A

Project Report
On
Effectiveness of Recruitment andection Process in
Adecco India Private Limited

Submitted in Partial Fulfilment for the Degree of

Bachelor of Business Administration

S.S. JAIN SUBODH P.G (AUTONOMOUS) COLLEGE, JAIPUR

(2020-23)

SUBMITTED BY: SUBMITTED TO:

Jai Agarwal Dr. Devendra Kumar Sharma

B.B.A Sem IV Assistant Professor
Roll No. 2141084

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 CERTIFICATE

This is to certify that the Project Report entitled “EFFECTIVENESS OF RECRUITMENT

AND SELECTION PROCESS IN ADECCO INDIA PRIVATE LIMITED” is a record of
project work done independently by Mr. Jai Agarwal under my guidance and supervision and
that it has not previously formed the basis for the award of any degree, fellowship or associate
ship.

Dr. Devendra Kumar Sharma

Assistant Professor

S.S. Jain Subodh P.G. (Autonomous)

College Jaipur

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 DECLARATION

I, Jai Agarwal of BBA Sem IV hereby declare that the project work presented in this report is
my own work and has been carried out under the supervision of Dr. Devendra Kumar
Sharma of S.S Jain Subodh P.G(Autonomous) College.

This work has not been previously submitted to any other university for any examination.

Jai Agarwal (2141084)

S.S. Jain Subodh P.G. (Autonomous) College, Jaipur

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 ACKNOWLEDGEMENT

It is not often in life that you get a chance of appreciating and expressing your feelings in
black and white to thank the people who have been a crucial part of your successes, your
accomplishments, and your being what you are today. I take this opportunity to first of all
thank the Faculty at S.S. Jain Subodh P.G.(Autonomous)College, especially Prof. K.B.
Sharma, Principal, and Dr. Priti Gupta, Head, Department of BBA for inculcating and
instilling me the knowledge, learning, will-power, values and the competitiveness and
professionalism required by me as a management student.

I would like to give special thanks to Dr. Devendra Kumar Sharma for educating me silver
lining in every dark cloud. Her/His enduring efforts, guidance, patience and enthusiasm have
given a sense of direction and purposefulness to this project and ultimately made it a success.

I express my sincere and heartiest thanks to everyone who has contributed towards the
successful completion of the Project.

Last but not the least; I would like to thank my family: my parents for supporting me
spiritually throughout my life.

The errors and inconsistencies remain my own.

Jai Agarwal

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 CONTENT

Sr. No. Topic Page No.

Chapter 1 1.1 Introduction
1.2 Objective of the Study
1.3 Need for the Study 6-24
1.4 Scope of the Study
1.5 Limitation of the Study
1.6 Industry Profile
1.7 Company Profile
Chapter 2 Review of Literature 25-29
Chapter 3 Research Methodology
3.1 Research Design 30-32
3.2 Sampling Methodology
3.3 Data Collection Method
3.4 Statistical Tools
Chapter 4 Data Analysis and Interpretation 33-43
Chapter 5 5.1 Finding of the Study
5.2 Suggestion and Recommendation 44-47
5.3 Conclusion
5.4 Bibliography

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 CHAPTER I
1.1 INTRODUCTION

DEFINITION OF RECRUITMENT:
According to Edwin B. Flippo, “It is a process of searching for prospective
employees and stimulating and encouraging them to apply for jobs in an organisation.” He
further elaborates it, terming it both negative and positive. He says, “It is often termed positive
in that it stimulates people to apply for jobs, to increase the hiring ratio, i.e., the number of
applicants for a job. Selection, on the other hand, tends to be negative because it rejects a good
number of those who apply, leaving only the best to be hired.”

In the words of Dale Yoder, Recruitment is the process to “discover the sources of
manpower to meet the requirements of the staffing schedule and to employ effective measures
for attracting that manpower in adequate numbers to facilitate effective selection of an
efficient working force.”

Kempner writes, “Recruitment forms the first stage in the process which continues
with selection and ceases with the placement of the candidates. “In personnel recruitment,
management tries to do far more than merely fill job openings. As a routine the formula for
personnel recruitment would be simple i.e., just fill the job with any applicant who comes
along.

Joseph J. Famularo has said, “However, the act of hiring a man carries with it the
presumption that he will stay with the company-that sooner or later his ability to perform his
work, his capacity for job growth, and his ability to get along in the group in which he works
will become matters of first importance.” Because of this, a critical examination of recruitment
methods in use should be made, and that is the purpose of this chapter.

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MEANING:
Recruitment is a positive process of searching for prospective employees and
stimulating them to apply for the jobs in the organisation. When more persons apply for jobs
then there will be a scope for recruiting better persons.

Recruitment is the process of attracting prospective employees and stimulating them for
applying job in organization. The job-seekers too, on the other hand, are in search of
organisations offering them employment. Recruitment is a linkage activity bringing together
those with jobs and those seeking jobs. In simple words, the term recruitment refers to
discovering the source from where potential employees may be selected. The scientific
recruitment process leads to higher productivity, better wages, high morale, reduction in
labour turnover and enhanced reputation. It stimulates people to apply for jobs; hence it is a
positive process.

Recruitment is concerned with reaching out, attracting, and ensuring a supply of

qualified personnel and making out selection of requisite manpower both in their quantitative
and qualitative aspect. It is the development and maintenance of adequate man- power
resources.

This is the first stage of the process of selection and is completed with placement.

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MW Recruitment’s Process of Recruitment
Once you have engaged MW Recruitment, we will work through a structured process
to find the best possible solution to your recruitment need.

Step 1: Database Search

Over the years that we have spent in accounting and recruitment we have developed an
extensive database of high-quality candidates at all levels.

Step 2: Advertising
Advertising the role will also help us identify any new people in the market who might not be
registered with us. Our preferred method of advertising is via the internet. One important point
here is that we don’t on charge our client s for the advertising that we undertake.

Step 3: Networking and Referrals

One of our main sources of candidates is through our extensive networks within
professional bodies such as the CPA, ICAA. These networks also include sporting and social
groups both real and internet based. We firmly believe that good people know other good
people.

Step 4: Processing the applicants

All applicants are subject to screening and a rigorous interview process. Our interviews are
generally conducted by 2 consultants and during this process we use competency based and
behavioural questioning techniques to gain a true understanding of the candidates’ abilities.
We also take the time to give the individuals career advice and counselling so even if they are
unsuccessful in their application, they will have gained something through the process. After
the completion of the process the consultants prepare a detailed candidate Summary Report
that we submit to the client

Step 5: Submission and Interview

Once an applicant is deemed worthy of submission, we will send our Summary Report
and the candidates CV in their format. We will follow up the email with a call and arrange an
interview time suitable for both parties. One of our consultants will be available to attend the
interview if you require assistance or coaching in the interview process.

