BLAKE HALL COLLEGE LONDON, UK.

MASTER OF BUSINESS ADMINISTRATION

DISSERTATION
Perception of existing and prospective employees towards the recruitment and selection process of Unilever Bangladesh Limited.

PREPARED BY

DISSERTATION SUPERVISORS DATE OF SUBMISSION

DECLARATION & STATEMENTS PAGE

This dissertation is a product of my own work and is the result of nothing done in collaboration.

Abstract Success of an organization largely depends on the efficiency of its workforce. And efficient employees can be selected through a strong recruitment and selection process. In this globalized world, corporations also need to value the perception of prospective employees towards different recruitment and selection strategy. If the recruitment process cant attract the prospective employees, organizations wont be able to recruit skilled employees. The aim of this research is to check the perception of employees towards recruitment and selection process of Unilever Bangladesh Limited.

The author has collected the information by using both primary and secondary sources of information. Primary information has been collected through a survey on 40 respondents. After analyzing the primary and secondary data, the author found that there are several differences in the perception of existing employees and prospective employees towards the recruitment and selection process of Unilever Bangladesh Limited. Two main areas of improvements are online recruitment system and uses of employee references.

Table of Contents CHAPTER ONE: Introduction 1.1. Background of recruitment and selection in Bangladesh 1.2. Background of recruitment and selection problems 1.3. Aim and objectives of the research 1.4. Justification of the chosen topic and company 1.5. Unilever Bangladesh: Background 1.6. Research chapters 1.7. Conclusion 8-14 8-9 10 11 12 12-13 13-14 14

CHAPTER TWO: Literature Review 2.1. Effects of selection procedures on applicants 2.2. Ways of attracting applicants towards organization

15-24 15 15-16

2.3. Reaction of employees towards different selection procedures 16-20 2.4. Comparisons of selection procedures 2.5. Selection ratio 2.6. Cultural differences 2.7. Ethical and legal implications 2.8. Effects on validity and utility 2.9. Models of applicants' reactions to selection systems 2.10. Organisational justice and selection processes 2.11. Potential mistakes in interpersonal perception 2.12. Conclusion 20 20 21 21 21-22 22-23 23 24 24

Chapter three: Methodology 3.1. Different types of methodological philosophy 3.2. Research approach 3.3. Types of researches based on data 3.4. Data collection techniques 3.5. Validity, reliability and generalisability 3.6. Conclusion

25-30 25-26 26-27 27 27-29 29-30 30

CHAPTER FOUR: Findings Part one: Analysis of the responses of existing employees Part two: Analysis of the responses of prospective employees

31-52 31-43 44-52

CHAPTER FIVE: Conclusion 5.1. Summary of the research 5.2. Recommendations 5.3. Limitations of the research 5.4. Recommendations for further researches

53-61 53-56 56-59 59-60 61

References

62-66

Appendixes

67-72

List of table Analysis of the responses of existing employees Table 4.1. Sources of job information Table 4.2: Influencing factor Table 4.3. Perception on selection ratio Table 4.4. Fairness on using curriculum vita Table 4.5. Similarities between job description and actual job Table 4.6. Similarities between job benefits Table 4.7 Online information Table 4.8. Uses of e-recruitment Table 4.9 Effects of recruitment process on job decision Table 4.10. Priority on job related test Table 4.11. Effect of employee reference Table 4.12. References to friends and family members Table 4.13. Satisfaction level on recruitment process 41 42 43 32 33 34 35 36 37 38 38 39 40

Analysis of the responses of prospective employees Table 4.14. Sources of job information Table 4.15. Influencing factor Table 4.16. Perception on selection ratio Table 4.17. Perception on curriculum vita Table 4.18. Evaluation of Unilevers website Table 4.19. Perception on employee reference Table 4.20. Perception on job related test Table 4.21. Perception on overall recruitment and selection process 50 51 47 48 49 45 46 46

List of graph Graph 2.1. Research Process Onion Analysis of the responses of existing employees Graph 4.1: Gender of respondents Graph 4.2: Age group of respondents Graph 4.3. Sources of job information Graph 4.4.: Influencing factor Graph 4.5: Perception on selection ratio Graph 4.6: Fairness on using curriculum vita Graph 4.7 Similarities between job description and actual job Graph 4.8: Similarities between job benefits Graph 4.9 Online information Graph 4.10 Uses of e-recruitment Graph 4.11 Effects of recruitment process on job decision Graph 4.12. Priority on job related test Graph 4.13 Effect of employee reference Graph 4.14. References to friends and family members Graph 4.15 Satisfaction level on recruitment process Analysis of the responses of prospective employees Graph 4.16 Gender of respondents Graph 4.18 Age group of respondents Graph 4.19 Sources of job information Graph 4.20 Influencing factor Graph 4.21 Perception on selection ratio Graph 4.22 Perception on curriculum vita Graph 4.23: Evaluation of Unilevers website Graph 4.24 Perception on employee reference Graph 4.25 Perception on job related test Graph 4.26 Perception on overall recruitment and selection process 50 51 48 49 49 44 44 45 46 47 41 42 43 40 41 31 32 33 34 35 36 36 37 38 39 25

CHAPTER ONE: Introduction In this chapter the author is going to provide a brief idea about the aim and objectives of the research, reasons behind selecting the topic. Apart from that, the author would also provide a general idea about the importance of human resource management in an organization (especially about role of recruitment and selection). Finally, the author would also mention about the key points discussed in the various chapters of this research.

1.1. Background of recruitment and selection in Bangladesh Recruitment and selection is being considered as the first major activities of the human resource departments of any organization. Importance of a strong workforce in this competitive business world is beyond question. Even in this age of microchips and globalizations, workforce is being considered as the most important part of an organization. Organizations success is mainly dependent on the efficient workforce, and an efficient recruitment and selection strategy can only ensure strong workforce for the organization. Organizations need different types of employees like full time, part time, temporary, permanent, casual etc. Besides, different jobs require people with different types of skills and abilities.

French & Rumbles (2011) classified recruitment as a tool of influencing a group of potential, capable or skilled people to apply for the job vacancy at organization. During recruitment process, organizations need to inform about job responsibilities and person specification to the potential employees. French & Rumbles (2011) classified selection as a process of selecting employees or employee from a group of candidates by using specific instruments and methods. While selecting an employee, managers and others need to analyze the persons skills and abilities with the job requirement. French & Rumbles (2011) also argued that recruitment and selection can be treated separately even though they are closely connected.

Uses of Human Resource Management in the organizations of developing countries like Bangladesh, Pakistan started only a few decades ago. If we look back (10 years before) at the recruitment and selection strategy of the organizations at Bangladesh, we would observe that organizations mainly depended on newspaper advertising and personal references for employee recruitment and selection. Though recruitment procedures in public and private sector are significantly different, but both of those sectors were criticised for the involvement of nepotism in recruitment and selection strategy.

With the business expansion of multinational companies such as HSBC, Standard Chartered, Unilever Group, CAT, Siemens, etc. HRM become an important issue in the socio economic arena of Bangladesh. Though newspaper advertisement is still the main ways of informing potential employees about the job vacancy, most of the organizations have developed their own model or strategy for their recruitment and selection process. As observed by Zafour (2011), most of the organizations at Bangladesh follow the following steps while recruiting and selecting employees for organization:

Common recruitment and selection process in Bangladesh Source: Zafour (2011)

1.2. Background of recruitment and selection problems Though HRM practices in Bangladesh is growing rapidly, but still now its not in satisfactory level and its not also free from several recruitment and selection biasness. Even in terms of recruitment and selection strategy of multinational organizations, recruitment and selection strategy in developing countries are not as much as efficient as the recruitment and selection of develop countries. By analyzing several articles on recruitment and selection in Bangladesh the author summarizes the following problems: Inefficient workforce planning which lead companies to hire wrong employees for wrong department. Lack of long term plan in recruitment and selection process and most of the time there is rush in recruitment and selection process. Nepotism and bravery becomes a very common issue related to employee selection. Though the issue is more related with public sector, private sectors are not completely free from those issues. Poor combination between job description and person specification. Moreover, sometimes there are huge differences between job description and the actual jobs. Researchers have observed halo and horn affect in the recruitment and selection process of organizations in Bangladesh. Perceptual error such as stereotyping is also very common in the recruitment and selection process of organizations in Bangladesh. Lack of HR professional is a major problem in developing countries like Bangladesh. Though there are several HR development organizations and training centre opened in last few years, still now the number of HR professional is not sufficient enough to meet the national demand. Online recruitment system is not still in a good position in Bangladesh. Most of the times organizations dont provide any information about job vacancy on their website, but they recruit people through newspaper advertisement and other ways. Communication between management and job candidates is very poor in Bangladesh. For example, in UK most of the organizations inform almost all employees (who applies for a job) about the progress or outcome of their application. But in Bangladesh, almost all employees (apart from the successful candidates) dont receive any information about their application process. After a certain period of time they need to assume that their application has not been successful.

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1.3. Aim and objectives of the research The aim of this research is to critically evaluate and access the perception of existing and prospective employees towards the recruitment and selection process of Unilever Bangladesh Limited. In order to proceed with the research, the author breaks down the research topic into following three questions:
a) Whether the current recruitment and selection processes of Unilever

Bangladesh Limited is efficient enough to meet the human resources need of the organization? b) Whether the existing employees and prospective employees are satisfied on the recruitment and selection process of Unilever Bangladesh Limited or do they think that the recruitment and selection process of Unilever Bangladesh is not free from biasness? c) What are the problems with the existing recruitment and selection process of Unilever Bangladesh Limited and how can the organizations solve those problems? The author established the following objectives while proceeding with the research: a) At the very beginning the author has done an extensive literature reviews on recruitment and selection process of organization. The author has gone through several case studies related to recruitment and selection of different organizations and sorted out various problems faced by the organization. The author also emphasize on employees point of view or perception towards different recruitment and selection process. b) The author has critically analyzed the existing recruitment and selection procedures of Unilever Bangladesh Limited. Here, the author sorted out different recruitment and selection techniques followed by the Unilever Bangladesh Limited and analyzed the benefits and problems related to each of the methods. Besides, the author also observed the reaction or perception of existing and potential employees towards the recruitment and selection process of Unilever Bangladesh Limited. c) The author analyzed co-relations between the strategic goals of the organizations behind recruiting and selecting employees and the outcome from the recruitment and selection process. d) The author has compare and contrast the efficiency of the recruitment and selection strategy of Unilever Bangladesh Limited against the recruitment and selection methods of other well recognized multinational and local organizations such as Siemens, British American Tobacco etc. Main goal of

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this compare and contrast was to find out the competitive advantages of Unilever Bangladesh Limited and to sort out the areas of improvement. e) By analyzing the existing situations of recruitment and selection at Unilever Bangladesh Limited and perception of employees, the author pointed out several recommendations. The author has followed the suggestions of different scholars and HR professionals while pointing out those recommendations.

