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EFFECTS OF RECRUITMENT AND SELECTION PROCESS ON PERFORMANCE IN

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 International Journal of Human Resource
Management and Humanities (IJHRMH)
Vol 1(1), pp 1-26, January 2023

EFFECTS OF RECRUITMENT AND SELECTION PROCESS ON PERFORMANCE IN

ORGANISATIONS
BY
PROF. OYADIRAN PHILLIP A., DR. MUSA F. ISHAQ
Department of Public Administration, Faculty of Management Sciences, University of Abuja,
Nigeria.
AND
DR. AGUNBIADE ASIMIYU KOLA
Department of Business Administration Federal Polytechnic Offa. Kwara State, Nigeria.

ABSTRACT
Today’s organisations, which are intensely competitive and constantly evolving, necessitate fast and
efficient responses to the challenges of Human resource management (HRM), which entails
managing people's efforts, acquaintance, capacities, and committed behaviors in order to enhance
organizational performance. Organizations are realizing that the effectiveness of organizations is
increasingly dependent on the successful recruitment and selection of the human capital. Hence there
is need to examine recruitment and selection process and the influence of job analysis, interview,
hiring policy and testing on organizational performance. The study made use of secondary data and
Resource-Based Theory (RBT) as Theoretical framework. The study concluded that there is
positively significance effect of recruitment and selection process on organization performance. The
study recommended among others that management of organisations should consider merit in
recruitment instead of primordial factors of friendship and relationship. This will undoubtedly
facilitate a pool of competent workers in the industry, resulting in good performance outcomes.
.

INTRODUCTION

Human resource management is the most critical asset of any organisation; without humans, all other
functions cannot perform. For any organisation to be successful, it must recruit capable, skills and
knowledge on the subject matter. This situation accords credence to the growing attention being paid
to the human aspect of organisational wealth. The performances of those who work in an
organisation undoubtedly contribute significantly to achieving its ultimate goal. So, it becomes
imperative for every serious organisation to develop and configure a unique framework to managing
its human element for increased performance and improved quality of work-life beginning with
initiating a

1
goal-oriented process that aid the sourcing of adequate members to efficiently fill job vacancies
which is referred to as recruitment and selection process.
The recruitment and selection process helps create a pool of job applicants and sort adequate people
to work for positive organisational outcomes. Organisation systematic recruitment entails designing
and implementing a hiring policy statement that clearly outlines procedures for job vacancies
identification, job analysis, job description, person specification, and advertisement (Gamage, 2015).
It is a critical process for implementing organisational performance; it aids the attraction,
development, and maintenance of a talented and energetic workforce to support organisational
objectives (Ameh & Daniel, 2017). Recruitment and selection serve as gateways to the employment
of employees. When human resource practice at this stage is defective, then all succeeding human
resource practices or functions from induction, placement, training to appraisal and compensation
will fail to deliver the expected performance levels that organisations demand unless there is
possibility of trainability.
An improperly planned and executed recruiting process may give candidates an unfavorable
impression of the company, which might have a substantial impact on their future working
relationships. Poor procedures can send the incorrect message to successful applicants, who may
arrive at work with a poor opinion of the company (Chartered Institute of Personnel Development
[CIPD], 2013). Therefore, the expectation is that the recruitment and selection process should be
consistent with peculiar characteristics of the country, industry, and most importantly, the overall
organisational strategy, vision, and values that will attract competent personnel for optimum
performance.
Using the correct recruiting and selection procedures, you can ensure that the applicants have the
necessary abilities for the position and the personality to fit into the company's culture. When the
proper people are hired, the firm must guarantee that the appropriate incentives are in place. This
research seeks to identify employee recruitment and selection processes in organization with a view
to assess the influence of the recruitment and selection process on organisational performance,
through the job analysis, job interview, hiring policy, and testing.

OBJECTIVES OF THE STUDY

This research mainly aims to examine the effect of recruitment and selection process on
performance in the organisations. The study will, examine the effect of job analysis on performance,
determine the extent to which interview has an effect on the performance, ascertain the significant

2
effect of hiring policy on the performance and explore the significant effect of tests on the
performance in the organisations.

THEORETICAL FRAMEWOK Recruitment and Resource-Based Theory (RBT)

Human assets, according to RRBT, maybe a source of long-term competitive advantage (Barney,
1991). This highlights the value of human capital in achieving long-term organizational success. The
quality of an organization's personnel determines whether or not its goals and objectives are met
(Baroukh and Kleiner, 2002). This is why good recruiting is still a critical component of a company's
success (Williamson, 2000). Internal recruiting, according to Bidwell (2011), is the most efficient
way of recruitment (in terms of employee performance and resolute knowledge and abilities).
Internal recruiting is when an organization recruits from within its ranks to replace vacant jobs,
whereas external recruitment is when persons are recruited from outside the company to fill open
positions (Royal and Althauser, 2003). (Bidwell, 2011; Anyim et al., 2011). Internal recruits,
according to Bidwell (2011), perform better than external employees, even though they cost less and
are typically paid less. Because it is critical to do HR correctly, numerous studies have looked at the
internal recruiting process and its significance in organizational performance (Doeringer and Piore,
1971; Althauser and Kalleberg, 1981; Dencker, 2009).
On the one hand, Baker et al. (1994) stated that foreign recruits often had greater experience and
education than domestically promoted employees. Devaro (2016), on the other hand, claims that the
choice to employ from within or outside the company is influenced by variables such as the kind and
level of the position, the organization's features, and the HRM system in place. The technique of
selection, on the other hand, is intended to fill open jobs with the best applicants to gain a competitive
edge. Organizations compete against one another based on their resources and capabilities, according
to RBT (Barney, 2001; Wernerfelt, 1984).
According to Armstrong (2016), “A competitive advantage is gained when an organization's
resources are valued, uncommon, and difficult to duplicate.” HR is an important component in
helping a business achieve its goals, purpose, and vision, as well as gaining a competitive edge,
according to RBT (Barney, 2001). According to the idea, an organization's strategic competence is
determined by the quality and strength of its human resources (Armstrong, 2016). As a result, RBT
focuses on workers' skills, knowledge, and competencies. According to the notion, a company may
gain a competitive edge over its competitors by recruiting, hiring, developing, and keeping
resourceful employees (Bowen et al., 1991). HRM is important in ensuring that an organization's

