HR TRAINING PROJECT REPORT_Sonam new.docx

8/10/2019 HR TRAINING PROJECT REPORT_Sonam new.docx

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SUMMER TRAINING PROJECT REPORTON

AN ANALYTICAL STUDY ON RECURITMENT AND

SELECTION

AT

HOTEL TAJ INN

Submitted in partial fulfillment of the requirementFor the award of degree

OfMASTER OF BUSINESS ADMINISTRATION

SESSION:(2014-15)

SUBMITTED TO:- SUBMITTED BY:-

Ms. ANSHIKA SHARMA Name:SonamClass:MBA 3rdSemester

University Roll No.-1302122

SCHOOL OF BUSINESS MANAGEMENTI.F.T.M. UNIVERSITY


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CERTIFICATE OF ORIGNALITY

I, Sonam, Roll No. 13021122 a full time bonafide student of second year of Master of Business

Administration (MBA) Programme of IFTM University, Moradabad.

I hereby certify that this project work carried out by me at Hotel Taj Inn and the report

submitted in partial fulfillment of the requirements of the programmed is an original work of

mine under the guidance of the industry mentor Mr. Ajeet Sharma and faculty mentor

Ms. Anshika Sharma and is not based or reproduced from any existing work of any other person

or on any earlier work undertaken at any other time or for any other purpose and has not been

submitted anywhere else at any time.

Sonam(Student's Signature)Date..........................

Ms. Anshika Sharma

(Faculty Mentor's Signature)

Date


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ACKNOWLEDGEMENT

It is my pleasure to be indebted to various people, who directly or indirectly contributedin the development of this work and who influenced my thinking, behavior, and acts during thecourse of study.

I express my sincere gratitude to for providing me an opportunity to undergosummer training at Hotel Taj Inn.

I am thankful to MrAjeet Sharma for this support, cooperation, and motivation providedto me during the training for constant inspiration, presence and blesings.

I also extend my sincere appreciation to Ms. PrashansaYadav who provided his valuablesuggestions and precious time in accomplishing my project report.

Lastly, I would like to thank the almighty and my parents for their moral support and myfriends with whom I shared my day-to-day experience and received lots of suggestions thatinproved my quality of work.

(SONAM)


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TABLE OF CONTENTS

Chapter No. CONTENTS Page No.

Title Page

Student Declaration

Company Certificate

Acknowledgement

1 Introduction

2 Company Profile

3 Objective Of Study

4 Scope And Rationale Of The Study5 Review Of Literature

6 Research Methodology

7 Data analysis And Interpretations

8 Result And Findings

9 Conclusions

10 Limitations Of the Study

11 Suggestions And Recommendations


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INTRODUCTION

RECRUITMENT

Recruitment refers to the process of finding possible candidates for a job or function, usually

undertaken by recruiters. It also may be undertaken by an employment agency or a member of

staff at the business or organization looking for recruits. Advertising is commonly part of the

recruiting process, and can occur through several means: through online, newspapers, using

newspaper dedicated to job advertisement, through professional publication, using

advertisements placed in windows, through a job center, through campus graduate recruitment

programs, etc.

Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing

skills, computer skills. Evidence for skills required for a job may be provided in the form of

qualifications (educational or professional), experience in a job requiring the relevant skills or

the testimony of references. Employment agencies may also give computerized tests to assess an

individual's "off-hand" knowledge of software packages or typing skills. At a more basic level

written tests may be given to assess numeric and literacy. A candidate may also be assessed on

the basis of an interview. Sometimes candidates will be requested to provide a rsum (also

known as a CV) or to complete an application form to provide this evidence.

DEFINITION

Recruitment is the process seeking out and attempting to attract individuals in external labor

markets, who are capable of and interested in filling available job

Vacancies .Recruitment is an intermediate activity whose primary function is to serve as a link

between human resource planning on the one hand and selection on the other.


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To Recruit Means To Enlist, Replenish Or Reinforce.

Recruitment begins by specifying the human resource requirements, initiating activities and

actions to identify the possible sources from where they can be met, communicating the

information about the jobs, term and conditions, and prospectus they offer, and enthusiast people

who meet the requirement to respond to the initiation by applying for the jobs.

AIM

The aim of recruitment is the information obtained from job description and job specification

along with precise staffing standards from the basis for determinig manpower requirement to

attain the organizational objective.

Recruitment Needs Are Of Three Types:

1 Planned, anticipated and unexpected planned need arise from changes, in organization

and retirement policy.

2 Resignations, deaths and accidents and illness give rise to unexpected needs.

3 Anticipated needs refer to those movements in personnel which an organization can

predict by studying trends in the internal and external requirements.

Features of Recruitment:

1 Process or series of activities rather than a single act or event.

2 A linking activity as it brings together those with the jobs(employer) and those seeking

jobs(prospective employees).


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INTERNAL SOURCE OF RECRUITMENT

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

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

outside to attract the candidates. The two categories of internal sources including a

review of the present employees and nomination of the candidates by employees.

MERITS AND DEMERITS OF INTERNAL ECRUITMENT

Merits.

Following are the merits of the internal source of recruitment;

1. Increase in Morale

Recruitment through the internal sources, particularly promotion,

increases the morale of the employee. Every body in the organization know that they can be

promoted to a higher post, their morale will be boosted and their work efficiency will increase.

2. Better Selection

The people working in the enterprise are known by the management and for selection higher post

does not carry any risk as the employees are known.

3. Economical Internal

Internal sources is highly economical because no expenditure is involved in locating the source

of recruitment and no time is wasted in the long process of selection. More over, these

employees do not need extensive training because they already know about all the works of the

enterprise.


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4. Labor- turnover is Reduced

When the employees know that they can be promoted to higher posts, they do not leave the

enterprise. As a result of this policy labour turnover is reduced and the status of the company

increases.

5. Better Labour-Management Relation

When the internal source of recruitment is used the employees remains satisfied which leads to

the establishment of better labour-management relationship.

Demerits

The internal source of recruitment of employees suffer from the following demerits:

1. Check on Young Blood

The defect of the internal source of recruitment is that the young people fully equipped with the

modern technical knowledge remain excluded

from the entry in enterprise. As a result, the old people run the enterprise with the old ideas and

experience.

2.Limited choice.

The internal recruitment of the employees reduces the area of choice. The reduction in the area

of choice means less number of applicants. The choice is to be made out of people working in

the enterprise.

3.Encourages Favoritism.

Internal source encourages favoritism in this system, the superiors usually select their favorites.

Sometimes even a less capable person is selected which harms the enterprise. In this system ,


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generally the personal impression of the managers about the employee is given preference for

selection.

EXTERNAL SOURCES OF RECRUITMENT

An external source of Recruitment is considered from the combination of consultant and

Advertisement

Merits and Demerits of External Recruitment

Merits.

The external recruitment has the following merits:

1.Entry of young blood.

Recruitment through external source brings in new persons with modern ideas which can be

profitable for the organization.

2.Wide choice.

The use of external source of recruitment increases the number of candidates and widen the

choice. The managers judge the capabilities of the applicants and select the best ones for

appointment.

3.Less Chances of Favouritism.

All the candidates, under this system of recruitment, are new for the managers and this exclude

the possibility of favouratism.

Demerits.

In spite of many merits, the system of recruitment from external sources is not free from defects.

Its chief demerits are:


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1.Decrease in Morale of Existing Employees.

By adopting the system of external recruitment the chances of promotion of the present

employees come to an end. Since there is no hope of any promotion the morale of the employee

decreases and they do not perform their work with dedication.

2.Chances of Wrong Selection.

