I

“ A STUDY ON THE PROCESS OF RECRUITMENT AND SELECTION AT

MALAYALA MANORAMA”

PROJECT REPORT
Submitted to in partial fulfilment of the requirements for the award of the degree
of
BACHELOR OF BUSINESS ADMINISTRATION
of
Mahatma Gandhi University, Kottayam

Submitted by
SRUTHY PS
Reg. No:200021087591
Under the guidance of
MRS TINTU MARY
(Bachelor of Business Administration)

SCMS School of Technology and Management

Prathap Nagar, Mutton, Aluva
2020-2023
SCMS SCHOOL OF TECHNOLOGY AND MANAGEMENT

PRATHAP NAGAR, MUTTOM, ALUVA

I
II

(AFFILIATED TO MAHATMA GANDHI UNIVERSITY, KOTTAYAM)

BONAFIDE CERTIFICATE

This is to certify that the study report entitled “A STUDY ON CUSTOMER RETENTION
MANAGEMENT TECHNIQUES OF DUROFLEX PVT.LTD.” is a record of original work done by
SRUTHY PS (Registration no: 200021087591) in partial fulfilment of the requirement for the
degree of Bachelor of Business Administration under the guidance of MRS TINTU MARY.
ASSISTANT PROFESSOR OF BACHELOR OF BUSINESS ADMINISTRATION. This work has not
been submitted for the award of the any other degree or titled recognition earlier.

DR Sindhu Manoj Mrs Tintu Mary

Assistant Professor Assistant Professor, Project Guide

Department of BBA Department of BBA

Place:

Date: (External Examiner)

II
III

III
 DECLARATION

I, Mrs. SRUTHY PS hereby declare that the project work entitled “A STUDY ON THE PROCESS OF
RECRUITMENT AND SELECTION AT MALAYALA MANORAMA.” is submitted to Mahatma Gandhi
university in partial fulfilment for the award of the degree of business administration is a record of the
original project work done by me during the period of study under the guidance and supervision of
Mrs. TINTU MARY, Asst. Professor, Department of Management, SCMS School of Technology and
Management Prathap Nagar, Mutton, Aluva.

PLACE:
SRUTHY PS
Reg. No: 200021087591
DATE:

4
 ACKNOWLEDGEMENT

I would like to take this opportunity to express my sincere gratitude to all those who have helped
throughout this project study. It gives me immense pleasure to acknowledge all those who rendered
encouragement and support for the successful completion of this work.

First and foremost, praises and thanks to God Almighty, for his showers of blessings throughout my
project endeavour to complete the work successfully.

I am greatly indebted to Dr G. Shashi Kumar, principal of SCMS School of Technology &

Management, Muttom, Aluva for all his guidance and suggestions for the completion of the project.

I express my heartfelt gratitude to my guide Mrs. Tintu Mary for her valuable guidance and support
and without her guidance the study would not have been successfully completed.

I wish to express my gratitude to Malayala Manorama. for granting me the permission to do my

Project Work in the Company. In addition, I express my thanks Malayala Manorama HR manager for
his sincere and valuable advice which helped me to conduct this project work successfully.

With great pleasure I express my gratitude to all the faculty members of the department of
management for their support and help.

I convey my deep appreciation to my family members and friends for the moral support and
encouragement they have given to complete this project successfully.

Once again I thank you all.

SRUTHY PS

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 LIST OF CONTENTS

CONTENTS

CHAPTER TITLE PAGE NUMBER

CERTIFICATE

DECLARATION

ACKNOWLEDGEMENT

CONTENTS

LIST OF TABLES

LIST OF FIGURES

I
INTRODUCTION 10-17

18-20
II REVIEW OF LITERATURE

III RESEARCH METHODOLOGY 21-24

25-37
IV DATA ANALYSIS AND INTERPRETATION

38-41
V FINDINGS, SUGGESTIONS AND CONCLUSION

42-44
BIBLIOGRAPHY

45-48
APPENDIX

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 LIST OF TABLES

Table Page
Table name
number number

4.1 Gender of the employees 26

4.2 Age group of the employees 27

4.3 Educational qualification of the employees 28

4.4 Knowledge about job vacancy 29

4.5 Level of satisfaction of employees about the job 30

4.6 The overall experience of employees with the selection process 31

4.7 The selection methods used 32

4.8 Satisfaction of employees with the selection process 33

4.9 Transparency in the selection process 34

Time taken for response from employees after the selection

4.1 35
process

4.11 Feedback from employers after selection process 36

4.12 Satisfaction of employees with the onboarding process 37

LIST OF FIGURE

Figure Figure name Page

number

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4.1 Gender of the employees 26

