swati1-0gg

7/28/2019 swati1-0gg

http://slidepdf.com/reader/full/swati1-0gg 1/71

A

TRAINING PROJECT REPORT

ON

STUDY OF ADVERTISMENT STRATEGY OF

IDEA CELLULAR LTD.

In partial fulfillment for the

BACHELOR OF BUSINESS ADMINISTRATION

(2009-2012)

Submitted To: Submitted By:

Man Mohan Sharma

Mr. R.D. Gupta

FACULTY BBA

6373501

SYADWAD INSTITUTE OF HIGHER EDUCATION &RESEARCH

Adjacent to River Park,Delhi Road, Baghpat, U.P. - 250609

Ph.: (0121) 2222093

7/28/2019 swati1-0gg


7/28/2019 swati1-0gg


DECLARATION BY LEARNER

I Man Mohan Sharma hereby declare that the Project titled STUDY OF

MARKETING STRATEGY OF IDEA CELLULAR LTD. is an Original

piece of work. It has been submitted in partial fulfillment for the Award of the

Bachelor of Business Administration.

Date:

Place: Meerut

7/28/2019 swati1-0gg


ACKNOWLEDGEMENT

I take the opportunity to express our gratitude to all the concerned people who

have directly or indirectly contributed towards completion of this project. I

extend my sincere gratitude towards Mr. Sanjay Kumar Marketing Manager at

Idea Cellular for providing the opportunity and resources to work on this

project.

I am extremely grateful to Mr. R.D. Gupta (HOD, BBA Department)

mentor for his guidance and invaluable advice during the projects I would also

like to thank Mr. N.K. Punia (Director).

At Last I would like to thanks my parents and friends for their support.

7/28/2019 swati1-0gg


INDEX

2 Company Certificate3 Declaration by learner

4 Acknowledgement

5 Preface 5

6 Introduction about the study 7

7 About the Industry 10

8 Objectives 15

9 Company Profile 1610 Literature Review 32

12 Research Methodology 40

13 Data Analysis 44

14 Conclusion 60

15 Findings 61

16 Recommendations 62

17 Limitations 6318 References 64

18 Annexure 65

7/28/2019 swati1-0gg


PREFACEIn modern Industrial system, production is result of the joint effort of

all the factor of production, which are land, labour, capital, organization and

entrepreneur. Out of all these, the labour factor is most active. It controls the

other factor in order to get the maximum output at minimum cost.

The recruitment and selection is very important term for any

organization. All type of Industry need the right person to perform the work.

Without skilled employee any organization cannot do progress. So in this term

the recruitment and selection process perform very important role. In the

NELCO it is more important because the organization have to need the

excellent and skilled employee to increase the sales and quality of sports

goods. Manpower are the backbone of the any organization, therefore it

becomes necessary to select and recruit right manpower. Without it no any

organization can smoothly run. For smoothly and efficiently running of theorganization the management has to need the skilled and prospective

employee.

For me it was a great opportunity to have study on such an important

aspect of any manufacturing industry. I found it very interesting to see

recruitment and selection measures so closely at NELCO.

I observed that recruitment and selection are among some of the very

important function of Human Resource department. It was the main reason

that compels me to choose this topic for the my project.

The human resource is the only resource, which produces an output

greater than its input, it is the only resources which have feeling and improve

its skill and efficiency through experience and with the passage of time. Thus

7/28/2019 swati1-0gg


it is very necessary to seek the cooperation of the human force, to get the

maximum benefits out of the efforts.

7/28/2019 swati1-0gg


Chapter 1

INTRODUCTION ABOUT THE STUDY

Recruitment and Selection

Introduction:

Recruitment and Selection system in Industries had become vital for

maximum output and effective business results.

This study will provide sufficient information about Recruitment and

Selection systems carried out in NELCO a Sports Goods Manufacturing

Company .

Meaning:

Recruitment and Selection system refers to sourcing and building efficient

Human Resource to the organization to attain its objectives.

This policy compiles with, and supports, the Company’s Equal Opportunities

Policy by:

Ensuring that every stage of the recruitment and selection process is

carried out in a systematic way, based on pre-agreed criteria, to

eliminate the potential for personal bias affecting the decision making

process.

Ensuring that all decision points are fully documented to assist with

subsequent monitoring.

Making the whole procedure as open as possible, to ensure that all

candidates understand why decisions have been taken and, where they

wish, to obtain meaningful feedback.

Enabling demonstration of robust, transparent processes and thereby

providing a basis for defense in the event of challenge.

7/28/2019 swati1-0gg


There are seven main stages to the procedure:

Pre-advertisement

placing advertisements and dealing with enquiries and

applicants

short-listing

interviewing and selection

Post-selection procedures

Induction

monitoring

Analyzing Your Workplace:

To assist you analyze your workplace to identify recruitment or selection

issues for women, we suggest you:

revisit your workforce profile to find where your female employees

are.

consult with your employees.

examine your existing recruitment and selection policies and practices.

Developing Policy and Procedures

Put in place a policy requiring recruitment and selection processes to

select the best person for the job.

Develop a quality, consistent process for recruitment that delivers

diverse recruits.

Have a recruitment strategy that links to your business plan, and to a

strategy to retain employees.

Reviewing Recruitment and Selection Opportunities

Monitor each stage of the recruitment process to identify any

practice that may disadvantage some candidates.

7/28/2019 swati1-0gg


Investigate whether women have equal opportunity in the

recruitment and selection process by collecting information on the

numbers of men and women:

applying for positions

being short-listed

being interviewed

being appointed, and

Survey staff about their perception of equity in recruitment

procedures.

Consider collecting diversity information as part of the process.

There could be a pool of diverse candidates you’re not reaching or

unnecessarily excluding.

Reviewing Job Descriptions:

Ensure all job profiles/descriptions reflect the real requirements of the

job, rather than describing the person who filled that job previously.

Write job profiles in language that encourages both men and women to

apply – including women of and Differing backgrounds. For example,

avoid use of jargon and acronyms that tend to be exclusive.

7/28/2019 swati1-0gg


ABOUT THE INDUSTRY

The sports goods industry of India has its roots in Sialkot, Pakistan. When

India was partitioned in 1947, many of Sialkot's skilled Hindu craftsmen

migrated across the border into Punjab, settling in Jalandhar, where the Indian

sports goods industry is now based. The Indian sports goods industry has

expanded to include the areas of Meerut, (Uttar Pradesh) and Gurgaon,

(Haryana). Most of India's sports goods are exported to the United Kingdom,

The United States of America, Germany, France and Australia. The industry is

mainly concentrated in Jalandhar and Meerut.

The sports goods industry in India has witnessed a phenomenal growth over

the past five decades and now occupies a place of prominence in the Indian

economy in view of its massive potential for employment, growth and export.

There has been an increasing emphasis on its planned development, aimed at

optimal utilisation of resources for maximising the returns, particularly from

exports.

