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Employees perception on recruitment and selection process in public and private sector banks

Employees perception on recruitment and selection process in public and private sector banks
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The objective of the study is to Analysis of employees’ perceptions as to recruitment and selection process in public sector and private sector banks.

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  1. International Journal of Management (IJM)
    Volume 8, Issue 5, Sep–Oct 2017, pp. 44–52, Article ID: IJM_08_05_005
    Available online at
    http://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=8&IType=5
    Journal Impact Factor (2016): 8.1920 (Calculated by GISI) www.jifactor.com
    ISSN Print: 0976-6502 and ISSN Online: 0976-6510
    © IAEME Publication

    EMPLOYEES PERCEPTION ON
    RECRUITMENT AND SELECTION PROCESS IN
    PUBLIC AND PRIVATE SECTOR BANKS
    S. Nava Rethna Bala Kumari
    Research Scholar, Research Centre in Commerce,
    Women‟s Christian College, Nagercoil, Tamilnadu, India

    Dr. R. Rathiha
    Associate Professor of Commerce,
    Women‟s Christian College, Nagercoil, Tamilnadu, India

    ABSTRACT
    Recruitment is the process of having the right person, in the right place, at the
    right time and it is crucial to organizational performance. You’ll find here information
    on the recruitment process, recruitment law, policy and methods, online recruitment,
    costs of recruitment, recruitment advertising, recruitment agencies, consultants and
    executive search, graduate recruitment, competency-based recruitment, application
    forms, curriculum vitae, and internal recruitment. The objective of the study is to
    Analysis of employees’ perceptions as to recruitment and selection process in public
    sector and private sector banks. For this purpose 250 questionnaires were filled by the
    bank employees. The policy and process should be revised. The process they have
    been adopting so far has been somewhat effective, to adapt to the changing times, the
    process should be revised according to the results of the study.
    Key words: organizational performance, Management, Information, practice and
    techniques.
    Cite this Article: S. Nava Rethna Bala Kumari, Dr. R. Rathiha, Employees
    Perception on Recruitment and Selection Process in Public and Private Sector Banks.
    International Journal of Management, 8 (5), 2017, pp. 44–52.
    http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=8&IType=5

    1. INTRODUCTION
    Recruitment is the process of having the right person, in the right place, at the right time and it
    is crucial to organizational performance. You‟ll find here information on the recruitment
    process, recruitment law, policy and methods, online recruitment, costs of recruitment,
    recruitment advertising, recruitment agencies, consultants and executive search, graduate
    recruitment, competency-based recruitment, application forms, curriculum vitae, and internal
    recruitment.

    http://www.iaeme.com/IJM/index.asp 44 editor@iaeme.com

  2. Employees Perception on Recruitment and Selection Process in Public and Private Sector Banks

    The term “recruitment” applies to the process of attracting potential employees to the
    organization or company. It is a systematic means of finding and inducting available
    manpower to apply to the company or enterprise for employment. Since it involves the
    process of searching for prospective employees, it is concerned with the range of sources of
    supply of labour or personnel, and of recruitment practice and techniques. The recruiting
    activity in itself is selective or pre-selective, through choosing among the various sources of
    labour supply and by the decision as to which candidates applying for employment should be
    permitted to go through subsequent selection or screening procedures.
    It is the process to discover sources of manpower to meet the requirement of staffing
    schedule and to employ effective measures for attracting that manpower in adequate numbers
    to facilitate effective selection of an efficient working force. Recruitment of candidates is the
    function preceding the selection, which helps create a pool of prospective employees for the
    organisation so that the management can select the right candidate for the right job from this
    pool. The main objective of the recruitment process is to expedite the selection process.
    Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified
    applicants for the future human resources needs even though specific vacancies do not exist.
    Usually, the recruitment process starts when a manger initiates an employee requisition for a
    specific vacancy or an anticipated vacancy.
    The recruitment sources management is an extremely significant goal of the recruitment
    process. The recruitment sources deliver the candidates for the selection procedure in the
    organization. The better the candidates are; the higher quality job candidates can be hired. The
    proper management of the recruitment sources has a significant impact on the competitive
    advantage of the organization. The better employees do not have to be more expensive, but
    the organization has to manage the recruitment sources to attract the high quality job
    candidates. The external recruitment is not the only goal of the recruitment process. Building
    the strong internal recruitment helps the organization to keep the best talents in the
    organization. The employees have a chance to apply for a new job position, and they can
    change their career path. The internal recruitment is a difficult HR topic as the managers have
    to allow their best employees to take a new role within the organization. The role of Human
    Resources is in allowing the best employees to rotate and in supporting the managers in
    developing the successors.