3
human resources are useful and resourceful (Armstrong, 2016). As a result, effective recruitment and
selection of workers (internal and external) will give a company a competitive edge and the strategic
competence it needs to succeed (Hoopes et al., 2003).
Recruitment and resource-based theory were deemed appropriate for comprehending a comparison
study of input and output, as well as the most likely Tests, interviews, hiring policies, and job
analyses. Recruitment and resource-based theory stresses the value of human capital in achieving
long-term organizational performance. The quality of an organization's personnel determines
whether or not its goals and objectives are met. The use of expectation theory bolstered the RRBT's
key arguments. The premise behind expectancy theory is that individuals join organizations with
certain expectations in mind, and if those expectations are satisfied, they will stay. As a result, the
theoretical foundation for this study is built on the key concepts from the, Recruitment and resource-
based theory.

METHODOLOGY
Secondary method of data collection was used to examine the effect of job analysis on performance,
determine the extent to which interview has an effect on the performance, ascertain the significant
effect of hiring policy on the performance and explore the significant effect of tests on the
performance in the organisations.

LITERATURE REVIEW RECRUITMENT

Numerous academics and experts, like Rozario, Venkatraman, and Abbas (2019); Armstrong,
(2016); Stoner, Freeman, and Gilbert (2015), have added to the subject of HRM by given widespread
and comprehensive evidence on innumerable facets of the occupation, including recruitment and
selection. For instance, Recruitment, according to Bature (2019), is what management undertakes to
build a pool of competent candidates for available jobs. Recruitment is the process of creating a pool
of qualified individuals who apply for jobs at a company, from which only those with the most
relevant experience and qualifications are chosen. (Adeyemi, Dumade, & Fadare 2015).
Furthermore, Armstrong (2016) states that when the cost of a recruiting error is large, firms get
concerned. The goal is to gather as many acceptable and qualified applicants as possible at a minimal

4
cost to ensure the firm’s demands. The organization recruits’ individuals by finding, measuring, and
utilizing the utmost relevant prospect resources. The technique of locating and seeking to acquire
job prospects who are properly qualified and therefore susceptible to filling openings in employment
positions effectively begins with publicizing current vacancies. The goal is to persuade them to apply
for the job opening. Recruitment is a set of activities and processes used to assemble a satisfactory
number of qualified candidates at the right time and place so that the individual and the organization
may make the best decision for themselves (Cooper & Sheena, 2003).
The Nigerian Institute of Personnel Management (CIPM) (2007) described recruitment as "the means
of determining and attracting or stimulating people with the required experience, abilities,
qualifications, and characteristics (potential job candidates) to apply for current or outlined
unoccupied positions in the organization by letting them know that such career opportunities exist
by letting them know that such career opportunities emerge." The goal of recruiting, according to
Stoner, Freeman, and Gilbert (2015), is to offer a big adequate pool of candidates for the management
to choose the competent person they require.

Recruitment Process
Quality of an organization's human resources (HR) determines its success or failure, recruitment
continues as one of the most essential responsibilities of HRM (Stanciu & David 2020; Wairimu &
Kamaara, 2018). It is especially important for guaranteeing an organization's success and
competitiveness. This might be one of the causes why some businesses devote up to 31% of their
annual budget to hiring and retention (Leonard, 1999). The practice of attracting qualified
individuals for available positions by advertising them in different media such as newspapers,
websites, and social media is known as recruitment (Madia, 2011; Mathis & Jackson, 2004).
According to Briggs (2007), recruiting is a system that creates a huge number of applicants who are
looking for positions in an organization, from whom acceptable prospects are subsequently chosen.
This study uses Armstrong's (2016) description of recruiting, which is defined as the process of
locating and hiring the people that a company demands. In addition, the recruiting process entails
advertising open positions, getting replies from a pool of candidates, creating and administering
exams, and then interviewing and evaluating candidates for the available vacancies (Armstrong,
2016). All of these procedures are performed to guarantee that only the most competent candidates
are hired for the available spot.

5
Gatewood and Field (2001), recruitment has three components: increasing the pool of applicants at
a minimal cost, meeting the company's legal and social responsibilities regarding the demographic
make-up of its employees, and assisting in the selection process by weeding out insufficiently
suitable candidates. Depending on the circumstances of the unoccupied positions and the
organization's policies, recruitment can be done either domestically or outside (Louw,2013).
Regardless of the circumstances of the position and the type of organization, the acquisition might
also assume the shape of a direct mail or in-person application (Beardwell, 2007). Other methods of
recruitment comprise using employment agencies, recruiting on university campuses, walk-ins,
personal connections, career fairs, and newspaper advertising, among others (Madia, 2011; Tucker,
2012).
These kinds of recruiting have been labelled as “traditional” (Torlak, Kuzey & Ragom, 2018; Stoner
et al., 2015), whereas television, radio, and internet recruitment (e-recruitment) have been labelled
as “modern” (Torlak, Kuzey & Ragom, 2018; Stoner et al., 2015). Nevertheless, due to its cost-
effectiveness, internet recruiting is becoming more popular among businesses (Pollit, 2005; Tong
and Sivanand, 2005). According to McKenna and Beech, online recruiting is growing across
worldwide organizations (2002). According to their research, 29% of worldwide organizations
utilized internet recruitment in 1998. In 2002, this percentage climbed to 91%.

