Professional Documents
Culture Documents
CHAPTER-I
INTRODUCTION
RECRUITMENT
Recruitment forms the first in the process, which continues with selection and ceases with
the placement of the candidate. It is the next step in the procurement function, the first being the
manpower planning, Recruitment makes it possible to acquit the number and types of people
necessary to ensure the continued operation of the organization. Recruitment is the discovering
of potential applicants for actual or anticipated organizational vacancies.
Definition:
- Dale Yoder
Recruitment is the process of searching the candidates for employment and stimulating
them to apply for job in the organizations recruitment is the activity that links the employers and
the job seekers.
- Edwin B. Flippo
PURPOSES AND IMPORTANCE:
EFFECTS:
Ensure that the selected candidates stay longer with the company
Planning
Strategy development
Searching
Screening
To attract people with multi-dimensional skills and experiences those suit the
present and future organizational strategies so as to obtain a pool of suitable
candidates for vacant posts.
To search for talent globally and not just within the company.
In the working place is essential to a companys long term success. By hiring correctly, an
organization adds the talent it needs and can enjoy the benefits in increased productivity and
morale. However this process is not simple and if the careful process of selection is not followed:
you can be mired with poorly skilled, unmotivated and un-loyal labour force which can impact
future profits as well as other employee behaviour.
Recruitment, Quite often this word stands alone when some gaming companies develop a human
resources management strategy. An organization cannot develop a recruitment strategy without
simultaneously for mulcting an employee retention plan. Simply stated, it is one thing to attract
workers, but quite another to retain them.
All organizations whether small or large, do engage in recruiting activity, though not to the same
extent. This differs with
INTERNAL FACTORS:
Employees from within the organization are hired to fill a job vacancy.
It is normally used for higher level jobs.
3. Organization culture
5. Companys size
6. Companys products/services
EXTERNAL FACTORES:
1. Socio-economic factors
3. Employment rate
4. Labour market conditions.
5. Political, legal and governmental factors like reservations for SC/ST/BC and sons of soil.
ADVANTAGES:
DISADVANTAGES:
Better morale and motivation associated with internal recruiting is denied to the
organization
It is costly
Cost of advertisement
Waiting in queues
Provides complete job related information to the applicants so that they can make
right decision before taking up jobs
To determine applicants preference for work match the characteristics of the job
1. Advertising
2. Employment agencies
3. Employee referrals
5. Labour unions
6. Casual applicants
9. Unconsolidated applications
10. Nepotism
11. Leasing
The most commonly adopted practice in an organization is to centralize the recruitment and
selection function.
A recruitment policy in its broadest sense involves a commitment by the employer to such
general principles as:-
1. To find and employ the best qualified persons for each job.
The following factors should be taken into considerations in formulating recruitment policy.
They are
1. Government policies
4. Recruitment sources
5. Recruitment need
6. Recruitment costs
Recruitment can be broadly categorized under three heads. Namely, Direct method, indirect
method and Third method.
DIRECT METHOD:-
One of the widely used direct methods is that of sending of recruiters to colleges and technical
schools. Most college recruiting is done in co-operation with the placement office of a college.
The placement office usually provides help in attraction students, arranging interviews,
furnishing space, and providing student resumes. For managerial professional, and sales
professional, campus recruiting is an extensive operation. Persons reading for MBA or other
technical diplomas are picked up in this manner. Many companies have found employees contact
with the public a very effective method. Other direct methods include sending recruiters to
conventions and seminars, setting up exhibits at fairs, and using mobile offices to go to the
desired centres.
INDIRECT METHOD:-
Indirect method usually involves advertising in news papers, on the radio, in trade and
professional journals, technical magazines and broachers. Advertising in newspapers and
magazines, is the most frequently used methods, when qualified or experienced personnel are not
available from other sources. Senior posts are largely filled by such methods when they cannot
be filled by promotion from within.
Advertising is very useful for recruiting blue-collars and hourly workers as well as scientific,
professional, and technical employees. Local newspapers can be a good source of blue-collar
workers, clerical employees, and lower level administrative employees.
