(%) | ||
---|---|---|
Private company | 75 | 79 |
Public agency | 20 | 21 |
Within | 25 | 26 |
Outside | 70 | 74 |
Positively | 78 | 82 |
Uncertain | 14 | 15 |
No impact | 3 | 3 |
No | 44 | 46 |
Some times | 20 | 20 |
Yes | 31 | 29 |
Yes | 52 | 55 |
Not always | 19 | 20 |
No | 24 | 25 |
Authors computation 2020
Strongly disagree (%) | Disagree (%) | Uncertain (%) | Agree (%) | Strongly agree (%) | |
---|---|---|---|---|---|
Salary as core talent attraction | 4.2 | 14.7 | 7.4 | 47.24 | 26.3 |
Brand name as core talent attraction | 2.1 | – | 18.1 | 61.1 | 17.9 |
Referral as core talent attraction | 4.2 | 5.3 | 14.7 | 38.9 | 36.8 |
Job title as core talent attraction | 13.7 | 27.4 | 22.1 | 30.5 | 6.3 |
Location as core talent attraction | – | 24.2 | 40.0 | 26.3 | 9.5 |
Outsourcing agency to secure talent | 11.6 | 9.5 | 27.4 | 34.7 | 16.8 |
Recruitment agency to secure talent | 11.6 | 7.4 | 29.5 | 26.3 | 25.3 |
Flexible working opportunities | 4.2 | 30.5 | 18.9 | 30.5 | 15.8 |
Job security | 4.2 | 14.7 | 28.4 | 20.0 | 32.6 |
Authors compilation 2020
Strongly disagree(%) | Disagree(%) | Uncertain(%) | Agree(%) | Strongly agree(%) | |
---|---|---|---|---|---|
HND and BSc | 8.4 | 17.9 | 13.7 | 31.7 | 28.4 |
Class of Degree | 10.5 | 17.9 | 18.9 | 32.6 | 20.0 |
School nature (state, federal, private foreign and local) | 26.3 | 31.6 | 15.8 | 9.5 | 16.8 |
Youth and old candidates | 25.3 | 8.4 | 25.3 | 22.1 | 18.9 |
Male and female candidates | 28.4 | 23.2 | 23.2 | 8.4 | 16.8 |
Extent to which respondent agree or disagree with below techniques in attracting and recruiting quality talents
Strongly disagree (%) | Disagree (%) | Uncertain (%) | Agree (%) | Strongly agree (%) | |
---|---|---|---|---|---|
Social media | 14.7 | 13.7 | 32.6 | 25.3 | 13.7 |
Traditional media | 5.3 | 3.2 | 65.3 | 15.8 | 10.5 |
Own professional and personal networks | – | 2.1 | 18.9 | 28.4 | 50.5 |
Physical interview | – | – | 12.6 | 54.7 | 32.6 |
Online interview | – | 17.9 | 42.1 | 31.6 | 8.4 |
Online assessment | 3.2 | 8.4 | 46.3 | 28.4 | 13.7 |
Physical assessment | 2.1 | 2.1 | 24.2 | 35.8 | 35.8 |
Source: Author computation 2020
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The authors acknowledge everyone who have and will still contribute to the great success of this research work. Special thanks to Owolabi kayode, Esther Ezemba, Charles Orakwe and Dr Omolara Morounkeji Faboya for their support and contribution towards the research.
Funding details : The authors received no direct funding for this research work.
Declaration of interest statement : The authors declare no conflict of interest.
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Challenges in recruitment and selection process: an empirical study.
2. study background and approach, 2.1. applicant attributional-reaction theory (aart) based framework.
3. empirical study design, 4. analysis of critical aspects of the recruitment and selection process, 4.1. hiring member perspective, 4.2. test result outcome, interpretation of the findings, 4.3. applicant perspective, 5. summary of findings and discussion, 6. conclusions and future research, author contributions, conflicts of interest.
Click here to enlarge figure
# | Research Question | Quantitative Analysis—Survey Questions |
---|---|---|
1 | What are the critical aspects with the existing selection process in identifying the most suitable candidate? | Hiring Member: Applicant: |
Hiring Member Perspective | Applicant Perspective (Successful & Unsuccessful) |
---|---|
Interviewer Training—Prior becoming a panel member | Request for interview performance feedback |
Implementing Technological Assistance—Recruitment management systems | Require Equal Panel Participation—from all Interviewers |
Employing Interview Strategies—Scoring and Ranking applicant performance | Ensure Relevant Interview Questions are posed |
Provide Constructive Applicant feedback | Establish an organised interview process |
Enable Structured Interviews | Present Prepared Interviewers |
Duration of the Interview | |
Bias in the hiring process—from interviewers |
Successful Applicant | Unsuccessful Applicant | |
---|---|---|
Providing detailed feedback is not a critical aspect in identifying the most suitable candidate | ||
Providing detailed feedback is a critical aspect in identifying the most suitable candidate | ||
Pearson’s chi square test reported a p-value that is statistically significant p = 0.000 < 0.05, where we can now reject the null hypothesis and thereby establish that for successful applicants providing detailed feedback is a critical aspect in identifying the most suitable candidate. Additionally, the Spearman’s rho test has established a negative correlation with a weak relationship between feedback provided and improvement to the interview process. | Pearson’s chi square test reported a p-value that is statistically significant p = 0.000 < 0.05, where we can now reject the null hypothesis and thereby establish that providing detailed feedback for unsuccessful applicant is a critical aspect in identifying the most suitable candidate. Additionally, the Spearman’s rho test has established a negative correlation with a moderate strength of relationship between feedback provided and improvement to the interview process. |
Successful Applicant | Unsuccessful Applicant | |
---|---|---|
Ensuring even participation by panel members during interview is not a critical aspect in identifying the most suitable candidate | ||
Ensuring even participation by panel members during interview is a critical aspect in identifying the most suitable candidate | ||
Pearson’s chi square test reported a p-value that is statistically significant p = 0.000 < 0.05, where we can now reject the null hypothesis and thereby establish that successful applicants feel that even participation by panel members during interview is a critical aspect in identifying the most suitable candidate. Additionally, the Spearman’s rho test has established a negative correlation with a moderate strength of relationship between even panel participation and improvement to the interview process. | Pearson’s chi square test reported a p-value that is statistically significant p = 0.001 < 0.05, where we can now reject the null hypothesis and thereby establish that successful applicants feel that even participation by panel members during interview is a critical aspect in identifying the most suitable candidate. Additionally, the Spearman’s rho test has established a negative correlation with a moderate strength of relationship between even panel participation and improvement to the interview process. |
Successful Applicant | Unsuccessful Applicant | |
---|---|---|
Asking relevant interview questions is not a critical aspect in identifying the most suitable candidate | ||
Asking relevant interview questions is a critical aspect in identifying the most suitable candidate | ||
