Hrm Practices In Scb , Ubl And Citi Bank

1.0 Introduction: To enhance the knowledge an to make the students practical Lahore School of economics has made thesis research a compulsory part of the bachelors degree. I will be conducting research on Human resource management focusing the recruitment policies procedures and practices that are being implemented in Standard Chartered, CITI Bank and United Bank Limited. The objectives of this study are to identify general practices that Banks in Pakistan use to recruit the employees. This study also aims to determine which recruitment policies and practices are most effective. Determine how the recruitment policies and practices affect organizational outcomes.

For recruiting managerial/professional candidates, the Internet is the most popular advertising medium used by organizations. Organizations also regularly utilize internal resources (e.g., internal job postings and employee referrals) when recruiting both internal and external candidates. Different kinds of agencies are used to recruit for positions at different levels. Temporary and government agencies are used mainly to recruit non-management candidates. Employment agencies, colleges, and professional organizations are used more often to recruit managerial/professional candidates.

Organizations with the most effective selection systems were more likely to use the practices such as, behavior-based interviews, training and experience evaluations, ability tests, and biographical data. Organizations with highly effective selection systems experienced higher business outcomes (i.e., financial performance, quality of products and services, productivity, and customer satisfaction) and employee outcomes (i.e., employee satisfaction and retention of quality employees) than those with ineffective selection

systems.

© 2008 Hussain Raza , Lahore School Of Economics

1

The study of this proposal highlights the effects of recruitment, how it affects sales and the final output of the organization and whether better recruitment policies would lead the organization to achieve economies of scale.

1.1 Background: In the Banking sector the success or the failure mainly results on the performance of employees. The better the performance of the employee the better will be the output. The HR department of the banks keeps on looking for the person who they think is suitable for their job. Recruitment is a part of Human Resource Management and no organization can progress without proper Human Resource Practices. Recruitment refers to the process of finding right people for the right job or function. Recruitment polices and practices refer that how that person should be hired and are followed and carried out by the recruiters or the HR managers. Procedures refers that through which channel the policies and practices are implement, how the policies are implement and what ways should be adopted to carry out the human resources practices. Recruitment is the process of identifying and attracting potential candidates from within and outside an organization to begin evaluating them for future employment. Once candidates are identified, an organization can begin the selection process. This includes collecting, measuring, and evaluating information about candidates’ qualifications for specified positions. Organizations use these processes to increase the likelihood of hiring individuals who possess the right skills and abilities to be successful at

their

jobs.

Today’s tight labor market is making it more difficult for organizations to find, recruit, and select talented people. The competition for talent is intensifying, as there are fewer qualified applicants available. This shortage of applicants makes it all the more important for organizations to be able to effectively attract, select, and retain quality candidates.

© 2008 Hussain Raza , Lahore School Of Economics

2

1.2 Objectives: Standard charted and CITI bank are one of the leading international banks where as United Bank was previously owned by the Government of Pakistan and later on due to the privatization the bank is owned by some private company. Objectives of the study are to: •

compare the recruitment polices of the three banks

•

Determine who is actually following the policies in a manner to get the maximum benefits.

•

Determine the policies and criteria regarding the hiring of experienced people and fresh graduate students. The study of this proposal highlights the effects of recruitment, how it affects the

final output of Standard Chartered, CITI Bank and United Bank Limited and whether better recruitment policies would lead the organization to achieve the maximum benefits.

1.3 SCOPE: This work will cover the recruitment policies, procedures and practices in Standard Chartered , CITI Bank and United Bank Limited, the implementation and the factors that effects the recruitment polices and procedures. The scope of this work is to analyze the HR recruitment policies in order to know their implementation with in Standard Charted, CITI Bank and United Bank Limited. Also to explore the factors that effect the recruitment polices. This research work will be conducted in a way to get the maximum knowledge about the main recruitment procedures that are being followed by the banks i.e. Standard charted, CITI bank and United bank limited. The human resource department of these banks will be examined and studied for the analysis; surveys will be conducted from the resource department personals as well from the employees through questioners or interviews to get the required data.

© 2008 Hussain Raza , Lahore School Of Economics

3

1.4 Justification: This research study will help in understanding the recruitment polices of banks and will explain the practices and procedures carried out by the Banks. For the students this research study will become a secondary data and will help in understanding the recruitment system of banks in Pakistan 1.5 Problem Definition & Development The topic under study is “Recruitment Policies and procedures”. This study shall seek to explore the traditional model of recruitment practice, which deals with selection design & validation, job analysis, competency models, reliability, validity and utility. To conduct this study questionnaires need to be filled and a field research needs to be conducted in order to find out what different policies organizations pursue in hiring their employees. After this, we will do hypothesis testing where our dependent variable is selection of candidates and the independent variables are age, gender, race, work experience, educational level, educational institution, previous on-job training, leadership qualities, attitude, commitment, and job application. The problems which can be faced •

Do the recruitment policies procedures and practices play an important function with in Standard Chartered, CITI Bank and United Bank Limited?

•

Are these Policies properly implemented with in these Banks?

•

Do the procedures that has been followed by these banks are in accordance with the policies?

•

Is there any role of gender discrimination?

•

Is there a role of biasness of managers in the recruitment?

•

Does the recruitment Policy give equal opportunity to every person?

© 2008 Hussain Raza , Lahore School Of Economics

4

1.6 Questions for Managers 1. What are the effects of the recruitment of a particular candidate for a proposed job? 2. Does effective recruitment affect sales and the final output of the organization? 3. Whether better recruitment policies would lead the organization to achieve economies of scale. 4. Does effective recruitment mean equal opportunities for all applicants? 5. How can managers ensure effective recruitment procedures?

