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CHAPTER 1: INTRODUCTION
Human resource planning is important part of an organization. It is a vital ingredient for the success in the long run for an organization. Human resource planning has many objectives like recruitment and selection, training and development, compensation and employee benefits transfers and promotions, performance appraisal etc. Each objective requires different approach for planning and its implementation. According to the formal definition Recruitment refers to the process of attracting, screening, and selecting qualified people for a job. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies. Recruitment process starts when recruiters sought applicants for the vacancy and ends when applicants are submitted. This results in creation of eligible and qualified employees. Out of this pool a candidate is selected to close the vacancy. Interested candidate for a vacant position can be sourced through advertisement, referrals, newspapers, colleges/University, etc. Selection of the candidate is based on the interviews, psychological testing, medical testing etc to ensure the candidate is able to fulfill their new role effectively.

Recruitment and selection are simultaneous process and are incomplete without each other. They are important components of the organization and are different from each other. Recruitment is the process of searching the candidate for employment and stimulating them to apply for job in the organization whereas selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant post. Recruitment is a positive and selection is a negative process as recruitment is encouraging more employees to apply and selection is rejection of unsuitable candidate. For every organization it is important to have a right person on the right job. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about recruiting and selection staff. It is recommended to carry out a strategic analysis of recruitment and selection process.

Job Productivity
Organizations use several kinds of inputs, such as manpower, materials and capital. Peter F. Drucker, called the Management Guru quotes that The greatest opportunity for increasing productivity is surely to be found in knowledge work itself and especially in management. Job productivity is a concern of every executive, manager and employee. Every employee produces a product for which he is paid, and increasing productivity means increasing the volume or quality of the products produced. A product is defined as something valuable that has exchange value outside of the activity (is worth money, for example). Value outside the activity means just that: is the thing produced valuable to someone. The concept of producing a product is brutally simple yet commonly overlooked or misunderstood. In the course of training thousands of people on our programs, we've found that very few people actually understand this simple fact: they are not paid for their time, their presence at the office, their title or anything else except for producing a product. The product of a salesperson is a product or service honestly sold at a viable price to a new or existing client. The product of a customer service representative is a satisfied, loyal customer who has no complaints. The product of a janitor is clean premises. The product of a CEO is a viable, expanding organization. There are various factors that can affect the productivity of employees and can lead to lack of motivation. You can enhance the productivity level of employees by addressing these problems properly.

Factors affecting Job Productivity:

1) Culture of the Organization Culture and environment of organization plays a vital role to affect the productivity level of employees and can lead toward lack of motivation. If environment is positive and employees are happy with their jobs then they automatically become more productive. Similarly negative work environment will curb the productivity of employees. If managers want to make sure that employees are being productive then they should work on improving office environment. You can take such kind of steps that make employees feel valued and respected. 2) Low Pay Structure Underpaid members of staff are usually unhappy and suffer form lack of productivity as compared to other employees who receive their pay according to their experience. Therefore the managers and company heads need to realize that underpaid employees will fail to be fascinated about his/her job. These kinds of employees spend their maximum time in looking for another job instead of concentrating on their jobs. Therefore to increase job satisfaction among employees the managers should make it sure that the employees are well paid according to their qualification & experience and are satisfied with their jobs. 3) Bully Boss A difficult or bully boss many times can become the reason of frustration of employees and push them so much that employees feel that there is no other way out other than resigning. If employees dont resign then they feel so much stress due to dealings with difficult boss and fail to perform well. Therefore managers and bosses should realize that working for an employee become very difficult with a bully boss. In this situation employees cannot provide quality work and it will result decrease in productivity of employee as well as organization. Managers and bosses should make their behavior so friendly that if any problem arise then employees can easily talk with manager or boss about it. They can do this

through inviting different suggestions & feedback from employees and appreciate them in case of any good suggestion. 4) Boring Work A dull routine and boring work can lead toward dissatisfaction among employees and baffle their work productivity. You as a manager should provide diversification of work routine to employees and keep changing the employees on regular basis. You should provide them challenging assignments that will keep their moral high and they will be excited about doing new and different things. This can provide them chance to prove their efficiency and also allow them to learn something new every day. 5) No Rewards When an employee works hard and puts a lot of efforts in any project then he/she surely expects some rewards in means of appreciation from bosss mouth. If boss ignore his/her efforts then he/she is conducting a big mistake. If management think that whatever effort put in by employee will never been rewarded then he/she can loose his/her potential employee. 6) Difficult Coworker Dealing with difficult coworkers on daily basis can be irritated and lead toward dissatisfaction which finally can diminish your work productivity. Therefore it is necessary to deal with these kinds of colleagues permanently so that you dont have to suffer with it on daily basis. You should try to talk with these difficult coworkers to root out problem making things between you and your coworker. If you fail to resolve issue amicably then try to avoid them as much as possible and also avoid from getting argument with them. Environment will curb the productivity of employees. If managers want to make sure that employees are being productive then they should work on improving office environment. You can take such kind of steps that make employees feel valued and respected.

Employers always want productive employees who can give more output so productivity is a top trait for every person. During the course of life at one stage every person lose his productivity and no matter what might be the reason for you to be nonproductive. There are few but simple things that can boost your productivity level.

Steps to Improve Job Productivity:

1) Set Goals The best way to improve your productivity is to set your goals so that you have a daily challenge to achieve. This can increase your motivation and let you to put more efforts in work. This step ends up boosting your productivity level. Even if boss doesnt set any target for you then you can set your own goals because setting goals for yourself and challenging yourself to achieve desired results are quite motivating. 2) Delegate Your Work Your productivity can decrease due to a lot of work pressure. If you are unable to handle your work, you might feel depleted and lose your motivation. Then you should delegate your work in your team members and juniors. Always keep in mind that you cannot do everything and you have to share your burden with others. This can help you and make you neither overstressed and nor unproductive. 3) Communication Communication is the most important aspect of any job. If you feel that you are not receiving enough return in form of rewards for your hard work and you are undervalued then you should communicate with your manager or with your boss about it. Make it sure that you are not complaining but let them know your point of view in appropriate manner. If your boss or manager values his/her employees then he/she is bound to listen to your concerns and take appropriate actions to rectify those that are acknowledged.

