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.

1
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.

2
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?

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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

4
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)

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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.

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 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

7
 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.

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 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

9
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).

10
 External Environment t

Internal Environment

Human resource planning

Alternatives to recruitment

Recruitment

External
Internal source
source

External
Internal methods
methods

Recruited
Individuals

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

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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.

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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.

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 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).

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 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.

15
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.

16
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

17
 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

18
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:

19
  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.

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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:

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 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.

22
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,

23
 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).

24
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).

25
Chapter Three

3. Data Presentation And Analysis

This chapter is concerned with the presentation and analysis of data are
collected through questionnaires were distributed to the employees and the
managers of the organization. The data to be presented and analyzed is mainly
primary data gathered through questionnaire. Out of the total population
/sample size/ that the questionnaire is administered for 62 respondents
including the manager. Among those 38 questionnaires are returned by the
respondents and the remaining 4 questionnaires are taken as uncollectible or
not returned.

3.1 Background Of The Respondents

Understanding of the background of the respondents is very important to the

researcher in order to different and to know the problems and also to identify
the possible solution for those problems according to the background of the
study. Therefore, the researcher tried to deal with the basic variable of the
respondents as discussed below.

Table 3.1 sex and age distribution of respondents

No Question No of respondents Percentage /%/

FREQUENCY
1. Sex:
A. Male 23 60.5
B. Female 15 39.5
Total 38 100
2. Age:
A. <25 7 18.4
B. 26-30 7 18.4
C. 31-35 10 26.3
D. 36-40 8 21.0
E. >40 6 15.9

Total 38 100
Source: Questionnaire 2017

26
 From the above table can shows employees distribution in civil service
office, finoteselam town by sex and age.

Item No, 1 of table 3.1shows the distribution of civil service office,

finoteselam town employees. According to the response 23 (60.5%) of the
sample population are males and 15 (39.5%) of the population are females. The
suggestion of this data, civil service office, finoteselam town employees at
male dominated; hence we can deduce that there is no equal employment
opportunity for females in the organization. However in the employment policy
of civil service office, finoteselam town it is stated, as civil service office,
will not discriminate against an employee or applicant for employment here
there is a gap with regard to what the policy said and its implementation.
Where there is vacancy announcement to the organization, the numbers
of female applicants who are skilled and qualified are less than those of
males. This might be the cause that employees in civil service office are male
dominated.

Item No 2 of table 3.1 indicates the age distribution of employees in the

organization. Out of the total sample population 10 (26.3%) of respondents are
between age ranges of 31-35 years, 8(21%) of them are between 36-40 years,
7(18.4%) of the respondents are less than 25 and 25-30 years old each. The
remaining 6 (25.9%) of them are above 40 years of age. From this data we can
understand that civil service office, finoteselam town employees are almost
young a middle aged, because most of the employees are found in between 25
and 40years age. So, this is a good indicator that civil service office has a
potential and power full work force who can serve that the organization for a
long period of time.

27
Table 3.2 Qualification, service and position distribution of respondents

Q.No Question No of respondents Percentage (%)

FREQUENCY
3. Educational qualification
A. Primary education 1 2.6%
B. 10+2 completed 2 5.3%
C. Certificate 2 5.3%
D. Diploma 13 34.2%
E. First Degree 19 50.0%
F. Master and above 1 2.6%
Total 38 100
4. How long you served in this
organization (in years)
A. 1-5 24 63.3%
B. 6-10 11 28.9%
C. 10-15 2 5.3%
D. Above 1 2.6%
Total 38 100
5. Your current position in the
organization
___________________________ 0 0
A. Office head 11 28.9
B. Coordinator 5 13.2
C. Successor 22 57.9
D. Employees
Total 38 100
Source: survey Questionnaire 2017

Item No. 3 of table 3.2 among the many questions required educational
qualification or level is the most important one. civil service office,
finoteselam town are qualified with different educational levels. Out of the

28
total sample population 19(50%) of are first degree holders, 13(34.2%) of the
sample population are diploma, 2(5.3%) of 10 and 12 completed and certificate
each individual and also 1(2.6%) of the sample population are primary
educated and masters and above each. From this data most of the employee in
civil service office, finoteselam town are qualified.

