HRM Practices in SCB UBL and Citi Bank

1.
0 Introduction:
To enhance the knowledge an to make the students practical Lahore School of
economics has made thesis research a compulsory part of the bachelors degree. I will be
conducting research on Human resource management focusing the recruitment policies
procedures and practices that are being implemented in Standard Chartered, CITI Bank
and United Bank Limited.
The objectives of this study are to identify general practices that Banks in Pakistan use to
recruit the employees. This study also aims to determine which recruitment policies and
practices are most effective. Determine how the recruitment policies and practices affect
organizational outcomes.
For recruiting managerial/professional candidates, the Internet is the most popular

advertising medium used by organizations. Organizations also regularly utilize internal
resources (e.g., internal job postings and employee referrals) when recruiting both
internal and external candidates. Different kinds of agencies are used to recruit for
positions at different levels. Temporary and government agencies are used mainly to
recruit non-management candidates. Employment agencies, colleges, and professional
organizations are used more often to recruit managerial/professional candidates.
Organizations with the most effective selection systems were more likely to use the
practices such as, behavior-based interviews, training and experience evaluations, ability
tests, and biographical data. Organizations with highly effective selection systems
experienced higher business outcomes (i.e., financial performance, quality of products
and services, productivity, and customer satisfaction) and employee outcomes (i.e.,
employee satisfaction and retention of quality employees) than those with ineffective
selection
systems.
2008 Hussain Raza , Lahore School Of Economics
The study of this proposal highlights the effects of recruitment, how it affects sales and
the final output of the organization and whether better recruitment policies would lead the
organization to achieve economies of scale.
1.1 Background:
In the Banking sector the success or the failure mainly results on the performance
of employees. The better the performance of the employee the better will be the output.
The HR department of the banks keeps on looking for the person who they think is
suitable for their job.
Recruitment is a part of Human Resource Management and no organization can
progress without proper Human Resource Practices. Recruitment refers to the process of
finding right people for the right job or function. Recruitment polices and practices refer
that how that person should be hired and are followed and carried out by the recruiters or
the HR managers. Procedures refers that through which channel the policies and practices
are implement, how the policies are implement and what ways should be adopted to carry
out the human resources practices.
Recruitment is the process of identifying and attracting potential candidates from within
and outside an organization to begin evaluating them for future employment. Once
candidates
are identified, an organization can begin the selection process.
This includes collecting, measuring, and evaluating information about candidates

qualifications for specified positions. Organizations use these processes to increase the
likelihood of hiring individuals who possess the right skills and abilities to be successful
at
their
jobs.
Todays tight labor market is making it more difficult for organizations to find, recruit,
and select talented people. The competition for talent is intensifying, as there are fewer
qualified applicants available. This shortage of applicants makes it all the more important
for organizations to be able to effectively attract, select, and retain quality candidates.
1.2 Objectives:
Standard charted and CITI bank are one of the leading international banks where as
United Bank was previously owned by the Government of Pakistan and later on due to
the privatization the bank is owned by some private company.
Objectives of the study are to:
compare the recruitment polices of the three banks
Determine who is actually following the policies in a manner to get the maximum
benefits.
Determine the policies and criteria regarding the hiring of experienced people and
fresh graduate students.
The study of this proposal highlights the effects of recruitment, how it affects the
final output of Standard Chartered, CITI Bank and United Bank Limited and whether
better recruitment policies would lead the organization to achieve the maximum benefits.
1.3 SCOPE:
This work will cover the recruitment policies, procedures and practices in Standard
Chartered , CITI Bank and United Bank Limited, the implementation and the factors that
effects the recruitment polices and procedures.
The scope of this work is to analyze the HR recruitment policies in order to know their
implementation with in Standard Charted, CITI Bank and United Bank Limited. Also to
explore the factors that effect the recruitment polices.
This research work will be conducted in a way to get the maximum knowledge about the
main recruitment procedures that are being followed by the banks i.e. Standard charted,
CITI bank and United bank limited. The human resource department of these banks will
be examined and studied for the analysis; surveys will be conducted from the resource
department personals as well from the employees through questioners or interviews to get
the required data.
1.4 Justification:
This research study will help in understanding the recruitment polices of banks and will
explain the practices and procedures carried out by the Banks. For the students this
research study will become a secondary data and will help in understanding the
recruitment system of banks in Pakistan
1.5 Problem Definition & Development
The topic under study is Recruitment Policies and procedures. This study shall seek to
explore the traditional model of recruitment practice, which deals with selection design &
validation, job analysis, competency models, reliability, validity and utility.
To conduct this study questionnaires need to be filled and a field research needs to be
conducted in order to find out what different policies organizations pursue in hiring their
employees.
After this, we will do hypothesis testing where our dependent variable is selection of
candidates and the independent variables are age, gender, race, work experience,
educational level, educational institution, previous on-job training, leadership qualities,
attitude, commitment, and job application.
The problems which can be faced
Do the recruitment policies procedures and practices play an important function

with in Standard Chartered, CITI Bank and United Bank Limited?
Are these Policies properly implemented with in these Banks?
Do the procedures that has been followed by these banks are in accordance with
the policies?
Is there any role of gender discrimination?
Is there a role of biasness of managers in the recruitment?
Does the recruitment Policy give equal opportunity to every person?
1.6 Questions for Managers

1.
What are the effects of the recruitment of a particular candidate for a proposed
job?
2.
Does effective recruitment affect sales and the final output of the organization?
3.
Whether better recruitment policies would lead the organization to achieve

economies of scale.
4.
Does effective recruitment mean equal opportunities for all applicants?
5.
How can managers ensure effective recruitment procedures?
2.0 Variable Identification:

Dependent variable:
Recruitment polices procedures and practices.
Independent Variables:
Gender
Biasness
Managers
Hiring Cost
Outsourcing
Advertisement
Reactively Hiring
Quality and quantity of skilled people
Human resource practices of industry
3.0 Definition of Variables:

