UNIT IV

HR & SUPPLY CHAIN ANALYTICS

Human Resources – Planning and Recruitment – Training and Development - Supply
chain network - Planning Demand, Inventory and Supply – Logistics – Analytics
applications in HR & Supply Chain

1. Introduction to Human Resource:

Every business is made up of people : its human resources. An organisation is nothing
without human resources. Human resource management (HRM) is about managing these
people effectively. It is aimed at achieving business objectives through the best use of an
organisation's human resources. Effective management of human resources is vital in all
types and sizes of organisations.
In fact, how effectively the human resources managed will have a major impact on how
successful the business becomes. It is universally agreed that the quality of the human
resources is the major factor in maintaining the competitiveness and profitability of the
today’s business.
1.1 What is HRM?
 Human Resource Management (HRM) involves all management decisions and
practices that directly affect or influence the human resources, who work for the
organisations.
 HRM is the set of organisational activities directed at attracting, developing,
rewarding and maintaining an effective work force.
 HRM Vs Personnel Management:
In general, the terms ‘ human resource management (HRM) and personnel
management are used interchangeably.
 Proponents of HRM argue that it is different from personnel
management.According to them, HRM incorporates practices developrd by
practitioners of people management.
That is ,
Human Resource managers= Specialists in Personnel Management + Generalists
in line and senior management.
 Others hold that both HRM and PM are little different and overlap in their
techniques and range of interest.
Defining HRM:
(i) Effective HRM benefits the individual, society, and the company.
(ii) Companies use HRM activities to manage their Human Resources.
(iii) The efficiency with which any organisation can be operated will largely
depend upon how effectively its human resources are managed and
utilized.
 Figure 1.1 Essence of HRM

1.2 OBJECTIVES OF HRM:

Objectives are benchmarks against which actions are evaluated a broad
objective of HRM is to optimise the usefulness (ie., productivity) of all workers in
an organisation.However, there are four types of objectives that are common to
Human Resource Management. They are:
1.Societal Objectives
2. Organisational Objectives
3. Personal Objectives
4. Labour Union Objectives

1. Societal Objectives:
Since an organisation is part of the society the main objective of HRM is to
be responsive to the needs and challenges of society.
HRM’s societal objectives include:
i) To provide more employment oppurtunities.
ii) To provide maximum productivity.
iii) To provide material and mental satisfaction to workforce.
iv) To control the wastage of effort.
 v) To help help to maintain ethical policies and socially responsible
behaviour.
vi) To encourage healthy human relations and social welfare.
vii) To manage change to the mutual advantage of individuals, groups ,the
enterprise and the public
2. Organisational Objectives :
These objectives of HRM are based on the fact that human resource
management exists to contribute to organisational effectiveness.
HRM’s organisational objectives include:
i) To help the organisation to reach its goals.
ii) To efficiently employ the skills and abilities of the workforce.
iii) To provide well-trained and well-motivated employees to the
organisation.
iv) To develop and maintain a quality of work life that makes employment
in the organisation desirable.
v) To communicate HRM policies to all employees.
3. Personal (or employees) Objectives :
The another important objective of HRM is to assist employees in
achieving their personal goals.
HRM’s Personal objective include:
i) To provide adequate remuneration to the employees.
ii) To provide job security
iii) To provide Facilities for proper Training and Development.
iv) To increase the employees’s job satisfaction and self-actualisation.
v) To provide congenial working environment.
4. Labour Union Objectives :
The HRM is also concerned with labour unions and related issues.
HRM’s labour union related objectives include:
i) To recognise the labour unions.
ii) To establish the personnel policies in consultation with unions.
iii) To create congenial atmosphere with unions so as to maintain the spirit
of self-discipline and co-operation with the management.

1.3 HUMAN RESOURCE MANAGEMENT MODEL

The figure 1.2 is a HRM model that illustrates how HRM activities come to bear on an
organisation’s environment, employees,jobs, job outcomes and organisational
outcomes.As shown in the figure all of these forces are in turn affected by the
organisation’s external environment.
 Fig 1.2 ; Human Resource Management Model
The model shown in the figure is also called as a diagnostic approach to HRM.
Here the term diagnostic approach means that, in making human resource
decisions, the HR manager must consider the employees, the jobs, the
organisation (i.e., the internal environment), the external environment and the
desired results.

