Anjali Research Report

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TABLE OF CONTENTS

GUIDE CERTIFICATE

DECLARATION

ACKNOWLEDGEMENT

CHAPTER-1

INTRODUCTION TO THE TOPIC

LITERATURE REVIEW

CHAPTER-2

OBJECTIVE OF THE STUDY

SIGNIFICANCE OF THE STUDY

RESEARCH METHODOLOGY

CHAPTER-3

DATA PROCESSING AND ANALYSIS

CHAPTER-4

CONCLUSION

CHAPTER-5

BIBLIOGRAPHY

APPENDIX


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DECLARATION

I Anjali Gupta, a student of M.B.A. 2nd Year, KP COLLEGE OF MAAGEMENT

Agra, Batch 2008-200, hereby declare that research report entitled STUDY ON

RECRUITMENT AND SELECTION PROCEDURE IN HOTEL JAYPEE PALACE is

the outcome of my own work and same has not been submitted to any university /

Institution for the award of any degree or Professional diploma.

Date:

Place:

(ANJALI GUPTA)


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DECLARATION

I, Anjali Gupta student of MBA IV semester, K.P. COLLEGE OF

MANAGEMENT Agra, hereby solemnly declare that the Research Project

Report titled a study on recruitment & selection process in hotel industry

with special reference to jay pee palace hotel, Agra is the outcome of

my own research and prepared by me and the same has not been

submitted to any university or institute for the award of any degree or

diploma.

Date: Anjali Gupta

Place: Agra 0843670003


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ACKNOWLEDGEMENT

Presenting the research project of this type is arduous task demanding lot

of time. I cannot in full measure reciprocate the kindness shown and

contribution made by various people in the endeavor. I'll remember all of

them with gratitude.

At the outset I wish to record my gratitude to Mr. Rakesh Chandra

DirectorofK.P.College of ManagementandMs. Jyoti (HOD)who provided

me this opportunity.

I am greatly indebted to HR Manager of jay pee palace hotel for his

support.

I am extremely thankful to Ms. Shubra Bhardwaj (project guide) for

providing me various guidelines regarding the research project.

Before I get into thick of the things I would like to add few hard felt words for the people

who are part of this project in numerous ways.


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I express my deep feelings of gratitude and profound respect to Miss. Shurbha

bhardwaj for their valuable guidance.

At last but not the least my warmest thanks to my friends and my teachers of the

institute for their continuous support.

(ANJALI GPTA)

GUIDE CERTIFICATE


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CHAPTER-1

1.INTRODUCTION TO THE TOPIC

2.LITERATURE REVIEW


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INTRODUCTION TO THE TOPIC


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INTRODUCTION

Right person for the right job is the basic principle in recruitment and

selection. Ever organisation should give attention to the selection of its

manpower, especially its managers. The operative manpower is equally

important and essential for the orderly working of an enterprise. Every

business organisation/unit needs manpower for carrying different business

activities smoothly and efficiently and for this recruitment and selection of

suitable candidates are essential. Human resource management in an

organisation will not be possible if unsuitable persons are selected and

employment in a business unit.

Every organisation needs to look after recruitment and selection

in the initial period and thereafter as and when additional manpower

is required due to expansion and development of business activities.

Recruitment and selection are two of the most important

functions of personnel management. Recruitment precedes selection

and helps in selecting a right candidate.


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INTRODUCTION TO RECRUITMENT AND SELECTION

RECRUITMENT

Recruitment is a process which fulfills the requirement of employees in

any organization by the selection either internal or external ,is a deliberate

effort of the organization in order to select fixed number of personnel

from a large number of appointment.

Recruitment is the phase which immediately precedes selection.

Its purpose is to pave the way for selection procedures by producing

ideally the smallest number of candidates who offer to be capable either of

performing the required tasks of the job from he outset of developing the

ability to do so within a period of time acceptable to the employing

organization .

A primary task of the recruitment phase is to help would be applicants

to decide whether they are likely to be suitable to fill the job vacancy.

This is clearly in the interest of both, the employing organization and the

applicant.


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Recruitment is the development and maintenance of adequate

manpower resources. It involves the creation of a tool of available labour

upon whom the organization can Draw when it need additional employees.

Recruitment is the creation of application for specific positions

through three sources : Advertisement , State Employment

Exchange Agencies Or Private Employment Agencies and Present

Employees. In other sources of recruitment , educational institutions ,

labour unions , casual applications and leasing are also Utilized.

Recruitment is a process of finding and attracting capable

applicants for employment. The process begins when new recruits are soughtand ends when their applications are submitted. The result is a pool of applicants

from which new employees are selected.

--- William B. Werther & Keith Davis

Recruitment is a form of competition. Just as corporations compete to

develop, manufacture andmarket the best product or service , so they must also

compete to identify, attract or hire the most qualified people .Recruitment is a

business and it is a big business.

--- J.S. Lord

Recruitment is a process of searching for prospective employees and

stimulating and encouraging them to apply for jobs in an organization . It is often


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termed positive in that it stimulates people to apply for jobs to increase the

hiring ratio, i.e., the number of applicants for job . Selection , on the other hand

,tends to be negative because it rejects a good number of those who apply, leaving

only the best to be hired.

