RESEARCH PROPOSAL ON

ASSESSMENT OF RECRUITMENT AND SELECTION ON STAFF PERSONEL

(IN CASE OF LION INTERNATIONAL BANK)

A RESEARCH PROPOSAL SUBMITTED TO THE DEPARTMENT OF

MANAGEMENT IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE
AWARD OF DEGREE OF BACHELOR OF ART IN MANAGEMENT

PREPARED BY- DEMISSIE ABATE

- CBE/UR/0399/04

ADVISOR- ADONAY HABTU

DEPARTMENT OF MANAGEMENT

COLLEGE OF BUSINESS AND ECONOMICS

MEKELLEUNIVERSITY

JANUARY 2014

MEKELE
 TABLE OF CONTENT

CONTENT PAGE

Chapter One

1. Introduction………………………………………………………………………………1

1.1. Back ground of the study……………………………………….......................................1

1.2 Background of the organization…………………………………………………..………...2

1.3. Statement of the problem…………………………………………………………………..2

1.4 Research question…………………………………………………………………………..3

1.5. Objective of the study………………………………………………………………………3

1.5.1. General objective……………………………………………………………………3

1.5.2. Specific objective………………………………………………................................3

1.6 significance of the study…………………………………………………………….……...3

1.7 Scope of the Study ………………………………………………………………….……..4

1.8. Methodology of the study…………………………………………………………….....4

1.8.1 Research design ….……………………………………………………………4

1.8.2 Population and sample of the study ………………………………………….4

1.8.3 Sampling technique..………....………………………………………………..4

1.8.4 Method of data collection………………………………………………………5

1.8.5 Method of data analysis…………………………………………………………5

Chapter two

2. Literature review……………………………………………………………………….5

2.1 Recruitment an overview……………………………………………………………..5

2.1.1 Reasons for recruitment…………………………………….........................5
2.1.2 Recruitment policy………………………………………………………….6
2.1.3 Who does recruiting? ....................................................................................6

2.2 Source of recruitment………………………………………………………………....7

2.2.1 International source of recruitment…………………………………………….7

2.2.2 External source of recruitment………………………………………………....7

2.3 Recruitment methods………………………………………………………………..8

2.3.1 Internal recruitment method……………………………………………………8

2.3.2 External recruitment method……………………………………………………8

2.4 Selection an overview……………………………………………………………….11

2.4.1 Importance of selection……………………………………………………....11

2.4.2 Who makes selection decision? .......................................................................11

2.5 Basic Selection criteria…………………………………………………………..…12

2.5.1 Education and experience…………………………………………..…………12

2.5.2 Skill and abilities………………………………………………………………..12

2.5.3 Personal characteristics…………………………………………………………..12

2.5.4 The reliability and validity of selection criteria………………………………….12

2.6 The selection process………………………………………………………………..13

2.6.1 Background information…………………………………………………….…..13

2.6.2 Interview……………………………………………………………………..….13

2.6.3 Testing…………………………………………………………………………..14

2.6.4 Reference…………………………………………………………………….…14
 CHAPTER ONE

1. INTRODUCTION
1.1. Background of the Study

Successful human resource planning should identify pure human resources needs. Once we know
these needs, we will want to do something about meeting them. Recruiting and selecting people
to fill new or existing positions, is a crucial element of personnel and development activity in all
organizations, irrespective of their size, structure of orientation.

According to Noe, et al. (2010), it is difficult to always predict exactly how many new
employees the organization will have to hire in a given year, in a given job category.

The role of human resource recruitment is to build a supply of potential new hires that the
organization can draw on if the need arises. Thus, human resource recruitment is defend as any
practice or activity carried on by the organization with the primary purpose of identifying and
attracting potential employees. It thus creates a buffer between planning and actual selection of
new employees.

According to Ivancevich M.J, (2000), Recruitment refers to organizational activities that

influence the number and types of applicants who apply for a job and whether the applicants
accept jobs that are offered. Thus, recruitment is directly related to both human resource
planning and selection. In addition, recruiting often represents the first contact between
organizations and prospective employees. As such, care should be taken to create a positive first
impression with the job applicants. Selection is the process by which on organization chooses
from a list of applicants the person or persons who best meet the selection criteria for the
position available, considering current environmental conditions. Although this definition
emphasizes the effectiveness of selection, decisions about whom to hire must also be made
efficiently and within the boundaries set for the equal employment opportunity legislation. Thus,
there are actually multiple goals associated with an organizations selection process. Generally, in
order to apply appropriate methods and procedures in recruitment and selection of staff
personnel, personnel managers selection committee need to know the systematic and continuing
process of analyzing an organization’s human resource needs, under changing conditions and
developing personnel policies appropriate to the longer- term effectiveness of the organization.
Hence, this study tries to find out the practice of recruitment and selection of staff personnel in
Anbesa bank.

1.2 Background of the organization

Lion international bank (s.c) was formed in Ethiopia in 02 October 2006. And is registered as a
public share holding company in accordance with licensing and supervision of banking business
proclamation number 84/1994 and commercial code of Ethiopia 1960. The banks principal
activity is commercial banking. The registered address of the bank is Yeka sub city, kebele 12,
house number, new plaza building, Addis Abeba.

Vision

 To be the leading bank in Ethiopia.

Mission

 We are committed to maximize customers satisfaction and shareholders value through

quality and diversified banking service delivery, technological leadership and motivated
employees.

1.3. Statement of the problem

Recruitment and selection of candidates will enable to produce capable employees, if carried out
properly. Well planned screening and selection procedures can identify the person who will
potentially bring new life in to the organizations.

But poorly planned or hasty selection and recruitment can precipitate a potentially endless flow
of personnel problems. The employment of wrong professional can reduce the effectiveness of
the organization and require costly remedial support. In general, poor recruitment and selection
activities affect the overall performance of the organization. This could be due to wrong usage of
methods and procedures in recruitment and selection of employees.

1.4. Research Questions

 What are the methods and procedures uses during the recruitment and selection of staff
personnel in Anbesa international bank?

 What are the possible factors that hinder the recruitment and selection of staff personnel in
Anbesa international bank?

 Do the methods of recruitment and selection under town by the company attract the desired
candidates?

1.5. Objective of the study

1.5.1. General objective

The main objective of this study is to assess the practice of recruitment and selection that are
being undertaken by Anbesa international bank.

1.5.2. Specific objectives of the study

 To examine how staff personnel are recruited and selected?

 To indicate some possible solutions that may bring about effective and efficient methods
and procedures in employing staff personnel.
 To be study the recruitment and selection policies and procedures.

