c



Ý



 


Topic of the Research


Background


Scope


Objectives of the study


   



         
   



          


    



    
          


   
           
   

!
  " 

#
   

#
  


#
Data and Sample of the Study

c$
 

cc
% & 
 

c
ñ


‘

P
  



  
‘
  
  
   

  
    
   


 
The research is basically about the effect of recruitment and selection on the employee relation in
P&G and how it accelerates the performance of the firm. The research in such a domain is very
important because HRM of any organization plays an important role in achieving the strategic
objectives as well as looking into individual level. Lastly why this research is important is
because of the fact that Recruitment and selection are an important part of an organization¶s
human resource planning and its competitive strength. Competent human resource at the right
positions in the organization is a vital resource and can be a core competency or a strategic
advantage for it. Recruitment and selection process for any organization is backed by some aims
and objectives, including mainly the creation of a pool of quality candidates by attracting and
encouraging more and more candidates to apply in the organization at the minimum cost. A
determination of present and future manpower requirements of the organization, supporting the
organization¶s ability to acquire, retain and develop the best talent and skills, infusion of fresh
blood at all levels of the organization and finally to meet the organization's legal and social
obligations regarding the composition of its workforce.

Thus this research basically focuses on a single company, that is, Procter & Gamble and uses
data from the respective firm. It is an exploratory study where the result from the chosen
company has been evaluated. It is done to see whether recruitment and selection affects the
relations of the employees in the company and their performance.

À
‘
The researcher has selected only one international company named P&G that will be studied in
terms of recruitment and selection. The employees of the company have been chosen as the
sample of the study and the results will be inferred after doing an in-depth analysis and keeping
these in mind some recommendations will be forwarded for filling any gaps thus identified.


J


‘

×

 

Recruitment and selection is very crucial for the motivation of the employees and employee
relations. The scope involves looking into account the importance of this HR function for the
better performance of the employees and organization on the whole. The study will help us to
understand the variables like recruitment and selection, job analysis, interviews, recruitment
sources, recruiters, motivation of the employees, employee retention etc. Following points will
be the objectives of the study:

‘ The importance of the recruitment and selection process at P&G

‘ Affect of recruitment sources on the process of recruitment and selection
‘ Affect of interviews and recruiters on the process
‘ ½ffective recruitment and selection leads to better workforce and thus employee retention
by making them to work towards a given direction





‘

a


This chapter thoroughly sketches out the literature survey. Here, the entire process of research
from journal articles and books has been mapped out.

P

 
 




 




In organizations the employment relations play a very major role. Someone in the organization
has to take the responsibility of looking after such an important dimension of HR. If the
organizations are smaller in size then this role is forwarded to the manager but as the
organizations grows in size and get larger than the role of a specialist is taken into account for it.
This role is basically concerned with the activities which are linked with the management of the
employee relations in the firm (Boxall & Purcell, 2003).

Personal Specialist is associated with better workplace performance. The presence of specialists
who have the responsibilities for some of the HR functions and practices are broadly associated
with high quality performance of the workforce and the organization on the whole ((Boselie, et
al, 2005; Combs et al, 2006).

From the perspective of HRM there are six factors which explain the importance of HRM
practices incorporating the employee relations. These are:

‘ There should be steps taken to improve the management of the people at workforce in
order to achieve the competitive advantage.
‘ The traditional role of personal managers is not common nowadays and has failed.
‘ The management has started focusing on the individual issues rather on the collective
ones. This shows a decline in the trade unions in some countries.

×



Ý

   
‘
Organizational culture effects and normalizes the way members of any organization sense and
then act accordingly. The common learning experience creates such a culture and in turn forms
the basis of a leadership as it is the center of group identity, shared vision and thus the most
important functions of leaders. (M. Chr Istensen, 2006).Having a strong culture is something that
any manager can exercise. As the organization grows it becomes difficult for the authorities to
look into the minute details pertaining to the organization. In such case the only thing matters is
that how people make decision and consistent with the goals of the company.





‘

The success of any organization depends on the fact that how the people within the organization
and the culture match. Organizational culture is the set of doctrine that determine how people
will work within the boundaries of an organization. In such cases the leaders or the managers
need to have the right understanding of the culture in order to delegate the works and tasks to the
employees and thus avoid any negative influences (Khan, 2005).Managers need to continually
convey the ideals of the strong culture which in turn gives each member a sense of importance.
The importance of organizational culture cannot be overlooked in any case. The positive
environment leads to a strong and successful culture at last. One has to bring in those people
whose values are in line with that of the organization. This also makes them t work with a
positive approach and with dedication in order to attain the company¶s goals.

