PROJECT REPORT

ON

“ To Study The Recruitment And Development

Policies of Tara Health Food Ltd ”

Submitted to

PUNJABI UNIVERSITY
PATIALA (PUNJAB)
In partial fulfillment of the requirements
for the degree of

BACHELOR OF BUSINESS ADMINISTRATION

Submitted by

Name Jashandeep Singh

(UNIVERSITY ROLL NO: 8381)

Under the supervision of

Assistant Professor Raju Rosha
DEPARTMENT OF COMMERCE & MANAGEMENT
TARA VIVEK COLLEGE, GAJJAN MAJRA
AFFILIATED TO: PUNJABI UNIVERSITY, PATIALA
 PROJECT REPORT

ON

“ To Study The Recruitment And Development

Policies of Tara Health Food Ltd ”

Submitted to

PUNJABI UNIVERSITY
PATIALA (PUNJAB)
In partial fulfillment of the requirements
for the degree of

BACHELOR OF BUSINESS ADMINISTRATION

Submitted by

Name Jashandeep Singh

(UNIVERSITY ROLL NO: 8381)

Under the supervision of

Assistant Professor Raju Rosha
DEPARTMENT OF COMMERCE & MANAGEMENT
TARA VIVEK COLLEGE, GAJJAN MAJRA
AFFILIATED TO: PUNJABI UNIVERSITY, PATIALA
 ACKNOWLEDGEMENT

No serious and lasting achievement or success one ever achieves without the friendly
guidance and cooperation of so many people involved in work. Foremost of all, I express
my gratitude to the almighty for his blessings. I wish to take this privilege to express my
profound sense of respect to my project supervisor Raju Rosha and instructor
Amanpreet Singh for his enlightened, inspiring guidance, keen supervision, persistent
encouragement, valuable suggestions and constructive criticism during the completion of
the project. Words are not sufficient to register my sincere regards to my loving parents
for their deep affection and unabated inspiration that really kept me going. They were and
unending source of strength and perseverance during the course of the study. I place my
thanks to all those who spared their time and made it convenient for me to complete the
research. I deeply acknowledge their concern for my research. Last but not the least, I
also wish to red cord my gratitude for any person(s), my memory has failed to recall, who
rendered his/her/their support and services.

Name Jashandeep Singh

University Roll No. 8381
Class: BBA – 3rd Year (Semester: VI’th)
Tara Vivek College, GajjanMajra, Gurmukh Nagar
Distt. Sangrur (Punjab)
 CERTIFICATE FROM COLLEGE

This is to certify that Mr. Jashandeep Singh, a 6th Semester BBA student of Tara Vivek
College, Gajjan Majra, Gurmukh Nagar, Distt. Sangrur (Punjab), has successfully
completed his/her major research project entitled “To Study The Recruitment And
Development Of Tara Health Food Ltd”

His work has been prepared as partial fulfillment of the requirement for the degree of
Bachelor of Business Administration, to be awarded by Punjabi University Patiala. The
project work submitted here is the bona-fide work of the student.

During his summer training, he has displayed very sincere and consensus attitude towards
his research work under the supervision of Assistant Professor Raju Rosha,
Department of Commerce & Management.

I wish him/her success in all future endeavors.

Principal
Tara Vivek College, GajjanMajra, Gurmukh Nagar
Distt. Sangrur (Punjab)
 DECLARATION

I hereby certified that the work which is being presented in the major research project
report (BBA – 602), entitled “To Study The Recruitment And Development of Tara
Health Food Ltd” in partial fulfillment of the requirement for the award of the degree of
Bachelor of Business Administration (2016-2019) and submitted in Punjabi University
Patiala, is an authentic record of my own work carried out under the supervision of Mr.
Raju Rosha and instructor Mr. Amanpreet Singh

The matter embodied in this project report has not been submitted by me for the award of
any other degree of this or any other University / Institute. The assistance and help
received during the course of the project has been fully acknowledged.

Name Jashandeep Singh

University Roll No. 8381
Class: BBA – 3rd Year (Semester: VI’th)

This is to certify that the above statement made by the candidate is correct to best of our
knowledge.

…………………................ …………………................

(Signature of the Instructor) (Signature of the Supervisor)

 CERTIFICATE FROM COMPANY

.
.
.
.
.
.
.
.
.
.
..

..
.

..
.
.
.

.
..

.
.
.
.
.
 PREFACE

This project report develops business research knowledge and practical skills to help
under graduates to advance their careers in today’s competitive global markets. I gain a
broad understanding of contemporary management operations, learn industry – relevant
skills and develop solutions to complex business situations.

Emphasis was given on live learning during six month summer training project. Grateful
acknowledgment is here made to those who helped this researcher to gather data for this
major research project report entitled “To Study The Recruitment And Development
Of Tara Health Food Ltd” This work would not have reached its present form without
their invaluable help.
 TABLE OF CONTENTS:

Chapters: PARTICULERS: PAGE No.

1. Introduction 1-30

2. Review of Literature 31-69

3. Research Methodology 70-73

4. Data analysis and Interpretation 74-83

5. Results and findings 84-88

Bibliography & References 89-91

Annexure: 92-96
Questionnaire
CD
 INDEX OF TABLES:

Table No. Showing: Page No.

1. Response to Recruitment Policy 74

2. Internal Sources of Recruitment of Company 75

3. External Sources of Recruitment of Company 76

4. Most Relied Recruitment Resources 77

5. Type of Interviews 78

6. Recruitment and selection process of company 79

meets the current and legal requirement
7. Response Towards Salary of Company 80

8. Client Recruitment Sources 81

9. Thinking towards Recruitment and Selection 82

Process
10. Inquiry About Training & Development 83
 INDEX OF PICTURES AND GRAPHS:

Graph No. PARTICULERS: Page No.

1. Response to Recruitment Policy 74

2. Internal Sources of Recruitment of Company 75

3. External Sources of Recruitment of Company 76

4. Most Relied Recruitment Resources 77

5. Type of Interviews 78

6. Recruitment and selection process of company 79

meets the current and legal requirement
7. Response Towards Salary of Company 80

8. Client Recruitment Sources 81

9. Thinking towards Recruitment and Selection 82

Process
10. Inquiry About Training & Development 83
 CHAPTER 1
INTRODUCTION
Overview

Rigorous sourcing was undertaken to understand the recruitment process. Candidates

were interviewed and then potential candidates were shortlisted. During the tenure of the
project I learnt to put the candidates under assessment tests and took the initial rounds of
interview. Job Portals used by me for the recruitment of candidates through monster and
naukri.com

The whole process of recruitment from a recruitment firm like Tara Health Foods Ltd. is
a very exhausting one. It is detail oriented in nature. The reason why every employee gets
motivated to do the job is because of the knowledge that at that particular moment that
particular recruiter was responsible for giving job to these candidates. To generate
employment is one thing but to recruit the right kind of workforce for a job is another
thing. It not only needs the basic understanding of the client company’s need to fill the
position in a period of time but it also requires the recruiter to be sensitive of the needs of
the candidate to find the right job for himself. All this needs a great profundity of
intellect.

During my tenure at Tara Health Foods Ltd., I learnt to work as professional. The one
thing that got profoundly clear is that text books do not help in the actual corporate
world. There are unwritten policies and standard operating procedures that each
employee has to abide to. No matter what, profit maximization is the core purpose of the
existence of every business. Meeting targets on your level dedicatedly is your
contribution to the revenue generation of the company.

1
Functional area of HRM

I. Human resource auditing

II. Human resource strategic planning

III. Human resource planning

IV. Manpower panning

V. Recruitment / selection

VI. Induction

VII. Orientation

VIII. Training

IX. Management development

X. Compensation development

XI. Performance appraisals

XII. Performance management

XIII. Career planning / development

XIV. Coaching

2
 XV. Counseling’s

XVI. Staff amenities planning

XVII. Event management

XVIII. Succession planning

XIX. Talent management

XX. Safety management

XXI. Staff communication

XXII. Reward

Responsibility of HR department in large organization

Position Job Responsibilities

HR Executive committee, organization planning, HR planning & policy, Organization

development Manager, recruitment& employment Recruiting, Interviewing, Testing,
Placement & Termination Manager ,compensation& benefits Job analysis and evaluation,
surveys, Performance appraisal, compensation administration, bonus, Profit sharing
plans, Employee benefits. Manager, Training &Development Orientation, Training,
Management development, Career Planning & development Manager, Employee
relations EEO relations, contract compliance, staff assistance programs, Employee
counselling.

3
 Recruitment

Recruitment is defined as, “a 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 workforce.”
Edwin B. Flippo defined recruitment as “the process of searching for prospective
Marketing Employees and stimulating them to apply for jobs in the organization.” In
simple words recruitment can be defined as a ‘linking function’-joining together those
with jobs to fill and those seeking jobs.

Purpose and importance

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. Specifically, the purposes and needs are:
I. Determine the present and future requirements of the organization in conjunction
with its personnel-planning and job-analysis activities.
II. Increase the pool of job candidates at minimum cost.
III. Help increase the success rate of the selection process by reducing the number of
visibly, under qualified or overqualified job applicants.
IV. Help reduce the probability that job applicants, once recruited and selected, will
leave the organization only after a short period of time.
V. Begin identifying and preparing potential job applicants who will be appropriate
candidates.
VI. Induct outsiders with a new perspective to lead the company.
VII. Infuse fresh blood at all levels of the organization.
VIII. Develop an organizational culture that attracts competent people to the company.
IX. Search for talent globally and not just within the company.

4
Factors Affecting Recruitment

The following are the 2 important factors affecting Recruitment: -

1. Internal Factors

I. Recruiting policy
II. Temporary and part-time Marketing Employees
III. Recruitment of local citizens
IV. Engagement of the company in HRP
V. Company’s size
VI. Cost of recruitment
VII. Company’s growth and expansion

2) External Factors
I. Supply and Demand factors
II. Unemployment Rate
III. Labour-market conditions
IV. Political and legal considerations
V. Social factors
VI. Economic factors
VII. Technological factors

5
Theories and policies of recruitment and selection

Theories:

1. Objective theory

1) Assumes applicants use a very rational method for making decisions

2) Thus, the more information you can give them (e.g. salaries, benefits, working
condition, etc), the better applicants weight these factors to arrive at a relative
“desirability” index

2. Subjective theory

1) Assumes applicants are not rational, but respond to social or psychological needs
(e.g. security, achievement, affiliation)
2) Thus, play to these needs by highlighting job security or opportunities for
promotion or collegiality of work group, etc.

3. Critical Contact theory

1) Assumes key attractor is quality of contact with the recruiter or recruiter behavior,
e.g. (promptness, warmth, follow-up calls, sincerity, etc.)
2) Research indicates that more recruiter contact enhances acceptance of offer, also
experienced recruiter (e.g. middle-aged) more successful than young or inexperienced
recruiter - may be especially important when recruiting ethnic minorities, women, etc.

Policies:

Recruitment policy of any organization is derived from the personnel policy of the same
organization. However, recruitment policy by itself should take into consideration the
government’s reservation policy, policy regarding sons of soil, etc., personnel policies of
other organizations regarding merit, internal sources, social responsibility in absorbing
minority sections, women, etc.

6
Specific issues which may be addressed in Recruitment Policy:

1) Statement : Nondiscrimination (EEO employer) or particular protected class

members that may be sought for different positions (see also Affirmative Action
guidelines)

2) Position description: Adherence to job description (& qualifications) in

recruitment & selection -BFOQ’s -bonafide occupational qualifications

3) How to handle special personnel in recruitment/selection: e.g. relatives

(nepotism) veterans (any special advancement toward retirement for military
experience?), rehires (special consideration? vacation days or other prior benefits?), part-
time or temporary personnel (special consideration? benefits?)

4) Recruitment budget/expenses: what is covered? Travel, Lodging/meals, Staff

travel to recruit, relocation, expenses, etc.
5) Others:
a. Residency requirement in district?
b. Favors, special considerations related to recruitment? - e.g. get spouse a job?

Inducements to recruitment
Organisational inducements are all the positive features and benefits offered by an
organization that serves to attract job applicants to the organisation. Three inducements
need specific mention here, they are:-
I. Compensation: Starting salaries, frequency of pay increases, incentives and
fringe benefits can all serve as inducements to potential Marketing Employees.

7
 II. Career Opportunities: These help the present Marketing Employees to grow
personally and professionally and also attract good people to the organization.
The feeling that the company takes care of employee career aspirations serves as a
powerful inducements to potential Marketing Employees.

III. Image or Reputation: Factors that affect an organisation’s reputation include its
general treatment of Marketing Employees, the nature and quality of its products
and services and its participation in worthwhile social endeavors.

Constraints
I. Poor image: If the image of the firm is perceived to be low( due to factors like
operation in the declining industry, poor quality products, nepotism etc), the
likelihood of attracting large number of qualified applicants is reduced.
II. Unattractive jobs: if the job to be filled is not very attractive, most prospective
candidates may turn indifferent and may not even apply. This is especially true of
job that is boring, anxiety producing, devoid of career growth opportunities and
generally not reward performance in a proper way( eg jobs in post office and
railways).
III. Government policy: Government policies often come in the way of recruitment as
per the rules of company or on the basis of merit and seniority. Policies like
reservations (scheduled castes, scheduled tribe etc) have to be observed.
IV. Conservative internal policies: Firms which go for internal recruitments or where
labour unions are very active, face hindrances in recruitment and selection
planning.

8
Recruitment- Relationship with other activities

Centralized V/S Decentralized Recruitment

Recruitment practices vary from one organization to another. Some organizations like
commercial banks resort to centralized recruitment while some organizations like the
Indian Railway resort to decentralized recruitment practices. Personnel department at the
central office performs all the functions of recruitment in case of centralised recruitment
and personnel departments at unit level/zonal level perform all the functions of
recruitment concerning to the jobs of the respective unit or zone.

Sources Of Recruitment
The sources of recruitment may be broadly divided into two categories: internal sources
and external sources. Both have their own merits and demerits.

9
Internal Sources:-
Persons who are already working in an organization constitute the ‘internal sources’.
Retrenched Marketing Employees, retired Marketing Employees, dependents of deceased
Marketing Employees may also constitute the internal sources. Whenever any vacancy
arises, someone from within the organization is upgraded, transferred, promoted or even
demoted.

External Sources
External sources lie outside an organization. Here the organization can have the services
of: (a) Marketing Employees working in other organizations; (b) Jobs aspirants registered
with employment exchanges; (c) Students from reputed educational institutions; (d)
Candidates referred by unions, friends, relatives and existing Marketing Employees; (e)
Candidates forwarded by search firms and contractors; (f) Candidates responding to the
advertisements, issued by the organization; and (g) Unsolicited applications/ walk-ins.

