BLUE MARK COLLEGE OF DISTANCE EDUCATION

RESEACH PROPOSAL -I

MANAGEMENT OF EMPLOYEES RECURITMENT AND

SELECTION PRACTICE

(A CASE STUDY IN FINOTE SELAM TOWN CIVIL SERVICE OFFICE)

A Senior Essay proposal Submitted to the Department of Management in

Partial Fulfillment of the Award of Bachelor of Arts (BA) Degree in
Management

Submitted By: MELEKIE AMOGNE

Submitted To: DEPARTMENT OF MANAGENT BLUE MARK COLLEGE OF

DISTANCE STUDIES

2022

F/SELAM
CONTENT page NO

Chapter one ---------------------------------------------------------------------1

Introduction----------------------------------------------------------------1

1.1 Background of the study----------------------------------------------------1

1.2. Background of the organization-------------------------------------------2

1.3. Statement of the problem---------------------------------------------------3

1.4 objectives of the study-------------------------------------------------------4

1.4.1 General objective-----------------------------------------------------------4

1.4.2 Specific objectives----------------------------------------------------------4

1.5 methodology of the study----------------------------------------------------5

1.5.1. Sources of data--------------------------------------------------------5

1.5.2 Study design----------------------------------------------------------------5

1.5.3 Method of data collection ------------------------------------------------6

1.5.4 Data collection procedure -----------------------------------------------6

1.5.5 Data processing and analysis-------------------------------------------7

1.6 significance of the study --------------------------------------------------8

1.7 scope of the study ---------------------------------------------------------8

1.8 organization of the paper ------------------------------------------------8

1.9 Work plan/time schedule -----------------------------------------------9

1.10 Budget schedule ………………………………………………..10

1.11 Reference & appendix………………………………………10

 Chapter One

Introduction

1.1 Background of the Study

Recruitment and selection have always been critical process for

organizations. Because, it is an integrated part of human resource
management. Recruitment is the process of generating a pool of capable
people to apply an organization for employment. While Selection is the
process by which managers and others use specific instruments to
choose from pool of applicants the person or persons most likely to
succeeding the job(s), given management goals and legal requirements.
Many approaches to recruitment and selection tend to emphasize the
power of employers (Bratton and Gold, 2007).

Recruitment is a set of activities designed to attract a qualified pool of

job applicants to an organization. Emphasis on the word qualified is
important. Effective recruiting brings employment opportunities to the
attention of persons with abilities and skills appropriate to job
specifications. In the staffing process, human resource planning leads to
recruiting, this sets the stage for selection (Schemerhorn, 1984).

The main objective of the recruitment process is to expedite the

selection process. Both recruitment and selection process together the
two facts of human resource management supply lifeblood to the
organization (French, 1998).

And also, according to Donnelly, et, al, (1995) the primary objective of
recruitment, an essential step in staffing an organization, is to attract the
best qualified applicants to fill vacancies. However, even before acquiring
applicants, is necessary to understand clearly the job that needs to fill.
The methods and procedures used to acquire an understanding about
jobs are called job analysis. Through job analysis, managers decide what
kind of people to hire.

In this process of attracting applicants for the position needed. This

process be fully integrated with human resource planning process and
others human resource activities, especially the selection process. Most
experts maintain that recruitment and other human resource activities
are independent (Russell, 1998).

In general, the main purpose to conduct a research on this title is that management
of employees’ recruitment and selection affects the performance and disorders the
goals and objectives of the organization. While management of employees recruitment
and selection is very important /essential to run smoothly the organization’s activities.

1.2. Background of the Organization

Finoteselam town civil service office is one of the governmental

organizations in Ethiopia. It is situated in west Ethiopia 176km far away
from Bhair Dar.The capacity buildings have 20 functional offices. From
these functional offices I would be selected three offices namely capacity
building, labor union affair and police & security offices.

At present, these selected offices have 450 permanent employees.

From the permanent employees 314 are male and 136 are female.The
organization is very important for Finoteselam town and for the region by
build the capacity of the employee of the government to perform
effectively and efficiently in order to bring tangible and viable
development to the country. The main activities of the organization in the
town is to following the promotion, transfer and employment activities
each sector of the town, to manage other sectors on how to practice to
rule and regulation of the capacity building and providing recruitment
and selection practice.

