A

SUMMER TRAINING PROJECT REPORT

ON

“IMPACT OF RECRUITMENT & SELECTION ON ORGANIZATIONAL

EFFECTIVENESS "

Avidley services pvt ltd

Submitted towards the partial fulfillment for the award of

Degree
in
MASTER OF BUSINESS ADMINISTRATION

(2019-2021)

SUBMITTED TO - SUBMITTED BY:

Dr. Priyanka Srivastava Mahima Pathak

MBA 3rd Semester

Roll no: 1901520700060

MANGALMAY INSTITUTE OF MANAGEMENT & TECHNOLOGY

GREATER NOIDA (U.P.)

Dr. A.P.J. ABDUL KALAM TECHNICAL UNIVERSITY,

LUCKNOW

1
 Mangalmay Institute of Management & Technology
Greater Noida

Certificate

This is to certify that Ms. Mahima Pathak, University Roll No. 1901520700060
is a regular student of MBA 2nd year, full time degree course at our institute. Her Project Report
work titled, ‘IMPACT OF RECRUITMENT & SELECTION ON ORGANIZATIONAL
EFFECTIVENESS’ submitted as part of the curriculum for the award of the degree of Master of
Business Administration from Dr. A.P.J. ABDUL KALAM TECHNICAL UNIVERSITY,
LUCKNOW, is an original work done by her. This work has not been submitted earlier in any
form partially or fully to this or any other Institute/University for any degree or diploma.

Supervisor Director

2
3
 Mangalmay Institute of Management & Technology
Greater Noida

Student Declaration

I Mahima Pathak, bearing University Roll No 1901520700060 of Dr. A.P.J. ABDUL KALAM
TECHNICAL University, Lucknow, enrolled as student of MBA at Mangalmay Institute of
Management & Technology, Greater Noida, solemnly declare that the project report titled,
‘IMPACT OF RECRUITMENT & SELECTION ON ORGANIZATIONAL
EFFECTIVENESS .’ embodies the results of original research work carried out by me and the
same has not been submitted in any form partially or fully for award of any diploma or degree of
this or any other University/Institute.

Mahima Pathak

Roll No: 1901520700060

4
 ACKNOWLEDGEMENT

This project is the outcome of sincere efforts, hard work and constant guidance of not only me
but a number of individuals. First and foremost, I would like to thank Mangalmay Institute of
Management & Technology, GREATER NOIDA for giving me the platform to work with
such a prestigious company in the financial sector. I am thankful to my faculty guide Dr.
Priyanka Srivastava for providing me help and support throughout the Project Report period.

I owe a debt of gratitude to my faculty guide who not only gave me valuable inputs about the
industry but was a continuous source of inspiration during these months, without whom this
Project was never such a great success.

Last but not the least I would like to thank all my Faculty members, friends and family members
who have helped me directly or indirectly in the completion of the project.

MAHIMA PATHAK

(1901520700060)

5
 Preface

One can never deny for the importance of the practical expose of the problem for its better
understanding and greater grip of coming out with an industrially acceptable solution .Being the
MANAGEMENT student and performing small practical even is in itself an experience of
responsibility on our head.

This work gave us an insight to understand that how some of the important concepts that we
have been studying as a student of management are applicable in the field. The project is a
sincere attempt to focus on the subject in a lucid manner. I sincerely attempted to carry out in
depth study of the subject.

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 Content

Chapter Title Page Number

1 Introduction 9 - 18

• About Company

• About the topic

2 Literature Review 18 - 40

3 Objectives 41 - 42

4 Scope and Importance of the study 43 - 50

5 Research Methodology 51 - 58

6 Analysis of data 59 - 86

7 Conclusion 87 - 92

8 Recommendation 93 - 94

9 Bibliography 95 - 97

10 Annexure ‘s 98 - 103

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 ABSTRACT

The purpose of this study was to assess the impact of recruitment and selection on organizational
performance. It was to find out the recruitment and selection policy or practice, the impact of
recruitment and selection process, the challenges associated with the recruitment and selection
practice and ways to help improve human resource planning and development.The study
obtained information from twenty (20) respondents from staff of Organization, through the use
of questionnaire. The results indicated that, advertising of job vacancies to general public, use of
employment agent(s) and employee referrals are mostly the mode for recruiting potential
employees, it was also realized that the method used in the recruiting and selection process was
very effective and moreover helped improve employee performance, the study revealed that the
selecting and recruitment process are also characterized with lots of challenges.Among the
recommendations made were that potential employees should all be treated fairly in the
recruitment and selection process, more so employees must be appraised constantly to ensure
that they improve upon their performance.

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INTRODUCTION

9
INTRODUCTION

Recruitment and Selection is a vital process for every successful organization because having the
right staff improves and sustains organizational performance. The impact of an organization‟s
selection system influence bottom-line business outcomes, such as productivity and financial
performance a dream for any organization.

In the operations of any organization, recruitment and selection is the major function of the
human resource department and recruitment process is the first step towards creating the
competitive strength of organizations. Recruitment process involves a systematic procedure from
sourcing the candidates to arranging and conducting the interviews and requires many resources
and time. Accordingly, Recruitment and selection are conceived as the processes by which
organizations solicit, contact and interest potential appointees, and then establish whether it
would be appropriate to appoint any of them, Sisson (1994).

Recruitment and selection are the two phases of the employment process but there is a difference
between the two. The recruitment is the process of searching the candidates for employment and
stimulating them to apply for jobs in the organization while selection involves the series of steps
by which the candidates are screened for choosing the most suitable persons for vacant posts.

Similarly, the basic purpose of recruitments is to create a talent pool of candidates to enable the
selection of best candidates for the organization, by attracting more and more employees to apply
in the organization whereas the basic purpose of selection process is to choose the right
candidate to till the various positions in the organization. The recruitment process is immediately
followed by the selection process, which is the final interviews and the decision making,
conveying the decision and the appointment formalities.

Recruiting is seen as a “positive process of generating a pool of candidates by reaching the

„right‟ audience, suitable to till the vacancy” (Leopold, 2002), On the other hand, he stated that
once these candidates are identified, the process of selecting appropriate employees for
employment can begin. This means collecting, measuring, and evaluating information about
candidates‟ qualifications for specified positions. employment can begin. This means collecting,
measuring, and evaluating information about candidates‟ qualifications for specified positions.

10
Selection therefore, is a process that involves the series of steps by which the candidates are
screened for choosing the most suitable persons for vacant posts.

Recruitment of candidates is the function preceding the selection, which helps create a pool of
prospective employees for the organization so that management can select the right candidate for
the right job from this pool. The main objective of the recruitment process is to expedite the
selection process. Therefore, organizations use these practices to increase the likelihood of hiring
individuals who have the right skills and abilities to be successful in the target job, and better
recruitment and selection strategies result in improved organizational outcomes.

The more effectively organizations recruit and select candidates, the more likely they are to hire
and retain satisfied employees. In addition, the effectiveness of an organization‟s selection
system can influence bottom-line business outcomes, such as productivity and financial
performance. Hence, investing in the development of a comprehensive and valid selection
system is money well spent. Recruitment and

Selection are vital processes for a successful organization, having the right staff can “improve
and sustain organizational performance” (Petts. 1997).

The basic purpose of recruitrnents and selection is to create a talent pool of candidates to enable
the selection of best candidates for the organization, by attracting more and more employees to
apply in the organization as well as to choose the right candidate to fill the various positions in
the organization which process must be based on merit or technical knowhow employment can
begin. This means collecting, measuring, and evaluating information about candidates‟
qualifications for specified positions.

Selection therefore, is a process that involves the series of steps by which the candidates are
screened for choosing the most suitable persons for vacant posts.

Recruitment of candidates is the function preceding the selection, which helps create a pool of
prospective employees for the organization so that management can select the right candidate for
the right job from this pool. The main objective of the recruitment process is to expedite the
selection process. Therefore, organizations use these practices to increase the likelihood of hiring

11
individuals who have the right skills and abilities to be successful in the target job, and better
recruitment and selection strategies result in improved organizational outcomes.

The more effectively organizations recruit and select candidates, the more likely they are to hire
and retain satisfied employees. In addition, the effectiveness of an organizations selection system
can influence bottom-line business outcomes, such as productivity and financial performance.
Hence, investing in the development of a comprehensive and valid selection system is money
well spent. Recruitment and

Selection is vital processes for a successful organization, having the right staff can “improve and
sustain organizational performance” (Petts. 1997).

The basic purpose of recruitrnents and selection is to create a talent pool of candidates to enable
the selection of best candidates for the organization, by attracting more and more employees to
apply in the organization as well as to choose the right candidate to fill the various positions in
the organization which process must be based on merit or technical knowhow.

Statement of the Problem

In recent years, there has been increase in the rate of business failure, closure and at best low
productivity and in m t cases; it was due to low level of organizational performance. To explain
the situation, various factors have been looked into including competitive strategy in an
organization. Despite the conflict between the stakeholders and the employee, the personnel

crucial roles to play in ensuring the resolution of impending conflicts between the management
and the employees for the achievement of goals and objectives of the organization.

Unfortunately, some organizations pay more attention on factors like money incentives, and/or
physiological factors without giving much attention to the recruitment and selection of work force . This
section examines current practices and decision-making in recruitment and selection. They are
critical elements of effective human resource management. We cannot discuss how recruitment
and selection take place without asking why certain techniques are used in preference to others.
Within the HRM paradigm, they are not simply mechanisms for filling vacancies. Recruitment
and redundancy can be viewed as key 'push' and 'pull' levers for organizational change.

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Recruitment and selection allow management to determine and gradually modify the behavioral
characteristics and competences of the workforce. The fashion for team working, for example, has
focused on people with a preference for working with others as opposed to the individualist 'stars'
preferred by recruiters in the 1980's. Attention has switched from rigid lists of skills and abilities to
broader-based competences. In general - as we noted in the previous section - there is greater
regard for personal flexibility and adaptability - a reorientation from present to future stability.

Impact of Organisational Culture in Recruitment and Selection

Organisational culture is the pattern of values, norms, beliefs, attitudes and assumptions that may
not have been articulated but shape the ways people in organizations behave and do things.
‘Values’ refer to what is believed to be important about how people and organizations behave.
‘Norms’ are the unwritten rules of behaviour (Armstrong 2011).