1.6. Significance of the study

Every research should have something to contribute since a lot of time, money, and above all
human energy is exerte to do it. So, this study is believed to contribute the following,

 The study tries to reveal the major factors that affect recruitment and selection.
 The study will help the bank to improve the recruitment and selection methods and
procedures of staff personnel.
 The study will create awareness on the part of the personnel managers how carefully
planned recruitment and selection is important to attain organizational goals.
 The researcher believes that such study will serve as a spring board for other researchers
who will like to study similar issue in a study area.
 The study will help in developing an experience for the researchers in area such as research
techniques and methods.

1.7. Scope of the study

Recruitment and selection practice, as one of the activities of human resource, is carried out at
any organization. However, the study is delimited to the practices of recruitment and selection of
staff personnel of the company.

1.8. Methodology of the study

1.8.1. Research Design

In this study, descriptive survey method was employed in order to assess and describe the
practice of recruitment and selection of staff personnel in the company.

1.8.2. Population and sample of the study

The study will conducte in Anbsa international bank.

The total number of population found in the organization is 31 particular those that are taken as a
target population of the study will be permanent workers of the organization.
1.8.3. Sampling techniques
Here the sampling technique that will be applies is census sampling technique. The reason why
proportional stratified sampling technique is selected is the target population is small then the
technique is favorable for the small target population.

1.8.4. Methods of Data collection

To make the study more fruitful, the researcher uses both primary and secondary source of data.
Primary data will be collecte through interview and questionnaire.

While secondary sources such as books, reports, magazines and published documents will be
examine.

1.8.5. Methods of Analysis

 The information or data gathere from primary and secondary sources will be tabulate and
analyze and present in term of percentages.

CHAPTR TWO

2. REVIWE OF RELATED LITRATURE

2.1. RECRUITMENT: AN OVERVIEW

It is worthwhile to start with the definition of recruitment to have a better understanding of the
term itself. Of course, many authors at different time gave different meanings for recruitment as
“activities or practices that define the characteristic of applicants to whom selection procedures
are ultimately applied.”

Decenzo (1988) has forwarded his idea on the ideal recruitment effort: The ideal recruitment
effort will attract a large number of qualified applicants who will take the job if it is offered. It
should also provide information so that unqualified applicants can self-screen themselves out of
the candidacy.
 I.e. a good recruiting program should attract the qualified and do not attract the unqualified.

Generally, recruitment is a kind of linking activities working together with jobs those who are
looking for jobs. Thus, an effort should be made by personnel managers to attract potential
employees with necessary characteristics in the proper qualities to attain organizational objective

2.1.1. Reasons for Recruitment

Organizations are established with definite objectives to be accomplished. In order to attain the
objectives needed the need resources like material, human and financial of all resources, the
human resource is the most decisive one.

According to Webb (1999) the goal of recruitment is “to identify a pool of qualified people to
secure the services of those most qualified who in turn would help the organization to achieve its
objectives.”

Moreover, according to Epps (1988), the following are some of the reasons recruitment is
needed:

1. When some left the organization (i.e. through death, transfer, promotion, etc)
2. When specialist needed
3. When volume of work is increased and cannot be covered by overtime
4. When starting something new
5. When growth as restructuring happened

2.1.2. Recruitment Policy

According to Wayne (2006) as a frame work for setting recruitment policies, let us consider for
different possible company postures8

1. Passive nondiscrimination: is a commitment to treat all races and both sexes equally in
all decisions about hiring, promotion, and pay. No attempt is made to recruit actively
among prospective minority applicants. This posture fails to recognize that
discriminatory practice in the past may block prospective applicants from seeking present
job opportunities
2. Pure diversity-based recruitment: is a concerted effort by the organization to actively
expand the pool of applicants. So that, no one is excluded because of past or present
discrimination. However, the decision to hire or to promote is based on the best qualified
individual, regardless of race or sex.
 3. Diversity-based recruitment with preferential hiring: goes further than pure diversity-
based recruitment; it systematically favors women and minorities in hiring and promotion
decisions. This is a “soft quota” system.
4. Hard quotas: represents a mandate to hire or promote specific numbers or proportions of
women or minority group members. Both private and government employers find hard
quotas an unsavory strategy rectifying the effects of past or present unfair discrimination.
Nevertheless, the courts have ordered “temporary” quotas in instance in which unfair
discrimination has obviously taken place and where no other remedy is feasible.

2.1.3. Who Does Recruiting?

In most large organizations, the human resource department is responsible for recruiting. These
organizations normally have employment office within human resource department. However,
the recruiters and interviewers in these departments are required to closely work with the hiring
department. This helps in accurately defining what is needed to look for either in the external or
internal sources. In smaller organizations, multipurpose personnel/ human resource management
people do the recruiting, along with their other duties or operating managers may take time to
recruit and interview applicants. The recruiter is the first person from the organization that an
applicant meets.

Ivancevich (2010) mentioned some of the roles undertaken by operating and personnel / human
resource managers with respect to recruiting function. For example, in setting the recruiting
goals, the personnel/ human resource manager advises operating manager to set on deciding
sources of recruits and recruiting policies; personnel/ human resource managers advises
operating manager to do so.

2.2. Sources of recruitment

2.2.1. Internal Sources of Recruitment

An organization may emphasize internal or external source of job applicants. Internal sources are
employees who currently hold other positions in the organizations.

 Advantages of Internal recruitment

Internal source are preferred to external sources by organizations because of the advantages they
contribute. Some of the advantages are,

 It raises the moral of employees

 It creates a sense of sincerity among the employees of the concern
 It builds loyalty among the employees of the concern
  Cost of selection can be minimized
 It is used as technique of motivation
 The valuable contacts with major suppliers are kept
 It is economically good
 It encourages employees to look forward for rising higher level
 It increases return to investment of the organization
 The company has better knowledge of the strength and weakness of candidates.
 Disadvantage of Internal Recruitment
 It severally narrows the area of selection
 In breeding of ideas can stifle new ideas and innovation
 Possible morale problem of those not promoted
 “political” infighting for promotions
 No new idea and enthusiasm in to the organization
 People can be promoted to the point where they cannot successfully perform the job
 It leads to stagnation and conservation in the service

2.2.2. External sources of recruitment

External recruiting concerns recruitment from outside of the organization.

