CHAPTER 3shodhganga.inflibnet.ac.in/bitstream/10603/5025/7/07_chapter 3.pdf · CHAPTER – 3...

CHAPTER – 3

RECRUITMENT

In this chapter, an attempt is made to highlight

importance of recruitment, types and sources of recruitment

and factors affecting recruitment. Recruitment processes and

opinions of the selected employees on recruitment process have

also been discussed in this chapter.

3.01 Introduction

Recruitment plays a vital role in the organization in fulfilling its goals. Recruitment acts as a

strategic lever and is ultimately linked to all other subsequent human resource activities. It helps to

create a pool of prospective employees for the organization so that the management can select the right

candidate for the right job from this pool and expedite the selection process1. The recruitment and

selection are the major functions of the human resource department and recruitment process is the first

step towards creating the competitive strength and the strategic advantage for the organizations.

3.02 Meaning of Recruitment

“Recruitment according to Flippo,2 is the process of searching the candidates for employment

and stimulating them to apply for jobs in the organization”. Recruitment is the activity that links the

employers and the job seekers.

Recruitment is a process of finding and attracting capable applicants for employment. The

process begins when new recruits are sought and ends when their applications are submitted. The result

is a pool of applications from which new employees are selected.

In the words of Yoder3 “Recruitment is a process to discover the sources of manpower to meet

the requirements of staffing schedule and to employ effective measures for attracting the manpower to

facilitate effective selection of able workforce”.

It is the process to discover sources of manpower to meet the requirement of staffing schedule

and to employ effective measures for attracting the manpower in adequate numbers to facilitate

effective selection of an efficient working force.

Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified

applicants for the future human resources needs even though specific vacancies do not exist. Usually,

the recruitment process starts when a manager initiates an employee’s requisition for a specific vacancy

or an anticipated vacancy. The main objective of the recruitment process is to expedite the selection

process.

3.03 Recruitment and Selection - A Challenging Task

The primary purpose of the recruitment and selection process is to achieve the right person for

the right job. An individual who fits with the organization, its culture and other employees and is

prepared and encouraged to develop and improve personal and organizational performance can bring

unpredictable benefits. But a poor or bad selection can bring severe consequences for an organization.

An employee may be at lower level who is a poor learner who is not in tune with the organization’s

ethos and aims can damage production, customer satisfaction, relationships with suppliers and the

overall quality of service. The new appointee can adversely affect the morale and commitment of co-

workers and negate efforts to foster team working.

3.04 Recruitment Needs are of Three Types 4

Planned: The needs arising from changes in organization and retirement policy.

Anticipated: Anticipated needs are those movements in personnel, which an organization

can predict by studying trends in internal and external environment.

Unexpected: Resignations, deaths, accidents, illness give rise to unexpected needs.

3.05 Purpose & Importance of Recruitment

Attracts and encourages more and more candidates to apply for a job opening in the

organization.

Creates a talent pool of candidates and enables selection of the best candidates for the

organisation.

Links the employers with the employees

Identifies the potential candidates.

3.06 Recruitment Process

A general recruitment process is as follows:

Identifying the Vacancy: The recruitment process begins with the receipt of requisition for

recruitment from different departments. This contains:

Posts to be filled

Number of persons required

Duties to be performed

Qualifications required

Preparing the job description and person specification

Locating and developing the sources of required number and types of employees

Encouraging them to apply for the job openings

3.07 Sources of Recruitment`5

Organizations choose the candidates for its recruitment purposes from two kinds of sources:

internal and external sources. The sources within the organization itself (like transfer of employees from

one department to other, promotions) to fill a position are known as the internal sources of

recruitment. Recruitment of candidates from all the other sources (like outsourcing agencies etc.) is

known as the external sources of recruitment.

A. Internal Sources of Recruitment

a) Transfers: The employees are transferred from one department to another according to

their efficiency and experience.

b) Promotions: The employees are promoted from one department to another with more

benefits and greater responsibility based on efficiency and experience

c) Others: Others are Upgrading and Demotion of present employees according to their

performance. Retired and Retrenched employees can be a source of recruitment. Recruiting such people

saves time and costs of the organizations as the people are already aware of the organizational culture,

policies and procedures. Dependents and relatives of deceased employees and disabled employees are

also considered by many companies so that members of the deceased member’s family are not at the

mercy of others.

B. External Sources of Recruitment

a) Press Advertisements: Advertisements of the vacancy in newspapers and journals are a

widely used source of recruitment. The main advantage of this method is that it has a wide reach.

b) Educational Institutes: Various management institutes, engineering colleges, medical

Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They

provide facilities for campus interviews and placements. This source is known as Campus Recruitment.

c) Placement Agencies: Several private consultancy firms perform recruitment functions

on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment

of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing)

d) Employment Exchanges: Government establishes public employment exchanges

throughout the country. These exchanges provide job information to job seekers and help employers in

identifying suitable candidates.

e) Labour Contractors: Manual workers can be recruited through contractors who

maintain close contacts with the sources of such workers. This source is used to recruit labour for

construction jobs.

f) Unsolicited Applicants: Many job seekers visit the office of well-known companies on

their own. Such callers are considered nuisance to the daily work routine of the enterprise but can help

in creating the talent pool or the database of the probable candidates for the organization.

g) Employee Referrals / Recommendations: Many organizations have structured system

where the current employees of the organization can refer their friends and relatives for some position

in their organization. Also, the office bearers of trade unions are often aware of the suitability of

candidates. Management can inquire these leaders for suitable jobs. In some organizations these are

formal agreements to give priority in recruitment to the candidates recommended by the trade union.

h) Recruitment at Factory Gate: Unskilled workers may be recruited at the factory gate

these may be employed whenever a permanent worker is absent. More efficient among these may be

recruited to fill permanent vacancies.

i) Job Fairs: Job fairs are conducted by different companies to attract candidates for entry

level jobs.

3.08 Factors Affecting Recruitment

The recruitment function of the organisations is affected and governed by a mix of various

internal and external forces. The internal forces or factors are the factors that can be controlled by the

organisation. And the external factors are those factors which cannot be controlled by the organisation.

The internal and external forces affecting recruitment function of an organisation are:

A. Internal Factors Affecting Recruitment

The internal forces i.e. the factors which can be controlled by the organisation are:

a) Recruitment Policy: The recruitment policy of an organisation provides a framework for

implementation of recruitment programme by taking into consideration the following factors

a. Factors Affecting Recruitment Policy

(i) Organizational objectives

(ii) Personnel policies of the organization and its competitors

(iii) Government policies on reservations

(iv) Preferred sources of recruitment

(v) Need of the organization

(vi) Recruitment costs and financial implications

b) Human Resource Planning: Effective human resource planning helps in determining the

gaps in the existing manpower of the organization. It also helps in determining the number of

employees to be recruited and the qualifications they should possess.

c) Size of the Firm: The size of the firm is an important factor in recruitment process. If the

organization is planning to increase its operations and expand its business, it will think of hiring more

personnel, which will handle its operations.

d) Growth and Expansion: Organization will employ or think of employing more personnel if it

is expanding its operations.

B. External Factors Affecting Recruitment:

The external factors are the forces which cannot be controlled by the organization. The major

external forces are:

a) Supply and Demand: The availability of manpower both within and outside the organization

is an important determinant in the recruitment process. If the company has a demand for more

professionals and there is limited supply in the market for the professionals demanded by the company,

then the company will have to depend upon internal sources by providing them special training and

development programs.

b) Labour Market: Employment conditions in the community where the organization is located

will influence the recruiting efforts of the organization. If there is surplus manpower at the time of

recruitment, even informal attempts at the time of recruiting like notice boards display of the

requisition or announcement in the meeting etc will attract more than enough applicants.

c) Image/Goodwill: Image of the employer can work as a potential constraint for recruitment.

An organization with positive image and goodwill finds it easier to attract and retain employees than an

organization with negative image. Image of a company is based on what organization does and affected

by industry.

d) Political, Social and Legal Environment: Various government regulations prohibiting

discrimination in hiring and employment have direct impact on recruitment practices. For example,

Government of India has introduced legislation for reservation in employment for scheduled castes,

scheduled tribes, physically handicapped etc. Also, trade unions play an important role in recruitment.

This restricts management’s freedom to select those individuals who it believes would be the best

performers. If the candidate can’t meet criteria stipulated by the union but union regulations can

restrict recruitment sources.

e) Unemployment Rate: One of the factors that influences the availability of applicants is the

growth of the economy (whether economy is growing or not and its rate). When the company is not

creating new jobs, there is often over supply of qualified labour which in turn leads to unemployment.

f) Competitors: The recruitment policies of the competitors also affect the recruitment

function of the organisations. To face the competition, many a times the organisations have to change

their recruitment policies according to the policies being followed by the competitors.

3.09 Recruitment Policy of a Company

In today’s rapidly changing business environment, a well defined recruitment policy is necessary

for organizations to respond to its human resource requirements in time. Therefore, it is important to

have a clear and concise recruitment policy in place, which can be executed effectively to recruit the

best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable

recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy

helps to ensure a sound recruitment process. It specifies the objectives of recruitment and provides a

framework for implementation of recruitment programme. It may involve organizational system to be

developed for implementing recruitment programmes and procedures by filling up vacancies with best

qualified people.

A. Components of the Recruitment Policy·

The general recruitment policies and terms of the organisation·

Recruitment services of consultants

Recruitment of temporary employees

Unique recruitment situations

The selection process

The job descriptions

The terms and conditions of the employment

A recruitment policy of an organisation should be such that it should focus on recruiting the best

potential people.

To ensure that every applicant and employee is treated equally with dignity and respect

Unbiased policy

To aid and encourage employees in realizing their full potential

Transparent, task oriented and merit based selection

Weightage during selection given to factors that suit organizational needs

Optimization of manpower at the time of selection process

Defining the competent authority to approve each selection

Abides by relevant public policy and legislation on hiring and employment relationship

Integrates employee needs with the organisational needs

3.10 Recent Trends in Recruitment6

The following trends can be observed in recent times in the recruitment process:

a) Outsourcing: In India, the HR processes are being outsourced from more than a decade now.

A 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. Outsourcing firms develop

their human resource pool by employing people for them and make available personnel to various

companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the

organizations for their services.

b) Poaching/Raiding: This is the latest mantra 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. Indian software and the retail sectors are the sectors facing the most severe

brunt of poaching today. It has become a challenge for human resource managers to face and tackle

poaching, as it weakens the competitive strength of the firm.

c) E-Recruitment: E-Recruitment is the use of technology to assist the recruitment process. They

advertise job vacancies through worldwide web. The job seekers send their applications or curriculum

vitae (CV) through an e-mail using the Internet.

3.11 Recruitment Strategies

Recruitment is one of the most crucial roles of the human resource professionals. The level of

performance of an organization depends on the effectiveness of its recruitment function. Organizations

have developed and following different recruitment strategies to hire the best talent to utilize their

resources optimally. A successful recruitment strategy should be well planned and practical to attract

more and good talent to apply in the organization. For formulating an effective and successful

recruitment strategy, the following steps are to be followed:

a) Identifying and prioritizing jobs: Requirements keep arising at various levels in the

organization. It is a never-ending process. It is impossible to fill all the positions

immediately. Therefore, there is a need to identify the positions requiring immediate

attention and action. To maintain the quality of the recruitment activities, it is useful to

prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs

first.

b) Candidates to target: The recruitment process can be effective only if the organization

completely understands the requirements of the type of candidates like performance level,

experience level.

c) Sources of recruitment: The strategy should define various sources (external and internal)

of recruitment. Which are the sources to be used and focused for the recruitment purposes

for various positions? Employee referral is one of the most effective sources of recruitment

d) Trained recruiters: The recruitment professionals conducting the interviews and the other

recruitment activities should be well-trained and experienced to conduct the activities. They

should also be aware of the major parameters and skills (e.g.: behavioural, technical etc.) to

focus while interviewing and selecting a candidate.

e) Evaluation of the candidates: Various parameters and the ways to judge them i.e. the entire

recruitment process should be planned in advance. Like the rounds of technical interviews,

HR interviews, written tests, psychometric tests etc.

