recruitment and selection questionnaire pdf

Recruitment And Selection Questionnaire Pdf

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HR incorporates the changes in the external environment e.

HR training is an powerful integer in all businesses sector method, nevertheless companies don't decide the impact of hr training programmes more than the staff. HR training is helpful only if it produces desired outcome.

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Questionnaire For Recruitment & Selection - DOC Download

As soon as you are doing better than others, as soon as you have even a small amount of money, you should help everyone around you. Everybody should help everybody. We examine how recruiting managers cope with communal norms and expectations of favoritism during recruitment and selection processes. Combining insights from institutional theory and network research, we develop a communal perspective on favoritism that presents favoritism as a social expectation to be managed.

We subsequently hypothesize that the communal ties between job applicants and managers affect the strategies that managers employ to cope with this expectation.

We test these ideas using a factorial survey of the effects of clan ties on recruitment and selection processes in Kazakhstan. The results confirm communal ties as antecedents to the strategies managers use to cope with communal favoritism. The findings contribute to favoritism research by drawing attention to the mitigating work of managers in societies in which favoritism is common.

Favoritism in recruitment and selection remains a persistent challenge in societies where the effects of globalization are on the rise. Yet, these same managers often remain firmly embedded in local communities in which obligations still feature prominently Oyserman et al.

As a result, managers responsible for recruitment processes that involve applicants from their own communities frequently face the acute, practical challenge of reconciling conflicting sets of social expectations regarding the recruitment process.

In this study, we aim to advance our understanding of how managers attempt to resolve this dilemma, and how they cope with communal norms of favoritism in their daily work.

To this end, we propose and test a communal perspective on favoritism which builds on insights from organizational institutionalism on institutional logics and social cues DiMaggio ; Thornton et al.

Specifically, we theorize that exposure to community members provides recruiting managers with social cues that invoke the norms and obligations embedded in communities, including expectations of favoritism in recruitment.

We test these ideas using a factorial survey—a quasi-experimental research design—focused on the relationship between social ties and the coping strategies of recruiting managers in Kazakhstan. Our intended contribution is twofold. First, we aim to complement recent research on managerial attitudes towards favoritism in recruitment with insights into how recruiting managers practically cope with pressures to engage in favoritism in their daily work.

Attitudinal studies have significantly extended our understanding of how managers perceive favoritism, and why Chen et al. In contrast, less is known about how managers attempt to resolve the practical dilemmas that arise in work contexts where different norms towards favoritism prevail. By studying the practical strategies managers use to handle such situations, we seek to add to a deeper understanding of the role and influence of managers in societies in which favoritism is widespread.

Second, we aim to contribute to favoritism research by drawing attention to the local networks in which managers are embedded. Considerably less attention has thus far been dedicated to the networks of managers and the ties they hold with potential job candidates.

By focusing on the communal ties between recruiting managers and job applicants, we hope to add insights into when and how managers may experience social pressure to engage in favoritism, and the effects of that pressure on their daily handling of recruitment processes.

Such insights are relevant for both public and private attempts to combat favoritism in recruitment and selection. In the following sections, we first develop our communal perspective on favoritism. We do this by highlighting communities and communal obligations as an important source of normative pressure towards favoritism in recruitment and selection processes. We subsequently theorize that the structural attributes of the communal ties between managers and job candidates will affect how managers handle the social pressure to engage in favoritism during recruitment and selection processes.

We discuss our research design and present the results of our factorial survey. The paper ends with a discussion of the contributions of our study to favoritism research and beyond. Favoritism is generally considered to be unethical because of its association with a range of negative side effects.

These include discrimination, corruption, the loss of productivity, reduced job satisfaction, increased inertia, and stress Khatri and Tsang ; Pearce ; Pearce et al. However, the ethical status of favoritism is not uncontested. Some point out that favoritism forms an inherent part of indigenous management practices that are widely accepted and used in their local contexts McCarthy et al.

Others highlight that there are circumstances in which favoritism leaves individuals and organizations better off, not worse Jones and Stout For example, Horak argues that for small and medium-sized Korean firms, the use of favoritism may lead to more widely accepted, reliable, and efficient recruitment results. The necessity and prevalence of favoritism in many societies makes some consider favoritism ethical and acceptable in these contexts McCarthy et al.

Favoritism and its various manifestations, such as nepotism and cronyism, are frequently explained in terms of cultural norms and values. For example, Khatri and Tsang link favoritism in superior—subordinate relationships to the cultural dimensions of particularism and paternalism. Chen et al. Recent work indicates that the effects of culture on favoritism may be mediated by the social structures in which individuals and organizations are embedded Liu et al.

