A STUDY ON EMPLOYEE RECRUITMENT AND

SELECTION PROCESS AT HIND MULTISERVICES

PVT LIMITED

A DISSERTATION submitted
in partial fulfilment of the requirement for the award of the degree of
MASTERS OF SOCIAL WORK
By:

NILESH PATEL
ENROLLMENT NO: 2022135469

UNDER THE SUPERVISION

OF:

PROF. MUKESH DEWANGAN

Associated Professor, Department of Social work

DEPARTMENT OF SOCIAL WORK

DASHRATH LAL SHARMA COLLEGE
Sarkanda, Bilaspur, (C.G.), India, 495009
UNDERTAKING

I declare that this written submission constitutes my personal ideas in my own words and

wherever others’ ideas or words have been included, it has been cited and the original source

has been referenced. All the academic principal of honesty and integrity have been adhered

upon and idea, data and facts have not been misrepresented or fabricated in my submission. I

also understand the fact that any violation of the above-mentioned clause can be a cause for

disciplinary action by the institute and can also evoke penal action from the sources which

have thus not been properly cited or from whom proper permission has not been taken when

needed.

Date: NILESH PATEL

Place: Bilaspur EN.NO -2022135469

 Certificate

This is to certify that the work contained in the dissertation entitled “A STUDY
ON EMPLOYEE RECRUITMENT AND SELECTION PROCESS AT
HIND MULTISERVICES PVT LIMITED”
submitted by NILESH PATEL for the award of the degree of Masters of Social
Work in DLS college is completed under my guidance in the session 2022-24.

The dissertation fulfils the requirements of the degree. The contents embodied
in the dissertation have not been submitted for the award of any other degree or
diploma in this or any University.

Place-Bilaspur Signature of Supervisor

Date- Designation- Professor

 ACKNOWLEDGEMENT

I wish to acknowledge with appreciation the numerous valuable suggestions, comments and

contribution made by Prof. MUKESH DEWANGAN. I shall always cherish my association

with him for his constant encouragement and support. I consider it my good fortune to have

got an opportunity to work under his guidance.

I also wish to acknowledge the contribution of MR. VISHNU PRASAD YADAV,

Department of HR of HIND MULTISERVICES (hindadihi seepat) in analysing the

feasibility of the project and his valuable suggestions based on their experience and

knowledge.

I also acknowledge the help provided by my family, especially my parents who stood by me

and gave me the strength to complete this thesis work successfully.

NILESH PATEL

EN.NO-2022135469
 ABSTRACT

The recruitment and selection process is a critical function within human resource
management, aimed at attracting, identifying, and hiring the most qualified candidates for an
organization. This process begins with a thorough job analysis to determine the specific
requirements and qualifications needed for a role. Subsequently, a recruitment strategy is
developed, often involving job postings, social media outreach, and recruitment agencies, to
attract a diverse pool of candidates.

Once applications are received, the selection process commences. This typically includes
initial screening to eliminate unqualified applicants, followed by more in-depth evaluations
such as interviews, assessments, and background checks. The goal is to assess candidates'
skills, experience, and cultural fit within the company. Effective recruitment and selection
ensure that the organization not only fills positions efficiently but also enhances its overall
performance by securing top talent. This process, when well-executed, supports the firm’s
strategic objectives and fosters a productive work environment.
Content
Index
CHAPTER 1
INTRODUCTION

1.1 Background

The recruitment and selection process is a cornerstone of human resource

management, deeply rooted in the evolution of organizational practices and
labor markets. Understanding its background involves examining how
recruitment strategies and selection methodologies have developed over time in
response to economic, social, and technological changes.

Historical Context

Early Recruitment Practices:

In the pre-industrial era, recruitment was primarily informal. Employers relied

on word-of-mouth and personal networks to find workers.
With the advent of the Industrial Revolution, the scale of businesses grew,
necessitating more structured recruitment practices. Factories and companies
began to advertise job openings in newspapers and public postings.

Post-Industrial Developments:

The 20th century saw significant changes in recruitment and selection due to
increased labour regulation, the rise of professional HR departments, and
advancements in organizational psychology.
World Wars I and II accelerated the development of systematic recruitment
processes to manage the large influx of workers and returning soldiers.

Evolution of Modern Practices

Technological Advancements:

The late 20th and early 21st centuries brought significant technological
innovations that transformed recruitment and selection processes.
The introduction of personal computers, the internet, and specialized software
enabled more efficient handling of large volumes of applications. Online job
boards, such as Monster and LinkedIn, revolutionized how companies attract
candidates.

Globalization and Talent Pools:

Globalization expanded the reach of companies, allowing them to recruit talent

from a worldwide pool. This increased diversity and brought new challenges in
terms of managing a multicultural workforce.
Companies began to emphasize employer branding to attract top global talent,
highlighting their culture, values, and unique benefits.

