Kathmandu University School of Management

Term Paper

on

Recruitment and Selection of Faculties

in
Kantipur Engineering College

Submitted by:
Dipesh Shrestha
(Roll: 19525)

Submitted to:
Dr. Tarak Bahadur KC
Visiting Professor, KUSOM

Course: Human Resource Decision

EMBA 2019
 Acknowledgement

I would like to express my sincere gratitude towards Dr. Tarak Bahadur KC for providing this
opportunity for a wonderful learning experience and also for his encouragement and
guidance. The term paper would not have been completed without his insight.

I would also like to thank all those directly or indirectly involved in preparation of this paper.
Also, I would like to thank all my friends of EMBA 2019 batch for constant encouragement
from discussions.

- Dipesh Shrestha

ii
 Acronyms

DISD: Dallas Independent School District

HoD: Head of Department

HRM : Human Resource Management

KEC: Kantipur Engineering College

iii
 Executive Summary

Human Resource Management (HRM) is very important function in any organization. Some
organizations have separate HR-Department while others manage HR functions from
available personnel. Whether or not the separate department exists for HRM, HR-function is
crucial and mandatory. Recruitment and selection are initial and very important aspects in
managing human resources. Efficient recruitment helps to develop the pool of potential
candidates where as efficient selection helps to choose the right person for job from the pool.

Kantipur Engineering College (KEC) conducts its HR-activities through its existing academic
departments and do not have specialized department for HRM. In regards of recruitment and
selection, as three departments conducts these HR activities separately, it is difficult to
maintain the consistency in the process. Further, KEC needs to bring improvements in its
HRM in order to increase its productivity and perform better.

Recruitment advertisements by KEC contain very limited information that may prevent
potential candidate from applying. It must be changed to include maximum relevant
information that could attract more potential candidates. More conveniently, necessary
information can be provided in website and the link to website in vacancy advertisement.
Transparency in the recruitment and selection process is to be maintained so as to gain the
trust of potential employees. Employee retention is another important aspect that KEC should
take seriously as it not only reduces financial burden of recruitment, selection, training and
development, but also improves organizational performance. Probably, it is difficult for
academic departments to efficiently handle HR issues as they already have loads of works in
their own domain. So, in order to conduct all the HR-aspects efficiently, it is highly
recommended to establish a separate department for HRM for KEC.

iv
 Table of Contents
Acknowledgement ................................................................................................................ ii

Acronyms ............................................................................................................................ iii

Executive Summary ............................................................................................................. iv

1 Introduction ................................................................................................................... 1

1.1 Human Resource Management (HRM) ................................................................... 1

1.2 Organization Introduction ....................................................................................... 1

1.2.1 Vision .............................................................................................................. 1

1.2.2 Mission ............................................................................................................ 2

1.2.3 Objectives ........................................................................................................ 2

1.3 Objective of this paper ............................................................................................ 2

1.4 Scope and Limitation .............................................................................................. 2

1.5 Methodology........................................................................................................... 3

1.6 Structure of the paper .............................................................................................. 3

2 Literature Review .......................................................................................................... 4

2.1 Literatures on Recruitment and Selection ................................................................ 5

3 Critical Assessment ....................................................................................................... 8

3.1 Recruitment and Selection at KEC .......................................................................... 8

4 Conclusion .................................................................................................................. 11

5 Recommendation:........................................................................................................ 12

5.1 Action plan for implementation of the recommendation: ....................................... 15

References .......................................................................................................................... 16

Appendix: ........................................................................................................................... 18

v
1 Introduction

1.1 Human Resource Management (HRM)

Humans or employees are the most important resource for any organization. The focus of
human resource management (HRM) is to manage people within the employer-employee
relationship (Stone, 1998). Recruitment and Selection of employees are the most important
tasks that HRM does. Recruitment is the process of attracting a pool of suitable applicants for
a vacant position and Selection is the process of choosing the best person for the job from the
pool of applicant (Dessler et. al.2004). There are several techniques that can be implemented
for the process of recruitment and selection.

