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CHAPTER: l

INTRODUCTION AND DESIGN OF THE STUDY

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CHAPTER: l INTRODUCTION AND DESIGN OF THE STUDY

INTRODUCTION

RECRUITMENT AND SELECTION PROCESS

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

employees and stimulating them to apply for jobs in the Organization."

Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified

applicants for the future human resources needs even though specific vacancies do not exist.

Usually, the recruitment process starts when a manger initiates an employee requisition for a

specific vacancy or an anticipated vacancy.

It is the process to discover sources of manpower to meet the requirement of staffing schedule

and to employ effective measures for attracting that manpower in adequate numbers to facilitate

effective selection of an efficient working force.

Recruitment of candidates is the function preceding the selection, which helps create a pool of

prospective employees for the organization so that the management can select the right candidate

for the right job from this pool. The main objective of the recruitment process is to expedite the

selection process.

Recruitment is almost central to any management process and failure in recruitment can create

difficulties for any company including an adverse effect on its profitability and inappropriate

levels of staffing or skills. Inadequate recruitment can lead to labor shortages, or problems in

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management decision making and the recruitment process could itself be improved by following

management theories. The recruitment process could be improved in sophistication with Rodgers

seven point plan, Munro-Frasers five-fold grading system, psychological tests, personal

interviews, etc. Recommendations for specific and differentiated selection systems for different

professions and specializations have been given. A new national selection system for

psychiatrists, anesthetists and dental surgeons has been proposed within the UK health sector

Need for Recruitment

The need for recruitment may be due to the following reasons / situations

Vacancies: due to promotions, transfers, retirement, termination, permanent disability,

death and labour turnover.

Creation of new vacancies: due to growth, expansion and diversification of business

activities of an enterprise.

In addition, new vacancies are possible due to job respecification.

The recruitment and selection is the major function of the human resource department and

recruitment process is the first step towards creating the competitive strength and the strategic

advantage for the organizations. Recruitment process involves a systematic procedure from

sourcing the candidates to arranging and conducting the interviews and requires many resources

and time.

Identifying the vacancy:

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The recruitment process begins with the human resource department receiving requisitions for

recruitment from any department of the company. These contain:

Posts to be filled

Number of persons

Duties to be performed

Qualifications required

Preparing the job description and person specification.

Locating and developing the sources of required number and type of employees

(Advertising etc).

Short-listing and identifying the prospective employee with required characteristics.

Arranging the interviews with the selected candidates.

Conducting the interview and decision making

The HR Role in Recruitment changed and HRM:

Decides about the design of the recruitment processes and to decide about the split of

roles and responsibilities between Human Resources and Hiring Manager

Decides about the right profile of the candidate

Decides about the sources of candidates

Decides about the measures to be monitored to measure the success of the process

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A traditional role of HR in Recruitment was an administrative part of the whole process. The

HRM was responsible for maintaining the vacancies advertised and monitored, but the real

impact of HRM to the performance of the whole recruitment process was minimal.

But as the role of Human Resources in the business was increasing, the HR Strategy was

changed. From making the process working to the real management of HR Processes and the

Recruitment Process was the first to manage.

The role of HR in Recruitment is very important as HRM is the function to work on the

development of the recruitment process and to make the process very competitive on the market.

As the job market gets more and more competitive, the clearly defined HR Role in Recruitment

will be growing quickly. HRM is not a function to conduct all the interviews today, the main role

of Human Resources is to make the recruitment process more attractive and competitive on the

job market.

Scope of HR Recruitment:

HR jobs are one of most important tasks in any company or organization.

To structure the Recruitment policy of company for different categories of employees.

To analyses the recruitment policy of the organization.

To compare the Recruitment policy with general policy.

To provide a systematic recruitment process.

It extends to the whole Organization. It covers corporate office, sites and works

appointments all over India.


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It covers workers, Clerical Staff, Officers, Jr. Management, Middle Management and

Senior Management cadres.

A recruitment agency provides you with career counseling which renders a crystal clear

picture of what are the possible career options out there for you and which job option

suits you the best.

Objective of HR

To obtain the number and quality of employees that can be selected in order to help the

organization to achieve its goals and objectives.

Recruitment helps to create a pool of prospective employees for the organization so that

the management can select the right candidate for the right job from this pool.

Recruitment acts as a link between the employers and the job seekers and ensures the

placement of right candidate at the right place at the right time.

Recruitment serves as the first step in fulfilling the needs of organizations for a

competitive, motivated and flexible human resource that can help achieve its objectives.

The recruitment process exists as the organization hire new people, who are aligned with

the expectations and they can fit into the organization quickly.

Advantage of Outsourcing Recruitment/Hiring of Consultancy

Traditionally, recruitment is seen as the cost incurring process in an organization. HR

outsourcing helps the HR professionals of the organisations to concentrate on the strategic

functions and processes of human resource management rather than wasting their efforts, time

and money on the routine work.

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Outsourcing the recruitment process helps to cut the recruitment costs to 20 % and also provide

economies of scale to the large sized organizations.

The major advantages of outsourcing performance management are:

Cost Reduction

Result Qualitative/Quantitative Time saving of


Hiring of consultancy
Company

Focus Management Effort

Outsourcing is beneficial for both the corporate organizations that use the outsourcing services as

well as the consultancies that provide the service to the corporate. Apart from increasing their

revenues, outsourcing provides business opportunities to the service providers, enhancing the

skill set of the service providers and exposure to the different corporate experiences thereby

increasing their expertise.

The advantages accruing to the corporate are:

Turning the management's focus to strategic level processes of HRM

Accessibility to the expertise of the service providers

Freedom from red tape and adhering to strict rules and regulations

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Optimal resource utilization

Structured and fair performance management.

A satisfied and, hence, highly productive employees

Value creation, operational flexibility and competitive advantage

Therefore outsourcing helps both the organizations and the consultancies to grow and perform

better.

Changing Role of Recruitment Intermediaries:

Recruitment consultancies, agencies or intermediaries are witnessing a boom in the demand of

their services, both by the employers and the job seekers. With an already saturated job market,

the recruitment intermediaries have gained a vital position acting as a link between the job

seekers and the employers.

But at the same time, one of the major threats faced by this industry is the growing popularity of

e-recruitment. With the changing demand, technologies and the penetration and increasing use of

internet, the recruitment consultancies or the intermediaries are facing tough competition. To

retain and maintain their position in the recruitment market, the recruitment intermediaries or

consultants (as they are commonly known) are witnessing and incorporating various changes in

terms of their role, functions and the services.

According to a survey amongst top employers, most of them agree with the growing influence of

technology and the Internet on the recruitment processes. 70 per cent of employers reported the

use of application portal on their companys official website. Apart from that, the emerging

popularity of the job portals is also growing.

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But the fact that the intermediaries or the consultants are able to provide their expert services,

economies of scale, up to 40 percent savings in the recruitment costs, knowledge of the market,

the candidates, understanding of the requirements, and most importantly, the assess to the

suitable and talented candidates and the structured recruitment processes. The recruitment

intermediaries save the organizations from the tedious of weeding out unsuitable resumes, co-

coordinating interviews, posting vacancies etc. give them an edge over the other sources of

recruitment.

To retain their position as the service providers in the recruitment market, the recruitment

intermediaries are providing vale added services to the organizations. They are incorporating the

use of internet and job portals, making their services more efficient.

Despite of the growing use of the internet, the recruitment intermediaries are predicted to

continue dominating the recruitment market in the anticipated future.

Recruitment Management System

Recruitment management system is the comprehensive tool to manage the entire recruitment

processes of an organization. It is one of the technological tools facilitated by the information

management systems to the HR of organizations. Just like performance management, payroll and

other systems, Recruitment management system helps to contour the recruitment processes and

effectively managing the ROI on recruitment.

The features, functions and major benefits of the recruitment management system are 4explained

below:

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Structure and systematically organize the entire recruitment processes.

Recruitment management system facilitates faster, unbiased, accurate and reliable

processing of applications from various applications.

Helps to reduce the time-per-hire and cost-per-hire.

Recruitment management system helps to incorporate and integrate the various links like

the application system on the official website of the company, the unsolicited

applications, outsourcing recruitment, the final decision making to the main recruitment

process.

Recruitment management system maintains an automated active database of the

applicants facilitating the talent management and increasing the efficiency of the

recruitment processes.

Recruitment management system provides and a flexible, automated and interactive

interface between the online application system, the recruitment department of the

company and the job seeker.

Offers tolls and support to enhance productivity, solutions and optimizing the recruitment

processes to ensure improved ROI.

Recruitment management system helps to communicate and create healthy relationships

with the candidates through the entire recruitment process.

The Recruitment Management System (RMS) is an innovative information system tool

which helps to sane the time and costs of the recruiters and improving the recruitment

processes.

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HR Recruitment Process

HR Telephonic Interview Questions:

Tell me about yourself?

Tell me about your job profile?

How much current CTC, youre getting in current organization?

How much youre expecting form new organization?

How the notice period you required if you are selected?

Why did you want to resign from your previous job?

