A STUDY ON RECURITMENT AND SELECTION WITH RESPECT

TO TTK-LIG LIMITED
Project Report

Submitted to the Anna University in partial fulfillment of the

requirements for the award of the degree of
Master of Business Administration

By
A.MOHAMMED ERSATH
(Reg. No: 22808631035)

Under the guidance of

Faculty Guide Organizational Guide

Mr. Arivazhagan, Lecturer Mr. SAMPATH,

DEPARTMENT OF MANAGEMENT STUDIES

ALPHA COLLEGE OF ENGINEERING
(Affiliated to ANNA UNIVERSITY)
THIRUMAZHISAI, CHENNAI – 602 107

AUGUST - 2009

Page | 1
 ACKNOWLEDGEMENT
I am highly indebted and grateful to the Chairman Mrs. Grace George,
Managing Director Ms. Suja George and Principal Dr. Jose, Alpha College of
Engineering for giving me the opportunity to undertake the project.

I feel proud to thank my organizational guide Mr. Sampath, TTK-LIG LIMITED

Chennai for his valuable guidance, suggestions and support during the project period.

I wish to express my deep sense of gratitude to Mrs. Sarata, HOD, Department of

Management Studies, Alpha College of Engineering for providing valuable suggestions
during the course of study.

I am indeed grateful to my project guide Mr. Arivazhagan, Lecturer, Alpha

College of Engineering for supporting me through proper direction and guidance with
flexible manner to bring out this project as successful one.

I extend my sincere thanks to almighty God, my Parents and Friends for endowing
me with their immense blessings and helping towards the successful completion of this
project.

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Page | 3
Alpha College of Engineering
Thirumazhisai,
Chennai – 602 107

CERTIFICATE

This is to certify that the project work titled “A STUDY ON RECRUITMENT

AND SELECTION WITH RESPECT TO TTK-LIG” has been done by

Mr. A.MOHAMMED ERSATH (Reg. no: 22808631035), as a part of partial fulfillment of

the requirements for the degree of Master of Business Administration.

Station : Chennai

Date :

INSTITUTION GUIDE HEAD OF THE DEPARTMENT

Name : Mr. Arivazhagan, Name : Mrs. A.V. Sarata

Designation : Lecturer Designation : HOD

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A.MOHAMMED ERSATH
Reg no: 22808631035
Department of Management Studies
Alpha College of Engineering
Thirumazhisai, Chennai – 602 107

STUDENT’S DECLARATION

I hereby declare that the project work entitled “A STUDY ON

RECRUITMENT AND SELECTION WITH RESPECT TO TTK-LIG” submitted

in partial fulfillment of the requirements for the award of the Master of Business

Administration, to the Anna University, Chennai is of my original work and not submitted

for the award of any other Degree, Diploma or similar titles or prizes.

Station : Chennai

Date :

A.MOHAMMED ERSATH

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 Contents

Chapter Title Page

1 INTRODUCTION
1.1 Company Profile 8
1.2 Product profile 18
1.3 Recruitment and selection profile 20

2 REVIEW OF LITRATURE 48
3 RESEARCH METHODOLOGY 56
4 DATA ANALYSIS AND INTERPRETATION 59
5 FINDINGS & CONCLUSION 70
6 ANNEXURE– QUESTIONNAIRE 72

7 REFERENCES 74

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COMPANY PROFILE

Page | 7
 COMPANY PROFILE

The Beginning

The TTK Group is an Indian business conglomerate with a presence across several
segments of industry such as consumer durables, pharmaceuticals & supplements, bio-
medical devices, maps & atlases, Consular Visa Services, Virtual Assistant Services, and
health care services. The TTK Group has been associated with several brands, which are now
household names in India, such as Prestige Pressure Cookers, Woodward's Gripe Water,
Kohinoor condoms, Brylcreem and Kiwi Shoe polishes.

The TTK Group has revenues of over Rs. 10 billion with a presence across India
and several international markets. TTK products are quality certified by the world's leading
certifying bodies, and the group's joint ventures are with leading global corporations, such as
the SSL International UK, makers of Durex condoms and Dr. Scholl's foot care products.

The TTK Group social contributions include several charitable and social
organizations, such as the TTK Voluntary Blood Bank, the T.T. Ranganathan Clinical
Research Foundation, a Hospital for Alcohol & Drug Addiction, and TTK Schools for the
underprivileged and a strong association with the Chennai (Madras) Music Academy.

The TTK Group was started in 1928 by T. T. Krishnamachari, and is largely owned
by the family.

The TTK Group evolved from a trading concern to a manufacturing outfit in the 50s
under the guidance of its former Chairman, TT Narasimhan. Ever the visionary, he pioneered
the manufacture of pressure cookers and condoms in the country. He made the company a
force to be reckoned with, by setting up numerous medium and small units, to manufacture
products that helped make life easier for millions of homes in India.

The TTK Group is a multi-product, multi-unit, multi-location conglomerate with a

turnover in excess of Rs 5,000 million. It has a workforce of nearly 6,000 in its
manufacturing units and nationwide branches. TT Jagannathan, Chairman and Managing
Director now head the group.

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 The Group as it stands today is a strong international player. The Company exports
goods worth several millions to over 40 countries. It has also successfully undertaken turnkey
projects in Vietnam, Bangladesh and Uganda.

The Group comprises the following companies:

 TTK Prestige Limited

 TTK Textiles Limited
 Sara Lee TTK Limited
 TTK Bharat Planet - NRI Services
 TTK Healthcare Limited
 TTK-LIG Limited
 TTK Maersk Medical Limited

In 1952, TTK import and sell Durapac and Durex in India. In 1963, they
commence condom manufacturing. It is a joint venture between TTK Group, India and SSL
international Plc, UK. They manufacturing and marketing male latex condoms.

The factories at the Pallavaram (outskirts of Chennai), Virudhunagar (near Madurai) and
Pondicherry (160 kms south of Chennai) with Annual turnover of 170 crores. In 1971, supply
of condoms Government of India commenced. In Global Branded market, SSL is the joint
venture partner, is the market leader with a market share of 26%.In 1976,TTK commence
Exports their Products to Russia.

. In 1979, they launched Kohinoor-the brand leader in India today. In 1987, they
execute the Vietnam Project –it is the first international project for the TTK. In 2001, Sales
value crosses the Rs.1billion. TTK-LIG is a leader in more ways than one. They were the first
to introduce variant condoms like ribbed, dotted, contoured and spermicidal condoms in
India. Having pioneered condom advertising in India, their flagship brand Kohinoor
continues to be the market leader with over 40% market share, and Durex, the international
bestseller, is the first super premium condom brand to be marketed in India. In 2003, they got
the TPM Excellence Award (2nd category). In 2004, They Again got the TPM Excellence (2nd
Category) Consistency Award.

TTK group is on an acquisition mode. In a bid to expand its offerings in the medical
devices category it is on the like out for products in the over the counter (OTC) segment. The

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group is presently holding talks with its joint venture (JV) partner SSL of the UK to take the
process forward.
TTK-LIG ltd has been associated with the client in the launching, research and follow up of
their various brands Durex, Kohinoor pink etc.
Objective:
Prelaunch of Durex condoms, World’s leading condom brand, in India along with a
PR strategy to support the brand on a long-term basis and build consumer education and
awareness.
Strategy:
A strategy involving coverage of the brand in the media on a continuous basis
through press conferences, one-to-one interviews, factory visits, advertising, etc. Were
adopted with inputs from Durex global survey reports. A PR programme to project the
company as committed to education and quality was undertaken.

The strategic diversification would happen through OTC products which have
synergy with the group’s existing products in the medical devices category viz., condoms
and foot care products so that it can leverage TTK’s marketing strength and its distribution
network. However, they refused to throw more light on products that are being looked at or
the quantum of funds that would be allocated for the purpose.
Presently, the medical devices segment of the group is handled by two JVs.

The Rs.180crore TTK-LIG Ltd, at 51:49 JV between TTK group and SSL,
manufacturers. Kohinoor brand of condoms for the Indian market and export SSL’s
requirement of condoms under the durex brand name. SSL-TTK is a 51:49 JV also between
TTK group and SSL setup recently to manufacture the ‘Dr. Scholl’s range of foot care
products in India and act as an hub for SSL’s exports to Asia-pacific.
The acquisition would be made through TTK-LIG which is a profitable and cash-rich
company.

The company’s single product profile (condom) as a sort of weakness that needs to
be corrected. TTK-LIG‘s turn over stood at Rs.179.48 crore in year 2002-2003. Its exports
amounted to Rs. 42.11 crore. The company, which has the capacity to produce over1.5 billion
condoms a year, exports to over 40 countries worldwide.