--- Edwin B. Flippo

Recruitment is a true sales function . A recruiter should uncover the

needs of the applicants and understand why they have those needs and the

recruiter can then show how the organization can specifically satisfy such

needs. ---Gale Heritage

SELECTION

Selection process is of one or many go, or no-go gauges.

Candidates are screened by the application of these gauges. Qualified

applicants go on to the next hurdle, while unqualified are eliminated.

---Dale Yoder

Selection is a process of differentiating between applicants in order to

identify and hire those with a greater likelihood of success in a job.

---- Thomas H. Stone


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And Selection is a process by which candidates for employment are

distinguished between those who are suitable and those who are not. It

involves rejection of some candidates and is sometimes described as a

negative proceeds in contract with the positive programs of recruitment.

Selection refers to the process of offering job to one or more applicants

from the applications.

Selection start with reference to job specification which indicate not only

immediate job requirement but other qualities which may be desirable in the

long run usually the personal qualities which forms the basis of selection

include skill experience, age, education and training, physical characteristics,

intelligence, emotional stability, attitude towards work and personality.


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PURPOSE OF RECRUITMENT AND SELECTION

*. To determine the present and future human resource requirements of

the organization in conjunction with human resource planning activities and

job analysis activities.

**. To increase the pool of potential personnel and the organization has a

number of options to choose from.

***. To increase the success rate of the selection process by filtering the

number of under qualified or overqualified job applicants.

****. To meet the organizations legal and social obligations

regarding composition of its workforce.


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TOPIC OVERVIEW

RECRUITMENT

Recruitment is a process concerned with the identification of

sources from where the personnel can be employed and motivating

them to offer themselves for employment.

Thus, recruitment process is concerned with the

identification of possible sources of human resource supply and

tapping those sources . In the total process of acquiring and placing

human resources in the organization, recruitment falls in between

the planning for human resource and their placement after selection.

Recruitment represents the first contact that a company makes

with the personnel having potential to be employed. From the point

of view of potential candidates, recruitment is the process through

which they come to know about the company and the nature of jobs

that are being offered.


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THE PROCESS OF RECRUITMENT

RECRUITMENT PLANNING

SOURCES OF PLANNING

CONTACTING SOURCES

APPLICATION POOL

TO SELECTION PROCESS


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PREPARATION FOR RECRUITMENT:

Before we think of inviting people to apply for a job we have to

decide what types of persons are to be invited and what their

characteristics should be. This calls for fixing the job specifications

which may also be called man specifications.

Job specification are based on job description which is

dependent on the nature and requirement of a job. Thus job

specification will be different for each job.

Below are the various element of job specification:

y Physical Specification : For certain jobs some special physical

features may be required. For example for assembly of a TV set

or some other electronic equipment good vision is required ,for

typing job we need finger dexterity, for a heavy job we need a

strong, heavy and thick-set body. The particular physical

abilities and skills necessary for a given job have to be

specified. These may refer to height, weight, vision, finger


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dexterity, voice, poise, hand and foot coordination, motor

coordination, colour discrimination, age range etc.

y Mental Specification : These include intelligence, memory,

Judgment, ability to plan, ability to estimate ,to read, to write,

to think and concentrate ,scientific faculties, arithmetical

abilities, etc. different jobs require different degrees of such

abilities and the more important ones should be specified.

y Emotional and Social Specifications :

These include characteristics which will effect his working with

others , like personal appearance, manners, emotional

stability,

Aggressiveness or submissiveness, extroversion, Introversion

leadership,

cooperativeness, initiative and drive, skill in dealing with

others ,social adaptability, etc.

y Behavioral Specifications : Certain management

Personnel at higher levels of management are expected to


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Behave in a particular manner. These are not formally listed

But have to be kept in mind during the process of recruitment,

Selection and placement.

RECRUITMENT PLANNING

Recruitment process starts with its planning which involves the

determination of number of applicants and type of applicants to be

contacted.

1. NUMBER OF CONTACTS: Organizations generally plan to attract

more applicants than what they intend to select as they wish

to have option in selecting the right candidates. This option is

required because some of the candidates may not be

interested in joining the organization, some of them may not

meet the criteria of selection. Therefore each time a

recruitment program is contemplated the organization has to

plan about the number of applications it should receive in

order to fulfill all its vacancies with right personnel.

2. TYPE OF CONTACTS: This refer to the type of personnel to be

informed about the job openings based on job description and

job specification. This determines how the prospective


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personnel may be communicated about the job openings. For

example if an organization requires unskilled workers, mere

putting the requirement notice on the factory gate may be

sufficient,if it requires qualified and experienced managers

,perhaps it may go for advertisement in national newspapers.

SOURCES OF RECRUITMENT

Normally for an on-going organization there are two sources of

supply of manpower :: Internal andExternal.

INTERNAL SOURCES: An organization can look for filling the

vacancies through its internal sources . These internal sources

may be of two types: Present personnel and referrals of these

personnel.

1. PRESENT PERSONNEL Various positions in an organizations may

be filled by promoting the present personnel or by transferring

them from a unit/department where there is overstaffing to a

unit/department where they are needed. A more common

method of recruiting from internal personnel is the promotion

which every organization adopts in varying proportion.

Promotion may be based on seniority or merit or a combination

of both. Filling up of organizational positions through


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promotion is just like a decision of make or buy. In the

context of managing human resources ,make or buy concept

relates to a decision whether the organization would recruit

personnel at the initial level and make them fit for promotion at

higher levels through training and development activities; or

instead of investing in training and development it would

employ experienced personnel directly.

