“A STUDY ON THE RECRUITMENT PROCESS IN NABIL FACTORY”

A

PROJECT REPORT

Submitted to Mahatma Gandhi University

In partial fulfillment of requirement for the award of

Bachelor’s degree in business administration (BBA)

Submitted by

HINA SHAIKH

(Enrollment no. 090084D103

REG NUMBER. 21954)

(Under the guidance of Mrs. Sindhu Divakaran)

DEPARTMENT OF UNIVERSITY STUDIES

POLYGLOT INSTITUTE OMAN LLC

MARCH 2012

ACKNOWLEDGEMENT

I wish to express my sincere thanks and heartfelt gratitude to Mrs. Sindhu Divakaran for

providing guidance and assistance in conducting this study.

I take this opportunity to extend my sincere gratitude and thanks to the entire staff of National

Biscuit Industries Ltd. SAOG (NABIL) for their co-operation.

I have great pleasure in expressing my gratitude to our esteemed Prof. Aravindhakshan and to

Dr. K. Vijay Kumar, Centre Coordinator of Department of University Studies and to all the

faculty members of this institute.

HINA

SHAIKH

DECLARATION

I, Hina Shaikh, third year BBA student of Mahatma Gandhi University, Polyglot Institute,

Muscat, Oman do hereby declare that this management project titled "A STUDY OF

RECRUITMENT PROCESS IN NABIL FACTORY " has been prepared by me, under the

guidance of Mrs. Sindhu Divakaran, faculty of Dept of University studies (MG University),

Polyglot Institute, Muscat, Oman in partial fulfillment of the requirement for the award of the

degree of Bachelor of Business Administration.

I also declare that this project report has not been submitted by me fully or partially for the

award of any other degree, Diploma title or recognition before.

Place: Muscat, Oman Hina Shaikh

Date: 18th feb,2012

Counter Signed

Center Coordinator of University Studies

Polyglot Institute

Muscat Sultanate of Oman

EXCECUTIVE SUMMARY

People form an integral part of the organization. The efficiency and quality of its people

determines the fate of the organization. Hence choice of right people and placing them at right

place becomes essential. Hiring comes at this point of time in the picture. Hiring is a strategic

function for HR department. Recruitment and selection form the process of hiring the

employees. Recruitment is the systematic process of generating a pool of qualified

applicant for organization job. The process includes the step like HR planning attracting

applicant and screening them. This step is affected by various factors, which can be

internal as well as external. The organization makes use of various methods and sources

for this purpose.

Different organization adopts different approaches and techniques for their employees. To

know the practical application of the employees hiring process, the analysis of Nabil

factory was undertaken.

CONTENTS PAGE NO.

LIST OF TABLE

LIST OF CHART

CHAPTER 1: INTRODUCTION

1.1 BACKGROUND OF THE STUDY 1

1.2 MANUFACTURING 2

1.3 GLOBAL STRATEGIC BUSINESS REPORT 2

CHAPTER -2 STATEMENTS OF THE PROBLEM

2.1 STATEMENT OF THE PROBLEM 5

2.2 PURPOSE OF STUDY2.3 OBJECTIVES OF THE STUDY2.4 HYPOTHESIS

2.5 SCOPE OF THE STUDY 5

2.6 LIMITATIONS OF THE STUDY 6

CHAPTER – 3 THEORITICAL PERSPECTIVES

3.1 INTRODUCTION 8

3.2 DEFINITION 10

3.3 PURPOSE AND IMPORTANCE OF RECRUITMENT 10

3.4 FACTORS AFFECTING RECRUITMEN 10

3.5 INTERNAL SOURCES 13

3.6EXTERNAL SOURCES 16

3.7 RECRUITMENT PROCESS 21

3.8 METHOD OF RECRUITMENT PROCESS 23

3.9 EFFECTIVNESS OF RECRUITMENT PROCESS 25

CHAPTER – 4 COMPANY PROFILE

4.1 NATIONAL BISCUIT INDUSTRY LTD SAOG 27

4.2 HEIRARCHY OF ORGANISATI 27

4.3 PRODUCT LIST 28

4.4 ORGANISATION CHART 29

4.5 HUMAN RESOURCE CHART 30

4.6 CASH FLOW 31

4.7 COMPANY OWNER 33

4.8 FACILITIES PROVIDED 33

4.9 RECRUITMENT PROCESS OF NABIL 33

4.10 RECRUTMENT PROCESS CHART OF NABIL 36

CHAPTER -5 METHODOLOGIES

5.1 TITLE OF THE STUDY 38

5.2 RESEARCH PROBLEM 38

5.3 RESEARCH METHODOLOGY 38

CHAPTER-6 DATA ANALYSIS 40-55

6.1 TABLE

6.2 CHART

6.3 INFERENCE

CHAPTER -7 FINDINGS 55

CHAPTER-8 LIMITATION 59

CHAPTER-9 CONCLUSIONS & RECOMMENDATION 61

CHAPTER-10 ANNEXURE

BIBLIOGRAPHY 65

QUESTIONNAIRE 68

STATISTICAL TOOLS 72

LIST OF TABLE

S.NO TITLE PAGE NO.

1 TABLE SHOWING WHICH SOURCE THE ORGANISATION RELYS ON 40

2 TABLE SHOWING IF THE EMPLOYEES AT NABIL ARE SATISFIED WITH

THE RECRUITMENT SYSTEM

41

3 TABLE SHOWING IF THE RECRUITMENT SYSTEM IS TRANSPARENT

AT ALL THE LEVELS OR NOT

43

4 TABLE SHOWING IF THE RECRUITMENT SYSTEM IS UNIFORM AT ALL

THE LEVEL

44

5 TABLE SHOWING IF THE DEPT HEADS ARE CONSTITUTED IN THE

INTERVIEW AT THE TIME OF RECRUITMENT PROCESS

45

6 TABLE SHOWING IF THE WRITTEN TEST GIVES REAL ADVANTAGE

OR NOT

46

7 TABLE SHOWING IF THE RESPONDENT AGREE THAT THE DEPT HEAD

IS EXPLORING AND IDENTYFING NEW OPPURTUNITIES FOR THE

EXISTING EMPLOYEES

47

8 TABLE SHOWING IF THE EMPLOYEES ARE SATISFIED WITH THE

BENEFITS GIVEN

48

9 TABLE SHOWING IF THE RECRUITMENT PROCESS IS MOTIVATING

THE EMPLOYEES OR NOT

49

10 TABLE SHOWING IF THE EMPLOYEES ARE INVOLVED AT DECISION

MAKING OR NOT

50

11 TABLE SHOWING IF THE DEPT HEADS ARE INTRESTED IN

MOTIVATING THE EMPLOYEES OR NOT

51

LIST OF CHART

S.NO TITLE PAGE NO.

1 CHART SHOWING WHICH SOURCE THE ORGANISATION RELYS ON 40

2 CHART SHOWING IF THE EMPLOYEES AT NABIL ARE SATISFIED

WITH THE RECRUITMENT SYSTEM

42

3 CHART SHOWING IF THE RECRUITMENT SYSTEM IS TRANSPARENT

AT ALL THE LEVELS OR NOT

43

4 CHART SHOWING IF THE RECRUITMENT SYSTEM IS UNIFORM AT

ALL THE LEVEL

44

5 CHART SHOWING IF THE DEPT HEADS ARE CONSTITUTED IN THE

INTERVIEW AT THE TIME OF RECRUITMENT PROCESS

45

6 CHART SHOWING IF THE WRITTEN TEST GIVES REAL ADVANTAGE

OR NOT

46

7 CHART SHOWING IF THE RESPONDENT AGREE THAT THE DEPT HEAD

IS EXPLORING AND IDENTYFING NEW OPPURTUNITIES FOR THE

EXISTING EMPLOYEES

47

8 CHART SHOWING IF THE EMPLOYEES ARE SATISFIED WITH THE

BENEFITS GIVEN

48

9 CHART SHOWING IF THE RECRUITMENT PROCESS IS MOTIVATING

THE EMPLOYEES OR NOT

49

10 CHART SHOWING IF THE EMPLOYEES ARE INVOLVED AT DECISION

MAKING OR NOT

50

11 CHART SHOWING IF THE DEPT HEADS ARE INTRESTED IN

MOTIVATING THE EMPLOYEES OR NOT

51

CHAPTER-1

INTRODUCTION 1.1 Background of the study

1.2 Manufacturing

1.3 A global strategic business report

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Biscuits are a very significant part of the food industry in most countries of the world. A biscuit

is a small baked product; the exact meaning varies markedly in different parts of the world. The

origin of the word "biscuit" is from Latin via Middle French and means "cooked twice" (similar

to the German Zwieback). Some of the original biscuits were British naval hard tack. That was

passed down to American culture, and hard tack (biscuits) was made through the 19th century.