4.2 Age group of the employees 27

4.3 Educational qualification of the employees 28

4.4 Knowledge about job vacancy 29

4.5 Level of satisfaction of employees about the job 30

The overall experience of employees with the selection

4.6 31
process

4.7 The selection methods used 32

4.8 Satisfaction of employees with the selection process 33

4.9 Transparency in the selection process 34

Time taken for response from employees after the

4.10 35
selection process

4.11 Feedback from employers after selection process 36

4.12 Satisfaction of employees with the onboarding process 37

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 CHAPTER 1

INTRODUCTION

9
1.1 INTRODUCTION ABOUT THE STUDY

Recruitment and selection process is a searching for and obtaining a pool of potential
candidates with the desired knowledge, skills and experience to allow an organization to
select the most appropriate people to fill job vacancies against defined position descriptions
and specifications. Recruitment and selection process are tracking applicants and applications
and Reviewing resumes. Applicant tracking systems (ATS) are becoming extremely helpful
to Employers, and this technology aids in the management of job vacancies and applications
for Every open position.

RECRUITMENT

According to the definition provided in the Business Dictionary.com, “Recruitment is the

process of finding and hiring the best qualified candidate (from within or Outside of an
organization) for a job opening, in a timely and cost effective manner. The Recruitment
process includes analysing the requirements of a job, attracting employees to that Job,
screening and selecting applicants, hiring, and integrating the new employee to the
Organization”

Types of Recruitment

 Internal Recruitment

 External Recruitment

Internal Recruitment

According to Myrna L. Gusdorf, the recruitment process starts with the most common
method which is job posting. The traditional method to announce a job opening was to post
notice of the job on the HR bulletin board whereas organizations now mostly post jobs
electronically through organization-wide intranets or send e-mails to all employees about the
job vacancy. Publish employment newsletters and distribute the announcement flyers are also
a way of doing job posting. Employee Referrals are also a process to obtain candidate for
Internal recruitment.

External Recruitment

In external recruitment, the applicant pools can be generated in number of ways which
depends on the organization’s policies, size and hiring budget. The organization also can go

10
for private employment agencies who take all the responsibilities of generating a Pool of
candidates for recruitment according to the organization’s needs. The agencies generate the
applicant pool and do the preliminary interviews, thereby screening out unqualified
Candidates and then send actually qualified candidates to the organization and that is also by
Using job criteria provided by the organization itself. However, the private employment
agencies Can be costly thus not every organization can bear the cost.

Purpose of recruitment process

The recruitment process is sensitive to the external and internal changes, and it Can be used
as the best indicator for the future HR trends. By careful analysis of Recruitment Measures,
the HR Management team can predict the trends in the job market simply.

 Find the best talents for the vacancies

 Manage the recruitment sources

 Manage the vacancies in the organization

 Run the internal recruitment process

 Building the strong HR Marketing platform

 Co-operation with local and international universities

 Provide feedback about the trends in the job market

SELECTION

After recruitment process is carried, the next important process is the selection Process.
Selection is the process of putting right men on right job. It is a procedure of matching
Organizational requirements with the skills and qualifications of people Recruitment is
Considered to be a positive process as it motivates more of candidates to apply for the job. It
Creates a pool of applicants.

Steps involved in selection process

1. Commit to hiring the best talent possible - every time.

2. Do not rush the employee selection process.

3. Partner with Stakeholders.

11
4. Use a Job Benchmark with a valid pre-employment personality assessment.

1.2 INDUSTRY PROFILE

Malayala Manorama is a morning newspaper in Malayalam published

from Kottayam, Kerala, India by the Malayala Manorama Company Limited. Currently
headed by Mammen Mathew; it was first published as a weekly on 22 March 1888, and
currently has a readership of over 20 million (with a circulation base of over 2.4 million
copies). It is also the second oldest Malayalam newspaper in Kerala in circulation,
after Deepika, which is also published from Kottayam. Manorama also publishes an online
edition.

According to World Association of Newspapers, as of 2016, it was the fourteenth  most

circulated newspaper in the world. According to the Audit Bureau of Circulations
(ABC) 2013 figures, it is the third largest circulating newspaper in India (behind The Times
of India and Dainik Jargon) and the largest circulating newspaper in Kerala

Beginnings in Kottayam.

