SCHOOL OF BUSINESS DEPARTMENT OF

HUMAN RESOURCE MANAGEMENT AND EMPLOYMENT RELATIONS

The impact of appropriate recruitment and selection criteria on

A Research Project Submitted to the School of Business, Catholic University Institute of

Buea, in Partial Fulfillment of the Requirements for the Award of a Bachelor of Science

(B.Sc) Degree in Human Resource Management and Employment Relations.

BY

Essaka Kotte Laure Sandra

Registration Number: 20SB-004777

Supervisor

MRS. CAROLINE NENTY

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 TABLE OF CONTENTS

TITLE PAGE

CERTIFICATION

DEDICATION

ACKNOWLEDGEMENTS

TABLE OF CONTENTS

LIST OF ABBREVIATIONS

LIST OF FIGURES

LIST OF TABLES

ABSTRACT

CHAPTER ONE: INTRODUCTION

1.1 BACKGROUND TO THE STUDY

1.2 STATEMENT OF THE PROBLEM

1.3 RESEARCH QUESTIONS

1.4 OBJECTIVES OF THE STUDY

1.5 RESEARCH HYPOTHESES

1.6 SIGNIFICANCE /JUSTIFICATION OF THE STUDY

1.7 DEFINITIONS OF KEY TERMS (IF APPLICABLE IT SHOULD NOT FOCUS ON

THE KEY CONCEPTS)

1.8 ORGANIZATION OF THE STUDY

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CHAPTER TWO: LITERATURE REVIEW

2.1 CONCEPTUAL FRAMEWORK/ ISSUES

2.2 THEORETICAL LITERATURE

(I) WHY UNDERTAKE THEORETICAL LITERATURE REVIEW

(II) MERITS AND LIMITATIONS OF THE PAST STUDIES

(III) THEORETICAL GAPS IDENTIFIED IN EARLIER STUDIES

(IV) LESSONS DRAWN AND SUMMARY CONCLUSION

2.3 EMPIRICAL LITERATURE

2.4 RELEVANCE OF THEORETICAL AND EMPIRICAL STUDIES FOR YOUR

STUDY

CHAPTER THREE: METHODOLOGY

3.1 STUDY AREA

3.2 RESEARCH DESIGN

3.3 SOURCES OF DATA COLLECTION

3.4 METHOD OF DATA COLLECTION

3.5 STUDY POPULATION

3.6 SAMPLE SIZE AND SAMPLING PROCEDURE

3.7 MODEL SPECIFICATION

3.8 TECHNIQUE OF DATA ANALYSIS

3.8 LIMITATIONS OF RESEARCH METHODOLOGY

CHAPTER FOUR: DATA PRESENTATION, AND DISCUSSION OF RESULTS

4.1 DATA PRESENTATION (DESCRIPTIVE AND QUANTITATIVE ANALYSIS)

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(I)DISTRIBUTION OF RESPONDENTS

(II)ANALYSIS OF INDEPENDENT VARIABLES

4.2 TEST OF HYPOTHESES

4.3 DISCUSSION OF FINDINGS

CHAPTER FIVE: SUMMARY OF

FINDINGS, RECOMMENDATIONS AND CONCLUSION

5.1 SUMMARY OF FINDINGS

5.2 CONCLUSIONS

5.3 RECOMMENDATIONS

5.4 SUGGESTIONS FOR FURTHER STUDIES

REFERENCING

BIBLIOGRAPHY

APPENDIX

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 CHAPTER ONE

INTRODUCTION

1.1. INTRODUCTION

This chapter gives details on the background of the study, statement of the

problem ,research question, objectives of the study, research hypothesis,

significance/justification of the study, definition of key terms and the organization of the

study.

1.1.1. Background of the study

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. In the same vein, 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.

Hanover Research, (2014), articulated that recruitment and selection greatly affect

organizations succession plan. To further expand on this, a study conducted on the best

practices in the management of success in the education sector in the United States of

America confirmed that academic institutions practice a retroactive hiring method, where

candidates for vacant positions are considered concurrently as the current office holders

leave office. This practice leads to expedited or abbreviated induction and training which

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in effect leads to the new employees with very little knowledge about the new job. This

practice is commonly referred to as replacement planning. Replacement planning is seen

to be one of the reasons for high employee turnover in most organizations.

