A PROJECT REPORT ON

“A Study on Effectiveness of Recruitment and Selection of

Sales Personnel at Jyote Motors"

A FINAL SIP REPORT SUBMITTED

TO

BIJU PATNAIK UNIVERSITY OF TECHNOLOGY

ODISHA

In partial fulfillment of the requirement for the degree of

MBA 2017-19
SUBMITTED BY

Ms. SUSHREE SATABDI

BPUT REGD. NO. : 1706258124

UNDER THE GUIDANCE OF

Dr. BIDYA DASH

Professor (HR), BIITM

BIJU PATNAIK INSTITUTE OF INFORMATION

TECHNOLOGY & MANAGEMENT STUDIES
(Recognized by AICTE, New Delhi& Affiliated to BPUT, Rourkela)

BHUBANESWAR
 PREFACE

The course of MBA require one to undergo a summer internship with the

end of the 2nd Semester, so as to get a practical knowledge and

understanding the practical aspects of all the theories read. It helps us to

make the best use of our skills and intelligence so as to make a better

research report. It is really the most important thing during the course of

our study. The purpose of my research project was to study the

“Effectiveness of recruitment and selection of sales personnel at Jyote

Motors”. It was a continuous learning experience as I got to know the

Recruitment and selection process, how they are conducted and are

beneficial.
 ACKNOWLEDGEMENT

I would like to express my deep sense of gratitude to everyone who

supported me throughout the course of this SIP project. I am thankful for

their aspiring guidance, invaluably constructive criticism and friendly advice

during the project work. I would like to express my special gratitude and

thanks to our principal Prof. Pratap Kumar Tripathy and Asst. Prof. K.

Chandrasekhar (GM – cum – Head P & T) for providing me opportunity to

study and to do the report.

The experience which is gained by me during this project is essential for

me at this turning point of my career and would be beneficial for my

future too.

I am thankful to Internal Guide Dr. Bidya Dash ,Professor( HR) and External

Guide Mr. Satish Ranjan Dash (Arena HR) for their kind support and

guidance.

Last but not the least I would like to thanks all the faculty members,

company officials, my family and friends for the constant support.

 Biju Patnaik Institute
Of InformationTechnology& Management Studies
PATIA, BHUBANESWAR – 751024, ODISHA
Phone: - 07438000111, 9040003344
Email: - info@biitm.ac.in, biitmbbsr@yahoo.com

PRINCIPAL
BIJU PATNAIK INSTITUTE OF INFORMATION TECHNOLOGY AND MANAGEMENT
PATIA, BHUBANESWAR

CERTIFICATE
This is to certify that the Project work titled, “A STUDY ON EFFECTIVENESS
OF RECRUITMENT AND SELECTION OF SALES PERSONNEL AT JYOTE
MOTORS" is a bonafide work of Ms. SushreeSatabdi under the guidance and
supervision of Dr. Bidya Dash (Professor), BIITM, Bhubaneswar carried out
in partial fulfillment for the award of degree of MBA 2017-19. This project
work is original and not submitted earlier for the award of any Degree/
diploma or associate of any other University/ Institution.

Place: Bhubaneswar Dr. Pratap kumar Tripathy

Date: (Principal, BIITM)
 Biju Patnaik Institute
Of Information Technology & Management Studies
PATIA, BHUBANESWAR – 751024, ODISHA
Phone: - 07438000111, 9040003344
Email: - info@biitm.ac.in, biitmbbsr@yahoo.com

EXTERNAL GUIDE
BIJU PATNAIK INSTITUTE OF INFORMATION TECHNOLOGY AND MANAGEMENT
PATIA, BHUBANESWAR

CERTIFICATE
This is to certify that the Project work titled, “A STUDY ON EFFECTIVENESS
OF RECRUITMENT AND SELECTION OF SALES PERSONNEL AT JYOTE
MOTORS" is a bonafide work of Ms. Sushree Satabdi under my guidance and
supervision during the session of 2017 – 2019 and carried out in partial
fulfillment for the award of degree of Master in Business Administration.

Place : Bhubaneswar Mr. SATISH RANJAN DASH

Date : (Arena HR)
 Biju Patnaik Institute
Of Information Technology & Management Studies
PATIA, BHUBANESWAR – 751024, ODISHA
Phone: - 07438000111, 9040003344
Email: - info@biitm.ac.in, biitmbbsr@yahoo.com

INTERNAL GUIDE
BIJU PATNAIK INSTITUTE OF INFORMATION TECHNOLOGY AND MANAGEMENT
PATIA, BHUBANESWAR

CERTIFICATE
This is to certify that the Project work titled, “A STUDY ON EFFECTIVENESS
OF RECRUITMENT AND SELECTION OF SALES PERSONNEL AT JYOTE
MOTORS" is a bonafide work of Ms. Sushree Satabdi under my guidance and
supervision during the session of 2017 – 2019 and carried out in partial
fulfillment for the award of degree of Master in Business Administration.

Place : Bhubaneswar Dr. BIDYA DASH

Date : Professor (HR)
 BijuPatnaik Institute
Of Information Technology & Management Studies
PATIA, BHUBANESWAR – 751024, ODISHA
Phone: - 07438000111, 9040003344
Email: - info@biitm.ac.in, biitmbbsr@yahoo.com

DECLARATION

I, Ms. Sushree Satabdi hereby declare that the project Work Titled " A STUDY
ON EFFECTIVENESS OF RECRUITMENT AND SELECTION OF SALES
PERSONNEL AT JYOTE MOTORS " is the original work done by me and
submitted to the Biju Patnaik University of Technology, Odisha, in partial
fulfillment of requirements for the award of Master of Business
Administration is a record of the work done by me under the supervision of
Prof. (Dr.)Bidya Dash. This thesis has not formed before the basis of any
degree, diploma or any similar titles.

Regd. No. :-1706258124

Date :-

Signature of the Student

 EXECUTIVE SUMMARY

People form an integral part of the organization. The efficiency and quality
of its people determines the fate of the organization. Hence selecting the
right people at right time and placing them at right place is very essential.
Hiring comes at this point of time in the picture and is a strategic function
for HR department. Recruitment and selection form the process of hiring the
employees. Recruitment is the systematic process of generating a pool of
qualified applicant for organization job. The process includes the step like
HR planning, Attracting the applicants , screening them. This step is affected
by various factors, which may be internal as well as external. The
organization makes use of various methods and sources for this purpose.

Selection is carried from the screen applicant during the recruitment

process. There is also some specific process is involved. By the way of
conducting preliminary interview and conducting the various test, if required
reference check and further final interview is conducted. During the process
there are certain difficulties and barriers that are to be overcome.

Different organization adopts different approaches and techniques for their

employees. To know the practical application of the employees hiring
process, the analysis of Jyote Motors Pvt. Ltd. was undertaken.
 TABLE OFCONTENTS

CONTENTS------------------------------------------------------PAGE NO.

1. CHAPTER – 1---------------------------------------------------------------- 1 - 24

a. INTRODUCTION------------------------------------------------------- 2 - 21
b. SCOPE------------------------------------------------------------------- 22
c. OBJECTIVE------------------------------------------------------------- 22
d. METHODOLOGY------------------------------------------------------- 23-24
e. LIMITATION----------------------------------------------------------- 24

2. CHAPTER -2--------------------------------------------------------------- 25-41

a. COMPANY ANALYSIS------------------------------------------------ 28-36

b. COMPETITOR ANALYSIS-------------------------------------------- 37-38
c. CUSTOMER ANALYSIS----------------------------------------------- 39-41

3. CHAPTER – 3 :- BRIEF LITERATURE REVIEW-------------------- 42- 47

4. CHAPTER – 4 -------------------------------------------------------------- 48-62

a. ANALYSIS--------------------------------------------------------------- 49- 60
b. FINDINGS---------------------------------------------------------------- 61 -62

5. CHAPTER – 5-------------------------------------------------------------- 63 - 65

a. SUGGESTIONS-------------------------------------------------------- 64
b. CONCLUSIONS-------------------------------------------------------- 65

6. BIBLIOGRAPHY-------------------------------------------------------- 66 - 68

7. ANNEXURE---------------------------------------------------------------- 69 - 78

a. ANNEXURE I – SAMPLE QUESTIONNAIRE-------------------- 70 -72

b. ANNEXURE II – EMPLOYMENT APPLICATION FORM-------73 -76
c. ANNEXURE III – INTERVIEW EVALUATION CARD-----------77-78
CHAPTER – 1
a. INTRODUCTION
b. SCOPE
c. OBJECTIVE
d. METHODOLGY
e. LIMITATION

1
 INTRODUCTION

The words “Human Resources” conjure up images of paperwork for some,

but true HR professionals understand the value of effective human resources
management. During our first meetings with potential clients, investors,
colleagues or romantic partners, our initial impressions and appraisal of their
character influence the judgments we make about them. But at the same
time we‟re evaluating others, we‟re often “selling” ourselves, or making
ourselves seem more attractive and also we often sell the job and the
company to interviewees by talking about the perks the company offers and
how the candidate would benefit from joining the team.

Human resource management is the essential function of organizations. It is the

strategic approach to the effective management of organization workers
leading to gain a competitive advantage. The functions of HRM are :-
Planning, Staffing, Developing, Monitoring, Maintaining, Managing relationships,
Managing change, Evaluating. Among the HR practices recruitment is the basic
function where employees are entry into the organizations.

Recruitment is the process of searching prospective employees to apply for the job
posting in the Jyote Motors Pvt. Ltd.. Selection is the process of choosing an
appropriate candidate among the job applicants. Selection process starts after the
completion of the recruitment process.

Many of the researchers say that recruitment and selection policies should be
ethical for the organizations in order to sustain in the competitive environment.
Recruitment is the first step then after selection and placement comes in the
employment process (Rao, 2010). Employers aim is to choose an appropriate
candidate suitable for that particular job.

