“Human resources staffing process and its impact on job involvement: Irbid

District Electricity Company as a case study”

Rokaya Al-Bdareen https://orcid.org/0000-0002-8859-7117

AUTHORS
Hend Khasawneh https://orcid.org/0000-0001-6829-5210

Rokaya Al-Bdareen and Hend Khasawneh (2019). Human resources staffing

process and its impact on job involvement: Irbid District Electricity Company as a
ARTICLE INFO
case study. Problems and Perspectives in Management, 17(2), 254-266.
doi:10.21511/ppm.17(2).2019.19

DOI http://dx.doi.org/10.21511/ppm.17(2).2019.19

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businessperspectives.org
Problems and Perspectives in Management, Volume 17, Issue 2, 2019

Rokaya Al-Bdareen (Jordan), Hend Khasawneh (Jordan)

Human resources staffing

BUSINESS PERSPECTIVES
process and its impact
on job involvement:
Irbid District Electricity
LLC “СPС “Business Perspectives”
Company as a case study
Hryhorii Skovoroda lane, 10,
Sumy, 40022, Ukraine
Abstract
www.businessperspectives.org
The study aimed to identify the level of practicing the human resources staffing
process and the level of the employees’ job involvement in the Irbid District Electricity
Company in Jordan; it also aimed to examine the impact of human resources staffing
process on the employees’ job involvement. The study adopted the descriptive,
analytical method, since it determines the characteristics of the phenomenon,
describes its nature accurately and then determines the quality of the relationship
between its variables. The study population included all the individuals in the senior
and middle administrative levels by 100 individuals. To achieve the objectives of
the study, the researchers prepared a questionnaire to examine the study variables.
One hundred questionnaires were distributed to each manager, deputy manager,
Received on: 13th of February, 2019 and department head in the Irbid District Electricity Company out of which the
Accepted on: 2nd of April, 2019 researchers retrieved 97 questionnaires valid for analysis. In order to analyze the data
collected, the study relies on the Statistical Package for Social Sciences (SPSS) where
the descriptive statistics for all the fields of the study were estimated. The correlation
matrix was also used to determine the relationship between variables. Furthermore,
multiple regressions were used to determine the impact of the independent variable
on the dependent variable. The findings showed that the level of practicing the
© Rokaya Al-Bdareen, Hend human resources staffing process and the employees’ job involvement at Irbid District
Khasawneh, 2019 Electricity Company (IDECO) was moderate. The findings of the study showed
that the process of human resources staffing was positively associated with the job
involvement where the Pearson coefficient was r= .851 and at level of significance of
Rokaya Al-Bdareen, Associate
Professor, Business Administration,
0.00. The research data have also indicated that the human resources staffing process
Faculty of Economic and Business, had a positive impact on the employees’ job involvement. The study recommended
Jadara University, Jordan. that the procedures of staffing in all organizations should focus on achieving the fit
between the employee and his job through focusing on choosing employees whose
Hend Khasawneh, Master Student,
Human Resources Management
knowledge, skills and abilities correspond to the requirements of vacant jobs and also
Department, Faculty of Economic through implementing different tests and selection interviews, which help choose
and Business, Jadara University, the person whose traits fit the job requirements. The study has also indicated that the
Jordan. recommended organizations should also pay attention to the job design process where
the focus is on designing jobs in a way that creates a challenge, and enables employees
feel independence and joy during the job; in this method, the employee can be more
involved and can work in an effective way.