Organizational culture is concerned with the subjective aspect of what goes on in organizations.
Organisational Culture can have a significant influence on people’s behaviour. The culture of an
organization refers to the European Scientific Journal June 2015 edition vol.11, No.16 ISSN:
1857 – 7881 (Print) e - ISSN 1857- 7431 164 unique configuration of norms, values, beliefs and
ways of behaving that characterize the manner in which groups and individuals combine to get
things done (Eldridge and Crombie 1974). Culture is the commonly held beliefs, attitudes and
values that exist in an organization. Put more simply, culture is ‘the way we do things around
here’.

Human Resource (HR) management is aimed at developing and implementing policies that
provide a balance whilst considering the needs of different stakeholders in managing workforce
recruitment and selection Armstrong 2006). HRM practices could be improved by adopting
effective recruitment in organizations that reflects organisational culture that is based on merit
system (Taylor 2005). Merit system is the tendency for organisations to give objective, skilled
and competent opportunities to all

irrespective of race, sex, disability, age or marital status (Armstrong 2005).

13
The workplaces in recent times are cumbered with various forms of cultural influence coupled
with differing work ethics, deep-seated attitudes, opposing perspectives and diverse motivations
(Owoyemi 2011).

The Chartered Institute of Personnel and Development (CIPD, 2009,2010) Code of Conduct
stipulates that the recruitment process should have an accurate and updated job description that
does not discriminate against sex and avoid over inflated job criteria in terms of person
specification. The code also covers areas like interview process, selection criteria, training and
development and promotions. Armstrong (2009) observes that the assumption underpinning the
practice of HRM is that people are the organisation’s key resource and organisational
performance largely depends on them. Therefore, if an appropriate range of HR policies and
processes are developed and implemented effectively, then HR will make a substantial impact on
firm performance.

The Attraction-Selection-Attrition (ASA) Model (Schneider, 1987; Schneider 1995) posits that
job applicants will be attracted to and selected by those organisations whose values are similar.
After entering, those

employees whose values do not fit with the organisational values will either leave voluntarily or
be removed by the organisation. Thus, the organization will become homogeneous in terms of
work values over time. It is feasible that job applicants will display desired values based on their
knowledge

about the organisational culture. Organisations can also project a nice image of their culture that
is different from their actual functioning culture. Understanding each other’s values takes time
and is mainly based on behavioural observation. Sims (2002) defines HRM as “the philosophy,
policies, procedures, and practices related to the management of an organisation’s employees”.

HRM is essentially concerned with all the activities that contribute to successfully attracting,
developing, motivating, and maintaining a high European Scientific Journal June 2015 edition
vol.11, No.16 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431 165 performing workforce that
result in organizational success. Inyang (2001) considers HRM as “a set of organization-wide

14
and people-oriented functions or activities deliberately designed to influence the effectiveness of
employees in the organization”.

Effective recruiting and selection processes lead to better company results. The quality of
products and service is improved when the best employees are hired and retained. Financial
success improves when the best people are identified, hired, trained and retained. Fewer people
accomplish more, and your organizational structure allows for more freedom when employees
know how to best perform their jobs. Attracting new employees is easier when your company's
reputation for hiring and training is excellent. There is also less need for a recruiting and
selection department if hiring is not constant.

Most organizations divide their structure into one of three basic types. One type is a line
structure where very specific duties are defined from top to bottom, like a straight line. Others
define duties by staff and line, with staff departments supporting the line managers. A third
type of structure organizes by department, with people specializing in human resources,
marketing, engineering and finance, for example. Recruiting and selection vary by these
structures, and hiring depends on what duties the candidates will perform in these
organizational structures.

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Company Profile

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16
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17
LITERATURE
REVIEW

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LITERATURE REVIEW

The Concept of Recruitment and Selection

According to Costello (2006) recruitment is described as the set of activities and processes used
to legally obtain a sufficient number of qualified people at the right place and time so that the
people and the organization can select each other in their own best short and long term interests.
In other words, the recruitment process provides the organization with a pool of potentially
qualified job candidates from which judicious selection can be made to fill vacancies. Successful
recruitment begins with proper employment planning and forecasting. In this phase of the
staffing process, an organization formulates plans to fill or eliminate future job openings based
on an analysis of future needs, the talent available within and outside of the organization, and the
current and anticipated resources that can be expanded to attract and retain such talent.

Also related to the success of a recruitment process are the strategies an organization is prepared
to employ in order to identify and select the best candidates for its developing pool of human
resources, Organizations seeking recruits for base-level entry positions often require minimum
qualifications and experiences. At the middle levels, senior administrative, technical and junior
executive positions are often filled internally. The push for scarce, high-quality talent, often
recruited from external sources, has usually been at the senior executive levels. Most
organizations utilize both mechanisms to effect recruitment to all levels. Jovanovic (2004) said
recruitment is a process of attracting a pool of high quality applicants so as to select the best
among them. For this reason, top performing companies devoted considerable resources and
energy to creating high quality selection systems.

Recruitment and selection process are important practices for human resource management, and
are crucial in affecting organizational success Jovanovic (2004).

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Due to the fact that organizations are always fortified by information technology to be more
competitive, it is natural to also consider utilizing this technology to re-organize the traditional
recruitment and selection process through proper decision techniques, with that both the
effectiveness and the efficiency of the processes can be increased and the quality of the
recruitment and selection decision improved.

Additionally, recruitment is a positive process i.e. encouraging more and more employees to
apply whereas selection is a negative process as it involves rejection of the unsuitable candidates.
Recruitment also, is concerned with tapping the sources of human resources Whereas selection is
concerned with selecting the most suitable candidate through various interviews and tests, and
finally, there is no contract of recruitment established in recruitment whereas selection results in
a contract of service between the employer and the selected employee.

Recruitment of candidates is the function preceding the selection, which helps create a pool of
prospective employees for the organization so that the management can select the right candidate
for the right job from this pool. The recruitment process is immediately followed by the selection
process i.e. the final interviews and the decision making, conveying the decision and the
appointment formalities, Wanous,J. P (1992) .

Recruitment is the process of identifying and attracting a group of potential candidates from
within and outside the organization to evaluate for employment. Once these candidates are
identified, the process of selecting appropriate employees for employment can begin. This means
collecting, measuring, and evaluating information about candidates‟ qualifications for specified
positions. Organizations use these practices to increase the likelihood of hiring individuals who
have the right skills and abilities to be successful in the target job, Leopold (2002).

DEFINITION OF RECRUITMENT:

According to Edwin B. Flippo, “It is a process of searching for prospective employees

and stimulating and encouraging them to apply for jobs in an organisation.” He further elaborates

it, terming it both negative and positive. He says, “It is often termed positive in that it stimulates

people to apply for jobs, to increase the hiring ratio, i.e. the number of applicants for a job.

20
Selection, on the other hand, tends to be negative because it rejects a good number of those who

apply, leaving only the best to be hired. ”

In the words of Dale Yoder, Recruitment is the process to “discover the sources of

manpower to meet the requirements of the staffing schedule and to employ effective measures
for

attracting that manpower in adequate numbers to facilitate effective selection of an efficient

working force.”

Kempner writes, “Recruitment forms the first stage in the process which continues with

selection and ceases with the placement of the candidates.”In personnel recruitment,
management

tries to do far more than merely fill job openings. As a routine the formula for personnel

recruitment would be simple i.e., just fill the job with any applicant who comes along.

Joseph J. Famularo has said, “However, the act of hiring a man carries with it the

presumption that he will stay with the company-that sooner or later his ability to perform his
work,

his capacity for job growth, and his ability to get along in the group in which he works will
become

matters of first importance.” Because of this, a critical examination of recruitment methods in

use

should be made, and that is the purpose of this chapter.

MEANING:

Recruitment is a positive process of searching for prospective employees and stimulating

them to apply for the jobs in the organisation. When more persons apply for jobs then there will

21
be a scope for recruiting better persons.

Recruitment is the process of attracting prospective employees and stimulating them for

applying job in organization.The job-seekers too, on the other hand, are in search of
organisations

offering them employment. Recruitment is a linkage activity bringing together those with jobs
and thoseseeking jobs. In simple words, the term recruitment refers to discovering the source
from where potential employees may be selected. The scientific recruitment process leads to
higher productivity, better wages, high morale, reduction in labour turnover and enhanced
reputation. It stimulates people to apply for jobs; hence it is a positive process.

Recruitment is concerned with reaching out, attracting, and ensuring a supply of qualified
personnel and making out selection of requisite manpower both in their quantitative and
qualitative aspect. It is the development and maintenance of adequate man- power resources.

DEFINTION OF SELECTION

The Selection is a process of picking the right candidate with prerequisite qualifications and

capabilities to fill the jobs in the organization.

Selection is defined as a process which differentiates between job applicants to filter and hire

those who can achieve greater success in the job.

Selection is the screening and filtering process of job applicants who have been invited to apply

for the vacant positions through which the process comes to an end.

Selection is the process of choosing form the candidates, from within the organization or from

outside, the most suitable person for the current position or for the future positions.

The recruitment and selection process

A number of recent studies have suggested that some recruitment processes are more effective
than others in terms of the value of the employees recruited.

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Steps are;

Step 1: Identify vacancy

Step 2: Prepare job description and person specification,

Step 3: Advertising the vacancy

Step 4: Managing the response

Step 5: Short-listing

Step 6: Arrange interviews

Step 7: Conducting interview and decision making

The recruitment and selection is the major function of the human resource department and
recruitment process is the first step towards creating the competitive strength and the recruitment
strategic advantage for the organizations. Recruitment process involves a systematic procedure
from sourcing the candidates to arranging and conducting the interviews and requires many
resources and time, Sisson (l994).

Similarly, Hall and Torrington (1998), states that a general recruitment process is as follows:
The recruitment process begins with the human resource department receiving requisitions for
recruitment from any department of the company. These contain: Preparing the job description
and person specification. Locating and developing the sources of required number and type of
employees (Advertising etc.).

Short-listing and identifying the prospective employee with required characteristics as well as
arranging the interviews with the selected candidates, conducting the interview and decision
making. The recruitment process is immediately followed by the selection process i.e. the final
interviews and the decision making, conveying the decision and the appointment formalities.

Type of Recruitment:

There are several types of recruitment:

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•Online recruitment.

•Principles of help wanted advertising.

•Executive recruiter.

•Using government job service.

•Campus recruiting.

•Referral and walk-ins as a source of candidate.

•Computerized employee database.

•Recruiting a more diverse work force.

Factors Influencing Recruitment

1. Size of the Enterprise:

The number of persons to be recruited will depend upon the size of an enterprise. A big
enterprise

requires more persons at regular intervals while a small undertaking employs only a few

employees. A big business house will always be in touch with sources of supply and shall try to

attract more and more persons for making a proper selection. It can afford to spend more
amounts

in locating prospective candidates. So the size of an enterprise will affect the process of

recruitment.

