Dr. G. VIGNESH 1 B.SANTHOSH KUMAR 2

Transcription

1 FACILITATING FACTOR AND CONSTRAINING FACTOR OF HUMAN RESOURCE MANAGEMENT IN SERVICE INDUSTRIES Dr. G. VIGNESH 1 B.SANTHOSH KUMAR 2 1 Head PG Department of International Business, NGM College Pollachi. 2 PG Department of International Business, NGM College Pollachi. ABSTRACT Recruitment is an integral part of human resource, and involves the process of identifying and attracting or encouraging potential applicants with needed skills to fill vacant positions in an organization, matching them with specific and suitable jobs, and assigning them to these jobs. The main objectives is to cross check the pros cons factors facilitating recruitment and career advancement. Sample of 100 respondents were taken into study, and their data were collected. Samples for the purpose of the study are selected systematically. The study makes use of statistical techniques such as Percentage analysis, Index Method and Chi- square test in analyzing the data for finding the result. This study suggested that the company shall also give the required autonomy to the recruiters in securing the candidates in order to encourage the recruiters to have interest and consider in their approach. Finding the right person to fit your organization s needs is not always an easy task. Shortages of skilled labour mean that competition for experienced employees is high and potential candidates have a greater choice in the different organizations they can work for choosing the right person and following a standardized recruitment and selection process not only benefits your organization, it also ensures that your new staff member has a smooth transition into their role, retains his/her early 'new-job' motivation, learns about the organization and its culture, and ensures his/her retention longer term. Planning for recruitment of new employees is therefore important. Keywords: Recruitment, organization, labours INTRODUCTION Successful recruitment begins with proper employment planning and forecasting. In this phase of the recruitment process, an organization formulates plans to fill or eliminate future job openings based on an analysis of the future needs, the talents available within and outside the organization, and the current and anticipated resources, that can be expended to attract and retain such talent. Recruitment may be conducted internally through the promotion and transfer of existing personnel or through referrals, by current staff members, or friends and family members. Where internal recruitment is the chosen method of filling vacancies, job openings can be advertised by job posting, that is, a strategy of placing notices on manual and electronic bulletin boards, in company news-letters and through office memoranda. Formal methods of external recruiting entail searching the labour market more widely for candidates with no previous connection to the organization. These methods have traditionally included newspaper /magazine/journal advertising, the use of employment agencies and executive search firms, and campus recruitment. More often, now, job/career fairs and e-recruiting are reaching the job seeker market editor@researchscripts.org

2 SCOPE OF THE STUDY When the effectiveness of the process increases, it leads to the increase in the profit level of the company. When the company gives appropriate candidates to the clients, the company s reputation will be better perceived among the clients. Through the better work of the recruiters, the quality of work in terms of providing the very appropriate candidate increases. Due to the high performance of the company, no: of referrals increases thereby providing increase in the association with reputed companies. This in turn will gain a good brand image for the company among the candidates. OBJECTIVES OF THE STUDY To picturise the profile of the respondents in service industries ( School, Colleagues, Hospitals and Hotels). To cross check the pros cons factors facilitating recruitment and career advancement. To offer suggestion in the process of recruitment and selection. RESEARCH METHODOLOGY The study depends on primary data. A pilot study is conducted with 30 respondents to validate the questionnaire and to confirm the feasibility of the study. Based on the pilot study, the questionnaire is modified suitably to elicit response from the sample group. To study the Convenient Sampling Method is adopted. The employees of service industries were taken as the sampling area to conduct the survey for the purpose of study. Hence 100 respondents became the final sample for the study. STATISTICAL TOOLS The following statistical tools are used in the study Percentage Analysis Index Method Chi square test PERIOD AND AREA OF THE STUDY The period of the study is for 3 months (from December 2015 to February 2016) from the respondents chosen for conducting the study in is Coimbatore District LIMITATIONS OF THE STUDY The present study is collected from the employees of service industries (School, Colleagues, Hospitals and Hotels) and hence it cannot be generalized to other industries. Hence, the drawbacks and limitations of the field level survey are very much applicable to the present research. The data and information collected from the employees are subject to bias. It is limited only to service industry located in Coimbatore District. REVIEW OF LITERATURE Kumar and Garg (2010) in their article on, Impact of Online Recruitment on Recruitment Performance viewed that, competitive organizations of the future have to attract and retain the best and outstanding employees to remain competitive in the market. The internet allows organizations to 69 editor@researchscripts.org

