CHAPTER-1

1
 INTRODUCTION

Since World War II and the growth of modern management science, solid business
planning has become the key differentiator enabling competitive success. It seems
unnecessary to point out that planning for a businesses most critical resource is essential.
As we move through the 21st century where a globalized workforce is the basis of
competition we find that the principles of human resource planning and development are of
prime importance. The success of a business or an organization is directly linked to the
performance of those who work for that business. Underachievement can be a result of
workplace failures. Because hiring the wrong people or failing to anticipate fluctuations in
hiring needs can be costly, it is important that conscious efforts are put into human
resource planning.

People are individuals who bring their own perspectives, values and attribute to
organizational life, and when managed effectively, these human traits can bring
considerable benefits to organizations. One of the most significant developments in the
field of organization in recent times is the increasing importance given to human resources.
More and more attention is being paid to motivational aspects of human personality,
particularly the need for self-esteem, group belonging, and self-actualization. This new
awakening of humanism and humanization all over the world has in fact enlarged the scope
of applying principles of human resource management in organizations. The development
of people, their competencies, and the process development of the total organization are
the main concerns of human resource management. Recruitment and selection is the
process of attracting individuals on a timely basis, in sufficient numbers and with
appropriate qualifications. Thus recruitment is the process of identifying and attracting
potential candidates from within and outside an organization to begin evaluating them for
future employment. Selection then begins when the right caliber of candidates are
identified. Selection is thus the process through which organizations make decisions about
who will or will not be allowed to join the organization. The selection process varies from

2
organization to organization, job to job, and country to country. Some of the processes
include screening applications and resumes, testing and reviewing work samples,
interviewing, checking references and background. Organizations use these processes to
increase the likelihood of hiring individuals who possess the right skills and abilities to be
successful at their jobs.

All recruitment and selection should be based on organizations approved human

resource plan. HR Department should assist line mangers to develop their human resource
plan efficiently. Based on the recruitment information from all units, HR Department must
analyze human resource plan to different units and develop a master plan for the entire
organization. To conduct recruitment efficiently, it is better to split the recruitment in
month order. HR Department should process the recruitment after checking with budget
provision and final approval from the top management.

3
 OBJECTIVES OF THE STUDY

The past researches have recommended that employers should review their
recruitment practices and selection criteria, as well as their cultures of employment to
remove any potential for discrimination against women. In accordance with this, the
project sought to identify:

Effective methods and practices used by employers to identify skills, gaps and their
organizations.

Effectiveness of different recruitment methods and practices in addressing skills

needs.

To identify the recruitment and selection practices of CSW Mill.

To examine how recruitment and selection practices affect the performance or

development of

CSW Mill.

To assess the challenges associated with the recruitment and selection practices of
CSW Mill.

To identify factors that will improve recruitment and selection practices at CSW
Mill.

4
 STATEMENT OF THE PROBLEM

The success of organizations in this modern business environment depends on the

caliber of the manpower that steers the day to day affairs of the organizations. The process
of recruiting and selecting all categories of employees into both private and public
companies has been a matter of concern to many and needs attention. Even though it is the
wish of every organization to attract the best human resource in order to channel their
collective effort into excellent performances, unconventional selection practices can mar
any business plan.

Managing people is a definite challenge both at strategic or even organizational

levels. Thus, human resources are well managed and developed in alignment with the
organizational goals and strategies. It has been observed that for any organization to
achieve its stated objectives and goals there is the need for management to put in place
policies or strategies that will help attract the best of employees to strive towards the
achievement of organizational objectives. It has also been observed that the performance
output of employees of CSW Mill is of prime concern to management of CSW Mill as it
affects productivity and the development of the bank. Importantly, some of the employees
who are not able to improve and adjust to their new working environment resign leading to
employee turnover and this affects the organization in terms of cost and productivity.

The study identified and assessed the effectiveness of the recruitment and selection
practices and procedures of CSW Mill, Mahe.

5
PERIOD OF THE STUDY

6
 METHODOLOGY

The sample for the study was taken from the staff of CSW Mill in Mahe. The
sample unit of the study constituted all senior staff from the various departments of the
mill. I have limited the sample size to one hundred (100). The simple random and
purposive sampling techniques were adopted in the selection of the sample units or
respondents from the departments.

Primary and secondary sources of data were used in the research. Questionnaires
were used in the collection of the primary data. Secondary data was sourced through the
use of books, articles, journals, and handouts on human resource development. Electronic
search engines such as the internet and Encarta encyclopedia were also used.

7
 SCOPE OF THE STUDY

The benefit of the study for the researcher is that it helped to gain knowledge and
experience and also provided the opportunity to study and understand the prevalent
recruitment and selection procedures.

THE KEY POINTS OF MY RESEARCH STUDY ARE;

1. To study the fact about CSW Mill, Mahe.

2. To understand and analyze various HR factors including recruitment and selection

procedures at CSWM.

3. To suggest any measures/recommendation for the improvement of the recruitment

procedure.

8
 LIMITATIONS

In the course of information gathering, I have encountered many problems. Some

were personal and finance was also a major hindrance to the course of this research.
Personally, I tried to solicit information from specific department within the company but
was not permitted to do so. If I had been given the necessary assistance from some of the
departments much information could have been collected to enhance the work. Lack of
financial resources restricted my desire to seek information from several areas.

