MBA project report -Techniques of sourcing candidate at augusta hi tech soft solutions coimbatore

TECHNIQUES OF SOURCING CANDIDATES: AN
EXPLORATION OF THE CURRENT STRATEGIES OF
RECRUITMENTS AT AUGUSTA HI-TECH SOFT
SOLUTIONS, COIMBATORE
PROJECT REPORT
Submitted by:
PRAVEEN KUMAR J.P
Register No: 711516631035
Of
KIT-KALAIGNARKARUNANIDHI INSTITUTE OF TECHNOLOGY
In partial fulfillment of requirement
For the Award of Degree of
MASTER OF BUSINESS ADMINISTRATION
ANNA UNIVERSITY ,CHENNAI
(2016-2018)
Under the supervision and guidance of
Mr.S.Sivagnanabharathi M.B.A., (Ph.D).,
Assistant Professor & Head
Department of Management Studies
KIT-Kalaignarkarunanidhi Institute of Technology
Accredited with ‘A’ Grade by NAAC & NBA
Coimbatore-641 402

KIT-KALAIGNARKARUNIDHI INSTITUTE OF TECHNOLOGY
COIMBATORE-641402
DEPARTMENT OF MANAGEMENT STUDIES
PROJECT REPORT
June 2018
This is to certify that the project entitled “TECHNIQUES OF SOURCING
CANDIDATES: AN EXPLORATION OF THE CURRENT STRATEGIES OF
RECRUITMENTS AT AUGUSTA HI-TECH SOFT SOLUTIONS, COIMBATORE”
is the bonafide record of project work by
PRAVEEN KUMAR J.P
Register No:711516631035
Of
MASTER OF BUSINESS ADMINISTRATION
During the year 2017-2018
____________________ ____________________
Project guide Head of the Department
Submitted for the project report viva voice examination held on _____________
____________________ ____________________
Internal Examiner External Examiner

DECLARATION
I affirm that the project work titled “TECHNIQUES OF SOURCING CANDIDATES: AN
EXPLORATION OF THE CURRENT STRATEGIES OF RECRUITMENTS AT
AUGUSTA HI-TECH SOFT SOLUTIONS,COIMBATORE” is done at, being submitted
in partial fulfillment for the award of MASTER OF BUSINESS ADMINISTRATION is
the original work carried out by me. It has not formed the part of any other project work
submitted for award of any degree or diploma, either in this or any other University.
J.P.PRAVEEN KUMAR
Reg No: 711516631035
I certify that the declaration made above by the candidate is true to my knowledge.
Signature of guide

ACKNOWLEDGEMENT
The success of any project is the co-operative effort of the people around an
individual. For all efforts behind this successful project,
I am highly intended to the following personalities without whom this training
programme would never be completed.
I find no words to express my gratitude towards those who were constantly involved
with me throughout the development process.
I wish to express my sincere thanks and deep gratitude to Dr.P.ANBALAGAN,
Director, KIT-Kalaignarkarunanidhi Institute of Technology for providing all the necessary
facilities to carry out this training successfully.
I also wish to express my sincere thanks and deep sense of gratitude to
Dr.N.MOHAN DAS GANDHI, Principal, KIT-Kalaignarkarunanidhi Institute of
Technology for providing the necessary support and help to carry out this training
programme successfully.
It’s my pleasure to acknowledge my sincere heartfelt gratitude to
Mr.S.SIVAGNANABHARATHI, Assistant Professor & Head of the Department of
Management Studies, KIT-Kalaignarkarunanidhi Institute of Technology for her surplous
effort, sincere help and patience encouragement.
At the outset, I deem it a pleasure in expressing my deep sense of gratitude and
sincere thanks to my guide Mr.S.SIVAGNANABHARATHI, Assistant Professor & Head of
the management Studies, who has extended and remarkable support to complete my training
report and the faculty members in the department having helped in this report.
I recon my gratitude in expressing deepest and sincere thanks to Organisation
management and Organisation guide Mr.KAARTHICK SUBRAMANINAM HR Manager
AUGUSTA Hi-Tech Soft Solution for allowing me to do this project in the reputed concern ,
who has extended a valuable guidance and cooperation in spite of his work schedule for
helping me in completing the project.

ABSTRACT
The purpose of this study was to explore current techniques used by recruiters to source
candidates for filling the vacancies. Qualitative method was used in this study. The grounded
theory methodology employed an open ended questionnaire to collect the data. In all,
considerations in recruiting participants for qualitative research, strategies to facilitate
recruitment, and suggest guidelines for reporting of recruitment efforts in qualitative
research. I identify characteristics of the recruiter, institutional and community gate keeping,
understanding participants, behaviours and differences and determining the participant
sample as four key considerations applicable to qualitative research and In conclusion, this
project proposes how the different techniques of sourcing might help in designing improved
research and better educational usage of the concepts.
Keywords: Recruiter, recruitment, gate keeping, grounded theory, sourcing, qualitative.

TABLE OF CONTENTS
CHAPTER CONTENT PAGE.NO
ACKNOWLEDGEMENT
ABSTRACT
1 INTRODUCTION
1.1 INTRODUCTION TO THE STUDY 1
1.2 INTRODUCTION TO THE STUDY 14
1.3 INTRODUCTION TO THE COMPANY 16
1.4 OBJECTIVE OF THE STUDY 19
1.5 SCOPE OF THE STUDY 20
1.6 LIMITATION OF THE STUDY 21
2 REVIEW OF THE LITERATURE 22
3 RESEARCH METHODOLOGY 26
4 DATA ANALYSIS AND INTERPRETATION 28
4.1 TABLES 29
4.2 CHARTS 29
4.3 CHI-SQUARE ANALYSIS 59
5 5.1 FINDINGS 64
5.2 SUGGESTIONS 66
6 CONCLUSION 67
7 BIBLIOGRAPHY & APPENDIX 68

LIST OF TABLE
TABLE.NO DESCRIPTION PAGE.NO
4.1.1 OPINION ABOUT : AGE OF RESPONDENTS 29
4.1.2 OPINION ABOUT : GENDER OF RESPONDENTS 30
4.1.3 OPINION ABOUT : EDUCATION QUALIFICATION 31
4.1.4
OPINION ABOUT : EXPERIENCE OF THE RESPOND
32
4.1.5 OPINION ABOUT : HR PLANNING FOR ACHIEVING
TARGETS
33
4.1.6 OPINION ABOUT : TIMELINESS PLANNING AND
AUDIT FOR HR REQUIREMENTS
34
4.1.7 OPINION ABOUT : ADEQUATE POOL OF
EMPLOYEES AFTER HR PLANNING PROCESS
35
4.1.8 OPINION ABOUT : SKILLS, KNOWLEDGE &
EDUCATION OF EXISTING EMPLOYEES
36
4.1.9 OPINION ABOUT : WORK EVENLY DISTRIBUTED
AMONG THE EMPLOYEES
37
4.1.10 OPINION ABOUT : HR TRAIN & HIRING EMPLOYEES 38
4.1.11
OPINION ABOUT : HR FINDS GOOD CANDIDATES
FROM NON-TRADITIONAL SOURCES WHEN
NECESSARY
39
4.1.12 OPINION ABOUT : COMPREHENSIVE JOB-
DESCRIPTIONS FOR ALL SAID POSITIONS
40
4.1.13 OPINION ABOUT : WELL-MANAGED AND
PREPARED TO MEET POTENTIAL CHALLENGES &
OPPORTUNITIES
41
4.1.14 OPINION ABOUT : THE COMPANY HAVE FORMAL
HR FILING SYSTEM
42
4.1.15 OPINION ABOUT : PERFORMANCE, TRAINING
DONE, EXPERIENCE OF EXISTING EMPLOYEES
43

4.1.16
OPINION ABOUT : LEAVES & OVERTIME OF THE
EMPLOYEES IN HR AUDIT PROCESS
44
4.1.17 OPINION ABOUT : SALARIES AND MOTIVATIONAL
LEVEL OF EMPLOYEES
45
4.1.18 OPINION ABOUT : HR DEPARTMENT’S
PERFORMANCE IN HR AUDIT & PLANNING
PROCESS
46
4.1.19 OPINION ABOUT : RECRUITMENT & SELECTION
PROCESS IS EFFECTIVE FOR THE
ORGANIZATIONAL OBJECTIVES
47
PROCESS EFFICIENCY IN THE ORGANISATION
ACTIVITIES
48
4.1.21
OPINION ABOUT : BEST RESOURCES INCREASES
THE EFFICIENCY ON ALL ORGANIZATION
DEPARTMENT
49
PROCESS DEPENDS ON RESOURCE OF
RECRUITMENT
50
4.1.23
OPINION ABOUT : BEST SOURCE FOR
RECRUITMENT & SELECTION PROCESS
51
4.1.24
OPINION ABOUT : RECRUITMENT & SELECTION
CAN BE INCREASE BY RECRUITMENT RESOURCES
52
PROCESS DEPENDS ON INTERVIEWS
53
BEHAVIOUR DEPENDS ON RECRUITER
54
4.1.27 OPINION ABOUT : END RESULTS OF RECRUITMENT
& SELECTION PROCESS CAN BE WRONG
55

4.1.28 OPINION ABOUT : INTERVIEWS ARE THE BASIC
FILTER OF THE RECRUITMENT & SELECTION
PROCESS
56
4.1.29 OPINION ABOUT : DIFFERENT METHODS OF
INTERVIEWS SHOULD BE USED
57
4.1.30 OPINION ABOUT : WHICH METHOD SHOULD BE
USED FOR RECRUITMENT
58
CHI-SQUARE TEST
4.3.1 OPINION ABOUT : RELATIONSHIP BETWEEN
RESPONDENTS AGE AND HR PLANNING FOR
ACHIEVING TARGETS
59
GENDER AND TIMELINESS PLANNING AND AUDIT
FOR HR REQUIREMENTS
60
4.3.3
OPINION ABOUT : RELATIONSHIP BETWEEN
EXPERIENCE OF THE RESPOND AND LEAVES &
OVERTIME OF THE EMPLOYEES IN HR AUDIT
PROCESS
61
RESPONDENTS AGE AND WHICH METHOD
SHOULD BE USED FOR RECRUITMENT
62
RESPONDENTS EDUCATION QUALIFICATION AND
EFFICIENCY IN THE ORGANISATION ACTIVITIES
63

