Human Resource Development & Organization Behavior

Unit III: Recruitment, Selection, Training, and Development

Q1. What is Recruitment? Explain main sources of Recruitment.

Ans:- Recruitment is the generating of applications or applicants for specific positions to be filled up in the
organisation. In other words, it is a process of searching for and obtaining applicants for jobs so that the right
people in right number can be selected.
The various sources of recruitment are classified into two broad categories, namely:

1. Internal sources.
2. External sources.
Internal Sources:

1. Promotion
2. Transfer

External Sources:
1. Employment Exchanges

2. Advertisements
3. Employment Agencies
4. Professional Associations
5. Campus Recruitment
6. Deputation
7. Word-of-Mouth
Internal Sources
1. Promotion:-
• Promotion is vertical movement of an employee within the organisation.
• In other words, promotion refers to the upward movement of an employee from one job to
another higher one, with increase in salary, status and responsibilities.
• Promotion may be temporary or permanent, depending upon the needs of the organisation.
• There can be ‘dry promotion’ also where an employee is assigned to a higher level job
without increase in pay.
• An example of ‘dry promotion’ is a University Professor made Head of the Department with
no increase in salary.
• Promotion has an in-built motivational value as it elevates the authority, power and status of
an employee within an organisation.
• It is considered good personnel policy to fill vacancies in a higher job through promotions
from within because such promotions provide an inducement and motivation to the employees
and also remove feelings of stagnation and frustration.

2. Transfer :

• A transfer refers to lateral movement of employees within the same grade, from one job

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to another.

• A transfer is a change in the job of an employee without a change in responsibilities or

remuneration”.

• Transfer differs from promotion in the sense that the latter involves a change of job
involving increase in salary, authority, status and responsibility, while all these remain
unchanged/stagnant in the case of former.

• Transfers are frequent and regular whereas promotions are infrequent, if not irregular.

• The company may transfer the employee to the place where he/she can prove more useful
and effective. Similarly, employee may initiate transfer to a location where he/she is
likely to enjoy greater satisfaction.

• Transfer could be permanent, temporary or ad hoc to meet emergencies. Usually,

permanent transfers are made due to changes in work load or death, retirement,
resignation, etc. of some employee.

• Transfer decisions may be perceived as negative or positive depending upon an

individual’s personal preferences, needs and aspirations.

External Sources
1. Employment Exchanges: The National Commission on Labour (1969) observed in its report that in
the pre-Independance era, the main source of labour was rural areas surrounding the industries.
Immediately after Indpendance, National Employment Service was established to bring employers
and job seekers together. In response to it, the compulsory Notification of Vacancies Act of 1959
(commonly called Employment Exchange Act) was instituted which became operative in 1960. Under
Section 4 of the Act, it is obligatory for all industrial establishments having 25 workers or more, to
notify the nearest employment exchange of vacancies in them, before they are filled. The main
functions of these employment exchanges with their branches in most cities are registration of job
seekers and their placement in the notified vacancies. It is obligatory for the employer to inform the
outcome of selection within 15 days to the employment exchange.

2. Employment Agencies: In addition to the government agencies, there are a number of private
employment agencies who register candidates for employment and furnish a list of suitable candidates
from their data bank as and when sought by the prospective employers. ABC Consultants, Datamatics,
Ferguson Associates, S B Billimoria, etc. are the popular private employment agencies in our country.
Generally, these agencies select personnel for supervisory and higher levels. The main function of
these agencies is to invite applications and short list the suitable candidates for the organisation. Of
course, the final decision on selection is taken by the representatives of the organisation. At best, the
representatives of the employment agencies may also sit on the panel for final selection of the
candidates.

3. Advertisement: Advertisement is perhaps the most widely used method for generating many
applications. This is because its reach is very high. This method of recruitment can be used for jobs
like clerical, technical and managerial. The higher the position in the organisation, the more
specialized the skills, or the shorter the supply of that resource in the labour market, the more widely
dispersed the advertisements is likely to be. For example, the search for a top executive might include
advertisements in a national daily like ‘The Hindu’. Some employers / companies advertise their posts

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by giving a post box number or the name of some recruiting agency. This is done to particularly keep
own identity secret to avoid unnecessary correspondence with the applicants. However, the
disadvantage of this blind ad, i.e., post box number is that the potential job seekers are hesitant to
apply without knowing the image of the organisation, on the one hand, and the bad image/reputation
that blind ads have received because of organisations that place such advertisements without positions
lying vacant just to know the supply of labour/workers in the labour market, on the other.

4. Professional Associations: Very often, recruitment for certain professional and technical positions is
made through professional associations also called ‘headhunters’. Institute of Engineers, Indian
Medical Association, All Indian Management Association, etc., provide placement services for their
members. For this, the professonal assocations prepare either list of job seekers or publish or sponsor
journals or magazines containing advertisements for their members. The professional associations are
particularly useful for attracting highly skilled and professional personnel. However, in India, this is
not a very common practice and those few that provide such kind of service have not been able to
generating a large number of applications.