There are chances of wrong selection due to non-availability of information in case of external

recruitment. If the wrong selection will upset the working condition of the organization.

3.Costly Source.

The external source of recruitment involves expensive advertisement, long selection process and

training after selection which increases organizational expenditure.

4.Increase in Labour-turnover.

When the employees know that they cannot be appointed on high posts in the enterprise, they

leave the organization at the first available opportunity, and as a result an increase in the labour-

turnover which lowers the prestige or the reputation of the enterprise.

5.Detorioration in Labour-Management Relationship.

Making use of the external source of recruitment affects the present employees and there is an

increase in the incidents of strikes and lock-out.

LEGAL & POLITICAL CONSIDERATIONS

The constitution provides for the following as the fundamental rights of a citizen:

Article 16 (1): No citizen shall, on ground of religion, race, caste, sex, descent, place of birth,

residence or any of them, be negligible for an discriminated against in respect of any

employment or office under the state.


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Article 16 (3): Nothing in this article shall prevent parliament from making any law

persuading, in regard to a class or classes of employment on appointment to an office (under the

govt. of or any local or other authority within a state or union territory), any requirement as to

residence within that State or Union Territory prior to such employment or appointment.

The constituent ensures, in the directive principles of state policy, certain safeguards for

scheduled castes, scheduled tribes & other weaker sections. Except in cases which are covered

by Article 46 of the constitution, there can be no discrimination in the matter of employment

anywhere in the country for any citizen.

Steps on Recruitment Process

The recruitment process consist of the following steps:

Generally begins when the personnel department receives requisitions for recruitment

from any department of the company the personnel requisitions contains detail about the

positions to be filled. number of persons to be recruited, required from the candidate,

terms and conditions of employment and at the time by which the persons should be

available appointment etc.

Locating and developing the sources of required number and type of employees.

Identifying the prospective employees with required characteristics.

Communicating the information about the organization, the job and the terms and

conditions of service.

Encouraging the identified candidates to apply for jobs in the organization.

Evaluating the effectiveness of recruitment process.


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Job Analysis Form

Job S ecification Form

Interview Schedule

Application Form forEm lo ment

Interview Assesment

RECURITMENT AND SELECTION

PROCEDURE OF HOTEL TAJ INN

Step 1

Step 2

Step 3

Step 4

Step 5


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The Hotel Taj Inn has the following way which it follows for recruiting the

person

PURPOSE

The purpose of the company is to define the procedure of Recruitment & Selection in the

company.

SCOPE

The scope of the company is to find the individuals seeking employment in the company.

RESPONSIBILITY

The Responsibility is on the Manager-HRD/Operations Director-EAI Systems/Operation

Director-TPB-India.

AUTHORITY

The Authority in the company is commensurate with responsibility


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PROCEDURE STEPS

1.MAN POWER RECRUITMENT

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

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

Department.

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

Requirement" form is approved by MD.

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

2.IDENTIFYING SOURCES OF RECRUITMENT

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

source of recruitment could be external or internal.

INTERNAL SOURCE OF RECRUITMENT

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

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

going outside to attract the candidates. The two categories of internal sources

including a review of the present employees and nomination of the candidates by

employees.

The Hotel Taj Inn suggests that the effective utilization of internal sources necessitates an

understanding of their skills and information regarding relationships of jobs. This will

provide possibilities for horizontal and vertical transfers within the enterprise eliminating

simultaneous attempts to lay off employees in one department and recruitment of


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employees with similar qualification for another department in the company. Promotions

and Transfers within the plant where an employee is best suitable improves the morale

along with solving recruitment problems.

These measures can be taken effectively if we established job families through job

analysis programmes combining together similar jobs demanding similar employee

characteristics. Again, employee can be requested to suggest promising candidates.

Sometimes in a company the employees are given prizes for recommending a candidate

who has been recruited. The usefulness of this system in the form of loyalty and its

wide practice, it has been pointed that it gives rise to cliques posing difficulty to

management.Therefore, in this company before utilizing the system attempts should be made to

determine through research whether or not employees thus recruited are effective on

particular jobs. Usually, internal sources can be used effectively if the number of

vacancies are not very large, adequate, employee records are maintained, jobs do not demand

originality lacking in the internal sources, and employees have prepared themselves for

promotion.

EXTERNAL SOURCE S OF RECRUITMENT

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

options:

CONSULTANT

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

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

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

company have developed markedly in large cities in the form of consultancy services.

Usually this company facilitate recruitment of technical and professional personnel.

Because of their specialization, they effectively assess the needs of their clients and

aptitude and skills of the specialized personnel. They do not merely bring an employer


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and an employee together but computerize lists of available talents, utilizing testing to

classify and used advance techniques of vocational guidance for effective placement

purposes.

Educational and technical institutes also forms an effective source of manpower supply.

There is an increasing emphasis on recruiting students from different management

institutes and universities' commerce and management departments by recruiters for

positions in sales, accounting, finance, personnel and production. These students are

recruited as management trainees and then placed in special company training programmes.

They are not recruited for particular positions but for development as future supervisors

and executive.Indeed , this source provides a constant flow of new personnel with leadership

personalities. Vocational schools and industrial training institutes provides specialized

employees, apprentices, and trainees for semiskilled and skilled jobs. Persons trained in

these schools and institutes can be placed on operative and similar jobs with a minimum

of in plant training. However, recruitment of these candidates must be based on realistic

and differential standards established through research reducing turnover and enhancing

productivity.

The enterprise depends to some extent upon casual labour or " applicantat the gate" and

mail applicants. The candidates may appear personally at the company's employment

office or send their applications for possible vacancies. According to company the quality

and quantity of such candidates depend on the image of the company in community.

Prompt response to these applicants proves very useful for the company. The company

find that this source is uncertain, and applicants reveal a wide range of abilities

necessitating a careful screening. Despite these limitations, it forms a highly inexpensive

source as the candidates themselves come to the gate of the company. It also provides

measures for a good public relations and accordingly , the candidates visiting the company

must be received cordially.

Trade unions are playing an increasingly important role in labour supply. In several

trades, they supply skilled labour in sufficient numbers. They also determine the order in


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which employees are to be recruited in the organization. In industries where they do not

take active part in recruitment, they make it a point the employees laid off are given

preference in recruitment.

ADVERTISEMENT

All recruitment advertisements are placed centrally by the HRD Department.

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

Department.

All related documents of Advertisements released are maintained in the

"Advertisement" file.

In addition to the above sources, several organizations develop sources through voluntary

organizations such as clubs, attracts employees of competitors looking for a change or

good prospectus for employment, utilize women, older workers and physically

handicapped for specific positions where they are best suitable, and use the "situation

wanted" advertisement in newspapers.

SELECTION

A .SCREENING/SHORTLI SING

Resumes received from consultants and/or from the advertisements released inNewspaper/Magzine are screened by HRD Department in consultation with the concerned

department.

B.INTERVIEW CALL

The shortlisted candidates are contacted for interview through an interview call

letter/telephone call/e-mai l or through the consultants.

C.INTERVIEW SCHEDULE

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

panel and a copy is kept for HRD Department records. The Interview Schedule include

the following requirement.


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The HRM Function has to prepare the Recruitment SWOT Analysis to know the position of the

internal and external recruitment process in comparison with the competition on the job market.

The Recruitment SWOT Analysisshould be prepared just by the HRM Function with the

potential validation from the line management as the line management tends to over or

underestimate the real position of the organization on the job market.

