EXTERNAL RECRUITMENT AND IT’S EFFECT ON ORGANIZATION

PERFORMANCE, A CASE STUDY OF KAGWE TEA FACTORY KIAMBU

CHEGE DORCAS GATHONI

INDEX NO: 2070440140

A TRADE PROJECT SUBMITTEDV TO KENYA NATIONAL EXAMINATION

COUNCIL IN PARTIAL FULFILLMENT FOR THE AWARD OF DIPLOMA IN

HUMAN RESOURCE MANAGEMENT

JULY, 2018

i
DECLARATION

I declare that this project has never been presented to any institution or examination body for

examination purposes.

PRESENTER: CHEGE DORCAS GATHONI

SIGNATURE……………………………..… DATE ……………………………

This project has been submitted to the Kenya National Examination Council (KNEC) with

approval of my Supervisor Mr. Festus Irungu on behalf of Thika Technical Training

Institute.

SUPERVISOR: MR. FESTUS RIUNGU

SIGNATURE………………………………… DATE ………………………………

ii
DEDICATION

I dedicate this project to my beloved parents and sister for their support and to my lecturer

Mr. Festus Riungu for his continuous guidance.

iii
ACKNOWLEDGEMENT

I would like to acknowledge God, my Parents, my lecturer and my colleagues.

iv
ABSTRACT

Human resource practices such as recruitment forms the basis of an organization's

competitive advantage and such determines firm's performance with a subsequent effect on
the organization performance. It is therefore critical to identify what sources of recruitment
best suit the organization as through the recruitment process the firm gets opportunity to
identify and attract the correct pool of human resource aim at giving it competitive
advantage in the market. This study sought to establish the effect of external recruitment on
organization performance at Kagwe tea factory Kiambu.
The study adopted a descriptive research design on a target population of 50 permanent
employees and 30 temporary employees from Kagwe tea factory in Kiambu. The study
made use of questionnaires to collect primary data. Data analysis was done using descriptive
techniques which gave rise to statistics such as frequencies, percentages and degrees. The
data was presented in tables and figures.
The study found that Kagwe tea factory conducts external recruitment the most. Recruitment
process which was termed as efficient is done through psychological, personality and
practical tests and the Organization employs staff based on experience and skills (qualified
staff). The study concludes that concludes that external recruitment has a positive impact on
Kagwe tea factory performance.

v
TABLE OF CONTENTS

DECLARATION..............................................................................................................................ii

DEDICATION.................................................................................................................................iii

ACKNOWLEDGEMENT..............................................................................................................iv

ABSTRACT......................................................................................................................................v

CHAPTER 1.....................................................................................................................................1

1.0 Introduction..................................................................................................................................1

1.1 Background to The Study.............................................................................................................1

1.2 Problem Statement.......................................................................................................................2

1.3 Objective Of The Study................................................................................................................3

1.3.1 Main objective...........................................................................................................................3

1.3.2 Specific objective......................................................................................................................3

1.4 Research Questions......................................................................................................................3

1.5 Limitation And Delimitations Of The Research..........................................................................3

1.5.1 Limitation of the study..............................................................................................................3

1.5.2 Delimitations of the study.........................................................................................................4

1.6 Significance of The Research.......................................................................................................4

CHAPTER TWO..............................................................................................................................5

2.0 Literature review..........................................................................................................................5

2.1 Introduction..................................................................................................................................5

2.2 Empirical Review.........................................................................................................................5

2.2.1 Methods of recruitment.............................................................................................................7

2.2.2 Qualification rates.....................................................................................................................8

2.2.3 The Recruitment Process.........................................................................................................10

2.3 Importance of Recruitment.........................................................................................................12

2.4 Conceptual framework...............................................................................................................13

vi
CHAPTER THREE.......................................................................................................................14

3.0 Methodology..............................................................................................................................14

3.1 Research Design.........................................................................................................................14

3.2 Study Of Population...................................................................................................................14

3.3 Sample Of The Study.................................................................................................................14

3.4 Data Collection Instruments.......................................................................................................14

3.5 Sources Of Data.........................................................................................................................15

3.5.1 Primary Sources......................................................................................................................15

3.5.2 Secondary Sources..................................................................................................................15

3.6 Data Analysis.............................................................................................................................15

CHAPTER FOUR..........................................................................................................................16

4.0 Data Presentation And Analysis.................................................................................................16

4.1 Introduction................................................................................................................................16

table: 1.............................................................................................................sex: distribution table

..........................................................................................................................................................16

Table: 2.........................................................................................................Age: Distribution Table

..........................................................................................................................................................17

Table 3: Marital Status:.........................................................................................Distribution Table