5. Campus Recruitment: This is another source of recruitment. Though campus recruitment is a

common phenomenon particularly in the American organisations, it has made its mark rather recently.
Of late, some organisations such as HLL, HCL, L &T, Citi Bank, ANZ Grindlays, Motorola, Reliance
etc. , in India have started visiting educational and training institutes/campuses for recruitment
purposes. Examples of such campuses are the Indian Institutes of Management, Indian Institutes of
Technology and the University Departments of Business Management. For this purpose, many
institutes have regular placement cells/offices to serve as liaison between the employers and the
students.Tezpur Central University has one Deputy Director (Training and Placement) for the
purposes of campus recruitment and placement.

6. Deputation: Another source of recruitment is deputation, i.e., sending an employee to another

organisation for a short duration of two to three years. This method of recruitment is practiced, in a
pretty manner, ǐin the Goverment Departments and public sector organisations. Deputations is useful
because it provides ready expertise and the organisation does not have to incur the initial cost of
induction and training. However, the disadvantage associated with deputation is that the deputation
period of two/three years is not long enough for the deputed employee to prove his/her mettle,
on the one hand, and develop commitment with the organisation to become part of it, on the other.

7. Word-of-Mouth: Some organisations in India also practice the ‘word-of-mouth’ method of

recruitment. In this method, the word is passed around the possible vacancies or openings in the
organisation. Another form of word-of-mouth method of recruitment is “employee-pinching” i.e., the
employees working in another organisation are offered an attractive offer by the rival organisations.
This method is economic, both in terms of time and money.

Q.2 What do you mean by selection?

Ans – Definition

• Human resource selection is the process of choosing qualified individuals who are available to fill
positions in an organization. In the ideal personnel situation, selection involves choosing the best
applicant to fill a position.
• Selection is the process of choosing people by obtaining and assessing information about the applicants
with a view to matching these with the job requirements. It involves a careful screening and testing of
candidates who have put in their applications for any job in the enterprise.

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• It is the process of choosing the most suitable persons out of all the applicants. The purpose of selection
is to pick up the right person for every job.
• It can be conceptualised in terms of either choosing the fit candidates, or rejecting the unfit candidates,
or a combination of both.
• Selection involves both because it picks up the fits and rejects the unfits. In fact, in Indian context, there
are more candidates who are rejected than those who are selected in most of the selection processes.
Therefore, sometimes, it is called a negative process in contrast to positive programme of recruitment.
Procedure:

• The selection procedure is concerned with securing relevant information about an applicant.
• The objective of selection process is to determine whether an applicant meets the qualification for a
specific job and to choose the applicant who is most likely to perform well in that job.
• The selection procedure consists of a series of steps. Each step must be successfully cleared before the
applicant proceeds to the next.
• The selection process is a series of successive hurdles or barriers which an applicant must cross.
• These hurdles are designed to eliminate an unqualified candidate at any point in the selection process.
Thus, this technique is called “Successive Hurdles Technique”.

Q3. What is the procedure adopted by large industrial enterprise for hiring personals?
Ans: Recruitment process passes through the following stages:
• Recruitment process begins when the personnel department receives requisitions for recruitmentfrom
any department of the company, The personnel requisitions contain details about the positionto be filled,
number of persons to be recruited, the duties to be performed, qualifications expected from the
candidates, terms and conditions of employment and the time by which the personsshould be
available for appointment etc.
• Locating and developing the sources of required number and type of employees.
• Identifying the prospective employees with required characteristics.
• Developing the techniques to attract the desired candidates. The goodwill of an organisation in the
market may be one technique. The publicity about the company being a good employer may alsohelp
in stimulating candidates to apply. There may be others of attractive salaries, proper facilities for
development etc.
• Evaluating the effectiveness of recruitment process.
According to Famularo, personnel recruitment process involves five elements, viz., a recruitment policy,a
recruitment organisation, a forecast of manpower, the development of sources of recruitment, and different
techniques used for utilising these sources, and a method of assessing the recruitment programme. The
explanation of these is described below:

1. Recruitment Policy: It specifies the objectives of recruitment and provides a framework for the
implementation of the recruitment programme. It also involves the employer’s commitment to some
principles as to find and employ the best qualified persons for each job, to retain the most promising ofthose
hired, etc. It should be based on the goals, needs and environment of the organisation.
2. Recruitment Organisation: The recruitment may be centralised like public sector banks or
decentralised. Both practices have their own merits. The choice between the two will depend on the
managerial philosophy and the particular needs of the organisation.

3. Sources of Recruitment: Various sources of recruitment may be classified as internal and external.

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These have their own merits and demerits.

4. Methods of Recruitment: Recruitment techniques are the means to make contact with potential
candidates, to provide them necessary information and to encourage them to apply for jobs.

5. Evaluation of Recruitment Programme: The recruitment process must be evaluated periodically.The

criteria for evaluation may consist of cost per applicant, the hiring ratio, performance appraisal, tenureof stay, etc.
After evaluation, necessary improvements should be made in the recruitment programme.

