ACKNOWLEDGEMENT

This project has been a great learning experience for me and I would like to express my gratitude towards all those who guided me throughout, and without whose guidance and support, this project would not have been completed successfully.

I would specially like to thank my guide at Ms Divya Chandna for their continuous support, encouragement and guidance during the project . My sincere gratitude to Krishna Maruti Employees who has been a source of knowledge and inspiration for me. I would like to thank all those people have directly or indirectly helped me in the successful completion of this project.

Swadesh Kaur

PREFACE
Project work is conducted as an integral part of the management course. It provides an opportunity to apply the theoretical aspect in practical it givers on excellent opportunity to a student to apply his ability, capability, intellect, knowledge, brief reasoning and mantle by giving a solution to the assigned problem, which reflects his caliber. One cannot depend upon theoretical knowledge it has to be coupled with practical for it to be faithful, classroom, lecture must be camel abed with the practical training in company, has a significance role play in the subject of business management. To develop managerial and administrative skill. It is necessary that they combine their classroom learning with the knowledge of real business environment.

TABLE OF CONTENT
1. CONCEPTUAL FRAMEWORK 2. BRIEF HISTORY OF ORGANIZATION 3. PERFORMATION OF THE ORGANIZATION 4. PRODUCT & SERVICE 5. OVERALL PERFORMANCE 6. PROBLEM OF ORGANIZATION 7. REVIEW OF LITERATURE 8. RATIONALE 9. OBJECTIVES OF STUDY 10. RESEARCH METHODOLOGY 11. DATA ANALYSIS 12. RESULT & DICUSSION 13. SUGESSION & IMPLICATION 14. CONCLUSION 15. BIBLIOGRAPHY

CONCEPTUAL FRAMEWORK
A conceptual framework is used in research to outline possible courses of action or to present a preferred approach to an idea or thought. For example, the philosopher Isaiah Berlin used the 'hedgehogs' versus 'foxes' approach; a 'hedgehog' might approach the world in terms of a single organizing principle; a 'fox' might pursue multiple conflicting goals simultaneously. Alternatively, an empiricist might approach a subject by direct examination, whereas an intuitionist might simply intuit what's next. Conceptual frameworks (theoretical frameworks) are a type of intermediate theory that attempt to connect to all aspects of inquiry (e.g., problem definition, purpose, literature review, methodology, data collection and analysis). Conceptual frameworks can act like maps that give coherence to empirical inquiry. Because conceptual frameworks are potentially so close to empirical inquiry, they take different forms depending upon the research question or problem.

Recruitment
> The process of attracting individuals in sufficient numbers with the right skills and at appropriate times to apply for open positions within the organization.

The aim of recruitment is to attract qualified job candidates. We stress the word qualified because attracting applicants who are unqualified for the job is a costly waste of time. Unqualified applicants needs to be processed can perhaps even tested or interviewed before it can be determined that they are not qualified. To avoid these lots, the recruiting effort should be targeted solely at applicants who have basic qualifications for jobs. Recruitment means announcing job opportunities to the public in such a way that a good number of suitable people will apply for them. Recruitment need fall into three board categories planned, Anticipated and unexpected. The planned needs arises from changes in organizational decisions and retirement policies, unexpected needs arise from individuals, decisions to leave the company and from it health, accidents or deaths. The anticipated category comprises those jobs which the requisition by standing trends within and outside the company 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 employees and stimulating them to apply for jobs in the organization. Recruitment is a linking function-joining together those with jobs to fill and those seeking employer with a view to encourage the former to apply for a job with the latter. In order to attract people for the jobs, the organization must communicate the position in such a way that job seekers respond. To be cost effective, the recruitment process should attract qualified applicants and provide enough information for unqualified persons to self-select themselves out. Thus, the recruitment process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected.

Learning Objectives
At the end of this module, students will understand the: > Methods used by organizations to recruit and select employees. > Legal issues that affect recruitment and selection. > HRs role in the recruitment and selection process.
>

Role of supervisors and peers in the recruitment and selection of team members.

PURPOSES AND IMPORTANCE The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purposes are to: Determine the present and future requirements of the organization in conjunction with its personnel-planning and job-analysis activities. Increase the pool of job candidates at minimum cost. Help increase the success rate of the selection process by reducing the number of visibly, under qualified or overqualified job applicants. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. Begin identifying and preparing potential job applicants who will be appropriate candidates. Induct outsiders with a new perspective to lead the company. Infuse fresh blood at all levels of the organization. Develop an organizational culture that attracts competent people to the company. Search or head hunt/head pouch people whose skills fit the companys values. Devise methodologies for assessing psychological traits. Search for talent globally and not just within the company. Design entry pay that competes on quality but not on quantum.

 Anticipate and find people for positions that do not exist yet.

Increase organizational and individual effectiveness in the short term and long term. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants. Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decide whether they wish to work for it. A well-planned and well-managed recruiting effort will result in high quality applicants, whereas, a haphazard and piecemeal effort will result in mediocre ones. High-quality employees cannot be selected when better candidates do not know of job openings, are not interested in working for the company and do not apply. The recruitment process should inform qualified individuals about employment opportunities, create a positive image of the company, provide enough information about the jobs so that applicants can make comparisons with their qualifications and interests, and generate enthusiasm among the best candidates so that they will apply for the vacant positions. The negative consequences of a poor recruitment process speak volumes about its role in an organization. The failure to generate an adequate number of reasonably qualified applicants can prove costly in several ways. It can greatly complicate the selection process and may result in lowering of selection standards. The poor quality of selection means extra cost on training and supervision. Furthermore, when recruitment fails to meet the organizational needs for talent, a typical response is to raise entry-level pay scales. This can distort traditional wage and salary relationships in the organization, resulting in avoidable consequences. Thus, the effectiveness of a recruitment process can play a major role in determining the resources that must be expended on other HR activities and their ultimate success.

SUB-SYSTEMS OF RECRUITMENT The recruitment process consists of the following four sub-functions: Finding out and developing the sources where the required number and

kind of employees will be available. Developing suitable techniques to attract the desirable candidates. Employing the techniques to attract candidates.
Stimulating as many candidates as possible and asking them to apply for

jobs irrespective of the number of candidates required. Management has to attract more candidates in order to increase the selection ratio so that the most suitable candidate can be selected out of the total candidates available. Recruitment is positive as it aims at increasing the number of applicants and selection is somewhat negative as it selects the suitable candidates in which process; the unsuitable candidates are automatically eliminated. Though, the function of recruitment seems to be easy, a number of factors make performance of recruitment a complex one.

FACTORS AFFECTING RECRUITMENT The following are the 2 important factors affecting Recruitment:1) INTERNAL FACTORS Recruiting policy Temporary and part-time employees Recruitment of local citizens Engagement of the company in HRP Companys size Cost of recruitment Companys growth and expansion

2) EXTERNAL FACTORS Supply and Demand factors Unemployment Rate

Labor-market conditions

Political and legal considerations Social factors Economic factors

Technological factors

Recruitment policy of any organization is derived from the personnel policy of the same organization. In other words the former is a part of the latter. However, recruitment policy by itself should take into consideration the governments 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. Recruitment policy should commit itself to the organizations personnel policy like enriching the organizations human resources or servicing the community by absorbing the retrenched or laid-off employees or casual/temporary employees or dependents of present/former employees, etc. The following factors should be taken into consideration in formulating recruitment policy. They are: Government policies Personnel policies of other competing organizations
Organizations personnel policies

Recruitment sources Recruitment needs Recruitment cost

Selection criteria and preference

IMPACT OF PERSONNEL POLICIES ON RECRUITMENT POLICIES Recruitment policies are mostly drawn from personnel policies of the organization. According to Dale Yodar and Paul D. Standohar, general personnel policies provide a wide variety of guidelines to be spelt out in recruitment policy. After formulation of the recruitment policies, the management has to decide whether to centralize or decentralize the recruitment function. CENTRALISED V/s DECENTRALISED 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 centralized 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.

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MERITS OF CENTRALISED RECRUITMENT Average cost of recruitment per candidate/unit should be relatively less due to economies of scale. It would have more expertise available to it. It can ensure broad uniformity among human resources of various units/zones in respect of education, skill, knowledge, talent, etc.
It would generally be above malpractices, abuse of powers, favoritism,

bias, etc.
It would facilitate interchangeability of staff among various units/zones.

t enables the line managers of various units and zones to concentrate I on their operational activities by relieving them from the recruiting functions.
It enables the organization to have centralized selection procedure,

promotional and transfer procedure, etc. It ensures the most effective and suitable placement to candidates.
It enables centralized training programmes which further brings uniformity

and minimizes average cost of staff. MERITS OF DECENTRALISED RECRUITMENT The unit concerned concentrates only on those sources/places wherein normally gets the suitable candidates. As such the cost of recruitment would be relatively less. The unit gets most suitable candidates as it is well aware of the requirements of the job regarding culture, traditional, family background aspects, local factors, social factors, etc. Units can recruit candidates as and when they are required without any delay.

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 The units would enjoy freedom in finding out, developing the sources, in selecting and employing the techniques to stimulate the candidates. The unit would relatively enjoy advantage about the availability of information, control and feedback and various functions/processes of recruitment. The unit would enjoy better familiarity and control over the employees it recruits rather than on employees selected by the central recruitment agency. Both the systems of recruitment would suffer from their own demerits. Hence, the management has to weigh both the merits and demerits of each system before making a final decision about centralizing or decentralizing the recruitment. Alternatively management may decentralize the recruitment of certain categories of employees preferably middle and top level managerial personnel and centralize the recruitment of other categories of employees preferably lower level positions in view of the nature of the jobs and suitability of those systems for those categories of positions. The management has to find out and develop the sources of recruitment after deciding upon centralizing or decentralizing the recruitment function. METHODS OF RECRUITMENT The following are the most commonly used methods of recruiting people. INTERNAL METHODS: 1. Promotions and Transfers This is a method of filling vacancies from within through transfers and promotions.

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A transfer is a lateral movement within the same grade, from one job to another. It may lead to changes in duties and responsibilities, working conditions, etc., but not necessarily salary. Promotion, on the other hand, involves movement of employee from a lower level position to a higher level position accompanied by (usually) changes in duties, responsibilities, status and value. Organizations generally prepare badli lists or a central pool of persons from which vacancies can be filled for manual jobs. Such persons are usually passed on to various departments, depending on internal requirements. If a person remains on such rolls for 240 days or more, he gets the status of a permanent employee as per the Industrial Disputes Act and is therefore entitled to all relevant benefits, including provident fund, gratuity, retrenchment compensation. 2. Job Posting Job posting is another way of hiring people from within. In this method, the organization publicizes job opening on bulletin boards, electronic method and similar outlets. One of the important advantages of this method is that it offers a chance to highly qualified applicants working within the company to look for growth opportunities within the company to look for growth opportunities within the company without looking for greener pastures outside. 3. Employee Referrals Employee referral means using personal contacts to locate job opportunities. It is a recommendation from a current employee regarding a job applicant. The logic behind employee referral is that it takes one to know one. Employees working in the organization, in this case, are encouraged to recommend the names of their friends, working in other organizations for a possible vacancy in the near future. In fact, this has become a popular way of recruiting people in the highly competitive Information Technology industry nowadays. Companies offer rich rewards also to employees whose recommendations are accepted after the
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routine screening and examining process is over and job offers extended to the suggested candidates. As a goodwill gestures, companies also consider the names recommended by unions from time to time. Campus Recruitment It is a method of recruiting by visiting and participating in college campuses and their placement centers. Here the recruiters visit reputed educational institutions such as IITs, IIMs, colleges and universities with a view to pick up job aspirants having requisite technical or professional skills. Job seekers are provided information about the jobs and the recruiters, in turn, get a snapshot of job seekers through constant interchange of information with respective institutions. A preliminary screening is done within the campus and the short listed students are then subjected to the remainder of the selection process. In view of the growing demand for young managers, most reputed organizations (such as Hindustan Lever Ltd., Proctor & Cable, Citibank, State Bank of India, Tata and Birla group companies) visit IIMs and IITs regularly and even sponsor certain popular campus activities with a view to earn goodwill in the job market. Advantages of this method include: the placement centre helps locate applicants and provides resumes to organizations; applicants can be prescreened; applicants will not have to be lured away from a current job and lower salary expectations. On the negative front, campus recruiting means hiring people with little or no work experience. The organizations will have to offer some kind of training to the applicants, almost immediately after hiring. It demands careful advance planning, looking into the placement weeks of various institutions in different parts of the country. Further, campus recruiting can be costly for organizations situated in another city (airfare, boarding and lodging expenses of recruiters, site visit of applicants if allowed, etc.). If campus recruitment is used, steps should be taken by human resource department to ensure that recruiters are knowledgeable concerning the jobs that are to be filled and the organizations and understand and employ

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effective interviewing skills. Guidelines for campus recruiting: companies using college campuses as recruitment source should consider the following guidelines: Identify the potential candidates early: The earlier that candidate with top potential can be identified, the more likely the organization will be in a position to attract them. Employ various means to attract candidates: These may include providing research grants; consulting opportunities to faculty members, funding university infrastructural requirements, internships to students, etc. in the long run these will enhance the prestige of the company in the eyes of potential job seekers. Use effective recruitment material: Attractive brochures, films, computer diskettes, followed by enthusiastic and effective presentations by company officials, correspondence with placement offices in respective campus in a friendly way will help in booting the company image in the eyes of the applicants. The company must provide detailed information about the characteristics of entry level positions, especially those that have had a major positive impact on prior applicants decisions to join the company. Offer training to campus interviews: Its better to devote more time and resources to train on campus interviewers to answer specific job related questions of applicants. Come out with a competitive offer: Keep the key job attributes that influence the decisions of applicants such as promotional avenues, challenging assignments, long term income potential, etc., while talking to candidates. Indirect methods:Advertisements:-

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These include advertisements in newspapers; trade, professional and technical journals; radio and television; etc. in recent times, this medium has become just as colorful, lively and imaginative as consumer advertising. The ads generally give a brief outline of the job responsibilities, compensation package, prospects in organizations, etc. This method is appropriate when (a) the organization intends to reach a large target group and (b) the organizations wants a fairly good number of talented people who are geographically spread out. To apply for advertised vacancies lets briefly examine the wide variety of alternatives available to a company as far as ads are concerned:
Newspaper Ads: Here it is easy to place job ads without much of a lead

time. It has flexibility in terms of information and can conveniently target a specific geographic location. On the negative side, newspaper ads tend to attract only those who are actively seeking employment at that point of time, while some of the best candidates who are well paid and challenged by their current jobs may not be aware of such openings. As a result, the company may be bombarded with applications from a large number of candidates who are marginally qualified for the job adding to its administrative burden. To maintain secrecy for various reasons (avoiding the rush, sending signals to competitors, cutting down expenses involved in responding to any individual who applies, etc.), large companies with a national reputation may also go in for blind-box ads in newspapers, especially for filling lower level positions. In a blind-box ad there is no identification of the advertising organization. Job aspirants are asked to respond to a post office box number or to an employment firm that is acting as an agent between the job seekers and the organization. Television and radio ads: These ads are more likely to each individual who are not actively seeking employment; they are more likely to stand out distinctly, they help the organization to target the audience more selectively and they offer considerable scope for designing ads creatively.
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However, these ads are expensive. Also, because the television or radio is simply seen or heard, potential candidates may have a tough time remembering the details, making application difficult.

Third Party Methods Private Employment Search Firms:As search firm is a private employment agency that maintains computerized lists of qualified applicants and supplies these to employers willing to hire people from the list for a fee. Firms like Arthur Anderson, Boble and Hewitt, ABC consultants, SB Billimoria, KPMG; Ferguson Associates offers specialized employment-related services to corporate houses for a fee, especially for top and middle level executive vacancies. AT the lower end, a number of search firms operate providing multifarious services to both recruiters and the recruiters. Employment Exchanges:AS a statutory requirement, companies are also expected to notify (wherever the Employment Exchanges Act, 1959, applies) their vacancies through the respective Employment Exchanges, created all over India for helping unemployed youth, displaced persons, ex-military personnel, physically handicapped, etc. AS per the Act all employers are supposed to notify the vacancies arising in their establishments form time to time with certain exemptions to the prescribed employment exchanges before they are filled. The Act covers all establishments in public sector and nonagricultural establishments employing 25 or more workers in the private sector. However, in view of the practical difficulties involved in implementing the provisions of the Act (such as filing a quarterly return in respect of their staff strength, vacancies and shortages, returns showing

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occupational distribution of their employees, etc.) many organizations have successfully fought court battles when they were asked to pick up candidates from among those sponsored by the employment exchanges.

