A STUDY ON THE RECRUITMENT PROCESS IN NABIL FACTORY

PROJECT REPORT

Submitted to Mahatma Gandhi University

In partial fulfillment of requirement for the award of

Bachelors degree in business administration (BBA)

Submitted by

HINA SHAIKH

(Enrollment no. 090084D103

REG NUMBER. 21954)

(Under the guidance of Mrs. Sindhu Divakaran)

DEPARTMENT OF UNIVERSITY STUDIES

POLYGLOT INSTITUTE OMAN LLC

MARCH 2012
 ACKNOWLEDGEMENT

I wish to express my sincere thanks and heartfelt gratitude to Mrs. Sindhu Divakaran for
providing guidance and assistance in conducting this study.

I take this opportunity to extend my sincere gratitude and thanks to the entire staff of National
Biscuit Industries Ltd. SAOG (NABIL) for their co-operation.

I have great pleasure in expressing my gratitude to our esteemed Prof. Aravindhakshan and to
Dr. K. Vijay Kumar, Centre Coordinator of Department of University Studies and to all the
faculty members of this institute.

HINA
SHAIKH
 DECLARATION

I, Hina Shaikh, third year BBA student of Mahatma Gandhi University, Polyglot Institute,
Muscat, Oman do hereby declare that this management project titled "A STUDY OF
RECRUITMENT PROCESS IN NABIL FACTORY " has been prepared by me, under the
guidance of Mrs. Sindhu Divakaran, faculty of Dept of University studies (MG University),
Polyglot Institute, Muscat, Oman in partial fulfillment of the requirement for the award of the
degree of Bachelor of Business Administration.

I also declare that this project report has not been submitted by me fully or partially for the
award of any other degree, Diploma title or recognition before.

Place: Muscat, Oman Hina Shaikh

Date: 18th feb,2012

Counter Signed

Center Coordinator of University Studies

Polyglot Institute

Muscat Sultanate of Oman

 EXCECUTIVE SUMMARY

People form an integral part of the organization. The efficiency and quality of its people
determines the fate of the organization. Hence choice of right people and placing them at right
place becomes essential. Hiring comes at this point of time in the picture. Hiring is a strategic
function for HR department. Recruitment and selection form the process of hiring the
employees. Recruitment is the systematic process of generating a pool of qualified
applicant for organization job. The process includes the step like HR planning attracting
applicant and screening them. This step is affected by various factors, which can be
internal as well as external. The organization makes use of various methods and sources
for this purpose.

Different organization adopts different approaches and techniques for their employees. To
know the practical application of the employees hiring process, the analysis of Nabil
factory was undertaken.
 CONTENTS

PAGE NO.

LIST OF TABLE

LIST OF CHART

CHAPTER 1: INTRODUCTION

1.1 BACKGROUND OF THE STUDY

1
1.2 MANUFACTURING
2
1.3 GLOBAL STRATEGIC BUSINESS REPORT
2

CHAPTER -2 STATEMENTS OF THE PROBLEM

2.1 STATEMENT OF THE PROBLEM

5
2.2 PURPOSE OF STUDY
2.3 OBJECTIVES OF THE STUDY
2.4 HYPOTHESIS
2.5 SCOPE OF THE STUDY
5
2.6 LIMITATIONS OF THE STUDY
6

CHAPTER 3 THEORITICAL PERSPECTIVES

3.1 INTRODUCTION
8

3.2 DEFINITION
10
 3.3 PURPOSE AND IMPORTANCE OF RECRUITMENT
10

3.4 FACTORS AFFECTING RECRUITMEN

10

3.5 INTERNAL SOURCES

13

3.6EXTERNAL SOURCES
16

3.7 RECRUITMENT PROCESS

21

3.8 METHOD OF RECRUITMENT PROCESS

23

3.9 EFFECTIVNESS OF RECRUITMENT PROCESS

25

CHAPTER 4 COMPANY PROFILE

4.1 NATIONAL BISCUIT INDUSTRY LTD SAOG

27

4.2 HEIRARCHY OF ORGANISATI

27

4.3 PRODUCT LIST

28

4.4 ORGANISATION CHART

29

4.5 HUMAN RESOURCE CHART

30

4.6 CASH FLOW

31

4.7 COMPANY OWNER

33
 4.8 FACILITIES PROVIDED
33

4.9 RECRUITMENT PROCESS OF NABIL

33

4.10 RECRUTMENT PROCESS CHART OF NABIL

36

CHAPTER -5 METHODOLOGIES

5.1 TITLE OF THE STUDY

38

5.2 RESEARCH PROBLEM

38

5.3 RESEARCH METHODOLOGY

38

CHAPTER-6 DATA ANALYSIS

40-55

6.1 TABLE

6.2 CHART

6.3 INFERENCE

CHAPTER -7 FINDINGS
55

CHAPTER-8 LIMITATION
59

CHAPTER-9 CONCLUSIONS & RECOMMENDATION

61

CHAPTER-10 ANNEXURE
 BIBLIOGRAPHY
65

QUESTIONNAIRE
68

STATISTICAL TOOLS
72
 LIST OF TABLE

S.NO TITLE PAGE NO.

1 TABLE SHOWING WHICH SOURCE THE ORGANISATION RELYS ON 40

2 TABLE SHOWING IF THE EMPLOYEES AT NABIL ARE SATISFIED WITH 41

THE RECRUITMENT SYSTEM
3 TABLE SHOWING IF THE RECRUITMENT SYSTEM IS TRANSPARENT AT 43
ALL THE LEVELS OR NOT
4 TABLE SHOWING IF THE RECRUITMENT SYSTEM IS UNIFORM AT ALL 44
THE LEVEL
5 TABLE SHOWING IF THE DEPT HEADS ARE CONSTITUTED IN THE 45
INTERVIEW AT THE TIME OF RECRUITMENT PROCESS
6 TABLE SHOWING IF THE WRITTEN TEST GIVES REAL ADVANTAGE OR 46
NOT
7 TABLE SHOWING IF THE RESPONDENT AGREE THAT THE DEPT HEAD 47
IS EXPLORING AND IDENTYFING NEW OPPURTUNITIES FOR THE
EXISTING EMPLOYEES
8 TABLE SHOWING IF THE EMPLOYEES ARE SATISFIED WITH THE 48
BENEFITS GIVEN
9 TABLE SHOWING IF THE RECRUITMENT PROCESS IS MOTIVATING 49
THE EMPLOYEES OR NOT
10 TABLE SHOWING IF THE EMPLOYEES ARE INVOLVED AT DECISION 50
MAKING OR NOT
11 TABLE SHOWING IF THE DEPT HEADS ARE INTRESTED IN 51
MOTIVATING THE EMPLOYEES OR NOT
 LIST OF CHART

S.NO TITLE PAGE NO.

1 CHART SHOWING WHICH SOURCE THE ORGANISATION RELYS ON 40

2 CHART SHOWING IF THE EMPLOYEES AT NABIL ARE SATISFIED WITH 42

THE RECRUITMENT SYSTEM
3 CHART SHOWING IF THE RECRUITMENT SYSTEM IS TRANSPARENT 43
AT ALL THE LEVELS OR NOT
4 CHART SHOWING IF THE RECRUITMENT SYSTEM IS UNIFORM AT ALL 44
THE LEVEL
5 CHART SHOWING IF THE DEPT HEADS ARE CONSTITUTED IN THE 45
INTERVIEW AT THE TIME OF RECRUITMENT PROCESS
6 CHART SHOWING IF THE WRITTEN TEST GIVES REAL ADVANTAGE OR 46
NOT
7 CHART SHOWING IF THE RESPONDENT AGREE THAT THE DEPT HEAD 47
IS EXPLORING AND IDENTYFING NEW OPPURTUNITIES FOR THE
EXISTING EMPLOYEES
8 CHART SHOWING IF THE EMPLOYEES ARE SATISFIED WITH THE 48
BENEFITS GIVEN
9 CHART SHOWING IF THE RECRUITMENT PROCESS IS MOTIVATING 49
THE EMPLOYEES OR NOT
10 CHART SHOWING IF THE EMPLOYEES ARE INVOLVED AT DECISION 50
MAKING OR NOT
11 CHART SHOWING IF THE DEPT HEADS ARE INTRESTED IN 51
MOTIVATING THE EMPLOYEES OR NOT
 CHAPTER-1
INTRODUCTION
1.1 Background of the study
1.2 Manufacturing
1.3 A global strategic business report
 INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Biscuits are a very significant part of the food industry in most countries of the world. A biscuit
is a small baked product; the exact meaning varies markedly in different parts of the world. The
origin of the word "biscuit" is from Latin via Middle French and means "cooked twice" (similar
to the German Zwieback). Some of the original biscuits were British naval hard tack. That was
passed down to American culture, and hard tack (biscuits) was made through the 19th century.

