field report on selection and recruitment process of public service commission

CHAPTER-IINTRODUCTION1.1 INTRODUCTION OF THE STUDY

Today, in every organization personnel planning as an activity is necessary. It is an important part of an organization. Human Resource Planning is a vital ingredient for the success of the organization in the long run. There are certain ways that are to be followed by every organization, which ensures that it has right number and kind of people, at the right place and right time, so that organization can achieve its planned objective.The objectives of Human Resource Department are Human Resource Planning, Recruitment and Selection, Training and Development, Career planning, Transfer and Promotion, Risk Management, Performance Appraisal and so on. Each objective needs special attention and proper planning and implementation.For every organization it is important to have a right person on a right job. Recruitment and Selection plays a vital role in this situation. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about Recruiting and Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and Selection procedure.

With reference to this context, this project is been prepared to put a light on Recruitment and Selection process. This project includes Meaning and Definition of Recruitment and Selection, Need and Purpose of Recruitment, Evaluation of Recruitment Process, Recruitment Tips, Sources of Recruitment through which an organization gets suitable application, Scientific Recruitment and Selection, which an organization should follow for, right manpower. Job Analysis, which gives an idea about the requirement of the job. Next is Selection process, which includes steps of Selection, Types of Test, Types of Interview, and Common Interview Problems and their Solutions, Approaches to Selection, Scientific Selection Policy.Recruitment and Selection are simultaneous process and are incomplete without each other. They are important components of the organization and are different from each other. Since all the aspect needs practical example and explanation this project includes Recruitment and selection Process of PSC and a practical case study. It also contains addresses of various and top placement consultants and the pricelist of advertisements in the magazine.Main purpose of this study is to critically analyze the function of recruitment and selection process of PSC and for this purpose various books, journals, articles, reports have been reviewed. In the process of collection of data, I adopt two techniques i.e. on-side & off-side. Under the on-side method different staffs have been interviewed and under off-side method different information are collected by using internet, library source, many friends and teachers. This study mainly focuses on how PSC function on more effective way in order to increase efficiency in hiring and retention and to ensure consistency and compliance in the recruitment and selection process. PSC generally consider Affirmative Action, Equal Employment Opportunity and Diversity are not to be considered separate actions or initiatives in the recruitment and selection process. Instead, they are key variables which are woven into each step of the process of recruitment & selection.

1.1.1 INTRODUCTION OF PUBLIC SERVICE COMMISSION (PSC)The Public Service Commission (PSC) of Nepal has a long history as a stable and independent constitutional institution. The origin of PSC began with the Application Bureau under the Constitutional Law, 1947. The objective of the Bureau was to ensure the recruitment of qualified employees to the government offices. The Bureau was to consist of such members as are nominated by the Prime Minister. Nevertheless, the arrangement did not last long as the country was already under the wave of democratic movement. In the history of PSC, the decade of 1950s is significantly remarkable because the Nepal Interim Constitution, 1950 was promulgated in 1950 A.D. and in accordance with the provision of this Constitution, Nepal Public Service Commission was established on June 15, 1951 A.D. with a view to conducting examinations for recruitment to government positions. Later in 1959 A.D., the Constitution of the Kingdom of Nepal was promulgated and brought into effect. This Constitution also had a provision of PSC with the authority to select candidates on the basis of merit. The Constitution of Nepal, 1962 redefined the function and scope of PSC. The Constitution of the Kingdom of Nepal, 1990 had also a provision of an independent PSC. Likewise, the current Interim Constitution, 2007, has also a provision of an independent PSC. As the previous constitutions, the current constitution also assumes a fairly competent civil service with clear mandates to PSC to select competent human resources and ensures impartially in civil service management. The constitutional guarantee of the civil service is enshrined in the Article 153, which states that the government would constitute civil service and other necessary government services to run the administration of the country.

If we make a comparison of PSC-related provisions among the previous Constitutions and the present one, they do not seem much different as far as their functions are concerned. However, from the stand-point of the role, we see a lot of differences and find the current PSC in a very strategically significant position.

1.1.1.1 CONSTITUTIONAL PROVISIONSRegarding the PSC, the following arrangement has been made in the part 13 of the Interim Constitution of Nepal, 2007(www.lawcommission.gov.np).Article 125 Public Service Commission There shall be a Public Service Commission of Nepal, consisting of the Chairperson and such number of other Members as may be required.

The President shall, on the recommendation of the Constitutional Council, appoint the Chairperson and other Members of the Public Service Commission.

At least fifty percent of the total number of the Members of the Public Service Commission shall be appointed from amongst the persons who have worked for at least twenty years in any government service, and the rest of the Members shall be appointed from amongst the persons, who have done research, investigation, teaching or any other significant work in the field of science, technology, art, literature, law, public administration, sociology or any other sphere of national life and who hold a high reputation. The term of office of the Chairperson and the Members of the Public Service Commission shall be six years from the date of appointment, subject to Sub-clause (a) of the provision to Clause (8) provided that-(a) If, before the expiry of his or her term, the Chairperson or a Member of the Public Service Commission attains the age of sixty-five years, he or she shall retire.

(b) The Chairperson or a Member of the Public Service Commission may be removed from his or her office on the same ground and in the same manner as has been set forth for the removal of a Judge of the Supreme Court.

The office of the Chairperson or a Member of the Public Service Commission shall be deemed vacant in any of the following circumstances:

(a) If he or she tenders resignation in writing to the President;

(b) If, pursuant to Clause (4), his or her term expires or he or she ceases to hold his or her office; or

(c) If he or she dies.

No person shall be eligible to be appointed as the Chairperson or a Member of the Public Service Commission unless he or she possesses the following qualification:

(a) holds a Master's Degree from a university recognized by the Government of Nepal,

(b) is not a member of any political party immediate before appointment;

(c) has attained the age of forty five years; and

(d) Possesses high moral character.

The remuneration and other conditions of service of the Chairperson and the Members of the Public Service Commission shall be as determined by law. The remuneration and other conditions of service of the Chairperson and the Members of the Public Service Commission shall not, so long as they hold office, be altered to their disadvantage.

A person once appointed as the Chairperson or a Member of the Public Service Commission shall not be eligible for appointment in any other government service. Provided that-

(a) Nothing in this Clause shall be deemed to be a bar to the appointment of a Member of the Public Service Commission as its Chairperson, and when a Member is so appointed as the Chairperson, his or her term of office shall be so computed as to include his or her term as the Member.

(b) Nothing in this Clause shall be deemed to be a bar to the appointment to any political position or to any position which has the responsibility of making investigations, inquiries or findings on any subject, or to any position which has the responsibility of submitting advice, opinion or recommendation after carrying out a study or research on any subject.

