A Project On Job Satisfaction

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.
CONTENTS
CHAPTER
TITLE OF CHAPTER
PAGE NO.
NO.
Contents
List of Tables
List of Graphs
1
2
List of Figures
Introduction
Recruitment and Selection
2.1 Definitions
2.2 History
2.3 Importance
2.4 Importance to worker and organization Factors
2.5 Workers role in Recruitment and Selection reasons
2.6 Factors
2.7 Reasons of low Recruitment and Selection
2.8 Effects Of Low Recruitment and Selection
2.9 Influences
Models of Recruitment and Selection
3.1Model of facet of Recruitment and Selection
3.2 Affect theory(Edwin A. Locke 1976)
3.3 Dispositional Theory( Timothy A. Judge 1988)
3.4 Two-Factor Theory (Motivator-Hygiene Theory)
3.5 Job Characteristics Model (Hackman & Oldham)
3.6 Modern method of measuring Recruitment and
Selection
3.7 Rating scale
3.8 Personal interviews
3.9 action tendencies

3.10 Job enlargement
3.11 Job rotation
3.12 Change of pace
3.13 Scheduled rest periods

Research methodology
4.1 Introduction
4.2 Drafting Of Questionnaire
4.3 Sampling
4.4 Research objectives
4.5 Data Collection
4.6 Relevance And Limitation Of Study
4.7 Chapterisation
Organizational profile
5.1 Company Profile
5.2 Vision & Missio
5.3 Our Objective
5.4 Allinace & Partnership
5.5 HCL Advantage
5.6 Technology Leadership
5.7 Philosophy of Quality
5.8 Quality At HCL Infosystems Ltd.
5.9 Manufacturing
6
7
6.0 Chairman And CEO Profile

Data presentation, Analysis and Interpretation
Conclusions And Suggestions
Appendices
Appendices A
Questionnaire
Bibliography
LIST OF TABLES
TABLE
NO.
6.1
6.2
6.3
TITLE OF TABLE
Responses regarding whether the respondents are satisfied
with the workplace
with the infrastructure of organization
with the canteen facility provided by organization.
6.4

with the implementation of rules and responsibilities.
6.5

with the freedom given at work.
6.6

with the team spirit in organization
6.7

with convenient working hours
6.8

with Job security
6.9

with the targets achievable.
6.10

with the targets achievable
with the opportunities of promotions
with the payment of salary on time
6.11
6.12
6.13
6.14
6.15
6.16
PAGE
NO.

with the quality of formal training and induction program
with the quality of in-house training
with the period of training
with the proper and proactive HR division Responses
3
6.17
regarding whether the respondents are satisfied with the

performance appraisal system
with the performance appraisal system
6.18

6.19

with the celebration of employees birthday
6.20

with forum for face to face communication
6.21

with encouragement to employees suggestions
6.22

with positive acceptance of employees suggestions
6.23

with management keeps promises.
LIST OF GRAPHS
GRAPHS
TITLE OF GRAPH
PAGE
4

NO.
6.1
6.2
6.3
NO.
with the workplace
with the infrastructure of organization
with the canteen facility provided by organization.
6.4

with the implementation of rules and responsibilities.
6.5

with the freedom given at work.
6.6

with the team spirit in organization
6.7

with convenient working hours
6.8

with Job security
6.9

with the targets achievable.
6.10

with the opportunities of promotions
4.12. Responses regarding whether the respondents are
satisfied with the payment of salary on time
6.11
6.12
6.13

with the quality of formal training and induction program
6.14

with the quality of in-house training
4.15. Responses regarding whether the respondents are
satisfied with the period of training
6.15

6.16
6.17

with the proper and proactive HR division Responses
regarding whether the respondents are satisfied with the
6.18

6.19

with the celebration of employees birthday
6.20

with forum for face to face communication
6.21

with encouragement to employees suggestions
6.22

with positive acceptance of employees suggestions
6.23

with management keeps promises.
LIST OF FIGURES
FIGURE
NO.
1
2
NAME OF FIGURES
PAGE
NO.
Curve showing relationship between Recruitment and

Selection and rate of turn over and absenteeism
Model of determinant of facet of Recruitment and
Selection
CHAPTER NO.1
INTRODUCTION
INTRODUCTION
Recruitment and Selection in regards to ones feeling or state of mind regarding nature of
their work. Job can be influenced by variety of factors like quality of ones relationship
with their supervisor, quality of physical environment in which they work, degree of
fulfillment in their work, etc.
Positive attitude towards job are equivalent to Recruitment and Selection where as
negative attitude towards job has been defined variously from time to time.
In short
Recruitment and Selection is a persons attitude towards job.

Recruitment and Selection is an attitude which results from balancing & summation of
many specific likes and dislikes experienced in connection with the job- their evaluation
may rest largely upon ones success or failure in the achievement of personal objective
and upon perceived combination of the job and combination towards these ends.
According to pestonejee, Recruitment and Selection can be taken as a summation of
employees feelings in four important areas. These are:
1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,
opportunities on the job for promotion and advancement (prospects), overtime
regulations, interest in work, physical environment, and machines and tools.
2. Management- supervisory treatment, participation, rewards and punishments,
praises and blames, leaves policy and favoritism.
3. Social relations- friends and associates, neighbors, attitudes towards people in
community, participation in social activity socialibility and caste barrier.
4. Personal adjustment-health and emotionality.

Recruitment and Selection is an important indicator of how employees feel about their
job and a predictor of work behavior such as organizational citizenship, Absenteeism,
Turnover.
Recruitment and Selection benefits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality and
worker morale. Recruitment and Selection is also linked with a healthier work force and
has been found to be a good indicator of longevity.
Recruitment and Selection is not synonyms with organizational morale, which the
possessions of feeling have being accepted by and belonging to a group of employees
through adherence to common goals and confidence in desirability of these goals.
Morale is the by-product of the group, while Recruitment and Selection is more an
individual state of mind.
10
CHAPTER NO. 2
JOB SATISFACTION
11
2.1 DEFINITIONS OF RECRUITMENT AND SELECTION

Different authors give various definitions of Recruitment and Selection. Some of them
are taken from the book of D.M. Pestonjee Motivation and Recruitment and Selection
which are given below:
Recruitment and Selection is defined as a pleasurable, emotional, state resulting from
appraisal of ones job. An effective reaction to ones job.
Weiss
Recruitment and Selection is general attitude, which is the result of many specific
attitudes in three areas namely:
Specific job factors
Individual characteristics
Group relationship outside the job
Blum and Naylor
Recruitment and Selection is defined, as it is result of various attitudes the person hold
towards the job, towards the related factors and towards the life in general.
Glimmer
Recruitment and Selection is defined as any contribution, psychological, physical, and
environmental circumstances that cause a person truthfully say, I am satisfied with my
job.
Recruitment and Selection is defined, as employees judgment of how well his job on a
whole is satisfying his various needs
Mr.
Smith
12

Recruitment and Selection is defined as a pleasurable or positive state of mind resulting
from appraisal of ones job or job experiences.
Locke
2.2 HISTORY OF RECRUITMENT AND SELECTION
The term Recruitment and Selection was brought to lime light by hoppock (1935). He
revived 35 studies on Recruitment and Selection conducted prior to 1933 and observes
that Recruitment and Selection is combination of psychological, physiological and
environmental circumstances. That causes a person to say. I m satisfied with my job.
Such a description indicate the variety of variables that influence the satisfaction of the
individual but tell us nothing about the nature of Recruitment and Selection.
Recruitment and Selection has been most aptly defined by pestonjee (1973) as a job,
management, personal adjustment & social requirement. Morse (1953) considers
Recruitment and Selection as dependent upon job content, identification with the co.,
financial & job status & priding group cohesiveness
One of the biggest preludes to the study of Recruitment and Selection was the Hawthorne
study. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard
Business School, sought to find the effects of various conditions (most notably
illumination) on workers productivity.
These studies ultimately showed that novel changes in work conditions temporarily
increase productivity (called the Hawthorne Effect). It was later found that this increase
resulted, not from the new conditions, but from the knowledge of being observed.
This finding provided strong evidence that people work for purposes other than pay,
which paved the way for researchers to investigate other factors in Recruitment and
Selection.
13

Scientific management (aka Taylorism) also had a significant impact on the study of
Recruitment and Selection. Frederick Winslow Taylors 1911 book, Principles of
Scientific Management, argued that there was a single best way to perform any given
work task. This book contributed to a change in industrial production philosophies,
causing a shift
from skilled labor and piecework towards the more modern approach of assembly lines
and hourly wages.
The initial use of scientific management by industries greatly increased productivity
because workers were forced to work at a faster pace. However, workers became
exhausted and dissatisfied, thus leaving researchers with new questions to answer
regarding Recruitment and Selection.
It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo
Munsterberg set the tone for Taylors work.
Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the
foundation for Recruitment and Selection theory. This theory explains that people seek to
satisfy five specific needs in life physiological needs, safety needs, social needs, selfesteem needs, and self-actualization. This model served as a good basis from which early
researchers could develop Recruitment and Selection theories.
14
2.3 IMPORTANCE OF RECRUITMENT AND SELECTION
Recruitment and Selection is an important indicator of how employees feel about

their job and a predictor of work behavior such as
organizational, citizenship,
Absenteeism, Turnover.
Recruitment and Selection can partially mediate the relationship of personality
variables and deviant work behavior.
Common research finding is that Recruitment and Selection is correlated with life
style.
This correlation is reciprocal meaning the people who are satisfied with the life
tends to be satisfied with their jobs and the people who are satisfied their jobs
tends to satisfied with their life.
This is vital piece of information that is Recruitment and Selection and job
performance is directly related to one another. Thus it can be said that, A happy
worker is a productive worker.
It gives clear evidence that dissatisfied employees skip work more often and more
like to resign and satisfied worker likely to work longer with the organization.
15
2.4 IMPORTANCE TO WORKER AND ORGANIZATION
Recruitment and Selection and occupational success are major factors in personal
satisfaction, self-respect, self-esteem, and self-development. To the worker, Recruitment
and Selection brings a pleasurable emotional state that can often leads to a positive work
attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal.
For the organization, Recruitment and Selection of its workers means a work
force that is motivated and committed to high quality performance. Increased
productivity- the quantity and quality of output per hour worked- seems to be a byproduct
of improved quality of working life. It is important to note that the literature on the
relationship between Recruitment and Selection and productivity is neither conclusive
nor consistent.
However, studies dating back to Herzbergs (1957) have shown at least low
correlation between high morale and high productivity and it does seem logical that more
satisfied workers will tend to add more value to an organization.
Unhappy employees, who are motivated by fear of loss of job, will not give 100
percent of their effort for very long. Though fear is a powerful motivator, it is also a
temporary one, and also as soon as the threat is lifted performance will decline.
Recruitment and Selection benefits the organization includes reduction in
complaints and grievances, absenteeism, turnover, and termination; as well as improved
16

punctuality and worker morale. Recruitment and Selection is also linked with a healthier
work force and has been found to be a good indicator of longevity.
Although only little correlation has been found between Recruitment and
Selection and productivity, Brown (1996) notes that some employers have found that
satisfying or delighting employees is a prerequisite to satisfying or delighting customers,
thus protecting the bottom line.
2.5 WORKERS ROLE IN RECRUITMENT AND SELECTION