..........................................................................................................................................................18

Table 4:........................................................................................Type Of Skills: Distribution Table

..........................................................................................................................................................19

Table 5: Level Of Skills/ Education:.....................................................................Distribution Table

..........................................................................................................................................................20

Table 6: When Vacancies Occur Existing Staff Are Consider........................................................22

Table 7: Job Vacancies Made Open To General Public...................................................................23

Table 8: Recruitment Produce Qualified Candidate........................................................................24

Table 9: Factory Has Agent That Recruit For Them.......................................................................24

Table 10: Job Analysis Is Performed...............................................................................................25

vii
Table 11: Methods Of Advertising Vacancies.................................................................................25

Table 12: Does Recruitment Affect Organization Performance......................................................26

Table 13: Subsequent Training Is Needed For Staff........................................................................27

Table 14: Training And Performance...............................................................................................27

CHAPTER FIVE............................................................................................................................28

5.0 Findings, Recommendations And Conclusion...........................................................................28

5.1 Findings......................................................................................................................................28

5.1 Conclusion..................................................................................................................................29

5.2 Recommendations......................................................................................................................30

References........................................................................................................................................31

APPENDICES................................................................................................................................32

Appendix I........................................................................................................................................32

Questionnaires..................................................................................................................................32

APPENDIX II.................................................................................................................................36

Budget..............................................................................................................................................36
APPENDIX III................................................................................................................................37

Work Plan..........................................................................................................................................37

viii
CHAPTER 1

1.0 Introduction

This deals with background of the study, problem statement, objectives i.e. the general

objectives and specific objectives, limitations and delimitations and significance of the

study.

1.1 Background to The Study

The word recruitment has become a thing of concern to many organizations in order to get a

rightful candidate that can effectively fill the vacant position in the organizations due to the

increase in competitions Adayemi and Dumande (2015). Organizations in this 21 st century

are looking forward to sustain a competitive advantage by combating the challenges of

improving qualities of products, productivity and service delivery. Development made by

national university of Ireland (2006), is that the continued growth and development of an

organization depends on its ability to recruit and select high quality personnel at all levels in

respective of the cost of such action, Casio (2002) stated that recruitment and selection starts

with a clear statement of objectives of the firm based on the type of knowledge, skills,

abilities and other characteristic for organization to nearest for the selection process.

According to Ekwoba (2015), recruitment and selections have become essential in

organizations because individuals need to be attracted on a timely basis in sufficient

numbers and the appropriate qualifications success of the organization is directly linked. The

more effectively organizations recruit and select candidates, the more likely they are to hire

and retain satisfied employees. In addition, the effectiveness of an organization selection

system can influence bottom-line business outcomes, such as productivity and financial

performance Ekwoaba (2015).

1
1.2 Problem Statement

Recent technological advances, globalization, social trends and changes within organizations

have brought new challenges for recruitment and selection (Rowley & Benson, 2002). To

effectively face the new challenges recruitment and selection needs to be integrated with

business strategies (Lam & White, 1998). According to Armstrong (2009), strategic human

resource management emphasizes the need for the human resource plans and strategies to be

formulated within the context of overall organizational strategies and objectives and to be

responsive to the changing nature of the organization’s external environment.

The lack of a systematic technique for employee recruitment results in inappropriate choices

for respective jobs hence the misdirection of skill and talent. This failure translates to loss;

both to the employer on one end in the form of mediocre worker productivity as well as the

employees whose aptitudes are underutilized hence wasted talent capacity (Njenga, 2008).

There is adequate empirical evidence to the effect that one of the fundamental challenges

facing organizations in the area of performance is their inability to put in place strategies

capable of recruiting competent employees and retaining them to achieve organizational

goals (Cascio, 2003; Heneman & Judge, 2003; Gberevbie, 2008). The above problem

motivated the researcher to examine the impact of recruitment strategy on the employee

performance in the real sector.

2
1.3 Objective Of The Study

1.3.1 Main objective

General purpose of the study was to establish the effect of external recruitment on

performance in Kagwe tea factory Kiambu County.

1.3.2 Specific objective

i) To find the best recruiting methods and their effects on performance in

Kagwe tea factory, Kiambu county.

ii) To assess the effect of employee qualification on performance in Kagwe tea

factory, Kiambu county.

iii) To assess the effectiveness of recruitment process on performance in Kagwe

tea factory, Kiambu county.

1.4 Research Questions

i) What are the best recruiting methods and their effect on performance in Kagwe

tea factory, Kiambu County?

ii) What are the ways of assessing the effect of employee qualification on

performance in Kagwe tea factory Kiambu county?

iii) What are some of the ways of assessing the effectiveness of recruitment process

on performance in Kagwe Tea factory, Kiambu County?

