ankur option
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ACKNOWLEDGEMENT
This project has been a great learning experience for me and I would like to
express my gratitude towards all those who guided me throughout, and without
whose guidance and support, this project would not have been completed
successfully.
I would specially like to thank my guide at Ms Divya Chandna for their
continuous support, encouragement and guidance during the project
.
My sincere gratitude to Krishna Maruti Employees who has been a source of
knowledge and inspiration for me.
I would like to thank all those people have directly or indirectly helped me in the
successful completion of this project.
Swadesh Kaur
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PREFACE
Project work is conducted as an integral part of the management course. It
provides an opportunity to apply the theoretical aspect in practical it givers on
excellent opportunity to a student to apply his ability, capability, intellect,
knowledge, brief reasoning and mantle by giving a solution to the assigned
problem, which reflects his caliber.
One cannot depend upon theoretical knowledge it has to be coupled with
practical for it to be faithful, classroom, lecture must be camel abed with the
practical training in company, has a significance role play in the subject of
business management. To develop managerial and administrative skill. It is
necessary that they combine their classroom learning with the knowledge of real
business environment.
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TABLE OF CONTENT
1. CONCEPTUAL FRAMEWORK
2. BRIEF HISTORY OF ORGANIZATION
3. PERFORMATION OF THE ORGANIZATION
4. PRODUCT & SERVICE
5. OVERALL PERFORMANCE
6. PROBLEM OF ORGANIZATION
7. REVIEW OF LITERATURE
8. RATIONALE
9. OBJECTIVES OF STUDY
10. RESEARCH METHODOLOGY
11. DATA ANALYSIS
12. RESULT & DICUSSION
13. SUGESSION & IMPLICATION
14. CONCLUSION
15. BIBLIOGRAPHY
.
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CONCEPTUAL FRAMEWORK
A conceptual framework is used in research to outline possible courses of
action or to present a preferred approach to an idea or thought. For example, the
philosopher Isaiah Berlin used the 'hedgehogs' versus 'foxes' approach; a
'hedgehog' might approach the world in terms of a single organizing principle; a
'fox' might pursue multiple conflicting goals simultaneously. Alternatively, an
empiricist might approach a subject by direct examination, whereas an intuitionist
might simply intuit what's next.
Conceptual frameworks (theoretical frameworks) are a type of intermediate
theory that attempt to connect to all aspects of inquiry (e.g., problem definition,
purpose, literature review, methodology, data collection and analysis).
Conceptual frameworks can act like maps that give coherence to empirical
inquiry. Because conceptual frameworks are potentially so close to empirical
inquiry, they take different forms depending upon the research question or
problem.
Recruitment
> The process of attracting individuals in sufficient numbers with the right
skills and at appropriate times to apply for open positions within the
organization.
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The aim of recruitment is to attract qualified job candidates. We stress the word
qualified because attracting applicants who are unqualified for the job is a costly
waste of time. Unqualified applicants’ needs to be processed can perhaps even
tested or interviewed before it can be determined that they are not qualified. To
avoid these lots, the recruiting effort should be targeted solely at applicants who
have basic qualifications for jobs.
Recruitment means announcing job opportunities to the public in such a way that
a good number of suitable people will apply for them.
Recruitment need fall into three board categories – planned, Anticipated and
unexpected. The planned needs arises from changes in organizational decisions
and retirement policies, unexpected needs arise from individuals, decisions to
leave the company and from it health, accidents or deaths. The anticipated
category comprises those jobs which the requisition by standing trends within
and outside the company
Recruitment is defined as, “a process to discover the sources of manpower to
meet the requirements of the staffing schedule and to employ effective measures
for attracting that manpower in adequate numbers to facilitate effective selection
of an efficient workforce.” Edwin B. Flippo defined recruitment as “the process of
searching for prospective employees and stimulating them to apply for jobs in the
organization.” Recruitment is a ‘linking function’-joining together those with jobs
to fill and those seeking employer with a view to encourage the former to apply
for a job with the latter.
In order to attract people for the jobs, the organization must communicate the
position in such a way that job seekers respond. To be cost effective, the
recruitment process should attract qualified applicants and provide enough
information for unqualified persons to self-select themselves out.
Thus, the recruitment 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.
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Learning Objectives
At the end of this module, students will understand the:
> Methods used by organizations to recruit and select employees.
> Legal issues that affect recruitment and selection.
> HR’s role in the recruitment and selection process.
> Role of supervisors and peers in the recruitment and selection of
team members.
PURPOSES AND IMPORTANCE
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 requirements of the organization in
conjunction with its personnel-planning and job-analysis activities.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of the selection process by reducing the
number of visibly, under qualified or overqualified job applicants.
Help reduce the probability that job applicants, once recruited and
selected, will leave the organization only after a short period of time.
Begin identifying and preparing potential job applicants who will be
appropriate candidates.
Induct outsiders with a new perspective to lead the company.
Infuse fresh blood at all levels of the organization.
Develop an organizational culture that attracts competent people to the
company.
Search or head hunt/head pouch people whose skills fit the company’s
values. Devise methodologies for assessing psychological traits.
Search for talent globally and not just within the company.
Design entry pay that competes on quality but not on quantum.
Anticipate and find people for positions that do not exist yet.
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Increase organizational and individual effectiveness in the short term and
long term.
Evaluate the effectiveness of various recruiting techniques and sources for
all types of job applicants.
Recruitment represents the first contact that a company makes with potential
employees. It is through recruitment that many individuals will come to know a
company, and eventually decide whether they wish to work for it. A well-planned
and well-managed recruiting effort will result in high quality applicants, whereas,
a haphazard and piecemeal effort will result in mediocre ones. High-quality
employees cannot be selected when better candidates do not know of job
openings, are not interested in working for the company and do not apply. The
recruitment process should inform qualified individuals about employment
opportunities, create a positive image of the company, provide enough
information about the jobs so that applicants can make comparisons with their
qualifications and interests, and generate enthusiasm among the best candidates
so that they will apply for the vacant positions.
The negative consequences of a poor recruitment process speak volumes about
its role in an organization. The failure to generate an adequate number of
reasonably qualified applicants can prove costly in several ways. It can greatly
complicate the selection process and may result in lowering of selection
standards. The poor quality of selection means extra cost on training and
supervision. Furthermore, when recruitment fails to meet the organizational
needs for talent, a typical response is to raise entry-level pay scales. This can
distort traditional wage and salary relationships in the organization, resulting in
avoidable consequences. Thus, the effectiveness of a recruitment process can
play a major role in determining the resources that must be expended on other
HR activities and their ultimate success.
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SUB-SYSTEMS OF RECRUITMENT
The recruitment process consists of the following four sub-functions:-
Finding out and developing the sources where the required number and
kind of employees will be available.
Developing suitable techniques to attract the desirable candidates.
Employing the techniques to attract candidates.
Stimulating as many candidates as possible and asking them to apply for
jobs irrespective of the number of candidates required.
Management has to attract more candidates in order to increase the selection
ratio so that the most suitable candidate can be selected out of the total
candidates available. Recruitment is positive as it aims at increasing the number
of applicants and selection is somewhat negative as it selects the suitable
candidates in which process; the unsuitable candidates are automatically
eliminated. Though, the function of recruitment seems to be easy, a number of
factors make performance of recruitment a complex one.
FACTORS AFFECTING RECRUITMENT
The following are the 2 important factors affecting Recruitment:-
1) INTERNAL FACTORS
Recruiting policy
Temporary and part-time employees
Recruitment of local citizens
Engagement of the company in HRP
Company’s size
Cost of recruitment
Company’s growth and expansion
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2) EXTERNAL FACTORS
Supply and Demand factors
Unemployment Rate
Labor-market conditions
Political and legal considerations
Social factors
Economic factors
Technological factors
Recruitment policy of any organization is derived from the personnel policy of the
same organization. In other words the former is a part of the latter. However,
recruitment policy by itself should take into consideration the government’s
reservation policy, policy regarding sons of soil, etc., personnel policies of other
organizations regarding merit, internal sources, social responsibility in absorbing
minority sections, women, etc. Recruitment policy should commit itself to the
organization’s personnel policy like enriching the organization’s human resources
or servicing the community by absorbing the retrenched or laid-off employees or
casual/temporary employees or dependents of present/former employees, etc.
The following factors should be taken into consideration in formulating
recruitment policy. They are:-
Government policies
Personnel policies of other competing organizations
Organization’s personnel policies
Recruitment sources
Recruitment needs
Recruitment cost
Selection criteria and preference
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IMPACT OF PERSONNEL POLICIES ON RECRUITMENT POLICIES
Recruitment policies are mostly drawn from personnel policies of the
organization. According to Dale Yodar and Paul D. Standohar, general personnel
policies provide a wide variety of guidelines to be spelt out in recruitment policy.
After formulation of the recruitment policies, the management has to decide
whether to centralize or decentralize the recruitment function.
CENTRALISED V/s DECENTRALISED RECRUITMENT
Recruitment practices vary from one organization to another. Some organizations
like commercial banks resort to centralized recruitment while some organizations
like the Indian Railway resort to decentralized recruitment practices. Personnel
department at the central office performs all the functions of recruitment in case
of centralized recruitment and personnel departments at unit level/zonal level
perform all the functions of recruitment concerning to the jobs of the respective
unit or zone.
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MERITS OF CENTRALISED RECRUITMENT
Average cost of recruitment per candidate/unit should be relatively less
due to economies of scale.
It would have more expertise available to it.
It can ensure broad uniformity among human resources of various
units/zones in respect of education, skill, knowledge, talent, etc.
It would generally be above malpractices, abuse of powers, favoritism,
bias, etc.
It would facilitate interchangeability of staff among various units/zones.
It enables the line managers of various units and zones to concentrate
on their operational activities by relieving them from the recruiting
functions.
It enables the organization to have centralized selection procedure,
promotional and transfer procedure, etc.
It ensures the most effective and suitable placement to candidates.
It enables centralized training programmes which further brings uniformity
and minimizes average cost of staff.
MERITS OF DECENTRALISED RECRUITMENT
The unit concerned concentrates only on those sources/places wherein
normally gets the suitable candidates. As such the cost of recruitment
would be relatively less.
The unit gets most suitable candidates as it is well aware of the
requirements of the job regarding culture, traditional, family background
aspects, local factors, social factors, etc.
Units can recruit candidates as and when they are required without any
delay.
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The units would enjoy freedom in finding out, developing the sources, in
selecting and employing the techniques to stimulate the candidates.
The unit would relatively enjoy advantage about the availability of
information, control and feedback and various functions/processes of
recruitment.
The unit would enjoy better familiarity and control over the employees it
recruits rather than on employees selected by the central recruitment
agency.
Both the systems of recruitment would suffer from their own demerits. Hence, the
management has to weigh both the merits and demerits of each system before
making a final decision about centralizing or decentralizing the recruitment.
Alternatively management may decentralize the recruitment of certain categories
of employees preferably middle and top level managerial personnel and
centralize the recruitment of other categories of employee’s preferably lower level
positions in view of the nature of the jobs and suitability of those systems for
those categories of positions. The management has to find out and develop the
sources of recruitment after deciding upon centralizing or decentralizing the
recruitment function.
METHODS OF RECRUITMENT
The following are the most commonly used methods of recruiting people.
INTERNAL METHODS:
1. Promotions and Transfers
This is a method of filling vacancies from within through transfers and
promotions.
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A transfer is a lateral movement within the same grade, from one job to another.
It may lead to changes in duties and responsibilities, working conditions, etc., but
not necessarily salary.
Promotion, on the other hand, involves movement of employee from a lower level
position to a higher level position accompanied by (usually) changes in duties,
responsibilities, status and value. Organizations generally prepare badli lists or a
central pool of persons from which vacancies can be filled for manual jobs. Such
persons are usually passed on to various departments, depending on internal
requirements. If a person remains on such rolls for 240 days or more, he gets the
status of a permanent employee as per the Industrial Disputes Act and is
therefore entitled to all relevant benefits, including provident fund, gratuity,
retrenchment compensation.
2. Job Posting
Job posting is another way of hiring people from within. In this method, the
organization publicizes job opening on bulletin boards, electronic method and
similar outlets. One of the important advantages of this method is that it offers a
chance to highly qualified applicants working within the company to look for
growth opportunities within the company to look for growth opportunities within
the company without looking for greener pastures outside.
3. Employee Referrals
Employee referral means using personal contacts to locate job opportunities. It is
a recommendation from a current employee regarding a job applicant. The logic
behind employee referral is that “it takes one to know one”. Employees working
in the organization, in this case, are encouraged to recommend the names of
their friends, working in other organizations for a possible vacancy in the near
future. In fact, this has become a popular way of recruiting people in the highly
competitive Information Technology industry nowadays. Companies offer rich
rewards also to employees whose recommendations are accepted – after the
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routine screening and examining process is over – and job offers extended to the
suggested candidates. As a goodwill gestures, companies also consider the
names recommended by unions from time to time.
Campus Recruitment
It is a method of recruiting by visiting and participating in college campuses and
their placement centers. Here the recruiters visit reputed educational institutions
such as IITs, IIMs, colleges and universities with a view to pick up job aspirants
having requisite technical or professional skills. Job seekers are provided
information about the jobs and the recruiters, in turn, get a snapshot of job
seekers through constant interchange of information with respective institutions.
A preliminary screening is done within the campus and the short listed students
are then subjected to the remainder of the selection process. In view of the
growing demand for young managers, most reputed organizations (such as
Hindustan Lever Ltd., Proctor & Cable, Citibank, State Bank of India, Tata and
Birla group companies) visit IIMs and IITs regularly and even sponsor certain
popular campus activities with a view to earn goodwill in the job market.
Advantages of this method include: the placement centre helps locate applicants
and provides resumes to organizations; applicants can be prescreened;
applicants will not have to be lured away from a current job and lower salary
expectations. On the negative front, campus recruiting means hiring people with
little or no work experience.
The organizations will have to offer some kind of training to the applicants,
almost immediately after hiring. It demands careful advance planning, looking
into the placement weeks of various institutions in different parts of the country.
Further, campus recruiting can be costly for organizations situated in another city
(airfare, boarding and lodging expenses of recruiters, site visit of applicants if
allowed, etc.). If campus recruitment is used, steps should be taken by human
resource department to ensure that recruiters are knowledgeable concerning the
jobs that are to be filled and the organizations and understand and employ
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effective interviewing skills. Guidelines for campus recruiting: companies using
college campuses as recruitment source should consider the following
guidelines:
Identify the potential candidates early: The earlier that candidate with top
potential can be identified, the more likely the organization will be in a
position to attract them.
Employ various means to attract candidates: These may include providing
research grants; consulting opportunities to faculty members, funding
university infrastructural requirements, internships to students, etc. in the
long run these will enhance the prestige of the company in the eyes of
potential job seekers.
Use effective recruitment material: Attractive brochures, films, computer
diskettes, followed by enthusiastic and effective presentations by company
officials, correspondence with placement offices in respective campus in a
friendly way – will help in booting the company image in the eyes of the
applicants. The company must provide detailed information about the
characteristics of entry – level positions, especially those that have had a
major positive impact on prior applicants’ decisions to join the company.
Offer training to campus interviews: Its better to devote more time and
resources to train on campus interviewers to answer specific job – related
questions of applicants.
Come out with a competitive offer: Keep the key job attributes that
influence the decisions of applicants such as promotional avenues,
challenging assignments, long term income potential, etc., while talking to
candidates.
Indirect methods:-
Advertisements:-
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These include advertisements in newspapers; trade, professional and technical
journals; radio and television; etc. in recent times, this medium has become just
as colorful, lively and imaginative as consumer advertising. The ads generally
give a brief outline of the job responsibilities, compensation package, prospects
in organizations, etc.
This method is appropriate when (a) the organization intends to reach a large
target group and (b) the organizations wants a fairly good number of talented
people – who are geographically spread out. To apply for advertised vacancies
let’s briefly examine the wide variety of alternatives available to a company – as
far as ads are concerned:
Newspaper Ads: Here it is easy to place job ads without much of a lead
time. It has flexibility in terms of information and can conveniently target a
specific geographic location. On the negative side, newspaper ads tend to
attract only those who are actively seeking employment at that point of
time, while some of the best candidates who are well paid and challenged
by their current jobs may not be aware of such openings. As a result, the
company may be bombarded with applications from a large number of
candidates who are marginally qualified for the job –adding to its
administrative burden. To maintain secrecy for various reasons (avoiding
the rush, sending signals to competitors, cutting down expenses involved
in responding to any individual who applies, etc.), large companies with a
national reputation may also go in for blind-box ads in newspapers,
especially for filling lower level positions. In a blind-box ad there is no
identification of the advertising organization. Job aspirants are asked to
respond to a post office box number or to an employment firm that is
acting as an agent between the job seekers and the organization.
