A STUDY ON RECRUITMENT AND SELECTION, PAYROLL MANAGEMENT

WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

CHAPTER - 1
INTRODUCTION
Recruitment is the process of attracting individuals on a timely basis in sufficient
numbers and with appropriate qualification to apply for jobs within appropriate
qualification. The process of searching prospective employees with multidimensional
skills and experience that suits organization strategies is fundamental to the growth of the
organization. And this demands more comprehensive strategic perspective. Right person
to the right job is the basic principle in recruitment and selection. Every organization
should give attention to the selection of its manpower, especially managers. The
operative manpower is equally important and essential for the effective working of any
sector.
A payroll system is software designed to organize all the tasks of the employee payment
and the filing of employee taxes. These tasks can include keeping track of hours,
calculating wages, withholding taxes and deductions, printing and delivering checks and
paying employment taxes to the government. This software always requires very little
input from the employer. The employer is required to input employee wage information
and hours – then the software calculates the information and performs withholdings
automatically. Most payroll software are automatically updated whenever a tax law
changes and will remind employers when to file tax forms.

1.1 BACKGROUND OF THE TOPIC

RECRUITMENT
MEANING OF RECRUITMENT
Recruitment is a positive process of searching for the prospective candidates and
stimulating them to apply for the jobs in the organization. On the other hand, job- seekers
are in search of organizations offering them employment.
Hence recruitment is a linkage activity bringing together those with jobs and those
seeking job.
DEFINITION OF RECRUITMENT
In the words of Dale Yoder, Recruitment is the 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 working force.”

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Kempner writes, “Recruitment forms the first stage in the process which continues with
selection and ceases with the placement of the candidates.”

IMPORTANCE OF RECRUITMENT

Recruitment is one of the most fundamental activities of the HR team. If the recruitment
process is efficient, then

 The organization gets happier and more productive employees

 Attrition rate reduces.
 It builds a good workplace environment with good employee relationships.
 It results in overall growth of the organization.

FACTORS AFFECTING RECRUITMENT

Recruitment is an important function of the Human Resource Management in an

organization, and it is governed by a mixture of various factors. Proactive HR
Professionals should understand these factors influencing the recruitment and take
necessary actions for the betterment of the organization.There are some internal and
external factors effecting the recruitment.

Internal Factors

Organizations have control over the internal factors that affect their recruitment
functions. The internal factors are −

 Size of organization
 Recruiting policy
 Image of organization
 Image of job

External Factors

External factors are those that cannot be controlled by an organization. The external
factors that affect the recruitment process include the following −

 Demographic factors

 Labor market

 Unemployment rate

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 Labor laws

 Legal considerations

 Competitors

RECRUITMENT PROCESS

Recruitment process is a process of identifying the jobs vacancy, analyzing the job
requirements, reviewing applications, screening, shortlisting and selecting the right
candidate.
To increase the efficiency of hiring, the HR team of an organization should follow the
five best practices.

Recruitment
planning

Evaluation Recruitment
and control strategy

RECRUITMENT
PROCESS

Screening/ Searching of
Shortlisting candidates

A) RECRUITMENT PLANNING

Recruitment planning is the first step of the recruitment process, where the vacant
positions are analyzed and described. It includes job specifications and its nature,
experience, qualifications and skills required for the job, etc.

A structured recruitment plan is mandatory to attract potential candidates from a pool of

candidates. The potential candidates should be qualified, experienced with a capability
to take the responsibilities required to achieve the objectives of the organization.

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I) IDENTIFYING VACANCY

The first and foremost process of recruitment plan is identifying the vacancy. This
process begins with receiving the requisition for recruitments from different department
of the organization to the HR Department, which contains −
 Number of posts to be filled
 Number of positions
 Duties and responsibilities to be performed
 Qualification and experience required

When a vacancy is identified, it the responsibility of the sourcing manager to ascertain

whether the position is required or not, permanent or temporary, full-time or part-time
etc. These parameters should be evaluated before commencing recruitment. Proper
identifying, planning and evaluating leads to hiring of the right resource for the team
and the organization.
II) JOB ANALYSIS

Job analysis is a process of identifying, analyzing, and determining the duties,

responsibilities, skills, abilities, and work environment of a specific job. These factors
help in identifying what a job demands and what an employee must possess in
performing a job productively.

The following steps are important in analyzing a job –

 Recording and collecting job information
 Accuracy in checking the job information
 Generating job description based on the information
 Determining the skills, knowledge and skills, which are required for the job

The immediate products of job analysis are job descriptions and job specifications.
III) JOB DESCRIPTION

Job description is an important document, which is descriptive in nature and contains

the final statement of the job analysis. This description is very important for a
successful recruitment process.

A job description provides information on the following elements −

 Job Title / Job Identification / Organization Position
 Job Location

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 Summary of Job
 Job Duties
 Machines, Materials and Equipment
 Process of Supervision
 Working Conditions
 Health Hazards
IV) JOB SPECIFICATION

Job specification focuses on the specifications of the candidate, whom the HR team is
going to hire. The first step in job specification is preparing the list of all jobs in the
organization and its locations. The second step is to generate the information of each
job.

A job specification document provides information on the following elements −

 Qualification, Experiences
 Training and development
 Skills requirements
 Work responsibilities
 Emotional characteristics, Planning of career
V) JOB EVALUATION

Job evaluation is a comparative process of analyzing, assessing, and determining the

relative value/worth of a job in relation to the other jobs in an organization.

The main objective of job evaluation is to analyze and determine which job commands
how much pay. There are several methods such as job grading, job classifications, job
ranking, etc., which are involved in job evaluation.

B) RECRUITMENT STRATEGY

Recruitment strategy is the second step of the recruitment process, where a strategy is
prepared for hiring the resources. After completing the preparation of job descriptions
and job specifications, the next step is to decide which strategy to adopt for recruiting
the potential candidates for the organization.

While preparing a recruitment strategy, the HR team considers the following points –

 Make or buy employees, Types of recruitment

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 Geographical area,Recruitment sources

C) SEARCHING THE RIGHT CANDIDATES

Searching is the process of recruitment where the resources are sourced depending upon
the requirement of the job. After the recruitment strategy is done, the searching of
candidates will be initialized. This process consists of two steps −

 Source activation − Once the line manager verifies and permits the existence of
the vacancy, the search for candidates starts.

 Selling − Here, the organization selects the media through which the
communication of vacancies reaches the prospective candidates.

Searching involves attracting the job seekers to the vacancies. The sources are broadly
divided into two categories: Internal Sources and External Sources.
INTERNAL SOURCES

Internal sources of recruitment refer to hiring employees within the organization

EXTERNAL SOURCES

External sources of recruitment refer to hiring employees outside the organization

Sources of Recruitment

Internal Recruitment External Recruitment

Promotions Advertisements

Retirements Campus interviews

Former employees Placement agencies

Transfers Employment exchange

Internal Walk-in interview

advertisements
E - Recruitment

Competitors

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D) SCREENING / SHORTLISTING

Screening starts after completion of the process of sourcing the candidates. Screening is
the process of filtering the applications of the candidates for further selection process.

Screening is an integral part of recruitment process that helps in removing unqualified

or irrelevant candidates, which were received through sourcing. The screening process
of recruitment consists of three steps −

I) REVIEWING OF RESUMES AND COVER LETTERS

Reviewing is the first step of screening candidates. In this process, the resumes of the
candidates are reviewed and checked for the candidates‟ education, work experience,
and overall background matching the requirement of the job

While reviewing the resumes, an HR executive must keep the following points in mind,
to ensure better screening of the potential candidates −

 Reason for change of job

 Longevity with each organization
 Long gaps in employment
 Job-hopping
 Lack of career progression

II) CONDUCTING TELEPHONIC OR VIDEO INTERVIEW

Conducting telephonic or video interviews is the second step of screening candidates. In

this process, after the resumes are screened, the candidates are contacted through phone
or video by the hiring manager. This screening process has two outcomes −

 It helps in verifying the candidates, whether they are active and available.

