Need help with the literature review and the next section of the course.
Task 1 - Draft of The Literature Review
Task 2 - Updated Section 1
Task 3 - Section 2: Introduction and Purpose Statement
Task 4 - Section 2: Role of the Researcher and Participants
Task 5 - Section 2: Research Method and Design
Task 6 - Section 2: Population and Sampling
Task 7 - Section 2: Data Collection
Task 8 - Section 2: Data Analysis
Running head: EMPLOYEE RECRUITMENT AND SELECTION 1
THE IMPACT OF RECRUITMENT AND SELECTION STRATEGIES ON
ORGANIZATIONAL PERFORMANCE AND EMPLOYEE PRODUCTIVITY.
by
Kenneth R. Sisneros, Ed.D.
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration,
BUSI 885: (Human Resources)
Liberty University, School of Business
June 2020
EMPLOYEE RECRUITMENT AND SELECTION 2
Impact of Employee Recruitment and Selection on Organizational Performance
Employee recruitment and selection practices play a significant role in the excellence of
business and non-profit organizations. In profit-oriented institutions, the operational integrity of
the human resource determines the ability to gain a competitive advantage and stand out amid
aggressive business rivalry (Saridakis, Lai, & Cooper, 2017). Human resource managers, thus,
strive to achieve work efficiency through robust recruitment and selection criteria. A section of
organizational leaders uses recruitment agencies and internal recommendations, while others rely
on host communities to determine the suitability of employees for new positions and promotions
to higher levels (Eva, 2018; DeVaro, 2016). The literature review focuses on postulations from
multiple studies on the meaning of recruitment and selection as well as the impact of employee
recruitment and selection practices on organizational performance and quality of hires. Robust
and flexible employee recruitment and selection strategies are essential components of
organizational performance as human resources play a central role in enhancing the production,
managerial, and operational functions.
Definitions of Employee Recruitment and Selection
Business experts and leaders have different notions of the meaning and implication of the
employee recruitment and selection process. While some organizational leaders view recruitment
and selection as a function of top managerial teams, others understand the undertaking as a
preserve of all stakeholders, including lower-cadre employees and the local community (Naz
Aftab & Awais, 2016; Rozario, Venkatraman, & Abbas, 2019). The different perceptions of
recruitment and selection authorities impart diverse approaches in enlisting workers for various
positions within business institutions. Industry experts and authors also emphasize different
theories and protocols in supporting organizational rejuvenation through recruitment and
EMPLOYEE RECRUITMENT AND SELECTION 3
selection processes. Despite the discrepancies in the meaning of recruitment and selection to
various factions, the common goal of enhancing business performance and perpetual existence is
conspicuously evident.
Recruitment and organizational performance.
Researchers have established a close relationship between an organization’s HR practices
and performance. Ekwoaba, Ikeije, & Ufoma (2015) conducted a quantitative study to
investigate the impact of employee recruitment and selection on the performance of Fidelity
Bank Plc, Nigeria. The researchers used questionnaires to collect data from 130 company staff
selected through random sampling. The research established a positive relationship between the
company’s recruitment and selection strategies, and its productivity. 46.2% of the respondents
stated that the company’s recruitment and selection strategies have a strong impact on its overall
performance (Ekwoaba et al. 2015). The study also established that the organizations do not just
consider technical skills when filling out a vacant position. 69.2% of the participants stated that
other factors, such as employee-job fit, are considered vital when selecting an employee to fill a
vacant position. Another key finding of the research is that there is an information gap on how a
job vacancy is communicated within the company. For instance, 53.1% of the participants
averred that most of the time, bank staff are not aware of the existence of a vacant position
within the organization.
In another study, Čanković (2015) also established a positive relationship between an
organization’s recruitment and selection process and its performance. The researcher used
structured questionnaires to collect data from 250 respondents selected randomly from SMEs
within Bosnia and Herzegovina. The study established that employee selection strategies have a
significant impact on employee and organizational performance. An organization’s recruitment
EMPLOYEE RECRUITMENT AND SELECTION 4
and selection strategies were found to impact the quality of hires, applicants’ attitudes towards
the organization, and the effectiveness of the overall hiring process. For instance, according to
Čanković (2015), organizations with inadequate resources and untrained professionals were less
likely to hire a competent employee.
Further, organizations with discriminative and poorly crafted job positing and ads were
less likely to attract competent employees compared to those with a well-crafted job posting. The
study also established a positive correlation between an organization’s selection process and its
ability to record incremental annual growth. Organizations that used effective hiring strategies,
and those with no discrimination in the selection process were more likely to record high
productivity.
In their study on the impacts of recruitment and selection strategy on employee
performance in manufacturing companies, Oaya, Ogbu, and Remilekun (2017) present the
process as a purely professional undertaking. The study highlights the importance of using
professional recruitment agencies and internal recommendations in filling positions within an
organization. The authors posit that the use of host communities in the enlisting process poses
considerable risks to organizational efficiency because of the limited levels of professionalism in
the feedback chain. The study also reveals the essence of transparency in the recruitment process,
which portrays the understanding of the process as fragile engagement (Oaya, Ogbu and
Remilekun, 2017). The vitality of the recruitment and selection process gets reflected in
organizational performance levels, which prompts recruitment managers to ensure that the best
personnel are selected for vacant positions.
Samwel, (2017)’ article on recruitment, selection, retention, and motivation on
performance in manufacturing companies portrays recruitment and selection as central
EMPLOYEE RECRUITMENT AND SELECTION 5
components of organizational turnover management. The article attributes high levels of
employee turnover to poorly structured enlisting practices that fail to adhere to rigorous social,
emotional, and economic considerations (Samwel, 2017). According to the author, recruitment
and selection are pillars of organizational stability as they contribute to the establishment of
competitive advantage. The article also presents recruitment and selection as a global issue with
numerous local and multinational corporations struggling to retain employees and minimize
human resource turnover rates. The study also associates recruitment, selection, and retention
with employee motivation as key attributes of organizational efficiency (Samwel, 2017). The
understanding of the recruitment and selection process as a universal pillar of organizational
success and employee motivation invokes human resource executives to employ effective
mechanisms to produce impressive results.
The case study by Saviour et al. (2017) on the impact of effective recruitment and
selection practice on organizational performance approaches recruitment and selection from a
people perspective. The authors emphasize the indispensable role of people in fostering
organizational success through various human resource functions. According to the article,
organizations succeed due to the wide variety of values, perspectives, and managerial attributes
that people bring to the routine undertakings in business enterprises. Additionally, the authors
assert the importance of effective human resource management as a way to bolster organizational
effectiveness (Saviour et al., 2017). Recruitment and selection are preliminary steps in people
management within organizations as human resource executives endeavor to enhance
professional competency among employees. The perception of recruitment and selection as a
people-oriented process instills a sense of humane consideration, which streamlines human
resource management to produce motivated and highly competent employees.
EMPLOYEE RECRUITMENT AND SELECTION 6
The theoretical analysis by Tomčíková (2016) details the effective recruitment and
selection practices for organizations in the financial sector. The analytical standpoint presents the
recruitment and selection process as a highly structured undertaking to cater for different
enlisting requirements for different organizational levels. The paper develops a framework that
human resource managers would use in recruiting and selecting employees for different
professional, managerial, and non-managerial positions. Citing the structured approach to the
employee enlisting process, it is evident that the author perceives recruitment and selection as a
complex organizational undertaking (Tomčíková, 2016). The inclusion of potentially ineffective
evaluation and hiring strategies is a clear pointer to the need for sufficient information to fill
organizational positions with the most suitable personnel.
Recruitment and selection strategies also have a strong impact on non-financial metrics,
which include employee retention, engagement, and turnover. Rodriguez (2017) conducted a
study to investigate the impact of the selection process on employee engagement. Using an
online survey, the researcher collected data from 160 participants selected through social media
recruitment. The researcher established an organization’s selection practices have a strong
impact on applicants’ perception of the hiring process and job engagement. According to
Rodriguez (2017), the quality of an organization’s selection practices has a direct impact on
employee engagement during and after the recruitment process. The research also found out that
providing job-relevant information during the recruitment process helps in improving employee
engagement and their perception towards the organization as a whole.
Effectiveness of Different Recruitment and Selection Strategies
Organizations use internal and external recruitment and selection strategies depending on
factors such as the population of the recruitment pool, recruitment cost, and professional level of
EMPLOYEE RECRUITMENT AND SELECTION 7
the vacant positions. According to the paper by Saviour et al. (2017), internal recruitment is
effective for most organizations as it enhances employee development through promotion to
higher cadres. Current employees stand a better chance of excelling in higher echelons because
of the wealth of organizational knowledge and integration with other support departments. The
authors also assert the right to career progression among the current employees as one of the
strongest considerations for internal recruitment and selection (Mira et al., 2020). Recruiting
internally also benefits organizations financially, as it is less cost-intensive. Internal
advertisements and job interviews also instill flexibility and convenience due to the ready
availability of the candidates.
External recruitment and selection through the internet are among the key concerns in the
critical review of the article by Samwel (2017). Organizations choose external recruitment and
selection strategies in the absence of suitable candidates within the institution’s current
workforce. The internet facilitates E-recruitment applications that enable recruitment agencies
and human resource managers to fill vacant positions without physical interaction with
candidates. According to the paper, internet recruitment cuts down on recruitment time and cost
as employers and potential employees interact through virtual interfaces. External recruitment
and selection through the internet are highly effective, especially for organizations with well-
established E-recruitment platforms (Eva, 2018). Furthermore, organizations that employ the
internet to enlist new employees are effective and successful in attracting the most suitable
candidates with a wealth of experience in emerging information and communication
technologies.
Oaya, Ogbu, and Remilekun (2017) emphasize the use of employment agencies and
employee referral systems as effective strategies to fill vacant positions within organizations.
EMPLOYEE RECRUITMENT AND SELECTION 8
The descriptive survey paper dismisses the application of host communities in recruitment and
selection as a recipe for organizational inefficiency. Recruitment agencies and internal referral
systems work effectively in enlisting highly dedicated and proficient employees who understand
the intricacies of the organizational goals and objectives. In the use of employment agencies,
Oaya, Ogbu, and Remilekun (2017) recommend high levels of openness in the outline of job
requirements and responsibility. The individual abilities and job competence should be the most
important consideration instead of relying on influences from the local communities. The
recruitment strategy is effective for both internal and external enlisting of human resources as the
recruitment agencies handle external hiring, and employee referrals cater for internal selection.
Many of the past studies seem to agree on the fact that organizations need to employ internal or
external recruitment approaches depending on the prevailing human resource circumstances
(Rao, 2018). The studies, however, differ in the specific recruitment and selection strategies
because each enlisting mechanism applies within a particular sector, including manufacturing,
finance, and service industries.
Impact of Employee Recruitment and Selection on Quality of Hires
Highly effective recruitment and selection approaches support human resource managers
to enlist competent and result-oriented employees. Saviour et al. (2017) emphasize the
importance of people-focused recruitment and selection strategies in enhancing the quality of
hires. According to the article, well-structured internal and external recruitment strategies
promote employee growth and development by instilling competency throughout the career
progression journey. Oaya, Ogbu, and Remilekun (2017) attribute high quality hires to the use of
employment agencies and internal recommendations to fill vacancies within organizations. The
recruitment agency approach ensures the enlisting of highly competent employees, while internal
EMPLOYEE RECRUITMENT AND SELECTION 9
recruitment through employee recommendations promotes individual career growth and
professional development. The idea of internet recruitment by Samwel (2017) enhances the
quality of hires by attracting highly innovative and technology-savvy candidates. The studies
agree on the role of internal recruitment and selection on the quality of enlisted employees. The
articles also recommend external recruitment approaches, including E-recruitment and enlisting
agencies as effective strategies for organizations to maintain desired human resource levels.
Synthesis
Collectively, the studies prove the existence of a relationship between an organization’s
hiring practices and performance. An organization’s recruitment and selection practices were
found to impact employee perception towards an organization, engagement, and the overall
performance of the organization. The studies, however, do not explore whether some recruitment
and selection strategies guarantee quality hires compared to others. For instance, they failed to
examine whether using third party recruiters resulted in high quality hires compared to internal
recruitment. Another gap that emanates from the review is on whether recruitment and selection
strategies have any impact on the performance of employees within the hospitality industry. In
the next section, the researcher will propose a methodology to bridge this gap and to examine
whether recruitment and selection strategies have any significant impact on the overall
organizational performance.
Conclusion
Employee recruitment and selection is an essential facet of human resource managers as
they strive to enhance organizational performance. The studies used in the literature review
reveal similarities and differences in the perceptions of industry experts and recruitment
executives. While some of the articles recommend internal recruitment strategies, others
EMPLOYEE RECRUITMENT AND SELECTION 10
emphasize a balance between internal and external approaches to supply the organizational
human resource needs. One study encourages organizations to use recruitment agencies and
internal recommendations to promote employee professional development. Internet recruitment
also features prominently among the reviewed articles as experts motivate organizations to
leverage information and communication technology to enlist new employees. The collection of
articles reveals the common stance that internal and external recruitment mechanisms play a
significant role in enhancing organizational performance as long as human resource managers
adopt appropriate structures. Human resource managers need to adopt effective internal and
external recruitment strategies to sustain organizational performance. The recruitment and
selection approaches should be structured in such a manner as to meet the immediate
organizational needs for human resources.
1
EMPLOYEE RECRUITMENT AND SELECTION 11
References
Čanković, V. Š. (2015). The impact of employee selection on organizational
Performance. SEER: Journal for Labour and Social Affairs in Eastern Europe, 217-230.
DeVaro, J. (2016). Internal hiring or external recruitment? IZA World of Labor, Institute of
Labor Economics (IZA), pages 237-237.
Ekwoaba, J. O., Ikeije, U. U., & Ufoma, N. (2015). The Impact of Recruitment and Selection
Criteria on Organizational Performance. Global Journal of Human Resource
Management Vol.3, No.2, pp.22-33.
Eva, T. P. (2018). Recruitment and Selection Strategies and Practices in the Private Sector
Commercial Banks of Bangladesh: Evidence from Human Resource
Practitioners. European Business & Management, 4(1), 28-38.
Mira, M. S., Choon, D., Voon, Y., Thim, D., & Kok, C. (2020). The Impact of Human Resource
Practices on Employees' Performance through Job Satisfaction at Saudi Ports Authority
based on the Assumption of Maslow Theory. International Journal of Psychosocial
Rehabilitation, 24(2).
Naz, F., Aftab, J., & Awais, M. (2016). Impact of human resource management practices (HRM)
on performance of SMEs in Multan, Pakistan. International Journal of Management,
Accounting & Economics, 3(11), 699-708.
Oaya, Z. C. T., Ogbu, J., & Remilekun, G. (2017). Impact of recruitment and selection strategy
on employees’ performance: a study of three selected manufacturing companies in
Nigeria. International Journal of Innovation and Economic Development, 3(3), 32-42.
Rao, B. R. (2018). Innovative Employee Career Development Practices in Banking Sector–A
Study in Visakhapatnam City. Management, 3(12), 1-5.
EMPLOYEE RECRUITMENT AND SELECTION 12
Rodriguez, S. N. (2017). Examining the impact of selection practices on subsequent employee
engagement. [Master’s thesis]. Chattanooga. The University of Tennessee at
Chattanooga.
Rozario, S. D., Venkatraman, S., & Abbas, A. (2019). Challenges in Recruitment and Selection
Process: An Empirical Study. Challenges, 10(2), 35.
Samwel, J. O. (2017). Influence of Recruitment, Selection, Retention and Motivation on
Performance of Manufacturing Companies- A Critical Review of the
Literature. International Journal of Science and Research, 6(11), 436–445. doi:
10.21275/3111703
Saridakis, G., Lai, Y., & Cooper, C. L. (2017). Exploring the relationship between HRM and
firm performance: A meta-analysis of longitudinal studies. Human resource management
review, 27(1), 87-96.
Saviour, A. W., Kofi, A., Yao, B. D., & Kafui, L. A. (2017). The impact of effective recruitment
and selection practice on organizational performance (a case study at University of
Ghana). Global Journal of Management and Business Research.
Tomčíková, Ľ. (2016). The effective recruitment and selection practices of organizations in the
financial sector operating in the Slovak republic. Prešov. Exclusive e-journal.
2
Comment Summary
Page 10
1. Your literature review is not exhaustive. As per the requirements, it must be a minimum of 35 pages in length.
Dr. Adams
Page 12
2. You've only included 14 sources. Your literature review must include 50+ peer-reviewed references, with 75%
being published within the last 5 years.
Dr. Adams
Running head: RECRUITMENT AND SELECTION STRATEGIES 1
THE IMPACT OF RECRUITMENT AND SELECTION STRATEGIES ON
ORGANIZATIONAL PERFORMANCE AND EMPLOYEE PRODUCTIVITY.
by
Kenneth R. Sisneros, Ed.D.
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration,
BUSI 885: (Human Resources)
Liberty University, School of Business
June 2020
___________________________________________________
[Enter Name of Dissertation Chair]
___________________________________________________
[Enter Name of Dissertation Committee Member]
___________________________________________________
[Enter Name of DBA Director]
___________________________________________________
[Enter Name of Dean, School of Business]
RECRUITMENT AND SELECTION STRATEGIES 2
Task 3
Introduction.
In the previous section, the researcher provided a review of the existing literature,
including their strengths, weaknesses, and knowledge gaps that exist. In the methodology
section, the researcher will provide a stepwise analysis of the steps that were taken to answer the
research questions that had been identified earlier. This section covers key areas which include
the purpose of the research, as detailed in the purpose statement, and the role that the researcher
and participants played before, during, and after the study. With their roles spanning from the
identification and contact of the participants to the sensitization of participants on their rights, the
researcher largely drives the research process (Sutton & Austin, 2015; Zuengler, 2017). The
researcher’s roles also included conducting interviews with the respondents, administering
surveys, analyzing the data, and presenting the findings of the study. The section will also outline
the roles of the participants, which included offering their honest input in responding to
questions and prompts form the researcher. This section also details the research methods and
research designs used in the collection and analysis of data, data collection, and analysis
techniques. Additionally, the sampling strategies used, and the study population considered for
the research will be also explored.
Problem Statement.
The purpose of this case study research is to examine the relationship between selection
and recruitment strategies and the performance of organizations in the hospitality industry.
According to Langviniene & Daunoraviciute (2015), the hospitality industry is labor-intensive
and is characterized by intensive competition, demand for high-quality services, and production
of perishable and repetitive goods. Existing studies on the challenges facing the hospitality
RECRUITMENT AND SELECTION STRATEGIES 3
industry have highlighted low profitability, lack of competent employees, and employee turnover
as some of the challenges hindering the delivery of high-quality services in this sector (Fathy,
2018; Ram, 2018). To further explore this topic, this study will examine the recruitment and
selection strategies that are used by HR managers within the hospitality industry in Portland,
Oregon, and their impact on employees and the organization as a whole. Through the use of
open-ended questionnaires, the researcher will attempt to quantify the relationship between the
recruitment and selection strategies and the performance of the organizations, both financial and
non-financial. Also, the study will examine whether the recruitment and selection strategies in
use have an impact on an organization’s ability to hire and retain the best employees.
Task 4: Role of the Researcher and participants
Role of the researcher
The researcher played a vital role throughout the study and was instrumental in the
success of the entire project. First, the researcher was in charge of the identification of the
participants to be used for the study. Creswell and Poth (2016) note that accurate identification of
the intended participants is essential in improving the reliability and validity of the participant’s
responses. Once the participants were identified, the researcher initiated and maintained contact
with them throughout the data collection process. Korstjens and Moser (2018) campaign for the
creation of a good rapport between researchers and the participants to increase the reliability of
responses sought.
Secondly, the researcher was also responsible for the sensitization of participants about
their rights during and around the study. In this regard, the researcher was concerned with
responding to any queries by the participants and informing them of any relevant developments
regarding their role during the research study. Part of the researcher’s role also included
RECRUITMENT AND SELECTION STRATEGIES 4
conducting interviews on the respondents, and the administration of the survey. In this way, it
was possible for the researcher to effectively guide the direction the research takes, and to
enforce the limits of the study (Mirhosseini & Noori, 2019: Patten and Newhart, 2017). The
researcher also oversaw the issuance of prompts and questions to the participants and the
collection of their responses.
