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Table of Contents
Page
Abstract 2
Declaration 3
Table of Contents 4
List of Tables 6
List of Figures 6
I. Introduction 8
1.1 ac!ground to t"e #esearc" $
1.2 #esearc" %uestion $
1.3 &ustification for t"e #esearc" $
1.4 'et"odolog( 1)
1.* +utline of t"e C"a,ters 11
1.6 Definitions 12
1.- u//ar( 12
II. Literature #e0ie 13
2.1 Introduction 13
2.2 nderstanding t"e conce,t of u/an #esource 'anage/ent 14
2.3 u/an #esource trateg( 16
2.4 nderstanding t"e ,rocess of #ecruit/ent election 1-
2.* Issues faced b( Coca5Cola Co/,an( 23
2.6 I/,ortance of t"e Process 24
2.- Factors affecting election ,rocess 26
2.8 Factors leading to uccessful #ecruit/ent election 28
2.$ Conce,tual 'odels Person ,ecification 'odels 3*
2.1) u//ar( 3-
III. 'et"odolog( 38
3.1 Introduction 38
3.2 #esearc" P"iloso,"( and Princi,les 38
3.3 #esearc" trateg( 4)
3.3.1 &ustification for t"e selected ,aradig/ and /et"odolog( 4)
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List of Tables
Page
Table 2.2 Difference beteen est Fit est Practice 16
Table 2.8 asic Target Deadline 33
Table 4.2 Descri,ti0e of %uestionnaire #es,ondents 46
List of Figures
Page
Figure 2.4.1 #ecruit/ent 'et"ods 1$
Figure 2.4.2 Forces in +nline #ecruit/ent 2)
Figure 2.4.3 #ecruiting (ield ,(ra/id engineering candidates 22
Figure 2.8 trategic #ecruit/ent 2$
Figure 3.2 #esearc" P"iloso,"( 7e( as,ects of stud( 4)
Figure 4.3.1 Lengt" of er0ice 4-
Figure 4.3.2 Training ,ro0ided 4-
Figure 4.3.3 &ob atisfaction 48
Figure 4.3.4 atisfied it" Co/,ensation Pac!age 48
Figure 4.3.* est #ecruit/ent ource 4$
Figure 4.3.6 Attract #ecruits *)
Figure 4.3.- #eason for Lea0ing *)
Figure 4.3.8 ourcing 'et"ods *1
Figure 4.3.$ #ounds of Inter0ie in different le0els *1
Figure 4.3.1) #eferral Polic( in Coca Cola India *2
Figure 4.3.11 #eard for referring e/,lo(ees *2
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Figure 4.3.12 Feedbac! fro/ candidates *3
Figure 4.3.13 &obsites as searc"ing tool *3
Figure 4.3.14 election of &obsites *4
Figure 4.3.1* +nline #ecruit/ent is I/,ortant *4
Figure 4.3.16 est #ecruit/ent C"annel **
Figure 4.3.1- atisfied it" #ecruit/ent and election Practices **
Figure 4.3.18 C"ange in #ecruit/ent election ,ractices o0er t"e (ears *6
Figure 4.3.1$ Is internal recruit/ent /oti0ating *6
Figure 4.3.2) #igid 9ligibilit( Criteria *-
Figure 4.3.21 Ado,tion of inno0ati0e Tec"ni:ues *-
Figure 4.3.22 #ig"t ;ob for deser0ing e/,lo(ee *8
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CHAPTER I INTRODUCTION
1.1 a!"groun# to t$e Resear!$
1.1.1 u/an #esource 'anage/ent is a 0ast ter/. It co/,rises of trainingilson ?2))*@< in "u/an resource /anage/ent< training and
de0elo,/ent< ,erfor/ance /anage/ent< selection and reard /anage/ent are t"e !e(
features. u/an resource /anage/ent belie0es in t"e grot" of t"e fir/ as ell as t"e
e/,lo(ees and "a0ing effecti0e co//unication b( ignoring differences it" t"e
e/,lo(ees and gi0ing t"e/ infor/ation regarding t"e co/,an(s ,rogress. u/an
#esource 'anage/ent is abbre0iated as #' and t"e acti0ities carried out b( t"e #
tea/ are #ecruit/ent< Co/,ensation and Training "ic" can be classified as t"ree
/ain acti0ities of #'5
Personnel *anageent
- taffing Assort/ent.
- +n ite Penal< Disc"arge< Dis/issal< Argu/ent resolutions ser0ices.
- De/onstration at &udges and Trials.
- Agree/ents of occu,ation.
- 9/,lo(ee /anual.
- #ules and actions e.g. #estraint< Grie0ance arass/ent.
Pre-aration 4 I-ro5eent *anageent of e-lo+ees
- Fitness afet( Defiance.
- ocial #eser0e Defiance.
- 'essage er0ices.
- Labour5intensi0e 'anage/ent.
- Consu/er Facilities.
Healt$ 4 0afet+ Consultan!+
- >ellbeing afet( #is! Assess/ent.
- >ellbeing afet( tate/ents.
- >ellbeing afet( Training e.g. 5 'altreat/ent Aggra0ation
,olicies ,rocedures< ealt" afet( Co/,liance< Labour5
intensi0e andling 9=ercise.
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T"ere are to /a;or ter/s used in "u/an resource t"ose are est Fit and est Practice.
T"ese are 0er( different fro/ eac" ot"er as /entioned belo5
est Fit 6Har# P*7 est Pra!ti!e 60oft P*7
ig"lig"ts business goals ig"lig"ts e/,lo(ees
Ai/s are acco/,lis"ed t"roug" control of Ai/s ac"ie0ed t"roug" co//it/ent
e/,lo(ees of e/,lo(ees
9/,lo(ees are a cost to be decreased 9/,lo(ees are an strengt" to be
in0ested
uge action Functioning Aut"oriation 5 in0enti0e or!ing
/all ter/ Prolonged ter/
>or!ers do not get encouraged >or!ers get encouraged
Ai/ +riented u/anistic
Ho 9/,lo(/ent afet( 9/,lo(/ent afet(
Table 2.2 Difference beteen est Fit and est Practice
%.' Huan Resour!e 0trateg+
As obser0ed b( 'uller5Ca/en et al. ?2))8@< t"e ter/ Ktrateg( is selecting a a( or
,at" b( an organisation to ac"ie0e its goal "ic" is co/,iled it" t"e business
ob;ecti0es of a co/,an(. T"ere can be to !inds of strategies ado,ted b( t"e
organisation t"roug" "u/an resource one is t"e Peo-le 0trateg+and anot"er one is t"e
strateg( used b( t"e "u/an resource itself !non as HR Fun!tional strateg+.