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Step 6: Feedback and Offer
When the interview is completed, we will take and give feedback to both parties. At
this stage we will also ensure that all the appropriate documentation including references have
been finalized and made available to you. If an offer is made, we will communicate the offer
on your behalf and then manage the process so that you get the best possible outcome.

Step 7: Commencement and Retention

When the candidate commences the role the consultant will keep in touch with you and
your new employees to ensure that both parties are meeting their obligations. We will continue
to stay in touch until the candidate has successfully completed their probation period. We can
also assist you in developing retention strategies to retain your new staff member.

Type of Recruitment:
There are several types of recruitment:
•Online recruitment.
•Principles of help wanted advertising.
•Executive recruiter.
•Using government job service.
•Campus recruiting.
•Referral and walk-ins as a source of candidate.
•Computerized employee database.
•Recruiting a more diverse work force.

Factors Influencing Recruitment

1. Size of the Enterprise:

The number of persons to be recruited will depend upon the size of an enterprise. A big
enterprise requires more persons at regular intervals while a small undertaking employs only a
few employees. A big business house will always be in touch with sources of supply and shall
try to attract more and more persons for making a proper selection. It can afford to spend more
amounts in locating prospective candidates. So, the size of an enterprise will affect the process
of recruitment.

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2. Employment Conditions:
The employment conditions in an economy greatly affect recruitment process. In under-
developed economies, employment opportunities are limited and there is no dearth of
prospective candidates. At the same time suitable candidates may not be available because of
lack of educational and technical facilities. If the availability of persons is more, then selection
from large number becomes easy. On the other hand, if there is a shortage of qualified
technical persons, then it will be difficult to locate suitable persons.

3. Salary Structure and Working Conditions:

The wages offered and working conditions prevailing in an enterprise greatly influence the
availability of personnel. If higher wages are paid as compared to similar concerns, the
enterprise will not face any difficulty in making recruitments. An organisation offering low
wages can face the problem of labour turnover.
The working conditions in an enterprise will determine job satisfaction of employees. An
enterprise offering good working conditions like proper sanitation, lighting, ventilation, etc.
would give more job satisfaction to employees and they may not leave their present job. On
the other hand, if employees leave the jobs due to unsatisfactory working conditions, it will
lead to fresh recruitment of new persons.

4. Rate of Growth:
The growth rate of an enterprise also affects recruitment process. An expanding concern will
require regular employment of new employees. There will also be promotions of existing
employees necessitating the filling up of those vacancies. A stagnant enterprise can recruit
persons only when present incumbent vacates his position on retirement.

IMPORTANCE OF RECRUITMENT
• Attract and encourage a good number of candidates to apply for the organisational
vacancies.
• Create a talent pool of prospective candidates that enables the selection of best
candidates to suit for the organisational need.
• Determine present and future organisational requirement taking into consideration of
personnel planning and job analysis activities.
• Links the employers with the potential employees.
• Increase potential candidates’ pool at less cost.

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 • Increases success rate of selection process by reducing the number of under qualified
or overqualified job applicants.
• Reduce the probability of leaving the organisation only after a short period of time,
once recruited and selected.
• Meet the organizations’ legal and social obligations maintaining its workforce
composition.
• Determine the appropriateness of the candidates by identifying and preparing potential
job applicants.
• Increase organizational and individual effectiveness regarding application of various
recruitment techniques and taping different sources of recruitment concerned.

Methods of Recruitment: Direct, Indirect and Third-Party Method

Some of the most important methods of recruitment are as follows:
1. Direct Method
2.Indirect Methods
3. Third Party Methods.

Recruitment methods refer to the means by which an organisation reaches to the

potential job seekers. In other words, these are ways of establishing contacts with the potential
candidates’ is important to mention that the recruitment methods are different from the sources
of recruitment.

The major line of distinction between the two is that while the former is the means of
establishing links with the prospective candidates, the latter is location where the prospective
employees are available. Dunn and Stephen have broadly classified methods of recruitment
into three categories.

These are:
1. Direct Method
2. Indirect Method
3. Third Party Method.
A brief description of these follows in seriatim.

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1. Direct Method:
In this method, the representatives of the organisation are sent to the potential
candidates in the educational and training institutes. They establish contacts with the
candidates’ seeking jobs. These representatives work in cooperation with placement cells in
the institutions Persons pursuing management; engineering, medical etc. programmes are
mostly picked up in this manner. Sometimes, some employer firms establish direct contact
with the professors and solicit information about students with excellent academic records.
Sending the recruiter to the conventions, seminars, setting up exhibits at fairs and using mobile
office to go to the desired centres are some other methods used to establish direct contact with
the job seekers.

2. Indirect Methods:
Indirect methods include advertisements in newspapers, on the radio and television, in
professional journals, technical magazines etc. This method is useful when:
(i) Organisation does not find suitable candidates to be promoted to fill up the higher posts
(ii) When the organisation wants to reach out to a vast territory, and
(iii) When organisation wants to fill up scientific, professional and technical posts.
The experience suggests that the higher the position to be filled up in the organisation, or the
skill sought by the more sophisticated one, the more widely dispersed advertisement is likely
to be used to reach to many suitable candidates. Sometimes, many organisations go for what is
referred to as blind advertisement in which only Box No. is given and the identity of the
organisation is not disclosed. However, organisations with regional or national repute do not
usually use blind advertisements for obvious reasons. While placing an advertisement to reach
to the potential candidates, the following three points need to be borne in mind:
1. First, to visualise the type of the applicant one is trying to recruit.
2. Second, to write out a list of the advantages the job will offer

3. Third Party Methods:

These include the use of private employment agencies, management consultants,

professional bodies/associations, employee referral/recommendations, voluntary organisations,
trade unions, data banks, labour contractors etc., to establish contact with the job- seekers.
Now, a question arises: which particular method is to be used to recruit employees in the
organisation? The answer to it is that it will depend on the policy of the particular firm, the

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position of the labour supply, the Government regulations in this regard and agreements with
labour organisations.
Notwithstanding, the best recruitment method is to look first within the organisation.

DEFINTION OF SELECTION

The Selection is a process of picking the right candidate with prerequisite qualifications and
capabilities to fill the jobs in the organization.
Selection is defined as a process which differentiates between job applicants to filter and hire
those who can achieve greater success in the job.
Selection is the screening and filtering process of job applicants who have been invited to
apply for the vacant positions through which the process comes to an end.
Selection is the process of choosing form the candidates, from within the organization or from
outside, the most suitable person for the current position or for the future positions.

