A RESEARCH PROJECT REPORT ON

“ A STUDY OF RECRIUTMENT AND SELECTION PRACTICES AT

BIG BAZAAR “

A PROJECT SUBMITTED PARTIAL FULLFILMENT OF

“BACHLOR OF MANAGEMENT STUDIES”

SUBMITTED BY :

PREETA AVINASH AHIRE

SEMESTER IV

ROLL NO: 230

UNDER THE GUIDANCE OF

MRS. MUGDHA BAPAT

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INDEX

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 CHAPTER 1
INTRODUCTION

Human Resource Management

Human Resource Management (HRM) is a relatively new approach to managing
people in any organisation. People are considered the key resource in this approach. it
is concerned with the people dimension in management of an organisation. Since an
organisation is a body of people, their acquisition, development of skills, motivation
for higher levels of attainments, as well as ensuring maintenance of their level of
commitment are all significant activities. These activities fall in the domain of HRM.
Human Resource Management is a process, which consists of four main activities,
namely, acquisition, development, motivation, as well as maintenance of human
resources.

Scott, Clothier and Spriegel have defined Human Resource Management as that
branch of management which is responsible on a staff basis for concentrating on those
aspects of operations which are primarily concerned with the relationship of
management to employees and employees to employees and with the development of
the individual and the group.

French Wendell, defines Human resource management as the recruitment,

selection, development, utilization, compensation and motivation of human resources
by the organisation.

According to Edwin B. Flippo, ―Human resource management is the planning,

organising, directing and controlling of the procurement, development, resources to
the end that individual and societal objectives are accomplished‖. This definition
reveals that human resource (HR) management is that aspect of management, which

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deals with the planning, organising, directing and controlling the personnel functions
of the enterprise.

ENVIRONMENTAL INFLUENCES ON HRM :

Since 1930s, certain developments took place, which greatly contributed to the
evaluation and growth of human resource management. These developments are
given below :

 Scientific management
 Labour management
 Government regulations.

SCOPE OF HUMAN RESOURCE MANAGEMENT

The scope of HRM is indeed fast. All major activities in the working life of the
worker from time of his entry in an organisation until he/ she leaves, come under the
preview of HRM. Specifically, the activities included are human resource planning.
Job analysis and design, recruitment, selection, orientation and placement, training
and development, performance appraisal, job evaluation, employee and executive
remuneration and communication, employee welfare, safety and health, industrial
relations and the like.

HRM is becoming a specialized branch giving rise to another number of specialized

areas like:

 Staffing
 Welfare and safety
 Wages and Salary Administration
 Training and Development
 Labour Relations

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RECRUITMENT AND SELECTION

Recruitment ad selection are two of the most important functions of personnel

management. Recruitment precedes selection and helps in selecting a right candidate.

Recruitment is a process to discover the sources of manpower to meet the

recruitment of the staffing schedule and to employ effective measures for attracting
that manpower in adequate numbers to facilitate effective selection of efficient
personnel.

Staffing is one basic function of management. All mangers have responsibility of

staffing function by selecting the chief executive and even the foremen and
supervisors have a staffing responsibility when they select the rank and file workers.
However, the personnel manager and his personnel department is mainly concerned
with the staffing functions.

Every organisation needs to look after recruitment and selection in the initial
period and thereafter as when additional manpower is require due to expansion and
development of business activities.

‘Right person for the job’ is the basic principle in recruitment and selection. Ever
organisation should give attention to the selection of its manpower, especially its
managers. The operative manpower is equally important and essential for the orderly
working of an enterprise. Every business organisation needs manpower for carrying
different business activities smoothly and efficiently and for this recruitment and
selection of suitable candidates are essential. Human resource management in an
organisation will not be possible if unsuitable persons are selected and employment in
a business unit.

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 RECRUITMENT

MEANING:

Recruitment means to estimate the available vacancies and to make suitable

arrangements for their selection and appointment. Recruitment is understood as the
process of searching for and obtaining applicants for the jobs, from among whom the
right people can be selected.

A formal definition states, “It is the process of finding and attracting capable
applicant for the employment. The process begins when new recruits are sought and
ends when their applicants are submitted. The result is a pool of applicants from
which new employees are selected”. In this, the available vacancies are given wide
publicity and suitable candidates are encouraged to submit applications so as to have a
pool of eligible candidates for scientific selection.

In recruitment, information is collected from interested candidates. For this

different source such as newspaper, advertisements, employment exchanges, internal
promotion, etc. are used.

In the recruitment, a pool of eligible and interested candidates is created for

selection of most suitable candidates. Recruitment represents the first contact makes
with potential employees.

Definition:

According to EDWIN FLIPPO. “Recruitment is the process of searching for

prospective employees and stimulating them to apply for the jobs in the organisation.”

NEED FOR RECRUITMENT:

The need for recruitment may be due to the following reasons:

a) Vacancies due to promotions, transfers, retirement, termination, permanent

disability, death and labour turnover.

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 b) Creation of new vacancies due to growth, expansion and diversification of

business activities of an enterprise. In addition, new vacancies are possible due

to job specification.

PURPOSE AND IMPORTANCE OF RECRUITMENT:

 Determine the present and future requirements of the organisation on

conjunction with its personnel- planning and job analysis activities.

 Increase the pool of job candidates at minimum cost.

 Help increase the success rate of the selection process by reducing the number

of visibly under qualified or overqualified job applicants.

 Help reduce the probability that job applicants, once recruited and selected,

will leave the organisation only after a short period of time.

 Meet the organization’s legal and social obligation regarding the composition

of its work force.

 Begin identifying and preparing potential job applicants who will be

appropriate candidates.

 Increase organizational and individual effectiveness in the short term and long

term.