 It also helps in giving a quick insight about the candidate‟s attitude, ability to
answer interview questions, and communication skills.

III) IDENTIFYING THE TOP CANDIDATES

Identifying the top candidates is the final step of screening the resumes/candidates. In
this process, the cream/top layer of resumes is shortlisted, which makes it easy for the
hiring manager to take a decision. This process has the following three outcomes −

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 Shortlisting 5 to 10 resumes for review by the hiring managers

 Providing insights and recommendations to the hiring manager
 Helps the hiring managers to take a decision in hiring the right candidate

E) EVALUATION AND CONTROL

Evaluation and control is the last stage in the process of recruitment. In this process, the
effectiveness and the validity of the process and methods are assessed. Recruitment is a
costly process; hence it is important that the performance of the recruitment process is
thoroughly evaluated.

These evaluations must include the following −

 Salaries to the Recruiters

 Advertisements cost and other costs incurred in recruitment methods, i.e., agency
fees.

 Administrative expenses and Recruitment overheads

 Overtime and Outstanding costs, while the vacancies remain unfilled

 Cost incurred in recruiting suitable candidates for the final selection process

 Time spent by the Management and the Professionals in preparing job

description, job specifications, and conducting interviews.

SELECTION

MEANING OF SELECTION

Selection is the process of interviewing the candidates and evaluating their qualities,
which are required for a specific job and then choosing the suitable candidate for the
position.

DEFINITION OF SELECTION

According to Harold Koontz, “Selection is the process of choosing from the candidates,
from within the organization or from outside, the most suitable person for the current
position or for the future positions.”

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SELECTION PROCESS

i) Preliminary Interview:This is a very general and basic interview conducted so as to

eliminate the candidates who are completely unfit to work in the organization.
This leaves the organization with a pool of potentially fit employees to fill their
vacancies.
ii) Receiving Applications:Potential employees apply for a job by sending applications to
the organization. The application gives the interviewers information about the
candidates like their bio-data, work experience, hobbies and interests.
iii) Screening Applications: Once the applications are received, they are screened by a
special screening committee who choose candidates from the applications to call for an
interview. Applicants may be selected on special criteria like qualifications, work
experience etc.

iv) Employment Tests: Before an organization decides a suitable job for any individual,
they have to gauge their talents and skills. This is done through various employment
tests like intelligence tests, aptitude tests, proficiency tests, personality tests etc.

v) Employment Interview: The next step in the selection process is the employee
interview. Employment interviews are done to identify a candidate‟s skill set and ability
to work in an organization in detail.

vi) Checking References: The person who gives the reference of a potential employee is
also a very important source of information. The referee can provide info about the
person‟s capabilities, experience in the previous companies
and leadership and managerial skills. The information provided by the referee is meant
to kept confidential with the HR department.

vii) Medical Examination: The medical exam is also a very important step in the
selection process. Medical exams help the employers know if any of the potential
candidates are physically and mentally fit to perform their duties in their jobs.

viii) Final Selection and Appointment Letter:This is the final step in the selection
process. After the candidate has successfully passed all written tests, interviews and

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medical examination, the employee is sent or emailed an appointment letter,

confirming his selection to the job.

PAYROLL MANAGEMENT

Payroll management system is basically used to build an application program that a

company uses to manage the records of the employees working in the company. Only the
administration has the legal rights to work with the system. Employees can only log-in to
the system to see their current status. Payroll management system deals with financial
aspects of employee‟s salary, allowances, deductions, gross pay, net pay etc and
generation of the pay-slips for a specific period. The outstanding benefit of Payroll
Management System is its easy implementation.

PAYROLL MANAGEMENT PROCESS

The payroll management process is what a company does in the process of
administrating and implementing payroll functions. In this process, the business uses
software applications to record employee details and manage salaries, track hours,
manage to leave, bonuses, and deductions among other functions of payroll management.
The process also includes complying with legal requirements related to employee
payments, including income tax.The payroll management process also includes putting
in place a mechanism and system to redress employee grievances.The payroll process is
integral to companies establishing integrity and financial stability. Where there is poor
payroll management, organizations open themselves to potential fraud.

PAYROLL MANAGEMENT PROCESS STAGES

The process of payroll management requires careful and meticulous planning.
Continuous review and monitoring of changes to details relating to specific employees
concerning payments, deductions, and other financial payments. This payroll
management process consists of three distinct phases, which are before, during, and after
the payroll management activity.

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1. BEFORE PAYROLL PROCESSING

Various factors are considered, which include bonuses, leaves, and other benefits. The
determination of these factors is based on the approval of the decision-makers of the
company. Payroll generated in small companies is affected by fewer factors. With more
prominent companies, the payrolls usually require software applications that ease the
entire process. In both cases, all data processed must abide by company policy and
procedure.
2. DURING PAYROLL PROCESSING
Verified data is used. This stage involves calculations, taxes, bonuses, and deductions.
Validation and verification of all amounts are done to ensure accuracy and avoid
mistakes.
3. AFTER PAYROLL PROCESSING
All deductions are made here. The total funds budgeted on the payroll are distributed
through the relevant payment channel.

METHODS OF PAYROLL MANAGEMENT

There are three basic payroll methods which are Excel-based, outsourced, and payroll
management software;
EXCEL
This is the cheapest option for payroll management. Start-ups and smaller companies
mostly use this approach. This method involves developing a payroll management
template, which allows for calculations and the use of mathematical formulae on Excel
spreadsheets. The downside of this method is that it is challenging to manage and prone
to errors.
OUTSOURCED
This is an option for companies that have the resources. A company contracts a third-
party payroll management service provider. For every cycle of payment, the company
compiles and sends out an updated payment schedule to the payroll consultant for
processing. The payroll consultant is responsible for reviewing and updating all
payments and deductions due to each employee. Although this option simplifies the work
of the company, however, the need for confidentiality may prevent it from outsourcing
its payroll management.

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PAYROLL MANAGEMENT SOFTWARE

This provides a simplified option for a company. There are several reliable applications
for payroll management to choose from. Such software applications usually provide a
template for the input of the employee details and relevant input factors. The size and
composition of the company determine the best type of payroll software that is suitable
for day-to-day operations.
OTHER PAYROLL METHODS
There are different types of payroll methods available to businesses – direct deposits,
checks (written or printed) cash, or payroll cards. While businesses can choose from
these types of payroll methods, employees get paid on three specific pay rates:
 Hourly wages
 Base salaries
 Commission pay