2.0 Variable Identification: Dependent variable: • Recruitment polices procedures and practices. Independent Variables: •

Gender

•

Biasness

•

Managers

•

Hiring Cost

•

Outsourcing

•

Advertisement

•

Reactively Hiring

•

Quality and quantity of skilled people

•

Human resource practices of industry

© 2008 Hussain Raza , Lahore School Of Economics

5

3.0 Definition of Variables: Gender: Gender states the recruitment of male and female Biasness: The hiring of any candidate on personal favor and carrying out any policy according to own interest. Managers: Those people who carry out the recruitment policies, procedures and practices. Hiring Cost: The cost that arises in hiring the employees Advertisement: The source through which the organization informs the people about its job and requirement. Out Sourcing: The recruitment of employees through recruiting agents or companies outside the organization. Reactively Hiring: Hiring of employees according to the situation. Quality and Quantity of skilled Labor: The availability of skilled labor in excess quantity produced by the different institutions and universities.

© 2008 Hussain Raza , Lahore School Of Economics

6

3.1 Theoretical Framework:

Biasness

Managers

Human Resource Practices Of Industry

Gender

Quality and Quantity of skilled people

Recruitment policies Procedures and practices

Interviews

Outsourcing HR manuals In sourcing

Reactively Hiring

© 2008 Hussain Raza , Lahore School Of Economics

7

4.0 LITRATURE REVIEW: DR. John Sulivan discussed the top trends and tips that are being applied today in his article “Best recruiting Practices to Copy”. The article discussed the different recruitment polices applied by the HR heads of the world leading companies e.g. Starbucks HR head demonstrates that the recruiting organizations can prepare for the future by identifying statistical correlations between external environment. Some organizations use simulations to both recruit and train employees. College recruitment is also a fine practice. The article “to outsource or not to outsource” discuses both the points of outsourcing and hiring the employees by the organization itself. The outsourcing recruitment responsibilities of reasons of expertise, specialism, access to thousand of quality candidates whereas in house recruitment benefits in a way that outside recruiters are unable to portray the culture and values of the company. Dr. Ishrat Husain the former Governor of SBP states in his article that structural reforms in the banking industry have brought about some unintended consequences that are creating serious pressures on the future growth of the industry. What can be done to smoothen this transition and enhance the requisite supply of skills? The starting stage is the quality and quantity of student intake into our universities, professional colleges and institutes, along with strong accreditation bodies. The recruitment practices initiated by SBP several years ago have been adapted by almost all the banks and are becoming industry-wide standard practices. Post-entry training is also catching on rapidly but the efforts of individual banks should be supplanted by a collective effort of Pakistan Banks Association (PBA) and the Institute of Bankers, Pakistan (IBP) to develop standardized curriculum, approved list of trainers, pedagogical tools, testing methodology, and minimum acceptable grading system. There is overall shortage of trainers in these areas, the PBA and IBP should enter into strategic alliances or joint ventures with foreign and international banks or training institutions

© 2008 Hussain Raza , Lahore School Of Economics

8

He says that I have mostly relied upon the examples of banking industry as I am more familiar with the developments there. If it is not happening, then I will urge the universities, institutes, industry associations to work together and test this model, adapt it and apply it widely and in a systematic manner.. The article “Recruitment ,a constant challenge” written by Jones W. states that finding and hiring competent, capable and quality staff is a constant challenge facing large, medium and small businesses. Many companies find that it is even tougher today for to compete for talent and that as a result, many hire new staff quickly just to have somebody fill a position. This often leads to the expensive consequences of a bad hire workplace disruption, lost productivity, increased stress, and deceased morale. In addition, firing a "bad hire" creates workplace anxiety and legal and personal complications and expenses. To make the best hiring choice, companies must make a commitment to the importance of the hiring process, instead of rushing through it. Creating Recruitment Policies is the first step. Companies who develop common-sense recruitment policies are the most effective at identifying, attracting and retaining quality employees. However, few companies and recruiters have policies in place that address issues surrounding effective recruitment. The Recruitment Policy Package will help your company develop sound policies that will help eliminate expensive errors of judgment and procedure. As organizations begin to recognize the importance of effective recruitment to the bottom line, the need for clear and concise policies that outline how new staff are treated become paramount. High orientation, recruitment and turnover costs can be avoided if all new staff is treated equitably. Constantly hiring new staff hinders production which in turn hurts the bottom line. This can easily be avoided if new employees are hired using the same criteria and if they know how they will be treated as new employees. A solid recruitment strategy reduces turnover and training and their associated costs which in turn create a loyal and skilled staff, increasing productivity & profits. While it is difficult to determine the exact cost of hiring a new employee, research in this area estimates that it costs the average company between $8,000 and $12,000 to hire and

© 2008 Hussain Raza , Lahore School Of Economics

9

train each new employee. This expense cannot be ignored as these costs directly impact the company's productivity and the bottom line. Hiring the right person the first time will help reduce the number of new staff your company has to hire and train, thereby reducing overall operating costs. Hiring a bad employee can be deadly, especially in small-medium sized companies. They can tie the company up for months because management is afraid to do anything for fear of a lawsuit, but at the same time, the company's needs are not being met. Avoid this situation by developing and implementing effective Recruitment Policies. Consistent application of your hiring process will ensure you minimize bad hiring decisions. The article “The importance of recruitment and selection process for sustainability of total quality management” by Sohel ahmed and Roger G. Schroeder. In this article management literature discusses that the behavioral traits of employees can play an important role in the success of total quality management (TQM). However, little empirical research exists in this regard. Using an international dataset, the present study investigates: the impact of quality management practices on plant competitiveness; and the moderating effect of an employee selection process on the relationship between quality management practices and plant competitiveness. Results show that quality management practices positively impact plant competitiveness. Furthermore, the behavioral traits of employees seem to have a significant impact on the effectiveness of quality management practices. This implies that managers should pay close attention to prospective employees’ behavioral traits and their fit with the TQM philosophy. Managers should not limit their attention to potential employees’ technical skills.

