1

ON

SELECTION
IN

JCB INDIA LIMITED

A report submitted in partial fulfillment of the requirement of degree in

BACHELOR OF BUSINESS ADMINISTRATION

Of
MAHARISHI DAYANAND UNIVERSITY,
ROHTAK
(SESSION 2013-2014)
UNDER THE GUIDANCE OF
SUBMITTED BY

SONIA
REG. NO.1176770052
ROLL NO.

K.L. MEHTA DAYANAND COLLEGE FOR

WOMEN
NH 3, N.I.T. FARIDABAD

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

Sonia

PREFACE
I am a student of K.L Mehta Dayanand College, Faridabad working on a
project at SELECTION of JCB INDIA LIMITED for practical experience
and learning as a part of my compulsory vocational training.
I got an opportunity to work with JCB INDIA for my project with the
objective to study and analysis.
The whole report divided into several cases.
In the whole report introduce about the complete profile of the organization.
And tells about the objective, research methodology, welfare, suggestion,
analysis and conclusion etc.

DECLARATION
I SONIA student of BBA 5th Sem Batch (2012-2013) at K.L. MEHTA
DAYANAND COLLEGE, Distt. Faridabad, hereby declare that the project
report titled SELECTION has been completed by me independently. The
concerned project report has not been submitted elsewhere for any purpose.

SONIA

TABLE OF CONTENTS
SNO.

PARTICULARS

1.

Introduction

2.

Company Profile

3.

Research Methodology

4.

Data Analysis & Interpretation

5.

Findings & Conclusions

6.

Recommendations & Suggestions

7.

Bibliography

8.

Annexure
[Questionnaire]

PAGE NO.

INTRODUCTION OF SELECTION
Recruitment has been described as the process of getting the potential
employees who are willing to apply for job. But selection is not easier
process. It is a problem of matching a man to the job. A well devised
selection process is very essential for the organization because if an employee
selected once, he will remain in the company for the number of years. Faulty
selection process will lead to low productivity and high labour turnover.
Selection is the process of identifying and choosing the best person out of a
number of prospective candidates who have applied job.
The process of selection leads to employment of persons who possess the
ability and qualification to perform on the post which are vacant in an
organization. The selection process divides the applicants into two categories,
one who will be offered employment and the other who will not be offered
employment. More candidates are rejected and less of them are selected, so it
can also be called as rejection. This is reason why selection is called a
negative process. Selection is the process by which candidates for
employment are distinguished between those who are suitable and those who
are not.
Selection means a process by which the qualified personnel can be chosen
from the applicants who have offered their services to the organisation for
employment. The Selection process divides the candidates for employment
into two classesthose who will be offered employment and those who will
be rejected. Thus the selection process is a negative function because it
attempts to eliminate applicants, leaving only the best to be placed in the
organization. In the words of Dale Yoder, "Selection is the process in which
candidates for employment are divided into two classes those who are to

be offered employment and those who are not ". Selection is the next step
after recruitment.
The procedure of selection is concerned with the securing of relevant
information about an applicant. There are number of steps involved in this
process. At each such step some candidate are dropped and the remaining
move on. Therefore, selection is a process by which an organization choose
from a list of applicants the person who best meet the criteria for the position
available taking into account current environmental conditions. According to
Dale Yoder, Selection is the process in which candidate for employment are
divided in two classes, those who are to be offered employment, and those
who are not.

Benefits of Selection:
Procurement of skilled employees:
In the process of selection only desirable candidates are hired and others are
denied the opportunities. Therefore, in selection the suitable candidates who
are fit for job are selected from among the prospective employees.
Reduction in the cost of training:
When through selection proper candidate are selected, this reduces the cost of
training. This is because the qualified personnel have better grasping power
and they can understand the techniques of working better and more quickly.
Selection to personnel problems:
Personnel problems are reduced in the organization when proper selection is
made. Labour relations will improve and workers become more satisfied
from their work.
Other Benefits:
Proper selection reduces the rate of absenteeism and labour turnover.

Selection helps in appointing competent employees who perform better

at work.

