A

PROJECT REPORT
ON

“A STUDY ON RECUITMENT AND SELECTION PROCEDURE”

FOR
AU SMALL FINANCE BANK

SUBMITTED TO
SAVITRIBAI PHULE PUNE UNIVERSITY
IN PARTIAL FULLFILMENT OF TWO YEARS FULL TIME
MASTERS DEGREE IN BUSINESS ADMINISTRATION (MBA)

SUBMITTED BY
RENUKA JAYSINGRAO KOKATE PATIL
(BATCH – 2021-23)

GUIDED BY
PROF._______________

JSPM’s
JAYAWANTRAO SAWANT COLLEGE OF ENGINEERING
MBA DEPARTMENT
HADAPSAR, PUNE- 411028
COLLEGE CERTIFICATE:
COMPANY CERTIFICATE:
 ACKNOWLEDGEMENT

It is my privilege to express gratitude & sincere thanks to JSPM’s Jayawantrao Sawant

College of Engineering, MBA Department, Hadapsar, Pune for giving me an opportunity to
undertake the summer internship project report on the topic “A Study On Recuitment And
Selection Procedure.”

I express sincere thanks to my project guide, Mr./Dr./Ms./Mrs. …, (Designation)…………..

(Department), for guiding from the inception till the successful completion of the project.

I sincerely acknowledge him/her for extending his/her valuable guidance, support for
literature, critical reviews of projects & researches and above all the moral support he/she
provided to me at all stages of this project.

(Signature of Student)
Renuka Jaysingrao Kokate Patil
MBA (Batch 2021-2023)
 DECLARATION

I, Renuka Jaysingrao Kokate Patil, studying in the second year of Master of Business
Administration (MBA) at Jayawantrao Sawant College of Engineering (MBA Department),
Hadapsar, Pune, hereby declare that I have completed the Summer Internship Project titled
“A Study On Recuitment And Selection Procedure” as a part of the course requirements
for Master of Business Administration (MBA) Program.

I also declare that the work undertaken by me is original and has not been copied from any
other source. I further declare that the information presented in this project is true and
original and has not been submitted to JSCOE or any other Institute for any other
examination, before this. It is based on the original research work and will be used only for
the academic purpose. It will not be produced in any condition as a source of information to
an industry.
Date: Signature
Place: Renuka Jaysingrao Kokate Patil
MBA (Batch 2021-
2023)
EXECUTIVE SUMMARY:

Chapter 1:
Chapter 1 is about Introduction on Recuitment And Selection Procedure.

Chapter 2:
Chapter 2 is about Research objectives & Scope of the study.

Chapter 3:
Chapter 3 included sector profile , company profile & product profile.

Chapter 4:
In this research project chapter 4 contains information about the review of literature. This
chapter is various past research of well-known researchers is included which gives and
frame work for project report.

Chapter 5:
Chapter 5 is about Research Methodology includes, Problem Statement, Objective of the
Study, Scope of the Study, Research Design, Research Instrument, Sampling Design, Data
Collection Techniques, Data Analysis Plan, Research Model, Hypothesis of the study & etc.

Chapter 6:
This chapter is all about Data Analysis and Interpretation.

Chapter 7, 8 & 9:
The Findings, Suggestions and Limitation of the study are presented in chapter 7, 8 & 9.

Chapter 10 & 11:

Chapter 10 & 11 presents the overall project's conclusion, bibliography, and Annexure
 INDEX:
Chapter Particulars Page No.
Chapter 1 Introduction
Chapter 2 Objectives & Scope of the project
Chapter 3 3.1 Sector Profile
3.2 Company Profile
3.3 Product Profile
Chapter 4 Theoretical Background
Chapter 5 Research Methodology
Chapter 6 Data Analysis & Interpretation
Chapter 7 Findings
Chapter 8 Recommendations / Suggestions
Chapter 9 Limitations of the project
Chapter 10 Conclusion
Chapter 11 Bibliography
Annexure
 Chapter 1
INTRODUCTION
Meaning:
The management of human resources plays a role in the organization’s employee
recruitment, hiring, development, and training processes. Human resource management is
focused on the organization’s human resources. Human resource management (HRM) is
regarded as the core element of management because it encompasses all general human-
related issues. The organizing, compensating, integrating, sustaining, and separating of
human resources to the ultimate individual is the definition of human resource management.
Ensuring that an organisation has access to a skilled and motivated staff is the primary
objective of human resource management.
Definition of HRM:
Dalc Yodcr “The management of human resources is defined as “a system in which
members struggle to achieve both individual and group goals.”
Byars and Ruc describe HRM as “Human resources in terms of those activities intended to
support and coordinate an organization’s human resources.”
Scope of HRM
All the actions that fall under the category of HRM are referred to as the HRM scope. The
following are the activities:
1. Personnel Aspects:
o Human Resource Planning: - Human resource planning is a procedure used by businesses
to determine the number of open positions, whether they have an overabundance or under
abundance of employees, and how to address these issues.
o Job Analysis Design: - The job analysis component of HRM is very crucial. Each and
every job in the organisation is thoroughly explained in the job analysis. This job analysis is
used by the company to create adverts.
o Recruitment and Selection: - The business develops adverts and publishes them in the
newspapers based on data gathered through job analysis. After the advertisement is posted,
a number of applications are received, interviews are held, and the best candidate is chosen;
as a result, recruitment and selection are still significant aspects of human resource
management.
o Orientation and Induction: - Once the personnel have been chosen, an orientation or
induction session is held. The history of the company is explained to the staff. They are
introduced to the other employees and talked about the organisational culture, principles,
and work ethics.
o Training and Development: - Every employee participates in training, which enables him
to perform better on the work. A training programme is also run for the current, highly
experienced employees. It's known as refresher training. The corporation invests a lot of
money in training and development.
o Performance Appraisal: - An employee's performance is evaluated after they have worked
for the company for around a year, during which the HR department evaluates their
performance. Future promotions, bonuses, and pay increases are chosen based on this
evaluation.
o Compensation planning and remuneration: - Regarding pay and additional benefits, there
are a number of regulations. Investigating compensation and remuneration planning is the
responsibility of the HR department.

2. Welfare Aspects:
For the benefit of the workforce, human resource management must adhere to specific
health and safety laws. It covers working conditions as well as amenities like canteens, day-
care centres, rest areas, lunchrooms, housing, transportation, medical aid, education, health
and safety, recreational facilities, etc.
3. Industrial Relations Aspects:
To ensure the organization runs well, HRM strives to keep cordial relations with the union
members and prevent strikes or lockouts. Along with such topics, it also addresses joint
consultation, collective bargaining, grievance and disciplinary processes, and dispute
resolution.

RECRUITMENT: AN INTRODUCTION
Recruitment is simply the process of finding potential employees and encouraging them to
apply for positions within the company (Edwin B Flippo, 1989). The activity serves as a
bridge between employers and job seekers (David A. DeCenzo & Stephen P. Robbins,
2005). It can also be described as the method of attracting qualified job candidates. It starts
when recruits are needed and concludes when their applications are turned in. Costello
(2006) defines recruiting as a collection of procedures and actions used to lawfully hire a
sufficient number of suitable individuals at the appropriate time and location, allowing both
the individuals and the company to make mutually beneficial short- and long-term
decisions. According to Jovanovic (2004), recruiting is the process of gathering a group of
excellent candidates in order to choose the best one. Top-performing businesses spent a lot
of time and effort developing effective selection processes because of this. According to
Montgomery (1996), the goal of recruitment and selection is to match a candidate’s skills
and preferences with the requirements and benefits of a particular job.

Recruitment Process
Step 1: Identify the Vacancy
When someone leaves or changes jobs, leaving their old role vacant, there may be openings
in an organisation. These openings are for roles that already exist, making them simple to
find.
When a company expands or undergoes transformation, additional or entirely new jobs
might need to be filled. What these positions are may not be entirely evident.
Step 2: Advertise the Job
A job can be advertised either internally or externally.
o Internal recruiting is the process of using an employee who is currently part of your
workforce to fill a new position or to backfill a vacancy. You may already have an internal
recruitment policy and process in place, depending on the position that needs to be filled
and the culture of your firm at the time. This manual will assist you in successfully filling a
post internally regardless of whether your organisation has a policy in place or not.
o External hiring can be done in a variety of ways, including through advertisements,
colleges and institutions, references, walk-ins, and more.
Step 3: Collect CVs / Application forms
Both application forms and resumes include a candidate’s personal data. They can be used
to compare the candidates’ abilities and traits to those outlined in the person specification.
As a result, it will be simpler to narrow down the pool of candidates to those whose
qualifications most closely match those needed for the position.
Step 4: Create a Shortlist
A shortlist is created to minimize the number of individuals who will be interviewed
because it would be too expensive and time-consuming to interview every applicant. The
resumes or application forms are compared to the job description and person requirements.
This is done in order to create a shortlist of the best applicants. These applicants will be
given an interview invitation.

