A Study on Recruitment and Selection practices and their impact on employees satisfaction at- Bangalore

International Journal of Research in Management Fields ISSN (P) 2577-1876 (O) 2577-4274 Available online on http://rspublication.com/IJRMF/IJRMF.html Volume 9, Number 5 -2025 DOI: 10.5281/zenodo.17324587 Original Article ©2025 RS Publicaon, rspublica[email protected] 94 “A Study on Recruitment and Selection practices and their impact on employees satisfaction atBangalore.” Mrs. Bindu R, Assistant Professor, Department of MBA, Shridevi Institute of Engineering and Technology, Tumkur, Karnataka, India  [email protected] K L Govindarajulu 2 nd Year MBA Student, Department of MBA, Shridevi Institute of Engineering and Technology Tumkur, Karnataka, India  klgovindar[email protected]om ARTICLE INFO ABSTRACT ©2025 RS Publication Paper ID: IJRMF68E8D2368DD8C Received: 2025-09-11 Published: 2025-10-11 DOI: https://dx.doi.org /10.5281/zenodo.17 324587 Page No: 94-109 This study examines the relationship between recruitment and selection practices and their impact on employee satisfaction within organizations. Recruitment and selection are critical human resource functions that determine the quality of talent entering a company, directly influencing organizational performance and employee engagement. The research highlights how transparent procedures, fairness in candidate evaluation, alignment of skills with job roles, and timely communication contribute to higher satisfaction levels among employees. Conversely, ineffective or biased recruitment practices may lead to dissatisfaction, low morale, and increased turnover. The findings suggest that when organizations adopt systematic and objective recruitment and selection methods, they not only attract competent employees but also foster a sense of trust, fairness, and commitment among the workforce. Ultimately, effective hiring practices are shown to be a key driver of employee satisfaction, which in turn enhances overall organizational success. Keywords: Artificial Intelligence, mental health, cognitive psychology, human-AI interaction, decision making. Internaonal Journal of Research in Management Fields Available online on h p://rspublicaon.com/IJRMF/IJRMF.html ISSN (P) 2577-1876 (O) 2577-4274 Cite This Paper: Kl Govindarajulu and Mrs. Bindu R. (2025). "A Study on Recruitment and Selection practices and their impact on employees satisfaction atBangalore.". INTERNATIONAL JOURNAL OF RESEARCH IN MANAGEMENT FIELDS (IJRMF), vol. 9, no. 5, 2025, pp. 94-109. DOI: https://dx.doi.org/10.5281/zenodo.17324587 International Journal of Research in Management Fields ISSN (P) 2577-1876 (O) 2577-4274 Available online on http://rspublication.com/IJRMF/IJRMF.html Volume 9, Number 5 -2025 DOI: 10.5281/zenodo.17324587 Original Article ©2025 RS Publicaon, rspublica[email protected] 95 INTRODUCTION Human resource management plays a vital role in the growth and sustainability of every organization, and among its many functions, recruitment and selection are considered the most critical. Recruitment is the process of attracting and identifying potential candidates, while selection involves choosing the most suitable individuals to fill specific job roles. Together, these processes ensure that the right talent is placed in the right position at the right time. In today’s competitive business environment, organizations face increasing challenges in attracting skilled employees who align with their culture and objectives. An effective recruitment and selection strategy not only helps in hiring competent individuals but also sets the foundation for employee satisfaction and long-term retention. Employee satisfaction is strongly influenced by how fairly and transparently the hiring process is carried out, as candidates who feel valued and respected during recruitment are more likely to develop trust and commitment toward the organization. RESEARCH METHODOLOGY: a. Primary Data Primary data is collected through: Structured questionnaires distributed to employees. b. Secondary Data Secondary data is collected from: Company policy manuals data. Research articles, journals, and industry reports. Sampling Method: A purposive sampling technique is used to select Staff members with prior experience in recruitment and selection processes. Sample Size: 50 respondents. arget Group: HR personnel, recruitment consultants, department heads, and selected employees. International Journal of Research in Management Fields ISSN (P) 2577-1876 (O) 2577-4274 Available online on http://rspublication.com/IJRMF/IJRMF.html Volume 9, Number 5 -2025 DOI: 10.5281/zenodo.17324587 Original Article ©2025 RS Publicaon, rspublica[email protected] 96 OBJECTIVES: 1. To know the Recruitment and selection process followed by company. 2. To know the various sources of Recruitment and selection tools used by the company. 