Course Title:

Human Resource Management

Term Paper
HRM 501
Topic:
“PERSON-ORGANIZATION AND PERSON-JOB FIT of Unilever Bangladesh”.

Submitted To:
Dr. Rumana Afroze
Associate Professor
Department of Master of Business Administration (MBA)
East West University

Submitted By:
Maisha Kabir
ID:2022-3-95-032
Sadiya Sanjana
ID:2022-3-95-059
Tanjina Taher
ID:2022-3-95-054
 Table of Content

Chapter 1
1.1 Background of the study …............................................................................. 5
1.2 Objective of the study …............................................................................. 5
1.3 Limitations …............................................................................ 5-6
1.4 Methodology …............................................................................ 6
Chapter 2
2.1 Person-job fit ............................................................................ 7-8
2.2 Person-organization fit …....................................................................... 8-10
2.3 Example of person-job and person-organization fit .............................. 10-12
2.4 Significance of PJ and PO Fit ....................... 12-14
2.5 Theories of PJ and PO Fit ..................... 14-16
Chapter 3
3.1 mission, vision and goals .................................................................... 17
3.2 functions .................................................................. 17-18
3.3 contribution .................................................................. 18
3.4 products and brands ............................................................. 18-19
3.5 branches
Chapter 4
4.1 recruitment process …............................................................ 20-25
4.2 selection process (PO and PJ fit checking) …............................... 25-27
4.3 findings …............................... 27
Chapter 5
5.1 recommendation …............................................................. 28
5.2 conclusion …............................................................. 29
Reference …............................................................ 30
Appendix …............................................................ 30-32
 Letter of Transmittal

Dr. Rumana Afroze

PhD (DU), MBA (DU), BBA (DU)
Associate Professor,
Department of Business Administration
East West University Aftabnagar, Dhaka-1212, Bangladesh
Subject: Submission of term paper on “PERSON-ORGANIZATION AND PERSON-JOB
FIT of Unilever Bangladesh”.

Dear Sir / Ma’am,

As a requirement for the completion of a term paper under the MBA program of East West
University, I would like to submit our term paper, titled Subject: Submission of term paper on
“PERSON-ORGANIZATION AND PERSON-JOB FIT of Unilever Bangladesh”. We
sincerely hope that this term paper fulfills the objectives and requirements of our term paper
at it finds your acceptance. We have attempted our best to finish the term paper with the
essential data and recommended proposition in a significant compact and comprehensive
manner as possible. We are grateful to you for your guidance and kind cooperation at every
step of our endeavor on this term paper. We shall remain deeply grateful if you kindly take
some pen to go through the report and evaluate our performance.
Sincerely yours,
Maisha Kabir
ID:2022-3-95-032
Sadiya Sanjana
ID:2022-3-95-059
Tanjina Taher
ID:2022-3-95-054
Department of Business Administration
East West University
Date: 25.08.2023
 Acknowledgement

We would like to express my utmost gratitude and wholehearted appreciation to all those who
helped me and provided us with the opportunity to complete and present this term paper.
First, we would like to thank my honorable faculty supervisor, Dr. Rumana Afroze, PhD
(DU), MBA (DU), BBA (DU), Associate Professor, Department of Business Administration,
East West University for providing us with the opportunity to observe and analyze such an
interesting topic and for his supervision, relentless guidance and invaluable advice whenever
needed.
We would also thank to Unilever organization for communicate with us.
 CHAPTER 1

1.1: Background of the Study

Successful human resource department makes it possible for the organization to acquire the

number and types of people necessary to ensure the continued operation of the organization

by the recruitment and selection process. So, it acts an important role in HR department. As a
part of MBA program, our Human Resource Management course teacher Dr. Rumana Afroze
assigned us to prepare a term paper on PERSON-ORGANIZATION AND PERSON-JOB
FIT in a multinational organization as related topic on Human Resource Management course.
We have selected our term paper topic as “PERSON-ORGANIZATION AND PERSON-JOB
FIT in Unilever Bangladesh Ltd.”. We have prepared our report on August 20,2023 which
will be submitted by August 25,2023

1.2 Objective

The report aims to provide information on the procedures of person-job and person-
organization fit techniques followed by the UBL through HR department.

1.3 Limitations of the Study

We are lucky enough to get a chance to prepare a report on “person-job and person-
organization fit in Unilever Bangladesh Ltd.” We tried heart & soul to prepare a well-
informed report. But unfortunately, we faced some difficulties when preparing this report.
We tried to overcome the difficulties. Despite trying our level best, some difficulties that
hamper us schedule report work:

1.3.1 Shortage of time:

Within a short time, we need to prepare some other courses’ reports for in this session.

For this reason, we could not get a fluent time schedule for the report.

1.3.2 Limitation of related with the organization:

The employees of Unilever Bangladesh Limited were too busy of their work. For this, they
did not sufficient time to fulfill our queries and some of them neglected us to support.

1.3.3 Difficulty in collecting data:

Many employers of the organization were not well known about all information that we asked
them. Many of them also did not respond to answer the questions. These things hampered the
information collection.

1.3.4 Confidential data:

We got some confidential data which is not possible to disclose publicly, so those data

and information had to be ignored for this report.