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1.1.Human Resource

Human resourcesis used to describe both the people who work for an organization
and the department responsible for managing resources related to employees.
These are the people who make up the workforce of an organization,
business sector, or economy. “Human capital” is sometimes used
synonymously with “human resources”, although human capital typically
refers to a more narrow effect. It is rightly said that “machines are important in
the production process but the man behind the machine is more important.”
Pioneering economist John R. Commons used the term “Human Resource” in
his 1893 book “The Distribution of Wealth” but did not further build upon
it. The term was in subsequent use during 1910s to 1930s to promote the
idea that human beings were an object of worth, that should be promoted
the idea that humanbeings were an object of worth, that should be promoted
to realize human dignity, but this changed in the early 1950s as “Human
Resource Management” developed viewing people as a means to an end for
employers.

Human resources are the most important assets of the organization. The
success or failure of an organization is largely dependent on the knowledge,
skills and abilities of the employees working therein. Without positive and
creative contribution from these employees , organizations cannot progress and
prosper and cannot achieve the goals and objectives . In order to achieve the
goals or the activities of an organization, they need to recruit and select
people with requisite skills, knowledge and abilities.

In order to attract people for the jobs, the organization must communicate the
position in such a way that job seekers respond. To be cost effective, the
recruitment process should attract qualified applicants and provide enough
information for unqualified persons to self – select themselves out.

3
1.2. HR Practices :

Human Resources practices are strategic in nature. They represent a vital

guidance system that coordinates with the executive business plan.

Talent Management
Employee Engagement
activity

Recreational Activity
Employee Welfare
Compensation
Performance Management
System

Training & Development

a. Talent Management :- Talent management as the name itself suggests

is managing the ability, competency and power of employees within an
organization. Jyote Motors aims at one thing that is, “Right candidate
at right time in right area.”
b. Employee Engagement Activity :- In every Saturday and within every
15 days of each month certain programmes are arranged such as
Brainstorming, Leadership activities, Team building activities, Cultural
activities, Attitude activities, etc.
c. Recreational Activity :- Certain recreational activity such as annual
picnic, annual function, birthday celebration of each and every
employee, Jyote Premium League are conducted.
d. Employee Welfare :- For the welfare of the employee certain facilities
are provided such as Washroom, Drinking water, Changing room, First aid
appliances, Facilities for sitting, and benefits like PF, ESIC, Bonus etc.

4
e. Compensation :- Employees are being compensated annually and mid-
term basis. Salary varies on the position basis which has been
mentioned in the pay band structure and also on their performance
basis.
f. Performance Management System :- It is a tool which is used to
communicate the organizational goal to the employees, individually,
allot individual accountability towards that goal and tracking of the
progress in the achievement of the goals assigned and evaluating their
individual performance. Performance appraisal in Jyote Motors is done
through MBO (Management by Objective) which means that they are
assigned with the targets that is set by the organization and they are
assessed according to the targets that they have achieved.
g. Training & Development :- After selection of the candidates, they are
kept for the probation period or training is given for 6 months. During
their work their development is done through a programme of 20-30
days where 4 level of training is done.
1st level :- Prarambh stage which is subjected to selling at Maruti for
internal members.
2nd level :- Compact Care i.e., the learning about cars.
3rd level :- Skill to Excel
4th level :- Certification

1.3.HR functions :-

o Managing the required manpower planning and allocation.

o Providing all new Sales joinee to complete 90 days intensive training
programme.
o Handling the end – to – end recruitment part including all joining
formalities.
o Supervision on leave management of employees.
o Managing the compensation and benefit of all employees and contract
labors.
o Maintaining the Bonus plan, Incentive plan and other statutory works
of the organization.

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 o Supervision of day – to – day canteen work.
o Overview on performance review and performance appraisal of all
employees.
o Managing the leave encashment of employees.
o Active participation with seniors for handling the day – to – day
administrative work.

1.4. Recruitment:-

According to Edwin B. Flippo, “Recruitment is the process of searching the

candidates for employment and stimulating them to apply for jobs in the
organization.”

According to DeCenzo and Robbins, “Recruitment is the process of discovering

potential candidates for actual and anticipated organizational vacancies. Or from
another perspective, it is a linking activity bringing together those with jobs to fill
and those seeking jobs.”

Recruitment process followed at many Indian organizations is by framing the

recruitment policy and then making the policy into action. It is the most important
and lengthy process in an organization which is done to fill up the vacancy for the
required position and to achieve the goals and objectives of the employer with
that of the organization. It is carried out through the three main process (3S) :-
Sourcing, Screening and Shortlisting.

To create a powerful resource base, it is the 1st step. It is an important part of an

organization‟s human resource planning and their competitive strength.
Recruitment is the positive process, as it motivates more number of candidates to
apply for the job. A recruitment process should be: efficient - cost effective in
method and sources , effective - producing enough suitable candidates, fair -
ensuring that decisions are made on merit without discrimination.

1.5. Factors Affecting Recruitment :

The following are the two important factors that affect recruitment :

6
 INTERNAL EXTERNAL
• Recruiting Policy • Labour - market
• Company's size • Competition
• Cost of recruitment • Demographic Factors
• Age of the firm
• Unemployment
Situations
• Legal Considerations

1. Internal Factors:
The internal factors also called endogenous factors are the factors within the
organisation that affect recruiting personnel in the organisation. Some of these are
mentioned here.

a. Recruiting Policy:
The recruiting policy of the organization i.e., recruiting from internal sources and
from external sources affects recruitment process. Generally, recruiting through
internal sourcing is preferred, because own employees know the organization and
they can well fit into the organization‟s culture.

b. Company’s Size:
The size of an organization affects the recruitment process. Experience suggests
that larger organizations find recruitment less problematic than organizations with
smaller in size.

c. Cost of recruitment:

Recruitment demands a reasonable amount of cost over it. Organizations do have

to analyze the cost to calculate the return on the investment of recruitment. Every
organization defines their budget level, and tries to make investment at low
cost.

7.
d. Age of the Firm:
Startup business is in urge need of new talent. Recruitment for a new firm is not as
technically handled as in fully established organizations. New firms don‟t have
strict HR policies to follow. Recruitment is on flexible terms for startups. As the
company goes older with earning well-reputed label, its HR policies and
framework get complex.

2. External Factors:

Like internal factors, there are some factors external to organisation which has
their influence on recruitment process.

a. Labour Market:
Labour market conditions i.e., supply and demand of labour is of particular
importance in affecting recruitment process. For example, if the demand for a
specific skill is high relative to its supply, recruiting employees will involve more
efforts. On the contrary, if supply is more than demand for a particular skill,
recruitment will be relatively easier.

In this context, the observation made by 11PM in regard to labour market in India
is worth citing: “The most striking feature in the Indian Labour market is the
apparent abundance of labour – yet the „right type‟ of labour is not too easy to
find”.

b.Competition
The competition in the specific area increases the difficulties to find the candidate
perfectly fit in your organizational needs. With higher competition, the candidate‟s
will have more choices and harder for the companies to attract the candidate. The
competitor‟s approach and policies are also counted to redefine the recruitment
process.

c. Demographic factors − Demographic factors are related to the attributes of

potential employees such as their age, religion, literacy level, gender, occupation,
economic status, etc.
8
d. Unemployment Situation:
The rate unemployment is yet another external factor having its influence on the
recruitment process. When the unemployment rate in a given area is high, the
recruitment process tends to be simpler. The reason is not difficult to seek. The
number of applicants is expectedly very high which makes easier to attract the best
qualified applicants. The reverse is also true. With a low rate of unemployment,
recruiting process tends to become difficult.

e. Legal Considerations:
Another external factor is legal considerations with regard to employment.
Reservation of jobs for the scheduled castes, scheduled tribes, and other backward
classes (OBCs) is the popular example of such legal consideration. The Supreme
Court of India has given its verdict in favour of 50 per cent of jobs and seats. This
is so in case of admissions in the educational institutions also.

1.6. Sources of Recruitment at Jyote Motors : -

There are two sources of recruitment which are as follows :-

Internal sources External sources

• Transfer • Naukri Portals

• Employee Referral • College Campus
• Promotion • Head Hunting
• Newspaper Advertisement
• Leaflet

9
1. Internal sources:-
a. Transfer :- A transfer involves the lateral shifting of an employee from
one job to another without changing the responsibilities or
compensation. It is important in providing employees with a broad –
based view of the company, necessary for future promotions.

b. Employee Referral :-Employees can develop good prospects for their

families and friends by acquainting them with the advantages of a job
with the company, furnishing cards of introduction, and even
encouraging them to apply.

c. Promotion :- Promotion is vertical movement of an employee within

the organization. It can be a good source of recruitment and has
several advantages if he is promoted to higher positions. It can be
dysfunctional to the firm as the advantage of hiring outsiders who
may be better qualified and skilled is denied.

2. External sources :-
a. Naukri Portals :- It is the e- recruiting or online recruiting method.
Employees can hire potential applicants through the naukri portals and
then the interview process is carried on the step – by- step method.

b.College Campus :- Colleges, universities, research laboratories, sportfields

and institutes are fertile ground for recruiters, particularly the institutes. It
is a method of recruiting by visiting and participating in university
campuses and their placement centers to pick up job aspirants having
requisite technical or professional skills.

c. Head hunting :- Head hunting is the method of recruiting individuals

to fill executive positions in organizations. It is performed by the
executives in the organization, or by an outside executive search
organization.

10
 The candidate is being interviewed and asked regarding the products
and features of the brand which he is in charge with and from the
conversation his knowledge, confidence, communication and personality is
judged.

d. Newspaper Advertisement :- These constitute a popular method of

seeking recruits as many recruiters prefer advertisements because of
their wide reach. The advantages of this method are:- targeting a specific
geographic location, flexibility, user access, candidate segmentation.

e. Leaflets :- It is the method of paper distribution having all the details

regarding the post required for the organization in it. Numerous leaflets
are being distributed through various means ; one such popular means is
through newspaper.

1.7. Recruitment Lifecycle ofJyote Motors:-

Recruitment lifecycle is a complete process of recruitment. A full life cycle

recruiter manages the entire recruitment process initiating it by man power
planning and ending it with induction. The recruitment life cycle ensures the
organization attracts the best possible talent and seals the employment relationship
deal with an onboarding process that welcomes new additions to the staff.