Keywords human resource staffing process, job involvement, Irbid

District Electricity Company, Jordan
JEL Classification M12, D23

INTRODUCTION
Throughout the years, attention increased in the concept of the job
This is an Open Access article,
involvement, since it contributes, as many researchers have claimed,
distributed under the terms of the to predicting the outcomes of employees, organizational performance,
Creative Commons Attribution 4.0
International license, which permits
and organization’s success. Despite the importance of this behavio-
unrestricted re-use, distribution, ral outcome in achieving the sustainable competitive advantage, it de-
and reproduction in any medium,
provided the original work is properly creased in the current years. Some studies have shown that the US
cited. companies are suffering from the so-called “involvement gap” where

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 Problems and Perspectives in Management, Volume 17, Issue 2, 2019

employees in these companies are not fully involved or not involved into the jobs they occupy which
cost these companies an estimated amount of $300 billion per annum due to low productivity (Rizwan
et al., 2011; Singh & Gupta, 2015). The importance of being involved is that it is at the heart of the func-
tional relationship, because it addresses what individuals do and how they behave in their roles and
what makes them behave in other ways to achieve both their goals and the goals of the organization;
this has a positive impact on many variables such as quality of service, customer satisfaction, high pro-
ductivity, sales, increased profitability, and competitive advantage (Madi, 2014). The need to find a term
to describe the employees’ emotional engagement to the organization and the job was led to the birth of
the term “job involvement”, where employees with a high degree of job involvement are ready to fully
invest their efforts for the benefit of the organization (Al-Abadi & Al-Jaf, 2012). Due to the fact that in-
dividuals differ from each other in their perceptions, ideas, values and desires, the organizations must
be aware of the factors that enhance the employees’ involvement and their level of commitment to both
the job and the organization. Previous studies have pointed out that the existence of the fit, especially
the fit between the person and his job (P-J fit) will lead to many positive behavioral outcomes such as
job satisfaction, organizational commitment, job involvement, and organizational citizenship behavior
(Organ, 1988; Meyer et al., 2002; Cable & DeRue, 2002; Kirstof-Brown, Zimmerman, & Johnson, 2005;
Hoffman & Woehr, 2006; Biswas & Bhatnagar, 2013; Kim et al., 2013). Memon, Salleh, and Baharom
(2015) defined the person-job fit as “the relationship between the characteristics of the individual and
the characteristics of the job”. Abraham (2005) stated that there is also a correlation between the job
involvement and the characteristics of the job which means that the more satisfying the characteristics
of the job (job’s nature and content) and the more such characteristics are fit with the characteristics
of the employee, the more the employee’s motivation towards the involvement in his job and made a
high level of effort. This is consistent with the two-factor theory of 1957, which showed a relationship
between the motivation of the individual and the job’s nature and content and the McClelland’s theory
of needs (1985) stating that there are three needs that, if satisfied, will create the motivation required by
the individual; jobs provide the opportunity to satisfy such needs especially if there is a fit between the
characteristics of the individual and the characteristics of the job, which in turn leads to an increase in
the individual’s job involvement in his job. Kanungo (1979) stated that there is a correlation between
the job involvement and the individual’s belief that his job helps satisfy his silent needs. Therefore, or-
ganizations must work to increase the effectiveness of all processes that make it possible to achieve the
fit between the employee and the job, most important of which is the staffing process, which is primar-
ily concerned with placing the individual in a job that meets his knowledge, abilities and ambitions.
Studies have pointed out that the staffing process will make the individual feel that there is a perfect fit
between him and his job; the presence of any defects in this process is usually one of the most important
reasons that make the individual feel dissatisfied, reduce his level of motivation towards showing posi-
tive behaviors inside the job environment, and thus increase his desire to leave the job and find another
place that achieves the fit he seeks (Schneider, 1987; Porter, 2008; Parsa, Tesone, & Templeton, 2009).

