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.
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 (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.
1.1 .Objective of the Study
1.3.1 General Objectives
The purpose of the study was to analyze the effects of recruitment and selection practices on
employees’ performance in service related organizations.
1.3.2 Specific objectives
The specific objectives of the study were:-
i. To establish the effects of recruitment practices on quantity of work done.
ii. To assess the impact of recruitment practices on quality of work done.
iii. To evaluate the recruitment practices used in the organization on employees
effectiveness.
iv. To investigate the effects of recruitment practices on employees work attitude.
1.4 Research Questions
The study was guided by the following research questions:
i. To what extent do recruitment practices affect the quality of work done?
ii. What impact do recruitment and selection practices have on quantity of work done?
iii. How do recruitment and selection practices affect the effectiveness of employees at
work?
iv. What impact does recruitment and selection practices have on employees work attitude?
1.5 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.
1.6 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. The
study was carried in May, 2012.
1.7 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.
1.8. Conceptual Framework
Fig 1.2. Recruitment & Selection
Independent Variables Dependent Variables.
Recruitment Practices
Promotions of
personnel.
Recruitment on the
basis of academic
merit.
Employees’ performance
High salaries and
incentives to
qualified persons.
Source: author (2012)
RESEARCH DESIGN AND METHODOLOGY
Introduction
Research design is the blue print that enables the researcher to come up with solutions to
problems and guides him/her in various stages of the research. This section dealt with the
description of the methods applied in carrying out the study. It described the research design,
target population, sampling techniques, and instruments used for data collection, data collection
and data analysis. This section therefore focuses on the ways the study was carried out in order
to fulfill the objectives of the study.
Research design
The design of the study was descriptive survey. Kerlinger (1999) points out that descriptive
studies are not only restricted to fact-findings but may often result in the formulation of
important principles of knowledge and solutions to significant problems. They are more than just
a collection of data since they involve measurement, classification, analysis and interpretation.
Recruitment based
on work
experience.
Qualified panelist
during selection.
Target Population
Mugenda and Mugenda (1999) describes the target population as the complete set of individuals,
cases or objects with some common characteristics to which the researcher wants to generalize
the results of the study. The study targeted employees in the managerial positions and those at
the common cadre levels. The table below shows the summary of the population of interest.
Table 1 Target Populations
Departments Target population Percentage
Administrators 10 07
Senior Managers 14 10
Department supervisors 26 19
Human Resource Officers 24 17
Accountants 08 06
Public Relations Officers 16 11
Support staff 42 30
Total 140 100
Sample Design and Procedure
A sample is a group of people representing the whole population. Stratified random sampling
was used in the study. The parent population was divided into stratum on the basis of divisions.
A sample of 50% was drawn from each stratum from which the respondents were randomly
picked. The stratified random sampling method was the most suited in this research because the
population is heterogeneous. Mugenda and Mugenda (1999) points out that stratified sampling
method ensure inclusion. In this method, sub groups which otherwise could be omitted entirely
by other sampling methods due to their small numbers are considered. . This was as follows:
Sampling Matrix
Departments Target population % selected Sample size
Administrators 10 50% 05
Senior Managers 14 50% 07
Department supervisors 26 50% 13
Human Resource Officers 24 50% 12
Accountants 08 50% 04
Public Relations Officers 16 50% 08
Support staff 42 50% 21
Total 140 50% 70
Data collection instruments and procedure.
Questionnaires and interviews were used in data collection.
Questionnaires
The researcher designed the questionnaires to be filled in by the respondents. The respondents
were assured of confidentiality of information that was provided. The researcher used
questionnaires to collect data because they permit respondents’ time to consider their responses
carefully. It is possible to provide questionnaires to large numbers of people simultaneously. It
allows each respondent to receive the identical set of questions. Questionnaires given to
respondents could address large number of issues and questions of concern in a relatively
efficient way, with the possibility of a high response rate.
Interviews schedules
The researcher used interviews schedule to obtain information because it’s a method of
investigating issues depth. By interviewing the researcher was able to discover how individuals
thought and felt about some issues and why they held certain opinions. Interviews schedules
enabled the researcher to ask detailed questions and to clarify incomplete answers.