1.4. Justification of the chosen topic and company Main reason behind selecting a human resource related issue for this research is that the authors future career plan in the field of Human Resource Management. From the professional job experiences in UK and home country (Bangladesh), the author himself has gone through the recruitment and selection process of different organizations. Moreover, as the author is planning to start his career in Bangladesh after the completion of Masters in Business Administration, he regularly goes through online recruitment and selection process of various organizations of Bangladesh. The author personally feels huge differences between the standard of recruitment and selection of UK and Bangladesh. This factor influences him to do a deep analysis on the recruitment and selection process of a multinational company in Bangladesh. Besides, the author has also been influenced by the concept of total quality management. Recruitment and selection strategy of an organization can be classified as efficient if both the organization and employees are satisfied on it. While selecting an organization for the research purpose, the author considered about several factors such as time limitation, distance, availability of information and easy access of information. After that, the author has gone through the list of well recognized multinational companies in Bangladesh and contacted with them electronically (by email and telephone) to show his interest. Besides, the author has also uses his social networking channel to sort out various companies for which he would be able to manage significant amount of existing and potential employees for the research survey. By analyzing those entire author found that Unilever Bangladesh Limited would be best fit for his research because of the availability of information (through personal network), reputation and size of the organization.

1.5. Unilever Bangladesh: Background Unilever Limited is one of largest multinational business firm in the world. Over the last four decades, Unilever Bangladesh has been constantly bringing new and worldclass products for the Bangladeshi people to remove the daily drudgery of life (Noor, 2010). Unilever's mission is to add vitality to life. They meet everyday needs for nutrition, hygiene, and personal care with brands that help people feel good, look

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good, and get more out of life. Over 90% of the countrys households use one or more of their products. It provides sixteen verities brands and try to mitigate all types of human demand by introducing with new innovative products (Rabbi 2010, cited by Amir 2010). Unilever Operations in Bangladesh provide employment to over 10,000 people directly and through its dedicated suppliers, distributors and service providers. 99.5% of UBL employees are locals and they have equal number of Bangladeshis working abroad in other Unilever companies as expatriates (Rahman, 2010). Ahmed (2010) [cited by Amir, 2010] pointed out some important facts and figures in relation to Unilever Limited and Unilever Bangladesh. Those points are listed below:

Unilever employs 234,000 people in around 100 countries worldwide. Every day, 150 million people choose their brands to feed their families and to clean themselves and their homes. Over half of their sales are generated by their Foods brands, which include Knorr, Flora/Becel, Hellmann's, Lipton, Iglo / BirdsEye / Findus, Rama / BlueBand, SlimFast, Bertolli and the ice cream 'heart' brand. In many parts of the world they lead the home care market with brands such as Omo, Surf, Skip, Cif and Comfort. Their leading personal care brands include Dove, Lux, Sunsilk, Pond's, Axe/Lynx and Rexona. They have 114 manufacturing sites certified to the international environmental management standard, ISO 14001.

1.6. Research chapters Like all other researches, there are five core chapters in this research. This is the first chapter of the research where the author mentioned about aim and objectives of the research which is backed by the justification of selecting the topic.

In the second chapter the author analyzed several scholarly articles in the field of recruitment and selection. The author described about scholarly findings on the perception of employees towards various recruitment and selection methods.

Third chapter of this research is named as methodology where the author mention about different research methodology and justified his chosen methodology.

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Fourth chapter is the core chapter of this research where the author presented the findings from the research.

In the final chapter (i.e. Conclusion and Recommendation) the author has analyzed his findings with the previous findings that have been presented in literate review chapter. Besides, the author mentioned about several recommendations that might help Unilever Bangladesh Limited to improve their recruitment and selection strategy.

Apart from those chapters, the author has also mentioned about data sources in reference section by using Harvard referencing system. All other relevant information has been in the appendices section of this research.

1.7. Conclusion This chapter provided a general overview of the research aim and objectives. To recall, the aim of this research is to critically evaluate the role of recruitment and selection process of Unilever Bangladesh Limited to meet the human resources need of the organization.

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CHAPTER TWO: Literature Review In this chapter the author is going to present several scholarly debates and articles in the field of recruitment and selection methods. Major emphasize has been given on the perception of employees towards different recruitment and selection methods. 2.1. Effects of selection procedures on applicants First contact of an employee with an organization occurred when they apply for a job after being informed about the job. Impression of an employee on the recruitment process of an organization may have long term implication. Margaret (2006) stated that reaction of an employee towards recruitment and selection process can affect the attraction of the applicants towards the organization, internal motivation to join in the organization, intention to suggest others about the organization. Moreover, applicants might try to get a general idea about the validity and utility of the selection procedures. Negative reaction from employees can adversely affect the growth of the organization. Perception of employees towards the recruitment and selection process has been neglected so far by the organization (Stone-Romero & Dianna, 2007). Herriot (1989) is the first scholars who came out the importance of peoples perception towards recruitment and selection process of organization. Herriot (1989) observed recruitment as a social process and first steps of building a relationship between organization and employee.

2.2. Ways of attracting applicants towards organization Hackney & Kleiner (1994) adopted a customer-supplier model in terms of recruitment and selection where they treated employees as customers and organization as supplier of jobs. In general, customers are always influenced by the promotional activities of organizations. If we adapt the customer-supplier model in terms of recruitment and selection, recruitment strategy of organizations can influence employees to apply for job over there. Organizations need to indentify the expected demand (such as benefit, work environment) of potential employees and take initiatives to use ensure those. Otherwise, organization would be left with less quality employees. During the selection process, an employee tries to get as much as information possible about the company. So reputation of the organization can also play a vital role in attracting employees. Recruiting and selection practices may have even broader consequences. Rynes & Barber (1990) have described potential spill over' effects on consumer behaviour and a level of communication with other applicants about the organisation. As labour

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shortages are expected to grow in the future, this will increase the importance of applicant attraction for organisations. When using selection procedures, organisations must reject some applicants; in fact, the whole purpose of a selection procedure is to make hire and reject decisions. Moreover, it is certainly likely that rejected applicants will have less positive attitudes about the selection procedure that served to eliminate them. However, there are reasons why it is important to be interested in employee reactions to selection procedures. Firstly, many organisations recruit from well-defined applicant pools. If the organisation gains a reputation for treating job applicants badly, it will become increasingly difficult for it to recruit from a well-qualified pool of applicants.

For applicants who are selected for employment, the very process of selection provides them with the first information regarding the organisation's treatment of its human resources. Applicants' perceptions of fairness of procedures may affect their overall perception of the fairness and attractiveness of an organisation. This is what Lind (1992) has termed the fairness heuristic. It serves as a realistic preview of the organisation's human resource policy (Wanous, 1980). The selection process, therefore, should have implications for employee's subsequent organisational commitment and, possibly, turnover, as these variables have been consistently related to realistic job previews (Schmitt & Hattrup, 1990). Lastly, it is important to find ways to minimise the negative personnel outcomes that can result from repeated rejection for employment. Applicants should be given adequate feedback that minimises the effect of such rejection and that also aids them in future job search attempts.

2.3. Reaction of employees towards different selection procedures Interviews Perhaps the largest body of research on the perceptions of job applicants to selection procedures has been conducted on the selection interview. Alderfer & McCord (1970) was the first of 13 such studies identified by Rynes (1991) in a review of this literature. They found 13 different perceptions of recruiter behaviour during the interview were related to the expectancy of receiving a job offer and the probability of accepting an offer. Harris & Fink (1987) analysed how recruiter characteristics (such as personableness, competence and informativeness) influenced applicants' perceived job attributes, regard for the organisation and job pursuit intentions. Results from questionnaire responses of 145 students showed that there was a significant

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relationship between recruiter characteristics and applicants' judgements of jobs. Moreover, the impact of the recruiter appeared to extend beyond merely affecting perceived job attributes. That is, there was a significant relationship between recruiter characteristics and intentions of accepting a job, even after controlling for job attributes. A practical implication, then, is that it appeared that recruiter characteristics had both a direct and indirect effect on applicant reactions to employment perceptions at an early stage in the recruitment process. Generally, subsequent field studies reaffirmed the results of Schmitt & Coyle (1976). However, Rynes & Miller (1983) found that only 4% of the variance in participants' willingness to accept a second interview could be attributed to manipulations of recruiter affect and warmth. Similarly, field studies that controlled for perceived job attributes when assessing the impact of interviewer behaviour on job choice intentions found that recruiter effects added little or nothing to predicted variance (Harris & Fink, 1987). Schmitt & Gilliland (1992) conclude that there is mixed evidence that interviewer behaviour has an effect on the intentions of the interviewee. However, at least initial impressions of the organisation and interviewer seem to be affected by the way in which the interview is conducted. The literature is adamant, though, about what effect the interviewer's behaviour might have on the job applicant's behaviour in the interview and in the remainder of the selection process. While researchers have not examined the influence of two way communication on interviewee perceptions of fairness, it seems likely that there will be a relationship between these two factors. Finally, it would be informative to compare interviewee's perceptions of structured and unstructured interviews (Campion, Pursell & Brown, 1988). Computerised testing Few investigations have examined job applicant reactions to computerised testing, with mixed results. Schmidt, Urry & Gugel (1978) reported that the reactions of 163 examinees using computer testing were extremely positive towards it. Examinees especially liked the fact that the testing was fast; it required answers to fewer questions, allowed for immediate feedback and faster notification of their chances of securing a job. Eighty-three per cent of the participants preferred the computer testing to paper-and-pencil tests. Martin & Nagao (1989), however, found that interviewees resented both paper-and-pencil and computerised versions of an interview presumably because the participants expected to be interviewed personally. Apparently, a non-interactive interview violated their sense of appropriate recruiting and hiring procedures. Integrity testing Integrity tests are used to measure overall honesty or trustworthiness of applicants during the selection process, and with such tests both fairness and accuracy may be

