Article Citation: Fodio Garba & Hadiza Mali Bukar (2019). The Impact of Recruitment and Selection Processes on Organizational Outcome at Usmanu Danfodiyo University, Sokoto. DEGEL: The Journal of the Faculty of Arts and Islamic Studies, Vol. 17, No. 1. ISSN 0794-9316
THE IMPACT OF RECRUITMENT AND
SELECTION PROCESSES ON ORGANIZATIONAL OUTCOME AT USMANU DANFODIYO UNIVERSITY,
SOKOTO
By
Fodio Garba
Departmengt of public Adminstration,
Usmanu Danfodiyo University, Sokoto
&
Hadiza Mali
Bukar
Department of
Public Administration
Yobe State
University, Damaturu
hadizamali@gmail.com
Abstract
Adopting better
recruitment and selection strategies result in improved organizational outcomes
and enhanced service delivery. With respect to this context, the paper was put
forward to examine the impact of recruitment and selection of employees and to
determine how recruitment and selection processes affect organizational outcome
at UDUS. The methodology applied was the survey method. The data was collected
through a well-structured questionnaire. Data analysis was done with the help
of SPSS software version 21. The study found out that UDUS considered external
sources as the most important medium of recruiting new employees, and takes
into consideration the cost-benefit ratio in its recruitment policy. The paper
recommends that an improved recruitment and selection process may enhance
service delivery.
Introduction
In every organization the
use of appropriate techniques in facilitating a shift in the behavior of the
employee is not only a managerial but organizational responsibility. Thus, to
ensure the attainment of organizational goals, employees potentials must
optimally be utilized. As argued by Armstrong & Tailor, (2014), Human
Resource Management is a strategic approach of acquiring, developing, managing,
motivating and gaining the commitment of the organizations key resource (the
people) who serve the organization, work in and for it. As such, the focal
point of Human Resource Management is the attractions, recruitment and
selection, training and development, job analysis and description, promotion,
motivation, retentions, safety and health, human resource planning as well as
performance appraisal and employee compensation, while overseeing
organizational leadership, culture and ensuring compliance with employment and
labor laws. The success of any organization therefore, depends largely upon how
effective its human resource is managed. This implies that the quality of
services an organization renders to its clients is to a large extent determined
by the quality of its human resource.
This paper argues that
improved service delivery is dependent upon effective human resource management
in every organization. Hence, quality service delivery requires management of
all and sundry that expects real value for their money on the services they
expect to get (Ejumudo, 2010).. As the most strategic of the organizational
resource, human resources influence largely the effectiveness and efficiency of
organizations to a great extent. In the public sector, despite the expectations
of the public and the strategic role of the sector its poor performance has
been a topical issue (Ejumudo, 2010). Thus, the performance of public sector
organizations has been an issue of great scholarly concern to organizational
theorists and management scientists as they are today under attack for lack of
performance (Fajana, 2009, Eunice, 2016). Indeed, public sector
organizations/institutions constitute the platforms for running government
businesses, thus Nigerians have regrettably been short-changed by the quality of
public service delivery. Generally, this is because public organizations in
Nigeria have been ineffective and inefficient on account of poor handling of
human resource practices, such as recruitment and selection, staff promotion,
training and development, disciplines, reward system, to mention but a few
(Kelly, 2014). Therefore, in a bid to transform public organizations to
effectively and efficiently perform their responsibilities of providing
services to the people, appropriate techniques of handling HRM practice must be
developed and employed to enhance the quality of the personnel for effective
and efficient service delivery.
It is against the above
background that this paper intends to investigate the impact of recruitment and
selection as a human resource management practice on service delivery, with
particular reference to Usmanu DanFodiyo University, Sokoto. To do this, the
paper is divided into five parts, with first containing the introduction, part
two review both theoretical and empirical literature on recruitment and
selection. Part three covers methodology, while part four present and analyzed
data collected. Part five concludes.
Concept of Recruitment
Recruitment is
the process of attracting prospective employees and stimulating them to apply
for jobs in an organization (Pallavi, 2013). This suggests that applicants with
experience and qualifications most closely related to the job specification may
eventually be selected. According to Armstrong (2012) the aim of recruitment is
to obtain at a minimum cost, the number of suitable and qualified candidates to
satisfy the needs of an organization. The organization attracts candidates by
means of identifying, evaluating and using the most appropriate sources of recruitment.
