CHAPTER-1

INTRODUCTION

INTRODUCTION

HUMAN RESOURCES MANAGEMENT

 INTRODUCTION:
Different terms are used to denote human resource management. They are:
Lobour management, labour administration, lobour-management relations, employee-
employer relations, industrial relations, personnel administration, personnel management,
human capital management, human asset management, human resource management and the.
Though these terms can be differentiated widely, the basic nature of distinction lies in the
scope or coverage and evolutionary stage. In simple sense, human resource management
means employing people, developing their resources, utilizing, maintaining and
compensating their services in tune with the job and organizational requirements.
 Personnel management as defined by institute of all personnel management in the
U.K. and subsequently adopted by Indian institute of personnel management is as follows:
“Personnel management is a responsibility of all those who manage people as
well as being a description of the work of those who are employed as specialists. It is that
part of management which is concerned with people at work their relationships within an
enterprise. It applies not only to industry and commerce but to all fields of employment.”
This definition can be summarized as follows:
I. Personnel management is a responsibility of all line managers in an organization, viz.,
general manager, production manager, marketing manager, finance manager, etc., and
it is a staff function, i.e., it is the function of personnel manager who is appointed as a
specialist. Thus, all managers in the organizations are vitally concerned with
personnel management as they must achieve organizational goals through other
people’s efforts.
II. Personnel management is a part of management. This part is concerned with the
people and their relationship within an organization.
III. This applies to all organizations in the universe, i.e., economic, social, political,
religious, etc.

Michael J. Jucius defined personnel management as “ the field of management which has to
do with planning, organizing, directing and controlling the functions of producing,
developing, maintaining and utilizing a lobour force, such that the-
 Objectives for which the company is establishes are attained economically and
effectively
 Objectives of all levels of personnel are served to the highest possible degree
 Objectives of society are duly considered and served.
According to Pulapa Subba Rao, Human Resource Management (HRM) is
managing (planning, organizing and controlling) the functions of employing, developing and
compensating human resources resulting in creating and developing human relations and
utilization of human resources with a view to contribute proportionately (due to them) to the
organizational, individual and social goals.
SUMMARY OF DEFINITIONS
The analysis of definitions on human resource management can be summarized as follows:
 HRM is concerned with employees both as individuals and as a group in attaining
goals. It is also concerned with behavior, emotional and social aspects of personnel.
 It is concerned with the development of human resources, i.e., knowledge, capability,
skill, potentialities and attaining and achieving employee goals, including job
satisfaction.
 HRM covers all levels (low, middle, and top) and categories (unskilled, skilled,
technical, professional, clerical and managerial) of employees. It covers both
organized and unorganized employees.
 It applies to the employees in all types of organizations in the world (industry, trade,
service, commerce, economic, social, religious, political and government
department). Thus, it is common in all types of organizations.
 Human resource management is a continuous and never ending process.
 It aims at attaining the goals of the organization, individual and society in an
integrated approach. Organization goals may include survival, growth and
development in addition to profitability, productivity, innovation, excellence, etc.
Individual employee-goals consists of job satisfaction, job security, high salary,
attractive fringe benefits, challenging work, pride, status, recognition, opportunity for
development, etc. Goals of the society include equal employment opportunity,
protecting the disadvantaged sections and physically handicapped, minimization of
inequalities in the distribution of income by minimizing wage differentials the society
in general by organizing developmental activities, etc.
 HRM is a responsibility of all lines managers and a function of staff managers in an
organization.
 It is concerned mostly with managing human resources at work.
 HRM is the central sub-system of an organization and it permeates all types of
functional management, viz., production management, marketing management and
financial management.
 Human resource management aims at securing unreserved co-operation from all
employees in order to attain predetermined goals.
 Human resources management (HRM) is an approach to the management of
people, based on four fundamental principles.
 First, human resources are the most important assets an organization has and their
effective management is the key to its success.
 Second, this success is most likely to be achieved if the personnel policies and
procedures of the enterprises are closely linked with, and make a major contribution to,
the achievement of corporate objectives and strategic plans.
 Third, the corporate culture and the values, organizational climate on the achievement
of excellence. This culture must therefore be managed which mean that continuous
effort, starting from the top, will be required to get them accepted and acted upon.
 Finally, HRM is concerned with integration of getting all the members of the
organization involved and working together with a sense of common purpose.
HRM is a strategic approach to the acquisition, motivation, development and
management of the organization’s human resources. It is a specialized field that attempts to
develop programmers, policies and activities to promote the satisfaction of both individual and
organizational needs, goals and objectives. It is devoted to shaping an appropriate corporate
culture, and introducing programmers, which reflect and support the core values of the enterprise
and ensure its success. The techniques for the application of HRM will include many familiar
functions of personnel managers, such as manpower planning, selection. Performance appraisal,
salary administration, training and management development system, involvement commitment
and productivity.
HRM essentially and incorporate those expectations which are not being fulfilled
through the traditional personnel management. It integrates in a meaningful way the various sub
systems like performance appraisal, organization development, rewards, employee welfare and
quality of work life, industrial relations, human resources information and so on.
HRM is a production model approach to personnel management. The HRM model is
characterized as being employee oriented with an emphasis on the maximization of individual
skills and motivation through consultation with the work force so as to produce high levels of
commitment to company strategic goals. It is resource that has to be used to its fullest capacity. It
is an asset that has to be invested in. Human resource available to management in an
organization is Only one part of resources, which must be co-ordinate; it is through the combined
efforts’ of the people that material efforts, organization cannot accomplish their objectives.
 SCOPE OF HUMAN RESOURCES MANAGEMENT:
People in any organization manifest themselves, not only through individual sections but
also through group interactions. When individuals come to work place, they come with not only
technical skills, knowledge, etc., but also with their personal feelings, perception, desires,
motives, attitude, values, etc. Therefore, employee management in an organization does not
mean management of only technical skills but also with their personal feelings, perception,
desires, motives, attitude, values, etc. therefore, employee management in an organization does
not mean management of only technical skills but also other factors of the human resources (soft
skills and behaviours).
The scope of human resources management is vast. All major activities in the working
life of the employee from the time of his entry into the organization until he leaves and retires
come under the purview of human resources management.
The most important activity under taken are:
 Planning, job design, job analysis, procurement, recruitment, selection, induction,
placement, training and development.
 Compensation, reward, benefits, retrial benefits, medical and health care.
 Motivation – Motivation aids, bonus, incentives, profit sharing non-monetary benefits are
esteem satisfaction, career development, growth, decision making, delegation of authority
and power, promotion etc.
 employee Relations-Grievance handling participation, collective bargaining and other
aspects of co-ordination relations conductive to mutual understanding and trust.
 NEED FOR HUMAN RESOURCESMANAGEMENT
Human Resources is demand necessary for all the organization for one or the other reason:
 To carry on its work, each organization needs personnel with the requisite qualification,
skills, knowledge, work experience and aptitudes for work they are provided through
effective man power planning.
  Since a large number of personnel have to be replaced to have grown old, or who retire,
die or become incapable because of physical or mental ailments, there is a constant need
for replacing such personnel otherwise, the work would suffer.
 Human Resources planning is essential because of frequent labor turnover which is
avoidable and even beneficial because it arises from factor which socially and
economically sound such as voluntary quits, discharges, marriages, promotion etc.,
 In order to meet the needs of expansion programmes which become necessary because of
increase in the demand for goods and service by a growing population a rising, standard
of living which calls for larger quantities of the some goods and services as also for new
goods.
 The nature of the present work in relation to its changing needs also necessitates the
recruitment of new labor.
 Man power planning is also needed in order to identify areas of surplus personnel and
areas in which there is a shortage of human resources.
 The objective of Human Resources Management is to maintain and improve the
organization ability to achieve its goals by developing strategies that will result in
optimum contribution of human resource.

