A STUDY ON RECUIREMENT AND SELECTION PROCESS IN GRAY GRAIN

POLYMER RUBBER INDUSTRY AT MADURAI

CHAPTER-I

INTRODUCTION

1. INTRODUCTION ABOUT THE STUDY

RECRUITMENT

Recruitment forms the first in the process, which continues with selection and ceases with
the placement of the candidate. It is the next step in the procurement function, the first being the
manpower planning, Recruitment makes it possible to acquit the number and types of people
necessary to ensure the continued operation of the organization.” Recruitment is the discovering
of potential applicants for actual or anticipated organizational vacancies”.

Recruitment has been regarded as the most important function of personnel

administration, because unless the right type of people is hired, even the best plans, organization
charts and control systems would not do much good.

Definition:

“Recruitment is a process to discover the sources of manpower to meet the requirement

of the staffing schedule and to employ effective measures for attracting that manpower in
adequate number to facilitate effective selection of an efficient working force”.

- Dale Yoder

“Recruitment is the process of searching the candidates for employment and stimulating
them to apply for job in the organizations recruitment is the activity that links the employers and
the job seekers”.

- Edwin B. Flippo
PURPOSES AND IMPORTANCE:

 Determine the present and future requirements

 Increase the pool of job candidates at minimum cost

 Reduce the probability of employee turn over

 Increase the success rate of the selection process

 Increase organizational and individual’s effectiveness

EFFECTS:

Positive Recruitment Process

 Attract highly qualified and competent people

 Ensure that the selected candidates stay longer with the company

 Make sure that there is match between cost and benefit

 Help the firm create more culturally diverse work-force

Negative Recruitment Process

 Failure to generate qualified applicants

 There is no match between cost and benefit

 Extra cost on training and supervision

 Increases the entry level pay scales

 EXTERNAL FACTORS INTERNAL FACTORS

 Supply and demand  Recruitment Policy

 Unemployment rate  HRP

RECRUITMENT
 Labor market  Cost

 Sons of soil  Size of the firm

 Image  Growth and

expansion

1.1.2 RECRUITMENT PROCESS:

• Planning

• Strategy development

• Searching

• Screening

• Evaluation and control

OBJECTIVES OF RECRUITMENT:

 To attract people with multi-dimensional skills and experiences those suit the
present and future organizational strategies so as to obtain a pool of suitable
candidates for vacant posts.

 To induct outsiders with a new perspective to lead the company

 To infuse fresh blood at all levels of the organization.

 To develop organizational culture that attracts competent people to the company.

 To use a fair process.

 To ensure that all recruitment activities contribute to company goals.

 To search for talent globally and not just within the company.

 To conduct recruitment activities in an efficient and cost effective manner.

EMPLOYEE RECRUITMENT:

In the working place is essential to a company’s long term success. By hiring correctly, an
organization adds the talent it needs and can enjoy the benefits in increased productivity and
morale. However this process is not simple and if the careful process of selection is not followed:
you can be mired with poorly skilled, unmotivated and un-loyal labour force which can impact
future profits as well as other employee behaviour.

Recruitment, Quite often this word stands alone when some gaming companies develop a human
resources management strategy. An organization cannot develop a recruitment strategy without
simultaneously for mulcting an employee retention plan. Simply stated, it is one thing to attract
workers, but quite another to retain them.

FACTORS EFFECTING RECRUITMENT:

All organizations whether small or large, do engage in recruiting activity, though not to the same
extent. This differs with

 The size of the organization.

 The employment conditions in the community where the organization is located.

 Working conditions, salary and benefit packages offered by the organization.

 The rate of growth of the organization.

 Future expansion program of the organization. And

 Cultural and legal issues.

 Organization’s ability to find and retain good performing people.

1.1.3 FACTORS AND SOURCES

INTERNAL FACTORS:

• Employees from within the organization are hired to fill a job vacancy.
• It is normally used for higher level jobs.

The internal factors are:

1. Company’s pay packages

2. Quality of work life

3. Organization culture

4. Career planning and growth

5. Company’s size

6. Company’s products/services

7. Geographical spread of the company’s operations

8. Company’s growth rate

9. Role of trade unions

10. Cost of recruitment

11. Company’s name and fame.

EXTERNAL FACTORES:

The external factors are:-

1. Socio-economic factors

2. Supply and demand factors

3. Employment rate
 4. Labour market conditions.

5. Political, legal and governmental factors like reservations for SC/ST/BC and sons of soil.

6. Information systems like employment exchanges /Tele-recruitment like internet.

ADVANTAGES:

• Benefits of new skills, new talents and new experiences to organization

• Compliance with reservation policy is easy

• Scope for resentment, jealousies and heartburn are avoided

DISADVANTAGES:

• Better morale and motivation associated with internal recruiting is denied to the
organization

• It is costly

• Chances of creeping in false positive and fake negative errors

• Adjustment of new employees to the organizational culture takes longer time.

EVALUATION & CONTROL:

• Salaries for Recruiters

• Management & professional time spent on preparing job description, job

specification advertisements, liaison etc.,

• Cost of advertisement

• Cost of producing supporting literature

• Recruitment overheads & administrative expenses

• Cost of overtime & outsourcing

PHILOSOPHIES OF RECRUITING:

• Traditional philosophy – to get as many people to apply for a job as possible

• Waiting in queues

• Job dissatisfaction & employee turnover

• Emphasis is on matching the needs of the organization to the needs of the

applicants

• Minimize employee turnover & enhance satisfaction

REALISTIC JOB PREVIEWS:

• Provides complete job related information to the applicants so that they can make
right decision before taking up jobs

• Lower rate of employee turnover

• High level of job satisfaction & performance

• Beneficial for organizations hiring at the entry level

JOB COMPATIBILITY QUESTIONNAIRE:

• To determine applicants preference for work match the characteristics of the job

• Greater the compatibility of applicants preferences & characteristics of the job

greater the probability of employee effectiveness & longer the tenure

• 400 item instrument

• Measures job factor related to performance, satisfaction turnover and absenteeism

SOURCES OF RECRUITMENT:

The various sources of external recruitment are:

1. Advertising

2. Employment agencies

3. Employee referrals

4. Schools, colleges and professional institutions

5. Labour unions

6. Casual applicants

7. Professional organizations or recruiting firms or executive recruiters

8. Indoctrination seminars for college professors

9. Unconsolidated applications

10. Nepotism

11. Leasing

12. Voluntary organizations

13. Computer data banks

1.1.4. RECRUITMENT POLICIES

A recruitment policy is concerned with quantity and qualifications of manpower. A well

considered and pre-planned recruitment policy, based in corporate goals, study of environment
and the corporate needs may avoid hasty of ill-considered decisions and may go a long way to
man the organization with the tight type of personnel.

The most commonly adopted practice in an organization is to centralize the recruitment and
selection function.
A “recruitment policy” in its broadest sense involves a commitment by the employer to such
general principles as:-

1. To find and employ the best qualified persons for each job.

2. To retain the best and most promising to those hired.

3. To offer promising opportunities for the life-time working careers.

4. To provide programs and facilitates for personal growth on the job.

The following factors should be taken into considerations in formulating recruitment policy.
They are

1. Government policies

2. Personnel policies of other competing organization

3. Organization personnel policies

4. Recruitment sources

5. Recruitment need

6. Recruitment costs

7. Selection criteria and preferences etc.

1.1.5 METHODS OF RECRUITMENT

Recruitment can be broadly categorized under three heads. Namely, Direct method, indirect
method and Third method.

