Professional Documents
Culture Documents
1 INTRODUCTION
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1.2 SIGNIFICANCE OF STUDY
● To find the reasons for accepting the offer in the respective selected
organisation.
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1.4 OBJECTIVES OF THE STUDY
a. Primary Objectives:
b. Secondary Objectives:
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1.5 RESEARCH METHODOLOGY
a) Research Design
b) Sample Design
c) Sample Size
d) Sources of Data
The data has been collected from both primary and secondary
sources.
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Primary Data
Secondary Data
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●The quality of information highly depends on the response of the
respondents.
●Period of the study is too short.
●The sampling size is limited to 30.
1. Introduction
2. Review of literature
3. Theoretical framework
6. Bibliography
7. Appendix
LITERATURE REVIEW
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Work by Korsten (2003) & Jones et al. (2006):
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efficient talent management was by adopting fully- executable
recruitment techniques.
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THEORITICAL FRAMEWORK
1. Organizational Objectives:
HRM is a means to achieve efficiency and effectiveness. It
serves other functional areas, so as to help them to attain efficiency in
their operations and attainment of goals to attain efficiency. Acquiring
right man for the right job at right time in right quantity, developing
through right kind of training, utilizing the selected workforce, and
maintaining the workforces are the organizational objectives of HRM.
Succession planning is an important issue to be taken up as a
contemporary organizational objective.
2. Functional Objectives:
HRM performs so many functions for other departments.
However, it must see that the facilitation should not cost more than the
benefit rendered.
3. Personal Objectives:
In today’s world there is shortage of requisite talent. Employees
are encouraged by competitive firms to change the jobs. HRM has the
responsibility to acquire, develop, utilize, and maintain employees. This
would be possible only when the HRM helps employees to achieve their
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personal goals to get their commitment. Creating work-life balance for
the employees is a personal objective.
4. Societal Objectives:
HRM must see that the legal, ethical, and social environmental
issues are properly attended to. Equal opportunity and equal pay for equal
work are the legal issues not to be violated. To take care of farmers
(whose land has been acquired for the factory) and tribal’s (who are
displaced by industries and mining companies) are the ethical issues.
Managerial Functions
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2. Organizing: The next major managerial function is to develop and
design the structure of the organization. It fundamentally includes the
following:
a. Employees are grouped into positions or activities they will be
performing.
b. Allocate different functions to different persons.
c. Delegate authority as per the tasks and responsibilities that are
assigned.
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Operative Functions
RECRUITMENT
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human resources are/will be available and also work out strategies for
attracting them towards the organization before selecting suitable
candidates for jobs. This process is generally known as recruitment. Some
people use the term ‘recruitment’ for employment. These two are 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 different. 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 jobs in an organization, whereas the selection is the process of
finding out the most suitable candidate to the job out of the candidates
attracted(i.e., recruited).
Definition:
According to Edwin B. Flippo, “It is a process of searching for
prospective employees and stimulating and encouraging them to apply for
jobs in an organisation.” He further elaborates it, terming it both negative
and positive.
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already on the pay-roll. Internal sources include promotion, transfer and
in certain cases demotion. When a higher post is given to a deserving
employee, it motivates all other employees of the organisation to work
hard. The employees can be informed of such a vacancy by internal
advertisement.
1. Transfers:
Transfer involves shifting of persons from present jobs to other
similar jobs. These do not involve any change in rank, responsibility or
prestige. The numbers of persons do not increase with transfers.
2. Promotions:
Promotions refer to shifting of persons to positions carrying
better prestige, higher responsibilities and more pay. The higher positions
falling vacant may be filled up from within the organisation. A promotion
does not increase the number of persons in the organisation. A person
going to get a higher position will vacate his present position. Promotion
will motivate
employees to improve their performance so that they can also get
promotion.
3. Present Employees:
The present employees of a concern are informed about likely
vacant positions. The employees recommend their relations or persons
intimately known to them. Management is relieved of looking out
prospective candidates. The persons recommended by the employees may
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be generally suitable for the jobs because they know the requirements of
various positions. The existing employees take full responsibility of those
recommended by them and also ensure of their proper behaviour and
performance.
1. Advertisement:
It is a method of recruitment frequently used for skilled
workers, clerical and higher staff. Advertisement can be given in
newspapers and professional journals. These advertisements attract
applicants in large number of highly variable quality. Preparing good
advertisement is a specialized task. If a company wants to conceal its
name, a ‘blind advertisement’ may be given asking the applicants to
apply to Post Bag or Box Number or to some advertising agency.