Promotion has certain positive aspects in the form of providing

satisfaction to personnel, raising their level of morale, creating

loyalty etc.

However too much reliance on promotion as a source of

employment may create inbreeding and lack of innovation.

2. PERSONNEL REFERRALS : Referrals from existing personnel

may be a good source of internal recruitment . The present

personnel may be in a better position to judge the suitability of

a prospective candidate with whom they are familiar as they

know the nature of job ,organizational culture and work

ethics. They can relate these characteristics of the organization

with those of the candidate to judge his suitability provided

they act objectively.

EXTERNAL SOURCES : These sources lie outside the

organization, like the new entrants to the labour force without


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experience. These include college students, the unemployed with

a wider range of skills and abilities, the retired experienced

persons and others not in the labour force ,like married women.

These sources provide a wide market and the best selection

considering skill, training and education. It also helps to bring

new ideas into the organization. Moreover this source never dries

up.

In respect of people selected under this system ,however one has

to take chances with the selected persons regarding their loyalty

and desire to continue. The organization has to make larger

investments in their training and induction.

COMBINING INTERNAL AND EXTERNAL SOURCES :

Internal and external sources do not exist in either or situation,

rather ,these exists in terms of a continuum. Every organization has

vacancies through promotion ; in the same way ,every organization

has to take people from outside. Therefore it is a question of

combining both sources and determining the proportion of internals

and externals at various hierarchical levels of the organization.

Normally, at the lower levels of managerial hierarchy ,called as


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entry levels, there is high proportion of externals. As the chain of

hierarchy goes up ,the proportion of internals increases at the cost

of externals. However the pre-requisite of this pattern of

recruitment is the highly developed training and development

system in the organization.

In order to combine internal and external sources of recruitment

,following factors should be taken into account:

Effect of the policy on the attitude and actions of all

employees:

Employees no doubt feel more secure and identify their own long

term interest with that of the organization when they can anticipate

first charge at job opportunities. The general application of the

promotion from within policy may encourage mediocre

performance.

The point to be considered here by the organization is ,how

important is the loyalty of the employees to it, balancing the

risk of mediocre performance.

The level of specialization required of employees:

The principal source in many organizations may be the ranks of

present employees who have received specialized training.


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The degree of emphasis on participation by employees at all

levels:

New employees from outside , with no experience in the firm ,

may not know enough about its service or product or processes

to participate effectively, for some time at least.

The need for and availability of originality and initiative within

the organization:

If the organization feels that it is training its people for these

qualities it may prefer its own people; if not , new people with

different ideas may be taken from outside.

Acceptance of seniority principal :The policy or promotion

from within will succeed only if management and employees

accept the seniority principal with or without suitable

modifications for promotion.

If it is not accepted selection may better be done on an open

basis.

METHODS OF RECRUITMENT

All methods of recruitment can be put into three categories:

DIRECT METHODS,

INDIRECT METHODS, and

THIRD PARTY METHODS.


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a)Direct methods include sending recruiters to educational and

professional institutions ,employee contacts with public

,manned exhibits and waiting lists.

SCHOOLS AND COLLEGES: For clerical ,labor and apprenticeship

help, high schools can be extensively used. For technical,

managerial and professional jobs, colleges, university

departments and specialized institutes, like the IITs, and IIMs,

are used . These institutions usually have placement officer or

a teacher-in-charge of placement ,who normally provides help

in attracting employers arranging interviews, furnishing space

and other facilities and providing student resumes.

The companies maintain a list of such institutions , keep in

touch with them , send their brochures indicating job openings

,future prospects etc. On the basis of these students who want

to be considered for the given job(s) are referred to the

company recruiter.

EMPLOYEES CONTACT WITH THE PUBLIC : The employees of the

organization are told about the existence of particular

vacancies and they bring this to the notice of their relatives

,friends and acquaintances.


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MANNED EXHIBITS : The organizations send recruiters to

conventions and seminars , setting up exhibits and fairs ,and

using mobile offices to go to the desired centers .

WAITING LISTS :Many firms lean heavily on their own

application files. These records list individuals who have

indicated their interest in jobs, either after visiting the

organizations employment office or making enquiries by mail

or phone. Such records prove a very useful source if they are

kept up- to- date.

(b) Indirect methods cover advertising in newspapers , on the

radio , in trade and professional journals , technical journals

and brochures.

When qualified and experienced persons are not available

through other sources ,advertising in newspapers and

professional and technical journals is made. Whereas all types

of advertisements can be made in newspapers and magazines,

only particular type of posts should be advertised in the

professional and technical journals, for example, only

engineering jobs should be inserted in journals of engineering.

A well thought-out and planned advertisement for an

appointment reduces the possibility of unqualified people


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applying. If the advertisement is clear and to the point

,candidates can assess their abilities and suitability for the

position and only those who possess the requisite

qualifications will apply.

(c) ThirdParty methods various agencies are used for

recruitment under these methods. These include commercial

and private employment agencies , state agencies placement

offices of schools colleges and professional associations

,recruiting firms ,management consulting firms ,indoctrination

seminars for college professors, friends and relatives.