Pearson’s chi square test reported a p-value that is statistically significant p = 0.000 < 0.05, where we can now reject the null hypothesis and thereby establish that successful applicants feel that asking relevant interview questions is a critical aspect in identifying the most suitable candidate. Additionally, the Spearman’s rho test has established a negative correlation with a moderate strength of relationship between relevant interview questions and improvement to the interview process. | Pearson’s chi square test reported a p-value that is statistically significant p = 0.004 < 0.05, where we can now reject the null hypothesis and thereby establish that unsuccessful applicants feel that asking relevant interview questions is a critical aspect in identifying the most suitable candidate. Additionally, the Spearman’s rho test has established a negative correlation with a moderate strength of relationship between relevant interview questions and improvement to the interview process. |
Successful Applicant | Unsuccessful Applicant | |
---|---|---|
Establishing an organised selection process is not a critical aspect in identifying the most suitable candidate | ||
Establishing an organised selection process is a critical aspect in identifying the most suitable candidate | ||
Pearson’s chi square test reported a p-value that is statistically significant p = 0.000 < 0.05, where we can now reject the null hypothesis and thereby establish that successful applicants feel that an organised interview process is a critical aspect in identifying the most suitable candidate. Additionally, the Spearman’s rho test has established a negative correlation with a moderate strength of relationship between organised interview process and improvement to the interview process. | Pearson’s chi square test reported a p-value that is statistically significant p = 0.003 < 0.05, where we can now reject the null hypothesis and thereby establish that unsuccessful applicants feel that an organised interview process is a critical aspect in identifying the most suitable candidate. Additionally, the Spearman’s rho test has established a negative correlation with a moderate strength of relationship between organised interview process and improvement to the interview process. |
Successful Applicant | Unsuccessful Applicant | |
---|---|---|
Interviewer’s preparation for conducting interviews is not a critical aspect in identifying the most suitable candidate | ||
Interviewer’s preparation for conducting interviews is a critical aspect in identifying the most suitable candidate | ||
Pearson’s chi square test reported a p-value that is statistically significant p = 0.000 < 0.05, where we can now reject the null hypothesis and thereby establish that successful applicants feel that prepared interviewers are a critical aspect in identifying the most suitable candidate. Additionally, the Spearman’s rho test has established a negative correlation with a moderate strength of relationship between prepared interviewers and improvement to the interview process. | Pearson’s chi square test reported a p-value that is statistically significant p = 0.004 < 0.05, where we can now reject the null hypothesis and thereby establish that unsuccessful applicants feel that prepared interviewers are a critical aspect in identifying the most suitable candidate. Additionally, the Spearman’s rho test has established a negative correlation with a moderate strength of relationship between prepared interviewers and improvement to the interview process |
Successful Applicant | Unsuccessful Applicant | |
---|---|---|
Duration of the interview is not a critical aspect in identifying the most suitable candidate | ||
Duration of the interview is a critical aspect in identifying the most suitable candidate | ||
Pearson’s chi square test reported a p-value that is statistically significant p = 0.000 < 0.05, where we can now reject the null hypothesis and thereby establish that successful applicants feel the duration of the interview is a critical aspect in identifying the most suitable candidate. Additionally, the Spearman’s rho test has established a negative correlation with a moderate strength of relationship between duration of the interview and improvement to the interview process. | Pearson’s chi square test reported a p-value that is statistically significant p = 0.004 < 0.05, where we can now reject the null hypothesis and thereby establish that unsuccessful applicants feel the duration of the interview is a critical aspect in identifying the most suitable candidate. Additionally, the Spearman’s rho test has established a negative correlation with a moderate strength of relationship between duration of the interview and improvement to the interview process. |
Successful Applicant | Unsuccessful Applicant | |
---|---|---|
Bias of some form during the interview is not a critical issue in identifying the most suitable candidate | ||
Bias of some form during the interview is a critical issue in identifying the most suitable candidate | ||
Pearson’s chi square test reported a p-value that is statistically significant p = 0.000 < 0.05, where we can now reject the null hypothesis and thereby establish that successful applicants feel bias of some form during the interview is a critical issue in identifying the most suitable candidate. Additionally, the Spearman’s rho test has established a negative correlation with a weak strength of relationship between bias in the hiring decision and improvement to the interview process. | Pearson’s chi square test reported a p-value that is statistically significant p = 0.000 < 0.05, where we can now reject the null hypothesis and thereby establish that unsuccessful applicants feel bias of some form during the interview is a critical issue in identifying the most suitable candidate. Additionally, the Spearman’s rho test has established a negative correlation with a moderate strength of relationship between bias in the hiring decision and improvement to the interview process. |
Rozario, S.D.; Venkatraman, S.; Abbas, A. Challenges in Recruitment and Selection Process: An Empirical Study. Challenges 2019 , 10 , 35. https://doi.org/10.3390/challe10020035
Rozario SD, Venkatraman S, Abbas A. Challenges in Recruitment and Selection Process: An Empirical Study. Challenges . 2019; 10(2):35. https://doi.org/10.3390/challe10020035
Rozario, Sophia Diana, Sitalakshmi Venkatraman, and Adil Abbas. 2019. "Challenges in Recruitment and Selection Process: An Empirical Study" Challenges 10, no. 2: 35. https://doi.org/10.3390/challe10020035
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Technium Social Sciences Journal
Prof Edward Owusu
This paper examines the impact that HR recruitment and selection policies and procedures have on organisational performance at the Ghana-India Kofi Annan Centre of Excellence in ICT (AITI-KACE). Drawing from a sample of 39 respondents, the study used the sequential explanatory mixed method design. Quantitative data and analysis were obtained using questionnaires. Qualitative data and analysis were obtained through interviews and focus group discussions. Results from the study revealed that AITI-KACE has a policy on recruitment and selection, which the organisation mostly adheres to. The sources of recruitment and selection were both internal and external. The results also revealed a significant link between recruitment and selection practices on organisational performance. The outcome of the study further showed that there was no significant link between recruitment and selection practices and the employment of competent staff. Political and socio-economic elements are primary influ...