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HR Challenges in Recruitment

Recruitment is a function that requires business perspective, expertise, ability to find and match

the best potential candidate for the organization, diplomacy, marketing skills (as to sell the

position to the candidate) and wisdom to align the recruitment processes for the benefit of the

organization. The HR professionals handling the recruitment function of the organization- are

constantly facing new challenges. The biggest challenge for such professionals is to source or

recruit the best people or potential candidate for the organization.

In the last few years, the job market has undergone some fundamental changes in terms of

technologies, sources of recruitment, competition in the market etc. In an already saturated job

market, where the practices like poaching and raiding are gaining momentum, HR professionals

are constantly facing new challenges in one of their most important function- recruitment. They

have to face and conquer various challenges to find the best candidates for their organizations.

The major challenges faced by the HR in recruitment are:

Adaptability to globalization The HR professionals are expected and required to keep in

tune with the changing times, i.e. the changes taking place across the globe. HR should

maintain the timeliness of the process

Lack of motivation Recruitment is considered to be a thankless job. Even if the

organisation is achieving results, HR department or professionals are not thanked for

recruiting the right employees and performers.

Process analysis The immediacy and speed of the recruitment process are the main

concerns of the HR in recruitment. The process should be flexible, adaptive and

responsive to the immediate requirements. The recruitment process should also be cost

effective.

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Strategic prioritization The emerging new systems are both an opportunity as well as a

challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing

the tasks to meet the changes in the market has become a challenge for the recruitment

professionals.

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SELECTION:

MEANING OF SELECTION:

Selection is the process of picking up individuals (out of the pool of job applicants) with

requisite qualifications and competence to fill jobs in the organization. A formal definition of

Selection is as under

Definition of Selection: Process of differentiating

Selection is the process of differentiating between applicants in order to identify and hire those

with a greater likelihood of success in a job.

PROCESS / STEPS IN SELECTION

1. Preliminary Interview: The purpose of preliminary interviews is basically to eliminate

unqualified applications based on information supplied in application forms. The basic objective

is to reject misfits. On the other hands preliminary interviews is often called a courtesy interview

and is a good public relations exercise.

2. Selection Tests: Jobseekers who past the preliminary interviews are called for tests. There

are various types of tests conducted depending upon the jobs and the company. These tests can

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be Aptitude Tests, Personality Tests, and Ability Tests and are conducted to judge how well an

individual can perform tasks related to the job. Besides this there are some other tests also like

Interest Tests (activity preferences), Graphology Test (Handwriting), Medical Tests,

Psychometric Tests etc.

3. Employment Interview: The next step in selection is employment interview. Here

interview is a formal and in-depth conversation between applicants acceptability. It is

considered to be an excellent selection device. Interviews can be One-to-One, Panel Interview, or

Sequential Interviews. Besides there can be Structured and Unstructured interviews, Behavioral

Interviews, Stress Interviews.

4. Reference & Background Checks: Reference checks and background checks are

conducted to verify the information provided by the candidates. Reference checks can be through

formal letters, telephone conversations. However it is merely a formality and selections decisions

are seldom affected by it.

5. Selection Decision: After obtaining all the information, the most critical step is the selection

decision is to be made. The final decision has to be made out of applicants who have passed

preliminary interviews, tests, final interviews and reference checks. The views of line managers

are considered generally because it is the line manager who is responsible for the performance of

the new employee.

6. Physical Examination: After the selection decision is made, the candidate is required to

undergo a physical fitness test. A job offer is often contingent upon the candidate passing the

physical examination.

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7. Job Offer: The next step in selection process is job offer to those applicants who have

crossed all the previous hurdles. It is made by way of letter of appointment

8. Final Selection

IMPORTANT OF SELECTION PROCESS

Selection means to choose the person from among the prospective candidates to fill in the vacant

posts in the organisation. The success of the organisation depends upon the quality of personnel

selected for the job. Thus selection of personnel is the most important function of the personnel

management. The importance of selection may be judged from the following facts.

(1) Procurement of Qualified and Skilled WorkersScientific selection facilitates the

procurement of well qualified and skilled workers in the organisation. It is in the interest of the

organisation in order to maintain the supremacy over the other competitive firms. Selection of

skilled personnel reduces the labour cost and increases the production. Selection of skilled

personnel also facilitate the expansion in the size of the business.

(2) Reduced Cost of Training and DevelopmentProper selection of candidates reduces the cost

of training because qualified personnel have better grasping power. They can understand the

technique of the work better and in no time. Further, the organisation can develop different

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training programmes for different persons on the basis of their individual differences, thus

reducing the lime and cost of training considerably.

(3) Absence of Personnel ProblemsProper selection of personnel reduces personnel problems

in the organisation. Many problems like labour turnover, absenteeism and monotony shall not be

experienced in their severity in the organisation. Labour relations will be better because workers

will be fully satisfied by the work. Skilled workers help the management to expand the business

and to earn more profits and management inturn compensate the workers with high wages,

benefits etc.

Advantages and Disadvantages of Conducting Tests For Selection of Employees!

Advantages of Test:

(i) Proper Assessment:

Tests provide a basis for finding out the suitability of candidates for various jobs.The mental

capability, aptitude, liking and interests of the candidates enable the selectors to find out whether

a person is suitable for the job for which he is a candidate.

(ii) Objective Assessment: s

Tests provide better objective criteria than any other method. Subjectivity of every type is almost

eliminated.

(iii) Uniform Basis:

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Tests provide a uniform basis for comparing the performance of applicants. Same tests are given

to the candidates and their score will enable selectors to see their performance.

(iv) Selection of Better Persons:

The aptitude, temperament and adjustability of candidates are determined with the help of tests.

This enables their placement on the jobs where they will be most suitable. It will also improve

their efficiency and job satisfaction.

(v) Labour Turnover Reduced:

Proper selection of persons will also reduce labour turnover. If suitable persons are not selected,

they may leave their job sooner or later. Tests are helpful in finding out the suitability of persons

for the jobs. Interest tests will help in knowing the liking of applicants for different jobs. When a

person gets a job according to his temperament and interest he would not leave it.

Disadvantages of Tests:

The Tests Suffer From The Following Disadvantages:

(i) Unreliable:

The inferences drawn from the tests may not be correct in certain cases. The skill and ability of a

candidate may not be properly judged with the help of tests.

(ii) Wrong Use:

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The tests may not be properly used by the employees. Those persons who are conducting these

tests may be biased towards certain persons. This will falsify the results of tests. Tests may also

give unreliable results if used by incompetent persons.

(iii) Fear of Exposure:

Some persons may not submit to the tests for fear of exposure. They may be competent but may

not like to be assessed through the tests. The enterprise may be deprived of the services of such

personnel who are not willing to appear for the tests but are otherwise suitable for the concern.

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COMPANY PROFILE

Business Type : Exporter / Manufacturer / Supplier

Laminates (fancy/decorative), hpl laminate, decorative laminate,


compact laminate, post form laminate, kitchen laminate,
Products Exporter, Manufacturer
: embossed laminate, colour cor...
and Supplier

Total Employees : 500-1000

Year Established : 1992

Top 3 Markets Southern Europe 8.33%Northern Europe 8.33%Central America 8.33%

History of the company

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Rushil Decor Ltd is the flagship company of the Rushil Group. The company offers

comprehensive engineered interior products include Decorative Laminate Sheets and Plain

Particle Boards. They have an integrated multi-product modern facilities strategically

located at Gujarat. Also, they operate through 5 marketing offices, 14 Consignment agents

and 70 distributors. Rushil Decor Ltd was incorporated on May 24, 1993 as a private limited

company with the name Rushil Decor Pvt Ltd. During the year, the promoters of the

company acquired the laminate manufacturing unit at Gandhinagar in Gujarat

manufacturing 1,680,000 Laminate sheets per annum at Dholakuva, in Gandhinagar. In the

year 2002, the promoters of the company set up one more unit under the name, having

installed capacity of 840,000 Laminate sheets per annum. In the year 1994, the company

received their first export order. In the year 1998, the promoters of the company set up a

manufacturing unit under the name, Mica Rushil Pvt Ltd for manufacturing decorative

laminated sheets having installed capacity of Rushil High Pressure Laminates Pvt Ltd for

manufacturing decorative laminated sheets having installed capacity of manufacturing

480,000 Laminate sheets per annum at Itla, in Gandhinagar. In order to consolidate the

efforts and for better administration, the group companies, namely Mica Rushil Pvt Ltd and

Rushil High Pressure laminates Pvt Ltd engaged in the same line of activity were

amalgamated with the company with effect from April 1, 2005. In the year 2007, the

company signed an mou with Government of Gujarat for new projects. The company was

awarded ISO 9001:2000 for Quality Assured. Also, they received ISO14001:2004 for

Environmental System for all the units. In December 4, 2007, the company was converted

into a public limited company and the name was changed to Rushil Decor Ltd. In September

2009, the company expanded their activities and started manufacturing Plain Particle Board

at Navalgadh in Gujarat with the installed capacity is 1376000 Cubic Meter per annum. In

November 2009, they commenced commercial production. The company purchased a new

land sight at Chikmagalur Karnataka for a new project. The company is in the process of

setting up Medium Density Fibre Board (MDF) plant with an installed capacity of 90000 Cu
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M per annum for manufacturing Medium Density Fibre Board at Chikmagalur, Karnataka.
Products & Services
Products of Rushil Dcor LTD.