The researcher was also responsible for the analysis and interpretation of the data
collected. Patten and Newhart (2017) note that it is the responsibility of the researcher to
interpret the data collected from participants in a manner that best makes sense to the intended
audience. As such, the researcher analyzes the data and draws meaningful conclusions on how
they tie to the research problem being studied. Also included within the role of the researcher
was the pursuit of specific steps to ensure that the study was ethical. To this end, the researcher
took due caution to ensure that access to the participants was gained in conformity with research
ethics. Reid et al. (2018) advises researchers to pursue full disclosure to the intended respondents
in a bid to allow the respondents to make informed choices on participation.
Role of the participants.
The primary role of the participants was to provide accurate and timely responses to the
participants. This role involved providing responses in a researcher friendly format, being
available when needed, and engaging the researcher in a friendly manner. To ensure that the
participants played their role with no delays, the researcher developed a good rapport with the
respondents. This step was also intended to encourage more meaningful engagement during the
actual collection of data from the respondents. Participants also had a duty to ensure that their
wellbeing and that of their families are protected. This role required them to inform the
RECRUITMENT AND SELECTION STRATEGIES 5
researcher about any condition that might harm them during the study. For instance, they had a
duty to disclose to the researcher about any life-threatening health conditions before the study.
The researcher took up the role of ensuring the ethical protection of the participants.
Pietilä et al. (2020) call for the protection of confidentiality and integrity of respondents, and
their input during and after the collection of data. To achieve this goal, the researcher provided
consent forms to all selected participants, allowing only those with the authority to consent to do
so. Information sheets were also provided to all participants to inform them of the purpose of the
study and their rights and responsibility. The forms also detailed the terms of engagements in and
an assurance that the researcher will keep the response of the research participants private and
confidential. This goal would be achieved by storing the responses (written or recorded archival
copies) in a password-protected computer to ensure that they were only accessible to authorized
individuals.
RECRUITMENT AND SELECTION STRATEGIES 6
References
Creswell, J. W., & Poth, C. N. (2016). Qualitative Inquiry and Research Design: Choosing
among Five Approaches. Sage Publications. Retrieved from
https://s3.amazonaws.com/academia.edu.documents/55010759/creswell_Qualitative_Inq
uiry_2nd_edition.pdf?response-content-
disposition=inline%3B%20filename%3DSecond_Edition_QUALITATIVE_INQUIRY_a
nd_R.pdf
Fathy, E. A., F. (2018). Issues faced by hotel human resource managers in Alexandria, Egypt.
Research in Hospitality Management, 8(2), 115-124.
Korstjens, I., & Moser, A. (2018). Series: Practical Guidance to Qualitative Research. Part 4:
Trustworthiness and Publishing. European Journal of General Practice, 24(1), 120-124.
https://www.tandfonline.com/doi/pdf/10.1080/13814788.2017.1375092
Langvinienė, N., & Daunoravičiūtė, I. (2015). Factors influencing the success of business model
in the hospitality service industry. Procedia-Social and Behavioural Sciences, 213, 902-
910.
Mirhosseini, S. A., & Noori, M. (2019). Doing qualitative research: the craft of naturalistic
inquiry. Educational Action Research, 27:2, 331-333, DOI:
10.1080/09650792.2018.1527238.
Patten, M. L., & Newhart, M. (2017). Understanding Research Methods: An Overview of the
Essentials (9th ed.). New York, NY: Routledge
Pietilä, A. M., Nurmi, S. M., Halkoaho, A., & Kyngäs, H. (2020). Qualitative Research: Ethical
Considerations. In The Application of Content Analysis in Nursing Science Research (pp.
49-69). Springer, Cham. https://link.springer.com/chapter/10.1007/978-3-030-30199-6_6
RECRUITMENT AND SELECTION STRATEGIES 7
Ram, Y. (2018). Hostility or hospitality? A review on violence, bullying and sexual harassment
in the tourism and hospitality industry. Current Issues in Tourism, 21(7), 760-774.
Reid, A. M., Brown, J. M., Smith, J. M., Cope, A. C., & Jamieson, S. (2018). Ethical Dilemmas
and Reflexivity in Qualitative Research. Perspectives on Medical Education, 7(2), 69-75.
https://link.springer.com/article/10.1007/s40037-018-0412-2
Sutton, J., & Austin, Z. (2015). Qualitative Research: Data Collection, Analysis, and
Management. The Canadian journal of hospital pharmacy, 68(3), 226–231.
https://doi.org/10.4212/cjhp.v68i3.1456
Zuengler, J. (2017). Conversations on the Research Process Contextualizing the Researcher.
In The Research Process in Classroom Discourse Analysis (pp. 125-128). Routledge.
Running head: EMPLOYEE RECRUITMENT AND SELECTION 1
THE IMPACT OF RECRUITMENT AND SELECTION STRATEGIES ON
ORGANIZATIONAL PERFORMANCE AND EMPLOYEE PRODUCTIVITY.
by
Kenneth R. Sisneros, Ed.D.
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration,
BUSI 885: (Human Resources)
Liberty University, School of Business
June 2020
EMPLOYEE RECRUITMENT AND SELECTION 2
Introduction
The existence and sustenance of an organization depend on its ability to recruit and select
highly competent personnel at all levels. Employee recruitment and selection practices thus play
a significant role in the excellence of businesses and non-profit organizations. In profit-oriented
institutions, the operational integrity of the human resource determines the ability to gain a
competitive advantage and stand out amid aggressive business rivalry (Saridakis, Lai & Cooper,
2017). Human resource managers, thus, strive to achieve work efficiency through robust
recruitment and selection criteria. A section of organizational leaders uses recruitment agencies
and internal recommendations, while others rely on host communities to determine the suitability
of employees for new positions and promotions to higher levels (Eva, 2018; DeVaro, 2016).
While organizations employ different selection and recruitment strategies, their goals are to hire
competent employees who will make a positive contribution to the organization.
Robust and flexible employee recruitment and selection strategies are essential
components of organizational performance as human resources play a central role in enhancing
the production, managerial, and operational functions. As organizations seek a competitive edge
in the highly dynamic local and global markets, it becomes imperative to attract the right
applicants, in the right numbers, and with the appropriate qualifications. This review seeks to
analyze past literature from studies, books, and government publications to gain crucial insights
on the impact of recruitment and selection strategies on organizational performance. The first
section discusses the relationship between recruitment strategies and turnover/retention,
employee competence, customer satisfaction, and an organization’s financial performance. The
review then delves into the factors that affect the choice of recruitment and selection strategies.
The conclusion then sums up the critical observations that are made from the analyzed texts.
EMPLOYEE RECRUITMENT AND SELECTION 3
Definitions of Employee Recruitment and Selection
Business experts and leaders have different notions of the meaning and implication of the
employee recruitment and selection process. While some organizational leaders view recruitment
and selection as a function of top managerial teams, others understand the undertaking as a
preserve of all stakeholders, including lower-cadre employees and the local community (Naz
Aftab & Awais, 2016; Rozario, Venkatraman, & Abbas, 2019). The different perceptions of
recruitment and selection authorities impart diverse approaches in enlisting workers for various
positions within business institutions. Industry experts and authors also emphasize different
theories and protocols in supporting organizational rejuvenation through recruitment and
selection processes. Despite the discrepancies in the meaning of recruitment and selection to
various factions, the common goal of enhancing business performance and perpetual existence is
conspicuously evident.
Recruitment
Researchers have attempted to provide a succinct definition of employee recruitment.
Sunday, Olaniyi, & Mary (2014) define recruitment as the process searching out for suitable
candidates and motivating them to apply for a job opening. Ekwoaba, Ikeije, & Ufoma (2015)
defines recruitment as the process of attracting potential candidates and motivating them to apply
for a job opening for future evaluation. According to Eva (2018), recruitment is the process of
discovering potential candidates and attracting them to apply for a vacant position within the
organization. Despite the slight differences in their definition of recruitment, researchers seem to
agree that recruitment entails identifying potential candidates and convincing them to apply for a
job opening.
Recruitment process.
EMPLOYEE RECRUITMENT AND SELECTION 4
The recruitment process takes place in five distinct steps. The first step in recruitment
involves determining the goals and objectives of the recruitment process. This step is essential in
ensuring that the recruiters understand what to look for when inviting candidates to apply for a
position (Bogatova, 2017). Setting clear goals and objectives also helps recruiters in developing
a clear recruitment strategy that will be used in the recruitment process (Wakabi, 2016). The
second step in the recruitment process involves developing recruitment strategy. A recruitment
strategy is defined as a formal plan that will guide an organization in recruiting and selecting
qualified candidates to fill an open position (Kayrouz et al., 2018; McRobert et al., 2018). This
step involves determining which individuals to recruit when to recruit them, where to recruit
them, sources of recruitment, the message to use in recruiting, and individuals who should
conduct the recruitment process.
After developing a recruitment strategy, organizations can engage in actual recruitment
activities. Such activities include sending out messages to potential candidates and convincing
them to apply for a job opening. When searching for potential candidates, recruiters must target
the right people, craft the right message and use the right recruitment sources (Bogatova, 2017).
The fourth step in the recruitment process involves identifying and taking care of the issues that
might impact the outcomes of the recruitment process. According to Bogatova (2017), this step
will involve determining the appropriateness of the method and its ability to attract the attention
of the applicants. Another issue that should be considered is the credibility of the message and
the accuracy of the applicant’s expectations (Bogatova, 2017). The last step involves assessing
the outcomes of the recruitment process to determine whether or not they are in line with the
recruitment objectives.
Sources of recruitment.
EMPLOYEE RECRUITMENT AND SELECTION 5
Bogatova (2017) defines recruitment sources as the methods which an organization uses to
inform potential candidates about a job opening. Recruitment sources can be broadly classified
into internal and external recruitment sources.
External recruitment
Over the past decade, external recruitment has gained popularity among recruiters.
External recruitment entails recruiting people from outside the organization fill a job vacancy.
External recruitment can be achieved through external recruitment sources such as labor
agencies, specialized journals, job fairs, newspaper ads, among many more (Villeda, &
McCamey, 2019; Sunday et al., 2014). According to Villeda & McCamey (2019) the emergence
of social networking sites and their subsequent adoption in the recruitment process have
provided organizations with a new and cost-effective way to recruit applicants. External
recruitment is based on the belief that internal recruitment is limited and might not result in high-
quality hires. External recruitment allows an organization to recruit a large number of potential
employees, subject them to screening, and select the one that can best fit into a certain position.
Proponents of external recruitment argue that it has numerous benefits for both the
employees and organizations as a whole. From an organization’s perspective, external
recruitment fosters creativity and innovation by bringing in fresh ideas from new hires (Sunday
et al., 2014). External recruitment allows an organization to hire employees from a large pool of
talents, rather than rely on a small pool of talent that is found within an organization. External
recruitment also reduces the complexity of hiring since it does not create another position that
needs to be filled. Conversely, internal recruitment creates a chain of vacant positions that must
be filled as well (DeVaro, 2016). Another benefit of external recruitment is that it helps
organizations to recruit highly versed employees, that are less susceptible to pressure from peers,
EMPLOYEE RECRUITMENT AND SELECTION 6
and co-workers. As such, employees recruited through external recruitment sources are more
likely to stick to the organizational goals and objectives than those recruited internally.
Researchers have highlighted some key challenges that impact the effectiveness of
external recruitment. External recruitment reduces the level of satisfaction among employees
since they are forced to compete with external recruits (DeVaro, 2016). DeVaro, 2016 further
argues that if employees are faced with the threat of external hires, they are likely to become
complacent, hence reducing their productivity. External recruitment is also associated with high
turnover rates since existing employees might feel dissatisfied and opt to look for new
opportunities elsewhere. The high cost associated with external recruitment might also pose
financial challenges to recruiters. For instance, according to Sunday et al., (2014), external
recruitment results in additional costs in advertising a job opening and training those who get
hired. External recruitment also results in uncertainty due to the risks associated with hiring a
new and unknown person.
Sources used in external recruitment.
Headhunting.
Headhunting is a commonly used source of recruitment especially when looking for
executives to fill top positions. Headhunting involves looking for highly versed individuals, who
are successful in their current position and convincing them to apply for a job opening
(Bogatova, 2017; Chen, Lee, & Ting, 2017). In this approach, a head hunter is tasked with
identifying potential candidates to fill a position either from own connections, professional
bodies, or rival firms. One key benefit of headhunting is that it allows organizations to select
individuals who have proved to be high performers in their previous positions. Headhunting also
EMPLOYEE RECRUITMENT AND SELECTION 7
reduces the cost of advertising by allowing an organization to only concentrate on a small pool of
highly successful individuals. Despite its benefits, headhunting has several drawbacks which
include an unreliable database of candidates and high fees which must be paid to the headhunter
(Bogatova, 2017; Reshetnikova, Zotkina, & Gusarova, 2019). Headhunting also assumes that an
individual is likely to be successful in an organization if they are performing well in their current
organization.
Job Fairs and Exhibitions.
Despite the emergence of online recruitment, recruiters still use job Fairs and Exhibitions
as sources of recruitment. Job Fairs and Exhibitions usually involve a small number of people,
usually in a specialized field which makes it easy for recruiters to recruit several individuals
within a short time (Bogatova, 2017). Job fairs provide an organization with a low-cost source of
recruitment and are effective for establishing new contacts and mass recruitment (Bogatova,
2017). However, this source of recruitment is more costly than social media recruitment, and
might not provide an organization with a large pool of candidates.
Advertisement.
Traditional forms of advertisement such as Television, magazines, and newspaper are
still popular among recruiters. These recruitment sources are effective when targeting older
adults and other individuals who lack an online presence. According to Emanuela (2018), the
effectiveness of this form of advertisement depends on whether a large number of target
candidates will see the message and interpret it appropriately. Another key factor that influences
the effectiveness of this source is the ability to use the right channel and to craft the right and
captivating message (Bogatova, 2017). With the emergence of social networking and online
EMPLOYEE RECRUITMENT AND SELECTION 8
recruitment sources, traditional sources of advertisement are becoming unpopular since they are
costly and less effective (Emanuela, 2018).
Social media recruitment.
Social media recruitment is a relatively new area that has gained popularity in recent
days. Social networking sites such as Facebook, Twitter and Linked In provides recruiters with a
simple and effective way to connect with and attract potential candidates through digital
platforms (Carpentier, Van Hoye, & Weng, 2019; Landers, & Schmidt, 2016). While researchers
seem to differ on the extent to which social networking sites are utilized in the recruitment
process, most of the available literature shows that various organizations use social networking
sites to attract and recruit potential candidates (Carpentier, Van Hoye, & Weng, 2019; Cetinkaya,
2019; Petre, Stegerean, & Gavrea, 2017). Social networking sites also play a vital role in
employee selection by providing recruiters with additional information about a potential
employee. For instance, according to Carpentier, Van Hoye, & Weng, (2019), most organizations
use information from applicant’s social media profiles to make selection decisions.
Organizations are switching from traditional recruitment channels to social media
recruitment due to its cost-effectiveness and ability to reach a wider audience (Ladkin, &
Buhalis, 2016; Yaseen, & Marwan, 2016; Landers, & Schmidt, 2016). Social media recruitment
allows organizations to reach a large pool of candidates within a short time. Compared to the
traditional forms of recruitments such as trade fair, and headhunting, social media recruitment is
less labor-intensive and can be used in instances where a large number of employees are needed
(Tikhonov, & Konovalova, 2020). A study by A study by Petre, Stegerean, & Gavrea, (2017),
revealed that social networking sites have also become popular among job seekers since they
provide them with job seeking opportunities, and a chance to interact with potential employers.
EMPLOYEE RECRUITMENT AND SELECTION 9
This study also established that most applicants prefer social media sites since they provide them
with an opportunity to advertise themselves to potential employers.
Despite its numerous merits, social media recruitment remains a highly controversial
area. According to Carpentier, Van Hoye, & Weng, (2019), researchers, and applicants are
concerned that information on their social media profile might be used to make selection
decisions even if the information is irrelevant to the job posting. Available literature also shows
that the use of social media recruitment raises legal and ethical issues in regard to security and
privacy management, bias and discrimination and impression management (Jeske, & Shultz,
2016; Hadjimatheou, Coaffee, & De Vries, 2019). Social media recruitment also raises ethical
issues regarding work-life balance by invading an individual’s private sphere without their
consent or knowledge (Aggerholm, & Andersen, 2018).
Internal recruitment
Internal recruitment is mainly used in organizations that want to foster long-lasting
relationships with their employees. Internal recruitment is based on the belief that existing
employees understand the organizational culture and values and are more likely to perform better
than new hires (DeVaro, 2016; Sunday et al., 2014). Proponents of internal recruitment also
believe that promoting existing employees is one of the ways through which an organization can
motivate its employees to work harder and to be consistent all through. Internal recruitment also
allows an organization to benefit from the skills and competencies which existing employees
have developed over time (DeVaro, 2016). A wide range of literature also agrees that internal
recruitment is cost-effective, and is more likely to result in motivated and dedicated employees
compared to external recruitment. For instance, according to DeVaro (2016), the level of
EMPLOYEE RECRUITMENT AND SELECTION 10
uncertainty is significantly lower when internal recruitment is used, compared to external
recruitment.
The effects of internal recruitment on both employees and organizations are largely
positive. According to Derfler-Rozin et al. (2018), internal referrals present positive outcomes
for both new hires and an organization as a whole. Internal referrals result in high performance
since new hires feel obliged to the referees and are likely to maintain high-performance standards
all through. Employee referrals also promote knowledge transfer since new hires are motivated
to mentor and train those they would like to recommend for future promotions (Derfler-Rozin et
al. 2018). Employee referrals increase the efficiency of the hiring process by reducing the costs
associated with hiring new employees. Internal referrals also enhance employee-organization
since the new hires have adequate knowledge about the organization and its cultures.
Sunday et al. (2014) also acknowledge that internal recruitment has positive outcomes for
both the employee and the organization. The key goal of internal recruitment is to fill vacant
positions through internal referrals, or by promoting employees who have proved to be
consistent, and high performers over time. According to Sunday et al., (2014), internal
recruitment increases employee morale by rewarding those who maintain high performance with
promotions. Internal recruitment is associated with reduced turnover and high employee
commitment since workers are assured of promotion if they maintain high performance. Internal
recruitment also reduces the costs of hiring since managers can easily identify employees who
perform better than their peers (DeVaro, 2016; Sunday et al., 2014). Compared to external
recruitment, internal recruitment results in low training costs since employees are already aware
of the organizational cultures and have the skills and competencies required to perform various
tasks.
EMPLOYEE RECRUITMENT AND SELECTION 11
Challenges facing internal recruitment.
Despite its merits, internal recruitment presents numerous challenges to recruiters.
Internal recruitment assumes that an employee will perform well in a higher position if they have
done so in lower position. This form of recruitment also assumes that employees who perform
poorly in lower position will still perform poorly if given a higher position. DeVaro (2016)
acknowledges that at times, the objectives of internal recruitment always conflict, resulting in
outcomes that are not good for both the employee and an organization. For instance, an
employee who is underperforming in their current job might perform higher if given a different
job. Another issue with internal hiring is that it promotes favoritism since employers might feel
obliged to hire internally, at the expense of external hires with even better qualifications
(DeVaro, 2016). Internal recruitment also hinders creativity and innovation since no new ideas
are injected into the organization through new hires.
The issues associated with internal recruitment have been highlighted in numerous other
studies. A study by Brown, Setren, & Topa (2016) proved that favoritism is prevalent in internal
recruitment, and referred candidates are more likely to get hired than those recruited through
other methods. Referred candidates also enjoy other benefits which include a higher initial
salary, though these advantages diminish with time. Findings from this study agree with Derfler-
Rozin, Baker, & Gino (2018) that internal recruitment especially employee referrals do not
always result in perfect hires. Derfler-Rozin et al. (2018) established that employee’s referral
power influences who gets hired, and how other members within the organization perceive the
new hire. As such, internal recruitment is prone to favoritism where only employees with high
referral powers are promoted.
