A Study On Recruitment and Selection Procedures at M/S Ganges Internationale Pvt. LTD Puducherry

A STUDY ON RECRUITMENT AND
SELECTION PROCEDURES AT M/s

GANGES INTERNATIONALE PVT. LTD
PUDUCHERRY
PROJECT REPORT
Submitted by
S.VINODINY
REGISTER No: 12MBA557
Under the Guidance of
Mr. SASIKALA M.B.A
Assistant Professor,
Department of Management Studies
In partial fulfillment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
DEPARTMENT OF MANAGEMENT STUDIES
MANAKULA VINAYAGAR INSTITUTE OF TECHNOLOGY

PUDUCHERRY- 605 107
JUNE 2014
MANAKULA VINAYAGAR INSTITUTE OF
TECHNOLOGY,
PONDICHERRY UNIVERSITY
DEPARTMENT OF MANAGEMENT STUDIES
BONAFIDE CERTIFICATE
This is to certify that the project work entitled “A STUDY ON
RECRUITMENT AND SELECTION PROCEDURES AT M/s GANGES
INTERNATIONALE PVT. LTD PUDUCHERRY” is a bonafide work done by
S.VINODINY [REGISTER No: 12MBA557] in partial fulfillment of the
requirement for the award of Master of Business Administration by Pondicherry
University during the academic year 2014.
GUIDE HEAD OF THE DEPARTMENT
Submitted for Viva-Voce Examination held on
EXTERNAL EXAMINER
TABLE OF CONTENTS
CHAPTER TITLE PAGE No.
ACKNOWLEDGEMENT i
ABSTRACT ii
LIST OF TABLES iii
LIST OF CHARTS iv
I INTRODUCTION 1
OBJECTIVES OF THE STUDY 14
NEED FOR THE STUDY 15

II
SCOPE FOR FURTHER STUDY 16
LIMITATIONS OF THE STUDY 17
III REVIEW OF LITERATURE 18
IV RESEARCH METHODOLOGY 38
V ANALYSIS AND INTERPRETATIONS 41
FINDINGS OF THE STUDY
VI SUGGESTIONS AND RECOMMENDATIONS
CONCLUSION
ANNEXURE
I QUESTIONNAIRE
II BIBLIOGRAPHY
ACKNOWLEDGEMENT
I express my sincere thanks and deep sense of gratitude to the Management of
MANAKULA VINAYAGAR INSTITUTE OF TECHNOLOGY Puducherry.
Shri. M. DHANASEKARAN, Chairman and Managing Director and Shri.S.V.
SUKUMARAN, Vice Chairman & Secretary SMVEC trust to provide necessary and
essential infrastructural facilities to do this project.
I am extremely grateful to Our Principal Dr. S.MALARKKAN for providing

necessary and essential facilities to do this project.
I express my sincere thanks and deep sense of gratitude to Head of the

Department Professor Dr. R.V.PAZHANI, Department of Management Studies for
providing me with an opportunity to study and to do this project.
I express my deep sense of gratitude to my guide Mr. SASIKALA, Assistant

Professor, Department of Management Studies, for his encouragement, support and
guidance to complete this project work successfully.
I convey my heartiest thanks to Mr.RAJ KUMAR Human Resource Manager, of

Ganges Internationale Pvt. Ltd, Puducherry for guiding me in all the ways to do the
project.
I wish to thank all other faculty members of the department for their co-operation
and encouragement throughout my project work.
I am also thankful to the all EMPLOYEES of M/s Ganges Internationale Pvt. Ltd,
Puducherry for providing me the details about the company for the completion of the
project.
Last but not the least, I wish to thank My dear PARENTS and FRIENDS who
supported and helped me in completion of this project and a special word of thanks to all
those I have failed to acknowledge.
S.VINODINY
ABSTRACT
This study is an outcome of the topic called “A study on recruitment and

selection procedures adopted at M/s Ganges Internationale Pvt., Ltd., Puducherry”. The
survey is carried out in the company called “Ganges Internationale Pvt., Ltd”.
The study helps to know the effectiveness of recruitment and selection procedures
this project in undertaken by me to find out the satisfaction level of employees
recruitment and selection procedure.
Main objective of the study is the effectiveness of recruitment and selection

procedure at M/s Ganges Internationale Pvt. Ltd, The secondary objectives of the study to
study the effectiveness of internal and external factor of recruitment and selection at
various levels.
Samples of 128 were taken to study the recruitment and selection procedures
towards the organization. Primary data such questionnaire and interview have been
conducted to collect the data from the employees. Generally statistical tools such as
percentage method, weighted average method, Chi–square, correlation and Anova
method have been used for analysis and interpretation.
Through analysis and findings, it is found that, it is found that most of the
candidates are aware about their job description and specification during the recruitment
process.
Finally, this project gives a complete view of level of recruitment and selection
procedures in the organization. If the level of the recruitment and selection procedures is
good in the organization then it could be possible for the management to put forth the
best result from the employees.
LIST OF TABLES
TABLE NO TABLE NAME PAGE NO
5.1.1 GENDER OF THE RESPONDENTS
5.1.2 MARITAL STATUS OF THE RESPONDENTS
5.1.3 AGE OF THE RESPONDENTS
5.1.4 EXPERIENCE OF THE RESPONDENTS
5.1.5 QUALIFICATION OF THE RESPONDENTS
5.1.6 OPINION TOWARDS RECRUITMENT OF THE

CANDIDATES
5.1.7 THE SOURCES USED BY THE ORGANISATION TO

RECRUIT THE CANDIDATES
5.1.8 OPINION TOWARDS RECRUITMENTS STRATEGY
5.1.9 OPINION TOWARDS INTERNAL RECRUITMENT
5.1.10 OPINION TOWARDS RECRUITMENT STRATEGIES
5.1.11 OPINION TOWARDS SELECTION PROCEDURE
RESPONDENTS FEEL TOWARDS INTERVIEW

5.1.12
ROUNDS
5.1.13 COPE UP WITH THE ROUNDS

5.1.14 RESPONDENTS FEEL TOWARDS SELECTION
ROUNDS
5.1.15 RESPONDENTS COMFORTABILITY TOWARDS

TESTS
OPINION TOWARDS DURATION OF SELECTION

5.1.16 PROCESS
OPINION TOWARDS IMPROVEMENT IN THE

5.1.17 PRESENT ROUNDS
OPINION TOWARDS DESCRIPTION ABOUT THE

5.1.18 JOB DURING RECRUITMENT AND SELECTION
PROCESS
OPINION TOWARDS SHORT LISTING THE

5.1.19 CANDIDATES
OPINION TOWARDS CONSIDERATION OF THEIR

5.1.20 NEEDS AND WANTS
OPINION TOWARDS TERMS AND CONDITION OF

5.1.21 APPOINTMENT LETTER
OPINION TOWARDS FULFILLING THEIR NEEDS

5.1.22 AND WANTS
5.1.23 OPINION TOWARDS REFERENCE CHECK
5.1.24 OPINION TOWARDS INDUCTION TRAINING
5.1.25 MEDICAL EXAMINATION DURING THE

SELECTION PROCESS
5.1.26 RESPONDENTS SATISFACTION LEVEL TOWARDS
INITIAL JOB OFFER
5.1.27 TIME ALLOTED TO THE CANDIDATES FOR

ACCEPTING (OR) REJECTING THE JOB OFFER
5.1.28 RECRUITMENT OF EFFICIENT AND

QUALITATIVE CANDIDATES IN GROUPS
CHI-SQUARE
ANALYSIS OF OPINION OF THE RESPONDENT

5.2 REGARDING DURATION OF SELECTION
PROCESS AND SHORT
CORRELATION
ANLAYSIS OF OPINION OF THE RESPONDENTS

REGARDING JOB DESCRIPTION DURING
5.3 INTERVIEW AND REFERENCE CHECK OF
CANDIDATES RECORD.
ANOVA(ONE-WAY ANOVA)
ANALYSIS OF OPINION OF THE RESPONDENTS

5.4 REGARDING NEEDS AND WANTS
CONSIDERATION AND TERMSD AND
CONDITIONS OF OFFER LETTER
5.5 WEIGHTED AVERAGE METHOD

5.5.1
5.5.2
LIST OF CHART
TABLE NO CHART NAME PAGE NO
GENDER OF THE RESPONDENTS
5.1.1
5.1.2 MARITAL STATUS OF THE RESPONDENTS
5.1.3 AGE OF THE RESPONDENTS
EXPERIENCE OF THE RESPONDENTS

5.1.4
QUALIFICATION OF THE RESPONDENTS

5.1.5
OPINION TOWARDS RECRUITMENT OF THE

5.1.6 CANDIDATES
THE SOURCES USED BY THE ORGANISATION

5.1.7 TO RECRUIT THE CANDIDATES
OPINION TOWARDS RECRUITMENTS STRATEGY

5.1.8
OPINION TOWARDS INTERNAL RECRUITMENT

5.1.9
OPINION TOWARDS RECRUITMENT

5.1.10 STRATEGIES
OPINION TOWARDS SELECTION PROCEDURE

5.1.11
RESPONDENTS FEEL TOWARDS INTERVIEW

5.1.12 ROUNDS
COPE UP WITH THE ROUNDS
5.1.13
RESPONDENTS FEEL TOWARDS SELECTION

5.1.14 ROUNDS
RESPONDENTS COMFORTABILITY TOWARDS

5.1.15 TESTS
OPINION TOWARDS DURATION OF SELECTION

5.1.16 PROCESS
OPINION TOWARDS IMPROVEMENT IN THE

5.1.17 PRESENT ROUNDS
OPINION TOWARDS JOB DURING

5.1.18 RECRUITMENT AND SELECTION PROCESS
OPINION TOWARDS SHORT LISTING THE

5.1.19 CANDIDATES
OPINION TOWARDS CONSIDERATION OF THEIR

5.1.20 NEEDS AND WANTS
OPINION TOWARDS TERMS AND CONDITION OF

5.1.21 APPOINTMENT LETTER
OPINION TOWARDS FULFILLING THEIR NEEDS

5.1.22 AND WANTS
OPINION TOWARDS REFERENCE CHECK

5.1.23
OPINION TOWARDS INDUCTION TRAINING
5.1.24
MEDICAL EXAMINATION DURING THE

5.1.25 SELECTION PROCESS
RESPONDENTS SATISFACTION LEVEL

5.1.26 TOWARDS INITIAL JOB OFFER
TIME ALLOTED TO THE CANDIDATES FOR

5.1.27 ACCEPTING (OR) REJECTING THE JOB OFFER
RECRUITMENT OF EFFICIENT AND

5.1.28 QUALITATIVE CANDIDATES IN GROUPS
CHAPTER – I
INTRODUCTION
CHAPTER-I
INTRODUCTION
ABOUT COMPANY:
Ganges Internationale Private Limited (GIPL) started is a multi-faceted

technology corporation offering unmatched engineering and end to end consultancy
solutions with a client centric approach.
Since 2004, we have been redefining the face of the telecom sector across the
world by manufacturing and supplying high quality Towers, Z Purlin,C Purlin, Roof Top
Structure, etc, in various innovative designs. We also offer end to end total solutions right
from designing to civil engineering, erection and painting. With a galvanizing capacity of
over 36,000 MT per annum, we have a sound manufacturing base to offer turn-key
solutions with minimum lead time. In addition to the products, we also
provide Installation Services.
Further, GIPL has collaborated with reputed European designers to supply their
branded telecom towers in India whilst strictly adhering to European Quality norms.
These towers are approved by the Structural Engineering Research Centre (SERC)
Chennai and offer up to 30% savings on installation cost.
Additionally, we have also forayed into heavy fabrication and the manufacture of
mounting structures for solar farms. Here also we offer end to end integrated solutions
based on customer needs right from land leveling and civil works to mounting structures,
manufacture and installation as per customer size requirements.
We are ISO 9001:2000 certified for quality by Beaureu Veritas