1.3. Statement of the Problem

Recruitment and selection of employees are among the key

components of an effective human resources management in an
organization. The researcher among that majority of the long run human
resource management problems in an organization will be minimized
through the establishment of effective or sound recruitment and
selection management. Because what an organization can train and
develop is an employee that is proved as capable and trained which is
tested during the recruitment process. Therefore, recruitment and
selection is a critically important step or gate to the remaining human
resource management and develop efforts. Particularly , to those
organization that involve in building the capacity building of others ,
such as civil service office, the role of recruitment plays a key role in
bringing the potentially relevant employees to an organization. However,
many of the practices in recruitment have forced drawbacks from
management side insufficient preparation for recruitment, giving due
weight to the short run gains of recruitment (simply to fill vacant
positions than long run development of human resources) and the like.
There are still other organizations, that have excellent recruitment
practices yet lessons are not derived from them by other organizations.
This study ties to assess and investigate the employee recruitment and
selection practices in civil service office, finoteselam town.

Generally, in order to conduct the study the researcher designs the

following research questions.

1. Is there recruitment and selection practice in the organization?

2. What factors affect the recruitment practices of the organization?
3. Who is the responsible body (staff) to conduct the recruitment and
selection practice?
4. What type of method is used to evaluate the outcome of recruitment
and selection practice?
 Does the organization use advertisement practice to recruitment
employees?
 Does the organization recruit employees by posting vacancies on
the different advertisement Medias like internet, notice boards
and news papers?
5. Do managers manage the recruitment and selection practice of
employees effectively?
6. What are the selections criteria in the organization?
1.4 Objectives of the Study

1.4.1 General Objective

The general objectives of study are to assess the managerial practices of

employee recruitment and selection.

1.4.2 Specific Objectives

The specific objectives of the study are:

 To assess the recruitment and selection practices in the organization.

 To indicate the challenges forced by the organization in recruiting and
selecting employees.
 To assess the extent to which the recruitment policies and procedures
of the organization are implemented.
 To draw lessons on employee recruitment and selection in civil service
organization.
1.5 Methodology of the Study

1.5.1. Sources of Data

The study focus on management of employee’s recruitment and selection

practice on civil service office, finoteselam town.. The researcher would be
used both primary and secondary sources of data. The primary source of data
collected in the form of questionnaire.

The secondary source of data collected in the form of books, reports, manuals
and documents.

1.5.2 Study Design

The researcher would be used the probability sampling technique in

conducting this research. Among the probability sampling techniques, the
stratified sampling

design would be used. When the population was heterogeneous with respect to
offices under study. Then the technique of stratified sampling was used to
obtain more efficient and accurate results. So, civil service office, finoteselam
town functional office was grouped in to stratum.

Sample size: The researcher would be used 62 samples among 450 employees
including their manager. These 62 samples are 13.7% from the total population
of the employees of the organization.

Number of population (N) = 450

Sample size (n) =62

Sample frame= Total No. of employees in each office x sample size

Total No population (N)

Table 1.1 sample frame determination (No. of respondents in each functional
offices)

No Functional Total No of Percentage samples

office Employees (%) taken

1 Capacity 35 35x100=7.77 35x62 4.8

Building
450 450

2 Labor union 23 23x100=5.11 23x62 = 3.6

Affairs
450 450

3 Police and 392 392x100=87.1 392x62=49.8

security offices 7

450

Total 450 100% 62

Source: from organization document

1.5.3 Method Of Data Collection

While conducting this research both primary and secondary data are used.
Primary data would be gathered using questionnaires. The questions would be
distributed to the employees of the organization. The researcher would be
designed the questionnaire both open ended and close-ended questions to
collected data from the respondents. The researcher prepared and distributed
the questionnaires among the appropriate respondents provided in sufficient
time.

 Open- ended Form: The respondent is asked to provide its own answer to
the question. The respondents answer is not any ways limited. Because
there is not restricted. The respondents are free from anything to answer the
questions. So, it is not possible to get uniform answers and difficult process.
For open ended questions have enough provided spaces is provided to
answers.
 Close- ended form: The respondent is asked to select its answer from
among a list of provided by the researcher. They provide greater uniformity
responses and they are easy. Because, close ended question is restricted to
the respondents.
For this type of questions design experience boxes is/are given provided.

