Running Head: Examining the private sectors in relation to job analysis in three private organization in

Pakistan

                                         

Examining the private sector recruitment and selection, in relation

to Job Analysis in three private organization in Karachi

BY

Aziza Noorali Lakhani (21761)

Nitasha Maheshwari  (25440)

Uzma Ehsan (25451)

Submitted to

Abdul Sami

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

Abstract

Background

 Recruitment and selection process play a significant role in managing human capital of any
organization.  Human Resource Planning is a Process by which an organization ensures that the
proper number of people doing the right kind of task at the right time and there must be the
right place. Managing human capital is the person doing the Right things for which they are
suited for achieving the goals of the organization. Most of the organization lacks this planning
of managing human capital.

Objective 

This research study aims to study the recruitment and selection practices in three private sectors
of Pakistan with respect to job analysis. This research aims at analyzing the effect of factors
affecting recruitment and selection.

Method 

A mix methods qualitative and quantitative approach was used. For the purpose we have chosen
three multiple organizations. The Aga Khan University Hospital, Telenor Microfinance Bank,
GFK Utilize.  The strategic interventions in recruitment have brought about sea changes in the
methodology of recruitment.  The sampling technique used for this study is convenient random
sampling. For this study primary data was collected through interviews and questionnaires.  The
recruitment policy of an organization is determined by the nature of work and industry in which
it operates. There are various internal and external factors that affect the recruitment policy.
Employment conditions in the community where the organization is located will influence the
recruiting efforts of the organization.

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

Finding and results 

Following report contained a brief description of HR practices at Aga khan and the findings
collected and analyzed from the project questionnaires.

Results 

The response rate was 57, out of 57 only 68.2% felt that they are rightly fit for the job and other
31.8 % felt that they are not fit for the job. 33.4 % felt that they did not receive a large amount
of information about my job before being employed during the hiring process. 12.5 % felt that
management has not given a clear job description. 

Recommendation 

Job analysis is one of the significant steps of recruitment. Well defined policies of recruitment
would help to get the proper fit.
Key words

Recruitment, selection effectiveness, job analysis. 

. 

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

Introduction 
 
Human resource management is a relatively modern concept. This involves a range of ideas and
practices in managing people; it is defined and described in a variety of ways. Human Resource
Management is comparatively a new discipline to most countries but in the USA the term has
been used for over fifty years as an alternative name for personnel management. For most of
that time, the terms were used interchangeably. The success of any organization depends upon
the efficient manpower working in it. Recruitment and selection procedure play a very
important role in the present business concept. Since the company’s functions start with
recruitment and selection, if it is not done in a systematic and effective way, all other functions
will get affected. Recruitment forms the first stage in the process which continues with
selection and betterment with the placement of the candidates. 

Background of the study

Recruitment and selection are the most critical and significant human resources functions,
unless the organization has the best available employees, it will not be able to grow and flourish
in the market.  All the steps of the recruitment and selection processes are equally important in
attracting and retaining the right talent. Recruiting staff is a very costly exercise. It is also an
essential part of any business and it pays to do it properly. When organizations choose the right
people for the job, train them well and treat them appropriately, these people not only produce
good results but also tend to stay with the organization longer. In such circumstances, the
organization's initial and ongoing investment in them is well rewarded. Before starting a
recruitment and selection process, job description should be defined for each role in the
organization. Policies and procedures should be defined and adhered to for the recruiting and
selection process. Once procedures are clearly defined, hiring managers and supervisors should
be trained regarding the requirements of the process. An organization may have all of the latest
technology and the best physical resources, but if it does not have the right people it will
struggle to achieve the results it requires. This is true across the whole spectrum of business
activity.
 
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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

Problem Statement
This research study desires to analyze job analysis in Private sector firms because to have
efficiency and effectiveness, it is essential that private organizations have the right people at the
right job, which can only be achieved through proper job analysis. On the contrary, Pakistan’s
private sector also lacks efficiency and effectiveness and this research paper wants to gauge
whether the right people for the right job are working and are the employees given proper job
descriptions and to carry out their duties.
Moreover, this research paper wants to lay the basis for future research with respect to job
analysis in Private Sectors of Pakistan as hardly any research is conducted on this area in
Pakistan.

Literature Review
In recent years, organizational performances have increased by the contribution of Human
Resource Management especially in the context of Public sector organizations (Rehman,
2011,2012).