9
CHAPTER-1
INTRODUCTION
OBJECTIVE OF THE STUDY
STATEMENT OF THE PROBLEM
PERIOD
RESEARCH METHEDOLOGY
SIGNIFICANCE AND NEED FOR STUDY
SCOPE OF THE STUDY
LIMITATION OF THE STUDY
CHAPTER SCHEME

10
CHAPTER-2

11
 INDUSTRY PROFILE
The Indian textile industry is about 189 years old, using cotton. Cotton is the white
gold of India. The cotton mill was firstly setup in Kolkata in 1818. The textile industry in
India has made its major development after independence. The textile industry is
undergoing a major orientation towards non clothing application of textile, known as
textiles, which are going roughly at twice rate of textile for clothing application and now
account for more than half of cotton textile production. The process involved in producing
technical textile require expensive equipment and skilled workers are for the moment
contracted in in developed countries. Technical textile have many application including
bed sheet filtration and aggressive materials seatbelts and multiple other specialized
products application. The textile industry has been undergoing a rapid transformation and
is in the process of integrating with the world textile trade industry. The charge is being
driven by the dismantling of MFA and the recently signed general agreement trade and
tariff.

Thetextile and clothing industry is one of the most important industries in the
Indian economy. Not only it is the largest foreign exchange earner, contributing to over
20% of Indias exports and14% industrial output, but it is also account for more than 5%
of GDP and provides direct employment to 38 million people. In fact, it is the second most
important sector next only to agriculture.

National Textile Corporation is the single largest textile central public sector
enterprise under ministry of textiles through its 9 subsidiary companies spread all over the
India. The headquarters of the holding company is at Delhi. The strength of the group is
around 22000 employees. The annual turnover of the company in the year 2004-2005 was
approximately rs.638crores having capacity of 11 lakhs spindle, 1500 looms producing450
meters of clothes annually. NTC took over silk textile mills under the three nationalized
IDA acts raising its number up to 125 mills in 1995. NTC with a view to modernize its 22
mills by itself has drawn a schedule of implementation plan and purchase orders for new
machineries are being placed from April 2006.

12
 NTC to complete modernization of its 22 mills December 2007 simultaneously
these mills are carrying out renovation of old machineries proposed to be retained and have
also undertaken necessary civil, electrical and other commissioned within scheduled time
frame. After modernization of NTC is projected to produce600 lakhs of yarns and 250
lakhs meters of cloth annually with a turnover of more than rs.931 crores in the year 2009-
10. To ensure that quality of the products to consumers, testing of raw materials and
finished goods is done at two stages that is at the mill level and at the subsidiary level.
Further the textiles research centers has been engaged to study the performance of the mills
for reducing the cost of manufacturing.

They have also fixed achievable norms which can be achieved by the mills with the
existing conditions or status of machinery and manpower. To make most efficient use of
available resources and leave average assets to generate resources for modernization. To
reduce surplus manpower through voluntary retirement schemes as also retain and
redeploys the manpower. To improve the productivity of machines. To better up and to
keep maintenance of the equipment with the view to improve the productivity at
achievable norms. As labor productivity is concerned efforts are made to standardize or
finalize work load norms per operative as per standards laid down by the textile research
associations in different regions. Thus efforts are being made to make best use of resources
whether land machines or manpower.

HISTORY OF TEXTILE

The history of textile is almost as old as that of human civilization and as time
moves on the history of textile has further enriched itself in the 6 th and 7th century BC. The
oldest recorded indication of using fiber comes with the invention of fibers and wool fabric
at the excavation of Swisslaic inhabitance. In India a culture of silk was introduced in 400
AD, while spinning of cotton traces back to 3000 BC. The discovery of machines and their
widespread application in processing nature fibers was direct outcome of the industrial
revolution of the 18th and 19th centuries. The discoveries of various synthetic fibers like
nylon treated wider market for textile products and gradually led to the invention of new
and improvised sources of natural fibers. The development of transportation and

13
communication facilitated the path of transportation of localized silks and textile among
various countries.

14
15
COMPANY PROFILE

CANANNORE WEAVING AND SPINNING MILL, located in MAHE, part of

union territory of Pondicherry is a part of NTC, Bangalore. NTC is the one of the leading
textile company under the government of India. It has glorious past but now it is in a
crucial condition. They struggle for existence. It has 6 textile mills included in Kerala and
Mahe.

1. CANANNORE spinning and weaving mills, Mahe

2. CANANNORE spinning and weaving mills, Kannur

3. ALAKAPPA Textile mills, Trissur

4. KERALA Lakshmi mills, Trissur

5. PARVATHY mills, Kollam

6. VIJAY MOHINI mills, Trivandrum

The CANANNORE spinning and weaving mills Mahe is one of the biggest
organization in its kind at Malabar region, starts its production in1964 under private sector
situated at Peringadi, Mahe. It was promoted by Mr.KAYYATH DAMODHARAN.