Gender:
Gender states the recruitment of male and female
Biasness:
The hiring of any candidate on personal favor and carrying out any policy according to
own interest.
Managers:
Those people who carry out the recruitment policies, procedures and practices.
Hiring Cost:
The cost that arises in hiring the employees
Advertisement:
The source through which the organization informs the people about its job and
requirement.
Out Sourcing:
The recruitment of employees through recruiting agents or companies outside the
organization.
Reactively Hiring:
Hiring of employees according to the situation.
Quality and Quantity of skilled Labor:
The availability of skilled labor in excess quantity produced by the different institutions
and universities.
3.1 Theoretical Framework:
Biasness
Managers
Human Resource
Practices Of
Industry
Gender
Quality and
Quantity
of skilled
people
Recruitment policies
Procedures and
practices
Interviews
Outsourcing
HR manuals
In sourcing
Reactively Hiring
4.0 LITRATURE REVIEW:

DR. John Sulivan discussed the top trends and tips that are being applied today in
his article Best recruiting Practices to Copy. The article discussed the different
recruitment polices applied by the HR heads of the world leading companies e.g.
Starbucks HR head demonstrates that the recruiting organizations can prepare for the
future by identifying statistical correlations between external environment. Some
organizations use simulations to both recruit and train employees. College recruitment is
also a fine practice.
The article to outsource or not to outsource discuses both the points of
outsourcing and hiring the employees by the organization itself. The outsourcing
recruitment responsibilities of reasons of expertise, specialism, access to thousand of
quality candidates whereas in house recruitment benefits in a way that outside recruiters
are unable to portray the culture and values of the company.
Dr. Ishrat Husain the former Governor of SBP states in his article that structural
reforms in the banking industry have brought about some unintended consequences that
are creating serious pressures on the future growth of the industry. What can be done to
smoothen this transition and enhance the requisite supply of skills? The starting stage is
the quality and quantity of student intake into our universities, professional colleges and
institutes, along with strong accreditation bodies.
The recruitment practices initiated by SBP several years ago have been adapted by almost
all the banks and are becoming industry-wide standard practices. Post-entry training is
also catching on rapidly but the efforts of individual banks should be supplanted by a
collective effort of Pakistan Banks Association (PBA) and the Institute of Bankers,
Pakistan (IBP) to develop standardized curriculum, approved list of trainers, pedagogical
tools, testing methodology, and minimum acceptable grading system. There is overall
shortage of trainers in these areas, the PBA and IBP should enter into strategic alliances
or joint ventures with foreign and international banks or training institutions
He says that I have mostly relied upon the examples of banking industry as I am more
familiar with the developments there. If it is not happening, then I will urge the
universities, institutes, industry associations to work together and test this model, adapt it
and apply it widely and in a systematic manner..
The article Recruitment ,a constant challenge written by Jones W. states that
finding and hiring competent, capable and quality staff is a constant challenge facing
large, medium and small businesses. Many companies find that it is even tougher today
for to compete for talent and that as a result, many hire new staff quickly just to have
somebody fill a position. This often leads to the expensive consequences of a bad hire workplace disruption, lost productivity, increased stress, and deceased morale. In
addition, firing a "bad hire" creates workplace anxiety and legal and personal
complications and expenses.
To make the best hiring choice, companies must make a commitment to the importance of
the hiring process, instead of rushing through it. Creating Recruitment Policies is the first
step. Companies who develop common-sense recruitment policies are the most effective
at identifying, attracting and retaining quality employees. However, few companies and
recruiters have policies in place that address issues surrounding effective recruitment. The
Recruitment Policy Package will help your company develop sound policies that will
help eliminate expensive errors of judgment and procedure.
As organizations begin to recognize the importance of effective recruitment to the bottom
line, the need for clear and concise policies that outline how new staff are treated become
paramount. High orientation, recruitment and turnover costs can be avoided if all new
staff is treated equitably. Constantly hiring new staff hinders production which in turn
hurts the bottom line. This can easily be avoided if new employees are hired using the
same criteria and if they know how they will be treated as new employees. A solid
recruitment strategy reduces turnover and training and their associated costs which in turn
create a loyal and skilled staff, increasing productivity & profits.
While it is difficult to determine the exact cost of hiring a new employee, research in this
area estimates that it costs the average company between $8,000 and $12,000 to hire and
train each new employee. This expense cannot be ignored as these costs directly impact
the company's productivity and the bottom line. Hiring the right person the first time will
help reduce the number of new staff your company has to hire and train, thereby reducing
overall operating costs.
Hiring a bad employee can be deadly, especially in small-medium sized companies. They
can tie the company up for months because management is afraid to do anything for fear
of a lawsuit, but at the same time, the company's needs are not being met. Avoid this
situation by developing and implementing effective Recruitment Policies. Consistent
application of your hiring process will ensure you minimize bad hiring decisions.
The article The importance of recruitment and selection process for sustainability of
total quality management by Sohel ahmed and Roger G. Schroeder. In this article
management literature discusses that the behavioral traits of employees can play an
important role in the success of total quality management (TQM). However, little
empirical research exists in this regard. Using an international dataset, the present study
investigates: the impact of quality management practices on plant competitiveness; and
the moderating effect of an employee selection process on the relationship between
quality management practices and plant competitiveness. Results show that quality
management practices positively impact plant competitiveness. Furthermore, the
behavioral traits of employees seem to have a significant impact on the effectiveness of
quality management practices. This implies that managers should pay close attention to
prospective employees behavioral traits and their fit with the TQM philosophy.
Managers should not limit their attention to potential employees technical skills.
The article Selecting your team: how to find the right people by Alison Jago. This
article emphasizes that the success of the library/information service is largely dependent
on the ability of the manager to select the right people to make up the team. Stresses that
recruitment and selection of staff is a professional skill, essential to the portfolio of
management skills required by the library/information specialist at senior level.
Recommends practical training in interviewing and selection. Suggests that when a
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vacancy occurs allow time to think before taking action and consider all the options
available. A job description is essential and forms the basis of the recruitment process.
The person specification is based on the job description and outlines the qualifications,
professional expertise, and other attributes required by the person to do the job.
Concludes with a summary of key points.
The article is Issues in recruitment strategies: an economic perspective by Giovanni

