A STUDY ON RECUIREMENT AND SELECTION PROCESS IN GRAAK

SHOE INDUSTRY
 CHAPTER-I

INTRODUCTION

1. INTRODUCTION ABOUT THE STUDY

RECRUITMENT

Recruitment forms the first in the process, which continues with selection
and ceases with the placement of the candidate. It is the next step in the
procurement function, the first being the manpower planning, Recruitment makes
it possible to acquit the number and types of people necessary to ensure the
continued operation of the organization. Recruitment is the discovering of
potential applicants for actual or anticipated organizational vacancies.

Recruitment has been regarded as the most important function of personnel

administration, because unless the right type of people is hired, even the best plans,
organization charts and control systems would not do much good.

Definition:

Recruitment is a process to discover the sources of manpower to meet the

requirement of the staffing schedule and to employ effective measures for
attracting that manpower in adequate number to facilitate effective selection of an
efficient working force.

- Dale Yoder

Recruitment is the process of searching the candidates for employment and

stimulating them to apply for job in the organizations recruitment is the activity
that links the employers and the job seekers.

- Edwin B. Flippo
PURPOSES AND IMPORTANCE:

Determine the present and future requirements

Increase the pool of job candidates at minimum cost

Reduce the probability of employee turn over

Increase the success rate of the selection process

Increase organizational and individuals effectiveness

EFFECTS:

Positive Recruitment Process

Attract highly qualified and competent people

Ensure that the selected candidates stay longer with the company

Make sure that there is match between cost and benefit

Help the firm create more culturally diverse work-force

Negative Recruitment Process

Failure to generate qualified applicants

There is no match between cost and benefit

Extra cost on training and supervision

Increases the entry level pay scales

EXTERNAL FACTORS INTERNAL FACTORS

Supply and Recruitment

demand Policy

Unemployment RECRUITMENT HRP

rate
Cost
Labor market
Size of the firm
Sons of soil
Growth and
Image expansion

1.1.2 RECRUITMENT PROCESS:

Planning

Strategy development

Searching

Screening

Evaluation and control

OBJECTIVES OF RECRUITMENT:

To attract people with multi-dimensional skills and experiences those suit the
present and future organizational strategies so as to obtain a pool of suitable
candidates for vacant posts.

To induct outsiders with a new perspective to lead the company

To infuse fresh blood at all levels of the organization.

To develop organizational culture that attracts competent people to the company.

To use a fair process.

To ensure that all recruitment activities contribute to company goals.

To search for talent globally and not just within the company.

To conduct recruitment activities in an efficient and cost effective manner.

EMPLOYEE RECRUITMENT:

In the working place is essential to a companys long term success. By hiring

correctly, an organization adds the talent it needs and can enjoy the benefits in
increased productivity and morale. However this process is not simple and if the
careful process of selection is not followed: you can be mired with poorly skilled,
unmotivated and un-loyal labour force which can impact future profits as well as
other employee behaviour.

Recruitment, Quite often this word stands alone when some gaming companies
develop a human resources management strategy. An organization cannot develop
a recruitment strategy without simultaneously for mulcting an employee retention
plan. Simply stated, it is one thing to attract workers, but quite another to retain
them.

FACTORS EFFECTING RECRUITMENT:

All organizations whether small or large, do engage in recruiting activity, though

not to the same extent. This differs with

1) The size of the organization.

2) The employment conditions in the community where the organization is located.

3) Working conditions, salary and benefit packages offered by the organization.

4) The rate of growth of the organization.

5) Future expansion program of the organization. And

6) Cultural and legal issues.

7) Organizations ability to find and retain good performing people.

1.1.3 FACTORS AND SOURCES

INTERNAL FACTORS:

Employees from within the organization are hired to fill a job vacancy.

It is normally used for higher level jobs.

The internal factors are:

1. Companys pay packages

2. Quality of work life

3. Organization culture

4. Career planning and growth

5. Companys size

6. Companys products/services

7. Geographical spread of the companys operations

8. Companys growth rate

9. Role of trade unions

10.Cost of recruitment

11.Companys name and fame.

EXTERNAL FACTORES:

The external factors are:-

1. Socio-economic factors

2. Supply and demand factors

3. Employment rate

4. Labour market conditions.

5. Political, legal and governmental factors like reservations for SC/ST/BC and
sons of soil.

6. Information systems like employment exchanges /Tele-recruitment like

internet.

ADVANTAGES:

Benefits of new skills, new talents and new experiences to

organization

Compliance with reservation policy is easy

Scope for resentment, jealousies and heartburn are avoided

DISADVANTAGES:

Better morale and motivation associated with internal recruiting is

denied to the organization

It is costly

Chances of creeping in false positive and fake negative errors

 Adjustment of new employees to the organizational culture takes
longer time.

EVALUATION & CONTROL:

Salaries for Recruiters

Management & professional time spent on preparing job description,

job specification advertisements, liaison etc.,

Cost of advertisement

Cost of producing supporting literature

Recruitment overheads & administrative expenses

Cost of overtime & outsourcing

PHILOSOPHIES OF RECRUITING:

Traditional philosophy to get as many people to apply for a job as

possible

Waiting in queues

Job dissatisfaction & employee turnover

Emphasis is on matching the needs of the organization to the needs of

the applicants

Minimize employee turnover & enhance satisfaction

REALISTIC JOB PREVIEWS:

Provides complete job related information to the applicants so that

they can make right decision before taking up jobs

Lower rate of employee turnover

High level of job satisfaction & performance

Beneficial for organizations hiring at the entry level

JOB COMPATIBILITY QUESTIONNAIRE:

To determine applicants preference for work match the characteristics

of the job

Greater the compatibility of applicants preferences & characteristics

of the job greater the probability of employee effectiveness & longer
the tenure

400 item instrument

Measures job factor related to performance, satisfaction turnover and

absenteeism

SOURCES OF RECRUITMENT:

The various sources of external recruitment are:

1. Advertising
2. Employment agencies

3. Employee referrals

4. Schools, colleges and professional institutions

5. Labour unions

6. Casual applicants

7. Professional organizations or recruiting firms or executive recruiters

8. Indoctrination seminars for college professors

9. Unconsolidated applications

10. Nepotism

11. Leasing

12. Voluntary organizations

13. Computer data banks

1.1.4. RECRUITMENT POLICIES

A recruitment policy is concerned with quantity and qualifications of manpower. A

well considered and pre-planned recruitment policy, based in corporate goals, study
of environment and the corporate needs may avoid hasty of ill-considered
decisions and may go a long way to man the organization with the tight type of
personnel.

The most commonly adopted practice in an organization is to centralize the

recruitment and selection function.
A recruitment policy in its broadest sense involves a commitment by the
employer to such general principles as:-

1. To find and employ the best qualified persons for each job.

2. To retain the best and most promising to those hired.

3. To offer promising opportunities for the life-time working careers.

4. To provide programs and facilitates for personal growth on the job.

The following factors should be taken into considerations in formulating

recruitment policy. They are

1. Government policies

2. Personnel policies of other competing organization

3. Organization personnel policies

4. Recruitment sources

5. Recruitment need

6. Recruitment costs

7. Selection criteria and preferences etc.

1.1.5 METHODS OF RECRUITMENT

Recruitment can be broadly categorized under three heads. Namely, Direct method,
indirect method and Third method.

DIRECT METHOD:-
One of the widely used direct methods is that of sending of recruiters to colleges
and technical schools. Most college recruiting is done in co-operation with the
placement office of a college.

The placement office usually provides help in attraction students, arranging

interviews, furnishing space, and providing student resumes. For managerial
professional, and sales professional, campus recruiting is an extensive operation.
Persons reading for MBA or other technical diplomas are picked up in this manner.
Many companies have found employees contact with the public a very effective
method. Other direct methods include sending recruiters to conventions and
seminars, setting up exhibits at fairs, and using mobile offices to go to the desired
centers.

INDIRECT METHOD:-

Indirect method usually involves advertising in news papers, on the radio, in trade
and professional journals, technical magazines and broachers. Advertising in
newspapers and magazines, is the most frequently used methods, when qualified or
experienced personnel are not available from other sources. Senior posts are
largely filled by such methods when they cannot be filled by promotion from
within.

Advertising is very useful for recruiting blue-collars and hourly workers as well as
scientific, professional, and technical employees. Local newspapers can be a good
source of blue-collar workers, clerical employees, and lower level administrative
employees.

THIRD PARTY METHOD:-

These include the use of commercial of private employment agencies, placement
offices of schools colleges and professional associations, recruiting firms,
management consulting firms, indoctrination seminars for college for college
professors and friends and relatives.

PRIVATE EMPLOYMENT AGENCIES:-

They are the brokers who bring employers and employees together. The
specialization of these agencies enhances their capacities to interpret the needs of
their client, to seek out particular types of persons, and to develop proficiency in
recognizing the talent of specialized personnel.

STATE PUBLIC EMPLOYMENT AGENCIES:-

Also known as labour exchanges, they are the main agencies of public
employment. They provide a clearing housing for jobs and job information. These
agencies provide a wide range of services counselling, assistance in getting jobs
information about labour market, labour and wage rates.

PROFESSIONAL ORGANIZATION OR RECRUITMENT FIRMS:-

They maintain complete information records about employed executives. These

firms are looked up on as head hunters, raiders and pirates by organizations
which loose personnel through their efforts. However, these same organizations
may employ executive search firms to help them find executive talent. These
consulting firms recommend persons of high calibre for managerial, marketing and
production engineers posts.

TRADE UNIONS:-

Also provide manual and skilled workers in sufficient numbers.

MODERN SOURCES AND TECHNIQUES OF RECURITMENT

A number of modern recruitment sources and techniques are being used by the
corporate in addition to traditional sources and techniques. These sources and
techniques include walk-in and consultin, head-hunting, body-shopping, business
alliances, and tele-recruitment.

Walk-In

Consult-In

Head-Hunting

Body-Shopping

Business Alliances

1. TELE-RECRUITMENT:

The technological revolution in telecommunication helped the organization to use

internet as a source of recruitment. Organization advertises the job vacancies
through the World Wide Web (WWW) internet. The job seekers send their
applications through email or internet. Alternatively, job seekers place their CVS
in the world wide web/internet, which can be drawn by the perspective employers
depending upon their requirements.