LIST OF CHARTS
4.2.1 OPINION ABOUT : AGE OF RESPONDENTS 29
4.2.2 OPINION ABOUT : GENDER OF RESPONDENTS 30
4.2.3 OPINION ABOUT : EDUCATION QUALIFICATION 31
4.2.4
OPINION ABOUT : EXPERIENCE OF THE RESPOND
32
4.2.5 OPINION ABOUT : HR PLANNING FOR ACHIEVING
TARGETS
33
4.2.6 OPINION ABOUT : TIMELINESS PLANNING AND
34
4.2.7 OPINION ABOUT : ADEQUATE POOL OF
EMPLOYEES AFTER HR PLANNING PROCESS
35
4.2.8 OPINION ABOUT : SKILLS, KNOWLEDGE &
EDUCATION OF EXISTING EMPLOYEES
36
4.2.9 OPINION ABOUT : WORK EVENLY DISTRIBUTED
AMONG THE EMPLOYEES
37
4.2.10 OPINION ABOUT : HR TRAIN & HIRING EMPLOYEES 38
4.2.11
OPINION ABOUT : HR FINDS GOOD CANDIDATES
FROM NON-TRADITIONAL SOURCES WHEN
NECESSARY
39
4.2.12 OPINION ABOUT : COMPREHENSIVE JOB-
DESCRIPTIONS FOR ALL SAID POSITIONS
40
4.2.13 OPINION ABOUT : WELL-MANAGED AND
PREPARED TO MEET POTENTIAL CHALLENGES &
OPPORTUNITIES
41
4.2.14 OPINION ABOUT : THE COMPANY HAVE FORMAL
HR FILING SYSTEM
42
4.2.15 OPINION ABOUT : PERFORMANCE, TRAINING
DONE, EXPERIENCE OF EXISTING EMPLOYEES
43

4.2.16
OPINION ABOUT : LEAVES & OVERTIME OF THE
EMPLOYEES IN HR AUDIT PROCESS
44
4.2.17 OPINION ABOUT : SALARIES AND MOTIVATIONAL
LEVEL OF EMPLOYEES
45
4.2.18 OPINION ABOUT : HR DEPARTMENT’S
PERFORMANCE IN HR AUDIT & PLANNING
PROCESS
46
PROCESS IS EFFECTIVE FOR THE
47
PROCESS EFFICIENCY IN THE ORGANISATION
ACTIVITIES
48
4.2.21
OPINION ABOUT : BEST RESOURCES INCREASES
THE EFFICIENCY ON ALL ORGANIZATION
DEPARTMENT
49
PROCESS DEPENDS ON RESOURCE OF
RECRUITMENT
50
4.2.23
OPINION ABOUT : BEST SOURCE FOR
51
4.2.24
OPINION ABOUT : RECRUITMENT & SELECTION
CAN BE INCREASE BY RECRUITMENT RESOURCES
52
PROCESS DEPENDS ON INTERVIEWS
53
BEHAVIOUR DEPENDS ON RECRUITER
54
4.2.27 OPINION ABOUT : END RESULTS OF RECRUITMENT
& SELECTION PROCESS CAN BE WRONG
55

4.2.28 OPINION ABOUT : INTERVIEWS ARE THE BASIC
FILTER OF THE RECRUITMENT & SELECTION
PROCESS
56
4.2.29 OPINION ABOUT : DIFFERENT METHODS OF
INTERVIEWS SHOULD BE USED
57
4.2.30 OPINION ABOUT : WHICH METHOD SHOULD BE
USED FOR RECRUITMENT
58

1
CHAPTER -1
1.1 ABOUT THE STUDY
A research has its own importance in any business organization. It is a systematic and
scientific investigation of any idea either precise or abstract from continuous basic of
learning. As we know in present times, the Morden world is progressing at a very high pace.
Due to high competition and increased expectations, every organization needs effective
recruitment and selection process. By these study new segments of recruitment and selection
has been discovered. This will help to enhance the capability of AUGUSTA in using the
recruitment and selection process more effectively.
This project would be significant for researcher because this is the opportunity for
putting theoretical knowledge into practical application.
This project would be significant for the readers as it is providing them knowledge
about recruitment and selection process.
RECRUITMENT
Recruitment is defined as, “a process to discover the source of manpower to meet the
requirements of the schedule and to employ effective measures for attracting that manpower
in adequate number to facilitate effective selection of an efficient workforce.”Edwin B.Flippo
defined recruitment as “the process of searching for prospective employees and stimulate
them to apply for jobs in the organization.”Recruitment is a ‘linking function’-joining
together those with jobs to fill and those seeking jobs. It is a ‘joining process’ in that it tries to
bring together job seekers and employer with a view to encourage the former to apply for a
job with the life advisor.
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 person to self-
select themselves out.
Recruitment is distinct from employment and selection. Once the required number
and kind of human resources are determined, the management has to find the potential life
advisors where the required human resources are/will be available and also find the means of
attracting them towards the organization before selecting suitable candidates for jobs. All this
process is generally known as recruitment .Some people use the term “Recruitment for
employment .These two are not one and the same. Recruitment is only one step in the entire
employment process. Some others use the term recruitment for selection function and it
includes only findings, developing the sources of prospective employees and attracting them
to apply for jobs in an organization, whereas the selection is the process of findings out the
most suitable candidate to the job out of the candidates attracted (i.e., recruited).Formal
definition of recruitment would give clear cut idea about the function of recruitment.

2
PURPOSE AND IMPORTANCE OF RECRUITMENT
The general purpose of recruitment is to provide a pool of potentially qualified job
candidates. Specifically, the purpose are to:
 Increase the pool of 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 whose skills fit the company’s 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.
 Increases 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 contract 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 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.

3
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 complicit 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, typical 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.
SOURCE OF RECRUITMENT
Every organization has the option of choosing the candidates for its recruitment
processes from two kinds of source: internal and external sources. The sources within the
organization itself (like transfer of employees from one department to other, promotions) to
fill a position are known as the internal sources of recruitment. Recruitment candidates from
all the other sources (like outsourcing agencies etc.) are known as the external source of
recruitment.
INTERNAL RECRUITMENT
 Internal advertisement
 Word of mouth
 Promotions
 Internal Employee Referrals
 Retired employees for temporary or contract positions.
ADVANTAGES OF INTERNAL RECRUITMENT
 No cost and less time consuming
 No need of training
 Builds strong relationship with employees.
 Motivates others of hard work to get high positions
 Easy to pick best talents within an organization very quickly
 Long stay with company when promoted to high position

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DISADVANTAGES OF INTERNAL RECRUITMENT
 The positions of persons who are promoted will be vacant
 There may be partiality in promoting employees
 No new opportunities for external candidates
 Dissatisfied employees may quit if his co-worker is promoted to high positions
EXTERNAL RECRUITMENT
This involves recruiting a candidate through references, networks, job portals or they
may approach recruitment agencies. In order to compete with other companies & increase
their standards, employers hunt for best talents working for other top companies.
METHODS OF EXTERNAL RECRUITMENT
 Job portals
 Internal and external employee referrals
 Recruitment/Headhunting agencies
 Job ads on newspapers/Websites
 Campus recruitment
 Walk in
ADVANTAGES OF EXTERNAL RECRUITMENT
 Create new opportunities for external employees
 Best candidates can be placed for the roles
 Cost of employees can be minimized
 Increase in the selection ratio
 These are less changes of partiality
 Uniqueness in employees worked for different companies can take the current
company to extra mile
 Able to recruit the skills it needs.

5
DISADVANTAGES OF EXTERNAL RECRUITMENT
 Cost to hire is high
 External process is more time consuming as compared to internal process.
 Sourcing quality candidates becomes difficult for the companies
 Internal recruiters lack headhunting skills (less references & networks).They may
have to approach recruitment agencies to hire the people.
FACTORS AFFECTING RECRUITMENT
Potential advantages
Internal
 Worker morale and motivation is enhanced
 Organization has a better opportunity to assess knowledge & skills of the candidate
 Candidate has existing knowledge about the organization less orientation may be
needed
 May generate unhealthy competitiveness for promotions
 Additional training may be required
 Pool of candidate may be restricted
 Those not selected may feel rejected and discontented
External
 New ideas and insights
 New knowledge and experience
 Larger pool of talent to recruit from
 Recruiting and selecting may be more time-consuming
 Longer adjustment period may be needed
 Induction costs may be higher
 Less opportunity to assess knowledge & skills

6
Please note that these pros and cons may or may not apply when recruiting for all
positions. Weigh up possible pros and cons for each recruitment situation before making your
decision regarding sources
Undesirable consequences of poor recruitment
Poor recruitment choices (i.e., poor person-job fit it )can have a range of undesirable
consequences for the organization and the worker including :
 Higher rates of turnover
 Reduced performance effectiveness
 Lowered job satisfaction
 Reduced work motivation
A challenge to recruitment of effective staff includes
 Lack of qualified applicants
 Inadequate salary packages
 Lack of resources (including funds)
 Limited scope for advancement and promotion
 Lack of job security
 Remoteness of services
 Stigma attached to working in the AOD field
Strategies for successful recruitment
Recruitment and selection is not only about choosing the most suitable candidate. The
recruitment and selection experience can also impact on the likelihood that a candidate will
accept a job offer and on their commitment to remaining with the organization. Committing
time and resources to develop a comprehensive recruitment strategy is a worthwhile
investment. Poor recruitment choices (i.e., poor person-job fit)can have a range of
undesirable consequences for the organization and worker including
 Higher rates of turnover
 Reduced performance effectiveness
 Lowered job satisfaction

7
 Reduced work motivation
Effective recruitment process
Step1:Ensure an up-to-date job description
Step2: Develop an effective recruitment strategy
Step3: Evaluate the recruitment strategy
A clear, accurate and up-to-date job description is crucial to ensuring a good person-
job fit. It is worth while spending some time making sure that the job description matches the
everyday reality of the job
A job description contains two types of information
 Specific task and activities required for a particular job (E.g. conduct counselling
sessions, write client reports)
 The knowledge, skills and abilities required for effective performance by the job
incumbent (e.g., good communication skills, capacity to establish good client
rapport).
Useful information to gather from supervisors and co-workers includes
 What knowledge, skills, abilities and other personal characteristics (KSAOs)are
necessary for the position?
 What KSAOs can be practically and reasonably expected?
 What KSAOs are essential for effective job performance?
 What KSAOs distinguish between good and poor performers on the job?
 It may also be useful to consider whether the organization is willing to take on less
experienced workers and provide professional development activities (in-house or
external) to build up their knowledge and skills.
MORDEN TECHNIQUES
Walk-in
As per this techniques, the potential candidates are required to attend for an interview
directly and without a prior application on specified date, time and at a specified place.