 Evaluate the effectiveness of various recruiting techniques and sources for all

types of job applicants.

Recruitment is a positive function in which publicity is given to jobs available in

the organisation and interested candidates are encouraged to submit applications for

the purpose of selection.

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 Recruitment represents the first contact that a company makes with potential

employees it is through recruitment that may individuals will come to know a

company, and eventually decided whether they wish to work for it. A well-planned

and well-managed recruiting effort will result in high quality applicants, whereas, a

haphazard and piecemeal efforts will result in mediocre ones.

Unscientific Recruitment and Selection:

Previously, the selection of candidates was influenced by superstitions, beliefs,

personal prejudices of managers looking after the recruitment and selection of the

staff.

The net result of such unscientific recruitment and selection are:

a) Low productivity of labour

b) High turnover

c) Excessive wastage of raw materials

d) More accidents and corresponding loss to the organisation

e) Inefficient working of the whole organization and finally

f) Ineffective executive of training and management development programs.

Scientific recruitment and selection:

The importance of selection recruitment and selection of staff is now accepted in

the business world. Selection is important as it has its impact on work performance
and employee cost. As result scientific methods of recruitment and selection are
extensively for the selection of managers and the supervisory staff. The assistance of
experts such as industrial psychologist and management consultants are also taken for
the purpose of scientific selection. As a result, the objective of “right man for the right

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job” is achieved in many organizations. Moreover, “right job” is the basic principle in
manpower procurement.

RECRUITMENT PROCESS

Recruitment refers to the process of identifying and attracting job seekers so as to

build a pool of qualified job applicants. The process comprises five interrelated
stages,

1. Planning
2. Strategy development
3. Searching
4. Screening
5. Evaluation and control.
The ideal recruitment programme is the one that attracts a relatively larger
number of qualified applicants who will survive the screening process and
accept positions with the organization, when offered. Recruitment
programmes can miss the ideal in many ways i.e. by failing to attract an
adequate applicant pool, by under/over selling the organization or by
inadequate screening applicants before they enter the selection process. Thus,
the approach the ideal individuals responsible for the recruitment process must
know how many and what types of employees are needed, where and how to
looks for the individuals with the appropriate qualifications and interest what
inducement to use for various types of qualified from those who have a
reasonable chance of success and how to evaluate their work.

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 RECRUITMENT
PLANNING

EVALUATION STRATERGY
AND CONTROL DEVELOPMENT

SCREENING SEARCHING

STAGE 1:

RECRUITMENT PLANNING:

The first stage in the recruitment process is planning. Planning involves the
translation of likely job vacancies and information about the nature of these jobs into
set of objectives or targets that specify the

(i) Numbers and

(ii) Types of applicants to be contacted.

Numbers of contact:

Organization, nearly always plan to attract more applicants than they will hire. Some
of those contacted will be uninterested, unqualified or both. Each time a recruitment
programme is contemplate; one task is to estimate the number of applicants necessary
to fill all vacancies with the qualified people.

STAGE 2:

STRATERGY DEVELOPMENT:

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 When it is estimated that what types of recruitment and how many are required
then one has concentrate in. (1). Make or buy employees. (2). Technological ce
labour markets comprising job seekers. (4). Sources of recruitment. (5). Sequencing
the activities in the recruitment process.

STAGE 3:

SEARCHING:

Once a recruitment plan and strategy are worked out, the search process can begin.
Search involves two steps

A). SOURCE ACTIVATION:

Typically, sources and search methods are activated by the issuance of an

employee requisition. This means that no actual recruiting takes place until lone
managers have verified that vacancy does exist or will exist.

If the organization has planned well and done a good job of developing its sources
and search methods, activation soon results in flood of applications or resumes.

The application received must be screened. Those who pass have to be contacted
and invited for interview. Unsuccessful applicants must be sent letter of regret.

B). SELLING:

A second issue to be addressed in the searching process concern communications.

Here, organizations walks tightrope. On one hand, they want to do whatever they can
to attract desirable applicants. On one hand, they must resist the temptation of
overselling their virtues.

STAGE 4:

SCREENING:

Screening of applicants can be regarded as an integral part of the recruitment

process, though many view it as the first step in the selection process. Even the
definition of recruitment, we quoted in the beginning of this chapter, excludes
screening from its scope. However, we have included screening in recruitment for
valid reasons. This selection process will begin after the applications have been

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scrutinized and short-listed. Hiring of professors in a university is typical situation.
Applicants received in response to advertisements is screened and only eligible
applicants are called chancellor, registrar and subject experts conducts interview.

STAGE 5:

EVALUATION AND CONTROL:

Evaluation and control is necessary as considerable costs are incurred in the

recruitment process. The costs generally incurred are:

1. Salaries for recruiters.

2. Management and professional time spent on preparing job description, job
specifications, advertisements, agency liaison and so forth.
3. The cost of advertisements or other recruitment methods, that is, agency fees.
4. Recruitment overheads and administrative expenses.
5. Costs of overtime and outsourcing while the vacancies remain unfilled.

SELECTION

Selection is the process of choosing individuals who have relevant qualifications to

fill vacant positions. The process begins when a hiring department identifies the need
to fill a position, and ends when a person is hired to meet that need. What happens in
the middle of the process includes job analysis, position description development,
recruitment, testing, and screening, corresponding with applicants, credentials
verification, background investigations, interviewing, reference checking, physical
examination, and the offer.

Discriminatory hiring practices could result in significant costs for the company.
Individuals acting on behalf of the organization who fail to follow nondiscrimination
policies may face personal liability. Poorly designed or executed selection processes

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will generally fail to identify the right person for the job, result in missed
opportunities or delays in accomplishing the mission of the organization, and lead to
discrimination claims. Impolite or incompetent interviewers, unnecessarily long waits,
and lack of follow-up may cause unfavorable impressions of the company.