If Recruitment and Selection is a worker benefit, surely the worker must be able to
contribute to his or her own satisfaction and well being on the job. The following
suggestions can help a worker find personal Recruitment and Selection: Seek
opportunities to demonstrate skills and talents. This often leads to more challenging work
and greater responsibilities, with attendant increases in pay and other recognition.
Develop excellent communication skills. Employers value and rewards excellent
reading, listening, writing and speaking skills.
Know more. Acquire new job related knowledge that helps you to perform tasks more
efficiently and effectively. This will relive boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often results in recognition as well as in increased responsibilities and
rewards.
Develop teamwork and people skills. A large part of job success is the ability to work
well with others to get the job done.
Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.
17

See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This help to give meaning to ones existence, thus
playing a vital role in Recruitment and Selection.
Learn to de-stress. Plan to avoid burn out by developing healthy stress management
techniques.
2.6 FACTORS OF RECRUITMENT AND SELECTION
Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major
components of Recruitment and Selection. These are as under:
The way the individual reacts to unpleasant situations,
The facility with which he adjusted himself with other person
The relative status in the social and economic group with which he identifies
himself
The nature of work in relation to abilities, interest and preparation of worker
Security
Loyalty
Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and
listed various job factors of Recruitment and Selection. These are briefly defined one by
one as follows:
1. Intrinsic aspect of job
18

It includes all of the many aspects of the work, which would tend to be constant for
the work regardless of where the work was performed.
2. Supervision
This aspect of Recruitment and Selection pertains to relationship of worker with his
immediate superiors. Supervision, as a factor, generally influences Recruitment and
Selection.
3. Working conditions
This includes those physical aspects of environment which are not necessary a part of
the work. Hours are included this factor because it is primarily a function of
organization, affecting the individuals comfort and convenience in much the same
way as other physical working conditions.
4. Wage and salaries
This factor includes all aspect of job involving present monitory remuneration for
work done.
5. Opportunities for advancement
It includes all aspect of job which individual sees as potential sources of betterment of
economic position, organizational status or professional experience.
6. Security
It is defined to include that feature of job situation, which leads to assurance for
continued employment, either within the same company or within same type of work
profession.
7. Company & management
It includes the aspect of workers immediate situation, which is a function of
organizational administration and policy. It also involves the relationship of employee
with all company superiors above level of immediate supervision.
8. Social aspect of job
It includes relationship of worker with the employees specially those employees at
same or nearly same level within the organization.
9. Communication
19

It includes job situation, which involves spreading the information in any direction
within the organization. Terms such as information of employees status, information
on new developments, information on company line of authority, suggestion system,
etc, are used in literature to represent this factor.
10. Benefits
It includes those special phases of company policy, which attempts to prepare the
worker for emergencies, illness, old age, also. Company allowances for holidays,
leaves and vacations are included within this factor.
2.7 REASONS OF LOW RECRUITMENT AND SELECTION

Reasons why employees may not be completely satisfied with their jobs:
1. Conflict between co-workers.

2. Conflict between supervisors.
3. Not being opportunity paid for what they do.
4. Have little or no say in decision making that affect employees.
5. Fear of loosing their job.
2.8 EFFECTS OF LOW RECRUITMENT AND SELECTION
1. HIGH ABSENTEEISM
20

Absenteeism means it is a habitual pattern of absence from duty or obligation.
If there will be low Recruitment and Selection among the employees the rate of
absenteeism will definitely increase and it also affects on productivity of organization.
J
o
b
s
a
t
i
s
f
a
c
t
i
n
High
low
A
low
High
Rate of turn over and absences
Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over
and absenteeism.
In the above diagram line AB shows inverse relationship between Recruitment and
Selection and rate of turn over and rate of absenteesm.
As th Recruitment and Selection is high the rate of both turn over and absentiseesm is
low and vise a versa.
2.HIGH TURNOVER
In human resource refers to characteristics of a given company or industry relative to the

rate at which an employer gains and losses the staff.
21

If the employer is said to be have a high turnover of employees of that company
have shorter tenure than those of other companies.
3.TRAINING COST INCREASES
As employees leaves organization due to lack of Recruitment and Selection. Then Human
resource manager has to recruit new employees. So that the training expenditure will
increases.
2.9 INFLUENCES ON RECRUITMENT AND SELECTION
22

There are no. of factors that influence Recruitment and Selection. For example, one
recent study even found that if college students majors coinsided with their job , this
relationship will predicted subsequent Recruitment and Selection. However, the main
influences can be summerised along with the dimentions identified above.
The work itself
The concept of work itself is a major source of satisfaction. For example, research related
to the job charactoristics approach to job design, shows that feedback from job itself and
autonomy are two of the major job related motivational factors. Some of the most
important ingridents of a satisfying job uncovered by survey include intersting and
challenging work, work that is not boring, and the job that provides status.
Pay
Wages and salaries are recognised to be a significant, but complex, multidimentional
factor in Recruitment and Selection. Money not only helps people attain their basic needs
butevel need satisfaction. Employees often see pay as a reflection of how managemnet
view their conrtibution to the organization. Fringe benefits are also important.
If the employees are allowed some flexibility in choosing the type of benefits they prefer
within a total package, called a flexible benefit plan, there is a significant increase in
both benefit satisfaction and overall Recruitment and Selection.
Promotions
Promotional opportunities are seem to be have avarying effect on Recruitment and
Selection. This is because of promotion take number of different forms.
WHAT IS THE IMPACT OF RECRUITMENT AND SELECTION?
23

Many managers subscribe to the belief that a satisfied worker is necessarily good
worker. In other words, if management could keep the entire workers happy, good
performance would automatically fallow. There are two propositions concerning the
satisfaction performance relation ship. The first proposition, which is based on
traditional view, is that satisfaction is the effect rather than the cause of performance.
This proposition says that efforts in a job leads to rewards, which results in a certain
level of satisfaction .in another proposition, both satisfaction and performance are
considered to be functions of rewards.
Various research studies indicate that to a certain extent Recruitment and Selection
affects employee turn over, and consequently organization can gain from lower turn
over in terms of lower hiring and training costs. Also research has shown an inverse
relation between Recruitment and Selection and absenteeism. When Recruitment and
Selection is high there would be low absenteeism, but when Recruitment and
Selection is low, it is more likely to lead a high absenteeism.
What Recruitment and Selection people need?
Each employee wants:
1. Recognition as an individual
2. Meaningful task
3. An opportunity to do something worthwhile.
4. Job security for himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance
8. No arbitrary action- a voice a matters affecting him
9. Satisfactory working conditions
10. Competence leadership- bosses whom he can admire and respect as persons
and as bosses.
However, the two concepts are interrelated in that Recruitment and Selection can
contribute to morale and morale can contribute to Recruitment and Selection.
24

It must be remembered that satisfaction and motivation are not synonyms. Motivation is a
drive to perform, where as satisfaction reflects the individuals attitude towards the
situation. The factors that determine whether individual is adequately satisfied with the
job differs from those that determine whether he or she is motivated. the level of
Recruitment and Selection is largely determined by the comfits offered by the
environment and the situation . Motivation, on the other hand is largely determine by
value of reward and their dependence on performance. The result of high Recruitment
and Selection is increased commitment to the organization, which may or may not result
in better performance.
A wide range of factors affects an individuals level of satisfaction. While organizational
rewards can and do have an impact, Recruitment and Selection is primarily determine by
factors that are usually not directly controlled by the organization. a high level of
Recruitment and Selection lead to organizational commitment, while a low level, or
dissatisfaction, result in a behavior detrimental to the organization. For example,
employee who like their jobs, supervisors, and the factors related to the job will probably
be loyal and devoted. People will work harder and derive satisfaction if they are given the
freedom to make their own decisions.
25
CHAPTER NO. 3
MODELS OF JOB SATISFACTION
MODELS OF RECRUITMENT AND SELECTION

There are various methods and theories of measuring Recruitment and Selection level of
employees in the orgnization given by different authers.
List of all the theorise and methods measuring Recruitment and Selection level is given
below:
26
A MODEL OF FACET SATISFACTION

Affect theory(Edwin A. Locke 1976)
Dispositional Theory( Timothy A. Judge 1988)
Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzbergs)
Job Characteristics Model (Hackman & Oldham)
Rating scale
Personal interviews
action tendencies
Job enlargement
Job rotation
Change of pace
Scheduled rest periods
3.1 MODEL OF FACET OF RECRUITMENT AND SELECTION
27
Recruitment
and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.
Skill
Experience
Perceived personal
Training
job inputs
Efforts
Age
Seniority
Perceived
Education
amount that
Co loyalty
Perceived inputs
should be
Past
& outcomes of
received (a)
performance
referent others
Level
Difficulty
Time span
Amount of
responsibility
Perceived
outcome of
referent others
Actual
outcome
received
a=b
satisfaction
a>b
dissatisfaction
a<b guilt
Inequity
Discomfort
Perceived job
characteristics
Perceived
amount
received
(b)
Fig.no.2 Model of determinant of facet of Recruitment and Selection

Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is applicable
to understand what determines a persons satisfaction with any facet of job.
According to this model actual outcome level plays a key role in a persons perception of
what rewards he recieves. His perception influenced by his perception of what his
referent others recieves. The higher outcome level of his referent other the lower his
outcome level will appear. This model also focus on his perception on reward level.
3.2 AFFECT THEORY
28

Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous
Recruitment and Selection model. The main premise of this theory is that satisfaction is
determined by a discrepancy between what one wants in a job and what one has in a job.
Further, the theory states that how much one values a given facet of work (e.g. the degree
of autonomy in a position) moderates how satisfied/dissatisfied one becomes when
expectations are/arent met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are met) and
negatively (when expectations are not met), compared to one who doesnt value that
facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is
indifferent about autonomy, then Employee A would be more satisfied in a position that
offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular
facet will produce stronger feelings of dissatisfaction the more a worker values that facet.
3.3 DISPOSITIONAL THEORY
29

Another well-known Recruitment and Selection theory is the Dispositional Theory it is a
very general theory that suggests that people have innate dispositions that cause them to
have tendencies toward a certain level of satisfaction, regardless of ones job. This
approach became a notable explanation of Recruitment and Selection in light of evidence
that Recruitment and Selection tends to be stable over time and across careers and jobs.
Research also indicates that identical twins have similar levels of Recruitment and
Selection.
A significant model that narrowed the scope of the Dispositional Theory was the Core
Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there
are four Core Self-evaluations that determine ones disposition towards Recruitment and
Selection: self-esteem, general self-efficacy, locus of control, and neuroticism. This
model states that higher levels of self-esteem (the value one places on his self) and
general self-efficacy (the belief in ones own competence) lead to higher work
satisfaction. Having an internal locus of control (believing one has control over her\his
own life, as opposed to outside forces having control) leads to higher Recruitment and
Selection. Finally, lower levels of neuroticism lead to higher Recruitment and Selection
3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)
30
Frederick Hertzbergs Two-factor theory (also known as Motivator Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace. This theory states that
satisfaction and dissatisfaction are driven by different factors motivation and hygiene
factors, respectively. Motivating factors are those aspects of the job that make people
want to perform, and provide people with satisfaction. These motivating factors are
considered to be intrinsic to the job, or the work carried out.Motivating factors include
aspects of the working environment such as pay, company policies, supervisory practices,
and other working conditions.
While Hertzberg's model has stimulated much research, researchers have been unable to
reliably empirically prove the model, with Hackman & Oldham suggesting that
Hertzberg's original formulation of the model may have been a methodological
artifactFurthermore, the theory does not consider individual differences, conversely
predicting all employees will react in an identical manner to changes in
motivating/hygiene factors.. Finally, the model has been criticised in that it does not
specify how motivating/hygiene factors are to be measured]
3.5 JOB CHARACTERISTICS MODEL
31
Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including
Recruitment and Selection.
The model states that there are five core job characteristics (skill variety, task identity,
task significance, autonomy, and feedback) which impact three critical psychological
states (experienced meaningfulness, experienced responsibility for outcomes, and
knowledge of the actual results), in turn influencing work outcomes (Recruitment and
Selection, absenteeism, work motivation, etc.).
The five core job characteristics can be combined to form a motivating potential score
(MPS) for a job, which can be used as an index of how likely a job is to affect an
employee's attitudes and behaviors.
A meta-analysis of studies that assess the framework of the model provides some support
for the validity of the JCM.
3.6 MODERN METHOD OF MEASURING RECRUITMENT AND SELECTION
32
In this method of measuring Recruitment and Selection the comparision between various
orgnizational terms and conditions at managerial level and also the orgnization at a large.
SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF
THE ORGANIZATION:
1. Management has a clear path for employees advancement
2. Decisions are made keeping in mind the good of the employees
3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. I nnovativeness is encouraged to meet business problems.
SATISFACTION WITH SUPERVISION

1. I feel I can trust what my supervisor tells me
2. My supervisor treats me fairly and with respect
3. My supervisor handles my work-related issues satisfactorily
4. I get frequent appreciation of work done from supervisors
5. I get enough support from the supervisor
6.Individual initiative is encouraged
SATISFACTION WITH COMPENSATION LEVELS
1. Overall I am satisfied with the companys compensation package
2. I am satisfied with the medical benefits
3. I am satisfied with the conveyance allowance
4. I am satisfied with the retirement benefits
5. I am satisfied with the reimbursement of the expenses as per the eligibility
6. I am satisfied with the holiday (vacation) eligibilities
SATISFACTION WITH TASK CLARITY

33

1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)
2. Rules and procedures are followed uncompromisingly
3. My job responsibilities are well defined and clear
SATISFACTION WITH CAREER DEVELOPMENT
1. I have adequate opportunities to learn and grow
2. I get opportunities to handle greater responsibilities
3. My skills and abilities are adequately used at work
From all above we can conclude level of Recruitment and Selection of our employees.
3.7 RATING SCALE
It is one of the most common methods of measuring Recruitment and Selection. The
popular rating scale used to measure Recruitment and Selection is to include:
Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent
satisfactions and dissatisfactions of employees.
Job Description Index: it measures Recruitment and Selection on the dimension
identified by Smith, Kendall, Hullin.
Porter Need Identification Questionnaires: It is used only for management personnel
and revolves around the problems and challenges faced by managers.
3.8 CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this method of measuring
Recruitment and Selection. It involves asking employees to described incidents on job
when they were particularly satisfied or dissatisfied. Then the incidents are analyzed in
terms of their contents and identifying those related aspects responsible for the positive
and negative attitudes.
3.09 PERSONAL INTERVIEWS
34
This method facilitates an in-depth exploration through interviewing of job attitudes.

The main advantage in this method is that additional information or clarifications can
be obtained promptly.
3.10 ACTION TENDENCIES
By this method, Recruitment and Selection can be measured by asking questions and
gathering information on how they feel like behaving with respect to certain aspects
of their jobs. This method provides employees more opportunity to express their indepth feeling.
In his study on American employees, hoppock identified six factors that contributed
to Recruitment and Selection among them. These are as follows:
1. The way individual reacts to unpleasant situations.
2. The facilities with which he adjust himself to other persons.
3. His relatives status in the social & economic group with which he identifies
himself.
4. The nature of work in relation to the abilities, interest & preparation of the
workers.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries between employees &
management in conflct.they are concern with Recruitment and Selection or general job
attitudes with the employees.
Philip apple white has listed the five major components of Recruitment and Selection .as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision
Other components that should be added to this five are individuals state of mind about
the work itself and about the life in general .the individuals health, age, level of
35

aspiration. Social status and political & social activities can all contribute to the
Recruitment and Selection. A persons attitude toward his or her job may be positive or
negative.
3.11 JOB ENLARGEMENT
The concept of job enlargement originated after World War II. It is simply the organizing
of the work so as to relate the contents of the job to the capacity, actual and potential, of
workers. Job enlargement is oblivious forerunner of the concept and philosophy of job
design. Stephan offers three basic assumptions behind the concept of job enlargement.
Output will increase if
1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and different tasks to
a specialized job. It may widen the number of task the employee must do that is, add
variety. When additional simple task are added to a job, the process is called horizontal
job enlargement. This also presumably adds interest to the work and reduces monotony
and boredom.
To check harmful effects of specialization, the engineering factors involved in each
individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened
so that there will be more lines and fewer workers on each line. Moreover, instead of
assigning one man to each job and then allowed to decide for himself how to organize the
work. Such changes permit more social contacts and greater control over the work
process.
3.12 JOB ROTATION
Job rotation involves periodic assignments of an employee to completely different sets of
job activities. One way to tackle work routine is to use the job rotation. When an activity
is no longer challenging, the employee is rotated to another job, at the same level that has
similar skill requirements.
36

Many companies are seeking a solution to on-the-job boredom through systematically
moving workers from one job to another. This practice provides more varieties and gives
employees a chance to learn additional skills. The company also benefits since the
workers are qualified to perform a number of different jobs in the event of an emergency.
3.13 CHANGE OF PACE
Anything that will give the worker a chance to change his pace when he wishes will lend
variety to his work. Further if workers are permitted to change their pace that would give
them a sense of accomplishment.
3.14 SCHEDULED REST PERIODS
Extensive research on the impact of rest periods indicates that they may increase both
morale and productivity. Scheduled rest periods bring many advantages:
They counteract physical fatigue
They provide variety and relieve monotony
They are something to look forward to- getting a break gives a sense of achievement.
They provide opportunities for social contacts.
37
CHAPTER NO. 4
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
4.1 INTRODUCTION
38
Research refers to a search for knowledge. It is a systematic method of collecting and

recording the facts in the form of numerical data relevant to the formulated problem and
arriving at certain conclusions over the problem based on collected data.
Thus formulation of the problem is the first and foremost step in the research process
followed by the collection, recording, tabulation and analysis and drawing the
conclusions. The problem formulation starts with defining the problem or number of
problems in the functional area. To detect the functional area and locate the exact
problem is most important part of any research as the whole research is based on the
problem.
According to Clifford Woody research comprises defining and redefining problems,
formulating hypothesis or suggested solutions: collecting, organizing and evaluating data:
making deductions and reaching conclusions: and at last carefully testing the conclusions
to determine whether they fit the formulating hypothesis.
Research can be defined as the manipulation of things, concepts or symbols for
the purpose of generalizing to extend, correct or verify knowledge, whether that
knowledge aids in construction of theory or in the practice of an art
In short, the search for knowledge through objective and systematic method of
finding solution to a problem is research.
4.2 DRAFTING QUESTIONNAIRE
39

The questionnaire is considered as the most important thing in a survey operation. Hence
it should be carefully constructed. Structured questionnaire consist of only fixed
alternative questions. Such type of questionnaire is inexpensive to analysis and easy to
administer. All questions are closed ended.
4.3SAMPLING
It was divided into following parts:
Sampling universe
All the employees are the sampling universe for the research.
Sampling technique
Judgmental sampling
Sample was taken on judgmental basis. The advantage of sampling are that it is much less
costly, quicker and analysis will become easier. Sample size taken was 100 employees.
4.4 RESEARCH OBJECTIVES

The research has been undertaken with following objectives.
To study the level of Recruitment and Selection among the employees of SEVA
Automotive Pvt. Ltd. if any.
To study the methods of measuring Recruitment and Selection of SEVA

Automotive Pvt. Ltd.
4.5 DATA COLLECTION
40

The task of data collection begins after the research problem has been defined and
research design chalked out. While deciding the method of data collection to be used for
the study, the researcher should keep in mind two types of data viz. Primary and
secondary data.
Primary Data: The primary data are those, which are collected afresh and for the first time and
thus happen to be original in character. The primary data were collected through welldesigned and structured questionnaires based on the objectives.
Secondary Data:
The secondary data are those, which have already been collected by someone else
and passed through statistical process. The secondary data required of the research was
collected through various newspapers, and Internet etc.
4.6 RELEVANCE AND LIMITATIONS OF STUDY

The study was thoughtful for knowing the existing Recruitment and Selection
level of the employees of SEVA Automotive private limited, Nagpur.
Limitation for the study, the study was restricted to SEVA Automotive private limited,
Nagpur only and other being the time as constraint.
4.7 CHAPTERISATION
1. Introduction
2. Research methodology
3. Organizational profile
4. Data presentation, analysis and interpretation
5. Conclusions and suggestions
41
CHAPTER NO. 5
ORGNIZATION PROFILE
42
ORGNIZATION PROFILE
HCL INFOSYSTEMS LDT.