These include the use of commercial of private employment agencies, placement offices of
schools colleges and professional associations, recruiting firms, management consulting firms,
indoctrination seminars for college for college professors and friends and relatives.
They are the brokers who bring employers and employees together. The specialization of these
agencies enhances their capacities to interpret the needs of their client, to seek out particular
types of persons, and to develop proficiency in recognizing the talent of specialized personnel.
Also known as labour exchanges, they are the main agencies of public employment. They
provide a clearing housing for jobs and job information. These agencies provide a wide range of
services counselling, assistance in getting jobs information about labour market, labour and wage
rates.
They maintain complete information records about employed executives. These firms are looked
up on as head hunters, raiders and pirates by organizations which loose personnel through
their efforts. However, these same organizations may employ executive search firms to help
them find executive talent. These consulting firms recommend persons of high calibre for
managerial, marketing and production engineers posts.
TRADE UNIONS:-
A number of modern recruitment sources and techniques are being used by the corporate in
addition to traditional sources and techniques. These sources and techniques include walk-in and
consultin, head-hunting, body-shopping, business alliances, and tele-recruitment.
Walk-In
Consult-In
Head-Hunting
Body-Shopping
Business Alliances
1. TELE-RECRUITMENT:
ALTERNATIVES TO RECRUITMENT:
OVERTIME
EMPLOYEE LEASING
TEMPORARY EMPLOYMENT
Flexibility in future
DISADVANTAGE-
REFERENCE CHECK:
The reference of the person should be checked before making a final decision.
Check through a personal visit or a phone call directly to the applicants immediate former
supervision, if possible.
Checking references can bring to light significant information which may save you money and
future inconvenience.
Recruitment Strategies:
Findings Overview
Organizations were asked what strategies they use to recruit both managerial/professional and
non management candidates. For recruiting managerial/professional candidates, the Internet is
the most popular advertising medium, used by 76 percent of the organizations surveyed.
Organizations regularly utilize internal resources (e.g., internal job postings and employee
referrals) when recruiting both internal and external candidates. Different kinds of agencies are
used to recruit for positions at different levels. Temporary and government agencies are used
mainly to recruit non-management candidates. Employment agencies, colleges, and
professional organizations are used more often to recruit managerial/professional candidates.
Organizational Offerings
The quality of an organizations offerings affects its ability to attract job candidates.
Organizations believe they offer candidates a strong company reputation (69 percent) and
high-quality benefits packages (65 percent) and learning opportunities (55 percent).
Many organizations do not offer stock options (37 percent) or child care options (36
percent).
BEST PRACTICES
Organizations with the most effective recruiting strategies were 15 to 19 percent more likely to
offer candidates high-quality options such as:
Company reputation.
Stocks.
Benefits package.
Corporate culture.
Salary scale.
Organizations offering candidates and employees a positive culture (e.g., innovative, diverse,
potential to advance) and learning environment have more satisfied employees and more
successful at retaining them.
Findings Overview the surveyed organizations report that the top barriers to effective recruitment
of candidates are:
Selection is the process of examining the applicants with regard to their suitability for
the given job or jobs, and choosing the best candidate and rejecting the others.
Good recruitment practices are only one key to generating a pool of top job candidates.
Equally important is having a strong basis from which to recruit. If an organizations policies and
practices are unattractive to candidates, the organizations ability to generate good candidates
will be limited regardless of the specific recruitment practices they employee.
But what policies and practice do good applicants find attractive? Unfortunately, there
is no easy answer to this question because not all good applicants are alike, and research shows
that organizations policies and the individuals characteristics. Financial considerations, supply
and demand, and other variables impact the recruitment process.
Looking for a qualified person for the IT department is likely to require a broader and
possibly more expensive search. Recruitment indicate that there is an increase in the use of the
internet and interactive employment websites, such as searching web databases, placing online
ads at various career sites, purchasing candidate information from resume services, sending
recruitment materials, to targeted individuals, and placing ads in newspapers can all yield
positive results.
