A STUDY ON RECUIRMENT AND SELECTION PROCESS IN DSM TEXTILES IN

KARUR

CHAPTER I

INTRODUCTION
Acquiring and retaining high-quality talent is critical to an organization’s success. As the
job market becomes increasingly competitive and the available skills grow more diverse,
recruiters need to be more selective in their choices, since poor recruiting decisions can produce
long-term negative effects, among them high training and development costs to minimize the
incidence of poor performance and high turnover which, in turn, impact staff morale, the
production of high quality goods and services and the retention of organizational memory. At
worst, the organization can fail to achieve its objectives thereby losing its competitive edge and
its share of the market.
Human resource department plays a crucial role in this process. The backbone of any
successful company is the HR department, and without a talented group of people to hire,
culture, and inform employees, the company is doomed for failure.
Human resource is most valuable assets in the organization. Profitability of the
organization depends on its utilization. If there utilization is done properly will make profit
otherwise it will make loss. To procure right man at right place in right time, some information
regarding job and job doer is highly essential. This information is obtained through job analysis,
job description and job specification. Without these recruitment will be unsuccessful.
A well planned and well managed recruitment will result in high quality applicants for
the company. The recruitment process should inform qualified individuals about employment
opportunities, create a positive image of the company, provide enough information of the jobs so
that applicants can make comparison with their qualifications and interests and generate
enthusiasm among the best candidates so that they will apply for vacant positions.
What distinguishes a successful company from unsuccessful one is the quality of
manpower. The role of management is to optimize the use of resource available to it. The role of
HR is to incorporate the planning and control of manpower resource into the corporate level
plans so that all resources are used together in the best possible combination.
Managing people at work and control of human activities in employment is a function
that must be performed in all societies. It is essential in every type of employment for every
occupation and every type of employed manpower. Manpower management is essential in
government as well as private employment under socialism or communication in small business
and in large.
Recruitment, as a human resource management function, is one of the activities that
impact most critically on the performance of an organization. While it is understood and
accepted that poor recruitment decisions continue to affect organizational performance and limit
goal achievement, it is taking a long time for public service agencies in many jurisdictions to
identify and implement new, effective hiring strategies.

Recruitment is a process which provides the organization with a pool of potentially qualified
job candidates from which judicious selection can be made to fill vacancies. Successful
recruitment begins with proper employment planning and forecasting. In this phase of the
staffing process, an organization formulates plans to fill or eliminate future job openings based
on an analysis of future needs, the talent available within and outside of the organization, and
the current and anticipated resources that can be expended to attract and retain such talent.

Selection is a process of hiring the best among the pool of candidates available.

‘Right person for the right job’ is the basic principle in recruitment and selection. Every
organization should give attention to the selection of its manpower, especially its managers. The
operative manpower is equally important and essential for the orderly working of an enterprise.
Every business organization/unit needs manpower for carrying different business activities
smoothly and efficiently and for this recruitment and selection of suitable candidates is
essential. Human resource management in an organization will not be possible if unsuitable
persons are selected and employment in a business unit.

Recruitment forms the first in the process, which continues with selection and ceases
with the placement of the candidate. It is the next step in the procurement function, the first
being the manpower planning, Recruitment makes it possible to acquit the number and types of
people necessary to ensure the continued operation of the organization.” Recruitment is the
discovering of potential applicants for actual or anticipated organizational vacancies”.

Recruitment has been regarded as the most important function of personnel

administration, because unless the right type of people is hired, even the best plans, organization
charts and control systems would not do much good.

Definition:

“Recruitment is a process to discover the sources of manpower to meet the requirement

of the staffing schedule and to employ effective measures for attracting that manpower in
adequate number to facilitate effective selection of an efficient working force”.

- Dale Yoder

“Recruitment is the process of searching the candidates for employment and stimulating
them to apply for job in the organizations recruitment is the activity that links the employers and
the job seekers”.

- Edwin B. Flippo

The present study is made an attempt to identify Job Satisfaction facilities and
employee’s level about Job Satisfaction facilities adopted. To achieve the aforesaid objective
data is gathered from 110 employees of the organization with random sampling technique. It is
found that most of the respondents are aware about the legislative and non - legislative
employee Job Satisfaction facilities provided at the Company, Job Satisfaction facilities like
medical, canteen, working environment, safety measures etc., are provided by the company.
And most of the employees are satisfied with the Job Satisfaction facilities adopted by the
company towards the employee’s Job Satisfaction

Every individual has certain needs and motives which want to fulfill. Any job which
fulfils their needs and motives. There are some situational factors responsible for job
satisfaction. The important causes of job satisfaction are wage incentive systems, the work
environment, length of working hours, behavior of the supervisor, security, scope for promotion
and recognition of merit. Besides proper evaluation of work, impartial behavior and social
relationship with co-workers etc. are also contributory factors.
The term Job Satisfaction proposes many ideas, meanings and connotations, such as the state of
well-being, health, happiness, prosperity and the development of human resources. As a total
concept of Job Satisfaction, it is a desirable state of existence involving physical, mental, moral
and emotional well-being.

The social concept of Job Satisfaction implies the Job Satisfaction of man, his family, and his
community. Job Satisfaction is called a relative concept, for it is related to time and space.
Changes in it have an impact on the system of Job Satisfaction as well. Job Satisfaction is also a
positive concept. In order to establish a minimum level of Job Satisfaction, it demands certain
minimum acceptable conditions of existence, biologically and socially.

The employee Job Satisfaction schemes can be classified into two categories viz. statutory and
non-statutory Job Satisfaction schemes. The statutory schemes are those schemes that are
compulsory to provide by an organization as compliance to the laws governing employee health
and safety. These include provisions provided in industrial acts like Factories Act 1948, Dock
Workers Act (safety, health and Job Satisfaction) 1986, Mines Act 1962. The non–statutory
schemes differ from organization to organization and from industry to industry.

It is a comprehensive term including various services, benefits and facilities offered to

employees by the employer. Through such generous fringe benefits, the employer makes life
worth living for employees. The Job Satisfaction amenities are extended by in addition to
normal wages and other economic rewards available to the employees as per legal provisions.
The significance of Job Satisfaction were accepted as early as 1931 when the Royal
Commission on Labor stated, the benefits are of great importance to the worker which he is
unable to secure by himself. The schemes of labor Job Satisfaction may be regarded as a wise
investment because these would bring a profitable return in form of greater efficiency.

PURPOSES AND IMPORTANCE:

Determine the present and future requirements
Increase the pool of job candidates at minimum cost
Reduce the probability of employee turn over
Increase the success rate of the selection process
Increase organizational and individual’s effectiveness

EFFECTS:
POSITIVE RECRUITMENT PROCESS
 Attract highly qualified and competent people
 Ensure that the selected candidates stay longer with the company
 Make sure that there is match between cost and benefit
 Help the firm create more culturally diverse work-force

NEGATIVE RECRUITMENT PROCESS

 Failure to generate qualified applicants
 There is no match between cost and benefit
 Extra cost on training and supervision
 Increases the entry level pay scales

EXTERNAL INTERNAL
FACTORS FACTORS
 Supply and RECRUITMENT  Recruitment
demand Policy

 Unemployment  HRP
rate
 Cost
 Labor market
 Size of the firm
 Sons of soil
 Growth and
 Image expansion

RECRUITMENT PROCESS:
• Planning
• Strategy development
• Searching
• Screening
• Evaluation and control
OBJECTIVES OF RECRUITMENT:

 To attract people with multi-dimensional skills and experiences those suit the
present and future organizational strategies so as to obtain a pool of suitable
candidates for vacant posts.
 To induct outsiders with a new perspective to lead the company
 To infuse fresh blood at all levels of the organization.
 To develop organizational culture that attracts competent people to the company.
 To use a fair process.
 To ensure that all recruitment activities contribute to company goals.
 To search for talent globally and not just within the company.
 To conduct recruitment activities in an efficient and cost effective manner.

EMPLOYEE RECRUITMENT:

 In the working place is essential to a company’s long term success. By hiring correctly,
an organization adds the talent it needs and can enjoy the benefits in increased
productivity and morale. However this process is not simple and if the careful process of
 selection is not followed: you can be mired with poorly skilled, unmotivated and un-
loyal labor force which can impact future profits as well as other employee behaviour.
 Recruitment, Quite often this word stands alone when some gaming companies develop
a human resources management strategy. An organization cannot develop a recruitment
strategy without simultaneously for mulcting an employee retention plan. Simply stated,
it is one thing to attract workers, but quite another to retain them.

FACTORS EFFECTING RECRUITMENT:

All organizations whether small or large, do engage in recruiting activity, though not to the
same extent. This differs with

 The size of the organization.

 The employment conditions in the community where the organization is located.
 Working conditions, salary and benefit packages offered by the organization.
 The rate of growth of the organization.
 Future expansion program of the organization. And
 Cultural and legal issues.
 Organization’s ability to find and retain good performing people.

FACTORS AND SOURCES

INTERNAL FACTORS:

Employees from within the organization are hired to fill a job vacancy.

It is normally used for higher level jobs.

The internal factors are:

 Company’s pay packages
 Quality of work life
 Organization culture
 Career planning and growth
 Company’s size
  Company’s products/services
 Geographical spread of the company’s operations
 Company’s growth rate
 Role of trade unions
 Cost of recruitment
 Company’s name and fame.

EXTERNAL FACTORES:

The external factors are:-

 Socio-economic factors
 Supply and demand factors
 Employment rate
 Labour market conditions.
 Political, legal and governmental factors like reservations for SC/ST/BC and sons of soil.
 Information systems like employment exchanges /Tele-recruitment like internet.

ADVANTAGES:
 Benefits of new skills, new talents and new experiences to organization
 Compliance with reservation policy is easy
 Scope for resentment, jealousies and heartburn are avoided

DISADVANTAGES:
 Better morale and motivation associated with internal recruiting is denied to
the organization
 It is costly
 Chances of creeping in false positive and fake negative errors
 Adjustment of new employees to the organizational culture takes longer time.

EVALUATION & CONTROL:

 Salaries for Recruiters
 Management & professional time spent on preparing job description, job
specification advertisements, liaison etc.,
 Cost of advertisement
 Cost of producing supporting literature
  Recruitment overheads & administrative expenses
 Cost of overtime & outsourcing

PHILOSOPHIES OF RECRUITING:
 Traditional philosophy – to get as many people to apply for a job as possible
 Waiting in queues
 Job dissatisfaction & employee turnover
 Emphasis is on matching the needs of the organization to the needs of the
applicants
 Minimize employee turnover & enhance satisfaction.

REALISTIC JOB PREVIEWS:

 Provides complete job related information to the applicants so that they can make
right decision before taking up jobs
 Lower rate of employee turnover
 High level of job satisfaction & performance
 Beneficial for organizations hiring at the entry level

JOB COMPATIBILITY QUESTIONNAIRE:

o To determine applicants preference for work match the characteristics of the job
o Greater the compatibility of applicants preferences & characteristics of the job
greater the probability of employee effectiveness & longer the tenure
o 400 item instrument
o Measures job factor related to performance, satisfaction turnover and absenteeism

SOURCES OF RECRUITMENT:

The various sources of external recruitment are:

o Advertising
o Employment agencies
o Employee referrals
o Schools, colleges and professional institutions
o Labour unions
o Casual applicants
 o Professional organizations or recruiting firms or executive recruiters
o Indoctrination seminars for college professors
o Unconsolidated applications
o Nepotism
o Leasing
o Voluntary organizations
o Computer data banks

RECRUITMENT POLICIES

A recruitment policy is concerned with quantity and qualifications of manpower. A well

considered and pre-planned recruitment policy, based in corporate goals, study of environment
and the corporate needs may avoid hasty of ill-considered decisions and may go a long way to
man the organization with the tight type of personnel.