11
 Man power planning

Job Vacancy Identification

Job Analysis

Job Posting

CV Linking

Screening & CV Shortlisting

Telephone Calling

Arranging for Interview

Assessment Test

Interview
Shortlisting

Selection

Verification

Offer Roll out

Onboarding

Induction

Staffing a small business isn't always simple. Hiring employees takes more than
just posting an ad, accepting applications and running a background check. The
recruitment and selection process, from start to finish, entails several stages, which

12
are collectively referred to as the recruitment life cycle. The recruitment life cycle
ensures the organization attracts the best possible talent and seals the employment
relationship deal with an onboarding process that welcomes new additions to the
staff. Recruitment life cycle is a complete process of recruitment such as

 Manpower Planning
 Job Vacancy Identification
 Preparation of Job Analysis
 Posting of Job through Various Sources
 CV Linking
 Screening and Shortlisting of CVs
 Conducting Telephone Calling
 Scheduling for Interview with that of the follow ups
 Conducting of Assessment Tests (aptitude and attitude tests)
 Conducting Personal Interview or HR round
 Short listing the candidates
 Selecting the right candidate
 Verifying the collected documents and doing reference checks
 Issuing the offer letter
 Completing the joining formalities or onboarding
 Having an Induction Programme

 Manpower planning :-It consists of putting right number of people,

right kind of people at the right place, right time, doing the right
things for which they are suited for the achievement of goals of the
organization. The number of Manpower planned is 150.

13
  Job Vacancy Identification: It is the process of identifying and analyzing
the requirement from the Recruiting Manager about his/her needs and
expectations about the position to be filled. Things to be considered-
experience required, Education Qualification, Flexibility of the candidate,
Knowledge and skills set, Compensation, etc. the vacancy for the post of
sales executive is 10.
 Preparation of Job Analysis :- Job analysis is the process of
collecting job related information. Such information helps in the
preparation of Job description and Job specification.

JOB ANALYSIS FOR THE POST OF SALES EXECUTIVE

Job title :- Sales executive / Relationship Manager

Company Name :- Jyote Motors
Job Location :-Nayapalli, Bhubaneswar
Industry Type :- Automobile
Required :-Freshers / Experienced (1 – 3 yrs)
Vacancy - 10
Academic Qualification :- Any Graduate/ MBA (Marketing)
Roles andResponsibilies :- Car bookings and selling
Key Skills :- Communication skills, Problem Solving skills, Interpersonal
Skills, Leadership skills.
Reporting To :- Team Leader
Salary :- Rs. 8000 - Rs. 10000
Benefits :- PF/ ESIC/ Bonus/ Gratuity
Training :- 15 days
NOTE :- CANDIDATE MUST HAVE A TWO – WHEELER

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 Posting of job Through various sources :-Recruiters use a number of
methods to source candidates. Sourcing candidates means exploring
resources that lead recruiters to a pool of qualified candidates. Mostly used
sources are Internal source (Transfer, Employee Referral and Promotion)
and external source (Naukri Portals, College Campus, Head Hunting,
Newspaper Advertisement, Leaflet) . Mostly used source that I had used
is Head hunting method.
 CV linking: CV is linked according to the roles and responsibilities of
the post that is vacant for.
 Screening and Shortlisting Of CVs :- According to the post that is
vacant, CVs are screened and shortlisted. The reasons of the rejection
is Qualification, Skills set, not proper design of CVs.
 Telephonic Calling and arranging for Interview: telephone calling is
required to know the candidate‟s Location, personal information and
professional information. And If he is available on the date of
interview which would be scheduled. And the interview is arranged or
lined up for the group of the candidates and is taken by the HR
Manager and then the top management and also with that department.
Some of the Interview Questions asked are:-
a. Introduce Yourself?
b. What are your Hobbies?
c. Why you enter into Sales?
d. Tell me about your family?
e. Do you have a two - wheeler?
f. What is the difference between marketing and sales?

15
 g. The company does not have any money. How can you do
marketing?
h. Where do you get customers?
i. In India, Who purchase the car mostly?
j. Sell me the pen?
 Short listing: The interviewing process is vital in ensuring that one choose
the best person for the job, but may have very little experience of the process
itself.The candidate is shortlisted on the basis of four parameters:-
confidence, communication, job knowledge and personality.
 Selecting the right candidate :-In the recruitment life cycle, the actual
selection stage begins once the recruiter determines the applicant has the
basic qualifications the company needs. The selection process consists of a
number of activities recruiters and hiring managers use to learn what
candidates have to offer the company. Panel interviews, behavioral and
situational interview questions, are all part of the selection process.
 Back ground check and Offer: In this process collected documents are all
the communication details about the candidate and ask for some professional
references who can best describe the candidate. HR Manager does the
verification and referencechecks to know about the candidate in detail.
 Joining Formalities /On-Boarding: The process of helping new employees
become productive members of an organization. In general, on boarding can
be defined as the process of acquiring, accommodating, assimilating and
accelerating new users into a system, culture or methodology.
 Induction :- An induction programme is conducted to welcome new
employees to the company and prepare them for their new role, and

16
  make them know the organization culture and rules and regulation

1.8. Selection:-

According to Dale Yoder, “Selection is the process by which candidates for

employment are divided into two classes those who will be offered employment
and those who will not.”

According to M. Ataur Rahman, “Selection is the screening and filtering process of

job applicants who have been invited to apply for the vacant positions through
which the process comes to an end.”

Selection is the process of picking of right candidate with requisite skills,

knowledge and abilities. In this process right men are put in the right job have right
talent. Effective selection can be done when there is effective matching. By
selecting best candidate for the job, the goals and objectives of the organization
will be achieved accordingly since it will get quality performance of the
employees. Organization will save time and money, if right kind of candidate is
selected with proper skills, knowledge and abilities. Selection is the negative
process, as the inappropriate candidates are rejected and they get demotivated.

1.9. Selection Process of Jyote Motors :-

Selection is a long process, commencing from the Preliminary Interview

through telecalling of the applicants and ending with the contract of
employment. It is the procedure of matching organizational requirements with
the skills and qualification of people. Effective selection can be done only
when there is effective matching. This is the process in which the skills of

17
the applicants‟, personality, communication and job knowledge is tested and
evaluated, to ascertain whether they are good fit for the job and its
description. These processes follows the steps like :-

Preliminary Interview through

Telecalling

Aptitude & Attitude tests

1st Round Interview

2nd Round Interview

Reference & Background

Analysis

Selection Decision

Job Offer

Employment Contract

Evaluation

1.10. Importance of recruitment and selection process :-

The importance of recruitment are as follows:-

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  Determine the present and future requirements of the organization with
accordance to man power planning and job analysis.
 Increase the pool of job applicants with minimum cost.
 Help increase the success rate of the selection process by reducing the
number of under qualified and over qualified job applicants.
 Reducing the probability of selected candidates after a short period of time.
 Introducing the fresh bloods and energetic youngsters at all levels of the
organization.
 Develop an organizational culture that attracts competent people to enter
into the organization.
 Search for potential candidate not only from internal source but also from
external source as well.
 Increase organizational and individual effectiveness in the short term and
long term basis.

1.11.Barriers to Effective selection :-

The main objective of selection process is to picking up the candidates

having competence and commitment towards the given job profile. But
there are some reasons for which selection process becomes defective :-

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 HALO
EFFECT
STEREO HORN
TYPING EFFECT

BARRIERS

GENDER PERSONAL
BIAS SIMILARITY
RECENCY
BIAS

1. Halo effect :-
Every time there seems to be an perception error while doing selection
of the candidates. The interviewer selects those candidates who
possess positive attribute which then become dominant but he
doesn’t consider the efficiency and potentiality of the candidates. This
thing becomes a barrier while doing selection which ultimately leads
to the degrowth of the organizational goals and objectives.

2. Horn effect :-
When a candidate possesses a negative attribute and it overemphasized
and transferred to all other aspects of the candidate’s background and/or
qualifications by the interviewer.

3. Personal similarities :-
It is the tendency for the interviewer to select and hire individuals
who possess similar attributes to their own.

20
4. Recency bias :-
This tendency occurs when the interviewer recalls the most recently
interviewed candidates more clearly than earlier candidates during the
decision making process.
5. Gender bias:-
It is important that hiring departments and search committees are
cognizant of how personal bias can influence their judgment when
screening and selecting applicants. The following resources provide
essential information to ensure that snap judgments are not made
about applicants with insufficient job related information to support
the search committee/hiring department recommendations.
6. Stereotyping bias :-
It occurs when the interviewer assumes a candidate has specific traits
because they are a member of a group. If job requirements is to
achieve 5 targets in a month of car booking, an interviewer might
inaccurately assume women cannot meet this requirement.

21
 2. SCOPE
The benefits of the study for the researcher is that it helped to gain
knowledge and experience and also provided the opportunity to study
and understand the prevalent recruitment and selection procedures. The
scope behind the project are as follows :-

1. This project will provide a value insight to student on the topic.

2. This project will help to get practical knowledge in employee hiring
and the selection procedure in the organization.
3. The project will equip me for my future in H.R.M.

3.OBJECTIVE
To know overall about the company of Jyote Motors. The objective of my
study is to understand and critically analyze the recruitment and selection
procedures at Jyote Motors. In basic idea behind selecting the topic is :-

1. To study the process of recruitment and selection activities.

2. To study the relationship between recruitment and selection process
with that of the employee performance.

22
 4.METHODOLOGY
The section displays how the objective of the study has been achieved by
considering various components, i.e. what kind of method is followed to achieve
the project objectives, how the data has been collected to conduct the study and
the sources of data collection procedure, how the data has been analyzed to find
the results of the study.

4.1.Source of Data collection :-

For data collection two sources were used :

a. Primary source – To find out the relationship between recruitment and

selection process with that of the employee performance, I have
conducted a survey among the sales executive, team leaders and sales
managers.
b. Secondary source – Books, Articles, Newspaper.