Russo, Piet Rietveld, Peter Nijkamp, and Cees Gorter. In the last two decades the
economic literature has devoted significant attention to the mechanisms behind firms'
recruitment strategies as a possible way of reducing (un)employment problems. At the
work floor many efforts have also been made by firms to develop strategies that both
alleviate conflicts with employees and at the same time lead to acceptable levels of
productivity. This effort has resulted in the broad acceptance of the personnel
management function in the firm. Examines how successful this approach has been by
focusing on the gap between practice and theory in recruitment, by investigating the
extent to which and the way in which experiences and findings from actual recruitment
(personnel management) have been incorporated in economic theory. Gives an overview
of findings on recruitment and selection strategies of firms, with a particular emphasis on
economic motives.
This article Recruiting executives in business: an organizational and conceptual

perspective by Francesca Spinelli Souza and Jay J. Zajas. Explores the dimensions of
recruiting executives from an organizational and conceptual perspective. Discusses
several key topics such as selecting team players, internal and external recruitment and
identifying career requirements. Also deals with identifying and fostering organization
values, and the selection interview.
With the increased competition and international demands of a changing market, business
executives face formidable challenges in the 1990s. Today's executive must be capable of
11
responding to the greater requirements for increased productivity, innovation, leadership,

and managerial adaptability. Companies, to remain competitive, must be able to attract
and retain the most qualified leaders and employees. In the search for top quality
executive candidates, critical decisions are made that ensure a good fit is achieved
between
finalist
and
the
organization.
This article explores the dimensions of recruiting from an organizational and conceptual
perspective to highlight the tremendous impact executive recruitment has on an
organization's success or failure. Examples are provided to illustrate the importance of
key factors in the recruitment decision-making process.
This article is Recruiting and developing female managers for international

assignments by Margaret Linehan and James S. Walsh. One of the most significant
features of the global labor market in the last half of the twentieth century has been the
increasing labor force participation rate of women. It is evident from the extant research
that women are not progressing to senior international management positions at
comparable rates to their male counterparts. Previous research has estimated that only 3
percent of expatriate managers are women. This paper argues that female international
managers have to overcome overt and covert barriers in their home organizations before
being developed for international assignments. Based on an extensive empirical research
study conducted with senior female international managers in a European context, the
findings suggest that organizations may have to review their organizational policies in
relation to the recruitment, selection, training and development of international managers
if they want to have the best people to represent their companies overseas.
In particular, the paper focuses on some of the barriers in relation to recruitment,
selection, training and development faced by female managers in preparation for
international assignments in a wide range of industry and service sectors throughout
Europe.
12
This article is Discrimination in interviews by David Marshall. The purpose of this

paper is to examine what questions the potential employer may and may not ask in an
interview.
Contrasts the behavior of Sir Alan Sugar, on the television program The Apprentice, with
how interviewers should behave in more normal circumstances. Highlights the value of
training to help to ensure that this happens.
Reveals that online training can help to keep employees up to date with the latest changes
in the law. People can access just-in-time learning in their own way, and concentrate on
the topics of most interest or value to them. They can find out answers discreetly, without
losing face in front of their peers in a classroom.
Underlines that legal provisions often reinforce what organizations should be doing
anyway, in the interests of good HR practice. Provides clarity on an often-misunderstood
area of the law.
This article Better than Brand X, Brand image plays an important role in the recruitment
and retention of staff Reviews the latest management developments across the globe and
pinpoints practical implications from cutting-edge research and case studies.
This briefing is prepared by an independent writer who adds their own impartial
comments and places the articles in context.
Attracting customers is not the only way in which brand images can benefit corporations.
In a competitive job market, firms need to devise strategies for recruiting the best
potential employees. It makes sense. Without excellent staff, companies can't create
excellence in any other area. One way of doing this is to develop a strong employer
brand. An employer brand provides job applicants with a realistic image of what it would
be like to work in a particular company. It encompasses all the factors that make the
13
company a good place to work. These might include: bright and cheerful office space, an
ethos of collaboration and team work, flexible working hours, crche facilities, or even an
excellent canteen! While these factors can't replace salary differentials, they can influence
employment choices.
Provides strategic insights and practical thinking that have influenced some of the world's
leading organizations.
The briefing saves busy executives and researchers hours of reading time by selecting
only the very best, most pertinent information and presenting it in a condensed and easyto-digest format.
This article Avoiding ageism at Coca-Cola Company initiatives earn Employer
Champion status by Catherine Webb. In this article describes how Coca-Cola
Enterprises has established forward-thinking, diverse anti-ageism policies in order to
comply with new UK legislation and achieve age positive employer champion status.
Outlines the steps the company followed in order to combat ageism in all its forms.
It also reveals that, over the last six months, 12 percent of the people the company has
recruited mostly on the sales side of the business are over the age of 40. Not only is
the business hiring more people across the age spectrum, but also potential candidates
view Coca-Cola Enterprises as an employer focused on skills, not age.
Deals with a topic that will become increasingly important in countries where the average
age of the workforce is increasing.
Highlights the fact that age diversity is not something that can be introduced to a
company overnight. It involves a complete change in culture, with a real understanding
from across the organization that it is an individual's skills and abilities that count, not his
or her age.
14
Coca-Cola Enterprises, the world's largest soft-drink bottler, has taken steps to ensure it
takes an anti-ageism standpoint and complies with laws banning age discrimination at
work that came into force in the UK earlier this year.
5.0
METHODOLOGY
5.1 Population
The research conducted is a qualitative research to find out the recruitment policies
procedures and practices of the three banks i.e. Citibank, standard chartered and united
bank towards increasing job satisfaction of their employees. People who belong to these
banks are considered as highly paid people. The employees of these three banks were
selected as the population to carry out the research that are the fully satisfied with the
recruitment policies of their banks and is there bank is following the policies in a proper
manner.
5.2 Sampling Frame
The sampling frame will be people from Lahore belonging to the upper, middle and
upper lower class and are currently working for the three banks i.e. citibank, standard
chartered and united bank. The major part of the sampling frame will be from the upper
and middle class because this is the major chunk of population who are banking
professionals.
5.3 Sampling Procedure
The sampling procedure used is convenient sampling and according to this sampling
technique all the people that roughly fit into my sampling frame and which belong to
these three banks under research were used to find out the most important variables that
effect the recruitment policies of the bank employees. The sample size was a total of 100
people who were currently working for the banking sector in Lahore. Total 400
questionnaires were distributed out of which I only received 100 filled questioners.
5.4 Data Collection procedure
15
The data collected is through Primary and secondary sources and through the
responses to the questionnaires conducted. Also, through the internet, published articles
and interviews. Hypothesis testing was applied on the data and summary of the testing is
also provided. Descriptive analysis of the data and frequency tables are also included in
the thesis. The sampling procedure used was convenient sampling and sample size was
six. The questionnaires were coded in SPSS and test were applied from SPSS .The thesis
includes ANOVAS, frequency tables, frequency tabular, descriptive and report
summaries. The qualitative research was basically a review from the internet sources,
books, and HR manuals.
16
Hypothesis:
Ho: Recruitment policies does not involve the gender discrimination

