EXECUTIVE SUMMARY

The recruitment and selection procedure of the company determines the level of

achieving organizational goals in the long run. As per definition it is stated that which

is all about selecting right person for the right job at the right time at the best possible

position. Although it sounds quite simple but it is also not an easier job to evaluate a

person with his ability and skills that may satisfy the core competency for the job so

that his degree of willingness to pursue a job becomes positive. From job seeker’s

prospective it is the core competencies, which matter much for a job. So it is the

effective recruitment and selection procedure, which determines not only the right

candidature for a job but also a long-term accomplishment of organizational goals.

I have chosen Bajaj motors for studying their methods of recruitment and

selection function. In the course of study I came to know that, it has the probability of

achieving more than 50% of the people to be placed for the right job, which reflects

some of the unique ways for recruiting the candidates to fill up various vacancies.

The aim of the company is to achieve overall organizational goal not only by way of

fulfilling the targeted top-line but also employee satisfaction towards various position

of job to the maximum level. This I will see as I proceed subsequently in my Research.

Basically recruiting is the discovering of potential candidates for actual or anticipated

organizational vacancies. It also can be said in another way that bringing together those

with jobs to fill and those seeking jobs.

It is important to study Recruitment and Selection because through it I can identify our

human resource needs. I can know what kind of people must be select to fill up the

specified vacancies.
The ideal recruitment effort will attract a large number of qualified applicants who will

take the job if it is offered. It should also provide information so that unqualified

applicants can self select themselves out of job candidacy, that is, a good recruiting

program should attract the qualified and not attract the unqualified.

Recruiting people is done by various ways, for the study first I have to know the

recruiting sources. There are internal and external sources as well as employee

referrals/recommendation.

In this Research I am studying recruitment and selection process of Bajaj motors. To

find out actual recruitment and selection process of Company is my main objective of

study.

Through this kind of surveys I will be able to achieve real recruitment program of the

company where for all kinds of operational level technical qualification is needed. I

also have the picture of Selection cost of the company. It is very interesting to study

recruitment and selection process as it will give me clearer picture of the process.
 TABLE OF CONTENTS

Sr. No. Particulars

1 Acknowledgment

2 Preface

3 Executive Summary

4 Table of Contents

5 Introduction on the topic

6 Company Profile

7 Objectives of the Study

8 Research Methodology

9 Data Analysis

10 Conclusion

11 Limitations

12 Suggestions

13 Annexure

14 Questionnaire

15 Bibliography
 INTRODUCTION

Recruitment is the discovering of potential applicants for actual or anticipated

organizational vacancies. Certain influences constrain managers in determining

recruiting sources such as image of the organisation, internal policies, attractiveness of

the job, union requirements, government requirements and recruiting budgets.

Popular sources of recruiting employees include internal search, advertisements,

employee referrals, employment agencies, schools, colleges and universities;

professional organizations and casual or unsolicited applicants. In practice, recruitment

methods appear to vary according to job level and skill.

Proper selection can minimize the costs of replacement and training, reduce legal

challenges, and result in more productive workforce. The primary purpose of selection

activities is to predict which job applicant will be successful if hired. During the

selection process, candidates are also informed about the job and the organisation.

The discrete selection process would include the following: initial screening interview,

completion of the application form, employment tests, comprehensive interview,

background investigations, physical examination and final employment decision. In the

discrete selection process, an unsuccessful performance at any stage results in the

rejection of the applicant.

An alternative to the discrete selection process is the comprehensive approach, where

all applicants go through every step in the selection process and the final decision is

based on a comprehensive evaluation of the results of each stage. To be an effective

predictor, a selection device should be reliable, valid and predict a relevant criterion.
Selection devices provide managers with information that will help them predict

whether an applicant will prove to be a successful job performer. The application blank

is effective for acquiring hard biographical data, while the weighted application can

provide information for predicting job success.

Traditional tests that assess intelligence, abilities and personality traits can predict job

proficiency but suffer from being non-job related. On the other hand, interviews

consistently achieve low marks for reliability and validity. Background investigations

are valuable when they verify hard data from the application, although they offer little

practical value as selection devices. Physical examinations are valid when certain

physical characteristics are required to be able to perform a job effectively.

RECRUITMENT

Recruitment and selection are the most important functions in an organization

because with the help of these functions the management selects the best available

candidate from a batch of them. The organizations, in this growing competitive world,

need to have the best of the manpower so as to have an edge over its competitive.

According to Flippo, "Recruitment is the process of searching for prospective

employees and stimulating and encouraging them to apply for jobs in an organization."

In the words of Yoder,"Recrutiment is a process to discover the sources of

manpower to meet the requirements of the staffing schedule and to employ effective

measured for attracting that manpower in adequate numbers to facilitate effective

selection of an efficient working force."

The recruitment needs can be classified into-

 Planned.

 Anticipated.
  Unexpected.

Planned need arise from changes in the organization and retirement policy. These

occur due the expected changes in the organization so the management can make a

proper policy for it.

Anticipated need refer to the movements in personnel which an organisation can

predict by studying the trends in the internal and external environments.

Resignations, deaths, accidents and illness result in to the unexpected needs.

FEATURES:

 Recruitment is a process or a series of activities rather than a single event.

 It is a linking activity as it brings together the employers and employees.

 It is positive process because in this activity the employers want to have the

maximum number of job seekers so as to have a wider scope for choice

ultimately leading in spotting right persons for job.

 It is an important function as it makes it possible to acquire the number and type

of persons required for the effective functioning of the organization.

 It is an on going function in all the organizations, but the volume and nature of

recruitment varies with the size, nature and environment of the organization.

 It is a complex process because a number of factors affect it --the nature of the

job offered, image of the organization, organizational policies, working

conditions etc.
SOURCES OF RECRUITMENT

The various sources of recruitment are -

 Internal Sources: Include-

 Present Employees who can be transferred or given promotions.

 The retired and retrenched employees who want to return to the company.

 Dependents and relatives of the deceased and disabled employees.

 External Sources: Consist of-

 Press advertisements.

 Campus Interviews.

 Placement Agencies.

 Recommendations.

 Recruitment at factory gate.

 Employment Exchanges.

