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CHAPTER I

INTRODUCTION

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CHAPTER 1: INTRODUCTION
INTRODUCTION TO RECRUITMENT:
Human Resource in simple words means employing people, developing their
resources and utilizing their services with the job and the organization’s requirements.

Recruitment refers to the process of attracting, screening, and selecting qualified


people for a job at an organization or firm. For some components of the recruitment
process, mid and large-size organizations often retain professional recruiters or
outsource some of the process to recruitment agencies.

The recruitment industry has five main types of agencies: employment agencies,
recruitment websites and job search engines, "headhunters" for executive and
professional recruitment, niche agencies which specialize in a particular area of
staffing, or employer branding strategy and in-house recruitment. The stages in
recruitment include sourcing candidates by advertising or other methods, and
screening and selecting potential candidates using tests or interviews.

Recruitment and 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 discov er the sources of manpower to meet


the requirement 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 manage ment. All managers have


responsibilit y of staffing function by selecting the chief executive and
even the foremen and supervisors have a staffing responsibilit y when
they select the rank and file workers. However, the personnel manager
and his personnel department are mainly concerned with the staffing
function. Every organization needs to look after recruitment and
selection in the initial period and thereafter as and when additional
manpower is required due to expansion and development of business
activities. Right person for the right job’ is the basic principle in recruitment and
selection. Ever organization 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 organization/unit needs
manpower for carrying different business activities smoothly and efficiently and for
this recruitment and selection of suitable candidates is essential. Human resource
management in an organization will not be possible if unsuitable persons are selected
and employment in a business unit.

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MEANING:
Recruitment means to estimate the available vacancies and to make
suitable arrangements for their s election 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.
Recruitment and selection is the process of identifying the need for a job, defining the
requirements of the position and the job holder, advertising the position and choosing
the most appropriate person for the job. Retention means ensuring that once the best
person has been recruited, they stay with the business and is not “poached” by rival
companies.
Undertaking this process is one of the main objectives of management. Indeed, the
success of any business depends to a large extent on the quality of its staff. Recruiting
employees with the correct skills can add value to a business and recruiting workers at
a wage or salary that the business can afford, will reduce costs. Employees should
therefore be carefully selected, managed and retained, just like any other resource
In recruitment, information is collected by interested candidates from different
sources such as newspaper advertisement, employment exchanges, and internal
promotion.
In recruitment a pool of eligible and interested candidates is created for selection of
most suitable candidates. Recruitment represents the first contact that a school makes
with potential employees.

DEFINITION:
According to EDWIN FLIPPO,” Recruitment is the process of
searching for prospective employees and stimulating them to appl y for
jobs in the organization.”
A formal definition states, “It is the process of finding and attracting
capable applicants 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 publicit y and suitable
candidates are encouraged to submit applications so as to have a pool
of eligible candidates for scientific selection.

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NEED FOR RECRUITMENT:

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


a) Vacancies due to promotions, transfer, retirement, termination,
permanent disabilit y, death and labor turnover.

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


diversification of business activities of an enterprise. In addition, new
vacancies are possible due to job specification.

OBJECTIVES OF RECRUITMENT:
 To attract people with multi -dimensional skills and experiences that
suits the present and future organizational strategies.

 To induct outsiders with a new perspective to lead the school.

 To infuse fresh blood at all levels of the organization.

 To develop an organizational culture that attracts competent people to


the school

 To diverse methodologies for assessing psychological traits

 To search for talents globall y and not just with the school.

 To design entry pay that competes on qualit y but not on quantum.

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PURPOSE AND IMPORTANCE OF RECRUITMENT:
 Determine the present and future requirements of the organization on
conjunction with its personnel -planning and job anal ysis activities.

 Increase the pool of job candidates at minimum cost.

 Help increase the success rate of the selection process by red ucing the
number of visibl y under qualified or overqualified job applicants.

 Help reduce the probabilit y that job applicants, once recruited and
selected, will leave the organization onl y after a short period of time.

 Meet the organization’s legal and so cial obligations 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 t ypes of job applicants .
Recruitment represents the first contact that a school makes with
potential employees. It is through recruitment that many individuals
will come to know a school, and eventuall y decided whether they wish
to work for it.
A well-planned and well-managed recruiting effort will result in high
qualit y applicants, whereas, a haphazard and piecemeal efforts will
result in mediocre ones.

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SOURCES OF RECRUITMENT:-
The sources of recruitment can be broadly categorized into Internal and
External sources.

INTERNAL RECRUITMENT :
Internal recruitment seeks applicants for positions from within the
school. The various internal sources include 

 Promotions and Transfers :


Promotion is an effective means using job posting and personnel
records. Job posting requires notifying vacant positions by posting
notices, circulating publications or announcing at staff meetings and
inviting employees to appl y.
Personnel records help d iscover employees who are doing jobs below
their educational qualifications or skill levels. Promotions has many
advantages like it is good public relations, builds morale, encourages
competent individuals who are ambitious, improves the probabilit y of
good selection since information on the individual’s performance is
readil y available, is cheaper than going outside to recruit, those chosen
internall y are familiar with the organization thus reducing the
orientation time and energy and also acts as a traini ng device for
developing middle-level and top-level managers. However, promotions
restrict the field of selection preventing fresh blood & ideas from
entering the organization. It also leads to inbreeding in the
organization. Transfers are also important i n providing employees with
a broad-based view of the organization, necessary for future
promotions.

 Employee referrals:
Employees can develop good prospects for their families and friends by
acquainting them with the advantages of a job with the school,
furnishing them with introduction and encouraging them to appl y. This
is a very effective means as many qualified people can be reached at a
very low cost to the school. The other advantages are that the
employees would bring onl y those referrals that they feel would be able
to fit in the organization based on their own experience. The
organization can be assured of the reliabilit y and the character of the
referrals. In this way, the organization can also fulfill social
obligations and create goodwill.

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 Former Employees:
These include retired employees who are willing to work on a part -time
basis, individuals who left work and are willing to come back for
higher compensations. Even retrenched employees are taken up once
again. The advantage here is that t he people are already known to the
organization and there is no need to find out their past performance and
character. Also, there is no need of an orientation programme d for
them, since they are familiar with the organization.

 Dependents of deceased empl oyees:


Usuall y, banks follow this policy. If an employee dies, his / her spouse
or son or daughter is recruited in their place. This is usuall y an
effective way to fulfill social obligation and create goodwill.

 Recalls:
When management faces a problem, which can be solved onl y by a
manager who has proceeded on long leave, it may de decided to recall
that persons after the problem is solved, his leave may be extended

 Retirements:
At times, management may not find suitable candidates in place of the
one who had retired, after meritorious service. Under the
circumstances, management may decide to call retired managers with
new extension.

 Internal notification (advertisement) :


Sometimes, management issues an internal notification for the benefit
of existing employees. Most employees know from their own
experience about the requirement of the job and what sort of person the
school is looking for. Often employees have friends or acquaintances
who meet these requirements. Suitable persons are appointed at the
vacant posts.

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EXTERNAL RECRUITMENT:
External recruitment seeks applicants for positions from sources
outside the school. They have outnumbered the internal methods. The
various external sources include 

 Advertisements:
It is a popular method of seeking recruits, as many recruiters prefer
advertisements because of their wide reach. Want ads describe the job
benefits, identify the employer and tell those interested how to appl y.
Newspaper is the most common medium but for highl y specialized
recruits, advertisements may be placed in professional or business
journals.
Advertisements must contain proper informatio n like the job content,
working conditions, location of job, co mpensation including fringe
benefits, job specifications, growth aspects, etc. The advertisement has
to sell the idea that the school and job are perfect for the candidate.

