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A SYSTEMATIC REVIEW OF LITERATURE ON RECRUITMENT AND SELECTION PROCESS

Corresponding author(s) : kanagavalli g..

Humanities & Social Sciences Reviews , Vol. 7 No. 2 (2019): March Article Published : March 5, 2019

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Purpose of the study: The main purpose of this study is to provide a new, macro-level model of strategic staffing to bridge the gap in the knowledge regarding how practices within recruitment and selection systems can work to provide a competitive advantage among various sectors. This study identifies the various methods of recruitment and selection process through a systematic review of literature, which would be the right fit for attracting and selecting employees in an organization.

Design/methodology/approach: Content analysis method is adopted to review the literature and subcategories were formed to analyze the research. Literature was collected from 40 articles of a reputed journal from 2010 to 2018.

Main findings: The review of literature revealed that the recruitment and selection process is carried out in organizations by adopting latest technologies like online portals, outsourcing, job fair, campus interviews, and mobile recruitment applications. The representation of this practice is to find the best candidate for an organization. Besides adopting the latest technology, consideration of the expatriate factor would lead to an effective way of recruitment practices in finding out the right candidate for the right job and thus create a healthier work environment. The expatriate factors have not been considered well in the Indian context, but have been given importance in the global context in the process of recruitment and selection.

Social Implications: Highlighting the significance of various recruitment practices results in the selection of the right person in the right job, which enhances a healthier working environment in organizations, in turn rendering high quality products and services to the society.

Originality of the study: Prior research has studied various factors that influence internal recruitment, external recruitment, and selection process. This study is an attempt to analyze the expatriate factors and other factors through the content analysis method.

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Table Of Contents

Attracting and recruiting quality talent: firm perspectives

Rajagiri Management Journal

ISSN : 0972-9968

Article publication date: 26 August 2020

Issue publication date: 13 October 2020

Understanding matching patterns and determinants of attracting quality talents is an under-researched area, especially from a firm perspective. Firm’s recruitment strategies have an impact on the sorting patterns in the labour market which remains undetermined. This paper aims to explore the drivers of attracting and recruiting quality talents. Also, the role of policies including the national labour laws, industry norms and localised firm policies have on hiring practices and drivers in a developing country.

Design/methodology/approach

This study is underpinned by network theory, equity theory, social exchange theory and resource-based theory. The authors leveraged on a mixed methodology that is a structured questionnaire administered to 200 firm representatives in Lagos and interviews with key informants from the demand side for labour.

The study revealed that firms can leverage on salary, brand name, referral, job security as core factors in attracting and recruiting quality talents. Also, digitisation is a key strategy leveraged on attracting and recruiting quality talents. Techniques such as the use of social media, traditional media, online interviews, physical interviews have proven to help in selecting quality talents.

Originality/value

Specifically, the paper throws light on how firms use different recruitment channels for hiring workers, and how the use of these channels affects the quality of matches. Furthermore, the role of social networks, wages and benefits for firm recruitment and matching efficiency was well highlighted.

• Recruitment
• Labour market
• Quality talents

Adeosun, O.T. and OHIANI, A.S. (2020), "Attracting and recruiting quality talent: firm perspectives", Rajagiri Management Journal , Vol. 14 No. 2, pp. 107-120. https://doi.org/10.1108/RAMJ-05-2020-0016

Emerald Publishing Limited

Copyright © 2020, Oluyemi Theophilus Adeosun and Adeku Salihu OHIANI.

Published in Rajagiri Management Journal . Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at http://creativecommons.org/licences/by/4.0/legalcode

1. Introduction

Attention has recently given to understand how organisations source for their workforce, because employees are widely recognised as valuable assets that organisations can leverage upon for survival and attaining competitive advantage. Firms are constrained with a number of challenges in achieving their production objectives ( Deakins and Bensemann, 2019 ; Fowowe, 2017 ). With an increasing rate of unemployment in sub Saharan Africa ( Abraham and Nosa, 2018 ; Ihensekhien and Aisien, 2019 ), and a focus on decent employment ( Moen et al. , 2020 ), the effort of all stakeholders in the labour market is worth exploring. Understanding matching patterns and determinants of attracting quality talents is an under researched area especially from the firm perspective ( Ghavidel et al. , 2019 ). Firms recruitment strategies have impacts on the sorting patterns in the labour market which remains undetermined ( Hensvik and Skans, 2016 ; Nekoei and Weber, 2017 ). Furthermore, recruiting quality talent enhances productivity and performance which every firm strives to achieve ( Cascio, 2014 ; Maheshwari et al. , 2017 ). Lagos has about 6,000 registered firms cutting across various industries ( Nigeria Companies Directory (NCD), 2020 ). The number of available talents is approximately 9 million youths as at 2020 ( World Population Review, 2020 ).

In developed countries, there are generally openly known industry and role compensation packages ( Adom, 2018 ; Clemens et al. , 2017 ). Different roles have a range of rate per hour or per year. This is however not the same for most sectors in Lagos, Nigeria. Firms which are unable to attract the best talents have issues with productivity and output. Firms in Lagos compete with global companies for their local talent and can easily loose the talent to countries like Canada, Australia and other countries open to immigrant of skilled talents ( Marsh and Oyelere, 2018 ; Chand and Tung, 2019 ). Lagos has a high influx of fresh graduates and also concentration of experienced professionals. The competition for exceptional talent is fierce, and they typically not always on the lookout for job opportunities at least actively ( Mahony, 2019 ; Kireru, 2019 ). Some of these exceptional talents too already are engaged in freelancing and private practice ( Perampalam et al. , 2017 ; Schwartz, 2018 ), some calibers of professionals are social media savvy; others are no, and not be easily visible for opportunities. While the professionals typically talk and engage with each other and share information around compensation and benefits; therefore, the firms are not always this cooperative as they compete for the scare talents ( Chunyan et al. , 2015 ).

