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CHAPTER ONE INTRODUCTION

1.0

Background of the Study

Acquiring and retaining high-quality talent is critical to an organizations success. As the job market becomes increasingly competitive and the available skills grow more diverse, recruiters need to be more selective in their choices, since poor recruiting decisions can produce longterm negative effects, among them high training and development costs to minimize the incidence of poor performance and high turnover which, in turn, impact staff morale, the production of high quality goods and services and the retention of organizational memory. At worst, the organization can fail to achieve its objectives thereby losing its competitive edge and its share of the market. Every organization has to perform a variety of functions to attain its objectives. To perform those functions the organization needs to recruit and select employees with varied skills and qualities. The policies that deal with human aspects of organization are known as Personnel Policies. Improvement in productivity in manufacturing organizations and efficiency in service organizations require personnel policies based on latest principles and techniques of Human Resource Management (HRM). In spite of modern highly developed technology, people are still the most important factor in modern organizations. In fact, it is the human factor that keeps the organization in constant motion. Without support of people, computers and other equipments remain idle, raw materials lie stacked, money tied up and above all, objectives of the organization cant be achieved. Recruitment and selection forms a core part of the central activities underlying human resource management. It frequently forms an important part of the work of human resource managers or designated specialists within work organizations. However, and importantly, recruitment and
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selection decisions are often for good reason taken by non-specialists, by the line managers. There is, therefore, an important sense in which it is the responsibility of all managers, and where human resource departments exist, it may be that HR managers play more of a supporting advisory role to those people who will supervise or in other ways work with the new employee. As Mullins (2010, p 485) notes that If the HRM function is to remain effective, there must be consistently good levels of teamwork, plus ongoing co-operation and consultation between line managers and the HR manager. Recruitment and selection is often presented as a planned rational activity, comprising certain sequentially-linked phases within a process of employee resourcing, which itself may be located within a wider HR management strategy. The overall aim of the recruitment and selection process should be to obtain at minimum cost the number and quality of employees required to satisfy the human resource needs of the company. The recruitment and selection process constitutes the most important aspects of HRM because the cost of poor Recruitment and selection process is tremendously high. If an organization fails to select right person, it has to suffer as long as those persons in the organization. Moreover, the quality of service is strongly influenced by the recruitment and selection process of the organization concerned. Sunseekers Tours Limited is not an exception to this truth. It recruits different categories of professionals who influence the companys products. Recruitment and selection are two important aspects of the overall manpower planning of Sunseekers Tours Limited. Generally, Manpower planning is the process by which an organization ensures that it has the right number of people with right skills at the right time. The objectives of manpower planning are to ensure the use of human resources currently employed and to provide for future manpower needs of the organization in terms of skills, numbers and ages.

The development of an organization and its ability to respond positively to new opportunity depends on it having knowledge of employee performance in present and past jobs, and their
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range of skills and abilities. Thus, HRM is one tangible resource that needs to be processed in efficient manner (Lundy and Cowling, 1996). Even a small number of poor staffing decisions can have significant impact upon the goals of the organization (Clark, 1992) hence; the recruitment and selection process in the HRM should be efficient. Recruitment and selection are the key processes at the onset of the HR cycle. Their impact is wider, with the potential to alter the composition and culture of the organization. Yet what is striking is the limited attention HR practitioners appear to give empirical evidence regarding effective processes. Perhaps this lack of synergy reflects inadequate training, but maybe it suggests a lack of understanding between recruiters and researchers and a subsequent failure to tap into and inform the central concerns of organizations (David G. Collings et al, 2009). Indeed, much of the research evidence in this field is garnered from undergraduate student populations whose insights, attitudes and behaviours may be very different from experienced professional applicants. 1.1 Statement of the Research Problem Globalization and fierce competition is forcing companies to reduce costs, increase efficiency and be competitively advantageous. In order for companies to succeed, there are a lot of things to be taken into consideration. As a result of these concerns, the areas of Human Resource Management (HRM) are given a lot of attention and importance. This field was created to give emphasis on a companys need to manage its human resources, expand them and encourage them in pursuit of the organizations objectives. Particularly, the baseline of creating a strong and competitive workforce lies in HRM since it stands in the principle that people is the greatest asset of an organization. Selection and recruitment falls under the task of HR managers. We have already referred to the potential importance of recruitment and selection as a task. Pilbeam and Corbridge (2006, p 142) provide a useful overview of potential positive and
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negative aspects noting that, the recruitment and selection of employees is fundamental to the functioning of an organization, and there are compelling reasons for getting it right. Inappropriate selection decisions reduce organizational effectiveness, invalidate reward and development strategies, are frequently unfair on the individual recruit and can be distressing for managers who have to deal with unsuitable employees. In this contemporary business setting like Sunseekers Tours Limited, the selection and recruitment process of potential employees in organizations is said to be significant in the attainment and accomplishment of companies goals. The HRM functions apparently draw the line between a companys endurance and obliteration especially in recruiting and selecting the people to compose the workforce. Companies worldwide undergo changes and utilize various job selection and recruitment methodologies. It is from this perspective the researcher is undertaking this study to reevaluate and study the selection and recruitment process of Sunseekers Tours Limited and its impact on the organizations objectives. 1.2 Objectives of the Study A survey of the existing literature reveals that no empirical research has yet been made exactly on this topic. This research gap induced the author to undertake the present study. It is hoped that the findings of the study will be useful for policy makers and concerned stakeholders. This study aims to examine the considerable theoretical and practical issues in employee recruitment and selection processes and its impact on organizational objectives. It will add to new knowledge in the field of recruitment and selection process in HRM. The main objective of the study is to examine the present recruitment and selection process of Sunseekers Tours Limited.

1.2.1

Specific Objectives

The specific objectives of the study are as follows: i. To identify the different methods the recruitment and selection process
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ii. iii. iv.

To investigate the recruitment and selection process followed by Sunseekers To examine ways of optimizing the recruitment and selection cost To determine ways of increasing effectiveness of the recruitment and selection process

v.

It also aims at finding ways to reduce the time involved in the recruitment process

1.3 Research Questions This study is going to answer this main research question using below mentioned sub questions which is Does the recruitment and selection process of a firm impact on its organizational objectives? The sub-questions include: i. ii. iii. Does a recruitment source affect the recruitment and selection process? Does recruiters affect on recruitment and selection process? How does a firm evaluate its recruitment and selection process?

1.4 Significance of the Study History at Sunseekers Tours Limited has shown that many applicants who scored high in the recruitment and selection processes tend to fail on the job, whereas many of those who scored low tend to do well. So far, selection techniques have not been a reliable indicator of future performance in the organisation. Senior managers are concerned, firstly because the selection processes cost the company a lot of money and secondly, the rate of labour turnover was still high even after the introduction of new assessment processes. It is therefore evident that the outcomes of this research could assist senior managers in either developing a new strategy or adjusting the current one. The study will broaden our understanding of the impact of the recruitment and selection process on the objectives of an organization. Current study will add to existing body of knowledge by signifying:
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i. ii.

Importance of recruitment and selection process The link between the recruitment and selection process and the organizational objectives

iii.

Effects of recruitment sources on the recruitment and selection process

1.5 Scope of Study The scope of study is to observe the impact of the process of recruitment and selection adopted by the Sunseekers Tours on the companys objectives. The research would mainly focus on entry-level recruitment and selection process. It would also cover executive and higher-level employees recruitment and selection process. Though there is no HR department at Sunseekers Tours, the researcher would contact some of expert and experienced officials and collect information about recruitment and selection process at Sunseekers Tours through sharing their experience. The researcher would communicate with Sunseekers Tours Limited HR department to collect some valuable information as well as to gather information through the internet, Sunseekers Tours official web-site. Apart from getting an idea of the recruitment and selection process, the study would also determine the various challenges of the process. The challenges of the process would be discussed and analyzed. This study would gather pertinent data. The impact of the recruitment and selection process on organizational objectives will be the focus of this research. This work would be a modest attempt at documenting how employees are recruited and selected. Today organizations are coming up with the new techniques of selection and recruitment. Hence to study how the actual process is carried out at Sunseekers Tours Limited. 1.6 Limitation of Study The following limitations were faced during the study:

i. Respondents perceived the survey with suspicion, cynicism (doubt) and indifference. They were discontented, as there were many such surveys conducted in the past. Also they felt such process to be time consuming and ineffective. ii. In such kind of a survey it is very difficult to get 100% correct opinion and degree of bias may exist in the employee responses. iii. The other major limitation was of time and non availability of the concerned persons at times. iv. The respondents would not have divulged all the information needed because of some of its company policies. v. Lastly, some amount of error exists in the data filling process because of the following reasons: a. Influence of others b. Misunderstanding of the concept c. Hurried filling of the questionnaire 1.7 Brief Profile of Sunseekers Tours Limited

1.7.1

The Company

Sunseekers Tours Limited is a private limited liability company incorporated in Ghana in April 1989 under the Companies Code, 1963 (Act 179. The company offers tours and other ancillary services to its clients. It has strategic interest in other key sectors of the economy such as hotels and tourism consultancy.

1.7.2

The Companys Objectives

The competitive strength of the company is built around highly skilled personnel and specialized quality services tailored to serve the needs of clients. The companys objectives are to:
i.

Build first class tour services and other ancillary services to clients in the

leisure and business segments of the tourism market in an inviting environment through the development of a highly motivated team of professionals who share their commitment to excellence. ii. Apply value-oriented techniques in identifying untapped areas and attractions, optimizing opportunities, and maximizing satisfaction to their clients. iii. Execute efficient and timely services that minimize client costs while delivering maximum performance. iv. Deliver the highest quality services with indefatigable integrity that will build lasting, uncompromising relations with their clients.

1.7.3

Location of Sunseekers Tours Limited

Sunseekers is located at No. 9 Farrar Avenue, Adabraka, Accra, an exclusive suburb of Accra. Its proximity to the only international air terminal in Ghana and the city centre (Central Business District CBD) makes Sunseekers easily accessible to both leisure and business guests.

1.8 Organization of the Study The study is structured as follows:


i.

Chapter One: This chapter provides an overview of the background of the study; the study; as well

statement of research problem; objectives of the study; Justification of as research questions. It also provides a brief insight into the research study.
ii.