T"e ,eo,le strateg( enables t"e organisation to fulfil its /ission b( ac"ie0ing its goals
and /aintains co/,etiti0e ad0antage. In order to e=,lain ,eo,le strateg( ,rocesses li!e
P9T and >+T can be used. T"e business strateg( is t"e !e( dri0er for t"e ,eo,le
strateg( and t"e ,eo,le /anage/ents guiding ,rinci,les and beliefs< also t"e internal
and e=ternal factors affecting t"e organisation. T"e ,eo,le strateg( can also be di0ided
into t"ree ,arts 5 a@ KContinuing "ic" /eans continuing t"e ,olicies and ,rocedures
"ic" are useful in acco/,lis"ing t"e ob;ecti0e in ,eo,le /anage/ent b@ KProacting
"ic" refers to ta!ing ste,s b( initiating "ic" ill su,,ort business ai/ and c@
K#eacting "ic" denotes res,onding to ,roble/ in order to sol0e t"ose issues "ic"
act as a barrier in co/,anies ,rogress. T"e ,eo,le strateg( can also be sub di0ided into
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0arious categories li!e learning and de0elo,/ent< organisation and cultureord5of5/out" ,reading t"e 0acanc( nes t"roug" ord5of5
/out" to friends< fa/il( and ot"ers.
ii. Lin!s to sc"ools< colleges and uni0ersities ,reading
infor/ation in sc"ools< colleges and uni0ersities b(
announce/ents and notice boards.
iii. #ecruit/ent agencies iring recruit/ent agencies to searc" and
deal it" t"e candidates in t"e initial round of inter0ies. T"is
/et"od is a solution if t"e e/,lo(er is getting insufficient
a,,lications or else too /an( unsuitable candidates.
II. #es,onsi0e 'et"ods
i. ,eculati0e a,,lications Distributing a,,lications for 0arious
0acancies.
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III. +,en earc"es
i. Loc al nes,a ,er ad0ertise/ent P lacing ads in t"e local
nes,a,ers enables t"e ,otential c andidate to a,,roac " t"e
e/,lo(er for t"e ,articular ,osition in t"at local co//unit(.
ii. Ads in s,ecialist ,ress Placing ad0erts in s,ecialist ,ress is li!es,ecial ;ob nes,a,ers.
iii. &ob Fairs T"is enables andidates fro/ local co//unities to co/e
and ,artic i,ate in t"e fair and a, ,l( for t"eir desirable ,ost.
i0. >al !5ins T"roug" Kord5 of5/out" or an( ;ob5see!er a nts to
a,,l( can co/e in and as! if t"ere in an( 0acant ,osition i n t"at
,articular co/, an(.
0. Hational nes ,a,er ad0erts 'ainl( /ultinational co/,aniesuse t"is /et"od in order to s,read t"e nes to t"e "ole countr(
so t"at t"e( recei0e /an ( a,,licatio ns fro/ c andidates "ic"
enab les t"e/ to screen and find best and ,otential candidate.
0i. &ob Centre Pl us and ,redecessors Indi0iduals gen erall(
a,,roac" to &ob Centre Plus to get i/ /ediate res,onse as t"e ;ob
0acancies on ;ob ,ortals are so/eti/es in0alid or e=,ired.
vii. 9/,lo(ers e bsite T"e /ost co//on /et"od used b( 0arious
co/,anies is ,ublis"ing o n t"eir on co/,an( ebsite. T" e
best and t"e direct a( of co //unicatin g it" t"e candidate s
and getting direct re s,onses.
v iii. #ad io or T ad0erts T co//ercials and an nounce/ents on radi
o are also a ffecti0e a ( of s,reading t"e nes.
Figure %.).1 Re!r uitent *et$o#s
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Internal #ecruit/ent 'et"ods
ince t"e ti/e of rationalisation t"e internal recruit/ent /et"od "as been used.
acancies can be filled b( anal(sing e/,lo(ee talents and i/,ro0e/ent and
t"en rede,lo(ing t"e/ fro/ on ,ositionde,art/ent to anot"er. T"is /oti0ates
t"e e/,lo(ee and enables t"eir future grot" in t"e organisation as ell as
"el,s t"e organisation b( being cost5effecti0e and not asting ti/e in "iring
recruit/ent agencies and gi0ing ad0ertise/ents. T"is loer dons t"e attrition
rate as ell. In order to nurture t"e talents of t"e e/,lo(ees it"in an
organisation< e/,lo(ees are selected t"roug" t"e ,rocess of I&P ?Internal &ob
Posting@.
Figure %.).% For!es in Online Re!ruitent
ource Galana!i< 2))2
2)
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T"ere are so/e selection /et"ods "ic" are ,o,ularl( !non and use for /anagerial
staff are5
Inter0ie Panel
A,,lication for/sAssess/ent Centres
+ne5to5one Inter0ies
#eferences
iogra,"ical Data ?C#esu/e@
Ps(c"o/etric test
Gra,"olog(
INTER2IE30
Inter0ie is t"e /ost 0ital ,art of t"e selection ,rocess. According to Fletc"er ?1$88@"ile s"ortlisting a,,lications t"e "u/an resource s"ould ta!e a note of t"e
reasons for "ic" t"e candidate is getting re;ected because "ile infor/ing t"e re;ected
candidate< "es"e ould li!e to !no t"e reason of getting re;ected for t"at s,ecific
,ost. u/an resource s"ould /a!e sure t"at t"e inter0ieer "as been trained
t"oroug"l( in order to conduct s(ste/atic inter0ie ot"erise t"e re,utation of t"e
organisation could be "ar/ed ?as cited in ollins"ead et al.< 2))3@.
'uller5Ca/en et al. ?2))8@ re0ealed factors t"at can affect t"e ,rocess of selection in
an organisation are5
a@ udget a0ailable
b@ Accurac( is re:uired
c@ Ti/e5scale for a,,oint/ent
d@ election criteria for t"e ,ost to be filled
e@ atisfactoriness of t"e /et"ods
f@ T(,e of 0acanc( and le0el of t"e ,osition to be filled
g@ Past Custo/s and Practices
"@ 9ase in ad/inistration
i@ Ca,abilit( of t"e staff in0ol0ed in t"e ,rocess of selection
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Coo! ?2))4@ stated t"at selection /et"od s"ould confor/ to fair e/,lo(/ent
legislations. T"e ter/ Buccessful electionE can be defined in to conce,ts i.e.
reliabilit( and 0alidit(. #eliabilit( refers to stabilit(< consistent< de,endable and
unc"angeable. +n t"e ot"er "and 0alidit( /eans aut"entic< trustort"(< genuine and
sound. T"e acce,tance of ort"( candidate and re;ection of t"e ,oor candidate is
!non as alid election 'et"od. T"e e:ui0alent conse:uence of t"e sa/e situation
and as t"e sa/e indi0iduals is called as #eliable election 'et"od ?as cited in 'uller5
Ca/en et al.< 2))8@.
As disco0ered b( T(son et al. ?1$$6@ s(ste/atic recruit/ent ,rocess "as t"e folloing
criteria "ic" lead to successful recruit/ent ,rocess in industan Coca5Cola ,ri0ate
li/ited5
Deterining t$e 2a!an!ies: acancies are deter/ined on t"e basis of
organisational ob;ecti0e and de/and for t"at ,articular 0acanc( in t"at fir/.
Contents of recruit/ent ill be decided in t"e "u/an resource ,lanning "ic"
can be re0ised.
Consi#ering t$e 0our!es: It de,ends on t"e nature of de/and and su,,l( of
labour "ile designing t"e "u/an resource ,lanning. T"ere is a ,ossibilit( of
internal recruit/ent for filling 0acancies because t"e e/,lo(ees are !non to
t"e organisation< t"e ti/e and cost of recruit/ent and selection is sa0ed< t"e
ca,abilities of e/,lo(ee is !non to t"e organisation and it is a a( of building
u, trust in t"e e(es of e/,lo(ees as t"e( ill 0ie it as a source of grot" and
t"eir career de0elo,/ent "ic" ill lead to lo attrition rate in t"e organisation.
