PROJECT REPORT

ON
SELECTION
IN
JCB INDIA LIMITED

In partial fulfillment of degree in the requirement of

Diploma in Business Management

(SESSION 2018-2021)

Submitted To: Submitted By

Controller of examination Name: Jyoti

M D University Class: DBM 6th Semester
Rohtak Regn. No: 180036700013

GOVT. POLYTECHNIC FOR WOMEN SECTOR 8

FARIDABAD
 DECLARATION

I Jyoti Student of DBM at Govt. Polytechnic for Women Faridabad hereby declare that
the project report titled ‘SELECTION’ has been completed by me independently. The
concerned project report has not been submitted elsewhere for any purpose.

Jyoti
 ACKNOWLEDGEMENT

At the outset I would like to thank the management of JCB India for the wholehearted co-
operation and guidance extended by them, which made my summer training project
possible.
I would like to thank Ms. LIMEA NEHWAL for providing me this opportunity to carry
out the project.
I am grateful to my project guide Ms. LIMEA NEHWAL (HR Manager, HR
Department) JCB India for her support and suggestion, which led to the completion of this
project.

Jyoti
 PREFACE

As a part of the partial fulfillment of the requirements of the DBM A project

was undertaken with the multinational company, JCB INDIA.

The purpose of the placement was to have practical experience of working in

a marketing organization and to have exposure to the various management
practices in the field of SELECTION. This training has also gives me an on
the job experience of SELECTION Management.

Jyoti
 TABLE OF CONTENTS
SNO. PARTICULARS PAGE NO.
1. Introduction 6-19

2. Company Profile 20-31

3. Research Methodology 32-34

4. Data Analysis & Interpretation 35-46

5. Findings & Conclusions 47-48

6. Recommendations & Suggestions 49-50

7. Annexure ( Questionnaire) 51-52

8. Bibliography 53-55
 INTRODUCTION OF SELECTION
Recruitment has been described as the process of getting the potential employees who are
willing to apply for job. But selection is not easier process. It is a problem of matching a
man to the job. A well devised selection process is very essential for the organization
because if an employee selected once, he will remain in the company for the number of
years. Faulty selection process will lead to low productivity and high labour turnover.
Selection is the process of identifying and choosing the best person out of a number of
prospective candidates who have applied job.
The process of selection leads to employment of persons who possess the ability and
qualification to perform on the post which are vacant in an organization. The selection
process divides the applicants into two categories, one who will be offered employment
and the other who will not be offered employment. More candidates are rejected and less
of them are selected, so it can also be called as rejection. This is reason why selection is
called a negative process. Selection is the process by which candidates for employment are
distinguished between those who are suitable and those who are not.
Selection means a process by which the qualified personnel can be chosen from the
applicants who have offered their services to the organisation for employment. The
Selection process divides the candidates for employment into two classes—those who will
be offered employment and those who will be rejected. Thus the selection process is a
negative function because it attempts to eliminate applicants, leaving only the best to be
placed in the organization. In the words of Dale Yoder, "Selection is the process in which
candidates for employment are divided into two classes— those who are to be offered
employment and those who are not". Selection is the next step after recruitment.
The procedure of selection is concerned with the securing of relevant information about an
applicant. There are number of steps involved in this process. At each such step some
candidate are dropped and the remaining move on. Therefore, selection is a process by
which an organization choose from a list of applicants the person who best meet the
criteria for the position available taking into account current environmental conditions.
According to Dale Yoder, “Selection is the process in which candidate for employment
are divided in two classes, those who are to be offered employment, and those who are
not.”
Benefits of Selection:
 Procurement of skilled employees:
In the process of selection only desirable candidates are hired and others are denied the
opportunities. Therefore, in selection the suitable candidates who are fit for job are
selected from among the prospective employees.
 Reduction in the cost of training:
When through selection proper candidate are selected, this reduces the cost of training.
This is because the qualified personnel have better grasping power and they can
understand the techniques of working better and more quickly.
 Selection to personnel problems:
Personnel problems are reduced in the organization when proper selection is made. Labour
relations will improve and workers become more satisfied from their work.
 Other Benefits:
 Proper selection reduces the rate of absenteeism and labour turnover.

