UNI

T2-
PARTB(10MARKAND8MARKQUESTI
ONS)

Whati
1. sthedi
ff
erencebet
weeni
nter
nalandext
ernalsour
cesof
r
ecr
uit
ment
?
I
ninternalsourcerecr
uit
mentisfrom wi
thi
ntheor
gani
zati
on.i
e,r
eti
red
employees,dependentsofdeceased,
someti
messomeoneisupgraded,
promot
ed
tr
ansferr
edorev endemot ed

Mer
it
s-economi
cal

-
sui
tabl
e

-
rel
i
abl
e

-
sat
isf
ying

Demer
it
s-l
i
mit
edchoi
ce

-
inbr
eedi
ng

-
inef
fi
ciency

-
boneofcont
ent
ion

-
li
mit
edscope

Theext
ernal
sour
cesar
ecampusr
ecr
uit
ment
,adv
ert
isement
empl
oymentexchangeset
c.

Mer
it
s -
encour
agesy
oungbl
ood

-
scopef
orsel
ect
ion

-
lesschancef
orbi
as

-Noneedt
omai
ntai
nconf
ident
ial
recor
ds

demer
it
s -
cost
lybecauseofadv
ert
isement
s,t
estmedi
cal
exami
nat
ion

-
ti
meconsumi
ng

-
dev
elopnol
oyal
tyamongexi
sti
ngmanager
s

-
exi
sti
ngmanager
sleav
eifnewcomer
sar
egi
venhi
gherpost

2.
Expl
aint
hev
ari
oussour
cesandmet
hodsofr
ecr
uit
ment
?
a)
int
ernal
sour
ces
  Presentpersonnel-
positi
onsfil
ledbypromot
ionont r
ansfer
,pr
omotionmay
bebasedonmer i
torsenior
ity
.i
tprovi
dessat
isfact
iontoemployee,
incr
ease
mor al
e,cr
eatingloyal
tyetc.Buttoomuchrel
ianceont hi
ssourcecr
eate
i
nbreedingandl ackofinnovati
on

 Per
sonnel r
efer
ral
s-Thepr
esentempl
oyeessuggest
suit
ableemployeesf
rom
out
side.Thepresentempl
oyeesaref
amili
arwit
hthejob,
cult
ure,
nat
ureofthe
j
ob,
wor kethi
csetc.

 Jobpost
ing-
itisthewayofhiri
ngpeopl
efrom wi
thinorgani
zati
on,publ
ish
openi
ngsonbul l
eti
nboar
delectr
oni
cmediasetc.
HLLi ntr
oducedin
2002.
Employeescanhavecareershi
ftf
rom t
echnicaljobstomarketi
ng

b)
Ext
ernal
sour
ces

 Adverti
sement-i
thelpbusinessandnon-busi nessor gani
zationstoatt
ract
experi
encedandnon-exper iencedpeopl e.
Iti
nf orm andper suade
prospecti
vecandidat
estoappl yforj
ob. organisat
ioncanput
advert
isementsinmagazines,prof
essional j
ournals,
televi
sion,
radi
o,
Int
ernet.
Newspaperisthemedi awhichhaswi dercov er
age.Hindust
an
Timeshav eafixeddayforjobadv er
tisement s.

 Int
ernetrecr
uiting-i
tisalsocall
edcy ber
spacer ecr
uit
ing.
organi
zat
ions
developwebsi tesspeciall
ydesignedforrecrui
tment.
Thecompani esi
nvi
te
appli
cati
ont hroughinternet.
Aft
ershor t
li
sti
ngcandidatetheyinf
ormed
abouttest/i
nterview

 Walk-i
ns-
itisapopul armethodnowaday s.
organizat
ionputadvert
isement
i
nlocalnewspaper sorinlocaledit
ionofnationalnewspaper
sspeci f
ying
detai
l
sofj ob,
quali
ficati
onrequir
edetc.
Theyar eadvi
sedtoreportonthe
venueonapr escr
ibeddat eandtime,br
ingbi
odat a,t
esti
monial
set c.

 Campusr ecrui
tment-i
tisusefulforfr
eshcandidatesItisdonethr
ough
placementbur eauofeducational i
nsti
tuti
ons.Herecompanyhast odo
certai
nprocedur esshortl
i
sti
ngcampuses, choosi
ngr ecrui
ti
ng
team,visi
tngcampusandmaki nginit
ialcont
act,
conducting
test/i
nter
v i
ews

 Jobfair
s-i
tisacent
ral
izedr
ecrui
tment
progr
amhost
edbyani
ndependent
i
nsti
tuti
on.Dif
fer
entcompaniescometoacampusarr
anget
hei
r
recr
uit
ment.