1.4 Methods
For making any report most of the data should be taken that reflect actual situation. For our
report we have collected various types of primary and secondary data. In a disciplined way
we can say that the report input was collected from two sources-

1.4.1 Primary sources:

Questionnaire sent to the employees in head office and share their own experience in getting
job.

1.4.2Secondary sources:

I. Unilever Bangladesh Ltd. official website

2. Annual Reports3.
3. Prospectus
4.Brochures
 Chapter 2

Theoretical Background

2.1 Personal Job fit

Person job fit is a part of person environment fit. A person is in better health when they
merge effectively with their surroundings than when they don't. Employees who especially
connect with their jobs are those whose knowledge, abilities, personalities, and interests
match the job.

Edwards, J.R. (1991), “Person-job fit: a conceptual integration, literature review, critique”, in
Cooper, C.L. and Robertson, I.T. (Eds), International Review of Industrial and Organizational
Psychology, Vol. 6, John Wiley and Sons, New York, NY.

An overview of the person job fit literature reveals three basic deficiencies. First, despite the
common emphasis on PJ fit across many areas of organizational behavior and industrial
organizational psychology, developments in these areas have largely occurred independently.
This has produced streams of PJ fit research that are typically considered distinct but share
more similarities than differences. Second, few attempts have been made to comprehensively
review and critically evaluate empirical PJ fit research. Third, empirical PJ fit research is
repeatedly plagued with serious methodological problems. The purpose of this chapter is to
address the deficiencies in the PJ fit literature domain of the person-job fit literature.
Literature review between employee desires and job supplies, fit between employee abilities
and job demands] methodological issues in person-job fit research.

Brkich, M., Jeffs, D. and Carless, S.A. (2002), “A global self-report measure of person-job
fit”, European Journal of Psychological Assessment, Vol. 18 No. 1, pp. 43-51.
Reports the development of a short, global measure of person job fit (PJ fit). The PJ Fit scale
provides an assessment of the degree to which an individual's knowledge, skills, abilities,
needs and values match job requirements. After a pilot study, the scale was tested with 2
samples. Sample 1 consisted of 308 professionals (mean age 36 years) from 3 occupational
groups (bankers, accountants, and occupational therapists), and Sample 2 consisted of 174
adults (aged 18-59 years) working in call centers and related administrative areas.
Exploratory and confirmatory factor analyses indicated that the 9 items assess a single, global
construct of PJ fit. Construct and criterion-related validity were demonstrated by correlating
the scale with empowerment, job satisfaction, and organizational commitment.

Because it has significant effects on your wellbeing, person-job fit is crucial for your job. It
impacts job satisfaction, as well as satisfaction with your coworkers and supervisor. When
you are well-suited to your position, you can also expect rises in your organizational
dedication and identification. Finally, your strain decreases when you fit better with your job.
So, overall, you’ll be happier, more dedicated to your organization, and less stressed when
you fit better with your job. Person job fit increases your attitudes, it can also enhance your
performance. It makes sense that your performance might increase when you are better suited
toward your job. Fitting better to your job can also decrease the likelihood that you want to
leave. So, you’re less likely to turn over in the long run when you feel you fit well with your
job.

2.2 Person Organization Fit

Bretz, R.D. and Judge, T.A. (1994), “Person-organization fit and the theory of work
adjustment: implications for satisfaction, tenure and career success”, Journal of Vocational
Behavior, Vol. 44, pp. 43-54.

In this study was analyzed the content of Person Organization Fit definition, and the role of
Person Organization Fit in the formation of Company’s Human Capital was examined.
During the investigated we used the method of content-analysis, which included 38 study-
papers as a sample. The study-papers were published in last 30 years and were selected
according to their citation index. As a result of our study, it was revealed the most relevant
definition of Person Organization Fit phenomena for the usage among this science field
developing in Russia. We suggest that the POF is one of the key-instruments to formation of
Company’s Human Capital. Moreover, it was found out that the logic of structure of the POF
as phenomena is following:

Person—Job Fit → Person—Supervisor Fit → Person—Group Fit → Person—Organization

Fit → Person–Environment Fit.

This can be explained as a principle of psychological entering the company by an employee.

Significantly the least attention is paid to the Person—Supervisor Fit type, and the
complementary fit mentioned by the scientists in this area less, than the supplementary fit. An
additional point is that we attempt to offer the model of the functioning of POF, which covers
the description of its role in human resource management practices, and in the formation of
human capital of the organization in whole.

Kristof, A. L. (1996). Person-organization fit: An integrative review of its conceptualizations,

measurement, and implications. Personnel Psychology, 49 (1), 149.

Presents a comprehensive definition and conceptual model of person-organization fit that

incorporates supplementary as well as complementary perspectives on fit. To increase the
precision of the construct's definition, it is also distinguished from other forms of
environmental compatibility, such as person-group and person-vocation fit. Once defined,
commensurate measurement as it relates to supplementary and complementary fit is
discussed and recommendations are offered regarding the necessity of its use. A distinction is
made between the direct measurement of perceived fit and the indirect measurement of actual
person-organization fit, using both cross- and individual-level techniques, and the debate
regarding differences scores is reviewed. These definitional and measurement issues frame a
review of the existing literature, as well as provide the basis for specific research propositions
and suggestions for managerial applications.