IJAERS Journal
The recruitment is the main function of HR department and the recruitment process is the first step towards making the competitive quality and the recruitment strategic advantage for the association. A quantitative method used to analyze this study, the researchers prepared questionnaire and distributed at Telecommunication Companies in Erbil-Kurdistan. The objective of this research paper is to determine the recruitment and selection procedures in organizations, and finding out the methodologies that are involved in the process. Moreover, finding out how being qualified and having certificates affects the recruitment process, and how different criteria such as gender, race, and culture effect on it as well. The survey was conducted at Telecom Companies. Employees filled the survey. Data was collected and Statistical Package for Social Sciences (SPSS) version 23 was used as the statistical analysis tool while descriptive statistics were calculated and used in the interpretation of findings. The population of this study is approximately 220 employees, The researchers distributed 80 questionnaires, but 69 questionnaires received from participants, however only 60 questionnaires were properly filled out by the participants, accordingly my sample size was initially a total of (60) surveys, and %100 was turned back which means 60 surveys. Data for the research paper was collected through a questionnaire paper distributed to employees working at Telecom Companies. The researchers found that there is no difference in candidates' race and gender in internal promotion at Telecommunication Companies in Erbil-Kurdistan, therefore the researchers answered the first research question, and the second research question which stated that Within our organization, for second question the researchers found that the majority of participants believed that selection methods used (application forms, assessment centers, psychometric tests, interviews, CV data, references, group interviews) are important.
Ndubuisi Ufodiama , Joy Ekwoaba
This study investigates the impact of recruitment and selection criteria on performance using Fidelity Bank Plc, Lagos Nigeria as focal point. The analyses of 130 valid responses obtained through a questionnaire that was administered to randomly selected respondents revealed that recruitment and selection criteria have significant effect on organization's performance (X 2 = 35.723; df = 3; p<0.05). The more objective the recruitment and selection criteria, the better the organization's performance (X 2 = 20.007; df = 4; p<0.05).
Denno Wesone
Abdul Amid Aziz Jalloh
Modern successful organisations are determined by the effective implementation of their activities through high quality employees who are attracted and retained for competitive advantage. The process of stimulating these high performance candidates to develop interests in joining these organisations has been a critical strategy and modelled several challenges in the competitive arena. This research seeks to unravel the difficulties associated with recruitment and selection processes and procedures in achieving organisations strategic objectives. The thrust for the effective examination of the elements of recruitment and selection led to the retrieval of secondary sources published on human resource management books and other relevant information that constitute the subject matters. Discussion was drawn from internal and external recruitment, their benefits and drawbacks and the relevance of administering employment tests in order to select suitable candidates for vacant jobs. Information extracted from relevant sources disclosed that the achievement of organisations strategic objectives can only be ascertained as a result of competent workforce whose services are solicited and retained through recruitment and selection processes and procedures conducted, either by the employing organisation or an assessment agency hired by such organisation to manage its recruitment process. In essence, recruitment and selection plays a vital role in attracting and retaining high quality employees organisations required to achieve strategic objectives. The relevance of facts obtained from this study could aid practising managers, employment agencies and human resource management specialists.
maxamed-nuur yuusuf
Journal of Human Resources Management
Antonius R Hippolyte , Abdallah I . HARUNA, PhD.
The ultimate objective of this paper is to examine the contribution of recruitment and selection practices to business performance. For the purpose of this paper, recruitment is broadly defined as the process of creating a talent pool of qualified candidates applying to an organisation for possible engagement. Selection, on the other hand, is seen as the process of choosing from a group of applicants who are best suited for a particular position in an organization. Methodologically, this paper adopts a case-study approach. Sampling entails the random selection of three Fortune 500 companies from three different industries to determine how their recruitment and selection processes have contributed to their individual successes. These companies include Amazon, Apple and Walmart. The focus of the case study, essentially, is to identify existing recruitment and selection procedures adopted by these organizations, and whether or not these procedures have, in any way, influenced the overall performance of these corporations. The analysis of available data from these companies indicate, significantly, that recruitment and selection practices have direct linkage to business performance. The overall hypothesis established for this paper is therefore supported by the data. However, although the research identifies a significant body of evidence than ever before that sought to prove the link between recruitment practices and business performance, the evidence is not yet complete. In particular, the need to develop a much better understanding of how this relationship works in practice is essential. It is necessary to understand the impact of context, both economic and geographical.
atikur rahaman
An efficient work team is essential for effective implementation of business and delivery of services. To build an efficient team, HR management must ensure that talented, competent and committed persons are recruited in the company. So the recruitment and selection process should be objective, uniform and of high quality. From past decade the business organizations are more concentrating on the human capital because they are the most valued and most treasured assets. While recruiting the candidates the organizations has to map carefully the available human resources because they create the competitive advantage for the organizations. The aim of the paper is to study the recruitment and selection process in local companies (five local companies) private companies. The best human capital availability in organizations makes them competitive advantage and as well as they become the real life blood of the organizations. This research studies the review of literature for recruitment and ...
