Review of Literature in Training and Development

LIST OF CONTENTS
CHAPTER
PAGE NO
NO
CERTIFICATE
ACKNOWLEDGEMENT
LIST OF TABLES
2
LIST OF FIGURES
3
1 INTRODUCTION
4-10
2 PROFILE & METHODOLOGY

11-24
3 RESEARCH METHODOLOGY
25-40
4 DATA ANALYSIS AND INTERPRETATION

41-61
5 FINDINGS, SUGGESTIONS & CONCLUSION

62-66
REFERENCE
67-68
ANNEXURE
69-73
TABLE LIST OF TABLES PAGE

NO NO
4.1 Gender 42
4.2 Age 43
1
4.3 Marital status 44
4.4 Qualification 45
4.5 Experience 46
4.6 Department 47
4.7 Source from where you came to know about the job 48
4.8 Method used for recruitment 49
4.9 Organization hires new employees 50
4.10 Other criteria used in selection process 51
4.11 Satisfied with shift time arrangement 52
4.12 Selection policy of the organization 53
4.13 Recruitment and selection are based on experience 54
4.14 Interviewing process and other selection procedures are acceptable 55
4.15 HR maintains an adequate pool of quality protected class 56
applicants based
4.16 HR clearly defines the job is description and job specification in 57
the recruitment process
4.17 Satisfied with your current job 58
4.18 Salary package offered by organization is satisfied 59
4.19 Rate the recruitment process in your organization 60
4.20 Effectiveness of the interviewing process and other selection 61
instruments, such as testing
TABLE LIST OF FIGURE PAGE

NO NO
4.1 Gender 42
4.2 Age 43
4.3 Marital status 44
4.4 Qualification 45
2
4.5 Experience 46
4.6 Department 47
4.7 Source from where you came to know about the job 48
4.8 Method used for recruitment 49
4.9 Organization hires new employees 50
4.10 Other criteria used in selection process 51
4.11 Satisfied with shift time arrangement 52
4.12 Selection policy of the organization 53
4.13 Recruitment and selection are based on experience 54
4.14 Interviewing process and other selection procedures are acceptable 55
4.15 HR maintains an adequate pool of quality protected class applicants 56
based
4.16 HR clearly defines the job is description and job specification in the 57
recruitment process
4.17 Satisfied with your current job 58
4.18 Salary package offered by organization is satisfied 59
4.19 Rate the recruitment process in your organization 60
4.20 Effectiveness of the interviewing process and other selection 61
instruments, such as testing
3
CHAPTER – 1
INTRODUCTION
1.1 About the area
HR is the process of managing people in organizations in a structured and thorough manner. This
covers the fields of staffing (hiring people), retention of people, pay and perks setting and
management, performance management, change management and taking care of exits from the
company to round off the activities. This is the traditional definition of HRM which leads some
experts to define it as a modern version of the Personnel Management function that was used
earlier.
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We have chosen the term "art and science" as HRM is both the art of managing people by
recourse to creative and innovative approaches; it is a science as well because of the precision
and rigorous application of theory that is required.
Human Resource Development (HRD) means to develop available manpower through suitable
methods such as training, promotions, transfers and opportunities for career development. HRD
programs create a team of well-trained, efficient and capable managers and subordinates. Such
team constitutes an important asset of an enterprise. One organisation is different from another
mainly because of the people (employees) working there in. According to Peter F. Drucker, "The
prosperity, if not the survival of any business depends on the performance of its managers of
tomorrow." The human resource should be nurtured and used for the benefit of the organisation
Recruitment is the process of attracting individuals on a timely basis in sufficient numbers and
with appropriate qualification, to apply for jobs within an organization. The process of searching
prospective employees with multidimensional skills and experience that suits organization
strategies in fundamental to the growth of the organization, this demands more comprehensive
strategic perspective recruitment. Organizations require the services of large number of
personnel, these personnel occupies the various positions created to the process of organization.
Each position of the organization has certain specific contributions to achieve the organizational
objectives. The recruitment process of the organizational has to be strong enough to attract and
select the potential candidates with right job specification. The recruitment process begins with
human resource planning and concludes with the selection of required number of candidates,
both HR staff and operating managers have responsibilities in the process.
"Right person for the right job is the basic principle in recruitment and selection. Every
organisation should give attention to the selection of its manpower, especially its managers.
Theoperative manpower is equally important and essential for the orderly working of an
enterprise.
Every business organisation/unit needs manpower for carrying different business activities
smoothly and efficiently and for this recruitment and selection of suitable candidates is essential
Human resource management in an organisation will not be possible if unsuitable persons are
selected and employment in a business unit.
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Recruitment means to estimate the available vacancies and to make suitable arrangements for
their selection and appointment. Recruitment is understood as the process of searching for and
obtaining applicants for the jobs, from among whom the right people can be selected.
A formal definition states, "It is the process of finding and attracting capable applicants for the
employment. The process begins when new recruits are sought and ends when their applicants
are submitted. The result is a pool of applicants from which new employees are selected". In this,
the available vacancies are given wide publicity and suitable candidates are encouraged to
submit applications so as to have a pool of eligible candidates for scientificselection.
In recruitment, information is collected from interested candidates. For this different sourcesuch
as newspaper advertisement, employment exchanges, internal promotion, etc.are used.
In the recruitment, a pool of eligible and interested candidates is created for selection of most
suitable candidates. Recruitment represents the first contact that a company makes with potential
employees.
Selection process is a decision making process. This step consists of a number of activities. A
candidate who fails to qualify for a particular step is not eligible for appearing for the subsequent
step. Employee selection is the process of putting right men on the right job. It is a procedure of
matching organisational requirements with the skills and qualifications of people. Effective
selection can be done only where there is effective matching. By selecting best candidate for the
required job, the organisation will get quality performance of employees. Moreover, organisation
will face less absenteeism and employee turnover problems. By selecting right candidate for the
required job, organisation will also save time and money. Proper screening of candidates takes
place during selection procedure. All the potential candidates who apply for the given job are
tested.
1.2 Scope of the study
The present research is confined to study the recruitment and selection process followed at tafe
limited. The study reveals the recruitment and selection process followed in the organization.
Whether employees are satisfied with the recruitment process? Is the organization is providing
ethical process for recruiting employees? The organizational study of tafe limited was done with
the study of recruitment and selection.
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1.3 Need of the study
 The study enables the company use all the recruitment strategies effectively in an
organization.
 To increase the effectiveness of different source for all types of job in an organization.
 The study projects the importance of recruitment and selection procedure which has an
impact on training followed in an organization.
 To identify the company recruited efficient and qualitative candidates in an organization.
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1.4 Objectives of the study
 To study and analyze the Recruitment and selection process followed at tafe limited
 To analyze the satisfactory level of the employees about Recruitment and selection
procedure of an organization.
 To study recruitment and selection methods at tafe limited.
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1.5 Limitations of the study
 Collection data properly from employees becomes difficulty due to the time constraint.
 Busy schedule of the employees also effected to some extent.
 There is a chance for bias in the information given by the respondents.
 The study was based on sample hence results were not fully absolute.
9
10
CHAPTER – 2
PROFILE & METHODOLOGY
2.1 Industry profile
India is mainly an agricultural country. Agriculture accounts for approximately 20 percent of

