Effects of Recruitment and Selection Criteria On Organizational Performance at Kisii University

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EFFECTS OF RECRUITMENT AND SELECTION CRITERIA ON

ORGANIZATIONAL PERFORMANCE AT KISII UNIVERSITY, KENYA
1* 2** 3***
Elizabeth Anyango Dr. Okibo Bichanga Walter Dr. James Muya
[email protected] [email protected] [email protected]
1,2
Jomo Kenyatta University of Agriculture and Technology, Kenya
3
Kisii University, Kenya
Abstract
It has been argued that recruitment and selection criteria adopted by various organizations as positively
influences organizational performance. Among the perceived benefits is the generation of a pool of experts
who are motivated to drive the performance of the organization. However, there is a dearth of empirical
evidence on the effects of recruitment and selection criteria on the performance of a firm especially in the case
of Universities. This study therefore sought to determine the effect of recruitment and selection on
organizational performance at Kisii University main campus. It targeted 226 teaching staff and 7 members of
management. The sample size for teaching staff was 144 determined through the use of Slovin's formula for
sample size determination. All the 7 members of management were sample. Stratified random sampling was
used to select teaching staff to participate in the study from different schools and faculties while purposive
sampling was used to select members of management. Questionnaires were used to gather data from teaching
staff while interviews were used to gather data from members of management. Data was analysed qualitatively
and quantitatively and presented using tables, figures, and narratives. The study established that there was a
positive relationship between recruitment and selection criteria and organizational performance. The study
also revealed that recruitment and selection criteria were not fair. Therefore the study recommends that the
University should adopt a fair and transparent recruitment and selection policy.
Keywords: Recruitment, selection, organizational performance, effects, Succession Planning
Introduction
Organizational plans may change as a result of a number of reasons including retirements, promotions, illness,
death, summary dismissal, or any voluntary exit of staff from the organization. Therefore, organizations need
to have carefully crafted employee replacement procedures. One of the strategies to replace employees and
ensure continuity is the adoption of an effective recruitment and selection criteria. Benuka and Banu (2014)
has defined recruitment as the process of identifying and employing the most qualified personnel in the event
that there is a vacancy in an organization. This should be done in a suitable and efficient manner. This ensures
the organizations acquire skilled and competent individuals who can drive its strategic objectives. Bruce and
Gates (n.d) remarked that organizations can fill these key positions either internally or through external
recruitment process where a candidate who is currently filling an identified role in another organization is hired
to bring in his experience. This reduces training costs and transition period. On the other hand, candidates may
be sought internally, contrary to external recruitment; internal candidates do possess direct experience. He
further observes that for successful organizations, there is a carefully developed strategy that ensures that
© Anyango, Okibo, Muya 271

International Journal of Social Sciences and Information Technology
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Vol IV Issue X, October 2018
talented employees working within the organization are selected to take up higher positions; this is usually
known as succession planning.
Over the years, many organizations including Universities are experiencing a demand for quality services and
increased accountability (Danson & Omwenga, 2017). Universities’ management are therefore seeking to
provide results-driven, client-centred, and market-based services to ensure that they improve and drive their
institutions towards becoming efficient and effective in the provision of higher education. To perform better,
it is required that, universities invest in their personnel in order to achieve this objective. This is because staffs
are the key asset for any organization to achieve its core objectives. Therefore universities must invest in an
effective recruitment and selection criteria that ensures acquisition of personnel to support the realization of
the strategic objectives.
Effect of Recruitment and Selection on Organizational Performance
Recruitment and selection greatly affect organizations succession plan. To illustrate this, a study conducted on
the best practices in the management of success in the education sector in the United States of America
confirmed that academic institutions practice a retroactive hiring method, where candidates for vacant positions
are considered concurrently as the current office holders leave office. This practice leads to expedited or
abbreviated induction and training which in effect leads to the new employees with very little knowledge about
the new job. This practice is commonly referred to as replacement planning. Replacement planning is seen to
be one of the reasons for high employee turnover in most organizations (Hanover Research, 2014).
Zepeda et al. (2012) noted that public education institutions such as universities do not have the freedom of
private enterprises regarding the recruiting and hiring of key leaders and senior administrators. Specifically,
their study on succession in universities outlines challenges faced by universities in succession. For instance,
a majority of teaching staff get into the profession to work as lecturers and university professors teaching
various courses. They have minimal skills and formal training that can support them to meet the current needs
of educational institutions. This is despite the common perception that university leaders must be
knowledgeable and are a crucial component in the effort to solve the challenges currently bedevilling higher
education institutions across the globe. This has led to a rise in the need to reform and restructure the higher
education sector from multiple fronts.
Sharmin (2015) conducted a comparative study on the recruitment and selection process in public and private
universities in Dhaka city, Bangladesh. The study sought to determine the importance of recruitment and
selection process and determine the current recruitment and selection practices among the selected universities.
Findings revealed a general desire to adopt fair recruitment and selection process in both public and private
universities. Additionally, the management in universities has a desire to recruit and select staff based on
qualifications. However, the existing political environment did not allow the university managers to be fair in
the recruitment and selection of staff. Therefore, implying that private and public universities in Dhaka city
did not adopt fair recruitment and selection process and did not recruit staff based on their qualifications. As
Djabatey (2012) posits that universities should adopt a fair and objective recruitment process if they are going
to have the right staff that will support it to gain a competitive edge in the market and ensure enhanced
organizational performance.
Organizations rely on different media especially online media to advertise available vacancies (Sharmin, 2015).
For instance, she posited that most companies favour on-line job boards and company websites. This is similar
to Kisii University that heavily relies on the university website, facebook, and WhatsApp to announce the
availability of vacancies. This may result from the following reasons. Firstly, the use of company websites is