Costello (2006), argues that recruitment is a set of activities and processes
used to legally obtain an adequate number of specified applicant at the right
place and time to enable the applicant and the organization to select each
other for their own optimum interest. Furthermore, the Chartered Institute of
Personnel Management of Nigeria (2014), gave a working definition of
recruitment as the process of identifying and attracting individual applicants
with the requisite skills and profile to apply to fill existing vacant
positions in the organization by making them aware that such vacancies exist.
Judging from
the various definitions of recruitment as given by professionals and scholars,
it is apparent that recruitment borders with the plan advertisement of existing
vacant position in an organization in order to attract suitable and qualified
applicant to apply for the vacant position or offices for employment in the
said organization.
Boxall, et al.
(2007), highlighted three different questions an organization has to answer to
have an effective recruitment strategy in order to pursue its survival and goal
attainment. Those questions are “whom to recruit”, “where to recruit” and “what
message to communicate”. The notion of effectiveness in this study relates to
the manner by which organizations implement their employment policies. The
essence is to analyze whether such policies are applied correctly in the way
and manner they have been designed.
Sources of Recruitment
Full cycle
recruiting is a term used by human resources specialists who manage the
recruitment process from start to finish as shown below. Full-cycle recruiting
begins with sourcing candidates, which means looking for prospective applicants
whose qualifications might be suitable for the job opening you have
(https//smallbusiness.chron.com/meaningrecrutment-selection-2520.html). Below
clearly shows sources of recruitment as thus;
Internal Source External Source
1 Promotion 1 Advertisement
2 Transfer 2 Employee Referrals
3 Job Posting 3 Employment Agencies
4. Job Binging 4 Education and
Training Establishment
(Armstrong, 2012)
Concept of
Selection
Mondy (2010), viewed selection as a process of
choosing from a group of applicants those individuals best fit for a particular
position in an organization. Thus, the recruitment process is aligned to
encourage individuals to seek employment with the organization, the selection
process is to identify and employ the best-qualified and suitable individuals
for specific positions. Traditionally, it was assumed that organizations could
choose amongst applicants and that they would accept all job offers. However,
attracting a large number of applicants was not the problem, but recruiting the
right applicants (Branine, 2008). With the oversupply of unskilled applicants
(Nzukuma & Bussin, 2011), assumed that employers would be very careful
before selecting any applicants. Employer decisions about the selection of
employees are central to the operation of organizations and to a series of
outcomes that matter to individual, organization and society.
Mathis & Jackson, (2006), 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 description,
job specification and job profiling and commences after the recruitment process
has been completed. Grover, (2011), found out that the objective of the
selection process is to match the applicant’s ability, knowledge, skills and
experience with job requirements, such that organizational goal can be achieved.
This means that selection panels, in their quest to select applicants with
potential most take into consideration the organizational demand. Perhaps the
most basic question in this area is why employers engage in selection efforts
at all.
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. Managers who are involved in
hiring employees need to understand the skills and abilities that are required
on a particular job and determine which candidates have those capabilities.
Interviews, reference checks, and tests, can all help identify differences
among candidates. Organizations can make their selection decisions with a
fuller awareness of the applicant abilities, strengths and weaknesses (Larry,
& Sherry 2007). As such, organizations are expected to follow the following
procedure in their selection process;
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. Nel et al. (2009) argued
that selection panels have to be careful not to discriminate against applicants
with potential. Their decisions should be guided by short-listing criteria that
are developed against the job requirements stipulated in the advertisements.
Besides, they need to ensure that enough time is set aside for short-listing.
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 result 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 test is a
potential of greatest value in job such as selling where personality is
important, and where it is not too difficult to obtain quantifiable criteria
for validation purposes. It is essential to evaluate all tests by comparing the
results at the interview stage with later achievements (Philipo, 2008). Thus,
these evaluations should be carried out over a reasonable period and cover as
large a number of candidates as possible.
Reference and Background Check
Usually advertisement requires 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 applicants and are usually done telephonically.
Although most referees are reluctant to respond to certain questions (Mathis
& Jackson 2006), referees checks can be used to gather as much information
that will be used in deciding whether to appoint or decline to appoint the
applicants.
References provide the organization with other
people's perceptions of the candidate's professional ability. The organization
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 order to check the
authenticity of what the candidate provided on the application form (Snell
& Bohlander. 2010). References are one of the most popular and 'traditional'
tools in the selection process. However, the validity and reliability of
references have been questioned, particularly with respect to their
unstructured nature and unjustified report on candidates seeking for jobs (Rao,
2012).