 Selection helps in appointing competent employees who perform better at work.

Criteria for Selection:

Job specifications prepared by the company for each job indicate requirements of potential
candidates. These may be used as guidelines for selection:
 Education:
One of the most cost effective methods of screening applications is to use educational
accomplishments. Persons not fulfilling these requirements may be eliminated.
 Experience and past performance:
Experience is regarded as a good indicator of ability and work related attitudes. It is
assumed that if has had experience in a similar job he would be able to perform well on
job under consideration.
 Physical Characteristics:
Physical attributes may be used as selection criteria only when the job involves tasks that
require them.
 SELECTION PROCEDURE
The selection process stars immediately after recruitment. It is a process of eliminating
those who appear unpromising. Selection process requires exactness. It is essential to
study job description and application blank simultaneously. Tests, interview and reference
checking can provide extra information about the applicants. It is not an easy process. In
fact, it is a very critical process.
The selection procedure consists of a series of methods or stages by which additional
information is secured about an applicant. At each stage facts may come to light which
may lead to the rejection of an applicant. Selection procedure may be compared to a series
of barriers which an applicant is required to cross before he is finally selected.

Essential of a selection procedure:

1. There should be sufficient number of applicants from whom the required number of
candidates may be selected. The selection will not be proper if number of candidates is
less.
2. There should be some person who is assigned the authority to select. The authority is
given on the basis of type of person to be selected and the nature of work they will take
up.
3. There should be some standard with which a prospective employee may be compared.
STEPS IN SELECTION PROCESS
 INTIAL SCREENING:
The first step in the selection process involves screening i.e. shifting of applicants to avoid
further consideration of those who are obviously unsuitable. Prospective candidates have
to fill up some sort of application forms which include the variety of information including
personal and professional. Those applications are selected, which meet the job standards.

 APPLICATION FORM:
The application form is the form given to the candidate to fill the required information in
his own handwriting. This application form relieves the interviewer from the burden of
recording factual data. A variety of application form used by these organizations these
days but there is a high degree of similarity between the application forms of different
organizations because the basic information required is similar in all cases. After screening
applications, the promising candidates are called for tests.
This application form generally requires the following information from the candidates:
 Personal information including name, father’s name, age, sex, marital status etc.
 Qualification both education and professional.
 References of two or more persons who can be ask about the candidate’s character
and social relations.
 EMPLOYMENT TEST:
Formal testing of the candidates has becomes a common practice in selection as a
supplement to direct personal interview. A wide variety of tests have been developed
for potential employees of different categories.

TYPES OF TEST
 INTELLIGENCE TEST:
Intelligence test is used to measure the mental capacity of the individual in terms of his
memory, power of understanding, verbal comprehension, reasoning ability, vocabulary
etc. This is the form if psychological test. The basic purpose of this test is that if the
management appoints intelligent people their training and learning in the organization will
become easy.
 PERSONALITY TEST:
This test measures the maturity, initiative, emotional balance, and temperament of an
individual. This test is conducted to predict performance success for jobs that require
dealing with people who are supervisory or managerial in character. This test checks the
ability of the person to interact, to motivate, or to convince the other person.
 APTITUDE TEST:
Aptitude test is used to measure the applicant’s capacity and his potential for learning the
skill required for the job. Aptitude refers to the ability of the person of learning the skills
required to perform the particular job.
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 INTERVIEW:

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Face to face interview before the final selection is an important step, which not only acts
as a check on the information already obtained but also provides the opportunity to form a
better understanding of the candidate, to motivate him, to inform about the job and the
company.
 PRILIMINARY INTERVIEW:

