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SUMMER TRAINING PROJECT REPORT ON

“AN ANALYTICAL STUDY ON RECURITMENT AND SELECTION”

AT

HOTEL TAJ INN

Submitted in partial fulfillment of the requirement For the award of degree

Of MASTER OF BUSINESS ADMINISTRATION

SESSION:(2014-15)

SUBMITTED TO:-

Ms. ANSHIKA SHARMA

SUBMITTED BY:-

Name:Sonam

Class:MBA 3rdSemester University Roll No.-1302122

SUMMER TRAINING PROJECT REPORT ON “AN ANALYTICAL STUDY ON RECURITMENT AND SELECTION” AT HOTEL TAJ INN

SCHOOL OF BUSINESS MANAGEMENT I.F.T.M. UNIVERSITY

CERTIFICATE OF ORIGNALITY

I, Sonam, Roll No. 13021122 a full time bonafide student of second year of Master of Business Administration (MBA) Programme of IFTM University, Moradabad. I hereby certify that this project work carried out by me at Hotel Taj Inn and the report submitted in partial fulfillment of the requirements of the programmed is an original work of mine under the guidance of the industry mentor Mr. Ajeet Sharma and faculty mentor Ms. Anshika Sharma and is not based or reproduced from any existing work of any other person or on any earlier work undertaken at any other time or for any other purpose and has not been submitted anywhere else at any time.

Sonam (Student's Signature) Date ..........................

Ms. Anshika Sharma

(Faculty Mentor's Signature) Date

ACKNOWLEDGEMENT

It is my pleasure to be indebted to various people, who directly or indirectly contributed in the development of this work and who influenced my thinking, behavior, and acts during the course of study.

  • I express my sincere gratitude to

summer training at Hotel Taj Inn.

for providing me an opportunity to undergo

  • I am thankful to MrAjeet Sharma for this support, cooperation, and motivation provided to me during the training for constant inspiration, presence and blesings.

  • I also extend my sincere appreciation to Ms. PrashansaYadav who provided his valuable suggestions and precious time in accomplishing my project report.

Lastly, I would like to thank the almighty and my parents for their moral support and my friends with whom I shared my day-to-day experience and received lots of suggestions that inproved my quality of work.

(SONAM)

TABLE OF CONTENTS

Chapter No.

CONTENTS

Page No.

 

Title Page

 
 

Student Declaration

 
 

Company Certificate

 
 

Acknowledgement

 

1

Introduction

 

2

Company Profile

 

3

Objective Of Study

 

4

Scope And Rationale Of The Study

 

5

Review Of Literature

 

6

Research Methodology

 

7

Data analysis And Interpretations

 

8

Result And Findings

 

9

Conclusions

 

10

Limitations Of the Study

 

11

Suggestions And Recommendations

 

INTRODUCTION

RECRUITMENT

Recruitment refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters. It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means: through online, newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job center, through campus graduate recruitment programs, etc.

Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references. Employment agencies may also give computerized tests to assess an individual's "off-hand" knowledge of software packages or typing skills. At a more basic level written tests may be given to assess numeric and literacy. A candidate may also be assessed on the basis of an interview. Sometimes candidates will be requested to provide a résumé (also known as a CV) or to complete an application form to provide this evidence.

DEFINITION

Recruitment is the process seeking out and attempting to attract individuals in external labor

markets, who are capable of and interested in filling available job

Vacancies .Recruitment is an intermediate activity whose primary function is to serve as a link

between human resource planning on the one hand and selection on the other.

To Recruit Means To Enlist, Replenish Or Reinforce.

Recruitment begins by specifying the human resource requirements, initiating activities and

actions to identify the possible sources from where they can be met, communicating the

information about the jobs, term and conditions, and prospectus they offer, and enthusiast people

who meet the requirement to respond to the initiation by applying for the jobs.

AIM

The aim of recruitment is the information obtained from job description and job specification

along with precise staffing standards from the basis for determinig manpower requirement to

attain the organizational objective.

Recruitment Needs Are Of Three Types:

  • 1 Planned, anticipated and unexpected planned need arise from changes, in organization and retirement policy.

  • 2 Resignations, deaths and accidents and illness give rise to unexpected needs.

  • 3 Anticipated needs refer to those movements in personnel which an organization can predict by studying trends in the internal and external requirements.

Features of Recruitment:

  • 1 Process or series of activities rather than a single act or event.

  • 2 A linking activity as it brings together those with the jobs(employer) and those seeking

jobs(prospective employees).

INTERNAL SOURCE OF RECRUITMENT

Internal Transfer/Promotion with necessary screening, training and selection to meet the

specified requirement. It would be desirable to utilize the internal sources before going

outside to attract the candidates. The two categories of internal sources including a

review of the present employees and nomination of the candidates by employees.

MERITS AND DEMERITS OF INTERNAL ECRUITMENT

Merits.

Following are the merits of the internal source of recruitment;

  • 1. Increase in Morale

Recruitment through the internal sources, particularly promotion,

increases the morale of the employee. Every body in the organization know that they can be

promoted to a higher post, their morale will be boosted and their work efficiency will increase.

  • 2. Better Selection

The people working in the enterprise are known by the management and for selection higher post

does not carry any risk as the employees are known.

  • 3. Economical Internal

Internal sources is highly economical because no expenditure is involved in locating the source

of recruitment and no time is wasted in the long process of selection. More over, these

employees do not need extensive training because they already know about all the works of the

enterprise.

4.

Labor- turnover is Reduced

When the employees know that they can be promoted to higher posts, they do not leave the

enterprise. As a result of this policy labour turnover is reduced and the status of the company

increases.

  • 5. Better Labour-Management Relation

When the internal source of recruitment is used the employees remains satisfied which leads to

the establishment of better labour-management relationship.

Demerits

The internal source of recruitment of employees suffer from the following demerits:

  • 1. Check on Young Blood

The defect of the internal source of recruitment is that the young people fully equipped with the

modern technical knowledge remain excluded

from the entry in enterprise. As a result, the old people run the enterprise with the old ideas and

experience.

2.Limited choice.

The internal recruitment of the employees reduces the area of choice. The reduction in the area

of choice means less number of applicants. The choice is to be made out of people working in

the enterprise.

3.Encourages Favoritism.

Internal source encourages favoritism in this system, the superiors usually select their favorites.

Sometimes even a less capable person is selected which harms the enterprise. In this system ,

generally the personal impression of the managers about the employee is given preference for

selection.

EXTERNAL SOURCES OF RECRUITMENT

An external source of Recruitment is considered from the combination of consultant and

Advertisement

Merits and Demerits of External Recruitment

Merits.

The external recruitment has the following merits:

1.Entry of young blood.

Recruitment through external source brings in new persons with modern ideas which can be

profitable for the organization.

2.Wide choice.

The use of external source of recruitment increases the number of candidates and widen the

choice. The managers judge the capabilities of the applicants and select the best ones for

appointment.

3.Less Chances of Favouritism.

All the candidates, under this system of recruitment, are new for the managers and this exclude

the possibility of favouratism.

Demerits.

In spite of many merits, the system of recruitment from external sources is not free from defects.

Its chief demerits are:

1.Decrease in Morale of Existing Employees.

By adopting the system of external recruitment the chances of promotion of the present

employees come to an end. Since there is no hope of any promotion the morale of the employee

decreases and they do not perform their work with dedication.

2.Chances of Wrong Selection.

There are chances of wrong selection due to non-availability of information in case of external

recruitment. If the wrong selection will upset the working condition of the organization.

3.Costly Source.

The external source of recruitment involves expensive advertisement, long selection process and

training after selection which increases organizational expenditure.

4.Increase in Labour-turnover.

When the employees know that they cannot be appointed on high posts in the enterprise, they

leave the organization at the first available opportunity, and as a result an increase in the labour-

turnover which lowers the prestige or the reputation of the enterprise.

5.Detorioration in Labour-Management Relationship.

Making use of the external source of recruitment affects the present employees and there is an

increase in the incidents of strikes and lock-out.

LEGAL & POLITICAL CONSIDERATIONS

The constitution provides for the following as the fundamental rights of a citizen:

“ Article 16 (1): No citizen shall, on ground of religion, race, caste, sex, descent, place of birth,

residence or any of them, be negligible for an discriminated against in respect of any

employment or office under the state.”

“ Article 16 (3): Nothing in this article shall prevent parliament from making any law

persuading, in regard to a class or classes of employment on appointment to an office (under the

govt. of or any local or other authority within a state or union territory), any requirement as to

residence within that State or Union Territory prior to such employment or appointment.

The constituent ensures, in the directive principles of state policy, certain safeguards for

scheduled castes, scheduled tribes & other weaker sections. Except in cases which are covered

by Article 46 of the constitution, there can be no discrimination in the matter of employment

anywhere in the country for any citizen.

Steps on Recruitment Process

The recruitment process consist of the following steps:

Generally begins when the personnel department receives requisitions for recruitment

from any department of the company the personnel requisitions contains detail about the

positions to be filled. number of persons to be recruited, required from the candidate,

terms and conditions of employment and at the time by which the persons should be

available appointment etc.

Locating and developing the sources of required number and type of employees.

Identifying the prospective employees with required characteristics.

Communicating the information about the organization, the job and the terms and

conditions of service.

Encouraging the identified candidates to apply for jobs in the organization.

Evaluating the effectiveness of recruitment process.

