LITERATURE REVIEW

The necessary skills managers must have in order to carry out selection interviews

and performance reviews in the workplace.

Abstract:

The goal of this literature review is to look at what was found in various research and

publications regarding the skills that managers need in order to conduct workplace selection

interviews and performance evaluations. The review offered an explanation of both tasks, taking

into consideration the findings of those research' suggestions.

Literature Review:

Selection is the method through which people with qualified skills are selected to fill positions.

Selection is far more than simply selecting the finest candidate. It is a decent effort to control the

skills of the candidates or employers and the requirements of the business (Kumari, 2012).

Stoilkovska et al., (2015) understands about the procedure of choosing competent persons for

organizational vacancies. In other words, if you don't pick people who have the essential skills,

the business will have little chance of success since the fundamental goal is to hire the best

individual possible, which is a crucial idea in equal employment laws.

Omisore & Okofu, (2014) states that the selection procedure is based on particular regulations

from a body of candidates to be designated by the institution. Yaseen, (2016) indicated that there

were appropriate competent applicants from the group of employees at the end of a constructive

recruiting. The next stage is selection by evaluation of applicants by means of various

instruments or measurements and by logical choices or decisions after an offer for jobs of the

most productive and the most appropriate individual according to the specifications of a job

vacancy. The main objective of the selection process is to furnish employees vacant with skills,

self-motivated, success-oriented, consistent and efficient in achieving objectives, systems and

organizations, and to contribute to the self-development of learners.

The aims and objectives of the selection procedure were as set out in the research Yaseen,

(2016): To examine the facts, collect as much pertinent information. To make a rationale choice,

organize and analyze data. To select the best individual for the position evaluate each prospect.

Prediction and compatibility of the candidate's performance on the job. Provide candidates with

knowledge to determine whether or not they will accept an offer of work taking into account

difficulties and opportunities.

In his study, Kumari N., (2012) emphasized three elements of the significance of decision-

making: Performance, Cost and Legal obligations. Researchers discuss the stages linked to the

selection process and I found that there is a strong consensus among these phases in many

studies and little change may occur dependent on each organization's working nature, but also

the most detailed procedures specified in the study (Der Waldt & Thebe, 2015).

Common sequence phases in the process of selection:

i. Initial interview reception and screening

ii. Form of application.

iii. Profound interview of selection

iv. Control of background and reference

v. Medical exam and pre-employment physical examination

vi. Center of evaluation

vii. Decision on the ultimate hire

viii. Final decision and fair job opportunities

Mudashiru et al., (2013) research indicated that the objective of employment beyond simply

vacancies should include growth and accomplishment by individuals. It seeks to establish a

strong organization in which efficient teamwork is carried out while satisfying individuals' needs

simultaneously. To attain this purpose, the organization has to establish a new recruiting policy

which is internally consistent, and which also aligns with the objectives and wider community

expectations. A good process of selection is a well-designed and successful procedure. Weak

recruitment attempts may cause bad candidates to be selected as jobs must be filled very quickly.

The most commonly utilized method of selection is undoubtedly interviewing. An interview is

likely to provide a significant level of subjectivity and hence unreliability when employed as an

assessment method. The candidate must attend an interview if any applicant has an organization

to be employed or offered a position. The interviews are split into two categories, according to

Pinder’s, (1985) study: Direct questions need clear responses are employed in the manner of

direct interviews. This approach is particularly suited for school leavers, candidates with

complex work history, and when "facts" are suggested. Non-directed interviews are often used to

ask open questions that allow the candidate to choose an answer. This is the greatest approach to

look for or build an opinion on a certain topic. Prompting is a beneficial method.

It is indicated in the Rahman R., (2010) study, we highlight a number of factors that affect

recruiting. Some common elements impact the selecting process of any business. The following

are:

 Corporate Hierarchy: This clearly affects selecting processes. The selection procedure is

not the same at initially for entry level employees and high level personnel. The higher

the position, the more the selection procedure is essential.

 Speed of decision-making: It's quite tough to make a right judgement in a short time.
  Employee pool: The higher the number of employees to choose the ideal individual for a

vacant post, the bigger the number of organizations alternatives.

Gopalia A., (2012) research data aggregate revealed that the time required in order to reduce

employment and save and manage expenses online recruiting and selection are effective.

Furthermore, it was established that the development of an image of the market and the

attainment of high quality candidates is also successful when it comes to gaining a competitive

advantage to businesses. In terms of cost savings, the use of online recruiting and selection is

advantageous.

