HARAMAYA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT

AN ASSESSMENT ON RECRUITMENT AND SELECTION PRACTICE OF HARAMAYA

WOREDA CIVILSERICE

RESEARCH PAPER SUBMITTED FOR PARTIAL FULFILLMENT OF BA DEGREE

IN MANAGEMENT

PREPAREDBY;NEGESE GERESU

ID NO:3922/04

ADVISOR: MELES.S

JUNE, 2014

ETHIOPIA
 ACKNOWLEDGE

It is by the kindness of al might God and support of my Family morally and financially that still
were walking on the journey of success to achieve all my objectives. So, next to God I would like to
thanks to my Families for their financial and non financial support in my academic life from starting
up to completion.

Second I would like to express my heart felt thanks and respect to my advisor Meles Setotaw
(MBA) for his valuable support and continuous follow up to prepare this research paper.

His support is really difficult to be expressed in words , thanks, thanks, thanks.

He is my role model in every angle of my life.

Thirdly I would like to thanks to Haramaya woreda civil service head office and all staff members
for their help during data collection.
ABSTRACT

This study was conducted on Haramaya woreda civil service which

is located 506km from capital city of Ethiopia (Addis Ababa), Around 20km from
Harar city , and 5km from Haramaya university. Thegeneral objective of the study
was to assess the recruitment and selection practice of Haramaya woreda civil
service. Recruitment and selection is one of the basic functions of Human
resource management that serves to attract, recruit and select the right person
for the right position. So, thestudy was focused on assessment of recruitment
and selection practice of Haramaya woreda civil service. The relevant data for the
study was obtained from both primary and secondary source. The primary data
was collected with the help of open and closed ended questions, and structured
interviews with head office. The secondary data was collected from different
written documents. since the total number of employees who are currently
working in theinstitutionis small (30) employees, the researchers have been used
census method, and the researcher have been used descriptive method of data
analysis. Finally, the collected data wereanalyzed, tabulated and interpretedin
terms of percentage and conclusion and recommendation were recommended.
 CHAPTER ONE

1. INTRODUCTION
1.1. BACKGROUND OF THE STUDY

Human resources are the most important asset of the organization. The success and failure of an
organization is largely dependent on the caliber of people working there in. Without positive and
creative contribution from people, the organization cannot be progress and prosper. In order to
achieve the goal and perform activities of an organization we need to recruit people with
requisite skill, qualification, and experience (Noe 2008) The role of human resource recruitment
is to build supply of potential new hires that the organization can draw if need arises. In human
resource management, recruiting consists of any practice or activities carried on by the
organization with the primary purpose of identifying and attracting potential employees (Noe,
Hollenbeck, 2008).

1.3 STATEMENT OF THE PROBLEM

The purpose of this study was to assess and empirically examine the recruitment and selection
practice of Haramaya woreda civil service . This particular study also tries to find out:
- If the institution has any applicable policies and procedures of recruitment and selection
process that must actually involve any possible techniques to be used.
- If this was the case, to investigate if there exist anything wrong with the technique that
would lead to the violation of the general recruitment and selection principle in the
institution.
- To investigate how the institution’s personnel administrative evaluate those applicants
who apply for the vacant position opened and how they know that they got right people
for the right job opened
- Who do the recruitment and selection practice of the institution and also how do they
identify those applicants who apply for the vacant position opened.
- Lastly to investigate how the institution attracts people they want.
1.4 OBJECTIVE OF THE STUDY
The general objective of the study were to make general assessment on recruitment and selection
practice of Haramaya woreda civilservice and identify major problem areas and suggest suitable
solutions and recommendations to improve the recruitment and selection practice in Haramaya
Woreda civil service.
- To achieve the above mentioned objective, the study attempted to address the following
specific objectives.
- To identify factors that are considered to have valuable influence on recruitment and
selection process in future development of the institution.
- To investigate whether the types of methods or techniques of recruitment and selection
followed by the institution to attract and place candidates served its intended purpose.
- To identify whether the recruitment and selection policy of the institution fulfill the basic
needs to find out the right man for right job.
- To determine the effects of recruitment and selection process in future development of
the institution.

1.5 SIGNIFICANCE OF THE STUDY

The problem identified in this study will help the institutions efficiency. As a result the
institution should give considerations to recruitment and selection practice in order to improve
institutional efficiencies.. It also provides information about the evaluation criteria that has been
used( being used) by the institution which further increase their level of confidence that is
appreciate themselves for their being success that resulted from passing through this criteria of
evaluation for hiring employees used by the institution.

