A STUDY ON RECRUITMENT AND SELECTION PROCESS

AT MAX FASHIONS, CHENNAI.

PROJECT REPORT

Submitted to

UNIVERSITY OF MADRAS

In partial fulfillment of the requirements for the Award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted By

PRAVEEN VASANTHA KUMAR A

(REG. NO: 711800057)

Under the guidance of

Mrs. S. LAKSHMI DEVI., B.Tech., MBA., UGC NET.,

Assistant Professor

PG DEPARTMENT OF BUSINESS ADMINISTRATION MOHAMED SATHAK

COLLEGE OF ARTS & SCIENCE (Affiliated to University of Madras)
SHOLINGANALLUR, CHENNAI - 600 119

April 2020
 DECLARATION

I hereby declare that this project report entitled “A STUDY ON RECRUITMENT AND
SELECTION PROCESS AT MAX FASHIONS, CHENNAI.” has been carried out by me
during the period from December 2019 to March 2020 under the guidance of
Mrs. S. LAKSHMI DEVI., B.Tech., MBA., UGC NET., Assistant Professor of PG Department of
Business Administration, Mohamed Sathak College of Arts and Science, Sholinganallur, Chennai.

I also declare that the analysis and findings in this project is the result of the
work done by me in the company and this project has not been submitted to any other
University or Institution for the award of any degree, Diploma or other similar title of
recognition.

Date: PRAVEEN VASANTHA KUMAR

Place: CHENNAI (REG. NO: 711800057)

 CERTIFICATE BY THE GUIDE

This is to certify that the project report entitled “A STUDY ON RECRUITMENT AND
SELECTION PROCESS AT MAX FASHIONS, CHENNAI.” is an original work undertaken
by Mr. PRAVEEN VASANTHA KUMAR Ain partial fulfillment of the requirements for the
award of the degreeof Master of Business Administration by University of Madras, under my
guidance and supervision.

Signature of the Guide

Mrs. S. LAKSHMI DEVI

B.Tech., MBA., UGC NET.,

Assistant Professor
 MOHAMED SATHAK COLLEGE OF ARTS AND SCIENCE

(Affiliated to the University Of Madras)

SHOLINGANALLUR CHENNAI-600119

CERTIFICATE

This is to certify that Mr. PRAVEEN VASANTHA KUMAR A, REG N0: 711800057,
is a bonafide student of PG Department of Business Administration pursuing Master of
Business Administration (MBA 2018-20), has completed him Project titled “A STUDY
ON RECRUITMENT AND SELECTION PROCESS AT MAX FASHIONS,
CHENNAI.” during December 2019 - March 2020,in partial fulfillment of the
requirements for the Award of the Degree of Master of Business Administration by the
University of Madras.

Dr. G. Manickam Dr.R.Meganathan

M.B.A., M.Phil., M.A., Econ, M.Com., M.Phil., M.B.A., PhD.,

M.Sc., Psy, NET., SET.,Ph.D.,

HOD - MBA PRINCIPAL

 MOHAMED SATHAK COLLEGE OF ARTS AND SCIENCE
(Affiliated to the University Of Madras)

SHOLINGANALLUR CHENNAI-600119

CERTIFICATE

This is to certify that Mr. PRAVEEN VASANTHA KUMAR A, REG N0: 711800057,
is a bonafide student of Master of Business Administration (M.B.A) has completed him
Project titled “A STUDY ON RECRUITMENT AND SELECTION PROCESS AT
MAX FASHIONS, CHENNAI.” during December 2019 -March 2020 in partial fulfillment
of the requirements for the award of the Degree of Master of Business Administration by the
University of Madras.

INTERNAL EXAMINER EXTERNAL EXAMINER

 ACKNOWLEDGEMENT

I would like to thank to all those who gave me of their time, care and guidance to
whom I owe a debt, which can never be repaid. The following deserve a special mention.

I am greatly indebted to record my respectful and sincere thanks to

Dr. R. MEGANATHAN, Principal, MOHAMMED SATHAK COLLEGE OF ARTS AND
SCIENCE for providing guidance and assistance in completing the project work successfully.

I wish to regard my sincere thanks to Dr. G. Manickam, Head of the Department, PG

Department of Management Studies, Mohamed Sathak College of Arts and Science, Chennai.

I would like to thank my Guide Mrs. S. LAKSHMI DEVI, Assistant Professor PG

Department of Management Studies, Mohamed Sathak College of Arts and Science, for here full
involvement in every part of my project.

I especially indebted to thank to Mr. HARINATH, REGIONAL HR Max

Fashions, Chennai, for permitting me to do this project in their esteemed company

I am extending my sincere thanks to all faculty members of the Department of

Management Studies, who have extended their co-operation and help in completing my
project work successfully. I am also extremely thankful to my parents, relations and all my
intimate friends for their support given to finish the project.