MISSION:
We aim to be the best in our field, driven by integrity and a desire for continuous
improvement in every area-be it designs, manufacturing, quality control or supply and
services.
OUR VISION:
Strive for excellence through teamwork and partnership.
OUR VALUES:
Integrity
We choose to be honest in all our Business Interactions and Transactions
and remain steadfast even when challenged. We strive for consistency between -
what we think, what we Say and what we Do.
Humility& Respect
We are consistently humble in our approach to and interactions with
people. We treat every person with respect at all times, unconditionally.
Organization Before Self

We recognize that organization interest is supreme, above individual
preferences and goals. In all our decisions, actions and dealings we put the
Organization before self.
Achievement Drive
We have an urge that drives us to intensely focus on performance and act
decisively with high energy to achieve the desired results.
Positive Attitude
We always demonstrate a 'can-do' mind-set and engage to deliver
organizational goals. We look upon challenging circumstances as opportunities to
enhance our capabilities and find ways of achieving.
Accountability
We own up to our words, actions and outcome. When we commit to do
something, we own it and we do it- decisively and responsibly.
Teamwork
We work harmoniously with a shared vision, energized by our collective talent.
We Trust, Listen to, Share with and Empower team members and take collective
responsibility for the results.
Continuous Learning
We strive to continuously learn and consistently set higher standards of
performance. We learn together on a day-to-day basis from each of our
stakeholders, both internal and external. We change to learn, and learn to change
at a fast pace in order to excel; ultimately creating an edge in everything that we
do.
THE GANGES EDGE:
o Proven expertise, appreciated by reputed customers.
o One of the most reputed organized players in the industry.
o Ability to deliver products/services at the shortest notice.
o Exceptional infrastructure capabilities.
o Network of offices across the world.
o Located in a sea-port city.
o Financial capability to take up projects of any magnitude.

AWARDS:
Our continued pursuit of excellence, professional work force, sound management

skills, innovative solutions and precise implementation have resulted in wide recognition
and we have garnered a number of prestigious awards.
OUR PRESENCE:
GIPL has established an unmatched presence and service network both in India
and across the world. Our presence in various geographies and continuous expansion is a
strong testament to our management skills, innovation and ceaseless pursuit of quality
solutions.
We manufacture and supply telecom and solar energy solutions for both industrial
and government needs.
We are spread across various states in India- Tamil Nadu, Kerala, Karnataka,
Andhra Pradesh, Madhya Pradesh, Orissa, Maharastra, Bihar, Uttar Pradesh, Jharkand,
Chattisgarh and West Bengal.
Our global presence is cemented in countries outside India include
 United Arab Emirates (UAE)

 Africa
 Sri Lanka
 Bhutan
 Bangladesh
QUALITY:
Quality, credibility, business ethics and pursuit of excellence are the cornerstones
of our business. We have stringent in house quality management principles and are
committed
 To maintain quality as per Customers requirements.

 To ensure Zero Defect Management
 To standardize the total product.
All this is in line with our principles of Total Quality Management (TQM). We
are also ISO 9001:2000 certified by Beureau Veritas.
We source our raw materials only from the most reputed names in the steel
industry like Tata Steels, Vizag Steel and Jindal Steels. These are again subject to
rigorous in-house quality inspections before they enter the manufacture and production
line. Our Kaizen & Lean manufacturing methodology and quality processes like TQM,
TPM and JIT ensure the best product quality. It is this attention to quality that sets us
apart from others and helps us offer cutting edge, long lasting solutions to your needs.
Further, we have implemented ERP in all functional areas like Marketing, SCM,
Manufacturing, Projects and accounts which gives real time data for all users. Daily
progress Reports are circulated to customers with site status for their information.
OUR CORE STRENGTHS ARE AS FOLLOWS:
 We are the largest manufacturer of Telecom Towers, Telecommunication

Towers
 We have a highly efficient and streamlined work flow process. Thus we can
deliver customers a large quantity of towers within the shortest possible time
which facilitates quick turnaround for projects.
 Ganges makes all type of Telecom Towers from 3 meter to 110 meter as per
customer requirements.
 Ganges uses special loading and packing methods for transport via containers
in order to deliver towers to your destination with zero defect or damage
during transport.
 We are competent in handling customs related documentation and provide
complete support to customers to facilitate easy clearance at destination.
 Ganges has the expertise in handling reputed Inspection Agencies like
Intertek, BV, Lloyds, and SGS.
 We have trained manpower for handling site work and project assignments in
foreign countries.
Our core values of credibility and reliability have helped us in the steady march to
the top. Strategy, vision and firm fundamentals have helped us undertake multiple
projects across different platforms to successfully deliver turn-key solutions worldwide.
BUSINESS PORTFOLIO :
Our business portfolio comprises of 6 major areas
TELECOMMUNICATION SOLUTIONS:
o Telecom Towers
Our telecom solutions comprise of roof and ground based towers in

angular, tubular and hybrid forms from 9 meter to 120 meter in height. We offer
easy installation, optimised modular designs for medium and heavy loads
designed for primary cellular and MW backbone/ Hub-backbone networks. Our
designs are in line with the latest of relevant norms, rules and regulations. We
have in house prototype testing and manufacturing solutions thus offering
excellent value for money. Further we also undertake end to end consultancy and
implementation solutions right from design to manufacture, installation and
painting (TSP Services).
o International Tower Business
Our international marketing efforts were started in 2008 to expand our

footprint and have a global reach. Till date, we have supplied and installed more
than 4000 towers in different countries like Nepal, Srilanka, Bangladesh, Kenya,
Uganda, Tanzania, Madgaskar, Zambia, Malawi, Democratic Republic of Congo,
Congo Brazaville, Burkina Faso, Sierra Leone, Nigeria, Gabon, Cameroon, Togo,
Benin, Saudi Arabia, Kuwait, Qatar and other countries in the gulf region.
We have satisfied multiple clients like Vodafone, Zain, Airtel, MTN,

Orange, ATC, Idea, Reliance, Aircel, MTS, TVIL, Hutch, Dialoge and Tigo
among others. Further, we only work with the best vendors in telecom
infrastructure like Huawei, NSN, Ericsson, Alcatel, Motorola, Zte, Plessey,
Alandick, Andrew, QTE, Reimi and Sagemcom among others.
Strategy, vision and firm fundamentals have helped us undertake multiple projects
across different platforms to successfully deliver turn-key solutions worldwide.
TELECOMMUNICATION TOWERS:
GIPL has its world-class manufacturing plants in the beautiful coastal city of
Puducherry in South India. Being close to an international sea port, we have the added
cost and logistic advantage to export our products worldwide.
Our manufacturing capacity for Telecom towers, Telecommunication Towers -

both angular and tubular, is about 36,000MT per year.
Apart from manufacturing towers as per customer design specifications, we also

undertake design of towers. Our designs are validated by independent agencies like
Structural Engineering Research Centre (SERC),
Chennai- a government of India agency, The Central Power Research Institute

(CPRL) and the Indian Institute of Technology (IIT- Chennai).
Further, we also collaborate with design companies abroad and have innovative
designs which give optimized cost reductions of up to 30% in manufacture and
installation.
Towers are designed using latest software programs taking into account various
parameters such as
 Wind load conditions

 Antenna loading
 Conductor load conditions
 Ice load conditions
 Topography factor
 Dynamic effect of wind
 Lights loading
 Factor of safety
 Certification / Standards requirements
We also have an In-House Proto Test Facility wherein all the prototype
inspections are done by an internal QA team, external independent agencies and finally
customers before giving the final approval for mass production.
GIPL also provides end to end integrated solutions for Telecom Towers which include:
 Tower design, manufacturing, site preparation, foundation construction and

installation and painting.
 An integrated approach maintains the quality of the installed Tower.
 Supplies all type towers â€œ Angular, Tubular and Hybrid for both Ground based
and Roof Top installations.
 Complete build and handover solutions including commissioning of shelter,
earthing, civil, electrical services and services.
ROOF TOP TOWERS:

3 leg Tubular -Model - GIPL-R-3RTT
3 leg Hybrid -Model - GIPL-H-3RTT
4 leg Angular -Model - GIPL -A-4RTT
Delta Towers - Model -GIPL -Delta
Poles of 3 mtrs and 6mtrs -Model – Pole
GROUND BASED TOWERS:

3 leg Tubular -Model - GIPL-R-3GBT
3 leg Hybrid -Model - GIPL-H-3GBT
3 leg Angular -Model - GIPL-A-3GBT
4 leg Angular -Model - GIPL -A-4GBT
o Design wind speed in Kmph - 140, 160, 170, 180, 200 Km/h
o Tower height in mtrs - RTT - 9, 12, 15, 18, 21, 24, 27, 30 mtrs
o GBT - 30, 40,50,60,70,80,90 and100 mtrs
SECTION & FABRICATION:
Ganges has modern roll forming machines at its manufacturing plant in

Pondicherry to manufacture standardized and customised Purlins with high quality raw
material and dimensions to satisfy the growing demand of several customers in
construction and Solar Industries.
Ganges has large stocks of raw materials from reputed steel companies like Sail,
Jindal, Essar etc. Which allows us to give quick deliveries as per customers requirement,
both in Black and Pre galvanised conditions. Ganges has in-house slitting line, fabrication
and hot dip galvanising to undertake a variety of structures with pipes, plates, channels,
angles in conjunction with purlins
HEAVY FABRICATION:
Our heavy fabrication plant in Raipur offers a range of high quality heavy
engineering solutions and services with high quality and efficiency. We have a
fabrication capacity of 1000MT per month and serve a wide spectrum of industries like
cement, sugar, steel and power plants.
We have manufactured boiler structural components, auto weld beams and boxes,
column fabrication and assembly and general fabrication. We continuously innovate and
induct the latest technologies in our plant and factory to deliver cutting edge solutions of
matchless quality that stand the test of time.
Our range of fabricated equipment finds use in material handling systems, boiler
housing, discharge housing, cyclones, and other turn-key needs. All these are
manufactured at our end as per the needs of our clients. We have reputed name in the
industry which is clearly highlighted by our growing list of esteemed clients.
SPECIAL FEATURES OF OUR STRUCTURAL FABRICATION SERVICES:
 Delivery within agreed budget and time frame

 Effective customer support
 Use of latest technology machines and systems
 Skilled and dedicated workforce
 Reliable and high quality solutions
 Continuous monitoring to ensure practices are efficient, economical and
effective.
ADVANTAGES & FEATURES OF GANGES:
Lower Structural Weight:
Usually 30 % lighter as compared to conventional steel building.
Larger Spans:
Up to 70 m clear span without any column.
Foundation:
Lighter foundation due to lower structural weight.
Faster Construction:
Building can be made ready within 10-12 weeks in view of parallel site activities.
Cost Effective:
Overall Price per sq meter may be as low as 30 % over conventional steel

building.
Single Source Responsibility:
Involvement of many agencies avoided as building is supplied with cladding

including accessories.
Re-Locatable:
PEB allows relocation easily though dismantling & reassembling.
Custom Designed:
Each building is designed as per customer specification.
Applications of Pre Engineered Buildings:
 Warehouses
 Factories
 Cold Stores
 Offices, Schools, Hospitals, Site Offices
 Gas Stations, Bus Shelters, Car Parks
 Commercial Complexes, Shopping Malls
 Aircraft Hangars
 Sports and other recreational facilities
 Metro / Railway Stations
PRE ENGINEERED BUILDINGS