NOIDA
TECHNOLOGY
THAT TOUCHES LIFES
COMPANY PROFILE
HCL INFOSYSTEMS LTD.
43
HCL Infosystems is Indias premier information enabling company.

Leveraging its 3 decades of expertise in total technology solutions, HCL
Infosystems offers value-added services in key areas such as system
integration, networking consultancy and a wide range of support services.
HCL Infosystems is among the leading players in all the segments
comprising the domestic IT products, solutions and related services, which
include PCs, Servers, Imaging, Voice & video solutions, Networking
Products, TV and FM Broadcasting solutions, Communication solutions,
System Integration, ICT education & training, Digital lifestyle Solutions and
Peripherals.
HCL has a direct sales, channel sales and retail sales network pan India.
Continuously meeting the ever increasing customer expectations and
applications, its focus on integrated enterprise solutions has strengthened the
HCL Infosystems capabilities in supporting installation types ranging from
single to large, multi-location, multi-vendor & multi-platform spread across
India. HCL Infosystems, today has a direct support force of over 3000+
members, is operational at 360+ locations across the country and is the
largest such human resource of its kind in the IT business in India. HCL
Infosystems has pan India presence across metros and non-metros.
HCL Infosystems' manufacturing facilities are ISO 9001 & ISO 14001
certified and adhere to stringent quality standards and global processes. With
the largest installed PC base in the country, four indigenously developed and
manufactured PC brands - 'Infiniti', 'Busybee' 'Beanstalk' and Ezeebee and its robust manufacturing facilities, HCL Infosystems aims to further
leverage its dominance in the PC market. It has been consistently rated as
Top
player
in
PC
industry
by
IDC.
The 'Infiniti' line of business computing products is incorporated with
leading edge products from world leaders such as Intel. Constant innovation
to meet the customized requirements of its customers has enabled HCL to
create the trusted ICT infrastructure platforms, powerful value adds like
HCL Embedded Control & Continuity (HCL EC2) technology and the future
generation
of
digital
lifestyle
enablers.
The Imaging, Voice & video solutions segment has strategic alliances with
industry leaders to provide services in various domains which include Audio
Video system integration solutions, broadcasting solutions, imaging products
44
and solutions. The company has strategic alliances with world leaders for
voice and video conferencing solutions, TV and FM Broadcasting solutions
and for Imaging products and solutions to provide documentation products
like copiers, MFDs, Duprinters, laser printers and large format printers.
The Channel Business of HCL Infosystems has an extensive network of over
3000+ resellers across 900 locations. It has actively promoted the
penetration of PCs in the home and the small office/home office (SOHO)
segments.
HCL Infinet Ltd, 100% owned subsidiary of HCL Infosystems Ltd. is a class
A ISP focusing on providing the corporate networking services like Virtual
Private Network, Broadband Internet Access, Internet Telephony Hosting &
Co-location services, designing & deploying Disaster Recovery Solutions &
Business Continuity solution, Application Services, Managed Security
Services & NOC Services over its state-of-the-art IP / MPLS network and
end-to-end contact center solutions.
VISION AND MISSION
45
VISION STATEMENT
"Together we create the enterprises of tomorrow"
MISSION STATEMENT
"To provide world-class information technology solutions and
services to enable our customers to serve their customers
better"
QUALITY POLICY
"We shall deliver defect-free products, services and solutions
to meet the requirements of our external and internal
customers, the first time, every time"
OUR OBJECTIVES
46
OUR MANAGEMENT OBJECTIVES

To fuel initiative and foster activity by allowing individuals
freedom of action and innovation in attaining defined
objectives.
OUR PEOPLE OBJECTIVES

To help people in HCL Infosystems Ltd. share in the
company's successes, which they make possible; to provide
job security based on their performance; to recognize their
individual achievements; and help them gain a sense of
satisfaction and accomplishment from their work.
CORE VALUES
We shall uphold the dignity of the individual.

We shall honour all commitments.
We shall be committed to Quality, Innovation and
Growth in every endeavor.
We shall be responsible corporate citizens.
Alliance & Partnership

To provide world-class solutions and services to all our customers, we
47
have formed Alliances and Partnerships with leading IT companies

worldwide.
HCL Infosystems has alliances with global technology leaders like
Intel, AMD, Microsoft, IBM, Bull, Toshiba, Nokia, Sun Microsystems,
Ericsson, NVIDIA, SAP, Scansoft, SCO, EMC, Veritas, Citrix, CISCO,
Oracle, Computer Associates, RedHat, Infocus, Duplo, Samsung and
Novell.
These alliances on one hand give us access to best technology &
products as well enhancing our understanding of the latest in
technology. On the other hand they enhance our product portfolio,
and enable us to be one stop shop for our customers.
HCL Advantage
HCL Infosystems (HCLI) draws it's strength from 30 years
48
of experience in handling the ever changing IT scenario ,

strong customer relationships, ability to provide the cutting
edge technology at best-value-for-money and on top of it, an
excellent service & support infrastructure. Today, HCL is
country's premier information enabling company. It offers
one-stop-shop convenience to its diverse customers having
an equally diverse set of requirements.
Be it a large multi-location enterprise, or a small/medium
enterprise, or a small office or a home, HCLI has a product
range, sales & support capability to service the needs of the
customer.
Last 30 years apart from knowledge & experience have also
given us continuity in relationship with the customers,
thereby increasing the customer confidence in us.Our
strengths can be summarized as:
Ability to understand customer's business and offer

right technology.
Long standing relationship with customers.
Pan India support & service infrastructure.
Best-vale-for-money offerings.
Technology Leadership
HCL Infosystems is known to be the harbinger of technology
in the country. Right from our inception we have attempted to
pioneer the technology introductions in the country either
through our R&D or through partnerships with the world
49
technology
leaders.
Using our own R&D we have:

Created our own UNIX & RDBMS capability (in 80s).
developed firewalls for enterprise & personal system
security.
launched our own range of enterprise storage products.
launched our own range of networking products.
We strive to understand the technology from the view of
supporting it post installation as well. This is one of the key
ingredients that go into our strategic advantage.
HCL Infosystems has to its claim several technology
pioneering initiatives. Some of them are:
Country's first DeskTop PC - BusyBee in 1985.

Country's first branded home PC - Beanstalk in 1995.
Country's first Pentium 4 based PC at sub 40k price
point.
Country's first Media Center PC.
Philosophy of Quality
"We shall deliver defect-free products, services and
solutions to meet the requirements of our external and
internal customers, the first time, every time."
50
To exist as a market leader in a globally competitive

marketplace, organizations need to adopt and implement a
continuous improvement-based quality policy.One of the key
elements to HCL's success is its never-ending pursuit of
superior quality in all its endeavors.
HCL INFOSYSTEMS believes in the Total Quality
Management philosophy as a means for continuous
improvement, total employee participation in quality
improvement and customer satisfaction. Its concept of
quality addresses people, processes and products.
Over the last 32 years, we have adapted to newer and better
Quality standards that helped us effectively tie Quality with
Business Goals, leading to customer and employee
satisfaction.
QUALITY AT HCL INFOSYSTEMS LTD

The history of structured quality implementation in HCL
Infosystems began in the late 1980s with the focus on
improving quality of its products by using basis QC tools and
Failure Reporting and Corrective Active Systems (FRACAS).
51
We also employed concurrent engineering practices

including design reviews, and rigorous reliability tests to
uncover
latent
design
defects.
In the early 90s, the focus was not merely on the quality of
products but also the process quality systems. Our
manufacturing unit at NOIDA was certified initially to ISO
9002:1994 by Bureau Veritas Certification in 1994 and later
on to ISO 9001:1994 in 1997. As of now, all our
manufacturing units are certified by Bureau Veritas
Certification as per ISO 9001:2000 and ISO 14001: 2004
In early 1995, a major quality initiative was launched across
the company based on Philip B. Crosby's methodology of
QIPM (Quality Improvement Process Management). This
model was selected to because it considered the need and
commitment by an organization to improve but more
importantly, the individual's need towards better quality in his
personal
life.
Under our Quality Education System program, we train our
employees on the basic concepts and tools of quality. A
number of improvement projects have been undertaken by
our employees, whereby process deficiencies and
bottlenecks are identified, and Corrective Action Projects
(CAPs) are undertaken. This reduces defect rates and
improves cycle times in various processes, including
personal
quality.
We have received MAIT's 'Level II recognition for Business
Excellence' for our initiatives in the Information Technology
Industry, adding another commendation to our fold. MAIT's
Level II recognition is based on the 'European Foundation for
Quality Management' (EFQM), for gaining quality leadership
and
business
competitiveness.
52
Our certifications / awards in 2003 include ISO 9001-2000 by