The article “Selecting your team: how to find the right people” by Alison Jago. This article emphasizes that the success of the library/information service is largely dependent on the ability of the manager to select the right people to make up the team. Stresses that recruitment and selection of staff is a professional skill, essential to the portfolio of management skills required by the library/information specialist at senior level. Recommends practical training in interviewing and selection. Suggests that when a

© 2008 Hussain Raza , Lahore School Of Economics

10

vacancy occurs allow time to think before taking action and consider all the options available. A job description is essential and forms the basis of the recruitment process. The person specification is based on the job description and outlines the qualifications, professional expertise, and other attributes required by the person to do the job. Concludes with a summary of key points.

The article is “Issues in recruitment strategies: an economic perspective” by Giovanni Russo, Piet Rietveld, Peter Nijkamp, and Cees Gorter. In the last two decades the economic literature has devoted significant attention to the mechanisms behind firms' recruitment strategies as a possible way of reducing (un)employment problems. At the work floor many efforts have also been made by firms to develop strategies that both alleviate conflicts with employees and at the same time lead to acceptable levels of productivity. This effort has resulted in the broad acceptance of the personnel management function in the firm. Examines how successful this approach has been by focusing on the gap between practice and theory in recruitment, by investigating the extent to which and the way in which experiences and findings from actual recruitment (personnel management) have been incorporated in economic theory. Gives an overview of findings on recruitment and selection strategies of firms, with a particular emphasis on economic motives.

This article “Recruiting executives in business: an organizational and conceptual perspective” by Francesca Spinelli Souza and Jay J. Zajas. Explores the dimensions of recruiting executives from an organizational and conceptual perspective. Discusses several key topics such as selecting team players, internal and external recruitment and identifying career requirements. Also deals with identifying and fostering organization values, and the selection interview. With the increased competition and international demands of a changing market, business executives face formidable challenges in the 1990s. Today's executive must be capable of

© 2008 Hussain Raza , Lahore School Of Economics

11

responding to the greater requirements for increased productivity, innovation, leadership, and managerial adaptability. Companies, to remain competitive, must be able to attract and retain the most qualified leaders and employees. In the search for top quality executive candidates, critical decisions are made that ensure a “good fit” is achieved between

a

finalist

and

the

organization.

This article explores the dimensions of recruiting from an organizational and conceptual perspective to highlight the tremendous impact executive recruitment has on an organization's success or failure. Examples are provided to illustrate the importance of key factors in the recruitment decision-making process.

This article is “Recruiting and developing female managers for international assignments” by Margaret Linehan and James S. Walsh. One of the most significant features of the global labor market in the last half of the twentieth century has been the increasing labor force participation rate of women. It is evident from the extant research that women are not progressing to senior international management positions at comparable rates to their male counterparts. Previous research has estimated that only 3 percent of expatriate managers are women. This paper argues that female international managers have to overcome overt and covert barriers in their home organizations before being developed for international assignments. Based on an extensive empirical research study conducted with senior female international managers in a European context, the findings suggest that organizations may have to review their organizational policies in relation to the recruitment, selection, training and development of international managers if they want to have “the best” people to represent their companies overseas. In particular, the paper focuses on some of the barriers in relation to recruitment, selection, training and development faced by female managers in preparation for international assignments in a wide range of industry and service sectors throughout Europe.

© 2008 Hussain Raza , Lahore School Of Economics

12

This article is “Discrimination in interviews” by David Marshall. The purpose of this paper is to examine what questions the potential employer may and may not ask in an interview. Contrasts the behavior of Sir Alan Sugar, on the television program The Apprentice, with how interviewers should behave in more “normal” circumstances. Highlights the value of training to help to ensure that this happens. Reveals that online training can help to keep employees up to date with the latest changes in the law. People can access just-in-time learning in their own way, and concentrate on the topics of most interest or value to them. They can find out answers discreetly, without losing face in front of their peers in a classroom. Underlines that legal provisions often reinforce what organizations should be doing anyway, in the interests of good HR practice. Provides clarity on an often-misunderstood area of the law.

This article “Better than Brand X, Brand image plays an important role in the recruitment and retention of staff” Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Attracting customers is not the only way in which brand images can benefit corporations. In a competitive job market, firms need to devise strategies for recruiting the best potential employees. It makes sense. Without excellent staff, companies can't create excellence in any other area. One way of doing this is to develop a strong employer brand. An employer brand provides job applicants with a realistic image of what it would be like to work in a particular company. It encompasses all the factors that make the

© 2008 Hussain Raza , Lahore School Of Economics

13

company a good place to work. These might include: bright and cheerful office space, an ethos of collaboration and team work, flexible working hours, crèche facilities, or even an excellent canteen! While these factors can't replace salary differentials, they can influence employment choices. Provides strategic insights and practical thinking that have influenced some of the world's leading organizations. The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easyto-digest format. This article “Avoiding ageism at Coca-Cola Company initiatives earn Employer Champion status” by Catherine Webb. In this article describes how Coca-Cola Enterprises has established forward-thinking, diverse anti-ageism policies in order to comply with new UK legislation and achieve age positive “employer champion” status. Outlines the steps the company followed in order to combat ageism in all its forms. It also reveals that, over the last six months, 12 percent of the people the company has recruited – mostly on the sales side of the business – are over the age of 40. Not only is the business hiring more people across the age spectrum, but also potential candidates view Coca-Cola Enterprises as an employer focused on skills, not age. Deals with a topic that will become increasingly important in countries where the average age of the workforce is increasing. Highlights the fact that age diversity is not something that can be introduced to a company overnight. It involves a complete change in culture, with a real understanding from across the organization that it is an individual's skills and abilities that count, not his or her age.