Selection is defined as “The process of differentiating between applicants in order

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

The difference between recruitment and selection is:

Recruitment is identifying n encouraging prospective employees to apply for a job.

&

Selection is selecting the right candidate from the pool of applicants.

THE COST OF SELECTION:

The cost of selection performers who are inadequate performers or who leave the
organization before contributing to profits is a major cost of doing business. The cost
incurred in hiring and training any new employee is expensive sometimes in the
thousands of dollars. In 1983, the average cost per hire for exempt employees was
more than $4600; nearly $4700 if there was relocation. These cost incurred by the
organization suggest that hiring is very expensive activity and that any effort the
organization can make towards minimizing turnover and hiring costs can pay
dividends. Thus proper selection of personal is obviously an area where effectiveness
(choosing competent workers who perform well in their position) can result in larger
savings.

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SELECTION PROCESS:

Selection is along process, commencing from the preliminary interview of the

applicants and ending with the contract of employement.

The following chart gives an idea selection process:

External Environment

Internal Environment

Preliminary Interview

Selection Test
Rejected Applications

Employment Interview

Reference and Background

Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation

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GUIDING PRINCIPLES FOR SELECTION

The selection process exposes the organization or company to liability. Seeking

training from HR for anyone who participates in the process before beginning.

Providing reasonable accommodation in the application process to persons with

disabilities. Use a nondiscriminatory, valid and consistency applied selection criteria.
Use a rating guide is recommended. This is a form used to rate applications for a
position based on the required and preferred qualification as defined in the position
description. Rating guides simplify the paper screening process, ensure that
applications are being evaluated against the same criteria, and provide documentation
which will be used to defend any challenged outcome.

Once it is determined that an individual does not meet the established minimum
qualifications, she must be eliminated from further consideration. If you are unclear
whether or not an applicant possesses the minimum qualifications, it is appropriate to
conduct a verification phone interview. You may also ask applicants to include a
cover letter detailing how they meet the established qualifications as part of the
application process.

Be able to justify every selection/nonselection decision with appropriate

documentation (e.g., the position description, applications/resumes, rating guides,
selection criteria, interview questions, reference checks). This documentation should
be forwarded to HR Generalist after the search is completed.

PROHIBITED PRE-EMPLOYMENT INQUIRIES

Laws governing interviewing and selection are not intended to restrict an

employers ability to choose the most qualified person. They are intended to ensure
that employers use criteria that are job related and nondiscriminatory. Hiring
departments and search committees should use the appropriate guidelines to identify
appropriate pre-employment inquires. Any questions regarding the appropriateness to
specific inquiries should be directed to the Compliance Specialist.

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OBJECTIVES OF RECRUITMENT AND SELECTION:

 Hire the right person.

 Conduct a wide and extension search of the potential positive candidates.
 Recruit staff members who are compatible with the organization’s
environment or culture.
 Hire individuals by using a model that focuses on learning and education of
the whole person,.
 Place individuals in positions with responsibilities that will enhanced their
personal development.

RECRUITMENT AND SELECTION POLICY STATEMENT

Every position vacancy will be filled based upon a through position analysis
regardless of the level of the position or the extent of the search. The diversity goals
of the institution, division of affairs, and the unit will be addressed in all recruitment
and selection processes.

Units may use different processes for recruitment depending upon the
circumstances surrounding the need to fill the position, but must take steps to ensure
that the values of the profession are applied in all procedures that are used. IT
recruitment and selection committee members should be properly trained to assume
the important responsibilities of recruitment and selection.

Supervisors should adhere to any institution-wide recruitment and selection

programs. This cannot, however, substitute for an understanding of procedures and
processes from a student affairs perspective.

Recruitment and selection should be planned, implemented, and evaluated to

ensure that each potential employee is provided equal opportunities to compete for the
position.

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COMPANY PROFILE

Big Bazaar is not just another hypermarket. It caters to every need of family.
Where Big Bazaar scores over other stores is its value for money proposition for the
Indian customers. At Big Bazaar, one can get the best products at the best prices – that
is what they guarantee. With the ever increasing array of private labels, it has opened
the doors into the world of fashion and general merchandise including home
furnishings, utensils, crockery, cutlery, sports goods and much more at prices that ill
surprise you. And this is just the beginning. Big Bazaar plans to add much more to
complete the shopping experience. Food is the main shopped for category in this
store.

Mr. Kishore Biyani CEO, Future Group Pantaloon Retail (India) Limited in India’s
leading retailer that operates multiple retail formats in both the value and lifestyle
segment of the Indian consumer market.

Headquartered in Mumbai, the company operates over 12 million square feet of

retail space, has over 1000 stores across 71 cities in India and employs over 35,0000
people. The company’s leading formats includes pantaloons, a chain of fashion
outlets, Big Bazaar, a uniquely Indian hypermarket chain, food bazaar, a supermarket
chain, blends the look touch and feel of Indian bazaars with aspects of modern retail
like choice, convenience and quality and central, a chain of seamless destination
malls. Some of its formats include Depot, Shoe factory, Brand factory, Blue Sky,
Fashion Station, Mobile Bazaar and Star Sitara (Beauty clinic).

The company also operates an online portal Futurebazaar.com. A subsidiary

company, Home Solution Retail (India) Limited, operates Home Town, a large-format
home solutions store, selling home furniture products and E-Zone focused on catering
to the consumer electronics segment.

Pantaloon Retail was awarded the ‘International Retailer’ of the year 2007, by the
US based National Retail Federation, the largest retail trade association and the
‘Emerging Market Retailer’ of the year 2007 at the World Retail Congress in
Barcelona. Pantaloon Retail is the flagship company of Future Group, a business
group catering to the entire Indian consumption space. The group’s subsidiary

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companies include, Home Solutions Retail Indian Ltd, Pantaloon Industries Ltd,
Galaxy Entertainment and Indus League Clothing.