Gate Hiring and Contractors:Gate hiring (where job seekers, generally blue collar employees, present themselves at the factory gate and offer their services on a daily basis), hiring through contractors, recruiting through word-of-mouth publicity are still in use despite the many possibilities for their misuse in the small scale sector in India. Unsolicited Applicants / Walk-ins:Companies generally receive unsolicited applications from job seekers at various points of time; the number of such applications depends on economic conditions, the image of the company and the job seekers perception of the types of jobs that might be available etc. Such applications are generally kept in a data bank and whenever a suitable vacancy arises, the company would intimate the candidates to apply through a formal channel. One important problem with this method is that job seekers generally apply to number of organizations and when they are actually required by the organizations, either they are already employed in other organizations or are not simply interested in the position. Alternatives to Recruitment:Since recruitment and selection costs are high (search process, interviewing agency fee, etc.) firms these days are trying to look at alternatives to recruitment especially when market demand for firms products and services is sluggish. Moreover, once employees are placed

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on the payroll, it may be extremely difficult to remove them if their performance is marginal. Some of the options in this regard may be listed thus:

Evaluation of Alternative Sources: Companies have to evaluate the sources of recruiting carefully looking at cost, time, flexibility, quality and other criteria before earmarking funds for the recruitment process. They cannot afford to fill all their vacancies through a particular source. To facilitate the decision making process in this regard, companies rely on the following: 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 companys 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 is 3:2, then 30 interviews must be
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conducted. If the invitees to interview ratios are 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 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 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 per hire can be found out by dividing the recruitment cost by the number of candidates hired.

Discrimination Issues in Recruiting

Civil Rights Act of 1964. Age Discrimination in Employment Act of 1967. Pregnancy Discrimination Act of 1975 Americans with Disabilities Act of 1990. Local regulations can add further protections against discrimination.

Selection
The size of the labor market, the image of the company, the place of posting, the nature of job, the compensation package and a host of other factors influence the manner of aspirants are likely to respond to the recruiting efforts of the company. Through the process of recruitment the company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting, thus, provides a pool of applicants for selection. Definition
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To select mean to choose. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates. Purpose The purpose of selection is to pick up the most suitable candidate who would meet the requirements of the job in an organization best, to find out which job applicant will be successful, if hired. To meet this goal, the company obtains and assesses information about the applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are matched with the profile of candidates. The most suitable person is then picked up after eliminating the unsuitable applicants through successive stages of selection process. How well an employee is matched to a job is very important because it is directly affects the amount and quality of employees work. Any mismatched in this regard can cost an organization a great deal of money, time and trouble, especially, in terms of training and operating costs. In course of time, the employee may find the job distasteful and leave in frustration. He may even circulate hot news and juicy bits of negative information about the company, causing incalculable harm to the company in the long run. Effective election, therefore, demands constant monitoring of the fit between people the job. The Process Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the applicant proceeds to the next one. The time and emphasis place on each step will definitely vary from one organization to another and indeed, from job to job within the same organization. The sequence of steps may also vary from job to job and organization to organization. For example some organizations may give more importance to testing while others give more emphasis to interviews and reference checks. Similarly a single brief selection
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interview might be enough for applicants for lower level positions, while applicants for managerial jobs might be interviewed by a number of people.

Reception A company is known by the people it employs. In order to attract people with talents, skills and experience a company has to create a favourable impression on the applicants right from the stage of reception. Whoever meets the applicant initially should be tactful and able to extend help in a friendly and courteous way. Employment possibilities must be presented honestly and clearly. If no jobs are available at that point of time, the applicant may be asked to call back the personnel department after some time. Screening Interview

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A preliminary interview is generally planned by large organizations to cut the cost of selection by allowing only eligible candidates to go through the further stages in selection. A junior executive from the Personnel Department may elicit responses from the applicants on important items determining the suitability of an applicant for a job such as age, education, experience, pay expectations, aptitude, location, choice etc. this courtesy interview as it is often called helps the department screen out obvious misfits. If the department finds the candidate suitable, a prescribed application form is given to the applicants to fill and submit. Application Blank Application blank or form is one of the most common methods used to collect information on the various aspects of the applicants academic, social, demographic, work related background and references. It is a brief history sheet of employees background, usually containing the following things: Personal data (address, sex, telephone number) Marital data Educational data Employment Experience Extra-curricular activities References and Recommendations Usefulness of Application Blank or Form Application blank is highly useful selection tool, in that way it serves three important purposes: 1. It introduces the candidate to the company in a formal way.

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2.

It helps the company to have a cross-comparison of the applicants; the company can screen and reject candidates if they fail to meet the eligibility criteria at this stage itself.

3. It can serve as a basis to initiate a dialogue in the interview.

Selection Testing In this section let examine the selection test or the employment test that attempts to asses intelligence, abilities, personality trait, performance simulation tests including work sampling and the tests administered at assessment centersfollowed by a discussion about the polygraph test, graphology and integrity test. A test is a standardized, objective measure of a persons behavior, performance or attitude. It is standardized because the way the tests is carried out, the environment in which the test is administered and the way the individual scores are calculated- are uniformly applied. It is objective in that it tries to measure individual differences in a scientific way giving very little room for individual bias and interpretation. Over the years employment tests have not only gained importance but also a certain amount of inevitability in employment decisions. Since they try to objectively determine how well an applicant meets the job requirement, most companies do not hesitate to invest their time and money in selection testing in a big way. Some of the commonly used employment tests are: Intelligence tests Aptitude tests Personality tests Achievement tests Miscellaneous tests such as graphology, polygraphy and honesty tests.

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1. Intelligence Tests: These are mental ability tests. They measure the

incumbents learning ability and the ability to understand instructions and make judgments. The basic objective of such test is to pick up employees who are alert and quick at learning things so that they can be offered adequate training to improve their skills for the benefit of the organization.

These tests measure several abilities such as memory, vocabulary, verbal fluency, numerical ability, perception etc. Eg. Standford-Binet Test, BinetSimon Test, The Wechsler Adult Intelligence Scale are example of standard intelligence test
2. Aptitude Test: Aptitude test measure an individuals potential to learn

certain skills- clerical, mechanical, mathematical, etc. These tests indicate whether or not an individual has the capabilities to learn a given job quickly and efficiently. In order to recruit efficient office staff, aptitude tests are necessary. An aptitude tests is always administered in combination with other tests like intelligence and personality tests as it does not measure on-the-jobmotivation
3. Personality Test: Of all test required for selection the personality tests

have generated a lot of heat and controversy. The definition of personality, methods of measuring personality factors and the relationship between personality factors and actual job criteria has been the subject of much discussion. Researchers have also questioned whether applicants answer all the items truthfully or whether they try to respond in a socially desirable manner. Regardless of these objections, many people still consider personality as an important component of job success.
4. Achievement Tests: These are designed to measure what the applicant

can do on the job currently, i.e., whether the testee actually knows what he or she claims to know. A typing test tests shows the typing proficiency, a short hand tests measures the testee ability to take dictation and transcribe, etc.

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Such proficiency tests are also known as work sampling test. Work sampling is a selection tests wherein the job applicants ability to do a small portion of the job is tested. These tests are of two types; Motor, involving physical manipulations of things(e.g., trade tests for carpenters, electricians, plumbers) or Verbal, involving problem situation that are primarily language-oriented or peopleoriented( e.g., situational tests for supervisory jobs). 5. Since work samples are miniature replicas of the actual job requirements, they are difficult to fake. They offer concrete evidence of the proficiency of an applicant as against his ability to the job. However, work sample tests are not cost effective and every candidate has to be tested individually. It is not easy to develop work samples for each job. Moreover, it is not applicable to all levels of the organization
6. Simulation Tests: Simulation exercise is a tests which duplicate many of

the activities and problems an employee faces while at work. Such exercises are commonly used while hiring managers at various levels in an organization. To asses the potential of a candidate for managerial positions assessment centers are commonly used. 6. Assessment Centre: An assessment centre is an extended work sample. It uses procedures that incorporate group and individual exercises. These exercises are designed to stimulate the type of work which the candidate will be expected to do. Initially a small batch of applicants comes to the assessment centre (a separate room). Their performance in the situational exercise is observed and evaluated by a team of 6-8 assessors. The assessors judgment on each exercise are complied and combined to have a summary rating for each candidate being assessed.
7. Evaluation of Assessment Centre Technique: The assessment centre

technique has a number of advantages. The flexibility of form and content, the use of variety of techniques, standardized way of interpreting behavior and pooled assessor judgments accounts for its acceptance as a valuable selection tool for managerial jobs. It is praised for content validity and wide acceptance in corporate circles. By providing a realistic job preview, the

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techniques helps an candidate make an appropriate career choice. The performance ratings are more objective in nature and could be used for promotions and career development decisions readily. However, the method is expensive to design and administer. Blind acceptance of assessment data without considering other information on candidates (past and current performance) is always not advisable.
8. Graphology Test: Graphology involves using a trained evaluator to

examine the lines, loops, hooks, stokes, curves and flourishes in a persons handwriting to assess the persons personality and emotional make-up. The recruiting company, may, for example, ask the applicants to complete the application forms and write about why they want a job. These samples may be finally sent to graphologist for analysis and the result may be put use while selecting a person. The use of graphology, however, is dependent on the training and expertise of the person doing the analysis. In the actual practice, questions of validity and just plain skepticism have limited in use.
9. Polygraph (Lie-Detector) tests: the polygraph records physical changes

in the body as the tests subject answers a series of questions. It records fluctuations in respiration, blood pressure and perspiration on a moving roll of graph paper. The polygraph operator forms a judgment as to whether the subjects response was truthful or deceptive by examining the biological movements recorded on the paper. Critic, however, questions the appropriateness of the polygraphs in establishing the truth about an applicants behavior. The fact is that the polygraph records the biological reaction in response to stress and does not record lying or even conditions necessarily accompanying lying. Is it possible to prove that the responses recorded by the polygraph occur only because a lie has been told? What about those situations in which a person lies without guilt (pathological liar) or lies believing the responses to be true? The fact of the matter is that polygraphs are neither reliable nor valid. Since they invade the privacy of those tested, many applicants vehemently oppose the use of polygraph as a selection tool.

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Induction
The introduction of the employees to the job is known as induction. it is the process by which new employees are introduced to the practices, policies and purposes of the organization. It is basically a welcoming process induction follows placements and consists of the task of orienting of introducing the employee to the company. Now we have discussed in details one by one. Induction is a structured and standardized means of communicating corporate goals, policies, procedures and standards to staff new to the University. It assists with their socialization into organizational values and culture. It is a supportive process that includes mentoring, coaching and the provision of information and learning materials that address technical and professional aspects of the job. It is primarily work-based and, as such, is the responsibility of the department and supervisor. A properly conducted induction should: Reinforce the staff members decision to join the University; Enable staff to quickly commence work in an effective manner; Clarify expectations and reduce anxiety;
Increase the predictability of a staff members behavior, i.e. that he or she

will act in accordance with their terms and conditions of employment and in the interest of the University; Promote enthusiasm and excitement about the staff members role;

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 Link the new staff member to the Universitys work and collegial networking structures; and Provide information about staff members rights and obligations. Induction is an opportunity to discuss what systems are in place for managing and supporting staff, including their career development, training, and performance management. Supervisors should tailor induction to the needs of the staff member, taking into account such factors as experience, previous knowledge of the University, the department in which they are working, and the requirements of the position. New staff can react quite differently to a new job. Compare a person coming into the workforce for the first time, directly from school, with another person who is returning to work after family leave. Or compare a recently arrived immigrant with a person who has transferred from another department within the University. Different adjustments will be required when planning each of these inductions. The On boarding Overview included in this manual can be used as a guide to ensure completion of the various stages of induction. In addition, induction is part of the new staff members probation for professional staff, a 3 or 6 month period depending on the type of appointment; for academic staff probation can be up to five years. Probation criteria (included in the letter of appointment) should be clarified during induction, and coaching towards achieving those criteria should be part of the induction process. The Universitys on boarding processes for new staff involves: 1. New starter pack; this pack is sent to new staff by Human Resources along with the Offer Letter. The pack contains HR forms and documentation and University information. 2. Workplace Induction; this should be prepared and conducted by the local work unit. The individual work requirements of each department will

29

determine the content of each local induction program which should be tailored to meet the needs of each new staff member. 3. Induction Compliance Checklist; this checklist is completed by the supervisor in consultation with the new staff member. The checklist can be found at the end of this Induction Guide. It needs to be completed to comply with legislation and regulation and therefore needs to be returned to Human Resources at the local business centre.
4. University Induction; new staff need to attend compulsory training

programs to be able to understand their rights and obligation in their employment at the University. Staff needs to attend the Orientation program, Environment, Framework Health and Safety and course, the Performance Workplace Development program complete

Discrimination and Harassment online course. Other requirements and compulsory training might be necessary depending on the local work area and role.

Purpose and Importance

Determine the present and future requirements at the firm in conjunction with its personnel planning and job analysis activities. Increase the pool of job candidates at minimum cost. Help reduce the success rate of the selection process by reducing the number of visibly under-qualified or overqualified job applicants. Meet the organization legal and social obligation regarding the composition of its workforce. Begin identifying and preparing potential job applicants. Increase organizational and individual effectiveness. Evaluate the effectiveness of various recruiting techniques and sources.

Sources of Recruitment

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There are two main sources of recruitment from which employees may be recruited- internal source recruitment from certain the expansion and external source - recruitment from outside the organization.

Present Employee

Professional and Trade Associates

Advertisement

Employment Exchange

Employee referals

R
E C

Campus Recruitment

Walking and Write in

Formal employee

R U I

Consultant

Contractors

Previous application

T M E N T

Displaced Person

Radio and Television

Acquisition and Merger

Competitor 31 E-recruiting

(HRM, HRD, Essential of HRM, R.S. Davar) (HRD & M - Anu Bosells)

Factor governing recruitment

Given its key roll and externally recruitment is naturally subjected ot influence of factors.
recruitment

External forces Supply & demand Unemployment rate Labour market Political legal

Internal forces Recruitment HRP policy Size of firm Recruitment refers to the process of Cost identifying and attracting job seeks so as to Growth& expansion

Recruitment Process

build a pool of qualified job application. The process comprises five inter related control

stage planning, strategy development searching, screening and evaluation and

Benefits of Recruiting from Within

The valuable contracts with major supplier are kept. It builds loyalty among the employees. It ensures stability from continuity of employment.
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It creates a sense of security among the employees. It encourages other executive and employees in the lower rank to look forward rising to higher levels. The person is already familiar with the organization activity and requirements. The variable contacts with existing major customers are materialized.

(Recruitment and industrial relation - R.S. Davas)

Benefits of using External sources

Fresh viewpoints are attracted. The employees posses varied and broader experience. The employees develop the ability to change old habits.

(Recruitment and Industrial relation - R.S. Davs)

Selection
Selection is a process of weeding out the suitable candidates and finally arriving at the most suitable one. In this sense, recruitment is a positive process while selection is negative process of rejecting most of the candidates.

Nature of Selection
Recruitment and selection are two crucial steps on the HR process and one offers used inter changeably. There is, however, find distinction between two step. While recruitment refers to the process of identifying out encouraging prospective employer to apply for jobs, selection is concerned with picking the right candidates from a pool of applications, Selection is negative in its applications in a search at it seeks to eliminate the many unqualified applications as possible in order to identify the right candidates

Selective as a course of competitive advantage

The role of selection in an organization effectiveness is crucial for at least, two reason, first - work performance depend an individual the second is cost

33

increased in recruiting and hiring personnel speaks volumes about the role of selection. Success Failure failure False negative(error) True positive(high hit) True negative False positive (error) (lowhit) success

Source (Thomas H. Stone, Understanding Personnel Mgt.) False negative errors means - rejection of an applicant who would have succeeded. False positive errors - means applicant is selected expecting success, but failure occurs. True positive results. True negative - failure is predicted and it happen.
External Environment R E J E C T E D Internal Environment Preliminary Interview Selection Test Employment Interview Reference and Background analysis Selection Decision Physical Examination Job Offer Employment Contract

results when a candidate is expecting success and success

A
P P L I C A T I O N S

Figure

Evaluation

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Selection Strategy Consideration of selection strategy comprises a vacancy ratio and the probable cost of appointing an unsuitable candidate as two most relevant parameter.