OBJECTIVES OF HUMAN RESOURCES MANAGEMENT:

Objectives are pre-determined goals to which individual or group to which individual

or group activity in an organization is directed. Objectives of personnel management are
influenced by organizational objectives and individual and social goals. Institutions are
established to attain certain specific objectives. The objectives of the economic institutions are
mostly to earn profits, and of the educational institutions are mostly to impart education and
conduct research so on and so forth. However, the fundamental objective of any organizations is
growth and profits.
 Institutions procure and manage various including human to attain the specified
objectives. Thus, human resources are managed to divert and utilize their resources towards and
for the accomplishment of organizational objectives. Therefore, basically the objectives of
human resources management are drawn from and to contribute to the accomplishment of the
organizational objectives. The other objectives of HRM are to meet the needs, aspirations, values
and dignity of individual employees and having due concern for the socio-economic problems of
the community and the country.

Objectives are pre determined ends or goals at which individual or group activity
in an organization is aim. The objectives stand out as a guideline for organizational performance.
They help in setting the pace for action by participants.

 The objectives of Human Resources management are:

 To provide, create, utilize and motivate employees to accomplish organizational
goals.
 To secure integration of individuals and groups in securing organizational
effectiveness.
 To create opportunities, to provide facilities, necessary motivation to individuals
and groups for their growth with the growth of the organization by training and
development compensation.
 To provide attractive, equitable, incentive, reward, benefits, social security
measures, to ensure retention of competent employees.
 To maintain high morale, encourage value system and create environment of
trust, mutually of interests.
 To provide opportunities for communication expression, participation,
appreciation, recognition and provide fair efficient leadership.
 To ensure that, there is no threat of unemployment, inequalities, adopting a
policy recognizing merit and employee’s contribution and conditions for
stability of employment.
 To establish and maintain sound organizational structure and desirable working
relationships among all the members of the organization.
  To create facilities and opportunities for individual or group development so as
to match it with the growth of the organization.
 To identify and satisfy individual and group needs by providing adequate and
equitable wages incentives, employee benefits and social security and measures
for challenging work, prestige, recognition, security, status, etc.
 To strengthen and appreciate the human assets continuously by providing
training and developmental programmes.
 To provide an opportunity for expression and voice in management.
 To provide fair, acceptable and efficient leadership.
 To provide facilities and conditions of work and creation of favorable
atmosphere for maintaining stability of employment.
 HRM OBJECTIVES SUPPORTING FUNCTIONS:

In order to realize the objectives stated above HRM must perform certain
functions. The scope and objectives stated above are indicative of functions; a Manager in charge
of human resource department must perform. The below given objectives and the functions to be
performed to achieve those objectives are as stated:

 Social Objectives(Towards society)

a) Legal compliance
b) Benefits
c) Union Management relation

 Organizational Objectives
a) Human Resources Planning
b) Selection training and development
c) Employee Relation
d) Employee Evaluation Assessment, Appraisal
 Functional objectives
a) Appraisal
 b) Placement

Personal Objectives (Towards Employees)

a) Training and Development

b) Appraisal
c) Assessment/Placement
d) Compensation
 RESPONSIBILITIES OF HUMAN RESOURCE MANAGEMENT
It has been stated by Gainer in the following words:
1. To assist, council and pressurize the operating management to plan and establish
objective.
2. To collect and summaries data in total organizational terms and to ensure consistency
with long range objective and other element of the total business plan.
3. To monitor and measure performance against the standard and keep the top management
informed about it.
RECRUITMENT:
Recruitment is distinct from employment and selection:
Once the required number and kind of human resources are determined, the
management has to find the places where required human resources or will be available and also
find the means of attracting them towards the organization before selecting suitable candidates
for jobs. All this process is generally known as recruitment. Some people use the term
‘recruitment’ for employment. These two not one and the same. Recruitment is only one of the

steps in the entire employment process. Some others use the term recruitment for selection.
These two terms are not one and the same either. Technically speaking the function of
recruitment precedes the selection function and it includes only finding, developing the sources
of prospective employees and attracting them to apply for job in an organization, whereas the
selection is the process of finding out the most suitable candidate to the job out of the candidates
(i.e., recruited). Formal definition of recruitment would give a clear cut idea about the function
of recruitment.
DEFINITIONS:
 Recruitment is defined as, “a process to discover the sources of manpower to meet
the recruitments of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce.” Edwin
B. Flippo defined recruitment as “the process of searching for prospective employees and
stimulating them to apply for jobs in the organization.” Those definitions can be analysed by
discussing the processes of recruitment through systems approach.
OBJECTIVES OF RECRUITMENT
The objectives of recruitment are:
i. To attract people with multi-dimensional skills and experiences that suit the present and
future organizational strategies.
ii. To induct outsiders with a new perspective to lead the company.
iii. To infuse fresh blood at all levels of the organization .
iv. To develop an organizational culture that attracts competent people to the company.
v. To search or head hunt/head pouch people whose skills fit the company’s values.
vi. To devise methodologies for assessing psychological traits.
vii. To seek out non-conventional development grounds of talent.
viii. To search for talent globally and not just within the company.
ix. To design entry pay that competes on quality but not on quantum.
x. To anticipate and find people for position that do not exit yet.

PROCESS OF RECRUITMENT
Process of recruitment consists of three sub-system in recruitment viz., sources of recruitment,
techniques of recruitment to attract the candidates and stimulating the candidates and stimulating
the candidates to apply. Below chart presents the recruitment process:
 Job Analysis Surplus

Net Human
Human
Resource shortage
resource plan
Requirements

Job Vacancies-Number-Type

Recruitment plan
Searching Applicants screen Potential To
 Number Selection
Techniques Pool Hires
 Type n

Strategy
development Applicants Evolution
sources: where, population and control
how, when?

a. Finding out and developing the sources where the required number and kind of
employees are will be available.
b. Developing suitable techniques to attract the desirable candidates and employing the
techniques to attract candidates.
 c. Stimulation as many candidates as possible and asking them to apply for jobs irrespective
of number of candidates required. Management has to attract more candidates in order to
increase selection ratio (i.e., number of applications per one job vacancy) in order to
select the most suitable candidates out of the total candidates available and due to lower
yield ratio. Recruitment is positive as it aims at increasing the number of applicants and
selection is somewhat negative as it selects the suitable candidates in which process the
unsuitable candidates are automatically eliminated. Though, the function of recruitment
seems to be easy, a number of factors make performance of recruitment a complex one.
EVALUTION OF RECRUITMENT PROCESS
The recruitment process has the objective of searching for and obtaining applications from job-
seekers in sufficient numbers and quality. Keeping this objective in mind, the evaluation might
include.
1. Return rate of applications sent out.
2. Number of suitable candidates for selection.
3. Retention and performance of the candidates selected.
4. Cost of the recruitment process.
5. Time lapsed data.
6. Comments on image projected.
EVALUTION OF RECRUITMENT METHODS
The evaluation of recruitment methods might include:
1. Number of initial enquiries received which result in completed application forms.
2. Numbers of candidates at various stages of the recruitment and selection process,
especially those shortlisted.
3. Number of candidates recruited.
4. Number of candidates retained in the organization after six months.

