1

Title of the Project:

“INFLUENCE OF RECRUITMENT AND SELECTION PROCESS ON ORGANIZATIONAL
GROWTH: A CASE STUDY OF S.S. HOTEL, JHAJJAR-REWARI ROAD(HARYANA)”

SUBMITTED BY:
Name of the Students: 1.) Aditya Anand, 2.) Harit Kumar
Course Name: B.Sc. in Hospitality & Hotel Administration
Enrollment No: 1.) 1841204004 2.) 1841204028
Institute Name: State Institute of Hotel Management, Jodhpur
Address: 1.) C-695/1, G.T.B. Nagar Kareli, Allahabad, Uttar
Pradesh, 211016
2.) 301. sector 9, RK Puram, New Delhi, 110022
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Title of the Project:

“Influence of Recruitment and Selection Process on Organizational Growth: A case study of
S.S. Hotel, Jhajjar-Rewari Road(Haryana

BACKGROUND AND RATIONALE:

The Genesis of the study is to highlight the key dimensions of recruitment and selection
process and best practices in the hospitality industry.
A motel or motor lodge is a hotel designed for motorists and usually has a parking
area for motor vehicles. Entering dictionaries after World War II, the word motel, coined as a
portmanteau contraction of "motor hotel", originates from the Milestone Mo-Tel of San Luis
Obispo, California (now called the Motel Inn of San Luis Obispo), which was built in 1925.
The term referred initially to a type of hotel consisting of a single building of connected
rooms whose doors faced a parking lot and in some circumstances, a common area or a
series of small cabins with common parking. Motels are often individually owned, though
motel chains do exist.
As large highway systems began to be developed in the 1920s, long-distance road
journeys became more common, and the need for inexpensive, easily accessible overnight
accommodation sites close to the main routes led to the growth of the motel concept. Motels
peaked in popularity in the 1960s with rising car travel, only to decline in response to
competition from the newer chain hotels that became commonplace at highway interchanges
as traffic was bypassed onto newly constructed freeways. Several historic motels are listed
on the US National Register of Historic Places.
Because of their low-rise construction, the number of rooms which would fit on any
given amount of land was low compared to the high-rise urban hotels which had grown
around train stations. This was not an issue in an era where the major highways became the
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main street in every town along the way and inexpensive land at the edge of town could be
developed with motels, car dealerships, fuel stations, lumber yards, amusement parks,
roadside diners, drive-in restaurants, theaters, and countless other small roadside
businesses. The automobile brought mobility and the motel could appear anywhere on the
vast network of two-lane highways.
Motels differ from hotels in their location along highways, as opposed to the urban
cores favored by hotels, and their orientation to the outside (in contrast to hotels, whose
doors typically face an interior hallway). Motels almost by definition include a parking lot,
while older hotels were not usually built with automobile parking in mind.
Because of their low-rise construction, the number of rooms which would fit on any
given amount of land was low compared to the high-rise urban hotels which had grown
around train stations. This was not an issue in an era where the major highways became the
main street in every town along the way and inexpensive land at the edge of town could be
developed with motels, car dealerships, fuel stations, lumber yards, amusement parks,
roadside diners, drive-in restaurants, theaters, and countless other small roadside
businesses. The automobile brought mobility and the motel could appear anywhere on the
vast network of two-lane highways.
Motels are typically constructed in an "I"-, "L"-, or "U"-shaped layout that includes guest
rooms; an attached manager's office; a small reception; and in some cases, a small diner
and a swimming pool. A motel was typically single-story with rooms opening directly onto a
parking lot, making it easy to unload suitcases from a vehicle. A second story, if present,
would face onto a balcony served by multiple stairwells.
The post-war motels, especially in the early 1950s to late 1960s, sought more visual
distinction, often featuring eye-catching colorful neon signs which employed themes from
popular culture, ranging from Western imagery of cowboys and Indians to contemporary
images of spaceships and atomic era iconography. U.S. Route 66 is the most popular
example of the "neon era". Many of these signs remain in use to this day.