Mr. PRAVEEN VASANTHA KUMAR A

 TABLE OF CONTENTS

CHAPTER NO CONTENTS PAGE NO

1 INTRODUCTION

1.1. Introduction 1-6

1.2. Objectives of the study 7

1.3. Needs of the study 8

1.4. Scope of the study 9

1.5. Limitation of the study 10

2 INDUSTRY PROFILE 11-16

2.1. Company profile 17-19

3 REVIEW OF LITERATURE 20-24

4 RESEARCH METHODOLOGY 25-26

4.1. Research Designs 27-28

4.2. Statistical Tools 29-31

5 DATA ANALYSIS AND INTERPRETATION 32-55

6 6.1. FINDINGS 56-57

6.2. SUGGESTIONS 58

6.2. CONCLUSION 59

REFERENCE 60-61

QUESTIONNAIRE 62-65
 LIST OF TABLES

TABLE PAGE

NO CONTENT NO

TABLE-5.1 AGE FACTORES 33

TABLE-5.2 GENDER ANALYSIS 34

TABLE-5.3 QUALIFICATION 35

TABLE-5.4 DESIGNATION 36

TABLE-5.5 EXPERIENCES 37

TABLE-5.6 ROUNDS OF INTERVIEWS CONDUCTED 38

TABLE-5.7 COMPARISON OF JOB PROFILE WITH EDUCATIONAL 39

TABLE-5.8 PROCESS SUITS FOR PROFILE 40

TABLE-5.9 RECRUITMENT PROCEDURE RATING 41

TABLE-5.10 RECRUITMENT & SELECTION METHOD 42

TABLE-5.11 SOURCES FOR RECRUITMENT&SELECTION 43

TABLE-5.12 INTERNAL RECRUITMENT SOURCES 44

TABLE-5.13 EXTERNAL RECRUITMENT SOURCES 45

TABLE-5.14 INTERVIEW NEEDS FOR EXPERIENCED PERSON 46

TABLE-5.15 SOURCES THROUGH WHICH RECRUITED IN THE COMPANY 47

TABLE-5.16 HR DEPARTMENT’S PERFORMANCE RATING 48

TABLE-5.17 SATISFIED WITH SALARY PACKAGE 49

TABLE-5.18 REASON FOR REJECTING OFFER 50

TABLE-5.19 SATISFIED WITH THE PRESENT METHOD OF SELECTION 51

TABLE-5.20 RECRUITMENT PROCEDURE RATING AND EXPERIENCES 52-53

TABLE-5.21 JOB QUALIFICATION FIT FOR EDUCATIONAL QUALIFICATION 54

INTERNAL RECRUITMENT SOURCES AND EXTERNAL RECRUITMENT

TABLE-5.22 SOURCES 55
 LIST OF CHARTS

CHART PAGE

NO CONTENT NO

CHART-5.1 AGE FACTORES 33

CHART-5.2 GENDER ANALYSIS 34

CHART -5.3 QUALIFICATION 35

CHART 5.4 DESIGNATION 36

CHART -5.5 EXPERIENCES 37

CHART -5.6 ROUNDS OF INTERVIEWS CONDUCTED 38

CHART -5.7 COMPARISON OF JOB PROFILE WITH EDUCATIONAL 39

CHART -5.8 PROCESS SUITS FOR PROFILE 40

CHART -5.9 RECRUITMENT PROCEDURE RATING 41

CHART -5.10 RECRUITMENT & SELECTION METHOD 42

CHART -5.11 SOURCES FOR RECRUITMENT&SELECTION 43

CHART -5.12 INTERNAL RECRUITMENT SOURCES 44

CHART -5.13 EXTERNAL RECRUITMENT SOURCES 45

CHART -5.14 INTERVIEW NEEDS FOR EXPERIENCED PERSON 46

CHART -5.15 SOURCES THROUGH WHICH RECRUITED IN THE COMPANY 47

CHART -5.16 HR DEPARTMENT’S PERFORMANCE RATING 48

CHART -5.17 SATISFIED WITH SALARY PACKAGE 49

CHART -5.18 REASON FOR REJECTING OFFER 50

CHART -5.19 SATISFIED WITH THE PRESENT METHOD OF SELECTION 51

 CHAPTER-1

INTRODUCTION

1
 1.1 INTRODUCTION
The human resources are the most important assets of an organization. The success or failure of
an organization is largely dependents on caliber of the people working therein. Without positive
and prosper. In order to achieve the goals or the activities of an organization, therefore, we need
to recruit people with requisite skill, qualification and experience while doing so; we have to
keep the present as well as the future requirement of the organization in mind.

Recruitment is a ‘linking function’ joining together those with jobs to fill and those
seeking jobs. It is a ‘joining process’ in that it tries to bring together job seekers and employer
with a view to encourage the former to apply for a job with the letter. The basic purpose of
recruitment is to develop a group of potentially qualified people. To this end, the organization
must communicate the position in such a way that job seekers respond. To be cost effective, the
recruitment process should attract qualified and provide enough information for unqualified
persons to self-select themselves out.

Weather and Davis: “Recruitment is the process of finding and attracting capable applicants for
employment. The process begins when new recruits are sought and which their application are
submitted. The result is a pool of applicants from which new employee are selected.

DEFINITION:

RECRUITMENT:
Recruitment is defined as, “The process of discovering potential candidates for
actual an anticipated organizational vacancies”. –Yodel.

Recruitment is defined as, “The process of searching for prospective employees

and stimulating them to apply for jobs in the organization”.-Edwin B.Flipo

SELECTION:
Selection in the process of selecting right candidate for job in the organization is called
selection.

2
SOURCE OF RECRUITMENT PROCESS

INTERNAL SOURCES:
Internal sources include personal already on the pay-roll of the organization. Whenever any
vacancy arises, somebody from within the organization may be looked into:

 Promotions
 Transfer
 Employee Referrals
 Job posting

Merits:
 Employees are motivated to improve their performance.
 Moral of the employee is increased.
 It is less costly than going outside to recruit.

Demerits:
 When vacancies are filled through internal promotions, the scope for fresh talent is
reduced.
 The employees may become lethargic if they are sure of time bounded promotions.
 Frequent transfer of employees may reduce the overall productivity of the organization.

EXTERNAL SOURCES
External sources of recruitment refer to prospective candidate outside the enterprise. They
usually include new entrants to the force. The external sources are

 Direct recruitment
 Recommendations
 Media advertisement
 Campus recruitment

3
MERITS:-

External sources provides the requisite type of personnel for an organization,

having skill, training and education up to the required standard

Since persons are recruited from a large market, the best selection can be made
without any distinctions of caste, sex or color

In the long run, this source proves economical because potential employees do
not need extra training for their job

DEMARITS:-
External recruitment may lead to dissatisfaction frustration among existing
employees

Recruitment from the outside takes a long time. The business has to notify the vacancies and
wait for applications to initiate the selection process.

It is costly to recruit staff from external sources. A lot of money has to be spend on
advertisement and processing of application.

PERFORMANCE OF RECRUITMENT:-
Recruitment has always been a never – ending process in the organization scenario. Significant
transition have b en brought in the long run of recruitment but the major concentration has
always been engaging persons in employment and initial setup for this. Recruitment is followed
in the all- different sectors, be it manufacturing concern or a service sectors. Recruitment is not
just confined to its sense it covers the aspects from selection to training. Despite the usage of
various terminologies describing each step of the recruitment process, it is a chain link where the
start is not distinct.

Recruitment involves seeking and attracting a pool of people from which qualified candidates for
job vacancies can be chosen. Recruitment systems are subdivided into 4 major sub systems.

 Finding out and developing sources

 Developing techniques to attract candidates
 Employing the techniques
 Stimulating the candidates and making for apply for jobs

The recruitment process:

The recruitment process begins when you know need someone new in the department, either
because an existing staff member has left, or because an existing member has left, are because
there is new work to be done. It doesn’t finish until appointment has been made.

4
SELECTION PROCESS

Definition of selection:
According to Dale,” selection may be defined as the process by which the organization choose
from among the applicants, those people whom they feel would best meet the job requirement,
considering current environmental condition’’.

Factors influencing selection process:

 Nature of the organization
 Nature of the labour market
 Union requirement
 Government requirements
 Composition of the labour force
 Location of the organization

Steps in selection procedure:

Receiving application
The candidates may be asked to submit their application together with their bio data on a plain
paper.

Preliminary interview:
The object of this interview is to see the candidate personally to ensure whether he is physically
and mentally suitable for job.

Application blank:
The printed application contain the details desired by the from the candidate with sufficient space
for the candidate to furnish the particulars.

Tests:
A test is a sample measurement of a candidate’s ability and interest for the job.

5
Final interview:
An interview is a face to face oral examination of a candidate by an employer.

Background verification:
The background verification is done to check the honesty and integrity of the candidate.

Final selection:
If the employer is satisfied with the candidates, them the selection will be made.

Physical examination:
It is important that a person selected for the job must also be medically fit to perform it.

Placement:
If the employer is satisfied with the medical report of the candidate, he may place in the concern.

6
 1.2 OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVE:

 To study about the recruitment & selection process in Max Fashions

SECONDARY OBJECTIVES:

 To study the various sources of recruitment process in Max fashions.

