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Impact of Recruitment Sources, Interview and Recruiters on Recruitment and Selection Process
A dissertation Presented to the Faculty of the Management Sciences Department, Superior Group of Colleges College, University Campus, Lahore.
In particular fulfillment of the Requirements for the Degree of Masters in Business Administration
By
Khalid Azeem
8257
Impact of Recruitment Sources, Interview and Recruiters on Recruitment and Selection Process
A dissertation Presented to the Faculty of the Management Sciences Department, Superior Group of Colleges College, University Campus, Lahore.
DEDICATION
We are dedicating our work to our parents and respected teacher Mam Sofia Waleed, who have played a vital role in our studies and have guided us at every step with their precious ideas. No doubt this dedication is insufficient and we can never repay for the role which they have played in our studies but we are sure that their work will prove itself an asset in our life
Acknowledgement
I am very thankful to Mam Sofia which gave us valuable information. We pay gratitude Mam Sofia Waleed giving valuable guideline. We are also very thankful to all the participants who helped us a lot by giving up to date information. We are very proud of our teacher Mam Sofia Waleed whose help and instructions enable us to bind papers into project manner. We are very thankful to her.
PREFACE
The most beautiful things we can experience are the mysterious .It is source of all science (Albert Einstein, 1930) This thesis is based on the topic which is assigned to us by our respected teacher Miss Sofia Waleed, the topic which I took for it: true art and
In the thesis, I have covered all the topics related to Recruitment and Selection Process.
Table of Contents
Abstract Chapter # 1 Introduction Theories Multi-level Theory Multi-Level Staffing Models Conclusion Chapter # 2 Literature Review Recruitment and Selection Selection Recruitment and Selection Process 1.0 Scope 1.1 Purpose of the Procedure 2.0 Recruitment and Selection Framework 3.0 Recruitment and Selection Provisions 3.2 Design Selection Process 3.2.1 Panel Composition 3.2.2 Selection Tests 3.2.3 Interview Questions 3.3. Advertising 3.3.1 Advertising the vacancy Recruiting a Candidate Pool: Running a Recruitment Campaign 3.4. Applications 3.5. Short listing 3.6. Interview Structured Interviews Unstructured Interviews 20 20 21 24 26 26 27 27 28 28 28 28 29 29 30 31 33 33 34 34 34 7 11 12 11 12 19 Multi-level Staffing: Linking Individual Staffing to Organizational Effectiveness: 11 10
3.6.1. Arrangements for interviews Making the decision 3.7. Selection 3.7.1 Decision to Appoint 3.8. Offers 3.9 Other Requirements 3.9 Monitoring Recruitment And Selection Role of Recruiter A Recruiters Perspective
35 36 39 39 39 39 39 39 42
Chapter # 3
The Significance of the Study: Theoretical Framework 45 46
Chapter # 4
Research Questions Key Terms of the Study Defined The Methodology Participants Data Analysis and Interpretation Missing values Descriptive Analysis Frequency Tables of all Questions Regarding variables Regression Hypothesis # 1 Hypothesis # 2 Hypothesis # 3 Graph Scattered Diagram Histogram Correlations Phi and Cramer Values Questionnaire References 59 63 66 68 74 76 8 53 55 57 47 47 47 47 48 48 48 51
Abstract
Impact of Recruitment Sources, Interview, Recruiter on Recruitment and Selection Process
By Khalid Azeem
The study examines the relationship between the dependent variable which is Recruitment and Selection Process and independent variables which are Recruitment Sources, Interview and Recruiter by analyzing the data. The study examines hypothesis that are used to explain the impact of Recruitment Sources, Interview and Recruiter on Recruitment and Selection Process Regression has prove the relationship between the these variables. For this study hundred samples has been used for the confirmation of results. I have use questionnaire for the data collection. I have use longitudinal research design.
inappropriately generalize their within-level findings to higher or lower levels of analysis (Rousseau, 1985).
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human capital emergence. Thus, human capital emergence represents the multi-level processes through which individual-level KSAOs become organizational or business unit level human capital.
Third, organizational-level human capital contributes to the organizations performance, such that firms with higher quality human capital will outperform those with lesser quality human capital. This is known as human capital advantage in the macro literature (e.g., Boxall, 1996). Of course, there is another means through which individual-level KSAOs may contribute to macro-level 13
performance, and this is through better individual performance that collectively improves the effectiveness of the firm. Thus, through the processes of human capital emergence and human capital advantage, hiring more competent employees through the use of valid selection systems should contribute to better organizational performance. These points represent some important areas of departure between multi-level staffing models and traditional staffing models. First, multilevel staffing models allow researchers to hypothesize and test the assumptions in both micro and macro staffing disciplines. Micro research assumes better individual-level selection results in better organizational-level performance; macro research assumes HR practices influence organizational performance because the practices influence human capital. By developing theories of emergence, researchers can more carefully articulate the structure and function of specific types of human capital (e.g., composition or compilation models). Finally, multilevel staffing models take a different approach to demonstrating the economic utility of staffing than traditional forms of utility analysis. Specifically, multi-level staffing predicts that human capital is a key determinant of organizational performance (i.e., human capital advantage), whereas many utility models would estimate this relationship via the aggregate sum of individuals performance contributions (rightmost vertical arrow in Figure 1).
Also the best human capital predictors of business unit performance? Or, are certain manifestations of individual differences only predictive at higher levels (e.g., agreeableness does not show much validity at the individual level in technical jobs but in the aggregate may be predictive of business unit level processes such as communication and social capital). Given that modern work continues to shift toward team-based and knowledge-based structures, these collective processes become important determinants of performance. Similarly, consider that meta-analyses indicate cognitive ability tests are one of the most predictive selection methods available for most jobs do business units or entire firms staffed with more cognitively able people outperform those who do not? The study by Terpstra and Rozell (1993) is often cited to support such a claim, but their study only asked HR managers if they used ability testing and only asked them to self-report firm performance. How much of a validity difference must be found at the individual level to translate into business unit differences? Framing the debate around personality testing from this perspective might be a more compelling way to show the importance of personality.