SELECTION PROCESS:

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The various steps in selection procedure are given as follows:
1. Inviting applications:
The prospective candidates from within the organization or outside the organization are called
for applying for the post. Detailed job description and job specification are provided in the
advertisement for the job. It attracts a large number of candidates from various areas.
2. Receiving applications:
Detailed applications are collected from the candidates which provide the necessary
information about personal and professional details of a person. These applications facilitate
analysis and comparison of the candidates.
3. Scrutiny of applications:
As the limit of the period within which the company is supposed to receive applications ends,
the applications are sorted out. Incomplete applications get rejected; applicants with un-
matching job specifications are also rejected.
4. Written tests:
As the final list of candidates becomes ready after the scrutiny of applications, the written test
is conducted. This test is conducted for understanding the technical knowledge, attitude and
interest of the candidates. This process is useful when the number of applicants is large.
5. Psychological tests:
These tests are conducted individually and they help for finding out the individual quality and
skill of a person. The types of psychological tests are aptitude test, intelligence test, synthetic
test and personality test
6. Personal interview:
Candidates proving themselves successful through tests are interviewed personally. The
interviewers may be individual or a panel. It generally involves officers from the top
management.
The candidates are asked several questions about their experience on another job, their family
background, their interests, etc. They are supposed to describe their expectations from the said
job. Their strengths and weaknesses are identified and noted by the interviewers which help
them to take the final decision of selection.
7. Reference check:
Generally, at least two references are asked for by the company from the candidate. Reference
check is a type of crosscheck for the information provided by the candidate through their
application form and during the interviews.

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8. Medical examination:
Physical strength and fitness of a candidate is must before they take up the job. In-spite of
good performance in tests and interviews, candidates can be rejected on the basis of their ill
health.

1.2 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES
A study on Effectiveness of Recruitment and Selection system with special reference
to Adecco India Private limited.

SECONDARY OBJECTIVES
• To understand the current Recruitment Policies being followed at Adecco India Private
limited.
• To study the different methods of recruitment carried out at Adecco India Private
limited
• To find out whether the employees are satisfied with the recruitment process of Adecco
India Private limited
• To find the relationship whether jobs offered based on qualification to the employees
in the organization.
• To determine key employee skill gauges, like academic record, socio-economic
conditions, overall work experience and experience in a specific field.
• To identify the average time spent for selection process carried out by Adecco India
Private limited
• To evaluate the various recruitment and selection techniques which include interviews,
group tests, psychological tests, intelligence tests, technical tests and others.
• To suggest appropriate Measures for improving Recruitment and Selection process in
three industries under study

1.3 NEED FOR THE STUDY

• Determine the present and future requirement of the organization personnel-planning
and job analysis activities.

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 • Analysis of manpower budget analysis of the for the recruitment in the recruitment
process
• To identify general practices that organizations use to recruit and select employees.
• To determine which recruitment and selection practices are most effective.
• To determine how the recruitment and selection practices affect organizational
outcomes.
• To attract people with multi-dimensional skills and experiences that suit the present
and future organizational strategies so as to obtain a pool of suitable candidates for
vacant posts.
• To infuse fresh blood at all levels of the organization.
• To develop organizational culture that attracts competent people to the company.
• To ensure that all recruitment activities contribute to company goals.
• To conduct recruitment activities in an efficient and cost-effective manner

1.4 SCOPE OF THE STUDY

This study helps to make decision in selecting the right candidates for the right job. This study
helps the organization to study the area of problem and suggest ways to improve the
recruitment and selection process. This study focuses on understanding recruitment and
selection process. The present research is confined to study the recruitment and selection
process followed at Adecco India Private limited. The study reveals the recruitment and
selection process followed in the organization.
• Whether employees are satisfied with the recruitment process?
• Is the organization is providing ethical process for recruiting employees?

1.5 LIMITATION OF THE STUDY

• The study engrosses only a part of total number of employees at Right Cons
Services India Private limited
• Research was to be conducted maintaining the decorum of the company.
• Employees were busy in their work so they did not spend much time in respond
openly to the question asked.
• Due to time constraint the in-depth study could not be conducted.

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 • The information collected from the employees may not be 60 percent true they
may some false because of some company rules.
• The data was collected only on current working employees not an employee
who left the organization.

1.6 INDUSTRY PROFILE

Consultancy Industry
Consultancy is the process of advising companies (clients) on the practices that will
improve performance, increase efficiency, save money or generate money within their
business; consultants produce plans after a review of operations and strategy and are then
responsible for implementing these proposals and training employees accordingly. There are
many different kinds of consultancy, from Management to HR and IT to Strategy. Within each
subsector there are different industry practices, but all have a similar overall goal: to add value
to a client's business in response to a specific brief.

The largest consultancy firms are household names such as KPMG, Deloitte and PWC. There
are also many smaller, niche firms that take advantage of providing a targeted offering to their
clients.

Career path
The traditional route into consultancy has been for an individual to gain commercial
experience with which to apply to a specialised consultancy role. However, over the last few
years companies have increasingly recruited top graduates into entry level positions in order to
train them up in-house. The AGR (Association of Graduate Recruiters) Graduate Recruitment
Survey 2008 confirms this, citing that 7.2% of all graduate vacancies are in the consultancy or
business services arenas.

Here at the GRB we have seen that graduate consultancy jobs are becoming more
appealing to grads who see the field as an alternative to entering the Banking and Finance
sector. It can offer the same kind of intellectual challenge, with similar financial
rewards. Furthermore, a career in consultancy offers a graduate the opportunity to actually use
the transferable skills they gained during their degree (something many grads tell our GRB

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consultants they are looking for). Analytical skills, presentations skills, numeracy and
communication skills are all essential requirements to make a successful consultant. Because
it is such a broad sector, no two graduate consultancy jobs are instantly comparable - however
there are certain activities that most types of consultants will perform. On a day-to-day basis a
graduate consultant might;

- Interview clients and clients' employees to assess a business situation

- Organise and attend conference calls and client meetings
- Collate data and build models Assist with process mapping
- Formulate workplans
- Create clear presentations of complex information
- Build tools and systems for clients
- Client training
- Carry out trouble shooting final solutions

A consultancy career can be challenging and rewarding in equal measure. Graduates

will get the opportunity to utilise the transferable skills they picked up at university whilst
enjoying the perks of working in a big firm. Consultants will have to get on with long working
hours and constantly traveling away from home.