Basic components of HRM:

From the figure 1.2 it may be noted that there are four basic components of
HRM, each of which has general dimensions. The components are:
1. HRM activities/functions,
2. HRM outcomes,
3. Organisational (i.e, internal) environmental influences and
4. External environmental influences.

1. HRM Activities/Functions:
a)Organisational Planning and Development:
  Determination of needs of the organisation based on long and short
term objectives, technology selected, product feature and external
environment.
 Design of organisational structure.
 Establishing a healthy organisational climate of mutual co-
operation, trust and confidence.
b) Strategic Human Resource Planning
 Assessing current human resources.
 Assessing future human resources needs
 Developing a program to meet the future needs.
c) Job Analysis
 It is an assessment that defines jobs and the behaviour necessary
to perform them.
 Preparation of Job descriptions and job specifications.
d) Staffing
 It concerns the recruitment and selection of human resources
for an organisation.
 It includes: Man power planning, Recruitment, Selection and
Placement,Induction,Promotion and Transfer and Seperation
e) Training and Development
It includes:
1. Orientation of new employees
2. Training of employees to perform their jobs.
3. Retraining of employees as their job requirements change .
4. Encouraging the development and growth of employees.
f) Performance Appraisal:
 It assesses how well employees are doing their jobs.
 Appraisals are useful:
i) In making compensation decisions
 ii) In specifying areas in which additional development of
employees is needed.
Iii)In making Placement decisions.

g) Compensation Benefits:
 Compensation rewards people through pay, incentives
and benefits for performing work within the
organisation.
 Organisations must develop and refine their basic wage
and salary to ensure that pay-for-performance policies
are followed.
 h) Health and Safety:
 Organisations should be more responsive to the concerns about the
physical and mental health and safety of employees.
 Organisation should provide safer and healthy workshop conditions
for employees.
i)Employee Relations:
 The formal relationship between employees and their employers
must be managed for the benefit of both.
 To facilitate good employee relations, it is important to develop
and communicate HR policies and rules.
j) Union Relations:
 Union-related activities are important because they affect
employees, managers, and the performance of many HR
activities.
 At the formal organisation level, the union is the agent
representing a group of employees in an organisation.
 The other activities of union include collective bargaining and
grievance management.

k) HR Information and Assessment Systems:

 Information, communication and research systems are vital to the
coordination of HR activities.
 Creating and maintaining HR Database and Systems are critical
aspects of the strategic role of HR Management.
 Measuring HR effectiveness is done by evaluating how well HR
activities are being performed in an organisation.
2.HRM Outcomes:
The right hand side of the figure 1.2 indicates several outcomes that HR activities
attempt to influence.
 HRM outcomes include:
i) Job Outcomes: Performance,Productivity, quality, satisfaction and
retention.
ii) Organisational Outcomes: Survival, Competitiveness, Growth, ,Profitabilty.
3.Organisational (i.e internal) Environmental Influences
The figure shows that forces inside the organisation affect the HRM activities.
Some of the key Internal environmental factors that influence the HRM activities
include:
i) Top management’s goals and values
ii) Corporate Culture
iii) Strategy
iv) Technology
v) Structure
vi) Size
5.External Environmental Influences
 Organisations are surrounded by an external environment filled with many
variable factors, as shown on the top of the figure.The forces outside the
organisation greatly influence and restrict the organisation’s HRM activities.
 The major external environmental factors that influence the HRM activities are:
1. Economic Conditions
2. Government Requirements
3. Labour market conditions and union expectations.
4. Technological Influences.
5. Socio-cultural factors
6. Demographic and competitiveness conditions.
1. Economic Conditions:
 Changing economic conditions directly influence the operation of
any organisation and indirectly influence human resource actions.
 A manager’s decision to hire additional people, to lay off current
employees and even how much to pay each job are all examples of
HR decisions that are influenced by economic conditions.
 Under Favorable economic conditions expansion of existing
programs and creation of new programs are very likely.
 Whereas with less favourable or deteriorating conditions,
contraction or cancellation of programs maybe necessary.