Selection is the process in which candidates for employment are divided in two classes-
those application of these tools. Qualified applicants go on to the next hurdle, while the
unqualified are eliminated. Thus, an effective selection Programme is a non-random process
because those selected have been chosen on the bases of the assumption that they are more likely
to be better employees than those who have been rejected.
SELECTION PROCESS:
The organizations can make use of more than one source for carrying out the recruitment
procedure. Once the recruiting sources are identified, suitable candidates are called for the
selection process.
SIGNIFICANCE OF SELECTION PROCESS:
According to Yoder:-the hiring process is of one or many go, no-go gauges. Candidates
are screened by the
SELECTION PROCESS CHART
SCREENING:
Retention Survey found that nationally small agencies took an average of 6.84 weeks to conduct
the screening processes, while large agencies took an average of 11.51 weeks (U.S. Department
of Justice, Office of Justice Programs, Hiring and Keeping Police Officers)
GOAL: reduce this time so that valuable candidates are still available
The criteria must be in line with the job content and appointment as well as advertised
requirements
The various activities of the screening process should be documented and put on record
Letters of Recommendation
Elf-Assessment
1. Application Form.
2. Written Examination.
3. Preliminary Interview.
4. Group Discussion.
5. Tests.
6. Final Interview.
7. Medical Examination.
8. Reference Checks.
10. Employment
TESTING IN SELECTION:
Testing represents an additional tool in the kit of the employment office. It supplements
direct personal contracts in interviews of various types with a wide range of tests. All operate on
the general theory that human behaviour can best be forecast by sampling it. The test creates a
situation in which the applicant reacts; reactions are regarded as useful samples of his behaviour
in the work he is applying.
Recruitment:
Recruitment is the process by which organizations locate and attract individuals to fill job
vacancies. Most organizations have a continuing need to recruit new employees to replace those
who leave or are promoted in order to acquire new skills and promote organizational growth.
Recruitment is defined as, a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient
workforce.Recruitment is a linking function, joining together those with jobs to fill and those
seeking jobs. It is a joining process in that it tries to bring together job seeker sand employer
with a view to encourage the former to apply for a job with the latter. In order to attract people
for the jobs, the organization must communicate the position in such a way that job seekers
respond. To be cost-effective, the recruitment process should attract qualified applicants and
provide enough information for unqualified persons to self-select themselves out. Thus, the
recruitment process begins when new recruits are sought and ends when their applications are
submitted. The result is a pool of applicants from which new employees are selected.
Selection
It refers to the task of choosing or picking the suitable candidates by first asking for and
gaining access to useful information about the candidate. Through the process of recruitment the
company tries to locate prospective employees and encourages them to apply for vacancies at
various levels. Recruiting, thus, provides a pool of applicants for selection.
Selection is the process of picking individuals who have relevant qualifications to fill jobs in an
organization. The basic purpose is to choose the individual who can most successfully perform
the job from the pool of qualified candidates. The purpose of selection is to pick up the most
suitable candidate who would meet the requirements of the job in an organization best, to find
out which job applicant will be successful, if hired. To meet this goal, the company obtains and
assesses information about the applicants in terms of age, qualifications, skills, experience, etc.
the needs of the job are matched with the profile of candidates. The most suitable person is then
picked up after eliminating the unsuitable applicants through successive stages of selection
process. Howell an employee is matched to a job is very important because it is directly affects
the amount and quality of employees work. Any mismatched in this regard can cost an
organization a great deal of money, time and trouble, especially, in terms of training and
operating costs. In course of time, the employee may find the job distasteful and leave in
frustration. He may even circulate hot news and juicy bits of negative information about the
company, causing incalculable harm to the company in the long run
The need for recruitment may be due to the following reasons / situation:
To study the different methods of recruitment & selection depending on the requirements
of the organization.
To find the relationship whether jobs offered based on qualification to the employees in
the organization.
To study the level of job satisfaction in the organization.
To study the changes of recruitment policy in recent times in the organization.