 To examine the recruitment and selection process of the company.
 To identify the strengths and weakness of the company in recruitment.
 To explore the employee satisfaction towards the selection process.
 To identify and suggest methods of improvement in the present recruitment process of
the organization.

7
 1.3 SCOPE OF THE STUDY

The scope of the study is limited to the employees in Max Fashions and also to study how the
recruitment & selection process in the organization. The study will highlight the employee’s
perception on the strengths and the area for the improvement to the current recruitment process
and to bring about suggestions to make the process effective in selecting the right candidate for
the right job.

8
 1.4 NEED FOR THE STUDY

To analyze the effectiveness and demand of today’s recruiting techniques and selection of the
business environment requirements and the source for all types to build an efficient staffing
process for an organization. The main resource of a company is manpower and to study how an
employee feel about the recruitment and selection process in the organization. Hence the impact
of the recruitment can also improve to get the right candidates at the right time and also help to
improve business volume.

9
 1.5 LIMITATIONS OF THE STUDY

 The entire study applies only to the specific concern.

 The period for study is four months, so the detailed analysis about the practices is
difficult.
 The study was made only with limited number of samples.
 The respondents may give false information.

10
 CHAPTER 2
Industry profile

11
 INDUSTRY PROFILE

Founded in 1973 with a single store in Bahrain, the Landmark Group has successfully grown into
one of the largest and most successful retail and hospitality conglomerates in the Middle East,
Africa and India. Consistently striving to deliver exceptional value, Landmark Group has over
55,000 employees, operates over 2,200 outlets, occupying over 30 million sq. ft. across 21
countries. The Group provides a value-driven product range for the entire family through a
diverse portfolio of 57 brands - constituting 27 own brands and 30 franchise brands.

OVERVIEW

Over 44 years of retail experience. - Over 55,000 employees. - Presence across the Middle East,
Africa and the Indian subcontinent. - Over 2,200 outlets and 30 million sq. ft. retail space. - 27
own brands and 30 franchised

LANDMARK RETAIL PORTFOLIO

Landmark Retail operates several home-grown and franchise brands, across diverse categories.
Categories: Fashion, Footwear, Home décor, Lifestyle, Electronics, Sporting Goods, Beauty.
Centrepoint a destination bringing together the Group’s four core retail brands), Babyshop (one-
stop destination for kids between 0-16 years), Splash (multi-brand fashion retailer), Lifestyle
(home décor, fashion accessories, beauty products, gifts and much more) Shoe Mart (multi-brand
footwear and accessories store) Max (value fashion and footwear store) Iconic (fashion, art,
make up, and gadgets), Sports One (multi-brand, multi-category sporting goods retailer),
Shoexpress (value footwear and accessories store) Home Centre (a complete home experience),
Home Box (value furniture & home furnishings), Emax (large format electronics store)
Landmark International (a division that includes international franchise brands – New Look,
Koton, Reiss, Lipsy and Yours), and Shoe Mart International Footwear Division (a division that
includes franchise footwear brands – Kurt Geiger, Ecco, Pablosky, Dumond, Nose, Steve

12
Madden, BLOCCO 31, Aerosoles and Carpisa). The Group’s offerings have evolved to be the
preferred choice for consumers and core brands are market leaders in the region.

CATEGORIES

Leisure, F&B, Wellness and Hotels Landmark Leisure (chain of indoor entertainment centres for
children and teens: Fun City, Fun Ville, Fun Box, Tridom and Fun Works) Foodmark (a division
that includes franchise and joint venture brands such as Carluccio’s, Nandos, Max’s, Ushna,
GRK Fresh Greek and Jamba Juice; as well as the home-grown brand Zafran.), Candelite (snacks
and confectionery store), Balance Spa and Salon (grooming and relaxation centre), Fitness First
(fitness centres), and Citymax Hotels (comfortable budget hotels). The Landmark Group has also
diversified into healthcare with iCare Clinics (primary healthcare clinics for the family)

LANDMARK IN INDIA

In 1999, Landmark Group entered India, to revolutionize retailing in the country with the
introduction of Lifestyle department stores. Positioned as a trendy, youthful and vibrant brand
that offers customers a wide variety of merchandise at an exceptional value for money, Lifestyle
Stores began operations in Chennai. In its 17 years of retailing in India, Landmark Group has
launched several of its core retail concepts in the country including Home Centre, Splash and
Max. The Group’s Hospitality portfolio has Spar supermarkets and hypermarkets, Fun City,
Citymax and Krispy Kreme.

LANDMARK LOYALTY PROGRAMMES

The Landmark Group operates two of the largest, most comprehensive loyalty programmes –
Shukran in the Middle East and Landmark Rewards in India. The region’s largest retail loyalty
programme, Shukran is testament to the Landmark Group’s commitment and passion towards
enhancing its relationships with customers across diverse brands. Shukran offers a world of
privileges to its members including added value, enriching rewards and an enhanced customer
experience. The programme covers over 55 brands, across 9 countries, and has over 16 million
members. Launched in 2001, Landmark Rewards is an exclusive customer loyalty programme
offered by the Group in India. The programme covers 9 brands and has over 15 million
members.

13
LOGISTICS AND DISTRIBUTION STRENGTH

Landmark Group has created a comprehensive infrastructure including a full-fledged logistics

and distribution division to support its retail operations. The Group has a total warehouse space
of over 9.3 million sq. ft. The Group’s Logistics and Re-distribution Centre is one of the largest
privately owned in the Jebel Ali Free Zone, Dubai encompassing 3.1 million sq. ft.

CORPORATE SOCIAL RESPONSIBILITY

A company that is founded on sound ethical principles, the Landmark Group also seeks
opportunities to contribute to the communities where it operates. Its commitment to Corporate
Social Responsibility (CSR) is not merely about charity, but also about playing a more
responsible part in the society, be it within the organisation or towards its stakeholders
(customers, partners and employees), the environment, society and the world at large. In 2009,
the Landmark Group adopted diabetes awareness as part of its long term CSR initiative.
Launched in the UAE, the Beat Diabetes’ programme aims to increase awareness amongst
people regarding the condition. Today the programme runs in seven countries; UAE, Kuwait,
Oman, Qatar, Bahrain, KSA and India and reaches out to over 20 million people annually
through events and educational initiatives. In India, the Group’s Chairman, Micky Jagtiani
initiated the LIFE Trust programme (Landmark International Foundation for Empowerment) in
2000. LIFE focuses on rehabilitating the less fortunate through various programmes and
initiatives such as delivering non-formal education in rural areas, setting up health centres in
urban slums as well as training centres for the underprivileged youth and imparting life skills
training.

VALUES

At Landmark Group we promise to L.E.A.D with integrity in everything we do.

 We listen to understand our customer and our teams.

 We empower our teams to succeed.
 We constantly adapt to stay ahead.
 We always deliver our best

14
BUSINESS AND BRANDS

APPARELS

15
FURNITURE FOOTWEAR

HOTEL HEALTH CARE

SUPER MARKET HOSPITALITY

16
 2.1. COMPANY PROFILE

Max is the international value fashion brand of the Dubai based Landmark Group, Established in
2004 in UAE, Max has become the largest value fashion brand in India and the Middle East with
over 200 stores and 15 countries, offering customers a one stop shop for clothing, accessories
and footwear needs for the entire family.

