CHAPTER-I

INTRODUCTION

1.1 INTRODUCTION OF THE STUDY

Today, in every organization personnel planning as an activity is necessary. It is an
important part of an organization. Human Resource Planning is a vital ingredient for the
success of the organization in the long run. There are certain ways that are to be followed
by every organization, which ensures that it has right number and kind of people, at the
right place and right time, so that organization can achieve its planned objective.
The objectives of Human Resource Department are Human Resource Planning,
Recruitment and Selection, Training and Development, Career planning, Transfer and
Promotion, Risk Management, Performance Appraisal and so on. Each objective needs
special attention and proper planning and implementation.
For every organization it is important to have a right person on a right job. Recruitment
and Selection plays a vital role in this situation. Shortage of skills and the use of new
technology are putting considerable pressure on how employers go about Recruiting and
Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and
Selection procedure.
With reference to this context, this project is been prepared to put a light on Recruitment
and Selection process. This project includes Meaning and Definition of Recruitment and
Selection, Need and Purpose of Recruitment, Evaluation of Recruitment Process,
Recruitment Tips, Sources of Recruitment through which an organization gets suitable
application, Scientific Recruitment and Selection, which an organization should follow
for, right manpower. Job Analysis, which gives an idea about the requirement of the job.
Next is Selection process, which includes steps of Selection, Types of Test, Types of
Interview, and Common Interview Problems and their Solutions, Approaches to
Selection, Scientific Selection Policy.
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Recruitment and Selection are simultaneous process and are incomplete without each
other. They are important components of the organization and are different from each
other. Since all the aspect needs practical example and explanation this project includes
Recruitment and selection Process of PSC and a practical case study. It also contains
addresses of various and top placement consultants and the pricelist of advertisements in
the magazine.
Main purpose of this study is to critically analyze the function of recruitment and
selection process of PSC and for this purpose various books, journals, articles, reports
have been reviewed. In the process of collection of data, I adopt two techniques i.e. onside & off-side. Under the on-side method different staffs have been interviewed and
under off-side method different information are collected by using internet, library
source, many friends and teachers. This study mainly focuses on how PSC function on
more effective way in order to increase efficiency in hiring and retention and to ensure
consistency and compliance in the recruitment and selection process. PSC generally
consider Affirmative Action, Equal Employment Opportunity and Diversity are not to be
considered separate actions or initiatives in the recruitment and selection process. Instead,
they are key variables which are woven into each step of the process of recruitment &
selection.

1.1.1 INTRODUCTION OF PUBLIC SERVICE COMMISSION (PSC)

The Public Service Commission (PSC) of Nepal has a long history as a stable and
independent constitutional institution. The origin of PSC began with the Application
Bureau under the Constitutional Law, 1947. The objective of the Bureau was to ensure
the recruitment of qualified employees to the government offices. The Bureau was to
consist of such members as are nominated by the Prime Minister. Nevertheless, the
arrangement did not last long as the country was already under the wave of democratic
movement. In the history of PSC, the decade of 1950s is significantly remarkable
because the Nepal Interim Constitution, 1950 was promulgated in 1950 A.D. and in
accordance with the provision of this Constitution, Nepal Public Service Commission
was established on June 15, 1951 A.D. with a view to conducting examinations for
recruitment to government positions. Later in 1959 A.D., the Constitution of the
Kingdom of Nepal was promulgated and brought into effect. This Constitution also had a
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provision of PSC with the authority to select candidates on the basis of merit. The
Constitution of Nepal, 1962 redefined the function and scope of PSC. The Constitution of
the Kingdom of Nepal, 1990 had also a provision of an independent PSC. Likewise, the
current Interim Constitution, 2007, has also a provision of an independent PSC. As the
previous constitutions, the current constitution also assumes a fairly competent civil
service with clear mandates to PSC to select competent human resources and ensures
impartially in civil service management. The constitutional guarantee of the civil service
is enshrined in the Article 153, which states that the government would constitute civil
service and other necessary government services to run the administration of the country.
If we make a comparison of PSC-related provisions among the previous Constitutions
and the present one, they do not seem much different as far as their functions are
concerned. However, from the stand-point of the role, we see a lot of differences and find
the current PSC in a very strategically significant position.

1.1.1.1

CONSTITUTIONAL PROVISIONS

Regarding the PSC, the following arrangement has been made in the part 13 of the
Interim Constitution of Nepal, 2007(www.lawcommission.gov.np).
Article 125 Public Service Commission
There shall be a Public Service Commission of Nepal, consisting of the

Chairperson and such number of other Members as may be required.

The President shall, on the recommendation of the Constitutional Council, appoint

the Chairperson and other Members of the Public Service Commission.

At least fifty percent of the total number of the Members of the Public Service
Commission shall be appointed from amongst the persons who have worked for at
least twenty years in any government service, and the rest of the Members shall
be appointed from amongst the persons, who have done research, investigation,
teaching or any other significant work in the field of science, technology, art,
literature, law, public administration, sociology or any other sphere of national life

and who hold a high reputation.

The term of office of the Chairperson and the Members of the Public Service
Commission shall be six years from the date of appointment, subject to Subclause (a) of the provision to Clause (8) provided that3

(a) If, before the expiry of his or her term, the Chairperson or a Member of the
Public Service Commission attains the age of sixty-five years, he or she shall
retire.
(b) The Chairperson or a Member of the Public Service Commission may be
removed from his or her office on the same ground and in the same manner as

has been set forth for the removal of a Judge of the Supreme Court.
The office of the Chairperson or a Member of the Public Service Commission
shall be deemed vacant in any of the following circumstances:
(a) If he or she tenders resignation in writing to the President;
(b) If, pursuant to Clause (4), his or her term expires or he or she ceases to hold

his or her office; or

(c) If he or she dies.
No person shall be eligible to be appointed as the Chairperson or a Member of the
Public Service Commission unless he or she possesses the following qualification:
(a) holds a Master's Degree from a university recognized by the Government of

Nepal,
(b) is not a member of any political party immediate before appointment;
(c) has attained the age of forty five years; and
(d) Possesses high moral character.
The remuneration and other conditions of service of the Chairperson and the
Members of the Public Service Commission shall be as determined by law. The
remuneration and other conditions of service of the Chairperson and the Members
of the Public Service Commission shall not, so long as they hold office, be altered

to their disadvantage.
A person once appointed as the Chairperson or a Member of the Public Service
Commission shall not be eligible for appointment in any other government
service. Provided that(a) Nothing in this Clause shall be deemed to be a bar to the appointment of a
Member of the Public Service Commission as its Chairperson, and when a
Member is so appointed as the Chairperson, his or her term of office shall be
so computed as to include his or her term as the Member.
(b) Nothing in this Clause shall be deemed to be a bar to the appointment to any
political position or to any position which has the responsibility of making
investigations, inquiries or findings on any subject, or to any position which

has the responsibility of submitting advice, opinion or recommendation after

carrying out a study or research on any subject.
Article 126 Functions, duties and powers of Public Service Commission:
It shall be the duty of the Public Service Commission to conduct examinations for
the selection of suitable candidates to be appointed to the positions in the civil
service Explanation: For the purposes of this Article, all services or positions in
the Government of Nepal, other than the services and positions of army officers or
soldiers and of armed police and police personnel and such other services and
positions as are excluded by an Act from the civil service or positions thereof,

shall be deemed to be the civil service or positions thereof.

No permanent appointment to any pensionable position in the civil service shall
be made except in consultation with the Public Service Commission.
The Public Service Commission shall be consulted:
(a) On matters concerning the law relating to the conditions of service of the civil
service;
(b) On the general principles to be followed in making appointment and
promotion to the civil service or positions thereof and in taking departmental
action;
(c) On matters concerning the suitability of any candidate for appointment to a
civil service position for a period of more than six months;
(d) On matters concerning the suitability of any candidate for transfer or
promotion from one service to another with the civil service or from any other
government service to the civil service;
(e) On matters concerning the, permanent transfer or promotion of any employee
working in any position which does not require consultation with the Public
Service Commission to any position which requires consultation with the

Public Service Commission; and

(f) On matters relating to departmental action propose against any civil servant.
Notwithstanding anything contained in Clause (3), matters falling within the
purview of the Judicial Service Commission pursuant to Article 114 shall be

governed by that Article.

The Public Service Commission shall be consulted on the general principles to be
followed in the course of making appointment and promotion to any position of
the military service, armed police service or police service or other government
service.
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If any public corporate body intends to seek advice of the Public Service
Commission on the laws in force relating to the conditions of service of the
employees in the service of such body and on the general principles to be
followed in the course of making appointment and promotion to any position of
such service and in taking departmental action against any such employee, the
Public Service Commission may advise on such matters.
For the purposes of this Article, the expression "public body" shall mean any
corporate body of which the Government of Nepal owns or controls fifty percent

or more of the shares or assets.

The Public Service Commission may delegate any of its functions, duties and
powers to any of its members, a committee of such members or any employee of
the Government of Nepal as to be exercised and complied with subject to the

specified conditions.
Subject to this Constitution, other functions, duties and Rules of procedure of the

Public Service Commission shall be as determined by law.

Article 127 Annual Reports:
The Public Service Commission shall, every year, submit to the President; an
annual report on the works it has performed, and the President shall arrange to

submit such report to the Legislature- Parliament, through the Prime Minister.
The annual report to be submitted pursuant to Clause (1) shall set out, inter alia,
the details of examinations conducted by the Public Service Commission to select
candidates throughout the year, details of examinees who have passed such
examinations, details of advice made to various corporate bodies, details of advice
made in relation to departmental action and punishment proposed to be taken
against and imposed on civil servants, statements whether such advice has been
complied with, details of advice, if any, made in relation to the general principles
to be followed while making appointment and promotion to any position of any
government service and while taking departmental action concerning such
position and details of future reforms to be made in the field of civil service.

1.1.1.2 ORGANIZATIONAL STRUCTURE

INSTITUITIONAL

In order to support the Commission, there is a Central Secretariat (CS), headed by the
secretary. As an executive head of the secretariat, the secretary is responsible for
implementing the decisions of the Commission into effect as well as for monitoring,
coordinating and controlling the administrative and fiscal activities of the Commission in
Conformity to the laws currently in force. Presently, there are five divisions in the Central
Secretariat, i.e., examination division, question-paper moderation and recommendation
division, administration and planning division, testing techniques and curriculum
division, and legal division. Each division is headed by a joint secretary. In addition, there
are five Regional Directorates (RDs) each in a Development Region, nine Zonal Offices
(ZOs) and a Kathmandu Valley Application Collection Centre (KVACC). Directors (joint
secretary level) in all RDs and office chiefs (under secretary level) in all ZOs as well as
KVACC are deputed as the chief of the respective organization. All the employees
working in CS, RDs, ZOs and KVACC belong to NCS.
Human Resources
Altogether three hundred and seventy one positions of civil employees have been created
for CS as well as RDs, ZOs, KVACC. Of these positions, 86 positions fall in the various
hierarchies in the gazette level whereas 215 belong to the non-gazetted level and
remaining others belong to classless category.

1.1.2 MEANING OF RECRUITMENT

Recruitment refers to the process of attracting, screening, selecting, and on boarding a
qualified person for a job. Recruitment means to estimate the available vacancies and to
make suitable arrangements for their selection and appointment. Recruitment is
understood as the process of searching for and obtaining applicants for the jobs, from
among whom the right people can be selected.
A formal definition states, It is the process of finding and attracting capable applicants
for the employment. The process begins when new recruits are sought and ends when
their applicants are submitted. The result is a pool of applicants from which new
employees are selected. In this, the available vacancies are given wide publicity and
suitable candidates are encouraged to submit applications so as to have a pool of eligible
candidates for scientific selection. In recruitment, information is collected from interested
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candidates. For this different source such as newspaper advertisement, employment

exchanges, internal promotion, etc. are used.
In the recruitment, a pool of eligible and interested candidates is created for selection of
most suitable candidates. Recruitment represents the first contact that a company makes
with potential employees.
Definition:
According to FLIPPO,Recruitment is the process of searching for prospective
employees and stimulating them to apply for jobs in the organization.
According to Costello (2006) recruitment is described as the set of activities and
processes used to legally obtain a sufficient number of qualified people at the right place
and time so that the people and the organization can select each other in their own best
short and long term interests. In other words, the recruitment process provides the
organization with a pool of potentially qualified job candidates from which judicious
selection can be made to fill vacancies. Successful recruitment begins with proper
employment planning and forecasting. In this phase of the staffing process, an
organization formulates plans to fill or eliminate future job openings based on an analysis
of future needs, the talent available within and outside of the organization, and the current
and anticipated resources that can be expanded to attract and retain such talent.
Recruitment is the discovering of potential candidates for actual or anticipated
organizational vacancies. (Decenzo, and Robbins, 1993). Recruiting is that set of an
organization used to attract job candidates who have the abilities and attitudes needed to
help the organization achieve its objectives. (Ivancevich, and Glueck,1989).
Job analysis
The proper start to a recruitment effort is to perform a job analysis, to document the
actual or intended requirement of the job to be performed. This information is captured in
a job description and provides the recruitment effort with the boundaries and objectives
of the search. Oftentimes a company will have job descriptions that represent a historical
collection of tasks performed in the past. These job descriptions need to be reviewed or
updated prior to a recruitment effort to reflect present day requirements. Starting
recruitment with an accurate job analysis and job description insures the recruitment
effort starts off on a proper track for success.

1.1.2.1 Purpose and importance of Recruitment:

Determine the present and future requirements of the organization on conjunction

with its personnel-planning and job analysis activities.

Increase the pool of job candidates at minimum cost.
Help increase the success rate of the selection process by reducing the number of

visibly under qualified or overqualified job applicants.

Help reduce the probability that job applicants, once recruited and selected, will

leave the organization only after a short period of time.

Meet the organizations legal and social obligations regarding the composition of

its work force.

Begin identifying and preparing potential job applicants who will be appropriate

candidates.
Increase organizational and individual effectiveness in the short term and long

term.
Evaluate the effectiveness of various recruiting techniques and sources for all

types of job applicants.

Recruitment is a positive function in which publicity is given to the jobs available
in the organization and interested candidates are encouraged to submit
applications for the purpose of selection.

Recruitment represents the first contact that a company makes with potential employees.
It is through recruitment that many individuals will come to know a company, and
eventually decided whether they wish to work for it. A well-planned and well-managed
recruiting effort will result in high quality applicants, whereas, a haphazard and
piecemeal efforts will result in mediocre ones.
Recruitme
nt
1.1.2.2 Process of Recruitment
The recruitment process consists of the series of steps through which
applicants pass.
Internal
Each step serves as a hurdle which
the successful
candidate must cross.
Locating
Sources
of Recruitment
Fig.-1.1 Process of recruitment
External
9

Attracting
qualified
candidates to
Apply

Source: Agrawal, (2010)

Locating Sources of Recruitment
This step identifies sources of qualified candidates. They can be:
Internal, within the organization
External, outside the organization
Attracting qualified candidates to apply
This step encourages candidates to apply for the jobs. A pool of qualified candidates is
developed.
1.1.2.3 Sources of Recruitment
Every organization has the option of choosing the candidates for its recruitment processes
from two kinds of sources (Internal and External Sources). The sources within the
organization itself (like transfer of employees from one department to other, promotions)
to fill a position are known as the internal sources of recruitment.

Recruitment

candidates from all the other sources (like outsourcing agencies etc.) are known as the
external sources of recruitment. The Recruitment Sources in the recruitment process are
the sources of candidates. Generally, the HRM Function recognizes two main sources of
candidates for the job positions: internal and external sources of candidates.
1.1.2.3.1 Internal Sourcing
Internal Recruitment is a recruitment which takes place within the concern or
organization. Internal sources of recruitment are readily available to an organization.
Internal sources are primarily three Transfers, promotions and Re-employment of exemployees. Re-employment of ex-employees is one of the internal sources of recruitment
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in which employees can be invited and appointed to fill vacancies in the concern. There
are situations when ex-employees provide unsolicited applications also.
Internal recruitment may lead to increase in employees productivity as their motivation
level increases. It also saves time, money and efforts. But a drawback of internal
recruitment is that it refrains the organization from new blood. Also, not all the
manpower requirements can be met through internal recruitment. Hiring from outside has
to be done. Internal sources are primarily. Such sources are:
Promotions &Transfers
Promotion is an effective means using job posting and personnel records. Job
posting requires notifying vacant positions by posting notices, circulating
publications or announcing at staff meetings and inviting employees to apply.
Promotions has many advantages like it is good public relations, builds morale,
encourages competent individuals who are ambitious, improves the probability of
good selection since information on the individuals performance is readily
available. Transfers are also important in providing employees with a broad-based

view of the organization, necessary for future promotions.

Employee Referrals
Employees can develop good prospects for their families and friends by
acquainting them with the advantages of a job with the company, furnishing them
with introduction and encouraging them to apply. This is a very effective means as

many qualified people can be reached at a very low cost to the company.
Former Employees
These include retired employees who are willing to work on a part-time basis,
individuals who left work and are willing to come back for higher compensations.
Even retrenched employees are taken up once again. The advantage here is that
the people are already known to the organization and there is no need to find out

their past performance and character.

Dependents of deceased employees
Usually, banks follow this policy. If an employee dies, his / her spouse or son or
daughter is recruited in their place. This is usually an effective way to fulfill social

obligation and create goodwill.

Retired Employees

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At times, management may not find suitable candidates in place of the one who
had retired, after meritorious service. Under the circumstances, management may
decide to call retired employees with new extension.
Methods of Internal Recruitment
The methods used for internal recruitment are:

Job Posting
Job posting is the most common way. It requires that management post or
otherwise circulates listings of available job openings. The listings provide
information contained in the job description and job specification, as well as
information concerning compensation. Employees indicate their interest formally,
either through their immediate supervisor or through the human resource
department. In some organizations, the job posting program is coupled with a
skills inventory, this inventory of employee skills, attributes, and performance
data is used to match current employees with the requirements of the job
openings.

Human resource Inventory Search Methods

It is a search of human resource inventory currently employed in the organization.
It tells management what individual employees can do. The information includes
in the inventory about each employee is:
a) Personal: Name, age, sex, marital status
b) Educational qualifications/professional qualifications
c) Training undertaken/special skills
d) Employment experience/current position held/seniority
e) Performance ratings
f) Language spoken
g) Capabilities
h) Job and location preferences
Human resource inventory can be manual or computerized. It is searched to
quickly identify qualified employees within the organization to fill up the
vacancies.

Advantages of Internal Sourcing

There are various advantages of internal recruitment which are given as follows:
Easier to assess applicants since more information is available
Less costly and quicker than an external search
Promoted employee is already familiar with organization policies, culture, etc.
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Signals to employees that career opportunities exist in organization

Improve employee morale and organization loyalty
Lower costs for some jobs
Less likely to make major changes and upset the apple cart

Disadvantages of Internal Sourcing

Narrowing of thinking and stale ideas (inbreeding)
May not help turn company around
Training will be needed and learning curve will occur for the job duties
Internal politics will occur (e.g., possible discontent of rejected applicants; new

subordinates discount new boss knowledge and expect special treatment; etc.)
Difficult to do with rapid growth
Affirmative action goals may be more difficult to achieve
Ripple effect
Smaller talent pool / fewer applicant

1.1.2.3.2 External Sourcing

The external recruitment sources bring job candidates from the external environment
using different techniques. The oldest, but still pretty efficient is a newspaper job
advertisement. Many HRM Professionals do not believe in the power of the newspaper
advertising, but for many jobs it is still one of the best techniques with the best
cost/income ratio. External sources of recruitment have to be solicited from outside the
organization. External sources are external to a concern. But it involves lot of time and
money .The external sources of recruitment include Employment at factory gate,
advertisements, employment exchanges, employment agencies, educational institutes,
labor contractors, recommendations etc. Such sources are:
Press Advertisement
It is a popular method of seeking recruits, as many recruiters prefer
advertisements because of their wide reach. Want ads describe the job benefits,
identify the employer and tell those interested how to apply. Newspaper is the
most common medium but for highly specialized recruits, advertisements may be
placed in professional or business journals. Recruitment advertisements can also

serve as corporate advertisements to build company image. It also cost effective.

Professional or Trade Associations
Many associations provide placement service to its members. It consists of
compiling job seekers lists and providing access to members during regional or
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national conventions. Also, the publications of these associations carry classified

advertisements from employers interested in recruiting their members. These are
particularly useful for attracting highly educated, experienced or skilled

personnel.
Labor Contractors
They are used to recruit casual workers. The names of the workers are not entered
in the company records and, to this extent; difficulties experienced in maintaining

permanent workers are avoided.

Consultants
They are in the profession for recruiting and selecting managerial and executive
personnel. They are useful as they have nationwide contacts and lend
professionalism to the hiring process. They also keep prospective employer and

employee anonymous. However, the cost can be a deterrent factor.

Walk-ins, Write-ins and Talk-ins
The most common and least expensive approach for candidates is direct
applications, in which job seekers submit unsolicited application letters or
resumes. Direct applications can also provide a pool of potential employees to
meet future needs. From employees viewpoint, walk-ins are preferable as they
are free from the hassles associated with other methods of recruitment. While
direct applications are particularly effective in filling entry level and unskilled
vacancies, some organizations compile pools of potential employees from direct
applications for skilled positions. Write-ins are those who send written enquiries.
These jobseekers are asked to complete application forms for further processing.
Talk-ins involves the job aspirants meeting the recruiter (on an appropriated date)
for detailed talks.

Methods of External Recruitment

Once the labor markets and recruiting yields have been determined, the best means for
contacting, informing, and creating interest in potential applicants must be selected. The
firm may select one or more recruitment strategies to accomplish this. A recruitment
strategy consists of a plan combining recruitment personnel, resources, and recruiting
methods. Some of the methods of external recruitment are given as follows:

Print and Electronic Media Advertisements

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Employers use newspaper advertisements for many reasons. Such as:

Job openings can be announced quickly.
They are fairly inexpensive compared with other methods, and more than
one position can be included in the same advertisement.
Newspaper advertisements offer flexibility to employers (free-timetable,
blind advertisements).
The use of electronic media in recruitment has also increased. Radio, cable TV,
and electronic bulletin boards have all proven to be effective competition for the
printed medium.

Public Employment Service

Public employment agencies are an excellent source of blue-collar and hourly
workers. There are some agencies who list all those individuals out of work who
are eligible and wish to receive unemployment compensation, as well as many
first-times or less steadily employed job seekers.

Private Employment Agencies

Private employment agencies can serve as an excellent source of qualified
applicants for a wide range of job openings. These agencies typically specialize in
the skill level or profession of the applicants that they provide, and they charge
fees to either the applicant or the organization (fee paid) for successful
placements. Such fees vary from established fixed fees to percentages of the
successful applicants yearly salary.

Advantages of External Sourcing

There are various advantages of External recruitment which are given as follows:
Provides new ideas / fresh perspectives
May bring new insights from other industries
Initiate a turnaround
Hiring experienced employee can reduce training needed
Internal politics may be avoided (e.g., less upsetting to present organizational

hierarchy)
Allows rapid growth
Increase diversity
Only hire at one level
Bigger talent pool / more applicants

Disadvantages of External Sourcing

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Less information available on applicants

Search takes longer and costs more
Outsider takes time to become familiar with current systems and organization

culture
Destroys incentive of present employees to strive for promotion
Can hurt employee morale and loyalty
May have to pay more for the job
Current organization members may fight new ideas
1.1.2.3.3 Third-Party Sourcing
Third-Party sourcing involves using a placement agency or headhunter to find qualified
job candidates. These third-party sources use various techniques and tools to find
appropriate job applicants, such as extending offers of imposed salary compensation and
more flexible benefit packages. They are useful in specialized and skilled candidate
working in a particular company. An agent is sent to represent the recruiting company
and offer is made to the candidate. This is a useful source when both the companies
involved are in the same field, and the employee is reluctant to take the offer since he
fears, that his company is testing his loyalty.
1.1.3

Meaning of Selection

The process of interviewing and evaluating candidates for a specific job and selecting an
individual for employment based on certain criteria. Employee selection can range from a
very simple process to a very complicated process depending on the firm hiring and the
position. Certain employment laws such as anti-discrimination laws must be obeyed
during employee selection. Selection is the process of choosing among people who apply
for work with an organization. No organization can function effectively without the right
quality of people. Selection is the process of choosing the most suitable candidate for a
particular position from among the prospective applicants. The goal is to select the right
person for the right job. Selection follows recruitment. It is concerned with hiring as well
as rejecting the applicants.
Definitions:
According to wendell French, selection is the process of choosing among people who
apply for work with an organization
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According to Werther and Davis, The selection process is a series of steps used to
decide which recruits should be hired.
According to DeCenzo and robbins, Selection activities predict which job applicant
will be successful if hired.
Selection is a two-way process. The employer chooses the employee. The employee
chooses the employer. An optimal fit between the job and the person should be achieved
by the selection process. But selection must be differentiated from recruitment, though
these are two phases of employment process. Recruitment is considered to be a positive
process as it motivates more of candidates to apply for the job. It creates a pool of
applicants. It is just sourcing of data. While selection is a negative process as the
inappropriate candidates are rejected here. Recruitment precedes selection in staffing
process. Selection involves choosing the best candidate with best abilities, skills and
knowledge for the required job.
1.1.3.1 Essentials of Selection Procedure
The selection process can be successful if the following requirements are satisfied:
Someone should have the authority to select. This authority comes from the
employment requisition as developed by an analysis of the work-load and work

force.
There must be some standard of personnel with which a prospective employee
may be compared i.e., a comprehensive job description and job specification

should be available beforehand.

There must be sufficient number of applicants from whom the required number of
employees may be selected.

1.1.3.2 Process of Selection

The selection process differs from organization to organization. The Employee selection
Process takes place in following order:
Application form Evaluation
The candidates who clear the preliminary interview are required to fill application blank.
It contains data record of the candidates such as details about age, qualifications, reason
for leaving previous job, experience, etc.
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Preliminary Interview
It is used to eliminate those candidates who do not meet the minimum eligibility criteria
laid down by the organization. The skills, academic and family background,
competencies and interests of the candidate are examined during preliminary interview.
Preliminary interviews are less formalized and planned than the final interviews. The
candidates are given a brief up about the company and the job profile; and it is also
examined how much the candidate knows about the company.
Selection Tests
Written Tests
Various written tests conducted during selection procedure are aptitude test,
intelligence test, reasoning test, personality test, etc. These tests are used to
objectively assess the potential candidate. They should not be biased.
Classification of Tests on the Basis Of Human Behavior
Aptitude or potential Ability Test
Such tests are widely used to measure the latent ability of a candidate to learn new
jobs or skills. They will enable us to know whether a candidate if selected, would
be suitable for a job, which may be clerical or mechanical. These tests may take
one of the following forms:
Mental or Intelligence Test measures and enables to know whether he or she
has mental capacity to deal with new problems.
Mechanical Aptitude Test measures the capacity of a person to learn a
particular type of mechanical work. This could help in knowing a persons
capability for spatial visualization, perceptual speed manual dexterity, visual

motor coordination or integration, visual insights etc.

Psychometric tests these tests measures a persons ability to do a specific job.
Achievement Test
It is also known as proficiency test. They measure the skill, knowledge which is
acquired as a result of a training program and on the job experience they
determine the admission feasibility of a candidate and measure what he/she is

capable of doing.
Personality tests
These tests aim at measuring those basic make up or characteristics of an
individual which are non-intellectual in their nature. In other words they probe
18

deeply to discover clues to an individuals value system, his emotional reactions

and maturity and motivation interest his ability to adjust himself to the illness of
the everyday life and his capacity for interpersonal relations and self-image.
Selection Interview
Interviews are a crucial part of the recruitment process for most organizations. Their
purpose is to give the selector a chance to assess the candidate and to demonstrate their
abilities and personality. Its also an opportunity for an employer to assess them and to
make sure the organization and position are right for the candidate. An interview is an
attempt to secure maximum amount of information from candidate concerning his
suitability for the job under consideration.
Reference Checks

Application form
Evaluation
Offers of appointment are subject to references and security checks. The references given
in the candidate's application will be taken up and a security check will be conducted.
Security checks can take a while if the candidate has lived abroad for any period of time.
Medical or Physical Examination
Preliminary Interview
Medical tests are conducted to ensure physical fitness of the potential employee. It will
decrease chances of employee absenteeism.
Selection Tests
Fig.-1.2 Process of selection

Selection Interview

Reference Checks

Medical or physical
Examination
19

Hiring Decision

Source: Agrawal, (2010)

Hiring Decision
Those individuals who perform successfully on the employment tests and the interviews,
and are not eliminated by development of negative information on either the background
investigation or physical examination are now considered to be eligible to receive an
offer of employment. Who makes that employment offer? For administrative purpose the
personnel department should make the offer. But their role should be only administrative.
The actual hiring decision should be made by the manager in the department that had the
position open. A reference check is made about the candidate selected and then finally he
is appointed by giving a formal appointment letter.
1.1.3.2 PROBLEMS IN EFFECTIVE SELECTION
The main objective of selection is to hire people having competence and commitment.
This objective often defeated because of certain barriers. The impediments, which check
effectiveness of selection, are perception, fairness, validity, reliability and pressure.
Perception: -Our inability to understand others accurately is probably the most

fundamental barrier to selecting the right candidate.

Selection demands an individual or a group of people to assess and compare the
respective competencies of others, with the aim of choosing the right persons for

the jobs. But our views are highly personalized.

Fairness in selection requires that no individual should be discriminated against
on the basis of religion, region, race or gender. But the low numbers of women
and other less privileged sections of the society in middle and senior management
20

positions and open discrimination on the basis of age in job advertisements and in
the selection process would suggest that all the efforts to minimize inequity have

not been effective.

Validity, as explained earlier, is a test that helps predict job performance of an
incumbent. A test that has been validated can differentiate between the employees
who perform well and those who will not. However, a validated test does not

predict job success accurately. It can only increase possibility of success.

Reliability: -A reliable method is one, which will produce consistent results when
repeated in similar situations. Like validated test, a reliable test may fail to predict

job performance with precision.

Pressure: - Pressure is brought on the selectors by politicians, bureaucrats,
relatives, friends and peers to select particular candidates. Candidates selected
because of compulsions are obviously not the right ones. Appointments to public
sectors undertakings generally take place under such pressures.

1.1.4

Placement and Socialization

Placement involves assigning a specific rank and responsibility to the selected candidate.
It implies matching of job requirements with the qualification of the candidates.
Placement is allocation of new employees to job. Proper placement builds a competent
and satisfied work force. Not only the person should be suitable for the job but also the
job should be suitable to the person. When selected candidates report for duty, they
should be placed in the right job. A misplaced employee is a frustrated employee.
Promotions, transfers and demotions also require placement actions.
The first placement is for a probation period, usually extending from 6 months to 12
months. Orientation and pre-service trainings are given to the employee during the
probation period. If the performance is satisfactory during the probation period, the
employee is given tenure (permanent posting). If the performance is unsatisfactory, the
probation period may be extended or the employee is asked to quit the job. Some
employees may themselves like to quit the job during the probation period if they are not
satisfied with the job or placement.
Proper placement leads to following benefits:
Reduced employee turnover, absenteeism and accidents.
Improved employee morale and job satisfaction.
21

Better adjustment to job and work environment by the candidate; performance on

the job matches the expectations.

Socialization is the ongoing process through which an employee begins to understand
and accept the values, norms and beliefs held by others in the organization. It is simply
the process of adaptation. It makes a fit between the employee and the job in the
organizations cultural context. It ensures that the performance of roles by employees
conform to the value and norms of the organization. It is learning the policy of
organization. Socialization is the process of adaptation or adjustment or assimilation of
the new employees in the organization.
It is the process by which person acquires the knowledge, skills, and decision that make
them more or less able manners of their society. When a person becomes a member of an
organization s/he needs socialization. Initial period of organizational socialization is very
much important to both organization and employee. Employees future career
development is strongly influenced by the development of values, attitudes, and behavior
patterns during this period.
1.1.4.1 Process of Socialization
Socialization is a process of adaptation that takes place as individuals attempt to learn the
values and norms of work roles. Socialization can be conceptualized as a process made
up of three stages namely:
Pre-arrival Stage
This is the period of learning in the socialization process that occurs before a new
employee joins the organization. The pre-arrival stage explicitly recognizes that each
individual arrives with a set of values, attitudes, and expectations. They influence values,
norms, and attitudes of employees. They shape employee perception.
Encounter Stage
The first entry of the employee into the organization is the encounter stage. This is the
stage of socialization process in which, a new employee sees what the organization is
really like and confronts the possibility that expectations and reality may diverge. In this
stage, there is possibility between expectation and reality.
22

Where expectation and reality differ, the new employee must undergo socialization that
will detach his/her previous assumptions and replace them with another set that the
organization deems desirable.
Metamorphosis stage
This is the stage of change in which, a new employee changes and adjust to the job, work,
group, and organization.
Finally the new member must work out a problems discovered during the encounter
stages. This may mean going through changes-hence this is called the metamorphosis
stage. Socialization/metamorphosis is complete when new members become comfortable
with the organization and their work teams/groups.

Fig.-1.3 Process of Socialization

Pre-arrival
Stage

Caree
r

Encounter
Metamorph
Source:
Robbins,
(2005:496)
Stage
osis Stage

1.1.4.2 Purpose of Socialization

Turnov
er

Socialization is a process of adaptation by a new employee to job environment and

organizational culture. Its purposes are:
Fig.-1.4 Purpose of Socialization

Purpose of
Socialization

Improve

Performan
ce

Increase
Organizatio
nal
Stability

Reduce
Employee
Anxiety

23

Screen out
Deviant
Employee

Source: Agrawal, (2010:153)

Improve Performance
Socialization helps new employees to understand and accept the organizations culture.
This helps to achieve better employee performance.
Increase organizational stability
Effective socialization provides favorable impression about the job and the organization.
This results in low rates of employee turnover. This helps to increase organizational
stability.
Reduce Employee Anxiety
New employees suffer from anxiety. Socialization helps them to internalize the norms,
values and attitudes of other members of the organization. They learn about dos and
donts. They also get familiar with job environment. This gives them a feeling of
belongingness and acceptance. The anxiety of new employees is reduced. Employees feel
confident, satisfied, and committed.
Screen out deviant employees
Socialization process ensures that deviant, rebellious and norm-rejecting type employees
are screened out. New employees which are on probation and of wrong type can be
spotted for screening out during socialization.
1.2 Area of the study
Human resource management is a process consisting of the acquisition, development,
motivation, and maintenance of human resources. Hence, it is a foremost part of the
24

organization. The report deals with the recruitment and selection process in terms of
theoretical point of view and the practical use. The study allow learning about the
recruitment and selection issues, importance, modern techniques and models used to
make it more efficient. The study helps to learn the practical procedures followed by the
leading organizations. Moreover the study helps to differentiate between the practice and
the theories that direct to realize how the organization can improve their recruitment and
selection process. Since PSC is regarded as one of the most credible modes of
recruitment. The objective of PSC is to ensure the recruitment of qualified employees to
the government offices. So, it has a wide area of the study.
1.2

Issues to be Addressed / Questions to be Answered

The objective of PSC is to recruit Competent and energetic people effectively. The
research questions which served as a guide to the study are:
What are the recruitment and selection practices of PSC?
What is the effectiveness of the recruitment and selection practices of PSC?
How do recruitment and selection practices affect the performance and

development of PSC?
What are the challenges associated with the recruitment and selection practices of

PSC?
What are the ways to help improve human resource planning and development?
What are the various steps involved in recruitment and selection process of PSC?
How many people are regained during the period of establishment?
Is there proper utilization and mobilization of the human resources in

organizations?
How to regulate the employees skills (managerial & mechanical) in PSC?
What is the situation of HR supply in PSC?

1.4 Objectives of the Study

Broad objective of this study is to know overall about the Public Service Commission and
recruitment and selection process of the organization and other specific objectives are as
under:

To know the prospects of recruitment and selection procedure.

To analyze the functioning of recruitment and selection procedure.
To study the changes in recruitment policy in the organization.
To know how the company fulfills its manpower requirements.
25

1.5 Need of the Study

Human resources are vital for achieving organizational objectives. Better people achieve
better results. Organizational effectiveness depends on the performance of people
working in organizations. So, it is necessary to find right people for right positions at the
right time. Since recruitment is concerned with searching for prospective employees and
stimulating them to apply for the job and selection concern with choosing among people
who apply for work with an organization.
This study helps in following ways:

It helps to study the perceived effectiveness and efficiency of the recruitment and
selection policy implemented in PSC.

It facilitates base for future research on the recruitment and selection practices.

It helps to study the current trend in HR supply in the organization.

It helps to study about the enrollment process of PSC.
Due to the given reasons the field study is conducted in order to know more specifically
about Public service commission.
1.6 Organization of the Study
Organization of the study includes chapter plan, methodology of the study, research
design of the study, sources of data, data analysis tools and techniques. It simply
organizes the overall procedural work of the study. It deals with collection, presentation
and analysis of data which ultimately leads to major findings.
1.6.1

Chapter Plan

The field study is presented into three major divisions also known as chapters to make the
presentation of study more clear. First chapter contains introduction parts of the study. It
includes introduction of the study, constitutional provisions, meaning of recruitment,
purpose of recruitment, process of recruitment, sources of recruitment, internal
recruitment, external recruitment, advantages and disadvantages of internal and external
recruitment, methods of recruitment, third party sourcing, meaning of selection, process
of selection, problems in selection process, concept of placement and socialization,
process of socialization, purpose of socialization, issues to be answered, objectives of the
26

study, methodology of the study, limitation of the study. Similarly, second chapter
contains presentation and analysis of data, recruitment process of the organization,
organization structure of recruitment committee, human resource management system,
total working manpower of the organization, major findings. And lastly third chapter
contains summary, conclusion, and recommendations.
1.6.2 Methodology of the study
Various methodologies were used in the process of this field study. Primary and
secondary sources of data were used in the research. Questionnaires were used in the
collection of the primary data. Secondary data was sourced through the use of books,
articles, journals, and handouts on human resource development. Electronic search
engines such as the internet and Encarta encyclopedia were also used. For this field report
the various methods are used such as questionnaire method, survey, direct interview with
the responsible personnel related to this report. A recommendation letter was provided by
the PSC. A meeting was arranged with the recruitment nanager of PSC and other staff
member. The teacher of the campus as well as the staffs of PSC gave various suggestions
and consultations. The annual report of PSC also facilitated various important
information which was used according to the need of the study.
1.6.3

Research design

A research design is the specification of methods and procedures for acquiring the
information needed to structure or to solve a problem. It is the overall operation pattern
and framework of the project that stipulates what information is to be collected from
which source, and what procedures. The research design is a framework or a general plan
for the study guiding the collection and analysis of data. It is the strategy of obtaining
information for the purpose of conducting a study and making generalizations about the
problem. It is a blueprint specifying the method to be adopted for gathering and analyzing
data. The main objective of the study is to analyze the way how they selected and do
recruit to the necessary manpower of the institution and proved suggestions on the basis
of order to fulfill objectives. A research design is the arrangement of condition for
collection and analysis of data in a manner that aims to combine relevance to research
purpose with economy in procedure.
27

Definitions
Kerlinger (1986): Research design is the plan, structure, and strategy of investigation
conceived so as to obtain answers to research question. The plan is the overall scheme or
program of the research. It includes an outline of what the investigator will do from
writing the hypotheses and their operational implications to the final analysis of data.
Burns and Grove (2003:195) define a research design as a blueprint for conducting a
study with maximum control over factors that may interfere with the validity of the
findings.
Parahoo (1997:142) describes a research design as a plan that describes how, when and
where data are to be collected and analyzed.
Polit et al (2001:167) define a research design as the researchers overall for
answering the research question or testing the research hypothesis.
1.6.4

Sources of Data

The data for the survey are collected from two sources. Such sources are primary &
secondary source of data.
Primary source
Using personal interview technique primary data were obtained through various
questionnaires. A formal meeting was conducted with Mr. Ramesh Sharma (joint
secretory) and Mr. Tika Dutta Niraula (member) in order to get first-hand information. A
simple question answer session was also conducted with other employees.
Secondary Source
The data were collected from various booklets, pamphlets, magazines, websites, reports
submitted by the seniors, annual report of public service commission and other published
journals etc. Different presentation regarding PSC and interim constitution (2007) also
facilitated necessary information required for the completion of this field report.

1.6.5

Data analysis tools and techniques

As argued by Saunders et al., (2009), data collected can only be useful if it has been
analyzed and interpreted. Before the analysis, codification, classification and the tallying
of facts was done. That is, the results of the study were presented according to the various
research questions that the study focused on. The objectives serve as salient headings in
28

the process Different data collected through primary as well as secondary sources are
analyzed using various tools and techniques. Statistical tools such as charts, tables,
diagrams, graphs are very useful tool to analyze the available data and to predict about
the trend and the hidden fact in the relation. So, different related tools from the
statistically tool are utilized in terms of research objectives in employee recruitment and
selection procedure.
1.7 Limitation of the study
Though the study is made in a much systemized way, some issues were hindrance to the
field study. Some of the limitations are given as follows:
The time to complete this report was very limited.
Data collected cannot be asserted to be free from errors because of bias on behalf

of the respondents.
The accuracy of the study is based on the information given by the respondents.
This report is prepared only for fulfillment of requirement of bachelor of Business
Administration (BBA) program.

CHAPTER-II
DATA PRESENTATION AND ANALYSIS
Data presentation and analysis is the second most important part of the field report. In
this part various information are collected and presented in form of tables, charts, graphs,
bar diagrams. The sources of data were primary as well as secondary sources. Primary
sources were questionnaire, interview whereas secondary sources were annual reports,
journals, reports of seniors, websites etc. Only presentation of data might become
difficult for others to understand so analyzed interpretations are presented in this chapter.
2.1 Selection Process

29

The details of work processes and methods in order to be adopted by the PSC to perform
the mandated institutional functions, such as-design of curriculums and selection tests,
conduction of tests, delivery of advisory services, and hearing of complaints have been
provisioned in the Public Service Commission Act, 2010 and Public Service Commission
Procedure Rules, 2010. The major activities of PSC include- collection of statements of
vacant positions from the concerned government organizations on yearly basis,
determination of ratio of positions to be fulfilled through competitions of different types,
advertisement and notification of vacancies, design and conduction of selection tests,
delivery of advisory services and hearing
of complaints against the decision of the
Vacancy
Demands
promotion committees. For all the civil
service positions to be fulfilled through open
(Ministries/Depar
tment offices)

competitive examinations and internal

competitions,
tment
offices) the major selection tests are written
examinations and interview, with some practical tests in the case of a few technical
positions like computer assistant/ engineer, driver, etc. and non-gazetted class two
Advertiseme

Percentage
AnnualThe process of candidate selection is also
(nontechnical) positions.
shown in Figure-1
nt/Notice
Calendar

Exper
t

allotment

Figure-2.1
Question Candidate Selection Process

Application

Construction

Question Paper
Preparation/Mod
eration

Exper
t

Publication

Exper
t

Conduction of
Written
Examination

Second
Coding

Double
Coding
Evaluation
of Answer
Copies

Exper
t

First Coding

Written
Examination
Result
Publication

Interview
30

Recommendation

Exper
t

Decodin
g

Interview
Board

Source: Annual Report of PSC (2007-2012)

Curriculum design:
Curriculums for every post are designed by the commission. In the process of
designing/redesigning curriculum, the commission takes the views of the concerning
organizations (ministries/departments), and experts. When the task of designing/
redesigning the curriculum is over, it is published and for the easy access to the
concerned people, it is immediately uploaded in the website of the commission
(www.psc.gov.np). So far the curriculums of various classes/levels and service group
related to all the services of NCS are up-dated.
Collection of vacancies:
The commission collects the vacancies from the ministries/departments/offices as per its
annual calendar following the provision of the Civil Service Act and Regulations.
Determination of the methods for selecting candidates to fill in vacancies:
After

collecting

the

number

of

vacant

positions

belonging

to

various

services/groups/posts, the commission determines the methods for selecting candidates as

provisioned in the Public Service Commission Procedure Rules, 2010. The methods in
practice are written tests, practical test (only for a few technical positions) and interview.
Apart from these, the Commission can adopt any other method if seems appropriate.
Advertising notices:
Calling the applications from the interested eligible candidates for each post by each
method, advertising notice is published in the Gorkhapatra (National Daily), Weekly
Bulletin of the Commission and the website of the commission (www. psc.gov.np).
Application registration:
31

The interested eligible candidate can register duly filled application form (in the
prescribed format) for the vacant position advertised through the commissions notice
within the time-frame at any of the offices mentioned in the advertisement/notice. Along
with the application form the candidate has to submit the photocopies of all the required
documents and the examination fee for each post.
Construction of question papers:
The commission nominates different experts from the roster updated every year by the
Commission for preparing questions for written and practical tests. Throughout the
process of nominating experts and the activity of constructing raw as well as final
question sets secrecy is maintained strictly.
Conduction of written tests:
The written tests are conducted very carefully focusing in the credibility of the
Commission as well as the seriousness of the competitive examinations. The Commission
has formulated and enforced the Directives for the conduction of its examinations in
order to maintain fairness in each and every activity related to written tests. All the
arrangements related to written test must be based on the directives. Before handing over
the answer copies to experts for evaluation the symbol number of the candidate is coded
two times by two different officials secretly so that the evaluation can be obviously and
strongly fair.
The number of papers for the written test ranges between 1 and 3 carrying 100 to 300
marks. For all technical gazetted positions, two papers each of 100 marks are
provisioned. In case of gazetted class one and two positions, one paper is on general
subjects related to administration, development and respective service and another one on
technical subject related to respective service/group, while both papers are on respective
technical subjects in case of gazetted class three positions.
Likewise, all those applying for the administrative positions belonging to gazetted class
one and two are required to go through written tests on two-papers each carrying 100
marks, one on subjects related to administration, management and development and
another on the disciplines related to respective service or group. However written
examinations for class three officers (Administrative Service, Foreign Service, Judicial
32

Service, Audit Service and Legislative-Parliament Service), to be fulfilled through open

competitive examinations, has been arranged into two phases. In the first phase, the
written test is given for one paper of 200 marks. Only those candidates who obtain at
least 100 marks (50 percent of the total marks) in this paper are eligible to appear in the
second phase written test in which there are three papers, each carrying 100 marks, are to
be attempted. Among these three papers, two are compulsory and one is optional.
Declaration of the result of written tests:
The result of the written test is published in the notice board of the Commissions
respective office, the Gorkhapatra (National Daily), Weekly Bulletin of the Commission
as well as at the website of the Commission. The notice includes the time, date, and place
of the further examinations such as practical test (if any), any other test(s) between
written test and interview, and interview.
Practical tests:
There is the provision of the practical test for a few technical positions like computer
officer, computer assistant, driver, etc., and non-gazetted class one and two
(Non-technical) positions. Likewise, there is the provision of taking some tests such as
informative technology skill test, group discussion, etc. between the written test and
interview for non-technical gazetted class three positions.
Interview:
Candidates for all positions, who have passed the written examinations, must attend an
interview. The minimum full marks for interview being 20 is added by 10 marks for each
paper of 100 full marks; accordingly.
The final selection of the candidate:
The final selection is decided by the performance of the candidate in written examination,
other tests between written examination and interview (if there is/are any) and the
performance of the candidates in interview. The required numbers of candidates are
selected on the basis of merit of the aggregate performance.
Recommendation for appointment:
33

Preparing the mark-sheets of all forms of tests of each candidate of the particular
advertisement/notice, the merit list is prepared. From the merit list, in the merit order, the
candidate(s) in required number is/are recommended for appointment. Besides, the merit
list for appointment, the merit list of alternative candidates and a list for temporary
appointment is prepared and published in case of the advertisement for the positions in
non-gazetted (class two and one) and gazetted class three through open competition.
However, it is notable that there is not the provision of preparing the list for temporary
appointment in case of the advertisement related to inclusive recruitment.

Table-2.1
General performance of the commission (2007/08 to 2011/12 FYs)
S.N
.
1
2
3
4
5
6

7
8

Activities
Vacant positions dealt
with
Advertisements/notice
s published
Number of applicants
Number of question
sets designed
Number of question
sets moderated
Number of
advertisements for
which written
examinations
conducted
Number of answer
copies examined
Number of candidates
selected

FY2011/1
2
3592

FY2010/1
1
3665

FY2009/1
0
4525

FY2008/0
9
1864

FY2007/0
8
3156

1120

1224

1408

783

912

271577
1409

251651
840

300463
1004

86168
641

175122
1286

1016

966

1216

772

1211

911

951

1122

132

216

574865

428494

235512

303610

84292

2818

3836

2387

2635

32

Source: Annual Report of PSC (2007-2012)

It is obvious through the above table that the institutional activities of the PSC have been
expanding in the recent years. The number of positions to be dealt with has increased
34

from 3156 in FY 2007/8 to 3592 in FY 2011/12. Likewise, the number of notices and
advertisements has increased from 912 in FY 2007/08 to 1120 in FY 2011/12. Similarly,
during these five fiscal years, the number of applicants has increased from 1,75,122 in FY
2007/08 to 2,71,577 in FY 2011/12 causing increase in the number of selection tests from
216 to 911 in these years respectively.

Figure-2.2 Vacant positions dealt with

Source: -Table 2.1

In the above figure it has been shown that the numbers of vacant positions are 3156 in
FY2007/08, 1864 in FY2008/09, 4525 in FY2009/10, 3665 in FY2010/11 & 3592 in
FY2011/12. The numbers of vacant positions are highest in FY2009/10 and then it
decreases in the coming years.
Figure-2.3 Advertisements/notices published

35

Source: -Table 2.1

As shown in the given figure the number of advertisements/notices published has
increased from 912 (FY2007/08) to 1224 (2010/11) but again decreases to 1120
(FY2011/12).
FIGURE-2.4 Number of applicants

Source: -Table 2.1

It has been given in following figure number of applicants are increasing yearly but in
FY2008/09 there is the lowest number of applicants that is 86168 but highest in
FY2009/10 that is 300463 But again decreases and then increases to 271577 in
FY2011/12.
Figure-2.5 Number of question sets designed
36

Source: -Table 2.1

According to the given figure number question sets designed were 1286 in FY2007/08,
641 in FY2008/09, 1004 in FY2009/10, 840 in 2010/11 & 1409 in FY2011/12. It shows
the question sets designed has been increased and decreased also.
Figure-2.6 Number of question sets moderated

Source: -Table 2.1

As given in the above graph the number question sets moderated were 1211 in
FY2007/08, 772 in FY2008/09, 1216 in FY2009/10, 966 in 2010/11 & 1016 in
FY2011/12.
Figure-2.7 Number of advertisements for which written examinations conducted

37

Source: -Table 2.1

As shown in the above given figure the number of advertisements for which the written
examinations were conducted is highest in FY2009/10 i.e. 1122 & lowest in FY2008/09
i.e. 772.
Figure-2.8 Number of answer copies Examined

Source: -Table 2.1

As shown in the given figure the number of answer copies has been increasing with the
interval of time i.e. 84292 in FY2007/08, 303610 in FY2008/09, 235512 in FY2009/10,
428494 in FY2010/11 & 574865 in FY2011/12.
Figure-2.9 Number of candidates selected

Source: -Table 2.1

As shown in above given figure maximum candidates are selected in FY2010/11 and the
lowest numbers of candidates are selected in FY2007/08 i.e. 32. In the same way
38

numbers of candidates selected in FY2008/09, FY2009/10 & 2011/12 are 2635, 2387 &
2818 respectively.
2.2 Major Findings
Commencing the above study the researcher drew out the common facts and judgments
i.e. findings regarding PSC. These facts and findings also create difficulties for the
researcher but it is also the responsibility of the researcher. So, the major findings that the
researcher has drawn out are specified as follows:
The organization uses an organized system for selection procedure of employees
which starts with curriculum design proceeds to collection of vacancies and then
determination of the methods for selecting candidates to fill vacancies takes place
and then different advertising notices are published then the application forms get
registered then different question papers are constructed onwards written tests
conducted then the results are declared afterwards practical tests are conducted
then interview session is conducted which results in final selection of the

candidate and finally recommendations are facilitated for appointment.

In the process of curriculum design the commission takes the views of the

concerning organization.
In the same way the advertising notices are published in Gorkhapatra, weekly

bulletin of the commission and the website of the commission (www.psc.gov.np).

The number vacant positions were highest in FY2009/10 i.e.4525.
The advertisements/notices published were highest in number in FY2009/10 i.e.

1408 but then it decreased in passing years.

The total number of applicants was greater in number inFY2009/10 i.e. 300463.
The number of question sets designed was highest in FY2011/12 i.e.1409 as

compared to previous years.

The number of written examination conducted was greater in FY2009/10 i.e. 1122

but then it started decreasing.

The total number of answer copies examined was highest in FY2011/12

i.e.574865.
The final selection of the candidate is decided by the performance of the
candidate in written examination, other tests and interview.

39

The number of candidates selected was highest in FY2009/10 i.e. 3836 as

compared to previous years but then it again started to decrease and were 2818 in

FY2011/12.
There are two sources of recruitment of the organization. They are internal and

external sources.
In the internal sources the organization uses employee referrals, human resource
inventory system, and promotion. In the same way external sources include walk-

ins, advertisements etc.

Total no. of employees working in the organization is increasing with every
passing year.

Chapter-III
Summary, Conclusion Recommendation
3.1 Summary
The purpose of this study was to find out the trend of recruitment and selection process.
This report is prepared for the partial fulfillment of requirement of degree of the bachelor
of business Administration as per the prescribed format of the P.U.
In this report chapter-I includes introduction of the study, introduction of public service
commission, recruitment and selection process, importance of recruitment, various
methods of recruitment, third-party sourcing, meaning of selection, essential elements for
selection process, process of selection, problems in effective selection, area of the study,
objective of the study, limitations of the study. Objective of the study is to know the
prospects of the recruitment and selection procedure and to know functioning of
recruitment and selection process etc. Likewise, chapter-II includes different data related
to recruitment and selection procedure such as number of vacant positions,
advertisements/notices published, number of applicants, number of question sets
designed, number of question sets moderated, number of advertisements for which the
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written examination conducted, number of answer copies examined and finally number of
candidates selected. All the data presented are true and fair enough. PSC has been
recruiting efficient and skilled manpower to increase the productivity.

3.2 Conclusion
Public Service Commission (PSC), is the main constitutional body involved in selecting
meritorious candidates required by Government of Nepal for Civil Service Vacancy. PSC
is regarded as one of the most credible modes of recruitment. The Constitution of Nepal
2007(2063 BS) has regarded the commission as an independent constitutional body.
There are various supporting issues of national-building process as well as strengthening
democratic political system. Among such less attention-paying issues are the
representation of socially marginalized groups- Dalit, Mahila, Madhise, Janjati and
Apangain Civil Service of Nepal. Thus, the paper has been developed with an objective
to expose the need of the revision and prepare new curriculum acceptable even to the
disadvantaged groups. Some major conclusions on the perspective of researcher are given
as follows:
The recruitment process of the PSC has been improved with the interval of time.
The advertisement publication medium has also been diversified.
The candidate selection process has become systematic and organized.
The no. of candidates to be selected is increasing with the interval of time.
More competitive staffs are being selected due to effective selection process.
It has provided an opportunity for the disadvantaged & socially marginalized
group to show their tallency and hard work.

3.3 Recommendations
After the deep analysis and surveillance of public service commission, the researcher
found the performance of the public service commission quite sensible in the area of
recruitment and selection process. However, for more improvement and to make the
recruitment and selection process more effective following things are recommended from
the point of view of the researcher:
Nepotism/Favoritism should be avoided in the process of recruitment and

selection.
It should select some more media to publish advertisements so that more
candidates get informed about the vacancy.
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The candidate should be selected according to his/her skills, efficiency, credibility

& knowledge.
It should not ignore the socialization process as the socialization process helps to

make the employees familiar with the organization.

Every employee should be cleared about their roles and responsibilities at the time

of hiring.

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