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Conclusion:
Structured interviews are clearly superior psychometrically. Yet, administrative innovations, such as structured interviews, are rarely based on technical merit (Johns, 1993). Instead, researchers might have to emphasize environmental threats (e.g., low candidate quality), government regulations (e.g., EEO laws), or simple imitative or competitive processes to convince organizations to adopt them (Johns, 1993). In conclusion, the selection interview can be enhanced by using some of the many possible components of structure, and the improvement of this popular selection procedure should be a high priority for future research and practice. Theory, research, and practice (pp. 61-73). Newbury Park, CA: Sage. Campion, M. A.(1988). Interdisciplinary approaches to job design: Eder, R. W. (1989). Contextual effects on interview decisions. In R. W. Eder & G. R. Ferris (Eds.), The employment interview: Theory, research, and practice (pp. 113-126). Newbury Park, CA: Sage. Feild, H. S., & Gatewood, R. D. (1989).
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Literature Review
Recruitment and Selection Recruitment:
Most definitions of recruitment emphasize the organizations collective efforts to identify, attract, and influence the job choices of competent applicants. Organizational leaders are painfully aware that recruiting talent is one of their most pressing problems. Tight labor markets give applicants considerable choice between employers. Professional, information/knowledge-based, technical, and service occupations. Some reports indicate that nearly half of all employees are at least passively looking for jobs, and a sizable minority is continually actively searching (Towers Perrin, 2006). This is such a problem that many organizations actually face a greater recruiting challenge than a selection challenge. Selection will only be effective and financially defensible if a sufficient quantity of applicants apply to the organization. Compounding this challenge is that many organizations struggle with how to attract a diverse workforce. Thus, there is growing recognition that recruitingby itself and irrespective of selectionis critical not only for sustained competitive advantage but basic organizational survival (Taylor & Collins, 2000). Reflecting this importance, there have been several excellent reviews on recruitment (Breaugh & Starke, 2000; Highhouse & Hoffman, 2001; Rynes & Cable, 2003; Saks, 2005; Taylor & Collins, 2000). This review obviously does not provide the depth or detail of those reviews. Rather, this review selects the more recent developments with the greatest implications for organizational effectiveness. An excellent place to start the review is with the recruitment meta-analysis conducted by Chapman, Uggerslev, Carroll, Piasentin, and Jones (2005). They summarized 71 studies to estimate the effect sizes and path relationships between recruiting predictors (job/organizational attributes, recruiter characteristics, perceptions of recruitment process, perceived fit, perceived alternatives, hiring expectancies) and applicant attraction outcomes (job pursuit intentions, job/organization attraction, acceptance intentions, job choice). This meta-analysis helps organize and clarify a rather diverse literature, and there are many specific findings, with the key ones listed below: Perceptions of person-organization fit (PO fit) and job/organizational attributes were the strongest predictors of the various recruiting outcomes. The next strongest set of predictors tended 19
to be perceptions of the recruitment process (e.g., fairness), followed by recruiter competencies and hiring expectancies. Interestingly, recruiter demographics or functional occupation showed almost no relationship to the recruitment outcomes. Gender and study context (lab-field) were the only two moderators found to be important (although others may exist that could not be tested). Interestingly, job/organizational attributes and justice perceptions were weighed more heavily by real applicants, suggesting lab studies may be primarily useful for studying early stages of recruitment. There was support for mediated recruitment models, such that recruitment predictors influence job attitudes and job acceptance intentions, which in turn influence job choice. Although acceptance intentions are the best proxy for actual job choice, they are an imperfect proxy. Discouragingly, actual job choice was studied infrequently and was poorly predicted. On the other hand, given the nominal nature of job choice measures, one must wonder how large this effect should be. Overall, there is good support linking many recruitment predictors to intention and perceptual criteria. The attributes of the job/organization and fit with the job/organization will influence intentions and (modestly) behavior. Hard criteria are infrequently studied, and when they are, the relationships are much smaller. We need to know how large these relationships could be, or can be, for the top predictors. Finally, demographics of both the applicant and recruiter seem to play a minor role, although individual differences may be more important. (Staffing in the 21st Century: New Challenges and Strategic Opportunities Journal of Management 2006; 32; 868, Robert E. Ployhart)
selection and appointment of the members of the Scientific Committee of the European Union Agency for Fundamental Rights (FRA)
Article 1: Pre-selection:
1. The selection of candidates for membership of the Scientific Committee of FRA shall be advertised through a call for expressions of interest in accordance with the present procedures.The call for expressions of interest shall be published in the EU Official Journal (OJ), in relevant leading academic publications as well as the Agencys website. The closing deadline for submission of candidates expressions of interest shall be fixed six weeks after the above mentioned publication. 2. The Director of the Agency shall prepare and organize the work for the pre-selection of the members of the Scientific Committee. He or she shall chair a pre-selection panel, composed of the Heads of Unit of the Agency and a person appointed for the purpose by the Council of Europe. Two members of the FRA Management Board may attend the pre-selection panel as observers. 3. The pre-selection panel shall verify the eligibility of the candidates, in accordance with the eligibility requirements. Failure to comply with one of these requirements will result in the exclusion of the concerned candidate from the next steps of the selection process. 4. The pre-selection panel shall then assess each eligible candidate according to the requirements for selection. It will draw up an Individual Assessment Form for each candidate which will include a short comment, highlighting the specific values/shortcomings of the person. 5. The Director shall present the results of the pre-selection process to the FRA Executive Board, including information on the candidates deemed ineligible.
Article 2: Selection
1. The Executive Board shall assess all the candidates on the basis of the established selection requirements. 2. In this assessment the Executive Board shall take into account: The work of the pre-selection panel; The need that the specialist fields of the members of the Scientific Committee shall cover the most relevant scientific fields linked to fundamental rights, in accordance with the mission and objectives of FRA; The need to ensure even geographical and gender balance. 21
3. The Executive Board shall submit to the Management Board a list of most eligible candidates. This list should include more than eleven and fewer than twenty-two names. This list will also include merit points and a conclusion concerning the suitability as a member of the Scientific Committee for each candidate. 4. The Chair of the Executive Board shall present the results of the selection process to the Management Board, including a record of the candidates not included in the lists mentioned above as well as on candidates deemed ineligible. 5. The Agency services shall provide technical and logistic support for the selection process.
