Академический Документы
Профессиональный Документы
Культура Документы
Feb. 13
Selection
2012
Huzaifah Shafiq(G.L), Rana Kaleem Ullah, Shafi Ur Rehman and Aqeel Mukhtar
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DEDICATION
GROUP MEMBERS: HUZAIFAH SHAFIQUE (G.L) AQEEL MUKHTAR RANA KALEEM ULLAH SHAFI UR REHMAN
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ACKNOWLEDGMENT
WE ARE GREAT FULL TO MANY PEOPLE, ESPECIALLY OUR TEACHER SIR HASSAN DANIAL AND OUR COLLEAGUES WHO HAVE SHARED THEIR INSIGHTS AND EXPERIENCE WITH US. JUST WITH ANY ENDEAVOR, THIS LITERATURE IS THE RESULT OF GREAT EFFORT. WE COULD NOT HAVE PRODUCED IT WITHOUT THE PATIENCE, AND ACTIVE ASSISTANCE OF OUR GROUP FELLOWS. SIR HASSAN DANIAL IS RESPECTABLE PERSON WHO INSPIRED US TO WRITE AND ANALYZE THIS LITERATURE. PARTICULARLY WE WANT TO ACKNOWLEDGE HIS INSPIRATION. THIS IS THE MATTER OF GREAT SATISFACTION FOR US THAT WITHOUT THE ACTIVE SUPPORT OF OUR TEACHER AND GROUP FELLOWS WE COULD NOT HAVE SUCCEEDED IN MATERIALIZING THIS LITERATURE.
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TABLE OF CONTENTS
1.1 1.2
Job Analysis, HR Planning and Recruitment Nature of recruitment 1.2.1 1.3 1.3.1 Purpose and Importance Factors Governing Recruitment.. External Factors.
8 9 9 10 10 11 11 12
1.4
1.4.2
Technological Sophistication..
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1.5
Internal Recruiting............................................................................
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13
13
14
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15 15 15
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Professional or Trade Association.. Advertisements Employment Exchange Employment Agencies Temporary help and employee leasing Companies
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1.6.8 1.6.9
18 19
1.6.10 1.6.11
20 20
1.7 Job Application Blanks 1.7.1 1.7.2 1.8 1.9 Searching Screening
21 21 21 21 22 23
Strategic recruitment.. Generation X 1.9.1 Recruiting and getting best out of . . Generation X
1.10 1.11
..
24 24 24 25 25 26
Realistic job preview .. Organization Inducement in Recruitment Strategic and Human resource plans EEO legislation and affirmative actions
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Selection
26 26
1.12
Compensation Policies 1.12.1 1.12.2 1.12.3 Employment Status Policies. Compensation Policies. International hiring policies
28 29 29 29 29 30 30 31
MOTIVATION AND RETENSION.. 2.1 Loyalty 2.2 Why do people stay?..................................................................... . 2.3 Why do people leave?.................................................................... . Towards a Strategic Approach to Retention . Helping Managers to Make the Difference
2.4 2.5
32 32
Selection. 3.1 NATURE OF SELECTION.................................... 3.1.1 Inputs and Challenges to Selection 3.1.2 Selection as a source of competitive advantage... 3.2 3.3 ORGANIZATION FOR SELECTION. SELECTION PROCESS.......... 3.3.1 3.4 Environment factors effecting selection.. ..
33 33 33
34 34 34 35 35 35 35 35 36 36
Employment Application Form. 3.4.1 3.4.2 3.4.3 3.4.4 EEOC Requirement Processing Accuracy of information .. Applicant flow record ..
3.5
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Formal testing Aptitude test Psychomotor test... Proficiency test Personality Test Polygraph test Graphology Drug and Aids Test
37 37 37 37 37 38 38 38 38 38 38 38 39 39 39 40 40 40 40 41 41 41 42
Follow Up Interviews . 3.6.1 3.6.2 3.6.3 3.6.4 3.6.5 3.6.6 3.6.7 3.7 3.8 3.9 3.10 3.11 3.12 Structured interview Unstructured Interviews Stress Interview.. Panel Interview. Group Interview. Mixed interviews Behavioral interviews..
Problems in Conducting Interviews. Conducting Effective Interview Reference checking.. Medical evaluation.. Physical examination Making the final selection decision..