ADVANTAGES & FEATURES OF GANGES :
YEAR OF ESTABLISHMENT 1991

BUSINESS TYPE Manufacturer,Service Provider ,
Supplier
PRIMARY COMPETATIVE ADVANTAGES  High Quality Products
 Prompt And Reliable
Services
 Vast Team
 Competitive Rates
PRODUCTION TYPE SERVICE PROVIDED Automatic

PRODUCT RANGE 1, Z PURLIN
2, C PURLIN
3, L-ANGLE
4, C CHANNEL
5, SPECIALC CHANNEL
SERVICES OFFERED  Structure Supply And
Installation Works
 Road Construction
 Foundation Works
 Fencing
 Electric Works
 Building Works
 Area Grading
 Water Distribution
 Installation Service
CHAPTER-II
OBJECTIVES OF THE STUDY
CHAPTER-II
2.1 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE:
To study about the Recruitment and Selection procedures followed at M/s Ganges
Internationale (P) Ltd., Puducherry.
SECONDARY OBJECTIVES:
 To know the various recruitment strategies and selection techniques adopted at
M/s Ganges Internationale (P) Ltd.
 To assess the effectiveness of recruitment and selection in terms of recruiter’s
skills and the process adopted for selection.
 To determine whether present recruitment and selection procedures fulfills
individual and organizational goal.
 To provide valuable suggestions and recommendation in order to strengthen the
present recruitment and selection procedures at M/s Ganges Internationale (P)
Ltd.
2.2 NEED FOR THE STUDY
 The study enables the company use all the recruitment strategies effectively in an
organization.
 To increase the effectiveness of different source for all types of job in an
organization.
 To obtain the employees that can be selected in order to help the organization to
achieve the goal.
 The study projects the importance of recruitment and a selection procedure which
has an impact on training followed in an organization.
 To identify the company recruited efficient and qualitative candidates in an
organization.
2.3 SCOPE FOR FURTHER STUDY
 This study will be useful to find out the different sources and techniques used in
the recruitment and selection procedures.
 The company understands effective sources in recruitment and selection
procedures.
 This study will be useful to interview and test short-listing candidates.
 This study can be used as a base for further research in this area.
2.4 LIMITATIONS OF THE STUDY
 Due to some reluctant behavior it was very difficult to collect the data from the
respondents.
 The study was made only with limited number of samples.
 A major limitation as most of them too busy during working hours, the survey
only on the allotted time.
 Time constraint was the major limitation of the study, due to this, in depth study
of the area was not possible.
 Since the samples are limited to Ganges Internationale (P) Ltd, the results of the
study cannot be predicted as accurate one.

CHAPTER-III
REVIEW OF LITERATURE
CHAPTER-III
REVIEW OF LITERATURE
INTRODUCTION:
 A process of finding and attracting capable applicants for employment. The

process begins when new recruits are sought and ends when their applications are
submitted. The result is a pool of applications from which new employees are
selected.
 It is the process to discover sources of manpower to meet the requirement of

staffing schedule and to employ effective measures for attracting that manpower
in adequate numbers to facilitate effective selection of an efficient working force
 Recruitment of candidates is the function preceding the selection, which helps

create a pool of prospective employees for the organization so that the
management can select the right candidate for the right job from this pool. The
main objective of the recruitment process is to expedite the selection process.
 Recruitment is a continuous process whereby the firm attempts to develop a pool

of qualified applicants for the future human resources needs even though specific
vacancies do not exist. Usually, the recruitment process starts when a manger
initiates an employee requisition for a specific vacancy or an anticipated vacancy.
DEFINITION OF RECRUITMENT:
Recruitment is the process of hiring talented employees for certain jobs by

motivating them to apply for those jobs which are available in organization.
According to Edwin B. Flippo, “Recruitment is the process of searching the

candidates for employment and stimulating them to apply for jobs in the organization”.
Recruitment is the activity that links the employers and the job seekers
PURPOSE & IMPORTANCE OF RECRUITMENT:
Attract and encourage more and more candidates to apply in the

organization.
 Create a talent pool of candidates to enable the selection of best candidates for the
organization.
 Determine present and future requirements of the organization in conjunction with
its personnel planning and job analysis activities.
 Recruitment is the process which links the employers with the employees.
Increase the pool of job candidates at minimum cost.
 Help increase the success rate of selection process by decreasing number of
visibly under qualified or overqualified job applicants.
 Help reduce the probability that job applicants once recruited and selected will
leave the organization only after a short period of time.
 Meet the organizations legal and social obligations regarding the composition of
its workforce.
 Begin identifying and preparing potential job applicants who will be appropriate
candidates.
 Increase organization and individual effectiveness of various recruiting techniques
and sources for all types of job applicants.
RECRUITMENT STRATEGIES:
Recruitment is of the most crucial roles of the human resource professionals. The
level of performance of and organization depends on the effectiveness of its recruitment
function. Organizations have developed and follow recruitment strategies to hire the best
talent for their organization and to utilize their resources optimally.
A successful recruitment strategy should be well planned and practical to attract

more and good talent to apply in the organization.
1. To Identify The Target:
Requirements keep arising at various levels in every organization; it is almost a
never-ending process. It is impossible to fill all the positions immediately. Therefore,
there is a need to identify the positions requiring immediate attention and action. To
maintain the quality of the recruitment activities, it is useful to prioritize the vacancies
whether to focus on all vacancies equally or focusing on key jobs first.
2. Candidates to Target:
The recruitment process can be effective only if the organization completely

understands the requirements of the type of candidates that are required and will be
beneficial for the organization. This covers the following parameters as well:
 Performance level required: Different strategies are required for focusing on
hiring high performers and average performers.
 Experience level required: the strategy should be clear as to what is the
experience level required by the organization. The candidate’s experience can
range from being a fresher to experienced senior professionals.
 Category of the candidate: the strategy should clearly define the target candidate.
He/she can be from the same industry, different industry, unemployed, top
performers of the industry etc.
3. Sources of Recruitment:
The strategy should define various sources (external and internal) of recruitment.
Which are the sources to be used and focused for the recruitment purposes for various
positions. Employee referral is one of the most effective sources of recruitment
4. Trained Recruiters:
The recruitment professionals conducting the interviews and the other recruitment
activities should be well-trained and experienced to conduct the activities. They should
also be aware of the major parameters and skills (e.g.: behavioral, technical etc.) to focus
while interviewing and selecting a candidate.
5. How to Evaluate the Candidates:
The various parameters and the ways to judge them i.e. the entire recruitment
process should be planned in advance. Like the rounds of technical interviews, HR
interviews, written tests, psychometric tests etc.
COMPONENTS OF THE RECRUITMENT POLICY:
The general recruitment policies and terms of the organization.

Recruitment services of consultants.
Recruitment of temporary employees.
Unique recruitment situations.
The selection process.
The job descriptions.
The terms and conditions of the employment.
FACTORS AFFECTING RECRUITMENT POLICY:
 Organizational objectives.
 Personnel policies of the organization and its competitors.
 Government policies on reservations.
 Preferred sources of recruitment.
 Need of the organization.
 Recruitment costs and financial implications.
WHAT ARE THE STAGES INVOLVED IN RECRUITMENT AND SELECTION?
 We will identify 7 stages in the process.

 These stages will differ slightly according to the job involved.
 Each stage is essential if organizations in the industry are to get effective people
into the right jobs.
 Being aware of the stages will help you maximize your job-seeking chances
7 STAGES:
 Identifying A Need
 Analyzing The Job
 Attracting Candidates
 Pre-Selection
 Selection
 Appointment
 Induction
Identifying a Need:
Why does the organization need new staff?
 A process of job analysis is needed to identify the need for new staff.
 It could be that there is no need and staff could just be organized better.
 If new staffs are needed, then stage 2 starts….
Analyzing the Job:
What will the job involve?

 Skills analysis – what competences will be needed for the job?
 Specifying the job – what’s needed to be done?
 Describing the job – main activities, training provided, terms, location
described.
 Specifying the person – qualifications, experience, skills needed
This stage is where the key documents involved in recruitment and selection are
created:
o The job description
o The person specification
These documents are crucial for working out if you have the ‘right’ candidate.
At this stage, an information pack for applicants could be created.
Attracting Candidates:
 Internally – are there suitable candidates for the job already working in the
organization?
 Externally – will the organization work with an agency or directly through the
media?
 Workplace notice boards, local or national press, internet-based agencies may be
used.
Pre-Selection:
 Short listing – eliminating unsuitable applicants by measuring each application
against criteria in job description and person specification
 Who to involve? Consistency important in assessing applications fairly
 Inform unsuccessful candidates
Selection:
 Often a mix of presentation, testing and interview.
 Essential that interviewers/assessors are trained for the task, and that they follow
an agreed procedure.
Appointment:
 Making the appointment of the selected candidate
 Agreeing terms and conditions, start date
 Reference checks made if not carried out earlier
 Relevant criminal records checks made.
 Inform unsuccessful candidates.
Induction:
Crucial to enable new starter to fit in as soon as possible. May involve:
 Training activities
 Presentations from key areas of the organization
 Technical training in use of ICT systems, policies and procedures used in
organization.
METHODS OF RECRUITMENT
METHODS OF RECRUITMENT:
Recruitment is a process of searching for prospective employees and stimulating

them to apply for jobs.
Companies can adopt different methods of recruitment for selecting people in the
company. These methods are:
1. INTERNAL SOURCES
2. EXTERNAL SOURCES
INTERNAL SOURCES OF RECRUITMENT:
Internal sources of recruitment refer to obtaining people for job from inside the
company. There are different methods of internal recruitment:
1. Promotion:
Companies can give promotion to existing employees. This method of recruitment
saves a lot of time, money and efforts because the company does not have to train the
existing employee. Since the employee has already worked with the company.
2. Departmental Examination:
This method is used by government departments to select employees for higher

level posts. The advertisement is put up on the notice board of the department. People
who are interested must send their application to the HR department and appear for the
exam. Successful candidates are given the higher level job. The method ensures proper
selection and impartiality.
3. Transfer:
Many companies adopt transfer as a method of recruitment. The idea is to select

talented personnel from other branches of the company and transfer them to branches
where there is shortage of people.
4. Retirement:
Many companies call back personnel who have already retired from the
organization. This is a temporary measure. The method is beneficial because it gives a
sense of pride to the retired when he is called back and helps the organization to reduce
recruitment selection and training cost.
5. Internal Advertisement:
In this method vacancies in a particular branch are advertised in the notice board.
People who are interested are asked to apply for the job. The method helps in obtaining
people who are ready to shift to another branch of the same company and it is also
beneficial to people who want to shift to another branch.
6. Employee Recommendation:
In this method employees are asked to recommend people for jobs. Since the
employee is aware of the working conditions inside the company he will suggest people
who can adjust to the situation. The company is benefited because it will obtain.
ADVANTAGES OF INTERNAL RECRUITMENT:
1. Internal methods are time saving.

2. No separate induction program is required.
3. The method increases loyalty and reduces labour turnover.
4. This method is less expensive.
DISADVANTAGES OF INTERNAL RECRUITMENT:
1. There is no opportunity to get new talent in this method.

2. The method involves selecting people from those available in the company
so there is limited scope for selection.
3. There are chances of biased and partiality.
4. Chances of employee discontent are very high.
EXTERNAL SOURCES OF RECRUITMENT:

External sources of recruitment refer to methods of recruitment to obtain people
from outside the company. These methods are:
1. Management Consultant:
Management consultant helps the company by providing them with managerial
personnel, when the company is on the lookout for entry level management trainees and
middle level managers. They generally approach management consultants.
2. Employment Agencies:
Companies may give a contract to employment agencies that search, interview
and obtain the required number of people. The method can be used to obtain lower level
and middle level staff.
3. Campus Recruitment:
When companies are in search of fresh graduates or new talent they opt for
campus recruitment. Companies approach colleges, management, technical institutes,
make a presentation about the company and the job and invite applications.
4. News Paper Advertisement:
This is one of the oldest and most popular methods of recruitment.