3 reach a large number of candidates, easily and efficiently. Local newspapers are the preferred advertising medium for non management positions and national newspapers are widely used to recruit managerial/professional candidates. Bee Bee Chua1 and June Verner (2010), Examining Requirements Change Rework Effort: A Study, Although software managers are generally good at new project estimation, their experience of scheduling rework tends to be poor. Inconsistent or incorrect effort estimation can increase the risk that the completion time for a project will be problematic. To continually alter software maintenance schedules during software maintenance is a daunting task. Our proposed framework, validated in a case study confirms that the variables resulting from requirements changes suffer from a number of problems, e.g., the coding used, end user involvement and user documentation. Our results clearly show a significant impact on rework effort as a result of unexpected errors that correlate with 1) weak characteristics and attributes as described in the program s source lines of code, especially in data declarations and data statements, 2) lack of communication between developers and users on a change effects, and 3) unavailability of user documentation. To keep rework effort under control, new criteria in change request forms are proposed. These criteria are shown in a proposed framework; the more case studies that are validated, the more reliable the result will be in determining the outcome of effort rework estimation. Written by Brigadier (2012), Recruitment and Selection Process and Its Current Challenges. The use of new methods of recruitment and selection has helped in managing quality of new hires in all HR perspectives and therefore it has received an increased attention of the employers who have become more cautious of the rise in their recruitment budgets. The hiring costs can be controlled by adopting a qualitative approach to hiring process and also having a special focus on competitiveness and performance of the employees in a given industry-specific environments. This paper presents a theoretical overview of qualitative assessment and analyzes that if the selection is resource-targeted and accounts for right SKAOs of the candidates matching their job requirements, such selections will contribute more positively in organizational productivity and these employees will also enjoy the confidence level of their employers. Gupta (2013), the study emphasized on Role of recruitment and selection policies in central cooperative Banks This study attempts recruitment forms a major part of an organization's overall resourcing strategies, which identify and secure people needed for the organization to survive and succeed in the short to medium-term. In this context, the research paper entitled Recruitment and Selection has been prepared to put a light on Recruitment and Selection process. The main objective is to identify general practices that organizations use to recruit and select employees and, to determine how the recruitment and selection practices affect employee efficiency in central cooperative banks. It is a conceptual study and mainly based on secondary data. Ntiamoah, Evans Brako and Abrokwah, Eugene (2014), An Investigation into Recruitment and Selection Practices and Organizational Performance, The core objective of this study is to evaluate the impact of recruitment & selection tool on performance of the Ghana Revenue Authority in the Greater Accra region. For that purpose, data were collected by structured questionnaire. 160 respondents were chosen from the district offices of the Ghana Revenue Authority in Greater Accra region of Ghana by convenience sampling technique. Data were analyzed by using software SPSS-20.0 version by adopting the statistical techniques, correlation and regression. Results of the study showed that there are high positive correlation between the constructs of performance-based rewards and productivity editor@researchscripts.org