Television and radio ads: These ads are more likely to each individual who
are not actively seeking employment; they are more likely to stand out
distinctly, they help the organization to target the audience more
selectively and they offer considerable scope for designing ads creatively.
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However, these ads are expensive. Also, because the television or radio is
simply seen or heard, potential candidates may have a tough time
remembering the details, making application difficult.
Third Party Methods
Private Employment Search Firms:-
As search firm is a private employment agency that maintains
computerized lists of qualified applicants and supplies these to employers
willing to hire people from the list for a fee. Firms like Arthur Anderson,
Boble and Hewitt, ABC consultants, SB Billimoria, KPMG; Ferguson
Associates offers specialized employment-related services to corporate
houses for a fee, especially for top and middle level executive vacancies.
AT the lower end, a number of search firms operate – providing
multifarious services to both recruiters and the recruiters.
Employment Exchanges:-
AS a statutory requirement, companies are also expected to notify
(wherever the Employment Exchanges Act, 1959, applies) their vacancies
through the respective Employment Exchanges, created all over India for
helping unemployed youth, displaced persons, ex-military personnel,
physically handicapped, etc. AS per the Act all employers are supposed to
notify the vacancies arising in their establishments form time to time – with
certain exemptions – to the prescribed employment exchanges before
they are filled. The Act covers all establishments in public sector and
nonagricultural establishments employing 25 or more workers in the
private sector. However, in view of the practical difficulties involved in
implementing the provisions of the Act (such as filing a quarterly return in
respect of their staff strength, vacancies and shortages, returns showing
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occupational distribution of their employees, etc.) many organizations
have successfully fought court battles when they were asked to pick up
candidates from among those sponsored by the employment exchanges.
Gate Hiring and Contractors:-
Gate hiring (where job seekers, generally blue collar employees, present
themselves at the factory gate and offer their services on a daily basis),
hiring through contractors, recruiting through word-of-mouth publicity are
still in use – despite the many possibilities for their misuse –in the small
scale sector in India.
Unsolicited Applicants / Walk-ins:-
Companies generally receive unsolicited applications from job seekers at
various points of time; the number of such applications depends on
economic conditions, the image of the company and the job seeker’s
perception of the types of jobs that might be available etc. Such
applications are generally kept in a data bank and whenever a suitable
vacancy arises, the company would intimate the candidates to apply
through a formal channel. One important problem with this method is that
job seekers generally apply to number of organizations and when they are
actually required by the organizations, either they are already employed in
other organizations or are not simply interested in the position.
Alternatives to Recruitment:-
Since recruitment and selection costs are high (search process,
interviewing agency fee, etc.) firms these days are trying to look at
alternatives to recruitment especially when market demand for firm’s
products and services is sluggish. Moreover, once employees are placed
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on the payroll, it may be extremely difficult to remove them if their
performance is marginal. Some of the options in this regard may be listed
thus:
Evaluation of Alternative Sources: -
Companies have to evaluate the sources of recruiting carefully – looking
at cost, time, flexibility, quality and other criteria – before earmarking funds
for the recruitment process. They cannot afford to fill all their vacancies
through a particular source. To facilitate the decision making process in
this regard, companies rely on the following:
Time lapse data: They show the time lag between the dates of requisition
for manpower supply from a department to the actual date of filling the
vacancies in that department. For example, a company’s past experience
may indicate that the average number of days from application to interview
is 10, from interview to offer is 7, from offer to acceptance is 10 and from
acceptance to report for work is 15. Therefore, if the company starts the
recruitment and selection process now it would require 42 days before the
new employee joins its ranks. Armed with this information, the length of
the time needed for alternative sources of recruitment can be ascertained
– before pinning hopes on a particular source that meets the recruitment
objectives of the company.
Yield ratios: These ratios indicate the number of leads / contacts needed
to generate a given number of hires at a point at time. For example, if a
company needs 10 management trainees in the next six months, it has to
monitor past yield ratios in order to find out the number of candidates to be
contacted for this purpose. On the basis of past experience, to continue
the same example, the company finds that to hire 10 trainees, it has to
extend 20 offers. If the interview-to offer is 3:2, then 30 interviews must be
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conducted. If the invitees to interview ratios are 4:3 then, as many as 40
candidates must be invited. Lastly, if contacts or leads needed to identify
suitable trainees to invite are in 5:1 ratio, then 200 contacts are made.
Surveys and studies: Surveys may also be conducted to find out the
suitability of a particular source for certain positions. For example, as
pointed out previously, employee referral has emerged as popular way of
hiring people in the Information Technology industry in recent times in
India. Correlation studies could also be carried out to find out the
relationship between different organizational positions. Before finally
identifying the sources of recruitment, the human resource managers must
also look into the cost or hiring a candidate. The cost per hire can be
found out by dividing the recruitment cost by the number of candidates
hired.
Discrimination Issues in Recruiting
• Civil Rights Act of 1964.
• Age Discrimination in Employment Act of 1967.
• Pregnancy Discrimination Act of 1975
• Americans with Disabilities Act of 1990.
• Local regulations can add further protections against discrimination.
Selection
The size of the labor market, the image of the company, the place of posting, the
nature of job, the compensation package and a host of other factors influence the
manner of aspirants are likely to respond to the recruiting efforts of the company.
Through the process of recruitment the company tries to locate prospective
employees and encourages them to apply for vacancies at various levels.
Recruiting, thus, provides a pool of applicants for selection.
Definition
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To select mean to choose. Selection is the process of picking individuals who
have relevant qualifications to fill jobs in an organization.
The basic purpose is to choose the individual who can most successfully perform
the job from the pool of qualified candidates.
Purpose
The purpose of selection is to pick up the most suitable candidate who would
meet the requirements of the job in an organization best, to find out which job
applicant will be successful, if hired. To meet this goal, the company obtains and
assesses information about the applicants in terms of age, qualifications, skills,
experience, etc. the needs of the job are matched with the profile of candidates.
The most suitable person is then picked up after eliminating the unsuitable
applicants through successive stages of selection process. How well an
employee is matched to a job is very important because it is directly affects the
amount and quality of employee’s work. Any mismatched in this regard can cost
an organization a great deal of money, time and trouble, especially, in terms of
training and operating costs. In course of time, the employee may find the job
distasteful and leave in frustration. He may even circulate ‘hot news’ and juicy
bits of negative information about the company, causing incalculable harm to the
company in the long run. Effective election, therefore, demands constant
monitoring of the ‘fit’ between people the job.
The Process
Selection is usually a series of hurdles or steps. Each one must be successfully
cleared before the applicant proceeds to the next one. The time and emphasis
place on each step will definitely vary from one organization to another and
indeed, from job to job within the same organization. The sequence of steps may
also vary from job to job and organization to organization. For example some
organizations may give more importance to testing while others give more
emphasis to interviews and reference checks. Similarly a single brief selection
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interview might be enough for applicants for lower level positions, while
applicants for managerial jobs might be interviewed by a number of people.
Reception
A company is known by the people it employs. In order to attract people with
talents, skills and experience a company has to create a favourable impression
on the applicants’ right from the stage of reception. Whoever meets the applicant
initially should be tactful and able to extend help in a friendly and courteous way.
Employment possibilities must be presented honestly and clearly. If no jobs are
available at that point of time, the applicant may be asked to call back the
personnel department after some time.
Screening Interview
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A preliminary interview is generally planned by large organizations to cut the cost
of selection by allowing only eligible candidates to go through the further stages
in selection.
A junior executive from the Personnel Department may elicit responses from the
applicants on important items determining the suitability of an applicant for a job
such as age, education, experience, pay expectations, aptitude, location, choice
etc. this ‘courtesy interview’ as it is often called helps the department screen out
obvious misfits. If the department finds the candidate suitable, a prescribed
application form is given to the applicants to fill and submit.
Application Blank
Application blank or form is one of the most common methods used to collect
information on the various aspects of the applicants’ academic, social,
demographic, work related background and references. It is a brief history sheet
of employee’s background, usually containing the following things:
Personal data (address, sex, telephone number)
Marital data
Educational data
Employment Experience
Extra-curricular activities
References and Recommendations
Usefulness of Application Blank or Form
Application blank is highly useful selection tool, in that way it serves three
important purposes:
1. It introduces the candidate to the company in a formal way.
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2. It helps the company to have a cross-comparison of the applicants; the
company can screen and reject candidates if they fail to meet the eligibility
criteria at this stage itself.
3. It can serve as a basis to initiate a dialogue in the interview.
Selection Testing
In this section let’ examine the selection test or the employment test that
attempts to asses intelligence, abilities, personality trait, performance simulation
tests including work sampling and the tests administered at assessment centers-
followed by a discussion about the polygraph test, graphology and integrity test.
A test is a standardized, objective measure of a person’s behavior, performance
or attitude. It is standardized because the way the tests is carried out, the
environment in which the test is administered and the way the individual scores
are calculated- are uniformly applied. It is objective in that it tries to measure
individual differences in a scientific way giving very little room for individual bias
and interpretation. Over the years employment tests have not only gained
importance but also a certain amount of inevitability in employment decisions.
Since they try to objectively determine how well an applicant meets the job
requirement, most companies do not hesitate to invest their time and money in
selection testing in a big way. Some of the commonly used employment tests
are:
Intelligence tests
Aptitude tests
Personality tests
Achievement tests
Miscellaneous tests such as graphology, polygraphy and honesty tests.
1. Intelligence Tests: These are mental ability tests. They measure the
incumbent’s learning ability and the ability to understand instructions and
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make judgments. The basic objective of such test is to pick up employees
who are alert and quick at learning things so that they can be offered
adequate training to improve their skills for the benefit of the organization.
These tests measure several abilities such as memory, vocabulary, verbal
fluency, numerical ability, perception etc. Eg. Standford-Binet Test, Binet-
Simon Test, The Wechsler Adult Intelligence Scale are example of standard
intelligence test
2. Aptitude Test: Aptitude test measure an individual’s potential to learn certain
skills- clerical, mechanical, mathematical, etc. These tests indicate whether or
not an individual has the capabilities to learn a given job quickly and
efficiently. In order to recruit efficient office staff, aptitude tests are necessary.
An aptitude tests is always administered in combination with other tests like
intelligence and personality tests as it does not measure on-the-job-
motivation
3. Personality Test: Of all test required for selection the personality tests have
generated a lot of heat and controversy. The definition of personality,
methods of measuring personality factors and the relationship between
personality factors and actual job criteria has been the subject of much
discussion. Researchers have also questioned whether applicants answer all
the items truthfully or whether they try to respond in a socially desirable
manner. Regardless of these objections, many people still consider
personality as an important component of job success.
4. Achievement Tests: These are designed to measure what the applicant can
do on the job currently, i.e., whether the testee actually knows what he or she
claims to know. A typing test tests shows the typing proficiency, a short hand
tests measures the testee ability to take dictation and transcribe, etc. Such
proficiency tests are also known as work sampling test. Work sampling is a
selection tests wherein the job applicant’s ability to do a small portion of the
25
job is tested. These tests are of two types; Motor, involving physical
manipulations of things(e.g., trade tests for carpenters, electricians, plumbers)
or Verbal, involving problem situation that are primarily language-oriented or
peopleoriented( e.g., situational tests for supervisory jobs).
5. Since work samples are miniature replicas of the actual job requirements,
they are difficult to fake. They offer concrete evidence of the proficiency of an
applicant as against his ability to the job. However, work sample tests are not
cost effective and every candidate has to be tested individually. It is not easy
to develop work samples for each job. Moreover, it is not applicable to all
levels of the organization
6. Simulation Tests: Simulation exercise is a tests which duplicate many of the
activities and problems an employee faces while at work. Such exercises are
commonly used while hiring managers at various levels in an organization. To
asses the potential of a candidate for managerial positions assessment
centers are commonly used. 6. Assessment Centre: An assessment centre
is an extended work sample. It uses procedures that incorporate group and
individual exercises. These exercises are designed to stimulate the type of
work which the candidate will be expected to do. Initially a small batch of
applicants comes to the assessment centre (a separate room). Their
performance in the situational exercise is observed and evaluated by a team
of 6-8 assessors. The assessors’ judgment on each exercise are complied
and combined to have a summary rating for each candidate being assessed.
7. Evaluation of Assessment Centre Technique: The assessment centre
technique has a number of advantages. The flexibility of form and content, the
use of variety of techniques, standardized way of interpreting behavior and
pooled assessor judgments accounts for its acceptance as a valuable
selection tool for managerial jobs. It is praised for content validity and wide
acceptance in corporate circles. By providing a realistic job preview, the
techniques helps an candidate make an appropriate career choice. The
performance ratings are more objective in nature and could be used for
promotions and career development decisions readily. However, the method
26
is expensive to design and administer. Blind acceptance of assessment data
without considering other information on candidates (past and current
performance) is always not advisable.
8. Graphology Test: Graphology involves using a trained evaluator to examine
the lines, loops, hooks, stokes, curves and flourishes in a person’s
handwriting to assess the person’s personality and emotional make-up. The
recruiting company, may, for example, ask the applicants to complete the
application forms and write about why they want a job. These samples may
be finally sent to graphologist for analysis and the result may be put use while
selecting a person. The use of graphology, however, is dependent on the
training and expertise of the person doing the analysis. In the actual practice,
questions of validity and just plain skepticism have limited in use.
9. Polygraph (Lie-Detector) tests: the polygraph records physical changes in
the body as the tests subject answers a series of questions. It records
fluctuations in respiration, blood pressure and perspiration on a moving roll of
graph paper. The polygraph operator forms a judgment as to whether the
subject’s response was truthful or deceptive by examining the biological
movements recorded on the paper. Critic, however, questions the
appropriateness of the polygraphs in establishing the truth about an
applicant’s behavior. The fact is that the polygraph records the biological
reaction in response to stress and does not record lying or even conditions
necessarily accompanying lying. Is it possible to prove that the responses
recorded by the polygraph occur only because a lie has been told? What
about those situations in which a person lies without guilt (pathological liar) or
lies believing the responses to be true? The fact of the matter is that
polygraphs are neither reliable nor valid. Since they invade the privacy of
those tested, many applicants vehemently oppose the use of polygraph as a
selection tool.
27
Induction
The introduction of the employees to the job is known as induction. it is the
process by which new employees are introduced to the practices, policies and
purposes of the organization. It is basically a welcoming process induction
follows placements and consists of the task of orienting of introducing the
employee to the company. Now we have discussed in details one by one.
Induction is a structured and standardized means of communicating corporate
goals, policies, procedures and standards to staff new to the University. It assists
with their socialization into organizational values and culture. It is a supportive
process that includes mentoring, coaching and the provision of information and
learning materials that address technical and professional aspects of the job. It is
primarily work-based and, as such, is the responsibility of the department and
supervisor.
A properly conducted induction should:
Reinforce the staff member’s decision to join the University;
Enable staff to quickly commence work in an effective manner;
Clarify expectations and reduce anxiety;
Increase the predictability of a staff member’s behavior, i.e. that he or she
will act in accordance with their terms and conditions of employment and
in the interest of the University;
Promote enthusiasm and excitement about the staff member’s role;
Link the new staff member to the University’s work and collegial
networking structures; and
Provide information about staff member’s rights and obligations.
28
Induction is an opportunity to discuss what systems are in place for managing
and supporting staff, including their career development, training, and
performance management.
Supervisors should tailor induction to the needs of the staff member, taking into
account such factors as experience, previous knowledge of the University, the
department in which they are working, and the requirements of the position. New
staff can react quite differently to a new job. Compare a person coming into the
workforce for the first time, directly from school, with another person who is
returning to work after family leave. Or compare a recently arrived immigrant with
a person who has transferred from another department within the University.
Different adjustments will be required when planning each of these inductions.
The On boarding Overview included in this manual can be used as a guide to
ensure completion of the various stages of induction.
In addition, induction is part of the new staff member’s probation – for
professional staff, a 3 or 6 month period depending on the type of appointment;
for academic staff probation can be up to five years. Probation criteria (included
in the letter of appointment) should be clarified during induction, and coaching
towards achieving those criteria should be part of the induction process.