I
Data analysis methods
IAfter the fieldwork, before analysis, all the questionnaires and interview schedule were
adequately checked for reliability and verification. The data was analyzed using qualitative and
quantitative techniques. This involved creating descriptive statistics namely percentages and
frequencies. The data was presented by using tables and charts.
I
DATA ANALYSIS AND PRESENTATION
Introduction
This chapter will discuss analysis of the data collected and presented in form of graphs and
tables. The information will be interpreted and discussed to evaluate the impact of recruitment
practices used in the organization on employees effectiveness, the effects of recruitment
practices on work attitude, the impact of recruitment practices on quality of work and the effects
of recruitment practices on quantity of work.
Background Information.
The study sought to establish the background of the respondents participating in the study with
an aim of ensuring that the population of the respondents was well represented in the study.
Gender of the respondents.
The researcher sought to establish the gender of the respondents with an aim of ensuring the
respondents were well represented for whole period of the research. The research findings were
recorded and tabulated in the table below for interpretation purposes.
Table 4.1 Gender of the Respondents.
Frequency Percentage
Male 43 61
Female 27 39
Total 70 100
The study revealed that 61% of the respondents were male while 39% were female.
Figure 4.1 genders of the respondents.
61
39
percentage
Male
Female
From the study above, majority of the respondents were male as indicated by 61% of the results.
This could be attributed to the idea that the bulkiness of work to done required high level of
attentiveness and consistency which could be disrupted by maternity leaves offered to female
workers hence the firm opted to employ more men to fill the gaps left by their female
counterparts.
Age of the respondents
The researcher sought to establish the age of the respondents participating in the study with an
aim of ensuring the respondents were well distributed with relation to their age. The research
findings were tabulated as indicated in the table below for interpretation purposes.
Ages of the Respondents.
Frequency Percentage
18-30 years 16 23
31-40 years 29 41
41-50 years 18 26
over 50 years 7 10
Total 70 100
The study indicates that for those aged between 31-40 years were represented by 41%, those
aged between 41-50 years were represented by 26%, those aged between 18-30 years were
represented by 23% while 10% for those aged over 50 years.
Figure 4.2 ages of the respondents.
Percentage
0
5
10
15
20
25
30
35
40
45
18-30 years
31-40 years
41-50 years
over 50 years
The research findings were interpreted to mean that the respondents were well distributed in
relation to their ages. The employees of the facility were mostly young people between the age
of 31-40 years which implies that the facility prefers a young and energetic staff to carry out its
activities. Those aged between 41-50 years had enough experience at work and could pass the
same to those aged between 18-30 who were perceived as very young and inexperienced at work.
Education level of the respondents
The researcher sought to establish the education levels of the respondents participating in the
study with an aim of ensuring the respondents were well distributed with relation to their
education levels. The research findings were tabulated as indicated in the table below for
interpretation purposes.
Table education level of respondents
Frequency Percentage
Secondary 13 19
Tertiary level 33 47
University 18 25
Post graduate 6 9
Total 70 100
Figure 4.3 Education Levels of the Respondents.
Percentage
0
5
10
15
20
25
30
35
40
45
50
19
47
25
9
Secondary
Tertiary level
University
Post graduate
The findings indicated that majority of the respondents had a tertiary level of education as shown
47% of the same. This level of education was ideal and advantageous to the study because the
respondents could read, interpret and answer the questionnaire appropriately.
Department of the respondents.
Departments of the respondents
The researcher sought to establish the departments of the respondents. The results were recorded
and tabulated as indicated in the table below for interpretation purposes.
Table 4.4 Departments of Respondents
Frequency Percentage
Administrators
9 13
Senior Managers
6 9
Department supervisors
14 20
Human Resource Officers
8 11
Accountants
5 7
Public Relations Officers
11 16
Support staff
17 24
Total
70 100
From the study above, 41% of the respondents were from the human resource department, 27%
were from the information technology department, 18% were from the finance department while
14% were from the support staff.
Figure 4.2 Departments of the Respondents.
Percentage
0
5
10
15
20
25
13
9
20
11
7
16
24
Administrators
Senior Managers
Department supervisors
Human Resource Officers
Accountants
Public Relations Officers
Support staff
From the above study, majority of the respondents were from the human resource department
indicated by 24% of the respondents. This might be attributed to the idea that most of the
respondents from this department had carried out manual work that’s most common in hospitals.
