A STUDY ON THE RECRUITMENT PROCESS IN NABIL FACTORY

A PROJECT REPORT Submitted to Mahatma Gandhi University In partial fulfillment of requirement for the award of Bachelors degree in business administration (BBA) Submitted by

HINA SHAIKH
(Enrollment no. 090084D103 REG NUMBER. 21954) (Under the guidance of Mrs. Sindhu Divakaran)

DEPARTMENT OF UNIVERSITY STUDIES POLYGLOT INSTITUTE OMAN LLC MARCH 2012

ACKNOWLEDGEMENT
I wish to express my sincere thanks and heartfelt gratitude to Mrs. Sindhu Divakaran for providing guidance and assistance in conducting this study. I take this opportunity to extend my sincere gratitude and thanks to the entire staff of National Biscuit Industries Ltd. SAOG (NABIL) for their co-operation. I have great pleasure in expressing my gratitude to our esteemed Prof. Aravindhakshan and to Dr. K. Vijay Kumar, Centre Coordinator of Department of University Studies and to all the faculty members of this institute.

HINA SHAIKH

DECLARATION

I, Hina Shaikh, third year BBA student of Mahatma Gandhi University, Polyglot Institute, Muscat, Oman do hereby declare that this management project titled "A STUDY OF RECRUITMENT PROCESS IN NABIL FACTORY " has been prepared by me, under the guidance of Mrs. Sindhu Divakaran, faculty of Dept of University studies (MG University), Polyglot Institute, Muscat, Oman in partial fulfillment of the requirement for the award of the degree of Bachelor of Business Administration. I also declare that this project report has not been submitted by me fully or partially for the award of any other degree, Diploma title or recognition before.

Place: Muscat, Oman Date: 18th feb,2012

Hina Shaikh

Counter Signed Center Coordinator of University Studies Polyglot Institute Muscat Sultanate of Oman

EXCECUTIVE SUMMARY

People form an integral part of the organization. The efficiency and quality of its people determines the fate of the organization. Hence choice of right people and placing them at right place becomes essential. Hiring comes at this point of time in the picture. Hiring is a strategic function for HR department. Recruitment and selection form the process of hiring the employees. Recruitment is the systematic process of generating a pool of qualified applicant for organization job. The process includes the step like HR planning attracting applicant and screening them. This step is affected by various factors, which can be internal as well as external. The organization makes use of various methods and sources for this purpose. Different organization adopts different approaches and techniques for their employees. To know the practical application of the employees hiring process, the analysis of Nabil factory was undertaken.

CONTENTS
PAGE NO. LIST OF TABLE LIST OF CHART CHAPTER 1: INTRODUCTION 1.1 BACKGROUND OF THE STUDY 1.2 MANUFACTURING 1.3 GLOBAL STRATEGIC BUSINESS REPORT CHAPTER -2 STATEMENTS OF THE PROBLEM 2.1 STATEMENT OF THE PROBLEM 2.2 PURPOSE OF STUDY 2.3 OBJECTIVES OF THE STUDY 2.4 HYPOTHESIS 2.5 SCOPE OF THE STUDY 2.6 LIMITATIONS OF THE STUDY CHAPTER 3 THEORITICAL PERSPECTIVES 3.1 INTRODUCTION 3.2 DEFINITION 3.3 PURPOSE AND IMPORTANCE OF RECRUITMENT 3.4 FACTORS AFFECTING RECRUITMEN 3.5 INTERNAL SOURCES 3.6EXTERNAL SOURCES 3.7 RECRUITMENT PROCESS 3.8 METHOD OF RECRUITMENT PROCESS 3.9 EFFECTIVNESS OF RECRUITMENT PROCESS 8 10 10 10 13 16 21 23 25 5 6 5 1 2 2

CHAPTER 4 COMPANY PROFILE 4.1 NATIONAL BISCUIT INDUSTRY LTD SAOG 4.2 HEIRARCHY OF ORGANISATI 4.3 PRODUCT LIST 4.4 ORGANISATION CHART 4.5 HUMAN RESOURCE CHART 4.6 CASH FLOW 4.7 COMPANY OWNER 4.8 FACILITIES PROVIDED 4.9 RECRUITMENT PROCESS OF NABIL 4.10 RECRUTMENT PROCESS CHART OF NABIL CHAPTER -5 METHODOLOGIES 5.1 TITLE OF THE STUDY 5.2 RESEARCH PROBLEM 5.3 RESEARCH METHODOLOGY CHAPTER-6 DATA ANALYSIS 6.1 TABLE 6.2 CHART 6.3 INFERENCE CHAPTER -7 FINDINGS CHAPTER-8 LIMITATION CHAPTER-9 CONCLUSIONS & RECOMMENDATION 55 59 61 38 38 38 40-55 27 27 28 29 30 31 33 33 33 36

CHAPTER-10 ANNEXURE BIBLIOGRAPHY QUESTIONNAIRE STATISTICAL TOOLS 65 68 72

LIST OF TABLE S.NO TITLE PAGE NO.

TABLE SHOWING WHICH SOURCE THE ORGANISATION RELYS ON

40

TABLE SHOWING IF THE EMPLOYEES AT NABIL ARE SATISFIED WITH THE RECRUITMENT SYSTEM

41

TABLE SHOWING IF THE RECRUITMENT SYSTEM IS TRANSPARENT AT ALL THE LEVELS OR NOT

43

TABLE SHOWING IF THE RECRUITMENT SYSTEM IS UNIFORM AT ALL THE LEVEL

44

TABLE SHOWING IF THE DEPT HEADS ARE CONSTITUTED IN THE INTERVIEW AT THE TIME OF RECRUITMENT PROCESS

45

TABLE SHOWING IF THE WRITTEN TEST GIVES REAL ADVANTAGE OR NOT

46

TABLE SHOWING IF THE RESPONDENT AGREE THAT THE DEPT HEAD IS EXPLORING AND IDENTYFING NEW OPPURTUNITIES FOR THE EXISTING EMPLOYEES

47

TABLE SHOWING IF THE EMPLOYEES ARE SATISFIED WITH THE BENEFITS GIVEN

48

TABLE SHOWING IF THE RECRUITMENT PROCESS IS MOTIVATING THE EMPLOYEES OR NOT

49

10

TABLE SHOWING IF THE EMPLOYEES ARE INVOLVED AT DECISION MAKING OR NOT

50

11

TABLE SHOWING IF THE DEPT HEADS ARE INTRESTED IN MOTIVATING THE EMPLOYEES OR NOT

51

LIST OF CHART S.NO TITLE PAGE NO.

CHART SHOWING WHICH SOURCE THE ORGANISATION RELYS ON

40

CHART SHOWING IF THE EMPLOYEES AT NABIL ARE SATISFIED WITH THE RECRUITMENT SYSTEM

42

CHART SHOWING IF THE RECRUITMENT SYSTEM IS TRANSPARENT AT ALL THE LEVELS OR NOT

43

CHART SHOWING IF THE RECRUITMENT SYSTEM IS UNIFORM AT ALL THE LEVEL

44

CHART SHOWING IF THE DEPT HEADS ARE CONSTITUTED IN THE INTERVIEW AT THE TIME OF RECRUITMENT PROCESS

45

CHART SHOWING IF THE WRITTEN TEST GIVES REAL ADVANTAGE OR NOT

46

CHART SHOWING IF THE RESPONDENT AGREE THAT THE DEPT HEAD IS EXPLORING AND IDENTYFING NEW OPPURTUNITIES FOR THE EXISTING EMPLOYEES

