CHAPTER -1

1.1 INTRODUCTION

EMPLOYEE SATISFACTION:

Employee satisfaction is the terminology used to describe whether employees are happy
and contented and fulfilling their desires and need at work. Many measures purport the employee
satisfaction is a factor in employee motivation, employee goal achievement.

Employee satisfaction, while generally a positive in your organization, can also be a

downer if mediocre employees stay because they are satisfied with your work environment.

Factors contributing to employee satisfaction include treating employees with respect,

providing regular employee recognition, empowering employees, offering above
industry-average benefits and compensation, providing employee perks and company activities
and positive management within a success framework of goals, measurements, and expectation.

Employee satisfaction is often measured by anonymous employee satisfaction surveys

administered periodically that gauge employee satisfaction.

RECRUITMENT:

Recruitment refers to the process of finding possible candidates for a job or function,
usually undertaken by recruiters. It also may be undertaken by an employment agency or a
member of staff at the business or organization by an employment agency or a member of staff at
the business or organization looking for recruits. Advertising is commonly part of the recruiting
process and can occur through several means through online, newspaper, using newspaper
dedicated to job advertisement through professional publication, using advertisement placed in
windows, through a job center, through campus interview etc..

RECRUITMENT MEANING:

Employing the right staff is an important human resource challenge faced

by all employers. Good recruitment and selection can result in.
Recruitment is an expensive business, which includes the cost of advertising and the cost
of current employee’s time interviewing and selecting the right candidate.

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RECRUITMENT:
Definition:

Recruitment is the process of identifying and attracting a group of potential candidates

from within and outside the organization to evaluate for employment. Once these candidates are
identified, the process of selecting appropriate employees for employment can begin.

Recruitment practices:

Better recruitment strategies result in improve organizational outcomes. The more

effectively organizations recruit and select candidates, the more likely they are to hire and retain
satisfied employees.

Purpose

a) The objectives of this study were to:

1. Identify general practices that organization use to recruit and select employees.
2. Determine which recruitment and selection practices are more effective.
3. Determine how the recruitment and selection practices.
b) Recruitment is the process of identifying and attracting potential candidates from within
and outside organization to begin evaluating them for future employment. Once
candidates are identified, an organization can begin the selection process. This includes
collecting, measuring and evaluating information about candidate’s qualification for
specified positions.

Development of Recruitment strategy

Even though he/she is not a part of the screening process, the hiring supervisor steers the
search by developing the recruitment criteria, the position requirements and preferred qualities,
the rating scales and interview questions. The recruitment strategy is the stage where the hiring
supervisor determines, with assistance from Human Resources, the timing for the search as well
as the way that the position vacancy will be communicated.

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Recruitment Sources:

Once it has been decided that additional employees are needed, than the recruiter is faced
with the decision of where to search for applications. The sources of recruitment commonly used
can be categorized into
Internal sources
External sources.
The Internal sources are classified into following category
Promotions.
Transfers.
Job rotation.
Rehires and recalls.

The External sources are classified into following category

Employment agencies.
Walk-ins.
Employee referrals.
Professional associations.
Head-hunting.
Educational Institutions.
Temporary help agencies.
Trade associations and unions.
Casual or unsolicited applicants.
2.1OBJECTIVES OF STUDY

The objectives of this project are to study and analyze the current Employee
satisfaction towards recruitment process.

To find out the procedure on recruitment process adopted by the organization.

To assess the effectiveness of recruitment policies of the organization.
To suggest measures to improve the recruitment in organization.
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 2.2 SCOPE OF THE STUDY

The study is undertaken to analyze the employee’s satisfaction towards recruitment

process
 To find out the procedure on recruitment process adopted by the organization.
 To assess the effectiveness of recruitment policies of the organization.
 To suggest measures to improve the recruitment in organization.
 To find and employ the best-qualified person for each job.
 To minimize the cost of recruitment.

 To offer promising careers and security.

 To provide facilities for growth and development.

 To retain the best and most promising ones.

 To reduce the scope of favoritism and malpractice.

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 2.3 LIMITATIONS

The findings of the study were based on the mindset of the respondents.
The respondents do not reveal the expected inputs to certain extent.
The study is limited to a single company.
The time constraint is another difficulty which the researches faced.
The difficulty in framing the questionnaire, henceforth to be translated
in Regional languages.
The respondents were too busy with their work during data collection, since
the researcher carried out the study in Company.