Zepeda et al. (2012) noted that public education institutions such as universities do not

have the freedom of private enterprises regarding the recruiting and hiring of key leaders

and senior administrators. Specifically, their study on succession in universities outlines

challenges faced by universities in succession. For instance, a majority of teaching staff

get into the profession to work as lecturers and university professors teaching various

courses. They have minimal skills and formal training that can support them to meet the

current needs of educational institutions. This is despite the common perception that

university leaders must be knowledgeable and are a crucial component in the effort to

solve the challenges currently bedevilling higher education institutions across the globe.

This has led to a rise in the need to reform and restructure the higher education sector

from multiple fronts.

Appropriate recruitment and selection criteria play a pivotal role in shaping

organizational productivity and development. By ensuring that candidates are chosen

based on their skills, knowledge, and alignment with the organization's values,

companies can build a workforce that is highly engaged, committed, and capable of

meeting job requirements. This leads to improved employee retention, reduced

turnover rates, and a positive organizational culture that fosters innovation and

creativity Gamage (2014).

Gamage also highlighted that employees hired through effective recruitment

processes are more likely to perform well, leading to increased productivity and

enhanced customer satisfaction. Overall, the evidence strongly supports the notion

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 that appropriate recruitment and selection criteria significantly contribute to the

success and growth of organizations.

According to Schultz (2009), holds that managers have the responsibility to look after its

human resource this is because employees are the most important assets of any tertiary

institution. In the past, the human resources management function was not seen as important,

and as a result many institutions did not place any premium on hiring people (Zhou, 2006).

This obviously resulted in human resource managers’ unhappiness with the quality of

candidates, and long recruitment cycle times. Few institutions still hire staff the same way

that they used to hire staff many years ago (Zhou, 2006). This is an indication that many

human resources managers and officers still do not consider recruitment and selection as

important tasks within the human resource department. Perhaps this is the reason why

institutions complain that it is difficult to find a suitable candidate for job openings.

Productivity can be enhanced by a suitable work environment. It can also be a product

of effective recruitment and selection process (Catano et al., 2010). An effective

recruitment and selection process can ensure that an institution hires the right

candidate for a particular job or role. However, research has consistently indicated

that human resource practitioners do not follow their institution’s recruitment and

selection processes in the appropriate manner (Aswathappa, 2007). Hence, institutions

experience high labour turnover, high staff absenteeism, job reworks, high training

expenses, labour unrest and low productivity (Robbins et al., 2009)

This study “the impact of recruitment and selection criteria in organizational

productivity and development evidence with HEE METAL SARL Douala- Cameroon

as a case study”.

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1.1.2. Statement of the problem

Ineffective or inappropriate recruitment and selection criteria can lead to a range of

challenges and negative impacts on organizational productivity and development

(Danson & Omwenga, 2017). This includes hiring individuals who lack the necessary

skills or cultural fit, resulting in decreased employee engagement, higher turnover

rates, and difficulties in achieving business goals. When the researcher was carrying

out her internship in HEE METAL SARL Douala- Cameroon 2022 in the department

of Human Resources Management, the researcher realized that the company was

facing higher turnover rates and this greatly affected the company.

According to data from the office of the Human Resource made available to the

researcher during the period of internship, 100 workers left the company in 2022

between January to December and between January 2023 additional 100 workers

were recruited but by July more about 30 had left the place.

And by the end of 2023 only 60 of the 100 newly recruited were left and it is within

this backdrop that the researcher was motivated to look into the topic “the impact of

recruitment and selection criteria in organizational productivity and development

evidence in HEE METAL SARL Douala- Cameroon as a case study”.

And to see if actually the recruitment and selection criteria in HEE METAL SARL

has an effect on their productivity because Benuka and Banu (2014) holds that

a poorly designed recruitment process may lead to biases and discrimination,

hampering diversity and inclusion efforts within the organization. These issues can

ultimately hinder innovation, lower performance levels, and diminish overall

organizational success.

1.1.3. Research questions

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 Main question :

1) Does recruitment and selection criteria has an effect on organizational

productivity?

The following were the research questions

1. Dose HEE METAL SARL has a well define policy that measures the effectiveness of

their recruitment and selection criteria?

2. What are the best practices and strategies use by HEE METAL SARL for designing

and implementing effective recruitment and selection criteria to maximize

organizational success?