Selection.
EMPLOYEE RECRUITMENT AND SELECTION 12
The definition of selection varies amongst researchers and has changed drastically over
time. According to Sunday et al., (2014), selection is a process through which the recruited
candidates are screened and the best fit selection. Sunday et al. (2014) aver that selection
involves several steps that allow an organization to screen all the candidates and to determine
who amongst them is best suited for a particular position. Villeda, & McCamey, (2019) defines
selection as the process of choosing the most appropriate candidate from all the candidates that
were recruited. On the other hand, Eva (2018) views selection as the process of collecting and
evaluating information from the applicants to determine who among them is most qualified to fill
a particular position. While the various definitions seem to differ slightly, scholars seem to agree
that selection is the process of choosing a candidate from a large pool of applicants to fill a
certain position.
Employee selection is a highly complicated and demanding process that must be
undertaken with the utmost care. Researchers acknowledge that employee selection is a highly
complicated process that requires adequate time, finances and human resource to complete
(Swaney, 2017; According to Baydur, (2017), recruiters spend a lot of terms analyzing the
qualifications of each candidate to ensure that the best among them is selected. In most instances,
recruiters are required to fill an opening within a short time, which makes it difficult for them to
screen all candidates that were recruited. Another issue that makes selection a highly
sophisticated process is the finances required to carefully screen all candidates against the
requirements. Since the selection process requires large sums of money to execute, recruiters are
required to select candidates that will support the attainment of organizational goals and
objectives (Baydur, 2017). The selection process also requires highly versed human resource
professionals to ensure that candidates are accurately screened and the best among them selected.
EMPLOYEE RECRUITMENT AND SELECTION 13
In some instances, such professionals are not present and an organization is forced to use
external recruitment agencies.
Selection process.
The selection process involves a wide range of steps that allows an organization to
determine who among the applicants is best suited to fill a position. The selection process starts
with pre-screening, which helps to verify the provided information and reduce the number of
candidates being considered for the job (Stoughton, Thompson, & Meade, 2015). During the
prescreening stage, employees are subjected to screening interviews and inquire to determine
whether they have the experience or educational background required for the position (Bogatova,
2017). Prescreening stage helps eliminate applicants who do not meet the minimum qualification
for a position and those who lack the experience needed for a certain position (Villeda, &
McCamey, 2019). Prescreening precedes other steps such as oral interview and helps to refine
further the pool of candidates being considered for a certain position. In this stage, candidates are
also provided with additional information about the open position to help them decide whether or
not they intend to proceed with the selection process.
The second stage in the selection process is the completion of the application form. This
step is essential to recruiters as it helps them to gather ample information about all the
candidates. In this step, candidates are required to provide comprehensive information about
their life and job profile (Bogatova, 2017). In some organizations, however, candidates are
required only to provide general information such as telephone numbers, email addresses, and
names. This step is also used to reduce further the number of applicants being considered for a
particular position and to confirm that a candidate is ready to take up a job position. With the
EMPLOYEE RECRUITMENT AND SELECTION 14
emergence of social media and other modern technologies, this step has been improved, and
employees can submit the forms remotely.
Employee testing is the third step in the selection process. Here, employees are provided
with a wide range of tests to measure their competence, skills, and personality. According to
Bogatova (2017), employee testing is a common practice and is used in at least 60% of all
organizations. Honesty and integrity tests are common in numerous organizations and are used
to determine whether an employee is trustworthy or has some undesirable traits that might
impact organizational productivity. In most organizations, personality tests are also used as part
of the selection process. These tests are used to measure an employee’s interpersonal relations,
emotional adjustments and attitudes towards work. Cognitive, aptitude and physical ability tests
are also widely used in most organizations across the United States. Physical ability tests are
used to measure a candidate’s physical strength, while aptitude and cognitive tests are used to
measure their ability to learn new skills, and intelligence respectively.
After passing the first three steps, candidates are subjected to a comprehensive interview.
In most organizations, a comprehensive interview is used to gather detailed information about an
applicant, including their ability to work under pressure, attitude and motivation (Bogatova,
2017). This step also helps recruiters to determine whether an employee is fit to work within the
organization. A comprehensive interview is important since it helps measure a person-
organization fit, which is a key component of success for any employee (Bogatova, 2017). This
step is also used to assess whether a candidate can easily adapt to the organizational culture.
After completing the interview successfully, a candidate is subjected to a conditional job offer
which is subject to medical and background checks.
EMPLOYEE RECRUITMENT AND SELECTION 15
Candidates who are selected to fill a certain position are further subjected to two
additional steps. First, a background check is conducted to assert that all the information they
provided is correct. The check can be conducted by verifying the provided information with
referees and former employers (Bogatova, 2017). According to Sarode & Deore, (2017), third
party verifications help ensure that candidates provide correct information, hence protecting
organizations from liabilities. For instance, an organization might incur huge fines if they hire
foreigners or individuals who are not permitted to work within the country. Afterward, the
employees are subjected to medical examination to determine their ability to work under extreme
conditions. This step might also entail conducting drug tests on the candidates. If the selected
candidates pass these two steps they are given a job offer which they can accept or decline.
Factors Affecting Recruitment Strategies and selection
Recruitment is influenced by a combination of internal and external factors, which impact
the actions that an organization takes to meet its objectives. Internal factors are those than a firm
has control over, such as organization and recruiter dynamics, and employer appeal, while the
reverse holds for external factors, which it cannot control, such as the sociopolitical environment
and the status of the labor market.
Culture
The role of culture on the effectiveness of various recruitment and selection strategies has
adequately documented in numerous studies. Allen, & Vardaman, (2017) acknowledges that
cultural factors influence employee perceptions, towards and organization, and the assumptions
they hold regarding their skills, and capacity to grow and improve. The researchers argue that an
employee is less likely to leave if they feel that an organization will provide them with adequate
EMPLOYEE RECRUITMENT AND SELECTION 16
opportunities to grow, both personally and professionally. The researchers also agreed that
culture has a strong impact on the recruitment strategies that are adopted by firms operating
locally and internationally (Allen, & Vardaman, 2017). Further, cultural factors can also
influence employee’s perception towards an organization during recruitment, the recruitment
strategies used and the value placed on the criteria used to evaluate the candidates.
Recruiter’s Dynamics
Various recruiter characteristics individually impact the effectiveness of an
organization’s staffing strategies. Lawong et al. (2018) investigated the interaction between a
recruiter’s political skill and organization to influence applicant attraction in the recruitment
process. The researchers conducted three studies to create the experimental manipulation
materials, pilot-tested them, then conducted tests of the hypotheses. The study concluded that for
those recruiters with high political skills, as the reputation of the organization increased, the
applicant attraction also increased. Conversely, for recruiters with low political skill, as the
organization increases, there was no change in applicant attraction to the organization.
Similarly, using conceptual analysis, Griffin (2018) explored recruiters’ ability to utilize
strategic foresight to match people with the available positions in firms, especially in the volatile
markets that exist in contemporary society. From the study, it is clear that recruiters who are
more attuned to the internal and external factors like technological change, human capital, and
the prevailing political and economic conditions are more empowered to hire talent based on the
company’s strategic drivers than those who blindly fill open positions without a tactical plan.
Griffin (2018) concluded that there is a need for recruiters to be cognizant of the internal and
external factors that influence their recruitment strategies. Aside from matching people to jobs,
EMPLOYEE RECRUITMENT AND SELECTION 17
the use of a strategic approach enables an organization to remain competitive and methodically
utilize the available resources.
Organization Dynamics
The size of the organization determines the recruitment strategies utilized in human
resource management. Ekwoaba, Ikeije, and Ufoma (2015) posit that recruitment planning is
mandatory for small organizations as they seek to hire more people for the management of future
operations. Moreover, the available resources impact the strategies selected by the organization
in its recruitment procedures, and smaller organizations have considerably lesser resources than
larger firms. According to Mehmood et al. (2017), recruitment and selection of employees is a
costly process in terms of the financial resources required and the time invested. In a study to
investigate the most effective recruitment strategies within the banking industry, Ekwoaba, Ikeije
and Ufoma (2015) found that strategic forethought by recruiters significantly reduces costs,
especially since recruiting costs are calculated per new hire. The researchers discovered that
recruiting for multiple job openings simultaneously is an effective cost-saving measure. Due to
the considerable high cost of recruitment, most organizations seek strategies that will give the
most value at the least cost.
Besides, the organizational goals significantly affect the choice of recruitment strategy
selected by a firm. Khan and Siddiqui (2018) investigated the impact of vision-based recruitment
on organization performance using a quantitative methodology that analyzed data from 102
employees working in both the private and public sectors in Pakistan. They posit that a firm’s
vision determines the path that the company takes in its expansion and progress in an efficient
manner. It guides the accomplishment of the organization’s long-term and short-term goals.
Griffin (2018) found that recruiters need to understand the overall business objectives of the
EMPLOYEE RECRUITMENT AND SELECTION 18
organization to attract talent based on the needs of the company. If an organization is planning to
expand its operations, it will widen the scope of its recruitment and selection strategies to
increase the size of its personnel.
Employer Attractiveness
Organizations that have a positive image in the market easily attract competent and
proficient individuals. Hence, the organization must maintain excellent relations with the public
to have the goodwill of the people to grow its reputation to draw the most competent talent
available. One of the areas that provide a company with a competitive edge in the Sommer,
Heidenreich, and Handrich (2017) sought to find how perceived organizational innovativeness
affects employer attractiveness in the tightening labor market. The researchers used a sample of
322 graduates and professionals from German universities with an average age of 25.7 years in a
full-factorial scenario-based online experiment to investigate the impact of an organization’s
innovation culture on its attractiveness to potential employees. The results indicate that
organizations with a strong innovation culture are attractive to job seekers. The effects were
especially strong for highly innovative employees as they are significantly concerned about the
organizational innovation of the firms that they work for. Hence, companies that promote a
culture of innovation are more likely to attract innovative employees, easing the process of
recruitment for talent.
These findings are consistent with the conclusions drawn from Ekwoaba, Ikeije, and
Ufoma (2015) that the quality of human resources in an organization is dependent on the quality
of the applicants attracted. In the same vein, Boulton and Beer (2018) undertook a study to seek
a better understanding of the factors affecting the recruitment and retention of clinical research
nurses using an online questionnaire comprising of open-ended and fixed-choice questions from
EMPLOYEE RECRUITMENT AND SELECTION 19
121 clinical research nurses. One of the key findings from the study was that the features of the
job determined how attractive it was perceived. The participants were seeking opportunities that
would provide a challenge that would provide job enrichment.
Political-Social-Legal Environment
Government policy, through labor laws, provides guidelines that influence the
recruitment strategies used by a firm. Ployhart, Schmitt and Tippins (2017) reviewed 100 years
of research on recruitment and selection published in the Journal of Applied Psychology. The
review found that the issue of recruitment and selection has persisted over the years since the
first publication. One of the pertinent findings in their analysis was the impact of the changes in
legal, society, and business environment on recruitment and selection strategies. The authors
describe the evolution of recruitment practices in changing sociopolitical times and find that the
prevailing conditions determine the strategies that an organization incorporates. The laws
determine the compensation, working environment, the safety of employees, and the duties
assigned to employees. Mehmood et al. (2017) explain that political decisions are made for the
reservation of jobs for marginalized groups such as ethnic minorities, which raises the preference
for people from such backgrounds. The recruitment and selection strategies replicate the social
and political environment of a market; hence, with changes in government, there are changes in-
laws.
The Status of the Labor Market
According to Palaniappan and Arasu (2017), the supply and demand for specific skills in
the labor market significantly impact the recruitment strategies selected by an organization.
Where the demand for particular skills is high, the organization needs to use more sophisticated
EMPLOYEE RECRUITMENT AND SELECTION 20
recruitment methods as opposed to circumstances when the unemployment rates are high.
Nonetheless, Mehmood et al. (2017) caution that a huge population does not translate into the
availability of more talent. Hence, organizations must put significant effort into the recruitment
and selection process as highly competent individuals are scarce. Towards meeting this goal,
Ekwoaba, Ikeije, and Ufoma (2015) suggest that organizations must adopt a holistic model of
recruitment and selection that considers the interdependence of all steps and areas involved.
Recruitment and organizational performance.
Researchers have established a close relationship between an organization’s HR practices
and performance. Ekwoaba, Ikeije, & Ufoma (2015) conducted a quantitative study to
investigate the impact of employee recruitment and selection on the performance of Fidelity
Bank Plc, Nigeria. The researchers used questionnaires to collect data from 130 company staff
selected through random sampling. The research established a positive relationship between the
company’s recruitment and selection strategies, and its productivity. 46.2% of the respondents
stated that the company’s recruitment and selection strategies have an impact on its overall
performance (Ekwoaba et al. 2015). The study also established that the organizations do not just
consider technical skills when filling out a vacant position. 69.2% of the participants stated that
other factors, such as employee-job fit, are considered vital when selecting an employee to fill a
vacant position. Another key finding of the research is that there is an information gap on how a
job vacancy is communicated within the company. For instance, 53.1% of the participants
averred that most of the time, bank staff are not aware of the existence of a vacant position
within the organization.
The performance of an organization is dependent on the people who work within it,
which translates into the need for having the right people to ensure its success. Mehmood et al.
EMPLOYEE RECRUITMENT AND SELECTION 21
(2017) used a survey questionnaire from 90 employees of both public and private universities to
examine the impact of human resource management practices on organizational performance.
The study concluded that a highly competent and committed workforce translates into increased
productivity and a competitive advantage for the company. Increased productivity then translates
into increased revenues, which has a ripple effect across all areas of a firm’s growth. The sales
growth translates into more market share growth, which then positively impacts the company’s
financial growth. Similarly, Palaniappan and Arasu (2017) carried out a systematic review of
literature to determine the impact of effective recruitment in business organizations. The
researchers concluded that efficient recruitment strategies give organizations a competitive
advantage in the market, improve returns, and attain economies of scale.
Selase (2018) investigated the impact of recruitment and selection criteria on
organizational performance using GN Bank in the Greater Region of Ghana. The study analyzed
responses from 130 randomly selected participants. Selase (2018) concluded that there was a
positive association between the effectiveness of recruiting strategies, selection tests validation,
and the use of formal selection procedures and firm profits. In the same vein, Ekwoaba, Ikeije
and Ufoma (2015), reported that sophisticated recruitment and selection procedures enhance the
performance of an organization. This phenomenon is explained by the fact that these procedures
provide a large pool of qualified applicants from where the organization can select.
In another study, Čanković (2015) also established a positive relationship between an
organization’s recruitment and selection process and its performance. The researcher used
structured questionnaires to collect data from 250 respondents selected randomly from SMEs
within Bosnia and Herzegovina. The study established that employee selection strategies have a
significant impact on employee and organizational performance. An organization’s recruitment
EMPLOYEE RECRUITMENT AND SELECTION 22
and selection strategies were found to impact the quality of hires, applicants’ attitudes towards
the organization, and the effectiveness of the overall hiring process. For instance, according to
Čanković (2015), organizations with inadequate resources and untrained professionals were less
likely to hire a competent employee.
Further, organizations with discriminative and poorly crafted job positing and ads were
less likely to attract competent employees compared to those with a well-crafted job posting. The
study also established a positive correlation between an organization’s selection process and its
ability to record incremental annual growth. Organizations that used effective hiring strategies,
and those with no discrimination in the selection process were more likely to record high
productivity.
In their study on the impacts of recruitment and selection strategy on employee
performance in manufacturing companies, Oaya, Ogbu, and Remilekun (2017) present the
process as a purely professional undertaking. The study highlights the importance of using
professional recruitment agencies and internal recommendations in filling positions within an
organization. The authors posit that the use of host communities in the enlisting process poses
considerable risks to organizational efficiency because of the limited levels of professionalism in
the feedback chain. The study also reveals the essence of transparency in the recruitment process,
which portrays the understanding of the process as fragile engagement (Oaya, Ogbu and
Remilekun, 2017). The vitality of the recruitment and selection process gets reflected in
organizational performance levels, which prompts recruitment managers to ensure that the best
personnel are selected for vacant positions.
Samwel, (2017)’ article on recruitment, selection, retention, and motivation on
performance in manufacturing companies portrays recruitment and selection as central
EMPLOYEE RECRUITMENT AND SELECTION 23
components of organizational turnover management. The article attributes high levels of
employee turnover to poorly structured enlisting practices that fail to adhere to rigorous social,
emotional, and economic considerations (Samwel, 2017). According to the author, recruitment
and selection are pillars of organizational stability as they contribute to the establishment of
competitive advantage. The article also presents recruitment and selection as a global issue with
numerous local and multinational corporations struggling to retain employees and minimize
human resource turnover rates. The study also associates recruitment, selection, and retention
with employee motivation as key attributes of organizational efficiency (Samwel, 2017). The
understanding of the recruitment and selection process as a universal pillar of organizational
success and employee motivation invokes human resource executives to employ effective
mechanisms to produce impressive results.
The case study by Saviour et al. (2017) on the impact of effective recruitment and
selection practice on organizational performance approaches recruitment and selection from a
people perspective. The authors emphasize the indispensable role of people in fostering
organizational success through various human resource functions. According to the article,
organizations succeed due to the wide variety of values, perspectives, and managerial attributes
that people bring to the routine undertakings in business enterprises. Additionally, the authors
assert the importance of effective human resource management as a way to bolster organizational
effectiveness (Saviour et al., 2017). Recruitment and selection are preliminary steps in people
management within organizations as human resource executives endeavor to enhance
professional competency among employees. The perception of recruitment and selection as a
people-oriented process instills a sense of humane consideration, which streamlines human
resource management to produce motivated and highly competent employees.
EMPLOYEE RECRUITMENT AND SELECTION 24
The theoretical analysis by Tomčíková (2016) details the effective recruitment and
selection practices for organizations in the financial sector. The analytical standpoint presents the
recruitment and selection process as a highly structured undertaking to cater for different
enlisting requirements for different organizational levels. The paper develops a framework that
human resource managers would use in recruiting and selecting employees for different
professional, managerial, and non-managerial positions. Citing the structured approach to the
employee enlisting process, it is evident that the author perceives recruitment and selection as a
complex organizational undertaking (Tomčíková, 2016). The inclusion of potentially ineffective
evaluation and hiring strategies is a clear pointer to the need for sufficient information to fill
organizational positions with the most suitable personnel.
Recruitment and non-financial performance.
Job engagement.
Recruitment and selection strategies also have a strong impact on non-financial metrics,
which include employee retention, engagement, and turnover. Rodriguez (2017) conducted a
study to investigate the impact of the selection process on employee engagement. Using an
online survey, the researcher collected data from 160 participants selected through social media
recruitment. The researcher established an organization’s selection practices have a strong
impact on applicants’ perception of the hiring process and job engagement. According to
Rodriguez (2017), the quality of an organization’s selection practices has a direct impact on
employee engagement during and after the recruitment process. The research also found out that
providing job-relevant information during the recruitment process helps in improving employee
engagement and their perception towards the organization as a whole.
Job Satisfaction.
EMPLOYEE RECRUITMENT AND SELECTION 25
The impact of recruitment strategies on job satisfaction has been documented in
numerous studies. Anwar & Shukur (2015) conducted a study to measure the impact of
organization’s recruitment and selection strategies on job satisfaction among new hires. This
study found out that both recruitment and selection strategies have a strong impact on job
employee satisfaction. In particular, Anwar, G., & Shukur (2015) established that effective
recruitment and selection strategies increased job satisfaction among new hires, while ineffective
strategies resulted in low job satisfaction. A study by Slavković, Pavlović, & Simić (2018) also
established that recruitment strategies have a strong impact on the level of satisfaction among
employees. Slavković et al. (2018) found out that recruitment strategies impact employee
satisfaction directly through their impact on employee experiences during recruitment, and
indirectly through their impact on a firm’s public image. This study established that the way an
organization conducts its recruitment process has a strong impact on employee’s perception
towards the organization and their level of satisfaction after that.