47

CHART SHOWING IF THE EMPLOYEES ARE SATISFIED WITH THE BENEFITS GIVEN

48

CHART SHOWING IF THE RECRUITMENT PROCESS IS MOTIVATING THE EMPLOYEES OR NOT

49

10

CHART SHOWING IF THE EMPLOYEES ARE INVOLVED AT DECISION MAKING OR NOT

50

11

CHART SHOWING IF THE DEPT HEADS ARE INTRESTED IN MOTIVATING THE EMPLOYEES OR NOT

51

CHAPTER-1 INTRODUCTION
1.1 Background of the study 1.2 Manufacturing 1.3 A global strategic business report

INTRODUCTION 1.1 BACKGROUND OF THE STUDY

Biscuits are a very significant part of the food industry in most countries of the world. A biscuit is a small baked product; the exact meaning varies markedly in different parts of the world. The origin of the word "biscuit" is from Latin via Middle French and means "cooked twice" (similar to the German Zwieback). Some of the original biscuits were British naval hard tack. That was passed down to American culture, and hard tack (biscuits) was made through the 19th century. Biscuit can flourish in any environment where there is a base population, in the immediate vicinity of the plant; a country with large population is well suited for a biscuit plant. Biscuit is most suited for local production. This factor alone has made India a big biscuit center. Biscuit Industry has flourished in India enormously over the years and is still growing phenomenally. This growth has funneled a growth of all faces of biscuit making in India. While the modern India is considered a centre for software development, many do not realize that one industry that has developed similar capabilities is Biscuit.

Some interesting facts on the origin of other forms of biscuits:

The recipe for oval shaped cookies (that are also known as boudoir biscuits, sponge biscuits, sponge fingers, Naples biscuits and Savoy biscuits) has changed little in 900 years and dates back to the house of Savoy in the 11th century France. Peter the Great of Russia seems to have enjoyed an oval-shaped cookie called "lady fingers" when visiting Louis XV of France. The macaroon - a small round cookie with crisp crust and a soft interior - seems to have originated in an Italian monastery in 1792 during the French Revolution. SPRING- uhr-lee, have been traditional Christmas cookies in Austria and Bavaria for centuries. They are made from a simple egg, flour and sugar dough and are usually rectangular in shape. These cookies are made with a leavening agent called ammonium carbonate and baking ammonia.

The inspiration for fortune cookies dates back to the 12th and 13th Centuries, when Chinese soldiers slipped rice paper messages into moon cakes to help co-ordinate their defense against Mongolian invaders.

1.2 MANUFACTURING
MIXING: This is a process where all ingredients are put together in right proportion for dough formation. These ingredients are then fed into Mixers where mixing is done and dough is prepared for molding .Major ingredients are flour, fat, sugar and others as per the product one would like to have. MOULDING: In this section we laminate the dough into sheet which then passes down to gauge rollers and sheet thickness achieved for cutting. Here we have a cutter or a molder as per the variety where one gets the shape and sizes of biscuits. BAKING: This is the area where we pass these molded wet biscuit into baking oven .The biscuits are baked on desired temperatures. Various type of heating are available now days as per the convenience and cost .Different type ovens are available COOLING: These baked biscuits are then passed on to cooling conveyors for natural cooling prior to packing .The temperatures are brought down to room temperatures PACKING: These biscuit are then stacked and fed into packing machine for packing. Different packing material are available for packing of these biscuit in different packs .slug packs , pouch pack or family packs etc. These packs are then put into secondary packaging like cartons to be transported to retailers.

1.3 A GLOBAL STRATEGIC BUISNESS REPORT

Bakery represents one of the traditional occupations globally and stands for conventional economic activity for various communities in several countries. Biscuits are highly popular across the world and people of all ages enjoy eating biscuits throughout the year. Europe and the United States dominate the world biscuits market, as stated by the new market research report on biscuits. However, growth in these regions clearly lags behind the projected market growth in emerging countries. Asia-Pacific represents the fastest growing market for sweet biscuits

represent the largest as well as fastest growing segment in the global biscuits market. Factors contributing to growth include urbanization and increasing awareness among people about the benefits offered by bakery products, among others.

Leading biscuits manufacturer are

Annas Pepparkakor AB Arnotts Biscuits Holdings Pty Limited Bahlsen GmbH & Co. KG Britannia Industries Ltd. Burton's Foods Ltd. Group Nutrexpa Lotus Bakeries NV Katies Cakes Kellogg Company Kraft Foods Inc.

CHAPTER-2

2.1 Statement of the problem 2.2 Purpose of the study 2.3 Objective of the study 2.4 Hypothesis 2.5 Scope of the study 2.6 Limitation

2.1 STATEMENT OF THE PROBLEM

This particular topic is selected to study the effective utilization and maximum development of human resource through recruitment process and to even know if the current recruitment process motivates the employees or not.

2.2 PURPOSE OF THE STUDY

The purpose of this study is also to find out the impact or effectiveness of recruitment process of Nabil factory. The purpose of conducting this study is to obtain the award of degree of Bachelor of Business Administration, from M.G. University, Kottayam.

2.3 OBJECTIVE OF THE STUDY

To know the recruitment pattern of Nabil factory To analyze the effectiveness of recruitment of the Nabil factory. To understand various HR tools used in handling recruitment process To study and identify how the present process affect organizational outcome

2.4 HYPOTHESIS
H0 = There is no relation between the existing recruitment process and employee motivation. H1 = There is a relation between the existing recruitment process and employee motivation.

2.5 SCOPE OF THE STUDY:

The scope of this study is respondents selected randomly, from the National Biscuit Industry Ltd SAOG. They included nationals and expatriates who work in Nabil factory, Muscat.

2.6 LIMITATIONS OF THE STUDY

Only 45 days were given to complete the project Transportation problem had emerged while travelling to the organization The organization did not give out complete details about their industry as most of it was confidential

CHAPTER 3
THEORITICAL PERSPECTIVES
3.1 INTRODUCTION 3.2 DEFINATION 3.3 PURPOSE AND IMPORTANCE OF RECRUITMENT 3.4 FACTORS AFFCTIONG RECRUITMENT 3.5 INTERNAL SOURCES 3.6 EXTERNAL SOURCES 3.7 RECRUITMENT PROCESS 3.8 METHOD OF RECRUITMENT 3.9 EFFECTIVNESS OF RECRUITMENT PROGRAMME

RECRUITMENT 3.1 INTRODUCTION

People are integral part of any organization today. No organization can run without its human resources. In todays highly complex and competitive situation, choice of right person at the right place has far reaching implications for an organizations functioning. Employee well selected and well placed would not only contribute to the efficient running of the organization but offer significant potential for future replacement. This hiring is an important function. The process of hiring begins with human resource planning (HRP) which helps to determine the number and type of people on organization needs. Job analysis and job design enables to specify the task and duties of hobs and qualification expected from prospective job HRP, job analysis, hob design helps to identify the kind of people required in an organization and hence hiring. It should be noted that hiring is an ongoing process and not confined to formative stages of an organization. Employees leave the organization in search of greener pastures, some retire and some die in the saddle. More importantly an enterprises grows, diversifies, take over the other units all necessitating hiring of new men and women. In fact the hiring function stops only when the organization ceases to exist.

WHAT DOES RECRUITMENT MEAN?

The word recruitment has many meaning and plays an important role. Employees leave the organization in search of greener pastures- some retire some die in saddle. The most important thing is that enterprise grows, diversifies, and takes over other units-all necessitating hiring of new men and women. In fact recruitment functions stop only when the organization ceases to exist. To understand recruitment in simple terms it is understood as process of searching for obtaining applications of job from among from which the right people can be selected. To define recruitment we can define it formally as it is a process of finding and attracting capable applicants for employment. The process begins when new recruit are sought and ends when their application are submitted. The result is a pool of applicants from which new employees are selected. Theoretically, recruitment process is said to end with receipt of

application in practice the activity extends to the screening applicants as to eliminate those who are not qualified for job

3.2 Definition of recruitment

According to Edwin B. Flippo, Recruitment is the process of searching the candidates for the employment and stimulating them to apply for job in the organization. Recruitment is the activity that links the employer and the job seekers.