Due to some financial and labor problems the mill was closed on 23 rd June 1971.
Thereafter on 2nd may 1972 it was takeover by the government of India under industrial
development act and substantially nationalized and silk textile under taken nationalization
act 1974 effective from 1st April 1975.

By its nationalization, the mill put under the control of national textile corporation ltd.
The mill comes under the subsidiary of NTC which covers 16 mills. Since the mill was
taken over by the NT, long term settlement was entered between the management and
union in the service conditions, wages etc. in the year 1982 under an expansion program,

16
the spindle capacity of mill is raised to 30240 spindles. The initial capacity of the mill was
20160 spindles.

The mill is facing strategically financial problems. The mill is running in lose. The
reason behind it is the competition that is faced private and the mill was started in1964 and
it was the technology that has installed during that time. The mill has several departments.
It is mainly producing cotton yarn from cotton fibers. Its products outcomes under the
brand name of NYC. However whenever competition increases, every firm needed to
survive by taking into consideration all new technologies which will help to produce large
volume of products in low cost of production.

PLANT LOCATON

Mill is located at east Palloor, Mahe (a part of union territory of Pondicherry) about
30km south of Canannore in Malabar region of Kerala state. Mahe has a very railway
station in Mangalore Calicut line. The mill is connected to the national highway 17 along
the Calicut Canannore road. Calicut which is 65km south of Mahe is connected by air
service to Mumbai, where main department of national trade corporation status.

17
 PLANT LAYOUT CHART

RAW PRODUCTION ENGINEERING RESTROOM

MATERIAL SECTION ROOM
S STORAGE

ADMINISTRATIVE
BUILDING STORAGE

SECURITY CANTEEN

18
 BASIC FACTS ABOUT THE MILL

Name of the mill : CANANNORE SPINNING AND WEAVING MILL,

MAHE

Address of location : PALLOOR, MAHE (UT OF PONDICHERRY)

General Manager : SS VASAN

Year of establishment : 1964

Registered Office : BANGALORE

Holding Office : DELHI

Banker : CANARA BANK

Raw Materials : COTTON, POLYSTER, VISCOSE

Type of Layout : PROCESS LAYOUT

Brand Name : NTC

Main Market : MUMBAI

Permanent employees : 231

Temporary Employees : 175

Officers : 6

Supervisors : 6

Number of shifts : 3

19
 FUCTIONAL DEPARTMENTS IN CANANNORE
SPINNINGAND WEAVING MILL:

1. PERSONALDEPARTMENT

2. PRODUCTION DEPARTMENT

3. FINANCE DEPARTMENT

4. ENGINEERING DEPARTMENT

5. COTTON DEPARTMENT

6. STORES DEPARTMENT

7. TIME OFFICE DEPARTMENT

20
 REVIEW OF LITERATURE

According to Costello recruitment is described as the set of activities and

processes used to legally obtain a sufficient number of qualified people at the right place
and time so that the people and the organization can select each other in their own best
short and long term interests. In other words, the recruitment process provides the
organization with a pool of potentially qualified job candidates from which judicious
selection can be made to fill vacancies. Successful recruitment begins with proper
employment planning and forecasting. In this phase of the staffing process, an
organization formulates plans to fill or eliminate future job openings based on an analysis
of future needs, the talent available within and outside of the organization, and the current
and anticipated resources that can be expanded to attract and retain such talent. Also
related to the success of a recruitment process are the strategies an organization is prepared
to employ in order to identify and select the best candidates for its developing pool of
human resources. Organizations seeking recruits for base-level entry positions often
require minimum qualifications and experiences. These applicants are usually recent high
school oruniversity/technical college graduates many of whom have not yet made clear
decisions about future careers or are contemplating engaging in advanced academic
activity. At the middle levels, senior administrative, technical and junior executive
positions are often filled internally. The push for scarce, high-quality talent, often recruited
from external sources, has usually been at the senior executive levels. Most organizations
utilize both mechanisms to effect recruitment to all levels.

The focus of recruitment and selection according to Montgomery (1996) is on

matching the capabilities and inclinations of prospective candidates against the demands
and rewards inherent in a given job. Jovanovich said recruitment is a process of attracting
a pool of high quality applicants so as to select the best among them. For this reason, top
performing companies devoted considerable resources and energy to creating high quality
selection systems.

21
 Recruitment and selection process are important practices for human resource
management, and are crucial in affecting organizational success-Jovanovich. Due to the
fact that organizations are always fortified by information technology to be more
competitive, it is natural to also consider utilizing this technology to re-organize the
traditional recruitment and selection process through proper decision techniques, with that
both the effectiveness and the efficiency of the processes can be increased and the quality
of the recruitment and selection decision improved. A human resource information system
is a system exploited to acquire, store, manipulate, analyze, retrieve, and distribute relevant
information regarding an organization's human resources. The purpose of the system is to
support human resource services from the strategic level down to the tactical and
operational levels. Many decisionmaking problems, including recruitment and selection,
are herein involved. The system facilitates automated or computerized procedures to solve
the problems, and is of vital importance as an aggressive tool in the information age.