4) Get Organized If you are unorganized then you are surely wasting your time in looking for notes, documents and many other things like that. This will definitely decrease your work productivity and make you lose focus. Therefore you should keep your desk in order and keep all things lined in a way that you might need them during a busy work routine because you can waste a lot of time during looking for them. During the course of your life sometime you feel completely unproductive and frustrated with the lack of enthusiasm for project at hand. There are a lot of people who have felt the same way at some point in life. Productivity is a considerable desired trait in every employee and almost all employers yearn for productive and dedicated employees. If they find such kind of productive and hardworking employees then they do everything to retain these employees for as long period as possible. These highly productive employees can randomly loose their motivation with the passage of time and thus become nonproductive. There are various factors that can affect the productivity of employees and can lead to lack of motivation. You can enhance the productivity level of employees by addressing these problems properly. 5) Enjoy the work: The single most efficient way to increase your productivity is to be happy at work. No system, tool or methodology in the world can beat the productivity boost you get from really, really enjoying your work. Thus happy people work better than others because of the following reasons. Happy people are more creative. Happy people fix problems instead of complaining about them. Happy people have more energy. Happy people are way more motivated. Happy people are more optimistic. Happy people get sick less often.

Company Profile

The INDIA INFOLINE LTD (IIFL), was incorporated on 18th October in the year 1995 as Probity Research & Services Private Limited at Mumbai. The India Infoline is a one-stop shop for information, advice as well as transaction execution of financial services. India Infoline is an investment consultancy firm offering planning, investment advisory and facilitating services to retail investors, corporate and institutions. The range of Investment options include Research, Portfolio management, Mortgages, Mutual funds, Wealth management and newsletter. India Infoline Ltd is listed on both the leading stock exchanges in India, viz. the Stock Exchange, Mumbai (BSE) and the National Stock Exchange (NSE). The India Infoline group, comprising the holding company, India Infoline Ltd and its subsidiaries, straddles the entire financial services space with offerings ranging from Equity research, Equities and derivatives trading, Commodities trading, Portfolio Management Services, Mutual Funds, Life Insurance, Fixed deposits, GOI bonds and other small savings instruments to loan products and Investment banking. India Info line also owns and manages the websites, www.India Infoline.com and www.5paisa.com . India Infoline branches are conceptualized to be a place where investors can come in contact with investment opportunities in an atmosphere of convenience. India Infoline services are available through India Infoline strong network of 1616 branches spread over 445 cities and towns across India facilitates the smooth acquisition and servicing of a large customer base. All India Infoline offices and branches are connected with the corporate office in Mumbai with cutting edge networking technology. The company carries out the business of broking, distribution of personal finance products including mutual funds, fixed deposits, government bonds etc., and corporate agency of life insurance and commodities broking in our separate

wholly owned subsidiaries, as outlined in our corporate structure. Each subsidiary is managed like a Strategic Business Unit (SBU).

PRODUCT/ SERVICE PROFILE 1) EQUITIES India Infoline provided the prospect of researched investing to its clients, which was hitherto restricted only to the institutions. India Infoline leveraged technology to bring the convenience of trading to the investors location of preference (residence or office) through computerized access. India Infoline made it possible for clients to view transaction costs and ledger updates in real time. 2) PMS Our Portfolio Management Service is a product wherein an equity investment portfolio is created to suit the investment objectives of a client. We at India Infoline invest your resources into stocks from different sectors, depending on your risk-return profile. This service is particularly advisable for investor. 3) RESEARCH Sound investment decisions depend upon reliable fundamental data and stock selection techniques. India Infoline Equity Research is proud of its reputation for, and we want you to find the facts that you need. Equity investment professionals routinely use our research and models as integral tools in their work. They choose Ford Equity Research when they can clear your doubts. 4) COMMODITIES India Infolines extension into commodities trading reconciles its strategic intent to emerge as a one-stop solutions financial intermediary. Its experience in securities broking has empowered it with requisite skills and technologies. The Companys commodities business provides a contra-cyclical alternative to equities broking. The Company was among the first to offer the facility of commodities trading in Indias young commodities market (the MCX commenced operations only in

2003). Average monthly turnover on the commodity exchanges increased from Rs 0.34 bn to Rs 20.02 bn. The commodities market has several products with different and non-correlated cycles. On the whole, the business is fairly insulated against cyclical gyrations in the business. 5) MORTGAGES During the year under review, India Infoline acquired a 75% stake in Moneytree Consultancy Services to mark its foray into the business of mortgages and other loan products distribution. The business is still in the investing phase and at the time of the acquisition was present only in the cities of Mumbai and Pune. 6) HOME LOANS

Get expert advice that suits your needs Loan against residential and commercial property Expert recommendations Easy documentation Quick processing and disbursal No guarantor requirement

7) PERSONAL LOANS Freedom to choose from 4 flexible options to repay Expert recommendations Easy documentation

8) INVEST ONLINE India Infoline has made investing in Mutual funds and primary market so effortless. All you have to do is register with the company and thats all. No paperwork no queues and no registration charges.

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9) INVEST IN MF India Infoline offers a host of mutual fund choices under one roof, backed by in-depth research and advice from research house and tools configured as investor friendly.