To know how the company fulfills its manpower requirements.
Collecting data properly from employees become difficulty due to the time constraint.
Busy schedule of the employees also effected to some extent.
There is a chance for bias in the information given by the respondents.
The study was based on sample hence results were not fully absolute.
CHAPTER-II
REVIEW OF LITERATURE
Burack (1985) recruitment sources are closely linked to the organizational activities as
performance of employees, employee turnover, employee satisfaction, employee wishes and the
commitment of the organization (Burack, 1980).
These recruitment and selection process should be done at each and every sector for
fulfilling their organizational goals (Nartey, 2012). Recruitment and selection practises
were important in the police department as said by Michael D. White and Glipsy Escobar
(2008) in the world and this paper shows the importance of seven issues relating to
recruitment, selection and training practises in the organizations (M.N.Malhotra, 2014)
(Terpstra.D, 1996).
Mohammed Nurul Absar (2012) says the importance of recruitment and selection
in his paper by considering both public and private manufacturing firms in Bangladesh
(M.M.Absar, 2012).
Some of the research professionals and scholars say that there is a close linkage between
the recruitment selection employee satisfaction organization performance and HR practises
(Gorter, 1996). In his paper Recruitment and Selection of public workers: An international
compendium of modern trends and practises say that the importance of using technology in the
recruitment and selection process for updating the organizational resources (Hays, 2004).
Ongori Henry and Temtime Z (2009) say that in their paper the recruitment and
selection practises of the small and medium enterprises and make them to improve their HR
practises (R.D.Omolo, 2012). French says that the importance of certain selection and
recruitment activities in the organizations (G.R.French, 2012).
Decker & Cornelius say that compared to the traditional recruiting sources the modern
sources like referrals, casual applicants and direct approaches will benefit at large (L.Barclay,
1985) (Cappelli, 2001).
According to SHRM (Society for Human Resource Management) says that 15%
joined in the organizations are placing false resume (Gusdorf, 2008). Some of the employers
select the candidates with discrimination was not supposed to be done in the
organizations (Fomunjong, 2009).
COMPANY PROFILE:
Our company is now ready to become a major force for friendly environment in the
global rubber industry. We are the authorized contractor of RAK Municipality for their dump
yard of tyres. Hopefully, our company will be accredited as GREEN INDUSTRY BY UAE
Government as our goal is to reduce the pollution of the environment. ERF is equipped with the
State of art machinery to shred and produce rubber crumb of 7000 MT per annum.
Welcome to Gray Grain polymer Rubber, a market leader in manufacturing world-class rubber
products and moulded rubber components. For more than four decades, we have served a large
number of reputed clients from automotive, engineering, chemical, healthcare and other
industrial segments and gained in valuable experience. We remain dedicated to our long-standing
mission of delivering high-quality products on time and at a competitive price.
Vision
To provide high quality products that combine performance with value pricing, while
establishing a successful relationship with our customers and our suppliers.
Mission
Super Springs values its employees, suppliers and its customers and is committed to
cultivate an environment of mutual trust and respect and to provide necessary resources
to achieve its goals
GRAY GRAIN POLYMER RUBBER LIMITED PROFILE:
INDUSTRY PROFILE
In 1970, Gray Grain Polymer Rubber Industry had tendered to buy competitor Atkinson.
Ultimately the bid failed and Seddon were the successful buyers, the new company being called
Seddon Atkinson. Many of the old Atkinson workforce did not like change and some moved
across to Grain Polymer Rubber Industry . One such key engineer was Jack Cooke who's
influence led to the development of another entirely new ground breaking cab. The steel framed,
fibreglass panelled SP (Steel / Plastics) as fitted on the B Series models.
CHAPTER III
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
RESEARCH DESIGN
Research design has been done by carrying out surveys and fling up of questionnaires by
the buyers and dealers. This was mainly an explanatory son of a research so that the idea behind
the project can be carried out. The research was carried on by judgmental sampling and snow
ball sampling as well as the population to be studied is difficult to if some members are thought
to be better (more knowledgeable. more willing. etc.) than others to interview. Relyingon the
judgment of some knowledgeable experts may be far more productive in identifying potential
interviewees than trying to develop a list of the population in order to randomly select a small
number.