Bureau Veritas Certification for our InfoStructure Services
and award of First Prize by ELCINA (Electronic Component
Industries Association) for Quality, 2002-03. The ELCINA
award criteria considers two aspects. (1) Enablers
(Leadership & Management commitment, Resource
Management, Product Realisation, Measurement Analysis &
Improvement) and Results (Product Quality, Customer /
Stake
holder
satisfaction
,
Business
results).
The tryst for continuous quality improvement is never-ending
in HCL Infosystems. We always strive to maintain high
quality standards, which help us fulfill our mission to provide
world-class information technology solutions and services, to
enable our customers to serve their customers better.
Manufacturing
HCL's computer hardware manufacturing plants include 4
facilities, 2 at Puducherry, 1 at Chennai & 1 at Uttranchal.
53
The plant located in Puducherry are situated 165 kms south

of Chennai on the coast of the Bay of Bengal with proximity
to Chennai Air/Sea port, special policies for Industries of
local Govt, , Inland Container Depots, attractive power and
labour rates - makes Puducherry an ideal place for business.
Started in 1996 - with only Unit 1 - it now has 4 Units with a
built up area of 4,19,000 sq. ft The infrastructure is state of
the art, one of the best & largest in India.
All 3 factories are ISO 9001:2000 and ISO 14001, ISO

13485:2003, TS 16949-2002 TUV-Accredited certified. PMO
was also Awarded MAIT Level 2 - by European Foundation
for Quality Management in the year 2001. HCL was also
awarded ELCINA's (Electronic Component Industries
Association) Quality Award for the year 2002- 2003.
HCL Infosystems Ltd. Puducherry, Uttarakhand, and

Noida Manufacturing Units now ISO 9001:2008
Certified
State of the art IT systems in MRP, ERP, Online
configurations enables this latest unit of HCL (Rudrapur) to
54
leverage the power of IT in delivering optimum efficiency.

The plant is networked & online with HCL branch and head
offices. The Pondicherry plant has its own Product
Engineering Group (PEG) and R&D teams constantly
engaged in developing new products and solutions. Driven
by a strong manufacturing objective, HCL promises to deliver
defect free products, services and solutions to meet the
requirements of its external and internal customers, right
from the commencement of the relationship.
Driven by a strong Manufacturing Objective
"WE SHALL DELIVER DEFECT-FREE PRODUCTS,
SERVICES
AND
SOLUTIONS
TO
MEET
THE
REQUIREMENTS OF OUR EXTERNAL AND INTERNAL
CUSTOMERS, THE FIRST TIME, EVERY TIME."
All processes in the manufacturing are aligned to this guiding
objective . A strong emphasis of "Quality by Process" is
ensured across all processes. The products manufactured here
undergo stringent tests that ensures their ruggedness & durability ,
which may be deployed anywhere in India and may have to face
severe conditions like - heat , humidity , rough transportation &
handling .Our products undergo drop tests , hot & cold temperature
chamber , client-site simulation tests , reliability tests et al .
Computers are shipped to locations all over India with an extensive
network of professional logistic support partners. There is also a
Customer satisfaction cell, in plant, to take care of problems
reported
from
field.
Customers, sales & marketing, support personnel, dealers &
distributors are encouraged to visit the plant to see, for themselves,
what all goes in making a quality computer system.
55
CHAIRMAN & CEO'S PROFILE

Ajai Chowdhry
Founder - HCL
Chairman & CEO - HCL Infosystems
An engineer by training, Ajai Chowdhry is one of the six
founder members of HCL, Indias leading Technology and IT
Enterprise. HCL, Indias original IT garage start-up founded
in 1976, is today a US$ 5.0 billion Global Enterprise.
Ajai took over the reins of HCL Infosystems, the flagship
company of the group, as President and CEO in 1994. He
was appointed the Chairman of HCL Infosystems in
November 1999. Under Ajais stewardship, the companys
turnover has grown to US$ 3.1 billion for the last 12 months
from US$ 89 Million in 1994. Employing ~5700 people, it has
emerged as the countrys information-enabling powerhouse.
Ajai has been a key force in driving the growth of HCL
Infosystems. The credit of setting up HCL's overseas
operations, starting with Singapore in 1980 goes to him.
During this tenure he extensively covered South Asian
Markets including Malaysia, Thailand, Hong Kong,
Indonesia, and the People's Republic of China, expanding
business operations, which paved the way towards
enhancing HCL's core competencies in bringing the best
international technologies to the domestic market.
Driving the thrust on IT, Telecom and Imaging, Ajai perceives
the role of his company as that of enabling information.
Credited with providing momentum to key IT phenomena 56
within the company as well as in the industry - he has

constantly added newer and cutting edge technology skills to
the company's portfolio. Under his leadership, several new
projects have been undertaken in the company that have
had a lasting impact including pioneering HCL into digital
lifestyle by getting into IT retail, building technology capability
for convergence at the time when convergence of IT was
merely a slogan, spearheading the company wide Quality
movement and driving a vision of IT for the masses are
some examples. A great believer in manufacturing potential
of India, Ajai has relentlessly advocated the cause of
manufacturing in India to many non-Indian MNCs, Industry
bodies and Government. An absolute stickler for customer
focus, he himself spends significant time personally listening
to
customers.
Ajai sensed an emerging opportunity early in the telecom
and imaging domain and today HCL Infosystems is poised to
exploit this opportunity to offer a richer bouquet of
technology
products
to
its
customers.
It is recognition of stature and his visionary ability that Ajai
was invited to be part of the IT Hardware Task Force set up
by the Prime Minister of India, to give shape to the country's
IT strategy. Ajai has tirelessly championed the cause of
improving PC penetration in the country. He has worked
closely with many Government bodies to take the IT for the
masses agenda forward and is on several government
committees to take forward the course of IT and Hardware in
India. Ajai has recently been invited to Chair the
Confederation of Indian Industrys National Committee for IT,
ITES & E-Commerce, where he is striving to up the
deployment of IT in Indian SMEs to increase their
productivity and to make them globally competitive.
57
In cognizance of his contribution in championing the cause

of the domestic Indian IT market, Ajai has recently been
conferred the DATAQUEST IT Man of the Year 2007 Award.
Ajai has earlier been awarded the 'IT Man of the Year' title by
The Skoch Consultancy and 'Best IT Man of the Year' by The
Foundation of Indian Industry and Economists. He has also
received Corporate Ratna - IT Industry of the Millennium
Award by Wisitek Foundation and Electronics Man of the
Year - 2006 Award by EFY for his pivotal role in HCLs
breakthrough
innovations.
Ajai has a bachelor's degree in electronics and
communication engineering, and attended the Executive
Program at the School of Business Administration at the
University
of
Michigan,
US.
His pride and passion for his country very well reflects in the
creation of HCL MindiaTM, a forum to salute the prowess of
Indian Mind. His affection for music is well known and has
lead to the birth of HCL Concert Series. Ajai is an avid reader
and is fond of Jazz and the fine arts. He and his wife Kunkun
live
in
New
Delhi.
top
CHAIRMAN & CEO'S PHOTOGRAPHS
58
HCL PRODUCTS
Consumer / Home & Home Office
59
Home PCs
Home Notebooks
.......................................................................................................................................................................................
.....
Small and Medium Business & Education
Business Desktops
Business Leaptops
Atom PC
Workstations
Servers
Fujitsu
.......................................................................................................................................................................................
.....
Enterprise Business / Public Sector, Health & Education
Business PCs
Business Notebooks
Business Workstations
Neutron PC
Servers
Thin Clients
.......................................................................................................................................................................................
.....
HCL
Keyboards,
display
Networking products & Racks and Kiosks
Peripherals
products,
Technology
products,
CORTONA3D PRODUCTS
.......................................................................................................................................................................................
.....
60
HCL DESKTOPS RANGE
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61

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HCL LEAPTOPS RANGE

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62
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HCL Leaptop U-3918

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HCL Leaptop Z39 Z3909 Centrino
63

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Intel Centrino Processor Technology

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64

HCL Leaptop U39

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15.4" WXGA Wide Screen TFT (1280x 800)
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HCL Leaptop B38
65

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66

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67
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HCL LEAPTOP U39
68

Price: Rs.39591
Code: AX0U3906

Ubuntu 8.10 Linux
4 GB DDR2 RAM
Integrated 2.0 M Video Camera with Dual Internal MICIntegrated Bluetooth
v2.0 & 4 in 1 Card Reader
HCL Sonic Ear Gear
10000 Gaming Hours
HCL Leaptop N24 N2425

Price: Rs.39050
Code: AX0N2425

o
o
2 MB L2 Cache, 2.0GHz, 800MHz FSB

Intel 965GM Chipset

Wireless lan 802.11 b/g
4 GB DDR2 RAM
160 GB Hard Disk Drive,
HCL Notebook K38 K3813

Price: Rs.33540
Code: AX0K3813

o 1 MB Cache, 2.0 GHz,667 MHz FSB
69

nVIDIA nForce MCP79MVL Chipset
Wireless LAN (802.11b/g)
Win Vista Home Premium
DVD Super Multi Drive with DVD RAM Support
3 GB DDR2 RAM upgradeable upto 4 GB
HCL Leaptop B29- B2913

Price: Rs.36540
Code: AX0B2913
o 2 MB Cache, 1.66 GHz, 667 MHz FSB

Free Dos
Intel GM965 Chipset with Wireless lan 802.11b/g
3 GB DDR2 RAM upgradeable upto 4 GB
Slim DVD Super Multi Drive with DVD RAM Support
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72
73
Awards & Accolades