    2. PUBLIC SECTOR BANKS
    Public sector banks are those banks that are owned by the government. The government owns
    these banks. In India 20 banks were nationalized in 1969 and 1980 respectively. Social
    welfare is there main objective of these banks. They are divided into two groups i.e.
    Nationalized Banks and State Bank of India and its associates. Among them, there are 19
    nationalized banks and 8 State Bank of India associates. Public Sector Banks dominate
    deposits and advances in the banking industry. Public Sector banks dominate the commercial
    banking scenario in India. These public sector banks can be further classified into: State Bank
    of India2) Nationalized banks3) Regional Rural Banks

    3. PRIVATE SECTOR BANKS
    These banks are those banks that are owned and run by private sector. An individual has
    control over these banks in proportion to the shares of the banks held by him. Private sector
    banks came into existence to supplement the performance of Public sector banks and serve the
    needs of the economy better. As the public sector banks were merely in the hands of the
    government, banks had no incentive to make profits and improve the financial. The main

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  3. S. Nava Rethna Bala Kumari, Dr. R. Rathiha

    difference is only that public sector banks follow the RBI Interest rules strictly but private
    sector banks can effect some changes but only after approval from the RBI

    4. WHY HUMAN RESOURCE MANAGEMENT IS IMPORTANT FOR
    BANKS
    Human Resource Management is important for banks because banking is a service industry.
    Management of people and risk are two key challenges faced by banks. Efficient risk
    management may not be possible without efficient and skilled manpower. Banking has been
    and will always be a „People Business‟. Though pricing is important, there may be other valid
    reasons why people select and stay with a particular bank. Banks must try to distinguish
    themselves by creating their own niches or images, especially in transparent situations with a
    high level of competitiveness. In coming times, the very survival of the banks would depend
    on customer satisfaction. Values need to be emphasized through concrete actions on the
    ground and it would be the bank‟s human resource that would deliver this.

    5. STATEMENT OF THE PROBLEM
    The pace of change and the uncertainty about how markets will evolve has made it
    increasingly important for companies to be aware of the employee selection practices they
    participate in and to understand the roles that they play. The ability to continuously learn the
    evolving bank dynamics, coupled with competence in aligning the HRD practices to changing
    requirement, is one of the key sources of competitive advantage in present context. But
    sometimes, despite the ability and competence, the banks fail to align their employee
    recruitment and selection practices with the fast changing requirement. Therefore, there is a
    great need to research the challenges in the existing employee selection practices in the
    banking sector in India Hence, the present study entitled “Impact of employee‟s recruitment
    process in public and private sector banks”, has been undertaken. The area covered is kanya
    kumari district only and the study is restricted to the public sector and private sector banks
    employees.

    6. OBJECTIVES OF THE STUDY
    In the light of the domain for research identified so far, the following objective have been set
    for the present study, To Analysis of employees‟ perceptions as to recruitment and slection
    process in public sector and private sector banks.