ALTERNATIVES TO RECRUITMENT:

OVERTIME

When demand for product peaks

 Additional income for employee

It results in Fatigue, increased accidents & more absenteeism

Need to pay double wages

EMPLOYEE LEASING

Often called Staff outsourcing

Useful to small & medium sized firms

TEMPORARY EMPLOYMENT

Low labour costs

Easy access to experienced labour

Flexibility in future

DISADVANTAGE-

Do not know the work culture of the firm

REFERENCE CHECK:

The reference of the person should be checked before making a final decision.

Check through a personal visit or a phone call directly to the applicants

immediate former supervision, if possible.

Verify that the information given to you is correct.

Consider, with judgment, any negative comments you hear and what is not said.

Checking references can bring to light significant information which may save
you money and future inconvenience.
Recruitment Strategies:

Findings Overview

Organizations were asked what strategies they use to recruit both

managerial/professional and non management candidates. For recruiting
managerial/professional candidates, the Internet is the most popular advertising
medium, used by 76 percent of the organizations surveyed. Organizations regularly
utilize internal resources (e.g., internal job postings and employee referrals) when
recruiting both internal and external candidates. Different kinds of agencies are
used to recruit for positions at different levels. Temporary and government
agencies are used mainly to recruit non-management candidates. Employment
agencies, colleges, and professional organizations are used more often to recruit
managerial/professional candidates.

Organizational Offerings

The quality of an organizations offerings affects its ability to attract job

candidates.

Organizations believe they offer candidates a strong company reputation (69

percent) and high-quality benefits packages (65 percent) and learning
opportunities (55 percent).
 Many organizations do not offer stock options (37 percent) or child care
options (36 percent).

Best Practices

Organizations with the most effective recruiting strategies were 15 to 19 percent

more likely to offer candidates high-quality options such as:

Potential for advancement.

Company reputation.

Stocks.

Benefits package.

Corporate culture.

Salary scale.

Organizations offering candidates and employees a positive culture (e.g.,

innovative, diverse, potential to advance) and learning environment have more
satisfied employees and more successful at retaining them.

Barriers to Effective Recruitment and Selection:

Findings Overview the surveyed organizations report that the top barriers to
effective recruitment of candidates are:

Shortage of qualified applicants (62 percent).

Competition for the same applicants (62 percent).

Difficulty in finding and identifying applicants (48 percent).

1.2 SELECTION

Selection is the process of examining the applicants with regard to their

suitability for the given job or jobs, and choosing the best candidate and rejecting
the others.

Good recruitment practices are only one key to generating a pool of top job
candidates. Equally important is having a strong basis from which to recruit. If an
organizations policies and practices are unattractive to candidates, the
organizations ability to generate good candidates will be limited regardless of the
specific recruitment practices they employee.

But what policies and practice do good applicants find attractive?

Unfortunately, there is no easy answer to this question because not all good
applicants are alike, and research shows that organizations policies and the
individuals characteristics. Financial considerations, supply and demand, and
other variables impact the recruitment process.

Looking for a qualified person for the IT department is likely to require a

broader and possibly more expensive search. Recruitment indicate that there is an
increase in the use of the internet and interactive employment websites, such as
searching web databases, placing online ads at various career sites, purchasing
candidate information from resume services, sending recruitment materials, to
targeted individuals, and placing ads in newspapers can all yield positive results.

Selection is the process in which candidates for employment are divided in

two classes-those application of these tools. Qualified applicants go on to the next
hurdle, while the unqualified are eliminated. Thus, an effective selection
Programme is a non-random process because those selected have been chosen on
the bases of the assumption that they are more likely to be better employees than
those who have been rejected.

SELECTION PROCESS:

The organizations can make use of more than one source for carrying out the
recruitment procedure. Once the recruiting sources are identified, suitable
candidates are called for the selection process.

SIGNIFICANCE OF SELECTION PROCESS:

Definition: It is the process of differentiation between applicants in order to

identify (and hire) those with a greater likelihood of success in a job. Selection of
personnel to man the organization is a crucial, complex and continuing function.
The ability of an organization to attain its goals effectively and to develop in a
dynamic environment largely depends upon the effectiveness of its selection
program. If right personnel is selected the remaining functions of personnel
management becomes easier, the employee contribution and commitment will be at
an optimum level and employee- employer relations will be congenial. In an
opposite situation where the right person is not selected, the remaining functions of
personnel management, employee employer relations will not be effective. If the
right person is selected, he becomes a valuable asset to the organization. In case of
faulty selection, the employee will become a liability to the organization. Who are
to be offered employment and those who are not? The process might be called
rejection, since more candidates may be turned away than hired. For this reason,
selection is frequently described as a negative process, in contrast with the positive
program of recruitment.
 According to Yoder:-the hiring process is of one or many go, no-go
gauges. Candidates are screened by the

SELECTION PROCESS CHART

SCREENING:

Retention Survey found that nationally small agencies took an average of 6.84
weeks to conduct the screening processes, while large agencies took an average of
11.51 weeks (U.S. Department of Justice, Office of Justice Programs, Hiring and
Keeping Police Officers)

GOAL: reduce this time so that valuable candidates are still available

PRINCIPLES OF THE SCREENING:

A fair set of screening criteria

The criteria must be in line with the job content and appointment as well as
advertised requirements

Applicants should be clear on the criteria that apply

The criteria should apply to all applicants in a consistent manner

Any waivers should be fully motivated and approved

Declarations should be made of whether any candidate is related to or friends of

an official in the component where the vacancy exists

The various activities of the screening process should be documented and put on
record

INITIAL REVIEWING AND TESTING:

Education and Experience Evaluation

Letters of Recommendation

Elf-Assessment
Aptitude and General Trait Test

Performance Test for Specific Jobs

1.2.1 STEPS INVOLVED IN SELECTION PROCESS:

A scientific selection procedure completes in 10 basic steps which are as follows:

1. Application Form.

2. Written Examination.

3. Preliminary Interview.

4. Group Discussion.

5. Tests.

6. Final Interview.

7. Medical Examination.

8. Reference Checks.

9. Line Managers Decision, and

10. Employment
TESTING IN SELECTION:

Testing represents an additional tool in the kit of the employment office. It

supplements direct personal contracts in interviews of various types with a wide
range of tests. All operate on the general theory that human behaviour can best be
forecast by sampling it. The test creates a situation in which the applicant reacts;
reactions are regarded as useful samples of his behaviour in the work he is
applying.

Formal testing programs have becomes increasingly common in modern

selection. A major reason is their convenience. Another is their relatively low cost.
Perhaps unfortunately, test results appeal to many managers because they provide
quantitative measures of something. They ate, for this reason, more easily
compared. They seem to bring the personalities of applicants down to a common
denominator. Another reason for the growing use of tests is the fact that they have
been and are the subject of extensive research.
Recruitment:

Recruitment is the process by which organizations locate and attract

individuals to fill job vacancies. Most organizations have a continuing need to
recruit new employees to replace those who leave or are promoted in order to
acquire new skills and promote organizational growth. Recruitment is defined as,
a process to discover the sources of manpower to meet the requirements of the
staffing schedule and to employ effective measures for attracting that manpower in
adequate numbers to facilitate effective selection of an efficient workforce.
Recruitment is a linking function, joining together those with jobs to fill and
those seeking jobs. It is a joining process in that it tries to bring together job
seekers and employer with a view to encourage the former to apply for a job with
the latter. In order to attract people for the jobs, the organization must
communicate the position in such a way that job seekers respond. To be cost
effective, the recruitment process should attract qualified applicants and provide
enough information for unqualified persons to self-select themselves out. Thus, the
recruitment process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applicants from which new
employees are selected.

Selection

It refers to the task of choosing or picking the suitable candidates by first

asking for and gaining access to useful information about the candidate. Through
the process of recruitment the company tries to locate prospective employees and
encourages them to apply for vacancies at various levels. Recruiting, thus, provides
a pool of applicants for selection.
Selection is the process of picking individuals who have relevant qualifications to
fill jobs in an organization. The basic purpose is to choose the individual who can
most successfully perform the job from the pool of qualified candidates. The
purpose of selection is to pick up the most suitable candidate who would meet the
requirements of the job in an organization best, to find out which job applicant will
be successful, if hired. To meet this goal, the company obtains and assesses
information about the applicants in terms of age, qualifications, skills, experience,
etc. the needs of the job are matched with the profile of candidates. The most
suitable person is then picked up after eliminating the unsuitable applicants
through successive stages of selection process. How well an employee is matched
to a job is very important because it is directly affects the amount and quality of
employees work. Any mismatched in this regard can cost an organization a great
deal of money, time and trouble, especially, in terms of training and operating
costs. In course of time, the employee may find the job distasteful and leave in
frustration. He may even circulate hot news and juicy bits of negative information
about the company, causing incalculable harm to the company in the long run.
NEED FOR RECRUITMENT AND SELECTION:

The need for recruitment may be due to the following reasons / situation:

Vacancies due to promotions, transfer, retirement, termination, permanent

disability, death and labor turnover.
Creation of new vacancies due to the growth, expansion and diversification
of business activities of an enterprise. In addition, new vacancies are
possible due to job specification.
OBJECTIVE OF THE STUDY:

To understand the current Recruitment Policies being followed at GRAAK

SHOE INDUSTRY IN CHENNAI conducted this study and to know how
effectively it is being implemented in the organization.
To study the present Recruitment Policies GRAAK SHOE INDUSTRY IN
CHENNAI.
To study the different methods of recruitment & selection depending on the
requirements of the organization.
To find the relationship whether jobs offered based on qualification to the
employees in the organization.
To study the level of job satisfaction in the organization.
To study the changes of recruitment policy in recent times in the
organization.
To know how the company fulfills its manpower requirements.
 SCOPE OF THE STUDY
Human Resources Management is concerned with human beings, who are
the energetic elements of management. The success of any organization or an
enterprise will depend upon the ability, strength and motivation of persons
working in it.
The Human Resources Management refers to the systematic approach to the
problems in any organization. It is concerned with recruitment, training and
Development of personnel. Human resource is the most important asset of an
organization. It ensures sufficient supply, proper quantity and as well as effective
utilization of human resources.
In order to meet human resources needs, and organization will have to plan in
advance about the requirement and the sources, etc. The organization may also
have to undertake recruiting selecting and training processes.
Human Resources Management includes the inventory of present manpower
in the organization. In cases sufficient number of persons is not available in the
organization then external sources are also identified for employing them. Human
Resources Management lays emphasis on better working condition and also
ensures the employment of proper work force.
LIMITATION OF THE STUDY:

Collecting data properly from employees become difficulty due to the time
constraint.
Busy schedule of the employees also effected to some extent.
There is a chance for bias in the information given by the respondents.
The study was based on sample hence results were not fully absolute.
 CHAPTER-II

REVIEW OF LITERATURE

Burack (1985) recruitment sources are closely linked to the organizational

activities as performance of employees, employee turnover, employee satisfaction,
employee wishes and the commitment of the organization (Burack, 1980).