The work to be carried out at this particular facility include; cleaning of the vast hospital
compound that required majority of workers and general operation of hospital machinery.
Duration of stay of the respondents.
The researcher sought to establish the duration of stay of the respondents. The results were
recorded and tabulated in the table below for interpretation purposes.
Table 4.3 Duration of Stay of the Respondents.
Year of stay Frequency Percentage
0-3 years 12 17
4-6 years 19 27
7-10 years 26 37
Above 10 years 13 19
Total 70 100
Figure 4.3 Respondents year(s) of service in the company
Percentage
0
5
10
15
20
25
30
35
40
17
27
37
19
0-3 years
4-6 years
7-10 years
Above 10 years
From the study above, majority of the respondents had worked with Moi Teaching and Referral
Hospital for between 7-10 years as indicated by 37% of the respondents who concurred. This
might be attributed to the idea that this facility prefers retention of employees for this period
perhaps by the virtue of their work experience which is valued by most organization. Retention
of employees for some time saves costs that would otherwise be used on training purposes.
Specific information
Effects of recruitment practices on quality of work done.
The researcher sought to establish the effects of recruitment practices on quality of work done at
Moi Teaching and Referral Hospital. The results were tabulate and recorded in the table below
for interpretation purposes.
Table 4.1 Quality of Work Done.
Quality of work done Agree
Disagre
e Total
Employees are able to work extra hours without
charges.
Frequency 6 64 70
Percentage 9 91 100
Employees are able to serve customers diligently Frequency 62 8 70
and effectively. Percentage 97 3 100
Workers are able to concentrate on job
performance.
Frequency 57 13 70
Percentage 81 19 100
Employees develop trust and good work relation
with the management.
Frequency 60 10 70
Frequency 86 14 100
From the above study, 64% disagreed while 9% agreed with the idea that Employees are able to
work extra hours without charges. On the other hand, 97% agreed while only 3% disagreed with
the idea that employees are able to serve customers diligently and effectively. Moreover, 81%
agreed while 19% disagreed with the idea that Workers are able to concentrate on job
performance. Finally, 86% agreed while 14% disagreed with the idea that Employees develop
trust and good work relation with the management.
From the above study, majority of the respondents as indicated by 64% disagreed with the idea
that employees are able to work extra hours without pay or charges. This might be attributed to
the idea that in spite of having proper recruitment practices in place; employees must have a
good motivational factor like formidable arrangements on extra hours at work and special
payment on extra work done. This might be a very palatable way of employees’ motivation.
However, majority of the respondents agreed with utmost confidence that employees are able to
serve customers and the facility clients more diligently and effectively if proper recruitment
methods are adopted by the human resource department and the management as indicated by
97% of the respondents who concurred with the idea. This might be attributed to the idea that
employees feel motivated and as part of the organization since they are accorded promotions and
work with qualified and experienced people recruited through free and fairer means. This too
applies to workers being able to concentrate on job performance.
Employees develop good working relations with the management as indicated by 86% of the
respondents. A culture of trustworthiness and a general feeling of well being and togetherness
are fostered hence leading to high quality of work done with resulting high job out put.
Impact of recruitment practices on quantity of work done.
The researcher sought to establish the impact of recruitment practices on quantity of work done
at Moi Teaching and Referral Hospital. The results were recorded and tabulated in the table
below for interpretation purposes.
Table 4.2 Quantity of Work Done.
IQuantity of work done. I Agree
Disagre
e Total
Workers are able to work with minimal
supervision.
Frequency I21 I49 I70
Percentage I30 I70 I100
Workers are able to adapt faster to
specialization.
Frequency I61 I9 I70
Percentage I87 I13 I100
Employees are able to freely liaise and consult
with the management.
Frequency I57 I13 I70
Percentage I81 I19 I100
There’s increased job output.
Frequency I54 I16 I70
Frequency I77 I23 I100
From the above study, 70% disagreed while 30% agreed with the idea that workers are able to
work with minimal supervision. On the other hand, 87% agreed while 13% disagreed with the
idea that workers are able to adapt faster to specialization. However, 81% agreed while 19%
disagreed with the idea that employees are able to freely liaise and consult with the management.
On the contrary, 77% of the respondents agreed while 23% disagreed with the idea that there’s
increased job output.