RECURITMENT AND SELECTION

PROCEDURE OF HOTEL TAJ INN

Job Analysis Form

Job Analysis Form Step-1 Job Specification Form Step-2 Interview Schedule Step-3 Application Form for Employment Step-4

Step-1

Job Analysis Form Step-1 Job Specification Form Step-2 Interview Schedule Step-3 Application Form for Employment Step-4

Job Specification Form

Step-2

Interview Schedule

Job Analysis Form Step-1 Job Specification Form Step-2 Interview Schedule Step-3 Application Form for Employment Step-4

Step-3

Application Form for Employment

Job Analysis Form Step-1 Job Specification Form Step-2 Interview Schedule Step-3 Application Form for Employment Step-4

Step-4

Interview Assesment

Job Analysis Form Step-1 Job Specification Form Step-2 Interview Schedule Step-3 Application Form for Employment Step-4

Step-5

The Hotel Taj Inn

has the following way which it follows for recruiting the

person

PURPOSE

The purpose of the company is to define the procedure of Recruitment & Selection in the

company.

SCOPE

The scope of the company is to find the individuals seeking employment in the company.

RESPONSIBILITY

The Responsibility is on the Manager-HRD/Operations Director-EAI Systems/Operation

Director-TPB-India.

AUTHORITY

The Authority in the company

is commensurate

with responsibility

PROCEDURE STEPS 1.MAN POWER RECRUITMENT

As

and

when

the need

arises , the Manpower Requirement Form is dually filled by

the

HOD/Group

Manager

of

the

concerned

department and

forwarded to the HRD

Department.

 

The HRD Department

initiates

activity

on

the

recruitment

once

the "Manpower

Requirement" form is approved by MD. All "Manpower Requirement "Forms are maintained by the HRD Department.

2.IDENTIFYING SOURCES OF RECRUITMENT

On the basis of Manpower Requirement Form a recruitment source is identified. The source of recruitment could be external or internal.

INTERNAL SOURCE OF RECRUITMENT

Internal

Transfer/Promotion

with

necessary

screening,

training

and selection

to

meet

the specified requirement. It would be desirable to utilize the internal sources before going outside to attract the candidates. The two categories of internal sources including a review of the present employees and nomination of the candidates by employees.

The Hotel Taj Inn suggests that the effective utilization of internal sources necessitates an understanding of their skills and information regarding relationships of jobs. This will provide possibilities for horizontal and vertical transfers within the enterprise eliminating simultaneous attempts to lay off employees in one department and recruitment of

employees with similar qualification for another department in the company. Promotions

and Transfers within the plant where an employee

is best suitable improves the morale

along with solving recruitment problems. These measures can be taken effectively if we established job families through job analysis programmes combining together similar jobs demanding similar employee

characteristics. Again,

employee

can

be requested

to

suggest

promising

candidates.

Sometimes in a company the employees are given prizes for recommending a candidate who has been recruited. The usefulness of this system in the form of loyalty and its wide practice, it has been pointed that it gives rise to cliques posing difficulty to management.

Therefore,

in

this

company

before

utilizing

the

system

attempts should be made to

determine through research whether or not

employees

thus recruited

are

effective on

particular jobs. Usually, internal sources can be used effectively if the number of vacancies are not very large, adequate, employee records are maintained, jobs do not demand

originality lacking in the internal promotion.

sources,

and

employees

have

prepared

themselves

for

EXTERNAL SOURCE S OF RECRUITMENT

An external source of Recruitment is considered from the combination of the following options:

CONSULTANT

Consultant are given the requirement specifying qualifications, experience and all other necessary details. In consultant we considers the employment agencies, educational and technical institute, casual, labor and mail applicants, trade unions and other sources. Our company have developed markedly in large cities in the form of consultancy services. Usually this company facilitate recruitment of technical and professional personnel. Because of their specialization, they effectively assess the needs of their clients and aptitude and skills of the specialized personnel. They do not merely bring an employer

and an employee together but computerize lists of available talents, utilizing testing to classify and used advance techniques of vocational guidance for effective placement purposes. Educational and technical institutes also forms an effective source of manpower supply. There is an increasing emphasis on recruiting students from different management institutes and universities' commerce and management departments by recruiters for positions in sales, accounting, finance, personnel and production. These students are recruited as management trainees and then placed in special company training programmes. They are not recruited for particular positions but for development as future supervisors and executive. Indeed , this source provides a constant flow of new personnel with leadership personalities. Vocational schools and industrial training institutes provides specialized employees, apprentices, and trainees for semiskilled and skilled jobs. Persons trained in these schools and institutes can be placed on operative and similar jobs with a minimum of in plant training. However, recruitment of these candidates must be based on realistic and differential standards established through research reducing turnover and enhancing

productivity. The enterprise depends to some extent upon casual labour or "applicant at the gate" and mail applicants. The candidates may appear personally at the company's employment office or send their applications for possible vacancies. According to company the quality and quantity of such candidates depend on the image of the company in community.

Prompt response to

these applicants

proves

very useful

for the company. The company

find that this source is uncertain, and applicants reveal a wide range of abilities necessitating a careful screening. Despite these limitations, it forms a highly inexpensive source as the candidates themselves come to the gate of the company. It also provides measures for a good public relations and accordingly , the candidates visiting the company must be received cordially. Trade unions are playing an increasingly important role in labour supply. In several trades, they supply skilled labour in sufficient numbers. They also determine the order in

which employees are to be recruited in the organization. In industries where they do not take active part in recruitment, they make it a point the employees laid off are given preference in recruitment.

ADVERTISEMENT

All recruitment advertisements are placed centrally by the HRD Department. The advertisement is drafted by HRD Department in consultation with the concerned Department.

All

related

documents

"Advertisement" file.

of

Advertisements

released

are

maintained

in

the

In addition to the above sources, several organizations develop sources through voluntary organizations such as clubs, attracts employees of competitors looking for a change or good prospectus for employment, utilize women, older workers and physically

handicapped

for

specific positions

where

they

are

best

suitable,

and

use

the

"situation

wanted" advertisement in newspapers.

SELECTION

A .SCREENING/SHORTLISING

Resumes received from consultants and/or from the advertisements released in Newspaper/Magzine are screened by HRD Department in consultation with the concerned

department.

B.INTERVIEW CALL

The shortlisted candidates are contacted for interview through an interview call

letter/telephone call/e-mai l or through the consultants.

C.INTERVIEW SCHEDULE

Interview schedule is prepared and sent to the concerned Department's HOD,

Interview

panel and a copy is kept for HRD Department records. The Interview Schedule include

the following requirement.

The HRM Function has to prepare the Recruitment SWOT Analysis to know the position of the internal and external recruitment process in comparison with the competition on the job market.

The Recruitment SWOT Analysis should be prepared just by the HRM Function with the potential validation from the line management as the line management tends to over or underestimate the real position of the organization on the job market.

The areas covered in the Recruitment SWOT Analysis should cover the following areas:

External market position the supply of the potential hires, universities in the area, the structure of inhabitants, modern industries, etc. External position of the organization the feeling of the external audience about the organization (brand name, generally known as a good employer and many other factors) Agencies - the recruitment agencies operating in the area and their potential, the Recruitment SWOT Analysis should also cover the agencies cooperating with the organization Employees in the HRM Function and their seniority - every important aspect for the Recruitment SWOT Analysis as the mature HR Employees can handle the recruitment process better and they can react quicker to the changed conditions Processes in the recruitment and selection area Budget available - money can help a lot, but the HRM Function has to make an appropriate estimate of the available budgets at the competitors as it limits the chance to bring an innovative solution Creative mind - the mindset of HR employees Corporate Culture - the corporate culture can support many job candidates to apply for the position with the organization as it can fit their personal preferences and needs

The list of areas for coverage in the Recruitment SWOT Analysis is not a definite one, the concrete situation in the organization can easily generate other topics, which has to be covered, the list contains just the most important ones.

The role of the Recruitment SWOT Analysis is not to confirm the position of the organization on the job market, the SWOT Analysis is a tool for finding creative answers to the issues, the recruitment process can face.

The recruitment SWOT Analysis can help the HRM Function to identify gaps and opportunities in the recruitment and staffing process to improve the process and to increase the ability of the organization to compete on the job market.

Strengths

1.

Good Reputation Hotel Taj Inn. Company has been in the business for many years. The

company has built a good reputation for building sports car. The company has many loyal customers.

2.

Strong Brand Hotel Taj Inn. has a brand name that is famous all over the world.

Weaknesses

1.

High Price and Poor Reliability – The company‟s reputation is declining because of high price

and poor reliability.

2.

Insecure Workforce The employees are uncertain about future job prospects. Career

planning programs are inadequate as well as mentoring and coaching. The employees are not aware of different career opportunities in the company.

3.

Weak Relationships Because of different challenges that the company is facing, the

relationship between the managers and employees is weak. In addition, different projects and

programs that aimed to improve the company‟s performance failed.

4.

Poor Communication The employees are complaining about the ineffective communication

systems.

Opportunities

1.

Growing Products the revamped version of ARC-03, the ARC-04 and ARC-06 are selling

quite well. These products are promising.

2.

Acquisition by GAL ARC has been acquired by Grace Autos Limited, one of the world‟s

largest automotive group that is known for quality luxury cars.

Threats

  • 1. Aging Product one of the sports cars, the ARC-03 is reaching the peak of its maturity and is

close to decline.

  • 2. Low Quality Commitment aside form the ISO 9001:2000, there are no other quality systems

in the company. Most of the employees and managers see quality management system as a

nuisance.