2. Employment Conditions:

The employment conditions in an economy greatly affect recruitment process. In under-

developed

24
economies, employment opportunities are limited and there is no dearth of prospective
candidates.

At the same time suitable candidates may not be available because of lack of educational and

technical facilities. If the availability of persons is more, then selection from large number
becomes

easy. On the other hand, if there is a shortage of qualified technical persons, then it will be
difficult

to locate suitable persons.

3. Salary Structure and Working Conditions:

The wages offered and working conditions prevailing in an enterprise greatly influence the

availability of personnel. If higher wages are paid as compared to similar concerns, the enterprise

will not face any difficulty in making recruitments. An organisation offering low wages can face

the problem of labour turnover.

The working conditions in an enterprise will determine job satisfaction of employees. An

enterprise offering good working conditions like proper sanitation, lighting, ventilation, etc.
would

give more job satisfaction to employees and they may not leave their present job. On the other

hand, if employees leave the jobs due to unsatisfactory working conditions, it will lead to fresh

recruitment of new persons.

4. Rate of Growth:

The growth rate of an enterprise also affects recruitment process. An expanding concern will

25
require regular employment of new employees. There will also be promotions of existing

employees necessitating the filling up of those vacancies. A stagnant enterprise can recruit
persons

only when present incumbent vacates his position on retirement.

The Sources of Recruitment

Every organization has the option of choosing the candidates for its recruitment processes from
two kinds of sources:

• internal sources.

• external sources.

Internal sources: The sources within the organization itself (like transfer of employees from one
department to other, promotions) to fill a position are known as the internal sources of
recruitment.

External sources:Recruitment candidates from all the other sources (like outsourcing agencies
etc.) are known as the external sources of the recruitment, Schmidt and Hunter (1998).

They further explain that internal recruiting seeks to fill vacancies with current employees. It is
the most common approach; Notify present employees and encourage them to apply for positions
in which they are qualified, ask present employees for referrals; often those referrals are other
current employees. According to them internal recruitment is advantageous in a sense that it
increases morale, retains employees, attendance and work records are known, and less training
necessary. However, they say is disadvantages because it encourages lack of new ideas, may
settle for less qualified to avoid hurt feelings, and bring ripple effect creating other vacancies.

In addition, Schmidt and Hunter (l998) demonstrate also that external recruiting may be effective
in certain situations it includes the ability to attract the most qualified individuals, a reduction in
resentment, the ability to bring in new ideas, and recruitment from minority groups but to the

26
contrary it calls for the need for more training, the chance of losing current employees to new
opportunities elsewhere, and the risk of the unknown regarding the new employee.

External Recruiting Resources can be used to locate, identify, and attract qualified applicants,
and they include; Newspaper ads, specialized journals and publications, Professional
organizations, Educational institutions, Public employment services, Private employment
agencies, Labor unions and trade associations, Walk-ins and mail-ins, and The Internet as a new
resource ,Taylor and Collins (2000), and are the present Employees , Unsolicited Applicants ,
Educational and Professional Institutions , Public Employment Offices , Private employment
Agencies, Employee Referrals , Help wanted Advertising , Walk-Ins , Schmidt and Hunter(l998).

Review of literature was a crucial part of the research. Literature related to the core subject
of leadership hiring, with emphasis on its importance in the manufacturing industry, hiring
process at leadership level, effective of the process and its evaluation, and significance of
talent acquisition for an organization was reviewed. Articles pertaining to the manufacturing
industry reviewed to get an overview of the in the scope of the research.

G.P.Rabey in his book “Staff Selection”1 published way back in 1981 compares selection to
purchase of a new car and he stresses the need for considerable caution in doing it. He
emphasizes that no one has designed a process of selection which is error free as human
being will ever be unpredictable. He mentions that it is very important to assess the need of
the position, who should work on the selection, and what are the important parameters in
identifying what one wants. He talks in detail on the job analysis and person specification
and says that these two form the pillars of a Job Description. Preparing for Interview has
been given a lot of importance in this book. Interestingly enough he has stressed on the kind
of room to be used for the discussion, the sitting arrangement that one must take care of,
either in a one to one or a panel interview, competency of interviewers and their ability to
listen. In order to make a decision on the candidates interviewed, Rabey gives the concept of
Ability and Achievement. He says that Ability may be expressed in terms of Aptitude,
Education and Experience while Achievement is a combination of Ability and Drive. He
also briefly mentions the need for a couple of quick appraisals to ratify the appointment.

27
Over the last three to four decades, research on recruitment is on the rise. As Guion2 points
out in his study of Recruitment Research, in the Handbook of Industrial and Organizational
Psychology, in its first edition had less than one page of coverage and by the time, the
second edition was published, 25 years hence, an entire chapter was devoted to this field of
management.

However some of the recent reviews and papers on this topic do not have a very enthusiastic
view about the scope of research. The researchers feel that they are not properly designed and
have a relatively narrow focus. All though the historic background that recruitment has, the
research is not able to put a value to the effect recruitment activities .

28
Work by Korsten (2003) and Jones et al. (2006):
According to Korsten (2003) and Jones et al. (2006), Human Resource Management theories
emphasize on techniques of recruitment and selection and outline the benefits of interviews,
assessment and psychometric examinations as employee selection process. They further stated
that recruitment process may be internal or external or may also be conducted online. Typically,
this process is based on the levels of recruitment policies, job postings and details, advertising,
job application and interviewing process, assessment, decision making, formal selection and
training (Korsten 2003).

Jones et al. (2006) suggested that examples of recruitment policies in the healthcare, business or
industrial sector may offer insights into the processes involved in establishing recruitment
policies and defining managerial objectives.

Successful recruitment techniques involve an incisive analysis of the job, the labour market
scenario/ conditions and interviews, and psychometric tests in order to find out the potentialities
of job seekers. Furthermore, small and medium sized enterprises lay their hands on interviews
and assessment with main concern related to job analysis, emotional intelligence in
inexperienced job seekers, and corporate social responsibility. Other approaches to selection
outlined by Jones et al. (2006) include several types of interviews, role play, group discussions
and group tasks, and so on.

Any management process revolves around recruitment and failure in recruitment may lead to
difficulties and unwanted barriers for any company, including untoward effects on its
profitability and inappropriate degrees of staffing or employee skills (Jones et al. 2006). In
additional, insufficient recruitment may result into lack of labour or hindrances in management
decision making, and the overall recruitment process can itself be advanced and amended by
complying with management theories. According to these theories, the recruitment process can
be largely enhanced by means of Rodgers seven point plan, Munro-Frasers five-fold grading
system, personal interviews, as well as psychological tests (Jones et al. 2006).

Work by Alan Price (2007):

Price (2007), in his work Human Resource Management in a Business Context, formally defines
recruitment and selection as the process of retrieving and attracting able applications for the
purpose of employment. He states that the process of recruitment is not a simple selection

29
process, while it needs management decision making and broad planning in order to appoint the
most appropriate manpower. There existing competition among business enterprises for
recruiting the most potential workers in on the pathway towards creating innovations, with
management decision making and employers attempting to hire only the best applicants who
would be the best fit for the corporate culture and ethics specific to the company (Price 2007).
This would reflect the fact that the management would particularly shortlist able candidates who
are well equipped with the requirements of the position they are applying for, including team
work. Since possessing qualities of being a team player would be essential in any management
position (Price 2007).

Work by Hiltrop (1996):

Hiltrop (1996) was successful in demonstrating the relationship between the HRM practices,
HRM-organizational strategies as well as organizational performance. He conducted his research
on HR manager and company officials of 319 companies in Europe regarding HR practices and
policies of their respective companies and discovered that employment security, training and
development programs, recruitment and selection, teamwork, employee participation, and lastly,
personnel planning are the most essential practices (Hiltrop 1999). As a matter of fact, the
primary role of HR is to develop, control, manage, incite, and achieve the commitment of the
employees. The findings of Hiltrop’s (1996) work also showed that selectively hiring has a
positive impact on organizational performance, and in turn provides a substantial practical
insight for executives and officials involved. Furthermore, staffing and selection remains to be an
area of substantial interest. With recruitment and selection techniques for efficient hiring
decisions, high performing companies are most likely to spend more time in giving training
particularly on communication and team-work skills (Hiltrop 1999). Moreover the finding that
there is a positive connection existing between firm performances and training is coherent with
the human capital standpoint. Hence, Hiltrop (1996) suggests the managers need to develop HR
practices that are more focused on training in order to achieve competitive benefits.

Work by Taher et al. (2000):

Toward that end Taher et al. (2000) carried out a study to critique the value-added and non-value
activities in a recruitment and selection process. The strategic manpower planning of a company,
training and development programme, performance appraisal, reward system and industrial
relations, was also appropriately outlined in the study. This study was based on the fact that
efficient HR planning is an essence of organization success, which flows naturally into employee
30
recruitment and selection (Taher et al. 2000). Therefore, demand rather than supply must be the
prime focus of the recruitment and selection process and a greater emphasis must be put on
planning, supervising and control rather than mediation. Extending this principle, a realistic
approach to recruitment and selection process was demonstrated, and the study found that an
organization is efficient only when the value it commands exceeds the price involved in
determining the process of decision making or product. In other words, value-added and non-
value added activities associated with a company’s recruitment and selection process impacts its
role in creating motivated and skilled workforce in the country (Taher et al. 2000). Thus, the
study identified the waiting time, inspection time and filing time as non value added tasks and
the cost of advertisement as the only value added activity in the overall process. Taher et al.
(2000) investigated the recruitment and selection section of Bangladesh Open University. It was
found that whenever the recruitment and selection department of BOU received a recruitment
request of new applicants from other sections, the officials failed to instantly advertise the
vacancy in various media. The university had to follow some long sequential steps prior to doing
so. After the vacancy is publicly advertised, what followed were the bureaucratic formalities and
complications together with inspection and supervision by two departments thereby causing
unnecessary waiting in the recruitment and selection process that eventually increases the cost of
recruitment by keeping the organization’s image at stake. The study also witnessed some amount
of repetition taking place at every step of recruitment where the applications of applicants
circulating around too many departments for verifications. This repetitive work tends to engage
unnecessary persons for a single task that results in unnecessary delay in the decision and unjust
wastage of manpower.