Legal and Ethical Considerations:

The evolution of labour laws and regulations around the world has shaped
recruitment and selection practices. Anti-discrimination laws, equal
employment opportunity regulations, and data protection laws have necessitated
more transparent and fair hiring processes.
Ethical recruitment practices have gained prominence, emphasizing the
importance of fairness, diversity, and inclusion.

Current Trends and Innovations

Digital Transformation:

The digital age has introduced tools like Applicant Tracking Systems (ATS),
Artificial Intelligence (AI), and machine learning algorithms to streamline the
recruitment process. These technologies help in efficiently sorting through
resumes, matching candidates with job profiles, and predicting candidate
success.

Social Media and Networking:

Social media platforms have become vital in recruitment, allowing companies

to reach passive candidates who may not be actively looking for a job but could
be enticed by new opportunities. Platforms like LinkedIn, Twitter, and Facebook
play significant roles in talent acquisition strategies.

Data-Driven Recruitment:

The use of big data and analytics in recruitment has enabled companies to make
more informed decisions. Analysing data from various stages of the recruitment
process helps in understanding candidate behaviours, improving job
descriptions, and enhancing overall hiring strategies.
Focus on Candidate Experience:
Modern recruitment emphasizes a positive candidate experience, recognizing
that the recruitment process is a reflection of the company’s brand. Providing
timely feedback, maintaining clear communication, and ensuring a smooth
application process are critical components.

The recruitment and selection process is a multifaceted function of human

resource management that plays a vital role in an organization’s success. This
detailed process ensures that the right individuals are hired, contributing to the
overall performance and strategic goals of the company. The process can be
broken down into several key stages:

Job Analysis and Planning:

Job Analysis: The first step involves a comprehensive job analysis to determine
the specific duties, responsibilities, and qualifications required for the position.
This includes identifying the skills, knowledge, and abilities necessary for job
performance.

Job Description and Specification: Based on the job analysis, detailed job
descriptions and job specifications are developed. The job description outlines
the tasks and responsibilities of the role, while the job specification details the
qualifications and experience required.

Recruitment Strategy Development:

Internal Recruitment: This involves promoting current employees or

transferring them to new roles within the organization. It can enhance employee
morale and reduce training time.
External Recruitment: Engaging external candidates through various channels
such as job postings on company websites, online job boards, social media,
recruitment agencies, and campus recruitment. This approach can bring in new
skills and perspectives to the organization.
Sourcing Candidates:

Attracting Applicants: Effective job advertisements are crafted to attract a

diverse pool of candidates. These ads should clearly outline the job role,
required qualifications, and the benefits of working for the organization.
Employer Branding: Promoting the organization’s culture, values, and work
environment to attract top talent. A strong employer brand can significantly
enhance recruitment efforts.
Screening and Shortlisting:

Application Review: Initial screening of resumes and applications to identify

candidates who meet the minimum requirements.

Automated Screening Tools: Utilizing applicant tracking systems (ATS) to

streamline the process and filter out unqualified candidates.
Shortlisting: Narrowing down the pool of applicants to a manageable number
for further assessment.

Assessment and Selection:

Interviews: Conducting various types of interviews, including phone interviews,

video interviews, and face-to-face interviews. These interviews can be
structured, semi-structured, or unstructured.
Assessment Tests: Implementing skills tests, personality assessments, cognitive
ability tests, and situational judgment tests to evaluate candidates’ competencies
and suitability for the role.
Background Checks: Performing background checks to verify the accuracy of
candidates’ claims regarding their education, employment history, and criminal
records.
Reference Checks: Contacting previous employers or other references to gain
insights into the candidates’ work ethic, performance, and behaviour.
Decision Making and Job Offer:

Selection Decision: Based on the assessment results and interviews, the

selection panel decides on the most suitable candidate for the role.
Job Offer: Extending a formal job offer to the selected candidate, including
details about the salary, benefits, and other terms of employment. Negotiations
may take place at this stage.

Onboarding and Integration:

Onboarding Process: Welcoming the new employee and providing the necessary
orientation and training to help them integrate into the organization. Effective
onboarding ensures that new hires are productive and engaged from the outset.
Continuous Improvement:

Evaluation and Feedback: Continuously evaluating the recruitment and

selection process to identify areas for improvement. Gathering feedback from
new hires and hiring managers can provide valuable insights.
Metrics and Analysis: Tracking key performance indicators (KPIs) such as time-
to-hire, cost-per-hire, and quality of hire to assess the effectiveness of the
recruitment process.

By meticulously following these steps, organizations can enhance their

recruitment and selection process, ensuring they attract and retain the best talent
to drive their success and achieve their strategic objectives.

CHAPTER 2
LITERATURE REVIEW

Introduction:
Chapter one broadly introduced the research aim and objectives and presented an overview
of the organization of the thesis. This chapter reviews critically employee recruitment and
selection in organisations and from the perspective of human resource management. The
development of a conceptual framework is also included.

