A

Project Report
ON
“RECRUITMENT AND SELECTION
PROCEDURE IN HOTEL JAYPEE
PALACE”

In the Partial fulfillment of the requirement for

BBA Degree Programme
of Dr. B.R. Ambedkar University, Agra

Under the guidance of : Submitted by:

Mrs.APARNA PORWAL SANDEEP PATHAK
(Senior lecturer of B.B.A dept.) B.B.A VI sem
Roll. No.- 81196

1
ARYAN INSTITUTE OF MANAGEMENT
& COMPUTER STUDIES AGRA

DECLARATION

I Sandeep Pathak a student of B.B.A. VI

Sem, Aryan Institute of management &

computer studies, Batch 2008-2011

,hereby declare that I have completed my

project titled “Recruitment and selection

for Hotel J.P palace’’ is the outcome of my

own work and same has not been

submitted to any university / Institution

for the award of any degree or Professional

diploma.

2
Date:

Place: Sandeep Pathak

Roll. No- 81196

3
 ACKNOWLEDGEMENT

Before I get into thick of the things I would like to add few

hard felt words for the people who are part of this project

in numerous ways.

I offer my gratitude to Dr. S.K. Gupta (Director of

Aryan Institute) and sincere thanks to Mrs. Aparna

porwal who gave me a chance to work on this project.

I expres my deep feelings gratitude and profound respect

to Mr. Ajay Sharma (HOD), Mr. Jitin Sehgal ,

Dr. shital singh and Mis. Neha agrwal for their

valuable guidance.

At last but not the least my warmest thanks to my friends

and my Family members for their continuous support.

(Sandeep Pathak)

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 CONTENTS

 Introduction to Hotel Jaypee Palace

o Vision

o Mission

o Accommodation

 Introduction to Recruitment and

Selection

 Recruitment

 Selection

 Topic overview

 Recruitment & Selection Process at

Hotel Jaypee Palace

 Research Methodology

 Conclusion

5
 Suggestions

 Bibliography

6
 INTRODUCTION OF HOTEL JAYPEE

PALACE

Amongst the most contemporary of 5 star hotels in Agra India, Jaypee Hotels offers

the luxury that has a subtle blend of the Mughal architectural brilliance of India

and modern amenities. The exquisite ambience of a prosperous kingdom, the

luxury of 5 Star hotels... That's "Jaypee Palace Hotel" Your own Kingdom.... The

sprawling 25 acres in Agra of landscaped gardens.... Tree lined walkways,

Dancing Fountains... The state-of-the-art Conference Facilities, Modern Business

Centre, Speciality Restaurants, Health Club, 350 elegantly appointed luxury

rooms.... And friends who are dedicated to your services offering you the luxury

of online booking and reservations to one of the best 5 Star hotels in Agra, India.

The Jaypee Palace Convention Centre, Agra is the ideal venue to host any conference

or events. The hotel boasts a total floor area of 6770 square meter equipped with

comfortable & ideal seating, natural lighting & state-of-the-art audio/video facilities.

It is the perfect place to organize large conferences or small meetings.

Classes for Body Sculpting, Aerobics, Weight, Swimming, Jogging and Cycling are

conducted at the Jaypee Palace Hotel. Health Club and Fitness Centre with spa

facilities, Billiards/Pool, Tennis, Squash Courts, Table Tennis, are also available.

For the convenience of the guests, Jaypee Palace Hotel and Convention Center, Agra

the hotel also provides beauty parlor, money changer, and doctor on call, valet

service, postage, and astrologer, shopping plaza, banking, valet parking and golf

amongst others. Welcome to the world of luxury and enjoy an unforgettable

experience.

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8
OUR VISION

To create Hotels of Excellence where the environment is Warm, Caring &

Sincere for all…..

OUR MISSION

Consolidate it`s position as a modern & contemporary hotel

chain that has a blend of technological excellence, elite look,
high caliber staff and is customer driven…..
The Jaypee Group with strong values of commitment, integrity
and honesty has been efficiently servicing the corporate and the
leisure traveller through its four Five Star properties in New
Delhi, Agra & Mussoorie.
Immense potential of the tourism industry propelled Jaypee
Group's foray in the hospitality sector and in 1981, Jaypee
Siddharth, New Delhi, a 98-room hotel in the five star category
commenced operations.
Jaypee Vasant Continental, New Delhi, a 123 room hotel, was
added to the product portfolio in 1982. It is located in the
upmarket Vasant Vihar area, strategically close to the airport.
Jaypee Residency Manor, Mussoorie, a hill resort hotel, became
operational in March 1995 and has since firmly established itself
as one of the leading hotels for the corporates as well as leisure
travellers.
March 1999, saw the curtain rise on Jaypee Palace Hotel &
Convention Centre, Agra, a truly world class Hotel and
International Convention Centre. With 350-rooms and suites,
Jaypee Palace Hotel has been designed by Mr. Ramesh Khosla,
winner of the prestigious Aga Khan Award.

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 HOLIDAY PACKAGE

For Packages effective 01st October

05 till 31st March 06
(Except between 22nd December 05
- 02nd January 06)
Palace Getaway Packages
(Valid from 1 April 05 to 30th Sept.
05)

STANDARD LEISURE - 1 Night / 2 Days Package

• Price: RS.3999/= / US $ 100 + 5% Tax. (for a couple/Double
room)
• Complimentary Breakfast for two.
• Two children below 5 yrs are free if sharing the same room
with parents without an extra bed.
• Leisure mall Games coupon worth Rs. 500/= can be
redeemed only against leisure mall games.
• Extra bed charges for Children between 05-12 yrs. inclusive
of breakfast RS. 475/= + Taxes
• Extra bed charges for Adult inclusive of breakfast RS. 550/=
+ Taxes