The areas covered in the Recruitment SWOT Analysis should cover the following areas:

External market positionthe supply of the potential hires, universities in the area, the

structure of inhabitants, modern industries, etc. External position of the organization the feeling of the external audience about the

organization (brand name, generally known as a good employer and many other factors)

Agencies- the recruitment agencies operating in the area and their potential, the

Recruitment SWOT Analysis should also cover the agencies cooperating with the

organization

Employees in the HRM Function and their seniority - every important aspect for the

Recruitment SWOT Analysis as the mature HR Employees can handle the recruitment

process better and they can react quicker to the changed conditions

Processes in the recruitment and selection area

Budget available- money can help a lot, but the HRM Function has to make an

appropriate estimate of the available budgets at the competitors as it limits the chance to

bring an innovative solution

Creative mind- the mindset of HR employees

Corporate Culture- the corporate culture can support many job candidates to apply for

the position with the organization as it can fit their personal preferences and needs

The list of areas for coverage in the Recruitment SWOT Analysis is not a definite one, the

concrete situation in the organization can easily generate other topics, which has to be covered,

the list contains just the most important ones.


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The role of the Recruitment SWOT Analysisis not to confirm the position of the organization

on the job market, the SWOT Analysis is a tool for finding creative answers to the issues, the

recruitment process can face.

The recruitment SWOT Analysiscan help the HRM Function to identify gaps and

opportunities in the recruitment and staffing process to improve the process and to increase the

ability of the organization to compete on the job market.

Strengths

1. Good Reputation Hotel Taj Inn. Company has been in the business for many years. The

company has built a good reputation for building sports car. The company has many loyal

customers.

2. Strong BrandHotel Taj Inn. has a brand name that is famous all over the world.

Weaknesses

1. High Price and Poor ReliabilityThe companys reputation is declining because of high price

and poor reliability.

2. Insecure Workforce The employees are uncertain about future job prospects. Career

planning programs are inadequate as well as mentoring and coaching. The employees are not

aware of different career opportunities in the company.

3. Weak Relationships Because of different challenges that the company is facing, the

relationship between the managers and employees is weak. In addition, different projects and

programs that aimed to improve the companys performance failed.

4. Poor Communication The employees are complaining about the ineffective communication

systems.

Opportunities

1. Growing Products the revamped version of ARC-03, the ARC-04 and ARC-06 are selling

quite well. These products are promising.


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2. Acquisition by GAL ARC has been acquired by Grace Autos Limited, one of the worlds

largest automotive group that is known for quality luxury cars.

Threats

1. Aging Productone of the sports cars, the ARC-03 is reaching the peak of its maturity and is

close to decline.

2. Low Quality Commitmentaside form the ISO 9001:2000, there are no other quality systems

in the company. Most of the employees and managers see quality management system as a

nuisance.

Structure and Culture

The organizational structure is hierarchical with different functional departments.

According to Quinn (1988) organizational structure systematizes the interaction between the

people in an organization (cited in Prasad and Thorn 1999). It defines the power relationships

and the flow of communications. The company has a hierarchical structure wherein management

control is strengthened through the centralization of decision-making. The top management has

total control over the company and the employees have little discretion and flexibility. The

employees have limited understanding of the business process and they are dependent on the top

management when it comes to decision-making and problem solving. Communication and

control is vertical, meaning the employees are dependent on their superiors.

Organizational culture is the set of beliefs and assumptions held relatively commonly

throughout the organization (Bate 1984). These beliefs are embedded in the minds of the

members of the organization. These beliefs are also shared (Hofstede, 1980).

Leadership

Evaluation

Leadership is centralized. The top management controls every aspect of the organization.

Decision-making and planning occurs on the top level of the organizational hierarchy. Because


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of the hierarchical structure and culture of the organization, both the team leaders and the team

members are finding it hard to adjust to team-based work. The relationships between members

are weak and both managers and employees display low commitment. We can say that the

leadership style is ineffective and inefficient. Employees complain about the lack of involvement

and participation.

Improving through Transformational Leadership

Leaders must be Charismatic

One component of transformational leadership is charismatic leadership. In order to

encourage change, cooperation, commitment, development and loyalty among employees, theleader must be charismatic; he must be a role model. The leader must earn the admiration,

respect and trust of the followers. The leader must do the right thing, demonstrate high standards

of ethical and moral conduct (Bass 1998).

Leaders must Inspire and Motivate

Leaders must be able to inspire and motivate employees. This is done by giving them

challenging yet rewarding and meaningful work. Inspired and motivated employees are the key

to success.

Leaders must Stimulate the minds of the Followers

Effective leadership requires leaders to stimulate the minds of their followers. An

effective leader encourages innovation and creativity. Followers are encouraged to try new

approaches, and are allowed to share their ideas.

Leaders must be Considerate

Leaders must act as mentors and coaches. They must pay attention to the followers

development and growth needs. Leaders must support their followers. They must facilitate

continuous learning and development. An effective leader recognizes that every one has special

needs.


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Team Relationships and Teamwork

A team is defined as a distinct set of two or more people interacting dynamically,

interdependently, and adaptively toward a common and valued goal or mission. Each member in

a team has a specific role or function (Salas et al 1992).

Evaluation

Because of different challenges and problems, the relationship between employees and

managers is weak. Efforts to improve the organization have failed because the employees are not

committed. The operations and personnel department promotes team working but there are

departments that are not committed. The senior management wants to move from individual-

based work structure to a team-based structure. Team relationships according to Fairholm (1994)

help groups identify and create a positive culture that is identified by high trust levels, broad

communications and enhanced opportunities (p. 155). The hierarchical structure and nature of

the organization hinders active participation from employees. Because decision-making are

centralized and the power rests almost entirely at the top, problems in motivation and

commitment arise. The hierarchical structure of the organization has encouraged a dependent

attitude among the employees.

Stages of Team Development

Teams in organizations undergo a maturation process called the life cycle. In order to

build effective teams and facilitate teamwork, a leader must first understand the stages of team

development.

1. Formingduring the forming stage, the members are introduced to each other. on this stage of

development ground rules are established. During the forming stage, members are usually

uncertain on how to act and how being a member of the team will benefit them. The forming

stage will be completed once the members accept their team membership.


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2. Storming

During the storming stage, conflicts arise in the team. Members are usually hostile

toward each other. The control of the team leader is also resisted. The storming stage is complete

once the issues and conflicts have been resolved and the leaders control has been accepted.

3. Norming

During this stage, cohesion is strong in the team. Members develop string relationships

and shared feelings. The storming stage is complete when the members accept a common set of

expectations forming a satisfactory way of doing things.

4. Performing

When the team reach this stage of development, the issues and problems have been

resolved. The team is now ready to work. The team is able to perform the tasks at hand

effectively because the members have good relations and the control of the leader is accepted.

5. Adjourning

The team may adjourn abruptly or gradually once its goals are already met (Sims 2002a).

Building Effective Teams

1. Diversify Team Membership

Effective teams are composed of a diversity of individuals with varying skills and

experiences. Having a diverse membership can be an effective strategy.

2. Keep the Team Small

In order to be effective, teams must be kept small. Small numbers of people are easier to

manage and coordinate.

3. Select the Right Team Members

It is important to understand that people have different personalities. Some people take

pleasure in working in teams, other on the other hand prefer to work individually. It is also


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important that team members are selected based on their skills. The skills of the members must

be complementary.

4. Train Members

Effective teams have members that possess the necessary skills needed for them to

perform their tasks.

5. Clarify Goals

A well-defined mission and goal is a prerequisite for a team to function effectively. Team

goals must be articulated clearly.

6. Use Appropriate Performance Measures

In order to function effectively, teams must develop their own success metrics. These

measures must be process-based.