The Indian sports goods industry manufactures 318 items. However, major

items that are exported are inflatable balls, hockey sticks and balls, cricket bats

and balls, boxing equipment, fishing equipment, indoor games like carrom and

chess boards and different kinds of protective equipment. The Indian sports

goods industry is a highly labour intensive industry which provides

employment to the weaker sections of society and also employs a large

number of women.

7/28/2019 swati1-0gg


Indian Sporting Goods are well known around the world and have made a

mark in the global sports goods market. They have established their identity in

many countries across the world, irrespective of whether they belong to the

developed, developing and Eastern Block including CIS Countries. The

industry, which operates at the cottage industry level has emerged as a

principal and reliable supplier of quality sports goods to the international

market.

The Indian Sports Goods industry, which exports nearly 60% of its total

domestic output to the sports loving people the world over, has matured into a

globally competitive & creative entity. Be it a cricket bat or a hockey stick or a

football , the contribution by the Indian sports goods industry to the

international sports goods market has been remarkable.

The sports goods industry in India is largely concentrated in the cottage and

small-scale sector. Hence there is a paucity of resources for technology

upgradation and effectively marketing of the products. This industry is highly

labour intensive, providing employment to the weaker sections of the society

and also employs a large number of women work force.

Steps Towards Development

A creative approach and a sense of responsibility to the society at large,

characterizes the Sports goods industry. It has devoted itself to meet future

demand by innovating new products, for new markets. The economic reform

7/28/2019 swati1-0gg


process underway in India and the liberalised industrial policies, have

motivated the small scale units, which have remained the hallmark of the

industry, to achieve the goals set forth by the Government.

The Indian Industry is seeking joint ventures

and technical collaborations preferably with buy back arrangements, for the

sports goods items having vast export potential and hitherto not manufactured

in India. Already a number of manufacturing-cum-marketing collaborations

have matured in certain non-traditional disciplines. Many more are in the

offing, with the help and assistance of the leaders in the sports world.

Sports goods industry of Meerut

Meerut ranks Third in India in the rate of urbanisation and has the highest

density of population at 400 persons per square km, as per the 1991 census.

The reason for this is growing industrialisation. Industrial production of sports

goods began on a small scale during the late forties. Over the years, the sports

goods industry has grown at an impressive rate and of late Indian sports goods

are also exported to different countries. Rough estimates suggest that today

Meerut has more than one hundred major industries and about 10,000 small-

scale industries with a most conservative estimate of an annual turnover of

approximately Rs 200 crores.

7/28/2019 swati1-0gg


In Meerut, about 60 per cent of the sports goods that are manufactured

comprise of different kinds of inflatable balls and Bats. Besides inflatable

balls, the other sports goods that are largely manufactured are badminton

racquets and shuttle cocks, cricket bats and balls, different kinds of gloves and

protective equipment.

In Meerut, three kinds of establishments are usually found:

i. Big establishments: These are generally geared to exports besides

catering to the domestic market. like National sports, Maxwel exporters,

Nelco, and Bhalla Sports

ii. Small establishments: These usually manufacture sports goods for the

domestic market. Both the big establishments as well as the small

establishments are registered either under the Factories Act, 1948, or under the

Shops and Establishment Act of the state of Punjab.

iii. The unregistered units: These are found particularly in the urban

pockets of Meerut. These units are mostly small home-based units which are

usually run by the family members, but at times with the help of a couple of

hired employees. These units do not have a direct access to market. It has been

seen that many a times when the big establishments - especially exporters - are

not able to cope with large orders from their foreign clients, distribute a share

of the production to these small unregistered, home- based units.

7/28/2019 swati1-0gg


• The sports goods industry in India is nearly a century old and has

flourished due to the skills of its workforce

• A robust growth rate of 14.7 per cent in exports indicates a sizeable

opportunity for India in this sector

• Being labour-intensive in nature, the Indian sports goods industry

provides employment to more than 5,00,000 people

• The sports and leisure goods retail market in India was valued at US$

17.7 billion for 2007-2008. The market grew at the rate of 18 per cent over

2006-2007 in value terms, primarily due to outlet expansions by industry

players

• The nucleus of the industry in India is in and around the states of

Punjab and Uttar Pradesh; Jalandhar (Punjab) and Meerut (Uttar Pradesh)

together account for nearly 81.8 per cent of total domestic production with

more than 3,000 manufacturing units and 130 exporters present in these two

towns

• About 60 per cent of the sports goods manufactured in Meerut are

different kinds of inflatable balls and provide direct employment to more than

thousands of workers.

The industry also has a presence in Mumbai, Kolkata and Chennai, albeit at a

lower scale

7/28/2019 swati1-0gg


CHAPTER 2

OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:

To find the Recruitment and Selection System in the organization.

To study the process of intake of employees with relation to

Experience, Communication skills and Qualification in the

organization

7/28/2019 swati1-0gg


Chapter 3

ABOUT THE COMPANY

Nelco, established in 1942 at Lahore in undivided India and reborn in 1950 at

Meerut after partition of India, Nelco is one of the largest selling Athletic

Equipment Brand worldwide. Nelco Track & Field Equipment have been used

and have won medals at all Major Athletic Events Worldwide including the

Olympic Games.

The big success came during the 1982 Asian Games in New Delhi, when

Nelco was selected as the Offical Equipment Supplier. Nelco Equipment was

selected for the use at the 1991 World Athletic Championship at Tokyo for the

first time. It continued its success into the 1992 Barcelona Olympic Games.

Ever since then Nelco Athletic Equipment have been selected for use in all the

Olympic Games, World Athletic Championships, Asian Games, Common

Wealth Games and all the other major athletic events.

We sincerely thank our Dealers and the Sporting Fraternity for their constant

support and co-operation over the years to enable us to innovate & design new

equipment and in helping us to create a quality concious market.

NELCO LOGO

7/28/2019 swati1-0gg


Manufacturers & Exporters of :

Track and Field EquipmentPhysical Exercisers & Weight Training Equipment

Regd. Office. B-15-16, Sports Goods Complex,Delhi Road,Meerut-250002 (U.P.)INDIATelephones :Fax :+91 - 121- 2511149+91 - 121 -2514117

+91 - 121 -2515425

+91 - 121 - 2512339Website :E-mail :[email protected]

mailto:[email protected]



7/28/2019 swati1-0gg


Super Spin Discus

Low Spin Discus

Wood Discus

Rubber/Training Discus

Discus Accessories

http://www.nelcoathletics.com/product-line/discus/discus_accessories.htm

http://www.nelcoathletics.com/product-line/discus/rubber_training.htm

http://www.nelcoathletics.com/product-line/discus/wood.htm

http://www.nelcoathletics.com/product-line/discus/low-spin.htm

http://www.nelcoathletics.com/product-line/discus/super-spin.htm





















7/28/2019 swati1-0gg


Brass Shot

Lead filled Brass Shell Precision machine turned shots.