Article 3: Appointment
1. On the basis of the list submitted by the Executive Board, the Agencys Management Board shall appoint the members of the Scientific Committee, after having consulted the competent committee of the European Parliament. The candidates not appointed shall be put on a reserve list. 2. Members will be appointed for a five-year term, which shall not be renewable. 3. The reserve list shall be valid for the duration of the term of the appointed Scientific Committee. In case of a vacancy, the Management Board shall appoint a new member from the reserve list. The filling in of a vacancy shall be for the rest of the duration of the term of the Scientific Committee. However, in accordance with Article 14, paragraph 1 of the Regulation, the Management Board shall follow a process of appointment identical to the one followed for the appointment of the original member including consultation of the competent committee of the European Parliament.
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3.0 Recruitment and Selection Provisions 3.1 Review the Job and the Need for It
Managers need to consider the following issues: Is the job still necessary? What value does it add to the team and to the delivery of service? How will the post be funded? Positions outside of existing establishment require the Directors and Chief Executives approval. Does the job description need updating? If so, the grade for the job and the person specification may need to be re-evaluated. The HR Team is available to provide advice on constructing both job descriptions and person specifications and advising on grading issues. Is this job a politically restricted post or will the incumbent have unsupervised access to children or vulnerable adults? What type of employment could be offered? Full-time, part-time? Is job-sharing an option? Permanent or fixed term contract, secondment or agency? Use of fixed term contracts is most appropriate for covering a particular task/project/item of work or an interim appointment. They should not normally be used to fill permanent posts.Agency staff may be used to cover short term peaks in work or projects or interim vacancies, i.e. whilst a permanent position is being advertised. Should total employment under any of these arrangements extend beyond 12 months, the individual may have an entitlement to permanent employment rights, including redundancy. Employment through an agency may count towards this 12 month period. Use of secondments must be in accordance with the IPCC Secondment policy. If it is proposed to proceed to recruit to the post, it is the responsibility of the Manager to ensure that the Authority to Recruit form is completed and sent to HR as soon as possible.
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3.3. Advertising
Reaching any target market can be extremely difficult. Through niche websites like RD, you can guarantee that the people using the service have an interest in your field. As more and more people turn to online means for their information and service needs, an active web presence is vital for any organization, large or small. Utilizing all the benefits of online advertising and adding the clout already held by Australia's leading industry news provider, Specialist News, ads placed with RD are a great way to generate interest in new products and services, or to improve awareness of your brand.
the wording and placement of advertisements encourage a wide cross-section of the population to apply. All vacancies will be listed in the weekly Vacancy Bulletin produced by the Recruitment Team and circulated throughout the Trust and to specific organizations. The aim of the advertisement is to attract suitable candidates only, at the least cost. The information it should contain is taken largely from the job description and the person specification, as set out below: Job title Grade and/or salary as appropriate Brief description of the post Essential requirements, such as shift work or travel Any positive features such as training prospects A contact person/telephone number for further information about the job Encourage informal visits, where applicable
B. External Search:
Advertising Brief position description Minimum qualifications include information needed from candidate I.A resume ii.A letter from the candidate iii.A concise work sample or essay (if applicable) iv.Names & phone #s of 3 references State length of response time Ad placement (local, national, journals, etc.) Emails or faxes accepted? 29
Focused Contacts - person-to-person networking. The object is to reach good candidates who are happily and productively employed elsewhere, but who may be open for a change. The recommended position announcement for all positions must include a non-discrimination statement and be approved by divisional vice president and executive director of human resources. A line ad may be placed with: A) Chronicle of Higher Education B) Area newspapers C) Selected professional journals and will be posted internally in accordance with established College policy to include our web links.. Efforts should be made to target advertising to women and minorities. (Maximum Cost $700) Letters of application and vitae will be received by the search committee through the Department of Human Resources. A log of all applicants must be maintained and placed on file at the end of the search in the Human Resources office. An EEO Data Form will be mailed to each applicant to acknowledge receipt of their application as well as to collect specific data for diversity analysis. When completed, this form remains separate from the candidates application and is not available to the hiring manager or others involved in the search.
Press Releases:-for the print media (a short and a long version) Public Service Announcements, TV, and Radio Announcements: - Public
Service Announcements (PSAs) and advertisements, for a few seconds or a few lines (see appendices in Tools Section). 30
Posters, billboards, and buttons: Your informational materials must be so clear that readers
will understand your programs volunteer needs, the job requirements, and job benefits. They must be attractive without appearing extravagant, since you are asking people to work for free. They must all be designed to make people act.
Recruiting from the Public at Large: To recruit volunteers from the public at large, here are
the experiences of ombudsmen and other recruiters in the field.
Using Print Media: Major local daily newspapers, weekly/monthly publications, and
newsletters.
Running Ads. Before purchasing ads, ask for donated space. One ombudsman coordinator
recruited some of the program's best people through this sample ad: "Our ombudsman program wants highly professional people comfortable in resolving problems." The ad attracted a high number of health care professionals not involved previously in long-term care.
Using Media Public Service Opportunities: Prepare Public Service Announcements (PSAs)
Ask the radio or TV stations to give you assistance in preparing your PSA. Here is what one ombudsman said: Don't let timing stop you from recruiting. We sent out PSAs and recruited during the middle of the Christmas holidays. The response was tremendous volunteer forces were increased by 50 percent. As the saying goes: nothing ventured ... nothing gained.
Here are some ways to approach businesses. 1. Contact the company's community relations officer : If the officer is supportive, it may
lead to a steady source of volunteers. Some companies provide other types of agency support where their employees volunteer.
