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INTRODUCTION
Recruitment and Selection are simultaneous process and are incomplete without each
other. They are important components of the organization and are different from each
other. Since all the aspect needs practical example and explanation this project includes
Recruitment and selection Process of PSC and a practical case study. It also contains
addresses of various and top placement consultants and the pricelist of advertisements in
the magazine.
Main purpose of this study is to critically analyze the function of recruitment and
selection process of PSC and for this purpose various books, journals, articles, reports
have been reviewed. In the process of collection of data, I adopt two techniques i.e. onside & off-side. Under the on-side method different staffs have been interviewed and
under off-side method different information are collected by using internet, library
source, many friends and teachers. This study mainly focuses on how PSC function on
more effective way in order to increase efficiency in hiring and retention and to ensure
consistency and compliance in the recruitment and selection process. PSC generally
consider Affirmative Action, Equal Employment Opportunity and Diversity are not to be
considered separate actions or initiatives in the recruitment and selection process. Instead,
they are key variables which are woven into each step of the process of recruitment &
selection.
provision of PSC with the authority to select candidates on the basis of merit. The
Constitution of Nepal, 1962 redefined the function and scope of PSC. The Constitution of
the Kingdom of Nepal, 1990 had also a provision of an independent PSC. Likewise, the
current Interim Constitution, 2007, has also a provision of an independent PSC. As the
previous constitutions, the current constitution also assumes a fairly competent civil
service with clear mandates to PSC to select competent human resources and ensures
impartially in civil service management. The constitutional guarantee of the civil service
is enshrined in the Article 153, which states that the government would constitute civil
service and other necessary government services to run the administration of the country.
If we make a comparison of PSC-related provisions among the previous Constitutions
and the present one, they do not seem much different as far as their functions are
concerned. However, from the stand-point of the role, we see a lot of differences and find
the current PSC in a very strategically significant position.
1.1.1.1
CONSTITUTIONAL PROVISIONS
Regarding the PSC, the following arrangement has been made in the part 13 of the
Interim Constitution of Nepal, 2007(www.lawcommission.gov.np).
Article 125 Public Service Commission
There shall be a Public Service Commission of Nepal, consisting of the
(a) If, before the expiry of his or her term, the Chairperson or a Member of the
Public Service Commission attains the age of sixty-five years, he or she shall
retire.
(b) The Chairperson or a Member of the Public Service Commission may be
removed from his or her office on the same ground and in the same manner as
has been set forth for the removal of a Judge of the Supreme Court.
The office of the Chairperson or a Member of the Public Service Commission
shall be deemed vacant in any of the following circumstances:
(a) If he or she tenders resignation in writing to the President;
(b) If, pursuant to Clause (4), his or her term expires or he or she ceases to hold
Nepal,
(b) is not a member of any political party immediate before appointment;
(c) has attained the age of forty five years; and
(d) Possesses high moral character.
The remuneration and other conditions of service of the Chairperson and the
Members of the Public Service Commission shall be as determined by law. The
remuneration and other conditions of service of the Chairperson and the Members
of the Public Service Commission shall not, so long as they hold office, be altered
to their disadvantage.
A person once appointed as the Chairperson or a Member of the Public Service
Commission shall not be eligible for appointment in any other government
service. Provided that(a) Nothing in this Clause shall be deemed to be a bar to the appointment of a
Member of the Public Service Commission as its Chairperson, and when a
Member is so appointed as the Chairperson, his or her term of office shall be
so computed as to include his or her term as the Member.
(b) Nothing in this Clause shall be deemed to be a bar to the appointment to any
political position or to any position which has the responsibility of making
investigations, inquiries or findings on any subject, or to any position which
If any public corporate body intends to seek advice of the Public Service
Commission on the laws in force relating to the conditions of service of the
employees in the service of such body and on the general principles to be
followed in the course of making appointment and promotion to any position of
such service and in taking departmental action against any such employee, the
Public Service Commission may advise on such matters.