Max brings international fashion and value to discerning shoppers in over 325 stores across 16
countries. It was launched in the UAE in May 2004, Max was established in India in 2006,
opening its first store in Indore. Now, Max India has a reach that extends to over 60 cities.
Boasting a loyal customer base of over 5.5 million, Max is the most profitable value fashion
format in the region.

Max offers apparel, footwear and accessories for the entire family - women, men and children.
Customers can expect a world-class shopping environment stocking the latest in international
fashion from around the globe, as well as Max's own label of in-house designs in carefully
chosen color palettes.

Max India, a division of Lifestyle International (P) Ltd., has pioneered the concept of ‘value
fashion in the country, thereby offering the discerning shopper a vast choice with international
fashion & quality.

Max has its own label merchandise of in house design and planned color palettes for the season.
Every season Max introduces a fresh collection of international designs specially customized to
the Indian market. The brand adapts to the changing needs of the shopper every season and
accordingly introduces new design, silhouettes and fabrics.

17
In India, Max was established in the year 2006 with its first store in Indore. Now, Max has
around 105 stores across 45 cities with over 3500 employees. The store ambience offers an
international shopping experience making shopping for the entire family an absolute delight.
Max focuses on strong visual elements at the store for engaging customers while they are in
store. The stores are designed for easy navigation with distinct category display to facilitate
customers in each locating product they are looking for.

The target audience for Max India is primarily is contemporary middle class family and young
working couples within the age group of 25 to 35 years. As Max has positioned itself as a youth
brand, it also targets teenagers and college students within the age group of 18 to 24 years.

OUR VISION
 To be among the Top Three Retail Players in three of the fastest growing retail market in
the world (Middle East, India and China)

OUR MISSION
 Carefully Listen
 Constantly Adapt
 Always Deliver

OUR VALUES
 Passion for excellence
 Integrity in everything we do
 Empowering people to strive and deliver
 Adapting to change market and customer needs.

ACHIEVEMENTS
 40 Million Products for women, men and kids.
 1.7 Million square feet of retail space dedicated to value fashion.
 160 Stores spread across over 60 cities in India.
 5,500 employees helping us deliver real value to our customers.

18
PRODUCT DEPARTMENTS
WESTERN WEAR INDIAN WEAR

MENS WEAR KIDS WEAR

FOOT WEAR ACCESSORIES

19
CHAPTER-3
Review of
Literature

20
 CHAPTER – 3
REVIEW OF LITERATURE

Barber (2016) defines Employee recruitment as “practices and activities carried on by an

organization for the purpose of identifying and attracting potential employees”. Many large
corporations have employee recruitment plans that are designed to attract potential employees
that are not only capable of filling vacant positions but also add to the organization’s culture.

Costello (2015) recruitment is described as the set of activities and processes used to legally
obtain a sufficient number of qualified people at the right place and time so that the people and
the organization can select each other in their own best short and long term interests.

Jovanovic (2013) said recruitment is a process of attracting a pool of high quality applicants so
as to select the best among them. For this reason, top performing companies devoted
considerable resources and energy to creating high quality selection systems. Due to the fact that
organizations are always fortified by information technology to be more competitive, it is natural
to also consider utilizing this technology to re-organize the traditional recruitment and selection
process through proper decision techniques, with that both the effectiveness and the efficiency of
the processes can be increased and the quality of the recruitment and selection decision
improved.

Mullins (2012) indicated that to be a high performing organization, human resource

management must be able to assist the organization to place the right person in the right job. The
human resource management practices include recruitment, selection, placement, evaluation,
training and development, compensation and benefits, and retention of the employees of an
organization. Businesses have developed human resource information systems that support: (i)
recruitment, selection, and hiring, (ii) job placement, (iii) performance appraisals, (iv) employee
benefits analysis, (v) training and development, and (vi) health, safety, and security

21
Kaplan and Norton, (2011) a common problem in recruitment and selection is poor HR
planning. Rigorous HR planning translates business strategies into specific HRM policies and
practices. This is particularly so with recruitment and selection policies and practices. The key
goal of HR planning is to get the right number of people with the right skills, experience and
competencies in the right jobs at the right time at the right cost. Past research shows that the
competency level of HR managers has a major influence on recruitment and selection and
experienced HR experts within the HR department will not only shorten vacancy duration, but
also improve the quality of the applicants. Moreover, effective recruitment and selection is
possible only if there is a dedicated and competent HR team.

Whitwell Associates, (2011) observed that the extent of recruitment and selection strategy
integration can be gauged through four distinctive indicators. These indicators are: the timely
supply of an adequately qualified workforce, effective job analysis and descriptions, effective
selection, and the involvement of line managers in the recruitment and selection practices. A key
source of uncertainty in the business strategy implementation is whether there is a timely supply
of adequately qualified people, and to a great extent this uncertainty involves the quality of
employees. An organization can successfully eliminate this uncertainty if its recruitment and
selection policies and practices are strategically integrated with the business.

Johnston, (2010) analyzed that for every job in the organization, a thorough job analysis, which
includes the job description and job specification, is necessary and based on this, an appropriate
selection criteria is vital. The job description provides indications of the duties to be undertaken,
and the job specification usually prescribes relevant personal qualities and attitudes as well as
skills and knowledge required for the job.

22
Doss and Jason, (2009) suggest that in business strategy implementation the involvement of
line managers in the entire staffing process (i.e., drafting of job 53 descriptions, setting selection
criteria and being on the panel of recruitment) is vital for ensuring recruitment and selection to
meet business needs. In other words, the line managers are the owner of the recruitment and
selection process along with HR playing a facilitator role. Scholars have argued that other key
issues and controversies run through analyses of human resource management and recruitment
and selection: efficiency, control, and the difficulty of orienting practice towards social justice
are often cited. The first two problematic, as Burton, (2001) notes, have been central to the
management of people for as long as managers have been present in organizations. The latter is
also common across all organizations, but is a particular academic and policy concern for smaller
or growing organizations.

Smith et al. (2009) argue that the more effectively the recruitment stage is carried out, the less
important the actual selection process becomes. When an organization makes the decision to fill
an existing vacancy through recruitment, the first stage in the process involves conducting a
comprehensive job analysis. This may already have been conducted through the human resource
planning process, particularly where recruitment is a relatively frequent occurrence. Once a job
analysis has been conducted, the organization has a clear indication of the particular
requirements of the job, where that job fits into the overall organization structure, and can then
begin the process of recruitment to attract suitable candidates for the particular vacancy.