The University’s on boarding processes for new staff involves:
1. New starter pack; this pack is sent to new staff by Human Resources
along with the Offer Letter. The pack contains HR forms and
documentation and University information.
2. Workplace Induction; this should be prepared and conducted by the local
work unit. The individual work requirements of each department will
determine the content of each local induction program which should be
tailored to meet the needs of each new staff member.
3. Induction Compliance Checklist; this checklist is completed by the
supervisor in consultation with the new staff member. The checklist can be
29
found at the end of this Induction Guide. It needs to be completed to
comply with legislation and regulation and therefore needs to be returned
to Human Resources at the local business centre.
4. University Induction; new staff need to attend compulsory training
programs to be able to understand their rights and obligation in their
employment at the University. Staff needs to attend the Orientation
program, Environment, Health and Safety course, Performance
Development Framework program and complete the Workplace
Discrimination and Harassment online course. Other requirements and
compulsory training might be necessary depending on the local work area
and role.
Purpose and Importance
Determine the present and future requirements at the firm in conjunction with its
personnel planning and job analysis activities.
Increase the pool of job candidates at minimum cost.
Help reduce the success rate of the selection process by reducing the number of
visibly under-qualified or overqualified job applicants.
Meet the organization legal and social obligation regarding the composition of its
workforce. Begin identifying and preparing potential job applicants. Increase
organizational and individual effectiveness. Evaluate the effectiveness of various
recruiting techniques and sources.
Sources of Recruitment
There are two main sources of recruitment from which employees may be
recruited- internal source recruitment from certain the expansion and external
source - recruitment from outside the organization.
30
31
R
E
C
R
U
I
T
M
E
N
T
Competitor
Consultant
Acquisition and Merger
Radio and Television
Contractors
Displaced Person
Walking and Write in
Campus Recruitment
Employment Exchange
Advertisement
Professional and Trade Associates
E-recruiting
Formal employee
Employee referals
Present Employee
Previous application
(HRM, HRD, Essential of HRM, R.S. Davar) (HRD & M - Anu Bosells)
Factor governing recruitment
Given its key roll and externally recruitment is naturally subjected ot influence of
factors.
Recruitment Process
Recruitment refers to the process of identifying and attracting job seeks so as to
build a pool of qualified job application. The process comprises five inter related
stage – planning, strategy development searching, screening and evaluation and
control
Benefits of Recruiting from Within
The valuable contracts with major supplier are kept.
It builds loyalty among the employees.
It ensures stability from continuity of employment.
It creates a sense of security among the employees.
It encourages other executive and employees in the lower rank to look
forward rising to higher levels.
32
Internal forcesRecruitmentHRP policySize of firmCostGrowth& expansion
The person is already familiar with the organization activity and
requirements.
The variable contacts with existing major customers are materialized.
(Recruitment and industrial relation - R.S. Davas)
Benefits of using External sources
Fresh viewpoints are attracted.
The employee’s posse’s varied and broader experience.
The employees develop the ability to change old habits.
(Recruitment and Industrial relation - R.S. Davs)
Selection
Selection is a process of weeding out the suitable candidates and finally arriving
at the most suitable one. In this sense, recruitment is a positive process while
selection is negative process of rejecting most of the candidates.
Nature of Selection
Recruitment and selection are two crucial steps on the HR process and one
offers used inter changeably. There is, however, find distinction between two
step. While recruitment refers to the process of identifying out encouraging
prospective employer to apply for jobs, selection is concerned with picking the
right candidates from a pool of applications, Selection is negative in its
applications in a search at it seeks to eliminate the many unqualified applications
as possible in order to identify the right candidates
Selective as a course of competitive advantage
The role of selection in an organization effectiveness is crucial for at least, two
reason, first - work performance depend an individual the second is cost
increased in recruiting and hiring personnel speaks volumes about the role of
selection.
Success False negative(error) True positive(high
hit)
True negative
(lowhit)
False positive (error)
33
Failure
Source (Thomas H. Stone, Understanding Personnel Mgt.)
False negative errors means - rejection of an applicant who would have
succeeded.
False positive errors - means applicant is selected expecting success, but failure
occurs.
True positive - results when a candidate is expecting success and success
results.
True negative - failure is predicted and it happen.
Figure
34
External Environment
Internal Environment
Preliminary Interview
Selection Test
Employment Interview
Reference and Background analysis
Selection Decision
Physical Examination
Job Offer
Employment Contract
Evaluation
REJECTED
APPLICATIONS
Selection Strategy -
Consideration of selection strategy comprises a vacancy ratio and the probable
cost of appointing an unsuitable candidate as two most relevant parameter.
Many A B
Few C D
Low High
Probable cost of selecting candidates from situation - A, B, C, D
A - in this situation there are many applicant and the cost of wrong selection is
low.
B - In this situation we find many applicants but the cost of wring selections is
very high.
C - Here we find may few candidates but the cost of wrong selection is low.
D - Here we find few candidates but the cost of wrong choice is very high
Selection Methods
The main selection methods are the interview, assessment centres and tests.
Purpose of Interview
The purpose of selection interview is to obtain and assess information about a
candidate which will enable a valid prediction to be made of his or her future
performance in the job in comparison with the prediction made for any other
candidates. In particular selection interview aim to rovide answer to these
questions.
Can individual do the job - are they competent.
Will individual do the job - are they will motivated.
35
How will individual fit into the organization
(Armstrong)
Selection tests carefully has chosen systematic and standardized procedure
for evolving a sample of response from candidates which can used to assess me
or more of their psychological Characteristics with those of a representative
sample. (Smith and robertson 1786)
Purpose of Tests
The purpose of psychological test is to provide on objective means of measuring
individual abilities or characteristics. They are used selector to gain a greater
understanding which they will be successful in a job.
(Armstrong)
Interviewee type
They are mainly four types
The talk active person - this candidate usually causes the interviews a loss of
time though storytelling and other digressions.
The frustrated or aggressive candidates - This candidate come to the meeting
with a personality complex and usually sizes the opportunity to relate irrelevent
experience.
The inhibited applicant - this type of interviewee may by shy, timid or retiring. He
is also fearful or failure.
The deceitful individual- The candidate may intestinally omit to state relevant
facts required to complete gaps in the story.
(HR D & M - Biswanath Ghosh)
Induction
Orientation is a systematic and planned induction of employees to their job their
co-workers and the organization.
(HRM Aswathapa)
36
Aim of Induction
To smooth the preliminary strange when everything is likely to be strange and
unfamiliar to the starter. To establish quickly a favorable attitude to the company
in the mind of the new employee so that he or she is more likely to stay. To
obtain effective output from the news employees in the shortest possible time.
To reduce the likelihood of the employee leaving quickly.
Induction Crisis
The induction of new employees into an organization such as important part of
the management of people at work that it merits separate and special
consideration. Equally certainly, the reasons why so many people leave
organization shortly after joining them are connected with the treatment they
receive from their employers during this initial phase of employment.
(Shaunjyson)
Orientation Programme
The firms need to make four strategic choices before its orientation programme.
Formal or informal
37
formal informal
individual collective
serial disjunctive
investiture divestiture
In informal orientation, new hires are directly put on the jobs, in formal the
management has a structured programme which is executed with new employee
join the firms.
Individual or collective
The individual of approach is likely to develop for les homogenous views them
collective orientation or is made by the management is whether the new hires
should be inducted individually as is group.
Serial or Disjunctive
Orientation becomes serial when an experienced employee inducts a new hire
the experienced employee act as a tutor and model for the new wise. When new
hire do not have predecessors available to guide them or to model their behavior
upon, the orientation become disjunctive.
Investitures or divestiture
Investiture orientation seeks to safety the usefulness of the characteristics that
the person brings to the new jobs. Most high level appointment follows this
approach. Divestiture orientation seeks to make minor modification in the
characteristics of new hire, though he or she was selected based on his or her
potential for performance.
Requisites for an effective programme
Prepare for new employees.
Determine information. New employees what to know.
Determine how to prevent information.
Completion of paper work.
Problem of Orientation
38
Supervisor who is entrusted with the job is not trained.
Employee is over whelmed with too much information in a short time.
Employee is over loaded with forms to complete.
Employee is thrown into action too soon.
Employee mistake can damage the company.
Employee may develop wrong perception because of short period spent on each
job.
Why is an induction program important?
An effective induction program must enhance the individual’s performance and
job satisfaction. An induction program helps new employees to quickly adjust to
the demands of a new job and unfamiliar surroundings. It introduces the new
employees to the workplace and helps them feel comfortable and safe, and
become more productive.
The process of induction is concerned with addressing problems if any, and
ensuring smooth entry of the new employees into their jobs. Induction brings an
employee to a reasonable level of job satisfaction and independent functioning,
in the shortest possible time. By contrast, lack of induction training can result in
poor performance, low job satisfaction, poor staff retention, and higher turnover
levels.
When should an induction program be conducted?
Induction is most beneficial within the first few weeks or months of an employee
getting on board.
Some managers consider taking an employee away from the daily routine for a
week or more a waste of time and money. However, such misconceptions can be
broken, if the organization can foresee the long-term benefits and has a strong
culture of training.
39
What should an induction program include and who should conduct it?
An induction program can be divided into the following three levels:
Organization-level induction
Department-level training
Job-specific training
Organization-level induction
Typically, the key people in the organization, either from the training or human
resources group conduct this program. Such senior managers can imbibe the
vision and mission of the organization into the inductees. On the other hand, they
can in turn, gain valuable input from the new employees through their comments
and fresh ideas.
Department-level training
The department head or immediate manager of the employee (Technical Writer)
imparts this training. The manager can identify the training needs, based on
discussions during the recruitment process. This will also give the manager an
opportunity to assess the knowledge base of the technical writer. These
observations can be used to plan the training requirements and assign the
appropriate project.
Some of the following points can be covered in this part of the induction:
Introduce team members and explain their roles in the team
Give an overview of team's vision, goals, and achievements
List the on-going projects handled by team
40
Assign a buddy to explain the documentation processes and be a point of
contact to resolve all the issues that a technical writer faces
List the end deliverables
Explain the documentation project plan and its milestones
Explain where the procedures and training materials are stored
Help identify important documents and bookmark them (if they are
available on the intranet), or point to the repository where they are stored
Explain the processes and methods to get input from SMEs, Developers,
Product Management, QA team, and so on
Explain the escalation methods if the writer is not able to get support from
other teams
Identify the Key Result Areas (KRAs)
Explain the appraisal process
Emphasize on the soft skills required by a technical writer such as
interviewing skills, presentation skills, and so on
Stress the importance of meeting deadlines and repercussions if not met
Job-specific training
This training is tailor-made by the reporting manager and can be conducted by
the manager or the appointed buddy.
Some of the following points can be covered in this part of the induction:
Provide next level of information related to the documentation process
such as, when and how the writer is involved in the product life cycle, and
41
where is the product related documentation such as design docs and
specifications located, and so on.
Explain the templates that are used and where they are stored, how often
are they updated, who updates them, and so on.
Explain the documentation processes, what the writers do in each phase
of the documentation life cycle, what is expected out of each draft, and so
on.
Explain the tools and templates used in different stages of the
documentation life cycle. For example, if different templates are used for
user guides, implementation guides, and online help, explain why these
templates are different and how to use them.
Explain the writing process, such as how to work with greater speed and
accuracy, how to collaboratively work with other colleagues working on the
same project, and so on.
Explain the importance of each review phase and how to collect metrics in
each phase, which will help in assessing the quality of the document, and
so on.
A dozen things to remember before you begin an induction program (in no
particular order)
Make sure that the induction program begins from the first day and is an
on-going process. This will make the writer productive on the first day.
Pace the training sessions well so that the writer does not get too much
information at once.
People mostly learn by doing and seeing. Therefore a complete induction
must include ‘showing’ and not only ‘telling’ the writer how to perform the
tasks.
42
Present the induction program in such a way that the writer will feel
comfortable asking questions.
Get them to know who the people in the Management team are. Have a
big chart in the training room, which depicts how the organization is set
up, with photos of the management team next to their title.
Extend respect to the writer as a human being; have lunch with him/her.
Assure the writer how the organization welcomes his/her observations,
comments, and critiques. Make them feel valued.
Arrange for a new hire luncheon on the first day to meet the team.
Share the organization's (documentation team) goals with them. Ask what
their career goals are. Try to map them to the organizations’ goals.
Provide avenues to anticipate and answer questions that the new writer
might have. Give them support - before they ask.
Provide self-learning tutorials and all training materials available on the
intranet.
Do not make the mistake of assuming too much just because a writer is
experienced. The processes, tools, and work practices at your workplace
are different and therefore will have to be explained.
(Shailaja Babanagar is a Senior Technical Writer with Oracle, Bangalore.)
43
HISTORY
Krishna Maruti Ltd. (KML) was incorporated in year 1994 as an ancillary to Maruti
Udyog Ltd. (MUL), for the supply of Car seats. KML is joint venture between Mr.
Ashok Kapur, MUL, and Suzuki Motor Corporation and has technical
collaboration with SNIC of Japan for seat design and manufacturing. The state of
the art plant is located at Delhi-Jaipur Highway, Narsinghpur Gurgaon (Haryana),
and spread over an area of five acre. The installed capacity of plant is 4,000,000
seat set per annum.
Today Krishna Group has six plants for a different range of car interiors like door
trims, Roof Head liners, Rear view mirrors, Sheet metal components and
auditorium seats all are located in Gurgaon. (Please see Annexure). Total group
outlay is Rs. 6500 Million.
KML came into the existence, when there were established seat manufacturer for
supplies to Maruti. We strived hard to prove ourselves better than others and
today we got the distinction as the most favoured supplier to MUL, and enjoying
59% of MUL seating business, which is much more than any other competitor
who was in business before we came into business.
We are India's First Total Auto Interior Group of Companies manufacturing
all the requirements of auto interiors including Seating Systems, Rear View
Mirrors, Head Rest Assemblies, Arm Rest Assemblies, Seat Trims (Covers),
Injection Moulded Door Trims, Roofliners & Moulded Carpets.
44
We reached all this in short span of time because we firmly practice ' 6 - F' principle
throughout the organisation:
Focused: Focus towards customer delight, engineering infrastructure, cost consciousness and continuous improvements through '5 - S', 'Kaizens', Quality Circle Meetings and Suggestion Meetings.
Fast: Fast system & technological up - gradation and implementation.
Flexible: Flexible towards customer requirements.
Friendly: Creating friendly environment among customer, employees & vendors.
Firm: Firmly adhering to laid down policies & procedures &
Fun: Achieving the targets in stipulated time.
In order to be a leader in its field, a strong centralized R & D Centre (first of its
kind in country) was established with an investment of $ 1.5 Million. This center is
the best in the country and is recognized by the Department of Scientific &
Industrial Research, Ministry of Science & Technology, Govt. of India .This
centre is capable of not only testing as per International Standards but can also
issue Test Certificates to other Seat manufacturers .This test centre can also
perform test for non - Automotive components for Endurance & Repeatability.
45
PERFORMANCE OF THE ORGANIZATION
Nevertheless, Satisfied with most delighted customer like, MUL, KML never
looked back, relaxed but kept on revising and achieving set targets, KML
achievements in the area of quality, Cost, Delivery, has become a benchmark for
others industries.
KML has also achieved following quality certificates.
TS16949
ISO14000
OHSAS18000
Pursuing towards TQM and applied for Deming award (Examination is due in
Aug-2005.)
Over the past few years, KML has been upgrading software design tools,
prototyping facilities, testing equipments and above all engineering and design
skills for better prepared for the Challenge of AFTA, WTO and Trade
Globalization. Our engineers have been working together with our technical
partners to upgrade their skills and technical knowledge.
The backbone of Krishna group is its corporate R&D centre, established with an
investment of Rs. 100 million and has distinction as an approved lab by govt. of
India, capable of conducting tests as per Japanese standards, European
Homologation. EC/ECE, JASO & JIS.
ISO 14001, environment certificate serves to show that KML is committed to
being a responsible corporate citizen by ensuring that we take heed to minimize
and where possible eliminate environment unfriendly substance.
46
Product & Services
Krishna Maruti limited and its Group Companies are manufacturing auto interior components. The current Product Range consist of :-
Seating Systems Rear View Mirrors Head & Arm Rests Seat Trims Auditorium Seat Injection Moulded Door Trims Roofliners Moulded Carpets
Seating SystemsKML started its operations with only 1 model and a production capability of 40 sets/day. Today we manufacture 16 different models. Krishna Maruti Limited has a production capacity of 400,000 Seating Systems/ annum.