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1.2 BACKGROUND OF THE STUDY

Rimjhim Gupta, Tanuja Jain (2018) conducted a research on the topic „Role of
recruitment and selection policies in central co- operative banks‟ the main objective of
the study was to know the recruitment and selection policies at cooperative bank and to
review HR Practices pertaining to recruitment and selection. The research involved 75
respondents who were surveyed through interview and questionnaire method. The
researchers found that recruitment forms a major part of an organization‟s overall
resourcing strategies which identify and secure people needed for the organization to
survive and succeed in the short to medium term.
Ume-Amen (2018) has done research on the factors which benefits organizations in
outsourcing their recruitment and selection process. Based on the literature survey the
factors were identified. These factors were cost savings; improve quality, time pressure,
lack of internal staff, increased capacity, manpower availability, easy replacements, and
pool of applicants and competence of applicants. The questionnaire designed for the
study was based on the above factors
Alka, R (2015) states that recruitment and selection is the important function of HRM.
Proper recruitment and selection provide a strong basic structure/ foundation to an
organization. The main objective of this article is to understand the meaning and process
of online recruitment and selection process. Many online recruitment agencies are also
emerging as a popular and reliable source of recruitment. Some of them are discussed in
the article. Special focus is given on the online recruitment and selection process adopted
by IBPS. Use of information technology in recruitment and selection process provides
benefits to both the recruiter and the job seekers in many ways.
Ekwoaba, Ikeije and Ufoma (2014) conducted a research on the topic, “Theimpact of
recruitment and selection criteria on organizational performance”. The researchers
revealed that recruitment and selection criteria have a significant effect on organization‟s
performance. The more the recruitment and selection criteria the better organizational
performance.
Lavigna, R. J, (2013)states that governments around the globe are facing unprecedented
staffing challenges. At the time when governments need to be most adept at luring talent
to public service, their ability to do so has rarely been so constrained and complicated by
economic, social and organizational pressures. This article provides an overview of the
types of recruitment and selection initiatives already in place in many nations that can

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help the world‟s governments attract and retain talent. Relying heavily upon examples
from the United States and Western Europe, but also integrating experiences from a
variety of both developed and less developed countries (LDCs), the researcher describe a
series of recruitment and selection “best practices.”
Dora, S (2013)states that recruitment and selection experiences are part of a process of
pre-entry organizational socialization, also known as anticipatory socialization. The
present study found that students in traditional professions reported greater exposure to
employers than students in an emerging profession through work activities, more
proactive engagement in recruitment events, and more extensive experience
of selection processes at similar stages of study. Greater activity, in turn, was related to
career expectations, including varying levels of commitment to and interest in the
profession and career clarity.
Esha Mehta (2016) in her article studies the various HRM software used by public
sector and private sector banks and to provide some suggestions. It stated that each firm
must have distinguishing Human Resource Management Software that represents core
competencies required for the survival and sustainability of that particular organization.
Best for one firm may not be best for other. Better management of HRM Software has
been felt like vital in recent years than before.
Rod, D (1995) is of the opinion that many factors combine to make selection and
recruitment practice and research a lively area and at the forefront now of the drive
towards management excellence. As a body of knowledge, it has been strengthened by
having to prove its usefulness during the 1960s and 1970s and now there is more
realization that both excellence in recruitment and selection, along with training,
appraisal systems, and organizational design/reengineering, together can contribute to
strong organizations in the future.
Ms. Karthiga (2015) conducted a research on the topic “Recruitment and Selection
Process at Sevak bank”. The main objective of the study is to assess the perception of the
employees regarding recruitment process they have undergone. The data analysis of 100
respondents was done by chi- square test and anova. By using this surveythe researcher
could identify the recruiting modules conducted in the organization.
Arjun v. Singh (2014) in his article states that payroll system is planned database, which
stores all information pertinent to personnel allowances, deductions, taxes and net pay.
Features of the planned system are: importing attendance from biometric machine.

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1.3 STATEMENT OF THE PROBLEM

Recruitment and selection are the most critical and significant human resources function,
unless the organization has the best available employees, it will not be able to grow and
flourish in the market. Recruiting staff is a very costly exercise. It is also an essential
part of any business and it pays to do it properly. It has been observed that the
performance output of employees of SUCO Bank is of prime concern to management of
Bank as it affects productivity and the development of the bank.

Similarly, Payment is something that must be done accurately and consistently. If not
done correctly, the negative repercussions can have lasting effects. Investing in
automated software is a sensible choice. Not only do they reduce errors, save time, and
improve compliance, but they also help organizations maintain control over employee
processes. As some of the officers are not able to sustain long,improve and in turn resign
leading to employee turnover and this affects the bank in terms of cost and productivity.

The study identified and assessed the effectiveness of the recruitment and selection
practices and procedures of SUCO Bank and the payroll management adopted for the
same.

1.4 NEED FOR THE STUDY

In every organization employees are the greatest assets. As the study is with reference to
SUCO Bank which is currently booming in the present market so its eye catching for the
job seekers. And it is estimated that in another 2 years it will multiply its branches in
various other locations hence there is obvious requirement of human resources. In this
context, study is conducted to know the ongoing recruitment, selection and payroll
management practices being practiced in the bank for choosing a right person to a right
job at the right time.

1.5 SCOPE OF THE STUDY

This study is mainly conducted in Ballari with reference to SUCO Bank and its
branches; hence the scope is limited based on the opinion of selected officers in the
bank.

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1.6 OBJECTIVES OF THE STUDY

 To study the evolution of the SUCO BANK.
 To study and know how exactly the recruitment and selection process is implemented
at SUCO Bank.
 To know the effective media that disseminates vacancy information and techniques
adopted in the interviewing process.
 To understand the payroll system practiced and to understand procedure followed to
solve the individual‟s problem in SUCO Bank.
 To analyze the satisfactory level of employees with regards to HR in payroll
management.
 To identify and suggest scopes of improvement on the Recruitment and Selection of
SUCO Bank.

1.7 LIMITATIONS OF THE STUDY

 The project is restricted to SUCO Bank and its branches of Ballari city hence the
result of other places cannot be derived.

 Sample size is confined to few respondents.

 The time period of the study was only one month; this doesn‟t unfold a complete
clear picture in comparison to the study based on long run.

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CHAPTER - 2

2.1 INDUSTRY PROFILE

India is not only the world‟s largest independent democracy, but also an emerging
economic giant. Without a sound and effective banking system, no country can have a
healthy economy. Banks play a vital role in the economic development of a country.
They accumulate the idle savings of the people and make them available for investment.
They also create new demand deposits in the process of granting loans and purchasing
investment securities. They facilitate trade both inside and outside the country by
accepting and discounting of bills of exchange. Banks also increase the mobility of
capital. For the past three decades, India‟s banking system has several outstanding
achievements to its credit. It is no longer confined to only the metropolitans, but has
reached even to the remote corners of the country. This is one of the reasons of India‟s
growth process. Today, the banking sector is one of the biggest service sectors in India.
Availability of quality services is vital for the well-being of the economy. The focus of
banks has shifted from customer acquisition to customer retention.

HISTORY OF BANKING SECTOR

Banking system plays a very significant role in the economy of a country. It is central to
a nation‟s economy as it caters to the needs of credit for all the sections of the society.
Money-lending in one form or the other has evolved along with the history of mankind.
Even in the ancient times, there are references to the money-lenders, in the form of
sahukars and zamindars who lend money by mortgaging the land property of the
borrowers.
The Indian banking system consists of commercial banks, which may be public
scheduled or non-scheduled, private, regional, rural and cooperative banks. The banking
system in India defines banking through the Banking Companies Act of 1949.

Phase 1: The Pre-Independence Phase

There were almost 600 banks present in India before independence. The first bank to be
established as the Bank of Hindustan was founded in 1770 in Calcutta. It closed down in
1832. The Oudh Commercial Bank was India's first commercial bank in the history of
the evolution ofbanking in India.

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A few other banks that were established in the 19th century, such as Allahabad Bank
(Est. 1865) and Punjab National Bank (Est. 1894), have survived the test of time and
exist even today.

Some other banks like the Bank of Bengal, Bank of Madras, and Bank of Bombay -
established in the early to mid-1800s - were merged as one to become the Imperial Bank,
which later became the State Bank of India.