½xamination of any organization¶s culture us very tedious task (' $$(). This gives rise to
development of thoughts and beliefs within an organization to from a particular belief system.
And if there is consistency then it touches the ladders of success. The organization cannot move
forward unless we don¶t understand the changes being taken place within the company to
understand such dynamics of the service system. The change in the society and the environment
will stem change in the company-customer relationship. Thus the status quo in making policies
has to be altered in order to meet the needs of the customers and the employees.

 
 

 


Recruitment and selection are an important part of an organization¶s human resource planning
and its competitive strength. Competent human resource at the right positions in the organization
is a vital resource and can be a core competency or a strategic advantage for it.

Recruiting and selecting the right employees can be a challenge, with no guarantee of success.
But using the right information and procedures will improve an organization¶s chances of finding
what it is looking for. Recruitment has become on major field/sector within HRM because of its
strong ability to help achieve strategic aims of an organization. It is no more a routine task for
HR managers, but a strategic tool to steer the whole organization towards its goals, because the
human resource is the main asset of any organization.

Recruitment and selection process for any organization is backed by some aims and objectives,
including mainly the creation of a pool of quality candidates by attracting and encouraging more





‘

and more candidates to apply in the organization at the minimum cost. A determination of
present and future manpower requirements of the organization, supporting the organization¶s
ability to acquire, retain and develop the best talent and skills, infusion of fresh blood at all levels
of the organization and finally to meet the organization's legal and social obligations regarding
the composition of its workforce. The recruitment process includes a number of steps, which if
shortened can be explained as under:

3‘ Planning ahead in time of the organization¶s future HR needs

3‘ Creating Job Descriptions and Specifications
 
3‘ Gathering a pool of candidates by advertising internally and externally  

3‘ Short-listing and interviewing suitable candidates

3‘ Making employment decisions and informing candidates
 
3‘ Periodically reviewing recruitment process for improvement

These are the basic steps of a recruitment and selection process, which can be modified
according to specific jobs and organizations. But reviewing the current process and being
constantly on the search for improvement is what makes an organization competitive and
maintains its competitiveness.

P

  





  
 


The growth of specialist in an organization is facing conflicting arguments. On one hand there is
emphasis on the importance of HRM and professionalism which shows the importance of
specialists but on the other hand the personal role is susceptible (Ulrich, 1997). Most of the
organizations follow the three legged approach developed by Ulrich where the importance is
given to the roles of business partners, focusing on strategic policies, specialists in an
organization, covering recruitment and selection and compensation benefits in an organization.

Some reports indicate that some of the employees are at least passively looking for jobs, and a
sizable minority is continually actively searching. This is one of the problems that many
organizations actually face a greater recruiting challenge than a selection challenge. Selection
will only be effective if a sufficient quantity of applicants apply to the organization.


u


‘

Compounding this challenge is that many organizations struggle with how to attract a diverse
workforce. Thus, there is growing recognition that recruiting²by itself and irrespective of
selection²is critical not only for sustained competitive advantage but basic organizational
survival (Taylor & Collins, 2000). An excellent place to start the review is with the recruitment
meta-analysis (Azeem, 2005) .It summarizes 71 studies to estimate the effect sizes and path
relationships between recruiting predictors (job/organizational attributes, recruiter
characteristics, perceptions of recruitment process, perceived alternatives, hiring expectancies)
and applicant attraction outcomes (job pursuit intentions, job/organization attraction, acceptance
intentions, job choice). Overall, there is good support linking many recruitment predictors to the
employee relations in an organization. The attributes of the job/organization and fit with the
job/organization will influence intentions and behavior of the employees and the organization
overall. The demographics of both the applicant and recruiter seem to play a minor role, although
individual differences may be more important (½. Ployhart 2006).

If we look for the selection tools then the application forms are very critical and important for
majority of UK companies (Shackle ton and Newell, 1991). Online application forms are more
convenient for the employees to deal with. The applicant can capture data more easily through
this way and can be beneficial for the employer as well (Park, 1999).

Small firms face certain problems related to the employee relations. The two problems affect the
employment relations in a small firm particularly. The first and the foremost problem is the
difficulties of right to use make it hard to secure and acquire the adequate data regarding the
employment practices and attitudes. The second problem relates to the diverse nature which
small firms adopt and use. This nature of small firms needs to be given importance and right of
recognition (Adam Smith, 2011).