3. Apart of Recruitment and Selection criteria are there other factors that affect

productivity in HEE METAL SARL?

1.1.4. Objectives of the study

General objectives

To determine the impact of appropriate recruitment and selection criteria on

organizational productivity and development evidence.

Specific objectives

1. To assess the current recruitment and selection processes in organizations and

identify areas for improvement.

2. To examine the relationship between effective recruitment criteria and employee

engagement, retention, and performance.

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 3. To analyze the impact of biases and discrimination in recruitment on organizational

diversity and inclusion efforts.

4. To investigate the role of organizational culture in shaping recruitment and selection

criteria and its influence on productivity.

5. To identify best practices and strategies for designing and implementing effective

recruitment and selection criteria.

6. To explore the use of technology and data analytics in improving recruitment

processes and their impact on organizational outcomes.

7. To measure the long-term effects of appropriate recruitment and selection criteria on

organizational growth, innovation, and competitive advantage.

8. To provide recommendations for organizations to enhance their recruitment and

selection practices to achieve greater productivity and development.

1.1.5. Research hypotheses

1. HEE METAL SARL has a well define policy that measures the effectiveness of their

recruitment and selection criteria

2. There are the best practices and strategies use by HEE METAL SARL for designing

and implementing effective recruitment and selection criteria to maximize

organizational success

3. Apart of Recruitment and Selection criteria are there are other factors that affect

productivity in HEE METAL SARL

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1.1.6. Significance / justification of the study

1.1.6.1. To the scholars.

This study will help the scholars on the literature of appropriate recruitment and

selection criteria on organizational productivity which will be part of articles

significant by researchers who want to further this project and to other stakeholders in

the academic environment.

The secondary data to this research will be easily acquired from the library and it will

provide the students with more information and skills on features contributing to a

successful recruitment process.

Thirdly i twill help the researcher to have her Bsc. In Human Resource Managment

and Employment Relation.

1.1.6.2. To the organization

The research project will be of great importance to the organization as it will spot

some of the serious challenges encountered by managers during the recruitment

process

1.1.6.3. To the employees

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 This research study will be of great importance to the employees since it will be used

to increase the moral of staffs in order to know more on the recruitment criteria. When

the recruitment process is successful, there is increasing in productivity and

development.

1.1.7. Organization of the study

This study will be divided in five chapters. Each chapter focus on aspects of research.

Chapter one : This chapter focuses on the introduction, it presents the background of

the study, the statement of the problem, the objective of the study, the research

question, the significance of the study, and the organization of the study.

Chapter two : It looks at the literature review which is later broken down into

conceptual frameworks and empirical literature review of the work related to the

subject of the study.

Chapter three : It chapter deals with the research methodology ; it covers the area of

study and explains the method of data collection and analysis.

Chapter four : In this chapter, data analysis and discussion will be done. Data

collected from the field will be analyzed and discussed, related to the objectives of the

study.

Chapter five : This is the last chapter. It covers the summary, conclusion and

recommandations. This summary is the synopsis of the study. The conclusion

provides a general impression of the study. While recommandations offer alternative

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means or ways of revamping the present situation based on the findings of the

research work.

1.1.8. Defination of Key Terms

1. Recruitment:

Recruitment refers to the process of attracting, sourcing, screening, and selecting

qualified candidates for job openings within an organization. It involves identifying

suitable individuals and encouraging them to apply for available positions, with the

aim of building a pool of talented candidates to meet the organization's workforce

needs.

2. Selection Criteria:

Selection criteria are the specific qualifications, skills, attributes, and experience that

an organization identifies as essential or desirable for a particular job role. These

criteria serve as benchmarks against which job applicants are assessed during the

selection process, helping organizations determine the best fit for a given position.

3. Organizational Productivity:

Organizational productivity relates to the efficiency and effectiveness with which an

organization utilizes its resources, including human capital, to achieve its strategic

objectives and produce desirable outcomes. It encompasses aspects such as output per

employee, operational efficiency, and overall performance levels.

4. Organizational Development:

Organizational development involves strategic initiatives and interventions aimed at

improving an organization's capacity, efficiency, and effectiveness over time. It

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encompasses activities designed to enhance organizational structures, processes,

culture, and capabilities to better adapt to changing environments and achieve long-

term success.