PREMIUM LEISURE - 2 Nights / 3 Days Package

• Price: RS.6999/= / US $ 175 + 5% Tax (for a couple/Double
room)
• Complimentary Breakfast for two.
• Two children below 05 yrs are free if sharing the same
room with parents without an extra bed.
• Half day local sight seeing once during stay.
• Leisure mall Games coupon worth Rs. 1000/= can be
redeemed only against leisure mall games.
• Extra bed charges for Children between 05-12 yrs. inclusive
of breakfast RS. 475/= + Taxes
• Extra bed charges for Adult inclusive of breakfast RS. 550/=
+ Taxes
Rejuvenation Spa Package - 2 Nights / 3 Days Package
• Price: RS. 14500/= / US $ 360 + 5% Tax (for a
couple/Double room)
• Complimentary Breakfast for two adults.
• Health drinks in the room ( choice of juice and light snacks )
• Spa treatments (rejuvenation package) for two adults ,
which includes Sansha royal facial, Foot bath ritual,

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 Abhyangam, Skin exfoliation with almond sea shell polish,
Sughanda Lepam , Hot oil head & shoulder massage and
Steam bath.
• Two children below 05 yrs are free if sharing the same
room with parents without an extra bed.
• Extra bed charges for Children between 05-12 yrs. inclusive
of breakfast RS. 475/= + Taxes
• Extra bed charges for Adult inclusive of breakfast RS. 550/=
+ Taxes
The above packages (Agra) includes:
• Welcome Drink (Non Alcoholic) on arrival.
• In room Tea/Coffee Maker.
• 20% discount on food & Beverages (Indian Brands Only).
• 20% discount on Laundry.
• Complimentary use of Gymnasium & Swimming pool.
• Complimentary use of steam/sauna once during the stay.
• Complimentary entry to Leisure mall & Discotheque
• Complimentary pick and drop from/to Agra Cantt. railway
station on prior intimation.
Extra Bed Charges are Per Person Per night.
Taxes on Meal Supplement is 4% and Taxes on package is 5%
NOTE : Package rates in INR are applicable to all Indian nationals
& Foreign nationals holding valid residential permit only.
Package rates in USD are applicable to all foreign nationals.

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LOCATION

• Located in the main tourist distrcit of Agra, on

Fatehabad Road.
• 2 Hours from Delhi by Train & 3 hours by road.
• 10 Kms from Kheria (Agra) Airport.
• 8 Kms. from Agra Cantt. Railway station.

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 ACCOMMODATION

GUESTROOM FEATURES
350 guest rooms including 12 suites and 40 Executive
rooms.
• Centrally air - conditioned.
• Electronic door lock .
• Individual safe.
• Iron & Iron Board.
• Tea / Coffee maker.
• Minibar.
• Interactive Television with remote control.
• Multi - channel Music.
• Direct dial telephones.
• Weighing scale.
• Free morning Newspaper.
• Sewing kit.
• Wake up facility.

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DINING

24 hour Coffee Shop, serving Indian and

continental cuisine for Breakfast, Lunch,
Dinner & Snacks & Beverages.
Popular Dishes Chicken Kathi roll ( non
veg )
Veg Sandwich board ( veg )
-----------------------------------------------------------------------------------------

The spectacular buffet arrangements

increase the wide options of dining
delicacies. Open for Breakfast, Lunch &
Dinner.
Open 7.00 a.m. to 10.00 a.m.
12.30 p.m. to 3.00 p.m. & 7.30 p.m. to
11.00 p.m.
-----------------------------------------------------------------------------------------

Exotic Awadhi cuisine or any other

Indian cuisine, will guarantee an
experience that will linger pleasurably
for a long time to come.
Open 7.30 p.m. to 11.00 p.m.
Popular Dishes Murgh ka Mukul ( non
veg )Sunehri khasta ( veg )
-----------------------------------------------------------------------------------------

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Well stocked Bar, Overlooking the
reflecting pool, serves a wide variety of
exotic cocktails & drinks.
Open 12.00 p.m. to 11.00 p.m.

An ideal setting for a quiet evening

retreat by the pool side, offering snacks
and alcoholic beverages.
-----------------------------------------------------------------------------------------

First & only South Indian vegetarian

restaurant at a five star hotel in Agra
Open 3.00 p.m. to 11.00 p.m.
Popular Dishes Kuzhi Paniharam ( veg )
Vendakkai more kozhumbu ( veg )
-----------------------------------------------------------------------------------------

Pre plated snack bar

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ROOM SERVICE
Round the clock
-----------------------------------------------------------------------------------------
TEA LOUNGE
Offering a host of beverages and snacks
all day. Helps fill gap between meals.

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 INTRODUCTION TO RECRUITMENT AND SELECTION

RECRUITMENT

“Recruitment is a process of finding and attracting

capable applicants for employment. The process begins when
new recruits are sought and ends when their applications are
submitted. The result is a pool of applicants from which new
employees are selected”.

--- William B. Werther & Keith Davis

“Recruitment is a form of competition. Just as corporations

compete to develop, manufacture andmarket the best product or
service , so they must also compete to identify, attract or hire the
most qualified people .Recruitment is a business and it is a big
business”.

--- J.S. Lord

“ Recruitment is a process of searching for prospective

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

--- Edwin B. Flippo

“ Recruitment is a true sales function . A recruiter should

uncover the needs of the applicants and understand why

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they have those needs and the recruiter can then show how the
organization can specifically satisfy such needs”.

---Gale Heritage

SELECTION

“Selection process is of one or many ’go, or no-go’

gauges. Candidates are screened by the application of
these gauges. Qualified applicants go on to the next
hurdle, while unqualified are eliminated”.

---Dale Yoder

“Selection is a process of differentiating between applicants in

order to identify and hire those with a greater likelihood of success
in a job”.

---- Thomas H. Stone

Recruitment is a process which fulfills the requirement of

employees in any organization by the selection either internal or
external ,is a deliberate effort of the organization in order to select
fixed number of personnel from a large number of
appointment.

Recruitment is the phase which immediately precedes

selection. Its purpose is to pave the way for selection procedures
by producing ideally the smallest number of candidates who offer to
be capable either of performing the required tasks of the job

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from he outset of developing the ability to do so within a period of
time acceptable to the employing organization .

A primary task of the recruitment phase is to help would be

applicants to decide whether they are likely to be suitable to fill
the job vacancy. This is clearly in the interest of both, the
employing organization and the applicant.

Recruitment is the development and maintenance of adequate

manpower resources. It involves the creation of a tool of available
labour upon whom the organization can Draw when it need
additional employees.