Meet IAAF specifications.Thrown at 1996 Atlanta OlympicAthens World Championships 1997

Code Weight Dia

N 1117 A N 1117 B N 1117 BB N 1117 C N1117 D

N1117 E N1117 F

7.26 Kg.6.25 Kg.6.00 Kg.5.45 Kg.5.00 Kg.

4.00 Kg.3.63 Kg.

110 mm107 mm106 mm102 mm100 mm

95 mm89 mm

Stainless Steel Alloy Shots

Rust proof strong stainless steel lead filled shell.Precision machine turned to different dia's to meet IAAFspecifications.Thrown at 1996 Atlanta Olympics and Athens WorldChampionships 1997.

(Other sizes also available)

Code Weight Dia

N 1117 XD N 1117 XE N 1117 XF N 1117 XB N 1117 XA N 1117 XJ N 1117 XG N 1117 XH N 1117 XI

N 1117 XC

7.26 Kg.7.26 Kg.7.26 Kg.7.26 Kg.7.26 Kg.5.45 Kg.4.00 Kg.4.00 Kg.4.00 Kg.

4.00 Kg.

129 mm125 mm120 mm115 mm110 mm103 mm109 mm104 mm100 mm

95 mm

Steel Shots

Made out of solid steel or steel shell. PrecisionMachine turned to different dia's to meet IAAFspecifications. Polyurethene paint coated for smoothand extra durable finish.


Code Weight Dia Colour

http://www.nelcoathletics.com/images/products-images/Shot%20Put/STEEL-SHOTS-b.jpg


http://www.nelcoathletics.com/images/products-images/Shot%20Put/STAINLESS-STEEL-b.jpg


http://www.nelcoathletics.com/images/products-images/Shot%20Put/BRASS-SHOT-b.jpg
































7/28/2019 swati1-0gg


N 1118 AX N 1118 BX

N 1118 CX N 1118 DX N 1118 EX N 1118 FX N 1118 GX N 1118 HX N 1118 IX N 1118 JX N 1118 KX

7.26 Kg.7.26 Kg.


129 mm125 mm

120 mm115 mm110 mm109 mm104 mm102 mm100 mm95 mm103 mm

YELLOWYELLOW

YELLOWYELLOWYELLOWREDREDREDREDREDGREEN

Turned Iron Shots Gauged

Made out of solid cast iron. Precision machineturned to different dia to meet IAAF specifications.Balanced for high performance. Polyurethane paint coatedfor extradurable finish.

Thrown at 1996 Atlanta Olympics.Won Gold Medal (M/W) at Athens World Championship1997.Won Silver Medal (M/W) at Athens World Championship

1997.Won Bronze Medal (M/W) at Athens World Championship1997.Thrown at 2000 Sydney OlympicsWon Gold Medal (M) at World Championship, Edmonton2001.Won Silver Medal (M) at World Championship, Edmonton2001.Won Gold Medal (M) at Busan Asian Games 2002Thrown at 2004 Athens Olympics Games.

Code Weight Dia Colour

N 1118 AA N 1118 A N 1118 AB N 1118 AC N 1118 B N 1118 BB N 1118 C N 1118 CA

7.26 Kg.7.26 Kg.7.26 Kg.7.26 Kg.6.25 Kg.6.00 Kg.5.45 Kg.5.45 Kg.

129 mm128 mm125 mm120 mm121 mm119 mm115 mm108 mm

YELLOWYELLOWBLACK BLUEBLUEREDREDBLUE

http://www.nelcoathletics.com/images/products-images/Shot%20Put/TURNED-IRON-SHOTS-b.jpg




7/28/2019 swati1-0gg


N 1118 D N 1118 EE

N 1118 E N 1118 EA N 1118 EAA N 1118 EB N 1118 F N 1118 G N 1118 H

5.00 Kg.4.00 Kg.

4.00 Kg.4.00 Kg.4.00 Kg.4.00 Kg.3.63 Kg.3.25 Kg.3.00 Kg.

114 mm109 mm

108 mm104 mm102 mm100 mm104 mm100 mm97 mm

REDRED

REDBLACK BLUEBLUEBLUEBLUEBLUE

International Turned Iron Shots

Turned economy shot to meet IAAF

specifications. Turned out of solid cast iron.(Other sizes also available)

Code Weight Colour

N 1119 DT N 1119 TEE N 1119 TE N 1119 FTE N 1119 HTF N 1119 TJ N 1119 GTE

7.26 Kg.6.25 Kg.6.00 Kg.5.45 Kg./5.50 Kg.4.00 Kg.3.63 Kg.3.00 Kg.

ORANGEORANGEORANGEORANGEORANGEORANGEORANGE

Compitition Unturned Iron Shots

Accurated weight shots available in different colours.

(Heavier weight upto 9kg & smaller weights upto 400 gmsalsoavailable)

Code Weight

N 1119 D N 1119 EE

N 1119 E N 1119 F N 1119 G N 1119 H N 1119 I N 1119 K N 1119 L N 1119 P

7.26 Kg.6.25 Kg.

6.00 Kg.5.45 Kg./5.50 Kg.5.00 Kg.4.00 Kg.3.63 Kg.3.00 Kg.2.72 Kg.1.00 Kg.

http://www.nelcoathletics.com/images/products-images/Shot%20Put/COMPETITION-UNTURNEA-b.jpg


http://www.nelcoathletics.com/images/products-images/Shot%20Put/INTERNATIONAL-TURNED-b.jpg














7/28/2019 swati1-0gg


Practice As Cast Shots

As cast Shots


Code Weight

N 1120 A N 1120 B N 1120 D N 1120 G N 1120 H N 1120 J

N 1120 K N 1120 M N 1120 O

7.26 Kg.6.25 Kg.5.45 Kg.4.00 Kg.3.63 Kg.3.00 Kg.

2.72 Kg.2.00 Kg.1.00 Kg.

Indoor Rubber Shots

Made out of strong hard rubber shells, holds shape but will not damage floor.

Code Weight Colour N 1119 LR N 1119 MR N 1119 NR N 1119 OR N 1119 PR N 1119 QR N 1119 RR N 1119 SR N 1119 TR


YELLOWGREENBLACK BLUEBLACK REDBLUEPURPLEPURPLE

http://www.nelcoathletics.com/images/products-images/Shot%20Put/INDOOR-RUBBER-SHOTS-b.jpg


http://www.nelcoathletics.com/images/products-images/discus/wood/ECONOMY-WOOD-b.jpg

http://www.nelcoathletics.com/images/products-images/Shot%20Put/PRACTICE-AS-CAST-b.jpg













7/28/2019 swati1-0gg


Javelin Practice Balls

Practice Balls of 68 mm dia rubber shell filled with

lead pellets.

Code Weight

N 1119 SR N 1119 RR N 1119 OR

400 gms600 gms800 gms

Shot Rack

Collapsible

Hammers

Olympic Alloy Hammer

Shell made out of rust proof alloy (Stainless Steel) for high performing world champion. Precision machine turned to meetIAAF specification. Stainless Steel speed ball bearing. Springsteel wire and light & strong Aluminium grip.