3.3 Purpose and importance of recruitment

The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purposes are to: Determine the present and future requirement of the organization in conjunction with its personnel planning and job analysis activities; Increase the job pool of job candidates at minimum cost; Help increase the success rate of the selection process by reducing the number visibly under qualified or job application; Help reduce the probability that job applicants, once recruited selected, will leave the organization only after a short period of time; Meet the organizations legal and social obligation regarding the composition of its workforce; Being identifying and preparing potential job applicants who will be appropriate candidates; Increase organization individual effectiveness in the short term and long term; Evaluate the effectiveness of various recruiting technique and sources for all types of job applicants.

3.4 Factors affecting recruitment

There are a number of factors that affect recruitment. These are broadly classified into two categories: Internal factors External factors

Internal factor
The internal factors also called as endogenous factors are the factors within the organization that affect recruiting personnel in the organization. Some of these are: Size of the organization

The size of the organization affects the recruitment process. Larger organization finds recruitment less problematic than organization with smaller in size. Recruiting policy

The recruitment policy of the organization i.e. recruiting from internal sources and external sources also affect the recruitment process. Generally, recruitment through internal sources is preferred, because own employees know the organization and they can well fit in to the organization culture. Image of the organization

Image of the organization is another factor having its influence on the recruitment process of the organization. Good image of the organization earned by the number of overt and covert action by management helps attract potential and complete candidates. Managerial actions like good public relations, rendering public service like building roads, public parks, hospitals and schools help earn image or goodwill for organization. That is why chip companies attract the larger numbers of application. Image of the job

Better remuneration and working conditions are considered the characteristics of good image of a job. Besides, promotion and carrier development policies of organization also attract potential candidates.

External factors
Like internal factors, there are some factors external to organization, which have their influence on recruitment process. Some of these are given below: Demographic factors

As demographics factors are intimately related to human beings, i.e. employees, these have profound influence on recruitment process. Demographic factors include age, sex, Literacy, economics status etc Labor market

Labor market condition I.e. supply and demand of labor is of particular importance in affecting recruitment process. E.g. if the demand for specific skill is high relative to its supply is more than for particular skill, recruitment will be relatively easier. Unemployment situation

The rate of unemployment is yet another external factor its influence on the recruitment process. When the employment rate in an area is high, the recruitment process tends to simpler. The reason is not difficult to seek. The number of application is expectedly very high which makes easier to attract the best-qualified applications. The reserve is also true. With low rate of unemployment, recruiting process tend to become difficult Labor laws

There are several labor laws and regulations passed by the central and state governments that govern different type of employment. These cover working condition, compensation, retirement benefits, safety and health of employee in industrial undertakings. The child Labour Act, 1986; for example prohibits employment of children in certain employments. Similarly several other acts such as the Employment Exchange Act,1958; The Apprentice Act, 1961; the Factory Act,1948; and The Mines Act, 1952 deal with recruitment.

Legal consideration

Another external factor is legal consideration with regard to employment reservation of jobs for schedule tribes, and other backward class (OBC) is the popular examples of such legal consideration. The supreme court of India has given its verdict in favor of 50 per cent of jobs and seats. This is so in case admission in the educational institutions also.

3.5 Internal sources

Present employees: Promotions and transfer from among the present employees can be good sources of recruitment. Promotion implies upgrading of an employee to a higher position carrying higher status, pay and responsibilities. Promotion from among the present employees is advantageous because the employees promoted are well acquainted with the organization culture, they get motivated and it is cheaper also. Promotion from among the person employees also reduces the requirement of job training. However, the disadvantage lies in limiting the choice of the few people and denying hiring of outsiders who may be better qualified and skilled. Furthermore, promotion from among present employees also results in inbreeding, which creates frustration among those not promoted. Transfer refers to shifting an employee from one job to another without any change in the position/post, status and responsibilities. The need for transfer is felt to provide employees a broader and carried base, which is considered necessary for promotion. Job rotation involves transfer of employees from one job to another job on the lateral basis. Former employees: Former employees are another source of applicant for vacancies to be filled up in the organization. Retired or retrenched employees may be interested to e come back the company to work on the part time basis. Similarly, some former employees who had left the organization for any reason, any come back to work. This source has the advantages of hiring people whose performance is already known to the organization.

Employee referrals: This is yet another internal source of recruitment. The existing employees refer to the family members, friends and relatives to the company potential candidates for the vacancies to be filled up in the organization. This source serves as the most effective methods of recruiting people in the organizations because refer to those potential candidates who meet the company requirement known to them from their own experience. The referred individuals are expected to be similar in type in the of race and sex, for example, to those who are already working in the organization Previous applicant: This is considered as internal source in the sense that applications from the potential candidates are already lying with organization. Sometimes the organization contacts though mail or messengers these applicants to fill up the vacancies particularly for unskilled or semiskilled jobs.

EVALUATION OF INTERNAL SOURCES:

Let us, evaluate the internal source of recruitment. Obviously, it can be done in terms of its advantage and disadvantage the same are spelled out as follows:

ADVANTAGES:
The advantages of the internal source of recruitment include the following: Familiarity with own employees: weaknesses of its

The organization has more knowledge and familiarity with the strengths and own employees than of strange on unknown outsiders. Better use of the talent:

The policy of internal recruitment also provides an opportunity to the organization to make a better use of talents internally available and to develop them further and further.

Economical recruitment:

In case of internal recruitment, the organization does not need to spend much money, time and effort to locate and attract the potential candidates. Thus, internal recruitment proves to be economical, or say, inexpensive. Improves morale:

This method makes employees sure that they would be preferred over the outsiders as and when they filled up in the organization vacancies. A motivator:

The promotion through internal recruitment serves as a source of motivation for the employees to improve their carrier and income. The employees feel that organization feel that organization is a place where they can build up their life-long career. Besides, internal recruitment also serves as a means of attracting and retaining employees in the organization. DISADVANTAGES: The main drawback associated with the internal recruitment is as follows:

Limited choice:
Internal recruitment limits its choice to the talents available within the organization. Thus, it denies the tapping of talents available in the vast labor market outside the organization. Moreover, internal recruitment serves as a means for inbreeding, which is never healthy for the future organizations. Discourage competition:

In this system, the internal candidates are protected from competition by not giving opportunity to otherwise competent candidates from outside the organization. This in turn, develops a tendency among the employees to take the promotion without showing extra performance.

Stagnation of skills:

With the feeling that internal candidates will surely get promoted, their skill in the long run may become stagnant or obsolete. If so, productivity and sufficiency of the organization, in turn, decreases. Creates conflicts:

Conflicts and controversies surface among the internal candidates, whether or not they deserve promotion.