In current context of extremely competitive global environment, the knowledge of all aspects
of management is not only important but also very essential. One of the important areas of
operation in management is Human Resource Management. Main functions of Human
Resources Management are acquiring human resources, maintaining them, developing them
and utilizing them such as conflict management, performance management, managing
compensation etc. HRM is resource centered which directs human resources and represents
appropriate culture and climate for the employees in the organizations. Out of all assets in an
organization, Human Resource is the most important and dominant which give companies the
edge over others. Thus, organizational management is buying commitment of employees by
successfully implementing motivation policies and principles (Graham & Bennett 1998).

1.2 Organization Introduction

Kantipur Engineering College (KEC) is one of the leading private engineering colleges in
Nepal. It has been providing engineering education since its establishment in 1998 AD. KEC
currently offers Bachelors’ of Engineering in Civil, Computer and Electronics Engineering to
around one thousand students in first to fourth year. With its growth, KEC family is
expanding day by day and currently it is providing employment to more than 100 full time
teachers and staffs. KEC has set following vision, mission and objectives :

1.2.1 Vision
Develop the college as a center of excellence for engineering education in Nepal and South-
East Asia.

1
1.2.2 Mission
KEC attempts to serve the people of Nepal in order to enhance the infrastructure development
of the country by imparting quality engineering education, carrying applied research and
producing competent engineering manpower.

1.2.3 Objectives
KEC has been established with the primary objectives to:

o Produce proficient, qualified and socially responsible engineering manpower required

to face the challenges of the country in the new millennium.

o Develop the college as a research and resource center so as to initiate research

activities to strengthen engineering potentialities and to solve problems related to the
areas of engineering in the country.

o Provide opportunities to the citizens of Nepal willing to get engineering education in

different fields at affordable cost.

o Launch different programs to integrate educational and developmental activities.

o Serve as a sustained center for imparting engineering education so as to update and

upgrade the existing engineering manpower.

1.3 Objective of this paper

As in every organization, human resources (teachers and staff) are most valuable assets of
KEC. It is the effort of all these employees that KEC is what it is now. Despite the increasing
number of employees, KEC does not have dedicated HR department to manage its human
resource. The objective of this paper is to highlight the importance of HRM in any
organization and to recommend HRM related improvements in KEC after critical analysis of
current status with primary focus on recruitment and selection aspects of HRM.

1.4 Scope and Limitation

Among several activities in Human Resource Management, this paper is mainly focused on
recruitment and selection of the faculties at KEC. Analysis of current scenario of the process
of recruitment and selection at KEC is done and research based recommendations are
presented. All the theoretical studies and researches presented in this paper also revolve
around the recruitment and selection aspects of HRM.

2
1.5 Methodology

The contents in this paper regarding current recruitment and selection process at KEC is
based on my personal observation and experience as a Senior Lecturer at KEC and the
discussions with some head of departments involved in recruitment and selection of the
faculties. These current practices are then compared with the theories of HRM related to
recruitment and selection through several literature reviews presented in Chapter 2. And
finally conclusion and recommendations are made on the basis of these comparisons.

1.6 Structure of the paper

This first chapter is basically the background and introduction of the topic and tries to justify
the topic. The second chapter reviews several earlier literatures where in several theoretical
ideas on HRM by the experts are presented. The third chapter- critical analysis presents the
difference between theory and the practice of recruitment and selection in KEC. This chapter
critically analyzes HRM at KEC in aspects of Recruitment and Selection. It also tries to
determine the reason for existence of such differences and discuss about ways to minimize
the gap. Fourth chapter concludes the paper and the fifth chapter present recommendations
for the improvement on HRM at KEC.

3
2 Literature Review

Human Resource Management includes several important activities like job analyses,
personnel planning, recruitment and selection of right people for the job, orientation, training
and development, manage compensations like salaries, benefits and incentives, employee
evaluation, dispute resolution, maintain employee relation etc. HRM is important in any
organization and without HRM they are bound to suffer from several problems while
managing their regular activities. That is why, companies must put huge effort and energy on
establishing effective and efficient HRM. Several researchers and experts have thoroughly
studied about the HRM and its importance in any organization.

