Description
EU member states differ in the degree of worker involvement in corporate management. In Germany, most large corporations are required to allow employees to elect a certain percentage of seats on the supervisory board.
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672
A Study on Employee Involvement & Job Satisfaction in Indian Corporate Sector Dr .P. Raghunadha Reddy* *Asso.Prof, Dept of MBA SVUniversity, Tirupathi (AP) Abstract: Job Satisfaction is a part of life satisfaction. The nature of one’s environment of job is an important part of life as Job Satisfaction influences one’s general life satisfaction. Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a narrow sense, these attitudes are related to the job under condition with such specific factors such as wages. Supervisors of employment, conditions of work, social relation on the job, prompt settlement of grievances and fair treatment by employer. Job involvement is related with the work motivation that a person has with a job. Job involvement is the internalization of values about the work or the importance of work according to the individual. Job involvement may appraise the ease with which a person can be further socialized by an organization. Organizational socialization is the process by which an individual understands the values, abilities, behaviors and social knowledge indispensable for an organizational role and for taking part in as a member. The automobile industry in India currently worth US$35 billion is projected to grow to US$ 145 billion by 2016.In the same time exports are estimated to grow to US$35 billion from US$4.1 billion presently .Employment in the automotive sector is expected to increase by 25 million .Auto industry contribution to the Indian GDP (gross domestic product) is estimated to be between 30%-35%, an improvement of 20%-25% as of now.
1http://www.exclusivemba.com/ijemr
Mr. A. Krishna Sudheer** **Research scholar SVUniversity, Tirupathi (AP)
Key words: job satisfaction, Involvement, employee, Attitudes, organization, Automobile sector. Introduction:
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672
Job satisfaction plays a very important role in every employee's life. It is said that it generally increases after years of experience & improves steadily thereafter. Higher the status levels of job, higher the job satisfaction it seems. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following: Flexible work arrangements, possibly including telecommuting, Training and other professional growth opportunities to use one's talents and to be creative, Opportunities to take responsibility and direct one's own work, a stable, secure work environment that includes job security/continuity ,An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members Flexible benefits, such as child-care and exercise facilities ,Up-to-date technology, Competitive salary and opportunities for promotion. Job involved individuals make the job a central part of their personal character. Besides, people with high job involvement focus most of their attention on their job. Job involvement is grouped into four diverse categories.1) Work as a central life interest 2) Active participation in the job 3) Performance as central to self-esteem 4) Performance compatible with self-concept. Objectives: 1) To find out the employees’ attitude towards job satisfaction.
2) To find out the employees’ attitude towards job involvement. Literature review: Organizational Citizenship Behavior in Public and Private Sector and Its Impact on Job Satisfaction. A Comparative Study in Indian Perspective. By Dr. Jai Prakash Sharma. International Journal of Business and Management Vol. 6, No. 1; January 2011. Organizational Citizenship Behavior in Public and Private Sector and Its Impact on Job Satisfaction The results showed that employees in public sector organization have greater degree of OCB in comparison to private sector organizations and also the job satisfaction increases or decreases based on increase or decrease in OCB. The purpose of this study is to invoke Organization Citizenship Behavior in private sector organization. In terms of organizational citizenship behavior; a significant difference is noticed between public sector and private sector organization. As expected, public sector employees have exhibited higher degree of OCB as compared to private sector employees. Most importantly, organizational citizenship behavior is being proven as the catalyst for enhancing job satisfaction level of employees.
RESEARCH TYPE: Descriptive research study tries to discover answers to the questions who, what, when, where and sometimes, how. The researcher attempts to describe or define a subject often by creating a profile of a group of problems, people or events. Such studies may involve the collection of data and the creation of a
2http://www.exclusivemba.com/ijemr
RESEARCH METHODOLOGY Research is a systematic inquiry whose objective is to provide information to solve managerial problems.