Biscuit can flourish in any environment where there is a base population, in the immediate

vicinity of the plant; a country with large population is well suited for a biscuit plant. Biscuit is

most suited for local production. This factor alone has made India a big biscuit center. Biscuit

Industry has flourished in India enormously over the years and is still growing phenomenally.

This growth has funneled a growth of all faces of biscuit making in India. While the modern

India is considered a centre for software development, many do not realize that one industry that

has developed similar capabilities is Biscuit.

Some interesting facts on the origin of other forms of biscuits:

The recipe for oval shaped cookies (that are also known as boudoir biscuits, sponge biscuits,

sponge fingers, Naples biscuits and Savoy biscuits) has changed little in 900 years and dates

back to the house of Savoy in the 11th century France. Peter the Great of Russia seems to have

enjoyed an oval-shaped cookie called "lady fingers" when visiting Louis XV of France.

The macaroon - a small round cookie with crisp crust and a soft interior - seems to have

originated in an Italian monastery in 1792 during the French Revolution.

SPRING- uhr-lee, have been traditional Christmas cookies in Austria and Bavaria for centuries.

They are made from a simple egg, flour and sugar dough and are usually rectangular in shape.

These cookies are made with a leavening agent called ammonium carbonate and baking

ammonia.

The inspiration for fortune cookies dates back to the 12th and 13th Centuries, when Chinese

soldiers slipped rice paper messages into moon cakes to help co-ordinate their defense against

Mongolian invaders.

1.2 MANUFACTURING

MIXING: This is a process where all ingredients are put together in right proportion for dough

formation. These ingredients are then fed into Mixers where mixing is done and dough is

prepared for molding .Major ingredients are flour, fat, sugar and others as per the product one

would like to have.

MOULDING: In this section we laminate the dough into sheet which then passes down to

gauge rollers and sheet thickness achieved for cutting. Here we have a cutter or a molder as per

the variety where one gets the shape and sizes of biscuits.

BAKING: This is the area where we pass these molded wet biscuit into baking oven .The

biscuits are baked on desired temperatures. Various type of heating are available now days as

per the convenience and cost .Different type ovens are available

COOLING: These baked biscuits are then passed on to cooling conveyors for natural cooling

prior to packing .The temperatures are brought down to room temperatures

PACKING: These biscuit are then stacked and fed into packing machine for packing. Different

packing material are available for packing of these biscuit in different packs .slug packs , pouch

pack or family packs etc. These packs are then put into secondary packaging like cartons to be

transported to retailers.

1.3 A GLOBAL STRATEGIC BUISNESS REPORT

Bakery represents one of the traditional occupations globally and stands for conventional

economic activity for various communities in several countries. Biscuits are highly popular

across the world and people of all ages enjoy eating biscuits throughout the year. Europe and the

United States dominate the world biscuits market, as stated by the new market research report

on biscuits. However, growth in these regions clearly lags behind the projected market growth

in emerging countries. Asia-Pacific represents the fastest growing market for sweet biscuits

represent the largest as well as fastest growing segment in the global biscuits market. Factors

contributing to growth include urbanization and increasing awareness among people about the

benefits offered by bakery products, among others.

Leading biscuits manufacturer are

Anna’s Pepparkakor AB

Arnotts Biscuits Holdings Pty Limited

Bahlsen GmbH & Co. KG

Britannia Industries Ltd.

Burton's Foods Ltd.

Group Nutrexpa

Lotus Bakeries NV

Katie’s Cakes

Kellogg Company

Kraft Foods Inc.

CHAPTER-2

2.1 Statement of the problem

2.2 Purpose of the study

2.3 Objective of the study

2.4 Hypothesis

2.5 Scope of the study

2.6 Limitation

2.1 STATEMENT OF THE PROBLEM

This particular topic is selected to study the effective utilization and maximum development of

human resource through recruitment process and to even know if the current recruitment

process motivates the employees or not.

2.2 PURPOSE OF THE STUDY

The purpose of this study is also to find out the impact or effectiveness of recruitment

process of Nabil factory.

The purpose of conducting this study is to obtain the award of degree of Bachelor of

Business Administration, from M.G. University, Kottayam.

2.3 OBJECTIVE OF THE STUDY

To know the recruitment pattern of Nabil factory

To analyze the effectiveness of recruitment of the Nabil factory.

To understand various HR tools used in handling recruitment process

To study and identify how the present process affect organizational outcome

2.4 HYPOTHESIS

H0 = There is no relation between the existing recruitment process and employee motivation.

H1 = There is a relation between the existing recruitment process and employee motivation.

2.5 SCOPE OF THE STUDY:

The scope of this study is respondents selected randomly, from the National Biscuit Industry

Ltd SAOG. They included nationals and expatriates who work in Nabil factory, Muscat.

2.6 LIMITATIONS OF THE STUDY

Only 45 days were given to complete the project

Transportation problem had emerged while travelling to the organization

The organization did not give out complete details about their industry as most of it was

confidential

CHAPTER 3THEORITICAL PERSPECTIVES

3.1 INTRODUCTION

3.2 DEFINATION

3.3 PURPOSE AND IMPORTANCE OF RECRUITMENT

3.4 FACTORS AFFCTIONG RECRUITMENT

3.5 INTERNAL SOURCES

3.6 EXTERNAL SOURCES

3.7 RECRUITMENT PROCESS

3.8 METHOD OF RECRUITMENT

3.9 EFFECTIVNESS OF RECRUITMENT PROGRAMME

RECRUITMENT

3.1 INTRODUCTION

People are integral part of any organization today. No organization can run without its human

resources. In today’s highly complex and competitive situation, choice of right person at the

right place has far reaching implications for an organization’s functioning. Employee well

selected and well placed would not only contribute to the efficient running of the organization

but offer significant potential for future replacement. This hiring is an important function. The

process of hiring begins with human resource planning (HRP) which helps to determine the

number and type of people on organization needs. Job analysis and job design enables to

specify the task and duties of hobs and qualification expected from prospective job HRP, job

analysis, hob design helps to identify the kind of people required in an organization and hence

hiring. It should be noted that hiring is an ongoing process and not confined to formative

stages of an organization. Employees leave the organization in search of greener pastures,

some retire and some die in the saddle. More importantly an enterprises grows, diversifies,

take over the other units all necessitating hiring of new men and women. In fact the hiring

function stops only when the organization ceases to exist.

WHAT DOES RECRUITMENT MEAN?

The word ‘recruitment’ has many meaning and plays an important role. Employees

leave the organization in search of greener pastures- some retire some die in saddle. The most

important thing is that enterprise grows, diversifies, and takes over other units-all necessitating

hiring of new men and women. In fact recruitment functions stop only when the organization

ceases to exist. To understand recruitment in simple terms it is understood as process of

searching for obtaining applications of job from among from which the right people can be

selected. To define recruitment we can define it formally as it is a process of finding and

attracting capable applicants for employment. The process begins when new recruit are sought

and ends when their application are submitted. The result is a pool of applicants from which

new employees are selected. Theoretically, recruitment process is said to end with receipt of

application in practice the activity extends to the screening applicants as to eliminate those who

are not qualified for job

3.2 Definition of recruitment

According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for the

employment and stimulating them to apply for job in the organization”. Recruitment is the

activity that links the employer and the job seekers.