International Journal of Management and Digital Business
sisna munaty
This study aims to determine the importance of the recruitment, selection and training of employees in order to increase employee performance at PT. Budiman Sejahtera Development. This research is a quantitative study using SPSS 23 to process data. The sample collection technique used simple random technique. The sample was 44, calculated using the Slovin formula. The results showed that the results of the partial test (t test), there were three variables, namely selection, training of employees which had a positive and significant effect on employee performance, while one variable, namely, recruitment, had a negative and significant value productivity, also found that 98.6% of the influence of the independent variables (recruitment, selection and training of employees) on employee performance and the 11.4% is influenced by other variables not examined.
International Journal of Scientific & Technology Research
Udin maulana Udin
This study aims to determine the effect of recruitment and training on employee performance of PT Pos Indonesia (Persero) in East Jakarta. 80 respondents are determined as a sample of this study with the error standards of 5% of the total population. The primary data is obtained from the results of respondents' answers to the questionnaires. The data are analyzed using multiple regression with the SPSS version 22.0. Based on the results of the coefficient of determination (R2), it indicates that recruitment and job training affect employee performance by about 35.7%. The results also show that partially recruitment and job training have a positive and significant effect on employee performance.
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Hetvi Patel
International Journal of Management, Technology, and Social Sciences (IJMTS)
Srinivas Publication
Lapai Intenational Journal of Public Administration. Ibrahim Badamasi Babangida University
Abubakar Tafida
OLATUNJI E N I O L A SULE (PhD)
Corporate Ownership and Control
Charles Tawk
Marco Muñoz
Alexander Decker
Journal of Business and Management
Prabina Rajbhandari
Elementary Education Online
Dr. Muna Fathmath
MOHAMMED ALSABBAH
Business Management and Strategy
Seid Mohammed Yemer
YUSUF HAJI OTHMAN
International journal of contemporary research and review
yashar harky
priya singh
orishede felix
The skills needed in many roles are continually changing—and sources of talent are too.
The Covid-19 pandemic has upended many traditional business practices. When it comes to recruiting, the crisis has not so much disrupted as accelerated shifts in the talent landscape that were already under way, leaving many companies poorly served by their current hiring practices. In a period of steep unemployment, it might seem that companies looking to add workers would be in the driver’s seat. But job openings have also been rising in recent months, meaning that competition for top talent remains keen—and in uncertain times, bringing on the right people is more important than ever.
Table of contents, 1. introduction, 2. a) project research problem, 3. b) case organization: university of ghana, 5. orientation a) literature review, 6. global journal of management and business research, 7. global journal of management and business research, 8. year ( ), 9. recruitment and selection practices and performance, 10. global journal of management and business research, 12. methods and analytical tools, 13. results and analysis, 14. (), 15. v. implications and recommendations, 16. conclusion.
ecruitment and selection is the process of attracting individuals on a timely basis, in sufficient numbers and with appropriate qualifications (Walker, 2009) . Some of the processes in selection include screening applications and resumes, testing and reviewing work samples, interviewing, checking references and background. Organizations use these processes to increase the likelihood of hiring individuals who possess the right skills and abilities to be successful at their jobs (Walker, 2009) .
However, most recruitment and selection processes have elements of biased judgment inherent in them. But treating job applicants in a professional and positive manner is more likely to leave them, whether they are successful or not, with a positive view of the organization and how it has dealt with the applicants (National University of Ireland, 2006) .
The challenge for many researchers then have been to demonstrate how scientifically derived recruitment and selecting practices add value to organization's performance. Recruitment and selecting staff is expensive both in terms of time and money, and it is therefore important that the process is carried out effectively and efficiently so that the results in the appointment of a person would fits the job being occupied. Djabatey (2012) .
Better recruitment and selection strategies result in improved organizational outcomes. The more effectively organizations recruit and select candidates, the more likely they are to employ and retain satisfied employees. In addition, the effectiveness of an organization's selection system can influence bottomline business outcomes, such as productivity and financial performance.
In Ghana and other parts of the world, recruitment and selection processes are practiced to some extent even though job placements in both public and private organizations are more or less affiliated to networking and political inclinations. Another worrying problem in recruitment and selection process is sexual harassment of female applicants. It is vital that organizations select people with the quality essential for continued success in this competitive global village of today. The only means of achieving this success is through proper recruitment and selection practices. Recruitment and selection process is vitally important to any organization, eager of attracting and appointing qualified personnel. Getting the right people in the right place at the right time doing the right job is an essential element of recruitment and selection process which can affect the performance of the organization. The researcher has observed that, at University of Ghana, many people with different qualifications, work experiences and culture background are those who normally apply when vacancies have been declared. Impression of biasness on the side of applicants who were not selected is then label against the management. Hence the need to ascertain the impact of effective recruitment and selection practices on performance at University of Ghana.
The University was founded in 1948 as the University College of the Gold Coast on the recommendation of the Asquith Commission, on Higher Education in the then British colonies. The Asquith Commission, which was set up in 1943 to investigate Higher Education, recommended among other things, the setting up of University Colleges in association with the University of London. This was followed up by a number of separate Commissions in different regions. The West Africa Commission was under the Chairmanship of the Rt. Hon. Walter Elliot. The Elliot Commission published a majority report which recommended the establishment of two University Colleges in the Gold Coast (Ghana) and Nigeria, and a minority report which held that only one University College for the whole of British West Africa was feasible. The British Government at first accepted the minority report of the Elliot Commission and decided that a University College for the whole of British West Africa should be established at Ibadan in Nigeria. But the people of the Gold Coast could not accept this recommendation. Led by the scholar and politician, the late Dr. J.B. Danquah, they urged the Gold Coast Government to inform the British Government that the Gold Coast could support a University College. The British Government accordingly reviewed its decision and agreed to the establishment of the University College of the Gold Coast.