 Employment Exchanges:
Employment Exchanges have been set up all over the country in
deference to the provision of the Employment Exchanges (Compulsory
Notification of Vacancies) Act, 1959. The Act applies to all industrial
establishments having 25 workers or more each. The Act requires all
the industrial establishments to notify the va cancies before they are
filled. The major functions of the exchanges are to increase the pool of
possible applicants and to do the preliminary screening. Thus,
employment exchanges act as a link between the employers and the
prospective employees. These of fices are particularl y useful to in
recruiting blue -collar, white collar and technical workers.

 Campus Recruitments:
Colleges, universities, research laboratories, sports fields and institutes
are fertile ground for recruiters, particularl y the institutes. Some
companies recruit a given number of candidates from these institutes
every year. Campus recruitment is so much sought after that each
college; universit y department or institute will have a placement
officer to handle recruitment functions . However, it is often an
expensive process, even if recruiting process produces job offers and
acceptances eventuall y. A majorit y leave the organization within the
first five years of their employment. Yet, it is a major source of
recruitment for prestigi ous companies.

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 Walk-ins, Write-ins and Talk -ins
The most common and least expensive approach for candidates is direct
applications, in which job seekers submit unsolicited application letters
or resumes. Direct applications can also provide a poo l of potential
employees to meet future needs. From employees’ viewpoint, walk -ins
are preferable as they are free from the hassles associated with other
methods of recruitment. While direct applications are particularl y
effective in filling entry-level and unskilled vacancies, some
organizations compile pools of potential employees from direct
applications for skilled positions. Write-ins are those who send written
enquiries. These jobseekers are asked to complete application forms for
further processing. Talk-ins involves the job aspirants meeting the
recruiter (on an appropriated date) for detailed talks. No application is
required to be submitted to the recruiter.

 Contractors:
They are used to recruit casual workers. The names of the workers are
not entered in the school records and, to this extent; difficulties
experienced in maintaining permanent workers are avoided.

 Consultants:
They are in the profession for recrui ting and selecting managerial and
executive personnel. They are useful as they have nationwide contacts
and lend professionalism to the hiring process. They also keep
prospective employer and employee anonymous. However, the cost can
be a deterrent factor.

 Radio, Television and Internet:


Radio and television are used to reach certain t ypes of job applicants
such as skilled workers. Radio and television are used but sparingl y,
and that too, by government departments onl y. Companies in the
private sector are hesitant to use the media because of high costs and
also because they fear that such advertising will make the companies
look desperate and damage their conservative image. However, there is
nothing inherentl y desperate about using radio and tel evision. It
depends upon what is said and how it is delivered. Internet is becoming
a popular option for recruitment today. There are specialized sites like
naukri.com. Also, websites of companies have a separate section
wherein; aspirants can submit their resumes and applications. This
provides a wider reach.

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 Competitors:
This method is popularl y known as “poaching” or “raiding” which
involves identifying the right people in rival companies, offering them
better terms and luring them away. For instance, several executives of
HMT left to join Titan Watch School. There are legal and ethical issues
involved in raiding rival firms for potential candidates. From the legal
point of view, an employee is expected to join a new organization onl y
after obtaining a ‘no objection certificate’ from his/ her present
employer. Violating th is requirement shall bind the employee to pay a
few months’ salary to his/ her present employer as a punishment.
However, there are many ethical issues attached to it.

 Mergers and Acquisitions:


When organizations combine, they have a pool of employees, out of
whom some may not be necessary any longer. As a result, the new
organization has, in effect, a pool of qualified job applicants. As a
result, new jobs may be created. Both new and old jobs may be readil y
staffed by drawing the best -qualified applicants from this employee
pool. This method facilitates the immediate implementation of an
organization’s strategic plan. It enables an organization to pursue a
business plan, However, the need to displace employees and to
integrate a large number of them rather quickl y into a new organization
means that the personnel -planning and selection process becomes
critical more than ever.

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External Recruitment:
External sources of recruitment have both merits and demerits.

The merits are:


 The organization will have the benefit of new skills, new talents and
new experiences, if people are hired from external sources.

 The management will be able to fulfill reservation requirements in


favor of the disadvantaged sections of the societ y.

 Scope for resentment, heartburn and jealousy can be avoided by


recruiting from outside.

The demerits are:


 Better motivation and increased morale associated with promoting own
employees re lost to the organization.

 External recruitment is costl y.

 If recruitment and selection processes are not properl y carried out,


chances of right candidates being rejected and wrong applicants being
selected occur.

 High training time is associated with external recruitment.

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SELECTION

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.
Selection is basically picking an applicant from (a pool of applicants)
who has the appropriate qualification and comp etency to do the job.

SELECTION PROCESS
Selection is along process, commencing from the preliminary interview
of the applicants and ending with the contract of employment.

Environment factor affecting selection: -


Selection is influenced by several facto rs. More prominent among them
are suppl y and demand of specific skills in the labor market,
unemployment rate, labor- market conditions, legal and political
considerations, school’s image, school’s policy, human resources
planning and cost of hiring. The last three constitute the internal
environment and the remaining form the external environment of
selection process.

 STEP 1: - PRELIMINARY INTERVIEW


The applicants received from job seekers would be subject to scrutin y
so as to eliminate unqualified appli cants. This is usuall y followed by a
preliminary interview the purpose of which is more or less the same as
scrutiny of application, that is, eliminate of unqualified applicants.
Scrutiny enables the HR specialists to eliminate unqualified jobseekers
based on the information supplied in their application forms.
Preliminary interview, on the other hand, helps reject misfits for
reason, which did not appear in the application forms. Besides,
preliminary interview, often called ‘courtesy interview’, is a good
public relation exercise.

 STEP 2: - SELECTION TEST:


Job seekers who pass the screening and the preliminary interview are
called for tests. Different t ypes of tests may be administered,
depending on the job and the school.
Generall y, tests are used to determine the applicant’s abilit y, aptitude
and personalit y.

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 STEP 3: - INTERVIEW:
The next step in the selection process is an interview. Interview is
formal, in-depth conversation conducted to evaluate the applicant’s
acceptabilit y. It is considered to be excellent selection device. It is
face-to-face exchange of view, ideas and opinio n between the
candidates and interviewers. Basicall y, interview is nothing but an oral
examination of candidates. Interview can be adapted to unskilled,
skilled, managerial and profession employees.

 STEP 4: - REFERENCE CHECK:-


Many employers request names, addresses, and telephone numbers of
references for the purpose of verifying information and perhaps,
gaining additional background information on an applicant. Although
listed on the application form, references are not usuall y checked until
an applicant has successfull y reached the fourth stage of a sequential
selection process. When the labor market is very tight, organizations
sometimes hire applicants before checking references.
Previous employers, known as public figures, universit y professors,
neighbors or friends can act as references. Previous employers are
preferable because they are already aware of the applicant’s
performance. But, the problem with this reference is the tendency on
the part of the previous employers to over -rate the applica nt’s
performance just to get rid of the person.
Organizations normall y seek letters of reference or telephone
references. The latter is advantageous because of its accuracy and low
cost. The telephone reference also has the advantage of soliciting
immediate, relatively candid comments and attitude can sometimes be
inferred from hesitations and inflections in speech.
It may be stated that the information gathered through references
hardl y influence selection decisions. The reasons are obvious:
 The candidate approaches onl y those persons who would speak well
about him or her.
 People may write favorabl y about the candidate in order to get rid of
him or her.
 People may not like to divulge the truth about a candidate, lest it might
damage or ruin his/her career.

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A Diagrammatic form of the Selection Process:

Development bases for selection

Application/Resume/CV

Written Examination

Preliminary Interveiw

Tests

Final Interveiw

Medical examination and reference check

Line Manager's Decision

Job Offer

Employment

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CHAPTER II

RESEARCH DESIGN

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RESEARCH DESIGN

INTRODUCTION:

This project was undertaken to assimilate the details of the various Recruitment and
Selection techniques that the Ibn Al Hytham Islamic School follows. This would help
in understanding the current practices that are prevalent in the new world order.