Interview
Interviews are frequently used by many organizations
for selection purposes. In support of this. Armstrong (2012) indicates that
interviews are by far the most widely used personnel selection procedure. With
the use of interviews, managers of organizations get an opportunity to meet the
applicants directly. The interview also provides the applicants with an
opportunity to learn more about the public institution. 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 normally pose questions to which the interviewee is expected to
respond. Responses to the questions are often captured by means of scores as
determined by the interviewers. The applicant that obtains the highest score is
recommended for an appointment (Armstrong, 2010). Thus, to avoid interview
ambiguity Gomez-Majia et al., (2004) argued that efforts must be made to ensure
that all the interviewees are asked the same questions.
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 of the employment tests that applicants often undergo is a medical
examination. Medical examination is conducted only where the applicants are
required to use physical strength to successfully perform their duties (Mathis
& Jackson. 2006).
Job Offer
The next step in the selection process is job offer to
those applicants who have crossed all the previous hurdles, it is the last step
in the selection process.
Methodology
The purpose of this section is to describe the
methodology used in conducting this research, as the success of any research
work depends upon the accuracy and effectiveness of its research methodology.
Research Design
The research design used in this research is survey
research. In survey research, studies are concerned with describing the
characteristics of a particular individual, or of a group, or subjects without
otherwise intervening (Kothari & Gaurav, 2016). This design enabled the
collection of data across the different sections of the population while
allowing for an in-depth descriptive analysis of the variables (Kothari, 2014).
In addition, in a survey research data are gathered rather than variables being
controlled, which is also used in determining the distribution and
interrelationship among the variables, such as opinion and attitudes of
respondents (Maiyaki, 2012).
Sampling Technique
The method that was used in drawing out sampled
respondents for the study is stratified sampling technique. In stratified
sampling, the sampling frame is divided into homogeneous and non-overlapping
sub groups called (Strata) and a simple random sample is drawn within each sub
groups (BhattacherJee 2012). Here the study population was divided into the
existing strata academic staff, senior non-academic staff and junior staff
category, from which the sample was drawn. In selecting the sample, the study
used the existing faculties and major units/divisions of the University to
which the staff are deployed with a view to ensure adequate representation of
the staff of the university deployed to the various faculties and
units/divisions of the University.
Sample Size and Targeted Population
Considering the population of the study put up to 2907
staff, it indicates that the number may be too large for the study to capture
all the elements in the population. Therefore, the need to take a specific
sample that will represent the entire population becomes imperative. In this
regard, scholars have provided several techniques of getting the required
sample size that will accurately represent the whole population. This study
considered Krejcie & Morgan (1970) as the most appropriate method of arriving
at the sample size. Krejcie & Morgan has an advantage over other methods of
arriving at sample size because it takes into consideration, problems
associated with type I and type II error in sample selection.
Table 1.1 indicates that when the total population is
3000 a sample of 341 will be the required sample size as recommended by Krejcie
& Morgan. As the total population of Usmanu Danfodiyo University, Sokoto
staff was 2907 which is close to 3000, a sample of 341 is taken as the sample
size of the study.
After getting the required number of the sample size, the research divides the sample size into three stratifications based on the categorization of staff (academic, senior non-academic and junior staff) in order to ensure that all the category of the staff were duly represented. Besides, proportionate stratified sampling method was used in arriving at the required elements that represent each stratum. Thus, Table 1.1 below shows the population and sample size selected from the entire population.
Table 1.1 Population
and Sample Size Selected
|
Sample |
Stratum% |
|||
|
112 |
33 |
|||
|
TOTAL |
|
2907 |
341 |
100 |
Source: Field work, 2019
Table 1.1 above indicates that the population stratum
of each stratification was divided by the total number of the entire population
and multiplied by the sample size. For instance, our first stratum which is the
academic staff numbering 1142, this number was divided by the entire population
of the study which is 2907 and then multiplied by the sample size which is 341.
This gives 134, i.e. (1142/2907X341=134). Therefore, 134 is the required number
of elements that will represent the academic staff. This approach was used to
get the required number of elements that represent both the senior non-academic
and junior staff of the University.
Analysis
Data analysis is a vital aspect of any research, as it
basically involves the analysis of all the information that was collected. The
information collected needs to be analyzed so that we can interpret the
information and provides the justification for the work we have done during our
research.
Data analysis was done with the help of SPSS software.
After the respondents had filled in the questionnaire, the data was entered
into the software and the analysis was made thereafter. The data is presented
in the form of tables and the interpretation of each table is provided. The
results of the objective of the study hypothesized as -“There is a significant
relationship between recruitment and selection of employees and service
delivery” was analyzed using simple regression, Pearson correlation and
Chi square. Results of model summary presented in Table 1.2 indicate that the
value of F statistics is significant at 1%. This implies that the model is fit
to capture the effect of recruitment and selection on service delivery.