PRIVATE EMPLOYMENT AGENCIES specialize in specific

occupation like general office help, salesmen, technical

workers, accountants, computer staff, engineers and

executives, etc. These agencies bring together the employers

and suitable persons available for a job. Because of their

specialization ,they can interpret the needs of their clients and

seek out particular type of persons.

STATE OR PUBLIC EMPLOYMANT AGENCIES , also known as

Employment or LabourExchanges , are the main agencies for


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public employment . They also provide a wide range of

services ,like counseling, assistance in getting jobs,

information about the labour market,labour and wages

rates,etc.

EXECUTIVE SEARCH AGENCIES maintain complete information

records about employed executives and recommend persons of

high calibre for managerial ,marketing and production

engineers posts. These agencies are looked upon as head

hunters , raiders, and pirates.

INDOCTRINATION SEMINARS FOR COLLEGE PROFESSORS: These are

arranged to discuss the problems of companies to which

professors are invited . Visits and banquets are arranged so

that professors may be favourably impressed and later speak

well of the company and help in getting required personnel.

FRIENDS AND RELATIVES OF PRESENT EMPLOYEES constitute a

good source from which employees may be drawn. This ,

however ,is likely to encourage nepotism, i.e. persons of ones


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own community or caste may be employed. This may create

problems for the organization.

TRADE UNIONS are often called on by the employers to supply

whatever additional employees may be needed. Unions may be

asked for recommendations largely as a matter of courtesy

and an evidence of goodwill and cooperation.

PROFESSIONAL SOCIETIES may provide leads and clues in

providing promising candidates for engineering ,technical and

management positions. Some of these maintain mail order

placement services.

TEMPORARY HELP AGENCIES employ their own labour force ,both

full-time and part-time and make them available to their client

organizations for temporary needs.

CASUAL LABOUR SOURCE is one which presents itself daily at the

factory gate employment office . Most industrial units rely to

some extent on this source. This source, is the most uncertain

of all sources.


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DEPUTATION :Persons possessing certain abilities useful to

another organization are sometimes deputed to it for a

specified duration . Ready expertise is available but,as you can

guess ,such employees do not easily become part of the

organization.

CONTACTING SOURCES

ADVERTISEMENT

INTERNET RECRUITING

CAMPUS RECRUITMENT

JOB FAIRS

CONSULTANCY FIRMS

PERSONAL CONTACTS

INTERVIEWS

APPLICATION POOL

Whatever the method of recruitment is adopted ,the ultimate

objective is to attract as many candidates as possible so as

to have flexibility in selection. When the sources of

recruitment are contacted ,the organization receives the

applications from prospective candidates. The number of

applications depends on the type of organization, the type


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of jobs, and the conditions in specific human resource

market.

For example, in the case of Indian Civil Services ,the number

of applicants runs into many thousands. In the corporate

sector ,an organization can expect more number of

applications when it advertises for the positions of

management/executive trainees as compared to when it

advertises for experienced personnel . Similarly, the number

of applications depends on the image of the organization.

An organization having better perceived image is able to

attract more number of applications .

Various applications received for a particular job are pooled

together which become the basis for selection process.


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As per me Recruitment and selection means the following

R Reliable S Sagacious

E Effluent E Eligible

C Creative L Loyal

R Rationale E Efficacious

U Unique C Constructive

I Intelligent T Talented

T Tactful I Innovative

M Mature O Optimist

E E xcellent N Noble

N New T Task oriented


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SELECTION

Selection is the process of securing relevant information about an

applicant to evaluate his qualifications, experience and other

qualities with a view to matching these with the requirements of a

job.

It is essentially a process of picking out the man or men best

suited for the organizations requirement.

Selection can be conceptualized in terms of either choosing the fit

candidates, or rejecting the unfit candidates, or a combination of

both. Selection involves both because it picks up the fits and

rejects the unfits.

In fact in Indian context ,there are more candidates who are

rejected than those who are selected in most of the selection

processes. Therefore sometimes it is called a negative process in

contrast to positive program of recruitment.


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SELECTION PROCESS

FINAL SELECTION

RECOMMEN-DATION

PHYSICALEXAMINATION

APPLICATION

REFERENCES

SELECTIONINTERVIEWS

SELECTIONTESTS

APPLICATIONFORM

PRELIMIN-

ARY

INTERVIEW

REJECTIONS


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SELECTION PROCESS

The selection process involves rejection of unsuitable or less

suitable applicants .This may be done at any of the successive

hurdles which an applicant must cross. These hurdles act as screens

designed to eliminate an unqualified applicant at any point in the

process .

This technique is known as the successive hurdles technique.

Yoder calls these hurdles go,no-goguages. Those who qualify a

hurdle go to the next one ;those who do not qualify are dropped out .

Not all selection processes, however include these hurdles. The

complexity of the process usually increases with the level and

responsibility of the position to be filled.

These hurdles are actually the various levels of selection process.

Moreover ,these hurdles need not necessarily be placed in the same

order . Their arrangement may differ from organization to

organization.


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INITIAL SCREENING OR PRELIMINARY INTERVIEW

This is a sorting process in which prospective applicants are given

the necessary information about the nature of the job and also,

necessary information is elicited from the candidates about their

education, experience, skills ,salary expected etc. If the candidate is

found to be suitable ,he is selected for further process and, if not ,he

is eliminated. This is a crude screening and can be done across the

counter in the organizations employment offices. This is done by

junior executive in the personnel department. Due care should be

taken so that suitable candidates are not turned down in hurry.

