EMPEROR INTERNATIONAL JOURNAL OFFINANCE AND MANAGEMENT RESEARCH

[EIJFMR]

ISSN : 2395-5929

Founder | Publisher | Editor Dr. R. MAYAKKANNAN,

Assistant Professor of Commerce,

Sri Sankara Arts & Science College,

Enathur, Kanchipuram,

Tamilnadu, India.

Chief Editor

Dr. C. THIRUCHELVAM, Head & Associate Professor of Commerce H.H.The Rajah’s College (Autonomous),

Pudukkottai, Tamilnadu.

Volume-II Issue-08 August- 2017

Emperor International Journal of Finance and Management Research [EIJFMR]

Published by

Mayas Publication™

# 45/5 Unathur. Post Attur. Tk, Salem. Dt Tamilnadu, India

Board of Editor’s

SCHOOL OF COMMERCE, MANAGEMENT, ECONOMICS

Dr.Balakrishnan

Department of International Business,

Administration,

Nizwa College of Applied Science,

Sultanate of Oman

Dr.Pratapsingh Chauhan

Dean and Syndicate Member,

Saurashtra University, Rajkot,

Gujarat. India

Dr.Kuppusamy Singaravelloo

Department of Administrative Studies and

Politics,

Faculty of Economics and Administration,

University of Malaya, Malaysia.

Dr. Bharati Pathak

Professor, School of Commerce,

Gujarat University, Ahmadabad, India

Dr. Mohan

Professor of Commerce,

Management and Information Sciences,

Sri Venkateswara University, Thirupati,

Andhra Pradesh, India

Dr.Meenu Meheshwari

Assistant Professor,

Department of Commerce and Management,

University of Kota, Kota

Dr. G. Raju

Professor of Commerce,

School of Management Studies,

University of Kerala

Thiruvanathapuram- 695 581 Kerala, India

Dr.Vijaya

Professor of Commerce,

Gulbarga University,

Gulbarga, Karnataka state

Dr. R. Periyasamy

Head & Assistant Professor,

Department of Commerce,

Barathiyar University Constitutional

College, Coimbatore, Tamilnadu, India

Dr.T.J.Arun

Associate Professor of Commerce,

Annamalai University, Chidambaram,

Tamilnadu,India.

www.eijfmr.com maya1984kannan@gmail.com

Chief Editor

Dr. C. THIRUCHELVAM,

Head & Associate Professor of

Commerce

H.H.The Rajah’s College (Autonomous),

Pudukkottai, Tamilnadu

Editor & Founder

Dr. R. MAYAKKANNAN,

Assistant Professor of Commerce,

Sri Sankara Arts & Science College,

Enathur, Kanchipuram, Tamilnadu,

Dr.A.Ravikumar

Associate Professor of Commerce,

Bishop Heber College (Autonomous),

Puttur, Trichy-17

Dr.N.Bharathidhasan

Assistant Professor in Commerce,

Dr.Ambedkar Goverment Arts College

(Autonomous),Vyasarpadi, Chennai.

Tamilnadu

Dr.Leela

Professor of Commerce,

T.S.Narayanaswami College,

Chennai, Tamilnadu

Dr .K.Krishnamurthy

Assistant Professor of Commerce,

Periyar Government Arts College,

Cuddalore

Dr. C. Saraswathy

Assistant Professor of Commerce,

VELS University, Chennai, Tamilnadu

Dr. R. Mathavan

Assistant Professor of Commerce,

Kandaswami Kandar’s College,

P.Velur, Namakkal (DT) Tamilnadu

Dr. S.Prabhu

Head & Assistant Professor of Commerce

Bharthi College of Arts and Science,

Thanjavur -613 007 Tamilnadu

Dr.F.Elayaraja

HOD of Commerce TKU Arts College

Karanthai, Thanjavur, Tamilnadu.

Dr. R. Hariharan

Associate Professor of Commerce,

National College,

Trichy, Tamilnadu

Dr. L.Gomathy

Assistant Professor of Commerce,

Agurchand Manmull Jain College,

Meenambakkam, Chennai – 600114

Dr.S.Raju

Assistant Professor of Commerce

A.V.V.M Sri Pushpam College

(Autonomous)

Poondi-613503, Thanjavur.