+t"er sources of recruit/ent ould be institutional agencies< e/,lo(/ent
agencies and ad0ertise/ent.
Pre-aring an# Publis$ing Inforation: T"is /et"od re:uires a lot of ti/e
andenerg( as accurate infor/ation "as to be ,ro0ided "ic" can attract suitable
candidates for t"at ,articular ,ost. Also t"e ;ob descri,tion for t"e ,ost is
/entioned< reards< etc. T"is can be in t"e for/ of ;ob ad0ertise/ent in
nes,a,er or ,ress< a,,lication for/< etc.
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Pro!essing an# Assessing A--li!ations: After recei0ing t"e a,,lications fro/
candidates t"e ne=t ste, is to select t"e candidates "o are /ost suitable for t"e
gi0en ,ost and can be seen as t"e future e/,lo(ees for t"e organisation "ic"
/a!es t"e cost and ti/e for t"e selection ,rocess ort""ile. T"is is done in
t"ree basis categories suitable< /arginal and not suitable.
Notif+ing t$e a--li!ants: T"e final stage is to infor/ t"e successful candidates
t"at t"e( are successful of t"e arrange/ents for t"e selection ,rocedures and to
t"e re;ected a,,licants t"at t"e( are unsuccessful. T"e letter to t"e c"osen
candidates /a( include date< ti/e< 0enue< tra0el and e=,enses. Also it ill be
eas( for t"e candidate if co/,an( ,rofile and ;ob descri,tion is also attac"ed in
t"e letter.
T"ere are se0eral ad0antages and disad0antages su,,orted b( #osenfeld et al. ?1$$$@5
A#5antages of 0ele!tion Inter5ie
o Candidates /ost of t"e ti/e eagerl( ait for t"e inter0ie call. T"erefore< it is
eas( to organise inter0ies.
o Inter0ies are :uic!. It re:uired 0erif(ing t"e details /entioned in t"eir
resu/es or a,,lication for/< c"ec!ing t"eir 0erbal co//unication s!ills and
!noledge e=,erience about t"e ;ob t"e( "a0e a,,lied for.
o It is difficult to find e:ui0alent to t"is !ind of /et"od as t"e e/,lo(ers ant to
see and anal(se after tal!ing to t"e/ "et"er t"e candidate can be a future
e/,lo(ee of t"e co/,an( or not.
Disa#5antages of 0ele!tion Inter5ie
o If t"ere are /ulti,le inter0ieers in an inter0ie< t"e( are li!el( to ,ic! u,
different a candidate and end u, it" a different conclusion t"is /a!es t"e
,rocess toug"er.
o Pre/ature i/,ression /a!es t"e inter0ieer to co/e to a conclusion so/eti/es.
T"is /a( be totall( o,,osite of "o e=actl( t"e candidate is.
o Inter0ies are generall( biased.
o In t"e inter0ie ,rocess< it beco/es difficult for t"e inter0ieer to realise t"eirrele0ant or t"e rele0ant infor/ation.
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T"ere are t"ree !e( indi0idual c"aracteristics "ic" are essential in t"e ,rocess of
selection for an organisation li!e Coca5Cola Co/,an( in India5
I. ni0ersals Intellectual s!ills< energetic candidate "o ,rioritises "is "er ;ob
duties.
II. +ccu,ational c"aracteristics essential for t"e ;ob to be ta!en u,.
III. #elational 9/otional strengt".
T"ese abo0e /entioned criteria /a( differentiate according to t"e ;ob re:uire/ent.
+nce t"e candidate is selected for a gi0en ,ost< "u/an resource s"ould /a!e sure t"e
belo /entioned criteria are a0ailable before issuing t"e offer letter to t"e candidate5
- '#F ?'an,oer #e:uisition For/@
- Curriculu/ itae ?C@ of t"e candidate
- Assess/ent "eet of t"e Inter0ie conducted
- Details of #eferences
- Co/,ensation +ffer
Generall( t"e recruit/ent and selection ,rocess "as a deadline of a,,ro=i/atel( 33
da(s to e/,lo( a candidate for an( desired ,osition fro/ t"e date "en t"e "u/an
resource gets t"e /an,oer re:uisition for/ a,,ro0al. Listed belo are t"e basic
targets fro/ designing t"e ;ob descri,tion to conducting inter0ies to ,re,aring
co/,ensation ,ro,osal in t"e "ole recruit/ent and selection ,rocess5
Table %.@ asi! Target Dea#line
ource #ed/an et al. ?2))1@
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After t"e ne e/,lo(ee gets "ired< e/,lo(ee /a( sub/it docu/ents listed belo as
as!ed b( t"e "u/an resource according to t"e co/,an( ,olicies5
- Co,( of offer letter signed and acce,ted b( t"e candidate.
- Co,( of candidates educational and ,rofessional docu/ents.
- Date of irt" ID
- Pass,ort sie ,"otogra,"s of t"e ne e/,lo(ee.
- Pa(5sli,s of ,re0ious e/,lo(/ent.
- #elie0ing Letter fro/ t"e ,re0ious e/,lo(er.
- Filled 'edical Insurance For/ of t"e co/,an(.
After t"e ne e/,lo(ee ;oins t"e organisation t"e co/,an( also ta!es t"e infor/ation
of an( ,ast cri/inal offences b( t"e e/,lo(ee and t"en offers an o,tion of c"oice for
t"e e/,lo(ee to ta!e official trans,ort to reac" t"e or! or ill "es"e ill use t"eir
on trans,ort to reac" t"e office. >"ic" dis,la(s t"e e/,lo(er is concerned about t"e
e/,lo(ee and it gi0es an i/,act on t"e e/,lo(ee about e/,lo(ee elfare.
T"ere are ot"er benefits "ic" t"e co/,an( does is t"e facilities suc" as lo cost and
nutritious /eal in t"e canteen< recreational facilities suc" as caro/ boards< table tennisord it" a
la(out "ic" is a,,ealing to t"e ,artici,ant and is /ostl( ob;ecti0e so t"at t"e
,artici,ant is not confused about "at to anser t"erefore in /ost of t"e :uestions
o,tions are /entioned. T"e( ;ust need to Tic! /ar! t"e o,tion t"at suits t"e/ t"e /ost
or rate t"eir e=,erience about t"e recruit/ent and selection ,rocess.
T"is is a >Des!ri-ti5e 0tu#+? "ic" is a researc" ,roducing true side 0ie of
indi0iduals< "a,,enings or circu/stances. It can be an e=tension of t"e e=,lanator(
researc" "erein usage of descri,tion is t"ere in t"e researc".
'., Resear!$ Pro!e#ures
Generall( t"e design of t"e :uestionnaire /a( de,end u,on t"e a( it is ad/inistered
?cited in aunders et al.< 2))$@. In order to get t"e :uestionnaires co/,leted b( t"e
e/,lo(ees of Coca Cola< India t"e :uestionnaires ere sent 0ia e5/ail to a ,ersonal
/ediator in He Del"i< India and being fa/iliar it" t"e co/,an( e/,lo(ees< t"e
:uestionnaires ere distributed a/ong t"e/ t"oug" it too! /ore t"an a /ont" to get
res,onses fro/ t"e e/,lo(ees as it as a festi0al ti/e in India and fe e/,lo(ees ere
on lea0e.