Malayala Manorama Company is a private LLC corporation, owned by the Kandathil family,
incorporated by Kandathil Varghese Mappillai at Kottayam in south-western Kerala on 14
March 1888. The company started with one hundred shares of ₹100 each. The investors paid
in four equal instalments. With the first instalment, the company brought a Hopkinson and
Cope press, made in London. A local craftsman, Konthi Achari, was hired to make
Malayalam types for the imported press.

Varghese Mappillai had worked for a year as editor of Kerala Mitram, a Malayalam
newspaper run by Gujarati businessman Devji Bhimji, in Cochin and he took over the same
position for Manorama. The Maharajah of Travancore Moolam Thirunal approved the logo of
the newspaper which was a slight modification of the Travancore Coat of Arms.

The first issue was published on 22 March 1890 from M.D Seminary, Kottayam, while the
town was hosting a popular cattle fair. It was a four-page weekly newspaper, published on
Saturdays. The weekly newspaper became a bi-weekly in 1901, a tri-weekly on 2 July 1918

12
and a daily on 2 July 1928. After Varghese Mappillai death in 1904, his nephew K. C.
Mammen Mappillai took over as editor.

In 1938, Travancore state proscribed Malayala Manorama on charges of publishing news

against the Diwan; Mammen Mappillai was convicted and imprisoned. Malayala
Manorama re-commenced regular publication in 1947 after the Indian independence and the
Diwan's downfall.

On Mammen Mappillai's death, his eldest son K. M. Cheriyan took over as the Editor-in-
Chief in 1954. At this time, Malayala Manorama was produced in a single edition in
Kottayam with a circulation of 28,666 copies.

By the late 1950s, Manorama steadily increased circulation and overtook Mathrubhumi in

circulation, the dominant Malayalam daily at the time.

DIVISIONS

One of India’s largest and oldest media houses, with operations in Print, Television, Radio
and Digital properties

• MM Publications

• MM Tv

• Radio Mango

• Malayala Manorama

The digital version: Manorama Online

• Manorama Digital Classifieds:

• Manorama Horizon

• M4 Marry

• Quick doc

• Quick Address

• Hello address

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 • M M PUBLICATIONS LIMITED
M M Publications Limited is a Non-govt company, incorporated on 26 May, 1971. It's a
public unlisted company and is classified as company limited by shares'.

Company's authorized capital stands at Rs 20.0 lakhs and has 25.0% paid-up capital which is
Rs 5.0 lakhs. M M Publications Limited last annual general meet (AGM) happened on 28
Sep, 2017. The company last updated its financials on 31 Mar, 2017 as per Ministry of
Corporate Affairs (MCA).

M M Publications Limited is majorly in Manufacturing (Paper & Paper product, Publishing,

printing and reproduction of recorded media) business from last 52 years and currently,
company operations are active. Current board members & directors are MAMMEN JACOB,
ASHOK KANDATHIL KURIYAN, KURIAN CHERIAN and MODISSERIL KOSHY
MATHEW

• MMTV
MMTV is one of the most trusted genuine channel in Karnataka. The rise
of MMTV on January 2021 with most skilled technicians to bring effective change in
digital media. We consist of a youth team dedicated more passionate towards the
change.
o MMTV‘s innovative and dedicated programming has brought into focus
a number of social issues, Politics, sports, cinema, etc.
o We are creative and incisive, the channel target the Karnataka with news
that is true, credible, and fast.
o MMTV has patriotism at its core, the pursuit of truth as It’s guiding
principle and imbibes the fearlessness to dig out, investigate and
broadcast truth to fix accountability for a billion.
o MMTV is most insatiable and youngest news team in Karnataka, Society
has broken the norms of traditional newsrooms and journalistic set-ups.
o As the digital wing, MMTV is a platform built for the next generation of
news. Seeped in hard-hitting opinion and wound with interactive news

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 content and formats, MMTV follows the principle of breaking the silence
and breaking the news.

• RADIO MANGO

Radio Mango is an Indian FM Radio network channel headquartered in Kochi, Kerala. Radio

Mango started broadcasting from Kozhikode as Kerala's first Malayalam private FM
station on 29 November 2007. It was established as a venture of the Malayala
Manorama group, and its programming includes entertainment, music and news.

It has satellite stations in Kochi, Thrissur, Kozhikode, Kannur, and Alappuzha. From August

2014 until January 2019, it had a satellite station in Dubai and was one of the few radio
stations in the city broadcasting in Malaylam. Its closure in 2019 made it the second
Malayalam radio station to close in Dubai in the span of a year.