1.5 Limitation And Delimitations Of The Research

1.5.1 Limitation of the study

The research was limited to Kagwe tea factory Kiambu County. It was also limited to

managers at different levels and few employees. In addition the research was limited
3
 to human resource department as the concerned department with recruitment and

sourcing the organization with employees.

1.5.2 Delimitations of the study

The researches delimited to other tea factory also other manufacturing and

processing industries. In addition the research could be delimited to other countries

which process have tea factories and also manufacturing companies or running

organizations.

1.6 Significance of The Research

The research will be of great help to many people there will include, employees, middle

level supervisors and the management. To the current employees, they will learn that

after recruitment they may acquire new methodologies from new candidates. To the

management, they will be able to set retention rates depending on the quality of

candidates recruited. To other organizations they will be able to introduce a competitive

ground with their competitors.

4
CHAPTER TWO

2.0 Literature review

2.1 Introduction

This chapter is meant to look at the literature by other researchers on the external

recruitment and its effect on organization performance. The chapter explores the concept of

recruitment, the recruitment process, the sources of recruitment, challenges of recruitment

and selection, importance of recruitment and selection and the relationship between

recruitment and selection, and organizational performance.

2.2 Empirical Review

According to Costello (2006) recruitment is described as the set of activities and processes

used to legally obtain a sufficient number of qualified people at the right place and time so

that the people and the organization can select each other in their own best short and long

term interests. In other words, the recruitment process provides the organization with a pool

of potentially qualified job candidates from which judicious selection can be made to fill

vacancies. Successful recruitment begins with proper employment planning and forecasting.

In this phase of the staffing process, an organization formulates plans to fill or eliminate

future job openings based on an analysis of future needs, the talent available within and

outside of the organization, and the current and anticipated resources that can be expanded to

attract and retain such talent.

Also related to the success of a recruitment process are the strategies an organization is

prepared to employ in order to identify and select the best candidates for its developing pool

of human resources, Organizations seeking recruits for base-level entry positions often

require minimum qualifications and experiences. At the middle levels, senior administrative,
5
technical and junior executive positions are often filled internally. The push for scarce, high-

quality talent, often recruited from external sources, has usually been at the senior executive

levels. Most organizations utilize both mechanisms to effect recruitment to all levels.

Jovanovic (2004) said recruitment is a process of attracting a pool of high quality applicants

so as to select the best among them. For this reason, top performing companies devoted

considerable resources and energy to creating high quality selection systems.

Recruitment and selection process are important practices for human resource management,

and are crucial in affecting organizational success Jovanovic (2004). Due to the fact that

organizations are always fortified by information technology to be more competitive, it is

natural to also consider utilizing this technology to re-organize the traditional recruitment

and selection process through proper decision techniques, with that both the effectiveness

and the efficiency of the processes can be increased and the quality of the recruitment and

selection decision improved.

Additionally, recruitment is a positive process i.e. encouraging more and more employees to

apply whereas selection is a negative process as it involves rejection of the unsuitable

candidates. Recruitment also, is concerned with tapping the sources of human resources

Whereas selection is concerned with selecting the most suitable candidate through various

interviews and tests, and finally, there is no contract of recruitment established in

recruitment whereas selection results in a contract of service between the employer and the

selected employee.

Recruitment of candidates is the function preceding the selection, which helps create a pool

of prospective employees for the organization so that the management can select the right

candidate for the right job from this pool. The recruitment process is immediately followed

6
by the selection process i.e. the final interviews and the decision making, conveying the

decision and the appointment formalities, Wanous,J. P (1992) .

Recruitment is the process of identifying and attracting a group of potential candidates from

within and outside the organization to evaluate for employment. Once these candidates are

identified, the process of selecting appropriate employees for employment can begin. This

means collecting, measuring, and evaluating information about candidates‟ qualifications for

specified positions. Organizations use these practices to increase the likelihood of hiring

individuals who have the right skills and abilities to be successful in the target job, Leopold

(2002).

2.2.1 Methods of recruitment

A range of methods, such as application forms, interviews, formal tests, references,

assessment centers and official transcripts are used by firms in the selection process A firm

needs to choose a method that is most appropriate to the job positions. HR experts generally

drive the staffing process and the purpose of the staffing is to fulfil the requirements of

business, and the skill levels presented by each new recruit is likely to be judged better if the

line managers are involved in the recruitment and selection process. Dess and Jason (2001)

suggest that in business strategy implementation the involvement of line managers in the

entire staffing process (i.e., drafting of job descriptions, setting selection criteria and being

on the panel of recruitment) is vital for ensuring recruitment and selection to meet business

needs. In other words, the line managers are the owner of the recruitment and selection

process along with HR playing a facilitator role.