7. Encourage Participation

The more team members participate in the decision-making process, the more likely they

are to feel committed to those decisions. Every team member must be involved in order for them

to feel committed.

8. Foster Communication and Cooperation

Team members must communicate and cooperate with each other so they can coordinate

their efforts toward the common goal (Sims 2002a).

Employee Empowerment

Employee empowerment requires commitment from the top management. The company

must provide means for employees to participate not only in production but at the office and

higher levels of the organization as well.Empowering employees is popular in organizations

today. Employee empowerment means giving employees the ability, means, and information

needed in order for them to have greater autonomy over their jobs. Empowerment also builds the


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employees confidence to perform new jobs. Empowerment is an approach in employee

motivation. The aim of empowerment is to make employees feel self-efficient. Empowerment

allows employees to realize their full potential. Satisfaction of needs for achievement,

recognition and self-actualization are among the aims of employee empowerment.

Empowerment also changes beliefs and behaviors. Through empowerment, employees feel

effective and efficient. Through empowerment both the goals of the individual employees and

the organization as a whole are achieved (Sims 2002).

Evaluation

Empowering employees is one way of motivating them. Employee empowerment and

participation are low. Employees have little opportunity to decide about the nature of their work

and how to accomplish their tasks. The employees are not empowered because they are restricted

to realize their full potential. Employees have little authority. The opportunity for employees to

develop and acquire new skills and knowledge is limited.

Employee Motivation and Performance

Because of low motivation and because the company fails to motivate its employees, the

organizational performance is suffering. Low motivation results in low commitment,absenteeism and high turnover. The absence of programs and schemes that motivate employees

has caused different problems. There is a high turnover rate and employees are dissatisfied.

Employee motivation affects performance. Motivated employees improve their performance.

They work harder, longer and more efficiently. In order to improve employee performance, the

company needs to motivate employees first.

Motivating Employees

Below are different programs and schemes that the company can use to motivate

employees. It ranges from simple award and recognition schemes to job redesign.

1. Spot Awards

A spot award is given to an employee who rendered a commendable performance. Spot

awards are good motivators. When the rewards are dependent on excellent performance and are


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given immediately, they are consistent with the expectancy approach and provide the recognition

that humans want to achieve (Sims 2002a).

2. Recognition

Feeling appreciated is what most people like. Being recognized for a job well done,

financially or otherwise is a source of employee motivation. Immediate recognition strengthens

motivation and can provide some immediate outcomes to counterbalance the employees inputs

and efforts. Recognition also underscores the performance-reward-expectancy link, and it helps

appeal to and satisfy the need people have to achieve and be recognized for their achievement.

LeBoeuf (1991)gave eleven types of employee behavior that must be recognized by

organizations and individual managers. These are:

Aiming at solid solutions rather than quick repairs

Readiness to take risks

Being ingenuous instead of complying mindlessly

Decisive action rather than paralysis by analysis

Smart work rather than busywork

Simplification of complicated tasks Quietly effective behavior instead of squeaky wheels

Quality work instead of fast work

Loyalty instead of turnover

Working together instead of working against

Lack of absenteeism and tardiness (cited in Sims 2002a p. 70).

3. Pay for Performance

Pay for performance is a method of tying pay to the level of a persons productivity. In

order to ensure the success of a pay-for-performance plan, the organization must:

1. Ensure that effort and rewards are directly related


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The incentive plan should reward employees directly as their production increase.

Employees must also believe that the task is achievable. The employees must view the standard

as attainable. The organization and the management must provide the necessary tools,

equipment, and training to enable the employees to meet the standards. The plan must also be

understandable and the easily quantifiable by the employees. It should be easy for employees to

calculate the rewards they will receive for various levels of effort. The organization must set

standards that will aid in the achievement of its performance goals. The standards must be

viewed as fair by employees. They should be high but reasonable; that is, there should be about a

5050 chance of success. The organization must set specific goals. Guarantee the program. The

rewards offered for a particular level of work should be viewed as a contract

between the organization and the employees. Once the plan is operational, great caution should

be used before decreasing the size of the incentive in any way. The base rate must also be

guaranteed. It is often advisable to give employees a safety net by providing them with a base

pay. They will know that no matter what happens, they can at least earn a guaranteed minimum

amount (Sims 2002a).

2. Merit Pay

Most employees, when they do a good job, expect to be rewarded with at least a merit

raised at the end of the year. A merit raise is a salary increaseusually permanentthat is based

on the employees individual performance. It is different from a bonus in that it represents a

continuing increment, whereas the bonus represents a one-time payment. To the extent that it is

actually tied to performance, the prospect for a merit raise may focus the employees attention on

the link between performance and rewards, which is in line with the expectancy approach to

motivation (Sims 2002a).

3. Job Redesign

Managers have long been concerned about the monotonous and boring qualities of highly

specialized, short-cycle, assembly-line jobs. In an effort to respond to these concerns, many

employers set up programs aimed at redesigning their workers job. Job design refers to the

number and nature of activities in a job; the basic issue in job design is whether jobs should be


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more specialized or, at the other extreme, more enriched and no routine. Job enrichment means

building motivators like opportunities for achievement into the job by making it more interesting

and challenging. This is often accomplished by giving employees more autonomy and allowing

them to do much of the planning and inspection normally done by their managers (Sims 2002a).

4. Performance Management

Performance management is important in employee motivation and performance

improvement as it helps organizations maintain or improve performance, facilitate consistent

performance evaluation and promotes the provision of high-quality feedback. Performance

management serves as the basis for coaching and coaching (Gilley and Maycunich 2000).

Management of Change

Organizational change needs commitment from both the employee and management.

Managing change is not a simple task. The management needs to make sure, above anything, that

the employees understand the reasons for change. The employees must realize the importance of

change and how they can contribute to the success of organizational change. Below are some

strategies that can help the organization to be successful in its change efforts.

1. Build a Climate for Change

Successful change in the new economy will result from a climate that welcomes, initiates,

and manages change. In such a climate, risk is accepted as a natural part of doing business. A

premium must be placed on innovation and creativity. Employees have to be encouraged to try

new and different approaches to the job and other work processes (Sims 2002a).

2. Improve Communication

Improving organizational communication is one of the most important strategy an

organization can employ. Effective organizational communication is important as it aids in

overcoming resistance and maximizes employee participation. The employees need to

understand the whole change process and the reason behind such a strategic move. The


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organization must make sure that the right kind and amount of information is gathered and

communicated throughout the organization in a clear and easy to understand manner (Sims

2002a).

3. Encourage Employee Involvement

Today more than ever, employees are more active in issues that affect the organization

and they seek to be more involved in decisions that affect their job and well-being. Employees

are now more assertive. They are confident that they know the critical operational problems, and

they want to share their insights (Sims 2002a).

Recruitment and Selection

The fierce competition between firms to attract qualified job applicants and the increasing

skills shortage has a tremendous impact on recruitment and selection. Moreover, the problems

and issues as well as the management inadequacy in the organization have led to increase

employee turnover. In order to cope with skills shortage and to attract qualified applicants more

effectively, the organization needs to develop strategic recruitment and selection methods and

policies.

Recruitment

The organization must develop new recruitment methods that will support its goals and

objectives. The organizations policy must also reflect the organizations desire to employ

female workers. The recruitment method of the organization needs to be restructured.

Selection

In order to make organizational change successful, the selection method must also be

restructured. The organization needs to design new selection methods that adhere to its new

business objectives and goals. The selection method must also be aligned with the new business

strategy.