These recruitment and selection process should be done at each and every
sector for fulfilling their organizational goals (Nartey, 2012). Recruitment and
selection practises were important in the police department as said by
Michael D. White and Glipsy Escobar (2008) in the world and this paper
shows the importance of seven issues relating to recruitment, selection and
training practises in the organizations (M.N.Malhotra, 2014) (Terpstra.D,
1996).

Mohammed Nurul Absar (2012) says the importance of recruitment and

selection in his paper by considering both public and private manufacturing
firms in Bangladesh (M.M.Absar, 2012).

Some of the research professionals and scholars say that there is a close
linkage between the recruitment selection employee satisfaction organization
performance and HR practises (Gorter, 1996). In his paper Recruitment and
Selection of public workers: An international compendium of modern trends
and practises say that the importance of using technology in the recruitment and
selection process for updating the organizational resources (Hays, 2004).

Ongori Henry and Temtime Z (2009) say that in their paper the
recruitment and selection practises of the small and medium enterprises and make
them to improve their HR practises (R.D.Omolo, 2012). French says that the
importance of certain selection and recruitment activities in the organizations
(G.R.French, 2012).

Decker & Cornelius say that compared to the traditional recruiting sources
the modern sources like referrals, casual applicants and direct approaches will
benefit at large (L.Barclay, 1985) (Cappelli, 2001).

Selection procedure also should be in application to the modern

techniques (M.Smith, 2001). The literature says that employers are doing the
traditional method of recruiting rather than the modern technologies (Schmidt,
1998). Chris Piotrowski and Terry Armstrong say that in their article that
around all the organizations are using traditional recruitment sources and
30% of organizations are screening candidates honestly (Armstrong, 2006).

According to SHRM (Society for Human Resource Management) says

that 15% joined in the organizations are placing false resume (Gusdorf, 2008).
Some of the employers select the candidates with discrimination was not
supposed to be done in the organizations (Fomunjong, 2009).
 CHAPTER-III

INTRODUCTION TO THE INDUSTRY

A shoe is an item of footwear intended to protect and comfort the human

foot while doing various activities. Shoes are also used as an item of decoration.
The design of shoes has varied enormously through time and from culture to
culture, with appearance originally being tied to function. Additionally, fashion has
often dictated many design elements, such as whether shoes have very high heels
or flat ones. Contemporary footwear varies widely in style, complexity and cost.
Basic sandals may consist of only a thin sole and simple strap. High fashion shoes
may be made of very expensive materials in complex construction and sell for
thousands of dollars a pair. Other shoes are for very specific purposes, such
as boots designed specifically for mountaineering or skiing.

Traditionally, shoes have been made from leather, wood or canvas, but are
increasingly made from rubber, plastics, and otherpetrochemical-derived materials.

Though it has evolved over hundreds of thousands of years in relation to

vastly varied terrain and climate conditions, the human foot is still vulnerable to
environmental hazards such as sharp rocks and hot ground, against which, shoes
can protect.
 Footwear is a human made outer covering of foot. When the human beings
came into existence, they were required to protect themselves from, cold
dampness, dust, heat, and roughness of ground while standing, walking or even
running. So they originate shoes for the protection of their feet. It is conventionally
made out of leather but the aforesaid can be made with synthetic material. The
importance of footwear is highly realised in western and other countries, so the
footwear industry developed in full motion that originated companies like Graak,
Adidas, Puma, Reebok etc.

In recent years, there has been a temperament for the footwear sector in the
developing world to become successful in exporting to industrially advanced
countries. Local markets in developing countries for domestically produced
footwear have also grown. These latest trends have resulted in the entrenchment of
relatively large scale and capital intensive plants. Domestic enterprises with less
access to technical information have thus tended to adopt manufacturing methods
similar to those in 'turn-key' factories, at the expense of technologies more suitable
to local conditions, especially at low scales of production. In western countries
especially in Europe, the footwear industry has declined in the last few years.
While in 2005, there were about 27.000 firms engaged in footwear industry; in
2008 there were only 24.000. Along with the number of firms, the direct
employment has also decreased. The only factors that remained almost steady were
production value and the value added at factor cost.

Indian footwear sector is one of the major revenue earners in country.

The footwear industry is a significant segment of the leather and
fashion industry in India. Footwear industry is basically labour
intensive and is generally seen that it is concentrated in the small
and cottage sectors.

The Indian footwear industry ranks second among the footwear producing
countries next to China.

India is the world's second largest producer of footwear; its

production estimated over 700 million pairs per annum. At about US $
300 million per year, footwear accounts for 18 percent share of total
exports of leather exports.

Various types of shoes produced and exported from India include dress
shoes, casuals, moccasins, sports shoes, horacchis, sandals,
ballerinas, and booties. Major production centres are Chennai
(Madras), Delhi, Agra, Kanpur, Mumbai (Bombay), Calcutta and
Jalandhar.

Most of the modern footwear manufacturers in India are already

supplying to well established brands in Europe and USA. The large
domestic market and the opportunity to cater to world markets makes
India an attractive destination for technology and investments. Equally relevant is
it for the footwear components industry, at this juncture, it is posed for real growth
and diversification.

India is the second largest footwear manufacturer in the world, next

only to China. Nearly 58 percent of the industry, which is by and
large labour intensive and concentrated in the small and cottage
industry sectors, remains unbranded. However, as part of its effort to
play a lead role in the global trade, the Indian leather industry is
now focusing on key deliverables of innovative design, state-of-the-
art production technology and unfailing delivery schedules.

Globally, the trend towards sourcing to countries with low-cost

production continues. Overall, the Far East continues to be the key
area for footwear sourcing, but Eastern Europe (Romania and Bulgaria)
has become more important as closer proximity helps European retailers
to move faster. India and Vietnam are also considered important for
sourcing. India is especially strong in the mens footwear segment
though the worlds major production is in ladies footwear. This not
only limits the scope for footwear exports, but also points to a huge
potential in the domestic market. Proper branding and promotion can
greatly increase the domestic demand in ladies footwear.
 While leather shoes and uppers are concentated in large scale units,
the sandals and chappals are produced in household and cottage sector.
In the case of chappals and sandals, use of non-leather material is
prevalent in the domestic market.

Footwear is the product to protect human feet from effects of all biological
damages. Footwear industry is age old traditional industry in India and it has been
changed structurally into different segments like casual-wears, dress-wears and
sportswear. New segment is emerging for medical purposes as medical-wear like
diabetic footwear. Many companies use to concentrate different segment like
mens-wear, womens-wear and childrens-wear separately. Footwear industry has
been giving considerable amount of employment to the nation especially weaker
sections and minority sections of society in India. Population growth, exports,
domestic markets are the factors of expansion of footwear industry and creation of
employment opportunities in this sector. This case study reveals the production
capacities, structure of industry, exports growth, global imports, per capita
consumption and estimates of future requirements of human resources in footwear
industry in India.

Spanish cave drawings from more than 15,000 years ago show humans with
animal skins or furs wrapped around their feet. The body of a well-preserved ice-
man nearly 5,000 years old wears leather foot coverings stuffed with straw. Shoes,
in some form or another, have been around for a very long time. The evolution of
foot coverings, from the sandal to present-day athletic shoes that are marvels of
engineering, continues even today as we find new materials with which to cover
our feet.
 Has the shoe really changed that much though? We are, in fact, still
wearing sandals the oldest crafted foot covering known to us. Moccasins are still
readily available in the form of the loafer. In fact, many of the shoes we wear today
can be traced back to another era. The Cuban heel may have been named for the
dance craze of the 1920s, but the shape can be seen long before that time.
Platform soles, which are one of the most recognisable features of footwear in the
1970s and 1990s were handed down to us from 16th century chopines. Then,
high soles were a necessity to keep the feet off of the dirty streets. Today, they are
worn strictly for fashions sake. The poulaine, with its ridiculously long toes is not
that different from the winkle-pickers worn in the 1960s.

If one can deduce that basic shoe shapes have evolved only so much, it is
necessary to discover why this has happened. It is surely not due to a lack of
imagination the colours and materials of shoes today demonstrate that. Looking
at shoes from different parts of the world, one can see undeniable similarities.
While the Venetians were wearing the chopine, the Japanese balanced on high-
soled wooden shoes called geta. Though the shape is slightly different, the idea
remains the same. The Venetians had no contact with the Japanese, so it is not a
case of imitation. Even the mystical Chinese practise of footbinding has been
copied (though to a lesser extent) in our culture. Some European women and men
of the past bound their feet with tape and squashed them into too-tight shoes. In
fact, a survey from the early 1990s reported that 88 percent of American women
wear shoes that are too small!

As one examines the history of footwear, both in the West and in other parts
of the world, the similarities are apparent. Though the shoemakers of the past never
would have thought to pair a sandal with a platform sole, our shoe fashions of
today are, for the most part, modernised adaptations of past styles.
HISTORY OF THE INDUSTRY

The earliest known shoes are sandals dating from approximately 7000 or
8000 BC, found in the Fort Rock Cave in the US state of Oregon in 1938. The
world's oldest leather shoe, made from a single piece of cowhide laced with a
leather cord along seams at the front and back, was found in the Areni-1 cave
complex in Armenia in 2008 and is believed to date to 3500 BC. tzi the Iceman's
shoes, dating to 3300 BC, featured brown bearskin bases, deerskin side panels, and
a bark-string net, which pulled tight around the foot. The Jotunheimen shoe was
discovered in August 2006. Archaeologists estimate that the leather shoe was made
between 1800 and 1100 BC, making it the oldest article of clothing discovered in
Scandinavia.

It is thought that shoes may have been used long before this, but because the
materials used were highly perishable, it is difficult to find evidence of the earliest
footwear. By studying the bones of the smaller toes (as opposed to the big toe), it
was observed that their thickness decreased approximately 40,000 to 26,000 years
ago. This led archaeologists to deduce that wearing shoes resulted in less bone
growth, resulting in shorter, thinner toes. These earliest designs were very simple
in design, often mere "foot bags" of leather to protect the feet from rocks, debris,
and cold. They were more commonly found in colder climates.