3.6 EXTERNAL SOURCES

External sources of recruitment lie outside the organization. These outnumber internal sources. The main ones are listed as follows: Employment exchanges: The national commission labor (1969) observed in its report that in the pre-independence era, the main source of labor war rural areas surrounding the industries. Immediately after independence, national employment services were established to bring employer and job seeker together. In response to it, the compulsory notification of vacancies act of 1959 (Commonly called employment exchange act) was instituted which become operative in 1960.the main functions of these employment exchanges with the branches in most cities are registration of job seeker and tier placement in the notified vacancies. It is obligatory for employer to inform about the outcome of selection within 15 days to the employment exchange. Employment exchange is particularly useful in recruiting blue-collar, white- collar and technical workers Employment agencies: In addition to the government agencies, there are number of private agencies that register candidates for employment and furnish a list of suitable candidates from the data bank as and when sought by the prospective employer. Generally, these agencies select personnel for supervisory and the higher levels. The main function of these agencies is to invite application and short-list the suitable candidates for the organization. Of course, the representative of the organization takes the final decision on selection. The employer organizations derive several

advantages through this source. The time saved in this method can be better utilized elsewhere by the organization. As the organizational identity remains unknown to the job speakers, it, thus, avoid receiving letters and attempts to influence. Advertisement: This method of recruitment can be used for jobs like clerical, technical, and managerial. The higher the position in the organization, the more specialized the skills or the shorter the supply of that resources in the labour market, the more widely dispersed the advertisement are likely to be. For instance, the search for a top executive might include advertisements in a national daily like the Hindu. Some employers/companies advertise their post by giving them post box number of the name of some recruiting agency. This is done to particular keep own identity secret to avoid unnecessary correspondence with the applicants. However the disadvantage of these blind advertisement, i.e., post box number is that the potential job seekers are the hesitant without unknowing the image of the organization, on the one hand, and the bad image/ reputation that the blind advertisement have received because of the organizations that placed such advertisements without position lying vacant just to know supply of labor/ workers in the labor market, on the other. While preparing advertisement, a lot of care has to be taken to make it clear and to the point. It must ensure that some self-selection among applicant take place and only qualified applicant responds the advertisement copy should be prepared by using a four-point guide called AIDA . The letters in the acronym denote that advertisement should attract Attention, gain Interest, arouse a Desire and result in Action. However, not many organizations mention complete detail about job positions in there advertisement. What happened is that ambiguously worded and broad-based advertisements may generate a lot irrelevant application, which would, by necessity, increasing the cost of processing them. Professional Associations: Very often, recruitment for certain professional and technical positions is made through professionals association also called Headhunters. Institute of Engineers, All India Management Association, etc., provide placement service to the members. The

professional associations prepare either list of jobseekers or publish or sponsor journal or magazines containing advertisements for their member. It is particularly useful for

attracting highly skilled and professional personnel. However, in India, this is not a very common practice and those few provide such kind service have not been able to generating a large number of application. Campus Recruitment: This is another source of recruitment. Though campus recruitment is a common phenomenon particularly in the American organizations, it has made rather recently. Of late, some organizations such as HLL, HCL, L&T, Citibank, Cadbury ANZ Grind lays, etc., in India have started visiting educational and training institute/ campuses for recruitment purposes. Many Institutes have regular placement cells / offices to serve liaison between the employer and the students. Tezpur Central University has one Deputy Director (Training and Placement) for purpose of campus recruitment and placement. The method of campus recruitment offers certain advantages to the employer organizations. First, the most of the candidates are available at one place; second, the interviews are arranged at short notice; third, the teaching is also met; fourth, it gives them opportunity to sell the

organization to a large students body who would be graduating subsequently. The disadvantages of this of recruitment are that organizations have to limit their selection to only entry positions and they interview the candidates who have similar education and experience, if at all. Deputation: Another source of recruitment is deputation I.e., sending an employees to another organization for the short duration of two to three years. This method of recruitment is practice in a pretty manner, in the Government department and public sector organization does not have to incurred the initial cast of induction and training. However, the

disadvantages of this of deputation is that deputation period of two/three year is not enough for the deputed employee to provide employee to prove his/her mettle, on the one hand, and develop commitment with organization to become part of it, on the other.

Word-of-mouth: Some organizations in India also practice the word-of-mouth method of recruitment. In this method , the word is passed around the vacancies or opening in the organization. Another form of word-of-mouth method of employee-pinching i.e., the employee working in another organization is offered by the rival organization. This method is economic, in terms of both time and money. Some of the organization maintain a file applications and sent a bio-data by a job seeker. These serve as a very handy as when there is vacancy in the organization. The advantage of this method is no cost involved in recruitment. However, the disadvantages of this method of recruitment are non- availability of the candidates when needed choice of candidates is restricted to a too small number. Raiding or Poaching: This is another sources of recruitment whereby the rival firm by offering terms and conditions, try to attract qualified employees to join the. This raiding is a common feature in the Indian organizations. For instance, service executive of HMT left to join Titan Watch Company, so also exodus of pilot from Indian Airlines to join the private air taxi operator. In fact, raiding has become challenge for the human resource manager. Besides these, walk - ins, contractors, radio and television, acquisitions and merger, etc., art some other sources of recruitment used by organization.

EVALUATION OF EXTERNAL SOURCES:

Like the internal source of recruitment, external sources are mixed of advantages and disadvantages

ADVANTAGES: Open process:

Being a more open process, it is likely to attract a large number of applicants/application. The in turn, widens it option of selection.

Availability of Talented Candidates:

With the large pool of applicants, it becomes possible for organization to have talented candidate from the outside. Thus, it introduces new blood in the organization. Opportunity to Select the Best Candidate:

With the large pool of applicants, selection process becomes competitive. This increases prospects for selection the best candidates. Provides healthy competition:

As the external members are supposed to be more trained and efficient. With such a background, they work with the positive attitude and greater vigor. This helps create healthy competition and conductive work environment in the organization. DISADVANTAGES: However, the external sources of recruitment suffer from certain disadvantages too, these are:

Expensive and time consuming:

This method of recruitment is both expensive and time consuming. There is no guarantee that organization will get good and suitable candidates. Unfamiliarity with the Organization:

As candidates some outside the organization, they are not familiar with tasks, job nature and the international scenario of the organization. Discourage the Existing Employee:

Existing employees are not sure to get promotion. This discourages them to do the hard work. This, in turn, boils down to decreasing productivity of the organization.

3.7 RECRUITMENT PROCESS

As stated earlier, recruitment is the process of location, identifying, and attracting capable applications for jobs available in an organization. Accordingly, the recruitment process comprises the following five steps: Recruitment planning; Strategy Development; Searching; Screening Evaluation and Control.

Recruitment Planning:
The first involved in the recruitment process is planning. Hire, planning involves to draft a comprehensive job specification for the vacant position, outline its major and minor responsibilities; the skills, experience and qualifications needed; grade and level of pay; starting date; whether temporary or permanent; and mention of special condition, if any, attached to the job to be filled.

Strategy Development:
Once it is known how many with what qualification of candidates are required, the next step involved in this regard is to device a suitable strategy for recruitment the candidates in the organization. The strategic considerations to be considered may include issues like whether to prepare the required candidates themselves or hire it from outside, what type of recruitment method to be used, what geographical area be considered, for searching the candidates, which source of recruitment to be practiced, and what sequence of activities to be followed in recruiting candidates in the organization.

Searching:
This step involves attracting job seeders to the organization. There are broadly two sources used to attract candidates. These are: Internal Sources External Sources.

Screening:
Through some view screening as the starting point of selection, we have considered it as an integral part of recruitment. The reason being the selection process starts only after the application have been screened and short listed. Let it be exemplified with an example. In the Universities, application is invited for filling the post of Professors. Application received in respond to invitation, i.e. advertisement are screened and short listed on the basis of

eligibility and suitability. Then, only the screened applicant are invited for seminar presentation and personal interview. The selection process starts from here, i.e., seminar presentation or interview. Job specification is invaluable n screening. Applications are screened against the qualification, knowledge, skills, abilities, interest and experience mentioned in the job specification. Those who do not qualify are straightway eliminated from the selection process. The techniques used for screening candidates are vary depending on the source of supply and method used for recruiting. Preliminary applications, de-selections tests and screening interviews are common techniques used for screening the candidates.

Evaluation and control:

Given the considerable involved in the recruitment process, its evaluation and control is, therefore, imperative. The costs generally incurred in a recruitment process include: Salary of recruiters; Cost of time spent for preparing job analysis, advertisement, etc; Administrative expenses; Cost of outsourcing or overtime while vacancies remain unfilled; Cost incurred in recruiting unsuitable candidates.

In view of above, it is necessary for a prudent employed to try answering certain questions like: Whether the recruitment methods are appropriate and valid? Whether the recruitment process followed in the organization is effective at all or not?