8
Consult-in
The busy and dynamic companies encourage the potential job seekers to approach
them personally and consult them regarding the jobs.
Head-hunting
These are also known as search consultants. The companies request the professional
organizations to search for the best candidates particularly for the senior executive positions.
Body-shopping
Professional organizations and the hi-tech training institutes develop the pool of
human resources for the possible employment. The prospective employers contact these
organizations to recruit the candidates. These professional and training institutions are called
body shoppers and these activities are known as body shopping.
Business alliances
Business alliances like acquisitions, mergers and take –over help in getting human
resources. the company with surplus human resources offers the services of their employees
to other needy organizations.
Tele-Recruiting
This technique involves the use of the internet, to advertise job vacancies and also for
the candidates to apply online.
Overview of Selection Techniques
Evidence-based best practice for three of the most commonly used selection
techniques is outlined below
Curriculum vitas/resumes and written applications
A curriculum vitae (CV) / resume provide valuable information relating to a person’s
professional qualifications and experiences. All information in the CV should be verified
where appropriate (e.g., asking applicants to explain gaps in employment history).Requesting
job applicants to address specific selection criteria (i.e., essential and desirable) can improve
the efficiency of reviewing CVs.
Conducting interviews
Structured interviews are recommended. A structured interview involves asking each
candidate the same set of questions and assessing their responses on the basis of pre-
determined criteria .Questions and assessment criteria should be bases on accurate, updated
job descriptions. It is also helpful to develop criteria to categories responses (e.g., as
excellent, good, average, and unsatisfactory).An interview panel consisting of a

9
representative selection of people may also be helpful. Two common types of structured
interview questions are:
 Situational questions which ask candidates about hypothetical scenarios that may be
encountered in the job and how they would respond in that situation
 Experienced-based questions which focus on specific example of the candidate’s prior
work experiences and their responses to past situations that are relevant to the job in
question.
Reference checks
References are useful for identifying past employment problems and clarifying the
accuracy of information presented in an interview or CV. Only a small percentage of all
reference checks are negative, therefore, it is often difficult to differentiate between
candidates on the basis of reference checks alone.
Induction and orientation of new workers
An effective induction helps new workers understand their role and where they “fit”
within the organization. It also equips them with the tools they need to perform their work
role. Two useful induction tools are:
Induction manual/kits which may contain:
 An induction checklist
 Organizational philosophy/ethics/history
 Strategic values of the organization
 An organizational chart / structure
 An employment manual on policies and procedures
 An orientation to workplace (including parking and safety issues)
 Information about episodes of care, the duty system, supervision, staff meetings, etc.
Mentoring/ “buddy” system
New workers can be parried with experienced workers from a similar area to “show
them the ropes”.

10
Alternatively, a more formal /structured mentoring system can be a useful induction
strategy in which new workers are paired with a mentor who can assist them with their
ongoing professional development
Best practice in selection techniques
A wide selection of techniques are available which range intensive (and expensive)
activities (e.g., multi-day assessment canters), to the more commonly used interviews and
reference checks. Based on the evidence alone best practice in selection requires a
comprehensive program that, includes realistic tests of work practice and the use of validated
psychometric instruments. This clearly an unrealistic expectation for most AOD
organizations.
The next section describes evidence-based practice for three of the most commonly
used selection techniques
 Curriculum vitas/resumes and written applications
 Conducting interviews
 Selection tests
Curriculum vitas / resumes and written applications
Information about a person’s professional qualifications and experience can be
obtained from their curriculum vitae (CV) / resume and their written applications. This
information needs to be verified as far as possible before the person is hired. When reviewing
the CV/resume and written application, look for item that may need further clarification such
as
 Unexplained gaps in employment history
 Ambiguous wording
 Unanswered or partly answered questions
 Inconsistent information
 Frequent job changes
Consider requesting job applicants to address specific criteria (i.e., essential and
desirable) for job position. The onus is then on the applicant to summaries their work
experience and qualifications and present it in an accessible manner. This makes for a more
efficient and time-saving
Process to find relevant information about each applicant that matches the criteria for
the job.

11
Conducting interviews
In order to obtain the best person-job fit (i.e., matching the right person for the right
job). A structured interview format is recommended. A structured interview involves asking
each candidate the same set of questions and assessing their responses on the basis of pre-
determined criteria. The questions assessment criteria are based on an accurate, updated job-
description. The more common types of structured interview questions are situational and
experience-based.
Situational questions
Situational questions ask candidates about hypothetical scenarios that may be
encountered in the job and how they would respond in their situation. The questions directly
tap into the work related experience and problem-solving style of the candidate.
For example, situational interview questions may include
 Your case load has increased to the point of being unmanageable-how would you
address this?
 What would you do if a client did not attend an appointment?
 You are the team leader and two team members have had an argument with one
another about the way the work tasks should be assigned. How would you handle
this?
 If you disagreed with the work practices of a co-worker or team member, how would
you deal with this situation?
 A client arrives to a session intoxicated. How would you manage this?
 A client complains to you that another staff member has acted inappropriately. what
would you do?
 During a counselling session. It becomes apparent that a client has problems to
manage that are beyond your skill level (e.g., mental health issues or abuse). How
would you handle this?
Experience-based questions
Experience –based questions focus on specific examples of the candidate’s prior work
experiences and their responses to past situations that are relevant to the job in question. One
advantage of experience-based questions is the opportunity to tap into actual behaviour and
feelings rather than hypothetical ones.
Examples of experience-based questions include:

12
 Please describe a situation where you had to deal with an aggressive client and outline
how you deal with this. What were some of the strengths and weaknesses in your
approach?
 Can you give an example of when you had to manage a complex project and describe
the strategies you used to do this?
Developing criteria to assess candidate’s responses
To effectively distinguish between candidates, it is recommended that structured
questions are accompanied by a pre-determined scoring key. The scoring key should contain
examples of excellent, good, average, and unsatisfactory answer against which candidates
answer can be compared. Advantages of pre-determined scoring criteria include:
 Reduced Augusta on interviewers memory or written notes
 Increased life advisory regarding the criteria against which candidates are assessed
(i.e., what is a “good” answer?
 Consistency of assessment across candidates and between interviewers (if a panel is
used).
Interview panels
It is recommended that an interview panel, rather than a single interviewer, is used.
Using a panel of interviewers can help to minimize potential biases, as well as provide the
opportunity to compare evolutions of the candidate before a final decision is made.
Selection test
Purpose
 To judge potential ability/ job related problems
 To eliminate the possibility of business on the part of interviewer
 To uncover talents not identifiable by interviewer.
Types
There are mainly four kinds of tests
Achievement test (Proficiency test)
To test the skills or knowledge acquired by the candidate due to his training and
achievement for example typing test, shorthand test, operating calculators etc.

13
Aptitude test (Potential test)
To judge latent ability to learn a new job, in order to judge memory, reasoning, speed
of perception, fluency in language, to judge the capacity to learn a particular type of
mechanical work etc.
Psychomotor or skill test
Measure to ability to a specific job
Personality test
To judge individual value system, emotional reaction, maturity, confidence, to judge
the dominance, self-confidence, self sufficiency etc.

14
1.2 ABOUT THE INDUSTRY
The software industry includes business for development, maintenance and
publication of software that are using different business models, mainly either
"license/maintenance based" (on-premises) or "Cloud based" (such as SaaS, PaaS, IaaS, MaaS,
AaaS, etc.). The industry also includes software services, such
as training, documentation, consulting and data recovery.
The word "software" was coined as a prank as early as 1953, but did not appear in
print until the 1960s. Before this time, computers were programmed either by customers, or
the few commercial computer vendors of the time, such as UNIVAC and IBM. The first
company founded to provide software products and services was Computer Usage
Company in 1955.
The software industry expanded in the early 1960s, almost immediately after
computers were first sold in mass-produced quantities. Universities, government, and
business customers created a demand for software. Many of these programs were written in-
house by full-time staff programmers. Some were distributed freely between users of a
particular machine for no charge. Others were done on a commercial basis, and other firms
such as Computer Sciences Corporation (founded in 1959) started to grow. Other influential
or typical software companies begun in the early 1960s included Advanced Computer
Techniques, Automatic Data Processing, Applied Data Research, and Informatics General.
The computer/hardware makers started bundling operating systems, systems software and
programming environments with their machines.
When Digital Equipment Corporation (DEC) brought a relatively low-
priced microcomputer to market, it brought computing within the reach of many more
companies and universities worldwide, and it spawned great innovation in terms of new,
powerful programming languages and methodologies. New software was built for
microcomputers, so other manufacturers including IBM, followed DEC's example quickly,
resulting in the IBM AS/400 amongst others.
The industry expanded greatly with the rise of the personal computer ("PC") in the
mid-1970s, which brought desktop computing to the office worker for the first time. In the
following years, it also created a growing market for games, applications, and
utilities. DOS, Microsoft's first operating system product, was the dominant operating system
at the time.
In the early years of the 21st century, another successful business model has arisen for
hosted software, called software-as-a-service, or SaaS; this was at least the third time this
model had been attempted. From the point of view of producers of some proprietary software,
SaaS reduces the concerns about unauthorized copying, since it can only be accessed through
the Web, and by definition no client software is loaded onto the end user's PC.