After careful consideration of similar problems in the BOU, Taher et al. (2006) recommended for
amending the recruitment process by stating that firstly processes like job analysis and searching
internal and external sources must be followed by direct advertisement of the post as the HR’s
own responsibility, and not by any intermediate officials. This will eliminate the non-value
activities. Secondly, Taher et al (2000) suggested a ‘system’ to be introduced to ease the
respective department to study the shortlisted candidates, which can be done only by the request
of the HR department. A medical assistance must be sought by BOU in regards to the physical or
mental abilities of applicants for the job function as well as their workers compensation and risk.
A procedure needs to be devised pertaining to the privacy and confidentiality of medical reports.
Thus, this privacy and decrease in noon-value added activity of the medical exam can be

31
sustained effectively by testing the applicants via contracted medical advisors, or in-house
doctors. Use of a computer based HR system should be installed in BOU to manage the pool of
information about employees and to make the organization to take just-in-time HR recruitment
and selection decisions.

Therefore, any organization is encouraged to development real-time recruitment strategies that

must attempt to generate a pool of appropriately qualified and well-experienced individuals so as
to effectively initiate the selection strategies and decisions. In essence, the potential applications
are encouraged to apply for the open vacancies and also the relevant departments can engage in
recruiting the best candidates to upgrade the department’s performance (Taher et al. 2000).

Conclusion:
It can be clearly concluded that for a company to succeed all it takes is the proper recruitment
and selection strategies which also shapes the overall manpower management of the company.
By conclude this literature review, the study emphasizes on the fact that the recruitment and
selection process is integrated with other processes such as strategic plan of the company,
training and development schemes, compensation, rewarding/incentive system, performance
appraisal, and lastly, industrial relations. Furthermore, according to Silzer et al (2010), there exist
several reasons why the most apparent information have been more promising; including the
well-structured nature of interviews, the use of questionnaires based on a job analysis, inclusion
of panel of interviewers, the practice of note-making during the interview, and the use of rating
scale based on behavioural factors to gauge the interviewee’s answers all play an integral part in
the improvement of the recruitment validity.

Challenges of Recruitment and Selection

According to Kaplan and Norton, (2004) a common problem in recruitment and selection is poor
HR planning. Rigorous HR planning translates business strategies into specific HRM policies
and practices. This is particularly so with recruitment and selection policies and practices. The
key goal of HR planning is to get the right number of people with the right skills, experience and
competencies in the right jobs at the right time at the right cost. Detailed and robust recruitment
and selection policies, such as recruitment and selection procedures, assessing criteria, talents

auditing and processing the information about the labor market are important in recruiting and
deploying appropriate employees at the right time. Past research shows that the competency level

32
of HR managers has a major influence on recruitment and selection and experienced HR experts
within the HR department will not only shorten vacancy duration, but also improve the quality of
the applicants. Moreover, effective recruitment and selection is possible only if there is a
dedicated and competent HR team, Kaplan and Norton (2004).

In the strategy implementation phase, the extent of recruitment and selection strategic integration
can be gauged through four distinctive indicators. These indicators are: the timely supply of an
adequately qualified workforce, effective job analysis and descriptions, effective selection, and
the involvement of line managers in the recruitment and selection practices. A key source of
uncertainty in the business strategy implementation is whether there is a timely supply of
adequate qualified people, and to a great extent this uncertainty involves the quality of
employees. For instance, a firm might decide to leverage a different human capital pool in terms
of skills and education level than its rival films as a competitive strategy even within the same
industry to develop specific capabilities or to develop a HR process advantage.

An organization can successfully eliminate this uncertainty if its recruitment and selection
policies and practices are strategically integrated with business, Whitmell Associates (2004).
Effectively conducting job analysis and targeting right potential candidates ensures a good match
between applicants and the jobs. Argument has been given that under qualified employees may
not able to effectively perform their job positions due to lack of knowledge and competencies,
while on the other hand over qualified employees tend to experience less job satisfaction due to
their higher qualification than a desired level for a given job. For every job in the organization, a
thorough job analysis, which includes job description and job specifications, is necessary and
based on this, an appropriate selection criteria is vital. The job description provides indications of
the duties to be undertaken, and the job specification usually prescribes relevant personal
qualities and attitudes as well as skills and knowledge required for the job, Johnston (1999).

A range of methods, such as application forms, interviews, formal tests, references, assessment
centers and official transcripts are used by firms in the selection process

A firm needs to choose a method that is most appropriate to the job positions. HR experts
generally drive the staffing process and the purpose of the staffing is to fulfil the requirements of
business, and the skill levels presented by each new recruit is likely to be judged better if the line
managers are involved in the recruitment and selection process. Dess and Jason (2001) suggest

33
that in business strategy implementation the involvement of line managers in the entire staffing
process (i.e., drafting of job descriptions, setting selection criteria and being on the panel of
recruitment) is vital for ensuring recruitment and selection to meet business needs. In other
words, the line managers are the owner of the recruitment and selection process along with HR
playing a facilitator role.

Taking heredity and environment as bases for granting or denying access to an organization and
job is now legally unacceptable. The argument presented by Blackford and Newcomb (2002),
particularly in relation to skin, colour and its predictive properties, could be seen as a product of
its time and place, However, it is important to note that the study is based on what was then seen
as a sound scientific set of ideas and tests, which proved the premises underlying the suggested
practice.

Recruitment may be conducted internally through the promotion and transfer of existing
personnel or through referrals, by current staff members, of friends and family members. Where
internal recruitment is the chosen method of filling vacancies, job openings can be advertised by
job posting, that is, a strategy of placing notices on manual and electronic bulletin boards, in
company newsletters and through office memoranda. Referrals are usually word-of-mouth
advertisements that are a low-cost-per-hire way of recruiting. Intemal recruitment does not
always produce the number or quality of personnel needed; in such an instance, the organization
needs to recruit from external sources, either by encouraging walk-in applicants; advertising
vacancies in newspapers, magazines and journals, and the visual and/or audio media; using
employment agencies to “head htu1t”; advertising on-line via the Internet; or through job fairs
and the use of college recruitment.

Organizations employ a variety of selection techniques, and statistical theory is used to give
credibility to techniques that attempt to measure people. Organizations also need to consider
reactions of applicants to selection methods and an important factor is the perception of fair
treatment, Gatewood and Field( 1994). Tl1e interview is the oldest and most widely used of all
the selection techniques, along with application forms and letters of reference, referred to as „the
classic trio‟.

Once applications have been received for the role, the selection process should he clear and a
timetable drawn up, There are a number of methods a company can use at the selection stage.

34
These include identifying whether the candidate has the required skills and experience from their
application or CV, face-to-face interviews, assessment centers and completion of case studies or
presentations. Many companies like to conduct initial telephone interviews to draw up a short list
of candidates, Dipboye (1992).

Furthermore, Schmidt and Hunter (1998), states a good selection requires a methodical approach
to the problem of finding the best matched person for the job Selection Process; Preliminary
Interview, Selection Tests, Employment Interview, Reference and Background Analysis,
Physical Examination, Job Offer and Employment Contract, and the stages in Selection Process
include:

Stage 1: Screening Of Application Forms.

Stage 2: Tests--Intelligence, Aptitude, Technical, Psychometric, Ability, Interest.

Stage 3: Selection Interview.

Stage 4: Selection Decision

Lastly, according to Dipboye (1992), selection methods vary between applications and resumes
used to select qualified applicants which both include written documents that can be used to
determine if a candidate meets basic job requirements, employment tests used to test job skills,
personality, or written intelligence/aptitude; they must be reliable and valid. Others are personal
interviews used to compare information on the application, and usually allow a chance to discuss
the job face-to-face; the interviewer can ask questions, but so can the applicant as well as
reference checks that provide additional information about the applicant.

The Relationship between Recruitment and Selection, and Organizational

Performance.

The effective recruitment and selection of employees is a fundamental HRM activity, one that if
managed well can have a significant impact on organizational performance as well as lead to a
more positive organizational image, recruitment and Selection are vital processes for a successful
organization, having the right staff can improve and sustain organizational performance

35
Also, effective recruitment and selection is central and crucial to the successful functioning of
the organization as it depends on finding people with the necessary skills, expertise and
qualifications to deliver the organization‟s strategic objectives and the ability to make a positive
contribution to the values and aims of the organization, Sisson (1994).

0n the other hand, better recruitment and selection strategies result in improved organizational
outcomes. The more effectively organizations recruit and select candidates, the more likely they
are to hire and retain satisfied employees. In addition, the effectiveness of an organization‟s
selection system can influence bottom-line business outcomes, such as productivity and financial
performance. Hence, investing in the development of a comprehensive and valid selection
system is money well spent Hall and Torrington (l998).

Recruitment, as a human resource management function, is one of the activities that impact most
critically on the performance of an organization. Recruitment and selection also has an important
role to play in ensuring worker performance and positive organizational outcomes. It is often
claimed that selection of workers occurs not just to replace departing employees or add to a
workforce but rather aims to put in place workers who can perform at a high level and
demonstrate commitment.

Recruitment and selection play a pivotally important role in shaping an organization‟s

effectiveness and performance, if work organizations are able to acquire workers who already
possess relevant knowledge, skills and aptitudes and are also able to make an accurate prediction
regarding their future abilities, recruiting and selecting staff in an effective manner can both
avoid undesirable costs for example those associated with high staff turnover, poor performance
and dissatisfied customers and engender a mutually beneficial employment relationship
characterized, wherever possible, by high commitment on both sides. Pilbeam and Corbridge,
(2006) provide a useful overview of potential positive and negative aspects noting that: „The
recruitment and selection of employees is fundamental to the ftmctioning of an organization, and
there are compelling reasons for getting it right. Inappropriate selection decisions reduce
organizational effectiveness, invalidate reward and development strategies, are frequently unfair
on the individual-recruit and can be distressing for managers who have to deal with unsuitable
employees.‟ Recruiting and selection is very important for the survival of every organization but
that does not end there, new recruits need to be developed and appraised from time to time in

36
order for them to be abreast with new trends and challenges. When employees are developed it
help increase their performance and help sustain the growth of organizations.

Conceptual Framework of Performance

Performance is a multi-dimensional construct, the measurement of which varies depending on a

variety of factors. It is important to determine whether the measurement objective is to assess
performance outcomes or behaviour.

Latham, Sulsky and Macdonald (2007) emphasize that an appropriate definition of performance
is a prerequisite for feedback and goal setting processes. They state that a performance theory is
needed that stipulates:

✓ The relevant performance dimensions;

✓ The performance standards or expectations associated with different performance levels;

✓ How situational constraints should be weighed (if at all) when evaluating performance;

✓ The number of performance levels or gradients;

✓ The extent to which performance should be based on absolute or comparative standards.