10) APPLY IN IPOs India Infoline also gives an option to invest in Initial Public Offers (IPOs) online without going through the hassles of filling ANY application form/ paperwork. 11) INSURANCE An entry into this segment helped complete the clients product basket; concurrently, it graduated the Company into a one-stop retail financial solutions provider. To ensure maximum reach to customers across India, we have employed a multi pronged approach and reach out to customers via our Network, Direct and Affiliate channels. Following the opening of the sector in 1999-2000, a number of private sector insurance service providers commenced operations aggressively and helped grow the market. 12) WEALTH MANAGEMENT SERVICE Imagine a financial firm with the heart and soul of a two-person organization. A world-leading wealth management company that sits down with you to understand your needs and goals. 13) NEWSLETTERS The Daily Market Strategy is your morning dose on the health of the markets. Five intra-day ideas, unless the markets are really choppy coupled with a brief on the global markets and any other cues, which could impact the market. Occasionally an investment idea from the research team and a crisp round up of the previous days top stories.

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The India Infoline Weekly Newsletter is your flashback for the week gone by. A weekly outlook coupled with the best of the web stories from India Infoline and links to important investment ideas, Leader Speak and features is delivered in your inbox every Friday evening. AREA OF OPERATION

India Infoline services are available through India Infoline strong network of 1616 branches spread over 445 cities and towns in the country and in some of the foreign countries also. India Infoline is functioning in the following cities of India It service is divided into four zones namely North, East, West and Southern zones of India. COMPETITORS INFORMATION

Indian Financial Market has many leaders providing best of their financial services. This includes the public as well as private organizations. Even the nationalized banks have started different financial services to compete with the players of the private sector. The competitors are like HDFC SECURITIES ICICI SECURITIES RELIANCE MONEY SHERKHAN MOTHILAL OSWA KARVY FINANCIAL SERVICES KOTAK SECURITIES

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CHAPTER-2 Literature Review

Schmidt and George (1986) proved the impact of selection procedures on workforce productivity quantitatively. He describes and illustrates the adaptation of the linear regression- based decision theoretic equations used to estimate the dollar impact of valid selection procedures on workforce productivity to the evaluation of intervention programs designed to improve job performance. Organizational success depends not only on the quality of the people selected into the organization, but also on how they are managed after selection. Specifically, organizations employ many "treatment conditions" or interventions designed to enhance employee performance and productivity. These include training programs focusing on technical and human relations skills, performance evaluation systems, goal setting programs, performance reward and incentive programs, and management-by-objectives systems, among others. Like selection methods, such programs have typically been evaluated in the past (when they have been evaluated at all; cf. Goldstein, 1980) using statistics that are usually difficult for managers to use in decision-making, for example, F and t statistics between training and control groups and their associated p-values. Recruitment, as a human resource management function, is one of the activities that impact most critically on the performance of an organization Margaret A. Richardson (2000). While it is understood and accepted that poor recruitment decisions continue to affect organizational performance and limit goal achievement, it is taking a long time for public service agencies in many jurisdictions to identify and implement new, effective hiring strategies. In some areas, existing laws inhibit change; in others, the inhibiting factor is managerial inertia. This paper discusses some of the strategies that organizations can and do employ to ensure the existence of the best possible pool of qualified applicants from which they can fill vacancies as and when required. It will identify the advantages of each of the strategies, highlight the drawbacks of its use.

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Frank L. Schmidt, (1982) proved that performance increases resulting from improved selection validity . Selection utility analyses based on these empirical measurements were carried out for most white-collar jobs in the federal government. Results indicate that selection of a one-year cohort based on valid measures of cognitive ability, rather than on non-test procedures , produces increases in output worth up to $600 million for each year that the new employees remain employed by the government. Newly hired federal employees remain with the government an average of approximately 13 years, resulting in a total gain in output of almost $8 billion over this period. This gain represents a 9.7% increase in output among new hires. If total output is held constant rather than increased, new hiring can be reduced by up to 20,044 per year (a 9% decrease), resulting in payroll savings of $272 million for every year the new cohort of employees remains on the job. The percentage of new hires in the bottom docile of the non-test-selected job performance distribution would be expected to decline from 10% to about 4%. The utility estimates derived from empirical measurements were 19% to 21% smaller than theoretical predictions from the standard linear utility equations. Such a difference was expected and predicted from known conditions tending to bias the empirical estimates downward in these data. In light of these conditions, the agreement between empirical and theoretical figures was quite close.

The decision to appoint an individual is one of the most crucial an employer will ever take. by Reinholm (2010). The choice, combination and application of methods should be appropriate to the nature of the organization; the position, tasks and responsibilities of the vacant job; and the number and the nature of candidates (Mullins, L. 1996). In this report study is conducted by taking a sample size of 173 respondents who got selected by different sources and result found that interview is the most common selection method among telephone screening, Aptitude tests, Assessment centers, personality tests, reference etc. Interview is usually the central and indispensable element of the selection process. Torrington, D. and Hall, P have defined interview as a controlled conversation with a purpose (Torrington, D. and Hall, P. Personnel Management, 1994).

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The predictive accuracy is found for the type of interviews. Unstructured interviews predictive accuracy is 0.31. Whereas well-structured interviews accuracy is 0.61, it is obvious that a clear interview plan is necessary. The more structured is the interview, the more effective it is likely to be (Green, J. So You Think You Can Recruit Successfully, 1992). In the last part of study it deals with effectiveness of recruitment and selection process. Efficiency is more concerned with the costs of the recruitment and selection process. The financial costs of the process can be clearly identified. Administrative expenses, Selectors time, average cost per recruit, average time lapsed between various stages etc. However, costs should not be considered in isolation. Appointment of unsuitable Candidate may cause to organization a lot of expenses. The ultimate measure of the efficiency and effectiveness of the recruitment and Selection process is how well the new member of staff adapts to the requirements of the organization and makes an effective contribution to the development of the Organization (Tyson, S. and Fell, A. Evaluating the Personnel Function, 1992).