15
According to industry analyst Gartner, the size of the worldwide software industry in
2013 was US$407.3 billion, an increase of 4.8% over 2012. As in past years, the largest four
software vendors were Microsoft, Oracle Corporation, IBM, and SAP respectively.
The software industry has been subject to a high degree of consolidation over the past
couple of decades. Between 1995 and 2018 around 37,039 mergers and acquisitions have been
announced with a total known value of US$ 1,166 bil. USD. The highest number and value of
deals was set in 2000 during the high times of the dot-com bubble with 2,674 transactions
valued at 105. bil. USD. In 2017, 2,547 deals were announced valued at $111 billion.
Approaches to successfully acquire and integrate software companies are available.
Business models of software companies have been widely discussed. Network effects
in software ecosystems, networks of companies, and their customers are an important element
in the strategy of software companies.

16
1.3 ABOUT THE COMPANY
COMPANY PROFILE
Headquarters : Boca Raton, FL
Year founded : 2009
Company type : Privately Held
Company size : 51-200 employees
Website : http://www.augustahitech.com/
SPECIALTIES
 Enterprise Mobile Application Development
 Complex business systems integration
 Custom Application Development
 Product Development
 IBM Solutions
 Cloud services and applications
 Healthcare
SUMMARY
 Augusta is a focused product development, software services and technology
consulting company.
 Established in Silicon Valley with Offices in Florida, Texas and Offshore
development centres in India.
 I have engaged with a lot of clients in creating strategy, implementing, deploying, and
supporting a wide range of solutions for clients worldwide.

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1.4 OBJECTIVES OF THE STUDY
• To study the recruitment and selection procedure followed in AUGUSTA HITECH
SOLUTION
• To study the various sources and process of recruitment
• This project will provide the value insight to recruitment as well as help to get
practical knowledge in employee hiring in the organisation
• Effective recruitment strategies are a pivotal aspect of procuring and retaining high-
quality talent to contribute to organization's success.
• Impact of recruitment and selection strategy on employees performance

20
1.5 SCOPE OF THE STUDY
The benefits of the study for the researcher are that it helped to gain knowledge and
experience and also provided the opportunity to study and understand the prevalent
recruitment and selection procedures.
The key points of my research study are:
 To study the fact about the AUGUSTA as a group.
 To analyses the recruitment policy of the organization.
 To Understand and analyze various HR factors including recruitment procedure.
 To suggest any measures/recommendations for the improvement of the recruitment
procedures
 It extends to the whole Organization. It covers corporate office, sites and works
appointments all over India.
 It covers employees, Clerical Staff, Officers, Jr. Management, Middle Management
and Senior Management cadres

21
1.6 LIMITATIONS OF THE STUDY
This study also includes some limitations which have been discussed as follows:
 The employees and candidate proved a limitation because of difficulty in
generalization of results.
 To collect the data from various companies’ been quite difficult due to non
cooperation of some companies. This proved to be major limitation of the study.
 To access such a large number of employees were difficult because of non
cooperative attitude of respondents.
 There was limitation of time to conduct such a big survey in limited available time.

22
CHAPTER-2
REVIEW OF LITERATURE
Hameed and Manjusha (2010) explored teacher efficacy of secondary school teachers in
relation to teaching styles and organizational culture. The sample of the study consisted of
370 secondary school teachers belonging to Malappuram, Kozhikode and Thrissur districts of
Kerala. Major findings were: (i) There was a significant difference in mean teacher efficacy
scores between male and female teachers, but in case of mean teacher efficacy scores based
on locale and type of management, no significant difference was found; (ii)The main effect of
teaching styles on teacher efficacy was found to be significant for total sample, female, rural,
government and unaided secondary school teachers;(iii)The main effect of organizational
culture on teacher efficacy was found significant for total sample, female, urban, rural and
government secondary school teachers; (iv)No significant interaction effect of teaching styles
and organizational culture on teacher efficacy of secondary school teachers based on total
sample and sub samples based on gender, locale and type of management was found
Robert and Ming (2010) studied the effects on teachers' self-efficacy and job satisfaction
related to gender, years of experience, and job stress. The authors of this study sought to
examine the relationships among teachers' years of experience, teachers’ characteristics
(gender and teaching level), three domains of self-efficacy (instructional strategies, classroom
management, and student engagement), two types of job stress (work load and classroom
stress), and job satisfaction with a sample of 1,430 practicing teachers using factor analysis,
item response modeling, systems of equations, and a structural equation model. Teachers'
years of experience showed nonlinear relationships with all three self-efficacy factors,
increasing from early career to mid-career and then falling afterwards. Female teachers had
greater workload stress, greater classroom stress from student behaviors, and lower classroom
management self-efficacy. Those teaching young children (in elementary grades and
kindergarten) had higher levels of self-efficacy for classroom management and studen
Ms. Ambika Verma(2009) in their survey research on the use of technologies in recruiting,
screening, and selection processes for job candidates conducted in Dimension group found
that most organizations implemented technology based recruitment and selection tools to
improve efficiency, reduce costs, and expand the applicant pool.
Robert (2005) in his study titled, “Strategic HR Review, 2004”, states that successful
recruitment and selection can improve organization performance”.
Prasad (2005)have defined career path as 'it is the sequential pattern of jobs that forms a
career'. The career path is the logical possible sequence of positions that could be held by an
individual based on how he performs in the organization. Career path consists of two
elements: line and ladder. Line is the field of specialty in which an individual is placed like
production, marketing, finance, HRM, etc. Within each line, there are various positions
arranged in hierarchical order. Placing an individual on a career path indicates, how the

23
individual will progress to those positions. This placing is essentially determined by the
alignment of individual needs, his strengths and weaknesses, and organizational opportunities.
Jovanovic (2004) said recruitment is a process of attracting a pool of high quality applicants
so as to select the best among them. For this reason, top performing companies devoted
considerable resources and energy to creating high quality selection systems. Due to the fact
that organizations are always fortified by information technology to be more competitive, it is
natural to also consider utilizing this technology to re-organize the traditional recruitment and
selection process through proper decision techniques, with that both the effectiveness and the
efficiency of the processes can be increased and the quality of the recruitment and selection
decision improved.
According to Kaplan and Norton, (2004) a common problem in recruitment and selection is
poor HR planning. Rigorous HR planning translates business strategies into specific HRM
policies and practices. This is particularly so with recruitment and selection policies and
practices. The key goal of HR planning is to get the right number of people with the right
skills, experience and competencies in the right jobs at the right time at the right cost. Past
research shows that the competency level of HR managers has a major influence on
recruitment and selection and experienced HR experts within the HR department will not only
shorten vacancy duration, but also improve the quality of the applicants. Moreover, effective
recruitment and selection is possible only if there is a dedicated and competent HR team.
Miyake, (2002) indicated that while advertising is usual for job vacancies, applicants were
sometimes recruited by word of mouth, through existing employees. Besides being cheaper,
the “grapevine” finds employees who stay longer (low voluntary turnover) and who are less
likely to be dismissed (low involuntary turnover). People recruited by word of mouth stay
longer because they have a clearer idea of what the job really involves. The study reviewed
five studies in which average labor turnover of those recruited by advertising was 51 percent.
The labor turnover for spontaneous applicants was 37 per cent and turnover for applicants
recommended by existing employees was 30 percent. One hypothesis proposed to account for
this was the “best information” hypothesis. It was argued that people who were suggested by
other employees were better and more realistically informed about the job than those who
applied through newspapers and agencies. Thus, they were in a better position to assess their
own suitability. Better informed candidates are likely to have a more realistic view of the job,
culture of the organization and job prospects.
Greenhouse et al., (2000) in his study defines the above phenomenon of stagnation and
meaninglessness in the current job is often termed as 'burnout'. This study defines career as
'the pattern of work-related experiences that span the course of a person's life. This definition
includes both objective events, such as jobs, and Subjective views of work, such as the
person's attitudes, values and expectations. Therefore, both a person's work-related activities
and his/her reactions to those activities form part of the person's career.
Woodd (2000) in his study emphasized that typical female career patterns are more suitable&
reliable to the new economic era since they enable women to readily cope up with the new

24
demands associated with the changing nature of careers. The existing career theories and
models have been criticized as being biased toward men’s living conditions, thus suggesting
that features of women’s career development, especially how they organize their working life
and other aspects of life, still need additional research attention.
Dessler, (2000) found in his study that the Recruitment and selection forms a core part of
the central activities underlying human resource management: namely, the acquisition,
development and reward of the workers. It frequently forms an important part of the work of
human resource managers – or designated specialists within work organizations. However,
and importantly, recruitment and selection decisions are often for good reason taken by non-
specialists, by the line managers. Recruitment and selection also have an important role to
play in ensuring worker performance and positive organizational outcomes. Recruitment and
selection had the capacity to form a key part of the process of managing and leading people
as a routine part of organizational life, it is suggested here that recruitment and selection has
become ever more important as organizations increasingly regard their workforce as a
source of competitive advantage. Of course, not all employers engage with this proposition
even at the rhetorical level. However, there is evidence of increased interest in the utilization
of employee selection methods which are valid, reliable and fair. Dessler listing the essence
of these in the following; build a pool of candidates for the job, have the applicants fill out
application forms, utilize various selection techniques to identify viable job candidates, send
one or more viable job candidates to their supervisor, have the candidate(s) go through
selection interviews, and determine to which candidate(s) an offer should be made.
Barber (1998) defines Employee recruitment as “practices and activities carried on by an
organization for the purpose of identifying and attracting potential employees”. Many large
corporations have employee recruitment plans that are designed to attract potential employees
that are not only capable of filling vacant positions but also add to the organization’s culture.
Swanson and Woitke (1997) defined the term career barriers as "events or conditions, either
within the person or in his or her environment, that make career progress difficult".
Judge et. al. (1995) defined Career success as extrinsic or objective and intrinsic or
subjective accomplishments of individuals in their work lives. The link between intrinsic
career success (satisfaction with one's career) and extrinsic career success (pay, promotions,
job level) has been demonstrated in numerous studies
Armstrong (1991) studied the issues to consider include the type of sample (random or
convenience), cost, ease, participant time demands (e.g., total time, days of the week, and
time of day), and efficiency (e.g., staff hours per recruited participant). Researchers have a
number of methods from which to choose, including advertising, direct mail, and telephone.
Smith et al. (1989) argue that the more effectively the recruitment stage is carried out, the
less important the actual selection process becomes. When an organization makes the decision
to fill an existing vacancy through recruitment, the first stage in the process involves
conducting a comprehensive job analysis. This may already have been conducted through the
human resource planning process, particularly where recruitment is a relatively frequent