Odiorne, (2009) one result of effective recruitment and selection is reduced labour turnover and
good employee morale. Recruiting ineffectively is costly, since poor recruits may perform badly
and/or leave their employment, thus requiring further recruitment. In a cross national study of
recruitment practices, suggests that, in 48 reality, recruitment practices involve little or no
attempt to validate practices. Personnel managers tend to rely on feedback from line managers
and probationary periods and disciplinary procedures to weed out mistakes. Firms with high quit
rates live with them and tend to build them into their recruitment practices and they do not
analyze the constitution of their labor turnover. A number of recent studies have suggested that
some recruitment methods are more effective than others in terms of the value of the employees
recruited.

23
Kersleys et al (2008) reiterated the anticipatory socialization stage for students planning to enter
professions, and in particular the effects of recruitment and selection experiences on career
expectations and orientation. They agreed that the nature of students’ job search activity, the
possession of relevant work experience, and exposure to employers through recruitment and
selection activities may form part of the “evolving sequence of a person’s work experiences”
which contributes to anticipatory socialization. It has been argued that exposure to employers
through recruitment and selection is a social process where employers and potential employees
gradually perceive a match. Through job search activities and awareness of employers’
recruitment literature and events, students gather information about the organization’s goals,
values, and climate and work practices to guide their ultimate decision. Exposure to selection
procedures provides information about the culture and attributes of an organization, and
candidates form judgments from their perceptions of the fairness of the selection methods used.

Jackson (2008) Human resource management approaches in any business organization are
developed to meet corporate objectives and materialization of strategic plans via training and
development of personnel to attain the ultimate goal of improving organization performance as
well as profits. The nature of recruitment and selection for a company that is pursing HRM
approach is influenced by the state of the labor market and their strength within it.

Alan price (2007) Human Resource Management in a business context, formally defines
recruitment and selection as the process of retrieving and attracting able application for the
purpose of employment. He states that process of recruitment is not a simple selection process,
when it needs management decision making and broad planning in order to appoint the most
appropriate manpower. Their existing competition among business enterprises for recruiting the
most potential workers in on the pathway toward creating innovation, with management decision
making and employers attempting to hire only the best applicants who would be the best fit for
the corporate culture and ethics specific to the company.

24
 CHAPTER-4

Research

methodology

25
 CHAPTER-4
RESEARCH METHODOLOGY
RESEACH:

Research is a systematic investigation process employed to increase or revise current knowledge

by discovering new facts. Research is done with the help of study, experiment, observation,
analysis, comparison and reasoning. It is divided into two general categories.

1. Basic research
2. Applied research

Basic research: This research is inquiry aimed at increasing scientific knowledge.

Applied research: This research is aimed at using basic research for solving problems or
developing new process, product, or techniques.

RESEARCH METHODOLOGY:

Research methodology is a systematic way to solve a problem. It is a science of studying how

research to be carried out. Essentially, the procedures by which researchers go about their work
of describing, explaining, and predicting phenomena are called research methodology. It is also
defined as the study of methods by which knowledge is gained. It aims to give the work plan of
research.

26
4.1 RESEARCH DESIGNS

RESEARCH DESIGNS:

The research design is the arrangement of conditions for collection and analysis of data in a in
manner that aims to combine relevance to the research purpose with economy in procedure this
research design will typically include how data is to be collected, what instrument will be used
and the intended means for analyzing data collected.

TYPES OF RESEACH DESIGNS USED IN THE STUDY:

For this study, descriptive research has been used, it involves and survey and track finding.
Major purpose of descriptive research is the description of the state of affairs, as it exists at it
exists at present. It is concerned with research study with the focus on the portrayal of the
characteristics of a group or individual or a situation.

SAMPLING TECHNIQUES:

The sampling is concerned with choosing a subset of individuals from a statistical population to
estimate characteristics of a whole population.

NON PROBABILITY SAMPLING

Non probability sampling is a sampling technique where the samples are gathered in a process
that does not give all the individuals in the population equal chances of being selected.
Convenience sampling method is used in the study. This sampling method involves purposive
selection of units of the universe for consulting a sample which represent the universe. When the
population of element is selected for inclusion in the sample based on the ease of access, it can
be convenient sampling.

POPULATION

The sampling units for the survey were selected by using systematic sampling procedure as per
the sample frame the total population was 300.

27
SAMPLE SIZE

Sample is described as a portion chosen from the population. The larger you sample size, the
more sure you can be that their answers truly reflect the population. This indicate that for a given
confidence level, large you sample size, the smaller your confidence interval. The sample size
chosen for the purpose of study has been 75 respondents from the organization.

SOURCES OF DATA COLLECTION

As soon as the research design has been decide, the next step is the selecting the source of data.
Data sources can be classified into:

 Primary data
 Secondary data

PRIMARY DATA

The primary data are those which are collected a fresh and for the first time and thus happens to
be original in character.

The methods are,

 Questionnaire
 Personal interview

SECONDARY DATA

The secondary data are those which have already been collected by someone else and which
have already been passed through the statistical process. Secondary data either may be published
or unpublished data. The published data are Books, Magazines, Newspaper and unpublished data
are Dairy, Letter, Auto biography etc.

28
4.2 STATISTICAL TOOLS USED

The statistical tools which have been used to analysis the data are,

 Percentage Analysis Method

 Chi-Square Test
 ANOVA
 T- Test

Percentage Analysis Method

Percentage refers to special king of ratio that is used in making comparison between two or more
series of data. Percentage can also be used to compare between two or more series of data.
Percentage can also be used to compare the relative item that is distribution of two or more series
of data. This method is mainly used as comparative study. Percentages are a measure of central
tendency percentages are often used in data presentation. The data are reduced into the standard
form with the base equal to 100, which in fact facilitates relative comparison.

Percentage = No of Respondents for particular factor x 100

Total Respondents

Chi-Square Test

The chi-square test measures the discrepancy between the observed cell counts and what the
study would expect if the rows and columns were unrelated. The degree of influence of the
following independent variables pertaining to the respondents with respect to the factors
influencing marketing decisions and market conditions is;

 To test independence of attributes

 To test homogeneity,
 To test goodness of fit.

29
In order to identify the factors influencing marketing decisions and market conditions by the
selected respondents, a chi-square test (χ2) was used and the formula is given below.

(χ2) = (O-E) 2
∑ ---------
E
With Degree of Freedom (D.F.) = (c-1) (r-1) where,

O = observed frequency,

E = expected frequency,

c = number of columns,

r = number of rows.

ANOVA

The one-way analysis of variance (ANOVA) is used to determine whether there are any

statistically significant differences between the means of three or more independent (unrelated)

groups. This guide will provide a brief introduction to the one-way ANOVA, including the

assumptions of the test and when you should use this test. If you are familiar with the one-way

ANOVA, but would like to carry out a one-way ANOVA analysis, go to our guide: One-way

ANOVA in SPSS Statistics.

30
T- Test

The one-sample t-test is a member of the t-test family. All the tests in the t-test family compare

differences in mean scores of continuous-level (interval or ratio), normally distributed data.

Unlike the independent or dependent-sample t-tests, the one-sample t-test works with only one

mean score. The one-sample t-test compares the mean of a single sample to a predetermined

value to determine if the sample mean is significantly greater or less than that value.

