PROJECT TOPIC- IMPACT OF RECRUITMENT AND SELECTION ON ORGANIZATIONAL PERFORMANCE A CASE OF EBONYI BROADCASTING SERVICE ABAKALIKI

ABSTRACT

This study is on the impact of recruitment and selection practice on organizational performance in Ebonyi Broadcasting Service. The outcome is expected to assist in improving the organizational performance, quality of service and increased employee efficiency and effectiveness. The total population of the study was 40 and since the population was less than 50, the total population formed the sample of the study. Data were collected through the administering of questionnaires and oral interview. 40 copies of the questionnaire were administered and 30 were returned and used for analysis. While oral interview was conducted with the Director of Administration. Highlights of the major findings are: in EBBS, those charged with the responsibility of recruitment and selection do not adhere strictly to due process. The causes of poor recruitment and selection in EBBS and political interference, nepotism, quota system, sex discrimination, “interalia’. The impact of these recruitment and selection malpractices include hiring people that are ill qualified for the jobs. The research recommended that the management of EBBS should overhaul its recruitment and selection policies to emphasize skill and quality above political patronage and sectional interests. The government should grant greater autonomy to the organization especially in respect of recruitment and selection practices so as to improve on its performance. Also, the organization should arrange, as a matter of utmost priority, intensive training programmes for the existing staff, not only to improve on their performance, but to determine their suitability, or otherwise, for the existing job positions.

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Organizations are set up to achieve certain goals. These organizational goals include growth, diversification and profit maximization, and for the non profit oriented organization their primary goals include satisfaction of their customers, creating job opportunities for the masses etc. For these goals to be attained management must pilot the affairs of these organizations. Just as management plans the

dispensation of organizations’ financial resources, optimum utilization, so also it plans the organizations personnel requirements. Staffing is a function of human resource management, which embodies a set of activities aimed at attracting and selecting suitable individuals for work positions in an organization in such a way that will facilitate the achievement of organizational objectives. Indeed, having suitable

qualified personnel, who are willing to show commitment, is a key source of competitive advantage. As Bartol and Martin (1998) explain, a critical element in the building of competitive advantage through people is attracting and hiring the right people. Staffing involves recruitment and selection. Recruitment is the process of finding and attempting to attract job and candidates who are suitably qualified and, therefore, capable of filling vacancies in job positions effectively. (Eze, 2002).

The process is usually conducted centrally through the office of human resource management. Recruitment involves encouraging individuals in sufficient quantity and quality to apply for jobs with the relevant organization. It is only after individuals having applied for the positions that the best qualified candidates, as adjudged from the face value of the application can be selected for further processing.

Selection refers to the process of choosing from a group of applicants, the individual’s best suited for a particular position in an organization. As might be expected, a firm’s recruitment success has a significant impact on the quality of the selection decision. The organization may be forced to employ marginally qualified workers if recruitment efforts do not result in some qualified applicants. There are many ways

to improve productivity, but none is more powerful than making the right hiring decision. Superior performers are often two or three times more productive than those who are barely acceptable. Most managers recognize employee selection as one of their most difficult and most important business decisions. Hiring people has never been easy. The selection process affects, and is also affected by the

other human resource functions, for instance, if the selection process provides only marginally qualified workers, the organization may have to intensify its training efforts. If the compensation package is inferior to those provided by the firm’s competitors hiring the best-qualified applicants will be difficult or impossible. The goal of the selection process is to properly match people with jobs in the organization. If

individuals are overqualified, under qualified, or for any reason do not fit into the job or organization’s culture, they will probably not be accepted in the organization. Human resource has been defined as “a forecast of the future, manpower requirements of an organization, it is followed by the establishment of plan to meet those needs. (Carlisle, 1979). This goes to explain the efforts management makes to equip

the organization with the required and competent personnel. Carlisle (1979) points out “every management process should begin with plan that ensures that the personnel and other needs of the organization are constantly and appropriately met”. In other words the essence of human resource planning is to anticipate and provide the human resource requirements of an organization.

In any organization, there has to be a plan for human resource requirements and replenishment in one way or the other. In large organizations, it is usually a formal process where the human resource department is carved out to handle the human resource affairs. In most small organizations, it is an informal process that does not have a laid down procedure or have a separate department.