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Career Development

One of the problems of Arden Racing Company is the lack of effective Career Planning and

Development Programs. Because employees are not properly trained and because they do not

possess the necessary knowledge, skills and abilities to perform their jobs, the organizational

performance is affected. The employees also feel uncertain about the career opportunities that are

available for them in the organization. In addition, the organization fails to train the employees in

order to prepare them for future job assignments.

What should ARC Do?

The company needs to restructure its career development programs. Career developmentinvolves both the organization and the employee. The employee is the one that is responsible for

career planning while the organization handles career management (Eggland and Giley 1998).

Mentoring

In mentoring, the mentor coaches, advices and encourages, employees of lesser rank. In

mentoring, the mentor and the person being mentored builds a relationship wherein relationship

is built. Under a good mentor, learning focuses on goals, opportunities, expectations, standards,

and assistance in fulfilling the employees potential (Sims 2002b). The mentor is described as a

manager who is experienced, productive and able to relate well to a less experienced employees

(Kram 1985). The mentoring relationship is intended to be supportive and non-threatening. The

mentor provides advice related the protgs job, career aspirations and development, clarifies

misunderstandings and ambiguities the less experienced employee might encounter, builds

confidence in the protg and encourages him or her to take developmental steps (Rudman

2003).

Coaching

Coaching is a one-to-one process. The coach may be the manager, a more experienced

colleague or a specialist. Communication in coaching is two-way and focuses on discussion,

discovery and understanding. Coaching also aims to solve problems. Coaching is essentially an

on-the-job supplement for training and development. It aids in the application of the skills and


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enables sharers to balance work and home responsibilities. Both partners can also learn from

each other through job sharing.

Flexi-Time

Flextime (flexi-time) is a scheduling option that allows workers to select their starting

and quitting times within limits established by management. There are generally core hours when

all employees must be present. Although starting and quitting times vary, employee are required

to work a standard number of hours within a given time period (Avery and Zabel 2001). There

are several variations on the use of flextime such as fixed starting and quitting times that vary

daily, variations in the length of day with required core hours, and variations in the length of day

without mandatory core hours. Some flextime programs allow workers to bank hours for the

future (Olmstead and Smith 1994).


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COMPANY PROFILE:

HOTEL TAJ INN MORADABAD

Hotel Taj Inn comfort Inn will offer praiseworthy and top qualities to our customer base to

revamp ourselves jto suite the exectation all through personalized services absolute dedication

and timely supply are of the top priority even as our sincere and professional staff members will

gently and elegantly attend the clients.Hotel Taj Inn comfort Inn is elated for the great patronage

and yet to have enthusiasm to serve more to enhance our clientele base. We believe in offering

the most spirited and personalized services that will captivate you and push a head to celebrate

the occasion at midst of soothing and composed environment.

Hotel Taj Inn is a hotel located at Dr. Ram Sarup Colony Moradabad. This hotel is situated 1.55

km from manokamna mandir and 2.81 km from deer park in the city. It is 1.28 km from the

nearest railway station - mahmudpur sryn railway station. There is a 24 hour reception available

and guests can check-in any time after 12:00 PM and check-out anytime before 12:00 PM. The

hotel offers the following amenities : Laundry Service, News Paper, Air Conditioning, 24 Hour

Reception.


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Room details of Hotel Taj Inn, Moradabad

Deluxe Room

This tastefully designed air conditioned room is equipped with a television a cozy bed a

telephone and an in room safe The room also has an attached bathroom Guests can

choose to take a sip of coffee with the morning newspaper that is provided on comp

limentary basis The room also has Wi Fi access for the guests to stay connected with the

outside world

Hotel information of Hotel Taj Inn, Moradabad

This marvelous looking hotel in Moradabad stands within a kilometer from the market area and

just about two kms from the railway station. Guests can choose to stay at any of the 21 well-

furnished rooms. The major draw to the hotel is the well-maintained garden. There is also an in-

house restaurant serving authentic Indian flavors sitting in the beautiful environ. The hotel also

boasts of a conference hall for official meetings and a banquet hall to host social gatherings.

Hotel Taj Inn, Moradabad amenities list

Banquet facilities Gardens

Concierge

Backup generator

Business center

Internet access-wireless

Parking(secure)

Room service(24 hours)

Guest Rooms

A total of 21 rooms including 1 suites, each with a distinct interior overlooking the lush,

verdant gardens. All rooms offer total privacy. Breathtakingly designed suites, some with

an area of 350 sq. ft., make them, easily, one of the larger in India


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Accommodation

The various room categories at Hotel Taj Inn are Deluxe Rooms, Executive Rooms,

Suites, Royal Suite All rooms are soundproofed, windows are thermal insulated and

bathrooms have natural light filtering in.

Guest Room Features

Electronic Cisa safes, 24hour room service, wellstocked minibar, dual line phone with

data port and voice mail, fax machine capability, electronic door lock, constant circulation of

treated fresh air, TV offering 33 channels and iron board and iron (on request). Packing and

unpacking assistance upon request, wired and wireless internet, tea / coffee making facility

and international magazines

Description

Royal Suite 1200 sq. ft.

Two bedrooms with a fourposter king size bed,

pocketed spring mattress and exclusive linen

Separate sitting area for 06 persons

Bathroom including a large shower cubicle, steam

room, sauna, Jacuzzi, double vanity counter and WC

cubicle with bidet

Fragonard bath amenities

Extensive dressing room with a walkin closet

Private balcony of 400 sq. ft. (garden facing)

Multichannel TVDVD player on demand

Dual line phone with data port and voice

mail High speed wireless internet


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The furniture in the Suite has antique

value Royalultra plush pillow top

mattressesExclusive crystal, glass / china ware

Facility of a secondinterconnecting room

Suites Large spacious rooms (bedroom & sitting room)

Seating area for 04 guests

Exclusive linen from Porthault

Marble baths

King size bed

Electronic inroom safe

Multi Channel TV

Tea/Coffee maker

Private bar with refrigerator

Individual climate control

Hairdryer

Fragonard Bathroom amenities

Dual line phone with data port and voice mail

High speed Wireless Internet

DVD player on demand

Executive Rooms Art Deco interiors

Marble baths with fixtures from Cesame (Italy)

and Kohler (USA)

Fragonard bathroom amenities

King size bed

Electronic inroom safe

Private bar with refrigerator


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Individual climate control

Dual line phone with data port and voice mail High speed wireless and wired internet

Multichannel TV

DVD player on demand

Dining Facilities

The Golden palm is one of the best coffee shop restaurantsinthe city. In its fascinating interiors, the restaurant invites

you toan armchair journey to the wonders of cuisine 24x7.

The Emperor multicuisine restaurant is the bestdiningexperience and makes for an appealing area for diningoutwith Live Indian music on Saturdays and Sundaysgives a

special dining experience at dinnertime.

Restaurant Timings:

Lunch1230 hrs. to 1600 hrs.

Dinner1900 hrs. to 2345 hrs.Churchill Bar is a perfect setting for a business powwowor aninformal evening. You can also luxuriate in the privacy ofitsexclusive. The Bar is well stocked with more than 100varietiesof fine wines, liquors and spirits. The music, simply, playsto

your mood.

Bar Timings: 1100 hrs. to 2300 hrs.

The Lobbywith its highdomed ceiling, classicsurroundings

and view to fountains creates just the right atmosphere for a

meeting with a cup of coffee.

La Fauchon, the picturesque pastry shop in the Lobbytempts

the inveterate sweet tooth with its enviable range of


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gateaux,

breads, chocolates, bakeries and patisseries.Timings: 1000 hrs. to 2000 hrs.

