Effective organizational performances rely on the proper allocation of human resources in different functional areas. Proper recruitment and selection procedure helps an organization to allocate right type of qualified employees in the proper job position for ensuring organizational effectiveness. The banking sector is playing a crucial role in the economic advancement of Bangladesh through generating job opportunities and recruiting huge number of candidates in each year. Different researchers have projected different sources, methods, models and theories in light of designing effective recruitment and selection program. However, there is no analytical study on recruitment and selection strategies and practices in the private sector commercial banks of Bangladesh till date. The aim of the study is to fill the gap with identifying mostly used recruiting sources, selection methods, developing a selection model for the entry-level position along with identifying perceived major barriers and strategies for maintaining the effectiveness of recruitment and selection practices. Both qualitative and quantitative approaches have been followed to complete this study. Data have been collected from both primary and secondary sources. Primary data have been collected from Human Resource practitioners of 14 private commercial banks through using a well-structured questionnaire with the inclusion of both open-ended and close-ended questions. Statistical analysis software SPSS-20 version has been used for quantitative analysis. Major findings of the study are maximum banks have different preference level for using recruitment sources and selection methods. They follow different selection procedure for the entry-level vacant positions. There are also notable commonalties in using job analysis, some recruitment sources and selection methods, assigning primary and final hiring decision responsibilities to Human Resource Managers and line managers, perceiving major challenges and adopting strategies for effective recruitment and selection functions. An attempt has been made to develop a comprehensive selection model for the entry-level position. Finally, some recommendations have been provided in this paper which will be beneficial for banks, human resources practicing organizations and for future research.
| Published in | European Business & Management (Volume 4, Issue 1) |
| DOI | 10.11648/j.ebm.20180401.15 |
| Page(s) | 28-38 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2018. Published by Science Publishing Group |
Recruitment and Selection, Strategies, HR and Line Management, A Comprehensive Selection Model
| [1] | Ofori, D. and Aryeetey, M. (2011). Recruitment and selection practices in small and medium enterprises. International Journal of Business Administration, Vol. 2, No. 3, pp. 45-60. |
| [2] | Gamage, A. S. (2014). Recruitment and selection practices in manufacturing SMEs in Japan: An analysis of the link with business performance. Ruhuna Journal of Management and Finance, Vol. 1, No. 1, pp. 37-52. |
| [3] | Storey, J. (1995). Is HRM catching on? International journal of manpower. Vol. 16, No. 4. |
| [4] | Dessler, G. (2013). Human Resource Management, 13th ed., NY: Pearson Prentice-Hall, Upper Saddle River. |
| [5] | Ballantyne, I. (2009). Recruiting and selecting staff in organizations. In Human Resource Management, Oxford: Oxford University Press. ISBN 978-0199-539-37-6. |
| [6] | Ntiamoah, E. B. Abrokwah, E. Agyei-Sakyi, M. Opoku, B. and Siaw, A. (2014). An investigation into recruitment and selection practices and organizational performance. International Journal of Economics, Commerce and Management, Vol. 2, No. 11, pp. 1-11. ISSN 2348-0386. |
| [7] | Werther, W. B. and Davis, K. J. (1993). Human resources and personnel management (4th ed.). New York: McGraw-Hill. |
| [8] | Vencatachellum, I. and Mathuvirin, N. (2010). Investigating HRM practices role towards customer service excellence in the Mauritian Hotel Industry. International Research Symposium in Service Management, August 24-27. ISSN 1694-0938. |
| [9] | Tabassum, A. (2011). The Process of Recruitment and Selection in a Developing Country: Case Study of a Bank in Bangladesh. ABAC Journal, Vol. 31, No. 1, pp. 55-67. |
| [10] | Fatema, N. (2014). Paradigm Shift of HRM Practices in the Banking Sector of Bangladesh. IOSR Journal of Business and Management, Vol. 16, No. 7 (V), pp. 45-6. |
| [11] | Absar, M. M. N. (2012). Recruitment & Selection practices in manufacturing firms in Bangladesh. Indian Journal of Industrial Relations, Vol. 47, No 3, pp. 436-449. |
| [12] | Haq, A. Z. M. (2015). Recruitment and Selection Process of a Private Commercial Bank in Bangladesh. American Journal of Service Science and Management, Vol. 2, No. 5, pp. 54-58. |