Ho: 1 = 0
H1: Recruitment policies involve the gender discrimination.

H1: 1 0
Ho: Banks are not following the proper procedure for policy implementation
Ho: 1 = 0
H1: Banks are following the proper procedure for policy implementation.
H1: 1 0
Ho: Recruitment practices are not conducted in accordance to the policies.

Ho: 1 = 0
H1: Recruitment policies are conducted in accordance to the policies.

H1: 1 0
17
6.0 RESULTS
The data that was collected is first analyzed and summarized in a readable and
interpretable form by using SPSS.
The structured and unstructured data was collected through questionnaires and personal
survey .I also used the data from internet, newspapers, and secondary data available in
different research papers that have been written before. The data was thoroughly
analyzed and quantified on the bases of the responses. The data is analyzed through
different statistical techniques such as cross tabulation, regression and frequency
distribution. The regression automatically included the chi-square and other related tests.
In regression satisfaction from the recruitment policies is taken as dependent and all the
other variables were taken as independent. By this we have got an idea about the impact
of these variables on job Recruitment policies.
Chi- square is used because most of the data that we are using is qualitative while some
of the data is qualitative.
Frequency distribution gave us the percentages of the employees who responded to the
questionnaires. This will help us in analyzing the data accurately.
18
Frequency Table
What is your age?
Valid
Cumulative
Percent
30.0
59.0
18-25
25-35
Frequency
30
29
Percent
30.0
29.0
Valid Percent
30.0
29.0
35-45
21
21.0
21.0
80.0
45 or above
20
20.0
20.0
100.0
100
100.0
100.0
Total
For charts, please refer to the Appendix table 1.1
The above question has been asked to know about the age of the candidate to find out in
what age he has started his job. The age also reflects the experience of a person and his
attitude towards the practical life. The result showed that 30 % of the people who were
employed are between the ages of 18-25 which shows that Banks are recruiting those
people which are in this age bracket as it is normally anticipated that young blood is more
passionate towards the achievement of the goals. Similarly the results showed that 29%
people were employed who are between the age of 25-30 and usually People between the
age brackets 45 or above are those people who have experience and are on the higher
posts.
What is your Gender?
Valid
Male
Female
Total
Frequency
56
44
Percent
56.0
44.0
Valid Percent
56.0
44.0
100
100.0
100.0
Cumulative
Percent
56.0
100.0
19
This question is asked just to know about the ratio of male and female and according to
the results the ratio is 56 % to 44%. Showing that the past trends are changed in which
males were dominated and females were on the side lines. Now banks are hiring the
employees on the bases of there abilities not on their genders.
What describes your situation best before you took on the current job?
Frequency
Valid
Percent
Valid Percent
Cumulative
Percent
Non-Graduate without
relevant experience
Non-Graduate with
relevant experience
9.0
9.0
9.0
12
12.0
12.0
21.0
Fresh Graduate
13
13.0
13.0
34.0
Graduate with relevant

experience
35
35.0
35.0
69.0
Postgraduate with
relevant experience
24
24.0
24.0
93.0
7.0
7.0
100.0
100
100.0
100.0
Postgraduate without
relevant experience
Total
Results showed that 35 % people were those who were graduated and they have the
relevant experience in there particular field Where as 24% people were those who were
post graduate with relevant experience. Banks are in search of those people who are
highly qualified with relevant experience.
How did you hear about your current job?