Researchers indicate that effective recruitment practices and policies enable boards
to find the best candidate for their organization. The personnel function becomes especially
important when recruiting and selecting new administrators. A critical role for human
resource management is how to elicit positive reactions from candidates when discussing
administrative roles. When opportunities are presented to employees to move towards
careers in administration (i.e., tapping shoulders of potential candidates), often a negative
reaction occurs. People without administrative experiences have negative perceptions and
views of the role of the administrator. In attempts to attract and support individuals to the
administrators position it is necessary to identify what barriers prevent potential
candidates from applying to the pool. Job complexity and workload are perceived by
employees as the two considerations having had the greatest impact on the number of
applicants for administrative positions. Other factors include poor remuneration as it
relates to demands and expectations of the job and lack of resources and support structures
in. Many highly qualified, competent, and talented employees dismiss careers in
administration because they do not want to sit in an office all day. Until some alternative
image is understood, or at least some support and resources put in place, a problem of
prescreening and identification will not likely improve.

22
RECRUITMENT AND SELECTION PROCESS AND DEVELOPMENT
OF THE ORGANIZATION

Recruitment and selection forms a core part of the central activities underlying
human resource management: namely, the acquisition, development and reward of
workers. It frequently forms an important part of the work of human resource managers
or designated specialists within work organizations. However, and importantly, recruitment
and selection decisions are often for good reason taken by non-specialists, by the line
managers. There is, therefore, an important sense in which it is the responsibility of all
managers, and where human resource departments exist, it may be that HR managers play
more of a supporting advisory role to those people who will supervise or in other ways
work with the new employee. Recruitment and selection also has an important role to play
in ensuring worker performance and positive organizational outcomes. It is often claimed
that selection of workers occurs not just to replace departing employees or add to a
workforce but rather aims to put in place workers who can perform at a high level and
demonstrate commitment. Recruitment and selection is a topical area. While it has always
had the capacity to form a key part of the process of managing and leading people as a
routine part of organizational life, it is suggested here that recruitment and selection has
become ever more important as organizations increasingly regard their workforce as a
source of competitive advantage. Of course, not all employers engage with this proposition
even at the rhetorical level. However, there is evidence of increased interest in the
utilization of employee selection methods which are valid, reliable and fair.

Mullins indicated that to be a high performing organization, human resource

management must be able to assist the organization to place the right person in the right
job. The human resource management practices include recruitment, selection, placement,
evaluation, training and development, compensation and benefits, and retention of the
employees of an organization. Businesses have developed human resource information
systems that support:

23
 i. Recruitment, selection, and hiring

ii. Job placement

iii. Performance appraisals

iv. Employee benefits analysis

v. Training and development,

vi. Health, safety, and security

The first few activities of human resource management are recruiting and selecting
which deal with the actions concerned, and the recruiting is also less frequently alerted in
human resource information system recently. Besides, e-recruitment on the web being the
current trend for the recruitment and selection processes can further distinguish many
activities of the processes. Dessler lists the essence of these in the following; build a pool
of candidates for the job, have the applicants fill out application forms, utilize various
selection techniques to identify viable job candidates, send one or more viable job
candidates to their supervisor, have the candidate(s) go through selection interviews, and
determine to which candidate(s) an offer should be made.

THE PROCESS OF RECRUITMENT

Odiorne indicated that the quality of new recruits depends upon an organization's
recruitment practices, and that the relative effectiveness of the selection phase is inherently
dependent upon the caliber of candidates attracted. Indeed Smith et al. argue that the more
effectively the recruitment stage is carried out, the less important the actual selection
process becomes. When an organization makes the decision to fill an existing vacancy
through recruitment, the first stage in the process involves conducting a comprehensive job
analysis. This may already have been conducted through the human resource planning
process, particularly where recruitment is a relatively frequent occurrence. Once a job
analysis has been conducted, the organization has a clear indication of the particular

24
requirements of the job, where that job fits into the overall organization structure, and can
then begin the process of recruitment to attract suitable candidates for the particular
vacancy.

According to Odiorne, one result of effective recruitment and selection is reduced

labor turnover and good employee morale. Recruiting ineffectively is costly, since poor
recruits may perform badly and/or leave their employment, thus requiring further
recruitment. In a cross national study of recruitment practices, suggests that, in reality,
recruitment practices involve little or no attempt to validate practices. Personnel managers
tend to rely on feedback from line managers and probationary periods and disciplinary
procedures to weed out mistakes. Firms with high quit rates live with them and tend to
build them into their recruitment practices and they do not analyze the constitution of their
labor turnover.

A number of recent studies have suggested that some recruitment methods are more
effective than others in terms of the value of the employees recruited.