Item No 4 of table 3.2 shows years of service in the organization. according to

24 (63.2%) of the sample population serve the organization 1-5 years,
11(28.9%) of the sample population serve for 6-10 years, 2(5.26%) of them the
sample population are serve for 10-15 years, and 1(2.63%) of them the sample
population are serve for more than 15 years. In order to achieve a participative
important in to the organization there is a need to have experienced, because it
is clear that experience is acquired through long practice of work and most of
the sample population is less than 6 years service within the organization.

Item number of table 3.2 shows that further more 22 (57.9%) of the total
sample population are employee, 11(28.9%) of them the sample population is
coordinators, and 5(13.2%) of the respondents are successor. From the above
data indicated that there is many coordinators for employees to work effectively
in the right time.

3.2 Recruitment And Selection Criteria

The essence of recruitment and selection is the effective matching or bringing

together a job and a person. If a recruitment and selection program is to
successful, the employee characteristics believed necessary for effective
performance on the job should be stated explicitly in the specification. The
criteria can be summarized by the table.

29
Table 3.3 Recruitment and Selection Criteria

1. Which type so employee selection criteria is applied by the organization

in employee them?
Alternatives No of respondents Percentage %
a. Educational qualification 12 31.6
b. Experience 18 47.4
c. Personal characteristics 4 10.5
d. Physical characteristics 0 0
e. Personality type 4 10.5
To what extent were the recruitment and selection criteria related to the job?
Alternatives No of respondents Percentage %
a. High 13 34.2
b. Medium 24 63.2
c. Low 1 2.6
Total F38 100
Source:- survey questioner 2017

Item number 1 of table 3.3. Responses for regarding development of

recruitment and selection criteria will be analyzed. It can be seen from the
table shows that 18(47.4%) ;out of the total sample. Population replied that
experience, 12(31. %) of the sample, population replied that educational
qualification and the remaining 4(10.5) of the respondents are personal
characteristics and personality type each individual. In fact from this data the
organization we examine that the focused on experience and educational
qualification requirement to recruit and select the employee.

Item number 2 of table 3.3. Indicates that the extent of which related with the
job in the organization 24 (63.2% of the total sample population replied the
extent of relationship is medium,13 (34.2%) of them are replied high and the
rest 1 (2.6%) of the respondent is low related with the job from this result
conclude that the selection measurement or criteria are related to some extent
with the job.

30
Based on the criteria that have been mentioned earlier the organization may
tries to analyzed. As table 3.3 of item number 3 indicates that fair and
satisfaction that civil service office, finoteselam town has no problem in the
recruitment and selection process. Even though the respondents answer leads
to positive conclusion the employees response. Because that fairly large
number of respondents of the response express that there medium and highly
related with the job. But only one respondent was answer low among those 1
(2.6) of them may replied it is due to lack of information with in the
organization.

3.3. Sources Of Recruitment And Selection

Once the organization has decided it need additional or replacement

employees, it is faced with the decision how to generate that necessary
applicants. Based on the review literature there are two types of sources of
recruitment and selection. These are internal and external sources.

Table 3.4 sources of recruitment and selection

1. Which type of recruitment and selection do you think is important to

hour organization?
Alternatives No of respondents Percentage %
a. Internal recruitment 22 57.9
b. External recruitment 10 26.3
c. Both of them 6 15.8
Total F38 100
Source: survey questionnaire 2017

As embodied on table 3.4 show that 22(57.9%) of the total sample population
replied that internal sources of recruitment and selection, 10(26.3%) of them
replied external sources of recruitment and selection and the remaining
6(15.8%) of the respondents replied that both of them internal and external
source of recruitment and selection. From this result we can deduce that the
organization is mostly used in internal source of recruitment and selection.

31
Because external source of recruitment and selection is more costly than
internal source of recruitment and selection.

3.4. Employee Satisfaction

Employee satisfaction may be indirectly related to high job performance

through on influence motivation. If satisfaction improves motivation and their
fore, organizations as well as individual employees can benefit from employee
derived from group membership. Group membership may also be means for
satisfying needs for security, power and esteem.