Structure and Culture

The organizational structure is hierarchical with different functional departments. According to Quinn (1988) organizational structure systematizes the interaction between the people in an organization (cited in Prasad and Thorn 1999). It defines the power relationships and the flow of communications. The company has a hierarchical structure wherein management control is strengthened through the centralization of decision-making. The top management has total control over the company and the employees have little discretion and flexibility. The employees have limited understanding of the business process and they are dependent on the top management when it comes to decision-making and problem solving. Communication and control is vertical, meaning the employees are dependent on their superiors.

Organizational culture is the set of beliefs and assumptions held relatively commonly throughout the organization (Bate 1984). These beliefs are embedded in the minds of the members of the organization. These beliefs are also shared (Hofstede, 1980).

Leadership

Evaluation

Leadership is centralized. The top management controls every aspect of the organization. Decision-making and planning occurs on the top level of the organizational hierarchy. Because

of the hierarchical structure and culture of the organization, both the team leaders and the team members are finding it hard to adjust to team-based work. The relationships between members are weak and both managers and employees display low commitment. We can say that the leadership style is ineffective and inefficient. Employees complain about the lack of involvement and participation.

Improving through Transformational Leadership

Leaders must be Charismatic

One component of transformational leadership is charismatic leadership. In order to encourage change, cooperation, commitment, development and loyalty among employees, the leader must be charismatic; he must be a role model. The leader must earn the admiration, respect and trust of the followers. The leader must do the right thing, demonstrate high standards of ethical and moral conduct (Bass 1998).

Leaders must Inspire and Motivate

Leaders must be able to inspire and motivate employees. This is done by giving them challenging yet rewarding and meaningful work. Inspired and motivated employees are the key to success.

Leaders must Stimulate the minds of the Followers

Effective leadership requires leaders to stimulate the minds of their followers. An effective leader encourages innovation and creativity. Followers are encouraged to try new approaches, and are allowed to share their ideas.

Leaders must be Considerate

Leaders must act as mentors and coaches. They must pay attention to the followers‟

development and growth needs. Leaders must support their followers. They must facilitate continuous learning and development. An effective leader recognizes that every one has special needs.

Team Relationships and Teamwork

A team is defined as a distinct set of two or more people interacting dynamically, interdependently, and adaptively toward a common and valued goal or mission. Each member in a team has a specific role or function (Salas et al 1992).

Evaluation

Because of different challenges and problems, the relationship between employees and managers is weak. Efforts to improve the organization have failed because the employees are not committed. The operations and personnel department promotes team working but there are departments that are not committed. The senior management wants to move from individual- based work structure to a team-based structure. Team relationships according to Fairholm (1994) help groups identify and create a positive culture that is identified by high trust levels, broad communications and enhanced opportunities (p. 155). The hierarchical structure and nature of the organization hinders active participation from employees. Because decision-making are centralized and the power rests almost entirely at the top, problems in motivation and commitment arise. The hierarchical structure of the organization has encouraged a dependent attitude among the employees.

Stages of Team Development

Teams in organizations undergo a maturation process called the life cycle. In order to build effective teams and facilitate teamwork, a leader must first understand the stages of team development.

1. Forming during the forming stage, the members are introduced to each other. on this stage of development ground rules are established. During the forming stage, members are usually uncertain on how to act and how being a member of the team will benefit them. The forming stage will be completed once the members accept their team membership.

2.

Storming

During the storming stage, conflicts arise in the team. Members are usually hostile toward each other. The control of the team leader is also resisted. The storming stage is complete

once the issues and conflicts have been resolved and the leader‟s control has been accepted.

  • 3. Norming

During this stage, cohesion is strong in the team. Members develop string relationships and shared feelings. The storming stage is complete when the members accept a common set of expectations forming a satisfactory way of doing things.

  • 4. Performing

When the team reach this stage of development, the issues and problems have been resolved. The team is now ready to work. The team is able to perform the tasks at hand effectively because the members have good relations and the control of the leader is accepted.

  • 5. Adjourning

The team may adjourn abruptly or gradually once its goals are already met (Sims 2002a).

Building Effective Teams

  • 1. Diversify Team Membership

Effective teams are composed of a diversity of individuals with varying skills and experiences. Having a diverse membership can be an effective strategy.

  • 2. Keep the Team Small

In order to be effective, teams must be kept small. Small numbers of people are easier to manage and coordinate.

  • 3. Select the Right Team Members

It is important to understand that people have different personalities. Some people take pleasure in working in teams, other on the other hand prefer to work individually. It is also

important that team members are selected based on their skills. The skills of the members must be complementary.

  • 4. Train Members

Effective teams have members that possess the necessary skills needed for them to perform their tasks.

  • 5. Clarify Goals

A well-defined mission and goal is a prerequisite for a team to function effectively. Team goals must be articulated clearly.

  • 6. Use Appropriate Performance Measures

In order to function effectively, teams must develop their own success metrics. These measures must be process-based.

  • 7. Encourage Participation

The more team members participate in the decision-making process, the more likely they are to feel committed to those decisions. Every team member must be involved in order for them to feel committed.

  • 8. Foster Communication and Cooperation

Team members must communicate and cooperate with each other so they can coordinate their efforts toward the common goal (Sims 2002a).

Employee Empowerment

Employee empowerment requires commitment from the top management. The company must provide means for employees to participate not only in production but at the office and higher levels of the organization as well.Empowering employees is popular in organizations today. Employee empowerment means giving employees the ability, means, and information needed in order for them to have greater autonomy over their jobs. Empowerment also builds the

employees‟ confidence to perform new jobs. Empowerment is an approach in employee

motivation. The aim of empowerment is to make employees feel self-efficient. Empowerment allows employees to realize their full potential. Satisfaction of needs for achievement, recognition and self-actualization are among the aims of employee empowerment. Empowerment also changes beliefs and behaviors. Through empowerment, employees feel effective and efficient. Through empowerment both the goals of the individual employees and the organization as a whole are achieved (Sims 2002).

Evaluation

Empowering employees is one way of motivating them. Employee empowerment and participation are low. Employees have little opportunity to decide about the nature of their work and how to accomplish their tasks. The employees are not empowered because they are restricted to realize their full potential. Employees have little authority. The opportunity for employees to develop and acquire new skills and knowledge is limited.

Employee Motivation and Performance

Because of low motivation and because the company fails to motivate its employees, the organizational performance is suffering. Low motivation results in low commitment, absenteeism and high turnover. The absence of programs and schemes that motivate employees has caused different problems. There is a high turnover rate and employees are dissatisfied. Employee motivation affects performance. Motivated employees improve their performance. They work harder, longer and more efficiently. In order to improve employee performance, the company needs to motivate employees first.

Motivating Employees

Below are different programs and schemes that the company can use to motivate employees. It ranges from simple award and recognition schemes to job redesign.

1. Spot Awards

A spot award is given to an employee who rendered a commendable performance. Spot awards are good motivators. When the rewards are dependent on excellent performance and are

given immediately, they are consistent with the expectancy approach and provide the recognition that humans want to achieve (Sims 2002a).

  • 2. Recognition

Feeling appreciated is what most people like. Being recognized for a job well done, financially or otherwise is a source of employee motivation. Immediate recognition strengthens motivation and can provide some immediate outcomes to counterbalance the employees‟ inputs and efforts. Recognition also underscores the performance-reward-expectancy link, and it helps appeal to and satisfy the need people have to achieve and be recognized for their achievement. LeBoeuf (1991) gave eleven types of employee behavior that must be recognized by organizations and individual managers. These are:

Aiming at solid solutions rather than quick repairs

Readiness to take risks

Being ingenuous instead of complying mindlessly

Decisive action rather than paralysis by analysis

Smart work rather than busywork

Simplification of complicated tasks

Quietly effective behavior instead of squeaky wheels

Quality work instead of fast work

Loyalty instead of turnover

Working together instead of working against

Lack of absenteeism and tardiness (cited in Sims 2002a p. 70).

  • 3. Pay for Performance

Pay for performance is a method of tying pay to the level of a person‟s productivity. In

order to ensure the success of a pay-for-performance plan, the organization must:

  • 1. Ensure that effort and rewards are directly related

The incentive plan should reward employees directly as their production increase. Employees must also believe that the task is achievable. The employees must view the standard as attainable. The organization and the management must provide the necessary tools, equipment, and training to enable the employees to meet the standards. The plan must also be understandable and the easily quantifiable by the employees. It should be easy for employees to calculate the rewards they will receive for various levels of effort. The organization must set standards that will aid in the achievement of its performance goals. The standards must be viewed as fair by employees. They should be high but reasonable; that is, there should be about a 5050 chance of success. The organization must set specific goals. Guarantee the program. The rewards offered for a particular level of work should be viewed as a contract

between the organization and the employees. Once the plan is operational, great caution should be used before decreasing the size of the incentive in any way. The base rate must also be guaranteed. It is often advisable to give employees a safety net by providing them with a base pay. They will know that no matter what happens, they can at least earn a guaranteed minimum amount (Sims 2002a).

  • 2. Merit Pay

Most employees, when they do a good job, expect to be rewarded with at least a merit

raised at the end of the year. A merit raise is a salary increase usually permanent that is based on the employee‟s individual performance. It is different from a bonus in that it represents a

continuing increment, whereas the bonus represents a one-time payment. To the extent that it is

actually tied to performance, the prospect for a merit raise may focus the employee‟s attention on

the link between performance and rewards, which is in line with the expectancy approach to motivation (Sims 2002a).

  • 3. Job Redesign

Managers have long been concerned about the monotonous and boring qualities of highly specialized, short-cycle, assembly-line jobs. In an effort to respond to these concerns, many employers set up programs aimed at redesigning their workers‟ job. Job design refers to the number and nature of activities in a job; the basic issue in job design is whether jobs should be

more specialized or, at the other extreme, more “enriched” and no routine. Job enrichment means

building motivators like opportunities for achievement into the job by making it more interesting and challenging. This is often accomplished by giving employees more autonomy and allowing them to do much of the planning and inspection normally done by their managers (Sims 2002a).

