CONTENTS

CHAPTER NO. TITLE OF CHAPTER PAGE NO.

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Introduction Recruitment and Selection1 Definitions 2.2 History 2.3 Importance 2.5 Workers role in Recruitment and Selection reasons 2.7 Reasons of low Recruitment and Selection

Models of Recruitment and Selection 3.1Model of facet of Recruitment and Selection 3.5 Modern method of measuring Recruitment and Selection 3.6 Rating scale 3.7 Personal interviews

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 6.0 Chairman And CEO Profile Data presentation, Analysis and Interpretation Conclusions And Suggestions Appendices Appendices A Questionnaire Bibliography

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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. 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. In short Recruitment

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.

CHAPTER NO. 2 RECRUITMENT AND SELECTION

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 Smith Mr.

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.

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.

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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 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. organizational, citizenship,

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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 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.

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WHAT IS THE IMPACT OF RECRUITMENT AND SELECTION?

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

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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. 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.

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CHAPTER NO. 3 Model of Recruitment and Selection

MODELS OF RECRUITMENT AND SELECTION

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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:

Perceived inputs & outcomes of referent others

Perceived amount that should be received (a)

Level Difficulty Time span Amount of responsibility

Perceived job characteristics

a=b satisfaction a>b dissatisfaction a<b guilt Inequity Discomfort

Perceived outcome of referent others

Actual outcome received

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.

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3.2 AFFECT THEORY

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.

3.6 MODERN METHOD OF MEASURING RECRUITMENT AND SELECTION 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.

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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 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

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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.

3.09 PERSONAL INTERVIEWS 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.

RESEARCH METHODOLOGY
4.1 INTRODUCTION

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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 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

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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 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.

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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

CHAPTER NO. 5 ORGNIZATION PROFILE

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ORGNIZATION PROFILE

HCL INFOSYSTEMS LTD. RUDRAPUR

TECHNOLOGY THAT TOUCHES LIFES

COMPANY PROFILE
HCL INFOSYSTEMS LTD.
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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
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products 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

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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"

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OUR OBJECTIVES
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

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To provide world-class solutions and services to all our customers, we 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.

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HCL Advantage
HCL Infosystems (HCLI) draws it's strength from 30 years 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 onestop-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

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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 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
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"We shall deliver defect-free products, services and solutions to meet the requirements of our external and internal customers, the first time, every time." 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

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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). 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 RUDRAPUR 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
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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. 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 worldclass information technology solutions and services, to enable our customers to serve their customers better.

Manufacturing
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HCL's computer hardware manufacturing plants include 4 facilities, 2 at Puducherry, 1 at Chennai & 1 at Uttranchal. 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.

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HCL Infosystems Ltd. Puducherry, Uttarakhand, and Rudrapur 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 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

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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.

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
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core competencies in technologies to

bringing the

the best international 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 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
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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. 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

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CHAIRMAN & CEO'S PHOTOGRAPHS

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HCL PRODUCTS
Consumer / Home & Home Office
Home PCs Home Notebooks

...................................................................................................................................................................................... ......

Small and Medium Business & Education

Business Desktops Business Leaptops Atom PC Workstations Servers Fujitsu

...................................................................................................................................................................................... ......

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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 products, Technology

Peripherals
products,

CORTONA3D PRODUCTS

...................................................................................................................................................................................... ......

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HCL DESKTOPS RANGE

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EZEEBEE MAX P991

Price: Rs.16990 Code: AZ001131

Ubuntu Linux 8.10 Intel Atom 230 Processor 1.6 Ghz, 512 KB L2 Cache, 533 Mhz FSB Intel 945GC chipset based ITX MBD 1 GB DDR2 memory 160GB SATA Hard Disk Drive SATA 22X DVD Writer (Black)
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EZEEBEE TOP T321 PDC

Price: Rs.20990 Code: AZ001127

Ubuntu Linux 8.10 Intel Pentimum Dual Core processsor E2220 2.4 Ghz, 1 MB L6 Cache, 800 Mhz FSB Intel G31 chipset based Micro-ATX MBD 1 GB DDR2 memory 320GB SATA Hard Disk Drive SATA 22X DVD Writer (Black)
View More Details & Buy Now