31
 CHAPTER -5

Data analysis

and

interpretation

32
TABLE- 5.1: AGE FACTORS

PARTICULARS COUNT RESPONDENTS PERCENTAGE

18 to 24 Years 36 48%
24 to 35 Years 26 35%
35 to 45 Years 8 10%
45 to 55 Years 5 7%
GRAND TOTAL 75 100%

CHART-5.1

AGE

7%
11%
18-24 Years
48% 24-35 Years
35-45 Years
34% 45-55 Years

INFERENCE:

The Table and chart shows that, 48% of the employees are 18- 24 years, 34% of
the employees are 24-35 years and 11% of them are 35-45 years, 7% of the
employees are 45-55 years. Therefore the company has majority of young
employees.

33
TABLE-5.2: GENDER ANALYSIS

PARTICULARS COUNT PERCENTAGE

RESPONDENTS

MALE 48 64%
FEMALE 27 36%
GRAND TOTAL 75 100%

CHART-5.2

GENDER

64
80

60 36
40

20

0
Male Female

INFERENCE:

From the above diagram, it is clear that 64% of the questionnaire is answered by
male and 36% by Female. However the majority of the respondents belong to male
category

34
TABLE-5.3: QUALIFICATION

PARTICULARS COUNT RESPONDENTS PERCENTAGE

HIGH SECONDARY 34 45%
CERTIFICATE
UNDER GRADUATE 32 43%
POST GRADUATE 9 12%
GRAND TOTAL 75 100%

CHART-5.3

QUALIFICATION

12%

HIGH SECONDARY
CERTIFICATE
45%
UNDER GRADUATE

POST GRADUATE
43%

INFERENCE:

The above Table clear that, 45% of the employees of max fashion are HSC, 43%
of them is under graduate and 12%of them are post graduate.

35
TABLE-5.4: DESIGNATION

PARTICULARS COUNT RESPONDENTS PERCENTAGE

CRE 37 50%
CASHIER 28 37%
INVENTORY 10 13%
EXECUTIVE
GRAND TOTAL 75 100%

CHART-5.4

DESIGNATION

13%

CRE

CASHIER
50%

37%
INVENTORY
EXECUTIVE

INFERENCE:

The above Table clear that, 50% of the employees of work in max fashion are
CRE, 37% of them is cashier and 13%of them are inventory executive.

36
TABLE-5.5: EXPERIENCES

PARTICULARS COUNT RESPONDENTS PERCENTAGE

LESS THAN 1 YEARS 28 37%
1-5 YEARS 33 44%
5-10 YEARS 11 15%
10-15 YEARS 3 4%
GRAND TOTAL 75 100%

CHART-5.5

45 44

40 37
35
30
25
20 EXPERIENCES
15
15
10
4
5
0
LESS THAN 1 1-5 YEARS 5-10 YEARS 10- 15 YEARS
YEARS

INFERENCE:

From the above table and chart it is inferred that 44% of the respondents belong to
1-5 years of experience, and 4% of the responded belong to 10-15 years of
experience.

37
TABLE-5.6: ROUNDS OF INTERVIEWS CONDUCTED

PARTICULARS COUNT RESPONDENTS PERCENTAGE

1 to 3 31 41%
3 to 5 33 44%
MORE THAN 5 11 15%
GRAND TOTAL 75 100%

CHART-5.6

45 44
41
40

35

30

25
ROUNDS OF
20 INTERVIEWS
15 CONDUCTED
15

10

0
1 to 3 3 to 5 MORE THAN 5

INFERENCE:

From the table and chart it is inferred that 44% of the respondents says 3-5, 15% of
the respondents says more than 5.

38
TABLE-5.7: COMPARISON OF JOB PROFILE WITH EDUCATIONAL

QUALIFICATION

PARTICULARS COUNT PERCENTAGE

RESPONDENTS

YES 48 64%
NO 27 36%
GRAND TOTAL 75 100%

CHART-5.7

70
64
60

50

40 36 COMPARISON OF JOB
PROFILE WITH
30 EDUCATIONAL
QUALICATION
20

10

0
YES NO

INFERENCE:

From the table and chart it is inferred that 64% of the respondents says yes, 36% of
the respondents says no.

39
TABLE-5:8: PROCESS SUITS FOR PROFILE

PARTICULARS COUNT RESPONDENTS PERCENTAGE

STRONGLY AGREE 31 41%
AGREE 13 17%
NEUTRAL 19 26%
DISAGREE 9 12%
STRONGLY DISAGREE 3 4%
GRAND TOTAL 75 100%

CHART-5.8

45
41
40
35
30 26
25
PROCESS SUITS FOR
20 17
PROFILE
15 12
10
4
5
0
SA A N DA SD

INFERENCE:

From the table and chart it is inferred that 41% of the respondents says strongly
agree, 4% of the respondents says strongly disagree.

40
TABLE-5:9: RECRUITEMENT PROCEDURE RATING

PARTICULARS COUNT RESPONDENTS PERCENTAGE

EXCELLENT 43 57%
GOOD 17 23%
AVERAGE 11 15%
POOR 2 3%
VERY POOR 2 2%
GRAND TOTAL 75 100%

CHART-5.9

60 57

50

40
RECRUITEMENT
30 PROCEDURE RATING
23
20 15

10 3
2
0

INFERENCE:

From the table and chart it is inferred that the rate of recruitment procedure is 57%
of the respondents says excellent, 2% of the respondents says very poor.

41
TABLE-5.10: RECRUITMENT & SELECTION METHOD

PARTICULARS COUNT RESPONDENTS PERCENTAGE

DIRECT METHOD 37 49%
INDIRECT METHOD 32 43%
THIRD PARTY 6 8%
GRAND TOTAL 75 100%

CHART-5.10

50 49

45 43
40
35
30
25 RECRUITMENT &
20 SELECTION METHOD
15
8
10
5
0
DIRECT METHOD INDIRECT METHOD THIRD PARTY

INFERENCE:

From the table and chart it is inferred that 49% of the respondents says direct
method, 8% of the respondents says third party.

42
TABLE-5.11: SOURCES FOR RECRUITMENT& SELECTION

PARTICULARS COUNT RESPONDENTS PERCENTAGE

INTERNAL SOURCES 34 45%
EXTERNAL SOURCES 33 44%
BOTH 8 11%
GRAND TOTAL 75 100%

CHART-5.11

45 44
45
40
35
30
25
RECRUITMENT &
20 SELECTION METHOD
15 11
10
5
0
INTERNAL SOURCE EXTERNAL SOURCE BOTH

INFERENCE:

From the table and chart it is inferred that 45% of the respondents says internal
sources, 11% of the respondents says both.

43
TABLE-5.12: INTERNAL RECRUITMENT SOURCES

PARTICULARS COUNT RESPONDENTS PERCENTAGE

PRESENT PERMANENT EMPLOYEES 29 37%

PRESENT TEMPORARY EMPLOYEES 28 39%
RETRENCHED/RETIRED 12 16%
EMPLOYEES
DECEASED/DISABLED EMPLOYEES 6 8%
GRAND TOTAL 75 100%

CHART-5.12

39
40 37
35
30
25
20 16
15
8
10 INTERNAL
5 RECUITMENT SOURCES
0

INFERENCE:

From the table and chart it is inferred that the internal sourcing 39% of the
respondents says present temporary employees, and 8% of the respondents says
deceased/disabled employees.