Secondary data would be collected from the organization reports, plans,

magazines, and previously documents conducting to relate the study.

1.5.4 Data Collection Procedure

As a researcher data collection procedure would be through questionnaire. The

questionnaire would be administered both open-ended and close-ended forms.

First, the researcher would tell the purpose of the researcher, then distribute
the questionnaire the sample employees and manager of the organization to get
overall about recruitment and selection practice. Finally, the required data
would be collected.

1.5.5 Data Processing And Analysis

After collecting data the researcher would coded and edited the collected data.
Then the researcher would be quantitatively analyzed the respondents
response by using tabulation and percentage for each questionnaire. Finally,
the data would be presented after complete of the research finding report.
The researcher would be used descriptive type of research because the
intention of the study is to assess or evaluate the present situation of the
recruitment and selection practice.

1.6 Significance Of The Study

In general, this investigation has some major significance. For example;

 The study would be providing to management of employees recruitment and

selection practice in civil service office, finoteselam town. This researcher
would be benefit to other researcher would be conducted the same study as
a research.
 The study would be benefit to the researcher to practice theories learned in
research under taking.
1.7 Scope of the Study

Recruitment and selection is inevitable at all levels of the organizations.

The scope of the study would be concerned with civil service office, finoteselam
town. which was the western region. The study would focus on recruitment
and selection practice in the organization concerning employees or applicants.
Because of financial and time constraints are restricted the researcher to study
only civil service office, finoteselam town.in the western region.

1.8 Limitation of the Study

In this study the researcher faced the following limitations. Time and budget
constraint and un willingness of the respondents are the major limitation of the study.
Even though volunteer respondents may respond or information is not completely
reliable.

Because they are bored form the repetitive questionnaire form different students.
1.9 Organization of the Paper

This research paper is organized in to four chapters. The first chapter is about
introduction aspect i.e. include back ground of the study, back ground of the
organization statement of the problem, objective of the study, and limitation of
the study, significance of the study, scope of the study and limitation of the
study. Chapter to includes review of related literature which written in various
books other related documents regarding recruitment and selection. Chapter
three is about data presentation and analysis based on the collected data
information from the respondents. The last chapter which is chapter four
includes a conclusion and recommendation.

Chapter Two

2. Reviews of Related Literature

2.1 Definition of Recruitment

Recruitment is the process of attracting and finding capable applicants

for the positions needed. This process should be fully integrated with the
HRP process. Most experts maintain the recruitment and other HRM
activities are interdependent (Russell, 1998).

Recruitment is defined as activities or practices that define the

characteristics of applicants to whom selection procedures are ultimately
applied. The activities that define the desired characteristics of
applicants for specific jobs (Daft, 1997).

According to Flippo (19988) “Recruitment is the process of searching the

candidates for employment and stimulating them to apply for jobs in the
organization.” It is the activities that link the employers and the job
seekers.

About recruitment different writers define in own words at different times

and places in different manners. But the concept or message of their
general understanding is the same. So, it is the process to obtain
employees who have the abilities and attitudes desire by the organization
to commit its most activities on finding skilled manpower, because the
success and failure of the organization depends on its work force.

2.1.1 Recruitment Process

Recruitment is the process of attracting individuals on a timely basis in

sufficient numbers and with appropriate qualifications, and encouraging
them to apply for job with an organization. Applicants with qualifications
most closely related to job specifications may then be selected (Monday.
et, al, 1999).

Recruitment and selection is the major function of the HR department

and recruitment process is the first step towards creating the competitive
strength and the strategic advantage for the organizations. Especially
large organizations, recruitment are a complex and continuing process. A
general recruitment Process is as follows:

 Identify the vacancy.

 Preparing job description an person specification.
 Short listening and identifying the prospective employee.
 Arranging the interviews with in the selected candidates.
 Advertising the vacancies.
 Managing the responses.
 Conducting the interview and decision making.
The recruitment process is immediately followed by the selection process
that the final interviews and the decision and the appointment
formalities (Meresa, No year).

External Environment t

Internal Environment

Human resource planning

Alternatives to recruitment

Recruitment

External
source
 Internal
source

External
Internal methods
methods

Recruited
Individuals

Figure 2.1 the Recruitment process (Monday.et, al, 1999)

2.1.2 Purpose and Importance of Recruitment

Recruitment have several purposes and importance for the organization.