Recruitment Process Policy and Procedure

Because recruiting is such an important procedure for a company's competitiveness and success, it
should have or enhance its recruitment and selection process. A company's recruitment policy is
created in the atmosphere in which it works. Policy, as defined by Cole and Kelly Uzodika and
Subban (2018), is a declaration of behaviour philosophy intended to influence behaviour and
choices. The recruiting policy specifies the employment goal and provides a structure for
implementing the recruitment process (Boscal, 2015).
Furthermore, the recruitment strategy in sustainable construction is diverse in terms of business size,
and it is preoccupied with factors such as the management's goal personnel policy and those of its
competitors, government policy on reservations, and the organisation's chosen sources of
recruitment. The public policy and programing sides have been changed to provide and regulate the
standard of service for community betterment (Boscal, 2015). The HR performance measurement

6
systems, according to the statement, consists of HR, policy, procedure, and techniques that represent
effective corporate competitiveness. As a consequence, a policy should be established to develop a
recruiting plan to achieve significant human capital performance.

SELECTION
Abu (2015) defined selection as the process by which an organization identifies individuals who best
satisfy the eligibility requirements for the advertised post from a list of potential participants
recruited by the recruiting activity. Selection, on the other hand, is the process of choosing the best
applicant(s) for the open position(s) from a pool of candidates (Mondy, 2010). Similarly, Baroukh
and Kleiner (2002) describe selection as the process of determining which candidate will be given
which position based on written examinations and other factors. More specifically, according to
Bature (2019), the selection is connecting a candidate with a job to achieve organizational goals.
From the above definition, it can be inferred that recruitment and selection are decisive
advancements in identifying the best applicants from a pool and matching them to skilled work in
the organization.

Selection Process
Employers' choices on staffing are important to the operation of enterprises and have a wide range
of effects that affect individuals, organizations, and society. In this sector, the most fundamental issue
is why companies hire people in the first place. Managers in charge of recruiting employees must be
equipped with the skills and capabilities required on every job and determine if candidates exhibit
these traits. Interviews, reference checks, tests, applications, and curriculum vitae can all help
discover inconsistencies in applicants. If management has a greater knowledge of the applicants'
benefits and limits, they may create excellent recruiting decisions (Torlak, Kuzey & Ragom, 2018).
The main goal of the selection method is to find and recruit the best candidate(s) for the open
positions (Louw, 2013). Recruiting a large number of individuals is simple, but choosing the best
among them may be difficult for businesses (Boscal, 2015). This is because hiring incorrect
individuals can result in long-term consequences such as high training expenses, reputational
damage, higher labour turnover, truncated output, and a loss of competitiveness (Chidi, 2013).
Traditionally, the key instrument utilized in the selection procedure is “Person-Environment Fit”
(Ivancevich, 2010; Sekiguchi, 2004).

7
Furthermore, to choose the finest candidates, academics have backed a multilayer fitting selection
method, such as "Person-Job Fit" and "Person-Organization Fit" (Chuang et al., 2016; Anderson et
al., 2004; Kristof-Brown et al., 2002). There are a variety of additional ways for selecting the proper
candidates (Schmidt & Hunter, 1998); although, applicants’ selection procedures vary for each
organization (Branine, 2008). Overall, the recruiting and selection process begins with the
requirement to complete a vacancy or newly created post, followed by a job analysis to generate
employment and personnel requirements (Ballantine, 2009). The procedure entails determining if
there is a labour deficit or excess by assessing human resource needs and availability (Noe et al.,
2008).
The supervisors in charge of recruiting employees must be aware of the capabilities and
competencies prerequisite for each role and define if candidates possess them. Interviews, reference
checks, tests, applications, and curriculum vitae can all support to recognize potential discrepancies.
If management has a greater knowledge of the applicants' benefits and limits, they may create
excellent recruiting decisions (Tjosvold & Newman, 2003).

Screening
The first phase, screenings, is frequently referred to as shortlisted candidates, once the recruitment
phase is done and submissions are gathered. This phase examines all submissions received by the
deadline. Those who do not satisfy the advertising criteria are instantaneously disregarded
throughout this phase. Nel et al. (2009) point out, selection panels must be careful not to favour
competent applicants. Their choices should be influenced by shortlisting criteria developed in
response to the job parameters provided in the advertisement. They must also make sure that enough
time is set up for the selection of candidates.

Selection Tests
Selection tests are commonly used as part of the selection process for positions when a large number
of candidates are expected and it is not feasible to rely just on examination results or indications of
experience to predict future performance. At an evaluation centre, tests are usually part of the
process. Intellectual exams are exceptionally beneficial in situations when the level of intelligence
is a key factor but there are no other reliable ways to measure it. Aptitude and accomplishment tests
are particularly useful for jobs that need specific and measurable skills, such as computing or
computer programming. Personality tests have the most potential for application in fields like

8
advertising, wherein "personality" is important and quantitative confirmation needs aren't hard to
come by.