Chapter Two: This chapter consists of an overview of the theoretical

foundation

that provides a premise for the study. The methods of recruitment

and selection would be

introduced and discussed. This chapter would basically to find out what other scholars said
iii.

review literatures by other authors

concerning the study area under discussion.

Chapter Three: This chapter gives insight into the research design that was utilized in order to interrogate the research problem with specific reference to sampling, data collection methods and the statistical techniques that were employed. and

iv.

Chapter Four: This chapter unveils the research findings from the presentation

analysis of the data that was collected during the study.


v.

Chapter Five: The fifth chapter would deal with summary, recommendation

and

conclusion.

CHAPTER TWO LITERATURE REIEW 2.0 Introduction

The literature review includes a study of relevant books, journals, articles and academic papers. The linkages between recruitment and selection and performance would be discussed in this chapter. These systems may be the first formal interaction which candidates have with the organization. The purpose of this section is to provide an overview of the theoretical foundation that provides a premise for the study. Ultimately, the strategic role of recruitment and selection process in an organization is also discussed. 2.1 Recruitment and Selection Process

An excellent way to start the review is to distinguish between recruitment and selection. Recruitment and selection are distinct processes, focusing attention both externally and within the organization. Distinctions however can, and should, be drawn between the processes and those concerned with the attraction and selection of individual job vacancies. The increased levels of competition within the labour market and a shift in recent years of research away from the organization onto the applicant and their reactions and attitudes has revealed the importance of the quality of the interaction between organization and applicant: rejected applicants may also be current and future customers and consumers of the organization, performing an ambassadorial function for an organization. There are many definitions of recruitment and selection. However, all contain common elements: the focus on the attraction, identification and retention of staff. The two terms are often treated as one term, but there are differences. For some recruitment focuses on the identification and selection of individuals from a pool of applicants external to the organization, whilst selection is focused on internal applicants (Searle, 2003). For others recruitment is about the identification and attraction of competent applicants and ends when an application is made. For the purposes of this study recruitment is taken to mean the attraction of capable candidates to a vacancy, whilst selection concerns the assessment and identification of the suitability of such applicants from this pool. Recruitment and selection offer key opportunities for an organization to alter the type of staff it employs, but such changes may need to be considered in the context of attrition levels and an investigation of precisely who is leaving and why (Schneider, 1987). So whilst an organization might identify the need for distinct and different profiles in its new recruits, such as where technology has advanced and a skill shortage has been identified, the organization also needs to be aware that inducting and retaining their new employees might require attention too. Bratton and Gold (2007, p 239) differentiate the two terms while establishing a clear link between them in the following way:
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Recruitment is the process of generating a pool of capable people to apply for employment to an organization. Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons more likely to succeed in the job(s), given management goals and legal requirements.

In setting out a similar distinction in which recruitment activities provide a pool of people eligible for selection, Foot and Hook (2005, p 63) suggest that, although the two functions are closely connected, each requires a separate range of skills and expertise, and may in practice be fulfilled by different staff members. The recruitment activity, but not normally the selection decision, may be outsourced to an agency. It makes sense, therefore, to treat each activity separately.

The success or failure of an organization is largely dependent on the caliber of the people working within the organization. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an organization, there is a need to recruit people with requisite skills, qualifications and experience. While doing so, they have to keep the present as well as the future requirements of the organization in mind. According to Anderson and Shackleton (1993), good recruitment and selection depends on the efficient use of a system for selection and which is based on three fundamental assumptions.

According to Daniel and Metcalf (2001), recruiting is part of the over-all management function of staffing that serves a major role player in ensuring that company strategies will be implemented. Spencer (2004) also emphasized that staffing requires both the process of attracting and selecting prospective personnels capabilities and competencies with the company position. It is perhaps the most important function because it is the starting point in
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the whole HR process. Its importance is noted by Drucker (1992) as he said that every organization is in competition for its most essential resource: qualified, knowledgeable people. Sims (2002) defined recruitment as the process of discovering, developing, seeking and attracting individuals to fill actual and/or anticipated job vacancies. It has three general purposes: to fulfill job vacancies; to acquire new skills; and to allow organizational growth. Schuler Randall (1987) also described recruitment as the set of activities and processes used to legally obtain a sufficient number of qualified people at the right place and time so that the people and the organisation can select each other in their own best short and long term interests Sims (2002) further emphasized that there are several factors which influence the recruitment and selection process namely: organizational reputation, attractiveness of the job, cost of recruiting, recruiting goals and recruiting philosophy. Organizations project an image to the community and it determines the attractiveness of the company to qualified employees. It may either be a potential barrier or a significant advantage depending on the ability of the HR team to effectively advertise its job vacancies. The second factor is attractiveness of the job which refers to the job description. Any job that is considered as interesting, dangerous, stressful, lowstatus, low-paying or lacking in promotion potential will have a hard time attracting the right people. Cost is also an important factor because recruitment is expensive to the organization. Thus, every company needs to assess the costs involved in each proposed methods of recruitment. The fourth issue is recruitment goals of the program which have to serve many different purposes. However, the over-all purpose should be to fulfill the definition mentioned earlier. The last issue to be considered is the recruitment philosophy which depends on the emphasis of recruitment practices, depth of commitment in seeking and hiring a diverse range of employees and the ethical aspect of fairness in the recruitment process (Sims 2002).

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This process is important to be investigated in Sunseekers Tours Limited because it is evident that the company places such high value to its employees as seen in the progressive status. This is manifested through the high level of loyalty shown by its staff and the recruitment of new employees by recommendation of the existing staff members. The recruitment process of the company, though not entirely wrong because it has yielded such good results, can be aligned better as to compare with other companies in the same industry and its HR practices. According to Linda Holbeche (1999), increasingly employers are recognizing that the process of recruitment may be as powerful an incentive to candidate to join as generous pay and condition. A well-designed recruitment process can attract good candidates and give the employer useful indications of the future performance. Candidates are usually more positive about the organization if they can see a clear link between the recruitment and the job. Michael Armstrong (2006) suggested three stages of the recruitment and selection process. These stages suggested are defining requirements, attracting candidates and selecting candidates. Defining Requirements The first stage of Michael Armstrongs suggested recruitment and selection process is defining requirements. The number and categories of people required is specified in the recruitment programme, which is derived from the human resource plan. In addition, there will be demands for replacements or for new jobs to be filled, and these demands should be checked to ensure that they are justified. It may be particularly necessary to check on the need for a replacement or the level or type of employee that is specified. Michael Armstrong stated that Requirements for particular positions are set out in the form of role profiles and person specifications. These provide the basic information required to draft advertisements, brief agencies or recruitment consultants, and assess candidates. A role profile listing competence, skill, educational and

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experience requirements produces the job criteria against which candidates will be assessed at the interview or by means of psychological tests.

Michael Armstrong (2006), defined role profiles as the overall purpose of the role, its reporting relationships and key result areas. A list of the competencies is also required at this stage. These will be technical competencies (knowledge and skills) and any specific behavioural competencies attached to the role. The latter would be selected from the organizations competency framework and modified as required to fit the demands made on role holders. The recruitment role profile provides the basis for a person specification. Michael Armstrong continued that role profile is an outline of the type of person who would fit the role. Role Profiles are simple documents which demonstrate clearly the relationship between specific activities/tasks and the personal attributes required to undertake them. In short it describes a job, and the personal qualities required to do that job well. The job is usually described in terms of the purpose, responsibilities and key deliverables of the job, and the personal qualities required are described in terms of the knowledge, skills and behaviours that are necessary to perform the job well. Role Profiles provide clarity (both to those doing the job and to managers) on what is expected from people doing the role. They focus peoples attention on the key factors required to deliver results. For recruiting purposes, the profile is extended to include information on terms and conditions (pay, benefits, hours of work), special requirements such as mobility, travelling or unsocial hours, and training, development and career opportunities. A person specification, also known as a recruitment, personnel or job specification, defines the education, training, qualifications and experience. Hite & Johnston (1998) mentioned that person specifications should spell out the requirements an individual needs to successfully perform the job as per the job description. Michael Armstrong (2006) mentioned that role
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profile set out the output expectations and competency requirements for interviewing purposes. But more information may be required to provide the complete picture for advertising and briefing candidates on terms and conditions and career prospects. The biggest danger to be avoided at this stage is that of overstating the competencies and qualifications required. It is natural for every organization to go for the best, but setting an unrealistically high level for candidates increases the problems of attracting them, and results in dissatisfaction when they find their talents are not needed. The best approach is to distinguish between essential and desirable requirements. When the requirements have been agreed, they should be analyzed under suitable headings. There are various ways of doing this. A basic approach is to set out and define the essential or desirable requirements under the key headings of competencies, qualifications and training and experience. Additional information can be provided on specific demands. It is necessary to spell out separately the terms and conditions of the job. Alternatively, there are the traditional classification schemes although; these are no longer so popular. The most familiar are the seven-point plan developed by Rodger (1952) and the fivefold grading system produced by Munro Fraser (1954). The seven-point plan developed by Rodger (1952) covers:
i. ii. iii.

physical make-up health, physique, appearance, bearing and speech; attainments education, qualifications, experience; general intelligence fundamental intellectual capacity;
iv.

special aptitudes mechanical, manual dexterity, facility in the use of words or figures;

v.

interests intellectual, practical, constructional, physically active, social,


vi.

artistic;

disposition acceptability, influence over others, steadiness, dependability, self-reliance;

vii.

circumstances domestic circumstances, occupations of family.


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The fivefold grading system covers:


i. ii. iii.

impact on others physical make-up, appearance, speech and manner; acquired qualifications education, vocational training and work experience; innate abilities natural quickness of comprehension and aptitude for learning;
iv.

motivation the kinds of goals set by the individual, his or her consistency and determination in following them up, and success in achieving them;

v.

adjustment emotional stability, ability to stand up to stress and ability to get on with people.