Solid Color Laminates Sky Blue Color Laminates


These solid color laminates These sky blue color laminates
makes our residence interiors makes our residence interiors
classic and designer. These solid classic and designer. These sky
color laminates are made from blue color laminates are made
very high quality raw material from very high quality raw
which ensures high durability at material which ensures high
its user end. durability at its user ......
Red Color Laminates Light Peach Color Laminates
These red color laminates makes These light peach color laminates
our residence interiors classic makes our residence interiors
and designer. These red color classic and designer. These light
laminates are made from very peach color laminates are made
high quality raw material which from very high quality raw
ensures high durability at its user material which ensures high
end. durability at its ......
Grey Color Laminates Dark Peach Color Laminates
These grey color laminates These dark peach color
makes our residence interiors laminates makes our residence
classic and designer. These grey interiors classic and designer.
color laminates are made from These dark peach color
very high quality raw material laminates are made from very
which ensures high durability at high quality raw material which
its user end. ensures high durability at its ......
Dark Blue Color Laminates Burgundy Color Laminates
These dark blue color laminates These burgundy color laminates
makes our residence interiors makes our residence interiors
classic and designer. These dark classic and designer. These
blue color laminates are made burgundy color laminates are
from very high quality raw made from very high quality raw
material which ensures high material which ensures high
durability at its user ...... durability at its user ......

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Blue Color Laminates Black Color Laminates
These blue color laminates These black color laminates
makes our residence interiors makes our residence interiors
classic and designer. These blue classic and designer. These black
color laminates are made from color laminates are made from
very high quality raw material very high quality raw material
which ensures high durability at which ensures high durability at
its user end. its user end.

BASIC DETAILS

Incorporation Date Registration Number


035064
03/12/1998

Company Type Listing Type


Private Unlisted

Industry Category Company Nature


Manufacturing (Wood Products) Company limited by shares

Company Sub Category Registering Authority


Indian Non-Government Company Registrar of Company-Ahmedabad

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CHAPTER: 2

REVIEW OF LITERATURE

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INTRODUCTION:

Recruitment and selection are vital functions of human resource management for any type of

business organization. These are terms that refer to the process of attracting and choosing candidates

for employment. The quality of the human resource the firm has heavily depends on the effectiveness

of these two functions. Recruiting and selecting the wrong candidates who are not capable come with

a huge negative cost which businesses cannot afford. Thus, the overall aim of recruitment and

selection within the organization is to obtain the number and quality of employees that are required to

satisfy the strategic objectives of the organization, at minimal cost.

According to Edwin B Flippo Recruitment is nothing but the process of searching the

candidates for employment and then stimulating them for jobs in the organization. It is the

activity that links the employees and the job seekers. It is also defined as the process of finding

and attracting capable applicants for employment. It is the pool of applicants from which the new

employees are selected. It can also be defined as a process to discover sources of manpower to

meet the requirement of the staffing schedule and to employ effective measures for attracting the

manpower in adequate numbers in order to facilitate the effective selection of an efficient

working force.

According to David A De Cenzo The recruitment needs are of three types which are as follow:

(a) First one is Planned Needs: These are the needs that arise from the changes in the

organization and retirement policy creating vacancy for new jobs.

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(b).Second one is Anticipated Needs: These are those movements in personal which an

organization can predict by studying trends both in external as well as internal environment.

(c) Last one is Unexpected Needs: These needs arise due to various reasons like deaths,

resignations, accidents, illness, relocation etc.

Taylor, P. (1998). Seven staff selection myth This article outlines seven commonly held

misconceptions about recruitment And selection practices. Areas discussed include the validity of

various Recruitment and selection measures (e.g., interviewing, reference checks), the

Conditions necessary to maximize the effectiveness of these practices, and Common mistaken

perceptions of the interview process. This article is most Useful for readers interested in

workforce development theory and research.

Opatha (2010) recruitment is the process of finding and attracting suitably qualified people to

apply for job vacancies in the organization. It is a set of activities an organization uses to attract

job candidates who have the needed abilities and attitudes. Recruitment is the process of

generating a pool of qualified applicants for organizational job vacancies.

Ofori and Aryeetey (2011) recruitment is the process of generating a pool of competent

individuals to apply for employment within an organization. Evidence has shown that larger

corporations are more likely than smaller organizations in implementing sophisticated

recruitment processes (Bacon & Hoque, 2005) with majority of smaller organizations relying on

referrals and advertising as their recruitment practices of choice (Barber, Wesson, Roberso &

Taylor, 1999).

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Gamage (2014) the objectives of selection function are to get the right person to the right job,

establish and maintain a good image as a good employer, and maintain the selection process as

cost effective as possible. Selection is an extremely important aspect to consider for businesses

due to a number of reasons. Often the performance of businesses relates directly to the people

working within it, meaning the right people need to be hired to ensure organizational success.

Henry and Temtime (2009) construed recruitment as the entry point of manpower into an

organization and the path an organization must follow from there on in order to make sure that

they have attracted the right individuals for their culture and vibes so that the overall strategic

goals are achieved .

Montana and Charnov (2000) maintained that recruitment and selection include sourcing

candidates by advertising or other methods, screening potential candidates using tests and

interviews, selecting candidates based on the results of the tests or interviews, and on-boarding to

ensure that the candidates are able to fulfill their new roles effectively.

According to Huselid (1995) it is recruitment procedures that provide a large pool of qualified

applicants, paired with a reliable and valid selection regime that will have a substantial influence

over the quality and type of skills new employees possess. The implication of this line of thought

is that an organizations human resource policies and practices represent important forces for

shaping employee behaviour and attitudes.

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Terpstra and Rozell (1993) reported of a positive association between the extensiveness of

recruiting, selection test validation and the use of formal selection procedures and firm profits.

Similarly, Rauf (2007) discovered that sophisticated recruitment and selection procedures are

positively related to performance in organizations.

Istvn (2010) observed that there are a plenty of techniques used in recruitment and hiring today

among which are some methods not accepted by experts universally, or not recommended for the

hiring process. As argued by Istvn, selection methods can be evaluated in several ways. One

possible approach is to compare hiring techniques on the basis of their validity, impartiality,

scope of usage, and cost.

Sinha and Thaly (2013) noted that there is a variety of recruitment approaches and most

organizations will use a combination of two or more of these as part of a recruitment process or

to deliver their overall recruitment strategy. However, which recruiting channels should be used

depends on the job position, on the companys employer brand, on the resources the company

has on its recruiting team, on how much recruiting budget the company has, etc. One can use

them all and find out which suits the best. Every recruiting channel offers different benefits and

limitations and works better for certain situations and companies. The key is collecting real-time

recruitment metrics on these recruiting channels to figure out what works best for the company

in different situations. The recruiting experience of each company is different and the best way to

figure out what works best is to analyze metrics based on the past recruiting efforts, not the

efforts of everybody else. Once the company has its recruiting metrics solution in place, it is time

to start using the recruiting channels that the company thinks will work for it.

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Subbarao (2006) explained the recruitment sources used by individual job seekers at various

levels, the study further highlighted the importance of different types of approaches used at the

time of recruitment which in turn makes any organization well-established or less established.

According to Sarkar and Kumar (2007) organizational performance is hinged on the approach

which the organization adopts in the recruitment and selection of employees. To this end, Sarkar

and Kumar spoke of a holistic model of recruitment i.e. emphasizing the importance of the whole

process of recruitment and the interdependence of its parts.

Vyas (2011) asserted that the current trend is that organizations are looking for methods of

reducing the time and effort in the recruitment and selection process.

Bohlander, Snell & Sherman (2001) reported that it is important for managers to understand the

objectives, policies and practices used for selection. More importantly, those responsible for

making selection decisions should have adequate information upon which to base their decisions.

Mullins (1999) the important thing is for some suitable plan to be used, complying with all legal

requirements relating to employment and equal opportunities, to follow recommended codes of

practice and to ensure justice and fair treatment for all applicants.

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According to Okoh (2005), not just that organizational selection practices determine who is

hired, the use of the proper selection criteria will increase the probability that the right person

will be chosen. When the best people are selected for the job, productivity increases.

Robbins (2005) observed, organizations human resource policies and practices represent

important forces for shaping employee behavior and attitudes. In view of the findings, the study

suggests that in designing and instituting recruitment and selection criteria quality should not be

compromised. This is more so as the right type of labour is hard to come by. Furthermore, given

that organizational environment is ever changing, the banks management is implored to

constantly evaluate the banks selection methods on the basis of their validity, impartiality, scope

of usage, and cost.

From the above literature review, it is evident that, the Recruitment and selection process depicts

the efficiency of organization. Along with that Recruitment and selection are very useful for

decision making in the company by Board of Directors and management create a perfect goal for

organisation.