Contrary to the findings by Anwar, & Shukur, (2015) and Slavković, et al. (2018),
numerous researchers have established the presence of a weak relationship between recruitment
and selection strategies, and job satisfaction. Anand (2016) acknowledges that HR practices such
as employee recruitment and selection have a slight impact on job satisfaction among both new
hires and existing employees. This study established that while an organized approach to
recruitment and selection during hiring will have an impact on employees’ levels of satisfaction,
the impact is negligible. For instance, in most organizations, HR practices could only account for
approximately 7.66% of job satisfaction among workers. A study by Muralidhar (2016) also
established a weak correlation between an organization’s HR practices and job satisfaction
among its employees. This study established that an organization’s HR practices shape employee
EMPLOYEE RECRUITMENT AND SELECTION 26
attitude and perception towards an organization hence influencing their levels of job satisfaction.
However, such practices do not have a statistically strong impact on job satisfaction.
Turnover.
Employee retention refers to an employer’s capacity to retain their workers; it is
measured for as the proportion of employees with a certain length of service, for example, one
year that is expressed as a percentage of the entire workforce (Russell et al., 2017). Therefore,
employee turnover can be referred to as the total number or percentage of workers that leave an
organization and are replaced by new workers, which is an important element in estimating the
cost of hiring for budgeting purposes.
An analysis of literature from a research study conducted by Matuska & Grubicka (2012)
reveals that employee turnover refers to the voluntary termination of employees from an
organization. Adams (2016) regards turnover as the proportion of employees terminating their
jobs over a given period before their anticipated or stipulated end of contract. Human resources
scholars such as Allen & Vardaman (2017) describe turnover as the rate of change in number of
working employees during a defined timeline. Employee recruitment and turnover/retention are
dynamic processes that involve the circulation of workers through the labor market between jobs,
employers, occupations, and states of employment and unemployment. Evidence from a study
conducted by Brown et al. (2017), employee turnover can be voluntary or involuntary, whereby
the former is initiated by the employee, while the latter is forced by circumstances to terminate
their employment. Turnover represents an individual employee’s probability of staying
employed in an organization.
EMPLOYEE RECRUITMENT AND SELECTION 27
Employee turnover can be further be categorized into functional and dysfunctional
turnover; functional turnover involves the termination of employment for substandard workers,
while dysfunctional turnover entails the exit of effective workers, which is of greatest concern to
companies (Wakabi, 2016). Dysfunctional turnover affects a company’s performance and
productivity in both the short and long terms, an aspect that requires serious attention to ensure
that an organization does not lose talent to competitors. Observations made by Payne (2015)
demonstrate that dysfunctional turnovers can be avoidable by improving working conditions and
remuneration or unavoidable due to death, relocation, or serious illness. Employee retention can
be described as the converse of turnover being involuntary and voluntary that can be described as
the culmination of all endeavors aimed at increasing a company’s commitment to its employees.
Motivations behind employee turnover and retention have been an important subject of inquiry
for human resources researchers, which has led to the formulation of various theories to explain
these phenomena.
The two-factor theory is a good example of human resources theoretical formulation by
Herzberg, Mausner, & Snyderman in 1952 their publication titled “The Motivation to Work.”
The two-factor theory seeks to explain what satisfies or dissatisfies employees in the workplace
and can be used as framework to understand the forces that impact employee retention. Herzberg
et al. also referred to the two-factor theory as the motivator hygiene theory premised on the
belief that there are some work factors that result in either job satisfaction or dissatisfaction.
However, it is important to note that the opposite of satisfaction in this context is not
dissatisfaction, but it is “no satisfaction,” while that for dissatisfaction is “no dissatisfaction”
(Russell et al., 2017). According to Russell et al. (2017), hygiene factors in the two-factor theory
EMPLOYEE RECRUITMENT AND SELECTION 28
represent those elements that are necessary for the existence of motivation in the workplace, but
they do not sustain job satisfaction in the long term.
Empirical evidence from a study by Payne (2015) illustrates hygiene factors are extrinsic
to work meant to prevent dissatisfaction among employees, and they are descriptive of a
company’s workplace environment. A good example of a hygiene factor is remuneration that
should be fair, competitive, and reasonable; other factors include work schedule, benefits, job
security, and the development of cordial relationships between the employer and their
employees. According to research evidence garnered by Allen & Vardaman (2017), hygiene
factors do guarantee job satisfaction compared to motivational factors that are designed to yield
positive satisfaction. Brown, Walters, Jones, & Akinsola (2017) argue that unlike hygiene factors
that extrinsic to the job, motivational factors are inherent to work and they function to motivate
employees towards superior performance. An analysis of research in human resources by Brown,
Walters, Jones, & Akinsola (2017) reveals that motivational factors are involved in the actual
performance of the job. Employees demonstrate an appreciation of these factors claiming they
are intrinsically rewarding and are representative of workers’ psychological needs that are
perceived as an added benefit in the work environment.
The evidence on the importance of employee motivation points to the need for having
recruitment strategies that positively impact employees to ensure their retention. To this end,
Adegoke (2019) investigated the relationship between recruitment and retention using a
qualitative approach that incorporated the use of semi-structured interviews for employees who
had worked for a duration of between one and thirty years at the bank of industry (BOI).
Adegoke (2019) found that the recruitment and selection strategies used by a firm had a direct
impact on staff retention. These findings are consistent with those from a study carried out by
EMPLOYEE RECRUITMENT AND SELECTION 29
Shanker (2019) to determine the impact of recruitment practices on the retention of commercial
pilots by airlines in India. The study was informed by an observed trend where pilots seemed to
prefer airlines outside of the country promoting the aviation industry to seek expatriate
personnel. Using a sample of 225 commercial pilots from a range of Indian airlines, Shanker
(2019) used an exploratory and quantitative approach to draw inferences about the perception of
the participants about the recruitment strategies used by the companies. The data collected were
analyzed using factor analysis, Pearson’s correlation and regression analysis. The findings
demonstrate that using employee-friendly recruitment policies such as the presence of
organization growth and self-advancement opportunities had a positive correlation with
employee retention.
Researchers agree that effective recruitment and selection strategies can increase the level
of motivation among employees, thereby motivating them to stay. A study by González &
Rivarés (2018) established that internal recruitment strategies, such as employee referrals, are
effective in reducing turnover rates among new hires and existing employees. The researchers
found out that employees recruited through this method exhibit great group commitment and are
less likely to quit their jobs than those recruited through non-referral methods. Recruitment
through employee referral was also associated with high task satisfaction, task commitment and
greater job satisfaction which resulted in low turnover rates.
The impact of recruitment practices on turnover rates was also documented in a study by
Shanker (2019). The researcher collected data from 225 commercial pilots to identify
recruitment practices that were common in commercial airlines, and their perception towards
these practices. This study established that pilot retention rates were higher in organizations that
employed employee-friendly recruitment policies, those that provided recruits with opportunities
EMPLOYEE RECRUITMENT AND SELECTION 30
for personal growth, and those that provided recruits with competitive packages. Findings from
this research agreed with Lee et al. (2018) that an organization could reduce turnover rates
among new hires by adopting employee-friendly recruitment practices. Lee et al. (2018)
established that employees are likely to quit later if an organization fails to provide them with
comprehensive job previews during recruitment.
Impact of Employee Recruitment and Selection on Quality of Hires
Researchers have established a strong relationship between an organization’s recruitment
and selection strategies and the quality of its hires, which is defined as the value which a new
employee brings to the organization. A recent study by Keller, (2018) on the impact of hiring
strategies on the quality of hire established that external recruitment strategies such as posting
results in high quality hires than internal recruitment strategies such as slotting. This study
established that posting provides an organization with a large pool of candidates allowing
managers to select the best among them. Posting provides managers with a comprehensive view
of the skills and competencies of each candidate, allowing them to make informed decisions on
whom to hire. Contrary to earlier findings by DeVaro, 2016 & Derfler-Rozin, et al. (2018),
Keller (2018) established that posting and other external recruitment strategies do not necessarily
lower job satisfaction among employees. Rather, posting provides existing employees with an
opportunity to compete with other recruits. Further, internal candidates selected through this
approach were more likely to have a high initial salary than those selected through internal
recruitment alone.
There is ample evidence showing that highly effective recruitment and selection
approaches support human resource managers to enlist competent and result-oriented employees.
Saviour et al. (2017) emphasize the importance of people-focused recruitment and selection
EMPLOYEE RECRUITMENT AND SELECTION 31
strategies in enhancing the quality of hires. According to the article, well-structured internal and
external recruitment strategies promote employee growth and development by instilling
competency throughout the career progression journey. Oaya, Ogbu, and Remilekun (2017)
attribute high quality hires to the use of employment agencies and internal recommendations to
fill vacancies within organizations. The recruitment agency approach ensures the enlisting of
highly competent employees, while internal recruitment through employee recommendations
promotes individual career growth and professional development. The idea of internet
recruitment by Samwel (2017) enhances the quality of hires by attracting highly innovative and
technology-savvy candidates. The studies agree on the role of internal recruitment and selection
on the quality of enlisted employees. The articles also recommend external recruitment
approaches, including E-recruitment and enlisting agencies as effective strategies for
organizations to maintain desired human resource levels.
The impact of recruitment and selection on the quality of hires has also been highlighted
in a study by Ellis, Skidmore, & Combs, (2017). In line with the findings by Keller (2018), &
Saviour et al. (2017), the authors established that the hiring process has a strong impact on the
quality of candidates that get hired and their ability to make significant contributions within the
organization. Using the Job preview framework, the study established that the extent to which
candidates are informed about a position is likely to determine which candidates get hired, and
their level of satisfaction. For instance, accurate job preview provides candidates with a clear
understanding of what is expected of them, hence motivating qualified candidates to apply. The
researchers also established that the relationship between job preview and satisfaction levels
among candidates was mediated by person-job and person-organization fit.
Recruitment and Employee Competence/Team Dynamics
EMPLOYEE RECRUITMENT AND SELECTION 32
Employee competence refers to a demonstrable set of skills and knowledge bases that
allow an individual to improve their efficiency and effectiveness or performance of a job.
According to Alsabbah & Ibrahim (2016), human resources scholars observe that competence is
made up of a combination of theoretical knowledge and practical skills such as values, behavior,
and cognitive skills that improve an individual’s performance at their job. Alsabbah & Ibrahim
(2016) in their research study notably refers to competence as the quality or state of being well or
adequately qualified and capable of performing a specific task. Alsabbah & Ibrahim (2016)
conducted a research study to investigate impact of competence on training practices and
employee job performance. In addition, the researchers surveyed 277 employees to determine the
impact of hard and soft skills on employee job performance. The study revealed that both soft
and hard skills had a mediating effect on organizations’ training practices and job performance
besides having a significant impact on hard and soft skills. It can be construed that the research
by Alsabbah & Ibrahim (2016) was instigated by a previous study by Alsabbah and Ibrahim in
2013 investigating the impact of considering competence as a recruitment and selection
parameter.
The researchers noted that a majority of early research studies focused on competence as
an outcome of recruitment instead of a necessary attribute in potential employees. The 2013
research study by Alsabbah and Ibrahim used the competence model as the conceptual
theoretical framework to illustrate the importance of soft and hard skills or competence in
evaluating, selecting, and recruiting employees. Alsabbah and Ibrahim (2013) defined conceptual
competence framework as behavioral prerequisites required for job performance at the
workplace and for achieving organizational goals. Furthermore, the researchers described hard
skills technical skills such as data entry and administrative tasks. Soft competencies represent
EMPLOYEE RECRUITMENT AND SELECTION 33
interpersonal attributes and behavioral skills required to effectively apply employees’ hard skills
in the workplace. The rationale for both studies in 2013 and 2016 by Alsabbah and Ibrahim for
recommending soft and hard skills in recruitment of employees is justified by the following
observation. Alsabbah and Ibrahim (2013; 2016) observed that using soft and hard skills as
recruitment and selection criterion was necessary to ensure that organizations acquired human
resources that aligned to their business goals. The recommended approach is contrasted to
conventional recruitment practices that expect employees to manifest desired competencies from
their on-the-job training or experience.
The consideration of soft and hard competencies in recruitment and selection practices is
an important human resources practice that ensures that business and non-profit organizations
acquire the right talent and expertise in pursuit of their goals. A combination of both soft and
hard skills is necessary for success in today’s corporate world. The world’s labor market today
requires various skills such as interpersonal and professional knowledge, management, critical
thinking, and leadership competencies that bear the hallmarks of both soft and hard skills
(Alsabbah and Ibrahim, 2013). The 2013 research study by Alsabbah and Ibrahim proposed a
conceptual framework of employee competencies garnered from the literature of previous studies
to recommend recruitment and selection practices that consider employees’ soft and hard skills.
The 2016 research study by Alsabbah and Ibrahim produced empirical evidence suggesting that
competence was a significant mediator between job performance and training, with the latter also
being significantly related to hard and soft skills. The wide-ranging conception that competence
should flow on-the-job training is counter-productive to organizations because it introduces
additional training costs compared to recruitment practices that use soft and hard skills as
selection criteria. The two research studies demonstrated the importance of considering soft and
EMPLOYEE RECRUITMENT AND SELECTION 34
hard employee competencies in the selection and recruitment practices by organizations to
ensure they meet their fiscal and organizational goals.
The adaptation of a competency-based conceptual framework for designing employee
recruitment and selection strategies has gained traction in a wide variety of professional settings
in government, businesses, and institutions. Adams (2016) describes the competency-based
recruitment and selection conceptual framework as a competence model that broadly describes
employees’ performance excellence within an organization. The competence model ascribes
various occupational roles with generic terms used to describe expected excellence in workers’
on-the-job performance besides establishing benchmarks against which workers are assessed.
Adams (2016) observes that international organizations such as the United Nations (UN) use the
competencies framework throughout their systems and recruitment approaches. According to an
analysis of human resources literature by Adams (2016) reveals that the competency model
enables organizations and their employees to have clear understanding of expected performance
behavior to achieve company-wide goals. A research study conducted by Matuska & Grubicka in
2012 sought to investigate the impact of applying the competency model in a company’s human
resources practices. Matuska & Grubicka (2012) collected data from the global automotive
manufacturer Scania resulting in the conclusion that the competency model plays an integrative
role in promoting high efficiency in human resources functions. The researchers also witnessed
positive impacts of the competency model on improving quality in the company’s organizational
culture in addition to refining its socio-economic impact on the company and society.
Recruitment and Customer Satisfaction
Research evidence has demonstrated the direct relationship between employee
satisfaction and customer satisfaction, which emanates workers’ interactions that set the tone for
EMPLOYEE RECRUITMENT AND SELECTION 35
negative or positive customers’ experience. Observations in the workplace reveal that an
organization’s interactions with its customers deteriorate when there are high rates of employee
dissatisfaction. Gantasala, Naik, & Naik Gari conducted a research study in 2017 to investigate
the impact of an organization’s commitment to its employees as a mediator between its human
resource practices and customer satisfaction. The research by Gantasala, Naik, & Naik Gari
(2017) was prompted by prior studies that had established a correlation between human resource
practices and an organization’s fiscal performance. The researchers conducted a survey that
revealed that an organization’s level of commitment to its employees mediated a positive
relationship between human resource practices and customer satisfaction.
Moreover, according to Gantasala, Naik, & Naik Gari (2017), research evidence portrays
a positive relationship between human resource practices and customer satisfaction that is
determined by an organization’s extent of commitment to its employees. The researcher’s study
was based on the argument that human resource practices have the potential to influence an
organization’s commitment to its employees by becoming more involved in their affairs and
welfare. It was interesting for the researchers to discover that only the level of an organization’s
commitment to its employees significantly influenced customer satisfaction. Gantasala, Naik, &
Naik Gari (2017) posited that their failure to find a correlation between human resource practices
and organizational commitment was due to small sample size. Another limitation of their study
was inadequate customer satisfaction measurements and limited range of organizational
commitment.
In another research study conducted by Ullah (2013) sought to investigate the impact of
human resource practices on organizational effectiveness emanating from improved internal
customer satisfaction. Empirical evidence from previous research has demonstrated a positive
EMPLOYEE RECRUITMENT AND SELECTION 36
relationship between human resource practices and the overall performance of an organization.
The researcher used personally administered surveys on 290 banking employees and structural
equation modeling used to assess the expected data. The results garnered from self-administered
questionnaires illustrated that some human resource practices demonstrated a high probability of
increasing internal customer satisfaction besides augmenting organizational performance (Ullah,
2013). These results demonstrate that not all human resource practices improve employee
satisfaction that is directly related to customer satisfaction. The research study by Ullah (2013)
supports observations made by Alsabbah and Ibrahim (2013; 2016; 2017) regarding certain
human resource practices that improve the overall effectiveness of an organization. Human
resource practices such as using the competence model as conceptual framework in selection and
recruitment of employees. Ullah’s 2013 research illustrated that some elements of human
resource practices impact on employee satisfaction; it can postulate that some of these practices
are those that promote workers’ welfare. Alsabbah and Ibrahim (2013; 2016; 2017) research
studies demonstrated the relationship between internal employee satisfaction that is portrayed by
high retention and low turnover rates.
Effectiveness of Different Recruitment and Selection Strategies
Organizations use internal and external recruitment and selection strategies depending on
factors such as the population of the recruitment pool, recruitment cost, and professional level of
the vacant positions. According to the paper by Saviour et al. (2017), internal recruitment is
effective for most organizations as it enhances employee development through promotion to
higher cadres. Current employees stand a better chance of excelling in higher echelons because
of the wealth of organizational knowledge and integration with other support departments. The
authors also assert the right to career progression among the current employees as one of the
EMPLOYEE RECRUITMENT AND SELECTION 37
strongest considerations for internal recruitment and selection (Mira et al., 2020). Recruiting
internally also benefits organizations financially, as it is less cost-intensive. Internal
advertisements and job interviews also instill flexibility and convenience due to the ready
availability of the candidates.
External recruitment and selection through the internet are among the key concerns in the
critical review of the article by Samwel (2017). Organizations choose external recruitment and
selection strategies in the absence of suitable candidates within the institution’s current
workforce. The internet facilitates E-recruitment applications that enable recruitment agencies
and human resource managers to fill vacant positions without physical interaction with
candidates. According to the paper, internet recruitment cuts down on recruitment time and cost
as employers and potential employees interact through virtual interfaces. External recruitment
and selection through the internet are highly effective, especially for organizations with well-
established E-recruitment platforms (Eva, 2018). Furthermore, organizations that employ the
internet to enlist new employees are effective and successful in attracting the most suitable
candidates with a wealth of experience in emerging information and communication
technologies.
Oaya, Ogbu, and Remilekun (2017) emphasize the use of employment agencies and
employee referral systems as effective strategies to fill vacant positions within organizations.
The descriptive survey paper dismisses the application of host communities in recruitment and
selection as a recipe for organizational inefficiency. Recruitment agencies and internal referral
systems work effectively in enlisting highly dedicated and proficient employees who understand
the intricacies of the organizational goals and objectives. In the use of employment agencies,
Oaya, Ogbu, and Remilekun (2017) recommend high levels of openness in the outline of job
EMPLOYEE RECRUITMENT AND SELECTION 38
requirements and responsibility. The individual abilities and job competence should be the most
important consideration instead of relying on influences from the local communities. The
recruitment strategy is effective for both internal and external enlisting of human resources as the
recruitment agencies handle external hiring, and employee referrals cater for internal selection.
Many of the past studies seem to agree on the fact that organizations need to employ internal or
external recruitment approaches depending on the prevailing human resource circumstances
(Rao, 2018). The studies, however, differ in the specific recruitment and selection strategies
because each enlisting mechanism applies within a particular sector, including manufacturing,
finance, and service industries.
Synthesis
The reviewed literature demonstrates that recruitment strategies significantly affect
organizational performance as people offer perspectives, values, and attributes that sustain
organizations. When efficiently managed, these traits provide a competitive advantage as
productivity is increased, resulting in a growth in revenues. Effective recruitment provides
competent and innovative staff who can collaborate in teams, enhancing customer satisfaction,
which then translates into a larger market share for the company. Besides, if recruitment and
selection are made properly, there is less staff turnover, reducing the high costs associated with
the process of hiring personnel.