1.6 SCOPE OF THE STUDY

The study was confined to the Haramaya Woreda civil service which is . The main focus of the
study was on recruitment and selection practice performed by the organization and
organizational efficiencies. Since the recruitment and selection practice is always performed by
the administration staff, the study has also been limited to the administration staff of the
institution.
1.7 LIMITATION OF THE STUDY
Some of the limitation of this study was that some respondent did not express their response
clearly in detail because of different reason (like; busy or not have time to fill the questionnaire);
Unwillingness of some respondents to fill and return the questionnaire, Difficulty to get some
respondents.
 CHAPTER TWO

REVIEW OF LITERATURE

2.1 An Overview of Recruitment

Recruitment involves seeking and attracting a pool of people from which qualified candidates for
job vacancies can be chosen. Good recruitment takes time and experience and is one of the best
investments you can make for the success of your program .Most organizations have a
recruitment (or as it is sometimes called ,employment)function managed by the human resource
department. The main risk is that the wrong person is recruited for a post. This has an immediate
negative impact on the program; it can also be very costly in terms of time, effort and expense to
resolve. (LLOYDL BYARS 2004 p.136)

2.2 Factors that affect recruitment

2.2.1 External influences

A. Government and union restriction

Government regulations prohibiting discrimination in hiring and employment have a direct

impact on recruiting practices.

B. Labor market conditions

If there is a surplus of labor at recruiting time, even in formal attempts at recruiting will probably
attract more than enough applicants. However, when full employment is nearly reached in an
area. Skill full and prolonged recruiting may be necessary to attract any applicants are available
also depends on whether the economy is growing. When companies are not creating new jobs,
there is often an oversupply of qualified labor.

B. Composition of labor force and location of organization

The location of the organization and the relevant labor market will play a major role in the
composition of the work force. Regardless of the location of the organization an aggressive
diversity management program will be essential for organizations.

2.2.2 Interactions of the Recruit and the organization

Once we see about the external factors that influence recruiting. Now let us discuss about the
interaction between the applicants and organization in recruiting.

A. The organization view of recruiting

Several aspects affect recruiting from the organizations view point: -

 Recruiting requirements
The recruiting process necessarily begins with a detailed job description and job
specification. It should be made clear to the recruiter who requirements are absolutely
essential and which are merely desirable. This can help the organization avoid unrealistic
expectation for potential employees.
 Organizational policies and practices
In some organization human resource management policies and practices affect recruiting
and who is recruited. One of the most significant of these is promotion from within.
Other polices can also affect recruiting. Certain organizations have always lived more
than their fair share of the disabled, veterans, or ex-convicts, for example, and they may
look to these sources first. Others may be involved in nepotism and favor relatives. All
this polices affect that, which is recruited.
 Organizational image
The image of the employer generally held by the public can also affect recruitment. All
else being equal, it should be easier for an organization with a positive corporate image to
attract and retain employees than an organization with a negative image.
B. The potential Employee’s view of recruiting

The applicant has abilities, attitudes and preferences based on past work experiences and
influences of parents, teachers and others. These factors affect recruits in two ways: how they set
their job preferences and how they go about seeking a job.
  Preferences of recruits for organizations and jobs

Just as organizations have ideal specifications for recruits, so do recruits have a set of
preferences for jobs.

 Job search and finding a job

An effective job search involves several steps including self-assessment, information
gathering, net working, targeting specific jobs and success full self-presentation. (John M.
Ivancevich, 2004 p :193)

2.3 Sources of recruitment

2.3.1 Internal Sources of recruitment

Within the organization, tapping into data bases , job postings , promotions ,and transfers
provides ways for current employees to move to other jobs .Filling openings internally may add
motivation for employees to stay and grow in the organization rather than pursuing career
opportunities elsewhere. Transfer is the movement of an employee from one job to another on
the same occupational level and at the same level of wages or salary and other benefits. Transfer
can be temporary or permanent. Promotion is the advancement of an employee to a better job
better in terms of greater responsibilities, more prestige or status, greater skills and increased rate
of pay ( Noe Hollenbeck 2008)