It is the first contact of the candidate with the company officials. The information supplied
by the applicant is verified and he comes to know of the company in detail.
Structured Interview:
In this type of interview, question and areas to be covered in the interview are decided
in advance.
Unstructured Interview:
This interview is not planned in relation to the questions to be asked.
 CORE INTERVIEW:
This interview is an interaction between the candidates and the line officers of the
company. The job knowledge, skill, talent of the candidate is judged. The experts in
various fields are involved in the core interview.
Stress Interview:
Deliberate attempt is made by the interviewer to provoke and embarrass the candidate.
The purpose is to check the reaction of the candidate under the situation of stress.
Depth Interview:
It is the semi structured interview and questions are asked for key areas. This interview
is conducted by specialists in the field.
Panel Interview:
In this interview the candidate is interviewed by a panel of selectors. Different
interviewers put questions on separate topics.
 BACKGROUND INVESTIGATION:
An investigation into a promising candidate’s background is too often overlooked by
the employing organization. Previous employees and school officials can often provide
valuable insights into the applicant’s personality and behavior. The usual references
are the previous employer, educational institution of the candidate, and promising
persons who know the behavior and character of the candidate.
 MEDICAL OR PHYSICAL TEST:
Medical test of the candidate is required for several reasons like to ensure that he is
physically fit for the job that he does not suffer from any latent disease and the firm is
not liable for any claim under Workmen Compensation Act. It is basically carried out
to ascertain the physical standards and fitness of prospective employees.
 JOB OFFER:
On completion of the selection procedure, candidates are finally selected and letters of
appointment are issued to them which states the terms and conditions of the
employment including the pay scale, starting salary, allowance, and other benefits, the
period of probation etc. The period of joining is also mentioned in the job offer.
 Environmental Factors Affecting The Selection
Process:
A permanent, standardized screening process could greatly simplify the
selection process. However, development of such a process--even if it were possible
and desirable-would not eliminate deviations to meet the unique needs of particular
situation.
 Legal Considerations:
Legislation, executive orders, and court decisions have a major impact on human
resource management. It is important for hiring managers to see the relationship
between useful and legally defensible selection tools.
 Speed Of Decision Making:
The time available to make the selection decision can have a major effect
on the selection process. Closely following selection policies and procedures can
provide greater protection against legal problems; however, there are times when the
pressure of business will dictate that exceptions be made.
 Organizational Hierarchy:
Different approaches to selection are generally taken for filling positions at different
levels in the organization.
 Applicant Pool:
The number of applicants for a particular job can also affect the selection process. The
process can be truly selective only if there are several qualified applicants for a
particular position. The number of people hired
for a particular job compared to the individuals in the applicant pool is often expressed
as a selection ratio.
 Type of Organization:
The sector of the economy in which individuals are to be employed
private, governmental, or not-for-profit--can also affect the selection
process.
 Probationary Period:
Many firms use a probationary period that permits evaluating an employee's ability
based on performance. This may be either a substitute for certain phases of the
selection process.

Barriers To Effective Selection:

The main objective of selection process is to hire having competence and commitment
towards the given job profile. But due to some reason main purpose of effectively
selecting candidate is defeated. These reasons are:

 Perception Or The Halo Effect:

Many a times the interviewer selects the candidate according to the perception he has
or he made up while talking or looking at the individual. This way he does not see the
efficiency of individual and many times it leads to selecting a wrong candidate.

 Fairness:
During selection process some time the interviewer does not select the candidate on
the basis of his knowledge and hence the right candidate is not selected.

 Pressure:
The people from HR department and also have lots of pressure from top management
and from other top class people for selecting the candidate they want. This way the
purpose of selecting process of effective selection process is defeated as they have to
select that individual whether or not he is capable of job that is being offered.
 DIFFERENCE BETWEEN SELECTION AND
RECRUITMENT
BASIS SELECTION RECRUITMENT
Meaning It is appointing the employees on Searching candidates to apply for the
the right jobs. Particular job.

Nature It is a negative process. It is a positive process.

Aim To reject unsuitable candidates To attract more and more candidates

and select suitable jobs. For vacant jobs.

Contract Contractual relation is created. No contractual relation is created.

Sequence Selection follows the recruitment. It precedes the selection.

Hurdle Hurdles are created by the No hurdles for the employees.

management.

Process It is complicated process. It is simple process.

Economy It is expensive. It is economical.