Code Weight Dia

N 1122 XA N 1122 XB N 1122 XBB N 1122 XD N 1122 XDD N 1122 XC

7.26 Kg.7.26 Kg.6.00 Kg.5.45 Kg.5.00 Kg.4.00 Kg.

110 mm115 mm105 mm103 mm100 mm95 mm

Olympic Brass Hammer

Cast brass shell turned to precision dia's to meetIAAF rules.

Code Weight Dia

N 1121 A N 1121 B

7.26 Kg.6.25 Kg.

110 mm107 mm

http://www.nelcoathletics.com/images/products-images/Hammers/OLYMPIC-BRASS-HAMMER-b.jpg


http://www.nelcoathletics.com/images/products-images/Hammers/OLYMPIC-ALLOY-HAMMER-b.jpg


http://www.nelcoathletics.com/images/products-images/Shot%20Put/SHOT-RACK-.jpg

http://www.nelcoathletics.com/images/products-images/Shot%20Put/JAVELIN-PRACTICE-BALLS-b.jpg












































7/28/2019 swati1-0gg


N 1121 BB N 1121 C

N 1121 CC N 1121 D

6.00 Kg.5.45 Kg.

5.00 Kg.4.00 Kg.

105 mm102 mm

100 mm95 mm

Steel Hammer Olympic

Made out of Steel. A strong hammer at aneconomical cost that meets all IAAF specification.Perfectly precision machined to minimum dia.Thrown at World Youth Championship, Paris 2003

Code Weight Dia N 1122 AS N 1122 BS N 1122 CS N 1122 CSA N 1122 DS N 1122 DSA N 1122 ES

7.26 Kg.7.26 Kg.6.25 Kg.6.00 Kg.5.45 Kg.5.00 Kg.4.00 Kg.

110 mm115 mm107 mm105 mm103 mm100 mm95 mm

Hammer Accessories

Code Details

N 1125 A N 1125 B N 1125 C N 1125 D N 1125 E N 1125 F

Hammer Handle Alum. CurvedHammer Handle Alum. StraightHammer Handle Alum. DeluxeHammer Handle Alum. TrainingHammer Handle Steel Practice.Hammer Wire Steel.

Competition Turned Iron hammer

Precision turned Iron Hammer.Thrown at world youth championship, CANADA 2003

Code Weight Dia

http://www.nelcoathletics.com/images/products-images/Hammers/COMPETITION-TURNED-b.jpg


http://www.nelcoathletics.com/images/products-images/Hammers/HAMMER-ACCESSORIES-b.jpg


http://www.nelcoathletics.com/images/products-images/Hammers/STEEL-HAMMER-OLYMPIC-b.jpg






































7/28/2019 swati1-0gg


N 1122 AT N 1122 BT

N 1122 CT N 1122 DT N 1122 ET

7.26 Kg.6.00 Kg.

5.45 Kg.4.00 Kg.3.63 Kg.

119 mm117 mm

108 mm100 mm95 mm

International Turned Iron Hammer

Ball bearing with steel handle.(Aluminium handle on request)


Code Weight

N 1123 ATF N 1123 FTF N 1123 TBB N 1123 CTF N 1123 ETF N 1123 DTF N 1123 TF

7.26 Kg.6.25 Kg.6.00 Kg.5.50 Kg.5.00 Kg.4.00 Kg.3.63 Kg.

Practice Iron Hammer Accurate weight untruned hammer with ball

bearing & Steel Handle.

Code Weight

N 1123 AA N 1123 AB N 1123 A N 1123 BA N 1123 BB N 1123 C N 1123 CC N 1123 D N 1123 E

20.00 Lbs18.00 Lbs7.26 Kg.14.00 Lbs6.00 Kg.5.45 Kg.5.00 Kg.4.00 Kg.3.63 Kg.

Traninig Iron Hammer

http://www.nelcoathletics.com/images/products-images/Hammers/TRAINING-IRON-HAMMER-b.jpg

http://www.nelcoathletics.com/images/products-images/Hammers/PRACTICE-IRON-HAMMER-b.jpg


http://www.nelcoathletics.com/images/products-images/Hammers/INTERNATIONAL-TURNED-b.jpg






















7/28/2019 swati1-0gg


Accurate weight unturned hammer with ball bearing.

Code Weight

N 1124 A N 1124 B N 1124 C

8.00 Kg.8.50 Kg.9.00 Kg.

Throwing Weight

Turned iron ball bearing swivel with trainguler steel

handle.

Code Weight

N 1132 AT N 1132 BT N 1132 CT N 1132 DT

56 lbs.35 lbs.25 lbs.20 lbs.

Hammer Gloves

Specially designed from high quality leather to stand the rigorsof toughest hammer throwers. Seam on outside finger eliminatedfor

perfect fit. Available in 5 models Regular with buckle andsuper

pro with velcro Sweat band. Available in LH/RHSmall/Medium

Large/XL sizes.

Code Details

N 1125 G N 1125 XX N 1125 XS N 1125 XSS N 1125 GXS

Regular Super pro with VelcroSuper pro with Sweat BandOpen palmBlack training

http://www.nelcoathletics.com/images/products-images/Hammers/HAMMER-GLOVES-b.jpg


http://www.nelcoathletics.com/images/products-images/Hammers/THROWING-WEIGHT-b.jpg























7/28/2019 swati1-0gg


Hammer Rack

Collapsible

Olympic Block

The Nelco Olympic Block has been used inseveral internationalmeets all over the world. Super heavy duty block especially designedfor top athletes. All Aluminium block with center rail100 mm wide x 900 mm long and slotted anglesto firmly grip Block.Adjustable at four different angles. All blocksfitted with special thick rubber to take in spikes. Suitable block for synthetic track. Comeswith steel plates Flushed to centre rail.Official Block for-1. Xth Junior Asian Athletic Championship at

Bangkok, Thailand 20022. Asian Athletic Championship at Manila,Phillippines 20033. Ist Afro Asian Games at Hyderabad, India 20034. XIth Junior Asian Athletic Championship atIPOH, Malaysia 2004

N 1132 PR

New Pro Block

New Pro block with handle. Block stays in while carrying.5" wide aluminium anodised pedals. 100 mm wide centre rail.Flushed aluminium plate.

N 1132 NPR

International Ultimo Pro Block

http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/INTERNATIONAL-ULTIMO-1131-b.jpg

http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/NEW-PRO-BLOCK-N-1132-NPR-b.jpg


http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/OLYMPIC-BLOCK-N-1132-PR-b.jpg

http://www.nelcoathletics.com/images/products-images/Hammers/HAMMER-RACK-b.jpg





















7/28/2019 swati1-0gg


Our Giant Block for gaints. 100 mm wide x 1000 mm longHeavy duty centre rail.

Pedals are heavy duty Aluminium Alloy casting.22cm x 15 cm x 1.5 cm thick. Handle for Easy Carring.

N 1131 IPR

International Block

A New Block 80mm wide x 850mm long x 6 mm thick Centre Recessed Rail for Stability.Meets All Requirements for a World Class Block.