India's GDP over the past 10 years. Agriculture in India is the means of livelihood of almost half
of workforce in the country and employs nearly 58 percent of the population. Almost 42 percent
of India's geographical area is used for agricultural activity and therefore it is considered to be
the vital sector of Indian Economy.
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Indian Agricultural sector accounts for a current average growth rate of 2.2 percent. It is the
largest producer of pulses and second largest producer of rice and wheat in the world.
India exported $39 billion worth of agricultural products in 2013, making it the seventh largest
agricultural exporter worldwide, and the sixth largest net exporter. This represents explosive
growth, as in 2003 net export were about $5 billion. India is the fastest growing exporter of
agricultural products over a 10-year period, its $39 billion of net exports is more than double the
combined exports of the European Union.
The Tractor industry has always been a barometer for the state of rural economy in India. Indian
tractor industry is relatively young but now has become the largest market worldwide,
accounting one third of the global production. The other major tractor markets in the world are
China and US.
Volume growth in the tractor industry in the past four decades show a compound annual growth
rate (CAGR) of almost 10% despite the dependency of sales on various seasonal and
miscellaneous reasons and subsequently impacting industry volumes.
In the long run, Indian Tractor Industry has seen robust 8% CAGR in volumes over the last 43
years with two string bouts occurring during 1973-2000 and 2003-2014. There was a sudden
downfall in growth of the industry during 2000-2003. However, the growth was far from linear
because of various seasonal and unavoidable circumstances.
In the long run, the industry growth is expected to continue from a moderate CAGR rate of five
percent to seven percent, largely due to continued thrust by the government to increase
agricultural GDP. We expect the industry to stabilize around 450,000 to 500,000 tractors per
year by 2020.
Market Analysis
Tractor Penetration
We believe tractor demand will grow and will be boosted in the coming years by significant
impact by following factors:
 Shortage of Farm labor
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 Rising Cost of bullocks
 Raising Crop yields
 Use of tractors for non-agricultural and haulage purposes
According to a census, Indian Tractor population is estimated to be around 4.3 million with only
5% agricultural households owning tractors.
Tractor Penetration in Indian Farm Households:
The overall penetration for Indian Tractor industry is good in case of large farmers, about 46.2%.
This is due to more arable land and easiness in investing for a tractor.
Penetration level for Medium level farmers is around 21%. This is the major portion in total farm
households which have tractors.
Small and Marginal Farmers have very low penetration (around 1%), majorly because of low
farm income and less arable land.
Transformation from Manual to Machinery in Agriculture
How India is shifting from Draught animals to Tractors:
Even after removing marginal farm holdings, it can be judged that huge scope of growth still
exists, but there is a huge demographic inequality existing in terms of penetration.
While Southern and Western states are under penetrated and will experience growth due to new
demand in tractors and hence increasing penetration, Northern states are over penetrated.
Replacement demand will be a key factor for growth for this area.
World Market By Region
Japan has the highest penetration of Tractors, being 461 tractors per 1000 Hectares. This is
followed by Italy and U.K., but India has a very low penetration of tractors (15 Tractors per 1000
Hectares)
As the penetration is low, India has one of the highest demand in number of tractor units and
hence the sales of Indian Tractor Industry is increasing rapidly. China and U.S. has more tractors
than India but their demand is majorly due to replacement; whereas in India, the demand is fresh
due to low penetration. Hence Indian Tractor Industry is expected to have a positive growth.
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Indian Market share: sales and export
The Indian tractor industry has been growing at 8% CAGR with a strong bout of more than 10%
CAGR during 2003-2014. Although, the growth is evident, the growth pattern is not linear and
depends on various factors (in the given year).
Exports
The Indian tractor industry has developed over the years to become one of the largest tractor
markets in the world, with around half a million units in 1980's to around six million units now.
Indian Tractors are the cheapest and hence their export levels have been increasing
tremendously.
Annual export has increased from 5000 units in FY01 to 62,000 units in FY11, that is, growth of
around 12 times. In recent trends also, YoY growth FY10-FY11 was around 63%.
Sales
Although there was a drop in exports in FY13 and FY14, it was due to global decrease in tractor
units. Also the exports have doubled in a span of eight years from FY07 to FY16.
The sale of the tractors is usually higher in 2H than 1H of a particular year. This has been the
case for all years since FY01, except for FY 09 and FY 16.
Over the past decade, domestic tractor volumes have clocked 8-9% CAGR, with high
fluctuations, mainly because of irregular MSPs (Minimum Support Price), labor costs and
Monsoon.
Market Share Analysis
Tractors are getting widespread acceptance in India. Designs that allow multifunctional use,
adapted to local needs and rural constraints, are experiencing higher demands.
Segmentation of Indian Tractor Industry:
The Indian tractor market is broadly classified into five segments: less-than-20 HP (horsepower),
21-30 HP, 31-40 HP, 41-50 HP and 50+ HP. India has been predominantly a 31-40 HP market, -
42% of the industry.
Market players
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Currently there are around 6 major players (including MNCs and collaborations). Around 95% of
the market share is owned by these big players.
 International Tractors Limited

● Escort Tractors
● TAFE Limited
● John Deere India Pvt. Ltd.
● Mahindra Tractors
● New Holland
● Others (HMT, Force, Same Deutz Fahr)
Indian Tractor Market produces different units of tractors every year depending on the demand.
This demand is also dependent on various other independent factors.
Market share in Indian Tractor industry predominantly depends on various factors. Some of
those being as follows:
● Competitive cost of Tractors

● Tractor Exchange Deals by major players
● Condition of Monsoon
● Minimum Support Prices (MSP)
● Month-wise Trends
● Exports
● Lending Rate
● Ease in Financing of a Tractor
So, because of these factors, the Market Share fluctuates every year. The Market Share for FY11
to FY16 is:
Key points to note in Market Share from FY11 to FY 16:
● International Tractors Limited have seen an increase of almost 42% in their market share
from FY11 to FY 16. This has been due to their aggressive strategies and pricing its products
10-15% below competition rates.
● Innovative marketing strategies being used by International Tractors limited have boosted
their growth, especially tractor exchange. Their initiatives to provide credit to farmers helped
the company see a sharp jump in its market share.
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● TAFE has been able to increase its market share by expanding its coverage to new areas.
Also their dominance over high HP tractors have helped them increase their market share in
the last 5 years.
Segmentation Of Market
The Indian tractor market is broadly classified into five segments:
● 50+ HP
● 41 to 50 HP
● 31 to 40 HP
● 21 to 30 HP
● Less that 20 HP
The trend in the last 5 years shows preference towards higher horsepower tractors. Farmers are
now opting for 41-50 HP tractors rather than <30 HP and 31-40 HP tractors.
This has been due to increase in usage of tractors for haulage and also due to multiuse of tractors
in agriculture. This segment has risen its market share to 49% in FY16 from 29% in FY11.
Market Share 51 Hp And Above
● Mahindra Tractors lost ground in this segment from being 61% in FY12 to 24% in FY14.
This is a major loss for Mahindra tractors as their share decreased more than half in 2 years'
time.
● New Holland is a new player in this segment and started its production in FY13 with an
initial market share of 10% and has been increasing gradually since then.
● International Tractors Limited has been increasing its market share from 14% in FY12 to
36% in FY14.
Future Trends:
Higher HP and more sophisticated multi-purpose tractors are coming into the market.
Due to movement of people from rural to urban areas, the labor cost is increasing and depending
on machines will rise in the near future.
Market Value by States
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Penetration of tractors is very high in North India and hence the demand of the tractors will be
majorly because of replacement factors. Hence the percentage share of North India market will
either decrease or remain constant, depending on other factors such a rainfall and MSP for the
region.
However, South and West India are likely to drive the tractor demand for the next 2-3 years,
because of the following factors:
● Low penetration of tractors in these areas

