HRM502 Analysis of Recruitment and Its Impact on Employee Engagement in the Healthcare Sector

Presentation Introduction

2 slides

LO1 Introduce the topic to the audience, including your personal experience with it.

Why is this research needed?

This section is worth 10%.

Background literature search Methodology

1 slides

LO1 & 3

Present and justify:

Search strategy

Search sources

Keywords

Process by which literature was included or excluded

Any limitations to the search This section is worth 5%.

Findings from the background literature review

4 slides (max)

LO1 & 3 Findings of the literature review- indicating key themes and how these relate to the research topic

Critical evaluation of literature identifying any gaps that your research should aim to address. This section is worth 25%.

Confirmation of research question

1 slide

LO 1

State research aims

State research question(s)

List research objectives

It should clear how these have been directed or framed by the literature review This section is worth 10%.

Confirmation of chosen methodology- 4 slides

LO 3

Identify and discuss the rationale for the chosen methodology for your project

Justify your choice for the approach taken to your research based on the research problem.

Explain your choice of data collection tools in relation to the research problem and the data they will provide.

Explain your sampling strategy.

Explain how you will analyse the data and justify your choice of approach. This section is worth 25%.

Potential barriers to the research

1 slide

LO Explain any potential barriers to the successful completion of the research, including ethical issues, time management issues etc. This section is worth 5%.

Impact of the research

1 slide

LO Conclude your presentation with a slide on the potential impact of this research, considering contributions to practice, research and/or education. This section is worth 10%.

References

LO3

This section is worth 5%. ARU Harvard system

You do not have to talk through your references.

This section is worth 5%.

Overall presentation An overall mark based on the coherency and flow of your presentation. This section is worth 5%.

Introduction

Systematic Reviews are used by researchers that wish to get a reliable and objective overview of the evidence on;

specific topic

the impact of a new intervention

It aims for an impartial review of existing research and in adopting a rigorous and transparent approach to the selection and analysis of suitable evidence. The key points resulting from a review is credibility and to enhance such as the scientific standing of the conclusions that are drawn and to provide answers to questions (practice value).

The application of Systematic reviews includes:

the effectiveness of innovations in health service delivery

the dissemination and introduction within the organisation of new practices

Evidence based practice I.E Pharmaceutical and Medical Research

What is a Systematic review?

Denscombe (2017) defines a Systematic review as:

A review of the research whose aim is to arrive at a conclusion about the state of knowledge on a topic based on a rigorous and unbiased overview of all the research that has been undertaken on that topic

To be successful then this will entail:

a search for the relevant literature using explicit methods that are both rigorous and systematic

a review of findings which compares them and evaluates them using explicit criteria

a conclusion based on an objective analysis of the existing data

Defining a systematic literature review and traditional literature review?

Reflecting on the definition of a Systematic review then the approach is different.

There are three main areas of contrast:

It is a self-contained study

A focus is required on a specific question such as practical problem or policy

You adopt a systematic approach to reviewing the literature

What constitutes a research problem suitable for a systematic review?

These are considered as follows:

The topic or problem being reviewed must be clearly defined and quite narrowly focused.

A substantial body of research must exist on the topic

The available evidence should come from studies that use similar methods

The evidence must lend itself to measurement, comparison and evaluation.

The findings are usually based on quantitative data.

Conducting a Systematic review

The following stages should be followed:

The scope of the study

The search processes

The evaluation of quality

List of sources included in the review

Descriptive summary

Type of Analysis (This should match the nature of the research with one of the following )

Meta- analysis pooling and summary of all the data on one clinical question

Narrative analysis - provides an account of the findings based on the use of words only

Thematic analysis - identifies themes that emerge in the existing research

Realistic synthesis - to draw on various explanations to arrive at a conclusion (proposition or theory).

Conclusion

Discussion:

In considering the 3 links relating to the systematic review. How do you interpret ????

Action Research Project Report

Analysis of the recruitment in the healthcare sector and its relationship with employees engagement and motivation

Name: Faisal Abdullah Moh. Barakat

Personal Identifier: 2180529

Word count: 11513 (Excluding reference List)

Date: 16th September 2022

Supervisor: Mousumi Parvin

Abstract

Human resources are critical to the success of any business. Human resources restructures jobs, incorporates design of jobs into training and management development projects, and executes the results. If a business anticipates needing additional workers in the future, it is always a good idea to expand its staff. The term "e-recruitment" refers to the use of the Internet to find and hire candidates. Job applicants nowadays typically submit their applications online or by email.

Thanks to the proliferation of online job boards, the process of finding a new position has become much more streamlined, convenient, and quick. Employees who care about their jobs are more dedicated to meeting both their own and the company's goals. If employees are provided chances to grow professionally, they may improve both their productivity and the company's bottom line. That's why we're conducting this studyto learn more about the dynamics between job satisfaction and firm loyalty. Promoting from within makes sense for businesses because long-term employees already know the ropes when it comes to company policies and procedures.

This results in substantial savings in time, money, and effort. The amount of enthusiasm and commitment displayed by workers is crucial to the success of companies in both the manufacturing and service sectors. An individual's degree of motivation is the single most important factor in determining how far they will go in life. Motivated workers are 69% more productive. The output and output rate of a demoralized workforce are lower.

The "research approach" is the broad strategy that will direct your investigation. Deductive reasoning, as shown by positivist philosophy, is more common in quantitative studies. The quantitative method builds on theoretical foundations and advances the conversation through the testing of hypotheses. Think about if your research will add to what we already know, or if it will explore new ground that has no obvious precedent. At the same time that AIM had intended to offer new products, a comprehensive hygienic ban was announced.

It was clear that upper management was at a loss for direction, as they had everyone working on a wide array of projects. The maintenance of present revenue streams was given higher priority than the hiring of new employees or the education of existing workers. It is estimated that it can cost anywhere from fifty percent to one hundred percent of an individual's annual compensation to find a suitable replacement for a manager, executive, as well as other high-level employee. Employees who've already contributed to the growth of their companies are rewarded and encouraged by the policy of promoting from within. There are benefits to promoting from within as well as drawbacks to looking outside the organization for new talent.

The answer depends on the specifics of the job being filled as well as the company's hiring practises. If a member of thestaff asks you to hire a family member, that's already a sign of favouritism. Employment discrimination on the basis of marital status is prohibited in many jurisdictions. Check the company's policy on hiring family members if you haven't previously. The Americans with Disabilities Act (i.e. ADA) of 1990 makes it illegal to discriminate against qualified individuals with disabilities in establishments with 15 or more employees.

If user wants the most recent information on the laws that apply to you, you can contact the labour department in your state. The majority of qualified employees are discovered through advertisements for open positions within an organization. The job description needs to explain what is expected of applicants, what skills are necessary, and how to get in touch with the company. Minority and other underrepresented groups may be more likely to apply for open employment if they see more advertisements targeting them. On the basis of the job requirements set forth by your organisation, a recruitment agency will generate a pool of applicant& perform initial screening interviews.

One should not assume that you will be able to fill all of your positions with unannounced walk-in applications. Spread the word about the opportunity in local and national press outlets, as well as on radio and television. A perfect method of recruiting new workers does not exist. To identify the most qualified workers, every business employs its own recruitment procedures. Time spent on HR administration can be cut down by employing digital methods for application tracking and assessment.

When a company has a diverse staff, it can expect to see increased creativity and a rise in the number of people interested in buying their products or services. Recruiters can encourage or discourage applications from underrepresented groups. If "equal employment opportunity" is only a line at the bottom of a job posting, it loses all credibility. raA red flag should go up whenever a form requests personal information that could be used for identity theft, such as a person's sexual orientation, national origin, race,date of birth, residential place, disability status, and any other sensitive topic. The most common requests for information that should not be given out are recent salary history, age, driver's license number, citizenship status, and Social Security number.

Before moving to the next stage of the employment process, many organizations conduct preliminary screenings to eliminate unqualified applicants. The usage of phone interviews in the screening process is widespread. Many different kinds of tests are used to gauge intelligence, character, aptitude, honesty, and drive. To be effective, a selection tool's assessment standards must be consistent with those of the open position. The validity of a test is determined by how well it identifies the characteristics it was designed to measure. Exam performance is generally indicative of future job performance.