Jucius, (1959) has defined human resources as- a whole consisting of inter-related,
interdependent and interacting physiological, psychological, sociological and ethical
components. According to Flippo, (1976) ― Personnel management, or say, human resource
management is the planning, organizing, directing and controlling of the procurement
development compensation integration, intendance, and separation of human resources to the
end that individual, organizational and social objectives a re-accomplished.

Several organizations give least priority to Human Resource Management. They do not
realize the need for HR department even if it has become very much necessary.
Entrepreneurs, CEOs, and HR professionals have variety of opinions regarding the need of
HR Department in an organization. Many experts advocates that the number of employees in
a company determines the need of separate HR Department. Several companies with fewer
number of employees (e.g. under 20) assume that they don‘t need an HR department.
According to Parameswari, (2015), size isn’t the only determining factor. Other aspects are
also to be considered, which are:
- The scope of HR services needed
- Whether requirements are limited to transactional services
- Are strategic services mandatory
- Will the department operate as a cost or profit center

Actually, HR functions are very important to any company, no matter how small or large.
These functions can either be done internally within the company or can be ousourced. Many
organizations finds it more convenient and cost effective to outsource transactional services
like payroll, tax, and benefits administration, while partnering with a strategic HR partner to
deliver high value consultation.

4
2.1 Literatures on Recruitment and Selection

According to Pounder and Young, (1996), the effective recruitment and selection is becoming
increasingly difficult and challenging. Many HRM researchers have argued that the survival
and success of an organization depends on how effectively the process of recruitment and
selection are practiced (Ofori & Aryeetey, 2011). From the HRM perspective the most crucial
HRM strategy for achieving organizational goals is recruitment and selection strategies as its
outcome is directly related to productivity of the organization. Recruitment and selection of
right person in terms of appropriate skills mix will lead to high productivity whereas
productivity will decrease if wrong person is selected and can even lead to failure of the
organizations (Compton, 2009 & Canton, 2004). Ployhart, (2006) has argued that the success
and failure of an organization depends on staffing but unfortunately the organizational
management and researches have not been able to understand its worth.

Due to the lack of absolute methodology for attracting, screening and finally finding the right
person for the right job in an organization, effective recruitment and selection has always
been one of a most pivotal for the organizations in the educational sector (Pounder, 1996).
How applicants perceive and react to the selection procedures have been the matter of interest
to several researchers. They have analyzed it in different perspectives, and among these a
dominant focus is- the fairness of selection procedures, that has an impact not only on the
organizations attractiveness (Bauer et al., 1998) but also on the applicants’ motivation
regarding a particular selection test (Chan et al., 1997). If an applicant is treated fairly then
he/she recommends the organization to others where as applicants who were not fairly treated
may go for litigation for their possible remedy (Bauer et al., (2001).

As per Vianen et al., (2004), making selection of an employee the situational judgment test
has higher rating as compare to the cognitive ability and personality test. It is argued that by
using technology in the field of recruitment and selection has many advantages and can
enhance the level of validity, acceptance and also will be able to bring efficiency in an
organizational recruitment and selection activities (Chan & Schmitt, 1997). Transparency is
regarded as a very critical aspect of the selection procedures by Van den Brink, at al., (2006).
Van Balen, (2001) argues that due to lack of transparency, greater number of female
candidates get qualified in open competitions as compared to male candidates. However,
according to Brink at al., (2006), female candidates can have greater probability of being
appointed if the selection committee consists of a significant number of female members.

5
Recruitment is defined as the process of searching the candidates for employment and
stimulating them to apply for jobs in the organization. The recruitment process includes job
requirement analysis, attracting potential candidates to that job, screening and selecting
applicants, hiring, and integrating the new employee to the organization. Recruitment is the
function done before the selection, which helps create a pool of potential candidates for the
job so that the management can select the right candidate for the right job from this pool.