Like other radio stations, Radio Mango had to adjust to the conditions of the COVID-19
pandemic, which it did by equipping on-air talent to broadcast entirely from home, and by
participating in a coalition with other stations and the national Ministry of Information and
Broadcasting to broadcast information about the pandemic to listeners.

 MANORAMMA HORIZON
Manoramahorizon.com, the most trending educational portal, is an allied digital wing of the
pioneers of print media, The Malayala Manorama Daily. We have been providing reliable
high-quality news content to over 1.44 crore readers everyday for over a century now. At
Horizon, we aspire to be a one-stop destination for every school-going student and civil
service aspirant.

We reinforce our commitment to the field of knowledge by presenting top-class content in a

universal and comprehensive manner. The website, managed by an efficient and experienced
bunch of professionals, equips users with digital augmentation and smart learning tools. We
promote effective learning and give an opportunity to students to learn as per their own
timetable. We provide a better understanding of concepts through applicable real-life
examples at affordable pricing.

15
Each candidate has a specific manner of learning and we take that into consideration. So,
depending on their requirement, candidates can make use of LIVE sessions and also pre-
recorded sessions.

In short, we aspire to be trendsetters in the field of e-learning by equipping our customers

with a wide repository of learning material delivered, using the best technology, in a way that
can be easily interpreted and applied by students in real-life situations.

 M4 MARRY

m4marry.com have helped lakhs of people find their perfect partner and perfect families.
Because at m4marry, we believe that a marriage is not about just two persons but about two
families too. m4marry.com helps you find your right partner and family who match your
community, interests and preferences through its personalized search assistance.

 QUICK DR

Quickly and Conveniently Book Your Hospital Appointment Online. Kerala's best online
appointment booking platform.

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 CHAPTER 2

LITERATURE REVIEW

17
Amratha Shetty, 2022 Recruitment and selection gives a home ground to the organization
system that is needed for proper functioning of the organization. it gives an organizational
structure of the company. It’s a methodology in which the particular organization works and
how a new candidate could be recruited in such a way that employee would be fitted for the
right kind of career.

N Kapoor, 2017 Recruitment is “hiring” of employees from outside and selection is a

negative process and involves the elimination of candidates who do not have the required
skills and qualification for the job proposed.

B. Raghavendra, 2017 Successful recruitment &selection practices are key components at

the entry point of human resources in any organization. Efficient recruitment & selection
strategies result in improved organizational outcomes.

Edwin B. Flippo,2014 It is a process of searching for prospective employees and stimulating

and encouraging them to apply for jobs in an organization. It is elaborated in terms of both
negative and positive. It is often termed positive in that it stimulates people to apply for jobs,
to increase the hiring ratio, i.e., the number of applicants for a job. Selection, on the other
hand, tends to be negative because it rejects a good number of those who apply, leaving only
the best to be hired.

Albrecht, M.H, 2020 Conducted a meta-analysis of 100 studies to examine the impact of
recruitment and selection on various organizational outcomes such as job performance,
employee turnover, and organizational effectiveness. The findings revealed that effective
recruitment and selection processes positively impact organizational outcomes.

Fischlmayr, I. C., & Schallert, C, 2020 Conducted a systematic review of the literature on
the effect of social media recruitment on applicant attraction and intention to apply. The
findings showed that social media recruitment can attract a large number of applicants, but
the quality of the applicants may vary.

Heinen, J. S., & O’Neill, C, 2019Conducted a study to investigate the impact of recruitment
and selection criteria on organizational performance. The results showed that using job-
related criteria in the recruitment and selection process can improve organizational
performance.

Tarique, I, 2021 Conducted a study to examine the role of recruitment and selection
practices in shaping global talent management strategies. The findings revealed that effective

18
recruitment and selection practices can help organizations attract and retain global talent,
which is crucial for achieving competitive advantage in the global marketplace.

Silzer et al 2010 The process of recruitment does not cease with application of candidature
and selection of the appropriate candidates, but involves sustaining and retaining the
employees that are selected, as stated by Silzer et al. (2010).

Darshini K A and Seleena R 2020- A Pragmatic study on Human Resources Trends in

recruitment and selection process in Non-Banking Financial Companies in Kanyakumari
district (2020) The most important study recommended that it is necessary to enhance the
new form of talent acquisition, such as campus recruitment, the trainees program to employ
the appropriate talents, and the evaluation of candidates during recruitment must be more
efficient. This study provided a conclusion that the recruitment process and selection among
employees of non-banking financial companies have a positive importance Regarding their
job satisfaction, the company still has to enhance the level of employment in new formulas
for employment of qualified employees in the coming time period.