Study problem
The organizational changes faced by modern organizations as a result of globalization, the traditional
roles from the formal requirements of jobs, the complexity of career tasks, and the growing number of
innovations and creations have put all organizations as noted by Mbugua, Waiganjo, and Njeru (2015)
under pressures that impose the need to develop the products and services they offer. The sustainable
competitive advantage the organizations seek cannot be achieved without the human element capable
of manufacturing the products and providing services at a high level of quality, which can be achieved
through employees’ practice of behaviors that go beyond the role required to be achieved; here, we mean
the voluntary behaviors that can be achieved through the internal integration of the individual at work
or the psychological response to the job, which is called the job involvement. The practices of human
resources management are the most important practices that can help in the emergence and strength-
ening of this type of behaviors (Morrison, 1996; Snape & Redman, 2010; Boon, Belschak, Den Hartog, &

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Pijnenburg, 2014; Al-Badareen & Al-Ghazzawi, 2018) stated that the way in which human resources are
managed is the one that establishes the employee’s relationship with the employer and the extent to which
human resources management practices can create a social-exchange relationship between employees
and the organization; these employees can show behaviors that go beyond those behaviors that are with-
in the requirements of their formal work, most important of which is the job involvement. Wayne, Shore,
and Liden (1997) showed that there is a high probability that individuals interpret the decisions and prac-
tices of human resources management as an indicator of the organizational support provided to them. In
line with the theory of social exchange (1964), if individuals realize that the organization provides them
with the necessary support and attention, they will in turn provide it with a set of positive behaviors,
most important of which are the organizational commitment, the organizational citizenship behavior,
and the job involvement (Settoon et al., 1996; Wayne et al., 1997; Rhoades & Eisenberger, 2002; Shore
et al., 2006; Lavelle et al., 2007, Nasurdin, Ahmad, & Tan, 2016). The staffing process is considered the
most important human resources management practice that gives individuals an indication that the or-
ganization is providing the required support, since the main objective of this process is selecting the best
individuals to fill vacant jobs through choosing individuals whose characteristics (abilities, skills, experi-
ence, and training) correspond to the requirements of vacant jobs, which leads to filling them in jobs that
enable employees to meet their needs and ambitions (Ojochide, Charity, & Cletus, 2017). Despite the im-
portance of the staffing process in the emergence and promotion of positive behaviors among employees,
most important of which is the job involvement behavior, most organizations, especially the Arab ones,
still face many challenges with regard to the role that can be played by staffing processes in achieving a
high level of the job involvement among its employees. This can be attributed to the weak realization and
interest in the effectiveness of the staffing process by the people responsible for the human resources man-
agement; the staffing process in these organizations, as noted by Nadim (2008), Al-Farra and Al-Za’nun
(2008), Jarghon (2009), Najadat (2014), Al-Shurman (2015), can often occur unprofessionally, without
complying with the administrative procedures that take into account specialization, scientific qualifica-
tion, experience, which may create a mismatch between selected individuals and the jobs; this will lead
to reducing the appearance of many positive behavioral outcomes such as job involvement. The topic of
the job involvement and staffing process attracted many researchers such as Liao and Lee (2009), Rizwan,
Khan, and Saboor (2011), Abutayeh and Al-Qatawneh (2012), Ekwoaba, Ikeije, and Ufoma (2015), Singh
and Gupta (2015), Mbugua, Waiganjo, and Njeru (2015), Pangemanan (2015), Ojochide, Charity, and
Cletus (2017), Abdallah, Obeidat, and Aqqad (2017). However, it was obvious that among the previously
mentioned studies, there were none tackling the impact of the staffing process with its different stages
(recruitment, selection and appointment) on the job involvement except for Abutayeh and Al-Qatawneh
(2012), who attempted to examine the impact of one stage of the staffing process, which is selection, on
the job involvement and concluded that there is a correlation between selection and the employees’ job
involvement. Therefore, this study sets to examine the effect of staffing process (recruitment, selection
and appointment criteria) on job involvement using Irbid District Electricity Company in Jordan as pop-
ulation of interest. In order to achieve this objective, we then hypothesized that:

H1: Staffing process (recruitment, selection and appointment criteria) has a significant impact on job
involvement.