During my short stint at DIL, it was observed that the recruitment need of DIL is

diversified. It needs persons who have knowledge of use, processing of natural

ingredients of number of varied products, technical know-how of latest industrial

technical knowledge, and computer applications to pharmaceutical industry to

manual workers. The importance of the process could be understood that the

present work force of DIL is 2,500 employees. Hence, the recruitment and selection

procedure should match the complexities of the need and at the same should

commensurate with the complex need of the organization.

SELECTION

Selection is the process of choosing the best candidate out of the all the applicants.

In this process, relevant information about the applicants is collected through a series of

steps so as to evaluate their suitability for the job to be filled.

It is the process of matching the qualifications with those required for the job so that

the candidate can be entrusted with the task that matches with his credibility.

It is a process of weeding out unsuitable candidates and finally identifying the most

suitable candidates.

This process divides the candidates into two categories-the suitable ones and the

unsuitable ones. The suitable people prove to be the asset for the organization.

Selection is a negative process because in this process the management tries to

minimize the number of people at each step so that the final decision can be in the light

of all the factors and at the end of it best candidate is selected. Selected candidate the

has to pass through the following stages-

 Preliminary Interview.

 Application Form.

 Selection Test.

 Selection Interview.

 Physical Examination.

 Reference Check.

 Final Approval.

 Employment.
 Preliminary Interview is the initial screening done to weed out the undesirable

candidates. This is mainly a sorting process in which the prospective candidates are

given the necessary information about the nature of the job and the organization.

Necessary information about the candidate is also taken. If the candidate is found

suitable then he is selected for further screening else he is dropped. This stage saves

the time and effort of both the company and the candidate. It avoids unnecessary

waiting for the candidate and waste of money for further processing of an

unsuitable candidate.

Application Form is a traditional and widely used device for collecting information

from candidates. This form asks the candidates to fill up the necessary information

regarding their basic information like name, address, references, date of birth,

marital status, educational qualifications, experience, salary structure in previous

organization and other such information. This form is of great help because the

scrutiny of this form helps to weed out candidate who are lacking in education,

experience or any other criterion provided by the organization. It also helps in

formulation of questions, which will be asked in the interview. These forms can also

be stored for future references thus maintaining a databank of the applicants.

Selection Tests are being increasingly used in employee selection. Tests are sample

of some aspect of an individual's attitudes, behavior and performance. It also

provides a systematic basis for comparing two or more persons. The tests help to

reduce bias in selection by serving as a supplementary screening device. These are

also helpful in better matching of candidate and the job. These reveal the

qualifications, which remain covered in application form and interview.

Selection Interview involves the interaction of the employer and the employee.

Selection involves a personal, observational and face-to-face appraisal of candidates

for employment. It is an essential element of the selection procedure. The

information obtained through application form and test can be crosschecked in the

interview.

The applicants who have crossed the above stages have to go through Physical

Examination either by the company's physician or the medical officer approved for

the purpose. The main aim is to ensure that the candidate is physically fit to perform

the job. Those who are found physically unfit are rejected.

The next stage marks of checking the references. The applicant is asked to mention

in his application form the names and addresses of two or three person who know

him well. The organization contacts them by mail or telephone. They are requested

to provide their frank opinion about the candidate without incurring a liability. The

opinion of the references can be useful in judging the future behaviour and

performance of a candidate.

The executives of the concerned departments then finally approve the candidates

short-listed by the human resource department. Employment is offered in the form

of an appointment letter mentioning the post, the rank, the salary grade, the date by

which the candidate should join and other terms and conditions in brief.

Appointment is generally made on probation of one or two years. After satisfactory

 performance during this period the candidate is finally confirmed in the job on

permanent basis or regularized.

Selection is an important function as no organization can achieve its goals

without selecting right persons for the required job. Faulty selection leads to

wastage of time and money and spoils the environment of an organisation.

Scientific selection and placement of personnel can go a long way in building up a

stable workforce. It helps to reduce absenteeism and labour turnover. Proper

selection is helpful in increasing the efficiency and productivity of the enterprise.

Bajaj motors India Ltd. selects the future employees keeping everything in mind right

from the qualification of the employees to the future prospects-both of the organisation

and the employees.

The first step involves the filling up of Manpower Indent Form. This form is filled up

by the department, which is having the vacancy. The form consists of various questions

which are to be answered like if the current vacancy is a replacement vacancy, its

reason is to be specified -the factors which resulted it like death, retirement etc.

The department is required to give the qualifications that the future candidate should

possess.

In the next step, this form is given to the Human Resource (HR) department; this

department sees if the position can be filled through internal sources. The internal

sources can be transfers, promotion etc. In the case of internal sources, the

recommendations of the employees are not taken into consideration. If the HR

department does not find suitable candidate within the organisation then this

department has to give reasons for it. The form then goes to the Corporate HR for its

approval.

When the suitable candidate is not available within the organisation, the organisation

then moves to the outside world for filling up the vacancies.

If the number of employees required is large then the company has in its consideration

three ways-

 The Data bank of the organisation.

 Advertisements.

 Contacting large consultants.

The company maintains a databank of the candidates, which is used when the number

of vacancies to be filled up is large. The sources of databank can be the qualified

candidates who had applied in the organisation earlier but due to some reasons could

not join the organisation.

Advertisements are the second big source to attract the candidates. These are having

much larger scope and reach to a number of people. The qualifications required by the

organisation and the criteria could be described in detail.

Large number of consultants also constitutes a big source. Many people register

themselves with these consultants and they act as a bridge between the organisation and

the candidates. The consultants provide the company required details about all criteria.
These consultants are fixed for the organisation, which are chosen on the basis of their

performance. In case of overseas recruitment it is checked whether their Indian

counterparts can perform the job efficiently or not. If need arises then they are also

taken through consultants.

But if the number of vacancies is very small then the organisation takes the help of the

local consultants.

The candidates are then required to fill up the Application Form. This form requires the

candidate to fill the details regarding the previous employment, if any and his personal

data. The form is having details regarding like the marital status, organisation structure,

the position held by the candidate, his salary structure, the top three deliveries to the

organisation that proved to be beneficial to the organisation, career goals, his strengths

and weaknesses etc.

After the application form has been duly filled and submitted, the selection process

starts wherein the candidate has to pass through various stages and interview. The

interview panel consists of the persons from Corporate (HR), and other persons

including the executives from the department for which the vacancy is to be filled.