HCL Infosystems has been acknowledged and rewarded for
its support, innovative products and solutions and dedication
countless times. Listed below is an up to date list of rewards
and recognitions that HCL Infosystems has won till date.
HCL wins the Best Desktop PC Company award

at The Computer Active Smart Photograph
Awards 2009
HCL was honoured with the Gold Certification Merit
Award for India Manufacturing Excellence 2008
from Frost and Sullivan
Mr. Ajai Chowdhry, Chairman & CEO of HCL Infosystems
Limited, ranked third in the Power List of 75 Most
Powerful Brand Builders of India
HCL Infosystems Ranked Top 3 for the Fourth
Consecutive Year in the Best Employer Study by
IDC-DQ 2008
Times Ascent Asia Pacific HR Congress felicitated Mr.
Ajai Chowdhry, Chairman & CEO, HCL Infosystems
Limited awarded with the CEO WITH HR
ORIENTATION award during the Global HR
Excellence Awards 2008-09
HCL received the award of Best PC Brand for
Business Purpose from VarIndia in Nov 08
HCL
received
The
Platinum
Certificate
of
Excellence Award in August 2008 from HDFC
Standard Life Insurance Co Ltd. in appreciation of its
contribution & efforts towards continued success of
HDFC SLI
HCL received the Asia Retail Congress-2008
Retailer of the Year
HCL won Top Market Share Award for highest market
share amongst all countries
74
HCL won Gold Partner Award for achieving a sizable

business revenue INFOCUS has recognized HCL as its
Strategic Partner
HCL won Emerald Award for Best All round
Performance Over the Years
HCL received the Supportive Franchisor and FAI &
Franchisee Plus 2008 - Franchisee Innovativeness
in 2008
HCL won The Most Innovative Franchisee Award by
Franchise Plus in Feb 08
HCL won The Most Supportive Franchisor Award
by Franchise Plus in Feb 08
Mr. Ajai Chowdhry, Chairman & CEO of HCL
Infosystems Limited, honoured with 'CEO of the year
2008 ' award by IT People Awards for excellence in IT
Mr. Ajai Chowdhry, Chairman & CEO of HCL
Infosystems Limited, was declared IT Person of the
Year 2007 by Dataquest
HCL won The Best Retailer Award in Consumer
Durables category by Asia Retail Congress in Dec
07
HCL was awarded the best iPod distribution partner
for Apple for the second year in succession in 2007
HCL has received the Excellence Award, as the
Winner of 'Nokia Formula for Success' contest in
November 2007
HCL won the global award in 'Innovation Excellence
on Intel Architecture' from Intel Corporation in 2007
HCL received the Images Retail Forum 2007-Most
Admired Retailer award in 2007
HCL was offered the VarIndia2007 - No. 1 Retail
Company award in 2007
HCL received the Franchise India 2007 - Best in
Specialty Retailing award in 2007
HCL won 'Toshiba Color Champion Award 2007' for
improving overall customer approach and better
technical capability
HCL also won 'No. 1 award in Sales and Marketing'
from Toshiba Corporation for seventh consecutive year
75
in a row in 2007
HCL has been awarded Ericsson's* Premium Partner
status for its enterprise products in 2007
HCL has been awarded the Platinum Partner
Certification for Video Conferencing Products from
Tandberg in 2007
HCL won 'Best Emerging Channel' award for Audio
System Integration from Polycom in 2007
HCL won awards in Environment Management and
Quality categories at the Elcina-Dun & Bradstreet
Awards for Excellence in Electronics, 2006-07.
HCL Infosystems Ranks No.1 in the Employee
Satisfaction in DQ-IDC Best Employer Survey 2007
HCL Infosystems Ranked Top 15 Best Companies to
Work for in India by TNS, Mercer and Business
Today 2007
Indias Most Preferred Personal Computer Brand
by CNBC AWAAZ Consumer Award 2007.
HCL received three Channels Choice 2007 awards
for Relationship Management, After Sales Support &
Commercial Terms from DQ Channels, based on an IDC
channel satisfaction survey.
HCL Infosystems won Brand-of-Excellence Award at
VARIndia Forum 2007.
HCL bagged IMM 'Top Organization Award 2007'
for Excellence at 34th World Marketing Congress.
HCL was awarded Amity Corporate Excellence
Award 2007 for its distinct vision, innovation,
competitiveness and sustenance.
HCL won Toshiba Colour Copier Champion Award
2007 for improving overall customer approach and
better technical capability.
HCL won the Best Indian Branded PC & Best IT
Retail Company award at the 6th VARIndia Star
Nite Awards 2007.
HCL has been recognized by Nokia, consecutively for
last two years with the Nokia Excellence Award for
Sales & Distribution, Asia Pacific 2007.
HCL Digilife retail chain won the 'Most Admired
76
Retailer of the Year' award in Consumer Durables and

Electronics category at the 2007 IMAGES Retail
Awards.
HCL received Best In Category Award for HCL
Digilife Stores and Special Award for Innovation and
Technology for its ePOS division at the Franchise
and Star Retailer Awards 2007
HCL Infosystems was presented with the Top
Organization-2006
award
by
Institute
of
Marketing Management (IMM) in recognition of its
innovation in marketing management.
HCL Infosystems Ranked Top 3 Best Employer by
IDC-Dataquest 2006
HCL Infosystems has been voted as the No. 1 PC
Vendor consecutively for last six years by IDC
Dataquest.
HCL bagged the Dun & Bradstreet Awards 2006 for
Top Performance In The Computer Hardware &
Peripherals Sector.
HCL won the 'Amity Corporate Excellence Award
2006' in the Computer hardware category.
Top 3 IT Hardware Companies ranked in Indias
100 Most Valuable Brands by Planman Consulting
& ICMR Research.
HCL was ranked among the top Fast 500 Asia Pacific
2006 program by Deloitte Technology, Media &
Telecommunications.
Business Standard ranked HCL at no. 21 in BS
1000 ranking in 2006.
ET ranked HCL amongst, Top 50 in ET Top 500
Companies Listings for 2006.
HCL has been ranked amongst the Top 5 Groups in
the DQ Top 20 and Top 3 Most Preferred Brands in
CNBC Awaaz Survey, 2006.
HCL ranked amongst the Top Three Major Players on
VPN Service Provider by Avaya GlobalConnect.
Indias No. 1 Vendor for sales of A3 size Toshiba
Multi Functional Devices for the year 2005-06 by
IDC Dataquest.
77
HCL among the Top 3 IT companies for the last 3

years, DQ & IDC, Best Employer Survey, Best
employer 2005 with Five Star Ratings.
The Most Responsive Company 2005 IT
Hardware Category by The Economic Times Avaya
GlobalConnect.
Strategic Partners in Excellence Award by InFocus
Corporation for projectors.
Most Valued Business Partner Award for Projectors
in 2005.
Toshiba Super Award 2005 & Platinum Award
2004 towards business excellence in distribution of
Toshiba Multifunctional products consecutively
for 3 years in a row.
Indias 'No. 1 vendor' for sales of A3 size Toshiba
Multi Functional Devices for the year 2004-05 by
IDC Dataquest.
7th IETE Corporate Award 2005 for performance
excellence
in
the
field
of
Computer
&
Telecommunications Systems.
'No. 1 Vendor of Infocus MM Projectors by Pacific
Media Associates Survey 2005.
Best Bhoomi Brand 2005 by 360 magazine in the
PC Category and in the LCD Monitor Category.
78
CHAPTER NO. 6
DATA ANALYSIS AND
INTERPRETATION
79
DATA ANALYSIS AND INTERPRETATION

After data have been collected, the researcher turns to the task of analyzing them. The
analysis of data requires a number of closely related operations such as establishment of
categories, the application of these categories to raw data through tabulation and drawing
statically inferences.
Tabulation is the part of technical procedure where in the classified data are put in the
form of tables.
After analyzing the data, the researcher should have to explain the findings on the basis
of some theory. It is known as interpretation.
The data has been collected from 100 employees of SEVA Automotive pvt ltd, Nagpur
through questionnaire.
The data thus collected was in the form of master table.
That made possible counting of classified data easy. From the master table various
summery tables were prepared. They have been presented along with their interpretation
in this manner.
80
81

1. Responses regarding whether the respondents are satisfied with the workplace of
organization.
Table 6.1
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
Strongly dissatisfied
No. Of respondents
31
49
12
5
3
Percentage
31
49
12
5
3
Graph 6.1
responses regarding whether respondents are

satisfied with work place
fie
tis
sa
is
yd
st
ro
n
gl
di
ss
tis
at
is
fie
fie
d
sa
sl
ig
ht
ly
sa
ti s
fie
fi e
at
is
ys
gl
st
on
no. of respondents
percentage
60
50
40
30
20
10
0
satisfaction level
Above table shows that 31% employees are strongly satisfied with their work place.
61% employees are satisfied with their workplace. It means ovZZZZer all 92%
employees are satisfied and other 18% are not satisfied with the work place.
82

6.2. Responses regarding whether the respondents are satisfied with the
infrastructure of organization
Table 6.2
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
No. Of respondents
50
20
10
16
4
Percentage
50
20
10
16
4
Graph 6.2
83
response regarding whether respondents are

satisfied with infrastructure
60
percentage
50
40
30
no. of
respondents
20
10
d
fi e
tis
fie
gl
yd
is
sa
at
is
fie
ss
st
ro
n
ig
di
sa
tis
fie
tis
ht
ly
sa
sl
st
on
gl
ys
at
is
fi e
satisfaction level
Above table shows that 70% respondents are satisfied with infrastructure and 30% are
dissatisfied with infrastructure of HCL.
It can be interpreted that 30% are not satisfied with infrastructure which not more in
number.
6.3. Responses regarding whether the respondents are satisfied with the canteen
facility provided by organization.
Table 6.3
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
No. Of respondents
56
17
16
9
3
Percentage
56
17
16
9
3
Graph 6.3
84
responses regarding whether the respondents

are satisfied with canteen facility
60
percentage
50
40
30
no. of respondents
20
10
d
fi e
tis
fie
sa
st
ro
n
gl
yd
is
ss
at
is
fie
tis
sa
ig
di
fie
tis
ht
ly
sa
sl
st
on
gl
ys
at
is
fie
satisfaction level
Above table shows that 88% employees are satisfied with the canteen facility provided by
the organization. Only 12% employees are not satisfied with canteen facility.
6.4.Responses regarding whether the respondents are satisfied with the
implementation of rules and responsibilities.
Table 6.4
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
No. Of respondents
51
23
10
11
6
Percentage
51
23
10
11
6
Graph 6.4
85
responses regarding whether respondents are