RESEARCH METHODOLOGY
Research type
Sampling techniques
Convenience sampling
Sampling area
GRAY GRAIN POLYMER RUBBER INDUSTRY AT MADURAI
Questionnaire 20
Data collection
Statistical tool
DESCRIPTIVE RESEARCH
Descriptive Research is the process of finding solutions for a problem after a tough study and
analysis of situational factors. It tries to solve a complex and complicated problems through uses
of various tools and techniques. These tools and techniques try to bring out a logical accurate and
scientific solution for a given problem.
RESEARCH DESIGN
Research Design is the arrangement of conditions for collections and analysis of data in a
manner that aims to combine relevance to the research purpose economy in procedure in fact the
research design is the conceptual structure within which research is conducted. It constitutes the
blue print for the collection and analysis of data. The research design adapted in the study was
descriptive study
Sampling Technique
SOURCES OF DATA
The two main sources of data for the present study been used are primary and secondary data.
PRIMARY DATA
SECONDARY DATA
Under this the sources were taken from books, company brochures and internet for this study.
SAMPLING DESIGN
A sampling design is a define plan for obtaining a sample from a given population. It refers to
the technique or the procedure, the research would adopt in selecting items for the sample.
Sample is the process of selecting a sufficient number of elements from the population, so that a
study of the sample and an understanding of its properties or characteristics would make it
possible for us to generalize such properties or characteristics to the population elements.
SAMPLE POPULATION
SAMPLE SIZE
Considering the nature and extent of the study and with the time constraint a sample size of
100respondents have been taken.
SAMPLING TECHNIQUE:
Snow ball sampling has been used for the purpose of studying the dealers and retailers as it
helped in locating the dealers who were presently engaged in the sales of GRAY GRAIN
POLYMER RUBBER INDUSTRY AT MADURAI
Convenient sampling method was used for dealers in distant places as accessibility emerged as a
problem in these locations.
i. Percentage method
ii. Chi- square analysis
iii. Simple Correlation
iv. Weighted average method Percentage method Percentage refers to a special kind of
ration. Percentage is used in making comparisons between two or more series of data.
Percentage is used to describe relationships. Percentage can also used to compare the relative
terms the distribution of two or more series of data.
The objective of the Chi- square analysis is to determine whether real on significant differences
exist among various groups. It helps to find out whether two (or) more attributes are associated
(or) not whether the attributes are dependent (or) independent. Chi square test involves a
comparison of expected frequency (Ei) with the observed frequency (Oi). Simple correlation
When two variables are studied it is a simple correlation.
Percentage analysis and chi-square are used for analyzing the data collected.
Percentages are obtained when ratios are multiplied by 150
No. of respondents
Percentage of respondents = ---------------------------- X 100
Total No.of respondents
CHI-SQUARE ANALYSIS:
CHAPTER-IV
TABLE 4.1
Job Profile
INTERPRETATION:
From the table 4.1 it can observe that 51.4% of the respondents are Yes about Company
has Job Profile, while 48.6% are No about the Suitable steps of the company.
TABLE 4.2
INTERPRETATION:
From the table 4.2 it can observe that 55.7% of the respondents are Yes about Company
has Finish every work, while 44.3% are No about the Suitable steps of the company.
TABLE 4.3
INTERPRETATION:
The above table can be interpreted that the Guidance From Your Superior of the respondent are
32.9% of the respondent of Always, 42.9% of the respondent of Sometimes,24.3% of the
respondent are Never.
TABLE 4.4
INTERPRETATION:
The above table can be interpreted that the Perform your work of the respondent are 30.0% of the
respondent of Yes, 44.3% of the respondent of No,25.7% of the respondent are Cant say.