BOARD OF DIRECTOR

1. Managing Director
 Mr. Kishore Biyani

2. Wholetime Director
 Mr. Gopikishan Biyani
 Mr. Rakesh Biyani

3. Director
 Mr. Shailesh Haribhakti
 Mr S.Doreswamy
 Mr. Darlie Koshy
 Mr. Anil Harish

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INDUSTRY PROFILE

Retail is Indian’s largest industry, accounting for over 10 percent of the country’s
GDP and around 8 percent of the employment. Retail industry in India is at the
crossroads. It has emerged as one of the most dynamic and fast paced industries with
several players entering the market. But because of the heavy initial investments
required, break even is difficult to Achieve and many of these players have not tasted
success so far. However the future is promising; the market is growing, government
policies are becoming more favorable and emerging technologies are facilitating
operations. Retailing in India is gradually inching its way towards becoming the next
boom industry. The whole concept of shopping has altered in terms of format and
consumer buying behavior, ushering in revolution in shopping in India.

Modern retail has entered India as seen in sprawling shopping centers, multi-stored
malls and huge complexes offer shopping, entertainment and food all under one roof.
The Indian retailing sector is at an inflexion point where the growth of organized
retailing and growth in the consumption by the Indian population is witnessing a
significant change in its demographics. A large young working population with
average age of 24 years, nuclear families in urban areas, along with increasing
working-women population and emerging opportunities in the services sector are
going to be the key growth drivers of the organized retail sector in India.

Some Key Facts:

Retail is Indian’s largest industry accounting for over 10 percent of the country’s
GDP and around 8 percent of the employment.

ORGANIZATION PROFILE

“Nobody Sells Cheaper and Better” Big Bazaar is a chain of department stores in
India currently with 100 outlets. It is owned by Pantaloon Retail India Ltd, Future
Group. It works on the same economy model as Wal-Mart and has been successful in
many Indian cities and small towns. The idea was pioneered by entrepreneur Mr.
Kishore Biyani, the CEO of Future Group. Currently Big Bazaar stores are located
only in Indian. It is the fastest growing chain of department stores and aims at having

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350 stores by 2010. Big Bazaar has democratized shopping in India and is so much
more than a hypermarket. Here you will find over 170,000 products under one roof
that carter to every need of a family, making Big Bazaar India’s favourite shopping
destination.

At Big Bazaar, you will get the best products at the best prices- this is our
guarantee. From apparel to general merchandise like plastics, home furnishings,
utensils, crockery, cutlery, sports goods, car accessories, books and music, computer
accessories and many more. Big Bazaar is the destination where you get products
available at prices lower than the MRP, setting a new level of standards in prices,
convenience and quality. If you are a fashion conscious buyer who wants great clothes
at great prices, Big Bazaar is the place to be. Leveraging on the company’s inherent
strength of fashion, Big Bazaar has created a strong value for money proposition for
its customers.

This highlights the uniqueness of Big Bazaar as compared to traditional

supermarkets, which principally revolve around food, groceries and general
merchandise. Big Bazaar has clearly emerged as the favourite shopping destination
for millions of its customers, across the country, its success is a true testament to
emotional bonding it has established with the Indian customer, on account of its value
offerings, inspirational appeal and service levels. We believe Big Bazaar is a true pan
indian model that can enter into most towns in India and democratize shopping
everywhere. 25, 26 and 27 January, 2009 … India’s Sabse Sasta Din the acceptance
and loyalty that Big Bazaar has garnered over the years was evident on 26 January
2009. On the day India celebrates its Republic Day; the company honoured the
consumer by calling it the ‘Maha Savings Day’. Shoppers at Big Bazaar and Food
Bazaar outlets across th4e country were offered products at prices never heard before
in the history of shopping.

The offers were spread across categories from electronics to utensils, from apparel
to furniture and food. This event received tremendous response from the regular and
an entirely new set of shoppers, which resulted in nearly 2 million people visiting the
stores on the day. And most stores were able to post record sales for a single day.

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 COMPANY HISTORY

1987 company incorporated as ‘Manz Wear Private Limited’. Launch of Pantaloons

Trouser, India’s first formal trouser brand.

1991 Launch of BARE, the Indian jeans brand,

1992 Initial public offer (IPO) was made in the month of May.

1994 The Pantaloon Shoppe – exclusive menswear store in franchisee format

launched across the nation. The company starts the distribution of branded garments
through multi-brand retail outlet across the nation.

1995 John Miller – Formal shirt brand launched

1997 Company enters modern retail with the launch of the first 8000 square feet store,
Pantaloons in Kolkata.

2001 Three Big Bazaar stores launched within a span of 22 days in Kolkata,
Bangalore and Hyderabad.

2002 Food Bazaar, the supermarket chain is launched.

2004 Central – India’s first seamless mall is launched in Bangalore.

2005 Group moves beyond retail, acquires stakes in Galaxy Entertainment, League
Clothing and Planet Retail. Setup India’s first real estate investment fund Kshitij to
build a chain of shopping malls.

2006 Future Capital holdings, the company’s financial is formed to manage over
$1.5billion in real estate, private equity and retail infrastructure funds. Plan forays
into retailing of consumer finance products.

Home Town, a home building and improvement products retail chain is launched
along with consumer durables format, Ezone and furniture chain, Furniture Bazaar.
Future Group enters into joint venture agreements to launch insurance products with
Italian insurance major, Generali. Forms joint ventures with US office stationery
retailer, Staples.