3.3 Purpose and importance of recruitment

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 requirement of the organization in conjunction with its

personnel planning and job analysis activities;

Increase the job pool of job candidates at minimum cost;

Help increase the success rate of the selection process by reducing the number visibly

under qualified or job application;

Help reduce the probability that job applicants, once recruited selected, will leave the

organization only after a short period of time;

Meet the organizations legal and social obligation regarding the composition of its

workforce;

Being identifying and preparing potential job applicants who will be appropriate

candidates;

Increase organization individual effectiveness in the short term and long term;

Evaluate the effectiveness of various recruiting technique and sources for all types of job

applicants.

3.4 Factors affecting recruitment

There are a number of factors that affect recruitment. These are broadly classified into two

categories:

Internal factors

External factors

Internal factorThe internal factors also called as “endogenous factors” are the factors within the organization

that affect recruiting personnel in the organization.

Some of these are:-

Size of the organization

The size of the organization affects the recruitment process. Larger organization finds

recruitment less problematic than organization with smaller in size.

Recruiting policy

The recruitment policy of the organization i.e. recruiting from internal sources and external

sources also affect the recruitment process. Generally, recruitment through internal sources

is preferred, because own employees know the organization and they can well fit in to the

organization culture.

Image of the organization

Image of the organization is another factor having its influence on the recruitment process of the

organization. Good image of the organization earned by the number of overt and covert action

by management helps attract potential and complete candidates. Managerial actions like good

public relations, rendering public service like building roads, public parks, hospitals and schools

help earn image or goodwill for organization. That is why chip companies attract the larger

numbers of application.

Image of the job

Better remuneration and working conditions are considered the characteristics of good image of

a job. Besides, promotion and carrier development policies of organization also attract potential

candidates.

External factorsLike internal factors, there are some factors external to organization, which have their influence

on recruitment process. Some of these are given below:-

Demographic factors

As demographics factors are intimately related to human beings, i.e. employees, these have

profound influence on recruitment process. Demographic factors include age, sex, Literacy,

economics status etc

Labor market

Labor market condition I.e. supply and demand of labor is of particular importance in affecting

recruitment process. E.g. if the demand for specific skill is high relative to its supply is more

than for particular skill, recruitment will be relatively easier.

Unemployment situation

The rate of unemployment is yet another external factor its influence on the recruitment process.

When the employment rate in an area is high, the recruitment process tends to simpler. The

reason is not difficult to seek. The number of application is expectedly very high which makes

easier to attract the best-qualified applications. The reserve is also true. With low rate of

unemployment, recruiting process tend to become difficult

Labor laws

There are several labor laws and regulations passed by the central and state governments that

govern different type of employment. These cover working condition, compensation, retirement

benefits, safety and health of employee in industrial undertakings.

The child Labour Act, 1986; for example prohibits employment of children in certain

employments. Similarly several other acts such as the Employment Exchange Act,1958; The

Apprentice Act, 1961; the Factory Act,1948; and The Mines Act, 1952 deal with recruitment.

Legal consideration

Another external factor is legal consideration with regard to employment reservation of jobs for

schedule tribes, and other backward class (OBC) is the popular examples of such legal

consideration. The supreme court of India has given its verdict in favor of 50 per cent of jobs

and seats. This is so in case admission in the educational institutions also.

3.5 Internal sources

Present employees:

Promotions and transfer from among the present employees can be good sources of recruitment.

Promotion implies upgrading of an employee to a higher position carrying higher status, pay

and responsibilities. Promotion from among the present employees is advantageous because the

employees promoted are well acquainted with the organization culture, they get motivated and it

is cheaper also. Promotion from among the person employees also reduces the requirement of

job training. However, the disadvantage lies in limiting the choice of the few people and

denying hiring of outsiders who may be better qualified and skilled. Furthermore, promotion

from among present employees also results in inbreeding, which creates frustration among those

not promoted. Transfer refers to shifting an employee from one job to another without any

change in the position/post, status and responsibilities. The need for transfer is felt to provide

employees a broader and carried base, which is considered necessary for promotion. Job

rotation involves transfer of employees from one job to another job on the lateral basis.

Former employees:

Former employees are another source of applicant for vacancies to be filled up in the

organization. Retired or retrenched employees may be interested to e come back the company to

work on the part time basis. Similarly, some former employees who had left the organization for

any reason, any come back to work. This source has the advantages of hiring people whose

performance is already known to the organization.

Employee referrals:

This is yet another internal source of recruitment. The existing employees refer to the family

members, friends and relatives to the company potential candidates for the vacancies to be filled

up in the organization. This source serves as the most effective methods of recruiting people in

the organizations because refer to those potential candidates who meet the company

requirement known to them from their own experience. The referred individuals are expected to

be similar in type in the of race and sex, for example, to those who are already working in the

organization

Previous applicant:

This is considered as internal source in the sense that applications from the potential candidates

are already lying with organization. Sometimes the organization contacts though mail or

messengers these applicants to fill up the vacancies particularly for unskilled or semiskilled

jobs.

EVALUATION OF INTERNAL SOURCES:

Let us, evaluate the internal source of recruitment. Obviously, it can be done in terms of its

advantage and disadvantage the same are spelled out as follows:

ADVANTAGES:

The advantages of the internal source of recruitment include the following:

Familiarity with own employees:

The organization has more knowledge and familiarity with the strengths and weaknesses of its

own employees than of strange on unknown outsiders.

Better use of the talent:

The policy of internal recruitment also provides an opportunity to the organization to make a

better use of talents internally available and to develop them further and further.

Economical recruitment:

In case of internal recruitment, the organization does not need to spend much money, time and

effort to locate and attract the potential candidates. Thus, internal recruitment proves to be

economical, or say, inexpensive.

Improves morale:

This method makes employees sure that they would be preferred over the outsiders as and when

they filled up in the organization vacancies.

A motivator:

The promotion through internal recruitment serves as a source of motivation for the employees

to improve their carrier and income. The employees feel that organization feel that organization

is a place where they can build up their life-long career. Besides, internal recruitment also

serves as a means of attracting and retaining employees in the organization.

DISADVANTAGES:

The main drawback associated with the internal recruitment is as follows:

Limited choice:

Internal recruitment limits its choice to the talents available within the organization. Thus, it

denies the tapping of talents available in the vast labor market outside the organization.

Moreover, internal recruitment serves as a means for “inbreeding”, which is never healthy for

the future organizations.

Discourage competition:

In this system, the internal candidates are protected from competition by not giving opportunity

to otherwise competent candidates from outside the organization. This in turn, develops a

tendency among the employees to take the promotion without showing extra performance.

Stagnation of skills:

With the feeling that internal candidates will surely get promoted, their skill in the long run may

become stagnant or obsolete. If so, productivity and sufficiency of the organization, in turn,

decreases.

Creates conflicts:

Conflicts and controversies surface among the internal candidates, whether or not they deserve

promotion.

3.6 EXTERNAL SOURCES

External sources of recruitment lie outside the organization. These outnumber internal sources.

The main ones are listed as follows:

Employment exchanges:

The national commission labor (1969) observed in its report that in the pre-independence era,

the main source of labor war rural areas surrounding the industries. Immediately after

independence, national employment services were established to bring employer and job seeker

together. In response to it, the compulsory notification of vacancies act of 1959 (Commonly

called employment exchange act) was instituted which become operative in 1960.the main

functions of these employment exchanges with the branches in most cities are registration of job

seeker and tier placement in the notified vacancies. It is obligatory for employer to inform about

the outcome of selection within 15 days to the employment exchange. Employment exchange is

particularly useful in recruiting blue-collar, white- collar and technical workers

Employment agencies:

In addition to the government agencies, there are number of private agencies that register

candidates for employment and furnish a list of suitable candidates from the data bank as and

when sought by the prospective employer. Generally, these agencies select personnel for

supervisory and the higher levels. The main function of these agencies is to invite application

and short-list the suitable candidates for the organization. Of course, the representative of the

organization takes the final decision on selection. The employer organizations derive several

advantages through this source. The time saved in this method can be better utilized elsewhere

by the organization. As the organizational identity remains unknown to the job speakers, it,

thus, avoid receiving letters and attempts to influence.