Miyake, indicated that while advertising is usual for job vacancies, applicants were
sometimes recruited by word of mouth, through existing employees. Besides being
cheaper, the grapevine finds employees who stay longer (low voluntary turnover) and
who are less likely to be dismissed (low involuntary turnover). People recruited by word of
mouth stay longer because they have a clearer idea of what the job really involves. Miyake,
reviewed five studies in which average labor turnover of those recruited by advertising was
51 per cent. The labor turnover for spontaneous applicants was 37 per cent and turnover for
applicants recommended by existing employees was 30 per cent. One hypothesis proposed
to account for this was the better information hypothesis. It was argued that people who
were suggested by other employees were better and more realistically informed about the
job than those who applied through newspapers and agencies. Thus, they were in a better
position to assess their own suitability. Better informed candidates are likely to have a
more realistic view of the job, culture of the organization and job prospects. Burack, argues
that recruitment sources are significantly linked to differences in employee performance,
turnover, satisfaction and organizational commitment. In a survey of 201 large US

25
companies, Burack asked respondents to rate the effectiveness of nine recruitment sources
in yielding high-quality, high-performing employees. The three top ranked sources were
employee referrals, college recruiting and executive search firms. However, Burack,
cautions that, while these general results are useful, there is a need for greater internal
analysis of the relative quality of recruits yielded by different sources.

In a study assessing the recruitment of new graduates, Kersley et al reiterated the

anticipatory socialization stage for students planning to enter professions, and in particular
the effects of recruitment and selection experiences on career expectations and orientation.
They agreed that the nature of students job search activity, the possession of relevant work
experience, and exposure to employers through recruitment and selection activities may
form part of the evolving sequence of a persons work experiences which contributes to
anticipatory socialization. It has been argued that exposure to employers through
recruitment and selection is a social process where employers and potential employees
gradually perceive a match. Through job search activities and awareness of employers
recruitment literature and events, students gather information about organizations goals,
values, climate and work practices to guide their ultimate decision. Exposure to selection
procedures provides information about the culture and attributes of an organization, and
candidates form judgments from their perceptions of the fairness of the selection methods
used. Delery and Doty argued that providing students with greater awareness of
employment opportunities, and equipping them with the ability to be proactive in
approaching potential employers, will lead to more effective career self-management and
selection processes.

26
 CHAPTER 3

DATA ANALYSISAND INTERPRETATION

27
 TABLE SHOWING RESPONDENTS ON GENDER BASIS

TABLE-1

SL.NO GENDER NO.OF PERCENTAGE

RESPONDENTS

1 MALE 20 40%

2 FEMALE 30 60%

TOTAL 50 100%

FIGURE-1

RESPONDENTS ON GENDER BASIS

35

30

25

20 Percentage

15

10

0
MALE FEMALE

INTERPRETATION

Among the 50 samples which I have taken, 40% of the employees are male and 60% of the
employees are female. From this we can interpret that most of the employees of CSWM
are female.

TABLE SHOWING RESPONDENTS ON AGE BASIS

28
TABLE-2

SL.NO AGE NO.OF PERCENTAGE

RESPONDENTS

1 Below 20 Nil Nil

2 20-30 12 24

3 30-40 12 24

4 40 and above 26 52

TOTAL 50 100%

FIGURE-2

RESPONDENTS ON AGE BASIS

30

25

20
Percentage
15

10

0
Below 20 20-30 30-40 40 and above

INTERPRETATION

Among these 50 respondents 24% of employees are of age 20-30, 24% are 30-40 and 52%
are above 40 years.

TABLE SHOWING RESPONDENTS ON EXPERIENCEBASIS

TABLE-3

SL.NO EXPERIENCE NO.OF PERCENTAGE

29
 (in years) RESPONDENTS

1 Below 10 34 68

2 11-20 10 20

3 20 and above 6 12

TOTAL 50 100%

FIGURE-3

RESPONDENTS ON EXPERIENCE BASIS

40
35
30
25 Percentage
20
15
10
5
0
Below 10 10 to 20 20 and above

INTERPRETATION

Among these 50 employees, 68% are experienced below 10 years, 20% are in between 11
and 12 and 20 % are above 20.

TABLE SHOWING THE OPINION ABOUT PRESENT JOB

TABLE-4

OPINION NO.OF RSPONDENTS PERTCENTAGE

30
Excellent 6 12

Satisfied 44 88

Dissatisfied - -

Highly dissatisfied - -

Total 50 100

FIGURE-4

OPINION ABOUT PRESENT JOB

50
45
40
35
30
25
20
15
10
5
0
Excellent Satisfied Dissatisfied Highly dissatisfied

INTERPRETATION

The above table reveals the employees opinion about present job. Among the respondents 6
people are of the view that they are highly satisfied, ie 12% of the employees are of the
response that the employment condition is excellent.

TABLE SHOWING THE ORGANIZATIONS AFFIRMATIVE

ACTIONS NEEDS CLARIFIED AND SUPPORTED IN THE
SELECTION PROCESS

TABLE-5

31
 OPINION ON NO.OF RSPONDENTS PERTCENTAGE
AFFIRMATIVE
ACTIONS

Poor 6 12

Adequate 30 60

Excellent 14 28

Total 50 100

FIGURE-5

OPINION ON AFFIRMATIVE ACTIONS

35
30
25
20
15
10
5
0
Poor Adequate Excellent

INTERPRETATION

The above table reveals the employees opinion about the organizations affirmative action
needs clarified and supported in the selection process. under the respondents 12% are poor,
60% are adequate and 28% are excellent.