The studies also prove the existence of a relationship between an organization’s hiring
practices and non-financial performance. An organization’s recruitment and selection practices
were found to impact employee perception towards an organization, engagement, and the overall
performance of the organization. The studies, however, do not explore whether some recruitment
and selection strategies guarantee quality hires compared to others. For instance, they failed to
EMPLOYEE RECRUITMENT AND SELECTION 39
examine whether using third party recruiters resulted in high quality hires compared to internal
recruitment. Another gap that emanates from the review is on whether recruitment and selection
strategies have any impact on the performance of employees within the hospitality industry. In
the next section, the researcher will propose a methodology to bridge this gap and to examine
whether recruitment and selection strategies have any significant impact on the overall
organizational performance.
Conclusion
Employee recruitment and selection is an essential facet of human resource managers as
they strive to enhance organizational performance. The studies used in the literature review
reveal similarities and differences in the perceptions of industry experts and recruitment
executives. While some of the articles recommend internal recruitment strategies, others
emphasize a balance between internal and external approaches to supply the organizational
human resource needs. One study encourages organizations to use recruitment agencies and
internal recommendations to promote employee professional development. Internet recruitment
also features prominently among the reviewed articles as experts motivate organizations to
leverage information and communication technology to enlist new employees. The collection of
articles reveals the common stance that internal and external recruitment mechanisms play a
significant role in enhancing organizational performance as long as human resource managers
adopt appropriate structures. Human resource managers need to adopt effective internal and
external recruitment strategies to sustain organizational performance. The recruitment and
selection approaches should be structured in such a manner as to meet the immediate
organizational needs for human resources.
EMPLOYEE RECRUITMENT AND SELECTION 40
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Running head: EMPLOYEE RECRUITMENT AND SELECTION 1
THE IMPACT OF RECRUITMENT AND SELECTION STRATEGIES ON
ORGANIZATIONAL PERFORMANCE AND EMPLOYEE PRODUCTIVITY.
by
Kenneth R. Sisneros, Ed.D.
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration,
BUSI 885: (Human Resources)
Liberty University, School of Business
June 2020
___________________________________________________
[Enter Name of Dissertation Chair]
___________________________________________________
[Enter Name of Dissertation Committee Member]
___________________________________________________
[Enter Name of DBA Director]
___________________________________________________
[Enter Name of Dean, School of Business]
RECRUITMENT AND SELECTION 2
Task 3
Introduction.
In the previous section, the researcher provided a review of the existing literature,
including their strengths, weaknesses, and knowledge gaps that exist. In the methodology
section, the researcher will provide a stepwise analysis of the steps that were taken to answer the
research questions that had been identified earlier. This section covers key areas which include
the purpose of the research, as detailed in the purpose statement, and the role that the researcher
and participants played before, during, and after the study. With their roles spanning from the
identification and contact of the participants to the sensitization of participants on their rights, the
researcher largely drives the research process (Sutton & Austin, 2015; Zuengler, 2017). The
researcher’s roles also included conducting interviews with the respondents, administering
surveys, analyzing the data, and presenting the findings of the study. The section will also outline
the roles of the participants, which included offering their honest input in responding to
questions and prompts form the researcher. This section also details the research methods and
research designs used in the collection and analysis of data, data collection, and analysis
techniques. Additionally, the sampling strategies used, and the study population considered for
the research will be also explored.
Purpose Statement.
The purpose of this case study research is to examine the relationship between selection
and recruitment strategies and the performance of organizations in the hospitality industry.
According to Langviniene & Daunoraviciute (2015), the hospitality industry is labour-intensive
and is characterized by intensive competition, demand for high-quality services, and production
of perishable and repetitive goods. Existing studies on the challenges facing the hospitality
RECRUITMENT AND SELECTION 3
industry have highlighted low profitability, lack of competent employees, and employee turnover
as some of the challenges hindering the delivery of high-quality services in this sector (Fathy,
2018; Ram, 2018). To further explore this topic, this study will examine the recruitment and
selection strategies that are used by HR managers within the hospitality industry in Portland,
Oregon, and their impact on employees and the organization as a whole. Through the use of
open-ended questionnaires, the researcher will attempt to quantify the relationship between the
recruitment and selection strategies and the performance of the organizations, both financial and
non-financial. Also, the study will examine whether the recruitment and selection strategies in
use have an impact on an organization’s ability to hire and retain the best employees.
Task 4: Role of the Researcher and participants
Role of the researcher
The researcher played a vital role throughout the study and was instrumental in the
success of the entire project. First, the researcher was in charge of the identification of the
participants to be used for the study. Creswell and Poth (2016) note that accurate identification of
the intended participants is essential in improving the reliability and validity of the participant’s
responses. Once the participants were identified, the researcher initiated and maintained contact
with them throughout the data collection process. Korstjens and Moser (2018) campaign for the
creation of a good rapport between researchers and the participants to increase the reliability of
responses sought.
Secondly, the researcher was also responsible for the sensitization of participants about
their rights during and around the study. In this regard, the researcher was concerned with
responding to any queries by the participants and informing them of any relevant developments
regarding their role during the research study. Part of the researcher’s role also included
RECRUITMENT AND SELECTION 4
conducting interviews on the respondents, and the administration of the survey. In this way, it
was possible for the researcher to effectively guide the direction the research takes, and to
enforce the limits of the study (Mirhosseini & Noori, 2019: Patten and Newhart, 2017). The
researcher also oversaw the issuance of prompts and questions to the participants and the
collection of their responses.
The researcher was also responsible for the analysis and interpretation of the data
collected. Patten and Newhart (2017) note that it is the responsibility of the researcher to
interpret the data collected from participants in a manner that best makes sense to the intended
audience. As such, the researcher analyzes the data and draws meaningful conclusions on how
they tie to the research problem being studied. Also included within the role of the researcher
was the pursuit of specific steps to ensure that the study was ethical. To this end, the researcher
took due caution to ensure that access to the participants was gained in conformity with research
ethics. Reid et al. (2018) advises researchers to pursue full disclosure to the intended respondents
in a bid to allow the respondents to make informed choices on participation.
Role of the participants.
The primary role of the participants was to provide accurate and timely responses to the
participants. This role involved providing responses in a researcher friendly format, being
available when needed, and engaging the researcher in a friendly manner. To ensure that the
participants played their role with no delays, the researcher developed a good rapport with the
respondents. This step was also intended to encourage more meaningful engagement during the
actual collection of data from the respondents. Participants also had a duty to ensure that their
wellbeing and that of their families are protected. This role required them to inform the
RECRUITMENT AND SELECTION 5
researcher about any condition that might harm them during the study. For instance, they had a
duty to disclose to the researcher about any life-threatening health conditions before the study.
The researcher took up the role of ensuring the ethical protection of the participants.
Pietilä et al. (2020) call for the protection of confidentiality and integrity of respondents, and
their input during and after the collection of data. To achieve this goal, the researcher provided
consent forms to all selected participants, allowing only those with the authority to consent to do
so. Information sheets were also provided to all participants to inform them of the purpose of the
study and their rights and responsibility. The forms also detailed the terms of engagements in and
an assurance that the researcher will keep the response of the research participants private and
confidential. This goal would be achieved by storing the responses (written or recorded archival
copies) in a password-protected computer to ensure that they were only accessible to authorized
individuals.
Task 5: Research Methods and Design.
The study employed a case study method, and embedded single case research design.
Research method.
The researcher used case study method to determine the recruitment and selection
strategies that were used by hospitality firms in Portland, and their impact on the financial and
non-financial performance of organizations. As a research technique, case study method focuses
on the deep exploration of particular research issues, phenomenon or event within its real-life
context (Hoeber et al. 2017; Yin, 2017; Bryman, 2017). Case study method is appropriate in
exploratory research when the researcher want to generate additional knowledge that can be
verified using other methods. The use of the case study in this research was appropriate since it
allowed the researcher to narrow down on the ways in which selection and recruitment criteria of
RECRUITMENT AND SELECTION 6
hospitality industry firms in Portland, Oregon influenced their performance. According to Nardi,
(2018) the case study method allows researchers to focus on a core phenomenon by making it the
centre of the study. In this way the researcher can understand a phenomenon from different
perspectives thus gain deeper insights into it. Another reason for selecting this method is that it
allows a researcher to combine both qualitative and quantitative methods of data collection (Yin,
2017). Most other research methods do not allow combining both methods into a single study.
Embedded Single Case Design
The researcher used an embedded single case design, which is one of the widely used
designs in case study research. An embedded single case design is mainly used in studies
examining multiple subunits of analysis, unlike a holistic single case design that examines only a
single subunit (Harrison et al. 2017; Yin, 2017). In this design, the research narrows its focus
down to a singular issue or case, which comprise of at least two subunits of analysis. This design
was appropriate since there were three subunits that needed to be analyzed under a single case.
The first subunit entailed the selection and recruitment strategies that are widely used in the
hospitality industry in Portland, Oregon. The second subunit covered how the financial
performance of such firms get influenced by the recruitment and selection strategies. The last
subunit covered the relationship between the selection and recruitment non-financial
performance. An embedded single case design was the most appropriate since it would allow the
research to study three subunits within a single case.
Additionally, single case designs are widely used in analyzing either; longitudinal cases,
situations involving unique cases, when testing known theories, studying typical cases, or
revelatory cases (Yin, 2017). This design was appropriate since our study involved a
representative case that could be summarized for all other firms in the hospitality industry.
RECRUITMENT AND SELECTION 7
According to Yin, (2017), a representative case is evident in situations where findings or lessons
from a single case can be generalized to several other institutions in the same industry.
Compared to holistic design, embedded design presented additional merits which include the
leeway it offers researchers to combine both qualitative and quantitative data collection methods
into a single study (Mirhosseini & Noori, 2019: Gustafsson, 2017; Yin, (2017),). Thus, for this
study, the researcher – using the design- was able to approach the topic from different angles.
Documents were consulted, mainly financial reports as well as hiring and recruitment data to
provide information for the research study. Similarly, the interviews with the respondents were
conducted to provide information on the very concerns. Overall, the embedded single case
design provided greater validity to the findings of this research study.
RECRUITMENT AND SELECTION 8
Task 6: Population and Sampling
Population
The study sample comprised of 25 participants that were selected from Portland, Oregon,
through purposive sampling. The final sample was made up of ten males and fifteen females.
The sample only comprised of HR managers aged 19-55 years, working within the hospitality
industry and in organizations with at least 50 permanent employees. Employees below 18 years
were considered minors, and hence had no power to consent on their own (Harris, & Porcellato,
2018). Also, it was highly unlikely that there were employees below 18 years in any of the
organizations. Organizations with a large number of employees (over 50) were considered since
they could provide the researcher with content-rich information about employee recruitment and
selection. Organizations with a small number of employees were excluded since it would be
difficult for the researcher to collect meaningful data for analysis.
Unlike in quantitative study where researchers strive to gather data from a relatively large
sample, researchers using qualitative or case study methods do not target huge populations. Most
of the existing studies show that for qualitative research, a sample of 20-40 participants is
enough to achieve saturation (Creswell, & Poth, 2016; Vasileiou et al., 2018; Boddy, 2016).
Rahi (2017) notes that such a number is small enough to allow for deeper engagements with
respondents on a personalized basis, thus deepening research findings. At the same time, the
number is also large enough to allow for generalization of findings based on emerging patterns
that establish breadth. According to Yin (2017), there is no specific sample that should be used
when collecting data using the case study method. Rather, researchers should strive to obtain a
sample that will provide them with adequate information about the phenomenon being studied.
Sampling
RECRUITMENT AND SELECTION 9
The researcher used purposive sampling, which is a widely used sampling method in case
study research. Hoeber et al. (2017) define purposive sampling as a method in which a researcher
selects a group of respondents from among the population of participants, after prejudging their
fit for participation in the study. Purposive or judgmental sampling is useful since it provides
researchers with richly-textured information that allows them to better investigate the
phenomenon under study (Vasileiou et al. 2017; Etikan & Bala, 2017). Purposive sampling was
appropriate for this study because it allowed the researcher to only pick respondents that could
offer relevant information on the research topic. Other sampling methods, such as random
sampling and systemic sampling, were not appropriate since they could not provide the
researcher with participants who would provide richly-textured information.
RECRUITMENT AND SELECTION 10
Task 7: Data collection
The researcher employed mixed case study methods, and both qualitative and quantitative
data was collected. In case study, mixed methods allow a researcher to gain an in-depth insight
into a phenomenon by integrating both qualitative and quantitative methods in data collection
and analysis (Creswell & Plano Clarke, 2018). In this study, qualitative data was collected
through an open-ended questionnaire while quantitative data was gathered using both the open-
ended survey, and through the data that is publicly available on the company’s website.
Additional financial and non-financial data was obtained through formal request to individual
companies.
Instruments. Quantitative research.
Quantitative data was collected using a semi structured open-ended questionnaire. The
questionnaire comprised of ten questions and participants were required to provide accurate and
honest feedback to each of them. This questionnaire was designed to measure participant’s
attitudes, beliefs and perceptions towards various recruitment and selection strategies, the
strategies used in recruiting and selecting employees and their overall impact on organizational
performance. Before using the instrument to collect data, a pilot was conducted to establish its
validity, and reliability. This study was conducted using a research group that closely resembled
my target population, and a total of 15 participants were interviewed. The study established that
the instrument’s validity and reliability were relatively high and chances of bias were minimal.
Since the questions were open ended, there were no limitations on the responses which
each participant could provide. While open ended questionnaires are widely used in collecting
qualitative data, they have proved to be an effective instrument among quantitative researchers.
RECRUITMENT AND SELECTION 11
This instrument was preferred since it allowed respondents to provide a wide range of responses
resulting in a more diverse data, which could not be attained through forced choice questions
(Allen, 2017). As such, the use of open ended survey in quantitative research can help the
researcher to gain a comprehensive insight into the issue being studied. Despite their usefulness
in quantitative research, open ended questionnaires pose numerous challenges to researchers. For
instance, they might result in numerous responses making it difficult for the researcher to
accurately analyze the data.
Instruments: Qualitative research.
In qualitative research, the researcher is regarded as the main instrument of data
collection because they are active respondents in the data collection process. Unlike in
quantitative research where the researcher is considered a lightweight, and a passive participant,
qualitive researchers interacts with participants in their natural setting, engages them in
constructive dialogue, and facilitate interaction and information exchange between them
(Hammarberg, Kirkman, & de Lacey, 2016). During this dialogue, the researcher can capture key
information from the participants, which would not have been captured through other methods
such as phone interviews, or even online surveys. The researcher is also regarded as an
instrument because they can strongly influence the usefulness of and accuracy of the collected
data. Mertens, (2018) notes that, in qualitative research, researcher’s personal characteristics
which include their flexibility and interviewing style can influence the quality of the collected
empirical data.
Qualitative researchers often use interview guides to increase the effectiveness of their
study, and to keep track of all the areas or questions they intend to cover. According to Lazar,
RECRUITMENT AND SELECTION 12
Feng and Hochheiser (2017), an interview guide can be defined as a document that contains
research checklists, among them high level topics that the researcher intends to cover, and the
questions that will be covered under each of them. For this study, the researcher used an
interview guide that comprised of an introductory statement that contained background
information about the research, ten open-ended questions that related to the research questions
and a closing statement that summarized the key takeaways from the research. The interview
guide also contained clarifying and probing questions to confirm that the information in the
response sheet was accurate, and a true account of what the respondents said. Since the primary
goal of an interview guide is to help the researcher answer their research question, the guide
should be clear, concise and relating directly to the research questions and problem statement.
Data collection technique.
Data for this study was collected through an oral survey that was administered to the
participants by the researcher. This survey comprised of ten questions, and required participants
to answer all of them. An oral survey was preferred since it gave the researcher a chance to
interact with the participants, hence gathering more information from them. In this study, data
was collected during a face to face meeting between the researcher and the participants. Each
meeting took place in a preplanned location in Portland city, and lasted for fifteen minutes. To
ensure that accurate information was obtained, a socially Desirable Response Set Five-Item
Survey was first administered to each participant before the actual survey. This approach helped
ensure that the effects of bias were minimized, and high-quality responses were obtained.
Quantitative data on the financial perfomance of each company for the past three years
was obtained from the publically available information and company’s financial statements. In
RECRUITMENT AND SELECTION 13
seven of the companies, there was no publicly available financial data. In this case, the data was
obtained through a formal request that was made by the researcher outlining the purpose of the
study, and how the data would be used. The financial data that was obtained by the researcher
include net profits, gross profits and financial efficiency. Data on the non financial measures
such as turnover, and satisfaction rates was obtained from the HR manager during the interview
with the researcher.
Data organization technique.
The primary data organization technique that was used in this study was research logs.
According to Fluk, (2015)., a research log is a written or electronic record that allows a
researcher to keep records about key events. Unlike reflective journals that only captures one’s
perception and experiences during the whole exercise, research log captures addition details such
as the relationship between the research and one’s future career. For this research, a research log
was made each week, and stored safely in the google drive. This approach ensured that the logs
remained safe and did not get lost either due sabotage or accidental deletion. Additionally, the
researcher established additional mechanisms protect participants’ autonomy, privacy and
confidentiality during and after the study. To achieve this goal, the researcher ensured that
participants responses, and personally identifiable information were kept safe from unauthorized
individuals. The data was safeguarded by; locking all physical copies of the responses in a secure
room, and storing soft copies of the same in a password protected computer. Another approach
used to secure the data was by removing personally identifiable information such as names from
the response sheet, and replacing them with pseudo names.
RECRUITMENT AND SELECTION 14
Task 8: Data analysis
Variables.
Two independent and five dependent variables were identified, and selected in this study.
Variable selection was done via the stepwise regression model of variable selection, that
combined some aspects of both forward and backward elimination techniques. Unlike the
backward elimination method that starts with a basket of several variables and eliminate them
along the way, the forward selection method starts with no variables, and the variables are added
one by one (Smith, 2018). In our bi-directional stepwise regression, the researcher started with
six variables as is the case with backward elimination and at each step, variables were considered
for removal or addition. The bi-directional stepwise regression model was used to compensate
for the weaknesses of each of the above-mentioned techniques.
In the final model, employee recruitment and selection strategies were selected as
independent variables since they predicted, or influenced all other variables. Both variables
contain nominal data since they can be represented using arbitrary scales or labels that have no
numerical significance. For recruitment strategies for instance, 1 could be used to denote social
media recruitment, 2 for employee referral. Selection strategies were considered nominal
variables since they could also be assigned labels that have no numeric value.
Dependent variables that were used include financial performance metrics such as net
profit, financial efficiency, and gross profits, and non-financial performance metrics such as
employee turnover and satisfaction. Financial performance variables can be considered ratio
variables since they have an absolute zero, and can be quantified. Non-financial performance
measures were also considered ratio since they have an absolute zero and carry some numeric
RECRUITMENT AND SELECTION 15
significance. Variable selection is a highly challenging endeavour and researchers must ensure
they select variables that are appropriate for the study. Selecting the right variables can increases
the usefulness of a study by helping researchers to select the most appropriate subset of
predictors (Heinze, Wallisch & Dunkler, 2018). Also, selecting unnecessary variables can affect
the outcome of the study by, wasting degrees of freedom, and adding noise to the variables of
interests.
Key variables
Dependent variable
Independent variable.
Net income
Recruitment strategies.
Gross income
Selection strategies.
Employee satisfaction
Employee turnover
Financial efficiency.
Qualitative analysis.
Qualitative data was analyzed through thematic analysis. Thematic analysis involves
identifying, key patterns from the responses, and interpreting them to generate meaningful
information from the data (Nowell, et al., 2017). In the first step of the analysis, the researcher
familiarized themselves with the collected data by reading the transcripts, and noting down initial
ideas. The initial ideas were noted on a piece of paper, and later transferred into the personal
computer. This step was essential in ensuring that the researcher established a firm foundation on
which the next steps of the analysis were based. The second step of the analysis involved the
generation of initial codes and assigning the codes to the data. Nowell, et al., (2017) notes that,
RECRUITMENT AND SELECTION 16
initial codes are key features of a data that appear meaningful and interesting to the researcher.