TITLE OF THE STUDY

“A Descriptive study on recruitment and selection procedure carried


out at Ibn Al Hytham Islamic School, Kingdom of Bahrain”.

OBJECTIVES OF THE STUDY:

 To study the recruitment procedure carried out at Ibn Al Hytham Islamic


School and to know whether the employees are satisfied with the procedure.
 To study the sources from which the employees have been recruited whether it is
internal or external.
 To study the effectiveness of the recruitment techniques.
 To study whether the school has achieved its goals and objectives by employing
candidates for the various positions in the school.
 To know what are the biggest challenges that are faced by them while recruiting
candidates.
 To study the various changes that could be brought about by the school
to improve its procedures.

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SCOPE OF THE STUDY:

The scope of study is to observe the degree of satisfaction levels of the employer as
well as the employees as per the sample size towards the process of Recruitment and
selection technique that is adopted by the school.

METHODOLOGY:

The methodology used for the research study is Descriptive. This


methodology will help explain the entire study explicitl y describing the
recruitment procedure followed at Infosys for different levels of
employment .

E.g. Entry Level Hiring

SOURCES OF DATA:

The required data for the study is collected from primary as well as
secondary sources. Primary data is collected through direct interview
and questionnaire and secondary data is collected through records of
the school Books and the Internet.

SAMPLING DESIGN:

 Sample Unit:
The research is conducted on the Human R esource department at
Infosys technology, Bangalore with a sample unit of 50employees who
are from the recruitment department under Human resource .

 Sampling Technique :
The sampling technique used is stratified sampling method.

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TOOLS FOR DATA COLLECTION :

The information collected about Infosys Technologies is a combination of both


primary and secondary data.

 Primary data:
It is the data that is collected for the very first time. The data that has
been used in the research to draw conclusion has been collected
through direct interview with the employees at Ibn Al Hytham Islamic
School and through questionnaire method.

 Secondary data:
The Secondary data that has been used in the research is collect ed
through internet and school.

PLAN OF ANALYSIS:

Once the information is collected, classification and tabulation


techniques are used fo r the purpose of anal ysis. Inferences are drawn
on the basis of which conclusion were made. Tables and charts are used
to illustrate the conclusions made.

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OPERATIONAL DEFINITIONS:

Recruitment: It is the process of searching for prospective employee s


and stimulating them to appl y for a job in an organization.

Head Hunter’s: Those individuals who are working in professional


organizations and are appointed by the school to search for the most
suitable candidates for their school.

Staffing: Is managing your existing manpower; relocating and reallocating your


people as per the need of the school, assignment and project.

Internal job posting: It is a method of recruiting employees within the


school for different posts under departments of the school.

Lateral hiring: Hiring employees with experience.

Leadership hiring: Hiring of employees who experienced but for a post


of Vice president or HR Manager.

LIMITATIONS OF THE STUDY :

 Some of the employees were unwilling to fill the questionnaires.


 Information was confidential so it was very difficult to get to the depth of the
information.
 The study is only confined to Ibn Al Hytham Islamic School and recruitment
procedure cannot be compared with the other companies.

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CHAPTER SCHEME:

 Chapter1:- Introduction:
This chapter deals with the literature background of Recruitment. It gives a detailed
introduction to the topic that is about the sources of recruitment, its need and
importance. The new concept of e-recruitment is also been studied in the research
conducted.

 Chapter 2:- Research Design:


This chapter is the blue print of the research. This chapter consists of the statement of
the problem, the reason why the study is conducted, how the data is collected for the
analysis, what methods are used to collect the data and from where the data is
collected.

 Chapter 3:- School Profile:


This chapter deals with the introduction to the school the research is done for. It
includes all the information pertaining to the Ibn Al Hytham Islamic School

 Chapter 4:- Analysis and Inference:


This chapter includes all the data in a tabulated form along with graphical
representation of data with its inferences and conclusions draw from the data
collected.

 Chapter 5:- Summary of Findings Conclusions and Suggestions:


This chapter includes all the list of findings conclusions draw from them. This will
help the school know it’s week points and suitable suggestions are made to help the
school overcome their week points.

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CHAPTER III

SCHOOL PROFILE

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SCHOOL PROFILE:

INTRODUCTION:

Ibn Al Hytham Islamic School is a private educational institution in Bahrain catering


to quality education while adhering to the tenets of Islam. The school was formally
inaugurated on 11th May 1989. It is affiliated to the Central Board of Secondary
Education, Delhi, India and approved by Ministry of Education, Kingdom of Bahrain.

Ibn Al Hytham Islamic School is one of the well known schools in the region and
gaining fame day by day for which credit goes to the management of the school. Their
untiring efforts for the mission and passion for the noble cause “To make quality
education available for all”, left no stone unturned to cherish the dream of the
managing committee of Ibn Al Hytham Islamic School.

The mission did not stop here it is only one of the aims and objectives of Ibn Al
Hytham Islamic School, the school thrives to serve the Indian community in the field
of education, where excellence in preferred over learning.

The students when taking up their future responsibilities may eliminate the evils of
the society, i.e. Corruption, illiteracy, poverty, communality, regionalism, etc., since
they are trained in that direction. The school provides them with an atmosphere where
they feel and understand the extent to which the evils are dangerous to us and how
immoral it is to practice any of it.

Religion is the only refuge to protect oneself from the existing evils of the society,
keeping in mind the school provides Islamic education to the Muslim students,
whereas Non Muslim students are provided with moral science education. The aim is
to make them conscious of their actions in their daily life. It provides them with
training that shall bear fruits in their future actions and decisions.

Step by step Ibn Al Hytham Islamic School is moving a better future in terms of
faculty, infrastructure, facilities and the basic aim of quality education. The past
record is a proof of its continuous growth and popularity in providing all the above
mentioned aspects and continued its efforts to attain perfection and excellence in its
investment and production, i.e. teaching and learning process.

The School is growing in ever increasing popularity by leaps and bounds. The
growing popularity and success of the school in its mission can be measured with the
growth in strength of students and with increasing interest of the parents resulting in
heavy rush for admission.

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THE AIM

The Aim of the school is to provide with “Quality Education to the children of low
income families at minimum expenses”. To them, education is a process in which
and by which the ‘total personality’ of the child is developed and adjusted to equip the
child with life skills, the children can join any recognized school in India wherever
they wish to leave the Kingdom of Bahrain.

The medium of instruction is English with Hindi and Arabic as the second languages
and Malayalam, Arabic, Urdu and French offered as third languages. Muslim
children are taught Islamic Studies and the Non-Muslims Moral Science.

Islamic ideology guides the school in all the aspects of its activities.

The motto of the school is not only to impart knowledge but also to educate and train
the intellectual, moral, physical and aesthetic facilities of children; maximum care is
taken to inculcate good habits and manners in all aspects of life.

While the Ibn Al Hytham Islamic School has completed 11 years of its journey
towards educating young generation and building the society of their cherished ideals,
its progress and achievements and satisfying.

Ibn Al Hytham Islamic School is an Islamic School with the mission of imparting
quality education and building the character of the children on Islamic values which
aims at education and encompasses the whole life of man – material moral and
spiritual alike.

As the school is run by a Charitable Trust only for the interest of the students and
parents, it provides opportunity to the lower and middle – income group of parents to
be able to provide education to their children. This is the most laudable contribution
of Ibn Al Hytham Islamic School.