FACTORS AFFECTING RECRUITMENT

Both internal and external factors affect recruitment. The external factors include supply
of and demand for human resources, employment opportunities and unemployment rate, lobour
market conditions, political, legal requirement and government policies, social factors,
information system, etc.
The internal factors include the company’s pay package including salary, fringe
benefits and incentives, quality of worklife, organizational culture, career planning and growth
opportunities, size of the company, company’s product/services, geographical spread of the
company’s operations viz., local, national or global, company’s growth rate of trade unions and
cost of recruitment.
COMPLEXITY OF THE FUNCTON OF RECRUITMENT
Performing the function of recruitment, i.e., increasing the selection ratio is not as
easy as it seems to be. This is because of the hurdles created by the internal factors and external
factors which influence on organization. The first activity of recruitment, i.e., searching for
prospective employees is affected by many factors like:
 Organizational policy regarding filling up of certain percentage of vacancies by
internal candidates;
 Local candidates (sons of soil);
 Influence of trade union;
 Government regulations regarding reservations of certain number of vacancies to
candidates based on community/region/caste/sex; and
 Influence of recommendations, nepotism, etc.
As such, the management is not free to find out or develop the source of
desirable candidates and alternatively it has to divert its energies for the sources within the limits
of those factors though it cannot find suitable candidates for the jobs. The other activity of
recruitment is consequently affected by the internal factors such as:
 Working conditions;
 Promotional opportunities;
 Salary levels, type and extent of benefits;
 Other personnel policies and practices;
 Image of the organization;
 Ability and skill of the management to stimulate the candidates.
It is also affected by external factors like:
 a. Personnel policies and practices of various organizations regarding working conditions,
salary, benefits, promotional opportunities, employee relations, etc.,
b. Career opportunities in other organizations; and
c. Government regulations. However, the degree of complexity of recruitment function can
be minimized by formulating sound policies.
SOURCES OF RECRUITMENT:-
The sources of recruitment can broadly be divided into tow categories, namely,
INTERNAL SOURCES:-
Promotion:- promotion of an employee always results in increase in responsibilities,
authority, salary and status of an employee concerned. It is generally a reward for outstanding
performance or because the organization desires to utilize an individual’s skills and abilities in a
better way.

Transfer :-Transfer of an employee from one position to another does not always result in any
change in the nature of his duties, responsibilities, authority, salary or status. However, it may
significantly affect the efficiency and morale of the employee, depending on the type of
environment where he has been transferred.
Employee referrals:- Employees working in an organization may also be the source of
recruitment. People who are known to and recommended by employees may be safely selected
for the job in the organization. An advantage of persons selected through this source is that they
will be loyal and dedicated to the organization. For any lapse or indiscipline on their part the
employees who recommended their names can be held responsible. But it may lead to favoritism,
nepotism and in breeding.
Job posting:- vacancies can be made open for all employees or selected section or department
of an enterprise by placing a notice on notice board giving information about the post vacant. All
those employees who feel themselves suitable and capable of meeting the post requirements can
apply for it.

EXTERNAL SOURCES:-
 An organization may tap any number of external sources to fill in its vacancies of personnel.
Important among these sources are as follows:
Advertising :- It is the widest spread source of external recruitment. It may be done by the
organization itself or through some agency. Newspaper, trade journals, radio, televisions etc are
good media to advertise for recruitment of skilled and professional workers. The media and the
contents of the advertisement should be selected keeping in view the persons to be reached and
the cost.While the details of vacancy for blue collared jobs (requiring manual skills) may be
listed on the notice board outside the factory gate or advertised in local newspapers and for
managerial and administrative personnel are advertised in national newspapers and periodicals.
Personnel consultants:- consulting firms act as middlemen between applicants and the
enterprise. They are specialized agencies which, after receiving requisitions from the client
companies, advertise the job description in leading national newspapers and periodicals without
disclosing the names of client companies. Applications received from the candidates are
duplicated and passed on to employees. Sometimes, such firms themselves screen, interview, and
select the candidates and, for a specialized period, also stand surely as regards their suitability for
the positions concerned.
Jobbers and Contractors:- It is quite common to engage jobbers and contractors to supply
workers for vacancies which are of a casual nature, or which may be filled at the factory gate
itself. In fact where the workers have to be hired at a short notice and without going through the
usual selection procedure, jobbers and contractors maintain close links with small towns and
villages which offer a
Ready and plentiful supply of unskilled workers. They also, sometimes at their own expense,
bring workers to the place of work.
Employment Exchanges:- They are set up by the Government to bring together people who
are in search of employment and the employers who are in the look-out for workers. They
register the names of the persons who require help in finding job. The employers intimate to
them the vacancies occurring in their organization. Employment exchanges are of great help in
recruiting persons for technical and clerical jobs.
Educational institutions:- Schools, colleges and universities also offer opportunities to
employers to recruit students freshly passing out of these institutions. Many of them run
employment bureaus to assist employers in their recruitment effort. However, they can only
provide young and inexperienced workers, for which reason they rank much lower in the
employer’s list of sources of recruitment.
Field trips:- The enterprise may send out teams of experts to different towns and cities (even
villages) where the kinds of personnel needed by it may be found. But in this case, it becomes
necessity to give wide publicity to the dates, venue and time when such teams would interview
candidates at different places.
Unsolicited applicants:- These are persons who either gather at the factory gate to serve as
casual workers or reach the employers by letter, telephone, or in person, with request for
appointment against a real presumed vacancy.
MODERN SOURCES AND TECHNIQUES OF RECRUITMENT
A number of modern recruitment sources and techniques are being used by the corporate sector
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.
i. Walk-In: The busy organizations and the rapid changing companies do not find time to
perform various functions of recruitment. Therefore, they advise the potential candidates
to attend for an interview directly and without a prior application on a specified date,
time and at specified place. The suitable candidates from among the interviews will be
selected for appointment after screening the candidates through tests and interviews.
ii. Consult-In: The busy and dynamic companies encourage the potential job seekers to
approach them personally and consult them regarding the jobs. The companies select the
suitable candidates from among such candidates through the selection process.
iii. Head-Hunting: The companies request the professional organizational to search for the
best candidates particularly for the senior executive positions. The professional
organizations search for the most suitable candidates and advise the company regarding
the filling up of the positions. Head-hunters are also called search consultants.
iv. Body Shopping: professional organizations and the hi-tech training institutes develop a
pool of human resources for the possible employment. The prospective employers
 contract these organizations to recruit the candidates. Otherwise, the organizations
themselves approach the prospective employees to place their human resources. These
professional and training institutions are called body shoppers and these activities are
known as body shopping. The body shopping is used mostly for computer professionals.
v. Business Alliances: business alliances like acquisitions, mergers, and take-overs help in
getting human resources. In addition, the companies do also have alliance in sharing their
human resources on ad-hoc basis.
It does mean that, the company with surplus human resources offers the
services of their employees to other needy organizations.
vi. E-Recruitment: The technological revolution in telecommunication helped the
organizations to used internet as a source of recruitment. Organizations advertise the job
vacancies through the world wide web (www) internet. The job seekers send their
applications through e-mail or internet. Alternatively, job seekers place their CVs in the
world wide web/internet, which can be drawn by the prospective employers depending
upon their requirements.
SELECTION:
Selection is defined as the mutual process whereby the organization decides whether or
not to make a job offer and the candidate decides whether or not to accept it.
After identifying the sources of manpower searching for prospective employees and
stimulating them to apply for jobs in an organization, the management has to perform the
function of selecting the right employees at right time. The obvious guiding policy in selection
in the intention to choose the best-qualified and suitable candidates for each unfilled spot and to
avoid commitments to those who will not work well.
NATURE OF SELECTION
Selection is the process of picking individuals (out of the pool of job applicants) with requisite
qualifications and competence to fill jobs in the organizations.
Although, some selection method can be used within an organizations for promotion
or transfer, this chapter focuses on selecting applicants from outside the organization.
 Recruitment and selection are the two crucial steps in the HR process and are often
used interchangeably. There is, however, a fine distinction between the two steps. While
recruitment refers to the process of identifying and encouraging prospective employees to apply
for jobs selection is concerned with picking the right candidates from a pool of applicants,
recruitment is said to be positive in its approach as it seeks to attract as many candidates as
possible. Selection on the other hand, is negative in its application in as much as it seeks to
eliminate as many unqualified applicants as possible in order to identify the right candidates. As
stated in the recruitment topic above the term recruitment is widely used to refer to the whole
process of employee hiring.
SELECTION AS A SOURCE OF COMPETATIVE ADVANTAGE
The role of selection in an organization’s is crucial for at least, two reasons.
First, work performance depends on individuals. The best way to improve performance is to hire
people who have the competence and the willingness to work. Arguing form the employee’s
viewpoint, poor are inappropriate choice can be demoralization to the individual concerned (who
finds himself or herself in the wrong job) and de-motivating to the rest of the work force
effective selections, therefore, assumes greater relevance.
Second, cost incurred in recruiting and hiring personnel speaks volume about
the role of selection. Here is one instance to prove how expensive recruitment has become pepsi
had gone on a crash recruitment drive. Six people from the company look over the entire oberoi
business center in Mumbai; 3000 applications in response to an advertisement issued earlier were
scanned; applicants were asked to respond by fax within 100 hrs; finally, the short listed persons
were flown and interviewed. Quite an expensive affair by any standard! In the US, it is much
more expensive. The cost of searching for and training a top level executive may run into $
250,000.
As was pointed out in the above recruitment topic consultants charge fees ranging
from 20 to 50 percent of the first year’s salary of an employee’s selected. Assuming a manager is
assured of a compensation of Rs. 2,00,000 in the retainers fee works out to be 40,000 to
1,00,000.
ORGANIZATION FOR SELECTION
Until recently, the basic hiring process was performed in a rather unplanned manner in many
firms. In some companies, each department screened and hired its own employees. Yees. Many
managers insisted upon selecting their own people because they were sure on one else choose
employees for them as efficiently as they themselves could. Not anymore. Selection is now
centralized and is handled by the human resource department. The arrangement is preferable
because of the following advantage:
1. It is easier for the applicant because they can send their applications to a single
centralized department/agency.
2. It facilities contact with applicants because issues pertaining to employment can be
cleared through one central location.
3. It helps operating managers to concentrate on their operating responsibilities. This is
especially helpful during peak hiring periods.
4. It can provide for better selection because hiring is done by specialist trained in staffing
techniques.
5. The applicants is better assured of consideration for a greater variety of jobs.
6. Hiring costs may be cut because duplication of effort is minimized.
7. With increased government regulations on the selection process, it is important that
people who know about these rules handle a major part of the selection process.
Ideally, a selection process involves mutual decision making. The company decides whether or
not to make a job offer and how attractive the offer should be. The candidate decides whether or
not the firm and the job offer fit his or her needs and goals. In reality, the selection process is
highly one- sided. When the job market is extremely tight, several candidates will be applying
for a position, and the firm will use a series of screening devices to hire the candidate it feels is
most suitable. When there is a shortage of qualified workers, or when the candidate is a highly
qualified executive or professional who is being sought after by several companies, the firm
will have to sweeten its offer and come to a quicker decision.
SELECTION PROCESS