Biscuit can flourish in any environment where there is a base population, in the immediate
vicinity of the plant; a country with large population is well suited for a biscuit plant. Biscuit is
most suited for local production. This factor alone has made India a big biscuit center. Biscuit
Industry has flourished in India enormously over the years and is still growing phenomenally.

This growth has funneled a growth of all faces of biscuit making in India. While the modern
India is considered a centre for software development, many do not realize that one industry that
has developed similar capabilities is Biscuit.

Some interesting facts on the origin of other forms of biscuits:

The recipe for oval shaped cookies (that are also known as boudoir biscuits, sponge biscuits,
sponge fingers, Naples biscuits and Savoy biscuits) has changed little in 900 years and dates
back to the house of Savoy in the 11th century France. Peter the Great of Russia seems to have
enjoyed an oval-shaped cookie called "lady fingers" when visiting Louis XV of France.

The macaroon - a small round cookie with crisp crust and a soft interior - seems to have
originated in an Italian monastery in 1792 during the French Revolution.

SPRING- uhr-lee, have been traditional Christmas cookies in Austria and Bavaria for centuries.
They are made from a simple egg, flour and sugar dough and are usually rectangular in shape.
These cookies are made with a leavening agent called ammonium carbonate and baking
ammonia.
The inspiration for fortune cookies dates back to the 12th and 13th Centuries, when Chinese
soldiers slipped rice paper messages into moon cakes to help co-ordinate their defense against
Mongolian invaders.

1.2 MANUFACTURING

MIXING: This is a process where all ingredients are put together in right proportion for dough
formation. These ingredients are then fed into Mixers where mixing is done and dough is
prepared for molding .Major ingredients are flour, fat, sugar and others as per the product one
would like to have.

MOULDING: In this section we laminate the dough into sheet which then passes down to
gauge rollers and sheet thickness achieved for cutting. Here we have a cutter or a molder as per
the variety where one gets the shape and sizes of biscuits.

BAKING: This is the area where we pass these molded wet biscuit into baking oven .The
biscuits are baked on desired temperatures. Various type of heating are available now days as
per the convenience and cost .Different type ovens are available

COOLING: These baked biscuits are then passed on to cooling conveyors for natural cooling
prior to packing .The temperatures are brought down to room temperatures

PACKING: These biscuit are then stacked and fed into packing machine for packing. Different
packing material are available for packing of these biscuit in different packs .slug packs , pouch
pack or family packs etc. These packs are then put into secondary packaging like cartons to be
transported to retailers.

1.3 A GLOBAL STRATEGIC BUISNESS REPORT

Bakery represents one of the traditional occupations globally and stands for conventional
economic activity for various communities in several countries. Biscuits are highly popular
across the world and people of all ages enjoy eating biscuits throughout the year. Europe and the
United States dominate the world biscuits market, as stated by the new market research report
on biscuits. However, growth in these regions clearly lags behind the projected market growth
in emerging countries. Asia-Pacific represents the fastest growing market for sweet biscuits
represent the largest as well as fastest growing segment in the global biscuits market. Factors
contributing to growth include urbanization and increasing awareness among people about the
benefits offered by bakery products, among others.

Leading biscuits manufacturer are

Annas Pepparkakor AB

Arnotts Biscuits Holdings Pty Limited

Bahlsen GmbH & Co. KG

Britannia Industries Ltd.

Burton's Foods Ltd.

Group Nutrexpa

Lotus Bakeries NV

Katies Cakes

Kellogg Company

Kraft Foods Inc.

 CHAPTER-2

2.1 Statement of the problem

2.2 Purpose of the study
2.3 Objective of the study
2.4 Hypothesis
2.5 Scope of the study
2.6 Limitation
2.1 STATEMENT OF THE PROBLEM

This particular topic is selected to study the effective utilization and maximum development of

human resource through recruitment process and to even know if the current recruitment
process motivates the employees or not.

2.2 PURPOSE OF THE STUDY

The purpose of this study is also to find out the impact or effectiveness of recruitment
process of Nabil factory.
The purpose of conducting this study is to obtain the award of degree of Bachelor of
Business Administration, from M.G. University, Kottayam.

2.3 OBJECTIVE OF THE STUDY

To know the recruitment pattern of Nabil factory

To analyze the effectiveness of recruitment of the Nabil factory.
To understand various HR tools used in handling recruitment process
To study and identify how the present process affect organizational outcome

2.4 HYPOTHESIS

H0 = There is no relation between the existing recruitment process and employee motivation.
H1 = There is a relation between the existing recruitment process and employee motivation.

2.5 SCOPE OF THE STUDY:

The scope of this study is respondents selected randomly, from the National Biscuit Industry Ltd
SAOG. They included nationals and expatriates who work in Nabil factory, Muscat.
2.6 LIMITATIONS OF THE STUDY

Only 45 days were given to complete the project

Transportation problem had emerged while travelling to the organization
The organization did not give out complete details about their industry as most of it was
confidential
 CHAPTER 3
THEORITICAL PERSPECTIVES

3.1 INTRODUCTION
3.2 DEFINATION
3.3 PURPOSE AND IMPORTANCE OF RECRUITMENT
3.4 FACTORS AFFCTIONG RECRUITMENT
3.5 INTERNAL SOURCES
3.6 EXTERNAL SOURCES
3.7 RECRUITMENT PROCESS
3.8 METHOD OF RECRUITMENT
3.9 EFFECTIVNESS OF RECRUITMENT PROGRAMME

RECRUITMENT

3.1 INTRODUCTION
People are integral part of any organization today. No organization can run
without its human resources. In todays highly complex and competitive
situation, choice of right person at the right place has far reaching
implications for an organizations functioning. Employee well selected and
well placed would not only contribute to the efficient running of the
organization but offer significant potential for future replacement. This hiring
is an important function. The process of hiring begins with human resource
planning (HRP) which helps to determine the number and type of people on
organization needs. Job analysis and job design enables to specify the task
and duties of hobs and qualification expected from prospective job HRP, job
analysis, hob design helps to identify the kind of people required in an
organization and hence hiring. It should be noted that hiring is an ongoing
process and not confined to formative stages of an organization. Employees
leave the organization in search of greener pastures, some retire and some
die in the saddle. More importantly an enterprises grows, diversifies, take
over the other units all necessitating hiring of new men and women. In fact
the hiring function stops only when the organization ceases to exist.

WHAT DOES RECRUITMENT MEAN?

The word recruitment has many meaning and plays an important role. Employees leave
the organization in search of greener pastures- some retire some die in saddle. The most
important thing is that enterprise grows, diversifies, and takes over other units-all necessitating
hiring of new men and women. In fact recruitment functions stop only when the organization
ceases to exist. To understand recruitment in simple terms it is understood as process of
searching for obtaining applications of job from among from which the right people can be
selected. To define recruitment we can define it formally as it is a process of finding and
attracting capable applicants for employment. The process begins when new recruit are sought
and ends when their application are submitted. The result is a pool of applicants from which
new employees are selected. Theoretically, recruitment process is said to end with receipt of
application in practice the activity extends to the screening applicants as to eliminate those who
are not qualified for job
3.2 Definition of recruitment
According to Edwin B. Flippo, Recruitment is the process of searching the candidates for the
employment and stimulating them to apply for job in the organization. Recruitment is the
activity that links the employer and the job seekers.