Merits and Demerits of ‘Recruiting people from ‘within’

Merits Demerits

1) Economical: The cost of recruiting internal 1) Limited Choice: The organization is

candidates is minimal. No expenses are forced to select candidates from a limited
incurred on advertising. pool. It may have to sacrifice quality and
settle down for less qualified candidates.
2) Suitable: The organization can pick the
right candidates having the requisite skills. The 2) Inbreeding: It discourages entry for
candidate can choose a right vacancy where talented people, available outside an
their talents can be fully utilized. organization. Existing Marketing
Employees may fail to behave in
3) Reliable: The organization has the
knowledge about suitability of a candidate for a innovative ways and inject necessary
position. ‘Known devils are better than dynamism to enterprise activities.

10
unknown angels!’ 3) Inefficiency: Promotions based on
length of service rather than merit, may
4) Satisfying: A policy of preferring people
from within offers regular promotional avenues prove to be a blessing for inefficient
for Marketing Employees. It motivates them to candidate. They do not work hard and
work hard and earn promotions. They will work prove their worth.
with loyalty commitment and enthusiasm.

4) Bone of contention: Recruitment from

within may lead to infighting among
Marketing Employees aspiring for limited,
higher level positions in an organization.
As years roll by, the race for premium
positions may end up in a bitter race.

The merits and demerits of recruiting candidates from outside an organization may be
stated thus:

Merits and demerits of external sources of recruitment

Merits Demerits

Wide Choice: The organization has the Expenses: Hiring costs could go up
freedom to select candidates from a large pool. substantially. Tapping multifarious sources of
Persons with requisite qualifications could be recruitment is not an easy task either.
picked up.
Time consuming: It takes time to advertise,
Infection of fresh blood: People with special screen, to test and test and to select suitable
skills and knowledge could be hired to stir up Marketing Employees. Where suitable ones are
the existing Marketing Employees and pave the not available, the process has to be repeated.
way for innovative ways of working. De-motivating: Existing Marketing Employees

11
Motivational force: It helps in motivating who have put in considerable service may resist
internal Marketing Employees to work hard and the process of filling up vacancies from outside.
compete with external candidates while seeking The feeling that their services have not been
career growth. Such a competitive atmosphere recognized by the organization, forces then to
would help an employee to work to the best of work with less enthusiasm and motivation.
his abilities. Uncertainty: There is no guarantee that the
Long term benefits: Talented people could organization, ultimately will be able to hire the
join the ranks, new ideas could find meaningful services of suitable candidates. It may end up
expression, a competitive atmosphere would hiring someone who does not fit and who may
compel people to give out their best and earn not be able to adjust in the new setup.
rewards, etc.

Methods of recruitment

Internal Methods:

1. Promotions and Transfers

This is a method of filling vacancies from internal resources of the company to achieve
optimum utilization of a staff member's skills and talents. Transfer is the permanent
lateral movement of an employee from one position to another position in the same or
another job class assigned to usually same salary range. Promotion, on the other hand is
the permanent movement of a staff member from a position in one job class to a position
in another job class of increased responsibility or complexity of duties and in a higher
salary range.

Job Posting:

Job Posting is an arrangement in which a firm internally posts a list of open positions
(with their descriptions and requirements) so that the existing Marketing Employees who

12
wish to move to different functional areas may apply. It is also known as Job bidding. It
helps the qualified Marketing Employees working in the organization to scale new
heights, instead of looking for better perspectives outside. It also helps organization to
retain its experienced and promising Marketing Employees.

Employee Referral:

It is a recruitment method in which the current Marketing Employees are encouraged and
rewarded for introducing suitable recruits from among the people they know. The logic
behind employee referral is that “it takes one to know one”. Benefits of this method are
as follows:
I. Quality Candidates
II. Cost savings
III. Faster recruitment cycles
IV. Incentives to current Marketing Employees

On the other hand it is important for an organization to ensure that nepotism or favoritism
does not happen, and that such aspects do not make inroads into the recruitment process.

External Methods:

External methods of recruitment are again divided into two categories- Direct External
Recruitment and Indirect External Recruitment methods.

Direct external recruitment method

Campus Recruitment
In Campus Recruitment, Companies / Corporate visit some of the most important
Technical and Professional Institutes in an attempt to hire young intelligent and smart
students at source. It is common practice for Institutes today to hire a Placement Officer

13
who coordinates with small, medium and large sized Companies and helps in
streamlining the entire Campus Recruitment procedure.

Benefits of Campus Recruitment

I. Companies get the opportunity to choose from and select the best talent in a short
span of time.
II. Companies end up saving a lot of time and efforts that go in advertising
vacancies,
III. screening and eventually selecting applicants for employment
IV. College students who are just passing out get the opportunity to present
themselves to some of the best companies within their industry of interest.
Landing a job offer while still in college and joining just after graduating is
definitely what all students dream of.
V. On the negative front, campus recruiting means hiring people with little or no
work experience.

INDIRECT EXTERNAL RECRUITMENT METHOD

Advertisement

Advertisements are the most common form of external recruitment. They can be found in
many places (local and national newspapers, notice boards, recruitment fairs) and should
include some important information relating to the job (job title, pay package, location,
job description, how to apply-either by CV or application form, etc). Where a business
chooses to advertise will depend on the cost of advertising and the coverage needed i.e.
how far away people will consider applying for the job.

14
Third Party Methods

i. Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and

processed whenever vacancies occur. Walk-ins provide an excellent public
relations opportunity because well-treated applicants are likely to Sinform others.
On the other hand, walk-ins show up randomly, and there may be no match with
available openings. This is particularly true for jobs requiring specialized skills.

ii. Public and private employment agencies: Public and private employment
agencies are established to match job openings with listings of job applicants.
These agencies also classify and screen applicants. Most agencies administer
work-sample tests, such as typing exams, to applicants.
iii. E-Recruiting: There are many methods used for e-recruitment, some of the
important methods are as follows:

Job boards: These are the places where the employers post jobs and search for
candidates. One of the disadvantages is, it is generic in nature.
Employer websites: These sites can be of the company owned sites, or a site
developed by various employers.
Professional websites: These are for specific professions, skills and not general in
nature.

iv. Gate Hiring and Contractors: The concept of gate hiring is to select people who
approach on their own for employment in the organization. This happens mostly
in the case of unskilled and semi-skilled workers. Gate hiring is quite useful and
convenient method at the initial stage of the organization when large number of
such people may be required by the organization

Develop an effective recruitment strategy evaluation of sources of recruitment

15
Time-lapse data: They show the time lag between the dates of requisition for manpower
supply from a department to the actual date of filling the vacancies in that department.
For example, a company's past experience may indicate that the average number of days
from application to interview is 10, from interview to offer is 7, from offer to acceptance
is 10 and from acceptance to report for work is 15. Therefore, if the company starts the
recruitment and selection process now, it would require 42 days before the new employee
joins its ranks. Armed with this information, the length of the time needed for alternative
sources of recruitment can be ascertained - before pinning hopes on a particular source
that meets the recruitment objectives of the company.

Yield ratios: These ratios indicate the number of leads/ contacts needed to generate a
given number of hires at a point at time. For example, if a company needs 10
management trainees in the next six months, it has to monitor past yield ratios in order to
find out the number of candidates to be contacted for this purpose. On the basis of past
experience, to continue the same example, the company finds that to hire 10 trainees, it
has to extend 20 offers. If the interview-to-offer ratio is 3:2, then 30 interviews must be
conducted. If the invitees to interview ratio is 4:3 then, as many as 40 candidates must be
invited. Lastly, if contacts or leads needed to identify suitable trainees to invite are in 5:1
ratio, then 200 contacts are made.

Surveys and studies: Surveys may also be conducted to find out the suitability of a
particular source for certain positions. For example', as pointed out previously, employee
referral has emerged as a popular way of hiring people in the Information Technology
industry in recent times in India. Correlation studies could also be carried out to find out
the relationship between different sources of recruitment and factors of success on the
job. In addition to these, data on employee turnover, grievances, and disciplinary action
would also throw light on the relative strengths of a particular source of recruitment for
different organizational positions. Before finally identifying the sources of recruitment,
the human resource managers must also look into the cost or hiring a candidate. The cost

16
per hire can be found out by dividing the recruitment cost by the number of candidates
hired.

Difficulties in recruit prococess

I. Talent Acquisition
II. Retention of Marketing Employees
III. Expensive
IV. Time Constraint
V. Budget
VI. Managing Low attrition rate

Challenges In Recruitment And Selection

I. Talent Shortage
II. Attrition rate
III. Remoteness of job
IV. Reservations and govt. policies

Steps Of Recruitment Process Can Be Done By Two Ways

I. Recruitment for Fresher:

II. Written/aptitude
III. Group Discussion
IV. Technical Interviews
V. HR Interviews
VI. Recruitment process for higher post:

17
VII. Psychometric Test
VIII. Business Game
IX. HR interviews

Selection:

Selection is the process of choosing the most suitable person out of all the applicants. It is
the process of matching qualifications of applicants with the job requirement.
The selection of a candidate with the right combination of education, work experience,
attitude, and creativity will not only increase the quality and stability of the workforce, it
will also play a large role in bringing management strategies and planning to fruition.

18
Features of selection
I. Selection is choosing the best out of the recruited persons.
II. It is a negative process
III. It reduces absenteeism and labour turnover
IV. It helps in increasing the efficiency and productivity
V. It helps in building up of a stable workforce

Factors affecting selection

a) External environment
(1) Supply and demand of specific skill
(2) Unemployment rate
(3) Legal and political considerations
(4) Company’s Image
b) Internal environment
(1) Company’s policy
(2) HRP
(3) Cost of hiring

19
Selection Process

External Environment

Internal Environment

Preliminary Interview

Selection Tests
Rejected Applicants

Employment Interview

Reference and Background

Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation

20
 Recruitment policy at tara health foods ltd.

Recruitment Policy

Recruitment Policy asserts the objectives of the recruitment and provides a framework of
implementation of the recruitment program in the form of procedures.
I. Recruitment and selection Policy of Tara Health Foods Ltd. is such that:
II. It focuses on recruiting the best potential people.
III. It ensures that every applicant and employee is treated equally with dignity and
respect.
IV. It aid and encourage Marketing Employees in realizing their full potential.
V. It’s transparent, task oriented and merit based selection.
VI. It gives weightage, during selection, to factors that suit organization needs.
VII. It Optimize manpower at the time of selection process.
VIII. It defines the competent authority to approve each selection.
IX. It abides by relevant public policy and legislation on hiring and employment
relationship.
X. It integrates employee needs with the organizational needs.

Recruitment at tara health foods ltd.

Tara Health Foods Ltd. is India’s leading staffing company and provides a range of
manpower solutions to over 1000 clients. The workers who are deputed to various
companies who prefer to outsource their HR operations. The work for the company they
are assigned to but are on the payroll of the staffing

i. Recruit as per Client requirement and assign them to Client or Transfer candidate
identified by client on to Tara Health Foods Ltd. .

21
 ii. Co-employment relationship between the Client, Associate and Tara Health Foods
Ltd. .

iii. Manage HR Administration, Payroll and Regulatory activities.

iv. Benefit for Client

As business these days grow on a confounding rate, outsourcing the basic

functions like recruiting becomes a common thing. The need for flexi staffing is
on demand and in such a scenario Tara Health Foods Ltd. renders these services
to its Clients.

A much defined process spans into four distinct stages,

a. Initialization

b. Transition

c. Operations

d. Relationship Management.

Methods or Techniques of Recruitment

Direct Method
These include sending recruiters to educational and professional institutions, Marketing
Employees’ contacts with public and manned exhibits. Most college recruiting is done in
co-operation with the placement office of the college. The placement office usually
provides help in attracting students, arranging interviews, furnishing space and providing

22
student résumés. For managerial, professional and sales personnel, campus recruiting is
an extensive exercise. For this purpose, carefully prepared brochures describing the
organizing and the job it offers are distributed among the students, before the interviewer
arrives.

Indirect Method

These methods involve mostly advertising in newspapers, websites, radio, in trade and
professional journals, technical magazines and brochures. Companies advertise when
qualified or experienced personnel are not available from other sources.

Third Party Method

These include the use of commercial or private employment agencies, state agencies and
placement offices of colleges, recruiting firms, management consulting firms, friends and
relatives.

Professional Organizations:

These organizations maintain a pool of human resource for possible employment. These
firms are also called ‘head hunters’, ‘raiders’ and pirates by organizations who lose
personnel thought their efforts. Fundamentally there are two distinct steps of recruitment
and each is a comprehensive process in itself.

Preparation

Know your client

Learning about companies is valuable because knowing what a company values will help
an agent to assess the candidates better. Pertinent information about the processes of the

23
company would also help you analyze CVs and find the right candidate. This can be done
by reading the corporate website or calling the company for further information or using
your own network and find out the ‘work culture’.
This will help one to know about the history of the company, their core values, their
clients and processes, the benefits Marketing Employees can enjoy and the career growth
chart. When one has knowledge about these vital parameters, it becomes easier to assess
a resume based on these parameters. Moreover, when one is equipped with such vital
information about the company and the job profile, it helps to motivate and mould the
suitable but reluctant candidates to attend the interview.

Analyze the Job Description (JD)

A job description is a written record of the duties, responsibilities and requirements of a

particular job. It is concerned with the job itself and not the work. It is a statement
describing the job in such terms as “Title, location, duties, working condition and
hazards”. An updated job description is essential for a good selection interview. It helps
one to explain the nature of work to the prospective candidate properly without any over
or under commitment. This also helps to put the candidate, the client company and the
agent on the same platform.

Prepare a Job Specification (JS)

It is a written record of the requirements sought in an individual worker for a given job.
In other words, it refers to a summary of the personal characteristics required for a job.
Once the agent knows what the job is, then he can decide what kind of person he/she
would need to do it. Sometimes the job specification is already prepared and given by the
client along with the job description. In such a case, the job of the agent becomes easier.
The job specification is for the benefit of the Marketing Employees working in Tara
Health Foods Ltd.. It is ready reference to check on the requirements that one needs to

24
keep in mind while sourcing for the different clients. It makes the whole task easier and
more convenient.

Implementation

Sourcing: Sourcing is the most of all recruitment activities. It is also difficult being
monotonous in nature. A recruiter needs to be self-motivated to do the job. The sourcing
takes place in different levels and in all the verticals of the industry. The procedures
involved are discussed below. Even before sourcing is started, it is very important to
have a clear understanding of the requirement of the client company. The recruiter must
have all knowledge about the company he/she is about to source for. It makes sure that all
the questions that a candidate has regarding the profile or the credibility of the company
are satisfactorily answered. Sourcing is defined as the process wherein the recruiter
creates a pool of potential candidates to fill up a position. It is the first step of
recruitment. Sourcing involves logging on to a job-portal and doing a search for the
potential candidates. After the search is generated, the most critical part of sourcing
starts. Mainly four steps are involved in Sourcing. They are discussed below:

Analyze the Curriculum Vitae (CV):

Now is the time to scrutinize the candidate’s resume. It is human nature to generally omit
the negative points while creating a resume or to exaggerate the achievements. Though
most of the time people are truthful while forming their resumes, others can hide or not
mention things that can portrait a negative picture of them. A good CV is one which is
precise and presentable. It should contain all details of education and work experience
should be arranged in reversed chronological method so as to emphasize on the most
recent one. Analyzing a CV helps in short- listing a candidate.