 Advantages of External Recruitment

 Bring larger pool of talent to the organization
 Bring new insights and perspectives for the organization
 Cheaper and faster than training professionals

 Disadvantage of external Recruitment

 May cause morale problems for internal candidates not selected
 Longer “adjustment” or orientation time
 Cost of selection is greater
 May not select someone who will “fit” the job or organization
 Create difficulty in attracting, contracting and evaluating potential employees

The main point that needs to be made about the recruitment task is that the employing
organization should not waste time and money examining the credentials of people whose
qualifications do not match the requirements of the job. Noe, et al,(2010)

2.3. Recruitment Methods

2.3.1. Internal Recruitment Methods

Among the channels available for internal recruitment, the most popular ones are succession
plans, job posting, employee referrals, and temporary worker pools.

 Job posting: advertising available jobs internally began in the early days of affirmative
action, as a means of providing equal opportunity for women and minorities to compete.
It served as a method of getting around the “old boy” network, where jobs sometimes
were filled more by “who you knew “than by “what you knew.” To day job posting is an
established practice in many organizations, especially for filling jobs up to the lower the
lower executive level. Openings are published on bulletin boards (electronic or hard-
copy) or in lists available to all employees. Interested employees must reply within a
specified number of days, and they may or may not have to obtain the consent of their
immediate supervisors. Some job-postings systems apply only to the plant or office in
which the job is located, while other companies will relocate employees.
 Employee referrals: referral of job candidates by present employees has been and
continues to be a major source of new hires at many levels, including professionals. It is
an internal recruitment method, since internal rather than external sources are used to
attract candidates. Typically such programs offer a cash or merchandise bonus when a
current employee refers a successful candidate to fill a job opening. The logic behind
employee referral is that “it takes one to know one.” Interestingly, the rate of employee
participation seems to remain unaffected by such efforts as higher cash bonuses, cars, or
expense –paid trips. This suggests that good employees will not refer potentially
undesirable candidates even if the rewards are outstanding.
 Temporary worker pools: unlike workers supplied from temporary agencies, in-house
“temporaries” work directly for hiring organization and may receive benefits, depending
on the number of scheduled hours worked per week. Temporary workers (example, in
clerical jobs, accounting, and word processing) help meet fluctuating labor demands due
to such factors as illness, vacations, terminations, and registrations. Companies save on
commissions to outside agencies, which may be as high as 50 percent or more of a
temporary employee’s hourly wages. Wayne(2003)

2.3.2. External Recruitment methods

External Recruitment involves looking to sources outside the organization for prospective
employees. There are several methods available for external recruitment;

 Walk-ins/ unsolicited applicant files: the most common and least expensive approach for
candidates is direct applications also can provide a pool of potential employees to meet
future needs. While direct applications are particularly effective in filling entry-level and
unskilled positions, some organizations, because of their repetitions or because of their
geographical locations, compile excellent pools of potential employees from direct
 applications for skilled positions. The repetition of the company has a great deal to do
with the usefulness and size of the pool of unsolicited applicants and resumes.
Organizations Coca-Cola, Merck, Microsoft, receive thousands of unsolicited
applications every year. Many excellent candidates can be found in this pool. One of the
reasons that companies actively campaign one or more of the many top ten lists of the
“best companies to work for” is because the rate of unsolicited resumes is directly related
to this honor. Not only do unsolicited resumes reduce the cost of recruiting, they also
increase the probability of hiring the very best employees.
 Referrals: some organizations have formal system of employee referral for occupations
with great demand, Pratt and Whitney, for example, pays current employees a dollar
thousands bonus if electrical engineers who are referred are ultimately hired and work
for the company for at least one year. While formal systems of referral are more effective
in attracting interested applicants, there is also some evidence that the quality of the
applicants is less than that which results from an informal system of referral.
 Advertising: a third common method for recruiting is advertising. Advertising can range
from a simple classified to an elaborate media campaign through radio or television to
attract applicants. The approach can be quite versatile in its ability to provide information
about job opportunities while targeting specific labor market in particular geographical
areas. While the majority of advertising is in newspaper, many organizations go beyond
the typical newspapers advertise for tight labor markets. You have undoubtedly seen one
of the commercial extolling the virtues of starting your “career” in our armed forces.
Most experts agree that advertising through any media (including the internet) should
contain the following information:
* The job content (primary tasks and responsibilities).
* A realistic description of working conditions, particularly if they are unusual.
* The location of the job.
* The compensation, including the fringe benefits.
* Job specification (example, education, experience).
* To whom one applies.
Since advertising can be very expensive, record keeping on the success of the various
media sources can help to identify the approaches with the biggest potentials payoff for
future recruiting.
 Employment agencies: employment agencies are used by many companies for identifying
potential workers. There are publicly funded agencies that provide free placement service
and private agencies that charge either the employee or the employer for a placement or
referral. The major function of these agencies are to increase the pool of possible
applicant and to do preliminary screening, private agencies are most effective when:
* The organization has had difficulty in building a pool of qualified applications.
* The organization is not equipped to develop a sophisticated recruitment effort.
* There is a need to fill a position quickly.
* The organization is explicitly recruiting minorities or females.
 * The organization is attempting to recruiting individuals who are not actively
seeking employment.
Search Firms: in selecting a search firm, experts recommend the following
criteria;
* The firm has restricted its recruiting to specific industries.
* The firm pays its sales personnel based of the completion of an assignment.
* The firm uses primary data sources rather than secondary sources such as
computerized lists of potential candidates and associations directories.
* Firms that also out placement service are not recommended (outplacement is
professional service for terminated employees that may include placement in
another job.
More search firms are now charging a flat rate rather than a percentage of salary.
Says one recruiter, “By charging a flat rate, we are able to remain objective in
presenting candidates to the client. We do not show only the high-priced
candidates; we show the most qualified.” Many companies have begun to demand
the flat-fee approach because of the tendency of percentage-based recruiters to
recommend high-priced candidates.
 Campus visits: one major source of recruiting for professionals and managerial
positions is the college campus. Numerous organizations, and, in particular, the larger
organizations, send recruiters to campus once or twice in a year to inform graduates
and future graduates about career opportunities. There is no question that college
recruiting is successful at filling vacancies are filled with people most likely to be
successful within the organization. The recruiting process should commence long
before there are any visit to the campus. Recruiters should get familiar with the
university personnel before their visit. Job descriptions and specifications should be
mailed to the campus before the recruiter arrives. Another good strategy is to set up
internship programs through the university. In general, the most effective college
recruiting efforts are those that facilitate a long-term program between the school and
the organization. H.John Bernandin(2003)

2.4. Selection An overview

The selection process ideally involves mutual decision. The organization decides whether to
make a job offer and how attractive the offer should be, and the job candidates’ decides whether
the organization and the job offer fit his or her needs and goals. In reality, the selection process is
often more one-sided. In situations when the job market is extremely tight, several candidates
will be applying for each position, and managers at the organization will use a series of screening
devices to identify the most suitable candidate. On the other hand, when there is a shortage of
qualified workers, or when the candidates is a highly qualified executive or professional being
courted by several organizations, mangers at the organization will have to sweeten the offer and
come to a quicker decision. James A.F Stoner, et al, (1995)
2.4.1. Importance of selection

There is a danger that good selection can be viewed as a panacea, or a way of guaranteeing an
effective work force. Hopefully, you will already be aware that this is not the case. If it was there
would be no need for any more modules in this course which would make it easier but, less
interesting.

