Journal of Management Theory and Practice (JMTP) ISSN: 2716-7089, Volume-1, Issue-3,
http://dx.doi.org/ 10.37231/jmtp.2020.1.3.41 https://journal.unisza.edu.my/jmtp
Employees Perception on Recruitment and Selection Process in the Banking Sector of Bangladesh
1Athkia Subat, 2Md. Mufidur Rahman, 3*Mohammad Rifat Rahman
1,2,3Department of Banking & Insurance, Faculty of Business Administration, University of Chittagong (Bangladesh)
*Corresponding Author Email: rifat.fin.cu@gmail.com
Received: 21st August 2020 Accepted: 30th September 2020 Published: 15th October 2020
Abstract
The banking industry is one of the major sectors contributing to the Bangladesh economy; it needs a considerable number of qualified and potential employees to attain the organization's goal. This study's main objective is to evaluate the effectiveness of the recruitment and selection process in the banking industry of Bangladesh based on the perception and experience of recently recruited employees in different private and public limited banks. Primary data were used to conduct a quantitative analysis for the following research problem. Therefore, 84 samples were retrieved out of 100 samples. Diagnostic test concludes that primary data are not normally distributed. In order to analyze the overall perception, Kruskal Wallis Test was applied as a measure of non- parametric test statistics. The findings disclose that median group identified significant relationship among E-recruitment strategies, Use of assessment centres, and processing time of recruitment with the overall perception of employees on recruitment and selection process. Finally, the study suggests that shortening the total procedural time, using innovative technology, and reviewing the policy regarding the recruitment and selection process can enable sound recruitment and selection practice in Bangladesh.
Keywords: E-Recruitment, Assessment Center, Recruitment and Selection Practice, Banking Industry, Bangladesh.
OPEN ACCESS INTRODUCTION
The term recruitment and selection indicate different kinds of meaning which are practically reverse to each other.
Recruitment as a positive process, whereas the selection process can be explained negatively (Roberts, 1997). The authors clarified it in a way that recruitment includes attracting many candidates to apply for jobs. In contrast, the selection consists of eliminating the candidates by finding target requirements and finally picking up qualified and efficient ones who are more suitable for the vacant position. According to Scott Taylor (2006), both processes are equally important for making the organization practical & functional, also impacting the growth and development of the respective organization.
Recruitment and selection are an essential branch of Human Resource Management for every organization. The banking sector needs to practice talent management strategy in the recruitment and selection process for its performance excellency (Hosen et al., 2018). The goal of a recruitment and selection program is to attract highly qualified candidates (Ashraf, 2017) and to ensure person-job fit (Kleiman, 2009);
(L. Mathis & Jackson, 2005). Attracting highly trained and skilled human resources is very important and a well- motivated and skilled workforce is crucial for an organization to compete effectively both in the national and global markets.
Organizations can use different styles to recruit and select prospective candidates like job fair, campus recruitment,
existing employee referrals, and contracts with the agency who are doing these types of activities. Also, they can use social media, newspapers, job boards, and television to reach out to competent candidates (Sinha & Thaly 2013). An effective process is always backed by better output and is still time-consuming and expensive. An inefficient process is easy, but it may be the cause of the company's failure and liquidation in the future. Job boards, referral recruiting, campus recruiting and recruiting from job fairs can minimize time-consuming activities and can collect skilled applicants, but it should be free from nepotism (Tabassum,2011).
E-recruitment can be used as feasible and prevalent to appoint qualified applicants (Carless, 2007). Selection strategies may vary based on the job requirements and organizational structures. Organizations can take MCQ tests, written tests, and face to face interviews and reference checks to select accurate candidates. Sometimes, they can consider the academic result if the applicants from related subject to the job requirements. To get skilled and competent employees, they can monitor candidate’s physical appearance, gesture, posture, and ethical behavior for 10 to 30 days. (Juhász, 2010;
Compton et al., 2014). In Bangladesh, the central bank of Bangladesh named 'Bangladesh Bank' has supremacy over Bangladesh's banking industry. There are also 6 public commercial Banks in Bangladesh. In reality, Central bank and Public commercial banks are dominating the banking sector of
Bangladesh. Nowadays, the numbers of private limited banks are increasing day by day. There are 42 private commercial banks in Bangladesh, where 34 banks are conventional private commercial banks and 8 banks are Shariah-based commercial banks. In Bangladesh, there are also 9 foreign commercial banks and 3 specialized banks. (Source:
wikipedia.org).