A consultancy career can be challenging and rewarding in equal measure. Graduates

will get the opportunity to utilise the transferable skills they picked up at university whilst
enjoying the perks of working in a big firm. Consultants will have to get on with long working
hours and constantly traveling away from home. Graduates will start their consultancy career
at 'analyst' level, a supporting role to an established management consultant, researching or
actioning data driven requests. Client facing work can also be required at this stage when a
new recruit is charged with processing data presenting it in a user-friendly format to the
business. You might be responsible for number crunching at this stage but will soon move on
to the strategic consultancy side of the business. Most consultancies are meritocratic
environments, where the individual is responsible for their own success. Progress through the
ranks can be swift, but graduates must understand that they first have to learn and master the
trade. The ultimate goal for many consultants is to make partner of the firm, or to break out in
their own specialist or niche consultancy.

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Qualifications and skills needed
The sector is competitive for graduate entry, with the top employers demanding high
achieving candidates with strong academic backgrounds. In their careers guide, the MCA
(Management Consultancies Association) advise that:

The strategy houses, for example, will take a few of the highest fliers of their year -
typically candidates who have achieved a 2.1 or first-class degree from one of the most
prestigious universities - and usually with a strong numerical basis to their academic
background. Most degree disciplines can be transferred to make a successful graduate
consultant, but students from IT, Economics, Mathematics and other numerate subjects may
find it easier to specialise earlier on in their consultancy careers. Languages can also be a
particular advantage, as many organisations operate internationally and need good
communicators to build on global relationships. Any work experience gained within the sector
is invaluable. An internship, a placement, even a week's work-shadowing would make a
graduate application more desirable. Most of all, graduates must display the certain personality
that is required to be an effective consultant; these include a savvy, clued up nature, the ability
to work at pace and the consistency to always produce accurate, thorough work.
Management consultants must be skilled at conducting research and analysing it.
Research means collecting raw data from a variety of sources including the client's computers,
trade associations in the client's industry, government agencies, and, perhaps most importantly,
surveys and market studies that you devise and implement yourself. It also means interviewing
people to gather anecdotal information and expert opinion. The interviewees may be anyone,
from industry experts to the client's top executives to the client's lowest-level employees. All
this data must then be analysed, using tools from spreadsheets to your own brain. The idea
here is to spot behaviour patterns, production bottlenecks, market movements and other trends
and conditions that affect a client's business.
Your ultimate job is to improve the client's business by effecting changes in response
to your analysis. That's the hard part, because it involves convincing the client to accept your
recommendations, often in the face of opposition from client executives who resent outsiders
upstaging them with the boss or resistance from company employees who have something to
lose from change. To succeed you'll need excellent people skills and the ability to put together
a persuasive PowerPoint presentation. Finally, you'll need the ability to handle disappointment
if your solution fails or the client decides not to even try implementing in one good thing about
the advice business: Companies always seem to want more. As evidence, the consulting

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industry has been on a sustained growth binge for well more than a decade. One other thing
about the consulting business: The product really is the people, and firms compete on the basis
of who's the smartest and the hardest working. As a result, each firm wants to hire the best and
the brightest. If you're one of them-you probably know if you are-you'll have a good shot at
landing one of these competitive jobs.

1.7 COMPANY PROFILE

Founded in 1999 by Dr. K. CHANDRASEKARAN, ADECCO INDIA Consultants is the
pioneer of organised recruitment services in India. Over the years, we have acted as preferred
recruitment partners to multinationals and leading Indian businesses to emerge as the leading
recruitment brand nationally. This combined with our role as trusted consultants for Indian
professionals translates into our core capability - Building Careers, Building Organisations.
ADECCO INDIA roots in management consulting enable us to bring a unique
approach to recruitment. Our focus has always been on middle and senior management talent
needs. We recruit across various industry segments for multinational corporations as well as
leading Indian business houses and in the past 24 years, we have helped shape the careers of
over 50,000 professionals.
Our organisation network includes offices spread across 8 major Indian cities and an
international presence in Dubai. We have over 350 consultants who bring with them over
2400-man years of experience with leading Indian and international companies. We operate
through domain-specialist teams spread across the country, providing customized recruitment
solutions across 16 industry verticals.
ADECCO INDIA is proud of its long-standing relationships in the industry and the
fact that 75% of its revenue comes from its existing clients, which is a testimonial of happy
clients.

SERVICES
We offer proactive services that are bespoke to cater the diverse needs of our
customers. The services we extend are:
Executive Search
Permanent Staffing
Outsourcing

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 Training
Whether you are looking for a CEO, CXO, CFO or any other key roles, you have reached
the right place. Today companies are increasingly turning to specialised search firms to
help them find leaders who can take them to newer heights. We have what it takes to help
you hire the right persons and much more than just retained search.

Executive Search
We would take on specific executive search assignments at senior level based on
a thorough understanding of the job specifications, organization culture and other critical
attributes required for the specific position. These assignments would be handled by our
Executive search team with excellent network and experience to look for the right
candidate for any given role. Our search team would specifically head hunt profiles and
submit the same to the Organization after preliminary interviews. We also provide referral
checks with detailed comments on the candidates’ profiles and maintain contact with the
candidate/s till such time that they join duty.

Permanent Staffing
In the recruitment domain, we provide Database selection, Advertised selection,
Turnkey recruitment solutions and Campus recruitment. CARPEL offers you recruitment
support for permanent positions through the following activities:

Database Selection
CARPEL activities would involve resume aggregation from our databank,
validation by way of preliminary interviews and reference checks prior to the presentation of
final candidates to the client. We would maintain contact with the candidate/s till such time
that they join duty.

Advertised Selection
We would take on specific advertised positions based on the urgency of the job
and provide back-end resources for
 Co-ordination for advertisement approval,
 Release of advertisement,
 Short-listing the resumes,

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  Conducting preliminary interviews,
 Co-ordinate final interviews and  Follow up on joining.
 Provide a structured MIS report on process
However, this would be for specific positions and not for mass recruitment
on a large scale. For advertised positions the cost of the advertisement will be borne
upfront by the client.