● Better irrigation system and weather Market Players in different regions:
● Mahindra Tractors has a better hold over South and West India, having a 40-42% market
share, which is higher than its overall market share of 38%. I believe that Mahindra Tractors
will benefit from this as there is a better scope of growth in those regions.
● International Tractors Limited, on the other hand has a better hold over North India of about
19% market share, which is much more than the overall market share of about 12%.
Cost Analysis
Farm operations are usually done manually (human effort or animals) or with the help of
mechanized equipment such as tractors. Conventionally, usage of fodder animal was prevalent
because of less capital was needed and tractor cost was high. After 1990's when India
experienced LPG (Liberalization, Privatization, Globalization), tractor growth rose
exponentially, doubling the tractor usage between 1987 and 1992 and again doubling the usage
between 1992 and 1997.
In the 21" century, as the cost of tractors have gone down, cost estimation between viable
methods for farm operations was necessary.
The total Net Sown Area has also increased over the years from 1987 to 2015, which has led to
increase in overall farm income. Irrigation is also a major factor in the cost analysis, as irrigation
at subsidiary rates increases farm income and hence more capital can be invested in a tractor.
Increase in irrigation area is predominantly due to more focus of government on irrigation and
new initiatives being implemented on National as well as State level.
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Although, we see that annual cost of owning a tractor is less than annual cost of owning a
bullock cart with two bulls, still farmers can't buy tractors because of high capital intensive
required and the cash flow for medium and small farmers is low.
Also a tractor provides more tangible and intangible benefits to the farmer than a bullock cart. As
the tractor is mechanized, it works faster than a bullock cart and hence increasing the farm
income of a farmer and enabling him to crop land twice a year.
Less than one-third of total farmers cultivate two crops a year on their farms because of
dependency on labor and animals for farm operations. Efficiency is much lower as compared to
other countries.
Tractors are also being extensively used for transport and construction work. These are used in
mining, construction and transportation fields. Excess usage of tractors for transportation has
shrunk the replacement cycle of tractors to 7-9 years from 10-12 years earlier, hence boosting the
demand.
Also, as the percentage of imitated area to sown area is increasing rapidly, higher crop yields are
taking place which are encouraging farmers to shift from conventional practices.
Key Factors Impacting Sales
Monsoon Fluctuations
Rainfall is a major factor which influences agricultural growth, which in tum affects sales of
tractors. They have a proportional relationship between them. Rainfall, having a correlation of
about 0.25 with the sales of tractor (Source: (Dolat Capital-Tractor Industry, 2012), is not the
only major factor affecting sales.
Rainfall levels in India for the past 2 years have been low as compared to average rainfall levels.
However, if the history is to be believed, India has never seen 3 consecutive years of low rainfall
from the past 4 years.
As shown in the graph, the correlation between Rainfall levels and sales is not as per the contrary
belief.
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Even though rainfall was high in FY15, the sales dipped from 6,34,000 to 5,51,000 a decrease of
about 15%. Also, the rainfall levels were high in FY14 but the sales had increased. Additionally,
receding El-Nino effect also implies a higher probability of normal rainfall in FY17.
Whenever a low monsoon year is followed by a high or normal monsoon year, the growth of
tractors experience a sharp rebound, growing by an average of 12% due to better sentiment and
low base.
Minimum Support Prices
While normal and good monsoon is a factor in increasing the sales of tractors, a sustained growth
primarily comes from an increase in farm income of framers. This makes them raise a higher
capital and hence allowing them to invest in a tractor rather than labor and draught animals for
farm operations.
MSPs have seen an average hike of about 10% from 1980's, however it has been consistent from
the past 2 years.
MSP trends along with rainfall levels primarily decide the fate of tractor sales. MSP hike with
normal rainfall increases the sales of tractors whereas MSP fall with good rainfall will lead to
decrease in sales of tractors.
Month wise Trend in Sales
Tractor sales are not consistent throughout the year and vary from month to month as per the
cropping cycles. On the basis of seasons, there are 3 major type of crops grown in India:
Kharif Crops (Rice and Maize)
● Sowing: June-July
● Harvesting: Oct-Nov
Rabi Crops (Wheat and Barley)
● Sowing: Oct-Nov
● Harvesting: March
Summer Crops
● Sowing: April
● Harvesting: June-July
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New Technologies And Improvements In Tractors
4 WD Tractors:
Tractors can generally be classified as two-wheel drive and four-wheel drive tractors. Four-
wheel drive tractors began to appear in the 1960s. Some four-wheel drive tractors have the
standard "two large, two small configuration typical of smaller tractors, while some have "four
large", powered wheels.
The larger tractors are typically an articulated, center-hinged design steered by hydraulic
cylinders that move the forward power unit while the trailing unit is not steered separately.
Anti-lift Tractors:
Tractors in general are usually vulnerable because of their front Lift nature, resulting in reduced
or no steering of front wheels. This endangers the safety of the driver and results in considerable
damage which increases the maintenance cost for the owner.
Through series of path breaking measures such as: shifting the center of gravity and hitch point
forward, unique hub-reduction transmission.increased wheel base, heavy front axle, stiffener bars
and plates, custom-designed 85kg front bumpers and high-intensity extra front lamps; Lifting
vulnerability has been decreased. These features considerably improve the front Lift resistance
capability of the tractor.
Other Improvements:
● Improvement in fuel efficiency.

● Better tractor engines and transmissions.
● Steering system.
● Ergonomics and operational safety.
2.2 Company profile
Tractors and Farm Equipment Limited (TAFE), is an Indian tractor major incorporated in 1960
at Chennai, with an annual turnover of INR 93 billion (2014-15). The third-largest tractor
manufacturer in the world and the second largest in India by volumes, TAFE wields about 25%
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market share of the Indian tractor industry with a sale of over 150,000 tractors (domestic and
international) annually.
With six tractor plants, an engines plant, two gears and transmission components plants, two
engineering plastics units, two facilities for hydraulic pumps and cylinders and one batteries
plant besides other facilities, TAFE employs over 2500 engineers apart from a number of
specialists in other disciplines.
Location of plants: Chennai, Madurai, Doddaballapur, Bhopal, Alwar and Parwanoo, Tafe also
has manufacturing plants in Turkey and China.
History and Awards: From a humble beginning with just one tractor model in 1961,TAFE today
is recognized as a high quality mass-manufacturer with an extensive product range to meet the
expectations of every farmer and every farm mechanization need. TAFE's partnership with
AGCO Corporation and the Massey Ferguson brand for over 55 years is a stellar example of its
commitment to building long-term relationships with its stakeholders, through fair and ethical
business practices. TAFE is committed to the Total Quality Movement (TQM). In the recent past
various plants of TAFE have garnered, three TPM Excellence Awards' from the Japan Institute
of Plant Management, the 'Frost & Sullivan IMEA Award for significant progress towards
reliable processes, the 'Regional Contributor Award for quality supplies from Toyota Motor
Company, Japan, and the Manufacturing Supply Chain Operational Excellence Automobiles
Award at the second Asia Manufacturing Supply Chain Summit for its supply chain
transformation, as well as a number of other regional awards for TPM excellence.
Its tractor plants are certified under ISO 9001 and under ISO 14001 for their environment
friendly operations. In 2008, Business Standard awarded TAFE the 'Star Award for Unlisted
Companies' and in 2013 the Public Relations Council of India conferred TAFE with the
'Corporate Citizen of the Year Award.
2.3 Product profile
Massey Ferguson Tractors
Massey Ferguson - a world-renowned premium brand offering a wide variety of tractors and
farm machinery is an icon in itself and has been reshaping the agricultural landscape of the world
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since over a century now. Recognized for its experience, innovation and superior build quality,
this eminent global tractor brand offers one of the most comprehensive and versatile range of
agricultural and utility tractors in the industry.
Our range of premium and technologically advanced Massey Ferguson brand of tractors serve
every farmer and every new mechanization need. Crafted with the finesse of TAFE, the Massey
Ferguson tractors are built to last.
TAFE Tractors
Labeled under our signature brand, the TAFE range of tractors for the export markets, is tough,
durable and efficient. With an established presence in Africa, Sri Lanka, Bangladesh and parts of
Europe, the robust utility tractors from TAFE are known for their dependability and relevantly
optimized technology.
The TAFE tractors have proven their mettle in working with vivid soil conditions and for a wide
range of applications to cultivate various geographies around the world.
Built to the taste of the land, a TAFE tractor is synonymous to toughness and stands for high
standards of precision build quality, housing the expertise of TAFE acquired over decades of its
being.
IMT Tractors
With a history stretching back to over 70 years, IMT - Industrija mašina i traktorais a Serbian
tractor and agriculture equipment manufacturing company and is one of the most popular tractor
brands in Eastern Europe, Northern Africa and the Balkans.
The first factory was founded in 1947 as the central foundry. In 1949, the central foundry and a
few local companies were consolidated to form a new company, the Metal Institute which later
became to be known as Industrija mašina i traktora (Serbian for ‘Industry of Machinery and
Tractors’). TAFE, which had a long association with IMT, acquired IMT in the year 2018.
TAFE’s association with IMT spans many decades through business cooperation that involved
the supply of components, aggregates and technical support.
IMT is a pioneer in farm mechanization and tractor technology. Our tractors, which range
between 35 hp to 220 hp, are suitable for cultivating agricultural land, vineyards & orchards and
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for infrastructure applications. Our products draw strength from the indigenous R&D and the
robust technology that we have built over the past decades.
Agro Engines
Marketed under the Eicher Engines brand, Agro Engines manufactures superior quality diesel
engines in the range 12 – 46 hp. These engines are robust, low maintenance, fuel efficient and
serve as an additional source of revenue to farmers and our rural customers. In a short span of
time, the brand has earned the trust of most customers and is one of the most preferred brand
names in the range.
All the engines in this segment are air-cooled, and can run for long durations at high ambient
temperatures, thereby increasing the productivity and profits of the customer. Agro Engines have
no need for a coolant and are almost completely maintenance free since there is no radiator,
water pump, or thermostat valve, bypassing the usual problems of leakages and radiator choking.
2.4 Review of literature
2020 Sania Usmani
23
Recruitment and Selection Process at Workplace: A Qualitative, Quantitative and Experimental
Perspective of Physical Attractiveness and Social Desirability. (2020)
The most important results and recommendations mentioned in this review came to search of
three studies related to the subject of the recruitment process and selection in the workplace: a
qualitative, quantitative and experimental perspective of physical attractiveness and social desire.
It was concluded that all three studies and data analysis, and found that physical attractiveness
does not play a role in the selection and employment process Individually, this review will help
shed light on theories on the factors that affect the recruitment process. The results of this review
will also guide all future studies on how appearance, confidence, communication skills and
resumption of clarity play an important role in the recruitment process rather than physical or
facial attractiveness.
2020 Dharshini.K.A & Seleena.R
A Pragmatic study on Human Resources Trends in recruitment and selection process in Non-
Banking Financial Companies in Kanniyakumari district (2020)
The most important study recommended that it is necessary to enhance the new form of talent
acquisition, such as campus recruitment, the trainees program to employ the appropriate talents,
and the evaluation of candidates during recruitment must be more efficient. This study provided
a conclusion that the recruitment process and selection among employees of non-banking
financial companies have a positive importance Regarding their job satisfaction, the company
still has to enhance the level of employment in new formulas for employment of qualified
employees in the coming time period.
2020 Bushra Bintey Mahbub
Internship Report on Recruitment and Selection Process of BRAC Bank LTD. (BBL)(2020)
The report made several recommendations, the most important of which was that some
procedures could be computerized via the Internet so that some work is reduced and
opportunities for manual errors are reduced. It also recommended that it is necessary to assign
more manpower. There is a need for more manpower in proportion to work. And the need to give
more facilities to the trainees, and the most important goal was that they should search for
quality instead of quantity in the case of selecting or employing employees sometimes to achieve
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the goal and incentive, they choose some unqualified people who cannot bear the workload and
fall into depression and finally expel them from the organization.
2019 Tri Indri Hardin and Others
Indonesian Language Assistant Program In Australian Schools: Recruitment And Selection