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a concern. While overt integrity tests are face valid, the content of the questions may be objectionable to applicants. Personality-based measures lack faces validity and so may also be perceived to be unfair. Given the high false positive rates of many integrity tests (Sackett, Burris & Callahan, 1989), perceived accuracy is likely to be an issue as well. In a review of integrity testing, Sackett et al. (1989) found only one study that examined test taker's reactions to overt integrity tests. The results of this study indicated that after taking an integrity test, most participants felt that the use of the test was appropriate. However, 10% of the participants replied that they would refuse this type of test if they face during recruitment and selection process. Curriculum Vita Submitting curriculum vita is one of oldest ways of employees recruitment tools. It is normally use as first predictor of job role success. While viewing a curriculum vita, organizations assume that past and present behaviour of the employee can be used to predict future behaviour of the employee. Uses of curriculum vita are developing countries like Bangladesh is more compare to develop countries. However, there are several critics on the use of curriculum vita by organizations. Some of the critics are listed below: Information about leisure activities, marital status, family background, and race might have less affect on the job performance of the employees, but that information can be unfairly used in recruitment and selection process (Ahmad & Schroeder, 2002). The obvious limitations of curriculum vita are that there is no face validity. Moreover, there is always chance of misleading information in curriculum vita (Rosalind, 2003).

There has been a very little research on the perception of employees towards submitted curriculum vita in organization. In the year 1997, Stones & Jones conducted a survey on eighty seven employees and observed that most of the employees perceive curriculum vita submission as less fair during recruitment and selection process. The problem is more in developing countries like Bangladesh. Research of Roknuzzaman (2007) showed that a significant number of employees perceive curriculum vita submission as just a formal way of recruitment rather than an important part of recruitment and selection process. Online recruitment Online recruitment is a new ways of recruiting employee which is being used from the year. This process is getting more and more popularity day by day. Research of McCourt-Mooney (2000) found that online recruitment is beneficial for both organization and employees. It helps organizations to inform about their job vacancy

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to a wide range of people across the world in a cost effective way. Moreover, in this globalized world importance of online recruitment process is beyond description. Employees perceive online recruitment process as a faster, easier and cheaper way of job applications. However, online recruitment process can only attract employees with computer and internet browsing knowledge. Sometimes, organization recruit employees through employee reference or some other sources without updating their employee need in online. This might bring dissatisfaction among candidates who use online as a main source of job information. Moreover, if an organization depends only on online recruitment process, employees who dont get ready access to computer might not be able to apply for job. Assessment Centre Little research has been conducted on applicants' perceptions of assessment centres (ACs). In a variety of different organisations, Salgado (1999) reported positive participant reactions to the face validity aspects of the AC and the performance feedback received. He also reported concerns about how the centre data were used in making decisions about individual's careers. He suggested several procedural issues that he felt enhanced the acceptability of ACs. Among these suggestions were provision of information about the centre's operation and goals to participants; provision of information about what to expect in the centre to all participants, to offset of the advantage of those who had some prior information; and an emphasis on developing careers in the feedback which is presented to participants.

2.4. Comparisons of selection procedures Lounsbury, Bobrow & Jensen (1989) developed a scale to measure attitudes toward selection procedure testing. Several scale items dealt with process Issues. For example, 81 % of participants agreed with the statement" people should always be told how well they do on tests they have to take for a job" while only 23% agreed that tests were an invasion of privacy. The authors then compared responses to this scale for four groups of people who had experienced different outcomes whilst taking a test used to make selection decisions. The groups included a rejected group of applicants who had taken the test and did not get the job; a waiting group who had passed the test but had not yet received the job; a hired group who passed the test and were hired; and a control group who had taken the test but who had not yet received feedback as to whether or not they had passed. The rejected group expressed the most negative views of the tests (reflecting a concern for outcomes) which was significantly worse than the views of the control group, with the waiting and hired groups expressing the most positive attitudes. The latter two groups were virtually equal in their attitude toward the tests. The mean differences between the

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rejected and control groups were also significant. Lounsbury et al. accounted for the differences between groups as being attributable to the personal outcomes associated with selection testing.

Fellows (1999) examined choice decisions of forty one job seekers through longitudinal structured interview. Fellow (1999) found the job seekers decision is highly influenced by the recruitment process. For example, job seekers assume competency of recruiter as a symbol of the boarder characteristics of the organization. Rynes et al. stated that any future research could interview applicants earlier in the search process and to track them through additional time periods. Also, a complete record of every organisation contacted could be kept so that applicant impressions and decisions can be more clearly separated from organisational actions and decisions. Further research has compared reactions to two different types of selection procedures. Further research has compared reactions to two different types of selection procedures. Applicants perceived job- or work-sample tests and simulations to be fairer and more job related than paper-and-pencil tests (Schuler, 1993). Schuler also found ability and achievement tests to be perceived more favourably than personality or interest inventories. Huffcut (1990) has suggested that some paper-and-pencil tests may be viewed as more job related than others (e.g., a programming aptitude test versus a general mental ability test for selecting programmers). In conclusion, it has been shown that perceptions of procedural justice will affect applicants' reactions to testing. In actual use of tests, an organisation must reject some applicants; in fact, the purpose of a selection procedure is to make hire and rejection decisions. Moreover, it is certainly likely that rejected applicants will have less positive attitudes about the selection procedure that serve to eliminate them, as mentioned earlier (Lounsbury et al., 1989).

2.5. Selection ratio Selection ratio refers to the ratio of total number of employees applied for a particular job and number of vacancies for that job. Thorsteinson & Ryan (1997) and Gilliand (1994) have done the researches on employees perception towards selection ratio. They came out with the following findings: There is very little effect of selection rations on the perception of fairness in the recruitment and selection process. However, rejected employees perceive lower distributed fairness compare to hired employees (Thorsteinson & Ryan, 1997). Hiring expectation of employees has huge influence on the selection ratios perception of employees. People with high level of hiring
)

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expectation are more concerned about their own skills and past experiences rather than selection ratio. On the other hand, employees with low level of hiring expectations are more aware of the selection ratio.

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2.6. Cultural differences Perception of employees towards influence of cultural differences in recruitment and selection process is very complex. Most of the previous researches on cultural issues mainly focused on black and white issues. Helms (1992) observed that most of the selection procedures are more consisted with the values, beliefs and experiences of white compare to black. From an ethical perspective, organisations should be concerned with the effects of selection procedures on the psychological wellbeing of applicants. For example, the perceived fairness of selection testing may influence the efficacy and self-esteem of rejected applicants (Robertson & Smith, 1989). From a legal perspective, the perceived fairness of the selection procedure may influence applicants' decisions to pursue discrimination cases.

2.7. Ethical and legal implications Rynes & Connerly (1993) viewed recruitment and selection strategy from the viewpoint of ethical and legal implication. Interest has been raised by organisation's increased use of procedures such as drug testing, honesty or integrity testing, personality testing, and even handwriting analysis (Rynes & Connerly, 1993). Rynes & Connerly (1993) also stated that if application perceive selection producers as less valid, or otherwise regarded as intrusive, are more likely to trace the recruitment and selection process as unfair. This might result in complaints about the companys recruitment and selection process and may lead to court challenges. Smither ct aZ. (1993) reported that the content of a selection procedure with low perceived job relatedness was made the object of ridicule during a legal trial (Vulcan Society v. Civil Service Commission, 1973).

2.8. Effects on validity and utility Validity and utility of a recruitment process can be indirectly affected by the reaction of employees. If applicants perceived the recruitment process as unfair or less valid, they would be de-motivated to attend the test or to do well in the test. This would lead to biasness in recruitment process. Although little empirical research bears directly on this question, Schmitt & Ryan (1992) indicated that applicant performance on selection procedures is influenced by motivational components. Highly qualifies applicants might not apply for a job in less attractive organization, as a result there would be significant losses in utility of the organization. Hartigan & Wigdor (1989) noted that in one Employment Service office in the USA, many applicants stopped using the office after it began experimental use of a new written testing procedure

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which they were unfamiliar with. In addition, Nevo (1986) stated that valid test would result in a several positive outcomes such as more job applicants would be attracted, test takers would be more satisfied and public relations with organizations would be improved. Hunter & Hunter (1984) conducted a meta-analysis on 202 studies which analysed future job performance predictors. The result of Hunter & Hunter (1984) presented that employee's ability had the highest mean validity, .53. For selection on the basis of current job performance the work-sample test had a slightly higher mean validity of .54. Hunter & Hunter (1984) concluded that predictors other than employee ability had validities so low that substituting them would result in huge financial losses for organisations. 2.9. Models of applicants' reactions to selection systems Gilliand (1993) proposed about organizational justice theory to observe the perceptions of applicants towards selection procedures. Organization justice theories provide a distinction between the fairness of recruitment process and fairness of the selection process. Communication and interpersonal treatment during recruitment process also get emphasize in organizational justice theory. Researchers have also examined the procedures used to decide how to divide valued outcomes as a determinant of employee perceptions of fairness (Greenberg, 1986). This procedural justice perspective focuses on how decisions affecting employees are made, rather than the actual outcome of those decisions. For instance, perceptions of the fairness of job performance evaluations have been related to the opportunities allowed for individuals to express their feelings about the ratings they have been given for their job role (Landy, Barnes-Farrell & Cleveland, 1980). Procedural justice Personnel selection research has typically adopted a psychometric perspective that emphasises reliability, validity, and sub-group hiring rates. Gilliland (1994) argues that one of the limitations of this research is that it is largely fragmented, with little sharing of methodologies used or results obtained. Although Schmitt & Coyle developed a measure of reactions to selection interviews that was subsequently used by interview researchers (e.g., Liden & Parsons, 1986), researchers studying applicants' perceptions of different forms of selection procedures have often developed new measures which have been unique to each study (e.g., Stone & Herringshaw, 1991). Gilliland argues that another limitation of previous research is that there tends to be little mention or integration of existing psychological theory (e.g., Arvey & Sackett, 1993). One effort to develop a theoretical model of applicants' perceptions to selection procedures was presented by Gilliland (1993). In this model, organisational justice theories provide a framework for discussing applicant perceptions of selection system fairness. Procedural justice reflects the fairness in the recruitment process. On the other hand, distributive justice refers to the fairness of hiring decisions. Justice theory also provides a basis for generating propositions

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regarding the relationship between procedural and distributive justice components, and between justice reactions and individual and organisational outcomes.