Article 126 Functions, duties and powers of Public Service Commission:

It shall be the duty of the Public Service Commission to conduct examinations for the selection of suitable candidates to be appointed to the positions in the civil service Explanation: For the purposes of this Article, all services or positions in the Government of Nepal, other than the services and positions of army officers or soldiers and of armed police and police personnel and such other services and positions as are excluded by an Act from the civil service or positions thereof, shall be deemed to be the civil service or positions thereof.

No permanent appointment to any pensionable position in the civil service shall be made except in consultation with the Public Service Commission.

The Public Service Commission shall be consulted:

(a) On matters concerning the law relating to the conditions of service of the civil service;

(b) On the general principles to be followed in making appointment and promotion to the civil service or positions thereof and in taking departmental action;

(c) On matters concerning the suitability of any candidate for appointment to a civil service position for a period of more than six months;

(d) On matters concerning the suitability of any candidate for transfer or promotion from one service to another with the civil service or from any other government service to the civil service;

(e) On matters concerning the, permanent transfer or promotion of any employee working in any position which does not require consultation with the Public Service Commission to any position which requires consultation with the Public Service Commission; and

(f) On matters relating to departmental action propose against any civil servant.

Notwithstanding anything contained in Clause (3), matters falling within the purview of the Judicial Service Commission pursuant to Article 114 shall be governed by that Article.

The Public Service Commission shall be consulted on the general principles to be followed in the course of making appointment and promotion to any position of the military service, armed police service or police service or other government service.

If any public corporate body intends to seek advice of the Public Service Commission on the laws in force relating to the conditions of service of the employees in the service of such body and on the general principles to be followed in the course of making appointment and promotion to any position of such service and in taking departmental action against any such employee, the Public Service Commission may advise on such matters.

For the purposes of this Article, the expression "public body" shall mean any corporate body of which the Government of Nepal owns or controls fifty percent or more of the shares or assets.

The Public Service Commission may delegate any of its functions, duties and powers to any of its members, a committee of such members or any employee of the Government of Nepal as to be exercised and complied with subject to the specified conditions.

Subject to this Constitution, other functions, duties and Rules of procedure of the Public Service Commission shall be as determined by law.

Article 127 Annual Reports:

The Public Service Commission shall, every year, submit to the President; an annual report on the works it has performed, and the President shall arrange to submit such report to the Legislature- Parliament, through the Prime Minister.

The annual report to be submitted pursuant to Clause (1) shall set out, inter alia, the details of examinations conducted by the Public Service Commission to select candidates throughout the year, details of examinees who have passed such examinations, details of advice made to various corporate bodies, details of advice made in relation to departmental action and punishment proposed to be taken against and imposed on civil servants, statements whether such advice has been complied with, details of advice, if any, made in relation to the general principles to be followed while making appointment and promotion to any position of any government service and while taking departmental action concerning such position and details of future reforms to be made in the field of civil service.

1.1.1.2 ORGANIZATIONAL STRUCTUREINSTITUITIONALIn order to support the Commission, there is a Central Secretariat (CS), headed by the secretary. As an executive head of the secretariat, the secretary is responsible for implementing the decisions of the Commission into effect as well as for monitoring, coordinating and controlling the administrative and fiscal activities of the Commission in Conformity to the laws currently in force. Presently, there are five divisions in the Central Secretariat, i.e., examination division, question-paper moderation and recommendation division, administration and planning division, testing techniques and curriculum division, and legal division. Each division is headed by a joint secretary. In addition, there are five Regional Directorates (RDs) each in a Development Region, nine Zonal Offices (ZOs) and a Kathmandu Valley Application Collection Centre (KVACC). Directors (joint secretary level) in all RDs and office chiefs (under secretary level) in all ZOs as well as KVACC are deputed as the chief of the respective organization. All the employees working in CS, RDs, ZOs and KVACC belong to NCS.

Human Resources

Altogether three hundred and seventy one positions of civil employees have been created for CS as well as RDs, ZOs, KVACC. Of these positions, 86 positions fall in the various hierarchies in the gazette level whereas 215 belong to the non-gazetted level and remaining others belong to classless category.

1.1.2 MEANING OF RECRUITMENTRecruitment refers to the process of attracting, screening, selecting, and on boarding a qualified person for a job. Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected.

A formal definition states, It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected. In this, the available vacancies are given wide publicity and suitable candidates are encouraged to submit applications so as to have a pool of eligible candidates for scientific selection. In recruitment, information is collected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion, etc. are used.

In the recruitment, a pool of eligible and interested candidates is created for selection of most suitable candidates. Recruitment represents the first contact that a company makes with potential employees.Definition:

According to FLIPPO,Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.

According to Costello (2006) recruitment is described as the set of activities and processes used to legally obtain a sufficient number of qualified people at the right place and time so that the people and the organization can select each other in their own best short and long term interests. In other words, the recruitment process provides the organization with a pool of potentially qualified job candidates from which judicious selection can be made to fill vacancies. Successful recruitment begins with proper employment planning and forecasting. In this phase of the staffing process, an organization formulates plans to fill or eliminate future job openings based on an analysis of future needs, the talent available within and outside of the organization, and the current and anticipated resources that can be expanded to attract and retain such talent.

Recruitment is the discovering of potential candidates for actual or anticipated organizational vacancies. (Decenzo, and Robbins, 1993). Recruiting is that set of an organization used to attract job candidates who have the abilities and attitudes needed to help the organization achieve its objectives. (Ivancevich, and Glueck,1989).Job analysis

The proper start to a recruitment effort is to perform a job analysis, to document the actual or intended requirement of the job to be performed. This information is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search. Oftentimes a company will have job descriptions that represent a historical collection of tasks performed in the past. These job descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day requirements. Starting recruitment with an accurate job analysis and job description insures the recruitment effort starts off on a proper track for success.1.1.2.1 Purpose and importance of Recruitment:

Determine the present and future requirements of the organization on conjunction with its personnel-planning and job analysis activities.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants.

Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time.

Meet the organizations legal and social obligations regarding the composition of its work force.

Begin identifying and preparing potential job applicants who will be appropriate candidates.

Increase organizational and individual effectiveness in the short term and long term.

Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.

Recruitment is a positive function in which publicity is given to the jobs available in the organization and interested candidates are encouraged to submit applications for the purpose of selection.

Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decided whether they wish to work for it. A well-planned and well-managed recruiting effort will result in high quality applicants, whereas, a haphazard and piecemeal efforts will result in mediocre ones.1.1.2.2 Process of RecruitmentThe recruitment process consists of the series of steps through which applicants pass. Each step serves as a hurdle which the successful candidate must cross. Fig.-1.1 Process of recruitment

Source: Agrawal, (2010)

Locating Sources of Recruitment

This step identifies sources of qualified candidates. They can be:

Internal, within the organization

External, outside the organization

Attracting qualified candidates to apply

This step encourages candidates to apply for the jobs. A pool of qualified candidates is developed.1.1.2.3 Sources of RecruitmentEvery organization has the option of choosing the candidates for its recruitment processes from two kinds of sources (Internal and External Sources). The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment. The Recruitment Sources in the recruitment process are the sources of candidates. Generally, the HRM Function recognizes two main sources of candidates for the job positions: internal and external sources of candidates.1.1.2.3.1 Internal Sourcing

Internal Recruitment is a recruitment which takes place within the concern or organization. Internal sources of recruitment are readily available to an organization. Internal sources are primarily three Transfers, promotions and Re-employment of ex-employees. Re-employment of ex-employees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern. There are situations when ex-employees provide unsolicited applications also.

Internal recruitment may lead to increase in employees productivity as their motivation level increases. It also saves time, money and efforts. But a drawback of internal recruitment is that it refrains the organization from new blood. Also, not all the manpower requirements can be met through internal recruitment. Hiring from outside has to be done. Internal sources are primarily. Such sources are: Promotions &Transfers Promotion is an effective means using job posting and personnel records. Job posting requires notifying vacant positions by posting notices, circulating publications or announcing at staff meetings and inviting employees to apply. Promotions has many advantages like it is good public relations, builds morale, encourages competent individuals who are ambitious, improves the probability of good selection since information on the individuals performance is readily available. Transfers are also important in providing employees with a broad-based view of the organization, necessary for future promotions.

Employee ReferralsEmployees can develop good prospects for their families and friends by acquainting them with the advantages of a job with the company, furnishing them with introduction and encouraging them to apply. This is a very effective means as many qualified people can be reached at a very low cost to the company.

Former EmployeesThese include retired employees who are willing to work on a part-time basis, individuals who left work and are willing to come back for higher compensations. Even retrenched employees are taken up once again. The advantage here is that the people are already known to the organization and there is no need to find out their past performance and character.

Dependents of deceased employeesUsually, banks follow this policy. If an employee dies, his / her spouse or son or daughter is recruited in their place. This is usually an effective way to fulfill social obligation and create goodwill.

Retired Employees

At times, management may not find suitable candidates in place of the one who had retired, after meritorious service. Under the circumstances, management may decide to call retired employees with new extension.

Methods of Internal Recruitment

The methods used for internal recruitment are:

Job Posting

Job posting is the most common way. It requires that management post or otherwise circulates listings of available job openings. The listings provide information contained in the job description and job specification, as well as information concerning compensation. Employees indicate their interest formally, either through their immediate supervisor or through the human resource department. In some organizations, the job posting program is coupled with a skills inventory, this inventory of employee skills, attributes, and performance data is used to match current employees with the requirements of the job openings. Human resource Inventory Search MethodsIt is a search of human resource inventory currently employed in the organization. It tells management what individual employees can do. The information includes in the inventory about each employee is:

a) Personal: Name, age, sex, marital status

b) Educational qualifications/professional qualifications

c) Training undertaken/special skills

d) Employment experience/current position held/seniority

e) Performance ratings

f) Language spoken

g) Capabilitiesh) Job and location preferences

Human resource inventory can be manual or computerized. It is searched to quickly identify qualified employees within the organization to fill up the vacancies.

Advantages of Internal Sourcing

There are various advantages of internal recruitment which are given as follows:

Easier to assess applicants since more information is available

Less costly and quicker than an external search

Promoted employee is already familiar with organization policies, culture, etc.

Signals to employees that career opportunities exist in organization

Improve employee morale and organization loyalty

Lower costs for some jobs

Less likely to make major changes and upset the apple cart

Disadvantages of Internal Sourcing

Narrowing of thinking and stale ideas (inbreeding)

May not help turn company around

Training will be needed and learning curve will occur for the job duties

Internal politics will occur (e.g., possible discontent of rejected applicants; new subordinates discount new boss knowledge and expect special treatment; etc.)

Difficult to do with rapid growth

Affirmative action goals may be more difficult to achieve

Ripple effect

Smaller talent pool / fewer applicant1.1.2.3.2 External SourcingThe external recruitment sources bring job candidates from the external environment using different techniques. The oldest, but still pretty efficient is a newspaper job advertisement. Many HRM Professionals do not believe in the power of the newspaper advertising, but for many jobs it is still one of the best techniques with the best cost/income ratio. External sources of recruitment have to be solicited from outside the organization. External sources are external to a concern. But it involves lot of time and money .The external sources of recruitment include Employment at factory gate, advertisements, employment exchanges, employment agencies, educational institutes, labor contractors, recommendations etc. Such sources are: Press AdvertisementIt is a popular method of seeking recruits, as many recruiters prefer advertisements because of their wide reach. Want ads describe the job benefits, identify the employer and tell those interested how to apply. Newspaper is the most common medium but for highly specialized recruits, advertisements may be placed in professional or business journals. Recruitment advertisements can also serve as corporate advertisements to build company image. It also cost effective.

Professional or Trade AssociationsMany associations provide placement service to its members. It consists of compiling job seekers lists and providing access to members during regional or national conventions. Also, the publications of these associations carry classified advertisements from employers interested in recruiting their members. These are particularly useful for attracting highly educated, experienced or skilled personnel.

Labor Contractors

They are used to recruit casual workers. The names of the workers are not entered in the company records and, to this extent; difficulties experienced in maintaining permanent workers are avoided.

Consultants

They are in the profession for recruiting and selecting managerial and executive personnel. They are useful as they have nationwide contacts and lend professionalism to the hiring process. They also keep prospective employer and employee anonymous. However, the cost can be a deterrent factor. Walk-ins, Write-ins and Talk-ins

The most common and least expensive approach for candidates is direct applications, in which job seekers submit unsolicited application letters or resumes. Direct applications can also provide a pool of potential employees to meet future needs. From employees viewpoint, walk-ins are preferable as they are free from the hassles associated with other methods of recruitment. While direct applications are particularly effective in filling entry level and unskilled vacancies, some organizations compile pools of potential employees from direct applications for skilled positions. Write-ins are those who send written enquiries. These jobseekers are asked to complete application forms for further processing. Talk-ins involves the job aspirants meeting the recruiter (on an appropriated date) for detailed talks.Methods of External Recruitment

Once the labor markets and recruiting yields have been determined, the best means for contacting, informing, and creating interest in potential applicants must be selected. The firm may select one or more recruitment strategies to accomplish this. A recruitment strategy consists of a plan combining recruitment personnel, resources, and recruiting methods. Some of the methods of external recruitment are given as follows:

Print and Electronic Media Advertisements

Employers use newspaper advertisements for many reasons. Such as:

Job openings can be announced quickly.