    7. RESEARCH METHODOLOGY
    This research study has been conducted and analyzed on the basis of primary data. Primary
    data were collected by questionnaire method from public sector banks and private sector
    banks. Five hundred respondents from the sample of public sector and private sector bank
    employees have been collected for this study. The data is collected based on stratified random
    sampling method. Secondary information sources used for the present research include the
    journals and magazines and also include websites of banks.

    7.1. Employees’ Perceptions as to Recruitment and Selection Process
    The table describes the perceptions of the respondent employees on recruitment and the
    selection process applied in the sample public sector and the private sector banks as indicated
    by their responses which have been measured on five-point Likert Scale. To test whether there
    is any significant difference among sector wise analysis of employees‟ perceptions as to
    recruitment and selection process‟s‟ test has been applied.

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  4. Employees Perception on Recruitment and Selection Process in Public and Private Sector Banks

    Table 1 Sector Wise Analysis Of Employees‟ Perceptions As To Recruitment And Slection Process
    SL:NO Variables Mean score t- P
    Public Private Statistics Value
    1 Well defined recruitment and selection system is 4.8120 4.6040 64.747* .000
    followed in our bank.
    2 Line managers and HR managers participation is 4.0880 4.1920 .455 .500
    high while recruitment and selection.
    3 Valid and standardized tests are used in the 3.8920 4.0080 8.362* .004
    selection process of employees.
    4 Selection system is based on those having the 3.7520 3.9820 17.493* .000
    desired knowledge, skill and attitudes.
    5 Bank uses comprehensive selection process 3.6600 3.4640 7.516* .006
    before rending a decision.
    6 Bank uses assessment centers for selection. 3.8640 3.8480 10.293* .001
    7 Bank uses unbiased test and interviewing 3.8320 3.6400 5.492* .019
    techniques for employee selection.
    8 Bank selects employees without any bias. 3.9080 3.6480 5.492* .019
    9 A strong merit criterion is available for 3.8360 3.8600 4.856* .028
    employee selection.
    10 Bank uses attitude and desire to work in a team 3.9640 3.8680 .068 .795
    and individual as a criterion in employee
    selection.
    11 Moral of the existing employees can be lowered 4.0280 3.6720 17.711* .000
    due to poor process of recruitment and selection.
    12 Dedication of employees towards performance 3.0320 3.1800 1.377 .241
    can increased due to fair practice in recruitment
    and selection.
    13 Corporate social responsibility can lead to 3.2680 3.3680 1.709 .192
    attraction of employees towards the bank.
    14 Usage of competency model in selection process 4.0560 3.8320 5.571* .019
    may bring transparency in recruitment and
    selection.
    15 In selection process innovative techniques play 3.7040 3.8840 11.072* .001
    an effective role.
    16 There is a vast scope for improvement in current 3.9000 3.6280 5.492* .019
    process of hiring.
    17 The environmental factor affects the recruitment 3.9000 3.9240 7.068* .008
    and selection process like (political, job market).
    18 The hiring process helps in identifying the 4.0320 3.6960 13.678* .000
    competence both visible and hidden aspects.
    19 Current practices effectively help in reducing the 3.8080 3.7280 .587 .444
    gap between available supplies against the
    forecasted demand.
    20 Employer branding plays key role in more 2.7640 3.1600 4.307* .038
    successful recruitment and retention of top
    talent.
    Overall recruitment process 3.8050 3.7593
    Note: Data in parenthesis is percentage
    Source: Primary Data

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  5. S. Nava Rethna Bala Kumari, Dr. R. Rathiha