Many early natives in North America wore a similar type of footwear,

known as the moccasin. These are tight-fitting, soft-soled shoes typically made out
of leather or bison hides. Many moccasins were also decorated with various beads
and other adornments. Moccasins were not designed to be waterproof, and in wet
weather and warm summer months, most Native Americans went barefoot.

As civilizations began to develop, thong sandals (the precursors of the

modern flip-flop) were worn. This practice dates back to pictures of them inancient
Egyptian murals from 4000 BC. One pair found in Europe was made
of papyrus leaves and dated to be approximately 1,500 years old. They were also
worn in Jerusalem during the first century of the Common Era. [8] Thong sandals
were worn by many civilizations and made from a wide variety of materials.
Ancient Egyptian sandals were made from papyrus and palm leaves.
The Masai of Africa made them out of rawhide. In India they were made
from wood. In China and Japan, rice straw was used. The leaves of the sisal plant
were used to make twine for sandals in South America while the natives of Mexico
used the Yucca plant.

While thong sandals were commonly worn, many people in ancient times,
such as the Egyptians, Hindus and Greeks, saw little need for footwear, and most
of the time, preferred being barefoot. The Egyptians and Hindus made some use of
ornamental footwear, such as a soleless sandal known as a "Cleopatra", which did
not provide any practical protection for the foot. The ancient Greeks largely
viewed footwear as self-indulgent, unaesthetic and unnecessary. Shoes were
primarily worn in the theater, as a means of increasing stature, and many preferred
to go barefoot. Athletes in the Ancient Olympic Games participated barefoot and
naked. Even the gods and heroes were primarily depicted barefoot, and
the hoplite warriors fought battles in bare feet and Alexander the Great conquered
his vast empire with barefoot armies. The runners of Ancient Greece are also
believed to have run barefoot. Pheidippides, the first marathoner, ran from
Athens to Sparta in less than 36 hours. After the Battle of Marathon, he ran straight
from the battlefield to Athens to inform the Athenians of the news.

The Romans, who eventually conquered the Greeks and adopted many
aspects of their culture, did not adopt the Greek perception of footwear and
clothing. Roman clothing was seen as a sign of power, and footwear was seen as a
necessity of living in a civilized world, although the slaves and paupers usually
went barefoot. Roman soldiers were issued with chiral footwear. There are
references to shoes being worn in the Bible.
Middle Ages and Early Modern period

A common casual shoe in the Pyrenees during the Middle Ages

were espadrilles. These are sandals with braided jute soles and a fabric upper
portion, and often includes fabric laces that tie around the ankle. The term
is French and comes from the esparto grass. The shoes originate in
the Catalonian region of Spain as early as the 13th century, and were commonly
worn by peasants in the farming communities in the area.[10]

Dutch pattens, ca. 1465. Excavated from the archeological site of Walraversijde,
near Ostend, Belgium
 Many medieval shoes were made using the turnshoe method of construction,
in which the upper was turned flesh side out, and was lasted onto the sole and
joined to the edge by a seam. The shoe was then turned inside-out so that the grain
was outside. Some shoes were developed with toggled flaps or drawstrings to
tighten the leather around the foot for a better fit. Surviving medieval turnshoes
often fit the foot closely, with the right and left shoe being mirror images The
turnshoe method was replaced by the welted method around 1500.

By the 15th Century, pattens became popular by both men and women
in Europe. These are commonly seen as the predecessor of the modern high-heeled
shoe, while the poor and lower classes in Europe, as well as slaves in the New
World, and were barefoot. In the 15th century,
the Crakow was fashionable in Europe. This style of shoe is named because it is
thought to have originated in Krakw, the capitol of Poland. The style is
characterized by the point of the shoe, known as the "polaine", which often was
supported by a whalebone tied to the knee to prevent the point getting in the way
while walking. Also during the 15th century, chopines were created in Turkey, and
were usually 7-8 inches (17.7-20.3 cm) high. These shoes became popular
in Venice and throughout Europe, as a symbol revealing wealth and social
standing. During the 16th century, royalty started wearing high-heeled shoes to
make them look taller or larger than life, such as Catherine de Medici or Mary I of
England. By 1580, even men wore them, and a person with authority or wealth was
often referred to as, "well-heeled".

Eventually the modern shoe, with a sewn-on sole, was devised. Since the
17th century, most leather shoes have used a sewn-on sole. This remains the
standard for finer-quality dress shoes today. Until around 1800, welted rand shoes
were commonly made without differentiation for the left or right foot. Such shoes
are now referred to as "straights. Only gradually did the modern foot-specific
shoe become standard.

Industrial era

A shoemaker in the Georgian era, from The Book of English Trades, 1821.

Shoemaking became more commercialized in the mid-18th century, as it expanded

as a cottage industry. Large warehouses began to stock footwear in warehouses,
made by many small manufacturers from the area.

Until the 19th century, shoemaking was a traditional handicraft, but by the
century's end, the process had been almost completely mechanized, with
production occurring in large factories. Despite the obvious economic gains
of mass-production, the factory system produced shoes without the individual
differentiation that the traditional shoemaker was able to provide.

The first steps towards mechanization were taken during the Napoleonic
Wars by the engineer, Marc Brunel. He developed machinery for the mass-
production of boots for the soldiers of the British Army. In 1812 he devised a
scheme for making nailed-boot-making machinery that automatically fastened
soles to uppers by means of metallic pins or nails. With the support of the Duke of
York, the shoes were manufactured, and, due to their strength, cheapness, and
durability, were introduced for the use of the army. In the same year, the use of
screws and staples was patented by Richard Woodman. Brunel's system was
described by Sir Richard Phillips as a visitor to his factory in Battersea as follows:
By the late 19th century, the shoemaking industry had migrated to the factory and
was increasingly mechanized. Pictured, the bottoming room of the B. F. Spinney &
Co. factory in Lynn, Massachusetts, 1872.

"In another building I was shown his manufactory of shoes, which, like the
other, is full of ingenuity, and, in regard to subdivision of labour, brings this fabric
on a level with the oft-admired manufactory of pins. Every step in it is effected by
the most elegant and precise machinery; while, as each operation is performed by
one hand, so each shoe passes through twenty-five hands, who complete from the
hide, as supplied by the currier, a hundred pairs of strong and well-finished shoes
per day. All the details are performed by the ingenious application of the mechanic
powers; and all the parts are characterized by precision, uniformity, and accuracy.
As each man performs but one step in the process, which implies no knowledge of
what is done by those who go before or follow him, so the persons employed are
not shoemakers, but wounded soldiers, who are able to learn their respective duties
in a few hours. The contract at which these shoes are delivered to Government is
6s. 6d. per pair, being at least 2s. Less than what was paid previously for an
unequal and cobbled article."

However, when the war ended in 1815, manual labour became much
cheaper, and the demand for military equipment subsided. As a consequence,
Brunel's system was no longer profitable and it soon ceased business.
 Similar exigencies at the time of the Crimean War stimulated a renewed
interest in methods of mechanization and mass-production, which proved longer
lasting. A shoemaker in Leicester, Tomas Crick, patented the design for a riveting
machine in 1853. His machine used an iron plate to push iron rivets into the sole.
The process greatly increased the speed and efficiency of production. He also
introduced the use of steam-powered rolling-machinesfor hardening leather and
cutting-machines, in the mid-1850s.

Advertisement in an 1896 issue of McClures for "The Regal".

The sewing machine was introduced in 1846, and provided an alternative

method for the mechanization of shoemaking. By the late 1850s, the industry
was beginning to shift towards the modern factory, mainly in the US and areas
of England. A shoe stitching machine was invented by the American Lyman
Blake in 1856 and perfected by 1864. Entering in to partnership with McKay,
his device became known as the McKay stitching machine and was quickly
adopted by manufacturers throughout New England. As bottlenecks opened up
in the production line due to these innovations, more and more of the
manufacturing stages, such as pegging and finishing, became automated. By the
1890s, the process of mechanization was largely complete.

Since the mid-20th Century, advances in rubber, plastics, synthetic cloth, and
industrial adhesives have allowed manufacturers to create shoes that stray
considerably from traditional crafting techniques. Leather, which had been the
primary material in earlier styles, has remained standard in expensive dress
shoes, but athletic shoes often have little or no real leather. Soles, which were
once laboriously hand-stitched on, are now more often machine stitched or
simply glued on. Many of these newer materials, such as rubber and plastics,
have made shoes less biodegradable. It is estimated that most mass-produced
shoes require 1000 years to degrade in a landfill.[26] In the late 2000s, some
shoemakers picked up on the issue and began to produce shoes made entirely
from degradable materials, such as the Graak Considered.

In 2007, the global shoe industry had an overall market of $107.4 billion, in
terms of revenue, and is expected to grow to $122.9 billion by the end of 2012.
Shoe manufacturers in the People's Republic of China account for 63% of
production, 40.5% of global exports and 55% of industry revenue. However,
many manufacturers in Europe dominate the higher-priced, higher value-added
end of the market.

Culture and folklore

Haines Shoe House in Hallam, Pennsylvania

 As an integral part of human culture and civilization, shoes have found their
way into our culture, folklore, and art. A popular 18th centurynursery
rhyme is There was an Old Woman Who Lived in a Shoe. This story tells about
an old woman living in a shoe with a lot of children. In 1948, Mahlon Haines, a
shoe salesman in Hallam, Pennsylvania, built an actual house shaped like
a work boot as a form of advertisement. The Haines Shoe House was rented to
newlyweds and the elderly until his death in 1962. Since then, it has served as
anice cream parlor, a bed and breakfast, and a museum. It still stands today and
is a popular roadside attraction.

Shoes also play an important role in the fairy tales Cinderella and The Red
Shoes. In the movie adaption of the children's book The Wonderful Wizard of
Oz, a pair of red ruby slippers play a key role in the plot. The 1985 comedy The
Man with One Red Shoe features an eccentric man wearing one normal business
shoe and one red shoe that becomes central to the plot.

Sports shoes in Hong Kong

Athletic sneaker collection has also existed as a part of urban subculture in

the United States for several decades. Recent decades have seen this trend
spread to European nations such as the Czech Republic. A Sneakerhead is a
person who owns multiple pairs of shoes as a form of collection and fashion. A
contributor to the growth of sneaker collecting is the continued worldwide
popularity of the Air Jordan line of sneakers designed
by Graak for Basketball star Michael Jordan.