3.12 HR Challenges in Recruitment

Recruitment is a function that requires business perspective, expertise, and ability to find and

match the best potential candidate for the organization. The HR professionals – handling the

recruitment function of the organization - are constantly facing new challenges. The biggest challenge

for such professionals is to source or recruit the best people or potential candidate for the organization.

The major challenges faced by the HR in recruitment are:

a) Adaptability to globalization: The HR professionals are expected and required to keep

in tune with the changing times, i.e. the changes taking place across the globe. HR

should maintain timeliness of the process.

b) Lack of motivation: Recruitment is considered to be a thankless job. Even if the

organization is achieving results, HR department or professionals are not thanked for

recruiting the right employees and performers.

c) Process analysis: The immediacy and speed of the recruitment process are the main

concerns of the HR in recruitment. The process should be flexible, adaptive and

responsive to the immediate requirements. The recruitment process should also be cost

effective.

d) Strategic prioritization: The emerging new systems are both an opportunity as well as a

challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing

the tasks to meet the changes in the market has become a challenge for the recruitment

professionals.

3.13 Recruitment Trends in Indian Software Industry

Recognition of recruitment as a strategic issue led to increased research on matters related to

recruitment both at the organizational and industry level. Many organizations started using innovative

recruitment practices for procuring the talented employees. Human resources are critical to the

development of Indian IT industry. With the rapidly changing business scenario, the IT companies are

recruiting not only on the basis of technical knowledge, but also on the basis behavioral aspects. For

recruitment, the companies require professionals. Organizations face stiff competition for attracting and

acquiring the right talent. Firms release advertisements in business and IT magazines, and conduct

career fairs and events with video shows for junior management positions.

Organizations mostly depend upon internal sources for filling up executive positions and also on

head hunting. On-line recruitment has transgressed the more conventional sources. E-recruitment is

fast, cost effective and ensures the rare dual presence of quality and quantity. All major IT companies

have their own web sites, and associations with leading job portals in India and abroad. This system

allows applicants to post and update their resume. The team maintains rapport with the interested

applicants. In case of sudden recruitment drive arising out of business needs, the team identifies the

opportunities for such applicants and conducts walk-in-interviews in different cities. So, it is fast as well

as cost effective.

Some IT companies use bill boards at prominent junctions for recruitment advertisement mainly

for junior and middle-level executive positions. For attracting fresh talent all IT companies conduct on-

campus recruitment at various Engineering colleges and B schools. Many companies are engaged in

‘talent raids’ or poaching.

3.14 Recruitment Practices in SUBEX LIMITED

Recruitment process goes purely based on the requirements in the company. The people

holding the B.E/ B.Tech. degree, M.Sc.(CS) or M.C.A. degree can apply for engineering jobs. This can be

either for experienced (laterals) people or for freshers. Usually freshers will be recruited in campus and

off-campus also. Interviews will vary from requirement to requirement.

As this is the company which develops software for Telecom industry, according to the client

requirements, Subex will customize the software and deliver it to the clients. These engineering jobs will

be for developers, testers and supporters. Where the developers will develop the product (Software)

and the testers will test the developed product. After developing the product, the product is handed

over to the customer. Customer will do a UAT (User Acceptance Test) and starts using the product in his

business. From that day onwards, the product will be moved to support phase. Support team will get the

knowledge transfer from the team which developed and starts handling issues faced by the customer.

So for support function experienced candidates are required. Depending upon the need of the project

for developers/testers new candidates will be recruited.

The sources of recruitment in the company are:

a) Job portals (naukri.com/monster.com)

b) Employee Referrals

c) Consultancies

SUBEX LIMITED follows two types of recruitment. They are:

I. Recruitment of Freshers:

Students of B.E./ B.Tech., M.C.A., and M.Tech. with more than 60% in their academics alone are

allowed to apply for engineering jobs.

(a) For recruitment of freshers company goes for campus recruitment. Every time they visit

different states for recruitment process. They go for B.E./ B.Tech. candidates. If there is M.C.A.

course then M.C.A. candidates are also allowed to attend the interviews. Subex goes to many

reputed colleges in Kerala, Tamilnadu, Orissa, West Bengal, Andhra Pradesh etc. States may

differ year by year.

(b) It can also go for off-campus recruitment. This can be through employee referral or

through walk-in interviews information will be provided through consultancy.

II. Lateral Recruitment:

This type of recruitment is for the experienced candidates who possess one year and more

experience. It can be through referral from other companies or through the job portals.

The recruitment process begins with written test which is based on aptitude, reasoning and on

verbal. For recruiting developers along with all these, programs (code) will also be asked.

Group discussion is followed by written test. For those who get the cut-off marks in the written

test will be called for GD. Those who clear the GD will be called on the same day or on some other day

depending on the panel slots for interview. Totally two technical rounds, first by the Test/Project Lead

(based on requirement) and the second by Senior Project Managers will be held. Final round of

interview, called HR round, will be done by the HR. In the final stage all the candidates have to face HR

round.

If an experienced person with 1 to 2 years of experience is interested in joining the company, he

has to appear for written test (If too many people appear, to eliminate them they may conduct written

test. There will be no Group Discussion for them because G.D is conducted to test the communication

skills. As they are experienced they may not conduct GD.). Two technical rounds and a HR round is a

must.

If people with more than two years experience apply directly they have to face two technical

rounds and a HR round. HR round is must for both lateral as well as fresh candidates. If it is for freshers

they will concentrate on basic HR questions and for laterals it will be mainly for salary negotiation.

The result will be announced depending on the criticality of the requirement. If the organization

believes the candidate is the best fit for the job, he/she will be informed immediately without much

delay. Otherwise some more time will be taken and the candidate will be kept on hold. If a better

candidate is found, the earlier will be rejected.

Certificates will be verified at the time of joining. After selection the induction process starts.

Induction will be of three types at Subex.

1) On the first day of induction all the documents like insurance, bank account etc. will be

signed by the joiner. At this time all the necessary information about the company will be provided in

the form of pamphlets. This induction will be done by HR executive.

2) Managerial induction will be scheduled if there are enough employees. (head count)

This includes induction by CEO, COO, Group president, Engineering head, Vice President etc., (basically

people at very high level). This will happen one day.

3) HR/Functional induction will also be scheduled in the same way. This is also for one day

to explain all the HR policies in Subex.

The probation period for freshers will be one year and for laterals it is six months.

During induction information about the company will be uploaded in the intranet of the

company. Usually very few pamphlets will be given on the day of joining like Subex Traits (Strategy,

Ethics and Professionalism, Quality, Leadership, Commitment, Perseverance, Customer orientation).

3.15 Responses of the Respondents to the Statements on Recruitment

With this background in view, to collect the opinions on various aspects of the recruitment

practices prevailing in Subex Limited, thirty five statements have been framed in the questionnaire.

Responses have been structured on a five point scale. The responses of the respondents have been

analyzed statement-wise under three variables namely educational qualifications, gender and

designation and presented in the following tables.

The responses have been structured on a five point scale and weights have been assigned in the

following manner.

Responses Weights Assigned

Fully Satisfied / Positive / Strongly Agree / Very Good 5

Satisfied / Moderately Positive / Agree / Good 4

Undecided / Uncertain 3

Dissatisfied / Negative / Disagree / Poor 2

Highly Dissatisfied / Too Negative / Strongly Disagree / Very Poor 1

The least score assigned is 1, which indicates “strongly disagree”, whereas 5 is the maximum

score which represents “strongly agree”. Hence the calculated ‘weighted average’ will be somewhere

between 1 and 5.

Interpretation of the calculated Weighted Average Scores:

WAS 4.00-5.00 indicates very high level of agreement with the statement concerned

WAS 3.00-3.99 indicates high level of agreement with the statement concerned

WAS 2.00-2.99 indicates low level of agreement with the statement concerned

WAS 1.00-1.99 indicates very low level of agreement with the statement concerned

In the following pages opinions of the selected employees on various recruitment practices in

the company are analyzed according to educational qualifications, gender and designation.

Table: 3.01

Analysis of the Responses to the Question “How Did You Come to Know About Vacancies in the

Company?”

S.No Variable

No. of the Respondents

Campus

Recruitment

Employee

Referrals Consultancy Total

Education B.E./ B.Tech. 40

(38.46)

33

(31.73)

31

(29.81)

104

(100)

M.C.A./M.Tech. 27

(23.68)

46

(40.35)

41

(35.96)

114

(100)

Gender

Male 35

(28.46)

52

(42.28)

36

(29.27)

123

(100)

Female 32

(33.68)

27

(28.42)

36

(37.89)

95

(100)

Designation

Trainees 67

(49.26)

4

(2.94)

65

(47.79)

136

(100)

Others 0

(0.00)

75

(91.46)

7

(8.54)

82

(100)

--- Total 67

(30.73)

79

(36.24)

72

(33.03)

218

(100)

Source: Primary Data

Note: Figures in the parentheses are the percentages on row totals.

Table 3.01 shows responses of employees about the source of knowledge about the vacancies in

the company at the time of their recruitment. The sources of recruitment are three. They are: Campus

Recruitment, Employee Referrals and Consultancies.

Educational qualification-wise analysis shows that out of 104 B.E./ B.Tech. qualified respondents

40 (38.46 per cent) have been recruited through campus recruitment method, 33 (31.73 per cent) have

been referred by employees of the company and 31 (29.81 per cent) have been recruited by

consultants. Out of 114 M.Tech./M.C.A. qualified respondents 27 (23.68 per cent) have been recruited

through campus recruitment method, 46 (40.35 per cent) have been referred to by employees of the

company and 41 (35.96 per cent) have been recruited by consultants.

Gender-wise analysis shows that 35 (28.46 per cent) men and 32 (33.68 per cent) women have

been selected through campus recruitment method, 52 (42.28 per cent) men and 27 (28.42 per cent)

women have come through the employees of the company and 36 (29.27 per cent) men and 36 (37.89

per cent) women have been recruited by consultants.

Designation-wise analysis shows that 67 (49.26 per cent) trainees have been selected by the

company through campus recruitment method, 4 (2.94 per cent) trainees and as many as 75 (91.46 per

cent) others are employee referrals, and 65 (47.79 per cent) trainees and 7 (8.54 per cent) others could

gain entry into the company through consultancies.

On the whole, out of 218 selected employees 67 (30.73 per cent) respondents have been

recruited through campus recruitment method, 79 (36.24 per cent) respondents are employee referrals

and 72 (33.03 per cent) respondents have been recruited through consultancies.