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THE MISSION

 To harness technical education and technology in the service of mankind and


to enable them to think globally and act nationally

 To integrate spiritual and moral values with education and develop human
potential to its totality

 To inculcate sense of self-reliance and develop the awareness of higher-self in


young generation

 To ignite the latent potentialities of young and budding generation through


cutting edge technology and State-of-the-Art Academic Programme

 To identify the excellent heritage of our great past and to link it with the grand
future

 To cultivate and disseminate knowledge by providing research and extension


facilities. To bring about innovation in education by restructuring course,
adopting novel methods of teaching and learning for multifaceted personality
development

 To trim the young generation with global approach in order to bring about
peace, tranquility, prosperity and bliss to the entire world in general and to the
Kingdom of Bahrain in particular

 To create and promote a congenial ambience effecting thereby the future


strengthening of the spirit of national integration secularism and international
understanding to bring about all the sections of society in the main stream for
overall development of India and to provide them scientific and moral
education for their enrichment

 To have a wider vision for the need based education system

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THE PURPOSE

The purpose of establishing the Ibn Al Hytham Islamic School, was not to increase to
number of existing schools in the island, it was started as a mission in the field of
education for providing their students an atmosphere to grow while learning the facts
and getting trained to the field of morals and ethics. The end result would be to get a
individual ready to serve the society in a different way, with a purpose to produce a
student who can be a philanthropist not only doctors, scientists, etc.

In 1989, the school began its journey with

 300 students,

 14 teachers, and

 4 office members

Today it has a

 65 member teaching team, and

 1,200 students on its roll, with

 800 belonging the Indian Community and the remaining

 400 from about a dozen countries and faiths.

Although the school was established mainly for Indian Muslim Students, the school is
equally popular among other Asian and Arab communities.

Ibn Al Hytham Islamic School is also working as Quran Learning Center for Muslim
communities of sub continent where more than 550 students learn to read, recite and
memorize the Holy Quran.

Islamic awareness programmes are also carried out in several Indian languages for
both children and adults, male and female.

Ibn Al-Hytham Islamic school is very much a community centre. Various types of
community activities take place in the school regularly. Special gatherings, lectures,
workshops, orientation programmes etc are some to be mentioned.

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MANAGED BY COMMITTEES AND SUBCOMMITTEES

The affairs of the school are managed by the Executive Committee and by several
subcommittees under it. The Executive Committee consists of the Nominees of the
Board of Trustees, Principal, Representatives of the Teachers, Representatives of the
Parents and some Members. Two Sub Committees namely Administrative Committee
and Education Committee work under the Executive Committee. These sub
committees consist of members nominated by the Board of Trustees / the Executive
Committee.

BOARD OF TRUSTEES

EXECUTIVE COMMITTEE

ADMINISTRATIVE EDUCATION

COMMITTEE COMMITTEE

 Finance Committee  Academic Affair


Committee
 Contracts, Purchase &
Publication Committee  Students Affair
Committee
 Maintenance, Safety &
Security Committee  Discipline & Grievance
Committee

26
1. Board of Trustees

a. Formation of Foundation

According to the rules of Societies Registration Act (SRA) No. 21 of the year
1989, this foundation is established as a private charitable foundation by the
following founder members (Article no. 1 of Constitution of the Ibn Al
Hytham School Foundation)

The school is run by a registered Charitable Foundation called Ibn Al Hytham


Islamic School Charitable Foundation. As the school is run by a Charitable
Trust only for the interest of the students and parents, it provides opportunity
especially to the lower and middle income groups of parents to be able to
provide their children with quality education with affordable cost. This is the
most laudable contribution of Ibn Al Hytham Islamic School.

The affairs of the foundation are managed by the Board of Trustees headed
by H. E. Shaikh Isa Bin Mohammed Bin Abdulla Al Khalifa. The structure of
the Board of Trustees is as follows:

Chairman : Shaikh Isa Bin Mohammed Bin Abdulla Al


Khalifa

Vice Chairman : Shaikh Nizam Yaqobi

Chairman of Executive Committee : Dr. Waheeb Ahmad al Khaja

Member and Finance Controller : Dr. Hussain Al Madani

Chairman of Administrative

Committee : Mr. Shakil Ahmad Azmi

Chairman of Education Committee : Dr. Ali Ather Khan

Members : Mr. Mahboob Ali

: Dr. Mohammed Usman

: Dr. Abdul Aziz Lahji

27
b. Name Of Foundation

The name of the foundation is Ibn Al Hytham Islamic School Private


Charitable Foundation and it is established in accordance with SRA No. 21 of
the year 1989.

The name of foundation and its address, registration no. & Logo (emblem)
should appear and be mentioned in all printed forms, agreements &
documents. The foundation has a right to change its name as per aforesaid act.

(Article No.2 of Constitution of Ibn Al Hytham Islamic School Foundation)

c. Head Quarter

The Head Quarter and Management Office of Foundation is in Manama,


Bahrain. Its address is P. O. Box 11980, Kingdom of Bahrain.

(Article No. 3 of Ibn Al Hytham Islamic School Foundation)

d. Aims of Foundation

To establish schools to provide quality education to Indian Muslim Children in


particular and in general, to all Indian Children and Children of other
nationalities residing in Bahrain irrespective of their caste, creed, religion,
language and region.

As well as to provide with educational facilities to people residing in Bahrain


and bring them up according to Islamic Values as per the License N0.
276/168/1/88 issued by ministry of education dated 6/12/1988 under the name
of “Ibn Al Hytham Islamic School “.

(Article No. 4 of constitution of Ibn Al Hytham Islamic School Foundation)

e. Management

The management of Foundation would be undertaken or carried out by the


Board of Trustees consisting of seven Founder Members.

The Board will appoint Chairman, Vice Chairman, Treasurer and Secretary in
its 1st meeting.

(Article No. 5 of Constitution of Ibn Al Hytham Islamic School Foundation)

28
f. Powers and Authority

To undertake the administration and supervision of all administrative and


financial matter taking into consideration the rules of SRA.

(Article No. 6 of Constitution of Ibn Al Hytham Islamic School Foundation)

g. Vacancy of Chairman or any other Member’s post

Incase of vacancy of Chairman’s post due to any reason, the Vice Chairman
will assume the chairmanship of the Board and incase of vacancy of one or
more members post by death or any other reason, the founders will appoint
new members with condition that the newly appointed members accept the
membership in writing.

(Article No. 7 of Constitution of Ibn Al Hytham Islamic School Foundation)

h. Chairman of the Board

The foundation will be legally represented in and out of courts by the


chairman or by one who will be authorized by Board’s decision to represent it.

(Article No.8 of Constitution of Ibn Al Hytham Islamic School Foundation)

i. Board’s Meetings

The Board of Trustees will hold its meetings on regular basis. However, the
number of Board Meetings should not be less than 4 per year. The meetings
would be considered legal if majority of members were present. The secretary
will prepare the agenda of the meeting and raise it to the Chairman. After
having his approval he would inform the members at least one week before the
date of meeting.

(Article No. 9 of Constitution of Ibn Al Hytham Islamic School Foundation)

29
j. Board’s Decisions

The decisions of the Board would be taken by the votes of majority.

In case of equal votes with both sides, Chairman’s voice will be decisive.
However the other members will have the right to register their opinion in the
minutes.

(Article No. 10 of Constitution of Ibn Al Hytham Islamic School Foundation)

k. Extra – Ordinary Meeting

The Board may hold extra ordinary meetings on Chairman’s or one – third
members ‘call.

Such meetings will be exclusive to discuss the emergency topic as confined in


the agenda only.

Also the Ministry of Labor & Social Affairs has the right to call a meeting if
there is any need.

(Article No. 11 of Constitution of Ibn Al Hytham Islamic School Foundation)

l. Financial and Administrative Supervision

The Ministry of Labor will assume the financial n administrative supervision


of the foundation according to SRA No. 21 of 1989.

As well as the foundation will be under supervision of Ministry of Education


according to the Decree No. 14 of 1985 in respect of Private Education
Organizations.

