NATIONAL AVIATION COLLEGE

MBA PROGRAM
HUMAN RESOURCE MANAGEMENT
HOME TAKE EXAMINATION

NAME SOLOMON ABERA ID NO:_ GBLR/049/12_SECTION: REGULAR

✓ Instructor’s Name
Shewayirga Assalf (Asst. Prof) shewayirgaa@gmail.com

Instructions: Please carefully read the instructions below

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materials or concepts with any other person is forbidden. If the students’ exam answers are found
the same, it shall be voided automatically
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will be permitted.
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please contact your instructor.

ESSAY QUESTION ( 8 pt each)

1. Harassment is a problem in almost every institution or organization. Most of the time
and most of the people understand harassment by the unnecessary influence of men on
women. But this is not the only problem, there are several types of harassment .So
what are these Common types of work harassment? Explain in detail.
HARASSMENT

The harassment may occur in various ways that include sexual harassment, harassment based on
race, age and physical appearance that cause alarm or distress to another person.

1. sexual harassment, this is whereby a person knowingly makes sexual advances as a

threat to compel another to perform a certain obligation.this harassment is forced by men
on famel and today we hear also fimales on males and also male on males .so it is not
only one direction it is melti directional and harsh for our maind spetioly Ethiopian cultur
and rilgeuse and legally are not supported. Its puntioment is higher from other criminals
An employee can be harassed because of their sexuality. Employees that have sexual
orientations like heterosexual, homosexual, bisexual, asexual, etc. may experience this
form of harassment.
For example: a heterosexual man may face harassment working as a make-up artist,
while a homosexual woman may not be considered as an efficient relationship therapist.
2. Racial discrimination or Racial harassment the craime is forced by the want of a
person is denied certain benefits or rights due to their ethnic background. Although the
harassment typically involves a person in higher position as the harasser, individuals in
positions of lesser or equal authority also can be found responsible or in onother word a
junior employee may be harassed by other senior officers in a workplace. Finally, a
disabled person may become a victim of harassment where such a person for instance
they are denied to participate in certain activities.
in a professional football match a person shouting at the referee might be considered as
reasonable. However, the same insults hurled at the referee in a kindergarten match
would not seem reasonable. This clearly demonstrates that in harassment complaints a
subjective test cannot be used to determine what reasonably amounts to harassment.
Hence conduct relating to harassment is judged on a case by case basis.An employee can
be harassed because of their race and culture. Explicit slurs on their particular attributes
of a certain ethnicity (hair type, hair colour, nose shape, etc.) Disrespecting their culture,
showing disgust is also a form of racial harassment.
For example: Connor who is Irish is called Carrot and Ginger because of his hair colour.
 HARASSMENT BASED ON AGE CHARLOTTE Harassment based on age may be
towards a person regardless of whether they are young or old in more cease the youngr
are more alwoyes than old ones but on old also be we see that so harsment by Age
discriminationexist it may be direct or indirect. An employee of mature age who is
employed in an organization with a younger workforce, or a young trainee or apprentice
who are made fun of, practical jokes, and who is not invited to social functions and
meetings can be considered as age-based discrimination in the workplace.
For example: Bullying trainees.
3. HARRASSMENT BASED ON RACE Racial harassment is equally unlawful conduct
which can be based on the skin color or nationality of origin or ethnicity to intimidate
somebody or humiliate them. This types of harassment we observe on English premarligu
the player who is black or African they inselt rather than apritiation .onthe work place in
our country we give high image for the whaiters rather than our sitizin . In difernt country
in the worled employer dismissed from manager and hiskill need place for making a
racist comment that they disliked black people spetialy like eropian .
4. LANGUAGE speaking native language in the presence of Ethipia speaking other than
that State language racial discrimination. To kill by other and deferent haras measure are
taken by who is living that state language spekers.
5. Disabled harassment Disabled are most frequently affected by domestic violence
and abuse who are with disabilities. Mostly caregivers or helpers abuse disabled people
whether it is the family or other disability service providers by their aseption to healp