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 The foot care business under SSL-TTK is a relatively a new line of business. The
company’s new manufacturing facility is coming up at Sriperumbudur near Chennai and
commercial production is slated for later this year. So, far around 15 products have been
introduced in the Indian market and this would be scaled up gradually.

TTK-LIG is also a leading supplier of condoms to the Government of India's Family

welfare programme, with over 5 billion condoms supplied so far. TTK-LIG has always
pursued quality as a religion. The condoms manufactured in the three Indian plants not only
meet, but even exceed the stringent quality standards like the European EN600:1996 and ISO
4074:2002 by a substantial margin. A representative of India in the ISO technical group,
TTK-LIG also plays an important role in the development of global standards for condoms.

This focus on being better than the best has resulted in the following international
accreditations for Quality Management Systems: BS EN ISO 9001: 2000; the EN46001 &
ISO 13485 for Medical Devices; US FDA 510K; German DLF; French AFNOR; Australian
TGA & South African SABS. The company has also been accredited to Environmental
Management Systems 1SO: 14001 in 2002. They also got the CMDCAS (Canadian
certification)

Global Calling
With exports of over 1.5 billion condoms in the last 4 years to over 40 countries
including the UK, USA, France, Germany, Australia, Brazil etc., TTK-LIG is today a reliable
sourcing point for global market needs.

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 VISION
 TTK-LIG trough TPM and said that there was a substantial increase in machine
productivity,
 Improvement in quality rate from 92% to 99%.

 Sizeable reduction in manufacturing costs, reduction in delivery lead time by 40%.

 Development and launching of 15 new products in record time, zero breakdowns and
zero accidents, change in work culture.

 The requirements of all stakeholders in business by achieving business objectives.

 TTK-LIG limited & SSL-TTK Limited where in they was successful in increasing
revenue, reducing costs, minimizing risk and maximizing stakeholder’s wealth.

 They have also been part of the steering committee for various continuous for
improvement initiatives like total productive maintenance, SAP implementation and
policy deployment.

MISSION

Page | 12
 TTK-LIG limited with the mission to market sex products. The Rs.175 crore
companies is a licensee of Durex, the UK-based company that is at the cutting edge of R&D
for pleasure devices. Durex, a 90 year old branch, has been associated with condoms. But
today there is a wide range of durex products---- such as lubricants, vibrating rings for males,
vibrators and massagers. TTK is bringing them into India one after the other.
But much as changed with regard to it, and it is on this changes that businesses or
Built. Man did not want off as a consequence of sex, so the condom was invented. Today, the
condom is reinvented for another service—enhances pleasure. In the market are dotted
condoms, ribbed condoms, condoms laced with mild anesthetic(benzocyaine) that numbs the
‘tip’ and gets the man some extra time’, lubricated condoms, the ‘super thins’ even condoms
with flavors such as strawberry and pina colda to tingle tongue! Don’t confuse condoms
with ‘production’!
It is rather paradoxical that in a country over a billion people the condom marker is
just Rs.90crore! But wait, it is getting bigger.
With changing attitudes, “people are experiment, they keep trying them (condoms)
one after the other” Urban women have no hesitation about a picking of a box of condoms off
the shelf and presenting it at the billing counter.
With growing product differentiation, reaching the customers has been singular challenge
take vibrating rings, for instance. It is a new product in India---- a flexible rings attaché d to a
tiny battery pack with a switch. The man slips it on, switches it on and it vibrates, thankfully
without noise.
These products are sold through traditional outlets------pharmacies, departmental
stores, beautiparlours------ u can’t have a salesman describe the features.
“When we introduce these products last October the trade was not interested” Not
surprisingly, because elsewhere in the world u see these products in sexshops,
With some effort, TTK convince some retail outlets to carry on inventory of condoms,
lubricants and vibrating rings.
They made the products and promotional literature very visible, at about 100 outlets
in Chennai, Mumbai and Delhi, and left it at that. The result; sales fair more than expected.
“In one month we sold five hundred rings (priced Rs.300 a piece) and 250 lubricant packs
(Rs.250 each). Health & glow in Chennai sold hundred rings and 75 lubricant packs. About
60 per cent own a vibrator. Globally, they are more popularly with woman, with 26 percent
of woman using them as against 19 percent of men.

Page | 13
 They rationalises the success thus; with lives becoming more stressful, people are
looking sex for relief. Over60 percent have sex at least thrice a week and over 40 percent
spend more than 20 minutes on four play. The ‘durex brand, helped, because it “gave
respectability to the product”.
With this, TTK is drawing up plans to ramp up distribution. Also, more products for the
durex stable are to be introduced.
TTK has not yet tapped the commercial sex workers market----- that’s the lower-end
market, dominated by cheap or free unbranded condoms
There will be some print and TV ads but TTK will primarily rely on making the products
available and visible and wait for the word to spread.

THE BOARD OF DIRECTORS

1. MR. T.T.JAGANNATHAN
2. MR. K.SHANKARAN
3. MR. JEAN-MICHEL CHATAGNY
4. MR. CHRISTOPHER WIKOFF McKECHNIE
5. MR. S.N.TALWAR
6. DR. DEVI SHETTY
7. MR. GIRISH RAO

ASSOCIATION WITH OTHER COMPANIES:

Page | 14
 Company Stat
Address City Zip Country
Name e
LOT B5-6
LRC KAWASA
HOSPITAL N BATANG KALI
1 44300 MY
PRODUCTS PERINDUS SELANGOR
SDN BHD TRIAN
MIEL
PLOT 204
LRC
KAWASA
HOSPITAL KUALA KETIL KEDAH
2 N 09300 MY
PRODUCTS DARULAMAN
PERINDUS
SDN BHD
TRIAN
3585
SSL
ENGINEE
3 AMERICAS NORCROSS GA 30092 US
RING DR.
, INC.
SUITE 200
SSL
AVENIDA
HEALTHC
CAN
ARE
4 FATJO, BARCELONA SP
MANUFAC
151 08191
TURING
RUBI
S.A.
UNIT 205
MILTON
SSL
RD.
INTERNAT CB4
5 CAMBRID CAMBRIDGE UK
IONAL, 4GZ
GE
PLC
SCIENCE
PARK
WELLGR
OW
INDUSTRI
SSL AL
MANUFAC ESTATE BANGSAMAK,BANGPAKO
6 24130 TH
TURING 100 MOO NG,CHACHOENG
LTD. 5,
BANGNA-
TRAD KM
36
TTK - LIG 20 PERALI 626
7 VIRUDHUNAGER IN
LTD. RD. 001

Page | 15
COMPETITORS:
The below companies who are making same product:

Company Address City Stat Zip Countr

Name e y
1 ACP ZI EUROPE MONTREUI 4926 FR
L-BELLAY 0
2 ACTAVIS 1877Vice
KAWAI
PresidentLINCOLNTO
- Products NC 2809 US
MID RD. N 2
ATLANTIC
LLC
Unit Director - PCP
3 ALATECH 595 SLOCOMB AL 3637 US
HEALTHCA E.LAWRENCE 5
RE, LLC.
Automation HARRIS HWY.
Automation Auto. Products Auto. Products
4 VPALATECH
Finance Finance
1600 STATE Operations AL
EUFAULA Operations
3602 USDirector
HEALTHCA DOCKS RD. 7
Country HR
RE, LLC. Automation Auto. Products Auto. Products
5 HR
ALLIED 19-21-1,
HRLEVEL Commercial
KUALA 5045VP Sales
MY
RUBBER 21, UOA LUMPUR 0
INDUSTRIES
Automation CENTRE Auto. Products Automation
PCP
VP SDN. BHD.
Sourcing NO. 19 JALAN Support VP Support
Sourcing
PINANG
6 ANSELL 1635 DOTHAN AL 3630 US
HEALTHCA INDUSTRIAL 3 PCP Tech &
Auto.
RE PCP
RD. PCP PCP
Site Service SAP Numerical
Products
PRODUCTS IT
Relays
QA LLC
&6
7 Sigma
AUSTRALIA LEVEL 1, 21 FIVE DOCK 2046 AS
N SPENCER NEW SOUTH
THERAPEUT STREET WHALES
IC SUPPLIES
PTY LTD
610
BARNETT
GREENWAY CHARLOTT 2827
8 INTL., NC US
INDUSTRIAL E 3
CORP.
DR.
3225
BIOFILM, 9208
9 EXECUTIVE VISTA CA US
INC. 1
RIDGE
OFF 3/4 MILE
JALAN
BIOGREEN
BERCHAM IPOH, 3140
10 MEDICAL MY
KAWASAN PERAK 0
SDN. BHD.
PERINDUSTRIA
N BERCHAM

Page | 16
O

PRODUCT PROFILE
Condoms
Our products are specified to comply with WHO-2003, BS EN ISO 4074:2002 &
EN 600 requirements. We produce Plain, dotted, Colored, Flavored and Textured Condoms.
Below is a summary of our condom specifications.