Ashok Chanda (2009) stated Recruitment and selection is a foundation of human resource management (HRM) practices and its integration to business is critical to achieve organizational strategic goals. His study investigates the level at which recruitment and selection practices integrate with business strategies and the relative effects of different levels of such strategic integration on organizational performance in 259 Indian enterprises. The results show the majority of Indian enterprises had a high level of recruitment and selection strategic integration in business strategy formulation and implementation. Moreover, the level of recruitment and selection strategic integration was positively related to growth in market share, profits and sales, employees' satisfaction, employees' productivity, and negatively related to employees' turnover. The implications for HRM practitioners and further research are discussed.

William Leung (2009) in his study based on Job Security and Productivity: Evidence From Academics, has created a dataset from the bibliographic records of the National

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Bureau of Economic Research working paper series and from hand collected data from individual curricula vitae to compare productivity of professors before and after tenure. This paper uses a fuzzy regression discontinuity design with fixed effects and finds that the number of papers produced drops immediately after tenure. Also, the pattern in productivity growth changes from increasing every year to having very little change in the years after tenure. Assuming researchers are similar pre and post-tenure except for the new position, this finding is suggests that tenure causes the decrease in productivity.

Mette Ballebye and Helle Our Nielsen (2008) found that the factors which have a positive impact on workers health and productivity in his report entitled Healthy at work , indicates that the tendency towards increased workloads and job uncertainty is unlikely to change. Therefore, it highlights the need to focus on aspects of the work environment that can contribute to maintaining and enhancing employees health, while ensuring that productivity is sustained and improved. The study highlights the most important work environment factors which lead to better health among employees and, consequently, to better labour productivity and company results. These are:

Maintaining a high degree of influence in the work performed; Having an active job this means having a combination of high demands and a large degree of influence, reward and recognition for the work performed.

Receiving adequate social support from colleagues and executives. Good resources such as influence, social support and acknowledgement in their work this leads to increased motivation and commitment among employees, in turn resulting in better health, well-being and results for the organization.

Team spirit and trust in the competencies of the team especially when there is a high degree of mutual dependence in performing tasks or carrying out projects within the team;

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Fairness, trust and employees perception of support in the workplace these can contribute to better health and improved job performance; Leadership style in particular, transformational leadership, where the manager expresses a common vision for the future; this stimulates employees intellectually, presents a role model for employees, and has a positive impact on their well-being and work results;

Personal resources such as self-confidence and self-respect these factors correlate positively with health and well-being. However, the study shows that high self-confidence can sometimes be unhealthy if the employee has a low degree of influence, as the person will continue trying to obtain something which is not possible.

The conclusions of the report, given the shortage of labor, on the one hand, and the high rates of sickness absence among employees on the other. Further studies have revealed that increased demands in the workplace and negative perceptions of the workplace lead to increased sickness absence and low satisfaction with work performance. In this context, the study contributed to finding new solutions for companies, enabling them to maintain and even improve their employees health and productivity.

Ms. Santha Subbulaxmi. S (2002), state that people get sick from stress at work and the cost associated with stress is hence significant to the employer. Han Salye, probably the leading authority on the concept of stress, described stress as, the role of all wear and tear caused by life. Stress can have various effects on the individual as well as on the organization. Clearly not only the individual suffers but the organization may also be affected by absenteeism, work related accidents, turnover and impaired decision making. The inverted U relationship between stress and productivity is from the organizations stand point, management may not be concerned when employee experience low to moderate level of stress. Such levels may lead to higher employee performance. But high levels of stress or even low levels sustained over a long period of time, can lead to reduced employee performance and thus require action by management. From the

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individuals standpoint even low levels of stress are likely to be perceived as undesirable. Undoubtedly in every organization, a small group of the working population suffers from stress. If the management consider stress as an individual problem and not as a management problem, then they have to meet out with the loss due to absenteeism, turn over, total cost of work-related accidents and work that is not up to the standards. The organization should handle stress positively to increase the productivity.

Yehuda Baruch (2004) worked on job performance and prosocial behavior at work using several variables that to date have received little or no attention in the literature. It focuses on employees need for control, need for achievement, and the more commonly studied variable of organizational commitment as direct predictors of prosocial behavior and ultimately as indirect antecedents of job performance. Eight hundred and forty-six employees from 41 organizations participated in the study. Structural Equation Modeling (SEM) supported a direct relationship between need for achievement and job performance. However, no relationship was found between need for control and job performance. Moreover, when both personality variables were controlled for, the effect of prosocial behavior and commitment on job performance disappeared. This finding suggests that further work on the mediating effects of prosocial behavior and commitment on job performance is needed. Additional suggestions are given about the relationships among, and implications of, prosocial behavior, job performance, attitudinal, and personality variables.

Tahira M. Probst (2007) Organizations frequently downsize in the hopes of creating a lean

and mean company able to be flexible and quick to adapt to changing environmental needs. The purpose of the current research was to assess the effects of job insecurity on productivity, counter productivity, and creativity in a simulated organizational environment and a field setting. In the first study, 104 non-traditional undergraduate students (M 30:4 years) participated in a laboratory experiment that manipulated the threat of lay-offs (job insecurity) and measured creativity and productivity over two time periods. Compared to control group participants, results indicate that participant

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productivity increased in the condition of higher levels of job insecurity, whereas creative problem solving decreased. In the second study, 144 employees in five organizations completed a survey measuring their job insecurity perceptions, enactment of counterproductive work behaviors, and creative problem-solving ability. Regression analyses indicate that job insecurity predicted lower creativity scores, yet was also related to lower numbers of counterproductive work behaviors. Taken together, these studies suggest that job insecurity may have adverse effects on creativity, yet moderately beneficial effects on productivity. Results are interpreted in light of the increasing prevalence of job insecurity and organizational downsizing in todays workplace.