 Consul
tancyfi
rms-
companiestaket
hehel
pofconsul
tancyf
ir
ms.
eg.
ABC
Consl
tants,
HeadHunt
ers,
Wat sonWyat
t
  Poachingandrai
ding-thecompanyappoi
ntateam andtheymaint
ain
l
inesofcommuni cati
onopenwithcompeti
tor
’semployeesandwoothem
tojoi
nitsfor
ce.

 Pri
vateemploymentsearchf
ir
ms-t
heymaintai
nacomput
eri
zedli
stof
eli
gibl
ecandi
datesandtheemploy
erscanchoosepot
ent
ial
candidat
es
forafees

 Employmentexchanges-managedbygov er
nment .Asast at
utory
requi
rementcompaniescannotif
ythei
rvacanci
esher e.
Thepur posei
s
tohel
punemployedyouth,
phy
sical
lyhandi
capped,ex-mili
taryetc.

 Gatehir
ingandcontr
actor
s-thebl
uecoll
arempl
oyeespr
esentatt
he
fact
orygateandrecr
uitt
hroughcont
ract
ors

 Unsoli
cit
edappli
cat
ions-t
hecompanyrecei
veappl
icat
ionf
ormswhi
chare
keptasadatabank.whenev erav
acancyar
isescompanyinf
ormt
hem t
o
applyt
hroughfor
mal channel

3.Expl
aint
heconceptofi
nduct
ionwi
thi
tsbenef
it
s?
Iti
sat echni
quebywhi chanewemployeei
srehabil
i
tatedt
ochangedsur
roundingsand
i
ntroducedtopol
icies,
practi
cesandpur
poseoftheorgani
zat
ion.Af
ormalori
entat
ion
contai
nv ari
ousi
nformationl
i
ke

-
aboutor
gani
zat
ion

-
obj
ect
ives

-
organi
zat
ionst
ruct
ure

-
keyf
unct
ions

-
Missi
on,
visi
on

-
empl
oyeebenef
it
s

Thebenef
it
sar
e-ov
ercomi
ngempl
oyeeanxi
ety

-Ov
ercomi
ngempl
oyeeshock

-
remov
esf
ear
s

-
creat
egoodi
mpr
essi
on

-
actasav
aluabl
esour
ceofi
nfor
mat
ion
-
accommodat
ingempl
oyees

4.
IMPORTANCEOFHUMANRESOURCEPLANNI
NG

1.Def
ini
ngFut
urePer
sonnelNeed

Planningdefinesfut
urepersonnelneedandt hisbecomesthebasi sofrecruit
ingand
developingpersonnel
.Initsabsence, thereislikelihoodofmismat chbet weenper sonnel
neededandper sonnelavail
able.Lackofsy stemat icHRPhasr esul t
edintolargescale
overstaf
f i
ngi
nmanypubl icsectororganizations.Forexampl e,
inSt eelAut
horityofIndi
a
Li
mi ted,ther
ear e170,
000empl oyeesandMc. kinsey& Company ,Consultancyf i
rm
engagedbySAI Lt odeviseitsr evi
valstrategy ,hassuggestedpr uningofthisl evelt
o
bri
ngi tt
o100,000.Similarproblem existsinmanyot heror
gani
zations.

2.Copi
ngwi
thChanges

Int
heIndianandinter
nationalbusi
nessscenes,
fastchangesaret
akingpl
ace.Every
or
gani
zat
ionistryi
ngt ocompl eteont hebasi
soft echnol
ogyandmanager i
altal
ent
s
whi
chhaveresul
tedint
ogl obaltal
entwar.I
nthiswar,onl
ythosecompanieswil
lsur
viv
e
whi
chadoptaformal,meti
culousHRP.

3.Pr
ovi
dingBasef
orDev
elopi
ngTal
ent
s

Jobsar ebecomi ngmor eandmor eknowl edge–or i

ent
ed.Thishasr esult
edi nto
changedpr ofil
eofmanpower .Becauseofincreasingemphasi sonknowl edge,ther
ei s
shortage ofcer t
ain cat
egor yofper sonneland t here arefrequentmov ement s of
personnelfrom oneorganizati
ontoanother.Ther eplacementofcostofsuchper sonnel
i
sest imatedt obe1.5t i
mes.Oft heexpensesi ncurredont hesepersonnel.Theref
ore,
anor gani
zationmustber eadytofacesuchanev entuall
ybytakingproperHRP.

