Post on 06-May-2023
AN EVALUATION OF THE EFFECTS OF EMPLOYEE’S RECRUITMENT METHODS
ON ORGANIZATIONAL PERFORMANCE: A CASE OF KISII TEACHING AND
REFFERAL HOSPITAL, KISII
EMILY KEMUNTO ARAKA
A Research Project Submitted to Kisii University School of Business and Economics in
Partial Fulfillment for the Requirement of the Award of Diploma in Human Resource
Management, Kisii University
NOVEMBER 2017
DECLARATION AND RECOMMENDATION
Student’s declaration
I do hereby declare that the information given in this research project is my original work on the
area of study and has never been presented to any academic institution for any award of a
diploma
……………………….. ………………………………
Sign Date
Emily Kemunto Araka
CB04/10327/15
Supervisor’s Declaration and Recommendation
This research project has been submitted with my approval as the university supervisor.
………………………….. ……………………………………
Sign Date
Mr. Justine Onyoni
Lecturer, School of Business and Economics
Kisii University
ii
DEDICATION
I would like to dedicate this work to my beloved aunt Ms Rebbeca Araka who played a major
role in my life as parent/guardian. I would also like to dedicate this work to my friends who
encouraged and supported me during the whole process.
iii
ACKNOWLEDGEMENT
Great appreciation goes to almighty God for the good health and ability for me to carry out this
research project. I want to sincerely appreciate the contributions of all those who encouraged me,
molded me to these level. I am greatly indebted to my Lecturers at Kisii University especially
Mr. Justine Onyoni, who took part in guiding me to enable me to successfully undertake this
work.
iv
ABSTRACT
In order to enhance its strategic role in organizational success, HRM must design the recruitment
plan after close coordination with the other departments within the organization. In this regard,
the plan should hold answers for questions such as: when to begin recruiting, the most
appropriate text of the message to be delivered to the targeted applicants as well as the recruiters.
The recruitment plan should align some key questions with the recruitment goals, most of these
questions taking account of the intangible qualities within a person, such as values and attitudes,
and whether they match the organization’s beliefs. The study therefore intended to evaluate the
effects of recruitment methods on organizational performance. The research was a study of
KTRH Kisii, Kisii County. The study focused on one particular phenomenon with an intention of
providing an in-depth account of events, relationships, experiences occurring in particular. The
study targeted a population of 100 respondents. The data collected was presented in both
quantitative and qualitative (that is using numerical and words) description. The data was
organized according to objectives and research questions. Closed ended question were assigned
to each category where as for open ended question, the responses were listed and marks used to
note those which were identical. Counting was done to determine the frequency of each response
and percentage calculated. The findings were discussed based on objectives and research
questions. The collected data was first classified, and then tabulated. Descriptive statistics was
used to analyze the data. The report was presented in form of tables, percentages and charts. The
study found that, the adoption of direct recruitment methods in Kisii Teaching and Referral
Hospital has led to improvement of employee performance in the hospital. Effectiveness of
interviewing process and other selection instruments in the hospital are efficient. Agents like the
HR department are efficient in selection policy of the employees. It was concluded that there is
relationship between employees recruitment methods and organizational performance. The
researcher recommended that, the management of hospitals should diversify their external human
capital recruitment sources for justification and equality for the applicants and to increase
organizational performance through recruitment of qualified applicants. Organizations in Kenya
should recruit its employees based on their competencies since a competent employee will
perform better and reduce the cost of training once they are hired in the organization. The
organizations should conduct proper training to the new staff once hired as this will improve
their level of confidence and ability with a positive effect on their performance.
v
TABLE OF CONTENTSDECLARATION AND RECOMMENDATION........................................................................ii
DEDICATION..............................................................................................................................iv
ACKNOWLEDGEMENT ..........................................................................................................iii
ABSTRACT....................................................................................................................................v
TABLE OF CONTENTS.............................................................................................................vi
LIST OF FIGURES......................................................................................................................ix
LIST OF TABLES.........................................................................................................................x
ACRONYMS AND ABREVIATIONS.......................................................................................xi
CHAPTER ONE
INTRODUCTION.........................................................................................................................1
1.1 Background Information.......................................................................................................1
1.2 Problem Statement................................................................................................................2
1.3 Objectives of the study..........................................................................................................2
1.3.1 Main objective...............................................................................................................2
1.3.2 Specific objectives.........................................................................................................2
1.4 Research questions................................................................................................................3
1.5 Significance of the study.......................................................................................................3
1.6 Scope of the study.................................................................................................................3
1.7 Limitations of the study........................................................................................................4
1.8 Operational definition of terms.............................................................................................4
CHAPTER TWO
LITERATURE REVIEW.............................................................................................................5
2.1 Review of theoretical literature.............................................................................................5
2.1.1 Planning of recruitment and selection...........................................................................5
2.1.2 Employees’ recruitment................................................................................................5
2.1.3 Best practice in employees’ recruitment.......................................................................7
2.2 Empirical review...................................................................................................................8
2.2.1 Direct recruitment methods...........................................................................................8
vi
2.2.2 Indirect Methods............................................................................................................9
2.2.3 Third party methods....................................................................................................10
2.3 Critical review.....................................................................................................................11
2.4 Research Gap......................................................................................................................11
2.5 Conceptual framework........................................................................................................13
CHAPTER THREE
RESEARCH METHODOLOGY...............................................................................................14
3.1 Research Design..................................................................................................................14
3.2 Area of study.......................................................................................................................14
3.3 Target Population................................................................................................................14
3.4 Sample Size and Sampling Procedures...............................................................................15
3.5 Data collection....................................................................................................................15
3.5.1 Research Instruments..................................................................................................15
3.5.2 Data Collection Procedures..........................................................................................16
3.6 validity and reliability of the research instruments.............................................................16
3.6.1 Validity........................................................................................................................16
3.6.2 Reliability....................................................................................................................16
3.7 Data Analysis and presentation...........................................................................................16
CHAPTER FOUR
DATA ANALYSIS, INTERPRETATION AND DISCUSSION.............................................18
4.1 Response Rate.....................................................................................................................18
4.2 Demographic Characteristics of Respondents....................................................................19
4.2.1 Gender analysis...........................................................................................................19
4.2.2 Age analysis................................................................................................................19
4.2.3 Educational Level........................................................................................................20
4.2.4 Terms of employment.................................................................................................21
4.3 Direct Methods of Employees Recruitment........................................................................22
4.4 Indirect Methods of Recruitment........................................................................................24
4.5 Third Party Methods of Employees Recruitment...............................................................26
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CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS.............................................28
5.1 Summary of Findings..........................................................................................................28
5.2 Conclusion..........................................................................................................................28
5.3 Recommendations...............................................................................................................28