Process (2019)
It became evident from this study that the UPI Indonesian recruitment process has several stages.
Each stage has its own purpose to choose the best candidates required by both UPI and DET. It is
expected that each process of selection processes will thoroughly explore the general skills and
competencies of the candidates. The study recommended the necessity of sustaining this
program, and it is also necessary to continuously improve the recruitment and selection system in
order to select the best candidates for the coming years.
2019 Sophia Diana Rozario and Others
Challenges in Recruitment and Selection Process: An Empirical Study (2019)
The study indicated that there are some restrictions and it was considered an introductory study
for future research. The first limitation relates to the cross sectional nature of this study
describing participants' feelings and thoughts about the selection process at a particular time
only. Therefore, the results are based on the participant's emotions for that period only rather
than evidence over a period of time for all VTA members. Another limitation is that the results
are presented only to the views of the participants in this study only, and therefore represent a
partial perspective for reviewing the selection process when considering all other employees in
the organization who did not participate in the study. Based on the results of this research, one of
the important results is to provide a comprehensive and representative research By involving
more participants from each organization in this sector. This will greatly enhance the empirical
knowledge base on employee selection as well as provide valuable insights and comparisons on
perceptions of talent acquisition between different sectors. This will make a valuable
contribution to developing a more comprehensive understanding of talent acquisition and staff
selection in the recruitment process.
2018 Ahmedabad
A Study On Recruitment And Selection Process Of Airtel (2018)
25
The study presented several recommendations, the most important of which was the necessity of
an effective human resources management in the organization that depends on the effectiveness
of many other human resources activities such as selection and training on the quality of new
employees who are attracted through the recruitment process. Also on raising awareness about
the risk of wrongful appointments, management must obtain specific training on the recruitment
process. Finally, an improvement in organizational results was observed as a result of improved
recruitment and selection strategies. More effectively, the more organizations recruit and choose
candidates, the more likely they will be recruited and retained. In addition, the effectiveness of
the enterprise selection system can affect low business outcomes, such as productivity and
financial performance. Therefore, money investment is spent on developing a comprehensive
and valid selection system.
2017 Dr. Amer Hani Al Kassem
Recruitment and Selection Practices in Business Process Outsourcing Industry(2017)
The study recommended that access to employee services, develop their skills,and motivate
them at high levels of performance, and in order to ensure the maintenance of their commitment
to the organization, this is necessary to achieve organizational goals. Also, no organization can
survive without giving importance to its employees. Moreover, the adoption of different business
models, best practices and strategies is the motto that the institution must follow to retain its
employees. Achieving reasonable expectations for employees must be an ongoing process.
2017 Agneš Slavić and others
The Role of the Internet and Social Networks in Recruitment and Selection Process(2017)
The results of the research conducted show that in Serbia, the internet and social networks are
used in the recruitment process, but still not to a large extent. According to the results of the
survey, 30% of organizations in Serbia use advertising job vacancies on the company's official
website and 32% of organizations do this on commercial websites. The conclusion is that the
decision to select a suitable candidate should not only be based on social network data, but this
information can help in making decisions. Combining traditional selection methods with modern
online methods can provide better results and provide a better database for decision makers to
choose a suitable candidate.
26
2016 Endah Setyowati
Merit System in Recruitment and Selection Process of Civil Servant Candidate in Malang
Indonesia (Implementation of Recruitment and Selection of Civil Servant Candidate in 2010)
(2016)
The results showed that formation submission has not been based on the analysis on the needs of
employees, as well as job and workload analysis. There are three factors inhibiting the
application of the merit system in the recruitment and selection of employees. The first is the
administrative barriers related to the lack of harmonization between the policy framework which
became the legal basis for carrying out recruitment and selection of employees. The results
showed indications of corruption in the process of recruitment and selection of employees.
Results also indicate that the practice of transaction between applicants and committee still
happens. The third is the technical barriers associated with the limited ability of personnel
resources in carrying out the responsibility and the lack of infrastructure in the process of
recruitment and selection of employees.
2015 Stoilkovska and others
Equal employment opportunities in the recruitment and selection process of human

resources(2015)
Taking into account all the results of the research, it can be generally concluded that the HR
managers in the companies in the Republic of Macedonia generally consider that they do their
work professionally and employ the best personnel without any influence of prejudice and
discrimination on any grounds during the recruitment and selection process while the opinion is
different among the people who have experienced these processes and they consider that this
concept has not been enough preserved. From the presented conclusions the following
recommendations arise.
2.5 Research methodology
Research design: Descriptive research
27
Sampling technique: Convenient sampling.
Sample size: 100
Period of study: 05/06/2022 to 25/06/2022
Data collection: The primary as well as the secondary sources was used for collection of data.
Primary data: Primary data involves the collection of data that does not already exist. This can
be through numerous forms, including questionnaires.
Secondary data: Secondary research involves the summary, collection and/or synthesis of
existing research rather that primary research, where data are collected form, for example,
research subject or experiments.
Data collection instrument: Google form
Structure of questionnaire:
 The questions be asked in sequential order as per the objectives of the study
 Number of open-ended questions
 Number of close-ended questions
 Number of Likert’s rating scale questions
 Rank order
Tools for analysis:
 Ratio analysis.
 Statistical knowledge of the research.
28
CHAPTER -3
CONCEPTUAL FRAMEWORKS
3.1 Meaning
29
Recruitment means to estimate the available vacancies and to make suitable arrangements for
their selection and appointment. Recruitment is understood as the process of searching for and
obtaining applicants for the jobs, from among whom the right people can be selected.
A formal definition states, "It is the process of finding and attracting capable applicants for the
employment. The process begins when new recruits are sought and ends when their applicants
are submitted. The result is a pool of applicants from which new employees are selected". In this,
the available vacancies are given wide publicity and suitable candidates are encouraged to
submit applications so as to have a pool of eligible candidates for scientific selection.
In recruitment, information is collected from interested candidates. For this different source such
as newspaper advertisement, employment exchanges, internal promotion, etc. are used.
In the recruitment, a pool of eligible and interested candidates is created for selection of most
suitable candidates. Recruitment represents the first contact that a company makes with potential
employees
3.2 Definition
According to EDWIN FLIPPO, "Recruitment is the process of searching for prospective
employees and stimulating them to apply for jobs in the organization."
3.3 Need for recruitment

The need for recruitment may be due to the following reasons / situation
a) Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and
labor turnover.
b) Creation of new vacancies due to the growth, expansion and diversification of business
activities of an enterprise. In addition, new vacancies are possible due to job specification.
Purpose and importance of Recruitment:
1. Determine the present and future requirements of the organization on conjunction with its
personnel-planning and job analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of visibly under
qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected, will leave the
organization only after a short period of time.
5. Meet the organization's legal and social obligations regarding the composition of its work
force.
30
6. Begin identifying and preparing potential job applicants who will be appropriate candidates.
7. Increase organizational and individual effectiveness in the short term and long term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all types’ of job
applicants.
9. Recruitment is a positive function in which publicity is given to the jobs available in the
organization and interested candidates are encouraged to submit applications for the purpose of
selection.
3.4 Recruitment process

Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of
qualified job applicants. The process comprises five interrelated stages, viz.
1. Planning.
2. Strategy development.
3. Searching.
4. Screening.
5. Evaluation and control.
Stage 1 Recruitment planning
The first stage in the recruitment process is planning. Planning involves the translation of likely
job vacancies and information about the nature of these jobs into set of objectives or targets that
specify the (1) Numbers and (2) Types of applicants to be contacted.
Numbers of contact
Organization, 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 Programme is
contemplated, one task is to estimate the number of applicants necessary to fill all vacancies with
the qualified people.
Types of contacts
It is basically concerned with the types of people to be informed about job openings. The type of
people depends on the tasks and responsibilities involved and the qualifications and experience
expected. These details are available through job description and job specification.
Stage 2 Strategy development
31
When it is estimated that what types of recruitment and how many are required then one has
concentrate in (1). Make or Buy employees. (2). Technological sophistication of recruitment and
selection devices. (3). Geographical distribution of labor markets comprising job seekers.
Make or Buy employees
Organization must decide whether to hire le skilled employees and invest on training and
education programmers, or they can hire skilled labor and professional. Essentially, this is the,
make" or ,,buy" decision. Organizations, which hire skilled and professionals shall have to pay
more for these employees.
Technological Sophistication
The second decision in strategy development relates to the methods used in recruitment and
selection. This decision is mainly influenced by the available technology. The advent of
computers has made it possible for employers to scan national and international applicant
qualification. Although impersonal, computers have given employers and job seekers a wider
scope of options in the initial screening stage.
Geographical distribution of labor markets comprising job
The workforce or labour force is a concept referring to the pool of human beings either in
employment or in unemployment. It is generally used to describe those working for a single
company or industry, but can also apply to a geographic region like a city, state, or country.
Stage 3 Searching
Once a recruitment plan and strategy are worked out, the search process can begin. Search
involves two steps
A) Source activation and
B) Selling.
Step 4 Screening
Screening of applicants can be regarded as an integral part of the recruiting process, though
many view it as the first step in the selection process. Even the definition on recruitment, we
quoted in the beginning of this chapter, excludes screening from its scope. However, we have
included screening in recruitment for valid reasons. The selection process will begin after the
applications have been scrutinized and short-listed. Hiring of professors in a university is
atypical situation. Application received in response to advertisements is screened and only
eligible applicants are called for an interview. A selection committee comprising the Vice-
chancellor, Registrar and subject experts conducts interview. Here, the recruitment process
extends up to screening the applications. The selection process commences only later.
Purpose of screening
32
The purpose of screening is to remove from the recruitment process, at an early stage, those
applicants who are visibly unqualified for the job. Effective screening can save a great deal of
time and money.
In screening, clear job specifications are invaluable. It is both good practice and a legal necessity
that applicant's qualification is judged on the basis of their knowledge, skills, abilities and
interest required to do the job.
Stage 5 Evaluation and control
Evaluation and control is necessary as considerable costs are incurred in the recruitment process.
The costs generally incurred are: -
1. Salaries for recruiters.
2. Management and professional time spent on preparing job description, job specifications,
advertisements, agency liaison and so forth.
3. The cost of advertisements or other recruitment methods, that is, agency fees.
4. Recruitment overheads and administrative expenses.
5. Costs of overtime and outsourcing while the vacancies remain unfilled.
6. Cost of recruiting unsuitable candidates for the selection process.
3.5 Sources of recruitment
Internal sources
1) Promotion
2) Transfers
3) Internal notification
4) Retirement
5) Former employees
External sources
1) Campus recruitment
2) Press advertisement
3) Management consultancy service
4) Deputation of personnel or transfer from one enterprise to another
5) Walk-ins, write-ins, talk-ins
33
The sources of recruitment can be broadly categorized into internal and external sources
1) Internal recruitment
Internal recruitment seeks applicants for positions from within the company. The various internal
sources include:
Promotions and Transfers
Promotion is an effective means using job posting and personnel records. Job posting requires
notifying vacant positions by posting notices, circulating publications or announcing at staff
meetings and inviting employees to apply. Personnel records help discover employees who are
doing jobs below their educational qualifications or skill levels. Promotions has many
advantages like it is good public relations, builds morale, encourages competent individuals who
are ambitious, improves the probability of good selection since information on the individual's
performance is readily available, is cheaper than going outside to recruit, those chosen internally
are familiar with the organization thus reducing the orientation time and energy and also acts as a
training device for developing middle-level and top-level managers.
Employee referrals
Employees can develop good prospects for their families and friends by acquainting them with
the advantages of a job with the company, furnishing them with introduction and encouraging
them to apply. This is a very effective means as many qualified people can be reached at a very
low cost to the company. The other advantages are that the employees would bring only those
referrals that they feel would be able to fit in the organization based on their own experience. In
this way, the organization can also fulfil social obligations and create goodwill.
Former Employees
These include retired employees who are willing to work on a part-time basis, individuals who
left work and are willing to come back for higher compensations. Even retrenched employees are
taken up once again. The advantage here is that the people are already known to the organization
and there is no need to find out their past performance and character.
Dependents of deceased employees
Usually, banks follow this policy. If an employee dies, his/her spouse or son or daughter is
recruited in their place. This is usually an effective way to fulfil social obligation and create
goodwill.
Recalls
When management faces a problem, which can be solved only by a manager who has proceeded
on long leave, it may de decided to recall that persons after the problem is solved, his leave
maybe extended.
Retirements
34
At times, management may not find suitable candidates in place of the one who had retired, after
meritorious service. Under the circumstances, management may decide to call retired managers
with new extension.
2) External recruitment
External recruitment seeks applicants for positions from sources outside the company. They have
outnumbered the internal methods. The various external sources include
Professional or Trade Associations
Many associations provide placement service to its members. It consists of compiling job
seeker's lists and providing access to members during regional or national conventions. Also, the
publications of these associations carry classified advertisements from employers interested in
recruiting their members. These are particularly useful for attracting highly educated,
experienced or skilled personnel.
Advertisements
It is a popular method of seeking recruits, as many recruiters prefer advertisements because of

their wide reach. Want ads describe the job benefits, identify the employer and tell those
interested how to apply. Newspaper is the most common medium but for highly specialized
recruits, advertisements may be placed in professional or business journals.
Advertisements must contain proper information like the job content, working conditions,
location of job, compensation including fringe benefits, job specifications, growth aspects, etc.
Campus Recruitments
Colleges, universities, research laboratories, sports fields and institutes are fertile ground for
recruiters, particularly the institutes. Campus Recruitment is going global with companies like
HLL, Citibank, HCL-HP, ANZ Grind lays,L&T, Motorola and Reliance looking for global
markets. Some companies recruit a given number of candidates from these institutes every year.
Campus recruitment is so much sought after that each college; university department or institute
will have a placement officer to handle recruitment functions.
However, it is often an expensive process, even if recruiting process produces job offers and
acceptances eventually. Walk-ins, Write-ins and Talk-ins:
The most common and least expensive approach for candidates is direct applications, in which
job seekers submit unsolicited application letters or resumes. Direct applications can also provide
a pool of potential employees to meet future needs. From employees" viewpoint, walk-ins are
preferable as they are free from the hassles associated with other methods of recruitment. While
direct applications are particularly effective in filling entry level and unskilled vacancies, some
organizations compile pools of potential employees from direct applications for skilled positions.
Write-ins are those who send written enquiries. These jobseekers are asked to complete
application forms for further processing. Talk-ins involves the job aspirants meeting the recruiter
35
(on an appropriated date) for detailed talks. No application is required to be submitted to the
recruiter.
Consultants
They are in this profession for recruiting and selecting managerial and executive personnel. They
are useful as they have nationwide contacts and lend professionalism to the hiring process. They
also keep prospective employer and employee anonymous. However, the cost can be a deterrent
factor.
Head Hunters
They are useful in specialized and skilled candidate working in a particular company. An agent is
sent to represent the recruiting company and offer is made to the candidate. This is a useful
source when both the companies involved are in the same field, and the employee is reluctant to
take the offer since he fears, that his company is testing his loyalty.
Radio, Television and Internet
Radio and television are used to reach certain types of job applicants such as skilled workers.
Radio and television are used but sparingly, and that too, by government departments only.
However, there is nothing inherently desperate about using radio and television. It depends upon
what is said and how it is delivered. Internet is becoming a popular option for recruitment today.
2.6 Selection
Selection process is a decision making process. This step consists of a number of activities. A
candidate who fails to qualify for a particular step is not eligible for appearing for the subsequent
step. Employee selection is the process of putting right men on the right job. It is a procedure of
matching organizational requirements with the skills and qualifications of people. Effective
selection can be done only where there is effective matching. By selecting best candidate for the
required job, the organization will get quality performance of employees. Moreover, organization
will face less absenteeism and employee turnover problems. By selecting right candidate for the
required job, organization will also save time and money. Proper screening of candidates takes
place during selection procedure. All the potential candidates who apply for the given job are
tested.
The difference between recruitment and selection
Recruitment is identifying n encouraging prospective employees to apply for a job and Selection
is selecting the right candidate from the pool of applicants
2.7 Selection process