Frequency
Valid
Newspaper
Advertisement
Web Advertisement
Percent
Valid Percent
Cumulative
Percent
42
42.0
42.0
42.0
56.0
14
14.0
14.0
University Career Fair
12
12.0
12.0
68.0
Employment Agencies
32
32.0
32.0
100.0
100
100.0
100.0
Total
20
Newspaper and employment agencies are the most active medium of providing
information to people. The results showed that 42 % people came to know about the jobs
through the newspaper and 32 % through the employment agencies. Employment
agencies also do head hunting to find out the right personal for their client organizations.
Were you asked to sit through a qualifying exam before you were
interviewed for the current job?
Valid
Yes
no
Total
Frequency
37
63
Percent
37.0
63.0
Valid Percent
37.0
63.0
100
100.0
100.0
Cumulative
Percent
37.0
100.0
Polices are need to be followed in order to achieve the goals of the organizations.
Qualifying exams shows the analytical abilities of a candidate. According to the results
only 33% of the employees went through the qualifying exams. In banking sector
qualifying exam is usually only for those people who are freshly graduates or entering
into the banking industry. So 63% people said they did not had any qualifying exam
while going through the recruitment process of this organization as they were already into
the banking industry and most of them had the experience of certain years.
How long did the recruitment process take?
Valid
three Weeks
Four Weeks or above
Total
Frequency
28
72
Percent
28.0
72.0
Valid Percent
28.0
72.0
100
100.0
100.0
Cumulative
Percent
28.0
100.0
Normally the recruitment process of any firms requires 4 or more weeks and the results of
the survey confirmed that 72% people said that it took them 4 or more weeks.
21
During the recruitment process, how many times were you interviewed?
Valid
Once
twice
Frequency
63
32
Percent
63.0
32.0
Valid Percent
63.0
32.0
Cumulative
Percent
63.0
95.0
thrice
5.0
5.0
100.0
100
100.0
100.0
Total
Most of the employees said that they went trough the interview once. Infect every one
agreed that they had gone through the interview process. Interviews are conducted to find
out the personality of the candidate. This question was asked to know about how the
banks are implementing the policies and what kind of procedures they are adopting to go
though the proper recruitment procedures.
How many of these interviews included a panel of two or more

interviewees?
Valid
Cumulative
Percent
77.0
90.0
Frequency
77
13
Percent
77.0
13.0
Valid Percent
77.0
13.0
Three
1.0
1.0
91.0
none
9.0
9.0
100.0
Total
100
100.0
100.0
one
Two
Most of the people said they only went through the interview once and this interview was
conducted by a panel. The percentage of this category was 77 %there were 9 people who
22
said that they never went through any panel interview. There was only one person who
said that he went trough the paneled interview three times as for the job he was applying
was of a very higher scale and for that organizations carry out interview to find out each
and every aspect of a person.
Have you felt any gender discrimination during the recruitment process?
Valid
Yes
No
Total
Frequency
20
80
Percent
20.0
80.0
Valid Percent
20.0
80.0
100
100.0
100.0
Cumulative
Percent
20.0
100.0
The recruitment polices do not involve the gender discrimination. They want the right
person who ever he is. 80 percent of the people said that they did not feel any gender
discrimination and those who said that they felt the gender discrimination were mostly
those people who applied for the jobs of personal secretaries or receptionists.
Have you been provided with any on-job training on the current job?
Valid
Yes
No
Total
Frequency
84
16
Percent
84.0
16.0
Valid Percent
84.0
16.0
100
100.0
100.0
Cumulative
Percent
84.0
100.0
Every organization has its own setup and its methods of doing work. This is not possible
for the new employee to start working efficiently after joining the firm. Training is
required to know about the system. Most of the employees said that they were provided
on job training which actually helped them out to work efficiently.
Do you think that the bank is following the policies in a proper way?
Valid
Somewhat Disagree
Frequency
8
Percent
8.0
Valid Percent
8.0
Cumulative
Percent
8.0
23
disagree
1.0
1.0
9.0
agree
56
56.0
56.0
65.0
Somewhat agree
15
15.0
15.0
80.0
Strongly Agree
20
20.0
20.0
100.0
100
100.0
100.0
Total
Around 56% employees agreed that the organization is following the policies in a proper
manner as they went through certain stages which depicts the policies. There were only 8
persons who were somewhat disagree with it but they were the low level employees who
were not satisfied with their jobs.
Are you satisfied with your organizations current recruitment policies?
Valid
Highly Satisfied
Satisfied
Neutral
Strongly Dissatisfied
Total
Frequency
29
54
Percent
29.0
54.0
Valid Percent
29.0
54.0
Cumulative
Percent
29.0
83.0
16
16.0
16.0
99.0
100.0
1.0
1.0
100
100.0
100.0
When things go according to the expectations of a person he is always satisfied but in

case of relation between the organization and its employees the degree of satisfaction
varies. If the things are going according to the policies and the procedures no one will be
able to make any objections and comments. As the banks were following the policies in a
proper way most of the employees were satisfied with the recruitment policies and
procedures 54 % of the sample population was satisfied with the recruitment polices and
16 people were neutral as they were neither satisfied nor dissatisfied. There was only one
person who was not satisfied with the recruitment policies of his organization.
24
CROSSTABULATION
Cross tab # 1
Case Processing Summary
Cases
Valid
N
Do you think that the bank
is following the policies in a
proper way? * How many of
these interviews included a
panel of two or more
interviewees?
Missing
Percent
100
100.0%
Total
Percent
.0%
Percent
100
100.0%
Do you think that the bank is following the policies in a proper way? * How many of these interviews
included a panel of two or more interviewees? Cross tabulation
How many of these interviews included a panel of
two or more interviewees?
one
Do you think that the
bank is following the
policies in a proper
way?
Total
Somewhat Disagree
disagree
Two
Three
Total
none
one
8
0
0
1
0
0
0
0
8
1
agree
35
12
56
Somewhat agree
15
15
Strongly Agree
19
20
77
13
100
This cross tab was run between the question Do you think that the bank is following the policies in a
proper way
and How many of these interviews included a panel of two or more
interviewees?
The result shows that out of 77 people 35 agreed that Bank is following the policies in a
proper way and they were interviewed once during their recruitment process. The
25
majority agreed with the fact that banks do follow their policies where as only 8 person
disagreed with it. By concentrate looking at those 8 persons I found out that they are the
low level employees, which are not satisfied with their jobs.
Crosstab # 2
Cases
Valid
N
What describes your
situation best before you
took on the current job? *
What is your age?
Missing
Percent
100
100.0%
Total
Percent
0
.0%
Percent
100
100.0%
What describes your situation best before you took on the current job? * What is your age? Cross
tabulation
What is your age?