Many Few Low

A C High

B D

Probable cost of selecting candidates from situation - A, B, C, D A - in this situation there are many applicant and the cost of wrong selection is low. B - In this situation we find many applicants but the cost of wring selections is very high. C - Here we find may few candidates but the cost of wrong selection is low. D - Here we find few candidates but the cost of wrong choice is very high

Selection Methods
The main selection methods are the interview, assessment centres and tests.

Purpose of Interview
The purpose of selection interview is to obtain and assess information about a candidate which will enable a valid prediction to be made of his or her future performance in the job in comparison with the prediction made for any other

35

candidates. In particular selection interview aim to rovide answer to these questions. Can individual do the job - are they competent. Will individual do the job - are they will motivated. How will individual fit into the organization (Armstrong)

Selection tests carefully has chosen systematic and standardized procedure

for evolving a sample of response from candidates which can used to assess me or more of their psychological Characteristics with those of a representative sample. (Smith and robertson 1786)

Purpose of Tests
The purpose of psychological test is to provide on objective means of measuring individual abilities or characteristics. They are used selector to gain a greater understanding which they will be successful in a job. (Armstrong)

Interviewee type
They are mainly four types The talk active person - this candidate usually causes the interviews a loss of time though storytelling and other digressions. The frustrated or aggressive candidates - This candidate come to the meeting with a personality complex and usually sizes the opportunity to relate irrelevent experience. The inhibited applicant - this type of interviewee may by shy, timid or retiring. He is also fearful or failure. The deceitful individual- The candidate may intestinally omit to state relevant facts required to complete gaps in the story. (HR D & M - Biswanath Ghosh)

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Induction
Orientation is a systematic and planned induction of employees to their job their co-workers and the organization. (HRM Aswathapa)

Aim of Induction
To smooth the preliminary strange when everything is likely to be strange and unfamiliar to the starter. To establish quickly a favorable attitude to the company in the mind of the new employee so that he or she is more likely to stay. To obtain effective output from the news employees in the shortest possible time. To reduce the likelihood of the employee leaving quickly.

Induction Crisis
The induction of new employees into an organization such as important part of the management of people at work that it merits separate and special consideration. Equally certainly, the reasons why so many people leave organization shortly after joining them are connected with the treatment they receive from their employers during this initial phase of employment. (Shaunjyson)

Orientation Programme
The firms need to make four strategic choices before its orientation programme.
formal individual serial investiture informal collective disjunctive divestiture

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Formal or informal
In informal orientation, new hires are directly put on the jobs, in formal the management has a structured programme which is executed with new employee join the firms.

Individual or collective
The individual of approach is likely to develop for les homogenous views them collective orientation or is made by the management is whether the new hires should be inducted individually as is group.

Serial or Disjunctive
Orientation becomes serial when an experienced employee inducts a new hire the experienced employee act as a tutor and model for the new wise. When new hire do not have predecessors available to guide them or to model their behavior upon, the orientation become disjunctive.

Investitures or divestiture
Investiture orientation seeks to safety the usefulness of the characteristics that the person brings to the new jobs. Most high level appointment follows this approach. Divestiture orientation seeks to make minor modification in the characteristics of new hire, though he or she was selected based on his or her potential for performance.

Requisites for an effective programme

Prepare for new employees.

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Determine information. New employees what to know. Determine how to prevent information. Completion of paper work.

Problem of Orientation
job. Supervisor who is entrusted with the job is not trained. Employee is over whelmed with too much information in a short time. Employee is over loaded with forms to complete. Employee is thrown into action too soon. Employee mistake can damage the company.

Employee may develop wrong perception because of short period spent on each

Why is an induction program important?

An effective induction program must enhance the individuals performance and job satisfaction. An induction program helps new employees to quickly adjust to the demands of a new job and unfamiliar surroundings. It introduces the new employees to the workplace and helps them feel comfortable and safe, and become more productive. The process of induction is concerned with addressing problems if any, and ensuring smooth entry of the new employees into their jobs. Induction brings an employee to a reasonable level of job satisfaction and independent functioning, in the shortest possible time. By contrast, lack of induction training can result in poor performance, low job satisfaction, poor staff retention, and higher turnover levels.

When should an induction program be conducted?

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Induction is most beneficial within the first few weeks or months of an employee getting on board. Some managers consider taking an employee away from the daily routine for a week or more a waste of time and money. However, such misconceptions can be broken, if the organization can foresee the long-term benefits and has a strong culture of training. What should an induction program include and who should conduct it? An induction program can be divided into the following three levels:

Organization-level induction Department-level training Job-specific training

Organization-level induction
Typically, the key people in the organization, either from the training or human resources group conduct this program. Such senior managers can imbibe the vision and mission of the organization into the inductees. On the other hand, they can in turn, gain valuable input from the new employees through their comments and fresh ideas.

Department-level training
The department head or immediate manager of the employee (Technical Writer) imparts this training. The manager can identify the training needs, based on discussions during the recruitment process. This will also give the manager an opportunity to assess the knowledge base of the technical writer. These observations can be used to plan the training requirements and assign the appropriate project.

40

Some of the following points can be covered in this part of the induction:

Introduce team members and explain their roles in the team Give an overview of team's vision, goals, and achievements List the on-going projects handled by team Assign a buddy to explain the documentation processes and be a point of contact to resolve all the issues that a technical writer faces

List the end deliverables Explain the documentation project plan and its milestones Explain where the procedures and training materials are stored Help identify important documents and bookmark them (if they are available on the intranet), or point to the repository where they are stored

Explain the processes and methods to get input from SMEs, Developers, Product Management, QA team, and so on

Explain the escalation methods if the writer is not able to get support from other teams

Identify the Key Result Areas (KRAs) Explain the appraisal process Emphasize on the soft skills required by a technical writer such as interviewing skills, presentation skills, and so on

Stress the importance of meeting deadlines and repercussions if not met

Job-specific training
This training is tailor-made by the reporting manager and can be conducted by the manager or the appointed buddy.
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Some of the following points can be covered in this part of the induction:

Provide next level of information related to the documentation process such as, when and how the writer is involved in the product life cycle, and where is the product related documentation such as design docs and specifications located, and so on.

Explain the templates that are used and where they are stored, how often are they updated, who updates them, and so on.

Explain the documentation processes, what the writers do in each phase of the documentation life cycle, what is expected out of each draft, and so on.

Explain the tools and templates used in different stages of the documentation life cycle. For example, if different templates are used for user guides, implementation guides, and online help, explain why these templates are different and how to use them.

Explain the writing process, such as how to work with greater speed and accuracy, how to collaboratively work with other colleagues working on the same project, and so on.

Explain the importance of each review phase and how to collect metrics in each phase, which will help in assessing the quality of the document, and so on.

A dozen things to remember before you begin an induction program (in no particular order)

Make sure that the induction program begins from the first day and is an on-going process. This will make the writer productive on the first day.

Pace the training sessions well so that the writer does not get too much information at once.

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People mostly learn by doing and seeing. Therefore a complete induction must include showing and not only telling the writer how to perform the tasks.

Present the induction program in such a way that the writer will feel comfortable asking questions.

Get them to know who the people in the Management team are. Have a big chart in the training room, which depicts how the organization is set up, with photos of the management team next to their title.

Extend respect to the writer as a human being; have lunch with him/her. Assure the writer how the organization welcomes his/her observations, comments, and critiques. Make them feel valued.

Arrange for a new hire luncheon on the first day to meet the team. Share the organization's (documentation team) goals with them. Ask what their career goals are. Try to map them to the organizations goals.

Provide avenues to anticipate and answer questions that the new writer might have. Give them support - before they ask.

Provide self-learning tutorials and all training materials available on the intranet.

Do not make the mistake of assuming too much just because a writer is experienced. The processes, tools, and work practices at your workplace are different and therefore will have to be explained. (Shailaja Babanagar is a Senior Technical Writer with Oracle, Bangalore.)

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HISTORY
Krishna Maruti Ltd. (KML) was incorporated in year 1994 as an ancillary to Maruti Udyog Ltd. (MUL), for the supply of Car seats. KML is joint venture between Mr. Ashok Kapur, MUL, and Suzuki Motor Corporation and has technical collaboration with SNIC of Japan for seat design and manufacturing. The state of the art plant is located at Delhi-Jaipur Highway, Narsinghpur Gurgaon (Haryana), and spread over an area of five acre. The installed capacity of plant is 4,000,000 seat set per annum. Today Krishna Group has six plants for a different range of car interiors like door trims, Roof Head liners, Rear view mirrors, Sheet metal components and auditorium seats all are located in Gurgaon. (Please see Annexure). Total group outlay is Rs. 6500 Million. KML came into the existence, when there were established seat manufacturer for supplies to Maruti. We strived hard to prove ourselves better than others and today we got the distinction as the most favoured supplier to MUL, and enjoying 59% of MUL seating business, which is much more than any other competitor who was in business before we came into business.

44

We are India's First Total Auto Interior Group of Companies manufacturing all the requirements of auto interiors including Seating Systems, Rear View Mirrors, Head Rest Assemblies, Arm Rest Assemblies, Seat Trims (Covers), Injection Moulded Door Trims, Roofliners & Moulded Carpets.

We reached all this in short span of time because we firmly practice ' 6 - F' principle throughout the organisation: Focused: Focus towards customer delight, engineering infrastructure, cost consciousness and continuous improvements through '5 - S', 'Kaizens', Quality Circle Meetings and Suggestion Meetings. Fast: Fast system implementation. & technological up gradation and

Flexible: Flexible towards customer requirements. Friendly: Creating friendly employees & vendors. environment among customer,

Firm: Firmly adhering to laid down policies & procedures & Fun: Achieving the targets in stipulated time. In order to be a leader in its field, a strong centralized R & D Centre (first of its kind in country) was established with an investment of $ 1.5 Million. This center is the best in the country and is recognized by the Department of Scientific & Industrial Research, Ministry of Science & Technology, Govt. of India .This
45

centre is capable of not only testing as per International Standards but can also issue Test Certificates to other Seat manufacturers .This test centre can also perform test for non - Automotive components for Endurance & Repeatability.

PERFORMANCE OF THE ORGANIZATION

Nevertheless, Satisfied with most delighted customer like, MUL, KML never looked back, relaxed but kept on revising and achieving set targets, KML achievements in the area of quality, Cost, Delivery, has become a benchmark for others industries. KML has also achieved following quality certificates. TS16949 ISO14000 OHSAS18000 Pursuing towards TQM and applied for Deming award (Examination is due in Aug-2005.) Over the past few years, KML has been upgrading software design tools, prototyping facilities, testing equipments and above all engineering and design skills for better prepared for the Challenge of AFTA, WTO and Trade Globalization. Our engineers have been working together with our technical partners to upgrade their skills and technical knowledge.

The backbone of Krishna group is its corporate R&D centre, established with an investment of Rs. 100 million and has distinction as an approved lab by govt. of India, capable of conducting tests as per Japanese standards, European Homologation. EC/ECE, JASO & JIS.

46

ISO 14001, environment certificate serves to show that KML is committed to being a responsible corporate citizen by ensuring that we take heed to minimize and where possible eliminate environment unfriendly substance.

PRODUCT & SERVICES

Krishna Maruti limited and its Group Companies are manufacturing auto interior components. The current Product Range consist of :Seating Systems Rear View Mirrors Head & Arm Rests Seat Trims Auditorium Seat Injection Moulded Door Trims Roofliners Moulded Carpets Seating Systems KML started its operations with only 1 model and a production capability of 40 sets/day. Today we manufacture 16 different models. Krishna Maruti Limited has a production capacity of 400,000 Seating Systems/ annum. Presently Krishna Maruti Limited produces 16 different Variants of seating systems of following Models: BALENO , ESTEEM , WAGON R, ZEN, OMNI, MARUTI 800cc & ALTO. Krishna Maruti Limited has capabilities to Manufacture Seating Systems as an OE to potential customers for their range of products. Rear View Mirrors Company produces a range of Outside & Inside Rear View Mirror Assemblies for Maruti Udyog Limited and Honda Siel Cars India

47

Limited. With 35% OE market share, Every Fifth Indian Car has Rear View Mirror Assembly manufactured by Krishna Toyo Limited. The range can easily be extended to suit the requirements of other Auto Manufacturers. Head & Arm Rests Krishna Pads Limited uses NC Controlled Puromat High - Pressure Foaming Machine for its foaming application for producing Head Rest & Arm Rest Assemblies for all models of Maruti's Car.

Seat Trims Krishna Trims Limited is catering Krishna Maruti Limited's total requirement of trims. KPL provides these items for the following cars : Standard 800 Omni Van HR Zen Esteem Wagan R Baleno

Auditorium Seat

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Krishna Quinette is a 50:50 Joint Venture Company of Krishna Maruti Limited with Quinette Gallay of FRANCE. Quinette Gallay is the World Leader in the field of Auditorium Seats with over 70% of its total production servicing the Export Business. Quinette Gallay has presence in all the 6 Continents and installations in over 50 Countries. Krishna Quinette produces special seating system for auditorium applications. The company started its Commercial Operations since July 2003.

Injection Moulded Door Trims This division manufacturers: Door Trims Roof Headliners Carpets

For producing Injection Moulded Door Trims, we have Toshiba's (Japan) 1300 Tonne Machines and for the Assembling of various plastic parts together, we use Branson's (USA) Ultrasonic Welding Process. For our Roofliners, we have Meyer's (Germany) Lamination Machine & Thermoforming Machine. We are the only Indian Company to use Twin Head Robotic Water - Jet Cutting Machine from ABB - IR Sweden. The company is all set to use its specialty in Injection Molding for producing components for White Good Industry. Roofliners

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The division was setup in July 2000 & the machines for lamination & thermoforming was commission in December 2000. The commercial production started in Feb 2001.This plant can manufacture 2, 00,000 Roof Headliners of various models per year. For Lamination of Substrates, Fully Automatic & Continuous Lamination Machine from Meyer - Germany is used. The Machine is capable of laminating upto five different materials together in a single operation. For moulding the Laminated Substrates into the required shape, the Thermoforming Press is used. This Press is High Capacity Single Acting Hydraulic Machine with advance controllers governing accurate controls over required parameters for consistent results..

At Krishna the basic raw materials used are : Polyurethane raw materials to produce moulded cushion pads -Polyols & Isocynates. CRCA sheet metal components. Tubular lengths of various sizes. Water soluble black paints & pre treatment chemical. PVC fabrics. Laminated polyester & cotton fabrics. Wire Spring Polypropylene for injection moulded components. Hardware items. Various industrial consumables like mig wire, adhesives, safety items, spot welding electrodes etc. Seat adjuster mechanism assemblies. Seat recliner mechanism assemblies. Rear seat lock assemblies. Automotive fabric. Treads. Substrate for roof headliner (rigid foam). Mirror sheets. Felt for moulded carpet. Needle punch fabric for moulded carpet. CRCE sheet.

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Non - woven fabric. Fasteners for various sizes.

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52

OVERALL PERFORMANCE
1.

Customer Rejection: Customer Rejection <4ppm for the 4th

consecutive year.

2. 3. 4.

Warranty: Warranty Cost has reduced to Rs. 0.002 per Vehicle. Delivery Failures: Zero Delivery Failure for the 4th Consecutive Year. VA/ VE- Implemented: KML has been awarded with best VA/ VE
Awarded by customer MUL for last 2 consecutive years.

5. Intangible Effects :
a) Enhanced Customer Satisfaction. b) Improved Product Quality c) Motivated Employees A Strong Winning Team. d) Knowledge based organization.