1. LITERATURE REVIEW Ikeije, and Ufoma (2015) stated that the staffing
process enables organizations to obtain the best
1.1. Human resources staffing qualifications, as well as contributes to prevent-
ing the appointment of unqualified person who
It is one of the most important functions of the would cost the organization a lot in terms of sal-
human resources management that must be per- ary, allowances and other costs resulting from
formed with a high degree of efficiency and effec- losses committed due to wrong staffing decisions,
tiveness. Najadat (2014), Gamage (2014), Ekwoaba, which may cause the organization to lose its mar-

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 Problems and Perspectives in Management, Volume 17, Issue 2, 2019

ket share. The staffing process is the natural ex- to the size, potential and activities of the organiza-
tension of the human resources planning process, tion, number of people to be employed, conditions
through which the organization can achieve the of the labor market, economic conditions and gov-
fit between the individual and his job, on the one ernment legislations (Flippo, 1984; P. Rao & V. Rao,
hand, and the values and culture of the organi- 1990; Cole, 2002; Decenzo & Robbins, 2003; Sule &
zation, on the other hand, which creates a sense Elizabeth, 2013).
of satisfaction and makes employees more com-
mitted to the organization. Furthermore, Kristof- 1.1.2. Selection
Brown, Zimmerman, and Johnson (2005) indicat-
ed that employees would leave their jobs if they It represents the second stage in the staffing process.
feel that their job does not fit with their knowledge, Al-Assaf (2016), Anosh, Hamad, and Batool (2016)
skills, and abilities. The staffing process comprises explained the difference between selection and re-
three main stages: recruitment, selection and ap- cruitment in that recruitment seeks research and
pointment, through which individuals are recruit- encouragement of people to apply for work in the
ed and differentiated according to scientific crite- organization, while selection aims to choose the
ria (Al-Salem & Al-Salih, 2006; Dessler, 2014). best applicants most suitable for the vacant job. Al-
Salloum and Al-Adailleh (2013) defined selection as
1.1.1. Recruitment a comparison between the job’s specifications and
requirements, on the one hand, and the individuals’
It is the initial step in the human element manage- professional and behavioral characteristics, on the
ment and it is extremely important, as it enables other hand. Al-Salem and Al-Salih (2006) defined
building effective and productive workforce in the selection as selecting people with necessary and
organizations by providing the largest number of appropriate qualifications to fill certain positions
individuals with the qualifications and experience in the organization. The selection process is con-
necessary to fill the vacant jobs (Aminuddin & sidered as the most sensitive and dangerous pro-
Yaacob, 2011; Sarinah, Gultom, & Thabah, 2016). cess of staffing, since it selects applicants through
Some researchers have defined recruitment as the certain stages and procedures that end up with
process of acquiring and attracting human resourc- excluding individuals whose suitability for vacant
es from within or outside the organization with the jobs will not be confirmed on the basis of criteria
numbers and qualifications needed by the organ- for filling the vacancies in the organization (Florea
ization and urging them to apply for appointment & Mihai, 2014). The selection process adopted in
in the organization (Hmoud & Al-Khrisha, 2007; choosing people who were attracted depends on a
Barnoty, 2007). Uygur and Kilic (2009) stated that set of clear and predefined criteria for each vacant
recruitment refers to searching and attracting qual- job, in addition to the career analysis records where
ified individuals to fill vacant jobs; it is important people whose qualifications suit the previously set
to set the requirements of this process accurately to criteria are selected (Wilson, 2005; Al-Salmi, 2008).
ensure its effectiveness in achieving the goals that Organizations may use additional methods of se-
have been set. Recruitment’s importance is evident lection such as written tests and oral interviews,
through the benefits achieved by organizations, whether they were structured or unstructured, in
since it opens all the resources of the job for the or- order to judge the individual’s ability with regards
ganization and enables the organization to deliver to his verbal interaction and communication, quick
its message to candidates as being the best place for response in answering questions during the inter-
them to work, build and develop their careers; it al- view, as well as his ability to express his ideas fluent-
so helps the organization obtain the required qual- ly (Durra & Al-Sabbagh, 2008).
ity that satisfies its needs of human resources at the
lowest cost (Mbugua, Waiganjo, & Njeru, 2015; Al- 1.1.3. Appointment
Hiti, 2016; Anand et al., 2018). Researchers stated
that there are no ideal procedures for the process of After selecting applicants through the processes
recruitment that can be used in all organizations in of recruitment and selection, it is important to ap-
all circumstances; there are various procedures and point them; here, the organization may face some
sources for recruitment and they vary according problems, such as the increase in the number of