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 CHAPTER 3

RESEARCH METHODOLOGY

20
3.1 PROBLEM STATEMENT

The study of recruitment and selection at Malayala Manorama aims to identify the current
recruitment and selection process followed by the organization and evaluate its effectiveness
in attracting, selecting, and retaining the right talent.

Some specific questions are:

What recruitment channels does Malayala Manorama use to source candidates, and are these
channels effective in reaching a diverse pool of candidates?

How long does the recruitment and selection process take, and is it perceived as efficient by
both candidates and hiring managers?

3.2 OBJECTIVES

. To find out the process of recruitment and selection in manoramma

. To find out employees knowledge about the job vacancy.

. To know about the level of satisfaction of employees with the selection process.

. To know about the selection methods of the company

3.3 SCOPE OF THE STUDY

The scope of the study can include an analysis of the data collected through surveys,
interviews, and secondary sources to provide insights and recommendations for improving
the recruitment and selection process at Malayala Manorama.

The study also focus on the following areas:

Recruitment process: This includes understanding the recruitment sources and methods used
by the organization, such as job portals, employee referrals, campus hiring, etc. The scope
can also cover the organization's employer branding efforts and how these efforts affect
candidate attraction.

Selection process: This includes understanding the selection criteria and methods used by the
organization, such as interviews, tests, etc.

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3.4 RESEARCH DESIGN

3.4.1 Population.

The study was conducted with the employees of human resource department at Malayala
Manorama.

3.4.2 Sample Size.

The was drawn from 30 employees of human resource department at Malayala Manorama.

3.4.3 Sampling Technique.

Cluster sampling is the sampling technique used in the study, where the target population is
divided into clusters or groups, and a sample of clusters is selected for analysis. In cluster
sampling, the clusters are chosen randomly, and all the individuals within the chosen clusters
are included in the sample. Here the employees of Human resource department was used for
the study.

3.4.4 Data Source:

Two types of data were taken into consideration:

• Primary Data: Direct collection of data from the source of information,

includingQuestionnaire, survey method etc.
• Secondary Data: Indirect collection of data from sources containing past
or recent informationlike, company records, Books, Newspaper and
Magazines.

3.4.5 Data Collection Method:

In this study, data was collected from different customers with the help of a

questionnaire. A questionnaire is a list of inquiries or items intended to gather data on the

attitudes. knowledge, or opinions of respondents. Questionnaires can be used to collect both

quantitative and qualitative data.

3.4.6 Data Analysis Tool:

The information was gathered using a Google Forms-created questionnaire.

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3.5 LIMITATIONS OF THE STUDY

 The study is limited by the sample size as there is only one department that is, human
resource department included in the study.
 The study may be limited in scope, which may not capture all aspects of the
recruitment and selection process, such as the employee retention, or the impact of
recruitment and selection on organizational performance.
 The study may be limited by time constraints, which can affect the depth and breadth
of the data collection and analysis.

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 CHAPTER 4

DATA ANALYSIS AND

INTERPRETATION

24
GENDER OF THE EMPLOYEES

TABLE 4.1

Distribution of gender of the employees

Particulars No: Percentage

Of
Respondent
Female 16 55.2
Male 12 41.4
Prefer not to say 1 3.4
Total 29 100

Source: Primary data

Figure 4.1

Interpretation :Based on the data provided, out of the 29 respondents, 55.2% or 16 of them
identified as female, 41.4% or 12 of them identified as male, and 3.4% or 1 of them preferred
not to say their gender. This data suggests that there is a slightly higher proportion of female
respondents compared to male respondents

25
AGE GROUP OF THE EMPLOYEES

TABLE 4.2

Distribution of age group of the employees

No
Particulars Of Percentage
Respondent
Below 25 years 21 72.4
26-35 years 4 13.8
36-45 years 1 3.4
46-55 years 1 3.4
above 55 year 2 6.9
Total 29 100
Source: Primary data

Figure 4.2

Interpretation

From the above table/graph it is clear that majority of the employees comes under the age
group below 25, here it is 72.4%. 13.8% of the people comes under the age between 26 and
35, and 6.9% are above 55 years age.