  • 4. Performance Management

Performance management is important in employee motivation and performance improvement as it helps organizations maintain or improve performance, facilitate consistent performance evaluation and promotes the provision of high-quality feedback. Performance management serves as the basis for coaching and coaching (Gilley and Maycunich 2000).

Management of Change

Organizational change needs commitment from both the employee and management. Managing change is not a simple task. The management needs to make sure, above anything, that the employees understand the reasons for change. The employees must realize the importance of change and how they can contribute to the success of organizational change. Below are some strategies that can help the organization to be successful in its change efforts.

  • 1. Build a Climate for Change

Successful change in the new economy will result from a climate that welcomes, initiates, and manages change. In such a climate, risk is accepted as a natural part of doing business. A premium must be placed on innovation and creativity. Employees have to be encouraged to try new and different approaches to the job and other work processes (Sims 2002a).

  • 2. Improve Communication

Improving organizational communication is one of the most important strategy an organization can employ. Effective organizational communication is important as it aids in overcoming resistance and maximizes employee participation. The employees need to understand the whole change process and the reason behind such a strategic move. The

organization must make sure that the right kind and amount of information is gathered and communicated throughout the organization in a clear and easy to understand manner (Sims

2002a).

3. Encourage Employee Involvement

Today more than ever, employees are more active in issues that affect the organization and they seek to be more involved in decisions that affect their job and well-being. Employees are now more assertive. They are confident that they know the critical operational problems, and they want to share their insights (Sims 2002a).

Recruitment and Selection

The fierce competition between firms to attract qualified job applicants and the increasing skills shortage has a tremendous impact on recruitment and selection. Moreover, the problems and issues as well as the management inadequacy in the organization have led to increase employee turnover. In order to cope with skills shortage and to attract qualified applicants more effectively, the organization needs to develop strategic recruitment and selection methods and policies.

Recruitment

The organization must develop new recruitment methods that will support its goals and objectives. The organization‟s policy must also reflect the organization‟s desire to employ female workers. The recruitment method of the organization needs to be restructured.

Selection

In order to make organizational change successful, the selection method must also be restructured. The organization needs to design new selection methods that adhere to its new business objectives and goals. The selection method must also be aligned with the new business strategy.

Career Development

One of the problems of Arden Racing Company is the lack of effective Career Planning and Development Programs. Because employees are not properly trained and because they do not possess the necessary knowledge, skills and abilities to perform their jobs, the organizational performance is affected. The employees also feel uncertain about the career opportunities that are available for them in the organization. In addition, the organization fails to train the employees in order to prepare them for future job assignments.

What should ARC Do?

The company needs to restructure its career development programs. Career development involves both the organization and the employee. The employee is the one that is responsible for career planning while the organization handles career management (Eggland and Giley 1998).

Mentoring

In mentoring, the „mentor‟ coaches, advices and encourages, employees of lesser rank. In

mentoring, the mentor and the person being mentored builds a relationship wherein relationship is built. Under a good mentor, learning focuses on goals, opportunities, expectations, standards,

and assistance in fulfilling the employee‟s potential (Sims 2002b). The mentor is described as a

manager who is experienced, productive and able to relate well to a less experienced employees (Kram 1985). The mentoring relationship is intended to be supportive and non-threatening. The

mentor provides advice related the protégé‟s job, career aspirations and development, clarifies

misunderstandings and ambiguities the less experienced employee might encounter, builds confidence in the protégé and encourages him or her to take developmental steps (Rudman

2003).

Coaching

Coaching is a one-to-one process. The coach may be the manager, a more experienced colleague or a specialist. Communication in coaching is two-way and focuses on discussion, discovery and understanding. Coaching also aims to solve problems. Coaching is essentially an on-the-job supplement for training and development. It aids in the application of the skills and

knowledge that the employees gain on or off the job. Because coaching uses everyday incidents as the occasion for learning, the new skill or knowledge can be applied immediately, observed and checked by the manager and correct feedback given. In order for coaching to be successful, the coach must:

  • Show interest in people

  • Look for potential

  • Be aware of the interests, desires and capabilities of their people

  • Show person-centered interests instead of work-centered

  • Demonstrate confidence and trust in subordinates

  • Allow the subordinate to decide for themselves (Rudman 2003)

Work-Life Balance

Part of the parent company‟s policy is to recruit female employees. However, there are

different concerns that must be considered. One of the issues that must be considered is work- family balance. Many people, especially women, choose not to be promoted to a more time consuming job because they value their home life. Introducing a flexible work plan can be beneficial to both the organization and the employees. In order to make the integration of female workers successful and rewarding for female employees and in order to make them more productive, the organization must set family-friendly (work-life) programs. Some of these programs are:

Job Sharing

Job sharing enables two employees to share a full-time position. The salary and benefits

become prorated. The two employees participating in job sharing are called „partners‟. In job

sharing, the partners share the tasks and responsibilities. Job sharing is principally intended for women with young children (Avery and Zabel 2001).

The employees can be given job-sharing options. This option must be intended toward those employees who are having a hard time balancing their work and family lives. Job sharing

enables sharers to balance work and home responsibilities. Both partners can also learn from each other through job sharing.

Flexi-Time

Flextime (flexi-time) is a scheduling option that allows workers to select their starting and quitting times within limits established by management. There are generally core hours when all employees must be present. Although starting and quitting times vary, employee are required to work a standard number of hours within a given time period (Avery and Zabel 2001). There are several variations on the use of flextime such as fixed starting and quitting times that vary daily, variations in the length of day with required core hours, and variations in the length of day without mandatory core hours. Some flextime programs allow workers to bank hours for the future (Olmstead and Smith 1994).

COMPANY PROFILE:

COMPANY PROFILE: HOTEL TAJ INN MORADABAD Hotel Taj Inn comfort Inn will offer praiseworthy and top

HOTEL TAJ INN MORADABAD

Hotel Taj Inn comfort Inn will offer praiseworthy and top qualities to our customer base to revamp ourselves jto suite the exectation all through personalized services absolute dedication and timely supply are of the top priority even as our sincere and professional staff members will gently and elegantly attend the clients.Hotel Taj Inn comfort Inn is elated for the great patronage and yet to have enthusiasm to serve more to enhance our clientele base. We believe in offering the most spirited and personalized services that will captivate you and push a head to celebrate the occasion at midst of soothing and composed environment.

Hotel Taj Inn is a hotel located at Dr. Ram Sarup Colony Moradabad. This hotel is situated 1.55 km from manokamna mandir and 2.81 km from deer park in the city. It is 1.28 km from the nearest railway station - mahmudpur sryn railway station. There is a 24 hour reception available and guests can check-in any time after 12:00 PM and check-out anytime before 12:00 PM. The hotel offers the following amenities : Laundry Service, News Paper, Air Conditioning, 24 Hour Reception.

Room details of Hotel Taj Inn, Moradabad

Deluxe Room This tastefully designed air conditioned room is equipped with a television a cozy bed a telephone and an in room safe The room also has an attached bathroom Guests can choose to take a sip of coffee with the morning newspaper that is provided on comp limentary basis The room also has Wi Fi access for the guests to stay connected with the outside world

Hotel information of Hotel Taj Inn, Moradabad

This marvelous looking hotel in Moradabad stands within a kilometer from the market area and just about two kms from the railway station. Guests can choose to stay at any of the 21 well- furnished rooms. The major draw to the hotel is the well-maintained garden. There is also an in- house restaurant serving authentic Indian flavors sitting in the beautiful environ. The hotel also boasts of a conference hall for official meetings and a banquet hall to host social gatherings.

Hotel Taj Inn, Moradabad amenities list

Banquet facilities Gardens Concierge Backup generator Business center Internet access-wireless Parking(secure) Room service(24 hours)

Guest Rooms A total of 21 rooms including 1 suites, each with a distinct interior overlooking the lush, verdant gardens. All rooms offer total privacy. Breathtakingly designed suites, some with an area of 350 sq. ft., make them, easily, one of the larger in India

Accommodation

 

The various room categories at Hotel Taj Inn are Deluxe Rooms, Executive Rooms,

Suites, Royal Suite All rooms are soundproofed, windows are thermal insulated and bathrooms have natural light filtering in.

Guest Room Features

 

Electronic

Cisa

safes,

24hour room service, wellstocked minibar, dual line phone with

data port and voice mail, fax machine capability, electronic door lock, constant circulation of treated fresh air, TV offering 33 channels and iron board and iron (on request). Packing and unpacking assistance upon request, wired and wireless internet, tea / coffee making facility and international magazines

Description

Royal Suite

1200 sq. ft. ü Two bedrooms with a fourposter king size bed, pocketed spring mattress and exclusive linen ü Separate sitting area for 06 persons Bathroom including a large shower cubicle, steam room, sauna, Jacuzzi, double vanity counter and WC cubicle with bidet Fragonard bath amenities

ü Extensive dressing room with a walkin closet ü Private balcony of 400 sq. ft. (garden facing) ü Multichannel TV ü DVD player on demand

ü Dual line phone with data port and voice mail ü High speed wireless internet

ü The furniture in the Suite has antique value ü Royalultra plush pillow top mattresses ü Exclusive crystal, glass / china ware ü Facility of a secondinterconnecting room

Suites

ü Large spacious rooms (bedroom & sitting room) Seating area for 04 guests Exclusive linen from Porthault Marble baths King size bed Electronic inroom safe Multi Channel TV Tea/Coffee maker Private bar with refrigerator Individual climate control Hairdryer Fragonard Bathroom amenities Dual line phone with data port and voice mail High speed Wireless Internet DVD player on demand

Executive Rooms

ü Art Deco interiors Marble baths with fixtures from Cesame (Italy) and Kohler (USA) Fragonard bathroom amenities King size bed Electronic inroom safe Private bar with refrigerator

Dining Facilities

Individual climate control

Dual line phone with data port and voice mail High speed wireless and wired internet Multichannel TV DVD player on demand

The Golden palm is one of the best coffee shop restaurants in the city. In its fascinating interiors, the restaurant invites you to

an armchair journey to the wonders of cuisine 24x7. The Emperor multicuisine restaurant is the best dining

experience and makes for an appealing area for „dining– out‟

with Live Indian music on Saturdays and Sundays gives a

special dining experience at dinnertime.