Time It is more time consuming. It is less time consuming.

 COMPANY PROFILE
Since 1998 the two ranges have been grouped as the 2000 and 3000 series. The smaller
models have a lighter cab, familiar to those who know JCB's backhoe loaders, and three of
them feature optional four wheel steering. The four models have outputs of 115, 125, 135
and 148 horsepower DIN from Perkins 1000 series engines. The larger models have
engines of 150 and 170 horsepower and have an updated version of the original cab. The
prelaunch in 1998 brought better engine performance and some up rating in the area of the
hydraulics, but the product is largely as it has been for the last nine years.
The machines are now assembled in the Heavy Products factory at Cheadle. Assembly
was moved from the smaller Cecily Mills site to the main production facility in Cheadle in
2001.
This was because many of the components used on the Fastrac are common to the new
articulated dump truck, and so it made commercial sense to produce both products in the
same factory. Production rose to 1,300 units in 1996, only to be depressed severely by the
crisis in British agriculture. The Fastrac has won a following in the UK but it has not sold
abroad in large
Numbers so far, except in Germany, France and Australia.
While one of the product’s attractions is that there is a wide range of potential customers,
the drawback is that they are not the usual users of traditional JCB machines. The
company overcame this problem by establishing a separate company, JCB Land power, to
both produce and sell the product. JCB Land power developed a separate dealer
organization alongside the existing network.
The Fastrac has been sustained by a network that also offers the telescopic rough terrain
lift truck, Farm master wheeled loaders and skid-steer loader to this sector. As with
construction, it is important to offer the dealers a catalogue of products to sell Off-
Highway Research
HISTORY:

The First product to carry a JCB logo was in 1953.This was a Backhoe loader which
people nowadays refer to as a JCB In 1960 JCB introduced the famous 3C machine. This
was a massive seller in its day, selling over 3000 in 1964. The new 3C machine provided
the operator of the machine with facilities for boiling a kettle in the cab. Mr. JCB visited
every purchaser of new 3C himself and presented them with their kettle. Mr. JCB?
customer visits became legendary and the 3C was an overnight success.
The First product to carry a JCB logo was in 1953.This was a Backhoe loader which
people nowadays refer to as a JCB.

The JCB Load all machine was introduced in 1978 by JCB. A JCB Load all
weighs 11,090 kegs or 24,449 Lbs
STORY OF JCB:
An amazing new Exhibition called ‘The story of JCB’ has now been opened at JCB World
headquarters in Rochester Staffordshire. The Permanent exhibition covers a total of 2500
Sqm and takes people through a series of ’14 Zones’ depicting the company’s incredible
history. Starting in the 1820’s when the Bam ford family were blacksmiths in Uttoxeter
the exhibition leads through to the present day and JCB‘s latest earthmoving machines.

The centerpiece of the exhibition is a life size skeletal model of a JCB200 tracked
excavator, built using steel rod and created by renowned artist Benedict Radcliffe. The jaw
dropping artwork took 5 months to complete, used around one kilometer of steel rod and
weighs around two tones - a tenth of the weight of the machine it represents!

The exhibition also covers sections on how the JCB name was built into a global brand,
JCB military products and the development of the JCB engine and its record breaking
Diesel max Car. A total of ten remarkable JCB machines are dotted throughout, which had
to be specially craned through the roof as the exhibition took shape! They include one of
the company’s first products- A hydraulic tipping trailer and a 1962 JCB 3 backhoe loader
which has been fully restored. A lovely new JCB shop selling all sorts of JCB
merchandise completes the exhibition space.

It is hoped that the ‘The story of JCB’ will inspire future generation of young engineers
just like Mr. JCB
SYMBOL OF JCB
TOOLS MANUFACTURE BY JCB
HIGH SPEED TRACTOR
JCB developed the first and still the only high speed tractor. The Fastrac is designed to
combine all the benefits of a normal tractor with road versatility.
A JCB Fastrac tractor can travel as fast as 65kph or 40mph on a road The JCB Fastrac has
won numerous awards including the Prince of Wales award for Innovation.