TABLE SHOWING IS THE ORGANIZATION DOING TIMELINESS

RECRUITMENT AND SELECTION PROCESS

TABLE-6

OPINION NO.OF RSPONDENTS PERTCENTAGE

32
YES 42 84

NO 8 16

Total 50 100

FIGURE-6

OPINION ON TIMELINESS RECRUITMENT AND SELECTION PROCESS

50
40
30
20
10
0

YES
NO

INTERPRETATION

The above table reveals about the organization going timeliness recruitment and selection
process. Under the respondents, 84% said yes and the rest 16% said no.

TABLE SHOWING HR PROVIDES AN ADEQUATE POOL OF

QUALITY APPLICANTS

TABLE-7

OPINION NO.OF RSPONDENTS PERTCENTAGE

YES 41 82

NO 9 18

33
 Total 50 100

FIGURE-7

OPINION SHOWING HR PROVIDES AN ADEQUATE POOL OF QUALITY APPLICANTS

45
40
35
30
25
20
15
10
5
0
YES NO

INTERPRETATION

The above table reveals that HR provides adequate pool of quality applicants. Under the
respondents 82% are of positive answer and 18% provides a negative answer.

TABLE SHOWING THE EFFECTIVENESS OF THE

INTERVIEWING PROCESS AND OTHER SELECTION
INSTRUMENTS SUCH AS TESTING

TABLE-8

OPINION NO.OF RSPONDENTS PERTCENTAGE

Poor 6 12

34
Adequate 34 68

Excellent 10 20

Total 50 100

FIGURE-8

OPINION SHOWING EFFECTIVENESS OF THE INTERVIEWING PROCESS

INTERPRETATION

The above table reveals the effectiveness of the interviewing process and other selection
instruments such as testing. Under the respondents 12% are poor, 68% are adequate and
the rest are excellent.

TABLE SHOWING THE HR TEAM ACT AS A CONSULTANT TO

ENHANCE THE QUALITY OF THE APPLICANT PRE-SCREENING
PROCESS

TABLE-9

REACTION NO.OF RSPONDENTS PERTCENTAGE

Yes 36 72

35
No 14 28

Total 50 100

FIGURE-9

THE HR TEAM ACT AS A CONSULTANT TO ENHANCE THE QUALITY

40
35
30
25
20
15
10
5
0

Yes
No

INTERPRETATION

The above table reveals the HR team acts as a consultant to enhance the quality of the
applicants. Under the respondents 72% said yes and the reaction of the rest of the 28%
were no.

TABLE SHOWING THE HR TRAIN HIRING EMPLOYEES TO

MAKE THE BEST HIRING DECISIONS

TABLE-10

REACTION NO.OF RSPONDENTS PERTCENTAGE

Yes 42 84

No 8 16

Total 50 100

36
FIGURE-10

THE HR TRAIN HIRING EMPLOYEES TO MAKE THE BEST HIRING DECISIONS

No

Yes

0 5 10 15 20 25 30 35 40 45

INTERPRETATION

The above table reveals the HR train hiring employees to make the best hiring decisions.
From the respondents we can analyze that 84% of the employees reacted as yes and the rest
of 16% said no.

TABLE SHOWING HOW WELL HR FINDS GOOD CANDIDATES

FROM NON-TRADITIONAL SOURCES WHEN NECESSARY

TABLE-11

OPINION NO.OF RSPONDENTS PERTCENTAGE

Poor 6 12

Adequate 42 84

Excellent 2 4

Total 50 100

37
FIGURE-11

HOW WELL HR FINDS GOOD CANDIDATES FROM NON-TRADITIONAL SOURCES WHEN NECESSARY

45
40
35
30
25
20
15
10
5
0
Poor
Adequate
Excellent

INTERPRETATION

The above table reveals about how well HR finds good candidates. Under the respondents
12% have a poor view and 84% said adequate and 4% said excellent.

TABLE SHOWING HR DEPARTMENTS PERFORMANCE IN

RECRUITMENT AND SELECTION

TABLE-12

OPINION NO.OF RSPONDENTS PERTCENTAGE

Poor 2 4

Adequate 22 44

Excellent 26 52

Total 50 100

FIGURE-12

38
 HR DEPARTMENTS PERFORMANCE IN RECRUITMENT AND SELECTION
45
40
35
30
25
20
15
10
5
0
Poor Adequate Excellent

INTERPRETATION

The above table reveals that HR departments performance in recruitment and selection.
Among the respondents, 2% have an opinion that the hr department has a low influence in
recruitment and selection. But the majority, almost 52% said that HR department has an
unavoidable participation in the process of recruitment and selection. And the rest 44% has
an opinion of adequacy.

TABLE SHOWING HR DEPARTMENT IS PERFECT IN SELECTION

POLICY OF THE EMPLOYEE

TABLE-13

REPONCE NO.OF RSPONDENTS PERTCENTAGE

Yes 48 96

No 2 4

Total 50 100

FIGURE-13

39
 HR DEPARTMENT IS PERFECT IN SELECTION POLICY OF THE EMPLOYEE
60

50

40

30

20

10

0
Yes No

INTERPRETATION

The ABOVE table reveals the perfection of HR department in selection policy of

employees.