| [13] | Henry, O. and Temtime, Z. (2009). Recruitment and selection practices in SMEs: Empirical evidence from a developing country perspective. Advances in Management, Vol. 3, No. 2, pp. 52-58. |
| [14] | Stewart, G. L. and Carson, K. P. (1997). Moving beyond the mechanistic model: an alternative approach to staffing for contemporary organizations. Human Resource Management Review, Vol. 7 No. 2, pp. 157-84. |
| [15] | Kepha, O. Mukulu, E. and Waititu, G. A. (2014). The Influence of Recruitment and Selection on the Performance of Employees in Research Institutes in Kenya. International Journal of Science and Research (IJSR), Vol. 3, No. 5, pp. 132-138. |
| [16] | Hsu, Y. R. and Leat, M. (2000). A study of HRM and recruitment and selection policies and practices in Taiwan. International Journal of Human Resource Management, Vol. 11, No. 2, pp. 413-435. |
| [17] | Harris, H., Brewster, C. and Sparrow, P. (2003). International Human Resource Management, CIPD, London. |
| [18] | Wickramasinghe, V. (2007). Staffing practices in the private sector in Sri Lanka. Career Development International, Vol. 12, No. 2, pp. 108 – 128. |
| [19] | Sinha, V. and Thaly, P. (2013). A review on changing trend of recruitment practice to enhance the quality of hiring in global organizations. Management, Vol. 18, No. 2, pp. 141-156. |
| [20] | Breaugh, J. A. and Starke, M. (2000). Research on Employee Recruitment: So Many Studies, So Many Remaining Questions. Journal of Management, Vol. 26, No. 3, pp. 405-434. |
| [21] | Montan, H. and Charnou, B. (2002). Human resource practices and firm performance of multinational corporations: Influences of country of origin. Journal of International Human Resource Management, Vol. 9, pp. 632-652. |
| [22] | Zottoli M. A. and Wanous J. P. (2001). Recruitment source research: current status and future directions, Human Resource Management Review, Vol. 10, No. 4, pp. 353-382. |
| [23] | Chapman, D. and Webster, J. (2003). The use of technologies in the recruiting, screening, and selection processes for job candidates. International Journal of Selection and Assessment, Vol. 11, pp. 113-20. |
| [24] | Carless, S. A. (2007). Graduate recruitment and selection in Australia. International Journal of Selection and Assessment, Vol. 15, No. 2, pp. 153-66. |
| [25] | Tayeb, M. (1995). Organizations and national culture: methodology consideration. Organization Studies, Vol. 14, pp. 429-46. |
| [26] | István, J. (2010). Selection methods used in recruiting sales team members. Periodica Oeconomica, October, pp. 110–117. |
| [27] | Compton R. L., B. Morrissey, and N. A. Nankervis. (2014). Effective Recruitment and Selection Practices. Australia: CCH Australia Limited. ISBN: 978-1-925091-15-1. |
| [28] | El-Kot, G. and Leat, M. (2008). A survey of recruitment and selection practices in Egypt. Education, Business and Society: Contemporary Middle Eastern Issues, Vol. 1, No. 3, pp. 200-212. |
| [29] | Moscoso, S. (2000). Selection interview: a review of validity evidence, adverse impact and applicant reactions. International Journal of Selection and Assessment, Vol. 8 No. 4, pp. 237-47. |
| [30] | Stewart, J. and Knowles, V. (2000). Graduate recruitment and selection practices in small businesses. Career Development International Review, Vol. 5, No. 1, pp. 21-38. |
| [31] | Heraty, N. and Morley, M. (1998). In search of good fit: policy and practice in recruitment and selection in Ireland. Journal of Management Development, Vol. 17 No. 9, pp. 662-85. |
| [32] | Van Vianen, A. E., Taris, R., Scholten, E., and Schinkel, S. (2004). Perceived fairness in personnel selection: Determinants and outcomes in different stages of the assessment procedure. International Journal of Selection and Assessment, Vol. 12, No. 1‐2, pp. 149-159. |
| [33] | Zhu, C. J. and Dowling, P. J. (2002). Staffing practices in transition: some empirical evidence from China. International Journal of Human Resource Management, Vol. 13 No. 4, pp. 569-97. |
| [34] | Budhwar, P. and Sparrow, P. (2002). An integrative framework for determining cross-national human resource management practices. Human Resource Management Review, Vol. 12, pp. 377-403. |
| [35] | Barber, A., Wesson, M., Roberson, Q. and Taylor, S. (1999). A tale of two job markets: organizational size and its side effects on hiring practices and job search behavior. Personnel Psychology, Vol. 52 No. 4, pp. 841-67. |
| [36] | Vigoda, E. (2000). Organizational politics, job attitudes, and work outcomes: Exploration and implications for the public sector. Journal of vocational Behavior, 57 (3), 326-347. |
| [37] | Unwin, K. (2005). Recruiting knowledge workers. HRM Review, Vol. 5, No. 10, pp. 5-9. |