25
Match the JD and JS:

When a CV has been analyzed and is considered as a good one, the next step is to match
it with the job description. It is necessary to match it with the profile given by the
company. Matching it with the JD gives an idea if the person will be able to serve well in
the position or not. Next it is important to match it with the job specification. The JS
gives the details of the desired skills and the mandatory skills. These are the criteria for
selection.

Shortlist the candidate:

Once the CV has been matched with the job description and matched with the job
specification, CV can shortlisted. Such a candidate is then called in for a face-to-face
interview. There is an individual interview of the recruiter and the candidate. In this
interview the candidate answers the questions the recruiter asks to be sure that the
candidate would suit the profile of the job.

Handling the rejected candidates:

It is very important how a recruiter manages the rejected candidates. It is important to

make the candidate where his lacunas are and what can he do about it. In this way not
only the recruiter helps the candidate to correct itself but also helps in creating an
association with them which is so very vital in the service industry.

Interview

Interviews determine if a potential candidate will be a finalist and if he shall suit the job.
A lot of things get clear during an interview. A face to face talk with the candidate
ensures that the recruiter evaluates the candidate on terms of attitude, confidence and
communication. The gaps that seem in the resume are also questioned. The candidate

26
may have an explanation for it. On the other hand if he is lying, then he can be cross-
questioned about this. Some of the objectives of interview are:
i. To get an opportunity to judge an applicant’s qualifications and characteristics as
a basic for sound selection and placement.

ii. To give an applicant essential facts about the job and the company you are
recruiting for.

iii. To establish a rapport.

iv. To promote goodwill about the company whether interview culminates in

employment or not.
v. To get a real feel of the candidate.
vi. The nature of the job determines which of these interviews would suit best. All
the interviews are not conducted for all the job profiles. The complexity of the
interview depends on the complexity of the job.

The telephonic Interview

It is said that listening intently gives a good idea of what a person want to say and what a
person does not say. The sound, intonations, the varying pressures that a prospective
candidate uses while he/she speaks tells a lot about his/her attitude. This in turn helps the
recruiter to judge that if the candidate would be suitable for the job or not. Unlike the
face-to-face interview where the recruiter can read the non-verbal languages, in a
telephonic interview he has to even sharper. Listening to the words used and their tone
used gives immense messages about the candidate.
As a recruiter, one has to be completely prepared before taking a telephonic interview.
The following steps can be kept in mind while taking a telephonic interview:

1) You must keep the CV next to you and make notes while taking the interview.
2) Must prepare a set of questions that would match the JD.

27
3) To use a call script. This helps in being professional and saves time to in
approaching the right candidate.
4) Do not display any negative emotion during the interview. Not to over or under
commit anyone.

Devise interview questions:

Preparation in advance of an interview is essential if one is to make a successful hire.

Critical in the preparation process is the development of interview questions that elicit
tangible facts from all applicants. Basically, two rules are kept in mind when framing the
questions that will indicate whether or not an applicant meets the requirements you
established for the position:
RULE 1: Ask questions that concentrate on the applicant’s past performance – to permit
reliable assumptions about future success.
RULE 2: Ask questions that relate directly to at least one of your listed requirements to
maximize the information you will gain in the time allotted.
General Questions:
i. Tell me about yourself
ii. What do you about the company?
iii. What are your goals?
iv. What are your strengths and weakness?
v. What has been your most significant contribution in your college/previous
organization?
vi. Why should we hire you?

Specific Questions:
i. How would you resolve a conflict in a project team?
ii. What was experience in previous company?
iii. From how long you are working there?

28
Introduction to Company
About Company
Company Profile

Information

Tara Health Food Ltd Company was incorporated in 1977 and was acquired in 2004 by
our Promoters, including S. Balwant Singh, our Managing Director, who is a first-
generation entrepreneur with approximately nine years of experience in the compounded
cattle feed industry. We are amongst few organized players of the oil and cattle feed
industry in India, catering to the needs of both human and animal nutrition through our
products with a present capacity of 120 TPD refining capacity, 250 TPD of solvent
extraction and 250 TPD of cattle feed manufacturing each at Punjab Unit, Jammu unit,
Sitarganj unit and Hanumangarh unit.
The future will see us emerging as an even bigger player as we plan to setup 300 TPD of
refining capacity and 250 TPD of cattle feed manufacturing facilities at Bihar, Gujarat
and 400 TPD of cattle feed at Punjab unit. Our group has been growing at an
unexceptional rate since 2004 due to the combined efforts of our promoters and the team.

Vision And Mission

Vision
We envisage capitalizing on our understanding of customer's needs, distribution and
business acumen to reach the zenith of success. We envision a healthy tomorrow where
people live life to its fullest. We are determined to be the India's number one
manufacturer of cattle feed and edible oil.

29
Mission
We believe in contributing our commitment to excellence in every aspect of production
and distribution of healthy products. We aspire to discover newer, bigger and brighter
horizons for ourselves, our partners and above all for our consumers. Focus of our
company while offering any product to the customer is health with value.

Board Of Directors

MR. BALWANT SINGH

MANAGING DIRECTOR
What we are today comes from our thoughts of yesterday. From our first
cattle feed plant a decade ago in a small village in Sangrur District.

Company Strenghts

18,420 - clients worked

4- units
45 -products
1,000- Marketing Employees

30
 CHAPTER 2

LITERATURE REVIEW
Review Of Literature:

Effective research cannot be accomplished without studying critically what

alreadyexistsin the form of general literature and specific studies. Therefore, it is
consideredas animportant perquisite for actual planning and execution of research
projects. Thereview ofexisting literature helps to formulate hypothesis, identify
research gaps andformulate a framework for further investigation.

Cecilia Titiek Murniati (2012) found that improving the existing child care centers
and disseminating information to women who need the service is preferable. In
addition, it is necessary for a formal mentoring program to help women build
networks and support. For women to work more productively and effectively, need to
create 69 sustainable trainings for administrative staff, decrease bureaucracy, and
conduct performance-based review for staff. Despite the fact that there has been a
remarkable increase in the number of women who have worked both developed and
developing countries (Davidson & Burke, 2004). The major contributing factor is the
increasing amount of educating women have pursued, tied with increasing number of
women undertaking professional studies. The hospitality industry overall faces a
worldwide shortage of trained hospitality staff (Robinson, 2007) and it appears that
employment in this sector is advantageous for talented and career oriented women

Cecilia Titiek Murniati given that balancing personal and professional duties is the
most challenging factor in these women’s career advancement. It suggests that there
is a need of improving the existing child care centers and disseminating information
to women who need the service is preferable.
Factors facilitate Career Advancement of Women The review of literature revealed
that energy and hard work are presented as being the most important traits that
facilitate to women’s career advancement.

31
Devos et al. (2012) investigated how the social working environment predicted
beginning teachers’ self-efficacy and feelings of depression. The results showed that
the goal structure of the school culture (mastery or performance orientation) predicted
both outcomes. Frequent collaborative interactions with colleagues were related to
higher self-efficacy only when the novices were experiencing a few difficulties or
work in an environment oriented towards mastery goals. The mere occurrence of
mentoring and meetings with the principal was not related to the outcomes, but the
quality of these activities predicted them significantly.

R. Sujatha (2011) founds that structural barriers and family issues affects the career
advancement of women. And efforts from both organization and individual can help
in removing these barriers.

Corkett, Hattand Benevides (2011) conducted a study of student and teacher self
efficacy and the connection to reading and writing. They observed that self-efficacy
or the belief in one's ability (Bandura, 1977) on the part of both teachers and students
is thought to be directly related to teacher and student success. This study examined
the relationship between teacher self-efficacy, student self-efficacy, and student
ability. Teachers' perceptions of the students' self-efficacy was significantly
correlated with students' abilities; however, student literacy self-efficacy was not
correlated with their literacy ability. Additionally, there was no correlation between
the teachers' perception of the students' literacy self-efficacy and the students' literacy
self-efficacy. Finally, the teachers' self-efficacy was significantly correlated with their
perception of the students' self-efficacy.

Gorozidis and Papaioannou (2011) conducted a study on teachers self-efficacy,

achievement goals, attitude and intentions to implement the New greek physical
education curriculum. The network of relations between physical education (PE)
teachers' self-efficacy, goal orientations, attitudes, intentions and behaviors
concerning the implementation of a new PE curriculum was examined. Participants

32
were 290 Greek junior high school PE teachers. Two years after the introduction of
the new curriculum, participants responded to de-identified questionnaires with 81
acceptable psychometric properties. Mastery-oriented and high self-efficacious
teachers had positive attitudes towards the new curriculum, implemented the biggest
number of teaching plans and they intended to do the same in the future. Performance
approach goal orientation had low positive relationship with the implementation of
teaching plans and no relationship with intention to do the same in the future, while
performance avoidance goal was not related to any determinant of curriculum
implementation and intention. The effects of mastery goal orientation on intention
and behavior were mediated by self-efficacy to achieve an educational aim which is
an end in itself, that is, the promotion of students' self-regulation in exercise settings.
The effects of performance approach goal orientation on behavior were mediated by
self efficacy to achieve a curricular goal which was a means to promote other
educational aims, i.e., the adoption of student-centered teaching styles. Teaching
experience was negatively related to implementation of the new curriculum and with
most of its determinants

Hechter (2011) examined the changes in pre service elementary teachers' personal
science teaching efficacy and science teaching outcome expectancies. Findings
revealed that the number of post secondary science courses completed, and prior
school science experiences had a significant main effect on personal science teaching
efficacy (PSTE) but not science teaching outcome expectancy (STOE). There was no
evidence for significant interaction effects between variables on both efficacy
subscales.

Tuchman and Isaacs (2011) examined the influence of formal and informal
formative pre-service experiences on teacher self-efficacy of three hundred fifteen
teachers of general and Judaic studies in Jewish day schools in the USA. This study
examined the associations between both formal and informal formative pre-service
experiences and teacher self-efficacy. In addition, the effect of years of teaching
experience on these associations was investigated. Formal pre-service training and

33
positive student teaching experiences, as well as each of the three informal
experiences, were found to be associated with positive teacher self-efficacy .Formal
and informal pre-service experiences appeared to be associated with different aspects
of teacher self- efficacy. 82 Formal teacher training was most strongly associated with
efficacy for instructional practices, while the positive informal experiences were most
strongly associated with efficacy for student engagement. The potential impact of
both formal and informal experiences did not appear to fade over time. On the
contrary, for those variables where an interaction with years of teaching was detected,
it was the efficacy beliefs of the most senior teachers that were mostly related to their
pre-service experiences.

Patwardhan, Vidya and Venkatachalam, Balaji V (2011) said that even if women
managers are able to enter into a management cadre and move upwards, the
difficulties faced in attaining high level positions are many. The different factors
affected are gender issues, job characteristics, work life balance, family concerns,
relationships at work, long work hours, mentoring and work environment and glass
ceiling in general. Information provided by the respondents confirms that women in
hospitality industry continue facing challenges in their career.
Both the men and women in hospitality education seemed remarkably similar. Both
men and women frequently want 'to improve job opportunities'. Similarly, the most
popular motive for men and women is 'to obtain a higher qualification' to get higher
leadership position. (Heaton et al, 2000). In terms of career benefits, popular choices
are greater marketability, enhanced job prospects, enhanced salary or status, and
enhanced credibility and confidence. But still researcher found that a number of
factors affect the career advancement of male and female. The researcher said that the
women have to face lots of challenges in achieving their target as compared to male.
Researchers have identified a number of factors that function as barriers to women’s
career advancement.

Hameed and Manjusha (2010) explored teacher efficacy of secondary school

teachers in relation to teaching styles and organizational culture. The sample of the

34
study consisted of 370 secondary school teachers belonging to Malappuram,
Kozhikode and Thrissur districts of Kerala. Major findings were: (i) There was a
significant difference in mean teacher efficacy scores between male and female
teachers, but in case of mean teacher efficacy scores based on locale and type of
management, no significant difference was found; (ii)The main effect of teaching
styles on teacher efficacy was found to be significant for total sample, female, rural,
government and unaided secondary school teachers;(iii)The main effect of
organizational culture on teacher efficacy was found significant for total sample,
female, urban, rural and government secondary school teachers; (iv)No significant
interaction effect of teaching styles and organizational culture on teacher efficacy of
secondary school teachers based on total sample and sub samples based on gender,
locale and type of management was found.

Robert and Ming (2010) studied the effects on teachers' self-efficacy and job
satisfaction related to gender, years of experience, and job stress. The authors of this
study sought to examine the relationships among teachers' years of experience,
teachers’ characteristics (gender and teaching level), three domains of self-efficacy
(instructional strategies, classroom management, and student engagement), two types
of job stress (work load and classroom stress), and job satisfaction with a sample of
1,430 practicing teachers using factor analysis, item response modeling, systems of
equations, and a structural equation model. Teachers' years of experience showed
nonlinear relationships with all three self-efficacy factors, increasing from early
career to mid-career and then falling afterwards. Female teachers had greater
workload stress, greater classroom stress from student behaviors, and lower
classroom management self-efficacy. Those teaching young children (in elementary
grades and kindergarten) had higher levels of self-efficacy for classroom management
and student 80 engagement. Lastly, teachers with greater classroom management self-
efficacy or greater instructional strategies self-efficacy had greater job satisfaction.

Viel-Ruma et. al. (2010) studied self-efficacy beliefs of special educators. In order to
examine the relationship between reported levels of teacher self-efficacy, collective

35
efficacy, and job satisfaction in special educators, teachers in one school district
completed three surveys measuring these constructs. The results indicated that teacher
self-efficacy had a direct effect on job satisfaction. It was further found that collective
efficacy directly affected teacher self- efficacy but that it did not have a direct effect
on job satisfaction. No significant differences were found in reported levels of these
are as a cross subgroups of teachers categorized by teaching level (elementary,
middle, and high), teaching setting (self-contained, resource, or inclusion), and
certification type (highly qualified, not highly qualified, or emergency).

Nilgun (2009) examined the self-efficacy levels of science teachers relating to

science teaching for some variables. This study was verified with the aim of
determining how the teacher efficacy and the level of self-efficacy belief of science
teachers changed. According to the findings of the study, teacher efficacy of science
teachers was not changing according to gender, age, seniority, weekly lesson load,
receiving in-service training and job satisfaction. While self-efficacy beliefs of
teachers were not being different, it showed sufficient change according to seniority
and weekly lesson load.