Meeting Space For very long, Hotel Taj Inn beautiful banqueting roomshave hosted citys most notable corporate, social, culturalandcivic events attended by distinguished visitors from allover the

corporate. With 2800 square feet of space and threedistinctive convention rooms, The hotel canaccommodateevents of any scale, from a small conference to a banquetfor 1500 people.remaining in the city, evoking the splendor of the era ofLordsand Ladies. For corporate events, the Hotel offersluxuriousimpeccable dcor and paneled wood interior, creatingan

atmosphere of style and professionalism, ideal for a private

gettogether or conference of 50 to 70 guests.

The cool and spacious gardens of Hotel Taj Inn have beenthe preferred venue for many a celebrated encounters.The elegant stretch ofMela lawns, spreaded in large area isideal for marriages, formal dinners and theme parties of upto 2000 persons.

Business CentreThe 24 hr. Business Centre, located on the first floor,offers the following services.

Wireless and wired internet access

Facsimile serviceColor/ B&W printing and copying

Secretarial services

Image scanning

Computer workstation

Binding facilityLine of office sundries

Other Facilities The Utility Shop, located in the lobby, offers an


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extensive

selection of international products, toiletries, national

andinternational newspapers and magazines, CDs and awide range of metal crafts.

Citysonly equipped gym Wellness Health Clubprovides

complimentary state of the art Cybex multistationequipment and free weights,lifecycles,

treadmills, climber stepper,

cross trainer and bench press with television and

channel music offers a tranquil, refreshing experience.

The beauty salon and barbershop located in the pool

area, offers complete salon services, including hair care,

facials, rejuvenating herbal body massages, manicures,

pedicures and stylized make up application.

The large Swimming Pool, nestled in the shaded

grounds of the Hotel, offers sessions & meditation class.

The Hotels beautiful gardens present the perfect

backdrop for leisure walks.

Special Services & Amenities 24 hour valet parkingRoundtheclock doctor on call

Multilingual staff24 hour laundry serviceOnehour pressing

Voice mailBroadband wireless and wired internet facility

Concierge assistance for theatre, shopping andtour

information and mobile phone rentals

Overnight complimentary shoeshine Plush bath robesFragonard and Bvlgari amenities

Individual climate controlChildrens amenities and services

Baby Sitting

Safes for valuables


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Foreign Currency Exchange roundtheclockConstant circulation of treated, fresh air

Twice daily maid serviceHousekeeping Service twice a day to all the guestPacking and unpacking service upon request

Ice service with Turn down serviceAromatherapy at turndown in all rooms and suites

Safety & Security Close circuit TV and Public Address SystemFor added security, the guest room doors are provided

with double lock.Smoke detector and sprinkler in each guest room

Affiliations FHRAI,PATA, IATO, Member of PREFERREDHOTELS &

RESORTS WORLWIDE.

Formerly affiliated as Best Western Premier

Number of Employees Staff of about 100 employees


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OBJECTIVE OF STUDY

The following training objectives in keeping with the companys goals & objectives:-

1. introduce recruitment and selection processes that suit your business

2. manage your campaigns to ensure that you recruit the right staff

3. design and deliver interview processes based on your ideal behaviors and competencies

4. introduce recruitment-related analysis, allowing you to evaluate your strategy

5. set up managed preferred supplier relationships with recruitment agencies

6. provide psychometric tests, personality profiling, and run assessment centers


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REVIEW OF LITERATURE

Introduction:

Nowadays, every organization necessitates personnel planning as one of the most vital activities.

Human Resource Planning is, by far, an essential ingredient for the success of any organization

in the long run. There are a number of techniques that need to be followed by every organization

that guarantees that it possesses the right number and type of people, at the right time and right

place, so as to enable the organization to achieve its planned objectives. Commonly, the

objectives of Human Resource Planning department include resource, planning, recruitment and

selection, career planning, training and development, promotions, risk management, performance

appraisal, to name a few. Each of these objectives requires special attention and accurate

planning and execution.

It is of utmost importance for every organization to employ a right person on a right position.

And recruitment and selection plays a pivotal role during such situations. With shortage of skills

and the rapid spread of new technology exerting considerable pressure on how employers

perform recruitment and selection activities, it is recommended to conduct a step-by-step

strategic analysis of recruitment and selection processes. With reference to the current context,

this paper presents an incisive review of previous literature on the recruitment and selection

process. This paper is primarily based on an analysis of six pieces of literature conducted by

practitioners and researchers in the field of Human Resource management.

Various researchers have contributed to the field of HRM, and have offered intensive and

profound knowledge on the branches of HRM such as scientific recruitment and selection,

Manpower management, Job analysis, Need and purpose of Recruitment, and so on.


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Literature Review:

Definition:Edwin Flippo defines Recruitment and selection process as A process of searching for

prospective employees and stimulating and encouraging them to apply for jobs in an

organization.

In simpler terms, recruitment and selection are concurrent processes and are void without each

other. They significantly differ from each other and are essential constituents of the organization.

It helps in discovering the potential and capabilities of applicants for expected or actual

organizational vacancies. It is a link between the jobs and those seeking jobs.

Work by Korsten (2003) and Jones et al. (2006):

According to Korsten (2003) and Jones et al. (2006), Human Resource Management theories

emphasize on techniques of recruitment and selection and outline the benefits of interviews,

assessment and psychometric examinations as employee selection process.

They further stated that recruitment process may be internal or external or may also be conducted

online. Typically, this process is based on the levels of recruitment policies, job postings and

details, advertising, job application and interviewing process, assessment, decision making,

formal selection and training (Korsten 2003).

Jones et al. (2006) suggested that examples of recruitment policies in the healthcare, business or

industrial sector may offer insights into the processes involved in establishing recruitment

policies and defining managerial objectives.

Successful recruitment techniques involve an incisive analysis of the job, the labour market

scenario/ conditions and interviews, and psychometric tests in order to find out the potentialities

of job seekers. Furthermore, small and medium sized enterprises lay their hands on interviews

and assessment with main concern related to job analysis, emotional intelligence in

inexperienced job seekers, and corporate social responsibility. Other approaches to selection


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outlined by Jones et al. (2006) include several types of interviews, role play, group discussions

and group tasks, and so on.

Any management process revolves around recruitment and failure in recruitment may lead to

difficulties and unwanted barriers for any company, including untoward effects on its

profitability and inappropriate degrees of staffing or employee skills (Jones et al. 2006). In

additional, insufficient recruitment may result into lack of labour or hindrances in management

decision making, and the overall recruitment process can itself be advanced and amended by

complying with management theories. According to these theories, the recruitment process can

be largely enhanced by means of Rodgers seven point plan, Munro-Frasers five-fold grading

system, personal interviews, as well as psychological tests (Jones et al. 2006).

Work by Alan Price (2007):

Price (2007), in his work Human Resource Management in a Business Context, formally defines

recruitment and selection as the process of retrieving and attracting able applications for the

purpose of employment. He states that the process of recruitment is not a simple selection

process, while it needs management decision making and broad planning in order to appoint the

most appropriate manpower. There existing competition among business enterprises for

recruiting the most potential workers in on the pathway towards creating innovations, with

management decision making and employers attempting to hire only the best applicants who

would be the best fit for the corporate culture and ethics specific to the company (Price 2007).

This would reflect the fact that the management would particularly shortlist able candidates who

are well equipped with the requirements of the position they are applying for, including team

work. Since possessing qualities of being a team player would be essential in any management

position (Price 2007).