Dr. Peggy Brewe (2007) explained the relationship between job satisfaction and worker productivity and the potential impact that the work environment may have on the two. Ever since the concept of Quality of Work Life (QWL) was recognized over 30 years ago, studies examining job content and job context as related to job stress, job satisfaction, and the recruitment, retention, and motivation of employees have abounded. Listings of "great places to work" in publications including Fortune, Business Week, and the Great Place to Work Institute often focus on the quality of management, availability of sufficient support staff, and a strong workplace culture, among others, as prominent factors in creating a positive work environment (Wahl, 2006). The design of the physical workspace, especially in a production setting, received widespread attention during the Industrial Revolution with the recognition of the importance of creating an effective and efficient workplace environment.

Taylor (1911) organizations continue to invest in means and methods to improve worker productivityincluding redesigning work and the work environment (Wallace, 2000). However, Mosby (2000) contends that while organizational resources such as people, technology, information, and capital management continue to evolve to support organizations in a changing environment, for the most part, the physical workspace environment has not.

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The purpose of this article is to examine the perceived impact on productivity and job satisfaction of business faculty members at a regional university moving into a new building with accompanying new furnishings and technology. If one accepts the tenet that job satisfaction does indeed impact employee absenteeism and turnover, as research indicates, then universities would be remiss to discount the importance of a conducive work environment on job satisfaction. Additionally, although the relationship between job satisfaction and productivity is not necessarily a causal one, experts agree that there is often a strong correlation between satisfaction and productivity (Robbins &Judge, 2007). Therefore, an examination of the impact of certain variables (including building facilities, equipment, and technology) on job satisfaction and productivity seems not only an appropriate but necessary endeavor for colleges and universities. The fact that the "business" of a university is education does not make it immune to some of the same issues/concerns/ realities of business/industry.

Tomoki Sekiguchi (2004) describes the concept of person-environment (P-E) fit, which is defined as the degree of congruence or match between a person and environment, has long been prevalent in the management literature (eg., Holland, 1997; Kristof, 1996; Pervin, 1968; Schneider, 1987). Among the various types of P-E fit, researchers most extensively studied person organization (P-O) fit and person- job (P-J) fit. P-O fit refers to the compatibility between a person and the organization share similar characteristic and/or meet each other`s need (Kristof, 1996). P-j fit refers to the match between the abilities of the person and demand o the job or the desires of the person and the attributes of the job (Edwards, 1991). This study reviews the recent advancement of research on PO fit and P-J fit in the employee selection because these two types of fit are considered to be most influential in the employee selection process. First, the literature on P-E fit, which is an overarching concept of various types of fit, is reviewed to understand the complex and multidimensional nature of P-E fit concept. Second, conceptualization and empirical finding on P-O fit and P-J fit is reviewed. Third, research on P-O fit and P-J fit that is specific to the employee selection

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context is reviewed in detail. Finally, some underdeveloped research areas are discussed and suggestions for the future research are offered.

Jennifer S. Skibba (2002) present investigation is to evaluate how personality and job

satisfaction affect job performance in employees at a Central Wisconsin fire department. Through a process of conducting assessments and gaining access to performance evaluations completed at the department, interactions between the variables was seen. The main effects found were that Factor C (Emotional Stability) and Factor F (Liveliness) of Cattells 16 PF had positive correlations with job performance, while Factor H (Social Boldness) had a negative relationship with job performance. The global factor of Realistic on the 16PF also has a positive correlation, as did Self-Esteem and Leadership Potential. Social Sensitivity had a negative correlation. The Positive
Affect scale of the Positive and Negative Affectivity Scale also had a positive correlation with job performance. Other significant relationships between the variables were found, including scores on the Job Descriptive Index with Factor E (Dominance). Differences between groups, according to job tenure, were not found. The main objective of finding relationships between the personality and job performance was conclusive, as some of the variables did relate to job performance. Job satisfaction was also taken into consideration and there were also variables that correlated with personality.

Olu Ojo (2009) research study assesses empirically the impact of corporate culture on employee job performance as well as organisational productivity using Nigerian banking industry as the case study. We try to ascertain if organizational culture affects employee job performance, and to formulate recommendations regarding corporate culture and employee job performance. In order to achieve the above objectives, the following research questions were asked: Does corporate culture have any effect on employee job performance? And in what way does corporate culture impacts employee job performance? Two hypotheses were advanced: (i) There is no positive relationship between organizational culture and employee job performance, and (ii) There is no positive relationship between corporate culture and organizational productivity in

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Nigerian banking industry. The study uses survey research method. The case study companies were selected using stratified and simple random sampling techniques; while our respondents were selected using simple random sampling technique. The findings of this study are that a large number of respondents (57.7%) strongly agree that corporate culture has effect on employee job performance, and that 48.7% of the employees also agree that corporate culture determines the productivity level of the organization. These findings made us to accept our two alternative hypotheses and reject the null hypotheses because in both cases the calculated values of chi-square are greater than the tabulated values.

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CHAPTER-3 Research Methodology

Formulating the Research Problem The research problem central to this paper is to study the recruitment and selection process and its impact on the job productivity of employees. To understand these elements a study was conducted in the Zonal branch of India Infoline, Bangalore.

Research Design Descriptive research design is used in the present study.

Research Instrument The type of survey conducted required questionnaires to analyze recruitment and selection process and barriers of job productivity. The questionnaires consisted of

structured questions. The depth interview was conducted with open ended questions which is administered to the HR team of IIFL.

Scale The questionnaire consisted of close ended questions which helped the researcher in knowing their views on aspects of recruitment and selection. For the purpose we used structured questionnaire. They were analyzed on various parameters on a scale of 1-5 where 5=strongly agree and 1=strongly disagree. To analyze the impact of recruitment and selection on job productivity depth interview was conducted with open ended questions.