In the case of public commercial banks, the recruitment regulation and policy are set by the Bangladesh Bank, but recruitment and selection in private commercial banks is managed by their individual’s plan (Majumder,2012).
Maximum institutions have different ways to recruit and select their employees, where private commercial banks are more concerned and fairer in recruitment and selection process than public banks (Parvin Eva,2018). Based on information from different banks' websites, public banks generally practice resume screening, written tests, face-to-face interviews, medical examinations, etc. for recruitment and selection programs. Meanwhile, private limited banks are independent in case of recruitment and selection policy. Boards of directors, chairman, and managing director have full control over the bank. In recent days, some private banks have not followed the proper guideline for recruitment and selection of candidates. Some of the banks are recruiting employees based on nepotism and without any examination procedure.
This may create a negative impact on this industry and its performance in the long run. To ensure sustainable growth in the banking sector and maintain an effective recruitment and selection process, it should practice practical and strategic HRM guidelines (Sarker,2014). Therefore, there is a significant need for research to determine the best and feasible way in the recruitment and selection process in the banking sector of Bangladesh.
This study's core objective is to find out the fundamental difference between current recruitment and perception of newly recruited employees in different banks of Bangladesh.
Furthermore, the primary research was conducted to know their perception bear significant differences than the recruiter should be revised the policy or not. The following objectives have been determined to find the importance of this research and to find out a question named "Are there any significant differences between employees’ perception and present practice of recruitment and selection process?” To solve this problem by analyzing the opinion of newly recruited employees, 84 samples have been collected based on the recruitment and selection process in public and private banks of Bangladesh. This study is essential for the following reasons:
1. As this study is conducted from newly recruited bank employees, it will let us know the present practices of recruitment and selection practices with all the updates.
2. Nowadays, the current process is being repeatedly questioned because some of the organization's performance is degrading day by day.
Finally, a practical approach to recruitment and selection can help an organization to gain more competitive advantages by getting an effective and efficient candidate within a short time.
In reality, it is time-consuming and costlier to make successful recruitment and selection; it is still very crucial for every business organization, including the banking sector.
LITERATURE REVIEW E-Recruitment Strategy
Electronic recruitment is an integral part of the Electronic Human Resource Management (E-HRM) system, where the total recruitment and selection process is held under the internet system. The popularity of e-recruitment increases with the positive change of technology because it reduces time and cost both for the applicants and organizations, creating a competitive strategy in HRM activities over the years (Ghazzawi & Accoumeh, 2014; Dhamija, 2012; Greer, 2003).
The human resource management department is the most responsible department for an organization because other departments' performance depends on employees' efficiency level, where efficient employees are dependent on HRM policies and activities. To ensure efficient recruitment and selection, the HRM department must cope with technological change because skilled applicants' expectations can be meet with changing technology. So, e-recruitment is the best solution to hire the right person in the right places in this modern era (Huub et al., 2004).
Hosain (2017) studied the impact of E-HRM on organizational performance: evidence from selective service sectors of Bangladesh to examine the relationship between e- recruitment, e-selection, and e-advertising e-application tracking, e-learning, e-performance management, e- communication, e-compensation & benefit and e-personal profile with financial performance. Using statistical techniques of Pearson's Correlation and coefficient study found a positive and significant relationship between e-recruitment, e-selection and e advertising e-application tracking, e-learning, and e- performance management, e-communication, e- compensation & benefit, and e-personal profile with the financial performance of service sectors in Bangladesh.
Human resource managers and recruiters who will operate the recruitment and selection process must be trained up on e- recruitment processing to ensure project success and to achieve the organization's goal, mission, and vision because the performance of every employee has an impact on the organization's performance (Kim & O’Connor,2009). Most of the researchers studied e-recruitment in the manufacturing sector; a few of the studies cover the non-manufacturing sector. In this study, we will find out employee opinion about e-recruitment in the Banking sector of Bangladesh.
Processing time of recruitment
Processing time of recruitment refers to how much time is consumed from application to selection of a particular employee. Many researchers argue that recruitment and selection is a complex process. Where to meet the organization’s beliefs and values so there are many steps through which organizations can choose the right person at the right place, and there have a need an extended processing time to overcome those steps (Hinton & Schapper, 2000;
Rajakaruna et al.,2017; DeGrassi, 2017; Rynes & Barber, 1989) .Although this complexity and long processing time are being criticized in the time of advanced technology because applications of applicants to selection are possibly online, talented and skilled applicants never did wait for long processing time . (Singh, Shukla, & Dwivedi, 2020)
Sołek-Borowska & Wilczewska, (2019) analyzed new technologies in the recruitment process to find out the
effectiveness of modern technology in the recruitment and selection process. The research found that e-recruitment has many benefits than other recruitment types. The most significant benefit is total processing time reduction in e- recruitment where applicants can apply easily without transportation cost or time cost; a recruiter can arrange the internet's recruitment process by using their feasible time.
