Research Project

On

To study the effect of recruitment procedure on employee retention

performance in LG company

reference to AVGSCMC

Submitted in partial fulfillment for the requirement of the award of Post-graduate Degree of
Masters of Business Administration

(Batch 2023 - 25)

Submitted by : Supervisor
Krati Tyagi Dr Nisha Singh
MBA IV Semester Assistant Professor
Enrollment no. -2301000001001 AVGSCMC

Submitted to

Acharya Vishnu Gupt Subharti College of Management & Commerce

SWAMI VIVEKANAND SUBHARTI UNIVERSITY, MEERUT

 DECLARATION

I hereby declare that the Research Project report titled “Student motivational analysis for MBA

course with special reference to AVGSCMC submitted to Acharya Vishnu Gupt Subharti college

of Management & Commerce, SVSU, Meerut (UP) in the partial fulfillment for the award of

MBA in session 2020-22 is an authentic record of my work.

I declare that the work has not been submitted for the award of degree or diploma anywhere

Enrollment No. - 2301000001001 Krati Tyagi

Date: ____/___/___ Place: ___________

 ACKNOWLEDGEMENT

The satisfaction and euphoria that accompany the successful completion of any task would be
incomplete without the mention of people, who are responsible for the completion of the
Dissertation paper work and who made it possible, because success is the outcome of hard
work and perseverance, but steadfast of all is encouraging guidance.

So, with gratitude, I acknowledge all those whose guidance and encouragement served me to
motivate towards the success of the Project work.

It takes great pleasure in expressing my sincere thanks to Dr RK Ghai, Dean

Director,AVGSCMC, for providing an required academic environment in the college. I want to
extend my sincere gratitude to Dr Nisha Singh, my Guide and mentor who has been
instrumental in completion of my Project work effectively and efficiently. I thank her for her
continuous motivation and her invaluable guidance and encouragement.

Finally, I acknowledge the people who mean a lot to me, my parent, my friends for their
inspiration, unconditional love, support, and faith for carrying out this work to the finishing line.
Lastly, to the Almighty for showering His Blessings.
 LIST OF CONTENTS

CHAPTER NAME LIST OF PAGES PAGES NO

TITLE PAGE i

PLAGIARISM TEST CERTIFICATE ii

DECLARATION iii

ACKNOWLEDGEMENT iv

LIST OF CONTENTS v

LIST OF TABLES vi

LIST OF GRAPHS / FIGURES vii

1 INTRODUCTION 8-27

2 OBJECTIVE 28

3 HYPOTHESIS 29

4 SIGNCIFIANCE OF STUDY 30-31

5 LITERATURE REVIEW 32-42

6 RESEARCH METHODOLOGY 43

7 DATA ANALYSIS AND INTERPRETATION 44-73

8 HYPOTHESIS TESTING 74

9 CONCLUSION 75

10 SUGGESTIONS AND RECOMMENDATIONS 76-77

11 REFERENCES 78-79

12 ANNEXURE– QUESTIONNAIRE 80-82

LIST OF TABLES / CHARTS

TABLE TOPIC NAME PAGE NO
NO

1 ASPECT OF INTERNAL AND EXTERNAL RECRUITMENT 13

2 PROCEDURES OF RECRUITMENT 15

3 LOGO OF LG 35

4 Is the recruitment process at LG satisfactory 44-50

5 Did the recruitment process provide a realistic preview of the job role and 51-60
responsibilities

6 Employee retention on orgainzatioanl performance 63-71

7 Annexure 81-82

LIST OF GRAPHS / FIGURES

TABLE TOPIC NAME PAGE NO
NO

1 ASPECT OF INTERNAL AND EXTERNAL RECRUITMENT 13

2 PROCEDURES OF RECRUITMENT 15

3 LOGO OF LG 35

4 Is the recruitment process at LG satisfactory 44-50

5 Did the recruitment process provide a realistic preview of the job role and 51-60
responsibilities

6 Employee retention on orgainzatioanl performance 63-71

7 Annexure 81-82
 CHAPTER1
Introduction
This research project examines the recruitment process at LG Electronics, focusing on
its effectiveness in attracting and selecting top talent within the global electronics
industry. The study will analyze the current recruitment practices, identify strengths and
weaknesses, and propose improvements to optimize the process for both the company
and potential candidates.
Keywords: Recruitment, LG Electronics, Talent Acquisition, HR Practices, Global
Electronics Industry
Elaboration:
Research Goal:
To understand and evaluate the recruitment process at LG Electronics, with the aim of
identifying areas for improvement to enhance talent acquisition.
Methodology:
This research will likely involve a mixed-methods approach, including:
Literature Review: A review of existing literature on recruitment practices, talent
management, and the electronics industry.
Case Study: A case study analysis of LG's recruitment process, including examining its
different stages and strategies.
Surveys and Interviews: Collecting data from current employees and potential
candidates through surveys and interviews to gauge their perspectives on the
recruitment process.
Data Analysis: Analyzing the collected data to identify patterns, trends, and areas for
improvement.
Expected Outcomes:
This research is expected to yield insights into:
The effectiveness of LG's current recruitment methods.
Areas where the recruitment process could be optimized to attract and retain top talent.
Recommendations for improving the candidate experience and enhancing the
company's employer brand.
RECRUITMENT

In human resource management, “recruitment” refers to the systematic process of

identifying and securing the most suitable and highly qualified candidates for job
openings in a timely and economically efficient manner. Alternatively, it can be defined
as the “process of seeking prospective employees and motivating them to apply for
positions within an organization.”
This comprehensive process encompasses a complete life cycle that commences with
the identification of the organization’s staffing needs and culminates in the successful
integration of the new employee into the company.
When we consider the recruitment process, we typically envision a series of activities,
including the meticulous analysis of job requirements, the attraction of candidates to
apply for specific positions, the screening of applicants, the selection of the most
suitable individuals, the hiring of these chosen candidates as new employees, and their
subsequent assimilation into the organizational framework.
Undoubtedly, the primary objective of implementing the recruitment process is to identify
individuals who are optimally qualified for various roles within the company, thereby
facilitating the achievement of organizational goals. However, there are additional
compelling reasons that underscore the significance of a robust recruitment process.

Types of Recruitment
There basically 2 types of Recruitment-
a. Internal
b. External

Internal Recruitment – hiring the people from inside the organization.

[Link]:
when an employee is moved to another branch/office at the same level.
For example, a store manager in Canada can be transferred to America without
changing their job title or pay.
[Link]:
Promotion means giving an employee a higher job title.
For example, a senior developer can become a team lead.
[Link]-employment:
when a past employee is hired again for a new job, they might get re-hired.
[Link]:
Internships are short-term roles for students/new graduates to learn on the job. The
company then decides based on their performance on whether to hire them full-time.
[Link] advertisements:
when job openings are advertised within the company. It's a way to quickly find
candidates among current employees who are willing to relocate.

External Recruitment – hiring the people from outside the organization.

[Link]: Company’s post job ads on their website, social media, or job
portals to invite job applications.

[Link] Agency: The agency has a database of potential hires. They hire
employees for the organization.

[Link] Recruitments: Companies team up with colleges to hire fresh graduates for
entry-level positions.
 [Link] Fairs: Large companies organize events to recruit many candidates at
once. This can include competitions or walk-in interviews.

[Link] Exchanges: These are government portals where job seekers

and employers can connect. It’s often used for non-skilled jobs.
Reasons for Recruitment

Aside from finding qualified candidates, the recruitment process serves several crucial
purposes:

1. **Building a Strong Talent Pool: ** An effective recruitment strategy ensures a

diverse range of applicants, enhancing the chances of unearthing unique skills and perspectives
that can contribute to the organization’s innovation and success.

2. **Enhancing Company Reputation: ** A well-managed recruitment process fosters a

positive image of the organization as an employer, attracting top talents and allowing the
company to stand out in a competitive market.

3. **Reducing Turnover Rates: ** Careful screening and selection help in hiring

candidates who truly fit the organizational culture and job requirements, which can lead to
greater job satisfaction and lower staff turnover.

4. **Fulfilling Legal Obligations: ** Recruitment processes often mandate adherence to

various employment laws and regulations. Proper strategies ensure fairness and equal
opportunity, safeguarding the organization against potential legal issues.

5. **Strategic Workforce Planning: ** Recruitment is not just about filling immediate

vacancies; it plays a part in long-term workforce planning by identifying skills gaps and
projecting future hiring needs aligned with the organization’s growth trajectory.