MBA: III/ SIP/ 2015-17 Page 30


CHAPTER: 3

RESEARCH METHEDOLOGY

CHAPTER: 3 RESEARCH METHEDOLOGY

MBA: III/ SIP/ 2015-17 Page 31


Statement of the problem :

Rushil Decore Ltd is doing recruitment without job analysis and without knowing the current

requirements of a position which might need to be formally updated; selection tools might not

accurately assess candidates in Rushil Decor Ltd.

Research Objectives:

To study the process of recruitment & selection


To study the interview process of Rushil Dcor Ltd.
To determine which recruitment and selection practices are most effective
.
To determine how the recruitment and selection practices affect organizational outcomes.

SCOPE OF 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
process.
The key points of my research study are:

i. To Understand and analyze various HR factors including recruitment and selection


process at consultant.

ii. To suggest any measures/recommendations for the improvement of the recruitment and
selection process.

Hypothesis:

H0: There is no any significant relationship between qualification and skills of an


employee and selection.

MBA: III/ SIP/ 2015-17 Page 32


H1: There is significant relationship between qualification and skills of an
employee and selection.
H0: experience of an employee does not a major factor for selection and
recruitment process for Rushil Dcor.
H2: experience of an employee does a major factor for selection and recruitment
process for Rushil Decor

Research design:-

Descriptive Research:

Descriptive research is used to describe characteristics of a population or phenomenon being

studied. It does not answer questions about how/when/why the characteristics occurred. The

characteristics used to describe the situation or population are usually some kind of categorical

scheme also known as descriptive categories. For example, the periodic table categorizes the

elements. Scientists use knowledge about the nature of electrons, protons and neutrons to devise

this categorical scheme. We now take for granted the periodic table, yet it took descriptive

research to devise it. Descriptive research generally precedes explanatory research. For example,

over time the periodic tables description of the elements allowed scientists to explain chemical

reaction and make sound prediction when elements were combined.

Sampling technique:-

Judgmental Sampling

Judgmental sampling is a form of convenience sampling in which the population elements are

selected based on the judgment of the researcher.

MBA: III/ SIP/ 2015-17 Page 33


Target population and Sample size

The target population was the employees of the all department of Rushil Dcor Ltd. The

employees targeted were of all age group.

Population: 300 employees

This is the reason why researchers rely on sampling techniques. A research population is also

known as a well-defined collection of individuals or objects known to have similar

characteristics. All individuals or objects within a certain population usually have a common,

binding characteristic or trait.

A sample size of 150 employees of Rushil Dcor Ltd. has been taken.

Research area: Limbodra

Sample Unit: Each employee of Rushil Dcor

A sampling unit is one of the units into which an aggregate is divided for the purpose

of sampling, each unit being regarded as individual and indivisible when the selection is made.

Method: Survey Method

A field of applied statistics of human research surveys, survey methodology studies the sampling

of individual units from a population and the associated survey data collection techniques, such

MBA: III/ SIP/ 2015-17 Page 34


as questionnaire construction and methods for improving the number and accuracy of responses

to surveys.

Data collection tool / Mode of Interaction: a structured Questionnaire

Data collection is the process of gathering and measuring information on targeted variables in an

established systematic fashion, which then enables one to answer relevant questions and evaluate

outcomes.

Data Analysis tool: SPSS

Analysis of data is a process of inspecting, cleaning, transforming, and modeling data with the

goal of discovering useful information, suggesting conclusions, and supporting decision-making.

SPSS:

SPSS is the acronym of Statistical Package for the Social Science. SPSS is one of the most

popular statistical packages which can perform highly complex data manipulation and analysis

with simple instructions.

Sampling Frame: A list of all 300 employees.

a list of the items or people forming a population from which a sample is taken.

Sources of Data collection: Primary data

Primary data:

MBA: III/ SIP/ 2015-17 Page 35


Primary research involves the collection of original primary data by researchers. It is often

undertaken after researchers have gained some insight into an issue by reviewing secondary

research or by analyzing previously collected primary data.

Econometric techniques: Chi-square Test

Chi-square Test:

A chi square statistic is a measurement of how expectations compare to results. The data used in

calculating a chi square statistic must be random, raw, mutually exclusive, drawn from

independent variables and be drawn from a large enough sample. For example, the results of

tossing a coin 100 times would meet these criteria.

Limitation of study:

1. Answers of respondents may or may not be bias

2. Researcher has to complete her research in 45 days .

MBA: III/ SIP/ 2015-17 Page 36


CHAPTER:4

DATA ANALYSIS AND INTERPRETATION

MBA: III/ SIP/ 2015-17 Page 37


CHAPTER: 4 DATA ANALYSIS AND INTERPRETATION

Q1. Since how many years have you been working with this organisation?

Since how many years have you been working with this
organisation?
Frequenc Valid Cumulative
y Percent Percent Percent
Valid 1-5 years 106 70.7 70.7 70.7
5-10 years 36 24.0 24.0 94.7
10 to 15 years 6 4.0 4.0 98.7
More than 15 2 1.3 1.3 100.0
years
Total 150 100.0 100.0

Interpretation:
From the above chart it show that the percentage of employees working days in organisation in
the years 1 to 5 the Frequency is 106, Percentage is 70.7, Valid Percent 70.7 and Cumulative
Percent is 70.7 than the next 5 to 10 years he Frequency is 36, Percentage is 24.0, Valid Percent
24.0 and Cumulative Percent is 94.7 than the next 10 to 15 years the Frequency is 6, Percentage
is 4.0, Valid Percent 4.0 and Cumulative Percent is 98.07 then the next more than 15 years the
Frequency is 2, Percentage is 1.3, Valid Percent 1.3 and Cumulative Percent is 100

MBA: III/ SIP/ 2015-17 Page 38


Q2. Does the organisation clearly define the position objectives, requirements and
candidate specifications in the recruitment process?

Organisation clearly define the position objectives, requirements and


candidate specifications in the recruitment process

Frequency Percent Valid Percent Cumulative Percent

Valid Yes 150 100.0 100.0 100.0

Interpretation:
From the above chart show that the organisation clearly define the position objectives,
requirements and candidate specifications in the recruitment process so some employee say yes
and that Frequency is 149, Percentage is 99.3, Valid Percentage is 99.3 and Cumulative
Percentage is 99.3 or some employees say no and that Frequency is 1, Percentage is 0.7, Valid
Percentage is 0.7 and Cumulative Percentage is 100.

MBA: III/ SIP/ 2015-17 Page 39


Q3.1. The selection of media used for the advertisement was effective

The selection of media used for the advertisement was effective


Frequenc Valid Cumulative
y Percent Percent Percent
Valid Disagree 1 .7 .7 .7
Neutral 117 78.0 78.0 78.7
Agree 21 14.0 14.0 92.7
Strongly 11 7.3 7.3 100.0
Agree
Total 150 100.0 100.0

Interpretation:
From the above chart show that the selection of media used for the advertisement was effective
so the employees who say Disagree and that Frequency is 1, Percentage is 0.7, Valid Percentage
is 0.7 and Cumulative Percentage is 0.7 than next who say Neutral and that Frequency is 117,
Percentage is 78.0, Valid Percentage is 78.0 and Cumulative Percentage is 78.7 than the next who
say Agree and that Frequency is 21, Percentage is 14.0, Valid Percentage is 14.0 and Cumulative
Percentage is 92.7 than the next who say Strongly Agree and that Frequency is 11, Percentage is
7.3, Valid Percentage is 7.3 and Cumulative Percentage is 100.

MBA: III/ SIP/ 2015-17 Page 40


Q3.2 The job specifications were clearly mentioned in the advertisement

The job specifications were clearly mentioned in the advertisement


Valid Cumulative
Frequency Percent Percent Percent
Valid Neutral 29 19.3 19.3 19.3
Agree 99 66.0 66.0 85.3
Strongly 22 14.7 14.7 100.0
Agree
Total 150 100.0 100.0

Interpretation:
From the above chart show that the job specifications were clearly mentioned in the
advertisement so the employees who say Neutral and that Frequency is 29, Percentage is 19.3,
Valid Percentage is 19.3 and Cumulative Percentage is 19.3 than the next who say Agree and
that Frequency is 99, Percentage is 66.0, Valid Percentage is 66.0 and Cumulative Percentage is
85.3 than the next who say Strongly Agree and that Frequency is 22, Percentage is 14.7, Valid
Percentage is 14.7 and Cumulative Percentage is 100.

MBA: III/ SIP/ 2015-17 Page 41


Q3.3. The interviewer were warm and supportive

The interviewer were warm and supportive

Cumulative
Frequency Percent Valid Percent Percent

Valid Disagree 1 .7 .7 .7

Neutral 44 29.3 29.3 30.0

Agree 51 34.0 34.0 64.0

Strongly Agree 54 36.0 36.0 100.0

Total 150 100.0 100.0

Interpretation:
From the above chart show that the interviewer were warm and supportive so the employees
who say Disagree and that Frequency is 1, Percentage is 0.7, Valid Percentage is 0.7 and
Cumulative Percentage is 0.7 than next who say Neutral and that Frequency is 44, Percentage is
29.3, Valid Percentage is 29.3 and Cumulative Percentage is 30.0 than the next who say Agree
and that Frequency is 51, Percentage is 34.0, Valid Percentage is 34.0 and Cumulative
Percentage is 64.0 than the next who say Strongly Agree and that Frequency is 54, Percentage is
36.0, Valid Percentage is 36.0 and Cumulative Percentage is 100.