Effective recruitment and selection have always been one of the most pivotal for the
organizations because of not having any absolute methodology for attracting, screening and
finally finding the right person for the right job in an organization. (Pounder, 1996).
There are two phases to make a new selection of employees needed by the organizations, the
first one is to generate a large pool of applicants and then make the best selection out of them.it
is hard to measure the effectiveness of recruitment and selection appropriately because of
organizations having different systems of measurement. The coordination between line and HR
management is very crucial to make the right selection, and has indicated that HR officials do
share their responsibilities with the line management and this effect seems stronger in the field
of recruitment and selection, especially when it is the matter of the final selection. It is the line
management who has to support the HR management for the execution of their function
because they actually control the employee directly.
According to Taseem & Soeters,the outcome of recruitment and selection strategy can be very
productive for the organization if selected right person in terms of appropriate skills mix and
also very nonproductive if wrong one was selected and can lead to failure of the organization.
In order to remove the discrimination, the main principle is that process should be made in

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

-such a way that applicants will experience sameness in treating them during the whole
selection process. (2006).
The first interaction between an organizational and applicant is actually happening on the
recruitment and selection stage when a new candidate perceives fairness treatment from the
organization which has long lasting effects after this candidate joins the organization as an
employee. (Huselid, 1995)
According to Newman and Lyon (2009) job analysis is the typical need for generating relevant
pools for selection of the employees. Job Analysis comprises developing relevant job
description and job specifications regarding knowledge, skills and abilities (KSA) for the
specific job. It also looks for suitable personality qualities, attitudes, and values, so that the
selected employee is in accordance with organizations needs and best fit for the organization
and the job. Barber (1998) took note of three decisions related to recruitment which target the
population; determine the applicant source, and decide how to attract applicants to the
organization. Recruitment requires effective planning and to collaborate closely with the
management. This process of recruitment can only be achieved by job analysis.
According to Miyake (2002) giving advertisements for vacant positions is a normal process to
find the right pool of applicants. Job analysis is done to create job description and job
specifications so that the right pool of candidates is attracted. Human resource people will be
short-listed for further process. Moreover, he discussed some selection tools such as conducting
interviews, application blanks and reference. In addition to that some different tests are used to
select the perfect match for the job. These tests are aptitude tests, assessment tests, personality
tests and psychological tests. All the criteria used for selection have its own benefits.  If they
were used in balance it would have better reliability and validity.
Qualification, size, applicants’ expectations, and work motivation are very important
components for a successful recruitment. (Baroukh and Kleiner, 2002).
Government employees for performing HRM in public sector include merit base appointment,
competency based human resource development, performance based appraisal, compensation,
and effective labor management public sector HR reforms include three characteristics that
differentiate traditional personnel management from HRM being practice in private sector
tenure career appointment, promotion on the basis of seniority and part of unified civil service
they argue that reformers have targeted all these three aspects for HRM reforms as a result

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

contractual appointment  lifetime jobs promotion is linked with performance.(Jadoon,1994;

Khan,2008; Trivedi,2008) 
The Human Resource department considers recruitment as a critical task. They  follow a
transparent process to ensure merit  based recruitment and recruit the person that best suits the
position of a manager in the HR department a transparent and merit place recruitment policy is
followed with an aim to attract and retain capable and qualified employees are grouped in two
different jobs.(Hood,1991; Osborne and Gaebler,1992; Pollitt,1993) 
 
Methodology

The research study covers the Job analysis of the private sector and the overall performance of
the organization after recruitment. It is an effort to evaluate the thinking patterns of the
employees working in the private sector organizations and the various ideas of the workforce
with the help of a questionnaire adopted from the previous study. That study specifically
designed this tool to assess thinking patterns of the employees. Many aspects of the study can be
applied to the real-life work environment in order to better understand the logic to workforce’s
behaviors in the private sector organizations. The data was analyzed through google docs which
helped in making tables. The research is purely descriptive and exploratory so it does not require
any statistical analysis and test.

 
Research Designs 

The basis of this research was placed on the assessment of job analysis of the private sectors of
Pakistan. The research used a questionnaire which was distributed among the employees of the
three private sectors. Some brief interviews were also conducted from the sample. The researcher
asked questions from the questionnaire when people were filling the surveys, it made the survey
more reliable. So, this research study relied on both primary and secondary data techniques. The
primary data was mainly collected through the close ended questionnaire, while some brief
interviews were also taken to get some further details and opinions. Furthermore, the secondary
data was mainly the literature from journals that are given in the literature and also reviewed the

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

recruitment policy of one of the private institutes (Aga khan University Hospital) to understand
the basic hiring process. 