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PROBLEM OF THE ORGNIZATION

Ashok Kapur, chairman of the Krishna group of companies. One of his outfits, Krishna Maruti (KML), has been a loyal vendor to Maruti for almost a decade now. Dressed in factory uniform, Ashok, too, is an ordinary man. But, for the last 18 months, he's been negotiating what would be an extraordinary deal. He is in the final stages of talks for a $50-million deal with a European carmaker to supply headrests. What's the size of the Krishna group? Just $53 million (Rs 250 crore). The problem is that even after betting the size of his entire group on this project, Ashok would still be addressing just 0.5% of the total global requirement of the buyer. That's the level of inequality in scale between Indian and global players. The buyer wanted to place an order for 6 million of his 250 million units requirement for headrests. Ashok wants to commit to 1.25 million initially. So while outsourcing opportunities are no doubt expanding, the size of orders, and the lack of scale, is issues of concern. Kayaba, the world's biggest shock absorber maker, produces 240 million units a year. Gabriel India, the country's largest shock absorber maker, makes just 9 million. At KML, of the 20 requests for quotation received since August 2002, 10 were rejected outright as they seemed colossal. Krishna group offers a very challenging work culture with emphasis on developing individual's creativity. Krishna group is the leader in its field of operation and has joined hands with World leaders in their respective fields: A) Suzuki Motor Corporation - Japan. B) SNIC Company Limited - Japan (Seating Systems). C) Toyo Industries Company Limited - Japan (Rear View Mirrors) D) Ohta Sheet Company Limited - Japan (Door Trims) In order to develop and manufacture world-class product the best machines and tooling are there in the company. IFB Automotive believes that the most important issue for the customer is on time delivery with technical service. The application engineers constantly are in touch with the customers' development engineers from the incept of the project to ensure that proper design and process are deployed to make the part of high quality standard. The focus of the application engineers are not restricted to the parts supply, they even study the field problems along with the customer engineers to unlock the hidden technical problems for finding innovative solutions.

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REVIEW OF LITERATURE
Abstract:
Recruitment and Selection plays key role in the development of an organization. This is one of the important HR components in developing Indian Economy, which is growing at the rapid pace. Today's, where demand of qualified and experienced people is high, the white collar salaries are increasing, every day one MNC is adding presence in Indian market, the pool of experienced professionals are smaller than it large population of our country, attrition rate is quite high ranging from 20-60%, HR professionals are struggling to attract good employees despite fierce competition. Therefore the Trends and Issues in recruitment and selection is has taken paradigm shift. Employment has undergone a transformational change in most sectors especially in banking, finance, retail, pharmaceutical and insurance.

Introduction:
Recruitment is a process of finding and attracting potential candidates for the job available. Recruitment is a set of activities an organization uses to attract job candidates who have the abilities and attitude needed to help the organization achieve its objectives. There are three stages of recruitment process-identify and define the recruitment, attract potential employees, select and employ appropriate people from job applicants. Recruitment is a continuous process because of staff departure, changes in business requirement; changes in business location and promotion. There are two kinds of recruitment i.e. internal recruitment and external recruitment.

55

To get a right candidate you need to know their traits: Persuasive Analytical Adaptable Decisive Rule following Emotionally controlled Conscientious Tough Minded

To get right candidates need to know their abilities: Numerical Managerial Data Analysis

Recruitment and selection process together known as hiring process. There are three steps in Hiring process *Analysing *Recruiting *Interviewing Analysing involves finding out the vacancies and jobs that need to be filled. Next recruiting where in suitable strategy and operationalised to inform and attract eligible candidates about the job vacancy. Lastly, the recruited candidates undergo test and interview towards final selection. The following points should be taken care of in formulating recruitment strategy: *Identifying and prioritizing jobs * Candidates to target * Trained recruiters. * How to evaluate the candidates * Sources of recruitment

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Socio economic scenario in employment perspectives:

Entire scenario in changing fast.GDP of the country is riding and contribution of service sector is now more than half to GDP whereas contribution of agriculture sector is less than 20%.This has made and created millions of job in services sector, manufacturing sector and other sectors. Today employment is not an issues ( Tourism sector-20 millions job, retail sector 10-15 million ,Banking sector 1.1 million, oil and gas 2.3 millions, Gems and jewellery 3.16 millions, health care 3.1 millions, Horticulture 2.6 millions, Khadi 1.9 millions, media and entertainment 1 million, Tobacco and tobacco products 6,4 millions, railways 1.9 millions, State transport 2.3 millions, food 2.1 millions) but human resource available against this not at par. Organisation is trying all the way to get good human resource. So the Recruitment and selection plays vital role in the success of an organization.

The 21st century challenges:

The major challenges faced by the HR in recruitment are: Lead Time Analysis Time taken to complete the process of recruitment is the main concern for an organisation. Road Ahead The ongoing and upcoming new systems are both an opportunity as well as a challenge for the HR professionals.

Trends in Recruitments:
* Recruitment Process Outsourcing * Poaching /Riding * Online or E - Recruitment * Campus Recruitment * Referral recruitment * Summer Internship
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* Contract Recruitment * Temporary Recruitment

Recruitment Process Outsourcing:

The recruitment is one of the leading functions that organisation outsourced. External service providers are conducting all or parts of clients' recruitment services. This practice is very common today and widely accepted in the Industry. This practice will help the organisation in reducing time and costs in recruitment.

Head Hunting and Poaching:

Head Hunting means you attract the employ of your choice from competitors by the way offering lucrative packages for beginning the work for your organization. Poaching means intended to offer job who are already working with another organisation and which is known. Indian retail and software sector are facing this serious brunt of poaching today. This is very common in BFI sector for gaining immediate advantages. Various implication presents in this process cracking of relationship and offering unrealistic salary for immediate gain.

E recruitment:
Internet has created revolution in recruitment and selection process. Career with us or Job@organisation is common button on Companies website .Today aspirants having global mindset and information on opening are available online with placement consultant website, companies website, city line websites and other portal. Organisation are collecting database whole of the year through this and excersing this to its level best. This will help in time and money cost for the companies and for aspirants it is easier to access it on 24/7.

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Summer Internship Programme: This programme bridges the gap

between concepts reinforced in class room and real corporate and environmental situation. Corporate having opportunity to evaluate students for long term perspectives. Internship programme is undertaken in the discipline concerned.

Referral recruitment:
OK4KO refer the people for job with your esteemed organisation. This is very common term in Coca Cola; in fact, this is the process of recognizing the employee's loyality and Values. This means organisation need valuable employees like you.

Campus Recruitment:
This campus recruitment is the systems where various organizations visit the college campuses to recruit bright youngsters to work for them. The various selection processes tend to remain the same for most of the companies. The selection occurs through 3 main steps, (I) Aptitude test, (ii) Group discussion (GD) and, (iii) Personal Interview. Hiring great candidates is a pretty hard job. Recruiters try to dip into their employee's social network by having them refer candidates they know.

Contract Recruitment:
In this kind of recruitment two basic points to be considered, first abilities to match a job requirement and the specialized skill and professionalism of contractors.

59

Communication is critical throughout the process- Contracts, Insurance, accommodation and expenses all need to organize efficiently and professionally.

Temporary Recruitment:
A Flexible work forces that can respond to your ever changing business demand. This is recognized by quick, efficient and provides strong level of fit between the requirement of companies and matching skill, attitude and behavior of candidates. This is one of the most noticeable effects of downsizing epidemic and labor shortage of past two decades has been dramatic rise in the use of temporary employees. Today, JUST IN TIME, can be formed staffing all types of jobs in the organisation including, professional, technical and higher executive position.

Trends in Selection Process:

* Application * Interview * Psychometric Assessment * Reference check * The offer * Orientation

* Application: If you go through advertisement for recruitment, one item is common,"Last date of application", means buy the application, fill the application and reaches the application on or before that date, in the very first of important date. The common application form generally consists of:

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Personal Information: It comprises name, date of birth, gender, marital status, detail of his family, annual income of the family, address etc. This helps in identifying the applicants socio economic strata and family background. This information also helps in the assess his suitability in the organisation, in the job and in the team that he would be associated with. Educational Qualification: This includes schools, colleges and institution attended by applicants or jobseekers, the period of study, the various courses taken and subjects studied the percentage of marks scored and the class of grade secured by him. This component provides opportunity to assess an applicant's academic background. Work experience: This provides basic information on applicant's previous job. This will help the prospective employers to understand and evaluate the, candidate's suitability to the job, his working habits and his competencies. in relation to the job. Salary: (Present and Expected): The salary structure is important because different companies have different salary structure. A company might have low basic salary but higher percentage of other components. Personality Items: This requires the applicants to provide information on his strengths and weaknesses, his professional goals- both long terms and short terms and his hobbies and interest. This extra information help the employers to understand his hobbies and interest. This extra information helps the employers understand personality of applicants which would help in motivating and improving his performance on the job. Reference Checks: In this ways organisation wants to check credibility of candidates and to get past record of an applicant.

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* Interviews: Preliminary Interview: The aim of prelims is to eliminate the applicants who are obviously unqualified of jobs. These interviews are generally informal and unstructured and conducted even before the candidates fill in the application blanks. This is presenting more obvious facts and information. This enables the manager to quickly evaluate the interviewee on the basis of appearance and quality of communication. Indepth Interview: This is more suitable in selecting the candidates for high end technology and high skill jobs. Experts in the relevant areas test the candidates,
knowledge and understanding of the subjects and assess his expertise. They

determine suitability of candidates for the jobs in questions and based on these
evaluations.

Group Interview: This method is resorted to when the number of applicants is high and time available for interviewing is short. This method is useful in while recruiting for entry level and junior management position. Stress Interview: the objective is to test the applicants abilities to perform and deliver under stress. Interviewers put the interviewee under stress by repeatedly interrupting him, criticizing his answer, asking him unrelated questions or keeping quiet for long time after interviewee has finished talking. * Psychometric Assessment: This is standardized procedure to measure intelligences or aptitude or personality of aspirants. This is one of the important parts of selection process of many domestic and international organizations. This help employer to find best match of individual to occupation and working ambience. It should be standardized, reliable, predictive and non discriminatory.

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* Reference Check: The information given by the candidates is checked by references after final decision taken and before offer is too made. This reference might have been work related (such as former supervisor or co worker) or they might have been personal (such as friend, clergy, or family members). In either case, to the extent that you could, you provided the organisation with a list of people who you believed * The Offer: Once the candidates are evaluated and final decision is taken, then the offer letters is made which is formal, written and requires acceptance in writing. The objective of the offer letter is we are pleased to select you for our esteemed organisation." * The Medical examination: This is very common in hiring process .This is in fact mentioned in the clause in offer letter to the candidates , which says that the offer is conditional on the candidates being medically fit.. would generally speak
favourably

about

you.

* The Orientation: Orientation is process by which we introduce new employees to the organisation, their superiors, co-workers and job. The orientation process provides a foundation upon which new employees can build their skill and contribute to our efforts to providing responsive and effective services to the organisation.

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Issues in Recruitment and Selection:

* Chances of failure increases in RPO. The chances of failure will be high if the RPO do not understand the Vision and recruitment strategy of an organization. The entire success of organization depends upon people and their integrity towards employers. Better recruitment begets better results this is true in every aspects. * Break down in collaboration with other organization in poaching. Organisation could offer job to which they thought of valuable but it does not
mean poach and hunting 100% right perspectives. This spoils the goodwill of an

organization to some extent. The organization might practice Coordinate Recruitment. * Competition driving up salary to unrealistic level. This is common in today's scenario of fierce competition. * Resume check: Authenticity of resume is questionable in this stiff competitive world. Prospective employers are using track methodology to judge reliability of the content by references, educational qualification, talking to candidates over phone, previous employer reputation etc. * Internet and PC savvy: This is obstacle in popularizing e recruitment, but rate of enhancement in PC penetration is our country is quite high so in near future we do not take it as challenges. Lets we have to set modus operandi for online recruitment which will guide prospective employers and aspirants/jobseekers both.

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* Face to Face interview, meet the candidates in person: Technologies have created impact on every function of an organisation and Recruitment and Selection is not an exception. An employer prefers to contact or interact people to feel and understand would be HR asset for them. This will help the organisation to manage expectation of would in best possible manner. * Inbreeding ,nepotism and old boy's network: We should be very careful in this aspects, referring own people is human tendencies. If it find we have to re-correct it with intelligences, integrity and interventions. Poonam MBA (HR& IB), CIC Faculty HR/OB ICFAI National College Panipat-

Abstract
Human resources are the backbone of every organization. As it is well said that money and material is useless if we don't have power of men. People come to work with certain specific motives to earn money, to have better prospects in future. In today's scenario the organizations have to compete on large scale. That's why the management of men is a very important challenging job. Because of the dynamic nature of the people. Dynamic and growth-oriented organization does require effective management of people in fast changing environment. Organizations flourish only through the efforts and competences of the human resources. Now days, due to the dynamic nature and competitive edge, it is tough to retain the employees. So, many sectors are facing big problem Attrition. This paper is about attrition, retention aspect

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Introduction
"Man alone, of all the resources available to man, can grow and develop. The resources capable of enlargement can only be human resources. Pete r. F. Drucker Today we are living in fast-paced changes. Where, everything depends on mergers and acquisition which leads to cut-throat competition with every organization, but again all of this is depend on human resource-A key element of the organization and the real army of the organization . Human Resources (HR) constitute the most valuable asset in the context of development. Relative performances of nations, of regions of economy, of sectors of industry as well as of corporate enterprises are critically linked to quality of human contribution. Even the gains from the intervention of superior technology in any field are closely related to its interface with human factor with corresponding skills as well as attitude. Now days it is though to retain the talented employees in the organization. The one single word attrition which is the biggest problem. In broad terms: Attrition is a situation which employer face when employee left the organization in due to job dissatisfaction, new opportunity in the market. It is the question in front of Human Resource Managers that why the attrition rate is higher? HR Professionals after making lots of strategies for retaining the employees. They fail again and the question mark is in front of them. That's why the companies are having new system in HR Department like: a) attrition management department, b) Interaction feedback system, c) Exit interviews
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Some Facts
1) Attrition rate US Europe India 42% 24% 20% Australia 29%

Source-Times News New York 2) Attrition rate in India's Business process outsourcing (BPO) industry are about 7.8% points higher than in other industries according to repot released by Hay Group-A global management consulting firm The findings comes from report, BPO special sector survey 2008. It showed that in general, staff turnover in India is 15.7%but at BPO companies attrition in country highest at 23.5 followed by communication 22%and retail 18%. 3) A recent survey by Associated Chambers of Commerce and Industry of India (ASSOCHAM) threw up some interesting figures regarding the attrition rates in India Inc. The survey focused on the Attrition Problem in growing Economy and said that the maximum attrition is taking place in the age group of 26 to 30 years. 4) Indian managers may be high performers in their area of expertise but the performances of the people who manage them leave much to be desired for. That in short is the synopsis of a recent survey conducted by global management consultancy firm. 5) Attrition in the hospitality industry is up by 15-20 per cent and it is expected that by the year 2010, it will increase by another 50 per cent. As of now, attrition rate is 10 per cent per annum and this in not only in the senior positions but also across various verticals of the industry.

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6) Pharmaceutical industry, has seen major attrition in to medical sales representative level, which has an attrition rate of 35 per cent The question arises why employee quit? Is only salary is one factor of job satisfaction-Those days are gone when salary was only motivator factor for an employees to leave and organization. Now everybody wants their growth, working environment etc

The attrition rate is high generally in IT Sectors and BPO.

In BPO, the reasons of leaving the organization are 1) No career path. 2) Poor supervision 3) Internal movement 4) Stress 5) Location/commutating problem
6) Psychological satisfaction

In IT Sectors the reasons are different

1) More career opportunities 2) Stress 3) Inequity in compensation Bangalore based Global Talent Metrics formally unveiled key findings of comprehensive research and survey on factors impacting employee attrition among white collar workers across industries, at a press conference. The research was developed and survey was conducted over the last 12 months and includes responses from 5000 employees of companies across industries.