No selection method is perfect. At best we can make use information gathered during selection to
make some reasonably accurate predictions about future performance. In one sense, selection
might be viewed as a risk management procedure that helps organizations to avoid hiring
unsuitable applicants. It is important to recognize that there is much variability in work
performance that is not directly related to selection scores. Lawrence S. kleiman(2001)

2.4.2. Who makes selection decision?

Organizations vary in how they allocate selection responsibilities between human resource
specialist and operating managers. Still, in some organizations, each department screens and
hires its own employees. Many managers insist on selecting their own people they are sure no
one else can choose employee for themselves. This practice is particularly prevalent in similar
firms. But the validity and effectiveness of this approach may be questionable. Other
organizations have the human resource unit to the initial screening of the candidates, and
managers or supervisors make the final selection from a qualified group of individuals. As a rule,
the higher the position being filled, the greater the likelihood that the ultimate hiring decisions
will be made by operating managers rather than human resource specialists. Robert L. Mathis et
al, (2006)

2.5. Basic selection criteria

On what basis does a manager or an organization go about trying to select a given individual
from a pool of qualified applicants? A major outcome of the job analysis process is the
generation of job specifications. These are the individual characteristics that the organization
believes people need able to perform specific jobs, for example, education and experience,
specific skills and abilities, and personal characteristics.

2.5.1. Education and experience

Education and experience are relatively straight forward to assess. In a selection context
education refers to the formal classroom training an individual has received in public or private
schools and college, university, and/or technical school. Some jobs require a two-year associate
degree from a community or junior college, and still other jobs might require a four year college
education. Sometimes the educational fields are open, whereas in other cases they must be within
a specified area open such as mechanical engineering or French or human resource management.

2.5.2. Skills and abilities

Another common set of selection criteria is skills and abilities. Skills and abilities relate more
precisely than do experience or education to the specific qualifications and capabilities of an
individual to perform a specific job. As organizations move more toward team work and team-
based operating systems, many firms are also putting more emphasis on hiring individuals with
the skill necessary to function effectively in a group of situation.

2.5.3. Personal characteristics

In some jobs it is also important to an organization to assess personal characteristics of

individual job applicants. These personal characteristics are usually thought to reflect the
individual’s personality and may be an important factor in certain kinds of jobs.

2.5.4. The reliability and validity of selection criteria

 Reliability: a selection device must demonstrate reliability which indicates whether the
device measures the same thing consistently. For example, if a test is reliable, any single
individual’s score should remain fairly consistent overtime, assuming that the
characteristics the test is measuring are also stable. No selection device can be effective if
it is low in reliability. Using such a device would be like weighing yourself every day on
an erratic scale.
 Validity: any selection device that a manager uses should also demonstrate validity. That
is, there must be a proven relationship between the selection devices unless there is clear
evidence that, one on the job, individuals with high scores on these test outperform
individuals with low test scores. The burden is on managers to support that any selection
they use to differentiate applicants is related to job performance. P. Robbins, et al (2002)

2.6. The selection process

Once managers develop a pool of applicants for open positions through the recruitment process,
they need to find out whether each applicant is qualified for the position and whether he or she is
likely to be a good performer. If more than e applicant meets these two conditions, managers
must further determine which applicants are likely to be better performers than others. They have
several selection tools to help them sort out the relative qualifications of job applicants and
appraise their potential for being good performers in a particular job. Those tools include
background information, interview, tests, and references.

2.6.1. Background information

To aid in the selection process, managers obtain background information from job applications
and from resumes. Such information might include highest level of education obtained, college
majors and minors, type of college or university attended. Years and type of work experience,
and mastery of foreign languages. Background information can be helpful both to screen out
applicants who are lacking key qualifications (such as a college degree) and to determine which
qualified applicants are more promising than others (for example, applicants with B.Sc. may be
acceptable, but those who also have an MBA are preferable)

2.6.2. Interviews:

Virtually all organizations use interviews during the selection process. Two general types of
interviews are structured and unstructured. In a structured interview, mangers ask each applicant
the same standard questions (such as “what are your unique qualifications for this position?” and
“what characteristics of a job are most important for you?) Particularly informative questions
may be those prompt an interviewee to demonstrate skills and abilities needed for the job in
answering the question. Sometimes called situational interview questions present interviewees
with scenario that they would handle it. An unstructured interview proceeds more like ordinary
conversation. The interviewer feels free to ask probing questions to discover what the applicants
is like and does not ask a fixed set of questions prepared in advance. In general, structured
interviews are superior to unstructured interviews because they are more likely to yield
information that will help identify qualified candidates and they are less subjective. Also,
evaluation based on structured interviews may be less likely to be influenced by the bases of the
interviewer than evaluations based of unstructured interviews.

2.6.3. Testing:

Potential employees may be asked to take ability tests, personality tests, physical ability tests, or
performance tests. Ability test assess the extent to which applicants possess skills necessary for
job performance, such as verbal comprehension or numerical skills.

Personality test measures personality traits and characteristics relevant to job performance. Some
retail organizations, for example, give job applicants honesty tests to determine how trustworthy
they are. The use of personality test (including honesty tests) for hiring purposes is controversial.
Some critics maintain that honesty test do not really measure honesty (that is, they are not valid)
and can be subject to faking by job applicants. For jobs that require physical abilities-such as
firefighting, garbage collecting, and package delivery-managers use as selection tools physical
ability test that measure physical strength and stamina. Performance test measure job applicants’
performance on actual job tasks. Applicants for secretarial positions, for example, are typically
required to complete a typing test that measures how quickly and accurately they are able to
type.