According to Devi & Banu, (2014), recruitment process is designed to staff the organization
with the new employees, and it uses many different recruitment sources to attract the right
talent in the defined quality and within a defined time. The recruitment process has several
goals:
 Find the best talents for the vacancies
Organizations are fighting for the best talents in the job market. HR Recruiters need to
develop the competitive approaches to make the attractive job offers. The candidates
select the organization recognized to be modern and competitive. These aspects must
be reflected in the job advertisements and job offers.
 Manage the recruitment sources
Expensive employees do not always mean better employees, but the organization has
to manage the recruitment sources to attract the high quality job candidates.
 Run the internal recruitment process
In internal recruitment process, the managers have to allow their best employees to
take a new role within the organization. Here, the role of Human Resources is to
allow the best employees to rotate and to support the managers in developing the
successors.
 Building the strong HR Marketing platform
The large organization need to attract many university graduates. The graduates select
the company by the strength of the brand name on the job market and offered
opportunities in the organization. So, the organization has to build a positive brand
name, and it has to promote the job opportunities and excellent career paths.

Selection is defined as an organization activity “aimed at choosing people for the fulfilment
of jobs” (Abraham et al., 2014). According to Webster, (1988), Dallas Independent School
District (DISD) initiated teacher selection program designed ultimately to upgrade the quality
of public school education available to children of Dallas. DISD modified its teacher

6
selection procedures to include three quantifiable criteria in addition to traditional criteria for
hiring teachers. This resulted following 11 criteria for teacher selection procedures:
Traditional Criteria
1. An analysis of the employment application.
2. An analysis of the applicant's certification.
3. An analysis of the applicant's transcript.
4. An evaluation by the applicant's sending principal.
5. An evaluation by the applicant's cooperating teacher (if recent graduate).
6. An evaluation by the applicant's college supervisor (if recent graduate).
7. Recommendation by a district triethnic screening committee.
8. An analysis of the applicant's personal and professional references.
New criteria
9. A test of verbal and quantitative ability.
10. An essay response to a structured questionnaire.
11. Verbal response to a structured interview.
So basically, the traditional criteria were only documents (like certificates, transcripts and
recommendation letters) based whereas the new criteria involved the testing of the ability of
the candidates as well. The addition of these criteria seems to be very logical.

Further, Wede, (1996) conducts the detailed study to show the importance on demonstration
class in teacher selection process. The traditional interview may indicate that some have the
knowledge and experience; however, additional objective data can and should be collected.
Wede, (1996) argues that although interviews have been the most used selection tool, its
effectiveness has not been substantiated. Often times, due to unavailability of important
selection information and such information not being considered essential, administrators fail
to use them (Wise, Darling-Harnrnond, & Berry, 1987; Ackerson, 1977; and Brooks, 1967).
This could lead to a serious fault in selection process and hence the productivity of the
organization as well.

Classroom observation indicates the extent to which a candidate reveals appropriate and
adequate knowledge, interactive skills, and teaching strategies. In effect, professional
references can provide appraisals of past performance and classroom observation appraisals
of current performance. Because past and current performance are the best predictors of
future performance, these mechanisms may provide the most reliable and valid assessment of
how effectively candidates will teach. (Wise, Darling-Hammond & Berry, 1987).

7
3 Critical Assessment

From the review of the literature, we basically developed an idea about the theory behind the
recruitment and selection process. We will now move on to the current procedure for
recruitment and selection of faculties at KEC and critically assess them wit reference to the
theory.

3.1 Recruitment and Selection at KEC

At KEC, there is no separate department for HR Management. The process of recruitment

and selection is performed by respective department that needs to hire the new faculty. With
three academic departments namely- Science & Humanities, civil and Computer &
Electronics Department, the recruitment and selection process are carried out separately in
these three departments. Although, vacancy announcement will be common, the process
splits after the applicants are segregated according to the department.