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Data Collection Method The data collected was a mix of both primary and secondary data which is stated below. Primary Sources:

The primary sources were the employees who were interviewed for and asked to fill up the questionnaire. The questionnaire was structured. The employees belonged to Human Resource Department only.

Secondary Sources

Various sites were visited to read on importance of recruitment and selection on job productivity.

OBJECTIVES: To study: Best source of recruitment and problems related to recruitment and selection process. The barriers of job productivity in the company. Impact of recruitment and selection process on job productivity.

Sample Size

Sample size consists of 14 employees from HR team.

Sampling Procedure

It was a convenience sampling. Employees belonged to Human Resource Department at Zonal branch of India Infoline Ltd, Bangalore. Firstly, the questionnaire was distributed personally to all employees. The questionnaire was collected maximum in 1-2 days from the date of distribution according to the time and date given by the employees. Second special appointment was taken from each HR team members to gain more insight about

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functioning of recruitment and selection process and its impact on job productivity of employees.

Limitations Small sample size. Personal Biasness.

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CHAPTER-4

Recruitment & Selection Process at IIFL

Since all the aspect of any concept needs practical example. Recruitment and selection process at IIFL will make us understand better about the recruitment and selection process.

Figure 4.1 Recruitment and selection process at IIFL

Man power Requisition Form- Quarterly

To fill vacancies as per Monthly/ Quarterly Budget. For replacement for existing positions

Sourcing begins short listing resumes

Match JD/JS through Database ER/ vender/ job portal/ Advertisement sourcing Match experience and Qualification Match Salary band

Candidate information form .

HR Round

HR Officer Fills HR assessment sheet of candidate

Technical interview

By Territory manager/ Sales manager

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Reference check/ Background verification

HR Officer inquires about the candidate and fills reference form and summit to HR head

Salary Negotiation

Taken by Assistant Vice President and HR Head Online test according to the position applied

Online Test

Offer Letter

Documentation

Recruitment and selection process at IIFL

Recruitment and selection process in IIFL is centralized. Recruitment and selection in IIFL starts with the first step of Manpower Requisition form given by each branch to the Zonal branch which contains requirements of each branch. This form is sent by all Branch Managers to the HR head after the approval of Territory Manager whenever there is a new vacancy or need to replace the existing one. As soon as HR team gets requirement it starts sourcing for the vacancies as per requirement send by branch manager of each branch through manpower requisition form. HR officer source candidates in the following ways: 1) Employee Referrals- Employee referral is an internal recruitment method employed by IIFL to identify potential candidates from their existing employees'

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social networks. An employee referral scheme encourages a company's existing employees to select and recruit the suitable candidates from their social networks. As a reward, IIFL pays the referring employee a referral bonus. Recruiting candidates using employee referral is widely acknowledged as being the most cost effective and efficient recruitment method to recruit candidates. Referral schemes claim the benefits to be an improved candidate quality, fit, and retention levels, while at the same time delivering a significant reduction in recruitment expenditure. However, there are a number of potential drawbacks. One of the greatest concerns tends to be that relying too heavily on employee referrals could limit diversity in the workplace, with new staff recruited in the likeness of existing employees. But, provided that there is already a diverse workforce in the organization. 2) Job Portals- IIFL HR team has an access with two main job portals which are www.naukri.com and www.timesjobs.com. IIFL pays around 2 lakhs of each job portal per year. Job portal facilitates for posting the position with the job description and the job specification on the job portal and also searching for the suitable resumes posted on the site corresponding to the opening in the IIFL. It also provides with an option of mass mail for the shortlisted candidates. With the help of job portals we can find the candidates according to the job specification and job description. One of the problem associated with job portal is, it is difficult to hire the shortlist the suitable candidate out of huge database present on Job portals. Its a time consuming process as well. 3) Consultancy- Consultancy is other main source for selecting candidates. Recruitment consultant aims for a "win win" situation between candidate and company. Their role to ensure they provide an impressive shortlist of candidates who meet the criteria vacancy requires. They are also known as headhunters. Once HR Officer gets Manpower Requirement form he passes all the requirement to the consultancies which has tie- ups with IIFL like Anvya Consultancy, HMS consultancy, Braintree consultancy, Frandis groups, Shinewell consultancy etc.

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HR officer shares the job description of the position with the consultancy. It is the consultant's role to ensure a candidate has all of the information about a role to enable them to decide whether they are interested in it. If they are, thorough details regarding both the position and the company are given to ensure you have the best chance of securing the role Consultancies shortlist the candidate and send the resume to HR Officer. HR officer goes through the resume and tells the consultancy to line up the screened candidates for interview. HR Officer provides feedback to consultancy about the sent candidate has been selected or not. Once the candidate is selected through the consultancy IIFL pays 5% of the average of the 3 months salary of the candidate. As soon as candidate completes 15 days in the company consultancy sends invoice and check is issued by HR Officer in the favor of consultancy. If the candidate leaves before 15 days than no payment is done to the consultancy. If the selected candidate leaves within 45 days of joining date than consultancy has to provide the candidate for the same position without any extra charges. 4) Campus Placement- Placement coordinators gives their proposal to HR Officer to call IIFL for the campus placement. IIFL goes with a team of 6 to 7 members for company presentation. If the number of students who applied for IIFL is much in number than then students has to clear the Aptitude test given by IIFL. Selected candidates are given with GD or role play and then out of them selected once are called for second round of interview in the company. If the number of students is less then, they are only screened through GD and then called for second round in company.

When candidate comes for interview in the company he has to fill candidate information form along with it he has to submit a copy of his resume. HR Round-HR officer conducts the interview with question to make sure candidate skills matches with job requirements. He ensures candidate meets the laid down parameters necessary for a job position. HR officer fills the interview evaluation sheet and submit it the Recruitment team.

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Technical round- This round is taken by Sales Manager or territory

manager.