2. Government (legal/political) Requirements:

 Government through the enforcement of laws has a direct and
immediate impact on the human resource function.
 Thus the laws and regulations of the central, state, and the local
governments which are directed at HR issues influence and restrict
objectives, strategies and HR actions.
3. Labour Market Conditions and Union Expectations:
 Changing conditions in the labour market,shortages of certain
skilled workers and surpluses of others, changing market and
expectations of people in the labour force influence the
organisation’s HR activities.
 If the organisation is organised by the trade union, its expectations
will restrict and influence how the organisation operates and what
objectives it seeks.
4. Technological Influences:
 Technology influences HRM in two general ways.One way is for
technology to change entire industries. Automation is the other
way technology affects HRM.
  Another factor is increasing computerisation of major
organisational functions.
 Thus the technological factor affects both positively and negatively
the human resource activities.
5. Socio- Cultural Factors:
 The changing cultural values of society has direct impact on the
human resource functions.
 The increased Participation in women in the labour forces is an
example of a cultural change that influence HR activities.
 Changing attitudes towards work and leisure have confronted
human resource departments with requests for longer vacations,
more holidays and varied workweeks. Supervisors increasingly
turn to HR managers for help with employee motivation.
6.Demographicc and Competitive conditions:
 The factors of geographic and competitive conditions influence
the activities of human management.
7.Geographic Condition:
 One geographic factor affecting affecting the supply of Human
Resources is the net migration into a particular region.
 The shift of population growth to the cities is an HR planning
concern.
 Many workers are reluctant to accept geographic relocation as a
precondition of promotion in the organisation. This trend has
forced the organisations to change their development policies
and practices.
8.Competitors:
 Competitors are another external force in staffing.
 Failure to consider the competitive labour market and to offer pay
scales and benefits competitive to organisations in the same general
industry and geographic locations may adversely affect the
organisation’s outcome.
 Underpaying or undercompeting may result in much lower quality
workforce.

1.4 HUMAN RESOURCE POLICIES

What is meant by a policy?
A policy is a man-made rule of pre-determined course of action that is
established to guide the performance of work towards the organisation objectives.
Policy is a type of standing plan that serves to guide subordinates in the execution of their
tasks.
What are Human Resource Policies?
The Human resource policies provides guidelines for a wide variety of employment
relationships in the organisation. These guidelines identify the identify the organisation’s
intentions in the recruitment,selection,development,compensation etc., people in the
working organisation. HR policies serve as a road map for HR managers and line
managers.

1.5 Essentials Characteristics of a sound human resource policy

1.The statement of HR policy should be defined, positive, clear and easily understood by
everyone in the organisation so that what it proposes to achieve is evident.
2. It should be periodically revised, evaluated, assessed and revised.
3.It must be supplementary to the overall policy of an organisation.
4. It should be formulated with due regard for the interest of all concerned parties-the
employers, the employees, and the public community.
5.It must provide a two way communication system between the management and the
employees.
6. It should be consistent with the public policy.
7.It should be progressive and enlightened, and must be consistent with professional
practice and philosophy.
8. It should be uniform throughout the organisation.
9. It should have a sound base in appropriate theory and should be translated into
practices, terms and peculiarities of every department of an enterprise.
10. It must make a measurable impact , which can be evaluated and qualified for the
guidance of all concerned.

1.6 New Trends in Human Resource Management:

Since HRM is the prime mover of the management of the people at work, therefore it
has to encounter these challenges effectively in order to enable organisations to achieve
their objectives.
Some of the important new trends that are emerging at the global level as well as in India
are,
1.Globalisation of Economy
2.Corporate Restructuring
3.New Organisational Designs
4.Emphasis on Total Quality Management
5.Emphasis on Kaizen
6.Changing Job profile
7.Increasing diversity in the work force
8. Increasing role of Women Employees
9.Emphasis Knowledge Management
10. Increasing view on organisation as vehicles for achieving social goals.
2.0 WHAT IS HUMAN RESOURCE PLANNING?
Human Resource Planning is a process by which an organisation ensures that it has
the right number and kinds of people , in the right places, and at the right times, who are
capable of effectively and efficiently performing the assigned tasks.
2.1 HUMAN RESOURCE PLANNING PROCESS
HRP consists of forecasting future human resource needs, forecasting the availability of
those human resources, and matching supply with the demand . Figure 1.3 Illustrates the
model of human resource planning process.
Steps in Human Resource Planning:
As shown in the figure 1.3 the five major steps involved in Human Resource planning are
1.Collect Information
2.Forecast demand for Human Resources
3. Forecast supply of Human Resources
4. Identify Human Resource gap
5.Action Plans

1.Collect Information:
The first step in any form of HR planning is to collect information. A plan or a forecast
cannot be any better than the data on which it is based.
Figure 1.3 Human Resource Planning Process Model