them but psylogicaly the haras diesablie person . Disabled people are the highest risk
group for abuse and violence and society isn't even aware of the problem. Support for
disabled victims is much less available than for non-disabled victims. People who are
with disabilities more time face discrimination in all levels of society.Harassing or
discriminating against an employee based on their physical or mental disability.
For example: Imitating a crippled person’s gait or teasing a person with down syndrome.
6. Harassment based on Religion
Showing hatred, disgust and disrespect to fellow employees because of their religion or
religious beliefs.
 For example: Managers not granting leave or half-day to Muslim employees on a
religious holiday such as Eid al-Fitr.
7. Personal Harassment
This kind of harassment does not depend on any protective clauses. An employee can be
subjected to personal harassment by inappropriate comments, offensive jokes, personal
humiliation, critical remarks, ostracising behaviours, intimidation tactics, etc. because of
general disliking.
For example: Favouritism of staff who go out drinking with the boss, makes the job
stressful for Ralph who is a recovering alcholoic and makes him feel that he does not
belong and is not appreciated.
8. Physical Harassment
Any type of behaviour in the workplace involving physical attacks or threats is
considered physical harassment. Common behaviours that constitute as physical
harassment include direct threats of intent to inflict harm, physical attacks (hitting,
shoving, kicking), threatening behaviour (shaking fists angrily), destroying property to
intimidate.
For example: A team leader throws fists angrily on the desk of an employee who didn’t
meet the target. Stephanie doesn’t clear the way for Julie to the restroom and collides
shoulders intentionally.
9. Power Harassment
This kind of harassment occurs when there is a misuse of power in the hierarchy of the
management team. Making it impossible to meet deadlines, asking for unnecessary work
edits, demanding work that is below the capacity of the employee are the most common
behaviours.
For example: A team leader gives a 2-hour long, non-urgent task to an employee 30
minutes before he/she is about to leave and asks them to get it done as a matter of
urgency.
10. Psychological Harassment
Any kind of behaviour in the workplace that causes mental distress to a reasonable
person. This harassment is subtle and is difficult to see and identify. Common acts
 include: Isolating an employee, belittling his/her thoughts, spreading rumours, criticising
or challenging everything he/she says.
For example: Never considering what Tim has to say in the meeting, even when he makes
valid points.
11. Third-Party Harassment
This kind of harassment is done by the vendor, supplier, customer or client to generally to
the perceived lower-level professionals such as salespeople, assistants and receptionists.
You as an employer are responsible to avoid this harassment.
For example: A supplier verbally abuses the accounts payable staff member when
moneys have not been received on time.
12. Verbal Harassment Verbal harassment is when an employee is persistently unpleasant,
rude and mean to another.
For example: Jeff repeatedly found Sam replying to his ideas as “that’s silly” or “that’s
because Jeff doesn’t know what he is doing” in group discussions, without any
explanation.
13. Cyber Bullying
Any kind of harassment done on the internet and social media. Common behaviours
include tagging in inappropriate memes, texting, emailing or posting disturbing or
humiliating messages. This kind of harassment often happens after office hours, but can
still be linked to the ‘workplace’ Yes, having a rant on Facebook because your boss
pulled you up for poor behavior during the day is not appropriate!
Example: Shane messaging the intern Sara repeatedly over a course of six months via the
internet and social media to ask for a date, even when she clearly showed her disinterest.
2. Employee theft is the stealing of goods, money or time with the people who work for
you, such as employees or contractors. To prevent employee theft, you need to identify
how your business is vulnerable to it. You can then create policies, processes and
monitoring systems to reduce or prevent employee theft. However, it is difficult to solve
the problem easily. Many issues need to be looked at from a variety of perspectives and
issues, and also a number of steps need to be taken. Explain the process or steps we are
going to solve the problem of theft in your business
Answer 2.

1. Know your employees. Be alert to key indicators of potential theft such as:
• Sudden, apparent devotion to work and working late.
• Lifestyles well above salary levels.
• Strong objections to procedural changes related to financial, inventory or supply
matters.
• Drugs and alcohol abuse.
• Moonlighting with materials available at the business.
• Evidence of compulsive gambling, persistent borrowing or bad check writing.