Presently Krishna Maruti Limited produces 16 different Variants of seating systems of following Models: BALENO , ESTEEM , WAGON R, ZEN, OMNI, MARUTI 800cc & ALTO.
Krishna Maruti Limited has capabilities to Manufacture Seating Systems as an OE to potential customers for their range of products.
Rear View Mirrors
Company produces a range of Outside & Inside Rear View Mirror Assemblies for Maruti Udyog Limited and Honda Siel Cars India Limited.With 35% OE market share, Every Fifth Indian Car has Rear View Mirror Assembly manufactured by Krishna Toyo Limited.
The range can easily be extended to suit the requirements of other Auto Manufacturers.
Head & Arm Rests
47
Krishna Pads Limited uses NC Controlled Puromat High - Pressure Foaming Machine for its foaming application for producing Head Rest & Arm Rest Assemblies for all models of Maruti's Car.
Seat Trims
Krishna Trims Limited is catering Krishna Maruti Limited's total requirement of trims. KPL provides these items for the following cars :
Standard 800 Omni Van HR Zen Esteem Wagan R Baleno
Auditorium Seat
Krishna Quinette is a 50:50 Joint Venture Company of Krishna Maruti Limited with Quinette Gallay of FRANCE.
Quinette Gallay is the World Leader in the field of Auditorium Seats with over 70% of its total production servicing the Export Business. Quinette Gallay has presence in all the 6 Continents and installations in over 50 Countries.
Krishna Quinette produces special seating system for auditorium applications. The company started its Commercial Operations since July 2003.
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Injection Moulded Door Trims
This division manufacturers:
Door TrimsRoof Headliners Carpets
For producing Injection Moulded Door Trims, we have Toshiba's (Japan) 1300 Tonne Machines and for the Assembling of various plastic parts together, we use Branson's (USA) Ultrasonic Welding Process.
For our Roofliners, we have Meyer's (Germany) Lamination Machine & Thermoforming Machine. We are the only Indian Company to use Twin Head Robotic Water - Jet Cutting Machine from ABB - IR Sweden.
The company is all set to use its specialty in Injection Molding for producing components for White Good Industry.
Roofliners
The division was setup in July 2000 & the machines for lamination & thermoforming was commission in December 2000. The commercial production started in Feb 2001.This plant can manufacture 2, 00,000 Roof Headliners of various models per year.
For Lamination of Substrates, Fully Automatic & Continuous Lamination Machine from Meyer - Germany is used. The Machine is capable of laminating upto five different materials together in a single operation. For moulding the Laminated Substrates into the required shape, the Thermoforming Press is used. This Press is High Capacity Single Acting Hydraulic Machine with advance controllers governing accurate controls over required parameters for consistent results..
49
At Krishna the basic raw materials used are : Polyurethane raw materials to produce moulded cushion pads -Polyols & Isocynates.CRCA sheet metal components.Tubular lengths of various sizes.Water soluble black paints & pre treatment chemical.PVC fabrics.Laminated polyester & cotton fabrics.Wire SpringPolypropylene for injection moulded components.Hardware items.Various industrial consumables like mig wire, adhesives, safety items, spot welding electrodes etc.Seat adjuster mechanism assemblies.Seat recliner mechanism assemblies.Rear seat lock assemblies.Automotive fabric.Treads.Substrate for roof headliner (rigid foam).Mirror sheets.Felt for moulded carpet.Needle punch fabric for moulded carpet.CRCE sheet.Non - woven fabric.Fasteners for various sizes.
50
51
52
OVERALL PERFORMANCE
1. Customer Rejection: Customer Rejection <4ppm for the 4th
consecutive year.
2. Warranty: Warranty Cost has reduced to Rs. 0.002 per Vehicle.
3. Delivery Failures: Zero Delivery Failure for the 4th Consecutive Year.
4. VA/ VE- Implemented: KML has been awarded with best VA/ VE
Awarded by customer MUL for last 2 consecutive years.
5. Intangible Effects :
a) Enhanced Customer Satisfaction.
b) Improved Product Quality
c) Motivated Employees – A Strong Winning Team.
d) Knowledge based organization.
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PROBLEM OF THE ORGNIZATION
Ashok Kapur, chairman of the Krishna group of companies. One of his outfits, Krishna Maruti (KML), has been a loyal vendor to Maruti for almost a decade now. Dressed in factory uniform, Ashok, too, is an ordinary man. But, for the last 18 months, he's been negotiating what would be an extraordinary deal. He is in the final stages of talks for a $50-million deal with a European carmaker to supply headrests. What's the size of the Krishna group? Just $53 million (Rs 250 crore).
The problem is that even after betting the size of his entire group on this project, Ashok would still be addressing just 0.5% of the total global requirement of the buyer. That's the level of inequality in scale between Indian and global players. The buyer wanted to place an order for 6 million of his 250 million units requirement for headrests. Ashok wants to commit to 1.25 million initially.
So while outsourcing opportunities are no doubt expanding, the size of orders, and the lack of scale, is issues of concern. Kayaba, the world's biggest shock absorber maker, produces 240 million units a year. Gabriel India, the country's largest shock absorber maker, makes just 9 million. At KML, of the 20 requests for quotation received since August 2002, 10 were rejected outright as they seemed colossal.
Krishna group offers a very challenging work culture with emphasis on developing individual's creativity. Krishna group is the leader in its field of operation and has joined hands with World leaders in their respective fields:
A) Suzuki Motor Corporation - Japan.
B) SNIC Company Limited - Japan (Seating Systems).
C) Toyo Industries Company Limited - Japan (Rear View Mirrors)
D) Ohta Sheet Company Limited - Japan (Door Trims)
In order to develop and manufacture world-class product the best machines and tooling are there in the company.
IFB Automotive believes that the most important issue for the customer is on time delivery with technical service. The application engineers constantly are in touch with the customers' development engineers from the incept of the project to ensure that proper design and process are deployed to make the part of high quality standard. The focus of the application engineers are not restricted to the parts supply, they even study the field problems along with the customer engineers to unlock the hidden technical problems for finding innovative solutions.
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REVIEW OF LITERATURE
Abstract:
Recruitment and Selection plays key role in the development of an organization.
This is one of the important HR components in developing Indian Economy,
which is growing at the rapid pace. Today's, where demand of qualified and
experienced people is high, the white collar salaries are increasing, every day
one MNC is adding presence in Indian market, the pool of experienced
professionals are smaller than it large population of our country, attrition rate is
quite high ranging from 20-60%, HR professionals are struggling to attract good
employees despite fierce competition.
Therefore the Trends and Issues in recruitment and selection is has taken
paradigm shift. Employment has undergone a transformational change in most
sectors especially in banking, finance, retail, pharmaceutical and insurance.
Introduction:
Recruitment is a process of finding and attracting potential candidates for the job
available. Recruitment is a set of activities an organization uses to attract job
candidates who have the abilities and attitude needed to help the organization
achieve its objectives. There are three stages of recruitment process-identify and
define the recruitment, attract potential employees, select and employ
appropriate people from job applicants. Recruitment is a continuous process
because of staff departure, changes in business requirement; changes in
business location and promotion. There are two kinds of recruitment i.e. internal
recruitment and external recruitment.
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To get a right candidate you need to know their traits:
Persuasive Adaptable Rule following Conscientious
Analytical Decisive Emotionally controlled Tough Minded
To get right candidates need to know their abilities:
Numerical Managerial Data Analysis
Recruitment and selection process together known as hiring process. There are
three steps in Hiring process
*Analysing
*Recruiting
*Interviewing
Analysing involves finding out the vacancies and jobs that need to be filled. Next
recruiting where in suitable strategy and operationalised to inform and attract
eligible candidates about the job vacancy. Lastly, the recruited candidates
undergo test and interview towards final selection.
The following points should be taken care of in formulating recruitment strategy:
*Identifying and prioritizing jobs
* Candidates to target
* Trained recruiters.
* How to evaluate the candidates
* Sources of recruitment
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Socio economic scenario in employment perspectives:
Entire scenario in changing fast.GDP of the country is riding and contribution of
service sector is now more than half to GDP whereas contribution of agriculture
sector is less than 20%.This has made and created millions of job in services
sector, manufacturing sector and other sectors. Today employment is not an
issues ( Tourism sector-20 millions job, retail sector 10-15 million ,Banking
sector 1.1 million, oil and gas 2.3 millions, Gems and jewellery 3.16 millions,
health care 3.1 millions, Horticulture 2.6 millions, Khadi 1.9 millions, media and
entertainment 1 million, Tobacco and tobacco products 6,4 millions, railways 1.9
millions, State transport 2.3 millions, food 2.1 millions) but human resource
available against this not at par. Organisation is trying all the way to get good
human resource. So the Recruitment and selection plays vital role in the success
of an organization.
The 21st century challenges:
The major challenges faced by the HR in recruitment are:
Lead Time Analysis – Time taken to complete the process of recruitment is the
main concern for an organisation.
Road Ahead – The ongoing and upcoming new systems are both an opportunity
as well as a challenge for the HR professionals.
Trends in Recruitments:
* Recruitment Process Outsourcing
* Poaching /Riding
* Online or E - Recruitment
* Campus Recruitment
* Referral recruitment
* Summer Internship
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* Contract Recruitment
* Temporary Recruitment
Recruitment Process Outsourcing:
The recruitment is one of the leading functions that organisation outsourced.
External service providers are conducting all or parts of clients' recruitment
services.
This practice is very common today and widely accepted in the Industry. This
practice will help the organisation in reducing time and costs in recruitment.
Head Hunting and Poaching:
Head Hunting means you attract the employ of your choice from competitors by
the way offering lucrative packages for beginning the work for your organization.
Poaching means intended to offer job who are already working with another
organisation and which is known. Indian retail and software sector are facing this
serious brunt of poaching today. This is very common in BFI sector for gaining
immediate advantages. Various implication presents in this process cracking of
relationship and offering unrealistic salary for immediate gain.
E recruitment:
Internet has created revolution in recruitment and selection process. Career with
us or Job@organisation is common button on Companies website .Today
aspirants having global mindset and information on opening are available online
with placement consultant website, companies website, city line websites and
other portal. Organisation are collecting database whole of the year through this
and excersing this to its level best. This will help in time and money cost for the
companies and for aspirants it is easier to access it on 24/7.
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Summer Internship Programme: This programme bridges the gap
between concepts reinforced in class room and real corporate and environmental
situation. Corporate having opportunity to evaluate students for long term
perspectives. Internship programme is undertaken in the discipline concerned.
Referral recruitment:
OK4KO refer the people for job with your esteemed organisation. This is very
common term in Coca Cola; in fact, this is the process of recognizing the
employee's loyality and Values. This means organisation need valuable
employees like you.
Campus Recruitment:
This campus recruitment is the systems where various organizations visit the
college campuses to recruit bright youngsters to work for them. The various
selection processes tend to remain the same for most of the companies. The
selection occurs through 3 main steps,
(I) Aptitude test,
(ii) Group discussion (GD) and,
(iii) Personal Interview.
Hiring great candidates is a pretty hard job. Recruiters try to dip into their
employee's social network by having them refer candidates they know.
Contract Recruitment:
In this kind of recruitment two basic points to be considered, first abilities to
match a job requirement and the specialized skill and professionalism of
contractors.
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Communication is critical throughout the process- Contracts, Insurance,
accommodation and expenses all need to organize efficiently and professionally.
Temporary Recruitment:
A Flexible work forces that can respond to your ever changing business demand.
This is recognized by quick, efficient and provides strong level of fit between the
requirement of companies and matching skill, attitude and behavior of
candidates. This is one of the most noticeable effects of downsizing epidemic
and labor shortage of past two decades has been dramatic rise in the use of
temporary employees.
Today, JUST IN TIME, can be formed staffing all types of jobs in the organisation
including, professional, technical and higher executive position.
Trends in Selection Process:
* Application
* Interview
* Psychometric Assessment
* Reference check
* The offer
* Orientation
* Application:
If you go through advertisement for recruitment, one item is common,"Last date
of application", means buy the application, fill the application and reaches the
application on or before that date, in the very first of important date. The common
application form generally consists of:
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Personal Information: It comprises name, date of birth, gender, marital status,
detail of his family, annual income of the family, address etc. This helps in
identifying the applicant’s socio economic strata and family background. This
information also helps in the assess his suitability in the organisation, in the job
and in the team that he would be associated with.
Educational Qualification: This includes schools, colleges and institution
attended by applicants or jobseekers, the period of study, the various courses
taken and subjects studied the percentage of marks scored and the class of
grade secured by him. This component provides opportunity to assess an
applicant's academic background.
Work experience: This provides basic information on applicant's previous job.
This will help the prospective employers to understand and evaluate the,
candidate's suitability to the job, his working habits and his competencies. in
relation to the job.
Salary: (Present and Expected): The salary structure is important because
different companies have different salary structure. A company might have low
basic salary but higher percentage of other components.
Personality Items: This requires the applicants to provide information on his
strengths and weaknesses, his professional goals- both long terms and short
terms and his hobbies and interest. This extra information help the employers to
understand his hobbies and interest. This extra information helps the employers
understand personality of applicants which would help in motivating and
improving his performance on the job.
Reference Checks: In this ways organisation wants to check credibility of
candidates and to get past record of an applicant.
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* Interviews:
Preliminary Interview: The aim of prelims is to eliminate the applicants who are
obviously unqualified of jobs. These interviews are generally informal and
unstructured and conducted even before the candidates fill in the application
blanks. This is presenting more obvious facts and information. This enables the
manager to quickly evaluate the interviewee on the basis of appearance and
quality of communication.
Indepth Interview: This is more suitable in selecting the candidates for high end
technology and high skill jobs. Experts in the relevant areas test the candidates,
knowledge and understanding of the subjects and assess his expertise. They
determine suitability of candidates for the jobs in questions and based on these
evaluations.
Group Interview: This method is resorted to when the number of applicants is
high and time available for interviewing is short. This method is useful in while
recruiting for entry level and junior management position.
Stress Interview: the objective is to test the applicants’ abilities to perform and
deliver under stress. Interviewers put the interviewee under stress by repeatedly
interrupting him, criticizing his answer, asking him unrelated questions or keeping
quiet for long time after interviewee has finished talking.
* Psychometric Assessment:
This is standardized procedure to measure intelligences or aptitude or
personality of aspirants. This is one of the important parts of selection process of
many domestic and international organizations. This help employer to find best
match of individual to occupation and working ambience. It should be
standardized, reliable, predictive and non discriminatory.
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* Reference Check:
The information given by the candidates is checked by references after final
decision taken and before offer is too made. This reference might have been
work related (such as former supervisor or co worker) or they might have been
personal (such as friend, clergy, or family members). In either case, to the extent
that you could, you provided the organisation with a list of people who you
believed would generally speak favourably about you.
* The Offer:
Once the candidates are evaluated and final decision is taken, then the offer
letters is made which is formal, written and requires acceptance in writing. The
objective of the offer letter is “we are pleased to select you for our esteemed
organisation."
* The Medical examination:
This is very common in hiring process .This is in fact mentioned in the clause in
offer letter to the candidates , which says that the offer is conditional on the
candidates being medically fit..
* The Orientation:
Orientation is process by which we introduce new employees to the organisation,
their superiors, co-workers and job. The orientation process provides a
foundation upon which new employees can build their skill and contribute to our
efforts to providing responsive and effective services to the organisation.
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Issues in Recruitment and Selection:
* Chances of failure increases in RPO.
The chances of failure will be high if the RPO do not understand the Vision and
recruitment strategy of an organization. The entire success of organization
depends upon people and their integrity towards employers. Better recruitment
begets better results this is true in every aspects.
* Break down in collaboration with other organization in poaching.
Organisation could offer job to which they thought of valuable but it does not
mean poach and hunting 100% right perspectives. This spoils the goodwill of an
organization to some extent. The organization might practice Coordinate
Recruitment.
* Competition driving up salary to unrealistic level.
This is common in today's scenario of fierce competition.
* Resume check:
Authenticity of resume is questionable in this stiff competitive world. Prospective
employers are using track methodology to judge reliability of the content by
references, educational qualification, talking to candidates over phone, previous
employer reputation etc.
* Internet and PC savvy:
This is obstacle in popularizing e recruitment, but rate of enhancement in PC
penetration is our country is quite high so in near future we do not take it as
challenges. Lets we have to set modus operandi for online recruitment which will
guide prospective employers and aspirants/jobseekers both.