3.3 Purpose and importance of recruitment

The general purpose of recruitment is to provide a pool of potentially qualified job candidates.

Specifically, the purposes are to:

Determine the present and future requirement of the organization in conjunction with its
personnel planning and job analysis activities;
Increase the job pool of job candidates at minimum cost;
Help increase the success rate of the selection process by reducing the number visibly
under qualified or job application;
Help reduce the probability that job applicants, once recruited selected, will leave the
organization only after a short period of time;
Meet the organizations legal and social obligation regarding the composition of its
workforce;
Being identifying and preparing potential job applicants who will be appropriate
candidates;
Increase organization individual effectiveness in the short term and long term;
Evaluate the effectiveness of various recruiting technique and sources for all types of job
applicants.

3.4 Factors affecting recruitment

There are a number of factors that affect recruitment. These are broadly classified into two
categories:

Internal factors
External factors

Internal factor
The internal factors also called as endogenous factors are the factors within the organization
that affect recruiting personnel in the organization.
Some of these are:-

Size of the organization

The size of the organization affects the recruitment process. Larger organization finds
recruitment less problematic than organization with smaller in size.

Recruiting policy

The recruitment policy of the organization i.e. recruiting from internal sources and external
sources also affect the recruitment process. Generally, recruitment through internal sources

is preferred, because own employees know the organization and they can well fit in to the
organization culture.

Image of the organization

Image of the organization is another factor having its influence on the recruitment process of the
organization. Good image of the organization earned by the number of overt and covert action
by management helps attract potential and complete candidates. Managerial actions like good
public relations, rendering public service like building roads, public parks, hospitals and schools
help earn image or goodwill for organization. That is why chip companies attract the larger
numbers of application.

Image of the job

Better remuneration and working conditions are considered the characteristics of good image of
a job. Besides, promotion and carrier development policies of organization also attract potential
candidates.

External factors
Like internal factors, there are some factors external to organization, which have their influence
on recruitment process. Some of these are given below:-

Demographic factors

As demographics factors are intimately related to human beings, i.e. employees, these have
profound influence on recruitment process. Demographic factors include age, sex, Literacy,
economics status etc

Labor market

Labor market condition I.e. supply and demand of labor is of particular importance in affecting
recruitment process. E.g. if the demand for specific skill is high relative to its supply is more
than for particular skill, recruitment will be relatively easier.

Unemployment situation

The rate of unemployment is yet another external factor its influence on the recruitment process.
When the employment rate in an area is high, the recruitment process tends to simpler. The
reason is not difficult to seek. The number of application is expectedly very high which makes
easier to attract the best-qualified applications. The reserve is also true. With low rate of
unemployment, recruiting process tend to become difficult

Labor laws

There are several labor laws and regulations passed by the central and state governments that
govern different type of employment. These cover working condition, compensation, retirement
benefits, safety and health of employee in industrial undertakings.

The child Labour Act, 1986; for example prohibits employment of children in certain
employments. Similarly several other acts such as the Employment Exchange Act,1958; The
Apprentice Act, 1961; the Factory Act,1948; and The Mines Act, 1952 deal with recruitment.

Legal consideration
Another external factor is legal consideration with regard to employment reservation of jobs for
schedule tribes, and other backward class (OBC) is the popular examples of such legal
consideration. The supreme court of India has given its verdict in favor of 50 per cent of jobs
and seats. This is so in case admission in the educational institutions also.

3.5 Internal sources

Present employees:

Promotions and transfer from among the present employees can be good sources of recruitment.
Promotion implies upgrading of an employee to a higher position carrying higher status, pay
and responsibilities. Promotion from among the present employees is advantageous because the
employees promoted are well acquainted with the organization culture, they get motivated and it
is cheaper also. Promotion from among the person employees also reduces the requirement of
job training. However, the disadvantage lies in limiting the choice of the few people and
denying hiring of outsiders who may be better qualified and skilled. Furthermore, promotion
from among present employees also results in inbreeding, which creates frustration among those
not promoted. Transfer refers to shifting an employee from one job to another without any
change in the position/post, status and responsibilities. The need for transfer is felt to provide
employees a broader and carried base, which is considered necessary for promotion. Job
rotation involves transfer of employees from one job to another job on the lateral basis.

Former employees:

Former employees are another source of applicant for vacancies to be filled up in the
organization. Retired or retrenched employees may be interested to e come back the company to
work on the part time basis. Similarly, some former employees who had left the organization for
any reason, any come back to work. This source has the advantages of hiring people whose
performance is already known to the organization.

Employee referrals:
This is yet another internal source of recruitment. The existing employees refer to the family
members, friends and relatives to the company potential candidates for the vacancies to be filled
up in the organization. This source serves as the most effective methods of recruiting people in
the organizations because refer to those potential candidates who meet the company
requirement known to them from their own experience. The referred individuals are expected to
be similar in type in the of race and sex, for example, to those who are already working in the
organization

Previous applicant:

This is considered as internal source in the sense that applications from the potential candidates
are already lying with organization. Sometimes the organization contacts though mail or
messengers these applicants to fill up the vacancies particularly for unskilled or semiskilled
jobs.

EVALUATION OF INTERNAL SOURCES:

Let us, evaluate the internal source of recruitment. Obviously, it can be done in terms of its
advantage and disadvantage the same are spelled out as follows:

ADVANTAGES:

The advantages of the internal source of recruitment include the following:

Familiarity with own employees:

The organization has more knowledge and familiarity with the strengths and weaknesses of its
own employees than of strange on unknown outsiders.

Better use of the talent:

The policy of internal recruitment also provides an opportunity to the organization to make a
better use of talents internally available and to develop them further and further.
 Economical recruitment:

In case of internal recruitment, the organization does not need to spend much money, time and
effort to locate and attract the potential candidates. Thus, internal recruitment proves to be
economical, or say, inexpensive.

Improves morale:

This method makes employees sure that they would be preferred over the outsiders as and when
they filled up in the organization vacancies.

A motivator:

The promotion through internal recruitment serves as a source of motivation for the employees
to improve their carrier and income. The employees feel that organization feel that organization
is a place where they can build up their life-long career. Besides, internal recruitment also serves
as a means of attracting and retaining employees in the organization.

DISADVANTAGES:

The main drawback associated with the internal recruitment is as follows:

Limited choice:

Internal recruitment limits its choice to the talents available within the organization. Thus, it
denies the tapping of talents available in the vast labor market outside the organization.
Moreover, internal recruitment serves as a means for inbreeding, which is never healthy for
the future organizations.

Discourage competition:

In this system, the internal candidates are protected from competition by not giving opportunity
to otherwise competent candidates from outside the organization. This in turn, develops a
tendency among the employees to take the promotion without showing extra performance.
 Stagnation of skills:

With the feeling that internal candidates will surely get promoted, their skill in the long run may
become stagnant or obsolete. If so, productivity and sufficiency of the organization, in turn,
decreases.

Creates conflicts:

Conflicts and controversies surface among the internal candidates, whether or not they deserve
promotion.

3.6 EXTERNAL SOURCES

External sources of recruitment lie outside the organization. These outnumber internal sources.
The main ones are listed as follows:

Employment exchanges:

The national commission labor (1969) observed in its report that in the pre-independence era,
the main source of labor war rural areas surrounding the industries. Immediately after
independence, national employment services were established to bring employer and job seeker
together. In response to it, the compulsory notification of vacancies act of 1959 (Commonly
called employment exchange act) was instituted which become operative in 1960.the main
functions of these employment exchanges with the branches in most cities are registration of job
seeker and tier placement in the notified vacancies. It is obligatory for employer to inform about
the outcome of selection within 15 days to the employment exchange. Employment exchange is
particularly useful in recruiting blue-collar, white- collar and technical workers

Employment agencies:

In addition to the government agencies, there are number of private agencies that register
candidates for employment and furnish a list of suitable candidates from the data bank as and
when sought by the prospective employer. Generally, these agencies select personnel for
supervisory and the higher levels. The main function of these agencies is to invite application
and short-list the suitable candidates for the organization. Of course, the representative of the
organization takes the final decision on selection. The employer organizations derive several
advantages through this source. The time saved in this method can be better utilized elsewhere
by the organization. As the organizational identity remains unknown to the job speakers, it, thus,
avoid receiving letters and attempts to influence.