NO Specifications Limits Level Inspection AQL

DIMENSION
1. Length (mm) min.180mm + 10 mm Average of 13 1.5
2. Flat width (mm) 52 mm +2 mm samples must be
within Specified
3. Thickness (mm) 0.070mm + 0.005 mm limits.
4. Mass (gram) min.1.50gm + 0.05 gm
TENSILE PROPERTIES
(Force at Break)
5. Before Aging (N) Median = 39 N 13 samples 1.5
6. After Aging (N) Median = 39 N 1.5
(Elongation at Break )
7. Before Aging (%) Median > 700 %
8. After Aging (%) Median > 700 %
BURSTING

Page | 17
 (Before Aging)
9. Bursting Volume (ltr) min > 18 liters G-1 minimum 1.5
10. Bursting Pressure (kPa) min > 1.0 kPa
(After Aging)
11. Bursting Volume (ltr) min > 17 liters
12. Bursting Pressure (kPa) min > 1.0 kPa
PIN HOLE
13. Water Leakage Freedom from Hole G-1 minimum 315 0.25
samples
14. Individual Package No defects in samples 10 samples 1.5

RECRUITMENT & SELECTION Page | 18

 RECRUITMENT
Recruitment is the discovering of the potential applicants for the actual and
anticipated organizational vacancies. This being the critical factor, any organization has to
have well defined policies & practices aligned with the organization’s mission and vision
since it injects fresh blood in the organization.
Organizations work hard to find and attract capable applicants. Their methods depend upon the
situations since there is no best recruiting technique. However, the job descriptions and specifications
are essential tools, especially for the management in large organizations.

The Challenges:
 Attract people with multi-dimensional experiences and skills

 Infuse fresh blood at every level of the organization

 Develop a culture that attracts people to the company

 Locate people whose personalities fit the company’s values

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 Devise methodologies for assessing psychological traits

 Induct outsiders with new perspective to lead the company

 Search for talent globally, and not just within the country

 Design entry pay that competes on quality, and not quantum

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

The process of identification of different sources of personnel is known as recruitment.

Recruitment is a process of searching the candidates for employment and stimulating them to
apply for jobs in the organizations Recruitment is a process of searching the candidates for
employment and stimulating them to apply for jobs in the organizations. It is a linking
activity that brings together those offering jobs and those seeking jobs.
Recruitment refers to the attempt of getting interested applicants and creating a pool of
prospective employees so that the management can select the right person for the right job
from this pool. Recruitment process precedes the selection process, that is, selection of right
candidates for various positions in the organization.

Process of Recruitment
It is a positive process as it attracts suitable applicants to apply for available
jobs. The Process of recruitment:

 Identifies the different sources of labor supply

 Assesses their viability
 Choose the most suitable source or sources
 Invites applications from the perspective candidates for the vacant jobs.

The aims of recruitment are:

 To obtain a pool of suitable candidates for vacant posts
 To use and be seen to use a fair process

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  To ensure that all recruitment activities contribute to company goals and a desirable
company image
 To conduct recruitment activities in an efficient and cost-effective manner

Factors Affecting Recruitment

There are many factors that limit or affect the recruitment policy of an
organization. The important factors are:
 Size of the organization and the kinds of human resources required.
 Effect of past recruitment efforts.
 Nature of Workforce market in the region.
 Working conditions, wages and other benefits offered by other concerns.
 Social and political environment.
 Legal obligations created by various statutes

Recruitment Policy Statement

In recruitment activities, the company will:

 Advertise all vacancies internally,

 Reply to every job applicant without any delay,
 Inform job applicants the basic details and job conditions of every job advertised,
 Process all applications with efficiency and courtesy,
 Seek candidates on the basis of their qualifications,

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  Aim to ensure that every person invited for interview will be given a fair and
thorough hearing
 The company will not: Discriminate unfairly against potential applicants on the basis
of sex, race, religion, caste, etc.;
 Knowingly make any false or exaggerated claims in its recruitment literature or job
advertisements.

Sources of Recruitment
The various sources of recruitment are basically grouped into two categories:
 Internal Recruitment (recruitment from within the
enterprise)
 External Recruitment (recruitment from outside)

Although recruiting may bring to mind employment agencies and

classified ads, current employees are often your largest source of recruits. Some surveys even

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indicated that up to 90% of all management positions are filled internally. Filling open
positions with inside candidates has several advantages.
Employees see that competence is rewarded and morale and
performance may thus be enhanced. Having already been with your firm for some time,
inside candidates may be more committed to company goals and less likely to leave.
Promotion from within can boost employee commitment and provide managers a longer-term
perspective when making business decisions. It may also be safer to promote employees from
within, since you're likely to have a more accurate assessment of the person's skills than you
would otherwise. Inside candidates may also require less orientation and training than
outsiders.
Yet promotion from within can also backfire. Employees who apply for jobs and don't get
them may become discontented; informing unsuccessful applicants as to why they were
rejected and what remedial actions they might take to be more successful in the future is thus
essential. Similarly, many employers require managers to post job openings and interview all
inside candidates. Yet the manager often knows ahead of time exactly whom he or she wants
to hire, and requiring the person to interview a stream of unsuspecting inside candidates is
therefore a waste of time for all concerned. Groups may also not be as satisfied when their
new boss is appointed from within their own ranks as when he or she is a newcomer;
sometimes, for instance, it is difficult for the newly chosen leader to shake off the reputation
of being "one of the gang”.

Perhaps the biggest drawback, however, is inbreeding. When an entire management team has
been brought up through the ranks, there may be a tendency to make decisions ‘by the book’.
And to maintain the status quo, when an innovative and new direction is needed. Balancing
the benefit of morale and loyalty with the drawback of inbreeding is thus a challenge.

A. INTERNAL RECRUITMENT
 Promotions and Transfers
This is a method of filling vacancies from within through transfers and
promotions. A transfer is a lateral movement within the same grade, from one job to another.
It may lead to changes in duties and responsibilities, working conditions, etc., but not
necessarily salary. Promotion, on the other hand, involves movement of employee from a
lower level position to a higher-level position accompanied by (usually) changes in duties,
responsibilities, status and value. Organizations generally prepare badly lists or a central pool

Page | 23
of persons from which vacancies can be filled for manual jobs. Such persons are usually
passed on to various departments, depending on internal requirements. If a person remains on
such rolls for 240 days or more, he gets the status of a permanent employee as per the
Industrial Disputes Act and is therefore entitled to all relevant benefits, including provident
fund, gratuity, retrenchment compensation.

Filling vacancies in higher jobs from within the organization has a benefit of motivating the
existing employees. It has a great psychological impact over the employees because a
promotion at the higher level may lead to a chain of promotions at lower levels in the
organizations.

 Job Posting
Job posting is another way of hiring people from within. In this method, the
organization publicizes job openings on bulletin boards, electronic media and similar
outlets. One of the important advantages of this method is that it offers a chance to highly
qualified applicants working within the company to look for growth opportunities within
the company without looking for greener pastures outside.

 Employee Referrals
Employee referral means using personal contacts to locate job opportunities. It is
a recommendation from a current employee regarding a job applicant. The logic behind
employee referral is that "it takes one to know one". Employees working in the
organization, in this case, are encouraged to recommend the names of their friends
working in other organizations for a possible vacancy in the near future. In fact, this has
become a popular way of recruiting people in the highly competitive Information
Technology industry nowadays. Companies offer rich rewards also to employees whose
recommendations are accepted - after the routine screening and examining process is over
- and job offers extended to the suggested candidates. As a goodwill gesture, companies
also consider the names recommended by unions from time to time.

Page | 24
POSSIBLE BENEFITS AND COSTS OF EMPLOYEE REFERRALS
 Recommender gives a realistic picture about the job. The applicant can weigh the pros
and cons carefully before handing over the CV. The applicant is more likely to accept an
offer if one is made and once employed, to have a higher job survival.

 It's an excellent means of locating potential employees in those hard-to-fill positions. The
recommender earns a reward and the company can avoid expensive recruiting search - in
case the candidate gets selected.
 Recommenders may confuse friendship with job competence. Factors such as bias,
nepotism, and eagerness to see their friends in the company may come in the way of
hiring a suitable candidate.