3.8 METHOD OF RECRUITMENT

Recruitment methods refer to the means by which an organization reaches to the potential job seeker. It is important to mention that the recruitment methods are different from the resources of recruitment. The major line of distinction between the two is that while the former is the means of establishing links with the prospective candidates, the latter is location where the prospective employees are available. Dunn and Stephen have broadly classified methods of recruitment into three categories. These are; Direct Method; Indirect Method; Third Party Method.

Brief descriptions of these are follows:

Direct Method:
In this method, the representatives of the organizations are sent to the potential candidates in the educational and training institutes. They establish contacts with the candidates seeking jobs. Person pursuing management, engineering, medical, etc. programmers are mostly

picked up the manner. Sometimes, some employer firm establishes with professors and solicits information about student with excellent academic records. Sending the recruiter to the conventions,

seminars, setting up exhibits at fairs and using mobile office to go to the desired centers are some other methods used establish direct contact with the job seekers.

Indirect Method;
Indirect methods include advertisements in the newspaper, on the radio and television, in professional journals, technical magazines, etc. this method is useful when Organization

does not find suitable candidates to be promoted to fill up the higher posts, When the organization want to reach out a vast territory, and When organization wants to fill up scientific, professional and technical posts. The experience suggests that the higher the position to be filled up in the organization, or the skill sought by the sophisticated one, the more widely dispersed advertisement is likely to be used to reach too many suitable candidates. Sometimes, many organizations go for what referred to as blind advertisement in which only Box No. is given and the identity of the organization is not disclosed. However, organizations with regional or national repute do not usually use blind advertisements for obvious reasons. While placing an advertisement to reach to the potential candidates, the following three points need to borne in mind: To visualize the type of the applicant one is trying recruit; To write out a list of the advantages the job will offer; To decide where to run the advertisement , i.e., newspaper with local, state, nationwide and international reach or circulation.

Third Party Method:

These include the use of private employment agencies, management consultants,

professional bodies pr associations, employee referral or recommendation, voluntary organization, trade banks, labor contractors, etc., to establish contact with the job seekers. Now, a question arises; which particular method is to be used to recruit employee in the organization? The answer to it is that it will depend on the policy of the particular firm, the position of the labor supply, the government regulations in this regard and agreements with labor organizations. Notwithstanding, the best recruitment method is to look first within the organization.

3.9 EFFECTIVENESS OF RECRUIITMENT PROGRAMME

Though there has so far not been evolved any formula such that makes recruitment programme necessitates having certain attributes such as: A well defined recruitment policy. A proper organizational structure. A well - laid down procedure for locating potential jobseekers A suitable method and technique for tapping and utilizing these candidates A continuous assessment of effectiveness of recruitment programme and

incorporation of suitable programme.

modifications from time to improve the effectiveness of the

An ethically sound fool-proof telling an applicant all about the job and its position, the firm to enable the candidate to judiciously decide whether or not to apply and join the firm, if selected.

CHAPTER 4
COMPANY PROFILE
4.1 National Biscuit Industries Ltd S.A.O.G 4.2 Members management 4.3 Cash flow 4.4 Recruitment process of NABIL 4.5 Recruitment process chart

4.1 NATIONAL BISCUIT INDUSTRIES LTD SAOG

National Biscuit Industries Ltd SAOG [NABIL] established in 1982 as a joint stock company for the manufacture of biscuits, wafers and Snack food products in the Sultanate of Oman. It has the state-of-the art manufacturing facilities for biscuits, Wafers and snack-extruded as well as pellets. The companys flagship brand Nabil is rated as the Best Brand in Oman and awarded SUPER BRAND certificate in the year 2009. The companys products are regularly exported to more than 45 countries across the globe, with a strong presence in the GCC countries. Export destinations include quality conscious market in North America, Australia, New Zealand, Singapore, Honk Kong and South Africa. Nabil is an ISO 22000: 2005 certified company which has HACCP system implemented. The company has won several awards on quality and export performance. Nabil is committed to providing their end customers with high quality product with a wide choice of flavors, packing and excellent service. MISSION AND VISION Bring joy to their customers all over the world. The aim at NABIL is to deliver outstanding value to their end customers by sourcing the best materials, maintaining the highest manufacturing standards, and stringent quality assurance systems. They shall Endeavour to foster a culture of excellence among their workforce as well as their products, ensuring lasting relationships with the extended family of distributors, and business associates.

4.2 Hierarchy of organization

BOARD OF DIRECTORS Chairman Vice chairman Director representing Oman Investment Service

Directors Directors Directors Directors

MANAGEMENT Chief Executive Officer Finance Manager Plant Manager Human Resource and Administration Manager

REGIONAL MARKETING MANAGER

4.3 PRODUCT LIST Crackers Cream biscuits Digestive biscuits Glucose Marie Milk & Malt Sweet & Salt Wafers Tea biscuit Mix nut cookies Snack- corn Nice biscuit

4.4 ORGANISATION CHART

CHAIRMAN

VICE - CHAIRMAN

DIRECTORS REPRESENTATIVE

DIRECTOR

DIRECTOR

DIRECTOR

DIRECTOR

C.E.O

FINANCE MANAGER

PRODUCTION MANAGER

HUMAN RESOURCE MANAGER

REGIONAL MARKETING MANAGER

4.5 HUMAN RESOURCE CHART

DIRECTOR OF HUMAN RESOURCE

DEPUTY DIRECTOR OF HR MANAGER STAFF MANAGER STAFF MANGER

PERSONAL ASSISTANCE

HR EXECUTIVE MANAGER

HR ADMINISTRATIVE MANAGER

HR MANAGER RECRUITMENT

HR MANAGER EMPLOYEE RELATION

CONTROL & PAYROLL

RECRUITMENT

4.6 CASH FLOW

2010(First Quarter) Other CF Operating Liabilities Paid Net Cash Used In Operating Actvities (Increase) Decrease of Fixed Assets Net Cash Used In Investing Activities Dividends Paid Increase (Decrease) in Accounts Payable Increase (Decrease) in loans (short-term) Other CF from financing Net Cash Used In Financing Activities Increase (decrease) in Cash Cash at the beginning of the period Cash at the end of the period 241.622 (67.864) 173.758 (3.883) (3.883) (66.989) (196.937) (263.926) (94.051) 205.958 111.907 2011(First Quarter) 540.094 (71.977) 468.117 (25.409) (25.409) (50) (261.241) (131) (442.241) 0.467 282.125 282.592

FINANCIAL STATEMENT
2010(First Quarter) 2011(First Quarter)

Balance Sheet

Accounts Receivables

2,092.689

2,107.744

Total Current Assets

3,155.148

3,155.838

Total Non Current Assets

3,666.02

3,376.513

Total Assets

6,821.168

6,532.351

Total Current Liabilities

3,086.237

3,150.941

Total Non Current Liabilities

1,641.545

1,196.201

Total Liabilities

4,727.782

4,347.142

Total Owners Equity

2,076.668

2,166.601

Total Owners Equity and minority interest

2,093.386

2,185.209

Total Liabilities & Owners Equity and minority interest

6,821.168

6,532.351

Cash Flow

Net Cash Used In Operating Activities

173.758

468.117

Net Cash Used In Investing Activities

(3.883)

(25.409)

Net Cash Used In Financing Activities

(263.926)

(442.241)

Increase (decrease) in Cash

(94.051)

0.467

Cash at the end of the period

111.907

282.592

4.7 COMPANY OWNERS

AMFIES HOLDING LTD (55.24%) OMAN INTERNATIONAL FOR INVESTMENTS (28.9%)

OTHER (15.84%) 4.8 FACILITES PROVIDED BY THE COMPANY

REFRESHMENT DURING OFFICE HOURS MEDICAL ALLOWANCE HOUSE RENT ALLOWANCE TRAVELL ALLOWANCE

4. 9 RECRUITMENT PROCESS OF NABIL BISCUIT FACTORY

MAN POWER RECRUITMENT As and when the need arises, the Manpower Requirement Form is dually filled by the HOD/Group Manager of the concerned department and forwarded to the HRD Department. The HRD Department initiates activity on the recruitment once the "Manpower Requirement" form is approved by MD. All "Manpower Requirement "Forms are maintained by the HRD Department. IDENTIFYING SOURCES OF RECRUITMENT On the basis of Manpower Requirement Form a recruitment source is identified. The source of recruitment could be external or internal. INTERNAL SOURCE OF RECRUITMENT Internal Transfer/Promotion with necessary screening, training and selection to meet the specified requirement. It would be desirable to utilize the internal sources before going outside to attract the candidates.