| [38] | Okoh, A. O. (2005). Personnel and human resources management in Nigeria. Lagos: Amfitop Books. |
| [39] | Bohlander, G., Snell, S. and Sherman, A. (2001). Managing human resources. New YorkSouth- Western College. |
| [40] | Terpstra, E. D. and Rozell, J. E. (1993). The relationship of staffing practices to organizational level measures of performance Personnel Psychology, Vol. 46, No. 1, pp. 27-48. |
| [41] | Sarkar, A. and Kumar, S. (2007). Effective recruitment and selection: An approach towards model building. HRM Review, Vol. 7, No. 7, pp. 15-22. |
| [42] | Osemeke, M. (2012). The impact of human resource management practices on organizational performance: A study of Guinness Nigeria Plc. International Journal of Arts and Humanities, Vol. 1, No. 1, pp. 79-94. |
| [43] | Oladele, P. O. and Akeke, N. I. (2012). Effect of Customer Satisfaction on Customer on Customer Loyalty among Selected Bank Customers in Ado-Ekiti Metropolis, Nigeria. Interdisciplinary Journal of Contemporary Research in Business, Vol. 3, No. 11. |
| [44] | Ifill, S. and Moreland, N. (1999). Auditing recruitment and selection using generic benchmarking: a case study. The TQM Magazine, Vol. 11, No. 5, pp. 333-41. |
| [45] | Jameson, S. M. (2000). Recruitment and training in small firms. Journal of European Industrial Training, Vol. 24, No. 1, pp. 43-9. |
| [46] | Kaplan, R. S. and Norton, David P. (2004). Measuring the Strategic Readiness of Intangible Assets. Harvard Business Review, Vol. 82, No. 2, pp. 52-64. |
| [47] | Dess, Gregory, G. and Jason, D. Shaw (2001). Voluntary turnover, social capital, and Organizational performance. Academy of Management Review, Vol. 26, No. 3, pp. 446-456. |
| [48] | Adams, J. S. (1963). Toward an understanding of equity. Journal of Abnormal and Social Psychology, Vo. 67, pp. 422-434. |
| [49] | Barney, J. B. (2001). Resource-based theories of competitive advantage: a ten-year retrospective on the resource-based view. Journal of Management, Vol. 27, No. 6, pp. 643-650. |
| [50] | Boxall, P. (1996). The Strategic HRM Debate and the Resource-Based View of the Firm. Human Resource Management Journal, Vol. 6, No. 3, pp. 59-75. |
| [51] | Deshpande, S. and Golhar, D. Y. (1994). HRM practices in large and small manufacturing firms: A comparative study. Journal of Small Business management, Vol. 32, No. 2, pp. 49-56. |
| [52] | Priyanath, H. M. S. (2006). Managerial deficiencies in the small and medium enterprises (SMEs) in Sri Lanka: An empirical evidence of SMEs in the Ratnapura District. Sabaragamuwa University Journal, Vol. 6, No. 1, pp. 93-105. |
| [53] | Stanley E. G. and Gregory M. M. (2001). Achieving World Class Supply Chain Alignment: Benefits, Barriers and Bridges. A Compiled Research Report. |
| [54] | Kothari, C. K. (2011). Research Methodology: Methods and Techniques. (2nd Revised Edition) New Age International Publishers, New Delhi. |
APA Style
Tamanna Parvin Eva. (2018). Recruitment and Selection Strategies and Practices in the Private Sector Commercial Banks of Bangladesh: Evidence from Human Resource Practitioners. European Business & Management, 4(1), 28-38. https://doi.org/10.11648/j.ebm.20180401.15
ACS Style
Tamanna Parvin Eva. Recruitment and Selection Strategies and Practices in the Private Sector Commercial Banks of Bangladesh: Evidence from Human Resource Practitioners. Eur. Bus. Manag. 2018, 4(1), 28-38. doi: 10.11648/j.ebm.20180401.15
AMA Style
Tamanna Parvin Eva. Recruitment and Selection Strategies and Practices in the Private Sector Commercial Banks of Bangladesh: Evidence from Human Resource Practitioners. Eur Bus Manag. 2018;4(1):28-38. doi: 10.11648/j.ebm.20180401.15
Share This Article
Twitter
Linked In
Facebook
Copy
Download@article{10.11648/j.ebm.20180401.15,
author = {Tamanna Parvin Eva},
title = {Recruitment and Selection Strategies and Practices in the Private Sector Commercial Banks of Bangladesh: Evidence from Human Resource Practitioners},
journal = {European Business & Management},
volume = {4},
number = {1},
pages = {28-38},
doi = {10.11648/j.ebm.20180401.15},
url = {https://doi.org/10.11648/j.ebm.20180401.15},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ebm.20180401.15},