For the purposes of this Article, the expression "public body" shall mean any
corporate body of which the Government of Nepal owns or controls fifty percent
specified conditions.
Subject to this Constitution, other functions, duties and Rules of procedure of the
submit such report to the Legislature- Parliament, through the Prime Minister.
The annual report to be submitted pursuant to Clause (1) shall set out, inter alia,
the details of examinations conducted by the Public Service Commission to select
candidates throughout the year, details of examinees who have passed such
examinations, details of advice made to various corporate bodies, details of advice
made in relation to departmental action and punishment proposed to be taken
against and imposed on civil servants, statements whether such advice has been
complied with, details of advice, if any, made in relation to the general principles
to be followed while making appointment and promotion to any position of any
government service and while taking departmental action concerning such
position and details of future reforms to be made in the field of civil service.
In order to support the Commission, there is a Central Secretariat (CS), headed by the
secretary. As an executive head of the secretariat, the secretary is responsible for
implementing the decisions of the Commission into effect as well as for monitoring,
coordinating and controlling the administrative and fiscal activities of the Commission in
Conformity to the laws currently in force. Presently, there are five divisions in the Central
Secretariat, i.e., examination division, question-paper moderation and recommendation
division, administration and planning division, testing techniques and curriculum
division, and legal division. Each division is headed by a joint secretary. In addition, there
are five Regional Directorates (RDs) each in a Development Region, nine Zonal Offices
(ZOs) and a Kathmandu Valley Application Collection Centre (KVACC). Directors (joint
secretary level) in all RDs and office chiefs (under secretary level) in all ZOs as well as
KVACC are deputed as the chief of the respective organization. All the employees
working in CS, RDs, ZOs and KVACC belong to NCS.
Human Resources
Altogether three hundred and seventy one positions of civil employees have been created
for CS as well as RDs, ZOs, KVACC. Of these positions, 86 positions fall in the various
hierarchies in the gazette level whereas 215 belong to the non-gazetted level and
remaining others belong to classless category.
candidates.
Increase organizational and individual effectiveness in the short term and long
term.
Evaluate the effectiveness of various recruiting techniques and sources for all
Recruitment represents the first contact that a company makes with potential employees.
It is through recruitment that many individuals will come to know a company, and
eventually decided whether they wish to work for it. A well-planned and well-managed
recruiting effort will result in high quality applicants, whereas, a haphazard and
piecemeal efforts will result in mediocre ones.
Recruitme
nt
1.1.2.2 Process of Recruitment
The recruitment process consists of the series of steps through which
applicants pass.
Internal
Each step serves as a hurdle which
the successful
candidate must cross.
Locating
Sources
of Recruitment
Fig.-1.1 Process of recruitment
External
9
Attracting
qualified
candidates to
Apply
Recruitment
candidates from all the other sources (like outsourcing agencies etc.) are known as the
external sources of recruitment. The Recruitment Sources in the recruitment process are
the sources of candidates. Generally, the HRM Function recognizes two main sources of
candidates for the job positions: internal and external sources of candidates.
1.1.2.3.1 Internal Sourcing
Internal Recruitment is a recruitment which takes place within the concern or
organization. Internal sources of recruitment are readily available to an organization.
Internal sources are primarily three Transfers, promotions and Re-employment of exemployees. Re-employment of ex-employees is one of the internal sources of recruitment
10
in which employees can be invited and appointed to fill vacancies in the concern. There
are situations when ex-employees provide unsolicited applications also.
Internal recruitment may lead to increase in employees productivity as their motivation
level increases. It also saves time, money and efforts. But a drawback of internal
recruitment is that it refrains the organization from new blood. Also, not all the
manpower requirements can be met through internal recruitment. Hiring from outside has
to be done. Internal sources are primarily. Such sources are:
Promotions &Transfers
Promotion is an effective means using job posting and personnel records. Job
posting requires notifying vacant positions by posting notices, circulating
publications or announcing at staff meetings and inviting employees to apply.