© 2008 Hussain Raza , Lahore School Of Economics

14

Coca-Cola Enterprises, the world's largest soft-drink bottler, has taken steps to ensure it takes an anti-ageism standpoint and complies with laws banning age discrimination at work that came into force in the UK earlier this year.

5.0

METHODOLOGY

5.1 Population The research conducted is a qualitative research to find out the recruitment policies procedures and practices of the three banks i.e. Citibank, standard chartered and united bank towards increasing job satisfaction of their employees. People who belong to these banks are considered as highly paid people. The employees of these three banks were selected as the population to carry out the research that are the fully satisfied with the recruitment policies of their banks and is there bank is following the policies in a proper manner. 5.2 Sampling Frame The sampling frame will be people from Lahore belonging to the upper, middle and upper lower class and are currently working for the three banks i.e. citibank, standard chartered and united bank. The major part of the sampling frame will be from the upper and middle class because this is the major chunk of population who are banking professionals. 5.3 Sampling Procedure The sampling procedure used is convenient sampling and according to this sampling technique all the people that roughly fit into my sampling frame and which belong to these three banks under research were used to find out the most important variables that effect the recruitment policies of the bank employees. The sample size was a total of 100 people who were currently working for the banking sector in Lahore. Total 400 questionnaires were distributed out of which I only received 100 filled questioners. 5.4 Data Collection procedure

© 2008 Hussain Raza , Lahore School Of Economics

15

The data collected is through Primary and secondary sources and through the responses to the questionnaires conducted. Also, through the internet, published articles and interviews. Hypothesis testing was applied on the data and summary of the testing is also provided. Descriptive analysis of the data and frequency tables are also included in the thesis. The sampling procedure used was convenient sampling and sample size was six. The questionnaire’s were coded in SPSS and test were applied from SPSS .The thesis includes ANOVA‘S, frequency tables, frequency tabular, descriptive and report summaries. The qualitative research was basically a review from the internet sources, books, and HR manuals.

© 2008 Hussain Raza , Lahore School Of Economics

16

Hypothesis: •

Ho: Recruitment policies does not involve the gender discrimination Ho: β1 = 0

•

H1: Recruitment policies involve the gender discrimination. H1: β1 ≠ 0

•

Ho: Banks are not following the proper procedure for policy implementation Ho: β1 = 0

•

H1: Banks are following the proper procedure for policy implementation. H1: β1 ≠ 0

•

Ho: Recruitment practices are not conducted in accordance to the policies. Ho: β1 = 0

•

H1: Recruitment policies are conducted in accordance to the policies. H1: β1 ≠ 0

© 2008 Hussain Raza , Lahore School Of Economics

17

6.0 RESULTS The data that was collected is first analyzed and summarized in a readable and interpretable form by using SPSS. The structured and unstructured data was collected through questionnaires and personal survey .I also used the data from internet, newspapers, and secondary data available in different research papers that have been written before. The data was thoroughly analyzed and quantified on the bases of the responses. The data is analyzed through different statistical techniques such as cross tabulation, regression and frequency distribution. The regression automatically included the chi-square and other related tests. In regression satisfaction from the recruitment policies is taken as dependent and all the other variables were taken as independent. By this we have got an idea about the impact of these variables on job Recruitment policies. Chi- square is used because most of the data that we are using is qualitative while some of the data is qualitative. Frequency distribution gave us the percentages of the employees who responded to the questionnaires. This will help us in analyzing the data accurately.

© 2008 Hussain Raza , Lahore School Of Economics

18

Frequency Table What is your age?

Valid

Cumulative Percent 30.0 59.0

18-25 25-35

Frequency 30 29

Percent 30.0 29.0

Valid Percent 30.0 29.0

35-45

21

21.0

21.0

80.0

45 or above

20

20.0

20.0

100.0

100

100.0

100.0

Total

For charts, please refer to the Appendix table 1.1

The above question has been asked to know about the age of the candidate to find out in what age he has started his job. The age also reflects the experience of a person and his attitude towards the practical life. The result showed that 30 % of the people who were employed are between the ages of 18-25 which shows that Banks are recruiting those people which are in this age bracket as it is normally anticipated that young blood is more passionate towards the achievement of the goals. Similarly the results showed that 29% people were employed who are between the age of 25-30 and usually People between the age brackets 45 or above are those people who have experience and are on the higher posts.

What is your Gender?

Valid

Male Female Total

Frequency 56 44

Percent 56.0 44.0

Valid Percent 56.0 44.0

100

100.0

100.0

Cumulative Percent 56.0 100.0

For charts, please refer to the Appendix table 1.2

© 2008 Hussain Raza , Lahore School Of Economics

19

This question is asked just to know about the ratio of male and female and according to the results the ratio is 56 % to 44%. Showing that the past trends are changed in which males were dominated and females were on the side lines. Now banks are hiring the employees on the bases of there abilities not on their genders.

What describes your situation best before you took on the current job? Frequency Valid

Non-Graduate without relevant experience

Percent

Valid Percent

Cumulative Percent

9

9.0

9.0

9.0

Non-Graduate with relevant experience

12

12.0

12.0

21.0

Fresh Graduate

13

13.0

13.0

34.0

Graduate with relevant experience

35

35.0

35.0

69.0

Postgraduate with relevant experience

24

24.0

24.0

93.0

7

7.0

7.0

100.0

100

100.0

100.0

Postgraduate without relevant experience Total

For charts, please refer to the Appendix table 1.3

Results showed that 35 % people were those who were graduated and they have the relevant experience in there particular field Where as 24% people were those who were post graduate with relevant experience. Banks are in search of those people who are highly qualified with relevant experience.