A confir/ation as ta!en fro/ t"e e/,lo(ees of industan Coca Cola ,ri0ate li/ited
"et"er t"e( are co/fortable in filling t"e :uestionnaires before finalising an(t"ing.
After getting a ,ositi0e res,onse it as decided to issue about 6) :uestionnaires.
T"ereafter< it as ,osted bac! to t"e researc"er to e0aluate and anal(se t"e data in order
to fulfil t"e researc" ob;ecti0e.
'. Et$i!al Consi#erations
T"e e/,lo(ees of Coca Cola< India ere treated fairl( and t"e date filled b( t"e/ in t"e
:uestionnaire re/ained confidential ?cited in Fis"er< 2)1)@. efore issuing t"e
:uestionnaires ,er/ission as ta!en fro/ t"e co/,an( e/,lo(ees "et"er t"e( are
co/fortable in filling u, t"e :uestionnaires regarding t"eir co/,an(s recruit/ent and
selection ,rocess or not. Also t"e( ere infor/ed t"at na/es ill re/ain anon(/ous
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and no designation is re:uired so t"at t"eir ansers re/ain unbiased. T"e( ere
infor/ed t"e data collected fro/ t"e/ ill re/ain confidential and is for acade/ic use
onl(. Generall( t"e acade/ic researc"es are ,ublis"ed t"erefore to a0oid "u/iliating
situation for t"e e/,lo(ees and t"e researc"er< no na/es and designations ere ta!en in
t"e :uestionnaire. Also t"e( ere co//unicated t"at no indi0idual or co/,an( ill be
identified ?Fis"er< 2)1)@. For so/e of t"e :uestions e0en KHo +,inion o,tion as
gi0en in case t"e( are unco/fortable in ansering an( :uestion.
'./ 0uar+
ence< t"is c"a,ter states t"e /et"ods and strategies ado,ted b( t"e researc"er to
understand t"e ,rocess of recruit/ent and selection b( ta!ing u, case stud( ofindustan Coca Cola ,ri0ate li/ited. T"e ,ri/ar( data collected is t"roug" ,re5coded
:uestionnaires ?cited in Fis"er< 2)1)@ "ic" /a!es t"is researc" /ore 0aluable and
:ualitati0e. A,,roac" and t"e ,"iloso,"ies "a0e been used in order to understand t"e
conce,t t"oroug"l(.
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CHAPTER I2 FINDIN=0
).1 Intro#u!tion
T"is c"a,ter e0aluates t"e findings "ic" are anal(sed t"roug" :uestionnaires filledb( t"e e/,lo(ees of industan Coca Cola ,ri0ate li/ited ?India@ concerning t"e
recruit/ent and selection ,rocedure in t"eir co/,an( and "o t"e( ere selected
and if t"e( are satisfied it" t"eir ;ob or not. T"e data is anal(sed recei0ed fro/ t"e
:uestionnaires filled b( t"e co/,an( e/,lo(ees of Coca Cola< India.
).% Anal+sis of Res-on#ents non8res-on#ents
About 6) :uestionnaires ere issued to be filled b( t"e e/,lo(ees of industan
Coca Cola ,ri0ate li/ited about t"e ,rocess of recruit/ent and selection in t"eir
co/,an(. +ut of 6) onl( *1 ere distributed a/ongst "ic" about 4) "ad 0alid
and co/,lete res,onses. 2 :uestionnaires ere /is,laced "ile t"e :uestionnaires
ere being sent fro/ India to t"e researc"er in 7. - :uestionnaires ere in0alid or
inco/,lete. T"e :uestionnaires ere sorted on t"e basis of gender as /entioned in
Table 4.2. It s"os t"at 26 /ale ,artici,ants and 14 fe/ale ,artici,ants acti0el(
,artici,ated in t"e sur0e( and successfull( co/,leted t"e :uestionnaires.
. Ho. Particulars Hu/ber of Partici,ants Total
Feale *ale Partici,ants
1. =en#er 1) % )C
2. Age 1852) 3 1 )
2)53) - 1- %)
3)54) 2 - B
Abo0e 4) 2 1 '
'. Lengt$ of 0er5i!e
)51 (ears 2 4 .
152 (ears - 11 1@
354 (ears 3 * @
Abo0e 4 (ears 2 6 @
Table ).% Des!ri-ti5e of &uestionnaire Res-on#entsource Data e=tracted fro/ :uestionnaires
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) .' Fin#ings for ea!$ resear!$ Guestion
T"e e/,lo(ees of indus tan Coca Cola ,ri0ate li/ited ere as!ed so/e :ues tions
regarding t"e ,rocess of recruit/ent and selection i t"eir co/,an( t"roug"
:uestionnaires. T"e res,onses fro/ t"e/ are as belo5
i. Anser s for &uestion No.1
>"e n t"e e/,lo(ees ere as!ed abo ut t"eir lengt" of ser0ice in ind ustan Coca Cola
,ri0 ate li/ited ?India@< out of 4) about 6 e/,lo( ees /ention ed in t"e : uestionnaire t"at
t"e( ere or!ing for a( ( ear or less t"an t"at. 1 8 e/,lo(e es "ic" as t"e /a=i/u/
ere or!ing for about 2 (ears in t" e co/,an( . 8 e/,lo( ees eac" f or about 4 (ears
and sa/e for ab o0e 4 (ear ere e/,lo(ed in t"e co/,an(.
2)
1*
1) 1@
* @ @
))1 (ears 12 (ears 34 (ears 4 ( ears or
/ore
Figure ).' .1: Lengt$ of 0er5i!eource Data co llected fro / :uestionn aires
ii. Anser s for &uestion No.%
9/, lo(ees ere also as!e d "et"er t "e( ere gi0en ,ro,er training or not after be
ing "ire d< t"en out of 4) e/,lo (ees 38 e/ ,lo(ees agreed t"at t"e( ere gi0 en
training as soon as t"e( ;oined industan Coca Cola ,ri0ate li/ited b( onl( 2
e/,lo(ees /entioned in t"e :uestionn aire t"at t"e( did not recei0e an( training.
%
Jes
'@ Ho
Figure ).'.% Training -ro5i#e#ource Data collected fro/ :uest ionnaires
4$
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iii. Anser s for &uestion No.'
T"e e/,lo(ees of Coca Cola India ere as!ed "et"er t" e( ere satisfied it" t"eir
;ob i n t"e co/, an( or not or t"e( anted to c"ange t"eref ore as ,er t"e belo s"on Figure no. 4.3.3 about 3) e /,lo(ees agreed t"at t"e( ere satisfied it" t"eir
;ob< * of t"e/ strongl( agreed t"at t"e co/,an( is success ful in e/,lo(ee elfare and
t"e( "a0e no co/,laints against t"e co/,an( and ;ust 3 of t"e/ dis gree "er eas 2
e/,l o(ees did not /ention an( o,inion.
*)
, '
) 'trong l(
Agre e
%Agre e Disagreetrongl(
Ho +,inionDisagree
Figure ).'.': (ob 0a tisfa!tionource Data co llected fro / :uestionn aires
i5. Anser s for &uestion No.)