The most commonly adopted practice in an organization is to centralize the recruitment and
selection function.

A “recruitment policy” in its broadest sense involves a commitment by the employer to such
general principles as:-
1. To find and employ the best qualified persons for each job.
2. To retain the best and most promising to those hired.
3. To offer promising opportunities for the life-time working careers.
4. To provide programs and facilitates for personal growth on the job.

The following factors should be taken into considerations in formulating recruitment policy.
They are

o Government policies
o Personnel policies of other competing organization
o Organization personnel policies
o Recruitment sources
o Recruitment need
o Recruitment costs
o Selection criteria and preferences etc.
METHODS OF RECRUITMENT

Recruitment can be broadly categorized under three heads. Namely, Direct method, indirect
method and Third method.

DIRECT METHOD:-

One of the widely used direct methods is that of sending of recruiters to colleges and technical
schools. Most college recruiting is done in co-operation with the placement office of a college.

The placement office usually provides help in attraction students, arranging interviews,
furnishing space, and providing student resumes. For managerial professional, and sales
professional, campus recruiting is an extensive operation. Persons reading for MBA or other
technical diplomas are picked up in this manner. Many companies have found employees
contact with the public a very effective method. Other direct methods include sending recruiters
to conventions and seminars, setting up exhibits at fairs, and using mobile offices to go to the
desired centers.

INDIRECT METHOD:-

Indirect method usually involves advertising in news papers, on the radio, in trade and
professional journals, technical magazines and broachers. Advertising in newspapers and
magazines, is the most frequently used methods, when qualified or experienced personnel are
not available from other sources. Senior posts are largely filled by such methods when they
cannot be filled by promotion from within.

Advertising is very useful for recruiting blue-collars and hourly workers as well as scientific,
professional, and technical employees. Local newspapers can be a good source of blue-collar
workers, clerical employees, and lower level administrative employees.

THIRD PARTY METHOD:-

These include the use of commercial of private employment agencies, placement offices of
schools colleges and professional associations, recruiting firms, management consulting firms,
indoctrination seminars for college for college professors and friends and relatives.
PRIVATE EMPLOYMENT AGENCIES:-

They are the brokers who bring employers and employees together. The specialization of
these agencies enhances their capacities to interpret the needs of their client, to seek out
particular types of persons, and to develop proficiency in recognizing the talent of specialized
personnel.

STATE PUBLIC EMPLOYMENT AGENCIES:-

Also known as labor exchanges, they are the main agencies of public employment. They
provide a clearing housing for jobs and job information. These agencies provide a wide range of
services counseling, assistance in getting jobs information about labor market, labor and wage
rates.

PROFESSIONAL ORGANIZATION OR RECRUITMENT FIRMS:-

They maintain complete information records about employed executives. These firms
are looked up on as ‘head hunters’, ‘raiders’ and pirates by organizations which loose personnel
through their efforts. However, these same organizations may employ “executive search firms”
to help them find executive talent. These consulting firms recommend persons of high caliber
for managerial, marketing and production engineer’s posts.

TRADE UNIONS:-

Also provide manual and skilled workers in sufficient numbers.

MODERN SOURCES AND TECHNIQUES OF RECURITMENT

A number of modern recruitment sources and techniques are being used by the corporate in
addition to traditional sources and techniques. These sources and techniques include walk-in and
consult–in, head-hunting, body-shopping, business alliances, and tele-recruitment.
 Walk-In
 Consult-In
 Head-Hunting
 Body-Shopping
 Business Alliances
TELE-RECRUITMENT:

The technological revolution in telecommunication helped the organization to use

internet as a source of recruitment. Organization advertises the job vacancies through the World
Wide Web (WWW) internet. The job seekers send their applications through email or internet.
Alternatively, job seekers place their CV’S in the world wide web/internet, which can be drawn
by the perspective employers depending upon their requirements.

ALTERNATIVES TO RECRUITMENT:

OVERTIME

• When demand for product peaks

• Additional income for employee
• It results in Fatigue, increased accidents & more absenteeism
• Need to pay double wages

EMPLOYEE LEASING

• Often called Staff outsourcing

• Useful to small & medium sized firms

TEMPORARY EMPLOYMENT

o Low labour costs

o Easy access to experienced labour
o Flexibility in future

DISADVANTAGE-

Do not know the work culture of the firm

REFERENCE CHECK:

o The reference of the person should be checked before making a final decision.
o Check through a personal visit or a phone call directly to the applicant’s
immediate former supervision, if possible.
 o Verify that the information given to you is correct.
o Consider, with judgment, any negative comments you hear and what is not said.
o Checking references can bring to light significant information which may save
you money and future inconvenience.

RECRUITMENT STRATEGIES:

FINDINGS OVERVIEW

Organizations were asked what strategies they use to recruit both

managerial/professional and non management candidates. For recruiting
managerial/professional candidates, the Internet is the most popular advertising medium, used
by 76 percent of the organizations surveyed. Organizations regularly utilize internal resources
(e.g., internal job postings and employee referrals) when recruiting both internal and external
candidates. Different kinds of agencies are used to recruit for positions at different levels. —
Temporary and government agencies are used mainly to recruit non-management candidates. —
Employment agencies, colleges, and professional organizations are used more often to recruit
managerial/professional candidates.

Organizational Offerings
 The quality of an organization’s offerings affects its ability to attract job candidates.
 Organizations believe they offer candidates a strong company reputation (69 percent) and
high-quality benefits packages (65 percent) and learning opportunities (55 percent).
 Many organizations do not offer stock options (37 percent) or child care options (36
percent).

BEST PRACTICES

Organizations with the most effective recruiting strategies were 15 to 19 percent more likely to
offer candidates high-quality options such as:

o Potential for advancement.

o Company reputation.
o Stocks.
o Benefits package.
o Corporate culture.
 o Salary scale.

Organizations offering candidates and employees a positive culture (e.g., innovative, diverse,
potential to advance) and learning environment have more satisfied employees and more
successful at retaining them.

BARRIERS TO EFFECTIVE RECRUITMENT AND SELECTION:

Findings Overview the surveyed organizations report that the top barriers to effective
recruitment of candidates are:

o Shortage of qualified applicants (62 percent).

o Competition for the same applicants (62 percent).
o Difficulty in finding and identifying applicants (48 percent).

SELECTION

The aim of selection is to find a person who accepts the position and who gives
satisfactory service and performance in the long term. The system approach starts from the
position of well defined job and clearly analyzes person’s specifications.

Selection is not just a question of interviewing, although it is most popular device in use.
Selection is very much a process of deselecting that is gradually eliminating candidates until
finally one is left on the list for a vacancy. Some methods are more reliable than other but, to
large extent. Selection is about trying to minimize risk and maximizing certainty of making of
the right decision.

Starting from the position where the recruitment process as produced a no of applicants,
the important steps as follows:
 Short listing the candidates for the next stage.
 Setting up tests for the short listed candidate some times in the form of an assessment.
 Interviewing the candidates and allowing the candidates to interview the selectors.
 Choosing the successful candidates.
 Obtaining references.
 Offering the position, confirming in writing and gaining acceptance.
 Organizing the induction process.
 Evaluating the results.
Personality Tests

A selection procedure measures the personality characteristics of applicants that are

related to future job performance. Personality tests typically measure one or more of five
personality dimensions: extroversion, emotional stability, agreeableness, conscientiousness, and
openness to experience.

The methods of a personnel selection include

 Interviews
 Personality tests
 Biographical data
 Cognitive ability tests
 Work sample tests
 Physical abilities tests
 Self assessments
 Assessment centers

NEED OF THE STUDY

To get an idea about the Recruitment and Selection Procedure held by DSM TEXTILES IN
KARUR

SCOPE OF THE STUDY

 The study is limited to the information given by the employees.

 Meeting some of the top management associates in the senior cadre was difficult.

 The study has been limited due to time constraint.

 The study is limited based on the rules and regulations of the organizations
OBJECTIVES OF THE STUDY

 To study about the recruitment and selection process followed by DSM TEXTILES IN
KARUR
 To Identified different methods in selection process
 To know the selection process of employees and its impact on job satisfaction
 To know the job satisfaction levels of the employees of recruited
 To know the recruitment policy followed by DSM TEXTILES IN KARUR

INDUSTRY PROFILE AND COMPANY PROFILE

INDUSTRY PROFILE

INTRODUCTION

Textiles industry in India is the second largest employment generator after agriculture.
The modern textile industry in India has to origin in the 19th century. The textile industry plays
an important role in the Indian economy. And Indian is next only to China among the world’s
largest producers of textiles and garments. It holds significant status in India as it provides one
of the most fundamental necessities of the people. Textile industry was one of the earliest
industries to come into existence in India and it accounts for more than 30% of the total
exports. In fact Indian textile industry is the second largest industry in the world.

The country is rich in natural resources such as cotton, just, and silk. Textile industry is
unique in the terms that it is an independent industry from the basic requirement of raw
materials on the final products, with huge value addition at every stage of processing. Textile
industry in India has vast potential for creation of employment opportunities in the agricultural,
industrial, organized and decentralized sectors and rural and urban areas particularly for
women.

Textile and garment manufacturers and exporters in India were expecting a bright future
in the days to come as more International buyers were turning their attention to Indian markets
following hike in prices of textile and garments in China, which had the largest share in the
export market. Buyers from various countries, including US and European countries, were now
started placing fresh orders with the textile garment exporters here.

HISTORY OF THE INDUSTRY

The terms ‘TEXTILE’ is a Latin word originating from the ‘TEXERE’ which means ‘to
weave’ Textiles refers to a flexible material comprising of a network of artificial fibers, known
as yarn.

The development of the world textile industry was started in Britain as the spinning and
weaving machines were invested in that country. High production of wool, cotton and silk over
the world has boosted the next year. Through the industry was started in UK, in 19th century the
textile production passed to Europe and northern America after mechanization process in those
areas. From time to time Japan, China, and India took part in industry their economic and
concentrated more in that sector.

India has been well known for her textile goods since very ancient times. The
traditional textile industry of India was virtually decayed during the colonial regime. However,
the modern textile industry took birth in the early 19th century, when the first textile mill in the
country was established at foster glisters near Calcutta in 1818. The cotton textile industry
however made its real beginning in Bombay in 1850s. The First cotton textile mill of Bombay
was established in 1854 by a Parsi cotton merchant then engaged in overseas and internal trade.
Indeed the vast majority of the early mills were the handy work of Paris merchants engaged in
yarn and cloth trade at home and Chinese and African markets. The first cotton mill in
Ahmadabad, which was eventually to emerge as a rival centre to Bombay, was established in
1861. The spread of the textile industry to Ahmadabad was largely due to the Gujarati trading
class.

The cotton textile industry made rapid progress in the second half of the 19 th century
and by the end of the century there were 178 cotton textiles mills; but during the year 1900 the
cotton textile industry was in bad state due to the great famine and a number of mills of closed
down for long periods.
 PRESENT STATUS OF THE INDUSTRY

Modern textile industry in India has its origin in the 19th century. The textile industry plays a
pivotal role in the Indian economy. This industry is very significant today because, this sector
contributes substantially in providing employment and earning foreign exchange.