Lagos is the “industrial and commercial hub” of Nigeria and the most industrialised state in the country ( Ikpe and Torriti, 2018 ). Lagos accounts for 80% of the value-added growth in Nigeria's manufacturing sector and generates 65% of Nigeria's value added tax (VAT) (Central Bank of Nigeria 2017). Lagos is also the financial capital of the country. It has more than 200 well capitalised and efficiently managed banking and financial institutions ( Juliana and Okoye, 2016 ; Adewale, 2018 ). Lagos accommodates the largest number of businesses among all the states in the federation and 11.5% of small businesses in Nigeria (Small Medium and Development Agency of Nigeria, 2013). Lagos has a large population of about 17.5 million as of 2017 ( National Bureau of Statistics report, 2018 ) which translates into a huge market for goods and services. It is home to the Apapa and the Tin Can Island seaport that handles 70% of total national cargo freight in Nigeria; this has increased her need for recruitment of quality talents by firms operating in the state.

With an average graduate churn out of 600,000 by tertiary institutions in Nigeria and the graduate unemployment put at 25.4 m or 38.1% ( NBS, 2019 , Q2), it looks like sourcing for employees should be easy. However, many employers of labour lament that they find it difficult to fill vacant roles ( Eneji et al. , 2013 ; Longe, 2017 ). Getting a quality candidate out of a large pool is difficult due to the quality of candidates and lack of workplace readiness ( Aloysius, 2019 ; Silva and Crisp, 2020 ). Consequently, multiple layers of assessment and screening are put in place at a great cost by firms to sieve through the crowd and pick out the best and brightest. On the other hand, the exceptional graduates who are few are conscious of their worth and value and hence highly mobile ( Lievens and Slaughter, 2016 ; Hu, 2017 ; Okolie and Irabor, 2017 ). This is particularly true of the younger generation called Millennial. This is part of the challenge firm faces in attracting and retaining quality talents.

Therefore, to be at the forefront in retaining talents, firm brand need to display the capability of projecting the image and personality of the organisation as an attractive employer of labour, exposing employee to its guiding principles, ideals, code of conduct as a way of attracting, engaging and retaining quality talents ( Drury, 2016 ; Dabirian et al. , 2017 ). Also, Chabra and Sharma (2014) opined that determinants of workplace attractiveness such as compensation, career opportunities, nature of the job and corporate culture should be communicated by the employer brand to enable organisations to attract, engage and retain talents.

This research therefore explores the drivers of attracting and recruiting quality talents, and the roles that national labour laws, industry norms and localised firm policies have on hiring practices and drivers in developing country. Specifically, this paper tends to throw more light on the following research questions: how do firms use different recruitment channels for hiring workers, and how does the use of these channels affect the quality of matches? What is the role of social networks for firm recruitment and for matching efficiency? To what extent do firms use wages and other benefits to improve their hiring process? Are recruited talents productive and capable of improving performance?

2. Literature review

2.1 employee recruitment.

Recruitment has a long history, most likely to pre-historic times because people tend to consume the services of others to achieve what they cannot singlehandedly accomplish ( Adetunji and Ogbonna, 2013 ). The process of searching for the best candidates and attracting them to consider job offers is regarded as recruitment ( Cole, 2005 ; Bhupendra and Swati, 2015 ). However, when an organisation ended up either erroneously or intentionally hiring the wrong candidates for its jobs, then it becomes a liability or a huge cost that might negatively affect the business activities of such a firm ( Ekwoaba et al. , 2015 ). This has therefore made recruitment process a human resource strategy that can determine the fortune of an organisation, because, getting high-quality talents and competent workforce is a key source of sustainable competitive advantage ( Hiltrop, 1999 ; Bondarouk et al. , 2014 ). Acquiring and retaining superior talent through appropriate recruitment process is critical to firm’s image ( Oginni and Ogunyomi, 2012 ; Bouton, 2015 ). It is a valuable weapon for an organisation that has workforce of good quality talent ( Tlaiss et al. , 2017 ).

2.2 Employee recruitment process

Recruiting talented workforce is critical to a firm’s success and superior performance, but to hire the most talented, effective recruitment process needs to be considered ( Breaugh, 2009 ). It is argued by this author that no best way to hire best talented, but the situation at a point determines the best method to apply. However, Figure 1 demonstrates a recruitment process as proposed by Breaugh (2009) .

The model in Figure 1 indicates that, for an organisation to hire talent to fill a gap, the first thing to do is to strategically formulate recruitment objectives. This could be carried out by seeking inputs from those that have vital information about the skills required and the particular unit that is in need of such talent. The second phase of the model maintains that there should be a coherent strategy to fill the gap through specific plan of actions ( Breaugh, 2009 ). The third phase of the model is about exploring all possible channels through which the needed talent can be acquired, either internally or externally. Most human resources managers are concerned about whether their outcomes meet their original objectives, but unfortunately, some many firms do not formally appraise recruitment efforts ( Breaugh, 2009 ; Carlson et al. , 2002 ). Measuring and evaluating results in the fourth phase of the model involves comparing the current result with the previous data either from within or information from universities, recruiting agencies, consulting firms or any other external source. The model is cyclical in nature because firms continuously engage in hiring talent to fill gaps as long as they still exist.

2.3 Sources of recruitment

Recruitment can be carried out either by the organisation itself or contracting it out to an external body through outsourcing. However, selecting the most effective recruitment source is situational and it has its attendant benefits and challenges according to Arthur (2004) . Some of the recruitment sources, their benefits and challenges are demonstrated in Table 1 .

2.4 Social media

According to Kaplan and Haenlein (2010) , social media is an internet-based platform that allows users to generate and exchange ideas, contents and values. For this reason, social media has increasingly played a crucial role in human resources management in general and hiring quality talent in particular ( Landers and Schmidt, 2016 ). Landers and Schmidt (2016) opine that social network sites contain three major features such as allow users to generate a public personal profile; specify a list of connections with others using sites like Facebook, Twitter and LinkedIn; and observe and explore content from within and connections of others to achieve a purpose. Adopting social media platforms for recruitment has its benefits and challenges. Most opinion in the practice of social media-assisted employee hiring is informal, unsystematic, muddled and anecdotal ( Bondarouk et al. , 2013 ; Landers and Schmidt, 2016 ). However, social recruiting approach can offer speed, efficiency and the firm’s ability to target and attract suitable candidates, and as well provide useful and additional information about a potential candidate or job seeker ( Emanuela, 2018 ).