1. Job posting: - it involves all announcing of job opening to all currently existing
employees, bulletin board notice or printed bulletin can be used for this purposes.
Some firms have developed computerized job posting system plat employees can
obtain in for motion on their computer screen. In some companies the personnel
offices publishes monthly new paper that list the position available.
2. Employee referrals; - another way of finding application on with in the organization
is through employee referrals by people in other departments. Informal
communication among mangers can lead to the discovery that best candidate for a
job in already working in different section of the firm.
3. Skill inventory: - many firms have developed computerized sills inventory of their
employees. Information about employee’s skill, educational back ground, work
 history and other important factors are stored in data base, which can then used to
identify employees wish in the attributes needed for particular job.(Gary
Dessler,2013)

2.1.4.1.1 Advantages and Disadvantages of internal recruitment.

Filling open position with inside candidates has several advantages. First, there are
really no substitutes for knowing a candidates strengths and weaknesses, as you should
after working with them for some time. Current employees may also be more committed
to the company. Morale may rise if employee sees promotions as rewards for loyalty and
competence. And inside candidates should require less orientation and training than
outsiders.

However, from within can also backfire. Employees who apply for jobs and don’t get
them become discontented; telling them why you rejected them and what remedial
actions they might take is crucial. And too often internal recruiting is waste of time.
Many employers require managers to post job openings and interview all inside
candidates. Yet often the managers know whom he or she wants to hire. Requiring him
or her to interview a stream of unsuspecting inside candidates can be a waste of time for
everyone. Inbreeding is another potential draw back. When all managers come up
through the ranks, they may have a tendency to maintain the status quo, when a new
direction is required.(Gary Dessler,2013)

Advantages of internal sources

 Cheaper and quicker to recruit


 People already familiar with the business how it operates
 Provide opportunity for promotion with in the business
 Business already knows the strengths and weaknesses of candidates.

Disadvantages of internal sources

 Limits the number of potential applicants

 No new idea can be introduced from outside the business
 May cause resentment among candidates not appointed
  Creates another vacancy which needs to be fill

2.3.2 External sources of recruitment

i. Organizations have their disposal a wide range of external sources for recruiting
personnel. External recruitment is needed in the organizations that are growing
rapidly or have demand for technical, skilled, or managerial employees it is
when the business looks to fill the vacancy from any suitable applicants outside
the business. Advertising:- One of the more widely used of methods of recruitment
is job advertising. Help-wanted ads are commonly placed in daily news paper and in
trade and professional publication.
ii. Employment Agencies:- Both public and private employment agencies can be
helpful in recruiting new employees.

iii. Field recruitment:- companies interesting in recruiting new graduates of colleges

generally do more that simply contact school placement offices. The company may
also run notice in the student news paper and other locates publications that
students are likely to read. This sending of recruiters out into the environment is
called field recruiting.

iv. Employee referrals and walk-ins:- the most common and the least expensive
approach for candidate is direct applications where job seekers submit unsolicited
materials (e.g. Resume) or simply show up in person seeking employment for many
organizations.

v. Campus recruiting:- Recruiting on college and university campuses is a common

practice both private and public organization. Campus recruiting activities are
usually coordinated by the university or college placement center. The most
promising recruits are then invited to visit the office or plant before a final
employment decision is made.
Vii. Temporary help agencies: - People work for employment agencies who are subcontracted
out to businesses at an hourly rate for a period of time specified by the business.
(Lloyd L. Byars, 2004)
Advantage of external sources of recruitment

 Outside people bring in new ideas

 Large pool of workers from which to find the best candidate
 People have a wider range of experience

Disadvantage of external sources of recruitment

 Longer process
 More expensive process due to advertisement and interviews required
 Selection process may not be effective enough to reveal the best candidate.
(LLOYDL.BYARS 2004 p.139)

2.5 Selection
Selection is the process of choosing individuals with qualifications needed to fill jobs in an
organization. It is the process of picking individuals who have relevant qualifications to fill jobs
in an organization. Also, it is the process of making a hire or no hire decision regarding each
applicant for a job. Objective of the selection process is to choose an individual who can
successfully perform the job from the pool of qualified candidates. Without qualified employees,
an organization is less likely to succeed. Job analyses, human resource planning, and recruitment
are necessary prerequisites to the selection process .A break down in any of these processes can
make even the best selection system in effective.(LLOYDL.BYARS 2004)