“Right person for the right job” is the basic principle in recruitment and selection. S.S.
Hotel, gives attention to the selection of its manpower. The operative manpower is important
and essential for the orderly working of an enterprise. Hotel needs manpower for carrying
different business and operational activities smoothly and efficiently and for this recruitment
and selection of suitable candidates is essential. Human resource management in S.S. Hotel
will not be possible if unsuitable persons are selected and employment in the Hotel and this
directly and indirectly impacts the overall growth of the organisation. If we take the examples
of successful companies operating in the field of hospitality and tourism, they are soundly
backed with good human resources.
Most people see recruitment and selection as being synonymous with employment and
such, there is no clear distinction between recruitment and selection. This is not true. Every
organization begins by recruiting certain number of employees and the next step that comes
is selection whereby some would be eliminated. After selection, those selected would now
be placed on the job. It is this last stage that is known as placement.
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Recruitment as a process starts from the manpower planning stage from where the human
resources requirements of an organization are determined through job analysis, which in
turn provides information that leads to the formation of personnel policies regarding quality.
Recruitment however, end at the stage where applications are received from the job
applicants selection on the other hand, starts from the short-listing stage up to the time the
applicants are offered employment. It is necessary of organizations to appreciate that
recruitment; selection and placement constitute one of the most critical aspects of personnel
function. It is the foundation on which the organization is built. If a proper foundation in times
of recruiting capable employees is built, the organization would not fall in times of tremor but
if the foundation was built with inadequate manpower, it would not even stand minor wind.

The greater problem that affects employment process in most organizations is at the
selection stage where pressure along the lines of religion, family, state of origin, peer groups
and ethnicity comes in. These pressures are brought to bear in the employment process
and they constitute obstacles in the smooth running of an organization because in the
process of satisfying these groups, mediocre could be employed.

One of the most common things many companies do it to keep openings a secret and
reserve such vacant positions for family relations and close friends hereby reducing the pool
of potential applicants that may apply. It is the ardent belief of this research that even when
an organisation advertises a post, the advertisement may just be a mere formality and that
letter of applications might not be screened let alone to be considered because the
enterprise had already programmed persons it wants to employ.

However, recruitment and selection procedure cannot be without some bottlenecks. The
pitfalls associated with them are not likely to be resolved satisfactorily in this study. It is also
the belief of this researcher that the views and recommendations in this work will help
practitioners and co-students in this field to minimize these problems as they carryout
recruitment and exercises in their individual organization or in their consultancy work.

RESEARCH OBJECTIVES:
Research Objectives of the project are as follows:
To study and analyse the process of recruitment and selection at S.S. Hotel, Jhajjar-Rewari
Road(Haryana).
To evaluate and analyse the effectiveness of recruitment and selection policy, procedure
and process of the hotel which influences the growth of the organization.
To suggest appropriate measure for improving recruitment and selection process of the
Hotel.
To get the review of employees regarding the selection process.
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NEED FOR RECRUITMENT AND SELECTION:

It makes possible to choose the right person in the right time at the right place. It also
makes it possible to acquire the number and type of people necessary to ensure the
continued operation of the organisation.
Planned needs:- such needs arise from changes in the organisation policies.
Anticipated needs:-It refers to those movements in personnel which an organisation can
predict by studying trends in internal or external needs.
Unexpected needs :-such need arises due to illness ,death and resignation.

SCOPE OF RESEARCH:
Study focuses on the following aspects.
Concept, scope and application of the recruitment and selection process in the context of
hospitality industry.
The boundaries or area covered in my research project is S.S. Hotel, Jhajjar-Rewari
Road(Haryana).

LIMITATIONS:
As the project is prepared for academic purpose only, it suffers from the limitation of time
and money, due to which analytical study into all the strategies adopted by the organization
was not possible.
The report also suffers from the limitations of exhaustiveness as far as the information is
concerned.
The study was completed within short span of time that was available and due to COVID-19
situation it was quite tough to commute and collect deep insights about the study.
All this study is limited to S.S. Hotel, Jhajjar-Rewari Road(Haryana) only.

SIGNIFICANCE

Determine the causes, impacts and reasons of employee recruitment and selection in the
organisation in reference to its growth. As far their recruitment and selection is genuine or
false is dependent on the findings and conclusion of management which consequently
determine the growth of the organization.

REVIEW OF LITERATURE:
To understand the topic better various literatures such as articles, books, periodicals,
research papers and online resources has been searched to generate the knowledge on
theoretical frame work or theories of recruitment, importance of human resource planning,
stages in the recruitment and selection process, sources of recruitment i.e. external and
internal, employer recommendations, post selection etc. the review of previous studies has
also done to understand the pattern of presenting the project. Especially for generating the
research gap, review has been an important aspect. List of reviewed literature is given as
bibliography and webliography.
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RESEARCH METHODOLOGY
The study will be conducted to achieve the aforesaid objectives including both exploratory
and descriptive in nature and involve personal interviews that will be based on the
questionnaire format. A research methodology, defines the purpose of the research, how it
proceeds, how to measure progress and what constitute success with respect to the
objectives determined for carrying out the research study.
In the light of discussed research objectives, following methodology is proposed:
Research approach: A case study approach was employed for conducting this study
Study site: The case study was conducted at S.S. Hotel, Jhajjar-Rewari Road(Haryana).
Problem definition: Problem addressed in this study focuses on recruitment and selection
process with specific reference to S.S. Hotel, Jhajjar-Rewari Road(Haryana).