4.For
cingTopManagementt
oinv
olv
einHRM

SystematicHRPf orcest opmanagementofanor ganizat

iont
opar ti
cipat
eacti
vel
yin
totalHRM functi
ons,anar eathathasbeennegl ectedbymostoft hecompaniesunti
l
recentl
y.Asweshal lseeshort
ly,i
fthereisacti
veinvol
vementoftopmanagementinthe
preparat
ionofhumanr esour
cepl ans,iti
sexpect edtoappreciat
et herealv
alueof
humanr esourcesinachievi
ngorganizati
onaleff
ecti
veness.

5.
HUMANRESOURCEPLANNI
NGPROCESS?

1.Or
gani
zat
ional
Obj
ect
ives,
PlansandPol
i
cies.

Thestarti
ngpointofanyactiv
ityi
nanorganizat
ionisit
sobject
iveswhi
chgener
ate
var
iousplansandpoli
cieswhichprov
idedi
recti
onforfut
urecour
seofacti
on.Outof
thi
sdirecti
on,var
ioussubsystemsoftheorganizat
iondevi
setheirownplansand
pr
ogram.Thus,eachsubsy
stem’
spl
ansandpr
ogr
am ar
eli
nkedt
oor
gani
zat
ional
pl
ansandpol
i
cies.

2.HumanResour
cePl
anni
ng.

Taki
ngdirecti
onf rom organi
zat
ionalobj
ecti
vesandplansandtheabov epolicy
consi
der
ations,humanresourceplani
sprepared.Thepl
anni
ngpr
ocessconsist
sof
twomajoractiv
iti
es:for
ecasti
ngneedsofhumanr esour
cesandf
orecast
ingsupply
ofhumanresources.

3.I
dent
if
icat
ionofHumanResour
ceGap.

Forecasti
ngneedsforhumanresourcesandforecast
ingsupplyofhumanr esour
ces,
bothtakentogether
,hel
ptoi
dentif
ygapbet weenhumanr esourcesneededandtheir
avail
abil
it
y. Thisgapmaybei ntwof orms:eitherther
emaybesur pl
ushuman
resourcesorther
emaybeshortageofhumanr esources.

4.Act
ionPl
ans.

Variousact i
onpl ansar edev i
sedt obr idget hehumanr esourcegap. I fther
eis
surplusofhumanr esourceseitherbecauseofi mproperHRPi nt hepastorbecause
ofchangei nor ganizati
onalplan,suchasdi vestmento9fbusi nessorcl osingdown
somebusi nessesbecauseofv ari
ousreasons, acti
onpl ansmaybedev i
sedt opr
une
thei
rsi zethroughl ayoff
,voluntaryreti
rement ,etc.I ft hereisshor t
ageofhuman
resources,
act i
onplansmaybedev isedtor ecruitaddit
ional personnel
.

6.
DESCRI
BETHEAREASOFCOVERAGEOFRECRUI
TMENTPOLI
CY?

1.Topr
escr
ibewhet
hert
her
ecr
uit
mentwoul
dbecent
ral
i
zedordecent
ral
i
zedatuni
t
l
evel
s

2.Toprescr
ibethedegreeofemphasisthatwouldbeplacedonr ecrui
ti
ngf r
om
i
nsi
detheorgani
zat
ionorout
sidet
heorgani
zati
on,
anddif
ferentout
sidesources

3.Toprovidet
hewei ght
agethatwoul
dbegivent
ocertaincategor
iesofpeopl
esuch
aslocalpopulat
ion,physi
cal
lyhandi
cappedper
sonnel,personnelfr
om schedul
ed
cast
s/tr
ibesandotherbackwardcl
asses.

4. To speci
fythe degree of f
lexi
bil
i
ty wi
thr egar
d t
o age,qual
i
ficat
ions,
compensat
ionst
ruct
ureandot
herservi
cecondi
ti
ons.

5.Toprescr
ibet
hepersonnelwhowoul
dbei
nvol
vedi
nrecr
uit
mentpr
ocessandt
he
rol
eofHRdepartmenti
nthisregar
d.

