THE EFFECTS OF RECRUITMENT AND SELECTION PRACTICES ON
EMPLOYEES PERFORMANCE IN SERVICE RELATED ORGANIZATIONS.
CHAPTER ONE
INTRODUCTION
Background of the study
Recruitment and selection is the process of attracting individuals on a timely basis, in sufficient
numbers and with appropriate qualifications. Following the initial selection of incumbents they
are likely to again be chosen to develop their further interest in the organization and later to
encourage them to apply for other jobs. Using appropriate techniques the suitable candidates are
thus, able to be recruited and selected during their career development (Crawford 2004). It has
been argued that in order for the firm to build and sustain the competitive advantage, proper
staffing is critical (Wright & Snell 1991, Boxall 1996).
Recruitment and selection is a major HRM function as it encompasses all organizational
practices and decisions. Recent technological advances, globalization, social trends and changes
within organizations have brought new challenges for recruitment and selection (Rowley &
Benson 2002). To effectively face the new challenges recruitment and selection needs to be
integrated with organization strategies (Lam & White 1998). Recruitment and selection strategies
flow ultimately from the organization’s mission and strategic objectives (i.e., the strategies and
processes of recruitment and selection must be compatible with organization strategies)
(Nankervis, Compton & Baird 2002). Social scientists argue that through the integration with
organization strategies, recruitment and selection help achieve strategic goals and enhance
organizational performance (Becker & Gerhart 1996, Youndt, et al. 1996, Lewis 2003).
Employee performance has been a focus of many research studies because of its importance to
employing organizations. One of the aspects, which influence work performance, is the recruitment
practices. With today's mobile population and the instability of economies, it has raised concern to
all organizations that most of the organizations if not all are trying to integrate both their interests
and those of their employees. To this end, the organizations will not only put much effort in ensuring
costs are minimized, maximization of profits is achieved, disciplinary action is taken, meeting high
output standards and company growth are met, but they will also put much effort in ensuring their
employees interests are met so as to increase their morale, motivate them and in the process increase
productivity and improve work performance.
Most organizations are reactive when it comes to retaining people. In other words they tend to take
action only after morale; absenteeism and turnover have become a problem. Likewise, managers
typically do not know that a valued employee is dissatisfied until after that employee announces
he/she is leaving.
It is evident that for Moi Teaching & Referral Hospital (MTRH) to respond to a turbulent
environment and ensure continued survival as well as profitability in the long run, work
performance of their employees has to be enhanced. This study is designed specifically to
investigate the effects of recruitment practices on employees work performance in service related
organizations in Kenya.
1.2 Statement of the Problem
Over the last thirty years or so, the amount of research on recruitment and selection has increased
dramatically. Despite of this increase, recent reviews (Rodwell & Teo 2004, Wright, et al. 2005)
of the literature have revealed that past studies mainly focused on the exploration of recruitment
and selection practices adopted by organizations and not on its relationship to organizational
employees work performance.
This research analyses recruitment and selection as one of the HR practices from the scope of
entire HRM processes and evaluates the flaws that exist in its effective implementation in
organizational setup. Although there is wide recognition of the significance of the integration of
HRM with organization strategies, little research has been devoted on how recruitment and
selection strategic integration happens and what might be its effects on organizational
performance (Budhwar 2000, Shen 2004).
There is a set priority for organizations to have recruitment and selection strategically integrated
with organization strategies. The common obstacle in the lack of recruitment and selection
strategically integrating with organization generally revolve around issues of poor planning and
control, resulting in unrealistic timelines, unidentified problems, poor coordination and a lack of
monitoring and control.
Attaining strategic integration of recruitment and selection with organization strategy is a
desirable achievement that requires resolution of these common obstacles.
Objective of the Study
General Objectives
The purpose of the study was to analyze the effects of recruitment and selection practices on
employees performance in service related organizations.
Significance of Study
The study looked at various factors affecting work performance at Moi Teaching & Referral
Hospital and came up with recommendations on how the recruitment and selection practices can
be enhanced to improve employees work performance and increase their productivity.