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The survey for the first time probes the role of demographic, psychographic and sociological factors in predicting attrition and organizational factors that attract individuals or cause them to leave a company. By Hewitt "Attrition and retention survey show one of the top reasons for attrition to be "external inequity in compensation". They also show that 27% of the employees in their exit interview mentioned compensation as the primary reason. So there are several factors that interfere an employee to leave the organization Now days, employees consider multiple comfort level while working in an office because the world is open there are many opportunity lying ahead of them due to the impact of globalization. Human beings are complex personalities. Nature of human begin were differ from person to persons so it is difficult to predict a behavior of the employees. This shows the employer and the managers do understand their employees well. The technique to be used by managers to understand the employees a) Observation b) Frequent interaction c) Encourage them to talk freely d) Feedback Mr. Srinivas, CEO- SATYAM COMPUTER views. "Attrition as big issue that as to be deals with immediately". As attrition rate is a sensitive issue for all organization and in every sector. Calculating employee turnover rate is not that simple as it seems to be and even no common formula can be used by all the organization. It is different as it needs keeping view of the business nature.

Attrition cost
The cost of attrition is not just the loss of that employee but it includes an array of hidden costs such as recruitment costs, selection costs, training costs, cost of covering during the period and opportunity costs.
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The organizational costs associated with the turnover in terms of hiring, training and productivity loss costs can add up to more than five per cent of an organization's operating costs, says Cabot Jaffee, Chairman, Global Talent Metrics. One of the best methods for calculating the cost of turnovers includes.

Recruitment cost
The cost to the business when hiring new employees includes the following factors plus 10% for incidental such as background screening:* Time spent on recruitment and selection * Background / reference screening * Training if any

Training and development Cost

To estimate the cost of training and developing new employees, cost of new hires must be taken into consideration. * Training material * Technology * Employee benefit * Trainer's time

Administration cost
They include: Set up communicate system of employee to HR system set up the new heir workspace The certain things like setup ID card, new bank accounts etc.

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So it is not an easy task and cost is very high that's why it is a big problem in front of HR Managers. Retention of excellent employees is one of the biggest challenges which most of the organizations are facing today. The general perception is that people leave organization for more money however, in one astonishing statistical comparison it was found that 89 % of employers think their people leave for more money while, its just 12 % of employees who actually do leave for more money .So what is that, which, makes employees to stay or quit their job. If carefully analyzed, the decision regarding staying or leaving the job is guided by the emotions Intelligent employers always realize the importance of retaining the best talent. Retaining talent has never been so important in the Indian scenario; however, things have changed in recent years. In prominent Indian metros at least, there is no dearth of opportunities for the best in the business, or even for the second or the third best. Retention of key employees and treating attrition troubles has never been so important to companies. In an intensely competitive environment, where HR managers are poaching from each other, organizations can either hold on to their employees tight or lose them to competition. For gone are the days, when employees would stick to an employer for years for want of a better choice. Now, opportunities abound. It is a fact that, retention of key employees is critical to the long-term health and success of any organization. The performance of employees is often linked directly to quality work, customer satisfaction, and increased product sales and even to the image of a company. Whereas the same is often indirectly linked to, satisfied colleagues and reporting staff, effective succession planning and deeply embedded organizational knowledge and learning. Framing the retention strategies which are again not an easy task in today's dynamic and ever changing environment- the duties are not limited and they have to break off all its boundaries. Getting with and getting the best from you top talented employees is one of the role of human resource manager.

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Talented employees these are the people who will lead the organization to future success and organization cant afford to lose them. Organisation needs to promote the diversity and design strategies to retain them, provide the opportunities for the development make them relies that they are the part of the organization. When work place ignore the performance will destroy the human sprit and that's make the true difference in quality of output. A sense of contribution to the company must be realized the organization needs to let the employees come to know their performance is important for the organization In this context it is important that the managers take the following into consideration. 1. They should understand their basic needs capabilities and their behavior. 2. Identifying the strength and weakness of employees so that proper training should be provided to them and coaching can be provided. 3. They should help them to build up confidence and improve entire creativity. 4. Maintaining the good interpersonal relations and also encouraging the participation of employee in managerial decision so that they should have sensitive of belongings towards the organization. 5. It is very important that there should be trust between supervisor and subordinates of reduce the disputes and increase the team building. 6. Bring the "WE" culture in the organization. 7. Shows the career path way in the organization. 8. Guaranteed that there should be no biasness and in equity compensation system. 9. No biasness in performance appraisal. 10. Use workforce skills and abilities in order to exploit environmental opportunities. 11. Employ innovative reward plans that recognize employee contributions and grant enhancements.

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12. Indulge in continuous quality improvement through TQM and HR contributions like training, development, counselling, etc. 13. Utilize people with distinctive capabilities to create unsurpassed competence in an area. 14. Decentralize operations and rely on self-managed teams to deliver goods in difficult times e.g. Motorola is famous for short product development cycles.

Conclusion
Any company can compete with anyone provided they have the right value system inculcated in their business model (I am referring to HR practices). Organization irrespective of the size, if it has adopted "System thinking" that organization rarely falters. In any organization if the person contributing to the organization in his/her role effectively, needs to be treated with dignity and respect. If an individual is made accountable for his/her actions and given proper feedback on the performance at work regularly, the individual will love that organization. It is this basic value of treating people with respect and dignity that endears an individual to an organization. 90% of people complain not because the company is bad, it is because they feel they were not treated with dignity. Managing talented employees is turn out to be goldmine and it will keep supply wealth and value of the organization Prof. Dileep Kumar M. Ex-Professor Symbiosis (SCMHRD, SCDL), IIIT, SCMLD, SBS Pune

Introduction
Organisations in the modern days are undergoing heavy transformation in the wake of industrialization and globalization. Here, Human Resource Management practices are getting wider acceptance in the developmental and transformational process.
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Organisation management is giving more thrust in understanding and developing the competency of employees and makes use the tool competency mapping, for the improvement of productivity and in maintaining a positive work culture. This application of the competence approach covers the operational areas of human resource management in the organization viz., selection, remuneration, vocational training, evaluation and promotion. The competency mapping works at the enterprise level than outside realms. The objective behind this effort is to identify the best, better and good and average effort on the part of the individual workers and support the best effort, encourage the better effort, empower the good effort and train the average effort of the workers towards the best performance. Competency-based methodology was pioneered by HayMcBer company founder David McClelland, a Harvard University psychologist in the late 1960's and early 1970's (Czarnecki, 1995).

Competence and Competency

The word competence is having several meanings. Some consider competence as job based while some others consider it as individual based. Dubois (1993), a leading expert in the applied competency field, defines competence as "the employee's capacity to meet (or exceed) a job's requirements by producing the job outputs at an expected level of quality within the constraints of the organization's internal and external environments." Boyatzis (1982) A competency as "an underlying characteristic of the person" which could be "a motive, trait, skill, aspect of one's self-image or social role, or a body of knowledge which he or she uses". Person based competencies" includes further Self-Confidence, Creativity, and Cognitive Capacity competencies etc. While some other authors strongly argued that competence is related to the job and area of expertise. These conflicting arguments are still continuing. While this author likes to indicate that there is no right answer to the question - what is a competency?

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What is important is that organizations adopt a definition that makes sense, meets its needs, and is used consistently in HR operations and applications. Competencies are general descriptions of the abilities necessary to perform successfully in areas specified. Competency profiles synthesize skills, knowledge, attributes and values, and express performance requirements in behavioral terms...The review of competency profiles helps managers and employees to continually reassess the skills and knowledge needed for effective performance. Competencies dominantly compared as general description of the abilities that are necessary to perform a task effectively. Competency lies on the many factors in the work performance. It may relate to the routine works, nonroutine works, team efforts, control, coordinating and guiding workers, and
allocation of resources, analysis, diagnosis, design, planning, execution and

evaluation. Competency is "a cluster of related knowledge, attitudes, skills and other personal characteristics that Affects a major part of one's job, Correlates with performance on the job, Can be measured against well-accepted standards, Can be improved via training and development" (Source: Scott Parry 1998, Project Management Competency Development Framework, PMI). A competency is what a successful employee must be able to do to accomplish desired results on a job. Competencies are built up over time and are not innate.

Competence Levels
Different activities required different competency levels in the discharge of responsibilities and duties associated with the functions. Many competencies like
behavioral competency, Knowledge competency, motivational competency,

language (communication), value competency etc are required for effective performance. The behavioral competency involves member's attitude and feeling towards the work and work performance that results in good or poor performance.

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The behavioral competency is closely related to motivational competency. How an

individual worker thinks about the work organisation and work performance. The

knowledge competency involves the awareness; knowledge and expertise related to the job, technology and procedures related to work. The language competency is related to individual workers ability to understand and communicate the things precisely in a two way process.

Competency Mapping
A competency is something that describes what, where, how and when a job to be done as per the requirement of the organisational objectives. Competency mapping is a process of identifying key competencies for a particular position in an organisation, and then using it for job-evaluation, recruitment, training and development, performance management, succession planning, etc. Competency mapping process is designed to consistently measure and assess individual and group performance to accomplish the objectives of the organization and it further help to fulfil the expectations of customers. It is used to identify key attributes (knowledge, skills, and behavior attributes) that are required to perform effectively in a job classification or an identified process. Competency mapping involves two sets of activities. One is related to the work activities and work process and the other is related to the individual and group performance. It is about identifying preferred behaviors and personal skills, which distinguish excellent and outstanding performance from the average.

Steps in Competency Mapping

Understanding the core competencies that required for the organisation is the initial steps in the competency mapping. Many competencies are required for the organisation in the effective performance of various functions. While certain competencies like, decision-making skill, communication skills, problem solving skills, team-building skills etc are included under core competency areas.

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These skills are essential in all the functional areas of management. Methods like brainstorming and participative focus group discussions etc can realize the core competencies required for the managers. After the identification of the core competencies the next step is to relate these competencies with various functions in business management. Since the core competencies varied in marketing, finance, purchase, operations management, production etc, the competencies required to perform different junctions also varied. For this effort the position and responsibilities of each functional person need to be assessed into. A job analysis is to be done in the initial stages. By understanding the core responsibilities and core competencies, the job description viz., written document of the functional responsibilities, to be prepared in relation to different positions and departments. The job description and the cop potencies identified are the base upon which the training and development programmes, mentoring programmes and coaching to be extended to the members by the superiors in the organisation. The Human Resource management needs to prepare a plan of action for each individual member considering the actual competency and the expected competency. This process creates awareness in the individual about his behavioral traits in detail, and helps him chalk out an individual development plan. By forecasting the expected performance the impact analysis of the process can be done. The competency mapping process also has to make provision of career development.

Use of Competency Mapping

Competency mapping can play a significant role in * Recruitment and selection * Performance management, * Training and Development, * Succession planning, * Job enrichment and job enlargement * Organizational development analysis
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Conclusion
Competencies and competency-based human resources management (CBHRM) are in common practice in many organisations. To survive in a turbulent and dynamic business environment organisations have to adopt competency based human resource management practices, which are vital to productivity and performance excellence. Human Resource Management in the organisation have to give keen importance to these process since competency determine the organisation effort to compete with quality and quality. Employees in the organisation are more concerned about their advancement in their career. In addition to the competency consideration career also to be considered by the Human Resource managers in the individual planning level. Career-based and competency-based approaches of Human Resource Management have productive result in the productivity and business surplus in many organisations. Human Resource Managers have to look more in the area of CCHRM (Career Competency Based HRM) effort as a panacea to productivity and quality assurance in the wake of acute business competition. Randhir Kumar Singh Senior Lecturer Dr. Gaur Hari Singhania Institute of Management & Research Kamla Nagar, Kanpur-208005-

1. Introduction:
The attrition rate plays a significant role in an organisation. High attrition rate of employees in an organisation is a serious concern because the employees are the human capital. Some of the organisations have started searching the cause due to which the employees are leaving the organisation. There are some organisations specially belonging to IT, Telecom, and various other sectors which are facing high attrition rate. Due to high attrition rate, cost of the organisation increases due to training, development, socialisation and other costs on the employees.

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Attrition rate is high basically in an organisation whose work is mostly dependent on knowledge workers like BPO, paramedical, aeronautics etc. Attrition is defined as reduction in the number of employees through retirement, resignation or death. The rate of shrinkage in size or number of employees is known as attrition rate. Different organisations use different method to calculate the rate of attrition. The most common formula to calculate the rate of attrition used by many organisations is: Attrition Rate = (Number of employees who left in the year / Average employees in the year) * 100

2. Attrition rate in India:

Attrition rate is high basically in an organisation where work is mostly dependent on knowledge workers like BPO, paramedical, aeronautics etc. Attrition rate in India's business process outsourcing (BPO) industry are about 7.8 percentage points higher than in other industries, according to a report released by Hay Group, a global management consulting firm. The findings comes from a new report, BPO Special Sector Survey 2008, based on Hay Group's global online compensation and benefits database, PayNet. It showed that in general, staff turnover in India is 15.7%, but at BPO companies, attrition is the
countrys

highest

at

23.5%,

followed

by

communications 22% and retail 18%. The attrition rate has always been a sensitive issue for all the organisations. Calculating employee turnover rate is not as simple as it seems to be. No common formula can be used by all the organisations. A formula had to be devised keeping in view the nature of the business and different job functions. Moreover, calculating attrition rate is not only about devising a mathematical formula. It also has to take into account root of the problem by going back to the hiring stage.

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3. Causes of attrition rate:

In most of the organisations, employees would love their jobs, like their coworkers, work hard for their employers, get paid well for their work, have ample chances for advancement and flexible schedules so they could attend to personal or family needs, when necessary and never leave. In the real word, employees leave either because they want more money, hate the working conditions, hate their co-workers, want a change or because their spouse gets a dream job at another place.

4. Significance of attrition rate:

Employee turnover is one of the four primary dependent variables in Organisational Behavior (OB). This consistent with the view held by executives, HRD Manager, and researchers in OB that turnover has negative consequences for organisational performance. When employee quits and has to be replaced, the organisation incurs some very real and tangible costs. The organisation should retain their manpower for quite a long period. Attrition is a serious problem, that the organisations are facing today which affects their competitive advantage.

5. Conclusion:
The tangible cost of employees' attrition would be the cost of training new employees, recruitment and selection costs, adjustment time, possible product and/or service quality problems, cost of agency workers/ temporary staff. The cost of training, cost of less productivity, cost of lost knowledge and cost of position remaining vacant till a suitable replacement is found. The intangible costs which may be even more significant than the tangibles, involve the effect of turnover on organisational culture, employee morale, social capital or organisational memory.

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All these costs would significantly take away profitability and competitive advantage of the firm. The organisational costs associated with turnover in terms of hiring, training and productivity loss. Meetu Kumar Soft Skills Trainer Icfai National College MeerutDreaming to succeed is the beginning of an adventurous journey. A positive attitude is the spark which sets vehicle moving in the right direction. Nowadays, the right kind of attitude is one of the most vital components of job requirements of the top notch employers. They have belief that they can train the new incumbents the way they crave but the pre-requisite is the right kind of attitude. The aspirant has to possess learning and optimistic attitude. He has to have a big dream, conviction and courage to do efforts to realize his dream with conviction. He should envisage optimism as the foundation of courage. The best example of an optimist I often quote is that of a man falling of from tenth floor of a building waving all the while to his friends as he plummets to each floor, to say that he was okay SO FAR! I call him a die-hard optimist. An anecdote of the elephant and mynah endeavours to edify young aspirants or the budding managers about the kind of attitude required by the employers. Once there were two friends, a mania and an elephant. One day the elephant said to the mynah: "You know, I envy you .All my life I wanted to fly I dreamt of what fun it would be to fly over the village, the mountains, the seas, and to glide over the river and the jungle. How I wish I could fly." "No problem," said the mynah and reaching back with his beak he pulled out a feather from his tail. That is what you must do here, take this feather and hold it firmly in your trunk. Then flap your ears as hard as you can, and you will fly." The elephant did as he was told. He held the feather firmly in his trunk flapped his ears as hard as he could, and lo and behold, he began to fly. Holding on to the feather tightly, he flew over the river and the vast jungle.