How did you hear about your current job? Frequency Valid

Percent

Valid Percent

Cumulative Percent

Newspaper Advertisement

42

42.0

42.0

42.0 56.0

Web Advertisement

14

14.0

14.0

University Career Fair

12

12.0

12.0

68.0

Employment Agencies

32

32.0

32.0

100.0

100

100.0

100.0

Total

For charts, please refer to the Appendix table 1.4

© 2008 Hussain Raza , Lahore School Of Economics

20

Newspaper and employment agencies are the most active medium of providing information to people. The results showed that 42 % people came to know about the jobs through the newspaper and 32 % through the employment agencies. Employment agencies also do head hunting to find out the right personal for their client organizations. Were you asked to sit through a qualifying exam before you were interviewed for the current job?

Valid

Yes no Total

Frequency 37 63

Percent 37.0 63.0

Valid Percent 37.0 63.0

100

100.0

100.0

Cumulative Percent 37.0 100.0

For charts, please refer to the Appendix table 1.5

Polices are need to be followed in order to achieve the goals of the organizations. Qualifying exams shows the analytical abilities of a candidate. According to the results only 33% of the employees went through the qualifying exams. In banking sector qualifying exam is usually only for those people who are freshly graduates or entering into the banking industry. So 63% people said they did not had any qualifying exam while going through the recruitment process of this organization as they were already into the banking industry and most of them had the experience of certain years.

How long did the recruitment process take?

Valid

three Weeks Four Weeks or above Total

Frequency 28 72

Percent 28.0 72.0

Valid Percent 28.0 72.0

100

100.0

100.0

Cumulative Percent 28.0 100.0

For charts, please refer to the Appendix table 1.6

Normally the recruitment process of any firms requires 4 or more weeks and the results of the survey confirmed that 72% people said that it took them 4 or more weeks.

© 2008 Hussain Raza , Lahore School Of Economics

21

During the recruitment process, how many times were you interviewed?

Valid

Once twice thrice Total

Frequency 63 32

Percent 63.0 32.0

Valid Percent 63.0 32.0

Cumulative Percent 63.0 95.0 100.0

5

5.0

5.0

100

100.0

100.0

For charts, please refer to the Appendix table 1.7

Most of the employees said that they went trough the interview once. Infect every one agreed that they had gone through the interview process. Interviews are conducted to find out the personality of the candidate. This question was asked to know about how the banks are implementing the policies and what kind of procedures they are adopting to go though the proper recruitment procedures.

How many of these interviews included a panel of two or more interviewees?

Valid

Cumulative Percent 77.0 90.0

Frequency 77 13

Percent 77.0 13.0

Valid Percent 77.0 13.0

Three

1

1.0

1.0

91.0

none

9

9.0

9.0

100.0

Total

100

100.0

100.0

one Two

For charts, please refer to the Appendix table 1.8

Most of the people said they only went through the interview once and this interview was conducted by a panel. The percentage of this category was 77 %there were 9 people who

© 2008 Hussain Raza , Lahore School Of Economics

22

said that they never went through any panel interview. There was only one person who said that he went trough the paneled interview three times as for the job he was applying was of a very higher scale and for that organizations carry out interview to find out each and every aspect of a person.

Have you felt any gender discrimination during the recruitment process?

Valid

Yes No Total

Frequency 20 80

Percent 20.0 80.0

Valid Percent 20.0 80.0

100

100.0

100.0

Cumulative Percent 20.0 100.0

For charts, please refer to the Appendix table 1.9

The recruitment polices do not involve the gender discrimination. They want the right person who ever he is. 80 percent of the people said that they did not feel any gender discrimination and those who said that they felt the gender discrimination were mostly those people who applied for the jobs of personal secretaries or receptionists. Have you been provided with any on-job training on the current job?

Valid

Yes No Total

Frequency 84 16

Percent 84.0 16.0

Valid Percent 84.0 16.0

100

100.0

100.0

Cumulative Percent 84.0 100.0

For charts, please refer to the Appendix table 2.0

Every organization has its own setup and its methods of doing work. This is not possible for the new employee to start working efficiently after joining the firm. Training is required to know about the system. Most of the employees said that they were provided on job training which actually helped them out to work efficiently. Do you think that the bank is following the policies in a proper way? Frequency

Percent

Valid Percent

Cumulative Percent

© 2008 Hussain Raza , Lahore School Of Economics

23

Valid

Somewhat Disagree disagree

8 1

8.0 1.0

8.0 1.0

8.0 9.0

agree

56

56.0

56.0

65.0

Somewhat agree

15

15.0

15.0

80.0 100.0

Strongly Agree Total

20

20.0

20.0

100

100.0

100.0

For charts, please refer to the Appendix table 2.1

Around 56% employees agreed that the organization is following the policies in a proper manner as they went through certain stages which depicts the policies. There were only 8 persons who were somewhat disagree with it but they were the low level employees who were not satisfied with their jobs. Are you satisfied with your organizations current recruitment policies?

Valid

Highly Satisfied Satisfied Neutral Strongly Dissatisfied Total

Cumulative Percent 29.0 83.0

Frequency 29 54

Percent 29.0 54.0

Valid Percent 29.0 54.0

16

16.0

16.0

99.0

1

1.0

1.0

100.0

100

100.0

100.0

For charts, please refer to the Appendix table 2.2

When things go according to the expectations of a person he is always satisfied but in case of relation between the organization and its employees the degree of satisfaction varies. If the things are going according to the policies and the procedures no one will be able to make any objections and comments. As the banks were following the policies in a proper way most of the employees were satisfied with the recruitment policies and procedures 54 % of the sample population was satisfied with the recruitment polices and 16 people were neutral as they were neither satisfied nor dissatisfied. There was only one person who was not satisfied with the recruitment policies of his organization.

