INTERCONTINENTAL JOURNAL OF HUMAN RESOURCE ?· INTERCONTINENTAL JOURNAL OF HUMAN RESOURCE ... “Psychological…

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<ul><li><p>www.</p><p>icmrr.</p><p>org</p><p>75 </p><p>Volume 1, Issue 9 (November, 2013) </p><p>INTERCONTINENTAL JOURNAL OF HUMAN RESOURCE RESEARCH REVIEW </p><p>Pee</p><p>r R</p><p>evie</p><p>wed</p><p> Jo</p><p>urn</p><p>al o</p><p>f In</p><p>ter-</p><p>Co</p><p>nti</p><p>nen</p><p>tal M</p><p>anag</p><p>emen</p><p>t R</p><p>esea</p><p>rch</p><p> Co</p><p>nso</p><p>rtiu</p><p>m </p><p>htt</p><p>p:/</p><p>/ww</p><p>w.ic</p><p>mrr</p><p>.org</p><p>A STUDY ON EFFECTIVENESS OF RECRUITMENT SELECTION PROCESS AT </p><p>APOLLO PHARMACY WITH SPECIAL REFERENCE TO CHENNAI </p><p>D. SANTHANA KRISHNAN </p><p>Assistant Professor, PG Department of International Business, SNR Sons College, Coimbatore -6 </p><p>ABSTRACT </p><p>Recruitment represents the first contact that a company makes with potential employees. It is </p><p>through recruitment that many individuals will come to know a company, and eventually decide whether </p><p>they wish to work for it. A well-planned and well-managed recruiting effort will result in high-quality </p><p>applicants. High-quality employees cannot be selected when better candidates do not know of job </p><p>openings, are not interested in working for the company and do not apply. The recruitment process should </p><p>inform qualified individuals about employment opportunities, create a positive image of the company, </p><p>provide enough information about the jobs so that applicants can make comparisons with their </p><p>qualifications and interests, and generate enthusiasm among the best candidates so that they will apply for </p><p>the vacant positions. </p><p>Key words: Recruitment, staffing, recruitment process, qualified individuals </p><p>1. INTRODUCTION </p><p>1.1 INTRODUCTION TO CONCEPT OF THE STUDY </p><p>Recruitment represents the first contact that a company makes with potential employees. It is </p><p>through recruitment that many individuals will come to know a company, and eventually decide whether </p><p>they wish to work for it. A well-planned and well-managed recruiting effort will result in high-quality </p><p>applicants. High-quality employees cannot be selected when better candidates do not know of job </p><p>openings, are not interested in working for the company and do not apply. The recruitment process should </p><p>inform qualified individuals about employment opportunities, create a positive image of the company, </p><p>provide enough information about the jobs so that applicants can make comparisons with their </p><p>qualifications and interests, and generate enthusiasm among the best candidates so that they will apply for </p><p>the vacant positions. </p><p>The negative consequences of a poor recruitment process speak volumes about its role in an </p><p>organization. The failure to generate an adequate number of reasonably qualified applicants can prove </p><p>costly in several ways. It can greatly complicate the selection process and may result in lowering of </p><p>selection standards. The poor quality of selection means extra cost on training and supervision. </p><p>Furthermore, when recruitment fails to meet the organizational needs for talent, a typical response is to </p><p>raise entry-level pay scales. This can distort traditional wage and salary relationships in the organization, </p><p>resulting in avoidable consequences. Thus, the effectiveness of a recruitment process can play a major </p><p>role in determining the resources that must be expended on other HR activities and their ultimate success. </p><p>1.2 APOLLO PHARMACIES </p><p>It is the largest retail pharmacy chain in India with over 1000 retail outlets in India. Apollo </p><p>Pharmacies is moving towards offering e-prescription based services to the end user and the doctor. The </p><p>ISSN: 2320-9704- Online ISSN:2347-1662-Print</p><p>www.icmrr.org</p></li><li><p>www.</p><p>icmrr.