External Environment

Internal Interview

Preliminary Interview

Selection Tests

Employment Interview
Rejected applicants

Reference and Background

Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation
 Selection is a long process, commencing from the preliminary interview of the applicants and
ending with the contract of employment. Above chart shows a generalized selection process. In
practice, the process differs among organizations and between two different jobs within the
same company. Selection procedure for senior managers will be long-drawn and rigorous, but it
is simple and short while hiring shop-floor workers.
Environmental Factors Affecting Selection
Selection is influenced by several factors. More prominent among them are supply and demand
of specific skills in the labour market, unemployment rate, labour-market conditions, legal and
political consideration, company’s image, company’s policy, HRP, and cost of hiring. The last
three constitute the internal environment and the remaining form the external environment of the
selection process.
Preliminary Interview
In the above recruitment topic, it was stated that the application received from job seekers would
be subject to scrutiny so as to eliminate unqualified applicants. This is usually followed by a
preliminary interview the purpose of which is more or less the same as scrutiny of applications of
unqualified applications. Scrutiny enables the HR specialists to eliminate unqualified job seekers
based on the information supplied in their application forms. Preliminary interview, on the other
hand, helps reject misfits for reasons, which did not appear in the application forms. Besides,
preliminary interview, often called ‘courtesy interview’, is a good public relation exercise.
Selection Tests
Job seekers who pass the screening and the preliminary interview are called for tests. Different
types of tests may be administered, depending on the job and the company. Generally, tests are
used to determine the applicant’s ability, aptitude and personality. Ability tests assist in
determining how well an individual can perform tasks related to the job. An excellent illustration
of this is the data entry test given to a prospective employee for a secretarial job. An aptitude test
helps determine a person’s potential to learn in a given area. An example of such a test is the
general management aptitude test (GMAT) which many business students take prior to gaining
admission to a graduate business school programme.
Personality tests are given to measure a prospective employee’s motivation to function
in a particular working environment.
There are various tests designed to assess a candidate’s personality. The Bernsenter personality
inventory, for example, measures one’s self-sufficiency, neurotic tendency, sociability,
introversion and extroversion, locus of control, and self-confidence. The Thematic Apperception
Test (TAT) assesses an individual’s achievement and motivational levels. Other personality tests,
such as the California psychological Inventory (CPI), the Thurstone Temperament Survey (TTS),
Minnesota Multiphasic Personality (MMP)
Employment Interview
The next step in the selection process is employment interview. As seen in the above chart an
interview is conducted at the beginning and at the end of the selection process. The emphasis
here is on the latter. Interview is a formal, in-depth conversation conducted to evaluate the
applicant’s acceptability. It is considered to be an excellent selection device. Its popularity stems
from its flexibility. Interview can be adapted to skilled, unskilled, managerial and professional
employees. It allows a two-way exchange of information, the interviewers learn about the
applicant, and the applicant, and the applicant learns about the employer.
Reference and Background Checks
Many employers request names, addresses, and telephone numbers or references for the purpose
of verifying information and, perhaps, gaining additional background information on an
applicant. Although listed on the application form, references are not usually checked until an
applicant has successfully reached the fourth stage of a sequential selection process. When the
labour market is very tight, firms sometimes hire applicants before checking references.
Selection Decision
After obtaining information through the preceding steps, selection decision-the most critical of
all the steps-must be made. The other stages in the selection process have been used to narrow
the number of candidates. The final decision has to be made from the pool of individuals who
pass the tests, interviews and reference checks.
Physical Examination
After the selection decision and before the job offer is made, the candidate is required to undergo
a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after
the physical examination. The results of the medical fitness test are recorded in a statement and
are preserved in the personnel records. There are several objectives behind a physical test.
Obviously, one reason for a physical test is to detect if the individual carries any infectious
diseases. Second, the test assists in determining whether an applicant is physically fit to perform
the work. Third, the physical examination information may be used to determine if these are
certain physical capabilities which differentiate successful and less successful employees.
Fourth, medical check-up protects applicants with health defects from undertaking work that
could be detrimental to themselves or might otherwise endanger the employer’s property, finally,
such an examination will protect the employer from workers compensation claims that are not
valid because the injuries or illnesses were present when the employee was hired.
Job Offer
The next step in the selection process is job offer to those applicants who have crossed all the
previous hurdles. Job offer is made through a letter of appointment. Such a letter generally
contains a date by which the appointee must report on duty. The appointee must be given
reasonable time for reporting. This is particularly necessary when he or she is already in
employment, in case the appointee is required to obtain a relieving certificate from the previous
employer. Again, a new job may require movement to another city which means considerable
preparation and movement of property.
Contracts of Employment
After the job offers have been made and the candidates accept the offers, certain documents need
to be executed by the employers and the candidates. One such document is the attestation form.
This form contains certain vital details about the candidate which are authenticated and attested
by him/her. Attestation form will be a valid record for future reference.
Evaluation of Selection Programme
The broad test of the effectiveness of the selection process is the quality of the personnel hires. A
firm must have competent and committed personnel. The selection process, if properly done, will
ensure availability of such employees. How to evaluate the effectiveness of a selection
programme? A periodic audit is the answer. Audit must be conducted by people who work
independent of the HR department.
Recruitment and Selection:
Recruitment and selection are two crucial steps in the human resources planning
and are often used interchangeably. There is however, a fine distinction between the two steps.
While recruitment refers to the process of identifying and encouraging prospective employees to
apply for the jobs, selection is concerned with picking the right candidates from a pool of
applicants.
Recruitment is set to be positive in its approach as it seeks to attract as many
candidates as possible. Selection, on the other hand, is negative in its application in as much as it
seeks to eliminate as many unqualified applicants as possible in order to identify the right
candidates for the right jobs.
Therefore, the aim of every human resource manager is to fulfill the needs of an
organization with producing highly motivated personnel’s.
Recruitment and Selection refers to the process of finding possible candidates for a job or
function, usually undertaken by recruiters. It also may be undertaken by an employment agency
or a member of staff at the business or organization looking for recruits. Advertizing is
commonly part of the recruiting process, and can occur through several means: through online,
newspapers, using newspaper dedicated to job advertisement through professional publication,
using advertisements placed in windows, through a job center, through campus graduate
recruitment programmes, etc.
Suitability for a job is typically assessed by looking for skills, e.g.
communication skills, typing skills, computer skills. Evidence for skills required for a job may
be provide in the form of qualifications (educational or professional), experience in a job
requiring the relevant skills or the testimony of references. Employment agencies may also give
computerized tests to assess an individual’s “off-hand” knowledge of software packages or
typing skills. At a more basic level written tests may be given to assess numeric and literacy
A candidate may also be assessed on the basis of an interview. Sometimes
candidates will be requested to provide a resume (also known as a CV) or to complete an
application form to provide this evidence. One of the main objectives of an organization is to
obtain the right number and kinds of people at the right places and at the right time, who
are capable of performing tasks that will help the organization in achieving its objectives.
Manpower planning is a strategy for :-
a) Procurement
b) Development;
c) Allocation
d) Utilization of man power resource of an organization.
 CHAPTER-2

