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org (E-ISSN 2348-1269, P- ISSN 2349-5138)

RECRUITMENT AND SELECTION

PRACTICES AND THEIR IMPACT ON
ORGANIZATIONAL EFFICIENCY: A STUDY
IN THE PRIVATE ENTITY
Dr. Yabesh Abraham Durairaj Isravel1, Ms. Swetha V P2, Hariharan E K S3, Raevanth Jegath R V4
1,2,3,4 – Department of Management Studies, Panimalar Engineering College

Abstract:
Selection and recruitment are crucial aspects of human resource management that have a big impact on how effective the
company is as a whole. The caliber of a company's workforce has a direct impact on its effectiveness. Numerous studies have
examined the impact that hiring and selection practices have on an organization's effectiveness; however, there is a distinct lack of
studies that are focused on private organizations that are active in the Indian software services industry. This study explores a
private organization's recruitment and selection practices as well as the challenges encountered when attempting to put these
practices into practice in order to fill this gap in the literature.
To increase the effectiveness of the organization, the study aims to identify the various potential solutions to these problems. 158
employees of a private company were selected for the sample using a simple random sampling procedure. Since the results of the
normality test showed that the data significantly deviate from the normal distribution, non-parametric statistical methods must be
used to analyze the data.
In this study, the structural equation modeling (SEM) methodology is used to validate the research hypotheses. The results show
that private entities have trouble with the recruitment and selection process, and that a variety of factors have an impact on how
effective these practices are. The results also provide fresh perspectives on potential approaches that might be used to address
these issues and boost organizational effectiveness.
Keywords: Recruitment, selection, organizational efficiency, private entity, Indian software services industry, challenges,
improvement, descriptive research.

I. INTRODUCTION:
The procedures of recruitment and selection are crucial aspects of human resource management that have a big impact on how
effectively the organization runs as a whole. The ability of an organization to find, hire, and retain talented people is crucial for
the overall success of the company in the fiercely competitive and ever-changing Indian software services market. There has been
a sizable amount of research on how hiring and selection practices impact organizations' effectiveness, but there hasn't been
nearly as much research on private companies operating in the Indian software services sector.
This study, which aims to fill a gap in the existing body of research on the subject, focuses on the recruitment and selection
practices of a private organization that is active in the Indian software services industry. Our study aims to identify the challenges
private organizations face when implementing these practices as well as any potential solutions that may be available to deal with
these challenges. We choose a sample of 158 employees using a simple random sampling method and a descriptive research
design in order to achieve this. Non-parametric statistical techniques are used in order to analyze the data in light of the fact that
they do not follow a normal distribution.
The results of this study may offer private companies that provide software services in India with insightful information and
suggestions for enhancing their hiring and selection procedures and boosting overall productivity. This study has the potential to
add to the body of knowledge already available on the topic of how hiring and firing procedures affect organizational
effectiveness in the context of the Indian software services sector. By highlighting the issues and offering potential solutions, this
study can help private entities make educated decisions about their hiring and selection practices.

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II. LITERATURE REVIEW:

Dr. V. Vijay Anand, Dr. M. Shanthanlakshmi (2018) Understanding hiring effectiveness, the hiring process, and
organizational support for knowledge-based decision-making is the main goal of this research project. the growing acceptance of
recruiting effectiveness as a metric for determining the company's recruitment process and as a tool for developing the
recruitment process. The effectiveness of this organization's recruitment efforts is backed up by a comparatively small body of
empirical data. In order to understand how the demographic factors and the person elements interacted with one another, the
researchers used a wide range of variables pertaining to individual aspects that affected upbringing in this section of the study.
The researchers used a range of statistical techniques, including correlation, regression, and percentage analysis, among others.
Yu-Ru(1999) The recruitment and selection processes, along with human resource management practices, are the main areas of
this study's attention within the context of Taiwanese culture. The majority of the samples were gathered from Taiwan's
manufacturing sector. The postal questionnaire was chosen as the method of data collection. Two questionnaires were given to
each of the 500 manufacturing firms that were randomly selected for this study. While the survey on national work-related values
was sent to employees who did not hold managerial positions, the survey on human resource management, recruitment, and
selection (HRMRS) was sent to HR managers. According to the research's findings, human resources professionals who work for
manufacturing companies frequently express a desire for HRM policies to be incorporated with corporate strategies and for HRM
to participate in board-level decision-making. According to the evidence gathered, line managers played a particularly important
role in decisions relating to hiring and selection, training and development, and workforce expansion or reduction. Additionally,
some HRM decisions are jointly made by line managers and HR specialists, the investigation that was conducted revealed.
Additionally, there was evidence to back up the claim that specific hiring and screening procedures were sensitive to cultural
differences, and this claim was supported by data linking the concerned procedure to the nation where the company was based.
Additionally, according to the research, work-related values in Taiwan have evolved over the past 20 years since Hofstede's
seminal work, particularly in the areas of individualism and masculinity. The fact that the research was carried out in Taiwan
suggests as much. On the other hand, there was proof that employees still value the traditional Confucian and Chinese values. The
application of human resource management (HRM), including the right policies and practices for recruitment and selection, is
affected by these cultural findings. There was some evidence that the values connected to workplaces differed based on the
ownership structure, the size of the business, and variables like gender, age, and educational levels. These results were used to
create an analytical framework for HRM in Taiwan, which includes work-related values as a component of the internal and
external organizational context and which could serve as a good starting point for comparative analysis. Through the above-
mentioned findings, this research adds to the body of existing knowledge. These findings were also used to create an analytical
framework for HRM in Taiwan.
Ruba Jamal Al Shanfari, Dr. Ruksana Banu(2019) Companies today face enormous challenges when it comes to attracting
people with unique skills and retaining qualified and talented employees because they isolate the recruiting and selection process
and view it as merely a subset of general human resource management practices. In light of the shifting business environment,
which makes it more challenging to manage people and retain highly skilled workers, this study will look at both the theoretical
aspects of hiring and selecting personnel as well as actual business instances. This study will look at both real-world business
situations and theoretical aspects of choosing and hiring employees. In light of the background of organizations based in Oman,
an interview was conducted to gain a deeper understanding of the hiring and screening procedure. The results indicate that
strategic hiring practices help organizations choose and hire qualified individuals, which helps those organizations gain a
competitive advantage. The paper stresses the significance of aligning business-level initiatives with the selection and recruitment
processes because, if done properly, doing so can enhance employer branding as well as employee and organization efficiency.

III. RESEARCH GAP:

According to the findings of this study, there is a dearth of research that is specifically focused on the difficulties that are related
to hiring and screening procedures and the ways in which they can be made better in the context of private entities, particularly in
the Indian software services industry. The results of this study helped to identify this research gap. Although the impact of
recruitment and selection practices on organizational effectiveness has been studied in the past, more in-depth research is urgently
needed to identify the challenges private organizations face in implementing these practices as well as potential solutions. This
research gap highlights the need for more focused studies that can offer helpful suggestions for private organizations looking to
enhance the effectiveness of their hiring and selection procedures.

IV. OBJECTIVES:
Primary objective:
To investigate the efficiency of the hiring procedure in a private organization in Chennai.

Secondary objectives:
 To examine the process for employing and choosing those to work for us
 To gain an understanding of the methods for hiring and choosing employees.
 To look into the recruitment and selection procedure.
 To evaluate the effects of candidate screening and recruitment.

V. METHODOLOGY:
Research design: Descriptive research is a research method that describes the characteristics of a population or phenomenon
being studied. In this study, descriptive research will be used to describe the effectiveness of recruitment in the private venture.
Population: The population of this study is all the employees of the private venture. The private venture is a medium-sized
company with a workforce of around 500 employees. The study will focus on all employees, regardless of their job position or
department.
Sample size: A sample size of 158 employees will be chosen using simple random sampling. This sample size represents
approximately 30% of the total population and is considered sufficient for this study.

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Data collection method: A survey questionnaire will be used to gather the information. Closed-ended questions, which are
simpler to analyze and quantify, will make up the questionnaire. The questionnaire will be sent by email to the chosen employees,
and respondents will have one week to complete it.
Data analysis:
a. Normality test: The normality of the data will be checked using the Shapiro-Wilk test. This test will be used to determine
whether the data is normally distributed or not. If the data does not follow a normal distribution, non-parametric tests will be used
for analysis.
b. Descriptive statistics: Descriptive statistics will be used to summarize the data. Mean, median, mode, range, and standard
deviation will be computed for each variable in the questionnaire. This will provide a clear picture of the distribution of the data
and help identify any outliers.
c. Non-parametric tests: The significance of the relationship between recruitment effectiveness and employee satisfaction will be
assessed using the Wilcoxon signed-rank test and the Mann-Whitney U test. The mean scores of two related groups will be
compared using the Wilcoxon signed-rank test, and the mean scores of two independent groups will be compared using the Mann-
Whitney U test.
Ethical considerations: Before distributing the survey questionnaire, all participants will have given their informed consent.
Participants will be given full disclosure of the study's objectives and assurances of confidentiality and anonymity. The
information gathered will be kept confidential and used only for research purposes.

