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Recruitment and Selection influencing Job Satisfaction – A study with reference

to BSNL, Madurai SSA

Article · February 2014

DOI: 10.13140/2.1.2849.0888

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Dr. GOPINATH. R. Shibu.N.S natarajan

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 RECRUITMENT AND SELECTION INFLUENCING JOB SATISFACTION – A
STUDY WITH REFERENCE TO BSNL, MADURAI SSA

R. GOPINATH* and Dr. SHIBU.N.S.1

*Ph.D. Research Scholar, Department of Management Studies, Bharathidasan University College,
Perambalur-621107. Mobile: 9442200888, E-mail: dr.raju.gopinath@gmail.com.
1
Head, Department of Management Studies, Bharathidasan University College, Perambalur-621107

ABSTRACT
The present study investigate that the Recruitment and Selection influencing Job
Satisfaction with special reference to BSNL, Madurai SSA. The Recruitment and Selection is a
one of the functions of human resource management which is mainly concerned with people at
work and with their relationship within the organization. Recruitment and selection is the process
of attracting individuals on a timely basis, in sufficient numbers and with appropriate
qualifications. The selection process varies from organization to organization, job to job, and
country to country. Some of the processes include screening applications and resumes, testing
and reviewing work samples, interviewing, checking references and background.
Organizations use these processes to increase the likelihood of hiring individuals who possess
the right skills and abilities to be successful at their jobs. Both executives and non-executives
group are included male and female and their age group is 25 to 56 years. To examine the level
of Recruitment and Selection associated with Job Satisfaction using by Job Descriptive Index
(JDI) Scale among BSNL employees. The JDI scale included Work, Supervision, Pay,
Promotions, and Co-worker. Job satisfaction may be defined as a pleasurable positive emotional
state resulting from the appraisal of one’s job or job experiences. It is therefore important to have
a good understanding of an individual’s total personality and value system in order to understand
and describe his job satisfaction. Some important implications for future research are also
derived from the study.

KEY WORD: Recruitment and Selection, Job Satisfaction, Organisation.

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INTRODUCTION
Recruitment and selection is the process of attracting individuals on a timely basis, in
sufficient numbers and with appropriate qualifications (Walker, 2009).Thus recruitment is the
process of identifying and attracting potential candidates from within and outside an organization
to begin evaluating them for future employment. Selection then begins when the right calibre of
candidates are identified. Selection is thus the process through which organizations make
decisions about who will or will not be allowed to join the organization. The selection process
varies from organization to organization, job to job, and country to country. Some of the
processes include screening applications and resumes, testing and reviewing work samples,
interviewing, checking references and background. Organizations use these processes to
increase the likelihood of hiring individuals who possess the right skills and abilities to be
successful at their jobs (Walker, 2009). Following the initial selection of incumbents they are
likely to again be chosen to develop their further interest in the organization and later to
encourage them to apply for other jobs. Using appropriate techniques the suitable candidates are
thus, able to be recruited and selected during their career development. It has been argued that in
order for the firm to build and sustain the competitive advantage, proper staffing is critical
Recruitment and selection is a major HRM function as it encompasses all organizational
practices and decisions. Recent technological advances, globalization, social trends and
changes within organizations have brought new challenges for recruitment and selection. The
recruitment of skilled and effective staff is a central workforce development field. Recruitment
and selection is not only about choosing the most suitable candidate. The recruitment and
selection experience can also impact on the likelihood that a candidate will accept a job offer and
on their subsequent commitment to remaining with the organisation. Committing time and
resources to develop a comprehensive recruitment strategy is a worthwhile investment. Poor
recruitment choices (i.e., poor person-job fit) can have a range of undesirable consequences for
the organization and the worker including:
• Higher rates of turnover
• Reduced performance effectiveness
• Lowered job satisfaction
• Reduced work motivation.

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 Job satisfaction is an emotional affective personal response as a result of his ‘estimation
of the degree to which some fact of job reality is congruent or incongruent with his values’
according to (Ejiogu, 1985). It is therefore important to have a good understanding of an
individual’s total personality and value system in order to understand and describe his job
satisfaction.
Job satisfaction may be defined as a pleasurable positive emotional state resulting from
the appraisal of one’s job or job experiences. It resulting from the perception that one’s job
fulfils or allows the fulfillment of one’s important job values providing and to the degree that
these values are congruent with one’s needs – observes Locke (1976).
BSNL is the only service provider, making focused efforts & planned initiatives to bridge
the rural-urban digital divide in ICT sector. In fact there is no telecom operator in the country to
beat its reach with its wide network giving services in every nook & corner of the country &
operates across India except New Delhi & Mumbai. Whether it is inaccessible areas of Siachen
glacier or North-Eastern regions of the country, BSNL serves its customers with a wide bouquet
of telecom services namely Wireline, CDMA mobile, GSM mobile, Internet, Broadband, Carrier
service, MPLS-VPN, VSAT, VoIP, IN Services, FTTH, etc.
The BSNL Tamil Nadu Telecom Circle office is situated in Chennai as like state
Headquarters, it is further divided in to Secondary Switching Areas (SSA) as like Revenue
Districts. The BSNL TN Telecom Circle consists of 17 SSAs, the names of the SSAs are
Coimbatore, Cuddalore, Dharmapuri, Erode, Karaikudi, Kumbakonam, Madurai, Nagercoil,
Nilgiris, Pondycherry, Salem, Thanjavur, Tirunelveli, Madurai, Tuticorin, Vellore, and
Virudhunagar SSA. The study comprises in Madurai SSA, Three Revenue Districts were
covered namely Madurai, Dindigul and Theni Districts.