5.3.1 Recommendations for Policy and Practice..................Error! Bookmark not defined.
5.3.2 Suggestions for Further Studies..................................................................................29
REFERENCE...............................................................................................................................30
APPENDICES..............................................................................................................................32
APPENDIX A: QUESTIONNAIRE .........................................................................................32
viii
LIST OF FIGURES
Figure 2.1: Conceptual Framework……………………………………………………………..13
Figure 4.1 Terms of employment……………………………………………………………….21
ix
LIST OF TABLESTable 3.1: Target population……………………………………………………………………..15
Table 4.1 Response rate …………………………………………………………………………18
Table 4.2: Gender ……………………………………………………………………………….19
Table 4.3: Age Category of respondents………………………………………………………...19
Table 4.4: Level of Education …………………………………………………………………..20
Table 4.5: Effect of direct method of employees recruitment on organization performance.…...22
Table 4.6: Effect of indirect employee’s recruitment on organization performance……….…...24
Table 4.7: Effect of employee training on tendering process ………………………………..…26
ACRONYMS AND ABREVIATIONS
HR – Human resource
HRD – Human Resource Development
HRM – Human Resource Management
HRS - Human Resource Services
JDI - Job Descriptive Index
x
KTRH – Kisii Teaching and Referral Hospital
PDP - Performance Development Planning
xi
CHAPTER ONE
INTRODUCTION
1.1 Background Information
When HR planning indicates the need for additional labor, organizations have a number of
choices to make. This may be the first step in a full-scale recruitment and selection process, but
sometimes hiring additional employees is not the best method to obtain additional labor. It may
be appropriate for an organization to consider alternatives to recruiting, such as outsourcing or
contingent labor, instead of hiring regular employees. If this is a temporary fluctuation in work
volume, the simplest solution may be part-time labor or overtime by existing employees. The
costs of recruitment and selection can be staggering; hiring new employees should occur only
after careful consideration and only when the organization anticipates a long-term need for
additional labor. Estimates on the cost to replace supervisory, technical and management
employees run from 50 percent to several hundred percent of employee salaries. Careful HR
planning must consider the overall growth prospects of the organization and accurate forecasting
of future labor needs. Recruitment planning begins only when other alternatives have been
considered and eliminated.
Many organizations fail to achieve their goals despite the possession of material resources,
technology and other devices, such as equipment and financing. The reason for this failure in
many cases may be due to lack of a human element which is capable of managing and investing
these resources in an effective manner to achieve the goals of the organization. This is especially
so in the creation of a competitive advantage for the organization which distinguishes it from
others and preserves its existence and continuation. There are many studies in the literature that
tackle the recruitment process from several view points. Historically, it could be argued that
organizations believed that the most important goal of the recruitment process will be to mobilize
the largest possible number of employment seekers, which these organizations justified under the
pretext of reducing the cost of recruitment (Wanous, 1992). Others, including Morse and
Popovich (2009) saw that the traditional philosophy of recruitment will be no more than the
selling of the organization to outsiders. According to some researchers (Singh and Finn, 2003),
organizations have relied on traditional methods of recruiting employees, such as newspaper
1
advertisements and employee referrals, which were based on the use of relatively low-tech
approaches.
1.2 Problem Statement
A poor recruitment and selection process increases the probability of a poor hire and this can
have a significant impact on the organisation financially and non financially. The financial cost
of hiring a poor recruit extends beyond the costs involved in appointing the person. It also
extends to the on-going salary costs of the person and, where a probation period is not managed
efficiently or where a position turns out to be quite different to the position that will be
advertised, legal costs. A poor recruitment decision can also have a demoralising effect on staff
as their roles may be affected while time, money and effort are spent bringing the recruit up to
standard, impacting the motivation to carry out their own roles and possibly the productivity of
the organisation.
In order to enhance its strategic role in organizational success, HRM must design the recruitment
plan after close coordination with the other departments within the organization. In this regard,
the plan should hold answers for questions such as: when to begin recruiting, the most
appropriate text of the message to be delivered to the targeted applicants as well as the recruiters.
The recruitment plan should align some key questions with the recruitment goals, most of these
questions taking account of the intangible qualities within a person, such as values and attitudes,
and whether they match the organization’s beliefs. The study therefore intended to establish the
effects of recruitment methods on organizational performance.
Objectives of the study
1.3.1 Main objective
The main objective of this study was to evaluate the effects of recruitment methods on
organizational performance.
1.3.2 Specific objectives
i. To determine the effects of direct methods of employees recruitment on organizational
performance ii. To determine the effects of indirect methods of employees recruitment on organizational
performance
2
iii. To evaluate the effects of third party methods of recruitment on organizational
performance
1.4 Research questions
i. What is the effects of direct methods of employees recruitment on organizational
performance ii. What is an effect of indirect methods of recruitment on organizational performance?
iii. What is the effect of third party methods of employees recruitment on organizational
performance?