Promotions has many advantages like it is good public relations, builds morale,
encourages competent individuals who are ambitious, improves the probability of
good selection since information on the individuals performance is readily
available. Transfers are also important in providing employees with a broad-based
many qualified people can be reached at a very low cost to the company.
Former Employees
These include retired employees who are willing to work on a part-time basis,
individuals who left work and are willing to come back for higher compensations.
Even retrenched employees are taken up once again. The advantage here is that
the people are already known to the organization and there is no need to find out
11
At times, management may not find suitable candidates in place of the one who
had retired, after meritorious service. Under the circumstances, management may
decide to call retired employees with new extension.
Methods of Internal Recruitment
The methods used for internal recruitment are:
Job Posting
Job posting is the most common way. It requires that management post or
otherwise circulates listings of available job openings. The listings provide
information contained in the job description and job specification, as well as
information concerning compensation. Employees indicate their interest formally,
either through their immediate supervisor or through the human resource
department. In some organizations, the job posting program is coupled with a
skills inventory, this inventory of employee skills, attributes, and performance
data is used to match current employees with the requirements of the job
openings.
subordinates discount new boss knowledge and expect special treatment; etc.)
Difficult to do with rapid growth
Affirmative action goals may be more difficult to achieve
Ripple effect
Smaller talent pool / fewer applicant
personnel.
Labor Contractors
They are used to recruit casual workers. The names of the workers are not entered
in the company records and, to this extent; difficulties experienced in maintaining
hierarchy)
Allows rapid growth
Increase diversity
Only hire at one level
Bigger talent pool / more applicants
culture
Destroys incentive of present employees to strive for promotion
Can hurt employee morale and loyalty
May have to pay more for the job
Current organization members may fight new ideas
1.1.2.3.3 Third-Party Sourcing
Third-Party sourcing involves using a placement agency or headhunter to find qualified
job candidates. These third-party sources use various techniques and tools to find
appropriate job applicants, such as extending offers of imposed salary compensation and
more flexible benefit packages. They are useful in specialized and skilled candidate
working in a particular company. An agent is sent to represent the recruiting company
and offer is made to the candidate. This is a useful source when both the companies
involved are in the same field, and the employee is reluctant to take the offer since he
fears, that his company is testing his loyalty.
1.1.3
Meaning of Selection
The process of interviewing and evaluating candidates for a specific job and selecting an
individual for employment based on certain criteria. Employee selection can range from a
very simple process to a very complicated process depending on the firm hiring and the
position. Certain employment laws such as anti-discrimination laws must be obeyed
during employee selection. Selection is the process of choosing among people who apply
for work with an organization. No organization can function effectively without the right
quality of people. Selection is the process of choosing the most suitable candidate for a
particular position from among the prospective applicants. The goal is to select the right
person for the right job. Selection follows recruitment. It is concerned with hiring as well
as rejecting the applicants.
Definitions:
According to wendell French, selection is the process of choosing among people who
apply for work with an organization
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According to Werther and Davis, The selection process is a series of steps used to
decide which recruits should be hired.
According to DeCenzo and robbins, Selection activities predict which job applicant
will be successful if hired.
Selection is a two-way process. The employer chooses the employee. The employee
chooses the employer. An optimal fit between the job and the person should be achieved
by the selection process. But selection must be differentiated from recruitment, though
these are two phases of employment process. Recruitment is considered to be a positive
process as it motivates more of candidates to apply for the job. It creates a pool of
applicants. It is just sourcing of data. While selection is a negative process as the
inappropriate candidates are rejected here. Recruitment precedes selection in staffing
process. Selection involves choosing the best candidate with best abilities, skills and
knowledge for the required job.
1.1.3.1 Essentials of Selection Procedure
The selection process can be successful if the following requirements are satisfied:
Someone should have the authority to select. This authority comes from the
employment requisition as developed by an analysis of the work-load and work
force.
There must be some standard of personnel with which a prospective employee
may be compared i.e., a comprehensive job description and job specification
Preliminary Interview
It is used to eliminate those candidates who do not meet the minimum eligibility criteria
laid down by the organization. The skills, academic and family background,
competencies and interests of the candidate are examined during preliminary interview.