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672
distribution of the number of times the researcher observes a single event or characteristics (known as research variables).the descriptive study is popular in business because of its versatility across disciplines. Research type used in this project was descriptive study, since the data was collected from respondents through questionnaire so as to determine their overall opinion of the organizational climate with the organization. Sample size: 120 employees Sampling design: The sampling design selected for this study is Disproportionate Stratified random sampling Disproportionate stratification. With disproportionate stratification, the sampling fraction may vary from one stratum to the next. The precision of the design may be very good or very poor, depending on how sample points are allocated to strata. If variances differ across strata, disproportionate stratification can provide
better precision than proportionate stratification, when sample points are correctly allocated to strata. RESEARCH INSTRUMENT The instrument used for the collecting the data was a structured questionnaire.
Types of questions: Closed questions: 47 DATA COLLECTION METHOD: Primary data are collected by the researcher for the purpose of the article immediately at hand. It provides a first-hand account of information. The information is more reliable. Some of the methods of collecting primary data are observation, mailing surveys, interviews ,questionnaire method, projective techniques etc. In this study primary data was collected through structured questionnaire. Secondary method data are the data collected for some other purpose, perhaps processed and subsequently stored. In this study secondary data was collected through newsletters, observing in the organization, websites.
Data Interpretation: 1. Gender of the respondents GENDER NUMBER OF RESPONDENTS
3http://www.exclusivemba.com/ijemr
PERCENTAGE OF RESPONDENTS
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672
MALE FEMALE TOTAL
82 38 120
68 32 100
2. Distribution of respondents DEPARTMENT Hr Marketing Machine shop Maintenance Assembly Edp Pml Pdc Excise Store Accounts Quality assurance Total INFERENCE NUMBER OF RESPONDENTS 9 7 19 15 11 9 6 8 11 7 6 12 120 PERCENTAGE OF RESPONDENTS 8 6 16 13 9 8 5 7 9 6 5 10 100
(16%) were from Machine shop, (13%) were Maintenance, (10%) were from Quality assurance, (9%) were from
Assembly,(8%) were from HR and EDP, (7%) were from PDC,(6%) were from Marketing,(5%) were from Accounts.
3. Opinion of respondents regarding cohesiveness exists at work place
ATTRIBUTES STRONGLY AGREE AGREE NO. OF RESPONDENTS 17 46 4http://www.exclusivemba.com/ijemr %OF RESPONDENTS 14 38
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672 NEUTRAL DISAGREE STRONGLY DISAGREE 34 14 9 28 12 8
TOTAL
120
100
INFERENCE (38%) of respondents agreed, (28%) neither agreed nor disagreed,(14%) of the respondents strongly agreed, (12%) of the respondents disagreed and (8%) of the
respondents strongly disagreed with that the opinion about cohesiveness exists at work place.
4. The organization has installed a clear cut communication system ATTRIBUTES STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL NUMBER OF RESPONDENTS 16 46 33 13 12 120 PERCENTAGE OF RESPONDENTS 13 38 28 11 10 100
INFERENCE
(38%) of the respondents agreed, (28%) of the respondents neither nor disagreed,(13%) of the respondents strongly agreed,(11%) of the respondents disagreed,(10%) of the
respondents strongly disagreed that the organization has installed a clear cut communication system.
5http://www.exclusivemba.com/ijemr
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672
5. Opinion about appreciation of colleagues if they do their job well ATTRIBUTES STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL NUMBER OF RESPONDENTS 17 48 27 20 8 120 PERCENTAGE OF RESPONDENTS 14 40 23 16 7 100
INFERENCE (40%) of the respondents agreed, (23%) of the respondents neither agreed nor disagreed,(16%) of the respondents disagreed,(14%) of the respondents strongly agreed,(7%) of the respondents strongly disagreed that their colleagues appreciates if they do their job well.