Van Vianen, A.E.M. (2000), “Person-organization fit: the match between newcomers’ and
recruiters’ preferences for organizational cultures”, Personnel Psychology, Vol. 53 No. 1, pp.
113-149.

This study examined the effects of two measures of fit on newcomers' commitment and
turnover intentions, P-O fit and P-P fit. Newcomers' preferences for organizational cultures
were compared with supervisors' and peers' perceptions of organizational culture (P-O fit)
and with their preferences for organizational culture (P-P fit). The supervisors and peers that
were involved had been the newcomer's recruiters during the selection procedure and they
had hired the newcomer. Subjects' culture preferences and perceptions yielded two
dimensions of organizational culture: concern for people and concern for goal
accomplishment. Results revealed that newcomers' concern for people P-P fit with their
supervisor was related to organizational commitment and turnover intentions. P-O fit
measures for both dimensions of organizational culture were not related to newcomer
affective outcomes.

Person organization (PO) fit theory refers to how aligned a person’s core values, beliefs,
ethics and purpose are to those of the organization they work for. For example, someone who
is results focused and values speed will fit best with an organization that shares, and enacts,
these values. It is a situation where an employee has found a job that suits his requirements
and needs, receives enough salary as compared to his/her competitors and has a pleasant boss.
This leads to positive outcomes. On the other side, if the employee does his/her work with
dedication but the organization doesn’t foster the same, this makes the employee unhappy,
thereby decline in performance and finally exiting the organization.

2.3 Example of Person job Fit and Person Organization fit

Example of Person job fit

Person job fit is where a candidate must be able to fulfill the job description requirements.
And either someone has the qualifications, the specific hard skills, soft skills, cognitive
ability and requisite experience to carry out the role they’re being considered for, or they
don’t. Person job fit can be easily measured and tested through initial phone screenings and
pre-selection assessments early in the recruitment process, to evaluate a candidate’s potential
person job fit. For example, X might not like the organization X work for, but if X loves his
job, X Day to day struggles will be less difficult to face. If X hate his job, but love his
organization, X might be able to find greater purpose in the work X dislike. But, X Day to
day activities will still be a strain.
Zhou, M., Shi, S., and Jiang, J. (2011). Person-job, fit and work attitudes: self-efficacy as a
mediator. Ind. Eng. Manag. 16, 123–129.

With the growing interest in person-job fit, this study extends the current literature by
revealing the effect of person-job fit on work attitudes. This study starts by proposing a direct
effect of person-job fit on work attitudes. Then it proposes that employee's self-efficacy
works as an important mediator between person-job fit and work attitudes. A survey was
conducted to collect data from 16 companies in Shenzhen. Statistical results gave empirical
support to the study hypotheses. The study results shed some light on the theoretical thoughts
on person-job fit.

Example of Person Organization fit

Based in the interactionist perspective, in which both personal and environmental

characteristics interact to predict individual outcomes, PO fit gained greatest prominence in
the early 1990s. Since that time more than 100 studies have been conducted that emphasize
the match between individuals and organizational cultures, not just the jobs within those
organizations. For example, an employee of XYZ ltd. has high productivity and enjoys
working in teams because he likes the work that he is doing and is committed to deliver to the
organization, this attitude leads him to be a good performer.

Afsar, B., Badir, Y., and Khan, M. M. (2015). Person job fit, person organization fit and
innovative work behavior: the mediating role of innovation trust. J. High Technol. Manag.
Res. 26, 105–116. do: 10.1016/j.hitech.2015.09.001

The relationship between person–environment fit, and employee's positive work attitudes and
behaviors has been well researched. However, there has been no study on the impact of
person–environment fit on the innovative work behavior of the employees and how employee
innovativeness leads to better job performance. The current study aims to fill this gap in the
literature by examining the effects of two-person environment fit perspectives person job fit
(PJ fit) and person–organization fit (PO fit) on innovative work behavior through innovation
trust. Using multisource data from 459 individuals and their supervisors, we found that
innovative work behavior was positively related to an employee's job performance.
Employees' perceptions about their job fits and organization fits positively affected
innovative work behavior, and these relationships were mediated by innovation trust. We
discuss the implications of these findings for innovation theory and research, as well as for
management practice.

The Role of Person-Organization Fit and Affective Commitment in Inspiring Citizenship

Behaviors among Banking Sector Employees of Pakistan, May 2021, Authors: Muhammad
Zohaib Tahir, COMSATS University Islamabad

Organizational citizenship behavior has been deemed crucially relevant for organizational
effectiveness and success; thus, significant emphasis is laid upon enhancing and sustaining
favorable workplace attitudes and behaviors by managements across organizations. Various
models of organizational citizenship behavior have been presented by researchers in the past;
however, a meagre number of studies managed to establish a causal framework explaining
employees’ drive towards citizenship behaviors. Therefore, the present study analyzed the
role of person-organization fit in inspiring citizenship behaviors through affective
commitment upon two backdrops i.e., Social Exchange Theory and Social Identity Theory.
The study employed 290 valid responses; conveniently collected from the six major banking
sector organizations operating in Pakistan, which were subjected to regression analysis
through the Process Macro for SPSSv. 22. After analysis, it was found that affective
commitment partially mediates the relationship between person-organization fit and
organizational citizenship behavior; signifying that, values congruence elicits higher
commitment from employees, eventually promoting citizenship behaviors; whereas
incongruence in employee organizational values may hold adverse implications for
commitment levels as well as the employees’ tendency to exhibit extra-role behaviors.