Of these two systems, the seven-point plan has the longer pedigree. According to Michael Armstrong (2006), the fivefold grading scheme is simpler, in some ways, and places more emphasis on the dynamic aspects of the applicants career. Both can provide a good framework for interviewing, but increasingly, interviewers are using a competency-based approach. A competency-based approach means that the competencies defined for a role are used as the framework for the selection process. As described by Taylor (2002), a competency approach is person-based rather than job-based. The starting point is thus not an analysis of jobs but an analysis of people and what attributes account for their effective and superior performance. Roberts (1997) also suggested that the benefit of taking a competencies approach is that people can identify and isolate the key characteristics which would be used as the basis for selection, and that those characteristics will be described in terms which both can understand and agree. The competencies therefore become a fundamental part of the selection process. A competencies approach can help to identify which selection techniques, such as psychological testing or assessment centres, are most likely to produce useful evidence. It provides the information required to conduct a structured interview in which questions can focus on

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particular competency areas to establish the extent to which candidates meet the specification as set out in competency terms. Attracting Candidates The next stage of Michael Armstrongs suggested recruitment and selection is the attraction of candidates. One important objective of a recruitment method is to produce an appropriate number of suitable candidates within reasonable cost constraints. Pilbeam and Corbridge (2006, p 151) note that there is no ideal number of applications and no intrinsic value in attracting a high volume of candidates. Neither is there a single best way to recruit applicants. Rather the chosen recruitment medium needs to ensure that there are a sufficient number of suitably qualified candidates from which to make a selection without being overwhelmed with large numbers of unsuitable applications. Using a recruitment agency to find a small number of suitable candidates, particularly for senior or specialised posts, may prove a significantly more cost-effective and efficient method than a major advertising campaign which generates a large response from unsuitable candidates. The choice of method would also be influenced by the availability of candidates. For example, in the period around 2005 there was a large pool of Polish migrant workers wanting to work in Britain, but within four or five years this had significantly diminished as employers found some applicants were being more selective, while other potential Polish workers had returned home after the financial and economic crisis took hold in the UK after 2008 (CIPD, 2010). Attracting candidates is primarily a matter of identifying, evaluating and using the most appropriate sources of applicants. However, in cases where difficulties in attracting or retaining candidates are being met or anticipated, it may be necessary to carry out a preliminary study of the factors that are likely to attract or repel candidates such as the strengths and weaknesses of the organization as an employer (Michael Armstrong, 2006).

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Analysis of recruitment strengths and weaknesses The analysis of strengths and weaknesses of recruitment covers such matters as the national or local reputation of the organization, pay, employee benefits and working conditions, the intrinsic interest of the job, security of employment, opportunities for education and training, career prospects, and the location of the office or plant (Michael Armstrong, 2006). These need to be compared with the competition in order that a list of what are, in effect, selling points can be drawn up as in a marketing exercise, in which the preferences of potential customers are compared with the features of the product in order that those aspects that are likely to provide the most appeal to the customers can be emphasized. Candidates are, in a sense, selling themselves, but they are also buying what the organization has to offer. If, in the latter sense, the labour market is a buyers market, then the company that is selling itself to candidates must study their needs in relation to what it can provide. The aim of the study might be to prepare a better image of the organization (the employer brand) for use in advertisements, brochures or interviews. Or it might have the more constructive aim of showing where the organization needs to improve as an employer if it is to attract more or better candidates and to retain those selected. The study could make use of an attitude survey to obtain the views of existing employees. One such survey mounted by the writer in an engineering company wishing to attract science graduates established that the main concern of the graduates was that they would be able to use and develop the knowledge they had gained at university. As a result, special brochures were written for each major discipline giving technical case histories of the sort of work graduates carried out. These avoided the purple passages used in some brochures (which the survey established were distinctly off-putting to most students) and proved to be a most useful recruitment aid. Strong measures were also taken to ensure that research managers made proper use of the graduates they recruited.

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Sources of Candidates According to Michael Armstrong (2006), the Recruitment Sources in the recruitment process are the sources of candidates. Generally, the HRM Function recognizes two main sources of candidates for the job positions namely; internal and external source of candidates. The balanced selection of the recruitment sources to be used in the organization is a key success factor for the effective recruitment and selection process. The organization can choose from many recruitment sources as it can optimize the recruitment process.

The recruitment sources drive the costs, length and quality of the job candidates.

According to Michael Armstrong (2006), first consideration should be given to internal candidates, although some organizations with powerful equal opportunity policies insist that all internal candidates should apply for vacancies on the same footing as external candidates. If there are no people available within the organization the main sources of candidates, as described below, are advertising, the internet, and outsourcing to consultants or agencies. Advertising Advertising is the most obvious method of attracting candidates. Nevertheless, the first question to ask is whether an advertisement is really justified. This means looking at the alternative sources mentioned above and confirming, preferably on the basis of experience, that they will not do. Consideration should be given as to whether it might be better to use an agency or a selection consultant. When making the choice, refer to the three criteria of cost, speed and the likelihood of providing good candidates. According to Michael Armstrong (2006), the objectives of an advertisement should be to: i. attract attention it must compete for the interest of potential candidates against other employers;
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ii.

create and maintain interest it has to communicate in an attractive and interesting way information about the job, the company, the terms and conditions of employment and the qualifications required;

iii.

stimulate action the message needs to be conveyed in a manner that will not only focus peoples eyes on the advertisement but also encourage them to read to the end, as well as prompt a sufficient number of replies from good candidates.

E-Recruitment Using the Internet is faster and cheaper than many traditional methods of recruiting. Jobs can be posted on Internet sites for a modest amount (less than in the print media), remain there for periods of thirty or sixty days or more - at no additional cost - and are available twenty-four hours a day. Candidates can view detailed information about the job and the organisation and then respond electronically. Most homes and workplaces are now using computerised equipment for communication; the Internet is rapidly becoming the method of choice for accessing and sharing information. First-time job seekers are now more likely to search websites for job postings than to peruse newspapers, magazines and journals. The prevalence of e-advertising has made it easier. The most significant change in recruiting practices has been the rise in the use of e-recruitment. Many organizations post job openings on their web sites or on specialized sites like joblistghana.com and jobsingahana.com, and some accept only online applications, completely eliminating the hard-copy application. E-recruitment or online recruitment uses web-based tools such as a firms public internet site or its own intranet to recruit staff (Michael Armstrong, 2006). The processes of e-recruitment consist of attracting, screening and tracking applicants, selecting, and offering jobs or rejecting candidates. It has been estimated by Cappelli (2001) that it costs only about one-twentieth as much to hire someone online, if that is the only method
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used, as it does to hire the same person through traditional methods. The Internet speeds up the recruitment and selection process in three base stages:
i.

Faster posting of jobs: The wait for a suitable date and a prominent place in the print media is eliminated. The time lag that exists between the submissions of information to the media house and its appearance in print disappears. On the internet, the advertisement appears immediately and can be kept alive for as long as the recruiter requires it.

ii.

Faster applicant response: Jobs posted on the Internet and requiring responses via the same medium receive responses on the same day.

iii.

Faster processing of rsums: An applicant sending a rsum electronically can immediately have the application processed, receive an acknowledgement, be screened electronically, and have details of the application and rsum despatched to several managers at the same time.

On-line recruiting also provides access to passive job seekers, that is, individuals who already have a job but would apply for what appears a better one that is advertised on the Internet. These job seekers may be of a better quality since they are not desperate for a job change as are the active job seekers who may be frustrated, disgruntled workers looking for a new position. Companies that are likely to advertise on-line usually have a website that allows potential candidates to learn about the company before deciding whether to apply, thus lowering the incidence time-wasting through the submission of unsuitable applications. The website can be used as a tool to encourage potential job seekers to build an interest in joining the organisation. E-recruitment not only saves costs but also enables organizations to provide much more information to applicants, which can easily be updated. There is more scope to present the employment proposition in terms that increase the attractiveness of the company as a place in
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which to work. The options available for online selection include self-assessments, online screening and psychometric testing online. Online tests can be standardized and scored easily. An IRS (2004) survey established that 84 per cent of employers made some use of electronic recruitment. It was noted by IRS that the internet is now a fundamental part of the recruitment process. At the very least, employers are utilizing the internet and e-mail systems to communicate with candidates and support their existing hiring practices. Many organizations also use their corporate website. The IRS survey found that organizations have made a strategic decision to cut the costs of their recruitment processes and get better value for money, and have turned to the internet to achieve this. However, a significant proportion of users still encounter problems with the use of e-recruitment, generally receiving too many unsuitable candidates. Some organizations address this through the use of self-selection tools such as a self-selection questionnaire to discourage unsuitable applicants. IRS comments that this approach means that: Subtly and sensitively, organizations can let candidates know that this may not be the role for them, while maintaining their goodwill and self-esteem. Some organizations use job boards to advertise vacancies (a job board is an internet site that hosts recruitment advertisements from a range of employers), often as a portal to their corporate website. Most companies are prepared to communicate with candidates by e-mail about their applications. The IRS survey established that almost all private sector firms using e-recruiting accepted CVs. Organizations in the public sector were more likely to dispatch application forms by e-mail. The National Online Recruitment Survey (2003) found that the average online job seeker is 33 years old with more than 11 years work experience; he or she has been with the same employer for more than four years, and has visited more than five online sites in a quest for new employment. An IRS (2004a) survey of recruitment methods for managers established that the top three methods of recruitment, based on the quality of the applications received, were the use of commercial employment agencies (32 per cent), advertising in specialist journals (23 per
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cent), and national newspaper advertising (22 per cent). Only 3 per cent rated e-recruiting as the best method, although 56 per cent used it. The favourite method of recruitment remains interviewing (53 per cent) followed by assessment centres (23 per cent). According to Michael Armstrong (2006) there are three main types of online recruitment sites. These are:
i.

Job sites: These are operated by specialized firms and can contain over 100,000 vacancies with 6 or 7 million hits a month. Companies pay to have their jobs listed on the sites, which are not usually linked to agencies.

ii.

Agency sites: These are run by established recruitment agencies. Candidates register online but may be expected to discuss their details in person before their details are forwarded to a prospective employer.

iii.

Media sites: These may simply contain a copy of an advertisement appearing in the press, but may include an external description of the vacancy and the company and provide a link to the companys website.