MBA: III/ SIP/ 2015-17 Page 42


Q3.4. The interview conducted was highly structured

The interview conducted was highly structured


Valid Cumulativ
Frequency Percent Percent e Percent
Valid Disagree 1 .7 .7 .7
Neutral 38 25.3 25.3 26.0
Agree 58 38.7 38.7 64.7
Strongly 53 35.3 35.3 100.0
Agree
Total 150 100.0 100.0

Interpretation:
From the above chart show that the interview conducted was highly structured so the employees
who say Disagree and that Frequency is 1, Percentage is 0.7, Valid Percentage is 0.7 and
Cumulative Percentage is 0.7 than next who say Neutral and that Frequency is 38, Percentage is
25.3, Valid Percentage is 25.3 and Cumulative Percentage is 26.0 than the next who say Agree
and that Frequency is 58, Percentage is 38.7, Valid Percentage is 38.7 and Cumulative
Percentage is 64.7 than the next who say Strongly Agree and that Frequency is 53., Percentage
is 35.3, Valid Percentage is 35.3 and Cumulative Percentage is 100.

MBA: III/ SIP/ 2015-17 Page 43


Q3.5. During interview only relevant questions were asked

During interview only relevant questions were asked


Valid Cumulative
Frequency Percent Percent Percent
Valid Neutral 60 40.0 40.0 40.0
Agree 33 22.0 22.0 62.0
Strongly 57 38.0 38.0 100.0
Agree
Total 150 100.0 100.0

Interpretation:
From the above chart show that the During interview only relevant questions were asked so the
employees who say Neutral and that Frequency is 60, Percentage is 40, Valid Percentage is 40.0
and Cumulative Percentage is 40.0 than the next who say Agree and that Frequency is 33,
Percentage is 22.0, Valid Percentage is 22.0 and Cumulative Percentage is 62.0 than the next
who say Strongly Agree and that Frequency is 57, Percentage is 38.0, Valid Percentage is 38.0
and Cumulative Percentage is 100.

MBA: III/ SIP/ 2015-17 Page 44


Q3.6. The advertisement used for recruitment was eye catching and informative

Advertisement used for recruitment was eye catching and informative


Valid Cumulative
Frequency Percent Percent Percent
Valid Disagree 2 1.3 1.3 1.3
Neutral 41 27.3 27.3 28.7
Agree 44 29.3 29.3 58.0
Strongly 63 42.0 42.0 100.0
Agree
Total 150 100.0 100.0

Interpretation:
From the above chart show that the advertisement used for recruitment was eye catching and
informative so employees who say Disagree and that Frequency is 2, Percentage is 1.3, Valid
Percentage is 1.3 and Cumulative Percentage is 1.3 than next who say Neutral and that
Frequency is 41, Percentage is 27.3, Valid Percentage is 27.3 and Cumulative Percentage is 28.7
than the next who say Agree and that Frequency is 44, Percentage is 29.3, Valid Percentage is
29.3and Cumulative Percentage is 58.0 than the next who say Strongly Agree and that
Frequency is 63, Percentage is 42.0, Valid Percentage is 42.0 and Cumulative Percentage is 100.

Q3.7. The candidate profile was adequately described in the advertisement

MBA: III/ SIP/ 2015-17 Page 45


The candidate profile was adequately described in the advertisement
Cumulative
Frequency Percent Valid Percent Percent

Valid Disagree 13 8.7 8.7 8.7

Neutral 48 32.0 32.0 40.7

Agree 43 28.7 28.7 69.3

Strongly Agree 46 30.7 30.7 100.0

Total 150 100.0 100.0

Interpretation:
From the above chart show that the candidate profile was adequately described in the
advertisement so employees who say Disagree and that Frequency is 13, Percentage is 8.7,
Valid Percentage is 8.7 and Cumulative Percentage is 8.7 than next who say Neutral and that
Frequency is 48, Percentage is 32.0, Valid Percentage is 32.0 and Cumulative Percentage is 40.7
than the next who say Agree and that Frequency is 43, Percentage is 28.7, Valid Percentage is
28.7and Cumulative Percentage is 69.3 than the next who say Strongly Agree and that
Frequency is 46, Percentage is 30.7, Valid Percentage is 30.7 and Cumulative Percentage is 100.
Q3.8. The written test used was relevant to the post I applied for

MBA: III/ SIP/ 2015-17 Page 46


The written test used was relevant to the post i applied for
Frequenc Valid Cumulative
y Percent Percent Percent
Valid Strongly 1 .7 .7 .7
Disagree
Disagree 3 2.0 2.0 2.7
Neutral 45 30.0 30.0 32.7
Agree 47 31.3 31.3 64.0
Strongly Agree 54 36.0 36.0 100.0
Total 150 100.0 100.0

Interpretation:
From the above chart show that the written test used was relevant to the post I applied for so
employees who say Strongly Disagree and that Frequency is 1, Percentage is 0.7, Valid
Percentage is 0.7 and Cumulative Percentage is 0.7 than next who say Disagree and that
Frequency is 3, Percentage is 2.0, Valid Percentage is 2.0 and Cumulative Percentage is 2.7 than
next who say Neutral and that Frequency is 45, Percentage is 30.0, Valid Percentage is 30.0 and
Cumulative Percentage is 32.7 than the next who say Agree and that Frequency is 47,
Percentage is 31.3, Valid Percentage is 31.3 and Cumulative Percentage is 64.0 than the next
who say Strongly Agree and that Frequency is 54, Percentage is 36.0, Valid Percentage is 36.0
and Cumulative Percentage is 100.

Q3.9. The interview conducted was highly stressful

MBA: III/ SIP/ 2015-17 Page 47


Interview conducted was highly stressful
Valid Cumulative
Frequency Percent Percent Percent
Valid Strongly 4 2.7 2.7 2.7
Disagree
Disagree 4 2.7 2.7 5.3
Neutral 13 8.7 8.7 14.0
Agree 28 18.7 18.7 32.7
Strongly Agree 101 67.3 67.3 100.0
Total 150 100.0 100.0

Interpretation:
From the above chart show that the interview conducted was highly stressful so employees who
say Strongly Disagree and that Frequency is 4, Percentage is 2.7, Valid Percentage is 2.7 and
Cumulative Percentage is 2.7 than next who say Disagree and that Frequency is 4, Percentage is
2.7, Valid Percentage is 2.7 and Cumulative Percentage is 5.3 than next who say Neutral and
that Frequency is 41, Percentage is 27.3, Valid Percentage is 27.3 and Cumulative Percentage is
32.7 than the next who say Agree and that Frequency is 28, Percentage is 18.7, Valid Percentage
is 18.7and Cumulative Percentage is 51.3 than the next who say Strongly Agree and that
Frequency is 73, Percentage is 48.7, Valid Percentage is 48.7 and Cumulative Percentage is 100.
Q3.10. I was given sufficient time to explain my position

I was given sufficient time to explain my position

MBA: III/ SIP/ 2015-17 Page 48


Valid Cumulative
Frequency Percent Percent Percent
Valid Disagree 10 6.7 6.7 6.7
Neutral 19 12.7 12.7 19.3
Agree 81 54.0 54.0 73.3
Strongly 40 26.7 26.7 100.0
Agree
Total 150 100.0 100.0

Interpretation:
From the above chart show that the organisation given sufficient time to explain my position so
employees who say Disagree and that Frequency is 10, Percentage is 6.7, Valid Percentage is 6.7
and Cumulative Percentage is 6.7 than next who say Neutral and that Frequency is 19,
Percentage is 12.7, Valid Percentage is12.7 and Cumulative Percentage is 19.3 than the next who
say Agree and that Frequency is 81, Percentage is 54.0, Valid Percentage is 54.0 and Cumulative
Percentage is 73.3 than the next who say Strongly Agree and that Frequency is 40, Percentage is
26.7, Valid Percentage is 26.7 and Cumulative Percentage is 100.

Q3.11. I was informed of my selection well in time

I was informed of my selection well in time

MBA: III/ SIP/ 2015-17 Page 49


Cumulative
Frequency Percent Valid Percent Percent

Valid Disagree 1 .7 .7 .7

Neutral 71 47.3 47.3 48.0

Agree 75 50.0 50.0 98.0

Strongly Agree 3 2.0 2.0 100.0

Total 150 100.0 100.0

Interpretation:
From the above chart show that the organisation informed the selection well in time so
employees who say Disagree and that Frequency is 1, Percentage is 0.7, Valid Percentage is 0.7
and Cumulative Percentage is 0.7 than next who say Neutral and that Frequency is 71,
Percentage is 47.3, Valid Percentage is 47.3 and Cumulative Percentage is 48.0 than the next
who say Agree and that Frequency is 75, Percentage is 50.0, Valid Percentage is 50.0 and
Cumulative Percentage is 98.0 than the next who say Strongly Agree and that Frequency is 3,
Percentage is 2.0 , Valid Percentage is 2.0 and Cumulative Percentage is 100.