1.5 Significance of the study
As mentioned in the introduction, organizations can make differences in their performance
according to the differences in their sources from other organizations. This debate leads us to
recognize the human capital as a valuable asset which can help organizations to achieve their
goals including competitive advantage and superiority over competitors. The importance of this
study lies in exploring methods that can help organizations to achieve their strategic goals. The
greatest challenge facing organizations now to achieve their goals and maintain survival and
continuity in a sharp competitive environment is the possession of human capital who has the
ability and willingness to work in effective manner and who can provide innovative ideas to keep
the organization safe from competitors. Hence, business world is witnessing now a race between
organizations, whether local or global, to acquire the talent, skills, and distinctive competencies
required from the human resource departments in various sectors to search seriously for such
people. A variety of different sources can be used to attract personnel to work in a particular
organization and to develop their skills, knowledge and abilities to contribute effectively towards
achieving organizational goals. The recruitment methods and procedures will always determine
the success of personnel of every organization as well as the performance of every employee to
achieve organizational goals and gain competitive advantage.
1.6 Scope of the study
The study took place at the KTRH Kisii. This area was selected since the researcher could easily
access the target respondents. It was also a vital area since the researcher saved time when
collecting the required data.
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1.7 Limitations of the study
The study was limited to the employees of the Kisii teaching and referral hospital Kisii. This is
because the researcher needed to acquire the information directly from the employees who had
the information on the problem in question. Another setback of the study is that the employees of
KTRH were be busy and did not find adequate time to respond to the study.
1.8 Operational definition of terms
Direct recruitment methods - The various direct methods are scouting the representatives of
the organization are sent to educational and teaching institutions.
Indirect recruitment methods – This involves advertisements in newspapers, journals, on the
radio and T.V. are used to publicize vacancies.
Third party methods - These include the use of private employment agencies, management
consultants, professional bodies/associations, employee referral/recommendations, voluntary
organizations, trade unions, data banks, labour contractors etc., to establish contact with the job-
seekers.
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CHAPTER TWO
LITERATURE REVIEW
2.1 Review of theoretical literature
2.1.1 Planning of recruitment and selection
Upfront planning includes thinking about the steps in recruitment and selection early; and
scheduling the activity, resources and time to support the process. Planning is essential in the
recruitment and selection process as it ensures the best possible process is followed. It helps to
manage time constraints and streamlines the recruitment and selection process for both the
organisation and applicant (Halaseh, 2006).
Planning is crucial as it allows analysis and design of the position to be filled to be according to
what the organisation needs at the time and in the future. The departure of a staff member
provides an opportunity to consider and analyse whether the position itself should change in
order to provide increased benefit to the organisation. Good planning also positively affects an
applicant’s experience of the recruitment and selection process and their perception of the
organisation. When the recruitment process is clear, it allows the recruiter to take a methodical
and professional approach to the task. This in turn, influences their likelihood to complete the
recruitment process and accept an offer of employment (Halaseh, 2006).
2.1.2 Employees’ recruitment
Many organizations fail to achieve their goals despite the possession of material resources,
technology and other devices, such as equipment and financing. The reason for this failure in
many cases may be due to lack of a human element which is capable of managing and investing
these resources in an effective manner to achieve the goals of the organization. This is especially
so in the creation of a competitive advantage for the organization which distinguishes it from
others and preserves its existence and continuation. There are many studies in the literature that
tackle the recruitment process from several view points (Morse, 2009).Historically, it could be argued that organizations believed that the most important goal of the
recruitment process will be to mobilize the largest possible number of employment seekers,
which these organizations justified under the pretext of reducing the cost of recruitment
(Wanous, 1992). Others, including Morse and Popovich (2009) saw that the traditional
5
philosophy of recruitment will be no more than the selling of the organization to outsiders.
According to some researchers (Singh and Finn, 2003), organizations have relied on traditional
methods of recruiting employees, such as newspaper advertisements and employee referrals,
which were based on the use of relatively low-tech approaches. Today's business environment
has forced organizations to change their perspectives about the recruitment process because of
the influence of a number of constraints on recruitment activities (Morse, 2009).According to one piece of research (Cascio, 2003), reductions in the labor pool brought
recruitment the greatest organizational attention. Another suggested reason (Thompson and
Aspinwall, 2009) is that the supply of qualified workers will never match the demand in the
labor market. Moreover, it could be argued that this is especially true in some professions and
disciplines, such as nursing, brokering in the financial markets, banking, certified public
accounting, and education (Alhusary, 2006). Some authors also pointed to a critical issue, which is the compatibility between the expectations
of the applicant to occupy the post, in terms of the benefits that will be obtained by accepting the
role, and what will actually be presented by the organization (Noe et al., 2008). It has also been
highlighted that employees’ requirements are changing: "Today's employees are becoming
increasingly concerned with balancing their work and family lives, and they are said to highly
value organizations that help them achieve this balance” (Thompson and Aspinwall, 2009, p.
196).These challenges and others have developed the concept of the recruitment process to one of an
organizational strategy that includes those practices and activities carried out by the organi-
zation with the essential objective of describing the employees needed based on their skills,
qualifications and abilities, and then attracting them in order to hire some of them (Breaugh and
Starke, 2000).The most important characteristic of the recruitment process in this current era is that it has come
to be aimed at putting the right person in the right place (Knowles et al., 2002). This goal will be
emphasized in the human resource literature. According to Croy and Duggan (2005), a
company's most valued asset is its human capital, as it makes the difference between success and
failure (Croy and Duggan, 2005). Therefore, the recruitment process should be carried out using
a systematic approach to achieve the recruitment goals successfully. Therefore, the first stage of the recruitment process is to identify targets. This stage is very
important because without specifying clear objectives, the recruitment strategy will become
meaningless (Rynes and Barber, 1990). Some authors have indicated that recruitment must be
6
managed through a systems approach (Carroll et al., 1999), and that the systematic procedure of
recruitment can be performed in four stages, each of which constitutes a sub-system which
interacts with the other three, and all interact with the recruitment process as a whole (Lewis et
al., 1997). These stages have been defined as follows: an evaluation of the vacancy in terms of its
need to be filled or not; the strategy development of whom, where and when to recruit; the
preparation of the job analysis; and the listing of the person’s specification (Carroll et al., 1999).