Q4.write notes on :
a. Employee referrals :- This is yet another internal source of recruitment. The existing employees
refer their family members, friends and relatives to the company as potential candidates for the
vacancies to be filled up in the organisation. This source serves as one of the most effective methods
of recruiting people in the organisation because employees refer to those potential candidates who
meet the company requirements known to them from their own experience. The referred individuals
are expected to be similar in type in terms of race and sex, for example, to those who are already
working in the organization.
b. Employment Agencies :- In addition to the government agancies, there are a number of private
employment agencies who register candidates for employment and furnish a list of suitable
candidates from their data bank as and when sought by the prospective employers. ABC Consultants,
Datamatics, Ferguson Associates, S B Billimoria, etc. are the popular private employment agencies
in our country. Generally, these agencies select personnel for supervisory and higher levels. The
main function of these agencies is to invite applications and short list the suitable candidates for the
organisation. Of course, the final decision on selection is taken by the representatives of the
organisation. At best, the representatives of the employment agencies may also sit on the panel for
final selection of the candidates.
c. Institutional Recruitment :-If an institution wants to recruit property, it needs a senior
knowledgeable expert in target countries who can speak the language, somebody who understands
the business culture somebody who can be on-site in that place over a period of time to convey
long-evity and trust. Good agency relationships allow to do that.
d. Employment Test :- An employment test, as the name suggests is a test taken by the employer for
potential employees to see whether they are fit for the job profile being offered. This method asses
the candidates on the basis of objective scores and is conducted before the interview process. The
“test” can be in various forms such as written, oral, physical or even on the job tests.

e. Achievement Test :- Achievement tests measure a person’s potential in a given area/job. In other
words, these tests measure what a person can do based on skill or knowledge already acquired by
him/her. Achievement tests are usually used for admission to specific courses in the academic
institutions. In these tests, grades in previous examinations are often used as indicators of
achievement and potential for learning. Indian industries have now started conducting these tests to
judge for themselves the level of proficiency attained rather than believing their scores in academic
examinations. Achievement tests are also known by the names, proficiency tests, performance,
occupational or trade tests.

f. Intelligence test:- Intelligence tests measure general ability for intellectual performance. The core
concept underlying in intelligence test is mental age. It is presumed that with physical age,
intelligence also grows. Exceptions to this may be there. So to say, if a five year old child does the
test for six years or above, his/her mental age would be determined accordingly. Mental age is

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generally indexed in terms of Intelligence Quotient (IQ) and calculated by using the following
formula:
IQ= (Mental Age/Actual Age) × 100
It means that the intelligence quotient is a ratio of mental age to actual age multiplying by 100.

g. Structural interviews :- A structured interview is a type of quantitative interview that makes use of
a standardized sequence of questioning in order to gather relevant information about a research
subject. This type of research is mostly used in statistical investigations and follows a premeditated
sequence. In a structured interview, the researcher creates a set of interview questions in advance and
these questions are asked in the same order so that responses can easily be placed in similar
categories. A structured interview is also known as a patterned interview, planned interview or a
standardized interview.
h. Stress interviews:- Such interviews are conducted for the jobs which are to be performed under
stressful conditions. The objective of stress interview is to make deliberate attempts to create
stressful or strained conditions for the interviewee to observe how the applicant behaves under
stressful conditions. The common methods used to induce stress include frequent interruptions,
keeping silent for an extended period of time, asking too many questions at a time, making
derogatory remarks about the candidate, accusing him that he is lying and so on. The purpose is to
observe how the candidate behaves under the stressful conditions – whether he looses his temper,
gets confused or frightened.

i. Direct interviews:- The directed interview is a straightforward, face-to-face question-and-answer

situation. Direct Questions require a specific answer, often just a one or two word answer like yes or
no. Try to expand on your answer, if possible. Questions are based on job duties and other facets,
including a probe of the candidate's background information.

j. Specimen application blank forms :- Application blank is the commonest device for getting
information from a prospective candidate. Almost all organisations require job seekers to fill up an
application. This serves as a personal record of the candidate bearing personal history profile,
detailed personal activities, skills and accomplishments. Accordingly, the following data is generally
called on from the applicant through application blank:

(a) Biographical Information: It includes name, father’s name, age, sex, nationality, height, marital
status, identification mark and number of dependents.
(b) Educational Information: These cover candidate’s academic qualification, courses, year of
passing, subjects offered, percentage of marks, division, names of the educational institutions,
training acquired, scholarship, etc.
(c) Work Experience: It includes positions held, name of the employer, nature of job, salary,
duration of various assignments, reasons for leaving the present job, membership of professional
bodies, etc.
(d) Salary: It refers to the minimum salary accetable and minimum joining period required.
(e) Extra Curricular Information: It covers information like participation in games, level of
participation, prizes won. dramas, debates, NSS, NCC, hobbies, etc.
(f) References: It includes the names of (two or three) referees who know the character, work and
abilities of the candidate. However, empirical evidences8 report a very slight relationship between
references and performance measures. Besides inaccurate facts, this can also be attributed to the
referee’s inability to assess and describe the candidate, and his limited knowledge about him.

Q.5 ) Explain the method of Evaluation of selection .