Job rotation suitable employees are transferred from one position to another which leads to better designation and power as well as responsibilities. Job rotation is done only at the top level management as they require reliable and trustworthy employees EXTERNA L SOURCES OF RECRUITMENT An external source of Recruitment is considered from the combination of the following options: CONSULTANT

Consultants are given the requirement specifying qualifications, experience and all other necessary details. In consultant we consider the employment agencies, educational and technical institute, casual, labor and mail applicants, trade unions and other sources. ADVERTISEMENT

All recruitment advertisements are placed centrally by the HRD Department. The advertisement is drafted by HRD Department in consultation with the concerned Department. All related documents of Advertisements released are maintained in the "Advertisement" file. SELECTION SCREENING/SHORTLISING received from consultants and/or from the advertisements released in

Resumes

Newspaper/Magazine are screened by HRD Department in consultation with the concerned department. INTERVIEW CALL

The shortlisted candidates are contacted for interview through an interview call letter/telephone call/e-mail or through the consultants

INTERVIEW SCHEDULE

Interview schedule is prepared and sent to the concerned Department's HOD, Interview panel and a copy is kept for HRD Department records. The Interview Schedule includes the following requirement. SELCTION OF THE CANDIDATE

The concerned HODs along with the HR manager selects the best candidate among the available applicants for the job OFFER LETTER

The candidate is offered an offer letter which has the salary, travel allowance and housing allowance and once the candidate accepts the offer letter the next step is followed VISA APPLICATION

Once the candidate accepts the offer the company provides them with a visa for 2 yrs that allows them to work in the firm legally.

4.10 RECRUITMENT PROCESS CHART OF NATIONAL BISCUIT INDUSTRY Ltd SAOG

VACANT POSITION IN THE ORGANISATION

RESUME DETAIL

REQUISITION PROCESS MANPOWER REQUISITION M

NO REQUISITION

REQUISITION APPROVED APPLICANT DATA DIRECT RECRUITMENT

APPLICATION SHORT LISTED

CALL FOR EVALUATION

EVALUATION PROCESS

REJECTION/HOLD

OFFER LETTER TO THE SELECTED CANDIDTAE

VISA APPLICATION (FOR EXPACTS)

CHAPTER 5
METHODOLOGY
5.1 TITLE OF THE STUDY 5.2 RESEARCH PROBLEM 5.3 RESEARCH METHODOLOGY

5.1 TITLE OF THE STUDY

A study on the recruitment process in Nabil factory

5.2 RESEARCH PROBLEM

A research problem is one which requires a researcher to find out the best solution for the given problem, i.e., to find out by which course of action the objective can be attained optimally in the context of a given environment.

5.3 RESEARCH METHODOLOGY

Primary and secondary data are used for study: Primary data collected data from random 50 employees working at Nabil. Primary data were collected with the help of structure questionnaire. Interaction with the staff and management of Nabil also helped in collecting information about the company and its future plans. Secondary data were collected from published records of company as well as from internet, magazines etc Data analysis the collected data were tabulated and analyzed with the help of mathematic and statistical tools. Hypothesis Hypothesis tested with chi square

CHAPTER 6
DATA ANALYSIS
6.1 Table 6.2 Chart 6.3 Inference

TABLE 6.1 TABLE SHOWING WHICH SOURCE THE ORGANIZATION MOSTLY RELIES ON SOURCE INTERNAL EXTERNAL TOTAL RESPONSE 12 38 50 PERCENTAGE 24 76 100

CHART 6.1 CHART SHOWING WHICH SOURCE THE ORGANIZATION MOSTLY REPLIES ON

80 70 60 50 40 30 20 10 0 internal external Series1

Inference: As we know that the Nabil mostly follows external sources for recruitment, thus, we find that 76 % of the employees say that the organization follows external sources of recruitment and only 24% of the employees say that the organization follows internal source.

TABLE 6.2 TABLE SHOWING IF THE EMPLOYEES AT NATIONAL BISCUIT INDUSTRIES LTD SAOG ARE SATISFIED WITH THE RECRUITMENT SYSTEM

SCALE EXCELLENT GOOD SATISFIED NOT AT ALL TOTAL

RESPONSE 8 22 8 12 50

PERCENTAGE 16 44 16 24 100

CHART 6.2 CHART SHOWING IF THE EMPLOYEES AT NATIONAL BISCUIT INDUSTRIES LTD SAOG ARE SATISFIED WITH THE RECRUITMENT SYSTEM

45 40 35 30 25 20 15 10 5 0 excellent good satisfied not at all Series1

INFRENCE: As Nabil follows external sources of recruitment 44% feel that its good because it brings in fresh talent and new ideas will be involved. 16% of the employees feel that the current recruitment system is excellent, 16% of the employees are satisfied and 24% of the employees are not at all satisfied with it because they feel internal recruitment should be given more importance as this can motivate the employees to perform better.

TABLE 6.3 TABLE SHOWING IF THE RECRUITMENT SYSTEM IS TRANSPARENT AT ALL THE LEVELS OR NOT TRANSAPRENCY NOT AT ALL TO SOME EXTENT TO GREAT EXTENT TOTAL RESPONSE 7 30 13 50 PERCENTAGE 14 60 26 100

CHART 6.3 CHART SHOWING IF THE RECRUITMENT SYSTEM IS TRANSPARENT AT ALL THE LEVELS OR NOT

60 50 40 30 20 10 0 not at all to some extent to great extent Series1

INFRENCE: 60% of the employees that come under the middle level management say that the recruitment process is transparent to some extent where as the top level management (26%) say that the recruitment process is transparent to great extent and only 14% of the employees which belong to the production level management feel that the recruitment process is not at all transparent.

TABLE 6.4 TABLE SHOWING IF THE RECRUITMENT PROCESS IS UNIFORM AT ALL THE LEVEL RESPONSE YES NO VARIES AS PER DEPT TOTAL RESPONSE 12 12 26 50 PERCENTAGE 24 24 52 100

CHART 6.4 CHART SHOWING IF THE RECRUITMENT PROCESS IS UNIFORM AT ALL THE LEVEL

60 50 40 30 20 10 0 yes no varies as per dept Series1

INFRENCE: The above chart shows the uniformity of the recruitment process which shows that 52% of the employees say that the recruitment process depends as per the department and 24% of the employees feel that the recruitment process is uniform at all the levels and the rest 24% of the employees do not feel that its uniform.

TABLE 6.5 TABLE SHOWING IF THE DEPT HEADS ARE CONSTITUTED IN THE INTERVEIW AT THE TIME OF RECRUITMENT PROCESS RESPONSE TOTALLY LINKED PARTIALL LINKED NOT AT ALL TOTAL RESPONDENT 37 13 0 50 PERCENTAGE 74 26 0 100

CHART 6.5 CHART SHOWING IF THE DEPT HEADS ARE CONSTITUTED IN THE INTERVEIW AT THE TIME OF RECRUITMENT PROCESS

80 70 60 50 40 30 20 10 0 totally linked partially linked not at all

Series1

INFRENCE: The above chart shows that 74% of the employees responded by saying that the department heads are totally linked with the interview at the time of recruitment and the rest 26% say that they are partially linked.

