Conclusion

It can be concluded that recruitment and selection has the capability to take an essential
share of the process of managing and leading people as a routine part of organizational life. The
recruiting agency has the capability to attract many qualified job candidates to apply for the
position in the organization as it clearly indicates job qualification standards that can fit
applicant’s personal preferences. However, the quality of new recruits depends upon an
organization's recruitment practice, and that the relative effectiveness of the selection phase is
inherently dependent upon the competence of candidates attracted. One consequence of effective
recruitment and selection is reduced labor turnover and good employee morale while recruiting
ineffectively will be costly, since lowly recruits may achieve poorly and/or leave their
employment, thus demanding further recruitment. Consequently, the iceberg theory of staff
selection is one effective method which focuses on the competencies of employees. Moreover,
the iceberg model contains six competencies in two groups: first, skill and knowledge which are
located on the portion of the iceberg that sits above the water level, which is easily seen and
accounts for 20 percent of a person's competencies that are relatively easy to determine; and the
second group includes social role, self-image, traits and motives which are positioned below
water level which account for 80 percent of a person's competencies that are more difficult to
define. For instance, a salesperson promoted to be a sales manager not only requires ambition,
but he also needs the ability to motivate employees. As an organization leader or business owner,
one can evaluate his/her staff through observations and interviews to determine their
competencies and place them accordingly within your organization (Measom, 2011).

Organizations are recognizing the significant opportunity to improve the return on their
human resources investment by aligning reward plans with strategy and enhancing the value
delivered to employees as the reward system of an organization or company boosts employee’s
morale and dedication for the purpose of fulfillment of its goals. This process is crucial to
success, and the ability of the organization to attract and retain top performers and critical-skill
employees, in an increasingly competitive environment. This is supported by the findings of a
study on the Impact of Rewards and Recognition on Employee Motivation by Baskar and
Rajkumar (2013) indicated that there is a direct and positive relationship between rewards and
recognition and job satisfaction and motivation. Hence, if rewards and recognition offered to
employees were to be improved, then there would be a corresponding change in work motivation
and satisfaction. The direct translation of this could be that the better the rewards and
recognition, the higher the levels of motivation and satisfaction, and possibly therefore, the
greater the levels of performance and productivity. Futhermore, results of this study revealed that
employees with no awards tended to be less motivated and may want to quit the organization.
This places the organization under pressure to retain these employees. The organization or
business unit could benefit from implementing a retention strategy, which in itself has a strong
focus on recognition.

Management should keep in mind that there should be a balance between the amounts of
effort required and the size or significance of the reward. It may affect motivation negatively if
employees are of the opinion that the relative value of the reward does not warrant the amount of
input they are required to give. Reward and recognition programmes must provide equal
treatment for equal accomplishments. Vroom’s Expectancy Theory of Motivation postulates that
people think rationally about their actions and they act in ways that gratify their needs and help
them attain their goals. In principle, expectancy theory points to the fact that people are driven by
the assurance of rewards that is linked to a specific goal. In organizations, this means that
individuals will agree to perform at a level that results in the greatest benefit. They will
accordingly work hard if they presume this effort to lead to desired rewards such as salary
increase, promotion or recognition (Lawler, 2003 as cited in Roberts, 2005).

Baskar, P & Rajkumar. K (2013). A Study on the Impact of Rewards and Recognition on
Employee Motivation. International Journal of Science and Research (IJSR) ISSN
(Online): 2319-7064. Retrieved June 21, 2010 from www.researchgate.net/publication/
329519715_A_Study_on_the_Impact_of_Rewards_and_Recognition_on_Employee_Moti
vation

Measom, C. (2011). The Iceberg Theory of Staff Selection. University of Texas. Retrieved June
21, 2010 from https://smallbusiness.chron.com/iceberg-theory-staff-selection-39122.html

Roberts, R (2005). The Relationship between Rewards, Recognition and Motivation at an

Insurance Company in the Western Cape. Department of Industrial Psychology. University
of The Western Cape. Retrieved June 21, 2010 from
https://core.ac.uk/download/pdf/58912541.pdf