Taking heredity and environment as bases for granting or denying access to an organization

and job is now legally unacceptable. The argument presented by Blackford and Newcomb

7
(2002), particularly in relation to skin, colour and its predictive properties, could be seen as a

product of its time and place, However, it is important to note that the study is based on what

was then seen as a sound scientific set of ideas and tests, which proved the premises

underlying the suggested practice.

Recruitment may be conducted internally through the promotion and transfer of existing

personnel or through referrals, by current staff members, of friends and family members.

Where internal recruitment is the chosen method of filling vacancies, job openings can be

advertised by job posting, that is, a strategy of placing notices on manual and electronic

bulletin boards, in company newsletters and through office memoranda. Referrals are

usually word-of-mouth advertisements that are a low-cost-per-hire way of recruiting.

Intemal recruitment does not always produce the number or quality of personnel needed; in

such an instance, the organization needs to recruit from external sources, either by

encouraging walk-in applicants; advertising vacancies in newspapers, magazines and

journals, and the visual and/or audio media; using employment agencies to “head htu1t”;

advertising on-line via the Internet; or through job fairs and the use of college recruitment.

2.2.2 Qualification rates

Every organization has the option of choosing the candidates for its recruitment processes

from two kinds of sources: internal and external sources. The sources within the

organization itself (like transfer of employees from one department to other, promotions) to

fill a position are known as the internal sources of recruitment.

Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known

as the external sources of the recruitment, Schmidt and Hunter (1998).

8
They further explain that internal recruiting seeks to fill vacancies with current employees. It

is the most common approach; Notify present employees and encourage them to apply for

positions in which they are qualified, ask present employees for referrals; often those

referrals are other current employees. According to them internal recruitment is

advantageous in a sense that it increases morale, retains employees, attendance and work

records are known, and less training necessary. However, they say is disadvantages because

it encourages lack of new ideas, may settle for less qualified to avoid hurt feelings, and bring

ripple effect creating other vacancies.

In addition, Schmidt and Hunter (l998) demonstrate also that external recruiting may be

effective in certain situations it includes the ability to attract the most qualified individuals, a

reduction in resentment, the ability to bring in new ideas, and recruitment from minority

groups but to the contrary it calls for the need for more training, the chance of losing current

employees to new opportunities elsewhere, and the risk of the unknown regarding the new

employee.

External Recruiting Resources can be used to locate, identify, and attract qualified

applicants, and they include; Newspaper ads, specialized journals and publications,

Professional organizations, Educational institutions, Public employment services, Private

employment agencies, Labor unions and trade associations, Walk-ins and mail-ins, and The

Internet as a new resource ,Taylor and Collins (2000), and are the present Employees ,

Unsolicited Applicants , Educational and Professional Institutions , Public Employment

Offices , Private employment Agencies, Employee Referrals , Help wanted Advertising ,

Walk-Ins , Schmidt and Hunter(l998).

9
In their literature Taylor and Collins (2000), and Schmidt and Hunter (1998), they agree that

a combined Approach is probably the most common to make the most of the advantages of

each, and further highlights the factors that influence both sources.

Factors affecting recruitment Taylor and Collins (2000), and Schmidt and Hunter (1998).

From the above, the sources of recruitment and selection are through the internal and

external sources. However recruitment and selection is faced with lots of challenges.

2.2.3 The Recruitment Process

A number of recent studies have suggested that some recruitment processes are more

effective than others in terms of the value of the employees recruited.

Miyake, (2002) indicated that while advertising is usual for job vacancies, applicants were

sometimes recruited by word of mouth, through existing employees. Besides being cheaper,

the “grapevine” finds employees who stay longer (low voluntary turnover) and who are less

likely to be dismissed (low involuntary turnover). People recruited by word of mouth stay

longer because they have a clearer idea of what the job really involves. Miyake, (2002)

reviewed five studies in which average labour turnover of those recruited by advertising was

51 per cent. The labor turnover for spontaneous applicants was 37 per cent and turnover for

applicants recommended by existing employees was 30 per cent. One hypothesis proposed

to account for this was the “better information” hypothesis. It was argued that people who

were suggested by other employees were better and more realistically informed about the job

than those who applied through newspapers and agencies. Thus, they were in a better

position to assess their own suitability. Better informed candidates are likely to have a more

realistic view of the job, culture of the organization and job prospects.