ADVANTAGES OF USING INTERNAL SOURCES

Filling vacancies in higher jobs within the organization or through internal
transfers has various advantages such as:
 Employees are motivated to improve their performance.

 Moral of the employees is increased.

 Industrial peace prevails in the enterprise because of promotional avenues.

 Filling of jobs internally is cheaper as compared to getting candidates from external

sources.

 A promotion at higher levels my led to a chain of promotion at lower levels in the

organization. This motivates employees to improve their performance through learning
and practice.

 Transfer or job rotation is a tool of training the employees to prepare them for higher
jobs.

Page | 25
 Transfer has the benefit of shifting workforce from the surplus departments to those
where there is shortage of staff.

DRAWBACKS OF INTERNAL SOURCES

Internal sources of recruitment have certain drawbacks such as:
 When vacancies are filled through internal promotions, the scope for fresh talent is
reduced.
 The employees may become lethargic if they are sure of time bound promotions.
 The spirit of competition among the employees may be hampered.
 Frequent transfers of employees may reduce the overall productivity of the
organization.

EXTERNAL SOURCES
Every enterprise has to tap external sources for various positions. Running enterprises
have to recruit employees from outside for filling the positions whose specifications cannot
be met by the present employees and for meeting the additional requirements of manpower.
Companies commonly use the following external sources of recruitment.

 Media Advertisements:

Page | 26
 Advertisements in newspapers or trade and professional journals are generally used.
The advantage of advertising is that more information about the organization, job description
and job specifications can be given in advertisements to allow self screening by the
prospective candidates.

 Management Consultants:
Management consultancy firm helps the organizations to recruit technical,
professional and managerial personnel. They used to specialize in middle level and top-level
executive, but today they even help firms in recruiting fresh graduates & postgraduates in the
industry.

 Educational Institutes:
Educational institutes at all levels offer opportunities for recruiting recent
graduates. Most educational institutes operate placement services where prospective
employers can review credentials and interview graduates.

 Employee Referrals / Recommendations:

One of the best sources for individuals who perform effectively on the job is
recommendation for the current employee. An employee will rarely recommend someone
unless he or she believes that the individual can perform adequately. The recommended often
gives applicants more realistic information about the job than any other source.

 Casual Callers or Unsolicited Applicants:

The organizations that are regarded as good employers draw a steady stream of
unsolicited applicants in their offices. This serves as a valuable source of manpower. The
merit of this source of recruitment is that it avoids the costs of recruiting workforce from
other sources.

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ADVANTAGES OF USING EXTERNAL SOURCES
The merits of external sources of recruitment are:

 Qualified Personnel:
By using external sources of recruitment, the management can make qualified
and trained people to apply for vacant jobs in the organization.

 Wider Choice:
When vacancies are advertised widely, a large number of applicants from
outside the organization apply. The management has a wider choice while selecting
the people for employment.

 Fresh Talent:
The insiders may have limited talents. External Sources facilitate
infusion of fresh blood with new ideas into the enterprise. This will improve the
overall working of the enterprise.

 Competitive Spirit:

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 If a company can tap external sources, the existing staff will have to compete
with the outsiders. They will work harder to show better performance.

DRAWBACKS OF EXTERNAL SOURCES

The demerits of filling vacancies from external sources of recruitment are:

Dissatisfaction among Existing Staff:

External recruitment may lead to dissatisfaction and frustration among
existing employees. They may feel that their chances of promotion are reduced.

 Lengthy Process:
Recruitment from outside takes long time. The business has to notify the

vacancies and wait for applications to initiate the selection process.

 Uncertain Response:
Here candidates from outside may not be suitable for the enterprise. There is no

guarantee that the enterprise will be able to attract right kind of people from external

sources.

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Other Sources
In the search for particular types of applicants, nontraditional sources should be
considered. For example, Employ the Handicapped associations can be a source of highly
motivated workers; a forty-plus club can be an excellent source of mature and experienced
workers etc.

Recruiting Sources Used by Skill and Level

SKILL/LEVEL RECRUITING SOURCE

Unskilled, Semiskilled & Skilled Informal Contacts

Walk-ins
Public Employment Agencies
Professional Employees Informal Contacts
Internal Search
Managerial Level Walk-ins
Private Employment Agencies
Public Employment Agencies

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RECENT TRENDS IN RECRUITMENT
 Outsourcing
Under this arrangement company may draw the required personnel from the
outsourcing firms or agencies or commission basis rather than offering them employment.
This is also called leasing of human resources. The outsourcing firms develop their
human resource pools by employing people for them and make available the personnel to
various companies (called clients) as per their needs.
The outsourcing firms get payment for their services to their clients and give salary
directly to the personnel. The personnel deputed by the outsourcing agencies with the
clients are not the employees of the clients. They continue to be on the payroll of their
employees, that is, the outsourcing agencies.
Several outsourcing companies or agencies have come up which supply human resources
of various categories to their clients. A company in need of employees of certain
categories can approach an outsourcing company and avail the services of it human
resources.

The advantages of getting human resources through the outsourcing agencies are:

Page | 31
 1. The companies need not plan for human resources much in advance. They can
get human resources on lease basis from an outsourcing agency.
2. The companies are free from industrial relations problems as human resources
take on lease are not their employees.
3. The companies can dispense with this category of employees immediately
after the work is over.

 Poaching or Raiding
Poaching means employing a competent and experienced person already
working in another reputed company, which might be a rival in the industry. A company
can attract talent from another firm by offering attractive pay packages and other terms
and conditions.
Whatever may be the means used to raid rival firms for potential candidates, it is often
seen as an unethical practice and not openly talked about. In fact, raiding has become a
challenge for human resource managers of modern organization.

 Website or e-Recruitment
Many big organizations use Internet as a source of recruitment. They advertise
the job vacancies through the worldwide web (www). The job seekers send their
applications or Curriculum Vitae that are, CV; through e-mail using Internet, which can
be drawn by the prospective employer depending upon their requirements.

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 RECRUITMENT POLICY OF TTK-LIG

OBJECTIVE:

 To accomplish the company to plan its manpower requirements in order to meet the
organizational objectives and needs.

Page | 33
  To obtain and retain the right human resource material of appropriate skills,
knowledge, aptitude and merit which will enable the company.

MODES OF SOURCING:
Internal sourcing is more widely used in practice as compared to external
sourcing. Except in the lowermost grades, where direct recruitment is unavoidable, there is no
specific quota for recruitment from outside. The company provides opportunity for its
employees to grow from within the organization by acquiring the necessary qualification,
skills, knowledge and training.

Even so the company recruits from the open market to positions for which suitable candidates
are not available either internally or on deputation from the other organizations according to
job requirements.

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1. Deputation:
The very nature of the business of the company requires that it should staff the
organization with the experienced personnel from the public undertakings in respect of a
number of positions.

The terms and conditions of deputation of employees to TTK are decided in accordance with
the rules of the company.

2. Re-Employment & Appointment of the Consultants:

In respect of certain special jobs requiring services, the company may re-employ
suitable persons belonging to this category for specified periods, subject to such re-
employment being in accordance with the company’s policy and orders.

In order to meet the specific job requirements of limited duration which cannot be handled by
the company’s regular staff for want of expertise or shortage of manpower and with the
specific approval of the director/ managing director/ board of directors, the company may
appoint consultants/ advisors on the basis of the guidelines laid down by the board of
directors

3. Employment Exchanges:
The recruitment to the posts up to the pay level of Rs 8000/ or other equivalent level
are made through the employment exchanges ( compulsory notification of vacancies) Act,
1956 while considering the candidates recommended by the employment exchange personnel
engaged on casual / temporary / ad-hoc/ contractual basis are also considered.

4. Advertisement:
The advertisement for a vacancy is drafted in consultation with the concerned
departmental head, as and when it is to be released. The advertisement should indicate the job
title, qualification experience, age limit and other salient aspects of the job and also the pay
scale, allowances and the benefits afforded by the company.
The planned advertisements are generally released in the national dailies, but depending upon
the location, they are also released in regional / local dailies.

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5. Campus Recruitment:
Campus recruitment is carried out from time to time to induct fresh talent in the
organization from selected institutes.

Recruitment for the posts of engineers is also made through campus interviews to meet the
urgent requirements of the company.

Institutes:
Well established technical institutes and engineering colleges are selected by the
competent authority are chosen and an association is maintained on a long-term basis.

Process:
 Campus visits: visits are scheduled to the technical institutions and engineering
colleges during the placement season.

 Teams of senior officers are deputed to these institutes and colleges for campus
recruitment.

 Such of the applicants so screened as per the laid down criteria and found qualified
are being called for appearing in the written test or interview to be conducted by the
nominated selection board.