VALIDATION OF SELECTION PROCEDURES

According to (LLOYDL.BYARS), the selection decision requires the decision maker to
know what distinguishes successful performance from unsuccessful performance in the
available job and to forecast a person future performance in that job. Therefore, job
analysis is essential in the development of a successful selection system. A job
description facilitates determining how successful performance of the job is to be
 measured. These measures are called criteria of job success. A job specification
facilitates identifying the factors that can be used to predict successful performance of the
job. These factors are called criterion predictors. The possible criterion predictor include
education, previous work experience, scores in tests, data from application blanks
previous performance appraisal, and results of interviews.
Validity: refers to how accurately a predictor actually predicts the criteria of job success there are
three types of validities:

Content validity
The extent to which the content of the selection procedure or instrument is representative of
important aspects of job performance:

Criterion related validity

A test is said to have criterion related validity when the test has demonstrated its effectiveness in
predicting criterion or indicator of constructs. There are two types of criterion validity: (1)
Concurrent validity: occurs when criterion measures are obtained at the same time as the test
scores. This indicates the extent to which the test score accurately estimate an individual’s
current state with regard to the criterion. (2) Predictive validity: occurs when criterion measures
are obtained at a time after the test. E.g. of test with predictive validity are career or aptitude test
which are helpful in determining who is likely to succeed or fail in certain subjects or
occupation.

Construct validity
Refers to the extent to which a selection procedure or instrument measures the degree to which
job candidates have identifiable characteristics that have been determined to be important for
successful job performance. Test has construct validity if it demonstrates an association between
the tests scores and the prediction of theoretical trait. (LLOYDL.BYARS 2004)

2.7 The Selection Procedures (steps)

Selection activities typically follow a standard pattern, beginning with an initial screening
interview and concluding with the final employment decision. The selection process typically
consists of eight steps (ROBERT L.MATHIS 2006)
1: initial screening interview, (2) completing the application form, (3) employment test, (4)
comprehensive interview, (5) background investigation, (6) a conditional job offer, (7) medical
or physical examination and (8) permanent job offer. Each step in the process represents a
decision point requiring some affirmative feedback for the process to continue and seeks to
expand the organization’s knowledge about applicant’s background, abilities and motivation and
increases the information from which decision makers will make their prediction and final
choice.

Step 1 Initial screening interview

It is two step procedures: 1 screening of inquires 2, the provision of screening interview. The
screening interview is an excellent opportunity for HRM to describe the job in enough detail so the
candidate can consider whether they are really serious about applying. Sharing job description
information with the individual frequently encourages the unqualified or marginally qualified to
voluntarily with draw from candidacy with minimum cost to applicant organization

Step 2 Completion of Application form

As initial screening is completed, applicants are asked to complete the organization’s application
form. The amount of information required may be only the applicants name, address and
telephone number it gives a job performance related synopsis of what applicants have been doing
during their adult life, their skills and accomplishment

Step 3 Employment tests

Organization historically relied to a considerable extent on intelligence, aptitude, ability and

interest tests to provide major input to selection process. Even hand writing analysis
(graphology) and honesty test have been used in attempt to learn more about the candidate
information that supposed by leads to more effective selection.

Step 4 Comprehensive interview

Those applicants who pass the initial screening, application form and required test are typically
given a comprehensive interview. The applicants may be interviewed by HRM interviewers,
senior manager within the organization, potential supervisor, potential colleagues or some or all
of them. It is also designed to probe areas that cannot be addressed easily by application form
and test such as assessing one’s motivation, ability to work under pressure and the ability to “fit
in” with the organization. However, the question asked and the topic covered should reflect the
job description and job specification information obtained in the job analysis.

Step 5 Background Investigation

This step includes contracting former employer to confirm the candidate’s work record and to
obtain their appraisal of his/her performance, contracting other job related and personnel
reference, verifying individual’s legal status to work etc.

Step 6 A conditional job offers

Conditional job offer usually are made by HRM representative. It implies that if everything
checkout “Okay passing a certain medical, physical or substance abuse test.” The conditional
nature of the job offer will be removed and the offer will be permanent.

Step 7 Medical or Physical Examination

It is used to show that minimum standard of health exist to enroll in company health and life
insurance program and the company may use this exam to provide base data in case of
employee’s future claim of injury on the job. However, in doing so the company must show that
the reason behind this requirement is job related.