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people suitable to fill vacant jobs; therefore, the or- job involvement of employees at work, namely job
ganization can select the applicants based on age engagement, functional vitality, and job dedication.
if it affects the job performance or on the basis of
gender through favoring males or females (Shahri, 1.2.1. Job engagement
2010). The appointment is defined as the process
by which an individual is empowered in the appro- Some studies showed that the job engagement indi-
priate job (Decenzo et al., 2010). The appointment cates harnessing the members of the organization
process includes four main steps: issuance of the and investing their physical, cognitive and emotion-
appointment decision, initial preparation, evalua- al aspects in their jobs (Kular et al., 2008; Christian,
tion during the trial period and empowerment af- Garza, & Slaughter, 2011). The importance of the
ter the end of the trial period and after employee’ s job engagement lies as mentioned by Salman (2004),
efficiency is confirmed (Judeh, 2015; Al-Hiti, 2016). Al-Rasheed (2004) in the benefits achieved by this
kind of behaviors to organizations represented in
1.2. Job involvement the fact that the job engagement is an important
element in relating the organization and its em-
It is one of the modern terms compared with other ployees, especially in times when organizations are
terms in the field of human resources management. unable to provide appropriate incentives to pay em-
It was presented in 1960s by Lodahl and Kejiner ployees and come to highest level of achievement.
(1965) who related the job involvement to the psy- Job engagement is considered an important means
chological identification of an individual with the of increasing the acceptance of employees for any
work or importance of work in the individual’s self change that might serve the interest and progress of
image (Khan & Nemati, 2011). Some researchers the organization; it is also considered as a vital in-
have stated that the job involvement indicates the de- dicator through which we can expect whether em-
gree the person integrates with the job he practices ployees would stay or leave their job.
and realizes its importance; the involvement means
that the individual loves and cares about his job (Al- 1.2.2. Functional vitality
Bataineh & Al-Mashakbeh, 2003). Agusramadani
and Amalia (2018) stated that the job involvement Vitality refers to a combination of positive emo-
means the dedication of the employee towards his tions that occur within the context of the job and it
job, as well as his active participation in his job; the consists of the elements of status (mood and emo-
employee’s performance in his job is considered the tions); they are the sources out of which a physical
source of pride. The job involvement is the method strength is produced and such strength is repre-
through which the energy of the workforce is uti- sented in the high levels of energy when perform-
lized and the method of improving their commit- ing the daily tasks; the emotional energy which is
ment towards the success of the organization (Khan represented in investing the emotions in relations
et al., 2011; Mildred, 2016). The job involvement has with others and the cognitive vitality that indi-
become an important issue in the field of business cates a sense of mental activity (Baruch, Grimland,
management and organizational behavior, as it is & Vigoda-Gadot, 2014; Tummers, Steijn, Nevicka,
an important source of the motivation and self-de- & Heerema, 2016). Thus, the functional vitality is
velopment of employees, as well as in directing their one of the positive emotions that drive the em-
behaviors toward achieving of the goals. For organ- ployee towards dedicating, preparedness for the
izations, the importance of the job involvement is good investment in one job and facing difficulties
highlighted by the fact that it helps increase the job with a high level of energy and mental flexibility
satisfaction, improve the quality of the career life, (Op den Kamp et al., 2018).
reduce absenteeism and delays, and make individ-
uals more committed to their jobs and organiza- 1.2.3.Job dedication
tions. This greatly increases their efficiency and ef-
fectiveness and promote its competitive position in The employee with a high degree of job dedication
the market (Rizwan et al., 2011; Mgedezi et al., 2014; usually performs his job with the utmost compe-
Nwiber, 2014). Job involvement includes many ele- tence, honesty and fidelity in accordance with laws,
ments through which we can judge the level of the regulations and instructions, and in favor of the