Rao and Haseena (2009) conducted a study of self-efficacy among primary school
teachers among 120 primary school teachers from rural and urban schools located in
Tirupati rural and urban mandal of Chittor district of Andhra Pradesh. An attempt was
made to assess the effect of gender and locality of residence of primary school
teachers on their self-efficacy. The major findings of the study were: (i) Locality of
residence had significant impact on the self-efficacy of primary school teachers; (ii)
Gender had no significant impact on self-efficacy of the primary school
teachers;(iii)There was significant interaction between gender and locality of
residence with regard to the self efficacy of primary school teachers.

Williams (2009) examined the effect of gaining a degree on teacher self- efficacy and
emotions. This research project examined the impact on the self-efficacy of 202
practicing primary teachers of completing a degree qualification some years after

36
gaining their initial teaching qualification. Rather than the teachers' emotions and 79
sense of self efficacy being shaped by their practice, mastery of a degree was an
emotional experience that shaped the teachers' personal self- efficacy and ultimately
their sense of professional self- efficacy.

Bruce and Ross (2008) prepared a Model for Increasing Reform Implementation and
Teacher Efficacy. This study examined the effects of peer coaching on mathematics
teaching practices and teacher beliefs about their capacity to have an impact on
student learning. Twelve teachers in grades 3 and 6 participated in a brief but
intensive professional development program over six months. The program focused
on effective mathematics teaching strategies and peer coaching opportunities. Data
sources included classroom observations, teacher self-assessments, interviews, and
field notes. Data were analyzed using a two-level qualitative coding strategy with
multiple interpreters. Findings showed that teachers implemented key strategies for
effective mathematics teaching, especially in facilitating student interaction and
improving the quality of tasks assigned.

Bakar et al. (2008) carried out a study to access teaching efficacy of University Putra
Malaysia Science student teachers. The specific objectives were to determine
teaching efficacy of Science student teachers in terms of student engagement;
instructional strategies; classroom management and teaching with computers in
classroom; their satisfaction with teacher education program and lastly to determine
their attitudes towards teaching profession. Findings indicated that a majority of the
respondents had a high level of confidence with their efficacy in term of student
engagement, instructional strategies, classroom management and teaching with
computers in classroom. Pearson correlation showed that teaching efficacy and
perception toward teacher’s education program were significantly correlated with
each other. The relationship between these two variables was positive and of
moderate strength. In contrast teaching efficacy was weak and negatively correlated
with attitude toward teaching profession.

37
Chan (2008) conducted a study of general, collective, and domains specific teacher
self-efficacy among 273 Chinese prospective and in-service teachers in Hong Kong.
77 This study assessed two global (general and collective) and seven domain-specific
sets of teacher self-efficacy beliefs. While teachers generally reported the highest
confidence in teaching highly able learners and the least confidence in classroom
management, there were significant teacher group differences. Among four groups of
teachers, the experienced teachers reported the highest level of global and domain
specific teacher self-efficacy, suggesting that there could beater end of rising teacher
self-efficacy as a teacher went through preparation and teaching practice to becoming
a novice and then a more experienced teacher.

Cheung (2008) conducted a comparative study of teacher efficacy between 725 Hong
Kong and 575 Shanghai primary in-service teachers on their teacher efficacy. Two
Chinese versions of the 12-item Teachers' Sense of Efficacy Scale were used in this
study since some wordings of the Hong Kong version of the Scale (HK-TSE) were
different from the Shanghai version (S-TSE) as result of cultural differences. The
Shanghai teachers reported significantly higher efficacy than did the Hong Kong
teachers. As the age and experience will increase the respect and confidence placed in
them by students and their parents will also increase. Results showed that the three
most commonly cited factors for the contribution of teacher efficacy were: respect
and confidence placed in them by students and parents, the training they received
from universities and the experience they gained from daily teaching practice.
Though, Hong Kong in-service teachers had lower efficacy scores than the Shanghai
counterparts.
Sridhar and Razavi (2008) examined teachers’ efficacy of 256 teachers of 61
secondary schools of different management types in Mysore city. The study
concluded significant relationship between personal efficacy and type of school.
Navodaya teachers’ scores on personal efficacy were found higher than teachers of
other schools. However, there was no significant difference between general teaching
efficacy (GTE) and types of schools. This indicated that GTE was independent of
type of secondary schools. Teachers below 30 years and above 51 years of age,

38
teachers with Masters’ degree and teachers with experience more than 21years,
teachers teaching science and 78 female teachers were found to have higher personal
efficacy and also higher general teaching efficacy than their counter parts in
respective groups.

Rathi and Rastogi (2008) studied the effect of emotional intelligence on

occupational self-efficacy of 112scientists in a number of research organizations. The
study revealed that emotional intelligence had a positive relationship with
occupational self-efficacy and was found to be one of its significant predictors. This
study also implied that people with higher emotional intelligence were more effective
Marketing Employees as compared to those with lower emotional intelligence.

Afza & Nawaj (2008) conducted a study on “factors determining the presence of
glass ceiling and influencing women's career advancement in Bangladesh”. In this
study, the researcher identified some factors which are responsible for creating glass
ceiling effects. It also revealed some factors which help women advance their career
growth

.Caroline Straub (2008) in his study of work-family issues, finds that Organisational
contexts can influence female’s behavior. Besides organizational contexts, group
related factors were found to be critical as well. As a consequence, organizations
should create more inclusive female managers do not feel as tokens.

Anderson and Maninger (2007) conducted a study to examine 76pre service

teachers' abilities, beliefs, and intentions regarding technology integration. This study
investigated changes in and factors related to teachers' technology-related abilities,
beliefs, and intentions. Statistically significant changes were found in teachers'
perceived abilities, self-efficacy beliefs, value beliefs, and intentions to use software
in their future classrooms. Teachers' self-efficacy, value beliefs, and intentions were
moderately correlated with each other. Abilities were correlated with self-efficacy
and computer access. The best predictors of intentions were self-efficacy beliefs,

39
gender, and value beliefs. These results strongly supported the effectiveness of
educational technology course work in improving not just abilities, but also beliefs
and intentions. They highlighted the importance of relationships between pre service
teachers' beliefs about technology integration and their potential use of technology in
their future classrooms.

Gabriele and Joram(2007) conducted a study of teachers' reflections on their reform

based teaching in mathematics. The purpose of this study was to examine the sources
of efficacy of experienced teachers, who were making the transition to reform- based
mathematics teaching, by examining the criteria that they used to evaluate their
teaching effectiveness. The quantity and quality of 10 elementary teachers' verbal
reflections on the success of their lessons were compared as a function of the length
of time that they had participated in a professional development project. Results 76
suggested that the sources of information upon which teachers based evaluations of
their teaching changed in important ways as teachers shifted from traditional to
reform-based mathematics teaching.

Bennett, C., et al. (2006) in his study of “ Womens career development in the Local
Authority” Found that organizational cultures hinder rather than support women’s
career progression.

Zhong Yan (2006) identified several factors that influence women’s career
advancement. Conflict with family responsibilities, job characteristics, childcare
responsibilities, and lack of work support were considered as the strongest
constraints.

Zeynep Aycan (2006) examined in his study of “Career development of professional

women in turkey” that women’s career influenced by both individual and situational
factors. He said that individual factors were more important for women managers to
overcome the situational barriers. The effect of social-cultural context was also
discussed in his study

40
Moseley and Utley (2006) examined the effect of an integrated science and
mathematics content-based course on science and mathematics teaching efficacy of
pre service elementary teachers. The purpose of this study was to determine the effect
of an earth systems science course (integrated mathematics and science content) on
preservice elementary teachers' mathematics and science teaching efficacy. Paired
ttests revealed that the personal mathematics and science teaching efficacy and
science teaching outcome expectancy significantly increased over the course of the
semester for the experimental group (those students enrolled in the earth systems
science course). For the control group (those students not enrolled in the course),
however, there was no significant increase.

Yan Zhong (2006), conduct a study on “factors affecting women’s career

advancement in the hospitality industry: perceptions of students, educators, and
industry recruiters”. The study identified several factors that influence women’s
career advancement. Hard work, attitude towards work, communication skills, and
problem solving skills were considered by all groups as the most important
facilitators to women’s career advancement.

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

processes used to legally obtain a sufficient number of qualified people at the right
place and time so that the people and the organization can select each other in their
own best short and long term interests.
Rao and Rao & Prasad (2005) have defined career path as 'it is the sequential
pattern of jobs that forms a career'. The career path is the logical possible sequence of
positions that could be held by an individual based on how he performs in the
organization. Career path consists of two elements: line and ladder. Line is the field
of specialty in which an individual is placed like production, marketing, finance,
HRM etc. Within each line, there are various positions arranged in hierarchical order.
Placing an individual on a career path indicates, how the individual will progress to

41
those positions. This placing is essentially determined by the alignment of individual
needs his strengths and weaknesses, and organizational opportunities.

Prasad (2005) found that an individual joins an organization not just for a job, but for
a career, that is, where he/she will be at the far end of his work-life through a series of
progression in responsibilities and reward for such a responsibility. It is common to
find out that after the initial excitement in a job, executives/managers tend to lose
interest and begin to feel that there is no career in a particular organization. This
implies that career advancement has not taken place as expected of them after a
certain period of time. This mismatch between a manager's expectations and his/her
actual career advancement experience may prove very shocking to both managers and
the organization. However, much of this problem can be overcome by proper career
strategies by the individual and the organization..

Judge et al2004, Gattiker and Larwood & (Bozionelos, 2004) in his study said that
in extrinsic terms, careers are evaluated with the use of external reference points or
norms; while in intrinsic terms, careers are evaluated by individuals themselves using
personal subjective definitions of success or failure. Unlike extrinsic career success,
intrinsic career success is primarily associated with personality; with no consistent
effects of general mental ability and with very weak experiential effects.

Naidoo (2004) observed that “Career advancement is often defined in terms of

promotion within managerial ranks, the level of management and ultimately
reachedthe level of pay received.”
Smith (2004) found that elevated qualifications and economic fluctuations combined
with internal (psychological) and external (environmental) interferences can
makecareer advancement problematic. And Ethnic minorities perceived greater
barriers tofinding a job, job performance, and career balance than non-minorities.

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

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

42
performingcompaniesdevoted considerable resources and energy to creating high
quality selectionsystems. Due to the fact that organizations are always fortified by
informationtechnology to be more competitive, it is natural to also consider utilizing
thistechnology to re-organize the traditional recruitment and selection process
throughproper decision techniques, with that both the effectiveness and the efficiency
of theprocesses can beincreased and the quality of the recruitment and selection
decisionimproved.

Whitmell Associates, (2004) observed that the extent of recruitment and

selectionstrategy integration can be gauged through four distinctive indicators. These
indicatorsare: the timely supply of an adequately qualified workforce, effective job
analysis anddescriptions, effective selection, and the involvement of line managers in
therecruitment and selection practices. A key source of uncertainty in the business
strategyimplementation is whether there is a timely supply of adequately qualified
people, andto a great extent this uncertainty involves the quality of Marketing
Employees. An organizationcan successfully eliminate this uncertainty if its
recruitment and selection policies andpractices are strategically integrated with the
business.

Naidoo (2004) in his study definition of the career consistent with the notion
thatcareer develops over time, and that all persons have careers, regardless of
theirprofession, their level of advancement or the stability of their work pattern.
Naidoo said that it is clear that a career can be seen as a twofold process consisting of
individual factors (such as the individual's likes, identity, self-image and interests)
and job factors (being part of an organization, work relationships and work lifestyles)

Smith (2004) found that elevated qualifications and economic fluctuations combined
with internal (psychological) and external (environmental) interferences can make
career advancement problematic. And Ethnic minorities perceived greater barriers to
finding a job, job performance, and career balance than non-minorities.

43
Kaplan and Norton (2004) found that the number of people who refused to provide
screening information tended to be higher by telephone than in person. However,
refusals over the telephone tend to be less likely than with mailed surveys Kelly,2006
It should be noted that telephone methods can be used not only for recruitment, but
also for data collection. Recent advances in telephone survey methodology have made
telephone recruitment and surveying an increasingly attractive option in many
research fields.

According to Kaplan and Norton, a common problem in recruitment and selection

is poor HR planning. Rigorous HR planning translates business strategies into
specific HRM policies and practices. This is particularly so with recruitment and
selection policies and practices. The key goal of HR planning is to get the right
numberof 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.

Ng & Pine, 2003 provides some suggestions to women managers to stand out by hard
work, being good at what they do, networking, relocating, or changing companies
which will helpful in their career advancement.

Ng and Pine (2003) found significant gender differences on the importance of

effective communication skills, which indicated that female managers viewed a
strong positive relationship between communication skills and career development
than males. Three obstacles were found to be significantly different between female
and male managers; they were inadequate job knowledge, difficulty in establishing
credibility, and lack of equity in training. In all these items, males viewed them as
bigger obstacles than females.

44
Studies Related to Self- Efficacy Self-efficacy is the belief in one’s effectiveness in
performing specific tasks.

Caprara et al. (2003) conducted a study of 726 teachers, 387 staff members, and
1994 parents’ efficacy beliefs as determinants of attitudes toward school from 18
junior high schools. Self and collective efficacy beliefs were examined as correlates
of attitudes toward school of teachers, school staff, and parents. They were
administered questionnaires assessing self-efficacy beliefs, perceptions about
colleagues' behavior, collective efficacy beliefs, affective commitment and job
satisfaction of teachers and school staff and parent’s satisfaction with school. Path
analyses corroborated a conceptual model in which self and collective efficacy beliefs
represented, respectively, the distal and proximal determinants of affective
commitment and job satisfaction for teachers and staff and of satisfaction with school
for parents. Perceptions that teachers, staff and parents held about the behavior of
their colleagues largely mediated the links between self and collective efficacy
beliefs. Collective efficacy beliefs, in turn, largely mediated the influence that self-
efficacy beliefs and perceptions of school constituencies' behaviors exerted on
attitudes toward school of teachers, staff and parents.
Sandu and Anand (2003) carried out a study of role diversity and burnout
moderating effects of self-efficacy of 50 married women teachers of the age group of
30-40 years from universities and colleges and all had the similar educational status
(Ph.D. Level of education). The objective of the study was to explore how self-
efficacy beliefs of women teachers with high role diversity moderates their burnout
experience. The findings of the study were: (i) there was no significant difference in
the experience of 74 role diversity in the high-low teacher self- efficacy groups.
Beliefs played a role in the experience of the basic and central dimensions of burnout-
emotional exhaustion; (ii) there was also a significant difference between the two
groups in the feeling of personal accomplishments.

45
Garcia (2004) conducted a study of construct of teacher efficacy and family
involvement practices exhibited by 110 elementary school teachers from a large
urban school district. The study explored the relationship between perceived teacher
efficacy and specific practices of family involvement Bandura's construct of self-
efficacy provided the theoretical framework for examining teacher efficacy. The
study investigated the predictive value of self-efficacy beliefs for determining specific
family involvement practices exhibited by teachers. Results from this investigation
revealed that teacher efficacy was significantly correlated to and was a predictor of
five different types of family involvement practices, as reflected in Epstein typology
of home-school and community partnerships. The study raised questions related to the
effective preparation of teachers in this area and the types of experiences that
facilitate the development of teacher efficacy beliefs in the area of home-school and
community partnerships.