TABLE 6.6 TABLE SHOWING IF THE WRITTEN TEST GIVES THE REAL ADVANTAGE OR NOT RESPONSE NOT AT ALL SATISFIED TOTAL SATISFACTION TOTALLY GOOD EXCELLENT TOTAL RESPONDENT 25 15 2 8 0 50 PERCENTAGE 50 30 4 16 0 100

CHART 6.6 CHART SHOWING IF THE WRITTEN TEST GIVES THE REAL ADVANTAGE OR NOT

50 40 30 20 10 0 not at all satisfied highly good moderate excellent Series1

INFRENCE: The above chart shows that 50% of the employees feel that the written interview test does not give the real personality about the candidates, whereas, 30% of the employees are satisfied with the written test and 16% of the employees feel totally good about it and only 4% are totally satisfied about it.

TABLE 6.7 TABLE SHOWING IF THE RESPONDENTS AGREE THAT THE HR DEPT IS EXPLORING AND IDENTIFYING NEW OPPURTUNITIES FOR THE EXISTING EMPLOYEES RESPONSE YES NO SOMEWHAT TOTAL RESPONDENT 13 22 15 50 PERCENTAGE 26 44 30 100

CHART 6.7 CHART SHOWING IF THE RESPONDENTS AGREE THAT THE HR DEPT IS EXPLORING AND IDENTIFYING NEW OPPURTUNITIES FOR THE EXISTING EMPLOYEES

50 40 30 20 10 0 yes no somewhat Series1

INFRENCE: The above chart says that 44% of the employees feel that the HR department is not identifying or exploring new opportunities for the employees but 26% of the employees feel it is identifying and exploring new opportunities for them, whereas, 30% of the employees feel that they are somewhat trying to explore new opportunities.

TABLE 6.8 TABLE SHOWING IF THE EMPLOYEES ARE SATISFIED WITH THE BENEFITS GIVEN RESPONSE HIGHLY MOTIVATING MOTIVATING MODERATLY NO RESPONSE TOTAL RESPONDENT 18 15 11 6 50 PERCENTAGE 36 30 22 12 100

CHART 6.8 CHART SHOWING IF THE EMPLOYEES ARE SATISFIED WITH THE BENEFITS GIVEN

40 35 30 25 20 15 10 5 0 highly motivating motivating moderatly no response

Series1

INFRENCE: The above chart shows that a high percent of employees are highly motivated with the benefits given to them (36%) and 30 % find the benefits motivating. But they are those section employees who belong to the top level management. The middle level management who are 22% find the benefits motivating and the 12% of the employees did not respond to it.

TABLE 6.9 TABLE SHOWING IF THE RECRUITMENT PROCESS IS MOTIVATING THE EMPLOYESS OR NOT RESPONSE YES NO SOMEWHAT TOTAL RESPONDENT 10 20 20 50 PERCENTAGE 20 40 40 100

CHART 6.9 CHART SHOWING IF THE RECRUITMENT PROCESS IS MOTIVATING THE EMPLOYEES OR NOT

40 30 20 10 0 YES NO SOMEWHAT Series1

INFRENCE: The above chart shows that 20% of the employees are satisfied with current recruitment process another 40% are not happy with it and the rest 40% are somewhat happy with the existing recruitment process.

TABLE 6.10 TABLE SHOWING IF THE EMPLOYEES ARE INVOLVED AT DECISION MAKING OR NOT RESPONSES YES NO OCCASIONALLY TOTAL RESPONDENT 5 3 42 50 PERCENTAGE 10 6 84 100

CHART 6.10 CHART SHOWING IF THE EMPLOYEES ARE INVOLVED AT DECISION MAKING OR NOT

100 80 60 40 20 0 YES NO OCCASIONALLY Series1

INFRENCE: The above chart says that 84% of the employees are occasionally involved in the decision making process, 10% of the employees say that they are involved in the decision making process and 6% say that they are not involved in the decision making process.

TABLE 6.11 TABLE SHOWING IF THE HR DEPT ARE INTRESTED IN MOTIVATING THE EMPLOYEES OR NOT RESPONSES STRONGLY AGREE AGREE NEUTRAL DISAGREE TOTAL RESPONDENT 10 5 30 5 50 PERCENTAGE 20 10 60 10 100

CHART 6.11 CHART SHOWING IF THE HR DEPT ARE INTRESTED IN MOTIVATING THE EMPLOYEES OR NOT

60 50 40 30 20 10 0 STONGLY AGREE AGREE NEUTRAL DISAGREE

Series1

INFRENCE: The above chart says that 60% of the employees are neutral about the management being interested in employee motivation, 20% of the employees strongly agree with the statement, 10% agree with it and the rest 10% disagree with it.

Test of hypothesis
Statistical test of hypothesis is a process or procedure under which a statistical hypothesis is laid down and it is accepted or rejected on the basis of random sample drawn from the population. The test conducted to accept or to reject the hypothesis are known as statistical test of hypothesis. Commonly used statistical tests are Z-test, T-test, x2 test, F-test. In this study , x2 test is used for testing the hypothesis. The result is summarized below:

Chi square test between the existing recruitment process and employee motivation of
National Biscuit Industries Ltd SAOG

Hypothesis

H0 = There is no relation between the existing recruitment process and employee motivation. H1 = There is a relation between the existing recruitment process and employee motivation.

Test validity 5% significance level Test statistics

X
2

(Oi-Ei)2 __________ Ei

Computed value

Table 1-Observed Frequency (Oi)

HM EXCELLENT GOOD SATISFIED NOT AT ALL TOTAL 2 8 3 5 18 M 3 7 2 3 15 MO 2 4 2 3 11 N.R 1 3 1 1 6 TOTAL 8 22 8 12 50

Table 2-Expected Frequency (Ei)

HM EXCELLENT GOOD SATISFIED NOT AT ALL TOTAL 2.88 7.92 2.88 4.32 18

M 2.4 6.6 2.4 3.6 15

MO 1.76 4.84 1.76 2.64 11

NR 0.96 2.64 0.96 1.44 16

TOTAL 8 22 8 12 50

Solution table
(O-E)2
0.7744 0.0064 0.0144 0.4624 0.36 0.16 0.16 0.36 0.0576 0.7056 0.0576 0.1296 0.16 0.1296 0.16 0.1936

O
2 8 3 5 3 7 2 3 2 4 2 3 1 3 1 1

E
2.88 7.92 2.88 4.32 2.4 6.6 2.4 3.6 1.76 4.84 1.76 2.64 0.96 2.64 0.96 1.44

O-E
(0.88) 0.08 0.12 0.68 0.6 0.4 (0.4) (0.6) 0.24 (0.84) 0.24 0.36 0.04 0.36 0.04 0.44

(O-E) 2/E
0.269 8.080 0.005 0.108 0.15 0.024 0.067 0.1 0.032 0.146 0.032 0.050 0.167 0.050 0.167 0.134 9.575

TOTAL

Calculated Value = 9.575

Table value
Degree of freedom = (Row 1) * (Col 1) Degree of freedom = (4 1) * (4 1) = 9 at 5% significance

Table value = 16.919

Conclusion
A comparison between the calculated value (9.575) and the table value (16.919) of the chisquare reveals that the table value of chi-square is much more than its calculated value. So we accept the null hypothesis that is there is no relationship between existing recruitment process and employee motivation

CHAPTER 7 FINDINGS

FINDINGS
The data analyses that was done on the employees of National biscuit industry ltd SAOG, Showed that only 3.4% of the employees felt that the recruitment process of Nabil was excellent, where as 50% percent of the employees felt its good and 30% of the employees were not satisfied with it.