10
Recruiting is seen as a “positive process of generating a pool of candidates by reaching the

„right‟ audience, suitable to fill the vacancy” (Leopold, 2002), is the process of searching

the candidates for employment and stimulating them to apply for jobs in the organization”.

Leopold (2002), states further that the first step of recruitment is to put forward a job

analysis which is important for both the organization and the candidates. If a job is not

needed in an organization, recruitment and selection of a candidate is not necessary.

However, if the job is needed, a job description usually consists of the job title, where the

job is located, what the key purpose of the job is, what are the main duties that the job entails

and what role it plays in the success of the organization, is compiled.

In agreement with Leopold, Wanous (1992) , highlights that the steps involved in the formal

recruitment and selection process are often fairly standard, but there are a number of factors

to consider along the way. Initially, the recruiting manager should draw up a job description

and person specification for the vacant role if these are not already available, and steps are;

Step 1: Identify vacancy

Step 2: Prepare job description and person specification,

Step 3: Advertising the vacancy

Step 4: Managing the response

Step 5: Short-listing

Step 6: Arrange interviews

Step 7: Conducting interview and decision making

The recruitment and selection is the major function of the human resource department and

recruitment process is the first step towards creating the competitive strength and the

recruitment strategic advantage for the organizations. Recruitment process involves a

11
systematic procedure from sourcing the candidates to arranging and conducting the

interviews and requires many resources and time, Sisson (l994).

Similarly, Hall and Torrington (1998), states that a general recruitment process is as follows:

The recruitment process begins with the human resource department receiving requisitions

for recruitment from any department of the company. These contain: Preparing the job

description and person specification. Locating and developing the sources of required

number and type of employees (Advertising etc.).

Short-listing and identifying the prospective employee with required characteristics as well

as arranging the interviews with the selected candidates, conducting the interview and

decision making. The recruitment process is immediately followed by the selection process

i.e. the final interviews and the decision making, conveying the decision and the

appointment formalities.

2.3 Importance of Recruitment

The recruitment is the major function of the human resource department and recruitment

process is the first step towards creating the competitive strength and the recruitment

strategic advantage for the organizations, Phillips (1998).

In today’s rapidly changing business environment, a well-defined recruitment policy is

necessary for organizations to respond to its human resource requirements in time.

Therefore, it is important to have a clear and concise recruitment policy in place, which can

be executed effectively to recruit the best talent pool for the selection of the right candidate

at the right place quickly Petts, (1997).

The Purpose and Importance of Recruitment are given below by Dessler (2000): Help

increase the success rate of selection process by decreasing number of visibly under

12
qualified or overqualified job applicants, Increase the pool of job candidates at minimum

cost, Create a talent pool of candidates to enable the selection of best candidates for the

organization, Attract and encourage more and more candidates to apply in the organization,

Recruitment is the process which links the employers with the employees, Determine present

and future requirements of the organization in conjunction with its personnel planning and

job analysis activities, and Help reduce the probability that job applicants once recruited and

selected will leave the organization only after a short period of time. Others according to

him are; Meet the organizations legal and social obligations regarding the composition of its

workforce.

Begin identifying and preparing potential job applicants who will be appropriate candidates,

and Increase organization and individual effectiveness of various recruiting techniques and

sources for all types of job applicants.

2.4 Conceptual framework

Recruiting methods

Performance of
Qualification rates organization

Recruitment process

13
Dependent variable
Independent variables
CHAPTER THREE

3.0 Methodology

3.1 Research Design

The research is based on the effect of external recruitment on organizational performance.

The design was a descriptive study which used quantitative tool. The study was based on the

use of questionnaire. These approaches were used because they were satisfactory tools for

collecting data for the sample population to investigate the research topic.

3.2 Study Of Population

The study took place at Kagwe Tea Factory in Kiambu. There are 80 employees employed

in the factory on a permanent basis and 50 employees employed on contracts i.e. temporary

basis.

3.3 Sample Of The Study

A sample size of 50 was chosen from the permanent employees in the factory and 30 from

the temporary employees. To ensure that the sample was represented enough to draw

conclusion.

3.4 Data Collection Instruments

The researcher used questionnaire. The researcher prepared the questionnaire to be

responded by the sampled employees of the factory. The questions were designed to make

the purpose of the study successful after the results have been ascertained. This instrument

gave expected information about the recruitment and selection procedures or practices.

14
3.5 Sources Of Data

Both primary and secondary source of data were used in conducting the research.

3.5.1 Primary Sources

In getting primary data there are several approaches available to gathering data. In order to

collect reliable and valid information, the researcher gave questionnaires (closed and

opened) to the sampled employees of the factory.