References
1. Recruitment:
Recruitment is a process of attracting a number of people toward a specific job in which specific qualified employees are selected. Human resource management department manage recruitment
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policies in large organizations. Today organization focuses on efficiency and effectiveness in its tasks (Leap & D.Crino, 1990). Each organization has a top priority to recruit a right person on job. Human resource planning is used to process and recruit people to fill a job. Through HR planning organization forecast its needs and supply of qualified people in present and future and then organization fill its vacancies successfully (Byars & Rua, 2006).
Job description
Recruitment
In figure relationship is shown between recruitment, HR planning, job analysis and the selection process. Human resource planning describe about a number of jobs which are being to be filled by organization. Recruitment attracts people toward a specific job. But question is that what will be qualification, experience and degree which we need for a job? We can get answer of our question through job analysisInvalid source specified.. Personal requisition form is used to define why organization hire new person. What are the reasons of recruitment in the organization? It also describe about job description and specification. Organizations hire new person on job from inside the organization and sometimes outside the organization. Both sources have some advantages and disadvantages we discuss it in detail further (Byars & Rua, 2006).
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Recruiting process helps the organization in at least 4 ways: 1. Highly qualified candidates are attracted. 2. It ensures that the selected candidate will work in organization for long time. 3. Ensures that cost and benefits taken dont have much difference. 4. Enables the organization to have diverse work-force. Poor recruitment process does have negative effects on the firm. Cost is incurred but failing to get the qualified candidates furthermore making the selection process more complicated. (Aswathappa, 2009).
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own employees). It is very beneficial because the own employees are familiar about the culture of the organization, its goals and objectives. (Aswathappa, 2009) Having part time and temporary employees is another policy but it is less beneficial is attracting sufficient candidates. Recruiting the local citizen is also the policy of many multinational organizations. It is helpful because the local citizen can understand the language and behavior of customers in a better way. Size of the organization is also one of the internal factors that influence the recruitment process. For a large firm recruitment process would be much easier than a firm with small number of employees.
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for the job. So it is vital to have calculated the number of applicants requires for filling the vacancies before recruitment. (Aswathappa, 2009) Secondly type of people means, what are the qualifications and skills that we are wants in the applicants. These are the information which is mate available through job specification and job description.
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information about the organization. It might be the possibility that employees have lot of expectation with the organization and he may dissatisfy when the recruitment is done (Thomas & Vaught, 2001). Employees motivated when they promote on higher rank or they have job security. Employees perform well when they know about that they would be rewarded on best performance. On the other hand outsider perfume first time in the organization it can produce opposite effect. Internal recruitment also has some disadvantages, first when you promote the employees on higher rank then promotion race can start within the organization. It can affect the performance of those employees who are not promoted. Second inside recruitment can stop innovation in the organization (Byars & Rua, 2006). There are two issues in the promotion within organization. First the organization needs that person who can efficiently manage the progress of the organization. Second the promotion based on seniority biases employee unions and other stake holders prefer this type of promotion on unionize jobs (Leap & D.Crino, 1990).
have limited time period to apply on these jobs. Normally notices displayed with these information qualification, title of the job and salary range. Procedure is same for all employees. They sent application to the HR department then interview is conducted by the management and decision is made on their qualification, experience and on other factors (Byars & Rua, 2006). The main objective is to give confidence to employees to try for the promotions and transfers in this way HR department can easily fill internal post of the organization and meet workers personal vision. Lower level positions such as technical, clerical and supervisory are the most common for job posting (K Devis; B Werther, 1996). There are some suggestions for job posting and bidding. For job posting eligibility rules should be developed and well communicates for example there is a rule those employees can apply on job who work in the organization for more than six months. Selection rules should also display with notices. Unsuccessful employees who are not acceptable, human resource department
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highlight these on bidders. In unionize organization this method is spelled out because they concern with the seniority to fill the available job (Leap & D.Crino, 1990).
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It is done through outnumbered sources like using electronic and other media through professional and consultants (Aswathappa, 2009). Organizations have large of external sources for recruiting the persons. Those organization which are growing quickly and need a skilled, qualified human power at large scale. These organizations search qualified person from outside the organization for recruitment (Leap & D.Crino, 1990). Advantages of external recruitment are that outsider is much talented as compare to inside. When you recruit persons outside the organization they bring new ideas in the organization. It is inexpensive and easy method to hire skill workers on job rather to train inside employees. Disadvantages of external recruitment are that it is more difficult to attract and select a required person. Employees face problems of adjustment in organization, it can affect their job performance. Moral problems can appear among the employees who realize themselves a more qualified person from the selected ones. There are some methods of external recruitment (Byars & Rua, 2006).