2. Recruit through posters: You often can arrange to display your posters in stores,
Restaurants, schools, public libraries, churches, hospitals, and large offices. Ask to speak with the decision makers. Make a brief statement about your program and ask for permission to display a poster.
3. Ask public libraries to accept free bookmarks to give away: These could have a brief
program description on one side and explain why you need volunteers on the other side. 31
4. Check out community clearing houses: In some cities there are organizations that put
volunteers together with community services programs. Often newspapers run a periodic column that lists organizations needs for volunteers.
3.4. Applications:
A file will be set up for each individual vacancy and held in the Recruitment Office containing the following: Application Form Job Description, person specification, KSF outline Terms & Conditions of Employment Information about the Department in which the vacancy exists should be provided by the Manager (if available). Any other relevant information, when an enquiry is received from an applicant without internet access, an application pack will be sent within 24 hours.
In order to avoid allegations of favoritism, anyone involved in the selection process, which is connected by close friendship or is related to a candidate, must inform the appropriate HR Business Partner. Where there is a declared interest, following guidance from the HR Business Partner, a representative from HR may be included in the selection panel. In situations where there are internal candidates only, it is recommended that a third party not involved in the immediate area should be involved in the selection process and interview process. This will help to ensure, and be seen to ensure, that fairness is maintained and that a person is selected on merit. A late application will be a genuine reason for not short listing a candidate and only in very exceptional circumstances and in consultation with the HR Business Partner will a late application be considered. It is recommended that the maximum number of candidates per shortlist is six/eight.
3.6. Interview
Any person to person between two or more individuals with a specific purpose in mind is called Interview There are basically two types of Interviews. Structured Interviews Unstructured Interviews
Structured Interviews:
In which interviewer asks those questions which are pre- defined. One type that has been widely studied and is considered relatively structured is situational questions (M. Campion et al., 1988, 1994; Delery et al., 1994; Freeman et al., 1942; Hakel, 1971; Latham & Saari, 1984; Latham et al., 1980; Latham & Skarlicki, 1995; Robertson et al., 1990; Schmitt & Ostroff, 986; Stohr-Gillmore et al., 1990; Walters et al., 1993; Weekley & Gier, 1987).
Unstructured Interviews:
In which interviewer asks those questions which are not pre- defined which ask randomly. The development of questions from incidents is part of the art or, at least, the unwritten aspects of structured interviewing. Some authors acknowledge that "literary license" is needed (Latham & Saari, 1984, p. 569). Incidents are often grouped into dimensions first (Motowidlo et al., 1992; 33
Robertson et al., 1990), then the incidents that best represent the dimensions are turned into questions (Latham et al., 1980). If necessary, questions can be repeated, or candidates can be given a card containing the question (Green et al., 1993)
A. Problem questions:
These suggest a situation specific to the job where the candidate must show their capacity to, for 34
example, priorities tasks under pressure. What was your most challenging situation in the last year and how did you deal with it?
B. Open questions:
Tell me about.
C. Probing questions:
Why do you want to leave your present job or What was your worst moment there?
D. Closed questions:
These interrupt the information low in order for the interviewer to redirect it to a new topic. When did you? or how many? At the end consider if you have gathered the information necessary for a decision. Ask the candidate back in if a question needs clarification. Allow the candidate, to question the panel, or offer the information on areas such as salary, study facilities, start date, accommodation or questions regarding the job description. Interpreting and evaluating the information Interviewer, know thy self.
Screening Interviews:
These are usually shorter interviews used for the purpose of conducting a brief evaluation of a Candid ate. Successful candidates are asked back for a more in-depth interview. 35
One-on-one interviews:
These interviews involve a candidate being questioned by one interviewer also common in early stages of selection.
Telephone Interviews:
Occasionally interviews are conducted over the telephone. This can be a disorienting experience mainly because neither party can see each other. Hence you need to rely on verbal cues from the interviewer as well as demonstrating a lot of enthusiasm, clarity and positive tone with your voice. Avoid being caught unawares and unprepared for a telephone interview you are entitled to have at least a days notice to prepare. Find a quiet comfortable place where you can ensure there wont be any interruptions.
Competency-Based Interviews:
Competency or behavior-based interviews operate from the premise that the most accurate predictor of future performance is past behavior in a similar situation. This type of interview is now commonly used in selection processes. Questions are probing in nature and the competencies employers look for include: Team work/interpersonal skills Give me some examples about when you have had to handle difficult people. Achievement drive What would be the best example of you giving a project or piece of work your absolute best effort and being disappointed by the outcome? What would you do differently a second time? Flexibility Tell us about a time when you have had to adapt quickly to substantially changed circumstances at university or at work. Persuasiveness and negotiation ability Describe a time when you have been required to negotiate in difficult circumstances. Why was it important for you to become involved? What strategies did you use? Analytical thinking Describe a project that you have worked on that has required a high level of analysis and contribution of new ideas. Customer/Client service Tell us about a time when you have delivered a high level of customer service. How did you know? Be specific in your responses to such questions by using examples from your own experience to describe:
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3.9 Other Requirements: 3.9.1 Post interview feedback & notification to applicants:
HR is responsible for providing all candidates with written notification of the outcome of their application. If feedback is requested from an unsuccessful short-listed candidate, the manager should provide a valid reason to the candidate for rejection together with constructive feedback. Written feedback will not normally be provided.
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Role of Recruiter
WHY YOU SHOULD USE A RECRUITER:
4. Some search firms specialize, while others don't. To make your search as effective as possible, target your efforts towards recruiters those work in your respective industry and/or specialize in your job function. As you begin to network with these specialized recruiters you'll find they are very much aware of where opportunities exist within the micro hiring "economies" of your shared areas of expertise. However, generalist firms should not be ignored, especially at the higher executive ranks.Whether retained or contingency fee-based, search firms are handsomely rewarded for filling positions on behalf of their corporate clients. Thus, networking and building relationships with qualified, reputable recruiters is a critical component of career management strategies.
is a process. We have testimonials from Directory of Executive Recruiters clients that indicate when working with an Executive recruiter, the "hiring cycle" can take anywhere from two days to two years! In either case though, most positions secured through executive recruiters fit into the "dream job" category. (Article taken from: 2007 Kennedy Information, Inc. Kennedy Information is a Subsidiary of BNA.These articles are provided by Career Forum, Inc. as a courtesy to our candidates. We can be reached at: (www.careerforum.com.)