Some of these are:

 Attract and encourage more and more candidates to apply in the

organization.
 To create a talent pool of candidates to enable the selection of best
candidates for the organization.
 To determine present and future requirements of the organization
in conjunction with its personnel planning and job analysis
activities.
 Recruitment is the process which links the employers with the
employees.
  To increase the pool of job candidates in minimum cost.
 To help increase the success rate of selection process by decreasing
number of visibly under qualified or over qualified job applicants.
 To help reduce the probability that job applicants once recruited
and selected will leave the organization only after a short period of
time.
 To meet the organizations legal and social obligations regarding the
composition of its work force.
 To begin identifying and preparing potential job applicants who will
be appropriate candidates.
 To increase organization and individual effectiveness of various
recruiting techniques and sources for all types of job applicants.

2.1.3 Sources of Recruitment

Every organization has the option of choosing the candidates for its
recruitment process from two kinds of sources internal and external
sources.

2.1.3.1 Internal Source Of Recruitment

Finding qualified applicants with in the organizations is the main goal of

the internal recruiting effort. There are several methods for locating these
applicants. Among the most common are:

1) Job posting: It involves announcing job openings to all current

employees. Some organizations have developed computerized job

 posting system so that employees can be obtain information on their
computer screens.

Job posting systems were found in three fourths (3/4) of the

organizations surveyed in one study (French, 2007).

2) Employee Referrals: Informal communications among managers can

lead to the discovery that candidates for jab is already working in

different sections of the organization. In some cases, referrals of
candidates are made through “support networks” established by
certain groups have and noticeable influence in the organization
(French, 2007).

3) Skill inventories: Information on every employee’s skills, educational

background, work history and other important factors is stored in a

database, which can be used to identify employees with the attributes
needed for a particular job.

4) Transfers: The employees are transferred from one organization to

another according to their efficiency and experience.

5) Promotions: The employees are promoted from one organization to

another more benefits and greater responsibility based on experience

and efficiency.

2.1.3.2 External Source Of Recruitment

It concerns recruitment from outside the organization is the most

difficult part of recruitment. The success of an expanding company one
with many positions demanding specialized Skills often depends on the
effectiveness of the organization’s recruitment program. Typically, the
 external recruitment process makes use of a variety of methods. Some of
these methods are (French, 2007):

1. Advertising: A way of communicating the organization’s employment

needs to the public through media such as radio, newspapers,
television and industry publications.
2. Employment agency: An organization that assists organizations in
recruiting employees and also aids individuals in their attempts to
locate jobs.
3. Internships: A special form of recruitment that involves placing
students in temporary jobs with no obligation either by the
organization to hire the student
permanently or by the student to accept a permanent position with the
organization following graduation.

4. Field recruitment: Companies interested in recruiting new college

graduates that generally do more than simply contact school
placement offices. They send recruiters to the campus itself to tell
students what the company can offer and to screen potential
applicants (French, 2007).
5. Unsolicited Applicants:- Recruitment is an active and often aggressive
process. To find the best candidates for employment, organizations
get out and search for them (French, 1998).
6. Employee Referrals:- Many organizations have structured system where
the current employees of the organization can refer their friends and
relatives for some positions in their organization. Management can
inquire these leaders for suitable jobs(Meresa, no year).
2.1.4 Advantages And Disadvantages Of Source Of Recruitment

Source of Advantages Disadvantages

Recruitment

Internal  The employee is already  Continuity is not always

known. such good things.
 His or her performance in the  Politics probably has a
job will usually before greater impact.
predictable.  Difficult to understanding
 Less time will be needed for the that time and money
person to adopt the already invested.
environment.  It creates vacancies
 To raise employee morale.  In sufficient supply of
 To improve organizational candidates.
climate.  Stifles diversity.
 Less costly, faster and cheaper.
 To motivate employees.

Table 2.1 Advantages and Disadvantages of Internal source of recruitment.

Source of Advantages Disadvantages

Recruitment

External  The approach can  The

facilitate the introduction of
introduction of new new personnel
ideas and thinning may have a
in to corporate negative impact
 decision making. on workgroup
 To increase cohesion and
diversity morale.
 To facilitates  It is very costly.
growth.  Less reliable
 It can save training performance
time. data.
 New or novel  It is expensive
problem solving. and slower.
 Stifles up ward
movement of
personnel.
Table 2.2 Advantages and Disadvantages of External source of recruitment.

