Recruitment and selection procedure: A look at the Infosys BPO

Type :

Theses

Pages :

56 pages

Format :

.doc

Published date :

04/06/2009

Category :

Business & market

Sub category :

Human resources

Oboulo.com selection criteria

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Summary :

Indroduction
Definition of Human Resource Management (HRM)
Scope of HRM
HRM: Objectives and functions
Recruitment and selection needs
1. Purpose and importance
Steps in the selection process
Factors affecting recruitment
Essentials of selection procedure
Research design
Overview of the study
Company profile
1. Corporate values
2. Mission and vision
Achievements
Analysis and interpretation
Suggestions and recommendation
Bibliography
Conclusion

Abstract

Human Resource Management (HRM) is a management function that helps manager's recruit, select, train and develops members for an organization.

According to Edward Flippo: "Personal Management is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of HR to the end that individual organization and social objectives are accomplished".

The scope of HRM is indeed vast. All major activities in the working life of a worker - from the time of his or her entry into an organization until he or she leaves - come under the purview of HRM. Specifically, the activities included are - HR planning, job analysis and design, recruitment and selection, orientation and placement, training and development, performance appraisal and job evaluation, employee and executive remuneration, motivation and communication, welfare, safety and health, industrial relations (IR) and the like.

HRM differs from PM both in scope and orientation. HRM views people as an important source or asset to be used for the benefit of organizations, employees and the society. It is emerging as a distinct philosophy of management aiming at policies that promote mutuality - mutual goals, mutual respect, mutual rewards and mutual responsibilities.

PM has a limited scope and an inverted orientation. It viewed labor as a tool, the behavior of which could be manipulated for the benefit of the organization and replaced when it was worn-out. It was filled with not-very-productive employees whose services could be spared with minimal damage to the organization's ongoing operations.