List of Figures

S. No. Figure Name Page Number

Figure 1.1 Onion diagram for the proposed method 6

Figure 3.1 Flowchart of recruitment process 24

List of Figures

S. No. Table Name Page Number

Table 1.1 Project Plan 7

Table 4.1 Characteristics of employment 26

Table 4.2 Characteristics of interview 27

Table 4.3 Satisfaction of staff (Acknowledgement Report) 27

Table 4.4 Theme and sub-theme as per the hospital 28

Table of Contents

TOC o "1-3" h z u Abstractiii

List of Figures iv

List of Tables v

1. Introduction1

1.1 Background1

1.2 Research Questions, Aims & Objectives2

1.3 Recruitment in the Healthcare Sector3

1.3.1 Rewards and Services4

1.3.2 Benefits to Employees and Organisations5

1.4 Research Design & Methodology5

1.5 Project Plan7

1.6 Risk Management10

1.7 Conclusion11

2. Literature Review13

2.1 Recruitment Process13

2.2 Internal Environment13

2.2.1 Internally Promotion13

2.2.2 Nepotism13

2.3 External Environment14

2.3.1 Condition of Labour Market14

2.3.2 Legal Issues14

2.4 Internal Recruitment15

2.4.1 Postings for Job15

2.4.2 Employee Referrals15

2.5 External Recruitment16

2.5.1 Recruitment through the Internet17

2.5.2 Diversity in Recruiting17

2.6 Selection Process17

2.6.1 Application Process17

2.6.2 Screening Interview Round18

2.6.3 Tests for Selection18

2.6.4 Process of Interviewing Candidates19

2.6.5 Team/Group or Individual Interview20

2.6.6 Reference and Background Check21

2.6.7 Making a Job Offer21

2.7 Conclusion22

3. Research Methodology23

3.1 Research Methodology23

3.2 Process of Evaluating Recruitment & Selection25

4. Results26

5. Conclusion29

6. Future Work31

References32

Appendices36

Appendix 1: Stage 1 Research Ethics Application Form and Approval 36

Appendix 2: Ethics Research Quiz results 36

Appendix 3: Project Plan and Proposal 37

Appendix 4: Entrepreneurial Action Research Report Presentation 50

Chapter 1

Background

Recruitment & selection procedures in the Kingdom of Saudi Arabia, Rowad Recruitment Group has studied the healthcare business in detail. The foundations of any organization's success are built throughout the recruitment &selection process. The reason for this is that HR plays an important part in an organization's overall performance. To guarantee that solid human resources policies &practices are formed, the HR department redesigns jobs, integrates job design knowledge into training as well asmanagement development projects, &then implements these changes. An organized employment policy & plan are essential. A company's recruitment procedure must be effective if it hopes to secure the top employees. As an HR manager in a healthcare company, your responsibilities are both varied and complex. It takes a lot of thought to develop a human resources strategy and find qualified candidates. Employees at chosen hospitals were interviewed for the study's primary data collection (Medhanyie et al., 2012). We'll take a look at how the worlds health care industry handles hiring and firing (staffing).

There are several alternatives open to companies when their HR strategies indicate they have to hire extra employees (Greer, 2021). This could be the first step in the hiring process if you're trying to expand your workforce. Although it's a good alternative, it's not necessarily the best. A company should look into alternatives to full-time employment, such as outsourcing or contract workers. Changes in workload may need additional part-time as well as overtime work from existing employees in the short term (Bryant & Allen, 2013). The company should always hire new employees if it determines that it will require more workers in the long run after careful consideration (Martocchio, 2011).

The cost of hiring and vetting new employees can be mind-boggling. Replacing supervisory, technical, and management staff can cost anywhere from 50 per cent to several hundred per cent of their annual income, according to some estimates. Consider the company's long-term growth potential and accurately forecast future labour needs while developing HR plans. Recruitment planning cannot begin until all alternative options have been thoroughly investigated and ruled out (Lott & Klenner, 2018).

Accessible platforms that connect recruiters & job seekers are known as employment portals. Because the internet has become more accessible, these portals have become popular. A few of the following roles were filled through the use of employment portals:

Manager of Interpersonal Relations:

Those who are preparing to become nurses (Female candidates only)

Nutritionists

Medical Technologists

As well as many other CSSD Technicians

There are high chances to recruit a person, who cannot perform well or generate revenue. E-Recruitment is the use of technology to aid in the recruitment process. In order to apply for a job, job seekers send in their resumes through email or post them on an employment portal. The process of looking for a job has been made faster, simpler, and easier thanks to the introduction of employment portals (Chung and Tijdens, 2013).

In such a scenario, the need of selecting good and efficient employees becomes necessary, therefore it demands the best analysis of recruiting staff in healthcare because the chances of any mistake are negligible in this industry.

Research Questions, Aims & Objectives

Research Questions

There must be a way out to select efficient and reliable staff while recruiting, otherwise, the lack of efficient staff in this industry may bring disaster to the patients & their families, hospitals and other concerned departments. This is the high time when we need a good system to maintain the performance of healthcare. The following questions are the concern related to the organization:

How can it affect the organization negatively?

In what ways organization can resolve the issue of developing the motivation in the employees?

Aims

The main motive behind this report is to help the organization to analyse the process of recruitment so that the employee can get motivated and keep himself involved in the employees for feasible solutions. In hospitals, employee engagement contributes to better patient care, which in turn improves the bottom line. Patients are more likely to give positive feedback about a hospital after it has made efforts to enhance either the patient experience or the engagement of its employees.

The study's results showed that participation in work activities correlates with greater levels of job satisfaction among workers. More importantly, the research shows that employee's level of engagement affects how fulfilled they are in their jobs. The findings of this study point to the importance of employee engagement for a company's future growth and development.

Research objective

Main objectives for such kind efficient and effective recruitment management system for the healthcare sector:

The proper system to hire employees to analyse the healthcare system

Efficient algorithm and architecture to get good quality employees

Arrange the meeting with the employees in the healthcare sector

Healthcare system for the healthcare human resource process

Motivation is the determination and desire to take action in response to having a sense of purpose, belongings, & devotion to one's organisation. Motivated workers provide better results because they have the foundation of employee engagement.

An ever-expanding body of research has focused on the link between an employee's level of job satisfaction and their level of dedication and involvement in their workplace. If workers are given opportunities to learn and advance in their positions, they may become more efficient and successful. Employee involvement, in this context, can be crucial in boosting performance. Employees that are invested in their work are more likely to work hard to achieve their objectives, as well as those of their employer. That's why HR's job is so crucial: they're the ones who get to work with the greatest people and figure out how to keep them around through creative means of employee engagement. This research will make an effort to investigate the connection between contentment with the work and dedication to the company. The current research will also look at how employee engagement affects work satisfaction in a few representative financial institutions.

1.3 Recruitment in the Healthcare Sector

There are a few questions about why we need an analysis of recruitment in the healthcare sector and its relationship with employees engagement and motivation. Below are a few reasons:

Employees who have reached the age of retirement:

When it comes to hiring physicians, many organizations use doctors who have retired from the military or who have worked for rural public health departments. Doctors from military backgrounds or rural areas hospitals have already had a superior education and experience in the medical field (Cawley et al., 2012). This is beneficial (related to a variety ofpatients &their diseases). Retired military officers will be proud of their accomplishments, and the organization will save money on recruitment, selection, and training by employing this method of selection.

Transfers:

Recruiting takes place during the transfer procedure. When there is a shortage of workers to fill a post, employers use this method to fill it.

Employee Reference:

Personnel are requested to make recommendations for open positions through this method of hiring. Only those candidates who can adapt to the company's working conditions will be recommended by the staff.

Publicity campaigns and commercials:

As long as employees are already familiar with the company's regulations and working conditions, it makes sense for companies to give promotions to those who have already worked there. A great deal of effort, money, and time is saved as a result of this. The employee is well-versed in the company's culture and working practices. As a result, the hospital uses advertising and promotion to allow doctors to apply for promotion. This alerts the public of vacancies in a specific department.

The promotion can be applied formally. Using this method, you can find workers who want to move to a different branch within your own company.

1.3.1 Rewards and Services

Both industrial and service businesses rely heavily on their employees' level of motivation and engagement as sources of their high performance (Boss, 2014; Kwenin et al.,2013; Reilly, 2014; Trus et al.,2013; McMullen, 2013). When it comes to influencing employee behaviour and driving organisational success, nothing is more important than having strong leadership based on transparent managerial principles (Boss, 2014; Bala et al., 2015).

In theory, a combination of financial incentives (such as salary and bonuses) and "intangible" rewards (such as a pleasant work environment) will motivate people to be engaged in their work and produce their best results. (Uzonna, 2013) looked at these ideas in the context of the banking industry in the paper (Kwenin, et. al., 2013) examined them in the context of Vodafone (Zameer Ali, Nizar, and Amir, 2014) examined them in the context of Pakistan's food industry (Desai, Majumdar, and Prabhu, 2010) examined them in the context of India's automobile industry and information technology sector.

1.3.2 Benefits to Employees and OrganisationsWorkers may be truly invested in their profession only if they feel that their own and their patient's safety is a top priority. Hospitals can lay this groundwork by encouraging personnel to keep an eye out for, report, and correct any errors as well as problems that may put the safety of patients or staff at risk.

The vitality and prosperity of your business depend on the enthusiasm and dedication of your staff. Employees that are enthusiastic about their work are 69% more likely to get things done. A demoralised workforce produces lower results and is less productive overall. Staff happiness and, ultimately, employee retention, are directly correlated to levels of motivation. Inspiration is the key to success. The key to any person's success is their level of motivation. Managers and team leaders need to keep their staff inspired if they want to get the finest work from them.

Employees who are engaged in their work exhibits behaviours such as being enthusiastic about their work, caring about the company, working hard to achieve their goals, working well with others, being open to constructive criticism, and communicating effectively with their superiors and peers. When it comes to what motivates and inspires workers, nothing beats a company's culture. Companies with vibrant, upbeat cultures have dedicated workers who take exceptional care of consumers. Employees and customers leave businesses with a dysfunctional culture.

1.4 Research Design & Methodology

Let's take a deeper dive into the research methodology. The overarching strategy that will guide your investigation, whether inductive or deductive, is known as your "research methodology." Determining how you'll do your research is an essential first step (we'll get to the analysis part in a bit). Instead of beginning with a preconceived theory, inductive methods build upon existing research to produce viable hypotheses. On the contrary hand, deductive methods use an existing theory as a jumping-off point to develop and verify other hypotheses.