3. To analyse the effectives of Recruitment and selection process followed by the company. 4. To study the relationship between Recruitment and selection practices and employee satisfaction. LITERATURE REVIEW: 1. Tursunbayeva, A., et al. (2025) – AI & digital data impacts in recruitment Systematic review linking AI/data practices (chatbots, screening algorithms, OA signals) to organizational attractiveness and application intentions. Emphasizes transparency, consent, and explainability to sustain candidate trust. 2. Soleimani, M., et al. (2025) – Reducing AI bias in recruitment & selection Reviews bias sources across the AI-R&S pipeline and distils mitigation strategies (auditing data, fairness metrics, human-in-the-loop governance). Offers a practical framework HR can adopt to operationalize fair AI hiring. 3. Wingate, T.G., et al. (2025) – Meta-analysis of interview-based construct measures the first meta-analytic review isolating validity of interviews for specific constructs (e.g., conscientiousness, leadership). Shows structured interviews capture certain constructs more reliably, guiding what to measure (and how) in interview design. 4. Nikolaou, I., et al. (2025) – Gamified assessments in selection Reviews evidence on gamified selection tools’ construct validity and applicant reactions; finds potential for better engagement and branding with careful psychometric design. Notes need to guard against construct-irrelevant variance and accessibility issues. 5. Ligeiro, N., et al. (2024) – Candidate perceptions of AI-mediated R&S Examines how AI in R&S shapes organizational attractiveness, perceived novelty/trust, and intention to apply. International Journal of Research in Management Fields ISSN (P) 2577-1876 (O) 2577-4274 Available online on http://rspublication.com/IJRMF/IJRMF.html Volume 9, Number 5 -2025 DOI: 10.5281/zenodo.17324587 Original Article ©2025 RS Publicaon, rspublica[email protected] 97 Finds that transparent explanation and fair-process cues are critical to maintain applicant buyin. ANALYSIS AND INTERPRETATION Table 1.Table show the age groups of the respondents. SL.NO Age Number of respondents Percentage 1 18-22 13 26 2 23-27 26 52 3 28-32 4 8 4 33-37 3 6 5 38-42 4 8 6 Above 60 0 0 Total 50 100% The table showing that 52% of respondents belonging with respect to age group of 23-27 year, 26% of respondents belonging with respect to age group18-22years, 8% of respondents belonging with respect to age group 28-32years, 8% of respondents belonging with respect to age group38-42years, 6% of respondents belonging with respect to age group33-37year. Graph4.1: Graph shows the age groups of the respondents. 0 5 10 15 20 25 30 18-22 23-27 28-32 33-37 38-42 Above 60 Age Group of Respondents International Journal of Research in Management Fields ISSN (P) 2577-1876 (O) 2577-4274 Available online on http://rspublication.com/IJRMF/IJRMF.html Volume 9, Number 5 -2025 DOI: 10.5281/zenodo.17324587 Original Article ©2025 RS Publicaon, rspublica[email protected] 98 The graph Indicates that the majority of respondents belonging with respect to age groups of 23-27years. Table 2.: Table showing the income of the respondents. SL.NO FACTORS NO OF RESPONDENTS PERCENTAGE 1 A Bove 20,000 18 36 2 21,000-40,000 18 36 3 41,000-60,000 8 16 4 61,000-75,000 3 6 5 >75,000 3 6 Total 50 100 ANALYSIS Most respondents (72%) have an income range of ₹20,000–40,000. A smaller share (16%) fall in the ₹41,000–60,000 category. Only 6% each earn between ₹61,000–₹75,000 and above ₹75,000. The findings reveal that very few respondents earn higher salaries. Hence, the majority belong to the lower to middle-income group. 0 2 4 6 8 10 12 14 16 18 20 A Bove 20,000 21,000-40,000 41,000-60,000 61,000-75,000 >75,000 NO OF RESPONDENTS International Journal of Research in Management Fields ISSN (P) 2577-1876 (O) 2577-4274 Available online on http://rspublication.com/IJRMF/IJRMF.html Volume 9, Number 5 -2025 DOI: 10.5281/zenodo.17324587 Original Article ©2025 RS Publicaon, rspublica[email protected] 99 INTERPRETATION The chart illustrates that most respondents fall in the ₹21,000–40,000 and above ₹20,000 ranges. A moderate number belong to the ₹41,000–60,000 category. Very few respondents earn between ₹61,000–75,000 or above ₹75,000. Overall, the majority of respondents are in the lower to mid-income group. Table3.: Table showing the Gender of the Respondents. SL.NO GENDER NO. OF RESPONDENTS PERCENTAGE 1 Male 40 80 2 Female 10 20 Total 50 100 The table showing that 80% of respondents are male and 20% of respondents are female. Graph3.: Graph showing the gender of respondents The graph showing that maximum of the respondents is male. NO. OF RESPONDENTS Male Female International Journal of Research in Management Fields ISSN (P) 2577-1876 (O) 2577-4274 Available online on http://rspublication.com/IJRMF/IJRMF.html Volume 9, Number 5 -2025 DOI: 10.5281/zenodo.17324587 Original Article ©2025 RS Publicaon, rspublica[email protected] 100 Table4.: Table showing the main sources of Recruitment process followed by company. SL.NO FACTORS NO OF RESPONDENTS PERCENTAGE 1 Job Portal 20 40 2 Employee Referral 14 28 3 Company websites 13 26 4 Social Media 2 4 5 Others 1 2 Total 50 100 ANALYSIS AND INTERPRETATIONThe company mainly relies on job portals (40%), employee referrals (28%), and company websites (26%) for recruitment, showing that online applications and internal networks Rank as are the most effective sources. Social media (4%) and other methods (2%) play a minor role. Overall, the recruitment strategy focuses on traditional and digital channels, with scope to expand social media outreach. 