2.1 The Concept of Recruitment and Selection

According to Windolf (1986), the choice of a particular recruitment strategy by a firm is

specific to the resources available to the organization at hand and its environmental
dynamics. Boxall, Purcell and Wright (2007), highlight five different questions an
organization has to answer to have an effective recruitment strategy in order to pursue its
survival and success. Those questions are “Whom to recruit?”, “Where to recruit?”, “What
recruitment sources to use?”, “When to recruit?” and “What message to communicate?” The
notion of effectiveness in this study relates to the manner by which organisations implements
its employment policies. The essence is to understand whether such policies are applied
appropriately in the way they have been designed.
As discussed by Jackson et al. (2009), human resource management approaches in any
business organization are developed to meet corporate objectives and materialization of
strategic plans. The nature of recruitment and selection for a company that is pursuing HRM
approach is influenced by the state of the labour market and their strength within it.
Furthermore, it is necessary for such companies to monitor how the state of labour market
connects with potential recruits via the projection of an image, which will have an effect on
and reinforce applicant expectations. Bratton & Gold (1999), were of the view that
organizations are now developing models of the kind of employees they desire to recruit, and
to recognize how far applicants correspond to their models by means of reliable and valid
techniques of selection.

Also related to the success of a recruitment and selection process are the strategies an
organization is prepared to employ in order to identify and select the best candidates for its
developing pool of human resources. Organizations seeking recruits for base-level entry
positions often require minimum qualifications and experiences. These applicants are usually
recent high school or university/technical/college graduates many of whom have not yet
made clear decisions about future careers or are contemplating on engaging in advanced
academic activity. At the middle levels, senior administrative, technical and junior executive
positions are often filled internally. The push for scarce, high-quality talent, often recruited
from external sources, has usually been at the senior executive levels. Most organizations
utilize both mechanisms to effect recruitment to all levels. The focus of recruitment and
selection according to Montgomery (1996), is on matching the capabilities and inclinations of
prospective candidates against the demands and rewards inherent in a given job.

Odiorne (1984), postulated that the quality of recruitment practices put in place by an
organisation is a function of the quantity of application that will be received; he stated further
that the relative effectiveness of the next human resources phase (selection) is inherently
dependent upon the quality of applicant attracted. Furthermore, Smith and Robertson (1993),
agreed with the above assertion by stating that the more effectively the recruitment phase is
implemented and carried out, the easier and accurate the selection process becomes in making
decisions on which applicant to select. Odiorne (1984), added that the result of effective
recruitment and selection are the reduction on labour turnover, good employee morale and
improves organisation performance.

2.2 Definition of Recruitment

Various researchers have contributed to the field of HRM, and have offered intensive and
profound knowledge on the branches of HRM especially on recruitment and selection. Below
is some of the different definitions of recruitment;

Recruitment is the process of generating a pool of capable candidates applying to an

organisation for employment (Gold, 2007). This suggests that applicants with experience and
qualifications most closely related to job specifications may eventually be selected.
Organisations become concerned when the cost of a mistake in recruitment is high.
According to Armstrong (2006), the aim is to obtain, at a minimum cost, the number of
suitable and qualified candidates to satisfy the needs of the organisation. The organisation
attracts candidates by means of identifying, evaluating and using the most appropriate
sources of applicants. El-Kot and Leat (2008), observation is that recruitment begins with
advertising existing vacancies.
According to Eze (2002), recruitment is the process of finding and attempting to attract job
candidates who are suitably qualified and therefore capable of filling vacancies in job
positions effectively. The purpose is to encourage them to apply for the vacant position.
Costello (2006), affirm that recruitment is a set of activities and processes used to legally
obtain adequate number of qualified applicants at the right place and time to enable applicant
and the organization to select each other for their own optimum interest.

Furthermore in (2007), the chartered institute of personnel management of Nigeria (CIPM)

gave the definition of recruitment as the process of identifying and attracting or encouraging
individuals with the requisite skills and profile (potential candidates) to apply to fill existing
or future vacant positions in the organization by making them aware that such vacancies
exist.

Another scholar Jovanovic (2004), augured that recruitment is a process of attracting a great
pool of high-quality applicants to select the best among them. Omale (1992), in “past practice
in personnel management in the Nigeria civil service: issues and procedures” detained
recruitment as the process which starts from getting an applicant interested enough in a job
and in a particular organization to write an application and the process stops when his
application has been received in the organization.

Judging from the above various definition of recruitment as given by professional and
scholars, it is apparent that recruitment borders or deals with the plan advertisement of
exiting vacant position in an organization in order to wool or attract suitable and qualify
applicant to apply for the vacant position or offices for employment in the said organization.
Based on the above recruitment is a very specialized field in Human Resources practices as it
involves techniques that will adequately identify the pool of skilled and quality applicants.