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 Problems and Perspectives in Management, Volume 17, Issue 2, 2019

public interest over other interests as well as con- 2.4. Data analysis
ducting any initiative to maximize the interest of
the organization (Gupta & Shaheen, 2017; Werang Data collected in the study were analyzed through
& Agung, 2017). Furthermore, a job-dedicated em- the Statistical Package for Social Sciences (SPSS),
ployee tries to avoid any negative impact of his obli- where the descriptive statistics for all the fields of
gations and activities on his performance. job-dedi- the study were estimated by extracting the means
cated employee performs also his duties impartially and standard deviations. The correlation matrix
and without discrimination among people based was also used to determine the relation direction
on personal criteria of gender, nationality, religion, between the independent variable and the depend-
color, political beliefs, or any other criteria such as ent variable. Furthermore, multiple regressions were
kinship or friendship (Sweem, 2009). used to determine the impact of the staffing of hu-
man resources with its different dimensions on the
job involvement. To determine the reliability of data,
2. STUDY METHODOLOGY Cronbach’s alpha coefficient was used which were
estimated at 0.75-0.92, which were high and accept-
2.1. Research design able for application purposes; studies indicated that
the ratio of accepting the reliability coefficient was
The study adopted the descriptive, analytical 0.70 and above (Sekaran & Bougie, 2010).
method, since it determines the characteristics of
the phenomenon, describes its nature accurately
and then determines the quality of the relation- 3. RESULTS
ship between its variables. The survey method,
which is considered appropriate for the current 3.1. Process of human resources
study, was used to collect data on both the in- staffing
dependent variable and the dependent variable
through the questionnaire, and also to enable the For the purpose of identifying the level of prac-
researcher to combine the quantitative and quali- ticing the staffing process, respondents were asked
tative research inputs, which contributes to reach- regarding the extent of practicing this process in
ing for conclusions for developing and improving the company. The findings in Table 1 showed that
reality (Mbugua, Waiganjo, & Njeru, 2015). the level of practicing the human resources staff-
ing process at Irbid District Electricity Company
2.2. Study population (IDECO) was moderate, where the mean for the
answers of the respondents on the items related to
The study population consisted of the individuals the independent variable (practicing staffing pro-
in supervisory positions in the senior and middle cess) was 3.52.
administrative levels in Irbid District Electricity
Table 1. Human resources staffing process
Company (IDECO) operating in Jordan by 100
individuals. St. Level
No. Dimension Mean
deviation of practicing
2.3. Data collection 1 Recruitment 3.63 0.65 Moderate
2 Selection 3.50 0.72 Moderate
3 Appointment 3.43 0.70 Moderate
For the purpose of collecting the preliminary da- Practicing of HR
ta for the current study, a questionnaire consist- 4 3.52 – Moderate
staffing process
ing of both open- ended and closed-ended type of
questions was prepared. There were 97 recovered
and valid questionnaires by a rate of 97%. The sec- 3.2. Job involvement
ondary data needed for the current study was col-
lected through the published theoretical literature Means and standard deviations of the respondents’
related to the study variables from various books, answers on the items reflecting the level of the job
periodicals and master’s theses in addition to in- involvement of Irbid District Electricity Company
formation available online. (IDECO) employees were extracted. The findings in