1.8.1.1

Outsourcing recruitment

Michael Armstrong (2006) many organizations have started outsourcing its recruitment process i.e. transferring all or some part of its recruitment process to an external consultant providing the recruitment services. It is commonly known as recruitment process outsourcing (RPO). Outsourcing human resource business has become really popular nowadays because the process is faster and the cost is less in recruiting. The main reason behind the popularity of outsourcing is the low cost involved in recruiting. Another reason of its attractiveness is the speed of the whole process which is rapid and easy. Besides, enhanced recruitment quality is being offered by outsourcing centers. They have to look after the application tracking systems, name generations, sourcing and screening, testing, background checks connected

in recruitment operations. More and more medium and large sized organizations are
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outsourcing their recruitment process right from the entry level jobs to the Higher-level jobs. In simple terms, outsourcing recruitment is the process of appointing agencies or consultants to carry out at least the preliminary work of submitting suitable candidates or drawing up a short list. It costs money, but it can save a lot of time and trouble. 1.1.1.6 Educational and Training Establishments

Many jobs can, of course, be filled by school leavers. For some organizations the major source of recruits for training schemes will be universities and training establishments as well as schools (Michael Armstrong, 2006). Here the recruiters visit reputed educational institutions such as technical and vocational institutions, polytechnics and universities with a view to pick up job aspirants having requisite technical or professional skills. Job seekers are provided information about the jobs and the recruiters, in turn, get a snapshot of job seekers through constant interchange of information with respective institutions. A preliminary screening is done within the campus and the short listed students are then subjected to the remainder of the selection process. In view of the growing demand for young managers, most reputed

organizations, such as Unilever Ghana Ltd., Barclays Bank Ghana, UT Bank, Tullow Oil, Kosmos Energy and Multimedia group companies visit polytechnics and universities regularly and even sponsor certain popular campus activities with a view to earn goodwill in the job market. Advantages of this method include the placement centre of the organization helps locate applicants and provides resumes to organizations; applicants can be prescreened; applicants will not have to be lured away from a current job and lower salary expectations. On the negative front, campus recruiting means hiring people with little or no work experience. The organizations will have to offer some kind of training to the applicants, almost immediately after hiring. It demands careful advance planning, looking into the placement weeks of various institutions in different parts of the country. Further, campus recruiting can be costly for organizations situated in another city (airfare, boarding and lodging expenses of recruiters, site
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visit of applicants if allowed, etc.). If campus recruitment is used, steps should be taken by human resource department to ensure that recruiters are knowledgeable concerning the jobs that are to be filled and the organizations and understand and employ effective interviewing skills. Whatever the educational level required for the job involves a high-school diploma, specific vocational training, or a collage background with a bachelors, masters, or doctoral degree, educational institutions are an excellent source of potential employees. 1.8.2 Selection Methods The size of the labour market, the image of the company, the place of posting, the nature of job, the compensation package and a host of other factors influence the manner of aspirants are likely to respond to the recruiting efforts of the company. Through the process of recruitment the company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting, thus, provides a pool of applicants for selection. Myrna Gusdorf (2008) defined selection as the process of choosing from a group of applicants the individual best suited for a particular position and for the organization. The basic idea in a selection process is to solicit maximum possible information about the candidates to ascertain their suitability for employment, and given the fact that, there are factors which affect the seeking of such information (Prasad, 2005, p. 246). The main selection methods described by Michael Armstrong (2006) are the interview, assessment centres and tests. Another and much more dubious method, used by a few firms in the UK and more extensively in the rest of Europe, is graphology.

1.8.2.1

Interview

Once the number of shortlisted applicants have been identified and invited, the process of indepth assessment can begin with an extensive range of assessment methods. Such selection techniques, if applied, utilized, and analyzed properly, can play an important role in
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organizations. For example, to search for competent candidates that meet the employers candidate profile and fit the organization culture. The purpose here is to review critically the major methods (interviews, psychological tests and assessment centres) in the best human resource practices today, and how each method can improve the effectiveness of selection. Interviewing is universally used in selection process (Beardwell and Wright, 2003). There is evidence to show that interviews are used by every organization in a recruitment survey published by Chartered Institute of Personnel Developing (CIPD) in 2001. Recent studies in the UK by (CIPD) and others have shown that the interview is used in more than 90 per cent of selection processes (Roberts, 2005). This is not a phenomenon particularly limited to the UK. In fact, such conclusions also arise from studies in various countries around the world, for example, in the United States. Although many studies have reported the limitations of interviews (summarised in Anderson, 1992), interviews remain reliable and valid as a means of employee selection. To fully understand and maximize the uses of the interview, its opportunities and potential problems are discussed as follow. There are several important reasons for organizations to employ interviews in selection. First, the interview is seen as a two way social encounter between the interviewer and the interviewee. Anderson and Shackleton (1993) have pointed out that interviewing is an effective selection tool. This is because the interview serves not only as a predictor of suitability, but as an affector of both parties outcome decisions and future behaviour (Anderson and Shackleton, 1993, p.48). However, the nature of the interview may also be a cause of the major source of errors, being prone to interviewer bias. Interviewing has become a trend in selection methods because of their acceptability to interviewers, especially line managers, peers and candidates (Barclay, 2001). The interview is an appropriate and fairly reliable method for assessing jobrelated social skills, particularly in sales positions. The interview situation can therefore be used to assess candidates selling, persuading, and negotiating skills. Besides this, a number of
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studies demonstrated that interviews are significantly more accurate if based upon detailed job analysis technique and structure interview formats. The reason why the interview is most frequently used can be additionally explained by the time and cost constrains of other methods such as psychometric tests and assessments centres (Barclay, 2001). However, it is argued that the most popular method in selection is not necessarily the most valid assessment technique at predicting the future job performance of candidates. Over the years interviews have been criticised as being overly subjective, prone to interviewer bias, and misused or over-burden of the interview (Breadwell and Wright, 2003; Anderson and Shackleton, 1993). In terms of misuse of interviews, many organizations, especially domestic private small sized firms have traditionally used the interview as the only method of candidate assessment. This is often supplemented by the application form and followed-up by the ubiquitous reference check. It has been criticized that organizations often overload the interview by attempting to meet and fulfil the multiple functions, for example, using the interview as a surrogate of ability, personality, and work sample test. To maximize the uses of the selection interview, recruiters should not attempt to meet such diverse aims in one interview. It is suggested that these diverse aims of the systems of selection should really be seen as independent but overlapping areas of assessment (Anderson and Shackleton, 1993). Organisations are beginning to use techniques like structured interviews that have high validities. Nevertheless, numerous organizations are still using selection techniques that have dubious validity rather than using techniques that have been shown to have higher validities if properly used (Makin and Robertson, 1986). As a result, interviews can be misinterpreted as one of the least effective selection methods if improperly focused, used, and analyzed.

The Role of Interview in selection

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The uses of interviews depend on the purposes of the interviews. To maximize the contribution of the interview to the systems of selection, it can perform three distinct functions as suggested by Professor Peter Herriot of Sundridge Park Management Centre (Anderson and Shackleton, 1993). One is mutual preview to set up expectations for the selection proves and to give candidates a realistic job preview. This can avoid snap judgement on the candidates suitability. Good talent is scarce and they have the advantage to choose among different offers. The interview as mutual preview can be an effective technique for attracting and helping candidates to make decisions on their career choices. The second use of an interview may be for assessment purposes to predict future job behaviour from interview questions, which are based on the detailed job analysis. This can avoid interviewer biases as discussed in this section. Next, the interview can be performed as a negotiation tool to reach agreement over outstanding issues contained in the contact of employment. Interviewers are major source of error (Anderson and Shackleton, 1993). This is particularly true when interviewers are not qualified or well trained. In such cases, there is no surprise to see these interviewers are unclear about the purposes of interview and are therefore likely to use invalid prediction methods throughout the selection process. Research into the effectiveness of interviews has shown a variety of dysfunctions in interviewers information processing strategies. These are: halo/horn effect, contrast and quota effect, primacy effect, expectancy effect, confirmatory information seeking bias, stereotyping and prototyping, negative information bias, similar- to-me effect, personal liking bias, information overload and selective attention, fundamental attribution error, and temporal extension (Anderson and Shackleton, 1993). Among the common criticisms are: interviewers form judgements of candidates, usually within the first few seconds of the interview. The interview therefore becomes a self-fulfilling prophesy with the interviewer only gathering information to reinforce that snap judgement. The contact or environment in which the candidate is working is often ignored by interviewers when
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forming judgement. It is important to seek information on the environment in which candidates are working and to judge answers in context. There is a danger in stereotyping, where interviewers possess notions of stereotypical ideal job holders and screen candidates against these notions. This can be highly erroneous and discriminating against certain ethic groups, but also possibly illegal in developed countries (Roberts, 2005). Although interviewing has been reported as one of the best established selection tools, it suffers from a number of problems. For example, the increasing workplace diversity and cross-cultural interviewing have created challenges for interviewers and nterviewees. Many societies and workplaces become increasingly multicultural (Osman-Gani and Tan, 2002). It is important for both interviewers and interviewees to prepare for job interviews. To conduct an effective interview, a proper welcome is suggested before assessing competencies for a given position. Interviewers need to develop rapport with the interviewee based on trust, understanding, and acceptance. Discrimination has a negative impact on employees attitudes, which could, in turn, compromise individual and organizational performance (Snape and Redman, 2003). For example, the situational interview has the potential to be discriminatory for ethnic minority applicants (Roberts, 2005). To be fair, each candidate should be given equal opportunity throughout the recruitment and selection process. Recruitment professionals need to be aware of the potential impact of discrimination caused by cultural misunderstanding. Sometimes interviews are used as a test of language fluency rather than an investigation into the particular competency. However, speaking the same language does not mean sharing the same culture. This is highlighted in the paper of cross-cultural interviewing (Chan et al, 2006).