2.3 Sources of Recruitment:

Full-cycle recruiting is a term used by human resources specialists who manage the
recruitment process from start to finish as shown in Figure 2.1. Full-cycle recruiting begins
with sourcing candidates, which means looking for prospective applicants whose
qualifications might be suitable for the job openings you have.
Sourcing has evolved in the past several years with the proliferation of job and career sites.
Every organisation has the option of choosing the candidates for its recruitment processes
from two kinds of sources: internal and external sources. The sources within the organisation
itself (like transfer of employees from one department to other, promotions) to fill a position
are known as the internal sources of recruitment. Recruiting candidates from all the other
sources (such as outsourcing agencies etc.) are known as the external sources of recruitment.

2.4 Definition of Selection

Mondy (2010: 136), refers to selection as „the process of choosing from a group of applicants
those individuals best suited for a particular position in an organization. ‟ Whereas the
recruitment process is aligned to encourage individuals to seek employment with the
organisation, the selection process is to identify and employ the best-qualified and suitable
individuals for specific positions. Traditionally, it was assumed that organisations could
choose amongst applicants and that they would accept all job offers. However, attracting a
large number of applicants was not the problem, but recruiting the right applicants became
the main concern amongst employers (Branine, 2008). With the oversupply of unskilled
applicants (Nzukuma & Bussin, 2011), it can be assumed that employers would be very
careful before selecting any applicants. Employer decisions about the selection of employees
are central to the operation of organizations and to a series of outcomes that matter to
individuals, organizations, and society.

Amos et al. (2004), as well as Mathis and Jackson (2006), define selection as the process of
selecting the most suitable applicants. The process, according to them, is guided by
predetermined selection criteria such as job descriptions, job specifications and job profiling
and commences after the recruitment process has been completed. Robbins et al. (2001),
point out that the objective of the selection process is to match the applicants‟ ability,
knowledge, skills and experience with job requirements in a fair and legal manner. This
means that selection panels, in their quest to select applicants with potential. Perhaps the most
basic question in this area is why employers engage in selection efforts at all.
2.5 Selection Process
Employer decisions about the selection of employees are central to the operation of
organizations and to a series of outcomes that matter to individuals, organizations, and
society. Perhaps the most basic question in this area is why employers engage in selection
efforts at all. Managers who are involved in hiring employees need to understand the skills
and abilities that are required in a particular job and determine which candidates have those
capabilities. Interviews, reference checks, tests, applications and résumés can all help identify
differences among candidates. Managers can make their selection decisions with a fuller
awareness of the applicants‟ strengths and weaknesses (Tjosvold and Newman, 2003).
2.5.1 Screening
Screening, popularly known as short listing, is the first step after the recruitment process is
completed and applications received. In this step, all the applications received by the due date
are screened and those that do not correspond to the requirements stipulated in the
advertisement are immediately eliminated in this step. As Cuming (1994) and Nel et al.
(2009), caution, selection panels have to be careful not to discriminate against applicants with
potential. Their decisions should be guided by short-listing criteria that is developed against
the job requirements stipulated in the advertisements. Furthermore, they need to ensure that
enough time is set aside for short-listing.
2.5.2 Selection tests
Selection tests are often used as part of a selection procedure for occupations where a large
number of recruits are required, and where it is not possible to rely entirely on examination
results or information about previous experience as the basis for predicting future
performance. Tests usually form part of an assessment centre procedure. Intelligence tests are
particularly helpful in situations where intelligence is a key factor, but there is no other
reliable method of measuring it. Aptitude and attainment tests are most useful for jobs where
specific and measurable skills are required, such as typing or computer programming.
Personality tests are potentially of greatest value in jobs such as selling where „personality‟ is
important, and where it is not too difficult to obtain quantifiable criteria for validation
purposes. It is essential to evaluate all tests by comparing the results at the interview stage
with later achievements. To be statistically significant, these evaluations should be carried out
over a reasonable period and cover as large a number of candidates as possible. In some
situations, a battery of tests may be used, including various types of intelligence, aptitude and
personality tests. These may be a standard battery supplied by a test agency, or a custom-built
battery may be developed. The biggest pitfall to avoid is adding extra tests just for the sake of
it, without ensuring that they make a proper contribution to the success of the predictions for
which the battery is being used (Philipo, 2008).