The selected candidates are then short-listed. The short listed candidates are then given

priority numbers; this is due to the reason that sometimes the candidate who is having

first priority is unable to join the organisation due to some reasons then in that case the

candidate next in the priority list is given preference. The candidate has to under go

medical examination and his credentials are verified.

After qualifying these stages, the candidate is then absorbed in the organisation and

explained his/her duties. This phase marks the end of the selection procedure.

Bajaj motors India Ltd.also performs Campus interviews as and when the need arises.

The esteemed organisation also provides apprentice training-wherein the organisation

trains the people in the working of the organisation and gives then stipend. If these

trainees are found useful to the organisation then they are absorbed in the organisation

else they are given certificate so that they can show this as an experience and get a job

elsewhere.
 RECRUITMENT AND SELECTION IN BAJAJ MOTORS

HIERARCHY OF BAJAJ MOTORS

Mrs. Vandana Bhargava Deputy

dDirector
Mr. U.K. Bose CEO

Mr. Samir Bhargave Controller

Mr. Kapil Kaul C.G.M. Capt. S.P.S. Sandhu Manager Personal

(M&S) C.G.M. (Operations)

Mr. Manchanda Mr. Roshan Nowroj Mr. Sanjay Kumar

G.M (North) G.M. (South) Commercial Mrg.

R.S.M.
Delhi Manager Manager International Manager
FFP Department MRTG. CSC & Automation

Manager
Sales
Deputy Product Brand
Manager Sales Manater Manater

Asst. A.S.M. A.S.M.

Manager Sales Delhi Delhi

Senior Officer Senior Senior

Sales Officer Officer

Officer Officer
Officer
Sales
HRM in the vehicle Industry

When we talk of human resource management, we have in our mind a variety of things.

These include:

 Training

 Skill development and up-gradation of knowledge and skills of the employees.

 Motivating the employees,

 Effective utilization of the employees skills and capabilities

 Attracting the personnel and their retention

 Wages, salaries and rewards and

 Monitoring and controlling the employees performance

These aspects of human resource management and development are essential for every

sector but in the case of tourism, they have a special significance. This is because

tourism is a service industry and here the customer is not only buying a service or a

product but he is also experiencing and consuming the quality of service which is

reflected in the performance of the person involved in the production and delivery of

the service. Since what is marketed here is a relationship between the customer and the

producer of services, the importance of human resources becomes vital for the success

of the business. Generally, in such service operations the emphasis has been on

courtesy and efficiency and it is assumed that the service in tourism is all smiles and

effective communication. However, with the changing nature of tourism and growing

special sation only smiles, communications skills and courtesy will not serve the

purpose. For example, a guide may be very good in communication but unless he or she

is equipped with knowledge and information related to the monument or the city, he or
she will not be able to perform quality service. Similarly, a driver may be very good at

driving but unless he knows the roads and addresses of the city, only his driving

capabilities will be of no help in providing quality service. And we must remember

here that tourists, whether foreign or domestic, are increasingly becoming more

demanding as regards quality of service.

Generally, human resource management, planning and development in tourism have to

be taken at both macro as well as micro levels. At the macro level, one takes into

account the educational and training infrastructure available in a country and the efforts

initiated by the ICAO. This also includes the efforts initiated by the private sector. At

the micro level, one takes into account how best individual organizations plan and

manage their human resources V S Mahesh, formerly Vice President (Human

Resources) with the Taj Group of Hotels, is of the opinion that two central features

common to all sectors of the tourism industry must be considered in this regard:

1) The concept of Moments of Truth (MOT), and

2) MOT’s relationship to the attainment of service excellence in an organization.

Jan Carlzon has defined MOT “as an intention between a customer and an organization,

which leads to a judgement by the customer about the quality of service received by her

or him”. In tourism industry, 95% of the MOTs take place between customers and the

front line staff and most of the time they are not visible to the management. For

example, how a hotel receptionist is handling the customers or how an escort is

conducting the tour is not visible to the management. Yet, the tourist’s experience of

the holiday is dependent on how the staff manning such services has treated him or her.

Mahesh has pointed out that in case of negative experiences, only less than five percent

cases get reported to the management by the customers and hence according to him the
crucial questions is “are human beings capable of doing their job correctly, willingly

and with a smile, when they know that their management is most unlikely to be able to

see or hear them, let alone bear of their failure to do so”? This puts additional on the

human resources management factor in the tourism industry. Certain organizations,

companies and even destinations are known for their hospitality and are even termed as

service leaders in their areas of operations. Researches conducted by various scholars in

this area show that they have achieved this, status, through effective human resource

management in their organizations. According to Gail Cook Johnson these companies

have applied the principal of empowerment to all employees. This empowerment is

manifested in the way that companies:

 Are highly focused and consistent in everything they do and say in relation to

employees,

 Have manager who communicate with employees

 Facilitate, rather that regulate, their employees response to customers

 Solicit employee feedback about how they can do things better

 Stress the importance of team work at each level of the organization and

 Plan carefully the organization’s recruitment and training needs.

These companies give less emphasis on hierarchy and formal relationship rather; they

adopt flat organizational structure in terms of span of control. Johnson further states

that these service leaders can be recognised for:

 Their unfailing commitment to service principles,

 Their investments in people to ensure staffing competence,

 A management philosophy which stresses communication a proactive orientation

and employee feedback and

 A dedication to teamwork

In fact, human resource management and customer’s care/expectations management are

inter related area in the area of tourism. Sarah Mansfield has identified four key

principles in the development of customer care within companies. These according to

her are

1) Customer care ‘starts at the top’ was meaning that commitment to the principle

of customer care must emanate from senior management levels within an

organization. Successful management’ is not only about the right management

style but also an attitude, ethos or culture of the organization which overrides

the management techniques used, such that in the absence of other instructions

these values will dictate how an employee will behave.

2) ‘Customer care involves everyone’ within the organization. It is not just about

front-line staff. The contrary view ‘only services to reinforce the electricians’ or

administrators, opinion that the standard of service they give in support of the

front-line staff is not important. How can cleaners do the right job unless they

fully appreciate their customer’ needs and the importance of their role? High

standards of customer care cannot be achieved by ignoring seasonal, part time

or voluntary staff that represents the face of the business to many customers.