ARTICULATED DUMP TRUCKS

Production and Sales
JCB originally launched two machines in 1988, at the height of the last economic boom, in
the 11-16 tone sectors. Initially production levels were above 100 units, but the downturn
in demand in the early 1990s, allied to the restriction on production space at the Rochester
factory caused by the introduction of other new machines, meant that the product became
only of marginal interest. Introduction of other new machines meant that the product
became only of marginal interest.
Production levels declined and in 1992 the company decided to withdraw it from the
market. In May 2000 the company announced the launch of two models with a capacity of
12 and 16 tonnes. This came as a surprise to many industry observers, given the previous
experience and the fact that this segment of the market had not grown significantly in the
intervening eight
Years. However, the launch of these two machines is believed to be the prelude to the
introduction of further models that will take JCB to the heart of the volume sectors of the
articulated dump truck market.
The new models are built at Cheadle alongside the wheeled loader and Fastrac models.
INDUSTRIAL LIFT TRUCKS:

Production and Sales

The Teletruk industrial lift truck, with a single telescopic arm, was unveiled in 1997 and
caused much interest in the traditional industrial lift truck industry. In fact it is just the
latest extension of the JCB product range, in much the same way the Fastrac was in 1991.
Here the company has identified a sector that, while being separate from the construction
industry, has similarities with a number of other sectors supplied by existing JCB
products. It is a large volume market, and one with a small number of high profile
suppliers. It is also a market Off-Highway Research where product innovation has been
limited over a long period of time. The company believes that its highly innovative new
product will capture a significant share of the market. The model range is currently
limited, compared with those offered by the competition, but the company has identified a
particular niche where it believes its direct sales method and after care support are well
suited. Has identified a particular niche where it believes its direct sales method and after
care support are well suited.
The product design, based on JCB's knowledge of the telescopic rough terrain lift truck
market, is completely new to the conservative industrial lift truck sector, where the massed
lift truck dominates. This mirrors the situation in 1977 when JCB launched its telescopic
rough terrain lift truck into a skeptical marketplace. Twenty years later the company is a
world leader and the sector is now totally dominated by the telescopic variety. It
anticipates a similar situation will take place in certain sectors of the industrial lift truck
market. The company naturally hopes the change will not take as long but it is committed
to the new product and realizes the long-term benefits of being successful. The product
has the potential to be the largest selling machine within the whole range, but it still
remains at the stage of selling the concept to a wide audience of skeptics.
The product is built at the Cheadle factory but if it achieves its anticipated volumes,
probably in excess of 5,000 units per year, then either a new factory, or an extension to the
existing site solely for the Teletruk is likely to be required.
The product range currently consists of three sizes that are available in either diesel or
LPG variants. The unique forward reaching boom allows a quick hitch attachment system
to be used which enables the machine to work in a wider variety of applications than the
traditional industrial forklift. The machine also has a unique transmission that can have
hydrostatic drive Research torque converter responses memorized in the programmed, so
the operator can select the exact requirements for the operation being carried out.
COMPONENT SUPPLY:
One of JCB’s main manufacturing strategies is to increase its component commonality
across its full range of equipment. As the product range has expanded this strategy has
become increasingly difficult to achieve, but it has succeeded in supplying a very high
proportion of its machines with similar components. The policy has reduced unit costs by
purchasing in high volumes, and as a result it has given the company one of the most
competitive product ranges in the industry.

JCB AROUND THE WORLD:

The JCB Company began in Rochester in Staffordshire but we now have huge
manufacturing plants on four continents:

 The UK & Germany in Europe

 Savannah, in America
 Brazil, in South America
 India, in Asia
 China, in Asia
ORGANIZATION CHART OF JCB

CHAIRMAN & MANAGING DIRECTOR


DIRECTORS

EXECUTIVE DIRECTORS

GENERAL MANAGERS

ADDITIONAL GENERAL MANAGERS

DEPUTY GENERAL MANAGERS

SENIOR MANAGERS

MANAGERS

SENIOR EXECUTIVES

EXECUTIVES

SUPERVISORS

CLERKS
 OBJECTIVE OF THE STUDY

Broad Objectives:
To know about overall about the JCB company and also known each and every part of
selection process of that company

Specific Objectives:
 To focus on measure element of selection process.
 To focus on the process of selection personals.
 To focus on the updates and better methods of modern technique.
RESEARCH:
Research can be described as a systematic and organized effort to investigate a specific
problem that needs a solution. It is a process of planning, acquiring and analyzing relevant
data and information. Research provides the needed information that guiles managers to
make decisions.