    7.2. Significant at Five Percent Level
    From the above, it is seen that among public sector bank employees‟ recruitment and selection
    process is high for the variables, „Well defined recruitment and selection system is followed
    in our bank‟, „Line managers and HR managers participation is high while recruitment and
    selection‟, „Usage of competency model in selection process may bring transparency in
    recruitment and selection‟, „The hiring process helps in identifying the competence both
    visible and hidden aspects‟, since they have the highest mean scores of 4.8120, 4.0880,
    4.0560 and 4.0320 respectively. They have the lowest process for the variables, „Employer
    branding plays key role in more successful recruitment and retention of top talent‟,
    „Dedication of employees towards performance can increased due to fair practice in
    recruitment and selection‟, „Corporate social responsibility can lead to attraction of employees
    towards the bank‟, since it has the lowest mean scores of 2.7640, 3.0320 and 3.2680
    respectively.
    Private sector bank employees‟ recruitment and selection process is high for the variables,
    „Well defined recruitment and selection system is followed in our bank‟, „Line managers and
    HR managers participation is high while recruitment and selection‟, „Valid and standardized
    tests are used in the selection process of employees‟, „The environmental factor affects the
    recruitment and selection process like (political, job market)‟, since they have the highest
    mean scores of 4.1920, 4.0880, 4.0560 and 4.0320 respectively. They have the lowest process
    for the variables, „Employer branding plays key role in more successful recruitment and
    retention of top talent‟, „Dedication of employees towards performance can increased due to
    fair practice in recruitment and selection‟, „Corporate social responsibility can lead to
    attraction of employees towards the bank‟, since it has the lowest mean scores of 3.1600,
    3.1800 and 3.3680 respectively.
    Overall recruitment process is high among public sector bank employee‟s (mean score
    3.8050) compared to private sector bank employee‟s (3.7593). Perhaps this may be because of
    the bank employee‟s most preferable to joint public sector banks than private sector banks.
    Regarding the employees‟ recruitment and selection process in public and private sector
    banks significant difference have been identified in the case of all the twenty variables except
    five variables, „Line managers and HR managers participation is high while recruitment and
    selection‟, „Bank uses attitude and desire to work in a team and individual as a criterion in
    employee selection‟, „Dedication of employees towards performance can increased due to fair
    practice in recruitment and selection‟, „Corporate social responsibility can lead to attraction of
    employees towards the bank‟, „Current practices effectively help in reducing the gap between
    available supplies against the forecasted demand‟, since their respective „t‟ statistics are
    significant at five percent level.

    7.3. Factor loading for the variables in recruitment and selection process
    In this study twenty variables relating to the factor of recruitment and selection process
    among public sector and private sector banks namely „Well defined recruitment and selection
    system is followed in our bank‟, „Line managers and HR managers participation is high while
    recruitment and selection‟, „Valid and standardized tests are used in the selection process of
    employees‟, „Selection system is based on those having the desired knowledge, skill and
    attitudes‟, „Bank uses comprehensive selection process before rending a decision‟, „Bank uses
    assessment centers for selection‟, „Bank uses unbiased test and interviewing techniques for
    employee selection‟, „Bank selects employees without any bias‟, „A strong merit criterion is
    available for employee selection‟, „Bank uses attitude and desire to work in a team and
    individual as a criterion in employee selection‟, „Moral of the existing employees can be

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  6. Employees Perception on Recruitment and Selection Process in Public and Private Sector Banks

    lowered due to poor process of recruitment and selection‟, „Dedication of employees towards
    performance can increased due to fair practice in recruitment and selection‟, „Corporate social
    responsibility can lead to attraction of employees towards the bank‟, „Usage of competency
    model in selection process may bring transparency in recruitment and selection‟, „In selection
    process innovative techniques play an effective role‟, „There is a vast scope for improvement
    in current process of hiring‟, „The environmental factor affects the recruitment and selection
    process like (political, job market)‟, „The hiring process helps in identifying the competence
    both visible and hidden aspects‟, „Current practices effectively help in reducing the gap
    between available supplies against the forecasted demand‟, „Employer branding plays key
    role in more successful recruitment and retention of top talent‟ have been analyzed with the
    help of factor analysis.