Based on its results, the Nyangaresi et al., (2013) research offered key suggestions, including that

recruiting and selection methods be fair to all candidates as well as ensure that all candidates are

given the same chance. It need to be based on job descriptions and job descriptions for each role

inside the company. Workforces should be hired based on their qualifications for the stated

position, not on who knows who at the higher levels of the company. Organizations are doomed

if people are hired based on this criteria. The goal of Argue, M. (2015) research was to

emphasize the relevance of strategic recruiting and selection in achieving an organization's goals.

My general and specific study indicated that a planned recruiting and selecting process is

important to an organization's performance and achievement of its objectives. Organizations

should establish a clear and thorough job analysis based on the findings of this study. However,

data from one of the businesses in my research showed that nowadays, when people apply for

jobs, they are nearly always asked to perform something that isn't listed in the job description.

Setyowati, E. (2016) results demonstrated that the training application was not focused on

analyzing employee needs and analyzing employment and workload. The use of the merit system

in recruiting and selecting personnel is inhibited by three different issues. The first is the
administrative obstacles associated with the failure to harmonize the policy framework. The

results indicated that the recruiting and choice of workers is corrupt. Thirdly, the technological

hurdles to staff capacity and the absence of facilities in the recruiting and selection process. The

restricted capacity of staff members.

Slavić et al., (2017) findings is that the choice to pick a suitable candidate should not be only

dependent on social media data, it may also aid decision making. Combining conventional

techniques of selection with contemporary online approaches can deliver improved results and

offer decision-makers a better database for selecting an appropriate candidate. Al-Kassem, A. H.

(2017) study suggested the access, development and motivation of employee services in high

levels of performance, and this is required to accomplish organizational goals to assure their

commitment to the organization. Also, without paying priority to its people, no business can

exist. In addition, It is the institution's motto, and it must be followed in order to keep its

employees to embrace new business models, best practices and strategies. Reaching fair

employee expectations must be a continuous effort.

The study provided several suggestions, the most significant of which was the need for an

efficient organizational management of human resources, many other human resource

operations, such as selection and quality training, are dependent on the efficiency of others for

new employees attracted by the recruitment process. Management must also get particular

training on the recruiting process in boosting awareness of the possibility of unlawful

appointments. Finally, enhanced results of organizational recruiting and selection techniques

were found (Sawdia, 2018). The study by Rozario et al., (2019) shows that there are some limits

and a preliminary study for further research was proposed. The first restriction is that the study

describes the sentiments and ideas of participants about the selecting process at a certain
moment. Another restriction is that the results are provided only to the opinions of the

participants in the research, which is why the selection procedure is partly examined by all other

staff in the company who were not studying.

There were a number of recommendations made in the Mahbub, B. B. (2020) study, which were

particularly crucial for some of the operations to be automated through the Internet to decrease

effort and human mistake chances. It also advised that more staff be allocated. In relation to

work there is a demand for additional workers. And the main aim was to provide trainees with

additional facilities, and in order to achieve their goal and encouragement, they should search for

quality instead of quantities if the employees are to select or hire, choose certain unqualified

individuals who do not have to withstand work and become depressed and eventually expel them

from the company. In the study of Usmani, S. (2019), three lessons on the subject of the

recruiting process and workplace selection were searched for the most significant results and

suggestions presented in this review: a quality, the physical attraction and social desire

quantitative and experimental methodology. All three investigations and analyses of data were

finished and the physical appeal did not play a role in the job procedure and selection. In this

review, theories on the elements affecting the recruiting process are individually illuminated. The

results are also intended to influence all future studies on how the appearance, trust, ability to

communicate and clarity play a significant part instead of physical or facial attractiveness in the

recruitment process.

Conclusion:

The Literature review offered a thorough overview of the managers' skills in recruiting as well as

in the selection process and looked at the procedures and the processes that are done according to
their nature, from one company to the other. By reviewing the research and articles the

researcher found that the selection and one of the most essential duties that the Human Resources

Department claims to be is the selecting process, and the significance of the roles is to supply

organizations and enterprises with the staff needed to meet the objectives of the enterprise.

References:
1. Al-Kassem, A. H. (2017). Recruitment and selection practices in business process outsourcing

industry. Archives of Business Research, 5(3). https://doi.org/10.14738/abr.53.2180

2. Argue, M. (2015). The importance of the strategic recruitment and selection process on meeting an

organisations objectives. DBS eSource Home. https://esource.dbs.ie/handle/10788/2873

3. Der Waldt, G. V., & Thebe, T. P. (2015, September 3). (PDF) A recruitment and selection process model:

The case of the Department of Justice and constitutional development.