 HR planning requires two types of information

A. Data from external environment
B. Data from inside the organisation
A.Data from external environment:
 These data include information on current conditions and predicted changes in
the general economy, the economy of the specific industry, the relevant
technology, and the competitons.
 Any of these factors may affect the organisations, business plans and thus the need
for the human resources.
 Also, HR plnners must be aware of labour market conditions such as
unemployment rates, skill availabilities and the age, and sex distributions of the
labour force.
  Finally HR planners need to be aware of central and state government regulations:
Those that directly affect the staffing practices.
B.Data from inside the organisation:
 Internal information includes short and long term organisational plans.
 The organisations plans to build, close, modify, or automates its facilities will
have HR implications.
 Information is also needed on the current state of Human Resources in the
organisations, such as how many individuals are employed in each job and
location and how many are expected to leave or retire during the forecast
period.
2.Forecast Demand for Human Resources:
 Once the HR planners have collected the information from both internal and
external sources , they next forecast the future demand for the employees.
 The forecasting answers the question : how many and what type of employees
will be needed to carry out the organisation’s plans in the future.?
 The forecasts are grounded in information about the past and present and in
assumptions about the future.
3.Forecast supply for Human Resources:
 Once the Human resource department makes the projections about the
future resource demands, the next major concern is to forecast the supply
of labour.
 There are two sources of supply: i) Internal supply ii) External supply
 The internal supply of labour consists of all the individual
currently employed by an organisation. It consists of present
employees who can be promoted , transferred, or demoted to
meet the anticipated needs.
 The external supply of labour consists of people in the labour
market who donot work for the organisation. These include
employees of other organisation and those who are
unemployed.
4.Identify Human Resource and Gap(Matching supply and Demand):
 Once HR planner has estimated the organisation’s future demand and supply of
Human Resources, the next step in HR planning is plan specific programs tto
ensure that supply will match demand in the future.
 In this step , the gap between the human resource needed and their availability is
identified.
 This human resource gap maybe in two forms: either surplus human resources or
shortage of human resources.
5.Action Plans:
  Various action plans /decisions have to be devised to bridge the identified
human resource gap.
 The two possible problems are either surplus human resource or shortage of
human resources.
 If there is a shortage of human resources, the problem maybe resolved by
discouraging retirements, hiring new people, transferring people from
overstaffed areas, and installing labour saving equipments and processes.
 If there is a surplus of human resources, the problem, maybe resolved by
utilizing attrition (i.e., not replacing people who leave), offering earlier
retirements, Transfering people to understaffed areas and terminating people.


2.3 Three ranges of Human Resource Forecasting:

The Human resource forecasting maybe categorized into three , based on the time frame
as:
1. Short range of forecasting (0 to 2 years)
2. Intermediate Range forecasting ( 2 to 5 years)
3. Long Range forecasting ( beyond 5 years)

2.4 Forecasting Human Resource Supplies

Types of forecasting techniques :
As with forecasting demand, two basic techniques help forecast internal labour supply.
Thy are: 1. Judgemental forecasts 2.Statistical Techniques
1. Judgemental forecasts
Organisation use two judgemental techniques to make supply forecasts
i) Replacement analysis ii) Succession analysis
i).Replacement Analysis:
 Replacement Analysis uses replacement charts. Replacement charts are
a visual representation of who will replace whom in the event of a job opening. In
other words, replacement charts are developed to show the names of the current
occupants of positions in the organisations and the names of likely replacements.
 Replacement charts make potential vacancies readily apparent and
indicate what types of positions most urgently need to be filled.
Present performance levels of current employees can be used to estimate
potential vacancies.
 On the replacement chart, the incumbents are listed directly under the
job title.These individuals likely to fill the potential vacancies are listed
listed directly under the incumbents.
 Such a listing can provide the organisations with a good estimate of what
jobs are likely to become vacant and indicate if anyone will be ready to
fill the vacancy.
ii)Succession Analysis:
Succession analysis is similar to replacement, except that succession
planning tends to be a longer term and more developmental and tends to offer
greater flexibility.