44
TABLE-5.13. EXTERNAL RECRUITMENT SOURCES

PARTICULARS COUNT RESPONDENTS PERCENTAGE

CAMPUS INVERVIEWS 24 32%
PLACEMENT AGENCIES 21 28%
PRIVATE EMPLOYEMENT AGENCIES 13 18%
PUBLIC EMPLOYMENT AGENCIES 10 13%
OTHERS 7 9%
GRAND TOTAL 75 100%

CHART-5.13

35 32
30 28
25
20 18

15 13
9
10 EXTERNAL
5 RECRUITMENT
SOURCES
0

INFERENCE:

From the table and chart it is inferred that the source for external recruitment 32%
of the respondents’ campus interviews, 9% of the respondents says others.

45
TABLE-5.14: INTERVIEW NEEDS FOR EXPERIENCED PERSON

PARTICULARS COUNT PERCENTAGE

RESPONDENTS

YES 64 85%
NO 11 15%
GRAND TOTAL 75 100%

CHART-5.14

90 85
80
70
60
50 INTERVIEW NEEDS
40 FOR EXPERIENCED
30 PERSON
15
20
10
0
YES NO

INFERENCE:

From the table and chart it is inferred that experienced person also needs an
interview 85% of the respondents says yes, remaining 15% of the respondents says
no.

46
TABLE-5.15: SOURCES THROUGH WHICH RECRUITED IN THE

COMPANY

PARTICULARS COUNT RESPONDENTS PERCENTAGE

NEWS PAPER SOURCES 10 13%
PROFESSIONAL 20 27%
JOURNALS/PERIODICALS
COLLEGE RECRUITING 10 14%
EMPLOYEE REFERAL 28 37%
INTERNAL COMPUTERIZED 7 9%
APPLICANT DATABASE
GRAND TOTAL 75 100%

CHART-5.15

40 37
35
30 27
25
20
13 14
15
9
10 SOURCES THROUGH
5 WHICH RECRUITED IN
0 THE COMPANY

INFERENCE:

From the table and chart it is inferred that 37% of them prefer employee referral
and 4% prefer internal computerized applicant database.

47
TABLE-5:16: HR DEPARTMENT’S PERFORMANCE RATING

PARTICULARS COUNT RESPONDENTS PERCENTAGE

EXCELLENT 38 51%
GOOD 18 24%
AVERAGE 6 8%
POOR 11 14%
VERY POOR 2 3%
GRAND TOTAL 75 100%

CHART-5.16

60
51
50

40
HR DEPARTMENT'S
30 PERFORMANCE
24
RATING
20 14
8
10
3
0

INFERENCE:

From the table and chart it is inferred that the rate of HR department’s performance
is 51% of the respondents says excellent, 3% of the respondents says very poor.

48
TABLE-5:17: SATISFIED WITH SALARY PACKAGE

PARTICULARS COUNT RESPONDENTS PERCENTAGE

HIGHLY SATISFIED 37 49%
SATISFIED 20 27%
NEUTRAL 11 15%
DISSATISFIED 4 5%
HIGHLY DISSATISFIED 3 4%
GRAND TOTAL 75 100%

CHART-5.17

49
50
45
40
35
30 27
25 SATISFIED WITH
20 15 SALARY PACKAGE
15
10 5 4
5
0
HA S N D HD

INFERENCE:

From the table and chart it is inferred that 49% of the respondents says highly
satisfied, 4% of the respondents says highly dissatisfied.

49
TABLE-5:18: REASON FOR REJECTING OFFER

PARTICULARS COUNT RESPONDENTS PERCENTAGE

RELOCATION OF 14 19%
REPONSIBILITIES
SALARY 30 40%
STAGNATION 15 20%
ENVIRONMENT 14 18%
JOB SECURITY 2 3%
GRAND TOTAL 75 100%

CHART-5.18

40
40
35
30
25 20
19 18
20
15
REASON FOR REJECTING
10
3 OFFER
5
0

INFERENCE:

From the table and chart it is inferred that 40% of the respondents says salary, 3%
of the respondents says job security.

50
TABLE-5.19: SATISFIED WITH THE PERSENT METHOD OF

SELECTION

PARTICULARS COUNT PERCENTAGE

RESPONDENTS

YES 63 84%
NO 12 16%
GRAND TOTAL 75 100%

CHART-5.19

90
80
70
60
50 SATISFIED WITH THE
40 84 PERSENT METHOD OF
SELECTION
30
20
10 16

0
YES NO

INFERENCE:

From the table and chart it is inferred that 84% of the respondents are satisfied with
says yes, 16% are not satisfied with the present method.

51
 CHI-SQUARE ANALYSIS

TABLE-5.20: ANALYSIS BETWEEN THE RECRUITMENT PROCEDURE RATING

AND EXPERIENCE

Aim:

To find out the relationship between the recruitment procedure rating and experience

H0: There is no significant difference between the recruitment procedure rating and experience

H2: There is significant difference between the recruitment procedure rating and experience

ANALYSIS BETWEEN THE RECRUITMENT PROCEDURE RATING AND

EXPERIENCE

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
experience * 75 100.0% 0 0.0% 75 100.0%
recruitment procedure

experience * recruitment procedure Cross tabulation

Recruitment procedure
excellent good average poor very poor Total
experience 1-5 years Count 33 0 0 0 0 33
Expected Count 18.9 7.5 4.8 .9 .9 33.0
less than 1 year Count 10 17 1 0 0 28
Expected Count 16.1 6.3 4.1 .7 .7 28.0
5-10 years Count 0 0 10 1 0 11
Expected Count 6.3 2.5 1.6 .3 .3 11.0
10-15 years Count 0 0 0 1 2 3
Expected Count 1.7 .7 .4 .1 .1 3.0
Total Count 43 17 11 2 2 75
Expected Count 43.0 17.0 11.0 2.0 2.0 75.0

52
 Chi-Square Tests
Asymptotic
Significance
Value df (2-sided)
Pearson Chi-Square 162.459a 12 .000
Likelihood Ratio 114.788 12 .000
Linear-by-Linear 60.661 1 .000
Association
N of Valid Cases 75
a. 15 cells (75.0%) have expected count less than 5. The
minimum expected count is .08.

53
 ANOVA
TABLE-5.21: EDUCATION QULIFICATION AND JOB QULIFICATION FIT FOR
EDUCATIONAL QULIFICATION

ANOVA
JOB QULIFICATION FIT FOR EDUCATION QULIFICATION

Mean
Sum of Squares df Square F Sig.
Between 18.750 1 18.750 85.995 .000
Groups
Within Groups 15.917 73 .218
Total 34.667 74

INTERPRETATION:
H0- There is no significance difference between education qualification and job qualification fit
for education qualification?
H1- There is a significance difference between education qualification and job qualification fit
for education qualification.