RESEARCH DESIGN (EXPLORATORY RESEARCH):

A research design is the specification of methods and procedures for acquiring the
information needed to structure or solve the problem. It is the overall operational pattern or
framework of the project that stimulates what information is to be collected from which
sources and by what procedure .on what basis of major purpose of our investigation the
EXPLORATORY RESEARCH was found to be most suitable. This kind of research has the
primary objective of development of insights into the problem .It studies the main areas
where the problem lies and tries to evaluate some appropriate course of action. A descriptive
research using case study was adopted to achieve the stated objectives of the study.
Data collection: There are two types:
Secondary data:
Literature review available on subject such as reference books
magazines
Internet, website
Organisational report
Case studies
Books
Journals on e-learning industry
Human resource planning MS-22
Human resource planning MS-23
Ashwathappa k.(2006)- Human resource management, Tata Mc Graw Hill
Human resource manual of S.S. Hotel, Jhajjar-Rewari Road(Haryana).

Primary data:
Questionnaire: survey among the official’s employees. Questionnaire was collected through
survey method using structured questionnaires which was administered to the selected
respondents by personal interviews.
Personal interviews with the company representation regarding recruitment and selection.
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SAMPLING PLAN:
Description of universe: Universe selected for this study represents the HR department and
the employees of S.S. Hotel.
Sampling Unit: HR executives and employees.
Sampling procedure: Non probability- convenience sampling method was used for selecting
samples (respondents)
Sample size: 20 respondents of the hotel.

RESEARCH INSTRUMENTATION:
Structured questionnaire was designed for collecting primary data from selected
respondents.
Questionnaire open and close ended.
Qualitative comments from the respondents.

Administration: The questionnaires were administered to the selected respondents by the

researcher through personal interview.
Data presentation: Data was display through the following way:
Table : Simple tabulation (using univariate table)
Graph: Pie, Column
Analytical tool: Percentile method.

CONCLUSION AND FINDINGS

Recruitment is the first step in the process of acquiring and retaining human resources for an
organisation. In today’s rapidly changing business environment, organization has to respond
quickly to requirement for people.
The purpose of recruitment is to carry out effective recruitment of potential candidate to
retain them in the organization with a view to achieve the required organizational goals.
Improper recruitment can prove very costly for the organization and can lead to loss to
company.
S.S. Hotel takes into consideration the time allotted for fulfilling the requirements pertaining
to recruitment & selection to fulfils them in an appropriate manner within the stipulated time.
It realizes the value of human resources and tries the best to effectively utilize the human
resources for productivity & profitability. Hence each and every employee is guided to
follows the process taking this into consideration.

SUGGESTIONS:
Academically and Professionally qualified staff should be selected.
Companies should opt for Company Social Responsibility activities as these activities
motivate the employees.
Decent salary should be given to employees.
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Personal interviews should be organized properly as they are the best way of selecting
employees.
Employees should be awarded for their referrals as they are the best source of recruitment.
Company’s environment should be kept friendly to avoid high turnover.
Newer form of strategies may adopt by considering the changing situations in the operations

BIBLIOGRAPHY AND WEBLIOGRAPHY:

BIBLIOGRAPHY:-
Human resource planning MS-22
Human resource planning MS-23
Ashwathappa k.(2006)- Human resource management, Tata Mc Graw Hill
Human resource manual of S.S. Hotel, Jhajjar-Rewari Road(Haryana).

WEBLIOGRAPHY:-
www.google.com
www.sshotelrewari.com
www.goibibo.in
www.slideshare.com
www.justdail.in
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INTRODUCTION

A case study of s.s. hotel palhawas nh-71 jhajjar road Haryana 123035.this is a motel or
road side hotel with only 6 rooms with dining restaurant 30 indoor and 10 - 15 outdoor sitting

There are well parking space for car and bike.Well space for small parties like birthday party,
engagement party etc.It is a north indian restaurant with provide some fast foods like
Noodle, burgers and etc snakcs.