Table 3.5 Employee satisfaction

1. Does your present current position is satisfied for you?

Alternatives No of respondents Percentage %
a. Yes 26 68.4
b. No 12 31.6
Total 38 100
Source: survey questionnaire 2017

The above table shows that 26(68.4%) of the respondents replied that satisfied
their present position within the organization. the other 12 (31.6%) of the
sample respondents replied that no satisfied by their current present position.
From the above data we cash understand that majority of the employees are
satisfied and motivated by the current position in the organization. So, the
organization tries to motivate the remaining unsatisfied employees.

1. How the HRM understands the functional offices recruitment and

selection need?
Alternatives No of respondents Percentage %
By vacant position 9 23.7
By request sector office 8 21.0
By organizational structure 21 55.3
Total 38 100

32
From the above table indicates that concerning the total number of sample
population or respondents 21 (55.8%) of them are says human resource
management department have understand the functional office need by
organizational structure, where as the rest 9(23.7%) and 8(21%) of the
respondents replied that the human resource management understand by
vacant position and by request sector office respectively from the total number
of sample population or respondents. Therefore, as a majority of respondents
says that the human resource manager understands the functional office need
is more of by organizational structure. Because, organizational structure is the
set of relationships within an organization which are established or consistent
over time.

3.5. Evaluation Of Recruitment And Selection Management

Evaluating the success of recruiting and selecting efforts is important because that is
the only way to find out whether the efforts are cost effective in terms of time and
money spent.

Table 3.7 Evaluation of Recruitment and Selection Management

1. What is the level of recruitment and selection management in the organization?

Alternatives No of respondents Percentage
%
a. Excellent 4 10.5
b. Very good 9 23.7
c. Good 22 57.9
d. Poor 3 7.9
e. Very poor 0 0

2. How much the degree of evaluating the knowledge of managers or evaluators

about recruitment and selection evaluation system in your organization?
Alternatives No of respondents Percentage
%
a. Very high 5 13.2
b. High 12 31.6
c. Medium 20 52.6

33
 d. Low 1 2.6
e. Very low 0 0
Total 38 100
3. How do you measure the evaluation criteria in the organization?
a. Clear and related with the job 32 84.2
b. Clear and unrelated with the job 4 10.5
c. Unclear and unrelated with the job 1 2.6
d. Do not known 1 2.6
Total 38 100
Item number 1 of table 3.7 shows that the level of employees recruitment and
selection management in the organization out of the total sample population
22(57.9%) of them are replied that good, 9(23.7%) of the respondents replied
very good, 4(10.5%) and 3(7.9%) of the sample population replied that excellent
and poor respectively. From the above data results we can understand that the
level of recruitment and selection is good in the organization. But the
organization is worked day to day to overall the current level of recruitment
and selection management in the organization. as indicated on table 3.7 item
number 2 are the degree of evaluating the knowledge of managers or evaluators
about recruitment and selection system in the organization, 20(52.6%) of the
sample respondents response had medium, 12(31.6%) of them are high, and
the remaining 5(13.2%) and 1(2.6%) of the respondents replied that very high
and low each Individual respectively. From this we can understand or conclude
that the level of knowledge’s of managers or evaluators are considered as more
important to promote employees. Item number 3 of table 3.7 indicates that
measures the evaluation criteria in the organization, 32 (84.2%) of the total
sample population replied that clear and related with the job, 4(10.5%) of them
replied that clear and unrelated with the job and the remaining 1(2.6%) of the
respondents said that unclear and unrelated with the job and do not known

34
each.Table 3.8

1. Is there clearly well defined purpose of recruiting and selecting

employees in your organization?
a. Yes 33 86.8
b. no 5 13.2
Total 38 100
Source: survey questionnaire 2017

From the above table indicates that 33 (86.8%) of the total sample population
say yes and the remaining 5(13.2%) of them are no. based on this result there
is clear and well defined purpose of the organization will leads to an effective
recruiting and selecting employees. As we have seen above BCB a clear and
well defined employees recruiting and selecting.

3.6. Responsibility For Recruitment And Selection

Once the organization has decided it need additional or replacement

employees, it is faced with the decision how to generate the necessary
applicants.