Advertisement:

This method of recruitment can be used for jobs like clerical, technical, and managerial. The
higher the position in the organization, the more specialized the skills or the shorter the supply
of that resources in the labour market, the more widely dispersed the advertisement are likely to
be. For instance, the search for a top executive might include advertisements in a national daily
like the Hindu. Some employers/companies advertise their post by giving them post box number
of the name of some recruiting agency. This is done to particular keep own identity secret to
avoid unnecessary correspondence with the applicants. However the disadvantage of these blind
advertisement, i.e., post box number is that the potential job seekers are the hesitant without
unknowing the image of the organization, on the one hand, and the bad image/ reputation that
the blind advertisement have received because of the organizations that placed such
advertisements without position lying vacant just to know supply of labor/ workers in the labor
market, on the other. While preparing advertisement, a lot of care has to be taken to make it
clear and to the point. It must ensure that some self-selection among applicant take place and
only qualified applicant responds the advertisement copy should be prepared by using a four-
point guide called AIDA . The letters in the acronym denote that advertisement should attract
Attention, gain Interest, arouse a Desire and result in Action. However, not many
organizations mention complete detail about job positions in there advertisement. What
happened is that ambiguously worded and broad-based advertisements may generate a lot
irrelevant application, which would, by necessity, increasing the cost of processing them.

Professional Associations:

Very often, recruitment for certain professional and technical positions is made through
professionals association also called Headhunters. Institute of Engineers, All India
Management Association, etc., provide placement service to the members. The
professional associations prepare either list of jobseekers or publish or sponsor journal
or magazines containing advertisements for their member. It is particularly useful for
attracting highly skilled and professional personnel. However, in India, this is not a
very common practice and those few provide such kind service have not been able to
generating a large number of application.

Campus Recruitment:

This is another source of recruitment. Though campus recruitment is a common phenomenon

particularly in the American organizations, it has made rather recently. Of late, some
organizations such as HLL, HCL, L&T, Citibank, Cadbury ANZ Grind lays, etc., in
India have started visiting educational and training institute/ campuses for recruitment
purposes. Many Institutes have regular placement cells / offices to serve liaison between the
employer and the students. Tezpur Central University has one Deputy Director (Training
and Placement) for purpose of campus recruitment and placement. The method of campus
recruitment offers certain advantages to the employer organizations. First, the most of the
candidates are available at one place; second, the interviews are arranged at short notice;
third, the teaching is also met; fourth, it gives them opportunity to sell the
organization to a large students body who would be graduating subsequently. The
disadvantages of this of recruitment are that organizations have to limit their selection
to only entry positions and they interview the candidates who have similar education
and experience, if at all.

Deputation:

Another source of recruitment is deputation I.e., sending an employees to another

organization for the short duration of two to three years. This method of recruitment is
practice in a pretty manner, in the Government department and public sector organization
does not have to incurred the initial cast of induction and training. However, the
disadvantages of this of deputation is that deputation period of two/three year is not
enough for the deputed employee to provide employee to prove his/her mettle, on the one
hand, and develop commitment with organization to become part of it, on the other.
Word-of-mouth:

Some organizations in India also practice the word-of-mouth method of recruitment. In this
method , the word is passed around the vacancies or opening in the organization. Another
form of word-of-mouth method of employee-pinching i.e., the employee working in another
organization is offered by the rival organization. This method is economic, in terms of both
time and money. Some of the organization maintain a file applications and sent a bio-data
by a job seeker. These serve as a very handy as when there is vacancy in the organization. The
advantage of this method is no cost involved in recruitment. However, the disadvantages of
this method of recruitment are non- availability of the candidates when needed choice of
candidates is restricted to a too small number.

Raiding or Poaching:

This is another sources of recruitment whereby the rival firm by offering terms and
conditions, try to attract qualified employees to join the. This raiding is a common feature in
the Indian organizations. For instance, service executive of HMT left to join Titan Watch
Company, so also exodus of pilot from Indian Airlines to join the private air taxi operator. In
fact, raiding has become challenge for the human resource manager. Besides these, walk - ins,
contractors, radio and television, acquisitions and merger, etc., art some other sources of
recruitment used by organization.

EVALUATION OF EXTERNAL SOURCES:

Like the internal source of recruitment, external sources are mixed of advantages and
disadvantages

ADVANTAGES:-

Open process:

Being a more open process, it is likely to attract a large number of applicants/application. The in
turn, widens it option of selection.
 Availability of Talented Candidates:

With the large pool of applicants, it becomes possible for organization to have talented
candidate from the outside. Thus, it introduces new blood in the organization.

Opportunity to Select the Best Candidate:

With the large pool of applicants, selection process becomes competitive. This increases
prospects for selection the best candidates.

Provides healthy competition:

As the external members are supposed to be more trained and efficient. With such a
background, they work with the positive attitude and greater vigor. This helps create healthy
competition and conductive work environment in the organization.

DISADVANTAGES:

However, the external sources of recruitment suffer from certain disadvantages too, these are:

Expensive and time consuming:

This method of recruitment is both expensive and time consuming. There is no guarantee that
organization will get good and suitable candidates.

Unfamiliarity with the Organization:

As candidates some outside the organization, they are not familiar with tasks, job nature
and the international scenario of the organization.

Discourage the Existing Employee:

Existing employees are not sure to get promotion. This discourages them to do the hard work.
This, in turn, boils down to decreasing productivity of the organization.
3.7 RECRUITMENT PROCESS

As stated earlier, recruitment is the process of location, identifying, and attracting capable
applications for jobs available in an organization. Accordingly, the recruitment process
comprises the following five steps:

Recruitment planning;
Strategy Development;
Searching;
Screening
Evaluation and Control.

Recruitment Planning:

The first involved in the recruitment process is planning. Hire, planning involves to draft a
comprehensive job specification for the vacant position, outline its major and minor
responsibilities; the skills, experience and qualifications needed; grade and level of pay;
starting date; whether temporary or permanent; and mention of special condition, if any,
attached to the job to be filled.

Strategy Development:

Once it is known how many with what qualification of candidates are required, the next
step involved in this regard is to device a suitable strategy for recruitment the candidates
in the organization. The strategic considerations to be considered may include issues like
whether to prepare the required candidates themselves or hire it from outside, what type
of recruitment method to be used, what geographical area be considered, for searching
the candidates, which source of recruitment to be practiced, and what sequence of
activities to be followed in recruiting candidates in the organization.
Searching:

This step involves attracting job seeders to the organization. There are broadly two sources
used to attract candidates. These are:

Internal Sources
External Sources.

Screening:

Through some view screening as the starting point of selection, we have considered it as
an integral part of recruitment. The reason being the selection process starts only after
the application have been screened and short listed. Let it be exemplified with an example.
In the Universities, application is invited for filling the post of Professors. Application received
in respond to invitation, i.e. advertisement are screened and short listed on the basis of
eligibility and suitability. Then, only the screened applicant are invited for seminar
presentation and personal interview. The selection process starts from here, i.e., seminar
presentation or interview. Job specification is invaluable n screening. Applications are screened
against the qualification, knowledge, skills, abilities, interest and experience mentioned in the
job specification. Those who do not qualify are straightway eliminated from the selection
process. The techniques used for screening candidates are vary depending on the source of
supply and method used for recruiting. Preliminary applications, de-selections tests and
screening interviews are common techniques used for screening the candidates.

Evaluation and control:

Given the considerable involved in the recruitment process, its evaluation and control is,
therefore, imperative. The costs generally incurred in a recruitment process include:

Salary of recruiters;
Cost of time spent for preparing job analysis, advertisement, etc;
 Administrative expenses;
Cost of outsourcing or overtime while vacancies remain unfilled;
Cost incurred in recruiting unsuitable candidates.
In view of above, it is necessary for a prudent employed to try answering certain questions like:

Whether the recruitment methods are appropriate and valid?