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 3.1 REVIEW OF LITERATURE

1. According to Cardon (2007) Volume-35, numbe r -3, recruitment refers to the

process of sourcing, screening and selecting people for a job at the organization or
firm or for a vacancy in a volunteer based organization or community group.

2. According to Holden G, Rosenberg G, Barker K (2012) volume- 15, “management

sciences” the article focus on the Coronary Primary Prevention Trial, volunteer effects,
recruitment sources, the recruitment process, impediments to recruitment, bias in
recruitment, the amount of time required to recruit and the impact of recruitment and
participation on individuals.

3. According to Fredn.Paul and Felix Dojike (2006) volume-10, Issue -4, an excellent
student affair staffing programmes begins with hiring the right people and placing
them in positions with responsibilities and allow them to maximize the knowledge,
skills and talent in the pursuit of the recruiter in appointment of a candidate.

4. According to Robin . l . Joshua and Gibs . M . Solomn (2006) volume - 25, Issue -
4, The recruitment and selection of staff should be a very high priority in most if not
all units and divisions of student affairs. Recruitment should include procedures
directed to analyze the need and purpose of a position, the culture of the institution,
and ultimately to select and hire the person that best fits the position. Every position
vacancy will be filled based upon a thorough positio n analysis regardless of the level
of the position or the extent of the search.

55
5. According to Lai Wan Hooi (2006) in “International journal of knowledge”, volume
– 8, Issue -4, technological advancement, globalization, and increasing shortage
of skilled staff and talent workers have made it crucial for companies to imple
ment appropriate recruitment practices to entice practices throughout the world
to attract, retain and motivate quality people to lead, manage and serve the
company in a competitive environment.

6. According to Kevin Wheeler (2005) volume-18, no-6, Kevin’s article does a nice
job of articulating the three major steps in recruitment, which are,

Attracting and finding good candidates.

Assessing and convincing them to join your organization.
Monitoring their performance to improve your recruitment processes.
7. According to Keren Brooking (2005), the present situation regarding principal
recruitment and succession planning, by drawing together existing literature and
collecting together unpublished new data. It looks at different types of organization in
relation to recruitment and retention differences, such as location, size,
state-integrated schools, ethnic minority schools, and special schools.

8. According to Franze(2005), With very low unemployment levels, competition for the
best employees is extremely keen. Firms that strive to maximize job candidates’ job
offer acceptance should realize increased competitive advantage through more
effective recruitment programs.

9. According to Ian O. Williamson(2005) , Recruiting new employees is one of the

biggest challenges facing small businesses, and a key component of organizational
success. Unfortunately, existing human resource literature has almost entirely focused
on medium and large firms. This paper attempts to address these potential gaps in the
literature by utilizing institutional theory to develop a strategic model of small
business recruitment.

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10. According to Dr. Carol royal(2004) , Building on earlier work of Althauser and
Kalleberg, this research explores the workings of the internal and external labor
market by adopting an integrative internal labor market framework that goes beyond
the three- featured model espoused by Althauser and Kalleberg and that emphasizes
recruitment rather than selection criteria . It will also highlight how these practices
vary from the perceptions held by both management and employees and from the
ideal types outlined in the typology. The paper concludes by emphasizing the
significance of expanding the internal labo r market typology to include selection
criteria for the purpose of differentiating labor market types in an international
investment banking institution.

11. According to Campbell MK, Snowdon C, Francis D (2004), to identify factors

associated with good and poor recruitment to multicentre trials. This paper concludes
that while not producing sufficiently definitive results to make strong
recommendations, the work here suggests that future trials should consider the
different needs at different phases in the life of trials, and place greater emphasis on
'conduct' (the process of actually doing trials).

12. According to Timothy Mark and Kathleen Shearer(2003), the linking of individual
repositories has the potential of developing a true knowledge network where the
researcher can “harvest” relevant material from any number of repositories across the
world. Such an initiative is in the finest traditions of international scholarly
collaboration – and libraries would play a central part.

13. According to Margaret A. Richardson (2003) Recruitment, as a human resource

management function, is one of the activities that helps give better staffing results.
While it is understood and accepted that poor recruitment decisions continue to affect
organizational performance and limit goal achievement, it is taking a long time for
public service agencies in many jurisdictions to identify and implement new, effective
hiring strategies.