Preliminary interviews are less formalized and planned than the final interviews. The
candidates are given a brief up about the company and the job profile; and it is also
examined how much the candidate knows about the company.
Selection Tests
Written Tests
Various written tests conducted during selection procedure are aptitude test,
intelligence test, reasoning test, personality test, etc. These tests are used to
objectively assess the potential candidate. They should not be biased.
Classification of Tests on the Basis Of Human Behavior
Aptitude or potential Ability Test
Such tests are widely used to measure the latent ability of a candidate to learn new
jobs or skills. They will enable us to know whether a candidate if selected, would
be suitable for a job, which may be clerical or mechanical. These tests may take
one of the following forms:
Mental or Intelligence Test measures and enables to know whether he or she
has mental capacity to deal with new problems.
Mechanical Aptitude Test measures the capacity of a person to learn a
particular type of mechanical work. This could help in knowing a persons
capability for spatial visualization, perceptual speed manual dexterity, visual
capable of doing.
Personality tests
These tests aim at measuring those basic make up or characteristics of an
individual which are non-intellectual in their nature. In other words they probe
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Application form
Evaluation
Offers of appointment are subject to references and security checks. The references given
in the candidate's application will be taken up and a security check will be conducted.
Security checks can take a while if the candidate has lived abroad for any period of time.
Medical or Physical Examination
Preliminary Interview
Medical tests are conducted to ensure physical fitness of the potential employee. It will
decrease chances of employee absenteeism.
Selection Tests
Fig.-1.2 Process of selection
Selection Interview
Reference Checks
Medical or physical
Examination
19
Hiring Decision
Hiring Decision
Those individuals who perform successfully on the employment tests and the interviews,
and are not eliminated by development of negative information on either the background
investigation or physical examination are now considered to be eligible to receive an
offer of employment. Who makes that employment offer? For administrative purpose the
personnel department should make the offer. But their role should be only administrative.
The actual hiring decision should be made by the manager in the department that had the
position open. A reference check is made about the candidate selected and then finally he
is appointed by giving a formal appointment letter.
1.1.3.2 PROBLEMS IN EFFECTIVE SELECTION
The main objective of selection is to hire people having competence and commitment.
This objective often defeated because of certain barriers. The impediments, which check
effectiveness of selection, are perception, fairness, validity, reliability and pressure.
Perception: -Our inability to understand others accurately is probably the most
positions and open discrimination on the basis of age in job advertisements and in
the selection process would suggest that all the efforts to minimize inequity have
1.1.4
Placement involves assigning a specific rank and responsibility to the selected candidate.
It implies matching of job requirements with the qualification of the candidates.
Placement is allocation of new employees to job. Proper placement builds a competent
and satisfied work force. Not only the person should be suitable for the job but also the
job should be suitable to the person. When selected candidates report for duty, they
should be placed in the right job. A misplaced employee is a frustrated employee.
Promotions, transfers and demotions also require placement actions.
The first placement is for a probation period, usually extending from 6 months to 12
months. Orientation and pre-service trainings are given to the employee during the
probation period. If the performance is satisfactory during the probation period, the
employee is given tenure (permanent posting). If the performance is unsatisfactory, the
probation period may be extended or the employee is asked to quit the job. Some
employees may themselves like to quit the job during the probation period if they are not
satisfied with the job or placement.
Proper placement leads to following benefits:
Reduced employee turnover, absenteeism and accidents.
Improved employee morale and job satisfaction.
21
Where expectation and reality differ, the new employee must undergo socialization that
will detach his/her previous assumptions and replace them with another set that the
organization deems desirable.
Metamorphosis stage
This is the stage of change in which, a new employee changes and adjust to the job, work,
group, and organization.
Finally the new member must work out a problems discovered during the encounter
stages. This may mean going through changes-hence this is called the metamorphosis
stage. Socialization/metamorphosis is complete when new members become comfortable
with the organization and their work teams/groups.