Distributive justice Concepts of distributive justice are the most thoroughly developed aspects of organisational justice theories (Greenberg, 1987). The basic tenet which underlies notions of distributive justice is that individuals will respond to unfair distributions of outcomes with negative emotions. These emotions motivate individuals to change their behaviour, or distort their cognition which is associated with perceptions of unfairness (Adams, 1965). Attitudes are also affected by perceived inequity, with dissatisfaction becoming greater as the level of inequity increases. Behaviour change is most commonly found in the form of job holders changing inputs (such as decreasing work productivity). Cognitive distortion can be either in terms of inputs (beliefs of working harder than one actually is) or the referent comparison group with which judgements of unfair distribution are made. Inequity is hypothesised to exist under conditions of both underpayment (which results in anger) and overpayment, which results in guilt.

2.10. Organisational justice and selection processes In terms of selection fairness, equity evaluations are based on both whether or not a job offer was received and the extent to which a job offer was expected. A match between an applicant's expectation and outcome results in equity satisfaction, whereas a mismatch results in equity violation. The equality rule suggests that all individuals should have an equal chance of being hired. Individuals rejected on the basis of gender or ethnicity will react negatively as a result of equality violations. Finally, the needs rule suggests that some hiring decisions should be influenced by special considerations given to disadvantaged individuals (Gilliland, 1994). Gilliland (1993) cited research that supported various components of the justice model, but no research has examined the specific procedural and distributive justice rules. Smither et aI. (1993) collected reactions to selection testing along some dimensions which were similar to Gilliland's (1993) procedural rules, including face and predictive validity, and the likelihood of improving test results. Predictive validity and face validity both corresponded to the Job Relatedness rule, while likelihood of improving test results may be related to Reconsideration Opportunities or Feedback. Smither and colleague's results indicated that the three dimensions were moderately inter-correlated, but all were only weakly correlated with overall procedural justice. Gilliland responded by stating that further research is required in order to define

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better the utility of the procedural and distributive rules and their relationships to overall procedural and distributive justice perceptions. As a result of this he developed the Selection Fairness Survey (SFS) that assessed fairness reactions to selection procedures along the procedural and distributive rule dimensions he suggested (1993). 2.11. Potential mistakes in interpersonal perception Fellows (1999) identified the following potential mistakes that might happen to the recruiter while perceiving about applicants: Selective perception: Selective perception influences a person to perceive something according to his points of view rather than the reality about the object itself. Self-centred bias: Self-centred biasness of recruiter may increase the risk of clone effect in changing business environment. Early information bias: Giving over priority to early events many lead recruiters to recruit a wrong employee or to reject a skilled employee. Stereotyping: Stereotypes can be classified as general ideas about a group of people. Those ideas can be positive or negative. Using of both positive and negative stereotypes might not be beneficial for the organization all the time as each of the individual is different from others. 2.12. Conclusion In this chapter, the author discussed about several literatures on the perception of employees towards different recruitment and selection strategy. While going through the literature of recruitment and selection, the author realize that most of the companies are moving from traditional recruitment system towards online recruitment strategy. However, conventional or traditional ways of recruitment and selection cant be completely as it will limit the number of applicants. Religious perspective is also becoming a issue to consider during recruitment and selection process. Hashim (2010) suggested that human resource management of organization can be managed from Islamic perspective and it would help non-Muslim manager to understand the expected behaviour of Muslim employees at organization. Hashims (2010) research showed that there is high level of co-relation between organizational commitment and Islamic approach in Human Resource Management.

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CHAPTER THREE: Methodology 3.1. Different types of methodological philosophy Research philosophy has been categorized into different sections by different scholars. For examples, Kumar (2008), Laurel (2003), Saunders, Lewis & Thornhill (1997) categorized research philosophy into five broad categories named as pragmatism, phenomenological, positivism, realism and Interpretivism.

Graph 2.1. Research Process Onion Source: Saunders et al (1997) Phenomenological research helps a researcher to know different ideas, perception and attitudes of different people towards a particular fact (Kumar, 2008). As stated by Saunders et al (1997), phenomenological research is largely dependent on qualitative information. Positivism research is known as most scientific research methods and this method and it is free from the social actor or outside influences (Kumar, 2008). Positivism research is largely dependent on quantitative information; however qualitative information can also be used in during positivism research. Under pragmatism research methods, values and perceptions of correspondence are given more priority then the perception of the researchers. In this research, correspondences perception and actual result are considered to determine the actual proposition of a particular fact (Saunders et al, 1997)

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While using realism research philosophy, the researcher act as a realist while collecting information from data source and the information is independent from the individual human thought. But when the researcher analyzes the information he acts as a critical realist and he interpret the data through social condition (Laurel, 2003). Interpretivism research approach helps researchers to understand differences between human as social actors (Saunders at el, 1997). Interpretivism approach emphasizes more on human thoughts and perception rather than rules and regulations. Researcher need to deal with whole population of the data source if they use Interpretivism approach. As stated by Laurel (2003), perception of people towards a single phenomenon can be changed from time to time or place to place. Reasons for selecting phenomenological research methods Before selecting a research philosophy the author has been gone through the suggestions provided by Barnett (1991). According to Barnett (1991), a researchers need to consider the following fact during research philosophy selection:

Time and cost of information collection Relations between the researches need and research strategy. Adaptability and ability of the author with the research philosophy.

As the aim of this research is to critically evaluate the recruitment and selection process of Unilever Bangladesh Limited, the author needed to rely mainly on the perception of existing and prospective applicants of Unilever Bangladesh Limited towards the recruitment and selection system of Unilever Bangladesh Limited. While deciding about research philosophy the author realized that positivistic research approach would be of best for researches related to implications of HR rules and regulation in Bangladesh. Though pragmatism approach would help researchers to get the perception of employees towards recruitment and selection process, it would ignore the perception of the author. As the author himself wanted to be a part of the sample, this method wouldnt bring good value for the research. Realism method would restrict the author to understand human thought. Interpretivism approach seems like a good fit for this research need, but it would be very broad to control within a short research period. On the other hand, Phenomenological research approach would help the author understand perception, emotion, attitudes, and values of people towards the recruitment and selection strategy of Unilever Bangladesh Limited. Thats why the author has selected Phenomenological research philosophy for this research. 3.2. Research approach Research approach can be classified into two broad categories named as inductive approach and deductive approach (Saunders at al, 1997). Kumar (2008) observed

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deductive approach as a top to bottom or waterfall approach as it starts with the broad topic and gradually narrowed it to a specific hypothesis. On the other hand, inductive approach moved from specific observations to broader generalization. Kumar (2008) observed inductive approach bottom up or hill climbing approach. Justification for the choosing deductive research approach The author has followed deductive research approach for this research. At the beginning, the author started with the concept of human resource management. Then he narrowed it to recruitment and selection strategy of Human Resource Management in the perspective of Bangladesh. Finally he narrowed it more to the perception of employees towards the recruitment and selection strategy of Unilever Bangladesh Limited. 3.3. Types of researches based on data Kumar (2008) categories research into two categories based on data type. Those are qualitative research and quantitative research. Qualitative research mainly deals with non-numerical information and is of best use when the researchers need to understand the feelings and emotions of people towards a particular fact. On the other hand, quantitative research methods are more useful for scientific research. Qualitative data can be collected by using both structured and non-structured questionnaire, but quantitative data can be collected by using structured questionnaire or structured observation. Though qualitative research collect qualitative or descriptive data, but it can be quantify by using several programs such as Microsoft Excel. Kumar (2008) suggested about qualitative research if the researchers need to collect information about perception of people towards a particular fact. As the aim of this research is to do critical evaluation of the recruitment and selection strategy of Unilever Bangladesh Limited, the author mainly relied on the perception and attitudes of existing employees towards the recruitment and selection strategy of this company. Thats why the author used qualitative research methods. Moreover, qualitative research is also best fit of phenomenological research philosophy with deductive research approach.

3.4. Data collection techniques Primary data The author has used both primary and secondary data for this research. From the scholarly articles, the authors observed that the most common ways of collective primary data are interview, focus group, direct observation, diary methods, role play and stimulation, observation, questionnaire, etc.

