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Preferential Factors Influencing New Recruits In A Psu

STUDY ON PREFERENTIAL FACTORS INFLUENCING NEW RECRUITS IN A PSU
M Suria Prakaash
P Varadharajan

Private Sector, in the past, had been considered as one of the major instruments of state intervention in the economic activity, in the development process of a developing country. It used to be an effective instrument to regulate the pace and composition of private economic activity in a mixed economy. The objective was to achieve efficiency along with the social objective of growth with equitable distribution by setting some of the “core” economic activity in the Public Sector. Public sector was to take the lead in investing in utility or infrastructure sector, which was otherwise an unattractive option for private companies in a resource-scarce developing economy. Similar reasons also guided investment in the capital-goods industries and other segments of the economy. The Public Sector was also intended to be a model employer whose employment and wage policies were to have a moderating influence on the corresponding policies in the private sector. But Recruitment and Retention even in PSUs are a major issue, owing to the changing mindset of the new generation employees.
Every competent author in the field of Human Resources has written about recruitment and Job Satisfaction. According to K Aswathappa (2007), “Hiring involves two broad group of activities: (i) recruitment and (ii) selection. Hiring, contrary to popular perception, is an ongoing process and not confined to the formative stages of an organization.” The same author also proceeds to say that, “Recruitment represents the first contract that a company makes with the potential employees. It is through recruitment that many individuals will come to know a company and eventually decide whether they wish to work for it. A well-planned and well-managed recruitment effort will result in high quality applicants.” According to Steven L McShane3 et al (1997), “OB...

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