(Article No. 12 of Constitution of Ibn Al Hytham Islamic School Foundation)

m. Budget and Annual Accounts

The Board will have to send the Ministry of Labor, Foundation’s Budget and
Annual Audit Report with supporting documents, as well as any other
information, statements and documents on Ministry’s advice.

(Article No.13 of Constitution of Ibn Al Hytham Islamic Foundation)

30
n. Financial Resources

The financial resources of the foundation are

Tuition fees decided by the Board and approved by Ministry of Education,


Donations (cash/kind) collected with the permission of ministry of Labor,
Profit and Dividends from money put in investment and Gifts and
endowments.

(Article No. 14 of Constitution of Ibn Al Hytham Islamic School Foundation)

o. Auditors

The Board will appoint an auditor recognized by Govt. of Bahrain.

The auditor will check all accounts of foundation and submit the report to the
Board and a copy to the Ministry of Labor.

(Article No. 15 of Constitution of Ibn Al Hytham Islamic School Foundation

p. Dissolution of the Foundation

Incase of Foundation failure to achieve the aims for which it was established ,
the dissolution of the Foundation will be optionally allowed if the two third
members of the Board decide as per Article 49 of the SRA No. 21 of the year
1989 , and its approved by Ministry of Education .

(Article No. 16 of Constitution of Ibn Al Hytham Islamic School Foundation)

Incase of dissolution, the liquidator will divert the cash and assets to other
charitable and educational organizations as per decision of the Board.

Incase of disagreement among the members, the Ministry of Labor will


transfer the money to charitable organization serving the same cause. (Article
No. 17 of Constitution of Ibn Al Hytham Islamic School Foundation)

In case of dissolution of the foundation and liquidation of its assets and


properties, the records, ledgers, and all books concerning it will be kept with
Ministry of Labor for 10 years. (Article No. 18 of Constitution of Ibn Al
Hytham Islamic School Foundation)

31
The foundation will be registered with Ministry of Labor in accordance with
provisions of Ministerial Order No. 2 of the year 1990 to regularize the
management of private, cultural and social organizations registered by the
Ministry. (Article No. 19 of Constitution of Ibn Al Hytham Islamic School
Foundation.)

All remuneration and expenses to establish the Foundation would be


considered among its general expenditure. (Article No. 20 of Constitution of
Ibn Al Hytham Islamic School Foundation)

q. Bank Accounts

The Foundation will open account(s) in the name of Ibn Al Hytham Islamic
School in Scheduled Bank(s). Bank Account(s) will be opened by any two of
the five authorized members of Board of Trustees.

(Article No. 21 of Constitution of Ibn Al Hytham Islamic School Foundation)

r. Amendments

Amendments to the Memorandum and Regulation made by a resolution


adopted in the meeting of the Board of Trustees by majority of the members
present and voting.

(Article No. 22 of Constitution of Ibn Al Hytham Islamic School Foundation)

s. Executive Committee (EC)

The Executive Committee of the school will manage the affairs of Ibn Al
Hytham Islamic School. The Board of Trustees will constitute the Committee
from time as per the rules of Ministry Of Education, Kingdom of Bahrain and
the Affiliating Body, and Approved.

(Article No. 23 of Constitution of Ibn Al Hytham Islamic School Foundation)

32
2. Executive Committee

Executive Committee, which is School Managing Committee, includes:

 The Principal

 Two parents of students in the school

 Two teachers of the school

 Two other persons (of whom one shall be woman );

Who are, or have been, teachers of any other school or of any college,

To be nominated by the Trust / Society / Board

 Two members, from out of a panel recommended by the Board. If the panel is
not accepted fresh panel maybe asked.

The names recommended should not be below the rank of a Principal of a Sr.
Secondary School.

 The remaining members to be nominated or elected as the case may be, in


accordance with the rules n regulations of the Society or Trust by which the
school is run.

Terms of members of managing committee – the term shall be three years.

A member can be nominated for another term but a member cannot remain in office
for more than two consecutive terms except ex-officio members and the members of
the Trust / Society of the school.

33
Powers and Functions

1. It shall have the power to supervise the activities of the school for its smooth
running.

2. It will work according to the specific directions given by the Society regarding
admission policy.

However, admissions will be made as per merit without discretion of cast /


creed / religion and region.

3. It shall look into the welfare of the teachers and employees of the school and
work for Staff Welfare Schemes:

Insurance and Welfare Funds /Workshops / Seminars / Lectures / Incentive


Training / Recreation Activities: Staff Salary Structure, Increments /
Incentives/ Awards.

4. It will recommend retirement age of Teaching and Non-Teaching Staff to the


Board of Trustees.

5. It shall evolve both short- term and long- term programs for the improvement
of the school.

6. It shall have the powers for making appointments of teachers and non-teaching
staff.

7. It shall exercise financial powers beyond those delegated to the Principal


within the budgetary provision of the school.

8. It shall have the power to take stock of academic programs and progress of the
school without jeopardizing the academic freedom of the Principal.

9. It shall guide the Principal to maintain tone and discipline in the school.

10. It shall ensure the norms given in the Act of the State and by CBSE regarding
terms and conditions of service and other rules governing recognition /
affiliation of the school are strictly adhered to.

11. The Executive Committee may establish Sub-Committees as and when it


seems necessary for the discharge of special functions.

34
2.1 Education Committee

Constituents: Education Committee will include

 Three nominated members of Executive Committee.

The Education Committee will elect one of these as the Chairman.

 The Secretary of Executive Committee.

 Principal

 Head Teacher (campus A )

 Head Teacher ( campus B )

 Academic Coordinator (campus A )

 Academic Coordinator ( campus B )

 Admission, Examination and Promotion Coordinator (campus A )

 Admission, Examination and Promotion Coordinator (campus B )

 Extra Curricular Activities Coordinator

Powers and Functions of Education Committee

1. Supervise the academic activities of the school.

2. Formulation of Admission and Promotion Policies.

3. Responsible for Teaching Staff Requirements, Advertisements in


Newspapers, Short Listing Applicants, Holding Interviews and Preparation
of Panel of Selected Candidates, Filing records for future reference, and
submitting reports of interviews to the Executive Committee for
appointment.

4. Submit to Executive Committee the recommendation for Teaching Staff


Contract Renewal based on at the appraisal at least six months before
expiry of the contract.

5. Submit to Executive Committee the recommendation for Super-Annuation


of Teaching Staff.

35
6. Submit to Executive Committee the recommendation for Teaching Staff
Contractual Leave / Emergency Leave.

7. Receive the circulars from the CBSE regarding syllabus and examination
and take decisions accordingly.

8. Liaise with the CBSE on all related matters through the Principal.

9. Ensure Teacher Student Ratio, and work load as suggested by CBSE and
Ministry of Education, Bahrain.

10. Look into the possibility of a Resource Center equipped with the latest
state of the art facilities to be used for conducting invited lectures,
workshop and seminar for students and teachers make recommendation to
the Executive Committee.

11. Recommend to the Executive Committee for arranging additional Support


Faculties such as Booklets of assignments for Subject Teachers, Staff
Room Equipped with Computers, Counseling and Career Guidance etc.

12. Plan Academic Session and prepare Academic Calendar, School Diary,
Prospects, School Magazine and Formation of Editorial Board.

13. Coordinate with Embassy for examination through the principal.

14. Ensure no Parental interference during teaching hours.

15. May Head Teachers, counselor, Academic, Examination, Promotion and


Extra Curricular Activities Coordinators for smooth functioning of School.