6. Opinion about motivation to carry out new techniques and innovations at work place ATTRIBUTES STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL NUMBER OF RESPONDENTS 18 42 30 18 12 120 PERCENTAGE OF RESPONDENTS 15 35 25 15 10 100
6http://www.exclusivemba.com/ijemr
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672
INFERENCE
(35%) of respondents agreed,(25%) of respondents neither agreed nor disagreed , (15%) strongly agreed,(15%) disagreed,
(10%) strongly disagreed that they are motivated to carry out new innovation and techniques
7. Opinion regarding without any hesitation, they can easily approach their higher authorities for their problems and grievances ATTRIBUTES STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL NUMBER OF RESPONDENTS 9 28 27 38 18 120 PERCENTAGE OF RESPONDENTS 8 23 22 32 15 100
INFERENCE (32%) of respondents disagreed,(23%) of respondents agreed,(22%) of respondents neither agreed nor disagreed,(15%) of respondents strongly disagreed,(8%) of . respondents strongly agreed that without any hesitation they can easily approach their higher authorities for their problems
7http://www.exclusivemba.com/ijemr
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672
Regression Independent variable: Satisfaction Dependent variable: Involvement Coefficients Unstandardized Coefficients Model 1 B (Constant) 2.817 satisfaction .193 Std. Error .166 .050 .336 Standardized Coefficients Beta T 17.004 3.875 Sig. .000 .000
a. Dependent Variable: involvement P=0.00~0.05.this proves that satisfaction leads to involvement. 1) Job satisfaction of employees can be improved by improvising the communication openly with the management. This can be improved by having good relationship between the superiors and subordinates. The company should give the adequate rewards and recognition based on performance of employees. 2).From the findings it is suggested that management might be able to increase the level of Commitment in the organization by increasing satisfaction with compensation, policies, and work conditions
Findings & Suggestions 1) TThe managerial level of employees has low level of satisfaction and Engineers have low level of job involvement and supervisors have low level of commitment towards the organization. Suggestions:
CONCLUSION This research was useful for the organization to find out the job related attitudes of employees. job satisfaction, involvement and commitment are significantly related. If the employee not satisfied in any of this they
8http://www.exclusivemba.com/ijemr
do not have the other two. Thus human resource managers should remain focused on increasing job satisfaction and increasing work motivation .The ways to improve work motivation and overall job satisfaction may
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672
vary from job nature, organization and individual to individual. Increased commitment will result to efficiency and REFERENCES
•
greater outputs which every organization desire for.
•
•
•
Burleigh, Susan L. and Wilson, Kevin C. Developing a Recruiting Strategy: A Critical Human Resource Initiative. Taken fromhttp://www.utoledo.edu/~ddwyer/mgmt3 220/recruitstrat.htm Cable, D.M., & Judge, T.A. (1996, September). Person-organization fit, job choice decisions, and organizational entry. Organizational Behavior and Human Decision Processes, 67(3), 294– 311. Dessler, Gary: Human Resource Management, Eighth Edition. New Jersey, USA, 2000 Hogan, R.T. (1991). Personality and personality measurement. In M.D. Dunnette & L.M. Hough (Eds.), Handbook of Industrial and Organizational Psychology, Vol. 2 (2nd
•
•
• •
ed.) 873–919. Palo Alto, CA: Consulting Psychologists Press. Paul Bernthal, Ph.D., Manager1999 Fisher, Cynthia D.; Schoenfeldt, Lyle F.; Shaw, James B.: Human Resource Management ,Second Edition. Boston, MA, USA, 1993. Ryan, A.M., & Schmit, M.J. (1993, April). Assessing organizational fit in employee selection. Paper presented at the 8th Annual Conference of the Society for Industrial & Organizational Psychology, San Francisco, CA. Schuler, Randall S.: Personnel and Human Resource Management, Third Edition. 1987. Wallace, J. Craig; Tye, Mary G.; Vodanovich, Stephen J. “Applying for Jobs Online: Examining the Legality of Internet-Based Application Forms”. In Personnel Management, Vol. 29 No. 4Winter 2000.
9http://www.exclusivemba.com/ijemr
doc_666569466.pdf
EU member states differ in the degree of worker involvement in corporate management. In Germany, most large corporations are required to allow employees to elect a certain percentage of seats on the supervisory board.