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).
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Author α σ: Department of Mathematics and Statistics, Ho Polytechnic,

P.O. Box HP 217, HO, Ghana - West Africa.
e-mails: championwolla@yahoo.com, siramedagbui@gmail.com
Author ρ Ѡ: Akatsi College of Education, P.M.B Akatsi. Ghana - West
Africa. e-mails: dbuabasah@yahoo.co.uk, kafui@live.com
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).
a) Project research problem
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 bottom-
line 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
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RESEARCH OBJECTIVES:
Research Objectives of the project are as follows:
To study and analyse the process of recruitment and selection at S.S. Hotel, Jhajjar-Rewari
Road(Haryana).
To evaluate and analyse the effectiveness of recruitment and selection policy, procedure
and process of the hotel which influences the growth of the organization.
To suggest appropriate measure for improving recruitment and selection process of the
Hotel.
To get the review of employees regarding the selection proc
Staff training is chosen to be the topic of this thesis, because understanding
Human Resource Management extensively in business brings unimaginable
benefits and due to the author‟s personal interests in this subject after finishing her
practical training.
Moreover, this is also a great opportunity to get to know Human Resource
Management in a deeper perspective, although Staff Training is just a small part
of Human Resource Management, it is really interesting to take a close look at it.
In this chapter, the background of the thesis and the aim of this thesis study will
be introduced, and then the motivation will be explained, what leads the author to
this study.
Background information
The world is changing rapidly in everyday life. In order to be able to catch up the
paces, making the best use of the personnel‟s abilities became of tremendous
significance in the businesses, therefore Human Resource Management needs to
be carefully considered and implemented. It should be able to deal with the effects
of the changing world of work, which means that people who work in the Human
Resources Department have to be aware of the implications of globalization,
technology changes, workforce diversity, labor shortages, changing skill
requirements, the contingent workforce, decentralized work sites, and employee
involvement etc. Because when either one aspect of above changes in the working
process, it could change the whole business operation, therefore, it is important
for the Human Resource Department to be prepared and to take control. (Christina
Pomoni 2009.)
Staff training is an essential and indispensable part of Human Resource
Management, “the importance and value of staff training has long been
recognized. Consider the popular and often repeated quotation, „Give a person a
fish and you feed him for a day. Teach a person to fish and you feed him for a
lifetime‟.” (Mcclelland 2002, 7) This understandable and far-sighted saying was
from a famous ancient Chinese thinker and philosopher Confucius. This saying
has explained clearly how important it is to train an employee to conquer his/her
work than just give him/her a job of income. By observing today‟s business
climate and the exponential growth in technology with its effect on the economy
and society, the need for training is more pronounced than ever.
Aim of the study
This thesis is going to present to the readers a thought of what is HRM, Staff
Training and the importance of staff training in the hotel industry, and at the same
time, a research is conducted on staff training in the case hotel where the author
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did the practical training, in the research opinions about staff training in the hotel
from employees in different positions will be obtained, front line staff, supervisor,
manager etc. In the conclusion part the author will briefly go through the whole
thesis study, discuss about the research study results and according to the results
got from the research study, comments and suggestions about the employees‟
attitude towards the staff training and how could the Human Resource Department
do to improve the trainings as well as to get better results from the training will be
provided.
Motivation of the study
I had my practical training in a five star hotel that belongs to Marriott Hotel
Group--Renaissance Shanghai Yuyuan Hotel in Shanghai, China. My job as a
waitress in the western restaurant called Yu Café taught me very much and I
learnt quite a lot from the training there. The trainings that I have been attended
are training for the beginners, language training and 15 minutes training.
The special training program of Marriott Hotel Group which will be talked more
about in the later chapter motivated me to get to know staff training more
thoroughly and inspired me about how important it is in the hotel industry. The
theory and practice of staff training in hotels should also be applicable to other
business units within this industry.
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.
b) Case Organization: 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
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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.
II. Orientation
a) Literature Review
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
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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 entailsconsiderable 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
15

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 web-
based tools such as a firm’s public internet site or
its own intranet 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.
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
16

employees. Hence, the HR 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. Further, this source enhances the
effectiveness of recruitment. HR managers offer
various incentives/rewards including cash incentives
to the current employees for referring the best
candidates (Rajarao, 2010).
f. Educational and Training Establishments: Managers
of organizations may visit educational institutions
such as universities and colleges to attract top
students, especially during their final years of study
to apply for vacant positions. This method of
recruitment is also referred to as campus recruiting
and is one of the cheapest methods of recruitment.
It introduces final year students to the institution.
The recruiter normally makes a presentation to final
year students and invites desirable students to visit
public institutions exposing them to different areas
within the organization (Nel et al., 2009:227).
iii. Selection
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
17

or railing.
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
18

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 well-
being. 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?
19

The second objective of the examination is to

protect the company against unwarranted claims under
workers' compensation laws, or against lawsuits for
dangers.
v. Recruitment and Selection Practices and
Performance
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 claimedthat 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.
III. Methods and Analytical Tools
The study employed descriptive, cross-
sectional 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
20