NORMALITY TEST:
H1: The data follows Normal Distribution
Tests of Normality

Kolmogorov-Smirnova Shapiro-Wilk

Statistic df Sig. Statistic df Sig.

Check .146 102 .000 .950 102 .001
a. Lilliefors Significance Correction
From the table, p value of Shapiro-Wilk test i.e., 0.001 < 0.05, proves that the distribution
significantly deviates from a normal distribution.
To ensure sampling adequacy, Kaiser-Meyer-Olkin test is used.
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .796
Bartlett's Test of Sphericity Approx. Chi-Square 314.047
df 10
Sig. .000

Since the measure of sampling adequacy value is 0.796, the opted sample is adequate for conducting the study.
The purpose of the questionnaire was to ascertain and assess the effect of hiring and selection on Integra Software Service's
culture. Together with the HR Manager, a questionnaire was created. When assessing the internal consistency of a survey or
questionnaire that includes several Likert-type scales and items, Cronbach's alpha is frequently used.
Reliability Statistics
Cronbach's Alpha N of Items
.768 5

From the above table, Cronback’s alpha value is 0.768 > 0.7, which ensures that the questionnaire is acceptable.

VI. DATA ANALYSIS AND INTERPRETATION

H2: There is no relationship between Effectiveness of HR Department in Recruitment

and Job vacancy
Correlations
Effectivess of
HR
Department in
Recruitment Job Vacancy
Spearman's rho Effectivess of HR Correlation
1.000 -.009
Department in Coefficient
Recruitment
Sig. (2-tailed) . .929
N 102 102
Job Vacancy Correlation
-.009 1.000
Coefficient

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Sig. (2-tailed) .929 .

N 102 102
Since the p value is 0.929 > 0.05, there is no relationship between HR department in recruitment and Job vacancy.

H3: There is no significant difference in the opinion of male and female with regards to job vacancy

Ranks

Gender N Mean Rank Sum of Ranks

Job Vacancy Male 68 48.90 3325.50
Female 34 56.69 1927.50

Total 102

Test Statisticsa
Job Vacancy
Mann-Whitney U 979.500
Wilcoxon W 3325.500
Z -1.322
Asymp. Sig. (2-tailed) .186
a. Grouping Variable: Gender
Since p value is 0.186 > 0.05, there is no significant difference in the opinion of male and female with regards to job vacancy.

VII. SUGGESTIONS:
1. When positions open up, current employees are "sometimes" taken into consideration, according to 43.14 percent of
respondents. This decision can be encouraged or improved by choosing internal mobility and upping internal referrals, both of
which boost employee commitment and, as a result, employee productivity.
2. Despite the fact that 40.20 percent of respondents are extremely satisfied with the employees that recruitment produced, 33.33
percent of respondents are dissatisfied with the employees that recruitment produced. In order to find a solution to the issue, this
fact must be taken into account and the proper steps must be taken.
3. It is crucial that administrative procedures and human resource management duties be carried out in an open and truthful
manner. It is prohibited for it to have any kind of secret or private information in it.
4. The company must absolutely ensure that the performance review process is successful. Its present condition is to be
examined at predetermined intervals of time.
5. A provision for the successful completion of incentives and compensation must be included in the company's human
resources policies at all costs.
6. Although the majority of referrals come from LinkedIn, the platform still needs to be developed in terms of segmentation to
reduce its reliance on a single referral source. It would be advantageous for the Departments to foster an atmosphere of
cooperation and positive conduct with one another.
7. Given that the company is considering expansion, the fact that they are thinking about broadening the scope of the products
they offer is a strong indication that decentralizing the company might be a smart move.
8. The application of HR analytics allows for better analysis and comprehension of the procedure for creating programs for
human resource management, as well as increased employee involvement in those procedures.

VIII. CONCLUSION:
This study contributed to the analysis of the degree of employee satisfaction with the recruitment and selection process by using
analytical tools like percentage analysis, the Spearman's Rank correlation, and the Mann- Whitney U test. Some recommendations
are made in light of the analysis' findings and the suggestions gathered from the respondents. In order to have a positive impact
and, as a result, raise the level of employee satisfaction, this issue needs to be addressed as soon as possible. Both the rate of
internal referrals and the level of internal mobility are thought to be low. Since LinkedIn accounts for the vast majority of
referrals, it has the potential to be further divided in order to spread reliance on a single referral source. The achievement of
organizational objectives is aided by the application of HR analytics principles, whether through outsourcing or the creation of a
separate department for the purpose.

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