Regarding the vacancy announcement, advertisement is posted in national daily, the college
website and an online educational site. Following is the sample of vacancy advertisement at
KEC:

8
Vacancy is announced as a part of recruitment process so as to increase the pool of best
candidates. We need to include maximum information possible regarding the job in the
vacancy (Devi & Banu, 2014) so that there would be no confusion to potential candidates and
maximum potential candidates get attracted. Although vacancy published by KEC includes
most information, it seems to miss important information like working hour, compensation
scheme, selection criteria and other benefits for the employees. If employee benefits are
included in vacancy then there is high chance in increase in number of potential candidates
and so best person for the job could be selected from the larger pool. These useful
information can also be provided in the website with the reference provided in the
advertisement.

After the applications are collected in digital form through college website, first level of
screening is performed by the department. Only candidates who meet the defined
requirements are passed through the screening process. The screening is mainly based on the
grades/percentage scored by the candidates and the university they have graduated from.
Sometimes, if there are too many applicants, the screening is performed relatively with other
candidates; i.e only top candidates are passed through the screening process. As there is no
defined rule for the screening process, most of the times it becomes like subjective to the
analysis of department personnel. Theoretically, the appropriate process of screening large
number of candidates should have been the written examination. There is no provision for
written examination in KEC probably because there are usually fewer numbers of total
applicants and vacancy is also required to be called almost every semester due to high faculty
turnover.

Saying so, we sense that KEC is not being able to manage its employees (faculties) properly.
Along with focus on improving recruitment and selection process, it should also work on
employee retention. As this paper focuses only on recruitment and selection, candidates
should get the sense of fairness in the process as suggested by Brink, at.al, (2006) or else it
would have direct negative impact on future job applications.

After screening for potential candidates, the applicants are called for interview. Interview is
used as selection tool to evaluate the knowledge of the candidate in the subject as well as to
assess their attitude toward job and college. Expert in particular subject area is called from
Institute of Engineering, Pulchowk Campus as one of the member of interview panel. Other
interview panel members shall be Principal, Vice Principal, Head of Department (HoD) and

9
Deputy HoD. Any candidates below threshold level in the interview evaluation are
immediately rejected. Other candidates are shortlisted on the basis of their performance in
interview. The interview marks of the candidates are kept confidential among the interview
panel. Wede, (1996) has questioned the effectiveness of interview alone as the selection tool
for a teacher, and suggested the use of demonstration class for selection. KEC also has a
similar view and uses demonstration class as a tool to evaluate the classroom related skills of
the candidates.

Basically, demonstration class is used to evaluate the presentation and communication skill of
the candidate. This tool is helpful to evaluate the aspects like how the candidate handles the
class, deliver the knowledge, answer the queries, manages the time etc. For the demonstration
class, candidates are required to deliver a lecture in particular pre-assigned topic. The
audiences in the demonstration class are Principal, Vice Principal, HoD, Deputy HoD and
other teachers from the department. Feedback is collected from everyone present in the class
and evaluation is done on the basis of this feedback. The evaluation marks from interview
and the demonstration class are added and candidate with highest point is referred for
selection by HoD to the Principal. If no other issues found, the referred candidates are
appointed as a full-time faculty of KEC by the Principal.

There is no mandatory requirement for recommendation letter from previous office or the
educational institute in recruitment and selection process. So, college cannot evaluate the past
performance of the candidates. As Wede, (1996) has very said that professional references
can provide appraisals of past performance and classroom observation appraisals of current
performance, KEC should also consider the reference letters seriously for the evaluation.

Current recruitment and selection process at KEC do follows standard procedures and skilled
faculties are being appointed so far following the process. But some improvements in the
process would make it even more robust and fruitful for the organization as well.

10
4 Conclusion

Recruitment and selection are very important aspects of HRM which is closely linked with
the success and failure of the organization. Every organization must take the process of
recruitment and selection seriously. The main goal of recruitment is to attract most potential
candidates for job and one way of doing so is the vacancy announcement with important
information about job and employee benefits. KEC seems to be unable to attract most
potential candidates through its current recruitment process.