EZEEBEE TOP XP T819 PDC

Price: Rs.22990 Code: AZ001105

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Genuine Windows Vista Starter Edition

Intel Pentimum Dual Core processsor E2220 2.4 Ghz, 1 MB L6 Cache, 800 Mhz FSB G31 based Chipset 1 GB DDR2 memory 160 GB SATA Hard Disk Drive SATA 22X DVD Writer (Black)

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SERVICES
IT Consultancy Infrastructure

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IT Compliance Management Audit & Security, Risk

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ERP Managed Consulting & Services Outsourcing Services

............................................... ...............................................
Strategic Services

...............................................
Infostructure Services Integration

...............................................
System

...............................................

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Networking

Infrastructure Management & Managed

...............................................
Facilities

...............................................
VPN Networking (HCL Infinet)

...............................................
HCL CDC

Infostructure Services
Offering a wide range of dependable Infostructure Solutions.

VPN & Managed Networking (HCL Infinet)

Benefit from our Internet Infrastructure Services.

Facilities Management
Introducing innovative Facilities Management services for complete satisfaction.

System Integration
Bringing to you reliable System Integration Solutions and Services.

IT Audit - Security, Compliance & Risk Management

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Offering complete IT Audit Services for Small to Large Businesses.

IT Infrastructure Consultancy
Benefit from our IT Infrastructure Consultancy and more

Networking Infrastructure
Introducing dependable Networking Infrastructure Services.

Managed Services
IOffering best in class Managed Services that you can depend upon.

Strategic Outsourcing
HCL offers world class Strategic Outsourcing Services to enterprises of all sizes.

ERP Consulting & Services

Benefit from our reliable ERP Consulting and Services.

HCL CDC
Equip yourself with the latest in IT by joining the HCL Career Development Centre. Copyright 2009 HCL Infosystems Limited HOME l ABOUT US l PRODUCTS l SERVICES l INVESTORS l CAREERS l SUPPORT l DISCLAIMER l SITEMAP l CONTACT US

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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
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amongst all countries 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 in a row in
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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 Retailer of the Year' award in Consumer Durables and Electronics
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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 Organization2006 award by Institute of Marketing Management (IMM) in recognition of its innovation in marketing management. HCL Infosystems Ranked Top 3 Best Employer by IDCDataquest 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 . HCL among the Top 3 IT companies for the last 3 years , DQ & IDC, Best Employer Survey, Best employer
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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.

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CHAPTER NO. 6 DATA ANALYSIS AND INTERPRETATION

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.

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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.

6.1. Responses regarding whether the respondents are satisfied with the workplace of organization. Table 6.1 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied No. Of respondents 31 49 12 5 Percentage 31 49 12 5 54

Strongly dissatisfied Graph 6.1

responses regarding whether respondents are satisfied with work place

60 50 40 30 20 10 0
d sa tis sl ig fie ht d ly sa tis fie d di ss st ro at ng is fie ly d di ss at is fie d sa tis fie

percentage

no. of respondents

st on

gl y

satisfaction level

Above table shows that 31% employees are strongly satisfied with their work place. 61% employees are satisfied with their workplace. It means over all 92% employees are satisfied and other 18% are not satisfied with the work place.

6.2. Responses regarding whether the respondents are satisfied with the infrastructure of organization Table 6.2

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Graph 6.2

Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied

No. Of respondents 50 20 10 16 4

Percentage 50 20 10 16 4

response regarding whether respondents are satisfied with infrastructure

60 50 percentag e 40 30 20 10 0
d fie d d fie d f ie sa tis f ie t is sa tis t is is f ie d

no. of respondents

sa

at st ro ng ly

di ss

on g

st

sl

ig

ht

satisfaction level

di s

ly

ly

sa

56

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
Strongly dissatisfied

No. Of respondents 56 17 16 9
3

Percentage 56 17 16 9
3

Graph 6.3

responses regarding whether the respondents are satisfied with canteen facility
60 50 percentag e 40 30 20 10 0
fie d fie d d fie d t is f ie t is sa t is at is t is f ie d

no. of respondents

sa

sa

di ss st ro ng

gl y

ig ht

on

st

sl

satisfaction level

ly

di s

ly

sa

57

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 Strongly dissatisfied No. Of respondents 51 23 10 11 6 Percentage 51 23 10 11 6