Pre-arrival
Stage
Caree
r
Encounter
Metamorph
Source:
Robbins,
(2005:496)
Stage
osis Stage
Turnov
er
Purpose of
Socialization
Improve
Performan
ce
Increase
Organizatio
nal
Stability
Reduce
Employee
Anxiety
23
Screen out
Deviant
Employee
Improve Performance
Socialization helps new employees to understand and accept the organizations culture.
This helps to achieve better employee performance.
Increase organizational stability
Effective socialization provides favorable impression about the job and the organization.
This results in low rates of employee turnover. This helps to increase organizational
stability.
Reduce Employee Anxiety
New employees suffer from anxiety. Socialization helps them to internalize the norms,
values and attitudes of other members of the organization. They learn about dos and
donts. They also get familiar with job environment. This gives them a feeling of
belongingness and acceptance. The anxiety of new employees is reduced. Employees feel
confident, satisfied, and committed.
Screen out deviant employees
Socialization process ensures that deviant, rebellious and norm-rejecting type employees
are screened out. New employees which are on probation and of wrong type can be
spotted for screening out during socialization.
1.2 Area of the study
Human resource management is a process consisting of the acquisition, development,
motivation, and maintenance of human resources. Hence, it is a foremost part of the
24
organization. The report deals with the recruitment and selection process in terms of
theoretical point of view and the practical use. The study allow learning about the
recruitment and selection issues, importance, modern techniques and models used to
make it more efficient. The study helps to learn the practical procedures followed by the
leading organizations. Moreover the study helps to differentiate between the practice and
the theories that direct to realize how the organization can improve their recruitment and
selection process. Since PSC is regarded as one of the most credible modes of
recruitment. The objective of PSC is to ensure the recruitment of qualified employees to
the government offices. So, it has a wide area of the study.
1.2
The objective of PSC is to recruit Competent and energetic people effectively. The
research questions which served as a guide to the study are:
What are the recruitment and selection practices of PSC?
What is the effectiveness of the recruitment and selection practices of PSC?
How do recruitment and selection practices affect the performance and
development of PSC?
What are the challenges associated with the recruitment and selection practices of
PSC?
What are the ways to help improve human resource planning and development?
What are the various steps involved in recruitment and selection process of PSC?
How many people are regained during the period of establishment?
Is there proper utilization and mobilization of the human resources in
organizations?
How to regulate the employees skills (managerial & mechanical) in PSC?
What is the situation of HR supply in PSC?
It helps to study the perceived effectiveness and efficiency of the recruitment and
selection policy implemented in PSC.
It facilitates base for future research on the recruitment and selection practices.
Chapter Plan
The field study is presented into three major divisions also known as chapters to make the
presentation of study more clear. First chapter contains introduction parts of the study. It
includes introduction of the study, constitutional provisions, meaning of recruitment,
purpose of recruitment, process of recruitment, sources of recruitment, internal
recruitment, external recruitment, advantages and disadvantages of internal and external
recruitment, methods of recruitment, third party sourcing, meaning of selection, process
of selection, problems in selection process, concept of placement and socialization,
process of socialization, purpose of socialization, issues to be answered, objectives of the
26
study, methodology of the study, limitation of the study. Similarly, second chapter
contains presentation and analysis of data, recruitment process of the organization,
organization structure of recruitment committee, human resource management system,
total working manpower of the organization, major findings. And lastly third chapter
contains summary, conclusion, and recommendations.
1.6.2 Methodology of the study
Various methodologies were used in the process of this field study. Primary and
secondary sources of data were used in the research. Questionnaires were used in the
collection of the primary data. Secondary data was sourced through the use of books,
articles, journals, and handouts on human resource development. Electronic search
engines such as the internet and Encarta encyclopedia were also used. For this field report
the various methods are used such as questionnaire method, survey, direct interview with
the responsible personnel related to this report. A recommendation letter was provided by
the PSC. A meeting was arranged with the recruitment nanager of PSC and other staff
member. The teacher of the campus as well as the staffs of PSC gave various suggestions
and consultations. The annual report of PSC also facilitated various important
information which was used according to the need of the study.