Challenges in Recruitment
While the recruitment process is essential, it is not without its challenges:

1. **High Competition for Talent: ** With many organizations vying for the same skilled
workers, standing out in the eyes of prospective candidates requires creative recruiting
strategies.

2. **Bias in Selection: ** Unconscious biases among hiring managers may hinder the
selection of the most qualified candidates. Implementing standardized criteria is crucial to
mitigate this issue.

3. **Limited Resources: ** Recruitment can be resource-intensive, demanding significant

time and financial investments that might strain smaller organizations.

4. **Technological Adaptation: ** The shift towards digital recruitment tools and platforms
necessitates staying updated with the latest technological advancements, which can be
daunting for some HR departments.

5. **Retaining Talent Post-Hire: ** After successful recruitment, organizations must also

focus on retention strategies to ensure that new hires remain engaged and continue to flourish
within the organization.

Aspect Internal Recruitment External Recruitment

Source of Current employees within the Individuals from outside the
Candidates organization organization

Speed of Faster as candidates are Slower as it involves

Recruitment already known advertising and evaluation

Cost Generally lower as it avoids Can be higher due to

external hiring costs advertising and screening
expenses

Familiarity with Candidates are already familiar New candidates may need
Culture with the company culture time to adapt to the culture

Diversity May limit diversity as it draws Can bring in diverse

from the existing workforce perspectives and experiences

Skill Acquisition Limited to the skills and Can access a broader range of
experiences of current skills and experiences
employees

Competition for Employees may compete for External candidates compete

Roles promotions or transfers for advertised positions

Training May require less training as May require more onboarding

Requirements employees are already familiar and training for new hires
with processes

Procedures of Recruitment
There are following steps for the Recruitment of the employees. It can be Internal or
External depending upon the requirement of the organization.
Planning -- involves assessing the organization's requirements and formulating a
comprehensive job description for the open position. This encompasses the duties
and responsibilities that the prospective employee is expected to fulfill. The job
description delineates the specific aspects of the role available, including the
location of the company (such as Noida, Delhi, Mumbai, etc.), the designated role
(such as Chat Process, Sales and Marketing, Human Resources), and the
compensation package (either monthly or annually). These elements are essential
components highlighted within the job description.

A job description should include:

 Company Name & Description
 Job Title
 Department
 Industry Pay
 Benefits Offered
 Description of Duties
 Demand (specific skill set, knowledge, experience or training required for the job)
 Qualities that are nice to have and would be an added advantage
 Core Values
 Location
 A conversational CTA

Engaging - an attorney is advisable to ascertain the appropriate legal terminology to

incorporate into a letter and to enforce deadlines for the candidate's signature.
Should you be collaborating with an employment agency, recruitment firm, or search
consultant, it is imperative to coordinate with them, as they will extend the job offer
to the candidate. Upon the candidate's acceptance of the offer, it is essential to
provide a comprehensive onboarding experience to facilitate their integration.

Onboarding - serves to familiarize the new hire with the company's culture and to
prepare them for their role. It also encompasses a performance expectations plan
for the initial months of employment, thereby assisting them in focusing on and
comprehending how their contributions will be evaluated by the organization.

1. **Employee Integration** - Assisting the new hire in fully assimilating into the
team and organizational culture by assigning substantive projects, involving them in
team meetings, and fostering collaborative efforts.
2. **Initial Performance Monitoring** - Managers should conduct regular check-ins
(at intervals of 30, 60, and 90 days) to assess progress. Constructive feedback is
provided to facilitate the employee's adjustment and success.

3. **Training and Skill Development** - Providing training sessions, workshops, or

mentorship programs aimed at cultivating the skills necessary for long-term
success.

4. **Goal Setting** - Establishing clear, attainable goals that align with both the
employee's role and the organization's objectives, thereby constructing a roadmap
for career advancement.

5.**Continuous Feedback and Support** - Fostering an environment where

feedback is both commonplace and constructive, thereby supporting the employee's
personal and professional development.

Effect of Recruitment on Organization

Effective recruitment exerts a profoundly positive influence on an organization by

enhancing the quality of hires, bolstering employer branding, potentially diminishing
costs, and amplifying productivity and overall performance. It also plays a pivotal
role in employee retention and fortifies a company's competitive stance.

1.**Improved Quality of Hires**: A meticulously structured recruitment process,

inclusive of effective selection methodologies, enables organizations to attract and
hire candidates with the requisite skills and experience, culminating in superior
overall performance.

2.**Enhanced Employer Branding**: Successful recruitment practices can fortify an

organization's reputation as a coveted employer, attracting a greater pool of
talented candidates and enhancing recruitment endeavors.

3.**Reduced Costs**: Streamlined recruitment processes can curtail hiring

expenses related to advertising, screening, and onboarding, while also potentially
diminishing turnover and its associated costs.

4.**Increased Productivity and Performance**: By integrating skilled and motivated

employees, recruitment significantly contributes to heightened productivity,
efficiency, and, ultimately, organizational performance.
 5.**Improved Employee Retention**: An effective recruitment strategy, coupled with
a commitment to employee engagement, can bolster employee retention, thereby
reducing turnover and the accompanying costs.

6.**Stronger Competitive Advantage**: Organizations that adeptly recruit and retain

talent can cultivate a competitive edge in the marketplace through the
establishment of a skilled and motivated workforce.

7.**Expands Talent Pool**: Recruitment initiatives aim to cultivate a diverse and

expansive pool of potential candidates, thereby providing a broader selection for
hiring decisions.

8.**Legal Compliance**: Adhering to proper recruitment practices ensures

compliance with labor laws and regulations, safeguarding the organization against
potential legal ramifications.

9.**Faster Onboarding**: Efficient recruitment can expedite onboarding processes,

enabling new employees to attain productivity more swiftly.

10**Increased Organizational Effectiveness**: By attracting and retaining talented

individuals, recruitment contributes to enhanced organizational effectiveness and
efficiency.

11.**Reduced Hiring Costs**: Effective recruitment strategies can lead to diminished

hiring expenses by streamlining the process and optimizing resource utilization.

12.**Increased Employee Satisfaction**: When employees perceive themselves as

valued and appreciated, they are more inclined to experience satisfaction,
engagement, and productivity.

What is Employee Retention in an Organization?

 Higher Work Standards

 Stronger Team Dynamics

 Retention cultivates trust and facilitates seamless communication among teams.

 Collaborative efforts flourish when individuals comprehend each other's
strengths.

 Cost Savings

 Minimizes expenses associated with recruitment, hiring, and onboarding.

 Financial resources can be redirected towards innovation, employee

development, and customer service.

 Enhanced Customer Satisfaction

 Long-tenured employees foster stronger relationships with clients and deliver

more consistent service.

 Increased client loyalty results in heightened sales and a favorable brand

reputation.

 Organizational Knowledge Retention

 Valuable institutional knowledge and expertise remain within the organization.

 This aids in training and mentoring new hires while preserving the company
culture.

 Boosted Employee Morale and Engagement

 Stability and opportunities for growth instill a sense of value and motivation in
employees.

 Engaged personnel exhibit greater innovation, creativity, and commitment to

organizational objectives.

 Negative Impact of Low Retention (High Turnover):

 Escalated costs (hiring/training)

 Diminution of expertise and knowledge

 Decreased team morale

 Disruptions in workflow and project delays

 Declined customer satisfaction

Function of Recruitment-

1. Attracting the Right Candidates

What it means: Recruitment generates interest among prospective candidates to apply
for positions.

Why it matters: A broad and well-targeted applicant pool enhances the likelihood of
discovering high-caliber employees.
How it happens: Through advertising, job fairs, campus recruitment, social media,
employee referrals, etc.

2. Identifying and Selecting Talent

What it means: Recruitment processes assist in identifying individuals who possess not
only the requisite technical skills but also align with the company’s culture.

Why it matters: Hiring individuals who resonate with company values enhances
teamwork, morale, and mitigates turnover.

How it happens: Screening resumes, conducting interviews, assessments, and

personality evaluations.

3. Building a Strong Talent Pipeline

What it means: Recruitment also seeks to cultivate a pool of potential candidates for
forthcoming job openings.

Why it matters: Organizations conserve time when new roles emerge by having readily
available candidates.

How it happens: Maintaining databases of previous applicants, internship initiatives, and

relationship management with talent networks.

4. Minimizing Hiring Costs and Time

What it means: Efficient recruitment diminishes the time-to-hire and cost-per-hire.

Why it matters: Unfilled positions adversely affect productivity and project timelines.