25
occurrence. Once a job analysis has been conducted, the organization has a clear indication of
the particular requirements of the job, where that job fits into the overall organization
structure, and can then begin the process of recruitment to attract suitable candidates for the
particular vacancy.
Gould, (1984) argues that most mistakes are caused by the fact that managers generally give
little thought to the critical nature of the decisions. Employers are surprised and disappointed
when an appointment fails, and often the person appointed is blamed rather than recognizing
the weaknesses in the process and methodology, even the soundest of techniques and best
practice (in selection) contain scope for error. Some of this is due to the methods themselves,
but the main source is the frailty of the human decision makers. Selection tools available to
organizations can be characterized along a continuum that ranges from the more traditional
methods of interviews, application forms and references, through to the more sophisticated
techniques that encapsulate biographical data, aptitude tests, assessment centres, work
samples, psychological testing, and so forth. Each method of selection has its advantages and
disadvantages and comparing their rival claims involves comparing each method's merit and
psychometric properties. The degree to which a selection technique is perceived as effective
and perhaps sophisticated is determined by its reliability and validity.

26
CHAPTER 3
RESEARCH METHODOLOGY
Research in common parlance refers to search for knowledge. The advanced learner’s
dictionary of current English lays down the meaning of research as a carefully investigation
of enquiry especially through search for new facts in branch of knowledge. The systematic
approach concerning generalization and the formulation of a theory is also research. The
purpose of the research is to discover answer to questions through the application of scientific
procedures
RESEARCH DESIGN
A research design is the arrangement of conditions for the collection and analysis of
data in a manner that aims to combine relevance to the research purpose with economy in
procedure. In this study descriptive type of the research design has been used.
DESCRIPTIVE RESEARCH DESIGN
Descriptive research design studies are those studies, which are concerned with
describing the character of a group
DATA COLLECTION
PRIMARY DATA
The primary data are those, which are collected a fresh and for the first time happen to
be original character. It has been collected through a questionnaire
SECONDARY DATA
The secondary data are that which has been collected through by someone else and
which has been passed through the stratified process. It has collected through the books and
internet
RESEARCH INSTRUMENT
Questionnaire containing only closed ended questions.
POPULATION
In population it covers in all Augusta Hi-tech Soft Solutions, Coimbatore.
SAMPLE UNIT
Sample unit is Augusta Hi-tech Soft Solutions, Coimbatore.

27
SAMPLE SIZE
Number of the sampling units selected from the population is called the size of the
sample. Sample of 75 respondents were obtained from the population.
SAMPLING PROCEDURE
The procedure adopted in the present study is probability sampling, which is also
known as change sampling. Under this sampling design, every item of the frame has an equal
change of inclusion in the sample
CONTACT METHOD
Respondents are contacted personally
INTERVIEW SCHEDULE
The interview schedule has been used to collect the data information can be gathered
even when the respondents happen to be illiterate.
TABULATION
It is the arrangement of classified data in an orderly manner. This involves creating
table for recording the filled in interview schedule. These tables are of immense help to
analysis by using the statistics tool help to analysis by using the statistical tools.
SCALING TECHNIQUES
Questionnaire was framed on attitude scale having 5-point likert scales.
PERIOD STUDY
The study was conducted for the period of six month
TOOLS USED FOR ANALYSIS
The following tools were used with the help of statistical software
• Simple percentage analysis
• Chi-square test
SIMPLE PERCENTAGE
It is simply analysis tool in this method, based on the opinion of the respondents,
percentage is calculated for the respective scale of each other.
CHI-SQUARE TEST
It is the important test developed by statisticians. It can be used to make comparison
between theoretical population & actual data when categories are used.

DATA ANALYSIS AND
INTERPRETATION

28
CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
The data after collection has to be processed and analysed in accordance with the
outline laid down for the purpose of the time of developing the research plan. This is essential
for a scientific study and for ensuring that the researcher had all relevant data for making
contemplated compression and analysis.
The term analysis refers to the computation certain measures alone with searching
patterns of relationship that among data groups. Analysis of data in a general way involves a
number of closely related operations which are performed with the purpose summarizing this
in such a manner that the answer the research questions.
Interpretation is the technique of growing inference. In fact, the main function if the
researcher is the interpretation of collected data. Interpretation is needed for each question to
give the result of the each question.

29
TABLE NO: 4.1.1
AGE OF RESPONDENTS
CHART NO: 4.2.1
INTERPRETATION
It is interpreted from the above tabel that, 55% of the respondents age is between 26-
30yrs, 33% of the respondents age is between 20-25yrs, 7% of the respondents age is
between 31-350yrs and 5% of the respondents age is between 36-40yrs.
It is inferred that majority (55%) of the respondents age is between 26-30yrs.
S.No Particulars No.of Respondents Percentage
1 20-25yrs 25 33
2 26-30yrs 41 55
3 31-350yrs 5 7
4 36-40yrs 4 5
Total 75 100.0

30
TABLE NO: 4.1.2
GENDER OF RESPONDENTS
1 Male 65 87
2 Female 10 13.3
3 Total 75 100.0
CHART NO: 4.2.2
INTERPRETATION
It is reveals from the above table that, 87% of the respondents belong to the male
category, 13% of the respondents belong to female category.
It is reveals that majority (87%) of the respondents belong to male category .

31
TABLE NO: 4.1.3
EDUCATION QUALIFICATION
1 School level 0 0.0
2 Diploma 12 16
3 U.G 53 71
4 P.G 10 13
5 Phd 0 0
Total 75 100.0
CHART NO: 4.2.3
INTERPRETATION
It is state from the above table that, 71% of the respondents are Under Graduate, 16%
of the respondents are diploma and 13% of the respondents are Post Graduate
It is state that majority (71%) of the respondents are Under Graduate.

32
TABLE NO: 4.1.4
EXPERIENCE OF THE RESPOND
1 < 1year 26 35
2 2-5 yrs 33 44
3 5-10yrs 11 15
4 10-15yrs 5 7
Total 75 100.0
CHART NO: 4.2.4
INTERPRETATION
It is denotes from the above table that, 44% of the respondents experience is 2-5years,
35% of the respondents experience less than 1 year,15% of the respondents experience is 5-
10 years,7% of the respondents experience is 10-15years.
It is denotes that majority (44%) of the response experience is 2-5 years.

33
TABLE NO: 4.1.5
HR PLANNING FOR ACHIEVING TARGETS
1 Excellent 11 15
2 Very good 18 24
3 Good 25 33
4 Average 9 12
5 Poor 12 16
Total 75 100.0
CHART NO: 4.2.5
INTERPRETATION
It is proves from the above table that, 33% of the respondents says good to the HR
planning for achieving targets, 24% of the respondents says very good to the HR planning for
achieving targets,16% of the respondents say poor to the HR planning for achieving
targets,15% of the respondents say excellent to the HR planning for achieving targets, 12% of
the respondents say average to the HR planning for achieving targets.
It is proves that majority (33%) of the respondents say good to the HR planning for
achieving targets.

34
TABLE NO: 4.1.6
TIMELINESS PLANNING AND AUDIT FOR HR REQUIREMENTS
1 Highly satisfied 13 17
2 Satisfied 25 33
3 Natural 19 25
4 Dissatisfied 13 17
5 Highly dissatisfied 5 7
Total 75 100.0
CHART NO: 4.2.6
INTERPRETATION
It is explain from the above table that , 33% of the respondents satisfied the timeliness
planning and audit for hr requirements,25% of the respondents natural the timeliness
planning and audit for hr requirements,17% of the respondents highly satisfied the timeliness
planning and audit for hr requirements,17% of the respondents dissatisfied the timeliness
planning and audit for hr requirements, 7% of the respondents highly dissatisfied the
timeliness planning and audit for hr requirements.
It is explain that majority (33%) of the respondents satisfied the timeliness planning
and audit for hr requirements.

35
TABLE NO: 4.1.7
ADEQUATE POOL OF EMPLOYEES AFTER HR PLANNING PROCESS
1 Strongly agree 11 15
2 Agree 24 32
3 Neutral 22 29
4 Disagree 12 16
5 Strongly disagree 6 8
Total 75 100.0
CHART NO: 4.2.7
INTERPRETATION
It is interpreted from the above table that, 32% of the respondents agree that the
adequate pool of employees after HR planning process,29% of the respondents neutral that
the adequate pool of employees after HR planning process,16% of the respondents disagree
that the adequate pool of employees after HR planning process,15% of the respondents
strongly agree that the adequate pool of employees after HR planning process,8% of the
respondents strongly disagree that the adequate pool of employees after HR planning
process.
It is inferred that majority (32%) of the respondents agree that the adequate pool of
employees after HR planning process.

36
TABLE NO: 4.1.8
SKILLS, KNOWLEDGE & EDUCATION OF EXISTING EMPLOYEES
1 Always 6 8
2 Often 25 33
3 Sometimes 23 31
4 Rare 13 17
5 Never 8 11
Total 75 100.0
CHART NO: 4.2.8
INTERPRETATION
It is reveals from the above table that, 33% of the respondents says skills, knowledge
& education of existing employees, 31% of the respondents says sometimes skills,
knowledge & education of existing employees, 17% of the respondents says rare skills,
knowledge & education of existing employees, 11% of the respondents say never skills,
knowledge & education of existing employees, 8% of the respondents rare skills, knowledge
& education of existing employees.
It is reveals that majority (33%) of the respondents says often skills, knowledge &
education of existing employees.