ResearchGate. https://www.researchgate.net/publication/281451428_A_RECRUITMENT_AND_SELECT

ION_PROCESS_MODEL_THE_CASE_OF_THE_DEPARTMENT_OF_JUSTICE_AND_CONSTITUTI

ONAL_DEVELOPMENT

4. Gopalia, A. (2012). Effectiveness of online recruitment and selection process : A case of Tesco. Semantic

Scholar | AI-Powered Research Tool. https://semanticscholar.org/paper/Effectiveness-of-Online-

Recruitment-and-Selection-%3A-Gopalia/3a15e347a6dbf92c44813f943dc6ef29a6f756d0

5. Kumari, N. (2012). A study of the recruitment and selection process: SMC global | Kumari | Industrial

engineering letters. Academic Hosting & Event Management

Solutions. https://www.iiste.org/Journals/index.php/IEL/article/view/1079

6. Mahbub, B. B. (2020). Recruitment and Selection Process of BRAC Bank Limited. UIU DSpace

Home. https://dspace.uiu.ac.bd/bitstream/handle/52243/1665/Final_Internship%20Report_BBM.pdf?

sequence=1&isAllowed=y

7. Mudashiru, M. A., O.A., I., & M., A. (2013). The impacts of well planned recruitment and selection

process on corporate performance in Nigerian banking industry (A case study of first bank plc 2004-
 2011). International Journal of Academic Research in Business and Social

Sciences, 3(9). https://doi.org/10.6007/ijarbss/v3-i9/251

8. Nyangaresi, W. M., Nejru, A. W., Mutavi, T., & Waithaka, G. N. (2013). Recruitment and selection

process: A case of city Council of Nairobi, Kenya. Academia.edu - Share

research. https://www.academia.edu/7957701/Recruitment_and_Selection_Process_A_Case_of_City_coun

cil_of_Nairobi_Kenya

9. Omisore, B. O., & Okofu, B. I. (2014). Staff recruitment and selection process in the Nigerian public

service: What is to be done? International Journal of Human Resource Studies, 4(3),

280. https://doi.org/10.5296/ijhrs.v4i3.6367

10. Pinder, T. H. (1985). How to interview: The selection interview. British Journal of Occupational

Therapy, 48(9), 277-280. https://doi.org/10.1177/030802268504800910

11. Rahman, R. (2010). Report on recruitment and selection of ROBI. Academia.edu - Share

research. https://www.academia.edu/32181726/Report_on_recruitment_and_selection_of_ROBI

12. Rozario, S. D., Venkatraman, S., & Abbas, A. (2019). Challenges in recruitment and selection process: An

empirical study. Challenges, 10(2), 35. https://doi.org/10.3390/challe10020035

13. Sawdia, B. U. (2018, January 1). (PDF) A study on recruitment and selection process of airtel.

ResearchGate. https://www.researchgate.net/publication/333942813_A_STUDY_ON_RECRUITMENT_A

ND_SELECTION_PROCESS_OF_AIRTEL

14. Setyowati, E. (2016). Merit system in recruitment and selection process of civil servant candidate in

Malang Indonesia (Implementation of recruitment and selection of civil servant candidate in 2010) :

Journal of administrative sciences and policy studies. Journal of Administrative Sciences and Policy

Studies (JASPS). https://jaspsnet.com/vol-4-no-1-june-2016-abstract-5-jasps

15. Slavić, A., Bjekić, R., & Berber, N. (2017). The Role of the Internet and Social Networks in Recruitment

and SelectionProcess. https://scindeks-clanci.ceon.rs/data/pdf/1821-3448/2017/1821-34481703036S.pdf

16. Stoilkovska, A., Ilieva, J., & Gjakovski, S. (2015). Equal employment opportunities in the recruitment and

selection process of human resources. Semantic Scholar | AI-Powered Research

 Tool. https://www.semanticscholar.org/paper/EQUAL-EMPLOYMENT-OPPORTUNITIES-IN-THE-

RECRUITMENT-Stoilkovska-Ilieva/48d9d647291a3469246aef3c17babbf7f2df0717

17. Usmani, S. (2019). Recruitment and selection process at workplace: A qualitative, quantitative and

experimental perspective of physical attractiveness and social desirability. Semantic Scholar | AI-Powered

Research Tool. https://www.semanticscholar.org/paper/Recruitment-and-Selection-Process-at-Workplace

%3A-A-Usmani/e310d6f4fc42a596e93a75d18b53b6048614850b

18. Yaseen, A. (2016). Recruitment and selection process of higher education sector and its impact on

organizational outcomes. International Journal of Human Resource Studies, 5(4),

79. https://doi.org/10.5296/ijhrs.v5i4.8822