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* Face to Face interview, meet the candidates in person:
Technologies have created impact on every function of an organisation and
Recruitment and Selection is not an exception. An employer prefers to contact or
interact people to feel and understand would be HR asset for them. This will help
the organisation to manage expectation of would in best possible manner.
* Inbreeding ,nepotism and old boy's network:
We should be very careful in this aspects, referring own people is human
tendencies. If it find we have to re-correct it with intelligences, integrity and
interventions.
Poonam MBA (HR& IB), CIC Faculty HR/OB ICFAI National College Panipat-
Abstract
Human resources are the backbone of every organization. As it is well said that
money and material is useless if we don't have power of men. People come to
work with certain specific motives to earn money, to have better prospects in
future. In today's scenario the organizations have to compete on large scale.
That's why the management of men is a very important challenging job. Because
of the dynamic nature of the people. Dynamic and growth-oriented organization
does require effective management of people in fast changing environment.
Organizations flourish only through the efforts and competences of the human
resources.
Now days, due to the dynamic nature and competitive edge, it is tough to retain
the employees. So, many sectors are facing big problem –Attrition. This paper is
about attrition, retention aspect
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Introduction
"Man alone, of all the resources available to man, can grow and develop. The
resources capable of enlargement can only be human resources.
Peter. F. Drucker
Today we are living in fast-paced changes. Where, everything depends on
mergers and acquisition which leads to cut-throat competition with every
organization, but again all of this is depend on human resource-A key element of
the organization and the real army of the organization . Human Resources (HR)
constitute the most valuable asset in the context of development. Relative
performances of nations, of regions of economy, of sectors of industry as well as
of corporate enterprises are critically linked to quality of human contribution.
Even the gains from the intervention of superior technology in any field are
closely related to its interface with human factor with corresponding skills as well
as attitude. Now days it is though to retain the talented employees in the
organization.
The one single word attrition which is the biggest problem. In broad terms: -
Attrition is a situation which employer face when employee left the organization in
due to job dissatisfaction, new opportunity in the market. It is the question in front
of Human Resource Managers that why the attrition rate is higher? HR
Professionals after making lots of strategies for retaining the employees. They
fail again and the question mark is in front of them.
That's why the companies are having new system in HR Department like:
a) attrition management department,
b) Interaction feedback system,
c) Exit interviews
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Some Facts
1) Attrition rate
US 42%
Australia 29%
Europe 24%
India 20%
Source-Times News New York
2) Attrition rate in India's Business process outsourcing (BPO) industry are about
7.8% points higher than in other industries according to repot released by Hay
Group-A global management consulting firm The findings comes from report,
BPO special sector survey 2008.
It showed that in general, staff turnover in India is 15.7%but at BPO companies
attrition in country highest at 23.5 followed by communication 22%and retail 18%.
3) A recent survey by Associated Chambers of Commerce and Industry of India
(ASSOCHAM) threw up some interesting figures regarding the attrition rates in
India Inc. The survey focused on the Attrition Problem in growing Economy and
said that the maximum attrition is taking place in the age group of 26 to 30 years.
4) Indian managers may be high performers in their area of expertise but the
performances of the people who manage them leave much to be desired for.
That in short is the synopsis of a recent survey conducted by global management
consultancy firm.
5) Attrition in the hospitality industry is up by 15-20 per cent and it is expected
that by the year 2010, it will increase by another 50 per cent. As of now, attrition
rate is 10 per cent per annum and this in not only in the senior positions but also
across various verticals of the industry.
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6) Pharmaceutical industry, has seen major attrition in to medical sales
representative level, which has an attrition rate of 35 per cent
The question arises why employee quit? Is only salary is one factor of job
satisfaction-Those days are gone when salary was only motivator factor for an
employees to leave and organization. Now everybody wants their growth,
working environment etc
The attrition rate is high generally in IT Sectors and BPO.
In BPO, the reasons of leaving the organization are
1) No career path.
2) Poor supervision
3) Internal movement
4) Stress
5) Location/commutating problem
6) Psychological satisfaction
In IT Sectors the reasons are different
1) More career opportunities
2) Stress
3) Inequity in compensation
Bangalore based Global Talent Metrics formally unveiled key findings of
comprehensive research and survey on factors impacting employee attrition
among white collar workers across industries, at a press conference. The
research was developed and survey was conducted over the last 12 months and
includes responses from 5000 employees of companies across industries.
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The survey for the first time probes the role of demographic, psychographic and
sociological factors in predicting attrition and organizational factors that attract
individuals or cause them to leave a company.
By Hewitt "Attrition and retention survey show one of the top reasons for attrition
to be "external inequity in compensation". They also show that 27% of the
employees in their exit interview mentioned compensation as the primary
reason. So there are several factors that interfere an employee to leave the
organization
Now days, employees consider multiple comfort level while working in an office
because the world is open there are many opportunity lying ahead of them due to
the impact of globalization. Human beings are complex personalities. Nature of
human begin were differ from person to persons so it is difficult to predict a
behavior of the employees. This shows the employer and the managers do
understand their employees well. The technique to be used by managers to
understand the employees
a) Observation
b) Frequent interaction
c) Encourage them to talk freely
d) Feedback
Mr. Srinivas, CEO- SATYAM COMPUTER views. "Attrition as big issue that as to
be deals with immediately". As attrition rate is a sensitive issue for all
organization and in every sector. Calculating employee turnover rate is not that
simple as it seems to be and even no common formula can be used by all the
organization. It is different as it needs keeping view of the business nature.
Attrition cost
The cost of attrition is not just the loss of that employee but it includes an array of
hidden costs such as recruitment costs, selection costs, training costs, cost of
covering during the period and opportunity costs.
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The organizational costs associated with the turnover in terms of hiring, training
and productivity loss costs can add up to more than five per cent of an
organization's operating costs, says Cabot Jaffee, Chairman, Global Talent
Metrics.
One of the best methods for calculating the cost of turnovers includes.
Recruitment cost
The cost to the business when hiring new employees includes the following
factors plus 10% for incidental such as background screening:-
* Time spent on recruitment and selection
* Background / reference screening
* Training if any
Training and development Cost
To estimate the cost of training and developing new employees, cost of new
hires must be taken into consideration.
* Training material
* Technology
* Employee benefit
* Trainer's time
Administration cost
They include: Set up communicate system of employee to HR system set up the
new heir workspace The certain things like setup ID card, new bank accounts
etc.
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So it is not an easy task and cost is very high that's why it is a big problem in
front of HR Managers. Retention of excellent employees is one of the biggest
challenges which most of the organizations are facing today. The general
perception is that people leave organization for more money however, in one
astonishing statistical comparison it was found that 89 % of employers think their
people leave for more money while, its just 12 % of employees who actually do
leave for more money .So what is that, which, makes employees to stay or quit
their job. If carefully analyzed, the decision regarding staying or leaving the job is
guided by the emotions Intelligent employers always realize the importance of
retaining the best talent. Retaining talent has never been so important in the
Indian scenario; however, things have changed in recent years. In prominent
Indian metros at least, there is no dearth of opportunities for the best in the
business, or even for the second or the third best. Retention of key employees
and treating attrition troubles has never been so important to companies.
In an intensely competitive environment, where HR managers are poaching from
each other, organizations can either hold on to their employees tight or lose them
to competition. For gone are the days, when employees would stick to an
employer for years for want of a better choice. Now, opportunities abound.
It is a fact that, retention of key employees is critical to the long-term health and
success of any organization. The performance of employees is often linked
directly to quality work, customer satisfaction, and increased product sales and
even to the image of a company. Whereas the same is often indirectly linked to,
satisfied colleagues and reporting staff, effective succession planning and deeply
embedded organizational knowledge and learning.
Framing the retention strategies which are again not an easy task in today's
dynamic and ever changing environment- the duties are not limited and they
have to break off all its boundaries. Getting with and getting the best from you top
talented employees is one of the role of human resource manager.
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Talented employees –these are the people who will lead the organization to
future success and organization can’t afford to lose them. Organisation needs to
promote the diversity and design strategies to retain them, provide the
opportunities for the development make them relies that they are the part of the
organization. When work place ignore the performance will destroy the human
sprit and that's make the true difference in quality of output. A sense of
contribution to the company must be realized the organization needs to let the
employees come to know their performance is important for the organization
In this context it is important that the managers take the following into
consideration.
1. They should understand their basic needs capabilities and their behavior.
2. Identifying the strength and weakness of employees so that proper training
should be provided to them and coaching can be provided.
3. They should help them to build up confidence and improve entire creativity.
4. Maintaining the good interpersonal relations and also encouraging the
participation of employee in managerial decision so that they should have
sensitive of belongings towards the organization.
5. It is very important that there should be trust between supervisor and
subordinates of reduce the disputes and increase the team building.
6. Bring the "WE" culture in the organization.
7. Shows the career path way in the organization.
8. Guaranteed that there should be no biasness and in equity compensation
system.
9. No biasness in performance appraisal.
10. Use workforce skills and abilities in order to exploit environmental
opportunities.
11. Employ innovative reward plans that recognize employee contributions and
grant enhancements.
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12. Indulge in continuous quality improvement through TQM and HR
contributions like training, development, counselling, etc.
13. Utilize people with distinctive capabilities to create unsurpassed competence
in an area.
14. Decentralize operations and rely on self-managed teams to deliver goods in
difficult times e.g. Motorola is famous for short product development cycles.
Conclusion
Any company can compete with anyone provided they have the right value
system inculcated in their business model (I am referring to HR practices).
Organization irrespective of the size, if it has adopted "System thinking" that
organization rarely falters. In any organization if the person contributing to the
organization in his/her role effectively, needs to be treated with dignity and
respect. If an individual is made accountable for his/her actions and given proper
feedback on the performance at work regularly, the individual will love that
organization. It is this basic value of treating people with respect and dignity that
endears an individual to an organization.
90% of people complain not because the company is bad, it is because they feel
they were not treated with dignity. Managing talented employees is turn out to be
goldmine and it will keep supply wealth and value of the organization
Prof. Dileep Kumar M. Ex-Professor Symbiosis (SCMHRD, SCDL), IIIT,
SCMLD, SBS Pune
Introduction
Organisations in the modern days are undergoing heavy transformation in the
wake of industrialization and globalization. Here, Human Resource Management
practices are getting wider acceptance in the developmental and transformational
process.
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Organisation management is giving more thrust in understanding and
developing the competency of employees and makes use the tool competency
mapping, for the improvement of productivity and in maintaining a positive work
culture. This application of the competence approach covers the operational
areas of human resource management in the organization viz., selection,
remuneration, vocational training, evaluation and promotion. The competency
mapping works at the enterprise level than outside realms. The objective behind
this effort is to identify the best, better and good and average effort on the part of
the individual workers and support the best effort, encourage the better effort,
empower the good effort and train the average effort of the workers towards the
best performance. Competency-based methodology was pioneered by Hay-
McBer company founder David McClelland, a Harvard University psychologist in
the late 1960's and early 1970's (Czarnecki, 1995).
Competence and Competency
The word competence is having several meanings. Some consider competence
as job based while some others consider it as individual based. Dubois (1993), a
leading expert in the applied competency field, defines competence as "the
employee's capacity to meet (or exceed) a job's requirements by producing the
job outputs at an expected level of quality within the constraints of the
organization's internal and external environments."
Boyatzis (1982) A competency as "an underlying characteristic of the person"
which could be "a motive, trait, skill, aspect of one's self-image or social role, or a
body of knowledge which he or she uses".
Person based competencies" includes further Self-Confidence, Creativity, and
Cognitive Capacity – competencies etc. While some other authors strongly
argued that competence is related to the job and area of expertise. These
conflicting arguments are still continuing. While this author likes to indicate that
there is no right answer to the question - what is a competency?
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What is important is that organizations adopt a definition that makes sense,
meets its needs, and is used consistently in HR operations and applications.
Competencies are general descriptions of the abilities necessary to perform
successfully in areas specified. Competency profiles synthesize skills,
knowledge, attributes and values, and express performance requirements in
behavioral terms...The review of competency profiles helps managers and
employees to continually reassess the skills and knowledge needed for effective
performance. Competencies dominantly compared as general description of the
abilities that are necessary to perform a task effectively. Competency lies on the
many factors in the work performance. It may relate to the routine works, non-
routine works, team efforts, control, coordinating and guiding workers, and
allocation of resources, analysis, diagnosis, design, planning, execution and
evaluation.
Competency is "a cluster of related knowledge, attitudes, skills and other
personal characteristics that …Affects a major part of one's job, Correlates with
performance on the job, Can be measured against well-accepted standards, Can
be improved via training and development" (Source: Scott Parry 1998, Project
Management Competency Development Framework, PMI).
A competency is what a successful employee must be able to do to accomplish
desired results on a job. Competencies are built up over time and are not innate.
Competence Levels
Different activities required different competency levels in the discharge of
responsibilities and duties associated with the functions. Many competencies like
behavioral competency, Knowledge competency, motivational competency,
language (communication), value competency etc are required for effective
performance. The behavioral competency involves member's attitude and feeling
towards the work and work performance that results in good or poor
performance.
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The behavioral competency is closely related to motivational competency. How an
individual worker thinks about the work organisation and work performance. The
knowledge competency involves the awareness; knowledge and expertise
related to the job, technology and procedures related to work. The language
competency is related to individual workers ability to understand and
communicate the things precisely in a two way process.
Competency Mapping
A competency is something that describes what, where, how and when a job to
be done as per the requirement of the organisational objectives. Competency
mapping is a process of identifying key competencies for a particular position in
an organisation, and then using it for job-evaluation, recruitment, training and
development, performance management, succession planning, etc. Competency
mapping process is designed to consistently measure and assess individual and
group performance to accomplish the objectives of the organization and it further
help to fulfil the expectations of customers. It is used to identify key attributes
(knowledge, skills, and behavior attributes) that are required to perform
effectively in a job classification or an identified process. Competency mapping
involves two sets of activities. One is related to the work activities and work
process and the other is related to the individual and group performance.
It is about identifying preferred behaviors and personal skills, which distinguish
excellent and outstanding performance from the average.
Steps in Competency Mapping
Understanding the core competencies that required for the organisation is the
initial steps in the competency mapping. Many competencies are required for the
organisation in the effective performance of various functions. While certain
competencies like, decision-making skill, communication skills, problem solving
skills, team-building skills etc are included under core competency areas.
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These skills are essential in all the functional areas of management. Methods like
brainstorming and participative focus group discussions etc can realize the core
competencies required for the managers. After the identification of the core
competencies the next step is to relate these competencies with various functions
in business management. Since the core competencies varied in marketing,
finance, purchase, operations management, production etc, the competencies
required to perform different junctions also varied. For this effort the position and
responsibilities of each functional person need to be assessed into. A job
analysis is to be done in the initial stages. By understanding the core
responsibilities and core competencies, the job description viz., written document
of the functional responsibilities, to be prepared in relation to different positions
and departments. The job description and the cop potencies identified are the
base upon which the training and development programmes, mentoring
programmes and coaching to be extended to the members by the superiors in
the organisation. The Human Resource management needs to prepare a plan of
action for each individual member considering the actual competency and the
expected competency. This process creates awareness in the individual about
his behavioral traits in detail, and helps him chalk out an individual development
plan. By forecasting the expected performance the impact analysis of the
process can be done. The competency mapping process also has to make
provision of career development.
Use of Competency Mapping
Competency mapping can play a significant role in
* Recruitment and selection
* Performance management,
* Training and Development,
* Succession planning,
* Job enrichment and job enlargement
* Organizational development analysis
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Conclusion
Competencies and competency-based human resources management (CBHRM)
are in common practice in many organisations. To survive in a turbulent and
dynamic business environment organisations have to adopt competency based
human resource management practices, which are vital to productivity and
performance excellence. Human Resource Management in the organisation have
to give keen importance to these process since competency determine the
organisation effort to compete with quality and quality. Employees in the
organisation are more concerned about their advancement in their career. In
addition to the competency consideration career also to be considered by the
Human Resource managers in the individual planning level. Career-based and
competency-based approaches of Human Resource Management have
productive result in the productivity and business surplus in many organisations.
Human Resource Managers have to look more in the area of CCHRM (Career
Competency – Based HRM) effort as a panacea to productivity and quality
assurance in the wake of acute business competition.
