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omerated approach. For example, in one company it was reported that despite the fact there are lot of systems and policies in place to test the credibility and the worth of the individual and the competency mapping for the job profile for which the company is looking at the individuals, these tests were contrive in a form, that those with authority always cleared this early hurdle to entry with out any impact of their suitability. In one more case concerning to a big public sector company where the organization could conduct relatively good entry barriers with appropriate, tests etc, they were under pressure to rearrange the test process to have room for certain persons belonging to the citizenry of a powerful politician. When the management insists to maintain the truthfulness of their entrance procedure, the important official threatened to pull some controlling consequences. The management attempted to conciliate the important politician by axiom that they would let him be acquainted with in go forward whether or not any one on or after his supporting constituency had empty the test. Most perhaps, this would have acceptable to claim that he was active in serving candidates from his constituency to meet the criteria the written test. In hitherto one more case connecting an institute of education where the administration had to resist all external demands in its staffing efforts; it was persistent to be given covert intimidation from a few key functionaries. Since the executive committee of this organization was fully dedicated to maintain the honesty of its admission practices, it had been sturdy to endure all types of outside influences. Despite that the fact got revealed, still several people found it shocking and could not get convinced with the facts they heard. Our analysis point out those entry procedures in organizations in South Asia has unconstructive influence on human resources. These influences apparent themselves in many ways. First, individuals who get into a company by his credentials consider that their opportunity rise in the job position would not happen merely on the base of their performance as they find a lot of other workers who enter the group in the course possible back door entries. Most of the times good performances remained unrewarded. This observation negatively affects their performance. Next, the entry procedures depending on basis of special influence might lead to sensitivity of biased management practice. The other factor, the admission practices also create imperceptible gaps and splinter groups in the organization heading to concealed indictments and counter-accusations. Normally, these accusations speak about to 'who's preferred a meticulous employee was.' Regrettably, the organization on its division does not put together any labors to eliminate such observation.

All of the higher than adds up to creating hurdles which avert an organization from structure competence and identify function models of performance so indispensable for improving their cutthroat force. So, we could conclude that if South Asian organizations required contending successfully in the modern extremely competitive milieu, the crux would be laying emphasis on ensuring a stringent recruitment procedures in place, which can serve them only a right talent which can suit their job requirements and this has to happen with out any influence from any sort of intriguing factors.