Regardless of its problems interviews remain one of the useful selection techniques. It is necessary for organizations to ensure, these errors, biases, and negative impacts of the interview in public relations, as mentioned earlier, are eliminated as much as possible from the entire
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selection process. To be effective, organizations should use interviews in conjunction with other methods such as psychometric tests, work-sample tests, and assessment centres. Different types of interviews are most appropriately based on different degrees of structure to fulfil different purposes. A focused structure is preferred for mutual preview purposes. A highly structured approach is appropriate for assessment purposes. The use of interviewing as a negotiation tool can follow a semi-structured design (Anderson and Shackleton, 1993). In order to minimise the pitfalls and potential problems that are caused by the interviewer itself, interviewers should therefore be consciously guarding potential problems against stereotyping bias. In fact every candidate should be regarded as unique, and assessed as such (Roberts, 2005). The interviewers can reduce subjectivity (e.g., candidates are rated positively or negatively according to whether their traits are similar or dissimilar to the interviewer) in decision making by consulting and working with professional recruiting expertise. However, it may be expensive and challenging to bring together these two parties of professionals in pursuing the same purpose. The fairness of interviewing selection can be ensured by conducting the structured interview in the same environment, asking all candidates the same series of questions, using a systematic scoring procedure to record, concentrate continuously, and rate candidates performance. Assessment Centres Due to the weakness of relying on a single selection technique, organizations are increasingly using a combination of assessment methods and applying them together in order to enhance the overall reliability and validity of the selection process. Among which, assessment centres are perhaps regarded as the most valid of all selection methods (Aaron and Shore, 1990). The assessment centre is not a place but rather a process that consists of a small group of participants who undertake a series of tests and exercises under observation, with a view to the assessment of their skills and competencies, their suitability for particular roles and their
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potential for development (Fowler, 1992: p244). The assessment centres are used to select the best candidates(s) for the job by observing and analyzing behaviour in a range of simulated work related situations. As well as being used to choose between external candidates, assessment centres are often also used in internal promotion/assessment schemes (Robertson and Makin, 1993). Assessment centres take place over a period of time varying between half a day and three days where candidates work together but perform to standards set by the employer (Roberson et al, 2002). A typical assessment centre is likely to involve one or more interviews, sometimes one to one and sometimes panel interviews, a set of exercises, and ability or personality tests (Roberts, 2005). The assessment centre could be assessed in the form of group exercises. The idea of group work is to assess a range of skills e.g. teamwork, leadership, problem solving, interpersonal skills, time management, and ability to summarise (Beaumont, 1993). This will depend on competencies the company is seeking. Group practical activity may involve timed case studies or fictitious scenarios. The assessment centre usually involves a number of assessors, which usually is a mix of HR staff and line managers. During the given exercises, observers sit around the room making notes on individual performance. The components of assessment centres also include presentation and written tasks. Presentations are used to test candidates oral skills and personal effectiveness. Candidates may be required to deliver a presentation individually or jointly with another candidate. The assessment centres may also involve in-tray exercises to test candidates judgement, time management and prioritizing skills, as well as writing skills. This can be on paper or on computer using email. There are some advantages to using assessment centres. First, it focuses on the key elements of the role and therefore is very specific in measuring the suitability of candidates. Next, it avoids over reliance on a single technique but allows assessors to employ a range of methods to gather a balanced picture. Referring to the comment given by Feltham (1992), a good quality assessment centre
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should have a number of strengths over traditional selection methods. The greatest advantage is their excellent predictive ability in forecasting candidates future job performance accurately. Some studies demonstrated that assessment centres are more effective at predicting successful candidates than other techniques (Roberts, 2005). The assessment exercises can provide a useful glimpse into the inside organisation and nature of the work. Hence, the use of such a sophisticated technique, if handled well, can help the organisation to display a positive image to potential candidates. This can also give candidates a better view about the organisation and its value. Assessment centres, if used properly, can be important in ensuring that the organisation is hiring the right candidate, and in the same way, the candidate is making the right choice. Furthermore, a case study demonstrated how assessment centres helped Energis, a technology-driven communications company, get customer-focused, and helped the company stand out from the competition (Strategic HR review, 2004). However, like any other selection process, the assessment centre is not a perfect predictor of success on the job for every candidate (Caldwell et at, 2003). In other words, assessment centres are not without their problems. Assessment centres are usually expensive to run and their validity varies according to the criteria they are used to predict. For the expense reason, assessment centres are most likely to be used in the public sector organisations and by larger private sector employers. The assessment centres can be time consuming for the organisation and the candidates. Graduates may be able to devote time to assessment centres, but those currently in employment will have difficulty squeezing time to attend such kind of recruitment events. The assessment centres often engage the involvement of senior managers and training of assessors which makes it time consuming and therefore costly for the organisation (Roberts, 2005). Besides this, it is argued that assessment centres are sometimes transparent and it is all too easy for candidates to act in group exercise and other aspects. In other words, assessment centres cannot completely reflect candidates real behaviour. It is also argued that the validity of
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assessment centres merely reflect the stereotype of what the assessors consider to be a good manager (Robertson and Makin, 1993). Nevertheless, assessment centres remain a useful tool for selection and development. To achieve its benefits, the assessment centres need to be well designed and the assessors must be well trained. 1.8.2.2 Psychological Tests

Selection tests are used to provide more valid and reliable evidence of levels of intelligence, personality characteristics, abilities, aptitudes and attainments than can be obtained from an interview. This section is mainly concerned with psychological tests of intelligence or personality as defined below, but it also refers to the principal tests of ability etc that can be used. As defined by Smith and Robertson (1986), a psychological test is a carefully chosen, systematic and standardized procedure for evolving a sample of responses from candidates which can be used to assess one or more of their psychological characteristics with those of a representative sample of an appropriate population. Psychological testing is one of the oldest, and perhaps most contentious, selection tools (Roberts, 2005, p.132). The origin of psychological testing can be traced back to 500 BC. A battery of psychological tests was used by the Chinese to assist in the selection of government officials. Psychological tests can be defined as Psychometrics to denote that they are concerned with identifying the mental characteristics of people (psycho-) and putting a measurement (metric) against such characteristics (Roberts, 2005, p.132). The two main types of psychometric testing most commonly used are tests of ability (divided into achievement tests, aptitude tests, and intelligence tests) and tests of personality (e.g., Big Five: Neuroticism, Extraversion, Openness, Agreeableness and Conscientiousness). Among these psychological testing, aptitude tests are often used to measure candidate primary mental abilities, for example tests on verbal reasoning, numerical ability, abstract reasoning. These tests if used properly, can contribute substantially to the accuracy and fairness of selection systems. If the tests are taken
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in advance, test results can be used in the interview. This can bolster the accuracy of the interview by generating unforeseen questions areas for the interviewer to delve into (Anderson and Shackleton, 1993). However, there has been some argument over the value of intelligence tests, especially for predicting performance in high-level roles such as managerial positions (Roberts, 2005). There are also debates about the value of personality tests, for example, it is said personality tests lack agreement on the extent to which personality is measurable (Taylor, 2002). It is important to recognize that while psychological tests are generally reliable, they are not perfectly accurate. Candidate abilities also change overtime and other skills may be important. Success will often depend on other factors such as interest, personality, motivation and opportunity. Psychometric tests can be discriminated to those whose have little experience of tests. As Roberts (2005) has pointed out that there have been high-profile discrimination cases in the UK in recent years concerning the use of testing and these have usually been ability tests. One notable case was that of train drivers being required to undergo a test that measured their competency in English. It was argued that this was directly discriminatory to those whose first language was not English (Roberts, 2005). Nonetheless, it is questioned that there may be an over-reliance on psychological tests with respect to their use in predicting future job performance resulting from the increasing popularity of psychological tests (Bratton and Gold, 2003). No matter which types of tests are applied for the selection purpose, firms should choose the tests carefully by looking for evidence of reliability and validity. The firm should also confirm the availability of benchmark comparison for the particular group in selection, and avoid buying an over-sued test (Marchington and Wilkinson, 2002). Last but not least, due to the recent development of online recruitment, minority organizations administer selection testing online. Some corporations may also plan to introduce online testing in the future, to reduce delivery costs, thus making testing more affordable for lower-paid jobs
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(Breadwell and Wright, 2003). Although online testing provides organizations with the ability to test the applicants without time and geographical constraints, there are some potential disadvantages of using online testing. For example, firms will find it difficult to control the environment in which the test takes place and problems in verifying candidates identity (IRS, 2002). Bratton and Gold (2003) also point out that online testing may also cause a loss of control over the administration of the selection test since firms cannot prevent applicants involving other peoples help. 1.8.2.3 Graphology

Graphology, or handwriting analysis, has a long history on the main land of Europe. It originated in Italy in the early 17 century and was further refined in France and Germany where it is used widely. The essence of graphology is that analysis claim to be able to describe an individuals personality from a simple for their handwriting. Their theoretical base is that of trait psychology, which holds that personality has a number of fixed dimensions that are relatively unchangeable and do not depend on the situation. This is not to say that people do not change, indeed many graphologists believe their strongest asset to be the identification of neurotic or stress-related conditions that may be transient. Some graphologists also claim to be able to detect such characteristics as alcohol problems, homosexuality and dishonesty. Graphology can be defined as the study of the social structure of a human being through his or her writing (Michael Armstorng, 2006). Its use in selection is to draw conclusions about a candidates personality from his or her handwriting as a basis for making predictions about future performance in a role. The use of graphology as a selection aid is extensive in the Europe but relatively uncommon in the UK (Michael Armstorng, 2006). Cox and Tapsell (1991) compared analysis by graphologists and non-graphologist of 50 handwriting samples provided by managers on a training course. When assessment centre results were compared with the
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handwriting analysis, they found that the graphologist did slightly worse than the nongraphologists in rating the candidates. Moreover, the two graphologists failed to agree with each other! The different attitudes towards graphology were highlighted in Shackleton and Newells (1991) comparison of selection methods in the UK and France. They extended the methodology of an earlier UK study by Robertson and Makin (1986),comparing responses from companies in the Times Top 100 list and similar French firms in Les 200 premieres Groups de Echos (Table 1). Apart from use of graphology, other differences were apparent on the two sides of the English Channel. Unlike British firms, French companies rarely used multiple-interviewer panel or board interviews but do use the sequential system. Whereas references continued to be considered in may UK decisions (but less so than in 1986), they were only used as factual checks in most large French companies. Tests tended to be used by the larger companies and exclusively so in France.

