The Effect Of Recruitment, Selection And Placement On Organizational Effectiveness

THE EFFECT OF RECRUITMENT, SELECTION AND PLACEMENT ON ORGANIZATIONAL EFFECTIVENESS (A CASE STUDY OF SELECTED INSURANCE FIRMS IN PORT HARCOURT)

Owing to the hypothesis we are testing, it would be much proper to first to all review some of the polices on the effects of recruitment, selection and placement on organizational effectiveness. We shall also be looking at the effects o conventional methods that a good commendable recruitment, selection and placement method should entail as enunciated in the book. As far as we do not mean to say that these conventional methods are “best employed to give positive results. We sincerely believe that they will provide the basis or serve springboard for comparative analysis of what should be and what is being in operation in organizations.

  • THE ORIGIN OF THE SUBJECT AREA

It almost goes without saying that the caliber of the workforce of an organization largely determines its strength and success. The employment polices of many companies are not formalized rather, involved as practices over the course of many years.

Generally speaking, recruitment policy according to Yoder (958:P 73)” involves a committeement by the employer to general principles such as obtaining the most competent individual for each job or filling all jobs with the best qualified persons.

In actual fact, recruitment policy should answer such questions as

  • What type and number of personnel should be looked for?
  • Should we recruit within or outside the organization
  • How do we encourage the right people to apply
  • What method do we use to decide who to choose for that position
  • How do we know when to hire labour?

Recruitment was defined by D.WLKVIYER (1986:283) “as human resources management activity that develops sources of qualified with selection, and placement. By this he meant when a source of developing recruitment is made in a newspaper advertisement that some job specification might cause interested presumably many under qualified applicants may decide not to apply after this self analysis.

Formulated employment policy serves as a guide to personnel department representatives and operating mangers who administer the recruitment, selection and replacement programs. More so a formalized policy ensure an organization. They list every one know where they should stand and what he/she can expect in terms of treatment.

  • SCHOOLS OF THOUGHT WITHIN THE SUBJECT AREA

According to Myers, he emphasized that recruitment is related to human sources management activities in an organization these can be in form of the under listed points.

  1. Job structuring: Recruitment, selection and placement advertisement in Newspapers are prepared for job description and job sharing and flexible impact upon recruitment by increasing the pool of potential recruits.
  2. Selection: effective recruitment expands the applicant pool, which results in selecting better-qualified employees. Recruitment interviewing also facilitates the selection and placement process by not selecting applicants who are obviously not qualified and by nedping other applicants determine if they are qualified or suited for a particular job.
  3. Pay administration: an equitable pay system that is competitive in the labour market helps recruitment that organization develops a respiration as an employer depending on the pay polices. An adequate pay for performance system is instrumental in attracting employees. This can be in form of pay incentives.
  4. Other planning: applicants are often interested in organization promotropolicies and career advancement opportunities. All employees are not interested in job challenge and responsibility. However for those that are, an organizations reparation for offering career advancement potential is archrivtment advancement tage.
  5. Employees Relations: some organizations are known communities to be responsible employees who are concerned about their employees. This climate is developed through regulars communication and treating employees fairly. Some organizations acquire reputation. Both good and bad, depending upon their relations polices. This reputation has a significant impact upon the recruitment of well qualified applicants

 

2.4   THE SCHOOL OF THOUGHT RELEVANT TO THE PROBLEM OF STUDY

  1. Torrington and J. Chapmen (1983:p61) postulated that recruitment; selection and placement success is influenced by an organizations reputation, which is determined by these four groups:

1 employee, 2 public 3 customs and 4 competitions

This is in essence means that employees are the best sales and public relation people on organization can have since satisfied employees positively influence an organizations reputation. Employers who are concerned about their reputation have plans to build employees loyalty, commitment and capitalize on them through employee’s testimonial in recruitment literatures and advertising campaigns. The public view or corporate impact upon an organizations image as an employer. This is evident because applicant is attracted to organizations that are socially responsible and fulfill their obligation to the community.

Obviously, customers want goods, protects and services at fair price, when they do not get them the result in unhappiness an occasionally some grief for the organization. An accumulation of such event will ultimately affect the organizations reputation image and effectiveness. One outcome of this situation is a decline in the number of well-qualified job applicants. In addition. Employees do not appreciate working for an organization that has an unfavorable reputation with its customers because it is the base of is existence.

It is not unreasonable for an organization to b cornered about its reputation with composting firms when recruitment, selection and placement strategies are being contemplated. The top employees within an industry who might be for internal recruitment want to work for the organization that is the leader in the field. This explains why the excaptioed talent. Employees know the top organizations within a field and they do not hesitate to either refer applicants to them or even apply themselves.

According to D.W Myers (1986: p283-284) recruitment programme involves some steps, which invariably affect the organizational effectiveness.

  1. Delegating the recruitment task and training recruiters
  2. Developing recruitment sources
  3. Analyze various recruitment questions such as the organizations major advantages

Delegating Recruitment Task: large organizations have full time recruits. Most other organizations have part time recruiting tasks delegated to a job, usually a personnel or human resources directors. In the smallest companies, owners, managers perform the recruitment, selection and placement activities.

The person who is delegated to recruitment, selection and placement responsibility should be the focal point for recruitment within the organization. Some organizations select a person from a functional area other than human resources personnel management to perform recruitment selection and placement activities.

Therefore, for the purpose of projecting a good image and reputation of an organization, a traded recruiter that knows when to implement any of the types of recruitment interview should suit such a position.

  • DIFFERENT METHODS IN STUDYING THE PROBLEMS

Applicants can be obtained through both internal and external policy of that particular organization. Effective recruitment, selection and placement planning requires a long run commitment of defining and motivating the sources.