All examinations must be assessed by comparing findings from the interviewing process to later
achievements. To be statistically significant, these assessments should be done over a reasonable
period and involve as several candidates as possible. A battery of tests, including several forms of
IQ, potential, and behavioural evaluations, may be used in various circumstances. A standard
onslaught given by a testing organization or a custom-built device might be used. The most typical
blunder to avoid is adding additional tests only to add them while ensuring that they contribute
significantly to the attainment of the objectives for which the devices are being employed (Perkins
& Shortland, 2006).

Application Blank/Form
An application sheet is an official record of a job applicant's applications (Carrell, 2000). This
indicates that the candidate's intent to seek employment is recorded on the blank/sheet. In the
application blank/sheet, information such as age, sex, qualifications, expertise, talents, and interests
are supplied. The information collected from a filled applications blank/sheet is contrasted to the job
specification to see if the organization's standards and the candidate's qualifications are a good fit.

According to Torrington and Taylor (2005), a balanced application blank/sheet approach is the
optimum technique for analyzing an application because only six or seven pieces of information are
needed in reaching an appointment choice. This technique entails assigning a value or score to things
on the application blanks/sheet that has been shown to indicate employment success. Candidates will
be given scores based on the information they supply on the blank/sheet, and their total scores are
then used to evaluate them. The first step in getting a job is to fill out an employment application. It
is the portion of the selection phase that is viewed as an essential but uncomfortable activity that is
completed in a hurry, beneath duress, and without adequate planning and consideration.

Employers most commonly utilize application forms to acquire new employees, according to
Corfield (2009). It is a document prepared by job candidates to express their interest in a certain
position. The candidate's name, age, sex, qualifications, expertise, religion, hobby, location, contact
address, and recommendations are among the details supplied in an application form. Some of the

9
questions asked during the interview and exam are based on information in the employment
application. A correctly written application form accomplishes four goals;
i. It serves as documentation of the candidate's wish to be employed.
ii. It gives the interviewer a biography of the candidates that may be utilized during the
interview.
iii. It serves as basic employee information for those who are recruited.
iv. It may be utilized to research the selecting process' efficacy.

Interview
Interviews are used in nearly every organization for selection. According to Newell and Tansley
(2001), interviews seem to be the most frequent method of staff selection. Organizational
management advantages from the use of interviews since they get to meet the applicants in person.
During the interview, individuals will have the chance to learn more about the commercial and public
sectors. The selection interview's objective is to gather as much information as feasible and then use
that information to make a decision (Wairimu & Kamaara, 2018).

Panel members (interviewers) often ask questions to the interviewee, to which the interviewee is
supposed to reply. Ratings assigned by the interviewers are frequently used to collect answers to
questions. The candidate with the maximum ranking is the one who is suggested for an appointment
(Wilkinson, 2001). Due to interview uncertainty, it is necessary to make every endeavor to guarantee
that all interviewers are given the same questions (Gomez-Majia et al., 2004).
i Structured Interview
A structured interview, according to Stoner et al., (2015), is one in which the interviewer asks
questions from a prepared list and does not stray from it except for a few follow-up questions. The
interviewer uses a list of questions that have been prepared in advance. According to Gareth (1997),
an unstructured interview is just half as successful as a planned interview. When dealing with a high
number of candidates, a structured interview is beneficial for valid findings. The structured interview
asks each candidate the same fundamental questions, allowing for easier comparability between
candidates. An interviewer can prepare employment-related questions ahead of time and then
perform a standardised interviewee assessment form using this sort of interview. Other techniques
may not be as trustworthy or effective as a structured interview. Because the interview style assures
that the same interviewer gets detailed information on each applicant, inter-rater dependability is

10
greater. Furthermore, the fact that several interviewers asked identical questions of candidates has
improved inter-rater consistency.
ii Unstructured Interview
Unstructured interviews are the most prevalent form of an interview, according to Hamid, Maheen,
Cheem, and Yaseen (2017), and they provide the interviewer with a lot of leeway in regards to which
questions to ask and in what sequence. It is beneficial while working to assist candidates to address
personal difficulties or comprehend why they are not fit for the position, according to Werther
(1996). The problem with an unstructured interview is maintaining it employment-related and
gathering similar data on each candidate. Numerous interviewers interview the applicant at the same
time in a panel interview, and all interviewers receive the same replies.
On the negative side, group interviews are usually unsettling for candidates. He claims that the panel
interview eliminates any personal prejudices that any interviewer could have. Even though all phases
in the selection processes are significant, according to Bohlander et al. (2001), the choice to approve
or disapprove candidates is the most crucial. The human resources manager is expected to make the
employment offer contractually. Nevertheless, the line or functional manager to who the potential
personnel will be reporting makes the final decision on the employment offer.
This is because of two factors:The new staff member will report to the line manager, and the line
manager will not be able to place responsibility on anybody else if the worker performs poorly.

Physical Examination
Individuals are usually asked to complete an examination to define whether or not they are
experienced to accomplish the work if recruited. The most common form of employment assessment
that prospects are exposed to is a medical examination. Only those applicants who require the
physical capability to do their duties are submitted to a medical examination, often known as pre-
placement medical examinations (Mathis & Jackson, 2006).

Physical Ability Test

Organizations may need to assess a prospective applicant's physical talents in addition to learning
about their intellectual abilities. Physical characteristics such as strength and endurance are crucial
features for effective work performance, especially for demanding and sometimes dangerous jobs
like those performed by firefighters and police personnel (Steward et al., 2001).