PHASE 2: THE POST-INDEPENDENCE PHASE

After independence, the evolution of the banking system in India continued pretty
much the same as before. In 1969, the Government of India decided to nationalize the
banks under the Banking Regulation Act, 1949. A total of 14 banks were nationalized,
including the Reserve Bank of India (RBI).
In 1975, the Government of India recognized that several groups were financially
excluded. Between 1982 and 1990, it created banking institutions with specialized
functions in line with the evolution of financial services in India.

 NABARD (1982) – to support agricultural activities

 EXIM (1982) – to promote export and import

 National Housing Board – to finance housing projects

 SIDBI – to fund small-scale industries

PHASE 3: THE LPG ERA (1991 TILL DATE)

From 1991 onwards, there was a sea change in the Indian economy. The government
invited private investors to invest in India. Ten private banks were approved by the RBI.
A few prominent names which exist even today from this liberalization are HDFC, Axis
Bank, ICICI, DCB and IndusInd Bank.

In the early to mid-2000s, two other banks, Kotak Mahindra Bank (2001) and Yes Bank
(2004), received their licenses. IDFC and Bandhan banks were also given licenses in
2013-14.

Other notable changes and developments during this era were:

 Foreign banks like Citibank, HSBC and Bank of America set up branches in
India.

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 The nationalization of banks came to a standstill.

 RBI and the government treated public and private sector banks equally.

 Payments banks came into existence.

 Small finance banks were permitted to set up their branches throughout India.

 Banks began to digitalize transactions and various other related banking

operations.
TYPES OF BANKS:
1. PUBLIC SECTOR BANKS
The government holds the majority of the shares of a public sector bank. A prime
example is the State Bank of India, with 58.6% of its shares allocated to the Government
of India. We could also consider Punjab National Bank, of which the government holds a
stake of 58.87%.
Public sector banks are further divided into nationalized banks and state banks and their
associated organizations.With nationalised banks, the government has complete control
and regulates the bank in all respects. But the government also has the option to sell
shares of these banks. When this happens, the government‟s stakes are
reduced.Sometimes the government becomes a minority in such banks, and then that
bank gets listed on the Indian stock market.

2. PRIVATE SECTOR BANKS

Private sector banks are owned by private entities. They came into prominence in the
1990s. Due to the high-quality service that they offer, these banks present stiff
competition to public sector banks.
3. SMALL FINANCE BANKS IN INDIA
Some niche banks in India provide basic banking services like deposits, lending, and
bank transfers. These are small finance banks and cater to the part of the economy that
isn‟t being serviced by regular banks, such as marginal farmers, small industries and
other parts of the unorganized sector.

Examples of these banks are Ujjivan Financial Services Pvt Ltd in Bangalore and Equitas
Holdings Pvt Ltd in Chennai.

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4. PAYMENT BANKS IN INDIA

Payment banks are a new model created by the RBI. These banks can accept restricted
deposits but are not authorized to issue loans or credit cards. They offer both current and
savings accounts and can also issue ATM cards or debit cards.

An example of a payment bank in India is Airtel Payments Bank, set up by Bharti Airtel.
Such banks also have a major role to play in the evolution of e-banking in India as they
offer online payment solutions like mobile payment apps.

COOPERATIVE BANKS

A co-operative bank is a financial entity which belongs to its members, who are at the
same time the owners and the customers of their banks. Co- operative banks are often
crested by persons belonging to the same local or professional community or sharing a
common interest. Co-operative banks provide their members with wide range of banking
and financial services (loans, deposits etc). They are registered under the Co- operative
Societies Act, 1912 and governed by the banking regulations act 1949 and Banking Laws
(Co-operative Societies) Act 1965.

It aimed at concentrating the efforts in releasing the exploited classes out of the clutches
of the money lenders. Keeping this as one of the objective co-operative credit societies
were formed under Co-operative Societies Act of 1904. These are also formed to
encourage and promote thrift and mutual help for the development of persons of small
means such as agriculturists, artisans and other sections of the society. These perform
main banking functions and are functionally specialist in agriculture related products.
However they now provide housing loans as well. UCBs provide working capital loans
and term loans as well. Co- operative banks do banking business mainly in agricultural
and rural sector. However UCBs, SCBs and CCBs operate in semi-urban, urban and
metropolitan areas also.

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STRUCTURE OF CO-OPERATIVE CREDIT INSTITUTIONS IN INDIA

Co- operative Credit Institutions

Urban Co- operative Rural Co- operative

Banks Banks

Scheduled Non-Scheduled Short – Long –

UCBs UCBs Term Term

Multi – Operating in State Co-

state single state operative
Districts
Banks
Central Co-
operative Primary
banks Agricultural
Credit
Societies

Multi – state Operating in

single state

Multi - state Operating in

single state

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2.2 COMPANY PROFILE

SUCO Bank started in a taluk center of Raichur district; Sindhanur in 1995 as Sindhanur
Urban Co-operative Bank under the leadership of Mr. ManoharMaski. Soon the Bank
became popular as SUCO Bank; hence Bank changed its registered name itself to SUCO
Bank. The team of SUCO Bank draws the inspiration to start the Bank from the success
of Janatha Bazar, Sindhanur. SUCO Bank started in computerized and air conditioned
environment from day one. Today it may be a common phenomenon in banking sector
but in 1995 it was a drastic step from Team SUCO Bank. Even today SUCO Bank is a
pioneer in banking sector.

In 2001 SUCO Bank became the first Co-operative institution to be registered under
SouhardaSahakariAct.SUCO Bank is the first co-operative bank in Karnataka, which has
entered the ATM network in the country by launching the RuPayCard.SUCO Bank is a
Pioneer Bank in the Aadhar Payment System in Karnataka, which includes SMS, and
H2H Fund Transfer. SUCO Bank is the first co-operative bank to introduce the third
benefit to the employees – Future Protection Plan Scheme. SUCO Bank‟s
implementation of the concept of „All Are Officers‟ has improved the loyalty of our
employees considerably.

SUCO Bank is the only Bank in Karnataka to acquire three co-operative Banks, namely
Mahila Shakti Co-operative Bank, Bellary, Vardhaman Co-operative Bank, Hubli and
ShranabasaveshwaraPattanaSahakari Bank, Karatagi. This has vastly increased our
service network.SUCO Bank is the first co-operative bank to be endorsed by a brand
ambassador – Mrs.
AnuPrabhakar, Kannada film actress, in 2005.

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BANK OBJECTIVES
The following shall be the aims and objectives of the Bank.
1. To promote thrift, self-help and cooperative values among the members and depositors
of the Bank;
2. To conduct banking transactions in accordance with Banking Regulation Act, 1949
(as applicable to cooperative institutions);
3. To formulate schemes and extend financial assistance for the uplift of the members,
economically weaker and backward section of society and to improve the status of
women;
4. To extend various types of loans to members to suit their necessities;
5. To possess sites and buildings for the purpose of carrying out banking business,
constructing buildings, renovating, repairing, altering and take up other works;
6. To open branches, sub-branches, payment offices or office called by whatever name,
if necessary, by obtaining prior permission from the Reserve Bank of India and to
formulate rules regarding their operation;
7. To issue all sorts of bonds, hundis, certificates, drafts, warrants, share certificates and
other deeds, accepting, purchasing and selling them;
8. To invest surplus resources of the bank in accordance with the laws governing
banking transactions;
9. Conducting transactions not prohibited by the Reserve Bank of India, for example,
safety lockers, sale of insurance policies etc.
 To issue credit, debit and ATM cards;
 To provide new services to customers and members by adopting technology – i.e., to
offer mobile banking and internet banking services;
 To appoint business representatives and agents, if required, with the prior
permission of the Reserve Bank of India.