 All such recruits are required to serve the companies for a minimum period of three
years. They are also required to execute a bond of Rs one lakh in this regard and
submit one surety.

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 SELECTION PROCESS

The Challenges:
 Selection is a critical process
 Locating The Right Person
 Requires a huge investment of money to get right types of people.
 Structure of Selection Process that helps companies to test for fit
 Employment Tests to rightly judge the capabilities of candidates
 Selecting people who possess the ability and qualifications to perform the jobs.

Selection involves a series of steps by which the candidates are screened for choosing the most
suitable persons for vacant posts. The process of selection leads to employment of persons who
possess the ability and qualifications to perform the jobs, which have fallen vacant in an
organization.

The process of selection divides the candidates for employment into two categories, namely,
those who will be offered employment and those who will not be. The basic purpose of the
selection process is to choose right type of candidates to man various positions in the
organization. In order to achieve this purpose, a well-organized selection procedure involves
many steps and at each step, unsuitable candidates are rejected.

Both recruitment and selection are the two phases of the employment process. Recruitment
being the first phase envisages taking decisions on the choice of tapping the sources of
workforce supply. Selection is the second phase, which involves giving various types of test to
the candidates and interviewing them in order to select the suitable candidates only.

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SIGNIFICANCE OF SELECTION PROCESS
Selection is a critical process these days because it requires a huge investment
of money to get right types of people. If the right types of persons are not chosen, it will lead to
huge loss of the employer in term of time, effort and money. Therefore it is essential to devise a
suitable selection procedure. Each step in the selection procedure should help in getting more
and more information about the applicants to facilitate decision-making in the area of selection.

The benefits of selecting right kind of people for various jobs are as follows:
 Proper selection and placement of personnel go a long way towards building up a stable
workforce. It will keep the rates of employee turnover low.
 Competent employees show higher efficiency and enable the organization to achieve its
objectives effectively.
When people get jobs of their taste and choice, they get higher job satisfaction & in turn result
into a part of a contended workforce for the organization

People involved in the selection process are:

• HR Department
• Respective department head.
• Respective divisional head.

What Selection is all about?

All selection activities, from the initial screening interview to the physical
examination if required, exist for the purpose of making effective selection decisions. Each
activity is a step in the process that forms predictive exercise-managerial decision makers
seeking to predict which job applicants will be successful if hired. In actuality, the selection
process represents an effort to balance the objectives of evaluating and attracting.

Page | 38
Selection process comprises of the following steps

Receipt of application

Scrutiny of application

Preliminary interview by HR Department

Interview taken by the person from the

particular department

Interview by HR and Department head

Placement and orientation

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  Receipt of Applications:
It is the first step in the process of selection process. The application form
gives preliminary information about the candidate and assists the interviewer in formulating
the questions to obtain more information about the candidate.

 Scrutiny of Application:
All those who have applied for the job may not be suitable for it so the HR
department carries out a proper scrutiny of applications to select the candidates to be called
for preliminary interview.

 Preliminary Interview by HR Department:

The HR department takes this interview. The candidates are asked about
their qualifications, experience, interest, residence, age etc. Those whose qualification and
does not match are rejected.

 Interview taken by the person from the particular department:

Here they ask about the work experience; why he/she left the earlier job, ask
about his/her background etc. The interviewer matches the job specification, qualification,
ability to work under stress etc. At this level rejection are made if the interviewer does not
find the candidate suitable for the job.

 Interview by HR and Department Head:

At this level, the HR & department head, both take interview of the selected
candidates to know more about them. It is a very friendly conversation with them including
specialized questions. The HR head tell the interviewee about the company, its mission,
objectives and responsibilities of the job, which have applied for, salary, compensation, etc.

1. Placement and Orientation:

Orientation and placement of TTK covers the activities involved in introducing
the new employees to the organisation and to his or her work unit. It familiarize new
employee with the ’s objectives, history, procedures, and rules, communicate relevant

Page | 40
personnel policies such as hours of work, pay procedures, overtime requirements, provide a
tour of the company’s physical facilities and introduce him to his superior and co-workers.
SELECTION PROCESS AT TTK

 Receiving Applications
Whenever there is a vacancy, it is advertised or enquiries are made from the
suitable sources, and applications are received from the candidates.

 Screening of Application:
All the applicants received in response to recruitment notification are
scrutinized for the purpose of screening and short-listing the candidates who should be
called for the selection. The company restricts selection to the more meritorious of the
applicants through an appropriate process of initial screening.

 Selection Committee:
Selection committee is constituted under the orders of the managing
director or any other officer to whom the power to constitute such committees for the
purpose of conducting the written tests and/ or interviews. The selection committee
decides the actual scheme of the tests/ interview depending upon the requirements of the
job for which recruitment is made.

 Selection Employment Interview:

A minimum of 60% marks in the aggregate and also in the performance at
the written test and interview is required to enable the candidates to be finally selected.
The selection committee recommends the panel of successful candidates in order to the
Board of directors as the case may be for employment.

The main purposes of an employment interview are:

- To find out the suitability of the candidate,

- To seek more information about the candidate, and
- To give candidate accurate picture of a job with details of term & conditions and some
idea of organization’s policies.

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 Employment Interview may consist of number of rounds of interview with various
interviewers

 Checking References:
A referee is potentially an important source of information about a
candidate’s ability and personality if he/she holds a responsible position in some
organization or has been an employer of the candidate

 Medical Checkup:
An important part of the selection process is also to ensure the employee
is free from all kind of diseases that can hamper his work. For this purpose, every short
listed candidate goes through a medical check-up to ensure his physical fitness. The pre-
employment physical examination or medical test of a candidate is an important step in
the selection procedure. Medical examination as part of selection procedure depends
entirely upon the kind of jobs to be offered to the candidates. For instance some industries
do not take up medical examinations of the candidates at all.

 Letter Of Appointment:
After the candidate has cleared all the hurdles in the selection procedure,
he/se is formally appointed by issuing an appointment letter by concluding with him/her a
service agreement.
Generally in all organizations, the candidates are not appointed on
permanent basis because it is better to try them for few months on the job itself. Thus all
candidates have a probation period & candidates are expected to show their worth during
the probation period to get permanent employment in the particular organization.

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CLASSIFICATION OF EMPLOYMENT TESTS & INTERVIEWS

Employment Tests
 Intelligence Tests: These tests are used to judge the mental capacity of the applicants.
They measure the individual learning abilities, i.e., the ability to catch or understand
instructions and also ability to make decision and judgment. These tests are used in
the selection of personnel for almost every kind of job from the unskilled to the
skilled one.

 Aptitude Tests: Aptitude means the potential that an individual has for learning and
skills required to a job efficiently. They measure an applicant’s capacity and his
potential for development.

 Proficiency Tests: Proficiency Tests are those, which are designed to measure the
skills already acquired by the individuals. A proficiency test takes a sample of
individual’s behavior, which is designed as replica of the actual work situation.

 Interest Tests: Interest tests identify patterns of interest that is areas in which the
individual shows special concern, fascination & involvement. These tests will suggest
what types of jobs may be satisfying to the employees.

 Personality Tests: Personality test probes the qualities of the personality as a whole,
the combination of aptitude, interest and usual mood & temperament.

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Employment Interviews
The nature of employment interviews varies from firm to firm. It may be
conducted in the following forms:
 Patterned or Structured Interview: In this interview, a series of questions, which can
illuminate the significant aspects of the applicant’s background, are standardized in
advance. During the interview, the standardized questions are asked as they are
written; the order may vary but not the phrasing of the questions.

 Unstructured or Non-directed Interview: The interviewer does not ask direct &
specific questions. He/she creates an atmosphere in which the candidate feels free to
talk on the subject selected by the interviewer.

 Preliminary or Background information Interview: This type of interview is

conducted when the history of the applicant has to be known in terms of his
experience, education, health, interest & so on. It is more or less a preliminary
interview.

 Stress Interview: The applicant is intentionally put under a stress by interrupting him,
criticizing his/her viewpoint and keeping silent after he has finished speaking.

 Group Interview: It is an interview of a number of applicants in a group. The

interviewers can see reactions of the applicants in dealing with each other. It is used
where it is essential to know how the candidates behave in a group.

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 PROBATION AND CONFIRMATION

PROBATION PERIOD:
All initial appointments in the company as a result of direct recruitment in
accordance with the rules (except those of a temporary, ad-hoc, casual or contractual nature
and those on foreign service or deputation terms from other undertakings) are on probation
for a period of one year.

During the period of probation, an employee is liable to be discharged from the service of the
company without assigning any reason at the sole direction of the management.