Form the above study, majority of the respondents as indicated by 70% disagreed with the idea
that workers are able to work with minimal supervision. This might be attributed to the idea that,
under a poorly motivated environment, it’s out of question to realize quality work unsupervised.
Supervision is a fundamental unit when it comes to offering proper and reasonable directions to
workers and recruitment practices alone can not influence unsupervised good work. However,
majority as indicated by 87% agreed with the idea that workers are able to adapt faster to
specialization. This might be attributed to the idea that when an organization adapts good
recruitment practices, best skills and work experience accompanied with proper knowledge of
the job leads to high level of specialization. These so because the facility is able to out source the
best person for the job. When there’s proper knowledge of the job, there’s constant liaising and
collaboration to ensure the skills are put in proper use and that there maximum out put of work
done. Employees are able to freely liaise with the management with an idea of winning their
favor in terms of promotion as an internal method of recruitment as indicated by 81% of the
respondents who concurred with this idea. This too applies to increased job out put as indicated
by 77% of the respondents who were for this idea.
Employees Effectiveness
The researcher sought to find out the impact of recruitment practices on employees effectiveness
at Moi Teaching and Referral Hospital. The results were recorded and tabulated in the table
below for interpretation purposes.
Table 4.3 Employees Effectiveness
Employees’ effectiveness. I Agree
Disagre
e Total
Employees are able to respond to the call of
duty promptly.
Frequency 58 12 I70
Percentage 83 17 I100
Employees are able to perform their duties very
well because of their experience.
Frequency 61 9 I70
Percentage 87 13 I100
There’s minimal complaint on work or job
conditions.
Frequency 13 57 I70
Percentage 18 82 I100
Employees are able to perform tasks delegated
to them with minimal time and effectively.
Frequency 51 19 I70
Frequency 73 27 I100
From the above study, 83% of the respondents agreed while 17% disagreed with the idea that
employees are able to respond to the call of duty promptly. However, 87% agreed while 13%
disagreed with the idea that employees are able to perform their duties very well because of their
experience. Moreover, 82% disagreed while 18% agreed with the idea that there’s minimal
complaint on work or job conditions. Finally, 73% agreed while 27% disagreed with the idea that
employees are able to perform tasks delegated to them with minimal time and effectively.
From the above study, majority of the respondents agreed with the idea that employees are able
to respond to the call of duty promptly as indicated by 83% of the respondents who concurred.
This might be attributed to idea that employees feel motivated when proper recruitment channels
are adhered to. This recruitment channels basing on merit motivates workers even more to
achieve the standards of the facility. However, majority of the employees were for the idea that
employees are able to perform their duties very well because of their experience as shown by
87% of respondents who agreed. This might be attributed to the idea that when recruitment
basing on work experience is adhered to; best workers are picked and who can perform better
basing on their experience. Experience alone makes work performance quality because of the
expertise and techniques of handling and solving particular tasks. On the contrary, the majority
of respondents were against the idea that there’s minimal complaint on work or job conditions as
indicated by 82% of the respondents. This might be attributed to the idea that job complaint at
work will never cease owing to the fact that an organization can never fully settle employees’
problem. A very small percentage of organizations settle fully employees’ predicaments but still
a few traces of complaints and un satisfaction arise occasionally. However, when good
recruitment practices are adopted, employees are able to perform tasks delegated to them with
minimal time and effectively as indicated by 73% of the respondents who were for this idea. This
might be because of the dire need to catch the attention of their employers for promotional
incentives.
Employees Work Attitude.
The researcher sought to establish the effects of recruitment practices on employees work
attitude. The results were recorded and tabulated in the table below for interpretation purposes.
Table 4.4 Work Attitude.
Employees’ work attitude I Agree
Disagre
e Total
Employees’ rate of abseintism at work reduces.
Frequency 12 58 I70
Percentage 17 83 I100
Employees’ transfer rate is minimal.
Frequency 61 9 I70
Percentage 87 13 I100
Employees are able to work extra hours
without pay.
Frequency 51 19 I70
Percentage 73 27 I100
There’s unity at work.
Frequency 59 11 I70
Frequency 82 18 I100
From the above study, 83% of the respondents disagreed while 17% agreed with the idea that
employees’ rate of abseintism at work reduces. Moreover, 87% of the respondents agreed while
13% disagreed with the idea that employees’ transfer rate is minimal. However, 73% of the
respondents agreed while 27% disagreed with the idea that employees are able to work extra
hours without pay. Finally, 82% of the respondents agreed while 18% disagreed with the idea
that there’s unity at work.