Table 3.9 Responsible for Recruitment and Selection Process

1. Who is the responsible to manage the recruitment and selection process in the
organization?
a. Top level manager 14 36.84
b. Middle level manager 23 60.53
c. Low level manager 1 2.63
d. Others 0 0
Total 38 100
2. Do you think the responsible body is the right one with the knowledge of recruitment and
selection?
Alternatives No of respondents Percentage (%)
a. Yes 36 94.7
b. No 2 5.3
Total 38 100
Source: survey questionnaire 2017

35
Different managers emphasis different activates management styles. There are
many reasons for these differences including the managers. Training,
personalities and backgrounds, item number 1 of table 3.9 shown that the
responsible to manage the recruitment and selection process in the
organization is that 23(60.53%) of the employees responded by middle level;
managers, 14(36.84%) of them the respondents says replied top level managers
and the rest 1(2.63%) of the sample respondents are low level manager. Based
on the above data results to conclude that middle level managers are the
responsible to manage the recruitment and selection process in the
organization. Because it is located in the organizations hierarchy between top
and low level managers described tactically. The role of middle level managers
is to be an administrative controller who bridges the gap between higher and
lower level mangers. It is now requires them to be not only administrative
controllers but also developmental coaches to the people who reports them.
But top level managers is the senior executives of an organizing and
responsible for its overall management of the organization strategically.

Item number 2 of table 3.9 indicates that 36 (94.7%) of the respondents said
that the responsible badly is the right (qualified) one while the remaining
2(5.3%) of the total sample respondents think that the responsible body is no
the right one with the knowledge of recruitment and selection.

Table 3.10 Recruitment and Selection Team

1. Do you have recruitment and selection team in the organization

Alternatives No of respondents Percentage (%)
a. Yes 29 76.3
b. No 9 23.7
Total 38 100
From table 3.10 indicates that 29 976.3%) of the respondents are agreed that
they have got recruitment and selection term in the organization. The
remaining 9(26.7%) of them they haven’t got recruitment and selection team in
the organization. To understand the results the organization rules and

36
regulations is preliminary responsibility of the organization which minimizes
their mistakes and confusions during the first sight in the organization.

Open ended questions

Q1 how to the manager recruitment and selection complains in the

organization?

The respondent revealed some thing about complain handling about

recruitment and selection, if the complain come up with recruited by the
organization also stand by reduced or eliminated by establish grievance
handling committee. The committee looked and thing attentively and
solve the complain as required as respondents the organization has its
own structure and regulation to solve the problem encounter for
recruited and other body those who has linkage with human resource
function. Especially the respondents were shown the bureau of capacity
building shown the bureau of capacity building always ready to see back
after recruitment and selection.

Q2. What are the problem do you see in the organization. Recruitment
and selection process of employees?

As respondents said that many problems signalized in the organization.

For example lack of well define recruitment and selection criteria and
also implementation additionally, they told to me recruitment and
selection is not fairly takes place, that means a person he / she has
communication access with the manager and recruiter he/she easily can
get the chance to recruitment and selection. Through un skilled and less
knowledgeable recruiter case the recruitment and selection activity
become fragmented and takes place by lottery method rather than skilled
and knowledge based.

37
Therefore, such kinds of problems affect the organization current ongoing
realization of goal. So , that the concerned body should provide valuable
consideration and overcome such problem to realized the expected goal.

Q3. Describe if you have any suggestion, comment in the recruitment and
selection evaluation of the organization. The target sample population said
valuable suggestion to strength the organization recruitment and selection
performance. Among other things some of suggestion revealed as follows:

 The organization should recruitment and selection with the line of the
organization rule and regulation.
 It should apply process re-engineering to expedite the realization of
mission and vision.
 Should be aware recruiter and selectee about the recruitment and
selection.
 The organization overcomes the problem by using fair activity rather
than bias center goal achievement.
 The recruitment and selection must be skilled and knowledge based
rather nepotism.
 The organization should eliminate lottery meted recruitment and
selection.
By taking the corrective action listed above and added other vital make up
activity the organization can easily achieve the mission and broad concept of
vision.

Generally speaking, even the organization has complain handling committee to

overcome grievance but the activity talks place before complain handing is
unfair and non participatory. Therefore, only provide focuses to complain by
itself not enough to achieve goal but the fair treatment form starting point up
to final or post recruitment and selection should be station. If done fairly before
there is not complaining at all.

38
Chapter Four

4.1 Conclusion and Recommendation

The major aim of this study is management of the staffing and hiring

practice of civil service office, finoteselam town. The researcher

launches the study by collecting data from the employees through
questionnaire.