11
Attainment/ Achievement Tests
Unlike aptitude tests, which assess an applicant's prospective, accomplishment or achievement
exams assess abilities that have already been learned, according to Torrington et al., (2005). They
observed that such aptitude tests are met with far less opposition. Competency exams may be a good
predictor of future employee attitudes since they assess behaviour. As a result, human resource
departments may employ accomplishment tests to evaluate if a candidate is capable of performing
the employment and aptitude tests to establish whether an individual can be learned to perform the
tasks (Carrel., 2000).

Cognitive Ability Test

General intelligence, linguistic proficiency, arithmetic ability, and reasoning ability are all assessed
using cognitive ability tests. According to Carrell (2000), it is a natural talent in a certain field or the
capacity to learn fast and comprehend a specific area of study. It demonstrates a proclivity towards
the subject or field. The capacity to do well on such assessments is linked to the capability to absorb
new information, pass the exams, and flourish in employment. The intelligence tests employed, on
the other hand, would need to be thoroughly verified in terms of the position for which the individual
was seeking. Furthermore, because intelligence is influenced by circumstance to some extent, a
person's test result may not accurately reflect their ability to act wisely. Similarly, practical
intelligence, which is linked to organizational performance, may diverge from intelligence as
evaluated by assessments.

Personality Test
A personality test is a test that is administered to a candidate in the hopes of predicting the sort of
personality the applicant possesses and how that personality will impact work performance (Harries,
2000). Personality, on the other hand, is context-dependent, as it evolves through time. Extroversion,
emotional stability, openness to experience, agreeableness, and conscientiousness are among the five
qualities measured in the personality test. The most reliable predictor of work performance is the
conscientiousness measure. Individuals who are tenacious and have a feeling of responsibility do
better at work. Olatunji and Ugoji (2013) identified three major issues with personality testing as a
screening method.
For starters, they are rarely accurate or trustworthy indicators of work success (Stoner et al., 2015).
Second, for such assessments to be effective, they must presume that job seekers have the

12
understanding to properly characterize themselves a frequently incorrect assumption. Third, to
perform well, applicants may offer fraudulent statements to get the desired "test score," even though
personality tests have no right or incorrect answers. Because tests may be rigged, they are insufficient
predictors of workplace success. There's also the issue that some of the qualities assessed by the
exam aren't relevant to work success.

Medical /Physical Test

According to Omolo, Moses, and Willis (2012), the purpose of a medical exam, which is one of the
most recent phases in the selection process, is to guarantee that a candidate's health is enough to
satisfy the employment requirements. It also serves as a benchmark for comparing and interpreting
future medical evaluations. Medical examination in the selection process has its drawbacks in that it
takes time and might be costly. An employment contract is generally conditional on the candidate
completing a medical test, according to Grobler (2006). According to Dessler (2005), there are five
reasons to undertake a medical/physical examination:

a) Whether or not the candidate met the employment's physical requirements.

b) To determine the candidate's medical limitations in terms of placement
c) It keeps track of the candidate's health and establishes a benchmark for future healthcare and
indemnity claims.
d) To decrease absenteeism, sick leave, and accidents; and, lastly,
e) To identify communicable illnesses that both the candidate and the organization are unaware
of.
Nevertheless, Anthony et al., (2002) argued that the purpose of the test must be genuine occupational
qualifications. Physical examinations might also involve drug and alcohol tests, according to the
researchers. Additionally, they said that an AIDS test at an organisation is superfluous because the
illness cannot be transmitted from AIDS patients beneath regular working settings.

Background/Reference Checks
If their applications are approved, prospects are typically requested to give the names and contact
information of people who can serve as references. Reference checks are usually performed over the
phone and are used to verify the information given by the candidate. Although most references are
apprehensive to respond to particular questions (Mathis & Jackson, 2006), a background check can

13
be utilized to gather as much information as feasible that will be used in deciding whether or not to
approve the applicants. References, therefore, provide company information into how other people
see the candidate's main skills. The company should contact the individual's previous workplace and
acquaintances. Questions concerning the applicant's originality and inventiveness may be asked of
references. This is since conditional job offers are issued to check the correctness of the information
provided on the application form (Snell & Bohlander, 2010). References are one of the most popular
and traditional strategies used in the selection process. The validity and reliability of references, on
the other hand, have been called into doubt, particularly given their unorganized and sometimes
confusing nature (Heraty & Morley, 1998).
References, according to Boloisi (2007), play an essential but secondary function in the interview
process, serving as a source of information and assessment, a shortlist of interview questions, or
checking in the interview decisions. According to Bohlander et al., (2001), it is critical to require the
candidate to fill out papers allowing information to be obtained from past employers and other
reference sources as a regulatory safeguard for all parties concerned. Numerous organizations,
according to the researchers, are hesitant to publish a previous worker's appraisal in writing.
According to the researchers, numerous companies have been litigated by previous workers who
found that they were making bad recommendations. According to them, a study by the Society for
Human Resource Management (SHRM) discovered that while 75% of businesses give references,
the majority of the information supplied is limited to employment dates and positions.
The predominant purpose for undertaking reference checks, according to Carrel et al., (2000), is to
authenticate applicant and to discover information that was not supplied, such as discipline problems,
unwillingness to work with group members, criminal record, and a suspension driver's license,
among other things. According to Gomez-Mejia et al., (2007), looking at potential workers' job
history is one of the greatest factors that determine their future performance. The main reason why
businesses do background checks is to prevent being sued for employment discrimination.
The HR Department is in charge of conducting background investigations on all prospective
employees. Numerous management, on the other hand, is growing increasingly suspicious of the
accuracy of information supplied by referees. The difficulty is exacerbated by the fact that many
former employers are hesitant to disclose any information to a prospective employer other than basic
information like date of appointment and duration of employment. Additionally, if the applicant has
not been terminated from his existing position, approaching the workplace for background

