International Journal of Pure and Applied Mathematics

Volume 119 No. 12 2018, 3941-3961

ISSN: 1314-3395 (on-line version)
url: http://www.ijpam.eu
Special Issue
ijpam.eu

A STUDY ON RECRUITMENT PROCESS

C.S.Gowtham Chakravarthy1, Poornima2
Assistant Professor1, Student2, Department of Management Studies1,2
BIST, BIHER, Bharath University, Chennai
gowthamchakravarthy.mba@bharathuniv.ac.in

INTRODUCTION
The human resources are the most important assets of an organization. The success or failure of
an organization is largely dependent on the caliber of the people working therein. Without
positive and creative contributions from people, organizations cannot progress and prosper. In
order to achieve the goals or the activities of an organization, therefore, they need to recruit
people with requisite skills, qualifications and experience. While doing so, they have to keep the
present as well as the future requirements of the organization in mind[1-5].
Recruitment is distinct from Employment and Selection. Once the required number and
kind of human resources are determined, the management has to find the places where the
required human resources are/will be available and also find the means of attracting them
towards the organization before selecting suitable candidates for jobs. All this process is
generally known as recruitment. Some people use the term “Recruitment” for employment.
These two are not one and the same. Recruitment is only one of the steps in the entire
employment process. Some others use the term recruitment for selection. These are not the same
either. Technically speaking[6-12], the function of recruitment precedes the selection function
and it includes only finding, developing the sources of prospective employees and attracting
them to apply for jobs in an organization, whereas the selection is the process of finding out the
most suitable candidate to the job out of the candidates attracted (i.e., recruited).Formal
definition of recruitment would give clear cut idea about the function of recruitment
NEED FOR STUDY:
To study and analyze the recruiting process and analyzing the pros and cons of the
recruitment process in Bharat fritz Werner ltd. In order to have effective recruitment process in
company

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Recruitment process has been regarded as the most important functions of personal
administration because if the right type of people is not hired, even the best plans of the
organization charts and control system would not do much good[13-14]
DEFINITIONS
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.” Edwin
B. Flippo defined recruitment as “the process of searching for prospective employees and
stimulating them to apply for jobs in the organization.” 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[15-19].
PURPOSES AND IMPORTANCE
The general purpose of recruitment is to provide a pool of potentially qualified job
candidates. Specifically, the purposes are to:
 Determine the present and future requirements of the organization in conjunction with its
personnel-planning and job-analysis activities.
 Increase the pool of job candidates at minimum cost.
 Help increase the success rate of the selection process by reducing the number of visibly,
under qualified or overqualified job applicants.
 Help reduce the probability that job applicants, once recruited and selected, will leave the
organization only after a short period of time.
 Begin identifying and preparing potential job applicants who will be appropriate
candidates.

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 Induct outsiders with a new perspective to lead the company.

 Infuse fresh blood at all levels of the organization.
 Develop an organizational culture that attracts competent people to the company.
 Search or head hunt/head pouch people whose skills fit the company‟s values.
 Devise methodologies for assessing psychological traits.
 Search for talent globally and not just within the company.
 Design entry pay that competes on quality but not on quantum.
 Anticipate and find people for positions that do not exist yet.
 Increase organizational and individual effectiveness in the short term and long term.
 Evaluate the effectiveness of various recruiting techniques and sources for all types of job
applicants.
Recruitment represents the first contact that a company makes with potential employees. It is
through recruitment that many individuals will come to know a company, and eventually decide
whether they wish to work for it. A well-planned and well-managed recruiting effort will result
in high-quality applicants, whereas, a haphazard and piecemeal effort will result in mediocre
ones. High-quality employees cannot be selected when better candidates do not know of job
openings, are not interested in working for the company and do not apply. The recruitment
process should inform qualified individuals about employment opportunities, create a positive
image of the company, provide enough information about the jobs so that applicants can make
comparisons with their qualifications and interests, and generate enthusiasm among the best
candidates so that they will apply for the vacant positions[20-24].
The negative consequences of a poor recruitment process speak volumes about its role in an
organization. The failure to generate an adequate number of reasonably qualified applicants can
prove costly in several ways. It can greatly complicate the selection process and may result in
lowering of selection standards. The poor quality of selection means extra cost on training and
supervision. Furthermore, when recruitment fails to meet the organizational needs for talent, a
typical response is to raise entry-level pay scales. This can distort traditional wage and salary
relationships in the organization, resulting in avoidable consequences. Thus, the effectiveness of
a recruitment process can play a major role in determining the resources that must be expended
on other HR activities and their ultimate success[25-29].