© 2008 Hussain Raza , Lahore School Of Economics

24

CROSSTABULATION Cross tab # 1 Case Processing Summary Cases Valid N Do you think that the bank is following the policies in a proper way? * How many of these interviews included a panel of two or more interviewees?

Missing Percent

100

N

100.0%

Total

Percent

0

N

.0%

Percent

100

100.0%

Do you think that the bank is following the policies in a proper way? * How many of these interviews included a panel of two or more interviewees? Cross tabulation How many of these interviews included a panel of two or more interviewees? one Do you think that the bank is following the policies in a proper way?

Somewhat Disagree disagree

Three

none

one

0 1

0 0

0 0

8 1

agree

35

12

0

9

56

Somewhat agree

15

0

0

0

15

19

0

1

0

20

77

13

1

9

100

Strongly Agree Total

Two 8 0

This cross tab was run between the question “Do you think that the bank is following the policies in a proper way

and How many of these interviews included a panel of two or more

interviewees?

© 2008 Hussain Raza , Lahore School Of Economics

25

The result shows that out of 77 people 35 agreed that Bank is following the policies in a proper way and they were interviewed once during their recruitment process. The majority agreed with the fact that banks do follow their policies where as only 8 person disagreed with it. By concentrate looking at those 8 persons I found out that they are the low level employees, which are not satisfied with their jobs.

Crosstab # 2 Case Processing Summary Cases Valid N What describes your situation best before you took on the current job? * What is your age?

Missing Percent

100

N

100.0%

Total

Percent 0

N

.0%

Percent 100

100.0%

What describes your situation best before you took on the current job? * What is your age? Cross tabulation

What is your age? 18-25 What describes your situation best before you took on the current job?

Total

25-35

35-45

45 or above

18-25

Non-Graduate without relevant experience

9

0

0

0

9

Non-Graduate with relevant experience

8

4

0

0

12

Fresh Graduate

13

0

0

0

13

Graduate with relevant experience

0

25

10

0

35

Postgraduate relevant experience

0

0

5

19

24

Postgraduate without relevant experience

0

0

6

1

7

30

29

21

20

100

© 2008 Hussain Raza , Lahore School Of Economics

26

This cross tab was run between the questions “What describes your situation best before you took on the current job and What is your age?” The result showed that out of 29 people 25 were Graduate with relevant experience and there ages were between 25-35 were as there were 19 people with the age of 45 or above were post graduate with relevant experience and one said post graduate with out relevant experience.

Crosstab # 3 Case Processing Summary Cases Valid N What is your age? * How long did the recruitment process take?

Missing Percent

100

N

100.0%

Total

Percent 0

N

.0%

Percent 100

100.0%

What is your age? * How long did the recruitment process take? Cross tabulation

How long did the recruitment process take? Three Weeks What is your age?

Four Weeks or above

Total Weeks

18-25 19

11

30

25-35

4

25

29

35-45

5

16

21

0

20

20

28

72

100

45 or above Total

This cross tab was run between the questions “What is your age? * How long did the recruitment process take?” The results showed that 72 people said that it took four weeks or above and most of them were between the age of 25-35. This showed that average recruitment process usually

© 2008 Hussain Raza , Lahore School Of Economics

27

take four or more week. There were 19 people who said that there recruitment process took only three weeks and all those people were between the ages of 18-25.

Crosstab # 4 Case Processing Summary Cases Valid N How long did the recruitment process take? * What describes your situation best before you took on the current job?

Missing Percent

100

N

100.0%

Total

Percent

0

N

.0%

Percent

100

100.0%

How long did the recruitment process take? * What describes your situation best before you took on the current job? Cross tabulation

How long did the recruitment process take?

Total

What describes your situation best before you took on the current job? NonNonPostgradu Graduate Graduate Graduate Postgradu ate without with with ate with without relevant relevant Fresh relevant relevant relevant experienc experienc Gradua experien experienc experienc e e te ce e e

Total

three Weeks

9

10

4

0

0

5

28

Four Weeks or above

0

2

9

35

24

2

72

9

12

13

35

24

7

100

© 2008 Hussain Raza , Lahore School Of Economics

28

This cross tab was run between the questions “How long did the recruitment process take and What describes your situation best before you took on the current job.” The results showed that graduates with relevant experiences consisted of 35 people and they all said that it took four or more weeks for their recruitment process and none of them said that it took those three weeks. Afterwards considering the postgraduates with relevant experience with has a figure of 24 they also said that recruitment process took four or above weeks.

Crosstab # 5 Case Processing Summary Cases Valid N During the recruitment process, how many times were you interviewed? * How many of these interviews included a panel of two or more interviewees?

Missing Percent

100

N

100.0%

Total

Percent

0

N

.0%

Percent

100

100.0%

During the recruitment process, how many times were you interviewed? * How many of these interviews included a panel of two or more interviewees? Cross tabulation Count How many of these interviews included a panel of two or more interviewees? one During the recruitment process, how many times were you interviewed?

Once twice thrice

Total

Two

Three

none

one

46 31

8 1

0 0

9 0

63 32

0

4

1

0

5

77

13

1

9

100

This cross tab was run between the questions “During the recruitment process, how many times were you interviewed and how many of these interviews included a panel of two or more interviewees”

© 2008 Hussain Raza , Lahore School Of Economics

29

The results showed that 77 people gave one paneled interview out of which 46 people were interview once 31 people were interviewed twice. 13 people said a panel twice out of which 8 gave two interviews interviewed them. 9 people said that a single person never interviewed them neither in a panel.