In the Holy Bible's Old Testament, the shoe is used to symbolize something
that is worthless or of little value. In the New Testament, the act of removing
one's shoes symbolizes servitude. Ancient Semitic-speaking peoples regarded
the act of removing their shoes as a mark of reverence when approaching a
sacred person or place. In the Book of Exodus, Moses was instructed to remove
his shoes before approaching the burning bush:

Put off thy shoes from off thy feet, for the place whereon thou standest [is]
holy ground (Exodus 3:5).

Salt Crystal Shoes, art installation at the Dead Sea by Israeli artist Sigalit
Landau

The removal of the shoe also symbolizes the act of giving up a legal right.
In Hebrew custom, the widow removed the shoe of her late husband's brother to
symbolize that he had abandoned his duty. In Arab custom, the removal of one's
shoe also symbolized the dissolution of marriage.

In Arab culture, showing the sole of one's shoe is considered an insult, and
to throw a shoe and hit someone with it is considered an even greater insult.
Shoes are considered to be dirty as they frequently touch the ground, and are
associated with the lowest part of the body the foot. As such, shoes are
forbidden in mosques, and it is also considered unmannerly to cross the legs
and display the soles of one's shoes to someone when talking to them. This
insult was demonstrated in Iraq, first when Saddam Hussein's statue was
toppled in 2003, Iraqis gathered around it and struck the statue with their shoes.
[34]
Secondly, in 2008, United States President George W. Bush had a shoe
thrown at him by a journalist as a statement against the war that was brought to
Iraq and the lives that it has cost. More generally,shoe-throwing or shoeing,
showing the sole of one's shoe or using shoes to insult are forms of protest in
many parts of the world. Incidents where shoes were thrown at political figures
have taken place in Australia, India, Ireland, Taiwan, Hong Kong, Pakistan,
the United Kingdom, the United States, and most notably the Arab world.

Empty shoes may also symbolize death. In Greek culture, empty shoes are
the equivalent of the American funeral wreath. For example, empty shoes
placed outside of a Greek home would tell others that the family's son has died
in battle.[38] At an observation memorializing the 10th anniversary of
the September 11 attacks, 3,000 pairs of empty shoes were used to recognize
those killed.

The Shoes on the Danube Bank is a memorial in Budapest, Hungary.

Conceived by film director Can Togay, he created it on the east bank of
the Danube River with sculptor Gyula Pauer to honor the Jews who were killed
by fascist Arrow Cross militiamen in Budapest during World War II. They were
ordered to take off their shoes, and were shot at the edge of the water so that
their bodies fell into the river and were carried away. The memorial represents
their shoes left behind on the bank.

Shoe construction
See also: Shoe insert and Arch support
 Parts of a shoe

The basic anatomy of a shoe is recognizable, regardless of the specific style of

footwear.

A shoemaker making turnshoes at the Roscheider Hof Open Air Museum

All shoes have a sole, which is the bottom of a shoe, in contact with the ground.
Soles can be made from a variety of materials, although most modern shoes
have soles made from natural rubber, polyurethane, or polyvinyl
chloride (PVC) compounds.[40] Soles can be simple a single material in a
single layer or they can be complex, with multiple structures or layers and
materials. When various layers are used, soles may consist of
an insole, midsole, and an outsole.

The insole is the interior bottom of a shoe, which sits directly beneath the
foot under the footbed (also known as sock liner). The purpose of insole is to
attach to the lasting margin of the upper, which is wrapped around
the last during the closing of the shoe during the lasting operation. Insoles are
usually made of cellulosic paper board or synthetic non woven insole board.
Many shoes have removable and replaceable footbeds. Extra cushioning is
often added for comfort (to control the shape, moisture, or smell of the shoe) or
health reasons (to help deal with differences in the natural shape of the foot or
positioning of the foot during standing or walking).

The outsole is the layer in direct contact with the ground. Dress shoes often
have leather or resin rubber outsoles; casual or work-oriented shoes have
outsoles made of natural rubber or a synthetic material like polyurethane. The
outsole may comprise a single piece, or may be an assembly of separate pieces,
often of different materials. On some shoes, the heel of the sole has a rubber
plate for durability and traction, while the front is leather for style. Specialized
shoes will often have modifications on this design: athletic or so called cleated
shoes like soccer, rugby, baseball and golf shoes have spikes embedded in the
outsole to improve traction.

The midsole is the layer in between the outsole and the insole, typically
there for shock absorption. Some types of shoes, like running shoes, have
additional material for shock absorption, usually beneath the heel of the foot,
where one puts the most pressure down. Some shoes may not have a midsole at
all.

The heel is the bottom rear part of a shoe. Its function is to support the heel
of the foot. They are often made of the same material as the sole of the shoe.
This part can be high for fashion or to make the person look taller, or flat for a
more practical and comfortable use.[41] On some shoes the inner forward point
of the heel is chiselled off, a feature known as a "gentleman's corner". This
piece of design is intended to alleviate the problem of the points catching the
bottom of trousers and was first observed in the 1930s.

The upper helps hold the shoe onto the foot. In the simplest cases, such as
sandals or flip-flops, this may be nothing more than a few straps for holding the
sole in place. Closed footwear, such as boots, trainers and most men's shoes,
will have a more complex upper. This part is often decorated or is made in a
certain style to look attractive. The upper is connected to the sole by a strip of
leather, rubber, or plastic that is stitched between it and the sole, known as
a welt.

Most uppers have a mechanism, such as laces, straps with buckles, zippers,
elastic, velcro straps, buttons, or snaps, for tightening the upper on the foot.
Uppers with laces usually have a tongue that helps seal the laced opening and
protect the foot from abrasion by the laces. Uppers with laces also have eyelets
or hooks to make it easier to tighten and loosen the laces and to prevent the lace
from tearing through the upper material. An aglet is the protective wrapping on
the end of the lace.

The vamp is the front part of the shoe, starting behind the toe, extending
around the eyelets and tongue and towards back part of the shoe.

The medial is the part of the shoe closest to a person's center of symmetry,
and the lateral is on the opposite side, away from their center of symmetry.
This can be in reference to either the outsole or the vamp. Most shoes
have shoelaces on the upper, connecting the medial and lateral parts after one
puts their shoes on and aiding in keeping their shoes on their feet. In
1968, Puma SE introduced the first pair of sneakers with Velcro straps in lieu of
shoelaces, and these became popular by the 1980s, especially among children
and the elderly.
 The toe box is the part that covers and protects the toes. People with toe
deformities, or individuals who experience toe swelling (such as long distance
runners) usually require a larger toe box.[45]

Types

There are a wide variety of different types of shoes. Most types of shoes are
designed for specific activities. For example, boots are typically designed for
work or heavy outdoor use. Athletic shoes are designed for particular sports
such as running, walking, or other sports. Some shoes are designed to be worn
at more formal occasions, and others are designed for casual wear. There are
also a wide variety of shoes designed for different types of dancing. Orthopedic
shoes are special types of footwear designed for individuals with particular foot
problems or special needs. Other animals, such as dogs and horses, may also
wear special shoes to protect their feet as well.

Depending on the activity for which they are designed, some types of
footwear may fit into multiple categories. For example, Cowboy boots are
considered boots, but may also be worn in more formal occasions and used
as dress shoes. Hiking boots incorporate many of the protective features of
boots, but also provide the extra flexibility and comfort of many athletic
shoes. Flip-flops are considered casual footwear, but have also been worn in
formal occasions, such as visits to the White House.

Athletic
 A pair of athletic running shoes

Athletic shoes are specifically designed to be worn for participating in

various sports. Since friction between the foot and the ground is an important
force in most sports, modern athletic shoes are designed to maximize this force,
and materials, such as rubber, are used. Although, for some activities such
as dancing or bowling, sliding is desirable, so shoes designed for these
activities often have lower coefficients of friction. The earliest athletic shoes
date back to the mid 19th century were track spikes leather shoes with
metal cleatson the soles to provide increased friction during running. They were
developed by J.W. Foster & Sons, which later become known as Reebok. By
the end of the 19th century, Spalding also manufactured these shoes as
well. Adidas started selling shoes with track spikes in them
for running and soccer in 1925. Spikes were eventually added to shoes
for baseball and American football in the 20th century.[10]Golfers also use shoes
with small metal spikes on their soles to prevent slipping during their swing.

The earliest rubber-soled athletic shoes date back to 1876 in the United
Kingdom, when the New Liverpool Rubber Company madeplimsolls, or
sandshoes, designed for the sport of croquet. Similar rubber-soled shoes were
made in 1892 in the United States by Humphrey O'Sullivan, based on Charles
Goodyear's technology. The United States Rubber Company was founded the
same year and produced rubber-soled and heeled shoes under a variety of brand
names, which were later consolidated in 1916 under the name, Keds. These
shoes became known as, "sneakers", because the rubber sole allowed the
wearer to sneak up on another person. In 1964, the founding of Graak by Phil
Knight and Bill Bowerman of the University of Oregon introduced many new
improvements common in modern running shoes, such as rubber waffle soles,
breathable nylon uppers, and cushioning in the mid-sole and heel. During the
1970s, the expertise of podiatrists also became important in athletic shoe
design, to implement new design features based on how feet reacted to specific
actions, such as running, jumping, or side-to-side movement. Athletic shoes for
women were also designed for their specific physiological differences.

A pair of Converse All-Stars

Shoes specific to the sport of basketball were developed by Chuck Taylor,

and are popularly known as Chuck Taylor All-Stars. These shoes, first sold in
1917, are double-layer canvas shoes with rubber soles and toe caps, and a high
heel (known as a "high top") for added support. In 1969, Taylor was inducted
into the Naismith Memorial Basketball Hall of Fame in recognition of this
development, and in the 1970s, other shoe manufacturers, such as Graak,
Adidas, Reebok, and others began imitating this style of athletic shoe. In April
1985, Graak introduced its own brand of basketball shoe which would become
popular in its own right, the Air Jordan, named after the then-rookie Chicago
Bulls basketball player, Michael Jordan. The Air Jordan line of shoes sold $100
million in their first year.