57
14. According to McDonald AM (2003), in the search for the next great member of staff,
more and more businesses are shunning the outmoded recruitment agency in favour
of a more cost-effective alternative. Unsurprisingly, the new recruitment trend is
developing online. As reported recently in the Financial Times, web recruit is heading
up an innovative breed of companies offering employers a new way of recruiting
using online job boards.

15. According to Alok Vats (2002), the job recruitment agencies in India involves
identifying those posts, preparing the job description and person specification,
advertising, management of the response, the prequalification process, organizing
meetings, conducting interviews, making decisions, the appointment and action. Most
recruitment agencies in India follow three stages in the recruitment process, which are
essentially short list of application, preliminary assessment and final interview and
selection.

16. According to M. Van Latham and Peter M. Leddy(2002), this study empirically
investigated the relationship between recruiting methods and the work attitudes of job
involvement, organizational commitment, and job satisfaction. Multivariate and
follow-up uni- variate analyses showed strong recruitment source effects, with
employee referrals emerging as a better source of recruitment than newspaper
advertisements.

17. From the study conducted by Ashok chanda, university of Australia

on
“Recruitment & Selection, Business Strategy & organizationa l
performance”, it
examines the degree to which recruitment and selection practices integrates with
business strategy and the effect of such strategic integration on organizational
performance. It concludes that organization in India have moderate to high level of
recruitment & selection strategic integration in both strategic formulation and as well
as in business strategic implementation.

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18. I found 10 articles and research reports that discuss the challenge of recruiting and
retaining young professionals in IT and other fields and present innovative solutions.
This literature includes:

Public Sector Studies:

NCHRP Synthesis 323 examines various state employee recruiting and retention
strategies and highlights practices that present the best potential for
implementation and success in other DOTs. The report identifies strategies used
by nearly 20 state DOTs for recruiting IT professionals, such as internships,
career fairs and tuition reimbursement.
TCRP Report 77 describes best practices for recruiting and retaining employees
and identifies ways to enhance or establish partnerships between management and
labor for attracting, training and maintaining a qualified workforce.
Case studies include New York City Metro-North Railroad’s integrated approach
to IT recruiting, training and retention; Santa Clara Valley Transportation
Authority IT group’s image campaign and “grow our own” st rategy; and Denver
Regional Transportation District’s student intern program.

Private Sector Studies

An article in Federal Computer Week reviews the recent Federal Office

Systems Exposition trade show in Washington, D.C., where a panel of CIOs
discussed the barriers to hiring and retaining new IT workers and ways to
overcome gaps as older workers retire during the next few years. The panel cited
flexible, alternative work arrangements such as tele work as good ways to
encourage new hiring and curb turnover. The U.S. Office of Personnel
Management has made headway with an initiative that encourages agencies to let
talented people dip into federal work on a temporary, rotating basis or create
flexible remote work programs.

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 An article in IT People discusses the growing trend among companies to use
“employer branding” to attract employees and keep them engaged. Employer
branding initiatives aim to build mindshare in potential recruits about the
company as a preferred place to work. ArunTadanki, Chief Executive Officer of
Monsterindia.com said: “Until recently, employment ads were just showing the
job description of the vacancy. The focus in the last two to three years has shifted
and is largely driven by the IT and ITES (information technology enabled services)
employers, to create a powerful image for the organization as a ‘dream place to
work.’ What differentiates one ITES company from another is largely its
employer brand image.”

INDUSTRY PROFILE
1.1 Industry Profile

In recent years the electronics industry is growing at a brisk pace. Its currently worth
$ 32 billion and according to industry estimates it has the potential to reach $150 billion by
2010. The largest segment is the consumer electronics segment. While is largest export
segment is of components.
The electronic industry in India consists just 0.7% of global electronic industry.
Hence its minuscule by international comparison. However the demand in the indian market
is growing rapidly and investment are following in to augment manufacturing capacity.
The output of electronic hardware industry in India is worth $11.6 billion at present.
India also exporter of a vast range of electronic components and products for the following
segments.
Display Technologies.
Entertainment electronics
Optical storage device
Passive components
Electromechanical components
Telecom equipment
Transmission and signaling equipment
Semiconductor designing
Electronic manufacturing service

1.2 Revolution or analysis of electric industries

 Like every other industrial sector in India, the Indian Electrical/Electronics Industry
too is slowly emerging from out of its "protective cover". For far too long has Indian Industry
remained shackled and consequently inward looking. Over the past fifty years there was no
exposure to global players and competition, with the result that the Industry grew up in
sheltered environment, dependent on the Government for everything, from licenses to
protection to tariffs. Each one of these interventions was aimed at securing protection for
oneself and ensuring growth of one’s own organization at the cost of industry and the nation
at large. Lack of global competition encouraged a "cost plus" approach, where every
conceivable cost increase was passed on to the customer.
9
 There was thus no motivation to reduce cost.