Selection is a long process, commencing from the preliminary interview of the applicants and
ending with the contract of employment.
36
Preliminary test, Selection test, Employment interview, Reference and background, Analysis,
Selection decision, Physical examination, Job offer, Employment contract.
Step-1 Preliminary interview
The applicants received from job seekers would be subject to scrutiny so as to eliminate
unqualified applicants. This is usually followed by a preliminary interview the purpose of which
is more or less the same as scrutiny of application, that is, eliminate of unqualified applicants.
Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the information
supplied in their application forms. Preliminary interview, on the other hand, helps reject misfits
for reason, which did not appear in the application forms.
Step-2 Selection test
Job seekers who pass the screening and the preliminary interview are called for tests. Different
types of tests may be administered, depending on the job and the company.
Generally, tests are used to determine the applicant's ability, aptitude and personality.
The following are the type of tests taken:
1. Ability test
2. Aptitude test
3. Intelligence test
4. Interest test
5. Personality test
6. Projective test
7. General knowledge test
8. Perception test
9. Graphology test
10. Polygraph test
11. Medical test
Step-3 Interview
The next step in the selection process is an interview. Interview is formal, in depth conversation
conducted to evaluate the applicant's acceptability. It is considered to be excellent selection
device. It is face-to-face exchange of view, ideas and opinion between the candidates and
interviewers. Basically, interview is nothing but an oral examination of candidates. Interview can
be adapted to unskilled, skilled, managerial and profession employees.
37
Types of interview
Interviews can be of different types. There interviews employed by the companies.
Following are the various types of interview:
1. Informal interview
2. Formal interview
3. Non directive interview
4. Depth interview
5. Stress interview
6. Group interview
7. Panel interview
8. Sequential interview
9. Structured interview
10. Unstructured interview
11. Mixed interview
12. Telephonic interview
Step-4 Reference check
Many employers request names, addresses, and telephone numbers of references for the purpose
of verifying information and perhaps, gaining additional background information on an
applicant. Although listed on the application form, references are not usually checked until an
applicant has successfully reached the fourth stage of a sequential selection process. When the
labor market is very tight, organizations sometimes hire applicants before checking references.
Step-5 Selection decision
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 the candidates. The final decision has to be made the pool of individuals who pas
the tests, interviews and reference checks.
The view of the line manager will be generally considered in the final selection because itis
he/she who is responsible for the performance of the new employee. The HR manager plays a
crucial role in the final selection.
Step 6 Physical examination
38
After the selection decision and before the job offer is made, the candidate is required to undergo
a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after
the physical examination. The results of the medical fitness test are recorded in a statement and
are preserved in the personnel records. There are several objectives behind a physical test.
Obviously, one reason for a physical test is to detect if the individual carries any infectious
disease. Secondly, the test assists in determining whether an applicant is physically fit to perform
the work. Thirdly, the physical examination information can be used to determine if there are
certain physical capabilities, which differentiate successful and less successful employees.
Finally, such an examination will protect the employer from workers compensation claims that
are not valid because the injuries or illness were present when the employee was hired.
Step 7 Job offer
The next step in the selection process is job offer to those applicants who have crossed all the
previous hurdles. Job offer is made through a letter of appointed. Such a letter generally contains
a date by which the appointee must report on duty. The appointee must be given reasonable time
for reporting. Those is particularly necessary when he or she is already in employment, in which
case the appointee is required to obtain a relieving certificate from the previous employer.
The company may also want the individual to delay the date of reporting on duty. If the new
employee's first job upon joining the company is to go on company until perhaps aweek before
such training begins.
Step 8 Contract of employment
There is also a need for preparing a contract of employment. The basic information that should
be included in a written contract of employment will vary according to the level of the job, but
the following checklist sets out the typical headings:
1. Job title
2. Duties, including a parse such as "The employee will perform such duties and will be
responsible to such a person, as the company may from time to time direct".
3. Date when continuous employment starts and the basis for calculating service.
4. Rate of pay, allowance, overtime and shift rates, method of payments.
5. Hours of work including lunch break and overtime and shift arrangements.
6. Holiday arrangements:
7. Paid holidays per year.
8. Public holidays.
9. Special terms relating to rights to patent and designs, S confidential information and restraints
on trade after termination of employment.
39
The drawback with the contracts is that it is almost to enforce them. A determined employee is
bound to leave the organisation, contract or no contract.
Step 9 Concluding the selection process
Contrary to popular perception, the selection process will not end with executing the
employment contract. There is another step - amore sensitive one reassuring those candidates
who have not selected, not because of any serious deficiencies in their personality, but because
their profile did not match the requirement of the organisation.
They must be told that those who were selected were done purely on relative merit.
Step 10 Evaluation of selection programmer
The broad test of the effectiveness of the selection process is the quality of the personnel hired.
An organization must have competent and committed personnel.
Difference between Recruitment and Selection:
1. Recruitment is the process of searching for prospective candidates and motivating them to
apply for job in the organization. Whereas, selection is a process of choosing most suitable
candidates out of those, who are interested and also qualified for job.
2. In the recruitment process, vacancies available are finalized, publicity is given to them and
applications are collected from interested candidates. In the selection process, available
applications are scrutinized. Tests, interview and medical examination are conducted in order to
select most suitable candidate.
3. In recruitment the purpose is to attract maximum numbers of suitable and interested

candidates through applications. In selection process the purpose is that the best candidate out of
those qualified and interested in the appointment.
4. Recruitment is prior to selection. It creates proper base for actual selection. Selections next to
recruitment. It is out of candidates available/interest.
5. Recruitment is the positive function in which interested candidates are encouraged to submit
application. Selection is a negative function in which unsuitable candidates are eliminated and
the best one is selected.
6. Recruitment is the short process. In recruitment publicity is given to vacancies and

applications are collected from different sources Selection is a lengthy process. It involves
scrutiny of applications, giving tests, arranging interviews and medical examination.
7. In recruitment services of expert is not required Whereas in selection, services of expert is

required
8. Recruitment is not costly. Expenditure is required mainly for advertising the posts. Selection is
a costly activity, as expenditure is needed for testing candidates and conduct of interviews.
40
CHAPTER – 4
ANAYSIS AND INTERPRTATION
41
Table 4.1 Gender
S .No Particulars No.of respondents Percentage

1. Male 98 98
2. Female 2 2
Total 100 100
Source: Primary data
Chart 4.1 Gender
GENDER
Female 2
Male 98.33
0 20 40 60 80 100 120
Interpretation
The above table inferred that, out of 100 respondents 98 per cent of the respondents belong to
male and 2 per cent of the respondents belongs to female.
42
Table 4.2 Age
S. No. Particulars No. of respondents Percentage

1. Up to 20 Years 5 5
2. 21-30 Years 65 65
3. 31-40 Years 21 21
4. Above 40 Years 9 9
Total 100 100
Chart 4.2 Age
AGE
Above 40 Years 9
31-40 Years 21
21-30 Years 65
Up to 20 Years 5
0 10 20 30 40 50 60 70
Interpretation
The above table inferred that, out of 100 respondents 65 per cent of respondents’ are age up to
21-30 years and 21 per cent of respondents are between 31-40 years and 9 per cent of
respondents are between above 40 years and 5 per cent of respondents are up to 20 years.
43
Table 4.3 Marital status

1. Married 59 59
2. Unmarried 41 41
Total 100 100
Chart 4.3 Marital status
Marital status
Unmarried 41
Married 59
0 10 20 30 40 50 60 70
Interpretation
The above table inferred that, out of 100 respondents 59 per cent of the respondents belongs to
married and 41 per cent of the respondents belong unmarried.
44
Table 4.4 Qualification of respondents

1. UG 9 9
2. PG 23 23
3. Diploma 27 27
4. BE 51 51
TOTAL 100 100
Chart 4.4 Qualification
Qualification
BE 51
Diploma 27
PG 23
UG 9
0 10 20 30 40 50 60
Interpretation
The above table inferred that, out of 100 respondents 51 per cent of respondents are BE and 27
per cent of respondents diploma and 23 per cent of respondents are PG and 9 per cent of
respondents are UG.
45
Table 4.5 Experience

1. Less than 5 yrs. 36 36
2. 5-10 yrs. 23 23
3. 10-15 yrs. 18 18
4. 15- 20yrs. 13 13
5. Above 20 yrs. 10 10
Total 100 100
Chart 4.5 Experience
Experience
Above 20yrs. 10
15-20yrs. 13
10-15 yrs. 18
5-10 yrs. 23
Less than 5yrs. 36
0 5 10 15 20 25 30 35 40
Interpretation
The above table inferred that, out of 100 respondents 36 per cent of the respondents are less than
5 year and 23 per cent of the respondents are in 5 – 10 year and 18 per cent of the respondents
are 10-15 year and 13 per cent of the respondents are 15-20 year and 10 per cent of the
respondents are above 20 year.
46
Table 4.6 Department of respondents

1. Press shop 50 50
2. Quality 30 30
3. Maintenance 20 20
4. Weld shop 10 10
Total 100 100
Chart 4.6 Department
DEPARTMENT
WELD SHOP 10
MAINTENANCE 20
QUALITY 30
PRESS SHOP 50
0 10 20 30 40 50 60
Interpretation
The above table inferred that, out of 100 respondents 50 per cent of the respondents are in the
department press shop and 30 per cent of the respondents are in the department quality and 20
per cent of the respondents are in the department maintenance and 10 per cent of the respondents
are in the department weld shop.
47
Table 4.7 Source from where you came to know about the job.