They are fairly inexpensive compared with other methods, and more than one position can be included in the same advertisement.

Newspaper advertisements offer flexibility to employers (free-timetable, blind advertisements).The use of electronic media in recruitment has also increased. Radio, cable TV, and electronic bulletin boards have all proven to be effective competition for the printed medium.

Public Employment Service

Public employment agencies are an excellent source of blue-collar and hourly workers. There are some agencies who list all those individuals out of work who are eligible and wish to receive unemployment compensation, as well as many first-times or less steadily employed job seekers. Private Employment Agencies

Private employment agencies can serve as an excellent source of qualified applicants for a wide range of job openings. These agencies typically specialize in the skill level or profession of the applicants that they provide, and they charge fees to either the applicant or the organization (fee paid) for successful placements. Such fees vary from established fixed fees to percentages of the successful applicants yearly salary.

Advantages of External SourcingThere are various advantages of External recruitment which are given as follows:

Provides new ideas / fresh perspectives

May bring new insights from other industries

Initiate a turnaround

Hiring experienced employee can reduce training needed

Internal politics may be avoided (e.g., less upsetting to present organizational hierarchy)

Allows rapid growth

Increase diversity

Only hire at one level

Bigger talent pool / more applicantsDisadvantages of External Sourcing

Less information available on applicants

Search takes longer and costs more

Outsider takes time to become familiar with current systems and organization culture

Destroys incentive of present employees to strive for promotion

Can hurt employee morale and loyalty

May have to pay more for the job

Current organization members may fight new ideas 1.1.2.3.3 Third-Party Sourcing

Third-Party sourcing involves using a placement agency or headhunter to find qualified job candidates. These third-party sources use various techniques and tools to find appropriate job applicants, such as extending offers of imposed salary compensation and more flexible benefit packages. They are useful in specialized and skilled candidate working in a particular company. An agent is sent to represent the recruiting company and offer is made to the candidate. This is a useful source when both the companies involved are in the same field, and the employee is reluctant to take the offer since he fears, that his company is testing his loyalty.1.1.3 Meaning of Selection

The process of interviewing and evaluating candidates for a specific job and selecting an individual for employment based on certain criteria. Employee selection can range from a very simple process to a very complicated process depending on the firm hiring and the position. Certain employment laws such as anti-discrimination laws must be obeyed during employee selection. Selection is the process of choosing among people who apply for work with an organization. No organization can function effectively without the right quality of people. Selection is the process of choosing the most suitable candidate for a particular position from among the prospective applicants. The goal is to select the right person for the right job. Selection follows recruitment. It is concerned with hiring as well as rejecting the applicants.

Definitions:

According to wendell French, selection is the process of choosing among people who apply for work with an organization

According to Werther and Davis, The selection process is a series of steps used to decide which recruits should be hired.According to DeCenzo and robbins, Selection activities predict which job applicant will be successful if hired.

Selection is a two-way process. The employer chooses the employee. The employee chooses the employer. An optimal fit between the job and the person should be achieved by the selection process. But selection must be differentiated from recruitment, though these are two phases of employment process. Recruitment is considered to be a positive process as it motivates more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing of data. While selection is a negative process as the inappropriate candidates are rejected here. Recruitment precedes selection in staffing process. Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job.1.1.3.1 Essentials of Selection Procedure

The selection process can be successful if the following requirements are satisfied:

Someone should have the authority to select. This authority comes from the employment requisition as developed by an analysis of the work-load and work force.

There must be some standard of personnel with which a prospective employee may be compared i.e., a comprehensive job description and job specification should be available beforehand.

There must be sufficient number of applicants from whom the required number of employees may be selected.1.1.3.2 Process of Selection The selection process differs from organization to organization. The Employee selection Process takes place in following order:Application form Evaluation

The candidates who clear the preliminary interview are required to fill application blank. It contains data record of the candidates such as details about age, qualifications, reason for leaving previous job, experience, etc.Preliminary Interview

It is used to eliminate those candidates who do not meet the minimum eligibility criteria laid down by the organization. The skills, academic and family background, competencies and interests of the candidate are examined during preliminary interview. Preliminary interviews are less formalized and planned than the final interviews. The candidates are given a brief up about the company and the job profile; and it is also examined how much the candidate knows about the company.Selection Tests

Written TestsVarious written tests conducted during selection procedure are aptitude test, intelligence test, reasoning test, personality test, etc. These tests are used to objectively assess the potential candidate. They should not be biased. Classification of Tests on the Basis Of Human Behavior Aptitude or potential Ability Test

Such tests are widely used to measure the latent ability of a candidate to learn new jobs or skills. They will enable us to know whether a candidate if selected, would be suitable for a job, which may be clerical or mechanical. These tests may take one of the following forms:

Mental or Intelligence Test measures and enables to know whether he or she has mental capacity to deal with new problems.Mechanical Aptitude Test measures the capacity of a person to learn a particular type of mechanical work. This could help in knowing a persons capability for spatial visualization, perceptual speed manual dexterity, visual motor coordination or integration, visual insights etc. Psychometric tests these tests measures a persons ability to do a specific job. Achievement TestIt is also known as proficiency test. They measure the skill, knowledge which is acquired as a result of a training program and on the job experience they determine the admission feasibility of a candidate and measure what he/she is capable of doing.

Personality tests

These tests aim at measuring those basic make up or characteristics of an individual which are non-intellectual in their nature. In other words they probe deeply to discover clues to an individuals value system, his emotional reactions and maturity and motivation interest his ability to adjust himself to the illness of the everyday life and his capacity for interpersonal relations and self-image.

Selection InterviewInterviews are a crucial part of the recruitment process for most organizations. Their purpose is to give the selector a chance to assess the candidate and to demonstrate their abilities and personality. Its also an opportunity for an employer to assess them and to make sure the organization and position are right for the candidate. An interview is an attempt to secure maximum amount of information from candidate concerning his suitability for the job under consideration.

Reference Checks

Offers of appointment are subject to references and security checks. The references given in the candidate's application will be taken up and a security check will be conducted. Security checks can take a while if the candidate has lived abroad for any period of time.Medical or Physical Examination

Medical tests are conducted to ensure physical fitness of the potential employee. It will decrease chances of employee absenteeism.