Advertisement:

This method of recruitment can be used for jobs like clerical, technical, and managerial. The

higher the position in the organization, the more specialized the skills or the shorter the supply

of that resources in the labour market, the more widely dispersed the advertisement are likely to

be. For instance, the search for a top executive might include advertisements in a national daily

like the Hindu. Some employers/companies advertise their post by giving them post box number

of the name of some recruiting agency. This is done to particular keep own identity secret to

avoid unnecessary correspondence with the applicants. However the disadvantage of these blind

advertisement, i.e., post box number is that the potential job seekers are the hesitant without

unknowing the image of the organization, on the one hand, and the bad image/ reputation that

the blind advertisement have received because of the organizations that placed such

advertisements without position lying vacant just to know supply of labor/ workers in the labor

market, on the other. While preparing advertisement, a lot of care has to be taken to make it

clear and to the point. It must ensure that some self-selection among applicant take place and

only qualified applicant responds the advertisement copy should be prepared by using a four-

point guide called AIDA . The letters in the acronym denote that advertisement should attract

Attention, gain Interest, arouse a Desire and result in Action. However, not many

organizations mention complete detail about job positions in there advertisement. What

happened is that ambiguously worded and broad-based advertisements may generate a lot

irrelevant application, which would, by necessity, increasing the cost of processing them.

Professional Associations:

Very often, recruitment for certain professional and technical positions is made through

professionals association also called ‘Headhunters’. Institute of Engineers, All India

Management Association, etc., provide placement service to the members. The

professional associations prepare either list of jobseekers or publish or sponsor journal

or magazines containing advertisements for their member. It is particularly useful for

attracting highly skilled and professional personnel. However, in India, this is not a

very common practice and those few provide such kind service have not been able to

generating a large number of application.

Campus Recruitment:

This is another source of recruitment. Though campus recruitment is a common phenomenon

particularly in the American organizations, it has made rather recently. Of late, some

organizations such as HLL, HCL, L&T, Citibank, Cadbury ANZ Grind lays, etc., in

India have started visiting educational and training institute/ campuses for recruitment

purposes. Many Institutes have regular placement cells / offices to serve liaison between the

employer and the students. Tezpur Central University has one Deputy Director (Training

and Placement) for purpose of campus recruitment and placement. The method of campus

recruitment offers certain advantages to the employer organizations. First, the most of the

candidates are available at one place; second, the interviews are arranged at short notice;

third, the teaching is also met; fourth, it gives them opportunity to sell the

organization to a large students body who would be graduating subsequently. The

disadvantages of this of recruitment are that organizations have to limit their selection

to only “entry’’ positions and they interview the candidates who have similar education

and experience, if at all.

Deputation:

Another source of recruitment is deputation I.e., sending an employees to another

organization for the short duration of two to three years. This method of recruitment is

practice in a pretty manner, in the Government department and public sector organization

does not have to incurred the initial cast of induction and training. However, the

disadvantages of this of deputation is that deputation period of two/three year is not

enough for the deputed employee to provide employee to prove his/her mettle, on the one

hand, and develop commitment with organization to become part of it, on the other.

Word-of-mouth:

Some organizations in India also practice the “word-of-mouth’’ method of recruitment. In this

method , the word is passed around the vacancies or opening in the organization. Another

form of word-of-mouth method of “employee-pinching’’ i.e., the employee working in another

organization is offered by the rival organization. This method is economic, in terms of both

time and money. Some of the organization maintain a file applications and sent a bio-data

by a job seeker. These serve as a very handy as when there is vacancy in the organization. The

advantage of this method is no cost involved in recruitment. However, the disadvantages of

this method of recruitment are non- availability of the candidates when needed choice of

candidates is restricted to a too small number.

Raiding or Poaching:

This is another sources of recruitment whereby the rival firm by offering terms and

conditions, try to attract qualified employees to join the. This raiding is a common feature in

the Indian organizations. For instance, service executive of HMT left to join Titan Watch

Company, so also exodus of pilot from Indian Airlines to join the private air taxi operator. In

fact, raiding has become challenge for the human resource manager. Besides these, walk - ins,

contractors, radio and television, acquisitions and merger, etc., art some other sources of

recruitment used by organization.

EVALUATION OF EXTERNAL SOURCES:

Like the internal source of recruitment, external sources are mixed of advantages and

disadvantages

ADVANTAGES:-

Open process:

Being a more open process, it is likely to attract a large number of applicants/application. The in

turn, widens it option of selection.

Availability of Talented Candidates:

With the large pool of applicants, it becomes possible for organization to have talented

candidate from the outside. Thus, it introduces new blood in the organization.

Opportunity to Select the Best Candidate:

With the large pool of applicants, selection process becomes competitive. This increases

prospects for selection the best candidates.

Provides healthy competition:

As the external members are supposed to be more trained and efficient. With such a

background, they work with the positive attitude and greater vigor. This helps create healthy

competition and conductive work environment in the organization.

DISADVANTAGES:

However, the external sources of recruitment suffer from certain disadvantages too, these are:

Expensive and time consuming:

This method of recruitment is both expensive and time consuming. There is no guarantee that

organization will get good and suitable candidates.

Unfamiliarity with the Organization:

As candidates some outside the organization, they are not familiar with tasks, job nature

and the international scenario of the organization.

Discourage the Existing Employee:

Existing employees are not sure to get promotion. This discourages them to do the hard work.

This, in turn, boils down to decreasing productivity of the organization.

3.7 RECRUITMENT PROCESS

As stated earlier, recruitment is the process of location, identifying, and attracting capable

applications for jobs available in an organization. Accordingly, the recruitment process

comprises the following five steps:

Recruitment planning;

Strategy Development;

Searching;

Screening

Evaluation and Control.

Recruitment Planning:

The first involved in the recruitment process is planning. Hire, planning involves to draft a

comprehensive job specification for the vacant position, outline its major and minor

responsibilities; the skills, experience and qualifications needed; grade and level of pay;

starting date; whether temporary or permanent; and mention of special condition, if any,

attached to the job to be filled.

Strategy Development:

Once it is known how many with what qualification of candidates are required, the next

step involved in this regard is to device a suitable strategy for recruitment the candidates

in the organization. The strategic considerations to be considered may include issues like

whether to prepare the required candidates themselves or hire it from outside, what type

of recruitment method to be used, what geographical area be considered, for searching

the candidates, which source of recruitment to be practiced, and what sequence of

activities to be followed in recruiting candidates in the organization.

Searching:

This step involves attracting job seeders to the organization. There are broadly two sources

used to attract candidates. These are:

Internal Sources

External Sources.

Screening:

Through some view screening as the starting point of selection, we have considered it as

an integral part of recruitment. The reason being the selection process starts only after

the application have been screened and short listed. Let it be exemplified with an example.

In the Universities, application is invited for filling the post of Professors. Application received

in respond to invitation, i.e. advertisement are screened and short listed on the basis of

eligibility and suitability. Then, only the screened applicant are invited for seminar

presentation and personal interview. The selection process starts from here, i.e., seminar

presentation or interview. Job specification is invaluable n screening. Applications are

screened against the qualification, knowledge, skills, abilities, interest and experience

mentioned in the job specification. Those who do not qualify are straightway eliminated from

the selection process. The techniques used for screening candidates are vary depending on the

source of supply and method used for recruiting. Preliminary applications, de-selections tests

and screening interviews are common techniques used for screening the candidates.

Evaluation and control:

Given the considerable involved in the recruitment process, its evaluation and control is,

therefore, imperative. The costs generally incurred in a recruitment process include:

Salary of recruiters;

Cost of time spent for preparing job analysis, advertisement, etc;

Administrative expenses;

Cost of outsourcing or overtime while vacancies remain unfilled;

Cost incurred in recruiting unsuitable candidates.

In view of above, it is necessary for a prudent employed to try answering certain questions like:

Whether the recruitment methods are appropriate and valid?

Whether the recruitment process followed in the organization is effective at all or

not?