Recruitment is the creation of application for specific

positions through three sources : Advertisement , State
Employment Exchange Agencies Or Private Employment
Agencies and Present Employees. In other sources of
recruitment , educational institutions , labour unions , casual
applications and leasing are also Utilized.

And Selection is a process by which candidates for employment

are distinguished between those who are suitable and those who
are not. It involves rejection of some candidates and is sometimes
described as a negative proceeds in contract with the positive
programs of recruitment.

Selection refers to the process of offering job to one or more

applicants from the applications.

Selection start with reference to job specification which indicate

not only immediate job requirement but other qualities which may
be desirable in the long run usually the personal qualities which
forms the basis of selection include skill experience, age, education

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and training, physical characteristics, intelligence, emotional
stability, attitude towards work and personality.

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PURPOSE OF RECRUITMENT AND SELECTION

*. To determine the present and future human resource

requirements of the organization in conjunction with human
resource planning activities and job analysis activities.

**. To increase the pool of potential personnel and the organization

has a number of options to choose from.

***. To increase the success rate of the selection process by

filtering the number of under qualified or overqualified job
applicants.

****. To meet the organization’s legal and social obligations

regarding composition of its workforce.

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 TOPIC OVERVIEW

RECRUITMENT

Recruitment is a process concerned with the

identification of sources from where the personnel can be
employed and motivating them to offer themselves for
employment.

Thus, recruitment process is concerned with the

identification of possible sources of human resource supply
and tapping those sources . In the total process of
acquiring and placing human resources in the organization,
recruitment falls in between the planning for human
resource and their placement after selection.

Recruitment represents the first contact that a company

makes with the personnel having potential to be employed.
From the point of view of potential candidates, recruitment
is the process through which they come to know about the
company and the nature of jobs that are being offered.

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THE PROCESS OF RECRUITMENT

RECRUITMENT PLANNING

SOURCES OF PLANNING

CONTACTING SOURCES

APPLICATION POOL

TO SELECTION PROCESS

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PREPARATION FOR RECRUITMENT:

Before we think of inviting people to apply for a job we

have to decide what types of persons are to be invited and
what their characteristics should be. This calls for fixing the
“job specifications” which may also be called ‘man
specifications’.

Job specification are based on job description which is

dependent on the nature and requirement of a job. Thus job
specification will be different for each job.

Below are the various element of job specification:

• Physical Specification : For certain jobs some special

physical features may be required. For example for
assembly of a TV set or some other electronic
equipment good vision is required ,for typing job we
need finger dexterity, for a heavy job we need a
strong, heavy and thick-set body. The particular
physical abilities and skills necessary for a given job
have to be specified. These may refer to height,
weight, vision, finger dexterity, voice, poise, hand and
foot coordination, motor coordination, colour
discrimination, age range etc.

• Mental Specification : These include

intelligence,memory, Judgement,ability to plan,ability
to estimate ,to read, to write, to think and concentrate
,scientific faculties,arithmetical abilities, etc. different

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 jobs require different degrees of such abilities and the
more important ones should be specified.

• Emotional and Social Specifications :

These include characteristics which will effect his
working with others , like personal
appearance, manners, emotional stability,
Aggressiveness or submissiveness,extroversion,
Introvertion leadership, cooperativeness, initiative and
drive, skill in dealing with others ,social
adaptability, etc.

• Behavioural Specifications : Certain management

Personnel at higher levels of management are
expected to

Behave in a particular manner. These are not formally

listed

But have to be kept in mind during the process of

recruitment,

Selection and placement.

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 RECRUITMENT PLANNING

Recruitment process starts with its planning which

involves the determination of number of applicants and type
of applicants to be contacted.

1. NUMBER OF CONTACTS: Organizations generally plan to

attract more applicants than what they intend to
select as they wish to have option in selecting the
right candidates. This option is required because some
of the candidates may not be interested in joining the
organization, some of them may not meet the criteria
of selection. Therefore each time a recruitment
program is contemplated the organization has to plan
about the number of applications it should receive in
order to fulfill all its vacancies with right personnel.

2. TYPE OF CONTACTS: This refer to the type of personnel

to be informed about the job openings based on job
description and job specification. This determines how
the prospective personnel may be communicated
about the job openings. For example if an organization
requires unskilled workers,mere putting the

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 requirement notice on the factory gate may be
sufficient,if it requires qualified and experienced
managers ,perhaps it may go for advertisement in
national newspapers.

SOURCES OF RECRUITMENT

Normally for an on-going organization there are two sources

of supply of manpower :: Internal and External.

INTERNAL SOURCES: An organization can look for filling the

vacancies through its internal sources . These internal
sources may be of two types: Present personnel and
referrals of these personnel.

1. PRESENT PERSONNEL –Various positions in

an organizations may be filled by promoting the
present personnel or by transferring them from a
unit/department where there is overstaffing to a
unit/department where they are needed. A more
common method of recruiting from internal personnel
is the promotion which every organization adopts in
varying proportion. Promotion may be based on
seniority or merit or a combination of both. Filling up
of organizational positions through promotion is just

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 like a decision of ‘make or buy’. In the context of
managing human resources ,make or buy concept
relates to a decision whether the organization would
recruit personnel at the initial level and make them fit
for promotion at higher levels through training and
development activities; or instead of investing in
training and development it would employ experienced
personnel directly.
Promotion has certain positive aspects in the form of
providing satisfaction to personnel, raising their level
of morale, creating loyalty etc.

However too much reliance on promotion as a source

of employment may create inbreeding and lack of
innovation.

2. PERSONNEL REFERRALS : Referrals from

existing personnel may be a good source of internal
recruitment . The present personnel may be in a better
position to judge the suitability of a prospective
candidate with whom they are familiar as they know
the nature of job ,organizational culture and work
ethics. They can relate these characteristics of the
organization with those of the candidate to judge his
suitability provided they act objectively.

EXTERNAL SOURCES : These sources lie outside the

organization, like the new entrants to the labour force
without experience. These include college students, the
unemployed with a wider range of skills and abilities, the
retired experienced persons and others not in the labour
force ,like married women.

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 These sources provide a wide market and the best
selection considering skill,training and education. It also
helps to bring new ideas into the organization. Moreover
this source never ‘dries up’.