Fig.-1.2 Process of selection

Source: Agrawal, (2010)Hiring Decision

Those individuals who perform successfully on the employment tests and the interviews, and are not eliminated by development of negative information on either the background investigation or physical examination are now considered to be eligible to receive an offer of employment. Who makes that employment offer? For administrative purpose the personnel department should make the offer. But their role should be only administrative. The actual hiring decision should be made by the manager in the department that had the position open. A reference check is made about the candidate selected and then finally he is appointed by giving a formal appointment letter.1.1.3.2 PROBLEMS IN EFFECTIVE SELECTIONThe main objective of selection is to hire people having competence and commitment. This objective often defeated because of certain barriers. The impediments, which check effectiveness of selection, are perception, fairness, validity, reliability and pressure.

Perception: -Our inability to understand others accurately is probably the most fundamental barrier to selecting the right candidate.

Selection demands an individual or a group of people to assess and compare the respective competencies of others, with the aim of choosing the right persons for the jobs. But our views are highly personalized.

Fairness in selection requires that no individual should be discriminated against on the basis of religion, region, race or gender. But the low numbers of women and other less privileged sections of the society in middle and senior management positions and open discrimination on the basis of age in job advertisements and in the selection process would suggest that all the efforts to minimize inequity have not been effective.

Validity, as explained earlier, is a test that helps predict job performance of an incumbent. A test that has been validated can differentiate between the employees who perform well and those who will not. However, a validated test does not predict job success accurately. It can only increase possibility of success.

Reliability: -A reliable method is one, which will produce consistent results when repeated in similar situations. Like validated test, a reliable test may fail to predict job performance with precision.

Pressure: - Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and peers to select particular candidates. Candidates selected because of compulsions are obviously not the right ones. Appointments to public sectors undertakings generally take place under such pressures.1.1.4 Placement and SocializationPlacement involves assigning a specific rank and responsibility to the selected candidate. It implies matching of job requirements with the qualification of the candidates.Placement is allocation of new employees to job. Proper placement builds a competent and satisfied work force. Not only the person should be suitable for the job but also the job should be suitable to the person. When selected candidates report for duty, they should be placed in the right job. A misplaced employee is a frustrated employee. Promotions, transfers and demotions also require placement actions.The first placement is for a probation period, usually extending from 6 months to 12 months. Orientation and pre-service trainings are given to the employee during the probation period. If the performance is satisfactory during the probation period, the employee is given tenure (permanent posting). If the performance is unsatisfactory, the probation period may be extended or the employee is asked to quit the job. Some employees may themselves like to quit the job during the probation period if they are not satisfied with the job or placement.Proper placement leads to following benefits:

Reduced employee turnover, absenteeism and accidents.

Improved employee morale and job satisfaction.

Better adjustment to job and work environment by the candidate; performance on the job matches the expectations.Socialization is the ongoing process through which an employee begins to understand and accept the values, norms and beliefs held by others in the organization. It is simply the process of adaptation. It makes a fit between the employee and the job in the organizations cultural context. It ensures that the performance of roles by employees conform to the value and norms of the organization. It is learning the policy of organization. Socialization is the process of adaptation or adjustment or assimilation of the new employees in the organization. It is the process by which person acquires the knowledge, skills, and decision that make them more or less able manners of their society. When a person becomes a member of an organization s/he needs socialization. Initial period of organizational socialization is very much important to both organization and employee. Employees future career development is strongly influenced by the development of values, attitudes, and behavior patterns during this period.1.1.4.1 Process of SocializationSocialization is a process of adaptation that takes place as individuals attempt to learn the values and norms of work roles. Socialization can be conceptualized as a process made up of three stages namely:Pre-arrival Stage

This is the period of learning in the socialization process that occurs before a new employee joins the organization. The pre-arrival stage explicitly recognizes that each individual arrives with a set of values, attitudes, and expectations. They influence values, norms, and attitudes of employees. They shape employee perception.Encounter Stage

The first entry of the employee into the organization is the encounter stage. This is the stage of socialization process in which, a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge. In this stage, there is possibility between expectation and reality.

Where expectation and reality differ, the new employee must undergo socialization that will detach his/her previous assumptions and replace them with another set that the organization deems desirable.

Metamorphosis stageThis is the stage of change in which, a new employee changes and adjust to the job, work, group, and organization.Finally the new member must work out a problems discovered during the encounter stages. This may mean going through changes-hence this is called the metamorphosis stage. Socialization/metamorphosis is complete when new members become comfortable with the organization and their work teams/groups.

Fig.-1.3 Process of Socialization

Source: Robbins, (2005:496)1.1.4.2 Purpose of Socialization

Socialization is a process of adaptation by a new employee to job environment and organizational culture. Its purposes are: Fig.-1.4 Purpose of Socialization

Source: Agrawal, (2010:153)Improve PerformanceSocialization helps new employees to understand and accept the organizations culture. This helps to achieve better employee performance.Increase organizational stability

Effective socialization provides favorable impression about the job and the organization. This results in low rates of employee turnover. This helps to increase organizational stability.Reduce Employee Anxiety

New employees suffer from anxiety. Socialization helps them to internalize the norms, values and attitudes of other members of the organization. They learn about dos and donts. They also get familiar with job environment. This gives them a feeling of belongingness and acceptance. The anxiety of new employees is reduced. Employees feel confident, satisfied, and committed.Screen out deviant employeesSocialization process ensures that deviant, rebellious and norm-rejecting type employees are screened out. New employees which are on probation and of wrong type can be spotted for screening out during socialization.

1.2 Area of the study

Human resource management is a process consisting of the acquisition, development, motivation, and maintenance of human resources. Hence, it is a foremost part of the organization. The report deals with the recruitment and selection process in terms of theoretical point of view and the practical use. The study allow learning about the recruitment and selection issues, importance, modern techniques and models used to make it more efficient. The study helps to learn the practical procedures followed by the leading organizations. Moreover the study helps to differentiate between the practice and the theories that direct to realize how the organization can improve their recruitment and selection process. Since PSC is regarded as one of the most credible modes of recruitment. The objective of PSC is to ensure the recruitment of qualified employees to the government offices. So, it has a wide area of the study.1.2 Issues to be Addressed / Questions to be AnsweredThe objective of PSC is to recruit Competent and energetic people effectively. The research questions which served as a guide to the study are: What are the recruitment and selection practices of PSC?

What is the effectiveness of the recruitment and selection practices of PSC?

How do recruitment and selection practices affect the performance and development of PSC?

What are the challenges associated with the recruitment and selection practices of PSC?

What are the ways to help improve human resource planning and development?

What are the various steps involved in recruitment and selection process of PSC?

How many people are regained during the period of establishment? Is there proper utilization and mobilization of the human resources in organizations?

How to regulate the employees skills (managerial & mechanical) in PSC? What is the situation of HR supply in PSC?

1.4 Objectives of the StudyBroad objective of this study is to know overall about the Public Service Commission and recruitment and selection process of the organization and other specific objectives are as under: To know the prospects of recruitment and selection procedure.