Whether the recruitment process followed in the organization is effective at all or
not?
3.8 METHOD OF RECRUITMENT
Recruitment methods refer to the means by which an organization reaches to the potential
job seeker. It is important to mention that the recruitment methods are different from the
resources of recruitment. The major line of distinction between the two is that while the
former is the means of establishing links with the prospective candidates, the latter is
location where the prospective employees are available. Dunn and Stephen have broadly
classified methods of recruitment into three categories. These are;

Direct Method;
Indirect Method;
Third Party Method.

Brief descriptions of these are follows:

Direct Method:

In this method, the representatives of the organizations are sent to the potential candidates
in the educational and training institutes. They establish contacts with the candidates seeking
jobs. Person pursuing management, engineering, medical, etc. programmers are mostly
picked up the manner.

Sometimes, some employer firm establishes with professors and solicits information about
student with excellent academic records. Sending the recruiter to the conventions,
seminars, setting up exhibits at fairs and using mobile office to go to the desired
centers are some other methods used establish direct contact with the job seekers.
Indirect Method;

Indirect methods include advertisements in the newspaper, on the radio and television,
in professional journals, technical magazines, etc. this method is useful when
Organization does not find suitable candidates to be promoted to fill up the higher posts, When
the organization want to reach out a vast territory, and When organization wants to fill up
scientific, professional and technical posts. The experience suggests that the higher the
position to be filled up in the organization, or the skill sought by the sophisticated one, the
more widely dispersed advertisement is likely to be used to reach too many suitable
candidates. Sometimes, many organizations go for what referred to as blind
advertisement in which only Box No. is given and the identity of the organization is
not disclosed. However, organizations with regional or national repute do not usually use
blind advertisements for obvious reasons.

While placing an advertisement to reach to the potential candidates, the following three
points need to borne in mind:

To visualize the type of the applicant one is trying recruit;

To write out a list of the advantages the job will offer;
To decide where to run the advertisement , i.e., newspaper with local, state, nation-
wide and international reach or circulation.

Third Party Method:

These include the use of private employment agencies, management consultants,

professional bodies pr associations, employee referral or recommendation, voluntary
organization, trade banks, labor contractors, etc., to establish contact with the job
seekers. Now, a question arises; which particular method is to be used to recruit employee
in the organization? The answer to it is that it will depend on the policy of the particular
firm, the position of the labor supply, the government regulations in this regard and
agreements with labor organizations. Notwithstanding, the best recruitment method is
to look first within the organization.
3.9 EFFECTIVENESS OF RECRUIITMENT PROGRAMME

Though there has so far not been evolved any formula such that makes recruitment programme
necessitates having certain attributes such as:

A well defined recruitment policy.

A proper organizational structure.
A well - laid down procedure for locating potential jobseekers
A suitable method and technique for tapping and utilizing these candidates
A continuous assessment of effectiveness of recruitment programme and
incorporation of suitable modifications from time to improve the effectiveness of the
programme.
An ethically sound fool-proof telling an applicant all about the job and its position,
the firm to enable the candidate to judiciously decide whether or not to apply and
join the firm, if selected.
 CHAPTER 4
COMPANY PROFILE

4.1 National Biscuit Industries Ltd S.A.O.G

4.2 Members management
4.3 Cash flow
4.4 Recruitment process of NABIL
4.5 Recruitment process chart
4.1 NATIONAL BISCUIT INDUSTRIES LTD SAOG

National Biscuit Industries Ltd SAOG [NABIL] established in 1982 as a joint stock company
for the manufacture of biscuits, wafers and Snack food products in the Sultanate of Oman. It has
the state-of-the art manufacturing facilities for biscuits, Wafers and snack-extruded as well as
pellets. The companys flagship brand Nabil is rated as the Best Brand in Oman and awarded
SUPER BRAND certificate in the year 2009. The companys products are regularly exported to
more than 45 countries across the globe, with a strong presence in the GCC countries. Export
destinations include quality conscious market in North America, Australia, New Zealand,
Singapore, Honk Kong and South Africa.

Nabil is an ISO 22000: 2005 certified company which has HACCP system implemented. The
company has won several awards on quality and export performance.

Nabil is committed to providing their end customers with high quality product with a wide
choice of flavors, packing and excellent service.

MISSION AND VISION

Bring joy to their customers all over the world.

The aim at NABIL is to deliver outstanding value to their end customers by sourcing the best
materials, maintaining the highest manufacturing standards, and stringent quality assurance
systems. They shall Endeavour to foster a culture of excellence among their workforce as well
as their products, ensuring lasting relationships with the extended family of distributors, and
business associates.

4.2 Hierarchy of organization

BOARD OF DIRECTORS
 Chairman

Vice chairman

Director representing Oman Investment Service

Directors

Directors

Directors

Directors

MANAGEMENT

Chief Executive Officer

Finance Manager

Plant Manager

Human Resource and Administration Manager

REGIONAL MARKETING MANAGER

4.3 PRODUCT LIST

Crackers

Cream biscuits

Digestive biscuits
 Glucose

Marie

Milk & Malt

Sweet & Salt

Wafers

Tea biscuit

Mix nut cookies

Snack- corn

Nice biscuit

4.4 ORGANISATION CHART

CHAIRMAN

VICE -
CHAIRMAN

DIRECTORS
REPRESENTATIVE
 DIRECTOR DIRECTOR DIRECTOR
DIRECTOR

C.E.O

FINANCE PRODUCTION HUMAN

MANAGER MANAGER RESOURCE
MANAGER

REGIONAL MARKETING
MANAGER
4.5 HUMAN RESOURCE CHART

DIRECTOR OF
HUMAN RESOURCE

PERSONAL
DEPUTY DIRECTOR ASSISTANCE
OF HR MANAGER

STAFF MANAGER
 HR HR HR MANAGER HR
EXECUTIVE ADMINISTRATIVE RECRUITMENT MANAGER
MANAGER MANAGER
EMPLOYEE
RELATION

CONTROL & RECRUITMENT

PAYROLL

4.6 CASH FLOW

2010(First Quarter) 2011(First Quarter)

Other CF Operating 241.622 540.094

Liabilities Paid (67.864) (71.977)

Net Cash Used In Operating Actvities 173.758 468.117

(Increase) Decrease of Fixed Assets (3.883) (25.409)

Net Cash Used In Investing Activities (3.883) (25.409)

 2010(First Quarter) 2011(First Quarter)

Dividends Paid - (50)

Increase (Decrease) in Accounts Payable - (261.241)

Increase (Decrease) in loans (short-term) (66.989) (131)

Other CF from financing (196.937) -

Net Cash Used In Financing Activities (263.926) (442.241)

Increase (decrease) in Cash (94.051) 0.467

Cash at the beginning of the period 205.958 282.125

Cash at the end of the period 111.907 282.592

FINANCIAL STATEMENT

2010(First Quarter) 2011(First Quarter)

Balance Sheet

Accounts Receivables 2,092.689 2,107.744

Total Current Assets 3,155.148 3,155.838

Total Non Current Assets 3,666.02 3,376.513

 2010(First Quarter) 2011(First Quarter)

Total Assets 6,821.168 6,532.351

Total Current Liabilities 3,086.237 3,150.941

Total Non Current Liabilities 1,641.545 1,196.201

Total Liabilities 4,727.782 4,347.142

Total Owners Equity 2,076.668 2,166.601

Total Owners Equity and minority interest 2,093.386 2,185.209

Total Liabilities & Owners Equity and minority interest 6,821.168 6,532.351

Cash Flow

Net Cash Used In Operating Activities 173.758 468.117

Net Cash Used In Investing Activities (3.883) (25.409)

Net Cash Used In Financing Activities (263.926) (442.241)

Increase (decrease) in Cash (94.051) 0.467

Cash at the end of the period 111.907 282.592

4.7 COMPANY OWNERS

AMFIES HOLDING LTD (55.24%)

OMAN INTERNATIONAL FOR INVESTMENTS (28.9%)

OTHER (15.84%)

4.8 FACILITES PROVIDED BY THE COMPANY

 REFRESHMENT DURING OFFICE HOURS

MEDICAL ALLOWANCE

HOUSE RENT ALLOWANCE

TRAVELL ALLOWANCE

4. 9 RECRUITMENT PROCESS OF NABIL BISCUIT FACTORY

MAN POWER RECRUITMENT

As and when the need arises, the Manpower Requirement Form is dually filled by the
HOD/Group Manager of the concerned department and forwarded to the HRD Department.