Graph 6.4

responses regarding whether respondents are satisfied with implimentation of rules and responsibilities
60 50 percentage 40 30 20 10 0
d d d d fie fie fie ie tis tis tis is f is f ie d

no. of respondents

sa

sa

sa

at di ss st ro ng

gl y

ht

on

sl ig

st

satisfaction level

ly

di ss

ly

at

58

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 Strongly dissatisfied Graph 6.5 No. Of respondents 30 36 14 16 4 Percentage 30 36 14 16 4

responses regarding respondents are satisfied with the freedom at work

40 35 30 25 20 15 10 5 0
sa tis fie d di ss st at ro is ng fie ly d di ss at is fie d sa tis fie d sa tis fie d

percentage

no. of respondents

st on gl y

sl igh tly

satisfaction level

59

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 Strongly dissatisfied No. Of respondents 52 21 7 16 4 Percentage 52 21 7 16 4

Graph 6.6

responses whether respondents are satisfied with equal treatment to all

60 50 percentage 40 30 20 10 0
d sa tis sl fie ig ht d ly sa tis fie d di ss st at ro is ng fie ly d di ss at is fie d sa tis fie

no. of respondents

st on

gl y

satisfaction level

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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 Strongly dissatisfied Graph 6.7 No. Of respondents 20 41 11 23 5 Percentage 20 41 11 23 5

responses whether respondents are satisfied with convinient working hours

45 40 35 30 25 20 15 10 5 0
d d d d fie fie fie ie tis tis tis is f is f ie d

percentage

no. of respondents

sa

sa

sa

at di ss st ro ng

gl y

ht

on

sl ig

st

satisfaction level

ly

di ss

ly

at

61

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 Strongly dissatisfied No. Of respondents 13 18 11 12 46 Percentage 13 18 11 12 46

Graph 6.8

responces whether respondents are satisfied with job security

50 45 40 35 30 25 20 15 10 5 0
sa tis fie d dis sa st ro tis ng fie ly d di ss at is fie d sa tis fie d sa tis fie d

percentage

no. of respondents

st on gl y

satisfaction level

sl igh tly

62

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 Strongly dissatisfied Graph 6.9 No. Of respondents 64 21 11 4 0 Percentage 64 21 11 4 0

responses whether respondents are satisfied with the targets achievable

70 60 50 percentage 40 30 20 10 0
sa tis fie ht d ly sa tis fie d di ss st ro at ng is fie ly d di ss at is fie d sa tis fie d
no. of respondents

st on gl

satisfaction level

sl ig

63

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.

Table 6.22 Satisfaction Level Strongly Satisfied Satisfied Slightly Satisfied Dissatisfied Strongly Dissatisfied Graph 6.22 No. Of Respondents 4 22 4 45 25 Percentage 4 22 4 45 25

responses regarding whether the respondents are satisfied with the positive acceptance of employees suggestions
50 45 40 35 30 25 20 15 10 5 0
sa sli isf gh ied tly sa tis fie d di ss st ro at is ng fie ly d di ss at is fie d sa tis fie d

percentage

no. of respondents

st ro ng ly

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. 64

6.23 Responses regarding whether the respondents are satisfied with management keeps promises

Table 6.23 Satisfaction Level Strongly Satisfied Satisfied Slightly Satisfied Dissatisfied Strongly Dissatisfied Graph 6.23 No. Of Respondents 76 14 4 6 0 Percentage 76 14 4 6 0

responses regarding whether the respondents are satisfied with the management keeps promises
80 70 60 50 40 30 20 10 0
sa tis fie d sa sli is gh fie tly d sa tis fie d di st ss ro at ng is ly fie dis d sa tis fie d

percentage

no. of respondents

st ro ng ly

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.

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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. RUDRAPUR.. 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 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.

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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. 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 face-toface 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

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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. RUDRAPUR. The working hours are 10 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. RUDRAPUR

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BIBLIOGRAPHY
Books: Hitt, Miller, Colella Organizational Behavior A Strategic Approach, Wiley Students Edition. 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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