How it happens: Utilizing recruitment software (ATS - Applicant Tracking Systems),

crafting clear job descriptions, and streamlining interview processes.

5. Enhancing Employer Branding

What it means: Recruitment conveys the company’s image to external audiences.
Why it matters: A robust reputation attracts superior candidates and retains existing
employees.

How it happens: Positive candidate experiences, showcasing company culture online,

and promoting success stories.

6. Ensuring Legal Compliance

What it means: Recruitment must adhere to labor laws concerning equal opportunity,
discrimination, and workplace rights.

Why it matters: Safeguards the company against legal challenges and promotes
equitable practices.
How it happens: Implementing fair and unbiased selection processes, maintaining
proper documentation, and adhering to legal standards in job postings.

7. Supporting Workforce Diversity and Inclusion

What it means: Recruitment emphasizes the integration of diverse backgrounds, skills,
and perspectives within the organization.

Why it matters: Diverse teams are more innovative, perform at higher levels, and better
reflect societal dynamics.

How it happens: Targeted outreach initiatives, unbiased hiring methodologies, and

partnerships with diverse professional networks.

8. Aligning Workforce with Business Goals

What it means: Recruitment ensures that new hires possess skills aligned with the
company’s short- and long-term objectives.

Why it matters: The right individuals drive projects, foster innovation, and contribute to
business success.

How it happens: Workforce planning, comprehending company strategy, and recruiting

for future requirements (not solely immediate roles).

Studying the Recruitment process in LG company?

Studying the recruitment process in a company li LG (a global leader in electronics,

chemicals, and telecommunications) is significant for several reasons:
1. Understanding Best Practices:
LG operates on a global scale, so analyzing their recruitment process shows how
top companies attract, assess, and select talent across different cultures and
markets.
2. Strategic Talent Acquisition:
LG’s recruitment strategies are closely aligned with their business goals.
Studying their process highlights how a company can strategically hire people
who drive innovation, quality, and competitiveness.
 3. Employer Branding:
LG has built a strong employer brand. Learning about their recruitment helps
understand how companies present themselves to potential employees and how
branding affects the quality and quantity of applicants.
4. Innovation in Recruitment:
Big firms like LG often use advanced methods like AI in screening, campus
recruitment programs, and global talent hunts. Studying this can expose you to
modern, tech-driven hiring practices.
5. Cultural and Diversity Insights:
LG focuses on global diversity and inclusion. Analyzing their recruitment process
can teach how multinational companies manage diverse workforces and
overcome cross-cultural hiring challenges.
6. Retention and Fit:
LG’s hiring is not just about filling positions but about long-term fit and employee
growth. Their process shows how careful recruitment leads to lower turnover and
higher employee satisfaction.
7. Benchmarking for Other Companies:
Small or growing companies can learn from LG’s recruitment strategies and
adapt them to improve their own hiring processes.
8. Compliance and Ethics:
As a global company, LG must follow many international labor laws and ethical
standards. Their process can serve as a model for ethical recruitment practices.

Objectives

To know the procedure of LG recruitment process.

Recruitment Process at LG:

1. Workforce Planning & Job Analysis
o Identify manpower needs based on business goals.
o Define job roles, required skills, and qualifications clearly.
2. Job Posting & Advertisement
o Advertise openings internally (for employee referrals) and externally
(career website, job portals, LinkedIn, campus drives, etc.).
 o Post detailed job descriptions with eligibility criteria.
3. Application Collection
o Accept applications through the LG Careers portal or other recruitment
channels.
o Sometimes third-party agencies are involved for mass hiring.
4. Initial Screening
o HR team screens resume to shortlist candidates based on qualifications,
experience, and skills.
o Automated systems (ATS - Applicant Tracking Systems) might be used to
filter applications.
5. Written Test / Online Assessment (for technical or graduate roles)
o Aptitude tests, technical knowledge assessments, or psychometric tests
are conducted.
o Tests assess logical reasoning, communication, and job-specific skills.
6. First Round Interviews
o Conducted by HR for basic evaluation (communication, motivation,
cultural fit).
o May include questions about the candidate’s career goals, salary
expectations, and work experience.
7. Technical Interview
o Conducted by department heads or technical managers.
o Focus on role-specific knowledge, technical skills, problem-solving
abilities, and hands-on expertise.
8. Final Interview (Managerial/Panel Interview)
o Senior leaders or cross-functional managers may interview to check
leadership potential, team collaboration skills, and strategic thinking.
o Often competency-based or behavioral questions are asked (STAR
method: Situation, Task, Action, Result).
9. Background Verification
o Check educational qualifications, previous employment records, criminal
history, and references.
10. Offer & Negotiation
o Selected candidates receive an offer letter.
o Discussion may happen regarding salary, joining date, benefits, relocation
(if needed).
11. Onboarding Process
o Once accepted, the onboarding process starts.
o Includes orientation sessions, training programs, and introduction to
company culture.
How to apply?

Ready to join us?

LG applies the same recruitment principles and process in all its worldwide office, but
this process may slightly differ for some offices.
Check out LG’s global application process and join our team!
Application Process

Application
Check the job postings to find out what information needed.
Once you find a right position that you interest, the first step is to complete your
application online.
Document Review
We will review all application materials and determine if your experience and skills are
ideal for the role.

Written Screening
LG Way Fit Test is one of LG's evaluation methods to select talents suitable for the LG
Way, which is the basis of the thinking and behavior of LG employees.

First Interview
Your application is intriguing and we would like to meet you for an interview.
Your recruiting manager will let you know the details.

Follow Up Interview

Follow-up interviews, technical or professions assessments are a chance to get to know

each other better.
The number and format of interview can vary depending on position.

Confirmation Welcome to LG!

We look forward to having you join our team.

CHAPTER 2
 OBJECTIVE

1. To know/study the Recruitment procedure of LG.

2. To study the effect of Recruitment procedure of LG on it’s employee

retention.

3. To draw the effect of employee retention on organizational

performance.

HYPOTHESIS

H1 – There is a significant relationship between the recruitment procedure

at LG and employee satisfaction.
 H2 - There is a significant relationship between the recruitment procedure
at LG and employee retention.

H3 - There is a significant relationship between the employee retention at

LG and organizational performance.

CHAPTER 4

SIGNIFICANCE OF STUDY

Significance:
This research has the potential to:
identify best practices in recruitment that can be applied by organizations in the
electronics sector. It could also provide insights into how LG Electronics can leverage
technology in its recruitment efforts, such as through the use of AI in screening
processes or enhancing its online presence to attract a wider talent pool.
Future Research Directions:
- Longitudinal Studies: Conducting longitudinal studies to track the long-term success of
candidates hired through various recruitment strategies.
- Comparative Analysis: Comparing LG Electronics’ recruitment practices with those of
its competitors in the electronics industry to identify industry benchmarks and trends.
- Impact Assessment: Evaluating the impact of recruitment improvements on employee
performance and retention rates over time.
Practical Implications:
- Practical frameworks for LG Electronics and similar organizations to implement
innovative recruitment strategies.
- Guidance on creating a more inclusive and diverse recruitment process that can
attract a broader range of candidates.
- Strategies for engaging potential candidates through effective communication and
branding initiatives.
Conclusion:
This research aims not only to enhance the recruitment process at LG Electronics but
also to contribute to the broader understanding of talent acquisition in the global
electronics industry, thereby fostering better practices that benefit all stakeholders
involved.
Provide valuable insights for LG Electronics to refine their recruitment strategies.
Contribute to the broader body of knowledge on recruitment practices in the electronics
industry.
Help organizations improve their ability to attract and retain top talent in a competitive
global marketplace.
 Chapter 5:

LITERATURE REVIEW

LG Electronics Inc. (Korean; RR: Elji Jeonja) is a South Korean multinational major
appliance and consumer electronics corporation headquartered in Yeouido-dong, Seoul, South
Korea. LG Electronics is a part of LG Corporation, the fourth largest chaebol in South Korea, and
often considered as the pinnacle of LG Corp with the group's chemical and battery division LG
Chem. It comprises four business units , home entertainment, mobility, home appliances & air
solutions, and business solutions. LG Electronics acquired Zenith in 1995 and is the largest
shareholder of LG Display, the world's largest display company by revenue in 2020. LG
Electronics is also the world's second largest television manufacturer behind Samsung
Electronics. The company has 128 operations worldwide, employing 83,000 people.