The internet has offered many companies the opportunity of reducing the burden of recruitment and they have keyed into it in their recruitment process ( Mindia and Hoque, 2018 ). Against the huge time and resource required in screening qualified candidates, given a large pool of applicant. Software have now been a veritable tool in the screening of applicant ( Omolawal, 2015 ). The internet provides an avenue for online aptitude test and assessment which is becoming more popular and widely acceptable in the selection and requirement of quality talents ( Randall, 2016 ; Ujah-Ogbuagu, 2019 ). Interview process is aided with video conferencing, reducing cost of transport and other associated risk, offer letter can be gotten through the internet, e-signing allows acceptance or rejection of an offer online without much stress ( Petre et al. , 2016 ).

In another vain, the development of database which allows job seeker upload their curriculum vitae provides an avenue for recruiters to search for candidates that suit vacant roles, it also allows those who are willing to change job to apply without being very active in job search ( Fiandrino et al. , 2016 ; Leach et al. , 2017 ). Among software being used are HR software, Application Tracking System (ATS), web 2.0 Artificial Intelligence (AI) among many others. Albert (2019) and Son et al. (2019) . The use of internet further positively improves the corporate image and profile of firms, reduction in recruitment cost, administrative burden are some of the benefit of using the internet as a recruiting platform ( Fred and Kinange, 2018 ).

3. Theoretical framework

This study is underpinned by network theory, equity theory, social exchange theory and resource-based theory. Network theory is proposed by Johanson and Mattsson (1988) in with the postulation that every business venture makes use of available networks to acquire resources both human and material to achieve its goals and objectives. The network theory is useful in this study to address the issue of how firms in Lagos relate and network with the business environment to make use of the available recruiting channels through social networking for them to source and recruit quality talents. However, networking alone may not be able to resolve the issue because employees will like to take the jobs that seem fair to them according to equity theory as postulated by Adams (1963) . Organisations sometimes find it difficult to recruit and select employees with the right qualifications to help realise goals, but the appropriate recruitment and selection is that which gives every applicant an equal opportunity ( Deshpande and Golhar, 1994 ; Atkinson and Storey, 1994 ).

Every organisation is a social entity that takes inputs from the environment and in returns, sends outputs back to the same environment. For this reason, firms engage in social exchange. Social exchange theory has gained much interest in the literature and has been applied in understanding workplace behaviour ( Cropanzano and Mitchell, 2005 ), such as psychological contracts ( Rousseau, 1995 ) and networks ( Brass et al. , 2004 ). One of the major arguments of this theory is that, it is an exchange of values or actions between individuals ( Homans, 1961 ); therefore, the extent to which firms use wages and other benefits in their hiring process may attract quality talents that will serve as valuable assets. Human resource is a valuable assert for an organisation, because resource based theory has maintained that competitive advantages can be attained by the firm’s resources that are rare ( Barney , 1991, 2001 ).

4. Data, methods and descriptive analysis

4.1 methods.

The paper leveraged on mixed methodology. We are motivated to use this research method because of its potential to confirm research findings through triangulation, gather richer data, and to initiate new modes of thinking ( Rossman and Wilson, 1985 ; Denscombe, 2008 ). We adopted both survey and also interviews with key informants ( Marshall,1996 ). The key informant technique was adopted to obtain quality insights and information data within a short period and also practical solutions ( Marshall,1996 ). The key informants were identified upfront abd were selected based on the fact that they are opinion and thought leaders in the Human Resource space. Twenty key informants were identified and interviewed successfully.

We used structured interview with open-ended and closed-ended questions and interviews with key informants from the demand side for labour. We conducted the primary survey within the first quarter of 2020, administering 200 questionnaires in a five-point Likert scale form to human resource managers who advise the organisations management on people matters including recruitment and attraction of new employees; representatives of employers of labour from the organised private sector and government agencies based in Lagos.

For the sample size, we leverage on the 250 population of the Nigerian Employers Consultative Association.

We arrived at the sample size (150) by applying the Yamane formula for determining the sample size given by: n=N/(1+Ne^   2) where

n = corrected sample size

N = population size and e = Margin of error (MoE)

e = 0.05 based on the research condition ( Yamane, 1967 ; Singh and Masuku, 2013 ).

However, we reached out to 200 people to accommodate for no response or invalid responses and to have a more robust in-depth. The study used descriptive statistics ( Boodhoo and Purmessur, 2009 ) to provide inference from data gathered. Descriptive statistics was used as data obtained are qualitative, in a form of likert scale question.

The population cuts across all the diferent sectors and industry as a cross-sectional approach was taken to the survey using simple random sampling to provide equal opportunities to all Human Resource managers across all sectors within the membership base. The survey was administed using google survey to the participants who were informed of the purpose of the survey. Of the 200 questionnaires, 168 was returned while 18 was incomplete, 150 was valid and therefore used in the course of the study. We proceed to use descriptive analysis to generate insights from the data generated.

4.2 Data analyses

4.2.1 result presentation..

In attracting suitable talents by firm, several factors contribute to the choice of candidate selected.

In carrying out this study, firms in the private sector form the majority, constituting 79% of the sample; this is because private firms carry out recruitment processes more when compared to the private sector. Hence, they have better contribution than the public sector. From the respondents, most firms hire senior members of the organisation from outside the firm with the belief that they will be able to inject fresh ideas that will aid productivity and performance ( Table 2 ).

The impact of digitisation is evident on the recruitment process of the firms; most of them took advantage of technology to drive their selection, training and placement processes. From the sample, 46% do not state salary when placing advertisement, stating that it mostly gives rise to higher application and makes it difficult to select those who are passionate about the job, while a higher salary scale attracts many candidates, a lower salary scale can further put candidates off including capable candidates. However, 29% include salary range in calling for application. Overall, firms outline benefit attached to a vacant position when seeking qualified candidates.

In attracting quality talents, firms leverage on some certain factors, among such factor is salary, brand name, flexible working conditions among other. Table 3 highlights the effect of such factors in attracting and recruiting quality talents.