Table: 3.02

Educational Qualification-, Gender-, and Designation-Wise Analysis of Registration with Online

Employment Agencies

Variables


Naukri.com Monster.com Both Not

Registered Total

Edu

cati

on

B.E./ B.Tech. 26

(25.24)

25

(24.27)

31

(30.10)

21

(20.39)

103

(100)

M.C.A./ M.Tech. 30

(26.09)

32

(27.83)

35

(30.43)

18

(15.65)

115

(100)

G

end

er

Male 31

(25.20)

33

(26.83)

33

(26.83)

26

(21.34)

123

(100)

Female 25

(26.32)

24

(25.26)

33

(34.74)

13

(13.68)

95

(100)

Des

ign

atio

n

Trainee/

Software Engineer

10

(24.39)

12

(29.27)

10

(24.39)

9

(21.95)

41

(100)

System Analyst 36

(28.80)

27

(21.60)

40

(32.00)

22

(17.60)

125

(100)

Project Leader /

Manager

10

(19.23)

18

(34.62)

16

(30.77)

8

(15.38)

52

(100)

Total 56

(25.69)

57

(26.15)

66

(30.27)

39

(17.89)

218

(100)


Note: Figures in the parentheses are the percentages on the row totals.

Now-a-days registration with online employment agencies is becoming more popular. This is

more so true in case of IT industry. The registration is free, easy and less cumbersome to the candidates.

The formalities are less. Table 3.02 shows educational qualification-, gender-, and designation-wise

analysis of registration of the respondents with online employment agencies. Out of 103, as many as 82

(79.61 per cent) B.E./ B.Tech. qualified respondents, 97 (84.35 per cent) M.C.A. qualified respondents

have registered themselves with online job agencies. The two popular online job agencies among these

respondents are Naukri.com and Monster.com.

Gender-wise analysis shows that 31 (25.20 per cent) men and 25 (26.32 per cent) women

respondents have registered themselves with Naukri.com, 33 (26.83 per cent) men and 24 (25.26 per

cent) women respondents have registered themselves with Monster.com, and 33 (26.83 per cent) men

and 33 (34.74 per cent) women respondents have registered themselves with both Naukri.com and

Monster.com. Others have not registered themselves with any online recruitment agency.

Designation-wise analysis shows that, 10 (24.39 per cent) trainees/software engineers; 36

(28.80 per cent) system analysts, and 10 (19.23 per cent) project leaders/managers have registered

themselves with Naukri.com.

Twelve (29.27 per cent) trainee/software engineers; 27 (21.60 per cent) system analysts, and 18

(34.62 per cent) project leaders/managers have registered themselves with Monster.com.

Ten (24.39 per cent) trainees/software engineers; 40 (32.00 per cent) system analysts, and 16

(30.77 per cent) project leaders/managers have registered themselves both with Noukri.com and

Monster.com.

Nine (24.39 per cent) trainees/software engineers; 22 (17.60 per cent) system analysts, and 8

(15.38 per cent) project leaders/managers have not registered themselves with any of the online

employment agencies.

On the whole 25.69 per cent of the respondents have registered themselves with Noukri.com,

26.15 per cent of the respondents have registered themselves with Monster.com, 30.27 per cent of the

respondents have registered themselves both with Noukri.com and Monster.com, and 17.89 per cent of

the respondents have not registered themselves with any of the online employment agencies.

From this one can understand that a great majority of the respondents have registered

themselves with online employment agencies and many of them have registered themselves with more

than one online employment agency.

Table: 3.03

Educational Qualification-, Gender-, and Designation-Wise Analysis of the Responses of the

Respondents on the Better Source of Recruitment

S.No Particulars

Education Gender Designation

Total B.E./

B.Tech.

M.C.A./

M.Tech Male Female

Trainee/

Software

Engineer

System

Analyst

Project

Leader/

Manager

1 Campus

Recruitment

71

(68.93)

[1.5]

84

(73.04)

[2]

76

(61.79)

[2]

79

(83.16)

[1]

32

(78.05)

[1]

78

(62.40)

[4]

45

(86.54)

[1]

155

(71.10)

[1]

2 Referrals 66

(64.08)

[3]

87

(75.65)

[1]

92

(74.80)

[1]

61

(64.21)

[4]

27

(65.85)

[2]

88

(70.40)

[1]

38

(73.08)

[2]

153

(70.18)

[2]

3 Walk-Ins 71

(68.93)

[1.5]

68

(59.13)

[3]

75

(60.98)

[3]

64

(67.37)

[2.5]

25

(60.98)

[3]

80

(64.00)

[2.5]

34

(65.38)

[3]

139

(63.76)

[3]

4. Applied

Directly

60

(58.25)

[5]

64

(55.65)

[4]

60

(48.78)

[5]

64

(67.37)

[2.5]

14

(34.15)

[6]

80

(64.00)

[2.5]

30

(57.69)

[4]

124

(56.88)

[4]

5 Job Mela 62

(60.19)

[4]

53

(46.09)

[5]

64

(52.03)

[4]

51

(53.68)

[5]

19

(46.34)

[4.5]

77

(61.60)

[5]

19

(36.54)

[5]

115

(52.75)

[5]

6 Advertisement 45

(43.69)

[6]

39

(33.91)

[8]

45

(36.59)

[7.5]

39

(41.05)

[6]

12

(29.27)

[7]

59

(47.20)

[7]

13

(25.00)

[7.5]

84

(38.53)

[6]

7 Friends and

Relatives

39

(37.86)

[8]

43

(37.39)

[6]

45

(36.59)

[7.5]

37

(38.95)

[7]

19

(46.34)

[4.5]

48

(38.40)

[8]

15

(28.85)

[6]

82

(37.61)

[7.5]

8 Through an

employment

agency

41

(39.81)

[7]

41

(35.65)

[7]

49

(39.84)

[6]

33

(34.74)

[8]

8

(19.51)

[8]

61

(48.80)

[6]

13

(25.00)

[7.5]

82

(37.61)

[7.5]

--- Total 103

(100)

115

(100)

123

(100)

95

(100)

41

(100)

125

(100)

52

(100)

218

(100)


Note: 1. Figures in the parentheses are the percentages on column totals.

2. Figures in the square brackets are the ranks.

Table 3.03 shows educational qualification-, gender-, and designation-wise responses to the

question that “In your opinion which source of recruitment is better?” Responses are not mutually

exclusive. One can choose more than one response.

A great majority of the respondents (71.10 per cent) think that campus recruitment is better

than the other sources. It is followed by referrals (70.18 per cent), walk-ins (63.76 per cent), direct

applications (56.88 per cent), job melas (52.75 per cent), advertisements (38.53 per cent), friends and

relatives (37.61 per cent), and employment agencies (37.61 per cent).

Table: 3.04

Opinions of the Respondents on Usefulness of “Advertisements in News Papers”

Variables


Very

Useful Useful Undecided

Not

Useful

Not at

all

Useful

Total

Edu

cati

on

B.E./ B.Tech.

49

(47.57)

[245]

---

53

(51.46)

[212]

---

0

(0.00)

[0]

---

1

(0.97)

[2]

---

0

(0.00)

[0]

---

103

(100)

[459]

{4.46}

M.C.A. / M.Tech.

57

(49.57)

[285]

---

50

(43.48)

[200]

---

3

(2.61)

[9]

---

4

(3.48)

[8]

---

1

(0.87)

[1]

---

115

(100)

[503]

{4.37}

Gen

der

Male

64

(52.03)

[320]

---

54

(43.90)

[216]

---

0

(0.00)

[0]

---

4

(3.25)

[8]

---

1

(0.81)

[1]

---

123

(100)

[545]

{4.43}

Female

42

(44.21)

[210]

---

49

(51.58)

[196]

---

3

(3.16)

[9]

---

1

(1.05)

[2]

---

0

(0.00)

[0]

---

95

(100)

[417]

{4.39}

Des

ign

atio

n

Trainee/ Software

Engineer

16

(39.02)

[80]

---

20

(48.78)

[80]

---

1

(2..44)

[3]

---

4

(9.76)

[8]

---

0

(0.00)

[0]

---

41

(100)

[171]

{4.17}

System Analyst

62

(49.60)

[310]

---

61

(48.80)

[244]

---

0

(0.00)

[0]

---

1

(0.8)

[2]

---

1

(0.8)

[1]

---

125

(100)

[557]

{4.46}

Project Leader /

Manager

28

(53.85)

[140]

---

22

(42.31)

[88]

---

2

(3.85)

[6]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

52

(100)

[234]

{4.50}

Total

106

(48.62)

[530]

---

103

(47.25)

[412]

---

3

(1.38)

[9]

---

5

(2.29)

[10]

---

1

(0.46)

[1]

---

218

(100)

[962]

{4.41}

Source: Field survey

Note: 1. Figures in the parentheses are the percentages on row totals.

2. Figures in the square brackets are the weighted scores.

3. Figures in the flower brackets are the weighted average scores.

Table 3.04 shows education, gender and designation-wise opinions of the respondents on

usefulness of “advertisements in news papers”.

As many as 47.57 per cent of the graduates and 49.57 per cent of the postgraduates are of the

opinion that advertisement in news papers is ‘very useful’, and 51.46 per cent of the graduates and

43.48 per cent of the postgraduates are of the opinion that it is useful. On the whole about 99 per cent

of the graduates and 93 per cent of the postgraduates carry a positive opinion about usefulness of

advertisements in news papers. Weighted average scores indicate that graduates (WAS=4.46) carry a

more favourable opinion about usefulness of advertisements in news papers than the postgraduates

(WAS 4.37).

Gender-wise analysis of opinions of the respondents shows that more than 95 per cent of both

male and female respondents think that advertisement in news papers is either useful or very useful.

Designation-wise analysis shows that irrespective of designation, a great majority of the

respondents are of the opinion that advertisements in newspapers is either useful or very useful.

From this it can be concluded that advertisement in newspapers is useful.

Table: 3.05

Opinions of the Respondents on “Usefulness of Advertisements in Professional Journals”

Variables No. of the Respondents

Very


Not

Useful

Not at

all

Useful

Total

Edu

cati

on

B.E./ B.Tech.

24

(23.30)

[120]

---

40

(38.83)

[160]

---

11

(10.68)

[33]

---

25

(24.27)

[50]

---

3

(2.91)

[3]

---

103

(100)

[366]

{3.55}

M.C.A. / M.Tech.

8

(6.96)

[40]

---

43

(37.39)

[172]

---

16

(13.91)

[45]

---

43

(37.39)

[86]

---

5

(4.35)

[5]

---

115

(100)

[348]

{3.03}

Gen

der

Male

19

(15.45)

[95]

---

55

(44.71)

[220]

---

15

(12.19)

[45]

---

29

(23.58)

[58]

---

5

(4.06)

[5]

---

123

(100)

[423]

{3.44}

Female

13

(13.68)

[65]

---

28

(29.47)

[112]

---

12

(12.63)

[36]

---

39

(41.05)

[78]

---

3

(3.16)

[3]

---

95

(100)

[294]

{3.09}

Des

ign

atio

n

Trainee/

Software Engineer

4

(9.76)

[20]

---

15

(36.59)

[60]

---

7

(17.07)

[21]

---

14

(34.15)

[28]

---

1

(2.44)

[1]

---

41

(100)

[130]

{3.17}

System Analyst

23

(18.40)

[115]

---

55

(44.00)

[220]

---

8

(6.40)

[24]

---

35

(28.00)

[70]

---

4

(3.20)

[4]

---

125

(100)

[433]

{3.46}

Project Leader/

Manager

5

(9.62)

[25]

---

13

(25.00)

[52]

---

12

(23.08)

[36]

---

19

(36.54)

[38]

---

3

(5.77)

[3]

---

52

(100)

[154]

{2.96}

Total

32

(14.68)

[160]

---

83

(38.07)

[332]

---

27

(12.38)

[81]

---

68

(31.19)

[136]

---

8

(3.67)

[8]

---

218

(100)

[717]

{3.29}





Table 3.05 shows opinions of the respondents on “usefulness of advertisements in professional

journals”.