With deli censing, decontrol and deregulation, Indian Industry has suddenly been
exposed to global competition. Since last decade, India has witnessed what global players
have achieved and what they are capable of achieving.
We are becoming aware of competition on our turf. In
thisscenario,everycompanycomplainsofincreasedcompetiti
o n , l o w e r o r d e r b o o k s a n d shrinking margins.

The Indian Electrical/Industry is of course further besieged by t h e f a c t t h a t t h e r

eisadearthofbusinessonaccountoflackofinvestmentinthepow
e r infrastructure. Many organizations in this industry are looking overseas to develop the
export markets owing to reduced demand at home.

Attheoutset,itmustbestatedthatthereduceddomesticdem
a n d i s a t b e s t a t e m p o r a r y phenomenon. The power sector in India is bound to grow
and this will undoubtedly boost demand from the Utilities, quite apart from the industrial
demand which will continue to grow with increased industrial output. The poor financial
health of the SEBs is however a damper that cannot be wished away in the short term. This
will continue to plague corporate in the Electrical Industry, until the SEB restructuring and
unbundling brings a turnaround in the medium term.

Salzer Electronics Ltd company has entered into technical and financial collaboration
with M/s. Plitron Manufacturing Inc., Canada in 1995 for manufacturing Toraidal
Transformers with 50% Buy-Back specialty.

10
 The Prestigious ISO 9001 Certification by NQA-UK has been obtained for Design,
Development, Manufacture and Supply of CAM Operated Rotary Switches and Allied
Products. The company has strong Research and Development facility with the full-fledged
laboratory to upgrade the product and set new market trends. In house Research and
Development has been recognized by Ministry of Science and Technology, Department of
Science and Industrial Research, Government of India. Today, they are market leaders in
India for Rotary Switches.

M/s. Larsen & Turbo Limited, the Indian Industrial Giant in Engineering has been
marketing Salzer Switches throughout India since 1993.
Having marketing Tie-up with India’s largest Engineering and Infrastructure
industries such as L&T Ltd. To cater the Indian market through their market network which
covers an area more than 300-400 Stockiest / Dealers. This Company has 40% market share
in Rotary Switch segment. Salzer Electronics is Largest Supplier to Indian Railways.
The competitors are ABB Ltd, Anand Project Ltd, Artech Power Products Ltd, Best
c) Crompton Engineering Ltd, Continental Controls Ltd, Crompton Greaves Ltd, Pricol
Technologies Ltd.

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 2. COMPANY PROFILE

12
2.1 Genisis
M/s Salzer Electronics Limited was incorporated under the companies Act, 1956 on
January, 1985 for the manufacture of CAM operated rotary switches and other allied
switches gear products. It has technical collaboration with M/s Salzer Schaltgerate Fabrik
Gmbh, Germany.

2.2 Promoters
The core promoter of Salzer electronics limited, Mr. R Duraisamy, is a qualified
electrical engineer and technocrat entrepreneur with wide experience. He has served with
M/s. Lakshmi Machine Works Limited, the market leader in textile machinery manufacturing
industry for more than 2 decades in various capacities. He had been trained in M/s. REITER
MACHINE WORKS, M/s. BROWN BADEN, and M/s. SORECHER + SCHVE ARROW,
in Switzerland. With his experience gained through his association in companies as
mentioned above, he promoted the pilot project, M/s. Salzer Electronics Limited, in the year
of 1985, in technical collaboration with M/s. Saelzer Schaltgerate Fabrik, Germany, for the
manufacture of CAM operated Rotary Switches.

M/s Salzer Electronics Limited,

Samichettipalayam (post),
Jothipuram,
Coimbatore – 641047.

2.3 Directors of the company

The Directors for Corporate Affairs and Company Secretary is
Mr.S.Baskarasubramanian.