This round is to check the experience of the candidate in the share market to inline with job requirement. Reference check and Background verification is other challenge for HRs in today`s scenario. It deals with contacting previous employers of the job applicant to determine his or her job history. To check that candidate should not be indulged in any illegal activity in the previous company. HR Officer of IIFL calls the HR of candidates previous company and fills Reference check form and submits it to HR head. Reference check is also done by contacting colleges and universities to make sure candidate has provided the correct information about himself. If the candidate`s information does not matches with what he has provided to company he is rejected and not allowed for next round of interview. Salary negotiation, it is done after reference check and this round is taken by HR Head and Assistant Vice President of the IIFL that is Mr. Sanjay Reddy. Salary negotiation mainly done on the basis of experience applicant has in last company and on the basis job profile he has in the last company. Online test- Online test is mandatory requirement irrespective of any level of employees. Job applicant has to pass in online recruitment test. This test varies according to job profile of applicant and with number of experience for example a candidate has applied for Relationship Manager in the company he will have teat which would be having mainly aptitude and sales related questions. If a candidate has applies for Sales manager he will be having questions related to stock market, Demat accounts and a few aptitude questions. Job applicant has to pass in all section of the test. Result is generated as soon as candidate submits the online test. Once the candidate clears the online recruitment test he is been called for collecting his job offer letter and for submission for all important documents to create employee code and id. With this last step of recruitment and selection process completes with selection of right person is sieved through many rounds of selection process.

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CHAPTER-5 DATA ANALYSIS & INTERPRETATION

Fig-4.1: Best Source of recruitment4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 Higher level Middle Level Lower Level

X- axis is the mean values of inputs of respondents which range from 5 to 1, 5= Strongly agree, 4= Agree, 3= Neither agree nor disagree, 2= Disagree, 1= Strongly disagree. For higher level of employees consultancy is the best source of recruitment. For middle level of employees consultancy is the best source of recruitment. For lower level job portal is the best source of recruitment.

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Fig-4.2: Recruitment and selection problems in IIFL

4 3.5 3 2.5 2 1.5 1 0.5 0 Inadequate Poor prior High salary High supply work history expectation recruitment and selection cost Inadequate knowledge and skills Higher level Middle Level Lower Level

X- axis is the mean values of inputs of respondents which range from 5 to 1, 5= Strongly agree, 4= Agree, 3= Neither agree nor disagree, 2= Disagree, 1= Strongly disagree. For higher level of employees high recruitment and selection cost is the main problem during recruitment and selection process. For middle level of employees high salary expectation is the main problem during recruitment and selection process. For lower level of employees inadequate knowledge and skills is the main problem during recruitment and selection process.

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Fig-4.3: Barriers of job productivity

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 Excessive Absenteeim Poor job security Poor growth Poor work Work stress aspects environment and poor work life balance Higher level Middle Level Lower Level

X- axis is the mean values of inputs of respondents which range from 5 to 1, 5= Strongly agree, 4= Agree, 3= Neither agree nor disagree, 2= Disagree, 1= Strongly disagree. For higher level of employees work stress and poor life balance is the main job productivity barrier. For middle level of employees poor growth aspects is the main job productivity barrier. For lower level of employees poor job security is the main job productivity barrier.

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Impact of Recruitment and Selection Process on Job Productivity To observe the impact of recruitment and selection on job productivity an in-depth interview was conducted with the HR team of IIFL. When question was asked from respondents whether source of recruitment can affect job productivity of employees. According to 70% of responses job productivity is independent of the source of recruitment. An employee will give the productivity irrespective of the source from which he is selected. But according to the 30 % of responses, If HR selects a candidate from a consultancy company has to pay the 5 % of average 3 months salary of the employees. Thus before selecting any candidate from consultancy HR analyze him strictly on all the parameters of selection like Personality, creative thinking, decision making ability, team handling aspects etc. After analyzing all these parameters only HR selects the candidate. But if a job applicant is selected through advertisements or through campus placement company has not pay anything extra after selecting the candidate. Thus in many cases the candidate selected through consultancy responsible for generating more business for the company. Respondents were asked what changes in Recruitment and selection process should be done to improve the job productivity. According to the respondents the main job productivity barriers which can be minimized by an effective recruitment and selection process are poor job security, absenteeism, poor growth aspects in the company and work stress. From the response of respondents we will try to understand how they can be handled during recruitment and selection process. Poor job security V/s job productivity If we go by simplest definition of job security its the employee will continue working in the organization. An employee will only continue in the organization once he is satisfied with what he is getting from the organization. Once the employee found out that

company`s competitors can pay him more for the same services he is providing to the company this could lead to seed of insecure job.

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There is a necessary requirement for the company to maintain a balance between cost and benefit of job security. For example benefit in terms if an employee has high job security he will his best to the organization and will take his job as a investment in the organization but if person knows he is not stable and any time management can take hard decisions against him he will not perform as per expected out him. One more case would be if an employee knows that, he is the right hand of the boss than he knows there are very less chances for him to separate from organization. When an employee realizes his importance than at last he becomes lazy to work and his performance goes down. IIFL makes sure that employee should feel secure about his job in all aspects like exposure he is getting, designation he is working, Compensation he is getting etc. An employee should not feel that other person on the designation is getting more than me for the same work within the organization or in other organization. Employee should be motivated to keep remain in the company by acknowledging his contributions in the public. Employee should be treated as, are one of the crucial contributors to the company`s growth. Culture should give a feeling of ownership to the employees. Employees should feel pride getting associated with company. If the employee is satisfied with work, designation and compensation of his efforts he will hardly leave the organization and his will be committed to the organization. He will grow the organization rather than growing with the organization. Thus, while recruitment employee should be properly and very transparently told about his compensation and benefits he will get by associating with the organization. They should be very clearly told about their job profile. If while recruitment process only they would be told everything very transparently then the fear of job insecurity will reduce. Absenteeism Vs job productivity Absenteeism- According to the respondents absenteeism is not which is very specifically associated with IIFL. Today if we see any organization we will find absenteeism is problem for every organization or business. It not only affects the job productivity of the