2.6.4. References:

Applicants for many jobs are required to provide references from former employers or other
knowledgeable sources (such as a college instructor or advisor) who know the applicants’ skills,
abilities, and other personal characteristics. These individuals are asked to provide candid
information about the applicant. References are often used at the end of the selection process to
confirm a decision to hire. Yet the fact that many former employers are reluctant to provide
negative information in reference sometimes makes it difficult to interpret what a reference relay
is saying about an applicant. Jones, et al, (2002)

 Time and budget schedule

 Time schedule

No Activities Duration in month

November December January February march Apri June July
l
1 Title
approval
2 Proposal
submit
3 Developing
literature
 review and
submit
4 Developing
questionnaire
5 Distributing
questionnaire
6 Collecting
questionnaire
7 Data analysis
and
presentation
8 Writing the
paper

9 Proof
reading and
editing
 1.9.2 Budget schedule

 Budget schedule

No Cost Item Unit of Cost

measurement
Out Unit price Total cost

1 Pen - 3 4 12

2 A4 paper Rem 0.5 0.25 50

3 Internet Hour 6 8 48

4 Printing No of pages 160 0.75 120

5 Transportation Round 10 5 50

6 Telecom Hour 0.5 45 22.5

expense

7 Binder - 1 25 25

Miscellaneous - - - 50
expense
8

9 Ruler - 1 8 8
 10 Secretarial Pages 40 5 200
fees

11 Compact disc - 1 8 8

Total - - - - 593.5

CHAPTER THREE

3. DATA PRESENTATION AND ANALYSIS

This chapter is concerned with the presentation and analysis of data on the basis of data gathered
through questionnaire and interview. The student researcher has also observed various activities
practiced in Addis pharmaceutical factory. Two group of respondents, human resource manager
and employees were subject of the study. The interview was conducted with human resource
manager. The questionnaires were distributed to eight departments namely, production, quality
control, quality assurance, research and development, maintenance Engineering, materials
planning and warehouse, finance and human resource management the total number of
questionnaires distributed were 212, which is 47% of the total number of employees (451) in the
eight departments. Out of 212 questionnaires distributed to employees, 202 of them were
properly completed and returned.

3.1 presentation and analysis of data obtained from respondents through questionnaire and
interview

In this part of the paper, data gathered through questionnaire will be thoroughly presented and
interpreted, as it is indicated above, all the data analyzed and interpreted here were obtained
through questionnaire and interview, and the respondents were employees and manager in Addis
pharmaceutical factory. So, the student researcher bases his analysis and interpretation of data on
the number of questionnaires filled in Addis pharmaceutical factory from employees.
3.1.1 Distributed and returned questionnaires

The distributed and returned questionnaires from each department are shown below.

Table 3.1 questionnaire distributed and returned

Department Questionnaire Questionnaire Questionnaire not

distributed returned returned
No % No % No %
Production 91 42.92 87 43.06 4 40
Quality control 13 6.13 13 6.44 - -
Quality assurance 14 6.60 14 6.93 - -
Research and 8 3.77 8 3.96 - -
development
Maintenance 25 11.79 22 10.9 3 30
Engineering
Material planning and 25 11.79 23 11.4 2 20
ware house
Finance 8 3.77 8 6.7 - -
Human resource 28 13.20 27 13.4 1 10
management
Total 212 100.00 202 100.00 10 100

Source: own survey, 2013

 As it is shown in table 3.1, out of 212 questionnaires distributed to employees of the
departments, 202(95.28%) of them have been fully completed and returned timely the rest
10(4.71%) questionnaires were not returned.

As one can see from the same table, fully completed and returned questionnaires are adequate to
get reliable information about the study.

Therefore, the data analysis, which is given in the subsequent sections of the chapter, is based on
the 202 fully completed and returned questionnaires.

3.1.2 General Characteristic of the Respondents

The respondents were requested to mention their age, sex, and education level accordingly, they
responded as presented in the following table

Table 3.2 Characteristics of the respondents

Number Item Respondents

No %
1 Sex
Male 88 43.56
Female 114 56.43
Total 202 100.00
2 Age
Below 20 years 32 15.84
20-29 years 91 45.049
30-39 years 58 28.7
40-49 years 12 5.9
50 years and above 9 4.45
Total 202 100.00
3 Educational level
Below 12th 52 25.74
12th completed 36 17.82
Certificate 26 12.87
Diploma 45 22.27
 B.A Degree 34 16.83
Master’s degree 9 4.45
Total 202 100.00
Source: own survey, 2013

As shown in item 1 of table 3.2, out of 202 respondents, 88(43.56%) of them were males while
the rest 114(56.43%) of them were females. This clearly indicated that in Addis pharmaceutical
factory the number of females employees is greater than that of male employees regarding item 2
of the same table, 32 (15.84%) of the respondents were in the age group of below 20 and
91(45.49%) of the respondents were in the age group of 20-29 and 58(28.7%) of the respondents
were in the age group of 30-39 and 12(5.9%) of the respondents were in the age group of 40-49
and 9(4.45%) were in the age group of 50 and above.

As far as educational level of the respondents is concerned, as shown in item 3 the same table,
52(25.74%) of the respondents are under 12th grade. 36(17.82) of the respondents are 12 th grade
completed. The other 26(12.87), 45(22.27%), 34(16.83), of the respondents have certificate,
diploma and degree. The rest 9(4.45%) of the respondents have master’s degree.

From this we can infer that majority of the employees in the company are under 12 th grade. This
indicates the company has to increase the number of first degree holder employees in order to
undertake its work simply by training the employees with in short period by familiarizing them
with the advanced technology.

Table 3.3 concerning stated laws and procedures

No Item character Frequency %

Does the administration have stated Yes 181 89.60
laws and procedures for recruitment and No 21 10.39
selection of employees?
Total 202 100.00
Source: own survey, 2013

As indicated in table 3.3 the majority 181 (89.60%) of the respondents replied that there is stated
lows and procedures while, the remaining 21(10.39%) of the respondents replied that there is no
sated laws and procedures.

According to the do is most of the employees said that there is stated laws and procedures.

Table 3.4 methods used to announce job vacancies

NO Item Character frequency %

2 What is the method used to Radio - -
announce job vacancies to Television - -
employees? News paper 16 7.92
Notice board 186 92.07
 Total 202 100.00
Source: own survey, 2013

As indicated in table 3.4 the majority 186(92.07%) of the respondents claimed that the company
uses notice board while 16(7.92%) of the respondents said the company uses newspaper.

As it is clearly understood from the presentation, the company uses through notice board and
newspaper to attract potential applicants.