Turnkey Solution
CARPEL Services caters to large-scale recruitment needs of a client through
Turnkey Solutions. Our time and budget bound approach, which combine database
selection, advertised selection and executive search effectively fulfils the client
requirements. The process is customized to client needs and encompasses the following:
 Resume validation
 Administering tests
 Interview coordination
 Customized Analysis and Reports

Campus Recruitment
CARPEL Services caters to large-scale fresher’s recruitment to the client
through Campus Recruitment process. We provide on campus, off-campus drives across
PAN India. The process is customized to client needs.
Outsourcing
 Payroll
 Administration
Training
 Technical Training
 Soft skills Training
 Management Training
 Career Development
Add-on Services
 Reference Checking
 Original Certificate Checking
 IQ / EQ Tests

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  MAPP Assessments
Industry Practices
CARPEL Executive Search provides expert services across a spectrum of
verticals and our search consultants possess experienced backgrounds and specific
expertise in the expansive range of industries, sectors and functional areas. The CARPEL
team has a successful testimony of closing complex retained search mandates in diverse
industries. With proficiency in executive recruitment services across verticals. Thorough
research and accurate mapping of interests of both, our clients, as well as our candidates,
is what sets us apart. Effective executive recruitment consulting requires hands-on
experience in the markets we serve.

We have a range of clients from the below industries

 Technology & Communications
- Information Technology companies
- ITES / Business Process Outsourcing companies
- Telecom Companies
- Media Companies
- Communication Firms

 Financial Services
- Insurance companies
- Retail banks
- Corporate banks
- Investment banks
- Private equity firms

 Retail & Consumer Products

- Retail Companies
- FMCG Companies

 Automotive & Industrial Services

- Automobile Component makers
- OEM Companies

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 - Chemical Companies
- Tire Manufacturing Companies
- Textile Companies

 Engineering, Manufacturing, Process & Infrastructure (EMPI)

- Power Companies
- Engineering Companies
- Infrastructure Companies
- Construction Companies

 Educational Institutions
- Schools
- Colleges
- Universities
- Corporate

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 CHAPTER II

REVIEW OF LITERATURE

According to Korsten (2013) and Jones et al. (2013), Human Resource Management
theories emphasize on techniques of recruitment and selection and outline the benefits of
interviews, assessment and psychometric examinations as employee selection process. They
further stated that recruitment process may be internal or external or may also be conducted
online. Typically, this process is based on the levels of recruitment policies, job postings and
details, advertising, job application and interviewing process, assessment, decision making,
formal selection and training (Korsten 2013).

Jones et al. (2013) suggested that examples of recruitment policies in the healthcare,
business or industrial sector may offer insights into the processes involved in establishing
recruitment policies and defining managerial objectives. Successful recruitment techniques
involve an incisive analysis of the job, the labour market scenario/ conditions and interviews,
and psychometric tests in order to find out the potentialities of job seekers. Furthermore, small
and medium sized enterprises lay their hands on interviews and assessment with main concern
related to job analysis, emotional intelligence in inexperienced job seekers, and corporate
social responsibility. Other approaches to selection outlined by Jones et al. (2013) include
several types of interviews, role play, group discussions and group tasks, and so on. Any
management process revolves around recruitment and failure in recruitment may lead to
difficulties and unwanted barriers for any company, including untoward effects on its
profitability and inappropriate degrees of staffing or employee skills (Jones et al. 2013). In
additional, insufficient recruitment may result into lack of labour or hindrances in
management decision making, and the overall recruitment process can itself be advanced and
amended by complying with management theories. According to these theories, the
recruitment process can be largely enhanced by means of Rodgers seven point plan, Munro-
Frasers five-fold grading system, personal interviews, as well as psychological tests (Jones et
al. 2013).

Price (2014) in his work Human Resource Management in a Business Context,

formally defines recruitment and selection as the process of retrieving and attracting able

25
applications for the purpose of employment. He states that the process of recruitment is not a
simple selection process, while it needs management decision making and broad planning in
order to appoint the most appropriate manpower. There existing competition among business
enterprises for recruiting the most potential workers in on the pathway towards creating
innovations, with management decision making and employers attempting to hire only the best
applicants who would be the best fit for the corporate culture and ethics specific to the
company (Price 2014). This would reflect the fact that the management would particularly
shortlist able candidates who are well equipped with the requirements of the position they are
applying for, including team work. Since possessing qualities of being a team player would be
essential in any management position

Barber (2014) defines Employee recruitment as “practices and activities carried on by

an organization for the purpose of identifying and attracting potential employees”. Many large
corporations have employee recruitment plans that are designed to attract potential employees
that are not only capable of filling vacant positions but also add to the organization’s culture.

Dessler (2015) found in his study that the Recruitment and selection forms a core part
of the central activities underlying human resource management: namely, the acquisition,
development and reward of the workers. It frequently forms an important part of the work of
human resource managers – or designated specialists within work organizations. However,
and importantly, recruitment and selection decisions are often for good reason taken by non-
specialists, by the line managers. Recruitment and selection also have an important role to play
in ensuring worker performance and positive organizational outcomes

Burton (2015) in his study of recruitment and selection practices in the USA, found
that approximately 25 percent of respondent organizations conducted validation studies on
their selection methods. Furthermore, in a rating of various selection methods, those perceived
to be above average in their ability to predict employees' job performance included work
samples, references/recommendations, unstructured interviews, structured interviews and
assessment centres.

According to Kaplan and Norton, (2015) a common problem in recruitment and

selection is poor HR planning. Rigorous HR planning translates business strategies into

26
specific HRM policies and practices. This is particularly so with recruitment and selection
policies and practices. The key goal of HR planning is to get the right number of people with
the right skills, experience and competencies in the right jobs at the right time at the right cost.
Past research shows that the competency level of HR managers has a major influence on
recruitment and selection and experienced HR experts within the HR department will not only
shorten vacancy duration, but also improve the quality of the applicants. Moreover, effective
recruitment and selection is possible only if there is a dedicated and competent HR team.

Whitmell Associates (2015) observed that the extent of recruitment and selection
strategy integration can be gauged through four distinctive indicators. These indicators are: the
timely supply of an adequately qualified workforce, effective job analysis and descriptions,
effective selection, and the involvement of line managers in the recruitment and selection
practices. A key source of uncertainty in the business strategy implementation is whether there
is a timely supply of adequately qualified people, and to a great extent this uncertainty
involves the quality of employees. An organization can successfully eliminate this uncertainty
if its recruitment and selection policies and practices are strategically integrated with the
business.