3) ‘Care for your staff and they will care for your customers. Too often

organizations look first to the customer, whereas the emphasis should be placed

on the staff. Improving the experience of the staff encourages a better service

and a better experience for customers. More customers are obtained thereby
 improving the climate in which management and staff work. Investment and

greater professionalism follow success and the cycle of achievement is

reinforced.’

4) ‘It’s a continuous’, meaning that ‘customer care is not a quick fix Research but

it long term plan’.

According to V S Mahesh “The nature, determinates and problem areas of service

quality within tourism points clearly to the central role of personnel, at all levels, in

attaining levels, of excellence in this respect. Development the service culture, within a

company, and within tourism industry, cans he seen as crucial to the success of

tourism.” Hence, the activities of an HRD manager in tourism can be categorised as:

 Human resource planing and

 Human resource development

Aspect like forecasting, recruiting and induction in the human resource area are taken

care of through human resource planning. The identification of specific developmental

needs for the manpower aimed at developing and exploiting the competencies of the

human resources are taken care of through human resource development.

HUMAN RESOURCE PLANNING

In this Section, we will deal with certain aspects which are relevant for managers or

entrepreneurs at an organization’s level in the area of human resource planning. Human

resource planing can be termed as a process for preparing a plan for the future

personnel needs of an organization. It takes into account the internal activities of the

organization and the external environmental factors. In a service industry like tourism,
such planning also aims at improving the quality of manpower resources. Human

resource planning involves:

 Analysis of existing manpower resources,

 Planning for future needs taking into account how many people with what skills and

at what levels the organization will need, and

 Planning for the development of the employees by adopting in-house training and

continuing education methods to upgrade the knowledge and skills of the

employees.

RECRUITMENT AND SELECTION PROCEDURES IN HR

Recruitment and selection procedure is a vital factor of an organization. If it is not done

properly the production procedure will be hampered. Hence productivity will fall down.

So the organization will be in trouble and it will affect the employer- employee

relationship. So recruitment and selection procedure should be done in proper and

correct manner. The new candidates should replace the vacant post so that the

production of the company does not hamper. By this the productivity will increase and

the organization will gain profit. So the employer will be happy and will not hesitate to

distribute bonus and increments to the workers. The workers will also be more

motivated to work. Hence there will be harmonious relationship in the organization. It

will also stabilize the organization in the long run.

 HUMAN RESOURCE MANAGEMENT IN BAJAJ MOTORS

Organisation structure:

The whole organisation behaves as a Parivar, with one legal guardian. All directors and

shareholders are from among workers and the entire have taken an oath through

affidavit. In the court of law that neither their family members shall have claim or share

in the assets or profits of the company. All workers of company are the proud owners of

the organisation. The workers believe in the concept that “manpower is superior to

money power”.

Recruitment and selection

Recruitment is the process of seeking out and attempting to attract individuals in

external labour markets, who are capable of and interested in filling available

vacancies. Recruitment is an intermediate activity whose primary function is to server

as a linked between Human Resource Planning on the one hand and selection on the

other. Sources of recruitment are through internal and external channels. Bajaj motors

recruits it’s employees both externally as well as internally. Recruitment for the airline

is done through interviews of selected applicants and people who pass the interviews of

selected applicants and people who pass the interview are required to undergo a

medical test before he/she is finally placed in the Bajaj motors.

Employees are also recruited through internal mobility. This is done on the basis of

merit and seniority. After passing the examination the candidates are called for an

interview along with the employees who have become eligible for promotion on the

basis of seniority.
HUMAN RESOURCE FUNCTIONS

 Recruitment and selection.

 Performance Appraisal.

 Training and Development.

 Promotion, Transfer, Separation.

 General administration & Welfare.

 Security.

 Public Relations.

 Industrial Relations.
HUMAN RESOURCE PROCESS IN ORGANISATION

Human Resource Selection

Recruitment

Training &
Socialization
Development

Performance Promotions, Transfers,

Appraisal Demotions & Separations.
 HUMAN RESOURCE DEPARTMENT

Unit Head
Additional General
Manager-Corporate HR &
IR
Deputy Manager-
HR

Assistant HR Supervisor-
Senior Executive- Officer Administratio
HR n

Executive Security
Assistant-HR
Housekeep
ing

General
Administration
 COMPANY PROFILE

Bajaj Auto has a technical tie-up with Kawasaki Heavy Industries of Japan to produce a
range of the latest, state-of-art two-wheelers in India. Since the tie-up in 1986, Bajaj
Auto has launched KB100, KB RTZ, KB125, 4S, 4S Champion, Boxer, Caliber,
Caliber115, Wind125 and India's first real cruiser bike, the Kawasaki Bajaj Eliminator.
A Fortune 500 company with a turnover of USD 10 billion (Rs. 45,840crore),
Kawasaki Heavy Industries has crafted new technologies for over a hundred years.
These technologies have redefined space systems, aircrafts, jet engines, ships,
locomotive, energy plants, construction machinery, automation systems, apart from a
range of high quality, high reliability two-wheelers. Kawasaki has given the world its
legendary series of 600-1200cc Ninja and1600 Vulcan bikes. Straight from Kawasaki
design boards, the Kawasaki Bajaj Eliminator redefines the pleasure of "biking" in
looks as well as performance.

Our Brand Values

Brand values: Learning, Innovation, Perfection, Speed and Transparency.
Bajaj constantly inspires confidence through excitement engineering.

Learning:
Learning is how we ensure proactivity.
It is a value that embraces knowledge as the platform for building well informed,
reasoned, and decisive actions.

Innovation:
Innovation is how we create the future.
It is a value that provokes us to reach beyond the obvious in pursuit of that which
exceeds the ordinary.

Perfection:
Perfection is how we set new standards.
It is a value that exhibits our determination to excel by endeavouring to establish new
benchmarks all the time.

Speed:
Speed is how we convey clear conviction.
It is a value that keeps us sharply responsive, mirroring our commitment towards our
goals and processes.

