A STUDY ON RECRUITMENT AND SELECTION PROCESS OF AIRTEL
Keywords:
Recruitment, Airtel, Human Resource, OrganizationsAbstract
There is a selection and recruitment process in which employees are hired against vacant posts. The process of selection and recruitment is the same age as the organization itself. Prior to those who have been leading in document selection, selection tests for civil servants, knowledge, skills, abilities, and other specialties that the psychologists need to recognize are also known as KSAO vacancies for the organization This is a very sensitive issue to get hundred percent results in choosing the most candid candidate against. Candidates are also trying to find the best work, which fulfil their expectations and suit their skills, ambitions and expertise. Therefore, it can be explained by keeping the invoice recruiting above: "The process, in which one organization seeks, develops hunts and pulls itself to the right person (Nadler, 1984) recruitment and selection and the process of human resource management is directly related to the planning of human resources. Due to the importance and knowledge gained about the recruitment process, the organization reveals the importance of selection and recruitment in its success. This study targeted research focus on Airtel recruitment policy and 100 employees working in Airtel.
Downloads
References
• AL-Hussami, M. (2008). A Study of nurses’ job satisfaction: The relationship to organizational commitment,perceived organizational support, transactional leadership, transformational leadership, and level of education. Eur.J. Sci. Res.,vol. 22(2): 286-295.
• Arnolds, C.A., & Boshoff, C. (2001). The challenge of motivating top management: A need satisfaction perspective[Electronic version]. Journal of Industrial Psychology, vol. 27(1): 39-42.
• Bhatti, K., & Qureshi, T. (2007). Impact of employee participation on job satisfaction, employee commitment andemployee productivity. International Review of Business Research Papers,Vol. 3(2): 54 – 68.
• Chakrabarty S., Oubre, D.T. and Brown, G. (2008). The impact of supervisory adaptive selling and supervisoryfeedback on salesperson performance. Ind. Mark. Manage.,Vol. 37: 447-454.
• Chiu, K.R., Luk, V.W. and Tang, T.L. (2002). Retaining and motivating employees, Compensation preferences inHong Kong and China. Personnel Rev.,Vol. 31(4): 402-431.
• Ellickson, M.C., & Logsdon, K. (2002). Determinants of job satisfaction of municipal government employees[Electronic version]. Public Personnel Management, Vol.31(3), 343-358
• Locke, E. A. (1980). The Nature and Causes of Job Satisfaction in M.D Dunnette (Ed.), Handbook of Industrial andOrganizational Psychology, Chicago: Rand McNally. pp.1297-1349
• Maslow, A.H. (1954). Motivation and Personality. New York: Harper & Row.
• Mulinge, M. & Muller, C.W. (1998). Employee Job Satisfaction in DevelopingCountries: The Case of Kenya. WorldDev., Vol. 26(12): 2181-2199
• Parvin, M.M. &NurulKabir, M.M.( 2011). Factors affecting employee job satisfaction of pharmaceutical sector, Australian Journal of Business and Management Research, Vol.1 (9):113-123, December-2011. Accessed online on2nd January,2018 athttp://www.ajbmr.com/articlepdf/AJBMR_19_23i1n9a13a.pdf
• Politis, J.D. (2001) The relationship of various Leadership Styles to Knowledge Management. Leadership and Organization Development Journal, Vol.22(8):354-64.