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After a long time, he glided back to earth and ran to meet the mynah, guarding the feather carefully in his trunk. "You changed my whole life", he told the mynah, and I cannot thank you enough for this feather." "That feather" said the mynah," oh you didn't need that .It was just one of my old ones. I just gave you something to BELIEVE in. It was flapping of your ears that did it, not the feather in your trunk!" The lesson one gains from the story is: We could achieve impossible, if we have Vision (dream), Conviction (symbolically represented by the feather) and Effort (flapping of ears) Success in any facet of endeavour, is more deeply rooted in attitudes than aptitudes! The employer is seeking the passion to do impossible and the burning desire to fulfil the dreams thereby meeting the targets .The budding incumbents should have learning attitude and a burning aspiration to accomplish. They should tend to love the deadlines and the targets given to them. They should also be able to flap their ears in order to achieve their goals. Yes, its true that the employer looks for the elephant with flapping ears, i.e. who has got the dying drive and burning desire to accomplish his targets or goals. Attitude based questions, situational questions or case lets are the tools the recruiters use to judge the existence of the criterion of selection in the applicant's persona. Individuals who hold a positive, hopeful, confident, good natured, kindly courageous mental attitude are the persons who eventually radiates sunshine and gladness, good health and cheer, confidence and happiness wherever they go. Someone has rightly said, there are two types of people, some who bring happiness WHEREVER they go, and some bring happiness WHENEVER they go!

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With the right kind of attitude one should belong to the first category and unwittingly would work as magnets attracting many friends, well wishers and off course employer. Imbibe this secret of success and attract everyone with your charm of optimism, visionary spirit, and courageous endeavours. Make yourself employable forever with the enriched spirit of right attitude and outshine with your grandeur wherever you go.

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OBJECTIVES OF THE PROPOSED STUDY

To analyses the satisfaction level employees in the organization. To study the working environment, salary package, canteen facilities of company to its employees.

To study the relationship of employees and employer. To study about the extra facilities given by organization to its employees

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RESEARCH METHODOLOGY
Objective of study To find out the recruitment, selection, induction practices in organization. To find the comparison between Indian & multinational company recruitment, selection, induction practices. To measure the importance of recruitment practices. To measure the effectiveness of selection process To measure why the induction is important. To know the level of these practices the company is adopted.

IntroductionResearch is an important pre-requisite for finding a solution to the problem. Some of the characteristics of results methodology. Research directed towards solution of problem it may attempt to answer the question or to determine the relationship between two or more variable. Research involves gathering new data from primary of first hand source. Research is based on experience on empirical employed the data collection conclusion reached. evidences. Research strives to be objective logical applying every possible test to violate the procedure

Research Design
It is a specification of methods and a procedure for enquiring the information has needed. It is a frame work of the study that is used as guideline in collecting and analyzing data. It helps the researcher to conduct the study by ensuring that economical procedures are employed and probing in the relevant problem.

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It is an exploratory research - It is best .characterized by its lack of

structure and flexibility. It is generally used for development of hypothesis regarding potential problems and opportunities.

It is a Descriptive research - the basic of descriptive research is to portray

accurately the characteristics of a particular situation or group. The research including surveys and fact finding enquiries of different kinds. It also establish between the different variables. The research methodology for the present study has been studied under the following levels Types of data and sample Questionnaire Design Collection of Data Chapter Scheme

Types of Data and Sample

The data collection is primary data. Primary data Primary data which are collected a fresh and for first time and thus happens the original in character. Therefore data directly collected by research is known as primary data. Sample Design A sampling plan designed in which decisions have to be taken out about target represent, sampling unit, sampling procedure.

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Collection of Data
After choosing the sample, the next step in the research is data collection to ensure the relevance of data collected, care is taken to minimize the errors in the methods of collection. The present study the primary data has been collected through a survey of Indian and Multinational employees asking them a set of questionnaire relating to its requirement, solution and industrial particles.

Chapter Scheme
Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter Introduction. Literature review Research methodology. Results and interpretation Finding and Conclusion

Limitation of Study
Although full efforts have been put to make the research objective and free from shortcomings, still some factors are uncontrollable. The following few factors can be listed below. Sample size is determine keeping some constraints lake the time factor is mind so the sample is chosen on convenience basic hence the size may be effectively representative

Type of Universe
The first step is developing any sample design to clearly depends the set of objects technically called the universe which was studied in India.

Sampling units
Advisory has to be taken concerning a sampling unit before selecting sample, employees of Indian and Multinational company are sample.

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Sample size and sampling procedure

The sample size of respondents is 218 employees sample were taken by simple random sampling.

Statistical Analysis tools

In this project, only primary data bas been collected and analyze to knew the conclusions. Various technique for analysis like factor analysis, mean scores, structural deviation and T test, independent test. Factor analysis is a general name denoting a class procedures primarily used for data reductions and summarization. In that research these may be large no. of variable most of which are cosselated and which must be reduced to a manageable level and relationship among set of many interrelated variable are examined and represented in terms of a few underlying factors. In the factor analysis we have fist to use the Descriptive statistics - This table tell about the mean of each variable and standard deviation of each variable.

Factor analysis is used in the following circumstance

To identify underlying dimensions or factors that explain the consolation among a set of variable. To identify a new, smaller set of uncorrelated variable to replace the original set of correlated variables in subsequence multivariate analysis. To identify smaller set of salient variables from a larger set for use in subsequent multivariate analysis.

88

Statistics associated with factor Analysis

Bartlett's test of sphericity - Bartlett's test of sphericity is test statistics used to examine the hypothesis that variables are uncorrelated on the populations. Correlation Matrix A correlation matrix is a lower triangle matrix showing the simple correlation's between all possible pairs of variable include in the analysis. Communality Communality is the amount of variance a variable share with all other variable being considered. Eigen Value The eigen value represents the total variance explained by each factor. Factor loading Factor loading are simple correlations between the variable and the factors. Factor loading plot Factor loading plot is a plot of original varianles using the factor loading as coordinates. Factor Matrix Factor matrix contains the factors loading of the entire variable on the entire factor extracted. KMO The Kaiser Meyer Olkin measure of sampling adequary is an index used to examine the appropriateness of factor analysis. High value (between 0.5 to 1.0 ) indicate factor analysis is appropriate. Value below 0.5 imply that factor analysis may not be appropriate. Percentage of variance This is the percentage of the total variable attributed to each factor.

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Determine the method at factor Analysis Once it has been determine

that factor analysis is an appropriate technique for analyzing the data, an appropriate method must be selected. The two basic approached are principal components analysis and common factor analysis. In principal component analysis the total variance in data as considered. The principal components analysis is recommended when the primary concern is to determine the minimum numbers of factor chat will account for maximum variance in the data for use in subsequent multivariate analysis. In common factor analysis the factors are estimated based only on the common variance. This method is appropriate when the primary concern is to identify the underlying dimensions and the common variance is of interest.

No. of Factor We have to determine the No. of factor on the behalf of the
eigen value and we measure of the gogen value is about 1 than that is the factor or it the eigen value is less than 1 then we have says that is not any factor.

Rotated Factor These coefficients, the factor loading represents the

correlation between the factor and the variable. A coefficient with a large absolute value indicates that factor and the variable are closely related. Although the initial unrotated factor matrix indicates the relationship between factor and individual variables. In rotating the factors, we would like each factor to have nonzero or significant. Loadings or coefficient for only some of the variables. If several factors have high loadings with the same variable it is difficult to interpret items. Rotation does not affect the communalities and the percentage of total variance explained. The rotation is called ortho general rotation it the exes are maintained at right angles. The most commonly used method for rotation is the ordinary procedure. This is an orthogeneral method of solution that minimized the no. of variables with high loading on a factor.

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Interpret factor Interpretation is facilitated by identifying the variables that

have large loading on the same factor that factor can then be interpreted in term of the variable's that load high on it.

T-Test With the help of the T test we have to find the mean of both Indian and
Multinational Company and with the help of their test we have to find out the comparison between the Indian and Multinational company which type of practice they have used. Independent Sample Test With the help of this test we have to measure the reliability and in that we have taken the reliability is 0.09 the variable is reliable and if this is 0.00 then that variable is most reliable. So we have to measure the reliability between these variable with the help of this value.

Questionnaire Design
To conduct the study a questionnaire was developed. the questions incorporates in the questionnaire were on 5 point scale i.e. 5 means strongly agree, 4 means agree, 3 means cant say, 2 means disagree and 1 means strongly disagree. The variable included in the question cover various area in HR practices like recruitment, selection and induction practices in Indian and Multinational Company. Analysis depends on the response obtained, which may be biased, as it is the tendency of people to put forward their best rather than truth. Through the questionnaire is prepared with full call and efforts but there are always the chance of learning some important factors, which could be include to get more information and hence the results may not be brilliant in that sense. The researcher fills some of the response in by asking the questions to the respondents they were enables to fill the question wise. The research study proves to mathematical/statistical errors, although an effort has been made to complete the study to the best of ability.

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DATA ANALYSIS
Data analysis is a practice in which raw data is ordered and organized so that useful information can be extracted from it. The process of organizing and thinking about data is key to understanding what the data does and does not contain. There are a variety of ways in which people can approach data analysis, and it is notoriously easy to manipulate data during the analysis phase to push certain conclusions or agendas. For this reason, it is important to pay attention when data analysis is presented, and to think critically about the data and the conclusions which were drawn. Raw data can take a variety of forms, including measurements, survey responses, and observations. In its raw form, this information can be incredibly useful, but also overwhelming. Over the course of the data analysis process, the raw data is ordered in a way which will be useful. For example, survey results may be tallied, so that people can see at a glance how many people answered the survey, and how people responded to specific questions. In the course of organizing the data, trends often emerge, and these trends can be highlighted in the write up of the data to ensure that readers take note. In a casual survey of ice cream preferences, for example, more women than men might express a fondness for chocolate, and this could be a point of interest for the researcher. Modelling the data with the use of mathematics and other tools can sometimes exaggerate such points of interest in the data, making them easier for the researcher to see. Charts, graphs, and textual write-ups of data are all forms of data analysis. These methods are designed to refine and distil the data so that readers can glean interesting information without needing to sort through all of the data on their own. Summarizing data is often critical to supporting arguments made with that data, as is presenting the data in a clear and understandable way.

92

When people encounter summarized data and conclusions, they should view them critically. Asking where the data is from is important, as is asking about the sampling method used to collect the data, and the size of the sample. If the source of the data appears to have a conflict of interest with the type of data being gathered, this can call the results into question. Likewise, data gathered from a small sample or a sample which is not truly random may be of questionable utility. Reputable researchers will always provide information about the data gathering techniques used, the source of funding, and the point of the data collection in the beginning of the analysis so that readers can think about this information while they review the analysis.

93

RESULTS AND DISCUSSION

Factor Analysis- we have to interpret the result of 218 respondent of Indian & multinational company or to measure which type of HR practice they have & we have to conclude with the help of the factor analysis.

D s r tiv S tis s e c ip e ta tic v 1 v 2 v 3 v 4 v 5 v 6 v 7 v 8 v 9 v0 1 v1 1 v2 1 v3 1 v4 1 v5 1 v6 1 v7 1 v8 1 v9 1 v0 2 v1 2 v2 2 Ma en 4 24 .2 9 4 86 .0 2 3 73 .6 4 4 73 .1 4 4 24 .2 9 3 86 .5 2 3 54 .6 1 3 42 .6 2 3 46 .3 8 4 04 .2 6 4 51 .4 4 3 46 .8 8 4 02 .0 9 4 49 .0 5 4 50 .1 6 3 63 .9 3 4 80 .2 9 4 49 .0 5 4 74 .0 3 3 63 .9 3 4 02 .0 9 3 58 .8 7 S . D v tio td e ia n .7 7 1 02 .8 6 6 10 1 45 .0 2 9 .6 6 5 98 .5 8 4 71 1 65 .0 2 9 1 39 .1 4 2 1 52 .1 2 2 1 92 .1 4 7 .7 3 4 71 .5 6 8 71 .8 9 6 63 .7 7 1 94 .7 8 0 44 .7 8 5 50 .9 5 7 10 .7 4 0 64 .9 4 2 05 .7 8 4 54 .8 8 0 01 .7 5 7 87 .8 3 5 30 Aa s N n ly is 28 1 28 1 28 1 28 1 28 1 28 1 28 1 28 1 28 1 28 1 28 1 28 1 28 1 28 1 28 1 28 1 28 1 28 1 28 1 28 1 28 1 28 1

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Interpretation of table- 1
According to this tale we have to divide to these variables in three level of practices High level practices Moderate level practices Normal practices

According to this table we says that these practice are high level practices use in Indian & multinational company these statement are given below Our firm attracts best and competent people for jobs Our firm targets and attracts best people irrespective of gender, minority groups

Our company selects the table and competent candidates Our company looks at candidates ability and competence to work in a team

To select the best candidates, our company conducts-technical interview To select the best candidates, our company conducts-general interview Our company systematically evaluates the recruitment policy and function. Our company systematically evaluates the selection process. Our company understands and recognizes the importance of induction program.

Our company organizes a formal induction program for new employees very effectively.

95

Induction training provides an opportunity for new employees to learn comprehensively about organization, mission and goals, values and culture, and customers.

Induction training creates bonds between our company and new employees.

In induction training, new employees are also given training in specific skills to do the job.

The new employees find induction program very effective and useful in this organization.

According to this table we can say that some practice are follow moderate level practices in Indian & multinational company these are given below Our firm mostly taps internal source for filling up higher vacant positions. Our company prefers fresh graduates at entry level. To select the best candidates, our company conducts-written test To select the best candidates, our company conducts-test on specific skill Our company selects employees who have a quest for excellence in whatever they do. Senior managers take interest and spend time with new employees during induction. Induction training is periodically evaluated and improved.

According to this table this practices are use normal in Indian & multinational company.

96

To select the best candidates, our company conducts- Psychological tests

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of .784

Sampling Adequacy. Bartlett's Test of Approx. Sphericity Square Df Sig.

Chi- 2249.86 3 231 .000

Interpretation of table -2
According to this table we can analyse the KMO-test the sample value is lying between .5 to 1 and this mean the sample is adequate-.787 According to bartletts testApprox. chi-square value is-2264.160 Difference value-231 Significance value-.000 this mean is a highest reliable value.

97

C ma i s o u lt m ni e v 1 v 2 v 3 v 4 v 5 v 6 v 7 v 8 v 9 v 1 0 v 1 1 v 1 2 v 1 3 v 1 4 v 1 5 v 1 6 v 1 7 v 1 8 v 1 9 v 2 0 v 2 1 v 2 2 I ii l na t 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 10 . 0 0 E ai n x c t t r o .9 5 1 .1 6 2 .6 7 1 .6 6 6 .6 7 0 .6 7 8 .6 7 4 .8 7 8 .9 7 8 .4 7 3 .9 6 2 .7 6 8 .0 8 7 .1 8 2 .8 6 1 .3 7 1 .2 7 1 .4 6 0 .8 6 4 .6 6 4 .1 7 6 .0 7 4

E ai n eo P ca op e A l s. x c M d r i lC o n nys t t r o t : i p h n mn t a i

Interpretation of table- 3
According to this table we can the initial value & the extraction and this initial value are same so our data calculation is right & the extraction value is less than the initial value. Communalities is the amount of variance share with all other variables being considered. This is also the proportion of variance explained by the common factors.