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SUCO BANK PROFILE

BANK NAME SUCO SOUHARDA SAHAKARI BANK

FOUNDER MANOHAR MASKI
STATUS ACTIVE
INDUSTRY TYPE BANKING SECTOR
CATEGORY COOPERATIVE BANK
CLASS OF BANK PRIVATE
DATE OF INCORPORATION As per RCS-31.10.1994
As per RBI- 3.5.1995

AGE OF COMPANY 27YRS

ACTIVITY FINANCIAL SERIVES LIKE Accepting
DEPOSITES, Providing LOANS,
Providing LOCKER Facility, Mobile
Banking, Payment services like RTGS/
NEFT (Through Own IFSC Code), ATM,
E Commerce, POS Machines, NACH,
Direct Benefit transfer, CTS, at par with
commercial Banks.
BRANCHES 29
EMPLOYEES 270
ADDRESS SUCO Bhavan,t s no 320/1m/1 ASST no
340110a,w no 18.cts no 16,b no 10,Moka
road, Gandhi Nagar Bellary-583 103

COMPETITORS TO SUCO BANK

 Cooperative societies and Nationalized banks
 Foreign banks and Cooperative banks
 Commercial banksand Financial institution

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ORGANIZATIONAL HIERARCHY OF SUCO BANK

Board/ Chairman

Managing Director

Secretary to Board

Chief Operating Officer

Accounts Payment I.T Dept Nach Recovery BC

Team Dept

Credit DBTL Cluster Merchant

Audit HOD Manager

CRO

Branch Credit
Manager officer

Recovery
Manager
Casher Counter

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PRODUCTS AND SERVICES OFFERED BY THE BANK

It provides all the financial services to its customers like:
 Saving deposit, fixed deposit, recurring deposit, Daily deposit,
 Home loans, personal loan, car loan, education loan, gold loan,
 Lockers, mobile banking, ATM/ RTGS, NEFT, UPI, IMPS, and many more.

LOCATION MATRIX
Location Address Phone number Email ID

Sindhanur Gangavathi Road, Sindhanur- 08535-

[email protected]
584128. 221001/222423
Gangavathi Cbs Circle, Koppal 08533-
[email protected]
Road,Gangavathi-583227 271673/271674
Raichur Sri. Gurushantha Complex City 08532-
Talkies Road, 232875/232949 [email protected]

BresthwarpetRaichur.
Koppal Pld Complex, BasaveshwaraCircle, 08539/221541/221
Hospet Road, Koppal-583231 542 [email protected]

Bellary SucoBhavan, Moka Road, Gandhi 08392-255103

Nagar,Bellary – 583103 [email protected]

Hospet Opp. 08394-

VenkateshwaraKalyanaMantapa 221120/220092 [email protected]

4th Ward, Patel Nagar Hospet-

583201
Hubli KalammanaAgasi, Hubli-580028 0836-
[email protected]
2362607/2264274
Siruguppa Sardar Complex, Adoni Road, 08396-
[email protected]
Siruguppa 220022/220021

Royal Cmc Building , Royal Circle, 08392-

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Circle Station Road, Bellary 276764/276766 [email protected]

Branch
Bellary
Vasavi Cmc No 7-5-279/1,Lvd College 08532-240034
[email protected]
Nagar Road, Near Sri Krishna Temple
(Raichur) Jawahar Nagar, Raichur-584101
Lingasugur Cmc No:2-14-37 & 2-14-38, 08537-258011
[email protected]
Ground Floor, KuppeRao
Complex, Ward No 13, Opp:
Veternity Hospital,
GadiyaraChowk,Lingsugur
Keshwapur Harihanth Plaza Kusugal Road 0836-
[email protected]
Hubli 2356588/2356577

Chitradurga Gturvanur Road Near Court 08491 228448

[email protected]
Chitradurga
Challakere RatnammaBuilding,Beside Reddy 08195-251210
[email protected]
Hostel, Thy
Shahapur Guru Kamma Complex, Behind C 08479-244044
[email protected]
B Arch, CharaBasaveshwara
Temple Road, Shahapur- 585223
Manvi CMC No 14-4-356,Sindhanur 08538-220022
Road Manvi-584 123 [email protected]

Dharwad VenatadriHeights,Near Police 08362-442161

[email protected]
Station,SaraswathpurKalaghatagi
Road, Dharwad-580 004
Maski HalekoteVeerabhadreshwaraComp
lex,Beside Lions Club School, [email protected]

Sindhanur Road, Maski-584124.

Davanagere VHV Heights, Ward No 9, Ktj
[email protected]
Nagar, Hadadi Road, Davanagere-
577002

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Mundagari SannaBasavarajKalawadComplex,
[email protected]
W No 18, Tmc No 3132 D/72 &
3132 D/73,
GadagRoad,Mundaragi-582118
Channagiri MarulaSiddeshwara Complex,
[email protected]
Ward No 7,Asst No
2650,Channagiri-577213
Kudligi No 1g/65,Ward No 1,Gundappa
[email protected]
Kakkuppi Complex,Kudligi-
583135
Haveri C/O M Ramesh Shopping
Complex,Plot No 30 K, Rsn [email protected]

250/2b, Vidya Nagar, B-Block, Pb

Road, Haveri-581110.
Ballari Ts No596/85c,Plot No 71, Ward
[email protected]
No 19, Patel Nagar, 1st Cross,
Ballari-583101.
Kalburgi Grand Central Complex,Corp No
[email protected]
1-891/16/1/1,Kotanoor (D),Near
Ramandir, Kalaburgi-585102.
Belagavi CCB No 2536,Meerapur
[email protected]
Galli,Shahapur,Belagavi-590003
Ranebennur No 8-2-714,Behind Post
[email protected]
Office,Opposite To Union Bank Of
India, Ranebennur-581115
Karatagi J.NarasaiahShetty Building, 8-6- [email protected]
15/3, R-G Road, Karatagi-583329

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RECRUITMENT AND SELECTION PROCESS AT SUCO BANK:

Once the need for a vacancy to be filled is felt, the information is passed on in the
following hierarchy from bottom to top level management;

Board

HR

Cluster Manager

Branch Manager

The HR collects the information from cluster manager regarding the need for recruitment
and communicates the same to board secretary. This is then discussed in the board
meeting and approved by the board members in order to begin the recruitment process.
The selection committee includes the following persons as its members;
 Cooperative President – President
 One of the Cooperative Directors – Member
 United Cooperative representative – Member
 An External Expert – Member
 Chief Executive/ Managing Director – Member secretary
 Minimum required quorum for the Committee meeting shall be 3

Human Resources Selection committee shall have the authority to recruit essential staff
of the bank. This committee shall work under the limitations of Federal co-operative or
Regulatory institutions/ Law from time to time. During recruitment, the committee shall
adhere to the following rules.

RECRUITMENT TO VARIOUS POSTS IN THE BANK IS DONE:

1) BY DIRECT RECRUITMENT
a) Suitable candidates shall be selected by publishing ads in 2 state level newspapers,
followed by a written exam and an oral exam.

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b) The responsibility of conducting the written exam shall be handed over to a

professional External Agency.
c) 2 third party experts shall be present in the oral exam, in which no candidate shall be
eligible for appointment without the approval of at least 1 third party expert.
d) The age limit/ retirement age of the candidate shall be as per the service rules.
The appointment committee will be responsible for the transparent and professional
execution of all the above-mentioned appointment procedures.
2) BY PROMOTION
3) BY SPECIAL AGREEMENTS
The selected candidate through direct recruitment will undergo the training for the period
of 3 months and will work as probationary officer for 1 year. After completion of
probationary period, the performance of the officer is reviewed upon which the branch
manager suggest whether to confirm, extend (for another 3 months) or to terminate the
employee. The confirmed officer enjoys all the benefits that a permanent employee must
receive.