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Ans: The selection process in organizations is directed towards finding the right talent for vacancies
within the organization. Typically, it is akin to filtering through a series of funnels to find the solution
via elimination.
Selection is the process in which right kind of people with exact academic Qualification and skill set
are selected.
The recruitment and selection process varies by industry, organization, and department.
The various step in selection process are as :-
Step 1 :- Preliminary Interviews
The preliminary interview is conducted to weed out all candidates who do not meet the
essential eligibility criteria – educational qualifications, required skill sets, proven certifications,
experience. Candidates may also be assessed based on their background and level of interest. This is a
very general and basic interview conducted so as to eliminate the candidates who are completely unfit
to work in the organisation. This leaves the organisation with a pool of potentially fit employees to fill
their vacancies.
Step 2 :- Blank Application Form
A blank application is an approach to collecting and scoring background information from job
applicants. It involves scoring applicant background in a quantitative manner based on the proven
"best responses" to each application item. A blank application form involved Educational details,
personal details,Extra curricular activity information, also information related to Traning and
Internship and Refferences of an applicant.
Step 3 :- Employement Test

The selection interview is the crux of the entire process. It could be defined as an in-person
conversation that puts candidates on their feet. This step signals how well he/she fits into the company
ethos. During this stage, companies provide a detailed brief of the job profile, including the roles and
responsibilities that the candidate is expected to shoulder. Likewise, the candidate is encouraged to
share his/her concerns or queries with the employer.

The employment interview itself may be divided into several rounds, including group discussions and
other activities. In-person interviews allow employers to judge the candidate’s caliber, personality,
teamwork, and leadership skills.
Step 4 :- Refferance Check
Although in-person interviews provide a fair idea about the candidate, contacting references
allows employers to verify their understanding. Through discussions with references who vouch for
the candidates’ professionalism and work ethics, they may discover other qualities about him/her. For
this stage of the recruitment process in HRM, organizations may reach out to previous employers or
the concerned edu cational institutions.
Step 5 : - Medical Examination
Although not strictly followed, medical examinations are slowly becoming commonplace
among organizations today. Modern companies are viewing medical fitness (both mental and
physical) as a cost function. A healthy employee would require fewer sick leaves and handle stress
relatively quickly, allowing greater productivity in dynamic, fast-paced environments. Some
employers view this matter seriously and consider this a preliminary phase during the screening stage.

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Step 6 :- Final Examination

The line managers are then asked to give final decision after all technical and medical tests are cleared
by the candidate. A true understanding between the line manager and the HR manager facilitates good
selection. Therefore, the two together take final decision and intimate it to the candidate. The HR
department may immediately send appointment letter to the selected person or after some time as the
time schedule says.

Q6.Discuss various types of employment tests normally taken by the industrial organization.
Ans. There are various types of employment tests are as follow:
1.Aptitude Tests:
Aptitude tests measure ability and skills of the testee.
These tests measure and indicate how well a person would be able to perform after
training and not what he/she has done.
Thus, aptitude tests are used to predict the future ability/ performance of a person.
It can be used in two places such as vocational guidance and vocational selection.
2. Achievement Tests:
Achievement tests measure a person’s potential in a given area/job.
In others words, these tests measure what a person can do based on skill or knowledge
already acquired by him/her.
Achievement tests are usually used for admission to specific courses in the academic
institutions.
In these tests,grades in previous examinations are often used as indicators of
achievement and potential for learning.
3.Intelligence Tests:
Intelligence tests measure general ability for intellectual performance.
The core concept underlying in intelligence test is mental age. It is presumed that
with physical age, intelligence also grows.
4.Judgment Tests:
These tests are designed to know the ability to apply knowledge in solving a problem.
Example- Case study solving Decision and making Puzzles.
5.Interest Tests:
These tests are designed to discover a person’s area of interest, and to identify the kind
of work that will satisfy him.
The most widely used interest test is Kuder Reference Record.
It could measure vocational interest such as mechanical, computational, artistic,
literary, musical and clerical interest.

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6.Personality Tests:
These tests are also known as ‘personality inventories’.
These tests are designed to measure the dimensions of personality i.e., personality
traits such as interpersonal competence, dominance- submission, extroversions-
introversions, self-confidence, ability to lead and ambition.
The most well known names of personality tests are the Minnesota Multiphasic
Personality Inventory (MMPI), FIRO, and California Personality Inventory.
7.Projective Tests:
The way the testee responds reflects his /her own values, motives, attitude,
apprehensions, personality, etc.
These tests are called projective they induce the testee to put himself/herself into the
situation to project or narrate the test situation.
8.Attitude Tests:
These tests are designed to know the testee’s tendencies towards favouring or
otherwise to people, situations, actions, and a host of such other things.
Attitudes are known from the responses of the testees/respondents because
emotional overtones involved make it difficult to directly observe or measure attitude
of the testee .
Test of social desirability, authoritarianism,study of values, Machiavellianism and
employees morale are the well-known examples of attitude tests.
9.Polygraph Tests:
This test is designed to confirm the accuracy of information given on the application
blank. Hence, it is considered as a form of employment test.
Polygraph tests are found useful for the organizations that are highly vulnerable to
theft or swindling.
Examples of such organization’s are departmental stores, banks, jewellery shops,
etc.

Q7.Explain various types of employment interviews taken by the industry organization

Ans:- An employment interview is an exchange between a candidate and a prospective employer (or
their representative). It is a formal process with several consistent elements that you can use to guide
your preparation.
Types of employment interviews:-
1.Panel or board interview:-In a board interview, multiple employees from the same organization
come together to interview a single candidate. Board interviews are highly organized and formal &
are usually employed to select an employee for a high-level position. For the employee, board
interviews can be doubly stressful.