Mottet et al. (2004) conducted a study to examine the effects of student verbal and
nonverbal responsiveness on teacher self- efficacy and job satisfaction. Over a quarter
(26%) of the total variance in teacher self-efficacy and over half (53%) of the total
variance in teacher job satisfaction were attributable to student verbal and nonverbal
responsiveness. Rather than student verbal and nonverbal responsiveness interacting,
the analyses of variance yielded significant main effects of both the verbal
responsiveness and nonverbal responsiveness independent variables for each of the
teacher self-efficacy and job satisfaction dependent variables. Overall, student
nonverbal responsiveness had a greater effect on teacher self-efficacy and job
satisfaction than verbal responsiveness. Also, teacher job satisfaction was more
susceptible to student verbal and nonverbal responsiveness than teacher self-efficacy.

Ng & Pine, 2003 found that other traits also included communication, trust, and
perseverance. He said that lack of support at work, lack of equity in promotions,
inadequate job knowledge, and lack of mentor to be the first four major constraints.

46
Hawlett (2002) conducted a nationwide survey in the US on “Executive Women &
the Myth of Having it All”, which was targeted at the top 10% of women measured in
terms of earning power. She summarized her findings in two points: 1. Even in
organizations whose policies support women, prevailing attitudes and unrelenting job
pressure undermine them; and 2. Women’s lives have been expanded, but the
grudging attitude of most corporate cultures weighs down and constrain what
individual women feel is possible.

Poulter, (2002) published an article in “Career Women Opt For Home Alone” in
which the author highlighted how many women are sacrificing marriage and a family
for financial independence. Another article, also published in the ‘Star’ (Halliwal,
2002), focuses on how women are giving up their careers to raise their families. The
article includes a recent survey that found that 94% of women are sick of those who
‘do it all’ and more than 75% would leave their jobs if they could.

Bierema & opengart (2002) “Emotions in Women’s Career Development, ” said that
women have been devalued both in theory and in social context. The
Bierema&opengart (2002) identified some factors that impact women’s career
development: Gender role and social expectations. Women’s primary care-
giving and homemaking responsibilities. Increasing availability of alternative
work arrangement. Current models that lack diversity. Career patterns that
differ from men. Hidden curriculum necessary for success in a male-dominated
environment.

Landkin (2002), Ladkin and Juwaheer and ladkin and Riley in his study
examined the career paths of hotel managers and investigated career profiles and
labor mobility in the convention exhibition industry in Australia. In this study, we
shift the attention from the members of the tourism and hospitality academics,
examining their perceptions of important career strategies, career satisfaction, and
barriers to career advancement.

47
Vianen and Fischer (2002) suggested that compared to men, women would feel less
attracted to management positions, especially top management positions, because of
their organizational cultural preferences. According to their studies, women are
confronted with two barriers on the way to the top, which are more restrained for
them than for men. One is the women’s first step into management. Few women will
take this step partly because they have weaker masculine culture preferences. The
other barrier concerns the step from middle management to top management. Women
seem less ambitious than men in pursuing a top management career. It is suggested
that if an organization truly wanted to assign more women in top management
positions, they should put effort into changing the top management culture as well as
trying to attract women with higher salaries and status. Vianen and Fischer concluded
that both processes of selection and self-selection are responsible for the slow
advancement of women to top management careers.

Miyake, (2002) indicated that while advertising is usual for job vacancies,
applicantswere sometimes recruited by word of mouth, through existing Marketing
Employees. Besidesbeing cheaper, the “grapevine” finds Marketing Employees who
stay longer (low volunteer) and who are less likely to be dismissed (low involuntary
turnover). Peoplerecruited by word of mouth stay longer because they have a clearer
idea of what the jobreally involves. The study reviewed five studies in which average
labor turnover ofthose recruited by advertising was 51 percent. The labor turnover for
spontaneousapplicants was 37 per cent and turnover for applicants recommended by
existingMarketing Employees was 30 percent. One hypothesis proposed to account
for this was the “bestinformation” hypothesis. It was argued that people who were
suggested by otherMarketing Employees were better and more realistically informed
about the job than those whoapplied through newspapers and agencies. Thus, they
were in a better position to assesstheir own suitability. Better informed candidates are
likely to have a more realistic viewnof the job, culture of the organization and job
prospects.

48
Miyake, In a comparison of personnel selection practices in seven Europeancountries
explored the utilization of a range of established selection methods. Theyreported a
general trend towards structured interviews in all countries and, while thegeneral
validity and acceptability of methods such as work samples, group exercisesand
assessment centers were widely recognized, reported usage of these methods
wasinfrequent.

Seibert and Kraimer (2001) observed that “Career advancement is defined as

theaccumulated positive work and psychological outcomes resulting from one's
workexperiences.”

Burton (2001) in his study of recruitment and selection practices in the USA,
foundthat approximately 25 percent of respondent organizations conducted validation
studieson their selection methods. Furthermore, in a rating of various selection
methods, thoseperceived to be above average in their ability to predict Marketing
Employees' job performanceincluded work samples, references/recommendations,
unstructured interviewsstructured interviews and assessment centers

Dess and Jason, (2001) suggest that in business strategy implementation

theinvolvement of line managers in the entire staffing process (i.e., drafting of
jobdescriptions, setting selection criteria and being on the panel of recruitment) is
vital forensuring recruitment and selection to meet business needs. In other words, the
linemanagers are the owner of the recruitment and selection process along with HR
playinga facilitator role.

Scholars have argued that other key issues and controversies run through analyses
ofhuman resource management and recruitment and selection: efficiency, control, and
thedifficulty of orienting practice towards social justice are often cited. The first
twoproblematic, as Burton, (2001)notes, have been central to the management of
peoplefor as long as managers have been present in organizations. The latter is also

49
commonacross all organizations, but is a particular academic and policy concern for
smaller orgrowing organizations.

Woodd (2000) in his study emphasized that typical female career patterns are more
suitable& reliable to the new economic era since they enable women to readily ope
upwith the new demands associated with the changing nature of careers.
Theexistingareer theories and models have been criticized as being biased toward
men’s livingconditions, thus suggesting that features of women’s career development,
especiallyhow they organize their working life and other aspects of life, still need
additionalresearch attention.

Zafararullah, H. (2000) “Through the brick wall and Glass ceiling; women in the
Civil service in Bangladesh” said that women continue to be underrepresented in
managerial positions compared to their overall employment. In India, the
stereotypical perception results in differing attitude in both genders regarding
women’s participation 65 in different industries and service sectors, women are
portrayed as weak, unassuming, passive, feminine, submissive, and dependent. In the
work place discriminating attitude include women are less capable physically,
mentally, and emotionally in certain challenges; they do in traditional roles as school
teachers, health and welfare officers rather than in administrative and managerial
positions; their efficiency and commitment last for only a limited time. They have
health problems and are sick-prone and therefore frequently remain absent.
Pregnancies interrupt their regular work and their careers are disrupted by family
interest.

Greenhouse et al., (2000) in his study defines the above phenomenon of

stagnationand meaninglessness in the current job is often termed as 'burnout'. This
study definescareer as 'the pattern of work-related experiences that span the course of
a person's life. This definition includes both objective events, such as jobs, and
Subjective views ofwork, such as the person's attitudes, values and expectations.

50
Therefore, both a person'swork-related activities and his/her reactions to those
activities form part of the person'scareer.

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

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

resourcemanagement must be able to assist the organization to place the right person
in the rightjob. The human resource management practices include recruitment,
selection,placement, evaluation, training and development, compensation
andbenefits, andretention of the Marketing Employees of an organization. Businesses
have developed humanresource information systems that support: (i) recruitment,
selection, and hiring, (ii) jobplacement, (iii) performance appraisals, (iv) employee
benefits analysis, (v) trainingand development, and (vi) health, safety, and security

51
Seibert et al. (1999) defined career success as "positive psychological or work
relatedoutcomes or achievements that the individual accumulates as a result of
workexperiences".

Johnston, (1999) analyzed that for every job in the organization, a thorough
jobanalysis, which includes the job description and job specification, is necessary
andbased on this, an appropriate selection criteria is vital. The job description
providesindications of the duties to be undertaken, and the job specification usually
prescribesrelevant personal qualities and attitudes as well as skills and knowledge
required for thejob.

Drucker (1999) has studied that Recruitment procedures need not be limited to
onemethod. It is possible and often desirable to combine methods to enhance
therecruitment success of a particular project. For example, use of focus groups and
pilotstudies that involve the community and pre-recruitment, publicity can lead to
higherrates of consent.From the above review of literature, it is observed that the
sources of recruitment andselection are through advertising, via the internet and so
forth. However, recruitmentand selection are faced with lots of challenges.
.
Campbell (1999) has found that facilitating the people for career switching.
Facilitators to career advancement included accepting an increase in job
responsibilities or taking on new assignments, moving to a different department or
service, and changing job which required learning new skills, providing supportive
measures. Positive correlations were found between the number of career facilitators
and social support.

According to Indian department of labor the female WPR (worker population Ratio)
is estimated to be 23.6 per cent at all India level as compared to the male WPR of
75.1 per cent. The unemployment rate is estimated to be 3.8 per cent at All India
level. In rural areas, the unemployment rate is 3.4 per cent, whereas in urban areas,

52
the same is 5.0 per cent. Despite relatively low LFPR (Labor Force Participation
Rate), the unemployment rate is significantly higher among females as compared to
males. At all India level, the female unemployment rate is estimated to be 6.9 per
cent, whereas for males, the unemployment rate is 2.9 per cent. The female
unemployment rate is estimated to be 12.5 per cent in urban areas and 5.6 per cent in
rural areas at All India level. Similar rates of unemployment for males work out to be
3.4 per cent in urban areas and 2.7 per cent in rural areas. Despite the fact that there
has been a remarkable increase in the number of women who have worked both
developed and developing countries (Davidson & Burke, 2004). The major
contributing factor is the increasing amount of educating women have pursued, tied
with increasing number of women undertaking professional studies. The hospitality
industry overall faces a worldwide shortage of trained hospitality staff (Robinson,
2007) and it appears that employment in this sector is advantageous for talented and
career oriented women.

Knutson and Schmidgall (1999) noted that having a charismatic personality also is
an effective advanced strategy and that women executives believe that to advance
they must develop a style with which men are comfortable.

Campbell, (1999) Facilitators to career advancement included accepting an increase

in job responsibilities or taking on new assignments, moving to a different department
or service, and changing jobs that required learning new skills. Positive correlations
were found between the number of career facilitators and social support.
Knutson and Schmidgall (1999) noted that having a charismatic personality also is
an effective advanced strategy and that women executives believe that to advance
they must develop a style with which men are comfortable.

Campbell, (1999) Facilitators to career advancement included accepting an increase

in job responsibilities or taking on new assignments, moving to a different department
or service, and changing jobs that required learning new skills. Positive correlations
were found between the number of career facilitators and social support

53
Selmer 1999 defined “Career is a sequence of related work experiences and
activitiesdirected at personal and organizational goals, through which a person passes
during hisor her lifetime, that are partly under their control and partly under that of
others

Knutson &Schmidgall (1999) defined the glass ceiling as invisible, generally

artificial, barriers that prevent qualified individuals, e.g. women, from advancing
within their organizations and reaching their full potential. It describes a tendency for
women and minorities to be over represented in the lower levels of an industry, but
underrepresented at senior levels. Even though great strides have taken place in recent
years, there remains grounded for improvement

.Sparrowe and Iverson (1999) conducted a study to examine the disparity of income
in the hospitality industry. According to their findings, the presence of more covert
forms of gender discrimination within the hospitality industry, consistent with
previous research, women may experience equity of representation at the
management level in the industry but the income is still lower than that of men.
Sparrowe and Iverson (1999) suggested that this disparity has existed for many years
and cannot disappear overnight. Comparisons should be made to determine if income
disparities are being reduced in the industry today.

Campbell (1999) Conflict with work and family responsibilities and a desire to
spendmore time with family were the most common barriers to career advancement
ofwomen.

National Career Development Association in his Guidelines of a federal

projectwhich combining the hard work of several government agencies and
professionalassociations, stated that career basically defined as a road, or a course to
be travelled, intime it began to mean a course of achievement within a profession.
Throughout the firstseventy-five years of the twentieth century, career referred to a

54
professional occupationgenerating both money and a respectful position& status in
which one could advance,from this perspective, some people thoughtit as a “careers”
while others merely thoughtit as “jobs”. However, in the last quarter of the twentieth
century career has beenviewed in the broadest sense, encompassing work, leisure and
other lifespan dimensions.

According to the Oxford English Dictionary, career defined as “a person’s course

orprogress through life.” Career is a developmental and lifelong process, including a
widerange of occupational, family, civic, and political roles which individuals
willundertake throughout their adult lives. It includes paid employment, self
employment,unpaid work, multiple jobbing, entrepreneurial enterprise, home based
enterprise, studyas an adult, and unemployment.

Craig (1998) has observed and provides some suggestions that taking more personal
responsibility for developing career seems to be a common theme among
professionals. Moving Marketing Employees laterally and helping Marketing
Employees find new challenges in their current jobs are becoming more accepted
career development alternatives. Volunteering one's skills for any assignments that
might lead to the position he/she wishes. The value of a network of professional
colleagues cannot be overlooked. Recruiters and placement professionals agree that
developing a professional contact network should be part of any strategic career plan.
It is important to have visibility with people outside the current institutions
Weber (1998) found that the perceived importance of career constraints is: old boy
network, lack of assertiveness, male bias and stereotyping, family and work conflict,
insufficient career planning, and unhelpful boss

Barber (1998) defines Employee recruitment as “practices and activities carried on

by an organization for the purpose of identifying and attracting potential Marketing
Employees”.Manylarge corporations have employee recruitment plans that are

55
designed to attractpotential Marketing Employees that are not only capable of filling
vacant positions but also add tothe organization’s culture.

Swanson and Woitke (1997) defined the term career barriers as "events or
conditions,either within the person or in his or her environment, that make career
progressdifficult"

MC Whirter (1997) define Career advancement barriers are explaining the

continuingability, attainment gap in the occupational choices of people

Rao and Rao, The researcher found the four major barriers such as dual
careerfamilies, Low ceiling career, Lack of career guidance, Flat organization
structure. In thedual - career family, one of the members might face the problem of
career advancement due to the transfer of the spouse, over-work load, etc. in his study
observed that some careers do not have scope for much advancement in-spite of a
good career plan and development. Lack of career guidance, and minimal provision
of training and education programs for junior managers may lead to gaps in some
career development initiatives. Organizations creating a flat organizational structure
may lead to lack of opportunity for promotion.