Sample size and organizations

Most of the data was collected via the three-following means:
(1)    Survey for analysis (Questionnaire)
(2)    Interviews
(3)    Study of recruitment formal policies of one private organization
Hundred questionnaires were distributed to the employees of the organizations and 57 responses
were received. 

The Aga Khan University Hospital (AKUH) in Karachi, established in 1985, is the primary
teaching site of the Aga Khan University’s (AKU) Faculty of Health Sciences. Founded by the
Aga Khan, the hospital provides a broad range of secondary and tertiary care, including
diagnosis of disease and team management of patient care.  The AKUH, is a tertiary care and
academic hospital.
 
Telenor Microfinance Bank Limited is jointly owned by Telenor Group, the leading
telecommunications company across Scandinavia and Asia with 174 million customers, and
Ant Financial, the operator of the world's leading payment. It is the first scheduled
microfinance bank of Pakistan that provides a range of innovative banking solutions. Telenor
Microfinance Bank created history in 2009, when it launched Easy paisa, Pakistan’s first
branchless banking platform with the largest footprint in the country. 
GFK Etilize Our world is changing fast. The increasing speed of product innovation, the rise of
new channels, and emerging customer needs are all part of business today. Our clients are
businesses around the globe. To make the best possible business decisions every day, they need
to know what is happening now - and in the future. They need more than purely descriptive data
and business decision makers need actionable recommendations based on advanced analytics.
We care about attention to detail and accuracy.
 

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

Overview of HR Department in AKUH

AKU's human resource management philosophy is based on the conviction that our most valued
assets are our people. Recruitment at all levels is done in an open, transparent and equitable
manner, which reflects the University's commitment to quality, meritocracy and equal
opportunity. AKU is an exciting place to work at as it is expanding rapidly. A career with AKU
means that there are excellent opportunities for you in an environment driven by innovation and
high expectations. The University provides a fast-paced and challenging culture where
everyone works together to create a positive, supportive and enabling environment.
 
Practices of Human Resources 
Job analysis 
Job analysis is done subsequently by the line managers, head of the departments and the HR
Department. The job is completely analyzed on the basis of activities and responsibilities
involved and attributes or job requirements needed to perform the activities. The job analysis is
done by keeping in sight the functional or duty areas of a position, tasks, the basic requirement
for the job and the basic training to do the job. Another purpose of Job analysis is later
improvement, regarding performance appraisals, selection systems, promotion criteria,
compensation plans etc.
Job Evaluation 
Job evaluation is conducted by the HR department determining the value and worth of a job.
The compensation package of an employee according to the nature of job. Without job
evaluation. There is a threat of employee’s job dissatisfaction which can result in deterioration
in employee performances.  
Recruitment
Creation of vacancy
The vacant positions are usually assigned to the existing employees for the purpose of
replacement or promotions etc.  But still there is a good amount of budget allocation for the
new vacancies at the end of every year. Which allows the HR department to create some new
vacancies for external recruitment. 
Phases of Recruitment
Phase 1: Identify vacancy and evaluate need.

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 Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

Phase 2: Applicant Generation

Phase 3: Maintaining Applicant Status
Selection Process
Review of Applications
Applications are received by the HRD and suitable candidates are selected for the departmental
consideration. The department concerned and the HRD select those candidates who are to be
called for an initial interview by the HRD.
§ Preliminary Interview
§ Testing
§ Intelligence
§ Educational Achievements
§ Attitudes
§ Job
§ Final Interview
§ Reference check
§ Medical
§ Appointment
§ Probationary period
  Management Employees: 6months
  Non-Management Employees: 3months

Results
We circulated the survey and got 57 responses from three different private organizations. The
response rate was 57, out of 57 only 68.2% felt that they are rightly fit for the job and other
31.8 % felt that they are not fit for the job. 33.4 % felt that they did not receive a large amount
of information about my job before being employed during the hiring process. 12.5 % felt that
management has not given a clear job description. in addition to that 9 % felt that the duties
which they actually do are not matching with Job description. 15 % are not clear about their job
descriptions. 25 % felt that they are not valued person of the organization 
 
 

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

 According to Table 1 a major portion of the survey depicts that 10 percent of the employees are
not clear about their job descriptions.