Since this provides personal contact for an individual with the

company, the interviewer should be courteous, kindr exceptive and

informal.

When a candidate is found suitable ,an application form is given to

him to fill in and submit.


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APPLICATION SCRUTINY

It is seen that sometimes applications are asked on a plain sheet.

This is done where no application forms are designed. The applicant

is asked to give details about age, marital status, educational

qualifications, work experience, and references. Different types of

application forms e.g. ,one for managers ,the other for supervisors

and a third for other employees.

Some forms are simple, general and easily answerable, while others

may require elaborate ,complex and detailed information. Reference

to nationality ,race, caste, religion and place of birth have been

regarded as evidence of discriminatory attitudes and should be

avoided.

An application form should be designed to serve as a highly effective

preliminary screening device ,particularly, when applications are

received in direct response to an advertisement and without any

preliminary interview.

The applications can be used in two ways :

(i)

To find out on the basis of information contained therein

as to the chances of success of the candidate in the job

for which he is applying,

(ii) To provide a starting point for the interview.


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It is often possible to reject candidates on the basis of scrutiny of

the application as they are found to be lacking in educational

standards, experience or some other relevant eligibility and traits.

SELECTION TESTS

A test is a sample of an aspect of an individuals behavior

,performance or attitude. It can also be systematic procedure for

comparing the behavior of two or more persons.

PURPOSE OF TESTS : The basic assumption underlying the use of tests

in personnel selection is that individuals are different in their job-

related abilities and skills and that these skills can be adequately

and accurately measured.

Tests seek to eliminate the possibility of prejudice on the part the

interviewer or supervisors. Potential ability only will govern

selection decisions.

The other major advantage is that the tests may uncover

qualifications and talents that would not be detected by interviews

or by listing of education and job experience.

TYPE OF TESTS: The various tests used in selection can be put into

four categories:

y Achievement and Intelligence Tests,

y Aptitude orPotential Ability Tests,


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y Personality Tests, and

y Interest Tests.

a). Achievement or Intelligence Tests

These are also called Proficiency tests . these measure the

skill or knowledge which is acquired as a result of a training

programme and on the job experience. These measure what

the applicant can do.

These are of two types:

Test for measuring job knowledge: These are known as

Trade Tests .These are administered to determine

knowledge of typing ,shorthand and in operating calculators,

adding machines ,dictating and transcribing machines or

simple mechanical equipment. These are primarily oral tests

consisting of a series of questions which are believed to be

satisfactorily answered only by those who know and

thoroughly understand the trade or occupation. Oral tests

may be supplemented by written, picture or performance

types.

Work Sample Tests: These measure the proficiency with

which equipment can be handled by the candidate . This is

done by giving him a piece of work to judge how efficiently


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he does it. For example, a typing test would provide the

material to be typed and note the time taken and mistakes

committed.

(b) Aptitude or Potential Ability Tests :

These tests measure the latent ability of a candidate to learn a new

job or skill . Through these tests we can detect peculiarity or defects in

a persons sensory or intellectual capacity .

These focus attention on particular types of talent such as learning,

reasoning and mechanical or musical aptitude .Instruments used are

variously described as tests of intelligence, mental ability , mental

alertness or simply as personnel tests.

These are of three types:

Mental Tests : These measure the overall intellectual ability or intelligence

quotient(I.Q.) of a person and unable us to know whether he has the mental

capacity to deal with new problems. These determine an employees

fluency in language, memory, induction, reasoning, speed of perception

,and special visualization.

Mechanical Aptitude Tests : These measure the capacity of a person to learn

a particular type of mechanical work. These are useful when apprentices

,machinists, mechanics ,maintenance workers, and mechanical technicians

are to be selected.


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Psychomotor or skill tests : These measure a persons ability to do a specific

job. These are administered to determine mental dexterity or motor ability

and similar attributes involving muscular movement ,control and

coordination . These are primarily used in the selection of workers who have

to perform semi-skilled and repetitive jobs ,like assembly work, packaging

,testing, inspection and so on.

(c)Personality Tests : These discover clues to an individuals value system

,his emotional reactions ,maturity and his characteristic mood. These tests

helps in assessing a persons motivation , his ability to adjust himself to the

stresses of everyday life and his capacity for interpersonal relations and for

projecting an impressive image of himself. They are expressed in terms of

the relative significance of such traits of a person as self-confidence,

ambition, tact, emotional control,

ptimism,decisiveness,sociability,conformity,objectivity,patience,

fear,distrust,initiative,judgement,dominance,impulsiveness,sympathy,integri

ty and stability. These tests are given to predict potential performance and

success for supervisory or managerial jobs.

The personality tests are basically of three types:Projective Tests: In

these tests , a candidate is asked to project his own interpretation onto


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certain standard stimuli. The way in which he responds to these stimuli

depends on his own values. ,motives and personality.

Situation Tests: These measure an applicants reaction when he is placed

in a peculiar situation, his ability to undergo stress and his demonstration of

ingenuity under pressure .

These tests usually relate to a leaderless group situation, in which some

problems are posed to a group and its members are asked to reach some

conclusions without the help of a leader.

Objective Tests: These measure neurotic tendencies, self-sufficiency,

dominance, submission and self-confidence.