The most important aspect in this phase, as stated in the human resource management literature,
is that there must be a broad consensus between the HR strategy and the organizational strategy
(Sheehan and Scafidi, 2005). In spite of the integration of HRM activities within the
organizational strategy, there is recognition that the strategic role of human resource
management is still in the process of verification (Michelson and Kramar, 2003). However,
human resource management can impose a strategic role by harnessing its activities and practices
to supporting the philosophy and strategy of the organization (Mayer, 2008).
2.1.3 Best practice in employees’ recruitment
In order to enhance its strategic role in organizational success, HRM must design the recruitment
plan after close coordination with the other departments within the organization (Mayer, 2008).
In this regard, some researchers have suggested that the plan should hold answers for questions
such as: when to begin recruiting? What is the most appropriate text of the message to be
delivered to the targeted applicants? Who are the recruiters? (Breaugh, 2008). Several studies are
unanimous in including at this stage a focus on the targeted person, referred to by the term
“Person Centred" (Alvesson and Willmott, 2002). In this approach, the recruitment plan should
align some key questions with the recruitment goals, most of these questions taking account of
the intangible qualities within a person, such as values and attitudes, and whether they match the
organization’s beliefs (Townsend, 2007).The most critical issue which should be taken into account is the cost of attracting and training
new candidates (Zottoli and Wanous, 2000). Therefore, in some cases, the recruitment allocation
should be one of the largest items in the whole budget, especially if inexpensive resources, such
as employee referrals, are not sufficient. Organizations incur considerable costs in recruiting and
training new employees. Recruiting costs include advertising expenses, expenses connected with
liaising with universities and other sources of prospective employees; the cost of the analysis of
the applications to ensure that the qualifications and skills required are available, and then the
7
salaries of those who are employed (Ehrenberg and Smith, 2002). Thus, organizations must bear
the following in mind:
Because of the cost of recruiting and training workers, employers must decide on an overall
hiring strategy. Firms choosing a high wage strategy generate many applicants for each opening
and can be selective, taking only trained, experienced workers. By paying high wages they avoid
explicit and implicit costs of hiring the inexperience (Ehrenberg and Smith, 2002).
It must be noted here that HR managers can reduce the cost of screening job applicants and, at
the same time, acquire the best applicants. This is achieved as soon as they understand that there
is a large gap between knowledge and practice (Ryan and Tippins, 2004). This results in an
understanding that performance indicators measure and compare what has been achieved as a
result of the diligence of the individual, not the level of intelligence of that individual. Therefore,
those organizations which screen job applicants for values have a higher employee performance
than those which simply screen for intelligence (Delaney and Huselid, 1996).Good practice in recruitment requires HR managers to know that the use of certain recruitment
tools can affect employee effective-ness and diversity. Employee referrals, for example, affect
workforce diversity adversely (Sackett et al., 2001). Good practice in recruitment also requires
knowledge of how technology can facilitate a task and reduce its cost.
2.2 Empirical review
2.2.1 Direct recruitment methods
In this method, the representatives of the organization are sent to the potential candidates in the
educational and training institutes. They establish contacts with the candidates seeking jobs.
These representatives work in cooperation with placement cells in the institutions Persons pursu-
ing management; engineering, medical etc. programmes are mostly picked up in this manner.
Sometimes, some employer firms establish direct contact with the professors and solicit informa-
tion about students with excellent academic records. Sending the recruiter to the conventions,
seminars, setting up exhibits at fairs and using mobile office to go to the desired centers are some
other methods used to establish direct contact with the job seekers (Carolyn, 2005).
Nowadays, every organization necessitates personnel planning as one of the most vital activities.
Human Resource Planning is, by far, an essential ingredient for the success of any organization
8
in the long run. There are a number of techniques that need to be followed by every organization
that guarantees that it possesses the right number and type of people, at the right time and right
place, so as to enable the organization to achieve its planned objectives. Commonly, the objec-
tives of Human Resource Planning department include resource, planning, recruitment and selec-
tion, career planning, training and development, promotions, risk management, performance ap-
praisal, to name a few. Each of these objectives requires special attention and accurate planning
and execution (Briner, 2002).
It is of utmost importance for every organization to employ a right person on a right position.
And recruitment and selection plays a pivotal role during such situations. With shortage of skills
and the rapid spread of new technology exerting considerable pressure on how employers per-
form recruitment and selection activities, it is recommended to conduct a step-by-step strategic
analysis of recruitment and selection processes. With reference to the current context, this paper
presents an incisive review of previous literature on the recruitment and selection process. This
paper is primarily based on an analysis of six pieces of literature conducted by practitioners and
researchers in the field of Human Resource management (Onley, 2005).
2.2.2 Indirect Methods
In this method, the representatives of the organization are sent to the potential candidates in the
educational and training institutes. They establish contacts with the candidates seeking jobs.
These representatives work in cooperation with placement cells in the institutions Persons pursu-
ing management; engineering, medical etc. programmes are mostly picked up in this manner.