Q3.12. The salary and other benefits are comparable with best in the industry

Salary and other benefits are comparable with best in the industry

MBA: III/ SIP/ 2015-17 Page 50


Frequenc Valid Cumulative
y Percent Percent Percent
Valid Strongly 22 14.7 14.7 14.7
Disagree
Disagree 11 7.3 7.3 22.0
Neutral 41 27.3 27.3 49.3
Agree 75 50.0 50.0 99.3
Strongly Agree 1 .7 .7 100.0
Total 150 100.0 100.0

Interpretation:
From the above chart show that the salary and other benefits are comparable with best in the
industry so employees who say Strongly Disagree and that Frequency is 22, Percentage is 14.7,
Valid Percentage is 14.7 and Cumulative Percentage is 14.7 than next who say Disagree and
that Frequency is 11, Percentage is 7.3, Valid Percentage is 7.3 and Cumulative Percentage is
22.0 than next who say Neutral and that Frequency is 41, Percentage is 27.3, Valid Percentage
is 27.3 and Cumulative Percentage is 49.3 than the next who say Agree and that Frequency is
75,Percentage is 50.0, Valid Percentage is 50.0 and Cumulative Percentage is 99.3 than the next
who say Strongly Agree and that Frequency is 1, Percentage is 0.7, Valid Percentage is 0.7 and
Cumulative Percentage is 100.
Q3.13. My induction program was formal

MBA: III/ SIP/ 2015-17 Page 51


My induction program was formal
Cumulative
Frequency Percent Valid Percent Percent

Valid Neutral 5 3.3 3.3 3.3

Agree 79 52.7 52.7 56.0

Strongly Agree 66 44.0 44.0 100.0

Total 150 100.0 100.0

Interpretation:
From the above chart show that the organisation induction program was formal so the
employees who say Neutral that Frequency is 5, Percentage is 3.3, Valid Percentage is 3.3 and
Cumulative Percentage is 3.3 than the next who say Agree that Frequency is 79, Percentage is
52.7, Valid Percentage is 52.7 and Cumulative Percentage is 56.0 than the next who say Strongly
Agree that Frequency is 66, Percentage is 44.0, Valid Percentage is 44.0 and Cumulative
Percentage is 100.

Q3.14. There was a formal training for new aspects of my job

MBA: III/ SIP/ 2015-17 Page 52


There was a formal training for new aspects of my job
Valid Cumulative
Frequency Percent Percent Percent
Valid Disagree 28 18.7 18.7 18.7
Neutral 102 68.0 68.0 86.7
Agree 18 12.0 12.0 98.7
Strongly 2 1.3 1.3 100.0
Agree
Total 150 100.0 100.0

Interpretation:
From the above chart show that the organisation informed the selection well in time so
employees who say Disagree that Frequency is 28, Percentage is 18.7, Valid Percentage is 18.7
and Cumulative Percentage is 18.7 than next who say Neutral that Frequency is 102, Percentage
is 68.0, Valid Percentage is 68.0 and Cumulative Percentage is 86.7 than the next who say Agree
that Frequency is 18, Percentage is 12.0, Valid Percentage is 12.0 and Cumulative Percentage is
98.7 than the next who say Strongly Agree and that Frequency is 2, Percentage is 1.3, Valid
Percentage is 1.3 and Cumulative Percentage is 100.
Q3.15. Overall I am satisfied with company's recruitment & selection policies

MBA: III/ SIP/ 2015-17 Page 53


Overall I am satisfied with company's recruitment & selection policies
Valid Cumulative
Frequency Percent Percent Percent
Valid Strongly 18 12.0 12.0 12.0
Disagree
Neutral 101 67.3 67.3 79.3
Agree 3 2.0 2.0 81.3
Strongly Agree 28 18.7 18.7 100.0
Total 150 100.0 100.0

Interpretation:
From the above chart show that the organisation informed the selection well in time so
employees who say Strongly Disagree that Frequency is 18, Percentage is 12.0, Valid Percentage
is 12.0 and Cumulative Percentage is 12.0 than next who say Neutral that Frequency is 101,
Percentage is 67.3, Valid Percentage is 67.3 and Cumulative Percentage is 79.3 than the next
who say Agree that Frequency is 3, Percentage is 2.0, Valid Percentage is 2.0 and Cumulative
Percentage is 81.3 than the next who say Strongly Agree and that Frequency is 28, Percentage is
18.7, Valid Percentage is 18.7 and Cumulative Percentage is 100.
Q4. Please choose the area you are work in from the following:

MBA: III/ SIP/ 2015-17 Page 54


Choose the area you are work
Frequency Percent Valid Cumulative
Percent Percent
Valid Finance and Accounts 10 6.7 6.7 6.7
Marketing 33 22.0 22.0 28.7
Human Resources 61 40.7 40.7 69.3
Production and 46 30.7 30.7 100.0
Operations
Total 150 100.0 100.0

Interpretation:
From the above chart show that in the organization which area they are working so the Finance
and Account department that Frequency is 10, Percentage is 6.7, Valid Percentage is 6.7 and
Cumulative Percentage is 6.7 and next is marketing department that Frequency is 33, Percentage
is 22.0, Valid Percentage is 22.0 and Cumulative Percentage is 28.7 and next is Human
Resources department that Frequency is 61, Percentage is 40.7, Valid Percentage is 40.7 and
Cumulative Percentage is 69.3 and next is Production and Operations department that Frequency
is 46, Percentage is 30.7, Valid Percentage is30.7 and Cumulative Percentage is 100.

MBA: III/ SIP/ 2015-17 Page 55


Q5.1. Your Organisation size

Your Organisation size

Cumulative
Frequency Percent Valid Percent Percent

Valid Medium 150 100.0 100.0 100.0

Interpretation:
From the above chart show that the organisations size so all employees say that that organisation
is a medium size.

MBA: III/ SIP/ 2015-17 Page 56


Q5.2. Your job level

Your job level

Cumulative
Frequency Percent Valid Percent Percent

Valid Middle 44 29.3 29.3 29.3

Operational 106 70.7 70.7 100.0

Total 150 100.0 100.0

Interpretation:
From the above chart show that employees level so the employees who working in middle level
that Frequency is 44, Percentage is 29.3, Valid Percentage is 29.3 and Cumulative Percentage is
29.3 and the employees who working in the operational level that Frequency is 106, Percentage
is 70.7, Valid Percentage is 70.7 and Cumulative Percentage is 100.0.

MBA: III/ SIP/ 2015-17 Page 57


Q6. Please choose your income (Monthly) group from the following:

Choose your income (Monthly)


Valid Cumulative
Frequency Percent Percent Percent
Valid Less than 20000 109 72.7 72.7 72.7
>20000 to 41 27.3 27.3 100.0
40000
Total 150 100.0 100.0

Interpretation:
From the above chart show that the employees who working in the organization that monthly
income so the employees that income less than 20000 that Frequency is 109, Percentage is 72.7,
Valid Percentage is 72.7 and Cumulative Percentage is 72.7 and next the employees that income
between 20000 to 40000 that Frequency is 41, Percentage is 27.3, Valid Percentage is 29.3 and
Cumulative Percentage is 100.

MBA: III/ SIP/ 2015-17 Page 58


Q7. My total experience (In Years) is

My total experience
Cumulative
Frequency Percent Valid Percent Percent

Valid 1.00 16 10.7 10.7 10.7

2.00 28 18.7 18.7 29.3

3.00 27 18.0 18.0 47.3

4.00 31 20.7 20.7 68.0

5.00 4 2.7 2.7 70.7

6.00 10 6.7 6.7 77.3

7.00 14 9.3 9.3 86.7

8.00 4 2.7 2.7 89.3

9.00 8 5.3 5.3 94.7

13.00 3 2.0 2.0 96.7

14.00 2 1.3 1.3 98.0

16.00 1 .7 .7 98.7

19.00 1 .7 .7 99.3

26.00 1 .7 .7 100.0

Total 150 100.0 100.0

MBA: III/ SIP/ 2015-17 Page 59


Interpretation:
From the above chart show that employees total experience in the organisation so the 1 to 5 years
experience Frequency is 125, Percentage is 70.7, Valid Percentage is 70.7 and Cumulative
Percentage is 70.7 and 6 to 10 years experience Frequency is 36, Percentage is 24.0, Valid
Percentage is 24.0 and Cumulative Percentage is 94.7 and more than 11 years experience
Frequency is 8, Percentage is 5.3, Valid Percentage is 5.3 and Cumulative Percentage is 100.

