IMPACT OF RECRUITMENT POLICY ON PERFORMANCE OF PUBLIC SERVICE IN NIGERIA: A CASE OF EBONYI STATE BOARD OF INTERNAL REVENUE

PROJECT TOPIC- IMPACT OF RECRUITMENT POLICY ON PERFORMANCE OF PUBLIC SERVICE IN NIGERIA: A CASE OF EBONYI STATE BOARD OF INTERNAL REVENUE

ABSTRACT

This study aims primarily at finding the Impact of recruitment policy on performance of public service in Nigeria; A case of Ebonyi State Board of Internal Revenue. The objectives of the study were to find out the policy adopted by the management: in charge of recruitment in Ebonyi State Board of Internal revenue, ascertain if the policy adopted is responsible for the performance of workers/employees in the Board and to examine if the practices in Ebonyi State Board of Internal Revenue is been guide by the Federal character principle. Relevant literatures were reviewed. The study design was a descriptive survey and Yaro yamene’s formula was used to get the sample of 172 out of 303 employees that make up the Board. The instrument for data collection was questionnaire. Data was analyzed using descriptive statistics, while hypothesis was tested using Pearson Product moment correlation. The results of the findings revealed that the management in charge of recruitment in Ebonyi State Board of Internal Revenue adopts the right policy in their recruitment process, hence faced with the problem of interference by other qovernmental institutions which include the Federal Character principle and the Public Service Commission, which consequently affects the performance of the workers, it was also found out that there was inadequate fund to take care of the recruitment cost. Based on these findings it was recommended that Recruitment in the public service should be in a way that the policies will deal with core recruitment issues, so as to select the right people for the right job on right time, emphasis placed on all kinds of subjective and informal contacts in the recruitment exercise should be discouraged, hence, the immediate priority therefore is the need to re-examine the reliability and validity of employee recruitment policy in the public service.

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

Recruitment is said to be the key factors to organizations growth and success (Tanova, 2003). The profitability and survival of an organistaion usually depends on the calibre of its employees (Wickrama Singhe, 2006). Taylor (2006), defined recruitment as an activity which generates a pool of applicants wishing to be employed by an organization out of suitable candidates was selected.

Though there are a range of activities and processes but irrespective of that, organisations should reflect equality and diversity in practice. Previous studies have shown that the importance of recruitment practices to business success (Tanova, 2003). Employing talented and committed staff is critical for the successful operations of any form of organization whether public, Private or non profit.

As the job market becomes increasingly competitive and the available skills grow more diverse, recruiters need to be more selective in their choices, since poor recruiting decisions can produce long term negative effects. Like high training and/or retraining and development costs to minimize the incidence of poor performance and high staff turnover which. Incidences of this nature are known to affect staff morale and by extension, the quality of their productivity as well as the retention of organizational memory.

At worst, the organization can fail to achieve its objectives thereby losing its competitive edge. Traditionally, Public institutions had little to worry about market share and competition since they operated in a monopolistic environment. In recent however, the emphasis on New Public Management (Public Sector Management) approach has forced public institutions to pay more attention to the quality of service delivery to “customers” as the public they serve has increasingly begun to expect and demand more from their tax money.

No longer are citizens content to grumble about poor services and the under-qualified, untrained public employees who provide them. Recruitment is very crucial and important for any organisation because it is very necessary for an organisation to select a right person for right job. The employees of the organizations directly effect on the performance of the organisation and its important decision like to select right person for right job on right time.

When the Human Resource Management Department (HRMD) hires a suitable person for required vacancy, then obviously that person will perform his/her task and job obligation in more effective and efficient way. Replenishing the stock of human resources is a critical activity in most orqanizations (Cowling and Mailer 1990:41). Recruitment and selection are basically about finding suitable ways of predicting as accurately as possible, effective performance on a job.

They are concerned with filling and keeping filled positions in the organization structure (Koontz and Weihrich 2005: 356). As Watson (2004) posited, recruitment and selection constitute the process of soliciting, contacting and interpreting potential employees and then establishing whether it will be appropriate or suitable to appoint them. Recruitment and selection practices have an impact in both the short and long term on the capability of both public and private sector organizations.

In the short run, the selection of high caliber personnel or human resource can have rapid impact on corporate capability. However, this is only possible if the workforce itself possesses the capability to rise up to new challenges, and creating a sustained team of competent and committed workforce is a longer term proposition. The responsibility for recruitment and selection, as in all good human resource practices, is shared between line management and the personnel function.

The personnel department should be competent to advise on the best and most modern techniques and practices and to provide a professional support and monitoring service, while line management must be involved in the final decision as to who does or does not work in their departments. This means that line management must receive training and advice in selection matters, particularly in interviewing.

Too many bad employment decisions can still be traced to and linked with untrained line managers recruiting staff on the basis of a badly conducted interview. Ebonyi State Board of Internal Revenue is set up by the enabling Act (Personal    Income Tax Act, 1996 No. 31) which is clearly stated thus: There is hereby established for each state, a Board to be known as the State Board of Internal Revenue (in this Act referred to as “The State Board”) where operational aim shall be known as the State Internal Revenue service (in this Act referred to as “TheState Service”).