Source of Recruitment
The process of seeking out possible applicants and persuading them to apply for open
positions inside the organisation is referred to as recruitment. Finding qualified people is the
goal of hiring in order to advance the organisation.
In order to locate potential employees, sources of recruiting refer to numerous ways of
getting in touch with job seekers. In layman’s terms, sources of recruitment are the channels
via which potential candidates are informed about open positions.
The two sources of recruitment that are usually acknowledged are internal and external
sources. In the lines that follow, let’s go into more detail about these sources.
1) Internal Source
Internal sources of recruiting refer to the hiring of workers who are already on the
organization's current payroll. The employee may be made aware of the position's vacancy
through internal communication.
Internal recruiting in an organisation can take a variety of forms, including the following:
o Promotion: The term "promotion" refers to an employee's change in designation. It entails
moving the current worker to a higher position within the organisation, giving the worker
additional responsibility, and increasing their compensation.
o Transfer: The movement of an existing employee from one department to another inside
an organisation is referred to as a transfer.
o Employee Referrals: It is possible that an organisation will look for employee referrals in
an effort to reduce hiring costs. The job roles in the organisation for which personnel is
needed are widely known to the staff. These staff members will examine potential
applicants to see whether they are qualified for the post before referring them.
2) External Source
Candidates who have never been hired by the organisation before are the focus of external
sources of recruitment.
The addition of new talent to the staff promotes the expansion and development of the
company.
The following are a few outside resources for hiring:
o Advertisement: For information on any employment openings, advertisements are an
excellent resource. Middle-level or high-level staff recruitment uses this kind of source.
o Walk-Ins: This is another direct method of hiring in which potential employees are
welcomed in person to apply for a position after seeing an advertisement. Here, the
designated date, location, and time are stated, and the candidates are urged to show up and
participate in interviews without first submitting their applications.
o Educational Institutions or Campus Placement: It has been standard practise for external
recruitment to establish tight ties with educational institutions in order to attract candidates
with technical and professional qualifications. Here, businesses go to technical,
management, and professional schools to directly hire students for open positions. Campus
recruitment is another name for hiring from educational institutions.

SELECTION: AN INTRODUCTION
Selection can be thought of as either selecting the qualified applicants, rejecting the
qualified ones, or doing a combination of both. Therefore, the selection process makes the
correct assumption that there are more candidates than there are individuals who are
actually selected, even though the candidates are made available through the recruitment
process. Heinz Weinrich and Harold Koontz (2002) define selection as the process of
choosing the most qualified individual for the current role or for future positions both inside
and outside of an organisation. This procedure involves gathering pertinent applicant data
through a number of procedures in order to assess each candidate’s fitness for the open
position. On the other hand, selection is the process of evaluating the candidates using a
variety of tools before making a decision and extending an employment offer (Graham,
1998).
Therefore, selection is often defined as a process within the employment function that
begins as soon as resumes and application letters are received, with the most focus being the
examination of resumes for the foremost fundamental qualifications. Anyone trying to find
work who doesn’t meet the required requirements isn’t an application and will not be taken
into consideration. The factors outlined within the job specification must be met by a
candidate so as for them to be hired. During this sense, choosing a candidate involves
matching their qualifications to the job’s criteria (Mathis & Jackson). Choosing the most
effective applicant is merely one aspect of selection. The goal is to search out a satisfying
balance between what the applicant can and desires to realize and what the corporate needs.

Step in Selection Procedure

A number of legal considerations, particularly the equal employment opportunity (EEO)
policies and laws, affect selection. As a result, the selection process follows a set pattern,
starting with an initial screening interview and ending with the choice to hire. Each step in
the selection process has the potential to reveal information that could result in the applicant
being rejected. An applicant has to get past a number of obstacles in succession. At each
stage of the hiring process, these barriers or screens are intended to weed out unqualified
applicants. But the selection process’s length and the number of steps differ from
organisation to organisation. Each business consequently develops a selection process that
meets its needs.
Step 1: Preliminary Interview
In order for candidates to decide whether they are sincere about applying, HRD should
thoroughly describe the position at the preliminary interview. Giving someone access to the
job description typically encourages the unqualified or slightly qualified to voluntarily
withdraw from consideration, incurring the least amount of expense for the company or the
candidate.
Step 2: Screening of Applications
After applications are submitted, they are reviewed by a separate screening committee,
which selects applicants to contact for interviews. Candidates may be chosen based on
unique standards like education, work history, etc.
Step 3: Interviews
The interview with the employee comes next in the selection process. Job interviews are
conducted to fully ascertain a candidate’s skill set and suitability for employment in an
organisation. The goal of a job interview is to determine the candidate’s suitability and to
provide him or her an overview of the job description and expectations. The proper people
must be chosen for the correct jobs through a hiring interview.
Step 4: Employment Tests
The main goal of testing is to collect information about applicants that may aid in predicting
their likelihood of success with the task at hand. One or more tests could also be
administered to an applicant after reviewing his application if nothing on that would
disqualify him. The foremost popular tests are categorized as follows:
• Aptitude Tests: are created to seek out interest, existing skills, and potential for acquiring
skills;
• Intelligence Tests: are designed to live brainpower and to check memory, speed of
thought, and talent to work out relationships in complex problem situations.
• Personality Test: An applicant’s basic personality traits, like introversion, stability, and
motivation, are measured using projective techniques and trait inventories in personality
tests.
Step 5: Reference Checking
The individual who provides a potential employee’s reference is also a crucial source of
information. The referee might give information on the applicant’s qualifications, work
history with previous employers, and managerial and leadership ability. The HR department
is supposed to keep the information provided by the referee private.
Step 6: Final Selection
The selection procedure comes to a close with this phase. The employee receives an
appointment letter, certifying his selection to the position, when the candidate has
successfully completed all written tests, interviews, and medical examinations. All job-
related information, including working hours, pay, and leave benefits, is included in the
appointment letter. Employees are frequently employed conditionally with the possibility of
permanent employment once they have satisfied the employer with their performance.
 Chapter 2
OBJECTIVES & SCOPE OF THE PROJECT

2.1 Research Objectives:

My research aims to comprehend and evaluate the recruitment and selection process at AU
Small Finance Bank.
• To evaluate the effectiveness of the recruitment and selection processes. • To determine
the likely areas for improvement to increase the efficacy of the recruitment and selection
processes.
• To determine the degree of managerial satisfaction with the hiring and selection process.
2.2 Scope of the study:
This report discusses the Recruitment and selection procedure used by the Organization.
The R & S process is examined and reported in detail. It also examines the ethical standards
upheld by Organization and the employee satisfaction levels there. This study contrasts the
actual/standard Recruitment & Selection process used in the organization with the
Recruitment and selection process used by Organization.
 Chapter 3

3.1 Sector/Industry Profile

3.1.1 Overview of Industry
The Reserve Bank is the primary financial institution in India. The RBI oversees and
manages the Indian banking industry. It oversees and manages banking laws, exchange
control, and the government's monetary policy. India's banking system operates in
accordance with the RBI's directives.
The modern economy is dependent on the banking industry. The banks are crucial in the
collection of deposits and the distribution of credit to different economic sectors. A bank is
a type of financial institution that accepts deposits, lends money to people and businesses,
makes payments, invests money in securities for returns, and keeps money safe. It manages
current and savings accounts, extends credit to borrowers via loans and credit cards, and
serves as trustee for its customers.

Banking System in India

India has a vast banking system. India’s banking system is divided into four levels:
• Scheduled commercial banks: In India, a scheduled bank is one that is included in the
reserve bank of India act, 1934, second schedule. Typically, scheduled banks in India are
nationalised, private sector, and foreign banks.
• Regional rural banks: Gramin banks are another name for regional rural banks. These are
rural branches of Indian scheduled banks. In order to offer basic banking and financial
services in rural areas, several banks were established. Urban regions are also included in
their operational zones, though.
• Cooperative banks: These banks mostly finance the agriculture industry and lend to small
business groups. They can be found in semi-urban, urban, and rural settings. These banks
merely strive to offer the most fundamental banking services. Payment banks and small
finance banks :Payment banks and small finance banks are two newly developed small
finance institutions that the RBI has conceived. In India, there are 10 small financing banks
and 11 payment banks. These are modern banks that attempt to expand the reach of APY
subscribers while bolstering the current channel of APY distribution.

Types of Banking System in India

The many types of banks in India include the following:
• Commercial banks: one of the most important subcategories of banks, these businesses
operate for profit. They take deposits from the public and lend money to businesses, traders,
farmers, and consumers. Commercial banks meet the working capital needs of business and
industry and take part in the money market.
• Development banks: Development banks are specialist financial organizations that provide
large and medium-sized businesses with long-term financing. Additionally, they engage in a
variety of marketing initiatives to quicken the nation’s capital formation rate. These banks
support commercial and economic growth.
• Co-operative banks: These financial institutions attempted to cut the interest rates on loans
they made to primary agriculture credit organizations.
• Land development banks: These financial institutions primarily support agriculture by
giving farmers access to long-term finance for land development or land acquisition.
• Investment banks: When a business organization wants to issue additional equity or debt
instruments, an investment bank serves as a middleman. On occasion, investors in these
companies can buy equity shares.
• Merchant banks: By helping a company sell its new shares to the public on the stock
market, a merchant bank helps a firm raise money.
• Foreign banks are, as the name implies, banks that are not located in India. A foreign bank
is required to abide by the laws of both its home nation and the country it is operating in.
There are 45 international banks currently operating in India.
• Central banks: The RBI serves as India’s main regulatory bank. It has complete control
over the nation’s banking system.

3.1.2 Growth Drivers of Banking Industry

• The number and value of mobile banking transactions have been rising.
• In FY2021, mobile banking transactions rose by 83 percent and 59 percent year over year.
Since the tendency is likely to persist even after the pandemic, banks have increased their
efforts to increase their presence on this platform.
• Digital banking is becoming more widespread.
• Digital banking and payment services are becoming more prevalent in tier 2 or tier 3
cities.
• In the country’s payments sector, India has a diverse range of lenders and prospective
financial technology (fintech) companies,
• Including international technology corporations.
• Due to the government’s persistent efforts, access to credit and financial products has
improved over the past ten years.
• The government has supported measures to upgrade the payment infrastructure by utilising
the internet and mobile technology since it is eager to promote cashless transactions.
• These projections are supported by the growing importance of the fintech business, as well
as the market’s potential given India’s underserved population and the anticipated growth of
both the middle- and high-income groups.
• The usage of cards and digital wallets will be fueled by expanding consumption,
increasing commerce’s penetration, and the formalisation of the economy.