TABLE 1: Comparison of British and French Selection methods Method Application form Interviews More than one interview References Cognitive tests Handwriting Biodata Assessment centre Source : Shackleton and Newell (1991)
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UK (per cent ) 93 93 60 74 70 3 19 59

France (per cent) 98 94 92 11 50 77 4 19

1.9 The Strategic Role of Recruitment and Selection Process in an Organization In the 1980s, as part of the move towards human resource strategies, many organizations in North America and Europe began thinking of their recruitment and selection processes as major leavers to support strategic and cultural change. In part this was due to a growing conceptualization of strategic management as involving more than a search for product marketbased competitive advantages. Underlying the development of specific products with their limited lifecycles was the acquisition and development of strategies skill pools. With the rise of skill based competition (Klein et al, 1990), competitive advantage was increasingly seen as being based on exploiting and developing the core competences of the organization (Pralahad and Hamel 1990). Alongside this increased awareness of skill, capability and competence as keys to competitive advantage has been an appreciation of the increased demands now being placed on managers and other key staff as a result of current organizational changes. Facing an increasingly difficult and demanding environment with increasing competitive pressures, many UK organizations have taken up a variety of HRM initiatives in order to encourage employee initiative, proactively and entrepreneurialism (Storey and Sissons 1993). A variety of Key HRM levers have been employed but chief among them has been viewing recruitment and selection activities as integrated key tasks for organizations. As one way of delivering behaviours seen as necessary to support organizational strategies, Recruitment and selection initiatives have become increasingly important alongside training and development and large scales cultural change and total quality management initiatives. A particular focus has been on management as the key to organisational effectiveness, as it is the competence of managers that will influence the return that an organisation will secure from its investment in both human and material capital (Mangham and Silver, 1990).
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This concern has been most often expressed in the increasing emphasis given to managerial competence, and to the need to identify the key managerial skills that underlie or underpin effective management performance. Once these underlying competences have been identified, recruitment and selection processes can be installed to ensure that managers with requisite skills and qualities are successfully attracted to the organisation, assessed placed in appropriate jobs or roles and appraised, developed and rewarded against appropriate competency criteria (John Storey, 1995). At this point it is worth nothing a number of examples of how UK organisations in the 1980S have revamped this recruitment and selection processes following strategic realignments and the redefinition of organizational mission and culture. New skills and competences required for managing in the new organization have often been specified, with people identified externally and internally who seem to display such qualities. Recruitment and selection placement activities have then been undertaken to match competence profiles with job demands and requirements (John Storey, 1995). For example, in the UK computer supply industry, immediate competitive pressures in the 1980s led many companies to neglect the long-term planning of recruitment and selection activities. With IT becoming a key to competitive advantage and with greater sophistication among purchases demanding more specialized software, the strategic relationship between user and supplier grew in importance. Consultancy support and software applications, led to a need to acquire and develop staff with new managerial skills, not just in IT but in communication, leadership, process, project management and entrepreneurship. This increased focus on business solutions and customer relationships ran alongside skills shortages. High attrition rates often led to greater use of cross functional development and more focused recruitment, with greater use of contract staff, network, and the recruitment of younger, less skilled engineers to maintain the high volume end of the market (John Storey, 1995). Graduate recruitment has been of
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continuing importance, but companies have widened their recruitment net through trying to recruit from a wider range of disciplines, targeting more female graduates, and initiating international graduate recruitment activities. Psychometric assessment techniques such as tests of cognitive ability have also grown in importance as ways of identifying potential (Sparrow and Pettigrew 1988; Sparrow et al.1989). Similarly in the personal financial services industry, increasing competition for personal deposits, money transmission and lending and investment services has led to shifts in managerial roles from lenders and administrators to marketeers, sellers and entrepreneurs responsible for a wider range of products and services. Managerial jobs have become more outward-looking, market-focused and team-oriented. While technical competence remains important, new commercial and managerial skills have become more central , requiring that such skills and qualities be more effectively identified and more sophisticated techniques introduced to bring about improved linkages between business strategy and appraisal, staff development and recruitment and selection (Higgs 1988). In contrast to the former assumption that, for males at least, every entry job gave access to a single career path to the top, many organizations in this sector have introduced tiered recruitment strategies. Some companies now recruit for specific basic entry level technical jobs, and career paths are often more closely aligned with different business and product lifecycle needs. One major clearing bank, for example, recruitment at various levels, has developed a range of assessment procedures to identify, track and develop potential at all stages of an individuals career. In order to identify high potential staff earlier, push them forward faster, and retain talented people, it developed a strategy which tiered employees at various points in their careers, drawing from a large pool of potential recruits (Gratton 1989; Robertson et al. 1991). Many banks have also begun to make extensive use of part-time and temporary staff in a search for both financial and numerical flexibility (Atkinson 1988), as well as instituting
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cultural and structural change programmes. These have attempted to transform bureaucratic organizations, stratified by grade and work role and hierarchically structured with narrow job tasks in cultures emphasizing deference; caution and loyalty to a paternalist employer, into profit-centred, performance-oriented enterprises. Since such a model demands quite different staff, with difference qualities and outlooks, it is hardly surprising that recruitment and selection activities, including the assessment of internal staff for promotion, placement, example, many banks have introduced large-scale assessment programmes involving biodata, psychometric testing and assessment centres (Robertson et al, 1991). The recruitment and selection lever has also been extensively employed by the building societies. In addition to intensified competition and rapid technological change, specific legislation such as the Ghana Labour Act (2003), as well as general legislation like the National Pension Act (2008) promoted private pensions which has shaped the rules and regulations under which organizations operate, regulating what they can and cannot do. In particular, the external environment has become more competitive, with less differentiation between organizations and products, an increased, more rapidly changing product range, shorter product life cycles, and ventures into new areas (John Storey, 1995). Recruitment and selection has become a key strategic lever in other sectors too, and not just for managerial staff. For example, in British Aerospace, restructuring-in particular, the move to cellular working-led the organization to identify the skills and qualities required to implement the new strategy, through intensive job analysis (John Storey, 1995). More rigorous assessment techniques such positions as team and manufacturing centre manger. In this company and in many other manufacturing organizations, restructuring and job redesign have often demanded financial flexibility and greater emphasis on multi-skilled teams working in flatter, delayered organizations. There has been a shift to employee autonomy, self monitoring and devolved decision-making in a less stable, more uncertain and more dynamic environment. This has led
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to greater emphasis on such skills and qualities as teamwork, openness, adaptability, broader vision, tolerance of ambiguity, self confidence, a positive orientation to change, an ability to see multiple perspectives, a desire to improve, develop, and take on responsibility, and a wish to seek out and act on performance feedback. This has led to the greater use of structured interviews, work sample tests, self assessment, assessment centres, and psychometric tests (Pearn and Kandola 1988). Ultimately, the key importance of recruitment and selection is successful people management and leadership. An awareness of issues and concepts within this area is an important tool for all those involved with leading, managing and developing people. Recognition of the importance of this aspect of people management is not new, and success in this field has often been linked with the avoidance of critical failure factors including undesirable levels of staff turnover and claims of discrimination from unsuccessful job applicants.

CHAPTER THREE METHODOLOGY 2 Introduction

This chapter shall discuss the research methods available for the study and what is applicable for it to use in response for the statement of the problem in Chapter 1 which is directed towards the impact of Sunseekers Tours Limiteds recruitment and selection process on the organizations objectives. Thus this part of the study specifies the source of information, definition of target population, methods used in collecting data, procedure used for analysis of data and research findings. 2.1 The Research Design

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Design is a term used to describe a number of decisions which need to be taken regarding the collection of data before the data is collected (Nwana, 1981). The research design is a plan or blue print that specifies how data regarding a given problem should be collected and analysed. It provides the procedural outline for the conduct of any investigation. The study is designed to assess the impact of recruitment and selection process on the organization objectives using Sunseekers Tours as a case study. The research makes use of both quantitative and descriptive survey design in this study for the collection and analysis of data in order to answer research questions. 2.2 Source of Information The sources of information used were primary and secondary source data. The primary sources of information were obtained through questionnaire administered to management and workers of Sunseekers Tours Limited. Permission was first sort from the management of the company before individual workers were given the questionnaire to complete. Due to the keen interest of both management and employees about the project quite useful information were obtained which questionnaire alone would not have been able to retrieve. The secondary sources of information were mainly obtained from relevant books, journals, articles, academic papers and other literature on Human resource management. 2.3 The Sample and Sampling Procedure A sample consists of carefully selected subset of the units that comprise the population. Sampling is thus the process of choosing the units of the target population which is included in the study. The sampling enables the researcher to study a relatively small number of units in place of the target population. For this study, the sample was the whole of Sunseekers Tours Limited.
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Sunseekers Tours Limited In this study the supervisors, human resources managers and employees of Sunseekers Tours Limited were interviewed. Due to time constraints and other resources a sample of eighteen (18) was to represent a whole population of thirty (30) workers. 2.4 Target Population The term population is generally used to denote the total number of the large habitation of people in one geographical area. However, in research, the term, population, is the group of people a researcher is interested in. Sunseekers Tours Limited was the study area of the project and hence the target population selected for this study was the management and staff of the company. In this study the supervisors, human resources managers and employees of Sunseekers Tours Limited were interviewed. The firm employs about thirty (30) workers. 2.5 The Research Instrument In order to achieve the study objective, guided questionnaire was employed as the tool for investigation. The reason for using this instrument is that it speeds up data collection. It is also known to be quite valid and reliable if well constructed and conducted. It is however not economical in terms of money and time spent in its usage. In order to ensure that relevant items were included in the questionnaire, extensive and relevant literature was consulted before the instrument for the data collection was constructed; this was also in order to ensure content validity of the questionnaire. The designed questionnaire was used for data collection. The questionnaire had twenty (20) items and three sections (Sections A, B and C). Section A consists of seven (7) items that basically asked questions on personal characteristics of respondents. Section B had of eight (8) items that required information about the recruitment and selection process at Sunseekers Tours
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from respondents in the HR Department and section C had five (5) items and gathered information from all employees on the recruitment and selection process at Sunseekers Tours and its impact on the organizations objectives. The items included the close-ended and open ended-ended questions. The open-ended questions were purported to cater for the views of respondents, which have not been catered for in the questionnaire. 2.6 Procedure of the Data Collection Interviews were conducted on the target population (management and staff of Sunseekers Tours Limited). Before interview, the research explained the purpose of the study to them to aallay any fears they might be entertaining. The average time spent on each interviewee was noted to be thirty (30) minutes. The questionnaire was filled while the interview was underway and sometimes clarifications were noted on a section of the questionnaires. 2.7 Procedure for Data Analysis The guided questionnaire was designed in a way that would enable analysis and hence make presentation of analysis easy and easy to understand. In order to facilitate analysis of the data, the information collected from the questionnaires was presented in the form of graphs and tables.