The HRD Department initiates activity on the recruitment once the "Manpower Requirement"
form is approved by MD.

All "Manpower Requirement "Forms are maintained by the HRD Department.

IDENTIFYING SOURCES OF RECRUITMENT

On the basis of Manpower Requirement Form a recruitment source is identified. The source of
recruitment could be external or internal.

INTERNAL SOURCE OF RECRUITMENT

Internal Transfer/Promotion with necessary screening, training and selection to meet the
specified requirement. It would be desirable to utilize the internal sources before going outside
to attract the candidates.

Job rotation suitable employees are transferred from one position to another which leads to
better designation and power as well as responsibilities. Job rotation is done only at the top level
management as they require reliable and trustworthy employees

EXTERNA L SOURCES OF RECRUITMENT

An external source of Recruitment is considered from the combination of the following options:

CONSULTANT

Consultants are given the requirement specifying qualifications, experience and all other
necessary details. In consultant we consider the employment agencies, educational and technical
institute, casual, labor and mail applicants, trade unions and other sources.

ADVERTISEMENT

All recruitment advertisements are placed centrally by the HRD Department.

The advertisement is drafted by HRD Department in consultation with the concerned
Department.

All related documents of Advertisements released are maintained in the "Advertisement" file.
SELECTION

SCREENING/SHORTLISING

Resumes received from consultants and/or from the advertisements released in

Newspaper/Magazine are screened by HRD Department in consultation with the concerned
department.

INTERVIEW CALL

The shortlisted candidates are contacted for interview through an interview call letter/telephone
call/e-mail or through the consultants

INTERVIEW SCHEDULE

Interview schedule is prepared and sent to the concerned Department's HOD, Interview panel
and a copy is kept for HRD Department records. The Interview Schedule includes the following
requirement.
 SELCTION OF THE CANDIDATE

The concerned HODs along with the HR manager selects the best candidate among the
available applicants for the job

OFFER LETTER

The candidate is offered an offer letter which has the salary, travel allowance and housing
allowance and once the candidate accepts the offer letter the next step is followed

VISA APPLICATION

Once the candidate accepts the offer the company provides them with a visa for 2 yrs that
allows them to work in the firm legally.

4.10 RECRUITMENT PROCESS CHART OF NATIONAL BISCUIT

INDUSTRY Ltd SAOG

VACANT POSITION IN THE

ORGANISATION

RESUME DETAIL REQUISITION

PROCESS

MANPOWER
REQUISITION
 NO
REQUISITION

APPLICANT REQUISITION
DATA APPROVED

DIRECT
APPLICATION SHORT RECRUITMENT
LISTED

CALL FOR EVALUATION

EVALUATION PROCESS

REJECTION/HOLD
OFFER LETTER TO THE
SELECTED CANDIDTAE

VISA APPLICATION (FOR

EXPACTS)

CHAPTER 5
METHODOLOGY
 5.1 TITLE OF THE STUDY
5.2 RESEARCH PROBLEM
5.3 RESEARCH METHODOLOGY

5.1 TITLE OF THE STUDY

A study on the recruitment process in Nabil factory

5.2 RESEARCH PROBLEM

A research problem is one which requires a researcher to find out the best
solution for the given problem, i.e., to find out by which course of action the
objective can be attained optimally in the context of a given environment.

5.3 RESEARCH METHODOLOGY

Primary and secondary data are used for study:

Primary data collected data from random 50 employees working at Nabil. Primary data were
collected with the help of structure questionnaire. Interaction with the staff and management of
Nabil also helped in collecting information about the company and its future plans.

Secondary data were collected from published records of company as well as from internet,
magazines etc

Data analysis the collected data were tabulated and analyzed with the help of mathematic and
statistical tools.

Hypothesis

Hypothesis tested with chi square

CHAPTER 6
 DATA ANALYSIS

6.1 Table
6.2 Chart
6.3 Inference

TABLE 6.1

TABLE SHOWING WHICH SOURCE THE ORGANIZATION MOSTLY RELIES ON

 SOURCE RESPONSE PERCENTAGE

INTERNAL 12 24

EXTERNAL 38 76

TOTAL 50 100

CHART 6.1

CHART SHOWING WHICH SOURCE THE ORGANIZATION MOSTLY REPLIES ON

80
70
60
50
40
30
20
10
0
internal external

Inference:

As we know that the Nabil mostly follows external sources for recruitment, thus, we find
that 76 % of the employees say that the organization follows external sources of recruitment
and only 24% of the employees say that the organization follows internal source.

TABLE 6.2
TABLE SHOWING IF THE EMPLOYEES AT NATIONAL BISCUIT INDUSTRIES LTD
SCALE RESPONSE PERCENTAGE

EXCELLENT 8 16

GOOD 22 44

SATISFIED 8 16

NOT AT ALL 12 24

TOTAL 50 100

SAOG ARE SATISFIED WITH THE RECRUITMENT SYSTEM

 CHART 6.2

CHART SHOWING IF THE EMPLOYEES AT NATIONAL BISCUIT INDUSTRIES LTD

SAOG ARE SATISFIED WITH THE RECRUITMENT SYSTEM

45
40
35
30
25
20
15
10
5
0
excellent good satisfied not at all

INFRENCE:

As Nabil follows external sources of recruitment 44% feel that its good because it brings in
fresh talent and new ideas will be involved. 16% of the employees feel that the current
recruitment system is excellent, 16% of the employees are satisfied and 24% of the employees
are not at all satisfied with it because they feel internal recruitment should be given more
importance as this can motivate the employees to perform better.
 TABLE 6.3

TABLE SHOWING IF THE RECRUITMENT SYSTEM IS TRANSPARENT AT ALL THE

LEVELS OR NOT

TRANSAPRENCY RESPONSE PERCENTAGE

NOT AT ALL 7 14
TO SOME EXTENT 30 60
TO GREAT EXTENT 13 26
TOTAL 50 100

CHART 6.3

CHART SHOWING IF THE RECRUITMENT SYSTEM IS TRANSPARENT AT ALL

THE LEVELS OR NOT

60

50

40

30

20

10

0
not at all to some extent to great extent
INFRENCE:

60% of the employees that come under the middle level management say that the
recruitment process is transparent to some extent where as the top level management (26%)
say that the recruitment process is transparent to great extent and only 14% of the
employees which belong to the production level management feel that the recruitment
process is not at all transparent.

TABLE 6.4

TABLE SHOWING IF THE RECRUITMENT PROCESS IS UNIFORM AT ALL THE

LEVEL

RESPONSE RESPONSE PERCENTAGE

YES 12 24

NO 12 24

VARIES AS PER DEPT 26 52

TOTAL 50 100

CHART 6.4

CHART SHOWING IF THE RECRUITMENT PROCESS IS UNIFORM AT ALL THE

LEVEL
 60

50

40

30

20

10

0
yes no varies as per dept

INFRENCE:

The above chart shows the uniformity of the recruitment process which shows that 52% of
the employees say that the recruitment process depends as per the department and 24% of
the employees feel that the recruitment process is uniform at all the levels and the rest 24%
of the employees do not feel that its uniform.

TABLE 6.5

TABLE SHOWING IF THE DEPT HEADS ARE CONSTITUTED IN THE INTERVEIW AT

THE TIME OF RECRUITMENT PROCESS

RESPONSE RESPONDENT PERCENTAGE

TOTALLY LINKED 37 74

PARTIALL LINKED 13 26

NOT AT ALL 0 0

TOTAL 50 100

CHART 6.5
CHART SHOWING IF THE DEPT HEADS ARE CONSTITUTED IN THE INTERVEIW AT
THE TIME OF RECRUITMENT PROCESS

80
70
60
50
40
30
20
10
0
totally linked partially linked not at all

INFRENCE:

The above chart shows that 74% of the employees responded by saying that the department
heads are totally linked with the interview at the time of recruitment and the rest 26% say that
they are partially linked.