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1.6.4 Advertisements:
This technique is very effective and used widely. Many organizations over the era have adopted this type of recruitment technique because of its efficacy and broad exposure to the people through the electronic and paper media. The most common method used for recruitment is job advertising. Job ads are placed on news papers, magazines and publication. Another media for advertising is used TV, radio and billboards. HR managers ensure that ads include all the information and requirement of the job. It is true that employee response rate is high in that organization which have good image (Byars & Rua, 2006). By this advertising channel, they can easily attract thousands of applicants for one job. Blind ads are the ads in which the organization who advertising does not mention its name they just advertise the posts which are vacant in their organization (K Devis; B Werther, 1996).
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compensation that are registered with agencies. These public agencies in US provide free services to unemployed persons and business organizations (Byars & Rua, 2006). Private employment agencies have two types. First type of employment agencies recruit high level posts such as executives, directors etc. In second type agencies recruit low level posts. In second type customers are normally jobless and they are looking for new job. Individual person or organization paid fee to the private agencies for its services. Private agencies advertise a job if employing organization paid a fee (Thomas & Vaught, 2001).
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Comprehensive services are providing by the Private Employment Agencies as compared to the other. These agencies exist in urban areas of the state this type of agencies helps the organizations to find skill full candidates or applicants for them. The organizations or unemployed person had to pay fees for their services (K Devis; B Werther, 1996).
Educational institutions:
School, universities colleges another perfect channel of external recruiting. In this HR departments can hire the foreign national. Through their placements services they can provide skilled and experienced workers (K Devis; B Werther, 1996).
Labor Organizations:
Many skilled persons such as plumber electricians, carpenters, labors in construction etc they join together as job referrals. So these organization also helps HR sector in recruiting (K Devis; B Werther, 1996).
Military Operations:
In military bases there are many skilled workers such as pilots, welders; persons who are able to operate heavy equipment are found by the help of this channel (K Devis; B Werther, 1996).
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work in companies and also go to school. They study in school and work in companies at different time of the year through cooperative work programmed (Byars & Rua, 2006). It is the process although expensive but allows the companies to reach the universities and sort out the students with skills and new ideas and having extraordinary achievements in their collage carrier in order to fill out the vacancies which would be created in the organization in coming times (Aswathappa, 2009).
Contractors:
People who are not associated with the company but are hired to do work for a particular task or amount of time. It reduces the expense and time to maintain permanent workers list.
1.6.11 E-Recruiting:
The growing technology like internet is changing the recruitment process in many ways. Organizations like Korn/Ferry are providing website based recruitment through different questionnaires and candidates can place their CV and get information about the organization via internet. Both parties are opening up to provide best fit. Organizations, which recognize it, have good chances for better suitable candidates (Holbeche, 2001). Recruiting through the internet is becoming the most effective and inexpensive method. This also gives a broad exposure to the people to apply and effective method to screen the people and this method takes the job across the horizon.
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there is the option of signature in every application blank where applicant or candidate has to singe and other authorizations has to singe on that blank (K Devis; B Werther, 1996).
1.7.1 Searching:
Recruiting only takes place when line manager verified that there would be a vacancy in coming future or there is a vacancy needed to be filled. Media which is selected for recruiting is of very importance a good recruiting media could result in a pool of qualified applicants. So selection of media for recruiting is very much important (Aswathappa, 2009).
1.7.2 Screening:
It is the process by which under qualified applicants are removed at the early stage. Selection process starts after the short listing of applicants. Screening is to be done very carefully ensuring that the potentially good employees are not lost.
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What are the expectations of current staff in their future development and are these expectations within limits. Prediction of both long term and short term future and which kind of skills will be needed in future Identify the situations that who should be retained? Who will be leaving the organization in the future? Who has not the right skills for the job? External and internal plans about organizations should be fine tuned. There should be proper infrastructure with well organized hierarchy which should control the different factors within organization by proper strategic plan (Holbeche, 2001).