RESEARCH DESIGN
 RESEARCH DESIGN

TITLE OF THE PROJECT

“A Study on Recruitment and Selection process in public sector industry”-

with special reference to BHEL.

INTRODUCTION

Recruitment and selection are two crucial steps in the human resources planning and are often
used interchangeably. There is however, a fine distinction between the two steps. While
recruitment refers to the process of identifying and encouraging prospective employees to apply
for the jobs, selection is concerned with picking the right candidates from a pool of applicants.
Recruitment is set to be positive in its approach as it seeks to attract as many candidates as
possible. Selection, on the other hand, is negative in its application in as much as it seeks to
eliminate as many unqualified applicants as possible in order to identify the right candidates for
the right jobs.
Therefore, the aim of every human resource manager is to fulfill the needs of an organization
with producing highly motivated employees.

Recruitment and Selection refers to the process of finding possible candidates for a job or
function, usually undertaken by recruiters. It also may be undertaken by an employment agency
or a member of staff at the business or organization looking for recruits. Advertizing is
commonly part of the recruiting process, and can occur through several means: through online,
newspapers, using newspaper dedicated to job advertisement through professional publication,
using advertisements placed in windows, through a job center, through campus graduate
recruitment programmes, etc.
STATEMENT OF THE PROBLEM
Employee recruitment and selection levels differs as per their expectations so in order to study
the organizational objectives are met, in addition the value added selection process been studied
in this research, Therefore this study is initiated.

OBJECTIVES OF THE STUDY

An analytical study of “RECRUITMENT AND SELECTION PROCESS”, has been conducted
in order to find out the attributes, perception and opinion of the employees at BHEL, regarding
the recruitment and selection sources of recruitment, interview, rounds of interview, types of
interview and tests etc.
Some of the general objectives of the study are as follows:
 To understand the framework of recruitment and selection process at BHEL.
 To study whether the recruitment process is hiring best professional or not. Personnel
strategy for the better operations of the organization with all around benefits. To know
the type of interviews they are conducting.
 To study and understand the various ways of recruitment and selection in BHEL
METHODOLOGY OF RESEARCH
Methodolgy of research used is survey method. This method was suitable for the study because
of the volumeness of data available and suits the title of the study.
Questionnaires were administered for the respondents, tabulated and analyzed.
SAMPLING DESIGN
Out of the total availability of the employees, a sample size based on randomness and
convenience is chosen. For this study a stratified random sampling is used for 50 respondents.
SOURCES OF DATA COLLECTION
Primary data were collected using the questionnaires, observations and panel discussions.
Secondary data were collected from various Books Journals, Articles, Magazines
and Websites.
Website: www.bhel.com
LIMITATIONS
The study was not out of certain limitations and the study was need based and suitable for
today’s context only and it was not standard one and certain important factors like time and
finance was also big constraint in doing the project.

PLAN OF ANALYSIS
The collected data were tabulated and correlated with the help of graphs, charts, diagrams.
Further statistical tools like mean, median, mode, chi square are used for the study.
CHAPTER SCHEMES

I INTRODUCTION

II RESEARCH DESIGN

III COMPANY PROFILE

IV ANALYSIS AND INTERPRETATION OF DATA

V SUMMARY OF FINDINGS, SUGGESTIONS &

CONCLUSION

BIBLIOGRAPHY &ANNEXURE
 COMPANY PROFILE

ABOUT B.H.E.L:
BHEL is one of the largest manufacturing enterprise in India in the
energy related/ infrastructure sector, today. BHEL was established more than 45 years ago,
ushering in the indigenous Heavy Electrical Equipment Industry in India-a dream that has been
more than realized with a well recognized track record of performance. The company has been
earning profits continuously since 1971-72 and paying dividends since 197-77.
The first plant set up in Bhopal in 1956. In Bangalore, BHEL has three divisions:
The Electronic Division, electro proclaim division and industrial system group. The three units
are in the business of power plant, solar photovoltaic system for terrestrial and space
applications, space-quality batteries, smart card based pre-paid energy meters, bulk material
handling, distribution business, water based management system products for steel and oil
sectors and new insulator.
BHEL shares the growing concern on related to environment an occupational
health and safety (OHS) and is committed to protecting environment in and to providing healthy
and safety environment to all employees. For fulfilling these obligations, a health, safety and
environmental policy has been formulated and implemented through management systems.
The recognition of its commitment to the quality system and procedures, the unit
is certified for ISO9001. EDN is the first electronic industry in Bangalore to get ISO14001
environment management system certification. BHEL has also joined united nations “GLOBAL
COMPACT” and has committed to support the set of core values enshrined in its nine principles
in the area of human rights, labor standards and environment.
BHEL has acquired certifications to quality management system (ISO9001).
Environment Management Systems (ISO14001) and Occupational Health and Safety
Management System (OHSAS 18001) and is also well on its journey towards total quality
management (TQM).
CERTIFICATION AND AWARDS:
 CII-EXIM award for business excellence 2006: commendation certification certified
received for “strong commitment to Excel” in journey towards business excellence in
November 2006.
 International safety award 2005 received for 4th consecutive year from British safety
council in January 2007.
 ISMS certificated received form STQC for “Establishing and Maintaining Information
Security Management System” as per BS 7799 part 2 : 2002 in may.
 Re-certification of ISO 9001-2000 received in April 2006.
 Re-certification of EMS as per ISO 14001-2004 received in June 2006.
 EDN has won three awards in 15th chapter convention on quality circles organized by
quality circle forum of India. Bangalore under par Excellence and Distinction category in
September 2006.
 BHEL-EDN got the first prize in the ‘Inter Unit Rajbhasha Spiel Yojana’ started three
years back by corporate office. EDN go this award three years by corporate continuous
third time.
 BHEL STRATEGY

VISION
A world-class Engineering Enterprise Committed to Enhancing Stakeholder value.