Many researchers studied qualitative research on processing time; a few studies covered employees' opinions about processing time in effective recruitment and selection of Bangladesh's banking sector. In this research, we are going to study this statement.
Using Assessment Center
The assessment center is an effective method to appoint skilled employees through ensuring their values, beliefs, and expertise related to the organizational activities Tripathi, (2016) Before applying to the assessment center, it should be pretested to confirm its acceptability and validity to recognize the right candidates. Assessment center has better prognostic ability 37 percent to 41 percent than other recruitment and selection tools. (Arthur et al.,2003; Lievens & Klimoski,2001;
Meriac, 2008; Moser et al., 1999; Garavan & Morley, 1997;
Hoeft & Schuler, 2001). A research website promoted by the Timesjobs.com survey found that more than 80% of employers believe that the use of assessment centers can be increased in the near future because assessment centers can ensure the right person in right place. The assessment center can successfully reduce unwanted applicants and ensures the skilled employee through unbiased behavior and expertise in assessing individual applicants with positive relationships with the operational, marketing, and financing efficiency. Empirical evidence indicates that more than 2000 renowned companies are using the assessment center in their recruitment and selection (TJinsite, 2012). Many researchers work on the effectiveness of assessment centers in recruitment and selection process but a few of the studies cover the effectiveness of assessment centers in Bangladesh's banking sector. We are going to study this research gap.
Gender Discrimination
Gender discrimination is an unexpected behavior in recruitment and selection; every applicant should be ensured about their equal rights to the process of recruitment and selection. Discrimination can be observed from invasive content in the selection system. One expects to get transparency in their recruitment process, but empirical evidence found that most private and public companies practice invasive content in their selection system (Wallace,J.
Craig;Tye,Mary G.;Vodanovich, 2000; García, 2010).
According to the Rational Bias Theory, employees can be discriminated against in two ways: the recruiter or preference norm and the organizational climate, if the organization promotes discriminatory recruitment. Recruiter or preference norm refers the recruiter's perception on how they will select employees, recruiters can do corruption and nepotism in recruitment and selection. Organizational climate refers to the recruiter may be affected by the existing biased system of the company. Even recruiters have risk in their careers if they don’t follow organizational biases in recruitment and selection (Larwood et al.,1988; Powell & Butterfield, 1994; Szwajkowski
& Larwood, 1991; Larwood, Laurie;Gutek, Barbara;Gattiker, 1984;Trentham, Susnn; Larwood, 1998).
García-Izquierdo e al., (2010) conducted a study on e- recruitment, gender discrimination, and organizational results of listed companies on the Spanish Stock Exchange to find out the status of gender discrimination against women by the enforcement of the equal employment opportunity legislation in 2007. Data was collected from all the company's website of Spanish Stock Exchange and conducted a comparative study between 2005 and 2009. The study found that even after law enforcement, most Spanish business companies listed in Spanish stock exchange practice discriminatory against women in the application forms, although they practice transparency in recruitment. There are many studies on gender discrimination in recruitment and selection from different country perspectives. Still, a few studies covered gender discrimination in recruitment and selection of Bangladesh's banking sector.
Political Influences
According to Ikechukwu et al., (2019) political influence in recruitment refers to recruitment and selection held under the political biases or the indirect influence of politics. Even after the enforcement of equal opportunity law, this type of recruitment is available in many public limited companies.
Many commercial banks are also practicing political recruitment as the main criterion other than merit, qualifications, values, beliefs, and communication skills (Chitescu & Lixandru, 2016). Amegashie-viglo, (2014) conduct a study on Recruitment and Selection Strategies and Processes in Public Sector Organizations: Perceptions of general people and Realities to find out general susceptibility about recruitment and selection of public sector organizations in Ghana affected by political influence, religious view, relationships, and money payment. Data were collected from 440 questionnaires that were distributed to staff, current and retired employees of public sector companies in Ghana. The study found that 86.4% of staffs are recruited based on their skills and qualifications. Only 14.6% of staffs are recruited by political influence, religious view, family relationships, and money payment. So, finally, it can be said that recruitment and selection in the public sector of Ghana are almost transparent.