Ongori Henry and Termtime Z (2015) say that in their paper the recruitment and
selection practises of the small and medium enterprises and make them to improve their HR
practices (R.D.Omolo, 2012). French says that the importance of certain selection and
recruitment activities in the organizations (G.R.French, 2012). Among recruitment sources
Bernardin say that internal source of recruitment is effective compared to the external source
(H. John,2003). Decker & Cornelius say that compared to the traditional recruiting sources the
modern sources like referrals, casual applicants and direct approaches will benefit at large (L.
Barclay,1985) (Cappelli, 2001). Selection procedure also should be in application to the
modern techniques (Smith, 2001). The literature says that employers are doing the traditional
method of recruiting rather than the modern technologies (Schmidt, 1998). Chris Piotrowski
and Terry Armstrong say that in their article that around all the organizations are using
traditional recruitment sources and 30% of organizations are screening candidates honestly
(Armstrong, 2006). According to SHRM (Society for Human Resource Management) says
that 15% joined in the organizations are placing false resume (Gusdorf, 2008). Some of the

27
employers select the candidates with discrimination was not supposed to be done in the
organizations (Founding, 2009).

Work of Bratton & Gold (2015) suggest that organizations are now developing
models of the kind of employees they desire to recruit, and to recognize how far applicants
correspond to their models by means of reliable and valid techniques of selection.
Nonetheless, the researchers have also seen that such models, largely derived from
competency frameworks, foster strength in companies by generating the appropriate
knowledge against which the job seekers can be assessed. However, recruitment and selection
are also the initial stages of a dialogue among applications and the company that shapes the
employment relationship (Bratton & Gold 2015). This relationship being the essence of a
company's manpower development, failure to acknowledge the importance of determining
expectation during recruitment and selection can lead to the loss of high-quality job seekers
and take the initial stage of the employment relationship so down as to make the
accomplishment of desirable HRM outcomes extremely difficult. In the opinion of Bratton and
Gold (2015), recruitment and selection practices are essential characteristics of a dialogue
driven by the idea of "front-end" loading processes to develop the social relationship among
applicants and an organization. In this relationship, both parties make decisions throughout the
recruitment and selection and it would be crucial for a company to realize that high-quality job
seekers, pulled by their view of the organization, might be lost at any level unless applications
are provided for realistic organization as well as work description.

Taher et al. (2015) carried out a study to critique the value-added and non-value
activities in a recruitment and selection process. The strategic manpower planning of a
company, training and development programme, performance appraisal, reward system and
industrial relations, was also appropriately outlined in the study. This study was based on the
fact that efficient HR planning is an essence of organization success, which flows naturally
into employee recruitment and selection (Taher et al. 2015). Therefore, demand rather than
supply must be the prime focus of the recruitment and selection process and a greater
emphasis must be put on planning, supervising and control rather than mediation. Extending
this principle, a realistic approach to recruitment and selection process was demonstrated, and
the study found that an organization is efficient only when the value it commands exceeds the
price involved in determining the process of decision making or product. In other words,

28
value-added and non-value-added activities associated with a company's recruitment and
selection process impacts its role in creating motivated and skilled workforce in the country
(Taher et al. 2015). Thus, the study identified the waiting time, inspection time and filing time
as non-value-added tasks and the cost of advertisement as the only value-added activity in the
overall process. Taher et al. (2000) investigated the recruitment and selection section of
Bangladesh Open University. It was found that whenever the recruitment and selection
department of BOU received a recruitment request of new applicants from other sections, the
officials failed to instantly advertise the vacancy in various media. The university had to
follow some long sequential steps prior to doing so. After the vacancy is publicly advertised,
what followed were the bureaucratic formalities and complications together with inspection
and supervision by two departments thereby causing unnecessary waiting in the recruitment
and selection process that eventually increases the cost of recruitment by keeping the
organization's image at stake. The study also witnessed some amount of repetition taking place
at every step of recruitment where the applications of applicants circulating around too many
departments for verifications. This repetitive work tends to engage unnecessary persons for a
single task that results in unnecessary delay in the decision and unjust wastage of manpower.

29
 CHAPTER III

RESEARCH METHODOLOGY
Research means a search for knowledge. It refers to scientific and systematic research
pertinent information on a specific topic. Research methodology is a way to systematically
solve the problem. In this the researcher studies about the various steps that are generally
adopted in studying is research problem along with logic behind them. Research methodology
has many dimensions and research methods to constitute the part of the research methodology.
It is necessary for the researcher to know not only the research methods/techniques, but also
the methodology.

3.1 RESEARCH DESIGN

A research design is purely and simply the framework or plan for a study that guides
the collection and analysis of data. It is a blue print that is followed in completing a study.

DESCRIPTIVE RESEARCH DESIGN

Descriptive research design is called explanatory design. This describes the

demographic characteristics of employers who are attending training program. Descriptive
studies are undertaken in many circumstances. When the researcher is interested in knowing
the characteristics of certain groups such as age, occupation, experience etc, a descriptive
study is necessary. Hence the researcher has chosen descriptive research method for the study.

3.2 SAMPLING METHODOLOGY

a) Sampling Unit:

In this research, we have taken survey from Employees from Adecco India private
limited.
b) Sample Size:

A total of 50 Employees were chosen for the study.

c) Sampling technique: Convenience Sampling:

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It is a non-probability sampling in which samples are drawn at convenience of the researcher .

3.3 DATA COLLECTION METHODS

 Primary Data

Primary data are generated by a study specifically designed to accommodate the needs of the
problem at hand. The methods used were direct survey from the Employees.

 Secondary Data

Secondary data are those, which are not collected specifically for solving the problem
currently being investigated. Here secondary data were collected from the records available in
the company and through the internet.

 Questionnaire

A structured questionnaire was prepared using close ended questions with various scaling
techniques.

3.4 STATISTICAL TOOLS:

1. Percentage Analysis
2. Chi square Analysis
3. Reliability Test

PERCENTAGE (%) METHOD

% Refers to a special kind of ratio. % Is used in making comparison between two or more
serried of data, % are used to describe relationship. It can be used to compare the relative
terms, the distribution of two or more series of data.

% Of Respondents = (No. of respondents/Total) * 100

RELIABILITY TEST

It refers to the degree to which a test is consistent and stable in measuring what it is intended
to measure. Cronbach’s alpha is a measure used to assess the reliability, or internal

31
consistency, of a set of scale or test items. Reliability tests, like Cronbach’s alpha, are most
commonly used to see if questionnaires with multiple scale questions are reliable. These
questions are designed to measure latent variables. A latent variable is a hidden or
unobservable variable, like a person’s conscientiousness, neurosis or openness

CHI – SQUARE ANALYSIS

The objective of the chi-square test is to determine whether real of significant differences exist
among the various groups. Chi-square rest involves comparison of expected frequency (Ei)
with observed frequency (Oi). To determine whether the difference between the two in greater
than which might occur by chance.

There are 5 steps in using chi-square test.