2.4 Significance of person job fit, and person organization fit

Person job fit is a concept that focuses on the compatibility between an individual and their
job. It is predicated on the idea that workers can be more effective, successful, and content in
jobs that complement their skills and interests. Consequently, person job fit has become a
significance area of focus for employers looking to create effective work environments and
optimize employee performance. Other hand, Person-organization fit, or PO fit, is the degree
to which an individual and an organization are compatible. It refers to how well a candidate's
personal ideas and values align with the goals, principles, and culture of an organization.
Person-job fit across the work lifespan – The case of classical ballet dancers, Journal of
Vocational Behavior, Volume 118, 2020, Article 103400

This study examines how employees assess demands-abilities and needs-supplies across their
work lifespan, and how they better adjust to their work. Based on person environment fit
theory, the job design and the lifespan literatures, and using interviews with a sample of 40
professional ballet dancers, our research shows how the interplay between demands, abilities,
needs, organizational resources, and regulation strategies contributes to a process of
adjustment, and consequently enhances psychological well-being across the work lifespan.
Additionally, we contribute to literature on well-being by presenting evidence of how
organizational resources are perceived differently across the work lifespan and why. We also
extend theory on job crafting by showing that crafting is partly a function of the phases of
one's lifetime and by presenting evidence of forms of crafting among older workers. With
increased longevity, individuals will need to remain working or recraft a career after reaching
retirement age. Addressing age-related changes and considering the importance of
organizational resources to well-being can help promote active aging.

Explaining the effects of perceived person-supervisor fit and person-organization fit on

organizational commitment in the U.S. and Japan, Journal of Business Research, Volume 69,
Issue 2, 2016, pp. 956-963

Most of the research simultaneously examining multiple person–environment fit dimensions

employ additive rather than interactive fit models. Although additive models allow
researchers to compare the relative salience of fit dimensions, such models fail to capture the
complex interdependencies of fit. Using employee samples from the U.S. and Japan, this
study examines interdependence between perceived person-supervisor (PS) fit and person-
organization (PO) fit and their associations with affective organizational commitment.
Perceived PS fit and affective organizational commitment are found to be related both
directly and indirectly (through perceived PO fit) in Japan but only indirectly in the U.S. In
both countries, perceived PO fit positively translates into affective organizational
commitment through collectivistic values. The association between perceived PS fit and
affective organizational commitment was stronger in Japan than in the U.S., whereas the
strength of the link between perceived PO fit and affective organizational commitment did
not differ across the two countries.
Person–organization fit effects on organizational attraction: A test of an expectations-based
model Organizational Behavior and Human Decision Processes, Volume 124, Issue 1, 2014,
pp. 75-94

This study investigates the mechanisms that explain why person–organization (PO) fit
impacts organizational attraction. Adopting Edwards and Cable’s (2009) approach, an
integrative model is developed around the idea that experiencing value congruence during the
recruitment process perpetuates certain expectations about future work environments and
employer relationships. These expectations in turn have a positive impact on organizational
attraction. Evidence from a longitudinal study on a sample of job seekers suggests that
expected opportunities for value expression and need fulfillment offered the most viable
explanations of value congruence effects. The implications of important observed differences
in the experience of PO fit between job seekers and full-time employees are discussed.

Person–organization fit, OCB and performance appraisal: Evidence from matched

supervisor–salesperson data set in a Spanish context, November 2008 Industrial Marketing
Management 37(8):1005-1019

Despite the extensive work carried out by sales researchers regarding the influence of
organizational citizenship behaviors (OCB) on significant individual and organizational
outcomes, it is still of interest to address new research questions and support previous results
with samples from different organizational settings and other countries. Researchers have
also identified the need to thoroughly investigate relationships between different antecedents
of extra-role behaviors. In this study, we intend to test a two-part model. The first part of the
model assumes that a salesperson's OCB is determined by Person–Organization fit, and that
this relationship is mediated by the salesperson's job satisfaction and organizational
commitment. The second part examines the impact that such behavior may have on the
supervisor's rating of the salesperson's performance. Data collected from 122 salesperson–
supervisor dyads from 35 firms confirmed that Person–Organization fit has a positive effect
on OCB because it has on the salesperson's job satisfaction. The results also verified the
positive effect of OCB on the supervisor's evaluation of the sales agent's performance, both
directly and indirectly, through the impact OCB had on the supervisor's fondness of the
salesperson. Certain implications of this study, as well as directions for future research, are
also addressed.
2.5 Theories on person job fit and person organization fit

The extension of the theory of person-organization fit toward hospitality migrant worker
International Journal of Hospitality Management, Volume 62, 2017, pp. 53-66

The hospitality and tourism industry are suffering from a labor shortage, and migrant workers
are supplying a large portion of labor in the contemporary economic market. This study
extends the theory of person-organization fit in the context of hospitality migrant workers.
This study also examines the effect of person-organization fit on migrant workers turnover
intentions via job satisfaction and work adjustment. The results reveal that all three levels of
fit, person supervisor, person-group, and person job, have a significant influence on work
adjustment and job satisfaction, which in turn influence migrant employees’ turnover
intentions. Among the three types of fit, person-group fit was the only one to have a direct
effect on predicting turnover intentions. The findings imply that HR managers should make
good hiring decisions for migrant employees based on the perceived three levels of fit
between the applicant and the organization.