Figure 1.1: Onion Diagram for the proposed method

Rather light and airy, doesn't it sound? Allow me to illustrate two cases:

The study of thepreviously undiscovered, remote population may benefit from an inductive method. Since we know so little about this group, we need to investigate it in order to learn more and make hypotheses about its characteristics and behaviour.

However, the evolution theory provides a strong foundation for a logical approach to studying the temporal variation in animal physiology. To rephrase, this is built upon previously conducted studies.

Closely tied to research methodologies are qualitative &quantitative research. In contrast to quantitative research, which emphasises numerical data, qualitative research places a greater emphasis on textual, visual, and auditory data. In this essay, we'll discuss the differences between qualitative and quantitative methods of research.

Whats the importance of quantitative and qualitative data to research strategies? To be clear, qualitative research is more likely to employ inductive methods, while quantitative research is more likely to represent a deductive approach, typically guided by positivist philosophy. The reason for employing deductive approacheshere is that the quantitative approach often begins with theory as thefoundation, wherein progress is made by hypothesis testing. In other words, thewider concept is applied to a particular setting, event, or observation to evaluate whether these match in with the theory, like with our example of theevolution above.

So, to summarize, the two research methodologies are deductive and inductive. Consider the nature of the study you intend to conduct before settling on a methodology. You should consider whether your study will expand upon existing knowledge or if it will investigate a topic that cannot be directly linked to past studies. The former implies a deductive strategy, while the latter is an inductive one.

Project Plan

Following is a breakdown of my project schedule from the time I enrolled in the course until I turned in my final report at the end of the module. I have added the module's crucial dates and highlighted the number of weeks I want to devote to each task. Working from home without set working hours makes it difficult to juggle work and school, so I make sure to stay to plan by making up any missed work or studying on the weekends. Those in red were marked completed whereas the remaining in theblue are due.

Table 1.1: Project Plan

Oct 2021 Nov 2021 Dec 2021 Jan 2022

Week no. 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Enrolment and start of the MBA course 07.10 Online ethics course & Quiz 12.10 Working on Stage 1 ethics application form & Submission 24.10 Ethics application form approval 08.11 Commencing secondary research and Write up of Project Plan & Proposal (PP&P) Submission of the PP&P 27.11 Ongoing Secondary research Feedback from supervisor on PP&P 12.12 Continue write up of project based on feedback Submission of draft report to Supervisor 09.01 Feedback from Supervisor on the draft 21.01 Final Report Submission 28.01

Risk Management

Risks

All proposed corrective measures have already been tried and tested; this is because the project relies on secondary data. While investigating this problem, I came across various solutions that could help my company deal with role overload, such as encouraging employees to talk openly about their concerns with HR or their direct manager. However, there is still a chance that the recommended methods won't work because the environment is different.

Despite an equal opportunity act, many supervisors in Mauritius are biassed and prone to favour certain employees (Iles et al., 2012). As a result, they may be hesitant to take the opinions of their subordinates into account and act in a way that is right in their eyes.

Assumptions

My research is based on the hypothesis that the unpredictability caused by the CovDav19 pandemic is to blame for the impending crisis of duty overload at my organization. A total sanitary curfew has been announced at the same time as AIM planned to release new products, as described in the preceding section on the country's history and the FAFT's grey list (Investment funds). The company's leadership seemed unsure of what to do, as they assigned everyone a variety of tasks. They prioritized keeping the money coming in above investing in new hires or training current staff to handle the increasing burden. My coworkers and I did not receive performance bonuses despite working long hours from home and having to learn new tasks on our own.

Issues

My primary challenge this semester has been learning how to write athesis for the first time. I never had to worry about writing a dissertation for my bachelor's degree. Students in their last semester of several courses (such as Banking &Finance, Marketing and Management, and HR management) had to collaborate just tovirtually manage a firm for the whole semester in a simulation module called "Business Capstone." So, I'm still getting used to things like using secondary sources to back up my claims, producing reports, and referencing in the Harvard system.

Another issue is that I started the MBA programme quite late (in October), so I will have missed a few weeks of classes. I have a lot of lessons and readings to catch up on. Even though I was able to get my Ethics application in before the extended deadline, I am still concerned that I won't be able to finish the final report on time.

The third problem is that no studies have been conducted on this topic, at least not in my area of expertise, in Mauritius (Finance). As a result, I will have found answers from different countries and fields, and they might not even all be relevant to AIM.

Dependencies

Having never written a report before or used the Harvard citation style, I ran into some difficulties. For this reason, I have relied entirely on ARU's course materials for instruction. In this regard, the formative comments from my Supervisor will be essential for me to determine if I am heading in the right direction.

Given that I am tasked with analysing already-existing data for this research, I am drawing on authoritative sources like peer-reviewed articles and books to better comprehend the issue and analyse the theories behind it.

1.7 Conclusion

This thesis has been designed as follows:

Chapter one discusses the introduction and the background of the research which gives brief about the details of the project aim, research objectives and the entire thesis is planned accordingly .Chapter two explains the literature review about the existing models of interview process, also explains the requirement of the better process to make the process easy for the organization as well as for the employee to make it easy to follow.

Chapter three mentions the research methodology which is proposed to make the process easy and better to hire the better employee in the healthcare sector.

Chapter four demonstrates the result in the tabular formats to maintain the exclusiveness of the proposed method and to support it in defence of proposed method.

Chapter five provides the conclusion of the entire thesis with the accomplishment of the objectives result.

Chapter six explains the future work in this field for the continuation of research and development.

Literature Review

2.1 Recruitment process

Several options are available to businesses when HR forecasting reveals the requirement for more workers. This might be the beginning of a more extensive search for new workers, although hiring isn't always the greatest option. It may be suitable for an organisation to seek alternatives to recruiting, including outsourcing or contingent labour, instead of hiring permanent employees. Part-time workers or additional hours from already employed workers could be the most practical response if the increase in workload is just temporary. As a result, businesses should only bring on extra staff after giving the decision serious thought and when they expect to have sustained demand for more workers (Ageron et al., 2012). The cost of replacing a manager, executive, or other high-level employee is estimated to be anywhere from 50 per cent too many hundred per cent of their annual salary. Human resource planning that takes into account the organisation as a whole and makes precise projections of future labour needs is essential. Once all other options have been explored and found wanting, only then can recruitment planning begin (Blandford et al., 2016).

Internal Environment

Internally promotion

The hiring procedure will be greatly influenced by the company's promotion philosophy. To fill a higher-level role, it may make sense to promote an existing employee. The practice of promoting from within serves as an incentive and recognition for employees who have contributed to the success of their companies. When workers observe others in their workplace getting promotions, it raises their awareness of the possibilities available to them. Promotion may be more crucial in a sluggish economy in which individuals have few opportunities to improve their lives by switching jobs or joining a different organisation. Promotion inside their current company is their sole path to professional and financial advancement (Tschopp and Huefner, 2015). There is still a requirement to fill the position left vacant when an employee is promoted from inside because of the void left behind that chasm, though, is likely to position that requires less expertise and training, and hence may be easier to fill.

One benefit of promoting from the inside is that the new employee will have a lot easier time adapting to the company's culture and policies than would be the case with an outside hire. One drawback of promoting within is that companies miss out on the fresh perspective and original thinking that can come through hiring an outsider (Rice et al., 2020). Each internal promotion and external recruitment has its advantages and disadvantages. There is no universally correct answer; rather, it is determined by company policy, the nature of the position being filled, and its hierarchy. Promotion is a more common route to filling higher-level positions than lower-level positions.

Nepotism

The practice of favouritism is shown by recruiting family members, before a member of the userstaff approaches you about hiring a family member, you should familiarise yourself with the company's policy on nepotism. You should be aware that it is unlawful to discriminate in employment based on a person's marital status in many places, so tread carefully if you decide to recruit (or not hire) family members as employees. As a result, if the administrative assistant begs you to recruit her husband, it might be illegal and inappropriate to refuse the request solely based on his marital status. Find out your company's stance on nepotism if you haven't already done so. Most businesses that do hire family members have rules in place that require different members of the same family to work in various departments (Smith and Lipsky, 2021). This is done to avoid any appearance of favouritism or to undermine employee morale. No member of the same family should ever be in a position of authority over another member of the same family (Durkheim, 2019).

2.3 External Environment

2.3.1 Condition of Labour Market

Your company's capacity to attract and keep high-calibre individuals will be profoundly influenced by the health of the economy as well as the state of the labour market. When the job market is competitive and there is low unemployment, your company may have to fight for a small pool of qualified applicants. Attracting top-tier candidates may necessitate a monetary or perquisites rise. However, this may be the case in reverse in a weak economy with high unemployment.

Managing the massive quantity of applicationsthat must be culled in order to discover a few excellent hires becomes a challenge instead of a lack of competent applicants. Non-management and supervisory positions are most sensitive to local labour market conditions, whereas professional and technical positions may be affected by global factors depending on the industry.