2.Group Interviews:- Employers may hold group interviews because they’re often more efficient
than one-on-one interviews. There are two types of group interviews: one involves an applicant being

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interviewed by a group (or panel) of interviewers; the other involves one interviewer and a group of
applicants.

3.Structured Interviews:- A structured interview is typically used when an employer wants to assess
and compare you with candidates in an impartial way. Essentially, the interviewer asks all the
candidates the same questions. If the position requires specific skills and experience, the employer
will draft interview questions focusing exactly on the abilities the company is seeking.

4.Semi-Structured Interview:- A semi-structured interview is a job interview in which the

interviewer does not strictly follow a list of questions. Instead, the interviewer will ask open-ended
questions, allowing for a conversation rather than a straightforward question and answer format.

5.Unstructured Job Interviews:- Unstructured interview, also called non-directive interview .An
unstructured interview is a job interview in which questions may be changed based on the
interviewee's responses. While the interviewer may have a few set questions prepared in advance, the
direction of the interview is rather casual, and questions flow based on the direction of the
conversation. Unstructured interviews are often seen as less intimidating than formal interviews.

6. Depth and stress interview:- Depth interview as such is not a distinct type of interview. Here the
interviewer only goes into considerable detail on particular subjects of an important nature. Only
through extensive probing of a candidate’s background and thinking it becomes possible to evaluate
him properly. Take an example: a candidate has pointed out that touring is his favourite hobby.
The candidate would be asked when he tours, why he tours, where he tours, with whom he tours and
how much money and time he spends on touring, and so on. The emphasis is upon the “why” and the
“why of the why.” The opposite of Depth Interview is Discussion Interview.

Q.8 What do you mean by evaluation of selection ?

Ans: Evaluation: The selection process, if properly performed, will ensure availability of competent
and committed personnel. A period audit, conducted by people who work independently of the human
resource department, will evaluate the effectiveness of the selection process. The auditors will do a
thorough and the intensive analysis and evaluate the employment programme.
HR is concerned with selection activities that can help predict which applicants will perform
satisfactorily on the job. In this section, we explore the concepts of reliability, validity, and cut scores.
Employers need to be able to show that criteria are not discriminatory, including requirements that
have an adverse impact on a protected group. The Office of Federal Contract Compliance has
responsibility for monitoring compliance with these guidelines and in the last decade, and the fines
can be expensive. HRM can’t be too careful when creating and validating selection criteria.
Reliability: Have you ever checked your height or weight and received results that just didn’t seem
right? The first thing you probably thought was that the scale must be off.
You might have been at someone else’s home or at a different fitness center and determined that was
why the scale or height measurement was not the same. You probably decided to use the scale you
always use for a more accurate comparison, because there’s no way you could have gained that much
weight or shrunk a whole inch! Just like your bathroom scale, for any measure or predictor to be
useful, the scores it generates must possess an acceptable level of reliability or consistency of
measurement. This means that the applicant’s performance on any given selection device should
produce consistent scores each time the device is used. If the test is reliable, any single individual’s
scores should remain fairly stable over time, assuming that the characteristic it is measuring remains
stable.

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Validity: Testing must measure things that are related to job performance accurately. It must also
differentiate between satisfactory and unsatisfactory performance on the job. The Uniform Guidelines
recognize three types of validity: content, construct, and criterion related.
Content Validity: Content validity exists when the skills or abilities tested accurately represents
situations on the job. All candidates for that job receive the same test or questions so applicants can be
properly compared. A simple example of a content‐valid test is a typing test for a word processing
position. Such a test can approximate the work; the applicant can be given a typical sample of typing,
on which his or her performance can be evaluated. Assuming that the tasks on the test, or the
questions about tasks, constitute an accurate sample of the tasks on the job the test is content valid.
Construct validity refers to how well a test measures a particular trait related to successful
performance on the job.These traits are usually abstract in nature, such as the measure of intelligence,
and are called constructs. Construct validity is complex and difficult. In fact, it is the most difficult
type of validity to prove because you are dealing with abstract measures.
Criterion‐Related Validity: Criterion‐related validity is the degree to which a particular selection
device accurately predicts the level of performance or important elements of work behavior. This
validation strategy shows the relationship between some predictor (e.g., test score) and a criterion
(say, production output or managerial effectiveness). To establish criterion‐related validity, either of
two approaches can be used: predictive validity or concurrent validity. To give a test predictive
validity, an organization would administer the test to all prospective applicants. The test scores would
not be used at this time; rather, applicants would be hired as a result of successfully completing the
entire selection process..
Validity Analysis: Correlation coefficients used to demonstrate the statistical relationships existing
between an individual’s test score and his or her job performance are called validity coefficients. The
correlation analysis procedure can result in a coefficient ranging from −1 to +1 in magnitude. The
closer the validity coefficient is to + 1, the more accurate the test;making the test a good predictor of
job performance. For instance, individuals who score higher on the test have a greater probability of
succeeding at their jobs than those who score lower. Based on this relationship, this test appears to be
valid. When we have a valid test as determined by our correlation analysis, we may then identify the
test score that distinguishes between successful and unsuccessful performers (the cut score).