Randhir Kumar Singh Senior Lecturer Dr. Gaur Hari Singhania Institute of
Management & Research Kamla Nagar, Kanpur-208005-
1. Introduction:
The attrition rate plays a significant role in an organisation. High attrition rate of
employees in an organisation is a serious concern because the employees are
the human capital. Some of the organisations have started searching the cause
due to which the employees are leaving the organisation.
There are some organisations specially belonging to IT, Telecom, and various
other sectors which are facing high attrition rate. Due to high attrition rate, cost of
the organisation increases due to training, development, socialisation and other
costs on the employees.
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Attrition rate is high basically in an organisation whose work is mostly dependent
on knowledge workers like BPO, paramedical, aeronautics etc.
Attrition is defined as reduction in the number of employees through retirement,
resignation or death. The rate of shrinkage in size or number of employees is
known as attrition rate. Different organisations use different method to calculate
the rate of attrition. The most common formula to calculate the rate of attrition
used by many organisations is:
Attrition Rate = (Number of employees who left in the year / Average employees
in the year) * 100
2. Attrition rate in India:
Attrition rate is high basically in an organisation where work is mostly dependent
on knowledge workers like BPO, paramedical, aeronautics etc. Attrition rate in
India's business process outsourcing (BPO) industry are about 7.8 percentage
points higher than in other industries, according to a report released by Hay
Group, a global management consulting firm. The findings comes from a new
report, BPO Special Sector Survey 2008, based on Hay Group's global online
compensation and benefits database, PayNet.
It showed that in general, staff turnover in India is 15.7%, but at BPO
companies, attrition is the country’s highest at 23.5%, followed by
communications 22% and retail 18%.
The attrition rate has always been a sensitive issue for all the organisations.
Calculating employee turnover rate is not as simple as it seems to be. No
common formula can be used by all the organisations. A formula had to be
devised keeping in view the nature of the business and different job functions.
Moreover, calculating attrition rate is not only about devising a mathematical
formula. It also has to take into account root of the problem by going back to the
hiring stage.
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3. Causes of attrition rate:
In most of the organisations, employees would love their jobs, like their co-
workers, work hard for their employers, get paid well for their work, have ample
chances for advancement and flexible schedules so they could attend to
personal or family needs, when necessary and never leave. In the real word,
employees leave either because they want more money, hate the working
conditions, hate their co-workers, want a change or because their spouse gets a
dream job at another place.
4. Significance of attrition rate:
Employee turnover is one of the four primary dependent variables in
Organisational Behavior (OB). This consistent with the view held by executives,
HRD Manager, and researchers in OB that turnover has negative consequences
for organisational performance. When employee quits and has to be replaced,
the organisation incurs some very real and tangible costs. The organisation
should retain their manpower for quite a long period. Attrition is a serious
problem, that the organisations are facing today which affects their competitive
advantage.
5. Conclusion:
The tangible cost of employees' attrition would be the cost of training new
employees, recruitment and selection costs, adjustment time, possible product
and/or service quality problems, cost of agency workers/ temporary staff. The
cost of training, cost of less productivity, cost of lost knowledge and cost of
position remaining vacant till a suitable replacement is found.
The intangible costs which may be even more significant than the tangibles,
involve the effect of turnover on organisational culture, employee morale, social
capital or organisational memory.
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All these costs would significantly take away profitability and competitive
advantage of the firm. The organisational costs associated with turnover in terms
of hiring, training and productivity loss.
Meetu Kumar Soft Skills Trainer Icfai National College Meerut-
Dreaming to succeed is the beginning of an adventurous journey. A positive
attitude is the spark which sets vehicle moving in the right direction. Nowadays,
the right kind of attitude is one of the most vital components of job requirements
of the top notch employers. They have belief that they can train the new
incumbents the way they crave but the pre-requisite is the right kind of attitude.
The aspirant has to possess learning and optimistic attitude. He has to have a
big dream, conviction and courage to do efforts to realize his dream with
conviction. He should envisage optimism as the foundation of courage.
The best example of an optimist I often quote is that of a man falling of from tenth
floor of a building waving all the while to his friends as he plummets to each floor,
to say that he was okay SO FAR! I call him a die-hard optimist. An anecdote of
the elephant and mynah endeavours to edify young aspirants or the budding
managers about the kind of attitude required by the employers.
Once there were two friends, a mania and an elephant. One day the elephant
said to the mynah: "You know, I envy you .All my life I wanted to fly I dreamt of
what fun it would be to fly over the village, the mountains, the seas, and to glide
over the river and the jungle. How I wish I could fly."
"No problem," said the mynah and reaching back with his beak he pulled out a
feather from his tail. That is what you must do here, take this feather and hold it
firmly in your trunk. Then flap your ears as hard as you can, and you will fly."
The elephant did as he was told. He held the feather firmly in his trunk flapped
his ears as hard as he could, and lo and behold, he began to fly. Holding on to
the feather tightly, he flew over the river and the vast jungle.
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After a long time, he glided back to earth and ran to meet the mynah, guarding
the feather carefully in his trunk.
"You changed my whole life", he told the mynah, and “I cannot thank you enough
for this feather." "That feather" said the mynah," oh you didn't need that .It was
just one of my old ones. I just gave you something to BELIEVE in. It was flapping
of your ears that did it, not the feather in your trunk!"
The lesson one gains from the story is: We could achieve impossible, if we have
Vision (dream), Conviction (symbolically represented by the feather) and Effort
(flapping of ears) Success in any facet of endeavour, is more deeply rooted in
attitudes than aptitudes!
The employer is seeking the passion to do impossible and the burning desire to
fulfil the dreams thereby meeting the targets .The budding incumbents should
have learning attitude and a burning aspiration to accomplish. They should tend
to love the deadlines and the targets given to them. They should also be able to
flap their ears in order to achieve their goals. Yes, its true that the employer looks
for the elephant with flapping ears, i.e. who has got the dying drive and burning
desire to accomplish his targets or goals.
Attitude based questions, situational questions or case lets are the tools the
recruiters use to judge the existence of the criterion of selection in the applicant's
persona. Individuals who hold a positive, hopeful, confident, good natured, kindly
courageous mental attitude are the persons who eventually radiates sunshine
and gladness, good health and cheer, confidence and happiness wherever they
go.
Someone has rightly said, there are two types of people, some who bring
happiness WHEREVER they go, and some bring happiness WHENEVER they
go!
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With the right kind of attitude one should belong to the first category and
unwittingly would work as magnets attracting many friends, well wishers and off
course employer. Imbibe this secret of success and attract everyone with your
charm of optimism, visionary spirit, and courageous endeavours. Make yourself
employable forever with the enriched spirit of right attitude and outshine with your
grandeur wherever you go.
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OBJECTIVES OF THE PROPOSED STUDY
To analyses the satisfaction level employees in the organization.
To study the working environment, salary package, canteen facilities of
company to its employees.
To study the relationship of employees and employer.
To study about the extra facilities given by organization to its employees
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RESEARCH METHODOLOGY
Objective of study-
To find out the recruitment, selection, induction practices in organization.
To find the comparison between Indian & multinational company
recruitment, selection, induction practices.
To measure the importance of recruitment practices.
To measure the effectiveness of selection process
To measure why the induction is important.
To know the level of these practices the company is adopted.
Introduction-
Research is an important pre-requisite for finding a solution to the problem.
Some of the characteristics of results methodology. Research directed towards
solution of problem it may attempt to answer the question or to determine the
relationship between two or more variable. Research involves gathering new
data from primary of first hand source.
Research is based on experience on empirical evidences. Research strives to
be objective logical applying every possible test to violate the procedure
employed the data collection conclusion reached.
Research Design
It is a specification of methods and a procedure for enquiring the information has
needed. It is a frame work of the study that is used as guideline in collecting and
analyzing data. It helps the researcher to conduct the study by ensuring that
economical procedures are employed and probing in the relevant problem.
It is an exploratory research - It is best .characterized by its lack of
structure and flexibility. It is generally used for development of hypothesis
regarding potential problems and opportunities.
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It is a Descriptive research - the basic of descriptive research is to portray
accurately the characteristics of a particular situation or group. The research
including surveys and fact finding enquiries of different kinds. It also establish
between the different variables.
The research methodology for the present study has been studied under the
following levels-
Types of data and sample
Questionnaire Design
Collection of Data
Chapter Scheme
Types of Data and Sample
The data collection is primary data.
Primary data
Primary data which are collected a fresh and for first time and thus happens the
original in character. Therefore data directly collected by research is known as
primary data.
Sample Design
A sampling plan designed in which decisions have to be taken out about target
represent, sampling unit, sampling procedure.
Collection of Data
After choosing the sample, the next step in the research is data collection to
ensure the relevance of data collected, care is taken to minimize the errors in the
methods of collection.
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The present study the primary data has been collected through a survey of
Indian and Multinational employees asking them a set of questionnaire relating to
its requirement, solution and industrial particles.
Chapter Scheme
Chapter 1 - Chapter Introduction.
Chapter 2 - Literature review
Chapter 3 - Research methodology.
Chapter 4 - Results and interpretation
Chapter 5 - Finding and Conclusion
Limitation of Study
Although full efforts have been put to make the research objective and free from
shortcomings, still some factors are uncontrollable. The following few factors can
be listed below. Sample size is determine keeping some constraints lake the time
factor is mind so the sample is chosen on convenience basic hence the size
may be effectively representative
Type of Universe
The first step is developing any sample design to clearly depends the set of
objects technically called the universe which was studied in India.
Sampling units
Advisory has to be taken concerning a sampling unit before selecting sample,
employees of Indian and Multinational company are sample.
Sample size and sampling procedure
The sample size of respondents is 218 employees sample were taken by simple
random sampling.
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Statistical Analysis tools
In this project, only primary data bas been collected and analyze to knew the
conclusions. Various technique for analysis like factor analysis, mean scores,
structural deviation and T test, independent test.
Factor analysis is a general name denoting a class procedures primarily used for
data reductions and summarization. In that research these may be large no. of
variable most of which are cosselated and which must be reduced to a
manageable level and relationship among set of many interrelated variable are
examined and represented in terms of a few underlying factors. In the factor
analysis we have fist to use the Descriptive statistics - This table tell about the
mean of each variable and standard deviation of each variable.
Factor analysis is used in the following circumstance
To identify underlying dimensions or factors that explain the consolation among a
set of variable.
To identify a new, smaller set of uncorrelated variable to replace the original set
of correlated variables in subsequence multivariate analysis.
To identify smaller set of salient variables from a larger set for use in subsequent
multivariate analysis.
Statistics associated with factor Analysis
Bartlett's test of sphericity - Bartlett's test of sphericity is test statistics used to
examine the hypothesis that variables are uncorrelated on the populations.
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Correlation Matrix – A correlation matrix is a lower triangle matrix showing the
simple correlation's between all possible pairs of variable include in the analysis.
Communality – Communality is the amount of variance a variable share with all
other variable being considered.
Eigen Value – The eigen value represents the total variance explained by each
factor.
Factor loading – Factor loading are simple correlations between the variable
and the factors.
Factor loading plot – Factor loading plot is a plot of original varianles using the
factor loading as coordinates.
Factor Matrix – Factor matrix contains the factors loading of the entire variable
on the entire factor extracted.
KMO – The Kaiser Meyer Olkin measure of sampling adequary is an index used
to examine the appropriateness of factor analysis. High value (between 0.5 to 1.0
) indicate factor analysis is appropriate. Value below 0.5 imply that factor analysis
may not be appropriate.
Percentage of variance – This is the percentage of the total variable attributed
to each factor.
Determine the method at factor Analysis – Once it has been determine
that factor analysis is an appropriate technique for analyzing the data, an
appropriate method must be selected. The two basic approached are principal
components analysis and common factor analysis.
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In principal component analysis the total variance in data as considered. The
principal components analysis is recommended when the primary concern is to
determine the minimum numbers of factor chat will account for maximum
variance in the data for use in subsequent multivariate analysis.
In common factor analysis the factors are estimated based only on the common
variance. This method is appropriate when the primary concern is to identify the
underlying dimensions and the common variance is of interest.
No. of Factor – We have to determine the No. of factor on the behalf of the
eigen value and we measure of the gogen value is about 1 than that is the factor
or it the eigen value is less than 1 then we have says that is not any factor.
Rotated Factor – These coefficients, the factor loading represents the
correlation between the factor and the variable. A coefficient with a large
absolute value indicates that factor and the variable are closely related. Although
the initial unrotated factor matrix indicates the relationship between factor and
individual variables. In rotating the factors, we would like each factor to have
nonzero or significant. Loadings or coefficient for only some of the variables. If
several factors have high loadings with the same variable it is difficult to interpret
items. Rotation does not affect the communalities and the percentage of total
variance explained. The rotation is called ortho general rotation it the exes are
maintained at right angles. The most commonly used method for rotation is the
ordinary procedure. This is an orthogeneral method of solution that minimized the
no. of variables with high loading on a factor.
Interpret factor – Interpretation is facilitated by identifying the variables that
have large loading on the same factor that factor can then be interpreted in term
of the variable's that load high on it.
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T-Test – With the help of the T test we have to find the mean of both Indian and
Multinational Company and with the help of their test we have to find out the
comparison between the Indian and Multinational company which type of practice
they have used.
Independent Sample Test – With the help of this test we have to measure the
reliability and in that we have taken the reliability is 0.09 the variable is reliable
and if this is 0.00 then that variable is most reliable. So we have to measure the
reliability between these variable with the help of this value.
Questionnaire Design
To conduct the study a questionnaire was developed. the questions incorporates
in the questionnaire were on 5 point scale i.e. 5 means strongly agree, 4 means
agree, 3 means can’t say, 2 means disagree and 1 means strongly disagree. The
variable included in the question cover various area in HR practices like
recruitment, selection and induction practices in Indian and Multinational
Company.
Analysis depends on the response obtained, which may be biased, as it is the
tendency of people to put forward their best rather than truth. Through the
questionnaire is prepared with full call and efforts but there are always the
chance of learning some important factors, which could be include to get more
information and hence the results may not be brilliant in that sense.
The researcher fills some of the response in by asking the questions to the
respondents they were enables to fill the question wise. The research study
proves to mathematical/statistical errors, although an effort has been made to
complete the study to the best of ability.
DATA ANALYSIS
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Data analysis is a practice in which raw data is ordered and organized so that
useful information can be extracted from it. The process of organizing and
thinking about data is key to understanding what the data does and does not
contain. There are a variety of ways in which people can approach data analysis,
and it is notoriously easy to manipulate data during the analysis phase to push
certain conclusions or agendas. For this reason, it is important to pay attention
when data analysis is presented, and to think critically about the data and the
conclusions which were drawn.
Raw data can take a variety of forms, including measurements, survey
responses, and observations. In its raw form, this information can be incredibly
useful, but also overwhelming. Over the course of the data analysis process, the
raw data is ordered in a way which will be useful. For example, survey results
may be tallied, so that people can see at a glance how many people answered
the survey, and how people responded to specific questions.
In the course of organizing the data, trends often emerge, and these trends can
be highlighted in the write up of the data to ensure that readers take note. In a
casual survey of ice cream preferences, for example, more women than men
might express a fondness for chocolate, and this could be a point of interest for
the researcher. Modelling the data with the use of mathematics and other tools
can sometimes exaggerate such points of interest in the data, making them
easier for the researcher to see.
Charts, graphs, and textual write-ups of data are all forms of data analysis.
These methods are designed to refine and distil the data so that readers can
glean interesting information without needing to sort through all of the data on
their own. Summarizing data is often critical to supporting arguments made with
that data, as is presenting the data in a clear and understandable way.
When people encounter summarized data and conclusions, they should view
them critically. Asking where the data is from is important, as is asking about the
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sampling method used to collect the data, and the size of the sample. If the
source of the data appears to have a conflict of interest with the type of data
being gathered, this can call the results into question. Likewise, data gathered
from a small sample or a sample which is not truly random may be of
questionable utility. Reputable researchers will always provide information about
the data gathering techniques used, the source of funding, and the point of the
data collection in the beginning of the analysis so that readers can think about
this information while they review the analysis.
RESULTS AND DISCUSSION
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Factor Analysis- we have to interpret the result of 218 respondent of Indian &
multinational company or to measure which type of HR practice they have & we
have to conclude with the help of the factor analysis.