Ashraf (2017) analyzed Public sector appointments, political influence, and performance: perceptions of Pakistan's situation to find out the allegations against political control and influence in the recruitment and selection of the public sector in Pakistan. Data were collected from 144 respondents through an administered questionnaire to nine national public sector organizations included the Pakistan Atomic Energy Commission, the Pakistan Postal Services, the Ministry of Textiles, the Pakistan International Airline Corporation, the Office of the Federal Ombudsman, the Higher Education Commission, the Oil and Gas Development Company, the Pakistan Postal Services, the National Highway Authority, the Pakistan International Airline Corporation, the Pakistan Telecommunication Company, and the Oil and Gas Development Company. The author found a significant political influence more than the other competence like merits, beliefs, values, and qualifications in public sector recruitment and selection of Pakistan. The author concluded with the statement that political influence in recruitment reduces the organizational capacity and performance.
Yaro (2014) researched recruitment and Selection in the Nigerian Public Service: Nature, Challenges, and aimed to find out the nepotism and corruption in recruitment and selection
of Nigerian public services. The study found that most employees get jobs under political consideration, where political consideration is more important than merit. Politicians are interfering with considering their relatives or other applicants with money. For this reason, the government expenditure increases, but productivity does not increase equally. After studying several research papers related to political considerations in recruitment and selection, we can say that, researchers agree on a point that political appointment and interference hamper organization’s productivity and increase cost, which leads to overall inefficiency. Most of the researchers studied political interference in public services, a few of the research found where studied both public and private sectors. In this study, we will find out political interference in the recruitment and selection of Bangladesh's private and public banking sector.
OBJECTIVES OF THE STUDY
The main aim of the study is to determine the impact of recruitment and selection process-specific factors on the perception of newly recruited employees in the banking industry of Bangladesh. The study also attempts to address the associated problems and solutions regarding the recruitment and selection process in the banking industry of Bangladesh.
RESEARCH METHODOLOGY
This study is on the newly recruited employees’ perception on the recruitment and selection process of the banking industry in Bangladesh. It involves assessing how effectively the current recruitment process and selection process can increase employee perception. A questionnaire including 11 questions was filled to find the real scenario and their opinion about factors influencing the perception of the recruitment and selection process in the banking industry. This study was taken as both descriptive and analytical in nature. For analytical purposes, we used SPSS and MS Excel to determine the influence of independent variables on the dependent variable.
RESEARCH DESIGN
Intending to know the solution of the research problem, the target population constituted of different banks officer, junior officer, senior officer, IT officer, principal officer, and assistant director of Bangladesh Bank. They are newly recruited and have experience of a minimum of 1-5 years. The study used a five-point Likert scale questionnaire to collect primary data from different bank officers. A total of 84 respondents of different banks were surveyed through a random sampling method.
CONCEPTUAL FRAMEWORK
Figure 1: The conceptual framework of the research
RESEARCH HYPOTHESIS
The analyses are conducted based on the following hypotheses that are given below:
H1: There is a significant relationship between E-recruitment strategy and employees perception on recruitment and selection.
H2: There is a significant relationship between Processing time of recruitment and employees perception on recruitment and selection.
H3: There is a significant relationship between Use of assessment center and employees perception on recruitment and selection.
H4: There is a significant relationship between Gender discrimination and employees perception on recruitment and selection.
H5: There is a significant relationship between Influence of political factor and employees perception on recruitment and selection.
ANALYSIS AND DISCUSSION
The following table represents the demographic characteristics of the respondents. Here the number of total respondents is 84. From the following information, male respondents are 56, and female respondents are 28. From the total respondents, there are 35 employees from the Public limited banks and 49 respondents from the Private limited bank of Bangladesh. The majority of the respondents have post-graduation degrees, and 32% have graduate degrees as educational qualifications. The respondents are newly recruited employees so that their job experiences are likely 1- 5 years in nature.
Table 1: Respondents Basic Information
Description Frequency Percentage
Gender
Male 56 66 %
Female 28 34 %
Total 84 100%
Experience (in years)
0-1 26 31%
1-3 42 50%
3-5 16 19%
Total 84 100%
Bank Type
Public limited Bank 35 42%
Private limited Bank 49 58%
Total 84 100%
Educational Qualification
Graduation 27 32%
Post-Graduation 57 68%
Total 84 100%
Designation Officer/ Probationary
officer 23 27%
Senior Officer/ Executive
officer 36 43%
IT officer 08 10%
Assistant Director 05 6%
Principal officer 12 14%
Total 84 100%
Table 2: Descriptive Statistics
Variables Mean Std.