abstract = {Effective organizational performances rely on the proper allocation of human resources in different functional areas. Proper recruitment and selection procedure helps an organization to allocate right type of qualified employees in the proper job position for ensuring organizational effectiveness. The banking sector is playing a crucial role in the economic advancement of Bangladesh through generating job opportunities and recruiting huge number of candidates in each year. Different researchers have projected different sources, methods, models and theories in light of designing effective recruitment and selection program. However, there is no analytical study on recruitment and selection strategies and practices in the private sector commercial banks of Bangladesh till date. The aim of the study is to fill the gap with identifying mostly used recruiting sources, selection methods, developing a selection model for the entry-level position along with identifying perceived major barriers and strategies for maintaining the effectiveness of recruitment and selection practices. Both qualitative and quantitative approaches have been followed to complete this study. Data have been collected from both primary and secondary sources. Primary data have been collected from Human Resource practitioners of 14 private commercial banks through using a well-structured questionnaire with the inclusion of both open-ended and close-ended questions. Statistical analysis software SPSS-20 version has been used for quantitative analysis. Major findings of the study are maximum banks have different preference level for using recruitment sources and selection methods. They follow different selection procedure for the entry-level vacant positions. There are also notable commonalties in using job analysis, some recruitment sources and selection methods, assigning primary and final hiring decision responsibilities to Human Resource Managers and line managers, perceiving major challenges and adopting strategies for effective recruitment and selection functions. An attempt has been made to develop a comprehensive selection model for the entry-level position. Finally, some recommendations have been provided in this paper which will be beneficial for banks, human resources practicing organizations and for future research.},
year = {2018}
}
TY - JOUR T1 - Recruitment and Selection Strategies and Practices in the Private Sector Commercial Banks of Bangladesh: Evidence from Human Resource Practitioners AU - Tamanna Parvin Eva Y1 - 2018/01/08 PY - 2018 N1 - https://doi.org/10.11648/j.ebm.20180401.15 DO - 10.11648/j.ebm.20180401.15 T2 - European Business & Management JF - European Business & Management JO - European Business & Management SP - 28 EP - 38 PB - Science Publishing Group SN - 2575-5811 UR - https://doi.org/10.11648/j.ebm.20180401.15 AB - Effective organizational performances rely on the proper allocation of human resources in different functional areas. Proper recruitment and selection procedure helps an organization to allocate right type of qualified employees in the proper job position for ensuring organizational effectiveness. The banking sector is playing a crucial role in the economic advancement of Bangladesh through generating job opportunities and recruiting huge number of candidates in each year. Different researchers have projected different sources, methods, models and theories in light of designing effective recruitment and selection program. However, there is no analytical study on recruitment and selection strategies and practices in the private sector commercial banks of Bangladesh till date. The aim of the study is to fill the gap with identifying mostly used recruiting sources, selection methods, developing a selection model for the entry-level position along with identifying perceived major barriers and strategies for maintaining the effectiveness of recruitment and selection practices. Both qualitative and quantitative approaches have been followed to complete this study. Data have been collected from both primary and secondary sources. Primary data have been collected from Human Resource practitioners of 14 private commercial banks through using a well-structured questionnaire with the inclusion of both open-ended and close-ended questions. Statistical analysis software SPSS-20 version has been used for quantitative analysis. Major findings of the study are maximum banks have different preference level for using recruitment sources and selection methods. They follow different selection procedure for the entry-level vacant positions. There are also notable commonalties in using job analysis, some recruitment sources and selection methods, assigning primary and final hiring decision responsibilities to Human Resource Managers and line managers, perceiving major challenges and adopting strategies for effective recruitment and selection functions. An attempt has been made to develop a comprehensive selection model for the entry-level position. Finally, some recommendations have been provided in this paper which will be beneficial for banks, human resources practicing organizations and for future research. VL - 4 IS - 1 ER -
Email: