EFFECTIVE RECRUITMENT AND SELECTION AS A TOOL FOR

ACHIEVING HIGHER EMPLOYEE PRODUCTIVITY IN AN

ORGANIZATION.
(CASE STUDY OF UNITED BANK OF AFRICA)

BY

ADEBAYO EUNICE ADEYELA

FPI/BAM/21/003

PROJECT SUBMITTED TO THE DEPARTMENT OF BUSINESS

ADMINISTRATION AND MANAGEMENT, SCHOOL OF BUSINESS AND
MANGEMENT STUDIES, FEDERAL POLYTECHNIC ILE-OLUJI, ONDO
STATE.

IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE

AWARD OF THE NATIONAL DIPLOMA (ND) IN BUSINESS
ADMINISTRATION.
 CHAPTER ONE
INTRODUCTION

1.0 BACKGROUND OF THE STUDY

The success and achievement of the objective of an organization depends on the

performance and caliber of human resources that make up such organization.
The world turned into global village which encouraged movement of Knowledge, Skills
and Abilities across the cultures in the different countries in the world that caused the
researchers focus towards the human resource management field to address different
aspects related to the employees behavior particularly recruitment and selection. Most
organizations focus more on human assets rather than physical assets. An organization
can be readily purchase equipment, manufacturing facilities, and most technologies, but
the human talent are much hard to come by. Candidates who are able to add value to their
clients’ businesses shows the ability of a good recruitment company in searching talents.
Human Resource may set strategies and develop policies, standards, systems, and
processes that implement these strategies in a whole range of areas such as recruitment
and selection. There are two phases to make new selection of employees needed by the
organizations, the first one is to generate a large pool of applicants and then make the
best selection out of them. Recruitment is equally important to study because
effectiveness of the selection directly depends on the how large and qualitative is the pool
of applications.

Thus, according to Ekwoaba, et al (2015), recruitments and selections have become

essential in organizations because individuals need to be attracted on a timely basis, in
sufficient numbers and with appropriate qualifications. The more effectively
organizations recruit and select candidates, the more likely they are to hire and retain
satisfied employees. In addition, the effectiveness of an organization’s selection system
can influence bottom-line business outcomes, such as productivity and financial
performance. The need for recruitment and selection in any organization depends on the
existing vacancies to be filled or new post to be created, human resource department
makes some decisions before considering if the company should recruit, decisions like
the number of vacancy to be created, the profit the company makes which determines if
 the company would be able to pay the workers to be recruited, the number of workers
needed.

The recruitment and selection process starts with employment or personnel planning. It is
the process of deciding what positions the firm will have to fill and how to fill them. It is
therefore very glaring that managements must be trained, and advised in recruitment and
selection matters especially interviewing. It is often claimed 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).

1.1 STATEMENT OF THE PROBLEM

Recruitment and selection is a difficult task for organizations, it is difficult any

organization to search, recruit, and select talented people in today’s tight labor market
because of the problem faced, such as human errors,. Acquiring the right talent is
becoming an increasingly complex and challenging activity. It is expensive, time
consuming, and high cost of employee turnover in time, money, and lost productivity.

The success of a business or an organization is directly affected by the performance of

those who work for that business. There is a linkage between Human Resource practices,
competitive strategy and performance. Underachievement can be a result of workplace
failures because hiring the wrong people can be costly, it is important that conscious
efforts are put into human resource planning.

Therefore, it is the problem of this study to look into the recruitment and selection policy
and practices in order to find the extent to which is a divergence between the policy and
practice to know whether businesses, firms, organization are doing what is in line with
the policy and getting the right kind of person for the job.

1.2 OBJECTIVES OF THE STUDY

The general objective of this topic is to access the effective recruitment and selection as a
tool for achieving higher employee productivity in an organization.
 SPECIFIC OBJECTIVES OF THIS STUDY
1. To access and ensure the employment of competent and well qualified staff that care

able, willing and capable of working with the best of their ability toward achieving

greater productivity as well as organizational objective according to the required

standard.

2. To access and ensure the total eradication of bias and favouritism and also to exhibit

justice and fair play in terms of recruitment and selection exercise undertaking to fill in

the vacant spaces in an organization.

3. To access the effects of recruitment and selection of employee’s performance in an

organization.