The Indian textile industry has a significant presents in the economy as well as in the
international textile economy. Its contribution to this Indian economy is manifested in terms of
its contribution to the industrial production, employment generation and foreign exchange
earnings. It contributes 20% of industrial production, 9% of excise collections, and 18% of
employment in the industrial sector, nearly 20% to the country’s total export earning and 4% of
the GDP.

The country is in rich natural resources such as cotton, jute and silk. The textile industry is the
second largest employer after agriculture, with a total work force of around 35 million. India is
next only to China among the world world’s largest producers of textiles and garments. The
activities in textiles range of from the production of natural raw material such as cotton, jute,
silk and wool to the manufacture of quality products such as cellulose fibre, synthesis filament
and span yarn. But during the last four years the industry has been suffering from a lot adverse
factors. The major problem is technology lag. Recently the union government has come out
with ambitions, technology up gradation fund of a possible magnitude of Rs.25,000 crores to
help the industry catch up with the trends in the global market.

HERE ARE A FEW IMPORTANT FACTS ABOUT INDIANS TEXTILE INDUSTRY.

1. There are approximately 1200 medium large scale textile mills in India. 12 % of these
mills are located in karur (Tamilnadu)
2. India has 34 million cotton textile spindles for manufacturing cotton yarn. Cotton
yarns account for 70% of India’s textiles exports. (China has 40 million cotton
spindles)
3. For the past two years there has been a significant, mainly due to the increasing price
of cotton
4. Of the Indian textile yarn exports, almost 80% come from coarser yarns consequently,
there is a need to upgrade the technology.
 FUTURE SCOPE OF THE INDUSTRY

Garment manufacturing and exporters in India were expecting a bright future in the days to
come as more international buyers were turning their attention to Indian markets following hike
in price of textile and garments in China, which had the largest share in the export market.

Buyers from various countries, including US and European countries, were now started
placing fresh orders with the textile garments exporters here. Erode textile garment exporters
association secretary it was reported that production and export of garments from China have
started declining, due to various reasons including price hike of raw materials and increase in
production cost.

Considering the continual capital investments in the textile industry, the government of India
may extend the technology up gradation fund scheme (TUFS) by the end of the 11’Th five year
plan (till 2011 -2012) in order to support the industry. The Indian textile industry is massively
investing to meet the targeted output of $85 billion by the end of 2010, aiming export of $ 50
billion. There is substantial potential in Indian export of technical textiles and home texts as
most European company want to setup facilities near by the emerging markets, such as India
and China.

Union Ministry of Textiles certified Apparel Export Promotion Council (AEPC) has taken the
responsibility to motivate the foreign investors to invest in Indian Textile Industry by
exhibiting it massive unexplored domestic market. The objective is to trigger the foreign
investment towards instituting textile units in India by offering numerous allowances to global
investor like low priced work force and intellectual right fortification.

The government India has also taken few initiatives to promote the textile industry by
permitting 100% Foreign Direct Investment (FDI) in the market. the Indian Textile Industry
symbolized a strong existence in the complete value chain from raw commodities to finished
products. The Synthetic and Rayon Textile Export Promotion Council (SRTEPC) has taken all
the required steps to meet the target of doubling the synthetic textile export in India to US $ 6.2
billion by seizing 4% of market share by financial year 2011 -2012.
COTTON TEXTILE INDUSTRY

The cotton textile industry occupies a permanent place in the Indian economy, contributing to
about 23.5% of the country’s industrial production. The textile sector is closely linked with
agriculture, handlooms, power looms, garment manufacturing and a number of industries and
trade, thus touching everyday life of the common man. Cotton textile industry is one of the
oldest and largest industries in India which has made rapid change in the economy. The
country’s first textile mill “Express mill” in Nagpur which was started by Tata was the first to
down shutters. The premier group has sold of its textiles mills another has been taken over by
National Textile Corporation (STC) which has also taken over mills like Kohinoor.

COTTON TEXTILE INDUSTRY IN INDIA

The cotton textiles industry occupies an important place in the Indian economy as its
contribution to industrial production; employment generation and export earnings are
significant. Currently the industry possess 26 million spindles 2 lakh looms in the mill sector
above one million power loom sector about 4 million looms in the handloom sector and a large
number of process houses with total capacity of dyeing, printing and finishing of 10 million
metros of per Annam. The industry place an important role in the Indian economy and as its
accounts for nearly 60% of industrial production and large scale employment. It is also a foreign
exchange earns as it contribute over 30% of the country’s total exports.

The first Indian cotton textile mills was established at Fort Glisters near Calcutta as early as in
1838. The first cotton textile mill was in Bombay was the Bombay spinning and weaving
company started in the year 1851. The cotton textile industry is admittedly the single largest
organized industry in India and occupies second place among the countries of the world in
cotton textile mills are located in those status like Maharashtra, Gujarat, Tamilnadu,West
Bengal..

COTTON TEXTILE INDUSTRY IN TAMILNADU

The state has number of textile mills. Tamilnadu cotton textile mills generate direct and indirect
employment opportunities. There are more than 30 textile mills working in the state. The major
raw materials used by the industry are cotton polyesters, synthetic fibres etc…. These raw
materials are not widely manufactured in tamilnadu. It is either obtained from other states
especially from maharashtra and tamilnadu or they are imported from abroad. Since the climate
conditions of tamilnadu frequently changes, suitable arrangements should be made to maintain
the desired conditions for the production of yarn.

The present condition of textile industries of tamilnadu is not good. Most of the private owned
mills have closed down and as a result large number of workers lost their job. Similarly some of
the private operated mills are fairly the problem of taking over by the government. Some of the
mills are taken by the textile corporation of tamilnadu, national textile corporation and
tamilnadu government.

COMPANY PROFILE

DSM Textiles is located at Karur, Tamil Nadu in the Southern part of India. Established in
2001, we are an Eminent Manufacturer, Exporter and Supplier of the Cotton Home furnishing
Textile Products that are a reflection of the dexterity of the artisans of India. We incorporate the
latest trends, Designs and Colors in Our Home Furnishing Textile Products that caters to the
diverse taste and preferences of our discerning clients.

We are backed by a Talented Team of Master Craftsmen with Rich Experience in infusing life
into the Home Furnishing textiles through their dexterous hands. Our dedicated Quality Control
supervisors carefully monitor the entire production process to ensure quality standards and
client specifications are met.

Each of our creations speaks volume of the efforts and craftsmanship that goes into making
them. This is the reason our Home Furnishing Textile Products have found immense
appreciation and accolades in the international market.

DSM Textiles, the Name you can trust for Quality Textiles Products. Dsm fabrics offer a wide
range of Textiles Products, Created & Designed to Satisfy Our Buyers Worldwide. Most of our
products are manufactured as per our buyer's design under their Orders and in their own labels,
but We also create designs as per our clients request with our own designers.
DSM Textiles is recognized for its Innovation, Constant Research, Development and Upgrades
to the trends prevailing around World. We constantly evaluate our Clients needs and observe the
evaluation of Consumer Habits. A Specialized Product Development team and dedicated Sales
force are contributing their level best to satisfy our respected clients- V.K.Sabapathi, Founder.
Being, the family business as Weaving and came from a Weaving Family, DSM Textiles has a
very good knowledge about production, technical aspects and each & every corners of
manufacturing the quality textile products. Based in Karur, India, We, DSM Textiles
manufactures & supplies finest Textiles to Our Valuable Customers across the World. It has
been 14 years, since we are satisfying our clients and building a strong relationship both in
business and in personal.

From 2006, it's the turn of Mr. Vadivel Kanaga Sabapathi, the son of Mr.V. Kanaga
Sabapathi taken the position and continuing the service to their respected client’s .After
completing his International Business studies in the United Kingdom, he himself involves in this
wonderful business with great interest & spirit and always loves very much to serve his
respected clients.

VISION, MISSION AND VALUES

OUR VISION
 To manufacture products comparable to international standards, to be customer-focused
and globally competitive through better quality, latest technology and continuous
innovation.
 To transform the company into a modern and dynamic yarn, cloth and processed cloth
hand finished product manufacturing company with highly professionals and fully
equipped to play a meaningful role on sustain able basis in the economy of Tamilnadu.
 To transform the company into a modern and dynamic power generating company with
highly professionals and fully equipped to play a meaningful role on sustainable basis in
the economy of Tamilnadu

OUR MISSION
 To manufacture world-class products of outstanding quality that gives our customers a
competitive advantage through superior products and value, so we can make every
customer smile.
 To encourage people's ownership, empowerment and working under team structure.
 To attain highest level of efficiency, integrity and honesty
  To provide quality products to customers and explore new markets to promote/expand
sales of the company through good governance and foster a sound and dynamic team, so
as to achieve optimum prices of products of the company for sustainable and equitable
growth and prosperity of the company.

OUR VALUES
 Customer's satisfaction and delight.
 Superior quality of performance.
 Concern for the environment and the community.
 Passionate about excellence.
 Fair to all.
 To provide a safe workplace and promote healthy work habits

QUALITY OF INDUSTRY

Improving and maintaining quality of our products is of paramount importance. To ensure

consistent supply of good quality yarn, we follow a comprehensive quality control management
system.

We have well equipped laboratories for fiber & yarn testing and color matching & testing.
1. Quality Management System - ISO 9002
2. Foreign Matter -Manual sorting
3. Contamination- Vision Shield in Blow Room Siro Cleaner in winding stage
4. Fibre Quality - HVI
AFIS
5. Yarn Quality Uster Tester 3
Uster Tensorapid 3
Classimat II
Twist Tester
Uster Autosorter III
6. Colour Matching - Data Colour
7. Winding - SSM precision winders
8. Environment Management System ISO 14001 (.)
OBJECTIVE OF THE INDUSTRY

The goal for the department is to become a world class academic department in fashion and,
textile education, research and knowledge transfer with the following taken as the key
objectives for ITC from 2009/10 and onwards:
 to provide professional education covering the whole spectrum of activities in fashion
and textiles, and develop “all-round” graduates with vision and a global outlook, a sense
of social responsibility, critical and creative thinking ability
 to conduct research to create and disseminate knowledge to the academic community,
commerce, industry, society and the world at large
 to continue the review of academic programmes in fashion and textiles
 to further enhance learning and teaching in both teaching methodology and practice, the
implementation of outcome-based learning, maintain and upgrade an environment that
facilitates learning, with an aim to stimulate students’ interest in learning
 to collaborate with partners on the development of preferred continuing education in
fashion and textiles
 to become an area of excellence in fashion and textile education and research, regionally
and internationally
 to lead and enhance the development of the fashion and textile industry

OBSERVATION
 The current industry size comprises domestic market of US$ 68 billion and exports of
US$ 40 billion GLOBAL TRADE IN TEXTILE
 The country's textile industry, is currently estimated at US$ 108 billion otal global
textiles exports was to the tune of US$ 772 billion in 2013, with India’s textiles exports at
US$ 40 billion (5.2% market share) & CLOTHING SECTOR
ORGANIZATIOANL STRUCTURE