Based on the findings on the study and analysis the following

conclusions and recommendation are made.

4.1.1 Conclusion

Recruitment and selection is the process by which the organization is

able to find and attract its employees. Because of this it is regarded as
the most critical task that an organization faces. Without having the
right people for each and every position that an organization has it is
difficult to function effectively and achieve organizational objective as
desired.

For the recruitment and selection process to be effective or successful

managers should corporate with the human resources staff to define and
predict vacancies.

Form what we have seen in chapter 3 so far about the employees

distribution by sex of the respondents with regard to much of
respondents are male which is un considerable the investigation of the
organization.

According, at present civil service office, finoteselam town from all range

of ages. Most of the employees of civil service office, finoteselam town

39
are males and most of them are found in adult and middle age. And they
have good educational status, as we have seen in the analysis most of
them are first degree holders. So, this is generally indicates that since
most of the organizations works in the field areas most of its employees
are males because they can resist the work within the organization.

 The organization has recruitment and selection process but simply

interviewing and giving written exam, and also giving training
based on their performance.
 The organization has responsible body which is a management
committee for conducting recruitment and selection process and it
is the administration.
 civil service office, finoteselam town uses interview and written
exam as a selection criteria but all of more weight is given to
educational level and experience.
 In selection of employees the form manager will be involved mainly
for skilled and qualified man power.
 The organization gives more priority for internal applicant so, this
will be build up moral of employees.
 The criteria that the organization considers to promote employee is
educational level and also some times the service period of time.
 Even though the HRM have a great role in understanding of the
need its employee, however in the case on civil service office, the
department is as much as satisfactory with understanding of the
need of its employee. The position of job involvement is also too
high in civil service office; mean these employees of civil service
office are involved in every day to day diction area of the
organization.
 The major source of recruitment and selection in the organization
in the internal one through promotion in large extent and giving
less attention for the external one.

40
  The most widely used method of recruitment and selection in the
organization is notice board and advertisement.
4.1.2 Recommendation

After identifying some of the problems regarding the staffing or hiring

practice in the organization, the researcher recommended the following
solutions to overcome the problems prevailing in the organization.

The organization should give more emphasis for the HRD for bring.
The department should be strengthen through budget allocation
and should increase the compensation rate to minimize the
turnover of personnel’s and to attract more qualified candidates
applicants.
The proper placement of the right man to the right place should be
given enough attention because it’s the major problem of the
organization. A formal and regular HRP and job analysis helps to
avoid this problem.
The organization should reduce too much dependence on internal
promotion rather it should widen the pool for, recruitment
externally. It should have close relation with universities and
colleges in which fresh blood pumped in to the organization.
The recruitment and selection procedures of the organization
should have a well defined and clearly specified. Guidelines and
they have to be really applicable.
Most of the time civil service office fill vacant positions only from
the existing employee.
It is better the organization an nuance vacancies by using different
medias because more qualified personnel may come from different
areas rather than accepting only those who come asking for a job.
The organization to use written examination in addition to their
other selection criteria because I think. Writing skill is also

41
 important like for those who are recruited to be managers and
administers.
Finally, the recruitment and selection procedures should have a
clerk cut methodologies and their advantages and disadvantages
must be known by the responsibly body. Besides, the candidates
should be selected by the recruitment and selection tools regarding
their personality and what the job requires and their motivation
and initiation for work should be taken in to consideration.

Reference

 Bernardin John H. (1998). Human Resource Management, USA, 2nd Edition,

No University.