3.1.3 Critical Success Factor of the Banking Industry

The term “CSF” (critical success factors) was first used by Rockmart (1979) to describe the
information requirements for Chief Executive Officers in order to help them identify their
capacity for management of their operations. He described CSFs as crucial functional areas
that, if successful, will ensure the company has a competitive advantage.
The country's economic development, which in turn depends on the banking sector, is the
key driver of the industrial growth and technological advancement of the nation. The
banking sector is crucial to the success and expansion of the nation's economy. By 2025, the
GDP (Gross Domestic Product) rate predicts that India's banking sector would rank third
globally. More than 70% of occupations are in the service sector, and this percentage will
likely rise by 85%.
As of March 31, 2018, the key metrics for this sector—total investments and loans—had
grown by 6.7 percent and 10.3 percent, respectively. According to the CSO (Central
Statistical Organization), the average GDP growth rate for banking and financial services is
predicted to climb from 6.7 percent in fiscal year 2007 to 7.3 percent in the current fiscal
year, demonstrating the sector's enhanced productivity and growth. The strategic elements
that affect how well clients are served by Indian Commercial Banks are crucial at this point
and can only be achieved through quality management.
3.1.4 Banking Industry SWOT Analysis
The banking industry’s SWOT analysis focuses on strengths, weaknesses, opportunities,
and threats. Opportunities and threats are external forces, whereas strength and weakness
are internal ones.
SWOT Analysis is a methodology that has been proven to be effective in assessing
corporate performance in the banking industry.
Strengths in the SWOT Analysis of Banking Industry
• The oldest industry is banking, but as technology advances, industries are changing how
they are organized. In addition, the system and structure of banking have altered. The
banking business has established itself as one of the most well-known and widely
distributed industries. The human race has also been supported by it. To meet the new
demands, banking has updated and modified itself. Today, banks perform a crucial and
essential role in society, from encouraging the saving habit to providing people with
financial aid.
• Financial Stability of the Nation: The banking sector is essential to a country’s financial
stability and economic progress. Banks support prosperity, which benefits the economy.
They help the general public maintain their resources and develop into significant players in
the domestic and global economies.
• Supplier of Financial Instruments: Banks offer their clients a wide variety of financial
instruments. Banks offer a wide range of goods, including savings accounts, fixed deposits,
stocks, bonds, and insurance. Banks have also adopted and used digital technologies to offer
online banking options.
• Good source of employment and promotes GDP growth There is broad agreement that
perhaps the development of the financial sector contributes to economic expansion.
Whether supply-led (financial development drives growth) or demand-driven growth,
financial development creates favourable conditions for growth. This sector is constantly
working to promote jobs, maintain financial stability, boost international trade, and end
poverty. • Financial Assistance: Whether a tragedy is caused by a natural calamity or by
human error, banks help victims recover financially so they can resume normal lives.
• Diversified services: Diversified Services are offered by the banking industry through
current and savings accounts, including insurance, loans, and investments.
• Connecting People: As the twenty-first century has arrived, technological advancements
have made life easier for the average person. Real-time transactions between people are
possible anywhere.
• Today’s top bank initiatives include regulatory enforcement, boosting asset quality,
enhancing customer attention, focusing on digital convergence, and tackling competition
from non-banks, shifting from the position of basic savings and credit facilitator. In order to
enhance their business models, banks are currently investing in business and technology.
Weakness the SWOT Analysis of Banking Industry
• Global Economic Susceptibility: The banking industry is impacted by changes in the
exchange rate and the global economy. It has also been observed that minor changes in
currency exchange rates or consumer and saving habits within a single large country can
have a direct effect on the whole banking sector.
• Non-Performing Assets: NPAs are the banking industry’s main problem (Non-Performing
Assets). NPAs typically stand for loans that cannot be repaid. The bank will surely suffer
financial losses as a result of this. NPAs can have a crippling effect on the banking industry
and the economy as a whole. High NPA incidences have significantly harmed the nation’s
banking sector in developing nations like India.
Lack of coverage in rural areas: It has been noted that, in most nations, the banking sector
places more of an emphasis on metropolitan areas than on rural ones. This is a significant
problem for the banking industry. Currently, a sizable portion of the world’s population
lives in villages. In industrialized nations, this is more prevalent. Banks that operate in the
mainstream choose not to focus on them. Rural market needs to be targeted by banks.

Opportunities in the SWOT Analysis of Banking Industry

• Technology advancements: Technology has always been the foundation of the banking
sector. It is clear from this that banks today’s digital offerings are entirely dependent on
technology. But banks should keep utilising the most recent technical developments. They
should concentrate on releasing fresh items and services in order to appeal to future
generations.
• Opportunities for rural growth: The banking sector’s lack of presence in rural areas is one
of its weaknesses. But there is a way to transform this weakness into a chance. By extending
into villages and offering their services to the rural people, banks will significantly increase
the size of their customer base.
• Societal Evolution: Human society is evolving on both an economic and cultural level. In
this dynamic environment, the expectations and desires of customers with rising income
levels will inevitably shift. Banks must adjust to the way society is developing. By
providing better services in the future, the industry will strengthen its position.
• Rising in private banking sector: The global banking industry is heavily regulated by
public sector banks and their separate central banks, and this trend is rising in the private
banking sector. Since the emergence of private sector banks, this industry has undergone
structural and functional changes that have benefited end-users. These changes are primarily
attributable to the adoption of new technology and increased competition.

Threats in the SWOT Analysis of Banking Industry

• Lack of proper cyber defence: The modern banking sector is totally dependent on the
internet. Everything is saved digitally, including data storage, financial activities, and
personal information. This makes the banking industry a top target for hackers who want to
use holes in the institutions’ digital infrastructure to their financial advantage. Banks will be
at risk in the cyberspace if they don’t implement appropriate cybersecurity measures to
protect their data.
• Banks around the world are up against fierce competition. Not just from other banks, but
also from organizations like Non-Banking Financial Companies that market a variety of
financial goods that not all banks can offer. As a result, the consumer base has shifted from
banks to NBFCs, which are more well-liked by the new competent breed.
• Economic Uncertainty on a Global Scale: The world is currently experiencing a
challenging economic period. Trade wars, protectionist measures, and economic downturns
have all had an impact on the downturns have all had an impact on the global banking
industry. If the state of the global economy does not improve, banks will have a grim future.
One of the biggest threats to the country’s financial system is the recession. Banks will be
impacted by the traumatic shock of economic crises and the demise of several businesses,
and vice versa.
• System stability: The demise of a few underperforming banks has also compromised the
system’s stability.
• Government regulations may have a direct impact on a nation’s banking industry.
3.2 Company Profile
3.2.1 Overview of the AU Small Finance Bank

AU is a scheduled commercial bank that provides financial services to low- and middle-
income individuals, as well as micro and small businesses, who have limited or no access to
traditional banking and finance channels. The bank is ranked 257th among Fortune India
500 Companies, providing a convenient banking experience through numerous industry-
first initiatives.
We reimagine what a bank ought to be. A practical banking competence is something that
we tend to change. We don’t like to make banking difficult for you. Mr. Sanjay Agarwal, an
advantaged accountant and a first-generation businessman, and his team practised the ideal
twenty years ago. Together, the talented group embarked on a quest for excellence while
also enhancing lives in style. The UA financial, which began as a desire of being one of the
fastest growing NBFCs, is now at AU Small Finance Bank. During our journey, we
concentrated on explanations and totally supported our clients’ wishes. This change from a
non-custodial institution to a bank with a secure neighbourhood could be a mirror image of
the various things that AU has done.
This change from a non-custodial institution to a bank with a secure neighbourhood could
be a reflection of the several things that AU stands for:
For the sake of simplicity, action, and urgency, inclusiveness is progressing.
These aren’t just words on a page. In fact, you, the first member of the AU family, will be
served by the awful pillars of this modest au Financial Bank. As we grow, we tend to
become clairvoyant, seeing the big picture and prioritising the needs of our society.
• In 1996,
The modest financial bank of the AU embarked on a fantastic journey to the AU. Financial
Corporation Ltd.’s L.N FINCO initiated the project. Sanjay Agarwal, the originator,
vigorously promoted it (1st generation middle class accountant and rank holder). The
company was established in Rajasthan with an informal LD and a share capital of 100,000
authorised shares. He began by taking out a car loan.
• In 2000
In 1996, I embarked on a fantastic tour to Australia. Financial Corporation Ltd.’s L.N
FINCO initiated the project. Sanjay Agarwal (1st generation middle class accountant and
rank holder) was a staunch supporter. The firm was established in Rajasthan with an
informal LD and a share capital of 100,000 rupees. He began by taking out a car loan.
• 2003
As a business partner under the risk sharing model, the company has formed a relationship
with HDFC Bank. Uttam Tribrewal, our officer, has aarrived. o In 2006
We have a tendency to expand our foundations and endeavours into new sectors.
• In 2008
The company received a SAR investment of $ 200 million from the Republic of India’s
Business Excellence Fund and the Indian Business Excellence Fund-1 (Motilal Oswal
Private Equity Fund ).
• In 2009
We trend to unfold our external to Gujarat.
• In 2010
Received a current registration certificate under Iowa article 45 of the hit race in accordance
with this race to bat in ranked our company. The supporters of the AU have obtained the
position of “non-deposit” of the required systemic account, as well as a non-custodian
financial institution. We usually begin by granting a home loan.
• In 2011
We frequently establish wholly owned subsidiaries. Housing services are provided by the
proposal’s private financial services. We have expanded our procedures to the geographical
region of Madhya Pradesh.
• In 2012
There is a proclivity to invest in the RS. 1.5 billion and RS.330 440 000 e-Shang Wood
Cluster (ESR, a Warburg Pincus company) and the International Finance Corporation (New
Group member).
We often construct low-level personal facilities for insurance brokerage in order to provide
insurance and brokerage services.
Activity in the city, Himachal Pradesh, and Haryana is increasing.
CRISIL A / Phase 2 to improve the credit rating’s stability for future credit arrangements.
Despite the economic downturn, Forbes introduced AU financiers to attract investors in the
Republic of India.
• In 2014
We became the sole plus Finance (AFC) to be granted ‘in principle’ approval for the
establishment of a small Finance Bank.
• In 2016
We are the only additional funding (AFC) to have received “in principle” approval for the
purpose of establishing a small Finance Bank.
• In 2017
The financial UA (India) limits, the NBFC, were transformed into the small financial Bank
of the AU, the Bank designed with a clear target monetary inclusion while anticipating and
expeditiously fulfilling customers’ desires. On the thirteenth month of the Gregorian
calendar, the mythical monster issued a certificate of contemporary incorporation to the
company established as SFB.
• In 2018
The federal agency’s capital of other capital of proper capital is 500 crores. Capital
advantage for institutional investors. The period of digital banking concluded with a total
mandatory function attended by approximately 30 executives. Seek active digital asset
management partnerships or develop product positions. The RBI approved 142 new stores,
including 27 core locations in Mumbai, City, and Pune. In Rajasthan, there are 193 Atal
Seva Kendra Interstate APROMOTE.