Advertisements for the job are given in leading news papers; the details of the job and
salary are also mentioned. Candidates are given a contact address where their
applications must be sent and are asked to send their applications within a specified time
limit. The method has maximum reach and most preferred among all other methods of
recruitment.
5. Internet Advertisement:
With increasing importance to internet, companies and candidates have started
using the internet as medium of advertisement and search for jobs. There are various job
sites like naukri.com and monster.com etc. candidates can also post their profiles on these
sites. This method is growing in popularity.
6. Walk In Interview:
Another method of recruitment which is gaining importance is the walk in
interview method. An advertisement about the location and time of walk in interview is
given in the news paper. Candidates require to directly appearing for the interview and
have to bring a copy of their C.V. with them. This method is very popular among B.P.O
and call centers.
ADVANTAGES OF EXTERNAL RECRUITMENT:
1. There is influx of new talent in the method.
2. The method encourages more and more competition.
3. There is lesser chance of partiality through this method.
4. If options like campus recruitment have been exercised we get a chance to
employee fresh graduates, thus increasing employment.

DISADVANTAGES OF EXTERNAL RECRUITMENT:
1. The method is costly because it involves recruitment cost, selection, training cost.
2. The method is time consuming.
3. The method reduces loyalty to the company.
DEFINE SELECTION:
Selection can be defined as process of choosing the right person for the right job
from a pool of different candidates who applied for a certain job.
PROCESS OF SELECTION:
The process of selection is not the same in all organizations; it can be different in
many organizations depending upon the nature of that organization. However, one
particular type of selection is approved by most organizations; it can be explain with the
help of following diagram:
1. Job Analysis:
The very first step in the selection procedure is the job analysis. The HR
department prepares the job description and specification for the jobs which are vacant.
This gives details for the jobs which are vacant. This gives details about the name of the
job, qualification, qualities required and work conditions etc.
2. Advertisement:
Based on the information collected in step 1, the HR department prepares an
advertisement and publishes it in a leading news papers. The advertisement conveys
details about the last date for application, the address to which the application must be
sent etc.
3. Application Blank/Form:
Application blank is the application form to be filled by the candidate when he
applies for a job in the company. The application blank collects information consisting of
the following four parts:
1. Personal details
2. Educational details
3. Work experience
4. Family background
4. Written Test:
The applications which have been received are screened by the HR department
and those applications which are incomplete are rejected. The other candidates are called
for the written test. Arrangement for the written test is looked after the HR department
i.e. question papers, answer papers, examination centers and hall tickets etc.
5. Interview:
Candidates who have successfully cleared the test are called for an interview. The
entire responsibility for conducting the interview lies with the HR department i.e. they
look after the panel of interviewers, refreshments, informing candidates etc.
6. Medical Examination:
The candidates who have successfully cleared the interview are asked to take a
medical exam. This medical exam may be conducted by the organization itself (army).
The organization may have a tie up with the hospital or the candidate may be asked to get
a certificate from his family doctor.
7. Initial Job Offer:

Candidates who successfully clear the medical exam are given an initial job offer
by the company stating the details regarding salary, terms of employment, employment
bond if any etc. The candidate is given some time to think over the offer and to accept or
reject.
8. Acceptance:
Candidates who are happy with the offer send their acceptance within a specified
time limit to show that they are ready to work with the company.
9. Letter of Appointment:
Candidates who send their acceptance are given the letter of appointment. The
letter will state the name of the job. The salary and other benefits, number of medical
leaves and casual leaves, details of employment bond if any etc. It will also state the date
on which the employee is required to start duty in the company.
10. Induction:
On the date of joining the employee is introduced to the company and other
employees through am elaborate induction program.
TYPES OF SELECTION TEST:
Different selection test are adopted by different organization depending upon their
requirements. These tests are specialized test which have been scientifically tested and
hence they are also known as scientific test. Different types of test can be explained with
the help of following dia.
KEY FACTORS OF SELECTION PROCESS IN AN ORGANIZATION:
After identifying the sources of human resources, searching for prospective

employees and stimulating them to apply for jobs in an organization. This may be either
through advertisements, agencies or direct references from the existing employees of the
organization. The next action to be taken shall be the management has to perform the
function of selecting the right employees at the right time.
The selection procedure is the system of functions and devices adopted in a given
company to ascertain whether the candidates’ specifications are matched with the job
specifications and requirements. The selection procedure cannot be effective until and
unless,
1. Requirement of the job to be filled, have been clearly specified
2. Employee specifications (physical, mental, social, and behavioral, etc) have
been clearly formulated.
3. Candidates for screening have been attracted. Thus, the development of job
analysis, human resources planning and recruitment are necessary prerequisites to
the selection process. A breakdown in any of these processes can make even the
best selection system ineffective.
ESSENTIALS OF SELECTION PROCEDURE:
The selection process can be successful if the following requirements are
satisfied:
1. Someone should have the authority to select. This authority comes from the
employment requisition, as developed by an analysis of the work-load and work-force.
2. There must be some standard of personnel with which a prospective employee may be
compared, i.e. a comprehensive job description and job specification should be available
beforehand.
3. There must be a sufficient number of applicants from whom the required number of
employees may be selected.
SIGNIFICANCE OF SELECTION PROCESS:

Selection of personnel for an organization is a crucial, complex and continuing
function. The ability of an organization to attain its goals effectively and to develop in a
dynamic environment largely depends upon the effectiveness of its selection programs. In
a situation where the right person is not selected, the remaining functions of personnel
management, employee-employer relations will not be effective. If the right person is
selected, he/she is a valuable asset to the organization and if faulty selection is made, the
employee will become a liability to the organization.
USING SELECTION CONSULTANTS:

Some private agencies/consultants in India perform the function of recruitment
and selection so as to enable the organizations to concentrate on their main functions.
They advertise, conduct tests and interview and provide a short list. Some companies
have started using the services of these agencies as they provide expertise and reduce
work load. The organization has to take these following factors into consideration in
selecting an agency or a consultant:
1. Reputation, effectiveness, sincerity and punctuality of the organization.

2. Advertisement copy, design and media plans of various agencies;
3. Amount of fee, payment period and mode;
4. Objectivity, fair and justice in selection;
5. Selection techniques to be adopted, particularly psychological tests, interview
methods etc,
6. Competence of the human resources of the agency/consulting firm
The company has to do the following in case of using an agency or a consultant.
(a) Briefing the agency about the requirements, terms and conditions and
employment;
(b) Providing job and employee specifications and helping the consultant in
modifying them;
(c) Checking and reviewing the draft of the advertisement.
(d) Ensuring that all arrangements are made for conducting test and interview.
ORGANIZATIONAL RELATIONSHIPS:
The manner in which tasks and responsibilities for accepting or rejecting

candidates must be finalized before designing a selection procedure. This should be
shared by line and staff executives. The personnel department should eliminate all
unsuccessful candidates, so that the time of the line executives need not be spent on such
people. Secondly, candidates who can meet job requirements should be made available
promptly. Line executive is ultimately vested with the authority either to accept or to
reject a candidate. However, the personnel officer has a duty to see that the right
candidates are selected and placement is done wisely. If he is not satisfied in this regard,
he should give his views to the superior and should avoid involving himself in argument
with departmental head on methods of selection
FACTORS AFFECTING SELECTION DECISIONS:
The goal of selection is to sort out or eliminate those judged unqualified to meet
the job and organizational requirements, whereas the goal of recruitment is to create a
large pool of persons available and willing to work. Thus, it is said that recruitment tends
to be positive while selection tends to be some what negative.
A number of factors affect the selection decision of candidates. The important
among them are:
(A) Profile Matching.

(B) Organizational and Social Environment.
(C) Successive Hurdles.
(D) Multiple Correlations
Profile Matching:
Tentative decision regarding the selection of candidates (who are known) is taken
in advance. The scores secured by these known candidates in various tests are taken as a
standard to decide the success or failure of other candidates at each stage. Normally, the
decision about the known candidates is taken at interview stage. Possible care is also
taken to match the candidate bio-data with the job specifications.
Organizational and Social Environment:

Some candidates, who are eminently suitable for the job, may fail as successful
employees due to varying organizational and social environment. Hence, candidatesâ€™
specifications must match with not only job specifications but also with organizational
and social environmental requirements.
Successive Hurdles:
In this method hurdles are created at every stage of selection process. Therefore,
applicants must successfully pass each and every screening device in case of successive
hurdles.
Multiple Correlations:
Multiple correlations is based on the assumption that a deficiency in one factor
can be counter-balanced by an excess amount of another. The composite test score index
is taken into accounting the selection tests. Hence, for broader line cases multiple
correlation method is useful and for other successive hurdles method is useful.
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:
Both recruitment and selection are the two phases of the employment process.
The differences between the two are:
1. Recruitment is the process of searching the candidates for employment and
stimulating them to apply for jobs in the organization WHEREAS selection
involves the series of steps by which the candidates are screened for choosing the
most suitable persons for vacant posts.
2. The basic purpose of recruitments is to create a talent pool of candidates to
enable the selection of best candidates for the organization, by attracting more and
more employees to apply in the organization WHEREAS the basic purpose of
selection process is to choose the right candidate to fill the various positions in the
organization.
3. Recruitment is a positive process i.e. encouraging more and more employees to
apply WHEREAS selection is a negative process as it involves rejection of the
unsuitable candidates.
4. Recruitment is concerned with tapping the sources of human resources
WHEREAS selection is concerned with selecting the most suitable candidate
through various interviews and tests.
5. There is no contract of recruitment established in recruitment WHEREAS
selection results in a contract of service between the employer and the selected
employee.
ARTICLES RELATED TO THE STUDY
ARTICLE: 1
Recruitment and Selection: A Review of Developments in the 1980s
NEIL ANDERSON said, Developments in personnel recruitment and selection
“technology” have been both varied and extensive in the 1980s, and a number of
overlapping and simultaneous developments are immediately apparent. Here,
“technology” refers to methods, strategies, techniques, theories and practices of staff
resourcing.
ARTICLE: 2
Recruitment in small firms: Processes, methods and problems
MARILYN CARROLL said, the article summarizes findings from recent case
study research into recruitment in small firms. The research aims to ascertain whether
small firms follow the procedures outlined in the prescriptive literature on recruitment,
and to what extent they rely on informal recruitment methods. It finds little evidence of
the adoption of the recommended systematic procedures and a high use of “tried and
trusted” methods including word-of-mouth recruitment and the hiring of “known
quantities”. The implications of this are examined. While these methods have certain
advantages, they may also give rise to a number of problems. The study argues that the
adoption of more formal procedures and methods could reduce staff turnover in small
firms and its associated costs. However, it concludes that many small employers would
remain unconvinced by the case for opening up recruitment channels, and may find their
existing approaches more cost effective in the short term.
ARTICLE: 3
Anticipatory socialization: the effect of recruitment and selection experiences on
career expectations
DORA SCHOLARIOS said, Recruitment and selection experiences are part of a
process of pre-entry organizational socialization, also known as anticipatory
socialization. Graduates are susceptible to such effects as their socialization through
exposure to professional employers begins during training. Employers’ practices are
thought to contribute to the formation of realistic career expectations and the initial
psychological contract between graduates and employers. The present study found that
students in traditional professions reported greater exposure to employers than students in
an emerging profession through work activities, more proactive engagement in
recruitment events, and more extensive experience of selection processes at similar stages
of study. Greater activity, in turn, was related to career expectations, including varying
levels of commitment to an interest in the profession and career clarity.
ARTICLE: 4
Does excellence have a gender?: a national research study on recruitment and
selection procedures for professorial appointments in the Netherlands
MARIEKE VAN DEN BRINK said, the purpose of this research is to show that
upward mobility of female academics in regular selection procedures is evolving
extremely slowly, especially in The Netherlands. This paper aims at a more profound
understanding of professorial recruitment and selection procedures in relation to gender
differences at Dutch universities.
ARTICLE: 5
Greenfield recruitment and selection: Implications for the older worker
JERRY HALLIER said, The recruitment of young, “green” workers has long
been recognized as a defining characteristic of the Greenfield site. Extends understanding
of how person-centred recruitment, with its emphasis on employee acceptability,
disadvantages the older Greenfield applicant. Whether it be a new high commitment or
customer service site, worker age is shown to combine with the conventional recruitment
criteria of skill, class and gender to constitute an excluded labour segment. In its superior
capacity to shape workforce composition, Greenfield person-centre recruitment is shown
to be important to understanding the ways in which managerial control is pursued and
exercised more widely than within the labour process. Leopold and Hallier’s framework
of Greenfield types is also modified to encompass new customer service sites where
acceptability recruitment is critical to Greenfield employers’ labour relations strategies.
CHAPTER-IV
RESEARCH METHODOLOGY
CHAPTER – IV
RESEARCH METHODOLOGY
MEANING OF RESEARCH:
Research in common parlance refers to a search of knowledge. It is an art of