Descriptive Statistics
4.2294 .70721 218
4.0826 .81606 218
3.6743 1.04259 218
4.1743 .69685 218
4.2294 .57814 218
3.5826 1.06259 218
3.6514 1.13492 218
3.6422 1.15222 218
3.3486 1.19427 218
4.2064 .77314 218
4.4541 .57618 218
3.8486 .86936 218
4.0092 .79741 218
4.0459 .74840 218
4.1560 .75805 218
3.9633 .91507 218
4.2890 .76440 218
4.0459 .90452 218
4.0734 .75844 218
3.9633 .80810 218
4.0092 .78577 218
3.8578 .83305 218
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Mean Std. Deviation Analysis N
Interpretation of table- 1
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According to this tale we have to divide to these variables in three level of
practices
High level practices
Moderate level practices
Normal practices
According to this table we says that these practice are high level practices use in
Indian & multinational company these statement are given below-
Our firm attracts best and competent people for jobs
Our firm targets and attracts best people irrespective of gender, minority
groups
Our company selects the table and competent candidates
Our company looks at candidate’s ability and competence to work in a
team
To select the best candidates, our company conducts-technical interview
To select the best candidates, our company conducts-general interview
Our company systematically evaluates the recruitment policy and function.
Our company systematically evaluates the selection process.
Our company understands and recognizes the importance of induction
program.
Our company organizes a formal induction program for new employees
very effectively.
Induction training provides an opportunity for new employees to learn
comprehensively about organization, mission and goals, values and
culture, and customers.
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Induction training creates bonds between our company and new
employees.
In induction training, new employees are also given training in specific
skills to do the job.
The new employees find induction program very effective and useful in
this organization.
According to this table we can say that some practice are follow moderate
level practices in Indian & multinational company these are given below-
Our firm mostly taps internal source for filling up higher vacant
positions.
Our company prefers fresh graduates at entry level.
To select the best candidates, our company conducts-written test
To select the best candidates, our company conducts-test on specific
skill
Our company selects employees who have a quest for excellence in
whatever they do.
Senior managers take interest and spend time with new employees
during induction.
Induction training is periodically evaluated and improved.
According to this table this practices are use normal in Indian & multinational
company.
To select the best candidates, our company conducts- Psychological
tests
KMO and Bartlett's Test
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Interpretation of table -2
According to this table we can analyse the KMO-test the sample value is lying
between .5 to 1 and this mean the sample is adequate-.787
According to bartletts test-
Approx. chi-square value is-2264.160
Difference value-231
Significance value-.000 this mean is a highest reliable value.
Communalities
1.000 .591
1.000 .612
1.000 .761
1.000 .666
1.000 .760
1.000 .768
1.000 .764
1.000 .788
1.000 .798
1.000 .743
1.000 .692
1.000 .678
1.000 .807
1.000 .812
1.000 .681
1.000 .731
1.000 .721
1.000 .640
1.000 .684
1.000 .664
1.000 .716
1.000 .704
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Initial Extraction
Extraction Method: Principal Component Analysis.
Interpretation of table- 3
Kaiser-Meyer-Olkin Measure of
Sampling Adequacy..784
Bartlett's Test of
Sphericity
Approx. Chi-
Square
2249.86
3
Df 231
Sig. .000
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According to this table we can the initial value & the extraction and this initial
value are same so our data calculation is right & the extraction value is less than
the initial value. Communalities is the amount of variance share with all other
variables being considered. This is also the proportion of variance explained by
the common factors.
Total Variance Explained
6.497 29.533 29.533 6.497 29.533 29.533 3.118 14.172 14.172
2.525 11.475 41.008 2.525 11.475 41.008 2.476 11.256 25.428
1.889 8.586 49.594 1.889 8.586 49.594 2.431 11.048 36.476
1.443 6.560 56.154 1.443 6.560 56.154 2.400 10.911 47.387
1.335 6.068 62.222 1.335 6.068 62.222 2.308 10.489 57.876
1.079 4.904 67.126 1.079 4.904 67.126 1.658 7.539 65.415
1.012 4.601 71.727 1.012 4.601 71.727 1.389 6.313 71.727
.835 3.797 75.524
.652 2.965 78.489
.602 2.734 81.223
.569 2.587 83.810
.516 2.347 86.156
.457 2.077 88.233
.449 2.041 90.274
.423 1.921 92.195
.373 1.696 93.891
.307 1.397 95.287
.258 1.172 96.460
.236 1.071 97.531
.227 1.033 98.564
.183 .833 99.397
.133 .603 100.000
Component1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
Total % of Variance Cumulative % Total % of Variance Cumulative % Total % of Variance Cumulative %
Initial Eigenvalues Extraction Sums of Squared Loadings Rotation Sums of Squared Loadings
Extraction Method: Principal Component Analysis.
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Interpretation table-4
With the help of this table we know about the component and that we give the
importance of that component and those components have value above from one
and this study is based on primary data. That was 22 variable. It was not possible
to define the entire variable. So deduction of data was applied factor analysis in
which we have divided these variables in seven factors.
F1- Company policy about recruitment, selection, induction.
F2- Importance of induction training for employee.
F3- Discus about selection process.
F4- What type of improvement with the help of induction training.
F5- Discussion about the interview process.
F6- The company use internal resource for selection.
F7- The entry level in the company.
The table labeled “initial eigen values” gives the eigen values. The eigen values
represents the total variance explained by each factor. The eigen values for all
the 22 variable are in decreasing order of magnitude as we go from 1 to 22
variable. Total variance accounted by all the 22variable is 7. Factor 1 account for
a variation of 6.4970 which is 29.553 percent of the total variance. Likewise, the
second factor accounts for 2.525 which is 11.475 percent and the third factor
accounts for a variance of 1.889 which is 8.586% & the fourth factor account for
a variance of 1.443 which is6.560% & the fifth factor account for a variance of
1.335 which is 6.068% & the sixth factor variance is 1.079 which is 4.904% & the
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seven factor variance is 1.012 which is 4.601%. The first factor combined for
71.7278 percent of total variance. And all the three have eigen values greater
than 1(>1). So with the help of this we determine about the different factor
.
Rotated Component Matrixa
.394 .053 -.034 .111 .439 .325 -.348
.145 .043 -.270 .284 .480 -.146 -.428
.054 -.077 .063 .249 -.203 .780 .189
.349 .334 -.037 .125 .398 .425 -.279
.172 .256 -.197 .040 .330 .710 -.109
-.038 .016 -.106 .088 .170 .032 .847
-.115 -.066 .853 .090 .032 -.010 -.099
-.014 -.078 .865 .012 .082 -.123 -.109
.143 .012 .846 -.175 .017 .051 .169
.081 -.066 .014 .010 .853 -.006 .068
.015 .046 .229 .147 .764 .050 .170
.573 -.099 .031 .496 .236 .090 .170
.828 .205 .024 .103 .009 .216 -.145
.701 -.023 -.016 .475 .069 .204 -.217
.671 .383 -.057 .274 .061 .003 -.042
.665 .472 .017 .013 .123 -.141 .174
.380 .734 -.094 .130 .074 .077 .035
.022 .750 -.090 .206 -.153 .006 -.056
.081 .480 -.126 .602 -.063 .220 .125
.269 .588 .104 .387 .251 .145 -.041
.260 .331 .059 .722 .071 .056 -.076
.236 .249 -.076 .714 .218 .149 .028
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1 2 3 4 5 6 7
Component
Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization.
Rotation converged in 9 iterations.a.
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Interpretation of table-5
With the help of this table we have to define the total variable are coming in the
seven factor and according to them we have find out the result of each
component with variable. The explanation of these factors-
FACTOR- 1 (loading) (mean) (st.devi.)
V12- Our company selects employees who have a quest for excellence in
whatever they do.573 3.848 .8693
V13- Our Company systematically evaluates the recruitment policy and function.
.828 4.002 .7974
V14- Our Company systematically evaluates the selection process.
.701 4.0409 .7484
V15- Our Company understands and recognizes the importance of induction
program.
.671 4.156 .7580
V16- Our Company organizes a formal induction program for new employees
very effectively. .665 3.963
.9150
FACTOR – 2
V17- Induction training provides an opportunity for new employees to learn
comprehensively about organization, mission and goals, values and culture, and
customers. .734 4.2890
.7644
V18- Induction training creates bonds between our company and new
employees.
.750 4.0459 .9045
101
V20- Senior managers take interest and spend time with new employees during
induction. .588
3.9633 .8081
FACTOR – 3
V7- To select the best candidates, our company conducts- written test.
.853 3.6514 1.1349
V8- To select the best candidates, our company conducts- test on specific skills.
.865 3.6422 1.1522
V9- To select the best candidates, our company conducts- psychological tests.
.846 3.3486 1.1942
FACTOR – 4
V19- In induction training, new employees are also given training in specific skills
to do the job. .602 4.0734
.75844
V21- The new employees find induction program very effective and useful in this
organization. .722 4.0092
.78577
V22- Induction training is periodically evaluated and improved.
.714 3.8578 .83305
FACTOR – 5
V10- To select the best candidates, our company conducts- technical interview
.853 4.2064 .77314
V11- To select the best candidates, our company conducts- general interview.
.764 4.4541 .57618
102
FACTOR – 6
V3- Our firm mostly taps internal source for filling up higher vacant positions.
.780 3.6743 1.0425
V5- Our Company looks at candidate’s ability and competence to work in a team.
.710 4.2294 .57814
FACTOR – 7
V6- Our Company prefers fresh graduates at entry level.
.847 3.5826 1.06259
103
RESULT
A total of 22 variable regulating – HR practice was subjected to factor analysis.
Factor analysis brought in seven factors in all. The total variance is 71.727% and
the first variance is 29.533% and the last variance is 4.601%. the total factor is.
F1- company policy about recruitment, selection, induction. (5
variable)
F2- importance of induction training for employee. (3
variable)
F3- discuss about selection process. (3
variable)
F4- what type of improvement with the help of induction training. (3
variable)
F5- discussion about the interview process. (2
variable)
F6- the company use internal resources for selection. (2
variable)
F7- the entry level in the company. (1
variable)
104
105
Independent Samples Test
5.864 .016 1.142 216 .255 .10966 .09606
1.158 215.967 .248 .10966 .09466
1.640 .202 -1.799 216 .073 -.19847 .11035
-1.856 205.875 .065 -.19847 .10695
.230 .632 1.231 216 .220 .17424 .14154
1.237 213.604 .217 .17424 .14083
.384 .536 -.305 216 .760 -.02898 .09492
-.309 215.775 .758 -.02898 .09387
.617 .433 .925 216 .356 .07271 .07861
.912 194.092 .363 .07271 .07974
5.227 .023 2.626 216 .009 .37424 .14251
2.607 202.725 .010 .37424 .14358
.685 .409 -3.810 216 .000 -.57017 .14967
-3.810 210.279 .000 -.57017 .14965
.032 .859 -2.851 216 .005 -.43932 .15410
-2.849 209.517 .005 -.43932 .15422
.148 .701 -2.080 216 .039 -.33508 .16110
-2.092 213.924 .038 -.33508 .16019
1.070 .302 -2.011 216 .046 -.20983 .10436
-2.023 214.144 .044 -.20983 .10373
.479 .489 -2.775 216 .006 -.21407 .07713
-2.771 208.886 .006 -.21407 .07725
.171 .680 .291 216 .772 .03441 .11841
.290 207.481 .772 .03441 .11877
.395 .530 1.352 216 .178 .14627 .10818
1.343 203.259 .181 .14627 .10894
.730 .394 -.075 216 .940 -.00763 .10196
-.075 208.950 .941 -.00763 .10210
.056 .814 -.251 216 .802 -.02593 .10326
-.250 206.542 .803 -.02593 .10367
.513 .474 1.994 216 .047 .24627 .12353
1.986 206.471 .048 .24627 .12403
.913 .340 .871 216 .385 .09051 .10396
.873 211.858 .384 .09051 .10373
.457 .500 1.292 216 .198 .15864 .12275
1.289 207.572 .199 .15864 .12311
.575 .449 2.047 216 .042 .20949 .10234
2.037 205.433 .043 .20949 .10286
.543 .462 .055 216 .956 .00610 .11009
.056 212.825 .956 .00610 .10969
.093 .760 -1.401 216 .163 -.14932 .10657
-1.395 206.331 .164 -.14932 .10701
1.033 .311 -.199 216 .843 -.02254 .11348
-.199 209.898 .843 -.02254 .11352
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
Equal variancesassumed
Equal variancesnot assumed
v1
v2
v3
v4
v5
v6
v7
v8
v9
v10
v11
v12
v13
v14
v15
v16
v17
v18
v19
v20
v21
v22
F Sig.
Levene's Test forEquality of Variances
t df Sig. (2-tailed)Mean
DifferenceStd. ErrorDifference
t-test for Equality of Means
Interpretation of table-6
The table labeled‘t – test for equality of means’ can be used to see the level of
difference in the extent to different practices are adopted by Indian and MNC’s.
We will find out whether that difference is significant or not from the 2-tailed Test.
While finding that difference we will set the limit as 0.1. That 2-tailed test score
below 0.1 shows there is high difference between Indian and MNC’s in adopting
that practice. And that score more than 0.1 shows there is not significant
differences which show that both Indian and MNC’s follow that practice at similar
extent. Therefore we will avoid all these variables and explain only those which
have that score less than 0.1.
From 2-tailed test we find that variables, V2,V6,V7,V8,V9,V10,V11,V16 and V19
have score of less than 0.1 which show a very high difference between Indian
and MNC’s in the following these practices. But some variable like V6, V7, V8,
and V11 these show the highest significant level difference & these variables are
follow;
V6 Our company prefers fresh graduates at entry level
V7 To select the best candidates, our company conducts-written test.
V8 To select the best candidates, our company conducts- test on specific
skills.
V11 To select the best candidates, our company conducts- general interview.
Other variables V2, V9, V10, V16, and V19 also show significant difference
between Indian and MNC’s
V2 Our firm targets and attracts best people irrespective of gender, minority
groups, etc.
V9 To select the best candidates, our company conducts- psychological tests
V10 To select the best candidates, our company conducts- technical interview.
V16 Our company organizes a formal induction program for new employees
106
very effectively.
V19 In induction training, new employees are also given training in specific
skills to do the job.
And the following practices
V1,V3,V4,V5,V12,V13,V14,V15,V17,V18,V20,V21,V22. These all followed by
both type of organizations at a similar extent.
V1 Our firm attracts best and competent people for jobs.
V3 Our firm mostly taps internal source for filling up higher vacant positions.
V4 Our company selects the table and competent candidates.
V5 Our company looks at candidate’s ability and competence to work in a
team
V12 Our company selects employees who have a quest for excellence in
whatever they do.
V13 Our company systematically evaluates the recruitment policy and function.
V14 Our company systematically evaluates the selection process.
V15 Our company understands and recognizes the importance of induction
program.
V17 Induction training provides an opportunity for new employees to learn
comprehensively about organization, mission and goals, values and
culture, and customers.
V18 Induction training creates bonds between our company and new
employees.
V20 Senior managers take interest and spend time with new employees during
induction.
V21 The new employees find induction program very effective and useful in this
organization.
V22 Induction training is periodically evaluated and improved.