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;
𝜋𝜋(𝑥𝑥𝑖𝑖) = 𝑃𝑃(𝑦𝑦𝑖𝑖 = 1: 𝑥𝑥𝑖𝑖)
= [1 + exp (−𝑋𝑋𝑇𝑇𝛽𝛽)]
−1
𝑤𝑤ℎ𝑒𝑒𝑒𝑒𝑒𝑒, 𝑦𝑦𝑖𝑖 = � 1, 𝑖𝑖𝑖𝑖 𝐻𝐻𝐻𝐻 𝑖𝑖𝑖𝑖 𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠
0, 𝑖𝑖𝑖𝑖 𝐻𝐻𝐻𝐻 𝑖𝑖𝑖𝑖 𝑛𝑛𝑛𝑛𝑛𝑛 𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠𝑠 𝑖𝑖 = 1,2, … , 𝑛𝑛
𝑋𝑋𝑇𝑇𝛽𝛽 = 𝛽𝛽0 + 𝛽𝛽1𝑥𝑥1 + 𝛽𝛽2𝑥𝑥2 + ⋯ + 𝛽𝛽𝑝𝑝−1𝑥𝑥𝑝𝑝−1
𝛽𝛽𝑝𝑝𝑝𝑝1 =
⎣
⎢
⎢
⎢
⎡ 𝛽𝛽0
𝛽𝛽1
.
.
.
𝛽𝛽𝑝𝑝−1⎦
⎥
⎥
⎥
⎤
, 𝑋𝑋𝑝𝑝𝑝𝑝1 =
⎣
⎢
⎢
⎢
⎡1
21

𝑋𝑋1
.
.
.
𝑋𝑋𝑝𝑝−1⎦
⎥
⎥
⎥
⎤
, 𝑋𝑋𝑖𝑖𝑖𝑖𝑖𝑖1 =
⎣
⎢
⎢
⎢
⎡1
𝑋𝑋𝑖𝑖1
.
.
.
𝑋𝑋𝑖𝑖,𝑝𝑝−1⎦
⎥
⎥
⎥
⎤
𝑤𝑤ℎ𝑒𝑒𝑒𝑒𝑒𝑒 𝑥𝑥1, 𝑥𝑥2, … , 𝑥𝑥𝑘𝑘 are independent variables
𝛽𝛽0is the coefficient of the constant terms
𝛽𝛽1, 𝛽𝛽2, … , 𝛽𝛽𝑝𝑝−1 are the coefficient of 𝑝𝑝 independent variables
𝜋𝜋(𝑥𝑥𝑖𝑖)is the probability of an event that depends on 𝑝𝑝 − independent variables
Since 𝜋𝜋(𝑥𝑥𝑖𝑖) = [1 + exp (−𝑋𝑋𝑇𝑇𝛽𝛽)]
−1
=1
1 + exp(−𝑋𝑋𝑇𝑇𝛽𝛽)
⇒ 1 − 𝜋𝜋(𝑥𝑥𝑖𝑖) = 1
1 + exp(−𝑋𝑋𝑋𝑋)
= [1 + exp(−𝑋𝑋𝑇𝑇𝛽𝛽)] − 1
1 + exp (−𝑋𝑋𝑇𝑇𝛽𝛽)
= exp(−𝑋𝑋𝑇𝑇𝛽𝛽)
1 + exp (−𝑋𝑋𝑇𝑇𝛽𝛽)
© 201⇒
𝜋𝜋(𝑥𝑥𝑖𝑖)
1 − 𝜋𝜋(𝑥𝑥𝑖𝑖) = [exp (−𝑋𝑋𝑇𝑇𝛽𝛽)]−1
Thus, ln � 𝜋𝜋(𝑥𝑥𝑖𝑖)
1 − 𝜋𝜋(𝑥𝑥𝑖𝑖)
� = 𝑙𝑙𝑙𝑙𝑙𝑙𝑙𝑙𝑙𝑙[ 𝜋𝜋(𝑥𝑥𝑖𝑖)]
= 𝑋𝑋𝑇𝑇𝛽𝛽
Furthermore, Kutner, Nachtsheim, Neter, and Li (2005) stated that since the dependent
variable is
22