PAYROLL MANAGEMENT SYSTEM AT SUCO BANK:

The HRMS Softwares (Human Resources Management System) acclimated by the bank
to manage HR functions is “Keka” and Quixy. While “Keka HRMS and payroll software
is used to keep track of employee details, employee performance, attendance, salary
allocation, leaves etc., Quixy is used to work on performance appraisal. These softwares
automate all HR core functions helping HR manager to configure requisition of new
resources, create salary break-ups and manage new recruits etc.
The employees/ officersare entitled to the fixed pay/ Basic pay. Variable pay is however
based on the performance. The bank provides some allowances such as transfer
allowance, special allowance, travel allowance, transportation allowance, house rent
allowance, bonus, leaves medical facility and insurance facility.

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CHAPTER – 3
RESEARCH METHODOLOGY
RESEARCH
Research is a careful and detailed study into a specific problem, concern or issue using
the scientific method
MEHTODOLOGY
Methodology is defined as particular procedure or set of procedure, an analysis of
principle of procedure of particular field.
Research methodology is a way of explaining how to carry out the research. It‟s a
logical, systematic plan to resolve a research problem. A methodology details a
researcher‟s approach to the research to ensure reliable, valid results that address their
aims and objectives. It encompasses what data to collect and where from, as well as how
it‟s being collected and analyzed. The purpose of the methodology is to describe the
research procedure. This includes overall research design, the sampling procedure, the
data collection method and the data analysis procedure.

3.1 RESEARCH DESIGN

The research design is the set of method and procedures used in collecting and analyzing
measures of the variables specified in the problem research. The research design is
descriptive in nature. Adopting descriptive research method, for this purpose both
primary and secondary data are collected through questionnaire, personal interview and
broachers, website respectively based on the objectives of the study.

3.2 METHODS OF DATA COLLECTION

Data is a collection of facts, figures, objects, symbols and events gathered from different
sources. And this does not serve any purpose until it is analyzed or processed to get
desired results. Data collection methods can be classified into primary methods and
secondary methods of data collection.
3.3 PRIMARY DATA
The primary data refers to the data that is collected for the first time by the researcher.in
this study the primary data is collected through questionnaire, personal interview with
officers, HR and observation method.

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3.4 SECONDARY DATA

Secondary data refers to the data which has already been collected by someone and
published. In this study the secondary data was collected through broachers, company
website and other related websites containing necessary information. The various other
sources of secondary data include journals, magazines, articles, research thesis, books etc

3.5 SAMPLING SIZE AND SAMPLE METHODS

The sample size for the study was taken from the staff of the head office and branches of
SUCO Bank. The sample unit of the study constituted all the staff from various
departments of the banks. Out of total universe, 50 respondents have been taken for
convenience.

The simple random sampling technique is adopted in selection of the sample units or
respondents. The simple random sampling is a sample method in which every element in
the population has an equal chance of being selected.

STATISTICAL PARAMETERS FOR DATA ANALYSIS

Sample size 50
Graph Pie Chart
Method of calculation Percentage = (number of respondents/total number of
respondents)*100

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CHAPTER – 4
4.1 DATA ANALYSIS AND INTERPRETATOIN

1. Age of Respondents

TABLE 1: Age group of respondents

Age No of Respondents Percentage (%)
18 - 27 years 21 42
28 - 37 years 21 42
38 - 47 years 2 4
Above 47 years 6 12
TOTAL 50 100

GRAPH 1: Age group of respondents

Age
12%
4%
42%
18 - 27 years
28 - 37 years
42%
38 - 47 years
Above 47 years

INTERPRETATION:
From the above table and graph it is observed that majority of respondents are in the age
group of 18-27 and 28 to 37 years comprising 84% of total officers count.

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2. Gender of Respondents

TABLE 2: Bases of Gender

Gender No of Respondents Percentage (%)

Male 26 62

Female 24 38

Prefer not to say 0 0

TOTAL 50 100

GRAPH 2: Bases of Gender

Gender distribution
0%

38% 62% Male

Female
Prefer not to say

INTERPRETATION:
From the above table and graph it is clear that 62% of the total respondents are male
while 38% are female. This clearly shows that there are slightly more male respondents
than female respondents.

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3. Since how many years have you been working in SUCO Bank?

TABLE 3: Work experience at SUCO Bank

Years No of respondents Percentage (%)
0 - 2 years 21 42
3 - 5 years 17 34
6 - 8 years 4 8
More than 8 years 8 16
TOTAL 50 100

GRAPH3: Work experience at SUCO Bank

Working Years
16%
0 - 2 yrears
8% 42%
3 - 5 years

6 - 8 years

More than 8 years

34%

INTERPRETATION:
By analyzing the above data, it can be said that 42% of the respondents have been
working with the bank between 0-2 years, while 34% of the respondents spent 3 – 5
years at the bank and only 8% respondents spent 6 – 8 years at the bank. This shows that
majority of respondents had spent at least a year to five years at the bank.

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4. Does the bank clearly define job role, duties and responsibilities and candidate‟s
specification in the recruitment process?

TABLE 4: Transparency in the Job information

Particulars No of Respondents Percentage (%)

Yes 43 86

No 7 14

TOTAL 50 100

GRAPH 4: Transparency in the Job information

Transparency in the job

information
14%

Yes
86%
No

INTERPRETATION:
From the above table and graph, majority of 86% respondents answered in the
affirmative that the bank clearly defines job role, duties and responsibilities and
candidate‟s specification in the recruitment process while 14% are not satisfied with the
job information provided during advertisement.

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5. Is the bank doing timely recruitment and selection process?

TABLE 5: Timely recruitment and selection process

Particulars No of Respondents Percentage (%)

Yes 46 92

No 4 8

TOTAL 50 100

GRAPH 5: Timely recruitment and selection process

Timely recruitment and selection

8%

Yes
92%
No

INTERPRETATION:
From the above table and graph it is understood that majority of 92% respondents agreed
with the fact that the bank carries timely recruitment and selection process without any
delay so as to not hinder the functioning of activities.

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6. Through which source of recruitment were you hired?

TABLE 6: Sources of recruitment

Particulars No of Respondents Percentage (%)

External sources 42 84

Internal sources 8 16

TOTAL 50 100

GRAPH 6: Sources of recruitment

Sources of recruitment
16%

External
84% Internal

INTERPRETATION:
From the above table and graph 42 respondents answered that they were hired through
external sources of recruitment constituting 84% compared to internal sources of
recruitment. And only 16% of the total respondents were hired through internal sources.

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7. How would you rate the HR department‟s performance in recruitment and selection?

TABLE 7: HR Dept. performance in recruitment and selection

Particulars No of Respondents Percentage (%)
Poor 0 0
Adequate 0 0
Good 26 52
Very good 19 38
Excellent 5 10
TOTAL 50 100

GRAPH 7: HR Dept. performance in recruitment and selection

HR Departments' performance
0% 0%
10%
52% Poor
38%
Adquate
Good
Very good
Excellent

INTERPRETATION:
From the above table and graph, 52% respondents are moderately satisfied and
remaining 48%
(38% + 10%) of respondents are highly satisfied with HR departments‟ performance.

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8. How did you got to know that there is vacancy at SUCO Bank?

TABLE 8: Media that disseminates vacancy information

Particulars No of Respondents Percentage (%)

Newspapers 19 38

Website 19 38

Reference 11 2

Job portals 1 2

TOTAL 50 100

GRAPH 8: Media that disseminates vacancy information

Media that disseminates vacancy

info
22% 2%
38%
Newspapers
Website
Reference
38% Job portals

INTERPRETATION:
The above table and graph indicates that 38% of officers came to know about the job
opportunity through newspapers and websites accounts to be 38%. Whereas the
information provided through reference and job portals is 22% and 8% respectively.