2.3.2 Legal Issues

Several laws, notably those dealing with discrimination, will have an impact on how you go about employing new employees. The Civil Rights Act of 1964 outlaws any form of workplace discrimination based on a person's race, colour, sex, religion, or national origin. Companies with 15 or much more workers are subject to federal regulation (Bradley, 2019; Barak, 2022).

Companies with 20 or more workers are required by law to safeguard employees 40 and over from age discrimination under the Age Discrimination in theEmployment Act (i.e. ADEA) of 1967. Also, be aware of the anti-discrimination regulations in effect in your state. Some states have dropped the age discrimination threshold well below 40 years old, while some states demand compliance with age discrimination legislation for employers of two or more workers.

With the passage of the Pregnancy Discrimination in 1978, theTitle VII of the Civil Rights Law was updated to include protections for women who are pregnant or may become pregnant. According to the Act, it is illegal to discriminate against a woman in the workplace because she is pregnant, has recently given birth, or has a connected medical condition. A pregnant woman or a woman with a relevant medical condition has the same right to be considered for a job opening as any other applicant (Puhl and Brownell, 2013).

Discrimination against disabled qualified people is illegal in businesses with 15 or more employees per the Americans with theDisabilities Act (i.e. ADA) of 1990. The Americans with Disabilities Act (ADA) also mandates that businesses make "reasonable accommodations" for people with disabilities, ensuring that they may participate in the hiring process and perform their jobs effectively if they are employed. Check with your state's department of labour if you need help determining what types of adjustments could be made (Scott, 2022). If an applicant with a disability takes and passes a test that is legitimate for the skills required for the job for which they are applying, the employer may not reject them because of their disability.

The extent of protection against discrimination has been expanded by several states and local governments through the passage of legislation. You should always check with your state's department of labour for up-to-date information on applicable legislation in your area, and it's crucial to keep up with the ever-changing landscape of employment law (Utecht and Keller, 2019).

Businesses lose millions of dollars annually due to prejudice because of things like lawsuits, lost productivity, and public perception. In order to spare yourself the stress and financial burden of a legal battle, it is essential to prevent discrimination in the first place. Look for the most qualified candidate by basing your hiring and recruiting efforts on their abilities and experience in the relevant field.

2.4 Internal Recruitment

2.4.1 Postings for Job

Within an organisation, job postings are the most typical way to find competent candidates. The phrase "job posting" likely originates from the practice of putting notices of available positions on an HR bulletin board. Many companies today announce job openings electronically, either on company-wide intranets or by sending out mass emails to all employees. Other companies advertise job openings through publications like newsletters and flyers. The job announcement, in whatever form it takes, should detail the nature of the role, the skillset sought, and the procedure for applying.

Having the job posting available to all staff members is crucial. Appropriate job advertising can raise awareness among underrepresented groups, such as minorities, of available positions within the company. Employee cynicism is an issue that can arise from job postings when positions are advertised as open when they are not (Paulsen, 2018). It has already chosen a qualified employee to fill the position. When workers see job posting as formalities with little chance for progress, they become resentful and mistrustful of the company (Findlay and Thompson, 2017).

2.4.2 Employee Referrals

Managers are often of the opinion that word-of-mouth is the finest source for locating exceptional new hires. To encourage current workers to help bring in new talent, several companies offer financial incentives to those who bring in new hires. A bonus may be anything from the$25 gift card to a

There is a $200 financial prize, but in other cases, businesses have offered as much as $3,000 for the successful referral of an employee to fill a position that had been difficult to fill (Lam, 2016). It seems like a win-win situation, with the new person joining the team and the recommended employee receiving financial compensation. This is because:

However, there is a drawback to using staff referrals too frequently.When it comes to Title VII of the Civil Rights Act of 1964 and its prohibition on discrimination, the EEOC Compliance Manual from 2006 has you covered. The handbook made it clear that using word of mouth to find new employees could result in candidate pools that are not representative of the labour market's diversity and could even be discriminatory. It is prudent, then, to make referrals from current employees a last resort (Abubakar et al., 2018).

2.5 External Recruitment

There are numerous methods for creating applicant pools. Your company may decide to utilise an employment agency based on its hiring policy and available money. There is no limit to the kind of jobs for which private agencies & executive search firms can recruit candidates. An agency will produce a pool of applicants and conduct preliminary interviews based on the job criteria specified by your company, weeding out unqualified people and sending you just the most qualified.

The time savings from this are significant; yet, the fees charged by private agencies are generally a sizable chunk of the annual compensation for the post. As you may imagine, this could be a major cost, especially for higher-up positions. The state employment office may be able to provide you with free, qualified referrals if userregisters their job opportunity with them (Parutis, 2014). Unsolicited walk-in applicants are possible based on the nature of the post; nonetheless, these may not be enough to meet your needs without additional recruitment efforts.

In-house recruiters are sometimes used by large companies to find suitable candidates for job openings. Technical schools, community colleges, and universities are the usual targets of a recruiter's attention in the high-tech industry. Applicants often form their first impressions of a company based on their experience with the company's internal recruiter, who is also an employee of the company. Therefore, recruiters must be conscious of the impression they give during the preliminary interview, as this might have a major impact on the applicant's feelings toward the company (Suen et al., 2019).

Publicize the job opening in various media, such as newspapers, trade publications, radio, and television. From assistance wanted ads in the newspaper to a complex multimedia initiative, anything is possible in the world of advertising. Online application links are common in the help wanted ads, while postal mail and telephone inquiries are also accepted. In an effort to streamline their processes, some companies now only accept applications submitted via their website (Zide et al., 2014). Historically, local newspaper ads were the most prevalent form of recruitment, especially for entry-level positions due to their low cost and ability to attract a good number of applications. If the position you are trying to fill calls for technical expertise that is not prevalent in your area, you may need to go further afield for a qualified candidate. The greater the technical requirements of a position, the more of a radius must be searched to find qualified candidates.

2.5.1 Recruitment through the Internet

The most noticeable shift has been the increased utilisation of online recruitment processes. Many companies now advertise available positions on their websites or niche job boards like Monster.com and CareerBuilder.com, and some even only accept applications sent online. Online job searches have their benefits. For one, it's more affordable than more conventional forms of marketing. Compared to traditional methods, posting ads online is quick and painless, and it yields a larger pool of qualified applications. It is possible to considerably reduce the amount of time spent on human resources by using online processes to screen applicants and execute some selection tests. Job-seekers also favour the online version since it's simple to use and allows them to submit multiple applications at once with the click of a mouse. However, this might become a challenge for human resources. People who don't fulfil the required standards for a position should be eliminated through a screening process. When a large number of people apply for a job online, human resources professionals have to spend time sifting through them to find the few who are truly qualified.

There isn't a single optimal strategy for finding and hiring new employees, as there are just as many various types of businesses as there are types of recruitment strategies. Every company has its own unique set of recruitment processes that it uses to find the best candidates for open positions. Your

A successful recruiting history may already exist within your firm, allowing you to quickly and easily zero in on the strategies that will yield the best results.

2.5.2 Diversity in Recruiting

Discrimination in the workplace based on race, colour, gender,religion,national origin,handicap, or age is illegal thanks to equal employment opportunity laws. Although some businesses may play by the rules of nondiscrimination legislation just to avoid legal trouble, the vast majority of businesses value diversity in their workforce because it fosters innovation and attracts new customers. If businesses are serious about building a diverse workforce, they need to utilise recruitment strategies that attract candidates from a wide range of backgrounds. Recruiters play a special role in either promoting or discouraging applicants from underrepresented groups, so they must obtain training in the usage of objective standards. Ads can be written in two languages, interpreters can be used during interviews, and recruitment materials can feature photos of people of colour and people with disabilities. Equal employment opportunity is a buzzword that lacks credibility if it is simply a line at the bottom of a recruiting ad, so a business must establish a track record that backs up these words.

2.6 Selection Process

2.6.1 Application Process

It is common practice to have a candidate fill out an application form at the outset of the hiring process. Research shows that illegal (or unsuitable) application elements are nevertheless relatively common despite the widespread usage of job applications for personnel selection. Items that inquire about a person's sexual orientation, race, national origin, date of birth, place of residence, disability status, or any other sensitive information should be considered suspect. Recent salaries, ages, driver's licence numbers, citizenship statuses, & Social Security numbers are the most frequently requested and unsuitable pieces of information in job interviews. It's not a good idea to inquire about previous pay, as this can keep women and minorities at a financial disadvantage compared to white men. Minorities and women are more likely to be offered lower starting salaries if an applicant's previous wage is used to determine their salary. Even though most applications do not ask for applicants' ages, some do ask for information which can be used to infer their age, such as the year they completed high school. A candidate's citizenship status should not be requested in the application or utilised as a basis for hiring decisions. Social Security numbers are required for all newly hired employees and may be used for background checks on job applicants, but they are not required to be provided on the application itself. Additionally, many job seekers are wary of providing their Social Security numbers out of concern for identity theft. If having a valid driver's licence isn't a prerequisite for the position, it's advisable to avoid asking about the applicant's licence information because it can be used to collect demographic (and potentially discriminatory) information.

Applicants may be requested about their race, gender, and other protected characteristics in order to comply with an organization's affirmative action (AA) strategy. The applicant should be informed that providing demographic information is entirely optional, &that the affirmative form will be kept in a different location from the application itself.