Form the above study; it’s apparent that employees’ rate of abseintism at work is not applicable
as indicated by 83% of the respondents who disagreed. The researcher deduced that abseintism
in this hospital facility is unheard of and any found being a truant is subjected to a thorough
disciplinary committee or at relieved off his duties. This explains why there’s minimal
absconding of duties in this organization. However, the respondents agreed to the idea that when
proper recruitment methods are adopted, transfer rate is minimal. This might be attributed to the
idea that employees feel contended with the working condition and hence find no need of
looking for other jobs in other organizations. Employees are satisfied with organisations working
conditions if the right people are chosen to do the right job avoiding conflicts of interests. When
well motivated, employees can work extra hours even without claiming for pay as indicated by
73% of the respondents who concurred with this statement. Unity at work is fostered as indicated
by 82% of the respondents. This might be attributed to the idea that workers feel satisfied with
the methods of recruitment used and hence no one feels discriminated or thriving under
unfavorable conditions.
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
Introduction
This chapter seeks to summarize the findings of the research, give a conclusion and
recommendation for the research, and further research suggestions.
Summary of the Findings
The study revealed that, majority of the respondents was male as indicated by 61% of the results.
This could be attributed to the idea that the bulkiness of work to done required high level of
attentiveness and consistency which could be disrupted by maternity leaves offered to female
workers hence the firm opted to employ more men to fill the gaps left by their female
counterparts.
The research findings were interpreted to mean that the respondents were well distributed in
relation to their ages. The employees of the facility were mostly young people between the age
of 31-40 years which implies that the facility prefers a young and energetic staff to carry out its
activities. Those aged between 41-50 years had enough experience at work and could pass the
same to those aged between 18-30 who were perceived as very young and inexperienced at work.
The findings indicated that majority of the respondents had a tertiary level of education as shown
47% of the same. This level of education was ideal and advantageous to the study because the
respondents could read, interpret and answer the questionnaire appropriately.
From the above study, majority of the respondents were from the human resource department
indicated by 24% of the respondents. This might be attributed to the idea that most of the
respondents from this department had carried out manual work that’s most common in hospitals.
The work to be carried out at this particular facility include; cleaning of the vast hospital
compound that required majority of workers and general operation of hospital machinery.
From the study above, majority of the respondents had worked with Moi Teaching and Referral
Hospital for between 7-10 years as indicated by 37% of the respondents who concurred. This
might be attributed to the idea that this facility prefers retention of employees for this period
perhaps by the virtue of their work experience which is valued by most organization. Retention
of employees for some time saves costs that would otherwise be used on training purposes.
From the above study, majority of the respondents as indicated by 64% disagreed with the idea
that employees are able to work extra hours without pay or charges. This might be attributed to
the idea that in spite of having proper recruitment practices in place; employees must have a
good motivational factor like formidable arrangements on extra hours at work and special
payment on extra work done. This might be a very palatable way of employees’ motivation.
However, majority of the respondents agreed with utmost confidence that employees are able to
serve customers and the facility clients more diligently and effectively if proper recruitment
methods are adopted by the human resource department and the management as indicated by
97% of the respondents who concurred with the idea. This might be attributed to the idea that
employees feel motivated and as part of the organization since they are accorded promotions and
work with qualified and experienced people recruited through free and fairer means. This too
applies to workers being able to concentrate on job performance.
Employees develop good working relations with the management as indicated by 86% of the
respondents. A culture of trustworthiness and a general feeling of well being and togetherness
are fostered hence leading to high quality of work done with resulting high job out put.
Form the above study, majority of the respondents as indicated by 70% disagreed with the idea
that workers are able to work with minimal supervision. This might be attributed to the idea that,
under a poorly motivated environment, it’s out of question to realize quality work unsupervised.