    Table 2 Rotated Component Matrix Recruitment And Selection Process
    Variables Merit Current Techni Attitu Selecti Select Enviro
    Sl: criterion practices ques de on ion nment
    No proces syste al
    s m factor
    1 Bank uses comprehensive .828
    selection process before rending
    a decision.
    2 A strong merit criterion is .723
    available for employee
    selection
    3 Bank selects employees without .628
    any bias
    4 The hiring process helps in .881
    identifying the competence both
    visible and hidden aspects
    5 Moral of the existing .719
    employees can be lowered due
    to poor process of recruitment
    and selection
    6 Current practices effectively .710
    help in reducing the gap
    between available supplies
    against the forecasted demand
    7 Corporate social responsibility .526
    can lead to attraction of
    employees towards the bank
    8 Line managers and HR .813
    managers participation is high
    while recruitment and selection
    9 Bank uses unbiased test and .742
    interviewing techniques for
    employee selection.
    10 Bank uses assessment centers .636
    for selection.
    11 Employer branding plays key .748
    role in more successful
    recruitment and retention of top
    talent.
    12 Dedication of employees .724
    towards performance can

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  7. S. Nava Rethna Bala Kumari, Dr. R. Rathiha

    increased due to fair practice in
    recruitment and selection.
    13 Bank uses attitude and desire to .690
    work in a team and individual
    as a criterion in employee
    selection.
    14 There is a vast scope for .779
    improvement in current process
    of hiring.
    15 Valid and standardized tests are .603
    used in the selection process of
    employees.
    16 Usage of competency model in .551
    selection process may bring
    transparency in recruitment and
    selection.
    17 Selection system is based on .514
    those having the desired
    knowledge, skill and attitudes.
    18 Well defined recruitment and .810
    selection system is followed in
    our bank.
    19 In selection process innovative .820
    techniques play an effective
    role.
    20 The environmental factor .676
    affects the recruitment and
    selection process like (political,
    job market).
    Eigen value 2.723 2.666 2.413 2.107 1.841 1.664 1.492
    Percent of variation explained 13.616 13.328 12.064 10.537 9.204 8.318 7.461
    KMO measure of sampling Bartlett‟s test of sphericity:
    Adequacy : 0.732 Chi-square value :4516.453
    Df :190
    Significance value :.000

    Extracted method: Principal component analysis
    Rotation method: Varimax with Kaiser Normalization

    The KMO measure of sampling adequacy and Bartlett‟s test of sphericity have been
    conducted to test the validity of data, since their KMO measure is greater than 0.5 i.e. (.732)
    and the chi- square value is 4516.453 at degrees of freedom which is significant at five
    percent level. The above table indicates the rotated factor loading for the twenty variables. It
    is clear from that table that all the twenty variables have been extracted into seven factors.
    The number of variables in each factor, Eigen value and the percent of variance explained
    by the factor are presented in the table .3

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  8. Employees Perception on Recruitment and Selection Process in Public and Private Sector Banks

    Table 3 Factor Loading for Recruitment and Selection Process
    Sl:NO Factors Number of Eigen value Percentage of Cumulativepercenta
    variables variation ge of variation
    explained explained
    1 Merit criterion 3 2.723 13.616 13.616
    2 Current practices 4 2.666 13.328 26.944
    3 Techniques 3 2.413 12.064 39.008
    4 Attitude 3 2.107 10.537 49.545
    5 Selection process 4 1.841 9.204 58.749
    6 Selection system 1 1.664 8.318 67.067
    7 Environmental 2 1.492 7.461 74.528
    factor
    Source: Computed data