18-25
What describes
your situation
best before you
took on the
current job?
Total
Non-Graduate without
relevant experience
Non-Graduate with
relevant experience
Fresh Graduate
25-35
Total
35-45
45 or above
18-25
12
13
13
Graduate with relevant

experience
25
10
35
Postgraduate relevant
experience
19
24
Postgraduate without
relevant experience
30
29
21
20
100
This cross tab was run between the questions What describes your situation best before
you took on the current job and What is your age?
The result showed that out of 29 people 25 were Graduate with relevant experience and
there ages were between 25-35 were as there were 19 people with the age of 45 or above
26
were post graduate with relevant experience and one said post graduate with out relevant
experience.
Crosstab # 3
Cases
Valid
N
What is your age? * How
long did the recruitment
process take?
Missing
Percent
100
100.0%
Total
Percent
0
.0%
Percent
100
100.0%
What is your age? * How long did the recruitment process take? Cross tabulation
How long did the recruitment

process take?
Three Weeks
What is
your
age?
Four Weeks
or above
Total
Weeks
18-25
19
11
30
25-35
25
29
35-45
16
21
20
20
28
72
100
45 or above
Total
This cross tab was run between the questions What is your age? * How long did the
recruitment process take?
The results showed that 72 people said that it took four weeks or above and most of them
were between the age of 25-35. This showed that average recruitment process usually
take four or more week. There were 19 people who said that there recruitment process
took only three weeks and all those people were between the ages of 18-25.
27
Crosstab # 4
Cases
Valid
N
How long did the
recruitment process
take? * What describes
your situation best
before you took on the
current job?
Missing
Percent
100
100.0%
Total
Percent
.0%
Percent
100
100.0%
How long did the recruitment process take? * What describes your situation best before you took on
the current job? Cross tabulation
How long did the

recruitment process take?
Total
What describes your situation best before you took on the current job?
NonNonPostgradu
Graduate
Graduate
Graduate Postgradu
ate
without
with
with
ate with
without
relevant
relevant
Fresh
relevant
relevant
relevant
experienc experienc Gradua experien experienc experienc
e
e
te
ce
e
e
Total
three Weeks
10
28
Four Weeks or
above
35
24
72
12
13
35
24
100
This cross tab was run between the questions How long did the recruitment process take
and What describes your situation best before you took on the current job.
The results showed that graduates with relevant experiences consisted of 35 people and
they all said that it took four or more weeks for their recruitment process and none of
them said that it took those three weeks. Afterwards considering the postgraduates with
28
relevant experience with has a figure of 24 they also said that recruitment process took
four or above weeks.
Crosstab # 5
Cases
Valid
N
During the recruitment
process, how many times
were you interviewed? *
How many of these
interviews included a panel
of two or more
interviewees?
Missing
Percent
100
100.0%
Total
Percent
.0%
Percent
100
100.0%
During the recruitment process, how many times were you interviewed? * How many of these
interviews included a panel of two or more interviewees? Cross tabulation
Count
How many of these interviews included a panel of
two or more interviewees?
one
During the recruitment
process, how many times
were you interviewed?
Two
Three
none
Total
one
Once
twice
46
31
8
1
0
0
9
0
63
32
thrice
77
13
100
Total
This cross tab was run between the questions During the recruitment process, how
many times were you interviewed and how many of these interviews included a
panel of two or more interviewees
The results showed that 77 people gave one paneled interview out of which 46
people were interview once 31 people were interviewed twice. 13 people said a
panel twice out of which 8 gave two interviews interviewed them. 9 people said
that a single person never interviewed them neither in a panel.
29
Crosstab # 6
Cases
Valid
N
Have you been provided
with any on-job training
on the current job? * Are
you satisfied with your
organizations current
recruitment policies?
Missing
Percent
100
100.0%
Total
Percent
.0%
Percent
100
100.0%
Have you been provided with any on-job training on the current job? * Are you satisfied with your
organizations current recruitment policies? Cross tabulation
Are you satisfied with your organizations current

recruitment policies?
Highly
Satisfied
Have you been provided
with any on-job training
on the current job?
Total
Satisfied
Total
Strongly
Dissatisfied
Neutral
Highly
Satisfied
Yes
28
40
16
84
No
14
16
29
54
16
100
This cross tab was run between the questions Have you been provided with any on-job
training on the current job and Are you satisfied with your organizations current
recruitment policies
The results showed that 54 people were satisfied with there organizations recruitment
policies out of which 40 people said yes on being asked whether they were provided with
on job training or not and 14 people said no. There were 29 people who were highly
satisfied with there organization recruitment polices and 28 got on job training where as
only one employee said that he did not get any on job training.
30
Crosstab # 7
Cases
Valid
N
Are you satisfied with your
organizations current
recruitment policies? * Do
you think that the bank is
following the policies in a
proper way?
Missing
Percent
100
Total
Percent
100.0%
.0%
Percent
100
100.0%
Are you satisfied with your organizations current recruitment policies? * Do you think that the bank
is following the policies in a proper way? Cross tabulation
Do you think that the bank is following the policies in a
proper way?
Somewhat
Somewhat
Strongly
Disagree
disagree
agree
agree
Agree
Are you satisfied
with your
organizations
current recruitment
policies?
Total
Total
Somewhat
Disagree
Highly Satisfied
0
19
29
Satisfied
39
15
54
Neutral
16
Strongly
Dissatisfied
56
15
20
100
This cross tab was run between the questions Are you satisfied with your organizations
current recruitment policies and Do you think that the bank is following the policies in a
proper way?
There were 56 people who agreed that the banks are following the policies in a proper
way and out of which 39 people were satisfied with there recruitment polices 8 people
were neutral and 9 people were highly satisfied with the recruitment polices. 20 people
were strongly agreed that the banks are following the policies in a proper way and out of
which 19 people were highly satisfied with the policies.
31
Model Summary
Model
1
R R Square Adjusted R Std. Error