TABLE 4.5
Typeofwork
INTERPRETATION:
The above table can be interpreted that the Type of Work the respondent are 27.1% of the
respondent of Yes, 42.9% of the respondent of No,30.0% of the respondent are Cant say.
TABLE 4.6
Competency Mapping
70 100.0 100.0
Total
CHART
INTERPRETATION:
The above table can be interpreted that the Competency Mapping of the respondent are 24.2% of
the respondent of Yes, 52.9% of the respondent of No,22.9% of the respondent are Cant say.
TABLE 4.7
INTERPRETATION:
The above table can be interpreted that the Competency Mapping Regularly of the respondent
are 42.9% of the respondent of Yes, 32.8% of the respondent of No,24.3% of the respondent are
Cant say.
TABLE 4.8
INTERPRETATION:
The above table can be interpreted that the Recruitment and selection of the respondent are
27.3% of the respondent of Yes, 31.8% of the respondent of No,41.9% of the respondent are
Cant say.
TABLE 4.9
INTERPRETATION:
The above table can be interpreted that the Individual carrier development of the respondent are
27.1% of the respondent of Yes, 32.9% of the respondent of No,40.0% of the respondent are
Cant say.
TABLE 4.10
Knowledge is critical
INTERPRETATION:
The above table can be interpreted that the Knowledge is critical of the respondent are 27.1% of
the respondent of Yes, 42.9% of the respondent of No,30.0% of the respondent are Cant say.
TABLE 4.11
Source of Knowledge
INTERPRETATION:
The above table can be interpreted that the Source of Knowledge of the respondent are 27.1% of
the respondent of Yes, 35.7% of the respondent of No,37.2% of the respondent are Cant say.
TABLE 4.12
discussion
sharing
INTERPRETATION:
The above table can be interpreted that the Knowledge in this Organization of the respondent are
14.3% of the respondent of Report and journals, 31.4% of the respondent of Meeting and group
discussion,32.9% of the respondent are Experience of the incidence sharing,21.4% of the
respondent are others.
TABLE 4.13
70 100.0 100.0
Total
CHART
INTERPRETATION:
The above table can be interpreted that the Different Department of this organization of the
respondent are 57.1% of the respondent of Formal meeting, 42.9% of the respondent of Informal
Meeting / chat.
TABLE 4.14
INTERPRETATION:
The above table can be interpreted that the Current status of Quality of work life of the
respondent are 15.7% of the respondent of Not in existence at all, 28.6% of the respondent of
Nascent stage,35.7% of the respondent are introduction stage,20.0% of the respondent are 20.0.
TABLE 4.15
INTERPRETATION:
The above table can be interpreted that the IT play a part in sharing knowledge of the respondent
are 30.0% of the respondent of Yes, 34.3% of the respondent of No,35.7% of the respondent are
Cant say.
TABLE 4.16
70 100.0 100.0
Total
CHART
INTERPRETATION:
The above table can be interpreted that the Adequate Extent in this Organization of the
respondent are 22.9% of the respondent of Yes, 40.0% of the respondent of No, 37.1% of the
respondent are Cant say.
TABLE 4.17
INTERPRETATION:
The above table can be interpreted that the Additional Personal Efforts of the respondent are
17.1% of the respondent of Invariably, 25.7% of the respondent of Frequently, 34.3% of the
respondent are Rarely,34.3% of the respondent are never.
TABLE 4.18
70 100.0 100.0
Total
CHART
INTERPRETATION:
The above table can be interpreted that the Knowledge level improve your competency of the
respondent are 28.6% of the respondent of Further education and training in my own time, 41.4%
of the respondent of Personal effort, 30.0% of the respondent are Private research work.
TABLE 4.19
INTERPRETATION:
The above table can be interpreted that the Learning with your colleagues of the respondent are
14.3% of the respondent of Invariably, 34.3% of the respondent of Frequently, 24.3% of the
respondent are Rarely,27.1% of the respondent are Never.