Transparency:
Transparency is how we characterise ourselves.
It is a value that makes us worthy of credibility through integrity, of trust through
sensitivity and of loyalty through interdependence
 HISTORICAL BACKGROUND

December Bajaj Dicsover launched

June Bajaj Avenger launched
February Bajaj Wave launched
Sept/Oct Bajaj Discover DTS-i launched
August New Bajaj Chetak 4 stroke with Wonder Gear launched
May Bajaj CT100 Launched
January Bajaj unveils new brand identity, dons new symbol, logo and brandline
October Pulsar DTS-i is launched.
October 107,115 Motorcycles sold in a month.
July Bajaj Wind 125,The World Bike, is launched in India.
Bajaj Auto launched its Caliber115 "Hoodibabaa!" in the executive
February
motorcycle segment.
Bajaj Auto launches its latest offering in the premium bike segment
November
‘Pulsar’.
January The Eliminator is launched.
The Bajaj Saffire is introduced.
Caliber motorcycle notches up 100,000 sales in record time of 12 months.
Production commences at Chakan plant.

June 7th Kawasaki Bajaj Caliber rolls out of Waluj.

July 25th Legend, India’s first four-stroke scooter rolls out of Akurdi.
October Spirit launched.
The Kawasaki Bajaj Boxer and the RE diesel Autorickshaw are
introduced.
November
Bajaj Auto is 50.
29
 Agreements signed with Kubota of Japan for the development of diesel
engines for three-wheelers and with Tokyo R&D for ungeared Scooter and
moped development.
The Bajaj Super Excel is introduced while Bajaj celebrates its ten
millionth vehicle.
One million vehicles were produced and sold in this financial year.
The Bajaj Classic is introduced.
The Kawasaki Bajaj 4S Champion is introduced.
The Bajaj Sunny is introduced.
The Bajaj M-80 and the Kawasaki Bajaj KB100 motorcycles are
introduced.
500,000 vehicles produced and sold in a single financial year.
The Waluj plant inaugurated by the erstwhile President of India, Shri
November
Giani Zail Singh.
Production commences at Waluj, Aurangabad in a record time of 16
months.
1984
January
Foundation stone laid for the new Plant at Waluj, Aurangabad.
19
1981
The Bajaj M-50 is introduced.

1977
The Rear Engine Autorickshaw is introduced.
Bajaj Auto achieves production and sales of 100,000 vehicles in a single
financial year.

1976
The Bajaj Super is introduced.

1975
BAL & Maharashtra Scooters Ltd. joint venture.

1972
 The Bajaj Chetak is introduced.
1971
The three-wheeler goods carrier is introduced.

1970
Bajaj Auto rolls out its 100,000th vehicle.

1960
Bajaj Auto becomes a public limited company. Bhoomi Poojan of Akurdi
Plant.
1959
Bajaj Auto obtains licence from the Government of India to manufacture
two- and three-wheelers.

1948
Sales in India commence by importing two- and three-wheelers.

1945
November Bajaj Auto comes into existence as M/s Bachraj Trading Corporation
29 Private Limited.
 ORGANIZATIONAL CHART

Board of Directors
Rahul Bajaj Chairman
Madhur Bajaj Vice Chairman & Whole-Time Director
Rajiv Bajaj Managing Director
Sanjiv Bajaj Executive Director
D.S. Mehta Whole-Time Director
Kantikumar R. Podar Director
Shekhar Bajaj Director
D.J. Balaji Rao Director
J.N. Godrej Director
S.H. Khan Director
Mrs. Suman Kirloskar Director
Naresh Chandra Director
Nanoo Pamnani Director
Manish Kejriwal Director

Committees of the Board

Audit Committee
S.H. Khan Chairman
J.N. Godrej
Nanoo Pamnani
D.J. Balaji Rao
Naresh Chandra
Shareholders’ & Investors’ Grievance committee
D.J. Balaji Rao Chairman
J.N. Godrej
Naresh Chandra

Remuneration committee
D.J. Balaji Rao Chairman
S.H. Khan
Naresh Chandra
 PRODUCTS PROFILE

BAJAJ AVENGER

4 Stroke, Single Cylinder, Air

Engine
Cooled
Cubic Capacity 178.6cc
Max. Power 16.5 BHP @ 8000rpm
Gear Box 5 Speed
Ignition CDI
Front Brakes Disc
Rear Brakes Drum
Front Tyre 90/90 X 17
Rear Tyre 130/90 X 15
Wheelbase 1475mm
Ground Clearance 0mm
Dry Weight 154 Kg
Tank Capacity 14 Litres
BAJAJ DISCOVER ELECTRICSTART

Engine 4 Stroke, Single Cylinder, Air Cooled

Cubic Capacity 124.52cc
Max. Power 11.51 BHP @ 8000rpm
Gear Box 4 Speed
Ignition CDI
Front Brakes 130mm Drum
Rear Brakes 130mm Drum
Front Tyre 2.75 X 17
Rear Tyre 3.00 X 17
Wheelbase 1305mm
Ground Clearance 0mm
Dry Weight 129 Kg
Tank Capacity 10 Litres
Price On Road Mumbai Rs. 50710
BAJAJ PULSAR

Engine 4 Stroke, Single Cylinder, Air Cooled

Cubic Capacity 143.9cc
Max. Power 13.02 BHP @ 8500rpm
Gear Box 5 Speed
Ignition CDI
Front Brakes 240mm Disc
Rear Brakes 130mm Drum
Front Tyre 2.75 X 18
Rear Tyre 100/90 X 18
Wheelbase 1320mm
Ground Clearance 155mm
Dry Weight 134 Kg
Tank Capacity 18 Litres
Price On Road Mumbai Rs. 58700
Colours Black, Silver, Blue & Red
BAJAJ WAVE
Model: Bajaj Wave DTS-i

Year: 2006

Category: Scooter

Rating: Do you know this bike?

Click here to rate it. We miss 1 vote to show the rating.