Crosstab # 6 Case Processing Summary Cases Valid N Have you been provided with any on-job training on the current job? * Are you satisfied with your organizations current recruitment policies?

Missing Percent

100

N

100.0%

Total

Percent

0

N

.0%

Percent

100

100.0%

Have you been provided with any on-job training on the current job? * Are you satisfied with your organizations current recruitment policies? Cross tabulation

Are you satisfied with your organizations current recruitment policies? Highly Satisfied Have you been provided with any on-job training on the current job? Total

Yes No

Satisfied

Strongly Dissatisfied

Neutral

Highly Satisfied

28

40

16

0

84

1

14

0

1

16

29

54

16

1

100

© 2008 Hussain Raza , Lahore School Of Economics

30

This cross tab was run between the questions “Have you been provided with any on-job training on the current job and Are you satisfied with your organizations current recruitment policies” The results showed that 54 people were satisfied with there organizations recruitment policies out of which 40 people said yes on being asked whether they were provided with on job training or not and 14 people said no. There were 29 people who were highly satisfied with there organization recruitment polices and 28 got on job training where as only one employee said that he did not get any on job training.

Crosstab # 7 Case Processing Summary Cases Valid N Are you satisfied with your organizations current recruitment policies? * Do you think that the bank is following the policies in a proper way?

Missing Percent

100

N

Total

Percent

100.0%

0

N

.0%

Percent

100

100.0%

Are you satisfied with your organizations current recruitment policies? * Do you think that the bank is following the policies in a proper way? Cross tabulation Do you think that the bank is following the policies in a proper way? Somewhat Somewhat Strongly Disagree disagree agree agree Agree Are you satisfied with your organizations current recruitment policies?

Total

Total Somewhat Disagree

Highly Satisfied 0

1

9

0

19

29

Satisfied

0

0

39

15

0

54

Neutral

8

0

8

0

0

16

Strongly Dissatisfied

0

0

0

0

1

1

8

1

56

15

20

100

© 2008 Hussain Raza , Lahore School Of Economics

31

This cross tab was run between the questions “Are you satisfied with your organizations current recruitment policies and Do you think that the bank is following the policies in a proper way?” There were 56 people who agreed that the banks are following the policies in a proper way and out of which 39 people were satisfied with there recruitment polices 8 people were neutral and 9 people were highly satisfied with the recruitment polices. 20 people were strongly agreed that the banks are following the policies in a proper way and out of which 19 people were highly satisfied with the policies.

Model Summary Model 1

R R Square Adjusted R Std. Error Square of the Estimate .716 .712 .691 .5327

a: Predictors: (Constant), Have you been provided with any on-job training on the current job?, How many of these interviews included a panel of two or more interviewees?, Have you felt any gender discrimination during the recruitment process?, During the recruitment process, how many times were you interviewed?, How long did the recruitment process take? ANOVA Model 1 Regressio n Residual Total

Sum of Squares 23.532

df

22.421 45.953

79 84

5

Mean Square 4.706

F

Sig.

16.583

.020

.284

a: Predictors: (Constant), Have you been provided with any on-job training on the current job?, How many of these interviews included a panel of two or more interviewees?, Have you felt any gender discrimination during the recruitment process?, During the recruitment process, how many times were you interviewed?, How long did the recruitment process take?

© 2008 Hussain Raza , Lahore School Of Economics

32

b: Dependent Variable: Are you satisfied with your organizations current recruitment policies?

Coefficients Unstandar Standardiz dized ed Coefficient Coefficient s s Model B Std. Error Beta (Constant) 2.168 .660 How long .204 .168 .127 did the recruitmen t process take? During the .500 .104 .398 recruitmen t process, how many times were you interviewe d? How many .124 .080 -.150 of these interviews included a panel of two or more interviewe es?

t

Sig.

3.284 1.219

.022 .026

4.792

.030

-1.555

.024

© 2008 Hussain Raza , Lahore School Of Economics

33

Have you felt any gender discriminat ion during the recruitmen t process?

-.979

.149

-.565

-6.575

.040

Have you .219 .108 .174 2.037 .015 been provided with any on-job training on the current job? a Dependent Variable: Are you satisfied with your organizations current recruitment policies?

b: independent variables are How long did the recruitment process take? During the recruitment process, how many times were you interviewed How many of these interviews included a panel of two or more interviewees Have you felt any gender discrimination during the recruitment process? Have you been provided with any on-job training on the current job.

Multiple regressions was run between the dependent and the independent variables satisfaction from recruitment policies was taken as the dependent variable and was independent variables are How long did the recruitment process take, interviews, paneled interviews,

gender discrimination

on-job training on the current job

which were the

independent variables. The R square came out to be 0.712 or 71% which shows that this much of data is significant and the data is reliable and consistent. The significant value or the P-value of the model came out to be 0.04 which is less than 0.05 which shows that there exists a significant relationship between the dependent and the independent variables The individual P-values of the independent variables: The P-value of time taken by recruitment process and are you satisfied with the recruitment policies came out to be 0.026 which shows a significant relationship between the two variables and that the changes in salary would lead to a significant change in job satisfaction. The P-value of how many times u were interviewed and satisfaction with the recruitment policies came out to be 0.03 which shows a significant relationship between the two variables.