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T o t a l V a ria n c e E x p la in e d I n it ia l E i g e n v a lu e s E x t r a c t i o n S u m s o f S q u aRr o tda tLi o n dS in g s s o f S q u a r e d L o a d in g e a um C o m p o n e no tt a l % o f V a r Ca u m eu l a t i v T o% a l % o f V a r ia u m eu l a t i v T o % a l % o f V a r ia u m eu la t iv e % T i nc e t C nc e t C nc 1 6 .4 9 7 2 9 .5 3 3 2 9 .5 3 3 6 .4 9 7 2 9 .5 3 3 2 9 .5 3 3 3 .1 1 8 1 4 .1 7 2 1 4 .1 7 2 2 2 .5 2 5 1 1 .4 7 5 4 1 .0 0 8 2 .5 2 5 1 1 .4 7 5 4 1 .0 0 8 2 .4 7 6 1 1 .2 5 6 2 5 .4 2 8 3 1 .8 8 9 8 .5 8 6 4 9 .5 9 4 1 .8 8 9 8 .5 8 6 4 9 .5 9 4 2 .4 3 1 1 1 .0 4 8 3 6 .4 7 6 4 1 .4 4 3 6 .5 6 0 5 6 .1 5 4 1 .4 4 3 6 .5 6 0 5 6 .1 5 4 2 .4 0 0 1 0 .9 1 1 4 7 .3 8 7 5 1 .3 3 5 6 .0 6 8 6 2 .2 2 2 1 .3 3 5 6 .0 6 8 6 2 .2 2 2 2 .3 0 8 1 0 .4 8 9 5 7 .8 7 6 6 1 .0 7 9 4 .9 0 4 6 7 .1 2 6 1 .0 7 9 4 .9 0 4 6 7 .1 2 6 1 .6 5 8 7 .5 3 9 6 5 .4 1 5 7 1 .0 1 2 4 .6 0 1 7 1 .7 2 7 1 .0 1 2 4 .6 0 1 7 1 .7 2 7 1 .3 8 9 6 .3 1 3 7 1 .7 2 7 8 .8 3 5 3 .7 9 7 7 5 .5 2 4 9 .6 5 2 2 .9 6 5 7 8 .4 8 9 10 .6 0 2 2 .7 3 4 8 1 .2 2 3 11 .5 6 9 2 .5 8 7 8 3 .8 1 0 12 .5 1 6 2 .3 4 7 8 6 .1 5 6 13 .4 5 7 2 .0 7 7 8 8 .2 3 3 14 .4 4 9 2 .0 4 1 9 0 .2 7 4 15 .4 2 3 1 .9 2 1 9 2 .1 9 5 16 .3 7 3 1 .6 9 6 9 3 .8 9 1 17 .3 0 7 1 .3 9 7 9 5 .2 8 7 18 .2 5 8 1 .1 7 2 9 6 .4 6 0 19 .2 3 6 1 .0 7 1 9 7 .5 3 1 20 .2 2 7 1 .0 3 3 9 8 .5 6 4 21 .1 8 3 .8 3 3 9 9 .3 9 7 22 .1 3 3 .6 0 3 1 0 0 .0 0 0 E x t r a c t io n M e t h o d : P r in c i p a l C o m p o n e n t A n a ly s is .

Interpretation table-4
With the help of this table we know about the component and that we give the importance of that component and those components have value above from one and this study is based on primary data. That was 22 variable. It was not possible

99

to define the entire variable. So deduction of data was applied factor analysis in which we have divided these variables in seven factors. F1- Company policy about recruitment, selection, induction. F2- Importance of induction training for employee. F3- Discus about selection process. F4- What type of improvement with the help of induction training. F5- Discussion about the interview process. F6- The company use internal resource for selection. F7- The entry level in the company. The table labeled initial eigen values gives the eigen values. The eigen values represents the total variance explained by each factor. The eigen values for all the 22 variable are in decreasing order of magnitude as we go from 1 to 22 variable. Total variance accounted by all the 22variable is 7. Factor 1 account for a variation of 6.4970 which is 29.553 percent of the total variance. Likewise, the second factor accounts for 2.525 which is 11.475 percent and the third factor accounts for a variance of 1.889 which is 8.586% & the fourth factor account for a variance of 1.443 which is6.560% & the fifth factor account for a variance of 1.335 which is 6.068% & the sixth factor variance is 1.079 which is 4.904% & the seven factor variance is 1.012 which is 4.601%. The first factor combined for 71.7278 percent of total variance. And all the three have eigen values greater than 1(>1). So with the help of this we determine about the different factor .

100

R o t a t e d C o m p o n e n a M a t rix t Com ponent 3 4 - .0 3 4 .1 1 1 - .2 7 0 .2 8 4 .0 6 3 .2 4 9 - .0 3 7 .1 2 5 - .1 9 7 .0 4 0 - .1 0 6 .0 8 8 .8 5 3 .0 9 0 .8 6 5 .0 1 2 .8 4 6 - .1 7 5 .0 1 4 .0 1 0 .2 2 9 .1 4 7 .0 3 1 .4 9 6 .0 2 4 .1 0 3 - .0 1 6 .4 7 5 - .0 5 7 .2 7 4 .0 1 7 .0 1 3 - .0 9 4 .1 3 0 - .0 9 0 .2 0 6 - .1 2 6 .6 0 2 .1 0 4 .3 8 7 .0 5 9 .7 2 2 - .0 7 6 .7 1 4

v1 v2 v3 v4 v5 v6 v7 v8 v9 v10 v11 v12 v13 v14 v15 v16 v17 v18 v19 v20 v21 v22

1 .3 9 4 .1 4 5 .0 5 4 .3 4 9 .1 7 2 - .0 3 8 - .1 1 5 - .0 1 4 .1 4 3 .0 8 1 .0 1 5 .5 7 3 .8 2 8 .7 0 1 .6 7 1 .6 6 5 .3 8 0 .0 2 2 .0 8 1 .2 6 9 .2 6 0 .2 3 6

2 .0 5 3 .0 4 3 - .0 7 7 .3 3 4 .2 5 6 .0 1 6 - .0 6 6 - .0 7 8 .0 1 2 - .0 6 6 .0 4 6 - .0 9 9 .2 0 5 - .0 2 3 .3 8 3 .4 7 2 .7 3 4 .7 5 0 .4 8 0 .5 8 8 .3 3 1 .2 4 9

5 .4 3 9 .4 8 0 - .2 0 3 .3 9 8 .3 3 0 .1 7 0 .0 3 2 .0 8 2 .0 1 7 .8 5 3 .7 6 4 .2 3 6 .0 0 9 .0 6 9 .0 6 1 .1 2 3 .0 7 4 - .1 5 3 - .0 6 3 .2 5 1 .0 7 1 .2 1 8

6 .3 2 5 - .1 4 6 .7 8 0 .4 2 5 .7 1 0 .0 3 2 - .0 1 0 - .1 2 3 .0 5 1 - .0 0 6 .0 5 0 .0 9 0 .2 1 6 .2 0 4 .0 0 3 - .1 4 1 .0 7 7 .0 0 6 .2 2 0 .1 4 5 .0 5 6 .1 4 9

7 - .3 4 8 - .4 2 8 .1 8 9 - .2 7 9 - .1 0 9 .8 4 7 - .0 9 9 - .1 0 9 .1 6 9 .0 6 8 .1 7 0 .1 7 0 - .1 4 5 - .2 1 7 - .0 4 2 .1 7 4 .0 3 5 - .0 5 6 .1 2 5 - .0 4 1 - .0 7 6 .0 2 8

E x tr a c tio n M e th o d : P r in c ip a l C o m p o n e n t A n a ly s is . R o ta tio n M e th o d : V a r im a x w ith K a is e r N o r m a liz a tio n . a . R o ta tio n c o n v e r g e d in 9 ite r a tio n s .

Interpretation of table-5
With the help of this table we have to define the total variable are coming in the seven factor and according to them we have find out the result of each component with variable. The explanation of these factors-

101

FACTOR- 1 (loading) (mean) (st.devi.) V12- Our company selects employees who have a quest for excellence in whatever they do.573 3.848 .8693 V13- Our Company systematically evaluates the recruitment policy and function. .828 4.002 .7974

V14- Our Company systematically evaluates the selection process. .701 4.0409 .7484

V15- Our Company understands and recognizes the importance of induction program. .671 4.156 .7580

V16- Our Company organizes a formal induction program for new employees very effectively. .9150 FACTOR 2 V17- Induction training provides an opportunity for new employees to learn comprehensively about organization, mission and goals, values and culture, and customers. .7644 V18- Induction training creates bonds between our company and new employees. .750 4.0459 .9045 .734 4.2890 .665 3.963

V20- Senior managers take interest and spend time with new employees during induction. 3.9633 FACTOR 3 V7- To select the best candidates, our company conducts- written test. .8081 .588

102

.853

3.6514

1.1349

V8- To select the best candidates, our company conducts- test on specific skills. .865 3.6422 1.1522

V9- To select the best candidates, our company conducts- psychological tests. .846 FACTOR 4 V19- In induction training, new employees are also given training in specific skills to do the job. .75844 V21- The new employees find induction program very effective and useful in this organization. .78577 V22- Induction training is periodically evaluated and improved. .714 FACTOR 5 V10- To select the best candidates, our company conducts- technical interview .853 4.2064 .77314 3.8578 .83305 .722 4.0092 .602 4.0734 3.3486 1.1942

V11- To select the best candidates, our company conducts- general interview. .764 4.4541 .57618

FACTOR 6 V3- Our firm mostly taps internal source for filling up higher vacant positions. .780 3.6743 1.0425

V5- Our Company looks at candidates ability and competence to work in a team.

103

.710 FACTOR 7

4.2294

.57814

V6- Our Company prefers fresh graduates at entry level. .847 3.5826 1.06259

RESULT

104

A total of 22 variable regulating HR practice was subjected to factor analysis. Factor analysis brought in seven factors in all. The total variance is 71.727% and the first variance is 29.533% and the last variance is 4.601%. the total factor is. F1- company policy about recruitment,SmlesTst selection, induction. I dpnet a p e needn variable)
v 1 Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Eulvracs qa a ne i asm su e d Eulvracs qa a ne i ntasm o su e d Lvn' Tsf r eee et o s E ay fVr ne q l o aacs u it i F 56 . 4 8 S. ig .1 06 t 14 . 2 1 d f 26 1 tt sf rEuliy fM n -et o qat o e s a S.( -a d ig 2 ile) t .5 25 .4 28 .7 03 .6 05 .2 20 .1 27 .6 70 .5 78 .5 36 .6 33 .0 09 Mn e a De ne iff r c e . 06 196 . 06 196 -187 . 94 -187 . 94 . 72 144 . 72 144 -088 . 29 -088 . 29 . 77 021 . 77 021 . 72 344 . 72 344 -507 . 71 -507 . 71 -492 . 33 -492 . 33 -358 . 30 -358 . 30 -293 . 08 -293 . 08 -247 . 10 -247 . 10 . 34 041 . 34 041 . 42 167 . 42 167 -073 . 06 -073 . 06 -053 . 29 -053 . 29 . 42 267 . 42 267 . 95 001 . 95 001 . 56 184 . 56 184 . 04 299 . 04 299 . 01 060 . 01 060 -192 . 43 -192 . 43 -024 . 25 -024 . 25 S.Eo t rr d r De ne i r c ff e . 90 066 . 96 046 . 13 105 . 09 165 . 45 114 . 48 103 . 99 042 . 98 037 . 76 081 . 77 094 . 45 121 . 45 138 . 46 197 . 46 195 . 51 140 . 52 142 . 61 110 . 61 109 . 03 146 . 07 133 . 71 073 . 72 075 . 14 181 . 17 187 . 01 188 . 09 184 . 09 116 . 01 120 . 02 136 . 06 137 . 25 133 . 20 143 . 09 136 . 07 133 . 27 125 . 21 131 . 03 124 . 08 126 . 10 109 . 06 199 . 05 167

(5

15 . 8 1 25 6 1. 9 F2- importance of induction training for employee.7 v 2

(3

variable)
v 3

14 . 0 6

.0 22

-. 9 1 9 7 -. 5 1 6 8

26 1

25 7 0. 5 8 26 1 23 0 1. 4 6 26 1 25 7 1. 5 7 26 1 14 9 9. 2 0 26 1

.3 20

.3 62

13 . 1 2 13 . 7 2 -35 .0 -39 .0

v 4 F3- discuss about selection process. .8 34 .3 56

(3

variable) v 5
v 6

.1 67

.3 43

.2 95 .1 92

F4- what type of improvement with the help of 202.725 induction training. 20 . 7 6 .1 00 variable)
v 7 v 8 .8 65 .0 49 -. 1 3 0 8 -. 1 3 0 8 .3 02 .5 89 -. 5 2 1 8 -. 4 2 9 8 -. 8 2 0 0 -. 9 2 2 0 17 . 0 0 .0 32 -. 1 2 1 0 -. 2 2 3 0 26 1 20 7 1. 9 2 26 1 29 1 0. 7 5 26 1 23 2 1. 4 9 26 1 24 4 1. 4 1 .0 00 .0 00 .0 05 .0 05 .3 09 .3 08 .4 06 .4 04 .0 06 .0 06 .7 72 .7 72 .7 18 .8 11 .4 90 .4 91 .0 82 .0 83 .4 07 .4 08 .8 35 .8 34 .9 18 .9 19 .4 02 .4 03 .5 96 .5 96 .6 13 .6 14 .4 83 .4 83

52 . 7 2

.2 03

22 . 6 6

(3

F5- discussion about the interview process.

v 9

(2

variable)
v0 1

.4 18

.0 71

v1 1 F6- the company use internal resources -for selection. .7 49 .8 49 27 . 5 7 26 1

(2

variable) v2 1
v3 1

-. 7 2 1 7 .7 11 .8 60 .9 21 .9 20 .9 35 .3 50 15 . 2 3 14 . 3 3 -05 .7 -05 .7 .5 06 .1 84 -21 .5 -20 .5 .1 53 .7 44 19 . 4 9 18 . 6 9 .1 93 .4 30 .7 81 .7 83 .5 47 .0 50 19 . 2 2 18 . 9 2 .7 55 .4 49 24 . 7 0 23 . 7 0 .4 53 .6 42 .5 05 .5 06 .9 03 .6 70 -. 0 1 1 4 -. 9 1 5 3 13 . 3 0 .1 31 -19 .9 -19 .9

28 8 0. 6 8 26 1 27 8 0. 1 4 26 1 23 5 0. 9 2 26 1 28 5 0. 0 9 26 1 26 4 0. 2 5 26 1 26 7 0. 1 4 26 1 21 5 1. 8 8 26 1 27 7 0. 2 5 26 1 25 3 0. 3 4 26 1 22 2 1. 5 8 26 1 26 3 0. 1 3 26 1 29 9 0. 8 8

F7- the entry level in the company.

v4 1 variable) .3 70 .9 34

(1

v5 1

v6 1

v7 1

v8 1

v9 1

v0 2

v1 2

105 . 00 171
. 14 138 . 15 132

v2 2

Interpretation of table-6

106

The table labeledt test for equality of means can be used to see the level of difference in the extent to different practices are adopted by Indian and MNCs. We will find out whether that difference is significant or not from the 2-tailed Test. While finding that difference we will set the limit as 0.1. That 2-tailed test score below 0.1 shows there is high difference between Indian and MNCs in adopting that practice. And that score more than 0.1 shows there is not significant differences which show that both Indian and MNCs follow that practice at similar extent. Therefore we will avoid all these variables and explain only those which have that score less than 0.1. From 2-tailed test we find that variables, V2,V6,V7,V8,V9,V10,V11,V16 and V19 have score of less than 0.1 which show a very high difference between Indian and MNCs in the following these practices. But some variable like V6, V7, V8, and V11 these show the highest significant level difference & these variables are follow; V6 V7 V8 Our company prefers fresh graduates at entry level To select the best candidates, our company conducts-written test. To select the best candidates, our company conducts- test on specific

skills. V11 To select the best candidates, our company conducts- general interview. Other variables V2, V9, V10, V16, and V19 also show significant difference between Indian and MNCs V2 Our firm targets and attracts best people irrespective of gender, minority

groups, etc. V9 To select the best candidates, our company conducts- psychological tests V10 To select the best candidates, our company conducts- technical interview. V16 Our company organizes a formal induction program for new employees very effectively. V19 In induction training, new employees are also given training in specific skills to do the job.

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And the following practices V1,V3,V4,V5,V12,V13,V14,V15,V17,V18,V20,V21,V22. These all followed by both type of organizations at a similar extent. V1 V3 V4 V5 Our firm attracts best and competent people for jobs. Our firm mostly taps internal source for filling up higher vacant positions. Our company selects the table and competent candidates. Our company looks at candidates ability and competence to work in a

team V12 Our company selects employees who have a quest for excellence in whatever they do. V13 Our company systematically evaluates the recruitment policy and function. V14 Our company systematically evaluates the selection process. V15 Our company understands and recognizes the importance of induction program. V17 Induction training provides an opportunity for new employees to learn comprehensively about organization, mission and goals, values and culture, and customers. V18 Induction training creates bonds between our company and new employees. V20 Senior managers take interest and spend time with new employees during induction. V21 The new employees find induction program very effective and useful in this organization. V22 Induction training is periodically evaluated and improved.