2.5.3 Reference & background check

Usually, advertisements require that applicants provide the names and contact details of
people who can serve as referees to them in case their applications are considered. Reference
checks are used to verify the information that is supplied by applicant and are usually done
telephonically. Although most referees are reluctant to respond to certain questions (Mathis
and Jackson, 2006), reference checks can be used to gather as much information that will be
used in deciding whether to appoint or decline to appoint the applicants. References provide
the organization with other people’s perceptions of the candidate’s professional ability. The
company should contact the candidate’s previous employers and colleagues. Questions to ask
references might address the candidate's creativity and initiative. This is mostly the reason
why conditional job offers are given in other to check the authenticity of what the candidate
provided on the application form (Snell and Bohlander, 2010). References are one of the
more popular and „traditional‟ tools in the selection process. However, the validity and
reliability of references has been questioned, particularly with respect to their unstructured
and often ambivalent nature (Heraty and Morley, 1998).
2.5.4 Interview
Interviews are virtually used by all organizations for selection purposes. In support of this,
Newell and Tansley (2001), indicate that interviews are by far the most widely used personnel
selection procedure. With the use of interviews, managers of organizations get an opportunity
to meet the applicants directly. The interview also provides the applicants with an opportunity
to also learn more about the public institution. The purpose of the selection interview is to
gather as much information and to use such information to arrive at a selection decision
(Redman & Wilkinson, 2001:31). During the interview, panel members (interviewers)
normally pose questions to which the interviewee is expected to respond. Responses to the
questions are often captured by means of scores as determined the interviewers. The applicant
that obtains the highest score is recommended for appointment (Wilkinson, 2001:32).
Because of interview ambiguity, efforts must be made to ensure that all interviewees are
being asked the same questions (Gomez-Majia et al., 2004:175).
2.5.5 Physical Examination
Applicants are often expected to undergo test(s) to determine if they are fit to perform the job,
should they be appointed. The most common example of the employment tests that applicants
often undergo is a medical examination. Medical examination, also referred to as
preplacement medical testing, is conducted only where the applicants are required to use
physical strength to successfully perform their duties (Mathis and Jackson, 2006).
2.5.6 Job Offer
The next step in selection process is job offer to those applicants who have crossed all the
previous hurdles. In other words, it is the last step in the selection process. Development of
an offer via e-mail or letter is sometimes a more formal part of this process.
2.6 Challenges of Recruitment and Selection
According to Cooper et al. (2003) recruitment and selection of employees is the most
important job of a Human Resource person. CIPD (2009), suggest that effective recruitment
is central and crucial to the success of day-to-day functioning of any organization. The
success of recruitment depends upon finding the people with the right skills, qualification and
expertise to deliver organization objectives and the ability to make a positive contribution to
the values and aims of the organization (CIPD, 2009).

Briggs (2007), identified some of the problem affecting recruitment and selection as, the
increasing pressure for employment, utilization of informal sources of recruitment and
delegation of recruitment function. These problems have resulted to inadequate use of job
description and standard employee requirement in the process of recruitment. Kaplan and
Norton (2004), indicates that a common problem in recruitment and selection is poor Human
Resource Planning (HRM). This is particularly so with recruitment and selection policies and
practices. The key goal of HR planning is to get the right number of people with the right
skills, experience and competencies in the right jobs at the right time at the right cost.
Detailed and robust recruitment and selection policies, such as recruitment and selection
procedures, assessing criteria, talents auditing and processing the information about the
labour market are important in recruiting and deploying appropriate employees at the right
time. Batt (2002), affirms that recruitment and selection experience can also impact on the
likelihood that a candidate will accept a job offer and on their subsequent commitment to
remaining in the organization. Appointment decisions are the most important ones a manager
has to make; they affect the manager’s ability to achieve targets, the quality of services or
products delivered to the customer and the well-being of the whole team. Previous research
shows that the competency level of HR managers has a major influence on recruitment and
selection and experienced HR experts within the HR department will not only shorten
vacancy duration, but also improve the quality of the applicants. Moreover, effective
recruitment and selection is possible only if there is a dedicated and competent HR team
(Kaplan and Norton, 2004).
Conducting a thorough job analysis and identifying the right Caliber of candidates bring
about a good blend between applicants and the job. Argument has been given that under
qualified employees may not able to effectively perform their job positions due to lack of
knowledge and competencies, while on the other hand over qualified employees tend to
experience less job satisfaction due to their higher qualification than a desired level for a
given job. For every job in the organization as Armstrong (2006), identified, there are stages
by which a thorough job analysis must aim to achieve -defining requirement, preparing job
descriptions and specifications; deciding terms and conditions of employment, attracting
candidates, and reviewing and evaluating alternative sources of applicants inside and outside
the organization. Job analysis process generates information which is converted into tangible
outputs of a job description and a person specification, that is what has to be done and who
does it before recruiting for a new or existing position. It is important to invest time in
gathering information about the nature of the job since it prescribes relevant personal
qualities and attitudes as well as skills and knowledge required for the job (Pilbeam and
Corbridge, 2006).
Organizations in the selection process use methods such as application forms, interviews,
formal tests, references, assessment centres and official transcripts. An organization needs to
choose a method that is most appropriate to the job positions. HR experts generally drive the
staffing process and the purpose of the staffing is to fulfil the requirements of business, and
the skill levels presented by each new recruit is likely to be judged better if the line managers
are involved in the recruitment and selection process. In business strategy implementation,
the involvement of line managers in the entire staffing process (that is, drafting of job
descriptions, setting selection criteria and being on the panel of recruitment) is vital for
ensuring recruitment and selection to meet business needs. In other words, the line managers
are the owner of the recruitment and selection process along with HR playing a facilitator
role. (Dess and Jason, 2001).
Organization that are less selective or hire lower-skilled employees are likely to experience
significant effects on productivity, while hiring a mismatched employee can result in poor
performance and higher turnover rates (Batt, 2002). Scholars have argued that other key
issues and controversies run through analyses of human resource management and
recruitment and selection: efficiency, control, and the difficulty of orienting practice towards
social justice are often cited. The first two problematic, as (Burton, 2001) notes, have been
central to the management of people for as long as managers have been present in
organizations. The latter is also common across all organizations, but is a particular academic
and policy concern for smaller or growing organizations (Burton, 2001).
In recruitment and selection practice, the construction of formalized selection frameworks
and norms of acceptable discrimination maybe seen as an attempt to enable managers to
navigate between efficiency, control and social justice. In their advice on how to achieve the
perfect fit of person, organization and job, they argue that selecting on the basis of managerial
opinion is „utterly unscientific and unreliable and that managers are „liable to be turned this
way and that by the most inconsequential of considerations‟. In place of this unsatisfactory
state of affairs, these scholars propose that the physical self-provide the key to „unlocking the
inner secrets‟ of the individual seeking employment, and therefore should inform the
selection process. The underlying philosophy of this process is that everything about man
indicates his character and as much information as possible should be collected to inform a
decision- making.