1.6.3
Research design
A research design is the specification of methods and procedures for acquiring the
information needed to structure or to solve a problem. It is the overall operation pattern
and framework of the project that stipulates what information is to be collected from
which source, and what procedures. The research design is a framework or a general plan
for the study guiding the collection and analysis of data. It is the strategy of obtaining
information for the purpose of conducting a study and making generalizations about the
problem. It is a blueprint specifying the method to be adopted for gathering and analyzing
data. The main objective of the study is to analyze the way how they selected and do
recruit to the necessary manpower of the institution and proved suggestions on the basis
of order to fulfill objectives. A research design is the arrangement of condition for
collection and analysis of data in a manner that aims to combine relevance to research
purpose with economy in procedure.
27
Definitions
Kerlinger (1986): Research design is the plan, structure, and strategy of investigation
conceived so as to obtain answers to research question. The plan is the overall scheme or
program of the research. It includes an outline of what the investigator will do from
writing the hypotheses and their operational implications to the final analysis of data.
Burns and Grove (2003:195) define a research design as a blueprint for conducting a
study with maximum control over factors that may interfere with the validity of the
findings.
Parahoo (1997:142) describes a research design as a plan that describes how, when and
where data are to be collected and analyzed.
Polit et al (2001:167) define a research design as the researchers overall for
answering the research question or testing the research hypothesis.
1.6.4
Sources of Data
The data for the survey are collected from two sources. Such sources are primary &
secondary source of data.
Primary source
Using personal interview technique primary data were obtained through various
questionnaires. A formal meeting was conducted with Mr. Ramesh Sharma (joint
secretory) and Mr. Tika Dutta Niraula (member) in order to get first-hand information. A
simple question answer session was also conducted with other employees.
Secondary Source
The data were collected from various booklets, pamphlets, magazines, websites, reports
submitted by the seniors, annual report of public service commission and other published
journals etc. Different presentation regarding PSC and interim constitution (2007) also
facilitated necessary information required for the completion of this field report.
1.6.5
As argued by Saunders et al., (2009), data collected can only be useful if it has been
analyzed and interpreted. Before the analysis, codification, classification and the tallying
of facts was done. That is, the results of the study were presented according to the various
research questions that the study focused on. The objectives serve as salient headings in
28
the process Different data collected through primary as well as secondary sources are
analyzed using various tools and techniques. Statistical tools such as charts, tables,
diagrams, graphs are very useful tool to analyze the available data and to predict about
the trend and the hidden fact in the relation. So, different related tools from the
statistically tool are utilized in terms of research objectives in employee recruitment and
selection procedure.
1.7 Limitation of the study
Though the study is made in a much systemized way, some issues were hindrance to the
field study. Some of the limitations are given as follows:
The time to complete this report was very limited.
Data collected cannot be asserted to be free from errors because of bias on behalf
of the respondents.
The accuracy of the study is based on the information given by the respondents.
This report is prepared only for fulfillment of requirement of bachelor of Business
Administration (BBA) program.
CHAPTER-II
DATA PRESENTATION AND ANALYSIS
Data presentation and analysis is the second most important part of the field report. In
this part various information are collected and presented in form of tables, charts, graphs,
bar diagrams. The sources of data were primary as well as secondary sources. Primary
sources were questionnaire, interview whereas secondary sources were annual reports,
journals, reports of seniors, websites etc. Only presentation of data might become
difficult for others to understand so analyzed interpretations are presented in this chapter.