A Recruiters Perspective
Here's what U.S. Army recruiters say about the pressures that they face -- from confidential e-mail messages to "News Channel 5 Investigates" and from blog postings: "I think the public needs to know what is done to these great soldiers each and everyday. I am a recruiter assigned to [delete for recruiter's protection]. I know what goes on every day. Personally have been threatened because I did not make my quota. The fact is that less then 3 in 10 are qualified to join. Unless some rules are bent or broken, we would never get them in and if we don't get them in, our career is ruined! No matter how honorably you served when you were in the mainstream Army, no matter what medals you were awarded, when you get snatched by Recruiting Command you are a nobody, and you are treated as such. Time with your family is taken away, weekends taken away, negative evaluation reports -- all because people don't want to join the Army." "Most recruiters are forced to do the thankless ... job it is. They don't want to be there. The job is horrible, and there is nothing you can do about it. Recruiters get threatened all the time with their jobs if they don't get people in -- every single month, late hours, and six, sometimes seven days a week. Before they were recruiters, they served their country in Iraq and many other places keeping your ass safe and free." "Recruiting in today's circumstances is by far the toughest job the Army or any other branch has to offer. In this time of war which people tend to be afraid of, as well as the increasing number of high school drop outs and the number of potential recruits with a disqualifying criminal background, it has become near impossible to find qualified soldiers for today's military. The finger should not be pointed at these recruiters. It should be focused on the people in charge, pressuring these soldiers to act in desperation and to go against their moral and ethical beliefs. In 41
all the cases you showed, the recruiter was hesitant to and seemed to not want to go the dishonest route, but something still forced them to add in at the last minute the possibility of cheating the system. Why is that? I know from experience that a recruiter is under a huge amount of stress and pressure from the upper ranks within the chain of command. The recruiters are punished and looked down upon if the monthly quotas are not met. Recruiters are forced to work long hours six to seven days a week -- from as early as seven o'clock in the morning, sometimes not getting home to after 10 p.m. Time spent with amily and loved ones is almost non-existent, and many recruiters would rather be deployed to Iraq or Afghanistan than to have to work under their current conditions. If the monthly quotas are not met, recruiters are often ordered to attend corrective training that usually takes place early in the morning or long after the work day should have ended. These dishonest acts are actually acts of desperation, recruiter trying to improve the individual quality of life and maybe help them get a break." "Most recruiters like myself are forced to come out here and perform this duty. This is not our normal, everyday job in the military. We have to come out here and do this job -- or get out.Some of us out here have a difficult time finding individuals to join. Most of us don't possess the skills to be in sales. That's why we joined the military. In normal cases, one would just switch jobs. But in the military, you do it or face the negative wrath of the Recruiting Command. In some places, recruiters are forced to work 12 to 14 hour days, six days a week. The only way they can get time off is to put people in the Army.
I couldn't bring myself to think that senior non-commissioned officers could be anything less than professional. Over the course of the months from November 2004 to about the same time in 2005, I realized that I was a fool. Not only did senior NICOs lose their professionalism, so did many officers in USAREC at the time. And my faith in USAREC was proved to be foolish and mis placed. So, do I recommend recruiting duty to young sergeants and staff sergeants in the US Army? What do you think?"
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Theoretical Framework
Recruitment Sources
Interviews
Recruiters
Independent Variable
Dependent Variable
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The Methodology;
Keeping the requirements in mind, I use a longitudinal research design because data has been gathered after the great struggle of three months.
Participants:
Two hundred questionnaires were distributed to almost 11 organizations. Some organizations required approval from the organization head before participations. 46
Statistics
Which is the best source for recruitm ent? N Valid Missing 200 0
Better result of r & s can be increased Interviews are by R & s process the basic filter recruitment depends on of the r & s sources? interviews? process? 200 0 200 0 200 0
Different Which methods of methods interviews should be should be used for used? recruitment? 200 0 200 0
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Statistics
Better Result of R & S can be increase d by Intervie ws? N Valid Missing 200 0
End results of Recruiter R&S Recruiter behavior Process can should be should be be wrong Knowledgeab Neutral Better Result of R & because of le and towards S can be increased Recruiters? Experience? candidates? by Recruiters? 200 0 200 0 200 0 200 0
Descriptive Analysis:Descriptive Analysis refers to how will collect data and represent it in a form that we may be able to define the concrete proof of what we are trying to achieve through our study while considering numerical value which are authentic and calculated with reliable source of computation, in the following information through various mythological concerns have been posted with their interpretation.
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Descriptive Statistics
N Gender Recruitment & Selection process is effective for the organizational objectives? Recruitment & Selection process increase efficiency in the organizational activities? Recruitment & Selection process effect on all he organization departments? R & S Process depends on recruitment sources? Best Recruitment Source increase the efficiency of the r & s process? Which is the best source for recruitment? Better result of R & S can be increased by recruitment sources? R & S Process depends on interviews? Valid n (list wise) 200 200 Minimum 1.00 1.00 Maximum 2.00 4.00 Mean 1.3950 1.4250 Std. Deviation .49008 .58831
200
1.00
4.00
1.6050
.65661
200
1.00
5.00
1.8350
.69295
200
1.00
5.00
1.8700
.84061
200
1.00
1.00
1.8850
1.37522
200
1.00
5.00
1.6950
.68139
200
1.00
5.00
1.6550
.88310
200 200
1.00
5.00
1.8950
.84709
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Descriptive Statistics
N Interviews are the basic filter of the R & S Process? Different methods of Interviews should be used? Which methods should be used for Recruitment? Better Result of R & S can be increased by Interviews? R & S Process depends on Recruiters? End results of R & S Process can be wrong because of Recruiters? Recruiter should Knowledgeable Experience? be and 200 200 200 200 200
Minimum Maximum Mean 1.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 5.00 5.00 1.9000 1.7000 1.7200 1.6650 1.8700
200
1.00
4.00
1.9250
1.52017
200
1.00
5.00
1.6850
.68419
Recruiter behavior should be Neutral towards candidates? Better Result of R & S can be increased by Recruiters? Valid N (list wise)
1.00 1.00
5.00 5.00
1.7100 1.6600
.68428 .87649
The whole table represents that questions description posted there are total 2oo respondents while their range of position answers on the data collection method (questionnaire) upon discussed question variable to variable differs among themselves maximum value represents last answering option choose by the respondents and minimum value represents most high end option chooses by an respondent in a particular category further mean values represents the overall computed calculation of the discussed data and standard deviation shows the possible variation among the question discussed.