Q9. State the features of sound recruitment policy

Ans:
1. Recruitment is a searching and attracting function –
It is mainly concerned with searching and attracting the potential candidates towards organization.
2. Recruitment is not a selection –
Recruitment involves searching the potential candidates and attracting them towards organization
to apply for the job. But selection involves choosing suitable candidate among those who have
applied for job.
3. It is a process –
Recruitment is a process of series of activities like recruitment policy, sources of recruitment,
technique of tapping those sources and evaluation of those sources etc.
4. It is a linking activity –
Recruitment brings together those who have a job (employer) and those who search a job
(employees)
5. It is a pervasive function –

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This function needs to be performed by all organizations which need human resources.
6. It is one of the functions of personnel management –
It is an important function of personnel management as it helps in acquiring different number and
types of persons for continued functioning of an organization.

8. Recruitment is an important process of attracting applicants with certain capabilities, skills,

attitudes etc., to job vacancies in an organisation.

9. Recruitment helps to develop and maintain adequate manpower resources.

10. Recruitment helps to create a pool of applicants from which new employees can be selected.

11. Recruitment is a matching process.

12. Recruitment lays foundation for selection of employees.

13. Recruitment is a two-way process. It helps both i.e., a recruiter and a recruitee. A recruiter gets a

choice as to whom to recruit from among the pool. While a recruitee also can decide whether he

should apply for the job in the organisation considering his abilities, future prospects and his

expectations.

14. Recruitment helps to identify, attract and hire the most qualified people for an organisation.

Q 10 . Explain the steps in selection procedure adopted by industrial organization ?

Ans: Selection Procedure / Process :There is no single universally accepted selection process
followed by all organisations. The selection process is likely to vary from organisation to organisation
depending upon the nature of jobs and organisation. Notwithstanding, following are the steps involved
in a standard selection process:
1. Preliminary Interview
2. Application Blank
3. Employment Tests
4. Employment Interview
5. Reference Checks
6. Medical Examination
7. Final Selection
These are discussed one by one.

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1. Preliminary Interview
Preliminary interview follows screening. Like screening, the purpose of the preliminary interview is
to eliminate unsuitable or unqualified candidates from the selection process. In screening unqualified
candidates are eliminated on the basis of information given in the application form, whereas
preliminary interview rejects misfits for reasons, which did not appear in the application forms.
2 . Application Blanks

Application blank is the commonest device for getting information from a prospective candidate.
Almost all organisations require job seekers to fill up an application. This serves as a personal record
of the candidate bearing personal history profile, detailed personal activities, skills and
accomplishments. Accordingly,the following data is generally called on from the applicant through
application blank:
(a) Personal information: The information such as the candidate's name, age, sex, address, height,
marital status, citizenship etc.

(b) Educational information : It includes candidate's academic qualification, degrees, year of

passing, subjects offered, percentage of marks, division, names of the schools, boards, college,
university, scholarships etc.

(c) Extra curricular information : It includes participation in games in schools, colleges,

universities, NCC, NSS, prizes won, dramas, debates, hobbies etc.

(d) Information relating to experience and training : It includes number of past experience and
its capacity, position held, salary drawn, training received,nature of duties, promotions obtained,
professional courses attended, membership of professional bodies etc.

(e) References : Names of the two or three referees are obtained. The referees should be the
persons who know the character and abilities of the candidate. Nowadaysthese references have become
a formality because most of the referees report favourably about the candidates. The organisations have
developed their own checklist now.

3. Employment Tests :

Individuals differ in almost all aspects. These aspects can be tested by an unbiased scientific method
without human interference. The test is uniformally made applicable to all. The various tests used by
the employer can very broadly be divided into two categories
(A) Ability tests : Ability tests are objective type tests having correct answers and measures aptitude,
intelligence and achievements. Candidates appearing for these tests have to answer within a
prescribed time limit. Incorrect answers are penalised which is popularly known as negative marking.
The maximum performance is measured by these tests.The following test falls under this category of
tests.
(a) Aptitude Tests: Aptitude tests measure ability and skills of the testee. These tests measure and
indicate how well a person would be able to perform after training and not what he/she has done.
Thus, aptitude tests are used to predict the future ability/ performance of a person. There are two
objectives of the aptitude tests .

(b) Intelligence Tests: Intelligence tests measure general ability for intellectual performance. The core
concept underlying in intelligence test is mental age. It is presumed that with physical age,
intelligence also grows.

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The IQ of a person above 130 can be termed as very superior and between 90-109 average, below it
may be dull. People with average IQ are the most numerous and make reasonable contribution.

(c) Achievement Tests: Achievement tests measure a person’s potential in a given area/job. In other
words, these tests measure what a person can do based on skill or knowledge already acquiredbby
him/her. Achievement tests are usually used for admission to specific courses in the academic
institutions.

(d) Judgment Tests: These tests are designed to know the ability to apply knowledge in solving a
problem.

(B)Personality tests: These tests are meant to measure personality dimensions consisting of
statements or opinions which according to the candidate are right or wrong. These tests have no
correct answers.
(a) Interest Tests: These tests are designed to discover a person’s area of interest, and to identify
the kind of work that will satisfy him. Interest is a prerequisite to successfully perform some task. These
tests owe their origin to the vocational efforts.

(b) Projective tests: These tests are based on pictures or incomplete items. The testee is asked to
narrate or project his own interpretation on these. The way the testee responds reflects his /her own
values, motives, attitude, apprehensions, personality, etc.