1. The difference between each observed frequency and each expected frequency is computed.
2. The differences are squared.
3. Each squared difference is divided by its respective expected frequency.
4. Their quotient is added together to obtain the computed chi-square.
5. This computed value is then compared to tabulated chi-square.

If the computed X2 values are greater than the tabulate X2 values at the predetermined level
of significance and degree of freedom, the hypothesis rejected. On the other hand, if calculated
X2 value is less the tabulated values, the hypothesis is accepted. The formula is

X2 = [(O-E) 2] / E
Were,
X2 = Chi-square

32
O = Observed frequency
E = Expected frequency

CHAPTER-IV

DATA ANALYSIS AND INTERPRETATION

4.1 PERCENTAGE ANALYSIS

4.1.1. TABLE SHOWING THE PERCENTAGE OF AGE GROUP

PARTICULARS NO. OF RESPONDENCE PERCENTAGE

15 - 20 years 5 10

21 - 25 years 17 34

26 - 30 years 18 36

above 31 years 10 20

Total 50 100

Source: primary data.

4.1.1. CHART SHOWING THE PERCENTAGE OF AGE GROUP

PERCENTAGE OF AGE

20 10

34

36

15 - 20 years 21 - 25 years 26 - 30 years above 31 years

33
Inference: From the table it is found that 10% belongs to 15-20 years, 34% belongs to 21-25
years, 36% belongs to 26-30 years and 20% belongs to above 31 years of age respondents.

4.1.2. TABLE SHOWING THE PERCENTAGE OF GENDER

PARTICULARS NO. OF RESPONDENCE PERCENTAGE

Male 33 66

Female 17 34

Total 50 100

Source: primary data

4.1.2. CHART SHOWING THE PERCENTAGE OF GENDER

PERCENTAGE OF GENDER

34

66

male female

Inference: From the table it is observed that 66% belongs of male and 34% belongs to female

respondent.

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 4.1.3. TABLE SHOWING THE PERCENTAGE OF EXPERIENCE:
PARTICULARS NO. OF RESPONDENCE PERCENTAGE

0-5years 5 10

5-10years 15 30

10-15years 20 40

Above 15 years 10 20

Total 50 100

Source: primary data

4.1.3. CHART SHOWING THE PERCENTAGE OF EXPERIENCE

percentage of Experience

40
40 30
30 20
20 10
10
percentage
0
0-5 years 5-10 years 10-15 years Above 15 years

35
Inference: From the table it indicates that 10% belongs to 0-5 years, 30% belongs to 5-10
years, 40% belongs to 10-15 years and 20% belongs to above 15 years of experience
respondents.

4.1.4 TABLE SHOWS THAT PERCENTAGE OF JOB OPENING

WEBSITE IN ADECCO INDIA PRIVATE LIMITED
PARTICULARS NO. OF RESPONDENCE PERCENTAGE

Job website portal 10 20

Employee Reference 25 50

Consultancy 15 30

Total 50 100

percentage of job opening

20
30

50

Job website portal Employee Reference Consultancy

Inference: From the table it is estimated that 20% refer job website portal, 50% belongs to
employee reference and 30% refer to consultancy respondents.

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 4.1.5 TABLE SHOWING THE PERCENTAGE OF JOB OPENING IN
ADECCO COMPANY PRIVATE LIMITED.
PARTICULARS NO. OF RESPONDENT PERCENTAGE

Very informative 10 20

Informative 25 50

Somewhat informative 15 30

Total 50 100

Source: primary data.

4.1.5 CHART SHOWING THE PERCENTAGE OF JOB OPENING IN

ADECCO COMPANY PRIVATE LIMITED.

percentage of job opening adecco

20
30

50

Very informative Informative somewhat informative

Inference: From the table it is estimated shows that 20% belongs to very informative, 50%
belongs to informative and 30% belongs to somewhat informative respondent

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 4.1.6 TABLE SHOWING THE PERCENTAGE OF TIME DURING
RECRUITMENT

PARTICULARS NO. OF RESPONDENT PERCENTAGE

Aptitude test 15 30

Projective test 15 30

Psychometric test 12 24

Judgement test 8 16

Total 50 100

Source: primary data.

4.1.6 CHART SHOWING THE PERCENTAGE OF TIME DURING

RECRUITMENT

percentage of time recruitment

16
30

24

30

Aptitude test Projective test psychometric test judgement test

Inference: From the table it is inferred that 30% belongs to aptitude test, 30% belongs to
projective test, 24% belongs to psychometric test and 16% belongs to judgement test
respondents.

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 4.1.7 TABLE SHOWING AVERAGE TIME SPENT BY HR
DEPARTMENT CANDIDATE DURING RECRUITMENT
PARTICULARS NO. OF RESPONDENCE PERCENTAGE

10 minutes 7 14

10 to 20 min 16 32

20 to 30 min 17 34

More than 30min 10 20

Total 50 100

Source: primary data

4.1.7 TABLE SHOWING AVERAGE TIME SPENT BY HR

DEPARTMENT CANDIDATE DURING RECRUITMENT

percentage of average time recruitment

34
32
35

30

25 20
20
14
15

10

0
10 minutes 10 to 20 min 20 to 30 min More than
30 min

Inference: From the table is observe that 14% belongs 10 minutes, 32% belongs to 10 to 20
minutes, 34% belongs to 20 to 30 minutes and 20% belongs to more than 30 minutes of
respondents.

39
 4.1.8 TABLE SHOWING ON THE KIND OF VERIFICATION DURING
TIME OF RECRUITMENT PROCESS.
PARTICULARS NO. OF RESPONDENCE PERCENTAGE

Educational qualification 18 36

Legal background 13 26

Family back ground 11 22

Reference check 8 16

Total 50 100

SOURCE: Primary data

4.1.8 TABLE SHOWING ON THE KIND OF VERIFICATION DURING

TIME OF RECRUITMENT PROCESS.

percentage of verification recruitment

40
35
30
25
20 36
15 26
22
10 16
5
0
Educational Legal Family back Reference check
qualification background ground

Inference: From the table it is found that 36% belongs to educational qualification, 26%
belongs to legal background, 22% belongs to family background and 16% belongs to reference
check of respondents.

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4.1.9 TABLE SHOWING THE PERCENTAGE OF WORK EXPERIENCE

PARTICULARS NO. OF RESPONDENCE PERCENTAGE

Yes 22 44

No 28 56

Total 50 100

Source: primary data

4.1.9 CHART SHOWING THE PERCENTAGE OF WORK EXPERIENCE

percentage of work Experience

44

56

yes No

Inference: From the table it is observe that 44% belongs say yes and 56% belongs to no about
work experience.