4.2. Sample design :-

In the Bhubaneswar dealer point all the branches were chosen for the
smooth conduction of research study. 70 questionnaire were distributed to
the dealer point of all branches of Jyote Motors Bhubaneswar. But 65
respondents were received and out of that 5 were found to be unusable
due to incomplete questionnaire. Hence research was done on total of 60
questionnaire. Out of 60, 47 were males and 13 were females. The sample
consists of only management employees, no non- management employees
were included in it.

23
4.3. Questionnaire design :-

The question consists of 11 in which first of all it was started with personal
details and then about the views on recruitment and selection practices and
at last upon the interview process and employee performance. In the
questions, the 5 – scale system was used which are described as: 1- Strongly
disagree, 2- Disagree, 3- Neutral, 4- Agree, 5- Strongly agree.

4.4. Data entry and Analysis :-

The data which were collected through questionnaires, were entered in

SPSS. The methods used are :

a. Regression
b. Percentage
c. Chi- Square Method

And pie - charts were also used with that of graphs too.

3. LIMITATION
Organization didn’t disclose full information regarding the observation of
second round of selection process. The study was limited and only focused
on one dealer point of the Jyote motors of Bhubaneswar having four
branches to make sure of the findings to be generalized. Also as the
project is prepared for academic purpose only, it suffers from the
limitations of time and money, due to which analytical study into all the
strategies adopted by the organization was not possible.

24
CHAPTER - 2
a. COMPANY ANALYSIS

b. COMPETITOR ANALYSIS

c. CUSTOMER ANALYSIS

25
 3C REPORT
ON
MARUTI SUZUKI ARENA
(JYOTI MOTORS)

PREPARED BY:-
SUSHREE SATABDI

REGD NO:- 1706258124

26
 MARUTI SUZUKI’S COMPANY PROFILE

TYPE Private
TRADED AS BSE : 532500
NSE : MARUTI
BSE SENSEX Constituent
INDUSTRY Automotive
PREDECESSOR MarutiUdyog Limited
FOUNDED 1981; 37 years ago
HEADQUARTERS New Delhi, India
AREA SERVED India
TAGLINE Way of Life, Realise your Dreams, Count
on us, Happiness Small Size
CHAIRMAN R.C. Bhargava
MD & CEO Kenichi Ayukawa
BRAND AMBASSADOR ZubinAntalia
PRODUCTS Automobiles
PRODUCTION OUTPUT 1,568,603 units (2017)
REVENUE 796,060 million (2017)
OPERATING INCOME 101,272 million (2017)
NET INCOME 77,326 million (2017)
TOTAL ASSETS 519,605 million (2017)
TOTAL EQUITY 370,905 million (2017)
NUMBER OF EMPLOYEES 40000 (2018)
PARENT Suzuki Motor Corporation (56.21%)
Public (43.79%)
WEBSITE www.marutisuzuki.com
 1.COMPANY ANALYSIS
Maruti Suzuki India Limited, formerly known as Maruti Udyog Limited, is an
automobile manufacturer in India. Maruti Suzuki is a name that speaks
volumes about itself. It is one of the best automobile companies in India,
which was established in 1982.It is a 56.21% owned subsidiary of the
Japanese car and motorcycle manufacturer Suzuki Motor Corporation. They
are the leaders in the Automobile Industry. Their mission is to please
their customers through creating innovative and good value vehicles.
They create customer delight and shareholders wealth. They are the
pride of India. Maruti Suzuki manufactures and sells popular cars such as the
Ciaz, Ertiga, Wagon R, Alto, Swift, Celerio, Swift Dzire, Baleno and Baleno RS,
Omni, Alto 800, Eeco, Ignis. They offer 14 brands and over 150 variants. The
company is headquartered at New Delhi. In May 2015, the company produced
its fifteenth millionth vehicle in India, a Swift Dzire.

1.1. LIFE AT MARUTI SUZUKI INDIA LIMITED

This is the car company that leads the Indian auto industry and defines the
way India drives on the quality and competence of its people. It's a great place
to discover and maximize one’s potential.

Froma work culture that provides genuinely equal opportunities, a sense of

team spirit that goes right down to a common lunchroom, to a feeling of
openness as senior managers and their teams sit together in an open, wall-
free environment- Maruti Suzuki offers an uncommon place to work and excel.

28
1.2.HISTORY

Maruti was established in February 1981 with production starting in 1983

with the Maruti800, based on the Suzuki Alto kei car. As of May 2007, the
Government of India, through Ministry of Disinvestment, sold its complete
share to Indian financial institutions and no longer has any stake in Maruti
Udyog.

1.3.AFFILIATION WITH SUZUKI

In 1982, a licence & Joint Venture Agreement (JVA) was signed between
Maruti Udyog Ltd, and Suzuki of Japan. At first, Maruti Suzuki was mainly an
importer of cars. In India's closed market, Maruti received the right to import
40,000 fully built-up Suzuki is in the first two years, and even after that the
early goal was to use only 33% indigenous parts. This upset the local
manufacturers considerably.

1.4. JOINT VENTURE RELATED ISSUES

Relationship between the Government of India, under the United Front (India)
coalition and Suzuki Motor Corporation over the joint venture was a point of
heated debate in the Indian media until Suzuki Motor Corporation gained the
controlling stake. This highly profitable joint venture that had a near
monopolistic trade in the Indian automobile market and the nature of the
partnership built up till then was the underlying reason for most issues. The
success of the joint venture led Suzuki to increase its equity from 26% to 40%
in 1987, and to 50% in 1992, and further to 56.21% as of 2013. In 1982, both
the venture partners entered into an agreement to nominate their candidate

29
for the post of Managing Director and every Managing Director would have a
tenure of five years.

1.5.CORE VALUES OF MARUTI SUZUKI

 Customer Obsession
 Fast, Flexible and First Mover
 Innovation and Creativity
 Networking and Partnership
 Openness and learning
1.6.MARUTI –SUZUKI DEALER SHOWROOMS

 Jyote Motors Lewis Road

 NEXA Cyber City
 Jyote Motors Arena
 Jyote Suzuki
 Jyote TVS
 Jyote Motors Audi
 Harley Davidson Jyote Motors
 Narayani Motors
 Sky Automobiles
1.7.CHANNELS OF MARUTI- SUZUKI

There are four channels :-

(a) Maruti Suzuki Nexa= S-Cross , Ciaz S, Ciaz , Baleno RS, Baleno, Ignis
(b) Maruti Suzuki Arena = Alto K10 ,Dzire , VitaraBrezza , Omni
(c) Maruti Suzuki True Value
(d) Maruti Suzuki Commercial = Super Carry , Super Carry iGPI CNG

30
1.8.SEGMENTS OF CARS:-

(a) Hatchback
(b) Sedan
(c) MUVs/SUVs
(d) Vans

1.9.PRODUCTS:-

Current models are as follows :-

MODEL LAUNCHED CATEGORY

Omni 1984 Minivan

Gypsy King 1985 SUV
WagonR 1999 Hatchback
Swift 2005 Hatchback
Dzire 2008 Sedan
Eeco 2009 Minivan
K10 2010 Hatchback
Ertiga 2012 Mini MPV
Alto 800 2012 Hatchback
Celerio 2014 Hatchback
Ciaz 2014 Sedan
Baleno 2015 Hatchback
S-Cross 2015 Mini SUV
VitaraBrezza 2016 Mini SUV
Ignis 2017 Hatchback
CiazS 2017 Sedan

31
1.10.ABOUT JYOTE MOTORS
 Jyote Motors: Empowering The Wheel Industry
Jyote Motors is a Private and premier automobile dealership
incorporated on 26th May, 2000 and having its presence in Odisha and
Kolkata . It is classified as Non – govt company and is registered at
Registrar of Companies, Cuttack. The type of firm is Sole Trader. The
CEO and MD of the company is “Mr. Devjyoti Patnaik”. Directors
ofJyote Motors Pvt. Ltd. are Navajyoti Patnaik, Devjyoti Patnaik, Jiten
Jena and Meenu Patnaik. The most popular chain of automobile
showrooms in Odisha vouches for its quality in terms of service, product,
delivery and being the single point of contact for the customer to fulfill their
needs. For them “Customer Is The King”.The organization includes
dealership ranging from Two-wheeler – TVS, Suzuki Super Bikes, Harley
Davidson to four – wheeler Maruti Suzuki, Arena, Audi, Nexa, etc. They
have the biggest true value outlet in eastern India. Apart from this they are
one of the first Maruti – Suzuki dealer to introduce 24×7 service centre.
They have successfully driving commercial segment – Super Carry also.
 VISION
Their vision summarizes their priorities. They believe that everything they
do, be it marketing cars or providing services to match, must manifest in
truly caring for the customer.
 MISSION
The Sales Team is made up of dedicated showroom and field executives
who are professionally trained by Maruti Suzuki India Ltd. They are adapt at
guiding the customer through the entire sales process right from assisting in

32
 the choice of model, colour and features to lending a helping hand in
providing attractive buy-back options, including arranging finance at
competitive rates.

 QUALITY POLICY
They are committed to attain, deliver and maintain the highest quality
standards of sales and services for customer satisfaction.They shall strive to
make their presence in the market and maintain leadership in quality sales
and services by implementing well-defined management system to achieve
growth and profitability through total customer satisfaction.

 QUALITY OBJECTIVE
a. To provide value added services to customer by retaining one time buyer
into a life time customer.
b. To deliver customer more than what the customer expects results in creating
a satisfied customer.
c. Optimize final inspection of all the vehicles serviced in the workshop and
minimize the repeat jobs.
d. To monitor the status of the vehicle through the service process and maintain
promised delivery time schedule.