MISSION
To be an Indian Multinational Enterprise providing Total Business Solutions through Quality
Products, Systems and Services in the fields of Energy, Transportation, Industry, Infrastructure
and other potential areas.

VALUES:
Zeal to Excel and Zest for change
Integrity and Fairness in all Matters.
Respect for Dignity and Potential of Individuals.
Strict Adherence of Commitments
Ensure Speed of Response
Foster Learning, Creativity and Team-Work.
Loyalty and pride in the company.

CORE VALUES OF BHEL

BHEL has always sought to be value driven organization. These values continue to direct the
group’s growth and business. The core BHEL values underpinning the way they do business are:

 Integrity
 Understanding
 Excellence
 Unity
 Responsibility
 Code of conduct
BHEL QUALITY POLICY
BHEL pursues continual improvement in the quality of its products, services and performance
leading to total customer satisfaction and business growth through dedication, commitment and
teamwork of all employees.

BHEL CORPORATE OBJECTIVES

 Competitive edge of product/service by building and improving key process.
 Delivery and response.
 Quality of supplies by improving supplier performance.
 Capability of human resources by updating skill and competence.
 Value of stakeholder.

HR TEAM:
PCS also had on excellent HR and Development team of 50+ man power strength across
the world.

ABOUT HR TEAM:
Well trained staff of four professionals, and 2 of business unit HR professionals, and another
two for training and HR operations.
 ORGANIZATION CHART OF BHEL

Grade structure
The grade structure is subject to change depending on the changes in the policy

Grade Technical Group Support Group

A Trainee Trainee/Management
trainee

B Engineer/Developer/Designer/Analyst/Writer/Editors.. Executive/System
Admin/Associate

C Sr. Engineer Developer/Designer/Analyst/Writer/Editors. Sr. Executive/System

Admin/Associate

D Team Leader _
E Asst. Manager Asst. Manager

F Technical Manager/Technical Architect Manager/Branch

Manager/Regional
Manager

G Sr. Technical Manager/Chief Architect Sr. Manager/National

Sales Manager

H Vice President Operations _

I Managing Director _

Support: Accounts, HR, System, Quality, Tech Support, Marketing

EXPERIENCE LEVEL:

A 0-1

B >1-3

C >3-5

D >5-7

E >7-10
F
>10 yrs, based on the expertise and managerial
G Capabilities, technical competencies..

SWOT ANALYSIS

Strengths
 BHEL brand equity in India.
 BHEL is India’s leading manufacturer of power equipment.
 BHEL has a good product mix.
 Good order booking for its products and services.
 Effective human resource management.
 It has good infrastructure and organization culture.
 It has skilled, qualified and committed human resources.
 It has goodwill and brand image across India.
  Its 80% market shares are in power sector.
 BHEL is one among NAVARATNA companies.
 It has high motivated work force.
 Good work culture, job security and high level employee satisfaction.

Weakness:

 BHEL policies are age old and it is static organization with no much dynamism.
 Unbalanced distribution of workload.
 Too many procedures and systems leading to delay.
 Poor accountability on people contribution and performance.
 Average of employees in BHEL is 47 years.

Opportunities:

 BHEL has got a role for the ever-increasing need of power.

 Support by government and government owned corporation.
 High scope for additional capital investment and further expansion, due-to high profits
backing.
 Widespread network across the country and around the world.
 Emerging market in Asia.
 Customer preference for Quality and precuts with latest technologies.
 Can be an Indian Multinational Engineering Enterprise.

Threats:
  Fast changing market condition.
 High competition by cash-rich MNC’s

PRODUCT PANORAMA:

COMPREHENSIVE PRODUCT PROFILE OF ELECTRONICS DIVISION

AUTOMATION AND POWER ELECTRONIC SYSTEMS

 Unified automation for power plants including sub-critical and super-critical thermal
utilities and industrial CPP [Distributed Control Systems (DCS) for Steam Turbines,
Steam Generators, BFP Drive Turbines, Gas Booster Compressors and Balance of Plant
Systems]
 Gas Turbines Control Systems
 Hydro Power Plant Control Systems
 Excitation Systems
 Industrial Automation
 Sub-station Automation System (SAS) and Supervisory Control and Data Acquisition
Systems (SCADA)
 Traction Drive System for Locomotives
 Traction Drive Systems for Electrical Multiple Units (EMUs)
 AC Drive Systems
 Static Starters
 Induction Heating System
 High Voltage Direct Current (HVDC) Systems
 Flexible AC Transmission Systems (FACTS)
 Custom Power Controllers
 Static VAR Compensation (SVC) Systems
 Controlled Shunt Reactor (CSR)

SEMICONDUCTORS AND PHOTOVOLTAIC SYSTEMS

 Power Semiconductor Devices

  Solar Photovoltaic Cells (Mono/Multi)
 Photovoltaic Modules
 PV Systems: Grid Interactive, Hybrid and stand-alone PV Power Plants
 Space Grade Solar Panels
 Space Quality Batteries

DEFENCE ELCTRONICS

 Simfire Tactical Gunnery Simulator

 Integrated Platform Management System (IPMS) and integrated Bridge System (IBS) for
Ships Machinery Control Room (MCR) Simulator for Ships
 Training Simulators for vehicles, platforms, radars, weapons, missiles and CBT for all
defence and para-military forces.
 Radar and Associated Systems

SOFTWARE SYSTEM SOLUTIONS

 Performance Analysis, Diagnostics and Optimization (PADO) for Thermal utilities

 Performance Calculation and Optimization
 OPC connectivity form DCS to third party systems
 Enterprise Asset Management System (EAMS)

SERVICES OFFERED

 Erection and Commissioning by highly experienced team of Engineers

 Efficient Service-After-Sales
 Assured Supply of Spares
 Total Solutions for Renovation and modernization requirements
 Concept to Commissioning solutions for large size Solar Power Plants
CHAPTER-3
 Analysis and tabulation

Table.no.1.knowledge about the vacancies found in BHEL.

 Response No. of respondent Percentage%

 Advertisement 31 54%

 Campus interview 9 22%

 Employment exchange 7 17%

 Others 3 07%

 Total 50 100%

Analysis:

Out of 50 employees 31 have been opted for advertisement,9employees have been opted for
campus interview,7 employees have been opted for employment exchange and 3 employees have
been opted for other.

Chart: 1. Knowledge about the vacancies.

 Others
07%

Employment exchange
17%

Campus interview Advertisement

22% 54%

Inference:
From the above basis of selection that majority of the respondent found the vacancies from
advertisement.

Table .no.2. Response towards recruitment policy.

 Response No. of respondents Percentage

 Excellent 36 66%

 Good 11 27%

 Satisfactory 02 05%

 Poor 01 02%

 Total 50 100%

Analysis:
Out of 50 employees 36 have been opted for excellent, 11 employees have been opted for good,
2 employees have been opted for satisfactory and 1 response towards poor.

Chart: 2. Response towards recruitment policy.

 Poor
02%

Satisfactory
05%

Excellent
66%
Good
27%

Inference:
From the above basis of selection the recruitment policy in BHEL is excellent.

Table.no.3. Improvement in the recruitment policy in the recent years.