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CHAPTER FOUR PRESENTATION AND ANALYSIS OF RESULTS 3 Introduction

This chapter deals basically with the presentation and analysis of data, which involves the tools used for data analysis. The analysis covered sex of respondents, their age, educational background, department and length of service. This is followed by the views of some selected sample of the population to know their perception on assess the impact of the recruitment and selection process on organizational objectives at Sunseekers Tours Limited. In this chapter, the researcher presents and analyses the data gathered during the field survey. Tables, which covered frequencies and percentages, were used in the study to analyze the data that were gathered on both HR and other departments. The tables presented were prepared after

45

the answered questionnaires have been carefully edited and tallied. Descriptive analysis was also used in analyzing the data collected. 3.1 Gender of Respondents Table two (2) shows that 13 respondents representing 72.20 percent of the sample selected were males, while 5 female respondents represented 27.80 percent. This is shown below. Table 2: Sex of Respondents SEX Male Female Total FREQUENCY 13 5 18 PERCENTAGE (%) 72.20 27.80 100

Source: field survey, November 2011.

3.2 Age Group of Respondents Table three (3) indicates that majority of the respondents were within the ages of 31-35 which represented 38.80 percent of the sample selected, whilst the ages of 26 30 and 46 - 55 had 3 respondents each, which also represented the least sample selected. The table below implies that majority of the respondents were within the ages of 31-35. This is shown in table 3 below. Table 3: Age Group of Respondents AGE GROUP 26-30 31-35 36-45 46-55 FREQUENCY 3 7 3 5 PERCENTAGE (%) 16.70 38.80 16.70 27.80

46

Total

18

100

Source: field survey, November 2011. 3.3 Educational Background of Respondents Eleven (11) respondents representing 61.10 percent of the selected sample have had tertiary education, while one (1) respondent had post-secondary education, which represented 5.60 percent of sample selected. This vividly shows that the selected sample had more people with high educational background. This is shown in the table below.

Table 4: Educational Background of Respondents LEVEL OF EDUCATION FREQUENCY Informal education 2 Basic education 2 Sec/ tech. education 2 Post-sec. education 1 Tertiary education 11 Total 18 Source: field survey, November 2011. 3.4 Department of Respondents The Customer Care and Sales Department formed 27.80 percent of the selected sample, whilst two (2) respondents from the Finance department accounted for 11.10 percent of respondents. The HR and administration departments accounted for 22.20 percent of the respondents each. This is shown in the table below. Table 5: Department of Respondents
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PERCENTAGE (%) 11.10 11.10 11.10 5.60 61.10 100

DEPARTMENT FREQUENCY Customer Care and Sales 5 Administration 4 Finance 2 Operations 3 Human Resource 4 Total 18 Source: field survey, November 2011.

PERCENTAGE (%) 27.80 22.20 11.10 16.70 22.20 100

3.5 Length of Service of Respondents The table below shows that majority of the respondents are have worked with the company between 6 10 years representing 44.40 percent of the selected sample, while the 1 respondent has worked with the company between 11 15 years which represents 5.60 percent. Table 6: Length of Service of Respondents LENGTH OF SERVICE FREQUENCY 0 5 Years 8 6 10 Years 9 11 15 Years 1 Total 18 Source: field survey, November 2011. PERCENTAGE (%) 44.40 50 5.60 100

3.6 Recruitment and Selection Process Increase Efficiency in the Organizations Activities Three (3) respondents from the HR department represented 75 percent of respondents from the HR Department agree that the recruitment and selection process increase efficiency in the organizations activities. While one (1) representing 25 percent disagree that the recruitment and selection process increase efficiency in the organizations activities. This is shown below.

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Table 7: Recruitment and Selection Process Increase Efficiency in the Organizations Activities RESPONSE Strongly disagree Disagree Undecided Agree Strongly agree Total FREQUENCY 1 3 4 PERCENTAGE (%) 25 75 25 100

Source: field survey, November 2011. 3.7The Requisite Source of Candidates for Recruitment at Sunseekers Tours Limited A little over thirty (30) percent of responses from the HR Department deem E-recruitment as the best source of candidates for recruitment at Sunseekers Tours Limited. This is shown below. TABLE 8: The Requisite Source of Candidates for Recruitment at Sunseekers Tours Limited RESPONSE Advertisement Educational and training establishments E-recruitment Outsourcing Others Total Source: field survey, November 2011. FREQUENCY 2 3 4 3 1 13 PERCENTAGE (%) 15.40 23.10 30.80 23.10 7.70 100

3.8 Recommended Methods of Selection to be Used


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Over thirty (30) percent of responses from the HR Department see E-recruitment as the best source of candidates for recruitment at Sunseekers Tours Limited. This is shown below. TABLE 9: Recommended Methods of Selection to be used RESPONSE Interview Psychological Tests Assessment Centres Graphology Others Total Source: field survey, November 2011. 3.9 The Recruitment and Selection Process of Sunseekers Tours Limited Contributes to Achievement of the Organiztions Objectives Over 50 percent of respondents agree that the recruitment and selection process of Sunseekers Tours Limited contributes to the achievement of the organizations objectives. While 17 percent of respondents disagree with that assertion. This is shown below. Table 10: The Recruitment and Selection Process of Sunseekers Tours Limited Contributes to Achievement of the Organiztions Objectives RESPONSE Strongly disagree Disagree Undecided Agree Strongly agree Total FREQUENCY 3 4 10 1 18 PERCENTAGE (%) 17 22 56 5 100 FREQUENCY 2 3 4 3 1 13 PERCENTAGE (%) 15 23 31 23 8 100

Source: field survey, November 2011.

3.10 Conclusion

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From the tables and analysis in this chapter, the frequencies or percentages which are higher are the very heart beats of the respondents and need to be concentrated on to enhance the achievement of the earlier stated objectives of this study.

CHAPTER FIVE RECOMMENDATIONS AND CONCLUDING REMARKS

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Introduction

In the last stage of this study, a discussion is offered in attempt to bring theory and research findings together. Arguments, previous research and trends are placed in the same scenario in order to assemble this puzzle. This is followed by the respective conclusions in connection with the research enquiry and recommendations suggested to the recruitment teams of various organizations willing to recruit and select the right person at the right time. Then, topics of further studies are put forward in the interest of encouraging other researchers to explore this interesting theme. In the end, final reflections are presented as a retrospective analysis of this study as a whole. 4.1 Discussion Recruitment and selection are getting very much importance these days in the organization. It is very critical thing to evaluate the human resources. It is a systematic procedure that involves many activities. The process includes the step like HR planning attracting applicant and screening them. It is very important activity as it provides right people in right place at right time. It is not an easy task as organizations future is depends on this activity. If suitable employees are selected which are beneficial to the organization it is at safe side but if decision goes wrong it can be dangerous to the organization. This dissertation has shown that organizations should do more strategic and proactive recruitment and selection. This is because a successful recruitment strategy will help to promote a more positive corporate image in the market place. Well-planned recruitment and selection process will enable an organization to function smoothly. It will also facilitate managers to employ talent who fit the characteristics of an organization and the management style. To recruit in a more strategic manner and make wise selection decisions, the top management team needs to create short-and long-term strategic plans (demands of staff) for the organization.

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Without this, recruiters can easily hire incompetent people into key positions especially when they are busy with urgent matters (e.g. shortage of staff during the peak season). Organizations also need to have strategic criteria for each job and align those criteria with the strategic objectives of the organization. Assessors should take an in-depth look at the person from several perspectives. It may be necessary to undertake an in-depth check of applicants background. Managers can have an open discussion with the prospective employees. To ensure this employment is suitable for the company, the line managers need to assess the employees according to the position over the trial period. Organizations should provide a clear career path and related professional training to new employees. Corporations should terminate the trial employment if the staff does not fit well into the organization culture. Many people we see in organizations today are in the wrong jobs and as a result, they are not utilizing their full potential. This is compounded by the fact that some companies have built a tradition of hiring people based on personal connections when the person is not qualified for the job. This is a vivid case in at Sunseekers Tours Limited today. From the researchers experience, most of the recruitment and selection process that involves managers is done during discussions at lunch hour, at social clubs or during the coffee break time. All the other processes that follow will only be a formality as the decision would have been made by the managers involved in the process. This practice suffocates the Organization for professionalism and to some extend leads to obsolete policies. Many of those appointed may not have the necessary skills and competencies to carry out the functions competently. Also they may not have proper qualifications in the field they are working. Such people will not have much desire to make any contributions in terms of growth and development. Their contributions are marginal if any; they are just passengers in the system and are protected by those who recommended them. The other thing that the author observed is that, those managers who are involved in the recruitment and selection process are not given courses to enlighten them on the importance of
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the process. One may ask why it is necessary always to be systematic in recruitment and selection process. Certain type of managers can make a significant impact on Organizations or Companies. Consequently, a process or a strategy is necessary to deal effectively with equal opportunity issues, to hire the right people, to minimize cost and most importantly, to identify marginal performers before they are hired. Inadequate recruitment and selection process will result in a number of staff not being sufficiently qualified either for the positions they hold or their grades levels, especially in management positions. Most formal systems are flawed in such fundamental respects that there is a tendency to circumvent it through the application of ad hoc measures, which often rely heavily on personal contacts. From this study it was evident that some managers at Sunseekers Tours Limited during the recruitment and selection process tailor make the job descriptions to suit the requirements of their favoured candidates they want to recruit. This process of course has been going on for sometimes and still HR Practitioners are also involved in this professional scandal. This means HR will not have much control over the accuracy of the job description. This makes those individuals sought unique in the system thereby depriving those right candidates who have the necessary qualification. The job adverts which are tailor made have little resemblance to the job descriptions. Essential requirements of the organization are omitted. Job descriptions should take into account the changing demands, changing technologies and working methods, and reflect the needs of the Organization rather than skills of the organization. Managers should not overstate qualifications. Setting unrealistically high level for candidates increases the problem of attracting applicants and results in dissatisfaction among the candidates when they find their talents are not been utilized. Ultimately, most managers are technically minded and therefore require guidance in the recruitment and selection process. Absence of a plan leads to chaotic recruitment that leads to a bumper harvest of unqualified applicants resulting in more unnecessary work for the staff in the
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recruitment. If you start the process without a systematic approach, you can rush your decision and end up with a mismatched person who will not be suited to work in the Organization. This is a typical case at Sunseekers Tours Limited. There is a need to have a system that assists to assess candidates throughout. This reduces the odds that you will have to repeat this extensive, time consuming process. To terminate a poorly recruited employee especially at managerial level is a costly failure to the Organization, considering the cost involved in recruitment, selection, training etc. Wrong placements at officer levels can lead to stagnation within the system. This may also affect the organizations objectives at one point or the other during the times of change. 4.2 Recommendations Effective HR planning flows naturally flows into employee recruitment and selection (Nankervis et. al., 1993). Thus, demand rather than supply should be the focus of the recruitment and selection process and there should be greater emphasis on planning, monitoring and control rather than mediation. The development of recruitment and selection process to select candidates from dissimilar cultural backgrounds needs to be part of the organizational agenda to achieve the organizations objectives. Therefore, the following recommendations were drawn up:

i.