1.9 Generation X:
There were not many 18 years old entering the workplaces in 1980, 90s.Today there is no shortage of youngsters doing job but they are not rewarded as they expect. (Holbeche, 2001). Generation x means people under the age o thirty. Researchers conducted in UK show that these young people are motivated by their destinies (Cannon, 1998 cited in Holbeche, 2001). In UK dramatically 340000 new students have entered in universities for higher education which are more than double entered in 1996.As the time is moving on from nineteenth century to twentieth, more people are going towards higher education in UK which brings it closer to Germany where higher education is indeed a necessary to get a good job (Holbeche, 2001). In Germany most of the jobs are offered to higher educated people from universities to make a good use of it but in UK many jobs offered to graduates are mostly the same that were once offered to school leavers. Employees are recruiting the graduates but imaginary expectations towards job can leave youngsters disappointed. Researches show that Generation X is facing unique problems nowadays but these experiences are also shaping up their skills very well (Holbeche, 2001). World has become global village and these young people are also making full use of technology because of the enhancements in it. People from this age group make excessive use of technology like internet for different uses (Holbeche, 2001).
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Generation X has lack of trust in organizations because of unsecure employment and they often avoid any long term commitments. They expect honesty from their employers for their secure future but anything short and less attractive will often result in their leaving of organization when they are most valuable for it (Holbeche, 2001). Generation X wants to enjoy their work and their personal life. They show good progress in their area of interest like consumer products and services. Young people want to make money and they want to control and dominate different factors of their life (Holbeche, 2001).
recruiting procedure. These costs normally are incurred on the salaries of the recruiters, recruitment methods like advertisement, administration of recruitment process and recruiting the suitable candidate for the process of selection (Ian BeanDwell, 1996)
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i. ii.
Recruitment process is evaluated on the following basis. The number of applicants recruited for the selection process. Achievement of selected candidates. Cost incurred on the recruitment process. Feed back on the recruitment like comments on advertisements.
iii. iv. i.
Recruitment methods are evaluated of the following basis. Difference between the people who have inquired and who those finally sent complete application form. ii. No of candidates shortlisted ad the initial level of selection or recruitment. Number of recruited candidates.
After half year, the number of selected candidates still works for the organization.
iii.
iv.
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It provides favorable and unfavorable about the job to the applicant. It also reduces turnover (K Devis; B Werther, 1996).
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institutions is not bad but some policies of recruitment could be change. As a result worker may feel responsible of favoritism because of it policies have a different collision on confined course. So that recruitment is used to accomplish the predetermine goals of the positive policy (K Devis; B Werther, 1996).
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Recruiting equal opportunity level for the abnormal person and as well as mentioning publicity for the disable (K Devis; B Werther, 1996). Disable employees asking referrals from abnormal and normal candidates (K Devis; B Werther, 1996).
When a candidate joins organization then more help should be provided to it in order to perform satisfactorily in future and the candidates feels inclined. Recruitment is an expensive process and ineffective recruitment is the main reason behind it (K Devis; B Werther, 1996). To select the most practiced and superlative applicant for the betterment of the organization is common restriction forced on the recruiter. At first this requirement is very logical because manager wants most practiced and superlative applicant. Never the less this simple demand also have many problems. Recruiter gets bored if high level of experience is not needed. Cost is also a problem in the hiring of experienced candidate candidates who have more experience and potential require more salaries and incentives as compare to the others. Some candidates often have ten years of experience but they have 1 year of experience by doing same job ten times (K Devis; B Werther, 1996).
Cost:
Cost is the evenly current problem while attracting the recruits. Careful HR tactics can reduce the cost and expenses of the firm. So in this way best solution is used positive HR practice to minimize workers income reduce the demand of recruiting. If we
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focus on quality and quantities then we will increase the efficiency and affectivity of recruiting without bearing to much costs and expenses (K Devis; B Werther, 1996).
Incentives
Inducements may be restricted, as occurs when other workers utilize them, or possibly will they answer to other restriction faced by recruiter few of the examples are as follows (K Devis; B Werther, 1996).
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worker that he she will work in this organization for 5years, months weeks etc. with this policy organization can decrease their expenses. Only they give salary when the worker is working or when he is on contract (K Devis; B Werther, 1996).