The literature review is a summary of subject field that support the identification of specific research questions (Rowley & Slack: 2004). It is the main body of the study that enabled the researcher to gain the detailed understanding of the topic and to develop the questionnaires that will aid data collection and analysis. This chapter provides a theoretical review of the literature on the impact of effective recruitment and selection practice on organizational performance and therefore justifies the need for this study.
i. Recruitment Recruitment according to Weihrich and Koontz (1994) , involves attracting of candidates to fill the positions in an organizational structure. Recruitment As explained by Opatha (2010) is the process of finding and attracting suitably qualified people to apply for job vacancies in the organization. It is a set of activities an organization uses to attract job candidates who have the needed abilities and attitudes. Recruitment is the process of generating a group of qualified applicants for organizational job vacancies. However, Stonner, Freeman and Gilbert (2000) stated that the purpose of recruitment is to provide a group of candidate that is large enough to let managers select the employees they need. Before recruiting begins, the position's requirements which should relate to the task must be clearly identified.
ii. Methods and Sources of Recruitment Flippo (1984) opined that the sources of employees can be classified into two types, internal and external.
The methods of recruiting will depend upon the source of recruitment the organization intends to utilize (Ejiofor 1989) . Where an organization decides on a policy of recruitment from within, then the methods of recruitment will include job posting on public boards in order to inform all employees and so allow open competition; the secret review of the records of employees and giving the jobs to chosen employees; and finally, announcement to employees and unions that there are vacancies and that new hands will be welcome. Employees and unions are then in a position to inform friends, relations and colleagues. These methods of recruitment will work well for filling low-paid positions in the organization.
It is often argued that a policy of internal recruitment is superior to a policy which looks outside the boundaries of the organization because it allows individual development. Employees, it is said, have a right to advance in their jobs and therefore should be given first consideration when job occur. Filling a job opening from within the firm has the advantages of stimulating preparation for possible transfer or promotion, increasing the general level of morale, and providing more information about job candidates through analyses of work histories within the organization. An internal search of the computer personnel data bank can flag personnel within minimum qualifications for the job opening. Such system is more compatible with adapting the organization to the needs of individuals.
A job posting system has a number of advantages. From the view point of the employee, it provides flexibility and greater control over career progress. For the employer, it should result in better matches of employee and job, in addition to meeting requirements for equal opportunity for advancement of all employees (Flippo 1984) .
While this argument is generally valid, it is well to remember that occasions often arise when existing employees do not possess the skills for the required tasks, or when giving them such skills will entail
Volume XVI Issue XI Version I Year ( ) A considerable costs to the organization. It has been argued that, no matter how much a company may design its manpower requirements to take account of internal skill developments, it still becomes necessary to bring in new talents into the organization through external recruitment. Details of these sources are discussed below; a. Advertisement: is the most common form of external sources of recruitment. Organizations advertise vacant position on both electronic print and media to access a larger pool of applicants. As cited by Nel et al. (2009:226) , an advertisement has communication as its basic underlying principle and it should be worded in a manner that triggers responses from job seekers. Recruiters should formulate the wording of advertisements in a manner that is not discriminatory.
b. E-Recruitment: or online recruitment uses webbased tools such as a firm's public internet site or its own intranet to recruit staff. The processes of erecruitment consist of attracting, screening and tracking applicants, selecting, and offering jobs or rejecting candidates. Cappelli (2001) has estimated it that it costs only about one-twentieth, as much to hire someone online.
c. Employment Agencies: Employment agencies, sometimes referred to as labour brokers, even though they can face criticism from labour unions in Ghana, tend to be fast and efficient in recruiting applicants for specialized positions. For a fee collected from either the employee or the employer, usually the employer, these agencies do some preliminary screening for the organization and put that organization in touch with applicants. Private employment agencies differ considerably in the level of service, costs, policies, and types of applicants they provide. Employers can reduce the range of possible problems from these sources by giving a precise definition of the position to be filled (Sims, 2002) .
d. Labour Offices: are sources of certain types of workers. In some industries, such as construction, unions have traditionally supplied workers to employers. A labor pool is generally available through a union, and workers can be dispatched to particular jobs to meet the needs of the employers.
In some instances, the union can control or influence recruiting and staffing needs. An organization with a strong union may have less flexibility than a nonunion company in deciding who will be hired and where that person will be placed. Unions also can work to an employer's advantage through cooperative staffing programs, as they do in the building and printing industries (Keshav, 2013) .
e. Employee Referrals: An employee referral program is a system where existing employees recommend prospective candidates for the job offered, and in some organizations if the suggested candidate is hired, the employee receives a cash bonus. Under this method, a candidate is appointed on the recommendation of some currently working employees. Hence, the HR managers of various companies depend on the present employees for reference of the candidates for various jobs. Stonner, Freeman and Gilbert (2000) see the selection process as the mutual process whereby the organization decides whether or not to make a job offer and the candidate decides whether or not to accept it. In the view of Ejiofor (1989), selection is the process of choosing from the pool of potential employees available those jobs in terms of qualified job and organization requirements. Mondy (2010: 136) refers to selection as 'the process of choosing from a group of applicants those individuals best suited for a particular position in an organization'. One thing that stands apparent from the above is that, selection is typically made from among many applicants that have applied for positions and meet the organization requisite.
iv. The Process of Selection Flippo (1984) sees selection process as hiring procedure. According to him, in the hiring procedure varying methods are used to discover significant information about an applicant, which can then be compared with the job specification. He is of the opinion that there is no standard procedure adopted by all firms, the following is an example of a popular method: Initial or preliminary interview: This initial interview is usually quite short and has as its objective the elimination of the obviously unqualified. In many instances it is a standing interview conducted at a desk or railing.
Volume XVI Issue XI Version I
The more obvious facts and impressions are the type generally obtained in an interview. Appearance and facilities in speech are evaluated. Applicants are often asked why they are applying for a job with this particular organization. Salary requirements are ascertained.