TABLE 4.20
Valid
22 31.4 31.4 78.6
lack of significant and
recognition to knowledge
sharing
15 21.4 21.4 100.0
lack of open mindedness
INTERPRETATION:
The above table can be interpreted that the Biggest cultural barriers of the respondent are 22.9%
of the respondent of I am in position attitude, 24.3% of the respondent of In different of people
toward developmental process, 31.4% of the respondent are lack of significant and recognition
to knowledge sharing,21.4% of the respondent are lack of open mindedness.
TEST
T-TEST
One-Sample Statistics
N Mean Std. Deviation Std. Error Mean
One-Sample Test
Test Value = 0
Lower Upper
ONE-WAY ANOVA:
ANOVA
FinishEveryWork
Sum of Squares df Mean Square F Sig.
16.847 67 .251
Within Groups
Total 17.271 69
CORRELATION
Correlations
GuidanceFromyour Knowledgeiscritica
Superior l
1 -.222
Pearson Correlation
GuidanceFromyourSuperior
Sig. (2-tailed) .064
N 70 70
-.222 1
Pearson Correlation
Knowledgeiscritical
Sig. (2-tailed) .064
N 70 70
CHI-SQUARE TEST
SourceofKnowledge
Observed N Expected N Residual
Total 70
Learningwithyourcolleagues
Observed N Expected N Residual
10 17.5 -7.5
Invariably
24 17.5 6.5
Frequently
SourceofKnowledge Learningwithyourcolleagues
1.229a 5.771b
Chi-Square
Df 2 3
.541 .123
Asymp. Sig.
a. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected cell
frequency is 23.3.
b. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected cell
frequency is 17.5.
CHAPTER-V
It can observe that 51.4% of the respondents are Yes about Company has Job Profile,
while 48.6% are No about the Suitable steps of the company.
It can observe that 55.7% of the respondents are Yes about Company has Finish every
work, while 44.3% are No about the Suitable steps of the company.
It can be interpreted that the Guidance From Your Superior of the respondent are 32.9%
of the respondent of Always, 42.9% of the respondent of Sometimes,24.3% of the
respondent are Never.
It can be interpreted that the Perform your work of the respondent are 30.0% of the
respondent of Yes, 44.3% of the respondent of No,25.7% of the respondent are Cant say.
It can be interpreted that the Type of Work the respondent are 27.1% of the respondent of
Yes, 42.9% of the respondent of No,30.0% of the respondent are Cant say.
It can be interpreted that the Competency Mapping of the respondent are 24.2% of the
respondent of Yes, 52.9% of the respondent of No,22.9% of the respondent are Cant say.
It can be interpreted that the Competency Mapping Regularly of the respondent are
42.9% of the respondent of Yes, 32.8% of the respondent of No,24.3% of the respondent
are Cant say.
It can be interpreted that the Recruitment and selection of the respondent are 27.3% of the
respondent of Yes, 31.8% of the respondent of No,41.9% of the respondent are Cant say.
It can be interpreted that the Individual carrier development of the respondent are 27.1%
of the respondent of Yes, 32.9% of the respondent of No,40.0% of the respondent are
Cant say.
It can be interpreted that the Knowledge is critical of the respondent are 27.1% of the
respondent of Yes, 42.9% of the respondent of No,30.0% of the respondent are Cant say.
It can be interpreted that the Source of Knowledge of the respondent are 27.1% of the
respondent of Yes, 35.7% of the respondent of No,37.2% of the respondent are Cant say.
It can be interpreted that the Knowledge in this Organization of the respondent are 14.3%
of the respondent of Report and journals, 31.4% of the respondent of Meeting and group
discussion,32.9% of the respondent are Experience of the incidence sharing,21.4% of the
respondent are others.
It can be interpreted that the Different Department of this organization of the respondent
are 57.1% of the respondent of Formal meeting, 42.9% of the respondent of Informal
Meeting / chat.
It can be interpreted that the Current status of Quality of work life of the respondent are
15.7% of the respondent of Not in existence at all, 28.6% of the respondent of Nascent
stage,35.7% of the respondent are introduction stage,20.0% of the respondent are
Growth stage.