Supervision is a fundamental unit when it comes to offering proper and reasonable directions to
workers and recruitment practices alone can not influence unsupervised good work. However,
majority as indicated by 87% agreed with the idea that workers are able to adapt faster to
specialization. This might be attributed to the idea that when an organization adapts good
recruitment practices, best skills and work experience accompanied with proper knowledge of
the job leads to high level of specialization. These so because the facility is able to out source the
best person for the job. When there’s proper knowledge of the job, there’s constant liaising and
collaboration to ensure the skills are put in proper use and that there maximum out put of work
done. Employees are able to freely liaise with the management with an idea of winning their
favor in terms of promotion as an internal method of recruitment as indicated by 81% of the
respondents who concurred with this idea. This too applies to increased job out put as indicated
by 77% of the respondents who were for this idea.
From the above study, majority of the respondents agreed with the idea that employees are able
to respond to the call of duty promptly as indicated by 83% of the respondents who concurred.
This might be attributed to idea that employees feel motivated when proper recruitment channels
are adhered to. This recruitment channels basing on merit motivates workers even more to
achieve the standards of the facility. However, majority of the employees were for the idea that
employees are able to perform their duties very well because of their experience as shown by
87% of respondents who agreed. This might be attributed to the idea that when recruitment
basing on work experience is adhered to; best workers are picked and who can perform better
basing on their experience. Experience alone makes work performance quality because of the
expertise and techniques of handling and solving particular tasks. On the contrary, the majority
of respondents were against the idea that there’s minimal complaint on work or job conditions as
indicated by 82% of the respondents. This might be attributed to the idea that job complaint at
work will never cease owing to the fact that an organization can never fully settle employees’
problem. A very small percentage of organizations settle fully employees’ predicaments but still
a few traces of complaints and un satisfaction arise occasionally. However, when good
recruitment practices are adopted, employees are able to perform tasks delegated to them with
minimal time and effectively as indicated by 73% of the respondents who were for this idea. This
might be because of the dire need to catch the attention of their employers for promotional
incentives.
Form the above study; it’s apparent that employees’ rate of abseintism at work is not applicable
as indicated by 83% of the respondents who disagreed. The researcher deduced that abseintism
in this hospital facility is unheard of and any found being a truant is subjected to a thorough
disciplinary committee or at relieved off his duties. This explains why there’s minimal
absconding of duties in this organization. However, the respondents agreed to the idea that when
proper recruitment methods are adopted, transfer rate is minimal. This might be attributed to the
idea that employees feel contended with the working condition and hence find no need of
looking for other jobs in other organizations. Employees are satisfied with organizations working
conditions if the right people are chosen to do the right job avoiding conflicts of interests. When
well motivated, employees can work extra hours even without claiming for pay as indicated by
73% of the respondents who concurred with this statement. Unity at work is fostered as indicated
by 82% of the respondents. This might be attributed to the idea that workers feel satisfied with
the methods of recruitment used and hence no one feels discriminated or thriving under
unfavorable conditions.
Conclusions.
Its apparent that when good recruitment practices are adopted employees are able to serve
customers and clients more diligently because they feel motivated and feel as part of the
organization since they are accorded promotions and work with qualified and experienced people
recruited through transparent methods.
According to the study, there’s constant liaising and collaboration this is so because workers
strive to ensure that the skills are retained and maintained for optimum results on the other hand
Employees are able to freely liaise with the management with an idea of winning their favor in
terms of promotion as an internal method of recruitment as indicated.
The study further revealed that complaints at work never ceases because human wants are
insatiable and that human beings or workers keeps on complaining even if the management tries
to rectify the situation another issue arises.
However unity at work among the employees is fostered if the employees realize that the
recruitment methods or promotion is fairly accorded to every one without favors.
Recommendations
It has been noted that fair recruitment methods in an organization leads to high employee
performance. The researcher realized that when bad recruitment methods are adopted it can lead
to poor work results. Therefore the researcher recommends on the following recruitment
practices to ensure high performance at work.
1. An organization should out source highly experienced workers to ensure quality of work
done.
2. There should be laid promotional strategies to be followed while promoting workers to
avoid conflicts of interests.
3. Employees should be recruited through free and fair methods away for managerial
discrimination.
4. Jobs should be advertised through media quality man power outsourcing.
5. Qualified panelists should be selected to carry out job interviews.
Suggestions for Further Studies.
Having concluded that recruitment practices have an impact on employee performance,
the researcher calls for further studies to be carried in the following areas;
i. Effects of incentives and salary increments on employee performance.
ii. Effects of tight job regulations and rules on employee performance
iii. Effects of study leaves on employee performance
iv. Effects of internal training on employee performance.
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