16. Recommend to the Executive Committee for student and staff Academic
Awards.

17. Rout advice and implementation through the principal.

18. Any other work related to education.

36
2.1.1 Academic Affairs Committee

Constituents

 The Principal , Chairman

 Two Head Teachers

 Three Academic Coordinators

 Two Admission , Examination and Promotion Coordinators

 One Teacher’s Representative nominated by the committee

Powers and Functions

1. A continuous, thorough and careful review of the curriculum.

2. Curriculum Development as and when required.

3. Review of teaching methodologies.

4. Proper selection and compilation of textbooks on recommendation of


subject coordinators after a careful examination of their contents and
suitability and submit to the education committee

5. Monitoring the Academic Activities

i) Weekly/ Monthly Distribution of Syllabus; Uniformity of


Standardized Teaching Materials and Assignments.

ii) Syllabus coverage and coordination among various sections and


accountability for non-coverage.

iii) Examination Schedule, Evaluation Techniques, Marking Schemes.

iv) Re-examination, if any.

v) Analysis of results.

vi) Arrange for stationary / report cards / tabulation sheets / mark


sheets.

vii) Arrange for typing exam papers from teachers.

37
6. Continuous monitoring of Teaching.

7. Periodic meetings to ensure quality an excellence.

8. Report to the Education Committee about decisions and


recommendations.

9. Periodic Parent-Teachers Meetings.

10. Prepare a feedback questionnaire for parents for suggestions and gather
information from other schools.

11. Arrange for Guest Lectures

12. Prepare material for annual magazine and submit the Education
Committee.

13. Look into the Physical Facilities and make recommendations to the
Education Committee.

i) Class Room Facilities :

 White boards ,
 tables ,
 chairs ,
 cupboards etc

ii) Laboratories including Computer Lab

iii) Teaching Aids :

 Over head projectors ,

 charts ,

 maps etc

38
2.1.2 Students Affairs Committee

Constituents

 Chairman. The Education Committee will select the Chairman.

 Principal

 Administrator

 Two Head Teachers

 Two Academic Coordinators

 Extra Curricular Activities Coordinator

Powers and Functions

1. Students Welfare Schemes /

Fee Concession /

Birthday Gifts

2. Co-curriculum and Extra Curriculum Activities:

sports and games,

competition awards.

3. Annual Day

39
2.1.3 Discipline and Grievance Committee

Constituents

 Chairman.

The Education Committee will select one of the Executive Committee


members as the Chairman.

 One nominated member of the Executive Committee other than


Principal and Administrator.

 Chairman, Education Committee.

 Principal

 Administrator

 One teaching and non teaching staff nominated by Executive


Committee.

Powers and Functions

1. Ensure Student Discipline and Code Of Conduct.

2. Recommend action in case of indiscipline to appropriate body.

3. Look into Student Grievances and make recommendation to


appropriate body

4. Look into Staff Grievances and make recommendation to appropriate


body.

5. Pass all cases of Staff Indiscipline to the Executive Committee.

6. Open the Complaint Boxes regularly and look into Parents Grievances.
Make recommendations to appropriate body.

40
2.2 Administrative Committee

Constituents

 Two nominated members of Executive Committee.

The Administrative Committee will elect one f these as the Chairman.

 Principal

 Administrator.

 One teacher nominated by Executive Committee

 Finance Officer

Powers and Functions

1. Supervise all administrative activities of the school.

2. To supervise the office and administrative staff for smooth functioning


and maintaining proper record.

3. Formulation of Administrative Policies.

4. Non-Teaching and Support Staff Requirements , Advertisement in


newspapers , Short Listing Applicants , Holding Interviews and
Preparation of Panel of Selected Candidates , Filing records for future
reference , and Submitting reports of interviews to the Executive
committee for appointment .

5. Submit to Executive Committee the recommendation for Non-


Teaching and Support Staff Contract Renewal based on the appraisal at
least six months before expiry of the contract.

6. Submit to Executive Committee the recommendation for Super-


Annuation of Non-Teaching and Support Staff

7. Submit to the Executive Committee the recommendation for Non-


Teaching and Support Staff Contractual Leave / Emergency Leave.

8. Recommend to the Executive Committee for purchase of Support


Facilities such as Heavy Duty Photo Copier, Public Address System,
etc .Booklets of Assignments for Subject Teachers, Staff Room
equipped with Computers, Counseling and Career Guidance.

41
9. Arrange for textbook sales, cash deposits, and proper maintenance of
record.

10. Plan and recommend for physical development to Executive


Committee.

11. Make proper arrangement at the time of admission; allot GR no. to


each student Admitted.

12. Decide about Bus routes and maintain Bus list route wise / student
wise along with student’s address and telephone numbers.

13. Maintain record of students, teaching and non-teaching staff.

14. Look periodically for need for updating automation of records and
accounts.

42
2.2.1 Finance Committee

Constituents

 Chairman. The Executive Committee will select the Chairman.

 Administrator

 Finance Officer

Powers and Functions

1. Responsible for all Financial Matters

i) Income : Fee collection, Donations, Sponsorship, Fund raising


activities

ii) Expenses : Budgetary control of expenses, Bimonthly submission of


accounts to Executive Committee, Internal / External auditing,
Payments (staff salary, purchase, contractor’s bill, social insurance etc)

2. Complete supervision and monitoring of Accounts, Proper


maintenance of Account Books, and Liaison with the banks.

3. Streamline and standardize various procedures.

4. Study entire accounting system to identify strength and weakness and


make suggestions.

5. Study of Computerized Accounting

6. Preparation of annual budget

7. Proper Maintenance of stock records

8. Petty cash control

9. Authoring all payments

10. Ensure proper purchase procedures

43
2.2.2 Contracts , Purchase and Publication Committee

Constituents

 The Executive Committee will select one of its members as the


Chairman

 Administrators

 Finance Officer

 Extra Curricular Activities coordinator

Powers and Functions

1. Procurement of textbooks recommended by the Education Committee

2. Prepare the requirement of printing and stationary and make them


available.

3. Invite quotations and purchase any material required for school

4. Supervise School Transport. May appoint a Supervisor to:

i) Supervise the buses at the time of arrival and departure.

ii) Get bus badges prepared each child.

iii) Attend the problems of the parents related to transport and to sort
them out.

iv) Inform the bus contractor and the Principal / Administrator any
irregularity of the buses

v) Liaison with bus contractors daily for day-to-day basis.

5. Educational Publications ; Academic Calendar , School Diary ,


Prospects , School Magazine

6. Any printing required for school

44
2.2.3 Maintenance , Safety and Security Committee

Constituents

 The Executive Committee will select one of its members as the


Chairman

 Administrator

 Two Coordinators physical and health education.

 One Class Teacher’s representative from each campus

 Two Head Teachers

 Extra Curricular Activities Coordinator

Powers and Functions

1. Maintenance of Class Room Facilities : White Boards , Tables , Chairs


, Cupboards , etc

2. Building Maintenance

i) Supervise daily cleanliness of the school building

ii) Look after the work of daily repairs and maintenance

iii) Plan repairs and maintenance of the school building

3. Equipment and Furniture Maintenance

i) Check and look after daily the repairs and maintenance

ii) Plan repairs and maintenance

4. Student and Staff Safety , First Aid

i) Regular supervision of both the campuses

ii) Make necessary arrangement for school security and to allot the
duties to security men / watchman

45
GENERAL FACTS OF THE IBN AL HYTHEM ISLAMIC SCHOOL

The school has 2 campuses with an area of 3.1 acres – 2090 sq meters in Campus A
(Junior Section – Up to Class III), 10,280 sq meters in Senior Campus (Classes IV –
X). The School has playgrounds of 4465 sq meters in area (1000 sq meters in Junior
Section and 3465 sq meters in Senior Campus)

The school has:

1. Classrooms: 108 (45 in Junior Section and 63 in Senior Section)


Size: 26 feet x 17 feet

2. Science Laboratories: 7 in Senior Section


Size: 40 feet x 20 feet

3. Mathematics Laboratory: 1 in Senior Section


Size: 40 feet x 20 feet

4. Computer Science Laboratories: 2 in Senior Section


Size: 40 feet x 20 feet

5. Audio Visual Room: 1 in Senior Campus


Size: 40 feet x 20 feet

6. Library: 2
1 in Junior Section – 26 feet x 17 feet, and
1 in Senior Section – 40 feet x 40 feet

7. Conference Hall: 1 in Senior Campus


Size: 40 feet x 40 feet

8. Other Rooms as Office, Staff Room, First Aid Room, Some Extra Rooms for
expansion when Classes XI & XII are opened and sections of other classes are
increased: 27 (4 in Junior Campus & 23 in Senior Campus).