2. Statistical Techniques:

 With the advent of personal computers, organisations are using

more sophisticated statistical model to forecast the supply of
human resources.
 Two commonly used statistical techniques for forecasting human
resource supplies are i) Markov Analysis ii) Goal Programming
i) Markov Analysis
 Markov Analysis is a fairly simple method of predicting the
internal supply of labour at some future time.
 The heart of Markov Analysis is the transition probability
matrix.The transition matrix shows the probability of an
employee staying in his present job, moving from one position to
another or leaving the organisation, for forecast time period.
 When this transition matrix is multiplied by the number of people
beginning the year in each job, the results show how many people
are expected to be in each job by the end of the year.
  Markov analysis can help to identify the lower retention
probability, but it does not suggest any particular solution to the
potential problem.
3. Goal Programmimg:
 Goal programming is a further extension of Markov Analysis.
 The objective of goal programming is to optimise goals- in this case, a
desired staffing pattern—given a set of constraints concerning such thimgs
as the upper limits on flows, the percentages of new recruits and the total
salary budget.

2.5 Statistical Techniques used to forecast staffing demand needs

3.0 Recruitment
Defnition:
Recruitment maybe defined as the process of discovering potential candidates for
actual and anticipated organisational vacancies.
Recruitment can be described as those activities in HRM which are undertaken inorder
to attract sufficient job candidates who have the necessary potential, competencies and
traits to fill job needs and to assist the organisation in achieving its objectives.

3.1 Recruitment Sources :

A. Internal Sources:

1. Present Employees:

Promotions and transfers from among the present employees can be a good source of

recruitment. Promotion implies upgrading of an employee to a higher position carrying

higher status, pay and responsibilities. Promotion from among the present employees is

advanta-geous because the employees promoted are well acquainted with the

organisational culture, they get motivated, and it is cheaper also.

Promotion from among present employees also reduces the require-ment for job

training. However, the disadvantage lies in limiting the choice to a few people and

denying hiring of outsiders who may be better qualified and skilled. Furthermore,

promotion from among present employees also results in inbreeding which creates
frustration among those not promoted. Transfer refers to shifting an employee from one

job to another without any change in the position/post, status and responsibilities. The

need for transfer is felt to provide employees a broader and varied base which is

considered necessary for promotions. Job rotation, involves transfer of employees from

one job to another on the lateral basis.

2. Former Employees:

Former employees are another source of applicants for vacancies to be filled up in the

organisation. Retired or retrenched employees may be interested to come back to the

company to work on a part-time basis. Similarly, some former employees who left the

organisation for any reason may again be interested to come back to work. This source

has the advantage of hiring people whose performance is already known to the

organisation.

3. Employee Referrals:

This is yet another internal source of recruitment. The existing employ-ees refer their

family members, friends and relatives to the company as potential candidates for the

vacancies to be filled up in the organisation. This source serves as one of the most

effective methods of recruiting people in the organisation because employees refer to

those potential candidates who meet the company requirements known to them from

their own experience. The referred individuals are expected to be similar in type in terms

of race and sex, for example, to those who are already working in the organisation.

4. Previous Applicants:
This is considered as internal source in the sense that applications from the potential

candidates are already lying with the organisation. Sometimes, the organisations contact

through mail or messenger these applicants to fill up the vacancies particularly for

unskilled or semi- skilled jobs.

B. External Sources:

External sources of recruitment lie outside the organisation. These outnumber internal

sources.

1. Employment Exchanges:
The National Commission on Labour (1969) observed in its report that in the pre-

Independence era, the main source of labour was rural areas surrounding the industries.

Immediately after Independence, National Employment Service was established to bring

employers and job seekers together.

In response to it, the compulsory Notification of Vacancies Act of 1959 (commonly called

Employment Exchange Act) was instituted which became operative in 1960. Under

Section 4 of the Act, it is obligatory for all industrial establishments having 25 workers or

more, to notify the nearest employment exchange of vacancies (with certain exceptions)

in them, before they are filled.

The main functions of these employment exchanges with their branches in most cities are

registration of job seekers and their placement in the notified vacancies. It is obligatory

for the employer to inform the outcome of selection within 15 days to the employment

exchange.

Employment exchanges are particularly useful in recruiting blue-collar, white-collar and

technical workers. A study conducted by Gopalji on 31 organisations throughout the

country also revealed that recruitment through employment exchanges was most

preferred for clerical personnel i.e., white-collar jobs.

2.Employment Agencies:

Generally, these agencies select personnel for supervisory and higher levels. The main

function of these agencies is to invite applications and short list the suitable candidates

for the organisation. Of course, the final decision on selection is taken by the
representatives of the organisation. At best, the representatives of the employment

agencies may also sit on the panel for final selection of the candidates

3.Advertisement:

Advertisement is perhaps the most widely used method for generating many

applications. This is because its reach is very high. This method of recruitment can be

used for jobs like clerical, technical and managerial. The higher the position in the

organisation, the more specialized the skills or the shorter the supply of that resource

in the labour market, the more widely dispersed the advertisements is likely to be.
 For example, the search for a top executive might include advertise-ments in a

national daily like ‘The Hindu’.