REVIEW OF LITERATURE
Taylor & Collins, (2000) studied recruitment as one of the most critical Human Resource
activity which was vital for the organizational success. Boudreau & Rynes, (1985) studied that it
was not so easy for organizations to attract potential employee as the organizational attraction
influenced the effectiveness of successive selection. Barber, (1998) discussed the recruitment
function more closely related to the organization’s strategic human resource planning. From the
organization’s perspective, developing a recruitment strategy involves three basic decisions,
determining the target population, determining the applicant source, and deciding how to attract

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applicants to the organization. Recruiting is not just a game of human numbers anymore. For HR
professionals, this means going a step further than developing a recruitment plan. It means
working closely with management on shaping organization culture and looking closely at the job
attribute preferences of its current and future employees. One liability of the HR professional is
to converse the attributes of a particular job undoubtedly. One of the most used research
definition of job satisfaction was narrated by Locke in 1976, who defined it as “a pleasant or
optimistic arousing state consequential from the evaluation of one’s job or job experiences” (p.
1304). Inherent in Locke’s definition was the significance of both affects, or emotion and
cognition or thoughts. Whenever we imagine, we have belief about what we consider. On the
contrary, when we feel, we assume about what we believe. Cognition and influence are thus
inextricably related in psychology and even in biology. Thus, while evaluating the jobs most
important factor was both thinking and feeling involved. In order to explore the association
between HR practices and job satisfaction, there has been extensive debate in the literature over
the sound effects of HR practices on job satisfaction. Guest, (2002) identified that job
satisfaction as a key variable mediating or intervening any positive link between human
resources ( HR ) practices and organizational performance. Green, (2006) studied that in
disparity, researchers suggested that in UK, the implementation of human resources practices has
been related with higher levels of job intensity resultantly lowered the levels of job satisfaction.
Appelbaum, (2002) noted that human resource practices adopted as part of a high-
performance work system were not mainly premeditated to increase job satisfaction, in practice,
they might or might not have such effect. It might be the case that human resource practices
impact on job satisfaction such as satisfaction with sense of achievement or satisfaction with
salary. Hence, future research is required to assess the actual effects of human resource practices
on individual’s job satisfaction and overall job satisfaction.

OBJECTIVE OF THE STUDY

1. To know the demographic profile of employees working in BSNL, Madurai SSA.
2. To identify the relationship between Recruitment and Selection and Job satisfaction of
employees working in BSNL, Madurai SSA.
3. To know the level of job satisfaction among employees working in BSNL, Madurai SSA.
RESEARCH METHODOLOGY

4
 The methodology of the study is based on the primary data as well as secondary data. The
study depends mainly on the primary data collected through a well-framed and structured
questionnaire to elicit the well-considered opinions of the respondents. For conducting this
research a sample of 100 employees in BSNL, Madurai SSA. A pilot study was carried out to
revise the questionnaires and for item analysis. The validity and reliability of the questionnaires
were measured. The internal consistencies of scale were assessed through computing Cronbach’s
Alpha. The questionnaire shows the reliability value ranging from 0.6 to 0.9. Implication from
these values indicates that all of the items used for each component in the questionnaire have a
high and consistent reliability values.

RESULTS AND DISCUSSION

Table 1: Distribution of study subjects by characteristics

Sl. No. Characteristics Groups Frequency Percentage

25-34 10 10.0
35-44 37 37.0
1 Age Groups
45-54 38 38.0
Above 55 14 14.0
Executive 56 56.0
2 Cadre
Non Executive 44 44.0
Male 62 62.0
3 Gender
Female 38 38.0
Diploma 11 11.0
Graduate (Technical) 34 34.0
Education
4 Graduate(Non
qualification 35 35.0
Technical)
Post Graduate 20 20.0
Technical 66 66.0
5 Nature of Job
Non Technical 34 34.0
6 Years of 0-10 8 8.0

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 Service 11-20 41 41.0
21-30 39 39.0
More than 30 12 12.0
35001-50000 53 53.0
Monthly
7 50001-70000 42 42.0
Income
More than 70000 5 5.0
Source: Primary Data

Table 2: Descriptive Statistics

Characteristics N Mean Std. Deviation
Age Groups 100 2.71 0.867
Cadre 100 1.64 0.486
Gender 100 1.45 0.442
Education qualification 100 2.71 0.946
Nature of Job 100 1.25 0.457
Years of Service 100 2.68 0.836
Monthly Income 100 2.39 0.547
Recruitment Selection 100 60.35 11.882
Job Satisfaction 100 88.96 4.199
Source: Primary Data

Table 3: Level of Job Satisfaction of Employees in BSNL, Madurai

Job Satisfaction Frequency Percent

Moderate Level 54 54.0

High Level 46 46.0

Total 100 100.0

Source: Primary Data

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 As shown in above table 3, Level of Job Satisfaction of Employees in BSNL. 54%
Employees having moderate level of Job Satisfaction & 46% Employees having their Job
Satisfaction in high level to the organisation.