2. Supervise employees closely. Not surprisingly, studies show that when supervision is lax,
theft and fraud rates go up. This doesn’t mean looking over their shoulder every minute. But
it does mean checking what they do. It’s also wise to have more than one person looking out
for your money.

3. Use purchase orders. The payment, receipt and preparation of purchase orders should be
separate functions and handled by different individuals. Use serially pre-numbered purchase
orders and always verify incoming orders.

4. Control cash receipts. Use serially pre-numbered sales slips and conduct weekly audits.
Balancing of sales slips and register receipts should be done by someone other than the sales
clerk.

5. Use informal audits. Make unannounced internal audits and have a yearly audit
performed by an outside firm.

6. Install computer security measures. Understand your computer systems and software,
and how they might be used to divert money or inventory. Restrict access to computer
terminals and records. Periodically change entry codes and check regularly to ensure that
security procedures are in effect.
 7. Track your business checks. Always use pre-numbered checks, with amounts and payees
typed or written in permanent ink. Producing all checks from financial software such as
QuickBooks is highly recommended. Lock blank checks and a signature machine, if you
have one, in a secure place.

8. Manage inventory and use security systems. Separate receiving, store keeping and
shipping functions. Physical inventories should be done annually by individuals who are not
responsible for inventory records. Some businesses also install security devices to monitor
merchandise or inventory.

9. Beware of accounts receivable. Make mail-opening and posting separate functions.

Record checks and cash in appropriate registers and stamp checks for deposit only.

10. Provide a way for employees to report theft or fraud by co-workers. This needs to be
done carefully to avoid signaling you don’t trust employees. But it can be highly effective.

3. An Organization or Managers can feel the vacant work positions by employees or can
assign an employee to different vacant positions using different options. One of these
options is transferred employees from one position to another position. What are these
types of transfer? Explain in detail
FOR ANSWER 3

Transfer :-A transfer is to lateral movement of employees in the organzetion with in

the same grade and salary from one job position to another job position. That mean by movement
of individuals from one position to another usually without involving any marked change in
duties and responsibilities which is skills needed or compensation.
A transfer is a horizontal or lateral movement of an employee from one job, section, department,
shift, plant, or position to another at the same or another place where his salary, status, and
responsibility are the same..
Purpose :- reassign an employee from one job to another job of same grade within that
company work units/branches as a result of requirement of work.

➢ To address employee’s need to transfer on grounds of medical reasons.

➢ To give an opportunity for job content enlargement so as to create generalist staff that
provide end to end service delivery .

➢ To replace incumbents absent from duty because of granted leave or other reasons.

Reasons for transfer

The need for making transfer is left for various reasons are listed below:

A. To meet organizational needs: Changes in technology, volume of production,

production schedule, product line, quality of products, organizational structure, etc
necessitate an organization reassign jobs among employees so that right employee is
placed on the right job.
B. To satisfy employee needs: Employees may request for transfer in order to satisfy their
desire to work in a particular department, place and under some superior. Personal
problems of employee like health, family circumstances, interpersonal conflicts may also
necessitate transfer.
C. To better utilize employee: When an employee is not performing satisfactorily on the
job and management thinks that his/her capabilities would be utilized better else where,
he/she may be transferred to other job.
D. To make the employee more Versatile: In some organizations like banks, employees
after working on a job for a specified period are transferred to other job with a view to
widen their knowledge and skill and also reduce monotony. This is also called ‘job
rotation’.
E. To adjust the workforce: Work force can be transferred from the departments/ plants
where there is less work to the departments/ plants where is more work.
F. To provide relief: Transfers may be made to give relief to the employees who are
overburdened or doing hazardous work for long period.
 G. To punish employee: Management may use transfer as an instrument to penalize
employees who are indulged in undesirable activities. As a disciplinary action,
employees are transferred to remote and far-flung areas.
Types of Tranfer
1. Production Transfer: Such transfers are made when labour requirements in one division or
branch is declining. The surplus employees from such division are transferred to those
divisions or branches where there is shortage of employees. Such transfers help avoid layoff
and stabilize employement.
2. Remedial Transfer: Such transfers are effected to correct the wrong selections and
placement of employees. A wrongly placed employee is transferred to more suitable job. Such
transfers protect the interest of the employees.
3. Replacement Transfer: Replacement transfers are similar to production transfers in their
inherent,i.e. to avoid layoffs. Replacement transfers are effected when labor requirements are
declining and are designed to replace a new employee by an employee who has been in the
organization for a sufficiently long time. The purposes of these transfers is to retain long service
employees in the organization and also give them some relief from the heavy pressure of work.
4. Versatility Transfer: These transfers are also known as ‘job rotation’. In such transfers,
employees are made move from from one job to another to gain varied and broader
experience of work. It benefits both the employee and organization. It reduce boredom and
monotony and gives job enrichment to the employee. Also, employees’ versatility can be
utilized by the organization as and when needed.
5. Shift Transfers: These transfers are affected in the organizations where work progresses for
24 hours or in shifts. Employees are transferred from one shift to another usually on the basis
of mutual understanding and convenience.
6. Penality Transfers: Management may use transfer as an instrument to penalize employees
involved in undesirable activities in the organization. Employee transfer from one’s place of
convenience to a far-flung and remote area is considered as a penalty to the employee.

Lastly the transfer confirm

A memorandum of transfer signed by the GM or his designate shall be issued. The memo mainly
contains the following:-
 ▪ Name of employee;
▪ Job/Position Title ;
▪ Reason of transfer;
▪ Place of transfer;
▪ Effective date;
▪ Distribution of copies.

4. Discipline may be considered as a force that prompts an individual or group to observe

the rules, regulations and procedures which are deemed to be necessary for the effective
functioning of an organization, because they desire to cooperate harmoniously in
forwarding the end which the group has in view”. If there is a disciplinary problem, a
manager takes corrective action. Why they take Corrective action? What are the
objectives of discipline?
ANSWER OF QUATION 4
Discipline mean in simple words, which connotes orderly behaviour by the members/employees.
Discipline mean that employees confirm to the rules and regulations framed by the organization
for an acceptable behaviour. The employees, once made award of expected behavior, they find
these standards or rules to be reasonable and they seek to meet those expectations.
Why they take Corrective action?

➢ To maintains a disciplinary procedure of progressively more severe steps to address

unsatisfactory act or conduct in a thorough, fair and consistent manner. However,
discipline is handled on case-by- case basis, and to reserves the right to deviate from its
progressive discipline procedure based on circumstances of each case. In some instances,
an employee may be terminated immediately.
➢ Disciplinary rules and procedures are necessary for the sake of maintaining order and
fairness in the treatment of individual employees.
➢ The disciplinary rules make clear employees expected standard of conduct and
performance and assists to warn employees, and at the same time to inform supervisors of
the actions that could be taken.
 The objectives of the dicplan

The primary concern of discipline is to frame an employee’s behavior as per the organizational
rules and regulations, or the value set by the organization.

Besides on the abouve important objectives are as follows:

1. To obtain organizational rules, regulations, norms, and values so that the organizational
activities are performed effectively.
2. To impart the environment of certainty despite the differences in individual backgrounds,
cultures, values, and experiences, and other related organizational changes.
3. To develop a spirit of tolerance and desire to make adjustments among employees.
4. To give and seek direction and responsibility.
5. To promote the environment of respect for human personality and harmonious labor
relation.
6. To motivate the employees to a higher level of performance and so on.
7. Increase the morale and working efficiency of the employees.
8. Foster industrial peace which is the very foundation of industrial democracy.
5. If an organization need to full fill its humans. The organization needs to go through a
number of processes to meet its human resource needs. This requires a large number of
applicants to be recruited in order to obtain or hire Qualified and skilled human resource. So
what does the organization have to do to get more applicants? What is this function called?
Where does it invite applicants? In what way does invite?
FOR ANSEWER 5
Purpose of recruitment
The general purpose of recruitment is to provide a pool of potentially qualified job candidates.
Specially, the purposes are to:
➢ Attract and encourage more and more candidates to apply in the organization. Create a
talent pool of candidates to enable the selection of best candidates for the organization.
➢ Determine present and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.
 ➢ Recruitment is the process which links the employers with the employees.
➢ Increase the pool of job candidates at minimum cost.
➢ Help increase the success rate of selection process by decreasing number of visibly under
qualified or overqualified job applicants.
➢ Help reduce the probability that job applicants once recruited and selected will leave the
organization only after a short period of time.
➢ Meet the organizations legal and social obligations regarding the composition of its
workforce.
➢ Begin identifying and preparing potential job applicants who will be appropriate
candidates.
➢ Increase organization and individual effectiveness of various recruiting techniques and
sources for all types of job applicants