Engine and transmission

Displacement: 110.00 ccm (6.71 cubic inches)

Engine type: Single cylinder

Stroke: 4

Power: 8.00 HP (5.8 kW))

Torque: 1.22 Nm (0.1 kgf-m or 0.9 ft.lbs)

Fuel system: Injection

Ignition: CDI Electronic

Cooling system: Air

Transmission
type Belt
final drive:

Physical measures

Weight incl. oil,

110.0 kg (242.5 pounds)
gas, etc:

Wheelbase: 1,225 mm (48.2 inches)

Chassis and dimensions

Front brakes: Expanding brake (drum brake)

Rear brakes: Expanding brake (drum brake)

Speed and acceleration

Other specifications

Fuel capacity: 5.00 litres (1.32 gallons)

BAJAJ WIND 125
 Model: Bajaj Wind 125

Year: 2006

Category: Sport

Rating: 68.9 out of 100. Show full rating and compare with other
bikes

Engine and transmission

Displacement: 124.60 ccm (7.60 cubic inches)

Engine type: Single cylinder

Stroke: 4

Power: 10.80 HP (7.9 kW)) @ 8500 RPM

Torque: 9.80 Nm (1.0 kgf-m or 7.2 ft.lbs) @ 7500 RPM

Cooling system: Air

Gearbox: 5-speed

Transmission
type Chain
final drive:

Physical measures

Weight incl. oil,

121.0 kg (266.8 pounds)
gas, etc:

Wheelbase: 1,260 mm (49.6 inches)

Chassis and dimensions

Front brakes: Single disc

Rear brakes: Expanding brake (drum brake)

Speed and acceleration

Other specifications

Fuel capacity:
BAJAJ CT 100 13.00 litres (3.43 gallons)

Reserve fuel
2.00 litres (0.53 gallons)
capacity:
Engine
Type 4 stroke

Cooling Type Air Cooled

Displacement 99.27 cc

Max Power 8.2 bhp( 6.03 kW) @ 7500 rpm

Max Torque 8.05 Nm @ 4500 rpm

Ignition Type C.D.I

Carburettor Keihin-Fie

Transmission Type 4 speed gear box

Electrical System

System 12 V, AC+DC

Head Light 35/35 W

Horn 12 V, DC

Chassis

Chassis Type Tubular construction

Suspension

Front Suspension Telescopic

Rear Suspension Swing arm type with dual co-axial springs (spring-
in-spring) and hydraulic shock absorbers

Tyres

Front Tyre Size 2.75 x 17, 4/6 PR

Rear Tyre Size 3.00 x 17, 6 PR

Brakes

Front Brakes Mechanical expanding shoe, Friction type

Rear Brakes Mechanical expanding shoe, Friction type

Fuel Tank

Fuel Tank Capacity 10.5 litres

Reserve Capacity 2.2 litres

Dimensions

Overall length 1945 mm

Overall width 770 mm

Overall height 1065 mm

Wheel Base 1235 mm

BAJAJ GC 1000

Engine
Four Stroke, Single Cylinder, IDI, Compression
Type
Ignition
Cooling Type Forced Air Cooled
Displacement 416 cc
Max Power 8.5 bhp( 6.25 kW) @ 3600 rpm
Max Torque 20 Nm @ 2400 rpm
Ignition Type Electric start
Transmission Type 4 forward & 1 reverse gear
Clutch Type Single plate,dry friction type,foot operated
Electrical System
System System 12V DC
Chassis
Chassis Type Semi Monocoque
Suspension
Front Suspension Antidive leading link with helical compression
spring & shock absorber
Rear Suspension Independent suspension with spring & shock
absorber
Tyres
Front Tyre Size 4.5x10,8PR
Rear Tyre Size 4.5x10,8PR
Brakes
Front Brakes Hydraulic brakes with auto adjuster
Rear Brakes Hydraulic brakes with auto adjuster
Fuel Tank
Fuel Tank Capacity 8 litres
Dimensions
Overall length 2960 mm
Overall width 1375 mm
Overall height 1810 mm
Wheel Base 2025 mm
Ground Clearance 170 mm
Minimum Turning Radius 2.75 m
GVW 990 kg
Loading Tray
Length (Pick up) 1500 mm
Width (Pick up) 1325 mm
Height (Pick up) 250 mm
Length (HiDec) 1500 mm
Width (HiDec) 1325 mm
Height (HiDec) 1050 mm
BAJAJ RE DISEL MEGA

Engine

Type 4 stroke, single cylinder, compression ignition

Cooling Type Forced Air Cooled

Displacement 416.6 cc

Max Power 8.5 bhp( 6.25 kW) @ 3600 rpm

Max Torque 20 Nm @ 2400 rpm

Ignition Type Electric start

Clutch Type single plate, dry friction, foot operated

Electrical System

System 12 V, DC

Chassis

Semi monocoque chassis with stamped members

Chassis Type
welded

Suspension

Front Suspension Antidive link with helical coil compression spring

& shock absorbers

Rear Suspension Swing arm with helical coil compression spring &
shock absorbers
Tyres

Front Tyre Size 4.5x10,8PR

Rear Tyre Size 4.5x10,8PR

Brakes

Hydraulic brakes with tandem mater cylinder &

Front Brakes
auto adjuster

Hydraulic brakes with tandem mater cylinder &

Rear Brakes
auto adjuster

Fuel Tank

Fuel Tank Capacity 8 litres

Dimensions

Overall length 3090 mm

Overall width 1375 mm

Overall height 1880 mm

Wheel Base 2025 mm

Ground Clearance 170 mm

GVW 876 kg
 SCOPE OF STUDY

The scope of study is to observe the degree of satisfaction levels of the employer as

well as the employees towards the process of recruitment and selection techniques

adopted by the company. It will also show the deviations if any, towards this affect that

will be experienced in research. Apart from getting an idea of the techniques and

methods in the recruitment procedures it will also give a close look at the insight of

corporate culture prevailing out there in the organization. This would not only help to

aquanaut with the corporate environment but it would also enable to get a close look at

the various levels authority responsibility relationship prevailing in the organization.

Also the stipulated time for the research is insufficient to undergo an exhaustive study

about the topic assigned and moreover the scope of the topic (recruitment and

selection) is wide enough, so it is difficult to cover all the topic within the stipulated

time.
 OBJECTIVE OF STUDY

The basic objective of this report is to “Recruitment and selection process In Bajaj

motors”. Following fundamental objectives have been identified as the sub-objectives

of the study:-

1. To study the identity of the recruitment & selection process in the

organization as a whole.

2. To find out the employees as per company’s vacancies.

3. To find out the various sources of advertisement of vacancies like-media

(electronic or paper or both), schools, posters etc.

4. To study the work environment and select the pattern of interview, which can

help out to select the suitable employee for the organization.