Dr.V.Dheenadhayalan

Assistant Professor in Commerce,

Annamalai University, Chidambaram.

Dr.Bama Sampath

Assistant Professor of Commerce

Dr.Ambedkar Govt. Arts College

Chennai-39.

Dr. R. Vasudevan

Assistant Professor in Corporate Secretary

Ship, D. G. Vaishnav College, Chennai

Dr.A.L.Mallika

Associate Professor and Head,

Department of Management Studies,

Mother Teresa Women’s University,

Kodaikanal.

Dr. P. Uma Meheshwari

Assistant Professor of Economics

Barathiyar University College,

Coimbatore, Tamilnadu, India

Dr.Dhanalakshmi Acharya

Bangalore Business School,

Andhrhalli Main Road, Bangalore

Dr.A.Vijaykanth

Assistant Professor of Economics,

Dr.Ambedkar Government Arts

College (Autonomous),

Vyasarpadi, Chennai-39, Tamil Nadu.

Dr. V. Rengarajan

Assistant Professor, Management Studies

SASTRA University, Thanjavur.

Dr.Ramanathan,

Principal and Head,

Nethaji Subbash Chandra Bose College,

Tiruvaurur

Dr.P.Arunachalam

HOD , Department of applied Economics,

Cochin University, Kerala.

Dr.S.R.Keshava

Professor of Economics

Bangalore University, Bangalore.

Dr.S.Chinnammai

Associate Professor of Economics,

University of Madras, Chennai,

Dr.A.Ranga Reddy

Professor Emeritus,

Sri Venkateshwara University

Andhra Pradesh.

Dr. V.Vijay Durga Prasad

Professor and Head Department of

Management Studies

PSCMR College of Engineering and

Technology

Kothapet, Vijayawada -520 001 A.P

Dr.A.Alagumalai

Associate Professor of Political Science,

P.T.M.T.M.College Kamudhi, 623 604

Ch. Anjaneyulu

Assistant Professor

Department of Business Management

Telangana University

Dichpally—Nizamabad, Telangana—India

Dr .Ishwara P

Professor in Commerce

Department of Commerce,

Mangalore University Karnataka

Dr.G.Parimalarani

Associate Professor

Department of Bank Management

Alagappa University

Karaikudi, Tamilnadu

Dr.Rambabu Gopisetti

Chairman, Board of Studies in Commerce

Department of Commerce

Telangana University

Dichpally, Nizamabad

Telangana State -503322

Ms.Bhagyshreehiremath

Assistant Professor of Economics

Indian Institute of Information Technology

Dharwad

Prof.M.Yadagiri

Head & Dean

Faculty of Commerce

Telangana University

Dichpally--Nizamabad--503322

Telangana State – India

Dr. C. Theerthalingam

Head & Assistant Professor of Economics,

Government Arts College (Men),

Krishnagiri – 635001

Dr.G. Uppili Srinivasan,

Assistant Professor of Management Studies,

SASTRA University, Tanjore.

SCHOOL OF COMPUTER SCIENCE, ENGINEERING & TECHNOLOGY

Prof. Naveen Kumar

Associate Professor

Department of Computer Science,

University of Delhi, India-110007

Dr. Rakesh Kumar

Mandal Secretary, CSI, Siliguri

Chapter Assistant Professor

School of Computer Science & Application

North Bengal University P.O.

Darjeeling West Bengal – 734013

Dr. D. Roy Chowdhury

Assistant Professor

School of Computer Science & Application

University of North Bengal

Dr. Ardhendu Mandal

Assistant Professor

School of Computer Science and

Application

University of North Bengal (N.B.U)

Dr. Ms. Bhagyashree D. Hiremath

Assistant Professor

Department of Computer Science and

Engineering

Indian Institute of Information Technology

Dharawd.