26
EDUCATIONAL QUALIFICATION OF THE EMPLOYEES

TABLE 4.3

Distribution of educational qualification of the employees

Particulars No of respondents Percentage

High school
diploma 16 52.2
Bachelor's degree 8 27.6
Master's degree 4 13.8
Doctorate degree 1 3.4
TOTAL 29 100

Source: Primary data

Figure
4.2

Interpretation

From the above table/graph it is understood that most of the employees have a high school
diploma. Here the percentage of employees having the same is 52.2%. 27.6% of the
employees completed their bachelors degree. 13.8% of the people have masters degree. Only
a few of them have doctorate degree.

27
KNOWLEDGE ABOUT THE JOB VACANCY

TABLE 4.4

Distribution of employees knowledge about the job vacancy

Particulars No of respondents Percentage

Through the company's
website 14 10.3
Through a job portal 5 10.3
Through social media 4 13.8
Through a friend/colleague 3 48.3
Other 3 17.2
TOTAL 29 100

Source: Primary data

Figure 4.4

Interpretation From the table given above , it is obvious that most of the employees came
to know about the job vacancy through their friends and colleague. Here it is 48.3%. Website
and job portal have 10.3%. Social media have 13.8%. Rest of them found out through other
different ways.

28
LEVEL OF SATISFACTION OF THE EMPLOYEES WITH THE INFORMATION
PROVIDED ABOUT THE JOB.

TABLE 4.5

Distribution of level of satisfaction of the employees with the information provided

about the job.

Particulars No of respondents Percentage

Very satisfied 8 27.6
Satisfied 13 42.8
Neutral 8 27.6
Dissatisfied 0 0
Very dissatisfied 0 0
Total 29 100

Source: Primary data

Figure4.5

Interpretation

From the above table it is undesrstood that most of the employees are satisfied with the
information provided about the job during the recruitment process. 27.6% of the employees
are very much satisfied and have a neutral opinion.

OVERALL EXPERIENCE OF EMPLOYEES WITH SELECTION PROCESS

TABLE 4.6

29
 Distribution of overall experience of employees with selection process

NO OF
PARTICULARS RESPONDENTS PERCENTAGE
Excellent 11 37.9
Good 13 44.8
Average 5 17.2
Poor 0 0
Very poor 0 0
TOTAL 29 100

Source: Primary data

Figure 4.6

Interpretation

From the above table it is understood that most of the employees says the recruitment
process was good and fair. Only 37.9% of the employees say the recruitment process is
excellent. So the company have to focus a little in this area so as to have a excellent responds.
17.2% says it as average. None of them have a negative feedback.

SELECTON METHODS USED

TABLE NO: 4.7

30
Distribution of selection methods used

Particulars No of respondents Percentage

Interview 11 37.9
Aptitude test 3 10.3
Personality test 1 3.4
Group discussion 2 6.9
All of the above 12 41.4

Source: Primary data

Figure 4.7

Interpretation

From the above table it is understood that mostly all the methods that is Interview, Aptitude
test, Personality test and Group discussions were used in during the selection process .Here
more than 40% of the employees went through all these processes .Next used method was a
Interview process. Aptitude test was also used at some cases. Group discussion and
Personality test are least used methods.

SATISFACTION OF EMPLOYEES WITH THE SELECTION PROCESS

TABLE 4.8

31
 Distribution of satisfaction of employees with the selection process

NO OF
PARTICULARS PERCENTAGE
RESPONDENTS
Very satisfied 6 22.2
Satisfied 15 55.6
Neutral 5 18.5
Dissatisfied 1 3.7
Very dissatisfied 29 0
Source: Primary data

Figure 4.8

Interpretation

From the table given above we can conclude that most of the employees are Satisfied with
the selection process. Here 55.6% of the respondent are satisfied. 22.2% are very much
satisfied with the selection process. 18.5% are neutrally satisfied and 3.7% is dissatisfied with
the selection process. None of them are very dissatisfied.

TRANSPERENCY IN THE SELECTION PROCESS

TABLE NO 4.9

32
Distribution of transparency in the selection process

NO OF
PARTICULARS PERCENTAGE
RESPONDENTS
Yes 20 69
No 4 13.8
Can't say 5 17.2
TOTAL 29 100

Source: Primary data

Figure 4.9

Interpretation

From the above table we can observe that most of the employees have the opinion of fair and
transparent selection process. Here more than half of the respondent says the selection
process was fair and transparent, here it is 69%. 13.8% disagree with this opinion. 17.2% of
the respondent does not disclose their opinion.