In respect of people selected under this system ,however

one has to take chances with the selected persons
regarding their loyalty and desire to continue. The
organization has to make larger investments in their
training and induction.

COMBINING INTERNAL AND EXTERNAL SOURCES :

Internal and external sources do not exist in ‘either or’

situation, rather ,these exists in terms of a continuum.
Every organization has vacancies through promotion ; in
the same way ,every organization has to take people from
outside. Therefore it is a question of combining both
sources and determining the proportion of internals and
externals at various hierarchical levels of the organization.
Normally, at the lower levels of managerial hierarchy
,called as entry levels, there is high proportion of externals.
As the chain of hierarchy goes up ,the proportion of
internals increases at the cost of externals. However the
pre-requisite of this pattern of recruitment is the highly
developed training and development system in the
organization.

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 In order to combine internal and external sources of
recruitment ,following factors should be taken into account:

 Effect of the policy on the attitude and actions of all

employees:

Employees no doubt feel more secure and identify their

own long term interest with that of the organization
when they can anticipate first charge at job
opportunities. The general application of the ‘promotion
from within ‘ policy may encourage mediocre
performance.

The point to be considered here by the organization is

,how important is the loyalty of the employees to it,
balancing the risk of mediocre performance.

 The level of specialization required of employees:

The principal source in many organizations may be the

ranks of present employees who have received
specialized training.

 The degree of emphasis on participation by

employees at all levels:

New employees from outside , with no experience in the

firm , may not know enough about its service or
product or processes to participate effectively, for some
time at least.

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 The need for and availability of originality and
initiative within the organization:
If the organization feels that it is training its people
for these qualities it may prefer its own people; if
not , new people with different ideas may be taken
from outside.

 Acceptance of seniority principal :The policy or

promotion from within will succeed only if
management and employees accept the seniority
principal with or without suitable modifications for
promotion.

If it is not accepted selection may better be done on

an open basis.

METHODS OF RECRUITMENT

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 All methods of recruitment can be put into three
categories:

 DIRECT METHODS,

 INDIRECT METHODS, and

 THIRD PARTY METHODS.

a) Direct methods include sending recruiters to

educational and professional institutions ,employee
contacts with public ,manned exhibits and waiting
lists.

SCHOOLS AND COLLEGES: For clerical ,labour and

apprenticeship help,high schools can be extensively
used. For technical,managerial and professional jobs,
colleges,university departments and specialized
institutes, like the IITs,and IIMs, are used . These
institutions usually have placement officer or a
teacher-in-charge of placement ,who normally provides
help in attracting employers arranging
interviews,furnishing space and other facilities and
providing student resumes.

The companies maintain a list of such institutions ,

keep in touch with them , send their brochures
indicating job openings ,future prospects etc. On the
basis of these students who want to be considered for
the given job(s) are referred to the company recruiter.

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EMPLOYEES’ CONTACT WITH THE PUBLIC : The employees
of the organization are told about the existence of
particular vacancies and they bring this to the notice
of their relatives ,friends and acquaintances.

MANNED EXHIBITS : The organizations send recruiters to

conventions and seminars , setting up exhibits and
fairs ,and using mobile offices to go to the desired
centers .

WAITING LISTS : Many firms lean heavily on their own

application files. These records list individuals who
have indicated their interest in jobs,either after
visiting the organization’s employment office or
making enquiries by mail or phone. Such records prove
a very useful source if they are kept up- to- date.

(b) Indirect methods cover advertising in

newspapers , on the radio , in trade and professional
journals , technical journals and brochures.

When qualified and experienced persons are not

available through other sources ,advertising in
newspapers and professional and technical journals is
made. Whereas all types of advertisements can be
made in newspapers and magazines,only particular
type of posts should be advertised in the professional
and technical journals,for example,only engineering
jobs should be inserted in journals of engineering.

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 A well thought-out and planned advertisement for an
appointment reduces the possibility of unqualified
people applying. If the advertisement is clear and to
the point ,candidates can assess their abilities and
suitability for the position and only those who possess
the requisite qualifications will apply.

(c) Third Party methods various agencies are used for

recruitment under these methods. These include
commercial and private employment agencies , state
agencies placement offices of schools colleges and
professional associations ,recruiting firms
,management consulting firms ,indoctrination seminars
for college professors, friends and relatives.

PRIVATE EMPLOYMENT AGENCIES specialize in specific

occupation like general office help, salesmen,
technical workers, accountants, computer staff,
engineers and executives, etc. These agencies bring
together the employers and suitable persons available
for a job. Because of their specialization ,they can
interpret the needs of their clients and seek out
particular type of persons.

STATE OR PUBLIC EMPLOYMANT AGENCIES , also known

as Employment or Labour Exchanges , are the main
agencies for public employment . They also provide a wide
range of services ,like counseling, assistance in getting
jobs, information about the labour market,labour and
wages rates,etc.

EXECUTIVE SEARCH AGENCIES maintain complete

information records about employed executives and

34
recommend persons of high calibre for managerial
,marketing and production engineers’ posts. These
agencies are looked upon as ‘head hunters’ , ‘raiders’,
and ‘pirates’.

INDOCTRINATION SEMINARS FOR COLLEGE PROFESSORS:

These are arranged to discuss the problems of
companies to which professors are invited . Visits and
banquets are arranged so that professors may be
favourably impressed and later speak well of the
company and help in getting required personnel.

FRIENDS AND RELATIVES OF PRESENT EMPLOYEES

constitute a good source from which employees may
be drawn. This , however ,is likely to encourage
nepotism, i.e. persons of one’s own community or
caste may be employed. This may create problems for
the organization.

TRADE UNIONS are often called on by the employers to

supply whatever additional employees may be needed.
Unions may be asked for recommendations largely as
a matter of courtesy and an evidence of goodwill and
cooperation.

PROFESSIONAL SOCIETIES may provide leads and clues

in providing promising candidates for engineering
,technical and management positions. Some of these
maintain mail order placement services.

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TEMPORARY HELP AGENCIES employ their own labour
force ,both full-time and part-time and make them
available to their client organizations for temporary
needs.

CASUAL LABOUR SOURCE is one which presents itself

daily at the factory gate employment office . Most
industrial units rely to some extent on this source. This
source, is the most uncertain of all sources.