DIRECT METHOD:-

One of the widely used direct methods is that of sending of recruiters to colleges and technical
schools. Most college recruiting is done in co-operation with the placement office of a college.
The placement office usually provides help in attraction students, arranging interviews,
furnishing space, and providing student resumes. For managerial professional, and sales
professional, campus recruiting is an extensive operation. Persons reading for MBA or other
technical diplomas are picked up in this manner. Many companies have found employees contact
with the public a very effective method. Other direct methods include sending recruiters to
conventions and seminars, setting up exhibits at fairs, and using mobile offices to go to the
desired centres.

INDIRECT METHOD:-

Indirect method usually involves advertising in news papers, on the radio, in trade and
professional journals, technical magazines and broachers. Advertising in newspapers and
magazines, is the most frequently used methods, when qualified or experienced personnel are not
available from other sources. Senior posts are largely filled by such methods when they cannot
be filled by promotion from within.

Advertising is very useful for recruiting blue-collars and hourly workers as well as scientific,
professional, and technical employees. Local newspapers can be a good source of blue-collar
workers, clerical employees, and lower level administrative employees.

THIRD PARTY METHOD:-

These include the use of commercial of private employment agencies, placement offices of
schools colleges and professional associations, recruiting firms, management consulting firms,
indoctrination seminars for college for college professors and friends and relatives.

PRIVATE EMPLOYMENT AGENCIES:-

They are the brokers who bring employers and employees together. The specialization of these
agencies enhances their capacities to interpret the needs of their client, to seek out particular
types of persons, and to develop proficiency in recognizing the talent of specialized personnel.

STATE PUBLIC EMPLOYMENT AGENCIES:-

Also known as labour exchanges, they are the main agencies of public employment. They
provide a clearing housing for jobs and job information. These agencies provide a wide range of
services counselling, assistance in getting jobs information about labour market, labour and wage
rates.

PROFESSIONAL ORGANIZATION OR RECRUITMENT FIRMS:-

They maintain complete information records about employed executives. These firms are looked
up on as ‘head hunters’, ‘raiders’ and pirates by organizations which loose personnel through
their efforts. However, these same organizations may employ “executive search firms” to help
them find executive talent. These consulting firms recommend persons of high calibre for
managerial, marketing and production engineer’s posts.

TRADE UNIONS:-

Also provide manual and skilled workers in sufficient numbers.

MODERN SOURCES AND TECHNIQUES OF RECURITMENT

A number of modern recruitment sources and techniques are being used by the corporate in
addition to traditional sources and techniques. These sources and techniques include walk-in and
consult–in, head-hunting, body-shopping, business alliances, and tele-recruitment.

 Walk-In

 Consult-In

 Head-Hunting

 Body-Shopping

 Business Alliances

1. TELE-RECRUITMENT:

The technological revolution in telecommunication helped the organization to use internet as a

source of recruitment. Organization advertises the job vacancies through the World Wide Web
(WWW) internet. The job seekers send their applications through email or internet.
Alternatively, job seekers place their CV’S in the world wide web/internet, which can be drawn
by the perspective employers depending upon their requirements.

ALTERNATIVES TO RECRUITMENT:

OVERTIME

• When demand for product peaks

• Additional income for employee

• It results in Fatigue, increased accidents & more absenteeism

• Need to pay double wages

EMPLOYEE LEASING

• Often called Staff outsourcing

• Useful to small & medium sized firms

TEMPORARY EMPLOYMENT

• Low labour costs

• Easy access to experienced labour

• Flexibility in future

DISADVANTAGE-

Do not know the work culture of the firm

REFERENCE CHECK:

• The reference of the person should be checked before making a final decision.

• Check through a personal visit or a phone call directly to the applicant’s immediate former
supervision, if possible.

• Verify that the information given to you is correct.

• Consider, with judgment, any negative comments you hear and what is not said.

• Checking references can bring to light significant information which may save you money and
future inconvenience.

Recruitment Strategies:

Findings Overview

Organizations were asked what strategies they use to recruit both managerial/professional and
non management candidates. For recruiting managerial/professional candidates, the Internet is
the most popular advertising medium, used by 76 percent of the organizations surveyed.
Organizations regularly utilize internal resources (e.g., internal job postings and employee
referrals) when recruiting both internal and external candidates. Different kinds of agencies are
used to recruit for positions at different levels. — Temporary and government agencies are used
mainly to recruit non-management candidates. — Employment agencies, colleges, and
professional organizations are used more often to recruit managerial/professional candidates.

Organizational Offerings

 The quality of an organization’s offerings affects its ability to attract job candidates.

 Organizations believe they offer candidates a strong company reputation (69 percent) and
high-quality benefits packages (65 percent) and learning opportunities (55 percent).

 Many organizations do not offer stock options (37 percent) or child care options (36
percent).

BEST PRACTICES

Organizations with the most effective recruiting strategies were 15 to 19 percent more likely to
offer candidates high-quality options such as:

• Potential for advancement.

• Company reputation.

• Stocks.
• Benefits package.

• Corporate culture.

• Salary scale.

Organizations offering candidates and employees a positive culture (e.g., innovative, diverse,
potential to advance) and learning environment have more satisfied employees and more
successful at retaining them.

Barriers to Effective Recruitment and Selection:

Findings Overview the surveyed organizations report that the top barriers to effective recruitment
of candidates are:

• Shortage of qualified applicants (62 percent).

• Competition for the same applicants (62 percent).

• Difficulty in finding and identifying applicants (48 percent).

1.2 SELECTION

“Selection is the process of examining the applicants with regard to their suitability for
the given job or jobs, and choosing the best candidate and rejecting the others.”

Good recruitment practices are only one key to generating a pool of top job candidates.
Equally important is having a strong basis from which to recruit. If an organization’s policies and
practices are unattractive to candidates, the organization’s ability to generate good candidates
will be limited regardless of the specific recruitment practices they employee.

But what policies and practice do “good” applicants find attractive? Unfortunately, there
is no easy answer to this question because not all “good” applicants are alike, and research shows
that organization’s policies and the individual’s characteristics. Financial considerations, supply
and demand, and other variables impact the recruitment process.

Looking for a qualified person for the IT department is likely to require a broader and
possibly more expensive search. Recruitment indicate that there is an increase in the use of the
internet and interactive employment websites, such as searching web databases, placing online
ads at various career sites, purchasing candidate information from resume services, sending
recruitment materials, to targeted individuals, and placing ads in newspapers can all yield
positive results.

Selection is the process in which candidates for employment are divided in two classes-
those application of these tools. Qualified applicants go on to the next hurdle, while the
unqualified are eliminated”. Thus, an effective selection Programme is a non-random process
because those selected have been chosen on the bases of the assumption that they are more likely
to be “better” employees than those who have been rejected.