Criteria for Selection:

Job specifications prepared by the company for each job indicate
requirements of potential candidates. These may be used as guidelines for
selection:
Education:
One of the most cost effective methods of screening applications is to use
educational accomplishments. Persons not fulfilling these requirements may
be eliminated.
Experience and past performance:
Experience is regarded as a good indicator of ability and work related
attitudes. It is assumed that if has had experience in a similar job he would be
able to perform well on job under consideration.
Physical Characteristics:
Physical attributes may be used as selection criteria only when the job
involves tasks that require them.
Personal Characteristics:
Personal characteristics such as age and marital status may be essential for
job and hence needs not to be specified.

SELECTION PROCEDURE
The selection process stars immediately after recruitment. It is a process of
eliminating those who appear unpromising. Selection process requires
exactness. It is essential to study job description and application blank
simultaneously. Tests, interview and reference checking can provide extra
information about the applicants. It is not an easy process. In fact, it is a very
critical process.
The selection procedure consists of a series of methods or stages by which
additional information is secured about an applicant. At each stage facts may
come to light which may lead to the rejection of an applicant. Selection
procedure may be compared to a series of barriers which an applicant is
required to cross before he is finally selected.

Essential of a selection procedure:

1. There should be sufficient number of applicants from whom the required
number of candidates may be selected. The selection will not be proper if
number of candidates is less.
2. There should be some person who is assigned the authority to select. The
authority is given on the basis of type of person to be selected and the nature
of work they will take up.
3. There should be some standard with which a prospective employee may be
compared.

STEPS IN SELECTION PROCESS

INTIAL SCREENING:
The first step in the selection process involves screening i.e. shifting of
applicants to avoid further consideration of those who are obviously
unsuitable. Prospective candidates have to fill up some sort of application
forms which include the variety of information including personal and
professional. Those applications are selected, which meet the job standards.
APPLICATION FORM:
The application form is the form given to the candidate to fill the required
information in his own handwriting. This application form relieves the
interviewer from the burden of recording factual data. A variety of
application form used by these organizations these days but there is a high
degree of similarity between the application forms of different organizations
because the basic information required is similar in all cases. After screening
applications, the promising candidates are called for tests.
This application form generally requires the following information from the
candidates:
Personal information including name, fathers name, age, sex, marital
status etc.
Qualification both education and professional.

References of two or more persons who can be ask about the

candidates character and social relations.

EMPLOYMENT TEST:
Formal testing of the candidates has becomes a common practice in
selection as a supplement to direct personal interview. A wide variety of
tests have been developed for potential employees of different categories.

TYPES OF TEST

INTELLIGENCE TEST

PERSONALITY TEST
APTITUDE TEST

TYPES OF TEST

INTELLIGENCE TEST:
Intelligence test is used to measure the mental capacity of the individual in
terms of his memory, power of understanding, verbal comprehension,
reasoning ability, vocabulary etc. This is the form if psychological test. The
basic purpose of this test is that if the management appoints intelligent people
their training and learning in the organization will become easy.

PERSONALITY TEST:
This test measures the maturity, initiative, emotional balance, and
temperament of an individual. This test is conducted to predict performance
success for jobs that require dealing with people who are supervisory or
managerial in character. This test checks the ability of the person to interact,
to motivate, or to convince the other person.

APTITUDE TEST:
Aptitude test is used to measure the applicants capacity and his potential
for learning the skill required for the job. Aptitude refers to the ability of the
person of learning the skills required to perform the particular job.
INTERVIEW:
Face to face interview before the final selection is an important step, which
not only acts as a check on the information already obtained but also provides
the opportunity to form a better understanding of the candidate, to motivate
him, to inform about the job and the company.

PRILIMINARY INTERVIEW:
It is the first contact of the candidate with the company officials. The
information supplied by the applicant is verified and he comes to know of the
company in detail.
Structured Interview:
In this type of interview, question and areas to be covered in the interview
are decided in advance.
Unstructured Interview:

This interview is not planned in relation to the questions to be asked.