9. Playgrounds: 4464 sq meters (1000 sq meters in Junior Campus &


3465 sq meters in Senior Campus)

10. Canteen: 2 (1 in Junior Campus and 1 in Senior Campus)

11. Toilets: Sufficient number in both Campuses

46
The school has a glorifying track record of getting 100 % pass result in All India
Secondary School Examination (Class X) conducted by the affiliating body, Central
Board of Secondary Education, Delhi, India. So far we have sent for this examination
six batches consisting of 15 (2002), 27 (2003), 36 (2004), 28 (2005), 34 (2006) and 51
(2007) students respectively. All the students of all the batches passed the
examination, many with distinction and high score.

Ibn Al Hytham Islamic School stands a class in itself for many specialties some of
which are noted below.

1. It teaches English Language from Lower Kindergarten class.

2. It teaches English as First Language from Class I Hindi and Arabic as 2 nd


Language from Class I.

3. It teaches Malayalam and Urdu as Third Language from Class I and French as
Third Language from Class VI.

4. It teaches Malayalam along with Hindi and Arabic as Second Language in


Class IX & X.

5. It gives due importance in value education and hence, it imparts religious and
Moral Education (RME) by teaching Islamic Studies to Muslim students and
Moral Education to Non Muslim students.

6. On the faculty it has a finding service condition of not to give private tuition to
the students of the school (IHIS) in order to ensure sincere discharge of their
duties in the teaching learning process.

7. It has separate class rooms for boys and girls from class IV onwards.

8. It has a dress code for the students and the teachers.

9. It teaches Computer Science from Class IV.

47
Recruitment Procedure at Ibn Al Hytham Islamic School:

The main function of the Recruitment Department at Ibn Al Hytham Islamic School is
hiring prospective teachers who have great potential and will serve to their best
towards the mission of the school.

These are the following types of Hiring that take place at Ibn Al Hytham Islamic
School:
 Entry level Hiring
 Hiring through Advertisements
 Lateral Hiring
 Employee Referrals

Entry Level Hiring:

At entry level hiring, the school hire’s Walk In’s. They are candidates who walk In’s
everyday at Ibn Al Hytham Islamic School for recruitment. The candidates should
posses a minimum of 15 years of Education Qualification (10+2+3) with no back
logs.

The candidates are chosen based on their educational qualifications and employment
referrals.

The Candidates who are shortlisted go through an additional round testing their
teaching skills and communication skill, and then he/she gets short listed for a HR
round, i.e. personal interview.

48
Hiring through Advertisements:

This is done through advertisements in the newspapers and websites such as


naukri.com and jobinbahrain.com

The candidate has to have a minimum of 15 years of educational qualification with no


back logs (10+2+3).

The school recruits candidates for different academic levels, i.e. Primary School
Positions to Higher Secondary School Positions.

If a candidate is selected they are given the same testing as the entry level candidates.
If a candidate is selected from abroad then an official from the school goes to their
country to interview them, only if they are satisfied with their educational
qualifications and employment referrals.

Lateral Hiring:

Ibn Al Hytham Islamic School hire’s its experienced teachers through lateral hiring.
Here the candidates have to have a minimum of 4 to 5 years of teaching experience
within the school.

The candidates here do not need to go through any entrance tests but it is mandatory
for the candidate to go through an interview with the principal.

Employee Referrals:

This is a recruiting tool where employees are hired through employee referrals.

49
CHAPTER IV

ANALYSIS &
INTERPRETATION

50
ANALYSIS AND INTERPRETATION:

Table No 1:

A Table showing the age profile of the respondents.

No. of
Particulars Percentage
respondents

20-30 8 16

30-40 30 60

40-50 12 24

Total 50 100

Analysis:

From the above table we can see that out of 50 respondents, 30 respondents belong to
the age group of 30-40years, the remaining 12 respondents belong to the age group of
40-50 years and only 8 respondents belong to the age of 20-30 years.

51
Graph No 1:

A Pie Chart showing the age profile of the respondents.

16%
24%

20-30

30-40

40-50

60%

Inference:

From the above pie chart we can infer that maximum of the staff of the at Ibn Al
Hytham Islamic School belong to the age group of 30-40 years.

This graph also states that the at Ibn Al Hytham Islamic School HR has employees of
different age groups thus the mind set towards recruiting candidates differ from
employee to employee and so will their preferences.

52
Table No 2:

A Table showing the designation profile of the Respondents.

Particulars No. of Respondents Percentage

Secondary Section 15 30

Administrative Staff 10 20

Higher Secondary Section 12 24

Primary Section 13 26

Total 50 100

Analysis:

From the above table we can see that out of 50 respondents, 15 respondents are from
the Secondary Section, 13 respondents are the Primary Section, 12 respondents are
from the Higher Secondary Section and 10 respondents are from the Administrative
Staff team.

53
Graph No 2:

A Pie Chart showing the designation profile of the Respondents.

26%
30%

Secondary Section
Administrative Staff
Higher Secondary Section
Primary Section

24%
20%

Inference:

From the above pie chart we can see that the 30% of the respondents who have filled
the questionnaire are from the Secondary Section.

54
Table No 3:

A Table showing the source adopted by the school to recruit their staff.

Particulars No. of respondents Percentage

Employee Referral 9 18

Advertising 28 56

Entry Level Hiring 8 16

Lateral Hiring 5 10

Total 50 100

Analysis:

From the above table we can see that out of 50 respondents, 28 respondents prefer
campus recruitment as a source of recruitment, 7 respondents prefer recruitment
through employee referral, 6 respondents prefer advertising, 5 respondents prefer
recruitment agencies and 4 respondents prefer job portals as an appropriate source of
recruitment.

55
Graph no 3:

A Pie Chart showing the source adopted by the School to recruit their Staff.

No. of respondents

12%

Content of the Job


16%

48% Hours of Work

Salary

Location

24%

Inference:

From the above pie chart we can infer that 56%, majority of the respondents were
recruited through advertisements.

56
Table No 4:

A Table showing the average time the responder feels the interviewer should
take while conducting his interview rounds in the interviewing process.

Particulars No. of respondents Percentage

10-20mins 13 26

30mins 27 54

More than 30mins 10 20

Total 50 100

Analysis:

From the above table we can see that out of 50 respondents, 27 respondents prefer the
interview rounds to take 30 minutes, 13 respondents prefer 10 – 20 minutes, and the
remaining 10 respondents prefer more 30 minutes.

57
Graph No 4:

A Pie Chart showing, average time the responder feels the interviewer should
take while conducting his interview rounds in the interviewing process.

Satisfactory
48% Room for Improvement
50%
Excellent

2%

Inference:

From the above pie chart we can infer that 54% of the respondents think that the
average time the interviewer should take while conducting his interview rounds in the
interviewing process is 30 minutes.

58
Table No 5:

A Table showing the time taken by the school to appoint the staff.

Particulars No. of respondents Percentage

Few hours 13 26

Few days 27 54

More than a week 10 20

Total 50 100

Analysis:

From the above table we see that out of 50 respondents, the School took a few hours
to hire 13 respondents, a few days for 27 respondents, and more than a week for 10.

59
Graph No 5:

A Graph showing the time taken by the school to appoint the staff.