These codes were derived directly from the participant’s response though some codes already
became clear after going through the responses several times.
In the third step, key themes were generated. Unlike initial codes that are specific and
contains vast information, themes are broader and combines several similar concepts (Terry et
al., 2017; Nowell, et al., (2017)). The themes were generated by identifying patterns from the
initial codes and through an iterative process that involved going back and forth over the
response sheets. Most of these themes were obtained by looking at the key ideas from the
preliminary codes, and grouping the ideas into several common groups. At the end, a total of
five major themes were generated. The next step involved reviewing and refining the themes to
ensure that all themes that contains similar information were grouped together. In the end, one
theme was eliminated, and a total of four themes proceeded to the next step. Since names of the
themes were considered appropriate, there was no further assigning of new names to the themes,
or changing the already existing names.
Quantitative analysis.
Quantitative analysis was done using SPSS and multiple regression tests were performed.
This test was preferred since it allowed the research to measure the impact of the independent
variable on each dependent variable. According to Knight, (2018) multiple regression tests are
appropriate when the researcher want to measure how a variable, usually dependent variable is
influenced by one or several independent variables. The first step in quantitative analysis
involved measuring the quality, reliability and validity of the research instrument. To achieve
this goal, the open-ended questionnaires were first transformed into a form that could be
RECRUITMENT AND SELECTION 17
analyzed quantitively. This step was performed in SPSS, using the transform, and record into
different variable features. Afterwards, a multiple regression analysis was conducted using the
SPSS software to measure the relationship between independent and dependent variables for the
pilot study, and the same repeated for actual data. In the first analysis, the recruitment strategies
were entered as the predictor variables, while turnover rates, net profits, gross profits, employee
satisfaction and financial efficiency were entered as dependent variables. The same procedure
was repeated using selection strategies as predictor variables.
Reliability and validity.
The validity, and reliability of the questionnaire was established using a pilot study. Prior
to the study, the researcher collected data from 15 participants at Vernonia, Oregon using the
same instrument. This data was analyzed both qualitatively and quantitively, and its results
stored safely in a password protected computer. The main goal of this study was to establish that
the instrument could measure the same phenomenon over time, and generate same results. In
both the pilot and the actual study, the instrument generated almost similar results, and hence
was reliable. To establish the instrument’s construct validity multiple methods of data collection
and analysis were employed. Validity measures the ability of an instrument to accurately
measure what it is intended to measure. In addition to open ended questionnaires, the researcher
conducted face to face interviews with the participants. The use of both methods was
instrumental in ensuring that the instrument could generate same results even if different data
collection approaches were used. Further, data analysis was conducted using multiple methods
such as thematic analysis, through multiple regression and using Anova. The use of multiple
methods of analysis helped establish that the instrument generated similar results under different
conditions.
RECRUITMENT AND SELECTION 18
Transition to section 3.
In the previous section, the researcher presented a stepwise description of the research
methodology, including research method and design, sampling and population, data collection
and analysis. The next section presents a detailed analysis of the findings including the
description of the texts that were performed, and rationale for performing them. This section will
also analyze how the study relates to practice, and its implications for HR professionals. Other
key areas that will be analyzed in this section include, recommendation for action based on the
study findings, summary of the study findings, personal reflection of the research, and
recommendations for future studies.
RECRUITMENT AND SELECTION 19
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Running head: EMPLOYEE RECRUITMENT AND SELECTION 1
THE IMPACT OF RECRUITMENT AND SELECTION STRATEGIES ON
ORGANIZATIONAL PERFORMANCE AND EMPLOYEE PRODUCTIVITY.
by
Kenneth R. Sisneros, Ed.D.
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration,
BUSI 885: (Human Resources)
Liberty University, School of Business
June 2020
EMPLOYEE RECRUITMENT AND SELECTION 2
Introduction
The existence and sustenance of an organization depend on its ability to recruit and select
highly competent personnel at all levels. Employee recruitment and selection practices thus play
a significant role in the excellence of businesses and non-profit organizations. In profit-oriented
institutions, the operational integrity of the human resource determines the ability to gain a
competitive advantage and stand out amid aggressive business rivalry (Saridakis, Lai & Cooper,
2017). Human resource managers, thus, strive to achieve work efficiency through robust
recruitment and selection criteria. A section of organizational leaders uses recruitment agencies
and internal recommendations, while others rely on host communities to determine the suitability
of employees for new positions and promotions to higher levels (Eva, 2018; DeVaro, 2016).
While organizations employ different selection and recruitment strategies, their goals are to hire
competent employees who will make a positive contribution to the organization.
Robust and flexible employee recruitment and selection strategies are essential
components of organizational performance as human resources play a central role in enhancing
the production, managerial, and operational functions. As organizations seek a competitive edge
in the highly dynamic local and global markets, it becomes imperative to attract the right
applicants, in the right numbers, and with the appropriate qualifications. This review seeks to
analyze past literature from studies, books, and government publications to gain crucial insights
on the impact of recruitment and selection strategies on organizational performance. The first
section discusses the relationship between recruitment strategies and turnover/retention,
employee competence, customer satisfaction, and an organization’s financial performance. The
review then delves into the factors that affect the choice of recruitment and selection strategies.
The conclusion then sums up the critical observations that are made from the analyzed texts.
EMPLOYEE RECRUITMENT AND SELECTION 3
Definitions of Employee Recruitment and Selection
Business experts and leaders have different notions of the meaning and implication of the
employee recruitment and selection process. While some organizational leaders view recruitment
and selection as a function of top managerial teams, others understand the undertaking as a
preserve of all stakeholders, including lower-cadre employees and the local community (Naz,
Aftab & Awais, 2016; Rozario, Venkatraman & Abbas, 2019). The different perceptions of
recruitment and selection authorities impart diverse approaches in enlisting workers for various
positions within business institutions. Industry experts and authors also emphasize different
theories and protocols in supporting organizational rejuvenation through recruitment and
selection processes. Despite the discrepancies in the meaning of recruitment and selection to
various factions, the common goal of enhancing business performance and perpetual existence is
conspicuously evident.
Recruitment
Researchers have attempted to provide a succinct definition of employee recruitment.
Sunday, Olaniyi & Mary (2014) define recruitment as the process searching out for suitable
candidates and motivating them to apply for a job opening. Ekwoaba, Ikeije & Ufoma (2015)
defined recruitment as the process of attracting potential candidates and motivating them to
apply for a job opening for future evaluation. According to Eva (2018), recruitment is the
process of discovering potential candidates and attracting them to apply for a vacant position
within the organization. Despite the slight differences in their definition of recruitment,
researchers seem to agree that recruitment entails identifying potential candidates and convincing
them to apply for a job opening.
Recruitment process.
EMPLOYEE RECRUITMENT AND SELECTION 4
The recruitment process takes place in five distinct steps. The first step in recruitment
involves determining the goals and objectives of the recruitment process. This step is essential in
ensuring that the recruiters understand what to look for when inviting candidates to apply for a
position (Bogatova, 2017). Setting clear goals and objectives also helps recruiters in developing
a clear recruitment strategy that will be used in the recruitment process (Wakabi, 2016). The
second step in the recruitment process involves developing recruitment strategy. A recruitment
strategy can be defined as a formal plan that will guide an organization in recruiting and
selecting qualified candidates to fill an open position (Kayrouz et al., 2018; McRobert et al.,
2018). This step involves determining which individuals to recruit when to recruit them, where to
recruit them, sources of recruitment, the message to use in recruiting, and individuals who should
conduct the recruitment process.
After developing a recruitment strategy, organizations can engage in actual recruitment
activities. Such activities include sending out messages to potential candidates and convincing
them to apply for a job opening. When searching for potential candidates, recruiters must target
the right people, craft the right message and use the right recruitment sources (Bogatova, 2017).
The fourth step in the recruitment process involves identifying and taking care of the issues that
might impact the outcomes of the recruitment process. According to Bogatova (2017), this step
will involve determining the appropriateness of the method and its ability to attract the attention
of the applicants. Another issue that should be considered is the credibility of the message and
the accuracy of the applicant’s expectations (Bogatova, 2017). The last step involves assessing
the outcomes of the recruitment process to determine whether or not they are in line with the
recruitment objectives.
Sources of recruitment.
EMPLOYEE RECRUITMENT AND SELECTION 5
Bogatova (2017) defined recruitment sources as the methods which an organization uses to
inform potential candidates about a job opening. Recruitment sources can be broadly classified
into internal and external recruitment sources.
External recruitment
Over the past decade, external recruitment has gained popularity among recruiters.
External recruitment entails recruiting people from outside the organization fill a job vacancy.
External recruitment can be achieved through external recruitment sources such as labor
agencies, specialized journals, job fairs, newspaper ads, among many more (Villeda, &
McCamey, 2019; Sunday et al., 2014). According to Villeda & McCamey (2019) the emergence
of social networking sites and their subsequent adoption in the recruitment process have
provided organizations with a new and cost-effective way to recruit applicants. External
recruitment is based on the belief that internal recruitment is limited and might not result in high-
quality hires. External recruitment allows an organization to recruit a large number of potential
employees, subject them to screening, and select the one that can best fit into a certain position.
Proponents of external recruitment argue that it has numerous benefits for both the
employees and organizations as a whole. From an organization’s perspective, external
recruitment fosters creativity and innovation by bringing in fresh ideas from new hires (Sunday
et al., 2014). External recruitment allows an organization to hire employees from a large pool of
talents, rather than rely on a small pool of talent that is found within an organization. External
recruitment also reduces the complexity of hiring since it does not create another position that
needs to be filled. Conversely, internal recruitment creates a chain of vacant positions that must
be filled as well (DeVaro, 2016). Another benefit of external recruitment is that it helps
organizations to recruit highly versed employees, that are less susceptible to pressure from peers,
EMPLOYEE RECRUITMENT AND SELECTION 6
and co-workers. As such, employees recruited through external recruitment sources are more
likely to stick to the organizational goals and objectives than those recruited internally.
Researchers have highlighted some key challenges that impact the effectiveness of
external recruitment. External recruitment reduces the level of satisfaction among employees
since they are forced to compete with external recruits (DeVaro, 2016). DeVaro, 2016 further
argues that if employees are faced with the threat of external hires, they are likely to become
complacent, hence reducing their productivity. External recruitment is also associated with high
turnover rates since existing employees might feel dissatisfied and opt to look for new
opportunities elsewhere. The high cost associated with external recruitment might also pose
financial challenges to recruiters. For instance, according to Sunday et al., (2014), external
recruitment results in additional costs in advertising a job opening and training those who get
hired. External recruitment also results in uncertainty due to the risks associated with hiring a
new and unknown person.
Sources used in external recruitment.
Headhunting.
Headhunting is a commonly used source of recruitment especially when looking for
executives to fill top positions. Headhunting involves looking for highly versed individuals, who
are successful in their current position and convincing them to apply for a job opening
(Bogatova, 2017; Chen, Lee & Ting, 2017). In this approach, a head hunter is tasked with
identifying potential candidates to fill a position either from own connections, professional
bodies, or rival firms. One key benefit of headhunting is that it allows organizations to select
individuals who have proved to be high performers in their previous positions. Headhunting also
EMPLOYEE RECRUITMENT AND SELECTION 7
reduces the cost of advertising by allowing an organization to only concentrate on a small pool of
highly successful individuals. Despite its benefits, headhunting has several drawbacks which
include an unreliable database of candidates and high fees which must be paid to the headhunter
(Bogatova, 2017). Headhunting also assumes that an individual is likely to be successful in an
organization if they are performing well in their current organization.
Job Fairs and Exhibitions.
Despite the emergence of online recruitment, recruiters still use job Fairs and Exhibitions
as sources of recruitment. Job Fairs and Exhibitions usually involve a small number of people,
usually in a specialized field which makes it easy for recruiters to recruit several individuals
within a short time (Bogatova, 2017). Job fairs provide an organization with a low-cost source of
recruitment and are effective for establishing new contacts and mass recruitment (Bogatova,
2017). However, this source of recruitment is more costly than social media recruitment, and
might not provide an organization with a large pool of candidates.
Advertisement.
Traditional forms of advertisement such as Television, magazines, and newspaper are
still popular among recruiters. These recruitment sources are effective when targeting older
adults and other individuals who lack an online presence. According to Emanuela (2018), the
effectiveness of this form of advertisement depends on whether a large number of target
candidates will see the message and interpret it appropriately. Another key factor that influences
the effectiveness of this source is the ability to use the right channel and to craft the right and
captivating message (Bogatova, 2017). With the emergence of social networking and online
EMPLOYEE RECRUITMENT AND SELECTION 8
recruitment sources, traditional sources of advertisement are becoming unpopular since they are
costly and less effective (Emanuela, 2018).
Social media recruitment.
Social media recruitment is a relatively new area that has gained popularity in recent
days. Social networking sites such as Facebook, Twitter and Linked In provides recruiters with a
simple and effective way to connect with and attract potential candidates through digital
platforms (Carpentier, Van Hoye & Weng, 2019; Landers & Schmidt, 2016). While researchers
seem to differ on the extent to which social networking sites are utilized in the recruitment
process, most of the available literature shows that various organizations use social networking
sites to attract and recruit potential candidates (Carpentier, Van Hoye & Weng, 2019; Cetinkaya,
2019; Petre, Stegerean & Gavrea, 2017). Social networking sites also play a vital role in
employee selection by providing recruiters with additional information about a potential
employee. For instance, according to Carpentier, Van Hoye, & Weng (2019), most organizations
use information from applicant’s social media profiles to make selection decisions.
Organizations are switching from traditional recruitment channels to social media
recruitment due to its cost-effectiveness and ability to reach a wider audience (Ladkin, &
Buhalis, 2016; Yaseen, & Marwan, 2016; Landers, & Schmidt, 2016). Social media recruitment
allows organizations to reach a large pool of candidates within a short time. Compared to the
traditional forms of recruitments such as trade fair, and headhunting, social media recruitment is
less labor-intensive and can be used in instances where a large number of employees are needed
(Tikhonov, & Konovalova 2020). A study by A study by Petre, Stegerean, & Gavrea, (2017),
revealed that social networking sites have also become popular among job seekers since they
provide them with job seeking opportunities, and a chance to interact with potential employers.
EMPLOYEE RECRUITMENT AND SELECTION 9
This study also established that most applicants prefer social media sites since they provide them
with an opportunity to advertise themselves to potential employers.
Despite its numerous merits, social media recruitment remains a highly controversial
area. According to Carpentier, Van Hoye & Weng (2019), researchers, and applicants are
concerned that information on their social media profile might be used to make selection
decisions even if the information is irrelevant to the job posting. Available literature also shows
that the use of social media recruitment raises legal and ethical issues in regard to security and
privacy management, bias and discrimination and impression management (Jeske & Shultz,
2016; Hadjimatheou, Coaffee & De Vries 2019). Social media recruitment also raises ethical
issues regarding work-life balance by invading an individual’s private sphere without their
consent or knowledge (Aggerholm & Andersen, 2018).
Internal recruitment
Internal recruitment is mainly used in organizations that want to foster long-lasting
relationships with their employees. Internal recruitment is based on the belief that existing
employees understand the organizational culture and values and are more likely to perform better
than new hires (DeVaro, 2016; Sunday et al., 2014). Proponents of internal recruitment also
believe that promoting existing employees is one of the ways through which an organization can
motivate its employees to work harder and to be consistent all through. Internal recruitment also
allows an organization to benefit from the skills and competencies which existing employees
have developed over time (DeVaro, 2016). A wide range of literature also agrees that internal
recruitment is cost-effective, and is more likely to result in motivated and dedicated employees
compared to external recruitment. For instance, according to DeVaro (2016), the level of
EMPLOYEE RECRUITMENT AND SELECTION 10
uncertainty is significantly lower when internal recruitment is used, compared to external
recruitment.
The effects of internal recruitment on both employees and organizations are largely
positive. According to Derfler-Rozin et al. (2018), internal referrals present positive outcomes
for both new hires and an organization as a whole. Internal referrals result in high performance
since new hires feel obliged to the referees and are likely to maintain high-performance standards
all through. Employee referrals also promote knowledge transfer since new hires are motivated
to mentor and train those they would like to recommend for future promotions (Derfler-Rozin et
al. 2018). Employee referrals increase the efficiency of the hiring process by reducing the costs
associated with hiring new employees. Internal referrals also enhance employee-organization
since the new hires have adequate knowledge about the organization and its cultures.
Sunday et al. (2014) also acknowledge that internal recruitment has positive outcomes for
both the employee and the organization. The key goal of internal recruitment is to fill vacant
positions through internal referrals, or by promoting employees who have proved to be
consistent, and high performers over time. According to Sunday et al., (2014), internal
recruitment increases employee morale by rewarding those who maintain high performance with
promotions. Internal recruitment is associated with reduced turnover and high employee
commitment since workers are assured of promotion if they maintain high performance. Internal
recruitment also reduces the costs of hiring since managers can easily identify employees who
perform better than their peers (DeVaro, 2016; Sunday et al., 2014). Compared to external
recruitment, internal recruitment results in low training costs since employees are already aware
of the organizational cultures and have the skills and competencies required to perform various
tasks.
EMPLOYEE RECRUITMENT AND SELECTION 11
Challenges facing internal recruitment.
Despite its merits, internal recruitment presents numerous challenges to recruiters.
Internal recruitment assumes that an employee will perform well in a higher position if they have
done so in lower position. This form of recruitment also assumes that employees who perform
poorly in lower position will still perform poorly if given a higher position. DeVaro (2016)
acknowledges that at times, the objectives of internal recruitment always conflict, resulting in
outcomes that are not good for both the employee and an organization. For instance, an
employee who is underperforming in their current job might perform higher if given a different
job. Another issue with internal hiring is that it promotes favoritism since employers might feel
obliged to hire internally, at the expense of external hires with even better qualifications
(DeVaro, 2016). Internal recruitment also hinders creativity and innovation since no new ideas
are injected into the organization through new hires.
The issues associated with internal recruitment have been highlighted in numerous other
studies. A study by Brown, Setren & Topa (2016) proved that favoritism is prevalent in internal
recruitment, and referred candidates are more likely to get hired than those recruited through
other methods. Referred candidates also enjoy other benefits which include a higher initial
salary, though these advantages diminish with time. Findings from this study agree with Derfler-
Rozin, Baker & Gino (2018) that internal recruitment especially employee referrals do not
always result in perfect hires. Derfler-Rozin et al. (2018) established that employee’s referral
power influences who gets hired, and how other members within the organization perceive the
new hire. As such, internal recruitment is prone to favoritism where only employees with high
referral powers are promoted.
Selection.
EMPLOYEE RECRUITMENT AND SELECTION 12
The definition of selection varies amongst researchers and has changed drastically over
time. According to Sunday et al., (2014), selection is a process through which the recruited
candidates are screened and the best fit selection. Sunday et al. (2014) aver that selection
involves several steps that allow an organization to screen all the candidates and to determine
who amongst them is best suited for a particular position. Villeda & McCamey (2019) defined
selection as the process of choosing the most appropriate candidate from all the candidates that
were recruited. On the other hand, Eva (2018) views selection as the process of collecting and
evaluating information from the applicants to determine who among them is most qualified to fill
a particular position. While the various definitions seem to differ slightly, scholars seem to agree
that selection is the process of choosing a candidate from a large pool of applicants to fill a
certain position.
Employee selection is a highly complicated and demanding process that must be
undertaken with the utmost care. Researchers acknowledge that employee selection is a highly
complicated process that requires adequate time, finances and human resource to complete
(Swaney, 2017) According to Baydur, (2017), recruiters spend a lot of terms analyzing the
qualifications of each candidate to ensure that the best among them is selected. In most instances,
recruiters are required to fill an opening within a short time, which makes it difficult for them to
screen all candidates that were recruited. Another issue that makes selection a highly
sophisticated process is the finances required to carefully screen all candidates against the
requirements. Since the selection process requires large sums of money to execute, recruiters are
required to select candidates that will support the attainment of organizational goals and
objectives (Baydur, 2017). The selection process also requires highly versed human resource
professionals to ensure that candidates are accurately screened and the best among them selected.