DEPUTATION : Persons possessing certain abilities

useful to another organization are sometimes deputed
to it for a specified duration . Ready expertise is
available but,as you can guess ,such employees do not
easily become part of the organization.

36
 CONTACTING SOURCES

 ADVERTISEMENT

 INTERNET RECRUITING

 CAMPUS RECRUITMENT

 JOB FAIRS

 CONSULTANCY FIRMS

 PERSONAL CONTACTS

 INTERVIEWS

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 APPLICATION POOL

Whatever the method of recruitment is adopted ,the

ultimate objective is to attract as many candidates
as possible so as to have flexibility in selection.
When the sources of recruitment are contacted ,the
organization receives the applications from
prospective candidates. The number of applications
depends on the type of organization, the type of
jobs, and the conditions in specific human resource
market.

For example, in the case of Indian Civil Services ,the

number of applicants runs into many thousands. In
the corporate sector ,an organization can expect
more number of applications when it advertises for
the positions of management/executive trainees as
compared to when it advertises for experienced
personnel . Similarly, the number of applications
depends on the image of the organization.

An organization having better perceived image is

able to attract more number of applications .

Various applications received for a particular job are

pooled together which become the basis for
selection process.

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 As per me Recruitment and selection means the following

R— Reliable S—

Sagacious

E— Effluent E— Eligible

C— Creative L— Loyal

R— Rationale E—

Efficacious

U— Unique C— Constructive

I— Intelligent T— Talented

T— Tactful I—

Innovative

M— Mature O— Optimist

E— Excellent N— Noble

N— New T— Task oriented

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 SELECTION

Selection is the process of securing relevent information

about an applicant to evaluate his qualifications,
experience and other qualities with a view to matching
these with the requirements of a job.

It is essentially a process of picking out the man or men

best suited for the organisation’s requirement.

Selection can be conceptualized in terms of either

choosing the fit candidates,or rejecting the unfit
candidates, or a combination of both. Selection involves
both because it picks up the fits and rejects the unfits.

In fact in Indian context ,there are more candidates who

are rejected than those who are selected in most of the
selection processes. Therefore sometimes it is called a
negative process in contrast to positive program of
recruitment.

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41
 SELECTION PROCESS

FINAL SELECTION

RECOMMEN-
DATION
PHYSICAL
EXAMINATION
APPLICATION

REFERENCES

SELECTION
INTERVIEWS

SELECTION
TESTS
APPLICATION
FORM
PRELIMIN-
ARY
INTERVIEW

REJECTIONS

42
 SELECTION PROCESS

The selection process involves rejection of unsuitable or less

suitable applicants .This may be done at any of the
successive hurdles which an applicant must cross.These
hurdles act as screens designed to eliminate an unqualified
applicant at any point in the process .

This technique is known as the ‘successive hurdles

technique’.

Yoder calls these hurdles ‘go,no-go’guages. Those who

qualify a hurdle go to the next one ;those who do not qualify
are dropped out .

Not all selection processes,however include these hurdles.

The complexity of the process usually increases with the
level and responsibility of the position to be filled.

These hurdles are actually the various levels of selection

process.

Moreover ,these hurdles need not necessarily be placed in

the same order . Their arrangement may differ from
organization to organization.

 INITIAL SCREENING OR PRELIMINARY INTERVIEW

This is a sorting process in which prospective applicants are
given the necessary information about the nature of the job
and also,necessary information is elicited from the
candidates about their education,experience,skills ,salary
expected etc. If the candidate is found to be suitable ,he is
selected for further process and,if not,he is eliminated. This
is a crude screening and can be done across the counter in
the organisation’s employment offices. This is done by
junior executive in the personnel department. Due care

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should be taken so that suitable candidates are not turned
down in hurry. Since this provides personal contact for an
individual with the company,the interviewer should be
courteous,kind,receptive and informal.

When a candidate is found suitable ,an application form is

given to him to fill in and submit.

 APPLICATION SCRUTINY
It is seen that sometimes applications are asked on a plain
sheet. This is done where no application forms are
designed. The applicant is asked to give details about
age,marital status,educational qualifications,work
experience,and references. Different types of application
forms may be used by the same organization for different
types of employees,e.g.,one for managers ,the other for
supervisors and a third for other employees.

Some forms are simple,general and easily answerable,while

others may require elaborate ,complex and detailed
information. Reference to nationality ,race,caste,religion
and place of birth have been regarded as evidence of
discriminatory attitudes and should be avoided.

An application form should be designed to serve as a highly

effective preliminary screening device ,particularly, when
applications are received in direct response to an
advertisement and without any preliminary interview.

The applications can be used in two ways :

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 (i) To find out on the basis of information contained
therein as to the chances of success of the
candidate in the job for which he is applying,
(ii) To provide a starting point for the interview.
It is often possible to reject candidates on the basis of
scrutiny of the application as they are found to be lacking in
educational standards,experience or some other relevant
eligibility and traits.

SELECTION TESTS

A test is a sample of an aspect of an individual’s

behaviour ,performance or attitude. It can also be
systematic procedure for comparing the behaviour of two or
more persons.

PURPOSE OF TESTS : The basic assumption underlying the

use of tests in personnel selection is that individuals are
different in their job-related abilities and skills and that
these skills can be adequately and accurately measured.

Tests seek to eliminate the possibility of prejudice on the

part the interviewer or supervisors. Potential ability only
will govern selection decisions.

The other major advantage is that the tests may uncover

qualifications and talents that would not be detected by
interviews or by listing of education and job experience.

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TYPE OF TESTS: The various tests used in selection can be
put into four categories:

• Achievement and Intelligence Tests,

• Aptitude or Potential Ability Tests,
• Personality Tests, and
• Interest Tests.
a). Achievement or Intelligence Tests

These are also called ‘Proficiency tests’ . these

measure the skill or knowledge which is acquired as
a result of a training programme and on the job
experience. These measure what the applicant can
do.

These are of two types:

Test for measuring job knowledge: These are known

as ‘Trade Tests’ .These are administered to
determine knowledge of typing ,shorthand and in
operating calculators, adding machines ,dictating
and transcribing machines or simple mechanical
equipment. These are primarily oral tests consisting
of a series of questions which are believed to be
satisfactorily answered only by those who know
and thoroughly understand the trade or occupation.
Oral tests may be supplemented by written,picture
or performance types.