1.11.BASIC OBJECTIVE:

Basically the objective of the company depends on :

a. Customer Satisfaction
b. Warm Hospitality
c. Maximum number of retails (sales)
33
1.12.USED HR POLICY:

Human resource policies are formal rules and procedures that dictate how

certain matters should be addressed in the workplace, including employee

rights and duties. Certain HR policies that are followed in Jyote motors

Maruti Suzuki Arena are:-

Attendance Maternity Paternity

Leave policy
policy policy policy

Employee
Recruitment Selection
Welfare
policy policy
policy

1.13. a. ORGANISATIONAL CHART:-

CEO & MD

DIRECTORS DIRECTORS (HR)

(OPERATION)
ACCESSORIE CUSTOMER
SALES MARKETING EXCHANGE
S CARE
PROCESS IT
ACCOUNTS

SOURCING
MANAGER GM SM TL/SRM
MANAGER
MANAGERS MANAGER HEAD GM

ASST. Sr. PROCESS

MANAGER
EXECUTIVE SOURCING EXECUTIVE EXECUTIVE EXECUTIVE
EXECUTIVE
/RM TL
EXECUTIVE FITTER EXECUTIVE
EVALUATOR
b. HIERARCHY OF SALES PERSONNEL:-

CEO & MD

Directors

General Manager

Showroom Manager

Team Leader

Senior Executive

Executive

1.14.The success of Maruti Suzuki as a company has many layers to it, starting from:-
 Diversity of car models within the Maruti Suzuki portfolio
 Low cost of ownership and maintenance
 Pan India service network with easy availability of Maruti Genuine
accessories
 Combined annual product capacity of 1.5 million cars across the
Gurgaon and Manesar plants
 Our principle of ‘continuous improvement’ in manufacturing

1.15.SALES AND SERVICE NETWORK

Maruti Suzuki has 1,820 sales outlets across 1,471 cities in India. The
company aims to double its sales network to 4,000 outlets by 2020. It has
3,145 service stations across 1,506 cities throughout India.Maruti’s dealership
network is larger than that of Hyundai, Mahindra, Honda, Tata, Toyota and
Ford combined. Service is a major revenue generator of the company. Most of
the service stations are managed on franchise basis, where Maruti Suzuki
trains the local staff.
1.16.AWARDS AND RECOGNITION

 Maruti Suzuki selected Automobile Manufacturer of the Year at BTVi‟s

“The Auto Show - Car India & Bike India Awards 2017”.
 Gold Exceed Award 2017 recognizes excellence in Occupational Health
and Safety in the automobile sector. Maruti Suzuki was honored for
achieving high standards of safety, health and environment at workplace.
 Maruti Suzuki bags prestigious Golden Peacock Training Award second
time in a row.
 In the recently, concluded MSDC programme at Abu Dhabi, they have
been in the Royal Platinum Club.
 Also got many accolades like Best HR initiative, Cluster Business Head –
Nexa, Highest market penetration, Best Marketing Strategy to name a few.

1.17. PROGRAMMES CONDUCTED BY THE ORGANIZATION :

 Blood Donation Camps
 Medical Check – up
 Dealer Foundation Day
 Annual Day
1.18.RECENT NEWS REGARDING MARUTI- SUZUKI:

 Maruti investing in new technologies to bring down CO2 emissions.

 Suzuki's automobile production in India crosses 20 million milestone .
 It plans to sell 2 lakh automatic cars in FY-19 .
 It dominates Passenger Vehicle segment in April with seven models in
top 10 list.
 Maruti Suzuki introduces automatic gear Vitara Brezza at Rs 8.54 lakh.
 Maruti plans to sell 2.5 million vehicles a year by 2022-23.
 Suzuki unveils 2019 facelift edition of Vitara ahead of September
launch of the SUV, in UK.

36
 2. COMPETITIOR’S ANALYSIS
MarutiSuzuki is the upper segment vehicle. But the competitors are given below.

2.1.Top Competitors of Maruti – Suzuki :

1. Tata Motors
2. Honda
3. Hyundai Motor
4. Nissan
5. Ford Motor
6. Toyota
2.2.Top Competitor of Jyote Motors:

1. Sky Automobiles
2. Narayani Motors

From the above analysis Jyote motors is said to be the leader compared
to other competitors. And nature of the competition is perfect i.e., number
of buyers is equal to the number of sellers.

2.3.MARKET SHARE OF MARUTI SUZUKI:

37
2.4.PLC GRAPH:

A new product progresses through a sequence of stages from

introduction to growth, maturity, and decline. This sequence is known as
the product life cycle and is associated with changes in the marketing
strategy and the marketing mix.

PLC of all the products of Maruti – Suzuki are in introduction stage

except one product that is Alto.

PLC of products of Maruti Suzuki : - Maturity

growth

Brezza Omni

Introduction Swift

New Swift Alto

38
 3.Customer Analysis
 Type of Customer that uses the Maruti Suzuki cars :- Economic
Customers
 Customer Segment :- 20K, 25K, 30K, Above 30k
 Customer Buys From :- Business - to - Customer
 Customer chooses :- Multi – attribute Models
 Customer preference :- Good Quality and Service, price, looks and
family strength
 Customer prefers to purchase during : - Festivals
 Footfall is during :- Mar, Sept., Oct., Nov., Dec.

3.1.Institutional Customers:-

Customers of Maruti Suzuki are of different types.

a) CORPORATE SALES :-

Corporates and companies make up a major part of Maruti Suzuki India

Limited’s customer base. Based on their buying capacity, these corporates are
classified into Ace, Royal and Coral clubs, and receive various benefits. A
corporate may refer to FMCG, IT Companies, Public Sector Undertaking, Public
Sector Banks, private banks, multinationals, hotels etc.

b) FLEET SALES :-

To meet the needs of the fleet industry, Maruti Suzuki India Limited has
dedicated car models as well as Fleet Sales Team at dealerships to support
smooth execution of all orders. MSIL provides solutions to all vehicle related
requirements, from school vans to app-based taxis.

39
c) GOVERNMENT SALES OR WHEELS OF INDIA :-

Maruti Suzuki India Limited considers Central and State Government

employees one of its most important customer groups. MSIL occasionally
announces special benefits and offers to these customers which they can avail
by walking into any Maruti Suzuki dealership with their valid photo ID and the
last salary slip.

d) BULK SALES

For orders exceeding 3 or more vehicles to Government and private

institutions, Maruti Suzuki India Limited gives special attention under its bulk
sales processes. MSIL endeavours to provide a smooth and hassle-free
processing and delivery.

e) DGS&D SALES

Since the first customized Gypsy for the Indian Army, Maruti Suzuki India
Limited has found a very important customer in Defense Services and the
Government of India, and one it is immensely proud of. DGS&D Sales is the
system that processes all orders placed by the customer of the Government e-
Marketplace (GeM).

f) NRI SALES

Maruti Suzuki India Limited understands the emotions behind a gift and so its
Non Resident Indian customers can buy vehicles for their families residing in
India.

g) EMBASSY SALES

To enable a smooth operation of embassies and foreign diplomats on their

deputation to India, Maruti Suzuki India Limited provide vehicles for all
businesses. These vehicles can be bought at retail price and then the
exemption provided by the Government of India can be claimed through
Government portals.

40
3.2.CUSTOMER SATISFACTION LEVEL ZONE WISE

From the figure we can observe that zone wise of India Customer
satisfaction level is maximum in northern side that is 35.04%, and minimum
is eastern side that is 10.86%. In western side it is 25.85% and in southern
side it is 27.84%.

Further I have taken few samples of customer preference on Maruti Suzuki

cars through pilot suvey which can be seen through pie chart.

Number of Choice

5%
19% Dzire
19% Swift
Ailto K10
Wagon R
14%
Vitarra Brezza
33%
Baleno
10%

41
CHAPTER - 3
LITERATURE REVIEW

42
 LITERATURE REVIEW
Parry & Wilson (2009) stated that “recruitment includes those practices and
activities carried out by the organization with the primary purpose of identifying
and attracting potential employees”. As success of service sector as in case of civil
aviation industry depends upon the human capital, recruitment & selection of the
right people into the service business is crucial to achieve organizational success
(Zheng, 2009).

Ongori Henry and Temtime Z (2009) say that in their paper the recruitment and
selection practises of the small and medium enterprises and make them to improve
their HR practices.

According to SHRM (Society for Human Resource Management) says that 15%
joined in the organizations are placing false resume (Gusdorf, 2008).

Price (2007), in his work Human Resource Management in a Business Context,

formally defines recruitment and selection as the process of retrieving and
attracting able applications for the purpose of employment. He states that the
process of recruitment is not a simple selection process, while it needs
management decision making and broad planning in order to appoint the most
appropriate manpower. There existing competition among business enterprises for
recruiting the most potential workers in on the pathway towards creating
innovations, with management decision making and employers attempting to hire
only the best applicants who would be the best fit for the corporate culture and
ethics specific to the company (Price 2007).

Jones et al. (2006) suggested that examples of recruitment policies in the

healthcare, business or industrial sector may offer insights into the processes
involved in establishing recruitment policies and defining managerial objectives.

Raymond J. Stone (2005) in the fifth edition of his book Human Resource
Management defines recruitment as the process of „seeking and attracting a pool of
applicants from which qualified candidates for job vacancies within an
organization can be selected.‟

43
According to SHRM (Society for Human Resource Management) says that 15%
joined in the organizations are placing false resume (Gusdorf, 2008).

Chris Piotrowski and Terry Armstrong say that in their article that around all the
organizations are using traditional recruitment sources and 30% of organizations
are screening candidates honestly (Armstrong, 2006).

According to Korsten (2003) and Jones et al. (2006), Human Resource

Management theories emphasize on techniques of recruitment and selection and
outline the benefits of interviews, assessment and psychometric examinations as
employee selection process. They further stated that recruitment process may be
internal or external or may also be conducted online. Typically, this process is
based on the levels of recruitment policies, job postings and details, advertising,
job application and interviewing process, assessment, decision making, formal
selection and training (Korsten 2003).

Some of the research professionals and scholars say that there is a close linkage
between the recruitment selection employee satisfaction organization performance
and HR practises (Gorter, 1996). In his paper Recruitment and Selection of public
workers: An international compendium of modern trends and practises say that the
importance of using technology in the recruitment and selection process for
updating the organizational resources (Hays, 2004).

Decker & Cornelius say that compared to the traditional recruiting sources the
modern sources like referrals, casual applicants and direct approaches will benefit
at large (L.Barclay, 1985) (Cappelli, 2001).

Selection procedure also should be in application to the modern techniques

(M.Smith, 2001).