There are frequency tables of my all dependent and independent variables. My dependent variable is Recruitment and Selection. Independent variables are Recruitment Sources, Interview and Recruiters. Frequency of all the questions of my variables in my questionnaire is mentioned below
Gender
Frequency Valid Male Female Total 121 79 200 Percent 60.5 39.5 100.0 Valid percent 60.5 39.5 100.0 Cumulative percent 60.5 100.0
Regression
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In this section, we will define the relationship between the dependent and independent variable. Dependent variable is Recruitment and Selection Process and Independent variables are Recruitment Sources, Interview and Recruiter.
Hypothesis # 1:This research shows the relation between Recruitment and Selection Process and Recruitment Sources.
Ho There is no relationship between Recruitment and Selection Process and Recruitment Sources? H1: There is relationship between Recruitment and Selection Process and Recruitment Sources?
Variables Entered/Removed
Model 1 Variables Entered Sources Variables Removed Method . Enter
a. All requested variables entered. b. Dependent Variable: Recruitment and Selection Process
Model Summary
Model 1 R .163a R Square .027 Adjusted R Square Std. Error of the Estimate .022 .45520
a. Predictors: (Constant), Sources From the above Table we can watch the affect of Recruitment sources on the Recruitment and Selection Process. For this, we will have to consider the value of adjusted R Square .The value of Adjusted R square will tell us that how much Recruitment Sources affects on Recruitment and Selection Process. So, it is clear that from the values of Adjusted R Square which is 0.022.So at the end we can say this that recruitment Sources affect on Recruitment and Selection Process 0.022 times. 52
ANOVA
Model 1 Regression Residual Total Sum of Squares 1.123 41.028 42.151 df 1 198 199 Mean Square 1.123 .207 F Sig. 5.419 .021a
Coefficients
Un Standardized Coefficients Standardized Coefficients Model 1 (Constant) Sources B 1.858 -.133 Std. Error .107 .057 -.163 Beta t Sig. 17.43 .000 1 -2.328 .021
Explanations:The table shows the relationship between Recruitment and Selection Process and Recruitment Source. Here significance level is .021.which is .021< 0.05.SO in this case Null Hypothesis ( rejected and Alternative Hypothesis (
Ho) is
H1) is Accepted.
So, at the end we can say that There is relationship between Recruitment and Selection Process and Interview.
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Regression between Recruitment and Selection process and Interview Hypothesis # 2:This research shows the relation between Recruitment and Selection Process and Interview.
Ho: There is no relationship between Recruitment and Selection Process and Interview? H1: There is relationship between Recruitment and Selection Process and Interview?
Variables Entered/Removed
Model 1 Variables Entered Interviews Variables Removed . Method Enter
a. All requested variables entered. b. Dependent Variable: Recruitment and Selection Process
Model Summary
Model R 1 .145a R Square Adjusted R Square .021 .016 Std. Error of the Estimate .45655
a. Predictors: (Constant), Interviews From the above Table we can watch the affect of Interviews on the Recruitment and Selection Process. For this, we will have to consider the value of adjusted R Square .The value of Adjusted R square will tell us that how much Interviews affects on Recruitment and Selection Process. So, it is clear from the values of Adjusted R Square which is 0.016.So at the end we can say this Interview affect on Recruitment and Selection Process 0.016 times.
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ANOVA
Model 1 Regression Residual Total Sum of Squares .880 41.270 42.151 df 1 198 199 Mean Square F .880 .208 4.223 Sig. .041a
Coefficients
Unstandardized Coefficients Standardized Coefficients Model 1 (Constant) Interviews B 1.870 -.140 Std. Error .125 .068 -.145 Beta t Sig. 14.92 .000 7 -2.055 .041
Explanation:The table shows the relationship between Recruitment and Selection Process and Interview. Here significance level is 0.041.which is 0.041<0.05.SO in this case Null Hypothesis ( Alternative Hypothesis (
H1) is Accepted.
So, at the end we can say that There is relationship between Recruitment and Selection Process and Interview.
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Hypothesis # 3:This research shows the relation between Recruitment and Selection Process and Recruiter.
Ho: There is no relationship between Recruitment and Selection Process and Recruiter? H1: There is relationship between Recruitment and Selection Process and Recruiter?
Variables Entered/Removed
Model Variables Entered 1 Recruiter a. All requested variables entered. b. Dependent Variable: Recruitment and Selection Process Variables Removed . Method Enter
Model Summary
Model R 1 .168a R Square .028 Adjusted R Square .023 Std. Error of the Estimate .45485
a. Predictors: (Constant), Recruiter From the above table we can watch the affect of Recruitment sources on the Recruitment and Selection Process. For this, we will have to consider the value of adjusted R Square .The value of Adjusted R square will tell us that how much Recruitment Sources affects on Recruitment and Selection Process. So, it is clear that from the values of Adjusted R Square which is 0.023.So at the end we can say this that recruitment Sources affect on Recruitment and Selection Process 0.023 times.