PROMOTERS:
Board of Director:
NAME OF DIRECTOR DESIGNATION
Mr. Mannil Venugopalan Chairman
 Mr. Sanjay Agarwal Managing Director & CEO
Mr. Uttam Tribrewal Executive Director
Mr. Krishna Kant Rathi Independent Director
Mr. Jyoti Nagar Independent Director

3.2.2 VISSION, MISSION & QUALITY POLICY

Vision Statement
• To be the world’s most trusted retail bank and coveted employer, where ordinary people
do extraordinary things to transform society as a whole, thereby ensuring Trust, Confidence,
and Customer Delight.
Mission Statement
To build one of India’s largest retail franchises known for:
• Making every customer feel supreme while being served
• Aspiring to ensure that no Indian is denied banking services
• A proclivity for action, dynamism, attention to detail, and product and process innovation
• Internationally recognised standards of integrity, governance, and ethics
• Being an equal opportunity employer by providing a collaborative and rewarding
environment for all employees.
Quality Policy
• Customer service that is attentive, anticipates needs, and provides proactive solutions.
• Quality management system and potential enhancement through motivation, development,
and recognition
• Customer service that is attentive, anticipating needs and providing proactive solutions.
• Defend and advocate for the AU small financial bank or its affiliates’ rights, interests, or
property.
• Act in the best interests of the small limited UA Financial Bank, its affiliates, members,
constituents, or any other person.
• Apply the product or service’s terms and conditions.

3.2.3 SWOT Analysis of AU Small Finance Bank

SWOT analysis is a framework for evaluating a company’s competitiveness and developing
strategic plans. SWOT analysis looks at both internal and external factors, as well as current
and future potential. SWOT analysis is a strategic planning tool that AU managers can use
to conduct organisational situational analysis.
Let us begin with AU Bank’s strengths in the following SWOT Analysis.
Strength of AU Bank
Strengths are the positive aspects of the organisation that help it grow its market position
and lead to the company’s success. AU Bank’s advantages are as follows:
o Healthy Customer Base: AU Bank began with 280,349 active loan accounts and has since
expanded. It has also paid close attention to its customers’ financial needs and developed
strong relationships with them through one-on-one contact.
o Broad Range of Portfolio: One of AU Bank’s greatest strengths is that it provides a wide
range of financial and consulting services to its customers, including investment banking,
asset management, private banking, and insurance, giving it a competitive advantage over
other Small Finance Banks.
o Talent Management: The workforce at AU Bank is highly skilled. This is because of their
outstanding training and learning programmes. Human resources are critical to AU Small
Finance Bank’s success in the consumer financial services industry.
o Strong Brand Recognition: For the past 25 years, AU Bank’s products and services have
been widely recognised in the consumer financial services industry. This enabled the
company to charge a higher price than competitors in the consumer financial services
industry.
o Government Support: The Reserve Bank of India added the bank to its list of commercial
banks, lowering the cost of short-term funding and improving banks’ ability to serve,
boosting the bank’s growth prospects even further.
o Limited Competitive Overlap: AU Bank has little geographical overlap with other small
financial banks, limiting competition among existing players.
Weaknesses of AU Bank
The weaknesses are the negative aspects of the brand that must be improved. The following
are AU Bank’s weaknesses:
o Not in Country’s Leading: Due to its majority of income coming from loans, retail and
personal banking only, it somehow lags in presence in India and other continents compared
to leading Indian banks.
o Declining Market Share: This is because the consumer financial services industry is
growing faster than the company. In such a case, AU Bank must carefully examine various
financial sector trends in order to determine what steps to take to drive future growth.
o Concentration Risk: AU Bank has significant exposure in the four major states, which
account for approximately 90% of its loan portfolio. o High Cost to Replace Existing
Professionals: Few employees are in charge of AU Bank’s knowledge base, and replacing
them will cost the company a lot of time and money.
o Rising Interest Risk: Rising interest rates can have a negative impact on borrowing costs
and thus profitability because the company is primarily wholesale-funded.
Opportunities for AU Bank
Opportunities are external elements that benefit the company and can be used to its
advantage in order to grow. The AU Bank opportunities are listed below.
o Advancements in Technology in the Banking Sector: The banking industry has always
relied on technology. AU Bank is known for providing the most user-friendly digital
banking services in the industry. As a result, AU Bank should continue to embrace the most
recent technological advances. To attract future generations, they should focus on
developing newer banking and financial services through the use of digital marketing skills.
o Growth Potential: AU Bank operates in underserved markets such as vehicle finance,
MSME and small business financing, which provides it with significant growth potential.
o Product Growth Potential: The bank has greater growth potential because it has yet to
launch several other major lending banking products.
o Expanding the Customer Base in Upper Segments: As customers transition from
unorganised financial operators to licensed players, AU Small Finance Bank has an
opportunity to enter the entry-level market.
o Global Opportunities for AU Bank: The global financial services market represents a
significant opportunity for Indian financial service providers; the global market is
unquestionably worth billions of dollars. AU Bank is primarily focused on the Indian
market, but it needs to expand its reach beyond the Indian market in order to gain more
customers.
Threats to AU Bank
Threats are external elements that may be detrimental to the company’s growth. Threats can
be managed, but not eliminated. AU Bank’s threats are:
o Changing Demographics: The baby boomer generation has retired, and the next
generation is struggling to replace their purchasing power. This may boost AU Bank’s
profits in the short term, but younger people are less loyal to brands and more open to trying
new things, resulting in lower profit margins in the long run.
o Shortage of Skilled Human Resources: Given the high employee turnover rate and the
increasing reliance on innovative solutions, AU Bank may face challenges in this sector in
the near future.
o Dynamic Competition: In the medium to long term, new technologies developed by
competitors and the market may pose a serious threat to the industry. Because the target
profile of customers of small finance banks is similar to that of existing banks, competition
is expected to heat up, particularly in the area of liabilities.
o Retention of Key Management Personnel: It can be difficult to develop and retain key
executives when multiple new banks, fintech companies, and existing banks compete for the
same talent pool.
o Regulatory Requirements: Following its transformation into a small bank, AU Bank must
meet a number of regulatory requirements, including CRR, SLR, and higher priority sector
lending, which may have a negative impact on its operating performance during the first
three years of operation.
3.3 Product Profile
Personal Banking
• Saving Account: The bank account product package was designed by UA Small Finance
Bank based on the philosophy developed during the connection process. Each variant of our
bank account embodies our philosophy and aims to address distinct and critical
demographic aspects. We value your banking at the AU Bank, whether you are retired or
not, an employee or not, a daring student dreaming or not!
Three distinct features distinguish AU Little Finance Bank’s bank account: • Higher
Interest Rate: We offer higher interest rates, up to 6.75 percent, on your savings, ensuring
that you always save a lot.
• Monthly Interest Pay-out: We provide you with a monthly interest playout so you can
understand the interest benefit of your savings on a monthly basis.
• Get a machine upgrade: As your banking relationship grows, we will provide you with a
free machine upgrade to the next level of banking privileges and repair edges.

Current Account
Open a bank account that meets all of your business’s needs. From daily transactions to
credits, pay-outs to transfers, the current Account services of AU Small Finance Bank
provide you with optimal flexibility and ensure that you enjoy maximum freedom while
managing your finances. Accounting variants are made-to-order to cater to the specific
needs of your business, whether it is a start-up or a well-established business; business
enterprise or retail, transporters or traders.

Team Deposit
A term deposit is a type of investment in which you give a certain amount of money to a
bank for a set period of time, after which you receive a return with interest. AU Small
Finance Bank provides a variety of deposit options with varying terms.
• Fixed Deposit: Open an FD online with AU Small Finance Bank at a rate of interest of 8.5
percent per annum (9.0 percent per annum for Senior Citizens) and earn a larger return on
your investment.
• Recurring Deposits: You must deduct some of your fixed amount every month for a set
period of time in order to receive the interest after the maturity period.

Debit Card:
Other than our meticulously designed merchandise for our AU Family, we have additional
options and advantages tied into your Debit Cards like Repay Classic, Rupay atomic
number 78, Visa Business Gold, Visa Business atomic number 78, Visa Gold, Visa atomic
number 78, and charge account credit Insurance edges.