14
knowledge may be difficult. This is because the applicant may not want his present company to know
that he is departing.
The choice to accept or reject candidates is, in their opinion, the most important phase in the
recruiting and selection process. They advised that the Human Resources Manager should handle
the offer of employment appropriately. Ultimately, the line manager to who the potential worker will
be reporting makes the final decision on the employment offer. This is because the new worker will
report directly to the line manager, and the line manager will not be able to place culpability on
anybody else if the new staff performs poorly.
The Human Resources Manager or the Head of Department welcomes the potential staff into the
company. For a limited time, he is stationed in the workplace and provides onboarding or on-thejob
training. The goal of placements and onboarding is to familiarize the new worker with his or her new
position and the surroundings in which he or she will be working. The new employee's performance
is monitored by the Head of Department to see if he can execute the job properly and autonomously.
Management may be retraining and reassign the new worker to another position if he is unable to
execute the responsibilities of his new position. Because the new worker is on probation,
management has the authority to discontinue his contract if he is unable to execute the new position.

Job Offer
For those individuals who have overcome all of the aforementioned steeplechases, a work agreement
is a subsequent phase of the selection process. To put it another way, it's the final stage in the selecting
procedure. A more formalized component of this technique is the drafting of an offer through e-mail
or letter.
In summary, the selection process begins where recruiting stops, with screening, and concludes when
the worker is offered a position.

Table 1: Traditional Selection Process Model

Selection Process

Steps Activities Involved

Step-1: Initial After obtaining the applications, the Head of HR first vetted their job
Screening descriptions and specifications. Many applicants will be removed
from this stage as a result of this procedure.
Step-2: Employment Intelligence, aptitude capability, reasoning thinking, attentiveness,
Test and dexterity text are all used by businesses.

15
Step-3: Candidates who pass the recruitment exam are invited to a complete
Comprehensive interview and are given an interview card to bring to the face-to-face
Interview interview. The interview board conducts a full interview here.

Step-4: Final Final recruitment is provided to applicants who pass the employment
Employment Decision exam and the complete interview. Applicants who wish to join the
organization are given a deployment letter.
Step-5: Medical Test Applicants are invited to join the organization within a certain time
frame after receiving the employment letter, along with a medical
test certificate. If the person's medical tests show that he or she is
healthy, the Head of HR will accept the applicant's application.
Step-6: Background The Head of HR will verify the background information upon
Investigation receiving the participant's induction report. The findings of the
background check will have an impact on the worker's long-term
employment status at the company.
Step-7: Permanent If the background investigation supports the good message, the Head
Employee of HR will certify the personnel permanently once the period
specified in the employment letter has expired. By this point, the
selection process had concluded.
Source: Mohammad, 2014

Job Analysis
The method of obtaining and evaluating information about the contents and required qualifications
of tasks, as well as the setting in which they are accomplished, is known as job analysis. This method
is used to examine job placements. The course of action in this domain is undertaken by departments
and Human Resources beneath Building and Construction Values. Internal approval procedures will
be strong minded by the department's managerial control. The structure of employment within a
work family is defined by the job analysis. It enables units to establish employment progression
routes for individuals who want to improve existing prospects for development and remuneration
(Big, 2021).
Job analysis, according to Bature (2019), is a set of duties allocated to a certain individual. Job
analysis involves the procedure of establishing and documenting all relevant information related to
the evolution of a particular occupation, such as the activities involved, the knowledge and expertise
establish obligated to accomplish the employment, the accountabilities associated with the job, and

16
the competencies needed to effectively handle the work. Job analysis distinguishes one employment
from the next.
The job description is a written document that explains the tasks to be completed as well as the
capabilities, experience, and competencies required to complete them. Each employment includes a
description that specifies the position's responsibilities, requirements, decision-making,
connections, monitoring received/exercised, and influence. Special physical or patient care needs
are included in the descriptions if needed. Using the Job Description System (People Admin), most
career descriptions in Building and Construction Values are made up of the following segments: i.
General Information ii. Job Summary iii. Salary Considerations iv. Obligations and
Responsibilities v. Zone Description Factors
a. General Knowledge Skills and Capabilities
b. Problem Solving/Decision Making
c. Collaborations
d. Nature of Supervision
e. Impact
vi. Minimum Qualifications vii. Physical Requirements
(Complete, as necessary)

RECRUITMENT AND SELECTION PROCESS

Job analysis, application forms, preliminary discussion, final interview, medical examination, and
employment are some of the most typical recruiting and selection processes used by businesses. This
is in endorsement of the rules and methods for recruiting proposed by Ameh and Daniel, (2017).
Every organization has a different sequencing of recruitment methods and procedures. The size of
the organization, the philosophy of people management, the kinds of vacancies to be completed, and,
most significantly, external influences all influence the systems and processes. Most organizations,
however, follow a set of precise processes. (Haywood, 2005) bears witness to this (Cooper & Sheena,
2003) According to Cole (2002) and Chan (2005), there are a few key features that are employed in
almost all recruiting processes and procedures.
As a result, it is important to highlight that while recruiting processes and procedures are employed
in organizations, they are not all followed in the same order. In each recruitment activity, some
conspicuous qualities must be employed, regardless of how organizations follow the process.