4 Dr. Rimjhim Gupta and Tanuja Jain (2014), Role of Recruitment & Selection Policies in Central Co-Operative Banks. Human resources are a term used to describe the individuals who comprise the workforce of an organization. The use of the term 'human resources' by organizations to describe the workforce capacity available to devote to the achievement of its strategies has drawn upon concepts developed in Organizational Psychology. Recruitment forms a major part of an organization's overall resourcing strategies, which identify and secure people needed for the organization to survive and succeed in the short to medium-term. Better recruitment and selection strategies result in improved organizational outcomes. With reference to this context, the research paper entitled Recruitment and Selection has been prepared to put a light on Recruitment and Selection process. I) PERCENTAGE ANALYSIS ANALYSIS OF DATA Table: 1 Facilitating and Constraining factor Particulars Factors No. of Respondents (N=100) Factors considered Academic Qualifications Work Experience Interview Test Abilities tested Problems faced in Recruiting and Retaining people II) INDEX METHOD Performance in the interview Achievement in the past job On job involvement as a part of interview process Through reference High expectations of qualified people New recruits are foot-lose Competitors pirating experienced people by offering higher emoluments etc A) FACILITATING FACTORS INDEX (RECRUITMENT AND CAREER ADVANCEMENT) ly there are 15 statements considered with five point scale (ie strongly agree, Agree, Neutral, Disagree, Strongly Disagree) and weightage have been given with coding 5,4,3,2,1.In total, sample consumers score come around 100. This total score of each respondents is converted into average satisfaction index. The sample respondents are classified in to three groups as High, Moderate and Low. The respondents are classified by using mean and Standard deviation. The respondents whose level of average satisfaction index which is below 46 are treated as respondents are low level, the respondents whose level of factors that facilitates in recruitment and career advancement which ranges between 46 and 53 are treated as respondents are moderate level and respondents whose level of factors that facilitates in recruitment and career advancement ranges above 53 are brought under 71 editor@researchscripts.org

5 the group called respondents are high level. The Mean level of preference of the sample respondents is and their standard deviation is Table: 2 Facilitating factors Index (Recruitment and Career Advancement) Level of Satisfaction Hard work Attitude toward work Effective communication skills Problem solving skills Between 47 to Below 76 Personal sacrifice 53 Above 54 Personality Job knowledge Support and guidance from a mentor Educational qualifications Opportunities Luck Career goals Mobility Networking opportunities Family support Mean SD 6.53 Mean - SD Low Mean + SD High Between High & Low (Average) Moderate B) CONSTRAINING FACTOR INDEX (RECRUITMENT AND CAREER ADVANCEMENT) ly there are 14 statements considered with five point scale (ie strongly agree, Agree, Neutral, Disagree, Strongly Disagree) and weightage have been given with coding 5,4,3,2,1.In total, sample consumers score come around 100. This total score of each respondents is converted into average satisfaction index. The sample respondents are classified in to three groups as High, Moderate and Low. The respondents are classified by using mean and Standard deviation. The respondents whose level of average satisfaction index which is below 42 are treated as respondents are low level, the respondents whose level of factors that constraint in recruitment and career advancement which ranges between 43 and 60 are treated as respondents are moderate level and respondents whose level of factors that constraint in recruitment and career advancement ranges above 60 are brought under the group called respondents are high level. The Mean level of preference of the sample respondents is and their standard deviation is editor@researchscripts.org

6 Table: 3 Constraining factor Index (Recruitment and Career Advancement) Level of Satisfaction Difficulty in establishing credibility Conflicts with family responsibilities Job characteristics, e.g., irregular work hours Lack of equity in pay Between 43 to Below 72 Lack of equity in training 60 Above 61 Lack of equity in promotion decisions Old-boy network Sexual harassment Inadequate job knowledge Lack of mentoring/coaching Lack of role models Being married Being a single parent Lack of support systems at work Job characteristics, e.g., irregular work hours Mean SD Mean - SD Low Mean + SD High Between High & Low (Average) Moderate III) CHI-SQUARE TEST Table: 4 Age and Facilitating factors Index (Recruitment and Career Advancement) Calculated χ2 Value: Degree of freedom: 6 Table Value: Five per cent level: Ha = There exist a significant association between age of the respondents and Facilitating factors Age Facilitating factors Index (Recruitment and Career Advancement) Below 20 years years years Above 40 years Index (Recruitment and Career Advancement) editor@researchscripts.org

7 Table: 5 Gender and Facilitating factors Index (Recruitment and Career Advancement) Facilitating factors Index (Recruitment and Career Gender Advancement) Male Female Calculated χ2 Value: Degree of freedom: 2 Table Value: Five per cent level: H 0 = There exist no significant association between gender of the respondents and Facilitating factors Index (Recruitment and Career Advancement). Table: 6 Marital Status and Facilitating factors Index (Recruitment and Career Advancement) Marital Status Facilitating factors Index (Recruitment and Career Advancement) Married Unmarried Calculated χ2 Value: Degree of freedom: 2 Table Value: Five per cent level: Ha = There exist a significant association between marital status of the respondents and Facilitating factors Index (Recruitment and Career Advancement). Table: 7 Educational Qualification and Facilitating factors Index (Recruitment and Career Advancement) Facilitating factors Index (Recruitment and Educational Career Advancement) Qualification No formal Education Up to HSC Graduate Professional Others Calculated χ2 Value: Degree of freedom: 8 Table Value: Five per cent level: H 0 = There exist no significant association between educational qualification of the respondents and Facilitating factors Index (Recruitment and Career Advancement) editor@researchscripts.org