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SUB-SYSTEMS OF RECRUITMENT
The recruitment process consists of the following four sub-functions:-
 Finding out and developing the sources where the required number and kind of
employees will be available.
 Developing suitable techniques to attract the desirable candidates.
 Employing the techniques to attract candidates.
 Stimulating as many candidates as possible and asking them to apply for jobs irrespective
of the number of candidates required.
Management has to attract more candidates in order to increase the selection ratio so that the
most suitable candidate can be selected out of the total candidates available. Recruitment is
positive as it aims at increasing the number of applicants and selection is somewhat negative as it
selects the suitable candidates in which process[30-34]; the unsuitable candidates are
automatically eliminated. Though, the function of recruitment seems to be easy, a number of
factors make performance of recruitment a complex one.
FACTORS AFFECTING RECRUITMENT
The following are the 2 important factors affecting Recruitment:-
INTERNAL FACTORS
 Recruiting policy
 Temporary and part-time employees
 Recruitment of local citizens
 Engagement of the company in HRP
 Company‟s size
 Cost of recruitment
 Company‟s growth and expansion
EXTERNAL FACTORS
 Supply and Demand factors
 Unemployment Rate
 Labour-market conditions
 Political and legal considerations
 Social factors

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 Economic factors
 Technological factors
SOURCES OF RECRUITMENT
The sources of recruitment may be broadly divided into two categories: internal sources
and external sources. Both have their own merits and demerits. Let‟s examine these.
Internal Sources:-
Persons who are already working in an organization constitute the „internal sources‟.
Retrenched employees, retired employees, dependents of deceased employees may also
constitute the internal sources. Whenever any vacancy arises, someone from within the
organization is upgraded, transferred, promoted or even demoted[35-39].
External Sources
External sources lie outside an organization. Here the organization can have the services of : (a)
Employees working in other organizations; (b) Jobs aspirants registered with employment
exchanges; (c) Students from reputed educational institutions; (d) Candidates referred by unions,
friends, relatives and existing employees; (e) Candidates forwarded by search firms and
contractors; (f) Candidates responding to the advertisements, issued by the organization; and (g)
Unsolicited applications/ walk-ins.

METHODS OF RECRUITMENT
The following are the most commonly used methods of recruiting people.
INTERNAL METHODS:
1. Promotions and Transfers
This is a method of filling vacancies from within through transfers and promotions.
A transfer is a lateral movement within the same grade, from one job to another. It may
lead to changes in duties and responsibilities, working conditions, etc., but not necessarily
salary. Promotion, on the other hand, involves movement of employee from a lower
level position to a higher level position accompanied by (usually) changes in duties,
responsibilities, status and value. Organisations generally prepare badli lists or a central
pool of persons from which vacancies can be filled for manual jobs. Such persons are
usually passed on to various departments, depending on internal requirements. If a
person remains on such rolls for 240 days or more, he gets the status of a permanent

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employee as per the Industrial Disputes Act and is therefore entitled to all relevant
benefits, including provident fund, gratuity, retrenchment compensation.
2. Job Posting
Job posting is another way of hiring people from within. In this method, the organisation
publicises job opening on bulletin boards, electronic method and similar outlets. One of
the important advantages of this method is that it offers a chance to highly qualified
applicants working within the company to look for growth opportunities within the
company to look for growth opportunities within the company without looking for
greener pastures outside[40-42].
3. Employee Referrals
Employee referral means using personal contacts to locate job opportunities. It is a
recommendation from a current employee regarding a job applicant. The logic behind
employee referral is that “it takes one to know one”. Employees working in the
organization, in this case, are encouraged to recommend the names of their friends,
working in other organizations for a possible vacancy in the near future. In fact, this has
become a popular way of recruiting people in the highly competitive Information
Technology industry nowadays. Companies offer rich rewards also to employees whose
recommendations are accepted – after the routine screening and examining process is
over – and job offers extended to the suggested candidates. As a goodwill gestures,
companies also consider the names recommended by unions from time to time.
External (direct) Methods
Campus Recruitment
It is a method of recruiting by visiting and participating in college campuses and their
placement centres. Here the recruiters visit reputed educational institutions such as IITs,
IIMs, colleges and universities with a view to pick up job aspirants having requisite
technical or professional skills. Job seekers are provided information about the jobs and
the recruiters, in turn, get a snapshot of job seekers through constant interchange of
information with respective institutions.
A preliminary screening is done within the campus and the short listed students are then
subjected to the remainder of the selection process. In view of the growing demand for
young managers, most reputed organizations (such as Hindustan Lever Ltd., Proctor &