The period of the probation may be extended or curtailed in the individual cases by the
competent authority on the merits of each case.

During the period of probation, the employees are required to undergo such training as is
called by the requirements of their jobs. Successful completion of the probation and the
prescribed training course will make the employee eligible for regularization and
confirmation in the company’s employment.

CONFIRMATION:
The personnel division screens the probationers in an appropriate manner and
obtains and notifies the approval of the competent authority for the regularization/
confirmation of individual direct recruits.

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SERIAL NO. ACTIVITY/ PROCEDURE

1. Technical scrutiny of applications

2. Approval for calling eligible candidates for written tests

and interviews

3. Dispatch of call letters

4. Selection of candidates called for interview

5. Medical check-up

6. Dispatch of appointment letters

7. Joining at

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 REVIEW
OF
LITERATURE

Page | 47
 REVIEW OF LITERATURE
Ministry issues Recruitment

Shirley WIJESINGHE

The Public Administration and Home Affairs Ministry has issued a schedule of
all recruitment examinations to the Sri Lanka Administrative Service for 2010, Public
Administration and Home Affairs Minister and Deputy Finance Minister Dr. Sarath
Amunugama said.

Minister Dr. Amunugama added that it has also been decided to conduct other examinations
including Efficiency Bar and for inter-grade promotions at Ministry level under the
supervision of Sri Lanka Institute of Development Administration.

He was addressing a special media conference at the Ministry auditorium yesterday.

Dr. Amunugama said the decision would help overcome the difficulties faced by the
Ministry, Examinations Department and the candidates.

Commenting on restoring civil administration in the North, Dr. Amunugama said about 700
vacancies have to be filled by officers proficient in Tamil to provide an efficient public
service to the North.

The required staff will be provided shortly to support the 180 acceleration programs launched
by the Government to achieve the targets of Uthuru Vasanthaya, Dr. Amunugama said.

Page | 48
 Recruitment and Selection in China

Background

While human resource management strategies have been widely exercised in

Western organisations and also been recognised as a significant partner to help the
organisation achieve its business objectives, the development of HRM in China is still at an
embryonic stage due to the socialist regime (Chatterjee & Nankervis, 2003). Consequently,
prior to the 1980s, recruitment and selection were of little significance (Lewis, 2003). Before
1978 the economy of China was a planned economy where HRM policies were a political
issue and HR planning and policies were strictly controlled by the central government and its
labour bureau. Chinese enterprises had no say in HR plans and had no formal personnel
departments because workers were assigned to the enterprises by the state (Lewis, 2003).

Organisations were mostly state-owned and run, and the workers were provided with a
‘cradle-to-the-grave’ welfare coverage that included lifetime employment and a guaranteed
wage and seniority system (Child, 1994). Therefore, the HR function was immaterial except
in the role it played in administering state-supported benefits and developing a relationship
with the relevant government labour bureaux (McComb, 1999). This system of recruitment,
allocation, employment permits, transferrals and dismissals of employees under the ‘iron rice
bowl’ had its origins in the Soviet management system of the 1950s (Zhu, 1995; Warner,
1997). Since the more open policy was introduced in 1978, various stages of economic
reform have lead to a series of changes. For example, the State relaxed control over
technology development and economic planning, as well as the planning of HR deployment,
and a more western style human resource management system that included employment
contracts was introduced (Child, 1994; Warner, 1997). Thus, the State-Owned Enterprises
and other collectively owned organisations transformed to something closer to independent
economic units with more autonomy to set production plans. Therefore, HR plans were
gradually introduced; such as hiring and terminating employment in response to operational
needs in order to meet business objectives (Chatterjee & Nankervis, 2003). These significant
developments, together with the amount of foreign investment flooding into China,
contributed to the need for a change of human resource management practices. Similarly, the
trend towards localization of employees “increased salaries of locals and continues to level

Page | 49
the playing field between foreign and local recruits” (Loong, 2004a, p. 130) and competition
for skilled professionals became more vigorous than previously.

One major difference with employment in the West is that, in the East, there are four major
types of candidates available; local Chinese, overseas Chinese, Chinese returnees, and
repatriates. Understanding the pros and cons of hiring candidates from each of these groups
has developed a situation whereby local Chinese have become more familiar with western
business practices as training programs and higher education qualifications have increased
skill.

However, Bjorkman and Lu (1999) as well as Chatterjee and Nankervis (2003) argued that
successfully managing people in the global environment results from understanding the
cultural environment. These researchers stressed that multinational corporations should learn
the Chinese culture that affects Chinese management practices and organisational behaviours
and then implement that knowledge into local human resource management practices instead
of trying to impose the Western processes from their home country. “Using employees of a
local joint venture partner is the easiest and most common method of recruiting staff. This
can, however, give rise to the problem of grossly over-manned state-owned enterprises
putting pressure on their foreign partners to take on more staff than are actually required. The
staff themselves are accustomed to long tenure … and they also tend to carry with them
inefficient state-sector practices” (UPS, 2003, p. 50).

The nature of work in China is greatly affected by some of the traditional Chinese cultural
values such as ‘guanxi’, ‘face’ and ‘harmonious relationships’ that require employers, state or
private, to recognise their ‘obligation’ to find or create suitable jobs and retrain surplus staff
for new positions (Benson, 1996; Vanhonacker, 2004). In China, whilst there are financial
incentives for those who employ surplus workers (Verma & Zhiming, 1995; Glover & Siu,
2000), the practice of human resource management is largely based on relationships (Goodall
& Warner, 1997). Furthermore, although the job for life tradition may be diminishing, it still
has a significant place in Chinese psyche and human resource practice.

Historically, it has been difficult to recruit people from different parts of the country because
of a strict residency policy (UPS 2003). However, these rules are being relaxed in major
cities and city authorities, keen to attract more talented workers, are becoming more flexible.
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Nevertheless, there are four outstanding features of Chinese culture as it relates to Chinese
management practices and organisational behaviour; each factor needs to be considered by
organisations in the practice of recruitment and selection.

1. Respect for age and hierarchy.

The concept of showing respect for superiors or seniors in a family originates
from Confucian beliefs. It is one of the basic requirements within a Chinese family, and to
respect the superiors of a different family is recognition of an individual’s social standing and
position (Bond, 1991). In the business environment, respect for authority will result in
unquestioned centralised decision-making and the recognition of hierarchy (Sudhir, 1993).

2. Face and harmony.

Face and harmony are significant features of social life in China (Bond, 1991).
Saving face is a key point when reaching consensus within a group. For example, if a
manager criticises a subordinate in the presence of other employees, this can cause that
employee to lose face. A loss of face will break down all personal relations and will destroy
communication between managers and employees and influence the internal management
process (Sudhir, 1993). Gao (1996) explained that the indirect Chinese communication style
is an attempt to minimise the loss of face and keep harmonious relationships.

3. Group orientation.
Bond (1996) indicated that Chinese individuals tend to identify themselves to
be part of a group, team or unit and they consciously form a distinction between ‘insiders’
and ‘outsiders’ due to the collectivist culture.

4. Personal relations or guanxi.

Guanxi can be regarded as customarily dealing with mutual favours and string
pulling between organisations and authorities (Xin & Pearce, 1996). However, it is also
important to know that guanxi exists within an organisation. A good personal relationship
can promote more open and frank communications between managers and subordinates.
Thus, a close guanxi can facilitate the management development process in the organisation
and can create ties and loyalty between employers and employees (Bjorkman & Lu, 1999).

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Recruitment techniques
Since new labour laws were introduced in 1995 and a new employment
contract system was set up, recruitment policies have changed (Benson & Zhu, 1999).
Enterprises, especially the state-owned enterprises, have the power to hire and fire employees
almost at will; however, the new labour laws protect the individual rights of each job seeker,
whatever their gender or ethnicity, thereby giving graduates the right to seek their own jobs
(Ding et al., 1997). State-owned enterprises can recruit both graduates and people with
experience from other companies (Goodall & Warner, 1997; Chatterjee & Nankervis, 2003).
However, these laws do not always counteract the cultural influences surrounding equality
and rights of the job seeker. It is almost impossible to change organisational norms and
values because there is such a strong power structure and interpersonal system of ‘guanxi’
prevalent in almost all organisations whether they are state- or privately-owned (Xin &
Pearce, 1996). Hence, it is often difficult for externally recruited employees to integrate into
an existing organisation, no matter how well educated or skilled they are (Bjorkman & Lu,
1999).