The literature says that employers are doing the traditional method of recruiting
rather than the modern technologies (Schmidt, 1998).Barber (1998) discussed the
recruitment function more closely related to the organization‟s strategic human
resource planning. From the organization‟s perspective, developing a recruitment
strategy involves three basic decisions, determining the target population,
determining the applicant source, and deciding how to attract applicants to the
organization.
44
According to the Burack (1985) recruitment sources are closely linked to the
organizational activities as performance of employees, employee turnover,
employee satisfaction, employee wishes and the commitment of the organization
(Burack, 1980).

Organizations, nearly always, plan to attract more applicants than they will hire.
Some of those contacted will be uninterested, unqualified or both. Each time a
recruitment program is contemplated, one task is to estimate the number of
applicants necessary to fill all vacancies with qualified people. (Heneman, 1986)
Companies calculate yield ratios (yRs) which express the relationship of applicant
inputs to outputs at various decision points. The yRs must be used with
circumspection. No yRs will be available for recruiting employees for the first
time, or for recruiting sources or method that have not yet been tried. Recruiters in
such 26 cases have to depend upon their counterparts in other organizations or
make their own guesses. (Heneman, 1986).

Once it is known how many and what type of recruits are required, serious
considerations need to be given to (i) „make‟ or „buy‟ employees; (ii) technological
sophistication of recruitment and selection devices; (iii) geographic distribution of
labour markets comprising job seekers; (iv) sources of recruitment; and (v)
sequencing the activities in the recruitment process. (Anthony, 1993).

Recruitment program can miss the ideal in many ways: by failing to attract an
adequate applicant pool, by under/over selling the organization, or by inadequately
screening applicants before they enter the selection process. (Heneman, 1986).

The job analysis identifies the tasks, responsibilities and outcomes required of a
job as well as identifying the knowledge and skills required to perform within the
position (Compton and Nankervis, 1998).

Most organizations require application forms to be completed because they provide

a fairly quick and systematic means of obtaining a variety of information about the
applicant. Application forms should therefore be developed with great care and
revised as often as necessary. (Snell et al, 2012)Application forms serve several
purposes. They provide information for deciding whether an applicant meets the
minimum requirements for experience, education and so on.

45
They provide a basis for questions the interviewer will ask about the 54 applicant‟s
background. They also offer sources for reference checks. (Snell et al, 2012)

Gorden (1970) in a statistical study of quits and stays in a relatively routine job in a
manufacturing firm, discovered that stable (long term) employees were over the
age of twenty nine at hiring, owned their own homes, had prior work experience
and possessed not more than nine year of formal schooling. Thus, he suggested that
these characteristics could be given more weightage on the application blank to
overcome turnover problems. Gorden (1984) has also discussed the importance of
educational qualifications to employers in the context of selection and degree of
competition for jobs among high school dropouts in England.

Myers and Fine(1985) have developed a pre-employment experience questionnaire

for various job categories which can be readily applied by personnel practitioners
to evaluate the relative qualifications of job applicants on the basis of their past
training and experiences.

Livens (1984) has pointed out that in personnel selection the biographical data
should be treated confidentially and a written permission should be obtained from
the candidate before transmitting information.

Owen (1968) has suggested that the historic and antecedent information needed by
psychologists may be acquired through a comprehensive bio-data form covering
major dimensions of subject‟s prior experience and demographic characteristics.

Guthrie (1964) has concluded that an individual‟s past political and religious
associations offer better and more specific 56 predictions of his future performance
than measurement of any of the personality traits.

In India, there are scattered efforts to construct and validate aptitude tests
especially for technical courses and jobs. For example‟ Sharma and Karla (1960) in
their study have compared the performance of engineering and non-engineering
students on a test of spatial ability for determining its usefulness in selection for
various courses and occupations. The findings reveal that although the test
successfully differentiated between engineering and non-engineering subjects, it
was not related to academic performance except for a few specialized courses 61
requiring engineering drawings. They found that students with higher scores in
mathematics and statistics were also found to possess high degree of spatial ability.

46
Davey (1984) examined common alternatives to written ability tests and evaluated
their typical effectiveness using the following criteria: validity, fairness,
administrative feasibility and candidate acceptance. Alternatives to written tests
included personality and interest inventories, interview and oral examination, etc.
It was concluded that considering the alternative approaches to using written tests,
results could be more fruitful than abandoning them in favor of non-testing
alternatives.

Das (1957) made a methodological analysis of personnel selection and developed a

quantitative interview rating form. The use of this technique in a variety of
industrial selection situations had shown increased reliability and statistical control
of errors of judgment.

In a study it was found that communication skills exerted primary influence on

judgment of applicant‟s qualifications when considered simultaneously with other
non-verbal cues and demographic differences were systematically 74 related to
those non-verbal cues and judgment of qualifications. (Parsons et al, 1984)

Information from interviews is not integrated or discussed in a systematic manner.

If several interviewers share information on an applicant, they may do so in a
haphazard manner. They do not identify job-related information or seek to examine
any conflicting information. This casual approach may save time and
confrontation, but only in the short run. In the long run, everyone in the
organization will pay for poor hiring decisions. Little agreement was found among
recruiters on the topics to be covered in the interview; individual recruiters failed
consistently to cover topics they believed more important. (Taylor et al, 1984)

After obtaining information through the preceding steps, selection decision – the
most critical of all the steps – must be made. The other stages in the selection
process have been used to narrow the number of candidates. The final decision has
to be mace from the pool of individuals who pass the tests, interviews and
reference checks. (Mathis, 1982)

47
CHAPTER - 4
4.1 ANALYSIS
4.2. FINDINGS

48
 4.1. DATA ANALYSIS :-
4.1.1.ANALYSIS OF OBJECTIVE 1:- To study the process of recruitment
and selection activities.

There are many recruitment methods which are being followed in the
organization. But out of these one such method is Head Hunting. The
process followed here are as follows:
Manpower planning

Identifying the Job Vacancy

Preparation of Job Analysis

Head hunting Method Used

Study of Skills and Knowledge

Shorlisting

Telecalling

Arranging for Interview

Assessment test

Interview

Shortlisting

Selection

Verification , Reference check

Offer Roll out

Onboarding

Induction

49
4.1.2.ANALYSIS ON GETTING NUMBER OF OFFER LETTER
THROUGH THE YIELD RATIOS METHOD:-

 Yield ratio :- It is the method in which the relationship of applicant

inputs to outputs at various decision points can be expressed.
Yield ratio(yR) = (Number of leads from recruitment method / Number
of candidates invited to interview) × 100% .

Type of No. of Screened

Sl. No. Interview Offer
Candidate Candidates calls

1 Experienced 66 12 2 0
2 Fresher 84 17 11 2
3 TOTAL 150 29 13 2

2
Offer (2/13) * 100 = 15%

13
Interview (13/29) * 100 = 45%

29
screened calls (29/150) * 100 = 19%

150
Applicants

The Jyote Motors did recruitment of sales executive. Out of 150 applicants,
29 candidates had accepted to come for interview (yR = 150 : 29). Of these
29 candidates , 13 came for interview round (yR = 29:13). Of these 13
candidates, 2 candidates were accepted the offer.

50
4.1.3. ANALYSIS USING PERCENTAGE METHOD:-

TABLE –1 :- RESPONDENTS ON THE BASIS OF THEIR DESIGNATION

DESIGNATION
Frequency Percent Valid Percent Cumulative
Percent
CCE 5 8.3 8.3 8.3
CCM 1 1.7 1.7 10.0
DSE 25 41.7 41.7 51.7
RM 9 15.0 15.0 66.7
SDSE 3 5.0 5.0 71.7
SM 2 3.3 3.3 75.0
SRM 6 10.0 10.0 85.0
TL 9 15.0 15.0 100.0
Total 60 100.0 100.0

51
INFERENCE :-

Here out of 60, 8.3% are Customer Care Executives, 1.7% are Customer
Care Managers, 41.7% are Dealer Sales Executives, 15% are Relationship
Manager, 5% are Senior Dealer Sales Executives, 3.3% are Senior Manager,
10% are Senior Relationship Manager and 15% are Team Leader. Hence
there are 5 CCE, 1 CCM, 25 DSE, 9 RM, 3 SDSE, 2 SM, 6 SRM, and 9 TL.

TABLE –2.RESPONDENTS ON THE BASIS OF AGE

AGE
Frequency Percent Valid Percent Cumulative
Percent
1 45 75.0 75.0 75.0
2 15 25.0 25.0 100.0
Total 60 100.0 100.0

52
INFERENCE :-

1 = 20 – 30 yrs 2 = 31 - 40 yrsHere1 represents the age limit of

employees that is from 20 – 30 years, which is 45 in number and are of
75%. 2 represents the age limit between 31 – 40 years, which is 15 in
number and are of 25%. So, total number of respondents were 60.

TABLE –3.RESPONDENTS BASED ON GENDER

GENDER
Frequency Percent Valid Percent Cumulative
Percent
1 47 78.3 78.3 78.3
2 13 21.7 21.7 100.0
Total 60 100.0 100.0

53
INFERENCE :-

1 = male respondents 2 = female respondents

Out of 60 respondents, 78.3% were males and 21.7% were females

employees. Hence 1 represents the number of male respondents are 47 and 2
represents number of female respondents are 13.

TABLE –4.RESPONDENTS ON THE BASIS OF QUALIFICATION

HIGHEST QUALIFICATION
Frequency Percent Valid Percent Cumulative
Percent
1 35 58.3 58.3 58.3
2 25 41.7 41.7 100.0
Total 60 100.0 100.0

54
INFERENCE :-

1 = Bachelor‟s degree 2 = Master‟s degree

Here, 58.3% employees have their qualification in Bachelor‟s degree which

are 35 in number and 41.7% have their qualification in Master‟s degree
which are 25 in number.
TABLE – 5 :- RESPONDENTS ON THE BASIS OF THEIR HIERARCHY

HIERARCHY
SL NO. Frequency Percent Valid Percent Cumulative
Percent
2 22 36.7 36.7 36.7
3 38 63.3 63.3 100.0
Total 60 100.0 100.0

55
INFERENCE

2 = lower management 3 = middle management

36.7% of the respondents belong to the lower management which are 22 in

number and 63.3% of the respondents belong to middle management which
are 38 in number.