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2007 Future Group crosses $1 billion turn over mark. Specialized companies in retail
media, logistics, IPR and brand development and retail-led technology services
become operational. Pantaloon Retail wins the ‘International Retailer of the year” at
US

Based National Retail Federation convention in New York and ‘Emerging Retailer’ of
the Year award at the World Retail Congress held in Barcelona. Futurebazaar.com
becomes India’s most popular shopping portal.

2008 Future Capital Holding becomes the second group company to make a
successful Initial Public Offering in the Indian capital Markets. Big Bazaar crosses the
100-store mark, marketing one of the fastest ever expansion of a hypermarket format
anywhere in the world. Total operational retail space crosses 10 million square feet
mark. Future group acquire rural retail chain, ‘Aadhar’ present in 65 rural locations.

Future Group’s Vision

“To Deliver Everything, Everywhere, Every time, to Every Indian Customer in the
most profitable manner.” One of the core values at Future Group is, ‘India ness’ and
its corporate credo is – “Rewrite rules, Retain values

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 CHAPTER 2

RESEARCH METHODOLOGY
Research in common refer to a search for knowledge, one can also define research
as a scientific and systematic search for pertinent information on a scientific topic.

According to Clifford woody research comprises defining and redefining problem,

formulating hypothesis or suggested solution, collecting, organizing and evaluation
data, marketing deductions and reaching and conclusion, and at last carefully testing
the conclusion of determine whether they fit formulating hypothesis.

INFORMATION ON RESEARCH:

RESEARCH APPROACH:
The approach used for the purpose of this study is quantitative approach where
quantitative analysis was carried out in a formal manner using various statistical tools
like spss-statistical analysis for social scientists excel, etc…

DATA SOURCE:

Primary and secondary data are used in the study.

PRIMARY:

Primary information gathered directly from the respondents through questionnaire i.e.
survey method.

SECOUNDARY:

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Internet, through the sites like https://www.bigbazaar.com ,
https//en.wikipedia.org/wiki/bigbazaar.in. Recruitment and selection through books
and library,etc…

RESEARCH INSTRUMENT:

The required data were collected by using questionnaires. All question were close
ended type i.e. to reply in the given options.

RESEARCH DESIGN

For this research study a descriptive research design will be used. The factors that are
affecting the employees in work environment will be identified and the findings shall
be described in detail.

DATA COLLECTION METHOD

QUESTIONAIRE METHOD

The research will use a questionnaire, which will be self-developed so as to measure

the job satisfaction of the employees in the organisation. Questionnaire to be used
must be prepared very carefully so that it may prove to be effective in collecting the
relevant information.

SAMPLE UNIT:

The executives of big bazaar are taken as sample unit.

SAMPLE SIZE:

50 respondents are taken as the sample size in consulting with the guide at both the
ends taking into consideration the time factor. These include only the questionnaire
which are filled completely there by providing the research all necessary details for
evaluation. The incomplete questionnaire were rejected and are not taken into
calculation purpose.

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TYPES OF SAMPLING

 NON-RANDOM SAMPLING

Non-probability sampling is that sampling procedure which does not afford any
basis for estimating the probability that each item in the population has of being
including in the sample. Non-probability sampling is also known by different
names such as deliberate sampling, purposive sampling and judgments sampling.

 JUDGEMENT SAMPLING

In judgments sampling the researcher’s judgments is used for selecting items,

which he considers in representative of the population. Judgment-sampling is used
quite frequently in qualitative research where the desire happens to be, to develop
hypothesis rather than to generalize to larger population.

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 CHAPTER 3

ROLE OF LITERATURE

REVIEW OF LITERATURE:

Effective research cannot be accomplished without studying critically what already

exists in the form of general literature and specific studies. Therefore, it is considered
as an important perquisite for actual planning and execution of research projects. The
review of existing literature helps to formulate hypothesis, identify research gaps and
formulate a framework for further investigation.

Concept of Recruitment
Barber (1998) defines Employee recruitment as “practices and activities carried on
by an organization for the purpose of identifying and attracting potential employees”.
Many large corporations have employee recruitment plans that are designed to attract
potential employees that are not only capable of filling vacant positions but also add
to the organization’s culture.

According to Costello (2006) recruitment is described as the set of activities and

processes used to legally obtain a sufficient number of qualified people at the right
place and time so that the people and the organization can select each other in their
own best short and long term interests.

According to Montgomery (1996) is on matching the capabilities and inclinations of

prospective candidates against the demands and rewards inherent in a given job.

Jovanovic (2004) said recruitment is a process of attracting a pool of high quality

applicants so as to select the best among them. For this reason, top performing

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companies devoted considerable resources and energy to creating high quality
selection systems. Due to the fact that organizations are always fortified by
information technology to be more competitive, it is natural to also consider utilizing
this technology to re-organize the traditional recruitment and selection process
through proper decision techniques, with that both the effectiveness and the efficiency
of the processes can be increased and the quality of the recruitment and selection
decision improved.

Need of the Recruitment and Selection Process

Dessler, (2000) found in his study that the Recruitment and selection forms a core
part of the central activities underlying human resource management: namely, the
acquisition, development and reward of the workers. It frequently forms an important
part of the work of human resource managers – or designated specialists within work
organizations. However, and importantly, recruitment and selection decisions are
often for good reason taken by non-specialists, by the line managers. Recruitment and
selection also have an important role to play in ensuring worker performance and
positive organizational outcomes. Recruitment and selection had the capacity to form
a key part of the process of managing and leading people as a routine part of
organizational life, it is suggested here that recruitment and selection has become ever
more important as organizations increasingly regard their workforce as a source of
competitive advantage. Of course, not all employers engage with this proposition
even at the rhetorical level. However, there is evidence of increased interest in the
utilization of employee selection methods which are valid, reliable and fair. Dessler
listing the essence of these in the following; build a pool of candidates for the job,
have the applicants fill out application forms, utilize various selection techniques to
identify viable job candidates, send one or more viable job candidates to their
supervisor, have47 the candidate(s) go through selection interviews, and determine to
which candidate(s) an offer should be made.