Recruitment may be conducted internally through the promotion and transfer of existing
personnel or through referrals, by current staff members, of friends and family members.
Where internal recruitment is the chosen method of filling vacancies, job openings can be
advertised by job posting, that is, a strategy of placing notices on manual and electronic
bulletin boards, in company newsletters and through office memoranda. Internal recruitment
does not always produce the number or quality of personnel needed. According to McKenna
& Beech (2002), some of the organisations traditionally taken the employees from education
institutions have operated many processes to recruit the young people, who are in their final
year or just completed their studies. In such an instance, the organization needs to recruit
from external sources, either by encouraging employee referrals; radio advert, TV advert,
newspaper advert, professional association, employment agents, door to door, telephone,
recruitment from school, job fairs, talent hunt, job proofing, initial job offer and the use of
labour office.

2.7 Improving the Effectiveness of Recruitment and Selection

An HRM approach can be adopted to recruitment, which involves taking much more care in
matching people to the requirements of the organization as a whole as well as to the particular
needs of the job. Moreover, these requirements will include commitment and ability to work
effectively as a member of a team. As described by Townley (1989), both followed a
conscious recruitment policy with rigorous selection procedures. Aptitude tests, personality
questionnaires and group exercises were used and the initial pre-screening device was a
detailed „bio data‟-type questionnaire, which enabled the qualifications and work history of
candidates to be assessed and rated systematically. Subsequent testing of those who
successfully completed the first stage was designed to assess individual attitudes as well as
aptitude and ability.
The need for a more sophisticated approach to recruitment along these lines is characteristic
by HRM. The first requirement is to take great care in specifying the competences and
behavioural characteristics required of employees. At the very least, structured interviewing
techniques should be adopted. Wherever possible, psychological tests should be used to
extend the data obtained from the interview. Well-planned and administered assessment
centres are the best predictors of success in a job, but they are only practical for a limited
number of more complex or demanding jobs or for selecting graduates and entrants to
training programmes.

2.7.1 Staff Recruitment and Selecting Plan

This flow chart is aimed at enabling employers to recruit the right people for the right job. It
was realized that most companies did not have standard procedures it followed in recruiting
staff. This resulted in an inability to recruit the right Caliber of personnel, which lead to poor
performance, hence the need for a plan such as a flow chart for staff recruitment and selection
plan as shown in Figure 2.2
According to Jackson et al. (2009), recruitment involves searching for and obtaining qualified
applicants for the organization to consider when filling job openings. The aim of this plan is
to buttress the assertion of Richardson (2012), which states that acquiring high quality staff is
critical to an organization’s success. The proposed plan is in two parts that is the recruitment
process and methods and selection process and methods.
The recruitment process, (shown in Figure 2.2-flow chart), is the first process, followed by
the selection process in recruitment and selection which is outlined in Figure 2.3

2.8 Conceptual Framework

Recruitment and selection is characterised finally by potential difficulties and it is necessary

to keep abreast of developments in research in this field. One of the assets of every
organisation is its employees. To engage and employee’s services the employer needs to
undertake recruitment by creating a pool of applicants, which mainly leads to the selection of
qualified people to work in the organisation. Recruitment and selection also have an
important role to play in ensuring worker performance and positive organisational outcomes.
Two main sources of recruitment were identified - internal and external source of recruitment.
The components of internal source of recruitment consists of transfers, promotions, job
positing and job bidding.