Sometimes, some employer firms establish direct contact with the professors and solicit informa-
tion about students with excellent academic records. Sending the recruiter to the conventions,
seminars, setting up exhibits at fairs and using mobile office to go to the desired centers are some
other methods used to establish direct contact with the job seekers. Indirect methods include ad-
vertisements in news papers, on the radio and television, in professional journals, technical mag-
azines etc. The experience suggests that the higher the position to be filled up in the organization,
or the skill sought by the more sophisticated one, the more widely dispersed advertisement is
likely to be used to reach to many suitable candidates. Sometimes, many organizations go for
what is referred to as blind advertisement in which only Box No. is given and the identity of the
9
organization is not disclosed. However, organizations with regional or national repute do not
usually use blind advertisements for obvious reasons (Dasaraju, 2014).
Successful recruitment techniques involve an incisive analysis of the job, the labour market sce-
nario/ conditions and interviews, and psychometric tests in order to find out the potentialities of
job seekers. Furthermore, small and medium sized enterprises lay their hands on interviews and
assessment with main concern related to job analysis, emotional intelligence in inexperienced job
seekers, and corporate social responsibility. Other approaches to selection outlined by Jones et al.
(2006) include several types of interviews, role play, group discussions and group tasks, and so
on.
Any management process revolves around recruitment and failure in recruitment may lead to dif-
ficulties and unwanted barriers for any company, including untoward effects on its profitability
and inappropriate degrees of staffing or employee skills (Jones et al. 2006). In additional, insuffi-
cient recruitment may result into lack of labour or hindrances in management decision making,
and the overall recruitment process can itself be advanced and amended by complying with man-
agement theories. According to these theories, the recruitment process can be largely enhanced
by means of Rodgers seven point plan, Munro-Frasers five-fold grading system, personal inter-
views, as well as psychological tests (Jones et al. 2006).
2.2.3 Third party methods
These include the use of private employment agencies, management consultants, professional
bodies/associations, employee referral/recommendations, voluntary organizations, trade unions,
data banks, labour contractors etc., to establish contact with the job- seekers (Syamala, 2014).
Now, a question arises: which particular method is to be used to recruit employees in the organi-
zation? The answer to it is that it will depend on the policy of the particular firm, the position of
the labour supply, the Government regulations in this regard and agreements with labour organi-
zations. Notwithstanding, the best recruitment method is to look first within the organization
(Syamala, 2014).
However, the process of recruitment does not cease with application of candidature and selection
of the appropriate candidates, but involves sustaining and retaining the employees that are se-
lected, as stated by Silzer et al. (2010).
10
Work of Silzer et al. (2010) will be largely concerned with Talent management, and through
their work they were successful in resolving issues like whether or not talent is something one
can be born with or is it something that can be acquired through development. According to
Silzer et al (2010), that will be a core challenge in designing talent systems, facing the organiza-
tion and among the senior management. The only solution to resolve the concern of attaining ef-
ficient talent management will be by adopting fully-executable recruitment techniques. Regard-
less of a well-drawn practical plan on recruitment and selection as well as involvement of highly
qualified management team, companies following recruitment processes may face significant ob-
stacles in implementation. As such, theories of HRM can give insights in the most effective ap-
proaches to recruitment even though companies will have to employ their in house management
skills for applying generic theories across particular organizational contexts. Word conducted by
Silzer et al (2010) described that the primary objective of successful talent strategies is to create
both a case as well as a blueprint for developing the talent strategies within a dynamic and highly
intensive economy wherein acquisition, deployment and preservation of human capital-talent
that matter,, shapes the competitive advantages and success of many companies (Silzer et al.
2010).
2.3 Critical review
Becker (2011) argued that job analysis involves determining the knowledge, skills and attributes
(KSA) required to perform a particular role. Job analysis is critical to recruitment and selection
because it is the foundation of a high quality process and when done well identifies not only the
skills and knowledge required to perform a role but also the attributes, which can be used to
assess ‘cultural fit’ within an organisation. Job analysis helps to identify the key selection criteria
and inform the position description, which are both key aspects in attracting suitable candidates.
A poor job analysis is likely to adversely affect the quality of outcomes, irrespective of how well
the rest of the selection process is executed. For example, without proper job analysis,
interviewers may develop incorrect beliefs about the position requirements and hire a person
unsuitable for the role (Becker, 2011).
2.4 Research Gap
Every organization has to employ the HR practices including recruitment and selection
procedures. Attracting the right candidates to apply for vacant roles is an important step in the
11
recruitment and selection process. It is important to understand how your attraction strategy has
worked by evaluating the process undertaken. Attraction is the result of a range of activities and
processes, including employer branding, employment value proposition, recruitment and
induction. Attraction strategies provide opportunities for an organisation to market and
communicate the benefits they can offer applicants (Becker, 2011).
12
2.5 Conceptual framework
The recruitment methods determine the performance of employees in a particular organization as
well as its cumulative performance entirely. Most organizations use direct and indirect
recruitment methods as well as third party methods. All this methods however, should have an
agenda of selecting the best preferred candidates to deliver the required tasks of the job. The
figure below illustrates more on the above statement.
Independent Variable Dependent Variable
Recruitment methods
Figure 2.1 conceptual framework
13
Intervening factors Interviewing Job analysis Attraction
Direct methods
Indirect methods
Third party methods
Organizational Performance
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Research Design
The study adapted descriptive survey design of investigation in order to establish the effects of
recruitment methods on organizational performance. The descriptive survey design is essential in
the preliminary and exploratory studies because it allowed the researcher to gather information,
summarize, present and interpret the results for the purpose of classification (Orodho, 2004).
This descriptive survey research study was intended to provide statistical information about the
recruitment methods and challenges encountered and the available viable information with
regard recruitment techniques. According to Best and Kahn (1992), descriptive research is
designed to obtain information concerning the current information or phenomenon to draw valid
conclusion. This is because descriptive research is detailed and suite the study since the practice
covers a wider area and plays a major role in performance according to the employees.