4.1.3 Factors governing recruitment

All organizations whether large or small do engage in recruiting activity, though not to the same
extent. This differs with:

a) The size of the organization.

b) The employment conditions in the community where the organization is located.
c) The effects of past recruiting efforts.
d) Working conditions, salary and benefit packages offered by the organization. This may
influence turn over and necessitate future recruiting.
e) The rate of growth of organization.
f) Cultural, economic and legal factors.
Factors governing recruitment may be broadly divided as internal and external

There are to matehodes to pul the more aplicantes to the organzetion vacant postes

1. Internal factorse
▪ Recruitment policy- Recruiting internally or externally, recruitment of local citizens,
policy of temporary and part time workers.
▪ Size of the firm- Bigger the size less problematic
▪ Cost- Cost incurred in recruitment process, must operate within budgets.
 ▪ Growth & expansion- An organization going on growth and expansion will have more
recruiting on hand than the one which finds its fortune declining.
The internal recruiting are:
• Job posting
• Employee referrals
• Human Resource Inventory (Skills inventory)
• Personnel Records and Skills Banks
• 2. Job Posting and Bidding
• 3. Promotions or Transfers
• 4. Employee Referral Programs
• 5. Mobilization of the Management Staff
• 6. Reemployment of Former Employees
• 7. Demotion
• 8. Layoffs
• 9. Quits

1. Personnel Records and Skills Banks:

Examining personnel records may uncover employees who are working in jobs below their
educational or skills level. It may also reveal persons who have potential for further training or
those who already have right background for the open jobs in question.

Organizations can also effectively use skills inventories for identifying internal applicants for job
vacancies. Computerized systems can help to ensure that qualified internal candidates are
identified and considered for the opening.

2. Job Posting and Bidding:

Since HR Managers may not be aware of all current employees who might be interested in the
vacancy, the organization may use an approach called job posting and bidding. This is the most
common method of generating a pool of internal applicants. It requires that management post or
otherwise circulates and notifies listings of available job openings and let the current employees
bid for the same, should they be interested. Job postings allow employees to evaluate job
opportunities relative to their skills, attributes, experience, interests and career objectives.
 3. Promotions or Transfers:

When a specific opening occurs, the first place to look for candidates is in the present workforce.
Though promotion or transfer, many vacancies can be filled for experienced personnel. This will
have the effect of creating more entry-level positions, which should be easier to fill and less
costly when recruiting from outside the company.

4. Employee Referral Programs:

Many organizations have found that employee referrals are a valuable source of good quality
workers. Companies encourage and invite employees to recommend their friends or relatives and
the company feels that this promotes employee loyalty. A variety of techniques can be aimed at
encouraging employee referrals. Internal communication of job openings can remind employees
to refer their friends, neighbors, and former business associates. Bulletin boards, special
circulars, employee newspapers, employee handbooks, new employee orientation sessions,
paycheck inserts, and lobby, lunchroom, and elevator displays can be used to promote referrals.
Minimal cost is another major reason for considering this method.