Insurance and Mutual Funds:

Plan for your future with our affordable insurance and investment company plans today.
Take advantage of tax breaks with our diverse product offerings. Begin with Au Bank right
away:
• Health Coverage
• Policy on Life Insurance
• Mutual Protection Insurance
• Retail Loan: AU Bank Retail Loans can help you finance your dreams.
• Vehicle Finance
• Secured Business Loan : At Au Family, we believe in your true potential and provide your
MSME with a low-interest loan to help you take the next big step. Our strength is our ability
to develop and support small business owners. Small and medium-sized businesses can
apply for secured business loans from us. We tend to facilitate all of your desires, such as
business growth, technology advancement, asset demand, and the construction of buildings
and sheds, to name a few.
• Home Loan: A dream home is a place to live with your family that makes your presence
so comfortable. A brand new home is the beginning of a new story, and we want to help you
tell it with pride. We tend to partner you in your efforts to succeed your dream and build
your own happy story with one of the simplest housing loan solutions in Asian country with
AU Small Finance Bank home equity credit. Our relationship officers, with their financial
acumen, assist you in every step of the housing finance process, from selecting the
appropriate loan combination to calculating the appropriate loan EMI and tenure. We
provide fantastic post-disbursement services. If the value statements are compromised,
business has no foundation. At AU, we strive for the highest levels of ethics, integrity, and,
most importantly, transparency in our operations.
• Gold Loan: Life is full of unexpected opportunities. Don’t let opportunities pass you by
because of financial constraints. We assist you to optimise your gold investment because
Gold Loan is not only simple to obtain but also simple to repay.
• Business Banking: We provide finance to a variety of businesses, including small, tiny,
and medium-sized enterprises, for asset requirements such as day-to-day operations, unit
repair, and business expansion. We cater to all or any business segments such as
wholesalers, retailers, traders, manufacturers, service suppliers, contractors, stockists,
distributors, academic institutes, care institutes, and etc.
• NBFC/HFC/MFI Lending: In order to keep the growth engine running and meet the needs
of client segments, the NBFC business requires a consistent flow of funds for growth and
expansion. As a participant in the same area, North American countries have gone through
numerous credit and business cycles. This has provided North American countries with a
first-hand understanding and skill of specific desires of NBFCs at various stages of their
business cycles. We are committed to changing this area with a client-cantered approach
and bespoke goods during the debt phase of NBFC funding.
• Real Estate Banking Group: The $64000 real estate company requires a steady stream of
money to fund a variety of construction-related duties. Developers should have funds
available to ensure timely delivery of housing or industrial units from the under-
construction stage to the relinquishment stage. Property developers will overcome this
barrier by utilising loans from our streamlined property cluster.
 Chapter 4
THEORETICAL BACKGROUND
4.1 REVIEW OF LITERATURE:
Selection and recruitment practise and research, in accordance with Rod, D. (1995), are a
dynamic field that are currently driving the movement for management excellence. Because
it had to prove its worth in the 1960s and 1970s, the body of knowledge has gotten stronger.
There is now a better understanding of how organisational design/reengineering, training,
evaluation systems, and excellence in recruitment and selection can all work together to
create strong organisations in the future.
The process of pre-entry organisational socialisation, also known as anticipatory
socialisation, according to Dora, S. (2003) includes recruitment and selection experiences.
Employers’ practises are believed to help graduates form realistic career expectations and
create the first psychological contract between graduates and employers. Graduates are
vulnerable to effects like socialisation through exposure to professional employers starting
in their tan. The results of the current study revealed that, at comparable stages of study,
students in traditional professions reported having more exposure to employers through
work activities, more proactive participation in recruitment events, and more extensive
experience with selection processes than students in emerging professions. Career
aspirations, including varying levels of commitment to and interest in the profession and
career, were in turn correlated with greater activity.
Governments around the world are reportedly dealing with previously unheard-of staffing
issues, according to Lavigne, R. J. (et al) (2004). Governments’ ability to recruit talent for
public service has never been more constricted and complex by economic, social, and
organisational forces than it is now. The recruitment and selection initiatives that are
already in place in many countries are reviewed in this article with the goal of assisting
governments around the world in talent retention. We describe a number of recruitment and
selection “best practises” by drawing heavily on examples from the United States and
Western Europe while also including insights from a variety of less developed and less
developed countries (LDCS).
Ume-Amen (2010) conducted study on the elements that aid businesses in outsourcing their
hiring and hiring process. The criteria were determined based on the literature of Surrey.
Cost sizing’s, time pressure, imported quality, a shortage of internal employees, improved
capacity, workforce availability, simple replacements, a pool of applicants, and applicant
competency were some of these reasons. Based on the aforementioned parameters, the
study’s questionnaire was created. Ten organisations made up the study’s sample size.
This study’s goal was to identify the various elements that influence the hiring and selection
processes that are outsourced at places of employment in the banking industry. 43 percent
of the respondents agreed that hiring through outsourcing companies results in a greater
retention rate. 29% strongly agree and 29% strongly disagree that recruitment by
outsourcing firms has a footing thanks to pools of applicants; skills and expertise. 57% of
respondents agree that the recruitment by outsourcing firms has a footing due to quality and
competence. 86%of respondents agree that the recruitment by outsourcing firms has a
foothold because of easy replacement. 43% respondents agree that improve quality could be
a factor of outsourcing the recruitment and selection process which had been rated high and
14% respondents agree that lack of internal staff capabilities are an element of outsourcing
the recruitment and selection process. This factor has been rated rock bottom. All of the
above factors, easy replacement was considered the very best most variable for the
outsourcing firms and pools of applicants and skills the smallest amount one variable.
According to Zaharie, M. (et al.) (2013), hiring and selection procedures are essential if a
company wants to hire workers who are both competitive and skilled. This study’s goal is to
empirically examine and contrast the staff recruitment and selection procedures used by
small and medium sized businesses. A questionnaire that analysed the recruitment
processes, personnel selection procedures, and job screening standards was used to conduct
an online quantitative survey of 92 Romanian firms (25 of small and 67 of medium size).
The findings demonstrate that although these two categories of organisations have some
variances, these are not particularly significant. \ Small businesses emphasize approaches
based on suggestions when hiring new employees. Medium sized organisations employ
more selection procedures and give more weight to the job selection criteria, particularly to
candidates’ attitudes, motivation, and dedication to their work, as well as general abilities
and ongoing learning, stress resistance, and computer skills. The results demonstrate that
both small and medium-sized businesses employ fewer traditional employment methods,
which implies lower short-term expenses but could result in higher long-term costs. The
current study offers beneficial insights for graduates and higher education institutions as
well as managers of small and medium-sized businesses.
According to Alka, R. (2014), recruitment and selection is a crucial part of HRM. A strong
basic framework or foundation for an organisation is provided through proper recruiting and
selection. The main goal of it is to find and hire the right individual for the right position
with the right qualifications and skills. The technologically advanced modern era makes use
of online recruitment and selection processes to assist businesses find and retain qualified
employees. Understanding the meaning and operation of the online recruiting and selection
process is the major goal of this article. Another prevalent and dependable source of hiring
is the numerous online recruitment companies. The article discusses a few of them. The
online selection and recruitment procedures used by IBPS are highlighted in particular.
Information technology is used in the recruiting and selection process, which has various
advantages for both the recruiter and the job searchers.
According to Bagel, D. B. (2014), little effort is made to determine the research’s success
level. The recruitment process is examined both internally—from the standpoint of the
departmental heads involved in the process itself—and externally—from the perspective of
the candidates. An analysis of the selection and hiring procedure at Rathi led to the
conclusion that. Although the candidates are happy with Rathi’s policy, there isn’t much
room for improvement among the department heads, i.e. from the internal perspective of the
recruitment and selection process. One of the main activities of any expanding firm is hiring
new employees, so it is crucial for any organisation to assess if this process is going well or
needs to be changed. As the effectiveness of the group’s personnel ultimately determines
the performance of the entire group. As a result, the HR team’s top priority is to ensure that
the hired candidate is a good fit. Making recruitment more productive is crucial since it has
many effects on other HR activities. The firm will undoubtedly be able to achieve its
objective in the near future by paying a little attention to enhancing the communication
between the Departmental Head and HR.
Human resource management, according to Rathore, N. S. (2014), is the management of an
employee’s talent, aptitude, creativity, and other skills. Human Resource Management is
referred to by a variety of terms. They include labour management, labour administration,
employee employer relations, industrial relations, human capital management, human
consent management, etc. Employing individuals, fostering their development, utilising,
preserving, and rewarding their services in accordance with organisational and job
requirements constitutes human resource management in its most basic form. A planned and
all-encompassing method of managing people as well as the environment and culture of the
workplace is known as human resource management. Employees can contribute
successfully and productively to the overall corporate direction and the achievement of the
organization’s goals and objectives thanks to excellent human resource management
(HRM). The conventional personnel, administrative, and transactional responsibilities that
are increasingly outsourced are being replaced by human resource management. Employee
programmes are now expected to have measurable effects on the business, and HRM is
expected to provide value to the strategic utilization of employees. Strategic direction, HRM
metrics, and measurements to show value are all part of the new HRM position. The first
contact a firm has with potential workers annoys the recruitment representative. Many
people will learn about a firm through recruitment and ultimately decide whether they want
to work for it. High quality applications will come from a well-managed and planned
recruitment effort, as opposed to one that is chaotic and fragmentary and produces
substandard candidates. When better prospects are unaware of job openings, are
uninterested in working for the organisation, and do not apply, high-quality employees
cannot be chosen. The recruitment and selection process should alert qualified individuals
to job openings, promote a favourable impression of the business, provide sufficient details
about the positions so that candidates can compare them to their skills and interests, and
inspire enthusiasm among the top candidates so that they will apply for the open positions.
The company must communicate the position in a way that job seekers respond to attract
candidates for the open positions. The recruitment process must draw competent candidates
and provide unqualified people enough information to self-select out in order to be cost-
effective.