3.2 Area of study
The location of the study was Kisii town, in Kisii County, Nyanza Province. This locale was
chosen because of convenience to the researcher and persisted overwhelming Human Resource
practices. Moreover, the area was suitable for the financial provision for this research.
3.3 Target Population
The research study targeted the staff of the Kisii teaching and referral hospital. The people
interviewed were the heads of various departments, the nurses and support staff. The targeted
population for the study was 100 employees of KTRH and comprised of the departmental heads
and employees from other departments. This information is relayed in the table below;
14
Table 3.1: Target population
Category Targeted population Percentage Heads of departments 5 5%Supervisors 7 7%Nurses 54 54%Human resource 6 6%Support staff 20 20%Finance 8 8%Total 100 100%Source: Researcher (2017)
3.4 Sample Size and Sampling Procedures
In this study, sampling was done through simple random sampling implying that the sample was
selected basing on some preset reason. The researcher used the nurses, supervisors and support
staff due to their exposure to various aspects of the study and it is therefore presumed that they
were able to respond to the study questions more readily. Simple random sampling was adopted
for this study by use of random numbers. To enable the researcher generalize findings to the
whole population, a total of 100 employees was used. Statistically, in order for generalization to
take place, a sample of at least10% to 30% must exist (Mugenda and Mugenda, 2003). This
study targeted 30% of the population in each category hence a sample of 30 employees of
KTRH.
3.5 Data collection
3.5.1 Research Instruments
According to Johnson (2009), data collection is the process of gathering and measuring
information on variables of interest, in an established systematic fashion that enables one to
answer stated research questions, test hypotheses, and evaluate outcomes. The data collection
component of research is common to all fields of study including physical and social sciences,
humanities, business, etc. While methods vary by discipline, the emphasis on ensuring accurate
and honest collection remains the same.
The study collected primary and secondary data. Primary data was collected from respondents
using an anonymously filled questionnaire distributed to respondents whereby they were given
15
out to individuals who filled the forms and returned. The questionnaire was semi-structured
containing both closed and open-ended questions.
3.5.2 Data Collection Procedures For the purpose of this research, and in order to achieve the objectives, both primary and
secondary data were used. The secondary data contributed towards background information,
while primary data was collected by administering the questionnaire. A letter of authorization
from Kisii University was provided as a request for permission to conduct the study. The
researcher assured the respondents confidentiality of the information given. The researcher
administered the questionnaire to the sampled participants. The researcher gave adequate time to
participants to respond to the questionnaire.
3.6 validity and reliability of the research instruments
3.6.1 Validity
This is the degree at which a particular measuring procedure gives similar results over a number
of repeated trials. To test reliability, test-retest method was used. This involved administering of
the same instrument twice to the same group of respondents. The second was administered after
a two weeks period.
3.6.2 Reliability
Validity is a degree to which a test measures what it purports to be measuring. The validity of
these instruments was achieved through submission of the draft to the experts/authority/ lecturers
to check its clarity and relevance. The validity of the research in this case was declared by the
research supervisor.
3.7 Data Analysis and presentation
The data collected was presented in both quantitative and qualitative (that is using numerical and
words) description. The data was organized according to objectives and research questions.
Closed ended questions were assigned to each category where as for open ended question, the
responses were listed and marks used to note those which were identical. Counting was done to
determine the frequency of each response and percentage calculated. The findings were
discussed based on objectives and research questions. The collected data was first classified, and
then tabulated. Descriptive statistics methods of mean and averages was used to analyze the data.
16
The report was presented by use of tables, percentages; charts for treatment of sample population
were for interpretation. Interpretation of the analyzed data was on percentages by classification
and responses towards a particular aim of investigation.
CHAPTER FOUR
DATA ANALYSIS, INTERPRETATION AND DISCUSSION
4.1 Response Rate
The researcher issued out 30 questionnaires to the respondents to fill. Only 28 questionnaires
were filled and retuned giving response rate of 93.3% with non response rate of 6.7%. This high
17
response was achieved because the researcher self administered the questionnaires on a drop and
pick later basis.
Table 4.1 Response rate
Category of Response Frequency Percentages Re-
sponse
Non response
rateHeads of departments 1 3.3 3.3%Supervisors 2 6.7 0.0%Nurses 15 50 3.4%Human resource 2 6.7 0.0%Support staff 6 20 0.0%Finance 2 6.7 0.0%Total 28 93.3% 6.7%Source: Field Data, (2017)
This response rate in table 4.1 above conforms to Mugenda and Mugenda (2003) stipulation that
a response rate of 50% is adequate for analysis and reporting; a rate of 60% is good and a re-
sponse rate of 70% and above is excellent. This shows that respondents were willing to partici-
pate in the study.
4.2 Demographic Characteristics of Respondents
This section will discuss gender, age, level of education and terms of employment of the respon-
dents
4.2.1 Gender analysis
Table 4.2: Gender
Gender Frequency PercentagesMales 20 71.4
Females 8 28.6
Total 28 100
Source: Field Data, (2017)
18
Table 4.2 shows that, 71.4% of the respondents were male and 28.6% represented females. This
indicates that the study observed gender balance in data collection.
4.2.2 Age analysis
Table 4.3: Age Category of respondents
Age Frequency Percentages18-25 3 10.7
26-35 6 21.4
36-45 10 35.7
46-55 8 28.6
Above 56 1 3.6
Total 28 100
Source: Field Data, (2017)
Table 4.3 above, shows that 10.7% of the employees were aged between 18–25 years, 21.4% of
the employees were aged between 26–35 years, 35.7% of the employees were aged between 36–
45 years, 28.6% of the employees were aged between 46–55 years and 3.6% of the employees
were aged above 56 years. This implies that most of the employees from Kisii Teaching and Re-
ferral Hospital are age between (36-45 years). This indicates that they were old. The study there-
fore did not collect information from young employees consequently reflecting the views from
older employees.