Education-wise analysis of the opinions of the respondents indicate that 23.30 per cent of the

graduates and a meager 6.96 per cent of the postgraduates think that advertisement in professional

journals is ‘very useful’; 38.83 per cent of the graduates and 37.39 per cent of the postgraduates think

that it is useful; 10.68 per cent of the graduates and 13.91 per cent of the postgraduates are undecided;

24.27 per cent of the graduates and 37.39 per cent of the postgraduates think that it is not useful; and a

meager 2.91 per cent of the graduates and 4.35 per cent of the postgraduates think that it is not all

useful. Weighted average scores a high degree of concurrence (WAS=3-4). Weighted average scores

indicate that graduate respondents carry a more positive opinion about the usefulness of advertisement

in the professional journals than the postgraduate respondents.

Gender-wise analysis of opinions of the respondents indicate that 15.45 per cent of the male

respondents and 13.68 per cent of the female respondents think that advertisement in professional

journals is ‘very useful’; 44.71 per cent of the male respondents and 29.47 per cent of the female

respondents think that it is useful; 12.19 per cent of the male respondents and 12.63 per cent of the

female respondents are undecided; 23.58 per cent of the male respondents and 41.05 per cent of the

female respondents think that it is not useful; and a meager 4.06 per cent of the male and 3.16 per cent

of the female respondents think that it is not all useful. Weighted average scores show a high degree of

concurrence with the statement (WAS=3-4). Weighted average scores also indicate that male

respondents carry a more positive opinion about the usefulness of advertisement in the professional

journals than the female respondents.

Designation-Wise Analysis of the responses show that 9.76 per cent of the trainees/software

engineers, 18.40 per cent of the system analysts and 9.62 per cent of the project leaders/managers are

of the opinion that advertisement in professional journals is very useful.

As many as 36.59 per cent of the trainees/software engineers, 44.00 per cent of the system

analysts, and 25.00 per cent of the project leaders/managers are of the opinion that advertisement in

professional journals is useful.


analysts, and 23.08 per cent of the project leaders/managers are undecided over the usefulness of the

advertisement in professional journals.


analysts, and 36.54 per cent of the project leaders/managers are of the opinion that advertisement in

professional journals is not useful.

A meagre 2.44 per cent of the trainees/software engineers, 3.20 per cent of the system analysts,

and 5.77 per cent of the project leaders/managers are of the opinion that advertisement in professional

journals is not at all useful.

A perusal of weighted average scores show that concurrence with the statement that

“advertisement in professional journals is useful” is high among trainees/software engineers and system

analysts, whereas it is low among project leaders/managers.

An analysis of the responses of all the respondents show that 14.68 per cent of the respondents

think that advertisement in professional journals is very useful, 38.07 per cent of the respondents think

that it is useful, 12.38 per cent of the respondents are undecided over it’s usefulness, 31.19 per cent of

the respondents think that it is not useful, and 3.69 per cent of the respondents think that it is not at all

useful. Weighted average score of the responses of all the respondents (3.29) shows that a majority of

the respondents agree upon usefulness of the advertisement in professional journals.

From this it can concluded that advertisements in professional journals is useful.

Table: 3.06

Opinions of the Respondents on “Usefulness of Advertisement on Internet”

Variables


Very


Not

Useful

Not at

all

Useful

Total

Ed

uca

tio

n

B.E./ B.Tech.

66

(64.08)

[330]

---

35

(33.98)

[140]

---

2

(1.94)

[6]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

103

(100)

[476]

{4.62}

M.C.A./ M.Tech

77

(66.96)

[385]

---

36

(31.30)

[144]

---

2

(1.74)

[6]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

115

(100)

[535]

{4.65}

Gen

der

Male

78

(63.41)

[390]

---

43

(34.96)

[172]

---

2

(1.63)

[6]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

123

(100)

[568]

{4.62}

Female

65

(68.42)

[325]

---

28

(29.47)

[112]

---

2

(2.10)

[6]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

95

(100)

[443]

{4.66}

Des

ign

atio

n

Trainee/

Software Engineer

30

(73.17)

[150]

---

9

(21.95)

[36]

---

2

(4.88)

[6]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

41

(100)

[192]

{4.68}

System Analyst

83

(66.40)

[415]

---

42

(33.60)

[168]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

125

(100)

[583]

{4.67}

Project Leader /

Manager

30

(57.69)

[150]

---

20

(38.46)

[80]

---

2

(3.85)

[6]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

52

(100)

[236]

{4.54}

Total

143

(65.60)

[715]

---

71

(32.57)

[284]

---

4

(1.83)

[12]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

218

(100)

[1011]

{4.64}





Table 3.06 shows opinions of the respondents on “usefulness of advertisement on internet”. An

analysis of the responses from the selected employees shows that 64.08 per cent of the B.E./ B.Tech.

graduates and 66.96 per cent of the M.C.A./M.Tech. degree holders think that advertisement on the net

is very useful. Another 33.98 per cent of the B.E./ B.Tech. graduates and 31.30 per cent of the

M.C.A./M.Tech. degree holders are of the opinion that it is simply useful. Less than 2 per cent of the

graduates and postgraduates are undecided.

Gender-wise analysis of the responses from the selected employees shows that 63.41 per cent

of the male respondents and 68.42 per cent of the female respondents think that advertisement on the

net is very useful, 34.96 per cent of the male and 29.47 per cent of the female respondents think that it

is simply useful, and around two per cent of the male and female respondents are undecided.

Analysis of the responses from the selected employees shows that 73.17 per cent of the

trainees/software engineers, 66.40 per cent of the system analysts and 57.69 per cent of the project

leaders/managers are of the opinion that advertisement on the internet is very useful.


analysts, and 38.46 per cent of the project leaders/managers are of the opinion that advertisement on

the internet is useful.

A meager 4.88 per cent of the trainees/software engineers, none of the system analysts, and

3.85 per cent of the project leaders/managers are undecided over the usefulness of the advertisement

on the Net.

Surprisingly none of the respondents think that either it is not useful or not at all useful.

A perusal of weighted average scores show that concurrence with the statement that

“advertisement on the internet is useful” is ‘very high’ among the respondents.

From this it can concluded that advertisements on the internet is very useful.

Table: 3.07

Opinions of the Respondents on “Usefulness of Advertisement in other Media”

Variables


Very


Not

Useful

Not at

all

Useful

Total

Ed

uca

tio

n

B.E./ B.Tech.

6

(5.82)

[30]

---

21

(20.39)

[84]

---

39

(37.86)

[117]

---

33

(32.04)

[66]

---

4

(3.88)

[4]

---

103

(100)

[301]

{2.92}

M.C.A./ M.Tech

3

(2.61)

[15]

---

12

(10.43)

[48]

---

54

(46.96)

[162]

---

43

(37.39)

[86]

---

3

(2.61)

[3]

---

115

(100)

[314]

{2.73}

Gen

der

Male

8

(6.40)

[40]

---

13

(10.40)

[52]

---

57

(45.60)

[171]

---

43

(34.40)

[86]

---

2

(1.60)

[2]

---

125

(100)

[351]

{2.81}

Female

1

(1.05)

[5]

---

20

(21.05)

[80]

---

36

(37.89)

[108]

---

33

(34.74)

[66]

---

5

(5.26)

[5]

---

95

(100)

[264]

{2.78}

Des

ign

atio

n

Trainee/

Software Engineer

3

(7.32)

[15]

---

14

(34.15)

[56]

---

20

(48.78)

[60]

---

0

(0.00)

[0]

---

4

(9.76)

[4]

---

41

(100)

[135]

{3.29}

System Analyst

2

(1.60)

[10]

---

16

(12.80)

[64]

---

60

(48.00)

[180]

---

46

(36.80)

[92]

---

1

(0.8)

[1]

---

125

(100)

[347]

{2.78}

Project Leader /

Manager

4

(7.69)

[20]

---

3

(5.77)

[12]

---

13

(25.00)

[39]

---

30

(57.69)

[60]

---

2

(3.85)

[2]

---

52

(100)

[133]

{2.56}

Total

9

(4.13)

[45]

---

33

(15.14)

[132]

---

93

(42.66)

[279]

---

76

(34.86)

[152]

---

7

(3.21)

[7]

---

218

(100)

[615]

{2.96}





Table 3.07 shows opinions of the respondents on “usefulness of advertisement in other media”.

An analysis of the responses from the selected employees shows that 26.21 per cent of the B.E./ B.Tech.

graduates and 13.04 per cent of the M.C.A./M.Tech. degree holders think that advertisement in other

media is either ‘very useful’or is simply ‘useful’, whereas 35.92 per cent of the B.E./ B.Tech. graduates

and 40.00 per cent of the M.C.A./M.Tech. degree holders think otherwise i.e. they are of the opinion

that it is either ‘not useful’ or ‘not at all useful’. A considerable percentage of the respondents are

undecided over this.

Gender-wise analysis of the responses on “usefulness of the advertisement in other media”,

from the selected employees, shows that only 16.80 per cent of the male respondents and 22.10 per

cent of the female respondents think that advertisement in the other media is either very useful or

simply useful, whereas as many as 36.00 per cent of the male and 40.00 per cent of the female

respondents are of the opinion that it is either not useful or not at all useful. A large percentage of the

male and female respondents are undecided.

Designation-wise analysis of the responses shows that 41.47 per cent of the trainees/software


of the opinion that advertisement in other media is either useful or very useful, whereas 9.76 per cent of

the trainees/software engineers, 36.88 per cent of the system analysts, and 61.54 per cent of the

project leaders/managers are of the opinion that advertisement in the other media is either not useful

or not at all useful. More than 48 per cent of the trainees/software engineers and system analysts, and

one-fourth of the project leaders/managers are undecided and could not say anything.

A perusal of weighted average scores shows a low level of agreement over the usefulness of the

advertisement in other media.

From this it can concluded that advertisement in other media is not useful.

Table: 3.08

Opinions of the Respondents on “Usefulness of Employment Agencies”

Variables


Very


Not

Useful

Not at

all

Useful

Total

Edu

cati

on

B.E./ B.Tech

19

(18.45)

[95]

---

52

(50.48)

[208]

---

20

(19.42)

[60]

---

12

(11.65)

[24]

---

0

(0.00)

[0]

---

103

(100)

[387]

{3.76}

M.C.A. / M.Tech

11

(9.57)

[55]

---

35

(30.43)

[140]

---

18

(15.65)

[54]

---

50

(43.48)

[100]

---

1

(0.87)

[1]

---

115

(100)

[350]

{3.04}

Gen

der

Male

18

(14.63)

[90]

---

46

(37.40)

[184]

---

16

(13.01)

[48]

---

42

(34.15)

[84]

---

1

(0.81)

[1]

---

123

(100)

[407]

{3.31}

Female

12

(12.63)

[60]

---

41

(43.16)

[164]

---

22

(23.16)

[66]

---

20

(21.05)

[40]

---

0

(0.00)

[0]

---

95

(100)

[330]

{3.47}

Des

ign

atio

n

Trainee/

Software Engineer

6

(14.63)

[30]

---

21

(51.22)

[84]

---

7

(17.07)

[21]

---

7

(17.07)

[14]

---

0

(0.00)

[0]

---

41

(100)

[149]

{3.63}

System Analyst

20

(16.00)

[100]

---

62

(49.60)

[248]

---

14

(11.20)

[42]

---

28

(22.40)

[56]

---

1

(0.80)

[1]

---

125

(100)

[447]

{3.58}

Project Leader /

Manager

4

(7.69)

[20]

---

4

(7.69)

[16]

---

17

(32.69)

[51]

---

27

(51.92)

[54]

---

0

(0.00)

[0]

---

52

(100)

[141]

{2.71}

Total

30

(13.76)

[150]

---

87

(39.91)

[348]

---

38

(17.43)

[114]

---

62

(28.44)

[124]

---

1

(0.46)

[1]

---

218

(100)

[737]

{3.38}





Table 3.08 shows opinions of the respondents on “usefulness of employment agencies”. An

analysis of the responses from the selected employees shows that 68.93 per cent of the B.E./ B.Tech.

graduates and 40.00 per cent of the M.C.A./M.Tech. degree holders think that employment agencies are

either ‘very useful’ or is simply ‘useful’, whereas 11.65 per cent of the B.E./ B.Tech. graduates and 44.35

per cent of the M.C.A./M.Tech. degree holders think otherwise i.e. they are of the opinion that it is

either ‘not useful’ or ‘not at all useful’. About 20 per cent of the B.E./ B.Tech. graduates and 15.65 per

cent of the M.C.A./M.Tech. qualified respondents are undecided.