5. Mobilization of the Management Staff:

In most cases, no one is more aware and interested in recruitment than the organizations own
management staff, as it is personally affected by staff shortages and turnover problems and is
held responsible for meeting production schedules, research and development goals, and sales
quotas. Supervisors and managers are, therefore, primed to help recruit and, in turn, help them.
Since most managers are traveling on business, teaching at night, or active in community affairs,
they come in contact with many potential applicants. Every supervisor and manager can be a
goodwill ambassador and part-time recruiter while attending conventions and meetings or while
talking with clients, customers, suppliers, or sales people.

6. Re-employment of Former Employees:

The return to a former employer, particularly at the level of professionals and executives, is a
growing trend. Many firms are keeping better records of desirable departing employees as a
potential recruiting source. Most companies will also admit that a former employee’s experience
gained while with a competitor can be an asset upon returning. Besides, the former employees’
competence is a known quantity in comparison to that of a new recruit.

7. Demotion:

Demotions may become necessary as a result of errors in promotion. Policy may provide for
demotions in such cases by creating a six-month or one-year probationary period in all
promotions. In another practice, personnel ratings are used as the index of satisfactory
performance. An unsatisfactory rating automatically requires demotion.

8. Layoffs:

Policy frequently requires that employee subject to layoff shall be given priority in filling any
jobs in other departments for which they may be qualified.

9. Quits:

Employees who quit the service should be carefully investigated and explained by supervisors.
“Exit Interviews” may be required. Resulting explanations may close a pattern in these losses
and thus, suggest a review of both policy and practice in training, supervision, compensation,
promotion, or other conditions of employment through which the employees who quit the jobs
may be called back.

Job posting
Involves announcing job openings to all current employees. Position, location, pay scale and
qualifications are described. Interested employees will apply for the jobs.
The means used for announcing vacancies
1. Bulletin boards: Notice about job openings is placed on the bulletin boards.
2. In-house Newsletters/ Magazine- Job vacancies are published in house newsletters and
newspapers.
3. Circulars: Job vacancies are announced in circulars or memos sent to supervisors.
4. Electronic mail: Employees receive information about job vacancies on their computer
screens through e-mail. Employees can also submit applications by e-mail.
5. Employee Referral Employee referrals locate applicants within the organization.
 Supervisors generally recommend best-qualified candidates for the vacant jobs. Informal
communication among managers lead to the discovery of candidates within the
organization.
6. Human Resources Inventory A search of human resources currently employed in the
organization. Tells management what individual employees can do.The information
included in the inventory about each employees is Personal: name, age, sex, marital status
.Educational qualifications/professional qualifications. Training undertaken/special skills.
Employment experience/current position held. Performance ratings
Internal factorsof riqurtement

▪ Recruitment policy: There are certain internal forces which deserve consideration
while recruiting personnel. One such internal factor is the recruiting policy of the
organization. Most organizations have a policy on recruiting internally (from own
employees) or externally (from outside the organization).Generally, the policy is to
prefer internal sourcing, as own employees know the company well and can recommend
candidates who fit the organizations culture. Another related policy is to have temporary
and part-time employees. An organization hiring temporary and part-time employees is
in a less advantageous position in attracting sufficient applications
▪ Human resource planning: A major internal factor that can determine the success of the
recruiting program is whether or not the company engages in HRP. Effective HRP
greatly facilitates the recruiting efforts.
▪ Size of the firm: Size is another internal factor having its influence on the recruitment
process. An organization with one hundred thousand employees will find recruiting less
problematic than an organization with just one hundred employees.
▪ Cost: recruitment incur cost to the employer, therefore, organization try to employ that
source of recruitment which will bear a lower cost of recruitment to the organization for
each candidate. Careful HRP and forethought by recruiters can minimize recruitment
costs. One cost-saving measure, for instance, is recruiting for multiple job openings
simultaneously. The best solution is to use proactive personnel practices to reduce
employee turnovers, thus, minimizing the need for recruiting. Evaluating the quality,
quantity and cost of recruitment helps ensure that it is efficient and cost-effective
 ▪ Growth and expansion: Finally, an organization registering growth and
expansion will have more recruiting on hand than the one which finds its fortunes
declining.