8 Table: 8 Family Income and Facilitating factors Index (Recruitment and Career Advancement) Family Income Facilitating factors Index (Recruitment and Career Advancement) Below Rs Rs Rs.10, Rs.10,001 - Rs.15, Above Rs.15, Calculated χ2 Value: Degree of freedom: 6 Table Value: Five per cent level: Ha = There exist a significant association between family income of the respondents and Facilitating factors Index (Recruitment and Career Advancement). Table: 9 Type of family and Facilitating factors Index (Recruitment and Career Advancement) Type of family Facilitating factors Index (Recruitment and Career Advancement) Joint Family Nuclear family Calculated χ2 Value: Degree of freedom: 2 Table Value: Five per cent level: H 0 = There exist no significant association between type of family of the respondents and Facilitating factors Index (Recruitment and Career Advancement). Table: 10 Age and Constraining factor Index (Recruitment and Career Advancement) Constraining factor Index (Recruitment and Career Age Advancement) Below 20 years years years Above 40 years Calculated χ2 Value: Degree of freedom: 6 Table Value: Five per cent level: Ha = There exist a significant association between age of the respondents and Constraining factor Index (Recruitment and Career Advancement) editor@researchscripts.org

9 Table: 11 Gender and Constraining factor Index (Recruitment and Career Advancement) Gender Constraining factor Index (Recruitment and Career Advancement) Male Female Calculated χ2 Value: Degree of freedom: 2 Table Value: Five per cent level: H 0 = There exist no significant association between gender of the respondents and Constraining factor Index (Recruitment and Career Advancement). Table: 12 Marital Status and Constraining factor Index (Recruitment and Career Advancement) Marital Status Constraining factor Index (Recruitment and Career Advancement) Married Unmarried Calculated χ2 Value: Degree of freedom: 2 Table Value: Five per cent level: Ha = There exist a significant association between marital status of the respondents and Constraining factor Index (Recruitment and Career Advancement). Table: 13 Educational Qualification and Constraining factor Index (Recruitment and Career Advancement) Constraining factor Index (Recruitment Educational Qualification and Career Advancement) No formal Education Up to HSC Graduate Professional Others Calculated χ2 Value: Degree of freedom: 8 Table Value: Five per cent level: H 0 = There exist no significant association between Educational Qualification of the respondents and Constraining factor Index (Recruitment and Career Advancement) editor@researchscripts.org

10 Table: 14 Family Income and Constraining factor Index (Recruitment and Career Advancement) Family Income Constraining factor Index (Recruitment and Career Advancement) Below Rs Rs Rs.10, Rs.10,001 - Rs.15, Above Rs.15, Calculated χ2 Value: Degree of freedom: 6 Table Value: Five per cent level: Ha = There exist a significant association between family income of the respondents and Constraining factor Index (Recruitment and Career Advancement). Table: 15 Type of family and Constraining factor Index (Recruitment and Career Advancement) Type of family Constraining factor Index (Recruitment and Career Advancement) Joint Family Nuclear family Calculated χ2 Value: Degree of freedom: 2 Table Value: Five per cent level: H 0 = There exist no significant association between type of family of the respondents and Constraining factor Index (Recruitment and Career Advancement). Table: 16 Facilitating factors Index (Recruitment and Career Advancement) Factors H 0 H a Age X Gender X Marital status X Educational qualification X Family income X Type of family X 77 editor@researchscripts.org