2.6.2 Screening Interview Round

Many companies conduct a preliminary interviews to weed out unqualified candidates from the pool before moving on to the next round of the hiring process. Phone interviews are frequently used for screening purposes. It only takes a few simple questions for the interviewer to have a good sense of whether or not the candidate is a good fit for the role. If there is another position within the company that is a better fit for the applicant's skills, the interviewer may suggest that the applicant applies for that instead. There's no point in continuing the selection process if there are no other viable options and the candidate is manifestly unqualified for the position.

2.6.3 Tests for Selection

Companies utilise a variety of approaches to assess candidates' work readiness. Candidates' abilities that cannot be ascertained during an interview are revealed through selection tests. Aptitude, personality, talents, honesty, and motivation are all evaluated through various testing procedures. In order to accurately anticipate an applicant's performance on the job, selection tests need to be standardised, dependable, and valid.

Standardization: The consistency of test-taking conditions and methods.

If you want to get a fair look at how various applicants perform, you need to adopt testing procedures that are as similar as feasible. All test takers should be subjected to the same questions, procedures, and time constraints. It wouldn't be fair, for instance, to evaluate one candidate's typing speed using a typewriter whereas the other candidates used modern computer keyboards.

Reliability: Whether or not a selection test yields reliably consistent results.

If a test does not produce the same results every time it is utilised, its dependability is in question. If a person's IQ test score drops from 125 to 80 over a week, for instance, it would be reasonable to conclude that the question test is not dependable.

Validity: A test's validity is its ability to detect the constructs it is intended to assess.

Is there a correlation between having better grades and doing well in one's career?

A selection tool's testing criteria should align with those of the position being filled. Therefore, it's safe to believe that a candidate's exam results reflect how well they'd do on the job. There is no point in using a test in the hiring process if it cannot accurately predict performance on the job. In the case of an administrative assistant, for instance, a job where proficiency with a keyboard is essential for doing the work, a typing test could be useful in the hiring process. The results of the typing exam might be taken as an indicator of future performance in the position. The capability to lift certain weights isn't a job necessity; hence a higher result on a lifting exam would not be a consistent indicator of employment success if applied to the same job candidate (ferris, 2011).

It is common practice to administer and analyse test results before conducting interviews. Candidates' test scores might be used to weed out individuals who lack the necessary skills for the position. Two significant benefits of applicant testing are that 1) test findings are objective and devoid of personal bias and 2) test results are typically expressed quantitatively, allowing for statistical validation. Applicants are often asked to take a test designed to gauge their familiarity with and comfortable with the requisite tools and techniques of the position. Although most companies just use personality, honesty, and physical ability assessments, some also use aptitude exams (Spector, 2021). Substance abuse testing, if performed at all, should follow an offer of employment, after the hiring process (Youngman, 2017).

2.6.4 Process of Interviewing Candidates

The number of applicants you end up interviewing may be lower than you initially thought, even after using selection tests. Depending on the position and the available resources, the number of candidates you ultimately choose to interview will vary. You may just need three or four, but if you want to get a solid feel for the candidate's qualifications, you may need more.

In reality, the interview is just a spoken examination of the candidate's abilities. In contrast to a traditional paper-and-pencil exam, however, numerous options may be equally valid (Bush, 2015). There is a substantial margin of error because the results depend on the interviewer's interpretation of the questions and responses, as well as the interviewer's inherent bias. Before the interview, give some thought to the information you need from the candidate. Don't bother with follow-up questions that can be answered just by reading the application. You can learn a lot about a candidate's potential performance on the job from the interview you give them. When you know exactly what the employer is looking for, you can ace the interview. As a result, you need a comprehensive job description that single out the most essential skills for the position. These skill sets become the benchmark against which all applicants are evaluated, and they serve as the foundation upon which to build the interview questions you'll ask (Rubens et al., 2018).

Structured or patterned interviews, nondirective interviews, and situational or problem-solving interviews are the most common types of interviews. Interviewees in a structured, as well as patterned interview are asked the same set of questions. By doing so, the process may be standardised, critical issues can be covered, and it is more likely that all applicants will be evaluated using the same criteria. Keeping the interview on track is vital, but not at the expense of the interviewer being able to ask for follow-up responses based on the candidate's responses (Tatem et al., 2017).

Questions like "what would users do in this case?" are typical of the situational interview format, which allows the candidate to hypothesise on how they would approach a challenging work environment. In a behavioural interview, the interviewer will probe the candidate for details about how they handled a certain scenario. It is predicated on the idea that one can learn a lot about a person by looking at their past acts and the outcomes they produced. Behavioural questions are much more likely to yield practical answers that could guide a sound hiring decision (Streiner et al., 2015).

In contrast to a structured interview, a non-directive interview does not have a set agenda for the interviewee. The interviewer asks a few questions and doesn't necessarily prepare them in advance to use this method, the interviewer asks the candidate open-ended questions like, "tell me about the work onedoesin your profession," giving the latter freedom to share any thoughts or feelings that may be relevant to the position while also giving the latter control over the flow of the interview. However, if the candidate shares material that could be seen as discriminating or incorrect, this method could backfire. Unstructured interviews run the risk of devolving into nothing more than a chance for the interviewer to learn more about the candidate (Hernndez-Len, 2019). This is great at parties, but it doesn't help at all in the interview process. If you avoid the trap of "friendly talk" and instead prepare for a planned interview that concentrates on job-related facts, you'll achieve a more effective new hire (Chamorro-Premuzic, 2019).

2.6.5 Team/Group or Individual Interview

Rather than relying solely on the supervisor's judgement, as was common practice in the past, many companies are now forming "interview teams" that include representatives from all of the departments with whom the new hire will be most closely involved.

The benefits of this method include a wider range of perspectives being represented during the interview process and more than a person having a say in the final decision. Those who had a hand in selecting the new member of the team are probably going to be more accepting of the recruit than those who didn't.

The main disadvantage of conducting interviews as a team is the extra work involved. The more people there are on the team, the more challenging it is to organise an interview at a convenient time. In addition, candidates will likely feel more pressure during a panel interview than during an interview with a single interviewer.

2.6.6 Reference and Background Check

Verifying the candidate's information and checking references after making a hiring decision is essential. Unfortunately, a lot of information on the application forms & resumes is erroneous, leading to millions of reference and background checks being performed each year. ADP Screening and Selection Services reports that approximately 20% of candidates submit fraudulent credentials and licences and that 40% of applicants lie about their job histories and educational backgrounds. A further survey indicated that 95% of college students would lie to acquire a job, and 41% stated they had already done so. These statistics are consistent with the 30% of job candidates who make major misrepresentations on their resumes. Fifteen per cent of CEOs in one study admitted to providing false material on their resumes (Dehghani and Tumer, 2015).

Though it may be tedious, you must obtain verified information on the prospective new hire by checking their references. Former employers are understandably wary of providing references due to the risk of defamation lawsuits from unhappy ex-employees. Therefore, many businesses are cautious about what details they share about departing personnel. However, employers have no recourse because they may be held legally liable either way. Employers who don't want to risk a defamation suit might keep damaging information about former employees under wraps, but doing so can leave them open to negligence claims if the person in question turns out to be particularly volatile.

If an employee injures someone on the job, the former employer may be responsible for failing to warn about the individual's history of violence, and the prospective employer may be liable for failing to conduct adequate reference checks that would have revealed the employee's potential risk (Mishra and Modi, 2016). It is a little prod for HR to remember the need of doing thorough background checks on potential new hires and maintaining detailed employee files in order to produce credible references upon request. Many companies now undertake criminal record checks, credit checks, as well as Internet searches to learn more about job seekers than they would be able to learn by simply contacting their previous employers (Smith et al., 2010). Research from SHRM found that in 2006, 96% of employers performed background investigations on candidates, up from 66% just a decade earlier. Despite the controversy, these background inquiries are not unlawful provided the candidate had given the necessary consent. Make sure you have the appropriate release documents signed by the candidate before doing any background check.

2.6.7 Making a Job Offer

It's up to you and your company's norms as to how employment offers are communicated, but they could be made over the phone, in writing, or person. The human resources department usually deals with job offers.

Compensation and benefits are addressed, and the employee is informed of any additional requirements at this point. There should be plans in place to conduct any necessary drug tests or physical examinations for your company. An in-between time for notice should be arranged if the candidate requires more time to consider the job offer.

At this point, you must give your prospective employees an accurate picture of the work they'll be doing if they end up joining your team. Include both the positive and negative aspects of the job in your description. Tell them if you need to relocate for this position. Be honest if the work is extremely stressful or offers few opportunities for promotion. To avoid having a disgruntled and easily replaceable staff, businesses should avoid treating the hiring process as though the applicants need to be sold just on the job & exposed to just the positive features of the organisation. Keep in mind that you are making a long-term investment in this person; therefore it's important that they feel comfortable in their new role (Hickman and Silva, 2018). The first few weeks of work are the most vulnerable for employees to quit, mainly because of the unexpected nature of the position. If your company is constantly filling the same roles with fresh hires, it's not just unpleasant for human resources but also costly and time-consuming (Angrave et al., 2016).

Do not mention compensation requirements or expectations in the offer letter. You can specify your pay rate per hour or month. The courts have occasionally read annual pay statements as a promise of employment for a whole year. The potential for a lawsuit due to violation of the employment contract arises if the employee is terminated before the end of the first year. The solution to this is simple: never reveal your annual income. For a court's take on whether an employer must uphold a candidate's spoken pledges during the employment process.