Step 8 Permanent job offers

Those individuals who perform successfully in the preceding steps are now considered to be
eligible to receive the employment offer. The offer is typically made by HRM representative. But
that individual’s role should be only administrative. The actual hiring decision should be made
by the manager in the department where the vacancy exists. But, this might not the situation in
all organizations; the manager of the department should have this authority.

2.8 Legal concerns in selection testing

Employers must make sure that the selection tests they use are valid, are job related, and
do not discriminate against protected class members several court cases have ruled that
some tests used by employers ,particularly personality tests, are illegally discriminatory.
CHAPTER THEE
3. METHODS OF THE STUDY AND SOURCE OF DATA

3.1 Research Design

The study was undertaken on Administration staff of Haramaya Woreda civil service which
have about a total of 30 employees of which all are permanent n. since the number of employees
are few in number and the researchers need to get accurate information, the census sampling
techniques would have been used.
The interview and questionnaire will be administrated to the employees of the institution to
assess their opinion on recruitment and selection practice employed by the institution. The
techniques has been used because in this sampling technique each individual in the population
would be involved and that result in accurate information that help to reach the right conclusions
and recommendation.
Self administrated interview has been given to the concerned management personnel and
employees concerning their decision on recruiting new employees and organizational
efficiencies. This techniques was also used because these people were believed to have more
information that is relevant than other about the existing problem that would have considerable
impact for the success of the study.

3.2 Source and Method of Gathering Data

The source of data was both primary as well as secondary data.
Primary data: most important data collection tools used in this study was questionnaire (both
open ended and close ended) and interview (both structured and unstructured) and was used as
necessary.
Secondary source: necessary information was collected from available documents like books and
all kinds of published and unpublished material related to the topics.
3.3 Data Analysis and Interpretations
Once all the required information (data) was gathered, it is time to perform data analysis and
prepare report on the basis of the collected data. The collected data were processed that means
edited, coded and classified on the basis of common characteristics that is either descriptive or
numerical.
Data analysis is the further transformation of the processed data to look for patterns and relations
among the data group. In this study, descriptive analyses were used to analyze the available data
which refers to the transformation of the raw data in to a form that will make easy to understand
and interpret using tabulations and percentage.
Chapter four

4. Data analysis and discussion

To assess the actual situation and gather opinions of respondents 30 questionnaire were
distributed for managers and employees of the institution.

4.1 Questionnaire analysis

From30 questionnaires that have been distributed; 27 questionnaires was properly filled
and returned and 3 questionnaires was left unfilled because of difficulty to get
respondents.

Part one (general information)

Table 1: The sex, marital status and work place of respondent

ITEM No of respondent Percentage

Sex:- male 17 63%
- Female 10 37%
Total : 27 100%
Marital status:-
Married 21 78%
Unmarried 6 22%
Total 27 100%

Location of work

Main 24 89%

Urban 3 11%
Total 27 100%

As we can understood from the above table among total of 37 staff respondent 17 (63%) of them
are male and the remaining 10 respondent (37%) are female. and when we look in to their marital
status, about 21 (78%) of them are married and the remaining 6 (22%) respondent are unmarried
and 24 (89%) employees are working in the main and 3 (11%) employees are working in the urban
area. This indicates that the majority of populations are male and married.

Table2. Age distribution of respondent

Age No of respondent Percentage (%)

<25 5 19
26-35 9 33
36-45 6 22
46-55 3 11
56-65 4 15
>66
Total 27 100%
Source: questionnaire may 28: 2014Accordingto table As we can easily understand from
this response: - the age combination is good that goes between 25 and 45. This shows that
the majority of staff is young and matured. As well as have a good ability and power to
perform the job very well.

Table3. The respondent’s year of service in the instruction

Year of service No of respondent Percentage (%)

0-2 5 18
2-5 14 52
>5 8 30
Total 27 100%
This table shows that about 18 %( 18) respondents have between 0-2 year of service in the
institution, 52 %( 14) have 2-5 years and the remaining 30 %( 8) of the respondent have
greater than 5 year of service in the institution. This indicates that majority of the
respondent have more than 2 years experience and know more about the characteristics of
the job and the institution’s system indicating that the employees have a good performance
to do their job.