Expert in the human capital believe strongly that firm can leverage on salary, brand name, referral, job security as core factors in attracting and recruiting quality talents. Among the respondents, there are divergent opinions about job title as a core factor in attracting and recruiting quality talents, for instance, 36% agreed, 41% disagreed, while 22% are uncertain of the importance of job title as a factor to leverage on in attracting and recruiting quality talents. Outsourcing and recruiting agencies are seen as a viable factor to leverage on in attracting and recruiting quality talents most of the respondents agreed to their impact. There is also a mix feeling about flexible working opportunities as a factor to leverage on in attracting and recruiting quality talents. In the bid to attract quality talents, job security play a vital role, employee are always looking for jobs that can guarantee them long time job security; therefore, firm with job security leverage on such goodwill to attract talent unlike firms that do not guarantee job security.

Firm overtime develops certain criteria which form porting of the selection process. Indeed, many of such criteria have barred many from being considered in the selection process. Table 4 gives a breakdown of the position of the respondents when asked about their thought on such criteria in selection process. While most of the respondents are in favour of Bachelor of Science over Higher National Diploma, as a factor to consider in the selection process, many are also of the opinion that the class of degree obtained in various institution of learning is also a strong criterion to consider. They favour first-class candidate and those with second-class upper over those with lower grades such as second-class lover, third class and pass.

When it comes to school attended by candidates, about 57% of the respondents believe there should not be discrimination between those who went to private, federal and state schools. Furthermore, age and gender of candidate should not be a barrier to their being selected. However, some respondents are of the opinion that there are some certain positions that cannot be managed by a person of lower age or gender.

Aside from leveraging on some key factors in attracting quality talents, techniques applied in the selection process was considered. Techniques such as the use of social media, traditional media (television, newspapers and radio), online interview, physical interview, etc., were considered. Respondents were asked to evaluate the impact of the technique in attracting and recruiting quality talents, the result is presented in Table 5 .

Recruiters believe that the social media platform is a good technique to attract suitable candidates. Uncertainty was expressed in their opinion on traditional media such as newspaper, television and radio, they believe the impact may not be measurable and may lead to pool of unskilled applicant; furthermore, talent targeted at may not see such advert. Respondents are in agreement with using professional and personal networks to attract quality talents, it is believed that professionals are able to identify and recommend talents that are capable of filling vacant positions. In face of ever improving technology, online interviews and assessment are been embraced by recruiters and found to be a good technique to attract quality talent, physical assessment of talents have also proven to be a good technique in attracting quality talents.

4.2.2 Qualitative data analysis-interview.

In the face of modern trend in the labour space, respondents were asked to suggest modifications that can be adopted or suitable for firms to attract and recruit quality talent. The expert feedback generally aligned with the feedback from the administered questionaires. Some of their responses are standardisation of benefits within industries and salary disclosure in all advertisements; review of labour laws to cover electronic recruitment, remote working and emerging work situations. Also more investment by firm management in technology tools such as artificial intelligence and digitalisation should be embraced at work place. Furthermore, candidates are advised to be more tech savvy and familisare themselves with mordern apps and gadgets as traditional recruitment would soon be the exception rather than the rule. Firms also use technology to drive feedback to applicants and carry them along on their interview status.

In the bid to improve organisational policies with respect to recruitment, suggestions were made by the respondents, such suggestions are as follows: Organisations are encouraged to leverage more on technology, do first level interviews electronically before candidates are brought in for physical assessment; video teleconference can be adopted this will reduce cost of physical travel expenses and risk associated with travelling; social media and technology play a vital role in modern recruitment; hence, it positives can be adopted in recruitment process; improved disclosure and data protection; there should be more background check even during and after recruitment to ensure credibility and prevent impersonafication or cheating by the candidates. The government should also improve generally on infrastructure such as electricity and internet bandwidth that technology depends on as the absence of this is sometimes a source of frustration to the firms and candidates.

5. Conclusion and policy implications

The study aims to examine the firm perspective in the recruitment process, what they look forward to in their selection and recruitment processes. Overall, firms have high expectations from candidates seeking to fill vacant positions at various points in time. It was found out in this study that firms can leverage on salary, brand name, referral, job security as core factors in attracting and recruiting quality talents. Digitisation is regarded as a key ingredient in attracting and recruiting quality talents. Techniques such as the use of social media, traditional media, online interview, physical interview have proven to help in selecting quality talents. Evidently, the study found relationship between the network theory which gives an overview of the interactions within an organisation and the views of the respondent. Many human resources manager leverage on relationship with colleagues and social networks in the bid to attract quality talents. Findings also aligned with the equity theory, fairness to employee, employee compensation, etc., are key in attracting and retaining quality talents.

It is recommended that organisations are encouraged to invest more in technology and digitalisation so they can leverage more on information technology and the social media platforms to aid in attracting quality talents, and adequate background checks should be done on candidates to curb falsification of certificates and identity. Staff and management involved in recruitment should be trained in how to manage remote interviews and engage with candidates appropriately. The organisation interfaces via social media should be enhance and populated with information that will attract the right kind of candidates. In addition, video teleconference can be adopted; there should be eradication of age restrictions on vacancies. Online assessment can be done to ease stress on the candidates and save time in filling vacancies. Furthermore, the labour laws should be reviewed to support electronic recruitment, remote working and electronic docuementations of employees and contract enforcement. Greater transparency in wage and benefit information disemination should encourage to reduce exploitation of employees at all levels.