It can be interpreted that the IT play a part in sharing knowledge of the respondent are
30.0% of the respondent of Yes, 34.3% of the respondent of No,35.7% of the respondent
are Cant say.
It can be interpreted that the Adequate Extent in this Organization of the respondent are
22.9% of the respondent of Yes, 40.0% of the respondent of No, 37.1% of the respondent
are Cant say.
It can be interpreted that the Additional Personal Efforts of the respondent are 17.1% of
the respondent of Invariably, 25.7% of the respondent of Frequently, 34.3% of the
respondent are Rarely,34.3% of the respondent are never.
It can be interpreted that the Knowledge level improve your competency of the
respondent are 28.6% of the respondent of Further education and training in my own
time, 41.4% of the respondent of Personal effort, 30.0% of the respondent are Private
research work.
It can be interpreted that the Learning with your colleagues of the respondent are 14.3%
of the respondent of Invariably, 34.3% of the respondent of Frequently, 24.3% of the
respondent are Rarely,27.1% of the respondent are Never.
It can be interpreted that the Biggest cultural barriers of the respondent are 22.9% of the
respondent of I am in position attitude, 24.3% of the respondent of In different of people
toward developmental process, 31.4% of the respondent are lack of significant and
recognition to knowledge sharing,21.4% of the respondent are lack of open mindedness.
SUGGESTION:
In every organization recruitment and selection plays a vital role. The study reveals that
the recruitment and selection process offered in three selected industries is effective. The HR
manager of the selected industries has to focus on selecting the right persons through other
sources like campus placements, job.com, data banks etc.
The selection is done by evaluating the candidates skills, knowledge and abilities which
are highly required to the vacancies in selected industries.
It is observed that, the selected industries have satisfied all the procedures of recruitment.
To motivate the employees; the selected industries have planned to offer incentives of
both monetary and non monetary.
It is suggested that the selected industries are advised to follow the existing recruitment
and selection policies in future also
It is suggested that the selected industries should give equal importance to external
sources like agencies, references and data banks in order to get the desired & required
employees.
It is suggested that the selected industries have to encourage the freshers based on their
skills, along with the experienced candidates.
It is suggested that the selected industries have to adopt latest interview techniques to
recruit prospective employees.
CONCLUSION
That management systems are reviewed to ensure that fully documented records,
including all original supporting documentation, are retained to clearly support each stage of the
process.
That effective systems are in place to manage the feedback function and this information
is communicated to candidates at the outset of the process.
The findings of the audit indicate that, in the main, the recruitment and selection
processes in place in the Office of the Revenue Commissioners reflect the spirit and values of the
Code of Practice.
The Commission is satisfied that all those involved in the process are committed to
conducting the appointments process in a fair, impartial and consistent manner with a view to
selecting the best person for the job. Evidence of this includes the development of relevant job
descriptions, structured assessment mechanisms and training for interview board members, all
underpinned by appropriate documented management systems. The Commission has identified
areas for improvement which are outlined in the recommendations.
The Commission is satisfied that the License Holder is, for the most part, compliant with
the terms and conditions of the Recruitment License. The Commission acknowledges the
commitment by the Manpower, Planning and Recruitment Unit in managing the recruitment and
selection function in line with the principles of the Code and the ongoing review of management
systems to improve processes relating to internal and external appointments.
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1. Do you feel you are doing the job according to your job profile?
2. Do you finish every work assigned to your within the time limit?
5. Do you feel the type of work you were performing at the time of your joining and today are
the same?
8. Does recruitment and selection processes carried out considering competency of the
individuals?
14. What is the current status of quality of work life in your company?
a). Not in existence at all b). Nascent stage c). Introduction stage d). Growth stage
17. Do you undertake additional personal efforts to enhance your knowledge level and improve
your competency?
18. What additional personal efforts do you undertake to enhance your knowledge level improve
your competency
a). Further education and training in my own time b). Personal effort
20. Which one is the biggest cultural barrier in quality of work life in company ?