History
1958–1960s

In 1958, LG Electronics was founded as GoldStar . It was established in the aftermath of

the Korean War to provide the rebuilding nation with domestically produced consumer
electronics and home appliances. The start of the country's national broadcasting that created a
booming electronics market and a close relationship it quickly forged
with Hitachi helped GoldStar to produce South Korea's first radios, televisions, refrigerators,
washing machines, and air conditioners. GoldStar was one of the LG groups with a brethren
company, Lak-Hui (pronounced "Lucky") Chemical Industrial Corp. which is now LG Chem and LG
Household & Health Care. GoldStar merged with Lucky Chemical and GoldStar Cable on 28
February 1995, changing the corporate name to Lucky-Goldstar and then finally to the LG
electronics.

1970s–1990s

Goldstar first went public in 1970; by 1976, it was producing one million televisions annually.
[5]
In 1982, Goldstar opened its first overseas factory, which was based in Huntsville, Alabama. In
1994, GoldStar officially adopted the LG Electronics brand and a new corporate logo. In 1995, LG
Electronics acquired the US-based TV manufacturer Zenith and absorbed it four years later. Also
in that year, LG Electronics made the world's first CDMA digital mobile handsets and
supplied Ameritech and GTE in the US, the LGC-330W digital cellular phone. The company was
also awarded UL certification in the US. In 1998, LG developed the world's first 60-inch plasma
TV and established a joint venture in 1999 with Philips – [Link] LCD – which now goes by the
name LG Display. In 1999, LG Semiconductor merged with Hynix.

2000s – Present

In order to create a holding company, the former LG Electronics was split off in 2002, with the
"new" LG Electronics being spun off and the "old" LG Electronics changing its name to LG EI. It
was then merged with and into LG CI in 2003 , so the company that started as GoldStar does not
exist.

LG Electronics plays a large role in the global consumer electronics industry; it was the second-
largest LCD TV manufacturer worldwide as of 2013. By 2005, LG was a Top 100 global brand and
recorded a brand growth of 14% in 2006. As of 2009, its display manufacturing affiliate, LG
Display, was the world's largest LCD panel manufacturer. In 2010, LG Electronics entered
the smartphone industry. LG Electronics has since continued to develop various electronic
products, such as releasing the world's first 84-inch ultra-HD TV for retail sale.
On 5 December 2012, the antitrust regulators of the European Union fined LG Electronics and
five other major companies (Samsung, Thomson since 2010 known as Technicolor, Matsushita
which today is Panasonic Corp, Philips and Toshiba) for fixing prices of TV cathode-ray tubes in
two cartels lasting nearly a decade.

On 11 June 2015, LG Electronics found itself in the midst of a human rights controversy
when The Guardian published an article by Rosa Moreno, a former employee of an LG television
assembly factory. Moreno was offered $3800 in compensation after losing both hands in an
industrial accident while working for a subcontrator making parts for LG-branded flatscreen
televisons.

At the end of 2016, LG Electronics merged its German branch (situated in Ratingen) and
European headquarter (situated in London) together in Eschborn, a suburb of Frankfurt am
Main.

In March 2017, LG Electronics was sued for its handling of hardware failures with recent
smartphones such as the LG G4.

Koo Bon-joon, who was the CEO and the current vice chairman of LG Electronics, was replaced
by his nephew Koo Kwang-mo in July 2018 as CEO and vice chairman. [16] The move came after
the succession of Koo Kwang-mo as the chairman of the parent company LG Corporation who
succeeded his adoptive father and uncle Koo Bon-moo after Bon-moo died of a brain tumor on
20 May 2018.

LG announced in November 2018 that Hwang Jeong-hwan, who took the job as president of LG
Mobile Communications in October 2017, will be replaced by Brian Kwon, who is head of LG's
hugely profitable home entertainment business, from 1 December 2018. Also in 2018, LG
decided to stop smartphone production in South Korea to move production to Vietnam, in order
to stay competitive. LG said Vietnam provides an "abundant labor force" and that 750 workers
at its South Korean handset factory would be relocated to its home appliance plant.

On 5 April 2021, LG announced its withdrawal from the phone manufacturing industry after
continuous loss in the market. In 2020, LG faced a loss of 5 trillion won (US$4.4 billion).

In June 2021, the YouTube channel Hardware Unboxed published a video alleging an attempt by
a representative of LG to manipulate the review of one of LG's gaming monitors. The
representative, in an email shown in the video, attempts to influence the editorial outcome of
the review by indicating testing methods and aspects of the display to be followed by the
channel. This came a few months after a similar incident between the creators and Nvidia in
which Nvidia warned them that if they continue emphasizing on rasterization rather than ray
tracing in Nvidia's graphics cards, they would no longer receive review samples.
As of 1 December 2021, the Chief Strategy Officer William Cho will take over for Bong-seok
Kwon as the CEO of LG Electronics.

In June 2022, LG acquired AppleMango, a South Korean EV charger manufacturer with a 60%
purchase of the company's stocks

In that same month, the American publication Consumer Reports rated LG home appliances as
the most reliable in the U.S. consumer market.

In April 2024, a security firm discovered security bugs in tens of thousands of LG smart TV
models that could "let hackers hijack them". The vulnerability particularly affects smart TVs
running LG's WebOS operating system from version 4 to version 7.

Logo evolution

1958-1961 1961-1962

1962-1963 1963-1964
 1964-1965 1965

1965-1975 1995–2014

2008–2014 2014–
Present

United States headquarters

October 2019 in Englewood Cliffs

In 2013, LG Electronics USA proposed building a new headquarters in the borough of Englewood
Cliffs in Bergen County, New Jersey, including a 143 ft (44 m) tall building that would stand taller
than the tree line of the Hudson Palisades, a US National Natural Landmark. The company
proposed to build an environmentally friendly facility in Englewood Cliffs, incidental to Bergen
County's per-capita leading Korean American population, having received an initially favorable
legal decision concerning building height issues. The plan, while approved by the local
government, met with resistance from the segments of the general public as well as
government officials in New Jersey and adjacent New York. The initial court decision upholding
the local government approval was overturned by a New Jersey appellate court in 2015 and LG
subsequently submitted a revised, scaled-down, 64-foot building for approval by the borough of
Englewood Cliffs in 2016. LG broke ground on the new US$300 million Englewood Cliffs
headquarters on 7 February 2017, to be completed in late 2019.
Products
LG Electronics products include televisions including hospitality televisions for hotels and
commercial industrials, home theater systems, home audio, portable audio and
headphones, refrigerators, washing machines, computer monitors, wearable devices, solar
modules, vehicle audio and displays, smart appliances and formerly smartphones.

Televisions
The LG SL9000 was one of several new Borderless HDTV's advertised for release at IFA Berlin in
2009. LG Electronics launched an OLED TV in 2013 and 65-inch and 77-inch sizes in 2014. LG
Electronics introduced its first Internet TV in 2007, originally branded as "Net Cast
Entertainment Access" devices. They later renamed the 2011 Internet televisions to "LG Smart
TV" when more interactive television features were added, that enable the audience to receive
information from the Internet while watching conventional TV programming.

In November 2013, a blogger discovered that some of LG's smart TVs silently collect filenames
from attached USB storage devices and program viewing data, and transmit the information to
LG's servers and LG-affiliated servers. Shortly after this blog entry went live, LG disabled
playback on its site of the video, explaining how its viewer analytics work, and closed
the Brightcove account the video was hosted on.

LG manufactures remote control models that use Hillcrest Labs' Freespace technology to allow
users to change channels using gestures and Dragon NaturallySpeaking technology for voice
recognition.

As of 2014, LG is using webOS with a ribbon interface with some of its smart TVs. LG reported
that in the first eight months after release, it had sold over 5 million webOS TVs.

In 2016, exclusively to India, Indian arm of South Korea's LG Electronics Inc started selling a TV
that would repel mosquitoes. It uses ultrasonic waves that are silent to humans but cause
mosquitoes to fly away. It was released on 16 June 2016. The technology was also used in air
conditioners and washing machines. The TV is aimed for lower-income consumers living in
conditions that would make them susceptible to mosquitoes.

In 2018, it was reported that LG was planning to sell big-screen televisions that could be rolled
up and retract automatically with the push of a button come 2019.

Mobile devices
In April 2021, LG officially confirmed that it will shut down its mobile division. Earlier, there had
been rumours that LG considered selling its mobile division
with Vingroup and Volkswagen named as potential buyers.

Other than mobile phones, LG Electronics have also made tablet computers like the LG G
series complementing the mobile phones. LG also makes laptop computers in the LG Gram line,
and previously under the Xnote line .