Employee recruitment process

Sources of recruitment

Source	Benefits	Challenges
Advertising	Wide audience	Not cost-efficient
Direct mail	Selective and personalised	Time-consuming and opening of mails may be frustrating
Firm-sponsored social event	Cost-efficient	Possibility of ‘sales pitch’ resent by attendees
Electronic recruitment	Cost-efficient and paperwork reduction	Possibility of having a large number of unskilled applicants
Employment agencies	Large pool of applicants	Not cost-efficient and unqualified applicants
Professional association	Cost-efficient and personal referrals	Possibility of having rejected applicants by someone else
Newspaper inserts	Easily removed	Can be easily overlooked and lost
Campus recruiting	Possibility of selecting best and top students	Not cost-efficient
Government agencies	Cost-efficient and large pool of applicants	Possibility of unqualified applicants
Job posting	Time and cost-efficient, revealing hidden skills and creation of openings at lower level	Lack of control by managers, and bitterness of an employee who posts for job levels
Fundamentals of human resources management

		(%)
Private company	75	79
Public agency	20	21
Within	25	26
Outside	70	74
Positively	78	82
Uncertain	14	15
No impact	3	3
No	44	46
Some times	20	20
Yes	31	29
Yes	52	55
Not always	19	20
No	24	25

Authors computation 2020

	Strongly disagree (%)	Disagree (%)	Uncertain (%)	Agree (%)	Strongly agree (%)
Salary as core talent attraction	4.2	14.7	7.4	47.24	26.3
Brand name as core talent attraction	2.1	–	18.1	61.1	17.9
Referral as core talent attraction	4.2	5.3	14.7	38.9	36.8
Job title as core talent attraction	13.7	27.4	22.1	30.5	6.3
Location as core talent attraction	–	24.2	40.0	26.3	9.5
Outsourcing agency to secure talent	11.6	9.5	27.4	34.7	16.8
Recruitment agency to secure talent	11.6	7.4	29.5	26.3	25.3
Flexible working opportunities	4.2	30.5	18.9	30.5	15.8
Job security	4.2	14.7	28.4	20.0	32.6

Authors compilation 2020

Extent to which respondent agree or disagree with below techniques in attracting and recruiting quality talents

Source: Author computation 2020

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Acknowledgements

The authors acknowledge everyone who have and will still contribute to the great success of this research work. Special thanks to Owolabi kayode, Esther Ezemba, Charles Orakwe and Dr Omolara Morounkeji Faboya for their support and contribution towards the research.

Funding details : The authors received no direct funding for this research work.

Declaration of interest statement : The authors declare no conflict of interest.

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JSmol Viewer

Challenges in recruitment and selection process: an empirical study.

1. Introduction

2. study background and approach, 2.1. applicant attributional-reaction theory (aart) based framework.

• start with the applicant’s perception from the process, such as their experience and emotions during the selection process, such as being ‘stressful’, ‘positive’, ‘unfavourable’, or ‘surprising’ [ 30 ]
• gather the applicants’ interpretation of the emotion seeking the cause for that feeling
• compare the applicants’ experience with their rules of justice
• explore whether justice was maintained or not [ 31 ]
• gather the applicants’ response to the outcome along with reasons
• lastly, determine the applicants’ reactions to the actions in the course of the selection process in accepting or rejecting the job offer or rejection [ 26 ]

2.2. Demographics of the Data Collected

3. empirical study design, 4. analysis of critical aspects of the recruitment and selection process, 4.1. hiring member perspective, 4.2. test result outcome, interpretation of the findings, 4.3. applicant perspective, 5. summary of findings and discussion, 6. conclusions and future research, author contributions, conflicts of interest.

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Rozario, S.D.; Venkatraman, S.; Abbas, A. Challenges in Recruitment and Selection Process: An Empirical Study. Challenges 2019 , 10 , 35. https://doi.org/10.3390/challe10020035

Rozario SD, Venkatraman S, Abbas A. Challenges in Recruitment and Selection Process: An Empirical Study. Challenges . 2019; 10(2):35. https://doi.org/10.3390/challe10020035

Rozario, Sophia Diana, Sitalakshmi Venkatraman, and Adil Abbas. 2019. "Challenges in Recruitment and Selection Process: An Empirical Study" Challenges 10, no. 2: 35. https://doi.org/10.3390/challe10020035

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THE EFFECTS OF EMPLOYEE RECRUITMENT AND SELECTION PROCESS ON ORGANISATIONAL PERFORMANCE: A SYSTEMATIC LITERATURE REVIEW AND META-ANALYSIS

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Reengineering the Recruitment Process

The skills needed in many roles are continually changing—and sources of talent are too.

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The Impact of Effective Recruitment and Selection Practice on Organisational Performance (A Case Study at University of Ghana)

Table of contents, 1. introduction, 2. a) project research problem, 3. b) case organization: university of ghana, 5. orientation a) literature review, 6. global journal of management and business research, 7. global journal of management and business research, 8. year ( ), 9. recruitment and selection practices and performance, 10. global journal of management and business research, 12. methods and analytical tools, 13. results and analysis, 14. (), 15. v. implications and recommendations, 16. conclusion.

ecruitment and selection is the process of attracting individuals on a timely basis, in sufficient numbers and with appropriate qualifications (Walker, 2009) . Some of the processes in selection include screening applications and resumes, testing and reviewing work samples, interviewing, checking references and background. Organizations use these processes to increase the likelihood of hiring individuals who possess the right skills and abilities to be successful at their jobs (Walker, 2009) .

However, most recruitment and selection processes have elements of biased judgment inherent in them. But treating job applicants in a professional and positive manner is more likely to leave them, whether they are successful or not, with a positive view of the organization and how it has dealt with the applicants (National University of Ireland, 2006) .

The challenge for many researchers then have been to demonstrate how scientifically derived recruitment and selecting practices add value to organization's performance. Recruitment and selecting staff is expensive both in terms of time and money, and it is therefore important that the process is carried out effectively and efficiently so that the results in the appointment of a person would fits the job being occupied. Djabatey (2012) .

Better recruitment and selection strategies result in improved organizational outcomes. The more effectively organizations recruit and select candidates, the more likely they are to employ and retain satisfied employees. In addition, the effectiveness of an organization's selection system can influence bottomline business outcomes, such as productivity and financial performance.

In Ghana and other parts of the world, recruitment and selection processes are practiced to some extent even though job placements in both public and private organizations are more or less affiliated to networking and political inclinations. Another worrying problem in recruitment and selection process is sexual harassment of female applicants. It is vital that organizations select people with the quality essential for continued success in this competitive global village of today. The only means of achieving this success is through proper recruitment and selection practices. Recruitment and selection process is vitally important to any organization, eager of attracting and appointing qualified personnel. Getting the right people in the right place at the right time doing the right job is an essential element of recruitment and selection process which can affect the performance of the organization. The researcher has observed that, at University of Ghana, many people with different qualifications, work experiences and culture background are those who normally apply when vacancies have been declared. Impression of biasness on the side of applicants who were not selected is then label against the management. Hence the need to ascertain the impact of effective recruitment and selection practices on performance at University of Ghana.