Board of Directors

Chairman

Managing Director

General Manager

Accounts Productio Purchase Marketing Personnel Store

Officer n Manager Manager Manager Keeper
Manager

Assistant. Head Time Staffs

Account Supervisor Supervisor
Marketin Keeper
s Staffs s
g
Manager

Production Workers Clerk

Staff

Workers

GENERAL
MANAGER
 CHAPTER II

REVIEW OF LITERATURE

REVIEW OF LITERATURE
1. Anupama Gupta (2010) described the challenges faced by Human resource manager in
context of new economic scenario. This paper emphasized that these challenges should
seriously taken care of. Main challenge is the shortage of skilled manpower. This paper
examined the role of human resource department to tackle the problem. It was the duty of
HR department to design a possible career path to retain talent. It was suggested that HR
manager should be ready to handle the challenges, but the role of other stakeholders
should also be included in order to ensure healthy survival of the organization.
2. Saini R.R. (2010) in his article ―Human resource development in case study of the
Human Resources Development policies and practices. This study identified the process
and problems in designing and implementing Human Resources Development Systems.
This study was analytical in nature and consist a sample of 100 respondents to analyze
their opinion about HRD Policies and Practices. The Important findings of this study
were, qualification was the most important factor of recruitment at all level of managers
and employees.
3. Kundu. Subhash C., Divya Malhan (2009) in their article on "HRM Practices in
Insurance Companies: A Study of Indian and Multinational Companies" opined that
Competitive advantage of a company can be generated from human resources (HR) and
company performance is influenced by a set of effective HRM practices. The results of
this study indicated that both multinational companies and Indian companies have to
significantly improve their practices regarding performance appraisal, training and
financial benefits, and hr planning and recruitment. Service sector is human resource
intensive business. To gain competitive advantage, service organizations should
emphasize on human resource management practices, as has been indicated in the results.
4. Tripathy (2008) observed that an organization can have competitive advantage by
utilizing its human resources. This can be achieved through sound HRD Practices.
According to him HRD include three C‘s- Competencies, commitment and culture. An
optimum level of progressive climate is essential for facilitating HRD in an organization.
 It was resulted that good HRD Practices can influence financial and other performance
indicators in the organization.
5. Singh S.K (2008) in his research entitled ― HRD Climate: Interventions and challenge
examined that survival of the organizations in dynamic and complex environment require
60 employee involvement, productivity and this can be achieved with the help of quality
targets, quality circles, training and development & suitable method of performance
appraisal etc. Above these HRD interventions/practices should be implemented in a
suitable way and HRD Climate should be conductive so that cooperation of employees
can be achieved and conflicts can be sorted out which in turn increase the effectiveness of
the organization.
6. Patil, Kallinath S. (2007) in his study opined that, the service sector plays a vital role in
the development of the country. LIC has grown into a living saga. This transformation
has not come about overnight. A breakthrough has been achieved on the strong
foundation laid by the people of this great institution, which provided confidence and
inner strength to explore new frontiers through the program of massive decentralization,
development, expansion and diversification undertaken in recent years. The organization
is today on the threshold of new vistas, striving and straining for reaching new heights
and surging ahead in quest of excellence.
7. Hemant Rao (2007) emphasized the changing role of HR. There was dramatic change in
HR during past five years. This study shows the significant role of human resource
managers in various areas like Empowerment of workers, Business process Reenergizing,
Total Quality management, Humanization of work, and Quality of work life. It was the
challenge of HRM to balance the impact of liberalization and globalization on
productivity. Earlier the role of Personnel department was to give advice or support when
asked but the changing professional employment scenario emphasized the role of HR
professional while dealing with employees of different regions, caste, language and social
backgrounds.
8. Sharma and jyoti (2006) in an article on "job satisfaction" concluded that job
satisfaction is an effective reaction to an individual's work situation, and has been
described as a positive emotional response resulting from appraisal of one's job. One of
the aspects that can lead to 61 Dissatisfaction is one's attitude towards one's job. job
 attitude can be defined as an overall feeling about one's job or career or in terms of
specific facet of the job or career and can be related to specific outcomes, such as
productivity.
9. Subramanian, V. (2005) expressing his views regarding recruitment and selection of
employees stated that any organization which gives a fair share of attention to the
recruitment and selection of its people is bound to get good returns. Recruitment and
selection should be viewed in the wider context of the organizational future. What are the
strategic objects and hence what capabilities will the enterprise need in the future? Must
be the questions the organization should always address itself to. Therefore, an important
strategic issue to consider is how the recruitment and selection activity can contribute to
long term business goals.
10. G.V.Chalam and L. Srinivas (2005) in this paper made an attempt to explore the basic
gender disagreement with respect to HRD Climate. Findings of the study showed that
women employees have much more concern on HRD climate than men. They come up
with high level of satisfaction in respect of HRD Practices. Female Employees had higher
degree of pleasure toward HRD Climate. It was also revealed that women respondents
closely observed and followed the Human Resource development climate of the Bank
and were also very loyal toward bank regarding their commitment toward work.
11. Maitin, T.P. (2003) In his article "Dynamic Human Resources" stated that, out of wide
variety of resources which participated in the process of organizational growth, human
resources are the most dynamic element of efficiency and productivity. In the context of
modern information age, manpower owns the responsibility of information mobilization
and their profitable utilization, which increases performance of organization. The role of
human resource as great intellectual assets in management is too valuable to accelerate
the rate of economic progress
12. Malik and sur (2003) in their study on "Human Resource Accounting in India" observed
that the progress of any organization is absolutely dependent on the skillful utilization of
its human resources. Even in the modern world, an organization may own adequate
financial resources and acquire physical resources with latest technology as it needs, it
would find difficult to manage its affairs, if the human organization of the concern is not
 strong enough. However, the strange irony is that in India most of the organizations do
not recognize it properly.
13. Vidya A. Salokhe (2002) conducted a study on HRD, observes that "Human Resource
Development (HRD)" signifies an effort aimed at qualitative improvement of human
beings in their specific role as assets of an organization. HRD intrinsically recognizes
that, "People" are the organizations singularly important and valuable resources and that
they need to be developed in terms of their knowledge, skill and attitude for achieving
their personal as well as organizational goals. Because only dynamic people can built
dynamic organizations, only competent and motivated people enable an organization
achieve its goals.
14. Mishra and Bhardwaj (2002) in their research entitled ―HRD climate: An empirical
study among private sector managers‖ examined the nature and extent of HRD climate
over the hieratical levels in large private sector organizations located in eastern parts of
India. A sample of 107 managers at senior, middle, and lower levels is taken. The
standardized questionnaire on HRD climate developed by Rao and Abraham (1990) was
used consisting of a 5-point scale to measure the three categories i.e. general climate,
OCTAPAC culture and HRD mechanisms. For analyzing results mean scores and
percentage scores of each item was calculated, and t-test was applied to verify the results.