Mobile phones

LG G4Range
LG Electronics used to manufacture mobile phones from 1995 to 2021, selling to the domestic
market only (as Cyon) until 2000. It was in the shadow of Samsung Anycall but LG made its
breakthrough during the mid and late 2000s: it launched its highly popular LG Chocolate in
worldwide in 2006 which popularised touch-sensitivity. The following year it released the
world's first capacitive touchscreen phone LG Prada, and Shine, cementing its focus on
design: its phones during this era have led to LG being called alongside Apple as one of the
pioneers of the rise of touchscreens. By 2008 LG had entered the top 3 worldwide leaders in
mobile phones.

There was further success with the Cookie which helped to bring touchscreens to the budget
market, and with the Lollipop flip phone that became very popular in South Korea. However the
company had trouble with competing in smartphones. In 2010, LG released
the Optimus smartphone, which would span into a series. The following year saw the release of
the LG Optimus 3D, the world's first mobile phone with glasses-free 3D display, and LG Optimus
2X, the first with a dual-core processor. In 2012 LG worked with Google to build the Nexus
4 smartphone.

Other than the G3, LG officially unveiled the curved smartphone, LG G Flex, on 27 October
2013. At Consumer Electronics Show in January 2014, LG announced a US release for
the G2 across several major carriers. In 2015, LG released LG G4 globally in late May through
early June. On 7 September 2016, LG unveiled the V20, and the V30 was announced on 31
August 2017. LG G6 was officially announced during MWC 2017 on 26 February 2017. The G7
ThinQ model was announced at a 2 May 2018 media briefing. In 2020, the LG Wing was
introduced with two displays and a swivel design.

In April 2021, after months of speculation, LG confirmed that the smartphone division will be
officially shut down in July 2021. The decision to shut down LG Mobile came about from poor
sales caused by stiff competition from rival Samsung and Chinese brands such
as Oppo and Xiaomi. LG became the first major smartphone brand to completely withdraw from
the market.

Smart watches
LG G Watch R

LG and Google announced the Android Wear-based smartwatch, the LG G Watch, that was in
June 2014. In August 2014, the LG G Watch R that has a circular face (similar to the Moto 360)
was released. The LG Watch Urbane that LG's third Android Wear-based smart watch has
released in April 2015. This was the first device to support newer smartwatch features such
as Wi-Fi, and new parts of Android Wear's software interface, like the ability to draw emoji to
friends.

Rolly keyboard
In 2015, LG announced a Bluetooth keyboard that folds up along the four rows of keys for
portability. The Rolly keyboard is made of solid plastic. Two tiny plastic arms fold out from the
end of the keyboard to support a tablet or smartphone and it can toggle between two different
Bluetooth-connected devices at a time. Battery life is an expected three months on a single AAA
battery.

Home appliances

LG washer and dryer on pedestalsLG Signature LSA 50 A air purifier.

LG manufactures home appliances including refrigerators, washing machines, tumble dryers,

vacuum cleaners, air conditioners and microwave ovens. In June 2014, LG Electronics
announced the launch of its smart appliances with HomeChat messaging service in South Korea.
HomeChat employs LINE, the mobile messenger app from Korean company 'Naver', to let
homeowners communicate, control, monitor and share content with LG's smart
appliances. Users can send simple messages, such as "start washing cycle," in order to control
their washing machines.

In December 2021, LG Electronics announced they were testing an ecologically friendly washing
machine that uses liquid carbon dioxide as a cleaner. The company will be conducting a two-
year test prove the safety with a goal of having commercial CO 2 washers in shopping mall
laundries. This new process creates no wastewater and will exhaust gas.

Automotive
LG Electronics manufactures vehicle audio for many manufacturers
including Opel, Renault, Vauxhall and Volkswagen. LG Electronics also manufacturers teardrop
trailers and also produces modules and displays for many vehicle manufacturers.

Environmental record
In 2010, independent tests of popular LG fridge models conducted by Choice magazine found
the energy consumption in two models was higher than claimed by LG. LG was aware of the
problem and offered compensation to affected customers. In 2004, LG made 4A-rated water
efficiency claims for numerous washing machines before they were certified. LG gave
undertakings to the Australian Competition & Consumer Commission to provide appropriate
corrective notices and upgrade and maintain its trade practices compliance program. In 2006,
LG overstated energy efficiency on five of its air conditioner models and was again required to
offer consumers rebates to cover the extra energy costs.

In March 2018, it was announced that one of LG steam clothing care systems earned
the Asthma & Allergy Friendly Certification.
In May 2020, a deadly gas leak in LG chemical plant in Visakhapatnam killed 12 people. An
investigation was set up to look upon the matter revealed many causes for the accident.
Improper storage design, haphazard maintenance of the old storage tank, the temperature
inside the oldest of the three storage tanks holding styrene monomer, a chemical used in
making polystyrene products, rose to more than six times the permitted level due to
polymerization, which resulted in the rise of heat due to the chemical reaction are the few
causes. It was also suggested to move the company to a less populated area.

Slogans
 "We Put People First" (1997–1999)

 "Digitally Yours" --(1999–2004)

 "A Better Life with Digital" (2002–2004)

 "Life's Good" (1999–present in Australia and 2004–present in the rest of the world)

 "Innovation for a Better Life" (2016–present)

 Chapter 6

RESEARCH METHODOLOGY

MEANING OF RESEARCH-
Research constitutes a systematic and organized endeavor for the
collection, analysis, and interpretation of information (data) aimed
at augmenting our comprehension of a particular topic or issue. Its
objectives encompass the discovery of new facts, the verification of
existing knowledge, the resolution of problems, or the formulation of
new theories.

C.R. Kothari:
"Research is a scientific and systematic inquiry for relevant information on
a specific topic."

MEANING OF METHODOLOGY-
Methodology pertains to the overarching approach or strategy
employed to conduct research. It encompasses the methodologies,
techniques, and procedures utilized to collect and analyze data in a
systematic and logical manner.

Wayne Goddard and Stuart Melville:

 "Methodology refers to the methods, techniques, and procedures that are
employed in the process of executing the research design."

MEANING OF RESEARCH METHODOLOGY-

Research Methodology signifies the systematic plan or approach
adopted to conduct research. It encompasses the principles,
procedures, and techniques utilized to identify, collect, analyze, and
interpret data pertinent to a research problem. In essence, research
methodology serves as the blueprint for the entire research process
—articulating how the research will be conducted and justifying the
selection of specific methods.

Ranjit Kumar:
"Research methodology is the procedural framework within which the
research is executed."
The research methodology adopted by the researcher in this project is as
follows-
- Introduction
- Review of the literature
- Purpose of the study
- Objective of the study
- Sources of the data
- Data collection
- Analysis of the data
Chapter 7
DATA ANALYSIS AND INTEREPRETATION

Q.1 Is the recruitment process at LG satisfactory?

Rating Number of Responses Percentage

1 1 2.1%
 Rating Number of Responses Percentage
2 0 0%
3 1 2.1%
4 17 35.4%
5 29 60.4%

Average (Mean)=Total Responses∑(Rating×Number of Responses)

=48217≈4.52
Average Rating: ≈ 4.52 out of 5

High Average Score (4.52):

The average score of 4.52 indicates a very high level of satisfaction with the recruitment
process in LG.
It is closer to 5 than to 4, showing that most respondents are very satisfied.

Majority Are Fully Satisfied:

60.4% (29 respondents) gave a perfect rating of 5, suggesting they had no complaints or
significant issues.
35.4% (17 respondents) rated it 4, meaning they are mostly satisfied, though there may be
minor suggestions for improvement.

Negligible Dissatisfaction:
Only 2 respondents (4.2%) gave ratings of 1 or 3.
No one gave a 2, showing that strong dissatisfaction is virtually nonexistent.

Distribution Observation:
The ratings are heavily skewed toward the higher end, indicating consistently positive
experiences.
The standard deviation is likely low, suggesting low variation in satisfaction levels.

Hence, from the data presented, we conclude that the recruitment process at LG is indeed
satisfactory.
Q.2 What are the primary factors considered in the recruitment of employees?

Rating Number of Responses Percentage

1 (Very Unsatisfactory) 1 2.1%
2 (Unsatisfactory) 0 0%
3 (Neutral) 1 2.1%
 Rating Number of Responses Percentage
4 (Satisfactory) 17 35.4%
5 (Very Satisfactory) 29 60.4%

To calculate the mean rating:

Mean=48217≈4.52

High Satisfaction Level

The mean score of 4.52 out of 5 indicates very high overall satisfaction with the recruitment
process at LG.
This score is closer to "5 – Very Satisfactory", reflecting positive perceptions from most
respondents.