SELECTION PROCESS:

The organizations can make use of more than one source for carrying out the recruitment
procedure. Once the recruiting sources are identified, suitable candidates are called for the
selection process.
SIGNIFICANCE OF SELECTION PROCESS:

Definition: It is the process of differentiation between applicants in order to identify (and

hire) those with a greater likelihood of success in a job. Selection of personnel to man the
organization is a crucial, complex and continuing function. The ability of an organization to
attain its goals effectively and to develop in a dynamic environment largely depends upon the
effectiveness of its selection program. If right personnel is selected the remaining functions of
personnel management becomes easier, the employee contribution and commitment will be at an
optimum level and employee- employer relations will be congenial. In an opposite situation
where the right person is not selected, the remaining functions of personnel management,
employee employer relations will not be effective. If the right person is selected, he becomes a
valuable asset to the organization. In case of faulty selection, the employee will become a
liability to the organization. Who are to be offered employment and those who are not? The
process might be called rejection, since more candidates may be turned away than hired. For this
reason, selection is frequently described as a negative process, in contrast with the positive
program of recruitment.

According to Yoder:-“the hiring process is of one or many ‘go, no-go’ gauges.

Candidates are screened by the
SELECTION PROCESS CHART
SCREENING:

Retention Survey found that nationally small agencies took an average of 6.84 weeks to conduct
the screening processes, while large agencies took an average of 11.51 weeks (U.S. Department
of Justice, Office of Justice Programs, Hiring and Keeping Police Officers)

GOAL: reduce this time so that valuable candidates are still available

PRINCIPLES OF THE SCREENING:

A fair set of screening criteria

The criteria must be in line with the job content and appointment as well as advertised
requirements

Applicants should be clear on the criteria that apply

The criteria should apply to all applicants in a consistent manner

Any waivers should be fully motivated and approved

Declarations should be made of whether any candidate is related to or friends of an official in

the component where the vacancy exists

The various activities of the screening process should be documented and put on record

INITIAL REVIEWING AND TESTING:

 Education and Experience Evaluation

 Letters of Recommendation

 Elf-Assessment

 Aptitude and General Trait Test

 Performance Test for Specific Jobs

1.2.1 STEPS INVOLVED IN SELECTION PROCESS:

A scientific selection procedure completes in 10 basic steps which are as follows:

1. Application Form.

2. Written Examination.

3. Preliminary Interview.

4. Group Discussion.

5. Tests.

6. Final Interview.

7. Medical Examination.

8. Reference Checks.

9. Line Manager’s Decision, and

10. Employment

TESTING IN SELECTION:

Testing represents an additional tool in the kit of the employment office. It supplements
direct personal contracts in interviews of various types with a wide range of tests. All operate on
the general theory that human behaviour can best be forecast by sampling it. The test creates a
situation in which the applicant reacts; reactions are regarded as useful samples of his behaviour
in the work he is applying.

Formal testing programs have becomes increasingly common in modern selection. A

major reason is their convenience. Another is their relatively low cost. Perhaps unfortunately,
test results appeal to many managers because they provide quantitative measures of something.
They ate, for this reason, more easily compared. They seem to bring the personalities of
applicants down to a common denominator. Another reason for the growing use of tests is the
fact that they have been and are the subject of extensive research.

Recruitment:

Recruitment is the process by which organizations locate and attract individuals to fill job
vacancies. Most organizations have a continuing need to recruit new employees to replace those
who leave or are promoted in order to acquire new skills and promote organizational growth.
Recruitment is defined as, “a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient
workforce.”Recruitment is a ‘linking function’, joining together those with jobs to fill and those
seeking jobs. It is a ‘joining process’ in that it tries to bring together job seeker sand employer
with a view to encourage the former to apply for a job with the latter. In order to attract people
for the jobs, the organization must communicate the position in such a way that job seekers
respond. To be cost-effective, the recruitment process should attract qualified applicants and
provide enough information for unqualified persons to self-select themselves out. Thus, the
recruitment process begins when new recruits are sought and ends when their applications are
submitted. The result is a pool of applicants from which new employees are selected.

Selection

It refers to the task of choosing or picking the suitable candidates by first asking for and
gaining access to useful information about the candidate. Through the process of recruitment the
company tries to locate prospective employees and encourages them to apply for vacancies at
various levels. Recruiting, thus, provides a pool of applicants for selection.

Selection is the process of picking individuals who have relevant qualifications to fill jobs in an
organization. The basic purpose is to choose the individual who can most successfully perform
the job from the pool of qualified candidates. The purpose of selection is to pick up the most
suitable candidate who would meet the requirements of the job in an organization best, to find
out which job applicant will be successful, if hired. To meet this goal, the company obtains and
assesses information about the applicants in terms of age, qualifications, skills, experience, etc.
the needs of the job are matched with the profile of candidates. The most suitable person is then
picked up after eliminating the unsuitable applicants through successive stages of selection
process. Howell an employee is matched to a job is very important because it is directly affects
the amount and quality of employee’s work. Any mismatched in this regard can cost an
organization a great deal of money, time and trouble, especially, in terms of training and
operating costs. In course of time, the employee may find the job distasteful and leave in
frustration. He may even circulate ‘hot news’ and juicy bits of negative information about the
company, causing incalculable harm to the company in the long run

NEED FOR RECRUITMENT AND SELECTION:

The need for recruitment may be due to the following reasons / situation:

 Vacancies due to promotions, transfer, retirement, termination, permanent disability,

death and labor turnover.
 Creation of new vacancies due to the growth, expansion and diversification of business
activities of an enterprise. In addition, new vacancies are possible due to job
specification.
OBJECTIVE OF THE STUDY:

 To understand the current Recruitment Policies being followed at “GRAY GRAIN

POLYMER RUBBER INDUSTRY AT MADURAI conducted this study and to know
how effectively it is being implemented in the organization.

 To study the present Recruitment Policies GRAY GRAIN POLYMER RUBBER

INDUSTRY AT MADURAI

 To study the different methods of recruitment & selection depending on the requirements
of the organization.
 To find the relationship whether jobs offered based on qualification to the employees in
the organization.
 To study the level of job satisfaction in the organization.
 To study the changes of recruitment policy in recent times in the organization.
 To know how the company fulfills its manpower requirements.

SCOPE OF THE STUDY

Human Resources Management is concerned with human beings, who are the energetic
elements of management. The success of any organization or an enterprise will depend upon the
ability, strength and motivation of person’s working in it.
The Human Resources Management refers to the systematic approach to the problems in
any organization. It is concerned with recruitment, training and Development of personnel.
Human resource is the most important asset of an organization. It ensures sufficient supply,
proper quantity and as well as effective utilization of human resources.
In order to meet human resources needs, and organization will have to plan in advance about the
requirement and the sources, etc. The organization may also have to undertake recruiting
selecting and training processes.
 Human Resources Management includes the inventory of present manpower in the
organization. In cases sufficient number of persons is not available in the organization then
external sources are also identified for employing them. Human Resources Management lays
emphasis on better working condition and also ensures the employment of proper work force.

LIMITATION OF THE STUDY:

 Collecting data properly from employees become difficulty due to the time constraint.
 Busy schedule of the employees also effected to some extent.
 There is a chance for bias in the information given by the respondents.
 The study was based on sample hence results were not fully absolute.

CHAPTER-II

REVIEW OF LITERATURE

Burack (1985) recruitment sources are closely linked to the organizational activities as
performance of employees, employee turnover, employee satisfaction, employee wishes and the
commitment of the organization (Burack, 1980).

These recruitment and selection process should be done at each and every sector for
fulfilling their organizational goals (Nartey, 2012). Recruitment and selection practises
were important in the police department as said by Michael D. White and Glipsy Escobar
(2008) in the world and this paper shows the importance of seven issues relating to
recruitment, selection and training practises in the organizations (M.N.Malhotra, 2014)
(Terpstra.D, 1996).