4.2.3 Educational Level
Employees were requested to indicate their educational level and the findings were presented as
below;
Table 4.4: Level of Education Educational Level Frequency PercentagesPostgraduate 5 17.9Graduate 15 53.6Tertiary 8 28.5Secondary 0 0Total 28 100 Source: Field Data, (2017)
19
Table 4.4 shows that 17.9% of the employees were postgraduates, 53.6% of the employees were
graduates, 28.5% of the employees had reached tertiary level and none of the employees were
form four leavers. This shows that most of the employees from Kisii Teaching and Referral Hos-
pital have attained degree indicating they have adequate knowledge to effectively contribute on
employees recruitment methods.
4.2.4 Terms of employment
Terms of employment was evaluated to determine the level of employees satisfaction with their
job in the institution
Figure 4.1 Terms of employment
Source: Field Data, (2017)
The figure above shows that most of employees in Kisii Teaching and Referral Hospital have
been employed on contract indicating that they are not satisfied with their job.
20
4.3 Direct Methods of Employees Recruitment
The aim of the researcher was to determine the effects of direct methods of employees recruit-
ment on organizational performance. The findings are presented as shown in the tables below;
Table 4.5: Effect of direct method of employees recruitment on organization performanceStrongly
agree
5
Agree
4
Undecided
3
Disagree
2
Strongly
disagree
1
∑fi ∑fiwi ∑fiwi
∑fi
Adoption of the
methods in
company has led to
employee
performance
11 10 6 1 0 28 115 4.1
Organization employ
internally to enhance
quality of service by
employees
3 8 1 8 8 28 74 2.6
The HR department
uses laws required in
recruitment and
selection
10 7 6 3 2 28 104 3.7
Organization uses
appraisal techniques
to foster promotion
and rewards
11 9 6 0 2 28 111 4.0
The HR team act as
a consultant to
enhance the quality
of pre-screening
process
8 8 7 4 1 28 102 3.6
Source: Field Data, (2017)
Table 4.5 shows that adoption of the direct recruitment methods in company has led to em-
ployee performance organization was rated high of 4.1, uses appraisal techniques to foster pro-
22
motion and rewards rated 4.0, HR department uses laws required in recruitment and selection
rated 3.7, HR team act as a consultant to enhance the quality of pre-screening process rated 3.6
and organization employ internally to enhance quality of service by employees rated 2.6. This
shows that, the adoption of direct recruitment methods in Kisii Teaching and Referral Hospital
has led to employee performance organization. This indicates that internal recruitment methods
are effective in improving employees performance in the hospital. According to Sarma,(2008),
employer firms usually work in cooperation with placement bureaus of educational institutions
or contact professors directly to gather information about students with outstanding academic
records. This method is low-cost and attracts numerous applicants at a short period of time.
23
4.4 Indirect Methods of Recruitment
The aim of the researcher was to determine the effects of indirect methods of recruitment on em-
ployee performance. The findings are presented as shown in the tables below;
Table 4.6: Effect of indirect employee’s recruitment on organization performance
Strongly
agree
5
Agree
4
Undecided
3
Disagree
2
Strongly
disagree
1
∑fi ∑fiwi ∑fiwi
∑fi
Effectiveness of
interviewing process
and other selection
instruments are
efficient
10 9 7 2 0 28 111 4.0
HR provides an
adequate pool of
quality applicants
2 6 6 7 7 28 73 2.6
Organization is
doing timeliness
recruitment and
Selection process
10 9 6 3 0 28 110 3.9
Organization’s
affirmative action
needs clarified and
supported in
selection process
0 3 7 9 9 28 60 2.1
Organization clearly
define position
objectives,
requirements and
candidate
specifications
9 9 7 2 1 28 107 3.8
Source: Field Data, (2017)
Table 4.6 shows that, effectiveness of interviewing process and other selection instruments are
efficient rated high of 4.0, organization is doing timeliness recruitment and selection process
24
rated 3.9, organization clearly define position objectives, requirements and candidate specifica-
tions in the recruitment process rated 3.8, HR provides an adequate pool of quality applicants
rated 2.6 and organization’s affirmative action needs clarified and supported in selection process
rated 2.1. This shows that, effectiveness of interviewing process and other selection instruments
in Kisii Teaching and Referral Hospital are efficient. This indicates why the hospital prefers us-
ing indirect recruitment method despite being expensive. According Sarma(2008), indirect
method is useful when there are no suitable candidates to be promoted within the company; the
organization is aiming at reaching out a vast territory; or a very specific specialist is needed.
25
4.5 Third Party Methods of Employees RecruitmentThe aim of the researcher was to evaluate the effects of third party methods of recruitment of
employees on organizational performance. The findings are presented as shown in the table be-
low;
Table 4.7: Effect of employee training on tendering process
Strongly
agree
5
Agree
4
Undecided
3
Disagree
2
Strongly
disagree
1
∑fi ∑fiwi ∑fiwi
∑fi
Agents maintains an
adequate pool of
quality “protected
class” applicants
10 9 7 2 0 28 111 4.0
Agents like the HR
Department is
efficient in Selection
Policy of the
employees
12 11 4 1 0 28 118 4.2
Agents finds good
candidates from non-
traditional sources
when Necessary
11 10 7 0 0 28 116 4.1
HR agencies train
hiring employees to
make the best hiring
decisions
0 5 6 7 10 28 62 2.2
HR team act as a
consultant to enhance
the quality of the
applicant pre-
screening process
0 4 5 9 10 28 59 2.1
Source: Field Data, (2017)
26
Table 4.7 shows that agents like the HR department is efficient in selection policy of the employ-
ees rated high of 4.2, agents finds good candidates from non-traditional sources when Necessary
rated 4.1, agents maintains an adequate pool of quality “protected class” applicants rated 4.0, HR
agencies train hiring employees to make the best hiring decisions rated 2.2 and HR team act as a
consultant to enhance the quality of the applicant pre-screening process rated 2.1. This shows
that, agents like the HR department in Kisii Teaching and Referral Hospital is efficient in selec-
tion policy of the employees. This indicates why the hospital also uses third party recruitment
method. Syamala (2014) opined that third party is typically used for recruiting candidates for the
positions that are difficult to fulfill or for candidates from a specific working field.