Kristof-Brown, A. L., Zimmerman, R. D., & Johnson, E. C. (2005). Consequences of

individual's fit at work: A meta-analysis of person-job, person-organization, person-group,
and person-supervisor fit. Personnel Psychology, 58(2), 281–342.

his meta-analysis investigated the relationships between person-job (PJ), person-organization

(PO), person-group, and person-supervisor fit with pre-entry (applicant attraction, job
acceptance, intent to hire, job offer) and post entry individual-level criteria (attitudes,
performance, withdrawal behaviors, strain, tenure). A search of published articles, conference
presentations, dissertations, and working papers yielded 172 usable studies with 836 effect
sizes. Nearly all of the credibility intervals did not include 0, indicating the broad
generalizability of the relationships across situations. Various ways in which fit was
conceptualized and measured, as well as issues of study design, were examined as moderators
to these relationships in studies of PJ and PO fit. Interrelationships between the various types
of fit are also meta-analyzed. 25 studies using polynomial regression as an analytic technique
are reviewed separately, because of their unique approach to assessing fit. Broad themes
emerging from the results are discussed to generate the implications for future research on fit.
Person-organization fit: Individual differences, socialization, and outcomes, January 2003,
Authors: Cynthia Anne Shantz.

Here has been a recent focus on person-organization fit (PO fit), or the extent to which an
individual fits with an organization. Previously, the focus had been on the more specific
notion of person-job fit (PJ fit), or the extent to which an individual fits with a particular job.
In both applied and academic settings, it is being realized that the degree to which an
individual fits with the organization, as opposed to a specific job, is predictive of many
important work outcomes. This study replicated and expanded on prior research by using
actual job seekers. Employees making real job choices, and engaging in actual job behaviors,
as opposed to using subjects in a laboratory setting, as is the case with much of the existing
research. Further, this study I expanded on the current state of the field because it employs a
broader definition of PO fit than most previous studies, which have primarily used a “value-
oriented” definition. This was a longitudinal study, with a sample consisting of summer
interns at a large manufacturing company. The interns were surveyed on individual
differences, work outcome variables, and perceived level of PO fit with the organization at
different points in time throughout the interns' tenure with the organization. Surveys were
administered at three points during a 12-week period (entry, mid-internship or 6 weeks, end
of internship). Job offers and acceptance data was also captured. The study found subjective
PO fit to significantly predict important work outcomes such as Willingness to Recommend
the Organization to Others, Satisfaction, and Intent to Accept a job offer. Further, results
revealed that PO fit levels change over time, however evidence was not found to support that
socialization plays a significant role in this change as was hypothesized. The number of
socialization activities an individual engages in was found to be a significant predictor of
overall satisfaction with co-workers and supervisor. Findings also identified Conscientious as
a significant moderator in the relationship between P-O fit and several work outcomes, which
leads to a better understanding of the variables that affect this relationship. Limitations and
suggestions for future research are presented.

Zulfiqar Ali Rajper, Ikhtiar A. Ghumro, Riaz Ahmed Mangi- The impact of person job fit,
and person organization fit on employee job performance: A study among employees of
services sector, January 2020

The right for right place can make a big difference for the growth of organization human
resource playing a significant role. To further strengthen the organization, the tasks are being
assigned on merit basis to those employees who possess relevant knowledge and competence.
The competitive strength and effectiveness of organization is the skilled human force. The
object of this study is to examine relationship person job fit, person organization fit and
employee job performance. To determine efficiency and effectiveness of employees; the job
performance is an important source in organization. Logically better a person ‘fit’ may take
less time to adjust the way; he shall have to do (Roberts and Robins, 2004). The sample of
381 government employees, working in health sector of Sindh was selected for this study.
The random sampling technique was used from known population. The data was analyzed by
using AMOS v.22 software. It has been found that there is a positive relationship between
PJF (Person Job Fit) POF (Person Organization Fit) and EJP (Employee Job Performance).

Chapter 3

COMPANY OVERVIEW

3.1: Mission, vision and Goals

UBL’s purpose/mission to make sustainable living commonplace with a vision to grow the
business, while reducing environmental footprint and increasing positive social impact, is
reflected in our company’s ethos, which is ‘What’s good for Bangladesh is good for
Unilever’. In March 2021, launched the Unilever Compass, new fully integrated strategy and
vision to make sustainable living commonplace, and thereby build a more sustainable and
equitable world. The Unilever Compass leverages the size and scale of the company to create
long-term value for all stakeholders, whilst helping us maintain the competitive advantage
and grow business. It is founded on the conviction that business and sustainability are
indivisible.