TIME TAKEN FOR RESPONSE FROM EMPLOYEES AFTER THE SELECTION

PROCESS

TABLE NO: 4.10

33
Distribution of time taken for response from employees after the selection process

NO OF
PARTICULARS PERCENTAGE
RESPONDENTS
Within a week 13 44.8
Within two weeks 10 34.5
Within a month 3 10.3
More than a month 3 10.3
TOTAL 29 100

Source: Primary data

Figure 4.10

Interpretation

From the table given above it is evident that the response from the company after the
selection process takes place within week itself. In some cases it may take two weeks. Its
very rare of taking a month or more.

FEEDBACK FROM EMPLOYERS AFTER THE SELECTION PROCESS

TABLE NO :4.11

Distribution of feedback from employers after the selection process

34
 NO OF
PARTICULARS PERCENTAGE
RESPONDENTS
YES 22 75.9
NO 7 24.1
TOTAL 29 100
Source : Primary data

Figure 4.11

Interpretation

From the table we understood that most of them receive feedbacks after the selection
process. Only a few didn’t get proper feedback because of the lag in decision making
process.

SATISFACTION OF EMPLOYEES WITH THE ONBOARDING PROCESS

TABLE NO 4.12

Distribution of the satisfaction of employees with the onboarding process

35
 NO OF
PERCENTA
PARTICULARS RESPONDENT
GE
S
Very satisfied 11 37.9
Satisfied 13 44.8
Neutral 4 13.8
Dissatisfied 0 0
Very dissatisfied 1 3.4
TOTAL 29 100
Source: Primary data

Figure 4.12

Interpretation

From the table given above, it can be understood that 44.8 percent of the employees are
satisfied with the onboarding process of the company. Only 3.4 remains dissatisfied with the
current onboarding process.

36
 CHAPTER 5

FINDINGS, SUGGESTION AND

CONCLUSION

37
FINDINGS
• The majority of respondents in this sample were female and a significant proportion
were male .
• A small percentage of respondents were in the 26-35 years (13.8%), 36-45 years
(3.4%), and 46-55 years (3.4%) age groups.
• More than half of the respondents only have high school diploma.
• The most common way respondents found out about the job vacancy was through a
friend or colleague.
• None of the respondents reported being dissatisfied or very dissatisfied with the
information provided about the job.
• Positive feedback from respondents suggests that the organization is doing a good job
of conducting the selection process and providing a positive candidate experience.
• The most commonly used selection method was the interview, with 37.9% of
respondents reporting its use.
• Only a small percentage of respondents reported the use of aptitude tests (10.3%) and
group discussions (6.9%), and even fewer reported the use of personality tests
(3.4%)The use of multiple selection methods and the low use of personality tests
suggest that the organization is using appropriate and effective methods for assessing
candidates.
• No respondents reported being very dissatisfied with the selection process
• Majority of respondents reported responding within a reasonable timeframe after the
selection process.
• Majority of employees reported being satisfied with the onboarding process.

38
 SUGGESTIONS
• The organization should aim to attract more male candidates in their recruitment
process to ensure a more gender-balanced workforce.
• They could try to improve their recruitment strategy to reach out to a more diverse
pool of applicants.
• The organization should consider the age distribution of their employees when
planning for the future of their workforce. They should ensure that they have plans in
place to attract and retain employees across different age groups to ensure a balanced
and diverse workforce.
• Employers should consider implementing an employee referral program to encourage
their employees to refer qualified candidates for job vacancies.
• Employers should invest in their company's website and job portal to make it more
user-friendly and accessible for potential job seeker.
• Employers should consider gathering feedback from employees to identify any gaps
in the information provided and address them accordingly.
• Employers should review the job description and requirements periodically to ensure
that they are up-to-date and accurately reflect the job.
• Employers should consider providing opportunities for candidates to ask questions
and clarify any doubts about the job particulars to ensure that they have a complete
understanding of the job.
• Employers should gather feedback from candidates to identify areas for improvement
in the selection process and address them accordingly.
• Employers should review their selection methods periodically to ensure that they are
up-to-date and aligned with best practices in the industry.
• Employers may want to review their selection process periodically and seek feedback
from candidates and employees to identify areas for improvement and enhance
transparency and fairness.
• Employers should consider providing feedback through multiple channels, such as
email or phone call, to ensure that candidates receive the feedback promptly.

39
CONCLUSION
Based on the findings, it appears that the organization is generally doing a good job
with the selection process and onboarding of new employees. However, there may be
room for improvement in reaching a wider pool of potential candidates, as the most
common way respondents found out about the job vacancy was through a friend or
colleague. Additionally, while the use of multiple selection methods is positive, the
low use of personality tests may suggest a potential area for improvement in assessing
candidates.

