INTRODUCTION Basically, organizational culture is the personality of the organization.

Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors. Members of an organization soon come to sense the particular culture of an organization. Culture is one of those terms that are difficult to express distinctly, but everyone knows it when they sense it. For example, the culture of a large, for-profit corporation is quite different than that of a hospital which is quite different than that of a university. You can tell the culture of an organization by looking at the arrangement of furniture, what they brag about, what members wear, etc. -- similar to what you can use to get a feeling about someone's personality. It is a system of shared, known and well-communicated values, which produce an identity and characteristics. This way of life makes it unique when compared to other organizations. They may have similar qualities but each organization will have its own particular shape and preference in the way it behaves. The concept of culture is particularly important when attempting to manage organization-wide change. Practitioners are coming to realize that, despite the best-laid plans, organizational change must include not only changing structures and processes, but also changing the corporate culture as well. An organizational culture is dependent on the leader/founder of the business. This individual will exert personal influence; provide direction and shape the organizational strategy and value base. There are a number of key processes to create and build a positive organizational culture:

Recruitment selecting the right person who is able to contribute to the organizational aims and objectives Induction The introduction of the norms, values and beliefs for all new employees Communication using multiple forms of media (written, verbal, body language) a good manager will impart meaning and substance to maintain the ongoing understanding and implementation of corporate values.

Every business has a culture good or bad but the key is in ensuring that it contributes, impacts and positively critical to performance and productivity.

RECRUITMENT AND SELECTION The Recruitment and Selection Process is one of the basic HR Processes. Recruitment and Selection is very sensitive as many managers have a need to hire a new employee and this process is always under a strict monitoring from their side. The Recruitment and Selection Process must be simple and must be robust enough to operate excellently in the moment of the insufficient number of candidates on the job market and the process must be also able to process a large number of candidates within given time limit. There are different methods of recruitment in different organizations, which are given below. 1. 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 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 a. Transfers b. Promotions (through Internal Job Postings) and c. Re-employment of ex-employees - Re-employment of ex-employees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies

in the concern. There are situations when ex-employees provide unsolicited applications also. 2. External Recruitment External sources of recruitment have to be solicited from outside the organization. External sources are external to a concern. But it involves lot of time and money .The external sources of recruitment include Employment at factory gate, advertisements, employment exchanges, employment agencies, educational institutes, labor contractors, recommendations etc. a. Employment at Factory Level This a source of external recruitment in which the applications for vacancies are presented on bulletin boards outside the Factory or at the Gate. This kind of recruitment is applicable generally where factory workers are to be appointed. There are people who keep on soliciting jobs from one place to another. These applicants are called as unsolicited applicants. These types of workers apply on their own for their job. For this kind of recruitment workers have a tendency to shift from one factory to another and therefore they are called as badli workers. b. Advertisement It is an external source which has got an important place in recruitment procedure. The biggest advantage of advertisement is that it covers a wide area of market and scattered applicants can get information from advertisements. Medium used is Newspapers and Television. c. Employment Exchanges There are certain Employment exchanges which are run by government. Most of the government undertakings and concerns employ people through such exchanges. Now-a-days recruitment in government agencies has become compulsory through employment exchange. d. Employment Agencies There are certain professional organizations which look towards recruitment and employment of people, i.e. these private agencies run by private individuals supply required manpower to needy concerns. e. Educational Institutions There are certain professional Institutions which serve as an external source for recruiting fresh graduates from these institutes. This kind of recruitment done through such educational institutions is called as

Campus Recruitment. They have special recruitment cells which help in providing jobs to fresh candidates. f. Recommendations There are certain people who have experience in a particular area. They enjoy goodwill and a stand in the company. There are certain vacancies which are filled by recommendations of such people. The biggest drawback of this source is that the company has to rely totally on such people which can later on prove to be inefficient. g. Labor Contractors These are the specialist people who supply manpower to the Factory or Manufacturing plants. Through these contractors, workers are appointed on contract basis, i.e. for a particular time period. Under conditions when these contractors leave the organization, such people who are appointed have to also leave the concern. EMPLOYEE SELECTION CRITERIA Legal Liabilities Pre-employment testing carriers with it legal liabilities of two types. One is a lawsuit from rejected applicants who claim a test was not job related or that is unfairly discriminated against a protected group violating federal employment laws. Organizations must ensure that their selection test do not discriminate against members of protected classes. The second potential legal problem relates to negligence-in-hiring lawsuits filed by victims of employee misbehavior or incompetence. Test Anxiety Test anxiety can also be a problem. Applicants often become quiet anxious when confronting yet another hurdle that might eliminate them from consideration. The test administrators reassuring manner and a well-organized testing operation should serve to reduce this threat. Actually, although a great deal of anxiety is detrimental to test performance, a slight degree is helpful. The problem of hiring unqualified or less qualified candidates and rejecting qualified candidates, along with other potential legal problems, will continue regardless of the procedures followed.