Mohammed Nurul Absar (2012) says the importance of recruitment and selection
in his paper by considering both public and private manufacturing firms in Bangladesh
(M.M.Absar, 2012).

Some of the research professionals and scholars say that there is a close linkage between
the recruitment selection employee satisfaction organization performance and HR practises
(Gorter, 1996). In his paper Recruitment and Selection of public workers: An international
compendium of modern trends and practises say that the importance of using technology in the
recruitment and selection process for updating the organizational resources (Hays, 2004).

Ongori Henry and Temtime Z (2009) say that in their paper the recruitment and
selection practises of the small and medium enterprises and make them to improve their HR
practises (R.D.Omolo, 2012). French says that the importance of certain selection and
recruitment activities in the organizations (G.R.French, 2012).

Decker & Cornelius say that compared to the traditional recruiting sources the modern
sources like referrals, casual applicants and direct approaches will benefit at large (L.Barclay,
1985) (Cappelli, 2001).

Selection procedure also should be in application to the modern techniques

(M.Smith, 2001). The literature says that employers are doing the traditional method of
recruiting rather than the modern technologies (Schmidt, 1998). Chris Piotrowski and Terry
Armstrong say that in their article that around all the organizations are using traditional
recruitment sources and 30% of organizations are screening candidates honestly (Armstrong,
2006).

According to SHRM (Society for Human Resource Management) says that 15%
joined in the organizations are placing false resume (Gusdorf, 2008). Some of the employers
select the candidates with discrimination was not supposed to be done in the
organizations (Fomunjong, 2009).
COMPANY PROFILE:

Company Profile of Gray Grain polymer Rubber Industry - Founder of R.

Elayaperumal and CEO - E. Flora Gray Grain polymer Rubber Industry. The company
Establishment in 2001. This is an unique and specialized factory to fight against nation threat
about enormous heterogeneous waste of tyres. Billions of used tyres now reside in landfills and
illegal dumps causing pollution from release of toxic chemical which is hazardous to human
beings. Gray Grain polymer Rubber Industry is recycling used tyres, which have become a huge,
accumulated waste and we help the Government and the environment by converting this
enormous waste into reusable material. Our raw material and out put is only tyres and we shred
these used whole tyres into tire granulate and crumb rubber (Powder).The company working
employees in 382.

Our company is now ready to become a major force for friendly environment in the
global rubber industry. We are the authorized contractor of RAK Municipality for their dump
yard of tyres. Hopefully, our company will be accredited as GREEN INDUSTRY BY UAE
Government as our goal is to reduce the pollution of the environment. ERF is equipped with the
State of art machinery to shred and produce rubber crumb of 7000 MT per annum.

Welcome to Gray Grain polymer Rubber, a market leader in manufacturing world-class rubber
products and moulded rubber components. For more than four decades, we have served a large
number of reputed clients from automotive, engineering, chemical, healthcare and other
industrial segments and gained in valuable experience. We remain dedicated to our long-standing
mission of delivering high-quality products on time and at a competitive price.

The company makes use of leading-edge technology to manufacture a wide range of

products such as O-rings, hydraulic & pneumatic seals, gaskets, grommets, bushes, bellows, flat
washers, s olid tyres, b oots, d iaphragms, aprons, cots etc. in Nitrile, Polyurethane, Viton,
Silicon, Neoprene, EPDM and other polymers as required by our clients. We also manufacture
rubber products and components as per client specifications.
 Gray Grain polymer Rubber Industries became functional under the able leadership of
Mr. K.L. Jain. Production started in a small, rented place with a workforce of only five people. A
period of rapid growth followed and within a short span, the company expanded manifold in all
aspects. At present, a team of more than 30 highly-skilled professionals work dedicatedly to meet
the stringent norms set by the company in accordance with the requirements of our valued
clients.

The high-precision, international-quality rubber products and efficacious services of Gray

Grain polymer Rubber have helped us build an impressive client base across the country. We
have carved a niche in the global market as well, working in tandem with reputed export houses
and catering to the quality-conscious markets of Europe and the USA. The company is also
exploring new markets worldwide in order to expand its business prospects further.

Vision And Mission:

Vision

• To work as a team and provide a encouraging working environment.

• To provide high quality products that combine performance with value pricing, while
establishing a successful relationship with our customers and our suppliers.

Mission

• To stay ahead of the competition by continuous improvement in our services.

• Super Springs values its employees, suppliers and its customers and is committed to
cultivate an environment of mutual trust and respect and to provide necessary resources
to achieve its goals
GRAY GRAIN POLYMER RUBBER LIMITED PROFILE:

Corporate Identification Number : U17111TZ2001PTC013446

Company Name: Gray Grain polymer Rubber
Company Status: Active
ROC: ROC- madurai
Registration Number: 13446
Company Category: Company limited by Shares
Company Sub Category: Non-govt company

Class of Company: Private

Date of Incorporation: 01 September 2005
Age of Company: 13 years, 8 month
Activity: Rubber manufacturing
Company Founder R. Elayaperumal
Managing Director E.Flora
Total Employees 750
HR Manager D.Elayaraj

INDUSTRY PROFILE

INTRODUCTION TO THE INDUSTRY:

Rubber industry is more than 100 years old. Industrial rubber industry is dominated by one major
product tires. Tires are used in large numbers on bicycles, trucks, aircrafts, and automobiles.
Automobile tires, inflatable rafts, conveyor belts, rain coats and waterproof cloth tents are
produced by impregnating fabrics with rubber, using calendaring process. Molding is another
important process in the tire production. Tires are the principal product of industrial rubber
industry. It accounts for approximately three-fourth of total rubber tonnage.
Production of rubber goods comprises of two stages- first stage is the production of
rubber, either by the natural rubber (which is an agricultural crop) or from the petroleum
products. Second stage is processing of the rubber so produced into the finished goods form.
 Processing of rubber into the finished goods like tires and other products is usually designated
as rubber industry. Synthetic rubbers are produced from petrochemicals by polymerization
method.
Rapidly growing automotive sector in developing economies and increased demand for
high-performance tires, sealing products, and tire adhesive are expected to contribute to the
growth of the global industrial rubber market. As on date, Asia Pacific is the largest producer
and consumer of industrial rubber, with its tire sector exhibiting promising growth rate.
Manufacturers have shifted their production facilities to emerging economies, due to the low
labor and operating costs.
In the industrial rubber industry, construction market is estimated to post the strongest
gain during the forecast period. Other construction-related products like rubber roofing are
projected to register the healthy growth. Mechanical goods is expected to account for the largest
share of total demand. Suppliers of hose and belts will gain benefits from increased consumer
demand of the durable goods, particularly machinery and equipment.
Industrial Rubber Market: Drivers & Restraints
Growing automotive industry, rising construction output and manufacturing activities are
some of the key factors driving the growth of the industrial rubber market.
Volatility of the oil prices, environmental concerns and associated government regulations,
limited number of suppliers and increasing threat from the substitutes are probable factors
negatively impacting the growth of the industrial rubber market.
Industrial Rubber Market: Segmentation
The global industrial rubber market is broadly classified on the basis of product type,
market and geographies.
Based on product type, the global industrial rubber market is segmented into:
 Gaskets
 Hoses
 Conveyor belts
 Sealing products
 Footwear
Based on market, the global industrial rubber market is segmented into:
 Construction
 Manufacturing
 Aerospace
 Automotive
Industrial Rubber Market: Overview
With rising automotive sales, growing population, increasing disposable income and rising
urbanization the need for industrial rubber products are increasing. The global industrial rubber
market is expected to expand at a promising CAGR during the forecast period (2015-2025).
Industrial Rubber Market: Region-wise Outlook
The global industrial rubber market is expected to register a double-digit CAGR for the
forecast period. Depending on geographic regions, global industrial rubber market is segmented
into seven key regions: North America, South America, Eastern Europe, Western Europe, Asia
Pacific, Japan, and Middle East & Africa. As of 2015, North America dominated the global
industrial rubber market in terms of market revenue followed by Europe. Asia Pacific & Japan
are projected to expand at a substantial growth and will contribute to the global industrial rubber
market value exhibiting a robust CAGR during the forecast period 2015.
Industrial Rubber Market: Key Players
Some of the key market participants in global industrial rubber market are Goodyear Tire
and Rubber Company, Greenville Industrial Rubber & Gasket Co, Industrial Rubber & Gasket
Inc, Continental AG, Bridgestone Corp, Yokohama Rubber Company Ltd, Toyo Tire and Rubber
Co. Ltd.
The research report presents a comprehensive assessment of the market and contains thoughtful
insights, facts, historical data, and statistically supported and industry-validated market data. It
also contains projections using a suitable set of assumptions and methodologies. The research
report provides analysis and information according to categories such as market segments,
geographies, types and applications.
The report covers exhaustive analysis on:
 Market Segments
 Market Dynamics
 Market Size
 Supply & Demand
 Current Trends/Issues/Challenges
 Competition & Companies involved
 Technology
 Value Chain
Regional analysis includes
 North America (U.S., Canada)
 Latin America (Mexico. Brazil)
 Western Europe (Germany, Italy, France, U.K, Spain, Nordic countries, Belgium,
Netherlands, Luxembourg)
 Eastern Europe (Poland, Russia)
 Asia Pacific (China, India, ASEAN, Australia & New Zealand)
 Japan
 Middle East and Africa (GCC, S. Africa, N. Africa)
The report is a compilation of first-hand information, qualitative and quantitative assessment by
industry analysts, inputs from industry experts and industry participants across the value chain.
The report provides in-depth analysis of parent market trends, macro-economic indicators and
governing factors along with market attractiveness as per segments. The report also maps the
qualitative impact of various market factors on market segments and geographies.
Report Highlights:
 Detailed overview of parent market
 Changing market dynamics in the industry
 In-depth market segmentation
 Historical, current and projected market size in terms of volume and value
 Recent industry trends and developments
 Competitive landscape
 Strategies of key players and products offered
 Potential and niche segments, geographical regions exhibiting promising growth
 A neutral perspective on market performance
 Must-have information for market players to sustain and enhance their market footprint.

In 1970, Gray Grain Polymer Rubber Industry had tendered to buy competitor Atkinson.
Ultimately the bid failed and Seddon were the successful buyers, the new company being called
Seddon Atkinson. Many of the old Atkinson workforce did not like change and some moved
across to Grain Polymer Rubber Industry . One such key engineer was Jack Cooke who's
influence led to the development of another entirely new ground breaking cab. The steel framed,
fibreglass panelled SP (Steel / Plastics) as fitted on the B Series models.

CHAPTER III

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

RESEARCH DESIGN

Research design has been done by carrying out surveys and fling up of questionnaires by
the buyers and dealers. This was mainly an explanatory son of a research so that the idea behind
the project can be carried out. The research was carried on by judgmental sampling and snow
ball sampling as well as the population to be studied is difficult to if some members are thought
to be better (more knowledgeable. more willing. etc.) than others to interview. Relyingon the
judgment of some knowledgeable experts may be far more productive in identifying potential
interviewees than trying to develop a list of the population in order to randomly select a small
number.

RESEARCH METHODOLOGY

Research type

Descriptive research Population size Customers GRAY GRAIN POLYMER RUBBER

INDUSTRY AT MADURAI

Sampling techniques
Convenience sampling

Sampling area

GRAY GRAIN POLYMER RUBBER INDUSTRY AT MADURAI

Sampling size 100

Data collection instrument

Questionnaire 20

Data collection

Primary Questionnaire Secondary Journals, websites, books

Statistical tool

Chi square, simple percentage, weighted average, Simple Correlation

DESCRIPTIVE RESEARCH

Descriptive Research is the process of finding solutions for a problem after a tough study and
analysis of situational factors. It tries to solve a complex and complicated problems through uses
of various tools and techniques. These tools and techniques try to bring out a logical accurate and
scientific solution for a given problem.

RESEARCH DESIGN

Research Design is the arrangement of conditions for collections and analysis of data in a
manner that aims to combine relevance to the research purpose economy in procedure in fact the
research design is the conceptual structure within which research is conducted. It constitutes the
blue print for the collection and analysis of data. The research design adapted in the study was
descriptive study

Sampling Technique

The sampling technique which was used is convenience sampling.

SOURCES OF DATA

The two main sources of data for the present study been used are primary and secondary data.

PRIMARY DATA

This data was collected from the respondents.

SECONDARY DATA

Under this the sources were taken from books, company brochures and internet for this study.

SAMPLING DESIGN

A sampling design is a define plan for obtaining a sample from a given population. It refers to
the technique or the procedure, the research would adopt in selecting items for the sample.
Sample is the process of selecting a sufficient number of elements from the population, so that a
study of the sample and an understanding of its properties or characteristics would make it
possible for us to generalize such properties or characteristics to the population elements.

SAMPLE POPULATION

My sample population is the customers of the GRAY GRAIN POLYMER RUBBER

INDUSTRY AT MADURAI.

SAMPLE SIZE

Considering the nature and extent of the study and with the time constraint a sample size of
“100”respondents have been taken.

SAMPLING TECHNIQUE:

Snow ball sampling has been used for the purpose of studying the dealers and retailers as it
helped in locating the dealers who were presently engaged in the sales of GRAY GRAIN
POLYMER RUBBER INDUSTRY AT MADURAI

Convenient sampling method was used for dealers in distant places as accessibility emerged as a
problem in these locations.
METHODOLOGY AND FRAMEWORK

Statistical tools used for data analysis The following tools were used for data analysis and
interpretation.

i. Percentage method
ii. Chi- square analysis
iii. Simple Correlation
iv. Weighted average method Percentage method Percentage refers to a special kind of
ration. Percentage is used in making comparisons between two or more series of data.
Percentage is used to describe relationships. Percentage can also used to compare the relative
terms the distribution of two or more series of data.

CHI- SQUARE TEST

The objective of the Chi- square analysis is to determine whether real on significant differences
exist among various groups. It helps to find out whether two (or) more attributes are associated
(or) not whether the attributes are dependent (or) independent. Chi – square test involves a
comparison of expected frequency (Ei) with the observed frequency (Oi). Simple correlation
When two variables are studied it is a simple correlation.

TOOLS OF THE STUDY:

Percentage analysis and chi-square are used for analyzing the data collected.
Percentages are obtained when ratios are multiplied by 150

No. of respondents
Percentage of respondents = ---------------------------- X 100
Total No.of respondents
CHI-SQUARE ANALYSIS:

Chi-square test = (O-E)2/E

Degrees of freedom = V = (r-1) (C-1)
Where O = Observed Frequency
 E = Expected Frequency
R = Number of rows
C = Number of columns
Level of significance = 5%.