(c) Personality Tests: These tests are also known as ‘personality inventories’. These tests are
designed to measure the dimensions of personality i.e., personality traits such as interpersonal
competence, dominance- submission, extroversions-introversions, self-confidence, ability to lead and
ambition.

(d) Attitude Tests: These tests are designed to know the testee’s tendencies towards favouring or
otherwise to people, situations, actions, and a host of such other things.Test of social desirability,
authoritarianism, study of values, Machiavellianism and employees morale are the well-known
examples of attitude tests.
4. Employment Interview:
The next step in the selection process is ‘employment interview’. Interview is the widely used
selection method. It is a face-to-face interaction between interviewee and interviewer.
Types of Interviews : Four types of interviews for selection have been identified. These are:
(a) Structured interview: Under this type of interview, the interviewer prepares a set of questions.
The order of the questions to be asked is also fixed and the deviation from the set order is avoided. The
list of questions prepared is based on the duties and responsibilities. The interviewer records responses
on a standard point scale decided well in advance. This helps in reaching at a common decision
regarding selection of a candidate among the interviewers.

(b) Semistructured interview: Under this kind of interview the basic questions are prepared in
advance and responses are recorded on a standard point scale. The deviations from the prepared list of
questions is allowed.

(c) Stress Interview: Such interviews are conducted for the jobs which are to be performed under
stressful conditions. The objective of stress interview is to make deliberate attempts to create stressful
or strained conditions for the interviewee to observe how the applicant behaves under stressful
conditions.

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(d) Directed interview : Under this kind of interview a direct face to face question- answer
situation prevails. The candidate is grilled in respect of job duties and his capabilites to handle it. The
questions relating to candidate's background are also asked. Through this interview the candidate's
interest, motivation, knowledge and his personality is assessed.

5. Refrence Checks
The reference check as yet another step in the selection process is the selection process is used for the
purpose of verifying information and also obtaining additional feedback on an application. The
candidate is asked to supply two-three names of persons i.e., referees who know him/her personally.
6. Medical Examination
The last tool used in the selection process is medical examination. The main purpose of cond- ducting
physical or medical examination is to have proper matching of job requirement with the physical
ability of the candidate. The health of the employee is most important to the organisation. The medical
examination saves the organisation from expenditure to be made on employee on medical ground,
ensures physical and mental capabilities of the employee to perform the job sucessfully.
7. Final Selection
The last step in the selection process is the final selection of the candidate for a job. The candidates
who have cleared all the above hurdles are finally selected and a letter of job offer is issued to them.
The job offer i.e., appointement letter contains the details like pay-scale, allowances and other terms
and conditions of the job. It also contains when and whom he should report for joining the duty. When
he/she reports for joining, he/she needs to be placed in a particular section or division and introduced
to the job and organisation.

Q11. State various sources of recruitment?

Ans:- The various sources of recruitment are classified into two broad categories, namely:

1. Internal sources

2. External sources

Internal Sources:

• It would be desirable to utilise the internal sources before going outside to attract the
candidates.

• Two categories of internal sources including a review of the present employees and
nomination of candidates by employees.

• Promotion and transfers within the plant where an employee is best suitable improves the
morale along with solving recruitment problems.

• These measures can be taken effectively if the company has established job families through job
analysis program combining together similar jobs demanding similar employee characteristics.

• Employees can be requested to suggest promising candidates. Sometimes, employees are given
prizes for recommending a candidate who has been recruited.

External sources:

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• All organisations have to depend on externalsources of recruitment. Among these sources are
included:
▪ Employment agencies
▪ Educational and technical institutes
▪ Campus Recruitment
Employment Agencies:

• Public and private employment agencies playa vital role in making available suitable employees for
different positions in the organisations. Besides public agencies, private agencies have developed
markedly in large cities in the form of consultancy services. Usually, these agencies facilitate
recruitment of technical and professional personnel. Because of their specialisation, they
effectively assess the needs of their clients and aptitudes and skills of the specialised
personnel.

Educational and technical institutes:

• Educational and technical institutes also form an effective source of manpower supply. There is an
increasing recruiting student from different management institutes and universities commerce
andmanagement departments by recruiters for positions in sales, accounting, finance, personnel and
production. These students are recruited as management trainees and then placed in special
company trainingprogrammes.
• Frequently, this source is tapped through on-campus interview with promising students. In addition,
vocational schools and industrial training institutes provide specialised employees,
apprentices, and trainees forsemiskilled and skilled jobs. Persons trained in these schools and
institutes can be placed on operative and similar jobs with a minimum of in-plant training.
However, recruitment of these candidates must be based on realistic and differential standards
established through research reducing turnover and enhancingproductivity.

Campus Recruitment:

• This is another source of recruitment. Though campus recruitment is a common phenomenon

particularly in the American organisations, it has made its mark rather recently. Of late, some
organisations such as HLL, HCL, L &T, Citi Bank, Motorola, Reliance etc. , in India have
started visiting educational and training institutes/campuses for recruitment purposes.
Examples of such campuses are the Indian Institutes of Management, Indian Institutes of
Technology and the University. For this purpose, many institutes have regular placement
cells/offices to serve as liaison between the employers and the students. Central University
has Training and Placement for the purposes of campus recruitment and placement.