Well-developed tests administered by competent professionals help organizations minimize such consequences. Nevertheless, selection tests rarely, if ever, are perfect predictors. For this reason, the selection process should not rely on tests alone but rather use them in conjunction with other tools. Characteristics of properly designed selection tests Properly designed selection tests are standardized, objective, based on sound norms, reliable and of utmost importance, valid. STANDARIZATION Standardization is the uniformity of the procedures and conditions related to administering tests. In order to compare the performance of several applicants on the same test, it is necessary for all to take the test under conditions that are as close to identical as possible. OBJECTIVITY Objectivity in testing occurs when everyone scoring a test obtains the same results. Multiplechoice and true-false tests are objectives. The person taking the test either chooses the correct answer or does not. NORMS A norm is a frame of reference for comparing an applicants performance with that of others. Specially, a norm reflects the distribution of many scores obtained by people similar to the applicant being tested. A score by itself is significant. It becomes meaningful only when compared with other applicants scores. When a sufficient number of employees are performing the same or similar work, employers can standardized their own tests. Typically, this is not the case, and a national norm for a particular test is used. A prospective employee takes the test, the score obtained is compared to the norm, and the significance of the test score is then determined.

RELIABILITY Reliability is the extent to which a selection test provides consistent results. Reliability data reveal the degree of confidence placed in a test. If a test has low reliability, its validity as a predictor will also be low. However, the existence of reliability alone does not guarantee the tests validity. VALIDITY The basic requirement for a selection test is that it be valid. Validity is the extent to which a test measures what it claims to measure. If a test cannot indicate ability to perform the job, it has no value as a predictor. And, if used, it will result in poor hiring decisions and a potential legal liability for the employer. These are the types of validity. Criterion-related validity, concurrent validity, predictive validity, content validity and construct validity. TYPES OF EMPLOYMENT TESTS Cognitive Aptitude Tests These are test that determine general reasoning ability, memory, vocabulary, verbal fluency and numerical ability. They may be helpful in identifying job candidates who have extensive knowledge bases. As the contents of jobs become broader and more fluid, employees must be able to adapt quickly to job changes and rapid technological advances. Psychomotor Abilities Tests These tests measure strength, coordination and dexterity. Miniaturization is assembly operations have accelerated the development of tests to determine these abilities. Much of this work is so delicate that magnifying lenses are necessary, and the psychomotor abilities required to perform the tasks are critical. Standardized tests are not available to cover all these abilities, but those involved in many routine production jobs and some office jobs are measureable.

Job-Knowledge Test Job-knowledge test measure a candidates knowledge of the duties of the job for which he or she is applying. Such tests are commercially available but individual firms may also design them especially for any job, based on data derived from job analysis. Work-Sample Tests Work-sample tests, or simulations, are tests that require an applicant to perform a task or set of tasks representative of the job. Data-entry tests are an excellent way to evaluate a candidate applying for a clerical position. For positions that require heavy use of spreadsheets, having the applicant sit at a computer and construct a sample spreadsheet, with data the firm provides, will be useful in assessing a required ability. Such tests by their nature are job related. Not surprisingly, the evidence concerning this type of test is that it produces a high predictive validity, reduces adverse impact, and is more acceptable to applicants. Personality Tests Personality tests are self-reported measures of traits, temperaments, or dispositions. Personality tests, unlike ability tests, are not time constrained and do not measure specific problem-solving skills. These questionnaires tap into softer areas, such as leadership, teamwork, personal assertiveness. Personality assessment shed light on each persons needs, attitudes, motivations, and behavioral tendencies. Consensus in building in the research community that five factors shape our overall personalities and testing firms are trying to use these measures fit for a job. These dimensions include: The relative need for stability Whether we are solitary or social Whether we strive more for innovation or efficiency The degree to which we stick to our positions or accept others ideas Whether we are more linear or flexible in our approach to goals

Personality tests consist of questions that gauge a persons natural comfort level within these categories. CONCLUSION Organizational culture consists of an organizations shared values, symbols, behaviors, and assumptions. It allows its members to frame events in a similar fashion and provides the stability an organization needs to survive in an ever changing world. No one perfect culture exists. In order for one of the four cultures (Power, Role, Achievement, or Support) to be the right culture for an organization, it must be functional and allow the organization to meet its mission and goals. It is very important that an organization periodically reviews its culture to make sure it still allows the organization to succeed in its competitive environment. One can never truly understand an organization until one understands the culture of that organization. The explosion of the World Wide Web and the subsequent information revolution has created a competitive market for libraries. With the right organizational culture a library can meet the need of its patrons and retain its rightful place as the worlds leading information source.