Work Sample Tests: These measure the proficiency

with which equipment can be handled by the
candidate . This is done by giving him a piece of

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 work to judge how efficiently he does it. For
example,a typing test would provide the material to
be typed and note the time taken and mistakes
committed.

(b) Aptitude or Potential Ability Tests :

These tests measure the latent ability of a candidate to learn
a new job or skill . Through these tests we can detect
peculiarity or defects in a person’s sensory or intellectual
capacity .

These focus attention on particular types of talent such as

learning, reasoning and mechanical or musical
aptitude .’Instruments’ used are variously described as tests of
‘intelligence’, ’mental ability’ , ‘mental alertness’ or simply as
‘personnel tests’.

These are of three types:

Mental Tests : These measure the overall intellectual ability or
intelligence quotient(I.Q.) of a person and unable us to know
whether he has the mental capacity to deal with new problems.
These determine an employee’s fluency in language,
memory, induction, reasoning, speed of perception ,and special
visualization.
Mechanical Aptitude Tests : These measure the capacity of a
person to learn a particular type of mechanical work. These are
useful when apprentices ,machinists ,mechanics, maintenance
workers, and mechanical technicians are to be selected.

Psychomotor or skill tests : These measure a person’s ability to do a

specific job. These are administered to determine mental dexterity
or motor ability and similar attributes involving muscular movement
,control and coordination . These are primarily used in the selection

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of workers who have to perform semi-skilled and repetitive jobs ,like
assembly work, packaging ,testing,inspection and so on.

(c) Personality Tests : These discover clues to an individual’s value

system ,his emotional reactions ,maturity and his characteristic
mood. These tests helps in assessing a person’s motivation , his
ability to adjust himself to the stresses of everyday life and his
capacity for interpersonal relations and for projecting an impressive
image of himself. They are expressed in terms of the relative
significance of such traits of a person as self-confidence, ambition,
tact, emotional control, optimism, ecisiveness sociability, onformity,
bjectivity, atience, fear, distrust, initiative, judgement, dominance,
impulsiveness, sympathy, integrity and stability. These tests are
given to predict potential performance and success for supervisory
or managerial jobs.

The personality tests are basically of three types:

Projective Tests: In these tests , a candidate is asked to project

his own interpretation onto certain standard stimuli. The way in
which he responds to these stimuli depends on his own
values.,motives and personality.

Situation Tests: These measure an applicant’s reaction when he

is placed in a peculiar situation, his ability to undergo stress and his
demonstration of ingenuity under pressure .

These tests usually relate to a leaderless group situation, in which

some problems are posed to a group and its members are asked to
reach some conclusions without the help of a leader.

Objective Tests: These measure neurotic tendencies, self-

sufficiency, dominance, submission and self-confidence.

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(d) Interest Tests: These tests are designed to discover a person’s
areas of interest and to identify the kind of work that will satisfy
him. The interest tests are used for vocational guidance ,and are
assessed in the form of answers to a well – prepared questionnaire.

Limitations of Selection Tests:

• From the basic description of tests described above,one

should not conclude that a hundered percent prediction of an
individual’s on-the job success can be made through these
tests. These tests ,at best,reveal that candidates who have
scored above the predetermined cut-off points are likely to be
more successful than those who have scored below the cut-off
point.
• These tests are useful when the number of applicants is large.
Moreover ,tests will serve no useful purpose if they are not
properly constructed or selected or administered.

Precautions in using Selection Tests :Test results can help in

selecting the best candidates if the following precautions are taken:

I. Norms should be developed as a source of reference on all

tests used in selection and on a representative sample of
people on a given job in the same organization. This is
necessary even though ‘standard’ tests are available now
under each of the above categories. Norms developed
elsewhere should not be blindly used because companies
differ in their requirements, culture, organization structure
and philosophy.

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 II. Some ,’Warm up’ should be provided to candidates either by
giving samples of test, and/or answering queries before the
test begins.

III. Tests should first be validated for a given organization and

then administered for selection of personnel to the
organization.

IV. Each test used should be assigned a weightage in the

selection.

V. Test scoring ,administration and interpretation should be

done by persons having technical competence and training in
testing.

INTERVIEW

MEANING AND PURPOSE : An interview is a conversation with a

purpose between one person on one side and another person or
persons on the other.

An employment interview should serve three purposes:

i. Obtaining information,
ii. Giving information, and
iii. Motivation.

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It should provide an appraisal of personality by obtaining relevant
information about the prospective employee’s background ,training
work history,education and interests. The candidate should be given
information about the company ,the specific job, and the personnel
policies. It should also help in establishing a friendly relationship
between the employer and the applicant and motivate the
satisfactory applicant to work for the company or organization.

TYPES OF INTERVIEWS:

INFORMAL INTERVIEW: This may take place anywhere . The

employer or a manager in the personnel department ,
may ask a few questions ,like, name,place of birth,
previous experience experience,etc. it is not planned and
is used widely when the labour market is tight and
workers are needed very badly. A friend or a relative of
the employer may take a candidate to the house of the
employer or manager where this type of interview may
be conducted.

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FORMAL INTERVIEWS: This is held in a more formal atmosphere
in the employment office by the employment officer with the help
of well-structured questiones. The time and place of the interview
are stipulated by the employment office.

PLANNED INTERVIEW : This is a formal interview carefully

planned. The interviewer has a plan of action worked out in relation
to time to be devoted to each candidate, type of information to be
sought , information to be given , the modality of interview and so
on. He may use the plan with some amount of flexibility.

PATTERNED INTERVIEW : This is also a planned interview but

planned to a higher degree of accuracy, precision, and exactitude.
A list of questions and areas is carefully prepared . The interviewer
goes down the list of questions, asking them one after another.

NON-DIRECTIVE INTERVIEW : This is designed to let the

interviewee speak his mind freely. The interviewer is a careful and
patient listener, prodding whenever the candidate is silent. The idea
is to give the candidate complete freedom to ‘sell’ himself without
encumberances of the interviewer’s questions.