1.3 RESEARCH QUESTIONS

1. To what extent does external sources of recruitment strengthen diversity of talent within
the organization?

2. What are the various recruitment and selection practices in selecting qualified talent?

3. Is there any significant relationship between bias in recruitment and unbiased in selection
exercise on employment?

4. To what extent does effective recruitment and selection affects employee’s productivity?
1.4 RESEARCH HYPOTHESES
H1: There is significant relationship between recruitment and selection and employee’s
performance in an organization.
H2: There is no significant relationship between recruitment and selection and customer’s
satisfaction.

1.5 SIGNIFICANCE OF THE STUDY

The importance of this study stems from the fact that employment of workers involves
first of all a deliberate process of manpower planning to determine the right kind of
 workers and right number of workers required for efficient and effective operation of the
organization work.
It also provide further lectures to students and general public at large for a critical
assessment of the importance and vital role of recruitment and selection of workforce and
its impact on organization.

1.6 SCOPE AND LIMITATIONS OF THE STUDY

Every research has its own challenges. Notwithstanding, this research had its own
limitations. In writing this research thus, one is bound to be confronted by certain
constraints which often become a “clog in the wheel of progress”. The study is not
exempted from these obstacles. Time constraints, school schedules, financial handicap
and all other culminates in dwarfing my effort.

This study covers two areas of the organization’s strategy for recruitment, and selection
practices. These areas include the recruitment process, and the selection process. There
are specific steps used to implement the organization’s recruitment process, and selection
method in these areas. Job Analysis, Job Description, Job Specification, Selection
Method, Interview Test, Recruitment Source, Internal source, External source, and
Talents Qualification. Procedures will be assessed and several issues are found such as
instruments of job analysis, recruitment process, internal and external recruitment and
selection methods.

1.7 OPERATIONAL DEFINITION OF TERMS

Recruitment: Is the process of finding and attempting to attract job candidates who are
suitably qualified and therefore capable of filling vacancies in job positions effectively.
Selection: It is the process of determining which job candidate or applicants suit the
needs of the organization best.
Productivity: Unit of output per work machine hour or total output/total input. It is the
measure of how well resources are brought together in organization and utilized for
accomplishing a set of results
Effect: The state being operative, functional. It also means to go into operation, begin to
function, to produce result.
Organization: Structure of relationship so as to get the work done.
Employee: A person employed for wages or salary, especially at non-executive level
Employer: A person, firm or other entity which pays for or hires the service of another
person
Human Resources: The personnel department of an organization, dealing with the
recruitment, administration, management and training of employees.
 CHAPTER TWO
LITERATURE REVIEW

2.0 INTRODUCTION

This chapter deals with the topic of recruitment and selection policy of organization. Some of the
relevant areas would be reviewed and several literatures would be selected. It also reviews both
theoretical and empirical literature pertaining to the study. Whereas the theoretical literature
focuses on the theories and models underpinning the study, the empirical literature reviews
previous scholarly work which relates to this study.

2.1 CONCEPTUAL FRAMEWORK

2.1.1 CONCEPT OF RECRUITMENT AND SELECTION

An organization of its size must be conscious of the fact that for its continuous growth, it must
adopt good recruitment and selection techniques by carrying out a good recruitment program, the
organization will be able to boast of competent staff who will be achiever in their respective
jobs.

2.1.2 CONCEPT OF RECRUITMENT

Recruitment is described as the set of activities and processes used to legally obtain a sufficient
number of qualified people at the right place and time so that the people and organization can
select each other in their own interests.

Also related to the success of a recruitment process are the strategies an organization is prepared
to employ in order to identify and select the best candidates for its developing pool of human
resources. Organizations seeking recruit for base level entry positions often require minimum
qualifications and experiences, these applicants are usually recent secondary school or
university/polytechnic graduates, many of whom have not yet made clear decision about future
careers or are contemplating engaging in advanced academic activity. At the middle levels,
senior administrative, technical and junior executive positions are often filled internally .The
push for scarce, high quality talent has usually been at the senior executive levels. Most
organization utilizes both mechanisms to effect recruitment to all levels.

This suggests that applicants with experience and qualifications most closely related to job
specifications may eventually be selected. Organizations become concerned when the cost of a
mistake in recruitment is high.
The aim is to obtain at a minimum cost, the number of suitable and qualified candidates to satisfy
the needs of the organization. The organization attracts candidates by means of identifying,
evaluating and using the most appropriate sources of recruitment.
Henry and Temtime (2009) construed recruitment as the entry point of manpower into an
organization and the path an organization must follow from there on in order to make sure that
they have attracted the right individuals for their culture and vibes so that the overall strategic
goals are achieved. The purpose is to encourage them to apply for the vacant position.
The general purpose of recruitment according to Gamage (2014) is to provide the organization
with a pool of potentially qualified job candidates. The quality of human resource in an
organization highly depends on the quality of applicants attracted because organization is going
to select employees from those who were attracted.