CORE INTERVIEW:
This interview is an interaction between the candidates and the line officers
of the company. The job knowledge, skill, talent of the candidate is judged.
The experts in various fields are involved in the core interview.
Stress Interview:
Deliberate attempt is made by the interviewer to provoke and embarrass
the candidate. The purpose is to check the reaction of the candidate under
the situation of stress.
Depth Interview:
It is the semi structured interview and questions are asked for key areas.
This interview is conducted by specialists in the field.
Panel Interview:
In this interview the candidate is interviewed by a panel of selectors.
Different interviewers put questions on separate topics.
BACKGROUND INVESTIGATION:
An investigation into a promising candidates background is too often
overlooked by the employing organization. Previous employees and
school officials can often provide valuable insights into the applicants
personality and behavior. The usual references are the previous employer,
educational institution of the candidate, and promising persons who know
the behavior and character of the candidate.
MEDICAL OR PHYSICAL TEST:
Medical test of the candidate is required for several reasons like to ensure
that he is physically fit for the job that he does not suffer from any latent
disease and the firm is not liable for any claim under Workmen

Compensation Act. It is basically carried out to ascertain the physical

standards and fitness of prospective employees.
JOB OFFER:
On completion of the selection procedure, candidates are finally selected
and letters of appointment are issued to them which states the terms and
conditions of the employment including the pay scale, starting salary,
allowance, and other benefits, the period of probation etc. The period of
joining is also mentioned in the job offer.

Environmental Factors Affecting The

Selection Process:
A permanent, standardized screening process could greatly simplify the
selection process. However, development of such a process--even if it
were possible and desirable-would not eliminate deviations to meet the
unique needs of particular situation.
Legal Considerations:

Legislation, executive orders, and court decisions have a major impact

on human resource management. It is important for hiring managers to
see the relationship between useful and legally defensible selection tools.
Speed Of Decision Making:
The time available to make the selection decision can have a major effect
on the selection process. Closely following selection policies and
procedures can provide greater protection against legal problems;
however, there are times when the pressure of business will dictate that
exceptions be made.
Organizational Hierarchy:
Different approaches to selection are generally taken for filling positions
at different levels in the organization.
Applicant Pool:
The number of applicants for a particular job can also affect the selection
process. The process can be truly selective only if there are several
qualified applicants for a particular position. The number of people hired
for a particular job compared to the individuals in the applicant pool is
often expressed as a selection ratio.
Type of Organization:
The sector of the economy in which individuals are to be employed
private, governmental, or not-for-profit--can also affect the selection
process.
Probationary Period:

Many firms use a probationary period that permits evaluating an

employee's ability based on performance. This may be either a substitute
for certain phases of the selection process.

Barriers To Effective Selection:

The main objective of selection process is to hire having competence and
commitment towards the given job profile. But due to some reason main
purpose of effectively selecting candidate is defeated. These reasons are:
Perception Or The Halo Effect:
Many a times the interviewer selects the candidate according to the
perception he has or he made up while talking or looking at the individual.
This way he does not see the efficiency of individual and many times it
leads to selecting a wrong candidate.
Fairness:
During selection process some time the interviewer does not select the
candidate on the basis of his knowledge and hence the right candidate is
not selected.
Pressure:
The people from HR department and also have lots of pressure from top
management and from other top class people for selecting the candidate
they want. This way the purpose of selecting process of effective selection
process is defeated as they have to select that individual whether or not he
is capable of job that is being offered.

DIFFERENCE BETWEEN SELECTION

AND RECRUITMENT
BASIS

SELECTION

RECRUITMENT

Meaning

It is appointing the employees on

Searching candidates to apply for the

the right jobs.

Particular job.

Nature

It is a negative process.

It is a positive process.

Aim

To reject unsuitable candidates

To attract more and more candidates

and select suitable jobs.

For vacant jobs.

Contract

Contractual relation is created.

No contractual relation is created.

Sequence

Selection follows the recruitment.

It precedes the selection.

Hurdle

Hurdles are created by the

No hurdles for the employees.

management.
Process

It is complicated process.

It is simple process.

Economy

It is expensive.

It is economical.

Time

It is more time consuming.

It is less time consuming.