Gender-wise analysis of the responses on “usefulness of employment agencies”, from the

selected employees, shows that 52.03 per cent of the male respondents and 55.79 per cent of the

female respondents think that employment agencies are either useful or very useful, whereas as 34.96

per cent of the male and 21.05 per cent of the female respondents are of the opinion that employment

agencies are either not useful or not at all useful. Only 13.01 per cent of the male and 23.16 per cent of

the female respondents are undecided.

Designation-wise analysis of the responses shows that as many as 65.85 per cent of the


leaders/managers are of the opinion that employment agencies are either useful or very useful;

whereas 17.07 per cent of the trainees/software engineers, 23.20 per cent of the system analysts, and

51.92 per cent of the project leaders/managers are of the opinion that employment agencies are either

not useful or not at all useful. About 17 per cent of the trainees/software engineers, 11.20 per cent of

the system analysts and 32.69 per cent of the project leaders/managers are undecided and could not

say anything.

A perusal of weighted average scores shows existence of a high level of agreement over the

usefulness of the employment agencies among all the respondents except project leaders/managers.

From this it can be concluded that the employment agencies are useful.

Table: 3.09

Opinions of the Respondents on “Usefulness of Online or .Com Employment Agencies”

Variables


Very


Not

Useful

Not at

all

Useful

Total

Edu

cati

on

B.E./ B.Tech.

45

(43.69)

[225]

---

51

(49.51)

[204]

---

4

(3.88)

[12]

---

3

(2.91)

[6]

---

0

(0.00)

[0]

---

103

(100)

[447]

{4.34}

M.C.A. / M.Tech.

44

(38.26)

[220]

---

60

(52.17)

[240]

---

11

(9.57)

[33]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

115

(100)

[493]

{4.29}

G

end

er

Male

53

(43.09)

[265]

---

60

(48.78)

[240]

---

8

(6.50)

[24]

---

2

(1.63)

[4]

---

0

(0.00)

[0]

---

123

(100)

[533]

{4.33}

Female

36

(37.89)

[180]

---

51

(53.68)

[204]

---

7

(7.37)

[21]

---

1

(1.05)

[2]

---

0

(0.00)

[0]

---

95

(100)

[407]

{4.28}

Des

ign

atio

n

Trainee /

Software Engineer

16

(39.02)

[80]

---

21

(51.22)

[84]

---

4

(9.76)

[12]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

41

(100)

[176]

{4.29}

System Analyst

57

(45.60)

[285]

---

64

(51.20)

[256]

---

3

(2.4)

[9]

---

1

(0.8)

[2]

---

0

(0.00)

[0]

---

125

(100)

[552]

{4.42}

Project Leader /

Manager

16

(30.77)

[80]

---

26

(50.00)

[104]

---

8

(15.38)

[24]

---

2

(3.85)

[4]

---

0

(0.00)

[0]

---

52

(100)

[212]

{4.08}

Total

89

(40.82)

[445]

---

111

(50.92)

[444]

---

15

(6.88)

[45]

---

3

(1.38)

[6]

---

0

(0.00)

[0]

---

218

(100)

[940]

{4.31}





Table 3.09 shows opinions of the respondents on “usefulness of online or .com employment

agencies”. An analysis of the responses from the selected employees shows that as many as 93.20 per

cent of the B.E./ B.Tech. graduates and 90.43 per cent of the M.C.A./M.Tech. degree holders think that

online or .com employment agencies are either useful or ‘very useful’, whereas a meager 2.91 per cent

of the B.E./ B.Tech. graduates and none of the M.C.A./M.Tech. degree holders think otherwise i.e. they

are of the opinion that it is either ‘not useful’ or ‘not at all useful’. About four per cent of the B.E./

B.Tech. graduates and 10 per cent of the M.C.A./M.Tech. qualified respondents are undecided.

Gender-wise analysis of the responses on “usefulness of .online or .com employment agencies”,

from the selected employees, shows that 91.87 per cent of the male respondents and 91.57 per cent of

the female respondents think that online or .com employment agencies are either useful or very useful,

whereas as a meager 1.63 per cent of the male and 1.05 per cent of the female respondents are of the

opinion that online or .com employment agencies are not useful. Only 6.50 per cent of the male and

7.37 per cent of the female respondents are undecided.



leaders/managers are of the opinion that online or .com employment agencies are either useful or very

useful; whereas none of the trainees/software engineers, 0.8 per cent of the system analysts, and 3.85

per cent of the project leaders/managers are of the opinion that employment agencies are not useful.

About 10 per cent of the trainees/software engineers, 2.4 per cent of the system analysts and 15.38 per

cent of the project leaders/managers are undecided and could not say anything.

A perusal of weighted average scores shows existence of a very high level of agreement over the

usefulness of the online or .com employment agencies among all the categories of the respondents.

From this it can concluded that online or .com employment agencies are useful.

Table: 3.10

Opinions of the Respondents on “Usefulness of Campus Recruitment”

Variables


Very


Not

Useful

Not at

all

Useful

Total

Edu

cati

on

B.E./ B.Tech.

63

(61.17)

[315]

---

36

(34.95)

[144]

---

3

(2.91)

[9]

---

1

(0.97)

[4]

---

0

(0.00)

[0]

---

103

(100)

[472]

{4.58}

M.C.A. / M.Tech.

57

(49.57)

[285]

---

58

(50.43)

[232]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

115

(100)

[517]

{4.50}

Gen

der

Male

59

(47.97)

[295]

---

60

(48.78)

[240]

---

3

(2.44)

[9]

---

1

(0.81)

[2]

---

0

(0.00)

[0]

---

123

(100)

[546]

{4.44}

Female

61

(64.21)

[305]

---

34

(35.79)

[136]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

95

(100)

[441]

{4.64}

Des

ign

atio

n

Trainee /

Software Engineer

32

(78.05)

[160]

---

7

(17.07)

[28]

---

2

(4.88)

[6]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

41

(100)

[194]

{4.73}

System Analyst

65

(52.00)

[325]

---

59

(47.20)

[236]

---

1

(0.8)

[3]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

125

(100)

[564]

{4.51}

Project Leader /

Manager

23

(44.23)

[115]

---

28

(53.85)

[112]

---

0

(0.00)

[0]

---

1

(1.92)

[2]

---

0

(0.00)

[0]

---

52

(100)

[229]

{4.40}

Total

120

(55.04)

[600]

---

94

(43.12)

[376]

---

3

(1.38)

[9]

---

1

(0.46)

[2]

---

0

(0.00)

[0]

---

218

(100)

[987]

{4.53}





Table 3.10 shows opinions of the respondents on “usefulness of campus recruitment”

An analysis of the responses from the selected employees shows that as many as 96.12 per cent

of the B.E./ B.Tech. graduates and 100 per cent of the M.C.A./M.Tech. degree holders think that campus

recruitment is either useful or ‘very useful’, whereas a meager 0.97 per cent of the B.E./ B.Tech.

graduates think that campus recruitment is not useful. About three per cent of the B.E./ B.Tech.

graduates are only undecided.

Gender-wise analysis of the responses on “usefulness of campus recruitment”, from the

selected employees, shows that 96.75 per cent of the male respondents and 100 per cent of the female

respondents think that campus recruitment is either useful or very useful, whereas only one male

respondent is of the opinion that campus recruitment is not useful. Only 2.44 per cent of the male

respondents are undecided.



leaders/managers are of the opinion that campus recruitment is either useful or very useful; whereas

except one project leader/manager nobody think that campus recruitment is not useful. About five per

cent of the trainees/software engineers and 0.8 per cent of the system analysts are undecided and could

not say anything.

A perusal of weighted average scores shows existence of a very high level of agreement over the

usefulness of campus recruitment among all the categories of the respondents.

From this it can concluded that campus recruitment is very useful.

Table: 3.11

Opinions of the Respondents on “Usefulness of Casual Calls”

Variables


Very


Not

Useful

Not at

all

Useful

Total

Edu

cati

on

B.E./ B.Tech.

13

(12.62)

[65]

---

12

(11.65)

[48]

---

29

(28.16)

[87]

---

44

(42.72)

[88]

---

5

(4.85)

[5]

---

103

(100)

[293]

{2.84}

M.C.A. / M.Tech.

21

(18.26)

[105]

---

14

(12.17)

[56]

---

55

(47.83)

[165]

---

25

(21.74)

[50]

---

0

(0.00)

[0]

---

115

(100)

[376]

{3.27}

Gen

der

Male

17

(13.82)

[85]

---

15

(12.19)

[60]

---

58

(47.15)

[174]

---

32

(26.02)

[64]

---

1

(0.81)

[1]

---

123

(100)

[384]

{3.12}

Female

17

(17.89)

[85]

---

11

(11.58)

[44]

---

26

(27.37)

[78]

---

37

(38.95)

[74]

---

4

(4.21)

[4]

---

95

(100)

[285]

{3.00}

Des

ign

atio

n

Trainee /

Software Engineer

7

(17.07)

[35]

---

3

(7.32)

[12]

---

16

(39.02)

[48]

---

11

(26.83)

[22]

---

4

(9.76)

[4]

---

41

(100)

[121]

{2.95}

System Analyst

16

(12.80)

[80]

---

10

(8.00)

[40]

---

56

(44.80)

[168]

---

42

(33.60)

[84]

---

1

(0.8)

[1]

---

125

(100)

[373]

{2.98}

Project Leader /

Manager

11

(21.15)

[55]

---

13

(25.00)

[52]

---

12

(23.08)

[36]

---

16

(30.77)

[32]

---

0

(0.00)

[0]

---

52

(100)

[175]

{3.37}

Total

34

(15.60)

[170]

---

26

(11.93)

[104]

---

84

(38.53)

[252]

---

69

(31.65)

[138]

---

5

(2.29)

[5]

---

218

(100)

[664]

{3.04}





Table 3.11 shows opinions of the respondents on “usefulness of casual calls”. An analysis of the

responses from the selected employees shows that 34.27 per cent of the B.E./ B.Tech. graduates and

30.43 per cent of the M.C.A./M.Tech. degree holders think that casual calls as a source of recruitment is

either useful or ‘very useful’, whereas 47.57 per cent of the B.E./ B.Tech. graduates and 21.83 per cent

of the M.C.A./M.Tech. degree holders are of the opinion that casual calls either not useful or not at all

useful. About 28 per cent of the B.E./ B.Tech. graduates and 47.83 per cent of the M.C.A./M.Tech.

degree holders are undecided.