Of all resources available to an organization, human resource occupies a unique position.

Graham (2008) view that objective of any recruitment process is to attract as many qualified
candidates as can to produce the one candidate that cannot only do the job but also excel at it.
From these views, the objective of recruitment is to screen as many applicants as necessary to
select one whose qualifications fits the job most, recruitment as the complete process of filling a
vacancy, one could easily be misled into thinking that recruitment encompasses selection and
placement of employees. Success of any enterprise can depend on recruiting the right personnel.
This should be so since most of our activities are still labour oriented. This labour orientation has
placed the loss of labour turnover at a proportionate high rate among other cost. In this regard,
employment stability should be one of the utmost objectives of the manpower policies of any
organization. Any recruitment method can be successful only to the extent that the environment
is right. The following questions come to one’s mind for an effective recruitment, do the working
condition, salary levels, and promotion prospect attract people?
 Recruiting workers require many considerations among which are manpower, needs for
knowledge of the type of person who best fits the needs of the organization, knowledge of the
previous labour turnover rate and a prediction of the future labour turnover and understanding
the promotional ladder in the organization. After prospective applicants have been recruited, a
systematic effort is made to identify the most suitable candidates to fill identified positions.

2.1.3 TYPES OF RECRUITMENT

The organization has quite a number of sources from which they recruit people. In any case the
experience in Nigeria today is such that, the premises of organizations are flooded with the army
of unemployed or job seekers upon the slightest limit of the job vacancies. However, there are
basically two major sources of recruitment. They include:

2.1.4 INTERNAL SOURCE

Recruitment from within the organization is one of the most common source because candidates
for vacancies and new appointments are within the organization. This is made possible through
promotion, job posting transfer etc. however, the recruitment of design engineers, accountants or
doctors may not follow this pattern. Armstrong (2009), proposed that first consideration should
be given to internal candidates, although some organizations with powerful equal opportunity
policies (often local authorities) insist that all internal candidates should apply for vacancies on
the same footing as external candidates. Internal sources of recruitment have the advantages of
building loyalty within the workforce as employees tend to appreciate that the organization is
interested in them. It also serves as a motivational tool for reserving employees; it also helps
employees in building their career. This source of recruitment is less expensive and saves money
for the organization.

However, internal source of recruitment has its disadvantages like competent personnel may not
be recruited as management may not have choice to make. It retards the concept of bringing in
new ideas of the organizational promotion base only on seniority is not always desirable.

2.1.5 EXTERNAL SOURCES

This source is exactly opposite the internal source whereby employees are obtained from outside
the organization. This system encourages merit and fair play. It also brings new blood with new
ideas into the organization. It is also not discriminatory as potential employees from all sexes are
given chances to compete.

External source of recruitment include advertisement, e-recruitment, employment agencies, etc

(Beardwell, 2017). Details of these sources are discussed in this section.
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. Recruiters should formulate the wording of advertisements in a manner that is not
discriminatory. Advertisements are expensive but attract a larger pool of applicants than internal
recruitment processes. It is, however, more difficult to evaluate external applicant than those that
are already employed within the organizations.
b. E-Recruitment: E-recruitment or online recruitment uses web-based tools such as a firm’s
public internet site to recruit staff. The processes of e-recruitment 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. The internet
has become a way for employers to display company image and advantages over competitors.
Many internet users know the difficulty, frustration and inefficiencies of sorting through
information to find applicable and useful material.
c. 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
human resource managers of various companies depend on the present employees for reference
of the candidates for various jobs. This source reduces the cost and time required for recruitment.
d. Employment Agencies: Employment agencies, sometimes referred to as labour brokers,
even though they can face criticism from labour unions, 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.
2.1.6 CONCEPT OF SELECTION

Selection is the process of collecting and evaluating information about an individual in order to
extend an offer of employment. Stoner, et al. [2009], view selection as the process of gathering
information for the purposes of evaluating and deciding who should be hired for the short and
long term interests of the individual and the organization. Selection is choosing from numerous
applicants a suitable candidate to fill a post. It is a decision-making activity and the
psychological calculation of suitability of the candidate.