TABLE SHOWING THE JOB DESCRIPTION AND JOB

SATISFACTION IN RECRUITMENT PROCESS

TABLE-14

REPONCE NO.OF RSPONDENTS PERTCENTAGE

Agree 28 56

Disagree 2 4

Neutral 20 40

Total 50 100

FIGURE-14

40
 THE JOB DESCRIPTION AND JOB SATISFACTION IN RECRUITMENT PROCESS

30
25
20
15
10
5
0
Agree Disagree Neutral

INTERPRETATION

The above table reveals about job description and job specification in recruitment process.
Under the respondents 48% agree 4% disagree and 40% of respondents are neutral.

TABLE SHOWING HR INCORPORATES THE CHANGES IN THE

EXTERNAL ENVIRONMENT WHILE ASSESSING FUTURE NEEDS

TABLE-15

REPONCE NO.OF RSPONDENTS PERTCENTAGE

Agree 10 20

Disagree 40 80

Neutral - -

Total 50 100

FIGURE-15

41
HR INCORPORATES THE CHANGES IN THE EXTERNAL ENVIRONMENT WHILE ASSESSING FUTURE NEEDS

45
40
35
30
25
20
15
10
5
0
Agree Disagree Neutral

INTERPRETATION

The above table reveals HR incorporates changes in external environment. Under the
respondents20% agreed and rest of the 80% disagree.

TABLE SHOWING THE RIGHT JOB IS BEING PERFORMED BY

THE DESERVED PERSON AT WORKING ENVIRONMENT

TABLE-16

REPONCE NO.OF RSPONDENTS PERTCENTAGE

Agree 26 52

Disagree 4 8

Neutral 20 40

Total 50 100

FIGURE-16

42
THE RIGHT JOB IS BEING PERFORMED BY THE DESERVED PERSON AT WORKING ENVIRONMENT
30

25

20

15

10

0
Agree Disagree Neutral

INTERPRETATION

The above table reveals HR incorporates changes in external environment. Under the
respondents20% agreed and rest of the 80% disagree.

43
TABLE SHOWING HAPPY WITH THE SALARY OFFERED BY THE
COMPANY

TABLE-17

REPONCE NO.OF RSPONDENTS PERTCENTAGE

Yes 16 32

No 34 68

Total 50 100

FIGURE-17

HAPPY WITH THE SALARY OFFERED BY THE COMPANY

40
35
30
25
20
15
10
5
0
Yes No

INTERPRETATION

The above table reveals about the salary offered by the company. Under the respondents
32% are satisfied with the salary provided by the company and the rest 64% arent.

44
TABLE SHOWING EMPLOYEES COMPETENCY MATCHES WITH
JOB SPECIFICATION

TABLE-18

REPONCE NO.OF RSPONDENTS PERTCENTAGE

Agree 26 52

Disagree 4 8

Neutral 20 40

Total 50 100

FIGURE-18

EMPLOYEES COMPETENCY MATCHES WITH JOB SPECIFICATION

30

25

20

15

10

0
Agree Disagree Neutral

INTERPRETATION

The above table reveals that employees competency matches with job specification. Under
the respondents 52% agree, 8% disagree and 40% are neutral.

45
TABLE SHOWING INTERNET RECRUITMENT IS EFFECTIVE OR
NOT

TABLE-19

REPONCE NO.OF RSPONDENTS PERTCENTAGE

Yes 38 76

No 12 24

Total 50 100

FIGURE-19

INTERNET RECRUITMENT IS EFFECTIVE OR NOT

40
35
30
25
20
15
10
5
0
Yes No

INTERPRETATION

The above table reveals that whether the internet recruitment are effective or not. Under
the respondents 76% have the view that the use of internet in recruitment is effective but
the rest of the respondents, i.e. for 24% have the view that the internet recruitment is
ineffective.

46
 TABLE SHOWING THE BEST RECRUITMENT SOURCES
ACCORDING TO PREFERENCE

TABLE-20

REPONCE NO.OF RSPONDENTS PERTCENTAGE

Internal recruitment 4 8

External recruitment 8 16

Both 38 76

Total 50 100

FIGURE-20

THE BEST RECRUITMENT SOURCES ACCORDING TO PREFERENCE

40
35
30
25
20
15
10
5
0
Internal recruitment External recruitment Both

INTERPRETATION

The above table reveals about the best recruitment sources. Under the respondents, 8% said
internal recruitment is best, 16% said external recruitment is best and majority, i.e. 76%
said both the external and internal are good.

47
 CHAPTER 4

FINDINGS, SUGGESTION AND CONCLUSION

FINDINGS

48
 Majority of the employees are female, i.e. 60%.

Majority of the employees are satisfied about their present job.

Majority of the employees are adequate about the organizations affirmative action.

Majority of the employees said the organization is doing timeliness recruitment and

selection process.

Majority of the employees said HR provides an adequate pool of quality applicant.

Majority of the employees are adequate with the effectiveness of the interviewing

process and other selection instruments such as testing.

Majority of the employees said HR team act as consultant to enhance the quality of

the applicant pre-screening process.

Majority of the employees said HR train hiring employees to make the best hiring

decision.

Majority of employees are adequate about, HR finds good candidates from non-

traditional sources when necessary.

Majority of employees are adequate about HR departments performance in

recruiting and selection.