6.Tospecif
yt hebudgetf
ormeet
ingt
heexpendi
tur
esi
ncur
redi
ncompl
eti
ngt
he
recr
uit
mentprocess.
7.
FACTORSAFFECTI
NGRECURI
TMENTPOLI
CYANDPROGRAMME

Ext
ernal
Fact
ors

1.Nat
ureofCompet
it
ionf
orHumanResour
ces.

Natureofcompet i
ti
onf orhumanr esourcesdeterminestheorgani
zat
ionalapproach
towardsitsrecr
uit
mentpr ogram t
oagr eatextent.InIndi
a,t
hereisabundantsuppl y
ofunski l
l
edwor kerswhi chfarexceedst hei
rdemand,butt hereisbattleamong
organi
zationsforcertai
nothercategori
esofper sonnelsuchasmanager ialt
alents-
bothfreshandexperienced,computersoftwar
epr of
essional
setc.

2.Legal
Fact
ors.

There ar
ev ari
ous l
egalpr
ovi
sions whi
ch af
fectt
he r
ecr
uit
mentpol
i
cy ofan
organi
zat
ion.

3.Soci
o-cul
tur
alFact
ors.

Vari
oussocio-cul
turalf
actorsaff
ecttheextenttowhichtheorganizati
oncanr ecruit
cert
aincategori
esofper sonnelforcertai
nj obs. Forexample,oursocio-cultural
fact
ors almostpr eventt he empl
oy mentofwomen i n cert
ain manufact uri
ng
operat
ionssuchasassembl yl
i
ne,operat
ionsinvol
vi
ngphy si
calexerti
on.Et
c.

4.Ext
ernal
inf
luences.

Therearevar
iousfor
cesint heenv
ironmentwhi
chexer
tpressuresont
heemploy
ing
organi
zati
on.Thesepr essuresmaybef rom t
hepoli
ti
calstr
uctur
einthef
orm of
emphasison‘sonsofthesoil’
.

I
NTERNALFACTORS

1.Or
gani
zat
ional
Image.

Theimageofanor gani
zati
oni nahumanr esour
cemarketdependsonit
sHRM
pract
ices l
i
ke faci
li
ti
es for t r
aini
ng and devel
opment
,pr omoti
onalavenues,
compensati
onandincent
ives,andwor kcul
tur
e.

2.Si
zeofOr
gani
zat
ion

Size of an organi
zati
on is anotherfactorwhich deter
mines the degr
ee of
attr
acti
venesstotheprospecti
vecandi
dates.Asmal lor
gani
zati
oncannothavet
he
samer ecrui
tmentpract
iceswhichalar
geor gani
zat
ionmayhave;itmaynotbeable
toattr
acthighl
ytal
entedpersonnel
.

3.Ty
peofPer
sonnel
tobeRecr
uit
ed.
Recr ui
tmentprogr am and identi
fi
cati
on ofsources f
orprospect
ive candi
dates
dependont hetypeofper sonnelt
ober ecr
uit
ed.Forexample,managersathigher
l
ev elscannotber ecrui
tedthroughthesamemet hodswhichhavebeenappl i
edfor
recruit
ingunski
l
ledper sonnel
.

4.PastPr
act
ices.

Pastpracti
cesrel
ati
ngt orecruit
mentadopt edbyanor ganizati
onhavetheiri
mpact
onthefuturepr
acti
ces.Gener all
yor ganizat
ionsadoptmanagementpr acti
cesbased
oncertai
nassumpt ions,andi fthereisaneedf orchange,itisbroughtaboutby
evol
uti
on and notbyr evoluti
on so t hatt he change i
s absorbed more easi
ly
.
Theref
ore,t
hereisconsist
encyi nthesepr acti
cesovertheperiodofti
me.

8.
EXPLAI
NTHESELECTONPROCESSORSTEPS?

1.Appl
i
cat
ionPool
.

Applicat
ionpoolbui l
tupthroughr ecr
uit
mentprocessisthebasef orsel
ect
ion
process. The basic obj
ect
ive att he r
ecr
uit
mentleveli
st o at
tractas much
wor t
hwhileappl
icat
ionsaspossibl
esot hatt
herear
emor eopt
ionsav ail
abl
eatthe
selecti
onstage.

2.Scr
eeni
ngofAppl
i
cat
ions.