EMPLOYEE RECRUITMENT AND SELECTION 13
In some instances, such professionals are not present and an organization is forced to use
external recruitment agencies.
Selection process.
The selection process involves a wide range of steps that allows an organization to
determine who among the applicants is best suited to fill a position. The selection process starts
with pre-screening, which helps to verify the provided information and reduce the number of
candidates being considered for the job (Stoughton, Thompson & Meade, 2015). During the
prescreening stage, employees are subjected to screening interviews and inquire to determine
whether they have the experience or educational background required for the position (Bogatova,
2017). Prescreening stage helps eliminate applicants who do not meet the minimum qualification
for a position and those who lack the experience needed for a certain position (Villeda, &
McCamey, 2019). Prescreening precedes other steps such as oral interview and helps to refine
further the pool of candidates being considered for a certain position. In this stage, candidates are
also provided with additional information about the open position to help them decide whether or
not they intend to proceed with the selection process.
The second stage in the selection process is the completion of the application form. This
step is essential to recruiters as it helps them to gather ample information about all the
candidates. In this step, candidates are required to provide comprehensive information about
their life and job profile (Bogatova, 2017). In some organizations, however, candidates are
required only to provide general information such as telephone numbers, email addresses, and
names. This step is also used to reduce further the number of applicants being considered for a
particular position and to confirm that a candidate is ready to take up a job position. With the
EMPLOYEE RECRUITMENT AND SELECTION 14
emergence of social media and other modern technologies, this step has been improved, and
employees can submit the forms remotely.
Employee testing is the third step in the selection process. Here, employees are provided
with a wide range of tests to measure their competence, skills, and personality. According to
Bogatova (2017), employee testing is a common practice and is used in at least 60% of all
organizations. Honesty and integrity tests are common in numerous organizations and are used
to determine whether an employee is trustworthy or has some undesirable traits that might
impact organizational productivity. In most organizations, personality tests are also used as part
of the selection process. These tests are used to measure an employee’s interpersonal relations,
emotional adjustments and attitudes towards work. Cognitive, aptitude and physical ability tests
are also widely used in most organizations across the United States. Physical ability tests are
used to measure a candidate’s physical strength, while aptitude and cognitive tests are used to
measure their ability to learn new skills, and intelligence respectively.
After passing the first three steps, candidates are subjected to a comprehensive interview.
In most organizations, a comprehensive interview is used to gather detailed information about an
applicant, including their ability to work under pressure, attitude and motivation (Bogatova,
2017). This step also helps recruiters to determine whether an employee is fit to work within the
organization. A comprehensive interview is important since it helps measure a person-
organization fit, which is a key component of success for any employee (Bogatova, 2017). This
step is also used to assess whether a candidate can easily adapt to the organizational culture.
After completing the interview successfully, a candidate is subjected to a conditional job offer
which is subject to medical and background checks.
EMPLOYEE RECRUITMENT AND SELECTION 15
Candidates who are selected to fill a certain position are further subjected to two
additional steps. First, a background check is conducted to assert that all the information they
provided is correct. The check can be conducted by verifying the provided information with
referees and former employers (Bogatova, 2017). According to Sarode & Deore (2017), third
party verifications help ensure that candidates provide correct information, hence protecting
organizations from liabilities. For instance, an organization might incur huge fines if they hire
foreigners or individuals who are not permitted to work within the country. Afterward, the
employees are subjected to medical examination to determine their ability to work under extreme
conditions. This step might also entail conducting drug tests on the candidates. If the selected
candidates pass these two steps they are given a job offer which they can accept or decline.
Factors Affecting Recruitment Strategies and selection
Recruitment is influenced by a combination of internal and external factors, which impact
the actions that an organization takes to meet its objectives. Internal factors are those than a firm
has control over, such as organization and recruiter dynamics, and employer appeal, while the
reverse holds for external factors, which it cannot control, such as the sociopolitical environment
and the status of the labor market.
Culture
The role of culture on the effectiveness of various recruitment and selection strategies has
adequately documented in numerous studies. Allen, & Vardaman, (2017) acknowledges that
cultural factors influence employee perceptions, towards and organization, and the assumptions
they hold regarding their skills, and capacity to grow and improve. The researchers argue that an
employee is less likely to leave if they feel that an organization will provide them with adequate
EMPLOYEE RECRUITMENT AND SELECTION 16
opportunities to grow, both personally and professionally. The researchers also agreed that
culture has a strong impact on the recruitment strategies that are adopted by firms operating
locally and internationally (Allen & Vardaman, 2017). Further, cultural factors can also
influence employee’s perception towards an organization during recruitment, the recruitment
strategies used and the value placed on the criteria used to evaluate the candidates.
Recruiter’s Dynamics
Various recruiter characteristics individually impact the effectiveness of an
organization’s staffing strategies. Lawong et al. (2018) investigated the interaction between a
recruiter’s political skill and organization to influence applicant attraction in the recruitment
process. The researchers conducted three studies to create the experimental manipulation
materials, pilot-tested them, then conducted tests of the hypotheses. The study concluded that for
those recruiters with high political skills, as the reputation of the organization increased, the
applicant attraction also increased. Conversely, for recruiters with low political skill, as the
organization increases, there was no change in applicant attraction to the organization.
Similarly, using conceptual analysis, Griffin (2018) explored recruiters’ ability to utilize
strategic foresight to match people with the available positions in firms, especially in the volatile
markets that exist in contemporary society. From the study, it is clear that recruiters who are
more attuned to the internal and external factors like technological change, human capital, and
the prevailing political and economic conditions are more empowered to hire talent based on the
company’s strategic drivers than those who blindly fill open positions without a tactical plan.
Griffin (2018) concluded that there is a need for recruiters to be cognizant of the internal and
external factors that influence their recruitment strategies. Aside from matching people to jobs,
EMPLOYEE RECRUITMENT AND SELECTION 17
the use of a strategic approach enables an organization to remain competitive and methodically
utilize the available resources.
Organization Dynamics
The size of the organization determines the recruitment strategies utilized in human
resource management. Ekwoaba, Ikeije and Ufoma (2015) posited that recruitment planning is
mandatory for small organizations as they seek to hire more people for the management of future
operations. Moreover, the available resources impact the strategies selected by the organization
in its recruitment procedures, and smaller organizations have considerably lesser resources than
larger firms. According to Mehmood et al. (2017), recruitment and selection of employees is a
costly process in terms of the financial resources required and the time invested. In a study to
investigate the most effective recruitment strategies within the banking industry, Ekwoaba, Ikeije
and Ufoma (2015) found that strategic forethought by recruiters significantly reduces costs,
especially since recruiting costs are calculated per new hire. The researchers discovered that
recruiting for multiple job openings simultaneously is an effective cost-saving measure. Due to
the considerable high cost of recruitment, most organizations seek strategies that will give the
most value at the least cost.
Besides, the organizational goals significantly affect the choice of recruitment strategy
selected by a firm. Khan and Siddiqui (2018) investigated the impact of vision-based recruitment
on organization performance using a quantitative methodology that analyzed data from 102
employees working in both the private and public sectors in Pakistan. They posited that a firm’s
vision determines the path that the company takes in its expansion and progress in an efficient
manner. It guides the accomplishment of the organization’s long-term and short-term goals.
Griffin (2018) found that recruiters need to understand the overall business objectives of the
EMPLOYEE RECRUITMENT AND SELECTION 18
organization to attract talent based on the needs of the company. If an organization is planning to
expand its operations, it will widen the scope of its recruitment and selection strategies to
increase the size of its personnel.
Employer Attractiveness
Organizations that have a positive image in the market easily attract competent and
proficient individuals. Hence, the organization must maintain excellent relations with the public
to have the goodwill of the people to grow its reputation to draw the most competent talent
available. One of the areas that provide a company with a competitive edge in the Sommer,
Heidenreich, and Handrich (2017) sought to find how perceived organizational innovativeness
affects employer attractiveness in the tightening labor market. The researchers used a sample of
322 graduates and professionals from German universities with an average age of 25.7 years in a
full-factorial scenario-based online experiment to investigate the impact of an organization’s
innovation culture on its attractiveness to potential employees. The results indicate that
organizations with a strong innovation culture are attractive to job seekers. The effects were
especially strong for highly innovative employees as they are significantly concerned about the
organizational innovation of the firms that they work for. Hence, companies that promote a
culture of innovation are more likely to attract innovative employees, easing the process of
recruitment for talent.
These findings are consistent with the conclusions drawn from Ekwoaba, Ikeije, and
Ufoma (2015) that the quality of human resources in an organization is dependent on the quality
of the applicants attracted. In the same vein, Boulton and Beer (2018) undertook a study to seek
a better understanding of the factors affecting the recruitment and retention of clinical research
nurses using an online questionnaire comprising of open-ended and fixed-choice questions from
EMPLOYEE RECRUITMENT AND SELECTION 19
121 clinical research nurses. One of the key findings from the study was that the features of the
job determined how attractive it was perceived. The participants were seeking opportunities that
would provide a challenge that would provide job enrichment.
Political-Social-Legal Environment
Government policy, through labor laws, provides guidelines that influence the
recruitment strategies used by a firm. Ployhart, Schmitt and Tippins (2017) reviewed 100 years
of research on recruitment and selection published in the Journal of Applied Psychology. The
review found that the issue of recruitment and selection has persisted over the years since the
first publication. One of the pertinent findings in their analysis was the impact of the changes in
legal, society, and business environment on recruitment and selection strategies. The authors
describe the evolution of recruitment practices in changing sociopolitical times and find that the
prevailing conditions determine the strategies that an organization incorporates. The laws
determine the compensation, working environment, the safety of employees, and the duties
assigned to employees. Mehmood et al. (2017) explained that political decisions are made for the
reservation of jobs for marginalized groups such as ethnic minorities, which raises the preference
for people from such backgrounds. The recruitment and selection strategies replicate the social
and political environment of a market; hence, with changes in government, there are changes in-
laws.
The Status of the Labor Market
According to Palaniappan and Arasu (2017), the supply and demand for specific skills in
the labor market significantly impact the recruitment strategies selected by an organization.
Where the demand for particular skills is high, the organization needs to use more sophisticated
EMPLOYEE RECRUITMENT AND SELECTION 20
recruitment methods as opposed to circumstances when the unemployment rates are high.
Nonetheless, Mehmood et al. (2017) cautioned that a huge population does not translate into the
availability of more talent. Hence, organizations must put significant effort into the recruitment
and selection process as highly competent individuals are scarce. Towards meeting this goal,
Ekwoaba, Ikeije and Ufoma (2015) suggested that organizations must adopt a holistic model of
recruitment and selection that considers the interdependence of all steps and areas involved.
Recruitment and organizational performance.
Researchers have established a close relationship between an organization’s HR practices
and performance. Ekwoaba, Ikeije & Ufoma (2015) conducted a quantitative study to investigate
the impact of employee recruitment and selection on the performance of Fidelity Bank Plc,
Nigeria. The researchers used questionnaires to collect data from 130 company staff selected
through random sampling. The research established a positive relationship between the
company’s recruitment and selection strategies, and its productivity. 46.2% of the respondents
stated that the company’s recruitment and selection strategies have an impact on its overall
performance (Ekwoaba et al. 2015). The study also established that the organizations do not just
consider technical skills when filling out a vacant position. 69.2% of the participants stated that
other factors, such as employee-job fit, are considered vital when selecting an employee to fill a
vacant position. Another key finding of the research is that there is an information gap on how a
job vacancy is communicated within the company. For instance, 53.1% of the participants
averred that most of the time, bank staff are not aware of the existence of a vacant position
within the organization.
The performance of an organization is dependent on the people who work within it,
which translates into the need for having the right people to ensure its success. Mehmood et al.
EMPLOYEE RECRUITMENT AND SELECTION 21
(2017) used a survey questionnaire from 90 employees of both public and private universities to
examine the impact of human resource management practices on organizational performance.
The study concluded that a highly competent and committed workforce translates into increased
productivity and a competitive advantage for the company. Increased productivity then translates
into increased revenues, which has a ripple effect across all areas of a firm’s growth. The sales
growth translates into more market share growth, which then positively impacts the company’s
financial growth. Similarly, Palaniappan and Arasu (2017) carried out a systematic review of
literature to determine the impact of effective recruitment in business organizations. The
researchers concluded that efficient recruitment strategies give organizations a competitive
advantage in the market, improve returns, and attain economies of scale.
Selase (2018) investigated the impact of recruitment and selection criteria on
organizational performance using GN Bank in the Greater Region of Ghana. The study analyzed
responses from 130 randomly selected participants. Selase (2018) concluded that there was a
positive association between the effectiveness of recruiting strategies, selection tests validation,
and the use of formal selection procedures and firm profits. In the same vein, Ekwoaba, Ikeije
and Ufoma (2015), reported that sophisticated recruitment and selection procedures enhance the
performance of an organization. This phenomenon is explained by the fact that these procedures
provide a large pool of qualified applicants from where the organization can select.
In another study, Čanković (2015) also established a positive relationship between an
organization’s recruitment and selection process and its performance. The researcher used
structured questionnaires to collect data from 250 respondents selected randomly from SMEs
within Bosnia and Herzegovina. The study established that employee selection strategies have a
significant impact on employee and organizational performance. An organization’s recruitment
EMPLOYEE RECRUITMENT AND SELECTION 22
and selection strategies were found to impact the quality of hires, applicants’ attitudes towards
the organization, and the effectiveness of the overall hiring process. For instance, according to
Čanković (2015), organizations with inadequate resources and untrained professionals were less
likely to hire a competent employee.
Further, organizations with discriminative and poorly crafted job positing and ads were
less likely to attract competent employees compared to those with a well-crafted job posting. The
study also established a positive correlation between an organization’s selection process and its
ability to record incremental annual growth. Organizations that used effective hiring strategies,
and those with no discrimination in the selection process were more likely to record high
productivity.
In their study on the impacts of recruitment and selection strategy on employee
performance in manufacturing companies, Oaya, Ogbu and Remilekun (2017) present the
process as a purely professional undertaking. The study highlights the importance of using
professional recruitment agencies and internal recommendations in filling positions within an
organization. The authors posited that the use of host communities in the enlisting process poses
considerable risks to organizational efficiency because of the limited levels of professionalism in
the feedback chain. The study also revealed the essence of transparency in the recruitment
process, which portrays the understanding of the process as fragile engagement (Oaya, Ogbu and
Remilekun, 2017). The vitality of the recruitment and selection process gets reflected in
organizational performance levels, which prompts recruitment managers to ensure that the best
personnel are selected for vacant positions.
Samwel, (2017)’ article on recruitment, selection, retention, and motivation on
performance in manufacturing companies portrays recruitment and selection as central
EMPLOYEE RECRUITMENT AND SELECTION 23
components of organizational turnover management. The article attributes high levels of
employee turnover to poorly structured enlisting practices that fail to adhere to rigorous social,
emotional, and economic considerations (Samwel, 2017). According to the author, recruitment
and selection are pillars of organizational stability as they contribute to the establishment of
competitive advantage. The article also presents recruitment and selection as a global issue with
numerous local and multinational corporations struggling to retain employees and minimize
human resource turnover rates. The study also associates recruitment, selection, and retention
with employee motivation as key attributes of organizational efficiency (Samwel, 2017). The
understanding of the recruitment and selection process as a universal pillar of organizational
success and employee motivation invokes human resource executives to employ effective
mechanisms to produce impressive results.
The case study by Saviour et al. (2017) on the impact of effective recruitment and
selection practice on organizational performance approaches recruitment and selection from a
people perspective. The authors emphasize the indispensable role of people in fostering
organizational success through various human resource functions. According to the article,
organizations succeed due to the wide variety of values, perspectives, and managerial attributes
that people bring to the routine undertakings in business enterprises. Additionally, the authors
assert the importance of effective human resource management as a way to bolster organizational
effectiveness (Saviour et al., 2017). Recruitment and selection are preliminary steps in people
management within organizations as human resource executives endeavor to enhance
professional competency among employees. The perception of recruitment and selection as a
people-oriented process instills a sense of humane consideration, which streamlines human
resource management to produce motivated and highly competent employees.
EMPLOYEE RECRUITMENT AND SELECTION 24
The theoretical analysis by Tomčíková (2016) details the effective recruitment and
selection practices for organizations in the financial sector. The analytical standpoint presents the
recruitment and selection process as a highly structured undertaking to cater for different
enlisting requirements for different organizational levels. The paper develops a framework that
human resource managers would use in recruiting and selecting employees for different
professional, managerial, and non-managerial positions. Citing the structured approach to the
employee enlisting process, it is evident that the author perceives recruitment and selection as a
complex organizational undertaking (Tomčíková, 2016). The inclusion of potentially ineffective
evaluation and hiring strategies is a clear pointer to the need for sufficient information to fill
organizational positions with the most suitable personnel.
Recruitment and non-financial performance.
Job engagement.
Recruitment and selection strategies also have a strong impact on non-financial metrics,
which include employee retention, engagement, and turnover. Rodriguez (2017) conducted a
study to investigate the impact of the selection process on employee engagement. Using an
online survey, the researcher collected data from 160 participants selected through social media
recruitment. The researcher established an organization’s selection practices have a strong
impact on applicants’ perception of the hiring process and job engagement. According to
Rodriguez (2017), the quality of an organization’s selection practices has a direct impact on
employee engagement during and after the recruitment process. The research also found out that
providing job-relevant information during the recruitment process helps in improving employee
engagement and their perception towards the organization as a whole.
Job Satisfaction.
EMPLOYEE RECRUITMENT AND SELECTION 25
The impact of recruitment strategies on job satisfaction has been documented in
numerous studies. Anwar & Shukur (2015) conducted a study to measure the impact of
organization’s recruitment and selection strategies on job satisfaction among new hires. This
study found out that both recruitment and selection strategies have a strong impact on job
employee satisfaction. In particular, Anwar & Shukur (2015) established that effective
recruitment and selection strategies increased job satisfaction among new hires, while ineffective
strategies resulted in low job satisfaction. A study by Slavković, Pavlović & Simić (2018) also
established that recruitment strategies have a strong impact on the level of satisfaction among
employees. Slavković et al. (2018) found out that recruitment strategies impact employee
satisfaction directly through their impact on employee experiences during recruitment, and
indirectly through their impact on a firm’s public image. This study established that the way an
organization conducts its recruitment process has a strong impact on employee’s perception
towards the organization and their level of satisfaction after that.
Contrary to the findings by Anwar & Shukur (2015) and Slavković, et al. (2018),
numerous researchers have established the presence of a weak relationship between recruitment
and selection strategies, and job satisfaction. Anand (2016) acknowledges that HR practices such
as employee recruitment and selection have a slight impact on job satisfaction among both new
hires and existing employees. This study established that while an organized approach to
recruitment and selection during hiring will have an impact on employees’ levels of satisfaction,
the impact is negligible. For instance, in most organizations, HR practices could only account for
approximately 7.66% of job satisfaction among workers. A study by Muralidhar (2016) also
established a weak correlation between an organization’s HR practices and job satisfaction
among its employees. This study established that an organization’s HR practices shape employee
EMPLOYEE RECRUITMENT AND SELECTION 26
attitude and perception towards an organization hence influencing their levels of job satisfaction.
However, such practices do not have a statistically strong impact on job satisfaction.
Turnover.
Employee retention refers to an employer’s capacity to retain their workers; it is
measured for as the proportion of employees with a certain length of service, for example, one
year that is expressed as a percentage of the entire workforce (Russell et al., 2017). Therefore,
employee turnover can be referred to as the total number or percentage of workers that leave an
organization and are replaced by new workers, which is an important element in estimating the
cost of hiring for budgeting purposes.
An analysis of literature from a research study conducted by Matuska & Grubicka (2012)
revealed that employee turnover refers to the voluntary termination of employees from an
organization. Adams (2016) regards turnover as the proportion of employees terminating their
jobs over a given period before their anticipated or stipulated end of contract. Human resources
scholars such as Allen & Vardaman (2017) describe turnover as the rate of change in number of
working employees during a defined timeline. Employee recruitment and turnover/retention are
dynamic processes that involve the circulation of workers through the labor market between jobs,
employers, occupations, and states of employment and unemployment. Evidence from a study
conducted by Brown et al. (2017), employee turnover can be voluntary or involuntary, whereby
the former is initiated by the employee, while the latter is forced by circumstances to terminate
their employment. Turnover represents an individual employee’s probability of staying
employed in an organization.