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Table 2 showed that the employees’ job involvement Table 3. Correlation matrix
was moderate since the mean of the items measur- Human
resources Job
ing the level of the job involvement was 3.44.
staffing involvement
Table 2. Employees’ Job Involvement process
Human
Pearson
St. Level of job resources .851
No. Dimension Mean correlation 1
deviation involvement staffing sig. (2-tailed)
0.00
1 Functional vitality 3.50 0.78 Moderate process
2 Job engagement 3.43 0.82 Moderate Job
Pearson
.851
3 Job dedication 3.39 0.74 Moderate correlation 1
involvement 0.00
sig. (2-tailed)
Level of employees’
4 3.44 – Moderate
job involvement
3.4. Regression analysis
3.3. Correlation analysis The study conducted a regression analysis to iden-
tify the significance relationship of the human re-
The correlation analysis was to conducted test the sources staffing process against the employee job
strength of the relationship between the research involvement. Table 4 showed that the coefficient
variables. The findings of the study presented in of determination is 0.76; therefore, about 76% of
Table 3 showed that the process of human resourc- the variation in the employee job involvement is
es staffing was positively associated with the job explained by human resources staffing process. F
involvement where the Pearson coefficient was test value was 99.04 by a statistical significance of
r = .851 and at level of significance of 0.00, which 0.00, which is statistically significant; this means
means that there is a strong statistically significant that there is an impact for the HR staffing process
correlation between the human resources staffing on the job involvement, which supports hypothe-
process and the job involvement. sis H1.
Table 4. Regression analysis
Dimension β T Sig R R2 F Sig
Recruitment 0.04 0.55 0.58 0.87 0.76 99.04 0.00
Selection 0.41 4.19 0.00 – – – –
Appointment 0.47 5.22 0.00 – – – –

DISCUSSION AND CONCLUSION

The study was based on the premise that the job involvement contributes to predicting the employee’s
behavioral outcomes, organizational performance, and the organization’s success. The importance of
the involvement lies in entering the heart of the career relationship that it takes what people behave in
their roles and what makes them behave in other ways to achieve both the goals of the organization and
their goals, which has a positive impact on many variables such as service quality, customer satisfac-
tion, high productivity and sales, increased profitability, and achieving of the competitive advantage.
This is consistent with Kahn theory (1990), which indicates that the job involvement is an important
aspect through which the organization can increase the productivity of its employees. Deeply involved
employees usually exert additional efforts whether they were physical, mental or emotional to achieve
the organizational goals. In addition, the employees who are involved in their job avoid engaging in
any unwanted activities by the organization, which results in increased productivity. Therefore, organ-
izations need to focus on all processes and strategies that can increase the involvement of employees
in their jobs, most important of which the process of staffing with its different stages. The staffing pro-
cess helps fit the employee with his job, which eventually results in many positive behavioral outcomes
among employees, including the job involvement. Many studies have indicated that there is a correla-
tion between the staffing of employees and their job involvement and that there is a correlation between

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 Problems and Perspectives in Management, Volume 17, Issue 2, 2019

the person-job fit, which is the fit already achieved by the staffing process and the emergence of many
positive behavioral outcomes such as the job satisfaction, organizational commitment, job involvement,
and organizational citizenship behavior (Organ, 1988; Meyer et al., 2002; Cable & DeRue, 2002; Kristof-
Brown, Zimmerman, & Johnson, 2005; Hoffman & Woehr, 2006; Biswas, Bhatnagar, Abutayeh, & Al-
Qatawneh, 2012, 2013; Kim, Aryee, Loi, & Kim, 2013). Accordingly, the current study was carried out for
the purpose of determining the level of practicing the staffing process and job involvement of employees
in one of the Jordanian companies that provide the electricity service to the Northern districts of Jordan,
and explaining the impact of this process on the job involvement of the employees of this company.
The results have shown that the level of practicing the staffing process according to the procedures re-
quired was not sufficient, which may deprive the company from getting the required quality of employ-
eese, specially those whose characteristics correspond to the requirements of the job they will occupy.
Respondents indicated that the company does not adequately examine and accept staffing applications
based on the qualifications, specialization, and skills required to fill the vacant jobs. The respondents
indicated also that the company does not perform all the required tests in the selection process and in
conducting interviews as required, and the company does not adopt a sufficient trial period for the new
employee nor holds training programs to prepare and direct the newly appointed employee. This can be
attributed to the organizations’ weak interest in the effectiveness of the staffing process by the people re-
sponsible for the human resources management; this is in agreement with Nadim (2008), Al-Farra and
Al-Za’nun (2008), Jarghon (2009), Najadat (2014), Al-Shurman (2015) who revealed that the practicing
of the staffing process in the surveyed organizations was not in the required level.