DEPTH INTERVIEW : This is designed to intensively examine

the candidate’s background and thinking and to go into
considerable detail on a particular subject of special interest to the
candidate. The theory it is that if the candidate found good in his
area of special interest ,the chances are high that if given a job he
would take serious interest in it.

STRESS INTERVIEW : This is designed to test the candidate and

his conduct and behaviour by putting him under conditions of stress
and strain . This is very useful to test the behaviour of individuals
under disagreeable and trying situations.

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GROUP INTERVIEW : This is designed to see how the candidates
react to and against each other. All the candidates may be brought
together in the office and they may be interviewed.
The candidates may , alternatively be given a topic for discussion
and be observed as to who will lead the discussion, how they will
participate in the discussion,how each will make his presentation,
and how they will react to each other’s views and presentation.

PANEL INTERVIEW : This is done by members of the interview

board or a selection committee .This is done usually for supervisory
and managerial positions.

It pools the collective judgement and wisdom of members of the

panel .The candidate may be asked to meet the panel individually
for a fairly lengthy interview .

INTERVIEW RATING : Important aspects of personality can be

categorized under the following seven main headings :

1) Physical makeup: Health,physique,age,appearance,bearing,

speech.
2) Attainments: Education,occupational training,and experience.
3) Intelligence: Basic and ‘effective’.
4) Special Attitudes: Written and oral fluency of expression ,
innumeracy, organizational ability, administrative skill.
5) Interests: Intellectual, practical, physically active, social,
Artistic.
6) Disposition: Self reliance nature, motivation, acceptability.
7) Circumstances: Domestic, social background and experience,
future prospects.

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This is called ‘The seven point plan’ .The importance of each of
these points will vary from organization to organization and from
job to job. Hence these should be assigned weightage according
to their degree of importance for the job.

On the basis of information gathered through an interview ,each

candidate should be rated in respect of each point given above
as

(i) outstanding, (ii)good, (iii)above average, (iv)below average

or (v) unsatisfactory.

Limitations of interviews: Interviews have their own

limitations in matters of selection. Some of these are
mentioned below:

• Subjective judgement of the interviewer may be

based on his prejudices ,likes, dislikes, biases etc.
• One prominent characteristics of a candidate may be
allowed to dominate appraisal of the entire
personality.
• The interviewer’s experience may have created a
close association between some particular trait and a
distinctive type of personality.
• Some managers believe that they are good at
character analysis based on some pseudo-scientific
methods and are guided by their own abilities at it.

QUALITIES OF ‘ GOOD’ INTERVIEWERS: A good interviewer

should have the following qualities:
 Knowledge of the job or other things with
which interviews are concerned.

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 Emotional maturity and a stable personality.
 Sensitivity to the interviewee’s feelings and a
sympathetic attitude.
 Extrovert behaviour and considerable physical
and mental stigma.

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GUIDELINES FOR IMPROVING INTERVIEWS:

Not all interviews are effective . Their effectiveness can be

improved if the following points are kept in mind by an interviewer:

 An interview should have a definite time schedule with ample

time for interview. It should not be hurried.

 The impersonal approach should be avoided.

 Interview should have the necessary element of privacy.

 The interviewer should listen carefully to what the applicant

says and the information collected be carefully recorded
either while the interview is going on or immediately
thereafter.

 Attention should be paid not just to the words spoken, but also
to the facial expressions and mannerisms of the interviewee.

 The interview should end when sufficient information has been

gathered.

 The interviewee should be told where he stands—whether he

will be contacted later, whether he is to visit another person,
or it appears that the organization will not be able to use his
abilities.

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PHYSICAL EXAMINATION

Applications who get over one or more preliminary hurdles are sent
for a physical examination either to the organisation’s physician or
to a medical officer approved for the purpose.
Purposes: A physical examination serves the following purposes:
1) It gives the indication regarding fitness of a candidate for the
job concerned.

2) It discovers existing disabilities and obtains a record thereof ,

which may be helpful later in deciding the company’s
responsibility in the event of a workman’s compensation
claim.

3) It helps in preventing employment of those suffering from

some type of contagious diseases.

4) It helps in placing those who are otherwise employable but

whose physical handicaps may necessitate assignment only
to specified jobs.

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CONTENTS OF PHYSICAL EXAMINATION

• The applicant’s medical history.

• His physical measurements—height,weight, etc.

• General examination –skin, musculature and joints.

• Special senses—visual and auditory activity.

• Clinical examination – eyes ,ears, nose ,throat and teeth.

• Examination of chest and lungs.

• Check of blood pressure and heart.

• Pathological tests of urine, blood etc.

• X-ray examination of chest and other parts of the body.

• Neuro-psychiatric examination ,particularly when medical

history or a psychiatric examination, particularly when
medical history or a physician’s observations indicate an
adjustment problem.

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 REFERENCE CHECKS:

The applicant is asked to mention in his application the names and

addresses of ,usually three such persons who know him well . These
may be his previous employers , friends, or professional colleagues.
They are approached by mail or telephone and requested to furnish
their frank opinion , without incurring any liability , about the
candidate either on specified points or in general. They are assured
that all information supplied would be kept confidential. Yet, often
either no response is received or it is generally a favourable
response.

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 FINAL DECISION

Applicants who cross all the hurdles are finally considered. If there
are more persons then the number required for a job, the best ones
i.e., those with the highest scores are finally selected.

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 RECRUITMENT AND SELECTION PROCESS AT HOTEL
JAYPEE PALACE

Company has always practiced a number of effective

applicants through different methods of recruitment and
selection.

Recruitment of Managers

1). Recruitment of fresh candidates in managerial group is

directly done through the campus interview preferably from
IIMs and XLRI and other reputed business schools. These
fresh candidates are recruited as management trainees for at
least one year.

2). Recruitment of candidates in management staff requires

prior experience. Here indirectly applications are invited from
different places on the basis of advisement through
Employment Exchange consultancies and newspapers.

3). Vacancy for the job involves framing of job description in

consultation with HOD, by the personnel department. The
requirement of job is assessed and judged. Then accordingly
the job specialization is finalized.
4).The approval from the corporate HRD is necessary for the
filling of any vacancy.