3.5.2 Secondary Sources

The study also made use of secondary data in collecting information. The sources of the

secondary data include books, internet search, articles, and journals among others.

This helped to identify how others have defined and measured key concepts, and to discover

how this research project is related to other studies.

3.6 Data Analysis

The data collected was sorted and coded to ensure it was complete for analysis. Statistical

Packages for Social Sciences (SPSS) was used to analyze the data. Descriptive statistics

such as mean, standard deviation, frequencies and percentages were used to summarize

research findings. The findings were presented in tables.

15
CHAPTER FOUR

4.0 Data Presentation And Analysis

4.1 Introduction

This section deal with the analysis and interpretation of data collected to determine the effect of

external recruitment on organizational performance.

TABLE: 1 SEX: DISTRIBUTION TABLE

Sex Frequency Percentage Degree

Male 50 62.5 225

Female 30 37.5 135

TOTAL 80 100 360

From table 1 above, it was realized that 62.5% of the sample taken were male workers while

37.5% of the workers were female. The number of female workers was low while the number of

male workers were high. This is because most of the task that are carried out in the factories

involves manure work and hence it is men who mostly possess to carry out such manure tasks.

16
Table: 2 Age: Distribution Table

AGE FREQUENCY PERCENTAGE DEGREES

Less 20 years 8 10 36

21-30 years 7 8.75 31.5

31-40 years 35 43.75 157.5

41-50 years 20 25 90

Over 50 years 10 12 45

TOTAL 80 100 360

50
45
40
35
no of employees

30
25
20
15
10
5
0
Less 20 21-30 yrs 31-40 yrs 41-50 yrs over 50 yrs
age in years

As shown in the above bar chart employees aged less 20 years were 8 who represented 10% of

sample of employees that were taken, employees aged between 20-30 years were 7, between 31-

40 years were 35, between 41-50 years were 20 and employees aged above 50 years were 10.

17
The employees who were aged 31-40 years represented a large number as compared to others.

This was because most of employees were from technical training institutes hence the majority

finished at the age of between 25-26 years and took at least 5 years to gain experience in their

relevant field of work as well as searching for employment.

Table 3: Marital Status: Distribution Table

Status Frequency Percentage Degree

Single 15 18.75 67.5

Married 65 81.25 292.5

Total 80 100 360

From table 3 it was realized that 18.75% of employees were single were as 81.25 were married.

This showed that the number of married employees were higher than the number of single

employees. This was because most of the employees were aged between 31-40 years and hence

at this age the majority of employees are married

18
Table 4: Type Of Skills: Distribution Table

Types of skills Frequency Percentage Degree

Production 30 37.5 135

Accounting 3 3.75 21.6

Secretarial 4 5 18

Carpentry 4 5 18

Masonry 8 10 36

Sales and marketing 11 13.75 49.5

Mechanical 10 12.5 45

Plumbing 9 11.25 32.4

None of the above 1 1.25 4.5

TOTAL 80 100 360

40

35

30

25

20

15

10

0
on tin
g ial ry ry tin
g ca
l
ng ov
e
cti u tar ent ona e ani bi b
od
u
ac
co cr
e rp sh ar
k
ec
h
pl
um ea
se ca ar m th
pr m d m of
an n
les no
sa

19
In table 4 above, the percentage that presented the different types of skills possessed by

employees included; production 37.5 %, accounting 3.75%, secretarial 5%, carpentry 5%,

marsonry 10%, marketing 13.5%, mechanical 12.5 %, plumbing 11.25% and those without any

of the above mentioned skills represented 1.25%.

Employees with production skills represented the high number this was because many activities

carried out in the tea factory are majority concerned with production . the type of the industry

that the tea factory lies is the manufacturing industry hence in the process of manufacturing the

output most undergo the production process, hence a lot of production skills must be applied in

order to come up with final output (Tea leaves)

Table 5: Level Of Skills/ Education: Distribution Table

Level of education Frequency Percentage Degree

Class 8 drop out 5 6.25 22.5

Artisan 19 23.75 85.5

Certificate/ craft 30 37.5 135

Diploma 25 31.25 112.5

Degree 1 1.25 45

TOTAL 80 100 360

20
 class 8 drop out
artisan
certificate
diploma
degree

From table 5 the following was realized. The craft/certificate holders were 30 representing

37.50% of the sample of the employees that were interviewed. They represented the majority of

employees. This was because the craft/certificate holders in essence have got a lot of technical

skills and compared with others also many personnel’s with more that certificate skills i.e.

diploma and degree and masters holder like working in large organization unlike the factories.