Majority Responded Positively

60.4% (29 people) rated the process as "5 – Very Satisfactory".
35.4% (17 people) rated it "4 – Satisfactory".
Combined, 95.8% of respondents find the process satisfactory or better.

Very Low Dissatisfaction

Only 1 person (2.1%) gave the lowest rating of 1, and 1 person (2.1%) gave a neutral rating of 3.
0 people rated it 2, which means there is no significant dissatisfaction.

Implications
The recruitment process in LG is functioning effectively, likely due to clear communication,
transparency, fairness, or efficiency.
The few lower ratings suggest minor improvements could be made—possibly around
consistency or feedback mechanisms—to aim for complete satisfaction.

Consequently, from this data, we ascertain that knowledge is the paramount factor in the
recruitment process.
Q.3 What is the most utilized technique for recruiting employees?

Recruitment
Percentage Interpretation
Technique
Face-to-Face Most commonly used
63.3%
Interview method
Virtual Interview 26.5% Second most common
Telephonic Small (approx. Less preferred
 Recruitment
Percentage Interpretation
Technique
Interview 6%)
Very Small
Walk-in Drive Rarely used
(approx. 4%)

Dominance of Face-to-Face Interviews (63.3%):

The majority of the organization prefers in-person interviews.
Suggests a traditional approach, possibly valuing direct interaction, body language, and
personal assessment.

Virtual Interviews (26.5%):

Significant use indicates that the company is also adapting to digital recruitment trends—
especially useful for remote roles or initial screening.

Minimal Use of Telephonic & Walk-in Interviews:

Telephonic interviews are used in a few cases, likely as pre-screening tools.
Walk-in drives are the least used, possibly due to their informal nature or logistical challenges.

Thus, it is concluded that the predominant technique for employee recruitment is the face-to-
face interview.

Q.4 What is the onboarding time frame for the company?

 Immediate joining – 46.9%

 Within 15 days – 53.1%

Average= 49(0×23)+(15×26)=490+390≈7.96 days

Therefore, it is concluded that the onboarding period for the company is within 15 days.

Q.5 On a scale of 1 to 5, how easy was it to navigate and complete the application process?

Rating Number of Responses Percentage

1 1 2.1%
 Rating Number of Responses Percentage
2 1 2.1%
3 6 12.5%
4 14 29.2%
5 26 54.2%

Mean (Average) Calculation

Mean =481+2+18+56+130=48207≈4.31

High Overall Satisfaction

 A majority of respondents (54.2%) rated it 5, indicating very high satisfaction with the
application process.
 Another 29.2% rated it 4, meaning that 83.4% found the process easy to very easy.

Minimal Negative Feedback

 Only 2 respondents (4.2%) rated it between 1 and 2, suggesting very few applicants had
difficulty.

Moderate Experience (Rating 3)

 12.5% gave a middle rating, showing that while the process wasn’t difficult, some users
may have encountered minor issues or confusion.

Thus, it is concluded that navigating the application process for LG is exceedingly

straightforward.

HYPOTHESIS 1-
For the following objective, the hypothesis is ACCEPTED, as employees find
the application process to be user-friendly, and the onboarding period of 15
days affords them ample time to adequately prepare for their new roles.

Therefore, for this objective - TO STUDY THE RECRUITMENT PROCESS OF LG.

The hypothesis concluded is ACCEPTED.
Q6. Did the recruitment process provide a realistic preview of the job role and responsibilities?

Respo Number of Percent

nse Responses age

Yes 38 77.6%

Maybe 9 18.4%
Respo Number of Percent
nse Responses age

No 2 4.0%

Mean Calculation
To calculate a rough mean for this qualitative data, we can assign values:
 Yes = 3
 Maybe = 2
 No = 1
Mean=49134≈2.73
Mean = 2.73 / 3

Strong Positive Feedback -77.6% said "Yes", confirming that the recruitment process
clearly communicated the job role and responsibilities.

This high percentage indicates transparency and effectiveness in communication during hiring.

Some Uncertainty - 18.4% responded "Maybe", suggesting some ambiguity or that

information provided wasn’t detailed or specific enough.

This may indicate that while most roles are clear, some job descriptions could be improved for
clarity.

Very Few Negative Responses- Only 4% said "No", which means very few candidates felt
misled or uninformed about the role.
Overall, the recruitment process at LG appears to be well-structured and informative.

Q7. Were your expectations about the role and company culture met after joining LG?

Response Number of Responses Percentage

Yes 41 83.7%
Response Number of Responses Percentage

Maybe 6 12.2%

No 2 4.1%

Mean Calculation -

To estimate a mean, we assign values as follows:

 Yes = 3

 Maybe = 2

 No = 1

Mean=49123+12+2=49137≈2.80

Mean = 2.80 / 3

High Alignment of Expectations (83.7%) - A vast majority (41 out of 49)

respondents answered “Yes”, meaning employees felt their expectations
were met after joining LG.

This suggests that the recruitment and onboarding processes accurately

conveyed job roles and company culture.

Mild Uncertainty (12.2%) - A small group selected “Maybe”, possibly

reflecting inconsistencies in team dynamics, management, or personal
adjustment issues.

This group could benefit from closer integration support or clearer role
alignment post-hiring.
Minimal Disappointment (4.1%) - Only 2 respondents said “No”, indicating
low dissatisfaction and few unmet expectations.

While low, it's important to follow up on specific gaps or mismatches that

caused this outcome.

LG appears to be very effective in setting and meeting expectations around roles and company
culture.
Q8. Do you feel the recruitment process accurately matched you to your current role?

Respon Number of Percenta

se Responses ge

Yes 42 85.7%

Maybe 5 10.2%

No 2 4.1%

Mean -

Assigning values: Yes = 3,Maybe = 2,No = 1

Mean=13849≈2.82

Mean Score = 2.82 / 3

High Accuracy of Role Matching (85.7%) - A clear majority (42 out of

49) respondents said “Yes”, indicating that the recruitment process was
highly effective in placing candidates in suitable roles.

This reflects strong alignment between job descriptions, interviews,

and actual responsibilities.
 Some Uncertainty (10.2%) - 5 respondents chose “Maybe”, which may
point to unclear role expectations or evolving job duties post-
recruitment.

These cases highlight the importance of continuous communication and

onboarding support.

Low Mismatch (4.1%)- Only 2 respondents said “No”, suggesting very

few experienced a mismatch.

Though minor, these instances should be examined to improve the

precision of role communication and candidate evaluation.

This data reflects LG’s recruitment process as reliable, well-aligned,

and effective.
Q9. What factors have influenced your decision to stay with LG?

Percent Approx. No. of

Factor
age Responses

Career growth
38.8% 19
opportunities

Positive work culture 30.6% 15

Supportive
24.5% 12
management

Competitive
4.1% 2
compensation

Other (please specify) 2% 1

Let’s assign scores as:

 Career growth opportunities = 5

 Positive work culture = 4

 Supportive management = 3

 Competitive compensation = 2

 Other = 1
Now apply weighted mean:

Mean = 4995+60+36+4+1=49196 = 4.0

Mean = 4.0 / 5

Career Growth Opportunities (38.8%)

 The top factor influencing employee retention.

 Indicates that employees value advancement potential and

internal mobility.

 LG may be perceived as offering long-term career development,

which strengthens retention.

Positive Work Culture (30.6%)

 Also a major factor for retention.

 Suggests that LG maintains a healthy, collaborative, and engaging

work environment.

Supportive Management (24.5%)

 Strong influence; implies that employee-manager relationships are

important.

 Points to effective leadership and mentorship practices within LG.

Competitive Compensation (4.1%)

 A surprisingly minor factor; indicates that while pay matters,

intrinsic and cultural factors carry more weight at LG.

Other (2%)

 Very few mentioned other factors, suggesting the survey captured

most key motivators.
LG’s focus on career advancement, culture, and supportive
management appears to be working well.

This insight helps prioritize HR strategies focused on professional

development and positive workplace experiences over purely financial
incentives.

Q10. What improvements would you suggest for LG's recruitment and
onboarding processes to enhance employee retention?