Mullins (1999) indicated that to be a high performing organization, human resource

management must be able to assist the organization to place the right person in the
right job. The human resource management practices include recruitment, selection,

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placement, evaluation, training and development, compensation and benefits, and
retention of the employees of an organization. Businesses have developed human
resource information systems that support: (i) recruitment, selection, and hiring, (ii)
job placement, (iii) performance appraisals, (iv) employee benefits analysis, (v)
training and development, and (vi) health, safety, and security.

Process of Recruitment
Odiorne (1984) indicated that the quality of new recruits depends upon an
organization's recruitment practice, and that the relative effectiveness of the selection
phase is inherently dependent upon the caliber of candidates attracted.

Smith et al. (1989) argue that the more effectively the recruitment stage is carried
out, the less important the actual selection process becomes. When an organization
makes the decision to fill an existing vacancy through recruitment, the first stage in
the process involves conducting a comprehensive job analysis. This may already have
been conducted through the human resource planning process, particularly where
recruitment is a relatively frequent occurrence. Once a job analysis has been
conducted, the organization has a clear indication of the particular requirements of the
job, where that job fits into the overall organization structure, and can then begin the
process of recruitment to attract suitable candidates for the particular vacancy.

The Selection Decision

Gould, (1984) argues that most mistakes are caused by the fact that managers
generally give little thought to the critical nature of the decisions. Employers are
surprised and disappointed when an appointment fails, and often the person appointed
is blamed rather than recognizing the weaknesses in the process and methodology,
even the soundest of techniques and best practice (in selection) contain scope for
error. Some of this is due to the methods themselves, but the main source is the frailty
of the human decision makers. Selection tools available to organizations can be

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characterized along a continuum that ranges from the more traditional methods of
interviews, application forms and references, through to the more sophisticated
techniques that encapsulate biographical data, aptitude tests, assessment centres, work
samples, psychological and so forth. Each method of selection has its advantages and
disadvantages and comparing their rival claims involves comparing each method's
merit and psychometric properties. The degree to which a selection technique is
perceived as effective and perhaps sophisticated is determined by its reliability and
validity.

Miyake, (2002) In a comparison of personnel selection practices in seven European

countries explored the utilization of a range of established selection methods. They
reported a general trend towards structured interviews in all countries and, while the
general validity and acceptability of methods such as work samples, group exercises
and assessment centers were widely recognized, reported usage of these methods was
infrequent.

Burton (2001) in his study of recruitment and selection practices in the USA, found
that approximately 25 percent of respondent organizations conducted validation
studies on their selection methods. Furthermore, in a rating of various selection
methods, those perceived to be above average in their ability to predict employees' job
performance included work samples, references/recommendations, unstructured
interviews, structured interviews and assessment centres

Challenges of Recruitment and Selection

According to Kaplan and Norton, (2004) a common problem in recruitment and

selection is poor HR planning. Rigorous HR planning translates business strategies
into specific HRM policies and practices. This is particularly so with recruitment and
selection policies and practices. The key goal of HR planning is to get the right
number of people with the right skills, experience and competencies in the right jobs
at the right time at the right cost. Past research shows that the competency level of HR

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managers has a major influence on recruitment and selection and experienced HR
experts within the HR department will not only shorten vacancy duration, but also
improve the quality of the applicants. Moreover, effective recruitment and selection is
possible only if there is a dedicated and competent HR team.

Whitmell Associates, (2004) observed that the extent of recruitment and selection
strategy integration can be gauged through four distinctive indicators. These
indicators are: the timely supply of an adequately qualified workforce, effective job
analysis and descriptions, effective selection, and the involvement of line managers in
the recruitment and selection practices. A key source of uncertainty in the business
strategy implementation is whether there is a timely supply of adequately qualified
people, and to a great extent this uncertainty involves the quality of employees. An
organization can successfully eliminate this uncertainty if its recruitment and selection
policies and practices are strategically integrated with the business.

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 CHAPTER 4

PRESENT SCENARIO

RECRUITMENT AND SELECTION GUIDELINE OF BIG

BAZAAR

These guidelines are also called BIG BAZAAR RECRUITMENT RULES.

OBJECTIVE

The main objective of detailing is that the right type of personnel’s are recruited,
who fulfills the requisite job specifications for recruitment including the desirable
level of qualification, skills/ experiences and competence which is essential for the
sustained vitality and growth of the organization

APPLICABLITY AND SCOPE:

The guidelines shall apply to the Managerial/ Executive/ Supervisors category of

employees in the pay scale/ level, as announced separately in the classification of
employees order. Detailed job specifications, required to recruit the person at various
Levels/ Grades.

RECRUITMENT

Recruitment shall be restored for induction of talent from outside, when suitable.
Candidates are not available from with the organization or upon a specific demand of
the post is such that it has to be filled up from the open market.

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SOURCES OF RECRUITMENT

From within organisation through Transfers;

 Through Employment Exchange

 Through Placement agencies/ Consultants
 Through Open Market Advertisements
 From Engineering / Management / Educational Institutes.
 Through E-mail sources viz Naukri.com etc.
 Through Contractors/ Suppliers etc.
 Through referred cases, relatives/ friends etc

GENERAL

All recruitment shall be done exclusively on merit basis only Except experienced
personnel maximum age for recruitment shall be 28 years of age & minimum 18
years.