N 1131 OIN

International Ultimo

The worlds best block. One piece centre rail 8 mm thicklycastedAlumininum. Precision pedals ensure high stability. Handle isincorporated into rail to help easy carrying. Optional

KOLORFUSION.

Code

N 1131 N 1131 N 1131

INTINK PU

NATURALKOLOR FUSIONPU PAINTED

Olympic Block Stadium

Another version of our Olympic block with light pedals and 75mm

aluminium central rail.

N 1131 OSV

School Olympic Block

An economy olympic block for school 62mm aluminiumcentral rail.

http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/SCHOOL-OLYMPIC-BLOCK-b.jpg

http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/OLYMPIC-BLOCK-STADIUM-b.jpg


http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/INTERNATIONAL-ULTIMO-b.jpg


http://www.nelcoathletics.com/images/products-images/discus/lo-spin/POPULAR-PURPLE.jpg



























































7/28/2019 swati1-0gg


N 1131 OSC

School Olympic Block Steel

Another version of our Olympic block with light pedals and 62mmsteel central rail.

N 1131 SSC

Olympia Adjustable Block

An inexpensive block with pedal angle adjustment. Threadedconnection can adjust pedals to any angle. Snaplock plungeslock pedals into any position quickly.

N 1131 OL

T-Star Starting Block

Designed for fast start. Spring loaded adjustment pins for quick movement of pedals to any position, steel rail aluminium

pedals.All weather spikes for synthetic tracks.

N 1131 T

T-Star Wide Steel Starting Block

Wide steel block allowing athlete to use several differentstances. Spring loaded adjustable pins. All weather spikes for synthetic tracks.

N 1131 TS

http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/T-STAR-WIDE-STEEL-STAR-b.jpg


http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/T-STAR-STARTING-BLOCK-b.jpg


http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/OLYMPIA-ADJUSTABLE-BLOCK-b.jpg


http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/S-OLYMPIC-BLOCK-1131-SSC-b.jpg











































































7/28/2019 swati1-0gg


Standard Block

An inexpensive and sturdy block. Aluminium centre rail andaluminium pedals mounted with rubber. Attachment for synthetic track available separately.

N 1131 STD

Competition Model

An all aluminium block fitted with centre tube. Blocks with V

cut to take in the spikes. Blocks are of two angles 45 degreeand 85 degree ideal for beginners at school without rubber.Rubber pads available separately.

N 1131 CP

Club Model

Fitted with aluminium channel for quick adjustment of blocks.Blocks as on competition model. Ideal for clubs/college

without rubber. Rubber pads available separately.

N 1131 CL

Super Club Block

A solid block with solid casted centre bar. Blocks with V cut totake in spikes. Blocks can be used from both sides with 45degree and 80 degree angle without rubber. Rubber pads

available separately.

N 1131 SC

International Block

http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/INTERNATIONAL-N-1131-IN-b.jpg

http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/SUPER-CLUB-BLOCK-b.jpg


http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/CLUB-MODEL-N-1131-CL-b.jpg


http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/COMPETITION-MODEL-b.jpg


http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/STAN--BLOCK--N-1131-STD-b.jpg










































































7/28/2019 swati1-0gg


A traditional heavy duty block with centre aluminium channelheavy duty block of 45 degree angle fitted with solid rubber

pads. Ideal for competition at grass or cinder tracks.

N 1131 IN

School Block

Straight round Aluminium bar, fitted with two light block at 45degree & 80 degree angles. V cut to take in spikes. Ideal for

kids. Rubber pads available separately.

N 1131 S

Indoor Starting Block

Rubber block specially designed for indoor use. No nails-holes.Provide a non slip start.

Promote amongst all agents and employees of the Corporation

a sense of participation, pride and job satisfaction through

discharge of their duties with dedication towards achievement

of Corporate Objective.

MISSON & VISION

Mission

"To Provide international quality Products to international athletics

Vision

"To be best customer satisfied company in the sports goods sector"

http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/INDOOR-STARTING-BLOCK-b.jpg

http://www.nelcoathletics.com/images/products-images/Starting%20Blocks/SCHOOL-BLOCK-N-1131-S-b.jpg



















7/28/2019 swati1-0gg


Chapter 4

LITERATURE REVIEW

OVERVIEW OF THE RECRUITMENT PROCESS

The Figure presents an overview of the recruitment process from the

perspectives of the organization and the candidate. When a vacancy occurs

and the recruiter receives authorization to fill it, the next step is a careful

examination of the job and an enumeration of the skills, abilities, and

experience needed to perform the job successfully. Existing job analysis

documents can be very helpful in this regard. In addition, the recruitment

planner must consider other aspects of the job environment-for example, the

supervisor's management style, the opportunities for advancement, pay, and

geographic location-in deciding what type of candidate to search for and whatsearch methods to use. After carefully planning the recruiting effort, the

recruiter uses one or more methods to produce a pool of potentially qualified

candidates.

A firm can generate candidates internally , from among its present

employees who desire promotion or transfer, or externally, from the labor

market. The organization then screens the candidates, evaluates some of them

more thoroughly, and offers the best the position. Throughout the recruitment

process, the organization attempts to "sell" itself to the more promising

candidates-that is, to convince them that the organization is a good place to

work and that it offers what they want in the way of both tangible and

intangible rewards.

In the recruitment and selection process, the organization's and the individ-

7/28/2019 swati1-0gg


ual's objectives may conflict. The organization is trying to evaluate the

candidate's strengths and weaknesses, but the candidate is trying to present

only strengths. Conversely, although the candidate is trying to ferret out both

the good and the bad aspects of the prospective job and employer, the

organization may prefer to reveal only positive aspects. In addition, each

party's own objectives may conflict. The organization wants to treat the

candidate well to increase the probability of job-offer acceptance, yet the need

to evaluate the candidate may dictate the use of methods that may alienate the

prospect, such as background investigations or stress interviews. Analogously,

the applicant wants to appear polite and enthusiastic about the organization to

improve the probability of receiving an offer, but he or she may also want to

ask penetrating questions about compensation, advancement, and the

company's financial health and future.

STEPS ON RECRUITMENT PROCESS:

Planning,

Strategy development

Searching,

Screening

Evaluation and control.

7/28/2019 swati1-0gg


STRATEGIC ISSUES IN RECRUITING:

The nature of a firm's recruiting activities should be matched to its strategy

and values as well as to other important features such as the state of the

external labor market and the firm's ability to pay or otherwise induce new

employees to join.

Personnel

Human

Resource

Plannin

Developing

Sources of

Potential

Employees

Personnel

Research

Search for

Potential

Employees

InternalSources

Scouting

Advertising

Job Posting

Evaluating

for Selection

Promoting to

Higher

Responsibilities

Transferring toNew Job

Upgrading in

Same Position

Evaluating

Recruiting

Effectiveness

Placing

New

Employees

on Job

Selecting

Qualified

Personnel

Recruiting

Needed

Employee

Referrals

External

Source

7/28/2019 swati1-0gg


Recruitment Goals:

A good recruiting program needs to serve many and sometimes

conflicting goals. A commonly mentioned goal is to attract a large pool of

applicants, but applicant pools can be too large and thus costly to process.