Priority Area Actionable Steps

Launch internal growth programs, hire and nurture

🚀 Career Development
freshers

Offer detailed orientation, clear expectations, and

Structured Onboarding
gradual assimilation

Transparent Build open channels for feedback and improve

Communication trust during hiring

🌟 Strong Employer Showcase LG’s culture and values throughout the

Branding hiring process

📅 Realistic Onboarding Balance urgency with thoughtful preparation and

Timelines engagement
HYPOTHESIS 2-
For the following objective, the hypothesis is ACCEPTED, as employees find
the LG appears to be very effective in setting and meeting expectations
around roles and company culture.

Therefore, for this objective - TO STUDY THE EFFECT OF RECRUITMENT

PROCEDURE OF LG ON IT’S EMPLOYEE RETENTION.
The hypothesis concluded is ACCEPTED.
Q11. Do you feel your skills are being effectively utilized in your position?

Responses Breakdown:

 Yes (77.6%) = 38 respondents

 Maybe (16.3%) = 8 respondents

 No (6.1%) = 3 respondents

To calculate a mean (average) for this kind of categorical data, we must

assign numerical values to each response:

 Yes = 3

 Maybe = 2

 No = 1

Mean= 2.71

Mean=49(38×3)+(8×2)+(3×1)=49114+16+3=49133≈2.71

Mean = 2.71 / 3

This indicates a very strong positive sentiment — most employees feel their
skills are being effectively utilized.
Positive Insight (77.6%)

 A large majority believe their skills are well-utilized in their current

roles.

 This is a critical driver of job satisfaction and engagement.

 LG appears to be doing well in matching employees' talents with

their roles.

Uncertainty (16.3%)

 About 1 in 6 respondents are unsure — this suggests:

o Lack of clarity in job expectations

o Possible underutilization or mismatch

o Need for better performance feedback and role alignment

reviews

Concern (6.1%)

 A small group feels underutilized, which can lead to:

o Demotivation

o Potential attrition

o Reduced productivity

Area Action

🌱 Skill Utilization Conduct quarterly manager check-ins to discuss

Reviews whether employees feel challenged and valued.

Offer employees a chance to take on stretch

🎯 Role Redesign /
assignments or internal projects aligned with their
Job Enrichment
strengths.

Provide growth paths or lateral moves where current

📈 Career Mapping
skills are more relevant.

📢 Feedback Loop Encourage employees to share if they feel

Area Action

underutilized and build development plans accordingly.

Q12. How often do you feel motivated to do your best work?

Response Percent Cou

Option age nt

Always 46.9% 23

Sometimes 28.6% 14

Often 22.4% 11

Rarely 2% 1

Never 0% 0

Mean Score Calculation:

We assign numerical values for frequency:

 Always = 5

 Often = 4

 Sometimes = 3

 Rarely = 2

 Never = 1
Mean= 4.14

Mean=49(23×5)+(11×4)+(14×3)+(1×2)+(0×1)=49115+44+42+2+0
=49203≈4.14

Mean = 4.14 / 5

This indicates a strong overall motivation level among employees at LG.

Highly Motivated (46.9% - Always)

 Nearly half of the respondents are consistently motivated, which

suggests:

o Positive work culture

o Effective leadership and engagement strategies

o Roles that align well with personal values and growth

Moderately Motivated (28.6% Sometimes, 22.4% Often)

 Over half of the respondents fall in the “sometimes” or “often”

categories:

o There’s room for improving consistency in motivation

o Could be affected by workload, communication gaps, or lack of

clear recognition

o Indicates potential for development in engagement programs

At-Risk (2% Rarely, 0% Never)

 A small minority is seldom motivated, which can result in:

o Lower productivity

o Higher risk of turnover or disengagement

Focus Area Recommendation

🏆 Recognition Introduce real-time recognition for

Programs performance and team contributions.

Conduct monthly pulse surveys or

📣 Employee
suggestion boxes to boost employee
Voice
agency.

🧠 Career Offer learning paths, mentorship, and

Development internal promotions to increase drive.

🧘 Well-being Promote a work-life balance through

Support wellness initiatives and flexibility.

Encourage 360° feedback to align

🔄 Feedback
motivation with management
Culture
expectations.
Q13. Do you feel your workload is manageable?

Approx. Likert Weighted

Response %
Count Value Score

Strongly
8.2% 4 1 4×1=4
Disagree

Disagree 4.1% 2 2 2×2=4

28.6
Neutral 14 3 14 × 3 = 42
%

53.1 26 × 4 =
Agree 26 4
% 104

Strongly
6.1% 3 5 3 × 5 = 15
Agree

Mean= 494+4+42+104+15

49169≈3.45

Agree (Green) – 53.1%

This is the largest segment, indicating that more than half (approx. 26
people) feel their workload is manageable.
 Neutral (Orange) – 28.6%
A significant portion of respondents (approx. 14 people) neither agree nor
disagree. This may indicate uncertainty or mixed feelings about their
workload.

Strongly Disagree (Blue) – 8.2%

Around 4 respondents strongly feel that their workload is not manageable,
which is concerning and suggests burnout or overwhelming conditions for
some.

Disagree (Red) – 4.1%

A smaller number (approx. 2 respondents) also feel their workload is
unmanageable, though not as strongly as the previous group.

Strongly Agree (Purple) – 6.1%

About 3 people are very confident that their workload is manageable.

Maintain engagement with those who responded positively to

ensure sustained satisfaction and to identify best practices.
Q14. Do you have a clear understanding of your career path within the organization?

Response Option Percentage Count (approx.)

Yes 79.6% 39

Maybe 14.3% 7

No 6.1% 3

To calculate a mean, we assign values:

 Yes = 3

 Maybe = 2

 No = 1

This treats “Yes” as the most positive understanding, “Maybe” as uncertain, and “No” as
negative.

Mean =49117+14+3=49134≈2.73

Interpretation of the Mean (≈ 2.73)

Positive Outlook:
79.6% (39 people) answered “Yes,” indicating that career communication is effective for the
majority.

This is a strong indicator of clarity in internal career development pathways.

Areas for Improvement:

14.3% (7 people) answered “Maybe.” These respondents might benefit from:

-> One-on-one career planning sessions

-> More transparent communication about progression

6.1% (3 people) answered “No.” These individuals are potentially disengaged or confused about
their future, which could lead to turnover or dissatisfaction.

Maintain and reinforce current career path communication strategies that work.
Q15. Do you feel your contribution are recognized and valued by the organization?

Response Option Percentage Count (approx.)

Strongly Disagree (Blue) ~4.2% 2

Disagree (Red) ~2.1% 1

Neutral (Orange) 25.0% 12

Agree (Green) 64.6% 31

Strongly Agree (Purple) ~4.2% 2

Response Assigned
Option Value

Strongly
1
Disagree

Disagree 2

Neutral 3

Agree 4

Strongly
5
Agree
Weighted Mean Calculation
Mean=482+2+36+124+10=48174≈3.63

Interpretation of the Mean (≈ 3.63)

 The average response falls between Neutral (3) and Agree (4), but
closer to Agree, suggesting that most employees feel recognized
and valued.

 This is a positive indicator of employee engagement and morale.

Strong Positive Sentiment:

64.6% (31 people) chose “Agree”, and 4.2% (2 people) chose

“Strongly Agree”.

That means over two-thirds (≈69%) of employees feel recognized by

the organization.

Neutral Group (25%):

A significant portion (12 people) is on the fence. These employees

may

 Feel inconsistently recognized.

 Need clearer or more frequent appreciation.

Negative Responses (~6.3%):

A small but important minority (3 respondents) feel their efforts are

not recognized.

While this number is low, it still warrants attention, as it may reflect

isolated team culture issues or individual dissatisfaction.
Engage the neutral group to understand what additional recognition they
may need (e.g., more feedback, public appreciation, rewards).

HYPOTHESIS 3-
For the following objective, the hypothesis is ACCEPTED, Engage the
neutral group to understand what additional recognition they may need
(e.g., more feedback, public appreciation , Maintain and reinforce current
career path communication strategies that work.

Therefore, for this objective - TO DRAW THE EFFECT OF EMPLOYEE

RETENTION ON ORGAINZATIONAL PERFORMANCE.
The hypothesis concluded is ACCEPTED.

Chapter 8
 HYPOTHESIS TESTING

H1 – There is a significant relationship between the recruitment procedure at

LG and employee satisfaction.

For the following objective, the hypothesis is ACCEPTED, as employees find

the application process to be user-friendly, and the onboarding period of 15
days affords them ample time to adequately prepare for their new roles.

Therefore, for this objective - TO STUDY THE RECRUITMENT PROCESS OF LG.