At Unilever Bangladesh Limited, our commitment to social and environmental development

has been an integral part of our journey since our inception. The efforts and sustainability
initiatives gained a structured outlook with the launch of the Unilever Sustainable Living
Plan (USLP) in 2010. This milestone marked a significant step forward in aligning the
business practices with sustainable development goals.
3.2: Functions of Unilever’s

Unilever is led by a team of international C-level executives and presidents known as the
‘Unilever Leadership Executive.

The C-level executives take the lead on areas like finance, supply chain, and legal while the
company’s presidents lead its five business groups: Beauty & Wellbeing, Personal Care,
Home Care, Nutrition, and Ice Cream.

The function of management

planning

controlling organizing

leading staffing

3.3: contributions

1. 190 countries where Unilever are available and 3.4 billion of people use Unilever's
products every day.

2. €52 billion turnover in 2021.

3. Unilever is a global business that has 400+ brands that are household names and 13 brands with
sales of over €1 billion in 2021.
4. 148,000 employees worldwide, 50 markets where FMCG employer of choice.

5. €445m spend with diverse businesses owned by under-represented groups.

6. 53%of our plastic packaging is reusable, recyclable or compostable. 64%reductionin Scope

1 and 2 GHG emissions since 2015.

3.4: Products and services

The product categories are-

Household Care
Fabric Cleaning
Skin Cleansing
Skin Care
Oral Care
Hair Care
Nutrition
Personal Grooming
Tea based Beverage

Unilever brands
 Wheel
 Lux
 Lifebuoy
 Fair & Lovely
 Pond’s
 Close Up
 Sunsilk
 Lipton Taaza
 Pepsodent
 Clear
 Vim
 Surf Excel
 Rexona
 Dove
 Vaseline
  Lakme
 Knorr
 Horlicks

Chapter 4

Analysis and Finding

Analysis:

4.1: Recruiters qualification

Recruiting is the process of finding & attracting capable applicants for employment. The
process begins when new recruits are required & ends when the applications are submitted.
The result is a pool of applicants from which new employees are selected.

Manager becomes involves in this process. However, in large organization, like the Unilever
Bangladesh specialists are often used to find & attract capable analyst they are called
recruiters.

First, Unilever is such a big organization that requires huge manpower every year for its
always boosting operations in various level and arena. However, for common business
operations they need.

Three types of manpower

1.Fresh graduates as knowledge worker,

2.Specialist experienced people for special purpose

3.People for Skilled and labor based events

So, in our discussion we will focus on all the three types.

Fresh graduates as knowledge worker

Commonly we discuss and learn major about this level recruitment and selection. The fresh
graduate's recruitment is in fact the main and major recruitment event for Unilever.

From across the country they get people for their recruitment. The universities in the country
provide the people to be knowledge worker in big organizations like Unilever and such. For
this they highly suit the business graduates Passed from reputed business school or institutes
both from country and from abroad.

The discussion is now designed as to the following four terms:

1.Personnel planning and vacancy announcement

2.Nature of Application form

3.Recruiters' qualification

4. channels of recruitment

5.Recruitment- Constraints and challenges

4.1.1 Personnel planning and vacancy announcement

Human Resource department headed by the HRM, receives data about need of personnel, the
vacancy information is then analysed by HRM in collaboration with the finance department
with financial feasibility of the recruitment. After judging the feasibility, the approved
number of vacancies are informed to the job market through strong mass media. As means of
media they use

•The internet,

•Online based job portals

•English and Bangla news paper

•On campus recruitment

•From Intern inventory.

4.1.2Recruiters’ qualification

Recruitment qualification for entry-level employees:

•You must be graduated within less than three years or will graduate within the next 12
months form a reputable university.

•You must be within 28 years of age.

Recruitment qualification for labor based task:

•You must physically fit and skilled in the task.

4.2: Methods of recruitment

4.2.1Recruitment channel

Two types of recruitment channel those are

1.External recruitment channel

2.Internal recruitment channel

1.External recruitment channel

There are 8 ways for external recruitment in the UBL, which occurs in direct or indirectly for
various level of recruitment. Those are-

1.Walks- ins and write- ins

2.Employee referrals

3.Advertising

4.Private placement agencies & Professional search firms

5.Educational institutions & Professional associates

6.International recruitment
1.Walks- ins and write- ins

Walks in are job seekers who arrive at the HR department in search of a job; write ins are
those who send a written inquiry. Both groups normally are asked to complete an application
blank to determine their interests and abilities. Usable applications are kept in an active file
until a suitable opening occurs at the UBL. These occurs mainly for skill-based labor worker
and for part time project jobs or contract basis program implementing or running job.

2.Employee referrals

For lower-level workers, Unilever follow the employee referrals procedures. This is the

procedures when existing employees refer one new and the new is further

judgment. For various daily operations like travelling the product carry and collecting small

market revenue. UBL needs trustworthy root level worker. They, so follow here the reference
of other employee in the organization so that guarantee’ performs securely.