Kanter (1997) proposed that individual’s behavior in an organization is the result of

the following three organizational factors: opportunities, power, and proportions.
.
Govender (1997) conducted studies on “Career Advancement Obstacles Encountered
by Women in the Workplace” in which investigated obstacles to career advancement
encountered by women in the road transport division. The greatest obstacles being
lack of mentors, lack of role models, role conflicts, lack of part-time employment,
insufficient maternity benefits and re-entry into marketplace.

56
Bandura (1997) a well- established predictor of peoples’ behavior and performance
is their self efficacy expectation, defined as beliefs in one’s capabilities to organize
and execute courses of action.

Bandura, 1997; gist, (1992) Self efficacy has been identified as a key predictor of
many aspects of behavioral choices, including level of aspiration, task persistence,
positive or negative ways of thinking and feeling, 72 and actual task performance.

Bandura (1997) defined self efficacy as beliefs in one’s capabilities to organize and
execute courses of action. Self efficacy has been identified as a key predictor of many
aspects of behavioral choices, including level of aspiration, task persistence, positive
or negative ways of thinking and feeling, and actual task performance.

Kersley et al (1997) reiterated the anticipatory socialization stage for students

planningto enter professions, and in particular the effects of recruitment and
selectionexperiences on career expectations and orientation. They agreed that the
nature ofstudents’ job search activity, the possession of relevant work experience, and
exposure employers through recruitment and selection activities may form part of
the“evolving sequence of a person’s work experiences” which contributes to
anticipatorysocialization. It has been argued that exposure to employers through
recruitment andselection is a social process where employers and potential Marketing
Employees graduallyperceive a match. Through job search activities and awareness
of employers’recruitment literature and events, students gather information about the
organization’sgoals, values, climate and work practices to guide their ultimate
decision. Exposure toselection procedures provides information about the culture and
attributes of anorganization, and candidates form judgments from their perceptions of
the fairness ofthe selection methods used.

Fondas (1996) pointed out that there has been a feminization of paid work.
Afeminization is taking place not only in that more women participate in the labor
force,but also in that those attributes ascribed to women are becoming more prevalent

57
incontemporary working life. This can be witnessed (Ferguson, 1984), for example,
inthe rather recent spread of a management style that is characterized by caring and
supportiveness. In his study an important point is stating that women’s career
development has had significant implications for the changing nature of the career.
The features associated with careers in the postindustrial society, indeed, and also
apply well to the career situation of women.

Desai (l996) foundthat Indian women tend to impose restrictions on their career
aspirations or personalachievements for family reasons.

Delery and Doty (1996) argued that providing students with a greater awareness
ofemployment opportunities, and equipping them with the ability to be proactive
inapproaching potential employers, will lead to more effective career self-
managementand selection processes.

Farrar (1996) suggested that the important contribution of Kanter was “to shift the
focus fromindividual approaches, which focused on the question of what
characteristics serve as barriers to women’s entry into managerial careers to a broader
question of what organizational structure characteristics serve as barriers to entry into
managerial and executive careers”. Studies also have identified the difficulties
women face in climbing to the top management positions, including the old boy
network, working family conflict, and poor childcare support.
.
According to Montgomery (1996) is on matching the capabilities and inclinations of
prospective candidates against the demands and rewards inherent in a given job
Cran (1995) suggests that developments in the realm of selection lend some support
tothose who propound the HRM thesis, where a key feature has been the increase
intesting designed explicitly to assess behavioral and attitudinal characteristics.
Hefurther indicates that the extent to which these more sophisticated and
systematicapproaches can be, and are, deployed, depends to a large degree, on

58
sectoralcircumstances and on the wider employment-management policies being
pursued.

Diaz &Umbreit (1995) the number of women who choose a career in the hospitality
industry has been increasing, women’s status is of more concern than ever. It was
reported that some 41 percent of hospitality managers were women

Bily and Manoochehri (1995) described the development of women’s role in

history: traditionally, a woman’s role has been in the home, taking care of children
and husband. During World War II, women went to work because men were at war.
After World War II, women were sent back home again to be wives and mothers.
Their shorter work experience has impacted women in history. Since the 1960s, more
and more women have entered the workplace and 30-40 years later they have stayed
in the workforce so that the number of working women has been continuously
increasing. While women comprise almost half of the workplace, the number of
women in mid - management and especially senior management is still low. That is
where the term “glass ceiling” comes from as cited in Bily and Manoochehri (1995).
Schwartz (cited in Bily&Manoochehri, 1995) illustrated the glass ceiling as part of
the management pyramid (Figure 2.1), Figure 2.1: The Management Pyramid Sr.
(1.6%) Management, 3% Women Upper (10.9%) Management, 11% Women Middle
(29.7%) Management, 26% Women Entry-level (57.8%) Management 50% Women
Source: Schwartz, F. N. (Cited in Bily&Manoochehri, 1995). Breaking with
Tradition:Women and Work; the New Facts of Life, Warner Books,

Judge et. al. (1995) defined Career success as extrinsic or objective and intrinsic
orsubjective accomplishments of individuals in their work lives. The link
betweenintrinsic career success (satisfaction with one's career) and extrinsic career
success(pay, promotions, job level) has been demonstrated in numerous studies

Brownell (1994), in another study on personality and career development, found the
following traits of hospitality managers: hard work, fairness, the ability to motivate

59
others, determination, calmness, assertiveness or competitiveness, enthusiasm,
deliberateness and detail-orientation. Skills and intelligence also are important, such
as communication skills, leadership skills and interpersonal skills.

Brownell reported that the predominant constraints in women’s career advancement

were the old-boy network, conflicts between family and work, and lack of equity in
pay and promotions

.Woods and Kavanaugh (1994) found that more than 80 percent of men and women
perceive gender discrimination and sexual harassment in the workplace as an ongoing
problem. They mailed the 49 - question survey to 1,550 hospitality managers, all of
whom had earned a baccalaureate or master’s degree from hospitality management
programs within the preceding seven years. Fifty eight percent of the respondents
were women. Results showed that in many cases the reasons why most women
graduates left the hospitality industry was due to gender discrimination or sexual
harassment.

Brownell (1994), in another study on personality and career development, found the
following traits of hospitality managers: hard work, fairness, the ability to motivate
others, determination, calmness, assertiveness or competitiveness, enthusiasm, 68
deliberateness and detail-orientation. Skills and intelligence also are important, such
as communication skills, leadership skills and interpersonal skills

Brownell, (1994) conducted a survey of 97 female and 318 male general managers.
Of the ten items that relate to the importance of career-related activities, only
mentoring was found to be significantly different by gender, with males viewing it
more important to women’s career development than females. Of the eight obstacles
to women’s career advancement, gender differences were found between female and
male general managers on the items: old boy network, family and work conflict, pay
and promotions, job characteristics, lack of mentors, lack of credibility, and sexual
harassment. For example, more than half of males (54%) viewed pay and promotions

60
as no obstacle or a minor one, while only 11% of females agreed. Nearly half of
males perceived old boy networks as only minor obstacles while over half of females
viewed this as a major obstacle. The numbers in the middle of the pyramid represent
the percentage of managers in each category. The numbers on the right represent the
women at each level. For example, 50% of entry-level managers are women, while
women accounts for only 3% senior management positions. In spite of the similarities
in the backgrounds and experiences of men and women, the above figure showed
women remain poorly represented at the senior level.

Brownell (1994) & Diaz &Umbreit have identified the difficulties women face in
climbing to the top management positions, including the old boy network, working
family conflict, and poor childcare support. Of the ten items that relate to the 70
importance of career-related activities, only mentoring was found to be significantly
different by gender, with males viewing it more important to women’s career
development than females. Of the eight obstacles to women’s career advancement,
gender differences were found between female and male general managers on the
items: old boy network, family and work conflict, pay and promotions, job
characteristics, lack of mentors, lack of credibility, and sexual harassment. For
example, more than half of males (54%) viewed pay and promotions as no obstacle or
a minor one, while only 11% of females agreed. Nearly half of males perceived old
boy networks as only minor obstacles while over half of females viewed this as a
major obstacle.

Judge and Bretz (1994); Judge et al., ; Kirchmeyer ; Seibert et al.; Wayne et al.,
in their studies have examined relatively comprehensive models of career
advancement. Some specific findings are that human capital factor(education, years in
the workforce, experience in multiple organizations, and career interruptions),
demographic factor (gender, marital status, and spouse employment status), and
organizational factor (organization size, metropolitan location, and industry sector),
have effects on salary, promotions, and/or career satisfaction and career advancement.
Further, it is observed that there are only limited ranges of variables were examined

61
as predictors of career advancement in the past researches. Thus, there is a need to
identify a larger and more diverse set of predictors. To develop a useful theoretical
perspective on career advancement, the identification of further predictors is
warranted. Some personal and other key variables may facilitate the career success. A
lot of research findings are available on personal and other variables' influence on the
career success of managers in general. The researcher has analyzed that both
Individual and organization have to respond strategically to the perceived barriers to
career advancement. The following are the potential strategies to overcome the career
advancement barriers:

According to brown and Dugid, (1993) changes in individual skills and attitudes
occur through social processes such as informal discussions and feedback from social
interactions. The groups represent an immediate social context that shapes how
individual members think and feel

Hackman, 1993.In fact, studies have shown that group settings can change
individual’s motivation, attitudes and behavior

Fagenson and Jackson (1993) stated that Networking and mentoring have been
identified as two methods to help women. Some women in high level have benefited
from networks. Furthermore, women need to set up their networks and participate in
men’s networks. Many women have acknowledged the help of mentors who helped
them to enter the old boy networks.

Fagenson& Jackson found that the number of women managers has increased;
however, they have not reached equity with their male counterparts in salaries. The
gap in salaries has reduced in some fields, but still remains large in other fields.

Fagenson and Jackson stated that Networking and mentoring have been identified
as two methods to help women. Some women in high level have benefited from
networks. Furthermore, women need to set up their networks and participate in men’s

62
networks. Many women have acknowledged the help of mentors who helped them to
enter the old boy networks.

Gist, (1992) said that many training programs and organizational change efforts are
aimed at changing one's efficacy beliefs since’ self efficacy represents a dynamic
(changeable) and comprehensive judgement reflecting a variety of personal and task
related performance determinants
.
Raudenbushet. al. (1992) conducted a study of contextual effects on the
selfperceived efficacy of high school teachers. The study offered survey results
suggesting that teachers tend to feel most efficacious when teaching high track
students, particularly in the areas of mathematics and science. It also explored the 73
relevance of teacher preparation, grade level, teacher influence upon working
conditions, and degree of collaboration.

Bandura (1992) conducted study of perceived self-efficacy in cognitive

development and functioning. He reviewed the diverse ways in which perceived self-
efficacy contributed to cognitive development and functioning. Perceived self-
efficacy exerted its influence through four major processes. They included cognitive,
motivational, affective, and selection processes. There were three different levels at
which perceived self-efficacy operated as an important contributor to development

Brownell (1992) described the hospitality managers who emerge as leaders in the 21st
century as men and women who deal effectively with a multi-cultural workforce,
present their ideas clearly, and are able to mobilize others around a common goal.

Brownell (1992) described the hospitality managers who emerge as leaders in the 21st
century as men and women who deal effectively with a multi-cultural workforce,
present their ideas clearly, and are able to mobilize others around a common goal.

63
Bharat (1992) said that Indian women continue to bear the burden ofhousehold
responsibilities regardless of their employment status.

Geber (1992) has identified four distinct explanations for a career, namely a career
asadvancement, a profession, a lifelong sequence of jobs, and a lifelong sequence of
rolerelated experiences. A career as an advancement:A career can imply a
verticalmovement; in other words, upward mobility in an organization. It means that a
personmoves onwards in this work life, by means of a promotion, a transfer or a new
job in ahigher position in another company. It may also involve a lateral move with
moreresponsibilities. A career in this sense refers to basic advancement, for example,
a salesrepresentative who advances through the ranks of the sales department to
become asales manager. A career as a profession: This concept refers to those careers
where aperson has to follow a certain route during his/her career path; in other words,
there is aclear pattern of advancement. The legal profession is an example of such a
career. Insuch a profession a person starts his/her career as a law student, becomes a
clerk in alaw firm once he/she has completed his/her articles, an associate and then a
partner,once a sufficient level of experience or expertise has been achieved. A career
as alifelong sequence of jobs:This refers to a series of positions held during a
person'swork life. There is no mention of a specific profession or any mobility, but it
referspurely to any jobs held by the individual during his/her working life. A career as
alifelong sequence of ole-related experiences:This refers to the way an
individualpersonally rotates his/her job functions and gain experience. It is more of a
personalexperience (satisfaction, changing aspirations and attitude changes).

Knuston, B.J. &Schmidgall, R.S. (1991) founds that the Glass ceiling refers to
invisible, generally artificial, barriers that prevent individuals, e.g. women, from
advancing within their organizations and reaching their full potential

Armstrong (1991) studied the issues to consider include the type of sample (random
orconvenience), cost, ease, participant time demands (e.g., total time, days of the
week,and time of day), and efficiency (e.g., staff hours per recruited participant).

64
Researchers51have a number of methods from which to choose, including advertising,
direct mailand telephone.

Rao and Rao (1990) have analyzed that Educate the people to discover their own
talents, needs and motives, imparting necessary educational facilities, initiating career
counseling, introducing more flexible reward and promotional systems are the major
strategies which can be adopted to overcome the barriers

Rao and Rao in his study defined career path as 'it is the sequential pattern ofjobsthat
forms a career'. The career path is the logical possible sequence of positionsthat
should be held by an individual based on how he performs in the organization

Gregg and Johnson (1990) noted that the women in their survey felt that they had to
work twice as hard and do twice as good a job as their male colleagues in order to
prove they deserved a promotion.

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

Marshall (1989) has been discussed about how women’s experiences can inform
andextend career theory and who posits that during the process of career
development,action and inaction both are equally important. This career theory has
often placed toomuch focus on mobility, specifically upward mobility, while non-

65
mobility has tendedto be viewed as a type of career stability that should be ignored.
Marshall Focuses thatthe inaction time period in a career is important in that it allows
for “inner deepening”. The inaction period is thereby a process of self-development,
whereas the Mobilityperiod is a process of career development.

Secondly, Marshall Points out thatcommunication and cooperation both have been
ruined in male career development.She advocates that independence and
interdependence both should be equally credited.

Thirdly, Marshall holds that linear career paths characterized by sequential

progressionshould be supplemented by cyclic career paths that cover peaks and
valleys. Cycliccareer patterns either require giving something up or starting over in
order to learnsomething new.

Finally, she advocates that taking into account the whole life instead ofonly a single
work role, stressing that a balanced life should be a source of identity. Awork clearly
indicates how research on women’s careers can be beneficial for theunderstanding of
the contemporary boundaryless career.