11 Table: 17 Constraining factor Index (Recruitment and Career Advancement) Factors H 0 H a Age X Gender X Marital status X Educational qualification X Family income X Type of family X FINDINGS Percentage Analysis The majority, 47% of the respondents say that work experience factors are mostly considered for recruitment and selection of employees. The majority, 35% of the respondents say that job involvement is as a part of interview process abilities to be tested in the selection process. The majority, 46% of the respondents have high expectation of qualified people problems in recruiting and retaining people. Chi Square Test There exist a significant association between age of the respondents and Facilitating factors Index (Recruitment and Career Advancement). There exist no significant association between gender of the respondents and Facilitating factors Index (Recruitment and Career Advancement). There exist a significant association between marital status of the respondents and Facilitating factors Index (Recruitment and Career Advancement). There exist no significant association between educational qualification of the respondents and Facilitating factors Index (Recruitment and Career Advancement). There exist a significant association between family income of the respondents and Facilitating factors Index (Recruitment and Career Advancement). There exist no significant association between type of family of the respondents and Facilitating factors Index (Recruitment and Career Advancement). There exist a significant association between age of the respondents and Constraining factor Index (Recruitment and Career Advancement). There exist no significant association between gender of the respondents and Constraining factor Index (Recruitment and Career Advancement). There exist a significant association between marital status of the respondents and Constraining factor Index (Recruitment and Career Advancement). There exist no significant association between educational qualification of the respondents and Constraining factor Index (Recruitment and Career Advancement). There exist a significant association between family income of the respondents and Constraining factor Index (Recruitment and Career Advancement) editor@researchscripts.org

12 There exist no significant association between type of family of the respondents and Constraining factor Index (Recruitment and Career Advancement). SUGGESTION The company shall focus on various brand building activities to get a reputation perceived by the clients and also among the prospective candidates. The company shall focus more on posting their job requirements with widely accessed job portals, since most of the freshers find these job portals as their source of information about various employments. The company shall establish rapport with the placement officers of various engineering and arts & science colleges to get the potential candidates directly from the educational institutions. The standard time for conducting interviews seems to be very short. Hence the company shall have extended timings for conducting the interviews. The company shall also focus more on getting larger client HR requirement contracts. The company shall develop lot more techniques & procedures to assess the appropriate candidates for the clients. CONCLUSION Finding the right person to fit your organization s needs is not always an easy task. Shortages of skilled labour mean that competition for experienced employees is high and potential candidates have a greater choice in the different organizations they can work for choosing the right person and following a standardized recruitment and selection process not only benefits your organization, it also ensures that your new staff member has a smooth transition into their role, retains his/her early 'newjob' motivation, learns about the organization and its culture, and ensures his/her retention longer term. Planning for recruitment of new employees is therefore important. Hence, if the effectiveness of recruitment & selection process is being maintained in the company many benefits such as High client referrals, High reputation & Brand image & High talent pool network can be gained. REFERENCE Books David A.Decenzo & Stephen P.Robbins., Human Resources Management, John Wiley & Sons Inc, Seventh Edition, Kothari C.R., Research Methodology, Wishwa Prakashan, New Delhi, 1985(Reprint 2003). Stephen P.Robbins., Organizational Behavior, Pearson Education Inc., Ninth Edition. Articles Bee Bee Chua1 and June Verner (2010), Examining Requirements Change Rework Effort, IOSR Journal of Humanities and Social Science (IOSR-JHSS) Volume 19, Issue 3, Ver. V, PP Brigadier (2012), Recruitment and Selection Process and Its Current Challenges. International Journal of Application or Innovation in Engineering & Management (IJAIEM), Volume 3, Issue 2, pp editor@researchscripts.org

13 Dr. Rimjhim Gupta and Tanuja Jain (2014), Role of Recruitment & Selection Policies in Central Co-Operative Banks. Journal of the Indian Academy of Applied Psychology January, Vol.36, No.1, Gupta (2013), Role of recruitment and selection policies in central co-operative Banks, International Journal of Engineering and Management Research, Volume-4, Issue-1, pp Kumar and Garg (2010), Impact of Online Recruitment on Recruitment Performance, Journal of Business Management & Social Sciences Research (JBM&SSR) ISSN No: Volume 2, No.2.pp Ntiamoah, Evans Brako and Abrokwah, Eugene (2014), An Investigation into Recruitment and Selection Practices and Organizational Performance, International Journal of Multidisciplinary Management StudiesVol.1 Issue 3, pp