Table 1. Results of the survey: Management has given me clear job description (job description
is a document that specifies job purposes, duties and responsibilities, working conditions etc.)
 Table 1
Strongly agree 19 33.30%
Agree 32 56%
Neutral 5 8.70%
Disagree 1 1.75%
Strongly 0 0%
Disagree
57 100%

 Table 2
Results of the survey: Duties which I perform actually match with the duties indicated in the
job description.16 % are not sure that duties which are perform are actually met with JD.
Strongly agree 17 29.82%
Agree 31 54.34%
Neutral 6 10.52%
Diasgree 3 5.26%
strongly disagree 0 0%
57 100%

Table 3
Table 3. Results of the survey: My job description reflects clear tasks and skills needed to
perform the job

Strongly agree 14 58.90%

Agree 33 25%
Neutral 8 14.30%
disagree 1 1.80%
strongly disagree 0 0
  57 100%

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

Strongly Agree Neutral Disagree Strongly

   
agree disagree

1 Organization
33.3% 56.1%  8.8%  1.8%  0%

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

clearly defines
the position
objectives,
requirements
and candidate’s
specification in
the recruitment

2 I received a large
28.8% 43.9% 24.6% 8.8%  0%
amount of
information about
my job before
being employed
during the hiring
process

3 All of the
22.8% 61.4% 12.3%   1.8% 1.8% 
information I
received at
interviews about
my job before
being employed
was relevant

4 I feel I am the right

24.6% 43.9% 21.1% 8.8%  1.8%
fit for my current
Job

5 Political
14.3% 12.5% 51.8% 19.6%
interference 1.8%
influences the
hiring in my
organization

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

6 Organization has
28.1% 54.4% 12.3%  3.5%  1.8%
formal policy for
recruitment and
selection of
employees

7 There are equal

32.1% 42.9% 14.3% 8.9%
opportunities for all 1.8%
(potential)
employees when it
comes to hiring

8 My job
25% 58.9% 14.3% 1.8%   0%
description
reflects clear tasks
and skills needed
to perform the Job

This organization’s
9.1% 52.7% 27.3%  9.1% 1.8%
recruitment and
selection really
inspires the very
best in me towards
the job
performance

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

Discussion 
This research observes the practices of three private institutes, the Aga khan university hospital,
microfinance bank and GFK Etilize in terms of recruitment and selection, in relation to job
analysis. It is very important for any organizations that they are in the pursuit to continue to be
competitive to precisely recognize and estimate their employment needs. It is essential that they
observe past trends, analyze the current situation and estimate the human resources they will
require to meet the requisites of their strategic plans. Before making decisions on recruitment
and selection needs data must be collected and analyzed. This process of collecting data for
making the decision of strategic planning of human resources is called job analysis.
The systematic process for conducting job analysis includes assembling data that determines the
knowledge, skills, abilities, and other characteristics (KSAOCs). These all dimensions are
required for completing the job in a successful manner. Moreover, this will help to formulate
job specifications. Job analysis gives way for making judgments on job related actions, tasks,
behaviors and performance standards. Moreover, it also informs the organization to highlight
the context of the job. As well as, job analysis comprises identification of the personal
requirements and authority to perform the required job. Personal requirement includes abilities,
physical characteristics, behavior, aptitudes, and most significantly job-related knowledge and
skills.

Recruitment and selection:

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

 Job analysis regulates the Knowledge, skill, attitude and other characteristics required for each
job position. Job analysis required to set the qualifications required for a job including
minimum education, certification, or licensing. The essential responsibilities of the job are also
determined by job analysis. This information is processed by the organizations and further used
to hire and recruit future employees. Job analysis plays a crucial part during the pre-
employment examinations for selection and promotion. The examinations held must be
associated with the job. The characteristics for which the people are tested for include
knowledge, skill, different abilities, and character (personality) variables. An organization only
discovers what knowledge, skills, and abilities to test for when it knows what competencies are
required to execute a job successfully.

Developing compensation systems

The compensation of the employee is decided according to the requirements of the job.  The
requirements comprise of education, skills and experience needed to perform the job
effectively. Throughout the organization job analysis would help to decide the Salary and other
benefits. Job analysis provides the foundation for attaining understanding of the value of each
job, its relationship to other jobs, and the requirements essential to carry it out for all
employees.
Training and career development program:
Managers can make use of the method of job analysis and recognize the skills required to carry
out various jobs. This set of information can be used to design training and career development
programs for the employees. Identifying these set of skills is what enables managers to train and
evolve employees for promotional activities. The material discovered by job analysis provides
all the employees with an understanding of promotion, transferring requirements and
recognizing career opportunities.