Square
of the
Estimate
.716
.712
.691
.5327
a: Predictors: (Constant), Have you been provided with any on-job training on the
current job?, How many of these interviews included a panel of two or more
interviewees?, Have you felt any gender discrimination during the recruitment process?,
During the recruitment process, how many times were you interviewed?, How long did
the recruitment process take?
ANOVA
Model
1 Regressio
n
Residual
Total
Sum of
Squares
23.532
df
22.421
45.953
79
84
Mean
Square
4.706
Sig.
16.583
.020
.284
a: Predictors: (Constant), Have you been provided with any on-job training on the
current job?, How many of these interviews included a panel of two or more
interviewees?, Have you felt any gender discrimination during the recruitment process?,
During the recruitment process, how many times were you interviewed?, How long did
the recruitment process take?
b: Dependent Variable: Are you satisfied with your organizations current recruitment
policies?
32
Coefficients
Unstandar
Standardiz
dized
ed
Coefficient
Coefficient
s
s
Model
B Std. Error
Beta
(Constant)
2.168
.660
How long
.204
.168
.127
did the
recruitmen
t process
take?
During the
.500
.104
.398
recruitmen
t process,
how many
times were
you
interviewe
d?
How many
.124
.080
-.150
of these
interviews
included a
panel of
two or
more
interviewe
es?
Have you
-.979
.149
-.565
felt any
gender
discriminat
ion during
the
recruitmen
t process?
Sig.
3.284
1.219
.022
.026
4.792
.030
-1.555
.024
-6.575
.040
Have you
.219
.108
.174
2.037
.015
been
provided
with any
on-job
training on
the current
job?
a Dependent Variable: Are you satisfied with your organizations current recruitment policies?
b: independent variables are How long did the recruitment process take? During the recruitment
process, how many times were you interviewed How many of these interviews included a panel of
33
two or more interviewees Have you felt any gender discrimination during the recruitment process?
Have you been provided with any on-job training on the current job.
Multiple regressions was run between the dependent and the independent variables
satisfaction from recruitment policies was taken as the dependent variable and was
independent variables are How long did the recruitment process take, interviews, paneled
interviews,
gender discrimination
on-job training on the current job
which were the
independent variables.
The R square came out to be 0.712 or 71% which shows that this much of data is
significant and the data is reliable and consistent. The significant value or the P-value of
the model came out to be 0.04 which is less than 0.05 which shows that there exists a
significant relationship between the dependent and the independent variables The
individual P-values of the independent variables:
The P-value of time taken by recruitment process and are you satisfied with the
recruitment policies came out to be 0.026 which shows a significant relationship between
the two variables and that the changes in salary would lead to a significant change in job
satisfaction.
The P-value of how many times u were interviewed and satisfaction with the recruitment
policies came out to be 0.03 which shows a significant relationship between the two
variables.
The P-value of paneled interview and satisfied with the recruitment policies came out to
be 0.024 which shows a significant relationship between the two variables and that the
increased in paneled interviews would lead to a significant change in satisfaction with
the recruitment policies .
The P-value of gender discrimination and satisfied with the recruitment policies came
out to be 0.040 which shows a significant relationship between the two variables and that
increase in gender discrimination would lead to a decrease in satisfaction with the
recruitment policies.
The P-value of on job training and satisfied with the recruitment policies came out to be
0.015 which shows a significant relationship between the two variables and that the
changes in training would lead to a significant change in satisfaction with the recruitment
policies.
34
The P-value of managers encouragement and job satisfaction came out to be 0.037 which
shows a significant relationship between the two variables and that increased managers
support would lead to a greater job satisfaction.
7.0 Conclusion
The results of the cross tabulation and regression show that the independent variables
such as time taken during recruitment process, interviews, paneled interviews, gender
discrimination, and on-job training all have a significant effect on the
recruitment
policies.
of the bank ,thus in order to keep the employees satisfied with the recruitment policies
procedures and practices there is a need to focus on HR policies and must incorporate a
proper mix of the above mentioned variables while preparing these policies.
It is evident from the study that these variables are incorporated in the banks under
consideration and are playing a vital role recruitment policies procedures and practices.
35
8.0 REFERENCES
www.Jstore.com
www.sbp.gov.pk
www.emeraldinsight.com
www.personneltoday.com
www.emeraldinsight.com/Insight/viewContainer.do?containerType=Issue
&containerId=14966
www.ere.net/2006/09/25/12-best-recruiting-practices-to-copy
www.cfo.com/article.cfm/2999345/c_3036063
www.boardsource.org/Spotlight.asp?ID=35.335
www.ecology.edu/iiee/total_quality_management.htm
www.emeraldinsight.com/Insight/viewContentItem.do?
contentType=Article&hdAction=lnkhtml&con...
36
W
h
a
tis
y
o
u
ra
g
e
?
APPENDIX A
Table 1.0
37
Table 1.2
W
h
a
tis
y
o
u
rG
e
n
d
r?
38
W
h
a
td
e
s
c
rib
e
s
y
o
u
rs
itu
a
io
n
b
e
s
tb
e
fo
ry
o
u
to
kn
th
e
c
u
re
n
tjo
b
?
Table 1.3
Table 1.4
39
A
re
y
o
u
s
a
tife
d
w
ith
y
o
u
rg
a
n
izto
n
s
c
u
re
n
tre
c
u
itm
e
n
tp
o
lic
e
s
?
40
W
e
ry
o
u
a
s
k
e
d
to
s
ith
ro
u
g
h
a
u
a
lify
g
a
m
b
e
fo
ry
o
u
w
e
rin
te
rv
iw
e
d
fo
rtq
h
e
c
rn
te
jx
o
?
Table 1.5
41
Table 1.6
H
o
w
ln
g
d
ith
e
rc
u
itm
e
n
tp
ro
c
e
sta
k
e
?
42
D
u
rin
g
th
e
rc
u
itm
e
n
tp
ro
c
e
s
,h
o
w
m
a
n
y
tim
e
s
w
e
ry
o
u
in
te
rv
iw
e
d
?
Table 1.7
43
H
o
w
m
a
n
y
o
fth
e
sin
te
rv
iw
s
in
c
lu
d
ea
p
n
e
lo
ftw
o
rm
o
re
in
te
rv
iw
e
s
?
Table 1.8
44
H
a
v
e
y
o
u
fe
lta
n
y
g
e
n
d
ris
c
rm
in
a
to
n
d
u
rin
g
th
e
rc
u
itm
e
n
tp
ro
c
e
s
?
Table 1.9
45
H
a
v
e
y
o
u
b
e
n
p
ro
v
id
ew
ith
a
n
y
o
n
-jb
tra
in
g
o
n
th
e
c
u
re
n
tjo
b
?
Table 2.0
46
D
o
yu
th
in
k
th
ath
e
b
a
n
k
is
fo
lw
in
g
th
e
p
o
lic
e
s
in
a
p
ro
e
rw
a
y
?
Table 2.1
47
A
re
y
o
u
s
a
tife
d
w
ith
y
o
u
rg
a
n
izto
n
s
c
u
re
n
tre
c
u
itm
e
n
tp
o
lic
e
s
?
Table 2.2
48
APENDIX B
Questionnaire
Name:_______________________
Organization:_____________________
Q.1: What is your age?