To analyze the functioning of recruitment and selection procedure.

To study the changes in recruitment policy in the organization.

To know how the company fulfills its manpower requirements.1.5 Need of the StudyHuman resources are vital for achieving organizational objectives. Better people achieve better results. Organizational effectiveness depends on the performance of people working in organizations. So, it is necessary to find right people for right positions at the right time. Since recruitment is concerned with searching for prospective employees and stimulating them to apply for the job and selection concern with choosing among people who apply for work with an organization.This study helps in following ways:

It helps to study the perceived effectiveness and efficiency of the recruitment and selection policy implemented in PSC.

It facilitates base for future research on the recruitment and selection practices. It helps to study the current trend in HR supply in the organization. It helps to study about the enrollment process of PSC. Due to the given reasons the field study is conducted in order to know more specifically about Public service commission.

1.6 Organization of the Study

Organization of the study includes chapter plan, methodology of the study, research design of the study, sources of data, data analysis tools and techniques. It simply organizes the overall procedural work of the study. It deals with collection, presentation and analysis of data which ultimately leads to major findings.1.6.1 Chapter PlanThe field study is presented into three major divisions also known as chapters to make the presentation of study more clear. First chapter contains introduction parts of the study. It includes introduction of the study, constitutional provisions, meaning of recruitment, purpose of recruitment, process of recruitment, sources of recruitment, internal recruitment, external recruitment, advantages and disadvantages of internal and external recruitment, methods of recruitment, third party sourcing, meaning of selection, process of selection, problems in selection process, concept of placement and socialization, process of socialization, purpose of socialization, issues to be answered, objectives of the study, methodology of the study, limitation of the study. Similarly, second chapter contains presentation and analysis of data, recruitment process of the organization, organization structure of recruitment committee, human resource management system, total working manpower of the organization, major findings. And lastly third chapter contains summary, conclusion, and recommendations.

1.6.2 Methodology of the study Various methodologies were used in the process of this field study. Primary and secondary sources of data were used in the research. Questionnaires were used in the collection of the primary data. Secondary data was sourced through the use of books, articles, journals, and handouts on human resource development. Electronic search engines such as the internet and Encarta encyclopedia were also used. For this field report the various methods are used such as questionnaire method, survey, direct interview with the responsible personnel related to this report. A recommendation letter was provided by the PSC. A meeting was arranged with the recruitment nanager of PSC and other staff member. The teacher of the campus as well as the staffs of PSC gave various suggestions and consultations. The annual report of PSC also facilitated various important information which was used according to the need of the study.1.6.3 Research designA research design is the specification of methods and procedures for acquiring the information needed to structure or to solve a problem. It is the overall operation pattern and framework of the project that stipulates what information is to be collected from which source, and what procedures. The research design is a framework or a general plan for the study guiding the collection and analysis of data. It is the strategy of obtaining information for the purpose of conducting a study and making generalizations about the problem. It is a blueprint specifying the method to be adopted for gathering and analyzing data. The main objective of the study is to analyze the way how they selected and do recruit to the necessary manpower of the institution and proved suggestions on the basis of order to fulfill objectives. A research design is the arrangement of condition for collection and analysis of data in a manner that aims to combine relevance to research purpose with economy in procedure.Definitions

Kerlinger (1986): Research design is the plan, structure, and strategy of investigation conceived so as to obtain answers to research question. The plan is the overall scheme or program of the research. It includes an outline of what the investigator will do from writing the hypotheses and their operational implications to the final analysis of data.Burns and Grove (2003:195) define a research design as a blueprint for conducting a study with maximum control over factors that may interfere with the validity of the findings.

Parahoo (1997:142) describes a research design as a plan that describes how, when and where data are to be collected and analyzed. Polit et al (2001:167) define a research design as the researchers overall for answering the research question or testing the research hypothesis.

1.6.4 Sources of DataThe data for the survey are collected from two sources. Such sources are primary & secondary source of data.Primary source

Using personal interview technique primary data were obtained through various questionnaires. A formal meeting was conducted with Mr. Ramesh Sharma (joint secretory) and Mr. Tika Dutta Niraula (member) in order to get first-hand information. A simple question answer session was also conducted with other employees.

Secondary Source

The data were collected from various booklets, pamphlets, magazines, websites, reports submitted by the seniors, annual report of public service commission and other published journals etc. Different presentation regarding PSC and interim constitution (2007) also facilitated necessary information required for the completion of this field report.

1.6.5 Data analysis tools and techniques

As argued by Saunders et al., (2009), data collected can only be useful if it has been analyzed and interpreted. Before the analysis, codification, classification and the tallying of facts was done. That is, the results of the study were presented according to the various research questions that the study focused on. The objectives serve as salient headings in the process Different data collected through primary as well as secondary sources are analyzed using various tools and techniques. Statistical tools such as charts, tables, diagrams, graphs are very useful tool to analyze the available data and to predict about the trend and the hidden fact in the relation. So, different related tools from the statistically tool are utilized in terms of research objectives in employee recruitment and selection procedure. 1.7 Limitation of the study

Though the study is made in a much systemized way, some issues were hindrance to the field study. Some of the limitations are given as follows: The time to complete this report was very limited.

Data collected cannot be asserted to be free from errors because of bias on behalf of the respondents.

The accuracy of the study is based on the information given by the respondents.

This report is prepared only for fulfillment of requirement of bachelor of Business Administration (BBA) program.

CHAPTER-IIDATA PRESENTATION AND ANALYSIS

Data presentation and analysis is the second most important part of the field report. In this part various information are collected and presented in form of tables, charts, graphs, bar diagrams. The sources of data were primary as well as secondary sources. Primary sources were questionnaire, interview whereas secondary sources were annual reports, journals, reports of seniors, websites etc. Only presentation of data might become difficult for others to understand so analyzed interpretations are presented in this chapter.