5. To study the interpersonal relationship.

 RESEARCH METHODOLOGY

The purpose of the methodology is to describe the research procedure. This includes

overall research design, the sampling procedure, the data collection method, and

analysis procedure.

Out of total universe 15 respondents from Bajaj motors have been taken for

convenience. The sample procedure chosen for this are statistical sampling method.

Here randomly employees are selected and interviewed. Information, which I collected,

was based on the questionnaires filled up by the sample employees.

Under secondary method I took the help of various reference books which I have

mentioned in bibliography and also by way of surfing through the company website.

 Primary Data

 Questionnaire: Corresponding to the nature of the study direct, structured

questionnaires with a mixture of close and open-ended questions will be

administered to the relevant respondents within the Personnel and other

Departments of the organisation.

 Secondary Data

 Organizational literature: Any relevant literature available from the organisation

on the Company profile, recruitment & selection procedures, Job specifications

(Bajaj motors), department-wise break up of manpower strength and the

organisational structure.

 Other Sources: Appropriate journals, magazines such as Human Capital, relevant

newspaper articles, company brochures and articles on www sites will also be used

to substantiate the identified objectives.

 Sampling Plan and Design

A questionnaire will be used for the purpose of research:

 Questionnaire: To test the validity and effectiveness of the recruitment and

selection procedures within the organisation and to test the validity and

effectiveness of the policies and procedures within the organisation.

 The basic rationale of Questionnaire is to ascertain the perception of the non-HR

departments in terms of the validity and effectiveness of the policies and procedures

used by the organisation. It is also in line with the assessment of any

suggestions/recommendations that the respondents from these Departments might

have in terms of the use of an alternative source/device of recruitment and selection,

than what already forms the current practice of the HR Department.

 Questionnaire would be administered to 15 respondents, holding a senior

designation within the Personnel Department of the organisation. It will also be

administered to at least 15 respondents belonging to typical Departments within the

organisation and holding senior designations within their respective Departments.

 Sampling Element

 For the purpose of administering the Questionnaire, the respondents would

comprise of personnel holding senior designations within the Personnel Department

of the organisation. The respondents for the Questionnaire will also be preferably

being panel members of the Recruitment & Selection Board of the organisation.

 The respondents would comprise of personnel holding senior designations within

certain typical Departments identified within the organisation, namely:

- Stores

- Finance

- Operations

- Electronics
 - Engineering

 Sample Extent: The extent of the sample is confined to the Sahibabad operations

of the Bajaj motors, specifically to the Administration.

 Sampling Technique

 Judgement Sampling would be used for the purpose of choosing the sample for the

purpose of administering Questionnaire. The identified expert would have a

thorough knowledge about all the respondents within the Personnel Department of

the organisation. Thus his/her expertise would be incorporated in locating,

identifying and contacting the required respondents.

Again Judgement sampling would be effectively used in identifying the typical non

- HR Departments within the organisation and subsequently for the location and

identification of suitable respondents for Questionnaire.

 ANALYSIS & FINDINGS

The analysis of the various sources of recruitment and selection devices is presented on

the following pages.

 The response entailed from the HR Department (as analysed from Questionnaire)

represents current practice within the organisation in terms of the sources of

recruitment and selection devices used.

 The analysis of the response entailed from all the other departments (as analysed

from Questionnaire) forming the sample, represents the perception of the

respondents from these Departments in terms of the validity and effectiveness of the

various sources/devices of recruitment/selection (specific to these Departments)

 The analysis further entails any suggestions/recommendations given by these non-

HR Departments (forming the sample for administering Questionnaire), in terms

of any recruitment source and/or selection device that should be deployed by the

organisation apart from what already constitutes current practice (specific to these

Departments)
 The procedure of Recruitment and Selection

120
100
80
No. of
employers 60 Yes
40 No
20
0
Hero motors
Company

120 out of 120 employer’s accepted the fact that Bajaj motors follows recruitment

and selection procedure.

External recruitment the company compensates the employees for the

expenses made by them

70
60
50
No. of 40
employers Yes
30
20 No
10
0
Hero motors
Company

It basically depends on the post the candidate is applying for, in most of the cases

the company does compensate the employees for the expenses incurred by them.

70 out of 120 employers said that the company compensates the employees for the

expenses made by them, while 50 employers said no.

Company hires consultancy firms or recruitment agency for hiring

candidates

120
100
80
No. of
employers 60 Yes
40 No
20
0
Hero motors
Company

All 120 employers said that the company hires consultancy firms or recruitment

agency for hiring candidates.

 The verification of the candidates to the given reference

80

60
No. of
employers40 Yes
No
20

0
Hero motors
Company

80 out of 120 employers said that the references provided by the candidates is verified while 40

employers said No.

The total monitory expenditure the company spends on recruitment

and selection procedure

70
60
50
40
No. of employers
30
Dabur
20
10
0
below 10% 10%-20% 20%-30% 30% above
Producticity

20 out of 120 employers said that the company spends about 10%-20% of its total

expenditure on recruitment and selection.

70 out of 120 employers said that the company spends about 20%-30% of its total

expenditure on recruitment and selection.

While 30 out of 120 employers said that the company spends above 30% of its total

expenditure on recruitment and selection.

COMPANY POST POSITIONS ON THE JOB SITES AND INTERNET SEARCHES

120
100
80
No. of
employers 60 Yes
40 No
20
0
Hero motors
Company

120 OUT OF 120 EMPLOYER SAID COMPANY POST POSITIONS ON THE JOB SITES AND

INTERNET SEARCHES
Company maintains and manage candidate’s file including

maintenance of database to ensure comprehensive data collection of

candidates

120
100
80
No. of
employers 60 Yes
40 No
20
0
Hero motors
Company

120 out of 120 employers said that company maintains and manage candidate’s

file including maintenance of database to ensure comprehensive data collection of

candidate.
The productivity of the employees get hampered due to his/her marital

status.

Productivity of employees

50

40

30

20

10

0
To a large extent Somewhat Does not affect Cant Say
affects

Scale

50 out of 120 employers believe that the employee’s productivity gets hampered due to his

marital status to a large extent, while 30 out of 120 believe that productivity is

somewhat affected, 30 out of 120 believes that marital status does not affect the

productivity of the employee and one employee did not had any ans.