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9. Feasibility of vacancy advertisement

TABLE 9: Feasibility of vacancy information
Particulars No of Respondents Percentage (%)
Poor 0 0
Adequate 4 8
Good 26 52
Very good 17 34
Excellent 3 6
TOTAL 50 100

GRAPH 9: Feasibility of vacancy information

Feasibility of vacancy
information
6% 0% 8%
34% Poor
Adquate
Good
Very good
52% Excellent

INTERPRETATION:
It can be analyzed from the above table and graph that 52% of total respondents have
answered the feasibility of vacancy information is good and only 6% respondents are
completely satisfied.

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WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

10. What type of interview had you been through pre- pandemic?

TABLE 10: Interview technique adopted pre- pandemic

Particulars No of Respondents Percentage (%)

Panel interview 39 78

Virtual interview 4 8

Telephonic interview 1 2

All the above 6 12

TOTAL 50 100

GRAPH 10: Interview technique adopted pre- pandemic

Interview method adopted pre-

pandemic
12%
2%
8%
78% Panel interview
Virtual interview
Telephonic interview
All the above

INTERPRETATION:
From the above tabular and graphical representation it can interpreted that maximum
(78%) respondents have been interviewed through panel interview method while all
other methods share approximately more than a quarter percentage.

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 A STUDY ON RECRUITMENT AND SELECTION, PAYROLL MANAGEMENT
WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

11. What type of interview had you been post – pandemic?

TABLE 11: Interview technique adopted post – pandemic

Particulars No of Respondents Percentage (%)
Panel interview 26 52
Virtual interview 17 34
Telephonic interview 1 2
All the above 6 12
TOTAL 50 100

GRAPH 11: Interview technique adopted post – pandemic

Interview method adopted post -

pandemic
12%
2%
52% Panel interview

Virtual interview

Telephonic interview
34%
All the above

INTERPRETATION:
The conclusion can be drawn from the above table and graph that post- pandemic only
52% of respondents interviews are taken up by panel method whereas the 34% of
respondents are interviewed through virtual method via various video conferencing
solutions.

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 A STUDY ON RECRUITMENT AND SELECTION, PAYROLL MANAGEMENT
WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

12. How would you rate the effectiveness of interview technique?

TABLE 12: Effectiveness of interview technique

Particulars No of Respondents Percentage (%)
Poor 0 0
Adequate 1 2
Good 8 16
Very good 31 62
Excellent 10 20
TOTAL 50 100

GRAPH 12: Effectiveness of interview technique

Effectiveness of interview
technique
20% 0% 2% 16%

Poor
Adquate
Good
Very good
Excellent

62%

INTERPRETATION:
From the above table and graph it can be interpreted that more than half of the
respondents have positively responded towards the effectiveness of interview technique.
And 20% respondents are highly satisfied.

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 A STUDY ON RECRUITMENT AND SELECTION, PAYROLL MANAGEMENT
WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

13. What kind of payroll system is adopted by the bank?

TABLE 13: Type of payroll system

Particulars No of Respondents Percentage (%)

Automated Payroll
System 38 76

Manual payroll system 12 24

TOTAL 50 100

GRAPH 13: Type of payroll system

Type of payroll system

24%

76% Automated Payroll

System
Manual payroll
system

INTERPRETATION:
From the above data acquired from the respondents, the bank is using 76% automated
payroll system and 24% manual system for payroll process.

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 A STUDY ON RECRUITMENT AND SELECTION, PAYROLL MANAGEMENT
WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

14. Is the payroll system transparent to the officers?

TABLE 14: Transparency of payroll system

Particulars No of Respondents Percentage (%)

Yes 32 64

No 18 36

TOTAL 50 100

GRAPH 14: Transparency of payroll system

Transperency of payroll system

36%

64%
Yes
No

INTERPRETATION:
From the above table and graph, 32 respondents constituting 64% has responded that the
payroll system is transparent to the officers while only 36% respondents think that it is
not transparent.

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 A STUDY ON RECRUITMENT AND SELECTION, PAYROLL MANAGEMENT
WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

15. Does bank resolves the grievances with regards to payroll system?

TABLE 15: Grievance handling with regards to payroll system

Particulars No of Respondents Percentage (%)

Yes 45 90

No 5 10

TOTAL 50 100

GRAPH 15: Grievance handling with regards to payroll system

Grievence handling with regards

to payroll system
10%

90% Yes
No

INTERPRETATION:
The tabular and graphical representation shows that 90% of the respondents agree to the
fact that the bank resolves the grievances with respect to the payroll system while only
10% of the respondents do not find it up to the mark.

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 A STUDY ON RECRUITMENT AND SELECTION, PAYROLL MANAGEMENT
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16. Does the salary gets credited within or on-time?

TABLE 16: On-time payment of salary

Particulars No of Respondents Percentage (%)

Yes 50 100

No 0 0

TOTAL 50 100

GRAPH 16: On-time payment of salary

On-time payment of salary

0%

Yes
No

100%

INTERPRETATION:
In data drawn from above analysis it is observed that all officers receive their salary on-
time or with-in time leaving the officers 100% satisfied.

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 A STUDY ON RECRUITMENT AND SELECTION, PAYROLL MANAGEMENT
WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

17. Is KEKA (HRMS) software user friendly?

TABLE 17: Accessibility of KEKA Software

Particulars No of Respondents Percentage (%)
Strongly disagree 0 0
Disagree 0 0
Neutral 2 4
Agree 42 84
Strongly agree 6 12
TOTAL 50 100

GRAPH 17: Accessibility of KEKA Software

Accessability of KEKA Software

0% 0%
12% 4% Strongly disagree
Disagree
Neutral
Agree
84%
Strongly agree

INTERPRETATION:
The above table and graphdepicts that 12% of respondents strongly agree that the KEKA
Software is user friendly with 84% of respondents who agree for the same.

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WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

18. Is Quixy software user friendly?

TABLE 18: Accessibility of Quixy Software

Particulars No of Respondents Percentage (%)

Yes 43 86

No 7 14

TOTAL 50 100

GRAPH 18: Accessibility of Quixy Software

Accessability of Quixy Software

14%

Yes
86% No

INTERPRETATION:
From the above table and graph it is clear that 86% of respondents find Quixy software
feasible to use where as 14% respondent find is difficult to use.

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 A STUDY ON RECRUITMENT AND SELECTION, PAYROLL MANAGEMENT
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19. Pay and compensation package is adequate and fair in comparison to performance?

TABLE 19: Salary tally with performance

Particulars No of Respondents Percentage (%)
Strongly disagree 1 2
Disagree 0 0
Neutral 7 14
Agree 43 86
Strongly agree 0 0
TOTAL 50 100

GRAPH 19: Salary tally with performance

Salary tally with performence

0% 2% 0% 14%
Strongly disagree

Disagree

Neutral

Agree
84%
Strongly agree

INTERPRETATION:
By tabulating and by graphical representation it can interpreted that 84% of the
respondents agree and 2% strongly agree that the pay and compensation package is
adequate with the performance.

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 A STUDY ON RECRUITMENT AND SELECTION, PAYROLL MANAGEMENT
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20. Is leave and absence through sickness properly monitored?