For example, Begley et al. Liu et al. This renewed emphasis on social structures opens favoritism research up to a range of new, exciting questions. We see three areas as particularly important research avenues. First, while favoritism research has paid a considerable amount of attention to culture as a source of favoritism e.

An illustration of the latter are the helping behaviors and favoritism observed within geographical and virtual communities e. Such behaviors often appear to stem at least as much from communal norms as from cultural values. Paying closer attention to social structures may enable favoritism research to paint a more differentiated picture of the sources of favoritism and its occurrence. Second, while extant research has sought to establish links between the prevalence of favoritism and network characteristics e.

Such studies have the potential to refine our understanding of favoritism and its effects in two ways. First, by paying more attention to network ties, favoritism research can explore the effects of different degrees of closeness Chen et al. Second, paying attention to the varied nature of network ties, especially indirect ties, serves as a reminder that two individuals might be affected by local favoritism norms even in the absence of direct ties between them.

Finally, favoritism research has paid surprisingly little attention to the individuals who handle recruitment and selection processes.

This lack of attention to the role of individuals is problematic because the effects of cultural values and communal norms on recruitment decisions are ultimately mediated by the individuals who occupy recruitment functions. While recent studies significantly advance our understanding of attitudes towards favoritism in recruitment and selection Chen et al. In fact, in some cases, recruiting managers may play an essential mitigating role in limiting the effect of social expectations on recruitment and selection decisions.

However, we still lack insights into how managers experience social pressures to engage in favoritism and the varied ways in which they cope with such expectations in their handling of selection processes.

As a result, we may routinely underestimate the essential mitigating work that managers undertake to counter favoritism in organizations.

Our interest in this paper is in understanding how recruiting managers handle the acute, practical dilemma that arises when they are exposed to conflicting expectations from their workplace and community regarding how a recruitment process should unfold. To this end, we combine insights from organizational institutionalism and network studies to develop a communal perspective on favoritism.

Insights from organizational institutionalism are helpful because this strand of institutional theory is sensitive to the fact that the behaviors of individuals are subject to broader societal and communal norms, as well as the fact that these may pose conflicting demands e. Specifically, we first draw on insights from organizational institutionalism regarding institutional logics and social cues DiMaggio ; Thornton et al. We use insights from this stream of literature to suggest that workplace exposure to community members may provide social cues that invoke the obligations, identities, and repertoires of action embedded in that community.

We subsequently draw on network studies to propose that attributes of social ties with community members—especially the levels of immediacy and relatedness—affect how communal norms of favoritism are handled during recruitment processes.

Institutional logics are the dominant frames of reference that shape rational, mindful behavior in a social context Thornton and Ocasio Institutional logics build on interrelated sets of symbolic meaning systems and material practices that are rooted in specific social domains, such as the family, religion, or the market Friedland and Alford As a result, the institutional logics from different social domains can provide conflicting and incompatible rationales for decision making and identity construction Thornton et al.

For instance, many contemporary workplaces are characterized by an economic rationality that emphasizes profit maximization and professional expertise Almandoz ; Thornton , This market logic directs the attention of managers and employees towards resource competition and competitiveness, and tends to promote relations that are relatively impersonal Thornton and Ocasio ; Thornton et al. In contrast, communities are institutional orders that center on meaningful and affective relationships Marquis et al.

Brint , p. Whereas personal obligations are often bilateral, communal obligations stem from an internalized sense of responsibility to members of a community. Communal in-group perceptions activate relational schemas, which evoke a generalized sense of obligation and responsibility Baldwin ; Oyserman et al.

As a result, within communities, reciprocities are generalized beyond specific individuals to community members in general Ekeh ; Gouldner ; Westphal and Zajac An illustration of this is found in the work of Muir and Weinstein , who show how generalized communal obligations encourage altruism and gift giving in lower-class communities.

In communities, social obligations therefore extend beyond close personal contacts and relations, and beyond those to whom one is indebted, to members of the community with whom one may not be personally acquainted. Management research increasingly recognizes the relevance of the communities in which individuals and organizations are embedded Marquis and Battilana ; Smets et al. However, there has been little discussion of what drives individuals to act on community logics and communal obligations in work situations.

Drawing on insights from the literature on social cues DiMaggio ; Gould , we suggest that the reverse may also be true—social interactions and exposure may evoke the social identities, goals, and attention patterns of institutional logics, including community logics and the obligations embedded in them. When interactions take place in a certain context, such as when we meet colleagues at work or family members at home, the logics evoked by those interactions are largely congruent with the situational context, and are likely to reinforce expected identities and action frames Weber and Glynn However, when exposure is out of context and individuals associated with one sphere of life are encountered in another, logics can be activated that differ from and potentially conflict with the situational logic of the context in which the encounter takes place.