5. Impact:

In the context of the topic, the term "impact" refers to the profound effect or influence

that appropriate recruitment and selection criteria can have on organizational

productivity and development. It denotes the measurable and qualitative changes that

result from aligning recruitment and selection practices with organizational goals and

strategies.

6. Evidence:

Evidence in this context refers to the empirical data, findings, observations, and

outcomes that support or demonstrate the relationship between utilizing appropriate

recruitment and selection criteria and their impact on organizational productivity and

development. It includes tangible results, performance metrics, and qualitative

feedback that validate the effectiveness of recruitment and selection processes.

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 CHAPTER 2

2.1 CONCEPTUAL FRAMEWORK/ ISSUES

2.1.1. Appropriate recruitment and selection criteria.

Appropriate recruitment and selection criteria: When it comes to recruitment and

selection criteria, organizations must carefully consider various factors to ensure they

attract and hire the right candidates for the job. Research by Cascio (2018)

emphasizes the importance of aligning recruitment and selection criteria with the

organization's strategic goals and objectives. By clearly defining the skills,

competencies, and attributes required for success in a particular role, organizations

can effectively screen and select candidates who are the best fit.

Additionally, studies by Collins and Stevens (2002) highlight the significance of using

job analysis to identify the key job requirements and competencies needed for a

specific role. By conducting a thorough job analysis, organizations can develop

targeted recruitment and selection criteria that are tailored to the job's unique

demands.

Moreover, research by Gatewood et al. (2015) underscores the importance of using

valid and reliable selection methods to assess candidates' qualifications and fit for the

job. Validity and reliability in selection criteria ensure that organizations make

informed hiring decisions based on objective and consistent evaluation processes.

2.1.2. Organizational productivity

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When evaluating organizational productivity, various criteria can be considered to

assess the efficiency and effectiveness of an organization's operations. According to

research by Malmi and Brown (2008), organizational productivity criteria can be

categorized into financial, operational, and strategic dimensions.

Financial criteria focus on the financial performance of the organization, including

measures such as profitability, return on investment, and cost efficiency. These

metrics provide insights into the organization's ability to generate revenue and

manage costs effectively.

Operational criteria assess the efficiency of internal processes and resource utilization

within the organization. This includes measures such as production output, cycle

times, and resource utilization rates. Improving operational efficiency can lead to

increased productivity and cost savings.

Strategic criteria consider the alignment of organizational goals and objectives with

overall performance. This includes measures such as market share, customer

satisfaction, and innovation capabilities. Strategic criteria help organizations evaluate

their long-term competitiveness and sustainability.

Additionally, research by Ittner and Larcker (1998) suggests that non-financial

criteria, such as employee satisfaction, customer loyalty, and quality of

products/services, can also play a significant role in determining organizational

productivity. These intangible factors contribute to overall organizational

performance and success.

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By considering a combination of financial, operational, strategic, and non-financial

criteria, organizations can gain a comprehensive understanding of their productivity

levels and identify areas for improvement to enhance overall performance.

2.1.3. Development evidence

When evaluating the quality of evidence in research studies, various criteria are used

to assess the validity and reliability of the findings. One commonly used framework

for evaluating evidence is the GRADE (Grading of Recommendations, Assessment,

Development, and Evaluations) approach. The GRADE framework considers factors

such as study design, risk of bias, consistency of results, directness of evidence,

precision of estimates, and publication bias in assessing the strength of evidence.

For example, in a study by Guyatt et al. (2008), the authors discuss the importance of

considering the risk of bias in individual studies when evaluating evidence. By

assessing factors such as randomization, blinding, and allocation concealment,

researchers can determine the likelihood of bias influencing study results.

Furthermore, the Cochrane Collaboration provides guidelines for assessing the quality

of evidence in systematic reviews and meta-analyses. According to Higgins et al.

(2011), the Cochrane Handbook outlines criteria for evaluating the risk of bias in

included studies, as well as considerations for assessing the overall quality of

evidence across studies.

In summary, the development of evidence criteria involves a comprehensive

evaluation of study design, methodological rigor, and potential sources of bias to

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ensure the validity and reliability of research findings. By following established

frameworks such as GRADE and guidelines from organizations like the Cochrane

Collaboration, researchers can effectively assess the quality of evidence in their

studies.

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