T"e :uestion nu /ber four /entioned "et"er t"e co/,an( e/,lo(ees of Coca
Cola< Indi a ere "a,, ( it" t"eir co/,ensa tion ,ac!a ge or not.
12
Jes
28 Ho
Figure ). '.): 0atisfi e# it$ Co-ensation Pa!"ageource Data co llected fro / :uestionn aires
*)
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As s"on in Figure 4.3.4 abo0e -)M of t"e e/,lo(ees are satisfied it" t"e
co/,ensation ,ac!age "ic" t"e( are recei0ing fro/ Coca Cola ?India@ but 3)M of
t"e/ are un"a,,(.
5. Ansers for &uestion No.,
T"e e/,lo(ees ere also as!ed best recruit/ent sources according to t"e/ "et"er
t"e( ,refer e=ternal< internal or bot"< 62.*M of e/,lo(ees ,referred bot" e=ternal and
internal recruit/ent< 2*M said t"e( ,refer recruit/ent it"in t"e co/,an( and t"e
re/aining 12.*M e/,lo(ees ,referred e=ternal recruit/ent.
2*2)1*1)*
ot" %, ) 1 Internal
,
9=ternal
Figure ).'.,: est Re!ruitent 0our!eource Data collected fro/ :uestionnaires
5i. Ansers for &uestion No.
In order to raise nu/ber of recruits "at !ind of strategies does Coca Cola co/,an( in
India uses< about 36M e/,lo(ees /entioned t"at ne e/,lo(ees are recruited b(
offering t"e/ better ,a( ,ac!ages in order to attract t"e/< 2$M e/,lo(ees state t"at t"e
tie5u, it" t"e institutions enable t"e co/,an( to gain ne graduates or :ualified
e/,lo(ees for t"eir business ,rogress< 14M is t"at t"e co/,an( loo! be(ond graduates
i.e. if t"e( are s"ort of e/,lo(ees t"en t"e( e0en loo! for "iring di,lo/a "olders. 11M
e/,lo(ees re/ar! t"at t"e co/,an( loo!s be(ond t"eir local co//unit( and
a,,roac"es to different cities as ell< 8M state t"at t"e( ,ro0ide t"eir e/,lo(ees it"
0ocational courses in order to train t"e/ or /a!e t"e/ ca,able of different field.
*1
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% Pa(@
',ac!ages
%BH
+t"er cities
e(ond
1) 11Graduates
Institutio ns
ocational
Courses
Figure ).'.: Attra!t Re!ruitsource Data co llected fro / :uestionn aires
5ii. Anser s for &uestion No./
9/, lo(ees ere as!ed abo ut t"eir /ain reasons because of "ic" t"e e/,lo(ees
ould lea0e Coca Col a India. T"e result is as follos5
'a; orit( of t"e e/,lo(ees i.e. 36 M of t"e/ lea0e or ould li! e to lea0 e t"e
organisation if t"e( get a "ig"er ,aid ;ob< 24M sa(s if t"e( get a ne ;ob on a "ig"er
le0el< t"en for g rot" o,, rtunities t" e( /a( lea0e t"e ;ob. o/e realise t"at t"e( need
to "a0e /ore : ualificatio n or t"e e/ ,lo(ees "o ;oin after graduation ,lan to do a
/ast ers degree /a( lea0 e t"eir ;ob if it is full ti/e. +t"ers /a( lea0e because t"e(
cann ot "andle t "e or! , ressure building u, in t"e co/,an(< so/e f or unfa0ourable
s"ift ti/ings and t"e ot"er for organis ational culture.
Pa( Pac!ages
1
"ift Ti/ings
1@H
%) 3i g"er tudies'H %/
>or! Pressure
'+rganisation'Culture
Grot"
+, ,ortunities
igure ).'. /: Reasons for Lea5ingource Data co llected fro / :uestionn aires
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*2
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5iii. Anser s for &uestion No.@
>"e n as!ed ab out t"e sourcing /et"o ds "ic" t eir co/,an ( ,refers using< it /o
tl( uses ca/,us ,l ace/ents as t"eir tool after "ic" ad0ertise/ent is ,ublis"ed about
an( 0acanc( and u,loaded on co/,an( and ,ri0ate ;o b ebsites. T"eir 0aca nc(
,ublici t( is done b( ,artici ,ating in ;o b fairs as ell. T"e ot"er o,tions t"e( ,referafter t"ese /a( be e /,lo(ee re ferral< ,ri0ate consultants and al!5ins.
4)'1
2) %% %/1) %' %) 1)
Figure ).'.@: 0our!in g *et$o#source Data co llected fro / :uestionn aires
i;. Anser s for &uestion No.B
T"e nint" :uestion in t"e :uestionnaire states abo ut "o /a n( rounds o f inter0ie
are cond ucted belo e/,lo(ing an( candidate for a gi0en 0acanc(. T"e result is as
/entioned belo in Figure 4.3.$5
2) 1B1/ 1@
1*1,
1)
1%
1)
1 &unior Le0el
*% )
,'iddleLe0el
enior Le0el)
1
+neTo
T"ree'ore
Figure ).'.B: Roun#s of inter5i e in Different Le5els
ource Data co llected fro / :uestionn aires
*3
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;. Anser s for &uestion No.1
T"e e/,lo(ees ere as!ed "et"er a n( referral olic( is us ed in t"e co/,an( or not< 31
out of 4) e/,lo(ees an sered t"at t"e( "a0e referral ,olic( but $ of t"e/ said t"ere is no
t an( suc" ,olic( "ic " is :uite strange or / a( be t"e co/,an( "a d recentl(
intro duced or ould "a0e s to,,ed usi ng.
4)
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) $Jes
Ho
Figure ).'.1: Referral -oli!+ inCo!a Cola In#ia
ource Data co llected fro /:uestionn aires
;i. Anser s for &uestion No.11
T"e e/,lo(ees "o ansered KJes for t"e abo0e
:uestion ere as!ed if t"ere a s a rea rd for referring
e/,lo(ees or not and 21 e/ ,lo(ees out of 4) said KJes
and t "e ot"er re/aining 1) said KHo.
2 *
2 )
1*%1
1)
*1
)
J esHo
Figure ).'.11: Re ar# for referring e -lo+ees
ource Data co llected fro /:uestionn aires
*4
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;ii. Anser s for &uestion No.1%
Anot"er :uestio n as as!ed in ter/s of recruit/ ent ,rocess "et"er t" e "u/an resource
de,art/ent ta!es feedbac! fro/ candida tes on recr uit/ent ,rocess.
24 e/,lo(ees said KJes t" at t"e "u/ an resource ta!es u, feedbac! on t"e recruit/
ent ,rocess. #est of t"e e/,lo (ees do not agree it" t"at.
%)
2*
2)1
1*
1)
*
)
JesHo
Figure ).'.1%: Fee#ba!" fro Can#i#ates
ource Data co llected fro / :uestionn aires
;iii. Anser s for &uestion No.1'
T"e e/,lo(ees of Coca Co la after being as!ed "et"er t"e( use ;obsites as one of t"e
tools for searc"ing ;ob abo ut 6*M e/,lo(ees ac ce,ted t"e fact t"at t"e ( ere using
t"e ;obsites for searc"ing ot"er ;obs "ile t"e rest 3*M do not u se ;obsites.