2.1.5 Factors Affecting Recruitment

Recruitment is not simple task and like most of human resource

functions, it is affected by both internal and external factors could
facilitate or limit the recruitment process in attracting large number of
qualified applicants.

2.1.5.1 Internal factor:- Many factors pertaining to the organization

itself affect the resources of the recruitment program. Probably the most
important factor is the organization’s reputation in terms of its services.
Overall the organization projects a certain image to the community at
large, and this influences its ability to attract qualified applicants. Some
of an important organizational factors in recruitment are:

 Companies image to the community or good will.

 Relations with labor market.
 Organizational culture and climate.
  Size of wage and salary and cost.
 Organizational objective and needs of the organization.

2.1.5.2. External Factors

Like other HR functions, the recruitment process does not take place in a
vacuum. The external factor influences recruitment success in a variety
of ways. Most obviously, the conditions:

 Labor market:- Affects the supply of qualified applicants.

Communication from other organizations can reduce the pool of
qualified applicants or raise salary expectation be yond what the
organizations is willing to pay (French, 2007).
 Economic trends:- It can influence both the member of people
pursuing certain occupations and the demand for their services.
 Social attitudes:- About the particular types of emplacement will
also affect the supply of applicants or workers.
 Federal and state Regulations:- It is concerning equal employment
opportunity and affirmative action set the framework within
which a recruitment program must function (French, 2007).
 Computation from other organizations:- The recruitment policies of
the competitors also affect the recruitment function of the
organizations. To face the computation, many times the
organizations have to change their recruitment practices
according to the polices being followed by the competitors
(Meresa, no year).
 Image /Good will:- Image of the employer can work as a potential
constraint for recruitment. At an organization with positive
image and good will as an employer finds it easier to attract and
 retain employees than an organization with negative image
(Meresa, no year).
2.1.6. Recruitment Policy Of Accompany

In today’s rapidly changing business environment, well defined

recruitment policy is necessary for organizations to respond to its HR
requirements in time. Some of the policies are:

 General recruitment policies an terms of the organization.

 Recruitment services of consultants.
 Recruitment of temporary employees
 Unique recruitment situations.
 The selection process.
 The job descriptions.
 Terms and conditions of the employment.
2.1.7 Recent Trends In Recruitment

A. Out sourcing:- Accompany may draw required personnel from out

sourcing firms. The out sourcing firms help the organization by the initial
screening of the candidates according to the needs of the organization
and creating a suitable pool of talent for the final selection by the
organization (Meresa, no year).

B. Poaching/Raiding:”Buying talent” is the latest being followed by the

organizations today. Poaching means employing a competent and
experienced person already working with another reputed company in
the same or different organizations might be a competitor in the
organization. It has become a challenge for HR managers to face and
tackle poaching, at it weakness the competitive strength of the
organization (Meresa, no year).
C.E-Recruitments: many big organizations use internet as source of
recruitment. This is the use of technology to assist the recruitment
process.

2.1.8 HR Challenges In Recruitment

The major challenges faced by the HR in recruitment are:

 Adaptability to globalization:- The HR professionals are expected

and required to keep in tune with the changing times that the
changes taking place across the globalization.
 Lack of motivation:- Recruitment is considered to be a thankless
job. Even if the organization is achieving results, HR department
or professionals are not thanked for recruiting the right
employees and performers.
 Process Analysis:- The immediacy and speed of the recruitment
process are the main concerns of the HR in recruitment. The
process should be flexible, adaptive and responsive to the
immediate requirements.
 Strategic prioritization:- The emerging new systems are both an
opportunity as well as a challenge for the HR professionals
(Meresa, no year).
2.1.9 Recruiting Evaluation

Evaluating the success of recruiting efforts is important because that is

the only way of finding out whether the efforts are cost effective informs
of time and money spent. General areas for evaluating recruiting include
the following:
  Quantity of Applicants:- Because the goal of good recruiting program
is to generate a large pool of applicants from which to choose,
quantity is a natural place to begin evaluation.
 EEO Goal Met:- The recruiting program is the key activity used to
meet goals for hiring protected- Class individuals. This is especially
relevant when a company is engaged in affirmative action to meet
such goals.
 Quality of applicants:- In addition to quantity, there is the issue of
whether the qualifications of the applicant pool are sufficient to fill
the job openings.
 Cost per Applicant Hired:- Cost varies depending on the position being
filed, but knowing how much it costs to fill an empty position puts
turn over and salary in prospective.
 Time required filling opening:- The length of time it takes to fill
opening is another means of evaluating recruiting efforts.
2.2 Selection

In almost all organizations, the HRD is responsible for designing the

selecting system and managing its every day operations.