There are different views on what performance is. It can be regarded as simply the record of
outcomes achieved. On an individual basis, it can be a record of the person‟s accomplishments.

Performance is something that the person leaves behind and that exists apart from the purpose.
Performance could be defined as the outcomes of work because they provide the strongest
linkage to the strategic goals of the organization, customer satisfaction, and economic
contributions. Also performance is about outcomes but the concept is linked to the idea of a
balanced scorecard.

Fletcher (2001) mentions, contextual performance deals with attributes that go beyond task
competence and that foster behaviours that enhance the climate and effectiveness of the
organization.

The Oxford English Dictionary defines performance as: „The accomplishment, execution,
carrying out, working out of anything ordered or undertaken? This refers to outputs/outcomes
37
(accomplishment) but also states that performance is about doing the work as well as being about
the results achieved. Performance could therefore be regarded as behaviour - the way in which
organizations, teams and individuals get work done.

Performance is behaviour and should be distinguished from the outcomes because they can be
contaminated by systems factors. A more comprehensive view of performance is achieved if it is
defined as embracing both behaviour and outcomes.

Performance means both behaviors and results. Behaviours emanate from the performer and
transform performance from abstraction to action. Not just the Instruments for results, behaviors
are also outcomes in their own right -the product of mental and physical effort applied to tasks -
and can be judged apart from results.

This definition of performance leads to the conclusion that when managing the performance of
teams and individuals both inputs (behavior) and outputs (results) need to be considered.

This is the mixed model of performance management that covers competency levels and
achievements as Well as objective setting and review. And it is this model that research
(Armstrong and Baron, 2004) has shown to be the one that is now interesting many
organizations. Performance can be said to be more concerned with measuring performance.
Performance is the behavior or action relevant to the attainment of the organization’s goals that
can be scaled, that is, measured.

Organizational Performance

Organizational performance can be defined as a strategic and integrated approach to delivering

sustained success to organizations by improving the performance of the people who work in
them and by developing the capabilities of teams and individual contributors (Armstrong and
Baron, 2004).

Purpose of performance management

Performance management is a means of getting better results from the organization, teams and
individuals by understanding and managing performance within an agreed framework at planned
goals standards and competence requirements. It is a process for establishing and developing,

38
and an approach to managing and developing people in a way that increases the probability that
it will be achieved in the short and longer term. It is owned and driven by line management.

Underpinning Theories

The following three theories underpinning performance management have been

identified by Buchner (2007).

Goal Theory

Goal theory as developed by Latham and Locke (2006) highlights four mechanisms that connect
goals to performance outcomes:

1. They direct attention to priorities,

2. They stimulate effort,

3. They challenge people to bring their knowledge and skills to bear to increase their chances of
success; and

4. The more challenging the goal, the more people will draw on their full repertoire of skills.

This theory underpins the emphasis in performance management on setting and agreeing
objectives against which performance can be measured and managed.

Goals inform individuals to achieve particular levels of performance, in order for them to direct
and evaluate their actions; while performance feedback allows the individual to track how well
he or she has been doing in relation to the goal so that, if necessary, adjustments in effort,
direction or possibly task strategies can be made.

Goal theory supports the agreement of objectives, feedback and review aspects of performance
management.

39
Control Theory

Control theory focuses attention on feedback as a means of shaping behavior. As people receive
feedback on their behavior they appreciate the discrepancy between what they are doing and
what they are 'expected to do and take corrective action to overcome it. Feedback is recognize as
a crucial part of performance management processes.

Social Cognitive Theory

It is based on his central concept of self-efficacy. This suggests that what people believe that
they can or cannot do powerfully impacts on their performance.

Developing and strengthening positive self-belief in employees is therefore an important

performance management objective.

40
OBJECTIVES
OF
THE STUDY

41
Objectives of the Study

The objectives of this study are to:

1. Examine the recruitment and selection policy.

2. Analyze the recruitment and selection process.

3. Assess the impact of recruitment and selection on the organizational performance.

Research Questions

1. Is there any form of recruitment and selection policy in the organization?

2. What are the various selection processes in the organization?

3. Is there any effect of recruitment and selection on organization performance?

Statement of Hypotheses

The research hypotheses are:

H0: Recruitment and selection have no significant impact on organizational performance.

H1; Recruitment and selection have significant impact on organizational performance.

H0: Recruitment and selection does not significantly enhance getting competent staff.

H1; Recruitment and selection significantly enhance getting competent staff.

42
SCOPE OF
THE
STUDY

43
SCOPE OF THE STUDY

This study helps to make decision in selecting the right candidates for the right job. This

study helps the organization to study the area of problem and suggest ways to improve the

recruitment and selection process. This study focus on understanding recruitment and selection

process.The present research is confined to study the recruitment and selection process followed

at Adecco India Private limited. The study reveals the recruitment and selection process followed

in the organization.

Whether employees are satisfied with the recruitment process?

Is the organization is providing ethical process for recruiting employees?

The organization is viewing Human Resource as a key factor for successful implementation of its
business plans in a fiercely competitive and rapidly changing business environment.

Accordingly, the organization has developed a comprehensive HR policy, which is geared to

take care of the present needs and foreseeable future requirements. The organization believes it
necessary to periodically review, revamp and rejuvenate the people management systems and
processes, which can motivate the existing employees as also, attract and retain good people.

The objective of my project is basically seeing how the HR dept select the suitable candidates for
the job and also what are the polices and procedure that are being adopted by the company
formally. And to find out that what are the basic problems faced by the organization because of
employee leaving the jobs.

Also using the knowledge and experience that I have collected from the training and use it for
ourself in future So that I will be able to choose the efficient candidates at the right time, at right
place for a right job .

Also give the suggestion to the organization regarding the findings that I found in training.

44
45
Good selection is hard work: it is based on a systematic approach to matching the characteristics of
individuals to the needs of the position and organization. Effective selection requires starting the
hiring cycle differently. The above line diagram shows a selection framework, beginning with
reviewing the need for the position. This first step, though it seems to be simple and obvious, is often
missed or avoided.

46
IMPORTANCE
OF STUDY

47
Importance of Recruitment and Selection

The recruitment and selection is the major function of the human resource department and
recruitment process is the first step towards creating the competitive strength and the recruitment
strategic advantage for the organizations, Phillips (1998).

In today‟s rapidly changing business environment, a well-defined recruitment policy is necessary

for organizations to respond to its human resource requirements in time.

Therefore, it is important to have a clear and concise recruitment policy in place, which can be
executed effectively to recruit the best talent pool for the selection of the right candidate at the
right place quickly Petts, (1997).

IMPORTANCE OF RECRUITMENT

❖ Attract and encourage a good number of candidates to apply for the organisational

❖ vacancies.

❖ Create a talent pool of prospective candidates that enables the selection of best candidates

❖ to suit for the organisational need.

❖ Determine present and future organisational requirement taking into consideration of

❖ personnel planning and job analysis activities.

❖ Links the employers with the potential employees.

❖ Increase potential candidates’ pool at less cost.

❖ Increases success rate of selection process by reducing the number of under qualified or

❖ overqualified job applicants.

❖ Reduce the probability of leaving the organisation only after a short period of time, once

❖ recruited and selected.

❖ Meet the organizations’ legal and social obligations maintaining its workforce

48
 ❖ composition.

❖ Determine the appropriateness of the candidates by identifying and preparing potential

job

❖ applicants.

❖ Increase organizational and individual effectiveness regarding application of various

❖ recruitment techniques and taping different sources of recruitment concerned.

❖ A properly planned and systematic recruitment process is necessary to minimize

disruption of work due to changes in employees and to secure equitable distribution of
employment opportunities.
❖ The main purpose is to have an inventory of eligible persons from amongst which proper
selection of the most suitable person can be made.
❖ To find and employ the best qualified person for each job.
❖ To retain the most promising of those hired.
❖ To offer promising opportunities for life time working careers.
❖ To provide facilities and opportunities for growth on the job.
❖ It aims at integrating organizational needs and employee needs.

❖ It provides each employee with freedom and opportunity, to utilize and develop
knowledge and skills to maximize possible extent.

❖ Proper recruitment and selection process ensures the right kind of person, at the right
place and at the right time.

❖ It also helps to avoid hasty or ill-conceived decisions and help to man the organization
with the right of person.
❖ Need of recruitment is to discover the source of manpower to meet the requirement of the
staffing schedule and to employ effective measures for attracting the manpower in
adequate no. to facilitate effective evolution of an efficient working force.

ROLE OF HRD IN BUSINESS

The organization is an economic entity and people are there to perform the economic function.
The increasing globalization, ushering in an era of information technology and the emphasis on

49
stakeholders value has thrown open new opportunities and challenges for any business
enterprise. In the fast changing business environment, the success of an organization lies in the
efforts and competencies of its Human Resources.

Human Resource development is a continuous development of the people in an organizational

set-up. It helps and enables employees to acquire capabilities and skills to perform various
functions associated with their role/ position and realize their full potentional.

50
 RESEARCH
METHODOLOGY

51
METHODOLOGY

Research Design

The research is based on the impact of recruitment and selection on organizational performance.
The design was a descriptive study which used quantitative tool. The study was based on the use
of questionnaire. These approaches were used because they were satisfactory tools for collecting
data for the sample population to investigate the research topic.

Study of Population

Organization Lagos State was selected for the study of which Odogunyan Branch was used in
carrying out the research. The population of the study consisted of 40 employees from the
various departments of the bank and this included human resource department, marketing and so
forth.

Sample of the Study

A sample size of 20 was chosen from the selected branch for the study. To ensure that the sample
was represented enough to draw conclusion.

Data Collection Instruments

The researcher used questionnaire. The researcher prepared the questionnaire to be responded by
the sampled employees of the organization. The questions were designed to make the purpose of
the study successful after the results have been ascertained. This instrument gave expected
information about the recruitment and selection procedures or practices.

Sources of Data

Before broaching the subject of the various types of data collection. It is pertinent to note that
data collection in itself falls under two broad categories; Primary data collection and secondary
data collection.

52
Primary Data Collection

Primary data collection by definition is the gathering of raw data collected at the source. It is a
process of collecting the original data collected by a researcher for a specific research purpose. It
could be further analyzed into two segments; qualitative research and quantitative data collection
methods.

• Qualitative Research Method

The qualitative research methods of data collection does not involve the collection of data that
involves numbers or a need to be deduced through a mathematical calculation, rather it is based
on the non-quantifiable elements like the feeling or emotion of the researcher. An example of
such a method is an open-ended questionnaire.