SCHOOL OF AGRICULTURAL & RURAL DEVELOPMENT AND EDUCATIONAL

TECHNOLOGY, ENVIRONMENTAL SCIENCE

Dr.V.M.Indumathi

Assistant Professor

Dept. of Agricultural and Rural

Management

Tamil Nadu Agricultural University,

Coimbatore - 641 003

Dr. M.Mirunalini

Assistant Professor

Department of Educational Technology

Bharathidasan University,

Khajamalai Campus

Thruchirappalli – 620 023

Dr.S.Angles

Assistant Professor

Department of Agricultural Economics,

Tamil Nadu Agricultural University,

Coimbatore, Tamil Nadu, India

Pin Code – 641003

Dr. K. Boomiraj

Assistant Professor

Department of Environmental Sciences,

Tamil Nadu Agricultural University,

Coimbatore- 3.

R.Ganesan

Professor and Head, Department of English,

Kongu Engineering College,

Perundurai--638 052

Prof. V.Murugaiyan

Assistant Professor

Post Graduate & Research

Department of History

H.H.Rajah’s College, Pudukottai.

Dr.P.Bamalin

Assistant Professor of English

Sri Bharathi Arts & Science College for

Women

Kaikkurichi, Pudukottai.

SCHOOL OF MATHEMATICS, PHYSIC, EARTH SCIENCE, BOTANY, CHEMISTRY,

MOLECULAR BIOLOGY, ZOOLOGY

Dr. P.K. Omana

Scientist

Ministry of Earth System Science,

Government of India

National Centre for Earth Science Studies,

Trivandrum, Kerala

Dr. S. Loghambal

Assistant professor

Department of Mathematics

V V College of Engineering

Tisaiyanvilai – 627 657

Tamil Nadu, South India

Dr. M.Kumaresan

Professor and Head

Department of Chemistry,

Erode Sengunthar Engineering College,

Perundurai, Erode, Tamilnadu

Dr. Pradip Sarawade

Assistant Professor,

School of Physics

University of Mumbai.

Mumbai-400098 India

Prof.B.Vidya vardhini

Professor in Botany

Principal, University College of Science

Head, Department of Botany

Telangana University

Dichpally, 503322 Nizamabad

Andhra Pradesh, India

Dr. Dhiraj Saha,

Assistant Professor (Senior Scale),

Insect Biochemistry and Molecular Biology

Laboratory,

Department of Zoology, University of North

Bengal,

Dr.Biju V

Assistant Professor of Mathematics,

College of Natural & Computational

Sciences,

Debre Markos University,

Federal Democratic Republic of Ethiopia

Dr.S.Priyan

Assistant Professor,

Department of Mathematics,

MepcoSchlenk Engineering College,

Virudhunagar- 626 005

Dr. M. Aruna

Associate Professor & Head

Department of Botany

Telangana University

Nizamabad. Telangana State India

Emperor International Journal of Finance And Management Research [EIJFMR] ISSN: 2395-5929

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A STUDY ON EFFECTIVENESS OF ONLINE CAMPUS RECRUITMENT METHODS

Dr.Ti.M.SWAAMINATHAN

Associate Professor and Head PG and Research Department of Commerce,

Pachaiyappa‟s College for Men Kanchipuram.

Mr.P.BALAJI

Ph.D Research Scholar, PG and Research Department of Commerce,

Pachaiyappa‟s College for Men Kanchipuram.

Abstract

This paper is aimed at developing a web-

based and central recruitment Process

system for the HR Group for a company.

Some features of this system will be creating

vacancies, storing application data, and

Interview process initiation, Scheduling

interviews, storing Interview results for the

applicant and finally Hiring of the applicant.

Reports may be required to be generated for

the use of the HR group.

This study based on „Online Recruitment

System‟ is an online website in which

jobseekers can register themselves and then

attend the exam. Based on the outcome of

the exam the jobseekers will be short listed.

For fresher, the exam will be conducted at

some venue after short listing of the

preliminary Aptitude Test. The details of the

examination, venue & Date of the

examination will be made available to them

through the website.

Recruitment refers to the process of finding

possible candidates for a job or function,

usually undertaken by recruiters. It also may

be undertaken by an employment agency or

a member of staff at the business or

organization looking for recruits.