Once you've decided on a candidate, you'll need to confirm their legal right to work in the United States. Companies in the United States must hire only citizens and those with proper work visas following the Immigration Reform & Control Act. All new hires have three days from their first day on the job to have their employment eligibility checked. The I-9 form is a legal requirement that both the employee as well as the employer sign, and the employee must produce documents to prove their identity and eligibility to work in the UAE. By signing off on the form, the employer attests that the documents the employee has supplied are legitimate. The employer must keep the I-9 form on file for at least three years after it is completed.

2.7 Conclusion

These processes help to select the quality candidate without involving the quality process that involves the best selection process to manage the employment of the staff in the healthcare system. This process makes the recruitment process easy and fast to get hire the best quality staff for the hospital even though in busy hours. In the next chapter 3, we will discuss the best research methodology and questionnaire to make this process easy.

3. Research Methodology

Company values on employee advancement will play a major role in shaping the selection process. The most workable solution might be to hire temporary workers or to have currently employed people work longer hours. To replace a manager, executive, or even another high-level employee might cost anywhere from 50% to hundreds of times their annual income. There are benefits to promoting from within as well as drawbacks to bringing in new employees from the outside. The answer depends on factors such as business policy, the type of the post being filled, as well as its hierarchy, hence there is no single right answer. Employer discrimination based on a candidate's or employee's marital status is illegal in many jurisdictions. It is the lower-level, non-management and supervisory professions that are more affected by regional labour market fluctuations. Depending on the sector, international variables may have an impact on professional and technical occupations. Several regulations, most notably those addressing discrimination, will affect your hiring practices. Prejudice costs businesses millions of dollars every year in the form of legal fees, lost productivity, and negative publicity.

Preventing bias in the first place is crucial. Several municipal and state governments have passed laws that further protect individuals from discrimination. Referrals from current employees may not accurately reflect the diversity of the labour market and may potentially discriminate against certain groups. If you register your open position with the state's employment office, they may be able to give you free, qualified referrals. Spread the word about the opportunity in local and national press outlets, as well as on radio and television.

Ads in local newspapers were once the most common way to find new employees. Vacant opportunities can often be found either on a company's website or specialised employment boards. There are even businesses that will consider your online application. Incorporating people from different backgrounds into the workforce is highly valued by businesses since it increases creativity and opens the door to new markets. Recruitment professionals are well positioned to encourage or discourage candidates from historically underrepresented groups.

3.1 Research Methodology

Recruitment materials can include images of persons of colour & people with disabilities, ads can be written in both languages, and interpreters can be employed during interviews. It is not uncommon for job candidates to provide inappropriate information during interviews. The most frequently required information includes current salary, age, driver's licence number, citizenship status, and Social Security number. Pay history questions are inappropriate because they place women minorities at a disadvantage position financially. Initial interviews are commonly used by businesses to eliminate unsuitable applicants.

There are a variety of methods used to gauge an individual's aptitude, personality, abilities, honesty, and motivation. Correct screening requires the use of selection tests that are reliable, valid, and standardised. The selection tool you choose should have testing criteria that are similar to those of the job you're trying to fill. If a test cannot reliably predict how an individual will perform in a certain job, then it is useless. There is no hard and fast rule on how many people to interview for a given post.

The interview is merely a verbal test of the applicant's skills. Due to the interviewer's perception of the inquiries and responses, there is a large margin of error. Employers should write a detailed and complete job description that emphasises the most important requirements for the role. To put it simply, the interviewee is not predetermined in a nondirective interview. There aren't many questions asked, and the interviewer doesn't always have a list ready.

Figure 3.1: Flowchart of Recruitment Process

Unstructured interviews can easily become a one-sided information-gathering exercise for the interviewer. Twenty per cent of applicants provide fake certificates and licences, while forty per cent of applicants embellish their work experience. In light of the prevalence of defamation lawsuits filed by disgruntled former workers, many businesses are hesitant of offering references. These checks are legal if the candidate has given permission. The appropriate method of extending a job offer is up to you and your organization's customs.

When describing the position, be sure to highlight the good and the bad. Do let them know if you will need to move for this opportunity. Don't sugarcoat it if the job is too demanding or there is no room for advancement. Avoid talking about money in anoffer letter. The law requires all new hires to have their legal right to work in the United States verified within three business days after their start date. If an employee is let go before the conclusion of the first year, there may be grounds for a lawsuit alleging breach of contract.

3.2 Process of Evaluating Recruitment & Selection

Statistical information just on hiring and recruiting processes is typically kept by most companies. You need to assess the procedures to guarantee efficiency, timeliness, and, most importantly, the selection of the best candidate. Depending on your company's future hiring needs, the data you collect could prove invaluable. Here are a few points to consider:

Are the results you got worth the money you spent? What was your spending like?

Do you have a large enough pool of applicants to make an informed choice after conducting your recruitment?

Are the people who applied for the jobs you posted qualified?

How many resumes do you need to acquire a qualified candidate?

In what time frame was the position filled?

The time it takes a new hire to "come up to speed" varies depending on several factors.

Consider employee turnover.

How long do your new hires typically stay with the company?

4. Results

Table 4.1 provides a snapshot of patient demographics and operational data from the first six months. Referrals were made most frequently for evaluation of mobility challenges (29%), ADL concerns (17%), and other examinations (15%), such as functional assessment. The majority of patients (81%), who received AC@H, were sent home after their visit instead of being admitted to the hospital (9.5%). The remainder were sent on to alternative settings, such as supported living. Seventy-nine per cent of AC@H patients were surviving at home as well as in the neighbourhood 90 days after admission, while eleven per cent were dead and ten per cent were still in hospital care.

Table 4.1: Characteristics of Employment

The results of our employee survey are summarised in Table 4.2. Employees appeared happy in their jobs, citing management support and positive interactions with their AC@H peers as sources of happiness.

Table 4.3 displays data about interviewees. To protect the privacy of study participants, the Advanced Practice Nurse (APN), Physical Therapist (PT), and Occupational Therapist (OT) are all referred to as "Advanced Practitioners (APs)", while the Team Leader (TL), Geriatrician (MD), and Senior Service Manager (SSM) are all referred to as "Management".

Table 4.2: Characteristics of Interview

Table 4.3: Satisfaction of staff (Acknowledgement Report)

Table 4.4: Theme and sub-theme as per the hospital

It became clear that there were four main areas of focus: 1) Services from service providers (strategies to enable team function); 2) Relationships (inside and outside the team); 3) Service operation (characteristics of service operation); and 4) Scaling concerns (future development issues) (Table 4.4).

5. Conclusion

This qualitative approach may prove helpful in the design and implementation of future health and wellness delivery systems involving intermediate care services. Reducing the likelihood of complications during hospitalisation and easing the process of rehabilitating patients may be possible through a combination of home health assessments and care continuity provided by personnel. Agile approaches to healthcare providers should be considered in contexts where finding qualified staff is difficult.

Since there is a dearth of data in this area, the purpose of this research was to hear from care workers in Scotland about their experiences implementing the H@H model. A service's practicality in new contexts [18] and for those providing the service [19] can be determined by learning from staff members' firsthand experiences with implementation. Our research highlighted several important points, including the need for cooperation between teams, the importance of developing and operating services, and the challenges of scaling.

The AC@H workers reported excellent levels of job satisfaction (mean score of 73%), which was 5.1% higher than the typical overall NHS Scotland employees [26]. This trend was driven by cooperative efforts between teams, such as a flat organisational structure and a management team that encourages employee initiative and autonomy (mean score of 72%). The literature suggests that a management style that encourages participation and open dialogue can boost employee enthusiasm and decrease turnover [20]. Furthermore, it has been established that in a local community approach to care, staff autonomy to alter service provision to fit individual requirements is essential to the delivery of high-quality patient care [27],[28]. Implementing an inclusive style of management may not only ensure adequate staff provision but also improve collaboration and facilitate career development [20],[30]. This is especially important in light of the difficulties associated with healthcare retention and recruitment on a global scale [29].

Assessing patients in their own homes, rather than in hospitals, has been lauded by the staff as a way to more precisely determine the level of assistance needed for patients to remain autonomous in their daily lives. Occupational therapists (OTs) are uniquely qualified to conduct environmental assessments, which have been found to considerably reduce the frequency of falls [31]. This is in line with other HBPC models that describe benefits including the identification of home environment factors that may be overlooked at a secondary or primary care appointment (such as possible hazards, theempty fridge, or family stressors) and the facilitation of bigger and more powerful developing relationships between patients and medical professionals [6]. Staff also noted that patients appreciated the consistent treatment they received, which helped foster trusting relationships. The patient's perspective on care continuity during the execution of a program [29] is consistent with other unified community care models. Improvements in health outcomes [32], adherence to treatment [33], and decreased resource utilisation (including reduced prescription prices and hospitalizations) [34] have all been linked to a more consistent care team. The capacity to assess individuals in their home environment, in combination with continuity of care provided by staff, may reduce the dangers associated with hospital stays (such as infections), instead and facilitate re-ablement and boost patient satisfaction if this type of transition is feasible.