53
 • Quantitative Method

Quantitative methods are presented in numbers and require a mathematical calculation to deduce.
An example would be the use of a questionnaire with close-ended questions to arrive at figures to
be calculated mathematically. Also, methods of correlation and regression, mean, mode and
median.

54
Secondary Data Collection

Secondary data collection, on the other hand, is referred to as the gathering of second-hand data
collected by an individual who is not the original user. It is the process of collecting data that is
already existing, be it already published books, journals and/or online portals. In terms of ease, it
is much less expensive and easier to collect.

Your choice between Primary data collection and secondary data collection depend on the
nature, scope and area of your research as well as its aims and objectives.

55
IMPORTANCE OF DATA COLLECTION

There are a bunch of underlying reasons for collecting data, especially for a researcher. Walking
you through them, here are a few reasons;

• Integrity of The Research

A key reason for collecting data, be it through quantitative or qualitative methods is to ensure
that the integrity of the research question is indeed maintained.

• Reduce the likelihood of errors

The correct use of appropriate data collection of methods reduces the likelihood of errors
consistent with the results.

• Decision Making

To minimize the risk of errors in decision making, it is important that accurate data is collected
so that the researcher doesn't make uninformed decisions.

• Save Cost and Time

Data collection saves the researcher time and funds that would otherwise be misspent without a
deeper understanding of the topic or subject matter.

• To support a need for a new idea, change and/or innovation

To prove the need for a change in the norm or the introduction of new information that will be
widely accepted, it is important to collect data as evidence to support these claims.

What is a Data Collection Tool?

Data collection tools refer to the devices/instruments used to collect data, such as a paper
questionnaire or computer-assisted interviewing system. Case Studies, Checklists, Interviews,
Observation sometimes, and Surveys or Questionnaires are all tools used to collect data.

56
It is important to decide the tools for data collection because research is carried out in different
ways and for different purposes. The objective behind data collection is to capture quality
evidence that allows analysis to lead to the formulation of convincing and credible answers to the
questions that have been posed.

Test of Validity and Reliability of Instruments.

Validity is the ability of measuring instrument to measure what is supposed to be measured. To

know the validity of the instrument to be used, the following tests were considered.

I. Content Validity: this is designed to ensure that the content of a measuring instrument
adequately covers all relevant areas.

ii. Construct Validity: This measures the extent to which a particular test reflect hypothetical
construct presumed to underline the performance and also the extent to which a test reflects the
theories underlying the construct.

The Validity of the questionnaire will be based on the content and construct validity to ensure
that the information which is requesting from the respondent covers all relevant areas and the
objectives of the research.

In order to establish the validity of the instrument, SPSS (Statistical Package for social Science)
is used concurrently on the information gathered from the questionnaire and comparison made
thereafter to determine the quality and accuracy of the instrument.

Reliability has to do with the consistency of the instrument. A measurement is regarded as

reliable if it shows the same results time after time.

In order to measure tl1e consistency of the information collated from the questionnaire a test-re-
test reliability is carried out. The structured questionnaire were first distributed and after a month
time interval, the same questionnaire were distributed to the same group of people and it found
out that information contained in the first set of questionnaire did not vary considerably with the
information contained in the second set of questionnaire.

To have a valid and reliable data, the researcher ensured that the questionnaire were well
formulated which allows error minimization. The instrument is of interest to the researcher as a

57
result of its capability of conveying adequate and thorough information used for the study. The
questionnaire also helps to obtain the actual instruments needed in the research of this work.

Administration of Instruments

Forty (40) copies of the questionnaire were distributed to respondents at work place. After some
time, the researcher went back and collected the answered questionnaire.

Only twenty (20) questionnaire were received in response. This means that the analysis of data is
based on the percentage of response. The purpose of this was to help the respondents to
understand the purpose of the research, and to do away with suspicions, partialities and also to be
able to provide their independent opinions on the questionnaire items given them.

Method of Data Analysis

The collected data were statistically analyzed, using the Statistical Package for Social Sciences
software (SPSS). Representations like tables and graphs were used to ensure easy and quick
interpretation of data. Responses were expressed in percentages. Data from the completed
questionnaire were checked for consistency. The items were grouped based on the responses
given by the respondents and were coded for easy usage of the Statistical Package for Social
Sciences (SPSS). This method was used because it is the best instrument to identify, compare,
describe and to reach a conclusion, also Chi - square was used to interpret the hypotheses. The
Chi-square is a non-parametric test. It is used to test the difference between a set of observed
frequencies of a sample and a corresponding set of expected frequencies. The decision rules will
be to accept H1 and reject H0 if the calculated value is greater than the tabulated value. The
reverse will however be the case, that is; reject H1 and accept H0, if the tabulated value is greater
than the calculated value

58
 DATA
ANALYSIS

59
DATA PRESENTATION AND ANALYSIS

Introduction

Data collection is a methodical process of gathering and analyzing specific information to proffer
solutions to relevant questions and evaluate the results. It focuses on finding out all there is to a
particular subject matter. Data is collected to be further subjected to hypothesis testing which
seeks to explain a phenomenon. Hypothesis testing eliminates assumptions while making a
proposition from the basis of reason. For collectors of data, there is a
range of outcomes for which the data is collected. But the key purpose for which data is collected
is to put a researcher in a vantage position to make predictions about future probabilities and
trends.

The core forms in which data can be collected are primary and secondary data. While the former
is collected by a researcher through first-hand sources, the latter is collected by an individual
other than the user.

This section deal with the analysis and interpretation of data collected to determine the impact of
recruitment and selection on organizational performance .The first section deals with socio-
demographic data of the respondents the second section deal with respondent’s opinion on
recruitment and last section deal with impact of recruitment on organizational performance.

Table 4.1

Section A: Socio-demographic Data of Respondents

Sex of Frequency Valid Percent Frequency Percent

respondents Cumulative
Valid

Male 12 60.0 60.0 60.0

Female 8 40.0 40.0 100.0

60
 Total 20 100.0 100.0 -

Graph 4.1.

Table 4.1 and graph 4.1 shows that 60% of the respondents are male while 40% are female
Interpretation: majority of the respondents are male.

Table 4.2

Experience of Frequency Percent Valid Percent Cumulative

Respondents Valid Percent
1-6 8 40.0 40.0 40.0
7-12 8 40.0 40.0 80.0
13-18 3 15.0 15.0 95.0
20 1 5.0 5 .0 100.0
Total 20 100.0 100.0 Total

61
Table 4.2 and graph 4.2 shows that 40% of the respondents have 1-6 years‟ experience, 40% has
7-12 years‟ experience, 15% have 13-18 years‟ experience while 5% has more than 20 "/ years‟
experience.

62
Table 4.3

Qualification of Respondents Valid Frequency Percent Valid Cumulative

Percent Percent
OND Ll 55.0 55.0 55.0
HND 4 20.0 20.0 75.0
B.sc 4 20.0 20.0 95.0
M.sc 1 5.0 5.0 100.0
Total 20 100.0 100.0 -

Table 4.3 and graph 4.3 shows that 55% of the respondents has OND 20% have HND another
20% have B.sc, while 5% have MSc.
Interpretation: majority of the respondents have OND.

63
Section B: Respondent’s Opinion about Recruitment andSelection Process

Table 4.4

Awareness about Recruitment Policy

Valid Frequency Percent Valid Cumulative

Percent Percent
Yes 18 90.0 94.7 94.7
No L 5.0 5.3 100.0
Total 19 95.0 100.0 -
Missing 1 5.0 - -
System
Total 20 100.0 - -

Table 4.4 and graph 4.4 shows that 90% of respondents are aware of the formal policy for
recruitment, 5% are not aware while 5% did not answer the question.

64
Interpretation: Almost all the respondents are aware of formal policy for recruitment

65
Table 4.5
Policy for Recruitment

Valid Frequency Percent Valid Percent Cumulative Percent

Yes 15 75.0 78.9 78.9
No 4 20.0 21.1 100.0
Total 19 95.0 100.0 -
Missing 1 5.0 - -
System
Total 20 100.0 - -

Table 4.5 and graph 4.5 shows that 75% of the respondents agreed that they have formal policy
in their place of work for recruitment, 20% say no While 5% did not answer the question.

Interpretation: Majority of the organization have policy for recruitment and selection

66
Table 4.6
How effective is recruitment process?

Valid Frequency Percent Valid Percent Cumulative

Percent
Very 12 60.0 60.0 60.0
Effective
Good 7 35.0 35.0 95.0
Not 1 5.0 5.0 100.0
Effective
Total 20 100.0 100.0 -

Table 4.6 shows that 60% of the respondents agree that the recruitment and selection process in
bank is very effective, 35% say it is good while 5a5 say it is not effective.

Interpretation: Recruitment and selection process in Bank is good.

67
Table 4.7
When vacancies occur existing staff are consider

Valid Frequency Percent Valid Percent Cumulative

Percent
Yes 7 35.0 36.8 36.8
No 12 60.0 63.2 100.0
Total 19 95.0 100.0 -
Missing 1 50 - -
system
Total 20 100.0

Table 4.7 and graph 4.7 shows that 35% of the respondents agree that when Vacancies exist the
existing staffs are consider 60% disagree while 5% did not answer the question
Interpretation: Existing staffs are not always considered when vacancies exist in their place of
work.

68
Table 4.8
Job vacancies made open to general public

Valid Frequency Percent Valid Percent Cumulative

Percent
Yes 19 95.0 95.0 95.0
No L 5 .0 5 .0 100.0
Total 20 100.0 100.0 Total

Table 4.8 and graph 4.8 shows that 95% of the respondents agree that vacancies are made
open to general public while 5% disagree.

Interpretation: Vacancies are made open to general public.

69
Table 4.9
Bank has structure recruitment process

Valid Frequency Percent Valid Percent Cumulative

Percent
Yes 20 100.0 100.0 100.0
No - - - -

Table 4.9 and graph 4.9 shows that all the respondents agreed that Bank have structural
recruitment and selection process in place for new employee.
Table 4.10

Recruitment produce Frequency Percent Valid Cumulative

qualified candidate Valid Percent Percent
Yes 16 80.0 80.0 80.0
No 4 20.0 20.0 100.0
Total 20 100.0 100.0 -

70
Table 4.10 and graph 4.10 shows that 80% of the respondents agreed that recruitment and
selection process are able to produce qualified candidate while 20% disagree.

Interpretation: Recruitment and selection process are able to produce qualified candidate.