Interview methods used by the company

 120

100

80
No. of
employees 60
40

20

0
Direct stress computerized other

Scale

Hero motors

200 out of 200 said the company follows direct interview method, as well as other

method which include unstructured interview with the departmental head. And

the 120 said the computerized is followed by the company.

 CONCLUSION

REQUIREMENT:-

‘Necessity is the mother of Invention’ this is true everywhere. In the study first of

all I tried to find out the cause of the process of Recruitment and selection.

I got the answer from Bajaj motors that here in Bajaj motors major cause for the

process is its Expansion program as Bajaj motors is growing vastly. Few other

reasons are Replacement vacancy Retirement hardly takes place here.

SOURCES:-

An organization’s excellence depends upon its employee’s performance, which has

not only to be maintained on a consistent level, but also must be improved

constantly. All this can be achieved if suitable employees are selected, through

proper Recruitment and Selection procedure.

METHODS:-

For the recruitment and selection various test include for e.g. aptitude test

,personality test and group discussion. As we all know that, in today’s highly

competitive age the biggest problem is of retention of its highly skilled employees

in the organization. Recruitment plays a vital role in this regard. But it should be

seen that no system is without any flaws. Every system has its strong and weak

points and is open for change at any time.

IMPROVEMENT:-

BAJAJ MOTORS a well-developed Selection System for its employee’s

development. Thus, the company provides scope for employees on future growth,

career planning, training and development.

 LIMITATIONS

 The scope of the study in terms of coverage is limited to the Delhi operations of the

Bajaj motors

 Within the organisation the study is limited to the top-level management of the

Personnel Department of the organisation (out of which samples of the

respondents are also members of the Recruitment & Selection committee). This is

for the purpose of administering the questionnaire.

 In line with the purpose of conducting employee interviews, the study would be

confined to personnel holding typical designations within the organisation at

different levels of management.

 Although the limitations that I faced in the organizations is the absence of Trade

Unions co-operation, otherwise which could have help me in understanding the

industrial relations in a comprehensive manner.

 Secondly, the limitation that I have is the scope of collection of sample size which

was confined to only one department, which would have other wise made my study

and observations in an effective manner.

 RECOMMENDATIONS

The research in Bajaj motors has helped me in broadening my view. It has helped me to

know that HR is the heart of every organization. It made me aware about how policies

play an important role in the smooth functioning of any organization. But I have found

that there is something that lacks in the company and which is possible to overcome.

Bajaj motors is engaged in making maximum sales, providing satisfaction to its

customers, as well as maintaining good relations with the corporate world. But it has

not thought about marinating a health relation with its employees. This is the reason

that there was an increase in the labor turnover. Also, it has never given consideration

to find the reason lying behind the same.

Employee retention is crucial to the long-term success of your business and therefore

the ability to retain employees is a primary measure of the health of your organization.

Of significant concern is the fact that unplanned employee turnover directly impacts the

bottom line of a business.

The company can undertake the following steps to maintain long and existing

relationship with its employees as well as a steady increase in sales:-

1. Employees should know clearly what is expected of them-

Continually changing expectations minimize employee’s sense of internal

security and create unnecessary stress. It is beneficial therefore to provide a

specific framework, in which people can work.

2. Employees should be provided with quality management and leadership-

It is well documented that people leave their managers more often than they

leave the company or the job. Turnover issues that cause an employee to feel

unvalued by their manager include lack of feedback about performance, lack of

clarity regarding earning potential, failure to hold scheduled meetings, and the

failure to provide a framework for the employee to succeed. Ensure that the

right people are in place to lead your teams, departments, business units and the

organization as a whole towards success.

3. The company should compensate candidates applying for any position in the

organization in case of external recruitment; this will give candidates a positive

impression about the company.

4. The references given by the candidates at the time of selection should be

brought into use and should be verified in order to avoid undesired candidates.

5. Job specifications should be disclosed at the time of recruitment and selection

so that employees are well aware of the tasks to be performed by them and the

expectations their seniors have from them.

6. Company should undergo personality test in order to judge the personality of

the person applying for the job.

7. Company should have a round of panel interview so that decision of selecting a

candidate is not based on personal biasness of the interviewer, interviews should

therefore be followed by group discussion.

 ANNEXURE

QUESTIONNAIRE ON RECRUITMENT & SELECTION

Name:

Designation:

Organization:

Age:

Date:

Q.1 Does Bajaj motors follow any Recruitment and Selection Procedure?

Yes No

Q.2 Does the recruitment and selection procedure affects the performance of the

employees?

Yes No

Q.3 Does the company recruit employees internally?

Yes No

Q.4 Is the recruitment and selection procedure followed by the company

appropriate?
T.A.(Totally Agree) S.A.(Some What Agree),

S.D.(Some What Disagree) T.D.(Totally Disagree)

T.A. S.A.

S.D. T.D.

If not, then suggest the appropriate changes required in the recruitment and

selection procedure followed by the company?

……………………………………………………………..

Q.5 Does your company disclose the job specifications at the time of selection of a

candidate?

Yes No

Q.6 Does your company ask for references at the time of selection?

Yes No

Q.7 What percent of the selection procedure does the written test contribute?

Below 10%

10% - 20%

20% - 30%

30% -40%
40% -50%

50% and above

Q.8 Which type of interview methods does your company usually follow?

Direct Computerized

Group Panel

Stress

Any other …………………………………………………

Q.9 Does your company follow any of the following personality test for the

purpose of recruitment and selection?

MBTI Psychometric

FIRO_B Other
 BIBLIOGRAPHY

BOOKS

 Robbins P. Stephens, Organizational Behavior, Prentice Hall, 7th Edition, Chapter

16, pages 636-641.

 Koontz Harold & Weihrich Heinz, Essentials of Management, Mc Graw Hill, 5th

Edition, Chapter 11, pages 217-245.

 Decenzo A. David & Robbins P. Stephen, Personnel/HR Management, Prentice

Hall, 3rd Edition, Chapters 6,7 & 8, pages 117-209.

Magazines

 India Today

 Today’s traveller

 A&M

 Business Today

 Business World

 Business Digest
News Paper

 Times of India

 Hindustan Times

 Economic Times

 The Pioneer

 The Hindu

 Catalyst

 EconomicandPoliticalWeekly

 Financial Express

Web sites

 www.Bajaj motorsindia.com

www.indiatimes.com