27
CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
5.1 Summary of Findings
The aim of the study was to establish the effects of recruitment methods on organizational
performance. The first objective of the study was to determine the effects of direct methods of
employees recruitment on organizational performance. The study found that, the adoption of
direct recruitment methods in Kisii Teaching and Referral Hospital has led to employee
performance in the hospital. This indicates that internal recruitment methods are effective in
improving employees performance in the hospital. The second objective of the study was to
determine the effects of indirect methods of recruitment on employee performance. The study
found that, effectiveness of interviewing process and other selection instruments in Kisii
Teaching and Referral Hospital are efficient. This indicates why the hospital prefers using
indirect recruitment method despite being expensive. The third objective of the study was to
evaluate the effects of third party methods of recruitment of employees on organizational
performance. The study found that, agents like the HR department in Kisii Teaching and Referral
Hospital is efficient in selection policy of the employees. This indicates why the hospital also
uses third party recruitment method.
5.2 Conclusion
From the findings, it can be concluded that, the adoption of direct recruitment methods in organi-
zations has led to employee performance. Secondly it was concluded that, effectiveness of inter-
viewing process and other selection instruments in organizations are efficient. Thirdly, it was
concluded that, agents like the HR department in organizations is efficient in selection policy of
the employees. Lastly, it was concluded that there is relationship between methods of employees
recruitment and organizational performance.
5.3 Recommendations From the results of the study, the researcher makes the following recommendations; the manage-
ment of hospitals should diversify their external human capital recruitment sources for justifica-
tion and equality for the applicants and to increase organizational performance through recruit-
ment of qualified applicants. The hospital in Kenya should use realistic job previews as part of
28
recruitment message during advertisement as this will assist applicants to do self-selection on
whether they are qualified to apply for the vacancies or not and hence only qualified applicants
will apply for vacancies available.
Organizations in Kenya should recruit its employees based on their competencies since a compe-
tent employee will perform better and reduce the cost of training once they are hired in the orga-
nization. The organizations should conduct proper training to the new staff once hired as this will
improve their level of confidence and ability with a positive effect on their performance.
5.4 Suggestions for Further Studies
The study mainly evaluated the effects of recruitment methods on organizational performance
with reference to Kisii Teaching and Referral Hospital. Similar studies could be carried in other
similar organizations in the country. Further research could also be conducted to evaluate other
methods of recruitment apart from the one assessed in the study.
29
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31
APPENDICES
Appendix A
Questionnaire
Dear respondent,
I am a student at Kisii University undertaking a field study and developing a research project on
the effects of recruitment methods on organizational performance in Kenya. This questionnaire is
meant to collect data that will be used only for academic purposes and the information given
shall be treated with utmost confidentiality.
PART A
Personal information (Tick where necessary)
1. What is your age?
18-25 26-35 36-45
46-55 56 and above
2. What is your gender?
Male Female
3. What is your highest level of education?
Secondary level Tertiary level Graduate Post graduate
4. What is your marital status?
Single Married Divorced Widow Widower
5. What are your terms of employment?
Permanent Contract
32
PART B
Direct recruitment methods and performance
On a scale of 1-5 (Where 5=Strongly Agree, 4= Agree, 3=Not Sure 2=Disagree and 1=Strongly
Disagree) please score your agreement to the following; the use of direct recruitment
methods leads to organizational performance
PARTICULARS 5 4 3 2 1
The adoption of direct recruitment methods
in the company has led to employee
performance The organization employ internally to
enhance quality of service by employeesThe HR department uses the laws required
in recruitment and selectionThe organization uses employee appraisal
techniques to foster promotion and rewardsThe HR team act as a consultant to enhance
the quality of the applicant pre-screening
process
33
Indirect recruitment methods and performance
On a scale of 1-5 (Where 5=Strongly Agree, 4= Agree, 3=Not Sure 2=Disagree and 1=Strongly
Disagree) please score your agreement to the following: use of indirect recruitment
methods leads to organizational performance
PARTICULARS 5 4 3 2 1
The effectiveness of the interviewing
process and other selection instruments,
such as testing are efficientHR provides an adequate pool of quality
applicantsThe organization is doing timeliness
recruitment and Selection processThe organization’s affirmative action needs
clarified and supported in the selection
processThe organization clearly define the position
objectives, requirements and candidate
specifications in the recruitment process
Third party recruitment methods and performance
On a scale of 1-5 (Where 5=Strongly Agree, 4= Agree, 3=Not Sure 2=Disagree and 1=Strongly
Disagree) please score your agreement to the following: use of third party recruitment
methods leads to organizational performance
PARTICULARS 5 4 3 2 1
34
The agents maintains an adequate pool of
quality “protected class” applicantsThe agents like the HR Department is
efficient in Selection Policy of the
employeesAgents finds good candidates from non-
traditional sources when NecessaryHR agencies train hiring employees to
make the best hiring decisionsHR team act as a consultant to enhance the
quality of the applicant pre-screening
process
Thanks
35