37
TABLE NO: 4.1.9
WORK EVENLY DISTRIBUTED AMONG THE EMPLOYEES
2 Agree 28 38
3 Neutral 22 29
4 Disagree 13 17
5 Strongly Disagree 4 5
Total 75 100.0
CHART NO: 4.2.9
INTERPRETATION
It is state from the above table that, 38% of the respondents agree the work evenly
distributed among the employee, 29% of the respondents neutral the work evenly distributed
among the employee,17% of the respondents disagree the work evenly distributed among the
employee,11% of the respondents strongly agree the work evenly distributed among the
employee, 5% of the respondents strongly disagree the work evenly distributed among the
employee.
It is state that majority (38%) of the respondents agree the work evenly distributed
among the employee.

38
TABLE NO: 4.1.10
HR TRAIN & HIRING EMPLOYEES
2 Agree 25 33
3 Neutral 30 40
4 Disagree 6 8
Total 75 100.0
CHART NO: 4.2.10
INTERPRETATION
It is implicit from the above table that, 40% of the respondents neutral the HR train &
hiring employees,33% of the respondents agree the HR train & hiring employees,11% of the
respondents strongly agree the HR train & hiring employees,8% of the respondents disagree
the HR train & hiring employees,8% of the respondents strongly disagree HR train & hiring
employees.
It is implicit that majority (40%) of the respondents neutral the HR train & hiring
employees.

39
TABLE NO: 4.1.11
HR FINDS GOOD CANDIDATES FROM NON-TRADITIONAL SOURCES WHEN
NECESSARY
1 1 4 5
2 2 8 11
3 3 27 36
4 4 21 28
5 5 15 20
Total 75 100.0
CHART NO: 4.2.11
INTERPRETATION
It is denotes from the above table that , 36% of the respondents rate three for HR
finds good candidates from non-traditional sources when necessary,28% of the respondents
rate four for HR finds good candidates from non-traditional sources when necessary,20% of
the respondents rate two for HR finds good candidates from non-traditional sources when
necessary,11% of the respondents rate five for HR finds good candidates from non-traditional
sources when necessary, 5% of the respondents rate one for HR finds good candidates from
non-traditional sources when necessary.
It is denotes that majority (36%) of the respondents rate three for HR finds good
candidates from non-traditional sources when necessary.

40
TABLE NO: 4.1.12
COMPREHENSIVE JOB-DESCRIPTIONS FOR ALL SAID POSITIONS
2 Agree 9 12
3 Neutral 26 35
4 Disagree 25 33
Total 75 100.0
CHART NO: 4.2.12
INTERPRETATION
It is proves from the above table that, 35% of the respondents neutral the
comprehensive job-descriptions for all said positions,33% of the respondents disagree the
comprehensive job-descriptions for all said positions,12% of the respondents agree the
comprehensive job-descriptions for all said positions,11% of the respondents strongly agree
the comprehensive job-descriptions for all said positions,9% of the respondents strongly
disagree the comprehensive job-descriptions for all said positions.
It is proves that majority (35%) of the respondents agree the comprehensive job-
descriptions for all said positions.

41
TABLE NO: 4.1.13
WELL-MANAGED AND PREPARED TO MEET POTENTIAL CHALLENGES &
OPPORTUNITIES
2 Agree 17 23
3 Neutral 27 36
4 Disagree 17 23
Total 75 100.0
CHART NO: 4.2.13
INTERPRETATION
It is explains from the above table that, 36% of the respondents neutral the well-
managed and prepared to meet potential challenges & opportunities work evenly distributed,
23% of the respondents agree the well-managed and prepared to meet potential challenges &
opportunities work evenly distributed ,23% of the respondents agree the well-managed and
prepared to meet potential challenges & opportunities work evenly distributed,11% of the
respondents strongly disagree the well-managed and prepared to meet potential challenges &
opportunities work evenly distributed 8% of the respondents strongly agree well-managed
and prepared to meet potential challenges & opportunities work evenly distributed.
It is explains that majority (36%) of the respondents neutral the well-managed and
prepared to meet potential challenges & opportunities work evenly distributed.

42
TABLE NO: 4.1.14
THE COMPANY HAVE FORMAL HR FILING SYSTEM
2 Aagree 21 28
3 Neutral 25 33
4 Disagree 18 24
Total 75 100.0
CHART NO: 4.2.14
INTERPRETATION
It is shows from the above table that, 33% of the respondents neutral the company
have formal hr filing system, 28% of the respondents agree the company have formal hr filing
system,24% of the respondents disagree the company have formal hr filing system,8% of the
respondents strongly agree the company have formal hr filing system,7% of the respondents
strongly disagree the company have formal hr filing system.
It is shows that majority (33%) of the respondents neutral the company have formal hr
filing system.

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TABLE NO: 4.1.15
PERFORMANCE, TRAINING DONE, EXPERIENCE OF EXISTING EMPLOYEES
1 Always 11 15
2 Often 14 19
3 Sometimes 21 28
4 Rare 18 24
5 Never 11 14
Total 75 100.0
CHART NO: 4.2.15
INTERPRETATION
It is interpreted from the above table that, 28% of the respondents says sometimes the
performance, training done, experience of existing employees,24% of the respondents says
rare the performance, training done, experience of existing employees,19% of the
respondents says often the performance, training done, experience of existing
employees,15% of the respondents says always the performance, training done, experience of
existing employees,14% of the respondents says often the performance, training done,
experience of existing employees.
It is interpreted that majority (28%) of the respondents says sometimes the
performance, training done, experience of existing employees.

44
TABLE NO: 4.1.16
LEAVES & OVERTIME OF THE EMPLOYEES IN HR AUDIT PROCESS
1 Always 6 8
2 Often 15 20
3 Sometimes 24 32
4 Rare 22 29
5 Never 8 11
Total 75 100.0
CHART NO: 4.2.16
INTERPRETATION
It is reveals from the above table that ,32% of the respondents says sometimes the
leaves & overtime of the employees in HR audit process,29% of the respondents says rare
the leaves & overtime of the employees in HR audit process,,20% of the respondents says
often the leaves & overtime of the employees in HR audit process,,11% of the respondents
says never the leaves & overtime of the employees in HR audit process,,8% of the
respondents says always the leaves & overtime of the employees in HR audit process.
It is reveals that majority (32%) of the respondents says sometimes the leaves &
overtime of the employees in HR audit process.

45
TABLE NO: 4.1.17
SALARIES AND MOTIVATIONAL LEVEL OF EMPLOYEES
2 Agree 23 31
3 Neutral 29 39
4 Disagree 18 24
Total 75 100.0
CHART NO: 4.2.17
INTERPRETATION
It is state from the above table that, 39% of the respondents strongly agree the salaries
and motivational level of employees,31% of the respondents agree the salaries and
motivational level of employees,24% of the respondents disagree the salaries and
motivational level of employees,5% of the respondents strongly agree the salaries and
motivational level of employees,1% of the respondents strongly disagree the salaries and
motivational level of employees.
It is state that majority (39%) of the respondents strongly agree the salaries and
motivational level of employees.

46
TABLE NO: 4.1.18
HR DEPARTMENT’S PERFORMANCE IN HR AUDIT & PLANNING PROCESS
1 1 4 5
2 2 14 19
3 3 25 33
4 4 24 32
5 5 8 11
Total 75 100.0
CHART NO: 4.2.18
INTERPRETATION
It is implicit from the above table that, 33% of the respondents rate three for HR
department’s performance in hr audit & planning process,32% of the respondents rate four
for HR department’s performance in hr audit & planning process,19% of the respondents rate
two for HR department’s performance in hr audit & planning process,11% of the respondents
rate five for HR department’s performance in hr audit & planning process, 5% of the
respondents rate one for HR department’s performance in hr audit & planning process.
It is implicit that majority (33%) of the respondents rate three for HR department’s
performance in hr audit & planning process.

47
TABLE NO:4.1.19
RECRUITMENT & SELECTION PROCESS IS EFFECTIVE FOR THE
2 Agree 19 25
3 Neutral 19 25
4 Disagree 15 20
Total 75 100.0
CHART NO: 4.2.19
INTERPRETATION
It is denotes from the above table that, 25% of the respondents agree the recruitment
& selection process is effective for the organizational objectives,25% of the respondents
neutral the recruitment & selection process is effective for the organizational objectives,20%
of the respondents disagree the recruitment & selection process is effective for the
organizational objectives,19% of the respondents strongly disagree the recruitment &
selection process is effective for the organizational objectives,11% of the respondents
strongly agree the recruitment & selection process is effective for the organizational
objectives.
It is denotes that majority (25%) of the respondents agree the recruitment & selection
process is effective for the organizational objectives.

48
TABLE NO: 4.1.20
RECRUITMENT & SELECTION PROCESS EFFICIENCY IN THE
ORGANISATION ACTIVITIES
2 Agree 24 32
3 Neutral 24 32
4 Disagree 12 16
Total 75 100.0
CHART NO: 4.2.20
INTERPRETATION
It is proves from the above table that , 32% of the respondents agree the recruitment
& selection process efficiency in the organisation activities,32% of the respondents neutral
the recruitment & selection process efficiency in the organisation activities,16% of the
respondents disagree the recruitment & selection process efficiency in the organisation
activities,13% of the respondents strongly disagree the recruitment & selection process
efficiency in the organisation activities,7% of the respondents strongly agree the recruitment
& selection process efficiency in the organisation activities.
It is proves that majority (32%) of the respondents agree the recruitment & selection
process efficiency in the organisation activities .

49
TABLE NO: 4.1.21
BEST RESOURCES INCREASES THE EFFICIENCY ON ALL ORGANIZATION
DEPARTMENT
2 Agree 18 24
3 Neutral 17 23
4 Disagree 16 21
Total 75 100.0
CHART NO: 4.2.21
INTERPRETATION
It is explains from the above table that, 24% of the respondents agree the best
resources increases the efficiency on all organization department,23% of the respondents
neutral the best resources increases the efficiency on all organization department,21% of the
respondents disagree the best resources increases the efficiency on all organization
department,16% of the respondents strongly disagree the best resources increases the
efficiency on all organization department,16% of the respondents strongly agree the best
resources increases the efficiency on all organization department.
It is explains that majority (24%) of the respondents agree the best resources increases
the efficiency on all organization department.