21
Table 6: When Vacancies Occur Existing Staff Are Consider

Valid Frequency Percent

Yes 49 61.25

No 30 37.5

Missing 1 1.25

system

Total 80 100

70.00%
61.25%
60.00%

50.00%

40.00% 37.50%

30.00%

20.00%

10.00%
1.25%
0.00%
Yes No Missing System

Table 6 above shows that 61.25% of the respondents agree that when Vacancies exist the

existing staffs are consider 37.5% disagree while 1.25% did not answer the question.

Interpretation: Existing staffs are not always considered when vacancies exist in their place of

work.

22
Table 7: Job Vacancies Made Open To General Public

Valid Frequency Percent

Yes 73 91.25

No 7 8.75

Total 80 100.0

8.75%

Yes
No

91.25%

Table 7 above shows that 91.25% of the respondents agree that vacancies are made

open to general public while 8.75% disagree.

Interpretation: Vacancies are made open to general public.

Table 8: Recruitment Produce Qualified Candidate

Valid Frequency Percent

23
 Yes 76 95.0

No 4 5.0

Total 80 100.0

Table 8 shows that 95% of the respondents agreed that recruitment and selection process are able

to produce qualified candidate while 5% disagree.

Interpretation: Recruitment and selection process are able to produce qualified candidate.

Table 9: Factory Has Agent That Recruit For Them

Valid Frequency Percent

Yes 79 98.75

Missing 1 1.25

System

Total 80 100.0

Table 9 above shows that 98.75% of the respondents agreed that factory have agent that recruit

for them while 1.25% did not answer the question.

Interpretation: factory have agent that recruit for them.

Table 10: Job Analysis Is Performed

Valid Frequency Percent

24
 Yes 52 65

No 20 25

Missing 8 10

System

Total 80 100.0

Table 10 shows that 65% of the respondent agreed that Factory perform job analysis required for

particular job before advertising, 25% disagree While 10% did not answer the question.

Interpretation: Factory performs job analysis required for particular job before advertising

vacancies for the post.

Table 11: Methods Of Advertising Vacancies

Valid Frequency Percent

TV 1 1.25
Newspaper 20 25
Professional 32 40
association
Employment 17 21.25
Agencies
Employment 10 12.5
Referral
Total 80 100.0

25
 40%
40.00%
35.00%
30.00% 25%
25.00% 21%

20.00%
13%
15.00%
10.00%
5.00% 1%

0.00%

Table 11 shows that 1.25% of the respondent agreed that method of advertising recruitment is

through Television 25% agreed to newspapers, 40% agreed to professional association, 21.25%

agreed to employment agencies, 5% agreed to employment referral while 5% did not answer the

question.

Table 12: Does Recruitment Affect Organization Performance

Valid Frequency Percent Valid Percent Cumulative

Percent

Yes 78 90.0 90.0 90.0

No 2 10.0 10.0 100.0

Total 20 100.0 10.0 100.0

26
Table 12 shows 90% of the respondents agreed that recruitment process affect organization

performance While 10% disagree.

Interpretation: Recruitment processes affect organization performance.

Table 13: Subsequent Training Is Needed For Staff.

Valid Frequency Percent

Yes 70 87.5

No 10 12.5

Total 80 100

Table 13 shows that 87.5% of the respondents agreed that subsequent training of the staff is

needed for optimum performance while 12.5% disagreed.

Interpretation: Subsequent training of the staff is needed for staffs.

Table 14: Training And Performance

Valid Frequency Percent

Yes 56 70.0

No 15 18.75

Missing 9 11.25

System

Total 80 100.0

Table 14 shows that 70% of those that agree that subsequent training is

needed for staff agreed that it aid their performance, 18.75% disagree while11.25% did not

answer the question.

Interpretation: Subsequent training is needed for staff to aid their performance

27
CHAPTER FIVE

5.0 Findings, Recommendations And Conclusion

5.1 Findings

It was realized that factors such as work experience, academic qualifications, interviews and test

used in selecting employees makes the selecting and recruitment process very effective in

selecting the best for the tea factory.

The study also revealed that recruitment and selection practices have improved performance of

employees and the factory, high percentage of respondents stated that the selection and

recruitment policy has helped them improve upon their performance at the factory and in what

they do. It was also revealed that orientation and subsequent job training had added to their stock

of knowledge of most employees which help them effectively carry out their duties. It was also

gathered from respondents that the recruiting and selection method had led to the employment of

competent staff while at the same time selection process help give the chance to employ

qualified candidates.

28
5.1 Conclusion

The focus of recruitment and selection is to match the capabilities of prospective candidates

against the demands and rewards inherent in a given job. For this reason, top performing

companies devote considerable resources and energy to creating high quality selection systems.