The University was founded in 1948 as the University College of the Gold Coast on the recommendation of the Asquith Commission, on Higher Education in the then British colonies. The Asquith Commission, which was set up in 1943 to investigate Higher Education, recommended among other things, the setting up of University Colleges in association with the University of London. This was followed up by a number of separate Commissions in different regions. The West Africa Commission was under the Chairmanship of the Rt. Hon. Walter Elliot. The Elliot Commission published a majority report which recommended the establishment of two University Colleges in the Gold Coast (Ghana) and Nigeria, and a minority report which held that only one University College for the whole of British West Africa was feasible. The British Government at first accepted the minority report of the Elliot Commission and decided that a University College for the whole of British West Africa should be established at Ibadan in Nigeria. But the people of the Gold Coast could not accept this recommendation. Led by the scholar and politician, the late Dr. J.B. Danquah, they urged the Gold Coast Government to inform the British Government that the Gold Coast could support a University College. The British Government accordingly reviewed its decision and agreed to the establishment of the University College of the Gold Coast.

The literature review is a summary of subject field that support the identification of specific research questions (Rowley & Slack: 2004). It is the main body of the study that enabled the researcher to gain the detailed understanding of the topic and to develop the questionnaires that will aid data collection and analysis. This chapter provides a theoretical review of the literature on the impact of effective recruitment and selection practice on organizational performance and therefore justifies the need for this study.

i. Recruitment Recruitment according to Weihrich and Koontz (1994) , involves attracting of candidates to fill the positions in an organizational structure. Recruitment As explained by Opatha (2010) is the process of finding and attracting suitably qualified people to apply for job vacancies in the organization. It is a set of activities an organization uses to attract job candidates who have the needed abilities and attitudes. Recruitment is the process of generating a group of qualified applicants for organizational job vacancies. However, Stonner, Freeman and Gilbert (2000) stated that the purpose of recruitment is to provide a group of candidate that is large enough to let managers select the employees they need. Before recruiting begins, the position's requirements which should relate to the task must be clearly identified.

ii. Methods and Sources of Recruitment Flippo (1984) opined that the sources of employees can be classified into two types, internal and external.

The methods of recruiting will depend upon the source of recruitment the organization intends to utilize (Ejiofor 1989) . Where an organization decides on a policy of recruitment from within, then the methods of recruitment will include job posting on public boards in order to inform all employees and so allow open competition; the secret review of the records of employees and giving the jobs to chosen employees; and finally, announcement to employees and unions that there are vacancies and that new hands will be welcome. Employees and unions are then in a position to inform friends, relations and colleagues. These methods of recruitment will work well for filling low-paid positions in the organization.

It is often argued that a policy of internal recruitment is superior to a policy which looks outside the boundaries of the organization because it allows individual development. Employees, it is said, have a right to advance in their jobs and therefore should be given first consideration when job occur. Filling a job opening from within the firm has the advantages of stimulating preparation for possible transfer or promotion, increasing the general level of morale, and providing more information about job candidates through analyses of work histories within the organization. An internal search of the computer personnel data bank can flag personnel within minimum qualifications for the job opening. Such system is more compatible with adapting the organization to the needs of individuals.

A job posting system has a number of advantages. From the view point of the employee, it provides flexibility and greater control over career progress. For the employer, it should result in better matches of employee and job, in addition to meeting requirements for equal opportunity for advancement of all employees (Flippo 1984) .

While this argument is generally valid, it is well to remember that occasions often arise when existing employees do not possess the skills for the required tasks, or when giving them such skills will entail

Volume XVI Issue XI Version I Year ( ) A considerable costs to the organization. It has been argued that, no matter how much a company may design its manpower requirements to take account of internal skill developments, it still becomes necessary to bring in new talents into the organization through external recruitment. Details of these sources are discussed below; a. Advertisement: is the most common form of external sources of recruitment. Organizations advertise vacant position on both electronic print and media to access a larger pool of applicants. As cited by Nel et al. (2009:226) , an advertisement has communication as its basic underlying principle and it should be worded in a manner that triggers responses from job seekers. Recruiters should formulate the wording of advertisements in a manner that is not discriminatory.

b. E-Recruitment: or online recruitment uses webbased tools such as a firm's public internet site or its own intranet to recruit staff. The processes of erecruitment consist of attracting, screening and tracking applicants, selecting, and offering jobs or rejecting candidates. Cappelli (2001) has estimated it that it costs only about one-twentieth, as much to hire someone online.

c. Employment Agencies: Employment agencies, sometimes referred to as labour brokers, even though they can face criticism from labour unions in Ghana, tend to be fast and efficient in recruiting applicants for specialized positions. For a fee collected from either the employee or the employer, usually the employer, these agencies do some preliminary screening for the organization and put that organization in touch with applicants. Private employment agencies differ considerably in the level of service, costs, policies, and types of applicants they provide. Employers can reduce the range of possible problems from these sources by giving a precise definition of the position to be filled (Sims, 2002) .

d. Labour Offices: are sources of certain types of workers. In some industries, such as construction, unions have traditionally supplied workers to employers. A labor pool is generally available through a union, and workers can be dispatched to particular jobs to meet the needs of the employers.