0 5 10 15 20 25 Job Portal Employee Referral Company websites Social Media Others NO OF RESPONDENTS International Journal of Research in Management Fields ISSN (P) 2577-1876 (O) 2577-4274 Available online on http://rspublication.com/IJRMF/IJRMF.html Volume 9, Number 5 -2025 DOI: 10.5281/zenodo.17324587 Original Article ©2025 RS Publicaon, rspublica[email protected] 101 Table5.: Table showing, Rate the effectiveness of the sources in providing suitable information. SL.NO FACTORS NO OF RESPONDENTS PERCENTAGE 1 Very poor 24 48 2 Poor 18 36 3 Can’t Say 5 10 4 Good 3 6 5 Excellent 0 0 Total 50 100 ANALYSIS AND INTERPRETATION The majority of respondents rated the sources as Very Poor (48%) or Poor (36%), indicating that most found the recruitment sources ineffective in providing suitable information. Only a small portion (6%) considered them Good, and none rated them as Excellent, highlighting a significant gap in information quality. 10% were unsure (Can’t Say), showing some ambiguity in perception. Overall, the findings point to the company’s recruitment sources need improvement to provide more accurate, clear, and useful information to candidates. 0 5 10 15 20 25 30 Very poor Poor Can’t Say Good Excellent NO OF RESPONDENTS International Journal of Research in Management Fields ISSN (P) 2577-1876 (O) 2577-4274 Available online on http://rspublication.com/IJRMF/IJRMF.html Volume 9, Number 5 -2025 DOI: 10.5281/zenodo.17324587 Original Article ©2025 RS Publicaon, rspublica[email protected] 102 Table6.: Table showing the perception of fairness and transparent w.r.t selection process. SL.NO FACTORS NO OF RESPONDENTS PERCENTAGE 1 Strongly Agree 26 52 2 Agree 20 40 3 Neutral 4 8 4 Disagree 0 0 5 Strongly disagree 0 0 Total 50 100 ANALYSIS & INTERPRETATION: The majority of respondents are strongly agree (52%) and Agree (40%) that the selection process was fair and transparent, showing a high level of trust and satisfaction. Only 8% were neutral and none disagreed, indicating no negative perception. Overall, the data suggests the 0 10 20 30 40 50 60 Strongly Agree Agree Neutral Disagree Strongly Disagree Total NO OF RESPONDENTS International Journal of Research in Management Fields ISSN (P) 2577-1876 (O) 2577-4274 Available online on http://rspublication.com/IJRMF/IJRMF.html Volume 9, Number 5 -2025 DOI: 10.5281/zenodo.17324587 Original Article ©2025 RS Publicaon, rspublica[email protected] 109 8. Factors Influencing Recruitment Success: The most influential factor is the source channel of recruitment (34%), followed by clarity in job description (30%) and employer brand reputation (30%); speed of the process is least significant (6%). 9. Overall Satisfaction: 80% are satisfied (60% highly satisfied, 20% satisfied) with the recruitment and selection process, but 10% remain neutral and 10% dissatisfied. Suggestions 1. Improve Quality of Information: Enhance the clarity, completeness and accessibility of job information on all recruitment platforms to address dissatisfaction with existing sources. 2. Diversify Recruitment Channels: Increase the use of social media and other emerging channels to widen the talent pool and reach younger candidates. 3. Strengthen Skill–Job Match: Refine screening and assessment tools to better Align candidates skills with job requirements, reducing neutral and negative perceptions. 4. Maintain Transparency: Continue fair and unbiased practices but communicate them more openly to further build trust. 5. Enhance Employer Branding: Invest in employer reputation and clear job descriptions, as both strongly influence candidate attraction. Conclusion The study indicates that company’s recruitment and selection process is largely effective, transparent and well-received, with high satisfaction levels and strong alignment of tests/interviews to job skills. However, the poor ratings for the quality of information from recruitment sources and the high number of neutral responses on skill-job match indicate areas for improvement. By upgrading the clarity and reach of recruitment information, diversifying sourcing channels and refining assessment tools, the company can further enhance candidate experience and ensure even stronger placement of the right people in the right roles.