Deviation N
E-Recruitment Strategy 3.70 1.342 84
Processing time of recruitment 3.75 1.051 84 Using Assessment Center 3.38 1.334 84
Gender Discrimination 2.77 1.186 84
Political Influences 2.49 1.156 84
Independent Variable:
1. E-recruitment strategy 2. Processing time of recruitment 3. Use of assessment center
4. Gender discrimination 5. Political Influence
Dependent Variable:
Employees perception on recruitment and selection
Table 2 represents the descriptive statistics, which is proxied for the following independent variables. According to the descriptive statistics, the highest mean value noticed the variable ‘Processing time of recruitment’ Most of the employees criticized the processing time of the recruitment, which is comparatively too long. The second highest mean value noticed the variable of ‘E-Recruitment Strategy,’ which describes that most employees support the importance of practicing E-recruitment. On the other hand, the Standard deviation for the selected variables also noticed the highest value for the “E-recruitment Strategy.”
Table 3: Test of Normality
Skewness / Kurtosis tests for Normality
--- joint --- Variables Obs Pr
(Skewness) Pr (Kurtosis) adj
Chi2(2) Prob
> chi2 Overall Perception
of Recruitment 84 0.0089 0.0428 9.43 0.0090 E-Recruitment Strategy 84 0.0037 0.2148 8.72 0.0128 Timing of Recruitment 84 0.0065 0.6892 6.93 0.0312 Gender Discrimination 84 0.0178 0.0054 11.17 0.0038
Using Assessment
Center 84 0.1173 0.1768 4.38 0.1119
Political Influences 84 0.1349 0.1988 4.02 0.1339 The main premise to conduct a classical linear regression model is that all the independent variables and the dependent variable should be distributed normally. Therefore, skewness and kurtosis coefficients are used to measure the normality in the descriptive part of data. However, it is affected by the sample size and not as enough evidence to predict the normality. Generally, for the normal distribution, the standard range of skewness and kurtosis statistics is 0 and 3(Naik P.
2013). Skewness and kurtosis test probability statistics (Prob>chi2) in the following table 3 indicate that two variables entitled as ‘Using Assessment Center’ and ‘Political Influences’ follow the nature of normal distribution whereas the rest variables indicate that the distribution is not normal.
Considering the overall distribution characteristics of the respective variables, it is clear that there is lack of symmetric nature in the distribution. Therefore, we have considered that the respective data does not follow the normal distribution.
Table 4:Cronbach's Reliability Test
Reliability Statistics
Cronbach's Alpha N of Items Internal Consistency
.804 6 Good
Cronbach’s Alpha test is a widely used diagnostic statistic to utilize individuals Likert-type scales and subscale overall internal consistency of the variables in a data set (Gliem &
Gliem, 2003). And Bonett & Wright, (2014) stated that the sample value of Cronbach’s alpha should be in line with the confidence interval to predict data consistency. The standard range of the Cronbach's Alpha is 0.70 to 0.90. Therefore, following the result of Table 04, noticed that internal consistency among dependent and independent variables is .804, which is good as expected.
Table 5:Guttmann Reliability Test Statistics
Guttman Reliability Test Statistics
Lambda 1. E-recruitment strategy .670
2. Processing time of recruitment .846 3. Use of assessment center .804
4. Gender discrimination .781
5. Influence of political factor .838 6. Overall perception on recruitment .845
Guttmann Reliability test is employed to examine the reliability of each variable independently. The split value depicts that the authenticity of all the variables used in the research is very high. There is a significant tie with the processing time of recruitment (.846), Use of assessment center (.804), Influence of political factor (.838), and overall perception (.845).
Guttmann's test value is comparatively lower for the variable E-recruitment strategy (.670) and Gender discrimination (.781).
Table 6:Spearman Correlation Analysis Variables Overall
perception E-
recruitment Processing Time Assessment
centre Gender
discrimination Political factor Overall
Perception 1.0000 E-
Recruitment 0.6996 1.0000 Processing
Time 0.7471 0.7062 1.0000 Assessment
Center 0.7614 0.6504 0.7101 1.0000 Gender
Discrimination 0.1207 0.1503 0.1258 0.1379 1.0000
Political factor 0.2295 0.2083 0.1966 0.2084 -0.1604 1.0000 Spearman's rank correlation coefficient is widely used as a measure of nonparametric (distribution-free) rank statistics.