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2.4 Listing Arrangements
The shares of the company are made with the help of two stock exchanges
Coimbatore Stock Exchange Limited,
Trichy Rd,
Coimbatore-5

The Stock Exchange,

Dalal Street,
Mumbai-1

2.5 Business Overview

The company is established in the switch gear industry for the manufacture of CAM
Operated Rotary Switches with Latest technology at international standards mainly for
industrial purpose and can have the facilities of taking the multiple outputs as well as
sequence with various programs in all capacities from 6 Amps to 400 Amps.

The company’s products are well received in the International and Local Markets and
all other OEM’s including public sector undertaking are using standardized Salzer switches.
The company is progressing well and is now planning to improve the quality further to
superior standards to expand the export markets.

Recently M/s. Salzer Controls Ltd, one of the group companies, has merged with
Salzer Electronics Ltd. This will facilitate Salzer Electronics Ltd, to further strengthen its
hold in the global markets and also to have size economy, cost reduction better utilization of
human resource and its manufacturing facilities, etc, to achieve the cost effectiveness.

As a corporate citizen with a good track record of profit earning and dividend paying
company since 1991 – 92, the company’s performance is registering an impressive growth in
its turnover consistently.

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2.6 Marketing
It is one of the largest producers of rotary switches and cable ducts in Asia. The
company is having marketing tie up with M/s L & T, an individual giant, for marketing its
product in the domestic markets. Marketing can be through their wide marketing network
over 500 outlets throughout the country. By these arrangements, the company is enjoying a
major market share in the domestic markets to about 45%-50%.

2.7 Exporters
More than 24% of production is exported. Another 13% has deemed export status.
The company is also having market tie-up arrangements with M/s Crompton Greaves Ltd, an
accredited export house in the country, to sell its products in international markets. The
company presently serves for more than 35 countries in the global market and has already
established its foothold in the highly competitive international markets.

2.8 Company Turnover

Salzer Group has 7 manufacturing industry in all over India. The turnover of the 7
manufacturing industry of salzer group India is 430 crore, except software companies.

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3. ORGANIZATIONAL HIERARCHY

16
Fig. 3.1 Organization Chart

17
3.1.1 Organization structure
Salzer Electronics Ltd company maintain Divisional Structure.
Product Structure - A product structure is based on organizing employees and work
on the basis of the different types of products. If the company produces three different
types of products, they will have three different divisions for these products.

Sales and Purchase Structure - Sales and Purchase structure is used to group
employees on the basis of specific market the company sells in. A company could
have Sales or Purchase they use and according to this structure, each would be a
separate division in the structure.

3.1.2 Advantage of company structure

Divisions work well because they allow a team to focus upon a single product or
service, with a leadership structure that supports its major strategic objectives. Having its
own president or vice president makes it more likely the division will receive the resources it
needs from the company. Also, a division's focus allows it to build a common culture and
esprit de corps that contributes both to higher morale and a better knowledge of the division's
portfolio. This is far preferable to having its product or service dispersed among multiple
departments through the organization.

3.1.3 Disadvantage of company structure

This structure results in duplication of resources because, for example we need to
have equipment, for each division. Obviously, it does not support the exchange of
knowledge between people working in the same profession because part of them are working
in one division and the others are working in other divisions

3.2 Product profile

The company is not importing any raw material and the required materials and
components are made indigenously. The company is having well equipped plant and
machinery and a modern tool room to take care of its requirements and the maintenance to
achieve the target production. It also helps in quick development of new products. Salzer is
the only approved supplier for Nuclear Power Corporation for rotary switches.
18
Fig 3.2 Products

3.2.1 Sub contract operations

The senior engineer of sub-contract shall place the sub-contract order on the
approved venders and provisionally approved vendors. The order is placed on the daily
production need priorities. All the sub-contractor orders shall be prepared by assistants.
Sub-contractor and it should be authorized by the Marketing manager.

3.2.2 Manufacturing Facilities

The company has already installed requisite capacity and is having well equipped
plant and machinery’s and a complete tool room to take care of the production requirements,
maintenance to achieve the target production.