50
TABLE NO: 4.1.22
RECRUITMENT & SELECTION PROCESS DEPENDS ON RESOURCE OF
RECRUITMENT
2 Agree 14 19
3 Neutral 26 34
4 Disagree 6 8
Total 75 100.0
CHART NO: 4.2.22
INTERPRETATION
It is interpreted from the above table that, 34% of the respondents neutral the
recruitment & selection process depends on resource of recruitment,20% of the respondents
strongly agree the recruitment & selection process depends on resource of recruitment,19%
of the respondents agree the recruitment & selection process depends on resource of
recruitment, 19% of the respondents agree the recruitment & selection process depends on
resource of recruitment, 8% of the respondents disagree the recruitment & selection process
depends on resource of recruitment.
It is interpreted that majority (34%) of the respondents neutral recruitment & selection
process depends on resource of recruitment.

51
TABLE NO: 4.1.23
BEST SOURCE FOR RECRUITMENT & SELECTION PROCESS
1 Promotion 10 13
2 Transfer 18 24
3 Advertisement 22 29
4 Campus recruitment 14 19
5 Placement agencies 11 15
Total 75 100.0
CHART NO: 4.2.23
INTERPRETATION
It is shows from the above table that, 29% of the respondents says advertisement is
the best source for recruitment & selection process,24% of the respondents says transfer is
the best source for recruitment & selection process,19% of the respondents says campus
recruitment is the best source for recruitment & selection process,15% of the respondents
says placement agencies is the best source for recruitment & selection process, 1% of the
respondents says promotion is the best source for recruitment & selection process.
It is shows that majority (29%) of the respondents says advertisement is the best
source for recruitment & selection process.

52
TABLE NO: 4.1.24
RECRUITMENT & SELECTION CAN BE INCREASE BY RECRUITMENT
RESOURCES
2 Agree 15 20
3 Neutral 26 35
4 Disagree 16 21
Total 75 100.0
CHART NO: 4.2.24
INTERPRETATION
It is reveals from the above table that , 35% of the respondents neutral the recruitment
& selection can be increase by recruitment resources ,21% of the respondents disagree the
recruitment & selection can be increase by recruitment resources,20% of the respondents
disagree the recruitment & selection can be increase by recruitment resources,15% of the
respondents strongly agree recruitment & selection can be increase by recruitment
resources,9% of the respondents strongly disagree the recruitment & selection can be increase
by recruitment resources.
It is reveals that majority (35%) of the respondents neutral recruitment & selection
can be increase by recruitment resources.

53
TABLE NO: 4.1.25
RECRUITMENT & SELECTION PROCESS DEPENDS ON INTERVIEWS
2 Agree 14 19
3 Neutral 23 31
4 Disagree 25 33
Total 75 100.0
CHART NO: 4.2.25
INTERPRETATION
It is state from the above table that ,33% of the respondents disagree the recruitment
& selection process depends on interviews ,31% of the respondents neutral the recruitment &
selection process depends on interviews,19% of the respondents agree the recruitment &
selection process depends on interviews,12% of the respondents strongly agree recruitment
& selection process depends on interviews,5% of the respondents strongly disagree the
recruitment & selection process depends on interviews.
It is state that majority (33%) of the respondents disagree the recruitment & selection
process depends on interviews.

54
TABLE NO: 4.1.26
RECRUITMENT & SELECTION BEHAVIOUR DEPENDS ON RECRUITER
2 Agree 24 32
3 Neutral 23 31
4 Disagree 17 23
Total 75 100.0
CHART NO: 4.2.26
INTERPRETATION
It is implicit from the above table ,32% of the respondents agree the recruitment &
selection behaviour depends on recruiter,31% of the respondents neutral the recruitment &
selection behaviour depends on recruiter,23% of the respondents disagree the recruitment &
selection behaviour depends on recruiter,8% of the respondents strongly disagree the
recruitment & selection behaviour depends on recruiter,7% of the respondents strongly agree
the recruitment & selection behaviour depends on recruiter.
It is implicit that majority (32%) of the respondents agree the recruitment & selection
behaviour depends on recruiter.

55
TABLE NO: 4.1.27
END RESULTS OF RECRUITMENT & SELECTION PROCESS CAN BE WRONG
2 Agree 17 23
3 Neutral 27 36
4 Disagree 11 15
Total 75 100.0
CHART NO: 4.2.27
INTERPRETATION
It is denotes from the above table that, 36% of the respondents neutral the end results
of recruitment & selection process can be wrong ,23% of the respondents agree the end
results of recruitment & selection process can be wrong,16% of the respondents strongly
agree the end results of recruitment & selection process can be wrong,15% of the respondents
disagree the end results of recruitment & selection process can be wrong,11% of the
respondents strongly disagree the end results of recruitment & selection process can be wrong
It is denotes that majority (36%) of the respondents neutral the end results of
recruitment & selection process can be wrong.

56
TABLE NO: 4.1.28
INTERVIEWS ARE THE BASIC FILTER OF THE RECRUITMENT & SELECTION
PROCESS
2 Agree 19 25
3 Neutral 23 30
4 Disagree 15 20
Total 75 100.0
CHART NO: 4.2.28
INTERPRETATION
It is proves from the above table that, 30% of the respondents neutral the interviews
are the basic filter of the recruitment & selection process, 25% of the respondents agree the
interviews are the basic filter of the recruitment & selection process, 20% of the respondents
disagree the interviews are the basic filter of the recruitment & selection process, 13% of the
respondents strongly agree the interviews are the basic filter of the recruitment & selection
process, 10% of the respondents strongly disagree the interviews are the basic filter of the
recruitment & selection process.
It is proves that majority (30%) of the respondents neutral the interviews are the basic
filter of the recruitment & selection process.

57
TABLE NO: 4.1.29
DIFFERENT METHODS OF INTERVIEWS SHOULD BE USED
2 Agree 19 25
3 Neutral 19 25
4 Disagree 16 21
Total 75 100.0
CHART NO: 4.2.29
INTERPRETATION
It is explain from the above table that, 25% of the respondents agree the different
methods of interviews should be used, 25% of the respondents neutral the different methods
of interviews should be used, 21% of the respondents disagree the different methods of
interviews should be used, 16% of the respondents strongly agree the different methods of
interviews should be used, 12% of the respondents strongly disagree the different methods of
interviews should be used.
It is explain that majority (25%) of the respondents agree the different methods of
interviews should be used.

58
TABLE NO: 4.1.30
WHICH METHOD SHOULD BE USED FOR RECRUITMENT
1 Promotion 13 17
2 Transfer 18 24
3 Advertisement 17 23
4 Campus recruitment 14 19
5 Placement agencies 13 17
Total 75 100.0
CHART NO: 4.2.30
INTERPRETATION
It is shows from the above table that, 24% of the respondents says transfer method
should be used for recruitment, 23% of the respondents says advertisement method should be
used for recruitment, 19% of the respondents says campus recruitment method should be
used for recruitment, 17% of the respondents says promotion method should be used for
recruitment, 17% of the respondents says placement agencies method should be used for
recruitment.
It is shows that majority (24%) of the respondents says transfer method should be
used for recruitment.

59
CHI-SQUARE TEST-1
RELATIONSHIP BETWEEN RESPONDENTS AGE AND HR PLANNING FOR
ACHIEVING TARGETS
NULL HYPOTHESIS
There is no significant difference among the respondents age and HR planning for achieving
targets
ALTERNATIVE HYPOTHESIS
There is a significant difference among the respondents age and HR planning for achieving
targets
TABLE NO: 4.3.1
Age HR planning for achieving targets
Chi-Square 50.173a
11.333b
df 3 4
Asymp. Sig. .000 .023
a.0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency
is 18.8.
b.0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency
is 15.0.
INTERPRETATION
From the above analysis using chi-square test it is found that the table value is < than 0.05.So
we reject the null hypothesis and accept the alternative hypothesis. Therefore there is
significant difference among the respondents age & HR planning for achieving targets

61
CHI-SQUARE TEST-2
RELATIONSHIP BETWEEN GENDER AND TIMELINESS PLANNING AND
NULL HYPOTHESIS
There is no significant difference among the respondents gender and timeliness planning
and audit for hr requirements
There is a significant difference among the respondents gender and timeliness planning
and audit for hr requirements
TABLE NO: 4.3.2
Gender Timeliness planning and audit for hr requirements
Chi-Square 40.333a
14.933b
df 1 4
Asymp. Sig. .000 .005
is 37.5.
b. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency
is 15.0.
INTERPRETATION
From the above analysis using chi-square test it is found that the table vale is < than 0.05 so
significant difference among the gender and timeliness planning and audit for hr
requirements

62
CHI-SQUARE TEST-3
RELATIONSHIP BETWEEN EXPERIENCE OF THE RESPOND AND LEAVES &
OVERTIME OF THE EMPLOYEES IN HR AUDIT PROCESS
NULL HYPOTHESIS
There is a significant difference among the experience of the respond and leaves & overtime
of the employees in hr audit process.
There is no significant difference among experience of the respond and leaves & overtime of
the employees in hr audit process.
TABLE NO: 4.3.3
Experience of the
respond
Leaves & overtime of the employees in hr audit
process.
Chi-Square 26.920a
17.333b
df 3 4
Asymp.
Sig.
.000 .002
is 18.8.
is 15.0.
INTERPRETATION
From the above analysis using chi-square test it is found that the table vale is < than 0.05. So
significant difference among the experience of the respond and leaves & overtime of the
employees in hr audit process.

63
CHI-SQUARE TEST-4
RELATIONSHIP BETWEEN RESPONDENTS AGE AND WHICH METHOD
SHOULD BE USED FOR RECRUITMENT
NULL HYPOTHESIS
There is a significant difference among the respondents age and which method should be
used for recruitment alternative hypothesis
There is no significant difference among the respondents age and which method should be
used for recruitment alternative hypothesis
TABLE NO: 4.3.4
Respondents age Method should be used for recruitment
Chi-Square 50.173a
1.467b
df 3 4
Asymp. Sig. .000 .833
is 18.8.
b 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency
is 15.0.
INTERPRETATION
From the above analysis using chi-square test it is found that the table value is > than0.05. So
we accept the null hypothesis and reject the alternative hypothesis. Therefore there is
significant difference among the respondents age and which method should be used for
recruitment alternative hypothesis.