Work by Hiltrop (1996):

Hiltrop (1996) was successful in demonstrating the relationship between the HRM practices,

HRM-organizational strategies as well as organizational performance. He conducted his research


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on HR manager and company officials of 319 companies in Europe regarding HR practices and

policies of their respective companies and discovered that employment security, training and

development programs, recruitment and selection, teamwork, employee participation, and lastly,

personnel planning are the most essential practices (Hiltrop 1999). As a matter of fact, the

primary role of HR is to develop, control, manage, incite, and achieve the commitment of the

employees. The findings of Hiltrops (1996) work also showed that selectively hiring has a

positive impact on organizational performance, and in turn provides a substantial practical

insight for executives and officials involved. Furthermore, staffing and selection remains to be an

area of substantial interest. With recruitment and selection techniques for efficient hiring

decisions, high performing companies are most likely to spend more time in giving trainingparticularly on communication and team-work skills (Hiltrop 1999). Moreover the finding that

there is a positive connection existing between firm performances and training is coherent with

the human capital standpoint. Hence, Hiltrop (1996) suggests the managers need to develop HR

practices that are more focused on training in order to achieve competitive benefits.

Work by Jackson et al. (2009) and Bratton and Gold (1999):As discussed by

Jackson et al. (2009), Human resource management approaches in any business organization are

developed to meet corporate objectives and materialization of strategic plans via training and

development of personnel to attain the ultimate goal of improving organizational performance as

well as profits. The nature of recruitment and selection for a company that is pursuing HRM

approach is influenced by the state of the labour market and their strength within it. Furthermore,

it is necessary for such companies to monitor how the state of labour market connects with

potential recruits via the projection of an image which will have an effect on and reinforce

applicant expectations. Work of Bratton & Gold (1999) suggest that organizations are now

developing models of the kind of employees they desire to recruit, and to recognize how far

applicants correspond to their models by means of reliable and valid techniques of selection.

Nonetheless, the researchers have also seen that such models, largely derived from competency

frameworks, foster strength in companies by generating the appropriate knowledge against which

the job seekers can be assessed. However, recruitment and selection are also the initial stages of


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a dialogue among applications and the company that shapes the employment relationship

(Bratton & Gold 1999). This relationship being the essence of a companys manpower

development, failure to acknowledge the importance of determining expectation during

recruitment and selection can lead to the loss of high quality job seekers and take the initial stage

of the employment relationship so down as to make the accomplishment of desirable HRM

outcomes extremely difficult. In the opinion of Bratton and Gold (1999), recruitment and

selection practices are essential characteristics of a dialogue driven by the idea of front -end

loading processes to develop the social relationship among applicants and an organization. In this

relationship, both parties make decisions throughout the recruitment and selection and it would

be crucial for a company to realize that high-quality job seekers, pulled by their view of theorganization, might be lost at any level unless applications are provided for realistic organization

as well as work description. In view of Jackson et al. (2009) and Bratton & Gold (1999)

applicants have a specific view of expectations about how the company is going to treat them;

recruitment and selection acts as an opportunity to clarify this view. Furthermore, one technique

of developing the view, suggested by Bratton and Gold (1999), are realistic job previews or RJPs

that may take the form of case studies of employees and their overall work and experiences, the

opportunity to cover someone at work, job samples and videos. The main objective of RJPs is

to allow for the expectations of job seekers to become more realistic and practical. RJPs tend to

lower initial expectations regarding work and a company, thereby causing some applications to

select themselves; however RJPs also increase the degree of organization commitment, job

satisfaction, employee performance, appraisal and job survival among job seekers who can

continue into employment (Bratton & Gold 1999) Jackson et al. (2009).

Work by Silzer et al (2010):

However, the process of recruitment does not cease with application of candidature and selection

of the appropriate candidates, but involves sustaining and retaining the employees that are

selected, as stated by Silzer et al. (2010).


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Work of Silzer et al. (2010) was largely concerned with Talent management, and through their

work they were successful in resolving issues like whether or not talent is something one can be

born with or is it something that can be acquired through development. According to Silzer et al

(2010), that was a core challenge in designing talent systems, facing the organization and among

the senior management. The only solution to resolve the concern of attaining efficient talent

management was by adopting fully-executable recruitment techniques. Regardless of a well-

drawn practical plan on recruitment and selection as well as involvement of highly qualified

management team, companies following recruitment processes may face significant obstacles in

implementation. As such, theories of HRM can give insights in the most effective approaches to

recruitment even though companies will have to employ their in house management skills forapplying generic theories across particular organizational contexts. Word conducted by Silzer et

al (2010) described that the primary objective of successful talent strategies is to create both a

case as well as a blueprint for developing the talent strategies within a dynamic and highly

intensive economy wherein acquisition, deployment and preservation of human capital-talent

that matter,, shapes the competitive advantages and success of many companies (Silzer et al.

2010).

Work by Taher et al. (2000):

Toward that end Taher et al. (2000) carried out a study to critique the value-added and non-value

activities in a recruitment and selection process. The strategic manpower planning of a company,

training and development programme, performance appraisal, reward system and industrial

relations, was also appropriately outlined in the study. This study was based on the fact that

efficient HR planning is an essence of organization success, which flows naturally into employee

recruitment and selection (Taher et al. 2000). Therefore, demand rather than supply must be the

prime focus of the recruitment and selection process and a greater emphasis must be put on

planning, supervising and control rather than mediation. Extending this principle, a realistic

approach to recruitment and selection process was demonstrated, and the study found that an

organization is efficient only when the value it commands exceeds the price involved in


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information about employees and to make the organization to take just-in-time HR recruitment

and selection decisions.

Therefore, any organization is encouraged to development real-time recruitment strategies that

must attempt to generate a pool of appropriately qualified and well-experienced individuals so as

to effectively initiate the selection strategies and decisions. In essence, the potential applications

are encouraged to apply for the open vacancies and also the relevant departments can engage in

recruiting the best candidates to upgrade the departments performance (Taheret al. 2000).

Conclusion:

It can be clearly concluded that for a company to succeed all it takes is the proper recruitment

and selection strategies which also shapes the overall manpower management of the company.

By conclude this literature review, the study emphasizes on the fact that the recruitment and

selection process is integrated with other processes such as strategic plan of the company,

training and development schemes, compensation, rewarding/incentive system, performance

appraisal, and lastly, industrial relations. Furthermore, according to Silzer et al (2010), there exist

several reasons why the most apparent information have been more promising; including thewell-structured nature of interviews, the use of questionnaires based on a job analysis, inclusion

of panel of interviewers, the practice of note-making during the interview, and the use of rating

scale based on behavioural factors to gauge the interviewees answers all play an integral part in

the improvement of the recruitment validity.


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RESEARCH METHODOLOGY

OBJECTIVE OF THE STUDY

In Hotel Taj Inn the recruitment policy spells out the objective and provides a framework

for implementation of the recruitment programme in the form of procedures. The

company involves a commitment to broad principles such as filling vacancies with best

qualified individuals.

The recruitment policy in a company may embrace spell issue such as the extent of

promotion from within, attitudes of enterprise in recruiting old, handicapped and minor

individuals, minority group members, parttime employees and relatives of present

employees.

In a company Hotel Taj Inn there usually a staff unit attached with personnel or an

industrial relations department designated as employment or recruitment office. This

specialization Of recruitment enables staff personnel to become highly skilled in

recruitment techniques and their evaluation.

However, recruitment remains the line responsibility as far as the personnel requisition

forms are originated by the personnel, who has the final words in the acceptance or

rejection of a particular applicant. Despite this the staff personnel have adequate freedom

in respect of sources of manpower to be tapped and the procedure to be followed for

this purpose.