Gender-wise analysis of the responses on “usefulness of casual calls”, from the selected

employees, shows that 26.01 per cent of the male respondents and 29.47 per cent of the female

respondents think that campus recruitment is either useful or very useful, whereas 26.83 per cent of the

male respondents are of the opinion that casual calls are either not useful or not at all useful. As many

as 47.15 per cent of the male respondents and 27.37 per cent of the female respondents are undecided.



of the opinion that casual calls are either useful or very useful; whereas 36.62 per cent of the

trainees/software engineers, 34.40 per cent of the system analysts, 30.77 per cent of the project

leaders/managers think that casual calls are either not useful or not at all useful. As many as 39.02 per

cent of the trainees/software engineers, 44.80 per cent of the system analysts and 23.08 per cent of the

project leaders/managers are undecided and could not say anything.

A perusal of the weighted average scores reveals that agreement over the usefulness of ‘casual

calls’

b. B.E./ B.Tech. graduates is low (WAS=2.84) and M.C.A./M.Tech. degree holders is high

(WAS=3.27),

c. Male and female respondents is high (WAS=3.00 to 4.00), and

d. among trainees/software engineers and system analysts is very low (WAS= 2.00 to 3.00)

and among project leaders/managers is high (WAS=3.37).

From this it can concluded that usefulness of casual call is doubtful.

Table: 3.12

Opinions of the Respondents on the “Usefulness of the Source ‘Recommendations’”


Very


Not

Useful

Not at

all

Useful

Total

Edu

cati

on

B.E./ B.Tech.

18

(17.47)

[90]

---

13

(3.88)

[52]

---

35

(33.98)

[105]

---

34

(33.01)

[68]

---

3

(2.91)

[3]

---

103

(100)

[318]

{3.09}

M.C.A. / M.Tech.

12

(10.43)

[60]

---

31

(26.96)

[124]

---

30

(26.09)

[90]

---

42

(36.52)

[84]

---

0

(0.00)

[0]

---

115

(100)

[358]

{3.11}

Gen

der

Male

12

(9.76)

[60]

---

23

(18.70)

[92]

---

38

(30.89)

[114]

---

47

(38.21)

[94]

---

3

(2.44)

[3]

---

123

(100)

[363]

{2.95}

Female

18

(18.95)

[90]

---

21

(22.10)

[84]

---

27

(28.42)

[81]

---

29

(30.53)

[58]

---

0

(0.00)

[0]

---

95

(100)

[313]

{3.29}

Des

ign

atio

n

Trainee /

Software Engineer

11

(26.83)

[55]

---

17

(41.46)

[68]

---

5

(12.20)

[15]

---

8

(19.51)

[16]

---

0

(0.00)

[0]

---

41

(100)

[154]

{3.76}

System Analyst

14

(11.20)

[70]

---

16

(12.80)

[64]

---

50

(40.00)

[150]

---

42

(33.60)

[84]

---

3

(2.40)

[3]

---

125

(100)

[371]

{2.97}

Project Leader /

Manager

5

(9.62)

[25]

---

11

(21.15)

[44]

---

10

(19.23)

[30]

---

26

(50.00)

[52]

---

0

(0.00)

[0]

---

52

(100)

[151]

{2.90}

Total

30

(13.76)

[150]

---

44

(20.18)

[176]

---

65

(29.82)

[195]

---

76

(34.86)

[152]

---

3

(1.38)

[3]

---

218

(100)

[673]

{3.09}





Table 3.12 shows opinions of the respondents on “usefulness of the source ‘recommendations’”.

An analysis of the responses from the selected employees shows that 21.35 per cent of the B.E./ B.Tech.

graduates and 37.39 per cent of the M.C.A./M.Tech. Degree holders think that ‘recommendations’ as a

source of recruitment is either useful or ‘very useful’, whereas 35.92 per cent of the B.E./ B.Tech.

graduates and 36.52 per cent of the M.C.A./M.Tech. Degree holders are of the opinion that

‘recommendations’ are either not useful or not at all useful as a source of recruitment. About 34 per

cent of the B.E./ B.Tech. graduates and 26.09 per cent of the M.C.A./M.Tech. degree holders are

undecided.

Gender-wise analysis of the responses on “usefulness of recommendations”, from the selected


respondents think that ‘recommendations’ are either useful or very useful, whereas 40.65 per cent of

the male and 30.53 per cent of the female respondents are of the opinion that ‘recommendations’ are

either not useful or not at all useful. As many as 30.89 per cent of the male and 28.42 per cent of the

female respondents are undecided.



of the opinion that recommendations are either useful or very useful; whereas 19.51 per cent of the

trainees/software engineers, 36.00 per cent of the system analysts, 50.00 per cent of the project

leaders/managers think that recommendations are either not useful or not at all useful. About 12 per

cent of the trainees/software engineers, 40 per cent of the system analysts and 19.23 per cent of the

project leaders/managers are undecided and could not say anything.

A perusal of the weighted average scores reveals that agreement over the usefulness of

‘recommendations’ among

e. the B.E./ B.Tech. graduates and the M.C.A./M.Tech. degree holders is high (WAS=3.00 to

4.00),

f. the male respondents is low (WAS=2.95) and the female respondents is high (WAS=3.29),

g. among the trainees/software engineers is high (WAS=3.76), among the system analysts and

project leaders/managers is low (WAS=2.00 to 3.00), and

h. among all the respondents is high (WAS=3.09).

From this it can concluded that usefulness of ‘recommendations’ as a source of recruitment

cannot be ruled out.

Table: 3.13

Opinions of the Respondents on “Usefulness of the Source ‘Referrals’”

Variables


Very


Not

Useful

Not at

all

Useful

Total

Edu

cati

on

B.E./ B.Tech

43

(41.75)

[215]

---

53

(51.46)

[212]

---

3

(2.91)

[9]

---

4

(3.88)

[8]

---

0

(0.00)

[0]

---

103

(100)

[444]

{4.31}

M.C.A. / M.Tech.

31

(26.96)

[155]

---

62

(53.91)

[248]

---

10

(8.70)

[30]

---

12

(10.43)

[24]

---

0

(0.00)

[0]

---

115

(100)

[457]

{3.97}

Gen

der

Male

40

(32.52)

[200]

---

74

(60.16)

[296]

---

5

(4.06)

[15]

---

4

(3.25)

[8]

---

0

(0.00)

[0]

---

123

(100)

[519]

{4.22}

Female

34

(35.79)

[170]

---

41

(43.16)

[164]

---

8

(8.42)

[24]

---

12

(12.63)

[24]

---

0

(0.00)

[0]

---

95

(100)

[382]

{4.02}

Des

ign

atio

n

Trainee /

Software Engineer

16

(39.02)

[80]

---

16

(39.02)

[64]

---

4

(9.76)

[12]

---

5

(12.20)

[10]

---

0

(0.00)

[0]

---

41

(100)

[166]

{4.05}

System Analyst

36

(28.80)

[180]

---

69

(55.20)

[276]

---

9

(7.20)

[27]

---

11

(8.80)

[22]

---

0

(0.00)

[0]

---

125

(100)

[505]

{4.04}

Project Leader /

Manager

22

(42.31)

[110]

---

30

(57.69)

[120]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

52

(100)

[230]

{4.42}

Total

74

(33.94)

[370]

---

115

(52.75)

[460]

---

13

(5.96)

[39]

---

16

(7.34)

[32]

---

0

(0.00)

[0]

---

218

(100)

[901]

{4.13}





Table 3.13 shows opinions of the respondents on “usefulness of the source ‘Referrals’”

An analysis of the responses from the selected employees shows that 93.21 per cent of the B.E./

B.Tech. graduates and 80.87 per cent of the M.C.A./M.Tech. degree holders think that ‘referrals’ as a

source of recruitment is either ‘useful’ or ‘very useful’, whereas 3.88 per cent of the B.E./ B.Tech.

graduates and 10.43 per cent of the M.C.A./M.Tech. degree holders are of the opinion that ‘referrals’

are not useful as a source of recruitment. About 3 per cent of the B.E./ B.Tech. graduates and 8.70 per

cent of the M.C.A./M.Tech. degree holders are undecided.

Gender-wise analysis of the responses on “usefulness of referrals”, from the selected


respondents think that ‘referrals’ are either useful or very useful, whereas 3.25 per cent of the male and

12.63 per cent of the female respondents are of the opinion that ‘referrals’ are not useful. About 4 per

cent of the male and 8.42 per cent of the female respondents are undecided.


engineers, 84.00 per cent of the system analysts and 100 per cent of the project leaders/managers are

of the opinion that referrals are either useful or very useful; whereas 12.20 per cent of the

trainees/software engineers and 8.8 per cent of the system analysts think that referrals are not useful.

About 10 per cent of the trainees/software engineers and 7.2 per cent of the system analysts are

undecided and could not say anything.

A perusal of the weighted average scores reveals that agreement over the usefulness of

‘referrals’ among

i. the B.E./ B.Tech. graduates is very high (WAS=4.31) and among the M.C.A./M.Tech.

degree holders is high (WAS=3.97),

j. the male and female respondents is very high low (WAS=4.00 – 5.00),

k. among the trainees/software engineers, system analysts and project leaders/managers

is very high (WAS=4.00 to 5.00), and

l. among all the respondents is very high (WAS=4.13).

From this it can concluded that usefulness of ‘recommendations’ as a source of recruitment

cannot be ruled out.

Table: 3.14

Opinions of the Respondents on “Deciding Factor in their Selection”

Variables


Qualification Work

experience Merit

All of

the

above

Total

Edu

cati

on

B.E./ B.Tech 26

(25.24)

13

(12.62)

30

(29.13)

34

(33.01)

103

(100)

M.C.A./ M.Tech. 22

(19.13)

22

(19.13)

32

(27.83)

39

(33.91)

115

(100)

Gen

der

Male 30

(24.39)

20

(16.26)

29

(23.58)

44

(35.77)

123

(100)

Female 18

(18.95)

15

(15.79)

33

(34.74)

29

(30.53)

95

(100)

Des

ign

atio

n

Trainee/

Software Engineer

12

(29.27)

0

(0.00)

17

(41.46)

12

(29.27)

41

(100)

System Analyst 29

(23.20)

28

(22.40)

28

(22.40)

40

(32.00)

125

(100)

Project Leader/ Manager 7

(13.46)

7

(13.46)

17

(32.69)

21

(40.38)

52

(100)

Total 48

(22.02)

35

(16.05)

62

(28.44)

73

(33.49)

218

(100)



Table 3.14 shows opinions of the respondents on “Deciding factor in their selection”. Education-

wise analysis of the opinions of the employees reveals that 25.24 per cent of the B.E./ B.Tech. graduates

and 19.13 per cent of the M.C.A./M.Tech. degree holders think that qualification is the deciding factor in

their selection; 12.62 per cent of the B.E./ B.Tech. graduates and 19.13 per cent of the M.C.A./M.Tech.

degree holders think that work experience is the deciding factor in their selection; 29.13 per cent of the

B.E./ B.Tech. graduates and 27.83 per cent of the M.C.A./M.Tech. degree holders are of the opinion that

merit is the deciding factor in their selection; almost one-third of technical graduates and postgraduates

are of the opinion that all the three factors (qualification, work experience, and merit) put together

were the deciding factors in their selection.

Gender-wise analysis depicts that 24.39 per cent of the male and 18.95 per cent of the female

respondents opine that qualification was the deciding factor in their selection, 16.26 per cent of the

male and 15.79 per cent of the female respondents are of the opinion that work experience was the

deciding factor in their selection, 23.58 per cent of the male respondents and 34.74 per cent of the

female respondents are of the opinion that merit was the deciding factor in their selection. All the three

– qualification, work experience and merit – were considered at the time of their selection.