The informal labour market where priority is given to children and relatives of existing
employees is prevalent despite the lip service that is paid to the concept of unbiased,
objective recruitment practices (Verma & Zhiming, 1995). A study by Ip (1995) indicated
that about 80% of respondents had found their jobs through references from friends and
relatives; the figure was found to be similarly high in a study conducted by Ding et al. (1997).
Chatterjee and Nankervis (2003) reported that nepotism was still prevalent at department and
work unit level although it was less obvious at top management. The implication is that,
although the economic climate may have changed and there has been a demand for more
Western style HR procedures, recruitment practices in China have changed little.

Advertisements
It is common that employers use newspapers for their employment
advertisements, although recruitment advertisements are not permitted in the news media
without “the prior approval of the local labour and social security department” (Loong,
2004b, p. 167). The strategy is used to provide an information channel for potential workers
(Michael, 1993; Rafaeli & Oliver, 1998). Many companies attract high quality applicants
through newspapers (Overman, 2001). Many small service-oriented or retail companies use
Page | 52
help wanted signs in store windows to save advertising costs (Sensenbrenner &
Sensenbrenner, 1994). Advertisements are usually placed in local papers or specialised
industry publications. In general, company names and place of origins are listed because
corporate reputation is a key to attracting job seekers to respond to an advertised position
(Sensenbrenner & Sensenbrenner, 1994).

Job Fairs
The common recruitment avenues are the labour market, personnel exchange
seminars that are called ‘lao dong li shi chang’ (free labour market) (Sudhir, 1993). The job
fairs are sponsored by the Labour Bureau. In today’s intensively competitive business
environment, more and larger job fairs are being held in cities in China; fairs often play host
to hundreds of companies and attract thousands of job-seekers, even though “job seekers are
admitted for a fee” (Loong, 2004b, p. 167).

Campus recruitment
To recruit potential applicants, many companies regularly go to college or
university campuses to interview students (Overman, 2001). They can negotiate the job
terms directly with the students. If both come to an agreement, the student will be given an
offer after he/she graduates. The campus recruitment season normally runs from October to
December (Sensenbrenner & Sensenbrenner, 1994).

Global image
Since the advent of the new century and the development of technology parks and
technology development zones in China, there has been a concomitant growth in the use of
Western HR strategies among multinational companies; the strategies are closely related to
those used in branches around the world.

Business Management Services

While China has excellent technical education, there is a dearth of managerial
training because, in the past, managers were promoted on the basis of their political party
allegiance, and many parts of the country remain ‘provincialized’ as shown in the HR
inflexibility such as the ‘hukou’ (residence) policy. Thus, although China may be becoming
more open, there remain strong cultural imperatives which must be addressed and respected
by business management services.
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Corporate Co-ordination
International Communications and PR companies are developing offices
throughout China to assist local and overseas businesses work together effectively to meet the
demands of Eastern and Western markets. Chinese customers, employees and suppliers are
managed by the ICPR companies which also provide technical support in dealings with
Chinese government officials.

Selection Techniques

Interview
The interview is a common selection tool for many companies (Huffcult &
Arthur, 1994) and is the dominant method used. Punctuality is very important in China and
in greeting the applicant the employer will not look at them directly because lowering of eyes
shows respect.

Tests
There are a series of tests that often are used by Chinese companies, such as
technology tests, technical tests, problem solving tests and English proficiency tests.
Traditional companies rarely use psychological or aptitude testing because they result in a
potential loss of face for applicants (Bjorkman & Lu, 1999); however, psychometric testing
of abilities and attitudes, interests and motivations, needs and aspirations and/or personal
management style has been adopted from Western HR practices, especially in the Healthcare
industry.

Behavioural Event
Interactive role play, simulation exercises and leaderless group discussion
(LGD) are behavioural events which are increasingly popular in the task of selecting the most
appropriate employees. There is an emphasis on identifying values and experience because
companies are seeking to have an excellent working relationship among staff and that is
considered to come from staff having common education, culture and norms.

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RESEARCH METHODOLOGY

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 RESEARCH METHODOLOGY
The study is carried at with the cooperation of Management, who permitted the
researcher to carry on the study and facilitate the requisite data.
The data can be collected by following approach.

RESEARCH METHODOLOGY MEANING:

Research in common parlance refers to a search for knowledge one can also
define research as a scientific and systematic search for pertinent information on a specific
top
In fact, researches an art of scientific investigation.
A careful for investigation inquiry especially through search for new facts in
any branch of knowledge.
Research is an academic activity and as such the term should be used in a
technical sense collecting, organizing and evaluating data.
The concerned problem is certain generalization for some theoretical formulation.

OBJECTIVES OF THE RESEARCH METHODOLOGY:

To gain familiarity a phenomenon or to achieve new insights into it. To portray
accurately the characteristics of a particular individual situation or a group.
To determine the frequency with which sampling occurs or with which it is associated with
something close.
To test a hypothesis of a causal relationship between variables.

METHODOLOGY OF THE STUDY:

The present study is an exclusive study in TTK-LIG Ltd, to meet the formulated
objectives. The collection of data or information is done through principle sources.

DATA COLLECTION:
More specific information from various sources is to be collected and the
accuracy is of great importance for drawing correct and valid conclusions. The nature of the
source of the data depends upon the type of information required. For this secondary were
used.

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SECONDARY DATA:
The secondary data is the data which have already been collected by
Someone and which have already been passed through the statistical process. Most of the
data used for the study is secondary in nature and has been collected as,

 Profile of the company

 Executive Statements,
 Referring text books.
 Business magazines.

DATA PROCESSING:
Coding, tabulation, one and two way classification and graphical
representation.
In this project the data are tabulated and graphs are drawn using MS-EXCEL.

LIMITATION:
In this project the collection of data is from only limited number of employees
such as from 30 employees.

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DATA ANALYSIS AND
INTERPRETATION

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DATA ANALYSIS AND INTERPRETATION
TABLE: 1
SHOWING THE AGE DISTRIBUTION OF EMPLOYEES
AGE CLASS NO.OF RESPONDENTS PERCENTAGE
Less than 30 15 50%
30-35 6 20%
35-40 8 27%
40& above 1 30%
Total 30 100%
CHART: 1

SHOWING THE AGE DISTRIBUTION OF EMPLOYEES

CONCEPT:
Age of the employees is the most important factor, which indicates the experience and
knowledge of the employees.
ANALYSIS:
From the study it is found that 50% of the employees are in the age group of less than
30, followed by 20% in the age group of 30-35 years, 25% from the 35-40 years, while 3%
from the age group of 40 and above.
INTERPRETATION OF DATA:
The above diagram indicates that 30% of the employees fall under age group of 35
years and above who enjoy more experience with regard to their responsibility.

TABLE: 2

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SHOWING THE RESPONSE OF RESPONDENTS ABOUT THE RECRUITMENT
PROGRAM CONDUCTED LAST YEAR
NO.OF
S.NO RESPONSE PERCENTAGE
RESPONDENTS
1 YES 26 87%
2 NO 4 23%
TOTAL 30 100%
CHART: 2

SHOWING THE RESPONSE OF RESPONDENTS ABOUT THE RECRUITMENT

PROGRAM CONDUCTED LAST YEAR
CONCEPT:
Response of respondents about the recruitment program
ANALYSIS:
From the above table it is found that 87% of the respondents say ‘YES’ that they
had accept recruitment whereas 23% says ‘NO’.
INTERPRETATION OF DATA:
From the above analysis, they can conclude that majority of the respondents had
accept recruitment process in the last year

TABLE: 3
SHOWING THE DIISTRIBUTION OF AWARNESS ABOUT RECRUITMENT
OBJECTIVES

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 NO.OF
S.NO RESPONSE PERCENTAGE
RESPONDENTS
1 YES 26 87%
2 NO 4 13%
TOTAL 30 100%
CHART: 3

SHOWING THE DIISTRIBUTION OF AWARNESS ABOUT RECRUITMENT

OBJECTIVES
CONCEPT:
An employee has to know the objectives of recruitment before the recruitment
process.

ANALYSIS:
From the above diagram, it shows out of 30 respondents,87% accepted, that they are
aware about the recruitment objectives while balance 13% says NOT.

INTERPRETATION:
Thus it clear that the most of the employees are aware about the recruitment objectives
when being selected
TABLE: 4
SHOWING THE OPINION OF THE RESPONDENTS TOWARDS RECRUITMENT
FEEDBACK

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 NO.OF
S.NO RESPONSE PERCENTAGE
RESPONDENTS
1 YES 24 80%
2 NOT AT ALL 0 0%
TO SOME
3 3 10%
EXTENT
4 NOT KNOWN 3 10%
TOTAL 30 100%
CHART: 4

SHOWING THE OPINION OF THE RESPONDENTS TOWARDS RECRUITMENT

FEEDBACK
CONCEPT:
Employee’s feedback is the most important tool which helps the organization to
recruitment.