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672
A Study on Employee Involvement & Job Satisfaction in Indian Corporate Sector Dr .P. Raghunadha Reddy* *Asso.Prof, Dept of MBA SVUniversity, Tirupathi (AP) Abstract: Job Satisfaction is a part of life satisfaction. The nature of one’s environment of job is an important part of life as Job Satisfaction influences one’s general life satisfaction. Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a narrow sense, these attitudes are related to the job under condition with such specific factors such as wages. Supervisors of employment, conditions of work, social relation on the job, prompt settlement of grievances and fair treatment by employer. Job involvement is related with the work motivation that a person has with a job. Job involvement is the internalization of values about the work or the importance of work according to the individual. Job involvement may appraise the ease with which a person can be further socialized by an organization. Organizational socialization is the process by which an individual understands the values, abilities, behaviors and social knowledge indispensable for an organizational role and for taking part in as a member. The automobile industry in India currently worth US$35 billion is projected to grow to US$ 145 billion by 2016.In the same time exports are estimated to grow to US$35 billion from US$4.1 billion presently .Employment in the automotive sector is expected to increase by 25 million .Auto industry contribution to the Indian GDP (gross domestic product) is estimated to be between 30%-35%, an improvement of 20%-25% as of now.
1http://www.exclusivemba.com/ijemr
Mr. A. Krishna Sudheer** **Research scholar SVUniversity, Tirupathi (AP)
Key words: job satisfaction, Involvement, employee, Attitudes, organization, Automobile sector. Introduction:
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672
Job satisfaction plays a very important role in every employee's life. It is said that it generally increases after years of experience & improves steadily thereafter. Higher the status levels of job, higher the job satisfaction it seems. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following: Flexible work arrangements, possibly including telecommuting, Training and other professional growth opportunities to use one's talents and to be creative, Opportunities to take responsibility and direct one's own work, a stable, secure work environment that includes job security/continuity ,An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members Flexible benefits, such as child-care and exercise facilities ,Up-to-date technology, Competitive salary and opportunities for promotion. Job involved individuals make the job a central part of their personal character. Besides, people with high job involvement focus most of their attention on their job. Job involvement is grouped into four diverse categories.1) Work as a central life interest 2) Active participation in the job 3) Performance as central to self-esteem 4) Performance compatible with self-concept. Objectives: 1) To find out the employees’ attitude towards job satisfaction.
2) To find out the employees’ attitude towards job involvement. Literature review: Organizational Citizenship Behavior in Public and Private Sector and Its Impact on Job Satisfaction. A Comparative Study in Indian Perspective. By Dr. Jai Prakash Sharma. International Journal of Business and Management Vol. 6, No. 1; January 2011. Organizational Citizenship Behavior in Public and Private Sector and Its Impact on Job Satisfaction The results showed that employees in public sector organization have greater degree of OCB in comparison to private sector organizations and also the job satisfaction increases or decreases based on increase or decrease in OCB. The purpose of this study is to invoke Organization Citizenship Behavior in private sector organization. In terms of organizational citizenship behavior; a significant difference is noticed between public sector and private sector organization. As expected, public sector employees have exhibited higher degree of OCB as compared to private sector employees. Most importantly, organizational citizenship behavior is being proven as the catalyst for enhancing job satisfaction level of employees.
RESEARCH TYPE: Descriptive research study tries to discover answers to the questions who, what, when, where and sometimes, how. The researcher attempts to describe or define a subject often by creating a profile of a group of problems, people or events. Such studies may involve the collection of data and the creation of a
2http://www.exclusivemba.com/ijemr
RESEARCH METHODOLOGY Research is a systematic inquiry whose objective is to provide information to solve managerial problems.