2.1 Selection Process
29
The details of work processes and methods in order to be adopted by the PSC to perform
the mandated institutional functions, such as-design of curriculums and selection tests,
conduction of tests, delivery of advisory services, and hearing of complaints have been
provisioned in the Public Service Commission Act, 2010 and Public Service Commission
Procedure Rules, 2010. The major activities of PSC include- collection of statements of
vacant positions from the concerned government organizations on yearly basis,
determination of ratio of positions to be fulfilled through competitions of different types,
advertisement and notification of vacancies, design and conduction of selection tests,
delivery of advisory services and hearing
of complaints against the decision of the
Vacancy
Demands
promotion committees. For all the civil
service positions to be fulfilled through open
(Ministries/Depar
tment offices)
Percentage
AnnualThe process of candidate selection is also
(nontechnical) positions.
shown in Figure-1
nt/Notice
Calendar
Exper
t
allotment
Figure-2.1
Question Candidate Selection Process
Application
Construction
Question Paper
Preparation/Mod
eration
Exper
t
Publication
Exper
t
Conduction of
Written
Examination
Second
Coding
Double
Coding
Evaluation
of Answer
Copies
Exper
t
First Coding
Written
Examination
Result
Publication
Interview
30
Recommendation
Exper
t
Decodin
g
Interview
Board
collecting
the
number
of
vacant
positions
belonging
to
various
The interested eligible candidate can register duly filled application form (in the
prescribed format) for the vacant position advertised through the commissions notice
within the time-frame at any of the offices mentioned in the advertisement/notice. Along
with the application form the candidate has to submit the photocopies of all the required
documents and the examination fee for each post.
Construction of question papers:
The commission nominates different experts from the roster updated every year by the
Commission for preparing questions for written and practical tests. Throughout the
process of nominating experts and the activity of constructing raw as well as final
question sets secrecy is maintained strictly.
Conduction of written tests:
The written tests are conducted very carefully focusing in the credibility of the
Commission as well as the seriousness of the competitive examinations. The Commission
has formulated and enforced the Directives for the conduction of its examinations in
order to maintain fairness in each and every activity related to written tests. All the
arrangements related to written test must be based on the directives. Before handing over
the answer copies to experts for evaluation the symbol number of the candidate is coded
two times by two different officials secretly so that the evaluation can be obviously and
strongly fair.
The number of papers for the written test ranges between 1 and 3 carrying 100 to 300
marks. For all technical gazetted positions, two papers each of 100 marks are
provisioned. In case of gazetted class one and two positions, one paper is on general
subjects related to administration, development and respective service and another one on
technical subject related to respective service/group, while both papers are on respective
technical subjects in case of gazetted class three positions.
Likewise, all those applying for the administrative positions belonging to gazetted class
one and two are required to go through written tests on two-papers each carrying 100
marks, one on subjects related to administration, management and development and
another on the disciplines related to respective service or group. However written
examinations for class three officers (Administrative Service, Foreign Service, Judicial
32
Preparing the mark-sheets of all forms of tests of each candidate of the particular
advertisement/notice, the merit list is prepared. From the merit list, in the merit order, the
candidate(s) in required number is/are recommended for appointment. Besides, the merit
list for appointment, the merit list of alternative candidates and a list for temporary
appointment is prepared and published in case of the advertisement for the positions in
non-gazetted (class two and one) and gazetted class three through open competition.
However, it is notable that there is not the provision of preparing the list for temporary
appointment in case of the advertisement related to inclusive recruitment.
Table-2.1
General performance of the commission (2007/08 to 2011/12 FYs)
S.N
.
1
2
3
4
5
6
7
8
Activities
Vacant positions dealt
with
Advertisements/notice
s published
Number of applicants
Number of question
sets designed
Number of question
sets moderated
Number of
advertisements for
which written
examinations
conducted
Number of answer
copies examined
Number of candidates
selected
FY2011/1
2
3592
FY2010/1
1
3665
FY2009/1
0
4525
FY2008/0
9
1864
FY2007/0
8
3156
1120
1224
1408
783
912
271577
1409
251651
840
300463
1004
86168
641
175122
1286
1016
966
1216
772
1211
911
951
1122
132
216
574865
428494
235512
303610
84292
2818
3836
2387
2635
32
from 3156 in FY 2007/8 to 3592 in FY 2011/12. Likewise, the number of notices and
advertisements has increased from 912 in FY 2007/08 to 1120 in FY 2011/12. Similarly,
during these five fiscal years, the number of applicants has increased from 1,75,122 in FY
2007/08 to 2,71,577 in FY 2011/12 causing increase in the number of selection tests from
216 to 911 in these years respectively.