2. External factors
1. Supply and demand- If the demand for a particular skill is high relative to the supply, an
extraordinary recruiting efforts may be needed. The situation of demand and supply of
specific skills affects recruitment.
2. Unemployment rate- If unemployment rate is high, recruitment process becomes simpler
because large number of people can be attracted with minimum effort.
3. Labor market- Availability of manpower in a local area(for non-managerial) and in the
country level( for executive and professionals) has effect on recruitment.
4. Political-legal- Reservations of jobs for scheduled castes, scheduled tribes, minorities and
other ethnic and backward classes have effect on recruitment.
5. Sons of soil- Preferences to local or people of their respective state in matters of employment.
6. Image- It is the perception of the job-seekers about the company

The external method of rquirtment

▪ Advertisement
▪ Professional or trade associations
▪ Employment exchange
▪ University/colleges
▪ Walk-ins, write-ins and talk-ins
▪ Consultants
▪ Competitors
▪ E-recruiting-
1. External factors:

▪ Supply and demand: Of particular importance is the supply and demand of specific
skills in the labour market. If the demand for a particular skill is high relative to the
supply, an extraordinary recruiting effort may be needed. However, if there is a surplus of
labor at recruiting time,even informal attempts at recruiting will probably attract more
than enough applicants.
▪ Unemployment rate: When the unemployment rate in a given area is high the
companies’ recruitment process may be simpler. The number of unsolicited applicants is
usually greater, and the increased size of the labour pool provides better opportunities for
attracting qualified applicants. On the other hand, as the unemployment rates drops
recruiting efforts must be increased and new sources explored.
▪ Labour market: Labour-market conditions in a local area are of primary importance in
recruiting for most non-managerial, supervisory and middle-mgt. positions. However, so
far as recruitment for executive and professional positions is concerned conditions of all
India market are important.
▪ Political – social: Another external factor is political and social considerations.
Reservations of jobs for minorities, women and other backward classes (OBCs) is a
political.
▪ Image: The Company’s image also matters in attracting large number of job seekers.
Blue-chip companies’ attract large number of applications. Often, it is not the money that
is important. It is the perception of the job seekers about the company that matters in
attracting qualified prospective employees.
External Recruitment Methods:

1. Advertisement in News Papers/ Journals

2. Radio & Television

3. Employment Exchange (Government)

4. Private Employment Agencies (Management Consultants)

5. Recruitment by Contractors
6. Recruitment by Brokers

7. Recruitment at Factory Gate

8. Employer’s Trade Association

9. Campus recruitment

10. Friends & Relatives/ Recommendation

11. Labor unions

12. Casual Applicants

13. Head- hunting

14. Deputation

15. Competitors

16. Displaced persons/ Son of soil

17. Fraternal Organizations

1. Advertisement in News Paper/ Journals:

The corporation advertises the available job, likely duties & responsibilities of the job (job
description) and also the qualification and qualities of man (job specification).

Advertisement describes the job and the benefits, identify the employer, and tell those who are
interested how to apply. If an advertisement is clear and to the point, candidates can assess their
abilities and suitability for the position only those who possess the requisite qualifications will
apply.

2. Radio & Television:

Through radio and T.V.; many companies recruit their employees and particularly when the
labor market is very tight these sources of recruitment are used much. Government departments
mostly use these media for higher jobs. Companies in the private sector are hesitant to use media
because of high cost.

3. Employment Exchange:

Employment exchanges may be defined as the special offices set up for bringing together those
workers who are in need of jobs and those employers who are looking for workers. The
employment exchanges are operated by the government. They do not operate commercially for
profit but function in public interest.

All persons who want help in finding jobs apply to the exchange nearest to their homes and
details are recorded of their names, qualifications, experience and special test etc.

The Industrialist and the other employers sent the list of the types of persons needed by them and
these employment exchanges direct the suitable candidates to get in contact with their
prospective employers. All particulars are properly arranged in the employment exchange.