JOB SPECIFICATIONS/ AGE AT ENTRY LEVEL:

Each person is expected to fulfill the requisite job specifications/ as required for
the position before his candidature is considered for the post. Age requirement at
entry point with 10+2 qualification shall be around 20 years and for Graduate / Post
Graduate / Professional Qualification shall be between 21 years to 25 years for a
fresher. The upper age limit for recruitment of experienced personnel shall normally
be not more than 45 years.

AGE OF SUPERANNUATION:

Normally the age of superannuation shall be 60 years for all classes of employees.
In order to streamline the recruitment age and to ensure that no person is retiring on
his birthday, all employee shall be retiring only on first day of next month in which he
attains the age of superannuation.

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EXTENSIONS IN SERVICE:

In case any employee requests for extension of services on attaining the age of
superannuation, i.e., 60 years, or management wishes to retain his service in the
interest of the organization, subject to medically fitness, the management at its sole
discretions, may grant such extension of services for one year at a time. However, a
management may also consider reappointment of a retired employee on a contract
basis. However such a person shall be entitled to a consolidated amount and
contracted facilities/ perquisites only. He shall not be entitled to any other facility/
perquisites as applicable to other regular Executives/ Employees of the company of
his cadre

REQUISITION FOR RECRUITMENT OF PERSONNEL:

All HOD’s / Sectional Head’s shall raise a requisition in the prescribed format, as
per sanctioned manpower and duly approved by competent authority.

STANDARD APPLICATION FORM:

Candidates application screened/ short listed are required to fill in the prescribed
application form in their own handwriting and submit the same to HR Department
along with a passport size photograph, photocopies of certificate and testimonials etc,
in support of their Age, Qualification, Experience conduct etc.

LETTER OF APPOINTMENT:

Every candidate selected and appointed in Executive Cadre shall be issued a letter
of appointment as per the Standard Format placed.

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SERVICE AGREEMENT:

Experienced personnel recruited in Executive Cadre may be required to execute a

service agreement to serve the organization at least for a period of two years, after
joining the service of the company.

ANTECEDENT VERIFICATION:

Each Candidate should state names along with the contact address telephone
number etc of at least 2 persons (not in relation), who can be referred by the employer
to verify candidate antecedents etc, in the application form itself, out of which one
should be preferably of immediate past employer.

SCRUITINY OF APPLICATION:

All application received from the candidates, shall initially be screened by HR

Department Recruitment section to ensure that candidates fulfills the job satisfactions
and there after send the screened applications to respective HOD/ Requisition
authority for detailed screening and ensuring that the candidate meet their requirement
and return such screened application back to HR Department for future action to
request and fill the vacancy.

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RECRUITMENT AND SELECTION POLICIES FOR

EXECUTIVE AND MANAGEMENT TRAINEE

SCOPE AND OBJECTIVES:

Keeping in the view the existing and expansion needs as well as to meet the
competition BIG BAZAAR needs well qualified and talented personnel in various
discipline of retail business viz, Merchandizing, Sales, Supply chain, Warehousing,
HR and Finance & A/C’s, General Management etc. in view of that it has been
considered desirable to induct fresh entrants at ET’s/ MT’s so as to mould and
develop them as per organization need and to frame guidelines to recruit, select and
provide effective Training to new entrants, so as to ensure that each one of them
shoulders appropriate responsibility and producer desired results.

TITLE & APPLICABILITY:

This scheme shall be called as ET/ MT scheme which interlaid including CA’s,
MBA’s. ICWA, Engineers. IT Professionals and Commerce discipline candidates and
shall come into force, w.e. from 1st april 2007. All such Trainee recruited shall be
placed in Executive Cadre (E- Cadre)

TRAINING AND STIPEND:

Candidate recruitment as Trainee shall undergo six month training. Their job
specifications and level shall be as stated here under:-

Management Trainee:

Minimum qualifications

MBA’s from ‘A’ & ‘B’ class Management Institutes

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IT Engineers

Training Duration:

Total 6 months unless extended by another 3 months, in no case training period shall
exceed for 9 months

Training Schedule:

First Fortnight- General overview and theoretical training/ visits etc including
organizational setup, orientation and exposures to organizational rules and regulations

Next 2 ½ months- On the job training in various department on rational basis so as to

know all the functions of the organization

Next 3 months- On the job/ under study/ Training in the parent department where the
trainee has to be placed finally. To be trained in detailed working and in depth studies
& working of that department.

EXECUTIVE TRAINEE:

Training Period:

6 months extended by another 3 months not beyond that

ICWA’s / Bright Commerce Graduate with min 50% pass marks

MBA’s from ‘C’ class and below level

Diploma holder of minimum 1 year duration of respective vocation/ Profession after

Graduation

Training Schedule:

First Fortnight - General Overview and theoretical training/ visits etc including
organizational Rules and Regulations

Next 2 and ½ months - On the job training in various department on rotational basis
so as to know the all the functions of the organization

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Next 3 months – On the job/ under study/ Training in the parent Department, to be
trained in detailed working and in dept studies & working of that Department, where
he has to be placed initially .

Age:

The age limit of trainee shall not be above 25 years of age at the time of selection.
However, this can be relaxed by 3 years in the case of CA’s / ICWA’s/ Professional
Trained personnel.

Review:

Progress of each trainee shall be reviewed by a committee consisting of Guru/

Supervisor/ HOD/ Trainee and HR representative every quarter.

Recruitment:

Recruitment of MT’s/ ET’s shall be done on a continuous basis. However , campus

recruitment shall be encouraged for this level of personnel. To impart effective
training recruitment of MT’s and ET’s shall be done twice a year, keeping into view
the manpower requirement of the organization. During recruitment specific emphaisi
shall b laid on the overall personality, IQ, EQ and performance in the exam starting
from Broad School Exams onwards and his potential to meet organizational needs &
challenges and to fit in the organization culture.