1. Advertisement 32 32
2. Consultant 13 13
3. Campus 38 38
4. LinkedIn 17 17
Total 100 100
Chart 4.7 Source from where you came to know about the job.
Source from where you came to know about

the job
LinkedIn 17
Campus 38
Consultant 13
Advertisement 32
0 5 10 15 20 25 30 35 40
Interpretation
The above table inferred that, out of 100 respondents 38 per cent of the respondents are campus
and 32 per cent of the respondents are advertisement and 17 per cent of the respondents are
LinkedIn and 13 per cent of the respondents are consultant.
48
Table 4.8 The method used for recruitment

1. Structured 32 32
2. Unstructured 13 13
3. Problem question 18 18
4. Case study question 37 37
Total 100 100
Chart 4.8 The method used for recruitment
The method used for recruitment
Case study question 37
Problem question 18
Unstructured 13
Structured 32
0 5 10 15 20 25 30 35 40
Interpretation
The above table inferred that, out of 100 respondents 37 per cent of the respondents are Case
study question and 32 per cent of the respondents are structured and 18 per cent of the
respondents are problem question and 13 per cent of the respondents are dissatisfied.
49
Table 4.9 Organization hires new employees.
S .No Particulars No. of respondents Percentage

1. highly satisfied 17 17
2. satisfied 12 12
3. Dissatisfied 29 29
4. highly dissatisfied 42 42
Total 100 100
Chart 4.9 Organization hires new employees
Organization hires new employees
highly dissatisfied 42
dissatisfied 29
satisfied 12
highly satisfied
17
0 5 10 15 20 25 30 35 40 45
Interpretation
The above table inferred that, out of 100 respondents 42 per cent of the respondents are highly
dissatisfied and 29 per cent of the respondents are dissatisfied and 12 per cent of the respondents
are satisfied and 17 per cent of the respondents are highly dissatisfied.
50
Table 4.10 Other criteria used in selection process.

2. satisfied 16 1
Total 100 100
Chart 4.10 Other criteria used in selection process.
Other criteria used in selection process
Dissatisfied 28
satisfied 16
highly satisfied 33
0 5 10 15 20 25 30 35
Interpretation
satisfied and 28 per cent of the respondents are dissatisfied and 23 per cent of the respondents are
highly dissatisfied and 16 per cent of the respondents are satisfied.
51
Table 4.11 Satisfied with shift time arrangement

2. satisfied 12 12
Total 100 100
Chart 4.11 Satisfied with shift time arrangement
Satisfied with shift time arrangement
Dissatisfied 23
satisfied 12
highly satisfied 37
0 5 10 15 20 25 30 35 40
Interpretation
satisfied and 28 per cent of the respondents are highly dissatisfied and 23 per cent of the
respondents are dissatisfied and 12 per cent of the respondents are satisfied.
52
Table 4.12 Selection policy of the organization

2. satisfied 18 18
Total 100 100
Chart 4.12 Selection policy of the organization
Selection policy of the organization
Dissatisfied 27
satisfied 18
highly satisfied 22
0 5 10 15 20 25 30 35
Interpretation
are highly satisfied and 18 per cent of the respondents are satisfied.
53
Table 4.13 HR department’s performance in recruitment and selection are based on
experience

2. satisfied 14 14
Total 100 100
Chart 4.13 HR department’s performance in recruitment and selection are based on

experience
HR department’s performance in re-

cruitment and selection are based on
experience
Dissatisfied 23
satisfied 14
highly satisfied 26
0 5 10 15 20 25 30 35 40
Interpretation
dissatisfied and 26 per cent of the respondents are satisfied and 23 per cent of the respondents are
dissatisfied and 14 per cent of the respondents are satisfied.
Table 4.14 Effectiveness of the interviewing process and other selection procedures are
acceptable
54
2. satisfied 27 27
Total 100 100
Chart 4.14 Effectiveness of the interviewing process and other selection procedures are
acceptable
Effectiveness of the interviewing process and

other selection procedures are acceptable
Dissatisfied 23
satisfied 27
highly satisfied 29
0 5 10 15 20 25 30 35
Interpretation
satisfied and 27 per cent of the respondents are satisfied and 21 per cent of the respondents are
highly dissatisfied and 23 per cent of the respondents are dissatisfied.
Table 4.15 HR maintains an adequate pool of quality protected class applicants based
55
2. satisfied 27 27
Total 100 100
Chart 4.15 HR maintains an adequate pool of quality protected class applicants based
HR maintains an adequate pool of quality

protected class applicants based
Dissatisfied 17
satisfied 27
highly satisfied 22
0 5 10 15 20 25 30 35 40
Interpretation
dissatisfied and 27 per cent of the respondents are satisfied and 22 per cent of the respondents are
highly satisfied and 17 per cent of the respondents are dissatisfied.
Table 4.16 HR clearly defines the job is description and job specification in the recruitment
process
56
2. satisfied 27 27
Total 100 100
Chart 4.16 HR clearly defines the job is description and job specification in the recruitment
process
HR clearly defines the job is description and

job specification in the recruitment process
Dissatisfied 23
satisfied 27
highly satisfied 29
0 5 10 15 20 25 30 35
Interpretation
highly dissatisfied and 23 per cent of the respondents are dissatisfied.
Table 4.17 Satisfied with your current job
57
2. satisfied 36 36
Total 100 100
Chart 4.17 Satisfied with your current job
Satisfied with your current job
Dissatisfied 14
satisfied 36
highly satisfied 41
0 5 10 15 20 25 30 35 40 45
Interpretation
dissatisfied and 9 per cent of the respondents are highly dissatisfied.
Table 4.18 Salary package offered by organization is satisfied
58
2. satisfied 23 23
Total 100 100
Chart 4.18 Salary package offered by organization is satisfied
Salary package offered by organization is

satisfied
Dissatisfied 32
satisfied 23
highly satisfied 9
0 5 10 15 20 25 30 35 40
Interpretation
are satisfied and 9 per cent of the respondents are highly satisfied.
Table 4.19 Rate the recruitment process in your organization
59
2. satisfied 30 30
Total 100 100
Chart 4.19 Rate the recruitment process in your organization
Rate the recruitment process in your orga-

nization
Dissatisfied 18
satisfied 30
highly satisfied 36
0 5 10 15 20 25 30 35 40
Interpretation
dissatisfied and 16 per cent of the respondents are highly dissatisfied.
Table 4.20 Effectiveness of the interviewing process and other selection instruments, such
as testing
60
2. satisfied 14 14
Total 100 100
Chart 4.20 Effectiveness of the interviewing process and other selection instruments, such
as testing
Effectiveness of the interviewing process and

other selection instruments, such as testing
Dissatisfied 23
satisfied 14
highly satisfied 26
0 5 10 15 20 25 30 35 40
Interpretation
dissatisfied and 26 per cent of the respondents are highly satisfied and 23 per cent of the
respondents are dissatisfied and 14 per cent of the respondents are satisfied.
61
CHAPTER-5
FINDINGS, SUGGESTIONS &
CONCLUSION
5.1 Findings
62
1. It has been found that out of 100 respondents majority of per 98 cent of respondents are
belongs to male.
2. It has been found that out of 100 respondents majority of 65 per cent of respondents are
under age of 21-30 years.
belongs to married.
belong to BE.
5. It has been found that out of 100 respondents majority of 36 per cent of respondents reveals
less than 5 year experience.
6. It has been found that out of 100 respondents majority of 50 per cent of respondents reveals
to pass shop department.
7. It has been found that out of 100 respondents majority of 38 per cent of respondents are come
from campus.
belongs to Case study question method used for recruitment.
highly dissatisfied with hires new employees.
highly satisfied with criteria used in selection process.
highly satisfied with shift time arrangement.
highly dissatisfied with Selection policy of the organization.
highly dissatisfied with HR department’s performance in recruitment and selection are based
on experience.
highly satisfied with effectiveness of the interviewing process and other selection procedures
are acceptable.
highly dissatisfied with HR maintains an adequate pool of quality protected class applicants
based.
63
highly satisfied with HR clearly defines the job is description and job specification in the
recruitment process .
highly dissatisfied with satisfied with your current job.
highly dissatisfied with Salary package offered by organization is satisfied.
highly satisfied with Rate the recruitment process.
highly dissatisfied with effectiveness of the interviewing process and other selection
instruments, such as testing.
5.2 Suggestions
64
 Form the finding I can suggest Taft limited branch following things for the more
effectiveness of recruitment and selection process and HR policies.
 Recruitment must be done by analyzing the job firstly which will make it easier and will
be beneficial from the company‘s point of view.
 More emphasis should be given on interest and advertisement so that more and
candidates apply for the jobs and it will be find the right employees among them.
 The recruitment and selection procedure should not be too lengthy and time consuming.
 Company should try to use the internal recruitment process first because it incurs less
cost and acts as a motivational factor to the employees.
 Provide training to employees so get better knowledge, skills and attitude.
 Company should amend some parts of their HR policies for better effectiveness.
65
5.3 Conclusion
Recruitment and selection is the prospective employees and stimulating and encouraging
them to app for jobs in an organization. And selection is selecting the right at the right time
in the right place.
Employees of Taft are satisfied with the current/existing recruitment and selection. Taft is
recruiting their employees mainly through consultancies. Consultancies are the employees
between the organization and the candidates as it serves the recruitment of employees as well
as the organization. Taft recruits their employees in a decentralized way.
Also Taft has to consider attracting candidates for recruitment of employees so that it could
motivate the elder employees. Write new recruitment Employees are also well aware about
the various sources and methods recruitment and selection. Taft has implemented and created
innovative techniques in selection like group decision, stress interview, etc.
66
5.4 References
1. Usmani, S. (2020). Recruitment and Selection Process at Workplace: A Qualitative,