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

this sector. As with construction, it is important to offer the dealers a

catalogue of products to sell Off-Highway Research

HISTORY:

The First product to carry a JCB logo was in 1953.This was a Backhoe loader
which people nowadays refer to as a JCB In 1960 JCB introduced the
famous 3C machine. This was a massive seller in its day, selling over
3000 in 1964. The new 3C machine provided the operator of the
machine with facilities for boiling a kettle in the cab. Mr. JCB visited
every purchaser of new 3C himself and presented them with their
kettle. Mr. JCB? customer visits became legendary and the 3C was an
overnight success.
The First product to carry a JCB logo was in 1953.This was a Backhoe loader
which people nowadays refer to as a JCB.
The JCB Load all machine was introduced in 1978 by JCB. A JCB Load all
weighs 11,090 kegs or 24,449 Lbs

STORY OF JCB:
An amazing new Exhibition called The story of JCB has now been opened
at JCB World headquarters in Rochester Staffordshire. The Permanent
exhibition covers a total of 2500 Sqm and takes people through a series of
14 Zones depicting the companys incredible history. Starting in the 1820s
when the Bam ford family were blacksmiths in Uttoxeter the exhibition leads
through to the present day and JCBs latest earthmoving machines.
The centerpiece of the exhibition is a life size skeletal model of a JCB200
tracked excavator, built using steel rod and created by renowned artist
Benedict Radcliffe. The jaw dropping artwork took 5 months to complete,
used around one kilometer of steel rod and weighs around two tones - a tenth
of the weight of the machine it represents!
The exhibition also covers sections on how the JCB name was built into a
global brand, JCB military products and the development of the JCB engine
and its record breaking Diesel max Car. A total of ten remarkable JCB
machines are dotted throughout, which had to be specially craned through the
roof as the exhibition took shape! They include one of the companys first
products- A hydraulic tipping trailer and a 1962 JCB 3 backhoe loader which
has been fully restored. A lovely new JCB shop selling all sorts of JCB
merchandise completes the exhibition space.
It is hoped that the The story of JCB will inspire future generation of young
engineers just like Mr. JCB

SYMBOL OF JCB

TOOLS MANUFACTURE BY JCB

HIGH SPEED TRACTOR

JCB developed the first and still the only high speed tractor. The Fastrac is
designed to combine all the benefits of a normal tractor with road
versatility.
A JCB Fastrac tractor can travel as fast as 65kph or 40mph on a road The
JCB Fastrac has won numerous awards including the Prince of Wales
award for Innovation.

ARTICULATED DUMP TRUCKS

Production and Sales
JCB originally launched two machines in 1988, at the height of the last
economic boom, in the 11-16 tone sectors. Initially production levels were
above 100 units, but the downturn in demand in the early 1990s, allied to the
restriction on production space at the Rochester factory caused by the

introduction of other new machines, meant that the product became only of
marginal interest. Introduction of other new machines meant that the product
became only of marginal interest.
Production levels declined and in 1992 the company decided to withdraw it
from the market. In May 2000 the company announced the launch of two
models with a capacity of 12 and 16 tonnes. This came as a surprise to many
industry observers, given the previous experience and the fact that this
segment of the market had not grown significantly in the intervening eight
Years. However, the launch of these two machines is believed to be the
prelude to the introduction of further models that will take JCB to the heart of
the volume sectors of the articulated dump truck market.
The new models are built at Cheadle alongside the wheeled loader and
Fastrac models.
INDUSTRIAL LIFT TRUCKS:

Production and Sales

The Teletruk industrial lift truck, with a single telescopic arm, was unveiled
in 1997 and caused much interest in the traditional industrial lift truck
industry. In fact it is just the latest extension of the JCB product range, in
much the same way the Fastrac was in 1991.
Here the company has identified a sector that, while being separate from the
construction industry, has similarities with a number of other sectors supplied