2. Employment Exchanges:
Employment exchanges in India are run by the Government. For
unskilled, semi-skilled, skilled, clerical posts etc., it is often used as a
source of recruitment. In certain cases it has been made obligatory for the
business concerns to notify their vacancies to the employment exchange.
In past, employers used to turn to these agencies only as a last resort. The
job-seekers and job-givers are brought into contact by the employment
exchanges.
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become a common practice. A close liaison between the company and
educational institutions helps in getting suitable candidates. The students
are spotted during the course of their studies. Junior level executives or
managerial trainees may be recruited in this way.
5. Factory Gates:
Certain workers present themselves at the factory gate every
day for employment. This method of recruitment is very popular in India
for unskilled or semi-skilled labour. The desirable candidates are selected
by the first line supervisors. The major disadvantage of this system is that
the person selected may not be suitable for the vacancy.
6. Casual Callers:
Those personnel who casually come to the company for
employment may also be considered for the vacant post. It is most
economical method of recruitment. In the advanced countries, this
method of recruitment is very popular.
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A file of past applicants who were not selected earlier may be
maintained. In order to keep the file alive, applications in the files must
be checked at periodical intervals.
8. Labour Unions:
In certain occupations like construction, hotels, maritime
industry etc., (i.e., industries where there is instability of employment) all
recruits usually come from unions. It is advantageous from the
management point of view because it saves expenses of recruitment.
However, in other industries, unions may be asked to recommend
candidates either as a goodwill gesture or as a courtesy towards the union.
9. Labour Contractors:
This method of recruitment is still prevalent in India for hiring
unskilled and semi-skilled workers in brick klin industry. The contractors
keep themselves in touch with the labour and bring the workers at the
place where they are required. They get commission for the number of
persons supplied by them.
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institutions, though apparently these lectures do not pertain to recruitment
directly. Then there are video films which are sent to various concerns
and institutions so as to show the history and development of the
company. These films present the story of company to various audiences,
thus creating interest in them. Various firms organize trade shows which
attract many prospective employees. Many a time advertisements may be
made for a special class of work force (say married ladies) who worked
prior to their marriage. These ladies can also prove to be very good
source of work force. Similarly there is the labour market consisting of
physically handicapped. Visits to other companies also help in finding
new sources of recruitment.
SELECTION:
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organisation needs to have members who are both skilled and motivated
to perform their roles. Either such members can be identified by careful
selection or attempts can be made to develop them after hire by extensive
training. Thus cursory selection may greatly increase training and
monitoring costs, whereas spending more on the selection process will
reduce these post-hire expenses.
SELECTION PROCEDURE
(i) Job Analysis, (ii) Recruitment. (iii) Application Form, (iv) Written
Examination, (v) Preliminary Interview (iv) Business Games (vii) Tests.
(viii) Final Interview. (ix) Medical Examination (x) Reference Checks.
(xi) Line Manager’s Decision. (xii) Job offer (xiii) Employment.
Job Analysis:
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specification and employee specifications before proceeding to the next
stop of selection.
Recruitment:
Application Form:
Written Examination:
Preliminary Interview:
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Business Games:
Group Discussion:
Test:
Types of Test
Tests are classified into six types. They are Aptitude tests,
Achievement tests, Situational tests, Interest tests, Personality tests and
Multidimensional testing.
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such, emotional quotient (EQ) is used as important criteria in the
employee selection process.
Interest tests: These tests are inventories of the likes and dislikes of
candidates in relation to work, job, occupations, hobbies and recreational
activities. The purpose of this test is to find out whether a candidate is
interested or disinterested in the job for which he is a candidate and to
find out in which area of the job range/occupation the candidate is
interested. The assumption of this test is that there is a high correlation
between the interest of a candidate in a job and job success. Interest
inventories are less faked and they may not fluctuate after the age of 30.
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Other Tests:
Personal interview:
Reference check:
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Generally, at least two references are asked for by the company
from the candidate. Reference check is a type of crosscheck for the
information provided by the candidate through their application form and
during the interviews.
Medical examination:
Final selection:
Placement:
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DIFFERENCE BETWEEN RECRUITMENT AND SELECTION
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4.1 TABLE SHOWING DEMOGRAPHIC VARIABLE
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INTERPRETATION
From the above table, it can be understood that there are 60%
of male and 40% of females working in KR Bakes, Kottakkal. Majority
of employees are in 20-30 age groups only. About 26.6% of employees
belong to 30-40 years. 6.6% of employees are in 50 and above classes.