scientific investigation. According to Redman & Mary defines research as a systematic
effort to gain knowledge
RESEARCH METHODOLOGY:
Research methodology is way to systematically solve the research problem. It is a

plan of action for a research project and explains in detail how data are collected and
analyzed. The main methodology adopted for this project is surveyed method. Where
data was collected using a structured questionnaire. Questionnaire was administered
among the sample of 128 respondents.
RESEARCH DESIGN:
“A research design is the arrangement of conditions for collection and analysis
data in a manner that aims to combine relevance to the researcher purpose with economy
in procedure”.
It constitutes the blueprint for the collection, measurement and analysis of data.
As such the design includes an outline of what the researcher will do form writing the
hypothesis and its operational implication to the final analysis of data.
More explicitly, the design decisions happen to be in respect of;
 What is the study about?

 Why is the study being made?
 Where will the study be carried out?
 What type of data is required?
 Where can the data are found?
 What periods of time will the study include?
 What will be the sample design?
 How will the data be analyzed?
 In what style will the report be prepared?
 What techniques of data collection will be used?
The Research Design undertaken for the study is Descriptive one.
A study, which wants to portray the characteristics of a group or individuals or

situation, is known as Descriptive study. It is mostly qualitative in nature. The main
objective Of Descriptive study is to acquire knowledge.
SOURCES OF DATA:
Primary Data:
Primary data are collected afresh and for the first time. It is the data originated by
the researcher specifically to address the research problem.
In this study, primary data is collected to interview method with most suitable
with opened ended, closed end, rank questions, and multiple questions.
Secondary Data:
Secondary data is collected from internet, registers, records, journals, articles,

magazines and annual reports of the organization.
QUESTIONNAIRE CONSTRUCTION:
Questionnaires were constructed based on the following types
 Close ended questions

 Multiple choice questions
SAMPLING PLAN:
A sampling plan is a definite design for obtaining a sample from the sampling
frame. It refers to the technique or the procedure the researcher would adopt in selecting
some sampling units from which inferences about the population is drawn. Sampling
design is determined before any data are collected.
SAMPLING METHOD:
Simple Random Sampling.
POPULATION SIZE:
Totally 900 employees are working in Ganges Internationale Pvt, Ltd.,
SAMPLE SIZE:
Totally 128 samples are taken in Ganges Internationale Pvt, Ltd.,
FIELD WORK:
The field works is done at Ganges Internationale (Pvt), Ltd., Puducherry.
PERIOD OF SURVEY:
The period is from April to May, 2012.
DESCRIPTION OF STATISTICAL TOOLS USED:
 Percentage Analysis
 Correlation
 Weighted average method
 ANOVA
 Chi – square.
CHAPTER-V
ANALYSIS AND INTERPRETATIONS
CHAPTER – V
ANALYSIS AND INTERPRETATIONS
STATISTICAL TOOL:
These are tools, which helps to analyze the collected data. This analysis contains
various approaches like comparisons, detecting, accuracy, estimation etc. In my survey I
applied some statistical tool for analyzing raw data.
The applied statistical tools are:
 Percentage Method
 Chi square method
 Correlation method
 Anova method
 Weighted average method
PERCENTAGE METHOD:
The percentage method provides statistics and graphical displays that are useful
for describing many types of variables. The percentage procedure is a good place to start
looking at your data.
For a percentage report and bar chat, you can arrange the distinct values in
ascending or descending order, or you can order the categories by their percentage. The
percentage report can be suppressed when a variable has many distinct values. You can
label charts with percentage.
𝐍𝐨 𝐨𝐟 𝐫𝐞𝐬𝐩𝐨𝐧𝐝𝐞𝐧𝐭𝐬
Percentage of Respondents= 𝐗𝟏𝟎𝟎
𝐓𝐨𝐭𝐚𝐥 𝐧𝐨.𝐨𝐟 𝐫𝐞𝐬𝐩𝐨𝐧𝐝𝐞𝐧𝐭𝐬
CHI SQUARE METHOD:
The following assumptions must be satisfied, before we step into Chi square test.
They are:
1. Each sample is a random sample

2. The outcomes of the various samples are all mutually independent,(particularly
among samples, because independence within samples is part of the first
assumption)
3. Each observation may be categorized into exactly one of the categories or
classes
4. There must be large observations
5. For comparison purposes, the data must be in original units
6. For a 2x2 table, all expected cell frequencies should be at least equal to 10 (for
larger tables, this value is 5)
Formula
X2 =
(O-E) 2
E
O = Observed frequency
E = Expected frequency
Chi- square is used to test whether differences between observed and expected
frequencies are significant or not.
CORRELATION METHOD:
Correlation is a statistical measurement of the relationship between two variables.

Possible correlations range from +1 to –1. A zero correlation indicates that there is no
relationship between the variables. A correlation of –1 indicates a perfect negative
correlation, meaning that as one variable goes up, the other goes down. A correlation of
+1 indicates a perfect positive correlation, meaning that both variables move in the same
direction together.
Formula
r = Cor(x,y) / σX . σy
Cor (x,y) = 1 /n(Σxy – x . y)
σX = √ 1/n ( Σx2 – x 2)
σy = √ 1/n( n Σy2 – y 2)
Where
R = Karl Pearson co-efficient
Cor (x,y) = co-variance of(x,y)
σX = Standard deviation of x
σy = Standard deviation of y
x = Mean value of x
y = Mean value of y
ANOVA METHOD:
A statistical method for making simultaneous comparisons between two or more

means; a statistical method that yields values that can be tested to determine whether a
significant relation exists between variables.
Formula
T= ∑x₁+∑x₂+…..+∑xn
Correlation factor
C.F = T²/N
Sum of squares
(SS) = ∑x₁²+∑x₂²+…+∑xn- T²/N
Sum of squares between samples
SSC = (∑x₁)²/n+(∑x₂)²/n+…..+(∑xn)²/n- T²/N
Squares with in the samples
SSW = SS-SSC
Where
T²= square of sum of all items
N= number of all items.
N= no of samples.
SPSS:
The researcher uses SPSS software (16th edition) for analysis and interpretations
purpose with regard to this project.
TABLE NO: 5.1.1
SI.No PARTICULARS NO OF RESPONDENTS PERCENTAGE
1. Male 85 66.4
2. Female 43 33.6
100
Total 128
INFERENCE:
From the above table it is inferred that 66.4 % of the respondents are male and the
remaining 33.6% of the respondents are female.
CHART NO: 5.1.1
70 66.4%
60
50
40
33.6%
30
20
10
0
Male Female
TABLE No: 5.1.2
MARITAL STATUS OF THE RESPONDENTS
SI.No PARTICULARS NO .OF. RESPONDENTS PERCENTAGE
1. Married 72 56.3
2. Unmarried 56 43.8
TOTAL 128 100
INFERENCE:
The above table it is inferred that 52.3% of the respondents are married and the
remaining 43.8% of the respondents are unmarried.
CHART No: 5.1.2
MARITAL STATUS OF THE RESPONDENTS
MARITAL STATUS
60 56.3%
50 43.8%
40
30
20
10
0
Married
Unmarried
TABLE No: 5.1.3
AGE OF THE RESPONDENTS
SI.No PARTICULARS NO. OF. RESPONDENTS PERCENTAGE
1. 18-25 Years 43 33.6
2. 26-35 Years 18 14.1
3. 36-45 Years 45 35.2
4. above 45 Years 22 17.2
TOTAL 128 100
INFERENCE:
The above table shows that 35.2% respondents comes under the age of 36-45, and
14.1% of the respondents comes under the age of 26-35 years which shows that middle
age group people exists in the organization.
CHART N: 5.1.3
AGE
40
33.6% 35.2%
35
30
25
20 17.2%
14.1%
15
10
5
0
18-25 Years 26-35 Years 36-45 Years above 45 Years
TABLE No: 5.1.4
1. 0-2 Years 33 25.8
2. 3-5 Years 37 31.3
3. 6-8 Years 28 21.9
TOTAL 128 100
INFERENCE:
The above table shows that 31.3% respondents comes under the experience of 3-
5 years, and 21.1% of the respondents comes under the experience of above 8 years
which shows that middle experience group people exists in the organization.
CHART No: 5.1.4
EXPERIENCE
31.3%
35
30 25.8%
21.9% 21.1%
25
20
15
10
5
0
0-2 Years 3-5 Years 6-8 Years above 8
Years
TABLE No: 5.1.5
1. SSLC 42 32.8
2. HSC 25 19.5
3. ITI/DILPLOMA 32 25.0
4. UG/PG 29 22.7
TOTAL 128 100
INFERENCE:
From the above given table it is inferred that 32.8% are of the respondents are
from SSLC and 19.5% are the respondents are HSC.
CHART No: 5.1.5
QUALIFICATION
32.8%
35
30 25%
22.7%
25 19.5%
20
15
10
5
0
TABLE No: 5.1.6
OPINION TOWARDS RECRUITMENT OF THE CANDIDATES
1. Based on Need 61 47.7
2. Based on Vacancy 39 30.5
3. Based on Transfer 28 21.9
TOTAL 128 100
INFERENCE:
The above table depicts that 47.7% of the respondents are recruited based on
need, and 21.9% of the respondents are recruited based on transfer within the company.
CHART No: 5.1.6
OPINION TOWARDS RECRUITMENT OF THE CANDIDATES
RECRUITMENT OF THE CANDIDATES
21.9%
Based on Need
47.7%
Based on Vacancy
Based on Transfer
30.5%
TABLE No: 5.1.7
THE SOURCES USED BY THE ORGANISATION TO RECRUIT THE

CANDIDATES
1. By Advertisement in Local Newspaper 27 21.1
2. Through Consultancy 28 21.9
3. Through Colleges 34 26.6
4. Through Reference 17 13.3
5. Through Online 22 17.2
TOTAL 128 100
INFERENCE:
It inferred that 26% of the respondents are recruited through colleges and
13.3% of the respondents are recruited through reference.
CHART No: 5.1.7
THE SOURCES USED BY THE ORGANISATION TO RECRUIT THE

CANDIDATES
SOURCES USED BY THE ORGANISATION

By Advertisement in
17.2% 21.1% Local Newspaper
Through Consultancy
13.3%
Through Colleges
21.9%
26.6% Through Reference