Bandura (1986) identifies four ways in which self-efficacy and self-efficacy

expectations are acquired ‘performance accomplishments’, vicarious learning, verbal
persuasion and physical/affective status. Performance accomplishments are beliefs
that stem from the reactions with which individual accomplishments are greeted.
Vicarious learning results in beliefs that are acquired by observing modelling
behaviors. ‘Verbal persuasion’ and ‘affective status’ encourages self-efficacy.
Persuading women to attempt positive behavior change and providing a supportive
environment in which women can attempt change, further enhances self-efficacy

Burack, (1985) argues that recruitment sources are significantly linked to

differencesin employee performance, turnover, satisfaction and organizational
commitment. In urvey of 201 large US companies, Burack asked respndents to rate

66
the effectivenessof nine recruitment sources in yielding high-quality, high-performing
Marketing Employees. Thethree top ranked sources were employee referrals, college
recruiting and executivesearch firms. However, cautions that, while these general
results are useful, there is aeed for greater internal analysis of the relative quality of
recruits yielded by differensources.

Odiorne (1984) indicated that the quality of new recruits depends upon
anorganization's recruitment practice, and that the relative effectiveness of the
selectionphase is inherently dependent upon the caliber of candidates attracted.

According to Odiorne, one result of effective recruitment and selection isreduced

labour turnover and good employee morale. Recruiting ineffectively is costlyince
poor recruits may perform badly and/or leave their employment, thus requiringfurther
recruitment. In a cross national study of recruitment practices, suggests that, in48
reality, recruitment practices involve little or no attempt to validate practices.
Personnelmanagers tend to rely on feedback from line managers and probationary
periods anddisciplinary procedures to weed out mistakes. Firms with high quit rates
live with themand tend to build them into their recruitment practices and they do not
analyze theonstitution of their labor turnover. A number of recent studies have
suggested thatsome recruitment methods are more effective than others in terms of
the value of theMarketing Employees recruited.

Gould, (1984) argues that most mistakes are caused by the fact that managers
generallygive little thought to the critical nature of the decisions. Employers are
surprised anddisappointed when an appointment fails, and often the person appointed
is blamedrather than recognizing the weaknesses in the process and methodology,
even thesoundest of techniques and best practice (in selection) contain scope for
error. Some ofthis is due to the methods themselves, but the main source is the frailty
of the humandecision makers. Selection tools available to organizations can be
characterized along acontinuum that ranges from the more traditional methods of
interviews, applicationforms and references, through to the more sophisticated

67
techniques that encapsulate biographical data, aptitude tests, assessment centers, work
samples, psychological testing, and so forth. Each method of selection has its
advantages and disadvantagesand comparing their rival claims involves comparing
each method's merit andpsychometric properties. The degree to which a selection
technique is perceived aseffective and perhaps sophisticated is determined by its
reliability and validity.

French (1982) found that there are two options of recruitment. First,Institutions
orevents (such as medical offices, schools, community sports organizations, health
fairs community events, and churches) often are used as a setting for recruitment.
Schoolspresent a promising avenue for the recruitment and assessment of youth.
Recruitment atschools may not be appropriate in studies having a family or
neighborhood context requiring a greater dispersal of participants from a larger area,
or focusing on datacollection in the home. Door-to-door recruitment is another
option. For large studiesthis recruitment method can be costly in terms of staff time
and travel expenses, and itis difficult to assure that recruiters randomly sample
homes. Despite these concerns,door-to-door recruitment may be a necessary
recruitment strategy for certain potentialparticipants (e.g., those who do not have a
residential phone.

Schein (1978) has defined career planning asA deliberate process of becoming aware
of the self, opportunities, constraints,choices, and consequences;The identification of
career-related goals;A programming of work, educational and related developmental
experiences toprovide the direction, timing and sequence of steps required to attain a
specificcareer goal.

Gutteridge(1973) in their study operationalise the term careeadvancement in one of

two ways. The first includes variables that measure objective orextrinsic career
advancement. These include indicators of career advancement that canbe seen and
therefore evaluated objectively by others, such as salary attainment and thenumber of
promotions in one's career. The second way that career advancement

68
isoperationalised is by variables that measure subjective or intrinsic career
advancement Burke in his study said that individual variables capture individuals'
subjective dements about their career attainments, such as job and career satisfaction

Discussion

Gaps in the existing studies show that there is a need to make a fresh attempt to
understand the career advancement of women in the hospitality industry. Number of
improvements could be incorporated on account of gaps in the existing literature.
Over the several decades, women have become a larger percentage of the workforce.
There has been an improvement in the numbers of women in the hospitality industry.
Over the past few years, it has been observed that women's participation in both
public and private employment sectors in India has noticeably improved. Although
women's participation in the workforce has increased but, a very few number of
managerial positions are being filled by women. Several challenges are faced by the
women’s such as irregular work hours, conflict with family responsibilities,
inadequate knowledge, lack of mentoring, male domination, lack of equity in pay,
lack of equity in promotion decisions. To meet out the present challenges and to be
ready for future threats of career the industry recruiters must be capable to deal with
these challenges.

69
 CHAPTER 3
RESEARCH METHODOLOGY
 Research Objectives

The primary objective is to study, understand and analyze aspects related to various HR
Procedures of Recruitment and Selection at Tara Health Foods Ltd. , Noida.

Objectives Of Study

i. To study the existing policy of Tara Health Foods Ltd. regarding Recruitment and
Selection process.
ii. To know the satisfaction level of Marketing Employees towards the existing
recruitment and selection process.
iii. To identify the internal and external sources of recruitment and selection.

Research Methodology

The study will be conducted to achieve the aforesaid objectives including both
exploratory and descriptive in nature and involve personal interviews that will be based
on the questionnaire format. A Research Methodology defines the purpose of the
research, how it proceeds, how to measure progress and what constitute success with
respect to the objectives determined for carrying out the research study. There is a unique
methodology that Tara Health Foods Ltd. adopts to render the service.

The research methodology for the present study has been adopted to reflect these realties
and help reach the logical conclusion in an objective and scientific manner.

Type Of Research

Exploratory Research
A research design is the specification of methods and procedures for acquiring the
information needed to structure or solve the problem. It is the overall operational pattern

70
or framework of the project that stimulates what information is to be collected from
which source and by what procedure. On the basis of major purpose of our investigation
the EXPLORATORY RESEARCH was found to be most suitable. This kind of research
has the primary objective of development of insights into the problem. It studies the main
area where the problem lies and also tries to evaluate some appropriate courses of action.

Data Collection

The task of data collection begins after a research problem has been identified and the
research design has been chalked out. While deciding the method of data collection to be
used for the study, the researcher should keep in mind two types of data:
a. Primary data
b. Secondary data

In this research project the data being collected is as follows:

Primary Data: The survey method is used to collect the primary data in this research as
it is the Analytical research to find out the shortcomings and area of improvements
according to the skill required for recruitment team.The data that is collected first hand
by someone specifically for the purpose of facilitating the study is known as primary
data. So in this research the data is collected from respondents through

Questionnaire.

Primary source of data :

(i). Personal interview

(ii). Questionnaire technique.

71
QUESTIONNAIRE - Survey among the officials and Marketing Employees of
MONARCH.
PERSONAL INTERVIEWS with the company representatives regarding recruitment
and selection practices in organization.

Secondary Data:

The secondary data is also used in a lesser proportion to find out the name and
designation of the employer who are working with this organization and the company
profile. Secondary data refer to information gathered by someone other than the
researcher conducting the current study. Such data can be internal or external to the
organization and accessed through the Internet or perusal of recorded or published
information.
Secondary sources of data provide a lot of information for research and problem solving.
Such data are as we have seen mostly qualitative in nature.

Secondary source of data :

(i). Company brochure.

(ii). Internet.

(iii). Websites

(iv). Organizational Reports & Records.

(v). Business magazines

(vi). Journals etc

72
Sampling Technique

Simple sampling is a sampling process that utilizes some form of random selection. In
probability sampling, each unit is drawn with known probability, or has a nonzero chance
of being selected in the sample. Such samples are usually selected with the help of
random numbers. With probability sampling, a measure of sampling variation can be
obtained objectively from the sample itself. Simple Random sampling has been adopted
for this research. Under which we have considered the sampling which has been done for
a specific designated population, because here a small cluster of professionals has been
considered out of the total universe which has been divided in small group like
recruitment team & employee.

Sample Size

Sample size refers to the number of items to be selected from universe to constitute a
sample. The sample size should be optimum as it should fulfill the objective of the
research.
40 Nos.- Total manpower strength is 1000 and I have focused upon 4% of total
Marketing Employeesof Tara Health Foods Ltd. (Covering each and every department).

Sample Area

The sample area refers to the universe to be studied under our research project. The area
denotes the place or the region to be studied and taken into research consideration. Thus,
the sample area chosen for this research project is Tara Health Foods Ltd. India.

73
 CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
Data Analysis And Interpretation

Q1) Is there a well-defined Recruitment Policy in your organization?

Table 1

S.No. Options No. %

1. Strongly agree 20 50
2. Moderately agree 10 25
3. Strongly disagree 5 12.5
4. Moderately disagree 3 7.5

5. Can’t say 2 5

Graph 1

7.5% 5%
12.5%

50%

25%

Strongly agree Moderately agree Strongly disagree

Moderately disagree Can't say

Interpretation
An organization must have a well-defined recruitment policy corresponding to the
company and vacancy requirements. Existing Marketing Employees can give a fair
feedback on the suitability of the policy. Responding to it 30 out of 40 Marketing
Employees (75%) told that there is a sound recruitment policy in organization that can be
evaluated by comparing skills and knowledge of new recruits and existing Marketing
Employees. 8 out of 40 Marketing Employees (20%) feel that the organization’s
recruitment policy is not properly defined. And rest 2 could not say about the recruitment
policy. Majority of Marketing Employees felt that policy was well defined which is a
great morale victory on the part of management; still there are chances of its
improvement as 20% Marketing Employees have negative opinion about the policy.

74
Q2) Which internal source of recruitment is followed by the company and given more
priority?
Table 2

S.No. Options No. %

1. Job Posting 10 25

2. Employee Referrals 10 25

3. Internal Promotions 20 50

4. Transfer - -

Graph 2

Job Posting 25

25
Employee Referrals

50
Internal Promotion

0 10 20 30 40 50 60

Interpretation
Internal Recruitment seeks applicants for positions from those who are currently
employed. Responding to above asked question, 50% Marketing Employees tell that
company prefers internal promotion as internal source of recruitments. 25% Marketing
Employees tell that Employee referrals are given due priority and rest 25% say that Job
posting is preferred. Majority of Marketing Employees actually thinks that internal
promotion is given priority and followed by company as internal source of recruitment.

75
Q3) Which external source of recruitment is followed by the company and given more
priority?
Table 3

S.No. Options No. %

1. Campus Interview - -

2. Advertisement 3 7.5

3. Online Job Portals 2 5

4. Walk-in Interview 35 87.5

5. Agencies/ Consultancies - -

6. Employment Exchanges - -

Graph 3

Agencies/
0
Consultancies

Walk-in
87.5
Interview

Online Job 5
Portals

Advertisement 7.5

Campus 0
Interview

0 20 40 60 80 100

Interpretation
External Sources of recruitment lie inside the organization.35 out of 40 Marketing
Employees (87.5%) feel that company prefer online Job Portals for hiring from outside.
5% Marketing Employees (appx.) think that company prefers Advertisement as external
source of recruitment. 7.5 say that Campus Interviews and Consultancies hiring from
outside did not prefer by the Organization. Analysis shows that more than 87%
Marketing Employees tell that preferred External Source of Hiring and finds these
recruiting cheaper, faster and potentially more effective.

76
Q4) which source of recruitment is replied upon when immediate requirement arises?
Table 4

S.No. Options No. %

1. Internal 4 10
2. External 36 90

Graph 4

90%

10%

Internal External

Interpretation
Every organization has the option of choosing the candidates for its recruitment processes
from two kinds of sources: internal and external sources.
Responding to recruitment source question, almost all the Marketing Employees tell that
External sources are relied upon when there is any immediate manpower requirement in
company.
Analysis clearly represents that 36 out of 40 Marketing Employees (90%) show that
External sources are prefer for immediate opening in organization but my study suggests
that internal hiring would be better option for immediate opening in organization in
which company can have sufficient knowledge about the internal candidate and it is less
costly

77
Q5) what type of interview is taken while selection?
Table 5

S.No. Options No. %

1. Patterned 20 50
2. Stress 5 12.5
3. Depth 10 25
4. Others 5 12.5

Graph 5

100

80
50
60

40 25 12.5
12.5
20

0
Patterned Stress Depth Others

Interpretation
The PATTERNED INTERVIEW format has a structure to it. There is a set of pre-
determined questions that will be asked from each candidate for a position. The STRESS
INTERVIEW is the interview in which the interviewers try to 'discomfort' the candidates
in various ways and observe how they react to various difficult situations. An IN-
DEPTH INTERVIEW is a qualitative research technique that allows person to person
discussion. It can lead to increased insight into people's thoughts, feelings, and behaviour
on important issues. This type of interview is often unstructured.
Responding to the type of interview 20 out of 40 Marketing Employees think that
patterned interviews are generally taken. 25% Marketing Employees have the opinion
that depth interviews are often used. Rest believes that stress or any other type of
interview is being taken.

78
Q6) the recruitment and selection process of company meets the current and legal
requirements?
Table 6

S.No. Options No. %

1. Agree 20 50
2. Disagree 5 12.5
3. Moderately 10 25
4. No opinion 5 12.5

Graph 6

60
50
50

40

30 25
%
20
12.5 12.5
10

0
Agree Disagree Moderately No opinion

Interpretation
Every organization has the option of choosing the candidates for its recruitment
processes. In this research most Marketing Employees responded positively to this
question. They feel that the company follows different recruitment process for different
positions. Analysis clearly represents that 25 out of 40 Marketing Employees (62.5%)
show that maximum Marketing Employees are agree with this process whereas 10 out of
40 Marketing Employees (25%) did not like the current recruitment process whereas
12.5% were unable to answer.

79
Q7) Are you happy with the salary what you offered by the company?
Table 7

Sn. Options No. %

1. Yes 20 50
2. No 10 25
3. Can’t Say 10 25

Graph 7

60
50
50

40

30 25 25 %
20

10

0
Yes No Can’t Say

Interpretation
The basic focus of every organization is to satisfy the Marketing Employees with its own
compensation plan. In this research most Marketing Employees responded positively that
they are satisfied with their salary. They feel that the company has good compensation
plan for their Marketing Employees.
Analysis clearly represents that 20 out of 40 Marketing Employees (50%) show that
maximum Marketing Employees are satisfied with their Salary 10 out of 40 Marketing
Employees (25%) did not like their current salary whereas 12.5% were unable to answer.