4.2 Research Gap

The Research gap, also consider the missing piece or pieces in the research literature is the
area that has not yet been explored or is under explore. This could be a population or sample
research method, data collection and or analysis or other research variable or conditions.
Context, but there are not any researches for the context central Gujarat and therefore I have
conducted the research in the context of central Gujarat.
 Chapter 5
RESEARCH METHODOLOGY
5.1 Problem Statement
A company's human resources are an essential component. The calibre of the workforce
employed by the organisation determines its level of success. Consequently, it is crucial to
have a good, practical, and efficient recruitment and selection process for hiring high-
quality human resources. The entire purpose of this project is to analyse and comprehend
the recruitment and selection process.

5.2 Objective of the Study

My research aims to comprehend and evaluate the recruitment and selection process at AU
Small Finance Bank.
• To evaluate the effectiveness of the recruitment and selection processes. • To determine
the likely areas for improvement to increase the efficacy of the recruitment and selection
processes.
• To determine the degree of managerial satisfaction with the hiring and selection process.

5.3 Scope of the Study

This report discusses the Recruitment and selection procedure used by the Organization.
The R & S process is examined and reported in detail. It also examines the ethical standards
upheld by Organization and the employee satisfaction levels there. This study contrasts the
actual/standard Recruitment & Selection process used in the organization with the
Recruitment and selection process used by Organization.
Data Analysis
In this study, a recreation analysis model was used to measure the significance and
Statistical acceptability of the proposed structural model.
• This study is characterized by a relatively small sample size compared with the number of
indicators and prediction-oriented research.
• The participants who gave their responses about recruitment and selection procedure
consisted of 47% female and 53% male consumers. Most of the respondents were highly
educated.

5.4 Research Design

There are three types of research design descriptive research, exploratory research and
explanatory research approach
o The goal of descriptive research is to simply describe phenomena; it is less interested with
figuring out why behaviour is the way it is for the typical member of a group. (2007)
Creswell and Plano Clark)
o Exploratory studies It frequently serves as the basis for an investigation into a
phenomenon (sometimes referred to as an exploratory study) about which we know nothing
(Creswell & Plano Clark, 2007).
o In that it describes occurrences and makes an effort to explain why behaviour is the way it
is, explanatory research is more in-depth (Creswell & Plano Clark,2007).
The study's primary technique is represented by the research strategy and research design,
which are distinctive and particular research approaches best suited to address the research
issue (Comack,1996). The type and method of data collection, the information source, the
sampling strategy, and the time and cost restrictions are all explained and justified. The
research methodology can be categorized in a number of ways, including data collection
techniques, timelines, researcher involvement, and study objectives (Blumberg, 2008).

5.5 Research Instrument

5.5.1 Structured Questionnaire
Variable
Internal recruitment and External Recruitment are considered as an independent variable.
And Recruitment Effectiveness and selection are the dependent variable. The research
model developed by the writer will serve as a basic for this research and it will help in
analysing and interpreting results.
5.5.2 Layout of Questionnaire
The questionnaire is carefully designed to meet the requirements of the research. The
questions are taken from previous literature on recruitment and selection procedure with a
view to validate the research more efficiently.
The questionnaire consists of two main parts; first is basic information of respondents and
second is responses which include the different responses given by the respondents.
The first part of the questionnaire included basic information of respondents such as
Gender, Qualification, Occupation, Family Income which were helpful in obtaining the
demographic & personal information of the Respondents. And for the answers of these
questions different options were provided to the Respondents from which they had to select
any one pertaining option.
In second part different questions regarding independent variables and dependent variable
include. The first independent variables were Internal Recruitment and for those 4 items
were including for obtaining the responses. Second independent variables were External
Recruitment and for those 4 items were including for obtaining the responses. And first
dependent variable was Recruitment Effectiveness and for those 5 items were including for
obtaining the responses. Second dependent variable was selection and for those 4 items
were including for obtaining the responses.
We have used 5 Point Likert type scale which included 5 items as “Strongly Agree”,
“Agree”, “Neutral”, “Disagree” and “Strongly Disagree”. In which strongly agree indicates
the most Important and strongly disagree indicates the least important responses for
respondents. And in the second part of the questionnaire respondents need to give their
responses for given Question from strongly disagree to strongly agree.

5.5.3 Measure of the Study

• Source of Recruitment
• Internal recruitment
• External Recruitment
• Recruitment Effectiveness
• Selection

5.6 Sampling Design

5.6.1 Target Population
Target population for the research were the People who are well aware about the
recruitment and selection procedure.

5.6.2 Sampling Frame

For, the research purpose following were characteristics of the ideal population;
o Persons – Must be aware about the Recruitment and Selection Procedure
o Gender – Male & Female
o Education – At least Literate

5.6.3 Sampling Method

For, the selection of samples random sampling method was used in the study.

5.7 Data Collection Techniques

Data for the study have been collected from primary data.
Primary data:
Primary data was collected from the area of Ahmedabad and 202 respondents. For Primary
data collection online survey was conducted. Link of the online questionnaire was sent to
respondents via various social media platforms.

5.8 Data Analysis Plan

Data analysis will be done using Statistical Package for Social Sciences version 28.0.
different types of statistical tests will be performed depending on the variables under study.
The inferences and conclusion are drawn from the output of these tests are presented in the
upcoming chapters.

5.9 Research Model

5.10 Hypothesis of the study
Hypothesis
H1: Source of Recruitment positivity influence Internal Recruitment
H2: Source of Recruitment positivity Influence External Recruitment
H3: Internal Recruitment Positively Influence Recruitment Effectiveness
H4: External Recruitment positivity Influence recruitment Effectiveness
H5: Recruitment Effectiveness positivity Influence Selection

Chapter 6
DATA ANALYSIS & INTERPRETATION

6.1 Reliability

Variable Cronbach’s Alpha No. of Items

Source of Recruitment 0.884 5
Internal Recruitment 0.847 4
External Recruitment 0.846 4
Recruitment 0.725 5
Effectiveness
Selection 0.846 4

This model is a model of internal consistency, based on the average inter – item correlation.
Cronbach’s alpha is the most common measure of internal consistency (“reliability”). It is
most commonly used when you have multiple Likert scale questions in a questionnaire that
form a scale and you wish to determine if the scale is reliable.
If a reliability coefficient of 0.700 or higher is considered “acceptable” in most social
science Research situations. Here Cronbach’s alpha for Source of Recruitment is 0.884, for
Internal Recruitment is 0.847, for External Recruitment is 0.846, for Recruitment
Effectiveness is 0.725, for Selection is 0.846. Which indicates an acceptable level of
internal consistence and reliability for Scale with this specific sample.
6.2 Descriptive Statistics
Variable Category Frequenc Percentage
y
Gender Male 107 53%
Female 95 47%
Qualificatio Graduation 41 20.3%
n Post-graduation 86 42.6%
Other 75 37.1%
Family Rs.200000 – 46 22.8%
Income Rs.300000
Rs.300001 – 89 44.1%
Rs.400000
Rs.400001 – Rs. 61 30.2%
500000
Rs.500000 6 3%
above

There were 107 males in the samples taken for the research report. And there were 95
Females In the samples taken for the research report. There is a dominance of Female in the
samples, as the sample contains 47 % Females and 53 % Males.
In the sample, around half of the size of the sample had family income between Rs.200000
to Rs.300000. 46 respondents had income; Rs.300001 to Rs.400000.89 respondents had
income from Rs.400001 To 500000 Taking respondent 61. And Rs.500000 Above taking 6
respondents had family income.

6.3 Item Analysis

Source of Recruitment
Statement Strongly Disagree Neutral Agree Strongly
Disagree Agree
1.Present employees 1 3 51 79 68
2.Newspaper 11 20 64 66 41
3.Employee Referrals 0 6 50 80 66
 4.Campus recruiting 0 4 56 76 66
5.Internet 2 5 50 51 94

Table shows frequency about the variable “Source of recruitment” from Five different
factors. These Factors are shown in five different items. The first factor is “Present
employees”. There are 68 respondents who strongly agree that when they think of present
employees, source of recruitment. There are 79 respondents who have agreed to the
Statement that the present employees they use is the source of recruitment is beneficial for
organization. Very Few people that is 1 and 3 Strongly disagreed and disagreed to the given
statement.
The second factor is “Newspaper,” 41 and 66 respondents have Strongly agreed and agreed
that the newspaper they use in source of recruitment. Very few People that is 20 and 11
respondents have strongly disagreed and disagreed to the given Statement.
The third factor is “Employee Referrals” 66 and 80 Respondents have strongly agreed and
agreed that the organization they use employees’ referrals. And few people that is 6 and 0
respondents have strongly disagreed and Disagreed to the given statement.
The fourth is “Campus recruiting” in strongly agreed and agreed having 66 and 76
respondents that the source of recruitment they use of organization.
The fifth is “Internet” in strongly agreed and agreed having 94 and 51 respondents that the
source of recruitment they use of organization.
Internal Source of Recruitment
Statement Strongly Disagree Neutral Agree Strongly
Disagree Agree
1.Recruitment occur 11 36 60 57 38
through job posting in
organization
2.Retaining of casual 0 35 71 53 43
staff is a source of
recruitment
3.Recruitment occur 3 30 73 65 31
usually through transfer
of staff
4.Recruitment occur 16 39 55 50 42
through staff promotion

Table shows frequency about the variable “Internal Source of Recruitment” from four
different factors. These factors are shown in four different items. The first factor is
“Recruitment occur through job posting in organization”. There are 38 respondents who
strongly agree that the Recruitment occur through job posting in organization is the source
of recruitment. There are 57 respondents who have agreed to the Statement. Few People that
are 11 and 36 Strongly disagreed and disagreed to the given statement.
The second factor is “Retaining of casual staff is a source of recruitment”. 43 and 53
Respondents having strongly agreed and agreed that the retaining of casual staff is a source
of recruitment is internal Source of Recruitment. Very few people that is 0 and 35
respondents have strongly disagreed and Disagreed to the given statement.
The third factor is “Recruitment occurs usually through transfer of staff.” 31 and 65
Respondents have strongly agreed and agreed that Recruitment occurs usually through
transfer of staff is source of recruitment. Very few people that is 3 and 30 have strongly
disagreed and Disagreed to the given statement.
The fourth factor is “Recruitment occur through staff promotion.” 42 and 50 respondents
have strongly agreed and agreed that the recruitment occur through staff promotion is
source of recruitment. Few people that are 39 and 16 have Strongly disagreed and disagreed
to the given statement.