TABLE No: 5.1.8
1. Always 38 29.7
2. Often 22 17.2
3. Sometimes 34 26.6
4. Rarely 27 21.1
5. Never 7 5.5
TOTAL 128 100
INFERENCE:
It depicts that 29.7% of the respondent are of the view that effectively use
recruitment strategies in the company, only 7% of the respondent never use recruitment
strategies effectively in an organization.
CHART No: 5.1.8
RECRUITMENTS STRATEGY
29.7%
30 26.6%
20 17.2% 21.1%
10
0 5.5%
TABLE No: 5.1.9
1. Always 46 35.9
2. Often 26 20.3
4. Rarely 20 15.6
5. Never 16 12.5
TOTAL 128 100
INFERENCE:
It is inferred that the according to 35.9% of the respondents, company always

uses internal recruitment and remaining 12.5% of the respondents said “never’.
CHART No: 5.1.9
INTERNAL RECRUITMENT
35.9%
40
20.3%
20 15.6%
15.6%
12.5%
0
Always
Often
Sometimes
Rarely
Never
TABLE No: 5.1.10
OPINION TOWARDS RECRUITMENT STRATEGIES
1. Excellent 32 25.0
2. Very Good 34 26.6
3. Good 26 20.3
4. Fair 14 10.9
5. Poor 22 17.2
TOTAL 128 100
INFERENCE:
The above table shows that as per 26.6% of the respondents, company strategies
for recruitment are very good and as per 17.2% of the respondents, it is poor.
CHART No: 5.1.10
OPINION TOWARDS RECRUITMENT STRATEGIES
RECRUITMENT STRATEGIES
25% 26.6%
30 20.3%
17.2%
20 10.9%
10
0
Excellent Very Good Fair Poor
Good
TABLE No: 5.1.11
1. Highly Satisfied 25 19.5
2. Satisfied 44 34.4
3. Neutral 29 22.7
4. Dissatisfied 20 15.6
5. Highly Dissatisfied 10 7.8
TOTAL 128 100
INFERENCE:
From the above table it is inferred that 34.4% of the respondents are satisfied
with the selection process and 7.8% of the respondents are highly dissatisfied.
CHART No: 5.1.11
SELECTION PROCEDURE
34.4%
35
30
25 22.7%
19.5%
20 15.6%
15
7.8%
10
5
0
Highly Satisfied Neutral Dissatisfied Highly
Satisfied Dissatisfied
TABLE No: 5.1.12
RESPONDENTS FEEL TOWARDS INTERVIEW ROUNDS
1. 2 Rounds 66 51.6
2. 3 Rounds 34 26.6
3. 4 Rounds 28 21.9
TOTAL 128 100
INFERENCE:
From the above table it is inferred that 51.6 % of the respondents are facing the 2
rounds and 21.9 % of the respondents are facing 4 rounds in an organization.
CHART No: 5.1.12
RESPONDENTS FEEL TOWARDS INTERVIEW ROUNDS
INTERVIEW ROUNDS
21.9%
2 Rounds
51.6% 3 Rounds
26.6% 4 Rounds
TABLE No: 5.1.13
1. Yes 75 58.6
2. No 53 41.4
TOTAL 128 100
INFERENCE:
From the above table it is inferred that 58.6 % of the respondents that they are
able to cope up with the rounds and 41.4 % of the respondents no able to cope up with the
rounds in an organization.
CHART No: 5.1.13
41.4%
Yes
No
58.6%
TABLE No: 5.1.14
RESPONDENTS FEEL TOWARDS SELECTION ROUNDS
1. Easy 59 46.1
2. Average 37 28.9
3. Critical 32 25.0
TOTAL 128 100
INFERENCE:
From the above table, it is clear that 46.1 % of the respondents feel that selection
rounds are easy and 28.9% of the respondents feel they are average.
CHART No: 5.1.14
RESPONDENTS FEEL TOWARDS SELECTION ROUNDS
SELECTION ROUNDS
46.1%
50
40 28.9%
25%
30
20
10
0
Easy Average Critical
TABLE No: 5.1.15
RESPONDENTS COMFORTABILITY TOWARDS TESTS
1. Aptitude Test 45 35.2
2. Personal Interview 54 42.2
3. Practical Test 29 22.7
TOTAL 128 100
INFERENCE:
From the above table it is inferred that 42.2 % of the respondents are comfortable
with personal interview and only 22.7 % of the respondent comfortable with practical test
in an organization.
CHART No: 5.1.15
RESPONDENTS COMFORTABILITY TOWARDS TESTS
COMFORTABILITY TOWARDS TESTS
42.2%
50
35.2%
40
30 22.7%
20
10
0
Aptitude Test Personal Practical Test
Interview
TABLE No: 5.1.16
OPINION TOWARDS DURATION OF SELECTION PROCESS
1. Very Lengthy 52 40.6
2. Neither Lengthy/Nor Short 35 27.3
3. Short 41 32.0
TOTAL 128 100
INFERENCE:
From the above table it is inferred that 82 % of the respondents feel that the
duration of the selection process is short and 5.6 % of the respondent feel that the
duration of selection process is very lengthy.
CHART No: 5.1.16
OPINION TOWARDS DURATION OF SELECTION PROCESS
SELECTION PROCESS
50 40.6%
40 32%
27.3%
30
20
10
0
Very Lengthy Neither Short
Lengthy/Nor Short
TABLE No: 5.1.17
OPINION TOWARDS IMPROVEMENT IN THE PRESENT ROUNDS
1. Aptitude Test 43 33.6
2. Technical Round 31 24.2
3. Personal Interview 54 42.2
TOTAL 128 100
INFERENCE:
From the above table it is inferred that 33.6% and 24.2 % of the respondents must
be improved the rounds in aptitude test and technical round, 42.2 % of the respondent to
feel better in the personal interview in an organization.
CHART No: 5.1.17
OPINION TOWARDS IMPROVEMENT IN THE PRESENT ROUNDS
IMPROVEMENT IN THE PRESENT ROUNDS
42.2%
50 33.6%
40 24.2%
30
20
10
0
Aptitude Test Technical Personal
Round Interview
TABLE No: 5.1.18
OPINION TOWARDS DESCRIPTION ABOUT THE JOB DURING

RECRUITMENT AND SELECTION PROCESS
1. Always 40 31.3
2. Often 26 20.3
4. Rarely 24 18.8
5. Never 20 15.6
TOTAL 128 100
INFERENCE:
The above table shows that the company always describes the job profile in detail
31.3% of the respondents and as per 14.1% of the respondents, it is only sometimes
CHART No: 5.1.18
OPINION TOWARDS DESCRIPTION ABOUT THE JOB DURING

RECRUITMENT AND SELECTION PROCESS
JOB DURING RECRUITMENT

40 31.3%
30 20.3% 18.8%
14.1% 15.6%
20
10
0
Always Often Sometimes Rarely Never
TABLE No: 5.1.19
OPINION TOWARDS SHORT LISTING THE CANDIDATES
3. Short 46 35.9
TOTAL 128 100
INFERENCE:
The above table explains that as per 35.9% of the respondents, the duration (or)
time taken by the organization to short listing the candidates is short and as per 26.6% of
the respondents, it is lengthy.
CHART No: 5.1.19
OPINION TOWARDS SHORT LISTING THE CANDIDATES
SHORT LISTING THE CANDIDATES
Very Lengthy
26.6%
35.9%
Neither Lengthy/Nor
Short
Short
37.5%
TABLE No: 5.1.20
OPINION TOWARDS CONSIDERATION OF THEIR NEEDS AND WANTS
3. Short 48 37.5
TOTAL 128 100
INFERENCE:
From the above table it is inferred that 37.5% of the respondents responded that
HR fully considered their needs and wants and 26.6% of the respondents responded that
HR is partially considered their needs and wants.
CHART No: 5.1.20
OPINION TOWARDS CONSIDERATION OF THEIR NEEDS AND WANTS
THEIR NEEDS AND WANTS

35.9% 37.5%
40 26.6%
30
20
10
0
Very Lengthy Neither Short
Lengthy/Nor
Short
TABLE No: 5.1.21
OPINION TOWARDS TERMS AND CONDITION OF APPOINTMENT LETTER
1. Highly Comfortable 49 38.3
2. Uncomfortable 44 34.4
3. Highly Uncomfortable 35 27.3
TOTAL 128 100
INFERENCE:
The above table shows that level of satisfaction of the respondent towards the
terms and condition undergone in the company. It inferred that 38.3% of the respondents
are highly comfortable with the terms and condition 34.4% and 27.3% of the respondents
are Uncomfortable and Highly Uncomfortable with terms and condition of appointment
letter.
CHART No: 5.1.21
OPINION TOWARDS TERMS AND CONDITION OF APPOINTMENT LETTER
CONDITION OF APPOINTMENT LETTER
38.3%
40 34.4%
27.3%
20
0
Highly
Comfortable Uncomfortable
Highly
Uncomfortable
TABLE No: 5.1.22
OPINION TOWARDS FULFILLING THEIR NEEDS AND WANTS
1. Yes 68 53.1
2. No 60 46.9
TOTAL 128 100
INFERENCE:
The above table shows whether the present offer letter is helpful in achieving the
goals of the company, it depicts that 53.1% of the respondents said that present offer
letter is helpful in letter achieving the goals and the remaining 46.9% of the respondent
said that the fails to fulfill the individual and personal goal.
CHART No: 5.1.22
OPINION TOWARDS FULFILLING THEIR NEEDS AND WANTS
FULFILLING THEIR NEEDS AND WANTS
No 46.9%
Yes 53.1%
42 44 46 48 50 52 54
TABLE No: 5.1.23
1. Always 40 31.3
2. Often 22 17.2
4. Rarely 20 15.6
5. Never 23 18.0
TOTAL 128 100
INFERENCE:
The above table shows that the company always to reference check as per 31.3%
of the respondents and 15.6% of the respondents said it is “rarely”.
CHART NO: 5.1.23
REFERENCE CHECK
Never 18%
Rarely 15.6%
Sometimes 18%
Often 17.2%
Always 31.3%
0 10 20 30 40
TABLE No: 5.1.24
RESPONDENTS OPINION TOWARDS INDUCTION TRAINING
2. Satisfied 32 25
3. Neutral 23 18
4. Dissatisfied 23 18
TOTAL 128 100
INFERENCE:
The above table mentions that satisfaction level of induction training conducted
by the organization, it depicts that 25% of the respondent are satisfied with induction
training conducted by the company and 16.4% of the respondent are highly dissatisfied
with induction conducted by the organization.
CHART No: 5.1.24

RESPONDENTS OPINION TOWARDS INDUCTION TRAINING
INDUCTION TRAINING
Highly Satisfied 16.4%
Dissatisfied 18%
Neutral 18%
Satisfied 25%
0 5 10 15 20 25
TABLE No: 5.1.25
MEDICAL EXAMINATION DURING THE SELECTION PROCESS
SI.No PARTICULARS NO .OF. RESPONDENTS PERCENTGE
1. Yes 68 53.1
2. No 60 46.9
TOTAL 128 100
INFERENCE:
The above table mentions that 53.1% of the respondents said “yes” about the
conduction of medical examination and 46.9% of the respondents said “no”.
CHART No: 5.1.25
MEDICAL EXAMINATION DURING THE SELECTION PROCESS
MEDICAL EXAMINATION DURING THE