(d) Interest Tests: These tests are designed to discover a persons areas

of interest and to identify the kind of work that will satisfy him. The interest

tests are used for vocational guidance ,and are assessed in the form of

answers to a well prepared questionnaire.

Limitations of Selection Tests:

y

From the basic description of tests described above,one should not

conclude that a hundered percent prediction of an individuals on-the

job success can be made through these tests. These tests ,at

best,reveal that candidates who have scored above the predetermined


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cut-off points are likely to be more successful than those who have

scored below the cut-off point.

y These tests are useful when the number of applicants is large.

Moreover ,tests will serve no useful purpose if they are not properly

constructed or selected or administered.

Precautions in using Selection Tests :Test results can help in selecting the

best candidates if the following precautions are taken:

I. Norms should be developed as a source of reference on all tests used

in selection and on a representative sample of people on a given job in

the same organization. This is necessary even though standard tests

are available now under each of the above categories. Norms

developed elsewhere should not be blindly used because companies

differ in their requirements, culture, organization structure and

philosophy.

II. Some ,Warm up should be provided to candidates either by giving

samples of test, and/or answering queries before the test begins.

III. Tests should first be validated for a given organization and then

administered for selection of personnel to the organization.

IV. Each test used should be assigned a weight age in the selection.

V. Test scoring ,administration and interpretation should be done by

persons having technical competence and training in testing.


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INTERVIEW

MEANING AND PURPOSE : An interview is a conversation with a purpose

between one person on one side and another person or persons on the

other.

An employment interview should serve three purposes:

i. Obtaining information,

ii. Giving information, and

iii. Motivation.

It should provide an appraisal of personality by obtaining relevant

information about the prospective employees background ,training work

history, education and interests. The candidate should be given information

about the company ,the specific job, and the personnel policies. It should

also help in establishing a friendly relationship between the employer and

the applicant and motivate the satisfactory applicant to work for the

company or organization.

TYPES OF INTERVIEWS:INFORM AL INTERVIEW: This may take

place anywhere . The employer or a manager in the personnel department ,

may ask a few questions ,like, name, place of birth, previous experience

experience, etc. it is not planned and is used widely when the labor market

is tight and workers are needed very badly. A friend or a relative of the


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employer may take a candidate to the house of the employer or manager

where this type of interview may be conducted.

FORMAL INTERVIEWS: This is held in a more formal atmosphere in the

employment office by the employment officer with the help of well-

structured questions. The time and place of the interview are stipulated by

the employment office.

PLANNED INTERVIEW : This is a formal interview carefully planned. The

interviewer has a plan of action worked out in relation to time to be devoted

to each candidate, type of information to be sought , information to be given

, the modality of interview and so on. He may use the plan with some

amount of flexibility.

PATTERNED INTERVIEW : This is also a planned interview but planned to

a higher degree of accuracy, precision, and exactitude. A list of questions

and areas is carefully prepared . The interviewer goes down the list of

questions, asking them one after another.

NON-DIRECTIVE INTERVIEW : This is designed to let the interviewee

speak his mind freely. The interviewer is a careful and patient listener,

prodding whenever the candidate is silent. The idea is to give the candidate

complete freedom to sell himself without encumbrances of the

interviewers questions.


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DEPTH INTERVIEW : This is designed to intensively examine the

candidates background and thinking and to go into considerable detail on a

particular subject of special interest to the candidate. The theory it is that if

the candidate found good in his area of special interest ,the chances are high

that if given a job he would take serious interest in it.

STRESS INTERVIEW : This is designed to test the candidate and his

conduct and behavior by putting him under conditions of stress and strain .

This is very useful to test the behavior of individuals under disagreeable and

trying situations.

GROUP INTERVIEW : This is designed to see how the candidates react to

and against each other. All the candidates may be brought together in the

office and they may be interviewed.

The candidates may , alternatively be given a topic for discussion and be

observed as to who will lead the discussion, how they will participate in the

discussion, how each will make his presentation, and how they will react to

each others views and presentation.

PANEL INTERVIEW : This is done by members of the interview board or a

selection committee .This is done usually for supervisory and managerial

positions.


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It pools the collective judgments and wisdom of members of the panel .The

candidate may be asked to meet the panel individually for a fairly lengthy

interview .

INTERVIEW RATING : Important aspects of personality can be

categorized under the following seven main headings :

1)Physical makeup: Health, physique, age, appearance, bearing,

speech.

2)Attainments: Education, occupational training, and experience.

3) Intelligence: Basic and effective.

4)Special Attitudes: Written and oral fluency of expression , innumeracy,

organizational ability, administrative skill.

5) Interests: Intellectual, practical, physically active, social,

Artistic.

6)Disposition: Self reliance nature, motivation, acceptability.

7)Circumstances: Domestic, social background and experience, future

prospects.

This is called The seven point plan .The importance of each of these

points will vary from organization to organization and from job to job. Hence

these should be assigned weight age according to their degree of importance

for the job.

On the basis of information gathered through an interview ,each

candidate should be rated in respect of each point given above as


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(i) outstanding, (ii)good, (iii)above average, (iv)below average or

(v) unsatisfactory.