EMPLOYEE RECRUITMENT AND SELECTION 27
Employee turnover can be further be categorized into functional and dysfunctional
turnover; functional turnover involves the termination of employment for substandard workers,
while dysfunctional turnover entails the exit of effective workers, which is of greatest concern to
companies (Wakabi, 2016). Dysfunctional turnover affects a company’s performance and
productivity in both the short and long terms, an aspect that requires serious attention to ensure
that an organization does not lose talent to competitors. Observations made by Payne (2015)
demonstrate that dysfunctional turnovers can be avoidable by improving working conditions and
remuneration or unavoidable due to death, relocation, or serious illness. Employee retention can
be described as the converse of turnover being involuntary and voluntary that can be described as
the culmination of all endeavors aimed at increasing a company’s commitment to its employees.
Motivations behind employee turnover and retention have been an important subject of inquiry
for human resources researchers, which has led to the formulation of various theories to explain
these phenomena.
The two-factor theory is a good example of human resources theoretical formulation by
Herzberg, Mausner & Snyderman in 1952 their publication titled “The Motivation to Work.” The
two-factor theory seeks to explains what satisfies or dissatisfies employees in the workplace and
can be used as framework to understand the forces that impact employee retention. Herzberg et
al. also referred to the two-factor theory as the motivator hygiene theory premised on the belief
that there are some work factors that result in either job satisfaction or dissatisfaction. However,
it is important to note that the opposite of satisfaction in this context is not dissatisfaction, but it
is “no satisfaction,” while that for dissatisfaction is “no dissatisfaction” (Russell et al., 2017).
According to Russell et al. (2017), hygiene factors in the two-factor theory represent those
EMPLOYEE RECRUITMENT AND SELECTION 28
elements that are necessary for the existence of motivation in the workplace, but they do not
sustain job satisfaction in the long term.
Empirical evidence from a study by Payne (2015) illustrates hygiene factors are extrinsic
to work meant to prevent dissatisfaction among employees, and they are descriptive of a
company’s workplace environment. A good example of a hygiene factor is remuneration that
should be fair, competitive, and reasonable; other factors include work schedule, benefits, job
security, and the development of cordial relationships between the employer and their
employees. According to research evidence garnered by Allen & Vardaman (2017), hygiene
factors do guarantee job satisfaction compared to motivational factors that are designed to yield
positive satisfaction. Brown, Walters, Jones & Akinsola (2017) argue that unlike hygiene factors
that extrinsic to the job, motivational factors are inherent to work and they function to motivate
employees towards superior performance. An analysis of research in human resources by Brown,
Walters, Jones, & Akinsola (2017) revealed that motivational factors are involved in the actual
performance of the job. Employees demonstrate an appreciation of these factors claiming they
are intrinsically rewarding and are representative of workers’ psychological needs that are
perceived as an added benefit in the work environment.
The evidence on the importance of employee motivation points to the need for having
recruitment strategies that positively impact employees to ensure their retention. To this end,
Adegoke (2019) investigated the relationship between recruitment and retention using a
qualitative approach that incorporated the use of semi-structured interviews for employees who
had worked for a duration of between one and thirty years at the bank of industry (BOI).
Adegoke (2019) found that the recruitment and selection strategies used by a firm had a direct
impact on staff retention. These findings are consistent with those from a study carried out by
EMPLOYEE RECRUITMENT AND SELECTION 29
Shanker (2019) to determine the impact of recruitment practices on the retention of commercial
pilots by airlines in India. The study was informed by an observed trend where pilots seemed to
prefer airlines outside of the country promoting the aviation industry to seek expatriate
personnel. Using a sample of 225 commercial pilots from a range of Indian airlines, Shanker
(2019) used an exploratory and quantitative approach to draw inferences about the perception of
the participants about the recruitment strategies used by the companies. The data collected were
analyzed using factor analysis, Pearson’s correlation and regression analysis. The findings
demonstrate that using employee-friendly recruitment policies such as the presence of
organization growth and self-advancement opportunities had a positive correlation with
employee retention.
Researchers agree that effective recruitment and selection strategies can increase the level
of motivation among employees, thereby motivating them to stay. A study by González &
Rivarés (2018) established that internal recruitment strategies, such as employee referrals, are
effective in reducing turnover rates among new hires and existing employees. The researchers
found out that employees recruited through this method exhibit great group commitment and are
less likely to quit their jobs than those recruited through non-referral methods. Recruitment
through employee referral was also associated with high task satisfaction, task commitment and
greater job satisfaction which resulted in low turnover rates.
The impact of recruitment practices on turnover rates was also documented in a study by
Shanker (2019). The researcher collected data from 225 commercial pilots to identify
recruitment practices that were common in commercial airlines, and their perception towards
these practices. This study established that pilot retention rates were higher in organizations that
employed employee-friendly recruitment policies, those that provided recruits with opportunities
EMPLOYEE RECRUITMENT AND SELECTION 30
for personal growth, and those that provided recruits with competitive packages. Findings from
this research agreed with Lee et al. (2018) that an organization could reduce turnover rates
among new hires by adopting employee-friendly recruitment practices. Lee et al. (2018)
established that employees are likely to quit later if an organization fails to provide them with
comprehensive job previews during recruitment.
Impact of Employee Recruitment and Selection on Quality of Hires
Researchers have established a strong relationship between an organization’s recruitment
and selection strategies and the quality of its hires, which is defined as the value which a new
employee brings to the organization. A recent study by Keller, (2018) on the impact of hiring
strategies on the quality of hire established that external recruitment strategies such as posting
results in high quality hires than internal recruitment strategies such as slotting. This study
established that posting provides an organization with a large pool of candidates allowing
managers to select the best among them. Posting provides managers with a comprehensive view
of the skills and competencies of each candidate, allowing them to make informed decisions on
whom to hire. Contrary to earlier findings by DeVaro, 2016 & Derfler-Rozin, et al. (2018),
Keller (2018) established that posting and other external recruitment strategies do not necessarily
lower job satisfaction among employees. Rather, posting provides existing employees with an
opportunity to compete with other recruits. Further, internal candidates selected through this
approach were more likely to have a high initial salary than those selected through internal
recruitment alone.
There is ample evidence showing that highly effective recruitment and selection
approaches support human resource managers to enlist competent and result-oriented employees.
Saviour et al. (2017) emphasize the importance of people-focused recruitment and selection
EMPLOYEE RECRUITMENT AND SELECTION 31
strategies in enhancing the quality of hires. According to the article, well-structured internal and
external recruitment strategies promote employee growth and development by instilling
competency throughout the career progression journey. Oaya, Ogbu and Remilekun (2017)
attribute high quality hires to the use of employment agencies and internal recommendations to
fill vacancies within organizations. The recruitment agency approach ensures the enlisting of
highly competent employees, while internal recruitment through employee recommendations
promotes individual career growth and professional development. The idea of internet
recruitment by Samwel (2017) enhances the quality of hires by attracting highly innovative and
technology-savvy candidates. The studies agree on the role of internal recruitment and selection
on the quality of enlisted employees. The articles also recommend external recruitment
approaches, including E-recruitment and enlisting agencies as effective strategies for
organizations to maintain desired human resource levels.
The impact of recruitment and selection on the quality of hires has also been highlighted
in a study by Ellis, Skidmore & Combs (2017). In line with the findings by Keller (2018), &
Saviour et al. (2017), the authors established that the hiring process has a strong impact on the
quality of candidates that get hired and their ability to make significant contributions within the
organization. Using the Job preview framework, the study established that the extent to which
candidates are informed about a position is likely to determine which candidates get hired, and
their level of satisfaction. For instance, accurate job preview provides candidates with a clear
understanding of what is expected of them, hence motivating qualified candidates to apply. The
researchers also established that the relationship between job preview and satisfaction levels
among candidates was mediated by person-job and person-organization fit.
Recruitment and Employee Competence/Team Dynamics
EMPLOYEE RECRUITMENT AND SELECTION 32
Employee competence refers to a demonstrable set of skills and knowledge bases that
allow an individual to improve their efficiency and effectiveness or performance of a job.
According to Alsabbah & Ibrahim (2016), human resources scholars observe that competence is
made up of a combination of theoretical knowledge and practical skills such as values, behavior,
and cognitive skills that improve an individual’s performance at their job. Alsabbah & Ibrahim
(2016) in their research study notably refers to competence as the quality or state of being well or
adequately qualified and capable of performing a specific task. Alsabbah & Ibrahim (2016)
conducted a research study to investigate impact of competence on training practices and
employee job performance. In addition, the researchers surveyed 277 employees to determine the
impact of hard and soft skills on employee job performance. The study revealed that both soft
and hard skills had a mediating effect on organizations’ training practices and job performance
besides having a significant impact on hard and soft skills. It can be construed that the research
by Alsabbah & Ibrahim (2016) was instigated by a previous study by Alsabbah and Ibrahim in
2013 investigating the impact of considering competence as a recruitment and selection
parameter.
The researchers noted that a majority of early research studies focused on competence as
an outcome of recruitment instead of a necessary attribute in potential employees. The 2013
research study by Alsabbah and Ibrahim used the competence model as the conceptual
theoretical framework to illustrate the importance of soft and hard skills or competence in
evaluating, selecting, and recruiting employees. Alsabbah and Ibrahim (2013) defined conceptual
competence framework as behavioral prerequisites required for job performance at the
workplace and for achieving organizational goals. Furthermore, the researchers described hard
skills technical skills such as data entry and administrative tasks. Soft competencies represent
EMPLOYEE RECRUITMENT AND SELECTION 33
interpersonal attributes and behavioral skills required to effectively apply employees’ hard skills
in the workplace. The rationale for both studies in 2013 and 2016 by Alsabbah and Ibrahim for
recommending soft and hard skills in recruitment of employees is justified by the following
observation. Alsabbah and Ibrahim (2013; 2016) observed that using soft and hard skills as
recruitment and selection criterion was necessary to ensure that organizations acquired human
resources that aligned to their business goals. The recommended approach is contrasted to
conventional recruitment practices that expect employees to manifest desired competencies from
their on-the-job training or experience.
The consideration of soft and hard competencies in recruitment and selection practices is
an important human resources practice that ensures that business and non-profit organizations
acquire the right talent and expertise in pursuit of their goals. A combination of both soft and
hard skills is necessary for success in today’s corporate world. The world’s labor market today
requires various skills such as interpersonal and professional knowledge, management, critical
thinking, and leadership competencies that bear the hallmarks of both soft and hard skills
(Alsabbah and Ibrahim, 2013). The 2013 research study by Alsabbah and Ibrahim proposed a
conceptual framework of employee competencies garnered from the literature of previous studies
to recommend recruitment and selection practices that consider employees’ soft and hard skills.
The 2016 research study by Alsabbah and Ibrahim produced empirical evidence suggesting that
competence was a significant mediator between job performance and training, with the latter also
being significantly related to hard and soft skills. The wide-ranging conception that competence
should flow on-the-job training is counter-productive to organizations because it introduces
additional training costs compared to recruitment practices that use soft and hard skills as
selection criteria. The two research studies demonstrated the importance of considering soft and
EMPLOYEE RECRUITMENT AND SELECTION 34
hard employee competencies in the selection and recruitment practices by organizations to
ensure they meet their fiscal and organizational goals.
The adaptation of a competency-based conceptual framework for designing employee
recruitment and selection strategies has gained traction in a wide variety of professional settings
in government, businesses, and institutions. Adams (2016) described the competency-based
recruitment and selection conceptual framework as a competence model that broadly describes
employees’ performance excellence within an organization. The competence model ascribes
various occupational roles with generic terms used to describe expected excellence in workers’
on-the-job performance besides establishing benchmarks against which workers are assessed.
Adams (2016) observes that international organizations such as the United Nations (UN) use the
competencies framework throughout their systems and recruitment approaches. According to an
analysis of human resources literature by Adams (2016) revealed that the competency model
enables organizations and their employees to have clear understanding of expected performance
behavior to achieve company-wide goals. A research study conducted by Matuska & Grubicka in
2012 sought to investigate the impact of applying the competency model in a company’s human
resources practices. Matuska & Grubicka (2012) collected data from the global automotive
manufacturer Scania resulting in the conclusion that the competency model plays an integrative
role in promoting high efficiency in human resources functions. The researchers also witnessed
positive impacts of the competency model on improving quality in the company’s organizational
culture in addition to refining its socio-economic impact on the company and society.
Recruitment and Customer Satisfaction
Research evidence has demonstrated the direct relationship between employee
satisfaction and customer satisfaction, which emanates workers’ interactions that set the tone for
EMPLOYEE RECRUITMENT AND SELECTION 35
negative or positive customers’ experience. Observations in the workplace reveal that an
organization’s interactions with its customers deteriorate when there are high rates of employee
dissatisfaction. Gantasala, Naik, & Naik Gari conducted a research study in 2017 to investigate
the impact of an organization’s commitment to its employees as a mediator between its human
resource practices and customer satisfaction. The research by Gantasala, Naik & Naik Gari
(2017) was prompted by prior studies that had established a correlation between human resource
practices and an organization’s fiscal performance. The researchers conducted a survey that
revealed that an organization’s level of commitment to its employees mediated a positive
relationship between human resource practices and customer satisfaction.
Moreover, according to Gantasala, Naik, & Naik Gari (2017), research evidence portrays
a positive relationship between human resource practices and customer satisfaction that is
determined by an organization’s extent of commitment to its employees. The researcher’s study
was based on the argument that human resource practices have the potential to influence an
organization’s commitment to its employees by becoming more involved in their affairs and
welfare. It was interesting for the researchers to discover that only the level of an organization’s
commitment to its employees significantly influenced customer satisfaction. Gantasala, Naik, &
NaikGari (2017) posited that their failure to find a correlation between human resource practices
and organizational commitment was due to small sample size. Another limitation of their study
was inadequate customer satisfaction measurements and limited range of organizational
commitment.
In another research study conducted by Ullah (2013) sought to investigate the impact of
human resource practices on organizational effectiveness emanating from improved internal
customer satisfaction. Empirical evidence from previous research has demonstrated a positive
EMPLOYEE RECRUITMENT AND SELECTION 36
relationship between human resource practices and the overall performance of an organization.
The researcher used personally administered surveys on 290 banking employees and structural
equation modeling used to assess the expected data. The results garnered from self-administered
questionnaires illustrated that some human resource practices demonstrated a high probability of
increasing internal customer satisfaction besides augmenting organizational performance (Ullah,
2013). These results demonstrate that not all human resource practices improve employee
satisfaction that is directly related to customer satisfaction. The research study by Ullah (2013)
supports observations made by Alsabbah and Ibrahim (2013; 2016; 2017) regarding certain
human resource practices that improve the overall effectiveness of an organization. Human
resource practices such as using the competence model as conceptual framework in selection and
recruitment of employees. Ullah’s 2013 research illustrated that some elements of human
resource practices impact on employee satisfaction; it can postulate that some of these practices
are those that promote workers’ welfare. Alsabbah and Ibrahim (2013; 2016; 2017) research
studies demonstrated the relationship between internal employee satisfaction that is portrayed by
high retention and low turnover rates.
Effectiveness of Different Recruitment and Selection Strategies
Organizations use internal and external recruitment and selection strategies depending on
factors such as the population of the recruitment pool, recruitment cost, and professional level of
the vacant positions. According to the paper by Saviour et al. (2017), internal recruitment is
effective for most organizations as it enhances employee development through promotion to
higher cadres. Current employees stand a better chance of excelling in higher echelons because
of the wealth of organizational knowledge and integration with other support departments. The
authors also assert the right to career progression among the current employees as one of the
EMPLOYEE RECRUITMENT AND SELECTION 37
strongest considerations for internal recruitment and selection (Mira et al., 2020). Recruiting
internally also benefits organizations financially, as it is less cost-intensive. Internal
advertisements and job interviews also instill flexibility and convenience due to the ready
availability of the candidates.
External recruitment and selection through the internet are among the key concerns in the
critical review of the article by Samwel (2017). Organizations choose external recruitment and
selection strategies in the absence of suitable candidates within the institution’s current
workforce. The internet facilitates E-recruitment applications that enable recruitment agencies
and human resource managers to fill vacant positions without physical interaction with
candidates. According to the paper, internet recruitment cuts down on recruitment time and cost
as employers and potential employees interact through virtual interfaces. External recruitment
and selection through the internet are highly effective, especially for organizations with well-
established E-recruitment platforms (Eva, 2018). Furthermore, organizations that employ the
internet to enlist new employees are effective and successful in attracting the most suitable
candidates with a wealth of experience in emerging information and communication
technologies.
Oaya, Ogbu and Remilekun (2017) emphasize the use of employment agencies and
employee referral systems as effective strategies to fill vacant positions within organizations.
The descriptive survey paper dismisses the application of host communities in recruitment and
selection as a recipe for organizational inefficiency. Recruitment agencies and internal referral
systems work effectively in enlisting highly dedicated and proficient employees who understand
the intricacies of the organizational goals and objectives. In the use of employment agencies,
Oaya, Ogbu and Remilekun (2017) recommend high levels of openness in the outline of job
EMPLOYEE RECRUITMENT AND SELECTION 38
requirements and responsibility. The individual abilities and job competence should be the most
important consideration instead of relying on influences from the local communities. The
recruitment strategy is effective for both internal and external enlisting of human resources as the
recruitment agencies handle external hiring, and employee referrals cater for internal selection.
Many of the past studies seem to agree on the fact that organizations need to employ internal or
external recruitment approaches depending on the prevailing human resource circumstances
(Rao, 2018). The studies, however, differ in the specific recruitment and selection strategies
because each enlisting mechanism applies within a particular sector, including manufacturing,
finance, and service industries.
Synthesis
The reviewed literature demonstrates that recruitment strategies significantly affect
organizational performance as people offer perspectives, values, and attributes that sustain
organizations. When efficiently managed, these traits provide a competitive advantage as
productivity is increased, resulting in a growth in revenues. Effective recruitment provides
competent and innovative staff who can collaborate in teams, enhancing customer satisfaction,
which then translates into a larger market share for the company. Besides, if recruitment and
selection are made properly, there is less staff turnover, reducing the high costs associated with
the process of hiring personnel.
The studies also prove the existence of a relationship between an organization’s hiring
practices and non-financial performance. An organization’s recruitment and selection practices
were found to impact employee perception towards an organization, engagement, and the overall
performance of the organization. The studies, however, do not explore whether some recruitment
and selection strategies guarantee quality hires compared to others. For instance, they failed to
EMPLOYEE RECRUITMENT AND SELECTION 39
examine whether using third party recruiters resulted in high quality hires compared to internal
recruitment. Another gap that emanates from the review is on whether recruitment and selection
strategies have any impact on the performance of employees within the hospitality industry. In
the next section, the researcher will propose a methodology to bridge this gap and to examine
whether recruitment and selection strategies have any significant impact on the overall
organizational performance.
Conclusion
Employee recruitment and selection is an essential facet of human resource managers as
they strive to enhance organizational performance. The studies used in the literature review
reveal similarities and differences in the perceptions of industry experts and recruitment
executives. While some of the articles recommend internal recruitment strategies, others
emphasize a balance between internal and external approaches to supply the organizational
human resource needs. One study encourages organizations to use recruitment agencies and
internal recommendations to promote employee professional development. Internet recruitment
also features prominently among the reviewed articles as experts motivate organizations to
leverage information and communication technology to enlist new employees. The collection of
articles revealed the common stance that internal and external recruitment mechanisms play a
significant role in enhancing organizational performance as long as human resource managers
adopt appropriate structures. Human resource managers need to adopt effective internal and
external recruitment strategies to sustain organizational performance. The recruitment and
selection approaches should be structured in such a manner as to meet the immediate
organizational needs for human resources.
EMPLOYEE RECRUITMENT AND SELECTION 40
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