CHAPTER-IV

DATA ANALYSIS AND INTERPRETATIONS

TABLE 4.1

Job Profile

Frequency Percent Valid Percent Cumulative Percent

Yes 36 51.4 51.4 51.4

Valid No 34 48.6 48.6 100.0

Total 70 100.0 100.0

CHART

INTERPRETATION:

From the table 4.1 it can observe that 51.4% of the respondents are Yes about Company
has Job Profile, while 48.6% are No about the Suitable steps of the company.
TABLE 4.2

Finish Every Work

Frequency Percent Valid Percent Cumulative

Percent

39 55.7 55.7 55.7

Always

Valid
No 31 44.3 44.3 100.0

Total 70 100.0 100.0

CHART

INTERPRETATION:

From the table 4.2 it can observe that 55.7% of the respondents are Yes about Company
has Finish every work, while 44.3% are No about the Suitable steps of the company.
TABLE 4.3

Guidance From your Superior

Frequency Percent Valid Percent Cumulative

Percent

Always 23 32.9 32.9 32.9

30 42.9 42.9 75.7

Sometimes
Valid

Never 17 24.3 24.3 100.0

Total 70 100.0 100.0

CHART

INTERPRETATION:

The above table can be interpreted that the Guidance From Your Superior of the respondent are
32.9% of the respondent of Always, 42.9% of the respondent of Sometimes,24.3% of the
respondent are Never.
TABLE 4.4

Perform your work

Frequency Percent Valid Percent Cumulative
Percent
Yes 21 30.0 30.0 30.0
No 31 44.3 44.3 74.3
Valid
Can't say 18 25.7 25.7 100.0
Total 70 100.0 100.0
CHART

INTERPRETATION:

The above table can be interpreted that the Perform your work of the respondent are 30.0% of the
respondent of Yes, 44.3% of the respondent of No,25.7% of the respondent are Can’t say.
TABLE 4.5

Typeofwork
Frequency Percent Valid Percent Cumulative
Percent

Yes 19 27.1 27.1 27.1

No 30 42.9 42.9 70.0

Valid 21 30.0 30.0 100.0

Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:

The above table can be interpreted that the Type of Work the respondent are 27.1% of the
respondent of Yes, 42.9% of the respondent of No,30.0% of the respondent are Can’t say.
TABLE 4.6

Competency Mapping

Frequency Percent Valid Percent Cumulative

Percent

Yes 17 24.2 24.3 24.3

No 37 52.9 52.9 77.1

Valid 16 22.9 22.9 100.0

Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:

The above table can be interpreted that the Competency Mapping of the respondent are 24.2% of
the respondent of Yes, 52.9% of the respondent of No,22.9% of the respondent are Can’t say.
TABLE 4.7

Competency Mapping Regularly

Frequency Percent Valid Percent Cumulative

Percent

Yes 30 42.9 42.9 42.9

No 23 32.8 32.8 75.7

Valid 17 24.3 24.3 100.0

Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:

The above table can be interpreted that the Competency Mapping Regularly of the respondent
are 42.9% of the respondent of Yes, 32.8% of the respondent of No,24.3% of the respondent are
Can’t say.
TABLE 4.8

Recruitment and selection

Frequency Percent Valid Percent Cumulative

Percent

Yes 19 27.3 27.3 27.1

No 22 31.8 31.8 58.6

Valid 29 41.9 41.9 100.0

Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:

The above table can be interpreted that the Recruitment and selection of the respondent are
27.3% of the respondent of Yes, 31.8% of the respondent of No,41.9% of the respondent are
Can’t say.
TABLE 4.9

Individual carrier development

Frequency Percent Valid Percent Cumulative
Percent

Yes 19 27.1 27.1 27.1

No 23 32.9 32.9 60.0

Valid 28 40.0 40.0 100.0

Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:

The above table can be interpreted that the Individual carrier development of the respondent are
27.1% of the respondent of Yes, 32.9% of the respondent of No,40.0% of the respondent are
Can’t say.
TABLE 4.10

Knowledge is critical

Frequency Percent Valid Percent Cumulative

Percent

Yes 19 27.1 27.1 27.1

No 30 42.9 42.9 70.0

Valid 21 30.0 30.0 100.0

Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:

The above table can be interpreted that the Knowledge is critical of the respondent are 27.1% of
the respondent of Yes, 42.9% of the respondent of No,30.0% of the respondent are Can’t say.
TABLE 4.11

Source of Knowledge

Frequency Percent Valid Percent Cumulative Percent

Yes 19 27.1 27.1 27.1

No 25 35.7 35.7 62.9

Valid 26 37.2 37.2 100.0

Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:

The above table can be interpreted that the Source of Knowledge of the respondent are 27.1% of
the respondent of Yes, 35.7% of the respondent of No,37.2% of the respondent are Can’t say.
TABLE 4.12

Knowledge in this Organization

Frequency Percent Valid Percent Cumulative

Percent

Report and journals 10 14.3 14.3 14.3

Meeting and group 22 31.4 31.4 45.7

discussion

Valid Experience of the incidence 23 32.9 32.9 78.6

sharing

Others 15 21.4 21.4 100.0

Total 70 100.0 100.0

CHART

INTERPRETATION:

The above table can be interpreted that the Knowledge in this Organization of the respondent are
14.3% of the respondent of Report and journals, 31.4% of the respondent of Meeting and group
discussion,32.9% of the respondent are Experience of the incidence sharing,21.4% of the
respondent are others.
TABLE 4.13

Different Department of this Organization

Frequency Percent Valid Percent Cumulative

Percent

40 57.1 57.1 57.1

Formal meeting

30 42.9 42.9 100.0

Valid Informal meeting / chat

70 100.0 100.0
Total
CHART

INTERPRETATION:

The above table can be interpreted that the Different Department of this organization of the
respondent are 57.1% of the respondent of Formal meeting, 42.9% of the respondent of Informal
Meeting / chat.
TABLE 4.14

Current Status of Quality of work life

Frequency Percent Valid Percent Cumulative

Percent

11 15.7 15.7 15.7

Not in existence at all

Nascent stage 20 28.6 28.6 44.3

Valid 25 35.7 35.7 80.0

Introduction stage

Growth stage 14 20.0 20.0 100.0

Total 70 100.0 100.0

CHART

INTERPRETATION:

The above table can be interpreted that the Current status of Quality of work life of the
respondent are 15.7% of the respondent of Not in existence at all, 28.6% of the respondent of
Nascent stage,35.7% of the respondent are introduction stage,20.0% of the respondent are 20.0.
TABLE 4.15

IT Play a Part in sharing knowledge

Frequency Percent Valid Percent Cumulative

Percent

Yes 21 30.0 30.0 30.0

No 24 34.3 34.3 64.3

Valid 25 35.7 35.7 100.0

Can't say

Total 70 100.0 100.0

CHART
INTERPRETATION:

The above table can be interpreted that the IT play a part in sharing knowledge of the respondent
are 30.0% of the respondent of Yes, 34.3% of the respondent of No,35.7% of the respondent are
Can’t say.