DATA COLLECTION

A sample size of 100 employees is studied for this purpose. Employees of different unit where

randomly administrated the questionnaire.


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DATA ANALYSIS

The analysis of data was done on the basis of unit, age and number of years of

experience and factors.

Analysis was done using the simple average method so that, finding of the survey was

easily comprehensible by all.

SOURCES OF DATA COLLECTION:

The primary as well as the secondary sources was used for collection of data. In

primary source of data collection the interview schedule and questionnaire and opinion

survey were used and in secondary source of data collection relevant records, books, diary

and magazines were used. Thus the source of data collection were as follows:

PRIMARY SECONDARY

1. Interview schedule 1. Diary

2. Questionnaire 2. Books

3. Opinion Survey 3. Magazines

4. Other records

I have used structural interview schedule, questionnaire and opinion survey for collectionof data from primary source. Interview schedules were used for workers clerical , category

and questionnaires were used for supervisory and executive cadre and opinion survey was

used to know the technology, perceptions, thoughts and reactions of the executives,

employees/workers and trade union members of the organization.

I have used the secondary source like diary, books, magazines and other relevant records

for collection of data to know about the industry as well as the respondent.

DATA TYPE

Primary as well as secondary data was collected.


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RESEARCH APPROACH

Conducting a field survey did a subjective assessment of the qualitative data. The

research method used was that of questionnaire & interview for primary data & an

extensive literature survey for secondary data.

RESEARCH INSTRUMENT

The questionnaire was used as the primary instrument for the collection of primary data

which contained open-ended questions to chance response. In addition the personal

interview method was employed to draw out answers to subjective questions, which could

not be adequately answered through the use of questionnaire.

INTERVIEW

Interviews lead to a better insight to subjective & open questions almost all interviewees

responded.

SAMPLE UNIT

The sample unit consisted of all the departments of Hotel Taj Inn

SAMPLE FRAME

Consisted of a comprehensive list of all the employees of Hotel Taj Inn

SAMPLE SIZE

Sample size=100

SAMPLE DESIGN

Care was taken to choose the sample based on considerations like age, sex & work

experience of respondents thus enabling better representations of the heterogeneous

population. However, the sample design was that of convenience sampling or

haphazard sampling only. The time consideration & size of population were major

factors in determining choice of sample design.


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DATA ANALYSIS & INTERPRETION

Q1-Acc to you does internal source of requirement give benefits to the organization-

OPTION PERCENTAGE

Excellent 50

Good 15

Average 25

Poor 10

Interpretation:

50% employee say excellent internal source of requirement give benefits to the organization ,

15% employee said Good, 25% employee said Aveage and 10% said Poor.

.

50%

15%

25%

10%

Excellent Good Average Poor


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Q2- Does your organization prefer campus requirement-

OPTION PERCENTAGE

Yes 70

No 30

Interpretation:

70% employee said yes your organization prefer campus requirement and rest of employee said

no.

70%

30%

Yes No


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Q4- Do you think that requirement in your organization is?

OPTION PERCENTAGE

Excellent 50

Good 15

Best 25

Average 10

Interpretation:

50% employee said requirement in your organization is excellent, 15% employee said Good,

25% employee said Best and 10% said Average..

50%

15%

25%

10%

Excellent Good Best Average


58/73

Q5- What types of test do you fellow in you organization in selecting the candidate

OPTION PERCENTAGE

Witten Test 10

Technical Interview 20

Personal Interview 60

Aptitude Test 5

Any other 5

Interpretation:

10% employee said in your organization in selecting the candidate through Written Test, 20%

employee said through technical Interview, 60% said through Personal Interview, 5% said both

Aptitude Test and any other.

10%

20%

60%

5%5%

Witten Test Technical Interview Personal Interview Aptitude Test Any other


59/73

Q6- Who takes hiring decision in your organization?

OPTION PERCENTAGE

Unit head 10

HB Head 15

Both 25

Department Head 50

Interpretation:

50% employee said department head takes hiring decision in your organization, 25% said both,

15% said HB Head and 10% said Unit Head.

10%

15%

25%

50%

Unit head HB Head Both Department Head


60/73

Q7- What types of interview is candidate during the selection process

OPTION PERCENTAGE

Panel Interview 50

Structure Interview 30

Un structure Interview 20

Interpretation:

50% employee said Panel Interview is candidate during the selection process, 30% said Structure

Interview and 20% said Un Structure Interview.

50%

30%

20%

Panel Interview Structure Interview Un structure Interview


61/73

Q8- Does your organization prefer internal recruitment

OPTION PERCENTAGE

Yes 40

No 60

Interpretation:

40% employee said yes your organization prefer internal recruitment and rest of employee said

no.

6%

94%

Yes No


62/73


63/73

Q10- Are you satisfied with your organization requirement and selection process?

OPTION PERCENTAGE

Satisfied 50

Not satisfied 30

Can not say 20

Interpretation:

50% employee are satisfied with your organization requirement and selection process, 30% are

not satisfied and 20% cant say.

50%

30%

20%

Satisfied Not satisfied Can not say


64/73

FINDINGS

50% employee say excellent internal source of requirement give benefits to the

organization , 15% employee said Good, 25% employee said Average and 10% said

Poor.

70% employee said yes your organization prefer campus requirement and rest of

employee said no.

40% employee said yes your organization prefer external requirement and rest of

employee said no.

50% employee said requirement in your organization is excellent, 15% employee said

Good, 25% employee said Best and 10% said Average..

10% employee said in your organization in selecting the candidate through Written Test,

20% employee said through technical Interview, 60% said through Personal Interview,

5% said both Aptitude Test and any other.

50% employee said department head takes hiring decision in your organization, 25% said

both, 15% said HB Head and 10% said Unit Head.

50% employee said Panel Interview is candidate during the selection process, 30% said

Structure Interview and 20% said Un Structure Interview.

40% employee said yes your organization prefer internal recruitment and rest of

employee said no.

50% employee said above 15 days taken to inform to the selected candidates that they

have been selected, 25% said after 15 day, 15% said one week and 10% said Immediate.

50% employee are satisfied with your organization requirement and selection process,

30% are not satisfied and 20% cant say.


65/73


66/73

LIMITATIONS OF STUDY

Hotel management can include Hotel & Restaurant management, Cruise Ship Hotel

management, Hospital Administration and Catering, Hotel and Tourism Associations, Airline

Catering and Cabin Services, Club management, Forest Lodges, Guest Houses amongst others.

Expansion of global travel industry and aviation industry is expected to boost hotel industry in

next couple of years.

Step-by-Step

There are multiple job profiles in hotel management and depending upon the candidates'

education, work experience, the positions are offered. However, in order to work in top level or

middle-level management candidates must have a degree in travel management. Whereas some

hotels hire graduates straight from universities, some other hotels hire only trained hotel

management graduates. Candidates can do degree course in hotel management soon after 10+2

which are offered by various hotel management institutes.

The minimum selection criteria for an undergraduate course in hotel management is 10+2 with

50% marks. However, candidates who do not have 50% marks in +2 can do diploma or

certificate course in hotel management which are being offered by various institutes.

Additionally, some hotels provide training cum job placement and candidates who do not have

other options can opt for it. Indian hotel management institutes conduct entrance exams before

selecting the candidates for various courses.

Start Early

Students looking for a career in hotel management should have strong communication skills,

reasoning skills, numerical aptitude and pleasing personality. Therefore, if some candidate is

lacking in these skills, he must inculcate them in him and for that starting early definitely helps.

Many students start preparing for entrance exams conducted by IHMs soon after their 10th

board. Similarly, those who wish to go for higher studies in hotel management can do Masters in

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