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Cable, Citibank, State Bank of India, Tata and Birla group companies) visit IIMs and IITs
regularly and even sponsor certain popular campus activities with a view to earn goodwill
in the job market. Advantages of this method include: the placement centre helps locate
applicants and provides resumes to organizations; applicants can be prescreened;
applicants will not have to be lured away from a current job and lower salary
expectations. On the negative front, campus recruiting means hiring people with little or
no work experience[43-45].
The organizations will have to offer some kind of training to the applicants, almost
immediately after hiring. It demands careful advance planning, looking into the
placement weeks of various institutions in different parts of the country. Further, campus
recruiting can be costly for organizations situated in another city (airfare, boarding and
lodging expenses of recruiters, site visit of applicants if allowed, etc.).
If campus recruitment is used, steps should be taken by human resource department to
ensure that recruiters are knowledgeable concerning the jobs that are to be filled and the
organizations and understand and employ effective interviewing skills.
Guidelines for campus recruiting: companies using college campuses as recruitment
source should consider the following guidelines:
 Identify the potential candidates early: The earlier that candidate with top potential
can be identified, the more likely the organization will be in a position to attract them.
 Employ various means to attract candidates: These may include providing research
grants; consulting opportunities to faculty members, funding university infrastructural
requirements, internships to students, etc. in the long run these will enhance the
prestige of the company in the eyes of potential job seekers.
 Use effective recruitment material: Attractive brochures, films, computer diskettes,
followed by enthusiastic and effective presentations by company officials,
correspondence with placement offices in respective campus in a friendly way – will
help in booting the company image in the eyes of the applicants. The company must
provide detailed information about the characteristics of entry – level positions,
especially those that have had a major positive impact on prior applicants‟ decisions
to join the company.

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 Offer training to campus interviews: Its better to devote more time and resources to
train on campus interviewers to answer specific job –related questions of applicants.
 Come out with a competitive offer: Keep the key job attributes that influence the
decisions of applicants such as promotional avenues, challenging assignments, long
term income potential, etc., while talking to candidates[14].

Indirect methods:-
Advertisements:-
These include advertisements in newspapers; trade, professional and technical journals;
radio and television; etc. in recent times, this medium has become just as colourful, lively
and imaginative as consumer advertising. The ads generally give a brief outline of the job
responsibilities, compensation package, prospects in organizations, etc. this method is
appropriate when (a) the organization intends to reach a large target group and (b) the
organizations wants a fairly good number of talented people – who are geographically
spread out. To apply for advertised vacancies let‟s briefly examine the wide variety of
alternatives available to a company - as far as ads are concerned:
 Newspaper Ads: Here it is easy to place job ads without much of a lead time. It has
flexibility in terms of information and can conveniently target a specific geographic
location. On the negative side, newspaper ads tend to attract only those who are
actively seeking employment at that point of time, while some of the best candidates
who are well paid and challenged by their current jobs may not be aware of such
openings. As a result, the company may be bombarded with applications from a
large number of candidates who are marginally qualified for the job – adding to its
administrative burden. To maintain secrecy for various reasons (avoiding the rush,
sending signals to competitors, cutting down expenses involved in responding to any
individual who applies, etc.), large companies with a national reputation may also go
in for blind-box ads in newspapers[15,16,2,3], especially for filling lower level
positions. In a blind-box ad there is no identification of the advertising organization.
Job aspirants are asked to respond to a post office box number or to an employment
firm that is acting as an agent between the job seekers and the organization.

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 Television and radio ads: These ads are more likely to each individual who are not
actively seeking employment; they are more likely to stand out distinctly, they help
the organization to target the audience more selectively and they offer considerable
scope for designing ads creatively. However, these ads are expensive. Also,
because the television or radio is simply seen or heard, potential candidates may
have a tough time remembering the details, making application difficult.