Limitations of interviews: Interviews have their own limitations in

matters of selection. Some of these are mentioned below:

y Subjective judgments of the interviewer may be based on his

prejudices ,likes, dislikes, biases etc.

y One prominent characteristics of a candidate may be allowed

to dominate appraisal of the entire personality.

y The interviewers experience may have created a close

association between some particular trait and a distinctive

type of personality.

y Some managers believe that they are good at character

analysis based on some pseudo-scientific methods and are

guided by their own abilities at it.

QUALITIES OF GOOD INTERVIEWERS: A good interviewer should

have the following qualities:

Knowledge of the job or other things with which

interviews are concerned.

Emotional maturity and a stable personality.


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Sensitivity to the interviewees feelings and a

sympathetic attitude.

Extrovert behavior and considerable physical and

mental stigma.

GUIDELINES FOR IMPROVING INTERVIEWS:

Not all interviews are effective . Their effectiveness can be improved if the

following points are kept in mind by an interviewer:

An interview should have a definite time schedule with ample time for

interview. It should not be hurried.

The impersonal approach should be avoided.

Interview should have the necessary element of privacy.

The interviewer should listen carefully to what the applicant says and

the information collected be carefully recorded either while the

interview is going on or immediately thereafter.

Attention should be paid not just to the words spoken, but also to the

facial expressions and mannerisms of the interviewee.

The interview should end when sufficient information has been

gathered.


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The interviewee should be told where he standswhether he will be

contacted later, whether he is to visit another person, or it appears

that the organization will not be able to use his abilities.

PHYSICAL EXAMINATION

Applications who get over one or more preliminary hurdles are sent for a

physical examination either to the organizations physician or to a medical

officer approved for the purpose.

Purposes: A physical examination serves the following purposes:

1) It gives the indication regarding fitness of a candidate for the job

concerned.

2) It discovers existing disabilities and obtains a record thereof , which

may be helpful later in deciding the companys responsibility in the

event of a workmans compensation claim.

3) It helps in preventing employment of those suffering from some type

of contagious diseases.

4) It helps in placing those who are otherwise employable but whose

physical handicaps may necessitate assignment only to specified

jobs.

CONTENTS OF PHYSICAL EXAMINATION

y The applicants medical history.


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y His physical measurementsheight, weight, etc.

y General examination skin, musculature and joints.

y Special sensesvisual and auditory activity.

y Clinical examination eyes ,ears, nose ,throat and teeth.

y Examination of chest and lungs.

y Check of blood pressure and heart.

y Pathological tests of urine, blood etc.

y X-ray examination of chest and other parts of the body.

y

Neuro-psychiatric examination ,particularly when medical history or

a psychiatric examination, particularly when medical history or a

physicians observations indicate an adjustment problem.

REFERENCE CHECKS:


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The applicant is asked to mention in his application the names and

addresses of ,usually three such persons who know him well . These may be

his previous employers , friends, or professional colleagues. They are

approached by mail or telephone and requested to furnish their frank

opinion , without incurring any liability , about the candidate either on

specified points or in general. They are assured that all information

supplied would be kept confidential. Yet, often either no response is received

or it is generally a favorable response.

FINAL DECISION

Applicants who cross all the hurdles are finally considered. If there are more

persons then the number required for a job, the best ones i.e., those with

the highest scores are finally selected.


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Chapter2

OBJECTIVE OF THE STUDY

SIGNIFICANCE OF THE STUDY



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RECRUITMENT AND SELECTION PROCESS AT HOTEL

JAYPEE PALACE

Company has always practiced a number of effective applicants

through different methods of recruitment and selection.

Recruitment of Managers

1). Recruitment of fresh candidates in managerial group is directly

done through the campus interview preferably from IIMs and XLRI

and other reputed business schools. These fresh candidates are

recruited as management trainees for at least one year.

2). Recruitment of candidates in management staff requires prior

experience. Here indirectly applications are invited from different

places on the basis of advisement through Employment Exchange

consultancies and newspapers.


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3). Vacancy for the job involves framing of job description in

consultation with HOD, by the personnel department. The

requirement of job is assessed and judged. Then accordingly the job

specialization is finalized.

4).The approval from the corporate HRD is necessary for the filling of

any vacancy.

After the creation of vacancies the following procedure is

adopted:

(i) Publication of vacancies is done through H.R.D./personnel

department and all applications are invited by

advertisement.

(ii) Applications are reduced through screening and a file of

rest of the candidates is maintained and whenever any

vacancy is there, they are invited to apply through formal

channel.

(iii) Having considered suitable applications, the process of

written test and interview is started by personnel

department.

(iv) On the basis of merit of written test and interview,

appointment letters to the selected applicants are sent.


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The person namely appointed is kept for a specific

probation period.

(v) Engagement letters or conformation letters are

dispatched.

(vi) The permanent employees have to go through medical

examination before joining.

Recruitment of skilled staff (worker category):

After the publication of vacancies, the H.R.D./personnel department is

required to notify by internal or external source or by a particular notice

board.

Applications are collected through H.O.D., given by personnel department .

Personnel manager are decided for the recruitment of vacancies through

following sources.

1). Internal source :

DIRECT METHOD: Selection is made amongst the existing staff subject

describing candidates.

2). External source :


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External sources are mainly:

y Newspaper

y Consultancy

y Campus-interview.


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ENGAGEMENT OF APPRENTICES:

1). The engagement of an apprentice is to train a person in technical line as

per the provisions of the apprentice act 1961.