2.1 Loyalty:
In past employees were loyal towards their particular job but now there attitudes are changing and organizations are doing different things to ensure that there important and intellectual
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employees stay in the organization. Organizational restricting have influenced negatively on the employee loyalty (Holbeche, 2001). Nowadays employees have to take responsibility of their own carriers and they no longer trust on organizations to shape up there carrier. some people who have worked for a long time in any organization still believe that their organizations will manage their carriers and they are frustrated because of their non transferrable skills but people who have transferrable skills and experience know their importance and role so they dont trust their employees that easily. these people are confident and they have their own style of doing work and performing different tasks no matter what circumstances are for them (Holbeche, 2001). Increasing power of worker has changed the employee-employer relationship and they are making unique demands especially in it sector which tremendously relies on few high profile individuals. Employees are not willing to take risks if they are not guaranteed promotion and incentives for their performance (Holbeche, 2001). Now organizations had learned from the important candidates leaving for other jobs that their employees are their greatest asset. Employees with transferrable skills and experience are confident that they will get employment so they ask for more from their organization. different skills and abilities like innovation and customer orientated experience which employees want to perform in their job are also helping those employees to get employment elsewhere (Holbeche, 2001).
companies got figures that 84% employees job satisfaction raised by pay and 78% were motivated by interesting work. Paying well will help organization recruiting but it will definitely not help to retain people. This search is supported with force in Roofey Park research of High Flyers in which the main satisfaction for that group was their personal achievements and milestones not money (Holbeche, 1999 cited in Holbeche, 2001).
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Other things, which motivated employees, included variety, autonomy good interpersonal relationships with in teams. Gaining power at strategic level is also a main source of satisfaction; special rules and personnel significance are also important retention factors (Holbeche, 2001).
The last group complained that management is not paying them well but the people who had job growth had no complaints. However money was not the only factor for the people who left. It could be their decision to leave (Holbeche, 2001). Major sources of job satisfaction include the workload limiting personal life and the politics going within the organization. Good leadership can change the scenario. Researches show that long working hours affect badly on employees and organization should be flexible because priorities of workers change by the time (Holbeche, 2001).
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However the main factor behind workers leaving the organization is poor management, lack of promotion and lack of appreciation so managers should be trained.HR professionals instead of telling employees that they are responsible for their carriers should also concentrate on their carrier management because people leave if they are not treated up to task. Carrier management gives hope to employees and encourages them in peak and decline periods (Holbeche, 2001).
3 Selection:
Selection is a process to choose a person from available candidates, who can perform their work successfully on job. In selection of the applicants eight steps are used. Selection process starts
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when recruiting ends, in many cases of selection manager or supervisor make final decision. Through the use of valid procedure potential applicants are evaluated by HR department (K Devis; B Werther, 1996). In many HR departments the combination of recruitment and selection is called employment function. The employment manager has the responsibility of employment function in large organization, but in small organization these duties are performed by HR manager. When proper selection is not done by the HR department or someone who is responsible for the selection of the candidates then as a result objectives which were predetermine by the Organization will difficult to achieve. For the success of organization better selection must be done. If we hire better employees, organization can also be better (K Devis; B Werther, 1996).
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managed to some extend but to ensure the minimum false negative rejections company should compile a panel of most qualified and experienced people for the process of selection (Aswathappa, 2009).
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3.4.1EEOC Requirement:
We found through courts and EEOC that female and minorities are rejected from a job because of these unrelated objects. There are some questions which can eliminate from application form and from interview as well. Race, color, religion and nationality these are not job related objects but these questions are not illegal but it can generate discrimination within the organization. Courts have passed the rule that companies cannot demand candidate arrest and conviction record. It is unlawful.
3.4.2 Processing:
Human resource department members normally review the application form to determine the qualification of the applicant. Weighted application form is another processing method in which different weights are assigned.
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Being good in public relations this process like processes in recruitment allows eliminating or reducing the applicants who do not fill the expectations of the screening body (Aswathappa, 2009).
3.5.1 Formal testing: Many types of tests are used to select applicant for a job, some types of
tests are as under
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Aptitude test is used to measure a person ability to perform and learn a job. In aptitude test, verbal ability test is used to judge whether a person has word to communicate and he have ability to plan on the job. Similarly perception test and numerical tests are used to check perception and numerical calculation of a person (Byars & Rua, 2006).
Interest Test:
Interest tests are used to check the interest of applicant. These tests indicate those areas of job in which applicant have interest.