Finding new employees for the organization is a continuing challenge for most personnel
departments. Sometimes the need for new workers is known well in advance because of detailed
human resource plans. At other times, the personnel department is faced with urgent requests for
replacements that must be filled as quickly as possible. In either case, finding qualified
applicants is a key activity.
The study was geared towards critiquing the existing systems but it was also meant to assist
willing members of Moi Teaching & Referral Hospital to look into recruitment strategies so that
the human resource can be utilized to reach the organizational objectives to their full potential.
The outcome of the study could be of great interest to organizations and Human Resource
departments and Practitioners; Government and human resource researchers. It would give them
insight on the way to introduce and handle changes and probably forecasting on possible
problems to resist change. Such information would therefore be useful in ensuring there is
smooth transition and that employee productivity is increased and thus improve work
performance.
Scope of the Study
The study confined itself to Moi Teaching & Referral Hospital. It is a major player in the
medical field and has a huge population size and thus a good sample size for the study.
Limitation of the Study
The researcher was limited in terms of time and scope. Although a comparative study in more
than one medical company would have given a wider scope of the strategic management
utilization on recruitment practices affecting work performance, the researcher concentrated on
only one organization. This could not be truly worthy representatives of organizations of its kind.
There was limited accessibility to information due to confidentiality and fear of victimization
among some of the respondents. Some managers were unwilling to share information about their
strategic planning methods that had lead to success in their organizations. However the
researcher overcame secretiveness and fear of victimization by assuring the respondents that the
information gathered was very confidential. Respondents were also assured that their names
would not appear on the research tools.
Given that the study was undertaken within a hospital environment, there was fear of contagious
diseases. This is due to the fact that both health workers and patients suffering from all kinds of
diseases intermingle thereby posing greater health risk to the researcher.
There was limitation in funds for the typing work and commuting, hence slowing down the study
process.
Conceptual Framework
Recruitment & Selection
Dependent Variables Independent Variable
nterpretation
i) Job Requirements
the requirements of each job are also a constraint. Highly specialized workers, for example are
more difficult to find that unskilled ones. Job analysis information is especially useful because it
Job requirements
Recruitment & Selection
Organizational policies
Affirmative Action programs
Environmental condition
Strategic plan
HR plans
Recruiter habits
reveals the important characteristics of the job and applicants. Knowledge of a job’s
requirements allows the recruiter to choose the best way to find recruits, given the constraints
which the recruiter must operate.
ii) Organizational Policies
Organizational policies are a potent source of constraints. Policies seek to achieve uniformity,
economies, public relations benefits and other objectives unrelated to recruiting. Those policies
that may affect recruitment i.e promote-from-within policies, compensation policies and
employment status policies.
iii) Human Resource Plans
The human resource plan is another factor recruiters consider. Through skills inventories and
promotion ladders, the plan outlines which jobs should be filled by recruiting and which should
be filled internally. The plan helps recruiters because it summarizes future recruiting needs.
This foresight can lead to economies in recruiting.
iv) Recruiter Habit
A recruiter’s past success can lead to habits. Habits can eliminate time consuming deliberations
that reach the same answers. Habits may also perpetuate past mistakes or obscure most effective
alternatives. So although recruiters need positive and negative feedback, they must guard against
self-imposed constraints.
v) Environmental Conditions
external conditions strongly influence recruitment. Changes in the labour market and the
challenges affect recruitment. The unemployment rate, the pace of the economy, spot shortages
in specific skills, projections of the labour force by labour laws, and the recruiting activities of
other employers – all these affect the recruiter’s efforts.
vi) Strategic Planning
Strategic planning can be defined as a plan that is meant to achieve a particular purpose or to
gain advantage. Strategic planning can also be defined as part of a organization future plan to
attain a set of goals/objectives. Strategic planning is then said to be the managerial process of
developing and maintaining a viable fit between the organization objectives, skills and resources
and its changing market opportunities. The aim of strategic planning is to shape and reshape the
organization and its products so that they yield target profits and growth (Kohler, 1970).
Through strategic planning an organization is able to have good work performance.
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