2). An apprentice should be a trained person from an affiliated Hotel and

Tourism Institute in prescribed trade. In few trades the fresher are also

allowed for apprenticeship.

3). The apprentice should be medically fit at the time of joining.

4). The facility of health and safety are same as provided to permanent

workmen of the establishment.


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ENGAGEMENT OF CONTRACT LABOUR:

If the Hotel Jaypee has additional workload such as maintenance and

repair of building and plant contract labour may be engaged to meet the

requirement of additional work.

They are mainly employed in the area if maintenance and repair.

Contractors list is maintained according to the nature of work.


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SELECTION PROCEDURE AT HOTEL JAYPEE PALACE

The procedure is concerned with screening relevant information about an

application . This information is secured in a number of steps.

The prime objective is to find out enough about the applicant so that he

may be matched with the job.

THE STEPS OF SELECTION PROCESS ARE :

1). Firstly the candidates are invited through call letters for interview.

2). And after that there is a direct personal interview through which the

candidates are assessed and selected for written test.

3). Those candidates who are selected in written test are called then for final

interview, group discussion and case study and finally eligible candidates are

selected.

At present, in Jaypee Hotel :

The candidates for any specific job, selection body and interview

committee both sit together to select the candidates.


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Interview rating sheet is distributed to all interviewers for their

rating and comments on candidates.

All the rating sheets are combined together and than the final

candidates are selected.

Call letters for appointment are issued.

And finally conformation letters are issued.

INDUCTION:

Selected candidates, on joining the company are introduced with the

companys work environment, job, rules and regulations.


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Methodology plays a key role in project work. It consist of two

steps:

1. RESEARCH DESIGN :

Research design is the basic frame work which provide

guidelines for the best of research process. It basically involves

COLLECTION OF THEDATA.

WHAT SAMPLINGPLAN SHOULD BEUSED.

2. SAMPLING PLAN:

a) Sampling size : 20 Employees

b)Sampling procedure : Random Stratified


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3.DATA COLLECTION METHODS:

These are the basic tools used for collection of data:

a)Questionnaire

b)Books

c) Personal interviews

PRIMARY SOURCE SECONDRY SOURCE

QUESTIONNAIRE

L M PRASAD

IGNOU

BOOKS

JAYPEE

HOTELS

POLICIES

SOURCES OF DATA


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CONCLUSION

The conclusion from my point of view after studying the Recruitment

and Selection of Employees at Jaypee Hotel and after gathering all the

information is that Jaypee Hotel has a very systematic recruitment and

selection process. Hotel has an effective procedure of inviting applications

for employment for both management staff and workers in experienced and

inexperienced grades.

Jaypee Hotel believes in the good institutes for the recruitment of

candidates. Jaypee Hotel approaches to different institutes for campus

recruitment. From these institutes candidates are taken as management

trainees and further trained by the company for the period of one year.

Jaypee Hotel procedure is one of the best procedures to select the

good candidates. The personnel department plays an important role in

regulating all the activities before finally selecting candidates till the end.

Recruitment of permanent employees is done to update authorized staff

length, which is received monthly and which is decided by personnel

department.

In this way Ive concluded that Jaypee Hotel has a fair and effective

method of Recruitment and Selection.


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SUGGESTIONS

After going through all the analysis we came to the conclusion that

present performance appraisal system of HOTEL JAYPEE PALACE AGRA,

requires serious revision especially in the areas listed below.

Participation of the appraise, peers and subordinates in an appraisal.

Format needs drastic change for it to become transport and fair in

nature.

Again only exploration business group has positive perception about

appraisal which means other business group are having some problem

or the other in proper conduct of appraisal.

People who have got higher number of promotion have rated the

appraisal system to be satisfactory. Which means employees of HOTEL

JAYPEE PALACE AGRA basically related performance appraisal and its

effectiveness with the number of promotion that they get and not

other thing.

Parameter like cost efficiency or cost control should be used to

determine the efficiency of the department as a whole.


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Targets to be achieved on a specified date should be done away with

the productivity of the employees if he cannot be justified if he

completes his work one after the target date set?

Appraisal forms should be separate for each department keeping in

view the specific departmental characteristics unique to that particular

department e.g the appraisal forms aim at testing the communication

skills of the worker in the accounts department, which is not a

necessary attribute to perform effectively as it is for the HRD or

marketing dept.

There should be separate appraisal form for the different levels or the

weight age of the different parameters should differ in each level.


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ANNEXURES

y NUMBER OF RESPONDENT : 20

y DESIGNATION :

y NUMBER OF YEARS OF SERVICE : 1520

COMPLETED YES NO DONT KNOW

1. Do you know about the 18 2 0

Recruitment and selec-

tion process of your

organization.

2. Do you think the process 15 4 1

Is systematic and fair

3. Do you know the methods 12 6 2

Used for recruitment.

4. Are the methods 16 3 1

Appropriate in your view


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5. Which method in your view

Is appropriate:

(a)direct method 14 4 2

(b)indirect method 15 4 1

(c)third party method 13 5 2

6. Do you think the vacancies 18 1 1

Are properly advertised

7. Were you satisfied with 16 3 1

The interview board

8. Are you fully satisfied with 15 4 1

The overall process of

Recruitment & selection.


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BIBLIOGRAPHY

L.M. PRASAD

INTERNET

IGNOU BOOKS

HOTEL BROACHERS

Anjali Research Report

Documents