OBJECTIVES OF THE STUDY

This study has been undertaken to know:
 The recruitment process adopted in BFW
 To study various activities involved in the recruitment process
 To identify the problems in recruitment process
RESEARCH METHODOLOGY

Research includes scientific and inductive thinking which promotes the development if logical
habits of thinking and organization. It has specific significance in solving various operational and
planning problems of business and industry.
A research design is purely and simply the framework or plan for a study that guides the
collection and analysis of data. It is a blue print that followed in completing a study.
Research design adapted for the purpose of this study has been Descriptive in nature. The
conclusion has been drawn by making a detailed analysis of whole data collected for the purpose
study from existing respondents[37-41].
INTRODUCTION
Research methodology is a systematic way that solves the research problem. It may be
understood as a science of studying how research is done scientifically. It is we study the various
steps that are generally adopted by a researcher in studying the research problem along with the
logic behind them. It is necessary for the researcher to know not only the research methods or
techniques but also methodology. Researcher need to know how to develop the tests, how to
calculate the mean, how to apply research techniques which are relevant and which not the
knowledge of research methodology provides tools to take things objectively.
RESEARCH DESIGN

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Research design is a plan of action that guides the entire research. There are four types of
research design:
a) Exploratory research design
b) Descriptive research design
c) Diagnostic research study
d) Experimental research design
In my study Descriptive Research has been adopted.
Descriptive research includes surveys and fact-finding enquiries of different kinds. The major
purpose of descriptive research is description of the state of affairs, as it exists at present. In
other terms, the term Ex-post facto research is used for descriptive research studies. The main
characteristic of this method is that the researcher has no control over the variables; the
researcher can only report what has happened or what is happening. It also includes attempts by
researchers to discover causes even when researchers cannot control the variables. The methods
of research utilized in descriptive research are survey methods of all kinds, including
comparative and correlation methods
RESEARCH APPROACH
In my project, I have used
1) Simple category scale: (Dichotomous)
If offers two mutually exclusive response choices („yes‟ and „no‟) Or („important‟
and „unimportant‟) or ( “agree” and “disagree” )
2) Multiple – choice:
It consists of multiple options for the rather but only one answer is sought.
3) Likert scale:
The Likert scale developed by Rensis Liker‟s. It is a „5‟ point scale.
Likert scale also uses „7‟ and „9‟ scale points. A scale value 1 indicated a strongly
unfavorable attitude, ( strongly disagree) similarly, 2 ( disagree ), 3 ( neutral ), 4 (
agree ) and 5 ( strongly agree ).
4) Sampling :
The sample size taken for the study is 100 out of 550 universal sampling.
“The basic idea of sampling is that by selecting same of the elements in a population. We may
draw conclusions about the entire population”

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In My project, I have used “SIMPLE RANDOM SAMPLING”

What Is Simple Random Sampling
“Each population element has an equal chance of being selected in to the sample. Sample drawn
using Random number.
PRE-TESTING
Pre-testing, as it is known is a method which has to be followed strictly. Once
questionnaire is drafted it should be field tested before finalizing.
PERIOD OF STUDY
Period of study is from January 2011 to March 2011
What is questionnaire?
“Selecting questions begins once you develop a complete list of investigative question
and decide on the collection processes to be used”
The alternative term for the questionnaire is interview schedules.
SOURCE OF DATA
1. Primary data.
The primary data for this study is collected through questionnaires closed questions and open-
ended questions were used.
2. Secondary data.
The secondary data for this study was obtained from the official records of the organization. This
includes by and large the printed and published material relevant to this study such as broachers
and website displays.
STATISTICAL TOOL:
PERCENTAGE METHOD:
This is one of the widely used methods to analyze the collected data. The percentage method is
calculated by number of respondents divided by total number of respondents, which is multiplied
by 100.
Percentage analysis: No. Of Respondents 100
Total no. of. Respondents
LIMITATIONS OF THE STUDY
 The sample was collected and restricted to plant office only.
 The survey was restricted to a sample size and hence the results cannot by generalized.