In some instances, the union can control or influence recruiting and staffing needs. An organization with a strong union may have less flexibility than a nonunion company in deciding who will be hired and where that person will be placed. Unions also can work to an employer's advantage through cooperative staffing programs, as they do in the building and printing industries (Keshav, 2013) .

e. Employee Referrals: An employee referral program is a system where existing employees recommend prospective candidates for the job offered, and in some organizations if the suggested candidate is hired, the employee receives a cash bonus. Under this method, a candidate is appointed on the recommendation of some currently working employees. Hence, the HR managers of various companies depend on the present employees for reference of the candidates for various jobs. Stonner, Freeman and Gilbert (2000) see the selection process as the mutual process whereby the organization decides whether or not to make a job offer and the candidate decides whether or not to accept it. In the view of Ejiofor (1989), selection is the process of choosing from the pool of potential employees available those jobs in terms of qualified job and organization requirements. Mondy (2010: 136) refers to selection as 'the process of choosing from a group of applicants those individuals best suited for a particular position in an organization'. One thing that stands apparent from the above is that, selection is typically made from among many applicants that have applied for positions and meet the organization requisite.

iv. The Process of Selection Flippo (1984) sees selection process as hiring procedure. According to him, in the hiring procedure varying methods are used to discover significant information about an applicant, which can then be compared with the job specification. He is of the opinion that there is no standard procedure adopted by all firms, the following is an example of a popular method: Initial or preliminary interview: This initial interview is usually quite short and has as its objective the elimination of the obviously unqualified. In many instances it is a standing interview conducted at a desk or railing.

Volume XVI Issue XI Version I

The more obvious facts and impressions are the type generally obtained in an interview. Appearance and facilities in speech are evaluated. Applicants are often asked why they are applying for a job with this particular organization. Salary requirements are ascertained.

An idea of education and experience can be obtained by knowing the time applicants finished in school and the names of job previously held. Many firms do not bother to initiate any paper work at this early stage. If the applicant appears to have any chance of qualifying for existing job openings, he or she is given the application blank to complete. Application Blank-One of the general principles of hiring procedures is to assign each step information objectives that can be best obtained by the methods of that particular step. Factual information should be obtained by means of an application blank. We should not automatically assume that all information written on the blank by the applicant is correct. References: The purpose of the reference check is to obtain information about past behaviour of applicants and to verify the accuracy of information given on the application blank. Cole (2005) expressed that most public sector organization take up references before short listed candidates are called for interview; while private sector organization tend to take them up after the candidate has been interviewed and a provisional offer of appointment made. The most common method of checking was a combination of letters and telephone calls. Letters of reference carried by the applicant are of little value; one knows what is in them. Psychological Tests: The next step in the procedure outlined above is that of testing. Most of the larger companies that can afford to have a more detailed and accurate selection procedure do utilize some form of employment testing. It is the smaller company that frequently does not bother with tests, but places great reliance upon the interview. Interviewing: Interviewing is probably the most widely used single method of selection. A substantial amount of subjectivity, and therefore/ unreliability, is to be expected from interviewing when used as a tool of evaluation. One human being is evaluating another in somewhat strained and artificial circumstances. The specific sources of unreliability are several in numbers. First, the interview is allocated information objectives that cannot be obtained otherwise; this it deals with intangible goals such as assessing leadership role fit, and inner motivation. Secondly, much research of specific sources of subjectivity has demonstrated the following: (1) those interviewed immediately after the candidates are appraised more favourably; (2) excessive weight is given to unfavourable information, with only one negative item leading to rejection in about 90 percent of the cases in one study; (3) interviewer stereotyping exists with more females recommended for such jobs as editorial assistant and more males for personal technician; (4) interviewers sometimes make a decision very early and conduct the rest of the interview searching for substantiating information; (5) when favourable information is received to unfavourable, the applicant fares better; (6) the greater the number of job vacancies the more favourable the applicant evaluation and, (7) interviewers are often affected by appearance and non-verbal clues having little to do with job performance. Approval by the Supervisor: Following the outlined procedure, we should now be of the opinion that a candidate who has successfully completed all steps thus far should be hired. At this point in the process, a third interview is conducted. The information objectives of this interview may well overlap those of the preceding one. This overlap is not undesirable for at least two reasons. First, the organizational relationships often require that the supervisor be given the right to pass upon personnel; otherwise he or she cannot be held accountable for their performance. Secondly, the qualities that are generally appraised in an interview are highly intangible, such as personality, ability to get along with others and leadership potential. In such matters, it is helpful to have an appraisal by both the staff employment interviewer and the supervisor, who is better acquainted with the actual Job conditions and the type of personnel at present in the department. Physical Examination: The physical examination is an employment step in most businesses. It can vary from a very comprehensive examination and matching of an applicant's physical capabilities to job requirements, to a simple check of general physical appearance and wellbeing. In the hiring procedure, the physical examination has at least three basic objectives. First it serves to ascertain the applicant's physical capabilities. Can the applicant work standing up? Is his or her eye sight sufficiently keen to meet the job requirement?

The second objective of the examination is to protect the company against unwarranted claims under workers' compensation laws, or against lawsuits for dangers.

Recruitment, as a human resource management function, is one of the activities that impact most critically on the performance of an organization. While it is understood and accepted that poor recruitment decisions continue to affect organizational performance and limit goal achievement, it is best that much effort is put in the recruitment and selection practices (Randall, 1987) .

Recruitment and selection also has an important role to play in ensuring worker performance and positive organizational outcomes. It is often claimed

Volume XVI Issue XI Version I Year ( ) A 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 (Ballantyne, 2009). Recruitment and selection play a pivotally important 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 study employed descriptive, crosssectional survey design. The target population was the human resource management. A total sample of 300 was taken from the target population. The study employed a non-probabilistic sampling technique, precisely purposive sampling. The study area is constituted by different locations within the study area. These locations of the various faculties were considered as strata in the population and respondents were selected purposively. Data for the study was obtained by the administration of a questionnaire. The questionnaire had two sections. The first section consisted of demographic information such as age, and marital status of respondents. The second section dealt with satisfaction factors that predict workers who can perform at a high level and demonstrate commitment.

The study makes use of the logistic regression model. Logistic regression is based on binomial probability theory. It is a mathematical modeling approach used in describing the relationship of several independent variables to a dichotomous dependent variable or a limited dependent variable. Binary Logistic regression is a prognostic model that is fitted where there is a dichotomous/binary dependent variable like in this instance where the researcher is interested in whether human resource management is satisfied, or not. Usually, the categories are coded as "0" and "1" as it results in a straightforward interpretation. Normally the category of interest also affectionately referred to the case is typically coded as "1" and the other group is also known as a "non-case" as "0". In this work HR satisfaction, "case", will be denoted by 1 and if HR is dissatisfied "non-case" will be denoted by 0.