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There are advantages of disadvantages of each of the methods. For example, face to face interview helps researches to get in depth information about a particular fact from the correspondents. It also gives him a chance to observe the non verbal behaviour of the correspondents which might reflect the validity level of the information. However, face to face interview techniques cant be used in terms of long distance. While using focus group, the researcher collects information from a selected group of people or sample regarding a particular fact. The main limitation of focus group technique is that there are chances of biasness in this method. Direct observation techniques require the researches to become a part of the respondents. This technique allows the researches to compare and contrast his perception with others, but these techniques might not be useful in terms of long distance. Observation techniques requires the researchers to observe the behaviour of respondents towards a particular fact, but this techniques might not give good results if the respondents changes their behaviour by knowing that they are being observed. Diary methods, roles play and stimulation techniques are not also efficient techniques if the researchers stay away from the research place. Questionnaire methods influence the respondents to provide as there is not middle man, but the researches cant observe the non-verbal attitude of researchers. Reasons for choosing direct observation and questionnaire techniques The author has chosen direct observation and questionnaire techniques for the data collection. The author didnt select face to face interview, focus group, diary methods, role play and stimulation techniques because of distance between the author and research place. The only ways of communicating with the authors research place is electronic communication methods such as email, telephone, social networking website such as facebook, Skype, messenger etc. by considering all this the author realized that e-mail questionnaire would be the best option for him to communicate with the respondents. Moreover, personal networking of the authors in Bangladesh also influenced him to select e-mail questionnaire methods as he felt that he would be easily able to manage information by using this technique. Apart from the e-mail questionnaire, the author has used direct observations technique. Though direct observation techniques cant be use efficiently if there is distance between the researcher and research field, here the author used this option to directly observe the e-recruitment process of Unilever Bangladesh limited. Sampling techniques For this research the author had conducted a survey on a sample size of forty by using e-mail questionnaire. As stated by Kumar (2008), there are mainly two types of sampling techniques- probability sampling techniques and non-probability sampling techniques. In probability sampling technique every element of population has equal chance to get selected in final sample. On the other hand, in non-probability sampling techniques, the number of respondents cant be assumed before they are

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finally selected. Kumar (2008) suggested using non-probability sampling techniques if the author needed to use his own judgement while selecting the sample. Cooper, Cooper & Schindler (2010) further categorized non-probability sampling techniques into several parts such as quota sampling, judgemental sampling, snowball sampling techniques etc. In quota sampling a fixed number of respondents are selected non-randomly by the researchers. Judgemental sampling is of best use when the researchers have previous ideas about the respondents. Snowball sampling techniques is useful when the researcher need to manage respondents through using his social networking channel. Reasons for the chosen sampling technique As stated above, the author needed to consider about the long distance between him and the research place while selecting research philosophy, approach and data collecting techniques. While selecting non-probability sampling techniques the author first continued with judgemental sampling. But later he realized that the number of respondents was becoming very few and it might not produce a good result for this research. Thats why he started to use snowball sampling technique later and managed more respondents by increasing the social networking channel through the sample managed before by judgemental sampling technique. Sample size for primary data By using the snowball sampling techniques the author has managed 40 data samples, out of them 30 respondents are currently working at Unilever Bangladesh Limited and 10 others either recently applied for job at Unilever Bangladesh Limited. The author has selected the existing employee to know about their perception about the recruitment and selection process of Unilever Bangladesh that they have already passed. On the other hand, the author has selected prospective employees to compare and contract their perception with the perception of existing employees. It also helps the author to compare and contrast the perception of those employees towards the recruitment and selections strategy of different organizations at Bangladesh. Secondary data collection technique Apart from the primary data, the author has got enormous help from the secondary data. Most of the secondary data has been used to develop literature review, to manage data analyses techniques and recommendation part. Secondary information helps author to go in depth of recruitment and selection strategy, potential problems related to recruitment and selection etc. Apart from that, information from secondary sources also helped him to select research methodology. The author managed secondary information from books and journal, website and newspapers.

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3.5. Validity, reliability and generalisability Golafshani (2003) stated that a research is reliable if the findings of the research are consisted with the previous finding and if the sample efficiently represents the population. Though the author has got numerous works related to perception of people towards recruitment and selection process, but he didnt able to management any research that has been done in terms of Bangladesh. The author believe that consistency his results with results of other scholars might not reflect greater reliability as there are several socio economic factors which has not been included in the researchers. Moreover, forty samples can be classified as a best suit of representing whole population. However, the author always tried to reduce the complexity in human relations while collected the data to make the information more accurate. A research can be classified as valid if it actually measures what it supposed to be measured (Golafshani, 2003). The author has always taken extra care to reduce the biasness during information collection. The author assures (to the respondents) and strictly maintained confidentiality of information. Research generalisability occurs if the outcomes of a research are valid in one setting but is not valid in other settings (Bajpai, 2008). To check the generalisability of this research the author checked his findings with the findings of other studies in the similar field. However, most of those studies have been done on the organizations of developed countries rather than developing countries like Bangladesh. 3.6. Conclusion The author has described about various research methodologies and justified his chosen methodologies in this chapter. The author has selected phenomenological research philosophy, deductive research approach, and qualitative research techniques for research. The information for this research has been collected through conducting e-mail questionnaire on a sample size of forty employees which has been managed through snowball sampling technique.

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CHAPTER FOUR: Findings The author is going to present the findings from the research survey in this chapter. The findings have been presented in two parts. In the first part the author presented the findings from the survey on existing employees, whereas findings from the survey on prospective employees have been presented in second chapters. Part one: Analysis of the responses of existing employees Gender of respondents

Graph 4.1: Gender of respondents As shown in the above graph, majority of the respondents (71%) of this survey are male. Only 29% of respondents are female. Though the author intended to manage equal number of male and female respondents, it became difficult for him because of physical distance. Though the author managed to contact with some other female employees, he couldnt manage their consent for this survey. Moreover, ratio of male to female employees at Unilever Bangladesh Limited is also higher. Age group of respondents While selecting existing employees of Unilever Bangladesh Limited, the author has given more emphasizes on employees who has recently joined in the company or serving in the company for last two to three years. This is because of the fact that the author intended to get perception of employees towards the recent recruitment and selection systems of Unilever Bangladesh Limited. As stated in the first chapter, there are huge changes taken place in the human resource management of the companies of Bangladesh in recent years. As shown in the following graph, most of

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the respondents of survey belong to age group 20-25 (70%) and 25-30 (20%). Most of them have recently finished their bachelor degree and working in Unilever in several entries level positions such as junior officer or junior executive. Employees of these age groups have the more updated knowledge about the recruitment and selection systems of Unilever Bangladesh limited as they have recently gone through the systems. The author able to manage to 10% of respondents from age group 3040 and all of them belongs to mid level management. Most of the employees belong to age group 40+ are member senior level management. However, the author couldnt manage any respondents of this age group because of limitations of social networking channel and physical difference. But the author believes that it would not affect the findings of this survey. As the aim of this research is to analyze the perception of employees towards recruitment and selection system of Unilever Bangladesh Limited, recently joined employees would provide better result.

Graph 4.2: Age group of respondents. Question one: How did you get informed about the job vacancy at Unilever Bangladesh for which you have been recruited?
Sources of Information Newspaper Online References Other Sources Freque ncy 11 0 13 6

Table 4.1. Sources of job information

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Graph 4.3. Sources of job information The aim of this question was to find out the uses of different internal and external sources to recruit employees. The result shows that 37% of existing employees has been informed about the job vacancy from the newspaper advertisement. Newspaper advertising of job vacancy is very common in Bangladesh. Majority of the respondents (43%) got information through personal references. This result can be considered as both positive and negative for the organization. Though it shows the maximum uses of companys internal stuff for further recruitment, but it might be a reason of dissatisfaction among other prospective employees who dont have link with any employees of this company. None of the respondents has got job information from online. Employees who have got job information through personal network and newspapers informed that they didnt see any job advert on online during their recruitment time. This result indicates that Unilever Bangladesh Limited is not using e-recruitment technique efficiently. Other sources include internal job promotion. For example, most of the respondents of age group 30-40 joined in the company as a junior officer and later promoted in mid level management. Question two: Which of following factors influenced you most to apply for the job vacancy at Unilever Bangladesh Limited?
Influencing factor Brand Image Benefits Location Others Freque ncy 11 8 2 9

Table 4.2: Influencing factor

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Graph 4.4.: Influencing factor Unilever Bangladesh Limited has very good brand image in Bangladesh and it has been also reflected in the survey of this research. Around 36% of employees have been influenced by the brand image of this organization. The author observed that most of the entry level employees have been influenced by brand image of this organization. On the other hand employees who have been influenced by benefits and locations mainly belong to mid level management. Though some entry level employees also have been influenced by benefits and location, but all of them were involved in some other companies before and they have changed their job for convenience and better benefits. 30% of respondents have been influenced by other factors such as persona job need, future prospect and good job environment. Question three: During the recruitment and selection process were you concerned about the selection ratio of the recruitment?
Concern of applicants selection ratio Yes No about Frequenc y 9 21

Table 4.3. Perception on selection ratio

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Graph 4.5: Perception on selection ratio

By getting influenced by the findings of Thorsteinson & Ryan (1997) & Gilliand (1994), the author included this question to observe the perception of employees on selection ratio. The author has seen very little concern of employees about selection ratio. Only 30% of the employees were aware of selection ratios, whereas 70% of the respondents concentrated more on presenting their own skills and abilities rather than concerning about selection ratio. Question four: How do you perceive the fairness of organizations towards using information at curriculum vita provided by you?
Organization's fairness about Freque using CV ncy Very fair 19 Fair 3 Not fair 0 No Idea 8

Table 4.4. Fairness on using curriculum vita Using of curriculum vita is very common in Bangladesh and all of respondents of this survey submitted their curriculum vita during the recruitment process. Though majority of the respondents (63%) perceive the fairness of Unilever Bangladesh Limited as very fair or fair, 27% of respondents didnt ever concern about this issue. Some of them argued that they have seen several employees who didnt get invitation for interview at Unilever after submitting their curriculum vita, but they have managed job in another multinational companies later.

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Graph 4.6: Fairness on using curriculum vita Question five: How would you rank the similarities between job description that you have been provided during interview and actual job that you are performing?
Job description vs. actual job Very Similar Moderately similar Low level of similarity No similarity Freque ncy 22 8 0 0

Table 4.5. Similarities between job description and actual job

Graph 4.7 Similarities between job description and actual job

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If the employees find job similarities between the actual job and job description provided during recruitment process, they would have high level of trust on the recruitment and selection process of the organization. The aim of this question was to observe the evaluation of employees on the similarities between job description they have been provided and their actual job. The finding is very satisfactory as none of the respondents claim that there isnt similarity among job description and actual job. 73% of the respondents replied that their job is completely similar to the proposed job description. How would you rank the similarities between the job benefits you have been promised and actual benefits you are receiving?
Promised benefit vs benefit Very Similar Moderately similar Low level of similarity No similarity actual Freque ncy 18 12 0 0

Table 4.6. Similarities between job benefits

Graph 4.8: Similarities between job benefits As like as the previous question, the aim of this question was to observe the employees evaluation on the similarities between benefits promised during recruitment process and actual benefit. More than half of the respondents (60%) agreed that the benefits are quite similar as proposed. On the other hand, 40% respondents evaluated it as moderately similar. However, they added that recent changes in Government tax policies affected their gross salary and other benefits.