Advertising is commonly part of the

recruiting process, and can occur through

several means: through online, newspapers,

using newspaper dedicated to job

advertisement, through professional

publication, using advertisements placed in

windows, through a job center, through

campus graduate recruitment programs, etc.

Suitability for a job is typically assessed by

looking for skills, e.g. communication skills,

typing skills, computer skills. Evidence for

skills required for a job may be provided in

the form of qualifications (educational or

professional), experience in a job requiring

the relevant skills or the testimony of

references. Employment agencies may also

Emperor International Journal of Finance And Management Research [EIJFMR] ISSN: 2395-5929

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give computerized tests to assess an

individual's "off-hand" knowledge of

software packages or typing skills. At a

more basic level written tests may be given

to assess numeric and literacy. A candidate

may also be assessed on the basis of an

interview. Sometimes candidates will be

requested to provide a résumé (also known

as a CV) or to complete an application form

to provide this evidence.

Organizations cannot run without valuable

sources called personnel. A pillar on which

an organization stands is human resource

management. In a prevailing

competitiveness, it becomes highly

troublesome in selecting appropriate

personnel for the functioning of the

organization. When employees are

positioned correctly, it furnishes an efficient

functioning and also proposes remarkable

potential for further growth and

development. The process of recruitment

begins with the identification of the vacant

job positions within the organization by

filling up the Manpower Requisition form

which showcases the requirement for the

number and type of people inclusive of

qualifications, experience and competencies.

Few small chunks of words such as job

analysis, job description, job design, job

evaluation plays a major role in this process.

Recommended by many scholars and

researchers about recruitment are being a

constructive and selection being a

dissentious affair states that an enterprise

develops and progress when talented pool of

people are recruited and hired and inculcate

some newfangled ideas as an everlasting

means.

Online recruitment

"It's giving employers a lot more

information to act on," says Ray Wang,

CEO and principal analyst of Constellation

Research Inc. The world of recruitment is

undergoing rapid transformation. Mass

adoption of new tools and technologies has

made the talent acquisition process data rich

and workflow friendly. We are a part of the

millennial generation, who cannot imagine

life without computers or smartphones.

Recruiters understand the need to be

millennial friendly as that‟s where the raw

talent lies. For the same reason, more and

more organizations are now shifting their

recruitment strategy to digital domain.

Online Recruitment or online Recruitment

is the process of personnel recruitment using

electronic resources, in particular the

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internet. The first references to online

recruitment Appeared in articles of the mid-

1980s. online recruitment can be divided

into two types of uses: corporate web site for

recruitment and commercial jobs boards

(such as monster.com) for posting job

advertisements. Corporate websites are a

company‟s own website with a link for job

posting/career options where candidates can

log into for current openings. If the company

advertises its vacant positions on other

website that specialize in recruitment such

as - naukri.com, timesjob.com,

monster.com, etc., the companies would be

adopting commercial job boards for

recruitment. Companies and recruitment

agents have moved much of their

recruitment process online so as to improve

the speed by which candidates can be

matched with live vacancies. Using database

technologies, and online job advertising

boards and search engines, employers can

now fill posts in a fraction of the time

previously possible. Using an online

Recruitment system may potentially save the

employer time as usually they can rate the

Candidate and several persons in HR

independently review Candidates.

Recruitment agencies also use a method of

online Recruitment by using a cloud based

on service, there are several online offerings

for ready to use recruitment software the

internet, which reaches a large number of

people and can get immediate feedback has

become the major source of potential job

candidates and well known as online

recruitment or E-recruitment. However, it

may generate many unqualified candidates

and may not increase the diversity and mix

of employees.

Advantages of online Recruitment Reduced

time-to-hire online Recruitment allows for

immediate real-time interaction and 24x7

hiring/job search activity. Employers can

post a job in as little as 20 minutes on a

career site such as Bayt.com with no limits

to ad size and start receiving CVs in

response immediately. The posting typically

remains active for as long as 30 days and

continues to receive applicant CVs

immediately as job seekers come across it.