T-Test

108

Go pSaisic ru tt t s s c_ et 2 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 1 0 .0 2 0 .0 N 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 18 1 10 0 Ma en 4 77 .2 9 4 70 .1 0 3 95 .9 1 4 90 .1 0 3 52 .7 4 3 80 .5 0 4 60 .1 1 4 90 .1 0 4 67 .2 2 4 90 .1 0 3 52 .7 4 3 80 .3 0 3 88 .3 9 3 60 .9 0 3 47 .4 0 3 80 .8 0 3 99 .1 4 3 30 .5 0 4 12 .1 0 4 20 .3 0 4 59 .3 5 4 70 .5 0 3 64 .8 4 3 30 .8 0 4 73 .0 6 3 30 .9 0 4 44 .0 2 4 50 .0 0 4 41 .1 4 4 70 .1 0 4 73 .0 6 3 30 .8 0 4 35 .3 0 4 40 .2 0 4 16 .1 8 3 60 .9 0 4 65 .1 9 3 60 .9 0 3 61 .9 6 3 60 .9 0 3 47 .9 0 4 90 .0 0 3 45 .8 7 3 70 .8 0 S . D v tio td e ia n .7 1 8 60 .6 6 2 35 .9 8 3 32 .6 0 8 37 1 66 .0 9 8 1 08 .0 6 5 .7 9 6 32 .6 6 9 45 .5 9 2 29 .6 0 8 37 1 07 .0 3 2 1 99 .0 8 4 1 09 .1 1 3 1 02 .1 0 3 1 28 .1 8 2 1 35 .1 9 6 1 23 .2 1 1 1 41 .1 1 1 .7 2 6 99 .7 6 1 39 .5 2 4 67 .5 3 5 70 .8 6 0 55 .8 8 5 82 .7 4 2 61 .8 1 8 38 .7 4 4 41 .7 7 2 51 .7 2 8 47 .7 9 1 72 .8 8 6 82 .9 2 3 36 .7 4 0 71 .7 3 1 57 .8 8 8 83 .9 0 5 22 .7 1 3 35 .7 7 6 74 .8 6 0 22 .7 0 5 93 .7 5 3 66 .8 5 2 02 .8 3 6 33 .8 6 2 37 S . Er r t d ro Ma en .0 0 6 70 .0 3 5 66 .0 6 7 83 .0 3 8 60 .0 8 7 94 .1 0 8 06 .0 8 5 60 .0 4 6 66 .0 8 8 47 .0 3 8 60 .0 2 0 94 .1 9 9 08 .1 1 4 04 .1 0 2 10 .1 3 2 09 .1 3 6 19 .1 2 3 14 .1 4 1 11 .0 3 0 70 .0 3 9 76 .0 1 0 58 .0 7 0 53 .0 8 5 78 .0 8 3 88 .0 0 4 73 .0 3 9 81 .0 8 0 65 .0 5 1 77 .0 8 8 63 .0 7 2 79 .0 1 7 87 .0 3 6 92 .0 1 6 72 .0 5 7 73 .0 1 8 87 .0 2 3 90 .0 7 4 63 .0 7 5 77 .0 6 6 70 .0 9 3 70 .0 0 8 74 .0 0 2 85 .0 6 2 77 .0 3 7 86

v 1 v 2 v 3 v 4 v 5 v 6 v 7 v 8 v 9 v0 1 v1 1 v2 1 v3 1 v4 1 v5 1 v6 1 v7 1 v8 1 v9 1 v0 2 v1 2 v2 2

Interpretation of table-7
According to this table we have to compare the HR practices in Indian & multinational company. So we have to generate another table and with the help of this table we have easily compare the HR practices:

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name V1 V2 V3 V4 V5 V6 V7 V8 V9 V10 V11 V12 V13 V14 V15 V16 V17 V18 V19 V20 V21 V22

Grand mean 4.2294 4.0826 3.6743 4.1743 4.2294 3.5826 3.6514 3.6422 3.3486 4.2064 4.4541 3.8486 4.0092 4.0459 4.1560 3.9633 4.2890 4.0459 4.0734 3.9633 4.0092 3.8518

Indian 4.2797 3.9915 3.7542 4.1610 4.2627 3.7542 3.3898 3.4407 3.1949 4.1102 4.3559 3.8644 4.0763 4.0424 4.1441 4.0763 4.3305 4.1186 4.1695 3.9661 3.9407 3.8475

Multinational 4.1700 4.1900 3.5800 4.1900 4.1900 3.3800 3.9600 3.8800 3.5300 4.3200 4.5700 3.8300 3.9300 4.0500 4.1700 3.8300 4.2400 3.9600 3.9600 3.9600 4.0900 3.8700

According to this table we have describe the every practice in Indian & multinational companyV1- Our firm attracts best and competent people for jobs-this practice is very strong in both company the grand mean of this practices-4.2294 but this is most popular to Indian as compare to multinational the mean of Indian is-4.2797 but in multinational is 4.1700 V2- Our firm targets and attracts best people irrespective of gender, minority groups, etc.-this practice is also very strong in company the grand mean is4.0826 but this is most popular in multinational as compare to Indian the mean of multinational is-4.1900 and the mean of Indian is- 3.9915 V3- Our firm mostly taps internal source for filling up higher vacant positions-this is the popular practice in companies the grand mean is- 3.6743 but this is almost

110

similar in Indian & multinational company the mean of Indian is-3.7542 and the mean of multinational is 3.5800. V4- Our company selects the table and competent candidates- this practice is much popular in both of companies the grand mean is 4.1743 but this is almost similar practices in Indian & multinational company & the mean of Indian is 4.1610 & the mean of multinational is 4.1900 V5- Our company looks at candidates ability and competence to work in a teamthis practice is also much popular in both companies & the grand mean is-4.2294 but this is most popular in Indian as compare to multinational the mean of Indian is -4.2627 but the mean of multinational is 4.1900 V6- Our Company prefers fresh graduates at entry level- this is so popular practice in both companies the grand mean is 3.5826 but the practice is most popular in Indian company as compare to multinational the mean of Indian is3.7542 & the mean of multinational is-3.3800

V7- To select the best candidates, our company conducts-written test-this is also popular practice in both companies the grand mean is-3.6514 & this practice is so popular in multinational company as compare to Indian company & the mean of Indian is- 3.3898 & the mean of multinational is-3.9600 V8- To select the best candidates, our company conducts-test on specific skillsthis practice is popular in Indian & multinational company but multinational are so popular as compared to Indian company the grand mean is-3.6422 & the Indian mean is -3.4407 & the multinational mean is-3.8800 V9- To select the best candidates, our company conducts-psychological teststhis practice is moderate popular in both company but the multinational is popular as compared to Indian company & the grand mean is-3.3486 & the Indian mean is- 3.1949 & the multinational mean is- 3.5500

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V10- To select the best candidates, our company conducts- technical interviewthis practice is much popular In both company but the multinational are popular as compared to Indian & the grand mean is-4.2064 & the Indian mean is- 4.1102 & the multinational mean is-4.3200 V11- To select the best candidates, our company conducts-general interviewthis practice is much popular in both company but the multinational is more effective as compared to the Indian companies & the grand mean is- 4.4541 & the Indian mean is -4.3559 & the multinational mean is- 4.5700 V12- Our company selects employees who have a quest for excellence in whatever they do-this is popular practices in both the company but this is same practice in Indian & multinational company & the grand mean is-3.8486 & Indian mean is- 3.8644 & multinational mean is- 3.8300 V13- Our company systematically evaluates the recruitment policy and functionthis is much popular practice in Indian & multinational company but most popular in Indian as compare to multinational & grand mean of both is- 4.0092 & Indian mean is- 4.0763 & multinational mean is- 3.9300 V14- Our Company systematically evaluates the selection process- this is much popular practice in Indian & multinational company but this practice is same effectiveness in Indian & multinational company & grand mean of both company is- 4.0459 & Indian mean is- 4.0424 & multinational mean is- 4.0500 V15- Our company understands and recognizes the importance of induction program- this is much popular practice in Indian & multinational company but this practice is same effectiveness in Indian & multinational company & grand mean of both company is- 4.1560 & Indian mean is- 4.1441 & multinational mean is4.1700 V16- Our company organizes a formal induction program for new employees very effectively- this is popular practices in both the company but this is more effective in Indian as compared to multinational company & the grand mean is3.9633 & Indian mean is- 4.0763 & multinational mean is- 3.8300
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V17- Induction training provides an opportunity for new employees to learn comprehensively about organization, mission and goals, values and culture, and customers- this is much popular practices in both the company but this is more effective in Indian as compared to multinational company & the grand mean is4.2890 & Indian mean is- 4.3305 & multinational mean is- 4.2400 V18- Induction training creates bonds between our company and new employees- this is much popular practices in both the company but this is more effective in Indian as compared to multinational company & the grand mean is4.0459 & Indian mean is- 4.1186 & multinational mean is- 3.9600 V19- In induction training, new employees are also given training in specific skills to do the job- this is much popular practices in both the company but this is more effective in Indian as compared to multinational company & the grand mean is4.0734 & Indian mean is- 4.1695 & multinational mean is- 3.9600

V20- Senior managers take interest and spend time with new employees during induction- this is popular practices in both the company but this is same practice in Indian & multinational company & the grand mean is-3.9633 & Indian mean is3.9661 & multinational mean is- 3.9600 V21- The new employees find induction program very effective and useful in this organization- this is much popular practices in both the company but this is more effective in multinational as compared to Indian company & the grand mean is4.0092 & Indian mean is- 3.9407 & multinational mean is- 4.0900 V22- Induction training is periodically evaluated and improved- this is popular practices in both the company but this is same practice in Indian & multinational company & the grand mean is-3.8578 & Indian mean is- 3.8475 & multinational mean is- 3.8700

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SUGGESTION
future To maintain the coordination between the superior and subordinate Induction training is periodically evaluated and improved Optimum use of resources The best use of internal & external resources to recruitment process More focus on induction programme Make the selection procedure according to the required talent Make effective policy for the recruitment, selection, induction practices. More focus on job analysis based on what the job may entitle in the

because with the help of this we can place the right person at right place

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CONCLUSION
Table- 1
According to this table we have find the company is adopt high level practice in some cases like asa- To attract & select best people for jobs. b- The technical interview, general interview. c- Recruitment policy & selection process. d- In induction programme to give the importance to effectiveness. Some of moderate level practices are like asa- for entry level b- In some selection cases-written test & test on specific skills. Some cases they adopt normal level practices like asa- In psychological test.

Table- 2
According to kmo and brittle test we have find the

sampling adequacy and the reliability in values & the adequacy is- .784 & the df is- 231 & the reliability is- .000.

Table- 3
We have seen only the initial value & these are

same

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Table-4
With the help of this table we have find there is

seven factors those are having eigen value is above from one & the initial value is- 29.533% & the last is- 4.601% & the cumulative value is77.727%.

Table- 5
With the help of rotated component matrix we have

find the highest loading of all the seven factor according to each variable & we find there is nineteen variable which is highest loading in that seven factors

Table- 6
With the help of this test we have find in some of

the

practices

has

high

significance

different

between these practices.

The values of these

are- .000 to .010& some has only significance difference. The value is above from- .o2 to .10 & some has value is above from .10 then they have show minor difference. High significance variable is- V6,V7,V8,V11 Significance variable is- V2,V9,V10,V16,V19 No significance variable isV1,V3,V4,V5,V12,V13,V14,V15,V17,V18,V20,V21, V22.

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Table- 7
With the help of T- TEST we have find the comparison between these practices in Indian & multinational company. We have mention those variable which is find the difference between these practices in Indian & multinational company. Indian are stronger in- V1,V3,V5,V6,V13,V16,V17,V18,V19.
Multinational are stronger in- V2, V7, V8, V9, V10, V11, V21.

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RECRUITMENT, SLECTION, INDUCTION Practices Across Industries Questionnaire

General Information 1. 2. 3. Name of the respondent Designation of the respondent Name and address of the

organization 4. In which sector does your organisation operate? Public (Govt.) Private 5. The year in which your MNCs Collaborate

organisation was established. 6. Companys principal

products/services Yes No 7. 8. 9. Does your organization have a HRM Department? Does your organisation have a formalized strategic plan? Does your organisation have adopted a strategic HRM within the framework of strategic plan?

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10.

Does your organization have a Human Resource Information System (HRIS)?

11. 12. 13.

Is there any employee union in your organization? Does your organisation use the Internet/Intranet extensively? The reasons for use of Internet/Intranet: i) To save time ii) To reduce cost iii) iv) To Faster identify better to candidates response candidates Total workforce of your organization: a) b) Total Male Employees Total Female Employees v) To create a big pool of candidates vi) Faster communication (v) Any other use (Please specify)

14.

15.

Your total working experience: (a) (b) (c) In the corporate sector. In the software Industry. In the present company.

Part II This section contains the statements regarding HRM to measure your perception regarding HR practices being practiced in the firm. Please indicate your response/perception on the following five-point scale:
119

1 = strongly disagree, 2 = disagree, 3 = cant say, 4 = agree, 5 = strongly agree HRM Practices Stron Disag Can Agr Stron gly Disag ree (1) (2) Our firm attracts best and competent people for jobs. Our firm targets and attracts best people irrespective of gender, minority groups, etc. (3) Our firm mostly taps internal source for filling up higher vacant positions. (4) (5) Our company selects the able and competent candidates. Our company looks at candidates ability and competence to work in a team. (6) (7) Our company prefers fresh graduates at entry level. To select the best candidates, our company conducts: Written test. (8) (9) (10) (11) (12) Test on specific skills. Psychological tests () Technical interview General interview. Our company selects employees who have a quest for excellence in whatever they do. (13) Our company systematically evaluates the recruitment policy and function. (14) Our company systematically evaluates the selection process. (15) Our company understands and recognizes the importance of induction program. (16) Our company organizes a formal induction program for ree t Say ee gly Agree

120

HRM Practices

Stron Disag Can Agr Stron gly Disag ree ree t Say ee gly Agree

new employees very effectively. (17) Induction training provides an opportunity for new

employees to learn comprehensively about organization, mission and goals, values and culture, and customers. (18) Induction training creates bonds between our company and new employees. (19) In induction training, new employees are also given training in specific skills to do the job. (20) Senior managers take interest and spend time with new employees during induction. (21) The new employees find induction program very effective and useful in this organization. (22) Induction training is periodically evaluated and improved.

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a Component Matrix

v1 v2 v3 v4 v5 v6 v7 v8 v9 v10 v11 v12 v13 v14 v15 v16 v17 v18 v19 v20 v21 v22

1 .570 .413 .247 .689 .560 .027 -.112 -.110 -.060 .276 .316 .622 .715 .741 .744 .609 .681 .430 .608 .736 .704 .720

2 .155 -.061 -.019 .076 -.107 -.059 .786 .832 .786 .336 .467 .183 .074 .084 -.031 .045 -.160 -.278 -.234 .094 .034 -.026

3 -.373 -.479 .165 -.221 -.279 -.016 .263 .228 .334 -.672 -.447 -.080 .129 -.003 .173 .204 .260 .416 .292 .143 .202 .008

Component 4 -.247 -.241 .289 -.132 .078 .781 -.009 -.088 .051 .212 .362 .118 -.351 -.267 -.165 -.061 .021 .046 .316 .114 .102 .235

5 .166 -.217 .762 .134 .393 -.098 .068 -.044 .032 -.225 -.184 .099 .116 .240 -.147 -.373 -.270 -.254 .049 -.153 -.020 .036

6 .053 .207 -.003 .172 .169 -.375 .232 .134 -.110 -.019 .076 -.355 -.348 -.224 -.218 -.360 .053 .334 .226 .226 .191 .133

7 .107 -.245 .092 .268 .409 .058 -.079 -.061 .221 .081 .057 -.318 .123 -.278 -.004 .211 .296 .164 -.145 .079 -.362 -.332

Extraction Method: Principal Component Analysis. a. 7 components extracted.

122

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