An idea of education and experience can be obtained by knowing the time applicants finished in school and the names of job previously held. Many firms do not bother to initiate any paper work at this early stage. If the applicant appears to have any chance of qualifying for existing job openings, he or she is given the application blank to complete. Application Blank-One of the general principles of hiring procedures is to assign each step information objectives that can be best obtained by the methods of that particular step. Factual information should be obtained by means of an application blank. We should not automatically assume that all information written on the blank by the applicant is correct. References: The purpose of the reference check is to obtain information about past behaviour of applicants and to verify the accuracy of information given on the application blank. Cole (2005) expressed that most public sector organization take up references before short listed candidates are called for interview; while private sector organization tend to take them up after the candidate has been interviewed and a provisional offer of appointment made. The most common method of checking was a combination of letters and telephone calls. Letters of reference carried by the applicant are of little value; one knows what is in them. Psychological Tests: The next step in the procedure outlined above is that of testing. Most of the larger companies that can afford to have a more detailed and accurate selection procedure do utilize some form of employment testing. It is the smaller company that frequently does not bother with tests, but places great reliance upon the interview. Interviewing: Interviewing is probably the most widely used single method of selection. A substantial amount of subjectivity, and therefore/ unreliability, is to be expected from interviewing when used as a tool of evaluation. One human being is evaluating another in somewhat strained and artificial circumstances. The specific sources of unreliability are several in numbers. First, the interview is allocated information objectives that cannot be obtained otherwise; this it deals with intangible goals such as assessing leadership role fit, and inner motivation. Secondly, much research of specific sources of subjectivity has demonstrated the following: (1) those interviewed immediately after the candidates are appraised more favourably; (2) excessive weight is given to unfavourable information, with only one negative item leading to rejection in about 90 percent of the cases in one study; (3) interviewer stereotyping exists with more females recommended for such jobs as editorial assistant and more males for personal technician; (4) interviewers sometimes make a decision very early and conduct the rest of the interview searching for substantiating information; (5) when favourable information is received to unfavourable, the applicant fares better; (6) the greater the number of job vacancies the more favourable the applicant evaluation and, (7) interviewers are often affected by appearance and non-verbal clues having little to do with job performance. Approval by the Supervisor: Following the outlined procedure, we should now be of the opinion that a candidate who has successfully completed all steps thus far should be hired. At this point in the process, a third interview is conducted. The information objectives of this interview may well overlap those of the preceding one. This overlap is not undesirable for at least two reasons. First, the organizational relationships often require that the supervisor be given the right to pass upon personnel; otherwise he or she cannot be held accountable for their performance. Secondly, the qualities that are generally appraised in an interview are highly intangible, such as personality, ability to get along with others and leadership potential. In such matters, it is helpful to have an appraisal by both the staff employment interviewer and the supervisor, who is better acquainted with the actual Job conditions and the type of personnel at present in the department. Physical Examination: The physical examination is an employment step in most businesses. It can vary from a very comprehensive examination and matching of an applicant's physical capabilities to job requirements, to a simple check of general physical appearance and wellbeing. In the hiring procedure, the physical examination has at least three basic objectives. First it serves to ascertain the applicant's physical capabilities. Can the applicant work standing up? Is his or her eye sight sufficiently keen to meet the job requirement?
The second objective of the examination is to protect the company against unwarranted claims under workers' compensation laws, or against lawsuits for dangers.
Recruitment, as a human resource management function, is one of the activities that impact most critically on the performance of an organization. While it is understood and accepted that poor recruitment decisions continue to affect organizational performance and limit goal achievement, it is best that much effort is put in the recruitment and selection practices (Randall, 1987) .
Recruitment and selection also has an important role to play in ensuring worker performance and positive organizational outcomes. It is often claimed
Volume XVI Issue XI Version I Year ( ) A that selection of workers occurs not just to replace departing employees or add to a workforce but rather aims to put in place workers who can perform at a high level and demonstrate commitment (Ballantyne, 2009). Recruitment and selection play a pivotally important role in shaping an organization's effectiveness and performance, if work organizations are able to acquire workers who already possess relevant knowledge, skills and aptitudes and are also able to make an accurate prediction regarding their future abilities, recruiting and selecting staff in an effective manner can both avoid undesirable costs for example those associated with high staff turnover, poor performance and dissatisfied customers and engender a mutually beneficial employment relationship characterized, wherever possible, by high commitment on both sides.
The study employed descriptive, crosssectional survey design. The target population was the human resource management. A total sample of 300 was taken from the target population. The study employed a non-probabilistic sampling technique, precisely purposive sampling. The study area is constituted by different locations within the study area. These locations of the various faculties were considered as strata in the population and respondents were selected purposively. Data for the study was obtained by the administration of a questionnaire. The questionnaire had two sections. The first section consisted of demographic information such as age, and marital status of respondents. The second section dealt with satisfaction factors that predict workers who can perform at a high level and demonstrate commitment.
The study makes use of the logistic regression model. Logistic regression is based on binomial probability theory. It is a mathematical modeling approach used in describing the relationship of several independent variables to a dichotomous dependent variable or a limited dependent variable. Binary Logistic regression is a prognostic model that is fitted where there is a dichotomous/binary dependent variable like in this instance where the researcher is interested in whether human resource management is satisfied, or not. Usually, the categories are coded as "0" and "1" as it results in a straightforward interpretation. Normally the category of interest also affectionately referred to the case is typically coded as "1" and the other group is also known as a "non-case" as "0". In this work HR satisfaction, "case", will be denoted by 1 and if HR is dissatisfied "non-case" will be denoted by 0.
According to Harrell (2001), the formula for a logistic regression model is given by;
= ?? ?? ?? Furthermore, Kutner, Nachtsheim, Neter, and Li (2005) stated that since the dependent variable is dependent and can take values 1 and 0 with probabilities ??(?? ?? ) and 1 ? ??(?? ?? ) respectively, Y follows a Bernoulli distribution with (??) = ??(?? ?? ).