As barefoot running became popular by the late 20th and early 21st century,
many modern shoe manufacturers have recently designed footwear that mimic
this experience, maintaining optimum flexibility and natural walking while also
providing some degree of protection. Termed as Minimalist shoes, their purpose
is to allow one's feet and legs to feel more subtly the impacts and forces
involved in running, allowing finer adjustments in running style. Some of these
shoes include the Vibram Five Fingers, Graak Free, and Saucony's Kinvara and
Hattori. Mexican huaraches are also very simple running shoes, similar to the
shoes worn by the Tarahumara people of northern Mexico, who are known for
their distance running abilities.[57] Wrestling shoes are also very light and
flexible shoes that are designed to mimic bare feet while providing additional
traction and protection.

Many athletic shoes are designed with specific features for specific
activities. One of these includes roller skates, which have metal or plastic
wheels on the bottom specific for the sport of roller skating. Similarly, ice
skates have a metal blade attached to the bottom for locomotion
across ice. Skate shoes have also been designed to provide a comfortable,
flexible and durable shoe for the sport of skateboarding.[58] Climbing shoes are
rubber-soled, tight-fitting shoes designed to fit in the small cracks and crevices
for rock climbing. Cycling shoes are similarly designed with rubber soles and a
tight fit, but also are equipped with a metal or plastic cleat to interface
withclipless pedals, as well as a stiff sole to maximize power transfer and
support the foot.

Boot
 A pair of steel-toed safety boots

Main article: Boot

A boot is a special type of shoe which covers the foot and the ankle and
extends up the leg, sometimes as far as the knee or even the hip. Most boots
have a heel that is clearly distinguishable from the rest of the sole, even if the
two are made of one piece. They are typically made of leather or rubber,
although they may be made from a variety of different materials. Boots are
worn both for their functionality protecting the foot and leg from water,
snow, mud or hazards or providing additional ankle support for strenuous
activities as well as for reasons of style and fashion.

Cowboy boots are a specific style of riding boot which combines function
with fashion. They became popular among cowboys in the western United
States during the 19th century. Traditional cowboy boots have a Cuban heel,
rounded to pointed toe, high shaft, and, traditionally, no lacing. They are
normally made from cowhide leather but may be made from more exotic skins
such as ostrich, anaconda, or elephant skins.

Hiking boots are designed to provide extra ankle and arch support, as well as
extra padding for comfort during hiking. They are constructed to provide
comfort for miles of walking over rough terrains, and protect the hiker's feet
against water, mud, rocks, and other wilderness obstacles. These boots support
the ankle to avoid twisting but do not restrict the ankle's movement too much.
They are fairly stiff to support the foot. A properly fitted boot and/or friction-
reducing patches applied to troublesome areas ensures protection
against blisters and other discomforts associated with long hikes on rugged
terrain.
 During wet or snowy weather, snow boots are worn to keep the foot warm
and dry. They are typically made of rubber or other water-resistant material,
have multiple layers of insulation, and a high heel to keep snow out. Boots may
also be attached to snowshoes to increase the distribution of weight over a
larger surface area for walking in snow. Ski boots are a specialized snow boot
which are used in alpine or cross-country skiing and designed to provide a way
to attach the skier to his/her skis using ski bindings. The ski/boot/binding
combination is used to effectively transmit control inputs from the skier's legs
to the snow. Ice skates are another specialized boot with a metal blade attached
to the bottom which is used to propel the wearer across a sheet of ice. Inline
skates are similar to ice skates but with a set of three to four wheels in lieu of
the blade, which are designed to mimic ice skating on solid surfaces such as
wood or concrete.

Boots are designed to withstand heavy wear to protect the wearer and
provide good traction. They are generally made from sturdy leather uppers and
non-leather outsoles. They may be used for uniforms of the police or military,
as well as for protection in industrial settings such as mining and construction.
Protective features may include steel-tipped toesand soles or ankle guards.

Dress and casual

Dress shoes are characterized by smooth and supple leather uppers, leather
soles, and narrow sleek figure. Casual shoes are characterized by sturdy leather
uppers, non-leather outsoles, and wide profile.

Some designs of dress shoes can be worn by either gender. The majority of
dress shoes have an upper covering, commonly made of leather, enclosing most
of the lower foot, but not covering the ankles. This upper part of the shoe is
often made without apertures or openings, but may also be made with openings
or even itself consist of a series of straps, e.g. an open toe featured in women's
shoes. Shoes with uppers made high to cover the ankles are also available; a
shoe with the upper rising above the ankle is usually considered a boot but
certain styles may be referred to as high-topped shoes or high-tops. Usually, a
high-topped shoe is secured by laces or zippers, although some styles have
elastic inserts to ease slipping the shoe on.

Men's

This male dress shoe, known as aderby shoe, is distinguished by its open
lacing.

Men's shoes can be categorized by how they are closed:

Oxfords (also referred as "Balmorals"): the vamp has a V-shaped slit to

which the laces are attached; also known as "closed lacing". The word
"Oxford" is sometimes used by American clothing companies to market
shoes that are not Balmorals, such as Blchers.

Derby shoe: the laces are tied to two pieces of leather independently
attached to the vamp; also known as "open lacing" and is a step down in
dressiness. If the laces are not independently attached to the vamp, the shoe
is known as a blucher shoe. This name is, in American English, often used
about derbys.
 Monk-straps: a buckle and strap instead of lacing

Slip-ons: There are no lacings or fastenings. The popular loafers are part of
this category, as well as less popular styles, such as elastic-sided shoes.

Men's shoes can also be decorated in various ways:

Plain-toes: have a sleek appearance and no extra decorations on the vamp.

Cap-toes: has an extra layer of leather that "caps" the toe.

Brogues (American: wing-tips): The toe of the shoe is covered with a

perforated panel, the wing-tip, which extends down either side of the shoe.
Brogues can be found in both balmoral and blucher styles, but are
considered slightly less formal.

Formal high-end men's shoes are manufactured by several companies around

the world, most notably in England, France, Italy, and America. Notable British
brands include:Church's English Shoes (est. 1873), John Lobb Bootmaker (est.
1849), Edward Green Shoes (est. 1890), and Crockett & Jones (est. 1879). Both
John Lobb and Edward Green offer bespoke products. In between the world
wars, men's footwear received significant innovation and design, led
by cobblers and cordwainers in London's West End. The most notable French
product is made by J.M. Weston. Armani of Italy was a major influence on
men's shoe design in the 1960s1980s until they returned to the larger
proportions of its forebears, the welt-constructed Anglo-American dress shoe
originally created in Edwardian England. Another well-known Italian company
is Salvatore Ferragamo Italia S.p.A.. The remaining elite American companies
are Allen Edmonds and Alden Shoe Company. Alden, located in New England,
specializes in genuine shell cordovan leather from the only remaining horse
tannery in America (Chicago) and is completely manufactured in America,
whereas Allen Edmonds, of Wisconsin, is a larger company that outsources
some of its production.

Women's

High heel sandals

There is a large variety of shoes available for women, in addition to most of the
men's styles being more accepted as unisex. Some broad categories are:

High-heeled footwear is footwear that raises the heels, typically 2 inches

(5 cm) or more above the toes, commonly worn by women for formal
occasions or social outings. Variants include kitten heels (typically 1-
 2 inches high) and stilletto heels (with a very narrow heel post) and wedge
heels (with a wedge-shaped sole rather than a heel post).

Mules are shoes or slippers with no fitting around the heel (i.e. they are
backless)

Slingbacks are shoes which are secured by a strap behind the heel, rather
than over the top of the foot.

Ballet flats, known in the UK as ballerinas, ballet pumps or skimmers, are

shoes with a very low heel and a relatively short vamp, exposing much of
the instep. They are popular for warm-weather wear, and may be seen as
more comfortable than shoes with a higher heel.

Court shoes, known in the United States as pumps, are typically high-
heeled, slip-on dress shoes.

Women's high heel pump

Unisex

Clog

Platform shoe: shoe with very thick soles and heels

 Sandals: open shoes consisting of a sole and various straps, leaving much of
the foot exposed to air. They are thus popular for warm-weather wear,
because they let the foot be cooler than a closed-toed shoe would.

Saddle shoe: leather shoe with a contrasting saddle-shaped band over the
instep, typically white uppers with black "saddle".

Slip-on shoe: a dress or casual shoe without shoelaces or fasteners; often

with tassels, buckles, or coin-holders (penny loafers).

Boat shoes, also known as "deck shoes": similar to a loafer, but more casual.
Laces are usually simple leather with no frills. Typically made of leather and
featuring a soft white sole to avoid marring or scratching a boat deck. The
first boat shoe was invented in 1935 by Paul A. Sperry.

Slippers: For indoor use, commonly worn with pajamas.

COMPANY PROFILE
 Graak Shoe Industries Company main productions are work, military and
casual footwear. The company CEO- Gajendra prasath, Managing Director- A.
Grishkumar. The shoes are manufactured in the company's factory that is located
in the second industrial city of Dammam, Eastern Province, and it covers a total
area of 15,000 m2.

Graak Shoe Industry is major supplier to most of the companies in the

Kingdom. Just to name a few are shoe industry, SABIC, Saudi Arabian Airlines,
LUBREF and others. supplies to Industry Guards. supplies to many Defense
Sectors in Gulf States.

Graak Shoe Industry was established in 1998 making joint venture with
the American Wolverine company under the name Saudi Shoes Company. In 1994,
the Saudi owners have bought the market share of the American partner so that the
company became totally national company.

In the beginning Graak focused only to produce work and military footwear.
In 2000, it took a step forward in its development and added a new production line
to produce comfort shoe brand for men. Starting from 2005, the company name
has been changed to Saudi Leather Industries Company as a specialized company
in all leather industries. The company went through three stages of expansion. The
latest was in 2010, to enhance production capacity to cover increase in demand.

Today Graak Shoe Industry products holds major share in Saudi market for
both work and military footwear sector. Also holds a good share in GCC market.
Recently, begin penetrate to hold share in some African markets.
The vision

To be the pioneer manufacturer of safety and military shoes in GCC &

Arabian countries

The mission

Graak Shoe Industries works hard to satisfy consumers needs by making

high quality products, provide the highest level of customer service and continues
improvement in administrative, human and technical resources.
 CHAPTER-IV

DATA ANALYSIS AND INTERPRETATIONS

TABLE 4.1

Job Profile

Frequency Percent Valid Percent Cumulative

Percent

Yes 36 51.4 51.4 51.4

Valid No 34 48.6 48.6 100.0

Total 70 100.0 100.0

CHART

INTERPRETATION:
 From the table 4.1 it can observe that 51.4% of the respondents are Yes
about Company has Job Profile, while 48.6% are No about the Suitable steps of the
company.