Therealprocessofselecti
onbeginswit
ht hescr eeningofappli
cati
ons.Prospectiv
e
employeeshav etofi
llupsomesor tofapplicati
onf orms.Thesef or
mshav ev ar
iety
ofinformati
on aboutt he appli
cant
sl i
ke t hei
rper sonalbio-
data,achi
evement s,
exper
ience,etc.Suchinformati
onisusedt oscreent heappli
cantswhoaref oundto
bequali
fiedfortheconsider
ati
onofempl oyment .

3.Sel
ect
ionTest
s.

Manyorgani
zat
ionshol
ddif
ferentki
ndsofsel
ecti
ontestst
oknowmor eaboutt
he
candi
dat
esortorej
ectt
hecandidat
eswhocannotbecal
ledf
ori
nter
viewet
c.

4.I
nter
view

Sel
ecti
ontest
sarenormal
lyfoll
owedbyper sonali
ntervi
ewoft
hecandi
dat
es.The
basi
cideaher
eist
ofindoutoveral
lsui
tabi
l
ityofcandidat
esf
ort
hej
obs.

5.Checki
ngofRef
erences.

Manyorgani
zationsaskthecandi
datestoprov
idet
henamesofref
ereesf
rom whom
moreinf
ormationaboutthecandidatescanbesol
ici
ted.Suchi
nfor
mati
onmaybe
r
elat
edtocharacter,
working,
etc.
 6.Phy
sical
Exami
nat
ion.

Physicalexaminationiscarr
iedouttoascertai
nthephysi
calst
andardsandfi
tness
ofprospect i
veempl oy
ees. Someor ganizati
onsonl
yhav egeneralcheckupof
appli
cantst of i
ndt hemajorphy si
calproblemswhichmaycomei nthewayof
eff
ectivedischargeofduti
es.

7.Appr
oval
byAppr
opr
iat
eAut
hor
it
y.

Onthebasisoft
heabovest
eps,sui
tablecandi
datesarerecommendedforselecti
on
bythesel
ecti
oncommitt
eeorpersonneldepar
tment .Thoughsuchacommi tteeor
per
sonneldepar
tmentmayhaveaut hori
tytoselectthecandidat
esfi
nal
l
y,of t
eni t
hasstaf
fauthor
ityt
orecommendt hecandidatesforselect
iontotheappropri
ate
aut
hori
ty.

8.Fi
nal
Sel
ect
ion

Aft
ertheappr
oval
ofthecompet
entaut
hori
ty,
thesel
ect
ioni
sfi
nal
andt
hecandi
dat
e
concer
nedmaybeinf
ormedaccordi
ngl
y.

9.Empl
oymentCont
ract
.

Ther elati
onshipbetweentheor
gani
zat
ionanditsemploy
eesisacontr
actualone,
andf rom thispointofvi
ew,any
onewhoi sintheemploy
mentoftheorganizati
on
anddr awssal ar
y/wageisanemploy
eeirr
espect
iveoft
heposi
ti
onhel
dbyaper son
thoughi npracti
ce.

10.
Eval
uat
ion

Eval uationoft otalselectionprogram,thoughst r

ictlynotast epofselecti
onpr ocess
buthel psinensur i
ngi tseffecti
vness,maybeunder takenatt wostages:dur
ingt he
processandaf t
erthepr ocess.Dur ingthepr ocess,ev al
uat
iontri
estomeasur ethe
rel
iabi l
ityandt hev al
idityofv ar
iousstepsusedi nt hesel ect
ionprocess.Evaluati
on,
aftert hepr ocessi sov er,measurestheout comesoft heselect
ionprocessint er
ms
oft heper formanceoft hosewhohav ebeensel ected.

9.
EXPLAI
NVARI
OUSTYPESOFTESTSUSEDI
NSELECTI
ONPROCESS?

Abi
li
tyTest

Thegener
almeani
ngofabi
l
ityi
stohav
equal
i
tyorbei
ngabl
etodoawor
k.

1.Mechanicalabi
l
ity
-abi
l
itytovi
sual
i
zehowpart
sfi
ttoget
heri
ntoawhol
e;
comprehensionofmechanical
rel
ati
onshi
ps.

2.Mot
orcoor
dinat
ionabi
l
ity
-abi
l
ityt
omov
ethebodyef
fect
ivel
ytoper
for
m phy
sical
 t
asks.

3.I
ntel
l
ect
ual
abi
l
ity
-gener
ali
ntel
l
igenceorr
easoni
ng:
ver
bal
andnumer
ical
abi
l
ity
.