</p><p>org</p><p>76 </p><p>Volume 1, Issue 9 (November, 2013) </p><p>INTERCONTINENTAL JOURNAL OF HUMAN RESOURCE RESEARCH REVIEW </p><p>Pee</p><p>r R</p><p>evie</p><p>wed</p><p> Jo</p><p>urn</p><p>al o</p><p>f In</p><p>ter-</p><p>Co</p><p>nti</p><p>nen</p><p>tal M</p><p>anag</p><p>emen</p><p>t R</p><p>esea</p><p>rch</p><p> Co</p><p>nso</p><p>rtiu</p><p>m </p><p>htt</p><p>p:/</p><p>/ww</p><p>w.ic</p><p>mrr</p><p>.org</p><p>Apollo Pharmacy Chain, a constituent of Apollo Hospitals Group are happy to introduce ourselves as </p><p>pioneers in the field of retail pharmacy with over 1200 outlets at Key locations all over India. Our </p><p>Presence currently spans across 18 States. Our round the clock pharmacies have a household name </p><p>ensuring the supply of genuine drugs with a focus on catering to the pharmacy needs of the community. </p><p>We are on continuous growth path reaching out to new areas are fulfilling the targets ever in the service </p><p>of society. </p><p>2. REVIEW OF LITERATURE </p><p>Andrea Ordanini and Giacomo Silvestri et. al (2008)1 conducted a study on Recruitment and selection </p><p>services: Efficiency and competitive reasons in the outsourcing of HR practices, this study investigates </p><p>the outsourcing decisions of recruiting and selection. It develops a predictive model based on efficiency </p><p>drivers, rooted in transaction cost economy (TCE), and competitive motivations, derived from the </p><p>resource-based view. This results the relevance of both categories of predictors, but they reveal how </p><p>efficiency motivations are more important for the decisions to outsource administrative R&amp;S practices </p><p>while competitive issues matter more for the strategic side of R&amp;S activity. Theoretical and managerial </p><p>implications are offered on the basis of such evidence. </p><p>Wesley A. Scroggins, Steven L. Thotvas, and Jerry A. Morris et al (2008)2 conducted a study on </p><p>Psychological Testing in Personnel Selection, Part II: The Refinement of Methods and Standards in </p><p>Employee Selection examines the development of methods and standards in employment testing with </p><p>particular emphasis on selection validity and utility, issues of selection fairness and discrimination in </p><p>selection are explored as they relate to psychological testing. </p><p>M Sutherland and A. Wocke et al (2011)3, conducted a study on The Symptoms of and Consequences to </p><p>Selection Errors in Recruitment Decisions find that the ability to select effective human capital has long </p><p>been viewed as the bedrock of the human resource function and a driver of organisational success. The </p><p>symptoms and attribution of, and the wide-ranging consequences to, these selection errors were </p><p>documented. Methods to rectify the selection error and the outcome of those attempts were also explored. </p><p>Recommendations based on these empirical findings are offered. </p><p>Elfi Furtmueller, Celeste Wilderom and Mary Tate et al (2011)4 conducted a research on Managing </p><p>Recruitment and Selection in the Digital Age: E-HRM and Resumes find that the understanding of the </p><p>different requirements of recruiters for offline and online resumes. They offer an analysis of the relevant </p><p>literature; interviews with recruiters; and content analysis of the resume fields of 40 e-Recruiting sites. </p><p>Based on that they identified a number of challenges in categorizing digital resume data and digital </p><p>matching between resumes and job advertisements. They identify areas for further research on the </p><p>maintenance and extension of online resume databases and derive recommendations for digital resume </p><p>design. </p><p>Sumi Jha and Som Sekhar Bhattacharyya et al (2012)5 conducted a study on Study of Perceived </p><p>Recruitment Practices and their Relationships to Job Satisfaction find that Employee job satisfaction is </p><p>determined by the presence of job pleasure and absence of job discontent. This study based on a survey </p><p>explores the relationship of job satisfaction (job discontent and job pleasure) with recruitment practices. </p><p>The relationship between Human Resource (HR) processes viz. manpower planning, job information and </p><p>job selection is established with job discontent and job pleasure. The paper provides theoretical insights </p><p>for the researchers. For managers this study provides scope to engineer their recruitment practices for </p><p>increased job pleasure and reduced job discontent amongst the employees which in turn will lead to </p><p>increased organizational performance. </p><p>ISSN: 2320-9704- Online ISSN:2347-1662-Print</p><p>www.icmrr.org</p></li><li><p>www.