According to Harrell (2001), the formula for a logistic regression model is given by;

= ?? ?? ?? Furthermore, Kutner, Nachtsheim, Neter, and Li (2005) stated that since the dependent variable is dependent and can take values 1 and 0 with probabilities ??(?? ?? ) and 1 ? ??(?? ?? ) respectively, Y follows a Bernoulli distribution with (??) = ??(?? ?? ).

The probability density function can be presented as

for ?? ?? = 0,1,2, ? , ?? The?? ?? 's are assumed to be independent and thus, the joint probability function is given by

Where ?? is a vector of unknown parameters IV.

A total of 300 HR personnel completed the questionnaire on satisfaction factors that predict workers who can perform at a high level and demonstrate commitment.

Table 1 summarizes the socio-demographic information of the respondents. From the Table 1 , 142 of the respondents representing 47.3% were males whereas 158 representing 52.7% were females; in which majority of people who responded to this questionnaire are between 30 and 35, followed by 36 and 45. This means that close to 94% = (61.3 + 32.7) of the time, views leading to conclusions drawn from this research could be attributed largely to HR of that age group. The analysis further indicated that out of the total 300 respondents, majority of them which represent 24% were single whiles the rest 76% were married. From the table, the Wald statistics and the significance level shows that 4 out of the 7 independent variables namely;"X2 (Application Blank)", "X4 (Psychological Tests)", "X5 (Interviewing)" and "X6 (Approval by the Supervisor)" were significant to the Thus the logistic function is given by the equation (1) below:

1 + ?? ?(5.033?0.737??2+0.755??4?0.845??5?0.980??6)

Furthermore, the odd ratio (??????(??)) for the significant factors, shows the increase (or decrease if the ratio is less than one) in odds of being in one outcome category (satisfied or not satisfied) when the value of the predictor increases by one unit. From table 4.6, the odds or risk of HR being satisfied, is 0.795 for X2. This indicates that, the risk of HR being satisfied is 0.795. For X4, the odd ratio of 2.128 indicates that the risk of HR having satisfaction with psychological tests 2.128 times more likely to derived satisfaction as compared with those not having psychological tests, all other factors being equal. For X5, the odd ratio of 0.430 indicates that the risk of HR satisfaction is 0.430 times higher for HR than for HR who does not have access to interviewing, all other factors being equal. Furthermore, for X6, the odd ratio of 2.665 indicated that the risk of HR deriving satisfaction is 2.665

The next output table seeks to rank five (4) attributes that influence HR's choice. The attributes were ranked by HR on a scale of 1 -5, with 1 being the least important and 5 the most important. The order in which HR ranked the attributes came out as shown in Table 4 .9 below. (Note: Mean importance is calculated with the values of 1 for least important and 5 for most important. Hence, a higher mean indicates a greater importance). Table 4 .9 above shows the various mean ranks of respondents on the factors that influence their choices It can be seen that "approval by the supervisor" recorded the highest mean, followed by "application Blank"; "psychological tests" and "interviewing" in that order.

The next output table shows whether or not HR differentiates between these various choice attributes. The Kendall's Co-efficient of Concordance (W) for the rankings of HR choice attributes as shown in table 4.10 above is 0.040. This means that the degree of agreement on a zero to one scale is 0.040. The degree of unanimity as measured by the W-statistics is about 4% since the score is zero for random ranking and 1 for perfectly unanimous ranking. Thus, to a large extent, there is agreement among respondents with regards to the rankings provided. The asymptotic distribution gave a significance level value of 0.000, which is less than 0.05. Thus, the null hypothesis (the rankings disagree) is rejected and the alternative hypothesis (the rankings agree) is accepted.

In view of the research findings as well as one of the purposes of this work, the researcher made the following recommendations on the ways to improve recruitment and selection practices at University of Ghana:

? Since the analysis revealed that University of Ghana has policies and practices with regards to recruiting and selection of employees, the following were given to help improve upon such practices, the procedure for recruiting and selection should be strictly followed in order to ensure that the right employees are provided for the college. Procedures such as educational or academic qualification, experience and interviews all help select the best of employees for the college. ? In addition, all applicants must be given equal opportunities; issues of favouritism should be avoided while giving the chance to all. Employee referrals though a good idea should be minimized since it gives room to favouritism and at times employment of individuals who might not contribute meaningfully to organizational output. ? Moreover, in the selection and recruitment procedure, complete qualifications should be stressed and should also be linked with the job to be done as most qualifications do not much the job to be done. ? Finally, to help the employees to give off their best, the human resource department should appraise them regularly since this will always keep them on their toes to give off their best and help improve performance.

In spite of few challenges realized with recruitment and selection practices at University of Ghana, these measures have been effective in the selection of employees for the University, even though much needs to be done to enhance it. Recruitment and selection of employees to a greater extent determines the performance of an organization and it is of great importance if organizations want to achieve their goals.

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• Corpus ID: 20188502

Effectiveness of Online Recruitment and Selection Process : A Case of Tesco

• Aakash Gopalia
• Published 2012
• Business, Computer Science

14 Citations

Perception of job seekers towards innovative e-recruitment, a study on e-recruitment from the perspective of job seekers - a literature review, an over-view of online recruitment: the case of public and private sectors in tanzania, employee perspective towards e-recruitment process: a case study of accenture services pvt. ltd, bangalore city, recruitment methods, recruitment outcomes and information credibility and sufficiency, impact of e-recruitment on the effectiveness of hr management in companies: the case of bosnia and herzegovina, assessing the use of electronic recruitment in travel agents and hotels in egypt, multi-dimensional perspective of e-hrm: a diagnostic study of select auto-component firms, impact of e-recruitment on effectiveness of hr department in private sector of pakistan, role of information technology in human resource management of sme: a study on the use of applicant tracking system, 11 references, current recruitment and selection practices: a national survey of fortune 1000 firms, e‐recruitment service providers review, a study of e-recruitment technology adoption in malaysia.

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