1) 18-25
2) 25-35
3) 35-45
4) 45 or above
Q.2: What is your Gender?
1) Male
2) Female
Q.3: What describes your situation best before you took on the current job?
Non-Graduate without relevant experience
Non-Graduate with relevant experience
Fresh Graduate
Graduate with relevant experience
Postgraduate without relevant experience
Postgraduate with relevant experience
Q.4: How did you hear about your current job?
Newspaper Advertisement
49
Web Advertisement
University Career Fair
Employment Agencies
Q.5: Were you asked to sit through a qualifying exam before you were interviewed for
the current job?
Yes
No
Q.6: How long did the recruitment process take?
One Week
Two Weeks
Three Weeks
Four Weeks or above
Q.7: During the recruitment process, how many times were you interviewed?
Once
Twice
Thrice
Q.8: How many of these interviews included a panel of two or more interviewees?
One
Two
Three
Q.9:Have you felt any gender discrimination during the recruitment process?
Yes
No
50
Q.10: Have you been provided with any on-job training on the current job?
Yes
No
Q.11: Do you think that the bank is following the policies in a proper way?
Somewhat Disagree
Disagree
Agree
Somewhat agree
Strongly Agree
Q.12: Are you satisfied with your organizations current recruitment policies?
Highly Satisfied
Satisfied
Neutral
Strongly Dissatisfied
51

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1.

For recruiting managerial/professional candidates, the Internet is the most popular

2008 Hussain Raza , Lahore School Of Economics

are identified, an organization can begin the selection process.

This includes collecting, measuring, and evaluating information about candidates

2008 Hussain Raza , Lahore School Of Economics

compare the recruitment polices of the three banks

2008 Hussain Raza , Lahore School Of Economics

Do the recruitment policies procedures and practices play an important function

Are these Policies properly implemented with in these Banks?

Is there any role of gender discrimination?

Is there a role of biasness of managers in the recruitment?

Does the recruitment Policy give equal opportunity to every person?

2008 Hussain Raza , Lahore School Of Economics

1.6 Questions for Managers

Whether better recruitment policies would lead the organization to achieve

Does effective recruitment mean equal opportunities for all applicants?

How can managers ensure effective recruitment procedures?

2.0 Variable Identification:

Quality and quantity of skilled people

Human resource practices of industry

2008 Hussain Raza , Lahore School Of Economics

3.0 Definition of Variables:

2008 Hussain Raza , Lahore School Of Economics

3.1 Theoretical Framework:

2008 Hussain Raza , Lahore School Of Economics

4.0 LITRATURE REVIEW:

2008 Hussain Raza , Lahore School Of Economics

2008 Hussain Raza , Lahore School Of Economics

2008 Hussain Raza , Lahore School Of Economics

The article is Issues in recruitment strategies: an economic perspective by Giovanni

This article Recruiting executives in business: an organizational and conceptual

2008 Hussain Raza , Lahore School Of Economics

responding to the greater requirements for increased productivity, innovation, leadership,

This article is Recruiting and developing female managers for international

2008 Hussain Raza , Lahore School Of Economics

This article is Discrimination in interviews by David Marshall. The purpose of this

2008 Hussain Raza , Lahore School Of Economics

2008 Hussain Raza , Lahore School Of Economics

2008 Hussain Raza , Lahore School Of Economics

2008 Hussain Raza , Lahore School Of Economics

Ho: Recruitment policies does not involve the gender discrimination

H1: Recruitment policies involve the gender discrimination.

Ho: Recruitment practices are not conducted in accordance to the policies.

H1: Recruitment policies are conducted in accordance to the policies.

2008 Hussain Raza , Lahore School Of Economics

2008 Hussain Raza , Lahore School Of Economics

For charts, please refer to the Appendix table 1.1

What is your Gender?

For charts, please refer to the Appendix table 1.2

2008 Hussain Raza , Lahore School Of Economics

Graduate with relevant

For charts, please refer to the Appendix table 1.3

How did you hear about your current job?

University Career Fair

2008 Hussain Raza , Lahore School Of Economics

For charts, please refer to the Appendix table 1.4

For charts, please refer to the Appendix table 1.5

How long did the recruitment process take?

For charts, please refer to the Appendix table 1.6

2008 Hussain Raza , Lahore School Of Economics

For charts, please refer to the Appendix table 1.7

How many of these interviews included a panel of two or more