80
Q8) what were the sources of recruiting the candidates for your current client?
Table 8

Sn. Options No. %

1. Direct Walk In 15 37.5
2. Existing Database 5 12.5
3. Reference 10 25
4. Internal Movement 5 12.5
5. Others 5 12.5

Graph 8

Others 12.5

Internal Movement 12.5

Reference 25
%

Existing Database 12.5

Direct Walk In 37.5

0 5 10 15 20 25 30 35 40

Interpretation
Every organization follows various sources of recruitment to acquire a good talent for
their organization. In this research I could find the various degrees of various sources of
recruitment. Analysis clearly represents that 15 out of 40 Marketing Employees(37.5%)
show that recruitment is done through Direct Walk Ins, 5 out of 40 Marketing
Employees(12.5%) show that recruitment is done through Existing Database, 10 out of 40
Marketing Employees (25%) show that recruitment is done through Employee Referrals
and 5 out of 40 Marketing Employees(12.5%) show that recruitment is done through
Internal Movement whereas 5 Marketing Employees show that recruitment is done
through other sources.

81
Q9) How do you think about Recruitment and selection procedure in your company?
Table 9

Sn. Options No. %

1. Satisfactory 25 62.5
2. Unsatisfactory 10 25
3. Can’t Say 5 12.5

Graph 9

Can’t Say 12.5

Unsatisfactory 25
%

Satisfactory 62.5

0 10 20 30 40 50 60 70

Interpretation
Every organization has the option of choosing the candidates for its recruitment
processes. In this research most Marketing Employees responded positively to this
question. They feel that the company follows a good recruitment and selection procedure.
Analysis clearly represents that25 out of 40 Marketing Employees (62.5%) shows that
maximum Marketing Employees are satisfied with this procedure whereas 10 out of 40
Marketing Employees (25%) are not satisfied with the current recruitment and selection
procedure and 12.5% were unable to answer.

82
Q10) Is any training session apart from the domain training provided?
Table 10

Sn. Options No. %

1. Yes 25 62.5
2. No 10 25
3. Can’t Say 5 12.5

Graph 10

70 62.5
60
50
40
30 25 %
20 12.5
10
0
Yes No Can’t Say

Interpretation
Every organization tries to enable their Marketing Employees for their offered job
position along with a good compensation plan for which the organization provides
Training. In this research most Marketing Employees agreed positively that they are
provided training sessions apart from the domain training. They feel that the company has
good Training programs for their Marketing Employees.
Analysis clearly represents that 25 out of 40 Marketing Employees (62.5%) show that
maximum Marketing Employees are satisfied with the training program offered to them.
10 out of 40 Marketing Employees (25%) did not agree on the training programs offered
to them whereas 12.5% were unable to answer.

83
 CHAPTER 5
Results and findings
 Findings
i. Present Marketing Employees of Tara Health Foods Ltd. are satisfied with
recruitment strategy of company.
ii. Internal Promotions, Walk-in interview and Job Portals are mostly used recruitment
source.
iii. Written test is not given weight age during selection process.
iv. To some extent company has preset-criteria for sorting the candidate’s applications.
v. Concerned departmental head is given special attention while selecting a candidate
of the department.
vi. Marketing Employees are in the favour of reference check after selection of
candidate.
vii. Job Analysis prior to recruitment is not done so properly.
viii. Succession Planning has mostly done in company.
ix. Orientation/Induction is given to new joiners; still Marketing Employees are in
favour of its improvement.
x. Present selection process in Tara Health Foods Ltd. and its procedure, tests and
interview type is good.

Conclusion
84
Every company looks for an employee, who can work effectively. They are in search of a
person who has the maximum skills required for the job. After selecting the right person,
the company’s main aim is to place that person at the right job. The main strength of any
company is its Marketing Employees. Effective workers are the best route to success. For
this reason, company's strives to attract and hire the best, and to provide the best place to
work.
Some of the biggest and most constant challenges that plague organization is people
related because they don’t place more emphasis on getting the recruitment process right.
If they get the right person in the right job at the right time, bottom-line and many other
business benefits are immediate, tangible and significant. If they get the wrong person in
the wrong job, then productivity, culture and retention rates can all take a hit in a big
way.
Tara health foods ltd. has competent and committed workforce, still there are scope for
more improvements. To ensure that company recruits the right people, it has to identify
essential skills and behaviours that applicants should demonstrate. For each position there
should be a job description outlining typical duties and responsibilities and a person
specification defining personal skills and competences. The emphasis should be on
matching the needs of the company to the needs of the applicants. This would minimize
employee turnover and enhance satisfaction.
It is important for the company to have a clear and concise recruitment policy in place,
which can be executed effectively to recruit the best talent pool for the selection of the
right candidate at the right place quickly. Creating a suitable recruitment policy is the
first step in the efficient hiring process. A clear and concise recruitment policy helps
ensure a sound recruitment process.
Management should structure and systematically organize the entire recruitment
processes. It should Offer tolls and supports to enhance productivity, solutions and
optimizing the recruitment processes to ensure improved ROI. The Recruitment
Management System (RMS) should be such that it helps to save the time and costs of the
HR recruiters in company and improving the recruitment processes.

86
Limitations

Limitation of the study

In undertaking this study, a number of problems were faced. Thus the study has several
limitations. The limitations are:

a) Lack of knowledge:

As a student, in the research field, I have no past practical experience of data collection,
data processing, data analyzing, integrating and presenting. So it is a limiting factor for
obtain accurate information.

b) Lack of time

For the time limitation I could not gather more information to justify exact condition. The
time constraints are limiting factors.

c) Small sample size:

The study is limited by the size of the sample. As the sample size is very small,
geographical and regional differences could not be included.

f) Fund unavailability

I don’t have much financial support to conduct this study. I could not interview with
more respondents covering the survey area.

g. Employee Willingness

Most of the Marketing Employeescould not give me enough time to fill up questionnaire.
Also they are not willing or afraid to provide appropriate data.

Furthermore, one of the limitations of this study was delay in returning the questionnaire
by respondents. There was an assumption that respondents would complete the
questionnaire

87
Recommendations and Suggestion
The outcome of the study illustrates that Tara Health Food Ltd. Hasa good recruitment
policy where the Marketing Employees are recruited by eachdepartment as per the
requirement from time to time. But there is still a scopefor improvement of its
recruitment policy.

The following are some of the suggestion which enables the company toenhance its
recruitment methodology.

i. The company should focus its attention more on campus interviews to

attractyoung potential Marketing Employees who have the zeal to achieve goal
for themselvesand the company.

ii. The company can take up short-term projects with new technologies and
fixeddeadlines to bring out competitiveness and cutting edge approach by
theMarketing Employees. This enables the company to recruit the brightest and
the bestmanpower for the jobs.

iii. The company needs to further focus on talent auditions and job fairs.

iv. Incentives and contest for employee referrals and the use of web basedresources
such as job boards and job distribution services would go a long wayin enhancing
therecruitment process.

v. Department should be more practical and efficient so that the recruitmentand

selection become more effective.

88
 vi. Stress should be given on proper maintenance of database of application forfuture
recruitment in the organization.

vii. The company should follow new traits / trends in the recruitment process.

viii. The stress should be given on knowledge and the experience should be themajor
criteria for selection of Marketing Employees.

ix. More stress should be given to recruit qualification & skills percentage
forscrutinizing the application of prospective candidates

x. The organization cannot develop a recruitment strategy withoutsimultaneously

formulating an employee retention plan. It is one thing toattract workers, but
quiteanother to retain them.

xi. Company should also focus on the employee happiness, so that they can
easilyachieve their target in terms of recruiting more and more
qualitativecandidates.

xii. Here is one other suggestion for the Organization that Tara Health Foods Ltd
should focus onmaking more and more Client Company. So that within end of
every monththey can easilyrecruit a huge number of the Candidate.

89
BIBLIOGRAPHY & REFRENCES
 Bibliography

I. Adam Sulich (2016-02-06). "Mathematical models and non-mathematical

methods in recruitment and selection processes". Reviewed papers form 17th
international conference. Mekon 2015. 1. ISBN 978-80-248-3684-3.
II. , Acas. Accessed 7 March 2017
III. "MyJobCompany - Chasseur de tête. Recrutementparticipatif - Cooptation".
IV. hatabdiBasu (2016-11-09). "Does referral recruiting really work?". CareerBot.
Retrieved 2016-11-09.
V. Susan Adams (July 13, 2011). "More Employers Using Social Media to Hunt for
Talent". Forbes. Employee referrals are the highest quality hires ... "11% of xxx’s
hires last year were made using [a specific social software product]"
VI. and providing access to Marketing Employees' social networks, contacts via
social media and personal networks
VII. "What is an Employee Referral Program?". ..Marketing Employees refer their
friends and family
VIII. Employee referrals allow existing Marketing Employees to screen, select and
refer candidates, lowers staff attrition rate; candidates hired through referrals tend
to stay up to 3X longer than candidates hired through job boards and other.
"Chatbot to Accelerate Referral Recruiting - CareerBot". CareerBot. Retrieved
2016-11-30.
IX. Joe Pinsker (March 16, 2015). "people who use firefox or chrome are better
Marketing Employees". The Atlantic.
X. Mary Kramer (April 7, 2013). "Need to fill jobs? Don't hunt the 'purple squirrel'".
Crain's Detroit Business. Retrieved 2016-06-10.
XI. ZALP, Global Employee Referral Index 2013 Survey. "ZALP unleashes the
power of Employee Referrals". ZALP.com.

89
 XII. Sarah Kathryn Stein; Amir Goldberg; Sameer B. Srivastava. "Distinguishing
Round from Square Pegs: Predicting Hiring Based on Pre-hire Language Use"
(PDF).
XIII. Dave Zielinski (March 1, 2013). "HR Technology: Referral Booster". Society For
Human Resource Management (SHRM).
XIV. Teacher's Guide to Performance-Based Learning and Assessment. "What is
Performance-Based Learning and Assessment, and Why is it Important", Chapter
1, ISBN 0871202611
XV. "SULICH Adam; Mathematical models and non-mathematical methods in
recruitment and selection processes". www.academia.edu. Retrieved 2016-02-01.
XVI. Hays Quarterly Report Sharing our recruiting know-how, Nick Deligiannis, April
- June 2012
XVII. "How companies and not-for-profit organisations can benefit from video
interviewing - TeloInterview". telointerview.com. Retrieved 2018-01-12.
XVIII. Darling, Peter (Aug 2007). "Disabilities and the Workplace". Business NH
Magazine. 24 (8): 28.
XIX. N/A. "DISCUSSION: ADVANTAGES, DISADVANTAGES, AND
STATISTICS". Valdosta State University. Retrieved 7 April 2014.
XX. "General discussion topics in recruitment".
XXI. N/A. "Tax Benefits for Businesses Who Have Marketing Employees with
Disabilities". IRS. Retrieved 7 April 2014.
XXII. https://www.forbes.com/sites/joshbersin/2015/12/06/why-diversity-and-inclusion-
will-be-a-top-priority-for-2016/#5bec92724bd4
XXIII. such as when employee referral programs are the major source of candidates.
XXIV. "Recruitment Process Outsourcing – Get a boost with "Gamification"". all or part
... from advertising and hiring to onboarding and hiring
XXV. "How Does Recruitment Process Outsourcing Work?".
XXVI. "Unlocking hidden talent through internal mobility". Deloitte.com (Deloitte
Insights). July 30, 2018.
XXVII. Dan Schawbel (15 August 2012). "The Power Within: Why Internal Recruiting &
Hiring Are on the Rise". Time. Retrieved 28 October 2013.

90
 XXVIII. Editor (15 July 2015). "What is an employee referral program?".
www.businessdictionary.com. Retrieved 22 July 2015.
XXIX. "How to Find Recruiters in Your Niche". Wall Street Journal. Retrieved 2012-08-
03.
XXX. "The New Energy Crisis: Power Industry in for a Jolt as About Half of Workforce
Readies for Retirement".
XXXI. "Social Recruiting and Your Job Search". About. Archived from the original on
2012-01-25. Retrieved 2012-07-18.
XXXII. "Atlassian's social hiring spree pays off". iTnews.
XXXIII. Meister, Jeanne (January 6, 2014). "2014: The Year Social HR Matters". Forbes.
Retrieved January 9, 2014.
XXXIV. "INFOGRAPHIC: The Rise Of Mobile Job Search | Glassdoor Blog". Glassdoor
Blog. Retrieved 2016-01-08.
XXXV. Malara Z., Miśko R. and Sulich A. “Wroclaw University of Technology
graduates' career paths”, Vesnik of YankaKupala State University of Grodno.
Series 5. Economics. Sociology. Biology , vol. 6 no. 3, pp. 6-12,
2016.https://www.academia.edu/31334733/Wroclaw_University_of_Technology_
graduates_career_paths
XXXVI. Zarei, Mohammad Hossein; Wong, Kuan Yew (2014). "Making the recruitment
decision for fresh university graduates: A study of employment in an industrial
organisation". International Journal of Management and Decision Making.
XXXVII. James A. Breaugh (2013-10-15). "Establishing Recruitment Objectives and
Developing a Recruitment Strategy for Attaining Them". The Oxford Handbook
of Recruitment. doi:10.1093/oxfordhb/9780199756094.013.0020.
XXXVIII. Breaugh, James (2016). Talent Acquisition: A Guide to Understanding and
Managing the Recruiting Process. SHRM Foundation.

91
Questionnaire
Kindly mark the most appropriate option, which gives the extent to which you agree or disagree with the
statement.

Q1) Is there a well-defined recruitment policy in your organization?

1. Strongly agree
2. Moderately agree
3. Strongly disagree
4. Moderately disagree
5. Can’t say

Q2) Which internal source of recruitment is followed by the company and given more priority?

1. Internal Promotion
2. Employee Referrals
3. Transfer
4. Job Posting

Q3) Which external source of recruitment is followed by the company and given more priority?

1. Campus interview
2. Advertisement
3. Online job portals
4. Walk-ins interview
5. Agencies/Consultancies
6. Employment Exchange

Q4) Which source of recruitment is relied upon when immediate requirement arises?

1. Internal
2. External

92
Q5) What type of interview is taken while selection?

1. Patterned

2. Stress

3. Depth

4. Others

Q6) The recruitment and selection process of company meets the current and legal
requirement?

S.No. Options

1. Strongly Agree

2. Agree

3. Disagree

4. No Opinion

93
Q7) Are you happy with the salary what you offered by the company?

S no. Options

1. Yes

2. No

3. Can’t Say

Q8) What were the sources of recruiting the candidates for your current client?

Sn. Options

1. Direct Walk In

2. Existing Database

3. Reference

4. Internal Movement

5. Others

94
Q9) How do you think about Recruitment and selection procedure in your company?

S.No. Options

1. Agree

2. Moderately

3. Disagree

4. No opinion

Q10) Is any training session apart from the domain training provided?

Sn. Options

1. Satisfactory

2. Unsatisfactory

3. Can’t Say

95
Thank You

96