Further in recruitment and selection process, despite using the best tools, lack of proper
transparency seems to have created distrust among candidates. This issue must be resolved
soon so as to maintain the reputation of the college. Due to the requirement for frequent
recruitment and selection, college is required to spend budget every semester for this purpose.
This is increasing financial burden to college, not just for recruitment and selection, but also
for training and development of its faculties. This indicates that college needs to seriously
think about retaining its faculties and reducing the turnover.

11
5 Recommendation:

KEC being one of the leading private engineering colleges of Nepal, it has been providing
quality education to engineering students since 1998. Despite being such reputed
organization, we have observed several HRM issues at KEC. Following are the improvement
areas mainly related to recruitment and selection aspects of HRM recommended for KEC.

 Establish separate department for Human Resource management

KEC has three academic departments and more than 100 employees (teaching and
non-teaching staffs). Current scenario seems to be quiet unmanaged as almost every
semester, each of the three departments separately goes through the process of
recruiting new faculties. There is even seen inconsistency in the selection process
followed by different departments. For example, one department conducts observation
class of candidates shortlisted from interview whereas other conducts interview and
observation class simultaneously. And, it is not assured that all newly appointed
faculties are of same competency as they go through different processes. As the
college is a single unit, its image to outsiders must also be single and this image
should be strong as well.
First, KEC must maintain consistency in selection process along with the
improvements in recruitment and selection procedures. Separate human resource
department will not only maintain consistency in process, but it will also help to
ensure standards of the processes and competency of the selected employees. This
separate department shall work in coordination with each department for the
recruitment of faculties for these departments. HRM Department shall be performing
all four major functions of HRM- acquiring, maintaining, developing and utilizing the
employees. This will also increase the efficiency of the organization in managing
human resources in all aspects.
 Attract more “Potential Candidates”
One of the major goals of recruitment is to create the pool of highly potential
candidates so that college could select the bests among them. If recruitment process
could not attract more candidates with high potential for the job, we cannot select the
right person no matter how efficient selection tool we use. Following can be done to
increase the number of potential candidates in the pool:
- Advertise correctly

12
 - Search for source
- Value Creation

Advertise correctly

The contents of current vacancy announcement are lacking some major elements
like employee Job description, compensation, benefits and working hours. Not
everyone likes to put extra effort to get the missing information and KEC could
miss several highly potential candidates as well.

So, KEC should advertise correctly by providing all the necessary information.
One example of good advertisement for vacancy of Lecturer at KEC could be:

Kantipur Engineering College announces application for full-time faculty in following

disciplines:
1. Computer Engineering
2. Electronics and Communication Engineering

Post: Lecturer
Job Requirement:
- Take lecture classes of bachelors’ level engineering students
- Maintain a good teaching-learning environment in class
- Evaluate the students by class performances and tests
- Report the class progress report to the department
Minimum Qualification: Master’s Degree in related area
Experience: 1 year Teaching Experience in any field
Salary: NPR 40,000-45,000 Monthly (including basic salary and allowances)
Leave Facility: Upto 24 days Paid Leave per year (pre-approval is mandatory)
Working Hours: Sunday to Thursday, 7:00AM to 3:15PM
Transportation facility available inside Kathmandu valley.

Interested candidates are required to submit their Application along with Cover
Letter and CV at vacancy@kec.edu.np
Apply before 20th Baishakh, 2076.

13
 Alternatively, the more easier and convenient way to reduce to advertisement
size could be to post all the detailed information regarding recruitment and
selection and the job itself in the website. The newspaper advertisement could
then refer to the website for more detail.
Search for source
Just giving advertisement in newspaper and online might not be enough. KEC
should investigate on the source where it could get best manpower. For
example KEC should create good network with some reputed
colleges/universities so as to gain information about their best graduates who
could be the right person for the job. Giving college presentations could also
increase the chances of finding right person for the job. It should also keep
close contact with its own past graduates who might be interested and could be
highly potential candidate for the job.