Table 4: the respondent level of education

Level of education No of respondent Percentage (%)

12 complete 2 7
College diploma 6 22
First degree 15 56
Second degree 4 15
Above second
degree
Total 27 100%
When we look at the education level of the respondent from the table, we can say that most of them
have good educational back ground indicating that the employee are able to perform the job
properly and efficiently

Table 5 the respondent category of work

Category of work No of respondents Percentage (%)

Professional high 3 11
level super vision
Administrative, 4 15
semiprofessional B
clerical
Technical and skilled 14 52
Other 6 22
Total 27 100%
The response indicates that the respondents are almost on a good position that is about
52%(14) of them are technical and skilled, 15%(4) of them are on administrative,
semiprofessional and clerical, 11%(3) of them are professional high level supervisor and
the remaining 22%(6) of them are other like:_ cleaner, servant . This shows that majority of
the respondents are technical and skilled.

4.2 Analysis of response to the question that is directly related to

study

Table 1: What are major problem encountered in recruitment and selection process?

Item No Percentage
respondent (%)
Too few applicants apply 3 11
Lack of man power in personal 8 30
department
Shortage of duration of advertise 11 41
Other 5 18
Total 27 100
The above tables about 41% of the respondent said that the major problem
encountered in recruitment and selection process is the shortage of duration of
advertisement while 30% of them are said lack of manpower, 11%of them said too few
applicant, and18% of them said other.

Table.2 does the institutions give priority to internal recruitment

(promotion, transfer and reassignment) before going to external?

Item No of respondent Percentage

 Yes 21 78
No 6 22
Total 27 100
About 78% of the respondents said that the institution give priority to internal
recruitment (promotion, transfer and reassignment)and 22%oftherespondentsaidthat
the institution did not give priority to internal recruitment. It is indicating that the
institution’s recruitment is appreciated from majority side.

Table 3: Do you believe that the institution selects the right person for the right job?

Item Response Percentage

Yes always 16 59
Yes sometimes 8 30
Not totally 3 11
Total 27 100%
According this table, 59%0f the respondents said the institution always recruit the right
person forthright job. While small percent of them that is 30% and 11% states that the
institution is recruiting the right person for the right job sometimes and not totally
respectively. Therefore, from the table above, we can conclude that the institution is
recruiting the right person for the right job.

Table 4: In your opinion what makes recruitment difficult?

Item Respondent Percentage

Image of 3 11
organization
Nature of job offered 6 22
Organizations 9 33
policies
Working condition 1 4
Other 8 30
Total 27 100%
The table show that 33% of the respondent states that the organizational policies makes
recruitment difficult while 30% of the respondent said that other factors like, location of
the institution make the recruitment difficult and 22%ofthem are saying nature of the
job,11%ofthem are saying image of the institution, and 4%of them are saying working
condition that makes recruitment and selection difficult. So we can say that the
institutions policy and the above motioned other factor have influence recruitment process

Table 5: What kinds of criteria does your institutions use to select employee?

Item Response Parentage

Education 7 26
Experience 5 18
Personality 1 4
characteristic and
type
Technical skill 4 15
Other 10 37
Total 27 100%
As we have seen in the above table:- about 26% of the respondent said that the institution
use formal education to select employees. 37% of them said that the selection depends on
the situation or other criteria and the institution use all the criteria in combination that is
education, experience, personality character and type and technical skill. Therefore, we can
say that they use the formal education, experience and skill and also personality behavior
as criteria to select employee.

Table 6: By which method of recruitment you were appointed in your organization?

Item Response Percentage

Internal 8 30
External 19 70
Total 27 100%

The table shows that about 70% of the respondents were appointed by external method of
recruitment and the remaining 30% of the respondent said that they have been appointed
through internal method of recumbent. Form this we can conclude that the institution uses
both internal and external method of recruitment in general, the institution uses external
method mostly and this has advantage for the institution to get qualified employees from
outside the organization.

Table 7: Which method of external recruitment do you institution use?

Item Response Percentage

new paper advertisement 9 33
TV and Radio advertisement 8 30
Recruitment internet 4 15
Other 6 22
Total 27 100%

From this table we can see that, 33% respondent said that the institution use news paper
advertisement to recruit employee and 30% of them states the institution use TV and radio
advertisement .15%of them responded the recruitment on internet. But 22% of the
respondent, did not give comment on this rather they states that the institution use some
forms of recruitment like notice board posted indifferent locations suchas; inHaramaya
city, Harar city ,Dire dawa and some other locations. From this, we can conclude that the
institution uses many forms of external recruitment as possible as they can aside attractive
as candidates apply for the job.
Table 8: Dou you believe that the recruitment and selection method of your institution help
achieve its goal?