by existing JCB products. It is a large volume market, and one with a small
number of high profile suppliers. It is also a market Off-Highway Research
where product innovation has been limited over a long period of time. The
company believes that its highly innovative new product will capture a
significant share of the market. The model range is currently limited,
compared with those offered by the competition, but the company has
identified a particular niche where it believes its direct sales method and after
care support are well suited. Has identified a particular niche where it
believes its direct sales method and after care support are well suited.
The product design, based on JCB's knowledge of the telescopic rough terrain
lift truck market, is completely new to the conservative industrial lift truck
sector, where the massed lift truck dominates. This mirrors the situation in
1977 when JCB launched its telescopic rough terrain lift truck into a skeptical
marketplace. Twenty years later the company is a world leader and the sector
is now totally dominated by the telescopic variety. It anticipates a similar
situation will take place in certain sectors of the industrial lift truck market.
The company naturally hopes the change will not take as long but it is
committed to the new product and realizes the long-term benefits of being
successful. The product has the potential to be the largest selling machine
within the whole range, but it still remains at the stage of selling the concept
to a wide audience of skeptics.
The product is built at the Cheadle factory but if it achieves its anticipated
volumes, probably in excess of 5,000 units per year, then either a new factory,
or an extension to the existing site solely for the Teletruk is likely to be
required.
The product range currently consists of three sizes that are available in either
diesel or LPG variants. The unique forward reaching boom allows a quick

hitch attachment system to be used which enables the machine to work in a

wider variety of applications than the traditional industrial forklift.

The

machine also has a unique transmission that can have hydrostatic drive
Research torque converter responses memorized in the programmed, so the
operator can select the exact requirements for the operation being carried out.

COMPONENT SUPPLY:
One of JCBs main manufacturing strategies is to increase its component
commonality across its full range of equipment. As the product range has
expanded this strategy has become increasingly difficult to achieve, but it has
succeeded in supplying a very high proportion of its machines with similar
components.

The policy has reduced unit costs by purchasing in high

volumes, and as a result it has given the company one of the most
competitive product ranges in the industry.

JCB AROUND THE WORLD:

The JCB Company began in Rochester in Staffordshire but we now have
huge manufacturing plants on four continents:
The UK & Germany in Europe
Savannah, in America
Brazil, in South America
India, in Asia
China, in Asia

ORGANIZATION CHART OF JCB

CHAIRMAN & MANAGING DIRECTOR

DIRECTORS

EXECUTIVE DIRECTORS

GENERAL MANAGERS

ADDITIONAL GENERAL MANAGERS

DEPUTY GENERAL MANAGERS

SENIOR MANAGERS

MANAGERS

SENIOR EXECUTIVES

EXECUTIVES

SUPERVISORS

CLERKS

OBJECTIVE OF THE STUDY

Broad Objectives:
To know about overall about the JCB company and also known each and
every part of selection process of that company
Specific Objectives:
To focus on measure element of selection process.
To focus on the process of selection personals.
To focus on the updates and better methods of modern technique.

RESEARCH:
Research can be described as a systematic and organized effort to investigate
a specific problem that needs a solution. It is a process of planning, acquiring
and analyzing relevant data and information. Research provides the needed
information that guiles managers to make decisions.

RESEARCH METHODOLOGY:

A science of studying how research is done scientifically.

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

Methodology helps to understand not only the products of scientific

inquiry but the process itself.

Aims to describe and analyze methods, throw light on their limitations

and resources, clarify their presuppositions and consequences, relating
their potentialities to the twilight zone at the frontiers of knowledge

PREPARING THE RESEARCH DESIGN:

It is necessary for researcher to define conceptual structure which research
would be conducted. The function of research design so as to provide for the
collection of relevant evidence with minimum expenditure of efforts, time
and money. In this project the research design was as follows.
The time available for project was about one month.
There was no cost factor related to researcher.

The means of obtaining the information was through questionnaires.

SAMPLE DESIGN:
The method used for sample technique is convenient sampling method.

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

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

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

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

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

LIMITATIONS:
The respondents were limited and cannot be treated as the whole
population.
The respondents may be biased.
Time was the major constraint.
The accuracy of indications given by the respondents may not be consider
adequate.

DATA ANALYSIS &INTERPRETATION

Q1.

Are you in support of selection policy of the Company?

Options
Yes
No

JCB (%)
95
5

Interpretation:
95% of the executives say that they are in support of selection policy of JCB.
Most of the executives of JCB say that they were in support of the selection
policy of their organization.

Q2.

Whether the selection policy is linked to productivity?

Options
Yes
No

JCB (%)
94
6

Interpretation:
Most of the respondents of JCB say that selection policy is linked to
productivity.

Q3.

Do you feel that employment test is essential for the selection of an

employee?
Options
Yes
No

JCB (%)
90
10

Interpretation:
Manpower selection has been rationalized by way of automation as said by
most of the respondents at JCB.