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672
distribution of the number of times the researcher observes a single event or characteristics (known as research variables).the descriptive study is popular in business because of its versatility across disciplines. Research type used in this project was descriptive study, since the data was collected from respondents through questionnaire so as to determine their overall opinion of the organizational climate with the organization. Sample size: 120 employees Sampling design: The sampling design selected for this study is Disproportionate Stratified random sampling Disproportionate stratification. With disproportionate stratification, the sampling fraction may vary from one stratum to the next. The precision of the design may be very good or very poor, depending on how sample points are allocated to strata. If variances differ across strata, disproportionate stratification can provide
better precision than proportionate stratification, when sample points are correctly allocated to strata. RESEARCH INSTRUMENT The instrument used for the collecting the data was a structured questionnaire.
Types of questions: Closed questions: 47 DATA COLLECTION METHOD: Primary data are collected by the researcher for the purpose of the article immediately at hand. It provides a first-hand account of information. The information is more reliable. Some of the methods of collecting primary data are observation, mailing surveys, interviews ,questionnaire method, projective techniques etc. In this study primary data was collected through structured questionnaire. Secondary method data are the data collected for some other purpose, perhaps processed and subsequently stored. In this study secondary data was collected through newsletters, observing in the organization, websites.
Data Interpretation: 1. Gender of the respondents GENDER NUMBER OF RESPONDENTS
3http://www.exclusivemba.com/ijemr
PERCENTAGE OF RESPONDENTS
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672
MALE FEMALE TOTAL
82 38 120
68 32 100
2. Distribution of respondents DEPARTMENT Hr Marketing Machine shop Maintenance Assembly Edp Pml Pdc Excise Store Accounts Quality assurance Total INFERENCE NUMBER OF RESPONDENTS 9 7 19 15 11 9 6 8 11 7 6 12 120 PERCENTAGE OF RESPONDENTS 8 6 16 13 9 8 5 7 9 6 5 10 100
(16%) were from Machine shop, (13%) were Maintenance, (10%) were from Quality assurance, (9%) were from
Assembly,(8%) were from HR and EDP, (7%) were from PDC,(6%) were from Marketing,(5%) were from Accounts.
3. Opinion of respondents regarding cohesiveness exists at work place
ATTRIBUTES STRONGLY AGREE AGREE NO. OF RESPONDENTS 17 46 4http://www.exclusivemba.com/ijemr %OF RESPONDENTS 14 38
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672 NEUTRAL DISAGREE STRONGLY DISAGREE 34 14 9 28 12 8
TOTAL
120
100
INFERENCE (38%) of respondents agreed, (28%) neither agreed nor disagreed,(14%) of the respondents strongly agreed, (12%) of the respondents disagreed and (8%) of the
respondents strongly disagreed with that the opinion about cohesiveness exists at work place.
4. The organization has installed a clear cut communication system ATTRIBUTES STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL NUMBER OF RESPONDENTS 16 46 33 13 12 120 PERCENTAGE OF RESPONDENTS 13 38 28 11 10 100
INFERENCE
(38%) of the respondents agreed, (28%) of the respondents neither nor disagreed,(13%) of the respondents strongly agreed,(11%) of the respondents disagreed,(10%) of the
respondents strongly disagreed that the organization has installed a clear cut communication system.
5http://www.exclusivemba.com/ijemr
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672
5. Opinion about appreciation of colleagues if they do their job well ATTRIBUTES STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL NUMBER OF RESPONDENTS 17 48 27 20 8 120 PERCENTAGE OF RESPONDENTS 14 40 23 16 7 100
INFERENCE (40%) of the respondents agreed, (23%) of the respondents neither agreed nor disagreed,(16%) of the respondents disagreed,(14%) of the respondents strongly agreed,(7%) of the respondents strongly disagreed that their colleagues appreciates if they do their job well.