17
HUMAN RESOURCE CHALLENGES IN RECRUITMENT AND SELECTION
Recruitment is a mechanism that necessitates a business standpoint, competence, the ability to find
and complement the effectively possible applicants for the organization, diplomacy, promotional
competence (to advertise the placement to the applicant), and knowledge and understanding to
harmonize the recruitment processes for the organization's benefit. HR specialists in charge of the
organization's recruiting framework are continuously confronted with new problems. The most
difficult task for these experts is to find or attract the best individuals or possible candidates for the
company. In an already competitive employment market, whereby tactics like nestling and invading
are getting traction, Hr practitioners are continually confronting new problems in one of their most
essential functions, recruiting. To establish organizations, they must encounter and overcome a
variety of hurdles.

The major challenges faced by HR in recruitment are:-

i) Adaptability to globalisation: HR practitioners are expected and obliged to keep up with
changing circumstances, i.e., changes occurring throughout the world. The procedure should
be immutable, according to HR.
ii) Lack of motivation: Recruitment is seen as a thankless task. Even if the company achieves
its objectives, the HR department or specialists are rarely credited with finding the perfect
person and performers.
iii) Process analysis: The major concerns of HR in recruiting are the responsiveness and
efficiency of the recruitment and selection process. The method should be adaptable,
dynamic, and sensitive to the current needs. The hiring procedure must be costeffective.
iv) Strategic prioritisation: For HR professionals, the emergence of new platforms is both an
advantage and a disadvantage. As a result, evaluating employee requirements and prioritizing
activities to achieve market movements has become a problem for recruiters.

RECRUITMENT VS SELECTION
The two steps of the hiring process are recruiting and selection. The following are the differences
between the two:
i. Recruitment is the process of locating individuals for employment and encouraging them to
compete for positions inside the company, meanwhile, the selection is the procedure of
screening applicants to identify the most qualified applicants for open positions.
18
ii. The primary goal of recruitment is to build a competency pool of applicants to allow for the
selection of the best applicants for the organization by enticing more and more applicants to
apply, meanwhile the primary goal of the selection process is to choose the best possible
applicant to replenish the multiple functions available within the organization.
iii. Recruitment is a positive procedure in which more workers are encouraged to apply, whereas
selection is a destructive process in which the inappropriate applicant is rejected. iv. The goal
of recruitment is to tap into the pool of available human resources. The goal of coheres
selection is to choose the best applicant through a series of interviews and exams.
v. In recruiting, there is no contract of employment created between the company and the carefully
chosen candidate.

ORGANISATIONAL PERFORMANCE
Performance is a multi-dimensional concept that is measured differently based on several criteria.
It's crucial to figure out if the measuring goal is to evaluate performance outcomes or behaviour.
Goal-setting, evaluation, and control procedures all require an acceptable definition of performance,
according to Hamid, Maheen, Cheem, and Yaseen (2017). It may be seen from both individual and
an organizational standpoint. Organizational effectiveness According to Ikechukwu and
Ifeanyichukwu (2017), organizational performance is defined as an organization's capacity to
achieve its objectives through utilizing resources efficiently and effectively.

According to Jenatabadi (2015), it refers to the documentation of a participant's achievements on an

individualized level. Individual performance is such a hot topic in today’s dynamic business that
companies go to great lengths to assess and control . Ibrahim and Primiana (2015) describe the
performance as the extent of an individual’s professional accomplishment despite exerting
assignments. Individual performance, according to Hayward (2005), is a combination of aptitude
multiplied by motivation. Performance, according to Ekpe, Isaac, and Inyang (2015), is a component
that contributes to the effective management of individuals and groups in achieving a high degree of
organisational effectiveness.

According to Obeidat, Abdallah, Aqqad, Oqlah, Akhoersheidah, and Maqableh (2017), performance
should be promoted, developed, substantiated, and sustained instead of regulated. This means that
performance must be formulated and managed inside the framework of the organization. The success

19
of a corporate organization, according to Kennerley and Neely (2003), is determined by the
performance measurement indicators. The term "performance" is frequently applied to a wide range
of topics, from efficiency to effectiveness to improvements. According to Namada (2017),
performance refers to the behaviours or acts that are seen to be important to the objectives of the
organisation in question.

One of the most significant factors in management research is organizational performance.

Organizational performance, on the other hand, suffers from a lack of conceptual clarity.
Organizational performance may be described as a strategic and comprehensive strategy to
enhancing the performance of employees and expanding the skills of teams and individual
contributions to achieve long-term accomplishment (Ullah & Ahmad, 2017).

As a result, it is proof of the output of an organization's members as evaluated in terms of income,

profit, growth, development, and enlargement. In a similar vein, organizational performance refers
to an organization's capacity to achieve predefined goals such as high profit, high-quality product,
big market share, strong financial outcomes, and survivability at a predetermined period utilizing
appropriate action strategies (Ekpe, Isaac & Inyang, 2015). Organizational performance may also be
used to compare how well a company is performing in terms of profit, inventiveness, and product
quality compared to competitors in the same industry.

Organizational performance is a metric that measures how successfully a company achieves its
objectives. One of the most important constructs in management research is organizational
performance. Interestingly, in addition to financial performance, several non-financial performance
measures, such as effectiveness, productivity, product quality, and innovation, have been identified
in previous research to increase knowledge of organization performance. In this line, the present
study views those non-financial performance measures as critical success indicators of performance
in construction companies. (Paul, Zaki, & Adogbo, 2018)

Recruitment & Selection and Organizational Performance

Performance is an increasingly important issue for all business enterprises in developed and
developing economies in both public and private enterprises. Organizations are however not
20
exempted from the necessity of performance as they are continually threatened by increase
competition resulting from the increasing liberalization of the global economy. Individual
performance is topical issue in today‟s business environment, to the extent that organizations go to
the length to appraise and manage it (Armstrong and Barron, 1998).