</p><p>icmrr.</p><p>org</p><p>77 </p><p>Volume 1, Issue 9 (November, 2013) </p><p>INTERCONTINENTAL JOURNAL OF HUMAN RESOURCE RESEARCH REVIEW </p><p>Pee</p><p>r R</p><p>evie</p><p>wed</p><p> Jo</p><p>urn</p><p>al o</p><p>f In</p><p>ter-</p><p>Co</p><p>nti</p><p>nen</p><p>tal M</p><p>anag</p><p>emen</p><p>t R</p><p>esea</p><p>rch</p><p> Co</p><p>nso</p><p>rtiu</p><p>m </p><p>htt</p><p>p:/</p><p>/ww</p><p>w.ic</p><p>mrr</p><p>.org</p><p>Mir Mohammed Nurul Absar (2012)6 conducted a study on Recruitment &amp; Selection Practices in </p><p>Manufacturing Firms in Bangladesh this study aims at exploring differences and similarities between the </p><p>public and private sector manufacturing firms of Bangladesh with respect to recruitment and selection </p><p>practices, sources of recruitment, and selection devices. </p><p>Alan Schroffel (2012)7conducted a study on The Use of in-Basket Exercises for the Recruitment of </p><p>Advanced Social Service Workers this exploratory project is to attract qualified and motivated workers, </p><p>discourage less qualified workers, and reduce the excessive costs of training new workers who </p><p>precipitously terminate their employment. Despite some encouraging results, the small sample size and </p><p>lack of randomness as a generalizability issue limits the findings. </p><p>Gunnar Augustsson (2012)8 conducted a study on The Organizational Control of Temporary Workers: </p><p>An Interview Study in Sweden analyses the control by organizations of the extent to which their </p><p>temporary workers (temps) identify with their work and the client company. The findings shows that temp </p><p>and their duties are described as separated from each other, meaning that the individual temp may be used </p><p>according to the client companys requests, regardless of the actual temps personal preferences. Thereof </p><p>the findings show a complex organizational control of temps identifications where temps appear to be a </p><p>human resource but not a person. </p><p>1Andrea Ordanini and Giacomo Silvestri et al (2008 ), Recruitment and selection services: Efficiency </p><p>and competitive reasons in the outsourcing of HR practices, The International Journal of Human </p><p>Resource Management, Vol. 19, No. 2, February 2008, 372391 </p><p>2Wesley A. Scroggins, Steven L. Thotvas, and Jerry A. Morris et al (2008), Psychological Testing in </p><p>Personnel Selection, Part II: The Refinement of Methods and Standards in Employee Selection, Public </p><p>Personnel Management Volume 37 No. 2 Summer 2008 </p><p>3M Sutherland and A. Wocke et al (2011), The Symptoms of and Consequences to Selection Errors in </p><p>Recruitment Decisions, S.Afr.J.Bus.Manage.Feburary2011, 42(4) </p><p>4Elfi Furtmueller, Celeste Wilderom and Mary Tate et al (2011), Managing Recruitment and Selection in </p><p>the Digital Age: E-HRM and Resumes, Human Systems Management 30 (2011), 243259, DOI </p><p>10.3233/HSM-2011-0753 </p><p>5Sumi Jha and Som Sekhar Bhattacharyya et al (2012), Study of Perceived Recruitment Practices and </p><p>their Relationships to Job Satisfaction, Synergy (January, 2012), Vol. X, No. I </p><p>6Mir Mohammed Nurul Absar (2012), Recruitment &amp; Selection Practices in Manufacturing Firms in </p><p>Bangladesh, The Indian Journal of Industrial Relations, Vol. 47, No. 3, January 2012 </p><p>7Alan Schroffel (2012), The Use of in-Basket Exercises for the Recruitment of Advanced Social Service </p><p>Workers, Public Personnel Management, Volume41, No. 1, Spring 2012 </p><p>8Gunnar Augustsson (2012), The Organizational Control of Temporary Workers: An Interview Study in </p><p>Sweden, International Journal of Management, Vol. 29, No. 3, Part 1, Sept 2012. </p><p>ISSN: 2320-9704- Online ISSN:2347-1662-Print</p><p>www.icmrr.org</p></li><li><p>www.</p><p>icmrr.