This is in comparison to traditional methods

where a newspaper ad may take appear a

week later and only for a day, or a recruiter

has to wait till month-end to reap the

benefits of an ad in a monthly industry or

geography-specific publication. Typically,

online recruitment hiring is on average 70%

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faster than traditional hiring methods and the

recruiting cycle is speeded up at every stage

from posting, to receiving CVs to filtering to

managing the contacts and workflow

Reduced cost-of-hire Costs of posting jobs

and/or searching for candidates on job

portals can be up to 90% lower than the

costs of using traditional search firms and/or

advertising methods. Online postings at

approximately USD250 on a site like

Bayt.com are substantially more cost-

effective than the 30% of annual salaries fee

that many traditional recruiters charge or the

costs of newspaper/publication ads for the

same reach and time period.

Wider reach for employers Unlike

traditional methods which are usually

restricted by career level, geography,

industry or other parameters online

recruitment portals typically have current

and active talent databases that cover all

career levels, industries and regions. Top

marketing dollars are spent ensuring the

databases are diverse, updated regularly,

relevant and high quality. Sprawling

business development teams also ensure that

affiliations are established whereby the

portals are always prominent and top-of

mind with the relevant candidates and are

visited by the target job seekers regularly.

Wider reach for candidates benefit

immensely from the wider scope they gain

through online job sites. They are able to

access jobs in companies, industries and

locations they may not otherwise have

learned of and can apply immediately with

the click of a mouse. By posting their CVs

online they can be contacted by

employers/recruiters directly for

opportunities that may not even be

advertised.

State-of-the-art filtration tools leading job

sites like Bayt.com offer employers the

latest technologies and filtration criteria that

help them find potential future candidates in

the easiest, most rapid and efficient way.

Bayt.com provides its community of

employers with more than 33 unique search

criteria and state-of-the-art screening and

sorting tools to help them quickly and easily

target and contact both active and passive

professionals without the delay of using a

go-between.

Branding opportunity for employers can

use their job ads to project a consistent

brand and company image/values to

prospective job seekers. With the heat on for

top talent, candidates can be very particular

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about whom they work for and these

company descriptions often serve as a basis

for their application decisions.

Sophisticated management tools The entire

recruitment process is managed from one

location which allows the employer to post

vacancies, receive CVs, screen, prioritize

and contact candidates individually or

collectively and track all activities from the

confines of a private and highly functional

employer Workspace. job seekers similarly

can track the progress of their application at

every stage of the hiring process from their

own functional Workspace. This allows for

an enhanced user experience for both

employer ad job seeker. Allows for

confidentiality both employers and job

seekers can elect to maintain their

confidentiality. Employers can elect to

search the databases without posting a job if

the vacancy is sensitive in nature, or they

can post a vacancy while keeping the

company name confidential. Similarly,

candidates can post their CVs online while

keeping their names and present employer's

name confidential.

Allows for proactively the

employer/recruiter is in full control of the

hiring process with online recruitment, can

contact candidates real-time and directly and

does not require a middleman to sift

through, filter, assess or select the required

candidates. By being in the driving seat the

employer gains valuable insight into the

nature of the marketplace and the

competitive landscape for the position. He is

also able to ensure a superior match and a

better fit for the long term.

Drawbacks of online Recruitment

Require being computer savvy the process is

restricted within computer savvy candidates.

As the search is based on various websites,

their screening, keywords application

demands for a computer savvy person and

company. Legal consequences Alike other

recruitment sources this source also should

be aware of the words used in the

advertisements otherwise it may lead to the

charge of discrimination. For example,

Disney World was sued for screening the

resumes preferring the key words used by

whites. Vast pool of applicants this benefits

the Organizations as well as it is

disadvantage to them also. Because the huge

database cannot be scanned in depth. Either

first few candidates are called for interview

or the resumes are screened based on some

key words. On the other hand applicants also

Emperor International Journal of Finance And Management Research [EIJFMR] ISSN: 2395-5929

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face global competition. Non-serious

applicants Lot of applicants forward their

resumes just to know their market value. As

personally the candidates are not checked

thus whether they are serious is not known.

At the time of interview the recruiter might

realize that the candidate is not serious in

leaving the current job. But by that time

some serious candidates might have been

rejected.