15. T.V. Rao (1999) in his book entitled ―HRD audit‖ describe the framework and
methodology of HRD audit. This is landmark work which makes corporations to conduct
an internal audit of their human resource functions. HRD score card has been developed
and tested by Dr. Rao. HRD dimensions are very essential for the contribution toward
organizational performance, HRD systems maturity, HRD competencies, HRD culture
and values, and HRD linkages to business goals. Many corporations have started
investing in HRD. They have started new human resource development, given top level
positions to human resource persons, created reasonable budgets and expect the HR
function to give a strategic advantage to their corporations..
16. Udai pareek &T.V. rao (1999) in ―designing & managing human resource system‖
depicts the fluctuating trends in designing & managing human resource system.
Recognize the importance of HRD and the limitations of personnel department. Many
 organizations have established new HRD department. This book treats human resource
system. This work includes some new additions namely career planning & development,
induction training, socialization, mentoring etc. This also gives information about
professional bodies and academic institutions active in the field of HRD.
17. Venkateswaran (1997) conducted a study entitled ―A note on HRD Climate‖ revealed
that early identification of human resource potential and development of their skill are the
main tasks of the HRD department. The study based on the response of 132 executives of
large public sector unit of engineering organization. The study proves the existence of
favourable HRD climate in the organization. The results of the study revealed that the
HRD dimensions increases the employee interest in the work place thereby eliciting a
higher level of performance.
18. Mathur et. al (1996) in a study on work culture try to differentiate the internal work
culture of public and private sector organizations in India. He examined the how the
external socio- 64 cultural environment and enterprise variables influence the internal
work culture, which in turn has an impact on human resource management practices. He
resulted that as compared to public sector organizations, the internal work culture of
private enterprises put greater stress on internal locus of control, future orientation of
planning, and employee participation in management and thereby result in better
performance. It was further point out that HRM Practices in private sector utilized more
effective motivational techniques like feedback, performance based reward, supervisory
control, autonomy etc as compared to public sector.
19. Rajan gupta (1990) in his book entitled ―implementing human resource development
dealt with the implementation part of HRD. The work gives an insight to improve the
implementation process and develop theoretical understanding about HRD
implementation. In this book attention is given to different aspects and issues involved in
HRD like manpower planning, education and training, impact of liberalization and
globalization, total quality management and human resource accounting and HR
dimensions of the new economic policy.
20. Rao and Abraham (1986) stated in their research paper entitled ―HRD Climate in
Indian Organization that human resource is essential for making an organization dynamic
and growth oriented. The top-level executives have ultimate responsibility in creating a
 healthy climate and providing adequate training, which is essential for the overall
development of employees. They hold the view that holds the view that existence of
development climate is a pre-requisite for facilitating HRD system in the organization.
21. Benjamin Akinyemi(2011) in their research paper entitled ―An Assessment of Human
Resource Development Climate in Rwanda Private Sector Organizations‖ assesses the
impact Human resource development climate in two leading Rwanda based
telecommunication and insurance companies. This research studied the differences
between the Telecommunication industry and the Insurance industry with respect to their
prevailing Developmental Climate along with three dimensions of HRDC. Primary data
is collected from respondents in both the companies through a structured, self
administered 38-item Human Resource Development Climate (HRDC) questionnaire
developed by Rao and Abraham (1986).
22. Kalyani tanvir(2008) in the research ―Challenges of Human Resource Development to
pace with Globalization. The study was aimed at identifying the variables related to
human resource development in teacher educators‘. Researcher studied the effect of
human resource development climate, performance appraisal, induction in-service
education and training needs of teacher educator with impact of gender, experience, age,
organizational difference, working in unisex or co-education, service stature difference.
23. M.A. Sahaf and M.A. Siddiqui (2007) examined the effectiveness of training in the
Educational organizations. The focus of the paper is various components of training and
development like induction training, training needs, training inputs, management attitude
towards training. Findings of the study revealed that teachers were not satisfied with the
prevalent training and development programs. In the study a number of recommendations
were made like induction training of the fresher should be given, Feedback may be
obtained from the students about their teachers, separate training programs may be
organized to train faculty in handling teaching aid equipment like computer, lab
equipment, overhead projector, internet etc.
24. Hassan (2007) reviewed HRD practices with organizational values and measured the
employees‘ perspective. It was observed in research that HRD practices namely potential
appraisal and promotion, learning/ training, performance guidance and development were
positively correlated with organizational values like collaboration, creativity, quality,
 delegation and human treatment but the performance appraisal, career planning and
contextual analysis variables were negatively associated with Trust and creativity.
25. Hassan et al (2006) investigated whether ISO certification contribute toward
improvement in HRD system and also examined the role of HRD Practices on employees
development and quality orientation in the organization. Results indicated that ISO
certified companies, as compared to others, obtained higher means on some HRD
Variables. It was identified that organizations with better learning, training and
development, reward and recognition, and HRIS (Human resource information system)
promote HRD climate in the organization. Quality orientation was estimated by career
planning, performance guidance and development, role efficacy, and reward and
recognition system.
26. S. Husain Ashraf (2007) brought out the fact that Human development is the core of all
development efforts. It was explained that Human resource is very dynamic and essential
resource for producing goods and services and welfare of the society. Human
development at micro (Institutional) level involved selection, manpower planning,
training, performance appraisal, potential appraisal, development, compensation etc. At
macro (National) level it involved illiteracy, poor health, eradication of poverty. Human
development included sustainable development, human rights, security, productivity and
development, empowerment, equity and opportunity. In fact to achieve higher standards
of human development positive approach was necessary which include higher growth
rate, larger expenditure on social sector, an efficient utilization of funds etc.
27. Wan et al. (2002) describe the pattern of relationship between HRM practices and firm
performance. HRM practices were creating a positive impact on organizational targets.
Results achieved through regression analysis suggested that facilitating and implementing
68 important HRM practices increased organizational performance. The performance
appraisal is the most important practices of HRD to increase financial performance. The
companies of Singapore interested in enhancing HR performance emphasized the need
for empowerment and training.
28. Sangeeta Trehan and Karan Setia(2014), in their research entitled ―Human Resource
Management Practices and Organizational Performance: An Indian Perspective‖ give a
better understanding of the role of human resource practices in creating and sustaining
 organizational performance, specifically in the Indian context. They discuss a framework
that indicates how external and internal factors affect HRM practices which in turn
generate core benefits for the organization and ultimately lead to overall corporate
performance.
29. Ansari A & W. Fola (2014) in their research article entitled ―Financial soundness and
performance of life insurance companies in India‖ examine those factors which determine
the profitability of life insurers operating in India taking return on asset as dependent
variable. They consider all the 23 Indian life insurers (including 1 public and 22 private)
as the sample for this study and the data for 3 financial years, viz., 2008-09, 2009-10 and
2010-11 are taken into consideration. For this purpose, firm specific characteristics such
as leverage, size, premium growth, liquidity, underwriting risk and equity capital are
taken and 69 regression is applied to estimate the Return on Assets.
30. Sumnider kaur Bawa and Samiya chattha (2013) in their research entitled ―Financial
performance of life insurers in Indian life insurance industry‖ made an attempt to examine
the financial performance of Indian life insurers on the basis of various parameters like
various financial ratios related to liquidity, solvency, profitability and leverage.
Generally, performance can be estimated by measuring the profitability of firm.
31. . Beulah Viji Christiana. M; V. Mahalakshmi (2012) in their research paper entitled
―Influence Of Employee Perception Towards Human Resource Practices And
Organizational Support On Their Citizenship Behavior In Private sector banks - An
Indian Perspectiv studied whether the HR practices like performance appraisal, training
and career development in the private sector banks are positively associated to
organizational commitment of employees which help them to become responsible
organizational citizens .
32. . Santosh singh Bais (2011), conducted research entitled ―Human Resource
Development (HRD) in Insurance sector- A study with special reference to life Insurance
corporation Of India. As per the findings of the study it can be interpreted that the real
strength of a country lies in the development of the human mind and body. The growth
and development of any country depends on its people. Empirical studies have indicated
that labor and capital were largely responsible for the development of advanced
 countries. This was done by way of investment in education and training of the labor
forces. Thus human beings are considered as the most valuable resource.
33. Solkhe and Chaudhary (2010) in their research on HRD gathered the responses from 71
junior and middle level executives from various departments of a public sector
undertaking finds the existence of good HRD. According to the results, the managers
showed a favourable attitude towards HRD Policies and practices of the organization.
They were satisfied with the developmental policies of the top management.
34. Solkhe and Chaudhary (2011) conducted another empirical investigation examining the
three components of HRDC. In this study they analyze and determine the relationship,
further the impact of HRD Climate, OCTAPACE Culture on Job Satisfaction as an
Organizational Performance measure in the selected public sector enterprise. The study is
based on the responses sought from executives from various departments and different
hierarchical levels of a public sector undertaking located in North India. The findings
indicate that HRD Climate has a definite impact on Job Satisfaction which in turn leads
to the increased organizational performance. The analysis showed that there exists a
positive relationship between different components of HRD Climate and Job satisfaction.
35. Jain Ravindra and R. premkumar (2010) in his article on ―Management styles,
Productivity and adaptability of human resource: An Empirical study‖ explained the
relationship between management styles and productivity of Human resources. This
study explained the extent to which management style are practiced in Indian
organizations across public sector and private sector enterprises. The author had
measured the impact of management style on HR productivity and HR Adaptability. This
study is exploratory in nature. He had collected primary data through administering the
relevant questionnaires to three hundred executives belonging to both public sector and
private sector. This study comes to the conclusion that both productivity and adaptability
of the human resources were found to have positive correlation with the selected four
management styles.
36. Subramony (2009) in his study on "A Meta-Analytical Investigation of the Relationship
between HRM Bundles and Firm Performance", resulted after studying the meta-analysis
of 239 effect sizes derived from 65 studies that HRM bundles have larger effects than
their constituent individual practices. HRM Bundle is positively related to business
 outcomes. These findings reaffirm the case of firm level investments in synergetic HRM
combinations and highlight the importance of investing innovative practices.
37. Som (2008) studied the role of innovative HRM practices and their impact on enhanced
corporate performance during the change process. The results found that innovative
recruitment and compensation practices have positive significant relationship with firm
performance. It was also observed that HR department seems to be the most important
factor for enhancing corporate performance in the context of economic liberalization.
38. Bjorkman and Budhwar (2007) in his research entitled ―Human resource management
and the performance of foreign firms operating in India‖ reviewed the relationship of
HRM and the performance of foreign firm operating I India by taking 76 subsidiaries of
overseas firms operating in India. The results highlighted that introduction of HRM
practices form foreign patent organizations is negatively associated with performance and
local adoption results in positive association with the performance of foreign firms
operating in India. The findings asserts that HRM practices do improve the organizational
performance in Indian subsidiaries of foreign firms if localization of HRM implemented
as people belong to local areas are more sensitive toward their culture and environment.
39. S. Biswas, Kailash, B.L. Srivastava and Vijai N. Giri (2007) in their study of Indian
organizations described the linkages between a firm‘s human resource management
practices, their effect on individual organizational member‘s behavior and enhancement
of organizational efficiency. Extra role behavior of the employees was shaped by the
management policies and practices. The findings of the study confirmed that the extra
role activities of an individual increased his attachment to the job, organizational
citizenship behavior had a significant influence on employees‘ level of job involvement
and there existed favorable association between job involvement and organizational
effectiveness. Lastly, it was found that satisfied employees will contribute towards, the
effectiveness of an organization.
40. S.Ramaya, (2007) explained about the responsibility of the organization to utilize human
resource in the best manner for the achievement of business results. The concept of
balanced score card make organization to achieve objectives through HRD. The findings
of the study shows cause and effect linkage between investment in training and
development and an organizations business goal. Balanced score card provided a number
 of benefits to human resource and increase their efficiency. Individual employees‘
performance was evaluated in a structured manner. Balanced score card was an effective
tool to measure the performance of the human resource which was responsible for the
firm‘s performance.
41. Chand & Katou (2007) have conducted a study on Indian hotel industry covering 439
hotels and resulted that Hotel performance is positively associated with HRM system of
recruitment and selection, manpower planning, job design, training and development,
quality circles and pay system and also related with hotel category (chain or individual
hotel). They affirmed that Hotels who belong to chain category and focus on best HRM
practices achieve higher performance as compared to other category.
42. D.K.Pandey (2007) described that in the changing scenario the role of HR in the
organization must be align with organizational goals. This can be achieved through best
HR practices. This paper provided diverse HRM reforms and suggesting best HRM
practices. Quality of life for workers and positive organizational climate would be the
greatest contributor for the retention of workers and for their high morale. It was
suggested that performance appraisal technique should be tailored according to the job. It
was further 74 suggested that trade union should work for wage increase and other
concessions that can increase the productivity and performance of Human Resource.
These new HRM Practices and Reforms are imperative.
43. Sami A. Khan (2007), outlined the fact that Human resource management function had
to play important role in adding value to the business activities in the organization. This
paper explains that HR function should be strategic and should align with the business
strategy that would result into superior efficiency, quality, innovation and customer
responsiveness. The challenges before the human resource managers were related to new
issues like managing new learning, knowledge and skill of human factor, sustainable
competitive advantages. It is the responsibility of the HR managers to work for the
shaping of organizations in new business scenario.
44. Shahnawaz, M.G. and Rakesh C. Juyal (2006) in their research paper" Human
Resource Management Practices and Organizational Commitment in Different
Organizations" concluded that HRM refers to the overall philosophy about the
organization and how people should be managed and is not merely limited to certain
 specific functions. HRM focuses on congruence and commitment instead of compliance
and control. This study suggested that there is a need to develop industry specific HRM
policy and practices to remain competitive and to develop committed workforce.

CHAPTER III

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

The study will be conducted to achieve the aforesaid objectives including both exploratory and
descriptive in nature and involve personal interviews that will be based on the questionnaire
format. A Research Methodology defines the purpose of the research, how it proceeds, how to
measure progress and what constitute success with respect to the objectives determined for
carrying out the research study.

The research process that will be adopted in the present study consists of the following stages:-

RESEARCH DESIGN:

EXPLORATORY RESEARCH

A research design is the specification of methods and procedures for acquiring the information
needed to structure or solve the problem. It is the overall operational pattern or framework of the
project that stimulates what information is to be collected from which source and by what
procedure. On the basis of major purpose of our investigation the EXPLORATORY
RESEARCH was found to be most suitable. This kind of research has the primary objective of
development of insights into the problem. It studies the main area where the problem lies and
also tries to evaluate some appropriate courses of action.

DATA COLLECTION SOURCES:

PRIMARY SOURCES-

 The data required for the study has been collected from questionnaire survey among the
official’s employees
 Personal interviews with the company representatives regarding Recruitment and
Selection.
SECONDARY SOURCES-

The secondary data has been collected from:

 Internet, websites
 Organizational Reports
 Case Studies
 Business magazines
 Books
 Journals on e-learning Industry.

SAMPLING METHOD

Survey was done by random sampling method.

SAMPLE SIZE

Sample size can be 130 or as per project sampling requirement.

SAMPLE AREA
DSM TEXTILES IN KARUR

STATISTICAL TOOLS APPLIED

 Percentage Analysis
 Weighted Average
 One-way ANOVA
 CHI-square test

STATISTICAL TECHNIQUES

This phase consists of the data analysis of the data collected based on the stratified
simple random probabilistic sampling technique. The data collected were analyzed using the
following methods.

PERCENTAGE ANALYSIS

The number of responses of each category is summarized to percentage format for the
convenience to use other statistical tools namely pie chart and bar diagrams.
PERCENTAGE ANALYSIS:

Percentage refers to a special kind of ratio. Percentage analysis test is done to find out the
percentage of the response of the respondents. In these tool various percentage are presented by
the way of Bar-diagram, Pie charts in order to have better understanding of the analysis.

FORMULA:

Number of respondents

Percentage = ------------------------------------------------ × 100

Total number of respondent

WEIGHTED AVERAGE:

Mean in which each item being averaged is multiplied by a number (weight) based on the
item's relative importance. The result is summed and the total is divided by the sum of the
weights. Weighted averages are used extensively in descriptive statistical analysis such as index
numbers. Also called weighted mean.