Performance evaluation: 
The standard performance level that is set should be derived from how the employees are
actually performing at the given job. Job analysis would contribute to identifying the tasks and

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

responsibilities the employees currently have as a part of their jobs. Job analysis can also be
used to develop evaluation standards and to determine areas of accountability.
Risk Management: 
Identity job hazards are one of the significant responsibilities. This includes handling hazardous
corrosive chemicals, complicated machinery and flammable materials. This information can be
further used by the managers to establish programs that inform their employees of the possible
hazards that pertain to specific jobs. The private sector forms a material safety data sheet in
every department. This covers the aspects of health, safety and security issues that an employee
may be concerned with. First aid measures are also mentioned in the same folder.
Job design
With the aim of enabling the organization to accomplish its mission, jobs are designed around a
set of specific job descriptions. These work tasks need to change often according to the external
and internal changes carried out in the organization. The standardized tasks which are
associated with a specific job tend to change over the years. Therefore, the importance of job
analysis can be derived from this which serves to identify and accommodate these changes.
The key efficacy of job analysis is to develop job description and job specifications. In job
description the responsibilities, duties, and tasks related to the job are clearly mentioned. In
contrast, job specification informs the employee about the KSAOCs that are needed to perform
the job expertly.

Conclusion

Job analysis is the foundation of recruitment and selection practices in any company.  The
literature supports the opinion that selecting the right candidate for the job is very important and
job analysis greatly supports the process. The primary and secondary data collected for the
research concludes that the hiring process of private sectors are good but need to be more by
mainly focusing on job analysis. Some organizations do not provide proper job descriptions to
the employees to follow and employees’ tasks do not match in accordance with the given job
description. Recruitment and selection of employees to a greater extent determines the
performance of an institution and it is of great importance if the organization desires to achieve
their goals. Moreover, in order to enhance effectiveness and efficiency of their employees, it is

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

essential that they are given clear directions towards their work, so that the employees know
what is expected out of them. Furthermore, job descriptions also lay the basis for key
performance indicators (KPIs). KPIs are essential for measuring performance of the employees,
so if an organization does not have a job description for their employees, how will it measure
performance? This further raises questions on promotions in private sectors of Pakistan.

Recommendations
The following recommendation would help organizations to increase their organizational
performance and reach their competitive edge. Job descriptions should be defined for each role
in the organization before recruitment. Each job description should include the skills and
education required to perform each role successfully, as well as a detailed list of
responsibilities. Recruitment policies and procedures should be defined and adhered too for the
recruiting and selection process and should ensure that everyone in the organization adheres to
local, state and federal regulations. Candidate’s selection criteria must be improvised and
modified at every stage of the selection process. Build a Workplace Culture that Attracts Full-
time and Contingent Workers.
Recruitment by word of mouth can lead to discrimination, so take a more structured approach.
Active employees Referrals must be rewarded and start Hiring for attitude and Training for
skills. Collect and Analyze feedback from candidates. Employ a new approach to discovering
Talent. Develop a Clear Employer Brand (employer brand is what will set you apart from other
companies and show candidates why they should work for you. It should reflect your business’
mission, culture and values). The interview method must consist of more situational exercises
like overcoming stress, risk managing, maintaining interpersonal relations. Selection process
should be fair, open and transparent.

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Pakistan

Reference

Abbasi, S. M., & Hollman, K. W. (2000), “Turnover: The Real Bottom Line” Public Personnel
Management, No.29, pp.333–342
Abbott, Geoffrey N., Fiona A. White & Margaret A. Charles (2005), “Linking Values and
Organizational Commitment: A Correlational and Experimental Investigation in Two
Organizations”, Journal of Occupational and Organizational Psychology, Vol.78 No.4, pp. 531-
551.
Armstrong, M. (1992) Human Resource Management: Strategy and Action. London: Kogan
Page.
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. 

Junaid Ashraf | (2017) Examining the public sector recruitment and selection, in relation to job
analysis in Pakistan, Cogent Social Sciences, 3:1, 1309134

To link to this article: https://doi.org/10.1080/23311886.2017.1309134

Jamil, B. & Raja, N. S. (2011) Impact of compensation, performance evaluation and promotion
practices on government employee performance vs. private employee performance.
Interdisciplinary Journal of Contemporary Research in Business. 3(8). pp. 907-13.