Table 3.5 source of recruitment

NO Item Character frequency %

3 Which recruitment type does Internal 142 70.29
your company mostly recruitment
Does your company mostly External 19 9.4
use? recruitment
Bothe of them 41 20.29
Total 202 100.00
Source: own survey, 2013

As indicated in table 3.5 142(70.29) of the respondents claimed that the company often used
Internal source of recruitment. On the other hand, about 19(9.4%) of the respondents claimed
that external source of recruitment was often used by Addis pharmaceutical factory. There were
also 41(20.29%) of respondents argued that the company often used both internal and external
source of recruitment.

It implies that most of the time the company uses internal source of recruitment as major source
of recruitment.

Table 3.6 application forms used to be filed by applicants

No Item Character Frequency %

4 Are employment application Yes 152 75.24
forms used to be filled by each No 50 24.75
applicant?
Total 202 100.00
Source: own survey, 2013

As table 3.6 Indicates that 152(75.24%) of the respondents said that employment application
forms used to be filled by each applicant. The other 50(24.75%) of the respondent said that
employment application form is not filled by each applicant.

It shows that most of the time the company uses employment application form to be filled by
each applicant.

Table 3.7 relatedness of application form with the job

No Item Character Frequency %
5 If your answer for question No Yes 53 26.23
"4" is "yes" do you believe that No 149 73.76
the content of the application
form
Total 202 100.00
Source: own survey, 2013

As presented in table 3.7 53(26.23%) of the respondents argue that the application form was
related to their job. But 149 (73.76%) of the respondents claimed that the application form was
not related to their job.

From the above finding it can be said that the application form was not related to the job.

Thus, we can say that the company during the recruitment and selection process was giving them
unrelated application form to the applicants.

Table 3.8 types of internal recruitment

NO Item Character frequency %

6 Which internal recruitment Transferring 24 11.88
method does your company Promoting 38 18.81
use? Both of them 140 69.30
Total 202 100.00
Source: own survey, 2013

As one can see from table 3.8, 24 (11.88%) of the respondents claimed that transferring were
often used by the company. But 38(18.81%) of the respondents said that were the company used
promoting.

The other, 140(69.30%) of the respondents argued that both transferring and promoting were
often used by Addis pharmaceutical factory.

This implies that the majority of the respondents said that both transfer and promotion as internal
recruitment type were used most of the time. Related to this issue, the student researcher asked
some of the respondents about the criteria for promotion that their company used. Accordingly
they said both seniority and merit were used. But most of the time the company give more
attention on seniority.

Table 3.9 job opportunity for internal employees

No Item Character Frequency %

7 Do you think that if a certain Yes 57 28.21
job opening arises internal No 145 71.78
 employees have the same
Total 202 100.00
Source: own survey, 2013

As it can be observed from the above table, we understood that 57(28.21%) of respondents reply
"yes" that means there is the same opportunity if a certain job opening arises. The remaining
145(71.78%) of the respondents said that there is no the same job opportunity if a certain job
opening arises. The remaining 145 (71.78%) of the respondents said that there is no the same job
opportunity if a certain job opening arises.

According to the analysis most of the employees said that there is no the same opportunity when
a certain job opening arises.

Table 3.10 Selection techniques used

NO Item Character frequency %

8 How do you have been By exam 154 76.23
recruited in this company? By interview 18 8.91
Both of them 30 14.85
Total 202 100.00
Source: own survey, 2013

The obtained data in table 3.10indicated that 154(76.23%) said that were selected and employed
only by exam while 18(8.91%) of them claimed that By interview. But the rest 30(14.85%) of
the respondents both exam and interview were used when they were selected and employed.

From this report, one can clearly notice that most of the time the company used exam for
recruiting and selecting of employees.

Table 3.11 testing the relatedness of the exam to the job

NO Item Character frequency %

9 Does the job recruitment Yes 112 55.44
exam have direct relation with No 45 22.27
the job? Indifferent 45 22.27
Total 202 100.00
Source: own survey, 2013
As it is indicated in table 3.11 112(55.44%) of the respondents replied that the job recruitment
exam given when they were selected and employed the exam was related to their job.
45(22.27%) of the respondents claimed that they were not related. The rest 45(22.27%) claimed
that it was indifferent. One can infer that the majority of the respondents.

Had an idea that the job recruitment has direct relation with the job. This implies that in Addis
pharmaceutical factory any potential applicant who has deep knowledge about the job applying
for will successfully selected and employed.

Table 3.12 testing the relatedness of interview to the job

NO Item Character frequency %

10 Does the job recruitment Yes 112 55.44
exam have direct relation with No 45 22.27
the job? Indifferent 45 22.27
Total 202 100.00
Source: own survey, 2013

As it is indicated in table 3.12, 102(50.49%) of the respondents said that the job recruitment
interview was related to their job. 51(25.24%) of the respondents claimed that they were not
related. The rest 49(24.25%) of the respondents replied they it was indifferent.

From this we can understand that the job recruitment interview has as direct relation with job.

Table 3.13 reasons that attract applicants

NO Item Character frequency %

11 Why do you want to be the Better salary 18 8.91
employee of this company Reputation of the 19 9.40
company
Better job 42 20.79
promotion and
responsibility
Because of no 123 60.89
other choice
Total 202 100
Source: own survey, 2013

As one can notice from table 3.13, 18(8.91%) of the respondents argue that their reason was
better salary. Similarly, 19(9.40%) of them replied that their reason was reputation of the
company others 123(60.89%) of the respondents said that because of no other choice.

This implies that majority of the respondents said that because of no other choice. The student
researcher asked some of the respondents why they said because of no other choice, accordingly,
they reply there is no other company which needs their profession.
Table 3.14 General orientation and orientation givers

No Item Character Frequency %

12 When you get hired did they Yes 163 80.69
make orientation and No 39 19.30
introduction about your
responsibility job and partner?
13 Total 100.00
If your answer is "yes" for Human resource 95 47.02
question number "12" who manager
made the orientation? Immediate boss 52 25.74
Job partner 40 19.80
Secretary 15 7.42
Total 100.00
Source: own survey, 2013

As it is indicated in item 12 of table 3.14, 163(80.69%) of the respondents claimed that

orientation was given for them while they were newly employed. But, 39(19.30%) of them said
that it was not given. It implies that the majority of the respondents were given an introduction
about the company.

Regarding item 2 of the same table, out of the respondents who have taken orientation
95(47.02%) of the respondents said that the orientation was given by the human resource
manager.

Similarly, 52(25.74%) of them claimed that it was given by immediate boss. But 40(19.80%) of
the respondents claimed that by job partner. The rest 15(7.42%) them said that secretary. From
the finding we see that for majority of the employees in Addis pharmaceutical factory, the
orientation was given by the human resource manager. This implies that, the human resource
manager is mostly consumed at the time of recruiting and selecting employees.