3.8 METHOD OF RECRUITMENTRecruitment methods refer to the means by which an organization reaches to the potential

job seeker. It is important to mention that the recruitment methods are different from the

resources of recruitment. The major line of distinction between the two is that while the

former is the means of establishing links with the prospective candidates, the latter is

location where the prospective employees are available. Dunn and Stephen have broadly

classified methods of recruitment into three categories. These are;

Direct Method;

Indirect Method;

Third Party Method.

Brief descriptions of these are follows:

Direct Method:

In this method, the representatives of the organizations are sent to the potential candidates

in the educational and training institutes. They establish contacts with the candidates seeking

jobs. Person pursuing management, engineering, medical, etc. programmers are mostly

picked up the manner.

Sometimes, some employer firm establishes with professors and solicits information about

student with excellent academic records. Sending the recruiter to the conventions,

seminars, setting up exhibits at fairs and using mobile office to go to the desired

centers are some other methods used establish direct contact with the job seekers.

Indirect Method;

Indirect methods include advertisements in the newspaper, on the radio and television,

in professional journals, technical magazines, etc. this method is useful when

Organization does not find suitable candidates to be promoted to fill up the higher posts, When

the organization want to reach out a vast territory, and When organization wants to fill up

scientific, professional and technical posts. The experience suggests that the higher the

position to be filled up in the organization, or the skill sought by the sophisticated one, the

more widely dispersed advertisement is likely to be used to reach too many suitable

candidates. Sometimes, many organizations go for what referred to as blind

advertisement in which only Box No. is given and the identity of the organization is

not disclosed. However, organizations with regional or national repute do not usually use

blind advertisements for obvious reasons.

While placing an advertisement to reach to the potential candidates, the following three

points need to borne in mind:

To visualize the type of the applicant one is trying recruit;

To write out a list of the advantages the job will offer;

To decide where to run the advertisement , i.e., newspaper with local, state, nation-

wide and international reach or circulation.

Third Party Method:

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

professional bodies pr associations, employee referral or recommendation, voluntary

organization, trade banks, labor contractors, etc., to establish contact with the job

seekers. Now, a question arises; which particular method is to be used to recruit employee

in the organization? The answer to it is that it will depend on the policy of the particular

firm, the position of the labor supply, the government regulations in this regard and

agreements with labor organizations. Notwithstanding, the best recruitment method is

to look first within the organization.

3.9 EFFECTIVENESS OF RECRUIITMENT PROGRAMME

Though there has so far not been evolved any formula such that makes recruitment programme

necessitates having certain attributes such as:

A well – defined recruitment policy.

A proper organizational structure.

A well - laid down procedure for locating potential jobseekers

A suitable method and technique for tapping and utilizing these candidates

A continuous assessment of effectiveness of recruitment programme and

incorporation of suitable modifications from time to improve the effectiveness of the

programme.

An ethically sound fool-proof telling an applicant all about the job and its position,

the firm to enable the candidate to judiciously decide whether or not to apply and

join the firm, if selected.

CHAPTER 4COMPANY PROFILE

4.1 National Biscuit Industries Ltd S.A.O.G

4.2 Members management

4.3 Cash flow

4.4 Recruitment process of NABIL

4.5 Recruitment process chart

4.1 NATIONAL BISCUIT INDUSTRIES LTD SAOG

National Biscuit Industries Ltd SAOG [NABIL] established in 1982 as a joint stock company

for the manufacture of biscuits, wafers and Snack food products in the Sultanate of Oman. It has

the state-of-the art manufacturing facilities for biscuits, Wafers and snack-extruded as well as

pellets. The company’s flagship brand “Nabil” is rated as the Best Brand in Oman and awarded

SUPER BRAND certificate in the year 2009. The company’s products are regularly exported to

more than 45 countries across the globe, with a strong presence in the GCC countries. Export

destinations include quality conscious market in North America, Australia, New Zealand,

Singapore, Honk Kong and South Africa.

Nabil is an ISO 22000: 2005 certified company which has HACCP system implemented. The

company has won several awards on quality and export performance.

Nabil is committed to providing their end customers with high quality product with a wide

choice of flavors, packing and excellent service.

MISSION AND VISION

Bring joy to their customers all over the world.

The aim at NABIL is to deliver outstanding value to their end customers by sourcing the best

materials, maintaining the highest manufacturing standards, and stringent quality assurance

systems. They shall Endeavour to foster a culture of excellence among their workforce as well

as their products, ensuring lasting relationships with the extended family of distributors, and

business associates.

4.2 Hierarchy of organization

BOARD OF DIRECTORS

Chairman

Vice chairman

Director representing Oman Investment Service

Directors

Directors

Directors

Directors

MANAGEMENT

Chief Executive Officer

Finance Manager

Plant Manager

Human Resource and Administration Manager

REGIONAL MARKETING MANAGER

4.3 PRODUCT LIST

Crackers

Cream biscuits

Digestive biscuits

Glucose

Marie

Milk & Malt

Sweet & Salt

Wafers

Tea biscuit

Mix nut cookies

Snack- corn

Nice biscuit

4.4 ORGANISATION CHART

CHAIRMAN

VICE - CHAIRMAN

DIRECTOR’S REPRESENTATIVE

4.5 HUMAN RESOURCE CHART

DIRECTOR DIRECTOR

C.E.O

DIRECTOR DIRECTOR

FINANCE MANAGER

PRODUCTION MANAGER

HUMAN RESOURCE MANAGER

REGIONAL MARKETING MANAGER

DIRECTOR OF HUMAN RESOURCE

DEPUTY DIRECTOR OF HR MANAGER

STAFF MANAGER

HR MANAGER

EMPLOYEE RELATION

PERSONAL ASSISTANCE

4.6 CASH FLOW

2010(First Quarter) 2011(First Quarter)

Other CF Operating 241.622 540.094

Liabilities Paid (67.864) (71.977)

Net Cash Used In Operating Actvities 173.758 468.117

(Increase) Decrease of Fixed Assets (3.883) (25.409)

Net Cash Used In Investing Activities (3.883) (25.409)

Dividends Paid - (50)

HR EXECUTIVE MANAGER

HR ADMINISTRATIVE MANAGER

HR MANAGER RECRUITMENT

CONTROL & PAYROLL RECRUITMENT

2010(First Quarter) 2011(First Quarter)

Increase (Decrease) in Accounts Payable - (261.241)

Increase (Decrease) in loans (short-term) (66.989) (131)

Other CF from financing (196.937) -

Net Cash Used In Financing Activities (263.926) (442.241)

Increase (decrease) in Cash (94.051) 0.467

Cash at the beginning of the period 205.958 282.125

Cash at the end of the period 111.907 282.592

FINANCIAL STATEMENT

2010(First Quarter) 2011(First Quarter)

Balance Sheet

Accounts Receivables 2,092.689 2,107.744

Total Current Assets 3,155.148 3,155.838

Total Non Current Assets 3,666.02 3,376.513

2010(First Quarter) 2011(First Quarter)

Total Assets 6,821.168 6,532.351

Total Current Liabilities 3,086.237 3,150.941

Total Non Current Liabilities 1,641.545 1,196.201

Total Liabilities 4,727.782 4,347.142

Total Owners Equity 2,076.668 2,166.601

Total Owners Equity and minority interest 2,093.386 2,185.209

Total Liabilities & Owners Equity and minority interest 6,821.168 6,532.351

Cash Flow

Net Cash Used In Operating Activities 173.758 468.117

Net Cash Used In Investing Activities (3.883) (25.409)

Net Cash Used In Financing Activities (263.926) (442.241)

Increase (decrease) in Cash (94.051) 0.467

Cash at the end of the period 111.907 282.592

4.7 COMPANY OWNERS

AMFIES HOLDING LTD (55.24%)

OMAN INTERNATIONAL FOR INVESTMENTS (28.9%)

OTHER (15.84%)

4.8 FACILITES PROVIDED BY THE COMPANY

REFRESHMENT DURING OFFICE HOURS

MEDICAL ALLOWANCE

HOUSE RENT ALLOWANCE

TRAVELL ALLOWANCE

4. 9 RECRUITMENT PROCESS OF NABIL BISCUIT FACTORY

MAN POWER RECRUITMENT

•As and when the need arises, the Manpower Requirement Form is dually filled by the

HOD/Group Manager of the concerned department and forwarded to the HRD Department.