4. Professional Associations:

Very often, recruitment for certain professional and technical positions is made through

professional associations also called ‘ headhunters’. Institute of Engineers, Indian

Medi-cal Association, All Indian Management Association, etc., provide placement

services for their members. For this, the professional associations prepare either list of

job seekers or publish or sponsor journals or magazines containing advertisements for

their members. The professional associations are particularly useful for attracting highly

skilled and professional personnel. However, in India, this is not a very common practice

and those few that provide such kind of service have not been able to generating a large

number of applications.

5. Campus Recruitment:

This is another source of recruitment. Though campus recruitment is a common

phenomenon particularly in the American organisations, it has made its mark rather

recently Of late, some organisations such as HLL, HCL. L &T, Citi Bank, ANZ Grindlays,

Motorola, Reliance etc., in India have started visiting educational and training

institutes/campuses for recruitment purposes.

Ex-amples of such campuses are the Indian Institutes of Management, Indian Institutes

of Technology and the University Departments of Business Management. For this

purpose, many institutes have regular placement cells/offices to serve as liaison between
the employers and the students. Tezpur Central University has, for example, one Deputy

Director (Training and Placement) for the purposes of campus recruitment and

placement.

The method of campus recruitment offers certain advantages to the employer

organisations. First, the most of the candidates are available at one place; Second, the

interviews are arranged at short notice; third, the teaching faculty is also met; and Fourth,

it gives them opportunity to sell the organisation to a large student body who would be

graduating subsequently. However, the disadvantages of this type of recruitment are that
organisations have to limit their selection to only “entry” positions and they interview the

candidates who have similar education and experience, if at all.

6. Deputation:

Another source of recruitment is deputation, i.e., sending an employee to another

organisation for a short duration of two to three years. This method of recruitment is

practiced, in a pretty manner, in the Government Departments and public sector

organisations. Deputation is useful because it provides ready expertise and the

organisation does not have to incur the initial cost of induction and training.

However, the disadvantage associated with deputation is that the deputa-tion period of

two/three years is not long enough for the deputed employee to prove his/her mettle, on

the one hand, and develop commitment with the organisation to become part of it, on the

other.

7. Word-of-Mouth:

Some organisations in India also practice the ‘word-of-mouth’ method of recruitment. In

this method, the word is passed around the possible vacancies or openings in the

organisation. Another form of word-of-mouth method of recruitment is “employee-

pinching” i.e., the employees working in another organisation are offered an attractive

offer by the rival organisations. This method is economic, both in terms of time and

money.

Some organisations maintain a file of the applications and bio-data sent by job-seekers.

These files serve as very handy as and when there is vacancy in the organisation. The
advantage of this method is no cost involved in recruitment. However, the drawbacks of

this method of recruitment are non-availability of the candidate when needed and the

choice of candidates is restricted to a too small number.

8. Raiding or Poaching:

Raiding or poaching is another method of recruitment whereby the rival firms by offering

better terms and conditions, try to attract qualified employees to join them. This raiding

is a common feature in the Indian organisations.

For example, several executives of HMT left to join Titan Watch Company, so also exodus

of pilots from the Indian Airlines to join private air taxi operators. Whatever may be the

means used to raid rival firms for potential candidates, it is often seen as an unethical

practice and not openly talked about. In fact, raiding has become a challenge for the

human resource manager. Besides these, walk-ins, contractors, radio and television,

acquisitions and mergers, etc., are some other sources of recruitment used by

organisations.

3.2 Various steps involved in Recruitment process

3.3 Realistic Job Previews(RJP):

One technique to improve the recruitment process is known as the Realistic Job Previews.
RJP refers to a description provided by the organisation to applicants and new employees
that gives both the positive and negative aspects of a job.
RJP can improve the recruitment process by giving each candidate all the pertinent and
realistic information about the job and the organisation. In this the positive and negative
sides of the job and firm are included.
In this manner , the candidate can make a more-informed choice and select jobs for which
he or she is better suited. In the long run, the RJP helps to achieve overall job satisfaction
and performance. It also avoids situations where dissatisfaction and poor performance
results from a person finding that the job and its environment were not as advertised.