TABLE – 6:- RESPONDENTS ON THE BASIS OF THEIR EXPERIENCE

WORK EXPERIENCE
SL. NO. Frequency Percent Valid Percent Cumulative
Percent
1 32 53.3 53.3 53.3
2 12 20.0 20.0 73.3
3 14 23.3 23.3 96.7
4 2 3.3 3.3 100.0
Total 60 100.0 100.0

56
INFERENCE:-

1 = 0-2 yrs 2 = 3-5 yrs 3 = 6 – 10 yrs 4 = 11 – 15 yrs

32 respondents belong to 0-2 years of experience, 12 respondents belong to 3-5

years of experience, 14 respondents belong to 6-10 years of experience and 2
respondents belong to 11-15 years of experience.

4.1.4.ANALYSIS OF OBJECTIVE 2:-To study the relationship between

recruitment and selection process with that of the employee performance.

1.ANALYSIS USING REGRESSION METHOD:-

In statistical modeling, regression method is a set of statistical processes for

estimating relationships among variables. Here dependent variable is employee
performance and independent variable is recruitment and selection process.

Table – 7 :- Correlations
Employee Recruitment Selection
Performance Process Process
Employee
1.000 .385 .636
Performance
Pearson
Recruitment
Correlation .385 1.000 .369
Process
Selection Process .636 .369 1.000
Employee
. .001 .000
Performance
Sig. (1-tailed) Recruitment
.001 . .002
Process
Selection Process .000 .002 .
Employee
60 60 60
Performance
N Recruitment
60 60 60
Process
Selection Process 60 60 60

57
From the Table, it can be observed that,
a. The association between recruitment process and employee
performance is 0.385; which means Employee performance is affected
by recruitment process by 38.5%, due to which it is less than 0.5 the
association between both the variables is weak.
b. The association between selection process and employee performance
is 0.636; which means Employee performance is affected by selection
process by 63.6%, due to which it is more than 0.5 and the
association between both the variables is strong.

Table – 8:- Model Summary

Model R R Square Adjusted R Square Std. Error of the
Estimate
a
1 .656 .431 .411 3.095
a. Predictors: (Constant), Selection Process, Recruitment Process
b. Dependent Variable: Employee Performance
Since R value is greater than 0.5 then the relationship between dependent
and independent variable is strong.
Table – 9 :- Coefficients
Model Unstandar Standard T Si 95.0% Correlations Collinearity
dized ized g. Confidenc Statistics
Coefficient Coefficie e Interval
s nts for B
B Std. Beta Low Upp Zer Part Pa Tolera VIF
Error er er o- ial rt nce
Bou Bou ord
nd nd er
-
(Consta 5.2 1.6 .1 11.7
3.233 1.2
nt) 60 27 09 34
15
Recruit -
.11 1.6 .1 .38 .20 .1 1.1
1 ment .074 .173 .02 .266 .863
8 09 13 5 8 61 58
Process 9
Selectio
.55 5.3 .0 .34 .63 .57 .5 1.1
n .104 .572 .762 .863
4 20 00 5 6 6 32 58
Process
From the previous table, it can be seen that a linear equation which can be
constructed as:- Y = a + b1X1 + b2X2

Y = 5.260 + 0.118X1 + 0.554X2

Where, Y is dependent variable that is employee performance and X1 and X2

are independent variable that is recruitment and selection process
respectively. Constant Value is „a‟ that is 5.260 , b1 and b2 are the coefficients
of recruitment and selection process respectively and the values are :- b1 =
0.118 and b2 = 0.554.

The association of independent variable that is selection process (b 1) is more

than the recruitment process (b2) with that of the dependent variable that is
employee performance (Y).

2.ANALYSIS USING CHI - SQUARE METHOD:-

Chi square test is any statistical hypothesis test where the sampling
distribution of the test statistic is a chi - squared distribution when the null
hypothesis (H0) is true.
H0 = There is relationship between recruitment process and employee performance.

H1 = There is no relationship between recruitment process and employee

performance.

Table – 10:- Recruitment Process vs Employee Performance

Chi-Square Tests
Value df Asymp. Sig. (2-sided)
a
Pearson Chi-Square 230.021 234 .561
Likelihood Ratio 145.763 234 1.000
Linear-by-Linear
8.724 1 .003
Association
N of Valid Cases 60

a. 266 cells (100.0%) have expected count less than 5. The minimum
expected count is .02.
59
It can be clearly observed that, there is significant relationship between
recruitment process and employee performance. Hence accept H 0 and reject
H1. In the significance value is greater than 0.05. Hence the result is
significant.

Table – 11 :- Selection Process vs Employee Performance

H0 = There is relationship between selection process and employee

performance.

H1 = There is no relationship between selection process and employee

performance.

Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 219.463a 143 .000
Likelihood Ratio 96.542 143 .999
Linear-by-Linear Association 23.879 1 .000
N of Valid Cases 60
a. 168 cells (100.0%) have expected count less than 5. The minimum
expected count is .02.

It can be clearly observed that, there is no significant relationship between

selection process and employee performance. Hence accept H1 and reject H0.
In the table the significance value is less than 0.05. Hence the result is
insignificant.
So, from both the tables of chi – square tests, it can be concluded that there
is significant relationship between recruitment and employee performance.
But there is no significant relationship between selection and employee
performance.

60
 4.2.FINDINGS
 From the head hunting method, which is one of the external source of
recruitment, the candidate‟s convincing skills, communication skills, and
their potentiality is observed.
 The Interview and the selection process of Jyote Motors consists of
mostly two rounds :- assessment round and HR round.
 A candidate fills up an application form where they give details about
their personal and professional which includes their name, educational
background, work experience, etc.
 While taking the interview the candidate‟s Job knowledge, Personality,
Communication and confidence is evaluated and recorded.
 At the end the offer letter was given to the two candidates and the
yield ratio at the last stage is 15%. The less in number happens
because of their qualification which does not matched, low confidence,
improper communication, and bad grooming style.
 From the survey that was conducted in Jyote Motors at Bhubaneswar
dealer point through questionnaire method, it was observed that :-
1. Out of 60, 8.3% are Customer Care Executives, 1.7% are
Customer Care Managers, 41.7% are Dealer Sales Executives,
15% are Relationship Manager, 5% are Senior Dealer Sales
Executives, 3.3% are Senior Manager, 10% are Senior
Relationship Manager and 15% are Team Leader.
2. 75% lies in the age limit of 20 – 30 years, which is 45 in
number and 25% are in the age limit between 31 – 40 years,
which is 15 in number.
3. 78.3% were males respondents and 21.7% were females
respondents.
4. 58.3% employees have their qualification in Bachelor‟s degree
which are 35 in number and 41.7% have their qualification in
Master‟s degree which are 25 in number.

61
5. 36.7% of the respondents belong to the lower management which
are 22 in number and 63.3% of the respondents belong to
middle management which are 38 in number.
6. 53.3% of the respondents have 0-2 years of experience, 20%
respondents have 3-5 years of experience, 23.3% respondents have
6-10 years of experience and 3.3% respondents have 11-15 years
of experience.
7. From the regression method, the association between
recruitment process and employee performance is 0.385; which
means Employee performance is affected by recruitment process
by 38.5%, due to which it is less than 0.5 the association
between both the variables is weak.
8. From the regression method, the association between selection
process and employee performance is 0.636; which means
Employee performance is affected by selection process by 63.6%,
due to which it is more than 0.5 and the association between
both the variables is strong.
9. From the model summary, the relationship between dependent
and independent variable is found to be strong because of the
R value.
10. From the coefficient table, it is found that the association of
independent variable that is selection process (b1) is more than the
recruitment process (b2) with that of the dependent variable that is
employee performance (Y).
11.From the Chi – square method, it was found that there is
significant relationship between recruitment process and employee
performance
12.From the Chi – square method, it is found that there is
insignificant relationship between selection process and employee
performance.

62
CHAPTER – 5
5.1. SUGGESTION

5.2. CONCLUSIONS

63
 5.1. SUGGESTIONS

Areas of suggestions are :-

1. From yield ratio, it is seen that very less number of candidates have

got offer letter. For the fresher, salary is needed to be increased for

which they will have a strong mindset to crack the interview and

candidates more in number will come for the interview process too.

2. As the relationship between recruitment and performance is positive,

then the increase of the transparency and authentic process of selection

for more productive work .

64
 5.2. CONCLUSIONS

Recruitment as being one of the major topic is required by most of the

organization. It can be clearly concluded that for a company to succeed all it takes

is the proper recruitment and selection strategies which also shapes the overall

manpower management of the company. This project “A STUDY ON

EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS” was

helpful to know about the recruitment and selection process of sales personnel in

Jyote Motors. This study was helpful to study the sources of recruitment and

selection techniques & methods used.

The study on recruitment and selection is more an ART rather than a

process. HR professional is having a big responsibility to hire a potential

candidate from the available pool of job applicants. At the same time, one needs

to be cost conscious. The employer should judge on individual merits and set the

same standards for all. In the present scenario, “It is the biggest challenge for a HR

manager to hunt for talent.”

65
 BIBLIOGRAPHY:-

1.SusanRosengarten/article: Do interviewers Sell themselves short? The effect

of selling orientation on interviewer‟s‟ judgments/publication : Academy of

Management Journal/ Aug 11, 2014

2.https://diversity.uiowa.edu

3.www.researchgate.net

4.Burack EH. Human Resource Planning, 1980.

5. Nartey D. Recruitment and Selection Practices of organizations, A Case Study

of HFC Bank (GH) LTD. Ghana: Kwame Nkrumah University of Science and
Technology, 2012.

6.Cappelli P. Making the most of Online Recruiting. Harvard Business Review

2001; 139-146.

7.Gorter CN. Employers‟ recruitment behavior and vacancy duration: an empirical

analysis for the Dutch Labor Market. Applied Economies 1996; 1463-1474.

8.Gusdorf ML. Recruitment and Selection: Hiring the Right Person. USA: Society
for Human Resource Management, 2008.