107
T-Test
Group Statistics
118 4.2797 .76108 .07006
100 4.1700 .63652 .06365
118 3.9915 .93823 .08637
100 4.1900 .63078 .06308
118 3.7542 1.06968 .09847
100 3.5800 1.00685 .10068
118 4.1610 .73926 .06805
100 4.1900 .64659 .06466
118 4.2627 .52992 .04878
100 4.1900 .63078 .06308
118 3.7542 1.00372 .09240
100 3.3800 1.09894 .10989
118 3.3898 1.10193 .10144
100 3.9600 1.10023 .11002
118 3.4407 1.12882 .10392
100 3.8800 1.13956 .11396
118 3.1949 1.22131 .11243
100 3.5300 1.14111 .11411
118 4.1102 .79296 .07300
100 4.3200 .73691 .07369
118 4.3559 .56274 .05180
100 4.5700 .57305 .05730
118 3.8644 .85650 .07885
100 3.8300 .88825 .08883
118 4.0763 .76412 .07034
100 3.9300 .83188 .08319
118 4.0424 .74414 .06850
100 4.0500 .75712 .07571
118 4.1441 .74278 .06838
100 4.1700 .77921 .07792
118 4.0763 .88826 .08177
100 3.8300 .93263 .09326
118 4.3305 .77410 .07126
100 4.2400 .75371 .07537
118 4.1186 .88838 .08178
100 3.9600 .92025 .09203
118 4.1695 .73153 .06734
100 3.9600 .77746 .07775
118 3.9661 .82620 .07606
100 3.9600 .79035 .07903
118 3.9407 .76563 .07048
100 4.0900 .80522 .08052
118 3.8475 .83336 .07672
100 3.8700 .83672 .08367
sect_21.00
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v1
v2
v3
v4
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v6
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v8
v9
v10
v11
v12
v13
v14
v15
v16
v17
v18
v19
v20
v21
v22
N Mean Std. DeviationStd. Error
Mean
Interpretation of table-7
108
According to this table we have to compare the HR practices in Indian &
multinational company. So we have to generate another table and with the help
of this table we have easily compare the HR practices:
name Grand mean Indian Multinational
V1 4.2294 4.2797 4.1700
V2 4.0826 3.9915 4.1900
V3 3.6743 3.7542 3.5800
V4 4.1743 4.1610 4.1900
V5 4.2294 4.2627 4.1900
V6 3.5826 3.7542 3.3800
V7 3.6514 3.3898 3.9600
V8 3.6422 3.4407 3.8800
V9 3.3486 3.1949 3.5300
V10 4.2064 4.1102 4.3200
V11 4.4541 4.3559 4.5700
V12 3.8486 3.8644 3.8300
V13 4.0092 4.0763 3.9300
V14 4.0459 4.0424 4.0500
V15 4.1560 4.1441 4.1700
V16 3.9633 4.0763 3.8300
V17 4.2890 4.3305 4.2400
V18 4.0459 4.1186 3.9600
V19 4.0734 4.1695 3.9600
V20 3.9633 3.9661 3.9600
V21 4.0092 3.9407 4.0900
V22 3.8518 3.8475 3.8700
According to this table we have describe the every practice in Indian &
multinational company-
109
V1- Our firm attracts best and competent people for jobs-this practice is very
strong in both company the grand mean of this practices-4.2294 but this is most
popular to Indian as compare to multinational the mean of Indian is-4.2797 but in
multinational is – 4.1700
V2- Our firm targets and attracts best people irrespective of gender, minority
groups, etc.-this practice is also very strong in company the grand mean is-
4.0826 but this is most popular in multinational as compare to Indian the mean of
multinational is-4.1900 and the mean of Indian is- 3.9915
V3- Our firm mostly taps internal source for filling up higher vacant positions-this
is the popular practice in companies the grand mean is- 3.6743 but this is almost
similar in Indian & multinational company the mean of Indian is-3.7542 and the
mean of multinational is – 3.5800.
V4- Our company selects the table and competent candidates- this practice is
much popular in both of companies the grand mean is – 4.1743 but this is almost
similar practices in Indian & multinational company & the mean of Indian is –
4.1610 & the mean of multinational is – 4.1900
V5- Our company looks at candidate’s ability and competence to work in a team-
this practice is also much popular in both companies & the grand mean is-4.2294
but this is most popular in Indian as compare to multinational the mean of Indian
is -4.2627 but the mean of multinational is – 4.1900
V6- Our Company prefers fresh graduates at entry level- this is so popular
practice in both companies the grand mean is – 3.5826 but the practice is most
popular in Indian company as compare to multinational the mean of Indian is-
3.7542 & the mean of multinational is-3.3800
V7- To select the best candidates, our company conducts-written test-this is also
popular practice in both companies the grand mean is-3.6514 & this practice is
110
so popular in multinational company as compare to Indian company & the mean
of Indian is- 3.3898 & the mean of multinational is-3.9600
V8- To select the best candidates, our company conducts-test on specific skills-
this practice is popular in Indian & multinational company but multinational are so
popular as compared to Indian company the grand mean is-3.6422 & the Indian
mean is -3.4407 & the multinational mean is-3.8800
V9- To select the best candidates, our company conducts-psychological tests-
this practice is moderate popular in both company but the multinational is popular
as compared to Indian company & the grand mean is-3.3486 & the Indian mean
is- 3.1949 & the multinational mean is- 3.5500
V10- To select the best candidates, our company conducts- technical interview-
this practice is much popular In both company but the multinational are popular
as compared to Indian & the grand mean is-4.2064 & the Indian mean is- 4.1102
& the multinational mean is-4.3200
V11- To select the best candidates, our company conducts-general interview-
this practice is much popular in both company but the multinational is more
effective as compared to the Indian companies & the grand mean is- 4.4541 &
the Indian mean is -4.3559 & the multinational mean is- 4.5700
V12- Our company selects employees who have a quest for excellence in
whatever they do-this is popular practices in both the company but this is same
practice in Indian & multinational company & the grand mean is-3.8486 & Indian
mean is- 3.8644 & multinational mean is- 3.8300
V13- Our company systematically evaluates the recruitment policy and function-
this is much popular practice in Indian & multinational company but most popular
in Indian as compare to multinational & grand mean of both is- 4.0092 & Indian
mean is- 4.0763 & multinational mean is- 3.9300
V14- Our Company systematically evaluates the selection process- this is much
popular practice in Indian & multinational company but this practice is same
111
effectiveness in Indian & multinational company & grand mean of both company
is- 4.0459 & Indian mean is- 4.0424 & multinational mean is- 4.0500
V15- Our company understands and recognizes the importance of induction
program- this is much popular practice in Indian & multinational company but this
practice is same effectiveness in Indian & multinational company & grand mean
of both company is- 4.1560 & Indian mean is- 4.1441 & multinational mean is-
4.1700
V16- Our company organizes a formal induction program for new employees
very effectively- this is popular practices in both the company but this is more
effective in Indian as compared to multinational company & the grand mean is-
3.9633 & Indian mean is- 4.0763 & multinational mean is- 3.8300
V17- Induction training provides an opportunity for new employees to learn
comprehensively about organization, mission and goals, values and culture, and
customers- this is much popular practices in both the company but this is more
effective in Indian as compared to multinational company & the grand mean is-
4.2890 & Indian mean is- 4.3305 & multinational mean is- 4.2400
V18- Induction training creates bonds between our company and new
employees- this is much popular practices in both the company but this is more
effective in Indian as compared to multinational company & the grand mean is-
4.0459 & Indian mean is- 4.1186 & multinational mean is- 3.9600
V19- In induction training, new employees are also given training in specific skills
to do the job- this is much popular practices in both the company but this is more
effective in Indian as compared to multinational company & the grand mean is-
4.0734 & Indian mean is- 4.1695 & multinational mean is- 3.9600
V20- Senior managers take interest and spend time with new employees during
induction- this is popular practices in both the company but this is same practice
112
in Indian & multinational company & the grand mean is-3.9633 & Indian mean is-
3.9661 & multinational mean is- 3.9600
V21- The new employees find induction program very effective and useful in this
organization- this is much popular practices in both the company but this is more
effective in multinational as compared to Indian company & the grand mean is-
4.0092 & Indian mean is- 3.9407 & multinational mean is- 4.0900
V22- Induction training is periodically evaluated and improved- this is popular
practices in both the company but this is same practice in Indian & multinational
company & the grand mean is-3.8578 & Indian mean is- 3.8475 & multinational
mean is- 3.8700
SUGGESTION
113
The best use of internal & external resources to recruitment process because
with the help of this we can place the right person at right place
More focus on induction programme
Make the selection procedure according to the required talent
Make effective policy for the recruitment, selection, induction practices.
More focus on job analysis based on what the job may entitle in the future
To maintain the coordination between the superior and subordinate
Induction training is periodically evaluated and improved
Optimum use of resources
114
CONCLUSION
Table- 1
According to this table we have find the company is adopt high level
practice in some cases like as-
a- To attract & select best people for jobs.
b- The technical interview, general interview.
c- Recruitment policy & selection process.
d- In induction programme to give the importance to effectiveness.
Some of moderate level practices are like as-
a- for entry level
b- In some selection cases-written test & test on specific skills.
Some cases they adopt normal level practices like as-
a- In psychological test.
Table- 2
According to kmo and brittle test we have find the
sampling adequacy and the reliability in values &
the adequacy is- .784 & the df is- 231 & the
reliability is- .000.
Table- 3
We have seen only the initial value & these are
same
115
Table-4
With the help of this table we have find there is
seven factors those are having eigen value is
above from one & the initial value is- 29.533% &
the last is- 4.601% & the cumulative value is-
77.727%.
Table- 5
With the help of rotated component matrix we have
find the highest loading of all the seven factor
according to each variable & we find there is
nineteen variable which is highest loading in that
seven factors
Table- 6
With the help of this test we have find in some of
the practices has high significance different
between these practices. The values of these
are- .000 to .010& some has only significance
difference. The value is above from- .o2 to .10 &
some has value is above from .10 then they have
show minor difference.
High significance variable is- V6,V7,V8,V11
Significance variable is- V2,V9,V10,V16,V19
No significance variable is-
V1,V3,V4,V5,V12,V13,V14,V15,V17,V18,V20,V21,
V22.
116
Table- 7
With the help of T- TEST we have find the comparison between these
practices in Indian & multinational company. We have mention those
variable which is find the difference between these practices in Indian &
multinational company.
Indian are stronger in- V1,V3,V5,V6,V13,V16,V17,V18,V19.
Multinational are stronger in- V2, V7, V8, V9, V10, V11, V21.
117
RECRUITMENT, SLECTION, INDUCTION Practices Across
Industries
Questionnaire
General Information
1. Name of the respondent
2. Designation of the respondent
3. Name and address of the
organization
4. In which sector does your organisation operate?
Public (Govt.) MNCs
Private Collaborate
5. The year in which your
organisation was established.
6. Company’s principal
products/services
Yes No
7. Does your organization have a HRM Department?
8. Does your organisation have a formalized strategic plan?
118
9. Does your organisation have adopted a strategic HRM within
the framework of strategic plan?
10. Does your organization have a Human Resource Information
System (HRIS)?
11. Is there any employee union in your organization?
12. Does your organisation use the Internet/Intranet extensively?
13. The reasons for use of Internet/Intranet:
i) To save timev) To create a big pool of
candidates
ii) To reduce cost vi) Faster communication
iii) To identify better
candidates
(v) Any other use (Please
specify)
iv) Faster response to
candidates
14. Total workforce of your organization:
a) Total Male Employees
b) Total Female Employees
15. Your total working experience:
(a) In the corporate sector.
(b) In the software Industry.
119
(c) In the present company.
Part II
This section contains the statements regarding HRM to measure your perception regarding HR
practices being practiced in the firm. Please indicate your response/perception on the following
five-point scale:
1 = strongly disagree, 2 = disagree, 3 = can’t say, 4 = agree, 5 = strongly agree
HRM Practices Stron
gly
Disag
ree
Disag
ree
Can
’t
Say
Agr
ee
Stron
gly
Agree
(1) Our firm attracts best and competent people for jobs.
(2) Our firm targets and attracts best people irrespective of
gender, minority groups, etc.
(3) Our firm mostly taps internal source for filling up higher
vacant positions.
(4) Our company selects the able and competent candidates.
(5) Our company looks at candidate’s ability and competence
to work in a team.
(6) Our company prefers fresh graduates at entry level.
(7) To select the best candidates, our company conducts:
Written test.
(8) Test on specific skills.
(9) Psychological tests (…………………)
120
HRM Practices Stron
gly
Disag
ree
Disag
ree
Can
’t
Say
Agr
ee
Stron
gly
Agree
(10) Technical interview
(11) General interview.
(12) Our company selects employees who have a quest for
excellence in whatever they do.
(13) Our company systematically evaluates the recruitment
policy and function.
(14) Our company systematically evaluates the selection
process.
(15) Our company understands and recognizes the importance
of induction program.
(16) Our company organizes a formal induction program for
new employees very effectively.
(17) Induction training provides an opportunity for new
employees to learn comprehensively about organization,
mission and goals, values and culture, and customers.
(18) Induction training creates bonds between our company and
new employees.
(19) In induction training, new employees are also given training
in specific skills to do the job.
(20) Senior managers take interest and spend time with new
employees during induction.
(21) The new employees find induction program very effective
121
HRM Practices Stron
gly
Disag
ree
Disag
ree
Can
’t
Say
Agr
ee
Stron
gly
Agree
and useful in this organization.
(22) Induction training is periodically evaluated and improved.
Component Matrixa
.570 .155 -.373 -.247 .166 .053 .107
.413 -.061 -.479 -.241 -.217 .207 -.245
.247 -.019 .165 .289 .762 -.003 .092
.689 .076 -.221 -.132 .134 .172 .268
.560 -.107 -.279 .078 .393 .169 .409
.027 -.059 -.016 .781 -.098 -.375 .058
-.112 .786 .263 -.009 .068 .232 -.079
-.110 .832 .228 -.088 -.044 .134 -.061
-.060 .786 .334 .051 .032 -.110 .221
.276 .336 -.672 .212 -.225 -.019 .081
.316 .467 -.447 .362 -.184 .076 .057
.622 .183 -.080 .118 .099 -.355 -.318
.715 .074 .129 -.351 .116 -.348 .123
.741 .084 -.003 -.267 .240 -.224 -.278
.744 -.031 .173 -.165 -.147 -.218 -.004
.609 .045 .204 -.061 -.373 -.360 .211
.681 -.160 .260 .021 -.270 .053 .296
.430 -.278 .416 .046 -.254 .334 .164
.608 -.234 .292 .316 .049 .226 -.145
.736 .094 .143 .114 -.153 .226 .079
.704 .034 .202 .102 -.020 .191 -.362
.720 -.026 .008 .235 .036 .133 -.332
v1
v2
v3
v4
v5
v6
v7
v8
v9
v10
v11
v12
v13
v14
v15
v16
v17
v18
v19
v20
v21
v22
1 2 3 4 5 6 7
Component
Extraction Method: Principal Component Analysis.
7 components extracted.a.
122
BIBLIOGRAPHY
1. (Managing human resources- MIRZA, Robert Lardy)
2. (Human resources & development - Biswanath Gosha)
3. (HRP&M- Biswanth Ghosh)
4. (HRM- Aswdlrupd, C asio)
5. (HRD & M - Anu Bosells)
6. (Recruitment and industrial relation - R.S. Davas)
7. (Recruitment and Industrial relation - R.S. Davs)
8. (HRM - Aswathpa)
9. (HR D & M - Bishwanath Ghosh)
10.Source (Thomas H. Stone, Understanding Personnel Mgt.)
11. (HR D & M - Bishwanath Ghosh)
12. (H R M Batic - Armstrong)
13. (Smith and robertson 1786)
14. (HR D & M - Biswanath Ghosh)
15. (H RM Practise - Armstrong)
16. (Shailaja Babanagar is a Senior Technical Writer with Oracle, Bangalore.)
17. Author(s):Peter Muir Human Resource Management International Digest;
Volume: 16 Issue: 2; 2008 Case study
18. 18.Author(s): Linda Clarke, Georg Herrmann Personnel Review; Volume:
36 Issue: 4; 2007 Research paper
19. 19.Author(s): Cliff Lockyer, Dora Scholarios Personnel Review; Volume:
36 Issue: 4; 2007 Research paper
20. .Author(s): Human Resource Management International Digest; Volume:
15 Issue: 4; 2007 Case study
21. Author(s): Mei-chi Hu, Connie Zheng, David Lamond Chinese
Management Studies; Volume: 1 Issue: 2; 2007 Research paper
22. Author(s): Vathsala Wickramasinghe Career Development International;
Volume: 12 Issue: 2; 2007 Research paper
123
23. Author(s): Human Resource Management International Digest; Volume:
15 Issue: 3; 2007 General review
24. Author(s): Jérôme Méric Society and Business Review; Volume: 3 Issue:
1; 2008 Research paper
25. Author(s): Connie Zheng, Claudine Soosay, Paul Hyland Journal of
anufacturing Technology Management; Volume: 19 Issue: 1; 2008
Research paper
26. Author(s): Tim Barnett Human Resource Management International
Digest; Volume: 16 Issue: 1; 2008 Viewpoint
27. Author(s): R. Duncan Education + Training; Volume: 50 Issue: 1; 2008
Case study
28. Author(s): Chris Phillips Strategic HR Review; Volume: 7 Issue: 3; 2008
Case study.
29. Author(s): Cathy Hart, Grazyna B. Stachow, Andrew M. Farrell, Gary Reed
International Journal of Retail & Distribution Management; Volume: 35
Issue: 4; 2007 General review
30.Author(s): Michael Chapman Human Resource Management International
Digest; Volume: 15 Issue: 2; 2007 Case study
124
125
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