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Are you able to know about internal job vacancy or new job vacancy through online?
Availability of through online Yes No information Freque ncy 2 30

Table 4.7 Online information

Graph 4.9 Online information The aim of this question was to check the uses of internet for the uses of internal job recruitment. But the result is very unsatisfactory as 94% of respondents replied that they have never get information about internal job vacancy through online. 6% of respondents (belong to mid level management) recently got information about internal job vacancy through internal email. Do you think that Unilever Bangladesh Limited is doing maximum use of erecruitment to attract employee?
Usage strategy Yes No of e-recruitment Freque ncy 2 28

Table 4.8. Uses of e-recruitment

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Graph 4.10 Uses of e-recruitment Around 93% of the respondents agree that Unilever Bangladesh Limited is not doing maximum use of e-recruitment strategy. Only 7% of the respondents think that erecruitment of Unilever Bangladesh Limited is efficient enough in terms of Bangladesh. The author observed that employees who has joined Unilever Bangladesh Limited recently or within last two years dont think that e-recruitment of Unilever Bangladesh Limited is efficient. According to their point of view, prospective employees cant submit their job application by using the website of Unilever Bangladesh Limited. They also argued that all other multinational companies in Bangladesh such as British American Tobacco, HSBC Bank already improved their e-recruitment strategy. Respondents who think that e-recruitment strategy of Unilever Bangladesh Limited is efficient in terms of Bangladesh argued that if any company rely complete on online recruitment, it might restrict lots of potential candidates. Did your job decision has been influenced the recruitment and selection process of Unilever Bangladesh limited?
Influence of recruitment and selection process on employee's job decision Yes No

Freque ncy 23 7

Table 4.9 Effects of recruitment process on job decision

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Graph 4.11 Effects of recruitment process on job decision All respondents of age group 20-25 agreed that their job decision has been influenced by the recruitment and selection process of Unilever Bangladesh Limited. As stated by them, recruitment and selection process of Unilever Bangladesh Limited is very organized and professional. During the recruitment and selection process they have got enough idea about the internal job environment of the organization which influenced them while taking their job decision. The author observed that most of the employees, who have been influenced by brand image of the organization, also have been influenced by the recruitment and selection process. According to your point of view, which of the following job related tests would be given more priority during recruitment and selection process?
Priority on test type Paper and pencil test Work sample test Freque ncy 27 3

Table 4.10. Priority on job related test Paper and pencil test is still now very common in the recruitment and selection process of Bangladesh. Most of the respondents also support this system. As presented in the above graph, 90% of the respondents prefer paper and pencil test during the initial stage of recruitment. According to their point of view, paper and pencil test would help organizations to check the efficiency of the educational and professional background of the employees that has been stated in their curriculum vita. Moreover, every employees need to pass a three months probationary period in Unilever Bangladesh Limited which can be treated as a work sample test.

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Graph 4.12. Priority on job related test Do you think that uses of employee reference and/or nepotism are negative affecting the reliability and validity of the recruitment and selection process of Unilever Bangladesh Limited?
Negative effect of nepotism Yes No Not intend to mention Freque ncy 4 18 8

Table 4.11. Effect of employee reference

Graph 4.13 Effect of employee reference

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As shown in the sources of job references, 43% of the respondents got job information through their personal references. The aim of this question was to identify the perception of employees towards the effects of employee references on the recruitment and selection process of Unilever Bangladesh Limited. Only 13% of the employees agreed that nepotism is negatively affecting the recruitment and selection process of Unilever. All other respondents either dont think that nepotism is negatively affecting the organization (60%) or didnt intend to answer. Most of them believe that existing employees always refer about skilled employees rather than referencing friends or family members. Would you like to refer about Unilever Bangladesh Limited to your friends or family members? The author believes that if the employees like to refer about the organizations to their friends and family members, it would represent that they are quite happy on the internal job environment, benefits as well as on the recruitment and selection process of the organization. Around 90% of the respondents would like to refer their friends or family members to apply for a job at Unilever Bangladesh Limited.
Refer to others about Unilever Yes No Not intend to answer Freque ncy 27 0 3

Table 4.12. References to friends and family members

Graph 4.14. References to friends and family members

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Overall how would you rank your satisfaction level on the recruitment and selection process of Unilever Bangladesh Limited?
Satisfaction level recruitment and selection level Highly satisfied Moderately satisfied Satisfied Dissatisfied on Freque ncy 23 4 3 0

Table 4.13. Satisfaction level on recruitment process

Graph 4.15 Satisfaction level on recruitment process The aim of this question was to observe the perception of employees on the overall recruitment and selection methods of Unilever Bangladesh Limited. It shows that none of the employees are dissatisfied on the recruitment and selection process of Unilever Bangladesh Limited. All respondents of age group 20-25 are highly satisfied on the recruitment and selection process. The author also observed that most of employees who are either moderately satisfied (77%) or satisfied (13%), has worked in some other companies before and they had a chance to compare and contrast the recruitment process of Unilever Bangladesh Limited with other organizations.

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Part two: Analysis of the responses of prospective employees Gender of respondents

Graph 4.16 Gender of respondents As the author has selected the prospective employees by using his personal networks, he intentionally kept equal number of male and female respondents to reduce the gender biasness of the survey. Most of respondents recently completed their graduation from several private and public universities of Bangladesh and applying for jobs at various organizations. Age group of respondents

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Graph 4.18 Age group of respondents While managing sample for the survey, the author intended to manage people who recently applied for a job vacancy at Unilever Bangladesh. He observed that fresh graduate of age group 20-25 are more likely to apply for job compare to other group of people. Thats why major portion (70%) of the respondents belong to age group 20-25. Most of the respondents of age group 25-30 (30%) are already involved in any job but want to go for better opportunity. Though the author also wanted to manage some professionals of age group 30+, it has not been possible because of the limitations of his social networking channel and consent of the respondents. In general how do you receive information about job vacancy at Unilever Bangladesh that you have been applied for?
Sources of Information Newspaper Online References Other Sources Freque ncy 2 0 8 0

Table 4.14. Sources of job information

Graph 4.19 Sources of job information References of existing employees (80%) work as a major source of job information at Unilever Bangladesh Limited. Only 20% of the respondents got job information from newspapers. Surprisingly, none of the respondents has got job information from online. Some of the respondents also argued that in last several months they have never seen any job vacancy at career page of Unilever Bangladesh Limited website (http://www.unilever.com.bd/careers/further/?WT.LHNAV=Current_vacancies#top ), but the company has recruited several employees.

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Which of following factors influence you most to apply for the job vacancy at Unilever Bangladesh Limited? As like as the existing employees, most of the (80%) prospective employees are influenced by brand image of Unilever Bangladesh Limited while applying for job. Respondents believe that work environment of multinational companies such as Unilever Bangladesh Limited is of high standard. 20% of employees are influenced by benefits such as salary, promotion and other factors. Respondents are less concerned about the job locations.
Influencing factor Brand Image Benefits Location Others Freque ncy 8 2 0 0

Table 4.15. Influencing factor

Graph 4.20 Influencing factor Do you think that selection ratios can affect the success of your application process?
Concern of applicants about selection ratio Yes No Freque ncy 7 3

Table 4.16. Perception on selection ratio

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Graph 4.21 Perception on selection ratio Prospective employees are more concerned about selection ratio compare to existing employees. They believe that high number of candidates might decrease their chance of getting recruited. Though 30% of the respondents are not worried about selection ratio, the author observed that most of them are already involved in job. So it can be concluded that job need of employees can have influence on the employees perception on selection ratio. Do you think that submitting curriculum vita for job application is more worthy then online application?
CV is better then Online Freque application ncy Yes 6 No 4

Table 4.17. Perception on curriculum vita Almost of the respondents of this survey has experience of submitting curriculum vita and online job application. The aim of this question was to check flexibility of respondents with each of this method. More than half (60%) of the respondents agreed that online application sometimes restrict the candidates to provide information about some skills which might be helpful for the job. 40% of the employees believe that online application would help organizations to select best employees as everybody would submit their application in a unique way. Most of the respondents also included that responses of employee can also increase the worth of the curriculum vita or online application. For example, lots of candidates who received interview call never know the outcome of their job application. After a certain period of time they themselves assume that their application has not been successful.

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Graph 4.22 Perception on curriculum vita How would you rank the website of Unilever Bangladesh as a way of online recruitment?
Assessment of Unilever's e- Freque recruitment ncy Excellent 0 Good 0 Average 3 Poor 7

Table 4.18. Evaluation of Unilevers website The responses of the prospective employees regarding this question are highly alarming for the future prospect of Unilever Bangladesh Limited and they really need to take immediate action to get rid from the situation. 70% of the respondents agreed that Unilever Bangladesh Limited is not efficiently using online recruitment and it is really restricting lots of prospective employee from applying job. Some of the respondents argued that, Unilever Bangladesh limited sometimes post job vacancy through several e-recruitment agency such as bdjobs.com, jobsdb.com, but its very rare when they have updated their career page at their own web site (http://www.unilever.com.bd/careers/further/?WT.LHNAV=Current_vacancies#top ).

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Graph 4.23: Evaluation of Unilevers website Do you think that uses of employee reference and/or nepotism are negative affecting the reliability and validity of the recruitment and selection process of Unilever Bangladesh Limited?
Negative effect of nepotism Yes No Not intend to mention Freque ncy 4 18 8

Table 4.19. Perception on employee reference

Graph 4.24 Perception on employee reference

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The author has observed huge differences between the perception of existing employees and prospective employees on employee references and nepotism. Though most of the existing employees think that employee references dont affect the organization negatively, the perception of most of the prospective employees (70%) is completely different. Even some of the employees who have got the job information through personal references also think that nepotism is affecting the organization negatively. 30% of respondents believe that trustworthy employees would always refer about skilled employee to the organization, so it will rather help the organization to manage skilled employee within a short time. According to your point of view, which of the following job related tests would be given more priority during recruitment and selection process?
Priority on test type Paper and pencil test Work sample test Freque ncy 8 2

Table 4.20. Perception on job related test

Graph 4.25 Perception on job related test

The perception of both existing employees and prospective employees are quite similar in terms of in terms of paper test and work sample test. 80% of the respondents agreed that paper and pencil test would allow respondents to show their knowledge level on fundamental work related issues. 20% of the respondents argued that work sample test might produce better result for some specific job role

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such as marketing. They believe that paper and pencil test wont allow organization to observe the confidence level and enthusiasm of the respondents.