Designation-wise analysis shows that 29.27 per cent of the trainee/software engineers, 23.20

per cent of the system analysts and 13.46 per cent of the project leaders/managers say that qualification

was the main consideration at the time of their selection. None of the trainees/software engineers,

22.40 per cent of the system analysts and 13.46 per cent of the project leaders/managers are of the

opinion think that work experience was the main factor considered at the time of their selection. As

many as 41.46 per cent of the trainees/software engineers, 22.40 per cent of the system analysts, and

32.69 per cent of the project leaders/managers are of the opinion that merit was considered most at the

time of their selection. About 29 per cent of the trainees/software engineers, 32.00 per cent of the

system analysts and 40.38 per cent of the project leaders/managers opine that all the three –

qualification, work experience and merit – were considered a the time selection. On the whole 22.02 per

cent of the respondents think that qualification was the main consideration, 16.05 per cent of the

respondents think that work experience was the main consideration, 28.44 per cent of the respondents

think that merit was the main consideration and 33.49 per cent of the respondent think that all the

three – qualification, work experience and merit – were considered at the time of selection.

Table: 3.15

Different Stages in Selection, the Respondents have Passed Through

Variables Written

Exam

Group

Discussion

Technical

Round-I

Technical

Round-II

HR

Round Total

Edu

cati

on

B.E./ B.Tech. 82

(79.61)

62

(60.19)

103

(100)

103

(100)

103

(100)

103

(100)

M.C.A../ M.Tech 96

(83.48)

63

(54.78)

114

(99.13)

114

(99.13)

114

(99.13)

115

(100)

Gen

der

Male 84

(68.29)

64

(52.03)

123

(100)

123

(100)

123

(100)

123

(100)

Female 75

(78.95)

61

(64.21)

95

(100)

95

(100)

95

(100)

95

(100)

Des

ign

atio

n

Trainee/

Software Engineer

176

(88.89)

136

(68.69)

198

(100)

198

(100)

198

(100)

198

(100)

System Analyst 0

(0.00)

0

(0.00)

19

(100)

19

(100)

19

(100)

19

(100)

Project Leader /

Manager

0

(0.00)

0

(0.00)

1

(100)

1

(100)

1

(100)

1

(100)

Total 178

(81.65)

125

(57.34)

218

(100)

218

(100)

218

(100)

218

(100)



Table 3.15 shows different stages in selection, the respondents have passed through. Five stages

in selection have been identified. They are (1) Written Examination, (2) Group Discussion, (3) Technical

Round-I, (4) Technical Round-II and (5) HR Round. As many as 79.61 per cent of the B.E./ B.Tech.

qualified respondents and 83.48 per cent of the M.C.A./M.Tech. qualified respondents have appeared

for written test, 60.19 per cent of the B.E./ B.Tech. qualified respondents and 54.78 per cent of the

M.C.A./M.Tech. qualified respondents have passed through group, all the B.E./ B.Tech. qualified

respondents and 99.13 per cent of the M.C.A./M.Tech. qualified respondents have passed through two

technical and one HR round.

Gender-wise analysis of the responses shows that 68.29 per cent of the male respondents and

78.95 per cent of the female respondents have appeared for written examination, 52.03 per cent of the

male respondents and 64.21 per cent of the female respondents have appeared for group discussion,

and hundred per cent of both male and female respondent have appeared for two technical and one HR

round.

Designation-wise analysis shows that 88.89 per cent of the trainees/software engineers

appeared for written examination at the time of their selection, relatively lesser percentage than that

(68.69 per cent) appeared for group discussion, and hundred per cent of all the respondents have

passed through two technical rounds and one HR round. For the purpose of this analysis the designation

at the time of selection was taken into consideration. So from this one can say that for system analysts

project leaders/managers no written examinations and group discussions are conducted. Sometime for

selecting software engineers also neither the written examination nor the group discussion is

conducted.

Table: 3.16

Opinions of the Respondents on Selection Process Underwent by them

Variables


Biased Unbiased Simple Comprehensive Total

Edu

cati

on

B.E/ B.Tech 9

(8.74)

7

(6.80)

36

(34.95)

51

(49.51)

103

(100)

M.C.A. / M.Tech. 2

(1.74)

13

(11.30)

43

(37.39)

57

(49.57)

115

(100)

Gen

der

Male 4

(3.25)

9

(7.32)

42

(34.15)

68

(55.28)

123

(100)

Female 7

(7.37)

11

(11.58)

37

(38.95)

40

(42.10)

95

(100)

Des

ign

atio

n

Trainee /

Software Engineer

7

(17.07)

12

(29.27)

7

(17.07)

15

(36.59)

41

(100)

System Analyst 1

(0.80)

6

(4.80)

52

(41.60)

66

(52.80)

125

(100)

Project Leader /

Manager

3

(5.77)

2

(3.85)

20

(38.46)

27

(51.92)

52

(100)

Total 11

(5.04)

20

(9.17)

79

(36.24)

108

(49.54)

218

(100)



Table 3.16 shows opinions of the respondents on selection process underwent by them. As per

the table 8.74 per cent of the B.E./ B.Tech. respondents and 1.74 per cent of the M.C.A./M.Tech.

qualified respondents are of the opinion that the selection process was biased, 6.80 per cent of the B.E./

B.Tech. qualified respondents and 11.30 per cent of the M.C.A./M.Tech. qualified respondents say that

the selection process was unbiased, 34.95 per cent of the B.E./ B.Tech. qualified respondents and 37.39

per cent of M.C.A./M.Tech. qualified respondents think that the selection process was simple, and about

one-half of the respondents irrespective educational qualification opine that the selection process was

comprehensive.

Gender-wise analysis shows that 3.25 per cent of the male respondents and 7.37 per cent of the

female respondents think that the selection process was biased, 7.32 per cent of the male respondents

and 11.58 per cent of the female respondents think that the selection process was unbiased, 34.15 per

cent of the male respondents and 38.95 per cent of the female respondents opine that the selection

process was simple, and the remaining 55.28 per cent of the male respondents and 42.10 per cent of the

female respondents feel that the selection process was comprehensive. From this it can be concluded

that irrespective of gender a majority of the respondents think that the selection process was

comprehensive.

Designation-wise analysis shows that a majority of the system analysts and project

leaders/managers think that the selection process was comprehensive, 17.07 per cent of the

trainees/software engineers think that it was biased. Reasons for they carrying such an opinion is not

known.

Table: 3.17

Opinions of the Respondents on Placement, Probation and Confirmation in the Organization

Variables


Fully

Satisfied Satisfied Undecided Dissatisfied

Highly

Dissatisfied Total

Edu

cati

on

B.E./ B.Tech.

45

(43.69)

[225]

---

55

(53.39)

[220]

---

2

(1.94)

[6]

---

1

(0.97)

[2]

---

0

(0.00)

[0]

---

103

(100)

[453]

{4.39}

M.C.A./ M.Tech.

61

(53.04)

[305]

---

52

(45.22)

[208]

---

2

(1.74)

[6]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

115

(100)

[519]

{4.51}

Gen

der

Male

56

(45.53)

[280]

---

63

(51.22)

[252]

---

4

(3.25)

[12]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

123

(100)

[544]

{4.42}

Female

50

(52.63)

[250]

---

44

(46.31)

[176]

---

0

(0.00)

[0]

---

1

(1.05)

[2]

---

0

(0.00)

[0]

---

95

(100)

[428]

{4.50}

D

esig

nat

ion

Trainee/ Software

Engineer

15

(36.59)

[75]

---

25

(60.98)

[100]

---

0

(0.00)

[0]

---

1

(2.44)

[0]

---

0

(0.00)

[0]

---

41

(100)

[177]

{4.32}

System Analyst

63

(50.40)

[315]

---

58

(46.40)

[232]

---

4

(3.20)

[12]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

125

(100)

[559]

{4.47}

Project Leader/

Manager

28

(53.85)

[140]

---

24

(46.15)

[96]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

52

(100)

[236]

{4.54}

Total

106

(48.62)

[530]

---

107

(49.08)

[428]

---

4

(1.83)

[12]

---

1

(0.46)

[2]

---

0

(0.00)

[0]

---

218

(100)

[972]

{4.46}





Table 3.17 shows opinions of the respondents on placement, probation and confirmation in the

organization. Irrespective of qualification, gender and designation more than 97 per cent of the

respondents are either simply or fully satisfied with placement, probation and confirmation in the

organization. This is a good HR practice.

Table: 3.18

Opinions of the Respondents on whether the Information Relating to Duties, Responsibilities and

Nature of the Work Provided by the Management

Variables


Not at all

informed

Insufficiently

informed

Sufficiently

informed Total

Edu

cati

on

B.E./ B.Tech 2

(1.94)

7

(6.80)

94

(91.26)

103

(100)

M.C.A./ M.Tech. 0

(0.00)

4

(3.48)

111

(96.52)

115

(100)

Gen

der

Male 2

(1.63)

7

(5.69)

114

(92.68)

123

(100)

Female 0

(0.00)

4

(4.21)

91

(95.79)

95

(100)

Des

ign

atio

n

Trainee/

Software Engineer

0

(0.00)

8

(19.51)

33

(80.49)

41

(100)

System Analyst 2

(1.60)

3

(2.40)

120

(96.00)

125

(100)

Project Leader / Manager 0

(0.00)

0

(0.00)

52

(100)

52

(100)

Total 2

(0.92)

11

(5.04)

205

(94.04)

218

(100)



Table 3.18 shows opinions of the respondents on whether the information relating to duties,

responsibilities and nature of the work provided by the management. Irrespective of educational

qualification, gender and designation more than 94 per cent of the respondents opine that they are

sufficiently informed of their duties, responsibilities and nature of the work. Less than one per cent of

the respondents are of the opinion that they are not at all informed about them. About five per cent of

the respondents think that they are insufficiently informed of.

Table: 3.19

Responses of the Respondents relating to the Methods of Induction Programme Followed by the

Organisation

Variables


Class room

orientation

Discussion

with

superiors

Booklets

and

Pamphlets

Online

All of

the

above

Total

Edu

cati

on

B.E./ B.Tech 57

(55.34)

9

(8.74)

4

(3.88)

9

(8.74)

24

(23.30)

103

(100)

M.C.A./ M.Tech. 32

(27.83)

21

(18.26)

8

(6.96)

20

(17.39)

34

(29.57)

115

(100)

Gen

der

Male 45

(36.58)

25

(20.32)

3

(2.44)

16

(13.01)

34

(27.64)

123

(100)

Female 44

(46.32)

5

(5.26)

9

(9.47)

13

(13.68)

24

(25.26)

95

(100)

Des

ign

atio

n

Trainee/

Software Engineer

29

(70.73)

4

(9.76)

0

(0.00)

7

(17.07)

1

(2.44)

41

(100)

System Analyst 53

(42.40)

14

(11.20)

4

(3.20)

7

(5.60)

47

(37.60)

125

(100)

Project Leader/

Manager

7

(13.46)

12

(23.08)

8

(15.38)

15

(28.85)

10

(19.23)

52

(100)

Total 89

(40.82)

30

(13.76)

12

(5.50)

29

(13.30)

58

(26.60)

218

(100)



To know about the methods of induction programme followed in the company the responses

were collected, analysed and presented in table 3.19. Methods of induction include class room

orientation, discussion with superiors, booklets and pamphlets, online, collectively or separately. In this

case designation-wise analysis appears to be more relevant. More than 70 per cent of the


leaders/managers say that class room orientation is used. From this one can understand that higher the

designation lesser the use of ‘class room orientation’ for induction. As far as discussion with superiors is

concerned reverse is the trend. More than 23 per cent of the project leaders/managers, 11.20 per cent

of the system analysts and 9.76 per cent of the trainees/software engineers say that the method

‘discussion with superiors’ is used. Similar is the case with the method ‘booklets and pamphlets’. A

higher percentage of the respondents say that it is used when compared to others. About 13 per cent of

the respondents say online induction method is used and another 26.60 per cent of the respondents say

that all these methods are used in the organization at the time of induction.