Selection differs from recruitment, although these are two phases of the employment process.
While recruitment is considered to be a positive process as it motivates more candidates to apply
for the job by creating a pool of applicants. Selection is a negative process as the inappropriate
candidates are rejected in the process. Recruitment precedes selection in the staffing process.

Mathis and Jackson (2010), define selection as the process of selecting the most suitable
applicants. The process, according to them, is guided by predetermined selection criteria such as
job descriptions, job specifications and job profiling and commences after the recruitment
process has been completed. Ballantynel (2009), point out that the objective of the selection
process is to match the applicants‟ ability, knowledge, skills and experience with job
requirements in a fair and legal manner. This means that selection panels, in their quest to select
applicants with potential. Perhaps the most basic question in this area is why employers engage
in selection efforts at all.
2.1.7 SELECTION PROCESS
Employer decisions about the selection of employees are central to the operation of organizations
and to a series of outcomes that matter to individuals, organizations, and society. Perhaps the
most basic question in this area is why employers engage in selection efforts at all. Managers
who are involved in hiring employees need to understand the skills and abilities that are required
in a particular job and determine which candidates have those capabilities. Interviews, reference
checks, tests, applications and résumés can all help identify differences among candidates.
2.1.8 SCREENING
Screening, popularly known as short listing, is the first step after the recruitment process is
completed and applications received. In this step, all the applications received by the due date are
 screened and those that do not correspond to the requirements stipulated in the advertisement are
immediately eliminated in this step. Selection panels have to be careful not to discriminate
against applicants with potential. Their decisions should be guided by short-listing criteria that is
developed against the job requirements stipulated in the advertisements.

2.1.9 SELECTION TESTS

Selection tests are often used as part of a selection procedure for occupations where a large
number of recruits are required, and where it is not possible to rely entirely on examination
results or information about previous experience as the basis for predicting future performance.
Tests usually form part of an assessment centre procedure. Intelligence tests are particularly
helpful in situations where intelligence is a key factor, but there is no other reliable method of
measuring it. Aptitude and attainment tests are most useful for jobs where specific and
measurable skills are required, such as typing or computer programming. Personality tests are
potentially of greatest value in jobs such as selling where personality is important, and where it is
not too difficult to obtain quantifiable criteria for validation purposes.
2.1.10 REFERENCE & BACKGROUND CHECK
Usually advertisements require that applicants provide the names and contact details of people
who can serve as referees to them in case their applications are considered. Reference checks are
used to verify the information that is supplied by applicant and are usually done telephonically.
Although most referees are reluctant to respond to certain questions (Mathis and Jackson, 2010),
reference checks can be used to gather as much information that will be used in deciding whether
to appoint or decline the applicants. References provide the organization with other people’s
perceptions of the candidate’s professional ability. The company should contact the candidate’s
previous employers and colleagues. Questions to ask references might address the candidate's
creativity and initiative. This is mostly the reason why conditional job offers are given in other to
check the authenticity of what the candidate provided on the application form. References are
one of the most popular and traditional tools in the selection process.

2.1.11 INTERVIEW
 Interviews are used by all organizations for selection purposes. With the use of interview
managers of organizations get an opportunity to meet the applicants directly. The purpose of the
selection interview is to gather as much information and to use such information to arrive at a
selection decision. During the interview, panel members (interviewers) normally pose questions
to which the interviewee is expected to respond. Responses to the questions are often captured by
means of scores as determined the interviewers. Because of interview ambiguity, efforts must be
made to ensure that all interviewees are being asked the same questions.

2.1.12 PHYSICAL EXAMINATION

Applicants are often expected to undergo test(s) to determine if they are fit to perform the job,
should they be appointed. The most common example of the employment tests that applicants
often undergo is a medical examination. Medical examination, also referred to as pre- placement
medical testing, is conducted only where the applicants are required to use physical strength to
successfully perform their duties (Mathis and Jackson, 2010).

2.1.13 JOB OFFER

The next step in selection process is job offer to those applicants who have crossed all the
previous hurdles. In other words, it is the last step in the selection process. Development of an
offer via e-mail or letter is sometimes a more formal part of this process.