3.Advertising

UBL next to employee referrals in fact for fresh graduates majorly follow the advertisement
procedure for recruiting purposes. They advertise in the reputed English and Bengali National
papers. They also use the internet for online application. For the online recruitment the
applicants get Tracking Number that is a unique number automatically generated by the
Online System at the time of CV submission. The applicant provides the password at the time
of filling the CV Form. Both the Tracking Number and Password will be needed if one wants
to edit/update ones CV Online. To updating the CV is enough, entering the tracking number
and password after clicking at the "Update CV" link at the Unilever Bangladesh Career Page.

4.Private placement agencies & Professional search firms:

Unilever use several privet placements and human resource management assisting firm for

their recruitment those are

1.The Consumers that works in the Dhaka

2.The intellectual property right organization Bangladesh

3.Jobscncl.com Dhaka

5.Educational institutions & Professional associates:

Moreover, the organization takes its manpower from the universities and educational

institutions across the country. The nationwide universities and its important institutes

provide the potential graduates as the employee of the organization. Unilever does the same

job with the business schools of the country, other discipline fresh graduates and especial IT
and engineering graduates passed from reputed engineering universities of the country.

Again, this university campus is often headed by often a panel of associates. The Professor

of these institutes who work for ULB refers or primarily places the recruiter to central HRM.

6.International recruitment:

Sometimes, especially in importance of cases international recruitment occurs in ULB.

However, such rare events happen if the candidate stays in abroad or are working in

international company on foreign land. Another within the organization recruitment in most

senior post occurs with international recruitment process. The process is done through E-

recruitment. Such case occurs in inter sub continental recruitment of UNILEVER World.

4.2.1 Internal recruitment channel

Current employees are a major source of recruits for all but entry- level positions of Unilever
Bangladesh ltd. Whether for promotions or for lateral job transfers, internal candidates
already –know the already informal organization and have detail information about its formal
policies. In fact, for Unilever this short of recruitment is occurred only with especial purpose
experienced employee recruitment. It is frequently occurred in the Brand Management
department. For senior posts in Brand Management, employee's recruitment take channel
through the internal human resource inventory
4.3: Nature of Application form

After getting information, huge applicants apply for Unilever’s entry level posts. The posts
are designed with different title for different branch of operation like earlier stated 6
departments for operation -

Brands & Development, Supply Chain management, Human Resources, Finance, Information
Technology, Customer Management

The application forms are produced over internet on online as well printed copies to campus
of different institute. For all the levels the form is alike. Interested candidate for different
branch will mention the interested field

In the online there are 2 different forms one for entry levels another for experienced people.
A dummy of application form collected from the internet will be produced at the end of the
report. They take some help from consumer mark ltd. A human resource management and
marketing assisting organization of Bangladesh for their customized needs of recruitment and
selection.

4.4 Recruitment: constraints and challenges

Recruiters face such common constraints which are:

a. Biasness
b. Recruiter habit
c. Competition of talent
d. Job requirement

SELECTION PROCESS IN UNILEVER

BANGLADESH LIMITED

Selection is the process of select the best candidates for the job by using various tools and
techniques. In our country, recruitment and selection process work simultaneously. Those are
joined term as employment function of the organization and this employment function is
stated here for Unilever’s practices.

4.5: Reception of application

After accomplishing the recruitment process, Unilever go to the selection process were

they start the process with the reception of application form filled up through internet online

form. After scrutinizing the data, they select applications for written test.

4.6: Evaluating reference and biographical data

At the second stage of evaluating the data, they verify the validity authenticity of the

information presented on the form as well as reference of the employee through references.

4.7: Employment test

This written test measures the candidates

1. Analytical ability

2. Computation ability

3. Verbal skill

4. Written skill

5. General knowledge

More above 65% marks ensures applicants pass.

4.8: Assessing candidate through interview

Mainly three steps are followed in the selection procedure. In the first stage the candidates

are invited for a viva with sales and training manager, Dhaka in his Gulsan office. A human

resource manager also exists there. In this viva the candidate's situation handle ability is

measured.

Second phase:

It is the viva with the general sales and operation manager (GOSM), and trade marketing
manager .in this stage individual skill is measured. The question tries to measure out the

fitness of the candidate for the post.

Third phase:

In this stage the applicant faces the HRD customer development team (CDT) this phase

measure the applicability of the applicants’ potential for the jobs which is known as person-
organization fit. In this stage why the applicant prefers the Unilever and why it would like to
join the expected team. The questions try to measure the passion and the thrill in the
employees or Unilever.

 Cognitive ability test

There is no recognized cognitive ability test for Unilever selection process. However, the

written test through its analytical questions the dose the cognitive test on applicant’s
mentality.

 Physical ability test

The physical test is administered by Apollo Hospital Dhaka to measure the HIV, Hepatitis

B, C or such many diseases in its applicant’s health and fitness for job effort.

 Work samples

For some technical jobs Unilever follows the work sample test on employee like

the one of Finance and IT. It is also done for analysing person-job fit.

Hiring decision

Finally, every step success ensures an applicant join in the Unilever family.