•The HRD Department initiates activity on the recruitment once the "Manpower Requirement"

form is approved by MD.

•All "Manpower Requirement "Forms are maintained by the HRD Department.

IDENTIFYING SOURCES OF RECRUITMENT

On the basis of Manpower Requirement Form a recruitment source is identified. The source of

recruitment could be external or internal.

INTERNAL SOURCE OF RECRUITMENT

Internal Transfer/Promotion with necessary screening, training and selection to meet the

specified requirement. It would be desirable to utilize the internal sources before going outside

to attract the candidates.

Job rotation suitable employees are transferred from one position to another which leads to

better designation and power as well as responsibilities. Job rotation is done only at the top level

management as they require reliable and trustworthy employees

EXTERNA L SOURCES OF RECRUITMENT

An external source of Recruitment is considered from the combination of the following options:

CONSULTANT

Consultants are given the requirement specifying qualifications, experience and all other

necessary details. In consultant we consider the employment agencies, educational and technical

institute, casual, labor and mail applicants, trade unions and other sources.

ADVERTISEMENT

All recruitment advertisements are placed centrally by the HRD Department.

The advertisement is drafted by HRD Department in consultation with the concerned

Department.

All related documents of Advertisements released are maintained in the "Advertisement" file.

SELECTION

SCREENING/SHORTLISING

Resumes received from consultants and/or from the advertisements released in

Newspaper/Magazine are screened by HRD Department in consultation with the concerned

department.

INTERVIEW CALL

The shortlisted candidates are contacted for interview through an interview call letter/telephone

call/e-mail or through the consultants

INTERVIEW SCHEDULE

Interview schedule is prepared and sent to the concerned Department's HOD, Interview panel

and a copy is kept for HRD Department records. The Interview Schedule includes the following

requirement.

SELCTION OF THE CANDIDATE

The concerned HOD’s along with the HR manager selects the best candidate among the

available applicants for the job

OFFER LETTER

The candidate is offered an offer letter which has the salary, travel allowance and housing

allowance and once the candidate accepts the offer letter the next step is followed

VISA APPLICATION

Once the candidate accepts the offer the company provides them with a visa for 2 yrs that

allows them to work in the firm legally.

4.10 RECRUITMENT PROCESS CHART OF NATIONAL BISCUIT

INDUSTRY Ltd SAOG

VACANT POSITION IN THE ORGANISATION

RESUME DETAIL REQUISITION PROCESS

MANPOWER REQUISITION

NO REQUISITION

CHAPTER 5METHODOLOGY

DIRECT RECRUITMENT

OFFER LETTER TO THE SELECTED CANDIDTAE

REJECTION/HOLD

APPLICANT DATA REQUISITION APPROVED

APPLICATION SHORT LISTED

CALL FOR EVALUATION

EVALUATION PROCESS

VISA APPLICATION (FOR EXPACTS)

5.1 TITLE OF THE STUDY

5.2 RESEARCH PROBLEM

5.3 RESEARCH METHODOLOGY

5.1 TITLE OF THE STUDY

“A study on the recruitment process in Nabil factory”

5.2 RESEARCH PROBLEM

A research problem is one which requires a researcher to find out the best solution for the given problem, i.e., to find out by which course of action the objective can be attained optimally in the context of a given environment.

5.3 RESEARCH METHODOLOGY

Primary and secondary data are used for study:

Primary data collected data from random 50 employees working at Nabil. Primary data were

collected with the help of structure questionnaire. Interaction with the staff and management of

Nabil also helped in collecting information about the company and its future plans.

Secondary data were collected from published records of company as well as from internet,

magazines etc

Data analysis the collected data were tabulated and analyzed with the help of mathematic and

statistical tools.

Hypothesis

Hypothesis tested with chi square

CHAPTER 6

DATA ANALYSIS

6.1 Table

6.2 Chart

6.3 Inference

TABLE 6.1

TABLE SHOWING WHICH SOURCE THE ORGANIZATION MOSTLY RELIES ON

SOURCE RESPONSE PERCENTAGE

INTERNAL 12 24

EXTERNAL 38 76

TOTAL 50 100

CHART 6.1

CHART SHOWING WHICH SOURCE THE ORGANIZATION MOSTLY REPLIES ON

internal external0

10

20

30

40

50

60

70

80

Series1

Inference:

As we know that the Nabil mostly follows external sources for recruitment, thus, we find

that 76 % of the employees say that the organization follows external sources of recruitment

and only 24% of the employees say that the organization follows internal source.

TABLE 6.2

TABLE SHOWING IF THE EMPLOYEES AT NATIONAL BISCUIT INDUSTRIES LTD

SAOG ARE SATISFIED WITH THE RECRUITMENT SYSTEM

SCALE RESPONSE PERCENTAGE

EXCELLENT 8 16

GOOD 22 44

SATISFIED 8 16

NOT AT ALL 12 24

TOTAL 50 100

CHART 6.2

CHART SHOWING IF THE EMPLOYEES AT NATIONAL BISCUIT INDUSTRIES

LTD SAOG ARE SATISFIED WITH THE RECRUITMENT SYSTEM

excellent good satisfied not at all0

5

10

15

20

25

30

35

40

45

Series1

INFRENCE:

As Nabil follows external sources of recruitment 44% feel that it’s good because it brings in

fresh talent and new ideas will be involved. 16% of the employees feel that the current

recruitment system is excellent, 16% of the employees are satisfied and 24% of the employees

are not at all satisfied with it because they feel internal recruitment should be given more

importance as this can motivate the employees to perform better.

TABLE 6.3

TABLE SHOWING IF THE RECRUITMENT SYSTEM IS TRANSPARENT AT ALL

THE LEVELS OR NOT

TRANSAPRENCY RESPONSE PERCENTAGE

NOT AT ALL 7 14

TO SOME EXTENT 30 60

TO GREAT EXTENT 13 26

TOTAL 50 100

CHART 6.3

CHART SHOWING IF THE RECRUITMENT SYSTEM IS TRANSPARENT AT ALL

THE LEVELS OR NOT

not at all to some extent to great extent0

10

20

30

40

50

60

Series1

INFRENCE:

60% of the employees that come under the middle level management say that the

recruitment process is transparent to some extent where as the top level management (26%)

say that the recruitment process is transparent to great extent and only 14% of the

employees which belong to the production level management feel that the recruitment

process is not at all transparent.

TABLE 6.4

TABLE SHOWING IF THE RECRUITMENT PROCESS IS UNIFORM AT ALL THE

LEVEL

RESPONSE RESPONSE PERCENTAGE

YES 12 24

NO 12 24

VARIES AS PER DEPT 26 52

TOTAL 50 100

CHART 6.4

CHART SHOWING IF THE RECRUITMENT PROCESS IS UNIFORM AT ALL THE

LEVEL

yes no varies as per dept0

10

20

30

40

50

60

Series1

INFRENCE:

The above chart shows the uniformity of the recruitment process which shows that 52% of

the employees say that the recruitment process depends as per the department and 24% of

the employees feel that the recruitment process is uniform at all the levels and the rest 24%

of the employees do not feel that its uniform.

TABLE 6.5

TABLE SHOWING IF THE DEPT HEADS ARE CONSTITUTED IN THE INTERVEIW AT

THE TIME OF RECRUITMENT PROCESS

RESPONSE RESPONDENT PERCENTAGE

TOTALLY LINKED 37 74

PARTIALL LINKED 13 26

NOT AT ALL 0 0

TOTAL 50 100

CHART 6.5

CHART SHOWING IF THE DEPT HEADS ARE CONSTITUTED IN THE INTERVEIW AT

THE TIME OF RECRUITMENT PROCESS

totally linked partially linked not at all0

10

20

30

40

50

60

70

80

Series1

INFRENCE:

The above chart shows that 74% of the employees responded by saying that the department

heads are totally linked with the interview at the time of recruitment and the rest 26% say that

they are partially linked.