Recruitment and selection process are important practices for human resource management, and

are crucial in affecting organizational success.

The quality of new recruits depends upon an organizations recruitment practices, and that the

relative effectiveness of the selection phase is inherently dependent upon the calibre of

candidates attracted. From the analysis, recruitment and selection is of prime importance to

Kagwe Factory in order to get the best of employees. Recruitment and selection of employees to

a greater extent determines the performance of an institution and it is of great importance if

institutions want to achieve their goals.

29
5.2 Recommendations

From the study it is realized that external recruitment and selection is of great importance to

every organization, though an integral part of human resource planning and development, it

application and operation and challenges makes its policy quite difficult. These

recommendations are therefore made to help make this policy more effective.

1. All applicants should be treated fairly.

2. Issues of favoritism should be avoided while selecting applicants.

3. Jobs should be well described and analyzed to selected candidates to aid performance.

4. The human resource department should appraise employees to help them give off their best

and help improve performance of employees; this will always keep employees on their toes to

give off their best.

5. Refresher courses should be organized for employees for them to be abreast with trends in the

ever growing market.

30
References

1. Armstrong, M and Baron, A. (2004) Managing Performance: Performance Management

in Action, CIPD, London.

2. Blackford, W. P. and Newcomb, K. M. (2002), Strategic Human Resource Management,

Dryden Press, Florida, USA.

3. Buchner, T W (2007) Performance management theory: a look from the Performer‟s

perspective with implications for HRD, Human Resource Development International, 10

(1), pp 59-73

4. Dess, Gregory, G. and Jason, D. Shaw (2001), Voluntary turnover, social capital, and

Organizational performance, Academy of Management Review, 26(3): 446-456.

5. Dipboye, R. L. (1992). Selection Interviews: Process Perspectives, p. 118.

6. Fletcher, C (2001) Performance appraisal and management: the developing research

agenda, Journal of Occupational and Organizational Psychology, 74 (4), pp. 473-487.

7. Jovanovic, Boyan (2004), Selection and the Evolution of Industry. Econometrica, 50(3):

649-670.

8. Sisson Keith, (1994), Personnel Management, Blackwell, 2nd Edition.

9. Taylor, M. S., & Collins, C. J, (2000). Organizational recruitment: Enhancing the

Intersection of research and practice Inc.

10. Wanous,J. P (1992): Organizational Entry: Recruitment, Selection, Orientation, and

Socialization of Newcomers, Prentice Hall 2nd Ed.

31
APPENDICES

Appendix I

Questionnaires

Am a third year student from Thika Technical Training Institute pursuing a diploma course in

Human Resource management.

I humbly request you to give me a chance to carry out my research in your factory to determine

the effect of external recruitment on performance.

I assure the information which will be obtained will be kept in a very confidential way.

Particulars of respondents

SECTION A

1. Name:_____________________________________________________

2. Sex

Male [ ]

Female [ ]

3. Age

10-20 years [ ]

20-30 years [ ]

30-40 years [ ]

Over 40 years [ ]

32
4. The highest level of training

Grade [ ]

Artisan [ ]

Craft/certificate [ ]

Diploma [ ]

Degree [ ]

5. How long have you worked in the factory?

Less than one year [ ]

1 – 2 years [ ]

3 – 5 years [ ]

More than 5 years [ ]

6. How did you learn of an open position in the factory?

TV [ ]

Newspaper [ ]

Agency [ ]

From another employee [ ]

Others. Specify _____________________________________________________

7. Were you interviewed for the position you currently hold?

Yes [ ]

No [ ]

Not Sure [ ]

33
8. Did you receive any training after getting the position in the factory?

Yes [ ]

No [ ]

Not sure [ ]

9. Did the training you received help you in carrying out your duties?

Yes [ ]

No [ ]

Not sure [ ]

10. Does recruitment done by the factory affect the organizations performance positively?

Yes [ ]

No [ ]

Not sure [ ]

11. Do you find the recruitment process in the factory fair?

Yes [ ]

No [ ]

If no, specify

________________________________________________________________________

________________________________________________________________________

34
12. Given a chance, which part of the recruitment process would you like to change and

why?

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

35
APPENDIX II

Budget

ITEMS COST (KSHS.)

Transport 700

Typing and printing 600

Binding 50

Internet service 1,100

Flash disk 800

Stationery 100

Miscellaneous 560

Total 3,910

36
APPENDIX III

Work Plan

ACTIVITY DURATION

Proposal development Jan 2018

Data collection March 2018

Data analysis April 2018

Report writing and presentation May 2018

37