</p><p>org</p><p>78 </p><p>Volume 1, Issue 9 (November, 2013) </p><p>INTERCONTINENTAL JOURNAL OF HUMAN RESOURCE RESEARCH REVIEW </p><p>Pee</p><p>r R</p><p>evie</p><p>wed</p><p> Jo</p><p>urn</p><p>al o</p><p>f In</p><p>ter-</p><p>Co</p><p>nti</p><p>nen</p><p>tal M</p><p>anag</p><p>emen</p><p>t R</p><p>esea</p><p>rch</p><p> Co</p><p>nso</p><p>rtiu</p><p>m </p><p>htt</p><p>p:/</p><p>/ww</p><p>w.ic</p><p>mrr</p><p>.org</p><p>3. STATEMENT OF THE PROBLEM </p><p>The cost involved for recruitment is high for any corporate and it is very essential to take at most </p><p>care on its effective planning and implementation. The main problem taken for this study is about the </p><p>measurement of effectiveness of such cost consuming recruitment and selection process of Apollo </p><p>Pharmacy. </p><p>3.1 OBJECTIVES OF THE STUDY </p><p>1. To study the factors that attracts the respondents towards Apollo Pharmacy. </p><p>2. To analyze the respondents opinion with regard to interview process. </p><p>3. To measure the effectiveness of recruitment and selection process. </p><p>3.2 SCOPE OF THE STUDY </p><p>The study is confined to the employees of Apollo pharmacy, Chennai and this study is done to </p><p>identify their effectiveness in the recruitment and selection process for the betterment of the employees </p><p>as well as organization. </p><p>4. METHODOLOGY </p><p> The survey deals with the analysis and interpretation of data as collected through questionnaire. The </p><p>data is presented under Demographic Profile, Chi Square analysis to determine the relationship between </p><p>various parameters, Ranking the factors that attracted the employee, Mean and Standard Deviation </p><p>analysis </p><p>4.1 Rating Apollo Recruitment &amp; Selection Process </p><p> From the below table, it can be seen that the expected value N is 34.2 and the observed value N </p><p>is 85 for the respondents who opined as highly satisfied ,45 respondents opined satisfied,6 </p><p> respondents opined not so satisfied and 1 respondent opined dissatisfied. </p><p>Options Observed Value Expected Value </p><p>Highly satisfied 45 34.2 </p><p>Satisfied 85 34.2 </p><p>Not so satisfied 6 34.2 </p><p>Dissatisfied 1 34.2 </p><p>Total 137 </p><p>4.2 Relationship between Educational Qualification and Option about face to face interview </p><p> From the below table, P value is lesser than the 0.05 so reject the null hypothesis. Hence there is </p><p>significant relationship between Educational Qualification and Option about face to face interview. </p><p> Educational Qualification Option about face to face interview </p><p>Chi Square 42.416 36.343 </p><p>df 3 3 </p><p>Asymp.sig .000 .000 </p><p>ISSN: 2320-9704- Online ISSN:2347-1662-Print</p><p>www.icmrr.org</p></li><li><p>www.</p><p>icmrr.</p><p>org</p><p>79 </p><p>Volume 1, Issue 9 (November, 2013) </p><p>INTERCONTINENTAL JOURNAL OF HUMAN RESOURCE RESEARCH REVIEW </p><p>Pee</p><p>r R</p><p>evie</p><p>wed</p><p> Jo</p><p>urn</p><p>al o</p><p>f In</p><p>ter-</p><p>Co</p><p>nti</p><p>nen</p><p>tal M</p><p>anag</p><p>emen</p><p>t R</p><p>esea</p><p>rch</p><p> Co</p><p>nso</p><p>rtiu</p><p>m </p><p>htt</p><p>p:/</p><p>/ww</p><p>w.ic</p><p>mrr</p><p>.org</p><p>4.3 Ranking the factors which attract the Employee </p><p>From the below table reputed name Factor holds the first rank and the least rank goes to the </p><p>factor management culture. </p><p>BASIS No. Of </p><p>Respondents </p><p>Mean Score Standard Deviation RANK </p><p>Salary 137 3.58 2.096 2 </p><p>Nature of the Job 137 3.70 1.998 3 </p><p>Career Opportunities 137 4.12 1.985 4 </p><p>Reputed Name 137 2.12 1.934 1 </p><p>Job Security 137 6.09 2.182 6 </p><p>Management Culture 137 7.50 2.101 9 </p><p>Benefits 137 5.23 1.982 5 </p><p>Facilities 137 6.30 1.868 7 </p><p>Good Working </p><p>Environment </p><p>137 6.35 1.958 8 </p><p>4.4 Mean and Standard Deviation for statements related to interview details </p><p>From the below table, it can be seen that the statement company profile are with the mean of 1.47 and </p><p>0.718 as standard deviation; the nature of the job explanation holds mean value of 1.56 and standard </p><p>deviation as 0.746; clarification is with mean 1.64 and standard deviation 0.580, prior instruction is with </p><p>mean 1.73 and standard deviation 0.723 and the terms and conditions with mean 1.84 and standard </p><p>deviation 0.710. </p><p>5. FINDINGS </p><p> Most (35.8%) of the respondents are Pharmacy Aide. </p><p> Chi Square analysis to determine the relationship between various parameters about educational </p><p>qualification and face to face interview, Rating Apollo Recruitment &amp; Selection Process. </p><p> Reputed name factor holds the first rank and the least ran...</p></li></ul>

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