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numbers of candidates selected in FY2008/09, FY2009/10 & 2011/12 are 2635, 2387 &
2818 respectively.
2.2 Major Findings
Commencing the above study the researcher drew out the common facts and judgments
i.e. findings regarding PSC. These facts and findings also create difficulties for the
researcher but it is also the responsibility of the researcher. So, the major findings that the
researcher has drawn out are specified as follows:
The organization uses an organized system for selection procedure of employees
which starts with curriculum design proceeds to collection of vacancies and then
determination of the methods for selecting candidates to fill vacancies takes place
and then different advertising notices are published then the application forms get
registered then different question papers are constructed onwards written tests
conducted then the results are declared afterwards practical tests are conducted
then interview session is conducted which results in final selection of the
concerning organization.
In the same way the advertising notices are published in Gorkhapatra, weekly
i.e.574865.
The final selection of the candidate is decided by the performance of the
candidate in written examination, other tests and interview.
39
FY2011/12.
There are two sources of recruitment of the organization. They are internal and
external sources.
In the internal sources the organization uses employee referrals, human resource
inventory system, and promotion. In the same way external sources include walk-
Chapter-III
Summary, Conclusion Recommendation
3.1 Summary
The purpose of this study was to find out the trend of recruitment and selection process.
This report is prepared for the partial fulfillment of requirement of degree of the bachelor
of business Administration as per the prescribed format of the P.U.
In this report chapter-I includes introduction of the study, introduction of public service
commission, recruitment and selection process, importance of recruitment, various
methods of recruitment, third-party sourcing, meaning of selection, essential elements for
selection process, process of selection, problems in effective selection, area of the study,
objective of the study, limitations of the study. Objective of the study is to know the
prospects of the recruitment and selection procedure and to know functioning of
recruitment and selection process etc. Likewise, chapter-II includes different data related
to recruitment and selection procedure such as number of vacant positions,
advertisements/notices published, number of applicants, number of question sets
designed, number of question sets moderated, number of advertisements for which the
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written examination conducted, number of answer copies examined and finally number of
candidates selected. All the data presented are true and fair enough. PSC has been
recruiting efficient and skilled manpower to increase the productivity.
3.2 Conclusion
Public Service Commission (PSC), is the main constitutional body involved in selecting
meritorious candidates required by Government of Nepal for Civil Service Vacancy. PSC
is regarded as one of the most credible modes of recruitment. The Constitution of Nepal
2007(2063 BS) has regarded the commission as an independent constitutional body.
There are various supporting issues of national-building process as well as strengthening
democratic political system. Among such less attention-paying issues are the
representation of socially marginalized groups- Dalit, Mahila, Madhise, Janjati and
Apangain Civil Service of Nepal. Thus, the paper has been developed with an objective
to expose the need of the revision and prepare new curriculum acceptable even to the
disadvantaged groups. Some major conclusions on the perspective of researcher are given
as follows:
The recruitment process of the PSC has been improved with the interval of time.
The advertisement publication medium has also been diversified.
The candidate selection process has become systematic and organized.
The no. of candidates to be selected is increasing with the interval of time.
More competitive staffs are being selected due to effective selection process.
It has provided an opportunity for the disadvantaged & socially marginalized
group to show their tallency and hard work.
3.3 Recommendations
After the deep analysis and surveillance of public service commission, the researcher
found the performance of the public service commission quite sensible in the area of
recruitment and selection process. However, for more improvement and to make the
recruitment and selection process more effective following things are recommended from
the point of view of the researcher:
Nepotism/Favoritism should be avoided in the process of recruitment and
selection.
It should select some more media to publish advertisements so that more
candidates get informed about the vacancy.
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& knowledge.
It should not ignore the socialization process as the socialization process helps to
of hiring.
42