6. Opinion about motivation to carry out new techniques and innovations at work place ATTRIBUTES STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL NUMBER OF RESPONDENTS 18 42 30 18 12 120 PERCENTAGE OF RESPONDENTS 15 35 25 15 10 100
6http://www.exclusivemba.com/ijemr
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672
INFERENCE
(35%) of respondents agreed,(25%) of respondents neither agreed nor disagreed , (15%) strongly agreed,(15%) disagreed,
(10%) strongly disagreed that they are motivated to carry out new innovation and techniques
7. Opinion regarding without any hesitation, they can easily approach their higher authorities for their problems and grievances ATTRIBUTES STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL NUMBER OF RESPONDENTS 9 28 27 38 18 120 PERCENTAGE OF RESPONDENTS 8 23 22 32 15 100
INFERENCE (32%) of respondents disagreed,(23%) of respondents agreed,(22%) of respondents neither agreed nor disagreed,(15%) of respondents strongly disagreed,(8%) of . respondents strongly agreed that without any hesitation they can easily approach their higher authorities for their problems
7http://www.exclusivemba.com/ijemr
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672
Regression Independent variable: Satisfaction Dependent variable: Involvement Coefficients Unstandardized Coefficients Model 1 B (Constant) 2.817 satisfaction .193 Std. Error .166 .050 .336 Standardized Coefficients Beta T 17.004 3.875 Sig. .000 .000
a. Dependent Variable: involvement P=0.00~0.05.this proves that satisfaction leads to involvement. 1) Job satisfaction of employees can be improved by improvising the communication openly with the management. This can be improved by having good relationship between the superiors and subordinates. The company should give the adequate rewards and recognition based on performance of employees. 2).From the findings it is suggested that management might be able to increase the level of Commitment in the organization by increasing satisfaction with compensation, policies, and work conditions
Findings & Suggestions 1) TThe managerial level of employees has low level of satisfaction and Engineers have low level of job involvement and supervisors have low level of commitment towards the organization. Suggestions:
CONCLUSION This research was useful for the organization to find out the job related attitudes of employees. job satisfaction, involvement and commitment are significantly related. If the employee not satisfied in any of this they
8http://www.exclusivemba.com/ijemr
do not have the other two. Thus human resource managers should remain focused on increasing job satisfaction and increasing work motivation .The ways to improve work motivation and overall job satisfaction may
IJEMR – November 2011-Vol 1 Issue 6 - Online - ISSN 2249 – 2585 - Print - ISSN 2249 - 8672
vary from job nature, organization and individual to individual. Increased commitment will result to efficiency and REFERENCES
•
greater outputs which every organization desire for.
•
•
•
Burleigh, Susan L. and Wilson, Kevin C. Developing a Recruiting Strategy: A Critical Human Resource Initiative. Taken fromhttp://www.utoledo.edu/~ddwyer/mgmt3 220/recruitstrat.htm Cable, D.M., & Judge, T.A. (1996, September). Person-organization fit, job choice decisions, and organizational entry. Organizational Behavior and Human Decision Processes, 67(3), 294– 311. Dessler, Gary: Human Resource Management, Eighth Edition. New Jersey, USA, 2000 Hogan, R.T. (1991). Personality and personality measurement. In M.D. Dunnette & L.M. Hough (Eds.), Handbook of Industrial and Organizational Psychology, Vol. 2 (2nd
•
•
• •
ed.) 873–919. Palo Alto, CA: Consulting Psychologists Press. Paul Bernthal, Ph.D., Manager1999 Fisher, Cynthia D.; Schoenfeldt, Lyle F.; Shaw, James B.: Human Resource Management ,Second Edition. Boston, MA, USA, 1993. Ryan, A.M., & Schmit, M.J. (1993, April). Assessing organizational fit in employee selection. Paper presented at the 8th Annual Conference of the Society for Industrial & Organizational Psychology, San Francisco, CA. Schuler, Randall S.: Personnel and Human Resource Management, Third Edition. 1987. Wallace, J. Craig; Tye, Mary G.; Vodanovich, Stephen J. “Applying for Jobs Online: Examining the Legality of Internet-Based Application Forms”. In Personnel Management, Vol. 29 No. 4Winter 2000.
9http://www.exclusivemba.com/ijemr
doc_666569466.pdf