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 In depth study may not be possible because of the limitations of resource the disposal of
investigation in term of time, resource
 The study is based on opinion of employees there are possibilities of biased Reponses
influencing the finding and conclusions

Table 7Table illustrates the advantages of online recruitment

S. no Response Number of respondents Percentage

1 Less time 14 14%
2 Cost advantage 32 32%
3 Advanced technology 26 26%
4 All the above 28 28%
5 Total 100 100%
INFERENCE:

 14% of respondents feel that less time is best advantage of online recruitment
 32% of respondents feel that cost is advantage of online recruitment
 26% of respondents feel that advanced technology is advantage of online
recruitment.
 28% of respondents feel that all the above are the advantages of online
recruitment
Chart 7 Chart illustrates the advantages of online recruitment

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Table 8Table illustrates that what motivated respondents to take up a job in BFW
S. no Response Number of respondents percentage
1 Job security 44 44%
2 Attractive salary 40 40%
3 To gain knowledge 16 16%
4 others 0 0%
5 Total 100 100%
INFERENCE:
 44% of respondents feel that job security motivated them to take up job in BFW
 40% of respondents feel that attractive salary motivated them to take up job in BFW
 16% of respondents feels to gain knowledge motivated them to take up job in BFW
Chart 8Chart illustrates that what motivated respondents to take up a job in BFW

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Ta
ble 9 Table illustrates about the questions asked in the interview are relevant
S. no Response Number of respondents percentage
1 yes 84 84%
2 no 16 16%
3 Total 100 100%
INFERENCE:
 84% of the respondents said that questions asked in the interview are relevant
 16% of the respondents said they are not relevant.
Chart 9 Chart illustrates about the questions asked in the interview are relevant

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Tabl
e 10 Table illustrates that which type of recruitment is successful
S. no Response Number of respondents percentage
1 Advertisements 14 14%
2 Recruitment agencies 32 32%
3 Campus selection 26 26%
4 Promotion and transfer 28 28%
5 Total 100 100%
INFERENCE:
 14% of respondents feel that advertisements is successful type of recruitment
 32% of respondents feel that recruitment of agencies.
 26% of respondents feel that campus placements is successful type of recruitment
 28% of respondents feel promotion and transfer is successful type of recruitment
FINDINGS
1) Majority (30%) of the employees are above 40 years age
2) Majority (38%) of the employees are between the age group of 5-10yrs of experience.
3) Majority (60%) of the respondents got into the organization through advertisements
4) Majority (54%) of the employees felt that experienced employees are best suited for
the organization

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5) Majority (46%) of the employees said organization expects experienced candidate

during recruitment.
6) Majority (32%) of the employee were highly satisfied with various stages in
recruitment.
7) Majority(32%) of the employee felt that cost is advantage of online recruitment
8) Majority (44%) of the employees that job security motivated them to take up job in
BFW
9) Majority (84%) of the employees said questions asked in the interview are relevant.
10) Majority (32%) of the employees said recruitment agencies are successful.
11) Majority (32%) of the respondents strongly agreed that campus recruitment is the
best mode of recruiting fresher.
12) Majority (84%) of the employees said proper reference check is made before joining
the company.
13) Majority (92%) of the employees said physical examinations are done before joining
the company.
14) Majority (40%) of the employees agreed that all the vacancies are informed to the
employees.
15) Majority (40%) of the respondents were satisfied with the working environment.
16) Majority (80%) of the respondents think there is career growth in BFW
17) Majority (70%) of the respondents said there is frequent recruitment of employees in
the organization
18) Majority (80%) of the respondents feel that recruitment as an important in the
development of an organization
19) Majority(60%) of the respondents said recruitment policy is excellent
20) Majority(40%) of the respondents said that it is long
21) Majority(60%) of the respondents said there are 1-3 rounds for interview

SUGGESTIONS
1) Extension of campus recruitment program

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2) Proper reference check should be made before joining a candidate as an employee