71
Table 4.11
Employment
Valid Frequency Percent Valid Percent Cumulative
Percent
Yes 17 85.0 85.0 85.0
No 3 15.0 15.0 100.0
Total 20 100.0 100.0 -

Table 4.11 and graph 4.ll shows that 85% agree that recruitment and selection process lead
to employment of competent staff while 15% disagree.

Interpretation: That recruitment and selection process led to employment of competent staff

72
Table 4.12
Bank has agent that recruit for them

Valid Frequency Percent Valid Percent Cumulative

Percent
Yes 19 95.0 100.0 100.0
Missing 1 5.0 - -
System
Total 20 100.0 -

Table 4.12 and graph 4.12 shows that 95% of the respondents agreed that Bank have agent that
recruit for them while 5% did not answer the question.

Interpretation: Bank have agent that recruit for them.

73
Table 4.13
Management circumvent recruitment process

Valid Frequency Percent Valid Percent Cumulative

Percent
Yes 8 40.0 42.1 42.1
No 11 55.0 57.9 100.0
Total 19 95.0 100,0 -
Missing 1 5.0 - -
System
Total 20 100.0 - -

Table 4.13 and graph 4.13 shows that 40% of the respondents agree that management circumvent
the recruitment process, 55% disagree while 5% did not answer the question.

Interpretation: It shows that Bank recruitment process and selection is fairly ok.

74
Table 4.14
Job analysis is perform
Valid Frequency Percent Valid Cumulative
Percent Percent
Yes 12 60.0 63.2 63.2
No 7 35.0 36.8 100.0
Total 19 95.0 100.0 -
Missing System 1 5.0
Total 20 100.0

Table 4.14 and graph 4.14 shows that 60% of the respondent agreed that Bank perform job
analysis required for particular job before advertising, 35% disagree While 5% did not answer
the question.

Interpretation: Bank performs job analysis required for particular job before advertising
vacancies for the post. Table

75
4.15
Methods of advertising vacancies
Valid Frequency Percent Valid Cumulative
Percent Percent
TV 1 5.0 5.3 5.3
Newspaper 3 15.0 l 5.8 21.1
Professional 8 40.0 42.1 63.2
association
Employment Agencies 6 30.0 31.6 94.7
Employment Referral 1 5.0 5.3 100.0
Total 20 100.0 - -

Table 4.15 and graph 4.15 shows that 5% of the respondent agreed that method of advertising
recruitment is through Television, 15% agreed to newspapers, 40% agreed to professional
association, 30% agreed to employment agencies, 5% agreed to employment referral while 5%
did not answer the question

76
 Does recruitment affect organization performance?
Valid Frequency Percent Valid Percent Cumulative
Percent
Yes 18 90.0 90.0 90.0
No 2 10.0 10.0 100.0
Total 20 100.0 10.0 100.0

Table 4.16 and graph 4.16 shows that 90% of the respondents agreed that recruitment process
affect organization performance While 10% disagree.

Interpretation: Recruitment processes affect organization performance.

77
Table 4.17
After recruitment there are methods to check staff performance.

Valid Frequency Percent Valid Percent Cumulative

Percent
Yes 19 95.0 95.0 95.0
No 1 5.0 5.0 100.0
Total 20 100.0 100.0 -

Table 4.17 shows that 95% of the respondents agreed that after the recruitment process there are
method to check staff performance while 5% disagree.

Interpretation: There are methods to check staff performance after recruitment.

78
Table 4.18
Subsequent training is need for staff.

Valid Frequency Percent Valid Percent Cumulative

Percent

Yes 19 95.0 95.0 95.0

No 1 5.0 5.0 100.0

Total 20 100.0 100.0

Table 4.18 and graph 4.18 shows that 95% of the respondents agreed that subsequent training of
the staff is needed for optimum performance while 5% disagreed.

Interpretation: Subsequent training of the staff is needed for staffs.

79
Table 4.19
Training and performance

Valid Frequency Percent Valid Percent Cumulative

Percent
Yes 18 90.0 94.7 94.7
No 1 5 .0 5.3 100.0
Total 19 95.0 100.0 -
Missing 1 5.0 - -
System
Total 20 100.0 - -

Table 4.19 and graph 4.19 shows that 90% of those that agree that subsequent training is
needed for staff agreed that it aid their performance, 5% disagree while 5% did not answer the
question.

Interpretation: Subsequent training is needed for staff to aid their performance

80
Table 4.20
How often does recruitment process hold?

Valid Frequency Percent Valid Percent Cumulative

Percent
Yearly 8 40.0 42.1 42.1
Mid-year 6 30.0 31.6 73.7
Monthly l 5.0 5.3 79.0
Quarterly 4 20.0 21.0 100.0
Total 19 95,0 100.0 -
Missing l 5.0 - -
System
Total 20 100.0 - -

Table 4.20 and graph 4.20 shows that 40% of the respondents says that their company recruits
yearly, 30% says mid-year, 5% monthly while 20% says quarterly.

81
Interpretation: recruitment process holds yearly.
Section C: Influence of Recruitment and Selection on Organizational Performance.
From table 4.10 we deduced that: recruitment and selection process were able to produce
qualified candidate, this is also upheld by table 4.ll that recruitment and selection process lead to
employment of competent staffs also table 4.16 shows that Recruitment processes affect
organizational performance. Therefore we can safely conclude recruitment and selection process
has impact on the organization performance.
Presentation and Analysis of Data: according to hypotheses
Hypothesis 1
H0: Recruitment and selection have no significant impact on organizational
performance.
H1: Recruitment and selection have significant impact on organizational
performance.
X2cal = Σ(O - E)2
E
Where: O = the observed frequency of responses
E = the expected frequency of responses
If X2cal > X2tab, We accept the alternative hypothesis; H1
If X2cal < X2tab, we reject the alternative hypothesis; H1

Does recruitment and selection organization performance affect?

Responses Observed frequency Expected frequency Residual

Yes 18 10 8
No 2 10 -8
Total 20 20 0

82
Table 4.21

The X2 Observed Observed (O-E) (O-E)2/E Total

calculation frequency frequency
can be (O) (E)
made
Responses
Yes 18 10 8 64 / 10 6.4
No 2 10 -8 64 /10 6.4
20 20 0 12.8

X2cal, = 12.8
Degree of freedom n - 1
= 2-1
=l
Level of significance = 5% or 0.05
Therefore, X2tab, with degree of freedom at 5% level of significance = 3.84
From the values calculated above, we observe that:
X2cal, = 12.8 l
X2tab, 3.84
This means that X2cal, > X2tab, we therefore accept the alternative hypothesis because
recruitment and selection will affect organizational performance positively.

Hypothesis 2
Ho: Recruitment and selection does not significantly enhance getting competent staff
H1; Recruitment and selection significantly enhance getting competent staff
X2cal = Σ(O - E)2
E
Where: O = the observed frequency of responses

83
E = the expected frequency of responses
If X2cal > X2tab, we accept the alternative hypothesis; H1
If X2cal < X2tab, we reject the alternative hypothesis; H1
Does recruitment and selection process led to the employment of competent staff?

Responses Observed Expected Residual

frequency frequency
Yes 17 l0 7
No 3 10 -7
Total 20 20 0

Table 4.22

The X2 Observed Observed (O-E) (O-E)2/E Total

calculation frequency frequency
can be (O) (E)
made
Responses
Yes 17 10 7 49 / 10 4.9
No 3 10 -7 49/10 4.9
20 20 - 9.8

X2cal = 9.8
Degree of freedom n - 1
=2-1
=l
Level of significance = 5% or 0.05
Therefore, x2tab with degree of freedom at 5% level of significance =3.84
From the values calculated above, we observe that:
X2cal = 9.8
X2tab, = 3.84

84
This means that X2cal >X2tab we therefore accept the alternative hypothesis because
recruitment and selection will help in making sure that qualified and competent staff are
employed.

85
Discussion of Result
Influence of Recruitment and Selection on organizational performance
The research revealed that the bank policy or practice on recruiting and selection was based on
several units; the first is the internal recruitment and invitations from applicants from the general
public. The first is analysis of the various departments to find out if there are vacancies to be
filled. The various departments search within its staff to find competent members to fill job
vacancies. When that fails employee referrals are used where employees are allowed to
recommend potential employees for the various departments.
The second stage is where the bank source for employees through agencies that helps in
recruiting people for the bank. The other is through the general advertisement in the dailies
where the general public can all apply for the positions available. Shortlisted applicants are then
invited for an interview and subsequent selection. Some of the methods used in recruiting and
selection of employees are through e1nployee‟s referrals, employment agencies, professional
associations and through adverts in the various dailies. The research also revealed that the bank
had structured ways of selecting new employees. The first is that potential employees must have
the necessary or right educational background before they qualify for an interview which is the
next stage O11C€ a potential employee is shortlisted. Training and orientation is the next stage if
an individual is selected or recruited.

86
CONCLUSION

87
Conclusion

The focus of recruitment and selection is to match the capabilities of prospective candidates
against the demands and rewards inherent in a given job. For this reason, top performing
companies devote considerable resources and energy to creating high quality selection systems.
Recruitment and selection process are important practices for human resource management, and
are crucial in affecting organizational success.
The quality of new recruits depends upon an organizations recruitment practices, and that the
relative effectiveness of the selection phase is inherently dependent upon the calibre of
candidates attracted. From the analysis, recruitment and selection is of prime importance to
Organization in order to get the best of employees. Recruitment and selection of employees to a
greater extent determines the performance of an institution and it is of great importance if
institutions want to achieve their goals.
An effective recruitment and selection process reduces turnover, we also get much better results
in our recruitment process if we advertise specific criteria that are relevant to the job. Include all
necessary skills, and include a list of desired skills that are not necessary but that would enhance
the candidate's chances. If we fail to do this, we might end up with a low-quality pool of
candidates and wind up with limited choices to fill the open position. When we choose a
candidate based upon the qualifications demonstrated in the resume, the interview, employment
history and background check, we will land the best fit for the position. Based on our decisions
about a specific candidate upon specific evidence rather than any gut instincts. If we hire people
who can do the job instead of people we merely like, we will have higher productivity and
quality in our products or services. (Kevin Johnston 2017)The recruitment and selection process
is the time we not only identify a candidate who has the experience and aptitude to do the job
that we are looking to fill, but also to find someone who shares and endorses our company’s core
values. The candidate will need to fit in well within our company’s culture. The selection and
recruitment process should provide our company with an employee who adapts and works well
with others in our business. Failure to recruit and select forthe long term can result in high
turnover. (Kevin Johnston 2017)Besides, selection function provides a vital opportunity for us to
focus on what candidates can offer our company. It is important to select carefully, either by using
our own judgment or by enlisting the help of managers we trust. The interviewer must know what

88
the job is and what willbe required for a new hire to perform well. The interview process also
allows us the opportunity to express our company’s vision, goals and needs. Last but not least, It
is vital that the interview elicits responses from applicants that can be measured against our
expectations for the position. If we don’t use the interview to effectively eliminate applicants
who don’t fit into the company culture, we might end up dealing with turnover, confusion and
disgruntled employees.
Over the last four decades, the amount of research on selection and recruitment topics has
increased substantially. Despite the increase, reviews of the recruitment literature (e.g.,
Barber, 1998; Rynes, 1991) have had a rather pessimistic tone. For example, researchers
have concluded that there is not a great deal of knowledge about why recruitment activities
(e.g., using certain recruitment sources) have the effects they do. In general reviewers have
criticized many studies for not being properly designed, having narrow focus, and more in
terms of practice rather than being grounded in theory. Based upon the researchers’
recruitment or hiring research, the criticism is fairly valid. The researcher also comes to the
conclusion that in order for future research for a better understanding of recruitment issues,
complexity of the selection process should be appreciated and the studies should revolve
around that.