However, the value of R2 indicates that recruitment and selection
explains only 7% variation in service delivery. The low value of R2
is not surprising since there are other observable and non-observable factors
that may influence service delivery not captured by the model. This may be one
of the limitations of this study that ought to be captured by future studies.
|
Table 1.2: Model
Summary |
|
|
||||
|
Model |
R |
R Square |
Adjusted R Square |
Std. Error of the Estimate |
F |
Sig. (P value) |
|
1 |
.271a |
.073 |
.070 |
.27872 |
24.255 |
0.000 |
Source: SPSS
Version 21 Statistic Output
Table 1.3: Regression Results of the
Effect of Recruitment and Selection on Service Delivery
Dependent Variable: service delivery
|
Variable |
Coefficient |
P-value |
T-Statistics |
Standard Error |
|
Recruitment & Selection (RECS) |
0.271 |
0.001 |
4.925 |
.044 |
Source: SPSS Version 21 Statistic Output
|
Table 1.4: Correlations of Recruitment
and Selection to Service Delivery |
|
||||||
|
|
SERVICEDELIVERY |
RECRUITMENT |
|
||||
|
Service Delivery |
Pearson Correlation |
1 |
.271** |
|
|||
|
Sig.
(2-tailed) |
|
.000 |
|
||||
|
N |
308 |
308 |
|
||||
|
Recruitment & Selection |
Pearson Correlation |
.271** |
1 |
|
|||
|
Sig. (2-tailed) |
.000 |
|
|
||||
|
N |
308 |
308 |
|
||||
|
Source: SPSS Version 21 Statistic Output.
Correlation is significant at the 0.01 level (2-tailed). |
|
||||||
|
Table 1.5: Chi-Square Test for Association of Recruitment &
Selection to Service Delivery. |
|||||||
|
|
Value |
Df |
Asymp. Sig.
(2-sided) |
||||
|
Pearson Chi-Square |
159.629a |
150 |
0.280 |
||||
|
Likelihood Ratio |
156.406 |
150 |
0.343 |
||||
|
Linear-by-Linear Association |
22.547 |
1 |
0.000 |
||||
|
N of Valid Cases |
308 |
|
|
||||
|
Source: .SPSS Version 21 Statistics Output |
|||||||
The results of
simple linear regression, Pearson correlation and Chi square presented in Table
1.3, 1.4 and 1.5 respectively show that recruitment and selection of employees
has a positive and significant relationship with service delivery. A linear
regression and Pearson correlation result have an estimated coefficient of 0.27
with a significant value of probability less than 0.00. Moreover, the Chi-square
analysis on the association between recruitment and service delivery using
Pearson, Likelihood Ratio and Linear-by-Linear methods revealed that
recruitment and service delivery are less associative since sig. values (p
values) are all higher than 0.05.
The findings of this study confirm that there is a
significant relationship between the two variables. Thus there is the need for
the University to improve on the methods of recruitment and selection of
employees. The outcome of this study is also in line with the a priori
expectation as well as the existing literature. It corroborated the finding of
Neeraj (2012) who revealed that for any organization to achieve its objectives
it must to take into consideration recruitment and selection procedure by
considering the cost- benefit ratio. It also reaffirms the finding of Dennis
& Winifred (2010) that interferences in the recruitment and selection of
employees with out allowing due process to be followed could lead to negative
attitudes in an organization, leading to non-attainment of organizational goal.
Conclusion
From the analysis and the feedback generated through
the questionnaire administered to the sample respondents, the paper concludes
that the organization is following an effective recruitment and selection
process to a maximum extent.
The study found out that, out of the various methods
of sourcing candidates, the best one is through employee referrals, because
through it the various experiences where the role of an HR and the relevant
traits he finds in the candidates were displayed. As recruitment is an ongoing
process in the organization, the paper therefore, concludes that new innovative
methods have to be thought of and applied to meet the future demand of the
organization. As such, the paper recommends that emphasis towards training and
enhancing skills of recruiters needs to be given more importance and it should
also be consistent. Even though an HR manager has many challenges to face in
order to ensure that the human resource department contributes to the
bottom-line and emerges as a strategic partner in the business. It is ‘’Talent
acquisition’’, that is the key determining factor in how well an HR department
contributes towards the achievement of the overall objective if the
organization and therefore is a disheartening task for any HR manager.
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