The probability density function can be presented as
for ?? ?? = 0,1,2, ? , ?? The?? ?? 's are assumed to be independent and thus, the joint probability function is given by
Where ?? is a vector of unknown parameters IV.
A total of 300 HR personnel completed the questionnaire on satisfaction factors that predict workers who can perform at a high level and demonstrate commitment.
Table 1 summarizes the socio-demographic information of the respondents. From the Table 1 , 142 of the respondents representing 47.3% were males whereas 158 representing 52.7% were females; in which majority of people who responded to this questionnaire are between 30 and 35, followed by 36 and 45. This means that close to 94% = (61.3 + 32.7) of the time, views leading to conclusions drawn from this research could be attributed largely to HR of that age group. The analysis further indicated that out of the total 300 respondents, majority of them which represent 24% were single whiles the rest 76% were married. From the table, the Wald statistics and the significance level shows that 4 out of the 7 independent variables namely;"X2 (Application Blank)", "X4 (Psychological Tests)", "X5 (Interviewing)" and "X6 (Approval by the Supervisor)" were significant to the Thus the logistic function is given by the equation (1) below:
1 + ?? ?(5.033?0.737??2+0.755??4?0.845??5?0.980??6)
Furthermore, the odd ratio (??????(??)) for the significant factors, shows the increase (or decrease if the ratio is less than one) in odds of being in one outcome category (satisfied or not satisfied) when the value of the predictor increases by one unit. From table 4.6, the odds or risk of HR being satisfied, is 0.795 for X2. This indicates that, the risk of HR being satisfied is 0.795. For X4, the odd ratio of 2.128 indicates that the risk of HR having satisfaction with psychological tests 2.128 times more likely to derived satisfaction as compared with those not having psychological tests, all other factors being equal. For X5, the odd ratio of 0.430 indicates that the risk of HR satisfaction is 0.430 times higher for HR than for HR who does not have access to interviewing, all other factors being equal. Furthermore, for X6, the odd ratio of 2.665 indicated that the risk of HR deriving satisfaction is 2.665
The next output table seeks to rank five (4) attributes that influence HR's choice. The attributes were ranked by HR on a scale of 1 -5, with 1 being the least important and 5 the most important. The order in which HR ranked the attributes came out as shown in Table 4 .9 below. (Note: Mean importance is calculated with the values of 1 for least important and 5 for most important. Hence, a higher mean indicates a greater importance). Table 4 .9 above shows the various mean ranks of respondents on the factors that influence their choices It can be seen that "approval by the supervisor" recorded the highest mean, followed by "application Blank"; "psychological tests" and "interviewing" in that order.
The next output table shows whether or not HR differentiates between these various choice attributes. The Kendall's Co-efficient of Concordance (W) for the rankings of HR choice attributes as shown in table 4.10 above is 0.040. This means that the degree of agreement on a zero to one scale is 0.040. The degree of unanimity as measured by the W-statistics is about 4% since the score is zero for random ranking and 1 for perfectly unanimous ranking. Thus, to a large extent, there is agreement among respondents with regards to the rankings provided. The asymptotic distribution gave a significance level value of 0.000, which is less than 0.05. Thus, the null hypothesis (the rankings disagree) is rejected and the alternative hypothesis (the rankings agree) is accepted.
In view of the research findings as well as one of the purposes of this work, the researcher made the following recommendations on the ways to improve recruitment and selection practices at University of Ghana:
? Since the analysis revealed that University of Ghana has policies and practices with regards to recruiting and selection of employees, the following were given to help improve upon such practices, the procedure for recruiting and selection should be strictly followed in order to ensure that the right employees are provided for the college. Procedures such as educational or academic qualification, experience and interviews all help select the best of employees for the college. ? In addition, all applicants must be given equal opportunities; issues of favouritism should be avoided while giving the chance to all. Employee referrals though a good idea should be minimized since it gives room to favouritism and at times employment of individuals who might not contribute meaningfully to organizational output. ? Moreover, in the selection and recruitment procedure, complete qualifications should be stressed and should also be linked with the job to be done as most qualifications do not much the job to be done. ? Finally, to help the employees to give off their best, the human resource department should appraise them regularly since this will always keep them on their toes to give off their best and help improve performance.
In spite of few challenges realized with recruitment and selection practices at University of Ghana, these measures have been effective in the selection of employees for the University, even though much needs to be done to enhance it. Recruitment and selection of employees to a greater extent determines the performance of an organization and it is of great importance if organizations want to achieve their goals.
Variables | Frequency | Percentage |
Gender | ||
Male | 142 | 47.3 |
Female | 158 | 52.7 |
Age | ||
30-35 | 184 | 61.3 |
36-45 | 98 | 32.7 |
46-56 | 18 | 6.0 |
Marital Status | ||
Never married | 84 | 24.0 |
Married | 266 | 76.0 |
Source: Field Data, 2016 |
95% C.I.for EXP(B) | ||||||||
B | S.E. | Wald | df | Sig. | Exp(B) | Lower | Upper | |
X1 | -0.037 | 0.255 | 0.021 | 1 | 0.886 | 0.964 | 0.584 | 1.590 |
X2 | -0.737 | 0.211 | 12.247 | 1 | 0.000 | 0.795 | 0.570 | 1.108 |
X3 | -0.230 | 0.169 | 1.838 | 1 | 0.175 | 0.479 | 0.317 | 0.723 |
X4 | 0.755 | 0.258 | 8.542 | 1 | 0.003 | 2.128 | 1.282 | 3.531 |
X5 | -0.845 | 0.197 | 18.348 | 1 | 0.000 | 0.430 | 0.292 | 0.632 |
X6 | -0.980 | 0.255 | 14.735 | 1 | 0.000 | 2.665 | 1.616 | 4.396 |
X7 | -0.107 | 0.205 | 0.274 | 1 | 0.600 | 1.981 | 1.093 | 3.588 |
Constant | 5.033 | 2.499 | 4.055 | 1 | 0.044 | 0.007 | ||
Source: Field Data, 2016 |
Mean Rank | |
Application Blank | 3.15 |
Psychological Tests | 3.07 |
Interviewing | 2.66 |
Approval by the Supervisor | 3.39 |
Source: Field Data, 2016 |
Test Statistics | |
Kendall's W | 0.040 |
Chi-Square | 55.329 |
Df | 4 |
Asymp. Significance | 0.000 |
Source: Field Data, 2016 |
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Recruitment and selection is the process of getting human re sources into the. organizations' departments, sections, and jobs (McKenna & Beach 2008). Venkatesh and Jyothi (2009) use what might. be ...