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Overall how would you rank your satisfaction level on the recruitment and selection process of Unilever Bangladesh Limited?
Satisfaction level on recruitment and selection level Highly satisfied Moderately satisfied Satisfied Dissatisfied

Freque ncy 0 8 2 0

Table 4.21. Perception on overall recruitment and selection process

Graph 4.26 Perception on overall recruitment and selection process Though none of the prospective employees are dissatisfied on the recruitment and selection process of Unilever Bangladesh Limited, none of them are highly satisfied as well. 80% of the respondents are satisfied and 20% of the respondents are moderately satisfied. There are significant differences between the perception of existing employees and prospective employees. 77% of existing employees are highly satisfied on the recruitment and selection process of Unilever Bangladesh Limited. The reasons can be as follows: a) Existing employees has gone through all steps of recruitment and selection process, whereas prospective employees has only gone through initial stage of recruitment.

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b) Prospective employees regularly gone through the recruitment process of several companies and they have more chance to compare and contrast the recruitment process of several companies.

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According to your point of view, which companys recruitment and selection policy is best in terms of Bangladesh? This was an open ended questions and the author has got numerous answers for this questions. Most of the common answers are British American Tobacco, Grameen Phone. Both of the companies completely rely on e-recruitment and regularly update their job related information. Several employees also informed about City cell, AKTEL etc.

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CHAPTER FIVE: Conclusion In this chapter the author is going to summarize the findings of the whole research and compared it with the literature review. The author would also recommend several points for the future improvement of the recruitment and selection strategy of Unilever Bangladesh Limited. Apart from that, the author would also mention about various limitations that has been faced during the research period. Finally the author would recommend several research ideas for further research. 5.1. Summary of the research The author has discussed about the research topic with justification of selecting the topic in the first chapter of this research. The aim of this research is to critically evaluate and access the perception of existing and prospective employees towards the recruitment and selection process of Unilever Bangladesh Limited. The author aimed to get the answer of following three research questions:
d) Whether the current recruitment and selection processes of Unilever

Bangladesh Limited is efficient enough to meet the human resources need of the organization? e) Whether the existing employees and prospective employees are satisfied on the recruitment and selection process of Unilever Bangladesh Limited or do they think that the recruitment and selection process of Unilever Bangladesh is not free from biasness? f) What are the problems with the existing recruitment and selection process of Unilever Bangladesh Limited and how can the organizations solve those problems? In the second chapter the author presented several scholarly researches in the field of recruitment and selection. Scholarly findings on the perception of employees towards very common ways of recruitment and selection techniques such as interview, computerized testing, integrity testing, and curriculum vita has been analyzed in this chapter. In the third chapter the author discussed about several research methodologies and has shown justification for his selected method. The author has selected phenomenological research philosophy, deductive research approach, and qualitative research techniques for research. The information for this research has been collected through conducting e-mail questionnaire on a sample size of forty employees which has been managed through snowball sampling technique. In the fourth chapter the author has presented the findings from his survey. He has conducted his survey on two groups of people. First group consists of employees

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who are recently working with Unilever Bangladesh Limited; second groups of people can be considered as prospective employees of Unilever Bangladesh Limited. The findings of this research show that recruitment and selection strategy of Unilever Bangladesh Limited can be compared with the customer-supplier model initiated by Hackney & Kleiner (1994). The following findings supported the similarities:

As stated by Hackney & Kleiner (1994), Organizations need to indentify the expected demand (such as benefit, work environment) of potential employees and take initiatives to use ensure those. More than half of the respondents (60%) agreed that Unilever Bangladesh Limited is providing them all benefits as they have promised during the recruitment period. Reputation of organization can influence employees to apply for job vacancy with the organizations. 36% of the existing employees have been influenced by the brand image of the organization to apply for a job there and 27% of the existing employees have been influenced by the benefits provided by Unilever Bangladesh Limited. Besides, 80% of prospective employees are influenced by the brand image of the organization.

As mentioned by Schmitt & Gilliland (1987), the selection process should have implications for employee's subsequent organisational commitment and, possibly, turnover, as these variables have been consistently related to realistic job previews. 77% of the employees of Unilever Bangladesh Limited are highly satisfied on the recruitment process of the organization. The findings of this study also supported the findings of Harris & Fink (1987) and Fellows (1999). Harris & Fink (1987) observed that there is a significant relationship between recruiter characteristics and intentions of accepting a job, even after controlling for job attributes. Fellow (1999) found the job seekers decision is highly influenced by the recruitment process. From the research, the author observed that 77% of employees job decision has been influence by the recruitment and selection process at Unilever Bangladesh Limited. Findings on the perception of employees towards paper based test and work sample test has grater similarity with the suggestions of Huffcut (1990). Huffcut (1990) has suggested that some paper-and-pencil tests may be viewed as more job related than others. 90% of existing employees and 80% of prospective employees suggested that paper and pencil based exam would be given more priority during recruitment process compare to work sample test. The author compared his findings on employees perception towards selection ratio with the findings of Thorsteinson & Ryan (1997) and Gilliand (1994). As the author couldnt include any rejected employees (from Unilever Bangladesh Limited) in his

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survey, he couldnt manage the perception of rejected employees towards effect of selection rations on the fairness in the recruitment and selection process. However, hired employees (77%) have little effect of selection rations on the perception of fairness in the recruitment and selection process. Prospective employees are more concerned about selection ratio compare to existing employees. As stated by Gilliand (1994), employees with low level of hiring expectations are more aware of the selection ratio. They believe that high number of candidates might decrease their chance of getting recruited. Though 30% of the respondents are not worried about selection ratio, the author observed that most of them are already involved in another job. So it can be concluded that job need of employees can have influence on the employees perception on selection ratio. The findings of the study are contradictory with the findings of Martin & Nagao (1989). Though Martin & Nagao (1989) argued that a non-interactive interview such as computerized testing or online interview can violate the employees sense of appropriate recruiting and hiring procedures, the situation is quite different now. Internet is being used as main sources of job information. Recently employees search online for job information compare to other methods such as newspapers, magazines. Most of the existing employees and prospective employees argued that Unilever Bangladesh Limited need to improve their existing online recruitment system in order to cope with this globalized world. At present, improper use of erecruitment can violate the employees sense of appropriate recruiting and hiring procedures. For example, most of the employees have noted the following points in terms of recruitment and selection process of Unilever Bangladesh Limited: In last few months Unilever Bangladesh Limited informed prospective employees about their job vacancy through online job agents and newspapers, but they didnt update this news in their own web site during the same time. Prospective employees dont get any chance to submit online application form in the website of Unilever Bangladesh Limited. On the other hand, some other multinational companies such as British American Tobacco allow employees to submit their application even when there is no job vacancy.

Findings of this research regarding the perception of employees toward fairness of using curriculum vita during recruitment and selection process are completely contradictory with the findings of Stones & Jones (1997). Stones & Jones (1997) observed that most of the employees perceive curriculum vita submission as less fair during recruitment and selection process. However, this study revealed that 63% of the existing employees and 60% of the existing employees perceive the fairness of Unilever Bangladesh Limited as very fair or fair in using curriculum vita.

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The first question of this research was Whether the current recruitment and selection processes of Unilever Bangladesh Limited is efficient enough to meet to human resources need of the organization? From the research findings, the author realized that current recruitment and selection strategy might not be efficient enough to meet the human resources need of this company in near future and they need to bring several changes immediately. The first obvious improvement required is improvement of e-recruitment. The second question of this research was Whether the existing employees and prospective employees are satisfied on the recruitment and selection process of Unilever Bangladesh Limited or do they think that the recruitment and selection process of Unilever Bangladesh is not free from biasness? In general, existing employees are more satisfied on the recruitment and selection process of Unilever Bangladesh Limited compare to the prospective employees. The author realized that perception of employees might get change with the success or failure of their application process. For example, most of the existing employees who got the job information through personal references think that uses of personal references are not affecting the organizations negatively. On the other hand, most of the prospective employees (even who has got job information through references) think that uses of employees references are negatively affecting the organization. Another difference between the perception of existing employees and prospective employees has observed in terms of selection ratio. Most of the existing employees argued that they were not concerned about selection ratio during recruitment process, whereas most of the prospective employees are more concerned about the selection ratio and they believe that selection ratio might affect the success of their application.

The last question of this research was what are the problems with the existing recruitment and selection process of Unilever Bangladesh Limited and how can the organizations solve those problems?. From the survey results, the author has come out two major problems related to the recruitment and selection of Unilever Bangladesh Limited. The first obvious problem is inefficient online recruitment. Second major problem is more uses of employee references while recruiting new employees. The ways of solving those problems has been discussed in the recommendation part.

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5.2. Recommendations Unilever Limited is a world recognized global company. In Bangladesh it has already establishes its brand image. But the recruitment and selection strategy of Unilever Bangladesh Limited is not efficient enough to cope with the globalized world. By analysing the current situations the author has comes out with several recommendations for the organizations. The recommendations are mainly based on the suggestions provided by existing and prospective employees. Apart from that, the author has also used several scholarly articles regarding best ways of employee recruitment and selection. Online recruitment process needs to be developed From the beginning of 21st century most of the organizations are considering online recruitment as the best way of attracting prospecting customers. Crail (2007) stated that online recruitment can help organizations to find out right candidates. The uses of online recruitment in Bangladesh are not highly attractive till now. But day by day most of companies are initiating online recruitment process. Several companies such as Grameen Phone, British American Tobacco completely depend on e-recruitment process. But Unilever Bangladesh Limited is still one step behind in terms of erecruitment strategy. There is huge demand from both existing employees and prospective employees for the improvement of online recruitment. Though it might restrict several candidates to apply for job through online because of their lacking of computer and internet knowledge, but it would be very unlikely for prospective candidates of Unilever Bangladesh Limited not to have enough computer and internet browsing knowledge. At present, Unilever Bangladesh Limited might take initiative to implement the following options: They should implement an option for submitting online application form even if there is not vacancy. It would help prospective employees to submit their application for future prospect. Besides, it would also help Unilever Bangladesh Limited to speed up their recruitment process in future as they wont need to wait for employees to submit their application. Job information should be regularly updated in the website of Unilever Bangladesh Limited. Prospective candidates might get dissatisfied if they dont get the job advert through online which are available in newspapers.