FORMULA:
WEIGHTED AVERAGE = ΣWXi / ΣWi

ΣWXi = The sum of weights (let x1, x2, x3… xn)

ΣXi = occur with weights (w1, w2, w3…wn)

ONE-WAY ANOVA:

Under the one-way ANOVA, we consider only one factor and then observe that the reason for
said factor to be important is that several possible types of samples can occur within that factor .

Analysis of varience table for one-way ANOVA

SOURCES OF SUM OF DEGREES OF MEAN F-RATIO

VARIATION SQUARES FREEDOM SQUARE
BETWEEN n1 (X1-X)2 (k-1) SS BETWEEN MS BETWEEN
SAMPLES +…+
(k-1) MS WITHIN
nk(Xk-X)2

WITHIN ∑(Xij-X)2+….+ (n-k) SS WITHIN

SAMPLES
∑(Xki-Xk)2 (n-k)

TOTAL ∑(Xij-X)2

(n-1)

i=1,2,…

j=1,2..

This ratio is used to judge whether the difference among several means is significant or is just a
matter of sampling fluctuations.

Statistical tools

Chi-square test

This test allows us to determine whether two attributes are independent of each other.
In this study chi-square has been used to test if there is an association between various variables
and the overall level of satisfaction of safety and welfare measures.

X2 = Σ {(Oi – Ei) 2 / Ei }

Applying Yates’s correction:

X2 = Σ {(|Oi – Ei |- 0.5) 2 / Ei }

Phi Coefficient

Chi-square test tells us about the significance of relation between variables; it provides
no answer regarding the magnitude of the relation between the two variables. This can be
achieved by computing the Phi coefficient which is a non-parametric measure of coefficient of
correlation. It gives the magnitude of the relation or the degree of association between the two
variables.

ϕ= [ X2 / n ]

LIMITATION OF THE STUDY:

 Collecting data properly from employees become difficulty due to the time constraint.
 Busy schedule of the employees also effected to some extent.
 There is a chance for bias in the information given by the respondents.
 The study was based on sample hence results were not fully absolute.
 CHAPTER IV

DATA ANALYSIS AND INTERPRETATION

TABLE 4.1

AGE OF THE RESPONDENT

Freque Percent Valid Cumulative

ncy Percent Percent

Below 25 15 11.5 11.5 11.5

26-30 34 26.2 26.2 37.7

31-35 30 23.1 23.1 60.8

Valid
36-40 36 27.7 27.7 88.5

Above 40 15 11.5 11.5 100.0

Total 130 100.0 100.0

INTERPRETATION

The above table it can observed that the age of the respondent are 11.5% of the respondent are
aged between the below 25, 26.2% of the respondent are aged between the 26-30 years, 23.1 %
of the respondent are aged between the 31-35 years, and 27.7 % of the respondent are aged
between the 36-40 years and., 11.5 % of the respondent are aged between the above 40 years.
CHART 4.1

AGE OF THE RESPONDENT

TABLE 4.2

GENDER OF THE RESPONDENT

Gender

Frequenc Percent Valid Cumulative

y Percent Percent

Male 65 50.0 50.0 50.0

Valid Female 65 50.0 50.0 100.0

Total 130 100.0 100.0

INTERPRETATION

The above table it can observed that the gender of the respondent are 50 % of the respondent are
male, 50% of the respondent are female.
CHART 4.2

GENDER OF THE RESPONDENT

TABLE 4.3

MARITIAL STATUS OF THE RESPONDENT

Freque Percent Valid Cumulative

ncy Percent Percent

Married 65 50.0 50.0 50.0

Valid Unmarried 65 50.0 50.0 100.0

Total 130 100.0 100.0

INTERPRETATION

The above table it can observed that the marital status of the respondent are 50 % of the
respondent are married, 50% of the respondent are unmarried.
CHART 4.3

MARITIAL STATUS OF THE RESPONDENT

TABLE 4.4

DEPARTMENT OF THE RESPONDENT

Frequen Percent Valid Cumulative

cy Percent Percent

HR 25 19.2 19.2 19.2

Marketing 25 19.2 19.2 38.5

Finance 45 34.6 34.6 73.1

Valid
Sales 22 16.9 16.9 90.0

Others 13 10.0 10.0 100.0

Total 130 100.0 100.0

INTERPRETATION

The above table it can observed that the department of the respondent are 19.2 % of the
respondent are working in HR department, 19.2% of the respondent are working in marketing
department, 34.6 % of the respondent are working in finance department,16.9% of the
respondent are working in sales department, 10.0% of the respondent are working in other
department.
CHART 4.4

DEPARTMENT OF THE RESPONDENT

TABLE 4.5

QUALIFICATION OF THE RESPONDENT

Frequenc Percent Valid Cumulative

y Percent Percent

SSLC 28 21.5 21.5 21.5

HSC 15 11.5 11.5 33.1

Diploma 40 30.8 30.8 63.8

Valid Graduate 27 20.8 20.8 84.6

Post 20 15.4 15.4 100.0

graduate

Total 130 100.0 100.0

INTERPRETATION

The above table it can observed that the qualification of the respondent are 21.5% of the
respondent are qualified that theysslc, 11.5% of the respondent are qualified that they hsc, 30.8
% of the respondent are qualified that they diploma, 20.8% of the respondent are qualified that
they graduate , 15.4% of the respondent are qualified that they post graduate
CHART 4.5

QUALIFICATION OF THE RESPONDENT

TABLE 4.6

MONTHLY SALARY OF THE RESPONDENT

Frequen Percent Valid Cumulative

cy Percent Percent

Below 5000 35 26.9 26.9 26.9

5000-10000 30 23.1 23.1 50.0

10000-15000 35 26.9 26.9 76.9

Valid
15000-20000 16 12.3 12.3 89.2

Above 20000 14 10.8 10.8 100.0

Total 130 100.0 100.0

INTERPRETATION

The above table it can observed that the monthly income of the respondent are 26.9% of the
respondent are earn the monthly income is below 5000, 23.1% of the respondent are earn the
monthly income is5000-10000, 26.9% of the respondent are earn the monthly income is 10000-
15000 and 12.3% of the respondent are earn the monthly income 15000-20000 and 10.8 % of
the respondent are earn the monthly income is above 20000
CHART 4.6

MONTHLY SALARY OF THE RESPONDENT

TABLE 4.7

OVERALL EXPERIENCE OF THE RESPONDENT

Frequenc Percent Valid Cumulative

y Percent Percent

<1 year 14 10.8 10.8 10.8

>1 year to <3 57 43.8 43.8 54.6

year
Valid
>3 year to <5 59 45.4 45.4 100.0
year

Total 130 100.0 100.0

INTERPRETATION

The above table it can observed that the overall experience are 10.8% of the respondent are <1
year experience in this organization , 43.8 % of the respondent are >1 year to <3 year
experience in this organization , 45.4% of the respondent are >3 year to <5 year experience in
this organization
CHART 4.7

OVERALL EXPERIENCE OF THE RESPONDENT

TABLE 4.8

HOW MANY YEARS HAVE YOU BEEN WORKING WITH THIS ORGANIZATION

Frequenc Percent Valid Cumulative

y Percent Percent

0-2 Years 32 24.6 24.6 24.6

2-5 Years 34 26.2 26.2 50.8

5 to 10 Years 34 26.2 26.2 76.9

Valid
More than 10 30 23.1 23.1 100.0
Years

Total 130 100.0 100.0

INTERPRETATION

The above table it can observed that the experience are 24.6 % of the respondent are below to
0-2 Years working in this organization , 26.2% of the respondent are 2-5 Years working in this
organization , 26.2 % of the respondent are 5 to 10 Years working in this organization , 23.1 %
of the respondent are More than 10 Years working in this organization .
CHART4.8

HOW MANY YEARS HAVE YOU BEEN WORKING WITH THIS ORGANIZATION
TABLE 4.9

HOW DO YOU GET TO KNOW ABOUT AN OPENING IN NEO AIR FILTER

CORPORATION

Frequenc Percent Valid Cumulative

y Percent Percent

Job Portal 16 12.3 12.3 12.3

Newspaper Ad 22 16.9 16.9 29.2

Internet Ad 17 13.1 13.1 42.3

Company website 16 12.3 12.3 54.6

Campus recruitment 16 12.3 12.3 66.9

Valid
Employee Referral 11 8.5 8.5 75.4

Word of Mouth 16 12.3 12.3 87.7

HR reached to you 16 12.3 12.3 100.0

directly

Total 130 100.0 100.0

INTERPRETATION

The above table it can observe that the 12.3% of the respondent are says that know about the
company from Job Portal , 16.9% of the respondent are says that know about the company from
Newspaper Ad, 13.1% of the respondent are says that know about the company from Internet
Ad , 12.3% of the respondent are says that know about the company from Company website,
12.3 of the respondent are says that know about the company from Campus recruitment , 8.5%
of the respondent are says that know about the company from Employee Referral, 12.3% of the
respondent are says that know about the company from Word of Mouth , 12.3% of the
respondent are says that know about the company from HR reached to you directly.

CHART 4.9

HOW DO YOU GET TO KNOW ABOUT AN OPENING IN NEO AIR FILTER

CORPORATION
TABLE 4.10

WERE YOU EMPLOYED SOMEWHERE BEFORE YOU GET SELECTED FOR THIS
ORGANIZATION

Frequenc Percent Valid Cumulative

y Percent Percent

Yes 62 47.7 47.7 47.7

Valid No 68 52.3 52.3 100.0

Total 130 100.0 100.0

INTERPRETATION

The above table it can observe that the 47.7 % of the respondent are says that agree with the
employed somewhere before you get selected for this organization and 52.3% of the respondent
are says that disagree with the employed somewhere before you get selected for this
organization
CHART 4.10

WERE YOU EMPLOYED SOMEWHERE BEFORE YOU GET SELECTED FOR THIS
ORGANIZATION
TABLE 4.11

HAS THE HR CLEARLY DEFINE THE POSITION OBJECTIVES, REQUIREMENTS

AND CANDIDATE SPECIFICATIONS IN THE RECRUITMENT PROCESS

Frequenc Percent Valid Cumulative

y Percent Percent

Yes 64 49.2 49.2 49.2

Valid No 66 50.8 50.8 100.0

Total 130 100.0 100.0

INTERPRETATION

The above table it can observe that the 49.2% of the respondent are says that satisfied with the
objectives, requirements and candidate specifications in the recruitment process and 50.8% of
the respondent are says that dissatisfied with the objectives, requirements and candidate
specifications in the recruitment process.
CHART 4.11

HAS THE HR CLEARLY DEFINE THE POSITION OBJECTIVES, REQUIREMENTS

AND CANDIDATE SPECIFICATIONS IN THE RECRUITMENT PROCESS
TABLE 4.12

HAVE YOU PARTICIPATED IN ANY OF THE BELOW INTERVIEW PROCESS IN

NEW AIR FILTER CORPORATION

Frequenc Percent Valid Cumulative

y Percent Percent

Telephonic Enquiry 9 6.9 6.9 6.9

Written Examination 13 10.0 10.0 16.9

Video Conference 24 18.5 18.5 35.4

Interview

Face to Face Personal 18 13.8 13.8 49.2

Interview
Valid
Face to Face Technical 11 8.5 8.5 57.7
Interview

Group Discussion 29 22.3 22.3 80.0

Physical Fitness / 26 20.0 20.0 100.0

Medical Check up

Total 130 100.0 100.0

INTERPRETATION
The above table it can observe that the 6.9 % of the respondent are says that interview process in
New Air Filter Corporation at Telephonic Enquiry, 10.0% of the respondent are says that
interview process in New Air Filter Corporation at Written Examination, 18.5% of the
respondent are says that interview process in New Air Filter Corporation at Video Conference
Interview , 13.8% of the respondent are says that interview process in New Air Filter
Corporation at Face to Face Personal Interview , 8.5% of the respondent are says that interview
process in New Air Filter Corporation at Face to Face Technical Interview , 22.3% of the
respondent are says that interview process in New Air Filter Corporation at Group Discussion,
20.0% of the respondent are says that interview process in New Air Filter Corporation at
Physical Fitness / Medical Check up,