Selection is the process of choosing from a group of applicants those

individuals best suited for a particular position and an organization
(Monday. et, al, 1999).

According to Schermerhorn (1984); selection is the process of choosing

from a pool of applicants the person or persons best meeting job
specifications.

According to Wright (1995) selection is the process of screening out

unqualified job candidates and deciding which of the remaining
candidates is to hire.
2.2.1 Selection Process

Selection process is affected by the other human resource functions. The

goals of the selection process are to make a proper match of people with
jobs and the organization (Monday. et, al, 1999).

In seeking information all relevant factors, the employment manager

many make use of the following techniques (Myers &Pigors, 1981).

1. Preliminary interview

The selection process often begins with a preliminary interview. The

purpose of this initial screening of applicants is to eliminate those who
obviously do not meet the position’s requirements. At this stage, the
interviewer asks a few straight forward questions. In addition to
eliminating obviously unqualified job applicants quickly, preliminary
interview may produce other positive benefits for the organization
(Monday, et, al, 1999).

2. Completion of Application Blank

Almost all organizations use an application blank of some sort, although

the amount of information requested varies. It can help screen
candidates in that the information requested may indicate clearly that
they lack necessary training or experiences (Hodgetts, 1991).

3. Employment interview

One of the most widely used tools in selection. In general terms, there are
two types of interviews. It is a goal oriented conversation in which an
interviewer and an applicant exchange information. The most commonly
used type of interviews approach is:
 Structured Interviews:– A process in which an interviewer consistently
presents the same series of job-related questions to each applicant for
a particular job (Monday, et, al, 1999).
 Unstructured Interview:– Meetings with job applicants during which
the interviewer ask probing, open ended questions (Hodgetts, 1991).
4. Reference checks

Away to gain additional insight in to the information provided by an

applicant and away to verify the accuracy of the information provided
(Monday. et, al, 1999).

5. Employment Tests

Employment tests are used to screen applicants on the basis of

preference, simulation and paper and pencil. The most common
employment tests are preference test, preference simulation and paper –
and- pencil variety.

6. Physical Examination

Before the actual hiring decision, is the physical examination merely

because the person seems qualified to do the job does not mean he or
she can do the work (Hodgetts, 1991).

The basic purpose of the physical examination is to determine whether

an applicant is physically capable of performing the work (Monday. et, al,
1999).

2.2.2 Factors Affecting Selection Process

A standardized screening process that can be followed consistently would

greatly simplify the selection process. The following sections are
describes environmental factors that impact the selection process.
A. Legal consideration:- HRM is influenced by legislation, executive orders

and court decisions. Managers who hire employees must have extensive
knowledge of the legal aspects of selection.

B. Speed of Decision making:- The time available to make the selection

decision can also have major effect on the selection process. Suppose, for
instance, that the production manager for a manufacturing firm comes to
the human resource manager’s office and says, “My only quality control
inspectors just had a fight and both resigned.”

C. Organizational Hierarchy:- Different approaches to selection are generally

taken for filing positions at varying levels in the organization. For

instance, consider the differences in hiring atop-level executive and a
person to fill a critical position. Extensive background checks and
interviewing would be

conducted to verify the experienced capabilities of the applicant for the

executive position.

D. Applicant Pool:- The number of qualified applicants for a particular job

can also affect the selection process. The process can be truly selective
only if there are several qualified applicants for a particular position.

2.2.3 Selection Criteria

In order to ensure that the best available candidates are selected, an

organization must compare the applicants against the criteria
established for the job. These criteria can be grouped in to five basic
categories (Hodgetts, 1971).