External Source of Recruitment

Statement Strongly Disagree Neutral Agree Strongly
Disagree Agree
1.Organization always 11 36 47 54 54
used advertisement as
source of recruitment
2.Employment agencies 4 45 62 57 34
are often consulted for
recruitment of staff
3.Educational institution 7 23 55 59 58
is a source of
recruitment in
 organization
4.Professional 30 47 43 37 4
association is a source of
recruitment

Table shows frequency about the variable “External Source of Recruitment” from four
different factors. These factors are shown in four different items. The first factor is
“Organization always used advertisement as source of recruitment”. There are 54
respondents who strongly agree that the organization always used advertisement as source
of recruitment is the source of recruitment. There are 54 respondents who have agreed to the
Statement. Few People that are 11 and 36 Strongly disagreed and disagreed to the given
statement.
The second factor is “Employment agencies are often consulted for recruitment of staff”. 34
and 54 Respondents having strongly agreed and agreed that the Employment agencies are
often consulted for recruitment of staff is external Source of Recruitment. Very few people
that is 0 and 45 respondents have strongly disagreed and Disagreed to the given statement.
The third factor is “Educational institute is a source of recruitment in organization.” 58 and
59 Respondents have strongly agreed and agreed that educational institution is a source of
recruitment in organization is external source of recruitment. Very few people that is 7 and
23 have strongly disagreed and Disagreed to the given statement.
The fourth factor is “Professional association is a source of recruitment.” 45 and 37
respondents have strongly agreed and agreed that the professional association is a source of
recruitment. Few people that are 47 and 30 have Strongly disagreed and disagreed to the
given statement.

Recruitment Effectiveness
Statement Strongly Disagree Neutral Agree Strongly
Disagree Agree
1.Does the recruitment 18 50 57 49 28
process influence on the
developing organization
2.Does the internal source 5 19 50 72 56
of recruitment is reliable
3.The recruiting source is 14 46 51 58 33
useful for recruiting the
minorities
4.Recruit the minorities 17 50 63 40 32
for a particular job
5.Does the external source 9 45 38 54 56
of recruitment is more
expensive

Table shows frequency about the variable “Recruitment Effectiveness” from five different
factors. These factors are shown in five different items. The first factor is “Does the
recruitment process influence on the developing organization”. There are 28 respondents
who strongly agree that the organization always used recruitment process influence on the
developing organization is the recruitment effectiveness. There are 49 respondents who
have agreed to the Statement. Few People that are 18 and 50 Strongly disagreed and
disagreed to the given statement.
The second factor is “Does the internal source of recruitment is reliable”. 56 and 72
Respondents having strongly agreed and agreed that the internal source of recruitment is
often consulted for recruitment effectiveness. Very few people that is 5 and 19 respondents
have strongly disagreed and Disagreed to the given statement.
The third factor is “The recruiting source are useful for recruiting the minorities.” 33 and58
respondents have strongly agreed and agreed that recruiting source are useful for recruiting
the minorities is a recruitment effectiveness. Very few people that is 46 and 14 have
strongly disagreed and Disagreed to the given statement.
The fourth factor is “Recruit the minorities for a particular job.” 32 and 40 respondents have
strongly agreed and agreed that the recruiting the minorities for a particular job is a
recruitment effectiveness. Few people that are 17 and 50 have Strongly disagreed and
disagreed to the given statement.
The fifth factor is “Does the external source of recruitment is more expensive.” 56 and 54
respondents have strongly agreed and agreed that the external source of recruitment is more
expensive is a recruitment effectiveness. Few people that are 9 and 45 have Strongly
disagreed and disagreed to the given statements.
Selection
Statement Strongly Disagree Neutral Agree Strongly
Disagree Agree
1.Organization usually 13 33 58 66 32
use e – selection method
2.Organization does not 5 37 72 65 23
use panel interview
method of selection
3.Medical examination is 17 49 50 49 37
not a selection method
4.Aptitude test is a 34 51 34 48 35
selection method

Table shows frequency about the variable “Selection” from four different factors. These
factors are shown in four different items. The first factor is “Organization usually use e –
selection method”. There are 32 respondents who strongly agree that the organization
usually use e – selection method is the selection. There are 66 respondents who have agreed
to the Statement. Few People that are 13 and 33 Strongly disagreed and disagreed to the
given statement.
The second factor is “Organization does not use panel interview method of selection”. 23
and 65 Respondents having strongly agreed and agreed that the panel interview is often
consulted for selection. Very few people that is 5 and 37 respondents have strongly
disagreed and Disagreed to the given statement.
The third factor is “Medical examination is not a selection method.” 37 and 49 respondents
have strongly agreed and agreed that medical examination is not a selection method is a
selection. Very few people that is 17 and 49 have strongly disagreed and Disagreed to the
given statement.
The fourth factor is “Aptitude test is a selection method.” 35 and 48 respondents have
strongly agreed and agreed that the aptitude test is a selection method is a selection. Few
people that are 34 and 51 have Strongly disagreed and disagreed to the given statement.

6.4 ANOVA analysis

ANOVA
1. GENDER
Test of Homogeneity of Variances
Levane df1 df2 Sig.
Statistic
SAVG Based on Mean 1.293 1 200 .257
Based on Median 1.226 1 200 .270
Based on Median and 1.226 1 189.702 .270
with adjusted df
Based on trimmed 1.634 1 200 .270
mean

In the above shown test of homogeneity of variances table , p value is less then 0.05 (p<
0.05) . It means there is difference in variance and hence , no equal variance are not
assumed.

ANOVA
SAVG
Sum of df Mean F Sig.
Squares Square
Between Groups .001 1 .001 .001 .975
Within Groups 152.304 200 .762
Total 152.305 201
In the ANOVA table, significance value is higher than 0.05 . It means that gender does not
create differential impact on the recruitment and selection procedure. It means that there is
no difference in the impluse people in gender.

2. QUALIFICATION
Test of Homogeneity of Variances
Levene df1 df2 Sig.
Statistic
SAVG Based on Mean 1.833 2 199 .163
Based on Median 1.368 2 199 .257
Based on Median and with 1.368 2 186.648 .257
 adjusted df
Based on trimmed mean 1.511 2 199 .223

In the above shown test of homogeneity of variances table , p value is less then 0.05 (p<
0.05) . It means there is difference in variance and hence , no equal variance are not
assumed.

ANOVA
SAVG
Sum of df Mean F Sig.
Squares Square
Between .929 2 .464 .611 .544
Groups
Within 151.376 199 .761
Groups

In the ANOVA table , significance value is higher than 0.05 . It means that occupation does
not create differential impact on the recruitment and selection procedure. It means that there
is no difference in the impulse people in Qualification.

3. INCOME
Test of Homogeneity of Variancees
Levene df1 df2 Sig.
Statistic
SAVG Based on Mean 2.104 3 198 .101
Based on Median 1.550 3 198 .203
Based on Median and 1.550 3 194.521 .203
with adjusted df
Based on trimmed mean 1.827 3 198 .143

In the above shown test of homogeneity of variances table , p value is less then 0.05 (p<
0.05) . It means there is difference in variance and hence , no equal variance are not
assumed.
 ANOVA
SAVG
Sum of Squares df Mean F Sig.
Square
Between Groups 2.560 3 .853 1.128 .339
Within Groups 149.745 198 .756
Total 152.305 201

In the ANOVA table, significance value is higher than 0.05. It means that occupation does
not create differential impact on the recruitment and selection procedure. It means that there
is no difference in the impulse people in income.

6.5 MEDIATION TEST

1. Source of Recruitment
Model = 4
Y= RAVG
X= SRAVG
M1= ISRAVG
M2= ESRAVG

Sample size
202
In this above table dependent variable is Recruitment Effectiveness and independent
variables is Source of Recruitment is both the variable by the variable called internal and
external source of recruitment. Total 202 response should be taken.

Total effect of X on Y
Effect SE t p LLCI ULCI
.2655 .0293 9.0582 .0000 .2077 .3232
The total effect of source of recruitment-to-Recruitment Effectiveness through Internal and
external source of recruitment is .2655 and as per the result the mediation is significant
(p=.0000) because p

Direct effect of X on Y
Effect SE t p LLCI ULCI
.0820 .0596 1.3755 .0000 .0356 .1995

The direct effect of source of recruitment-to-Recruitment Effectiveness is .0820. This result

is shown significant (p=.0000) because p

Indirect effect of X on Y
Effect Boot SE Boot LLCI Boot ULCI
RANG .2594 .0671 .1339 .3955

The mediation is existed by .2594. If we will change the mediation than we will see the
difference of .2594 between IV and DV. source of recruitment has significant relationship
between because there is no 0 between LLCI = .1339 & ULCI = .3955.

2. Internal Recruitment
Model = 4
Y= RAVG
X= SRAVG
M= RAVG
Sample size 202

In this above table dependent variable is Recruitment Effectiveness and independent

variables is Source of Recruitment is both the variable by the variable called internal and
external source of recruitment. Total 202 response should be taken.