Disclosure of information Candidates profile

and company details are available to public.

The applicants do not want their employer to

know that they are looking for a change.

Phone number, address information has lead

to many security problems. Again the

companies do not want their competitors

always to know the current scenario.

Outdated job postings occasionally, human

resource representatives fail to remove old

postings for positions from the website that

have been filled. Sometimes this is due to

miscommunication between the hiring

manager and HR or a glitch in the system.

Recruiters get swamped with resumes for

jobs that are no longer open. However,

employers will continue to get flooded with

resumes from interested applicants until the

posting is removed.

Website malfunctions Applicants often

complain about company websites that

breakdown when attempting to submit their

documents. Others complain that some

website layouts are so confusing and find it

difficult to navigate around the site. Some

get so frustrated that they give up trying to

apply for work on that particular site.

No response from the company another

popular complaint from job applicants is,

they don‟t get responses from some

companies where they‟ve submitted their

resume and contact information to the

company website. Well of course there‟s no

way for the applicant to call the company

because they‟ve purposely omitted

Online Recruitment Challenges

From the employer viewpoint:

The best candidates for a job are likely

already employed by your competitors. But

identifying these candidates is a hard

problem, convincing them to come and work

for you is harder still. The hiring pipeline

(screening, interviewing, etc.) is often fairly

unreliable at separating the good candidates

from the bad. References are almost

worthless now, as people have stopped

giving bad references. Mismatch between

hiring schedule of employers and candidates

Emperor International Journal of Finance And Management Research [EIJFMR] ISSN: 2395-5929

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means that often when good candidates are

available, job vacancies aren't.

From a candidate viewpoint:

Most candidates are weak negotiators only

negotiating their salary a handful of times in

their lifetime. The company likely negotiates

salaries on a daily basis; hence negotiations

tend to favour the more experienced

employer. Finding a company you want to

work for is hard Opaqueness of the hiring

process is often frustrating (candidates often

left "hanging" rather than rejected outright)

It‟s hard to tell what a company's culture is

like internally before you work there.

Salaries are blinded; often companies give

no indication of the salary of a role.

Objectives of the Study

The objective of the research is to focus on

the critical success factors of the online

recruitment system and to proof the

important role played by using this new

technology instruments such as websites, e-

mails, online interviews, online Ads and

posts, online submitting CVs to attract

genuinely suitable candidates and to

examine their credentials carefully

throughout the most suitable ways and

conditions comparing with the traditional

recruitment process in order to create the

most suitable recruitment plan after studying

the major conditions that related to the

company and to the candidate so we can

produce a short list for the selection

candidates, and reduce the turnover ratio of

the employee as the retention of the best

employees starts with effective recruitment

and hiring process, strategies, policies and

procedures.

The purpose of this study is to identify the

critical success factors in the recruitment

process, also to know how could e-recruiting

affects the overall recruitment process and

whether it causes changes in the nature and

sequence of tasks associated with the

traditional recruitment of external

candidates.

Few of the key goals to study the “Critical

Success Factors of the online recruitment

System” is to demonstrate and consider

these factors as measurement conditions on

the online recruitment practices on

individuals‟ attraction and motivation to

apply for a job, also on organizations benefit

and satisfaction

Hypothesis

H1: There is relationship between

recruitment process and recruitment sources

Emperor International Journal of Finance And Management Research [EIJFMR] ISSN: 2395-5929

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H2: There is relationship between

recruitment process and technological

development of the organizations

H3: There is relationship between

recruitment process and the recruiter

qualifications

Table 1

Age of the respondents

Age group Frequency Percent Cumulative Percent

below 25 years 85 14.2 14.2

26 to 35 years 141 23.5 37.7

36 to 45 years 146 24.3 62.0

46 to 55 years 136 22.7 84.7

56 years and above 92 15.3 100.0

Total 600 100.0

Sources: Primary data

The above clearly demonstrates that details about age of the respondents. The majority of the

respondents (24.3%) belong to the age group of 36 to 45 years. 141 (23.5%) respondents are

categorized between 26 to 35 years and 136 (22.7%) respondents belong to 46 to 55 respondents.