Performance as defined by Hellriegel et al. (1999), is the level of an individual‟s work achievement
after having exerted effort. Hayward (2005), stated that individual performance 29 is a product of
ability multiply by motivation. With environmental factors influencing performance primarily
through the effect of individual determinants of performance ability and motivation. Qureshi and
Ramay (2006), argue that HR practices are positively correlated with the profitability and suggest
that management of organization must focus on these HR practices (recruitment and selection)
resulting in improved organizational profit. In order to get maximum output from employees, it is
important to consider a fit between successful candidates and the organization. This is made possible
by the use of selection criteria as basis on the questions asked by the selection panel and in interview.
By selecting the required candidates for positions in respective departments, line managers could
help achieve a better fit between job and candidate (Zhuand Dowling, 2002).

The effective recruitment and selection of employees is a fundamental HRM activity, one that if
managed well can have a significant impact on organizational performance as well as lead to a more
positive organizational image, recruitment and Selection are vital processes for a successful
organization, having the right staff can improve and sustain organizational performance.
Also, effective recruitment and selection is central and crucial to the successful functioning of the
organization as it depends on finding people with the necessary skills, expertise and qualifications
to deliver the organization’s strategic objectives and the ability to make a positive contribution to the
values and aims of the organization.

On the other hand, better recruitment and selection strategies result in improved organizational
outcomes. The more effectively organizations recruit and select candidates, the more likely they are
to hire and retain satisfied employees. In addition, the effectiveness of an organization’s selection
system can influence bottom-line business outcomes, such as productivity and financial

21
performance. Hence, investing in the development of a comprehensive and valid selection system is
money well spent.

Recruitment, as a human resource management function, is one of the activities that impact most
critically on the performance of an organization. Recruitment and selection also has an important
role to play in ensuring worker performance and positive organizational outcomes. It is often claimed
that selection of workers occurs not just to replace departing employees or add to a workforce but
rather aims to put in place workers who can perform at a high level and demonstrate commitment.
Recruitment and selection play a pivotally role in shaping an organization’s effectiveness and
performance, if work organizations are able to acquire workers who already possess relevant
knowledge, skills and aptitudes and are also able to make an accurate prediction regarding their
future abilities, recruiting and selecting staff in an effective manner can both avoid undesirable costs
for example those associated with high staff turnover, poor performance and dissatisfied customers
and engender a mutually beneficial employment relationship characterized, wherever possible, by
high commitment on both sides. The recruitment and selection of employees is fundamental to the
functioning of an organization, and there are compelling reasons for getting it right. Inappropriate
selection decisions reduce organizational effectiveness, invalidate reward and development
strategies, are frequently unfair on the individual-recruit and can be distressing for managers who
have to deal with unsuitable employees.‟ Recruiting and selection is very important for the survival
of every organization but that does not end there, new recruits need to be developed and appraised
from time to time in order for them to be abreast with new trends and challenges. When employees
are developed it help increase their performance and help sustain the growth of organizations

Incontestably, there is a positive and significant relationship between recruitment and selection and
the organizational performance. This is because the quality and caliber of human resource determines
the extent to which an organization performs in terms of effectiveness, productivity, product quality
and innovation. Employees’ remains the most valuable asset an organization can ever have; because
it is consequent upon this asset that the organization’s ability to perform lies. For instance,
organizational innovation is championed by its staff. Thus, if the recruitment and selection process
in an organization is strictly based on merit, then, highly skilled staffs are expected to constitute its
human resource and this will definitely spearheaded innovativeness in the organization. Also, with
regards to quality of products, only an organization with highly skilled human resource can ensure
22
that quality products are produce by their organization. Also, the recruitment and selection process
will determine who is hired. If properly designed, it will identify competent candidates and
accurately match them to the job. The use of the proper selection device will increase the
performance that the right person is chosen to fill a slot. When the best people are selected for the
effectiveness, productivity and organizational innovation increases. Little wonder, Rauf (2017)
discovered that sophisticated recruitment and selection procedures are positively related to
organizational performance.

CONCLUSION
Effective implementation of human resource practices such as recruitment and selection, is a key to
the organization's success as revealed by the findings of the study. This research has fulfilled the
study objectives, which include elements and dimensions from job analysis, interview, hiring policy
and tests. Furthermore, in the organisations, the labour employer can design jobs to give members
or workers more say in their working lives and develop HR policies and processes to encourage and
empower employees to deliver high levels of performance. This is not always simple and can take a
long time. Hiring policies and processes should be viewed as an investment rather than an expense.
As a result, well-defined policies and procedures must oversee the successful implementation of the
recruitment and selection process. Management of organisations should limit the habit of using the
same recruitment and selection methods of analyzing a job, and instead try to use modern employees'
recruitment and selection methods of analyzing a job, which will allow them to maintain their
competitive while also they should take job specification into cognizance when assigning the job to
improve their performance outcomes. They should ensure that the interview as a process of
recruitment and selection is always focused on organizational goals, as well as establish strong and
functional recruitment and selection interview to regulate their recruitment and selection process,
making their recruitment and selection process more equitable and credible from incessant bias.
Management should have well-defined hiring policies and procedures and oversee the successful
implementation of the recruitment and selection process. This will go a long way in getting rid of
the habit of ownership structure in overbearing control in the recruitment and selection process. The
management should consider merit in recruitment instead of primordial factors as friendship and
relationship. This will facilitate the pool of competent workers in the industry, resulting in good
performance outcomes.

23
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