42
  Bernardin John H. (2007). Human Resource Management, Florida, 4th Edition,
Atlantic University.
 Daft Richard L. (1997). Management, USA, 4th Edition, Vanderbilt, University,
Dryden Press Harcourt Brace.
 Donnelly James H, Gibson James H, and Ivancevich John M. (1995).
Fundamentals of Management, USA, 9th Edition, Kentucky and Houston
University, Von Hoff Man Press, Inc.
 Flippo, Edwin B. (1984). Personal Management, New York, 6th Edition, No
university, McGraw-Hill.
 French, Wendell L. (1998). Human Resource Management, USA, 4th Edition,
University Of Washington, Houghton Mifflin Com.
 French Wendell L. (2007).Human Resource Management, USA, 6th Edition,
University Of Washington, Houghton Mifflin Co.
 Hodgetts Richard M. And Kuratko Donald F. (1991). Management, USA, 3rd
Edition, Florida University, Harcourt Brace Jovanovich Inc.
 Meresa Hagos. (No year). Teaching Material on Human Resource
Management, Mekelle University.
 Monday Wayne R, Noe Robert M. and Premeaux Shone R. (1999). Human
Resource Management, USA, 7th Edition, Texas A & M University, Prentice
Hall.
 Pigors Paul and Myers Charles A. (1981). Personnel Administration,
Singapore, 9th Edition, No University, McGraw- Hill- Co.
 Russell Bernardin (1998). Human Resource Management, USA, 2nd Edition,
University Of Tennessee, McGraw- Hill.
 Schermerhorn John R.(1984) Management For Productivity, USA, 1st Edition,
Southern Illinois University, John Wiley And Sons Inc.
 Wright Patrick M. And Noe Raymond A (1996). Management of Organization,
USA, No Edition, Texas A & M and Michigan University, McGraw-Hill Company.

Admass University College OF DISTANCE Education

Department of Managment

Questionnaire for civil service office, Finoteselam town

43
 This questionnaire is prepared by 3rd year Management student in

Admass university College, Department of Management. The aim of

this questionnaire is to collect data helpful to assess management
of employees recruitment and selection in civil service office,
Finoteselam town. The study designed for academic research
purpose and your objective response has a great role for the study
to achieve its goals.

Note: Do not write your name.

 Please put your answer a () mark in the space provided for your
choice as an answer.
1. Sex A. Male  B. Female 
2. Age A. Below 25  C. 30-35 
B. 25-30  D. 35-40  E. Above 40 

3. Educational level A. Primary education  B. 10 and 12

completed  C. certificate  D. diploma E. First Degree 
F. Master and above 

4. How long you served in this organization (in year)?

A. 1-5 B. 6-10 C. 11-15 D. Above 15 

5. Your current position in the organization ______________

A. Office manager  C. Supervisor 

B. Division manager  D. Employees 

6. Which type of selection criteria is applied by the organization?

A. Educational level  C. Personal characteristics 

B. Experience D. Physical characteristics 

E. personality type 

44
7. To what extent were the recruitment and selection criteria
related to the job?

A. High  B. Medium  c. Low 

8. If your answer to question number 8 is “low” what do you think

is the reason?

A. Lack of information 

B. Inappropriate performance evaluation 

C. Improper recruitment and selection 

D. Any others, specify___________________

9. Does your present position is satisfied for you?

A. yes  B. No 

10. Do you think there is a good relationship between employees

and their manager within the organization?

A. by vacant position  B. by request sector office 

C. organizational structure 

11. How much the human resource manager understands your

need?

A. Always  C. Sometimes

B. Most of the time  D. Never 

12. What is the level of recruitment and selection management in

the organization?

A. Excellent  C. Good 

B. very good  D. Poor 

13. Is there clearly well- defined purpose of recruiting and selecting

employees in your organization? A. yes B. No 

45
14. Do you have recruitment and selection management in your
organization?

A. Yes  B. No 

15. What is the degree of evaluate the knowledge of managers or

evaluators about recruitment and selection evaluation system in
your organization?

A. Very high  C. Medium

B. High  D. Low 

16. How do you measure the evaluation criteria in the organization?

A. Clear and related with the job C. Unclear and unrelated

with the job

B. Clear and unrelated with the job  D. Do not known 

17. Who is the responsible to manage the recruitment and selection

process in the organization?

A. Top level management  C. Low level management



B. Middle level management  D. Others 

18. Do you think the responsible body is the right one with the
knowledge of recruitment and selection?

A. Yes  B. No 

19. How to the manager handled the recruitment and selection

complains in the organization?

__________________________________________________________________
__________________________________________________________________
___________________________________________________

46
20. What are the problems do you see in the organization
recruitment and selection process of employees try to mention it in
short,

__________________________________________________________________
__________________________________________________________________
___________________________________________________

21. Describe if you have any suggestion, comment in the

recruitment and selection evaluation of the organization?

__________________________________________________________________
__________________________________________________________________
___________________________________________________

47