19
3.2.3 Research and Development
The company is having full-fledged R&D with testing lab to ensure continuous
improvement in product specifications and utilities, besides new product developments. The
company has been accredited ISO 9002 certification based on the recommendation of KPMG,
USA and subsequently upgraded to ISO 9001 standards for design, development,
manufacturing and supply of CAM Operated Rotary Switches and allied products. Further,
the products are also accredited with International Quality Standards Certifications like CSA,
CE, UL, and VDE.
The Department of scientific & industrial Research under ministry of Science and
Technology, Govt. of India, New Delhi, in response to our application dt.21.01.2002, has
accorded recognition to our In-House R&D unit vide their letter dt.27.09.2002, which will
facilities better interaction and updating of technological advancement being taking place in
the industry. The govt. of India has further renewed the recognition.
Company is contemplating to maintain and continuously improve the quality and
utility of the existing products such as connectors, cable ducts, toroidal transformers;
modular switches etc., with the present capabilities of R&D departments.
The company has erected and commissioned four windmills of 1*225 KW, 2*250
KW and 1*500 KW at Palladam, Coimbatore. The windmills have already started harnessing
power from renewable source wind. The mills could produce around 30.00 Lac unit of power
per annum and the power generated through the windmills be utilized for captive
consumption.
The products of the company are well accepted qualitatively in the highly competitive
export markets. The quality system of the company is in accordance with the guideline of
ISO 9001 to ensure quality in the products and services for both the manufactured and trade
products.
The International Approvals are

CSA (Canadian Standards Association)

UL (Underwriters Laboratory, USA )
CE (Conference Europeanize)
AGET (Association of German Electrical Technologies)

3.2.4 Products Range

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 The company thrust is to manufacture CAM Operated Rotary Switches with
improved version of utility both for domestic as well as industrial purposes. In brief the
switches can be used for taking multiple outputs as well as sequence from single compact
switches ranging from 6 Amps to 400 Amps, with variable programs.

Over the years, it has expanded its product range to include auto mobile switches,
load brake switches, proximity and modular switches, wiring ducts, terminal connectors and
toroidal transformers. The market share for these products is continuously growing as a result
of international approval and innovative design.

The company has been at the forefront or technological advancement catering to the
requirement of the industrial, Domestic and automobile segment. It is an ISO 9001:2000
certified company with government of India recognized R&D center. It produces the best in
quality & value added products complying with international benchmarks.

21
 It now has in its fold the following product range to meet the customer’s tailor-made
requirements in additional to the cam operated rotary switches 4 Amps to 400 Amps.
DC switches – 16 Amps-500 Amps
Touch proof switches
Load bread switches
Proximity switches
Modular switches
Relays
Sensors
Terminal connectors
Cable ducts / PVC Channels
Single phase starters
Remote control switches
Phase changeover switches
Toroidal transformers
Foot switches
Besides, the company is also developing automobiles switches to meet the requirement of
the automobile industry.
 QUESTIONNAIRE

1. Name:
Gender: a) Male b)
2. Female
3. Age
a) Below 25 b) 25-30 c)30-35 d)35-40 e) Above 40 years

4. Marital status
a) Married b) Unmarried

5. Educational Qualification

a) SSLC b) PUC c) Degree d) Professional e) others

6. Department

7. Monthly income

a) Below Rs.10,000 b) Rs.10,000-15,000 c) Rs. 15,000-20,000

d) 20,000-40,000 e) Rs. Above 50,000

8. How long are you working in this company

a) Below 1Year b) 1-3 Years c) 4-6 Years d) 7-10 Years e) Above 10 Years
93
 9. From which source did you come to know about the vacancy in this company?

a) Newspaper b) Website c) Employee reference d) Friends & Relatives

e) Private agencies

10. In your opinion on which factor has the management consider your

application for the job?

a) Academic performance b) Job experience c)Reference d) Personal character

e) Others specify
11. I was aware of the recruitment process about this Company before joining?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

12. I am satisfied with the present recruitment method?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

13. I am satisfied with the management policies and procedure followed

for recruitment process?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

14. I am satisfied with my job profile that matches my educational qualification?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

15. I was made comfortable during the interview process?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

16. I was satisfied with the question that was asked during the

recruitment process?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

94
17. I was nervous during the time of interview?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly

disagree

18. The screening method followed in the selection process was satisfactory?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly

disagree

19. In your opinion which one is consider more important in

the selection process?

a) Interview method b) Psychological test c) Written test d)

Discussion method e) others

20. The result of my selection was informed by HR?

a) Immediately b) Within two days c) Within a week d) More than a week

e) Within a month

21. My co-workers were treated friendly and co-operated during

my joining period?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly

disagree

22. I am satisfied with the induction training provided in this company?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly

disagree

23. The HR staffs were informative and operative during the interview
process?

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly

disagree

24. Would you like to make any other comments to improve the

recruitment process in the company?