Findings:

Unilever follow three type of recruitment process for analysing person-job and person-
organization fit, which are:

 Fresh graduates as knowledge worker,

 Specialist experienced people for special purpose
  People for Skilled and labor based events

The types of selection in Unilever Bangladesh Limited:

Unilever follow some selection evaluation test to select the best candidate for the job and
organization fit, which are:
 Employment test
 Assessing candidate through interview
 Cognitive ability test
 Physical ability test

Unilever Bangladesh recruit their employees and finds the persons who are interested in the
job according to their interest and ability. The aim of employee selection is to achieve
person–job fit. This means matching the knowledge, skills, abilities, and other competencies
(KSA) that are required for performing the job (based on job analysis) with the applicant’s
KSA. They use different types of tests to measure and identify the "person-job fit" and
"person-organization fit". they try to hire fresh graduates who have aspiration to join
renowned MNC. from this pool of candidates, they easily hire the best candidates who are fit
for the job and their organization.

CHAPTER 5

CONCLUSION AND RECOMMENDATIONS

Recommendation:

Based on the outlined recruitment and selection process at Unilever Bangladesh Limited,
there are a few recommendations that could enhance their hiring practices:

1.Structured Cognitive Ability Test: While Unilever currently relies on written tests with
analytical questions to evaluate cognitive abilities, considering the inclusion of standardized
cognitive ability tests could provide a more consistent and objective assessment of
candidates' mental capabilities. These tests could help in identifying candidates who possess
strong problem-solving, critical thinking, and analytical skills.

2.Diversified Selection Methods: While the current selection process includes various
evaluation methods like interviews, cognitive and physical ability tests, it could be beneficial
to introduce additional assessment tools, such as personality assessments, situational
judgment tests, or group exercises. These methods could provide a more comprehensive view
of candidates' suitability for the job and their alignment with the organization's culture.

3.Continuous Refinement of Fit Metrics: Unilever places significant importance on person-

job fit and person-organization fit. To enhance this aspect further, the company could
continually review and refine the metrics used to measure these fits. This could involve
collaborating with organizational psychologists or experts to develop more accurate and
targeted assessment criteria.

4.Feedback Mechanism: Providing candidates with constructive feedback after the selection
process, regardless of the outcome, could contribute to a positive candidate experience and
potentially encourage unsuccessful candidates to improve for future opportunities. This aligns
with Unilever's commitment to nurturing talent and developing potential.

Conclusion:

In conclusion, Unilever Bangladesh Limited employs a multifaceted approach to recruitment

and selection that focuses on assessing both person-job fit, and person-organization fit. The
process involves stages such as viva interviews with various managers, cognitive ability tests,
physical tests, and work sample tests for specific roles. By targeting fresh graduates who
aspire to join a renowned multinational company, Unilever aims to identify candidates who
possess the necessary skills, passion, and alignment with the organization's values.

Implementing structured cognitive tests, diversifying selection methods, refining fit metrics,
and introducing a feedback mechanism can enhance the effectiveness of the process.
Unilever's commitment to selecting the best candidates not only for the job but also for the
organization objectives.

REFERENCE:

1. Human Resource Management, 16th edition, Gary Dessler

2. unilever.com
3. Unilever Bangladesh report 2021

APPENDIX
Questionnaire: Person-Organization and Person-Job Fit at Unilever Bangladesh

Note: Please answer the following questions to the best of your knowledge and
experiences. Your responses will be treated confidentially and used for academic
research purposes only.

Demographic Information:
Name: ______________________

Job Title: ____________________

Department/Division: ___________

Years of Service at Unilever Bangladesh: _____

Section 1: Person-Organization Fit

1.How well do you think Unilever Bangladesh's core values align with your personal
values?

 Strongly Agree

 Agree
 Neutral
 Disagree
 Strongly Disagree

2.To what extent do you believe that your personal goals and aspirations are in
harmony with the organizational goals of Unilever Bangladesh?

 Very Much
 Somewhat
 Neutral
 Not Much
 Not at All

3.In your opinion, how does Unilever Bangladesh's organizational culture influence
your work experience and job satisfaction?

 Positive Impact
 Neutral Impact
 Negative Impact
 No Impact

4.Have you found opportunities to contribute to Unilever Bangladesh's sustainability

and social responsibility initiatives? If yes, please provide examples.
Section 2: Person-Job Fit

1.How well do your current job responsibilities align with your skills, abilities, and
preferences?

 Extremely Well
 Well
 Somewhat
 Not Well
 Not at All

2.Do you feel that your current job role allows you to utilize your strengths and talents
effectively? Please elaborate.

3.How often do you receive feedback on your performance? Do you believe this feedback
helps you improve your job performance?

4.Have you participated in any training and development programs provided by Unilever
Bangladesh to enhance your skills for your job role? If yes, please share your experiences.

Section 3: Overall Experience and Recommendations

1.On a scale of 1 to 10, how satisfied are you with your overall experience as an employee at
Unilever Bangladesh, considering both Person-Organization Fit and Person-Job Fit? (1 =
Very Dissatisfied, 10 = Very Satisfied)
2.What suggestions or recommendations do you have for Unilever Bangladesh to further
improve the alignment between employees' values, skills, and the organization's culture and
job roles?
Section 4: Additional Comments
1.Please feel free to share any additional comments, experiences, or thoughts you have
related to Person-Organization Fit and Person-Job Fit at Unilever Bangladesh.