These statistics measure the monotone association's strength between two variables because Pearson’s correlation coefficient predicts the undesirable or misleading result in nonlinear variables. Hauke & Kossowski, (2011) In line with the above concept Spearman's rho method is applied to conduct a relationship among the variables. Table-06 represents Spearman's rho Correlation matrix among all the dependent and independent variables. The matrix found that the highest correlation (0.76) exists between the variable
“Assessment center” and “Overall Perception” for recruitment and selection practice. According to the respondent's view, gender discrimination (0.12) is almost absent in the recruitment and selection practice, especially in the banking sector.
On the other hand, a popular nonparametric statistic that is an alternative to one-way ANOVA, the Kruskal Wallis test can compare the outcome of two or more independent groups.
Kruskal Wallis Test can be conducted based on the hypothesis that measures the significant median difference of the independent variables. The null and research hypotheses of the Kruskal Wallis nonparametric test for the following five variables (in table 07) can be measured as follows:
Table 7: Independent Sample Kruskal Wallis Test Independent Sample Kruskal Wallis Test
Hypothesis P-value Decision Remark 1 The distribution of ‘E-recruitment strategy’
is same across the categories of overall employees’ perception on recruitment and selection.
.000 H1 is supported
2 The distribution of ‘using assessment center’ is same across the categories of overall employees’ perception on recruitment and selection.
.000 H2 is supported
3 The distribution of ‘total timing of recruitment’ is same across the categories of overall employees’
perception on recruitment and selection.
.000 H3 is supported
4 The distribution of ‘Gender Discrimination’
is same across the categories of overall employees’ perception on recruitment and selection.
.303 H4 is not supported
5 The distribution of ‘Political Influence’ is same across the categories of overall employees’ perception on recruitment and selection.
.256 H5 is not supported
The Kruskal-Wallis test is performed to check the significance in the behavior of perception of recruitment and selection.
Table 7 identifies the result of p-value for the Kruskal-Wallis hypothesis test, which was aimed to measure the median groups of the following independent variables that are statistically equal. It is found that the distribution of ‘E- recruitment strategy,’ ‘using assessment center,’ and ‘total timing of recruitment’ is highly significant (p<.01) as expected.
Therefore, it can be concluded that most of the employees believe the presence of an E-recruitment strategy, use of an assessment center can make the recruitment and selection practice effective, and total timing of recruitment should be as short as possible, which is contradict to compare with present recruitment and selection policy in the banking industry.
The study also observed that gender discrimination while recruitment and selection are highly insignificant (p>.01) as expected. By comparing the present scenario of Bangladesh, it can be concluded that the recruitment and selection process is almost free from gender discrimination.
Finally, the study observed the influence of political factors on whether to be a significant issue to consider during recruitment and selection or not. The analysis found an insignificant impact of political factors in the selection process.
CONCLUSION
The banking industry's performance can be developed by practicing effective HR policies in the recruitment and selection process. An effective recruitment process and selection process can save both processing time and expense to pick the right person in the right position. This study investigated the significance of employee’s perception on current recruitment and selection process, including their suggestions for an effective recruitment and selection process. The analysis found that the E-recruitment strategy and assessment center should be practiced and total procedural time should be as short as possible to make sound recruitment and selection. Finally, the study identifies that current recruitment and selection policy and practice are partially accepted but should be revised through strict monetization by the administration.
RECOMMENDATIONS & FUTURE STUDY
Some recommendations can be drawn based on the findings and analysis, like detecting and determining the right candidates in the right position bank to formulate an assessment center. An efficient assessment center is used to hire the right persons in the right places through rigorous multi- layering recruitment and selection process. The E-recruitment process should follow to minimize the recruitment and selection process cost and to maximize its efficiency. An efficient E-recruitment process will be used to encourage and appoint meritorious applicants by inviting them in an online process without any hassles where companies can also capture cost-benefit efficiency by reducing physical appointment costs. The industry should follow time reducing strategy in its total recruitment procedure to complete the total procedure within a limited time. Most skilled applicants never expect a lengthy process from any institution, so they feel discouraged from applying in the banking industry. Finally, reviewing the process and policy regarding the recruitments
and selection should make the total procedure as short as possible.
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