Table 4: Association between Recruitment and Selection regard to Job Satisfaction

by using t-test
Std. t-
Items N Mean P-value
Deviation Value
Recruitment 100
60.35 11.882
Selection 23.992 <0.001**
100
Job Satisfaction 88.96 4.199

Source: Primary Data ** significant at 1% level

Since, P value is less than 0.001 at the 1% level of significance. Hence, it is concluded
that there is no significant difference between Recruitment and Selection regard to Job
satisfaction.

CONCLUSION
This study reveals a diverse aspect of a practical operation of human resource
management in BSNL Madurai SSA. It shows that human resource planning; the most critical
element of personnel function is emerging. The task of acquiring sound and credible employees
belongs to the Human Resources Management (HRM). Since, HRM is a known field under the
concept of management, it is expected that several theories, models and tools have been
developed to promote its manifestations. In an increasingly competitive and turbulent market,
organizations are largely dependent on their employees for success. The challenge of identifying
the right man for the right job, individuals to fill public sector positions is to be met. A large
number of potential workforces are available in the employment market but the challenge for
organizations is to identify and select those candidates who could perform effectively and
efficiently. The research highlighted that the starting point in any recruitment process is an
accurate analysis of the job. Selection and the assessments chosen for the selection process

7
should be done on the basis of the requirements of the job. Knowledge is essential on part of the
organization in terms of what constitutes good job performance; what kind of knowledge, skills
and abilities are required and what measures would be effective in assessing these. The worth of
present study lies in the reality that it offers a requisite rationale of theoretical models built on
the basis of studies conducted in the western organizations. The focus of recruitment and
selection is to match the capabilities of prospective candidates against the demands and rewards
inherent in a given job. For this reason, top performing companies devote considerable resources
and energy to creating high quality selection systems. Recruitment and selection process are
important practices for human resource management, and are crucial in affecting organizational
success. The quality of new recruits depends upon an organization's recruitment practices, and
that the relative effectiveness of the selection phase is inherently dependent upon the caliber of
candidates attracted. From the analysis, recruitment and selection is of prime importance to job
satisfaction in order to get the best of employees, however, it faces lots of challenges in its quest
to recruit its workforce.

RECOMMENDATIONS
From the study it is realized that recruitment and selection is of great importance to every
organization, though an integral part of human resource planning and development, it application
and operation and challenges makes its practice quite difficult. These recommendations are
therefore made to help make these practices more effective and job satisfaction to the employees.

REFERENCES
1) Appelbaum, E. (2002), “The Impact of New Forms of Work Organization on
Workers” Applied Psychology, No.56, pp.347–368.
2) Barber, A. E. (1998), “Recruiting Employees: Individual and Organizational
Perspectives”, Thousand Oaks, CA, USA: Sage Publications, Inc.
3) Boudreau, J. W., & Rynes, S. L. (1985), “Role of Recruitment in Staffing Utility
Analysis”, Journal of Applied Psychology, 70, pp.354-366.
4) Green, F. (2006), “Demanding Work. The Paradox of Job Quality in the Affluent
Society, Princeton”, NJ: Princeton University Press.

8
 5) Guest, D. (2002), “Human Resource Management, Corporate Performance and
Employee Well-Being: Building the Worker into HRM”, Journal of Industrial
Relations, 44, pp.335–358.
6) Locke, E. A. (1976), “The Nature and Causes of Job Satisfaction. In M. D. Dunnette
(Ed.)”, Handbook of Industrial and Organizational Psychology, pp.1297–1349.
Chicago: Rand McNally.
7) Taylor, M. S., & Collins, C. J. (2000), “Organizational Recruitment: Enhancing the
Intersection of Research and Practice”. In C. L. Cooper & E. A. Locke (Eds.),
Industrial and Organizational Psychology: Linking Theory with Practice, pp.304–334.
Malden, MA: Blackwell Publishers.
8) Walker, James (2009), Human Resource Planning, New York: McGraw-Hill Book
Co., P-95.
9) Locke, E. (1976). The nature and causes of job satisfaction. In M.D. Dunnette
(Ed.).Handbook of industrial and organizational psychology (1297–
1349).Chicago: Rand McNally.
10) Ejiogu, A.M. (1985): Theories of Job Satisfaction and Job Performance: An
Overview and Critique (Focus on the teaching Profession). Lagos: Joja Educational
Research and Publishers Ltd.

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