Table 3.15 job expectation and actual job

No Item Character Frequency %

14 How did you find the Good 69 34.15
expectation and the job spirit of Average 92 45.54
the company? Bad 41 20.29
Total 202 100.00
15 Do you believe there is a Yes 140 69.30
problem in selection of new No 62 30.69
workers on your company
Total 202 100.00
Source: own survey, 2013
It is easily observable from Item 14 of table 3.15, 69(34.15%) of the respondents said that their
expectation and the actual job was good. Similarly, 92(45.54%) of them said that average But
others 41(20.29%) of them argue that Bad. This clearly indicates us in Addis pharmaceutical
factory most of the employees job expectation and actual job was average.

As it is shown above item 15 of table 3.15, 140(69.30%) of the respondents claimed that there
were problem of selection practice in the company. But some 62(30.69%) of them said there
were no problems faced Addis pharmaceutical factory in undertaking selection practices.

One can infer from the report that there were problems hindering the selection practices in Addis
pharmaceutical factory

3.16 problems related to selection practice

16. the student researcher asked the respondents to point out some of the problems related to
selection of new workers in their company and they point out problem like, the company’s policy
regarding salary, promotion, part time job, similarly, some of them said that environmental
factors like high un employment and lack of experience and knowledge about the nature of the
job as the problems of selection practices some of them said that since the job requires high
qualification and experience recruitment problems could arise. Some of the respondents pointed
out problem like, lack of enough information about the applicants as the major reason for
problem existence. Similarly, some of the respondents said that the laws designed to prevent
employment discrimination and promote equal opportunity, repetition of mistakes during tests
and interview, the fiscal condition of the organization, and lack of the desired applicants and
failure of recruiters to select as other reasons for the problems of selection in the organization
respectively.

Although the majority of the respondents said there were no problems hindering the selection
practices in Addis pharmaceutical factory, we cannot conclude saying there is no problem.
Because other respondents indicated the problems and their causes though their number is
limited. Connecting with recruitment problems, the student researcher asked respondents
whether or not any measure was taken on the selection problems. Accordingly, they replied
similarly as in the case of recruitment problem.

So, we can say that Addis pharmaceutical factory, knowing its weakness and strengthens, better
to improve and undertake reform program in order to minimize the gaps.

17. On the list of the open-ended question to make fruitful the findings, the respondents were
asked to forward some comments/suggestions on the practice of recruitment and selection of
staff personnel in their company.

According, they pointed out some problem with their suggested solutions.

Accordingly, they pointed out some problems with their suggested solutions.
Problems identified:

 There is redundancy of work

 In adequate salary and administration existence
 Lack of time management especially during interview
 Poor benefits, high job dissatisfaction and high employee turnover.

Suggested solutions

 To avoid redundancy of work in the company:

 The manager has to inform the amount of salary and the benefits exist in order to
satisfy the employees.
 In order to encourage employees, there should be salary improvement so that
newly created job will be handled by the existing employee.
 The company to have competitive advantage and be enough competitor in the
market, it should make some adjustment improvement in salary and
administration areas.
 Since time is money, the company should be time oriented.
 Because poor benefits and high job dissatisfaction lead to high employee
turnover, it indispensable for the corporation to give fair benefits in order to bring
job satisfaction. As a result, the cost of employee turnover will be reduced.

3.2 structured interviews conducted with the human resource manager

 When does Addis pharmaceutical factory need for recruitment?

This question was presented for the human resource manager. He pointed out some of the
times the company attracts potential applicants. They include:
 When there is newly created job,
 When the existing employees leave or die,
 When there is workload and others.
 Who is responsible body for undertaking recruitment and selection of employees in Addis
pharmaceutical factory?
The human resource manager claimed that the responsible body for conducting recruitment
and selection of employees in Addis pharmaceutical factory is the recruitment and selection
committee that were organized. Similarly, the human resource manager said that even cases
when external source are used. In both cases the committee was responsible to undertake
effectively. Connecting this, the manager mentioned the qualifications of the committee
numbers as follows:

 He/she should be a professional management.

 He/she should have first degree in management.
 He/she should have at least eight years’ experience and so on.
 Does your organization use all of the selection criteria for all positions? If not, which
selection criterion is/are used for?
There are at least four commonly used selection criteria: formal education, experience,
physical characteristics and personality type, referring the secretarial the researcher asked
the human resource manager whether or not these all selection criteria are used for all
positions in the company. Accordingly, he responded that actually we use. But most of
the time due emphasis is given to formal education and experience in all levels of
management. The other two are also taken in to account with less attention.
 CHAPTER FOUR

CONCLUSIONS AND RECOMMENDATIONS

The central theme of this study is to assess and analyze the practice of recruitment and selection
of staff personnel in Addis pharmaceutical factory P.L.C.

In order to achieve this objective, related literatures were reviewed, relevant interview questions
to human resource manager were raised and questionnaires were distributed to employees of
eight departments in the company at the head office. The questionnaires were distributed by
stratified sampling techniques.

The data obtained were presented and analyzed using percentage Based on the analysis and
findings the following conclusions were drawn and recommendations forwarded.

4.1 Conclusions

 Addis pharmaceutical factory uses predominantly internal recruitment as the main source
of recruitment as the sample respondent’s response illustrates.
 As far as internal recruitment is concerned both transfer and promotion are practical by
the company. As the sample respondent response shows the major problem connected
with transfer and promotion is the criterion used. Seniority is the major criterion used by
Addis pharmaceutical factory than merit.
 Notice board and newspaper are the methods that the company used to announce job
vacancies to employees.
 Addis pharmaceutical factory have application blank which is used together essential
information from potential candidates and most of the respondents have a negative
attitude on the content of the application blank, that means according to the respondents
the application blank’s content is not up to the expected standard.
 The two most used selection techniques by Addis pharmaceutical factory are employment
test and interview. But the company, as the majority of the respondents’ response shows
predominantly uses exam.
 Addis pharmaceutical factory prepares employment test and interview which are used
selection purpose and most of the respondents, believed that they are much related to the
job giving the expected standard.
 The major reason why the employees want to be the employees of this company is
because of no other choice.
 Addis pharmaceutical factory has an orientation program given to new entrants. As the
majority of respondents’ response illustrates: immediate resource department head gives
the general orientation.
 In Addis pharmaceutical factory, as most of the sample respondents response shows, the
actual job given to the employees is average with the employees’ expectation. This
indicates that in the company medium attention is given to be employees’ expectation.
 In Addis pharmaceutical factory, as the majority of respondents’ response shows, there
are factors that influence the recruitment practices. Among the others the major one is the
organizations policy regarding salary, promotion part-time job, etc.
 Addis pharmaceutical factory when undertaking selection of employees may phase some
problems. As most respondents’ response illustrates lack of enough information about the
applicants. And the laws designed to prevent employment discrimination and promote
equal opportunity are the major ones. There are also others like repetition of mistakes
during tests and interview, the physical condition of the company, and lack of desired
applicants and failure of recruiters to select, which are indentified as selection problems
in the company.
 Mostly the recruitment and selection of employees in Addis pharmaceutical factory
employees is recruited when new job is created, there is workload, and former employees
leave or die.
 The most selection criteria in Addis pharmaceutical factory for all positions more or less
are formal education and experience.
 In Addis pharmaceutical factory, for an individual to be member of recruitment and
selection committee he/she must be management graduate and have at least eight years’
experience in the area.