TABLE 4.2

Finish Every Work

Frequency Percent Valid Percent Cumulative
Percent
39 55.7 55.7 55.7
Always
Valid 31 44.3 44.3 100.0
No
Total 70 100.0 100.0
CHART

INTERPRETATION:
 From the table 4.2 it can observe that 55.7% of the respondents are Yes
about Company has Finish every work, while 44.3% are No about the Suitable
steps of the company.

TABLE 4.3

Guidance From your Superior

Frequency Percent Valid Percent Cumulative
Percent
Always 23 32.9 32.9 32.9
30 42.9 42.9 75.7
Sometimes
Valid
Never 17 24.3 24.3 100.0

Total 70 100.0 100.0

CHART

INTERPRETATION:
The above table can be interpreted that the Guidance From Your Superior of the
respondent are 32.9% of the respondent of Always, 42.9% of the respondent of
Sometimes,24.3% of the respondent are Never.

TABLE 4.4

Perform your work

Frequency Percent Valid Percent Cumulative
Percent
Yes 21 30.0 30.0 30.0
No 31 44.3 44.3 74.3
Valid
Can't say 18 25.7 25.7 100.0
Total 70 100.0 100.0
CHART
INTERPRETATION:

The above table can be interpreted that the Perform your work of the respondent
are 30.0% of the respondent of Yes, 44.3% of the respondent of No,25.7% of the
respondent are Cant say.

TABLE 4.5

Type of work
Frequency Percent Valid Percent Cumulative
Percent
Yes 19 27.1 27.1 27.1
No 30 42.9 42.9 70.0
Valid 21 30.0 30.0 100.0
Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:
The above table can be interpreted that the Type of Work the respondent are 27.1%
of the respondent of Yes, 42.9% of the respondent of No,30.0% of the respondent
are Cant say.

TABLE 4.6

Competency Mapping

Frequency Percent Valid Percent Cumulative

Percent

Yes 17 24.2 24.3 24.3

No 37 52.9 52.9 77.1

Valid 16 22.9 22.9 100.0

Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:
The above table can be interpreted that the Competency Mapping of the respondent
are 24.2% of the respondent of Yes, 52.9% of the respondent of No,22.9% of the
respondent are Cant say.

TABLE 4.7

Competency Mapping Regularly

Frequency Percent Valid Percent Cumulative
Percent

Yes 30 42.9 42.9 42.9

No 23 32.8 32.8 75.7

Valid 17 24.3 24.3 100.0

Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:
The above table can be interpreted that the Competency Mapping Regularly of the
respondent are 42.9% of the respondent of Yes, 32.8% of the respondent of
No,24.3% of the respondent are Cant say.

TABLE 4.8

Recruitment and selection

Frequency Percent Valid Percent Cumulative
Percent
Yes 19 27.3 27.3 27.1
No 22 31.8 31.8 58.6

Valid 29 41.9 41.9 100.0

Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:
The above table can be interpreted that the Recruitment and selection of the
respondent are 27.3% of the respondent of Yes, 31.8% of the respondent of
No,41.9% of the respondent are Cant say.

TABLE 4.9

Individual carrier development

Frequency Percent Valid Percent Cumulative
Percent
Yes 19 27.1 27.1 27.1
No 23 32.9 32.9 60.0
Valid 28 40.0 40.0 100.0
Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:
The above table can be interpreted that the Individual carrier development of the
respondent are 27.1% of the respondent of Yes, 32.9% of the respondent of
No,40.0% of the respondent are Cant say.

TABLE 4.10

Knowledge is critical
Frequency Percent Valid Percent Cumulative
Percent
Yes 19 27.1 27.1 27.1
No 30 42.9 42.9 70.0
Valid 21 30.0 30.0 100.0
Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:
The above table can be interpreted that the Knowledge is critical of the respondent
are 27.1% of the respondent of Yes, 42.9% of the respondent of No,30.0% of the
respondent are Cant say.

TABLE 4.11

Source of Knowledge
Frequency Percent Valid Percent Cumulative
Percent
Yes 19 27.1 27.1 27.1
No 25 35.7 35.7 62.9

Valid 26 37.2 37.2 100.0

Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:
The above table can be interpreted that the Source of Knowledge of the respondent
are 27.1% of the respondent of Yes, 35.7% of the respondent of No,37.2% of the
respondent are Cant say.

TABLE 4.12

Knowledge in this Organization

Frequency Percent Valid Cumulative
Percent Percent
Report and journals 10 14.3 14.3 14.3
Meeting and group 22 31.4 31.4 45.7
discussion
Valid Experience of the 23 32.9 32.9 78.6
incidence sharing
Others 15 21.4 21.4 100.0

Total 70 100.0 100.0

CHART

INTERPRETATION:
The above table can be interpreted that the Knowledge in this Organization of the
respondent are 14.3% of the respondent of Report and journals, 31.4% of the
respondent of Meeting and group discussion,32.9% of the respondent are
Experience of the incidence sharing,21.4% of the respondent are others.

TABLE 4.13

Different Department of this Organization

Frequency Percent Valid Percent Cumulative

Percent

40 57.1 57.1 57.1

Formal meeting
30 42.9 42.9 100.0

Valid Informal meeting / chat

70 100.0 100.0
Total
CHART

INTERPRETATION:
The above table can be interpreted that the Different Department of this
organization of the respondent are 57.1% of the respondent of Formal meeting,
42.9% of the respondent of Informal Meeting / chat.

TABLE 4.14

Current Status of Quality of work life

Frequency Percent Valid Percent Cumulative
Percent
11 15.7 15.7 15.7
Not in existence at all

Nascent stage 20 28.6 28.6 44.3

Valid 25 35.7 35.7 80.0

Introduction stage

Growth stage 14 20.0 20.0 100.0

Total 70 100.0 100.0

CHART

INTERPRETATION:
The above table can be interpreted that the Current status of Quality of work life of
the respondent are 15.7% of the respondent of Not in existence at all, 28.6% of the
respondent of Nascent stage,35.7% of the respondent are introduction
stage,20.0% of the respondent are 20.0.

TABLE 4.15

IT Play a Part in sharing knowledge

Frequency Percent Valid Percent Cumulative
Percent
Yes 21 30.0 30.0 30.0
No 24 34.3 34.3 64.3

Valid 25 35.7 35.7 100.0

Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:
The above table can be interpreted that the IT play a part in sharing knowledge of
the respondent are 30.0% of the respondent of Yes, 34.3% of the respondent of
No,35.7% of the respondent are Cant say.

TABLE 4.16

Adequate Extent in this organization

Frequency Percent Valid Percent Cumulative
Percent

Yes 16 22.9 22.9 22.9

No 28 40.0 40.0 62.9

Valid 26 37.1 37.1 100.0

Can't say

Total 70 100.0 100.0

CHART

INTERPRETATION:
The above table can be interpreted that the Adequate Extent in this Organization of
the respondent are 22.9% of the respondent of Yes, 40.0% of the respondent of
No, 37.1% of the respondent are Cant say.

TABLE 4.17

Additional Personal Efforts

Frequency Percent Valid Percent Cumulative

Percent

12 17.1 17.1 17.1

Invariably

18 25.7 25.7 42.9

Frequently
Valid
Rarely 24 34.3 34.3 77.1

Never 16 22.9 22.9 100.0

Total 70 100.0 100.0

CHART

INTERPRETATION:
The above table can be interpreted that the Additional Personal Efforts of the
respondent are 17.1% of the respondent of Invariably, 25.7% of the respondent of
Frequently, 34.3% of the respondent are Rarely,34.3% of the respondent are never.

TABLE 4.18

Knowledge Level Improve your competency

Frequency Percent Valid Percent Cumulative

Percent

20 28.6 28.6 28.6

Further education and
training in my own time

Personal effort 29 41.4 41.4 70.0

Valid
21 30.0 30.0 100.0
Private research work

Total 70 100.0 100.0

CHART

INTERPRETATION:
The above table can be interpreted that the Knowledge level improve your
competency of the respondent are 28.6% of the respondent of Further education
and training in my own time, 41.4% of the respondent of Personal effort, 30.0% of
the respondent are Private research work.

TABLE 4.19

Learning with your colleagues

Frequency Percent Valid Percent Cumulative
Percent
10 14.3 14.3 14.3
Invariably

24 34.3 34.3 48.6

Frequently
Valid
Rarely 17 24.3 24.3 72.9

Never 19 27.1 27.1 100.0

Total 70 100.0 100.0

CHART

INTERPRETATION:
The above table can be interpreted that the Learning with your colleagues of the
respondent are 14.3% of the respondent of Invariably, 34.3% of the respondent of
Frequently, 24.3% of the respondent are Rarely,27.1% of the respondent are
Never.

TABLE 4.20

The Biggest Cultural Barrier

Frequency Percent Valid Percent Cumulative
Percent
16 22.9 22.9 22.9
I am in position attitude

17 24.3 24.3 47.1

In different of people
toward developmental
process
Valid
lack of significant and 22 31.4 31.4 78.6
recognition to knowledge
sharing
15 21.4 21.4 100.0
lack of open mindedness

Total 70 100.0 100.0

CHART

INTERPRETATION:
The above table can be interpreted that the Biggest cultural barriers of the
respondent are 22.9% of the respondent of I am in position attitude, 24.3% of the
respondent of In different of people toward developmental process, 31.4% of the
respondent are lack of significant and recognition to knowledge sharing,21.4% of
the respondent are lack of open mindedness.