dependent and can take values 1 and 0 with probabilities 𝜋𝜋(𝑥𝑥𝑖𝑖) and 1 − 𝜋𝜋(𝑥𝑥𝑖𝑖)
respectively, Y follows a Bernoulli
distribution with (𝑌𝑌) = 𝜋𝜋(𝑥𝑥𝑖𝑖).
Thus, 𝑌𝑌𝑖𝑖 = 𝜋𝜋(𝑥𝑥𝑖𝑖) + 𝜀𝜀𝑖𝑖
𝐸𝐸(𝑌𝑌𝑖𝑖) = 𝜋𝜋(𝑥𝑥𝑖𝑖)
= [1 + exp (−𝑋𝑋𝑇𝑇𝛽𝛽)]−1
=1
1 + exp(−𝑋𝑋𝑇𝑇𝛽𝛽)
𝑃𝑃(𝑌𝑌𝑖𝑖 = 1) = 𝜋𝜋(𝑥𝑥𝑖𝑖)
𝑃𝑃(𝑌𝑌𝑖𝑖 = 0) = 1 − 𝜋𝜋(𝑥𝑥𝑖𝑖)
The probability density function can be presented as
𝑓𝑓𝑖𝑖(𝑌𝑌𝑖𝑖) = 𝜋𝜋(𝑥𝑥𝑖𝑖)𝑌𝑌𝑖𝑖[1 − 𝜋𝜋(𝑥𝑥𝑖𝑖)]
1−𝑌𝑌𝑖𝑖 , for 𝑌𝑌𝑖𝑖 = 0,1,2, … , 𝑛𝑛
The𝑌𝑌𝑖𝑖’s are assumed to be independent and thus, the joint probability function is given by
𝑔𝑔(𝑌𝑌1, … , 𝑌𝑌𝑛𝑛 ) = 𝑙𝑙(𝛽𝛽) = �𝑓𝑓1(𝑌𝑌𝑖𝑖)
𝑛𝑛
𝑖𝑖=1
= � 𝜋𝜋(𝑥𝑥𝑖𝑖)𝑌𝑌𝑖𝑖
𝑛𝑛
𝑖𝑖=1
[1 − 𝜋𝜋(𝑥𝑥𝑖𝑖)]1−𝑌𝑌𝑖𝑖
Where 𝛽𝛽 is a vector of unknown parameters
IV. Results and Analysis
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.
Table 1: Demographic information of the participants (n=300)
Variables

Frequency

Percentage

Gender
23

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
Figure 1 below shows how satisfied HR’s are
with the services provided by workers who can perform
at a high level and demonstrate commitment. About 50
of the respondents indicated that they are highly
satisfied, 122 were satisfied, 44 were neutral, 56 were
dissatisfied and finally, 28 of them were highly
dissatisfied.
Figure 4.1: Respondents Satisfaction with HR and Services
Definition of Variables
X1= Initial or preliminary interview
X2= Application Blank
X3= References
X4= Psychological Tests
X5= Interviewing
X6= Approval by the Supervisor
X7= Physical Examination
Table 4.4: Logistic Regression Estimates of Factors that Predict HR’s Satisfaction
B S.E. Wald df Sig. Exp(B)
95% C.I.for 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
THEORETICAL FRAMEWORK
This study rests on Human Capital Theory, Resource Based View Theory and Equity
Theory.
Human Capital theory as proposed Adam Smith (1723-1790) in Teixeira (2002) has the
central
idea that people are fixed capitals just like machine because they have skills and useful
abilities
that has genuine cost and yields profits. The premise in the human capital theory, according
to
24

Armstrong (2006) is that 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. Resource Based View (RBV) of Barney (1991) 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) and when this
is not
the case, firms should make-up for the shortfall by employing appropriate recruitment and
selection criteria. The theory maintained that the major part of any firm’s strength or
weakness
stem from the calibre of the people employed and the quality of their working relationships.
To
this end, Boxall (1998) revealed that firms which recruit and retain exceptional individuals
have
the capability of generating human capital advantage. According to Sparrow et al., (2002),
technology and capital can be acquired by most firms any time, for a price, but it is not easy
to
acquire a ready pool of highly qualified and motivated employees. Thus, in order to be
differentiated, the companies need to be very careful with the recruitment and selection
process.Equity Theory as proposed by Adams (1963), underlines the principle of fairness.
According to
the principles of the Equity Theory, the best recruitment and selection criteria in the
organization
is that which portrays the firm as Equal Opportunity Employer
Finding competent workers is an important organizational challenge (McEvoy, 1984;
Deshpande
& Golhar, 1994; Atkinson & Storey, 1994), with the difficulty centering on recruiting and
selecting employees with the correct qualifications to help achieve goals (Priyanath, 2006).
As
further argued in Priyanath (2006) this problem is compounded by the lack of systematic
method
for recruiting and selecting employees. A systematic recruitment process according to
Gamage
(2014) involves indentifying vacancies, job analysis, job description, person specification and
advertising. As against informal process for recruiting and selecting employees, a systematic
selection process involves the recruiting process, gathering information about qualified
applicants, evaluating the qualification of each applicant and making decisions about
employment (Gamage, 2014).
LITERATURE REVIEW
Recruitment and selection are vital functions of human resource management for any type of
25