- Value Creation
The compensation and benefits must be attractive and should create value in
the market. No one would like to do the job with high work load and low pay
scale unless someone is really disparate just to get job. By offering a good
value for the job, more potential candidates will be attracted towards job
allowing the college to choose the right person for job.
 Maintain adequate transparency
Although, some level of confidentiality is important in selection process, KEC needs
to take extra care in maintaining adequate level of transparency. Candidates
dissatisfied with the selection process could discourage others to apply at KEC in
future. This will directly impact the future recruitment processes. KEC should
standardize and clearly mention how candidates are screened for interview, what
factors are assessed and how scores are provided in interview and observation class
and finally on what basis particular faculty is appointed.
 Work on Employee Retention
High faculty turnover has increased financial load related to Human Resource
Management. As more employees leave the organization, recruitment and selection
needs to be done frequently and new employees are to be trained as well. Also, this
will have negative impact on the organizational performance. So, KEC must work on

14
 employee retention which will reduce the pressure in recruitment and selection of
faculties as well. The suggested new HRM Department shall look after this iissue as
well.
 Selection Methods/criteria weightage
KEC already uses the best tools for selection- interview and demonstration class.
Interview is useful to know the knowledge level and attitude of interviewee where as
demonstration class will be helpful to evaluate presentation and class room handling
skills. Weightage shall be given to different aspects as:
- Certificates, transcripts and recommendations – 20%
- Interview – 40 (Attitude toward job – 00%, Knowledge – 20%)
- Demonstration Class – 40 (Presentation – 20%, Class room Handling -20%)
 Mandatory Recommendation Letter
Recommendation letters are useful to evaluate the past performance of the candidates.
KEC should make it mandatory for candidates to submit recommendation letter from
the past employer or academic institution (in case of fresh graduates) for better
evaluation.

5.1 Action plan for implementation of the recommendation:

Task Expected Result Responsible

Establish new HRM All four functions of HRM- acquiring, maintaining, KEC
Department (HRMD) developing and utilizing employees, shall be Management
efficiently performed.
Provide website link in More potential candidates shall be interested for the Recruitment
vacancy advertisement with job. Increase in pool of qualified candidates and so team of HRMD
detailed information greater chance to finding and appointing right
regarding job. person for the job.
Change in policy to make Better evaluation of the past performance of the KEC
recommendation letter employees. Management
mandatory.
Standardize and disclose the Builds trust in candidates by giving the sense of Selection team
format for selection with transparency. So, more candidates would be of HRMD
weightage criteria attracted and higher chance of selecting best person.

15
 References
Abraham, M., Kaliannan. M., Mohan, A. V. & Thomas, S. (2014). A Review of SMEs
recruitment and Selection Dilemma: Finding a ‘Fit’. Australian Academy of Business and
Social Sciences Conference (in partnership with The Journal of Developing Areas)

Ackerson, G. L. (1977). A comparison of criteria used in the selection and the evaluation of
teachers (Doctoral dissertation, University of Iowa, 1977). Dissertation Abstracts
International, 38, 1 754-A.

Bauer, T. N., Truxillo, D. M., Sanchez, R. J., Craig, J. M., Ferrara, P. & Campion, M. A.
(2001). Applicant reactions to selection: Development of the Selection Procedural Justice
Scale (SPJS). Personnel Psychology, 54, 387-419.

Brooks, P. A. (1967). Teacher selection practices in Texas public schools (Doctoral

dissertation, North Texas State University, 1967). Dissertation Abstracts International, 28,
3405-A.

Catano, V. M., Wiesner. W. H., Hackett. R. D. & Methot.L.(2004). Recruitment and selection
in Canada. Nelson Education Ltd.

Chan, D. & Schmitt N. (1997). Video-based versus paper-and-pencil method of assessment in

situational judgment tests: Subgroup differences in test performance and face validity
perceptions. Journal of Applied Psychology, 82, 143–159.

Compton, R. L., Morrissey, W. J., Nankervis, A. R. & Morrissey, B. (2009). Effective

recruitment and selection practices. CCH Australia Limited.