TABLE 6.6

TABLE SHOWING IF THE WRITTEN TEST GIVES THE REAL ADVANTAGE OR NOT

RESPONSE RESPONDENT PERCENTAGE

NOT AT ALL 25 50
SATISFIED 15 30
TOTAL SATISFACTION 2 4
TOTALLY GOOD 8 16
EXCELLENT 0 0
TOTAL 50 100

CHART 6.6

CHART SHOWING IF THE WRITTEN TEST GIVES THE REAL ADVANTAGE OR NOT
 50

40

30

20

10

0
not at all satisfied highly good moderate excellent

INFRENCE:

The above chart shows that 50% of the employees feel that the written interview test does not
give the real personality about the candidates, whereas, 30% of the employees are satisfied with
the written test and 16% of the employees feel totally good about it and only 4% are totally
satisfied about it.

TABLE 6.7

TABLE SHOWING IF THE RESPONDENTS AGREE THAT THE HR DEPT IS

EXPLORING AND IDENTIFYING NEW OPPURTUNITIES FOR THE EXISTING
EMPLOYEES

RESPONSE RESPONDENT PERCENTAGE

YES 13 26
NO 22 44
SOMEWHAT 15 30
TOTAL 50 100

CHART 6.7
 CHART SHOWING IF THE RESPONDENTS AGREE THAT THE HR DEPT IS
EXPLORING AND IDENTIFYING NEW OPPURTUNITIES FOR THE EXISTING
EMPLOYEES

45
40
35
30
25
20
15
10
5
0
yes no somewhat

INFRENCE:

The above chart says that 44% of the employees feel that the HR department is not identifying
or exploring new opportunities for the employees but 26% of the employees feel it is
identifying and exploring new opportunities for them, whereas, 30% of the employees feel that
they are somewhat trying to explore new opportunities.

TABLE 6.8

TABLE SHOWING IF THE EMPLOYEES ARE SATISFIED WITH THE BENEFITS GIVEN

RESPONSE RESPONDENT PERCENTAGE

HIGHLY MOTIVATING 18 36

MOTIVATING 15 30

MODERATLY 11 22

NO RESPONSE 6 12

TOTAL 50 100
 CHART 6.8

CHART SHOWING IF THE EMPLOYEES ARE SATISFIED WITH THE BENEFITS GIVEN

40
35
30
25
20
15
10
5
0

INFRENCE:

The above chart shows that a high percent of employees are highly motivated with the benefits
given to them (36%) and 30 % find the benefits motivating. But they are those section
employees who belong to the top level management. The middle level management who are
22% find the benefits motivating and the 12% of the employees did not respond to it.

TABLE 6.9

TABLE SHOWING IF THE RECRUITMENT PROCESS IS MOTIVATING THE

EMPLOYESS OR NOT

RESPONSE RESPONDENT PERCENTAGE

YES 10 20

NO 20 40

SOMEWHAT 20 40

TOTAL 50 100
 CHART 6.9

CHART SHOWING IF THE RECRUITMENT PROCESS IS MOTIVATING THE

EMPLOYEES OR NOT

40
35
30
25
20
15
10
5
0
YES NO SOMEWHAT

INFRENCE:

The above chart shows that 20% of the employees are satisfied with current recruitment
process another 40% are not happy with it and the rest 40% are somewhat happy with the
existing recruitment process.

TABLE 6.10

TABLE SHOWING IF THE EMPLOYEES ARE INVOLVED AT DECISION MAKING OR

NOT

RESPONSES RESPONDENT PERCENTAGE

YES 5 10

NO 3 6

OCCASIONALLY 42 84
 TOTAL 50 100

CHART 6.10

CHART SHOWING IF THE EMPLOYEES ARE INVOLVED AT DECISION MAKING OR

NOT

90
80
70
60
50
40
30
20
10
0
YES NO OCCASIONALLY

INFRENCE:

The above chart says that 84% of the employees are occasionally involved in the decision
making process, 10% of the employees say that they are involved in the decision making
process and 6% say that they are not involved in the decision making process.

TABLE 6.11

TABLE SHOWING IF THE HR DEPT ARE INTRESTED IN MOTIVATING THE

EMPLOYEES OR NOT

RESPONSES RESPONDENT PERCENTAGE

STRONGLY AGREE 10 20

AGREE 5 10
 NEUTRAL 30 60

DISAGREE 5 10

TOTAL 50 100

CHART 6.11

CHART SHOWING IF THE HR DEPT ARE INTRESTED IN MOTIVATING THE

EMPLOYEES OR NOT

60
50
40
30
20
10
0
STONGLY AGREE AGREE NEUTRAL DISAGREE

INFRENCE:

The above chart says that 60% of the employees are neutral about the management being
interested in employee motivation, 20% of the employees strongly agree with the statement,
10% agree with it and the rest 10% disagree with it.

Test of hypothesis

Statistical test of hypothesis is a process or procedure under which a statistical hypothesis is laid
down and it is accepted or rejected on the basis of random sample drawn from the population.
The test conducted to accept or to reject the hypothesis are known as statistical test of
hypothesis.
 Commonly used statistical tests are Z-test, T-test, x 2 test, F-test. In this study , x 2 test is used
for testing the hypothesis. The result is summarized below:

Chi square test between the existing recruitment process and employee motivation of
National Biscuit Industries Ltd SAOG

Hypothesis

H0 = There is no relation between the existing recruitment process and employee motivation.
H1 = There is a relation between the existing recruitment process and employee motivation.

Test validity

5% significance level

Test statistics
(Oi-Ei)2
2
X = __________
Ei

Computed value

Table 1-Observed Frequency (Oi)

HM M MO N.R TOTAL
 EXCELLENT 2 3 2 1 8

GOOD 8 7 4 3 22

SATISFIED 3 2 2 1 8

NOT AT ALL 5 3 3 1 12

TOTAL 18 15 11 6 50

Table 2-Expected Frequency (Ei)

HM M MO NR TOTAL
EXCELLENT 2.88 2.4 1.76 0.96 8

GOOD 7.92 6.6 4.84 2.64 22

SATISFIED 2.88 2.4 1.76 0.96 8
NOT AT ALL 4.32 3.6 2.64 1.44 12
TOTAL 18 15 11 16 50

Solution table

O E O-E (O-E)2 (O-E) 2/E

 2 2.88 (0.88) 0.7744 0.269

8 7.92 0.08 0.0064 8.080

3 2.88 0.12 0.0144 0.005

5 4.32 0.68 0.4624 0.108

3 2.4 0.6 0.36 0.15

7 6.6 0.4 0.16 0.024

2 2.4 (0.4) 0.16 0.067

3 3.6 (0.6) 0.36 0.1

2 1.76 0.24 0.0576 0.032

4 4.84 (0.84) 0.7056 0.146

2 1.76 0.24 0.0576 0.032

3 2.64 0.36 0.1296 0.050

1 0.96 0.04 0.16 0.167

3 2.64 0.36 0.1296 0.050

1 0.96 0.04 0.16 0.167

1 1.44 0.44 0.1936 0.134

TOTAL 9.575

Calculated Value = 9.575

Table value
Degree of freedom = (Row 1) * (Col 1)
Degree of freedom = (4 1) * (4 1)

= 9 at 5% significance

Table value = 16.919

Conclusion

A comparison between the calculated value (9.575) and the table value (16.919) of the chi-
square reveals that the table value of chi-square is much more than its calculated value. So we
accept the null hypothesis that is there is no relationship between existing recruitment process
and employee motivation

CHAPTER 7
FINDINGS
 FINDINGS

The data analyses that was done on the employees of National biscuit industry ltd
SAOG,
Showed that only 3.4% of the employees felt that the recruitment process of Nabil was
excellent, where as 50% percent of the employees felt its good and 30% of the
employees were not satisfied with it.

By the survey done it is shown that the recruitment process of Nabil varies as per the
department as responded by 53% of the employees, whereas still 23% of the employees
 who feel that the recruitment process is uniform and the other 23.4% of the employees
say that its not uniform. This proves that the employees are unaware about the
recruitment process.