satisfied with implimentation of rules and
responsibilities
60
percentage
50
40
30
no. of respondents
20
10
fie
d
sa
tis
fie
d
di
s
sa
t is
st
ro
ng
ly
di
s
sa
t is
fie
d
fie
d
sa
t is
ig
ht
ly
sl
st
on
gl
y
sa
tis
fie
d
satisfaction level
Above table shows that 84% employees are satisfied with implementation of rules and
responsibilities. And 16% of respondents are not seems to be satisfied with the
implementing rules and responsibilities.
6.5. Responses regarding whether the respondents are satisfied with the freedom
given at work.
Table 6.5
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
No. Of respondents
30
36
14
16
4
Percentage
30
36
14
16
4
Graph 6.5
86
responses regarding respondents are

satisfied with the freedom at work
ie
d
st
ro
ng
ly
di
ss
at
is
f
at
is
ie
d
di
ss
sa
tis
f
ie
d
sa
tis
f
sl
ig
ht
ly
tis
f
sa
st
on
gl
y
f ie
d
no. of respondents
ie
d
percentage
40
35
30
25
20
15
10
5
0
satisfaction level
Above table shows that 80% respondents are happy with the freedom at work given by
management but only 20% of respondents are not satisfied with freedom given at wrk
place.
6.6. Responses regarding whether the respondents are satisfied with the team spirit
in organization
Table 6.6
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
No. Of respondents
52
21
7
16
4
Percentage
52
21
7
16
4
Graph 6.6
87
responses whether respondents are satisfied

with equal treatment to all
60
percentage
50
40
30
no. of respondents
20
10
d
tis
fie
fie
d
st
ro
n
gl
yd
is
sa
at
is
fie
ss
tis
sa
ig
di
fie
tis
ht
ly
sa
sl
st
on
gl
ys
at
is
fi e
satisfaction level
Above table shows that 80% employees are satisfied with team sprit built in organization
and other employees are not satisfied with team spirit in the organization.
6.7 Responses regarding whether the respondents are satisfied with convenient
working hours
Table 6.7
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
No. Of respondents
20
41
11
23
5
Percentage
20
41
11
23
5
Graph 6.7
88
responses whether respondents are satisfied with

convinient working hours
sa
tis
fie
d
di
s
sa
t is
ro
ng
ly
di
s
st
sl
ig
ht
ly
sa
t is
fie
d
fie
d
sa
t is
sa
tis
on
gl
y
st
fie
d
no. of respondents
fie
d
percentage
45
40
35
30
25
20
15
10
5
0
satisfaction level
Above table shows that 20% employees strongly feels that the working hours decided by
organization are most convenient for them. Other 52% employees are satisfied with these
working hours. And only 28% employees are not much satisfied with the working hours.
6.8 Responses regarding whether the respondents are satisfied with Job security
Table 6.8
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
No. Of respondents
13
18
11
12
46
Percentage
13
18
11
12
46
Graph 6.8
89
responces whether respondents are satisfied with

job security
ie
d
st
ro
ng
ly
di
ss
at
is
f
at
is
f
ie
d
satisfaction level
di
ss
sa
tis
f
ie
d
tis
f
sa
sl
ig
ht
ly
sa
tis
f
st
on
gl
y
ie
d
no. of respondents
ie
d
percentage
50
45
40
35
30
25
20
15
10
5
0
Above table shows that only 31 % employees are satisfied with the job security. And
remaining 69% of employees are not satisfied with the job security provided by the
organization.
6.9 Responses regarding whether the respondents are satisfied with the targets
achievable
Table 6.9
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
No. Of respondents
64
21
11
4
0
Percentage
64
21
11
4
0
Graph 6.9
90

70
60
percentage
50
no. of respondents
40
30
20
10
d
fie
tis
fie
sa
st
ro
n
gl
yd
is
ss
tis
sl
ig
di
sa
ht
ly
gl
st
on
at
is
fie
fie
ti s
sa
ys
at
is
fie
satisfaction level
Above table shows that 96% employees are strongly in favor that the targets given are
achievable and only 4% are not feels that the targets given are achievable.
6.10 Responses regarding whether the respondents are satisfied with the targets
achievable
Table 6.10
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
No. Of respondents
9
22
4
20
45
Percentage
9
22
4
20
45
Graph 6.10
91
responses hether respondents are satisfied with

payments as per their roles and responsibility
di
s
sa
t is
fie
d
ro
ng
ly
di
s
sa
t is
sa
t is
fie
d
fie
d
st
sl
ig
ht
ly
sa
t is
sa
tis
on
gl
y
st
fie
d
no. of respondents
fie
d
percentage
50
45
40
35
30
25
20
15
10
5
0
satisfaction level
v
Above table shows that only 35% employees are satisfied with the payment as per their
roles and responsibility and remaining 65% are not satisfied with the payment according
to their roles and responsibilities.
6.11. Responses regarding whether the respondents are satisfied with the
opportunities of promotions
Table 6.11
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
No. Of respondents
8
14
6
26
46
Percentage
8
14
6
26
46
92

Graph 6.11

with opportunities of promotion
no. of respondents
st
on
gl
y
sa
tis
fie
d
sa
t
is
sl
fie
ig
ht
d
ly
sa
ti s
fi e
d
d
is
st
s
ro
a
ng
tis
fie
ly
d
di
ss
at
is
fi e
d
percentage
50
45
40
35
30
25
20
15
10
5
0
satisfaction level
Only 22% of the employees are satisfied with the opportunities of promotions given by
organization. And most of the employees nearly 78% are not satisfied with opportunities
of promotions.
6.12. Responses regarding whether the respondents are satisfied with the payment of
salary on time
Table 6.12
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
No. Of respondents
44
16
4
32
4
Percentage
44
16
4
32
4
93

Graph 6.12
responses whether the employees are satisfied

with the payment of salary on time
sa
tis
f
st
ro
ng
ly
sa
is
sl
f ie
ig
ht
d
ly
sa
tis
f ie
d
di
s
st
sa
ro
tis
ng
f ie
ly
d
di
ss
at
is
f ie
d
no. of respondents
ie
d
percentage
50
45
40
35
30
25
20
15
10
5
0
satisfaction level
Above table shows that 60% of employees are satisfied with the payment of salaries on
time. Only 40% of the employees are not much satisfied with the payment of salaries on
time.
6.13. Responses regarding whether the respondents are satisfied with the quality of
formal training and induction program
Table 6.13
Satisfaction level No. Of respondents
Strongly satisfied
42
Satisfied
36
Slightly satisfied
4
Dissatisfied
14
4
Percentage
42
36
4
14
4
Graph 6.13
94

are satisfied with the quality of training and
induction program
ie
Di
d
St
ss
ro
a
tis
ng
f ie
ly
di
d
ss
at
is
f ie
d
Sl
ig
ht
ly
Sa
tis
f
sa
tis
f
St
ro
ng
ly
sa
tis
f
ie
d
No. Of respondents
ie
d
percantage
45
40
35
30
25
20
15
10
5
0
satisfaction level
From the above table it shows that 76% of the respondents are satisfied with the quality
of training and induction program and only
6.14. Responses regarding whether the respondents are satisfied with the quality of
in-house training
Table 6.14
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
No. Of respondents
51
19
6
20
4
Percentage
51
19
6
20
4
Graph 6.14
95

are satisfied with quality of in house training
60
percentage
50
40
30
no. of respondents
20
10
sa
is
sl
f ie
ig
ht
d
ly
sa
tis
f ie
d
di
s
st
sa
ro
tis
ng
f ie
ly
d
di
ss
at
is
f ie
d
st
ro
ng
ly
sa
tis
f
ie
d
satisfaction level
Above table shows that 86% of the respondents are satisfied with in house training held
by the management. And only 24% of respondents are not satisfied with the quality of in
house training.
6.15. Responses regarding whether the respondents are satisfied with the period of
training
Table 6.15
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
No. Of respondents
12
23
18
20
17
Percentage
12
23
18
20
17
96
Graph 6.15
responses regarding whether the respondents are

satisfied with period of training
25
percentage
20
15
no. of respondents
10
5
st
ro
ng
ly
sa
tis
f
ie
d
sa
sl
is
ig
f ie
ht
ly
d
sa
tis
f ie
di
st
d
ss
ro
at
ng
is
ly
f ie
di
d
ss
at
is
f ie
d
satisfaction level
Above table shows that 12% are strongly satisfied with the training program 41% of
respondents are satisfied with the period of training but 37% of respondents are not
satisfied with the period of training.
6.16 Responses regarding whether the respondents are satisfied with the proper and
proactive HR division
Table 6.16
Satisfaction Level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
No. Of Respondents
72
18
2
6
2
Percentage
72
18
2
6
2
97

Graph 6.16

are satisfied with the proper and proactive HR
division
sa
tis
f
st
ro
ng
ly
sa
sl
is
ig
f ie
ht
d
ly
sa
tis
f ie
d
di
ss
st
ro
at
ng
is
f ie
ly
d
di
ss
at
is
f ie
d
no. of respondents
ie
d
percentage
80
70
60
50
40
30
20
10
0
satisfaion level
Above table shows that 92% of the respondents are satisfied with the HR division
Only 8% of the respondents are not satisfied with the proactive and proper HR division,
which is very negligible in number.
6.17 Responses regarding whether the respondents are satisfied with the
Table 6.17
Satisfaction level
Strongly satisfied
Satisfied
Slightly satisfied
Dissatisfied
No. Of respondents
Percentage
62
28
4
4
2
62
28
4
4
2
98
Graph 6.17
responses regarding whether the

respondents are satiosfied with the
performance ap[praisal system
st
ro
ng
ly
di
ss
at
is
f
ie
d
ie
d
at
is
f
ie
d
di
ss
sa
tis
f
sa
is
f
sli
gh
tly
sa
tis
f
ng
ly
ro
st
ie
d
no. of respondents
ie
d
percentage
70
60
50
40
30
20
10
0
satisfaction level
Above table shows that 90% respondents are satisfied with the performance appraisal
system and only 10% of the respondents are not much satisfied with the performance
appraisal system implemented in organization.
6.18 Responses regarding whether the respondents are satisfied with the
Table 6.18
Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
Strongly Dissatisfied
No. Of Respondents
69
19
6
4
2
Percentage
69
19
6
4
2
99
Graph 6.18