MBA: III/ SIP/ 2015-17 Page 60


Q8. My current age is

My current age is

Cumulative
Frequency Percent Valid Percent Percent

Valid 27.00 1 .7 .7 .7

28.00 4 2.7 2.7 3.3

29.00 22 14.7 14.7 18.0

30.00 3 2.0 2.0 20.0

31.00 7 4.7 4.7 24.7

32.00 24 16.0 16.0 40.7

33.00 5 3.3 3.3 44.0


34.00 7 4.7 4.7 48.7

35.00 14 9.3 9.3 58.0

36.00 23 15.3 15.3 73.3

37.00 7 4.7 4.7 78.0

38.00 1 .7 .7 78.7

39.00 6 4.0 4.0 82.7

40.00 1 .7 .7 83.3

41.00 5 3.3 3.3 86.7

42.00 8 5.3 5.3 92.0

43.00 1 .7 .7 92.7

45.00 7 4.7 4.7 97.3

46.00 2 1.3 1.3 98.7

47.00 1 .7 .7 99.3

49.00 1 .7 .7 100.0

Total 150 100.0 100.0

MBA: III/ SIP/ 2015-17 Page 61


Interpretation:
From the above chart show that the current age of the employees in the organisation so that in the
organisation 25 to 30 years age employees Frequency is 30, Percentage is 20.0, Valid Percentage
is 20.0 and Cumulative Percentage is 20.0 and 31 to 35 years age employees Frequency is 57,
Percentage is 38.0, Valid Percentage is 38.0 and Cumulative Percentage is 58.0 and 36 to 40
years age employees Frequency is 38, Percentage is 27.3, Valid Percentage is 27.3 and
Cumulative Percentage is 83.3 and More than 40 years age employees Frequency is 25,
Percentage is 16.7, Valid Percentage is 16.7 and Cumulative Percentage is 100.

MBA: III/ SIP/ 2015-17 Page 62


Q9 Please mention your Gender:

Please mention your Gender


Cumulative
Frequency Percent Valid Percent Percent

Valid Male 124 82.7 82.7 82.7

Female 26 17.3 17.3 100.0

Total 150 100.0 100.0

Interpretation:
From the above chart show that in the organisation gender so the male employees Frequency is
124, Percentage is 82.7, Valid Percentage is 82.7 and Cumulative Percentage is 82.7 and the
Female employees Frequency is 26, Percentage is 17.3, Valid Percentage is 17.3 and Cumulative
Percentage is 100.

MBA: III/ SIP/ 2015-17 Page 63


Q10. What additional feedback do you have for us regarding the recruitment process?

What additional feedback do you have for us regarding the recruitment


process?

Cumulative
Frequency Percent Valid Percent Percent

Valid No 150 100.0 100.0 100.0

Interpretation:
From the about chart show that the Employees gives additional feedback regarding the
recruitment process so the all employees say No that Frequency is 150, Percentage is 100.0,
Valid Percentage is 100.0 and Cumulative Percentage is 100.0

MBA: III/ SIP/ 2015-17 Page 64


CHI-SQUARE
Q1. During interview only relevant questions were asked * Overall I am satisfied with
company's recruitment & selection policies

The two factors During interview relevant questions and Overall satisfied with company are
independent

Crosstab
Count
Overall I am satisfied with company's recruitment &
selection policies Total
Strongly Strongly
Disagree Neutral Agree Agree
During interview Neutral 7 34 1 18 60
only relevant Agree 2 25 0 6 33
questions were asked Strongly 9 42 2 4 57
Agree
Total 18 101 3 28 150

Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 12.979a 6 .043
Likelihood Ratio 14.372 6 .026
Linear-by-Linear 6.477 1 .011
Association
N of Valid Cases 150
a. 4 cells (33.3%) have expected count less than 5. The
minimum expected count is .66.

Interpretation:

From the above table show that chi-square test between two questions the first question is during

interview only relevant questions were asked and the second question is overall I am satisfied

with company's recruitment & selection policies and that chi-square value is 12.979 and the P

value is 0.043 so that two is combine reject hypothesis.

MBA: III/ SIP/ 2015-17 Page 65


Q2. The advertisement used for recruitment was eye catching and informative * Overall I
am satisfied with company's recruitment & selection policies

The two factors Advertisement was eye catching and informative and Overall satisfied with
company are independent

Crosstab
Count
Overall I am satisfied with company's recruitment &
selection policies Total
Strongly Strongly
Disagree Neutral Agree Agree
The advertisement Disagree 2 0 0 0 2
used for recruitment Neutral 6 27 1 7 41
was eye catching and Agree 5 27 2 10 44
informative Strongly 5 47 0 11 63
Agree
Total 18 101 3 28 150

Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 19.745a 9 .020
Likelihood Ratio 14.506 9 .105
Linear-by-Linear 1.499 1 .221
Association
N of Valid Cases 150
a. 8 cells (50.0%) have expected count less than 5. The
minimum expected count is .04.

Interpretation:

From the above table show that chi-square test between two questions the first question is The

advertisement used for recruitment was eye catching and informative and the second question is

Overall I am satisfied with company's recruitment & selection policies and that chi-square value

19.745 and P value is 0.020 so that two is combine reject hypothesis.

MBA: III/ SIP/ 2015-17 Page 66


Q3. The candidate profile was adequately described in the advertisement * Overall I am
satisfied with company's recruitment & selection policies

The two factors Candidate profile was adequately described in the advertisement and Overall
satisfied with company are independent

Crosstab
Count
Overall I am satisfied with company's recruitment
& selection policies Total
Strongly Strongly
Disagree Neutral Agree Agree
The candidate Disagree 0 0 0 13 13
profile was Neutral 1 45 1 1 48
adequately Agree 16 19 1 7 43
described in the Strongly 1 37 1 7 46
advertisement Agree
Total 18 101 3 28 150

Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 104.147a 9 .000
Likelihood Ratio 91.259 9 .000
Linear-by-Linear 7.355 1 .007
Association
N of Valid Cases 150
a. 6 cells (37.5%) have expected count less than 5. The
minimum expected count is .26.

Interpretation:

From the above table show that chi-square between two questions the first question is The

candidate profile was adequately described in the advertisement and the second question is

Overall I am satisfied with company's recruitment & selection policies and that chi-square value

is 104.147 and P value is 0.000 so that two is combine reject hypothesis.

MBA: III/ SIP/ 2015-17 Page 67


Q4. The interview conducted was highly stressful * Overall I am satisfied with company's
recruitment & selection policies

The two factor Interview was highly stressful and Overall satisfied with company are
independent

Crosstab
Count
Overall I am satisfied with company's recruitment &
selection policies Total
Strongly Strongly
Disagree Neutral Agree Agree
The interview Strongly 0 4 0 0 4
conducted was Disagree
highly stressful Disagree 0 4 0 0 4
Neutral 0 12 1 0 13
Agree 3 21 2 2 28
Strongly 15 60 0 26 101
Agree
Total 18 101 3 28 150

Chi-Square Tests
Asymp. Sig. (2-
Value df sided)
Pearson Chi-Square 23.512a 12 .024
Likelihood Ratio 29.770 12 .003
Linear-by-Linear Association .672 1 .412

N of Valid Cases 150


a. 14 cells (70.0%) have expected count less than 5. The minimum expected count is .
08.

Interpretation:

From the above table show that chi-square between two questions the first question is The
interview conducted was highly stressful and the second question is Overall I am satisfied with
company's recruitment & selection policies and that chi-square value is 23.512 and P value is
0.024 so that two is combine reject hypothesis.

MBA: III/ SIP/ 2015-17 Page 68


Q5. I was given sufficient time to explain my position * Overall I am satisfied with
company's recruitment & selection policies

The two factors Given sufficient time to explain my position and Overall satisfied with
company are independent

Crosstab
Count
Overall I am satisfied with company's recruitment
& selection policies
Strongly Strongly
Disagree Neutral Agree Agree Total
I was given Disagree 0 10 0 0 10
sufficient time to Neutral 0 12 1 6 19
explain my position Agree 0 78 1 2 81
Strongly 18 1 1 20 40
Agree
Total 18 101 3 28 150

Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 123.681a 9 .000
Likelihood Ratio 142.229 9 .000
Linear-by-Linear .545 1 .460
Association
N of Valid Cases 150
a. 9 cells (56.3%) have expected count less than 5. The
minimum expected count is .20.

Interpretation:

From the above table show that chi-square between two questions the first question is I was

given sufficient time to explain my position and the second question is Overall I am satisfied

with company's recruitment & selection policies and that chi-square value is 123.681 and P value

is 0.000 so that two is combine reject hypothesis.

MBA: III/ SIP/ 2015-17 Page 69


Q6. I was informed of my selection well in time * Overall I am satisfied with company's
recruitment & selection policies

The two factors Informed of my selection well in time and Overall satisfied with company
are independent

Crosstab
Count
Overall I am satisfied with company's recruitment &
selection policies
Strongly Strongly
Disagree Neutral Agree Agree Total
I was informed of my Disagree 0 1 0 0 1
selection well in time Neutral 0 56 1 14 71
Agree 18 44 0 13 75
Strongly 0 0 2 1 3
Agree
Total 18 101 3 28 150

Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 87.436a 9 .000
Likelihood Ratio 45.429 9 .000
Linear-by-Linear 3.646 1 .056
Association
N of Valid Cases 150
a. 10 cells (62.5%) have expected count less than 5. The
minimum expected count is .02.