CHART 4.12

HAVE YOU PARTICIPATED IN ANY OF THE BELOW INTERVIEW PROCESS IN

NEW AIR FILTER CORPORATION
TABLE 4.13

WHAT WAS THE PANEL MEMBER COUNT DURING THE FACE TO FACE
INTERVIEW

Frequenc Percent Valid Cumulative

y Percent Percent

less than 4 20 15.4 15.4 15.4

5 61 46.9 46.9 62.3

Valid more than 49 37.7 37.7 100.0

6

Total 130 100.0 100.0

INTERPRETATION

The above table it can observe that the 15.4% of the respondent are says that panel member
count during the Face to Face Interview 1 member , 46.9 % of the respondent are says that panel
member count during the Face to Face Interview 2 member , 37.7% of the respondent are says
that panel member count during the Face to Face Interview more than 2 member.
CHART 4.13

WHAT WAS THE PANEL MEMBER COUNT DURING THE FACE TO FACE
INTERVIEW
TABLE 4.14

WHAT WAS THE DURATION OF THE FACE TO FACE INTERVIEW PROCESS

Frequenc Percent Valid Cumulative

y Percent Percent

Less than 10 min 41 31.5 31.5 31.5

>10 min and <20 41 31.5 31.5 63.1

Valid min

More than 30 min 48 36.9 36.9 100.0

Total 130 100.0 100.0

INTERPRETATION

The above table it can observe that the 31.5% of the respondent are says that duration of the
Face to Face interview process from Less than 10 min, 31.5% of the respondent are says that
duration of the Face to Face interview process from>10 min and <30 min, 36.9% of the
respondent are says that duration of the Face to Face interview process from More than 30 min.

CHART 4.14
WHAT WAS THE DURATION OF THE FACE TO FACE INTERVIEW PROCESS

TABLE 4.15
WHAT WAS THE APPROXIMATE NUMBER OF QUESTIONS ASKED BY THE
INTERVIEWER

Frequenc Percent Valid Cumulative

y Percent Percent

<5 18 13.8 13.8 13.8

>5 and 56 43.1 43.1 56.9

Valid <10

>10 56 43.1 43.1 100.0

Total 130 100.0 100.0

INTERPRETATION

The above table it can observe that the 13.8% of the respondent are says that <5 questions asked
by the interviewer, 43.1% of the respondent are says that >5 and <10questions asked by the
interviewer, 43.1% of the respondent are says that>10 questions asked by the interviewer.

CHART 4.15
WHAT WAS THE APPROXIMATE NUMBER OF QUESTIONS ASKED BY THE
INTERVIEWER

TABLE 4.16

HOW LONG THE REQUIREMENT PROCESS TOOK FOR YOU TO KNOW THAT
YOU ARE SELECTED FOR THE POSITION
 Frequenc Percent Valid Cumulative
y Percent Percent

one day 35 26.9 26.9 26.9

less than a weeks 34 26.2 26.2 53.1

less than a month 25 19.2 19.2 72.3

Valid
more than a 36 27.7 27.7 100.0
month

Total 130 100.0 100.0

INTERPRETATION

The above table it can observe that the 26.9 % of the respondent are says that one day
requirement process took for you to know that you are selected for the position, 26.2 % of the
respondent are says that less than a week requirement process took for you to know that you are
selected for the position, 19.2% of the respondent are says that less than a month requirement
process took for you to know that you are selected for the position27.7% of the respondent are
says that More than a month requirement process took for you to know that you are selected for
the position,

CHART 4.16
HOW LONG THE REQUIREMENT PROCESS TOOK FOR YOU TO KNOW THAT
YOU ARE SELECTED FOR THE POSITION

TABLE 4.17

ARE YOU AWARE OF THE APPROXIMATE COMPENSATION PACKAGE PRIOR

TO THE INTERVIEW PROCESS?
 Frequenc Percent Valid Cumulative
y Percent Percent

Yes 66 50.8 50.8 50.8

Valid No 64 49.2 49.2 100.0

Total 130 100.0 100.0

INTERPRETATION

The above table it can observe that the 50.8% of the respondent are says that satisfied with
approximate compensation package prior to the interview process, 49.2% of the respondent are
says that dissatisfied with approximate compensation package prior to the interview process.

CHART 4.17

ARE YOU AWARE OF THE APPROXIMATE COMPENSATION PACKAGE PRIOR

TO THE INTERVIEW PROCESS?
TABLE 4.18

DID YOU GET A CHANCE TO NEGOTIATE ON THE COMPENSATION PACKAGE

OR COMPENSATION STRUCTURE
 Frequenc Percent Valid Cumulative
y Percent Percent

Yes 61 46.9 46.9 46.9

Valid No 69 53.1 53.1 100.0

Total 130 100.0 100.0

INTERPRETATION

The above table it can observe that the 46.9% of the respondent are says that satisfied with
chance to negotiate on the compensation package or compensation structure, 53.1% of the
respondent are says that dissatisfied with chance to negotiate on the compensation package or
compensation structure

CHART 4.18

DID YOU GET A CHANCE TO NEGOTIATE ON THE COMPENSATION PACKAGE

OR COMPENSATION STRUCTURE
TABLE 4.19

DID THE ORGANIZATION OFFERED YOU A JOINING BONUS TO NEGOTIATE

THE NOTICE PERIOD FROM YOUR PREVIOUS ORGANIZATION
 Frequenc Percent Valid Cumulative
y Percent Percent

Yes 66 50.8 50.8 50.8

Valid No 64 49.2 49.2 100.0

Total 130 100.0 100.0

INTERPRETATION

The above table it can observe that the 50.8 % of the respondent are says that satisfied with
joining bonus to negotiate the notice period from your previous organization, 49.2% of the
respondent are says that dissatisfied with joining bonus to negotiate the notice period from your
previous organization.
CHART 4.19

DID THE ORGANIZATION OFFERED YOU A JOINING BONUS TO NEGOTIATE

THE NOTICE PERIOD FROM YOUR PREVIOUS ORGANIZATION
TABLE 4.20

AFTER SELECTION HAVE YOU UNDERGONE A TRAINING PROGRAM IN THIS

ORGANIZATION

Frequenc Percent Valid Cumulative

y Percent Percent

Yes 66 50.8 50.8 50.8

Valid No 64 49.2 49.2 100.0

Total 130 100.0 100.0

INTERPRETATION

The above table it can observe that the 50.8 % of the respondent are says that satisfied with
selection have you undergone a training program in this organization, 49.2% of the respondent
are says that dissatisfied with selection have you undergone a training program in this
organization.
CHART 4.20

AFTER SELECTION HAVE YOU UNDERGONE A TRAINING PROGRAM IN THIS

ORGANIZATION
TABLE 4.21

IS THE PERSON INTERVIEWED YOU WAS YOUR REPORTING MANAGER ONCE

YOU JOINED THE ORGANIZATION

Frequenc Percent Valid Cumulative

y Percent Percent

Yes 66 50.8 50.8 50.8

Valid No 64 49.2 49.2 100.0

Total 130 100.0 100.0

INTERPRETATION

The above table it can observe that the 50.8 % of the respondent are says that satisfied with
person interviewed you was your reporting manager once you joined the organization, 49.2% of
the respondent are says that dissatisfied with person interviewed you was your reporting
manager once you joined the organization.

CHART 4.21
IS THE PERSON INTERVIEWED YOU WAS YOUR REPORTING MANAGER ONCE
YOU JOINED THE ORGANIZATION

TABLE 4.22

HAVE YOU REFERRED ANY OF YOUR FRIENDS FOR THIS ORGANIZATION

BEFORE
 Frequenc Percent Valid Cumulative
y Percent Percent

Yes 35 26.9 26.9 26.9

No 63 48.5 48.5 75.4

I am not aware of any 32 24.6 24.6 100.0

Valid
openings in my
organization

Total 130 100.0 100.0

INTERPRETATION

The above table it can observe that the 26.9% of the respondent are says that satisfied with
referred any of your friends for this organization before, 48.5% of the respondent are says that
dissatisfied with referred any of your friends for this organization before, 24.6% of the
respondent are says that I am not aware of any openings in my organization with referred any of
your friends for this organization before,

CHART 4.22

HAVE YOU REFERRED ANY OF YOUR FRIENDS FOR THIS ORGANIZATION

BEFORE
TABLE 4.23

WHICH ATTRACTS YOU TO JOIN THIS ORGANIZATION

Frequenc Percent Valid Cumulative

y Percent Percent

Interview Process 11 8.5 8.5 8.5

Company 10 7.7 7.7 16.2

Infrastructure /
ambience

Compensation 28 21.5 21.5 37.7

Valid
Work Culture 11 8.5 8.5 46.2

Proximity 23 17.7 17.7 63.8

Job Satisfaction 23 17.7 17.7 81.5

If others, Please specify 24 18.5 18.5 100.0

Total 130 100.0 100.0

INTERPRETATION

The above table it can observe that the 8.5% of the respondent are says that Interview
Process attracts join this organization, 7.7% of the respondent are says that Company
Infrastructure / ambience attracts join this organization, 21.5% of the respondent are says that
Compensation attracts join this organization, 8.5% of the respondent are says that Work Culture
attracts join this organization, 17.7% of the respondent are says that Proximity attracts join this
organization, 17.7% of the respondent are says that Job Satisfaction attracts join this
organization, 18.5% of the respondent are says that If others, Please specify attracts join this
organization,

CHART 4.23

WHICH ATTRACTS YOU TO JOIN THIS ORGANIZATION

 CHI-SQUARE TEST

Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

age * participated in 130 100.0% 0 0.0% 130 100.0%

any of the below
interview process

age * participated in any of the below interview process

Count

participated in any of the below interview process Total

Telep Written Video Face to Face Face to Face Group Physical Fitness
honic Examinati Conferenc Personal Technical Discussi / Medical Check
Enqu on e Interview Interview on up
iry Interview

below 0 3 2 1 1 6 2 15
25

age 26-30 6 6 8 3 0 5 6 34

31-35 2 1 3 6 3 6 9 30

36-40 1 2 10 4 6 6 7 36
 above 0 1 1 4 1 6 2 15
40

Total 9 13 24 18 11 29 26 130

Chi-Square Tests

Value df Asymp. Sig.

(2-sided)

Pearson Chi-Square 36.848a 24 .045

Likelihood Ratio 39.012 24 .027

Linear-by-Linear 2.368 1 .124

Association

N of Valid Cases 130

a. 26 cells (74.3%) have expected count less than 5. The

minimum expected count is 1.04.

Symmetric Measures

Value Approx.
Sig.

Nominal by Contingency .470 .045

Nominal Coefficient

N of Valid Cases 130

CORRELATION METHOD

Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

Educational 130 100.0% 0 0.0% 130 100.0%

qualification *
candidate
specifications in the
recruitment process

educational qualification * candidate specifications in the recruitment

process Cross tabulation

Count

candidate specifications in Total

the recruitment process

yes no

SSLC 10 18 28

HSC 7 8 15
educational
Diploma 27 13 40
qualification
Graduate 16 11 27

post graduate 4 16 20
 Total 64 66 130

Symmetric Measures

Value Asymp. Std. Approx. Approx.