The results also showed that the level of the job involvement of employees was not at the level that would
help the organization to obtain the benefits achieved by this type of behavioral outcomes, most important
of which is increasing the satisfaction of employees, reducing the rate of leaving jobs and increasing pro-
ductivity. This can be attributed to many challenges the most organizations still face with regard to the role
that can be played by staffing process, the staffing process as the previous studies stated can often performed
unprofessionally, not taking into account specialization, scientific qualification, experience, which may cre-
ate a mismatch between selected individuals and the jobs; this will lead to reducing the appearance of many
positive behavioral outcomes such as job involvement (Nadim, 2008; Al-Farra & Al-Za’nun, 2008; Jarghon,
2009). This is in agreement with Singh and Gupta (2015) who stated that there is a decrease in the employees’
job involvement.

In addition, the results indicated that there was an impact for the staffing process on the job involvement of
employees; this is in agreement with Memon, Salleh and Baharom (2014) who stated that person-job fit be-
tween an individual’s attributes and their surroundings, which is considered one of the criteria that must be
included by all staffing practices can increases the positive emotions, attitudes and behaviors, when fit occurs,
consequently it generates work-related positive attitudinal and behavioral outcomes. This result is consistent
also with Alsaedi and Akar (2010), Abutayeh and Al-qatawneh (2012) who revealed a positive correlation
between effective staffing and job involvement; effective staffing, as mentioned in some studies, achieves a fit
between the employee and his job (Chatman, 1989; Rynes & Gerhart, 1989; Bowen et al., 1991; Judge & Ferris,
1992; Sekiguchi, 2007). Furthermore, the empirical evidence indicated that the fit between the employee and
the job, which is one of the criteria of the staffing process leads to an increase in the employee’s involvement
in his job and the deeply involved employees are considered an important asset for the proper performance
of their functions and for success and survival in today’s rapidly changing environment (Hollenbeck, 1989;
Bretz & Judge, 1994; Mgedezi, Toga, & Mjoli, 2014; Nwibere, 2014).

MANAGERIAL IMPLICATIONS
One of the most important challenges faced by organizations today is the method of retaining talents;
therefore, it became important that organizations understand the extent of employees’ adhere to the

http://dx.doi.org/10.21511/ppm.17(2).2019.19 261
Problems and Perspectives in Management, Volume 17, Issue 2, 2019

job. Accordingly, the study aimed to help the management achieve the desired goals of the organization
by identifying the most important behavioral outcomes of employees that enable it to achieve its goals
efficiently and effectively, most important of which is the job involvement. Involved employees exert
additional efforts in conducting their tasks and they not only become physically involved in their jobs,
but also mentally and emotionally, and they make their jobs the focus of their lives. Based on this, the
organization can best achieve its desired objectives through this type of employees. The attempt of the
current study lies in identifying the most important factors that influence the involvement of employees,
which were represented in identifying the impact of the staffing process on the job involvement. The
procedures of staffing should focus on achieving the fit between the employee and his job through fo-
cusing on choosing employees whose knowledge, skills and abilities correspond to the requirements of
vacant jobs and also through implementing different tests and selection interviews, which help choose
the person whose properties fit the job requirements he wants to work in.

Furthermore, organizations need to provide job opportunities that not only correspond to the capabil-
ities of individuals, but also help meeting the needs of individuals and achieving their aspirations and
desires. Thus, the staffing process must take into account the fit between the need and supply, which
means that the selected employee should be given a career that helps satisfy his needs, desires and
ambitions.

Organizations should also pay attention to the job design process where the focus is on designing jobs in
a way that creates a challenge, and enables employees feel independence and joy during the job; in this
method, the employee can be more involved and can work in an effective way.

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