73.4% of the employees said that the department heads are totally linked with the
interview at the time of recruitment and only 26.6% of the employees said that the
department heads are partially linked.

It shows that only 20% of the employees are happy with the current recruitment system
and 40% are not happy with it, whereas, 40% have no issues with the current existing
recruitment system.

83.4% of the employees are occasionally involved in the decision making of their
respective department and 10% of the employees are always involved with it and only
6.65% of the employees are not involved with the decision making process.

Only 20% of the employees strongly agree that the management is deeply concerned
with employee motivation and 10% agree with the statement whereas 60% are playing
neutral and 10% of the employees disagree with the statement.

CHAPTER 8
LIMITATION
 LIMTATIONS

The most important limitation that was found was that Nabil does not have a flexible
recruitment process as they opt for external sources mostly for the recruitment of
employees
Only at occasions the employees are involved at the time of decision making, only if ,
the management involves them for the decision making this will motivate the employees
more
 CHAPTER 9
CONCLUSION AND RECCOMENDATION
 CONCLUSION AND RECCOMENDATION

Effective recruitment and selection process can give an organization a competitive edge over its
competitors by saving both time and cost. National Biscuit Industries Ltd SAOG recruits major
part of its employee form external source, especially form Newspaper Ads which cost them
much. However, we have recommended some ideas that might help them to improve their
recruitment and selection process.

Outsourcing firm:
The company may draw required personnel from outsourcing firms. The outsourcing firms help
the organization by the initial screening of the candidates according to the needs of the
organization and creating a suitable pool of talent for the final selection by the organization as
per their needs.

Poaching/Raiding:

Buying talent (rather than developing it) is the latest method being followed by the
organizations today. Poaching means employing a competent and experienced person already
working with another reputed company in the same or different industry; the organization might
be a competitor in the industry. A company can attract talent from another firm by offering
attractive pay packages and other terms and conditions, better than the current employer of the
candidate. But it is seen as an unethical practice and not openly talked about.

Some other recommendations about recruitment process of Nabil are as follow:

Nabil should consider different factors like cost of living, taxation, family requirements
etc in recruiting people.
Several days orientation programmes should be undertaken to provide a clear picture
about the organization, its culture, rules and regulation, employees and management
body.
They should exercise their recruitment policy and should focus on recruiting best
potential people.
It should also focus to aid and encourage employees in realizing their full potential.

CONCLUSION

The globalization of business is forcing managers to struggle with complex issues as they seek
to gain or sustain a competitive advantage. National Biscuit Industries Ltd SAOG (NABIL) is
one of the large biscuit company in Oman. They enjoy outstanding recruitment and selection
practices in each successful employee hired. So, their hires are better fits in their work groups.
They also share values, traits and behaviors that are highly regarded for success in the
organization. They reach the qualified applicants through the use of innovative recruiting
channels. Traditionally, employers have focused on assessment methods that are highly
correlated to the content of the job, hence most able to predict ability to perform the required
duties and tasks. However, organizations have come to realize that success of the candidate
hinges on more than just the ability to carry out tasks and duties well. The foundation of
superior performance lies in the synergy created by a close fit with the work group and with the
organization culture. No process is complete without an evaluation of its success.

CHAPTER 10
BIBLIOGRAPHY AND ANNEXURE
 BIBLIOGRAPHY

BOOKS:

1. C.R Kothari: Research Methodology methods and techniques , 2nd

edition , New Age International (P) limited , Publishers, 4835/24,

Ansari Road, Daryaganj, New Delhi 110002

2. H.R Ramanath, Research Methodology & Operations Research,

Himalaya Publishing House , Bangalore, 2010

3. Ranjit Kumar, Research Methodology , 3rd edition , Sage Publication,

New Delhi 110002, 2011

 4. S.P Gupta, Statistical Methods, Sultan Chand & Sons, New Delhi

110002, 2010
5. Anju Khandelwal, Business Statistics, New Age International Private

limited new Delhi 110002 2011

6. Dr J.K. Tyagi, Business Statistical, Khanna Book Publication Co. Private

limited New Delhi 110002

7. Tanuja Agarwal, Strategic Human Resource Management, Oxford

University Press, New Delhi 110002, 2009

8. Cynthia D. Fisher; Lyle F. Schrenfeldt; James B. Shaw, Human Resource

Management, biztantra , New Delhi 110002 , 2009

9. Gary Dessler; Biju Varkkey, Human Resource Management , Manipal

Press, New Delhi 11002, 2009

WEBSITES

1) www.nabilbiscuits.com
2) www.wikipedia.com
3) www.askme.com
4) www.google.com
5) www.ehow.com
6) www.air.org
ANNEXURE-1
QUESTIONNAIRE
 QUESTIONNAIRE

NAME:

OCCPATION:

AGE:

1) Which source your organization rely heavily on for recruitment?

Internal
External
2) Are you satisfied with the recruitment system at National biscuit Industry
Ltd?
Excellent
Good
Satisfied
Not at all
3) Is the recruitment system transparent at all level?
Not at all
To some extent
To great extent
4) Is the recruitment process uniform at all the level?
Yes
No
Varies as per department
5) Whether the department heads are constituted in the interview at the time of
recruitment process?
Totally linked
Partially linked
Not at all
6) Does the written test design gives real advantage or satisfaction?
Not at all
Satisfied
Highly satisfied
Moderately
Excellent
7) Do you agree that the HR department is also to identify and explore new
opportunities for the existing employees?
Yes
No
Somewhat
8) Are you satisfied with the benefits provided by the organization?
Yes
No
Somewhat
9) Does the current existing recruitment process is motivating the employees
of Nabil?
Highly motivating
Motivating
Moderately
No response

10) Are the employees involved in the decision

making if their recruitment department?
Yes
 No
Occasionally
11) Management is really interested in
motivating the employees?
Strongly agree
Agree
Neutral
disagree

ANNEXURE-II
 STATISTICAL TOOLS

CHI SQUARE TEST

CHI-SQUARE TEST-X2
 a) Chi Square test- A chi-square test is a statistical test commonly used for testing
independence and goodness of fit.
Testing independence determines whether two or more observations across two
populations are dependent on each other (that is, whether one variable helps to
estimate the other).
Testing for goodness of fit determines if an observed frequency distribution matches a
theoretical frequency distribution.
In both cases the equation to calculate the chi-square statistic is
X2=(Oi-Ei)2
___________
Ei
Where Oi equals the observed frequency and Ei the expected frequency.
The results of a chi-square test, along with the degrees of freedom, are used with a
previously calculated table of chi-square distributions to find a p-value. The p-value
can then be used to determine the significance of the test.

The quantity X2 describes the magnitude of the discrepancy between theory and observations.

X2 is defined as below:

X2 (Oi-Ei) 2
___________

Ei

Where Oi= Observed Frequency

Ei= Expected Frequency

1) Ei is calculated using the following formula:

Ei=RT x CT
_________
N
Where Ei= Expected Frequency
RT= Row total for the row containing the cell
 CT= Column total for the column containing the cell
N= Total number of observations

1) Oi has been found out through the Questionnaire

The calculated value of X2 is compared with the value for the given degree of
freedom at a certain specific level of significance.
If the calculated value of X2 is more than the table of X2, the difference between
theory and observations is considered to be significance.
While comparing the calculated value of X2 with the table value we have to
determine the degree of freedom. Degree of freedom means the number of
classes to which the value can be assigned randomly or it will without violating
the limitation place.
The degree of freedom for all the cell frequencies equal to (R-1) x (C-1) where C
refers to columns and R refers to rows.
In this study X2 is worked out at 95% confidence level.
For the purpose of analysis of the relevant data, a null hypothesis and alternative
hypothesis is established and the significance level is selected for rejection of
null hypothesis.
If table value is greater than the calculated value we accept the null
hypothesis(Ho) and reject the null hypothesis and accept the alternative
hypothesis(H1)

ANNEXURE
ABBREVIATION
 ABBREVIATION

1) NABIL NATIONAL BISCUIT INDUSTRY LTD SAOG