RESEARCH METHODOLOGY:
 A science of studying how research is done scientifically.

 A way to systematically solve the research problem by logically adopting various

steps.
 Methodology helps to understand not only the products of scientific inquiry but the
process itself.
 Aims to describe and analyze methods, throw light on their limitations and resources,
clarify their presuppositions and consequences, relating their potentialities to the
twilight zone at the ‘frontiers of knowledge’

PREPARING THE RESEARCH DESIGN:

It is necessary for researcher to define conceptual structure which research would be
conducted. The function of research design so as to provide for the collection of relevant
evidence with minimum expenditure of efforts, time and money. In this project the
research design was as follows.

 The time available for project was about one month.

 There was no cost factor related to researcher.
 The means of obtaining the information was through questionnaires.
SAMPLE DESIGN:
The method used for sample technique is convenient sampling method.

SAMPLE SIZE:
40 employees i.e. 20 employees from each department.

TOOLS OF ANALYSIS:
I have used Questionnaire Method. Some of the software’s used for making
this project will be Ms Word and Ms Excel. The Data collected is shown
through Graphs and Pie Charts.

DATA COLLECTION:
. The data are collected from both primary and secondary sources.

Primary Data
Primary data collected through face to face interview, observation, and by participation in
the selecting process.

Secondary Data
The secondary data is collected from website, magazine, memorandum, journals, books
and some other relevant sources.
Both primary data and secondary will be used to generate this report. Primary data sources
are scheduled, survey, informal discussion with professionals. Secondary data sources are
the data used previously for the analysis and the results are undertaken for next process.

LIMITATIONS:
 The respondents were limited and cannot be treated as the whole population.

 The respondents may be biased.

 Time was the major constraint.

 The accuracy of indications given by the respondents may not be consider adequate.
 DATA ANALYSIS &INTERPRETATION

Q1. Are you in support of selection policy of the Company?

Options JCB (%)
Yes 95
No 5

100
90
80
70
Yes
60
50 No
40
30
20
10
0

Interpretation:
95% of the executives say that they are in support of selection policy of JCB.
Most of the executives of JCB say that they were in support of the selection
policy of their organization.
Q2. Whether the selection policy is linked to productivity?
Options JCB (%)
Yes 94
No 6

JCB (%)

Yes
No

Interpretation:
Most of the respondents of JCB say that selection policy is linked to
productivity.
Q3. Do you feel that employment test is essential for the selection of an
employee?
Options JCB (%)
Yes 90
No 10

90
80
70
60
50 Yes
No
40
30
20
10
0
JCB (%)

Interpretation:
Manpower selection has been rationalized by way of automation as said by
most of the respondents at JCB.
Q4 Selection policy is done by the supports of the top management?
Options JCB (%)
Yes 85
No 15

JCB (%)

15%

Yes
No

85%

Interpretation:
In JCB 85% selection policy is done by the support of the top management.
Q.5What form of interview did you prefer?
Option JCB (%)
Personal interviews 50
Telephonic interviews 30
Video conferencing 20
Others 10

JCB (%)

Personal interviews
Telephonic interviews
Video conferencing
Others

Interpretation:
In JCB most of the manager prefer personal interviews, 30%prefer to take
telephonic interviews where as only 20% go for video conferencing and rest
10% adopt some other means of interviews.
Q6. Rate the effectiveness of the interviewing process and other selection
instruments, such as testing?
Options JCB (%)
Excellent 80
Good 15
Poor 5

JCB (%)

Excellent
Good
Poor
Q7. How well the HR teams act as a consultant to enhance the quality of
the applicant pre-screening process?
Options JCB (%)
Excellent 70
Good 25
Poor 5

JCB (%)
70
60
50
40
JCB (%)
30
20
10
0
Excellent
Good
Poor

Q8. How would you rate the HR department's performance in selection?