0   






 










The objectives of the management in order to achieve the desired goals and outcomes are
affected by the pressures being created in the external environment majorly. Changes in the
policies of International Relations practices like having flexibility to the forms of employment
and in relation to the job functions have occurred because of increased competition, increasing
demand of skills and productivity. These factors also have an impact on the HR policies which

!
ë


‘

are adopted in an organization. In order to manage such change the employees will need to
customer orientation, involvement to cope up with such a change, they need to have the required
skills to produce the desired outcomes and services which are accepted in the international
market. Thus the main objective of HRM is to motivate the employees so that they can be more
productive overall (S.R. de Silva).

Globalization is the most important dimension to be discussed here. It is one of the factors that
affect the employee relations in an organization. In this case the strategic management is very
important. The reason behind this is that the employee relations and changes in it have resulted
in the flexibility in working hours, job functions are changing, product processes are evolving
due to customers getting more and more aware, and skills are gaining importance with the
passage of time. These factors influence the policies of the management. The management has to
take care of the involvement of the employees in making sure that if change occurs then it will
be compatible with their skills overall in order to meet the demand of the market and the
clientele. Thus SHRM is very important in making sure that the desired objectives for the
organization are met and attained. This can be achieved by training the employees, their
involvement, rewards given to them. This gives the employee relation the overriding importance
in the organization. In big organizations the employee relations are considered to be a
composition of five factors which are as follows:

‘ Organization of tasks among the employees

‘ Skills and development of the employees
‘ Compensation Benefits to the employees
‘ Relation of Labor and the management

An employee relation is considered to be a long term goal as it deals with the long term
perspectives for the employees. In big organizations this factor is given the prime importance
(Smith, 2011).

(
£


‘

 


The research basically aims to show the impact of Recruitment and Selection on employee
performance and relations. The research will elaborate that this part of HRM is taking place in
Procter & Gamble, so how does this actually affect the performance of the firm as well.

´
‘ ‘ 
‘ ‘

‘ 
‘ ‘ 
 ‘
‘ 
‘ ‘ 
‘  ‘

 ‘‘‘  ‘

‘ ‘‘


 

The primary objective of the research study is to see the effect of Recruitment and Selection on
the employee relations in an organization.

    

 ‘
‘ ‘

‘

Œuantitative and qualitative methods are available to conduct the research. Both these methods
have their own implications and allegations. Œuantitative approaches deal with numerical
measurements (i.e. quantities). They are the preferred methodologies of empirical, hypothetical-
deductions. Œuantitative approaches aim to test hypotheses, and usually to identify numerical
differences between groups. The results are statistically reliable in quantitative research methods.
However, Œuantitative market research projects often include larger numbers of respondents
(quantity, as the name implies) and for that reason tend to cost significantly more than qualitative
market research does.

By contrast, qualitative approaches deal with how people understand their experiences (i.e.
qualities). Thus, qualitative methods aim to explore meaning, and might well be chosen for the
investigation of issues which, for ethical, practical or epistemological reasons, are difficult to
'measure. These two approaches to research are often presented as if they were in binary
opposition to one another, they can also be used to complement one another. The significance of
qualitative research consists in setting stress on describing, understanding complex phenomena.
It investigates, for instance, the relationships and patterns among factors or the context in which
the activity happens. It is concentrated on understanding the full many-dimensional picture of the

#
c


‘

subject of investigation. Œualitative methods are helpful not only in giving rich explanations of
complex phenomena, but in creating or evolving theories or conceptual bases, and in proposing
hypotheses to clarify the phenomena. Besides, value of the qualitative research consists in
validity of the information received; people are minutely interviewed so as the obtained data
would be taken as correct and believable reports of their opinions and experiences. Its major
disadvantage is that small group of interviewed individuals cannot be taken as representative.


‘ ‘ ‘
‘

‘

Keeping in mind the topic of research a qualitative research will be performed for this
dissertation. In this study, the effect of recruitment and selection on the employee relations and
performance will be studied. The proposed method will be used because the researcher aim is to
conduct a systematic investigation about the effect of recruitment and selection and its role in
enhancing the performance of the firm and employees by studying different variables. It will
help to establish relationship between the variables and establish cause and effect in controlled
environment. The most accepted and best research methodologies to gather the required
information are qualitative in nature. The reason behind this is that it enables the participants to
convey and express their beliefs which are diverse in nature. It enables the researcher to
understand the needs and expectations of the participants in a more meaningful way (Bryman,
2004). Œualitative research is basically characterized of the following features:

‘ It involves structured interviews

‘ It enables the participants to give in-depth answers
‘ No close ended or directive questions
‘ The interviews should be conducted by trained and experienced interviewers. This will
allow the participants to express their unique ideas in an active manner.
‘ As a result of qualitative research the results captured will strongly depict what people
want why they want and how they deliver their stance in a meaningful manner.