Quantitative and Experimental Perspective of Physical Attractiveness and Social Desirability.
Review of Integrative Business and Economics Research, 9(2), 107-122.
2. KA, D. (2020). A Pragmatic study on Human Resources Trends in recruitment and selection
process in Non-Banking Financial Companies in Kanniyakumari district. Studies in Indian Place
Names, 40(18), 2264-2270.
3. Mahbub, B. B. (2020). Internship Report on Recruitment and Selection Process of BRAC

Bank LTD.(BBL).
4. Hardini, T. I., Setyarini, S., & Harto, S. (2019). Indonesian language assistant program in
Australian schools: Recruitment and selection process. Jurnal Cakrawala Pendidikan, 38(2), 330-
342.
5. Rozario, S. D., Venkatraman, S., & Abbas, A. (2019). Challenges in Recruitment and
Selection Process: An Empirical Study. Challenges, 10(2), 35.
6. Swadia, B. U. A STUDY ON RECRUITMENT AND SELECTION PROCESS OF AIRTEL.
7. Al-Kassem, A. H. (2017). Recruitment and selection practices in business process outsourcing

industry. Archives of Business Research, 5(3).
8. Slavić, A., Bjekić, R., & Berber, N. (2017). The role of the internet and social networks in
recruitment and selection process. Strategic management, 22(3), 36-43.
9. Setyowati, E. (2016). Merit System in Recruitment and Selection Process of Civil Servant
Candidate in Malang Indonesia (Implementation of Recruitment and Selection of Civil Servant
Candidate in 2010). Journal of Administrative Sciences and Policy Studies, 4(1), 8395.
10. Stoilkovska, A., Ilieva, J., & Gjakovski, S. (2015). Equal employment opportunities in the
recruitment and selection process of human resources. UTMS Journal of Economics, 6(2),281-
292.
67
11. Yaseen, A. (2015). Recruitment and selection process of higher education sector and its
impact on organizational outcomes. International Journal of Human Resource Studies, 5(4), 79-
94.
12. Kamran, A., Dawood, J., & Hilal, S. B. (2015). Analysis of the recruitment and selection
process. In Proceedings of the Ninth International Conference on Management Science and
Engineering Management (pp. 1357-1375). Springer, Berlin, Heidelberg.
13. Argue, M. (2015). The importance of the strategic recruitment and selection process on
meeting an organisations objectives (Doctoral dissertation, Dublin Business School).
14. Bhoganadam, S. D., & Rao, D. S. (2014). A study on recruitment and selection process of
Sai Global Yarntex (India) private limited. International Journal of Management Research and
Reviews, 4(10), 996.
15. Thebe, T. P., & Van der Waldt, G. (2014). A recruitment and selection process model: The
case of the Department of Justice and Constitutional Development.
16. Omisore, B. O., & Okofu, B. I. (2014). Staff Recruitment and Selection Process in the
Nigerian Public Service: What is to be done?. International Joumal of Human Resource Studies,
4(3), 280.
68
ANNEXURE
69
Questionnaire to study the effectiveness of training in M/s. TAFE Limited.
Name: ----------------------------------------------------------
1. Gender: A. Male B. Female
2. Age: A. below 25 yrs. B.25-35 yrs. C. 35-45 yrs. D. 45-55 yrs. E. Above 55 yrs.
3. Marital status: A. Married B. Unmarried
4. Qualification: A. below SSLC B. SSLC C. PDC D. Graduate E. Post Graduate
5. Experience:
A. Less than 5 yrs. B. 5-10 yrs. C.10-15 yrs. D.15- 20yrs. E. Above 20 yrs.
6. Department
A. Press shop
B. Quality
C. Maintenance
D. Weld shop
7. Opinion on the source from where you came to know about the job?
A. Advertisement
B. Consultant
C. Campus
D. LinkedIn
8. Opinion on the method used for recruitment?
A. Structured
B. Unstructured
C. Problem question
D. Case study question
9. Opinion on the organization hires new employees?
A. highly satisfied
70
B. satisfied
C. dissatisfied
D. highly dissatisfied
10. Opinion on the other criteria used in selection process?
A. highly satisfied
B. satisfied
C. dissatisfied
11. Opinion on satisfied with shift time arrangement?
A. highly satisfied
B. satisfied
C. dissatisfied
12. Opinion on selection policy of the organization?
A. highly satisfied
B. satisfied
C. dissatisfied
13. Opinion on the HR department’s performance in recruitment and selection are based on
experience?
A. highly satisfied
B. satisfied
C. dissatisfied
14. Opinion on the effectiveness of the interviewing process and other selection procedures are
acceptable?
71
A. highly satisfied
B. satisfied
C. dissatisfied
15. Opinion on the HR maintains an adequate pool of quality protected class applicants based?
A. highly satisfied
B. satisfied
C. dissatisfied
16. Opinion on the HR clearly defines the job is description and job specification in the
recruitment process.
A. highly satisfied
B. satisfied
C. dissatisfied
17. Opinion on satisfied with your current job?
A. highly satisfied
B. satisfied
C. dissatisfied
18. Opinion on the salary package offered by organization is satisfied?
A. highly satisfied
B. satisfied
C. dissatisfied
19. Opinion on rate the recruitment process in your organization?
72
A. highly satisfied
B. satisfied
C. dissatisfied
20. Opinion on the Effectiveness of the interviewing process and other selection instruments,
such as testing
A. highly satisfied
B. satisfied
C. dissatisfied
73

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LIST OF CONTENTS

2 PROFILE & METHODOLOGY

4 DATA ANALYSIS AND INTERPRETATION

5 FINDINGS, SUGGESTIONS & CONCLUSION

TABLE LIST OF TABLES PAGE

TABLE LIST OF FIGURE PAGE

1.1 About the area

1.2 Scope of the study

PROFILE & METHODOLOGY

2.1 Industry profile

India is mainly an agricultural country. Agriculture accounts for approximately 20 percent of

 Shortage of Farm labor

Tractor Penetration in Indian Farm Households:

Transformation from Manual to Machinery in Agriculture

How India is shifting from Draught animals to Tractors:

World Market By Region

Market Share Analysis

Segmentation of Indian Tractor Industry:

 International Tractors Limited

● Competitive cost of Tractors

Key points to note in Market Share from FY11 to FY 16:

The Indian tractor market is broadly classified into five segments:

Market Share 51 Hp And Above

Market Value by States

● Low penetration of tractors in these areas

Key Factors Impacting Sales

Minimum Support Prices

Month wise Trend in Sales

Kharif Crops (Rice and Maize)

● Improvement in fuel efficiency.

2.3 Product profile

Massey Ferguson Tractors

2.4 Review of literature

2020 Sania Usmani

2020 Dharshini.K.A & Seleena.R

2020 Bushra Bintey Mahbub

2019 Tri Indri Hardin and Others

Indonesian Language Assistant Program In Australian Schools: Recruitment And Selection

2019 Sophia Diana Rozario and Others

Challenges in Recruitment and Selection Process: An Empirical Study (2019)

A Study On Recruitment And Selection Process Of Airtel (2018)

2017 Dr. Amer Hani Al Kassem

Recruitment and Selection Practices in Business Process Outsourcing Industry(2017)

2017 Agneš Slavić and others

2015 Stoilkovska and others

Equal employment opportunities in the recruitment and selection process of human

2.5 Research methodology

Research design: Descriptive research

Sample size: 100

Period of study: 05/06/2022 to 25/06/2022

Data collection instrument: Google form

Tools for analysis:

3.3 Need for recruitment

Purpose and importance of Recruitment:

2. Increase the pool of job candidates at minimum cost.

3.4 Recruitment process

5. Evaluation and control.