Restaurant Timings:

Lunch 1230 hrs. to 1600 hrs.

Dinner 1900 hrs. to 2345 hrs.

Churchill Bar is a perfect setting for a business powwow or an informal evening. You can also luxuriate in the privacy of its exclusive. The Bar is well stocked with more than 100 varieties of fine wines, liquors and spirits. The music, simply, plays to

your mood.

Bar Timings: 1100 hrs. to 2300 hrs. The Lobby with its highdomed ceiling, classic surroundings

and view to fountains creates just the right atmosphere for a

meeting with a cup of coffee.

La Fauchon, the picturesque pastry shop in the Lobby tempts

the inveterate sweet tooth with its enviable range of

gateaux,

breads, chocolates, bakeries and patisseries. Timings: 1000 hrs. to 2000 hrs.

gateaux, breads, chocolates, bakeries and patisseries. Timing s : 1000 hrs. to 2000 hrs. For very

Meeting Space

For very long, Hotel Taj Inn beautiful banqueting rooms have hosted city‟s most notable corporate, social, cultural and civic events attended by distinguished visitors from all over the

corporate. With 2800 square feet of space and three distinctive convention rooms, The hotel can accommodate events of any scale, from a small conference to a banquet for 1500 people. remaining in the city, evoking the splendor of the era of Lords and Ladies. For corporate events, the Hotel offers luxurious impeccable décor and paneled wood interior, creating an

atmosphere of style and professionalism, ideal for a private

Business Centre

gettogether or conference of 50 to 70 guests. The cool and spacious gardens of Hotel Taj Inn have been the preferred venue for many a celebrated encounters. The elegant stretch of Mela lawns, spreaded in large area is ideal for marriages, formal dinners and theme parties of up to 2000 persons.

The 24 hr. Business Centre, located on the first floor, offers the following services. ü Wireless and wired internet access

ü

Facsimile service

ü Color/ B&W printing and copying

ü

Secretarial services

ü

Image scanning

ü

Computer workstation

ü

Binding facility

Other Facilities

ü Line of office sundries

The Utility Shop, located in the lobby, offers

an

extensive

selection of international products, toiletries, national and international newspapers and magazines, CDs and a wide range of metal crafts.

 

only

equipped gym Wellness Health Club

City‟s

provides

complimentary state of the art Cybex multistation

equipment and free weights,lifecycles,

treadmills, climber stepper,

cross trainer and bench press with television and channel music offers a tranquil, refreshing experience. The beauty salon and barbershop located in the pool area, offers complete salon services, including hair care, facials, rejuvenating herbal body massages, manicures, pedicures and stylized make up application.

The large Swimming Pool, nestled in the shaded grounds of the Hotel, offers sessions & meditation class.

The Hotel‟s beautiful gardens present the perfect

backdrop for leisure walks.

Special Services & Amenities

ü

24 hour valet parking

 

ü Roundtheclock doctor on call

 

ü

Multilingual staff

ü 24 hour laundry service

ü Onehour pressing

ü

Voice mail

ü Broadband wireless and wired internet facility

ü

Concierge assistance for theatre, shopping and tour

 

information and mobile phone rentals

ü

Overnight complimentary shoeshine

ü

Plush bath robes

ü Fragonard and Bvlgari amenities

ü

Individual climate control

ü Children‟s amenities and services

ü

Baby Sitting

ü

Safes for valuables

ü Foreign Currency Exchange roundtheclock

ü Constant circulation of treated, fresh air

ü Twice daily maid service

ü Housekeeping Service twice a day to all the guest

ü Packing and unpacking service upon request

ü Ice service with Turn down service ü Aromatherapy at turndown in all rooms and suites

Safety & Security

ü

Close circuit TV and Public Address System

ü For added security, the guest room doors are provided

with double lock. ü Smoke detector and sprinkler in each guest room

Affiliations

FHRAI,

PATA, IATO, Member of PREFERRED HOTELS &

RESORTS WORLWIDE.

Formerly affiliated as Best Western “Premier”

Number of Employees

Staff of about 100 employees

OBJECTIVE OF STUDY

The following training objectives in keeping with the company‟s goals & objectives:-

  • 1. introduce recruitment and selection processes that suit your business

  • 2. manage your campaigns to ensure that you recruit the right staff

  • 3. design and deliver interview processes based on your ideal behaviors and competencies

  • 4. introduce recruitment-related analysis, allowing you to evaluate your strategy

  • 5. set up managed preferred supplier relationships with recruitment agencies

  • 6. provide psychometric tests, personality profiling, and run assessment centers

SCOPE AND RATIONALE OF THE STUDY

  • 1. To structure the Recruitment policy of Hotel Taj Inn for different categories of employees.

  • 2. To analyze the recruitment policy of the organization.

  • 3. To compare the Recruitment policy with general policy.

  • 4. To provide a systematic recruitment process.

  • 5. It extends to the whole Organization. It covers corporate office, sites and works appointments all over India.

REVIEW OF LITERATURE

Introduction:

Nowadays, every organization necessitates personnel planning as one of the most vital activities. Human Resource Planning is, by far, an essential ingredient for the success of any organization in the long run. There are a number of techniques that need to be followed by every organization that guarantees that it possesses the right number and type of people, at the right time and right place, so as to enable the organization to achieve its planned objectives. Commonly, the objectives of Human Resource Planning department include resource, planning, recruitment and selection, career planning, training and development, promotions, risk management, performance appraisal, to name a few. Each of these objectives requires special attention and accurate planning and execution.

It is of utmost importance for every organization to employ a right person on a right position. And recruitment and selection plays a pivotal role during such situations. With shortage of skills and the rapid spread of new technology exerting considerable pressure on how employers perform recruitment and selection activities, it is recommended to conduct a step-by-step strategic analysis of recruitment and selection processes. With reference to the current context, this paper presents an incisive review of previous literature on the recruitment and selection process. This paper is primarily based on an analysis of six pieces of literature conducted by practitioners and researchers in the field of Human Resource management.

Various researchers have contributed to the field of HRM, and have offered intensive and profound knowledge on the branches of HRM such as scientific recruitment and selection, Manpower management, Job analysis, Need and purpose of Recruitment, and so on.

Literature Review:

Definition:

Edwin Flippo defines Recruitment and selection process as “A process of searching for

prospective

employees

and

stimulating

and

encouraging

them

to

apply

for

jobs

in

an

organization.”

In simpler terms, recruitment and selection are concurrent processes and are void without each other. They significantly differ from each other and are essential constituents of the organization. It helps in discovering the potential and capabilities of applicants for expected or actual organizational vacancies. It is a link between the jobs and those seeking jobs.

Work by Korsten (2003) and Jones et al. (2006):

According to Korsten (2003) and Jones et al. (2006), Human Resource Management theories emphasize on techniques of recruitment and selection and outline the benefits of interviews, assessment and psychometric examinations as employee selection process. They further stated that recruitment process may be internal or external or may also be conducted online. Typically, this process is based on the levels of recruitment policies, job postings and details, advertising, job application and interviewing process, assessment, decision making, formal selection and training (Korsten 2003).

Jones et al. (2006) suggested that examples of recruitment policies in the healthcare, business or industrial sector may offer insights into the processes involved in establishing recruitment policies and defining managerial objectives.

Successful recruitment techniques involve an incisive analysis of the job, the labour market scenario/ conditions and interviews, and psychometric tests in order to find out the potentialities of job seekers. Furthermore, small and medium sized enterprises lay their hands on interviews and assessment with main concern related to job analysis, emotional intelligence in inexperienced job seekers, and corporate social responsibility. Other approaches to selection

outlined by Jones et al. (2006) include several types of interviews, role play, group discussions and group tasks, and so on.

Any management process revolves around recruitment and failure in recruitment may lead to difficulties and unwanted barriers for any company, including untoward effects on its profitability and inappropriate degrees of staffing or employee skills (Jones et al. 2006). In additional, insufficient recruitment may result into lack of labour or hindrances in management decision making, and the overall recruitment process can itself be advanced and amended by complying with management theories. According to these theories, the recruitment process can be largely enhanced by means of Rodgers seven point plan, Munro-Frasers five-fold grading system, personal interviews, as well as psychological tests (Jones et al. 2006).

Work by Alan Price (2007):

Price (2007), in his work Human Resource Management in a Business Context, formally defines recruitment and selection as the process of retrieving and attracting able applications for the purpose of employment. He states that the process of recruitment is not a simple selection process, while it needs management decision making and broad planning in order to appoint the most appropriate manpower. There existing competition among business enterprises for recruiting the most potential workers in on the pathway towards creating innovations, with management decision making and employers attempting to hire only the best applicants who would be the best fit for the corporate culture and ethics specific to the company (Price 2007). This would reflect the fact that the management would particularly shortlist able candidates who are well equipped with the requirements of the position they are applying for, including team work. Since possessing qualities of being a team player would be essential in any management position (Price 2007).