Item Responses Percentage Rank

Yes fully 6 22 2
Some how 18 67 1
Not totally 3 11 3
Total 27 100%
About 67% of the respondents believe that the recruitment and selection method of the
institution does not help the institution to achieve its goal fully but to some extent. This
indicates that it needs some improvement.

Table 9: Do you believe that the recruitment and selection policy of your institution helps
to find out right man for right job as expected?

Responses Percentage
Yes very well 4 15
Not much, only to 15 55
some extent
Need some 8 30
adjustment
Other comment - -
Total 27 100%

55% of the respondent said that the recruitment and selection policy of the institution does
not help the institution to find out right man for right job as expected. 30% of them also
replied that the policy needs some adjustment. Therefore, to solve the above problem the
institution should revise its recruitment and selection policy and make some adjustment.
Therefore, to solve the above problem the institution should revise its recruitment and
selection policy and make some improvement.

4.3 Analysis of interview

This analysis was based on the interview conducted with human resource personnel.
Accordingly, there exists a problem with recruitment and selection practice in the
organization. The respondents said that due to the organizations compensation system that
is very low it is difficult to get qualified employees

The Institution has standard settled against the new applicants performance is means used
before they are being selected. Some of which are:- ability to express oneself in English ,
willingness to accept Administrative assignment , CGPA , subject and practical skill ,
personality character and behavior etc.

There are factors that challenge the success of recruitment and selection practice in the
institution such as:- the institution due to provide any kinds of benefits its employees and
also it do not pay a better salary to its employees. The institution can overcome this
problem by increasing salary level of employee and providing other necessary benefit to its
employee. The current recruitment and selection practice of the institution will continue to
maintain future development of the institution, through facilitation of safety benefit for the
employee and searching for better ways to attract the candidate.
 Chapter 5

5. Summary, conclusion and recommendations

5.1 summary 0f finding

 Majority of the staff is young ranging between 25-45 age combinations and matures
enough.
 30% of the respondent said that the major problem encountered in recruitment and
selection process is shortage of duration of advertisement.
 57% of the respondents said that the institution give priority to internal
recruitment (promotion, transfer and reassignment before going to external.
 33% of the respondents said that the institutional polices makes recruitment difficult while
other 30% of them replayed that other factor like: location of the intuition and favoritism
that is proximity or blood relation makes the recruitment difficult.
 37% of the respondents said that the institution uses formal education, experience,
and personality character and type and technical skill to select employees.
 70% of the respondents were appointed by external method of recruitment while
the reaming 30% were appointed by internal method.
 67% of the respondents rogue that the recruitment and selection policy of the
organization does not help the institution to achieve its objective fully, but to some
extent.

5.2 Conclusion
The study is carried out to see the recruitment and selection practice employed by
Haramaya Woreda civil service. Data obtained from different source has been
analyzed using statistical method such as tabulation and percentage. The following
conclusion has been reached based on the response and analysis of data gathered.
 In Haramaya woreda civil service there is a shortage of duration of
advertisement that means that since the institution geographical location is
far from the center, candidates who are willing to apply for the job from the
remote areas of the country may fail to avail themselves on stated dates due
to shortage of duration of advertisement
 Haramaya woreda does not select the right person for the right job which
can be resulted in employee inefficiency and de-motivation.
 The institutions recruitment and selection policy does not help to achieve its
goal. So there is a problem with the institution recruitment policy which in
turn needs adjustments. That means it should look back over its failure on
recruitment and selection policy used by the institution and make some
improvement over it.
 The recruitment and selection policy of the organization is less effective to
select the right man for the right job. This means employees recruited by the
institution are less effective to perform the job.
 Majority of the respondent said that the institutional policies make
recruitment difficult while some of them replaced that other factors like
location of the institution make it difficult.
5.3 Recommendation
 Based on the above conclusion the following recommendation were made to
overcome the problems of recruitment selection process of Haramaya
woreda civil service
 The institution should extend its duration of advertisement so as to
enable those applicants from far areas to get involved themselves
compete for the vacant position and avail themselves on stated data.
 The human resource department should follow the activities of the
personal department to control personal and informational
relationship authorized body and employees to select the right man
for the right job.
 The institution should assign more employees to personnel
department when the job posted on the vacant position is necessary
for many applicants to overcome the problem of excess applicants.
 The institution should revise its recruitment and selection policy and
identity the problems that affect the selection of right employee.
 The institution should also some improvement on the policy and
recruit effective employees to achieve its future development goal.