Common sequential steps in the recruitment process: 1) Identify the need to recruit/determine whether a vacancy exist. 2) Update the job description, specification and profile. 3) Determine the ...
V ol 1 (1), pp 1-26, January 2023. 2. goal-oriented process that aid the sourcing of adequate members to efficiently fill job vacancies. which is referred to as recruitment and selection process ...
Summary of key research findings in recruitment and selection. A systematic, fully comprehensive literature review of extent selection and recruitment literature is beyond the scope of this paper - rather, we focus our effort on recent meta-analyses as well as conceptual and literature review papers to identify the meta-trends in the recruitment and selection research.
Purpose of the study: The main purpose of this study is to provide a new, macro-level model of strategic staffing to bridge the gap in the knowledge regarding how practices within recruitment and selection systems can work to provide a competitive advantage among various sectors. This study identifies the various methods of recruitment and selection process through a systematic review of ...
Literature was collected from 40 articles of a reputed journal from 2010 to 2018. Main findings: The review of literature revealed that the recruitment and selection process is carried out in organizations by adopting latest technologies like online portals, outsourcing, job fair, campus interviews, and mobile recruitment applications.
Literature review 2.1 Employee recruitment. ... effective recruitment process needs to be considered (Breaugh, 2009). It is argued by this author that no best way to hire best talented, but the situation at a point determines the best method to apply. ... as a factor to consider in the selection process, many are also of the opinion that the ...
The methodology literature contains articles chronicling recruitment difficulties in qualitative research (e.g., Bonisteel et al., 2021; Price et al., 2020), but reports of successful recruitment are limited.Motivations to participate in research have received some attention in the literature, but such accounts of motivation are largely anecdotal and from the perspective of the researcher (e.g ...
The recruitment and selection process is a dynamic, complex and an important part of human resource management in organisations [].All the more critically, those in charge of selecting the successful applicant ought to have sufficient data whereupon to base their choices [].Due to these characteristic features listed above, it has caught the attention of both practitioners and researchers over ...
The study concludes that automating the recruitment and selection process by integrating e-recruitment software with the existing recruiting activities provides more competent, cost-effective ...
many researchers in the past (Sally 2007). In most of the literature the recruitment and selection are being treated separately while as recruitment and selection are interrelated & interdependent that has influence to each other (Rynes & Barber, 1990). If the recruitment process will not be effective to bring enough pool or applications the
recruitment and selection practices to help refresh concepts and understanding for researchers on the topic. 2. Literature Review 2.1. Recruitment Recruitment is a decision of human resource management planning regarding the number of employees needed, when needed, as well as the criteria for what is needed in an organisation.
A systematic, fully comprehensive literature review of extent selection and recruitment literature is beyond the scope of this paper - rather, we focus our effort on recent meta-analyses as well as conceptual and literature review papers to identify the meta-trends in the recruitment and selection research.
A road well-travelled: The past, present, and future journey of strategic human resource management. Annual Review of Organizational Psychology and Organizational Behaviour, 4, pp.45-65. Yadav, P. and Singh, B., 2021. The Impact of Effective Recruitment & Selection Process on Organizational Development: An Empirical Study.
The document provides an overview of writing a literature review on the effectiveness of recruitment and selection processes. It discusses the importance of conducting a thorough literature review to understand the current state of research on recruitment and selection and identify gaps. The document acknowledges that reviewing vast amounts of academic literature on this topic can be an ...
Reengineering the Recruitment Process. The skills needed in many roles are continually changing—and sources of talent are too. The Covid-19 pandemic has upended many traditional business ...
Literature was collected from 40 articles of a reputed journal from 2010 to 2018. Main findings: The review of literature revealed that the recruitment and selection process is carried out in ...
Recruitment and selection play a pivotally important role in shaping an organization's effectiveness and performance, if work organizations are able to acquire workers who already possess relevant knowledge, skills and aptitudes and are also able to make an accurate prediction regarding their future abilities, recruiting and selecting staff in ...
Effectiveness of Online Recruitment and Selection Process : A Case of Tesco. Aakash Gopalia. Published 2012. Business, Computer Science. TLDR. Evaluating the effectiveness of internet to recruit and select people with reference to the case of Tesco in terms of recruitment and admin cost, time to hire, market image and to attract right kind of ...
This document provides an overview of recruitment and selection as discussed in the literature. It begins by defining recruitment as the process of generating job applicants and selection as choosing candidates likely to succeed in jobs based on goals and legal requirements. Recruitment and selection are important for organizational effectiveness and performance by ensuring high-performing ...
Recruitment and selection is the process of getting human resources into the organizations' departments, sections, and jobs (McKenna & Beach 2008). Venkatesh and Jyothi (2009) use what might
Recruitment and selection process becomes the main factor to do professional human resources. The purpose of this research is to know how the concept of recruitment and selection model on family business in small and medium enterprise sector. The object of research is small and medium business in Tasikmalaya city in handicraft sector.
[Show full abstract] literature review and meta-analysis methodology were adopted for this research by synthesizing a compendium of scientific evidence on recruitment and selection practices. With ...