4. Private Employment Agencies (Management Consultants) :

In the technical and professional areas, private agencies are providing great services. They
maintain files of both individuals interested in employment and organizations seeking new
personnel. Consultants are useful as much as they have nation-wide contacts and lend
professionalism to the hiring process. For this service they receive either a flat sum payment
from the employer or a percentage of annual salary from the employees or sometimes both.

5. Recruitment by Contractors:

The Industrialist makes arrangements for getting any job done against his specific amount and a
specified time with the contractors. The contractors not only engage as the labor force but also
provides for the raw material machinery and equipment needed for the completion of the job. In
public works dept. most of the jobs are done by contractors.

6. Recruitment by Brokers:

These brokers are either in the pay of the industrialists or work as their commission agents. The
brokers go around the villages and residential quarters of workers and offer them opportunities of
employment. The workers who get employment through brokers generally have to pay ‘some
commission’ to the brokers.

7. Recruitment at Factory Gate:

An important source of recruitment is direct recruitment by placing a notice on the notice board
of the enterprise specifying the details of the jobs available. It is known as recruitment at factory
gate. The practice of direct recruitment is generally followed for filling casual vacancies
requiring unskilled workers. Such workers are known as casual or badli workers and they are
paid remuneration on daily wages basis.

8. Employer’s Trade Association:

Meetings, Conference, Seminars and other social functions organized by these associations are
another source through which the firms try to recruit the needed people. A few come to these
conferences looking for a change in position and some other attend to recruit the right man.

9. Campus Recruitment:

Recruitment from educational institutions is a popular practice of recruitment. Many big

organizations maintain a close liaison with the Universities, Vocational institutes, Engineering
institutes and Management institutes for recruitment to various jobs. Many institutions have their
own Placement Officers through which students find their jobs. The placement office is in touch
with various firms and displays employment opportunities to the students.

One disadvantage of this type of recruitment is that organizations probably have to limit their
selection to only “entry” position. For higher level position campus recruitment is neither
feasible nor an attractive proposition.

10. Friends & Relative/ Recommendations:

Some companies encourage and invite employees to recommend their friends or relatives and the
company feels that this promotes employee loyalty. The work atmosphere appears congenial and
even enjoyable. Some organizations have agreements with the union of employees to give
preference to relatives of existing or retired employees if their qualifications and experience suit
the requirements of vacant jobs.

Most employees know from their own experience about the requirements for the job and what
sort of persons the company is looking for.

11. Labor Union:

Labor union also serves the recruiting needs of the individual and the organization. Their sense
of co-operation helps in developing better labor relations. In some of the skilled jobs, the
vacancies are filled through the union. This saves recruitment costs.

12. Casual Applicants:

Some organizations draw a study stream of unsolicited applications in their offices. If adequate
attention is paid to maintain pending applications folders for various jobs, the personnel
department may find the unsolicited applications useful in filling the vacancies whenever they
arise. Such unsolicited applications both through the mail and at the gate constitute a much used
source of personnel.

The merit of this source of recruitment is that it avoids the cost of recruiting workforce from
other sources.

13. Head-Hunting:

The executive search agencies, which are also known as head-hunters, have a particular value
when very senior or specialist appointments are to be made and the number of suitable people is
known to be very limited.

When a person of particular talent or rare expertise is required, the head hunters search out
somebody already in employment and induce him to change jobs. Although this practice is
considered unethical in some quarters, it is generally accepted that it may be the only option
open where a particular type of expertise is required. Those who employ head-hunters have to
pay heavy charges but these are usually justified in the light of the result achieved.
14. Deputation:

Public sector organizations usually borrow the personnel of requisite caliber form the
Government departments. To adjust to short-term fluctuation in personnel needs, leasing of
personnel is done for some specified period. This practice is particularly well-developed in the
office administration field.

The organization not only obtains well trained and selected personnel but avoids any obligation
in pensions, insurance, and other fringe benefits. However because of the short duration, the
deputed employees often fail to become part of the organization.

15. Competitors:

Rival firms can be a source of recruitment. Popularly called “Poaching” or “Raiding”, this
method involves identifying the right people from the rival companies, offering them better
terms and conditions. There are legal issues involved in raiding rival firms for potential
candidates.