Total effect of X on Y
Effect SE t p LLCI ULCI
.8298 .399 20.8023 .0000 .7511 .9085
The total effect of source of recruitment-to-Recruitment Effectiveness through Internal and
external source of recruitment is .8298 and as per the result the mediation is significant
(p=.0000) because p

Direct effect of X on Y
Effect SE t p LLCI ULCI
.5704 .0638 8.9375 .0000 .4445 .6962

The direct effect of source of recruitment-to-Recruitment Effectiveness is .5704. This result

is shown significant (p=.0000) because p

Indirect effect of X on Y
Effect Boot SE Boot LLCI Boot ULCI
RAVG .2594 .0671 .1339 .3955

The mediation is existed by .2594. If we will change the mediation than we will see the
difference of .2594 between IV and DV. source of recruitment has significant relationship
between because there is no 0 between LLCI = .1339 & ULCI = .3955.

3. External Recruitment
Model = 4
Y= SAVG
X= ESRAVG
M= RAVG
Sample 202

In this above table dependent variable is Recruitment Effectiveness and independent

variables is Source of Recruitment is both the variable by the variable called internal and
external source of recruitment. Total 202 response should be taken.

Model Summary
R R - sq. F df1 df2 p
 .7792 .6071 309.0184 1.0000 200.0000 .0000

The model summary of source of recruitment-to-Recruitment Effectiveness through Internal

and external source of recruitment is .7792 and as per the result the mediation is significant
(p=.0000) because p<0.05.

Model
Coeff se t p LLCI ULCI
Constant 1.0491 .0833 12.5896 .0000 .8848 1.2134
ESRAVG .6736 .0383 17.5789 .0000 .5980 .7491
This result is shown significant (p=.0000) because p<0.05.

Chapter 7
FINDINGS
• To develop our findings, I surveyed nearly 202 people and their recruitment and selection
process, about 53% respondent being male and 47% being female.
• The organization follow external recruitment source for hiring new talents which is
beneficiary for organization.
• An organization is getting an appropriate candidate from the external recruitment by the
78% A organization is getting an appropriate candidate from external source because when
an organization do the recruitment process from external source a do a personal interview
process with a candidate and select the appropriate candidate from interview.
• During the selection process not only the experienced candidates but also the fresh
candidate should be selected so as to avail the innovation and enthusiasm of new
candidates.
• An organization is usually following a selection process type of advertising by 74%, 12%
campus recruitment,14% walk in interview. An organization believe that for a new project
they get the best new employee by the advertising marketing channel because after
advertising, a candidate come for selection and an organization select a candidate which
they want to select as their recruitment.
• Organization should follow all the step of recruitment and selection for the selection of the
candidates.
• Selection process should be less time consuming.
• The Requirement & Selection process, methods and practices followed in the company
gives positive outcomes.
• This process involves attracting talents and increasing the networks all across the country.
From the above survey, we can say that Recruitment & Selection process followed in the
organization is excellent.
• The ultimate objective of conducting interviews, Recruitment & Selection process is to
final new talents for innovations ideas and expand their business.

Chapter 8
SUGGESTIONS
• Banks must view on both individual’s and company’s needs assessment while hiring
people. This enables the employees to be more satisfied with their work.
• Banks must hire candidates through external source of recruitment, so that there is a pump
of new blood to the organization. This helps in improvements of company’s creativity.
• Banks should take into account the external factors of recruitment process. The external
factors are demand and supply of specific skills, unemployment, legal and political
considerations etc.
• Banks should make efforts to effectively communicate to the employees, so that they are
clear about the purpose / goal / objectives of the selection process when the respondents are
recommended for recruitment.
• To sustain in the competitive corporate world, the banks should also search for alternative
of recruitment, such as employee learning, out sourcing and temporary employment etc.
• Bank should focus on e- recruitment for cost saving, speed enhancement and also time
saving
• Evaluation of recruitment and selection must be done, to know the effectiveness of job
analysis in the organization.
 Chapter 9
LIMITATIONS OF THE PROJECT

This report discusses the Recruitment and selection procedure used by the Organization.
The R & S process is examined and reported in detail. It also examines the ethical standards
upheld by Organization and the employee satisfaction levels there. This study contrasts the
actual/standard Recruitment & Selection process used in the organization with the
Recruitment and selection process used by Organization.
 Chapter 10
CONCLUSION
The R & S process is capable of managing the organization. It will support business
leadership as well. It's a competitive advantage for growing the company's staff. It aids in
level classification and management, preventing disagreements within the organization.
Making use of Fair, legitimate, and trustworthy R & S procedures aid in business
improvement from a marketing perspective. Making decisions in pressing situations is aided
by this procedure. R & S method can be used to determine the level of employee
satisfaction. Activities that motivate and encourage the employee can be done to improve
their talents. Knowing an employee's strengths and weaknesses is crucial for organizational
development because they have a negative impact on the business's performance as a whole.
The candidates will receive training facilities based on it. Changing only a few aspects of
the R&S process can aid in future growth. To accomplish the objective, talented workers are
kept and new talents are discovered for the position. Effective R & S processes aid in
reducing staff turnover in the company. For the recruitment process to be effective, certain
efforts and expenses are necessary. The employee's morale is also raised by it. It enhances
internal communication inside the company. Assessment, testing, and other selection tools
were used. It establishes the company's legitimacy and dependability.
According to the survey mentioned above, many people are content with the R & S
procedures followed by their organization.
 Chapter 11
BIBLIOGRAPHY
Reference
• Recruitment and Selection: Theory and Practices by Professor Dipak Kumar
Bhattacharyya, Cengage learning.
• Recruitment and Selection: Employee Selection by Gareth Roberts, 2005, CIPD
(Chartered Institute of Personnel Development) publication – Second Edition.
• Rachana. C, Research scholar on Recruitment and Selection process, Singhania
University, Rajasthan, India, 2019, P 11-12.
• Joy O Ekwoaba, Ugochukwu U Ikeije, Umudikendubusiufoma, the impact of Recruitment
and Selection criteria on organizational performance, University of Lagos, 2015, P 22-23.
• Ms.G. Karthiga, Dr. R. Karthi And Ms.P. Balaishwarya, Recruitment and Selection
process, IJSR publications, Volume 5, Tamil Nadu, India, 2015, P 1-2.
• Dr. Salitha Jardat, A study on Effectiveness of Recruitment, International Journal of pure
and applied Mathematics, Volume 119, 2018, P 2755-2764.
• Mavis Adu-Darkoh, Employee Recruitment and selection practices, School of Business,
KNUST, 2014, P 1-3.
• Pooja Khanna, IJRMT, IJRM publications, Karachi, India, 2014, P 1-7. Syamala Devi
Bhoganadam, Dr. Dasaraju Srinivasa Rao, A study on Recruitment and Selection, IJMRR,
India, Volume 4, 2014, P 996-1006.
• Fangling Hu, The research of design of human resource Recruitment System, School Of
Management, Jinan University, China, 2014, P 197-198.
• J. Neelakanta Gugesh, S. Sheela Rani, A study on effectiveness of recruitment, IJER,
Volume 10, Chennai, India, 2013, P 373-390.
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Disabilities, Volume 33, India, 2012, P 1780-1791.
• Neeraj Kumari, A study on Employee appraisal and performance appraisal System (PMS),
volume 1, India, 2012, P 30-31.
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Relations Publications, Volume 56, India, 2011, P 1-20.
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Journal of Business and Management publications, Bangladesh, 2011, P 2222-2839.
• Ongori Henry, Temtime Z, Recruitment and Selection practices in SME’s, Econ Papers,
Volume 3, 2010, P 166-167.
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• Andries Du Plessis, Andrew Hobbs, Rebecca Marshall, Resource functions, 2008.
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Minbaeva, Journal of International business studies, 2005, P 589-599.

Websites:
1. https://en.wikipedia.org/wiki/AU_Small_Finance_Bank
2. https://www.aubank.in/
 ANNEXURE
A Study On Recruitment and Selection Procedure
Dear Respondents,
I am a student of JSPM’s Jayawantrao Sawant College of Engineering are doing research on
“A study on Recruitment and Selection Procedure”. I am highly appreciating if you could
participate in my research. The questionnaire I have prepared will take only about 5 – 10
minutes of your time. Please note that there are no right and wrong answers. It is your
opinion that matters. Your answer is anonymous and will only be used for academic
purpose of this study.
“Your response is very much valuable for my research. I appreciate your timely response.”

Part 1: Demographic
Gender
• Male
• Female
• Other

Qualification
• Graduation
• Post-Graduation
• Other
Family Income
• ₹200000 - ₹300000
• ₹300001 - ₹400000
• ₹400001 - ₹500000
• ₹500000 above

Part 2:
Source of Recruitment
Statement Strongly Disagree Neutral Agree Strongly
Disagree Agree
1.Present employees
2.Newspaper
3.Employee Referrals
4.Campus Recruiting
5.Internet

Internal Recruitment
Statement Strongly Disagree Neutral Agree Strongly
Disagree Agree
1.Recruitment occurs
through job posting in
organization
2.Retaining of casual
staff is a source of
recruitment
3.Recruitment occurs
usually through transfer
of staff
4.Recruitment occurs
through staff promotion
External Recruitment
Statement Strongly Disagree Neutral Agree Strongly
Disagree Agree
1.Organization always
used advertisement as
source of recruitment
2.Employment agencies
are often consulted for
recruitment of staff
3.Education institution
is a source of
recruitment in
organization
4.Professional
association is a source
of recruitment

Recruitment effectiveness
Statement Strongly Disagree Neutral Agree Strongly
Disagree Agree
1.Does the recruitment
process influence on the
developing organization
2.Does the internal
source of recruitment is
reliable
3.The recruiting source
is useful for recruiting
the minorities
4.Recruit the minorities
for a particular job
5.Does the external
source of recruitment is
more expensive

Selection
Statement Strongly Disagree Neutral Agree Strongly
Disagree Agree
1.Organization usually
use e – selection
method
2.Organization does not
use panel interview
method of selection
3.Medical examination
is not a selection
method
4.Aptitude test is a
selection method