business organization. These are terms that refer to the process of attracting and choosing
candidates for employment. The quality of the human resource the firm has heavily depends
on
the effectiveness of these two functions (Gamage, 2014). Recruiting and selecting the wrong
candidates who are not capable come with a huge negative cost which businesses cannot
afford.
Thus, the overall aim of recruitment and selection within the organization is to obtain the
number
and quality of employees that are required to satisfy the strategic objectives of the
organization,
at minimal cost (Ofori & Aryeetey, 2011).
As explained by Opatha (2010) recruitment 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 pool of qualified applicants for organizational job
vacancies. For Ofori and Aryeetey (2011) recruitment is the process of generating a pool of
competent individuals to apply for employment within an organization. Evidence has shown
that
larger corporations are more likely than smaller organizations in implementing sophisticated
recruitment processes (Bacon & Hoque, 2005) with majority of smaller organizations relying
on
referrals and advertising as their recruitment practices of choice (Barber, Wesson, Roberso
&
Taylor, 1999).
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 .On the
other hand, selection is the process of making the choice of the most suitable applicant
from the pool of applicants recruited to fill the relevant job vacancy (Opatha, 2010). Selection
is
the process by which specific instruments are engaged to choose from the pool of
individuals
most suitable for the job available (Ofori & Aryeetey, 2011). Selection involves the use of
one or
more methods to assess applicant’s suitability in order to make the correct selection decision
and
can be alternatively seen as a process of rejection as it rejects a number of applicants and
select
only a few applicants to fill the vacancy. Thus, selection function may be a negative function
rather than a positive function (Gamage, 2014).
26

According to Gamage (2014) the objectives of selection function are to get the right person
to the
right job, establish and maintain a good image as a good employer, and maintain the
selection
process as cost effective as possible. Selection is an extremely important aspect to consider
for
businesses due to a number of reasons. Often the performance of businesses relates
directly to
the people working within it, meaning the right people need to be hired to ensure
organizational
success (Henry & Temtime, 2009). It is also an expensive process to hire someone new into
the
organization. So it is not something organizations want to put time and money into just to
find
they have hired somebody who is not suitable. It is vital that organizations get the process
right
the first time round, because resources are scarce enough as it is. Selecting the right
applicant can
be a difficult task, but at the end of the day, the organization’s reputation is held by the
people it
employs (Henry & Temtime, 2009).
Recruitment, Selection Criteria and Organizational Performance
Recruitment and selection form a major part of an organization’s overall resourcing
strategies,
which identifies and secures people needed for an organization to survive and succeed in
the
short to medium-term (Elwood & James, 1996). In fact, the basic purpose of recruitment is to
create a pool of suitably qualified candidates to enable the selection of the best candidates
for the
organization, by attracting more and more employees to apply in the organization whereas
the
basic purpose of selection process is to choose the right candidate to fill the various
positions in
the organization (Gamage, 2014).
Available evidence indicates that there is a positive and significant relationship between
recruitment and selection and the performance of an enterprise (Gamage, 2014). Sang
(2005) for
example discovered a positive association between recruitment and selection and business
performance. Such were also of positive results between recruitment and selection and
performance as seen in Ichniowski and Shaw (1999), Katou and Budhwar (2006) and Wright
et
al. (2005). Other studies such as Syed and Jama (2012) have equally shown that
implementing an
effective recruitment and selection process is positively related to organizational
performance.
With specific reference to recruitment and selection criteria and organizational performance,
Montana and Charnov (2000) maintained that recruitment and selection include sourcing
candidates by advertising or other methods, screening potential candidates using tests and
27