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ANOVA
Model 1 Residual Total Sum of Squares df Regression 1.186 40.964 42.151 1 198 199 Mean Square 1.186 .207 F 5.733 Sig. .018
Coefficients
Unstandardized Coefficients Standardized Coefficients Model 1 Recruiter B (Constant) 1.888 -.151 Std. Error .116 .063 -.168 Beta t 16.285 -2.394 Sig. .000 .018
Explanation:The table shows the relationship between Recruitment and Selection Process and Interview. Here significance level is 0.041.which is 0.018<0.05.SO in this case Null Hypothesis ( Alternative Hypothesis (
H1) is Accepted.
So, At the end we can say that There is relationship between Recruitment and Selection Process and Interview.
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GRAPH
Now we discuss the relation between variables through Graphs. Firstly, we have the graph which is showing the relationship between Dependent variable Recruitment and Selection Process and independent variable Recruitment Sources. After applying the conditions, following conditions formed. This graph showing the linear relationship between both these variables. Similarly, most of the respondents response is falling in the side of independent variable. Most of the respondents mark on Agree, Strongly Agree. The graph shows the relationship between recruitment and selection process and recruitment sources is negative.
From the graph, it has been clear that the value of R Sq Quadratic is 0.027 and value of R Sq Linear is 0.029.Now, we have the following calculation, R Sq Quadratic 0.029 R Sq Linear -__ 0.027. ------------------------------------------------------------------------------Result 0.002 < 0.05----------------> Linear. If Result is less than 0.05 than it will be Liner or if it is greater than it will be Non Linear. 58
Secondly, we have the graph which is showing the relationship between Dependent variable Recruitment and Selection Process and independent variable Interview. After applying the conditions, following graph formed. This graph showing the linear relationship between both these variables. Similarly, most of the respondents response is falling in the side of independent variable. Most of the respondents mark on Agree, Strongly Agree. The graph shows the relationship between recruitment and selection process and recruitment sources is negative.
From the graph, it has been clear that the value of R Sq Quadratic is 0.027 and value of R Sq Linear is 0.029. Now, we have the following calculation, R Sq Quadratic 0.029 R Sq Linear - 0.021. ------------------------------------------------------------------------------Result 0.008 < 0.05----------------> Linear.
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If Result is less than 0.05 than it will be Liner or if it is greater than it will be Non Linear. Thirdly, we have the graph which is showing the Relationship between Dependent variable Recruitment and Selection Process and independent variable Recruiter. After applying the conditions, following graph formed. This graph showing the linear relationship between both these variables. Similarly, most of the respondents response is falling in the side of independent variable. Most of the respondents mark on Agree, Strongly Agree. The graph shows the relationship between recruitment and selection process and recruitment sources is negative.
From the graph, it has been clear that the value of R Sq Quadratic is 0.027 and value of R Sq Linear is 0.029. Now, we have the following calculation, R Sq Quadratic 0.068 R Sq Linear -__0.027. ------------------------------------------------------------------------------Result 0.041 < 0.05----------------> Linear. If Result is less than 0.05 than it will be Liner or if it is greater than it will be Non Linear.
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Histogram
Now we will use another kind of Graphs which will helps a lot for understanding the relationship between variables which is called HISTOGRAM.Firsly, we take the Dependent variable Recruitment and Selection Process.
1 2 4 5
Strongly Disagree = 3
From the above graph which is showing the response of the respondents regarding Recruitment and Selection process. Most of the participants lies in 1 to 3.This graph is showing the Normal Distribution on the graph .We has mean 1.62 standard deviation 0.46. Most of the respondents mark on Agree, Strongly Agree.
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1 2 4 5
Strongly Disagree = 3
From the above graph which is showing the response of the respondents regarding Recruitment and Selection process. Most of the participants lies in 1 to 3 This graph is showing the Normal Distribution on the graph .We has mean 1.78 standard deviation 0.564. Most of the respondents mark on Agree, Strongly Agree.
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1 2 4 5
Strongly Disagree = 3
From the above graph which is showing the response of the respondents regarding Recruitment and Selection process. Most of the participants lies in 1 to 3 This graph is showing the Normal Distribution on the graph .We have mean 1.78 standard deviation 0.476. Most of the respondents mark on Agree, Strongly Agree.
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1 2 4 5
Strongly Disagree = 3
From the above graph which is showing the response of the respondents regarding Recruitment and Selection process. Most of the participants lies in 1 to 3This graph is showing the Normal Distribution on the graph .We has mean 1.77 standard deviation 0.512. Most of the respondents mark on Agree, Strongly Agree.
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Correlations
In correlation we will go for Pearson because for Pearson there should be two conditions which Are as 1. 2. Relationship between variable should be Linear. Data should be normally distributed.
Through correlation we can know this thing that there is association between these variables.
Correlations
Recruitment and Selection Process Sources Recruitment and Selection Process Pearson Correlation Sig. (2-tailed) N Sources Pearson Correlation Sig. (2-tailed) N *. Correlation is significant at the 0.05 level (2-tailed). This above Table is showing the Recruitment and Selection Process and Sources correlation. Values are coming which are as -0.163 and 1 for the Sources and Recruitment and Selection Process. From the graph it is clear that there association between Recruitment and Selection Process Sources because value is coming whci is - 0.163 which is less than 1 which prove thet fact that there is association between these variables Recruitment and Selection Process Sources. 200 -.163 .021 200 200
*
Correlations
Recruitment and Selection Process Interviews Recruitment and Selection Process Pearson Correlation Sig. (2-tailed) N Interviews Pearson Correlation Sig. (2-tailed) N *. Correlation is significant at the 0.05 level (2-tailed). 65 200 -.145* .041 200 200 1 -.145* .041 200 1
This Table is showing the Recruitment and Selection Process and Interviews correlation. Values are coming which are as -0.145 and 1 for the Interviews and Recruitment and Selection Process. From the graph it is clear that there association between Recruitment and Selection Process Sources because value is coming whci is - 0.145 which is less than 1 which prove thet fact that there is association between these variables Recruitment and Selection Process Sources.