Recruiting must also attract a high proportion of well-qualified candidates who

are seriously interested in accepting a job offer. Post-hiring goals also must be

considered-the recruiting process must yield workers who are good performers

and who will stay with the organization for a reasonable length of time.

Further, all the preceding goals should be reached with the greatest speed andat the least possible cost to the organization. Balancing these varied goals

against one another should be done with reference to the organization's overall

strategy and values.

INTERNAL SOURCE:

Internal promotions

Internal transfer

EXTERNAL SOURCE:

Advertisement in newspapers

Campus recruitment

Consultants

Job fairs

7/28/2019 swati1-0gg


Internal or External Sources -

Deciding whether the position is to be filled internally or externally is often an

early task in recruitment planning for a specific vacancy. In some cases, there

is no decision to be made. For instance, entry-level jobs must be filled

externally, but for other positions, the company's policy or union contract may

require that internal sources be used first. Most organizations use a mixture of

internal and external sources-promoting from within when qualified

employees are available and recruiting' from external sources when new skills

are needed or growth is rapid. Each type of source has its advantages anddisadvantages.

Advantages of Internal Recruiting -

When internal recruiting is used, a person of known ability fills the vacancy.

Since the employer has observed the employee in one position, there is less

guesswork involved in assessing his or her suitability for a second position. In

contrast, assessments of external recruits are based on less reliable sources,

such as references, and on relatively brief encounters, such as interviews.

Another advantage of promoting from within is that doing so motivates

current employees. Skilled and Ambitious employees are less likely to quit

and more likely to become involved in developmental activities if they believe

that promotion is likely. Also, training and socialization time is reduced when

openings are filled internally because a current employee has less to learn

about the organization and its idiosyncratic procedures than a newcomer.Recruiting may also be faster and less expensive if an internal candidate can

be found. Finally, in times of impending retrenchment, filling as many jobs as

possible internally maximizes job security for present employees.

Disadvantages of Internal Recruiting –

If the organization is expanding rapidly, there may be an insufficient

7/28/2019 swati1-0gg


internal supply of qualified individuals above the entry level. This situation

may result in people promoted before they are ready or not being allowed to

stay in a position long enough to learn how to do a job well. Also, when one

vacancy is filled internally, a second vacancy is created-the position of the

individual who was promoted or transferred to fill the first vacancy. If this slot

is also filled internally, then another vacancy occurs. This movement of

personnel is called the ripple effect. Another disadvantage of internal re-

cruiting is that some organizations' internal recruiting procedures are

extremely cumbersome. Still another disadvantage of internal recruiting is that

an organization can become inbred and lose flexibility if all its managers are

homegrown. Finally, meeting affirmative action goals usually can be

accomplished only by aggressive external recruiting.

Advantages of External Recruiting -

External recruiting can bring in new ideas and viewpoints, avoid the

confusion that accompanies the ripple effect, meet affirmative action goals,

and cope with the demands of rapid growth without overusing inexperienced

personnel. Another advantage maybe savings in training costs. Hiring

experienced workers away from other companies may cut down on the need

for a comprehensive training and development program in-house. Finally,

there may be instances that require a severe shakeup or turnaround.

Particularly at the upper-management level, an outsider with no prior

commitment to present employees or ongoing projects may be the only

individual with enough objectivity (and even ruthlessness) to bring about

needed changes and enunciate a new vision for the organization.

Disadvantages of External Recruiting -

One disadvantage of external recruiting is the cost. Because the

external labor market is much larger and harder to reach than the internal one,

7/28/2019 swati1-0gg


recruiting externally usually takes longer and costs more. With external

recruiting, there is also the risk of hiring a candidate who does not live up to

the apparent high potential displayed during the selection process. Finally, too

much external recruitment is discouraging to current employees because it

reduces their chances to move up in the organization.

Informal Methods:

External recruiting methods are often grouped into two classes:

1 Informal

2 Formal.

Informal recruiting methods tap a narrower labor market than formal methods.

Informal methods include rehiring former employees or former cooperative

education students, hiring people referred by present employees, and hiring

from among those who have applied without being solicited. Formal recruiting

methods search the labor market more widely for candidates with no previous

connection to the company.

Employee referral, also known as word-or-mouth advertising, is quick, ef-

fective, and usually inexpensive. Because employees who refer their friends

and acquaintances as candidates have their own credibility on the line, they

tend to refer people who are well qualified and well motivated and then to

mentor these individuals once they are hired. In essence, the firm has as many

recruiters as it has employee.

Formal Methods

Formal methods of external recruiting entail searching the labor market

for candidates who have no previous connection to the firm. These methods

traditionally have included newspaper advertising, use of employment

7/28/2019 swati1-0gg


agencies and executive search firms, and campus recruiting. Posting job ads

on the Internet, either on the company's own site or a commercial job board

has also become extremely popular in the last few years. Historically,

newspaper advertising has been the most commonly used method of

recruiting. On a scale from 1 (not effective) to 5 (extremely effective for

producing high-performing employees), it is clear that three methods were

considered superior: employee referrals, university recruiting, and executive

search firms.

Internet Recruiting:

Internet recruiting has grown at a phenomenal rate over the past few years.

Seventy-nine percent of Fortune' s Global 500 companies recruited on the

Internet in 2000, and 100 percent were expected to do so by 2002. Entire new

job titles-such as Internet Sources, Internet Recruiting Specialist, and Internet

Recruiting Manager-have come into being in the past few years. Companies

find that Internet recruiting is much less expensive and much faster than tra-

ditional methods. It is by far the most economical way to reach a nationwide

or worldwide audience of job candidates. Further advantages of Web-based

recruiting, as seen by HR managers and search consultants, a drawback can

sometimes be the very large number of resumes that are submitted, many of

which are not at all suited to the positions listed.

7/28/2019 swati1-0gg


CHAPTER 5

RESEARCH METHODOLOGY

INTRODUCTION

Research in common parlance refers to a search for knowledge. The

advanced learner’s dictionary of current English lays down the meaning of

research as “a careful investigation of enquiry specially through search for

new facts in any branch of knowledge.”

The systematic approach concerning generalization and the

formulation of a theory is also research. The purpose of research is to discover

answers to questions through the application of scientific procedures.

RESEARCH DESIGN

“A research design is the arrangement of conditions for collection and

analysis of data in a manner that aims to combine relevance to the research

purpose with economy in procedure.”

- JOHN.W.BEST

Research may be defined as “any organized inquiry designed and carried out

to provide information for solving a problem”.

- EMORY

“Research is essentially an investigation, a recording and an analysis of

evidence for the purpose of gaining knowledge”.

- ROBERT ROSS

7/28/2019 swati1-0gg


DESCRIPTIVE RESEARCH DESIGN

Descriptive research design studies are those studies, which are

concerned with describing the character of a group.

