The importance of managerial selection process to the success of an organisation has long been acknowledged. Yet, while an increasing amount of research has been carried out in the West, very few studies of a similar nature has been undertaken in South East Asia. As a result, very little is known on the techniques and practices used to select managers of local and foreign firms operating in this region. Focussing on firms operating in the Malaysian industry, this study attempts to bridge the knowledge gap by providing empirical evidence on the techniques and practices used to select managers of large local and foreign manufacturing firms operating in 3 areas of main industrial growth. It will also attempt to explain the reasons for employing these techniques and practices. This study also looks for any similarities or differences concerning the use of these techniques between these firms and those used in the West. Another concern of this study is to determine the factors which influenced these similarities or differences particularly between local and foreign firms. Data collected by mail survey from 60 firms and personal interviews with 32 firms illustrates that some firms in this study employ techniques used in the West to select managers such as the application form, cvs, interviews (both structured and unstructured), psychological (both personality and cognitive) tests and the assessment centre (Ae). None of these firms reported employing biodata, graphology and astrology. The findings also revealed broad similarities between local (Malaysian) and foreign (non-Malaysian) firms in terms of many of the techniques used : for example, both types of firms used the interview, application form, cvs, references, psychological (personalitty) test and the Assessment Centre and did not use the biodata, graphology and astrology. Nevertheless, there were some differences: in particular, the local firms did not use psychological (cognitive) tests. This study has also identified several factors which influenced these similarities and differences. It also illustrates that both formal and informal selection techniques were used by some practitioners to select external and internal candidate for the post of managers at al1 or some levels. Overall, this study supports the view that in HRM, the spread of ideas on selection techniques used to select managers is powerful although in practice, the differences in the way techniques are adopted rather than the differences in the types of techniques employed which allows for cultural influence to be most clearly felt.

by Wilkie Wong Wing-Gay. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1980. / Bibliography: l. 26.

by Tam Big-yuk, Sabrina and Yuen Ho-duen, Judith. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1988. / Bibliography: leaf 64.

Thesis (M.S.)--Massachusetts Institute of Technology, Alfred P. Sloan School of Management, 1982. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND DEWEY. / Bibliography: leaves 83-84. / by Yale Martin Zussman. / M.S.

Thesis (MPA.) -- University of Limpopo, 2006 / The main objective of the study was to scrutinize the difficulties that confront the recruitment and selection processes at provincial government level, which recruitment processes are required to be in conformity with national and provincial policies. Furthermore, the study will also endeavor to answer questions on problems emanating from the recruitment and selection of public managers since 27 April 1994. The population selected for purposes of this study was that of the management team of the Department of Public Works in the Limpopo Province. The population consisted of 281 management officials. A proportional stratified random sampling design was used for obtaining a sample, with head office and the six district offices forming the different stratas. 14% of managers in all stratas were taken as a sample. The data was collected using questionnaires and interviews, followed by the collection of selected government reports with appropriate data. In the case of interviews, the following three methods were iv used, namely, non-scheduled interviews, non-scheduled structured interviews and scheduled structured interviews. The study revealed that in the Department of Public Works:  There was a sustained or uncontrollable movement of managers hopping in and out of the department. This was exacerbated by the lack of a retention strategy for controlling this problem. As a result, the cream of the department’s most resourceful managers was lost.  The recruitment and selection processes in the department of Public Works were inappropriately guided due to a lack of proper planning. As a direct result thereof, the wrong managers were recruited.  The internal source was preferred over the external source in conducting the recruitment and selection processes. This limited the opportunities of employing the correct managers.  There have been biases in that the recruitment and selection processes were manipulated in order to benefit certain individuals v at the expense of others. This has had a negative impact on the morale of the rest of the staff. In view of the findings of this study, it is recommended that further research on a broader scope is imperative, with the population consisting of the entire management in the Limpopo Provincial Government. The purpose of such research should be to determine the extent to which the recruitment and selection of managers were impacting on service delivery, which is critical to the welfare of the Limpopo society in particular, and the South African society in general.

M. Phil.

by Chow Ho Kong, Tang Ying Cheung, Eric. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves [35-37]). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Significance of Managerial Selection --- p.1 / Environmental Context --- p.2 / Banking Industry --- p.2 / Recruitment Environment --- p.3 / Problem Identification: Imperfect Selection Process --- p.4 / Chapter II. --- SCOPE OF STUDY --- p.6 / Objectives of This Study --- p.6 / Methodology --- p.7 / Chapter III. --- OVERVIEW ON THE MANAGERIAL SELECTION PROCESS --- p.8 / Functions and Success Factors of Selection --- p.8 / Stages of Selection Process --- p.10 / Chapter IV. --- STAGES OF MANAGERIAL SELECTION PROCESS --- p.12 / Stage One: Pre-Selection --- p.12 / Internal Manpower Needs --- p.13 / Job Analysis --- p.14 / Managerial Competencies --- p.16 / Stage Two: Selection --- p.19 / Stage Three: Post-Selection --- p.25 / Chapter V. --- CURRENT PRACTICES OF MANAGERIAL SELECTION IN BANKS --- p.28 / The Interviews with Banks --- p.28 / Pre-Selection Stage --- p.29 / Communication of Job Opening --- p.29 / Job Analysis --- p.30 / Managerial Competencies --- p.31 / Sourcing of Potential Candidates --- p.31 / Chapter V. --- CURRENT PRACTICES OF MANAGERIAL SELECTION IN BANKS (Continued) / Selection Stage --- p.32 / Application Letter / Resume and Written Test --- p.32 / Job Interview --- p.33 / Validity of Selection Methods --- p.33 / Selection Decision --- p.35 / Post-Selection Stage --- p.35 / Induction Programme --- p.35 / Probationary Period --- p.36 / Chapter VI. --- CONCLUSION AND RECOMMENDATIONS --- p.38 / Recommendations on Banks' Managerial Selection Process --- p.38 / Proactive Role of Human Resources Managers --- p.38 / In-depth Job Analysis to Identify Job-Specific Competencies --- p.39 / Well Documented Records in Each Stage of Selection Process --- p.40 / Cost Effective Use of Managerial Competencies Model --- p.41 / Use of Structured Interview for Testing --- p.41 / Selection Decision Made According to Pre-Determined Criteria --- p.42 / Induction Programme to Socialize New Manager --- p.42 / Evaluation after Probationary Period as Feedback --- p.42 / Implications on the Designed Framework of Managerial Selection Process --- p.43 / Conclusion --- p.45 / APPENDIX / BIBLIOGRAPHY

The purpose was to investigate career expectations and goals of junior and senior fashion merchandising majors at North Texas State University and to compare findings with expectations for trainees of retail employers with executive training programs in the Dallas-Fort Worth Metroplex. The findings indicated that most female students are planning their career goals in business for the next five years. Students are confused as to what employee benefits they might receive at the entry level. College recruitment is an important method of hiring executive trainees. Length of training programs vary from six months to three years. At the time of the study, trainees could expect a beginning salary of nine to ten thousand dollars.