Job description and specification are crucial for recruitment for they specify the nature of jobs and the qualifications required of the job seekers. However, Robbins (1998) defined job analysis as “the stages of developing a detailed description of the tasks involved in a job successfully”. This explains what the organization needs to know about the job to be filled, the kind of person and the quality required for

performing the job effectively. Robbins (1998) defined job description as “a statement of what is to be done” while he says job specification states the minimum acceptable qualification that an employee must possess to perform a given job successfully. In other words, job description and job specification are techniques of job analysis. Though all managers or supervisors are expected to be acquainted with the

basic procedures and basic skills involved in recruitment practice, and would be expected to consult with the human resource department to seek specialist knowledge and advice on the manner in which employees are appointed as a major factor in determining the attainment of organizational goals. In the search for suitable personnel, organizations use various sources and methods ranging from oral

conversation, government employment agencies, labour unions, casual applicants, leasing, placement through schools and colleges, and advertisements through journals, radio, television, magazines and newspapers. In so doing, they encounter problems inherent in the recruitment and selection methods and processes. Some of these problems are engendered by poor recruitment and selection process which

affect the realization of organizational goals and objectives. Others could be indigenous employment quota; government imposed regulation; union membership problem. These entire amounts to difficulties management have to condone within recruiting its workforce. Recruitment and selection are also the first stages of a dialogue, between applicants and the organization, which forms the employment relationship.

Failure to appreciate the importance of forming expectations during recruitment and selection may result in the loss of high quality applicants and set the initial level of the employment relationship so low as to make the achievement of desirable organhttps://https://www.https://www.projectwriters.ng/wp-admin/post-new.phpizational goals most difficult. If HRM planning is concerned with the development of an integrated package of policies towards the management of people, then recruitment and selection represents vital stages in determination of which employees will be able to benefit from such policies. (Watson, 1994).

PROJECT TOPIC- IMPACT OF RECRUITMENT AND SELECTION ON ORGANIZATIONAL PERFORMANCE A CASE OF EBONYI BROADCASTING SERVICE ABAKALIKI

1.2 STATEMENT OF THE PROBLEM

Most organizations in Nigeria face the problem of low organization performance and non-attainment of its set up goals. This is usually as a result of not hiring the right people for the right jobs. It is known that wrong staffing leads to low productivity in organizations, which hinders the smooth running of the organizations. In the case of Ebonyi Broadcasting Service (EBBS), listening to their news and programme

presentation, the researcher noticed the deficiencies such as wrong pronunciation of words, stammering, intrusion into programmes and other signs of low quality service. Therefore the researcher wants to look at how the recruitment and selection process may have impact on the organization’s performance. In other words, the researcher intends to study the relationship between the recruitment and selection process and the expected organizational performance.

1.3 RESEARCH QUESTION

This research is aimed at answering the question:

How do recruitment and selection impact on organizational performance?

1.4 OBJECTIVE OF THE STUDY

The objective of the study is to examine the impact of recruitment and selection on organizational performance.

1.5 SIGNIFICANCE OF THE STUDY

It is hoped that this study will shed sufficient light on the appropriateness, or otherwise, of the recruitment and selection practices in EBBS and how it has impacted on the organization’s performance. It is also hoped that future researchers may find the outcome of this research useful.

1.6 LIMITATIONS OF THE STUDY

The major limitations of the study are:

1. Reliability of responses from respondents:

The data for this study will be gathered via questionnaires. The reliability of the outcome of this analysis will, therefore, depend on the credibility of respondents’ responses.

2. Difficulty in getting information from organizations:

Due to the need to maintain vital official secret the management of EBBS was unable to grant the researcher full access to official information.

3. Time frame:

Due to time limit, the researcher made use of one research question and objective. Also, the delay in the completion and return of questionnaires.

1.7 SOURCES OF DATA

The data used in this study was a structured questionnaire. Questionnaires were used to elicit responses from the respondents. Also, official interview of the director of administration and human resource manager served as a good source of data.

PROJECT TOPIC- IMPACT OF RECRUITMENT AND SELECTION ON ORGANIZATIONAL PERFORMANCE A CASE OF EBONYI BROADCASTING SERVICE ABAKALIKI

1.8 ORGANIZATION OF WORK

This research report is represented in five chapters. The research background including its statement of problems, objective, significance, limitations and sources of data are presented in chapter one, while chapters two and three contain critical literature review and methodology respectively. Presentation and analysis of data come under chapter four, while in the concluding chapter, we summarize the study, draw conclusions and proffer policy and practical recommendations.

PROJECT TOPIC- IMPACT OF RECRUITMENT AND SELECTION ON ORGANIZATIONAL PERFORMANCE A CASE OF EBONYI BROADCASTING SERVICE ABAKALIKI

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