Candidates to be recruited shall be evaluated through written tests, Group

Discussions and Interviews by the expert committee, candidates selected for
recruitment shall be physically fit and mentally alert and each trainee shall have to
qualify in medical standards as laid down by the company

Service Agreement

As company incurs a substantial costs on training the personnel, all Trainees, shall
have to execute a service agreement with the company for a minimum period of two
years after the completion of scheduled training period.

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Progress Report:

Each trainee shall submit a Monthly Report to Training Manager about his training
work, difficulties and suggestions made. As stated in para 4 and in order to keep a
watch on the progress of each trainee there shall be a Quarterly Assessment by the
concerned Guru/ Supervisor and Training officer about the learning and progress of
the trainee. Every quarter each trainee shall undergo Performance Review so as to
assess his learning and get feedback about his adjustment in the organisation and if
needed counseling session shall be held with the trainee.

Each trainee shall undergo a written test upon completion of training and only
trainees who have got constantly a ‘Good’ rating shall be withdrawn from the training
scheme and be placed in appropriate level/ Grade.

Training Module

Training modules for each trade shall be announced and circulated by the training
department from time to time.

Placement of Trainee Upon withdrawal from Training

Each person upon successful completion of training shall be placed in the

company’s executive cadre and in regular pay scale as per the service agreement/
company pay structure.

Service Conditions

All trainees engaged in executive cadre shall be governed by the service rules of
the company and the terms and conditions laid down in their letter of appointment and
service agreement which they shall be required to be executed at time of joining the
company.

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FLOW CHART FOR RECRUITMENT AND SELECTION IN BIG
BAZAAR

Manpower Planning

Recruitment Generation (Allotted vs Actual Basis)

Internal Fitment (Job Rotation)

Recruitment (CV’s screened by HR Department along with Business

Head)

Selection Procedures (Initial Interview by HR Department/ Finalization

by Business Head/ Executive Committee/ CMD)

Joining and Induction

Orientation

Placement

Appraisal

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ISSUES OF GENDER IN RECRUITMENT AND SELECTION

 Do not discard applicants who “stopped out” to provide care for a child, or for
maternity leave.
 Consider the dynamics of the interview - is the candidate being interviewed in
an environment that is representative of the office environment.
 Understand questions that cannot be asked regarding family, children,
pregnancy, etc.
 Provide medical insurance that cover the full range of medical needs of
women employees, including reproductive health care.
 Provide paid sick-leave policies for employees illness and illness of spouses,
lifetime partners, dependent children, and elderly parents.
 Provide life insurance, disability and pension programs that are
nondiscriminatory on the basis of gender.
 Have a clear and vigorously enforced sex, race and sexual orientation
discrimination and sexual harassment policies and include a statement about
these policies in the advertisement of the position.
 Before attempting to diversify a staff and make it more gender equitable, one
must tackle issues such as, “gender stereotyping; discrimination in hiring, pay,
and promotions; family issues; and sexual orientation discrimination.” There
are five areas critical to this process:
1. Open communication
2. A commitment to creating an inclusive environment
3. Clear preconceived expectations based on gender
4. A neutral supervisor who can observe different styles and facilities
communication when a conflict arises.
5. Training – sexual harassment as well as gender issues training (It is
though that 75-80% of sexual harassment complaints could be
prevented by understanding gender differences”

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 CERTAIN DO’S AND DON’T IN RECRUITMENT AND
SELECTION

DO’S:

Be fair at time of decision making for the final selections as well as salary.

Always cross check the references and the information provided by the candidate

Place a person according to his qualification and experience

Lessen the grievance of each employee and take decision according to natural law of
justice.

DON’T:

Don’t get influence by outsiders at time of outsiders at time of requirement.

Don’t be judgmental on personal basis.

Don’t promise anything which will go against the ethos of the organization

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 ORGANIZATION CHART

STORE MANAGER

ASST STORE MANAGER

Dept HR Administr Info Sales

ation
Manager Manager Manager Manager

Visual Marketing
Asst. DM
Merchandising

Maintenances

Team
Leader
Asst. DM

House
Team Keeping
Member

Security
CSD Cashier

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DIFFERENT PRODUCTS DEALT IN BIG BAZAAR

CROCKERY: LUGGAGE:
 Crockery cutlery  Travel bags
 Take materials/ Napkins  Trolleys
 Dinner sets  School & college bags
 Wine, Juice glasses  Suitcase Apparels Department

LADIES WEAR: PLASTICS, UTENSILS, CROCKERY

 Sarees (PUC) UTENSILS
 Dress Materials  Buckets
 Under garments  Containers
 Nightwear  Jugs and sippers
 Bottle and mugs

FOOD BAZAAR

Beverages Process Dept

 Soft drinks  Health drinks
 Mineral water  Ready to eat items
 Health drinks  Corn flakes, Chips
 Frozen items  Soups, Bread item & Pickles
 Instant Mix
 Spread

Staples Dept Fruits & Vegetables

 Dal, Rice, Wheat, Ragi etc  All kind of vegetables and fruits
 Atta, Rava items, Sugar, Salt etc item with lower price.
 Cooking oils, Masala
 Ready to cook foods & mixes

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FAMOUS BRAND OF BIG BAZAAR

Big Bazaar has gradually introduced private lables in fashion over last few years.

Every year, new, private labels are introduced to increase their share over other
brands. These are known as ‘In House Brands’ which are exclusively promoted by
Big Bazaar in its store. It is very important to promote and sell these brands
aggressively, since they contribute to higher margins thereby contributing heavily to
the bottom line.

KNIGHTHOOD

It is the men’s formalwear brand with arrange that includes formal shirts, trousers,
suits blazers and basic men’s accessories like ties and handkerchiefs.

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