Among total 600 respondents 85 (14.2%) respondents are using the recruitment process in age

group of below 25 years as well as 92 (15,3%) respondents belong to the age group of 56 years

and above. Hence this result shows that the person who are in 36 to 45 years they use more

recruitment process when compared to other age group of respondents.

Table -2

Education of the respondents

Frequency Percent Cumulative Percent

Below HSC 129 21.5 21.5

Graduate 215 35.8 57.3

Post Graduate 105 17.5 74.8

Professional 151 25.2 100.0

Total 600 100.0

Sources: Primary data

The above table-2 explains that details about educational qualification of the respondents. Mostly

215 (35.8%) of respondents have finished UG level graduation and 105 (17.5%) respondents are

post graduates. 151 (25.2%) respondents studied professional education and 129 (21.5%)

respondents have below HSC level educational qualification. The result has shown more

respondents have qualification in Graduate level.

Table -3

Location of the respondents

Emperor International Journal of Finance And Management Research [EIJFMR] ISSN: 2395-5929

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Frequency Percent Cumulative Percent

Semi urban 367 61.2 61.2

Urban 233 38.8 100.0

Total 600 100.0

Source: Primary data

The above table shows that detail about location of the respondents. 367 (61.2%) respondents are

living at semi urban area and 233 (38.8%) respondents from urban area. Hence mostly the semi

urban area people are only using the recruitment process when compared to urban area people.

Table -4

Association between age of the respondents and various dimensions of recruitment

S.

no

Various

dimensions of

recruitment

Age Statistical

inference below 25

years

26 to 35

years

36 to

45 yrs

46 to

55 yrs

56 yrs &

above

1 Ads and posts X=1.020

Df= 4

p>0.05 Low 37 66 65 67 44

High 48 75 81 69 48

2 online interviews X= 1.156

Df= 4

p>0.05 Low 37 67 68 62 47

High 48 74 78 74 45

3 e-mails X=1.034

Low 39 68 74 64 41

High 46 73 72 72 51

4 online submitting

CVs

.248

Low 40 68 71 64 42

High 45 73 75 72 50

5 New technology 3.029

Low 41 75 63 63 44

High 44 66 83 73 48

6 Online recruitment 5.091

Low 35 65 63 74 44

High 50 76 83 62 48

7 Over all

recruitment

.901

Low 43 66 65 62 44

High 42 75 81 74 48

The purpose of this study is to identify the

critical success factors in the recruitment

process, also to know how could e-recruiting

affects the overall recruitment process and

whether it causes changes in the nature and

sequence of tasks associated with the

Emperor International Journal of Finance And Management Research [EIJFMR] ISSN: 2395-5929

@Mayas Publication Page 56

traditional recruitment of external

candidates.

Few of the key goals to study the “Critical

Success Factors of the online recruitment

System” is to demonstrate and consider

these factors as measurement conditions on

the online recruitment practices on

individuals‟ attraction and motivation to

apply for a job, also on organizations benefit

and satisfaction

Conclusion

What are the key messages from our

research? In examining the findings, the key

message for recruiters is to acknowledge

that the adoption of e-recruitment is about

more than just technology.The selection

process being based on sound and credible

criteria, and the tracking process being able

to integrate with existing systems. Perhaps

most significantly, e-recruitment is about

cultural and behavioral change, both within

HR and at line management level. From our

evidence, we suggest that for e-recruitment

to deliver, it is about developing the

capability of HR to facilitate the system and

to view the staffing process as an end-to-end

process, similar to that of a supply chain.

Reference

1. Kothari, C.R. “Research Methodology”,

Methods and Techniques, Wishma

Prakashan, New Delhi.

2. http://www.minfosystems. com/

recruitment-solution india/ recruitement-

softwareindia.html

3. http://www.123oye.com/jobarticles/busi

ness-corporates/erecruitment.htmment:

4. http://suite101.com/article/online-

erecruting-benefits-and-

challengesa348215

5. http://www.cvmail.net/talentmanagemen

t/erecruitment-challenge/

6. International, Vol.8, No.4, December, p

403-418.