A Study of Public Sector Organizations with Respect to Recruitment, Job Satisfaction and Retention

By Rehman, Safdar | Global Business and Management Research: An International Journal, January 2012 | Go to article overview

A Study of Public Sector Organizations with Respect to Recruitment, Job Satisfaction and Retention


Rehman, Safdar, Global Business and Management Research: An International Journal


Introduction

Purpose of this study was to analyze the major challenges in the area of recruitment, job satisfaction and job retention faced by public sector organizations of Pakistan, the impact of strategies have been adopted far to overcome these issues on image of the organization. For this purpose public sector regulatory authorities and organizations being regulated by these authorities were selected. Various studies are available that address the challenges of recruitment, job satisfaction and job retention, but many of them are not directly related to problems and challenges faced by public sector to recruit and retain the best employees to be an employer of choice. The closest areas in which some amount of literature is available are: Employee retention in relation to customer retention (Jamal & Adelowore, 2008; Yavas, et al.., 2003) and quality service (Redman & Mathews, 1998) and how training, e-recruitment and development reduces turnover rate.

There is a well-developed 'best practice' HRM literature which argues that employment practices oriented to employee engagement deliver 'win-win' returns in employee motivation, commitment, retention and quality of work. The study highlights recruitment, job satisfaction and retention efforts of Public sector of Pakistan to become an employer of choice in today' s competitive environment.

According to Rehman Safdar et al., (2010) Pakistan is an emerging economy in south Asia and rapidly trying to meet challenges of modern world economy and maintaining the momentum of economic constancy. The regulatory authorities claims to be an employer of choice due to its heavy investment in its employees as it is offering a number of opportunities of personal and professional growth i.e. Change Management Programs, Training of new staff and benefits like excellent working conditions, job satisfaction, superior leadership, and conducive environment for growth. Employees have an opportunity to excel their entire potential and overcome the challenges in their career paths.

Literature Review

Recruitment, knowledge, skills and abilities (KSA)

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; Chapman, Uggerslev, Carroll, Piasentin & Jones, 2005 conducted an extensive research in the area of recruitment and candidate attraction during the last 25 years.

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 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.

Rynes, Bretz, & Gerhart, 1991 discussed that HR professionals have to play a vital role in the overall recruitment process as they have to communicate information about the job itself and the organization. Barrick & Zimmerman, 2005 further studied that source of information about the job and the organization influenced similar to perceived person-job fit and subsequent attraction and job retention. Wanous, 1977, Breaugh, 1992; Breaugh & Starke, 2000 studied that the fundamental assumption was that precise and pragmatic job information enables applicants to think about the degree of similarity between their knowledge, skills and abilities (KSA) and the other job requirements. …

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