SELECTION PROCESS
46.9% Yes
53.1% No
TABLE No: 5.1.26
SATISFACTION LEVEL TOWARDS INITIAL JOB OFFER
3. Neutral 17 13.3
TOTAL 128 100
INFERENCE:
The table depicts that 43.8% of the respondent are satisfied with initial job offer
letter is satisfied by the company and 10.2% of the respondent are highly dissatisfied with
initial job offer letter by the organization.
CHART No: 5.1.26
SATISFACTION LEVEL TOWARDS INITIAL JOB OFFER
INITIAL JOB OFFER
Highly Dissatisfied 10.2%
Dissatisfied 14.1%
Neutral 13.3%
Satisfied 43.8%
0 10 20 30 40 50
TABLE No: 5.1.27
TIME ALLOTED TO THE CANDIDATES FOR ACCEPTING
SI.No PARTICULARS NO. OF.. RESPONDENTS PERCENTAGE
1. Yes 84 65.6
2. No 44 34.4
TOTAL 128 100
INFERENCE:
The above table shows that 65.6% of the respondents said “yes” and accepts that
the company provides sufficient time for accepting (or) rejecting the initial job offer and
34.4% of the respondents said “no”.
CHART No: 5.1.27
TIME ALLOTED TO THE CANDIDATES FOR ACCEPTING
CANDIDATES FOR ACCEPTING
65.6%
70
60
50
34.4%
40
30
20
10
0
Yes No
TABLE No: 5.1.28
RECRUITMENT OF EFFICIENT AND QUALITATIVE CANDIDATES IN

GROUPS
1. Yes 76 59.4
2. No 52 40.6
TOTAL 128 100
INFERENCE:
The above table shows that recruitment of efficient and qualitative candidates in
groups 59.4% of the respondents said “yes” and accepts that the company has recruited
efficient and qualitative candidates in their groups and remaining 40.6% of the
respondents said “no”.
CHART No: 5.1.28
RECRUITMENT OF EFFICIENT AND QUALITATIVE CANDIDATES IN

GROUPS
CANDIDATES IN GROUPS
59.4%
60
50 40.6%
40
30
20
10
0
Yes No
5.2 CHI- SQUARE
ANALYSIS OF OPINION OF RESPONDENTS REGARDING
AGE AND EXPERIENCE.
TABLE No: 5.2.1
1. 18-25 Years 43 33.6
2. 26-35 Years 18 14.1
3. 36-45 Years 45 35.2
TOTAL 128 100
TABLE No: 5.2.2
1. 0-2 Years 33 25.8
2. 3-5 Years 37 31.3
3. 6-8 Years 28 21.9
TOTAL 128 100

HYPOTHESIS:
NULL HYPOTHESIS (H0):
There is no significance association between the age and experience.
ALTERNATIVE HYPOTHESIS (H1):
There is significance association between the age and experience.
TABLE No: 5.2.3
AGE AND EXPERIENCE OF THE RESPONDENTS.
EXPERIENCE
ITI/ TOTAL
SSLC HSC DIPLOMA UG/PG
18-25 33 10 0 0 43
RESPONDENTS
AGE OF THE
26-35 0 18 0 0 18
36-45 0 9 28 8 45
ABOVE 45 0 0 0 22 22
TOTAL 33 37 28 30 128
TABLE No: 5.2.4
CHI SQUARE TESTS
Asymp. Sig. (2-

Value DF sided)
Pearson Chi-Square 226.354a 9 .000

Likelihood Ratio 223.650 9 .000
Linear-by-Linear Association 106.746 1 .000
N of Valid Cases 128
INFERENCE:
From the SPSS it is generated significance value is less than 0.05. So reject the
alternative hypothesis and accepted the null hypothesis thus there is no significance
relationship between the age and experience of the respondents.
5.3 CORRELATION
SELECTION PROCEDURE AND INDUCTION TRAINING.
TABLE No. 5.3.1
3. Neutral 29 22.7
TOTAL 128 100
TABLE No: 5.3.2
OPINION TOWARDS INDUCTION TRAINING
2. Satisfied 32 25
3. Neutral 23 18
4. Dissatisfied 23 18
TOTAL 128 100

HYPOTHESIS:
There is no significant relationship between the selection procedure and

induction training.
There is a significant relationship between the selection procedure and induction

training.
TABLE No: 5.3.3

CORRELATION
Selection Procedure Induction Training
pearson correlation 1 .942

Procedure
Selection
sig. (2-tailed) .000
N 128 128
pearson correlation .942 1
Induction
Training
sig. (2-tailed) .000
N 128 128
CALCULATION
R=0.942
The correlation is the relationship between the selection procedure and induction
training in the company and the table value is .000. This indicates that the relationship
between the selection procedure and induction training. Form in the company is related to
each other. So null hypothesis is rejected and alternative hypothesis is accepted
INFERENCE:
Hence relationship between the selection procedure and induction training in the
company are strongly correlated.
5.4 ANOVA
AGE AND CONSIDERATION OF THEIR NEEDS AND

WANTS
TABLE No: 5.4.1
AGE
1. 18-25 Years 43 33.6
2. 26-35 Years 18 14.1
3. 36-45 Years 45 35.2
TOTAL 128 100
TABLE No: 5.4.2
NEEDS AND WANTS CONSIDERATION
1. Fully considered 46 35.9
2. Partially considered 34 26.6
3. Not at all 48 37.5
TOTAL 128 100

HYPOTHESIS:
There is no significant relationship between the age and consideration of their

needs and wants.
There is a significant relationship between the age and consideration of their

needs and wants.
TABLE No: 5.4.3

ANOVA
AGE Sum of Squares DF Mean Square F Sig.

Between Groups 136.365 2 68.183 368.900 .000
Within Groups 23.103 125 .185
TOTAL 159.469 127
TABLE No: 5.4.4
POST HOC TESTS
consideration of SUBSET FOR ALPHA = 0.05

their needs and wants.
N 1 2 3
Fully Consideration 46 1.07
Partially Consideration 34 2.56
Not At All 48 3.46

CALCULATION
Value = 40.667
Significant value =.000
Degree of freedom =4
INFERENCE:
Based on the result generated by SPSS it depicts that the significant value is 0.000
and it is lower than 0.05. So H0 is rejected and H1 is accepted. Hence there is a significant
relationship between the age and consideration of their needs and wants.
5.5 WEIGHETED AVERAGE
ANALYSIS OF THE VARIOUS FACILITES PROVIDED BY THE
COMPANY
TABLE No: 5.5.1
Factors Recruiter Recruiter Skill Recruiter Response To Recruiter

Knowledge Communication Candidate Motivation To
The
Candidate
X1 XW1 X2 XW2 X3 XW3 X4 XW4 X5 XW5
W
Excellent
5 30 150 35 175 44 220 38 190 29 145
Very Good
4 18 72 24 96 23 92 27 108 23 92
Good
3 50 150 39 117 20 60 22 66 34 102
Faire
2 12 24 21 42 29 58 24 48 24 48
Poor
1 18 18 9 9 12 12 17 17 18 18
TOTAL 128 414 128 439 128 442 128 429 128 405
C.W 3.722 3.638 3.240 4 3.398
RANK 4 2 1 3 5
INFERNCE:
From above table it is inferred that the respondents rank first place to recruiter
communication and second place recruiter skill and third place response to candidate and
fourth place recruiter knowledge to and fifth place to recruiter motivation to the
candidate.
ANALYSIS OF THE VARIOUS FACILITES PROVIDED BY THE
COMPANY
TABLE No: 5.5.1
Factors Right Candidates At Organizational Fulfillment Of
The Right Place,Time Goals Personal
And Job
W X1 XW1 X2 XW2 X3 XW3
STRONGLY 37 185 23 115 47 235

AGREE
AGREE 49 196 45 180 23 92
UNDECIDED 23 69 39 117 19 57
DISAGREE 12 24 12 24 23 46
STRONGLY 7 7 9 9 16 16
DISAGREE
TOTAL 128 481 128 445 128 446
C.W 3.722 3.638 3.240
1 3 2
RANK
INFERNCE:
From above table it is inferred that the respondents rank first place to right candidates at
the right place, time and job and second place fulfillment of personal and third place
organizational goals.
CHAPTER-VI
CHAPTER-VI
 Most (66.4%) of the respondents are male in the organization.
 The research identifies that 56.3% of the respondents are married.
 From the above study, it is inferred that 35.2% of the respondents are at the age
group of 36-45 years.
 The study shows that 31.3% of the respondents are having the work experience of
below 3-5 years.
 The Researcher noted that 32.8% of the respondents belong to the qualification of
SSLC.
 Majority of the respondents 47.7% are recruited based on need.
 Only 13.% of the respondents feel that the company recruits candidates from the
colleges.
 The researcher found that 29.7% of the respondents feels that the company uses
recruitment strategies effectively.
 Most 35.9% of the respondents says that the company always use internal
recruitment.
 The researcher found that 26.6% of the respondent company feels that strategies
for recruitment are very good and 25% of the respondents feels it is excellent.
 Most 34.4% of the respondents are satisfied with the selection process.
 Only 21.9 % of the respondents are facing 4 rounds in their interview process.
 The researcher found that 58.6 % of the respondents that they are able to cope up
with the rounds.
 The researcher found that 46.1 % of the respondents feel that selection rounds are
easy.
 Most of the respondents say that 42.2 % of the respondents are comfortable with
personal interview.
 Most 32 % of the respondents feel that the duration of the selection process is
short.
 Most 42.2% of the respondents feel that personal interview can be further
improved.
 The researcher found that 31.3 % of the respondents say that company always
describes the job profile in detail.
 The researcher found that 37.5% of the respondents responded that HR partially
considered the needs and wants.
 Most 38.3% of the respondents are highly comfortable with the terms and
condition of an appointment letter.
 The researcher found that 46.9% of the respondent said that the company fails to
fulfill the individual and personal goal.
 The study shows that the company often do reference check as per 31.3% of the
respondents.
 Most 25% of the respondents are satisfied with induction training conducted by
the company.
 Most 53.1% of the respondents said “yes” about the conduction of medical
examination.
 The researcher found that 43.8% of the respondents are satisfied with initial job
offer letter.
 Only 34.4% of the respondent says that “no” sufficient time was given for
accepting or rejecting the offer in the organization.
 Most 75% of the respondents said “yes” and accept that the company has
recruited efficient and qualitative candidates in their groups.
 From the chi-square, it is found that the significance value is 0.000 which is lesser
than 0.05, hence reject null hypothesis. Thus there is a significant association
between age and experience.
 From the correlation, it is found that the significance value is 0.000 which is
strongly correlated, hence we reject null hypothesis. Thus there is a significant
relationship between selection procedure and induction training.
 From the ANOVA, it is revealed that there is a significance value is 0.000 which
is lesser than 0.05, hence reject null hypothesis. Hence, there is a significance
difference between the age and consideration of their needs and wants.
SUGGESTIONS AND RECOMMENDATIONS
 It has been found that the company’s recruitment and selection process in terms of
personal interview, terms and conditions of the appointment letter and induction
training are highly comfortable from the employees’ point of view. Therefore it
has been suggested to the management to proceed with the same level of
satisfaction in the forth coming periods.
 The researcher found the reference check is not done on regular basis. Hence, the
company may make reference check as mandatory one. This will increase the
reputation of company in the external environment.
 The employees feel that duration allotted for accepting and rejecting the offer
letter is very short. Therefore, the management may provide the extension of
duration from one to two weeks. This will enable the candidates to take right
decision for accepting (or) rejecting the offer letter.
 The study reveals that the company recruits the candidates based on needs and
mostly they do internal recruitment. It has also been found that the company
utilizes very less number of candidates from the colleges. Therefore, the
management may use other form of recruitment strategies which includes
consultancy, reputed college, advertisement for the vacancy, etc. Through this the
management can invite more qualitative candidates for their recruitment process.
 It has been found the management has made mandatory of describing about job
profile in detail to the candidates at the time of recruitment. This strategy has been
found as attractive one among the employees of the organization. Thus, the
management may continue this strategy in future perspective.
 Few employees feel that they have faced nearly 4 rounds while majority of the
employees have faced only 2 rounds and it is also found that more importance is
given to the personal interview than other rounds. Therefore, it has been
suggested to the management to conduct common rounds for the candidates and
equal importance must be given to all the rounds. This will remove personal bias
from the candidates.
 The employees have shown positive attitude towards recruiting qualitative
employees in their group (or) team. It has left a positive impact on the morale of
the employees towards the company.
 Only half of the employees feel that their wants and needs are considered during
HR/personal interview. Hence, the management may consider few valid needs
and wants of the employees if not all.
CONCLUSION
This study is an outcome of the topic called “A Study on recruitment and selection
procedure adopted at Ganges Internationale (P), Ltd., Puducherry”. The survey is carried
out in the company called “Ganges Internationale (P), Ltd.,”
Recruitment and selection are getting very much importance these days in the
organization. It is very critical thing to evaluate the human resources.
It is systematic procedure that involves many activities. The process includes the
step like HR planning attracting applicant and screening them. It is very important
activity as it provides right people in right place at right time. If suitable employees are
selected which are beneficial to the organization it is at safe side but if decision goes
wrong it can be dangerous to the organization. So it is an activity for which HR
department gets very much importance.
The study has thrown an insight on the various factors responsible for recruitment
and selection process. It has exhibited many positive factors such as effective personal
interview, terms and condition of appointment letter, recruiting qualitative employees in
their groups and describing the job profile to the candidates during the recruitment with
this positive factor, the researcher concludes that the recruitment and selection process at
“Ganges Internationale (P), Ltd” is good. But the suggestion such as extending the
duration for accepting and rejecting offer letter, using other sources of recruitment,
regular reference check and common rounds for all the employees can further make the
process as excellent one.
ANNEXURE
i)QUESTIONNAIRE
ii) BIBLIOGRAPHY
(i) QUESTIONNAIRE
TOPIC: RECRUITMENT AND SELECTION PROCEDURES.
EMPLOYEE PERSONAL DETAILS:
1. Designation :
2. Gender : a) Male b) Female
3. Marital status : a)Married b) unmarried
4. Age : a) 18 -25 b) 26 – 35 c) 36 -45 d) above 45
5. Experience : a) 0 – 2 years b) 3 – 5 years c) 6 – 8 years d) Above 8 years
6. Qualification : a) SSLC b) HSC c) ITI/Diploma d) UG/PG
7. When does company recruit the candidate?
a) Based on need b) Based on vacancy c) Based on transfer
8. Through what means does company most of the time recruit the candidates?
a) By advertisement in local newspaper b) Through consultancy
c) Through colleges d) Through reference e) Through online
9. According to you does company use all the recruitment strategies effectively?
a) Always b) Often c) Sometimes d) Rarely e) Never
10. Whenever company does internal recruitment, are the vacancies declared
publically?
11. How do you feel about the recruitment strategies use by the company?
a) Excellent b) Very good c) Good d) Fare e) Poor
12. How satisfied are you with the selection process?
a) Highly satisfied b) Satisfied c) Neutral/Undecided e) Dissatisfied
f) Highly dissatisfied
13. In your interview how many rounds did you face?