J.A. BREAUGH AND M. STARKE presented an organizing framework of the recruitment

process. In introducing this framework, they have given particular attention to the process
variables (e.g., applicant attention, self-insight) that theory suggests should mediate between
recruitment activities and recruitment outcomes.

There has been a lot of research on recruiters which has emphasized the important role these
individuals play both in terms of being informative and in terms of treating applicants in a
personable fashion. Other areas of research, such as research on the site visit and the timing
of recruitment actions and the importance of providing realistic job information (e.g., via
employee referrals or realistic job previews) has also been an important research theme in
the overall literature.

Researchers have generally acknowledged the difficulty of doing research on hiring topics.
To define the term hiring or selection and differentiating it from recruitment it self is a point
of discussion. For example, Barber’s definition of recruitment “Recruitment includes those

89
practices and activities carried on by the organization with the primary purpose of
identifying and attracting potential employees” (Barber, 1998)95 Some researchers have
argued that the notion of success should be part of this definition. The topic of
organizational image also blurs the boundary between recruitment and other topics. For
example, Turban, Forret, and Hendrickson (1998) found that an organization’s reputation
influenced job applicants. An organization’s image can clearly influence organizational
recruitment.

The difficulty in filling jobs has focused organizational attention on the importance of well-
designed recruitment activities. The research across recruitment, hiring and selection has
definitely given a lot of insight in terms of the various practices and approaches that
organizations deploy when addressing the important objective of leadership selection and
deployment.

Research work unfortunately has been limited to United States of America and to certain
extent in the United Kingdom. There has been hardly any information with respect to the
leadership hiring in the European continent. It is also surprising that the researchers in China
and Japan, though have dealt in other topics under the gamut of Human Resources, have not
focused on exploring the hiring process.

The legal aspects of hiring also constitute significant presence in the relevant studies,
especially in the areas of reference checking and psychometric evaluation. In the
researcher’s experience of more than a decade, he has rarely come across these aspects for
hiring in India. It is either the lack of awareness or probably more so the mental make up of
our society or our legal laws and overall system that does not promote use of legal aid. More
than this, ignorance in general could also be a reason for this. Similarly Age and Gender are
two key aspects when hiring is done in the United States or the United Kingdom.

90
Many researchers have repeatedly investigated gender discrimination in employee selection
processes. For example, Rich claimed that there was statistically significant discrimination
in occupations traditionally dominated by men and in senior managerial positions. Heilman
also stated that when the job is male sex-typed, women with identical credentials are judged
to be less qualified and are less likely to be hired. Even if hired, women are compensated
less generously than men. As indicated by these research results, sex discrimination is well
demonstrated in hiring practices and the victims are mostly women. The researchers point
out that lack of technical capability is certainly not one of the causes; after all, women have
been attending the same schools as men and account for over half of the college graduates
(Berry J). The discrimination faced by women applicants in the hiring practices are
contributed by psychological factors such as stereo types, lack of fit, and social identity
improvement.

Emily Chien and Brian H. Kleiner conclude that “Employment opportunities should be
open to everyone. In order to enforce this equal opportunity and given the presence of
gender discrimination in the work place, affirmative action is necessary and an important
part of the business world. When implemented appropriately, affirmative action is a remedy
to women and minorities. However, when being abused, it also has negative consequences
and implications”. In the Indian context, gender diversity is on the increase and there are
certain functions which apparently are favored for the female candidates. While this may
lead to a dominance of female gender in specific areas, this also helps increase the
percentage of females in the leadership team. As the head of a Large Indian IT Organization
claimed, “For all other essential considerations same, we give a 10 percent concession to the
female candidates”. In fact in India, the authorities have given specific instructions to the
companies to have more and more female directors as members of their board. Evolution of
Information technology sector has augured well for employment to female professionals and
in the last few years this has seen advancement in the brick and mortar sector as well. Not
only functions such as Human Resources / Finance and Communication, but Purchase and
Marketing have also seen rise in the percentage of female employees.

Gene G.-Y. Shen and Brian H. Kleiner , have carried out considerable research on age
discrimination in hiring, something which is as of today accepted in the Indian context. The

91
duo has found that age discrimination varied by location, industry, and success of the firm.
In industry terms, manufacturing companies almost exclusively preferred the younger
applicants, while the services and retail sector showed almost no age related bias. In the
researcher’s experience, age is inadvertently a part of the job description in the Indian
manufacturing organizations. There has not been any adverse view on this context in the
researcher’s knowledge purview.

Overall this researcher was able to understand the process of hiring and selection and the
significance of various tools and steps used for avoiding a mis-hiring. Cost of hiring has
been quoted a many times and is one of the important considerations for improving the
process. The researcher is of the opinion that Indian professionals and academicians can
contribute to the world the recruitment and hiring practices followed by the Indian
organizations. There has been a very limited coverage and it can be an excellent area to
provide to the global community the innovations that have surfaced in the hiring
methodologies in the Indian geography as India becomes a platform for growth for the
traditional manufacturing industry and the upcoming e-commerce business space.

“Finding the right person for a job is easier than finding a needle in a haystack – but
you must first find the right haystack and use the right tool to do the picking”

92
RECOMMENDATION

93
Recommendations
From the study it is realized that recruitment and selection is of great importance to every
organization, though an integral part of human resource planning and development, it application
and operation and challenges makes its policy quite difficult. These recommendations are
therefore made to help make this policy more effective.
1. All applicants should be treated fairly.

2. Issues of favouritism should be avoided while selecting applicants.

3. Jobs should be well described and analyzed to selected candidates to aid performance.

4. The human resource department should appraise employees to help them give off their best
and help improve performance of employees; this will always keep employees on their toes to
give off their best.

5. Refresher courses should be organized for employees for them to be abreast with trends in the
ever growing market.
For senior level the company should go for internal recruitment because it Is the cheaper and
time saving source of selection of employee. For the lower level the company should that go
for the campus interview because it gives opportunity for new talent. The company should also
increase in the salary from time to time because for some it may be the cause of leaving the
job. The company should always maintain CV’S of applicants so that they can be called as per
the requirement of the company. Company should try to make a proper record of the employee
who join’s the organization and who had leave’s the organization so that they will able to find
what are ratio of leaving and joining the organization of the employees.When the employee
leave the organization, company should ask to fill the exit interview form and keep it in the
record so that organization will able to know that what are the basic reason behind leaving the
organization.

There should be some particular date on which the test and interview would be conducted i.e.
all the candidates who are recruited in the whole week should be lined up for test and
interview on some specified date of the week. The selection cycle should be less so that
employees can join the organization as soon as possible.

94
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95
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ANNEXURE’S

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Name :

Designation :

Gender:

a.)Male b.)Female

Age :

□ 15-20 years □ 21-25 years □ 26-30 years □Above 31 years

Experience :

□ 0-5 years □ 5-10 years □ 10-15 years □ Above 15 years

3. Were you consistently informed on the various hiring steps throughout the recruitment

process?

a.) Highly informed b.) Moderately informed c.) somewhat informed

4. Do you have any previous work experience?

a.) Yes

b.) No

5. Does the organization clearly define the objectives, requirements and job specification in
the recruitment process?

a.) Yes

99
b.) No

6. Is the organization doing timeliness recruitment and interview process?

a.)Yes

b.) No

7. Does HR provides an adequate pool of quality applicants in the recruitment process?

a.)Yes

b.)No

8. What kind of the following tests conducted during the time of recruitment?

a.) Aptitude test b.)Projective test c.)Psychometric test

d.) Judgment test

9. What is the average time spent by HR department for the candidate during recruitment

process?

a.) 10 minutes

b.) 10 to 20 minutes

c.) 20 to 30 minutes

d.) More than 30 minutes

10. Do you take any technological support for the process of recruiting?

a.) telephone

b.) video conference

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c.) online support

d.) Others

11. What kind of verification you do during the time of recruitment process?

a.) Educational qualifications

b.) Legal background check

c.) Family background check

d.) Reference check

12. According to you, which is the best source of recruitment?

a.) Direct Recruitment

b.) Qualified Serving Employees

c.) Job portals

d.) Calling Volunteers

e.) Ads in newspaper

14. Were the interviews scheduled for you comfortable? How was the flexibility and

commitment level during the whole process?

a.) Highly Satisfied

b.) Satisfied

c.) Neither Satisfied Nor Dissatisfied

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d.) Dissatisfied

e.) Highly Dissatisfied

15.Does the test administered reveal your strengths and weaknesses?

a.) Yes

b.) No

16. Which of the following methods does your company prefer for sourcing?

S.No Methods Option

1 Campus

2 Employee Referrals

3 Walk in

4 Advertisement

5 Job fair

6 Websites

17. Do you have referral policy in your organization?

a.) Yes

b.) No

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18. Do you feel that the right jobs is being performed by the deserved person at your
working

environment?

a.)Strongly Agree b.) Agree c.) Neutral

d.)Disagree e.) Strongly Disagree

19. Rate your satisfaction level with the selection procedures adopted by the ADECCO
INDIA

PRIVATE LIMITED in the process of recruitment?

a.)Highly Satisfied b.) Satisfied c.)Neither Satisfied Nor Dissatisfied

d.)Dissatisfied e.)Highly Dissatisfied .

20. What are the strategies adopted by your firm to increase the number of recruits?

a.) Vocation courses

b.) Better pay packages

c.) Looking for profession holders

c.) tie up with institutions

103