TABLE 6.6

TABLE SHOWING IF THE WRITTEN TEST GIVES THE REAL ADVANTAGE OR NOT

RESPONSE RESPONDENT PERCENTAGE

NOT AT ALL 25 50

SATISFIED 15 30

TOTAL SATISFACTION 2 4

TOTALLY GOOD 8 16

EXCELLENT 0 0

TOTAL 50 100

CHART 6.6

CHART SHOWING IF THE WRITTEN TEST GIVES THE REAL ADVANTAGE OR NOT

not at all satisfied highly good moderate excellent05

101520253035404550

Series1

INFRENCE:

The above chart shows that 50% of the employees feel that the written interview test does not

give the real personality about the candidates, whereas, 30% of the employees are satisfied with

the written test and 16% of the employees feel totally good about it and only 4% are totally

satisfied about it.

TABLE 6.7

TABLE SHOWING IF THE RESPONDENTS AGREE THAT THE HR DEPT IS

EXPLORING AND IDENTIFYING NEW OPPURTUNITIES FOR THE EXISTING

EMPLOYEES

RESPONSE RESPONDENT PERCENTAGE

YES 13 26

NO 22 44

SOMEWHAT 15 30

TOTAL 50 100

CHART 6.7

CHART SHOWING IF THE RESPONDENTS AGREE THAT THE HR DEPT IS

EXPLORING AND IDENTIFYING NEW OPPURTUNITIES FOR THE EXISTING

EMPLOYEES

yes no somewhat05

1015202530354045

Series1

INFRENCE:

The above chart says that 44% of the employees feel that the HR department is not identifying

or exploring new opportunities for the employees but 26% of the employees feel it is

identifying and exploring new opportunities for them, whereas, 30% of the employees feel that

they are somewhat trying to explore new opportunities.

TABLE 6.8

TABLE SHOWING IF THE EMPLOYEES ARE SATISFIED WITH THE BENEFITS GIVEN

RESPONSE RESPONDENT PERCENTAGE

HIGHLY MOTIVATING 18 36

MOTIVATING 15 30

MODERATLY 11 22

NO RESPONSE 6 12

TOTAL 50 100

CHART 6.8

CHART SHOWING IF THE EMPLOYEES ARE SATISFIED WITH THE BENEFITS

GIVEN

highly mo-tivating

motivating moderatly no response05

10152025303540

Series1

INFRENCE:

The above chart shows that a high percent of employees are highly motivated with the benefits

given to them (36%) and 30 % find the benefits motivating. But they are those section

employees who belong to the top level management. The middle level management who are

22% find the benefits motivating and the 12% of the employees did not respond to it.

TABLE 6.9

TABLE SHOWING IF THE RECRUITMENT PROCESS IS MOTIVATING THE

EMPLOYESS OR NOT

RESPONSE RESPONDENT PERCENTAGE

YES 10 20

NO 20 40

SOMEWHAT 20 40

TOTAL 50 100

CHART 6.9

CHART SHOWING IF THE RECRUITMENT PROCESS IS MOTIVATING THE

EMPLOYEES OR NOT

YES NO SOMEWHAT05

10152025303540

Series1

INFRENCE:

The above chart shows that 20% of the employees are satisfied with current recruitment

process another 40% are not happy with it and the rest 40% are somewhat happy with the

existing recruitment process.

TABLE 6.10

TABLE SHOWING IF THE EMPLOYEES ARE INVOLVED AT DECISION MAKING OR

NOT

RESPONSES RESPONDENT PERCENTAGE

YES 5 10

NO 3 6

OCCASIONALLY 42 84

TOTAL 50 100

CHART 6.10

CHART SHOWING IF THE EMPLOYEES ARE INVOLVED AT DECISION MAKING OR

NOT

YES NO OCCASIONALLY0

102030405060708090

Series1

INFRENCE:

The above chart says that 84% of the employees are occasionally involved in the decision

making process, 10% of the employees say that they are involved in the decision making

process and 6% say that they are not involved in the decision making process.

TABLE 6.11

TABLE SHOWING IF THE HR DEPT ARE INTRESTED IN MOTIVATING THE

EMPLOYEES OR NOT

RESPONSES RESPONDENT PERCENTAGE

STRONGLY AGREE 10 20

AGREE 5 10

NEUTRAL 30 60

DISAGREE 5 10

TOTAL 50 100

CHART 6.11

CHART SHOWING IF THE HR DEPT ARE INTRESTED IN MOTIVATING THE

EMPLOYEES OR NOT

STONGLY AGREE

AGREE NEUTRAL DISAGREE0

10

20

30

40

50

60

Series1

INFRENCE:

The above chart says that 60% of the employees are neutral about the management being

interested in employee motivation, 20% of the employees strongly agree with the statement,

10% agree with it and the rest 10% disagree with it.

Test of hypothesis

Statistical test of hypothesis is a process or procedure under which a statistical hypothesis is laid

down and it is accepted or rejected on the basis of random sample drawn from the population.

The test conducted to accept or to reject the hypothesis are known as statistical test of

hypothesis.

Commonly used statistical tests are Z-test, T-test, x2 – test, F-test. In this study , x2 test is used

for testing the hypothesis. The result is summarized below:

Chi square test between the existing recruitment process and employee motivation of

National Biscuit Industries Ltd SAOG

Hypothesis

H0 = There is no relation between the existing recruitment process and employee motivation.

H1 = There is a relation between the existing recruitment process and employee motivation.

Test validity

5% significance level

Test statistics ∑(Oi-Ei)2

X 2= __________ Ei

Computed value

Table 1-Observed Frequency (Oi)

HM M MO N.R TOTAL

EXCELLENT 2 3 2 1 8

GOOD 8 7 4 3 22

SATISFIED 3 2 2 1 8

NOT AT ALL 5 3 3 1 12

TOTAL 18 15 11 6 50

Table 2-Expected Frequency (Ei)

HM M MO NR TOTAL

EXCELLENT 2.88 2.4 1.76 0.96 8

GOOD 7.92 6.6 4.84 2.64 22

SATISFIED 2.88 2.4 1.76 0.96 8

NOT AT ALL 4.32 3.6 2.64 1.44 12

TOTAL 18 15 11 16 50

Solution table

O E O-E (O-E)2 (O-E) 2/E

2 2.88 (0.88) 0.7744 0.269

8 7.92 0.08 0.0064 8.080

3 2.88 0.12 0.0144 0.005

5 4.32 0.68 0.4624 0.108

3 2.4 0.6 0.36 0.15

7 6.6 0.4 0.16 0.024

2 2.4 (0.4) 0.16 0.067

3 3.6 (0.6) 0.36 0.1

2 1.76 0.24 0.0576 0.032

4 4.84 (0.84) 0.7056 0.146

2 1.76 0.24 0.0576 0.032

3 2.64 0.36 0.1296 0.050

1 0.96 0.04 0.16 0.167

3 2.64 0.36 0.1296 0.050

1 0.96 0.04 0.16 0.167

1 1.44 0.44 0.1936 0.134

TOTAL 9.575

Calculated Value = 9.575

Table valueDegree of freedom = (Row – 1) * (Col – 1)

Degree of freedom = (4 – 1) * (4 – 1)

= 9 at 5% significance

Table value = 16.919

Conclusion

A comparison between the calculated value (9.575) and the table value (16.919) of the chi-

square reveals that the table value of chi-square is much more than its calculated value. So we

accept the null hypothesis that is there is no relationship between existing recruitment process

and employee motivation

CHAPTER 7

FINDINGS

FINDINGS

The data analyses that was done on the employees of National biscuit industry ltd

SAOG,

Showed that only 3.4% of the employees felt that the recruitment process of Nabil was

excellent, where as 50% percent of the employees felt its good and 30% of the

employees were not satisfied with it.

By the survey done it is shown that the recruitment process of Nabil varies as per the

department as responded by 53% of the employees, whereas still 23% of the employees

who feel that the recruitment process is uniform and the other 23.4% of the employees

say that it’s not uniform. This proves that the employees are unaware about the

recruitment process.