After the creation of vacancies the following

procedure is adopted:

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(i) Publication of vacancies is done through
H.R.D./personnel department and all applications
are invited by advertisement.
(ii) Applications are reduced through screening and a
file of rest of the candidates is maintained and
whenever any vacancy is there, they are invited to
apply through formal channel.
(iii) Having considered suitable applications, the
process of written test and interview is started by
personnel department.
(iv) On the basis of merit of written test and interview,
appointment letters to the selected applicants are
sent. The person namely appointed is kept for a
specific probation period.
(v) Engagement letters or conformation letters are
dispatched.
(vi) The permanent employees have to go through
medical examination before joining.

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Recruitment of skilled staff (worker category):

After the publication of vacancies, the H.R.D./personnel department

is required to notify by internal or external source or by a particular
notice board.

Applications are collected through H.O.D., given by personnel

department . Personnel manager are decided for the recruitment of
vacancies through following sources.

1). Internal source :

DIRECT METHOD: Selection is made amongst the existing staff

subject describing candidates.

2). External source :

External sources are mainly:
• Newspaper
• Consultancy
• Campus-interview.

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ENGAGEMENT OF APPRENTICES:

1). The engagement of an apprentice is to train a person in technical

line as per the provisions of the apprentice act 1961.
2). An apprentice should be a trained person from an affiliated Hotel
and Tourism Institute in prescribed trade. In few trades the fresher
are also allowed for apprenticeship.
3). The apprentice should be medically fit at the time of joining.
4). The facility of health and safety are same as provided to
permanent workmen of the establishment.

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ENGAGEMENT OF CONTRACT LABOUR:

 If the Hotel Jaypee has additional workload such as maintenance

and repair of building and plant contract labour may be engaged
to meet the requirement of additional work.
 They are mainly employed in the area if maintenance and repair.
 Contractor’s list is maintained according to the nature of work.

65
 SELECTION PROCEDURE AT HOTEL JAYPEE PALACE

The procedure is concerned with screening relevant information

about an application . This information is secured in a number of
steps.

The prime objective is to find out enough about the applicant so

that he may be matched with the job.

THE STEPS OF SELECTION PROCESS ARE :

1). Firstly the candidates are invited through call letters for
interview.
2). And after that there is a direct personal interview through which
the candidates are assessed and selected for written test.
3). Those candidates who are selected in written test are called then
for final interview, group discussion and case study and finally
eligible candidates are selected.

At present, in Jaypee Hotel :

 The candidates for any specific job, selection body and

interview committee both sit together to select the
candidates.

 Interview rating sheet is distributed to all interviewers for

their rating and comments on candidates.

 All the rating sheets are combined together and than the
final candidates are selected.

 Call letters for appointment are issued.

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  And finally conformation letters are issued.

INDUCTION:

Selected candidates, on joining the company are introduced

with the company’s work environment, job, rules and
regulations.

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 RESEARCH METHODOLOGY

Methodology plays a key role in project work. It consist of

two steps:
1. RESEARCH DESIGN :
Research design is the basic frame work which
provide guidelines for the best of research process. It
basically involves

 COLLECTION OF THE DATA.

 WHAT SAMPLING PLAN SHOULD BE
USED.

2. SAMPLING PLAN:
a) Sampling size : 50 Employees
b) Sampling procedure : Random Stratified

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3.DATA COLLECTION METHODS:

These are the basic tools used for collection of data:

a) Questionnaire

b) Books

c) Personal interviews

SOURCES OF
DATA

PRIMARY SOURCE SECONDRY SOURCE

L M PRASAD

IGNOU
BOOKS

QUESTIONNAIRE JAYPEE
HOTEL’S
POLICIES

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 CONCLUSION

The conclusion from my point of view after studying the

Recruitment and Selection of Employees at Jaypee Hotel and after
gathering all the information is that Jaypee Hotel has a very
systematic recruitment and selection process. Hotel has an effective
procedure of inviting applications for employment for both
management staff and workers in experienced and inexperienced
grades.

Jaypee Hotel believes in the good institutes for the

recruitment of candidates. Jaypee Hotel approaches to different
institutes for campus recruitment. From these institutes candidates
are taken as management trainees and further trained by the
company for the period of one year.

Jaypee Hotel procedure is one of the best procedures to select

the good candidates. The personnel department plays an important
role in regulating all the activities before finally selecting candidates
till the end. Recruitment of permanent employees is done to update
authorized staff length, which is received monthly and which is
decided by personnel department.

In this way I’ve concluded that Jaypee Hotel has a fair and
effective method of Recruitment and Selection.

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 QUESTIONNAIRE

1. Personal Information

i. Name ____________

ii. Education ___________

a. Technical _____________

b. Professional_____________

iii Designation____________

iv Department ____________

v Experience ___________

2. How many years have you been associated

with the organization?

a. Less than 1 year __________

b. 1-5 years __________

c. 10 or more years __________

3. What are primary responsibilities you are

supposed to carry out?

a. __________

b. __________

c. ___________

4. Do you think that you possess the required

skills / knowledge necessary to carry out the

assigned duties?

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 Yes / No

If yes than to what extent you are able to carry

out these

responsibilities.

a. Fully

b. Partially

5. If Partially than can Training help you to

develop those skills / knowledge to perform

better?

Yes /No

6. What type of Training will help you?

a. Practically

b. Lecture

40

30

20 Se r i e s 1

10

0
P r a c ti c a l l y L ec tur e

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7. Do the Training helps you in improving you

efficiency?

Yes /No

8. Are you satisfied by the Training given in

Hotel?

a. Satisfied

b. Fully Satisfied

c. Not Satisfied

d. Satisfied to some extent

S at is f ied

Fully S at is f ied

N ot S at is f ied

S at is f ied t o s ome ext en t

9. Do you think that Training help you to do work

without

Supervision?

a. Yes ________

b. No ________

c. To some extent ________

10. How long the Training period should be?

a. 3 months b. 6 months c. 9 months d.

12 months

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11. Do you think that Training helps in

Organizational growth?

a. Yes b. No c. Moderate

BIBLIOGRAPHY

1. Research Methodology –Kothari C.R

2. Human Resource management – Dessler Gary

3. MAGZINES
4. NEWSPAPER
• HINDUSTAN TIMES
• TIMES OF INDIA

5. Internet.

 www. hrmanagement.com

 www.hotelindustry.com

 www.hrblogspot.com

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