Whilst the external source of recruitment are advertisement, e-recruitment, employee

referrals, employment agencies, labour office and educational and training establishment.
Selection process followed recruitment which entails, initial screening, interview, reference
check, selection test, job offer that mostly leads to organisational performance. The
conceptual framework explaining recruitment and selection practices in organisation as
shown in Figure 2.4.
2.9 Conclusion

The main intention of this chapter was to explain the theory of recruitment and selection.
Through the research, it became evident that there is an abundance of research on recruitment
and selection processes, mainly on how they are undertaken in organisations. In this chapter,
the study revealed recruitment definitions by different authors. Internal and external sources
of recruitment was identified. Selection process used to fish out qualified employees who
possess the required abilities, skills and behaviours was detailed explained. The study also
revealed challenges during recruitment and selection by organisations and the impact of
recruitment and selection practices on performance. Improving the effectiveness of
recruitment and selection was briefly discussed. Recruitment and selection help in
determining the destiny of organisations. Recruitment and selection processes should be
guided by organisation’s strategies, missions and objectives to avoid appointing candidates
with skills irrelevant for the attainment of objectives. However, it would be a waste of
resources to recruit, select and appoint competent applicants and not retain them. The success
of human resources departments is measured on their recruitment and performance of
competent employees.

CHAPTER 3
METHODOLOGY & ORGANIZATIONAL PROFILE

INTRODUCTION:
This chapter explains how the research was conducted. It starts with a brief definition of
research, the design, strategy, then followed by the method and procedures that were used in
collecting data: the population, sampling size and sampling technique, data collection, data
analysis and limitations. In addition is the organizational profile of the study area in
Hindadihi seepat.

3.1 Research methodology

Research is something that people undertake in order to find out things in a systematic
manner, thereby increasing their knowledge. It is noted that this definition captures two
significant phrases: “systematic way” and “to find out things”. “Systematic” suggest that
research is based on logical relationships and not just beliefs (Saunders and Thornhill, 2009).
It portrays the exact idea the researcher is carrying out (William, 2001). “To find out things”
suggests that, there are multiple possibilities or purposes for your research. These may
include describing, explaining, understanding, criticizing, and analysing. Research
methodology can be described as the framework associated with a particular set of
assumptions that can be used to conduct research (O‟Leary, 2004). Research methodology
also involves considering the methods of data collection and the theories and concepts
underpinning the research topic

3.1.1 Research Design

Research design is a plan, mode or conceptual structure of the research and type of approach
adopted in the study. It can also be explained as the blue print for the measurement of
variables, collection and analysis of data. The choice of research design depends on the
objectives of the 37 research in order to be able to answer the research questions (Crotty,
144). The study used a cross sectional survey design for data collection and data analysis. The
research design helped in examining relationships among the variables as argued by Fowler
(1993). Cross sectional survey design refers to the selection of a relatively large sample of
people from a predetermined population.

3.1.2 Research Strategy

The research based on assessing recruitment and selection practices of selected construction
firms in the Ashanti Region. Quantitative analysis was used as the research strategy to
achieve the research aim of investigating into recruitment and selection practices adopted by
these firms. The study used questionnaires. These approaches were satisfactory tools for
collecting data for the sample population to investigate the topic under study (Ritchie and
Lewis, 2003). Quantitative research is a formal, objective, systematic process in which
numerical data are used to obtain information (Burns & Grooves, 2005).

3.2 Sources of Data

The researcher used both primary and secondary sources of data for the study.

3.2.1 Primary Data

The primary data was obtained using the survey method. These include the distribution of
questionnaires and collection of data from key respondents and professionals pertaining to the
construction industry. In order to achieve the aim and objectives of the study, well-designed
questionnaire with both close-ended and open-ended questions were formulated to gather
information from appropriate respondents. The wordings were without bias and the questions
provided multiple-choice options, which gave the respondents the opportunity to present their
ideas by way of selecting from the options, provided. Data obtained was analysed using SPSS
to get meaningful conclusions and recommendations. The close-ended questions were used
because theorist such as Nachmias and Nachmias (1996), as cited in Naom, (2007) indicated
that their analysis is straightforward.
3.2.2 Secondary Data
Secondary data is data collected by someone other than the user. A clear benefit of using
secondary data is that much of the background work needed has already been carried out or
analysed (Funsho, 2012). Because the data already exist, you can evaluate them prior before
using it. These include desk review of both published and unpublished material including
policy documents, newspapers, internet, journals, articles, reports, bulletins, newsletters. The
secondary source was to get a deeper understanding of published information on worker
recruitment and selection within the Ghanaian construction industry. The information
gathered from these sources helped guide the second phase of the questionnaire structuring,
distribution and collection of data from the key respondents.