TABLE 20: Monitoring of leave and sickness

Particulars No of Respondents Percentage (%)

Yes 46 92

No 4 8

TOTAL 50 100

GRAPH 20: Monitoring of leave and sickness

Monitoring of leave and absence

8%

Yes
No
92%

INTERPRETATION:
The above table and graph indicates that 92% of respondents believe that leave and
absence are properly monitored.

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 A STUDY ON RECRUITMENT AND SELECTION, PAYROLL MANAGEMENT
WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

CHAPTER -5
5.1 FINDINGS FROM THE STUDY
 As per the survey, the majority of the officers are between the age group of 18 to
37 years.
 The ratio of male officers is more when compared to female employees.
 Majority of the employees have less then 5years of experience.
 More than half of the vacancy information is proclaimed through newspapers and
websites.
 Majority of respondents are happy with the job appointment information
regarding interview date, time and mode of interview.
 The main reason for prospective officers being attracted towards jobs in SUCO
Bank is because of the goodwill, work culture and ethics they follow in the bank.
 As per the stated HR policies, the concept of employer and employee is replaced,
wherein all the people working here are termed as “officers” to create a sense of
belongingness
 It was observed that the recruitment and selection procedures for all candidates
are similar except for the top level management positions.
 From the data collected through questionnaire it can be analyzed that the bank
opts for more external sources of recruitment than the internal recruitment.
 Out of the survey done I have found that the vacancy information which is
advertised through newspapers and websites is not so feasible in reaching out the
job seekers.
 The respondents opined that virtual mode of interview for recruiting candidates is
preferred more post pandemic in comparison to pre- pandemic.
 By interacting with the employees I have known that the environment during
interviews is very pleasant, the interview questions asked were relevant to the job
role and duration for each candidate ranges from 10 to 20 minutes.
 The bank has adopted automated payroll system wherein KEKA and QUIXY are
the two HRMS ( HUMAN RESOURCE MANAGEMENT SOFTWARE)
 It can be interpreted that the respondents are moderately satisfied yet HR
department performs its functions quite well as there are zero negative responses

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WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

5.2 SUGGESTIONS FOR THE STUDY

 The attrition rate is more once an employee has completed the tenure of 0 – 5
years of working in the bank. This could be due to several reasons such as less
pay for performance, lack of growth etc. hence I would like to suggest to come up
with awards and rewards to create a sense of recognition to the officers and alter
the pay scale based on cost of living, experience of the officer etc
 As references and job – portals are playing a vital role in today‟s era for sourcing
potential candidates. I would suggest the bank to opt advertising vacancy
information through these means so that it reaches more people and chances of
hiring the right fit or the skilled candidates increases.
 A well-defined job posting is good step to improve recruitment process.
 The bank can adopt internal source of recruitment to fill some positions as in-
house recruitment costs less to hire. And also it takes less time on training as the
candidate is already familiar with some or all the systems they will be using in
their new position.
 The HR department can go with collecting feedback from the officers every
consecutive month or even opt for exit interviews.

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WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

5.3 CONCLUSION
The recruitment and selection process is the time where the recruiter do not only identify
candidate who has experience and attitude to do the job that the bank is looking to fill but
also to find someone who shares and endorses bank‟s core values. The candidates need
to fit in well. The recruitment and selection process manifest bank with the employee
who adapts to work for productivity and with others in the bank. The HR must however
look over the accessibility of payroll software. Hence the effective recruitment and
selection process, proper payroll management reduces employee turnover and cost to the
company.
In conclusion, the officers of SUCO Bank are satisfied with the current recruitment,
selection and payroll management process and are well aware of various deductions,
sources and procedure of recruitment and selection adopted.

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WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

BIBLIOGRAPHY:
https://sucobank.com
https://www.worldwidejournals.com/paripex/recent_issues_pdf/2014/March/March_2014_13
94869693_a457c_38.pdf
https://scholar.google.com/scholar?hl=en&as_sdt=0%2C5&q=recruitment+and+selection+in+b
anks&btnG=
https://www.researchgate.net/publication/344740120_Employees_Perception_on_Recruitmen
t_and_Selection_Process_in_the_Banking_Sector_of_Bangladesh
https://pdf.co/blog/payroll-management
https://www.worldwidejournals.com/paripex/recent_issues_pdf/2014/March/March_2014_13
94869693_a457c_38.pdf
https://www.quora.com/Whats-the-recruitment-process-to-get-a-job-in-a-cooperative-bank
https://www.cloudpay.com/resources/the-importance-of-partnership-between-hr-and-payroll
https://www.academia.edu/33581505/A_Review_of_Computerized_Payroll_System

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WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

ANEXXURE
QUESTIONNAIRE
I am SABA FARHAT, a final year MBA 4th semester student from ALLUM
KARIBASAPPA INSTITUTE OF MANAGEMENT. This information is required for
the successful completion of my project “A STUDY ON RECRUITMENT AND
SELECTION PROCESS, PAYROLL MANAGEMENT with special reference to SUCO
BANK, BALLARI”. I request you to kindly fill the questionnaire.
Thank you.
RESPONDENT’S INFORMATION:
1) Name:
2) Employee code:
3) Age:
a) 18 -27 years
b) 28 – 37 years
c) 38 – 47 years
d) Above 47 years
4) Gender: Male: Female:
5) Job role:
6) Since how many years have you been working in SUCO BANK?
a) 0-2 Y
b) 3-5 Y
c) 6-8 Y
d) More than 8Y
7) Does the bank clearly define the position‟s objectives, requirements and
candidate‟s specification in the recruitment process?
a) Yes
b) No
8) Is the bank doing timely recruitment and selection process?
a) Yes
b) No

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 A STUDY ON RECRUITMENT AND SELECTION, PAYROLL MANAGEMENT
WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

9) Through which source of recruitment were you hired?

a) Internal (Promotions, Transfers, Former employees, Employee referral etc)
b) External(Direct recruitment, Advertisement, Campus recruitment, word of
mouth etc)
10) How would you rate the HR department‟s performance in recruitment and
selection?
a) Poor
b) Adequate
c) Good
d) Very good
e) Excellent
11) How did you got to know that there is vacancy at SUCO Bank?
a) Newspapers
b) Company Website
c) Reference
d) Job portals
12) Feasibility of vacancy advertisement (Is it easy or difficult for the job seekers to
get vacancy info?
a) Poor
b) Adequate
c) Good
d) Very good
e) Excellent
13) What type of interview had you been through pre- pandemic?
a) Panel interview
b) Virtual interview
c) Telephonic interview
d) All the above
14) What type of interview had you been post – pandemic?
a) Panel interview
b) Virtual interview
c) Telephonic interview
d) All of the above

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 A STUDY ON RECRUITMENT AND SELECTION, PAYROLL MANAGEMENT
WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

15) How would you rate the effectiveness of interview technique?

a) Poor
b) Adequate
c) Good
d) Very good
e) Excellent
16) What kind of payroll system is adopted by the bank?
a) Manual payroll system
b) Automated payroll system
17) Is the payroll system transparent to the officers?
a) Yes
b) No
18) Does bank resolves the grievances with regards to payroll system?
a) Yes
b) No
19) Does the salary gets credited within or on-time?
a) Yes
b) No
20) Is KEKA (HRMS) software user friendly?
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree
21) Is Quixy software user friendly in terms of performance appraisal?
a) Strongly disagree
b) Disagree
c) Neutral
d) Agree
e) Strongly agree

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WITH SPECIAL REFERENCE TO SUCO BANK, BALLARI

22) Pay and compensation package is adequate and fair in comparison to

performance?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
23) Is leave and absence through sickness properly monitored?
a) Yes
b) No
24) Any suggestions to HR department?

ALLUM KARIBASAPPA INSTITUTE OF MANAGEMENT,BALLARI Page 60