Q12.Write notes on
a) Promotion
b) Transfer
Ans:- Promotion:-
• Promotion is vertical movement of an employee within the organisation.
• In other words, promotion refers to the upward movement of an employee from one job to
another higher one, with increase in salary, status and responsibilities.
• Promotion may be temporary or permanent, depending upon the needs of the organisation.
• There can be ‘dry promotion’ also where an employee is assigned to a higher level job

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without increase in pay.

• An example of ‘dry promotion’ is a University Professor made Head of the Department with
no increase in salary.
• Promotion has an in-built motivational value as it elevates the authority, power and status of
an employee within an organisation.
• It is considered good personnel policy to fill vacancies in a higher job through promotions
from within because such promotions provide an inducement and motivation to the employees
and also remove feelings of stagnation and frustration.

Types of Promotion:

1. Horizontal Promotion:

• When an employee is shifted in the same category, it is called ‘horizontal

promotion’.

• A junior clerk promoted to senior clerk is such an example.

• It is important to note that such promotion may take place when an employee
shifts within the same department, from one department to other or from one
plant to another plant.

2. Vertical Promotion:

• This is the kind of promotion when an employee is promoted from a lower

category to higher category involving increase in salary, status, authority and
responsibility.

• Generally, promotion means ‘vertical promotion’.

3. Dry Promotion:

• When promotion is made without increase in salary, it is called ‘dry promotion’.

• For example, a lower level manager is promoted to senior level manager without
increase in salary or pay.

• Such promotion is made either there is resource/fund crunch in the organisation or

some employees hanker more for status or authority than money.
Purposes :

• To recognize an employees skill and knowledge and utilize it to improve the organisational
effectiveness.
• To reward and motivate employees to higher productivity.
• To develop competitive spirit and inculcate the zeal in the employees to acquire skill,
knowledge etc.
• To promote employees satisfaction and boost their morale.
• To build loyalty among the employees toward organisation.
• To promote good human relations.
• To increase sense of belongingness.
• To retain skilled and talented people.
• To attract trained, competent and hard working people.
• To impress the other employees that opportunities are available to them too if they also perform

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well

Transfer :

• A transfer refers to lateral movement of employees within the same grade, from one job
to another.

• A transfer is a change in the job of an employee without a change in responsibilities or

remuneration”.

• Transfer differs from promotion in the sense that the latter involves a change of job
involving increase in salary, authority, status and responsibility, while all these remain
unchanged/stagnant in the case of former.

• Transfers are frequent and regular whereas promotions are infrequent, if not irregular.

• The company may transfer the employee to the place where he/she can prove more useful
and effective. Similarly, employee may initiate transfer to a location where he/she is
likely to enjoy greater satisfaction.

• Transfer could be permanent, temporary or ad hoc to meet emergencies. Usually,

permanent transfers are made due to changes in work load or death, retirement,
resignation, etc. of some employee.

• Transfer decisions may be perceived as negative or positive depending upon an

individual’s personal preferences, needs and aspirations.

Need:

1. To Meet Organisational Needs:

• Changes in technology, volume of production, production schedule, product line,

quality of products, organisational structure, etc. necessitate an organisation to
reassign jobs among employees so that right employee is placed on the right job.

2. To Satisfy Employee Needs:

• Employees may request for transfer in order to satisfy their desire to work in a
particular department, place and under some superiour. Personal problems of
employee like health, family circumstances, interpersonal conflicts may also
necessitate transfer.

3. To Better Utilize Employee:

• When an employee is not performing satisfactorily on one job and management

thinks that his/her capabilities would be utilized better elsewhere, he/she may be
transferred to other job.

4. To Make the Employee More Versatile:

• In some organisations like banks, employees after working on a job for a

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specified period are transferred to other job with a view to widen their
knowledge and skill and also reduce monotony. This is also called ‘job rotation’.

5. To Adjust the Workforce:

• Work force can be transferred from the departments / plants where there is less work to
the departments/plants where is more work.

Types

1. Production Transfer:

• Such transfers are made when labour requirements in one division or branch is
declinning. The surplus employees from such division are transferred to those divisions
or branches where there is shortage of employees. Such transfers help avoid lay off and
stabilize employment.

2. Remedial Transfer:

• Such transfers are affected to correct the wrong selection and placement of employees.
A wrongly placed employee is transferred to more suitable job. Such transfers protect
the interest of the employee.

3. Replacement Transfer:

Replacement transfers are similar to production transfers in their inherent, i.e. to avoid layoffs.
Replacement transfers are affected when labour requirements are declining and are designed to
replace a new employee by an employee who has been in the organisation for a sufficiently long
time. The purpose of these transfers is to retain long service employees in the organisation and
also give them some relief from the heavy pressure of work.

4. Versatility Transfer:

• These transfers are also known as ‘job rotation? In such transfers, employees are made
move from one job to another to gain varied and broader experience of work. It benefits
both the employee and organisation. It reduces boredom and monotony and gives job
enrichment to the employee. Also, employees’ versatility can be utilized by the
organisation as and when needed.

5. Shift Transfers:

• These transfers are affected in the organisations where work progresses for 24 hours or
in shifts. Employees are transferred from one shift to another usually on the basis of
mutual understanding and convenience.

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