3.5.7 Graphology:
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It is known as handwriting analysis. It is analyzing by lines strokes and curves in handwriting. Generally to aces applicants personality and performance. This test strongly depends on training and experience of person. Limited number of organization adopts graphology in world but this trend in increasing throughout the organizations (Byars & Rua, 2006).
3.6.1 Structured interview, in it every question is pre planned. Questions are normally
available in written form in it, predefined questions are asked. Before the interviews these questions are developed. In structured interview, reliability increases. To all concerned this process is quit mechanical (K Devis; B Werther, 1996).
3.6.2 Unstructured Interviews, in it random question are interviewer asks open ended
question. In unstructured interviews questions are not predetermined this interviews interviewer try to make friendly relation hip to check the con fitness of applicant. The results thus obtained are not reliable (K Devis; B Werther, 1996)
3.6.3 Stress Interview, it is designed to pressurize the applicant, and interviewer assumes the
hostile attitude toward the applicant. It detect highly emotional person. In this format interviewer put applicant in pressure and stress to make decision that how he can handle the pressure or stress. This format `was used in World War II to see the applicants behind enemy lines this format is actually used in Police departments. They asked harsh questions and create unfriendly environment to check their potential in pressure (K Devis; B Werther, 1996).
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3.6.4 Panel Interview, in this two or three interviewer conducts the interview at a same time
with applicant.
3.6.5 Group Interview, Same question is asked to number of candidates at same time.
(Byars&Rua,2006). After test selection interview is used for further enhancement of selection process, Step 3 is interview. In it three important and common questions are asked from the interviewee, to seek; can THE JOB BE DONE BY THE applicant how does the applicant compare with other applicants? Will he do the job? Different selection techniques are used in interviews. Exchange of information is used in these interviews and applicant give the information to other interviewee and interviewer give some information about employers (K Devis; B Werther, 1996). There are different types of interviews: individual interviews and group interviews in individual interviews there is one interviewer and one applicant (K Devis; B Werther, 1996). But in group interviews there are two or more interviewers and to or more applicants. Different formats are used in interviews. Like, structured format, unstructured format, mixed, problem solving a producing stress formats are used in it (K Devis; B Werther, 1996).
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References:
Aswathappa, K. (2009). Human Resource Management. New Dehli: Tata McGraw-Hill Publishing Company Limited. David A. DeCenzo, S. P. (1989). Human Resource Management. New Dehli: Prentice-Hall of India.
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Ian BeanDwell, L. H. (1996). Human Resource Management. Macmillan. R. Wayne Mandy, R. M. (1981). The Management of Human Resources. The Management of Human Resources, Allyn &Bacon. Stoops, R. (1982). Recruiting as a Sales Function. Personnel Journal. Byars, L. L., & Rue L. W. (2006). Human Resource Management. New Yark: McGraw-HILL. Aswathappa, K. (2009). Human Resource Management. New Dehli: Tata McGraw-Hill Publishing Company Limited. David A. DeCenzo, S. P. (1989). Human Resource Management. New Dehli: Prentice-Hall of India. Flynn, G. (2000). To (Genetic) Test or Not. workforce. Ian BeanDwell, L. H. (1996). Human Resource Management. Macmillan. K Devis; B Werther. (1990). Leap, T. L., & D.Crino, M. (1990). Personal/ Human Resources Management. Macmillan Pulishing Company. R. Wayne Mandy, R. M. (1981). The Management of Human Resources. The Management of Human Resources, Allyn &Bacon. Stoops, R. (1982). Recruiting as a Sales Function. Personnel Journal. Thomas, S. L., & Vaught, S. (2001). THe Write stuff: what the Evidences says about using Handwriting Analysis in Hiring. SAM Advance Management Journal . Sara L.Rynes and Alison E. Barber, Applicants Application Strategies: An Organizational Perspective, Acadmy of Management Review, vol. 15no.2,1990, Jill Andreskey Fraser, The Making of Work force, Business Month, September1989, Tom Casey, How cooperate culture Influence the Recruitment Process, The human resource Professional, fall 1992, Benefits Prefrences of new Hires, Small Bussiness Reports, January 1989, Carl Camden and Bill Wallace, Job Application Blanks: A Hazardous Employment Pracctice, Personel administrator, March 1983,
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