54
 T.TEST

TABLE-5.22: ANALYSIS BETWEEN THE INTERNAL SOURCING AND

EXTERNAL SOURCING

Aim:
To find out the relationship between the internal sourcing and external sourcing

ANALYSIS BETWEEN THE INTERNAL SOURCING AND EXTERNAL SOURCING

One-Sample Statistics
Std. Std. Error
N Mean Deviation Mean
Internal recruitment 75 1.9333 .93481 .10794
sources
External recruitment 75 2.3333 1.24481 .14374
sources

One-Sample Test
Test Value = 0
95% Confidence Interval of
Sig. (2- Mean the Difference
t df tailed) Difference Lower Upper
Internal recruitment 17.911 74 .000 1.93333 1.7183 2.1484
sources
External recruitment 16.233 74 .000 2.33333 2.0469 2.6197
sources

55
CHAPTER-6

56
 FINDINGS

 Majority of the respondents belong to the age of 18-24 because the company wants to
increase the productivity faster with the youth people.
 Most of the respondents are unmarried because there age in below 24.
 Half of the respondents are satisfied with current form of selection especially in direct
method of selection in the organization.
 Personal interview are mostly preferred by respondents and so there will be direct
contract with the recruiter and also have chance check their responding capabilities
through their knowledge.
 One-third of the respondents are referred by the co-workers so that the company can
avoid some type of risks in recruitment.
 Half of the respondents are from external sources and it clearly says that the companies
not only recruit the candidate from internal sources but also from outside the company.
 There is significant no association between educational qualification and external
recruitment sources.
 There is significant no association between experience and recruitment procedure rating.
 Many respondents fell under graduate is enough to do work.
 Maximum respondent are less than 5 years of experience because the management wants
young and fit employees.
 The interviewer conduct 1 and 2 rounds can judge the ability and knowledge of
respondents within 3 rounds.
 The recruitment rating is excellent due to effective hiring by interviwer.

57
 SUGGESTIONS

 Recruitment must be done by analyzing the job firstly which will make it easier and will
be beneficial from the company’s point of view.
 Salary is the main problem for a candidate’s rejecting an offer. So the policy regarding
salary can be reviewed.
 Some of the employees said that the response given after recruitment is not satisfactory.
If the recruitment feedback mechanism is not effective, there is high risk of losing good
candidates to other companies. So they can give the response for candidates immediately
whether they are short listed or rejected.
 Company should concentrate equally in both internal and external sources of recruitment
 Must implement new skills for training and development as a part of recruitment
 From the study it is found that experienced person also needs an interview, so the
company can give importance for conducting for experienced persons also.

58
 CONCLUSION

This project A STUDY ON RECRUITMENT AND SELECTION PROCESS was helpful to

know about the recruitment and selection process in Max fashion.

This study inferred that most of the employees are satisfied with the present process. This study
was helpful to study the source of recruitment and selection techniques & method used.

The study on recruitment and selection is more an art rather than a practice. HR professional is
having a big responsibility to hire a best person from the available talent pool. At the same time,
one needs to be cost conscious. The employer should judge on individual merits and set the same
standards for all. In the present scenario, “It is the biggest challenge for a HR manager to hunt
for talent.”

59
REFERENCES

60
 REFERENCES
1. M. Sharma "Personnel & HRM", Himalaya Publishing House 2005
2. Article: A Study of the Recruitment and Selection process: SMC Global, Kumari Neeraj,
ISSN 2224-6096, Vol 2, No.l, P.35.
3. Article: A Study of the Recruitment and Selection process: SMC Global, Kumari Neeraj,
ISSN 2224-6096, Vol 2, No.l, P.36.
4. Arun Monappa and Mirza Saiyadin, Human Resource Management, Tata Me Graw Hill
Publishing Co. 1985
5. Bisvvajeet Pattanayak, Human Resource Management, Prentice - Hall India, 2005
6. Black, P. and Wiliam, D. (1998) ‘Assessment and classroom learning’
7. C. B. Gupta, Personnel Management, Sultan Chand and Company Limited, New Delhi -
2007
8. C. S. Ventataraman and B. K. Srivastave, Tata Me. Graw Hill, Personnel Management
and Human Resources, New Delhi - 1991.
9. David A. Decenzo and Stephen P. Robbins, Human Resource Management, John Wiley
& Son. Inc, New York, 1994
10. Decenzo David A. & Stephen Robbins P., Human Resources Management, John Wiley &
Soans Inc. New York, 1994.
11. Dr. V. P. Michael, Human Resource Management and Human Relations, Himalaya
Publishing House, 1998
12. Dr.S.Ganesan, International Journal of Business and Administration Research Review,
Vol.l, Issue.6, July - Sep, 2014, ISSN -2348-0653, P. 147.

WEBSITES:
www.ukessays.com

www.businessdictonary.com

www.automobileindustry.com

61
QUESTIONNAIRE

62
 A STUDY ON RECRUITMENT AND SELECTION PROCESS

QUESTIONNAIRE

1. Name :

2. Age : a) 18-24 b) 24-35 c) 35-45 d) 45-55

3. Gender : a) Male b) Female

4. Marital Status:

a) Married
b) Unmarried

5. Educational qualification :

a) Schooling
b) Under Graduate
c) Post Graduate

6. Designation :

a) CRE
b) Cashier
c) Inventory executive

7. Experience :

a) Less than 1 year

b) 1-5 years
c) 5-10 Years
d) 10-15 years

8. How many interviews are conducted?

a) 1-3
b) 3-5
c) More than 5

9. Do you think job qualification fit for your educational qualification?

a) Yes
b) No

63
10. Do you think the process which is followed in your organization suits which the interview
meant for?

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

11. How do you rate the recruitment procedure?

a) Excellent
b) Good
c) Average
d) Poor
e) Very poor

12. Which method do you mostly prefer the following recruitment & selection?

a) Direct method
b) Indirect method
c) Third party

13. What source you prefer for recruitment and selection?

a) Internal sources
b) External sources
c) Both

14. What are the internal recruitment sources you prefer among the following?

a) Present permanent employees

b) Present temporary employees
c) Retried employees
d) Deceased/Disabled employees

15. What are the external recruitment sources you prefer among the following?

a) Campus interviews
b) Private agencies
c) Private employment agencies
d) Public employment agencies
e) Others

64
 16. Whether the experienced person need an interview, while they are recommend for
promotion?

a) Yes
b) No

17. Through which source did you get recruited in the company?

a) Newspaper sources
b) Professional journal/periodical
c) College recruitment
d) Employee referral
e) Internal computerized applicant database

18. How would you rate the HR department’s performance in recruitment and selection?

a) Excellent
b) Good
c) Average
d) Poor
e) Very poor

19. Are you satisfied with salary package?

a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied

20. Reason for rejecting offer

a) Relocation of responsibilities
b) Salary
c) Stagnation
d) Environment
e) Job security

21. Are you satisfied with the present method being followed by the company for Recruitment &
selection?

a) Yes
b) No

65