ºÀ
 À

º‘ ‘

For this study, I have selected a sample of 100-200 employees of Procter & Gamble in UK. Data
will be taken by conducting interviews with the employees and the management of the company

c$
cc


‘

and distributing questionnaires as well. For conducting research secondary and primary data has
been collected. It requires a summary or collection of existing data. Secondary research is mostly
required in the preliminary stages of research to determine what is known already and what new
data are required, or to inform research design. Primary research has been done in the form of
interviews and questionnaires.

 
‘ ‘ 
‘º‘

The data has been collected from a number of different sources. Most of the data has been
collected from website of P&G, articles on recruitment and selection. Primary data will be
collected through interviews with the Human Resource department officials at the company,
while secondary data will be collected from books and the internet. The study is exploratory in
nature.

0
 
 

Further avenues of research on this topic are limitless. Some suggestions for this would be to
increase the sample size and take more groups that are operating in the country in the same
business. This would provide with more accurate results when talking about the nature of the
firms in UK overall. In addition to all this a comparison of multinational firms and the local
business groups can be carried out to see the impact of Recruitment and Selection across the
geographical boundaries of the state.

cc
cñ


‘

’




1.‘ {
 ‘ 

. Diocese of Winona. Human Resources Office. [Accessed online] on Dec

14, 2009 from:
http://www.dow.org/hr/recruitmentprocess.pdf.
2.‘ 
‘ ‘ 
 . The Highland Council. (May 1999) Accessed online] on Dec 14,
2009 from:
http://www.highland.gov.uk/NR/rdonlyres/90789B8½-A3½D-4B0D-B07F-
B08DA41B9653/0/recruit.pdf
3.‘ ½. Ployhart (2006), ‘‘
‘!"‘ ‘# ‘
‘‘
‘$ 
Journal of Management 2006; 32; 868
4.‘ 2006;M. CHR IST½NS½N; Harvard Business School; online
5.‘ 2005; Khan; 

‘ ‘ 
‘  ‘
; Business management group Inc.

6.‘ 2008;Connolly;$ ‘ ; National ½xecutive Institute Associates

7.‘ Azeem (2005), P
‘ ‘
‘ 
%‘P  ‘‘
‘ ‘
‘‘

 ‘ 
 Management Sciences Department, Superior Group of Colleges College,
University Campus, Lahore
8.‘ Ulrich, D. (1997). G‘ 
‘
 . Boston, MA: Harvard Business School
Press.
9.‘ Shackleton , V.,Newell,S. (1991), ‘
 ‘ ‘ ‘ 
‘ ‘ ‘ ‘ &
‘ ‘
'

‘
, Journal of Occupational and Organizational Psychology,p.22-36
10.‘ Park H.R (1999), ‘‘
‘‘ ‘ , London
11.‘ Adam Smith (2011), Managing ½mployee Relations,2e, Oxford University Press
12.‘ Bryman, A. (2004). 
‘

‘
. New York: Oxford University Press.
13.‘ S.R. de Silva, G‘  
‘ %‘ P‘  ‘ ‘ 

 ‘
‘ $(
 , ½ast Asia Multidisciplinary Advisory Team , I.L.O. publications,
Bangkok
14.‘ Smith, 2011, '
 ‘P
‘
‘) ‘ , Article viewed online on April 20th ,
2011 from:
*++
  ,
+- + .
 
...  +##$(
15.‘ Boxall, P. & Purcell, J. (2003). ‘ ‘ G‘  
‘ . Basingstoke:
Palgrave Macmillan

c
cJ


‘
16.‘ Boselie, P., Dietz, G. & Boon, C. (2005). ³  ‘ ‘

 ‘ ‘ 

‘ ‘

‘ 
‘‘‘ 
>. Human Resource Management Journal, p. 67-
81
17.‘ Combs, J., Liu, Y., Hall, A. & Ketchum, D. (2006). ³G ‘ 

‘  ‘

‘  
‘ *‘


‘ +‘ ‘ ,‘ ‘ 
‘ 
‘ ‘  ‘  
>. Personnel
Psychology, p.501-528.