a) 2 rounds b) 3 rounds c) 4 rounds
14. Were you been able to cope up with the rounds that you face to?
a) Yes b) No
15. What you feel about the selection rounds conducted by the company?
a) Easy b) Average c) Critical
16. Among the below given tests in which are you comfortable with?
a) Aptitude test b) Personal interview c) Practical test.
17. Rate the below given factors based on your opinion from the recruiter point of
view.
Factors Excellent Very good Good Fair poor
Recruiter knowledge
Recruiter skill
Recruiter communication
Response to the candidates
Recruiter motivation to the
candidate
18. What you feel about the duration of selection process?

a) Very lengthy b) Neither lengthy c) Short
19. Which of the following rounds to you think that must be improved?
a) Aptitude test b) Technical round c) Personal interview
20. During the recruitment and selection process does company describe in detail
about the job?
21. What you feel about the duration taken by the company for short listing the
candidates?
a) Very lengthy b) Neither lengthy c) Short
22. During the HR interview are all your needs and wants were taken into
consideration?
a) Fully considered b) Partially considered c) Not at all
23. How comfortable are you with the terms and condition of offer or appointment
letter?
a) Highly comfortable b) Uncomfortable c) Highly uncomfortable
24. Does offer or appointment letter fulfill your individual and personal goal?
a) Yes b) No
25. Does company make any reference check of candidates record?

26. What you feel about induction given to you after your selection?
a) Highly satisfied b) Satisfied c) Neutral e) Dissatisfied
27. Does company conduct any medical examination during the selection process?
a) Yes b) No
28. Are you satisfied with initial job offer proposed to you before giving the offer
letter?
a) Highly satisfied b) Satisfied c) Neutral e) Dissatisfied
29. Do you agree that the present recruitment and selection procedures have fulfilled
the below given aspects?
Strongly Undecid Strongly
Factors Agree Disagree
Agree ed disagree
Right candidates at the
right place, time and
job.
Fulfillment of
organizational goals
(in terms of profit and
satisfaction towards
Fulfillment of
personal and official
goals.
30. Were you been given sufficient time for accepting or rejecting the job offer?
a) Yes b) No
31. According to you has company recruited efficient and qualitative candidates in
your groups?
a) Yes b) No
(ii)BIBLIOGRAPHY
REFERENCE BOOKS:
 C.R. KOTHARI “ Research Methodology – Methos & Techniques” ,Repro India

Limited, Delhi, Publishers- New Age International (P) Ltd., New Delhi
 GARETH ROBERTS “Recruitment and Selection” Publisher Chartered

Institute of Personnel & Development; 2nd edition (June 1, 2005)
 ISLAM MD SHAJEDUL, AHSAN MD ALI “Recruitment and Selection

Process of Prime Bank Limited”
 GARERH ROBERTS “Recruitment And Selection” Publisher Jaico Publishing

House (2007)
 ADRIANA RIBEIRO “Recruiting and Selecting in a Diverse Workplace”

Publisher Lap Lambert Academic Publishing, Germany, 26 June 2010
 PRAMILA RAO “Executive Recruitment and Selection Practices” Publisher

VDM Verlag, July 16, 2009
 MARGARET DALE “A Manager's Guide to Recruitment & Selection”

Publisher Kogan Page February 1, 2004
 ROBERT WOOD, TIM PAYNE, TIM WOOD “Competency- Based

Recruitment and Selection” Publisher John Wiley & Sons, 9 April 1998
 HILARY FELLOWS “Recruitment and Selection: A Competency Approach”

Publisher Emerald Group Publishing Limited, Vol. 48 Iss: 6, pp.49 – 50
ARTICLES
 NEIL ANDERSON, VIV SHACKLETON, (1986) "Recruitment and Selection:

A Review of Developments in the 1980s", Personnel Review, Vol. 15 Iss: 4,
pp.19 – 26.
 MARILYN CARROLL, MICK MARCHINGTON, JILL EARNSHAW,

STEPHEN TAYLOR, (1999) "Recruitment in small firms: Processes, methods
and problems", Employee Relations, Vol. 21 Iss: 3, pp.236 – 250.
 Dora Scholarios, Cliff Lockyer, Heather Johnson, (2003) "Anticipatory

socialisation: the effect of recruitment and selection experiences on career
expectations", Career Development International, Vol. 8 Iss: 4, pp.182 – 197.
 MARIEKE VAN DEN BRINK, MARGO BROUNS, SIETSKE

WASLANDER, (2006) "Does excellence have a gender?: A national research
study on recruitment and selection procedures for professorial appointments in
The Netherlands", Employee Relations, Vol. 28 Iss: 6, pp.523 – 539.
 JERRY HALLIER, (2001) "Greenfield recruitment and selection: Implications

for the older worker", Personnel Review, Vol. 30 Iss: 3, pp.331 - 351
WEBSITES:
 www.webcrawler.com
 www.articlesbase.com
 https://docushare.sunderland.ac.uk
 www.docstoe.com
 www.gangesintl.com

A Study On Recruitment and Selection Procedures at M/S Ganges Internationale Pvt. LTD Puducherry

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A Study On Recruitment and Selection Procedures at M/S Ganges Internationale Pvt. LTD Puducherry

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A STUDY ON RECRUITMENT AND

SELECTION PROCEDURES AT M/s

Under the Guidance of

Mr. SASIKALA M.B.A

Department of Management Studies

In partial fulfillment for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

MANAKULA VINAYAGAR INSTITUTE OF TECHNOLOGY

DEPARTMENT OF MANAGEMENT STUDIES

This is to certify that the project work entitled “A STUDY ON

RECRUITMENT AND SELECTION PROCEDURES AT M/s GANGES

INTERNATIONALE PVT. LTD PUDUCHERRY” is a bonafide work done by

S.VINODINY [REGISTER No: 12MBA557] in partial fulfillment of the

requirement for the award of Master of Business Administration by Pondicherry

University during the academic year 2014.

GUIDE HEAD OF THE DEPARTMENT

Submitted for Viva-Voce Examination held on

CHAPTER TITLE PAGE No.

LIST OF TABLES iii

OBJECTIVES OF THE STUDY 14

NEED FOR THE STUDY 15

LIMITATIONS OF THE STUDY 17

III REVIEW OF LITERATURE 18

V ANALYSIS AND INTERPRETATIONS 41

FINDINGS OF THE STUDY

VI SUGGESTIONS AND RECOMMENDATIONS

I am extremely grateful to Our Principal Dr. S.MALARKKAN for providing

I express my sincere thanks and deep sense of gratitude to Head of the

I express my deep sense of gratitude to my guide Mr. SASIKALA, Assistant

I convey my heartiest thanks to Mr.RAJ KUMAR Human Resource Manager, of

This study is an outcome of the topic called “A study on recruitment and

Main objective of the study is the effectiveness of recruitment and selection

TABLE NO TABLE NAME PAGE NO

5.1.1 GENDER OF THE RESPONDENTS

5.1.2 MARITAL STATUS OF THE RESPONDENTS

5.1.3 AGE OF THE RESPONDENTS

5.1.4 EXPERIENCE OF THE RESPONDENTS

5.1.5 QUALIFICATION OF THE RESPONDENTS

5.1.6 OPINION TOWARDS RECRUITMENT OF THE

5.1.7 THE SOURCES USED BY THE ORGANISATION TO

5.1.8 OPINION TOWARDS RECRUITMENTS STRATEGY

5.1.9 OPINION TOWARDS INTERNAL RECRUITMENT

5.1.10 OPINION TOWARDS RECRUITMENT STRATEGIES

5.1.11 OPINION TOWARDS SELECTION PROCEDURE

RESPONDENTS FEEL TOWARDS INTERVIEW

5.1.13 COPE UP WITH THE ROUNDS

5.1.15 RESPONDENTS COMFORTABILITY TOWARDS

OPINION TOWARDS DURATION OF SELECTION

OPINION TOWARDS IMPROVEMENT IN THE

OPINION TOWARDS DESCRIPTION ABOUT THE

OPINION TOWARDS SHORT LISTING THE

OPINION TOWARDS CONSIDERATION OF THEIR

OPINION TOWARDS TERMS AND CONDITION OF

OPINION TOWARDS FULFILLING THEIR NEEDS

5.1.23 OPINION TOWARDS REFERENCE CHECK

5.1.24 OPINION TOWARDS INDUCTION TRAINING

5.1.25 MEDICAL EXAMINATION DURING THE

5.1.27 TIME ALLOTED TO THE CANDIDATES FOR

5.1.28 RECRUITMENT OF EFFICIENT AND

ANALYSIS OF OPINION OF THE RESPONDENT

ANLAYSIS OF OPINION OF THE RESPONDENTS

ANALYSIS OF OPINION OF THE RESPONDENTS