4.Cr
eat
iveabi
l
ity
-i
nnov
ati
veandar
ti
sti
cabi
l
ity
;aest
het
icj
udgment
.

Achi
evementTest

I
tisal
socall
edperfor
mancet
estort
radet
est
.Achi
evementi
sconcer
nedwi
thwhat
onehasaccompl
ished.

I
ntel
l
igenceTest
.

I
ntel
l
igencet
estt
ri
est
omeasur
ethel
evel
ofi
ntel
l
igenceofacandi
dat
e.

I
Q=Mental
agex100
Act
ualAge

Apt
it
udeTest

Apti
tudetesti
susedformeasuringhumanperf
ormancechar
acteri
sti
csr el
atedtothe
possibl
edevel
opmentofprof
ici
encyonspeci
fi
cjobs.Thesebasiccharacter
ist
icscan
bethoughtofasapt
it
udes.

Per
sonal
it
yTest

Personalityisdef inedi ntermsofor gani zedbehav i

oraspr e-di
sposi ti
ont or eactt oa
givensi tuati
oni napar ti
cularmanner . Per sonal itytesti sadmi nister
edt opr edict
performance success f orjobs t hatr equire deal ing wi th peopl e orj obs t hatar e
essent i
all
ysuper vi
sor yormanager i
ali nchar act er. Or gani zati
onalbehav ior
istshav e
i
dent if
iedbi gf iveper sonali
tyt rai
tst hathav ev er yhighr elevancei nor ganizational
sit
uat i
on. Thesear eagr eeableness( highorl ow) ,consci ent i
ousness( highorl ow),
negat i
veemot ionali
ty( l
ow orhi gh),ext raversion( extrover tori ntr
ov ert
)andopenness
(mor eorl ess).Besi desthesebi gfiveper sonalityt r
aits,otherper sonal i
tytrait
sr el
ev ant
foror ganizati
onalsi tuati
onar esel f
-est eem ( highorl ow) ,locusofcont r
ol( i
nternalor
external)
,andr iskpr opensi
ty(hi
ghorl ow) .Per sonalitytesti sessent i
all
yapr ojective
testas i tpr ojectst he personal i
tyofan i ndi vi
dualwho maybe empl oyed byan
organisation.Ther ear eanumberoft est sthatai m atassessi ngpersonal i
ty.Howev er
,
twomostwi delyusedt estareThemat icApper ceptionTestandMy ersBr i
ggsTy pe
Indicator
.

Themat
icApper
cept
ionTest

Themati
cApper
cept
ionTest(TAT)wasdevel
opedbytwopsychol
ogi
sts-Murr
ayand
Morgan–in1935andst udi
edtheper
sonali
tyofnor
malandneurot
icsbythi
stest
.
Accor di
ngt othem. TATi sbasedont hefactthatani ndi
vidualconfrontedwi than
ambi guoussi tuati
onandr equi r
edt omakeupani magi nativ
est oryisli
kelyt opr oj
ect
andr evealhisownper sonalityint hi
sprocess.Inthistest ,31car dsareused;30car ds
havesemi -
str
ucturedpi ct
ureswhi l
eonecar di sleftbl ank. Ont heblankcar d,the
descriptionoft het y
peofsubj ectwhoseper sonal
ityist obeassessedi spr i
nted,for
exampl e,Mal e( M),Female(F)et c.Theper sonal
it
yassessorshowseachcar dt othe
subject( thepersonwhoseper sonalit
yisassessed)turnbyt urn.Thesubj ectisasked
aboutt henar r
ationoft hepi cture.Ont hebasisofnar rationofpi ctur
es,personal i
tyof
thesubj ectisassessed.

TATi susedf orassessi ngt heper sonalityofalltypesofpeopl e-adul tsandchi ldren.I t