Q4 Selection policy is done by the supports of the top management?

Options
Yes
No

JCB (%)
85
15

Interpretation:
In JCB 85% selection policy is done by the support of the top management.

Q.5What form of interview did you prefer?

Option
Personal interviews
Telephonic interviews
Video conferencing
Others

JCB (%)
50
30
20
10

Interpretation:
In JCB most of the manager prefer personal interviews, 30%prefer to take
telephonic interviews where as only 20% go for video conferencing and rest
10% adopt some other means of interviews.

Q6. Rate the effectiveness of the interviewing process and other selection
instruments, such as testing?
Options
Excellent
Good

JCB (%)
80
15

Poor

Q7.

How well the HR teams act as a consultant to enhance the quality of

the applicant pre-screening process?

Options
Excellent
Good

JCB (%)
70
25

Poor

Q8.

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

Options
Good
Poor

JCB (%)
90
10

Q9.

Do you feel that training is effect to selection process?

Options
Yes
No

JCB (%)
95
5

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

Q10. Are you satisfied with the selection system of the organization?
Options
Yes
No

JCB (%)
97
3

Interpretation:
In JCB 97% satisfied with the selection system of the organization.

Q11. Do you think that selection process is a difficult process?

Options
Yes
No

JCB (%)
90
10

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

FINDINGS & CONCLUSION

Most of the respondents of JCB say that selection policy is linked to
productivity.
Manpower selection has been rationalized by way of automation as
said by most of the respondents at JCB.
Executives of JCB say that positions are clearly defined in the
recruitment process.
Most of the executives of JCB say that they were in support of the
selection policy of their organization.

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

In JCB most of the managers prefer personal interviews.

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

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

RECOMMENDATIONS
Preference should be given to the most eligible candidate, irrespective
of whether candidate is internal or external.
Preference should be given to the most eligible candidate, irrespective
of their sex.
It should be suggested that the Company should pay the travel
expenses to the candidate.
But with changing times and changing needs the policies should be
flexible.

BIBLIOGRAPHY
1. Dr. F.C. Sharma Research methods Shree Mahavir Book Depot
(Publishers).
2. Kothari, C.R.Research Methodology Vishwa Prakashan, New Delhi.
3. Aswathapa K. (1997) Human Resource and Personnel Management,
Tata Mcgraw Hill, New Delhi.
4. R.S. Gupta Practics of management Kalyani (Publishers).
5. Dr. Shagun Ahuja Human Resource Management by VK Enterprises
(Publishers).
Websites:
www.JCB.com
www.jcbindia.com

QUESTIONNAIRE
NAME

_______________________

DESIGNATION

_______________________

DEPARTMENT

_______________________

ORGANIZATION

JCB [ ]

Q1.

Are you in support of selection policy of the Company?

a.

Yes

Q2.

Whether the existing selection policy is linked to productivity?

a.

Yes

Q3.

Whether the selection policy is getting full supports for the top

b.
b.

No
No

management?
a.

Yes

b.

Q4.

Is the organization doing timeliness Selection process?

a.

Yes

Q5.

Does HR provide an adequate pool of quality applicants?

a.

Yes

Q6.

Rate the effectiveness of the interviewing process and other selection

b.
b.

No

No
No

instruments, such as testing?

a.

Excellent

b.

Good

c.

Poor

Q7.

How well the HR teams act as a consultant to enhance the quality of

the applicant pre-screening process?

a.

Excellent

b.

Q8.

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

a.

Good

b.

Poor

Good

c.

Poor

Q9.

Do you think that the employment test is necessary?

a.

Yes

b.

NO

Q10. Do you feel that training will effect to selection process?

a.

Yes

b.

No

Q11. Do you think job rotation will affect the selection policy?
a.

Yes

b.

No

Q12. Are you satisfied with the selection system of the organisation?
a.

Yes

b.

No

Q13. Which type of employment test mostly do you prefer?

a.

Aptitude Test

b.

Personality Test

c.

Intelligence Test

Q14. Do you think that selection process is a difficult process?

a.

Yes

b. No

Q15. Do you think that preliminary interview is necessary?

a.

Yes

b. No