Errora Tb Sig.

Nominal by Contingency .325 .004

Nominal Coefficient

Interval by .012 .087 .134 .894c

Pearson's R
Interval

Spearman .020 .090 .222 .825c

Ordinal by Ordinal
Correlation

N of Valid Cases 130

a. Not assuming the null hypothesis.

b. Using the asymptotic standard error assuming the null hypothesis.

c. Based on normal approximation.

ONE WAY ANOVA TEST

ANOVA

Attracts you to join this organization

Sum of df Mean F Sig.

Squares Square

Between 7.227 2 3.613 .991 .374

Groups

Within Groups 463.081 127 3.646

Total 470.308 129

Multiple Comparisons

Dependent Variable: Attracts you to join this organization

Tukey HSD

(I) duration of the (J) duration of the Mean Std. Sig. 95% Confidence Interval
Face to Face Face to Face Difference Error
Lower Upper
interview process interview process (I-J)
Bound Bound

>10 min and <20 min -.56098 .42174 .381 -1.5611 .4392
Less than 10 min
More than 30 min -.44055 .40608 .525 -1.4036 .5225

Less than 10 min .56098 .42174 .381 -.4392 1.5611

>10 min and <20 min
More than 30 min .12043 .40608 .953 -.8426 1.0834

Less than 10 min .44055 .40608 .525 -.5225 1.4036

More than 30 min
>10 min and <20 min -.12043 .40608 .953 -1.0834 .8426
Attracts you to join this organization

Tukey HSDa,b

duration of the Face to N Subset for

Face interview process alpha = 0.05

Less than 10 min 41 4.1220

More than 30 min 48 4.5625

>10 min and <20 min 41 4.6829

Sig. .363

Means for groups in homogeneous subsets are

displayed.

a. Uses Harmonic Mean Sample Size = 43.095.

b. The group sizes are unequal. The harmonic

mean of the group sizes is used. Type I error
levels are not guaranteed.
 CHAPTER V

FINDING, SUGESSTION AND CONCLUSION

FINDING
1. Majority of age of the respondent are 26.2% of the respondent are aged between the 26-
30 years, 23.1 % of the respondent are aged between the 31-35 years, and 27.7 % of the
respondent are aged between the 36-40 years
2. Majority of gender of the respondent are 50 % of the respondent are male
3. Majority of marital status of the respondent are 50 % of the respondent are married
4. Majority of department of the respondent are 34.6 % of the respondent are working in
finance department,16.9% of the respondent are working in sales department
5. Majority of qualification of the respondent are 21.5% of the respondent are qualified that
theysslc, 30.8 % of the respondent are qualified that they diploma, 20.8% of the
respondent are qualified that they graduate
6. Majority of monthly income of the respondent are 26.9% of the respondent are earn the
monthly income is below 5000, 23.1% of the respondent are earn the monthly income
is5000-10000, 26.9% of the respondent are earn the monthly income is 10000-15000
7. Majority of overall experience are 43.8 % of the respondent are >1 year to <3 year
experience in this organization , 45.4% of the respondent are >3 year to <5 year
experience in this organization
8. Majority of experience are 24.6 % of the respondent are below to 0-2 Years working in
this organization , 26.2% of the respondent are 2-5 Years working in this organization ,
26.2 % of the respondent are 5 to 10 Years working in this organization
9. Majority of 12.3% of the respondent are says that know about the company from Job
Portal , 16.9% of the respondent are says that know about the company from Newspaper
Ad, 13.1% of the respondent are says that know about the company from Internet Ad ,
12.3% of the respondent are says that know about the company from Company website,
10. Majority of 52.3% of the respondent are says that disagree with the employed somewhere
before you get selected for this organization
11. Majority of d 50.8% of the respondent are says that dissatisfied with the objectives,
requirements and candidate specifications in the recruitment process
12. Majority of 18.5% of the respondent are says that interview process in New Air Filter
Corporation at Video Conference Interview 22.3% of the respondent are says that
interview process in New Air Filter Corporation at Group Discussion, 20.0% of the
respondent are says that interview process in New Air Filter Corporation at Physical
Fitness / Medical Checkup,
13. Majority of 46.9 % of the respondent are says that panel member count during the Face to
Face Interview 5 member , 37.7% of the respondent are says that panel member count
during the Face to Face Interview more than 6 member.
14. Majority of 31.5% of the respondent are says that duration of the Face to Face interview
process from>10 min and <20 min, 36.9% of the respondent are says that duration of the
Face to Face interview process from More than 30 min.
15. Majority of 43.1% of the respondent are says that >5 and <10questions asked by the
interviewer, 43.1% of the respondent are says that>10 questions asked by the interviewer
16. Majority of26.9 % of the respondent are says that one day requirement process took for
you to know that you are selected for the position, 26.2 % of the respondent are says that
less than a week requirement process took for you to know that you are selected for the
position
17. Majority of50.8% of the respondent are says that satisfied with approximate
compensation package prior to the interview process
18. Majority of 53.1% of the respondent are says that dissatisfied with chance to negotiate
on the compensation package or compensation structure
19. Majority of50.8 % of the respondent are says that satisfied with joining bonus to
negotiate the notice period from your previous organization
20. Majority of50.8 % of the respondent are says that satisfied with selection have you
undergone a training program in this organization
21. Majority of50.8 % of the respondent are says that satisfied with person interviewed you
was your reporting manager once you joined the organization
22. Majority of 48.5% of the respondent are says that dissatisfied with referred any of your
friends for this organization before, 24.6% of the respondent are says that I am not aware
of any openings in my organization with referred any of your friends for this organization
before
 23. Majority of 21.5% of the respondent are says that Compensation attracts join this
organization,17.7% of the respondent are says that Proximity attracts join this
organization, 17.7% of the respondent are says that Job Satisfaction attracts join this
organization, 18.5% of the respondent are says that If others, Please specify attracts join
this organization,

SUGESSTION

After concluding the study of the companies recruitment policy, interaction with some of the
recruitment manager, company associates and based on the responses received from the
associates the following suggests are made to the company for further improvement of the
policy.

1. The organization should not majorly Clear job description is given to the candidates at
the time of interview itself, to avoid disappointment after joining.
2. The candidate should be informed in time whether they have been selected or not. There
should not be any delay in informing the candidate.
3. There should be reliability on external sources.
4. Recruitment feedback should be taken by the candidates to improve the recruitment
process.
5. The employees should be called for the interview only after checking their educational
qualifications and job experience in a proper way so as to save the time and cost involved
in the recruitment process.
6. Depend on the application bank as the major source for the details of the candidate for
recruitment purpose. It should also consider other sources which could provide them
better options.

7. Follow up to be done to the newly engaged employees to ensure that they have settled in
and to check on how well they are doing. If they have any problems it is better to
identify them at an early stage rather than allowing them to fester.
8. Internal job posting to be preferred to reduce cost of recruitment.
9. Organization should use social networking sites for creating pool of good candidates
CONCLUSION

This study suggest that when Recruitment and Selection Process is properly established
and implemented then organization will must grow because all the employees will be according
to the requirements Recruitment and Selection Process affects a lot on the organizational
activities regarding its growth because if the people will be according t the requirements and
skillful then cost will reduce and organization must grow. All the study has prove the fact there
is directly and indirectly relationship is present between these variables and these variables
affect on the Recruitment and Selection Process. All the independent variables are Recruitment
sources, Interviews and Recruiters are all very important in the Recruitment and Selection
Process because by the missing of any one factor there is chance the whole Recruitment and
Selection Process will be affected by these factors. There are no doubt others factors also affect
on the Recruitment and Selection Process but these are main and require more attention. That is
why I choose this variable.

REFERENCE

BIBLIOGRAPHY
 H. John Bernardin “ Human Resource Management”, Fourth Edition, Mc Graw
Hill,2000.
 Angelo S Denisi , “Human Resource Management” ,Second Edition, Biztantra, 2005.
 GaryDessler, “Human Resource Management” Tenth Edition, Pearson Education,
2007,pg. no.423-530.
 C.R. Kothari, “Research Methodology Methods and Techniques”, Second Edition, New
Age International Publishers, 2004.
 Information from Company Policy Manual
 Abhishek Agarwal - EzineArticles.com Expert Author
 Recruitment and Selection by Duncan Brodie- EzineArticles.com Expert Author.

WEBSITES:
 www.scribd.com
 www.citrhr.com
 www.google.com
 www.management.org
 www.wikipedia.com

ANNEXURE
A STUDY ON RECUIRMENT AND SELECTION PROCESS IN DSM TEXTILES IN
KARUR
QUESTIONNAIRES
1. Name
2. Age
a) Below 25
b) 26-30
c) 31-35
d) 36-40
e) Above 40

3. Gender
a) Male
b) Female

4. Marital status
a) married
b) Unmarried

5. Educational qualification
a) SSLC
b) HSC
c) Diploma
d) Graduate
e) Post graduate

6. Monthly salary
 a) Below 5000
b) 5000-10000
c) 10000-15000
d) 15000-20000
e) Above 20000

7. What is your overall work experience

a) <1 year
b) >1 year to <3 year
c) >3 year to <5 year

8. Since how many years have you been working with this organization?
a) 0-2 Years
b) 2-5 Years
c) 5 to 10 Years
d) More than 10 Years

9. How do you get to know about an opening in Neo Air Filter Corporation?
a) Job Portal
b) Newspaper Ad
c) Internet Ad
d) Company website
e) Campus recruitment
f) Employee Referral
g) Word of Mouth
h) HR reached to you directly

10. Were you employed somewhere before you get selected for this organization
a) Yes
b) No
11. Has the HR clearly define the position objectives, requirements and candidate
specifications in the recruitment process?
a) Yes
b) No

12. Have you participated in any of the below interview process in New Air Filter
Corporation
a) Telephonic Enquiry
b) Written Examination
c) Video Conference Interview
d) Face to Face Personal Interview
e) Face to Face Technical Interview
f) Group Discussion
g) Physical Fitness / Medical Check up

13. What was the panel member count during the Face to Face Interview?
a) Less than 4
B) 5
C) More than 6

14. What was the duration of the Face to Face interview process?
a) Less than 10 min
b) >10 min and <30 min
c) More than 30 min

15. What was the approximate number of questions asked by the interviewer?
a) <5
b) >5 and <10
c) >10
16. How long the requirement process took for you to know that you are selected for the
position
a. one day
b. less than a week
c. less than a month
d. More than a month

17. Are you aware of the approximate compensation package prior to the interview process?
a) Yes. If yes what was the source of the information ____________
b) No

18. Did you get a chance to negotiate on the compensation package or compensation
structure?
a) Yes
b) No

19. Did the organization offer you a joining bonus to negotiate the notice period from your
previous organization?
a) Yes
b) No

20. After selection have you undergone a training program in this organization?
a) Yes
b) No

21. Is the person interviewed you was your reporting manager once you joined the
organization
a) Yes
b) No

22. Have you referred any of your friends for this organization before
 a) Yes
b) No
c) I am not aware of any openings in my organization

23. Which attracts you to join this organization?

a) Interview Process
b) Company Infrastructure / ambience
c) Compensation
d) Work Culture
e) Proximity
f) Job Satisfaction
g) If others, Please specify