2.1.14 RECRUITMENT AND SELECTION POLICY

Recruitment and selection of staff should be a very high priority in organization. Recruitment
and selection should include procedures directed to analyze the need and purpose of a position,
the culture of the organization, and ultimately to select and hire the person that best fits the
position. Recruitment and selection policy should, then, be directed toward the following
objectives:

 Hire the right person.

 Conduct a wide and extensive search of the potential position candidates.

 Recruit staff members who are compatible with the organization environment and
culture.
  Hire individuals by using a model that focuses on the objectives of the organization.

 Access the work and know which gender would do the work well.

 Place individuals in positions with responsibilities that will enhance their personal
development.

2.1.15 RECRUITMENT AND SELECTION POLICY STATEMENT

Every position will be filled based upon a thorough position analysis regardless of the level of
the position or the extent of the search. The diversity goals of the organization, and the unit will
be addressed in all recruitment and selection processes. Units may use different processes for
recruitment depending upon the circumstances surrounding the need to fill the position, but must
take steps to ensure that the values of the profession are applied in all procedures that are used.
Recruitment and selection committee members should be properly trained to assume the
important responsibilities of recruitment and selection. Supervisors should adhere to any
organization-wide recruitment and selection programs. Recruitment and selection should be
planned, implemented, and evaluated to ensure that each potential employee is provided equal
opportunities to compete for the position. Boxall, Purcell and Wright (2011) highlight five
different questions an organization has to answer to have an effective recruitment strategy in
order to pursue its survival and success. Those questions are “Whom to recruit?”, “Where to
recruit?”, “What recruitment sources to use?”, “When to recruit?” and “What message to
communicate?” The notion of effectiveness in this study relates to the manner by which
organizations implements its employment policies. The essence is to understand whether such
policies are applied appropriately in the way they have been designed.

2.1.16 CHALLENGES OF RECRUITMENT AND SELECTION

Recruitment and selection of employees is the most important job of a Human Resource. The
success of recruitment depends upon finding the people with the right skills, qualification and
expertise to deliver organization objectives and the ability to make a positive contribution to the
values and aims of the organization. Some of the problem affecting recruitment and selection is
the increasing pressure for employment, utilization of informal sources of recruitment and
delegation of recruitment function. These problems have resulted to inadequate use of job
 description and standard employee requirement in the process of recruitment. This is particularly
so with recruitment and selection policies and practices. The key goal of human resource
planning is to get the right number of people with the right skills, experience and competencies
in the right jobs at the right time at the right cost. Detailed and robust recruitment and selection
policies, such as recruitment and selection procedures, assessing criteria, talents auditing and
processing the information about the labour market are important in recruiting and deploying
appropriate employees at the right time. Appointment decisions are the most important ones a
manager has to make, they affect the manager’s ability to achieve targets, the quality of services
or products delivered to the customer and the well-being of the whole team. Previous research
shows that the competency level of human resource managers have a major influence on
recruitment and selection and experienced human resource experts within the human resource
department will not only shorten vacancy duration, but also improve the quality of the applicants.
Job analysis process generates information which is converted into tangible outputs of a job
description and a person specification that is what has to be done and who does it before
recruiting for a new or existing position. It is important to invest time in gathering information
about the nature of the job since it prescribes relevant personal qualities and attitudes as well as
skills and knowledge required for the job.

2.2 THEORETICAL FRAMEWORK

2.2.1 THE HUMAN CAPITAL THEORY
People and their collective skills, abilities and experience, coupled with their ability to deploy
these in the interests of the employing organization, are now recognized as making a significant
contribution to organizational success and also constituting a significant source of competitive
advantage. (Armstrong & Baron 2002).
This is the premise in the human capital theory. It underlines that people possess innate abilities,
behavior and personal energy and these elements make up the human capital they bring to their
work. It is indeed the knowledge, skills and abilities of individuals that create value. That is why
the focus has to be on the means of attracting, retaining and developing the human capital.
Armstrong (2009) explains that individuals generate, retain and use knowledge and skill (human
capital) and create intellectual capital. Their knowledge is further enhanced by the interactions
between them (social capital) and generates the institutionalized knowledge which organizations
possess (organizational capital). Davenport (1999) comments that: People possess innate
 abilities, behaviors’ and personal energy and these elements make up the human capital they
bring to their work. And it is they, not their employers, who own this capital and decide when,
how and where they will contribute it. In other words, they can make choices. Work is a two-way
exchange of value, not a one-way exploitation of an asset by its owner. It is indeed the
knowledge, skills and abilities of individuals that create value, which is why the focus has to be
on means of retaining, developing and maintaining the human capital they represent,
(Armstrong, 2009).
The human capital theory considers people as assets and stresses that the investment in people by
organizations will bring worthwhile returns. Armstrong points out clearly that the human capital
theory is closely linked to the Resource Based View (RBV) of firms by Barney (1991).