Work by Hiltrop (1996):

Hiltrop (1996) was successful in demonstrating the relationship between the HRM practices, HRM-organizational strategies as well as organizational performance. He conducted his research

on HR manager and company officials of 319 companies in Europe regarding HR practices and policies of their respective companies and discovered that employment security, training and development programs, recruitment and selection, teamwork, employee participation, and lastly, personnel planning are the most essential practices (Hiltrop 1999). As a matter of fact, the

primary role of HR is to develop, control, manage, incite, and achieve the commitment of the

employees. The findings of Hiltrop‟s (1996) work also showed that selectively hiring has a

positive impact on organizational performance, and in turn provides a substantial practical insight for executives and officials involved. Furthermore, staffing and selection remains to be an area of substantial interest. With recruitment and selection techniques for efficient hiring decisions, high performing companies are most likely to spend more time in giving training particularly on communication and team-work skills (Hiltrop 1999). Moreover the finding that there is a positive connection existing between firm performances and training is coherent with the human capital standpoint. Hence, Hiltrop (1996) suggests the managers need to develop HR practices that are more focused on training in order to achieve competitive benefits.

Work by Jackson et al. (2009) and Bratton and Gold (1999):As discussed by

Jackson et al. (2009), Human resource management approaches in any business organization are developed to meet corporate objectives and materialization of strategic plans via training and development of personnel to attain the ultimate goal of improving organizational performance as well as profits. The nature of recruitment and selection for a company that is pursuing HRM approach is influenced by the state of the labour market and their strength within it. Furthermore, it is necessary for such companies to monitor how the state of labour market connects with potential recruits via the projection of an image which will have an effect on and reinforce applicant expectations. Work of Bratton & Gold (1999) suggest that organizations are now developing models of the kind of employees they desire to recruit, and to recognize how far applicants correspond to their models by means of reliable and valid techniques of selection. Nonetheless, the researchers have also seen that such models, largely derived from competency frameworks, foster strength in companies by generating the appropriate knowledge against which the job seekers can be assessed. However, recruitment and selection are also the initial stages of

a dialogue among applications and the company that shapes the employment relationship

(Bratton & Gold 1999). This relationship being the essence of a company‟s manpower

development, failure to acknowledge the importance of determining expectation during recruitment and selection can lead to the loss of high quality job seekers and take the initial stage of the employment relationship so down as to make the accomplishment of desirable HRM outcomes extremely difficult. In the opinion of Bratton and Gold (1999), recruitment and selection practices are essential characteristics of a dialogue driven by the idea of “front-end” loading processes to develop the social relationship among applicants and an organization. In this relationship, both parties make decisions throughout the recruitment and selection and it would be crucial for a company to realize that high-quality job seekers, pulled by their view of the organization, might be lost at any level unless applications are provided for realistic organization as well as work description. In view of Jackson et al. (2009) and Bratton & Gold (1999) applicants have a specific view of expectations about how the company is going to treat them; recruitment and selection acts as an opportunity to clarify this view. Furthermore, one technique of developing the view, suggested by Bratton and Gold (1999), are realistic job previews or RJPs that may take the form of case studies of employees and their overall work and experiences, the opportunity to “cover” someone at work, job samples and videos. The main objective of RJPs is to allow for the expectations of job seekers to become more realistic and practical. RJPs tend to lower initial expectations regarding work and a company, thereby causing some applications to select themselves; however RJPs also increase the degree of organization commitment, job satisfaction, employee performance, appraisal and job survival among job seekers who can continue into employment (Bratton & Gold 1999) Jackson et al. (2009).

Work by Silzer et al (2010):

However, the process of recruitment does not cease with application of candidature and selection of the appropriate candidates, but involves sustaining and retaining the employees that are selected, as stated by Silzer et al. (2010).

Work of Silzer et al. (2010) was largely concerned with Talent management, and through their work they were successful in resolving issues like whether or not talent is something one can be born with or is it something that can be acquired through development. According to Silzer et al (2010), that was a core challenge in designing talent systems, facing the organization and among the senior management. The only solution to resolve the concern of attaining efficient talent management was by adopting fully-executable recruitment techniques. Regardless of a well- drawn practical plan on recruitment and selection as well as involvement of highly qualified management team, companies following recruitment processes may face significant obstacles in implementation. As such, theories of HRM can give insights in the most effective approaches to recruitment even though companies will have to employ their in house management skills for applying generic theories across particular organizational contexts. Word conducted by Silzer et al (2010) described that the primary objective of successful talent strategies is to create both a case as well as a blueprint for developing the talent strategies within a dynamic and highly intensive economy wherein acquisition, deployment and preservation of human capital-talent that matter,, shapes the competitive advantages and success of many companies (Silzer et al.

2010).

Work by Taher et al. (2000):

Toward that end Taher et al. (2000) carried out a study to critique the value-added and non-value activities in a recruitment and selection process. The strategic manpower planning of a company, training and development programme, performance appraisal, reward system and industrial relations, was also appropriately outlined in the study. This study was based on the fact that efficient HR planning is an essence of organization success, which flows naturally into employee recruitment and selection (Taher et al. 2000). Therefore, demand rather than supply must be the prime focus of the recruitment and selection process and a greater emphasis must be put on planning, supervising and control rather than mediation. Extending this principle, a realistic approach to recruitment and selection process was demonstrated, and the study found that an organization is efficient only when the value it commands exceeds the price involved in

determining the process of decision making or product. In other words, value-added and non-

value added activities associated with a company‟s recruitment and selection process impacts its

role in creating motivated and skilled workforce in the country (Taher et al. 2000). Thus, the study identified the waiting time, inspection time and filing time as non value added tasks and the cost of advertisement as the only value added activity in the overall process. Taher et al. (2000) investigated the recruitment and selection section of Bangladesh Open University. It was found that whenever the recruitment and selection department of BOU received a recruitment request of new applicants from other sections, the officials failed to instantly advertise the vacancy in various media. The university had to follow some long sequential steps prior to doing so. After the vacancy is publicly advertised, what followed were the bureaucratic formalities and complications together with inspection and supervision by two departments thereby causing unnecessary waiting in the recruitment and selection process that eventually increases the cost of recruitment by keeping the organization‟s image at stake. The study also witnessed some amount of repetition taking place at every step of recruitment where the applications of applicants circulating around too many departments for verifications. This repetitive work tends to engage unnecessary persons for a single task that results in unnecessary delay in the decision and unjust wastage of manpower.

After careful consideration of similar problems in the BOU, Taher et al. (2006) recommended for amending the recruitment process by stating that firstly processes like job analysis and searching

internal and external sources must be followed by direct advertisement of the post as the HR‟s

own responsibility, and not by any intermediate officials. This will eliminate the non-value

activities. Secondly, Taher et al (2000) suggested a „system‟ to be introduced to ease the

respective department to study the shortlisted candidates, which can be done only by the request of the HR department. A medical assistance must be sought by BOU in regards to the physical or mental abilities of applicants for the job function as well as their workers compensation and risk. A procedure needs to be devised pertaining to the privacy and confidentiality of medical reports. Thus, this privacy and decrease in noon-value added activity of the medical exam can be sustained effectively by testing the applicants via contracted medical advisors, or in-house doctors. Use of a computer based HR system should be installed in BOU to manage the pool of

information about employees and to make the organization to take just-in-time HR recruitment and selection decisions.

Therefore, any organization is encouraged to development real-time recruitment strategies that must attempt to generate a pool of appropriately qualified and well-experienced individuals so as to effectively initiate the selection strategies and decisions. In essence, the potential applications are encouraged to apply for the open vacancies and also the relevant departments can engage in recruiting the best candidates to upgrade the department‟s performance (Taher et al. 2000).

Conclusion:

It can be clearly concluded that for a company to succeed all it takes is the proper recruitment and selection strategies which also shapes the overall manpower management of the company. By conclude this literature review, the study emphasizes on the fact that the recruitment and selection process is integrated with other processes such as strategic plan of the company, training and development schemes, compensation, rewarding/incentive system, performance appraisal, and lastly, industrial relations. Furthermore, according to Silzer et al (2010), there exist several reasons why the most apparent information have been more promising; including the well-structured nature of interviews, the use of questionnaires based on a job analysis, inclusion of panel of interviewers, the practice of note-making during the interview, and the use of rating

scale based on behavioural factors to gauge the interviewee‟s answers all play an integral part in

the improvement of the recruitment validity.

RESEARCH METHODOLOGY

OBJECTIVE OF THE STUDY

In Hotel Taj Inn the recruitment policy spells out the objective and provides a framework

for implementation of the recruitment programme

in

the

form of

procedures. The

company involves a commitment to broad principles such as filling vacancies with best qualified individuals.

The

recruitment

policy

in

a

company

may

 

embrace

spell

issue

such

as

the extent

of

promotion

from

within,

attitudes

of

enterprise

in

recruiting

old, handicapped

and

minor

individuals,

minority

group

members,

parttime employees

and

relatives

of

present

employees.

 

In

a

company

Hotel Taj Inn

there

usually

a

staff

unit

attached

with

personnel

or an

industrial relations department

designated

as

employment

or

recruitment office.

This

specialization Of recruitment enables staff personnel to become highly skilled in

recruitment techniques and their evaluation.