canbeei t
herusedi ndividuallyori ngr oup.Whi leadmi nister i
ngTATi nagr oup,t he
pictureisshownonascr eenwi ththehel pofpr oject or.Ther eli
abili
tycoef fi
cientofTAT
i
s0. 91.Becauseoft hishi ghtreliabil
ity,TAThasbecomequi tepopul ar.Ont heut i
li
tyof
TAT,Rozenwei ghhascomment edt hat“ TATi sintendedt or ev ealtheneeds,conf li
cts,
andt rai
tsthatunder liethebehav ioroft hei ndi
vi
dual .Someoft het raitsmaynotev en
beknownt otheper sonhi msel fsincet hesear eimpl icitr
athert hanexpl icitinhi slivi
ng
andt hesubjectsupposedl ypr ojectst hesei nthi
sf ant asyproduct i
on. ”Howev er,since
TATmeasur est heper sonal ityoft hesubj ectont hebasi sofhi snar rati
onsofpi ctures,
i
nt erpretat
ion oft hesenar rationsr equiresv er
yhi gh skil
ls. Ther efore,onl yhi ghl
y
qualifiedp0ersonsshoul dadmi nisterTAT.Ther ear ecer tainI ndianv ersionsofTAT
availablewi t
hI ndianpsy chol ogicalt estingcenter s.Ont hepat ternofTAT,Themat i
c
Evaluat i
onofManagementPot ential(TEMP)hasbeendev elopedwhi chi susedt o
assessmanager ialpotent ialofacandi dat e.

My
ers-
Bri
ggsTy
peI
ndi
cat
or.

Myers-
BriggsTypeindi
cator(MBTI)usesaquestionnai
ret oassesspersonali
ty.MBTI
di
ff
erenti
atespeopleint er
msoff ourdimensi
ons-sensing,inst
ruct
ing,judgi
ng,and
per
ceivi
ng,based on classi
calwor k ofCarlJung,t he famous psychologi
st. By
combini
ngt hesef
ourdimensions,si
xteenper
sonali
tytypeshav ebeenidenti
fi
ed,anda
per
soncanbepl acedinanyonet y
pe.

MBTIcont ainsappr oxi

mat ely100quest ions( i
neachr evisededi tion,questi
onshav e
beenadded,del eted,modified) .Eachquest i
onhast woalter nat
iveanswer sandbot h
theanswer sappeart ober elevantforagi venquest i
on.Thesubj ecthast omar kthe
alt
ernati
vewhi chismor erel evanttohi m. Afterthecompl etionoft hequestionnai
re,i
t
i
spr ocessedt oi denti
fythet ypeofper sonal
it
yoft hesubj ect. Par aMBTIi squite
popularintheUSAandnear ly2mi ll
ionindivi
dualstakeitev eryyear .Oneoft hebasic
advantageofMBTIi sthatitpr edictsthet y
peofj obwhichwi l
lsuitaper sonaswel las
whatf act
orswi llmotiv
atehi mt odobet terMBTIi seasyt oadmi nisterasthescoring
keyisalsoav ai
lablewit
hthequest i
onnair
e.Howev er,
questionshav ebeenraisedabout
t
hev
ali
dit
yofMBTI
.

I
nter
estTest

I
nter
esttestisdesignedtodi
scov
eraper son’
sareaofint
erest
,andident
if
ytheki
ndof
j
obsthatwillsat
isf
yhim.Thebasicl
ogicbehinddiscov
eri
nginter
estofapersoni
sthat
i
fheisputonaj obwhi chmat
cheshi
sinterest
.

10.
TYPESOFI
NTERVI
EWS?

St
ruct
uredI
nter
view

Str
uct
uredint
erv
iew,alsoknownashi
ghl
yor
gani
zedpat
ter
nedordi
rect
ive,i
sthemost
commont y
peofinter
view.

Unst
ruct
uredI
nter
view

Unst
ruct
uredi
nterv
iew,al
soknownasnondi
rect
ivei
nter
view,doesnotdependonpr
e
pl
annedquest
ionsprepar
edbef
oret
hecommencementoftheint
erv
iew.

Dept
hint
erv
iew

Depthi ntervi
ewissemist r
ucturedinnat ur
eandinvolv
esquest i
onsinkeyar easwhich
theinterviewershav est udiedinadv ance.Theseareasi ncl
udecandidate’
shomel ife,
educat i
on pattern,pr evi
ous experience,apti
tude,int
erest,hobbi
es,et c. From the
i
nterviewer ssidei nf
ormat i
oni sprovidedabouttheor gani
zati
on,natureofjob,sal
ary
and benef i
ts,pr omot i
onaloppor tuniti
es,and organizati
on expectat
ion from the
candidate.

St
ressI
nter
view

Thebasicobjecti
veofstressint
ervi
ew istofindouthow thecandidat
ebehavesin
str
essf
ulsit
uati
on.Inst
ressint
ervi
ew,theint
erv
iewer
screat
estressf
ulsit
uat
ionf
orthe
candi
date.