to the company.
3) Realistic job-preview and job-compatibility questionnaire will help to minimize
employee turnover
4) Efforts to enhance the training given after post-recruitment by applying
CONCLUSION
To sum up the recruitment process followed in the company was satisfactory. The post
recruitment process was also found to be effective.
The employees of the organization were satisfied with the packages and benefits. BFW is
offering opportunities to improve the career of their employees.
Thus the process was satisfactory. The quality of recruiting the right person for the right job can
pave the way for organizational growth.
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25. Pothumani, S., Hameed Hussain, J., A novel economic framework for cloud and grid
computing, International Journal of Pure and Applied Mathematics, V-116, I-13 Special
Issue, PP-5-8, 2017
26. Pothumani, S., Hameed Hussain, J., A novel method to manage network requirements,
International Journal of Pure and Applied Mathematics, V-116, I-13 Special Issue, PP-9-
15, 2017
27. Pradeep, R., Vikram, C.J., Naveenchandran, P., Experimental evaluation and finite
element analysis of composite leaf spring for automotive vehicle, Middle - East Journal
of Scientific Research, V-17, I-12, PP-1760-1763, 2013
28. Prakash, S., Jayalakshmi, V., Power quality improvement using matrix converter,
International Journal of Pure and Applied Mathematics, V-116, I-19 Special Issue, PP-
95-98, 2017
29. Prakash, S., Jayalakshmi, V., Power quality analysis & power system study in high
voltage systems, International Journal of Pure and Applied Mathematics, V-116, I-19
Special Issue, PP-47-52, 2017
30. Prakash, S., Sherine, S., Control of BLDC motor powered electric vehicle using indirect
vector control and sliding mode observer, International Journal of Pure and Applied
Mathematics, V-116, I-19 Special Issue, PP-295-299, 2017
31. Prakesh, S., Sherine, S., Forecasting methodologies of solar resource and PV power for
smart grid energy management, International Journal of Pure and Applied Mathematics,
V-116, I-18 Special Issue, PP-313-317, 2017
32. Prasanna, D., Arulselvi, S., Decoupling smalltalk from rpcs in access points, International
Journal of Pure and Applied Mathematics, V-116, I-16 Special Issue, PP-1-4, 2017
33. Prasanna, D., Arulselvi, S., Exploring gigabit switches and journaling file systems,
International Journal of Pure and Applied Mathematics, V-116, I-16 Special Issue, PP-
13-17, 2017
34. Prasanna, D., Arulselvi, S., Collaborative configurations for wireless sensor networks
systems, International Journal of Pure and Applied Mathematics, V-116, I-15 Special
Issue, PP-577-581, 2017
35. Priya, N., Anuradha, C., Kavitha, R., Li-Fi science transmission of knowledge by way of
light, International Journal of Pure and Applied Mathematics, V-116, I-9 Special Issue,
PP-285-290, 2017
36. Priya, N., Pothumani, S., Kavitha, R., Merging of e-commerce and e-market-a novel
approach, International Journal of Pure and Applied Mathematics, V-116, I-9 Special
Issue, PP-313-316, 2017
37. Raj, R.M., Karthik, B., Effective demining based on statistical modeling for detecting
thermal infrared, International Journal of Pure and Applied Mathematics, V-116, I-20
Special Issue, PP-273-276, 2017
38. Raj, R.M., Karthik, B., Energy sag mitigation for chopper, International Journal of Pure
and Applied Mathematics, V-116, I-20 Special Issue, PP-267-270, 2017
39. Raj, R.M., Karthik, B., Efficient survey in CDMA system on the basis of error revealing,
International Journal of Pure and Applied Mathematics, V-116, I-20 Special Issue, PP-
279-281, 2017

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International Journal of Pure and Applied Mathematics Special Issue

40. Rajasulochana, P., Krishnamoorthy, P., Ramesh Babu, P., Datta, R., Innovative business
modeling towards sustainable E-Health applications, International Journal of Pharmacy
and Technology, V-4, I-4, PP-4898-4904, 2012
41. Rama, A., Nalini, C., Shanthi, E., An iris based authentication system by eye localization,
International Journal of Pharmacy and Technology, V-8, I-4, PP-23973-23980, 2016
42. Rama, A., Nalini, C., Shanthi, E., Effective collaborative target tracking in wireless
sensor networks, International Journal of Pharmacy and Technology, V-8, I-4, PP-23981-
23986, 2016
43. Pradeep, R., Vikram, C.J., Naveenchandra, P., Experimental evaluation and finite
element analysis of composite leaf spring for automotive vehicle, Middle - East Journal
of Scientific Research, V-12, I-12, PP-1750-1753, 2012
44. Ramamoorthy, R., Kanagasabai, V., Irshad Khan, S., Budget and budgetary control,
International Journal of Pure and Applied Mathematics, V-116, I-20 Special Issue, PP-
189-191, 2017
45. Ramamoorthy, R., Kanagasabai, V., Jivandan, S., A study on training and development
process at Vantec Logistics India Pvt Ltd, International Journal of Pure and Applied
Mathematics, V-116, I-14 Special Issue, PP-201-207, 2017

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