73.4% of the employees said that the department heads are totally linked with the

interview at the time of recruitment and only 26.6% of the employees said that the

department heads are partially linked.

It shows that only 20% of the employees are happy with the current recruitment system

and 40% are not happy with it, whereas, 40% have no issues with the current existing

recruitment system.

83.4% of the employees are occasionally involved in the decision making of their

respective department and 10% of the employees are always involved with it and only

6.65% of the employees are not involved with the decision making process.

Only 20% of the employees strongly agree that the management is deeply concerned

with employee motivation and 10% agree with the statement whereas 60% are playing

neutral and 10% of the employees disagree with the statement.

CHAPTER 8

LIMITATION

LIMTATIONS

The most important limitation that was found was that Nabil does not have a flexible

recruitment process as they opt for external sources mostly for the recruitment of

employees

Only at occasions the employees are involved at the time of decision making, only if ,

the management involves them for the decision making this will motivate the employees

more

CHAPTER 9

CONCLUSION AND

RECCOMENDATION

CONCLUSION AND RECCOMENDATION

Effective recruitment and selection process can give an organization a competitive edge over its

competitors by saving both time and cost. National Biscuit Industries Ltd SAOG recruits major

part of its employee form external source, especially form Newspaper Ads which cost them

much. However, we have recommended some ideas that might help them to improve their

recruitment and selection process.

Outsourcing firm:

The company may draw required personnel from outsourcing firms. The outsourcing firms help

the organization by the initial screening of the candidates according to the needs of the

organization and creating a suitable pool of talent for the final selection by the organization as

per their needs.

Poaching/Raiding:

“Buying talent” (rather than developing it) is the latest method being followed by the

organizations today. Poaching means employing a competent and experienced person already

working with another reputed company in the same or different industry; the organization might

be a competitor in the industry. A company can attract talent from another firm by offering

attractive pay packages and other terms and conditions, better than the current employer of the

candidate. But it is seen as an unethical practice and not openly talked about.

Some other recommendations about recruitment process of Nabil are as follow:

Nabil should consider different factors like cost of living, taxation, family requirements

etc in recruiting people.

Several days’ orientation programmes should be undertaken to provide a clear picture

about the organization, its culture, rules and regulation, employees and management

body.

They should exercise their recruitment policy and should focus on recruiting best

potential people.

It should also focus to aid and encourage employees in realizing their full potential.

CONCLUSION

The globalization of business is forcing managers to struggle with complex issues as they seek

to gain or sustain a competitive advantage. National Biscuit Industries Ltd SAOG (NABIL) is

one of the large biscuit company in Oman. They enjoy outstanding recruitment and selection

practices in each successful employee hired. So, their hires are better “fits” in their work groups.

They also share values, traits and behaviors that are highly regarded for success in the

organization. They reach the qualified applicants through the use of innovative recruiting

channels. Traditionally, employers have focused on assessment methods that are highly

correlated to the content of the job, hence most able to predict ability to perform the required

duties and tasks. However, organizations have come to realize that success of the candidate

hinges on more than just the ability to carry out tasks and duties well. The foundation of

superior performance lies in the synergy created by a close fit with the work group and with the

organization culture. No process is complete without an evaluation of its success.

CHAPTER 10

BIBLIOGRAPHY AND ANNEXURE

BIBLIOGRAPHY

BOOKS:

1. C.R Kothari: Research Methodology – methods and techniques , 2nd

edition , New Age International (P) limited , Publishers, 4835/24,

Ansari Road, Daryaganj, New Delhi – 110002

2. H.R Ramanath, Research Methodology & Operations Research,

Himalaya Publishing House , Bangalore, 2010

3. Ranjit Kumar, Research Methodology , 3rd edition , Sage Publication,

New Delhi – 110002, 2011

4. S.P Gupta, Statistical Methods, Sultan Chand & Sons, New Delhi –

110002, 2010

5. Anju Khandelwal, Business Statistics, New Age International Private

limited – new Delhi 110002 – 2011

6. Dr J.K. Tyagi, Business Statistical, Khanna Book Publication Co. Private

limited – New Delhi 110002

7. Tanuja Agarwal, Strategic Human Resource Management, Oxford

University Press, New Delhi 110002, 2009

8. Cynthia D. Fisher; Lyle F. Schrenfeldt; James B. Shaw, Human

Resource Management, biztantra , New Delhi 110002 , 2009

9. Gary Dessler; Biju Varkkey, Human Resource Management , Manipal

Press, New Delhi 11002, 2009

WEBSITES

1) www.nabilbiscuits.com

2) www.wikipedia.com

3) www.askme.com

4) www.google.com

5) www.ehow.com

6) www.air.org

ANNEXURE-1

QUESTIONNAIRE

QUESTIONNAIRE

NAME:

OCCPATION:

AGE:

1) Which source your organization rely heavily on for recruitment?

Internal

External

2) Are you satisfied with the recruitment system at National biscuit Industry

Ltd?

Excellent

Good

Satisfied

Not at all

3) Is the recruitment system transparent at all level?

Not at all

To some extent

To great extent

4) Is the recruitment process uniform at all the level?

Yes

No

Varies as per department

5) Whether the department heads are constituted in the interview at the time of

recruitment process?

Totally linked

Partially linked

Not at all

6) Does the written test design gives real advantage or satisfaction?

Not at all

Satisfied

Highly satisfied

Moderately

Excellent

7) Do you agree that the HR department is also to identify and explore new

opportunities for the existing employees?

Yes

No

Somewhat

8) Are you satisfied with the benefits provided by the organization?

Yes

No

Somewhat

9) Does the current existing recruitment process is motivating the employees

of Nabil?

Highly motivating

Motivating

Moderately

No response

10) Are the employees involved in the decision

making if their recruitment department?

Yes

No

Occasionally

11) Management is really interested in

motivating the employees?

Strongly agree

Agree

Neutral

disagree

ANNEXURE-II

STATISTICAL TOOLS

CHI SQUARE TEST

CHI-SQUARE TEST-X2

a) Chi Square test- A chi-square test is a statistical test commonly used for testing

independence and goodness of fit.

Testing independence determines whether two or more observations across two

populations are dependent on each other (that is, whether one variable helps to

estimate the other).

Testing for goodness of fit determines if an observed frequency distribution matches a

theoretical frequency distribution.

In both cases the equation to calculate the chi-square statistic is 

X2=∑(Oi-Ei)2

___________ Ei

Where Oi equals the observed frequency and Ei the expected frequency.

The results of a chi-square test, along with the degrees of freedom, are used with a

previously calculated table of chi-square distributions to find a p-value. The p-value

can then be used to determine the significance of the test.

The quantity X2 describes the magnitude of the discrepancy between theory and observations.

X2 is defined as below:

X2¿∑(Oi-Ei) 2

___________

Ei

Where Oi= Observed Frequency

Ei= Expected Frequency

1) Ei is calculated using the following formula:

Ei=RT x CT _________ NWhere Ei= Expected Frequency RT= Row total for the row containing the cell CT= Column total for the column containing the cell N= Total number of observations

1) Oi has been found out through the Questionnaire

The calculated value of X2 is compared with the value for the given degree of

freedom at a certain specific level of significance.

If the calculated value of X2 is more than the table of X2, the difference between

theory and observations is considered to be significance.

While comparing the calculated value of X2 with the table value we have to

determine the degree of freedom. Degree of freedom means the number of

classes to which the value can be assigned randomly or it will without violating

the limitation place.

The degree of freedom for all the cell frequencies equal to (R-1) x (C-1) where C

refers to columns and R refers to rows.

In this study X2 is worked out at 95% confidence level.

For the purpose of analysis of the relevant data, a null hypothesis and alternative

hypothesis is established and the significance level is selected for rejection of null hypothesis.

If table value is greater than the calculated value we accept the null

hypothesis(Ho) and reject the null hypothesis and accept the alternative

hypothesis(H1)

ANNEXURE

ABBREVIATION

ABBREVIATION

1) NABIL – NATIONAL BISCUIT INDUSTRY LTD SAOG