Table: 3.20

Opinions of the Respondents on the Importance of Induction Programmes

Variables


Not at all

important

Important

to some

extent

Important to

a moderate

extent

Important to a

considerable

extent

Important

to a great

extent

Total

Ed

uca

tio

n

B.E./ B.Tech.

4

(3.89)

[4]

---

13

(12.62)

[26]

---

38

(36.89)

[114]

---

35

(33.98)

[140]

---

13

(12.62)

[65]

---

103

(100)

[349]

{3.39}

M.C.A./

M.Tech.

20

(17.39)

[20]

---

32

(27.83)

[64]

---

15

(13.04)

[45]

---

22

(19.13)

[88]

---

26

(22.61)

[130]

---

115

(100)

[347]

{3.02}

Gen

der

Male

11

(8.94)

[11]

---

28

(22.76)

[56]

---

28

(22.76)

[84]

---

28

(22.76)

[112]

---

28

(22.76)

[140]

---

123

(100)

[403]

{3.28}

Female

13

(13.68)

[13]

---

17

(17.89)

[34]

---

25

(26.31)

[75]

---

29

(30.53)

[116]

---

11

(11.58)

[55]

---

95

(100)

[293]

{3.08}

Des

ign

atio

n

Trainee/

Software

Engineer

0

(0.00)

[0]

---

3

(7.32)

[6]

---

11

(26.83)

[33]

---

14

(34.15)

[56]

---

13

(31.71)

[65]

---

41

(100)

[160]

{3.90}

System Analyst

10

(8.00)

[10]

---

22

(17.60)

[44]

---

39

(31.20)

[117]

---

39

(31.20)

[156]

---

15

(12.00)

[75]

---

125

(100)

[402]

{3.22}

Project Leader

/ Manager

14

(26.92)

[14]

---

17

(32.69)

[34]

---

3

(5.77)

[9]

---

4

(7.69)

[16]

---

11

(21.15)

[55]

---

52

(100)

[128]

{2.46}

Total

24

(11.01)

[24]

---

45

(20.64)

[90]

---

53

(24.31)

[159]

---

57

(26.15)

[228]

---

39

(17.89)

[195]

---

218

(100)

[696]

{3.19}





Table 3.20 shows opinions of the respondents on the importance of induction programmes.

Though, irrespective of educational qualification, a majority of the respondents opine that the induction

programmes are important, B.E./ B.Tech. qualified respondents carry a more positive opinion than the

M.C.A./M.Tech. qualified respondents.

Gender-wise analysis of the responses shows that 8.94 per cent of the male respondents and

13.68 per cent of the female respondents think that induction programmes are not at all important,

22.76 per cent of the male respondents and 17.89 per cent of the female respondents think that

induction programmes are useful to some extent, 22.76 per cent of the male respondents and 26.31 per

cent of the female respondents think that induction programmes are important to a moderate extent,

22.76 per cent of the male respondents and 30.53 per cent of the female respondents feel that

induction programmes are important to a considerable extent, and 22.76 per cent of the male

respondents and 11.58 per cent of the female respondents opine that induction programmes are

important to great extent. On the whole both male and female respondents carry a positive but male

respondents carry a more positive opinion than the female respondents.

Designation-wise analysis of the responses shows that as many as 26.92 per cent of the project

leaders/managers and 8.00 per cent of the system analysts think that induction programmes are not at

all important; 32.69 per cent of the project leaders/managers, 17.60 per cent of the system analysts and

7.32 per cent of the trainees/software engineers think that induction programmes are important to

some extent; 26.83 per cent of the trainees/software engineers, 31.20 per cent of the system analysts,

and only 5.77 per cent of the project leaders/managers think that induction programmes are important

to a moderate extent; 31.20 per cent of the trainees/software engineers, 7.69 per cent of the system

analysts, 26.15 per cent of the project leaders/managers opine that induction programmes are

important to a considerable extent; and the remaining 31.71 per cent of the trainees/software

engineers, 12.00 per cent of the system analysts, and 21.15 per cent of the project leaders/managers

expressed the opinion that induction programmes are important to a great extent. Weighted average

scores indicate existence of high degree of acceptance of induction programmes as important among

trainees/software engineer respondents and system analysts, project leaders/managers do not carry

that good opinion about induction programmes. On the whole the respondents carry a positive opinion.

Table: 3.21

Overall Opinion of the Respondents on the Acquisition Function in the Company

Variables


Fully

Satisfied Satisfied Undecided Dissatisfied

Highly

Dissatisfied Total

Edu

cati

on

B.E,/ B.Tech

50

(48.54)

[250]

---

49

(47.57)

[196]

---

3

(2.91)

[9]

---

1

(0.97)

[2]

---

0

(0.00)

[0]

---

103

(100)

[457]

{4.44}

M.C.A./ M.Tech.

52

(45.22)

[260]

---

62

(53.91)

[248]

---

1

(0.87)

[3]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

115

(100)

[511]

{4.44}

Gen

der

Male

60

(48.78)

[300]

---

59

(47.97)

[236]

---

4

(3.25)

[12]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

123

(100)

[548]

{4.45}

Female

42

(44.21)

[210]

---

52

(54.74)

[208]

---

0

(0.00)

[0]

---

1

(1.05)

[2]

---

0

(0.00)

[0]

---

95

(100)

[420]

{4.42}

Des

ign

atio

n

Trainee/ Software

Engineer

10

(24.39)

[50]

---

30

(73.17)

[120]

---

0

(0.00)

[0]

---

1

(2.44)

[2]

---

0

(0.00)

[0]

---

41

(100)

[172]

{4.19}

System Analyst

75

(60.00)

[375]

---

47

(37.60)

[188]

---

3

(2.40)

[9]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

125

(100)

[572]

{4.58}

Project Leader /

Manager

17

(32.69)

[85]

---

34

(65.38)

[136]

---

1

(1.92)

[3]

---

0

(0.00)

[0]

---

0

(0.00)

[0]

---

52

(100)

[224]

{4.31}

Total

102

(46.79)

[510]

---

111

(50.92)

[444]

---

4

(1.83)

[12]

---

1

(0.46)

[2]

---

0

(0.00)

[0]

---

218

(100)

[968]

{4.44}





Table 3.21 shows overall opinion of the respondents on the acquisition function in the company.

Irrespective education, gender and designation about 97 per cent of the respondents are either satisfied

or fully satisfied with acquisition function of the company. Weighted average scores are between 4 and

5 thus indicating a high level of satisfaction with acquisition function of the respondents.

Table: 3.22

Educational Qualification-, Gender-, and Designation-Wise Analysis of the Responses to the Statement

that “Do executives/superiors take interest and spend time with new recruits during induction?”


Yes No Total

Edu

cati

on

B.E./ B.Tech 102

(99.03)

1

(0.97)

103

(100)

M.C.A. / M.Tech. 114

(99.13)

1

(0.87)

115

(100)

Gen

der

Male 122

(99.19)

1

(0.81)

123

(100)

Female 94

(98.95)

1

(1.05)

95

(100)

Des

ign

atio

n

Trainee/

Software Engineer

40

(97.56)

1

(2.44)

41

(100)

System Analyst 124

(99.20)

1

(0.80)

125

(100)

Project Leader / Manager 52

(100)

0

(0.00)

52

(100)

Total 216

(99.08)

2

(0.92)

218

(100)



Table 3.22 consists of educational qualification-, gender-, and designation-wise analysis of the

responses to the statement that “Do executives/superiors take interest and spend time with new

recruits during induction?” More than 99 per cent of the respondents are of the opinion that

executives/superiors take interest and spend time with new recruits during induction.

Table: 3.23

Educational Qualification-, Gender-, and Designation-Wise Analysis of the Responses to the Statement

that “Are you aware of the recruitment policy of your company?”


Yes No Total

Edu

cati

o

n B.E./B.Tech

77

(74.76)

26

(25.24)

103

(100)

M.C.A./M.Tech 99

(86.09)

16

(13.91)

115

(100)

Gen

der

Male 97

(78.86)

26

(21.14)

123

(100)

Female 79

(83.16)

16

(16.84)

95

(100)

Des

ign

atio

n

Trainee/

Software Engineer

31

(75.61)

10

(24.39)

41

(100)

System Analyst 93

(74.40)

32

(25.60)

125

(100)

Project Leader /

Manager

52

(100)

0

(0.00)

52

(100)

Total 176

(80.73)

42

(19.27)

218

(100)



Table 3.23 provides educational qualification-, gender-, and designation-wise analysis of the

responses to the statement that “Are you aware of the recruitment policy of your company?” All the

project leaders/managers and more than 74 per cent of others know recruitment policy of the company.

Conclusions:

The analysis given above shows that campus recruitment, referrals and consultancies are the

three almost equally popular sources of recruitment used by the company. A great majority of the

respondents have registered themselves with online employment agencies and many of them have

registered themselves with more than one online employment agency. As per the opinions of the

respondents advertisement in newspapers, professional journals, and on internet is very useful. The

respondents think that advertisement in other media is not useful.

They also think that employment agencies including online or .com employment agencies, and

campus recruitment are also useful sources of recruitment. In their opinion usefulness of casual calls is

doubtful and usefulness of ‘recommendations’ as a source of recruitment cannot be ruled out.

Qualification, work experience and merit are generally considered at the time of selection. For

system analysts project leaders/managers no written examinations and group discussions are

conducted. Sometimes for selecting software engineers also neither the written examination nor the

group discussion is conducted.

Many respondents think that:

- selection procedure is unbiased and comprehensive but 17.07 per cent of the

trainees/software engineers think that it was biased.

- a great majority of the respondents are satisfied with placement, probation and confirmation

in the organization.

- a great majority of the respondents opine that they are sufficiently informed of their duties,

responsibilities and nature of the work.

Methods of induction include class room orientation, discussion with superiors, booklets and

pamphlets, online, collectively or separately. Weighted average scores indicate existence of high degree

of acceptance of induction programmes as important among trainees/software engineer respondents

and system analysts. But project leaders/managers do not carry that good opinion about induction

programmes. On the whole the respondents carry a high level of satisfaction with acquisition function of

the respondents. More than 99 per cent of the respondents are of the opinion that executives/superiors

take interest and spend time with new recruits during induction. All the project leaders/managers and

more than 74 per cent of others know recruitment policy of the company.

References

1. Sandeep Ray Chaudhuri, Trends in Recruitment of Executives in IT sector in India, HRM Review,

Aug 2006, ICFAI University press.

2. Flippo, Edwin B., Personnel Management, McGraw Hill, New Delhi, 1980.

3. C.B.Mamoria, S.V.Gankar “Human Resource Management”, Himalaya Publishing House, Seventh

edition.

4. http://recruitment.naukrihub.com/meaning-of-recruitment.html

5. http://recruitment.naukrihub.com/sources-of-recruitment.html

6. http://recruitment.naukrihub.com/recent-trends.html

CHAPTER – 4

TRAINING AND DEVELOPMENT

The main thrust of this chapter is on the development of

human resources in the IT industry. The focus naturally is on

employee development to improve the individual abilities. Based

on these aspects, the researcher has tried to focus on the human

http://recruitment.naukrihub.com/sources-of-recruitment.html

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