4.2 RECOMMENDATIONS

 Addis pharmaceutical factory has the aim and objective to distribute products in and out
of the country and competent in a market in Africa as well as a world. In order to attain
this objective, looking the future has great significance in today’s globalization based
business environment. Looking beforehand in to the future is the responsibility of top
management. Thus, Addis pharmaceutical factory’s top management need to value
human resource as a critical instrument to do so.
 Addis pharmaceutical factory should shape the content and format of announcement to
become more competitive in attracting potential applicants.
 In order to bring new idea and innovation in the company Addis pharmaceutical factory.
Should have to use external source of recruitment if possible to the extent to which
internal source of recruitment is used.
 To keep the moral of the employees and make fair the selection in Addis pharmaceutical
factory: in addition to seniority, merit should be used as criterion for transfer and
promotion.
 Depending on the situation, it is better for Addis pharmaceutical factory to recruit
employees from other external sources like employment agency.
 In addition to formal education and experience, selection criteria like physical
characteristics, and personal characteristics and personality type should be used by Addis
pharmaceutical factory.
 Addis pharmaceutical factory should widen its source of recruitment with technological
advancement in the human resource development perspective.
 In Addis pharmaceutical factory, the members of the committee should be from different
fields like psychology, sociology, management, accounting and soon.
 Regarding orientation in Addis pharmaceutical factory, in order to save time and money
both specific and general orientation should be given by one person like job partner,
immediate boss or the head of the human resource department.
 In order to avoid work redundancy in Addis pharmaceutical factory, the manager has to
inform the amount of salary and the benefits exist in order to satisfy the employees.
 Last but not least, to handle employees and be enough competitors in the world. Addis
pharmaceutical factory should make some adjustment or improvement in salary and
administration a
 APPENDIX

AKSUM UNIVERSITY

College of Business and Economics

Department of Management

The purpose of this questionnaire is to collect data on workers opinion about job recruitment and
selection in Addis pharmaceutical factory. So, your cooperation is important and it plays great
role in the quality of the research.

Instruction

 No need of writing name.

 Give clear and brief answer for blank space.
 Put this “√” mark in the boxes
Part 1general information of respondents

1. Age, under 20 20-29 30-39 40-49 50and above

2. Sex, Male Female

3. Education status (level)

Under 12th grade 12th grade completed certificate college diploma

BA Degree Master’s Degree

PART 2, Research Related questions

1. Dose the administration has stated laws and procedures for recruitment and selection of
employees? Yes No

2. What is the method used to announce job vacancies to employees?

Radio Television News paper notice board

List if anything else____________________________________

3. Which recruitment type does your company mostly use?

Internal recruitment External recruitment both of them

4. Are employment application forms used to be filled by each applicant?

Yes No

5. If your answer for question No “4” is “yes” do you believe that the content of application form
is related to your job? Yes No

6. Which internal recruitment method does your company use?

Transferring Promoting both of them

7. Do you think that if a certain job opening arises internal employees have the same
opportunity? Yes No

8. How do you have been recruited in this company?

 By exam by interview both of them

9. Does the job recruitment exam have direct relation with the job?

Yes No indifferent

10. Does the job recruitment interview have direct relation with the job?

Yes No indifferent

11. Why do you want to be the employee of this company?

Better salary reputation of the company better job promotion and responsibility

Because of no other choice List if any think else

_________________________________

12. When you get hired did they make orientation and introduction about your responsibility, job
and partners?

Yes No

13. If your answer is “yes” for number 13 who made the orientation?

Human resource office your job partner list if thing else ___________________

You’re immediate your security

14. How did you find the expectation and the job sprit of the company?

Good Average Bad

15. Do you believe there is a problem in selection of new workers on your company?

Yes NO

16. If you say “yes” for questions number 15 what is reason for that
______________________________________________________________________________
______________________________________________________________________________

17. What is your comment on recruitment and selection of workers in your company generally?
(Clarify it briefly)

______________________________________________________________________________

Thank you for your cooperation!

Interview Questions

1. When dose your organization need for recruitment?

2. What are the required qualifications for the person who does the recruitment and selection
practices?

3. Does your organization use all the selection criteria for all positions? If not, which selection
criterion is/are used for?

THANK YOU!
BIBLIOGRAPHY

1. Noe, et al. (2010), Human Resource Management: 7th Ed. McGraw Hill, Irwin

2. Ivancevich, M.J, (2010), Human Resource Management 11th Ed. McGraw Hill, Irwin

3. Richard L.Daft, (2003), Management: 6th Ed. Thomson south-western

4. Epps, Stave, (1988), selecting and managing personnel:4th d.London William court’s ltd

5. Wayne F.casio, (2006), Managing Human Resource: 7th Ed. McGraw Hill, Irwin

6. Ivancevich, M.J, (1989), Human Resource Management: 3rd Ed. McGraw Hill, Irwin

7. Wayne F.casio, (2003), Managing Human Resource: 6th Ed. McGraw Hill, Irwin

8. H,Jhon Bernardin, (2003), Human Resource Management An Experiential Approach: 3rd Ed.
McGraw Hill, Irwin

9. James A.F Stoner, (1995), Management: 6th Ed. Prentice Hall

10. Robert L. Mathis et al, (2006), Human Resource Management: 11th Ed. Thomson south-
western

11. Stephen P.Robbins, et al, (2002), Management: 7th Ed. Prentice Hall

12. Johns et al, (2002), Contemporary management: 1st Canadian Ed McGraw Hill, Irwin