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employees but also adds cost to the company. Including these factors it also creates a burden on other team members. Absenteeism can be of two types 1) Approved Leave- Approved leaves are covered under the company policy and given only after approval of the head of the department. These dont create much problem in the organization till they are properly arranged by the head of the department. 2) Unapproved Leave- These are not included in the policies and these leaves are taken without approval of management. Now we must look factors which can lead to absenteeism in the company like health problem and stress. These are the main reasons for absenteeisms in the company. Health problems are the main reason for taking leaves frequently. This could be because of the reason that during selection of lower level employees medical checkup is not being done in IIFL. As mainly lower level employees like Relationship Managers have set of list of his clints to whom they need to invest for the shares and if a Clint want to invest he is familiar with one employee of the company and that employee is absent most of the time than he start losing the confidence on the employee and company as well. This will not only decrease the productivity of the employee but company will also affect the image and business of the company. As in financial sector especially broking companys stress is one of the deriving factor for absenteeism. Share market is very volatile and no one can predict about it always correctly. Thus while recruiting every level of employees it should be made mandatory to submit the documents for medical fitness. As for level its a marketing job like to sell DEMAT accounts for IIFL and if person is not well than definitely he wont be able to approach customers. It will not only affect employee productivity but as a whole it will also affect the overall business of the organization.

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Poor growth aspects Vs job productivity; Whenever an employee joins the organization he not only looks at compensation, culture, job profile but he also looks for the growth opportunities in the organization. When an employee feels now he cant grow further or he got the maximum exposure than he will try for changing the company. Or he will not be interested as there would be nothing left for him to achieve in future and finally leave the organization. Thus during recruitment and selection process an job applicant should be made clear about his growth aspects in the company.

Work stress Vs job productivity As IIFL is in the financial sector and no one can predict about market ups and downs. For every level of employee each day is a stressful day they dont know when the invested shares will go down. Recently in June sensex went down and every investor lost lakes of rupees in one second. For freshers who has to open minimum of DEMAT accounts, they also face lot of stress during their work. For example a Relationship Manager is costing 12000 rupee per month to IIFL. He has to create a business of triple than his salary, if he fails to do so he would be given an extension of two months to improve his performance. In case he fails to do so, he has to leave the organization. Stress is not only confined to lower level it is more haunting for middle and higher level also for example in any vertical of IIFL there are teams of 5 branch managers they have to compete not only with the teams of their vertical but also with other verticals. In the same manner, Territory manager for each branch has to see the performance of their branch managers and try to get maximum business in all verticals of IIFL. Not only stress work life balance is the other main reason responsible for hampering the job productivity. If any employee has any personal problem it will be difficult to manage work and personal problems together which hampers his job productivity. Stress is also caused by excess absenteeism employee will take leave to relax but they realize that they piled up lots of work at the end and feel stress and unable to manage with that much of work.

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Thus, while recruitment and selection process the candidate must be checked that whether job applicant can sustain in that stressful environment of the company. Whether he has already worked under same work conditions in his earlier company or not. To make sure that he could cope up with any stressful situation arising during the work and perform as per company expectation.

FINDINGS

For higher level of employees, consultancy is the best source of recruitment, high recruitment cost is the problem of recruitment and selection process and work stress and poor work life balance is the main job productivity barrier.

For middle level of employees, consultancy is the best source of recruitment, high salary expectation is the problem of recruitment and selection process and work stress and poor growth aspects is the main job productivity barrier.

For lower level of employees, job portal is the best source of recruitment, inadequate skills and knowledge is the problem of recruitment and selection process and work stress and poor job security is the main job productivity barrier.

In the current recruitment and selection process only higher and middle level employees are asked for medical checkup it should be made mandatory for everybody irrespective of any level, this could decrease the absenteeism in the company arising due to health problems.

In the recruitment and selection process online test is the last step. Suppose candidate has cleared all the rounds of recruitment but at the last step he could not clear in the online test then, all the efforts time and energy of recruiters get waste. To avoid this online test should be made mandatory at the second or first step of

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the recruitment and selection process. If the job applicant clears the test than only he should be allowed for further process. Decentralization of HR team should be done, as all the verticals have different requirements for their branch for example in gold loan branch there is completely different manpower requirement as compared requirements from other verticals. If there is decentralization, HR of the particular vertical can handle and can choose candidate according to the needs of their vertical more efficiently and effectively.

With decentralization time to close down a position will also decrease. For example currently branch managers has to fill the manpower requirement form and mail to recruitment team but if they have a small team of HR in main verticals than there will be no delay and that team can exclusively work for their vertical.

Currently, whenever there is a need for issuing the offer letter. Candidates has to come to the Zonal branch for collecting his offer letter and joining kit and for submitting his documents but with decentralization they can get it from the same branch to which they have to report.

When a candidate is selected he is been sent to the vertical to which he has to report if get selected for technical round of interview. With decentralization candidate has not to move first to Zonal branch for HR interview and to the reporting branch for the second round. It will decrease the time to close a job position.

The problems related to job productivity can be reduced by an effective recruitment and selection procedure. If during recruitment and selection process a candidate is selected by keeping all factors like stability, attitude, personality,

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motivational factors, team building and team player etc. Then the problems of job productivity can be reduced to an extent.

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CHAPTER-6 CONCLUSION
From the findings of the project it can be concluded that

RECOMMENDATIONS

1. Decentralization of HR team. 2. Medical checkup should made mandatory for all level of employees. 3. Online test which is currently the last and necessary step for selection should be first or the second step in the recruitment and selection process.

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REFERENCES

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