Ebonyi State Board of Internal Revenue is made up of:

  1. The executive head of the state that is known as the chairman, experienced in taxation and appointed by the Governor within the state service as stipulated by the enabling Act.
  2. The Directors and Heads of Departments within the State Service.
  3. A Director from the State Ministry of Finance.
  4. The legal adviser to the State Service.
  5. Three other persons nominated by the Commissioner for Finance in the state on their personal merits.

PROJECT TOPIC- IMPACT OF RECRUITMENT POLICY ON PERFORMANCE OF PUBLIC SERVICE IN NIGERIA: A CASE OF EBONYI STATE BOARD OF INTERNAL REVENUE

 1.2 Statement of the Problem

The study is to investigate and consequently find out the impact of recruitment policy on the performance of public service in Nigeria; a case study of Ebonyi State Board of Internal Revenue.

The Nigerian Federal Character Principle emphasizes equal representation of people from different sections of the country based on merit, political consideration and discretion. This seemed to be a myth considering the problems found especially in Ebonyi State Board of Internal Revenue is discrimination against gender equality. Even though women make up sixty percent of the Nigerian population, only a few are recruited and allowed to occupy senior management positions (Adekeye, 2008). This on-going practice of hirirng men into senior management positions is seen as an instrument over female employees. Hence, Nigeria is a multi-lateral society with vast diversity in politics, economic, age and socio­ cultural variables.

It could be said that when best recruitment policy is not strictly adopted, due to political influence, corruption, ethnicity, unsuitable candidates is recruited to hold position he or she is not qualified to or ignorant of; these tend to sow the seed of inefficiency.

 1.3 Research Questions

Therefore based on these facts, the research questions are as follows:

  1. What policy is been adopted by the management in charge of recruitment in Ebonyi State Board of Internal Revenue?
  2. Is the policy adopted responsible for the performance of workers/employee in the    Board?
  3. Are the practices in Ebonyi State Board of Internal Revenue been guided by the Federal Character Principle?

1.4 Objective of the study

  1. To find out the policy adopted by the management in charge of recruitment in Ebonyi State Board of Internal Revenue.
  2. To ascertain if the policy adopted is responsible for the performance of workers/employees in the Board.
  3. To examine if the practices in Ebonyi State. Board of Internal Revenue is been guided by the Federal Character Principle.

 1.5 Research Hypothesis

HOl: The management in charge of recruitment in Ebonyi State Board of Internal  Revenue does not adopt the right method in recruitment.

HAl: The management in charge of recruitment in Ebonyi State Board of Internal Revenue adopts the right method in recruitment.

H02: The method adopted for recruitment by the Board is not responsible for the performance of workers.

HA2: The method adopted for recruitment by the Board is responsible for the performance of workers.

H03: The practices in Ebonyi State Board of Internal Revenue are not been guided by the Federal Character Principle.

HA3: The practices in Ebonyi State Board of Internal Revenue are guided by the Federal Character Principle.

1.6 Significance of the Study

The findings of the study will be of great importance to the Public Service in Nigeria as a whole, especially Ebonyi State Board of Internal Revenue to make use of the best recruitment pattern which will enhance efficiency and increase positively job performance in the Board.

This work also can be of benefit and or stimulate the interest of public administrators, consultants, agencies, mangers in public and private sectors, civil service commissions etc for adopting the best method which will enhance performance of Public Services in Nigeria.

1.7 Scope and Limitations of the study

This research work is focused mainly on the impact of recruitment policy on the performance of public service in Nigeria with its beam light on Ebonyi State Board of Internal Revenue.

The researcher in the cause of gathering information relevant to the study encountered both natural and artificial (man-made) constraints which include:

1. Lack of Finance

The researcher as a student still depends mostly on the parents and sponsor for support. As a result of this, the resources available at its disposal were insufficient. Hence, deferred access to other enriched materials for the study.

2. Time Constraints

This study was carried out within the time the researcher was battling with his academic work and other related problems; he had not time to gather some information and materials needed for this work.

 3. Human Element

The human elements contained in the work cannot be said to be perfect, hence it was based on the concept of reasonable assurance, despite the existing limitation of the study, and the researcher assures that all the information obtained was to the best of his knowledge.

1.8 Theoretical Framework

The theoretical framework of this research work will be based on the Taylor’s principles of management otherwise known as the “one best way”. Scientific management is a term designed to designate a body of theory and practice, directed towards more efficient and rational performance in organisation. The birth of scientific management is known by Fredrick W. Taylor.

This theory is applicable to the organisation and research of this nature. Taylor emphasized that if people will be carefully recruited, and selected, trained those workers according to the work assigned to them, motivate those workers and provide good working environment for them; they will put in their effort to achieve efficiency and effectiveness, which will lead to job performance of the organisation.

1.9 Operational Definition of terms

The terms used in this study which have unique meaning that would be subjected to different interpretations by different readers of this project report are defined as follows:

 1. RECRIUITMENT:

Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organisation.

2. JOB PERFORMANCE:

This entails the way the employee actually performs the job, task and responsibilities given to him and the result of the effects in achieving the overall corporate objective of the organisation.

3. PUBLIC SERVICE:- Public service is viewed by Akpan (1982) as comprising members of all public institution financed and maintained by the tax payer, and the emoluments of whose member, regularly authorized by the legislature acting in concert with the executive

PROJECT TOPIC- IMPACT OF RECRUITMENT POLICY ON PERFORMANCE OF PUBLIC SERVICE IN NIGERIA: A CASE OF EBONYI STATE BOARD OF INTERNAL REVENUE

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