Options JCB (%)
Good 90
Poor 10

JCB (%)

Good
Poor

Q9. Do you feel that training is effect to selection process?

Options JCB (%)
Yes 95
No 5

JCB (%)

Yes
No

Interpretation:

In JCB 95% feel that training policy is effect to selection policy and 5% feel
that training policy is effect to selection policy.

Q10. Are you satisfied with the selection system of the organization?
Options JCB (%)
Yes 97
No 3

JCB (%)
100
90
80
70
60
JCB (%)
50
40
30
20
10
0
Yes
No

Interpretation:
In JCB 97% satisfied with the selection system of the organization.
Q11. Do you think that selection process is a difficult process?
Options JCB (%)
Yes 90
No 10

JCB (%)

Yes
No

Interpretation:

In JCB most of the person think that selection process is difficult.

 FINDINGS & CONCLUSION

 Most of the respondents of JCB say that selection policy is linked to

productivity.

 Manpower selection has been rationalized by way of automation as

said by most of the respondents at JCB.

 Executives of JCB say that positions are clearly defined in the

recruitment process.

 Most of the executives of JCB say that they were in support of the
selection policy of their organization.

 In JCB selection policy is done by the support of the top management.

 In JCB most of the managers prefer personal interviews.

 In JCB most of the person satisfied with the selection system of the
organization.

 In JCB most of the person feel that training policy is effect to selection
policy
 RECOMMENDATIONS

 Preference should be given to the most eligible candidate, irrespective

of whether candidate is internal or external.

 Preference should be given to the most eligible candidate, irrespective

of their sex.

 It should be suggested that the Company should pay the travel

expenses to the candidate.

 But with changing times and changing needs the policies should be
flexible.
 QUESTIONNAIRE

NAME : _______________________
DESIGNATION : _______________________
DEPARTMENT : _______________________
ORGANIZATION : JCB [ ]

Q1. Are you in support of selection policy of the Company?

a. Yes b. No
Q2. Whether the existing selection policy is linked to productivity?
a. Yes b. No
Q3. Whether the selection policy is getting full supports for the top
management?
a. Yes b. No

Q4. Is the organization doing timeliness Selection process?

a. Yes b. No
Q5. Does HR provide an adequate pool of quality applicants?
a. Yes b. No
Q6. Rate the effectiveness of the interviewing process and other selection
instruments, such as testing?
a. Excellent b. Good c. Poor
Q7. How well the HR teams act as a consultant to enhance the quality of
the applicant pre-screening process?
a. Excellent b. Good c. Poor
Q8. How would you rate the HR department's performance in selection?
a. Good b. Poor
Q9. Do you think that the employment test is necessary?
a. Yes b. NO
Q10. Do you feel that training will effect to selection process?
a. Yes b. No
Q11. Do you think job rotation will affect the selection policy?
a. Yes b. No
Q12. Are you satisfied with the selection system of the organisation?
a. Yes b. No
Q13. Which type of employment test mostly do you prefer?
a. Aptitude Test
b. Personality Test
c. Intelligence Test
Q14. Do you think that selection process is a difficult process?
a. Yes b. No
Q15. Do you think that preliminary interview is necessary?
a. Yes b. No
 BIBLIOGRAPHY

1. Dr. F.C. Sharma ‘Research methods’ Shree Mahavir Book Depot

(Publishers).
2. Kothari, C.R.‘Research Methodology’ Vishwa Prakashan, New Delhi.
3. Aswathapa K. (1997) Human Resource and Personnel Management,
Tata Mcgraw Hill, New Delhi.
4. R.S. Gupta ‘Practics of management’ Kalyani (Publishers).
5. Dr. Shagun Ahuja ‘Human Resource Management’ by VK Enterprises
(Publishers).

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