Implementations of graduation scheme Graduate scheme is a most common and popular ways of recruiting graduate employees in developing countries such as UK and USA. Graduate employees can help an organization by using their transferable management skills. It can be efficiently implemented in Bangladesh as well. There are 26 public universities and 56 private universities in Bangladesh. Every year lots of students complete

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graduation from those universities and search for job. Moreover, lots of students of Bangladesh come to abroad every year for higher studies and go back to their country after completing graduation. They can also be considered as prospective employees of Unilever Bangladesh Limited. In spite of having lots of potential graduate employees, there isnt any special recruitment process in Unilever Bangladesh Limited for recruiting graduate. Though there are several issues regarding the quality and acceptability of the degrees of several universities, in the long run graduate recruitment strategy would help the organization. Moreover, if the recruitment process can handle properly it would be easy to recruit efficient employees. Graduate recruitment process also needs to be linked with online recruitment. Otherwise the cost and time behind graduate recruitment process would be more than the benefits arise from graduate recruitment. Training and development To cope with the globalized world, corporations need to rapidly change business strategy. Changes can be required in terms recruitment and selection strategy as well. As stated by Zafour (2011), there are huge needs of HR professionals in Bangladesh. Unilever Bangladesh Limited would need to continuously train and develop their HR team members to ensure better recruitment and selection process. At present there are several well recognized HR training service providers in Bangladesh such as Bangladesh Institute of Human Resource Management. Besides, several e-recruitment agents such as BD jobs regular arrange seminar and workshops on HR related issues. Training and development would help the employees to cope with the updates issues in the field of recruitment and selection. Uses of employee references need to be controlled Though this a good idea to recruit new employees though the references of existing employees, extreme uses of employee references can be considered as nepotism by the prospective employees. Moreover, there are lots of critical about the ethical aspect of recruiting employees through references. Nepotism in workplace is becoming a threat in recent years. From the research findings, it can be observed that most of the existing and prospective employees have received job information through their personal references. This practice can be alarming for the organization in future as it would restrict lots of prospective employees. Moreover, it can reduce the brand image of Unilever Bangladesh Limited to the prospective employees. Unilever Bangladesh Limited can take the following initiatives to reduce the uses of employee references:

Unilever Bangladesh Limited would need to emphasize more on recruiting employees through work-related reasons such as their skills, competence and experience rather than other unrelated things.
)

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Unilever Bangladesh Limited would need to establish a consistent approach, clear communication with prospective and existing employees and heightened sensitivity to avoid nepotism problems. Unilever Bangladesh Limited may create anti-nepotism policies to avoid employee discrimination charges. In reality, it might be very hard to avoid employee references completely. Thats why company can put a limit on the maximum uses of employee references as a way of recruitment.

Relationship with educational institutes As stated above there are 26 public universities and 56 private universities in Bangladesh. Future graduates of those universities can be considered as prospective employees of Unilever Bangladesh Limited. Some of the universities also have their own job centre to help students to find out job. Unilever Bangladesh Limited can establish a long term relationship with well recognized universities to recruit employees with transferrable management skills. Advertisement need to be improved 37% of the existing employees and 20% of the prospective employees has got job information from the Daily Newspapers of Bangladesh. In general Unilever Bangladesh Limited publishes their job advertisement in several national newspapers such as The Daily Prothom Alo, Daily Shamokal, The Daily Star etc. If they publish job advertisement in several local newspapers, it would increase the number of prospective employees as more people would be informed.

5.3. Limitations of the research During the research period the author has faced several limitations: Lack of secondary information Though the author get enormous information regarding the recruitment and selection methods and scholarly articles about it, but there are very rare studies has been found on the perception of Bangladeshi employees towards recruitment and selection process of company that is operating in Bangladesh. Besides, there isnt also enough secondary information regarding the recruitment and selection process of Unilever Bangladesh Limited.

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Consent of employees As the author couldnt manage consent of several female employees, the findings of the perception of existing employees are mainly based on the responses of male employees. Besides, the findings mainly relied on the employees of age group 2030. Time and place limitation Recruitment and selection is a very wide issue and three months time is really short enough to go in depth of this issue. Through the author tried to include maximum issues which can affect the perception of employees towards recruitment and selection, several issues hasnt been possible to include because of physical distance with the research place. Some of those issues are affects of socio cultural issues in recruitment and selection process. Limitations of snowball sampling techniques As the author has used snowball sampling techniques to manage sample for the survey, this research has been affected by the drawbacks of snowball sampling technique. Some of the drawbacks are listed as follows: The researcher has very little control over the sampling methods. The validity and accuracy of the response mainly based on trust. The sample can be observed only as a small subgroup of the whole population.

Limitations of e-mail questionnaire Lack of non-verbal communication restricted the author to observe the facial expressions of the respondents while responding. Though most of them have provided recommendations and opinions about the recruitment and selection process of Unilever Bangladesh Limited, the author believe that face to face interview might increase the validity of the research findings. Besides, e-mail questionnaire has also restricted the author to include employees who are not flexible with the uses of computer and internet. Small sample size The author has selected a sample of 40 respondents for this research. Besides, he has emphasized the perception of employees towards the recruitment and selection process of Unilever Bangladesh Limited. Perception of 40 employees towards the recruitment and selection of one specific company might not reflect the true scenario

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of the employees perception towards overall recruitment and selection process of companies which are being operated in Bangladesh.

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5.4. Recommendations for further researches There are very rare researches that have been done on the perception of employees at Bangladesh towards recruitment and selection process of organizations. Perception of employees of developed countries and developing countries might be difference because of the differences in educational level, technological improvement, and most importantly soci0 cultural issues. In future, further studies can be carried on the effect of social cultural issues on employees perception towards recruitment and selection process. Recruitment through third party or job agents is not very popular or frequent in Bangladesh. But the practices of recruitment through third party or outsourcing are increasing. At present, several banks such as Standard Chartered Bank are mainly relying on outsourcing to recruit employees. Employees perception may vary on the direct recruitment process and recruitment through outsourcing. So in future, further researches can be also carried on employees perception towards the recruitment process of companies through outsourcing.

As nepotism is becoming a major issue in the recruitment and selection process of Bangladesh, further studies also required to check the effect of nepotism on the performance of the organizations and to sort out the ways of stopping nepotism practices in recruitment and selection process.

Apart from the above researches, further research can also be carried on the prospect of e-recruitment and graduate recruitment in Bangladesh. Besides, effective ways of moving from traditional recruitment process to e-recruitment process also need to be analyzed. Researches also need to be carried on training and developing needs that might be required to adopt employees with the e-recruitment process.

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Appendixes

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Appendix 1: Questionnaire for existing employees of Unilever Bangladesh (Please tick or circle the appropriate box) Gender: Male Female

1) Which of the following age group you belong to: 20-25 25-30 30-40 40+

2) How did you get informed about the job vacancy at Unilever Bangladesh that you have been applied for? Newspaper advertisement Online advertisement Through references If others please mention-----

3) Which of following factors influenced you most to apply for the job vacancy at Unilever Bangladesh Limited? Brand image of Unilever Benefits of Unilever Location of Unilever If others please mention:------

4) During the recruitment and selection process were you concerned about the selection ratio of the recruitment? Yes No

5) How do you perceive the fairness of organizations towards using information at curriculum vita provided by you? Very fair )

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Fair No Idea

6) How would you rank the similarities between job description that you have been provided during interview and actual job that you are performing? Very Similar Moderately similar Low level of similarity No similarity

7) How would you classify the similarities between the job benefits you have been promised and actual benefits you are receiving? Very Similar Moderately similar Low level of similarity No similarity

8) Are you able to know about internal job vacancy or new job vacancy through online? Yes No

9) Do you think that Unilever Bangladesh Limited is doing maximum use of erecruitment to attract employee? Yes No

10) Did you job decision has been influenced the recruitment and selection process of Unilever Bangladesh limited? Yes No

11) According to your point of view, which of the following job related tests would be given more priority during recruitment and selection process?

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Paper and pencil test Work sample test

12) Do you think that uses of employee reference and/or nepotism are negative affecting the reliability and validity of the recruitment and selection process of Unilever Bangladesh Limited? Yes No Not intend to answer

13) Would you like to refer about Unilever Bangladesh Limited to your friends or family members? Yes No Not intend to answer

14) Overall how would you rank your satisfaction level on the recruitment and selection process of Unilever Bangladesh Limited? Highly satisfactory Moderately satisfactory Satisfactory Unsatisfactory

15) Do you have any recommendations to improve the recruitment and selection process of Unilever Bangladesh Limited? If Yes, please mention below:

--------------------------------------------------------------------------------------------------------------------------

Thank you

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Appendix 2: Questionnaire for prospective employees of Unilever Bangladesh Gender: Male Female

1) Which of the following age group you belong to: 20-25 25-30 30-40 40-50

2) In general how do you receive information about job vacancy at Unilever Bangladesh that you have been applied for? Newspaper advertisement Online advertisement Through references If others please mention-----

3) Which of following factors influence you most to apply for the job vacancy at Unilever Bangladesh Limited? Brand image of Unilever Benefits of Unilever Location of Unilever If others please mention:------

4) Do you think that selection ratios can affect the success of your application process? Yes No

5) Do you think that submitting curriculum vita for job application is more worthy then online application? Yes
)

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No

6) How would you rank the website of Unilever Bangladesh as a way of online recruitment? Excellent Good Average Poor

7) Do you think that uses of employee reference and/or nepotism are negative affecting the reliability and validity of the recruitment and selection process of Unilever Bangladesh Limited? Yes No Not intend to answer

8) According to your point of view, which of the following job related tests would be given more priority during recruitment and selection process? Paper and pencil test Work sample test

9) Overall how would you rank your satisfaction level on the recruitment and selection process of Unilever Bangladesh Limited? Highly satisfactory Moderately satisfactory Satisfactory Unsatisfactory

10)According to your point of view, which companys recruitment and selection policy is best in terms of Bangladesh? -------------------------

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11)Do you have any recommendations to improve the recruitment and selection process of Unilever Bangladesh Limited? If Yes, please mention below:

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Thank you

Appendix three

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