 Response No. of respondents Percentage

 Yes 49 98%

 No 1 02%

 Total 50 100%

Analysis:
Out of 50 employees 49 have been opted for yes and 1 response towards no.

Chart: 3. Improvement in the recruitment policy in the recent years.

 No 2

Yes 48

0 10 20 30 40 50 60
No.of respondent

Inference:
From the above basis of selection the recruitment policy has improved in recent years.

Table.no.4. Identifies the requirement of man power well in advance.

 Response No. of respondents Percentage

 Yes 47 93%

 No 03 07%

 Total 50 100%

Analysis:
Out of 50 employees 47 have been opted for yes and 3 employees have been opted for no.

Chart: 4. Identifies the requirement of man power well in advance.

 50

45

40

35

30

25
47

20

15

10

3
0
Yes No

Response

Inference:
From the above bases of selection the requirements of man power is recognized in advance.

Table.no.5. Existence of induction and training program in the company.

 Response No. of respondents Percentage

 Yes 49 98%

 No 1 02%

 Total 50 100%

Analysis:
Out of 50 employees 49 have been opted for yes.1 response towards no.

Chart : 5. Existence of induction and training program in the company.

 No
2%

Yes
98%

Inference:
From the above table bases of selection there id induction and training program at BHEL.

Table.no.6. On what basis selection should be based.

 Attributes No. of respondent Percentage

 Intelligent 33 61%

 Qualification 12 31%

 Experience 00 00%

 Training 02 05%

 Others 01 03%

 Total 50 100%

Analysis:
Out of 50 employees 33 have been opted for Intelligence, 12 employees have been opted for
Qualification, 0 employees have been opted for Experience, and 2 employees have been opted
for training and 1 response towards others.

Chart : 6. On what basis selection should be based.

 0% 3%
5%

Intelligent

31% Qualification
Experience
Training
Others
61%

Inference:
Most of the selection is based on the mental capabilities (intelligence) of the respondents and
qualification is also equally important according to the observation.
Tables.no.7. Does the selection process helps the organization to get the right man for right
job.

Response No. of respondent Percentage

 Yes 49 98%

 No 1 2%

 Total 50 100%

Analysis:

Out of 50 employees 49 have been opted for yes and 1 response towards no.
Chart: 7. Does the selection process helps the organization to get the right man

for right job.

No
Response

Yes

0 10 20 30 40 50 60
No. of respondents

Inference:
Majority of the employees have endorsed the effectiveness of the selection process of right
personnel.
Table. no: 8. The selection process ensure that only competent people are recruited.

Response No. of respondents Percentage

 Strongly agree 34 61%

 Agree 15 37%

 Neither agree 0 00%

 Neither disagree 0 00%

 Strongly disagree 0 00%

 Disagree 1 02%

 Total 50 100%

Analysis:
Out of 50 employees 34 have been strongly agree, 15 employees have agreed, 0 employees have
neither agreed, 0 employees have neither disagrees, 0 employees have strongly disagrees and 1
response towards disagree.
Chart : 8. The selection process ensure that only competent people are recruited.

40

35

30

25
No. of respondents

20

15

10

0
Strongly agree Agree Neither agree neither disagree Strongly Disagree
disagree
Attributes

Inference:
Based on the previous observation (refer table 7) most of the respondents feel that only
competent persons are recruited.
Table. no: 9. Do you feel group discussion should be conducted to select right employee.

Response No. of respondent Percentage

 Yes 47 93%

 No 3 07%

 Total 50 100%

Analysis:
Out of 50 employees 47 have been opted for yes. 3 employees have been opted for no.
Chart : 9. Do you feel group discussion should be conducted to select right employee.

50

45

40

35
no. of respondents

30

25

20

15

10

0
Yes No
response

Inference:
From the above table it confirms that group discussion should be conducted to select right
employee.
Table. no: 10. Effectiveness of interviews.

Response No. of respondents Percentage

 Effective 49 98%

 Non-effective 1 02%

 Total 50 100%

Analysis:
Out of 50 employees 49 have been opted for yes and 1 employee has been opted for no.
Chart: 10. Effectiveness of interviews.

60

50

40
no.of respondents

30

20

10

0
Yes No
response

Inference:
From the above basis of selection effectiveness of interviews do help in knowing a person better.
Table. no: 11. Do officials from different functions and different levels of organization
conduct interview?

Response No. of respondents Percentage

 Yes 48 95%

 No 2 05%

 Total 50 100%

Analysis:
Out of 50 employees 48 have been opted for yes, and 2 employees have been opted for no.
Chart: 11. Do officials from different functions and different levels of

organization conduct interview?

50

45

40

35

30

25

20
15
10
5
0

Yes
No

Inference:
From the above basis of selection the officials from different levels of organization do conduct
interview to assess the overall competence of the respondent.
Table. no: 12. What form of interview do you prefer?

Response No. of respondents Percentage

 Personal interview 49 98%

 Telephonic interview 0 00%

 Video conferencing 0 00%

 All the above 1 02%

 Total 50 100%

Analysis:
Out of 50 employees 49 employees have been opted for personal interview, 0 have been opted
for telephonic interview, 0 have been opted for video conferencing, and 1response towards all
the above.
Chart: 12. What form of interview do you prefer?

60

50

40
no. of respondents

30

20

10

0
Personal interview Telephonic Video conferencing All the three
interview
response

Inference:
From the above basis personal interview do help in knowing a person better in which employees
are more satisfied than other types of interview.
Table. no: 13. How do you rate the recruitment procedure?

Response No. of respondents Percentage

 Short process 47 93%

 Long process 0 00%

 Can’t say 3 07%

 Total 50 100%

Analysis:
Out of 50 employees 47 employees have been opted for short process, 0 have been opted for long
process, 3 employees have been opted for can’t say.
Chart: 13. How do you rate the recruitment procedure?

50

45

40

35

30
no. of respondents

25

20

15

10

0
Short process Long process Can't say
response

Inference:
From the above basis interview process followed in BHEL is short process which is helpful for
the applicants.
Table. no: 14. Does recruitment contribute to the goals of the organization.

Response No. of respondents Percentage

 Yes 48 95%

 No 2 5%

 Total 50 100%

Analysis:
Out of 50 employees 48 have been opted for yes, 2 employees have been opted for no.
Chart: 14. Does recruitment contribute to the goals of the organization.

Sales

No
5%

Yes
95%

Inference:
From the above table it confirms that the recruitments contribute to the goals of the
organization.
Table. no: 15. Which source of recruitment do you prefer?

Response No. of respondents Percentage

 Internal 37 68%

 External 11 27%

 Both 2 05%

 Total 50 100%

Analysis:
Out of 50 employees 37 have been opted for internal source of recruitment, 11 have been opted
for external source of recruitment and 2 employees opted for both.
Chart: 15. Source of recruitment preferred.

Sales

Both
5%

External
27%

Internal
68%

Inference:
From the above table it confirms that the recruitments for internal candidates can be done.
Table. no: 16. Are you satisfied with the interview process.

Response No. of respondents Percentage

 Yes 48 95%

 No 2 2%

 Total 50 100%

Analysis:
Out of 50 employees 48 have been opted for yes, 2 employees have been opted for no.
Chart: 16. Are you satisfied with the interview process.