Ho 1)
Jes %
) 1) 2) 3)
Fig ure ).'.1': (obsites as sear!$ing toolource Data co llected fro / :uestionn aires
**
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;i5. Anser s for &uestion No.1)
T"e e/,lo(ees "o ansered KJes i n t"e abo0e :uestion ere as!ed "ic" ;obsit
es t"e( refer to. A l/ost e0er(bod( ans ered lea0in g 2 e/,lo( ees. 'ost of t"e/
/entioned Hau!ri.co/ and Ti/es&ob. co/< fe of t"e/ ,referred 'ons ter.co/ andot"ers ere for lin!edin.co/< etc.
*6
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8- / /6 *43 '2
1 1
)
F igure ).'.1 ): 0ele!tion of (obsitesource Data co llected fro / :uestionn aires
;5. Anser s for &uestion No.1,
9/, lo(ees ere as!ed "et"er t"e( t"in! online recruit/ent is necessa r( or not a
nd t"e( ga0e t"eir o,inions b( tic!ing Je s or Ho.
As s"on in t"e belo Fi gure 4.3.1* it clearl( s "os t"at --.* M e/,lo(ees feel
t"at onli ne recruit/ent is essential "erea s t"e rest of t"e e/,lo (ees are "a,,(
it"out onli ne recruit/ent.
4)
3)
'1
2)
1)
) B
+ nlineJes
#ec ruit/entHo
Figure ).'.1,: Online re!ruitent isi -ortant
ource Data co llected fro /:uestionn aires
;5i. Anser s for &uestion no.1
>"e n as!ed ab out t"e best recruit/en t c"annels< t"e
e/,lo( ees "ad different o,inions. 'an( of t"e/ ere in
fa0o ur of "a0in g a lin! i t" t"e educ tional institutions
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and t"er eafter gi0ing ad0erts in nes,a,er s. 9/,lo(
/ent agencies are also ,o,ular noada(s. 9/, lo(ee
referral< &ob Ce ntres and ord of /ou " ere c"o sen in
less nu/bers.
*-
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+t"ers
Lin!s it" educat ionalN
9/ ,lo(/ent Agencies
Ads in g eneral nes, a,ers
9/,lo(ee #eferral
>ord of / out"
&ob centers P ortalsAds in s,ecialist nes,a,er
) * 1) 1* 2) 2* 3)
Figure ).'.1: est Re!ruitent C$ annelource Data co llected fro / :uestionn aires
;5ii. Anser s for &uestion No.1/
T"e e/,lo(ees of Coca Co la India e re as!ed if t"e( ere a,,( it" t"e current
recr uit/ent and selection , ractices in t"eir organ isation and 8*M e/,lo (ees ere
satisfied it" t" eir co/,an (s recruit /ent and selection ,ra ctices and t "e
re/aining 1*M ere not satisfied it" it.
4) ')
3)
2)
1)
)
atisfied it" #e cruit/ent Jes Ho
election Practices
Figu re ).'.1/: 0 atisfie# it$ Re!ruitent 4 0ele!tion Pra !ti!esource Data co llected fro / :uestionn aires
;5iii. Anser s for &uestion No.1@
Acc ording to 8 -M e/,lo( ees< t"ere " as been a c "ange in t"e recruit/e nt and
selection ,ractices o0ers a ,eriod of ti/e. +nl( * e/,lo(e es i.e. 13M feel t"eir
,ractices "a0 e not c "anged till no and a re sa/e as before.
*8
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, 1'
', @/ Jes Ho
Figure ).'. 1@: C$ange in Re!ruitent 4 0 ele!tion -r a!ti!es o5er t$e +earsource Data co llected fro / :uestionn aires
;i;. Anser s for &uestion No.1B
>"e n t"e e/,l o(ees ere as!ed if t" e( feel inter nal recruit /ent "el,s i n
/oti0atin g t"e/ < 31 e/,lo(ees re,lie d sa(ing KJes and t"e ot"ers did not feel an(
difference t"er efore t"e re /aining $ e/,lo(ees /ar!ed KHo as t"eir a ser to t"is
:uestion regarding t"e recruit/ent a nd selection ,rocess.
3*
3)2*
2)'1
1*1)
B*)
Internaliring Jes Ho
'oti0ates
Figure ).'.1B: Is int ernal re!ruitent oti5atingJource Data co llected fro / :uestionn aires
;;. Anser s for &uestion No.%
T"e e/,lo(ees of Coca Co la ere as! ed "et"er t"e( feel t"e recruit/ent and sele
ction ,racti ces are rigi or not in ter/s of elig ibilit( crite ria. *2.* M e/,lo(ees
ans ered t"at t "e( felt t"e ,ractice as rigid and t" e rest of t"e 4-.* M re ,lied KHo
to t"is :uestion.
*$
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%1
21
2)1B
1$
18
#igid Practices Jes Ho
Figure ).'.%: Rigi# Eligibilit+ Criteriaource Data co llected fro / :uestionn aires
;;i. Anser s for &uestion No.%1
>"e n as!ed t"e e/,lo(ee s "et"er inno0ati0e t c"ni:ues are re:uired to be ado, ed
in t"e s election ,rocess suc" as ,s(c"o /etric test< etc. t"en 24 e/,lo(ee s out of 4)
said KJes and t"e o t"er 16 e/ ,lo(ees / entioned KH o for ado ,ting inno0ati0e
tec"ni:ues as t" e( do not feel an( need for it to / a!e t"e ,ro cess /ore co/,licate d.
3)
2*
2)
1*
)1)
%1
*
) Heed of o0ati0e Jes Hoinn
tec"ni: ues
Figure ).'.%1: A#o -tion of In no5ati5e T e!$niGuesource Data co llected fro / :uestionn aires
;;ii. Anser s for &uestion No.%%
T"e final :uestion as!ed to t"e e/ ,lo(ees as if t"e( feel t"at i n t"eir or!ing
en0iron/ent t"e rig"t !in d of ;ob is ,erfor/ed b( t"e des er0ing ,erson or not. 62 M
e/,lo(ees agreed and 1* M eac" "o strongl( agree and disagree. #est * M of t"e/did not ant to re0eal t"eir o,inion an d 3M strongl( disagreed.
6)
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'1,
, 1,
trongl( Agree
Agree
Disagree
trongl( Disagree%
Ho +,inion
Figure ).'.%%: Rig$t ob for Deser5ing E-lo+eeJource Data co llected fro / :uestionn aires
) .) 0uar+
T"is c"a,ter an al(sed t"e data for t"e researc" findings "ic" is collected fro / t"e
:uestionnaires and descri bed in t"e for/ of c "arts< gra, s< etc. T" ese findings are
based on t"e researc" ai/ :uestions for "ic" s olution as being e=,l ored and is t"us
found it" t" e "el, of :uestionnaires based on t"e ,rocess of # ecruit/ent and
election of industan Co ca Cola ,r i0ate li/it ed. T"ese : uestions ere ,re,ar ed
on t"e basis of researc" ai/ a nd are rela ted to t"e literature re0ie i.e. C"a,ter Ho. 2
and t"is ill no fi nall( lead t o t"e conclu sion or reco//endations if t"ere are an(.