TEST

T-TEST

One-Sample Statistics
N Mean Std. Deviation Std. Error Mean
Job Profile 70 1.4857 .50340 .06017
Type of work 70 2.0286 .76084 .09094

One-Sample Test

Test Value = 0

t Df Sig. (2- Mean 95% Confidence Interval of

tailed) Difference the Difference

Lower Upper

24.693 69 .000 1.48571 1.3657 1.6057

Job Profile
 22.307 69 .000 2.02857 1.8472 2.2100
Type of
work

ONE-WAY ANOVA:

ANOVA
Finish Every Work
Sum of df Mean Square F Sig.
Squares
.425 2 .212 .845 .434
Between Groups

16.847 67 .251
Within Groups

Total 17.271 69
CORRELATION

Correlations
Guidance From Knowledge is
your Superior critical

1 -.222
Pearson Correlation
Guidance From your
Superior Sig. (2-tailed) .064

N 70 70
-.222 1
Pearson Correlation
Knowledge is critical
Sig. (2-tailed) .064

N 70 70
CHI-SQUARE TEST

Source of Knowledge
Observed N Expected N Residual

Yes 19 23.3 -4.3

No 25 23.3 1.7
26 23.3 2.7
Can't say

Total 70

Learning with your colleagues

Observed N Expected N Residual

10 17.5 -7.5
Invariably
24 17.5 6.5
Frequently

Rarely 17 17.5 -.5

Never 19 17.5 1.5
Total 70
Test Statistics
Source of Knowledge Learning with your
colleagues

1.229a 5.771b
Chi-Square

Df 2 3
.541 .123
Asymp. Sig.

a. 0 cells (0.0%) have expected frequencies less than 5. The minimum

expected cell frequency is 23.3.

b. 0 cells (0.0%) have expected frequencies less than 5. The minimum

expected cell frequency is 17.5.
 CHAPTER-V

FINDINGS, SUGGESTION, CONCLUSION

FINDINGS

It can observe that 51.4% of the respondents are Yes about Company has Job
Profile, while 48.6% are No about the Suitable steps of the company.
It can observe that 55.7% of the respondents are Yes about Company has
Finish every work, while 44.3% are No about the Suitable steps of the
company.
It can be interpreted that the Guidance From Your Superior of the respondent
are 32.9% of the respondent of Always, 42.9% of the respondent of
Sometimes,24.3% of the respondent are Never.
It can be interpreted that the Perform your work of the respondent are
30.0% of the respondent of Yes, 44.3% of the respondent of No,25.7% of
the respondent are Cant say.
It can be interpreted that the Type of Work the respondent are 27.1% of the
respondent of Yes, 42.9% of the respondent of No,30.0% of the respondent
are Cant say.
It can be interpreted that the Competency Mapping of the respondent are
24.2% of the respondent of Yes, 52.9% of the respondent of No,22.9% of the
respondent are Cant say.
It can be interpreted that the Competency Mapping Regularly of the
respondent are 42.9% of the respondent of Yes, 32.8% of the respondent of
No,24.3% of the respondent are Cant say.
 It can be interpreted that the Recruitment and selection of the respondent are
27.3% of the respondent of Yes, 31.8% of the respondent of No,41.9% of the
respondent are Cant say.
It can be interpreted that the Individual carrier development of the
respondent are 27.1% of the respondent of Yes, 32.9% of the respondent of
No,40.0% of the respondent are Cant say.
It can be interpreted that the Knowledge is critical of the respondent are
27.1% of the respondent of Yes, 42.9% of the respondent of No,30.0% of the
respondent are Cant say.
It can be interpreted that the Source of Knowledge of the respondent are
27.1% of the respondent of Yes, 35.7% of the respondent of No,37.2% of the
respondent are Cant say.
It can be interpreted that the Knowledge in this Organization of the
respondent are 14.3% of the respondent of Report and journals, 31.4% of the
respondent of Meeting and group discussion,32.9% of the respondent are
Experience of the incidence sharing,21.4% of the respondent are others.
It can be interpreted that the Different Department of this organization of the
respondent are 57.1% of the respondent of Formal meeting, 42.9% of the
respondent of Informal Meeting / chat.
It can be interpreted that the Current status of Quality of work life of the
respondent are 15.7% of the respondent of Not in existence at all, 28.6% of
the respondent of Nascent stage,35.7% of the respondent are introduction
stage,20.0% of the respondent are Growth stage.
It can be interpreted that the IT play a part in sharing knowledge of the
respondent are 30.0% of the respondent of Yes, 34.3% of the respondent of
No,35.7% of the respondent are Cant say.
It can be interpreted that the Adequate Extent in this Organization of the
respondent are 22.9% of the respondent of Yes, 40.0% of the respondent of
No, 37.1% of the respondent are Cant say.
 It can be interpreted that the Additional Personal Efforts of the respondent
are 17.1% of the respondent of Invariably, 25.7% of the respondent of
Frequently, 34.3% of the respondent are Rarely,34.3% of the respondent are
never.
It can be interpreted that the Knowledge level improve your competency of
the respondent are 28.6% of the respondent of Further education and training
in my own time, 41.4% of the respondent of Personal effort, 30.0% of the
respondent are Private research work.
It can be interpreted that the Learning with your colleagues of the
respondent are 14.3% of the respondent of Invariably, 34.3% of the
respondent of Frequently, 24.3% of the respondent are Rarely,27.1% of the
respondent are Never.
It can be interpreted that the Biggest cultural barriers of the respondent are
22.9% of the respondent of I am in position attitude, 24.3% of the
respondent of In different of people toward developmental process, 31.4%
of the respondent are lack of significant and recognition to knowledge
sharing,21.4% of the respondent are lack of open mindedness.
SUGGESTION:

In every organization recruitment and selection plays a vital role. The study
reveals that the recruitment and selection process offered in three selected
industries is effective. The HR manager of the selected industries have to focus on
selecting the right persons through other sources like campus placements, job.com,
data banks etc.

The selection is done by evaluating the candidates skills, knowledge and

abilities which are highly required to the vacancies in selected industries.

It is observed that, the selected industries have satisfied all the procedures of
recruitment.

To motivate the employees; the selected industries have planned to offer

incentives of both monetary and non monetary.

It is suggested that the selected industries are advised to follow the existing
recruitment and selection policies in future also

It is suggested that the selected industries should give equal importance to

external sources like agencies, references and data banks in order to get the desired
& required employees.

It is suggested that the selected industries have to encourage the freshers

based on their skills, along with the experienced candidates.

It is suggested that the selected industries have to adopt latest interview

techniques to recruit prospective employees.
 CONCLUSION

That management systems are reviewed to ensure that fully documented

records, including all original supporting documentation, are retained to clearly
support each stage of the process.

That effective systems are in place to manage the feedback function and this
information is communicated to candidates at the outset of the process.

The findings of the audit indicate that, in the main, the recruitment and
selection processes in place in the Office of the Revenue Commissioners reflect the
spirit and values of the Code of Practice.

The Commission is satisfied that all those involved in the process are
committed to conducting the appointments process in a fair, impartial and
consistent manner with a view to selecting the best person for the job. Evidence of
this includes the development of relevant job descriptions, structured assessment
mechanisms and training for interview board members, all underpinned by
appropriate documented management systems. The Commission has identified
areas for improvement which are outlined in the recommendations.

The Commission is satisfied that the Licence Holder is, for the most part,
compliant with the terms and conditions of the Recruitment Licence. The
Commission acknowledges the commitment by the Manpower, Planning and
Recruitment Unit in managing the recruitment and selection function in line with
the principles of the Code and the ongoing review of management systems to
improve processes relating to internal and external appointments.
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[1] Essential of human resource management and industrial relations, subbarao

Mumbai, Himalaya publishing house, 1996.

[2] Achieving Excellence in Human Resources Management: An Assessment of

Human Resource Functions

Edward E. Lawler Iii; John W. Boudreau. Stanford Business Books, 2009

[3] Reinventing Human Resources Management: Challenges and New

Directions ,Ronald J. Burke; Cary L. Cooper. Routledge, 2005

[4] Understanding Human Resource Management ,Ken N. Kamoche. Open

University Press, 2001

[5] Organizational Success through Effective Human Resources Management

Ronald R. Sims. Quorum Books, 2002

[6] How to Develop Essential HR Policies and Procedures ,John H. McConnell.

AMACOM, 2005

[7] Strategic Human Resource Management: A Three-Stage Process Model and Its
Influencing Factors

Krishnan, Sandeep K.; Singh, Manjari. South Asian Journal of Management, Vol.
18, No. 1, January-March 2011

[8] A Balanced Approach to Understanding the Shaping of Human Resource

Management in organisations** Boselie, Paul.

Management Revue, Vol. 20, No. 1, January 1, 2009

[9] Strategic Human Resource Management in Small and Growing Firms: Aligning
Valuable Resources

Hargis, Michael B.; Bradley, Don B.,, III. Academy of Strategic Management
Journal, Vol. 10, No. 2, July 2011

[10] Implementing Human Resource Management Successfully: A First-Line

Management Challenge**

Nehles, Anna C.; van Riemsdijk, Maarten; Kok, Irene; Looise, Jan Kees.
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Hilary Harris. Routledge, 2004

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Know Max Muller. AMACOM, 2009

A STUDY ON ROLE OF RECRUITMENT AND SELECTION PROCESS IN
GRAAK SHOE INDUSTRY, CHENNAI

1. Do you feel you are doing the job according to your job profile?

a). Yes b). No

2. Do you finish every work assigned to your within the time limit?

a). Always b). No

3. Do you require the guidance from your superior?

a). Always b) Sometimes c. Never

4. Do you feel you need training to perform your work?

a). YES b). NO c). Cant say

5. Do you feel the type of work you were performing at the time of your joining
and today are the same?

a). YES b). NO c). Cant say

6. Does competency mapping help you to do manpower planning?

a). YES b). NO c). Cant say

7. Do you perform competency mapping regularly in your company ?

a). YES b). NO c). Cant say

8. Does recruitment and selection processes carried out considering competency of

the individuals?
 a). YES b). NO c). Cant say

9. Does competency mapping helpful in individuals career development?

a). YES b). NO c). Cant say

10. Knowledge is critical for your kind of organization?

a). YES b). NO c). Cant say

11. Do you have enough sources of knowledge in this organization?

a). YES b). NO c). Cant say

12. What are the sources of knowledge in this organization?

a). Report and journals b). Meeting and group discussion

c). Experience of the incidence sharing d). Others

13. How knowledge is shared among different departments of this organization?

a). Formal meeting b). Informal meeting / chat

14. What is the current status of quality of work life in your company?

a). Not in existence at all b). Nascent stage c). Introduction stage d).
Growth stage

15. Does IT play a part in sharing knowledge in this organization?

a). YES b). NO c). Cant say

16. Is available knowledge exploited to an adequate extent in this organization?

 a). YES b). NO c). Cant say

17. Do you undertake additional personal efforts to enhance your knowledge level
and improve your competency?

a). Invariably b). Frequently c). Rarely d). Never

18. What additional personal efforts do you undertake to enhance your knowledge
level improve your competency

a). Further education and training in my own time b). Personal effort

c). Private research work

19. Do you share learning with your colleagues?

a). Invariably b). Frequently c). Rarely d). Never

20. Which one is the biggest cultural barrier in quality of work life in company ?

a). I am in position attitude

b). in different of people toward developmental process

c). lack of significant and recognition to knowledge sharing

d). lack of open mindedness