Dessler, G., Griffiths, J. & Lloyd-Walker, B. (2004). Human Resource Management, 2nd ed.,
Pearson Education Australia, U.S.A.

Devi, R. B. & Banu, V. P. (2014). Introduction to Recruitment. SSRG International Journal

of Economics and Management Studies 1(2), 5-8.

Flippo, E. B. (1976). Principles of personnel management. McGraw-Hill.

Graham, H. & Bennett, R. (1998). Human Resources Management (Frameworks Series), 9th
ed., Pitman Publishing, U.S.A.

Jucius, M. J. (1959). Personnel Management, Richard D. Irwin. Inc. Homewood, Illinois

(USA), 39-42.

16
Ofori, D. & Aryeetey, M. (2011). Recruitment and selection practices in small and medium
enterprises:Perspectives from Ghana, International Journal of Business Administration, 2 (3).
45-60.

Parameswari, B. N. & Yugandhar, V. (2015). The role of human resource management in

organizations. International Journal of Engineering Technology, Management and Applied
Sciences, 3(7), 58-63.

Ployhart, R. E. (2006). Staffing in the 21st century: New challenges and strategic
opportunities. Journal of Management, 32(6), 868-897

Pounder, D. G. & Young, I. P. (1996). Recruitment and selection of educational

administrators: Priorities fortoday’s schools. International handbook of educational
leadership and administration (pp. 279-308). SpringerNetherlands.

Stone, R. (1998). Human Resource Management, 3rd ed., John Wiley & Sons Australia Ltd,
U.S.A.

Van den Brink, M., Brouns, M. & Waslander, S. (2006). Does excellence have a gender?: A
national research study on recruitment and selection procedures for professorial
appointments in The Netherlands. Employee Relations, 28(6), 523-539.

Van Balen, B. (2001). Vrouwen in de Wetenschappelijke Arena. Sociale sluiting in de

universiteit (Women in the Academic Arena. Social Closure Inside the University), Het
Spinhuis, Amsterdam.

Vianen, A. E., Taris, R., Scholten, E. & Schinkel, S. (2004). Perceived fairness in personnel
selection: Determinants and outcomes in different stages of the assessment procedure.
International Journal of Selection and Assessment, 12(1-2), 149-159.

Webster, W. J. (1988). Selecting effective teachers. The Journal of Educational

Research, 81(4), 245-253.

Wede, R. J. (1996). Teacher selection: Use of demonstration lessons (Doctoral dissertation,

Drake University). Retrieved from https://escholarshare.drake.edu/bitstream/handle/2092/311
/dd1996RJW01.pdf

Wise, A. E., Darling-Hammond, L. & Berry, B. (1987). Effective teacher selection: From
recruitment to retention. Research report. Santa Monica, CA: Rand Corporation

17
 Appendix:

Job Application Form

Personal Information
Full Name: _________________________________________________
Recent
Date of Birth: __________________ BS _____________________ AD
Passport Size
Gender: O Male O Female
Photo
Nationality: __________________________________

Contact Information
Mailing Address:
_____________________________________________________________

Mobile No.: ________________________ Land Line:

_______________________________

Email Address:
_______________________________________________________________

Education Details

Academic Level Board/ Percentage/ Passed

School/College
University CGPA Year
SLC or Equivalent
10+2 or Equivalent
Bachelors Degree
Masters Degree

Professional Experience (Recent On Top)

Organization From To
Department Responsibility
Name (yy/mm/dd) (yy/mm/dd)

18
Interview Evaluation Form

SN Name of Candidate Knowledge in Attitude toward job (20) Total Interview Score
related field (20) (40)
1 Candidate 1
2 Candidate 2
3 Candidate 3

Demonstration Class Evaluation Form

SN Name of Candidate Presentation Class Room handling (20) Total Demo class
(20) Draw student Answer queries Score (40)
attention (10) (10)
1 Candidate 1
2 Candidate 2
3 Candidate 3

19