The researcher makes a plan of the study his research work. That will enable

the researcher to save and resources such a plan of study or blue print or study

is called a research design.

DATA COLLECTION

The study was based on questionnaire method. The study was about the

Recruitment and Selection System.

There are two types of data collection:

Primary data

Secondary data

Primary data

The primary data are those, which are collected a fresh and for the first

time happen to be original in character. It has been collected through a

Questionnaire and personal interview

Secondary data

Secondary data are those which have already been collected by

someone else and which have already been passed through the stratified

process. It has collected through the books, journals & Internet.

7/28/2019 swati1-0gg


RESEARCH INSTRUMENT

Questionnaire containing both closed and open ended

questions.

SAMPLE DESIGN:

Population

It covers the 30 employees working in NELCO.

SAMPLE UNIT

Sample unit is 30 NELCO.

Total Employee strength of the particular branch is above

eighty.

SAMPLE PROCEDURES

In this study convenient sampling method was adopted. First

the each organization was divided into different departments

like Operations, Customer Services, Human Resources, Internet

Marketing and under writing departments. From this

department, the respondents were selected on the basis of

convenience.

CONTACT METHOD

Respondents were contacted personally.

INTERVEIW SCHEDULE

7/28/2019 swati1-0gg


The interview schedule has been used to collect the data.

Information can be gathered even when the respondents happen

to be literate or illiterate.

TABULATION

It is the arrangement of classified data in an orderly manner.

This involves creating table for recording the filled in interviewschedule. These tables are of immense help to analysis by using

the statistics tools help to analysis by using the statistical tools.

SCALING TECHNIQUES

Questionnaire was framed on attitude scale having 5-point

scales and two point scale.

PERIOD OF STUDY

The study was conducted for period of 60 days.

7/28/2019 swati1-0gg


CHAPTER 6

DATA ANALYSIS AND

INTERPRETATION

TABLE NO: 1

AGE OF THE RESPONDENTS

INTERPRETATION:

The above table depicts that 50% of the respondents are below the age

group of 25-30 years age`, 30% of the respondents are comes under the

category of 35-40 years age group, 16.6% of the respondents are between the

S.NO DESCRIPTION NO OF

RESPONDENTS

PERCENTAGE

%

1. Below-25 1 3.3

2. 25-30 15 50

3. 30-35 5 16.6

4. 35-40 9 30

TOTAL 30 100

7/28/2019 swati1-0gg


age group of 30-35 years and 1% of the respondents are comes under category

of above below-25 years of age group.

CHART NO: 1

AGE OF THE RESPONDENTS

0

5

10

15

20

25

30

35

40

45

50

Below-25 25-30 30-35 35-40

0

3.3

0

50

0

16.6

0

30

P E R C E N T A G E

DESCRIPTION

PERCENTAGE %

7/28/2019 swati1-0gg


TABLE NO: 2

GENDER OF THE RESPONDENTS

INTERPRETATION:

The above table reveals that 50% of the respondents are male and 50% of the

respondents are female.


RESPONDENTS

PERCENTAGE

%

1. Male 18 60

2. Female 12 40

TOTAL 30 100

7/28/2019 swati1-0gg


CHART NO: 2

GENDER OF THE RESPONDENTS

0

10

20

30

40

50

60

Male Female

NO OF RESPONDENTS

PERCENTAGE %

7/28/2019 swati1-0gg


TABLE NO: 3

SALARY PARTICULARS OF RESPONDENTS


RESPONDENTS

PERCENTAGE

%

1. 5000 1 3.3

2. 5000-10000 13 43.3

3. 10000-15000 11 36.6

4. Above 15000 5 16.6

TOTAL 30 100

INTERPRETATION:

The above table depicts that 43.3% of respondents are earned comes

the salary of 5000-10000, 36.6% of the respondents have got RS 10000-15000

per month, 16.6% are fall in the income group of above 15000 and 3.3% of the

respondents comes under the 5000 level of category.

7/28/2019 swati1-0gg


CHART NO: 3

SALARY PARTICULARS OF RESPONDENTS

0 10 20 30 40 50

5000

5000-10000

10000-15000

Above 15000

0

3.3

0

43.3

0

36.6

0

16.6

PERCENTAGE %

PERCENTAGE %

7/28/2019 swati1-0gg


TABLE NO: 4

RELATIONSHIP BETWEEN COMMUNICATION AND QUALIFICATION

INTERPRETATION:

The above table reveals that 36.33% of the respondents are considering

about the importance of communication skills necessary for the selection from

the organization.33.3% of the respondents gave second level of importance to

the same. 3. no one of the respondents says that Communication skills are not

important for the selection process. This data interprets that Communication

skills is necessary at all stage of the Recruitment and Selection Process.


RESPONDENTS

PERCENTAGE

%

1. Scale 5 19 36.33

2. Scale 4 10 33.3

3. Scale 3 1 3.

4. Scale 2 0 0

5. Scale 1 0 0

TOTAL 30 100

7/28/2019 swati1-0gg


CHART NO: 4

RELATIONSHIP BETWEEN COMMUNICATION AND

QUALIFICATION

0

2

4

6

8

10

12

14

16

18

20

Scale 5 Scale 4 Scale 3 Scale 2 Scale 1

NO OF RESPONDENTS

NO OF RESPONDENTS

7/28/2019 swati1-0gg


TABLE NO: 5

RESPONDENTS FOR LEADERSHIP QUALITIES

INTERPRETATION:

The above table reveals that 60% of the employees state that they have proven

Leadership Qualities in them which had given the task of leading a team of

members and was given high responsibility over the job. 20% and 13% of

them have given scale 3 and 2 as their priority of having the Leadership

Qualities. No respondents says that they don’t have such qualities hence

everyone has the quality of Leading from the front at different efficiency

levels.


RESPONDENTS

PERCENTAGE

%

1. Scale 5 18 60

2. Scale 4 6 20

3. Scale 3 4 13.33

4. Scale 2 2 6.66

5. Scale 1 0 0

TOTAL 30 100

7/28/2019 swati1-0gg


CHART NO: 5

RESPONDENTS FOR LEADERSHIP QUALITIES

0 5 10 15 20

Scale 5

Scale 4

Scale 3

Scale 2

Scale 1

NO OF RESPONDENTS

NO OF RESPONDENTS

7/28/2019 swati1-0gg


TABLE NO: 6

PRIORITY GIVEN FOR THE QUALIFICATION

INTERPRETATION:

Table 6 reveals that 40% and 30% of the respondents were given priority

qualification as the important aspect of the selection process. This may be due

to their job profile given accordingly. 23.3 % of the respondents have givenscale 3 as their priority for the qualification. For other the considerations may

be taken in account for technical qualification such as typing skills. Operations

department specifies the technical qualification required for the applicants in

the job description before the interview process.

LIC conduct an online typing test for this particular position.


RESPONDENTS

PERCENTAGE

%

1. Scale 5 12 40

2. Scale 4 9 30

3. Scale 3 7 23.33

4. Scale 2 2 6.66

5. Scale 1 0 0

TOTAL 30 100

7/28/2019 swati1-0gg


CHART NO: 6

PRIORITY GIVEN FOR THE QUALIFICATION

0%

0%

0% 0%

40%

0%0%

30%0%

0%

23%

0% 0%

7%

0%

0%

0%

NO OF RESPONDENTS

Scale 5

Scale 4

Scale 3

Scale 2

Scale 1

7/28/2019 swati1-0gg


TABLE NO: 7

JOB KNOWLEDGE FOR THE RECRUITMENT AND SELECTION

PROCESS

INTERPRETATION:

Table 7 reveals that 43.33% and 30% of the respondents were given priority

job knowledge is the important aspect of the selection process. This may be

due to their job profile, designation and higher responsibility in theorganization. 16.66 % of the respondents have given scale 3 as their priority

for the Job Knowledge. For other the considerations may be taken in account

for position and being a new entrant to the profile or organization.


RESPONDENTS

PERCENTAGE

%

1. Scale 5 13 43.33

2. Scale 4 9 30

3. Scale 3 5 16.66

4. Scale 2 2 6.66

5. Scale 1 1 3.33

TOTAL 30 100

7/28/2019 swati1-0gg


CHART NO: 7

JOB KNOWLEDGE FOR THE RECRUITMENT AND SELECTION

PROCESS

0%

0%

0% 0%

43%

0%0%

30%

0%

0%

17%

0%

0%

7%

0%

0%

3%

NO OF RESPONDENTS


7/28/2019 swati1-0gg


TABLE NO: 8

AWARE OF JOB RESPONSIBILITIES


RESPONDENTS

PERCENTAGE

%

2. Scale 4 8 26.66

3. Scale 3 5 16.66

4. Scale 2 2 6.66

5. Scale 1 0 0

TOTAL 30 100

7/28/2019 swati1-0gg


CHART NO: 8

AWARE OF JOB RESPONSIBILITIES

0

2

4

6

8

10

12

14

16


NO OF RESPONDENTS

NO OF RESPONDENTS

7/28/2019 swati1-0gg


CHAPTER 7

CONCLUSION

In the present competitive & dynamic environment, it has become

essential for organization to build and sustainable.

In competitive advantage, the technical skill set has assumed more

importance than even before. Dynamic and growth-oriented organization

recognizes technical as an important aspect of the Recruitment and Selectionsystem for managerial function in a rapidly changing and economic

environment.

Insurance industries should possess a valuable work force with good

communication skill sets to get a good deal or business from their customers.

In this sector the Open Market channel is the main source of revenue for the

company for which they should be able to communicate well with their

clients.

Then the company can reach its profitability and objectives easily.

The company should take the suggestions and ideas from the

employees and can conduct and examine the technical skill set within the

employees. So that they can analyze the need and act accordingly for a better

result and the growth of its own and valuable workforce

7/28/2019 swati1-0gg


CHAPTER 8

FINDINGS

Majority of the respondents come under the age group of 25-30.

In the 30 respondents 50% of the respondents are male and 50% of the

respondents are female.

50% of the respondents have got the experience of 5-10 years.

46.3% of the respondents are getting the salary range between 8000-

10000.

100% of the respondents are getting the on the job training.

Majority of the respondents are satisfied with their present salary.

60% of the respondents are satisfied with the incentive scheme

50% of the respondents are aware with the Job responsibility.

43.33% of the respondents have the Job knowledge before the

assignment of a particular job.

60% of the respondents believe that they possess the Leadership

qualities in them which will be the major consideration for theselection process.

7/28/2019 swati1-0gg


RECOMMENDATIONS

The organization should provide or set up a communication lab for the

benefit of the fresher and existing employees that makes a career

development and new opportunity to grow up in the organization.

This increases the employee morale and helps to attain the target.

Technical classes should be conducted timely to all employees should

be followed by organization.

Refresher courses may organize intermittently for all employees in the

rank and file category to relive job fatigue and monotony of every day

work life. So employees can gain skills by technical skills

Candidates who enter into the Job Market must make sure that their

efficiency in Communication is up to the expectation of an

organization which will make them to go through the Recruitment and

Selection system of NELCO.

FOS (Fleet on street) Team should be made involved to pass through

more communication classes from language experts.

The company should allot funds to create a technical laboratory for the

beneficiary of all the employees.

7/28/2019 swati1-0gg


LIMITATIONS OF THE STUDY

The study is focused only in NELCO

Thus the respondents are not come forward to provide their feedback

regarding their organization than the result is bias.

In this study the sample size is 30. The result might vary when the

sample size values changes it.

7/28/2019 swati1-0gg


CHAPTER 9

REFERENCES

Personal management: C.B. Mamoria

Research Methodology: C.R. Kothari

Human Resource Management: David Decenzo and Stephen P. Robbins

Designing and Managing Human Resource System: Udai Pareek and T. Rao

Websites:www.nelcoworld.com

citehr.com

Magazines:

India Today

News Paper :

Times of India

http://www.nelcoworld.com/



7/28/2019 swati1-0gg


CHAPTER 10

ANNEXURE

7/28/2019 swati1-0gg


QUESTIONNAIRE

Sir I am Swati Rana student of becon Meerut, I Doing a survey my project

report I Request you please fill the form and support me.

Your Name…………………………….

Age……………………………………….

Address…………………………………….

Q. 1 What is your Age?

Q2. Male or Female ?

a. Male b. Female

Q3. What is your Salary ?

1. 5000

2. 5000-10000

3. 10000-15000

4. Above 15000

7/28/2019 swati1-0gg


Q4. Please give your opinion for relation between education andcommunication

1. Scale 5

2. Scale 4

3. Scale 3

4. Scale 2

5. Scale 1

7/28/2019 swati1-0gg


Q5. How would you give scale to leadership quality

Q6. How would you scale priority for education ?

1. Scale 5 18

2. Scale 4 6

3. Scale 3 4

4. Scale 2 2

5. Scale 1 0

1. Scale 5 18

2. Scale 4 6

3. Scale 3 4

4. Scale 2 2

5. Scale 1 0

7/28/2019 swati1-0gg


Q7.How would you scale Job awareness for ?

Q8.How would you scale Recruitment and selection process ?

1. Scale 5 18

2. Scale 4 6

3. Scale 3 4

4. Scale 2 2

5. Scale 1 0

1. Scale 5 18

2. Scale 4 6

3. Scale 3 4

4. Scale 2 2

5. Scale 1 0

7/28/2019 swati1-0gg


Q9.How would you scale Job knowledge fort recruitment and selection ?

Q10. How would you scale Awareness for job responsibilities?

1. Scale 5 18

2. Scale 4 6

3. Scale 3 4

4. Scale 2 2

5. Scale 1 0

1. Scale 5 18

2. Scale 4 6

3. Scale 3 4

4. Scale 2 2

swati1-0gg

Documents

Transcript of swati1-0gg