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Pakistan

Appendices 

Acknowledgement

This course of HCM is a great opportunity in terms of learning and understanding. We are
thankful to Sir Abdul Sami who shared his dynamic experience and made this subject more
practical & understandable. Assigning us this knowledgeable project of Human Capital
Management which also helps us in doing some research related to the topic and we came to
know about so many new things and concepts. Our completion of this project report had never
been possible without his guidance and support as we are able to apply the knowledge in our
project.

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

Letter of Transmittal

April 18, 2020                             

The Faculty Member, 

Institution of Business Management,

Dear Sir,

We are pleased to submit our HCM report on Recruitment and Selection in relation to Job
Analysis. It was a great learning experience under your supervision where we are able to do our
project.

We thank you for your efforts and cooperation in every stage of our learning phase and we look
forward to approving our report.

Regards.

Aziza Noorali

Nitasha Maheshwari

Uzma Ehsan

 
 
 

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

Questionnaire for data collection 

Recruitment and selection practices and performance in public sector of Pakistan—

a descriptive study

1.You are

(a) part time 

(b)full time employee 

2.Since how many years have you been working with this organization?
 

(a) 0–3 years

(b) 3–6 years

(c) 6–10 years

(d) 10–15 years

(e) Above 15 years

 

What is your age?

 

(a) 20–25

(b) 25–30

(c) 30–35

(d) 35–45

(e) Above 45
 

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

What is your gender?

 

(a) Male

(b) Female
 

What is your education level?

Part 1

(a)  GCEA/L/FSC/FA

(b)  Degree/Bachelors/BA

(c)  Diplomas

(d)  Professional qualifications (CIMA, etc.)

(e)  Postgraduate
 

Organization …………………………

Recruitment and selection practices

Part 1

(a)  GCEA/L/FSC/FA

(b)  Degree/Bachelors/BA

(c)  Diplomas

(d)  Professional qualifications (CIMA, etc.)

(e)  Postgraduate
 

Organization …………………………

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

Recruitment and selection practices

Strongly Agree Neutral Disagree Strongly

   
agree disagree

1 Organization
         
clearly defines
the position
objectives,
requirements
and candidate’s
specification in
the recruitment

2 I received a large
         
amount of
information
about my job
before being
employed during
the hiring
process

3 All of the
         
information I
received at
interviews
about my job
before being
employed was

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

relevant

4 I feel I am the
         
right fit for my
current Job

5 I have clear
         
targets for each of
my objectives

6 Organization has
         
formal policy for
recruitment and
selection of
employees

7 There are equal

         
opportunities for
all (potential)
employees when it
comes to hiring

8 Management has
         
given me clear
job description
(job description
is a document
that specifies job
purposes, duties
and
responsibilities,
working
conditions etc.)

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

9 Duties which I
         
perform actually
match with the
duties indicated in
the job description

Strongly Agree Neutral Disagree Strongly

   
agree disagree

1 My job
         
0 description
reflects clear
tasks and skills
needed to
perform the Job

1 There is
         
1 horizontal
mobility in this
organization

1 Political
         
2 interference
influences the
hiring in my
organization
 

30
Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

Part 2
 

Recruitment and selection and performance

Strongly Agree Neutral Disagree Strongly

   
agree disagree

1 Recruitment and
         
3 selection practices
used in
organizations
influence personal
behavior

1 I know very well

         
4 what is expected
from me on my
job

1 I know how my
         
5 job impacts on the
mission of our
company

1 I have
         
6 opportunities to
learn and grow

1 My last
         
7 performance
appraisal
accurately

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Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

reflected my
performance

1 The performance
         
8 appraisal system
is fair

1 I feel I am valued
         
9 at the company

2 If I do good
         
0 work, I can
count on
making more
money
(incentives for
performance,
achieving
targets)

2 If I do good work,
         
1 I can count on
being promoted

2 This
         
2 organization’s
recruitment and
selection really
inspires the very
best in me
towards the job
performance

2 Recruitment and
         
3 selection,

32
Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

transfer,
demotion,
suspension and
dismissal are
based on
performance

2 Company is
         
4 lacking
consistency in
employment
opportunities,
having an impact
on performance

2 Performance is
         
5 determined
from Key
Performance
Indicators
(KPIs)
mentioned in
job description

2 Turnover rate is
         
6 linked with poor
Recruitment and
selection practices

2 Political hiring
         
7 influences the
performance
negatively in my

33
Running Head: Examining the private sectors in relation to job analysis in three private organization in
Pakistan

organization

2 Political
         
8 interference
influences the
Recruitment
and selection,
transfer,
demotion,
suspension
and dismissal
in my
organization

34