However, recruitment remains the line responsibility as far as the personnel requisition forms are originated by the personnel, who has the final words in the acceptance or

rejection of a particular applicant. Despite this the staff

personnel have adequate freedom

in respect of sources of manpower to be tapped and the procedure to be followed for

this purpose.

DATA COLLECTION

A sample size of 100 employees is studied for this purpose. Employees of different unit where randomly administrated the questionnaire.

DATA ANALYSIS

The analysis of

 

data

was

done

on

the

basis

of

unit,

age

and

number

of years

of

experience and factors. Analysis was done using the easily comprehensible by all.

simple average

method

so

that,

finding of the

survey was

SOURCES OF DATA COLLECTION:

 

The

primary

as

well

as

the

secondary

sources

was

used

for

collection

of data.

In

primary source

of

data

collection

the

interview

schedule

and questionnaire

and opinion

survey were used and in secondary source of data collection relevant records, books, diary

and magazines were used. Thus the source of data collection were as follows:

PRIMARY

SECONDARY

  • 1. Interview schedule

1. Diary

  • 2. Questionnaire

2. Books

  • 3. Opinion Survey

3. Magazines 4. Other records

I have used structural interview schedule, questionnaire and opinion survey for collection of data from primary source. Interview schedules were used for workers clerical , category and questionnaires were used for supervisory and executive cadre and opinion survey was used to know the technology, perceptions, thoughts and reactions of the executives, employees/workers and trade union members of the organization.

I have used the secondary source like diary, books, magazines and other relevant records for collection of data to know about the industry as well as the respondent.

DATA TYPE

Primary as well as secondary data was collected.

RESEARCH APPROACH

Conducting a

field

survey

did

a

subjective

assessment

of the

qualitative

data.

The

research method used was that of questionnaire & interview for primary extensive literature survey for secondary data.

data

&

an

RESEARCH INSTRUMENT

The questionnaire was used as the primary instrument for the collection of primary data which contained open-ended questions to chance response. In addition the personal interview method was employed to draw out answers to subjective questions, which could not be adequately answered through the use of questionnaire.

INTERVIEW

Interviews lead to a better insight to subjective & open questions almost all interviewees responded.

SAMPLE UNIT

The sample unit consisted of all the departments of Hotel Taj Inn

SAMPLE FRAME

Consisted of a comprehensive list of all the employees of Hotel Taj Inn

SAMPLE SIZE

Sample size=100

SAMPLE DESIGN

Care was

taken

to

choose

the

sample

based

on

considerations

like age,

sex

&

work

experience

of

respondents

thus

enabling

better

representations

of the

heterogeneous

population. However, the sample design was that of “convenience sampling” or

“haphazard sampling” only.

The

time

consideration

&

size

of

population

were

major

factors in determining choice of sample design.

DATA ANALYSIS & INTERPRETION

Q1-Acc to you does internal source of requirement give benefits to the organization-

OPTION

PERCENTAGE

 

Excellent

50

Good

15

Average

25

Poor

10

 
Excellent Good Average Poor

Excellent

Excellent Good Average Poor

Good

Excellent Good Average Poor

Average

Excellent Good Average Poor

Poor

 
10% 25% 15%
10%
25%
15%

50%

Interpretation:

50% employee say excellent internal source of requirement give benefits to the organization ,

15% employee said Good, 25% employee said Aveage and 10% said Poor.

.

Q2- Does your organization prefer campus requirement-

OPTION PERCENTAGE Yes 70 No 30 Yes No 30% 70% Interpretation: 70% employee said yes your
OPTION
PERCENTAGE
Yes
70
No
30
Yes
No
30%
70%
Interpretation:
70% employee said yes your organization prefer campus requirement and rest of employee said
no.

Q3- Does your organization prefer external requirement-

OPTION

PERCENTAGE

Yes

40

No

60

 
 
Yes No

Yes

Yes No

No

 
6% 94%
6%
94%

Interpretation:

40% employee said yes your organization prefer external requirement and rest of employee said

no.

Q4- Do you think that requirement in your organization is?

OPTION

PERCENTAGE

 

Excellent

50

Good

15

Best

25

Average

10

 
Excellent Good Best Average

Excellent

Excellent Good Best Average

Good

Excellent Good Best Average

Best

Excellent Good Best Average

Average

 
10% 25% 15%
10%
25%
15%

50%

Interpretation:

50% employee said requirement in your organization is excellent, 15% employee said Good,

25% employee said Best and 10% said Average ..

Q5- What types of test do you fellow in you organization in selecting the candidate

OPTION

PERCENTAGE

Witten Test

10

Technical Interview

20

Personal Interview

60

 

5

 

5

Aptitude Test

 

Any other

Witten Test Technical Interview Personal Interview Aptitude Test Any other

Witten Test

Witten Test Technical Interview Personal Interview Aptitude Test Any other

Technical Interview

Witten Test Technical Interview Personal Interview Aptitude Test Any other

Personal Interview

Witten Test Technical Interview Personal Interview Aptitude Test Any other

Aptitude Test

Witten Test Technical Interview Personal Interview Aptitude Test Any other

Any other

 
5% 10% 5% 20% 60%
5%
10%
5%
20%
60%
 

Interpretation:

 

10% employee said in your organization in selecting the candidate through Written Test, 20%

employee said through technical Interview, 60% said through Personal Interview, 5% said both Aptitude Test and any other.

Q6- Who takes hiring decision in your organization?

OPTION

PERCENTAGE

Unit head

10

HB Head

15

Both

25

Department Head

50

Department Head Unit head HB Head Both 50% 25% 15% 10%
Department Head
Unit head
HB Head
Both
50%
25%
15%
10%

Interpretation:

50% employee said department head takes hiring decision in your organization, 25% said both,

15% said HB Head and 10% said Unit Head.

Q7- What types of interview is candidate during the selection process

OPTION

PERCENTAGE

Panel Interview

50

Structure Interview

30

Un structure Interview

20

Panel Interview Structure Interview Un structure Interview 20% 50% 30%
Panel Interview
Structure Interview
Un structure Interview
20%
50%
30%

Interpretation:

50% employee said Panel Interview is candidate during the selection process, 30% said Structure

Interview and 20% said Un Structure Interview.

Q8- Does your organization prefer internal recruitment

OPTION

PERCENTAGE

Yes

40

No

60

 
 
Yes No

Yes

Yes No

No

 
6% 94%
6%
94%

Interpretation:

40% employee said yes your organization prefer internal recruitment and rest of employee said

no.

Q9- How long it taken to inform to the selected candidates that they have been selected?

OPTION

 

PERCENTAGE

 

Immediate

 

10

One week

 

15

15 days

 

25

Above 15 days

 

50

 
Immediate One week 15 days Above 15 days

Immediate

Immediate One week 15 days Above 15 days

One week

Immediate One week 15 days Above 15 days

15 days

Immediate One week 15 days Above 15 days

Above 15 days

 
10% 15% 50% 25%
10%
15%
50%
25%

Interpretation:

50% employee said above 15 days taken to inform to the selected candidates that they have been

selected, 25% said after 15 day, 15% said one week and 10% said Immediate.

Q10- Are you satisfied with your organization requirement and selection process?

OPTION

PERCENTAGE

 

Satisfied

50

Not satisfied

30

Can not say

20

 
Satisfied Not satisfied Can not say

Satisfied

Satisfied Not satisfied Can not say

Not satisfied

Satisfied Not satisfied Can not say

Can not say

 
20% 30%
20%
30%

50%

Interpretation:

50% employee are satisfied with your organization requirement and selection process, 30% are

not satisfied and 20% can‟t say.

FINDINGS

50% employee say excellent internal source of requirement give benefits to the organization , 15% employee said Good, 25% employee said Average and 10% said Poor. 70% employee said yes your organization prefer campus requirement and rest of employee said no. 40% employee said yes your organization prefer external requirement and rest of employee said no. 50% employee said requirement in your organization is excellent, 15% employee said Good, 25% employee said Best and 10% said Average .. 10% employee said in your organization in selecting the candidate through Written Test, 20% employee said through technical Interview, 60% said through Personal Interview, 5% said both Aptitude Test and any other. 50% employee said department head takes hiring decision in your organization, 25% said both, 15% said HB Head and 10% said Unit Head. 50% employee said Panel Interview is candidate during the selection process, 30% said Structure Interview and 20% said Un Structure Interview. 40% employee said yes your organization prefer internal recruitment and rest of employee said no. 50% employee said above 15 days taken to inform to the selected candidates that they have been selected, 25% said after 15 day, 15% said one week and 10% said Immediate. 50% employee are satisfied with your organization requirement and selection process, 30% are not satisfied and 20% can‟t say.

CONCLUSION

Studying the recruitment procedures of DESIGNCO., analysing the respondents answers, opinion survey and data analysis it came to conclusion that DESIGNCO is a growing Company. It has a separate personnel department which is entrusted with the task of carrying out its various roles efficiently. The business of DESIGNCO is carried on in a very scientific manner. In the saturation point of business it need not waste the time to diversify into the another business. Management understands the business game very well. At the time of difficulty it takes necessary action to solve the problem. Now the personnel department of DESIGNCO is in infancy stage. It always try to modernize the department. It strongly Designcoieves in manpower position of the organization because it knows in the absence of „M‟ for man all „Ms‟ like money, material, machines, methods and motivation are failure. It always tries to develop the human resources. In the absence of right man, material, money, machines all things will not be properly utilized. So it always recruits manpower in a scientific manner.