Correlations
Recruitment and Selection Process Recruitment and Selection Process Pearson Correlation Sig. (2-tailed) N Recruiter Pearson Correlation Sig. (2-tailed) N *. Correlation is significant at the 0.05 level (2-tailed). This Table is showing the Recruitment and Selection Process and Sources correlation. Values are coming which are as -0.163 and 1 for the Sources and Recruitment and Selection Process. From the graph it is clear that there association between Recruitment and Selection Process Sources because value is coming whci is - 0.168 which is less than 1 which prove that fact that there is association between these variables Recruitment and Selection Process Sources. 200 -.168 .018 200 200
*
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Strength of Relation between Recruitment and Selection process and Recruitment Sources:
Through the values of phi and Cramer, we can easily define he strength of the relationship between Strength of Relation between Recruitment and Selection process and Recruitment Sources.Threr are actually two different situations which are as If the amount of the boxes is less than 9 then we will take the value of Phi. If the amount of the boxes is more than the 9 then we will take the value of Cramer.
Sources
1 1.25 1.5 1.75 2 2.25 2.5 2.75 3 3.25 3.5 4 4.25 1 9 4 8 4 2 2 1 0 0 0 0 1
Total
32
1.33333333333333 1 10 15 1.66666666666667 0 2 1 9 5 1 7
6 6 4 1 0
5 2 0 1 0
2 4 2 0 1
2 1 0 0 1 5
1 1 0 0 0 2
4 0 0 0 0 4
2 1 0 0 0 3
1 0 0 0 0 1 67
0 0 0 0 0 1
51 70 23 7 17 200
22 24 6 1 5 5 3 2
4 41 53 44 21 10 11
Symmetric Measures
Value Nominal by Nominal N of Valid Cases Phi Cramer's V .575 .257 200 Approx. Sig. .274 .274
Explanation:From the above Table it is clear that there are more than 9 boxes that is why we will take the value of Cramer which is 0.257 which means that there is weak relationship between Strength of Relation between Recruitment and Selection process and Recruitment Sources.
Interviews
1.6 11 11 12 12 4 6 56
1.8 6 9 20 1 1 0
2.8 0 1 2 0 0 0 3
32 51 70 23 7 17
4 15
37 14 12 12
1 2.E2
Symmetric Measures
Value Nominal by Nominal N of Valid Cases Phi Cramer's V .627 .281 200 Approx. Sig. .118 .118
Explanation:From the above Table it is clear that there are more than 9 boxes that is why we will take the value of Cramer which is 0.281 which means that there is weak relationship between Recruitment and Selection process and Interviews.
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Recruiter
2. 2. 3. 1 1.2 1.4 1.6 1.8 2 2 2.4 6 2.8 3 3.2 4 2 8 2 3 2 13 0 0 0 0 0 0 2 2 8 11 8 3 0 5 6 0 7 0 1 0 8 4 0 3 9 0 0 2 12 10 0 0 7 17 1 0 6 2 9 0 0 0 1 0 11 0 0 2 19 3 0 0 0 3 0 2 0 0 0 0 0 0 7 2 70 0 0 0 0 1 0 0 0 0
Total
32 51 70 23 7 17
12 31 24 33 20 39 7
2 200
Symmetric Measures Value Nominal by Nominal N of Valid Cases Phi Cramer's V 1.040 .465 200 Approx. Sig. .000 .000
Explanation:From the above Table it is clear that there are more than 9 boxes that is why we will take the value of Cramer which is 0.465 which means that there is moderate relationship between Recruitment and Selection process and Interviews.
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Conclusion:This study suggest that when Recruitment and Selection Process is properly established and implemented then organization will must grow because all the employees will be according to the requirements Recruitment and Selection Process affects a lot on the organizational activities regaring its growth because if the people will be according t the requirements and skillful then cost will reduce and organization must grow. All the study has prove the fact there is directly and indirectly relationship is present between these variables and these variables affect on the Recruitment and Selection Process. All the independent variables are Recruitment sources, Intervies and Recruiters are all very important in the Recruitment and Selection Process because by the missing of any one factor there is chance the whole Recruitment and Selection Process will be affected by these factors. There are no doubt others factors also affect on the Recruitment and Selection Process but these are main and require more attention. That is why I choose these variables.
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Questionnaire
Name_________________ Gender________________
Dear Participants, I will be very thankful to you for this cooperation. The topic of this questionnaire is Recruitment and Selection Process. This questionnaire is for the research purpose. Its results will be used for analysis in Master Thesis. Please provide Information with confidence. Your information will not be disclosed. Q.1) Recruitment & Selection Process is Effective for the Organizational objectives? Strongly Agree 1 Strongly Agree 1 Strongly Agree 1 Strongly Agree 1 Internal 1 Strongly Agree 1 Strongly Agree 1 Agree 2 Agree 2 Agree 2 Agree 2 Electronic Media 2 Agree 2 Agree 2 Strongly Disagree 3 Strongly Disagree 3 Strongly Disagree 3 Strongly Disagree 3 Print Media 3 Strongly Disagree 3 Strongly Disagree 3 Disagree 4 Disagree 4 Disagree 4 Disagree 4 Consultants 4 Disagree 4 Disagree 4 Never 5 Never 5 Never 5 Never 5 others 5 Never 5 Never 5
Q.3) Do you think best source increase the efficiency on all organization department?
Strongly Agree 1 Strongly Agree 1 Structured 1 Structured 1 Strongly Agree 1 Strongly Agree 1 Strongly Agree 1 Strongly Agree 1 Strongly Agree 1
Strongly Disagree 3 Strongly Disagree 3 Problem questions 3 Problem questions 3 Strongly Disagree 3 Strongly Disagree 3 Strongly Disagree 3 Strongly Disagree 3 Strongly Disagree 3
Disagree 4 Disagree 4 Case Study questions 4 Case Study questions 4 Disagree 4 Disagree 4 Disagree 4 Disagree 4 Disagree 4
Thank you.
I am very thankful to all the participants for this cooperation. I hope all the information that you put in the questionnaire will be according to your best expertise.
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