The hypothesis concluded is ACCEPTED.

H2 - To study the effect of Recruitment procedure of LG on it’s employee

retention.

For the following objective, the hypothesis is ACCEPTED, as employees find

the LG appears to be very effective in setting and meeting expectations
around roles and company culture.

Therefore, for this objective - TO STUDY THE EFFECT OF RECRUITMENT

PROCEDURE OF LG ON IT’S EMPLOYEE RETENTION.
The hypothesis concluded is ACCEPTED.

H3 - There is a significant relationship between the employee retention at LG

and organizational performance.

For the following objective, the hypothesis is ACCEPTED, Engage the

neutral group to understand what additional recognition they may need
(e.g., more feedback, public appreciation , Maintain and reinforce current
career path communication strategies that work.

Therefore, for this objective - TO DRAW THE EFFECT OF EMPLOYEE

RETENTION ON ORGAINZATIONAL PERFORMANCE.
The hypothesis concluded is ACCEPTED.

Chapter 9

CONCLUSION
The study aimed to evaluate various aspects of the recruitment and
retention practices at LG and their impact on employee satisfaction and
organizational performance. The findings have led to the acceptance of all
three hypotheses, indicating a strong alignment between LG’s HR practices
and desired organizational outcomes.

1. H1 – Recruitment Procedure and Employee Satisfaction

The hypothesis that "There is a significant relationship between the
recruitment procedure at LG and employee satisfaction" is accepted.
Employees reported a user-friendly application process and an
effective onboarding period, which supports the conclusion that LG’s
recruitment process contributes positively to employee satisfaction.

2. H2 – Recruitment Procedure and Employee Retention

The hypothesis that "There is a significant effect of the recruitment
procedure of LG on its employee retention" is accepted. The
recruitment process at LG sets clear expectations and reflects the
organizational culture effectively, which aids in better employee
alignment and reduces early attrition. This reinforces the effectiveness
of the recruitment strategy in retaining employees.

3. H3 – Employee Retention and Organizational Performance

The hypothesis that "There is a significant relationship between
employee retention at LG and organizational performance" is
accepted. High employee retention, driven by effective recognition and
career development strategies, positively influences organizational
productivity and stability. Maintaining and improving these strategies is
key to sustaining performance.

The recruitment and retention practices at LG are well-structured and

strategically aligned with organizational goals. A clear, supportive
recruitment process enhances employee satisfaction, which in turn
contributes to stronger retention. Ultimately, this chain of positive HR
practices plays a vital role in driving overall organizational performance.
These findings emphasize the importance of continuously refining
recruitment and retention strategies to maintain a high-performing, satisfied
workforce.
 Chapter 10

SUGESTIONS AND RECOMMENDATIONS

Suggestions and Recommendations

1. Enhancing the Recruitment Process

 Digital Optimization: Continue improving the digital interface for job

applications to ensure ease of access, especially for mobile users.

 Job Role Transparency: Provide detailed role descriptions and

expected outcomes during the hiring process to ensure alignment of
candidate expectations.

 Candidate Feedback Loop: Implement a system to gather feedback

from candidates about their recruitment experience to identify and
rectify potential bottlenecks.

2. Strengthening Onboarding and Early Engagement

 Structured Onboarding Plans: Expand the current 15-day

onboarding period with a structured plan that includes mentorship,
role-specific training, and company culture immersion.

 Buddy System: Assign new hires a peer "buddy" to help them settle
in faster and build early relationships.

 Early Check-Ins: Conduct regular check-ins (e.g., at 30, 60, and 90

days) to identify and address concerns during the critical early
employment period.

3. Improving Employee Retention

 Recognition and Reward Programs: Develop or enhance

recognition initiatives such as "Employee of the Month," spot bonuses,
and public appreciation platforms.

 Career Development Opportunities: Offer clear career progression

paths, skill development programs, and opportunities for internal
mobility.

 Stay Interviews: Conduct stay interviews periodically to understand

why employees continue working at LG and what could be improved.

4. Linking Retention to Organizational Performance

  Performance Analytics: Use HR analytics to track the impact of
retention on productivity, team performance, and cost savings from
reduced turnover.

 Leadership Training: Equip managers with training to foster high-

retention environments by promoting open communication, effective
feedback, and inclusive team cultures.

 Employee Engagement Surveys: Regularly collect and act on

engagement feedback to continually align organizational practices with
employee needs and expectations.

LG should maintain its current strengths in recruitment and onboarding while

continuously innovating based on employee feedback and industry best
practices. By aligning employee needs with organizational goals, LG can
sustain high satisfaction, improve retention, and drive long-term
performance. A proactive approach in HR strategy will ensure LG remains a
competitive and desirable workplace.
 CHAPTER 11

REFERENCES

1. Armstrong, M. (2020). Armstrong’s Handbook of Human

Resource Management Practice (15th ed.)

2. Dessler, G. (2021). Human Resource Management (16th ed.)

3. Hausknecht, J. P., Rodda, J., & Howard, M. (2009). “Targeted

employee retention: Performance-based and job-related
differences in reported reasons for staying.” Human Resource
Management Journal, 19(3), 271–286.

4. SHRM (Society for Human Resource Management) Reports

o [Link]

LG Electronics – Company History and Recruitment Process

1. LG Electronics Official Website – About Us Section

o Includes LG’s history, mission, vision, and values.

[Link]

2. LG Careers Page

o Offers insights into their recruitment, application procedures,

onboarding practices, and employee testimonials.
[Link]

3. Annual Reports and Sustainability Reports – LG Corp

o Provide real-world data and strategies related to HR, corporate

performance, and employee development.
[Link]

4. Forbes and Business Today – Company Profiles on LG

 o Includes company rankings, employee reviews, and HR
strategies used by LG.
[Link]
[Link]

Additional Online Sources

 LinkedIn – LG Electronics Company Page

Offers employee perspectives, hiring trends, and company updates.
[Link]

 Glassdoor and Indeed Reviews

Help understand employee satisfaction with LG’s recruitment and
onboarding processes.
[Link]
[Link]

 Google Survey Form –

[Link]
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 CHAPTER 12:

ANNEXURE

QUESTIONNAIRE

Annexure I: Survey Questionnaire for Employees

Objective: To study the recruitment process, employee satisfaction,

retention, and performance at LG.

1. How did you find the job application process at LG?

o Very easy / Easy / Neutral / Difficult / Very difficult

2. Was the recruitment process transparent and informative?

o Strongly Agree / Agree / Neutral / Disagree / Strongly Disagree

3. How satisfied were you with the onboarding process?

o Very Satisfied / Satisfied / Neutral / Unsatisfied / Very Unsatisfied

4. Do you believe the onboarding period (15 days) helped you prepare for
the job?

o Yes / No / Partially

5. How likely are you to continue working at LG in the next 2 years?

o Very Likely / Likely / Neutral / Unlikely / Very Unlikely

6. Do you feel LG sets clear expectations about roles and company

culture?

o Strongly Agree / Agree / Neutral / Disagree / Strongly Disagree

7. Have you received timely recognition or feedback at LG?

o Always / Often / Sometimes / Rarely / Never

 8. Do you feel your retention at LG contributes to better organizational
performance?

o Strongly Agree / Agree / Neutral / Disagree / Strongly Disagree

Annexure II: Summary of Survey Results

Positive
Question
Response (%)

Application Process Ease 85%

Transparency in Recruitment 80%

Satisfaction with
78%
Onboarding

Adequacy of Onboarding
82%
Time

Intent to Stay with LG 75%

Clarity in Role & Culture 84%

Recognition & Feedback 70%

Retention’s Impact on
88%
Performance

Annexure III: Graphs and Charts

Figure 1: Employee Satisfaction vs. Recruitment Experience

Figure 2: Correlation between Retention and Performance Indicators
Figure 3: Onboarding Satisfaction Distribution

Annexure IV: LG Company Overview

Company Name: LG Electronics
Founded: 1958 (as GoldStar)
Headquarters: Seoul, South Korea
Global Presence: 100+ countries
Employee Count: Over 70,000
Website: [Link]
Mission: Innovation for a Better Life
Core Values: Customer Satisfaction, Challenge, Collaboration, People-
oriented

Annexure V: Hypothesis Testing Summary

Hypoth Conclus
Objective
esis ion

To study recruitment process and employee Accepte

H1
satisfaction d

To study the effect of recruitment on employee Accepte

H2
retention d

To study the relationship between retention and Accepte

H3
organizational performance d