Interpretation:

From the above table show that chi-square between two questions the first question is I was

informed of my selection well in time and the second question is Overall I am satisfied with

company's recruitment & selection policies and that chi-square value is 87.436 and P value is

0.000 so that two is combine reject hypothesis.

MBA: III/ SIP/ 2015-17 Page 70


Q7. The salary and other benefits are comparable with best in the industry * Overall I am
satisfied with company's recruitment & selection policies

The two factors The salary and other benefits in the industry and Overall satisfied with
company are independent

Crosstab
Count
Overall I am satisfied with company's
recruitment & selection policies
Strongly Strongly
Disagree Neutral Agree Agree Total
The salary and Strongly 0 22 0 0 22
other benefits are Disagree
comparable with Disagree 0 11 0 0 11
best in the industry Neutral 0 39 0 2 41
Agree 18 28 3 26 75
Strongly 0 1 0 0 1
Agree
Total 18 101 3 28 150

Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 61.924a 12 .000
Likelihood Ratio 76.752 12 .000
Linear-by-Linear 1.135 1 .287
Association
N of Valid Cases 150
a. 13 cells (65.0%) have expected count less than 5. The
minimum expected count is .02.

Interpretation:

From the above table show that chi-square between two questions the first question is The salary
and other benefits are comparable with best in the industry and the second question is Overall I
am satisfied with company's recruitment & selection policies and that chi-square value is 61.926
and P value is 0.000 so that two is combine reject hypothesis.

MBA: III/ SIP/ 2015-17 Page 71


Q8. My induction program was formal * Overall I am satisfied with company's
recruitment & selection policies

The two factors Induction program was formal and Overall I am satisfied with company's
recruitment & selection policies are independent

Crosstab
Count
Overall I am satisfied with company's recruitment &
selection policies
Strongly Strongly
Disagree Neutral Agree Agree Total
My induction program Neutral 0 2 2 1 5
was formal Agree 0 78 0 1 79
Strongly 18 21 1 26 66
Agree
Total 18 101 3 28 150

Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 113.163a 6 .000
Likelihood Ratio 100.722 6 .000
Linear-by-Linear .234 1 .629
Association
N of Valid Cases 150
a. 6 cells (50.0%) have expected count less than 5. The
minimum expected count is .10.

Interpretation:

From the above table show that chi-square between two questions the first question is My

induction program was formal and the second question is Overall I am satisfied with company's

recruitment & selection policies and that chi-square value is 113.163 and P value is 0.000 so that

two is combine reject hypothesis.

MBA: III/ SIP/ 2015-17 Page 72


Chi-square Test

Ho Chi P Decisi
Squar Valu on
e e
1 The two factors "During interview relevant 12.97 0.04 Reject
questions" and "Overall satisfied with company" are 9 3 Null
independent
2 The two factors Advertisement was eye catching and 19.74 0.02 Reject
informative and Overall satisfied with company 5 Null
are independent
3 The two factors Candidate profile was adequately 104.1 0 Reject
described in the advertisement and Overall satisfied 47 Null
with company are independent
4 The two factors Interview was highly stressful and 23.51 0.02 Reject
Overall satisfied with company are independent 2 4 Null

5 The two factors Given sufficient time to explain my 123.6 0 Reject


position and Overall satisfied with company are 81 Null
independent
6 The two factors Informed of my selection well in 87.43 0 Reject
time and Overall satisfied with company are 6 Null
independent
7 The two factors The salary and other benefits in the 61.92 0 Reject
industry and Overall satisfied with company are 4 Null
independent
8 The two factors Induction program was formal and 113.1 0 Reject
Overall satisfied with company are independent 63 Null

MBA: III/ SIP/ 2015-17 Page 73


FINDINGS
70% of the people have been working with this organization since 1 to 5 years.

Organisations clearly define the position, objectives requirement and candidate

specification in the recruitment process by the employees are positive response is

more approximately 100%.

14% of the employees are agree with the selection of media used for the

advertisement was effective.

With the statement of selection of media used for the advertisement respondent give

the response to neutral and strongly agree according 78% and 7%.

More respondent are agree with the statement of job specifications were clearly

mentioned in the advertisement.

38% respondent are agree with the interview conducted was highly structured

28% and 30% are respondent agree and strongly agree accordingly with the candidate

profile was adequately described in the advertisement.

More responded are strongly agree with the interview conducted was highly stressful.

50% are respondents are agree the salary and other benefits are comparable with best

in the industry.

67% of the respondent are neutral with the statement of satisfied with companys

recruitment and selection policies.

MBA: III/ SIP/ 2015-17 Page 74


6%, 22%, 40% and 30% are employees are working in the area of finance and

accounts, marketing, human & resource, production & operation accordingly.

100% respondents are say organisation is medium.

28% and 70% employees have middle and operational level job accordingly.

72% and 27% employees are fall in less than 20000 and 20000 to 40000 accordingly

in monthly income group.

In this organisation 82% male are working and 17% female are working.

MBA: III/ SIP/ 2015-17 Page 75


CONCLUTION

This study suggest that when Recruitment and Selection Process is properly established

and implemented then organization will must grow because all the employees will be

according to the requirements Recruitment and Selection Process affects a lot on the

organizational activities regarding its growth because if the people will be according t the

requirements and skillful then cost will reduce and organization must grow.
All the study has prove the fact there is directly and indirectly relationship is present

between these variables and these variables affect on the Recruitment and Selection

Process.
Most of the employees were satisfied but changes are required according to the changing

scenario as recruitment process has a great impact on the working of the company as a

fresh blood, new idea enters in the company.

MBA: III/ SIP/ 2015-17 Page 76


BIBLIOGRAPHY

MBA: III/ SIP/ 2015-17 Page 77


About us. (2016, June 21). Retrieved JULY 26, 2016, from
virlaminate: http://virlaminate.com/about-us/

About us. (2016, JUNE 21). Retrieved JULY 26, 2016, from
companywiki: http://www.companywiki.in/company/mica-
rushil-private-limited/u20299gj1998ptc035064

About us. (2016, JUNE 21). Retrieved JULY 25, 2016, from
indidate: http://www.indidata.in/1029033-mica-rushil-
private-limited/

About us. (2016, JUNE 19). Retrieved JUNE 29, 2016, from
tradeindia: http://www.tradeindia.com/Seller-2919685-
Rushil-Decor-Ltd-/

About us. (2016, JUNE 14). Retrieved JULY 11, 2016, from
economictimes.indiatime:
http://economictimes.indiatimes.com/rushil-decor-
ltd/infocompanyhistory/companyid-32206.cms

Aswathapa. (2015). Human Resource Management. New


Dehi: Tata McGraw Hill Education Private Limited.

Home. (2016, MAY 25). Retrieved JULY 26, 2016, from


shodhganga.inflibnet.ac.in:
http://shodhganga.inflibnet.ac.in

zinkmund, b. c. (2015). Business Research Method. New


Dehi: Cengage Lerning India Pvt. Llt.

MBA: III/ SIP/ 2015-17 Page 78


ANNEXURE
Questionnaire

Study of Recruitment and Selection Practices at Rushil Decor Ltd.

Q1 Since how many years have you been working with this organisation?
0-5 Years
5-10 Years
10 to 15 Years
More than 15 Years

Q2 Does the organisation clearly define the position objectives, requirements and candidate
specifications in the recruitment process?
Yes
No

MBA: III/ SIP/ 2015-17 Page 79


Q3 Please rate each of the statement below and show your agreement/disagreement for
each of them.

MBA: III/ SIP/ 2015-17 Page 80


Strongly Disagree Neutral Agree Strongly
Disagree Agree

The
advertisement
used for
recruitment
was eye
catching and
informative

The selection
of media used
for the
advertisement
was effective

The job
specifications
were clearly
mentioned in
the
advertisement

The candidate
profile was
adequately
described in
the
advertisement

The written
test used was
relevant to the
post I applied
for

The
interviewer
were warm
and
supportive

The interview
conducted
was highly

MBA: III/ SIP/ 2015-17 Page 81


structured

The interview
conducted
was highly
stressful

During
interview
only relevant
questions
were asked

I was given
sufficient
time to
explain my
position

I was
informed of
my selection
well in time

The salary
and other
benefits are
comparable
with best in
the industry

My induction
program was
formal

There was a
formal
training for
new aspects
of my job

Overall I am
satisfied with
company's
recruitment &
selection

MBA: III/ SIP/ 2015-17 Page 82


policies

Q4 Please choose the area you are work in from the following:
Finance and Accounts
Marketing
Human Resources
Production and Operations
Information system
General Administration
Other (Please specify) ____________________

Q5 Please provide your following organisational details:


Your Organisation size Your job level
Small Medium Large Top Middle Operational
Please
provide your
organisational
details
Q6 Please choose your income (Monthly) group from the following:
Up to 20000
> 20000 to 40000
>40000 to 60000
> 60000 to 80000
> 80000 to 1 lac
More than 1 lac

Q7 My total experience (In Years) is _____

Q8 My current age is _____

Q9 Please mention your Gender


Male
Female

Q10 What additional feedback do you have for us regarding the recruitment process?
Yes (Please specify) ____________________
No

MBA: III/ SIP/ 2015-17 Page 83