By the survey done it is shown that the recruitment process of Nabil varies as per the department as responded by 53% of the employees, whereas still 23% of the employees who feel that the recruitment process is uniform and the other 23.4% of the employees say that its not uniform. This proves that the employees are unaware about the recruitment process.

73.4% of the employees said that the department heads are totally linked with the interview at the time of recruitment and only 26.6% of the employees said that the department heads are partially linked.

It shows that only 20% of the employees are happy with the current recruitment system and 40% are not happy with it, whereas, 40% have no issues with the current existing recruitment system.

83.4% of the employees are occasionally involved in the decision making of their respective department and 10% of the employees are always involved with it and only 6.65% of the employees are not involved with the decision making process.

Only 20% of the employees strongly agree that the management is deeply concerned with employee motivation and 10% agree with the statement whereas 60% are playing neutral and 10% of the employees disagree with the statement.

CHAPTER 8 LIMITATION

LIMTATIONS
The most important limitation that was found was that Nabil does not have a flexible recruitment process as they opt for external sources mostly for the recruitment of employees Only at occasions the employees are involved at the time of decision making, only if , the management involves them for the decision making this will motivate the employees more

CHAPTER 9
CONCLUSION AND RECCOMENDATION

CONCLUSION AND RECCOMENDATION

Effective recruitment and selection process can give an organization a competitive edge over its competitors by saving both time and cost. National Biscuit Industries Ltd SAOG recruits major part of its employee form external source, especially form Newspaper Ads which cost them much. However, we have recommended some ideas that might help them to improve their recruitment and selection process. Outsourcing firm: The company may draw required personnel from outsourcing firms. The outsourcing firms help the organization by the initial screening of the candidates according to the needs of the organization and creating a suitable pool of talent for the final selection by the organization as per their needs. Poaching/Raiding: Buying talent (rather than developing it) is the latest method being followed by the organizations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organization might be a competitor in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate. But it is seen as an unethical practice and not openly talked about. Some other recommendations about recruitment process of Nabil are as follow: Nabil should consider different factors like cost of living, taxation, family requirements etc in recruiting people. Several days orientation programmes should be undertaken to provide a clear picture about the organization, its culture, rules and regulation, employees and management body. They should exercise their recruitment policy and should focus on recruiting best potential people. It should also focus to aid and encourage employees in realizing their full potential.

CONCLUSION
The globalization of business is forcing managers to struggle with complex issues as they seek to gain or sustain a competitive advantage. National Biscuit Industries Ltd SAOG (NABIL) is one of the large biscuit company in Oman. They enjoy outstanding recruitment and selection practices in each successful employee hired. So, their hires are better fits in their work groups. They also share values, traits and behaviors that are highly regarded for success in the organization. They reach the qualified applicants through the use of innovative recruiting channels. Traditionally, employers have focused on assessment methods that are highly correlated to the content of the job, hence most able to predict ability to perform the required duties and tasks. However, organizations have come to realize that success of the candidate hinges on more than just the ability to carry out tasks and duties well. The foundation of superior performance lies in the synergy created by a close fit with the work group and with the organization culture. No process is complete without an evaluation of its success.

CHAPTER 10
BIBLIOGRAPHY AND ANNEXURE

BIBLIOGRAPHY BOOKS:
1. C.R Kothari: Research Methodology methods and techniques , 2nd edition , New Age International (P) limited , Publishers, 4835/24, Ansari Road, Daryaganj, New Delhi 110002 2. H.R Ramanath, Research Methodology & Operations Research, Himalaya Publishing House , Bangalore, 2010 3. Ranjit Kumar, Research Methodology , 3rd edition , Sage Publication, New Delhi 110002, 2011 4. S.P Gupta, Statistical Methods, Sultan Chand & Sons, New Delhi 110002, 2010 5. Anju Khandelwal, Business Statistics, New Age International Private limited new Delhi 110002 2011 6. Dr J.K. Tyagi, Business Statistical, Khanna Book Publication Co. Private limited New Delhi 110002 7. Tanuja Agarwal, Strategic Human Resource Management, Oxford University Press, New Delhi 110002, 2009 8. Cynthia D. Fisher; Lyle F. Schrenfeldt; James B. Shaw, Human Resource Management, biztantra , New Delhi 110002 , 2009 9. Gary Dessler; Biju Varkkey, Human Resource Management , Manipal Press, New Delhi 11002, 2009

WEBSITES
1) www.nabilbiscuits.com 2) www.wikipedia.com 3) www.askme.com 4) www.google.com 5) www.ehow.com 6) www.air.org

ANNEXURE-1
QUESTIONNAIRE

QUESTIONNAIRE NAME: OCCPATION: AGE: 1) Which source your organization rely heavily on for recruitment? Internal External 2) Are you satisfied with the recruitment system at National biscuit Industry Ltd? Excellent Good Satisfied Not at all 3) Is the recruitment system transparent at all level? Not at all To some extent To great extent 4) Is the recruitment process uniform at all the level? Yes No Varies as per department 5) Whether the department heads are constituted in the interview at the time of recruitment process? Totally linked

 Partially linked Not at all 6) Does the written test design gives real advantage or satisfaction? Not at all Satisfied Highly satisfied Moderately Excellent 7) Do you agree that the HR department is also to identify and explore new opportunities for the existing employees? Yes No Somewhat 8) Are you satisfied with the benefits provided by the organization? Yes No Somewhat 9) Does the current existing recruitment process is motivating the employees of Nabil? Highly motivating Motivating Moderately No response

10)

Are the employees involved in the decision

making if their recruitment department?

 Yes No Occasionally 11) motivating the employees? Strongly agree Agree Neutral disagree Management is really interested in

ANNEXURE-II STATISTICAL TOOLS

CHI SQUARE TEST

CHI-SQUARE TEST-X2
a) Chi Square test- A chi-square test is a statistical test commonly used for testing independence and goodness of fit. Testing independence determines whether two or more observations across two populations are dependent on each other (that is, whether one variable helps to estimate the other). Testing for goodness of fit determines if an observed frequency distribution matches a theoretical frequency distribution. In both cases the equation to calculate the chi-square statistic is X2=(Oi-Ei)2 ___________ Ei Where Oi equals the observed frequency and Ei the expected frequency. The results of a chi-square test, along with the degrees of freedom, are used with a previously calculated table of chi-square distributions to find a p-value. The p-value can then be used to determine the significance of the test. The quantity X2 describes the magnitude of the discrepancy between theory and observations. X2 is defined as below: X2 (Oi-Ei) 2
___________

Ei Where Oi= Observed Frequency Ei= Expected Frequency

1) Ei is calculated using the following formula: Ei=RT x CT _________ N Where Ei= Expected Frequency RT= Row total for the row containing the cell CT= Column total for the column containing the cell N= Total number of observations 1) Oi has been found out through the Questionnaire The calculated value of X2 is compared with the value for the given degree of freedom at a certain specific level of significance. If the calculated value of X2 is more than the table of X2, the difference between theory and observations is considered to be significance. While comparing the calculated value of X2 with the table value we have to determine the degree of freedom. Degree of freedom means the number of classes to which the value can be assigned randomly or it will without violating the limitation place. The degree of freedom for all the cell frequencies equal to (R-1) x (C-1) where C refers to columns and R refers to rows. In this study X2 is worked out at 95% confidence level. For the purpose of analysis of the relevant data, a null hypothesis and alternative hypothesis is established and the significance level is selected for rejection of null hypothesis. If table value is greater than the calculated value we accept the null hypothesis(Ho) and reject the null hypothesis and accept the alternative hypothesis(H1)

ANNEXURE ABBREVIATION

ABBREVIATION 1) NABIL NATIONAL BISCUIT INDUSTRY LTD SAOG