Majority of employees said HR department is efficient in selection policy of the

employees.

49
 Most of the employees are agreed with the job description and job specification in

recruitment process.

Most of the employees are disagreed with HR incorporates the changes in the

external environment while assessing future needs.

Majority of the employees are agreed with the right job is being performed by the

deserved person at your working environment.

Majority of the employees are not happy with the salary offered by the company.

Majority of the employees said both internal and external recruitment is the best

recruitment sources.

Majority of the employees are satisfactory about recruitment and selection

procedure in the company.

Majority of the employees said both structured and unstructured is the technique

used for interview.

50
 SUGGESTIONS

Entrepreneurs should go for campus placement on large scale as source of external

recruitment so that capable students make contribution in growth of industry.

During training procedure, entrepreneurs should give preference to job rotation

because in job rotation, employees feel some changes regarding place, environment

etc and take more interest in their work.

To make easy and congenial environment in organization, it is necessary that

entrepreneurs should interact with their supervisors on regular basis.

Workers participation in management is also an important tool of motivation and

entrepreneur must apply this method in their organization so that the workers feel

that they are the part of organization and provide their suggestion and views

regarding the success of organization.

To increase the efficiency of employees it is necessary that entrepreneurs provide

the more facilities of counseling to their employees.

HRM practices should be strengthened further in the industrial sector so that

potential of manpower at various levels should be utilized in an effective manner.

Youth generation are not coming in the manufacturing sector even after the spread

of higher and technical education. Entrepreneur development programs should be

launched to motivate the young people to enter in the industrial sector.

51
 Entrepreneurship development programs should be started for the existing

entrepreneurs to upgrade their skills and knowledge so that they may able to

understand the changing economic environment.

Modern techniques to evaluate the employees should be utilized for the betterment

of the organization.

More emphasis should be given on councessing and problems.

52
 CONCLUSION

Materials, people, systems, tools, knowledge, management, equipment, processes,

skills and attitudes, all are very important input for any kind of production cycle in an

organization. To increase productivity of any organization they need to develop suffering

process properly and consider the following important issues:

Planning

Motivation

Organization

Managerial function

Staffing

Coordinating

Controlling

Transformation of demographic makes up of the work force, including

internationalization, quality of employee recruitment decision must be ensured,

53
recruitment and selection processes are complex and involve human making so that, there

should be careful monitoring to minimize subjectivity and ensure fairness. Human is the

most dynamic recourse for an organization. Getting the best person is critical task.

Recruitment and selection are integral part or components of human resources activities,

which include employee training, development, compensation and employee relation. To

increase productivity, growth and progress, effective and dynamic recruitment and

selection procedures are essential. A qualified person is the beginning of better

performance. All organization needs a strong team to accomplish their goals and

objectives. Without proper recruitment and selection processes, its too tough to build up

dynamic working group and successive atmosphere for all tasks.

54
BIBLIOGRAPHY

55
WEBSITES:

www.google.com

www.scribed.com

www.wikipedia.com

www.ask.com

www.hr.guide.com

BOOK REFERENCE:

Human resources management, K Aswathapha

Human resources and personnel management

OTHER SORCES:

56
 Dictionary

57
APPENDIX

58
QUESTIONNIRE

Personal profile

Gender : male { } female {}

Age : below 10yrs { } 20-30ysrs { }

30-40yrs { } above 40yrs { }

Experience : below 10yrs { } 10-20yrs { }

above 20yrs

Opinion about present job.

excellent { } satisfied { } dissatisfied { }

highly dissatisfied { }

How well are the organizations affirmative action needs clarified and

supported in the selection process?

poor { } adequate { } excellent { }

59
Is there organization doing timeliness recruitment and selection process?

Yes { } no { }

Does HR provide an adequate pool of quality applicants?

Yes { } no { }

Rate the effectiveness of the interviewing process and other selection

instruments, such as testing?

poor { } adequate { } excellent { }

Does the HR team act as a consultant to enhance the quality of the applicant

pre-screening process?

yes { } no { }

Does HR train hiring employees to make the best hiring decision?

yes { } no { }

Rate how well HR finds good candidates from nontraditional sources when

necessary?

poor { } adequate { } excellent { }

60
How would you rate the HR departments performance in recruitment and

selection?

poor { } adequate { } excellent { }

Does the HR department is efficient in selection policy of the employee?

yes { } no { }

HR clearly define the job description and job specification in recruitment

process.

agree { } disagree { } neutral { }

HR incorporates the changes in the external environment whileasessing future

needs.

agree { } disagree { } neutral { }

Do you feel that the right job is being performed by the deserved person at

your working environment?

agree { } disagree { } neutral { }

Are you happy with the salary what you offered by the company?

yes { } no { }

61
The employees competency matches with the job specification?

agree { } disagree { } neutral { }

Is internet recruitment is effective in your opinion?

yes { } no { }

What should be the best recruitment sources according to your opinion

preference?

Internal recruitment { } external recruitment { }

Both { }

How do you think about recruitment and selection procedure in your

company?

Satisfactory { } unsatisfactory { }

Which type of techniques is used for interview?

Structured { } unstructured { }

Both { } others { }

62
63