Selection procedure.

2. The recruitment and Selection procedure should not be lengthy.

3. To some extent a clear picture of required candidates should be made in order to search

for appropriate candidates.

4. The Recruitment and Selection procedure should be impartial.

5. In CROWN HONDA, a proper Recruitment and Selection procedure is followed.

BIBLIOGRAPHY

38
S. S. Khanka, Organisational Behaviour, Third Edition, S. Chand & Company

C. R. Kothari, Research Methodology, Second Revised Edition, New Age

International Publishers

Fred Luthans, Organisational Behaviour, Eighth Edition, Mc Graw Hill

Stephen p. Robbins & Seema Sanghi, organizational Behaviour, Eleventh

Edition, Pearson Education

WEB SITES:

www.google.com

www.managementparadise.com

www.naukri.com

www.citehr.com

www.wikipedia.com

www.hr.com

39
 QUESTIONNAIRE
1. How long have you been working in the organization?

less than 1 year

1 to 4 year
more than 4 year

2. Were you aware of the company brand before applying for a position?

yes
no

3. Were you satisfied with the recruitment process?

yes
no
could have been
better

4. Do you think the present profile / position will help you to grow individually ?

yes
no
can't say

5. Which internal source of recruitment is followed by the company and given more
priority?

internal
promotion
employee
referrals
transfer

40
6. Which source of recruitment is relied upon when immediate requirement arises?

internal
external

7. What would be your primary reasons for leaving the company ?

benefits & salary

better job opportunity elsewhere
conflict with co-worker/ higher
authority/management
working conditions
job expectations
poor performance evaluation

8. Do you clearly understand the basis on which your performance is judged?

yes
no
not sure

9. Which quality of candidate your organization looks while selecting a candidate for a
job?

knowledge
nature
past
experience
team work
others
10.

41
11. Which of the following methods does your company choose for sourcing ?

campus
consultants
walk in
advertisement
job fair
portals
employee
referrals

12. Have you ever observed or experienced any kind of harassment at this company?

caste harassment
working hours
harassment
required leave
harassment
none of these

13. Do you satisfied with the health welfare and safety schemes of the company?

strongly
satisfied
strongly
dissatisfied
little bit
none of these

42