ANALYSIS:
From the above chart, it clearly shows that 80% of the respondents says yes, their
feedback is considered, while 10% says that their feedback is considered to some extent and
balance 10% says do not know.

INTERPRETATION:
From the above analysis, it is found that the feedback is given importance in TTK-
LIG Limited.
TABLE: 5
SHOWING THE SATISFACTION LEVEL OF RESPONDENTS ABOUT THE
RECRUITMENT PROCESS

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 NO.OF
S.NO RESPONSE PERCENTAGE
RESPONDENTS
1 YES 27 90%
2 NO 3 10%
TOTAL 30 100%

CHART: 5

SHOWING THE SATISFACTION LEVEL OF RESPONDENTS ABOUT THE

RECRUITMENT PROCESS

CONCEPT:
The recruitment process has major impact. It should have professional
environment and support to the employees.

ANALYSIS:
From above chart showing that 90% of the respondents are of the opinion that the
recruitment process is good.

INTERPRETATION:
From the above chart, it is clear majority the respondents say that they are
satisfied with the recruitment process.
TABLE: 6
SHOWING THE EMPLOYEES SELECTION CRITERIA FOR RECRUITMENT
RESPONSE NO.OF RESPONDENTS PERCENTAGE
DEPARTMENT 9 27%

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 COMPANY 6 18%
RANDOM 14 42%
NOT KNOWN 1 3%
TOTAL 30 100%

CHART: 6

SHOWING THE EMPLOYEES SELECTION CRITERIA FOR RECRUITMENT

CONCEPT:
For recruitment, a company has to follow some criteria depending on the need and
to get each employee to achieve the desired goals.

ANALYSIS:
From the above diagram, 42% of the employees are selected randomly, 18% by
company, 27% by the department, while 3% says as not known the criteria for Recruitment.

INTERPRETATION:
The above vividly depicts the 42% of employees are selected randomly for the
Recruitment process.

TABLE: 7
SHOWING THE DISTRIBUTION OF REGULAR RECRUITMENT ACTIVITY
NO.OF
S.NO RESPONSE PERCENTAGE
RESPONDENTS
1 YES 28 92%
2 NO 2 8%
TOTAL 30 100%

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CHART: 7

SHOWING THE DISTRIBUTION OF REGULAR RECRUITMENT ACTIVITY

CONCEPT:
Recruitment should be regular activity. It helps to recruit the employees to achieve the
desired goals.

ANALYSIS:
From the above table it clear that of the 92% of respondents say that they undergo
through regular recruitments and only 2% say that they don’t go through recruitment.

INTERPRETATION:
Thus it found that at TTK-LIG, Recruitment is a regular and continuous process.

TABLE: 8
SHOWING THE MANAGEMENT CO-OPERATION DURING RECRUITMENT
S.NO RESPONSE NO.OF PERCENTAGE
RESPONDENTS
1 GOOD 26 87%
2 MODERATE 4 13%
3 BAD 0 0%
4 NO SUPPORT 0 0%
TOTAL 30 100%

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CHART: 8

SHOWING THE MANAGEMENT CO-OPERATION DURING RECRUITMENT

CONCEPT:
The management support should be extended to the employees; it can motivate them.
ANALYSIS:
From the above chart, it is found that 87% of the respondents say that the
management is supporting to a greater extent, while 13% says that they are getting moderate
support.

INTERPRETATION:
From the above analysis, it is found that the majority of the respondents are of the
opinion that the management is extending its full co-operation during Recruitment and
Selection.
TABLE: 9
SHOWING THE OPINION ABOUT THE RECRUITMENT PROCESS
NO.OF
S.NO RESPONSE PERCENTAGE
RESPONDENTS
1 GOOD 25 83%
PROPERLY
2 5 17%
CHOSE
3 BAD 0 0%
TOTAL 30 100%
CHART: 9

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SHOWING THE OPINION ABOUT THE RECRUITMENT PROCESS

CONCEPT:
Even though company chooses the Recruitment process, the employee’s opinion is also
important for their angle. Recruitment should cover all necessary information.

ANALYSIS:
From the above table it is clear that 83% of the respondents says good, while remaining 17%
saying as properly chosen.

INTERPRETATION:
From the above analysis, it is found that majority of the opinions says that is properly chosen.

TABLE: 10
SHOWING THE OPINION OF RESPONDENTS ABOUT THE RECRUITER’S
KNOWLEDGE
NO.OF
S.NO RESPONSE PERCENTAGE
RESPONDENTS
1 EXCELLENT 9 30%
2 GOOD 17 57%
3 AVERAGE 4 13%
4 POOR 0 0%
TOTAL 30 100%
CHART: 10

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CONCEPT:
A recruiter should have thorough knowledge about the recruitment, so that he can clear about
the employee’s doubt.

ANALYSIS:
From the above table it is found that 30% 0f the respondents says that recruiter’s knowledge
is excellent, when 50% quotes as good, and are of the opinion that is average.

INTERPRETATION:
From the above analysis they can conclude that majority of the respondents are showing
positive opinion about the Recruiter’s knowledge is good.

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 FINDINGS AND CONCLUSION

FINDINGS

 A recruiter should have thorough knowledge about the recruitment, so that he can
clear about the employee’s doubt.
 Even though company chooses the Recruitment process, the employee’s opinion is
also important for their angle. Recruitment should cover all necessary information.
 The management support should be extended to the employees; it can motivate them.
Recruitment should be regular activity. It helps to recruit the employees to achieve the
desired goals.

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 For recruitment, a company has to follow some criteria depending on the need and to
get each employee to achieve the desired goals.
 The recruitment process has major impact. It should have professional environment
and support to the employees.
 Employee’s feedback is the most important tool which helps the organization to
recruitment.
 Age of the employees is the most important factor, which indicates the experience and
knowledge of the employees.
 An employee has to know the objectives of recruitment before the recruitment
process.

CONCLUSION

 The human resource executives should be exposed to lot of management programs

 More experienced and senior executive should be involved in recruitment and

process.

 The employees should aware about the recruitment and selection criteria and they
should aware of the recruitment objectives.

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  Recruitment should be more relevant to the job.

 Finally my grateful thanks to the persons who is working in the TTK-LIG for gave the
information which is useful for analyzing.

ANNEXURE
QUESTIONNAIRES
Dear sir/madam:
I am A. Mohammed Ersath undergoing MBA course in Alpha College of
Engineering, Thirumazhisai. I kindly request you to extend your co-operation to fill up the
questionnaire the information collected will be kept confidentially and could be used for the
academic purpose only.
(1)Name of the employee and designation:

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(2)Age:
(a) Below25 (b) 26-35yrs (c) 36-45yrs (d) 46-55yrs (e) above 55

(3) Gender:
(a) Male (b) Female

(4) Marital status:

(a) Single (b) Married

(5) Education Qualification:

(a) Hr.sec School (b) U.G (under graduation)
(c) P.G (post graduation) (d) others specify

(6) Year of service

(a) Below 5yrs (b) 6-10yrs (c) 11-15yrs (d) 16-20yrs
(e) 16-20yrs (f) 21-25yrs (g) 31-35yrs

(7) Have you undergone any recruitment process in the last year?
(a) Yes (b) No

(8) Type of recruitment source by you:

(a) Internal source (b) External source

(9) Are you satisfied with the recruitment process?

(a) Satisfied (b) not satisfied
(c) Moderately satisfied (d) Not known

(10) What are the selection criteria for recruitment and selection?

(a) By the department head (b) By the supervisor

(c) By the company (d) not known

(11) Are you aware of the recruitment and selection process?

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 (a)Yes (b) No

(12) Whether Company conducting regular recruitment process

(a)Yes (b) No

(13) How is the recruiter’s knowledge?

(a)Excellent (b) Good

(c)Average (d) Poor

(14) Is your feedbacks on Recruit module are considered?

(a)Yes (b) Not at all

(c) To some extent: (d) Not known

(15) Do you feel Recruitment process is important to your organization?

(a)Yes (b) No

Please write suggestions about recruitment

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Thanking You

REFERENCES
HUMAN RESOURCE MANAGEMENT- V.S.RAO

HUMAN RRESOURCE MANAGEMENT - GARRY DESELER

PERSONNEL/HUMAN RESOURCE MANAGEMENT -

ROBERT L .MATHIS

PERSONNEL MANAGEMENT- HEBERT J. CHURDEN

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INTERNET & MAGAZINES
WWW.WIKIPEDIA.COM
WWW.ENCYLOPEDIA.COM
TAMIL NEWS FROM SRILANKA

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