48 50
50
45
40
35
30 24
25 25
20
15
10 2
5 1 Percentage
0
No. of respondents
Satisfactory
Room for
Excellent
Improvement

No. of respondents Percentage

Inference:

The Graph clearly infers that 54% of the respondents were hired within a few days of
giving their interviews.

60
Table No 6:

A Table showing the kind of verification conducted when the respondent


appeared for the interview.

Particulars No. of respondents Percentage

4 8
Educational qualification

6 12
Reference check
Professional background 8 16
check

32 64
All

Total 50 100

Analysis:

From the above table we can see that out of 50 respondents, at 64% majority of the
respondents had all the options checked by the school.

61
Graph No 6:

A Graph showing kind of verifications was conducted when the respondent


appeared for the interview.

No. of respondents
35 32
30
25
20
15
10 4 6 8
5
0

No. of respondents

Inference:

From the above graph we can see that 32 of the respondents had all their
qualifications checked by the school.

62
Table No 7:

A Table showing whether there was enough information available to enable the
respondent to make an informed decision about whether or not to apply for the
job.

Particulars No. of respondents Percentage

Yes 48 96

No 2 4

Total 50 100

Analysis:

From the above table we can see that out of 50 respondents, 48 respondents had
enough information available to enable the respondent to make an informed decision
about whether or not to apply for the job.

63
Graph No 7:

A Graph showing whether there was enough information available to enable the
respondent to make an informed decision about whether or not to apply for the
job.

45

40

35

30

25 44
20

15

10

5 6

0
Yes No

No. of respondents

Inference:

From the above graph we can infer that 48 of the respondents had enough information
available to enable the respondent to make an informed decision about whether or not
to apply for the job, while only 2 did not.

64
Table No 8:

A table showing what attracted the respondents initially.

Particulars No. of respondents Percentage

Content of the Job 24 48

Hours of Work 12 24

Salary 8 16

Location 6 12

Total 50 100

Analysis:

From the above table we can see that out of 50 respondents 24 respondents were
attracted to the content of the job, i.e. teaching, while 12 of the respondents were
attracted to the job because of the working hours.

65
Graph No 8:

A Graph showing what attracted the respondents initially.

100
100
90
80
70
60 48
50 50
40 24
30 24
16
20 12 12
10 8
6
0 Percentage
Content Hours No. of respondents
of the of Work Salary
Location Total
Job

No. of respondents Percentage

Inference:

The above graph clearly infers that 48% of the respondents were attracted to the
content of the job, i.e. teaching.

66
Table No 9:

A table showing whether different recruitment process should be conducted for


different grades of staff.

No. of
Particulars respondents Percentage

Yes 44 88

No 6 12

Total 50 100

Analysis:

From the above table we can see that out of 50 respondents, 44 believe different
recruitment process should be conducted for different grades of staff, while 6
respondents do not

67
Graph No 9:

A Graph showing different recruitment process should be conducted for


different grades of staff.

44
45

40

35

30

25

20

15

10 6

0
Yes No

No. of respondents

Inference:

From the above graph at 44, majority of the respondents believe different recruitment
process should be conducted for different grades of staff

68
Table No 10:

A table showing the respondents impression of the outcome /result of the


interview.

Particulars No. of respondents Percentage

Good 27 54

Average 10 20

Excellent 13 26

TOTAL 50 100

Analysis:

From the above table we can see that out of 50 respondents, 27 respondents were
impressed with the outcome of the interview, while 13 thought their interview was
excellent.

69
Graph No 10:

A Pie Chart showing the respondents impression of the outcome /result of the
interview.

50
48
50

45

40

35

30
24 25
25

20

15

10

5 1 2

0
Satisfactory Room for Excellent
Improvement

No. of respondents Percentage

Inference:

From the above pie chart we can infer that 54% of the respondents were very happy
with the outcome of their interviews

70
Table No 11:

A table showing the satisfaction level of the recruitment procedure followed by


the school.

Particulars No. of respondents Percentage

24 48
Satisfactory

1 2
Room for Improvement

25 50
Excellent

Analysis:

From the above table we can see that out of 50 respondents, 24 of the respondents
were satisfied with the recruitment procedure followed by the school and 25 of the
respondents thought it was excellent.

71
Graph No 11:

A Graph showing the satisfaction level of the recruitment procedure followed by


the school.

25
Excellent

1
Room for Improvement

24
Satisfactory

0 5 10 15 20 25

No. of respondents

Inference:

From the above graph it is very evident that majority of the respondents are very
happy with the recruitment procedure followed by the school

72
CHAPTER V

SUMMARY OF
FINDINGS,
CONCLUSIONS AND
SUGGESTIONS

73
SUMMARY OF FINDINGS:

 Majority of the respondents are between the ages of 30 to 40 years. Since all
of them are in their middle age they have the maturity in understanding the
importance of recruitment.

 With regard to the respondent’s designation, the respondents are from


different sections of the school. There are four different sections at the Ibn Al
Hytham Islamic School. The majority of the respondents were from the
Secondary Section.

 With regard to staff recruitment majority were recruited through


advertisements, while the rest were hired through employee referrals, entry
level hiring and lateral hiring.

 Majority of the respondents preferred for the interview to take 30 minutes,


while 13 preferred 10 - 20 minutes, and 10 more than 30 minutes.

 With regard to appointment of staff, 27 of the respondents were appointed


within days of their interview, while 13 were appointed within a few hours and
10 after a week.

 All the verifications were checked of 32 respondents, while the remaining


respondent’s verifications were checked at random.

 The Total time taken by the interviewers to complete the recruitment


procedure and give out the offer letter’s to the selected candidates takes more
than a week.

74
 Almost all the respondents believed there was enough information available
to enable them to make an informed decision about whether or not to apply for
the job.

 Majority of the respondents believe different recruitment process should be


conducted for different grades of staff.

 27 respondents were impressed with the outcome of the interview, while 13


thought their interview was excellent.
.

 All but 1 respondent were satisfied with the recruitment procedure of the
school

75
CONCLUSION:

In today's market, teachers are the actual assets of the school.

Ibn Al Hytham Islamic School has understood the importance of employment and the
recruitment selection procedure has satisfied the School’s requirements, which has
helped the School in recruiting and attracting prospective and efficient teachers into
the school which has increased not only the school’s effectiveness but also the
individual’s effectiveness.

The current sources used for recruitments have been very satisfactory and has also
generated positive results from year to year for the school.

RECOMENDATIONS:

 The School can use other sources such as recruitment companies to help them
to source their candidates.
 The school can provide training to staff on request.

76
ANNEXURE

77
ANNEXURES

Questionnaire

Name:

Age:

Designation:

1. What is the source the school used to recruit you?

a) Employee referral
b) Advertising
c) Entry Level Hiring
d) Lateral Hiring

2. What should be the average time spent by interviewer while conducting his
interview rounds?
a) 10-20mins
b) 30mins
c) More than 30mins

3. How long did the school take to appoint you?


a) Few hours
b) Few days
c) More than a week

4. What kind of verifications was conducted when you appeared for the interview?
a) Educational qualification
b) Reference check
c) Professional background check
d) All

5. Was there enough information available to enable you to make an informed


decision about whether or not to apply for this job?

Yes - _____ No-_____

78
6. What attracted you the most initially?

a) Content of the Job


b) Hours of Work
c) Salary
d) Location

7. Do you think a different recruitment process should be conducted for different


grades of staff?
a) Yes
b) No

8. What is your take on the outcome/result of the interview?


a) Good
b) Average
c) Excellent

9. Are you satisfied with the recruitment procedure followed by the school?
a) Satisfactory
b) Room for Improvement
c) Excellent

79
BIBLIOGRAPHY

The following are the websites that have been referred for this project study:

Websites:

www.google.com

www.humanresourcemangement.com

www.wikipedia.com

80