 Education: The employee selecting from a pool of job applicants

wants to find the person who has the right abilities and attitudes
 are present because of genetic, they wear learned in home,
school, and so on. Most employers attempt to screen for abilities
by specifying educational background.
 Experience: The employees have often experience with ability as
well as with attitudes prospects that has performed the job
before applying for similar job.
 Physical characteristics: In the past many employers consciously
or unconsciously used physical characteristics a selection
criteria, many times this practice discriminated against ethnic
group.
 Personal characteristics: Some employees have proffered stable
married employees assuming these characteristics higher
performance other organization preferred single person because
their more willing to be transferred.
 Personality types: Before, examining these selection criteria,
however, we must note that any criterion used for selection must
be job related. The criterion must be assists in predicting which
applicants are most likely to do the best job. To make this
prediction, an organization must use selection devices or
instruments that are both reliable and valid.
1. Reliability:- A test or other selection device or instrument refers to the

consistency of the result its process. If the same person can score high
on a test one week and low the next week, the test is not reliable (French,
2007).

2. Validity:- The degree to which the scores or rankings it provides relate

to success on the job. Obviously, reliability and validity are closely

connected. There are three general methods, but they tend to overlap and
in a particular situation they may all be appropriate.
A. Criterion- related validity: A test validation method that compares the scores on
selection tests to some aspect of job performance as determined (Monday. et, al, 1999).

B, content validity:- A test validation method in which a person performs certain

tasks that are actual samples of the kind of work a job requires or completes a paper-
and pencil test that measures relevant job knowledge.

C, Construct validity:- Attest validation method to determine whether a selection test

measure certain traits or qualities that have been identified as important in
performing a particular job (Monday. et, al, 1999)

2.2.4 Selection Decision

Final responsibility for analysis of all the data and making decisions to hire or
reject job applicants rests with the manager. This may be done with or without
the counsel of the personnel department or other persons with or for whom the
job applicant would work. It is generally best to allow as many other relevant.
Process as possible to offer their inputs. This ensures that all possible factors
are considered before a decision to reject or hire is made (Schermerhorn, 1984).
 CHAPTER- THREE

3. METHODOLOGY

3.1 DATA SOURCE

The study will conducted at the Finote selam civel service office to assess the
managerial practices of employee recruitment and selection. And will used
both primary and secondary sources. The primary sources will be collected from employees of
the city adminstration and from employees who take management position at different levels and
the secondary sources will collected from any documents related to labor description, published
documents, manuals, periodic reports and other written materials which have related sources to
the subject matter.

3.2 METHOD OF DATA COLLECTION

The primary data for the study will be collected through self-administered questionnaires (a
questionnaire field by the respondents themselves) and through unstructured interview
questionnaire which will filled by the researcher a long with the respondents. The self-managed
questionnaire will distributed to those respondents who are operational workers of the university.
This is because self-administered questionnaire save the time of the researcher as well as gives
freedom to the respondents to fill what they feel and enables the researcher to gather more data
within a short period of time.

The interview questionnaire will collected from those respondents who assume management
positions this enables the researcher to ask questions like how and why questions based on their
respondents. This enables the researcher to find out more data from these respondents. Interview
questionnaires important to address those information’s which are not collected from annuals
reports, manuals and any documentary records which are have related information to the subject
matter.

3.3 SAMPLING TECHNIQUES

The sampling technique that I will use for this study is non-probabilistic sampling techniques.
Non-probabilistic sampling technique is important since it enables the researcher to select
respondents who are assumed to have the necessary information based on the researcher’s
personal judgment. Among the non-probabilistic sampling techniques judgment sampling was
applied for this research. This is because as it was stated above this helps the researcher to select
respondents who have the necessary information based on their experience and educational level.
In other words it helps the researcher to select respondents who have use full information for the
study, which they accumulated from their experience and education.

The researcher will prepare and distributed questionnaires to self-administer respondents. In

additional to self-administer questionnaires the researcher also will use interview questionnaires
along with manages at different level.

3.4 METHOD OF DATA ANALYSIS AND INTERPRETATION

After both primary and secondary data will be obtained from the necessary sources the
researcher processed the data in a way that help the researcher for effective analysis and
interpretation. In data processing, data will be edited for possible errors and omissions as soon as
possible in the process of data collection and these data will be sorted in different categories.
Using different categories like charts, tables percentages the researcher will summarize the
processed data. Based on these summarize data the researcher will analyzed and interpreted the
results. Finally the researcher presents his findings or the output of the study using different
forms.