In recruitment and selection processes, therefore, we expect exposure to community members in work situations to provide social cues that invoke the interests, obligations, identities, and repertoires of action embedded in that community. We use this insight to understand how managers experience and handle communal norms of favoritism during recruitment and selection processes.

We distinguish between the immediacy of social ties, or the structural distance to community members, and qualitative differences in social ties in terms of the relatedness of community members. These attributes are important because they affect the degree and permanence of the obligations managers feel towards community members. As we discuss in the next section, we expect these attributes to affect how managers handle communal norms of favoritism during recruitment and selection processes.

One factor likely to affect how managers experience and handle communal norms and obligations lies in the structural distance to community members, especially the immediacy of the tie. In social network analyses, immediacy is commonly captured by distinguishing between direct and indirect ties. Direct ties are direct personal relationships among members of a network Burt Indirect ties, in contrast, are relationships among network members that are mediated by other ties Ahuja ; Bian ; Shane and Cable The notion of indirect ties highlights the fact that community members are connected to other community members even in the absence of direct ties.

The distinction between direct and indirect ties matters because it affects the degree of obligation experienced towards community members. Compared with indirect ties, direct ties are more intimate and affective Granovetter ; Marsden and Campbell , and they encourage greater reciprocity and trust Shane and Cable Managers are therefore likely to experience stronger obligations and responsibilities towards community members with whom they have a direct tie than towards community members with whom they have an indirect tie.

Immediacy also affects the enforcement of social norms and the threat of social sanctions Brint The presence of a direct tie makes it possible to remind others of shared norms and obligations, to signal discontent, and to engage in forms of social punishment that can inflict significant social and emotional damage Bastian and Haslam , such as the withdrawal of support or the severing of social ties Feldman ; Wiessner When ties are indirect, sanctions are likely to involve forms of reputational punishment, such as shaming and ridiculing, which require greater social coordination, are less immediate, and are less predictable in their outcomes Posner and Rasmusen Therefore, while community members may feel a general sense of obligation to all community members, the obligation that individuals feel and their propensity to align their behaviors with community expectations are likely to be higher in the presence of direct ties than in the presence of indirect ties.

The obligations embedded in communal ties are also affected by whether two individuals are related.

Questionnaire for Recruitment and Selection

Recruitment Satisfaction Survey Template consists of questions that are asked to an employee during the process of on-boarding to learn about how the process was carried out. This sample survey template consists of questions to analyze both internal recruitment process or a third party recruiter external recruiter. This questionnaire will also help an organization to know which advertising medium works the best to post job-related ads. This questionnaire can be customized and used to suit the business needs. Recruitment is the most important process in the employee life cycle. It is important to foster a recruitment process, that invites potential employees to be a part of the organization.

Sample Questionnaire On Recruitment And Selection - DOC Download

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Prescreening questionnaires contain questions specific to a job that candidates answer when they apply for a job. Prescreening questionnaires appear automatically in job requisitions. For each job requisition, there's an internal questionnaire for internal candidates and an external questionnaire for external candidates.

Recruitment Satisfaction Survey Questions + Sample Questionnaire Template

Abstract : Employee performance is vital to all business enterprises in both developed and developing economies. The increase in the rate of business failure, closure and employees poor performance in terms of productivity in Nigeria is alarming. For organization to be sustained, employees have crucial roles to play in order to ensure that organizations attain competitive advantage over the competitors across the globe. The study examined the recruitment and selection strategy on the employee performance in the real sector using descriptive survey research design. The study therefore, recommends that Organizations can make use of employment agencies in the act of recruitment and selection but should be open to disclose the job description and responsibility to them. Acceptance of referred candidates from committed and active employees for employment was also recommended as it enhances mentoring, monitoring, obedience and coaching among employees. Manufacturing organizations in the past primarily focused on productions and sales but due to the dynamism and competition in the market place, organizations in this 21st century are looking forward to sustain a competitive advantage by combating the challenges of improving qualities of products, productivity and service delivery.

As soon as you are doing better than others, as soon as you have even a small amount of money, you should help everyone around you. Everybody should help everybody. We examine how recruiting managers cope with communal norms and expectations of favoritism during recruitment and selection processes. Combining insights from institutional theory and network research, we develop a communal perspective on favoritism that presents favoritism as a social expectation to be managed.

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