Recruiting senior clinical staff, such as a Geriatrician, was difficult for the service, and new APs sometimes lacked the training necessary to provide emergency care. Recruitment difficulties for geriatricians [35] and other clinical professionals such as other physicians, nurses, and midwives [36] are commonplace around the world. As a result, the service could not accept as many or as seriously ill patients. Staff training and adequate cover for service operations became a balancing act because of the difficulty of recruiting for such a tiny team, with only one of each AP. This was especially noticeable when APs were engaged in high-level clinical instruction during normal business hours. For this reason, it is important to investigate different ways of securing the necessary healthcare funding for the service's expansion. Staff interviews revealed that hiring a general practitioner (GP) rather than a geriatrician to provide clinical oversight of the service was one possible solution. The supervisory model of care delivery has been shown to safely and effectively enhance the service capacity [37],[38]. In this model, appropriately trained health professionals have delegated tasks that are typically performed by a physician, but under the direction of a physician (such as a general practitioner or geriatrician). Care models that aren't nimble or flexible aren't going to help with recruiting problems.

It's important to keep in mind a few restrictions. There may be more mechanisms to consider even as the complexity of patients rises, as the acuity of patients increases, but these have not been thoroughly addressed here due to space constraints. Second, these results could have been strengthened by including information from additional groups of interest, such as unpaid caregivers, who have been the subject of relatively little previous study in this field [14]. However, due to resource and time restrictions, this could not be done; as a result, it is suggested that future research investigate the opinions of unpaid caregivers who use this service.

Overall, it seems that employees would like a management style that is less hierarchical and more collaborative when making decisions, and this is something that should be taken into account both to improve employee happiness and to cut down on turnover. Patient assessments performed at home, rather than in a hospital, with staff continuity in place, may reduce hospital-associated dangers & better facilitate the recovery-focused process in cases where patients may be safely moved home. Finally, in cases where it is found that recruiting is a problem, evidence-based, adaptive methods of care delivery should be examined. These results may be useful for intermediate care implementation as a resource and in guiding the development of health and care systems.

6. Future Work

Future health care delivery models will look very different due to changes in population dynamics, globalisation, technology, and environmental & geopolitical considerations. To secure the long-term viability of health systems and health-care workforces, radical, transformative change is required. Active leadership, cross-sector collaboration, participatory techniques, and robust social debate are necessary to shape the kind of work we desire for the health sector. Enhancing service delivery methods, changing health labour market rules, updating education &raining, as well as utilising new technologies are all essential to bringing about transformative transformation in the health industry.

Improvements in technology that are worth having Patients, employees, employers, and governments are all important players in the healthcare system, and their demands must inform any necessary transformation. The system must include effective public-private partnership and be supported by safe and fair working conditions. As future events, such as shifting demographics, pose new challenges, decent employment, in particular, is essential to ensure the long-term viability of the health sector as well as the health workforce. Positive social gains and inclusive economic growth are anticipated from health sector and workforce investments. Therefore, a dedication to funding health systems is a dedication to funding individuals and communities.

The future of work in the health sector must be determined by all the actors involved, in a way that assures equal access to health services and guarantees sustainable health systems, if it is to maximise its contribution to the SDGs. The ultimate goal is to make sure that all people, wherever, have easy access to medical care.

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Appendices

Appendix 1: Stage 1 Research Ethics Application Form and Approval

Low risk category

Appendix 2: Ethics Research Quiz results

I have completed the CPD Course.

Appendix 3: Project Plan and Proposal

Entrepreneurial Action

Project Proposal

Name: Faisal Abdullah Moh. Barakat

Personal Identifier: 2180529

Word count: 2,870 (Excluding reference List)

Date: 8th September 2022

Supervisor: Mousumi Parvin

Title

Analysis of the recruitment in the healthcare sector and its relationship with employees engagement and motivation

Background

Recruitment & selection procedures in the Kingdom of Saudi Arabia, Rowad Recruitment Group has studied the healthcare business in detail. The foundations of any organization's success are built throughout the recruitment &selection process. The reason for this is that HR plays an important part in an organization's overall performance. To guarantee that solid human resources policies &practices are formed, the HR department redesigns jobs, integrates job design knowledge into training as well asmanagement development projects, &then implements these changes. An organized employment policy & plan are essential. A company's recruitment procedure must be effective if it hopes to secure the top employees. As an HR manager in a healthcare company, your responsibilities are both varied and complex. It takes a lot of thought to develop a human resources strategy and to find qualified candidates. Employees at chosen hospitals were interviewed for the study's primary data collection. We'll take a look at how worlds health care industry handles hiring and firing (staffing).

There are a number of alternatives open to companies when their HR strategies indicate they really have to hire extra employees. This could be the first step in the hiring process if you're trying to expand your workforce. Although it's a good alternative, it's not necessarily the best. A company should look into alternatives to full-time employment, such as outsourcing or contract workers. Changes of workload may need additional part-time as well as overtime work from existing employees in the short term. The company should always hire new employees if it determines that it will require more workers in the long run after careful consideration. The cost of hiring and vetting new employees can be mind-boggling. Replacing supervisory, technical, and management staff can cost anywhere from 50 percent to several hundred percent of their annual income, according to some estimates. Consider the company's long-term growth potential and accurately forecast future labor needs while developing HR plans. Recruitment planning cannot begin until all alternative options have been thoroughly investigated and ruled out.

Accessible platforms that connect recruiters & job seekers are known as employment portals. Because the internet has become more accessible, these portals have become popular. A few of the following roles were filled through the use of employment portals:

Manager of Interpersonal Relations:

Those who are preparing to become nurses (Female candidates only)

Nutritionists

Medical Technologists

As well as many other CSSD Technicians

There are high chances to recruit the person, who does not have capacity to perform well or generate revenue. E-Recruitment is the use of technology to aid in the recruitment process. In order to apply for a job, job seekers send in their resumes through email or post them on an employment portal. The process of looking for a job has been made faster, simpler, and easier thanks to the introduction of employment portals.

In such scenario, the need of selecting good and efficient employee becomes necessary, therefore it demands the best analysis of recruiting staffs in the healthcare because the chances of any mistake is negligible in this industry.

Research Questions, Aims & Objectives

Research Questions

There must be the way out to select the efficient and reliable staff while recruiting, otherwise the lack of efficient staff in this industry may bring the disaster to the patients & their families, hospitals and other concerned departments. This is the high time where we need good system to maintain the performance of the healthcare. Following questions are the concern related to the organization:

How can it affect the organization negatively?

In what ways organization can resolve the issue for developing the motivation in the employees?

Aims

The main motive behind this report is to help the organization to analyse the process of recruitment so that the employee can get motivated and keep himself involved in the employees for the feasible solutions. In hospitals, employee engagement contributes to better patient care, which in turn improves the bottom line. Patients are more likely to give positive feedback about a hospital after it has made efforts to enhance either the patient experience or the engagement of its employees.

The study's results showed that participation in work activities correlates with greater levels of job satisfaction among workers. More importantly, the research shows that employees' level of engagement affects how fulfilled they are in their jobs. The findings of this study point to the importance of employee engagement for a company's future growth and development.

Research objective

Main objectives for such kind efficient and effective of recruitment management system for the healthcare sector:

The proper system to hire employees to analyse for healthcare system

Efficient algorithm and architecture to get good quality of employees

Arrange the meeting with the employees in the healthcare sector

Healthcare system for the healthcare human resource process

Literature Review

Motivation is the determination and desire to take action in response to having a sense of purpose, belongings, & devotion to one's organisation. Motivated workers provide better results because they have the foundation of employee engagement.

An ever-expanding body of research has focused on the link between an employee's level of job satisfaction and their level of dedication and involvement in their workplace. If workers are given opportunities to learn and advance in their positions, they may become more efficient and successful. Employee involvement, in this context, can be crucial in boosting performance. Employees that are invested in their work are more likely to work hard to achieve their own objectives, as well as those of their employer. That's why HR's job is so crucial: they're the ones who get to work with the greatest people and figure out how to keep them around through creative means of employee engagement. This research will make an effort to investigate the connection between contentment on the work and dedication to the company. The current research will also look at how employee engagement affects work satisfaction in a few representative financial institutions.

4.1 Recruitment in the healthcare Sector

There are few questions why we need analysis of the recruitment in the healthcare sector and its relationship with employees engagement and motivation. Below are the few reasons:

Employees who have reached the age of retirement:

When it comes to hiring physicians, many organizations use doctors who have retired from the military or who have worked for rural public health departments. The doctors from military backgrounds or rural area hospitals have already had a superior education and experience to the medical field. This is beneficial (related to variety of thepatients &their diseases). Retired military officers will be proud of their accomplishments, and the organization will save money on recruitment, selection, and training by employing this method of selection.

Transfers:

Recruiting takes place during the transfer procedure. When there is a shortage of workers to fill a post, employers use this method to fill it.

Employee Reference:

Personnel are requested to make recommendations for open positions through this method of hiring. Only those candidates who can adapt to the company's working conditions will be recommended by the staff.

Publicity campaigns and commercials:

As long as employees are already familiar with the company's regulations and working conditions, it makes sense for companies to give promotions to those who have already worked there. A great deal of effort, money, and time is saved as a result of this. The employee is well-versed in the company's culture and working practices. As a result, the hospital uses advertising and promotion to give doctors an opportunity to apply for promotion. This alerts the public of vacancies in a specific department.