4.1.10 TABLE SHOWING THE PERCENTAGE OF RECRUITMENT

METHOD.

41
 PARTICULARS NO. OF RESPONDENCE PERCENTAGE

Yes 19 38

No 31 62

Total 50 100

Source: primary data

4.1.10 TABLE SHOWING THE PERCENTAGE OF RECRUITMENT

METHOD

percentage of recruitment

100 %
90 %
80 %
70 %
60 %
38 62
50 %
40 %
30 %
20 %
10 %
0%
yes No

Inference: From the table it is inferred that 38% says yes and 62% belongs to know about
recruitment method.

TABLE 4.1.11 TABLE SHOWING THE REFFERAL POLICY

PARTICULARS NO. OF RESPONDENCE PERCENTAGE

42
 Yes 32 64

No 18 36

Total 50 100

Source: primary data

CHART 4.1.11 CHART SHOWING THE REFFERAL POLICY

REFFERAL POLICY

total
50

no
18

yes
32

0 20 40 60 80 100 120

percentage no.of respondent

Inference: From the table it is found that 64% belongs to yes and 36% belongs to no referral
policy of respondents.

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 CHAPTER V

5.1. FINDING OF THE STUDY

• From the table it is found that 10% belongs to 15-20years, 34% belongs to 21-25 years,
36% belongs to 26-30 years and 20% belongs to above 31 years of age respondents
• From the table it is observed that 66% belongs of male and 34% belongs to female
respondents.
• From the table it indicates that 10% belongs to 0-5 years, 30% belongs to 5-10 years,
40% belongs to 10-15 years and 20% belongs to above 15 years of experience
respondents.

• From the table it is estimated that 20% belongs to job website portal, 50% belongs
to employee reference and 30% belongs to consultancy respondents
• From the table it is estimated shows that 20% belongs to very informative, 50%
belongs to informative and 30% belongs to somewhat informative respondents.
• From the table it is inferred that 30% belongs to aptitude test, 30% belongs to
projective test, 24% belongs to psychometric test and 16% belongs to judgement test
respondents.
• From the table is observe that 14% belongs 10 minutes, 32% belongs to 10 to 20
minutes, 34% belongs to 20 to 30 minutes and 20% belongs to more than 30 minutes of
respondents.
• From the table it is found that 36% belongs to educational qualification, 26% belongs
to legal background, 22% belongs to family background and 16% belongs to reference
check of respondents.
• The Pearson chi square significant value is 0.000 which is less than 0.05. Hence Reject
Null hypothesis. There is significant difference between the satisfaction level towards
selection process and gender of the employees.
• Since p-value = 0.000 ≤ 0.05 = α, we reject the null hypothesis. At the α = 0.05 level of
significance, there exists enough evidence to conclude that there is a between the
interview process of the firm and experience of the employees.

44
 5.2 SUGGESTION AND RECOMMENDATION

• The management of Adecco India can increase its scope of requirements through
advertisements and company can go for job fairs where people get to know about the
openings.
• They should also follow new selection techniques and methods for better recruitment.

• The member of the selection committee should be well qualified and experienced
people. So that the selection of the employee will be more effective.

• For filling up vacancy’s recruitment process can be adopted more in the concerned.

• It suggested that the Hr department should involve various departmental heads while
recruiting an individual, because the departmental heads can analyse the technical
knowledge relating to the job to the particular department.
• H.R Department should be more practical and efficient so that the recruitment and
selection become more effective.
• Stress should be given on proper maintenance of database of application for future
recruitment in the organization.
• The company should follow new traits / trends in the recruitment process.

• The stress should be given on knowledge and the experience should be the major
criteria for selection of employees.
• More stress should be given to recruit qualification & skills percentage for scrutinizing
the application of prospective candidates.

45
 5.3 CONCLUSION

The study was based on the recruitment practices but there is a scope to study other HR
practices and overall organizational study not only in ADECCO INDIA PVT LIMITED but
also considering the remaining manufacturing and service industries. Researchers may also
find the linkage between the different HR practices with the recruitment and selection
practices like organization performance, employee satisfaction etc. Researchers’ may also find
the online recruitment sources followed in the organizations and also the online screening of
employees.

The focus of recruitment and selection is to match the capabilities of prospective candidates
against the demands and rewards inherent in a given job. For this reason, top performing
companies devote considerable resources and energy to creating high quality selection
systems. Recruitment and selection process are important practices for human resource
management, and are crucial in affecting organizational success. The quality of new recruits
depends upon an organization's recruitment practices, and that the relative effectiveness of the
selection phase is inherently dependent upon the calibre of candidates attracted.

The study was conducted among the employees of The ADECCO INDIA PVT LIMITED
covering 50 respondents. The data was collected by means of questionnaire and the data was
classified and analysed carefully by all means. From the analysis, it has been found that the
most of the employees in the company were satisfied but changes are required according to the
changing scenario of recruitment process that has a great impact on working of the company
as a fresh blood, new idea enters in the company. Selection process is also good and the
company’s recruitment department is doing well in placing the candidates and filling the job
vacancies for all levels of positions. Some of the suggestions were mentioned to enhance the
organizational policies, strategies, procedures and process.

46
 5.4 BIBILIOGRAPHY
BOOKS

 John M. Ivancevich, Human Resource Management, Tata McGraw- Hill, 2004

 Kothari C.R, Research Methodology Methods and Techniques, Second Edition, New
Age International Publishers, (2008)
 Tripathi P.C (2002), Personnel Management and Industrial Relations published by
Sultan chand& Sons
 Mamoria C.B (2002), Personnel Management published by Himalaya publishing
house.
 Malhotara R.K. Sharama S.D.&Nachhathar Singh (1999) Personnel management (New
Delhi) Arnold Publications (p) Ltd.,

JOURNALS

 Abgar, M. M. (2012). Recruitment & Selection Practices in Manufacturing Firms in

Bangladesh. The Indian Journal of Industrial Relations, 47 (3), 436-448.
 Amanda J. Daly, M. C. (2009). preferences in recruitment and selection in a sample of
Australian organisations. International Journal of Organisational Behaviour, , 9 (1),
581-593.
 ANYIM, F. C. (2012). the role of human resource planning in recruitment and
selection process. British Journal of Humanities and Social Sciences, 6 (2),45-58 
Armstrong, C. P. (2006). Current Recruitment and Selection Practices: A National
Survey of Fortune 1000 Firms. north American journal of psychology, 8 (3), 489-496.

WEBSITES

1. www.ebscohost.com

2. www.jgate.com

3. https://www.adecco.co.in/

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