Most organizations do a reasonably good job defining job external and internal sources only a few organizations make the full commitment to develop them. This means that if proper recruitment, selection and placement planning is not made it can initiate prognostic of failure. These polices which are broad written guidelines that address various recruitment, selection and placement subjects like career advancement and other ones included in the goal statements, and recruitment, selection and placement procedures which are detailed instructions specifying recruit mental selection and placement activities and how they are to b conducted.

 

  • DEVELOPING SOURCES AT APPLICANTS

C.C Nwachukwu (1988:p54) further said that developing sources of applicants included adverting in newspapers, magazines, sending memos to institutions, and employment agencies both public and use of associations and personnel contact. Consequently the reasons for using different types of sources is to capture the right type of applicants for the job position that is to be fill and this in turn affects selection and placement. He further said that internal source is one of the most useful, often neglected sources of manpower in Nigeria.

 

  • INTERNAL SOURCE

F.T. Malm (1954:P21) defined recruitment policy from within as” the primary method for obtaining high-level management staff. According to the author this is usually true because progressive firms used the computer for storing data and the analyzed data will seem reliable since we are dealing with employees whose ability is known. This also could be of considerable assistance in rapidly identifying people with the necessary skills. Qualification and which form the basis for internal source of recruitment.

Recruitment from inside has remarkable advantages of increasing organizational effectiveness since the employee is already familiar with the firms operation and of course filling job opening from within stimulates the loyalty and preparation possible transfer function that supports career advancement.

Further more, internal recruitment increases the general level of morale and provides more information about the job candidates. It also provides adequate data or information about the analysis of work, histories within organization.

This is encouraging for a laid off employee to know that when an opening occurs he will be considered before an outsider.

More so, the position source is usually very good at filing the supervisory position and in helping the unskilled or semi skilled employees to rise to higher levels within the organization.

Despite the advantages of internal recruitment, there are also some disadvantages in over reliance on internal source. Therefore it is believed that it may act as a shelter to protect inefficient employees from active competition.

Hiring from outside may help to reduce the inbreeding often associated with internal sources.

Another criticism is that some form that have the major policy of using internal sources may advertise for vacancies within the firm and usually “candidate pool is then constricted out of those who bid on the advertised position.

This has the obvious disadvantages that many well-qualified individuals may fail to volunteer for consideration because of the fear that the superior may recommend adversely especially if the subordinate is a loggerhead with the superior. Where this kind of incidence occurs if most of the times lead to employee job dissatisfaction if allowed to contnive for a long time.

  • EXTERNAL SOURCE

This deals with the policy recruiting people who are not current employees of the company as envciated by Nwachukwu and includes:

  • Unemployed persons: in this category, we find men and women who have a variety at skills and are actively seeking employment. In this group we could find workers who were formerly employed by competitors, customers or nom competitors. They could have been laid off for variety of reason ranging from economic recession to indiscipline
  • Newly qualified applicants: in this group, we could classify graduates from trade schools, university and secondary school graduates and dropouts. Some of these are young and inexperienced but they may have necessary academic qualifications that are very anxious to get job.
  • Under- employed and dissatisfied workers: in this group, we have worker who were in jobs that they considered too low for their qualifications and experience. They get dissatisfied and leave. Some must have been passed over sacral times in the promotion circle and become frustrated and leave.
  • Others: in this case we classify all retired employees who believe that they still have some thing left in them to retire that early or gave no savings and are forced by poverty to work. In this group we also have job hunter” composing people who are anxious and always on the look out for something better. In this group also classified “moonlighting” people who already have full time job but are interested in another job as well.

 

  • EXPATRIATES

One of the regular sources of high-level manpower in Nigeria is the recruitment of expatriates. Nigerians attractive salaries to work in Nigeria. This has been a good source techniques, scientists, engineers, professionals, and high-level management personnel.

 

  • PRIVATE EMPLOYMENT AGENCIES

Employment agencies cab supplement the recruitment staff in finding and screaming qualified applicants for several companies.They can time for the company and job seeker by serving as a clearinghouse for information. Details of jobs can be deserved with applicants without revealing the name of the company and likewise the company or the agency can submit resumes without identifying the applicants.

 

  • EXECUTIVE SEARCH

One of the recruitment polices that may be considered when filing the top level positions include the use of management.

Consulting: firms that specialization is the top priority in recruitment, selection and placement of executive personnel.

 

 

 

  • SUMMARY

In order to expose the effects of recruitment, selection and placement on organizational effectiveness in three folds.

First and foremost, the concept of recruitment, selection and placement was looked into the discover what they actually mean why organizations recruit, select and place and also steps and sources involved in carrying out these tasks effectively so as to attain set objectives. More so, the various types of plans an well as recruitment, selection and placement, related importance also considered.

Further more the researcher in considering the concept of recruitment, selection and placement took a brief analysis of strategic management into cognizance. After which the process, and implementation as well as the roles and benefits derivable from recruitment, selection and placement were also brought under focus.

Finally, the issue of organization productivity was addressed by looking at the various levels of organization effectiveness and problems that are associated with it, as well as some factors as the environment, work, characteristics, organizational characteristics and individual characteristics

This, the impact of recruitment, selection and placement has on the productivity of business organization if the rudiments involved are in place. It becomes imperative, therefore that for any business organization to survive and grow in its environment, it must have the ability to successfully recruit, select and placed individuals. Otherwise the firm is losing money we conclude.

RECOMMENDED TOPICS

[simple-links category=”3219″]

2 Comments on “The Effect Of Recruitment, Selection And Placement On Organizational Effectiveness”

  1. okpala ifeoma says:

    pls can you help me with the chapter four?

    1. Contact us on 07033378184

Leave a Reply

Your email address will not be published. Required fields are marked *