TABLE 4.16

Adequate Extent in this organization

Frequency Percent Valid Percent Cumulative Percent

Yes 16 22.9 22.9 22.9

No 28 40.0 40.0 62.9

Valid 26 37.1 37.1 100.0

Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:

The above table can be interpreted that the Adequate Extent in this Organization of the
respondent are 22.9% of the respondent of Yes, 40.0% of the respondent of No, 37.1% of the
respondent are Can’t say.
TABLE 4.17

Additional Personal Efforts

Frequency Percent Valid Percent Cumulative Percent

12 17.1 17.1 17.1

Invariably

18 25.7 25.7 42.9

Frequently
Valid

Rarely 24 34.3 34.3 77.1

Never 16 22.9 22.9 100.0

Total 70 100.0 100.0

CHART

INTERPRETATION:

The above table can be interpreted that the Additional Personal Efforts of the respondent are
17.1% of the respondent of Invariably, 25.7% of the respondent of Frequently, 34.3% of the
respondent are Rarely,34.3% of the respondent are never.
TABLE 4.18

Knowledge Level Improve your competency

Frequency Percent Valid Percent Cumulative

Percent

20 28.6 28.6 28.6

Further education and
training in my own time

Personal effort 29 41.4 41.4 70.0

Valid
21 30.0 30.0 100.0
Private research work

Total 70 100.0 100.0

CHART

INTERPRETATION:

The above table can be interpreted that the Knowledge level improve your competency of the
respondent are 28.6% of the respondent of Further education and training in my own time, 41.4%
of the respondent of Personal effort, 30.0% of the respondent are Private research work.
TABLE 4.19

Learning with your colleagues

Frequency Percent Valid Percent Cumulative

Percent

10 14.3 14.3 14.3

Invariably

24 34.3 34.3 48.6

Frequently
Valid
Rarely 17 24.3 24.3 72.9

Never 19 27.1 27.1 100.0

Total 70 100.0 100.0

CHART

INTERPRETATION:

The above table can be interpreted that the Learning with your colleagues of the respondent are
14.3% of the respondent of Invariably, 34.3% of the respondent of Frequently, 24.3% of the
respondent are Rarely,27.1% of the respondent are Never.
TABLE 4.20

The Biggest Cultural Barrier

Frequency Percent Valid Percent Cumulative

Percent

16 22.9 22.9 22.9

I am in position attitude

17 24.3 24.3 47.1

In different of people toward

developmental process

Valid
lack of significant and 22 31.4 31.4 78.6

recognition to knowledge
sharing

15 21.4 21.4 100.0

lack of open mindedness

Total 70 100.0 100.0

CHART

INTERPRETATION:

The above table can be interpreted that the Biggest cultural barriers of the respondent are 22.9%
of the respondent of I am in position attitude, 24.3% of the respondent of In different of people
toward developmental process, 31.4% of the respondent are lack of significant and recognition
to knowledge sharing,21.4% of the respondent are lack of open mindedness.
TEST

T-TEST

One-Sample Statistics
N Mean Std. Deviation Std. Error Mean

JobProfile 70 1.4857 .50340 .06017

Typeofwork 70 2.0286 .76084 .09094

One-Sample Test

Test Value = 0

t Df Sig. (2-tailed) Mean 95% Confidence Interval of the

Difference Difference

Lower Upper

24.693 69 .000 1.48571 1.3657 1.6057

JobProfile

22.307 69 .000 2.02857 1.8472 2.2100

Typeofwork

ONE-WAY ANOVA:
ANOVA
FinishEveryWork
Sum of Squares df Mean Square F Sig.

.425 2 .212 .845 .434

Between Groups

16.847 67 .251
Within Groups

Total 17.271 69

CORRELATION
Correlations

GuidanceFromyou Knowledgeiscritica
rSuperior l

1 -.222
Pearson Correlation

GuidanceFromyourSuperior
Sig. (2-tailed) .064

N 70 70

-.222 1
Pearson Correlation

Knowledgeiscritical
Sig. (2-tailed) .064

N 70 70

CHI-SQUARE TEST

SourceofKnowledge
 Observed N Expected N Residual

Yes 19 23.3 -4.3

No 25 23.3 1.7
26 23.3 2.7
Can't say

Total 70

Learningwithyourcolleagues
Observed N Expected N Residual

10 17.5 -7.5
Invariably

24 17.5 6.5
Frequently

Rarely 17 17.5 -.5

Never 19 17.5 1.5
Total 70

Test Statistics

SourceofKnowledge Learningwithyourcolleagues
 1.229a 5.771b
Chi-Square

Df 2 3
.541 .123
Asymp. Sig.

a. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected cell
frequency is 23.3.

b. 0 cells (0.0%) have expected frequencies less than 5. The minimum expected cell
frequency is 17.5.

CHAPTER-V

FINDINGS, SUGGESTION, CONCLUSION

FINDINGS

 It can observe that 51.4% of the respondents are Yes about Company has Job Profile,
while 48.6% are No about the Suitable steps of the company.
 It can observe that 55.7% of the respondents are Yes about Company has Finish every
work, while 44.3% are No about the Suitable steps of the company.
 It can be interpreted that the Guidance From Your Superior of the respondent are 32.9%
of the respondent of Always, 42.9% of the respondent of Sometimes,24.3% of the
respondent are Never.
 It can be interpreted that the Perform your work of the respondent are 30.0% of the
respondent of Yes, 44.3% of the respondent of No,25.7% of the respondent are Can’t
say.
 It can be interpreted that the Type of Work the respondent are 27.1% of the respondent
of Yes, 42.9% of the respondent of No,30.0% of the respondent are Can’t say.
 It can be interpreted that the Competency Mapping of the respondent are 24.2% of the
respondent of Yes, 52.9% of the respondent of No,22.9% of the respondent are Can’t say.
 It can be interpreted that the Competency Mapping Regularly of the respondent are
42.9% of the respondent of Yes, 32.8% of the respondent of No,24.3% of the respondent
are Can’t say.
 It can be interpreted that the Recruitment and selection of the respondent are 27.3% of the
respondent of Yes, 31.8% of the respondent of No,41.9% of the respondent are Can’t say.
 It can be interpreted that the Individual carrier development of the respondent are 27.1%
of the respondent of Yes, 32.9% of the respondent of No,40.0% of the respondent are
Can’t say.
 It can be interpreted that the Knowledge is critical of the respondent are 27.1% of the
respondent of Yes, 42.9% of the respondent of No,30.0% of the respondent are Can’t say.
 It can be interpreted that the Source of Knowledge of the respondent are 27.1% of the
respondent of Yes, 35.7% of the respondent of No,37.2% of the respondent are Can’t say.
 It can be interpreted that the Knowledge in this Organization of the respondent are 14.3%
of the respondent of Report and journals, 31.4% of the respondent of Meeting and group
discussion,32.9% of the respondent are Experience of the incidence sharing,21.4% of the
respondent are others.
 It can be interpreted that the Different Department of this organization of the respondent
are 57.1% of the respondent of Formal meeting, 42.9% of the respondent of Informal
Meeting / chat.
 It can be interpreted that the Current status of Quality of work life of the respondent are
15.7% of the respondent of Not in existence at all, 28.6% of the respondent of Nascent
 stage,35.7% of the respondent are introduction stage,20.0% of the respondent are
Growth stage.
 It can be interpreted that the IT play a part in sharing knowledge of the respondent are
30.0% of the respondent of Yes, 34.3% of the respondent of No,35.7% of the respondent
are Can’t say.
 It can be interpreted that the Adequate Extent in this Organization of the respondent are
22.9% of the respondent of Yes, 40.0% of the respondent of No, 37.1% of the
respondent are Can’t say.
 It can be interpreted that the Additional Personal Efforts of the respondent are 17.1% of
the respondent of Invariably, 25.7% of the respondent of Frequently, 34.3% of the
respondent are Rarely,34.3% of the respondent are never.
 It can be interpreted that the Knowledge level improve your competency of the
respondent are 28.6% of the respondent of Further education and training in my own
time, 41.4% of the respondent of Personal effort, 30.0% of the respondent are Private
research work.
 It can be interpreted that the Learning with your colleagues of the respondent are 14.3%
of the respondent of Invariably, 34.3% of the respondent of Frequently, 24.3% of the
respondent are Rarely,27.1% of the respondent are Never.
 It can be interpreted that the Biggest cultural barriers of the respondent are 22.9% of the
respondent of I am in position attitude, 24.3% of the respondent of In different of people
toward developmental process, 31.4% of the respondent are lack of significant and
recognition to knowledge sharing,21.4% of the respondent are lack of open mindedness.
SUGGESTION:

In every organization recruitment and selection plays a vital role. The study reveals that
the recruitment and selection process offered in three selected industries is effective. The HR
manager of the selected industries has to focus on selecting the right persons through other
sources like campus placements, job.com, data banks etc.

The selection is done by evaluating the candidate’s skills, knowledge and abilities which
are highly required to the vacancies in selected industries.

It is observed that, the selected industries have satisfied all the procedures of recruitment.

To motivate the employees; the selected industries have planned to offer incentives of
both monetary and non monetary.

It is suggested that the selected industries are advised to follow the existing recruitment
and selection policies in future also

It is suggested that the selected industries should give equal importance to external
sources like agencies, references and data banks in order to get the desired & required
employees.

It is suggested that the selected industries have to encourage the fresher’s based on their
skills, along with the experienced candidates.

It is suggested that the selected industries have to adopt latest interview techniques to
recruit prospective employees.
CONCLUSION

That management systems are reviewed to ensure that fully documented records,
including all original supporting documentation, are retained to clearly support each stage of the
process.

That effective systems are in place to manage the feedback function and this information
is communicated to candidates at the outset of the process.

The findings of the audit indicate that, in the main, the recruitment and selection
processes in place in the Office of the Revenue Commissioners reflect the spirit and values of the
Code of Practice.

The Commission is satisfied that all those involved in the process are committed to
conducting the appointments process in a fair, impartial and consistent manner with a view to
selecting the best person for the job. Evidence of this includes the development of relevant job
descriptions, structured assessment mechanisms and training for interview board members, all
underpinned by appropriate documented management systems. The Commission has identified
areas for improvement which are outlined in the recommendations.

The Commission is satisfied that the License Holder is, for the most part, compliant with
the terms and conditions of the Recruitment License. The Commission acknowledges the
commitment by the Manpower, Planning and Recruitment Unit in managing the recruitment and
selection function in line with the principles of the Code and the ongoing review of management
systems to improve processes relating to internal and external appointments.

REFERENCES:

[1] Essential of human resource management and industrial relations, subbarao Mumbai,
Himalaya publishing house, 1996.

[2] Achieving Excellence in Human Resources Management: An Assessment of Human

Resource Functions
Edward E. Lawler Iii; John W. Boudreau. Stanford Business Books, 2009

[3] Reinventing Human Resources Management: Challenges and New Directions ,Ronald J.
Burke; Cary L. Cooper. Routledge, 2005

[4] Understanding Human Resource Management ,Ken N. Kamoche. Open University Press,
2001

[5] Organizational Success through Effective Human Resources Management Ronald R. Sims.
Quorum Books, 2002

[6] How to Develop Essential HR Policies and Procedures ,John H. McConnell. AMACOM,
2005

[7] Strategic Human Resource Management: A Three-Stage Process Model and Its Influencing
Factors

Krishnan, Sandeep K.; Singh, Manjari. South Asian Journal of Management, Vol. 18, No. 1,
January-March 2011

[8] A Balanced Approach to Understanding the Shaping of Human Resource Management in

organisations** Boselie, Paul.

Management Revue, Vol. 20, No. 1, January 1, 2009

[9] Strategic Human Resource Management in Small and Growing Firms: Aligning Valuable
Resources

Hargis, Michael B.; Bradley, Don B.,, III. Academy of Strategic Management Journal, Vol. 10,
No. 2, July 2011

[10] Implementing Human Resource Management Successfully: A First-Line Management

Challenge**

Nehles, Anna C.; van Riemsdijk, Maarten; Kok, Irene; Looise, Jan Kees. Management Revue,
Vol. 17, No. 3, July 1, 2006
[11] Globalizing Human Resource Management Paul Sparrow; Chris Brewster; Hilary Harris.
Routledge, 2004

[12] International Human Resource Management: Policy and Practice for the Global Enterprise

Dennis R. Briscoe; Randall S. Schuler. Routledge, 2004 (2nd edition)

[13] International Human Resource Management: A Multinational Company Perspective Monir

H. Tayeb. Oxford University Press, 2005

[14] The Manager's Guide to HR: Hiring, Firing, Performance Evaluations, Documentation,
Benefits, and Everything Else You Need to Know Max Muller. AMACOM, 2009

A STUDY ON ROLE OF RECRUITMENT AND SELECTION PROCESS IN GRAY

GRAIN POLYMER RUBBER INDUSTRY AT MADURAI

1. Do you feel you are doing the job according to your job profile?

a). Yes b). No

2. Do you finish every work assigned to your within the time limit?

a). Always b). No

3. Do you require the guidance from your superior?

a). Always b) Sometimes c. Never

4. Do you feel you need training to perform your work?

a). YES b). NO c). Can’t say

5. Do you feel the type of work you were performing at the time of your joining and today are
the same?

a). YES b). NO c). Can’t say

6. Does competency mapping help you to do manpower planning?

a). YES b). NO c). Can’t say

7. Do you perform competency mapping regularly in your company ?

a). YES b). NO c). Can’t say

8. Does recruitment and selection processes carried out considering competency of the
individuals?

a). YES b). NO c). Can’t say

9. Does competency mapping helpful in individual’s career development?

a). YES b). NO c). Can’t say

10. Knowledge is critical for your kind of organization?

a). YES b). NO c). Can’t say

11. Do you have enough sources of knowledge in this organization?

a). YES b). NO c). Can’t say

12. What are the sources of knowledge in this organization?

a). Report and journals b). Meeting and group discussion

c). Experience of the incidence sharing d). Others

13. How knowledge is shared among different departments of this organization?

a). Formal meeting b). Informal meeting / chat

14. What is the current status of quality of work life in your company?

a). Not in existence at all b). Nascent stage c). Introduction stage d). Growth stage
15. Does IT play a part in sharing knowledge in this organization?

a). YES b). NO c). Can’t say

16. Is available knowledge exploited to an adequate extent in this organization?

a). YES b). NO c). Can’t say

17. Do you undertake additional personal efforts to enhance your knowledge level and improve
your competency?

a). Invariably b). Frequently c). Rarely d). Never

18. What additional personal efforts do you undertake to enhance your knowledge level improve
your competency

a). Further education and training in my own time b). Personal effort

c). Private research work

19. Do you share learning with your colleagues?

a). Invariably b). Frequently c). Rarely d). Never

20. Which one is the biggest cultural barrier in quality of work life in company ?

a). I am in position attitude

b). in different of people toward developmental process

c). lack of significant and recognition to knowledge sharing

d). lack of open mindedness