interviews, selecting candidates based on the results of the tests or interviews, and on-
boarding to
ensure that the candidates are able to fulfill their new roles effectively. According to Huselid
(1995) it is recruitment procedures that provide a large pool of qualified applicants, paired
with a
reliable and valid selection regime that will have a substantial influence over the quality and
type
of skills new employees possess. The implication of this line of thought is that an
organization’s
human resource policies and practices represent important forces for shaping employee
behaviour and attitudes.
For Gamage (2014) the selection practices will determine who is hired. If properly designed,
it
will identify competent candidates and accurately match them to the job. The use of the
proper
selection device will increase the probability that the right person is chosen to fill a slot.
When
the best people are selected for the job, productivity increases. Little wonder that literature
such
as Terpstra and Rozell (1993) reported of a positive association between the extensiveness
of
recruiting, selection test validation and the use of formal selection procedures and firm
profits.
Similarly, Rauf (2007) discovered that sophisticated recruitment and selection procedures
are
positively related to performance in organizations.
Writing on some of the challenges facing recruitment and selection criteria in organizations,
István (2010) observed that there are a plenty of techniques used in recruitment and hiring
today
among which are some methods not accepted by experts universally, or not recommended
for the
hiring process. As argued by István (2010), selection methods can be evaluated in several
ways.
One possible approach is to compare hiring techniques on the basis of their validity,
impartiality,
scope of usage, and cost.
In all, Sinha and Thaly (2013) noted that there is a variety of recruitment approaches (e.g.
employee referral, campus recruitment, advertising, recruitment agencies/consultants, job
sites/portals, company websites, social media etc.); and most organizations will use a
combination of two or more of these as part of a recruitment process or to deliver their
overall
recruitment strategy. However, which recruiting channels should be used depends on the job
position, on the company’s employer brand, on the resources the company has on its
recruiting
team, on how much recruiting budget the company has, etc. One can use them all and find
out
which suits the best. Every recruiting channel offers different benefits and limitations and
works
28

better for certain situations and companies. The key is collecting real-time recruitment
metrics on
these recruiting channels to figure out what works best for the company in different
situations.
The recruiting experience of each company is different and the best way to figure out what
works
best is to analyze metrics based on the past recruiting efforts, not the efforts of everybody
else.
Once the company has its recruiting metrics solution in place, it is time to start using the
recruiting channels that the company thinks will work for it (Sinha & Thaly, 2013).
Recruitment and Selection Quality and Organizational Performance
The effectiveness of different recruitment and selection criteria of employees has been the
topic
of research for over 60 years (Sinha & Thaly, 2013). The effectiveness has primarily been
assessed by examining the rates of turnover, job survival and job performance along with
organizational issues such as referrals by current personnel, in-house job postings, and the
re-
hiring of former employees (Zottoli & Wanous, 2000).
The study by Sen and Saxena (1997) has emphasized the importance of a quality process
during
the time of recruitment and hiring given that the right type of labor is hard to come by. In fact,
while lending credence to the importance of hiring quality candidates who are hard to find
Tendon (2006) warned that talent deficiency is unrelated to huge population. While reporting
that recruitment is the only component for attracting and retaining knowledge workers, Unwin
(2005) gave significance to the process involved during the time of recruiting and hiring good
candidate.
Although the study conducted by Subbarao (2006) explained the recruitment sources used
by
individual job seekers at various levels, the study further highlighted the importance of
different
types of approaches used at the time of recruitment which in turn makes any organization
well-
established or less established. According to Sarkar and Kumar (2007) organizational
performance is hinged on the approach which the organization adopts in the recruitment and
selection of employees. To this end, Sarkar and Kumar (2007) spoke of a holistic model of
recruitment i.e. emphasizing the importance of the whole process of recruitment and the
interdependence of its parts (Sinha & Thaly, 2013).
Vyas (2011) asserted that the current trend is that organizations are looking for methods of
reducing the time and effort in the recruitment and selection process. However, Munyon,
Summers, Ferris and Gerald (2011) admonished that methods of team staffing should
translate to
competitive advantages to a firms. In similar vein, DeVaro (2008) demonstrated that
recruitment
strategies can lead to positive organizational outcomes. For Sinha and Thaly (2013)
adopting
qualitative system in recruitment and selection has helped organizations to grow as they
have
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been able to get the right people for their vacancies. In addition, the appropriate channels
have
helped the organizations to get the different and varied sources to which they can turn to for
effective hiring (Sinha & Thaly, 2013).
Recruitment and selection in any organization is a serious business as the success of any
organization or efficiency in service delivery depends on the quality of its workforce who was
recruited into the organization through recruitment and selection exercises (Ezeali and
Esiagu,
2010). Since recruitment and selection involve getting the best applicant for a job (Obikeze &
Obi, 2004), it has been emphasized that recruitment procedures that provide a large pool of
qualified applicants, paired with a reliable and valid selection regime, will have a substantial
influence over the quality and type of skills new employees possess (Okoh, 2005). For
Mullins
(1999) the important thing is for some suitable plan to be used, complying with all legal
requirements relating to employment and equal opportunities, to follow recommended codes
of
practice and to ensure justice and fair treatment for all applicants.
Bohlander, Snell & Sherman (2001) reported that 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.
As Robbins (2005) observed, organization’s human resource policies and practices
represent
important forces for shaping employee behaviour and attitudes. According to Okoh (2005),
not
just that organizational selection practices determine who is hired, the use of the proper
selection