64
CHI-SQUARE TEST-5
RELATIONSHIP BETWEEN RESPONDENTS EDUCATION QUALIFICATION
AND RECRUITMENT & SELECTION PROCESS EFFICIENCY IN THE
ORGANISATION ACTIVITIES
NULL HYPOTHESIS
There is a significant difference among the respondents education qualification and
recruitment & selection process efficiency in the organisation activities.
There is no significant difference among the respondents education qualification and
recruitment & selection process efficiency in the organisation activities.
TABLE NO: 4.3.5
Respondents education
qualification
Efficiency in the organisation
activities
Chi-Square 47.120a
19.733b
df 2 4
Asymp.
Sig.
.000 .001
is 25.0.
is 15.0.
INTERPRETATION
From the above analysis using chi-square test it is found that the table value is < than 0.05.So
significant difference among education qualification and recruitment & selection process
efficiency in the organisation activities.

64
CHAPTER-5
5.1 FINDINGS
 Majority 55 of the respondents age is between 26-30yrs.
 Most 87 of the respondents belong to male category.
 Most 71 of the respondents are Under Graduate.
 Majority 44 of the response experience is 2-5 years.
 Majority 33 of the respondents say good to the HR planning for achieving targets.
 Majority 33 of the respondents satisfied the timeliness planning and audit for hr
requirements.
 Majority 32 of the respondents are agree with that the adequate pool of employees
after HR planning process.
 Majority 33 of the respondents says often HR planning according to the skills,
knowledge & education of existing employees.
 Majority 38 of the respondents are agree with the work evenly distributed among the
employee.
 Majority 40 of the respondents are neutral with the HR train & hiring employees.
 Majority 36 of the respondents rate three for HR finds good candidates from non-
traditional sources when necessary.
 Majority 35 of the respondents are agree with the comprehensive job-descriptions for
all said positions.
 Majority 36 of the respondents are neutral with the well-managed and prepared to
meet potential challenges & opportunities work evenly distributed.
 Majority 33 of the respondents are neutral with the company have formal hr filing
system.
 Majority 28 of the respondents says sometimes company keeps track of leaves, skills,
employees performance, training done, experience of existing employees.
 Majority 32 of the respondents says sometimes the leaves & overtime of the
employees in HR audit process.
 Majority 39 of the respondents strongly are agree with the HR climate, job
satisfaction ,working conditions, employee salaries and motivational level of
employees.
 Majority 33 of the respondents rate three for HR department’s performance in hr audit
& planning process.
 Majority 25 of the respondents are agree with the recruitment & selection process is
effective for the organizational objectives.
 Majority 32 of the respondents are agree with the recruitment & selection process
efficiency in the organisation activities.
 Majority 24 of the respondents are agree with the best resources increases the
efficiency on all organization department.

65
 Majority 34 of the respondents are neutral with recruitment & selection process
depends on resource of recruitment.
 Majority 29 of the respondents says advertisement is the best source for recruitment &
selection process.
 Majority 35 of the respondents are neutral with recruitment & selection can be
increase by recruitment resources.
 Majority 33 of the respondents are disagree with the recruitment & selection process
depends on interviews.
 Majority 32 of the respondents are agree with the recruitment & selection behaviour
depends on recruiter.
 Majority 36 of the respondents are neutral with the end results of recruitment &
selection process can be wrong.
 Majority 30 of the respondents are neutral with the interviews are the basic filter of
the recruitment & selection process.
 Majority 25 of the respondents are agree with the different methods of interviews
should be used.
 Majority 24 of the respondents says transfer method should be used for recruitment.

66
5.2 SUGGESTION
Human resources are the set of individuals who make up the workforce of an
organization, business sectors or economy. “Human capital” is sometimes used
synonymously with human resources, although human capital typically refers to a more
narrow view (i.e the knowledge the individuals embody and can contribute to an
organization).Likewise, other terms sometimes used include “Manpower”, “talent” , “labour”,
or simply “people” .
 Human resource department should be more practical and efficient so that the
recruitment and selection become more effective.
 The company should follow new technology / trends in recruitment process.
 HR department should give counselling to employee every month.
 HR department has to say company policy to employee before joining the
organization.

67
CHAPTER-6
CONCLUSION
 HR is playing administrative role too.
 Recruitment and selection in case of fresher’s are very well structured but for experienced
people, it needs to be more structured.
 It focuses excessively on the intellectual and intelligence of people and missing the
organizational fit.
 As it is in expansion stage, it’s improving its recruitment and selection process.
So it can be concluded from above facts and findings that techniques of sourcing candidates
were the prevailing sources of Recruitment in Augusta. Majority of the employees were
satisfied with the recruitment process it was found that their colleagues have been also
selected by the same process. It was found that Recruitment Policy of the organization is
quite visible and process is followed impartially. So finally it can be concluded that
organization is purely considered as people and task oriented both.

68
CHAPTER-7
BIBLIOGRAPHY
 Achermann, J., Yeung, A.M. and Bommel, E. (2007) Better IT Management for
Banks, The McKinsey Quarterly, retrieved on 2 February 2010.
 Alvesson, M. (2001) Knowledge Work: Ambiguity, Image and Identity. Human
Relations, 54(7): 863-886.
 Bagshaw, M. (2004) Is Diversity Divisive? A Positive Training Approach. Industrial
and Commercial Training 36(4): 153-157.
 Bamberger, P. and Meshoulam, I. (2000) Human Resource Strategy, Thousand Oaks
(CA): Sage Publications
 Dwivedi, S. R. (2006) Managing Human Resource Personnel Management in Indian
Enterprises, 2nd ed.
 Ekkirala, V. (2006) Human Resource Management in Cross-cultural Context
Challenges and Responsibilities. HRM Review, ICFAI, Feburary: 43-50.
 Fahey and King, W. (1977) Environmental Scanning for Corporate Planning.
Business Horizon: 61-71
 Kothari, R.C. (2004) Research Methodology: Methods and Techniques, 2nd ed. New
Delhi: New Age International, Ltd. Publishers.
 Swaminathan, S.P. and Rajkumar, S. (2008-2009) The Causes and Consequences of
Human Resources Wastage (HRW) in Organizations. The Alternative, Department of
Management, B.I.T. Mesra, Journal, 8(1).
WEBSITE REFERENCES
 www.google.com
 www.augustahitech.com
 www.nwlink.com
 www.umich.edu
 www.doja.com

69
APPENDIX
“TECHNIQUES OF SOURCING CANDIDATES: AN EXPLORATION OF THE
CURRENT STRATEGIES OF RECRUITMENTS AT AUGUSTA HI-TECH SOFT
SOLUTIONS,COIMBATORE”
I, Praveen Kumar student of Kalaignarkarunanidhi Institute of Technology, Coimbatore is
conducting a study on “Techniques of sourcing candidates: An exploration of the current
strategies of recruitments at Augusta Hi-tech Soft Solutions ,Coimbatore ” at Hedge Equities
as per the academic requirement of the university. I kindly request you to fill the necessary
details asked below (Please answer the questions by a tick mark). I also assure that the details
of the questionnaire will not be used for any external purpose.
1. Name of respondent :
2. Age of respondents:
a. 20-25yrs b. 26-30yrs c. 31-350yrs d. 36-40 e. 40yrs&above
3. Gender : a. male b. female
4. Education qualification
a. School level b. Diploma c. U.G d. P.G e. Ph.D
5.How long are you working in this organisation?
a.< 1year b.2-5 yrs c.5-10yrs d.10-15yrs e. More than 15 yrs
6. Income level:
a. 15000 & below b. 15001-20000 c.20001-25000 d.25000-50000 e. Above 50000
7. Mobile number:
8. Designation:

70
9. Does the company do proper HR planning for achieving targets?
a. Excellent b. Very good c. Good. d. Average e. Poor
10.The organization doing timeliness planning and audit for HR requirements
a. Highly satisfied b. Satisfied c Natural d. Dissatisfied e. Highly dissatisfied
11. Does the HR provides an adequate pool of employees after HR planning process?
a. Strongly agree b. Agree c. Neutral d. Disagree e. Strongly disagree
12. Do you think company is doing HR Planning according to the skills, knowledge and
education of existing employees?
a. Always b. Often c. Sometimes d. Rare e. Never
13. Is the work evenly distributed among the employees because of existing HR Planning
Process?
14. Does HR train hiring employees to make the best hiring decisions?
15. Rate how well HR finds good candidates from non-traditional sources when necessary?
a.1 b.2 c.3 d.4 e.5
16. Does the company have comprehensive job-descriptions for all said positions?
17. Do you think HR audit give a sense of confidence in the human resource department that
it is well-managed and prepared to meet potential challenges and opportunities?
18. Does the company have formal HR filing system?
19. Does the company keeps track of leaves, skills, employees performance, training done,
experience of existing employees?

71
20.Does the company consider leaves and overtime of the employees in HR audit process?
21. Does HR climate, Job satisfaction ,working conditions, employee salaries and
motivational level of employees are also considered in HR audit process?
22.How would you rate the HR department’s performance in HR audit & planning process?
a.1 b.2 c.3 d.4 e.5
23. Recruitment & selection process is effective for the organizational objectives?
24. Recruitment & Selection process efficiency in the organisation activities?
25.Do you think best resources increases the efficiency on all organization department?
26. Recruitment & Selection process depends on resource of recruitment?
27. According to you which is the best source for Recruitment & Selection process?
a. Promotion b. Transfer c. Advertisements
d. Campus recruitment e. Placement agencies
28.Better result of Recruitment & Selection can be increase by recruitment resources?
29. Recruitment & Selection process depends on interviews?
30. Recruitment & Selection behaviour depends on recruiter?

72
31.End results of Recruitment & Selection process can be wrong because of recruiters?
32.Intereviews are the basic filter of the Recruitment & Selection process?
33.Different methods of interviews should be used?
34.Which method should be used for recruitment?
a. Promotion b. Transfer c. Advertisements
d. Campus recruitment e. Placement agencies

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