are satisfied with the office events and parties
at
is
f
ie
d
ie
d
ro
ng
ly
di
ss
at
is
f
ie
d
di
ss
st
sl
ig
ht
ly
sa
is
f
sa
tis
f
st
ro
ng
ly
sa
tis
f
ie
d
no. of respondents
ie
d
percentage
80
70
60
50
40
30
20
10
0
satisfaction level
Above table shows that the 69% of respondents are strongly satisfied with the office
events and parties organized by the organization. 25% of respondents are satisfied with
these events and only 6% of respondents are not satisfied with the events organized by
the management
6.19 Responses regarding whether the respondents are satisfied with the celebration
of employees birthday
Table 6.19
Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
No. Of Respondents
82
16
2
0
0
Percentage
82
16
2
0
0
100
Graph 6.19

are satisfied with the employees birthdays
remembered & celebrated
ie
di
d
st
ss
ro
at
ng
is
f ie
ly
di
d
ss
at
is
f ie
d
ie
d
sa
tis
f
sl
ig
ht
ly
ie
d
sa
tis
f
st
ro
ng
ly
no. of respondents
sa
is
f
percentage
90
80
70
60
50
40
30
20
10
0
satisfaction level
Above table shows that nearly all the respondents are satisfied with the employees
birthday remembered and celebrated in the organization. No one seems to be dissatisfied
with the celebration of the employees birthdays.
6.20 Responses regarding whether the respondents are satisfied with forum for faceto-face communication
Table 6.20
Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
No. Of Respondents
18
22
9
37
14
Percentage
18
22
9
37
14
101
Graph 6.20

are satisfied with the forum for face to face
communication
ie
di
d
st
ss
ro
at
ng
i
s
ly
f ie
di
d
ss
at
is
f ie
d
sa
tis
f
sl
ig
ht
ly
sa
is
f
sa
tis
f
ro
ng
ly
st
ie
d
no. of respondents
ie
d
percentage
40
35
30
25
20
15
10
5
0
satisfaction level
Above table shows that only 40% of the respondents are satisfied with the forum for faceto-face communication and remaining all the 60% of the respondents are not satisfied
with the forum for face-to-face communication.
6.21 Responses regarding whether the respondents are satisfied with encouragement
to employees suggestions
Table 6.21
Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
No. Of Respondents
8
32
19
25
26
Percentage
8
32
19
25
26
102

Graph 6.21
responses regarding whether the respondents are

satisfied with the encouragement to employees
suggestions
d
tis
fie
fie
sa
is
yd
st
ro
n
sl
gl
di
ss
tis
at
is
fie
fi e
ig
ht
ly
sa
sa
is
fie
at
is
st
ro
n
gl
ys
no. of respondents
percentage
35
30
25
20
15
10
5
0
satisfaction level
Above table shows that the overall 59% of the respondents are satisfied with the
encouragement given to the employees suggestions in management decision making and
remaining 41% of the respondents are not much satisfied with the encouragement given
to the suggestions of the employees.
6.22 Responses regarding whether the respondents are satisfied with positive
acceptance of employees suggestions
Table 6.22
Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
No. Of Respondents
4
22
4
45
25
Percentage
4
22
4
45
25
Graph 6.22
103

are satisfied with the positive acceptance of
employees suggestions
sa
tis
f
st
ro
ng
ly
sa
sl
is
ig
f ie
ht
d
ly
sa
tis
f ie
d
di
ss
st
ro
at
ng
is
f ie
ly
d
di
ss
at
is
f ie
d
no. of respondents
ie
d
percentage
50
45
40
35
30
25
20
15
10
5
0
satisfaction level
Above table shows that the 26% of the respondents are satisfied with the positive
acceptance of the suggestions given by the respondents but most of the respondents 70%
are dissatisfied with this point.
6.23 Responses regarding whether the respondents are satisfied with management
keeps promises
Table 6.23
Satisfaction Level
Strongly Satisfied
Satisfied
Slightly Satisfied
Dissatisfied
No. Of Respondents
76
14
4
6
0
Percentage
76
14
4
6
0
Graph 6.23
104

are satisfied with the management keeps
promises
percentage
80
70
60
50
40
30
20
10
0
ie
di
d
ss
ro
a
ng
tis
ly
f ie
di
d
ss
at
is
f ie
d
ie
d
sa
tis
f
sa
is
f
st
sl
ig
ht
ly
st
ro
ng
ly
sa
tis
f
ie
d
no. of respondents
satisfaction level
Above table shows that 90% of the respondents are satisfied with the management keeps
promises and only 10% of the respondents are dissatisfied with the thing that the
management keeps promises.
CONCLUSION AND SUGGESTIONS

All the conclusions are drawn based on the analysis and interpretation of the primary
data regarding the Recruitment and Selection of the employees of HCL
INFOSYSTEMS LTD. NOIDA..
From the analysis and interpretation, it is concluded that most of the employees
are satisfied with the workplace and only few employees are not satisfied with the
workplace, which are negligible in number. And similarly in case of infrastructure
105

most of the employees are satisfied and very small number of employees are not
happy with the infrastructure of HCL and the canteen facilities. It means the
workplace and infra structure of HCLis good or satisfactory.
It is concluded that near about all the employees are satisfied with implementation
of rules and responsibilities. And only some of them are not seems to be satisfied
with the implementing rules and responsibilities. Therefore it shows that
implementation of rule and responsibility is done fairly.
From the study it is clear that the higher percentage of employees are happy with
the freedom at work given by management but only some of them are not feeling
satisfied with the freedom given at work place.
According to analysis and interpretation, most of the employees are satisfied with
the team spirit built in organization and only few are not happy with team spirit in
the organization. From this it seems that the team spirit in the organization is
strong.
This study shows that only few employees strongly feel that the working hours
decided by organization are most convenient for them. Other is not in favor with
these working hours. So it is clear that the management kept the main
consideration about working conditions and the hours, which satisfies the
employees.
The study shows that very small numbers of employees are satisfied with the job
security. And remaining most of the employees are not satisfied with the job
security provided by the organization. Hence from this analysis it is cleared that
there is feeling of fear of job loss in the employees of HCL.
An analysis shows that employees are strongly in favor that the targets given are
achievable and only are not feels that the targets given are achievable. Hence the
targets set by management are achievable.
From the analysis it is concluded that very small number of employees are
satisfied with the payment as per their roles and responsibility and remaining all
are not satisfied with the payment according to their roles and responsibilities.
106

Hence from this analysis it can be cleared that payment according to roles and
responsibilities are not much satisfied.
Only little number of the employees is satisfied with the opportunities of

promotions given by organization. It shows that the employees do not have any
growth of opportunities. Analysis shows that the payment of salary is made
always on time.
From the analysis and interpretation it is clear that very large number of the
respondents is satisfied with the quality of training and induction program and in
house training held by the management. And few are not satisfied with the quality
of in house training. But the period of training is not satisfactory to the
employees.
From the analysis it is clear that HR division is most satisfactory to all employees
only few are not satisfied with the HR division in the company.
In case of performance appraisal system and the office events and parties
organized by the organization near about all the employees are satisfied. The
birthdays of all the employees are remembered and celebrated in the organization.
It is concluded that the employees are not much satisfied with the forum for faceto-face communication. From the analysis it is clear that half of the employees are
satisfied and other half are not satisfied with the encouragement given to the
suggestions of the employees. But only few think that there is positive acceptance
of the suggestions given by the employees. From the analysis it is clear that
management keeps all the promises.
SUGGESTIONS
The suggestions are drawn from the analysis and observations. Few suggestions are given
as under:
In case of working hours decided by the organization are not convenient for the
employees of HCL INFOSYSTEMS LTD. NOIDA. The working hours are 10
107

hours per day that from 8AM to 6PM. These hours should minimize up to 8
hours.
The criteria for Job security is not much satisfactory so management have
concentrate on job security of employees so that they can work without fear of job
loss in the organization.
Opportunities of growth of employees are very less so that there can be employee
turnover hence management has to give emphasis on increasing the promotion
opportunities for according to the performance of employees.
From analysis we concluded that the period of in house training is very short that
is of only 3 days, which is not sufficient to get complete knowledge about the
work. Hence the training period should extend up to 5 days.
As there is an active participation of employees in decision making but rarely the

suggestions given by them are drawn in action. Hence the confidence of
employees gets demotivated.
So to motivate the employees management can take into consideration some
proper suggestions given by the employees. It will help to increase the motivation
and ultimately the Recruitment and Selection of the employees of HCL
INFOSYSTEMS LTD. NOIDA
BIBLIOGRAPHY
Books:
Hitt, Miller, Colella Organizational Behavior A Strategic Approach, Wiley

Students Edition.
108
Luthans Fred Organizational Behavior, McGraw Hill 7th Edition.
Newstrom John W., Davis Keith, Organizational Behavior Human Resource At

Work, 9th Edition, Tata McGraw Hill Edition.
Pestonjee D. M.
Motivation and Recruitment and Selection, 1st Edition.
Macmillan India Limited.
Websites: www.hrcouncil.com
www.workforce.com
www.google.com
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Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

3.13 Scheduled rest periods

6.0 Chairman And CEO Profile

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

regarding whether the respondents are satisfied with the

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Responses regarding whether the respondents are satisfied

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

Curve showing relationship between Recruitment and

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

Recruitment and Selection is a persons attitude towards job.

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

2.1 DEFINITIONS OF RECRUITMENT AND SELECTION

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

2.2 HISTORY OF RECRUITMENT AND SELECTION

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

2.3 IMPORTANCE OF RECRUITMENT AND SELECTION

Recruitment and Selection is an important indicator of how employees feel about

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

2.4 IMPORTANCE TO WORKER AND ORGANIZATION

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

2.5 WORKERS ROLE IN RECRUITMENT AND SELECTION

Recruitment and Selection: A Project report on HCL INFSOSYSTEMS LTD NOIDA.

2.6 FACTORS OF RECRUITMENT AND SELECTION

The way the individual reacts to unpleasant situations,

The facility with which he adjusted himself with other person

The nature of work in relation to abilities, interest and preparation of worker