The table also reveals that 50% of employees have got secondary
education and only 10% belongs to below SSLC.
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4.2 WORK LIFE OF THE EMPLOYEES
TABLE
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12
10
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No of respondent
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Percentage
4
2
40% 36.60% 16.60% 6.60%
0
0-5 years 5-10 years 10-15 years More than 15
years
FIGURE 4.1
INTERPRETATION
Here, the figure shows that there are 40% of employees
working between 0-5 years, 36.6% are working for 5-10 years and son.
From the above, it is understood that employees working between 0-5
years are more comparing to other work life of employees.
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4.3 RECRUITEMENT SOURCES
TABLE
FIGURE 4.2
INTERPRETATION
The above figure reveals that 50% of employees were
recruited through advertisement and 26.6% were recruited by reference.
Promotion and Other sources are of 10% and 13.3%. It is understood that
advertisement plays an important role in recruitment process.
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4.4 METHODS OF SELECTION
TABLE
FIGURE 4.3
INTERPRETATION
Here, the above figure shows that there are 33.3% of
employees selected through personal interview, 40% of them were
selected through practical test and 26.6% of employees selected through
other methods.
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4.5 TABLE SHOWING EMPLOYEE SATISFACTION ON
RECRUITEMENT PROCESS
TABLE
FIGURE 4.4
INTERPRETATION
The above figure reveals that 40% of employees are satisfied
with the recruitment process conducted.
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4.6 EMPLOYEE FEEDBACK ON RECRUITMENT
PROCESS
TABLE
FIGURE 4.5
INTERPRETATION
The above figure reveals that 46.6% of employee’s feedbacks
were taken and 53.3% of employees feedback weren’t taken by the
company.
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4.7 POSITION OBJECTIVES, REQUIREMENTS AND
CANDIDATE SPECIFICATION IN RECRUITMENT
PROCESS
TABLE
FIGURE 4.6
INTERPRETATION
Here, the above figure reveals 63.3% employees respond to
Yes and 36.6% employees respond to No.
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4.8 ORGANISATION’S AFFIRMATIVE ACTION NEEDS
IN THE SELECTION PROCESS
TABLE
FIGURE 4.7
INTERPRETATION
From the above figure, it is understood that 33% of
employees have claimed that the organization’s affirmative action needs
are clarified and supported in the selection process.
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4.9 EFFECTIVENESS OF SELECTION PROCESS
TABLE
FIGURE 4.8
INTERPRETATION
From the above, it is understood that effectiveness of selection
process in the organization is good.
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4.10 PROPER JOB ANALYSIS
TABLE
FIGURE 4.9
INTERPRETATION
Here, the figure shows that job analysis is done occasionally in
the organization as it has 37% of the respondents.
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4.11 SELECTION OF CANDIDATES FROM NON-
TRADITIONAL SOURCES
TABLE
FIGURE 4.10
INTERPRETATION
The above figure shows that Human Resource finds good
candidates from non-traditional sources when necessary.
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4.12 SATISFACTION OF THE EMPLOYEES WITH THE
PRESENT RECRUITMENT AND SELCLTION
PRACTICES
TABLE
% of respondent
3%
7% 23% Highly satisfied
Satisfied
37%
Moderately satisfied
30%
Dissatisfied
Highly dissatisfied
FIGURE 4.11
INTERPRETATION
From the above figure, 37% of the employees are moderately satisfied,
30% are satisfied, 23% are highly satisfied, 7% are dissatisfied and 3%
are highly dissatisfied.
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4.13 EFFICIENCY IN SELECTION POLICY OF THE
EMPLOYEES
TABLE
FIGURE 4.12
INTERPRETATION
Here, the figure reveals that there is an efficient selection policy
of employees in the organization.
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4.14 RELIABILITY OF THE RECRUITMENT AND
SELECTION PROCESS
TABLE
FIGURE 4.13
INTERPRETATION
From the above figure, it is understood that the reliability of the
recruitment and selection process is high and at the same time average as
it both gives 30% each.
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4.15 DIRECT RECRUITMENT AND SELECTION
PROCESS
TABLE
% of Respondents
70%
60%
50%
40%
% of Respondents
30%
20%
10%
0%
yes no
FIGURE 4.14
INTERPRETATION
From the above figure, it is understood that 97% of workers
have been respond to yes and it is clear that direct recruitment and
selection practices is quite long process.
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FINDINGS
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● The organization does proper job analysis before selection process
occasionally.
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SUGGESTIONS
● Trade test and aptitude test should be conducted along with the
practical test in the selection process.
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CONCLUSION
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