LIMITATIONS OF STUDY

Hotel management can include Hotel & Restaurant management, Cruise Ship Hotel management, Hospital Administration and Catering, Hotel and Tourism Associations, Airline Catering and Cabin Services, Club management, Forest Lodges, Guest Houses amongst others. Expansion of global travel industry and aviation industry is expected to boost hotel industry in next couple of years.

Step-by-Step

There are multiple job profiles in hotel management and depending upon the candidates' education, work experience, the positions are offered. However, in order to work in top level or middle-level management candidates must have a degree in travel management. Whereas some hotels hire graduates straight from universities, some other hotels hire only trained hotel management graduates. Candidates can do degree course in hotel management soon after 10+2 which are offered by various hotel management institutes.

The minimum selection criteria for an undergraduate course in hotel management is 10+2 with 50% marks. However, candidates who do not have 50% marks in +2 can do diploma or certificate course in hotel management which are being offered by various institutes. Additionally, some hotels provide training cum job placement and candidates who do not have other options can opt for it. Indian hotel management institutes conduct entrance exams before selecting the candidates for various courses.

Start Early

Students looking for a career in hotel management should have strong communication skills, reasoning skills, numerical aptitude and pleasing personality. Therefore, if some candidate is lacking in these skills, he must inculcate them in him and for that starting early definitely helps. Many students start preparing for entrance exams conducted by IHMs soon after their 10th board. Similarly, those who wish to go for higher studies in hotel management can do Masters in Hotel Management; for MHM the person is required to have BHM.

Is it the Right Career for Me?

Before jumping to any decision to select hotel management as a career option, it is always advised to analyse pros and cons, growth prospects, matching of work-profile with personality traits, etc. If the candidate is not willing to work in various profiles he may not be suitable for it as in hotel management an employee may be asked to work in management, food and beverage service, housekeeping, front office operation, sales and marketing, accounting or any other department depending upon the specific requirement.

What would it Cost Me?

Depending upon the rank and reputation of hotel management college the fee is charged from candidates. Whereas Garden City College at Bangalore charges around Rs 3,50,000 for the three year graduate course, Christ College in the same city ask candidates to pay Rs 48,0000 per semester for 4 year BHM course. Similarly, a graduate course in hotel management at IHM Chennai can cost Rs 37,500 per semester. Students who are not willing to shell hefty amount on the courses from top notch hotel management institute may go for diploma courses offered by the same institutes.

Funding/Scholarship

Most of the hotel management institutes offer merit based concessions on fees to eligible candidates. Similarly, some institutes provide discounts to sponsored candidates who come for training. Junior Research Fellowship is offered to those candidates who are willing to explore their career in academics. Students looking for external funding can apply for low interest rate loan offered by most of the nationalised banks like Allahabad Bank, Bank of Baroda, PNB, IDBI, etc. Students of all the hotel management institutes which are affiliated with AICTE are eligible to get a loan of Rs 7.50 lakh for studying in India and Rs 15 lakh to study outside India. The low interest rate education loan can be repaid in 5-7 years of duration in equal instalments starting one year after the completion of the course.

Job Prospects

Hotel management like any other sector is subject to the state of national economy and global economy. When the economy is doing well jobs come a lot in the sector. Currently there are more than 2.40 million people working in hotel, catering and allied industry in India and the number is going to increase in next couple of years as new hotels are coming up in large numbers in urban and semi-urban areas. Trained hotel management professionals would have privilege over untrained graduates as hotels are not willing invest in training of recruits rather prefer trained ones.

Pay Packet

Remuneration in hotel management industry differs depending upon the hotel management institute the candidate passed out from, work experience, skills and ability to handle tough situations. Those who come from top notch hotel management institutes such as IHM receive starting salary of Rs 20,000 or more. Similarly, candidates with diploma or certification programs can get salaries starting from Rs 8,000 to 10,000 . Again the salary package differs a lot on the size and shape of the employment company. Large hotel chains offer attractive remuneration and pamper their employees.

Demand and Supply

India not only has mismatch in terms of hotel room supply and demand but in terms of professionals required to manage hotels. Whereas the demand is much higher than the existing 1,14,000 hotel rooms across all categories, India is facing acute shortage of trained hotel staff. The situation in the 19th Commonwealth Games in Delhi shows the real picture wherein owing to dearth of trained hotel management professionals things were in sad state of affairs. Job prospects for hotel management graduates are expected to grow as new hotels would come up in next couple of years thanks to promotional offers from government. The shortage of trained human resource in hotel industry is advantageous to hotel management graduate who can bargain for high salary.

Market Watch

The current state of hotel industry shows that India is being seen as a lucrative destination for hotel chains looking for growth. According to the World Travel and Tourism Council, India is 18th popular business travel destination and in next couple of years it would in top five. With shortage of hotel rooms, dearth of trained hotel management professionals, a lot needs to be done. With incentives coming from the Government of India, real estate developers and hoteliers are trying to build new hotels which would further the supply and increase the job opportunities for young hotel management graduates.

International Focus

Hilton hotel chain, Ramada hotel chain, Hyatt hotel chain, La Quinta hotel chain, Marriott hotel chain, Radisson hotel chain, Days Inn hotel chain, Best Western hotel chain, etc offer attractive career option for hotel management graduates from top notch hotel management institutes. Hotel management graduates working in the USA hotels get minimum salary in the range of US$ 6000 to 7000. Many hotels in the USA provide high paying part-time jobs at various positions.

Positives/Negatives

Despite being known as one of the most glamorous careers there are various flipsides of working in hotel industry and one of them is hotel industry too like any other industry is subjected to the overall state of economy; therefore, it gets affected if the economy is not doing well and travellers are not frequenting the hotel. Similarly, new jobs come at the place of existing jobs as working professionals either are given new responsibilities at new hotel or they retire. Handling pressuring situation with cool and poise is mandatory for hotel professionals. Long working hours, rude responses from customers, hectic timings, etc are some major drawbacks of career in hotel management.

SUGGESTIONS AND RECOMMENDATIONS

Customer Expectations

Gone are the days when customers were happy just receiving "please" and "thank you" or getting service with a smile. Although those go into the recipe for proper etiquette, it's just not enough. Satisfied customers are looking for a memorable experience and dynamic service where it counts. From receiving quick service to bending the standard practices -- such as extending a guest check-out in a hotel or customizing a menu item in a restaurant -- customers want to feel as if their business is appreciated. To be on the receiving end of customers' satisfactory ratings in surveys and among their network, anticipate their needs and be able to have your staff deliver accordingly.

Deliver On Promise

One key factor in keeping your guests engaged and coming back is to deliver as you promise. From being consistent to making sure they get the same awesome service to doing what you say you will do, don't drop the ball when it comes to what you say you'll offer. Customers are more likely to get frustrated when you reel them in on a big promise such as special services or premium products and it's not the case. Avoid saying that you are luxury if your services are mediocre or in developing gimmicks that excite customers only to disappoint them throughout the process of working with you.

Customer Loyalty

Happy customers are loyal customers. Not only is it important for you to provide stellar service, but awesome products as well. Make it a point to be on the fast track for keeping up with trends that your customers may follow such as building personal assistance services for traveling customers or making special concessions for avid repeat consumers. Be sure you have items on hand so when your customer needs you and your products, everything's available. A customer who has to continuously wait for you to do your part may grow tired, no matter how loyal, and venture off to your competition. Keep customers loyal by focusing on them at all times.

Let Them Vent

Give your customers an outlet for telling you about poor experiences. When you have customers who have had a negative experience, make it easy and clear for them to not only tell you about it but get it off their chest to you and not someone else. Don't patronize customers when they are disgruntled by shooing them off with little to no plans for recourse. Make it a point to correct issues that went wrong and look into those that could stand some improvement. Capture communication methods for keeping in contact with your customers so that you can alert them when changes and improvements occur.

ANNEXURE

QUESTIONNAIRES

Dear respondent,

I am the student of IFTM University conducting a Survey report on “analytical study on Recruitment and Selection in the service industry with special emphasis to Hotel Taj Inn Moradabad”. Kindly spare few minutes to fill up this questionnaire. Any information provided by you will be used for academic purpose only.

RESPONDENT PROFILE

Name of the respondent : ................................................................................................

Residential/ office address : ............................................................................................

........................................................................................................................................ Contact no. : ..................................................................................................................

Age group of the respondent : 18-25 (

)

25-35 (

)

35-45 (

)

45 or More(

)

Education/ qualification: .............................................................................................

Occupation : .................................................................................................................

Q1-Acc to you does internal source of requirement give benefits to the organization-

  • (a) Excellent

(b) Good

  • (c) Average

(d) Poor

Q2- Does your organization prefer campus requirement-

(a) Yes

(b) No

Q3- Does your organization prefer external requirement-

(a) Yes

(b) No

Q4- Do you think that requirement in your organization is?

  • (a) (b) Good

Excellent

  • (c) (d) Average

Best

Q5- What types of test do you fellow in you organization in selecting the candidate

  • (a) Witten Test

(b) Technical Interview

  • (c) Personal Interview (d) Aptitude Test

(e) Any other

Q6- Who takes hiring decision in your organization?

  • (a) (b) HB Head

Unit head

  • (c) (d) Department Head

Both

Q7- What types of interview is candidated during the selection process

  • (a) Panel Interview

  • (c) Un structure Interview

(b) Structure Interview

Q8- Does your organization prefer internal recruitment

(a) Yes

(b) No

Q9- How long it taken to inform to the selected candidates that they have been selected?

  • (a) (b) One week

Immediate

  • (c) (d) Above 15 days

15 days

Q10- Are you satisfied with your organization requirement and selection process?

  • (a) (b) Not satisfied

Satisfied

  • (c) Can not say

Signature of the respondent Thank You