Organizations like Sunseekers Tours Limited must establish recruitment and selection process along with criteria to be able to fully and fairly assess its applicants.

Thus, this recommendation would be in line to the integration of need to be able to understand that the recruitment their success. The magnitude of an determined through HR Therefore, there

the existing Organizations

and selection process is a crucial part to

organizations recruitment and selection methods is

culture and the possible actions applicable to the organization.

is a need to maintain a selection interview process that is in relevance to


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the

current changes in the job market. The reliability and validity of selection

interview

must be free from bias and discrimination.

ii.

Organizations should arrange on campus recruitment. In the study it was realized

common scenario that on campus recruitment process motivates the student to enthusiastic, creative and rigorous. Students try to show extra innovative ideas. They come with new task. On campus As a ordinary performance and perform their

idea and work heart and soul to accomplish their

recruitment assures students to get a better job after completing graduate.

result , it reduces their waste of time to search a better job and company get genius and innovative activities with

meritorious people who are hungry for success and perform their full of enthusiasm.

iii.

Meanwhile, the equal employment opportunity must be reinforce in its implementation. In some organizations, diversity management stops at providing

equal opportunities; however it is supposed to be more than that as managing cultural diversity, inclusiveness and in society. It focuses on individual

because it is best described

business objectives in the organization or

personalities and preferences such as learning style.

Moreover, it seeks to create a culture where the differences can find expression and potentially add value through enhancing organizational creative thinking and innovation. This necessitates a paradigm shift from the perception that the concept is just avoiding discrimination and promoting fairness to giving access and everyone. defined as to

legitimacy

iv.

Last, but certainly not least, the researcher would recommend that assessment centres be used in the recruitment and selection process. However, managers
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should be made aware that assessment centres measure certain attributes only others, such as, motivation, interpersonal skills, emotional intelligence and perseverance, should be probed during the interviews. 4.3 Conclusion

and

With the current modernization that the world experiences these days, efficiency and productivity has always been a major concern in the competitive business environment. Assessing the possible contributions of prospective employees during the recruitment and selection process gives the employers an idea of how an applicant will perform in the business. The study suggests that recruitment and selection process should be properly established and implemented. This would help the organization to grow because all the employees will be according to the requirements of the recruitment and selection process that affect the organizations objectives because if the human resources of an organization are according to the requirements and skills then cost will be reduced and organization can achieve its objectives. All the study has prove the fact there is directly and indirectly relationship is present the recruitment and Selection process and the organizations objectives.

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REFERENCES Alfus, P. (2000), Today's Recruitment Practices Require Traditional and Internet Techniques, Hotel and Motel Management, December, 2000. Akinnusi, D K (1991), Personnel management in Africa: a comparative analysis of Ghana, Kenya and Nigeria, in International Human Resource Management, ed C Brewster and S Tyson, Pitman, London Appelbaum, S., Harel, V. and Shapiro, B. (1998), The developmental assessment centre: the next generation, Career Development International, Vol.3, No.1, pp5-12. Armstrong, M (2006) A Handbook of Human Resource Management Practice, 10th edn, Kogan Page, London Armstrong, M and Baron, A (2002) Strategic HRM: The key to improved business performance, CIPD, London
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Bartram, D. (2000) Internet Recruitment and Selection: Kissing Frogs to Find Princes, International Journal of Selection and Assessment,8:4, 261-274. Becker, B. & Gerhart, B. (1996). The impact of human resource management on organizational performance: progress and prospects. Academy of management journal, vol. 39 (4), pages 779 801. Bingham, B., Ilg, S. and Davidson, N. (2002), Great Candidates Fast: On-Line Job Application and Electronic Processing: Washington States New Internet Application System, Public Personnel Management, 31:1, 53-64. Chartered Institute of Personnel and Development (2002) Code of Conduct for Equal Opportunities, CIPD, London Chartered Institute of Personnel and Development (2005) Recruitment, Retention and Turnover Survey, CIPD, London Compton, R.L. & Nankervis, A.R. 1998, Effective Recruitment & Selection Practices, 2nd edn, CCH Australia Limited, Sydne y. Dessler, G. (1991), Personnel/Human Resource Management, 5th edn, Prentice Hall, Englewood Cliffs, New Jersey. Dexter, R. (2006), Chinas Recruiters Speeding Up, Business Week Online,

http://www.businessweek.com/globalbiz/content/mar2006/gb20060331_67186.htm? chan=globalbiz_asia_management accessed 01/10/2011 Dickie, C. and Dickie, L. (2005), Recruitment and Selection Process in Australia and China: Rewards from Common Sense and Plain Dealing,

http://marketing.byu.edu/htmlpages/ccrs/proceedings05/dickie-dickie.doc accessed 07/10/2011 Gross, A. and Mancini, L. (1996), Strategies for Successfully Recruiting Staff for China, Originally published in International HR Journal,

http://www.pacificbridge.com/pdf/pub_china_1996_strat.pdf accessed 07/10/2011


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Hite, R.E. & Johnston W.J. 1998, Managing Salespeople: A Relationship Approach, SouthWestern College Publishing, Cincinnati, Ohio. Fletcher, C. (1992), Ethics and the Job Interview, Personnel Management, March, pp36-39. Hall, D T (1984) Human resource development and organizational effectiveness, in Strategic Human Resource Managemnt, ed D Fombrun, N Tichy and M A Devenna,Wiley, New York Holbeche, Linda (2001), Aligning Human Resources and Business Strategy, 3th Edition, Roffey Park Institute, London IRS (2004,) Recruiters march in step with online recruitment, Employment Review no 792, 23 January, pp 4448 Kerrin, M and Kealey M (2003) e-Recruitment: Is it delivering? Report No 402, Institute of Employment Studies, Brighton Price, Alan (2004), Human Resource Management in a Business context, 5th Edition, Thomson Learning, London Storey, John (1995), Human Resource Management: A Critical Text, Ist Edition, International Thomson Business Press, London Sims, R.R (2002), Organizational success through effective human resources management, Quorum Books, Westport, CT. Spencer, J.D (2004), Fundamentals of staff development: Fundamentals of staff development resource book 1, University of New England, Armindale.

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REGENT UNIVERSITY COLLEGE OF SCIENCE AND TECHNOLOGY SCHOOL OF ARTS AND SOCIAL SCIENCE TOPIC: THE IMPACT OF RECRUITMENT AND SELECTION ON ORGANIZATIONAL OBJECTIVES: A CASE STUDY OF SUNSEEKERS TOURS LIMITED QUESTIONNAIRE FOR MANAGEMENT AND STAFF Dear Participants, I will be very thankful to you for this cooperation. The topic of this questionnaire is the impact of recruitment and selection process on organizational objectives: A case study of Sunseekers Tours Limited. This questionnaire is for the research purpose. Its results will be used for analysis in bachelors degree dissertation. Please provide Information with confidence. Your information will not be disclosed. Your responses will be kept as confidential as possible and be used mainly for the purpose for which it is intended. Please tick [] and provide information where appropriate. Thank you very much. SECTION A: PERSONAL CHARACTERISTICS
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1.

Age Group a. 26-30 [ ] b. 31-35 [ ] [ ] c. 36-45 [ ] d. 46-55 [ ]

2. 3. 4.

Sex:

(a) Male

b. Female [ ] c. Divorced [ ] d. Widowed [ ]

Marital status: a. Single [ ] b. Married [ ] Educational Background a. Informal education [ ] c. Sec. /Tech. education e. Tertiary education [ ] [ ]

b. Basic education d. Post-sec education

[ ] [ ]

5.

Department a. Customer Care and Sales [ ] c. Finance d. Human Resource [ ] [ ] b. Administration d. Operations [ ] [ ]

6. 7.

Present Position in the Organization: ... Length of service at Sunseekers Tours Limited a. 0 5 years [ ] b. 6 10 years [ ] c. 11 15 years [ ]

Sections B HR DEPARTMENT Please evaluate the extent to which the recruitment and selection process impact on the organizations objectives. 8. The present recruitment & selection process impacts positively on the organizations objectives? Strongly disagree 1 9. Strongly disagree 1 Disagree 2 Disagree 2 Undecided 3 Undecided 3
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Agree 4 Agree 4

Strongly agree 5 Strongly agree 5

Recruitment & selection process increase efficiency in the organizations activities?

10.

Recruitment & selection process of Sunseekers Tours Limited depends on the sources of recruitment? Strongly disagree 1 2 External 2 Disagree 3 Undecided 4 Both 3 Agree Strongly agree 5

11.

Which is the best source for R & S Process? Internal 1

12.

What are the requisite sources of candidates for recruitment for Sunseekers Tours Limited? Advertisements E-recruitment Others [ ] [ ] [ ] Educational and training establishments [ ] Outsourcing [ ]

13.

Which methods should be used for selection? Interviews Others [ ] [ ] Psychological Tests [ ] Graphology [ ] Assessment Centres [ ]

14.

Are you satisfied with the existing recruitment and recruitment process of the organization? Yes [ ] No [ ]

15.

Kindly give reasons for your answer briefly.

............................................................................................................................................. .......................................................................................................................................................... .................................................................................................................................................. Sections C ALL EMPLOYEES/ WORKERS 16. 17. Are you happy with the recruitment and selection process? Yes [ ] No [ ] Do you like internal source of recruitment?
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Yes 18. Friends

[ ] [ ]

No

[ ] Internet Others [ ] [ ]

How do you come to know about job openings in Sunseekers Tours Limited? Advertisement [ ]

19.

Has Sunseekers Tours met your expectations? Yes [ ] No [ ]

20.

Do you think the recruitment and selection process of Sunseekers Tours Limited contributes in achieving the organizations objectives? Strongly disagree 1 2 Disagree 3 Undecided 4 Agree Strongly agree 5

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