REFERENCE

1. Lioyd L.Byars ph.d (2004) Human resource management 7th Edition, Georgia institute of
technology

2. Robert L maths 2006 11th Edition Unoversity of Nebraska at Omaha

3. Ivancivich j.m 2005 Human Resource management 2nd Edition Anurag jain New Delhi

4. Gary Dessler(2013) Human Resource Management 6th edition USA Englewood Cliff.

5. Noe Hollenbeck (2008) Fundamentals of Human Resource Management 6th edition USA
McGrawHill.
 APPENDEX

HARAMAYA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT
Questionnaire to be filled by employees and employer

This questionnaire is design to collect relevant data for senior paper in partial
fulfillment of the requirement for BA degree in management at Haramaya Woreda
civil service.

Dear sir ;

My name is Negese Gerersu ; an undergraduate student of Haramaya university

college of Business and Economics. This questionnaires is designed to assess the
recruitment and selection practice of Haramaya Woreda civil service .
Therefore I request you to take some time and respond to all the questions
honestly.

I assure you that all the respond will be kept confidentially and will only be used
for this study. Your cooperation is very crucial for the success of this research.

I thanks you in advance.

General information: 1. No need to write your name

2. Put () mark for your response in box provided

General characteristics of respondent

1. Age: I. Below 25  III. 36-45  V. 56-65 

II. 26-35  IV. 46-55  VI. Above 66 
2. Sex: Male  Female 
3. Marital status: Married  Un married 
4. Location of work (main)   (Branch) 
5. Year of service in organization 0-2  2-5  Above 5 
6. Level of education:
I. 12 complete  IV. First degree 
II. TVT school graduate  V. Second degree 
III. College diploma  VI. Above second degree 

7. Category of work:
I. Professional high level supervisor 
II. Administrative, semiprofessional and clerical 
III. Technical and skilled 
IV. Other
________________________________________________________
Question directly related to the study
 1. What are major problem encountered in recruitment and selection process?

I. Too few applicants 

II. lack of manpower in personnel department 
III. Shortage of duration of advertisement 
IV. Others
_____________________________________________________________

2. Does organization give priority to internal recruitment (promotion, transfer and

reassignment) before going to external?
I. Yes  II. No 

3. Do you believe that the university select right person for right job?

I. Yes always  II. Yes sometimes  III. No totally 

4. In your opinion what makes recruitment difficult?

I. Image of organization  IV. Organizational polices 
II. Nature of job offered  V. Working condition
III. Others ____________________________________________

5. What kinds of criteria do your organizations use to select employee?

I. Education  III. Personality characteristics and type 
II. Experience  IV. Technical skill 
V. Others
_____________________________________________________________
6. By which method of recruitment you are were appointed in your organization?
Internal  External

7. Which method of external recruitment do your organizations use?

I. News paper advertisement  III. Recruitment on internet 
II. TV and Radio advertisement IV. Others ______________________
________________________________________________________________
________

8. Do you believe that recruitment and selection method of your organization help
to achieve its goal?
I. Yes fully  some how  Not totally 

9. Do you believe that the recruitment and selection policy of your organization
helps to find out right man for right job as expected?
I. Yes very well  III. Need some adjustment 
II. Not much, only to some extent IV. Other comment _____________
________

INTER VIEW QUESTINS

1. Do you think that there exists a problem with a recruitment and selection
practice in your organization? If so what is that problem and what should be done
in order to solve it?
________________________________________________________________
________________________________________________________________
________________
2. Is there any standard settled in your organization against which the new
applicants’ performance is measured before being selected? If yes to this question
explain it ___________________________________________________
________________________________________________________________
________________________________________________________________
______________
________

3. Is there any factors both internally and externally challenging the success of
recruitment and selection practice in your organization?

4. If your answer is yes to question No 14 what are these factors?

________________________________________________________________
________________________________________________________________
________________

5. How do you think that your organization can over come these factors?
________________________________________________________________
________________________________________________________________
________________

6. Do you think that the current recruitment and selection practice of your
organization will continue to maintain future development of your organization?
__________________________________________________________
________________________________________________________________
________