3.3 Sampling Technique

Sampling is the process of selecting observations (Babbie, 2008). The two types of sampling
are probability and non-probability sampling. The simple random sampling technique under
the probability sampling was used to select respondents from registered contractors with the
exception of the Human Resource Department. This is because the population will have an
equal chance of being selected. Significantly, the purposive sampling technique, which is a
non-probability sampling technique, was used to select respondents who deal directly with
recruitment and selection from the Human Resource Department. This was because the
researcher wanted to deal with only typical cases based on the objectives of the study.
3.4 Data Collection
The research tool used for data collection was questionnaires. The questionnaire covered all
the necessary information needed for the study. The developed questionnaires were
distributed to and retrieved from the respondents in person. This process of distribution and
retrieving of the questionnaires in person was taken for two reasons as suggested by Ahadzie
40 (2007) and cited in Danso (2010), first, to make sure that the questionnaires get to the
intended recipients and secondly, to help improve the response rate. In all, some of the
questionnaires were collected back on the same day while others were collected later from the
respondent. Questionnaire was generally designed in the following pattern:
 Part I: Personal data – gender, age, position, profession, academic qualification and
experience in the field of study.
 Part II: Recruitment and Selection issues – existing formal policy for the recruitment and
selection of employees, types of recruitment and selection processes usually used by
construction firms, which recruitment and selection affects workers performance and
challenges confronting the recruitment and selection processes by construction firms.
3.5 Data Analysis
After the responses were gathered, every type of data relating to the questions were separated
and gathered to answer different research objectives. The information received were
classified into answer categories and expressed as percentage frequencies. The research
methodology that was used is quantitative. Statistical Package for the Social Sciences (SPSS)
was used for the analysis.
3.6 Organizational Profile

The organisation profile focuses on the selected coal companies in Bilaspur region, precisely
in the Hindadihi Seepat. Bilaspur district in Chhattisgarh covers an area of approximately
8,272 square kilometres (India State Districts). When comparing Bilaspur's land area to other
major cities and districts in Chhattisgarh, it ranks as one of the larger districts. For instance:

Raipur, the capital city of Chhattisgarh, has an area of about 2,040 square kilometres,
significantly smaller than Bilaspur.
Durg district, another major region, spans around 2,239 square kilometres.
Korba district, which was carved out from the larger Bilaspur district in 1998, covers
approximately 7,14 square kilometres.
Bilaspur is notable for being one of the more populous and economically significant districts
in the state, with a diverse economy that includes agriculture, coal mining, and various
industries (India State Districts) (Census India). It serves as a commercial hub and is the
headquarters for South Eastern Coalfields Ltd. and the Chhattisgarh State Electricity Board.
The district's development is further highlighted by its inclusion in the Smart Cities Mission.

This comparison illustrates that Bilaspur not only covers a significant land area but also plays
a crucial role in the state's economy and infrastructure.

3.6.1 Organization in seepat :

This organization is named HIND SERVICES PVT LTD (hindadihi,seeppat,bilaspur) . This

company was established in 2004 by SATISH AGRAWAL, Main branch is in Bilaspur and
have other branches in different cities. It has a capacity of 200 labours. This company is a
coal washing company.

Washing coal is a process used to remove impurities and improve the quality of coal before it
is burned. Here's a general outline of the process:

Coal Preparation: The coal is first mined and brought to the surface.

Crushing and Screening: The mined coal is crushed into smaller pieces to facilitate handling
and transportation. It's then screened to separate it into various sizes, which helps in
achieving uniformity in the coal quality.
Coal Washing: This is the main process where impurities are removed. There are several
methods used for coal washing, including:

Physical Coal Cleaning: This method involves the use of water and various physical
processes to separate coal from impurities. Dense medium separation, jigging, and flotation
are common techniques used in physical coal cleaning.

Chemical Coal Cleaning: Chemical methods involve the use of various chemicals to dissolve
or alter impurities, making them easier to remove from the coal. However, chemical methods
are less common due to environmental concerns and cost.

Coal Drying: After washing, the coal may undergo a drying process to reduce its moisture
content, making it more efficient and cleaner to burn.

Dewatering: After washing, the coal slurry may contain excess water. Dewatering processes
such as centrifugation or filtration are used to remove this excess water, resulting in a drier
coal product.

Transport and Storage: Once washed and dried, the coal is transported to its destination,
whether it's a power plant, industrial facility, or storage site.

By washing coal, the quality of the coal is improved, which can lead to increased efficiency
and reduced environmental impact when burned for energy production. Additionally, washing
coal can also help to reduce emissions of pollutants such as sulphur dioxide and mercury.

Here are some pictures of the research site:

Figure:1
Figure:2

Figure:3
3.8 Conclusion
This chapter has outlined the research methodology, design and strategies used in the study,
including, data collection tools, data collection and analysis methods. The research design for
this study was descriptive that was analysed largely through quantitative methods and
statistics. The study area for the study was also included. This chapter also mentioned the
coal wash company in seepat, the historical development and the significance in the coal
wash industry.