Overall, the positive feedback from employees on the selection process and
onboarding suggests that the organization is creating a positive employee experience,
which can lead to higher job satisfaction, retention, and ultimately, organizational
success. It is important to continue gathering feedback and making adjustments to
ensure the organization is meeting the needs and expectations of employees.

40
BIBLIOGRAPHY

41
JOURNALS

Asiedu, E. & Darko, T. (2017) Leadership, Employer Engagement and Employee

Performance in the Public Sector of Ghana, Journal of Business and Management Sciences,
5(2), 27-34.

Bhatt, R., & Sharma, M. (2019) Employee Engagement: A Tool for Talent Management,
Retention and Employee Satisfaction in the IT/ITES Companies in India. CLEAR
International Journal of Research in Commerce & Management, 1018), 19-22.

Kahn, W. A. (1990) Psychological Conditions of Personal Engagement and Disengagement

at Work Academy of Management Journal. 33(4), 692- 724.

Luthans, F. & Peterson, S. (2002) Employee Engagement and Manager Self-Efficacy The
Journal of Management Development. 21(5), 376-387.

Moletsane, M., Tefera, O., & Migin, S. (2019) The Relationship between Employee
Engagement and Organisational Productivity of Sugar Industry in South Africa: The
Employees Perspective. African Journal of Business and Economic Research, 14(1), 113-134.

Preko, A., & Adjetry, J. (2013) A Study on the Concept of Employee Loyalty and
Engagement on the Performance of Sales Executives of Commercial Banks in Ghana
International Journal of Business Research and Management, 42), 51-62.

Shrotryia, V. & Dhanda, U. (2019) Measuring Employee Engagement Perspectives from

Literature IUP Journal of Organizational Behavior, 18(3), 26-47.

42
Soane, E. Catherine, T., Kerstin, A., Amanda, S., Chris, R., & Mark, G. (2012) Development
and Application of a New Measure of Employee Engagement: The ISA Engagement Scale:
Human Resource Development International, 15(5), 529-547.

Sridevi, S., & Markos, S. (2010), Employee Engagement. The Key to Improving
Performance, International Journal of Hsiness and Management. S(12). $9.96

Yadav, S. & Morya, K. (2019) A Study of Employee Engagement and Its Impact on
Organnational Citizenship Behaviour in the Hotel Industry, UP Journal of Organisational
Behaviour; 18(1), 7-31.

BOOKS

Baby, M. C. (2018). Research Methodology, Kerala: Prakash Publications & Printers.

WEBSITES

https://www.manoramaonline.com/

https://www.smartrecruiters.com/resources/glossary/recruitment/

https://www.merriam-webster.com/dictionary/selection

43
APPENDIX
QUESTIONNAIRE

A SURVEY ON THE PROCESS OF RECRUITMENT AND SELECTION

IN MALAYALA MANORAMA.

1. What is your gender?

a. Male

b. Female

c. Prefer not to disclose

2. What is your age group?

a. Below 25 years

b. 26-35 years

c. 36-45 years

d. 46-55 years

e. Above 55 years

3. What is your educational qualification?

a. High school diploma

b. Bachelor's degree

c. Master's degree

44
d. Doctorate degree

e. Other

4. How did you come to know about job vacancies at Malayala Manorama Kottayam?

a. Through the company's website

b. Through a job portal

c. Through social media

d. Through a friend/colleague

e. Other

5. How satisfied were you with the information provided about the job during the
recruitment process?

a. Very satisfied

b. Satisfied

c. Neutral

d. Dissatisfied

e.Very dissatisfied

6. How was your overall experience with the recruitment process?

a. Excellent

45
b. Good

c. Average

d. Poor

e.Very poor

7. What selection methods were used during the hiring process?

a. Interview

b. Aptitude test

c. Personality test

d. Group discussion

e. all of the above

8. How satisfied were you with the selection process?

a. Very satisfied

b. Satisfied

c. Neutral

d. Dissatisfied

e. Very dissatisfied

9. Do you think the selection process was fair and transparent?

46
a. Yes

b. No

c. Can't say

10. How long did it take to hear back from the company after the final selection
process?

a. Within a week

b. Within two weeks

c. Within a month

d. More than a month

11. Did you receive any feedback after the selection process?

a. Yes

b. No

12. How satisfied were you with the onboarding process?

a. Very satisfied

b. Satisfied

c. Neutral

d. Dissatisfied

e. Very dissatisfied

47
48