2.1 Selection ProcessThe details of work processes and methods in order to be adopted by the PSC to perform the mandated institutional functions, such as-design of curriculums and selection tests, conduction of tests, delivery of advisory services, and hearing of complaints have been provisioned in the Public Service Commission Act, 2010 and Public Service Commission Procedure Rules, 2010. The major activities of PSC include- collection of statements of vacant positions from the concerned government organizations on yearly basis, determination of ratio of positions to be fulfilled through competitions of different types, advertisement and notification of vacancies, design and conduction of selection tests, delivery of advisory services and hearing of complaints against the decision of the promotion committees. For all the civil service positions to be fulfilled through open competitive examinations and internal competitions, the major selection tests are written examinations and interview, with some practical tests in the case of a few technical positions like computer assistant/ engineer, driver, etc. and non-gazetted class two (nontechnical) positions. The process of candidate selection is also shown in Figure-1

Figure-2.1 Candidate Selection Process

Source: Annual Report of PSC (2007-2012)Curriculum design: Curriculums for every post are designed by the commission. In the process of designing/redesigning curriculum, the commission takes the views of the concerning organizations (ministries/departments), and experts. When the task of designing/ redesigning the curriculum is over, it is published and for the easy access to the concerned people, it is immediately uploaded in the website of the commission (www.psc.gov.np). So far the curriculums of various classes/levels and service group related to all the services of NCS are up-dated.Collection of vacancies: The commission collects the vacancies from the ministries/departments/offices as per its annual calendar following the provision of the Civil Service Act and Regulations. Determination of the methods for selecting candidates to fill in vacancies: After collecting the number of vacant positions belonging to various services/groups/posts, the commission determines the methods for selecting candidates as provisioned in the Public Service Commission Procedure Rules, 2010. The methods in practice are written tests, practical test (only for a few technical positions) and interview. Apart from these, the Commission can adopt any other method if seems appropriate. Advertising notices: Calling the applications from the interested eligible candidates for each post by each method, advertising notice is published in the Gorkhapatra (National Daily), Weekly Bulletin of the Commission and the website of the commission (www. psc.gov.np).

Application registration: The interested eligible candidate can register duly filled application form (in the prescribed format) for the vacant position advertised through the commissions notice within the time-frame at any of the offices mentioned in the advertisement/notice. Along with the application form the candidate has to submit the photocopies of all the required documents and the examination fee for each post.

Construction of question papers:The commission nominates different experts from the roster updated every year by the Commission for preparing questions for written and practical tests. Throughout the process of nominating experts and the activity of constructing raw as well as final question sets secrecy is maintained strictly.

Conduction of written tests: The written tests are conducted very carefully focusing in the credibility of the Commission as well as the seriousness of the competitive examinations. The Commission has formulated and enforced the Directives for the conduction of its examinations in order to maintain fairness in each and every activity related to written tests. All the arrangements related to written test must be based on the directives. Before handing over the answer copies to experts for evaluation the symbol number of the candidate is coded two times by two different officials secretly so that the evaluation can be obviously and strongly fair. The number of papers for the written test ranges between 1 and 3 carrying 100 to 300 marks. For all technical gazetted positions, two papers each of 100 marks are provisioned. In case of gazetted class one and two positions, one paper is on general subjects related to administration, development and respective service and another one on technical subject related to respective service/group, while both papers are on respective technical subjects in case of gazetted class three positions. Likewise, all those applying for the administrative positions belonging to gazetted class one and two are required to go through written tests on two-papers each carrying 100 marks, one on subjects related to administration, management and development and another on the disciplines related to respective service or group. However written examinations for class three officers (Administrative Service, Foreign Service, Judicial Service, Audit Service and Legislative-Parliament Service), to be fulfilled through open competitive examinations, has been arranged into two phases. In the first phase, the written test is given for one paper of 200 marks. Only those candidates who obtain at least 100 marks (50 percent of the total marks) in this paper are eligible to appear in the second phase written test in which there are three papers, each carrying 100 marks, are to be attempted. Among these three papers, two are compulsory and one is optional.

Declaration of the result of written tests: The result of the written test is published in the notice board of the Commissions respective office, the Gorkhapatra (National Daily), Weekly Bulletin of the Commission as well as at the website of the Commission. The notice includes the time, date, and place of the further examinations such as practical test (if any), any other test(s) between written test and interview, and interview.

Practical tests: There is the provision of the practical test for a few technical positions like computer officer, computer assistant, driver, etc., and non-gazetted class one and two

(Non-technical) positions. Likewise, there is the provision of taking some tests such as informative technology skill test, group discussion, etc. between the written test and interview for non-technical gazetted class three positions.

Interview: Candidates for all positions, who have passed the written examinations, must attend an interview. The minimum full marks for interview being 20 is added by 10 marks for each paper of 100 full marks; accordingly.

The final selection of the candidate: The final selection is decided by the performance of the candidate in written examination, other tests between written examination and interview (if there is/are any) and the performance of the candidates in interview. The required numbers of candidates are selected on the basis of merit of the aggregate performance.

Recommendation for appointment: Preparing the mark-sheets of all forms of tests of each candidate of the particular advertisement/notice, the merit list is prepared. From the merit list, in the merit order, the candidate(s) in required number is/are recommended for appointment. Besides, the merit list for appointment, the merit list of alternative candidates and a list for temporary appointment is prepared and published in case of the advertisement for the positions in non-gazetted (class two and one) and gazetted class three through open competition. However, it is notable that there is not the provision of preparing the list for temporary appointment in case of the advertisement related to inclusive recruitment.

Table-2.1

General performance of the commission (2007/08 to 2011/12 FYs)

S.N.ActivitiesFY2011/12FY2010/11FY2009/10FY2008/09FY2007/08

1Vacant positions dealt with35923665452518643156

2Advertisements/notices published112012241408783912

3Number of applicants27157725165130046386168175122

4Number of question sets designed140984010046411286

5Number of question sets moderated101696612167721211

6Number of advertisements for which written examinations conducted9119511122132216

7Number of answer copies examined57486542849423551230361084292

8Number of candidates selected281838362387263532

Source: Annual Report of PSC (2007-2012)It is obvious through the above table that the institutional activities of the PSC have been expanding in the recent years. The number of positions to be dealt with has increased from 3156 in FY 2007/8 to 3592 in FY 2011/12. Likewise, the number of notices and advertisements has increased from 912 in FY 2007/08 to 1120 in FY 2011/12. Similarly, during these five fiscal years, the number of applicants has increased from 1,75,122 in FY 2007/08 to 2,71,577 in FY 2011/12 causing increase in the number of selection tests from 216 to 911 in these years respectively.

Figure-2.2 Vacant positions dealt with

Source: -Table 2.1In the above figure it has been shown that the numbers of vacant positions are 3156 in FY2007/08, 1864 in FY2008/09, 4525 in FY2009/10, 3665 in FY2010/11 & 3592 in FY2011/12. The numbers of vacant positions are highest in FY2009/10 and then it decreases in the coming years.Figure-2.3 Advertisements/notices published

Source: -Table 2.1As shown in the given figure the number of advertisements/notices published has increased from 912 (FY2007/08) to 1224 (2010/11) but again decreases to 1120 (FY2011/12).FIGURE-2.4 Number of applicants

Source: -Table 2.1

It has been given in following figure number of applicants are increasing yearly but in FY2008/09 there is the lowest number of applicants that is 86168 but highest in FY2009/10 that is 300463 But again decreases and then increases to 271577 in FY2011/12.Figure-2.5 Number of question sets designed

Source: -Table 2.1According to the given figure number question sets designed were 1286 in FY2007/08, 641 in FY2008/09, 1004 in FY2009/10, 840 in 2010/11 & 1409 in FY2011/12. It shows the question sets designed has been increased and decreased also. Figure-2.6 Number of question sets moderated

Source: -Table 2.1

As given in the above graph the number question sets moderated were 1211 in FY2007/08, 772 in FY2008/09, 1216 in FY2009/10, 966 in 2010/11 & 1016 in FY2011/12.