The promotion can be applied for in a formal manner. Using this method, you can find workers who want to move to a different branch within your own company.

4.2 Rewards and Services

Both industrial and service businesses rely heavily on their employees' level of motivation and engagement as sources of their high performance (Boss, 2014; Kwenin et al.,2013; Reilly, 2014; Trus et al.,2013; McMullen, 2013). When it comes to influencing employee behaviour and driving organisational success, nothing is more important than having strong leadership based on transparent managerial principles (Boss, 2014; Bala et al., 2015).

In theory, a combination of financial incentives (such as salary and bonuses) and "intangible" rewards (such as a pleasant work environment) will motivate people to be engaged in their work and produce their best results. (Uzonna, 2013) looked at these ideas in the context of the banking industry in the paper (Kwenin, et. al., 2013) examined them in the context of Vodafone (Zameer Ali, Nizar, and Amir, 2014) examined them in the context of Pakistan's food industry (Desai, Majumdar, and Prabhu, 2010) examined them in the context of India's automobile industry and information technology sector.

4.3 Benefits to Employees and OrganisationsWorkers may be truly invested in their profession only if they feel that their own and their patients' safety is a top priority. Hospitals can lay this groundwork by encouraging personnel to keep an eye out for, report, and correct any errors as well as problems that may put the safety of patients or staff at risk.

The vitality and prosperity of your business depend on the enthusiasm and dedication of your staff. Employees that are enthusiastic about their work are 69% more likely to get things done. A demoralised workforce produces lower results and is less productive overall. Staff happiness and, ultimately, employee retention, are directly correlated to levels of motivation. Inspiration is the key to success. The key to any person's success is their level of motivation. Managers and team leaders need to keep their staff inspired if they want to get the finest work from them.

Employees who are engaged in their work exhibit behaviours such as being enthusiastic about their work, caring about the company, working hard to achieve their goals, working well with others, being open to constructive criticism, and communicating effectively with their superiors and peers. When it comes to what motivates and inspires workers, nothing beats a company's culture. Companies with vibrant, upbeat cultures have dedicated workers who take exceptional care of consumers. Employees and customers leave businesses with a dysfunctional culture.

Research Design & Methodology

Let's take a deeper dive into the research methodology. The overarching strategy that will guide your investigation, whether inductive or deductive, is known as your "research methodology." Determining how you'll do your research is an essential first step (we'll get to the analysis part in a bit). Instead than beginning with a preconceived theory, inductive methods build upon existing research to produce viable hypotheses. On the contrary hand, deductive methods use an existing theory as a jumping off point to develop and verify other hypotheses.

Figure 5.1: Onion Diagram for proposed method

Rather light and airy, doesn't it sound? Allow me to illustrate with two cases:

The study of thepreviously undiscovered, remote population may benefit from an inductive method. Since we know so little about this group, we need to investigate it in order to learn more and make hypotheses about its characteristics and behaviour.

However, the evolution theory provides a strong foundation for a logical approach to studying the temporal variation in animal physiology. To rephrase, this is built upon previously conducted studies.

Closely tied to research methodologies is qualitative &quantitative research. In contrast to quantitative research, which emphasises numerical data, qualitative research places a greater emphasis on textual, visual, and auditory data. In this essay, we'll discuss the differences between qualitative and quantitative methods of research.

Whats the importance of quantitative and qualitative data to research strategies? To be clear, qualitative research is more likely to employ inductive methods, while quantitative research is more likely to represent a deductive approach, typically guided by positivist philosophy. The reason for employing deductive approacheshere is that quantitative approach often begins with theory as thefoundation, wherein progress is made by hypothesis testing. In other words, thewider concept is applied to a particular setting, event, or observation to evaluate whether these match in with the theory, like with our example of theevolution above.

So, to summarize, the two research methodologies are deductive and inductive. Consider the nature of the study you intend to conduct before settling on a methodology. You should consider whether your study will expand upon existing knowledge or if it will investigate a topic that cannot be directly linked to past studies. The former implies a deductive strategy, while the latter an inductive one.

Project Plan

Following is a breakdown of my project schedule from the time I enrolled in the course until I turned in my final report at the end of the module. I have added the module's crucial dates and highlighted the amount of weeks I want to devote to each task. Working from home without set working hours makes it difficult to juggle work and school, so I make sure to stay to the plan by making up any missed work or studying on the weekends. Those in red were marked completed whereas the remaining in theblue are due.

Oct 2021 Nov 2021 Dec 2021 Jan 2022

Week no. 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Enrolment and start of the MBA course 07.10 Online ethics course & Quiz 12.10 Working on Stage 1 ethics application form & Submission 24.10 Ethics application form approval 08.11 Commencing secondary research and Write up of Project Plan & Proposal (PP&P) Submission of the PP&P 27.11 Ongoing Secondary research Feedback from supervisor on PP&P 12.12 Continue write up of project based on feedback Submission of draft report to Supervisor 09.01 Feedback from Supervisor on the draft 21.01 Final Report Submission 28.01

Risk Management

Risks

All proposed corrective measures have already been tried and tested; this is because the project relies on secondary data. While investigating this problem, I came across various solutions that could help my company deal with role overload, such as encouraging employees to talk openly about their concerns with HR or their direct manager. However, there is still a chance that the recommended methods won't work because the environment is different. Despite an equal opportunity act, many supervisors in Mauritius are biassed and prone to favour certain employees. As a result, they may be hesitant to take the opinions of their subordinates into account and act in a way that is right in their eyes.

Assumptions

My research is based on the hypothesis that the unpredictability caused by the CovDav19 pandemic is to blame for the impending crisis of duty overload at my organization. A total sanitary curfew has been announced at the same time as AIM planned to release new products, as described in the preceding section on the country's history and the FAFT's grey list (Investment funds). The company's leadership seemed unsure on what to do, as they assigned everyone a variety of tasks. They prioritized keeping the money coming in above investing in new hires or training current staff to handle the increasing burden. My coworkers and I did not receive performance bonuses despite working long hours from home and having to learn new tasks on our own.

Issues

My primary challenge in this semester has been learning how to write thethesis for the first time. I never had to worry about writing a dissertation for my bachelor's degree. Students in their last semester of several courses (such as Banking &Finance, Marketing and Management, and HR management) had to collaborate together just to thevirtually manage a firm for the whole semester in a simulation module called "Business Capstone." So, I'm still getting used to things like using secondary sources to back up my claims, producing reports, and referencing in the Harvard system.

Another issue is that I started the MBA programme quite late (in October), so I will have missed a few weeks of classes. I have a lot of lessons and readings to catch up on. Even though I was able to get my Ethics application in before the extended deadline, I am still concerned that I won't be able to finish the final report on time.

The third problem is that no studies have been conducted on this topic, at least not in my area of expertise, in Mauritius (Finance). As a result, I will have found answers from different countries and fields, and they might not even all be relevant to AIM.

Dependencies

Having never written a report before or used the Harvard citation style, I ran into some difficulties. For this reason, I have relied entirely on ARU's course materials for instruction. In this regard, the formative comments from my Supervisor will be essential for me to determine if I am heading in the right direction.

Given that I am tasked with analysing already-existing data for this research, I am drawing on authoritative sources like peer-reviewed articles and books to better comprehend the issue and analyse the theories behind it.

References

Bala, N., Saha, S., Chakraborty, M., Maiti, M., Das, S., Basu, R. and Nandy, P., 2015. Green synthesis of zinc oxide nanoparticles using Hibiscus subdariffa leaf extract: effect of temperature on synthesis, anti-bacterial activity and anti-diabetic activity.RSC Advances,5(7), pp.4993-5003.

Boss, S. and Krauss, J., 2022.Reinventing project-based learning: Your field guide to real-world projects in the digital age. International Society for Technology in Education.

Buck, C.B., Day, P.M. and Trus, B.L., 2013. The papillomavirus major capsid protein L1.Virology,445(1-2), pp.169-174.

Clarke, S.F., Murphy, E.F., O'Sullivan, O., Lucey, A.J., Humphreys, M., Hogan, A., Hayes, P., O'Reilly, M., Jeffery, I.B., Wood-Martin, R. and Kerins, D.M., 2014. Exercise and associated dietary extremes impact on gut microbial diversity.Gut,63(12), pp.1913-1920.

Desai, M., Majumdar, B. and Prabhu, G.P., 2010. A study on employee engagement in two Indian businesses.

Kwenin, D.O., Muathe, S. and Nzulwa, R., 2013. The influence of employee rewards, human resource policies and job satisfaction on the retention of employees in Vodafone Ghana Limited.European Journal of Business and Management,5(12), pp.13-20.

Mariza, I., 2016. The impact of employees motivation and engagement on employees performance of manufacturing companies in Jakarta Indonesia.International Journal of Applied Business and Economic Research,14(15), pp.10611-10628.

McMullen, J.S. and Dimov, D., 2013. Time and the entrepreneurial journey: The problems and promise of studying entrepreneurship as a process.Journal of management studies,50(8), pp.1481-1512.

Ukaejiofo, R.U., 2013. Impact of motivation on employees performance: A case study of CreditWest Bank Cyprus.Journal of economics and international finance,5(5), pp.199-211.

Appendix 4: Entrepreneurial Action Research Report Presentation