© 2008 Hussain Raza , Lahore School Of Economics

34

The P-value of paneled interview and satisfied with the recruitment policies came out to be 0.024 which shows a significant relationship between the two variables and that the increased in paneled interviews would lead to a significant change in satisfaction with the recruitment policies . The P-value of gender discrimination and satisfied with the recruitment policies came out to be 0.040 which shows a significant relationship between the two variables and that increase in gender discrimination would lead to a decrease in satisfaction with the recruitment policies. The P-value of on job training and satisfied with the recruitment policies came out to be 0.015 which shows a significant relationship between the two variables and that the changes in training would lead to a significant change in satisfaction with the recruitment policies. The P-value of manager’s encouragement and job satisfaction came out to be 0.037 which shows a significant relationship between the two variables and that increased manager’s support would lead to a greater job satisfaction.

7.0 Conclusion The results of the cross tabulation and regression show that the independent variables such as time taken during recruitment process, interviews, paneled interviews, gender discrimination, and on-job training all have a significant effect on the

recruitment

policies. of the bank ,thus in order to keep the employees satisfied with the recruitment policies procedures and practices there is a need to focus on HR policies and must incorporate a proper mix of the above mentioned variables while preparing these policies. It is evident from the study that these variables are incorporated in the banks under consideration and are playing a vital role recruitment policies procedures and practices.

© 2008 Hussain Raza , Lahore School Of Economics

35

8.0 REFERENCES www.Jstore.com www.sbp.gov.pk www.emeraldinsight.com www.personneltoday.com www.emeraldinsight.com/Insight/viewContainer.do?containerType=Issue &containerId=14966 www.ere.net/2006/09/25/12-best-recruiting-practices-to-copy www.cfo.com/article.cfm/2999345/c_3036063 www.boardsource.org/Spotlight.asp?ID=35.335

© 2008 Hussain Raza , Lahore School Of Economics

36

www.ecology.edu/iiee/total_quality_management.htm www.emeraldinsight.com/Insight/viewContentItem.do?contentType=Article&hdAct ion=lnkhtml&con...

APPENDIX A

Table 1.0

© 2008 Hussain Raza , Lahore School Of Economics

37

What is your age? 18-25 25-35 35-45 45 or above

Table 1.2

© 2008 Hussain Raza , Lahore School Of Economics

38

What is your Gender? Male Female

Table 1.3

© 2008 Hussain Raza , Lahore School Of Economics

39

What describes your situation best before you took on the current job? Non-Graduate without relevant experience Non-Graduate with relevant experience Fresh Graduate Graduate with relevant experience Postgraduate without relevant experience Postgraduate with relevant experience

Table 1.4 .

© 2008 Hussain Raza , Lahore School Of Economics

40

Are you satisfied with your organizations current recruitment policies? Highly Satisfied Satisfied Neutral Strongly Dissatisfied

Table 1.5

© 2008 Hussain Raza , Lahore School Of Economics

41

Were you asked to sit through a qualifying exam before you were interviewed for the current job? Yes no

© 2008 Hussain Raza , Lahore School Of Economics

42

Table 1.6

How long did the recruitment process take? three Weeks Four Weeks or above

Table 1.7

© 2008 Hussain Raza , Lahore School Of Economics

43

During the recruitment process, how many times were you interviewed? Once twice thrice

© 2008 Hussain Raza , Lahore School Of Economics

44

Table 1.8

How many of these interviews included a panel of two or more interviewees? one Two Three none

© 2008 Hussain Raza , Lahore School Of Economics

45

Table 1.9

Have you felt any gender discrimination during the recruitment process? Yes No

© 2008 Hussain Raza , Lahore School Of Economics

46

Table 2.0

Have you been provided with any on-job training on the current job? Yes No

© 2008 Hussain Raza , Lahore School Of Economics

47

Table 2.1

Do you think that the bank is following the policies in a proper way? Somewhat Disagree disagree agree Somewhat agree Strongly Agree

© 2008 Hussain Raza , Lahore School Of Economics

48

Table 2.2

Are you satisfied with your organizations current recruitment policies? Highly Satisfied Satisfied Neutral Strongly Dissatisfied

© 2008 Hussain Raza , Lahore School Of Economics

49

APENDIX B Questionnaire Name:_______________________ Organization:_____________________

Q.1: What is your age? 1) 18-25 2) 25-35 3) 35-45 4) 45 or above Q.2: What is your Gender? 1) Male 2) Female

Q.3: What describes your situation best before you took on the current job? •

Non-Graduate without relevant experience

•

Non-Graduate with relevant experience

•

Fresh Graduate

•

Graduate with relevant experience

•

Postgraduate without relevant experience

•

Postgraduate with relevant experience

Q.4: How did you hear about your current job? •

Newspaper Advertisement

© 2008 Hussain Raza , Lahore School Of Economics

50

•

Web Advertisement

•

University Career Fair

•

Employment Agencies

Q.5: Were you asked to sit through a qualifying exam before you were interviewed for the current job? •

Yes

•

No

Q.6: How long did the recruitment process take? •

One Week

•

Two Weeks

•

Three Weeks

•

Four Weeks or above

Q.7: During the recruitment process, how many times were you interviewed? •

Once

•

Twice

•

Thrice

Q.8: How many of these interviews included a panel of two or more interviewees? •

One

•

Two

•

Three

Q.9:Have you felt any gender discrimination during the recruitment process? •

Yes

•

No

© 2008 Hussain Raza , Lahore School Of Economics

51

Q.10: Have you been provided with any on-job training on the current job? •

Yes

•

No

Q.11: Do you think that the bank is following the policies in a proper way? •

Somewhat Disagree

•

Disagree

•

Agree

•

Somewhat agree

•

Strongly Agree

Q.12: Are you satisfied with your organizations current recruitment policies? •

Highly Satisfied

•

Satisfied

•

Neutral

•

Strongly Dissatisfied

© 2008 Hussain Raza , Lahore School Of Economics

52