No
5%

Yes
95%

Inference:
From the above table it confirms that the interview process of the company is satisfied.
Table. no: 17. Physiological atmosphere during interview was

Response No. of respondents Percentage

 Pleasant 47 93%

 Tense 0 0%

 Can’t say 3 07%

 Total 50 100%

Analysis:
Out of 50 employees 47 employees have been opted for short process, 0 have been opted for long
process, 3 employees have been opted for can’t say.
Chart: 17. Physiological atmosphere during interview was

50

45

40

35

30
no. of respondents

25

20

15

10

0
Pleasant Tense Can't say
response

Inference:
From the above basis physiological atmosphere during interview is pleasant.
Table. no:18. How many rounds of interview are conducted

Response No. of respondents Percentage

 1-2 50 100%

 2-3 0 00%

 More than 3 round 0 00%

 Total 50 100%

Analysis:
Out of 50 employees 50 employees have been opted for 1-2 rounds of interview, 0 have been
opted for 2-3 rounds of interview,0 have been opted for more than 3 rounds.
Chart:18. How many rounds of interview are conducted

60

50

40
no. of response

30

20

10

0
1-2 rounds 2-3 rounds more than 3 rounds
response

Inference:
From the above table it confirms that the rounds of interview conducted in the company is 1-2
rounds of interview which is comfortable for the applicants.
Table. no: 19. What is main thing that retains you in the company?

Response No. of respondents Percentage

 Future prospects 33 61%

 Job security 12 31%

 Welfare entities 00 00%

 Image of company 02 05%

 Pay scale 01 03%

 Total 50 100%

Analysis:
Out of 50 employees 33 have been opted for Future prospects, 12 employees have been opted
for Job security, 0 employees have been opted for Welfare entities, 2 employees have been opted
for Image of company and 1 response towards Pay scale.
Chart: 19. What is main thing that retains you in the company?

35

30

25
no. of respondents

20

15

10

0
Future prospects Job security Welfare entities Image of company Pay scale
response

Inference:
Most of the employees retains in the company due to the future prospects according to the above
table.
Table. no: 20. How do you the HR practices of the company?

Response No. of respondents Percentage

 Very good 25 50%

 Good 25 50%

 Average 00 00%

 Bad 00 00%

 Total 50 100%

Analysis:
Out of 50 employees 25 have been opted for very good, 25 employees have been opted for good,
0 employees have been opted for average, and 0 response towards Bad.
Chart: 20. How do you rate the HR practices of the company?

25

20
no. of respondents

15

10

Very good
Good
Average
Bad

response

Inference:
On the basis of above table HR practices of the company is fair enough.
 CHAPTER-5

SUMMARY OF FINDINGS AND RECOMMENDATONS

SUMMARY OF FINDINGS:
 From the above basis of selection that majority of the respondent found the vacancies
from advertisement.
 From the above basis of selection the recruitment policy in BHEL is excellent.
 From the above basis of selection the recruitment policy has improved in recent years.
 From the above basis of selection the recruitment of man power is recognized in advance.
 From the above table basis of selection there is induction and training program at BHEL.
 Most of the selection is based on the mental capabilities(intelligence) of the respondents
and qualification is also equally important according to the observation.
 Majority of the employees have endorsed the effectiveness of the selection process of
right personnel.
 Based on the previous observation (refer table 7) most of the respondents feel that only
competent persons are recruited.
 From the above table it confirms that group discussion should be conducted to select right
employee.
 From the above basis of selection effectiveness of interviews do help in knowing a person
better.
 From the above basis of selection the officials from different levels of organization do
conduct interview to assess the overall competence of the respondent.
 From the basis of selection, like in all government organization most of all the interviews
are planned.
 From the above analysis it can be observed that there is existence of induction program in
the organization.
 From the above table it confirms that the recruitments contribute to the goals of the
organization.
 The necessary tendencies have no effect on the recruitment in the company.

 From the above table it confirms that the recruitments for internal candidates can be
done.
  Majority of the respondents believe that recruitment helps one to know the organization
better.

RECOMMENDATIONS:

 The recruitment and selection should be categorized based on the company needs and
nature of work.
 The employees should be informed about the recruitment and selection activity well in
advance by the human resource department.
 The introduction of new recruitment policy should be easily applicable to all the
employees in the organizations.
 Requirement of manpower should be recognized by the human resource department well
in advance.
 The human resource department in the organization should refers to the process of
identifying and encouraging prospective employees to apply for the jobs, selection is
concerned with picking the right candidates from a pool of applicants.
 The induction program should be in way that will improve the status o employee’s in the
organization.
 Internal recruitment should be largely favored by the recruitment and selection
department in a organization.
 Recruitment should be mainly based on the intelligence of the employee’s.
 Recruitments should be such a way that it contribute to the goals of the organization.
 The organization should conduct only planned recruitment, which help to pick the right
people for right job.
 Group discussion should be involved in the recruitment and selection process, which help
in enhancing quality employee’s for the organization.
CONCLUSION:

 BHEL is one of the largest manufacturing enterprise in India in the energy related/
infrastructure sector, today. BHEL was established more than 45 years ago, ushering in
the indigenous Heavy Electrical Equipment Industry in India-a dream that has been more
than realized with a well-recognized track record of performance. The company has been
earning profits continuously since 1971-72 and paying dividends since 1976-77.
 The BHEL-EDN (electronic division unit at Bangalore Mysore road branch is very active
unit. The company organizes planned recruitment and selection of employee’s for the
organization is fulfill with all needs of a interview which indeed helps to get the best
suitable candidate for right job.
 The human resource development program of BHEL-END has done a remark job in
recruitment and selection of employees through various planned methods which saw an
active response in getting the best candidates among the presented crowd who appeared
for the interview in the organization.
ANNEXURES
QUESTIONNAIRE:

Name of the respondent :-

Age :-

Qualification :-

Designation :-

Department :-
1. How did you came to know about the vacancies in the BHEL?
 Advertisement
 Campus interview
 Employment exchange
 Others
2. What is your opinion of the recruitment policy?
 Excellent
 Good
 Satisfactory
 Poor

3. Do you find any improvements in the recruitment policy in the recent years?
 Yes
 No
4. Are the identification of the requirement of man power is well in advance?
 Yes
 No

5. Are the induction training program given in the company?

 Yes
 No

6. According to you on what basis selection should be based?

  Intelligence
 Qualification
 Experience
 Training
 Other

7. Does the selection process helps the organization to get the right man for right job?
 Yes
 No
8. Does the selection process ensure that only competent people are recruited?
 Strongly agree
 Agree
 Neither agree
 Neither disagree
 Strongly disagree
 Disagree
9. Do you feel group discussion should be conducted to select right employee?
 Yes
 No

10. What do you feel about interview process?

 Effective
 Non-effective
11. Do officials from different functions and different levels of organization conduct
interview?
 Yes
 No

12. What form of interview do you prefer?

 Personal interview
 Telephonic interview
 Video conferencing
 All the above

13. How do you rate the recruitment procedure?

 Short process
 Long process
 Can’t say

14. Does recruitment contribute to the goals of the organization?

 Yes
 No

15. Which source of recruitment do you prefer?

 Internal
 External
 Both
16. Are you satisfied with the interview process
 Yes
 No
17. Physiological atmosphere during interview was
 Pleasant
 Tense
 Can’t say
18. How many rounds of interview are conducted
 1-2
 2-3
 More than 3 rounds

19. What is main thing that retains you in the company?(If any two then tick those two)
 Future prospects
 Job security
 Welfare entities
 Image of company
 Pay scale

20. How do you rate the HR practices of the company?

 Very good
 Good
 Average
 Bad
BIBLIOGRAPHY
BOOKS REFERRED:

 Aswathappa, Human Resource Management, Mc Graw Hill, Himalaya Publishing House

Sixth edition (2007)
 P Subba Rao, Essentials of Human Resource Management & Industrial Relations,
Himalaya Publishing House, Third edition (2010)
 P Subba Rao, Personnel and Human Resource Management, Himalaya Publishing
House, Second edition (2010)

JOURNALS REFERRED:
 Social Media & manual and catlogs of BHEL

WEBSITES:
 www.google.com
 www.bhel.com
 www.bheledn.com