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CHAPTER 2 ANAL0I0 4 CONCLU0ION
,.1 Intro#u!tion
T"is c"a,ter discusses t"e findings /entioned in C"a,ter 4 and conclusions or solutions
for t"e researc" :uestions based on t"e results of /et"ods used in /et"odolog(
/entioned in C"a,ter 3. After critical e0aluation of t"e ,rocess of recruit/ent and
selection /et"ods ere c"osen and strategies ere ado,ted in order to find t"e solution
for t"e :ueries /entioned in t"e researc" ai/. Findings "ic" ere disco0ered it" t"e
"el, of :uestionnaires filled b( t"e e/,lo(ees of Coca Cola ?India@ ere t"en
e=,lained< anal(sed and inter,reted. T"roug" t"e findings it clearl( de,icts t"at /ost of
t"e e/,lo(ees in Coca Cola are reasonabl( satisfied it" t"eir co/,an( and it" t"e
recruit/ent and selection ,ractices ,re0ailing in t"e co/,an( t"oug" t"ere are fe
issues faced b( t"e/. Conclusions are /ade regarding t"is researc" /entioning t"e
solution for t"e researc" :uestions and li/itations of t"is researc". It also states t"e
i/,lications and reco//endations about t"is researc".
,.% Criti!al e5aluation of a#o-te# et$o#olog+
A critical e0aluation is done on t"e /et"ods ado,ted in t"is researc". T"e tools and
tec"ni:ues ado,ted in t"is researc" are a,,ro,riate to so/e e=tent as t"e e=,loration of
t"e researc" is s/all scale. Ado,tion of different !ind of data bot" :ualitati0e and
:uantitati0e for t"e researc" as a benefit. T"e electronicall( dis,atc"ed :uestionnaires
based on t"e researc" ai/ :ueries beca/e a source of ,ri/ar( data. T"is enables to
e=,lore about t"e sub;ect and "el,ed in a fast anal(sing of t"e data as t"e :uestionnaire
,re,ared as ob;ecti0e !ind t"oug" t"ere ere so/e li/itations li!e cancellation ofinter0ie it" t"e "u/an resource /anager of Coca Cola< India< t"e e/,lo(ees being
on 0acation in India because of t"e festi0e season< difficult( in folloing u, because of
t"e ,ea! ti/e or t"e bus( ,eriod.
Case 0tu#+:
As defined b( #obson ?2))21-8@< BCase stud( is a strateg( for doing researc" "ic"
in0ol0es an e/,irical in0estigation of a ,articular conte/,orar( ,"eno/enon it"in its
real life conte=t using /ulti,le sources of e0idenceE ?cited in aunders et al.< 2))$
62
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,,.14*5146@. In order to gain ,ro,er understanding about t"e ,rocess of recruit/ent and
selection it beco/es necessar( to ta!e u, a case stud( concerning co/,an( t"e
researc"er is aare of t"erefore industan Coca Cola is considered as one of t"e best
o,tions to anal(sis t"is "u/an resource /anage/ent ,rocess.
T"is is a ingle Case tud( trateg( "as been used "ic" ,ro0ides it" a clear
understanding ot"erise /ulti,le case studies /a( lead to confusion and e=aggeration
about t"e ,rocess.
Parti!i-ants:
9/,lo(ees undergoing different circu/stances "ad 0aried ansers to t"e :uestions
/entioned in t"e :uestionnaire "ic" /a!es t"e stud( /ore :ualitati0e< understandable
and e=,lorator(. 9/,lo(ees "ad e=,erience of "o t"e( ere recruited in Coca Cola
and are aare of t"e recruit/ent and selection ,ractices e=isting in t"eir co/,an( on
t"e basis of "ic" t"e( filled t"e :uestionnaire. T"e e/,lo(ees ere infor/ed t"at t"eir
details ill be !e,t confidential and t"e data being collected is for acade/ic ,ur,oses
onl(. ence< t"e findings are unli!el( to be biased.
&uestionnaire:
T"e e/,lo(ees ere as!ed to res,ond to t"e sa/e set of :uestions in a si/ilar for/at.
T"e :uestionnaires are ,re5coded "ic" /eans /ost of t"e :uestions "a0e res,onses as
o,tions in "ic" t"e ,artici,ant "as to tic! /ar! t"e correct o,tion ?cited in Fis"er.< #oe"ling< '. .< LePine< '. A. 'o(ni"an< L. '. ?2))3@. Indi0idual
;ob5c"oice decisions and t"e i/,act of ;ob attribute and recruit/ent ,ractices A
longitudinal field stud(. u/an #esource 'anage/ent. 42?1@< 23
#etrie0ed fro/
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and #eco//endations. Personnel Ps(c"olog(. 36?3@. *2-
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'anage/ent. ?6t"
ed.@. He &erse( Pearson Prentice all.
Co"en< L.< 'anion< L. 'orrison< 7. ?2))-@. #esearc" 'et"ods in 9ducation. ?6t"
ed.@. London #outledge.
Cole< '. .< Field< . .< Giles< >. F. arris< . G. ?2))$@. #ecruiters Inferences of
A,,licant Personalit( ased on #esu/e creening Do Pa,er Peo,le "a0e a
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Coo!< '. ?2))4@. Personnel election Adding alue t"roug" Peo,le. ?4t"
ed.@. >estusse=< 7 &o"n >ile(.
Coo!< '. ?2))$@. Personnel election Adding alue t"roug" Peo,le. ?*t"
ed.@. >estusse=< 7 >ile(5lac!ell.
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e"a0iour. ?8t"
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9denboroug"< #. ?2))2@. 9ffecti0e Inter0ieing A "andboo! of s!ills and tec"ni:ues.
?2nd
ed.@. London< 7 7ogan Page
Farn"a/< D. ?2)))@. 9/,lo(ee #elations in Conte=t. ?2nd
ed.@. London< 7 C"arteredInstitute of Personnel and De0elo,/ent.
Fis"er< C. ?2))-@. #esearc"ing and riting a dissertation A guideboo! for business
students. arlo FT Prentice all.
Fis"er< C. ?2)1)@ . #esearc"ing and riting a dissertation An essential guide for
business students. ?3rd
ed.@. 9sse=< 7 Pearson 9ducation.
Fletc"er< &. ?1$88@. 9ffecti0e Inter0ieing. ?3rd
ed.@. London< 7 7ogan Page.
Gennard< &. &udge< G. ?2))2@. 9/,lo(ee #elations. ?3rd
ed.@. London< 7 C"arteredInstitute of Personnel and De0elo,/ent.
Gra"a/< . T. ennett< #. ?1$$8@. u/an #esources 'anage/ent. ?$t"
ed.@. 9sse=orld. He Jor! Palgra0e 'ac/illan.
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aring< A. #u(sse0eldt< &. . ?2))4@. International u/an #esource 'anage/ent.
?2nd
ed.@. London age.
enderson< I. ?2))8@. u/an #esource 'anage/ent for 'A tudents. London< 7
C"artered Institute of Personnel and De0elo,/ent.
erriot< P. ?1$8$@. Assess/ent and election in +rganiations 'et"ods and Practices
for #ecruit/ent and A,,raisal. >est usse=< 9ngland &o"n >ile( ons.
erriot< P. ?1$$2@. T"e Career 'anage/ent c"allenge balancing indi0idual and
organisational needs. London< 7 age.
ollins"ead< G. ?2)1)@. International and Co/,arati0e u/an #esource 'anage/ent.
er!s"ire< 9ngland 'cGra5ill.
ollins"ead< G.< Hic"olls< P. Tailb(< . ?2))3@. 9/,lo(ee #elations. ?2nd
ed.@. 9sse=il!inson< A. ?2))8@. u/an #esource 'anage/ent at or!