2.2.2 THE RESOURCE BASED VIEW OF FIRMS

The Resource Based View suggests that sustainable competitive advantage is attainable when
firms have a human resource pool which cannot be imitated or substituted by rivals. According
to the Resource Based View, firms should constantly evaluate their workforce to ensure that they
have the right people with the right skills in the right places to ensure sustained competitive
advantage, (Barney, 2001). A major part of any firm’s strength or weakness stem from the
caliber of the people employed and the quality of their working relationships. Identifying what is
most valuable and protecting it with “barriers to imitation” is at the heart of resource base
thinking.
In relative terms Boxall (2011) reveals that firms which recruit and retain exceptional individuals
have the capability of generating human capital advantage. But he nonetheless notes that a
difference should be established between ‘human capital advantage’ and ‘human process
advantage’. The former results from employing people with competitively valuable knowledge
and skills, much of it tacit. The latter, however, follows from the establishment of difficult to
imitate, highly evolved processes within the firm, such as cross-departmental cooperation and
executive development. The Company's HR practices would therefore need to emphasize
“selecting highly skilled individuals”. Companies should consider recruitment as a key tool to
achieve the overall business goal because according to Boxall and Purcell (2011), the new
employee is always active, ready to learn new things and easy to adapt to the new environment.
It is better for them to find the right person directly from the recruitment process than having
them trained later because training and development can be quite costly. This is one case of how
 the HR strategy fits with the competitive strategy. Employers must aspire to hire applicants who
possess the knowledge, skills, abilities or other attributes required to successfully performing the
job most effectively.

2.3 REVIEW OF EMPIRICAL LITERATURE

Ukpafe [2014], conducted a study on the effect of recruitment and selection process on the
productivity of manufacturing firms in Enugu State, Nigeria. The study adopted survey design.
The findings of the study were that: underperformance of employees and inability to cope with
new challenges or changes had a negative influence on organizational productivity. The study
equally, found that there is a positive relationship between recruitment and selection process and
productivity.

Mavis [2014], conducted a study on “employee recruitment and selection practices in the
construction industry in Ashanti Region”. The study used a cross sectional survey design for data
collection and analysis. This study revealed that the recruitment and selection practice of firms
has a relationship with their performances.

Ekwoaba, Ikeije and Ufoma (2015), in a study of the impact of recruitment and selection criteria
on organizational performance revealed that recruitment and selection criteria have significant
effect on organization’s performance that the more objective the recruitment and selection criteria,
the better the organization’s performance.

Djabatey [2012], conducted a study on recruitment and selection practices of organizations, a

case of HFC Bank (GH) Ltd. The study adopted a descriptive design and findings revealed that
factors such as work experience, academic qualifications, interviews and test used in selecting
employees makes the selecting and recruitment practices very effective.

2.4 CONCLUSION

This chapter was to explain the theory of recruitment and selection which shows that there is an
abundance of research on recruitment and selection processes, mainly on how they are
undertaken in organizations. The study revealed recruitment and selection definitions by
different authors. Internal and external sources of recruitment were identified. Selection process
used to fish out qualified employees who possess the required abilities, skills and behavior was
detailed explained. The study also revealed challenges during recruitment and selection by
organizations. It is important for managers to understand the objectives, policies and practices
used for selection. More importantly, those responsible for making selection decisions should
have adequate information upon which to base their decisions. Organization’s human resource
policies and practices represent important forces for shaping employee behaviour and attitudes.
Not just that organizational selection practices determine who is hired, the use of the proper
selection process will increase the probability that the right person will be chosen. When the best
people are selected for the job, productivity increases.

One of a positive aspect of this research is that it addresses recruitment and selection
simultaneously that will help to have better picture as was done by many researchers in the past.
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 .If the
recruitment process will not be effective to bring enough pool or applications, the right selection
becomes very difficult for any specific job. Recruitment and selection processes should be
guided by organization’s strategies, missions and objectives to avoid appointing candidates with
skills irrelevant for the attainment of objectives. The success of human resources departments is
measured on their recruitment and performance of competent employees.