9.John HB. Human Resource Management: An Experimental approach. New

Delhi: McGraw Hill, 2003.

10.Hays R. Recruitment and Selection of Public Workers: An international

compendium of modern trends and practices. Public Personnel Management 2004;
237-252.

66
11.Aswathapa K. Human Resource Management. New Delhi: TMH, 2007.

12.Barclay LP. Recruiting Sources: Another Look. Journal of Applied Psychology

1985; 20-28.

13.Absar MM. Recruitment& Selection practices in Manufacturing Firms in

Bangladesh. The Indian journal of Industrial Relations 2012; 436-448.

14.Malhotra MN. A Study of the Recruitment and Selection process: SMC Global.
zenith International Journal of Multidisciplinary Research, 2014. .

15.Smith MI. Personal Selection. Journal of occupational and organizational

psychology 2001; 441-472.

16. Parry & Wilson (2009) :A Study of the Recruitment and Selection process

17. Ongori Henry and Temtime Z (2009): A study often recruitment and selection
practices of the small and medium enterprises

18.Heneman, 1986 Recruiting Sources: Another Look. Journal of Applied

Psychology ; 20-28.

19.Anthony, 1993 A Study of the Recruitment and Selection process

20.Compton and Nankervis, (1998) . Recruiting Sources: Another Look. Journal of

Applied Psychology ; 20-28.

21.Snell et al, 2012. Recruiting Sources: Another Look. Journal of Applied

Psychology

22.Myers and Fine(1985)A Study of the Recruitment and Selection process

23.Livens (1984)A Study of the Recruitment and Selection process

24. Guthrie (1964)Recruiting Sources: Another Look. Journal of Applied

Psychology ; 20-28.

25. Sharma and Karla (1960)Recruiting Sources: Another Look. Journal of Applied
Psychology ; 20-28.

67
26.Davey (1984)A Study of the Recruitment and Selection process

27. Das (1957)Recruitment& Selection practices in Manufacturing Firms

28. Parsons et al, (1984)A Study of the Recruitment and Selection process

29.Taylor et al, (1984)A Study of the Recruitment and Selection process

30. Mathis, (1982)Recruitment and Selection: Hiring the Right Person.

31. https://smallbusiness.chron.com

32. https://wap.business-standard.com

33.https://diversity.uiowa.edu

34. www.researchgate.net

35. Businessstandard.com

36.ET primes.com

37.www.marutisuzuki.com

38.www.carwale.com

39.Teachers and employees of the company

40.Customers of Maruti Suzuki

41.www.google.com

68
ANNEXURES
1. SAMPLE QUESTIONNAIRE
2. EMPLOYMENT APPLICATION FORM
3. INTERVIEW EVALUATION CARD

69
 SAMPLE QUESTIONNAIRE

1. Nmae : ______________________________

2. Designation: ___________________________

3. Your age (in years ):

 20-30 years  31-40 years 41-50years 50years and above

4. Gender :  Male Female

5. Your highest level of education completed.

 Bachelor‟s Degree Master‟s Degree Doctorate

6. You are belong to hierarchy :

 Non-Management  Lower Management
 Middle Management  Senior Management

7. How many years have you worked for in present organization?

0-2 years 3-5 years 6-10 years
11-15 years 16 years and above

8. RECRUITMENT PRACTICES
The following set of questions is meant to determine the impact of recruitment
practices on the employee performance. Please indicate your level of agreement on
the effectiveness of the following recruitment channels in relation to your
institution, using the scale: 1= strongly disagree; 2= disagree; 3= neutral; 4 =
agree; 5= strongly agree
RECRUITMENT PRACTICES 5 4 3 2 1
1 Press ( newspaper, magazine)
2 By institution websites
3 Online agents
4 By using head-hunter
5 Personal connection (referral from friends, relative and current
employee)
6 College recruitment through internship
7 From job-fair
8 Public agencies

9. To what extent would you say the recruitment practices employed in your
institution improve employee retention?
Very great extent [ ]
Great extent [ ]
Moderate extent [ ]
Little extent [ ]
No extent [ ]

10.SELECTION PRACTICES

The following set of questions is meant to determine the impact of Selection

practices on the employee performance. Please indicate how strongly you agree
or disagree with the effectiveness of the following selection practices/criteria in
your institution using the scale: 1=strongly disagree; 2= disagree; 3= neutral;
4 = agree; 5= strongly agree.

SELECTION PRACTICES 5 4 3 2 1
1 Interview
2 Work sample test and job knowledge test
3 IQ tests
4 Aptitudes tests
5 Personality tests
6 English language ability test
7 Through presentation
Please indicate how strongly you agree or disagree with the following statements
concerning your interview experience when you applied for this job. Using the
scale: 1= strongly disagree; 2= disagree; 3=neutral; 4 = agree; 5= strongly
agree, indicate the extent to which the statements relate to your institution.

11. INTERVIEW PROCESS

INTERVIEW PROCESS 5 4 3 2 1
1 Interview helped me to understand the company and content of
job.
2 The information I acquired from job interview influenced my
decision to accept the offer.
3 I acquired adequate information about my remuneration
package during my job interview.

12.EMPLOYEE PERFORMANCE

Kindly indicate your level of agreement with the following attributes of

employee performance at the institution. Use the scale: 1= strongly
disagree;2= disagree; 3= neutral; 4 = agree; 5= strongly agree:

EMPLOYEE PERFORMANCE 5 4 3 2 1
1 Nothing makes workers to be disappointed or dissatisfied

2 Corporate code of the institution lets me feel comfortable

at the work place.
sssss3 Unexpected and sudden changes in the institution culture
would influence workers positively
4 Each worker shows expected performance and successfully
perform all assigned task on schedule
5 There is a good system of establishing productive
communications between employees and senior
management
6 Workers collaborate with each other and share task

72
 JYOTE MOTORS (P) LTD.

BHUBANESWAR

EMPLOYMENT APPLICATION FORM

*Candidate is required to fill up all the details in this form in BLOCK letters and mention N/A
(not applicable) against those which does not apply in applicant‟s case.
AFFIX
PASSPORT
Post Applied for : ____________________________________ SIZE COLOUR
Applied through : ______________________________________________ PHOTOGRAPH
(Referral / Direct / Advertisement / Consultant) HERE
Full Name : ____________________________________________________
(Surname) (First) (Middle)

Father’s Name : _____________________________________________________

Address for Correspondence : ___________________________________________

_____________________________________________________________________________

Pin : __________ Email : __________________Tel : _________Cell : _________

Permanent Address: __________________________________________________

__________________________________________________________________

Pin : __________ Email : _________________Tel : _________Cell : _________

PERSONAL DATA :
Date of Birth Physical
Home
Place of Birth
Date Month Year Town Age Height Weight Blood
(Year) (Cms) (Kgs) Group

Marital Status : Single Married Date of Marriage : _______________

73
Family Members : (Parents, Siblings, Spouse, Children)
Name Age Relationship Occupation

Other Information :

Have you ever been tried / convicted by a court of law in India or abroad?

Yes No
Have you ever had any life threatening / contagious ailment?

Yes No

Academic / Professional Background :

* Start with your latest qualification and work down to school education
Sl. Qualification Name of Name & Year of Principal Regular Div./ %
No. University Address Passing Subjects Dist. Rank Mark
/ Board of School Learning
/ College Part Time

Any Scholarship / Merit Awards :

______________________________________________________________________________

______________________________________________________________________________

74
WORK EXPERIENCE :
* Start with your present employment and work down in reverse order :
Sl. No. Company‟s Last Dept. Employed Gross Reason
Name and Designation Salary For
Location From To Leaving

Total years of experience: Total number of job changes:

MSPIN NO :____________________ (In-case of prior work experience at MSIL dealership)

OWN CONVEYANCE :

None Two – wheeler Car

DECLARATION

I certify that the forgoing information is correct and complete to the best of
my knowledge and belief and nothing relevant has been concealed. I am not
aware of any circumstances which might impair my fitness for employment
in ……………………………………………………………………………………
I understand that if I am found at any time to have concealed or
mispresented any materials / facts or information against any of the above
particulars, my appointment in the company shall be liable to summary
termination without notice.

Place: ______________ Date: _____________ Signature : ______________

75
 PROFESSIONAL REFERENCE

REFERENCE – 1
NAME:
DESIGNATION CONTACT NO:-
ADDRESS

REMARKS
REFERENCE – 2
NAME
DESIGNATION CONTACT NO :-
ADDRESS

REMARKS
REFERENCE -3
NAME
DESIGNATION CONTACT NO :-
ADDRESS

REMARKS

PERSONAL REFERENCE
REFERENCE -1
NAME
RELATIONSHIP CONTACT NO :-
ADDRESS

REMARKS
REFERENCE – 2
NAME
RELATIONSHIP CONTACT NO :-
ADDRESS
REMARKS
REFERENCE – 3
NAME
RELATIONSHIP CONTACT NO :-
ADDRESS

REMARKS
Signature :
 INTERVIEW EVALUATION CARD

DEALERSHIP
DEALER SHIP NAME
LOCATION
CANDIDATE NAME GENDER
POST APPLIED FOR DATE
Score (1 to 5 Marks by each Interviewer)
Interviewer 1
Interviewer Marks
(Reporting
PARAMETERS Maximum HR 2 (CEO/ Obtained
Manager/
Marks Manager General (Out of
Departmental
Manager) 15)
Head)
Clarity of
Communication
Command over
content 15
Clarity of
thought and
expression
Present Ability
Appearance
15
Body Language
Hygiene Factor
Attitude and
Confidence 15
Positive Attitude
Confidence
Situation
Handling Skills,
if freshers/
15
Relevant
Experience, if
work ex
Total Marks
Obtained (Min.
60
60% for
selection)

77
Scoring 5 – Excellent 4 – Very Good 3 – Good
Guidelines 2 – Average 1 - Poor

Outcome (Please tick) Selected Not Suitable

Comments and Remarks:

Signature of Interview Panel
________________________ ______________________

CEO/ General Manager Functional Departmental Manager

_____________________
HR Manager

78