Figure-2.7 Number of advertisements for which written examinations conducted

Source: -Table 2.1

As shown in the above given figure the number of advertisements for which the written examinations were conducted is highest in FY2009/10 i.e. 1122 & lowest in FY2008/09 i.e. 772.

Figure-2.8 Number of answer copies Examined

Source: -Table 2.1

As shown in the given figure the number of answer copies has been increasing with the interval of time i.e. 84292 in FY2007/08, 303610 in FY2008/09, 235512 in FY2009/10, 428494 in FY2010/11 & 574865 in FY2011/12.Figure-2.9 Number of candidates selected

Source: -Table 2.1As shown in above given figure maximum candidates are selected in FY2010/11 and the lowest numbers of candidates are selected in FY2007/08 i.e. 32. In the same way numbers of candidates selected in FY2008/09, FY2009/10 & 2011/12 are 2635, 2387 & 2818 respectively.2.2 Major FindingsCommencing the above study the researcher drew out the common facts and judgments i.e. findings regarding PSC. These facts and findings also create difficulties for the researcher but it is also the responsibility of the researcher. So, the major findings that the researcher has drawn out are specified as follows:

The organization uses an organized system for selection procedure of employees which starts with curriculum design proceeds to collection of vacancies and then determination of the methods for selecting candidates to fill vacancies takes place and then different advertising notices are published then the application forms get registered then different question papers are constructed onwards written tests conducted then the results are declared afterwards practical tests are conducted then interview session is conducted which results in final selection of the candidate and finally recommendations are facilitated for appointment. In the process of curriculum design the commission takes the views of the concerning organization.

In the same way the advertising notices are published in Gorkhapatra, weekly bulletin of the commission and the website of the commission (www.psc.gov.np).

The number vacant positions were highest in FY2009/10 i.e.4525.

The advertisements/notices published were highest in number in FY2009/10 i.e. 1408 but then it decreased in passing years.

The total number of applicants was greater in number inFY2009/10 i.e. 300463.

The number of question sets designed was highest in FY2011/12 i.e.1409 as compared to previous years. The number of written examination conducted was greater in FY2009/10 i.e. 1122 but then it started decreasing.

The total number of answer copies examined was highest in FY2011/12 i.e.574865. The final selection of the candidate is decided by the performance of the candidate in written examination, other tests and interview.

The number of candidates selected was highest in FY2009/10 i.e. 3836 as compared to previous years but then it again started to decrease and were 2818 in FY2011/12. There are two sources of recruitment of the organization. They are internal and external sources.

In the internal sources the organization uses employee referrals, human resource inventory system, and promotion. In the same way external sources include walk-ins, advertisements etc. Total no. of employees working in the organization is increasing with every passing year.

Chapter-IIISummary, Conclusion Recommendation

3.1 Summary

The purpose of this study was to find out the trend of recruitment and selection process. This report is prepared for the partial fulfillment of requirement of degree of the bachelor of business Administration as per the prescribed format of the P.U.In this report chapter-I includes introduction of the study, introduction of public service commission, recruitment and selection process, importance of recruitment, various methods of recruitment, third-party sourcing, meaning of selection, essential elements for selection process, process of selection, problems in effective selection, area of the study, objective of the study, limitations of the study. Objective of the study is to know the prospects of the recruitment and selection procedure and to know functioning of recruitment and selection process etc. Likewise, chapter-II includes different data related to recruitment and selection procedure such as number of vacant positions, advertisements/notices published, number of applicants, number of question sets designed, number of question sets moderated, number of advertisements for which the written examination conducted, number of answer copies examined and finally number of candidates selected. All the data presented are true and fair enough. PSC has been recruiting efficient and skilled manpower to increase the productivity.

3.2 ConclusionPublic Service Commission (PSC), is the main constitutional body involved in selecting meritorious candidates required by Government of Nepal for Civil Service Vacancy. PSC is regarded as one of the most credible modes of recruitment. The Constitution of Nepal 2007(2063 BS) has regarded the commission as an independent constitutional body.

There are various supporting issues of national-building process as well as strengthening democratic political system. Among such less attention-paying issues are the representation of socially marginalized groups- Dalit, Mahila, Madhise, Janjati and Apangain Civil Service of Nepal. Thus, the paper has been developed with an objective to expose the need of the revision and prepare new curriculum acceptable even to the disadvantaged groups. Some major conclusions on the perspective of researcher are given as follows: The recruitment process of the PSC has been improved with the interval of time.

The advertisement publication medium has also been diversified.

The candidate selection process has become systematic and organized.

The no. of candidates to be selected is increasing with the interval of time.

More competitive staffs are being selected due to effective selection process.

It has provided an opportunity for the disadvantaged & socially marginalized group to show their tallency and hard work.3.3 RecommendationsAfter the deep analysis and surveillance of public service commission, the researcher found the performance of the public service commission quite sensible in the area of recruitment and selection process. However, for more improvement and to make the recruitment and selection process more effective following things are recommended from the point of view of the researcher: Nepotism/Favoritism should be avoided in the process of recruitment and selection. It should select some more media to publish advertisements so that more candidates get informed about the vacancy. The candidate should be selected according to his/her skills, efficiency, credibility & knowledge.

It should not ignore the socialization process as the socialization process helps to make the employees familiar with the organization. Every employee should be cleared about their roles and responsibilities at the time of hiring.Recruitment

Attracting qualified candidates to Apply

External

Internal

Locating Sources of Recruitment

Application form Evaluation

Preliminary Interview

Selection Tests

Selection Interview

Reference Checks

Medical or physical Examination

Hiring Decision

Career

Metamorphosis Stage

Encounter Stage

Pre-arrival Stage

Turnover

Purpose of Socialization

Improve Performance

Increase Organizational Stability

Reduce Employee Anxiety

Screen out Deviant Employee

Vacancy Demands (Ministries/Department offices)

Decoding

Second Coding

Question Construction

Percentage allotment

Annual Calendar

Advertisement/Notice Publication

Conduction of Written Examination

Interview Board

Application

Recommendation

Interview

Written Examination Result Publication

Evaluation of Answer Copies

Double Coding

First Coding

Question Paper Preparation/Moderation

Expert

Expert

Expert

Expert

Expert

19

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