Peo,le 'anage/ent and De0elo,/ent. ?4t"
ed.@. London< 7 C"artered Institute ofPersonnel and De0elo,/ent.
'aund< L. ?2))1@. An Introduction to u/an #esource 'anage/ent T"eor( and
Practice. He Jor! Palgra0e 'ac/illan.
'uller5Ca/en< '.< Crouc"er< #. Leig"< . ?2))8@. u/an #esource 'anage/ent A
Case tud( A,,roac". London< 7 C"artered Institute of Personnel and De0elo,/ent.
Pettinger< #. ?1$$$@. 9ffecti0e 9/,lo(ee #elations A guide to ,olic( and ,ractice in
t"e or!,lace. London< 7 7ogan Page.
#ed/an< T. >il!inson< A. ?2))1@. Conte/,orar( u/an #esource 'anage/ent.
9ngland Pearson 9ducation.
#ees< G. Frenc"< #. ?2)1)@. Leading< 'anaging and De0elo,/ent Peo,le. ?3rd
[email protected]< 7 C"artered Institute of Personnel and De0elo,/ent.
#esearc" 'et"ods. ociological #esearc" !ills. #etrie0ed e,te/ber )-< 2)11 fro/
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#oberts< G. ?1$$-@. #ecruit/ent and election A Co/,etenc( A,,roac". London< 7
Institute of Personnel and De0elo,/ent.
#oberts< G. ?2))*@. #ecruit/ent and election. ?2nd
ed.@. London< 7 C"arteredInstitute of Personnel and De0elo,/ent.
#obertson< I. T. /it"< '. ?2))1@. Personnel election. &ournal of +ccu,ational and
+rganisational ,s(c"olog(. -4< 44154-2
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aunders< '.< Leis< P. T"orn"ill< A. ?2))$@. #esearc" 'et"ods for usiness
tudents. ?*t"
ed.@. 9sse=< 7 Pearson 9ducation.
earle< #. . ?2))3@. election #ecruit/ent A critical te=t. 'ilton 7e(nes< 7
Palgra0e 'ac/illan
tore(< &. ?1$$2@. De0elo,/ents in t"e 'anage/ent of u/an #esources. +=ford< 7
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Turner< P. ?2))*@. # Forecasting and Planning. 'u/bai< India &aico.
T(son< . Jor!< A. ?1$$6@. u/an #esource 'anage/ent. ?3rd
ed.@. +=ford< 7'ade i/,le.
>ilson< P. &. ?2))*@. u/an #esource De0elo,/ent Learning Training for
indi0iduals organiations. ?2nd
ed.@. London< 7 7ogan Page.
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A--en#i!es
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A--en#i; I?%uestionnaires sent to Coca Cola< India@
Dear ir 'ada/al! in
*. Ad0ertise/ent
6. &ob Fairs-. >ebsites
$. o /an( rounds of inter0ies are conducted before a candidate is offered t"e
e/,lo(/ent
+ne To T"ree 'ore
&unior Le0el
'iddle Le0el
enior Le0el
1). Do (ou "a0e referral ,olic( in (our organiation
A. Jes . Ho ?If Ho< go to :uestion nu/ber 12@
11. Is t"ere a reard for referring e/,lo(ees
Jes
Ho
12. Does (our organiation ta!e feedbac! fro/ candidates on recruit/ent ,rocess
Jes
Ho
--
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13. Do (ou use ;obsites as one of t"e tool for searc"ing ;obs
A. Jes . Ho ?If Ho< go to :uestion nu/ber 1*@
14. >"ic" online ser0ice do (ou use
NNNNNNNNNNNNNNNNNNNNNNNN
1*. Do (ou t"in! online recruit/ent is i/,ortant
Jes
Ho
16. >"ic" is t"e best #ecruit/ent c"annel Please Tic! QKR
A. Ads in s,ecialist nes,a,er 9. Ads in general nes,a,ers
. &ob centres Portals F. 9/,lo(/ent Agencies
C. >ord of /out" G. Lin!s it" educational institution
D. 9/,lo(ee #eferral +t"ers
1-. Are (ou satisfied it" t"e ,resent #ecruit/ent election ,ractices at (our
organiation Jes Ho
18. Do (ou t"in!< t"ere "as been a c"ange in #ecruit/ent election ,ractices o0er
t"e (ears in (our organiation Jes Ho
1$. Does internal "iring "el,s in /oti0ating t"e e/,lo(ees of (our organiation
Jes Ho
2). Do (ou t"in! #ecruit/ent election ,ractices are :uite rigid in ter/s of
eligibilit( criteria Jes Ho
21. In selection ,rocess< do (ou t"in! inno0ati0e tec"ni:ues ?li!e stress le0el test
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22. Do (ou feel t"at t"e rig"t ;ob is being ,erfor/ed b( t"e deser0ed ,erson at (our
or!ing en0iron/ent
trongl( agree Agree Disagree trongl( Disagree Ho o,inion
-$
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A--en#i; II?#esearc" Pro, osal@
C$ester usiness 0!$ool
U//%, *A Di ssertation
1. 0tu#ent Details:
1.1. 0ur nae: Forenae:
1.%. 0tu#ent ID:
1.'. Rele 5ant E;-erien!e:
I "a0e ala(s been !een to be a ,art of t"e u/an #esource De,art/ent a
nd ala(s tried to do t"e sa/e. Lastl(< I as a,,ointed b( a /ultinational co /,an( as
t"e 9=ecuti 0e ecretar ( to t"e Director ?AsiaPac 'i ddle 9ast@. In t"is
organisation< /( /a;or r ole as to /aintain confidentialit( and assist t"e Director b(
/anaging "is d ail( sc"ed ule for /eetings and conferences< /a!ing re,ort a(s and #C 7earne( ?eds.@< Public Personnel
Ad/inistration Proble/s and Pros,ects. ,,. $)
Ifill< . and 'oreland< H. ?1$$$@< Auditing recruit/ent and selection using generic
benc"/ar!ing a case stud(< T"e T%' 'againe< olu/e 11< Hu/ber *< ,,. 3335
34) 'C P Ltd.
84
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c"re(er< #. and 'cCarter &. ?1$$8@. T"e 9/,lo(ers Guide to #ecruiting on t"e
Internet. I/,act Publications. 'anassas Par! A.
). Pro-ose# -lan of or":
i7 #eading of acade/ic literature for t"e researc" ,ro,osal and t"roug"
e=,erience. For e.g. oo!s and ebsites. (an A-ril %11 so t$at
finalising t$e resear!$ to-i! oul# be easier.
ii7 Finalisation of t"e researc" to,ic and loo!ing for sa/,le ,ro,osals and
dissertations. A-ril *a+ %11.
iii7 earc" and selecting researc" :uestion to /a!e t"e base of t"e researc"
,ro,osal. A-ril *a+ %11 to start u- it$ t$e -ro-osal.
i57 Going t"roug" 0arious literature sources boo!s< Google sc"olar