    The highly viewed factor is „Merit criterion‟ since its Eigen value is 2.723. „Merit
    criterion‟ has the variance of 13.616 percent. „Bank uses comprehensive selection process
    before rending a decision‟ has a high factor loading of .828, followed by „A strong merit
    criterion is available for employee selection‟.723and „Bank selects employees without any
    bias‟.628 are the variables included in this factor. The second factor considered is „Current
    practices‟ which has a percentage of variance of 13.328 and its Eigen value is 2.666. This
    factor variables are „The hiring process helps in identifying the competence both visible and
    hidden aspects‟ .881, „Moral of the existing employees can be lowered due to poor process of
    recruitment and selection‟ .719, „Current practices effectively help in reducing the gap
    between available supplies against the forecasted demand‟ .710 and „Corporate social
    responsibility can lead to attraction of employees towards the bank‟ .526. Third factor is
    „Techniques‟ since its Eigen value is 2.413. This factor explains the variable considered in
    recruitment and selection process to the extent of 12.064 Percent. „Line managers and HR
    managers participation is high while recruitment and selection‟ (.813), „Bank uses unbiased
    test and interviewing techniques for employee selection‟ (.742) and „Bank uses assessment
    centers for selection‟ (.636) are the variables included in the factor „Techniques‟. Fourth
    factor is „Attitude‟ since its Eigen value is 2.107. „Attitude‟ has the variance of 10.537
    percent. „Employer branding plays key role in more successful recruitment and retention of
    top talent‟.748, „Dedication of employees towards performance can increased due to fair
    practice in recruitment and selection‟ .724 and „Bank uses attitude and desire to work in a
    team and individual as a criterion in employee selection‟ .690 are the variables included in
    this factor. The next factor considered is „Selection process‟ which has a percentage of
    variance of 9.204 and its Eigen value is 1.841. This factor variables are „There is a vast scope
    for improvement in current process of hiring‟ .779, „Valid and standardized tests are used in
    the selection process of employees‟ .603, „Usage of competency model in selection process
    may bring transparency in recruitment and selection‟ .551 and „Selection system is based on
    those having the desired knowledge, skill and attitudes‟ .514. The next factor is „Selection
    system‟. Its Eigen value is 1.664. The variance explained by the factor is 8.318 percent. The
    variables „Well defined recruitment and selection system is followed in our bank‟ .810. The
    last factor narrated in the Factor Analysis is „Environmental factor‟ since its Eigen value is
    1.492. The variance explained by the factor is 7.461 percent. The variables „In selection
    process innovative techniques play an effective role‟ .820 and „the environmental factor
    affects the recruitment and selection process like (political, job market)‟ .676 is the variables
    included in this factor.

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  9. S. Nava Rethna Bala Kumari, Dr. R. Rathiha

    8. SUGGESTIONS
     HR department is meant to perform various important functions in bank. But the most
    important is to recruit the employees. Other functions are also important but the importance as
    indicated by the bank varies and respondent have differences of opinion on it.
     The main important thing for an organization is the recruitment, which exists in this bank, is
    assumed traditional. In this case, what they can do is that they can go for campus recruitment,
    hire institute for helping them recruiting people.
     The bank can also go for online recruitment, which is a modern method.
     The public and private sector bank is running a well-designed recruiting process but they
    should follow an influence free and fair judgmental decision to recruit any new employee.
     The public and private sector bank should analyze the recruitment and selection process as per
    the opinions of the employees by consolidating with the policy of the bank.

    9. CONCLUSIONS
    For the recruitment and selection of good employees in banks or in any other organization
    proper procedure is to be followed. As discussed above the various process of recruitment are
    followed by banks. With the accurate process of recruitment right kind of financial and non
    financial incentives are to be followed for selection of employees. As has been seen, the
    recruitment and selection process of the public and private sector bank has enough scope for
    improvement. The policy and process should be revised. The process they have been adopting
    so far has been somewhat effective, to adapt to the changing times, the process should be
    revised according to the results of the study.

    REFERENCES
    [1] Ayesha, T. (2011) “The Process of Recruitment and Selection in a Developing Country:
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    [3] Ewart, K and Susan, J. (2010) “Recruitment and Selection –the Great Neglect Topic”,
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    http://www.iaeme.com/IJM/index.asp 52 editor@iaeme.com

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