RECRUITMENT POLICIES AND PROCEDURES IN ORGANIZATIONS AND COMPANIES
ABSTRACT
The research work done is on Recruitment Policies and Procedures in organizations and companies. The research examined the recruitment policies and it’s in the Enugu state broadcasting service (ESBS). The research used both primary and secondary data which were collected and analysed. In the analysis done, it revealed that recruitment policies and procedures in ESBS are based purely on merit and also that some of the positions are significantly dependent on academic qualifications. It was discovered that some of the factors militating against recruitment policies and procedures is that personnel managers at times lack the competent skills required for effective recruitment. Also, that partiality and discrimination contribute to inefficiency and ineffectiveness. Consequent upon the problem discovered, many solution was recommended such as advertisement of job vacancies so as to secure a pool of candidates from which suitable ones will be chosen and recruitment of personnel should be undertaken with due regard to relevant academic qualification.
CHAPTER ONE
INTRODUCTION
This research work is going to examine the recruitment policies and its procedure in the Enugu State Broadcasting Service. According to M. Jackson (1998) he said that recruit is securing a supply of possible candidates for jobs in enterprises. It is the first stage in the process of staffing an organization, which continues with, selection and ends with the placement of an individual in a job. Recruitment begins with information about the job to be filled, and then determining the sources of the different kinds of recruit required to fill the vacancies.
Recruitment is thus a human resource function. It is a task that is performed continuously, sometimes in a highly independent way, but no matter the situation, in collaboration with the personnel department. The most important resource which an organization or even a nation can have are its human resources. He see its purpose as to achieve optimal use of human resources through rational human resources system and programmes. It has being continuous because enterprises needs a constant supply of capable employees moving through the system from recruitment to retirement. Staffing and other recruitment practices are thus not performed once at a go but are continuous exercise. The people that are recruited are the vital force of organization, more valuable to it, in many ways, than efficient operational methods or money in the bank. Yet, an effective recruitment programme is not simple especially if the labour requirements of the organisation are diverse, for it is necessary not only to discover appropriate sources but also the compare their value, that is to determine which of them that may be most satisfactory. That is why most authors see the staffing exercise as embracing recruitment, selection and placement.
Blunt and Popoola (1995), they said that most African managers are weighed by their communities, who were able to share in his good fortune by way of being offered paid employment. The societal requirement is quite great because paid jobs are scarce in many African societies, thus one finds that managers of all caliber put pressure on whoever is given the authority to do, to employ not just qualified, but persons recommended to them by friends, relations and towns folks. This is true of Nigeria whose economy is characterized with unemployment. Further more. He asserted that in many organizations, selections are often made on ethnic bases, through “old boy or girl” connections or to correct certain structural imbalances. These anomalies create adverse effects on employees adjustment to work, commitment, discipline and moral in some cases. It is thus strange to find that in most organizations in Africa, to be selected for a particular post demands something more that having the proper qualifications and experience with this contexts, there is another dimension to it which may be unique to Nigeria. This is the amorphous criterion of “Federal character”.
This phenomenon is quite felt in parastatals where the recruitment of staff is done on a “quota” basis whereby every state in the federation cannot have more than an allocated percentage of individual context, recruitment in certain organization is not based purely on merit but also on the state of origin. Persons recruited in manners different from the norms are likely to perform at lower levels, and some have been known to take undue advantage of their relationship with person’s authority in their organization to do whatever they like. This according to many scholars’ is one of the main reasons why things don not work n Nigeria. We have the wrong person in various positions. The search for a grater and vibrant Nigeria demands a stop to this practice, to give way to organizational efficiency and effectiveness.
Any organization worth its salt should have sound personnel policy and recruitment should be part such a policy. Recruitment should start from manpower planning, where future manpower needs forecast in advance. Recruitment of the right caliber of personnel is thus undertaken after careful analysis and in it the manager must seek to discover how qualified workers may be and also to server as basis for selection.
This research study seeks to examine the recruitment policy and procedures of company or organization with the view to ascertaining whether an established policies and procedure is being followed, if there is a pattern, how will this pattern conform in what is expected to be the norm.