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cheaper and can reach all the people visiting the company website who may then spread word about the
available vacancy. Secondly, this might be because, platforms such as WhatsApp are real time, and members
are likely to receive announcements on time and disseminate them quite easily. Lastly, many youth who are
prime for employment utilise the internet on a large scale beginning with visiting websites, using Facebook
and WhatsApp for social purposes. Thus this media can reach a huge pool of potential recruits. Djabatey (2012)
in a study of Recruitment and selection practices in HFC bank in Nigerian revealed that advertisement was
carried out in the recruitment process. The bank used various means to advertise available vacancies such as
staff referrals, job postings on notices and electronic bulletins boards, in company newsletters, and sometimes
through office memoranda.
Numerous studies have been conducted on current recruitment and selection practices and process. For
instance, Sharmin (2015) revealed that succession planning meetings between the human resource department
and staffs were frequently held in public and private universities in Dhaka city. Staff indicated that through the
meetings, they were able to know the skills they needed to possess if they needed to assume some positions in
the future. Another study by Sinha and Thaly (2013) revealed that organizations adopted diverse recruitment
and selection practices. They further revealed that none of the practices were universally accepted. Therefore,
to derive maximum benefits, organizations adopted a combination of two or three practices. Some of the
practices that were prevalent in the study include employee referral, campus recruitment, advertisement,
recruitment agents, company websites and social media such as WhatsApp. Ekwoaba, Ikeje, and Ufoma (2015)
conducted a study to determine the current recruitment and selection practices at Fidelity Bank, Nigeria. The
study revealed that the bank had a policy that governs and guides the recruitment process. However,
respondents revealed that they were not aware of available vacancies. This, therefore, implies that the bank
may not be using staff to advertise available vacancies. The study also sought to determine the impact of
recruitment and selection on organizational performance at fidelity bank plc, Lagos. It was revealed that the
recruitment and selection criteria have a significant effect on organizational performance (X2= 35.723; df = 3;
p<0.05). The study further revealed that the more the recruitment and selection is objective and focused, the
higher the organizational performance (X2= 20.007; df = 4; p<0.05). Therefore, it can be concluded that the
ability of an organization to objectively recruit and select staff determines how well it can perform in the job
market. Djabatey (2012) also argues that for an organization to gain a competitive edge in the market, it must
have the right staff. The right staff can only be recruited through a fair and objective recruitment and selection
process.
Similarly, a study by Mustapha, Ilesanmi & Aremu (2013) on Nigerian banks revealed that there was a strong
and significant relationship between recruitment and selection that is based on merit and organizational
performance. This study concluded that a poor recruitment and selection strategy led to the selection of
inappropriate staff, therefore leading to poor organizational performance. Further, Naveen & Raju (2014)
conducted a study on recruitment and selection in India. The study revealed that successful recruitment and
selection practices contributed significantly to improved organizational outcomes. A study by Omolo, Onginda
& Oso (2012) also found out that suitable recruitment and selection strategies among Kenya Small and Medium
Enterprises (SMEs) help increase organizational performance.
Other studies have also revealed a positive relationship between an objective, fair and reliable recruitment and
selection process and organizational performance. For instance, a study by Gamage (2014) revealed that there
was a positive and significant relationship between recruitment and selection and the performance of
organizations. Similarly, a study by Sang (2005) revealed that the association between recruitment and
selection and business performance was positive. On the same note, Syed and Jama (2012) in their study

ISSN 2412-0294
confirmed that the adoption of an objective recruitment and selection process positively contributed to
enhanced organizational performance.
Research Methodology
This study adopted a case study design. Rowley (2002) argues that case study design has numerous benefits
that include: Providing rich and detailed information about specific phenomena, it is a versatile research
approach that can employ diverse data collection approaches from testing, questionnaires to interviewing, and
can be used to strengthen existing knowledge or to enhance experience. However, the researcher is conscious
of the following shortcomings of case study approach; difficulty to generalise the findings because of the small
number of cases that are investigated and biasness of research results resulting from the overexposure of the
study area. To overcome these shortcomings, there was careful planning to ensure minimal bias of the research
findings.
To realise the objective of the study, 233 staff at Kisii University were targeted as enumerated in table 1.
Table 1: Target Population
Department / Faculty Description Number of staff
Members of management Vice chancellor 1
Deputy Vice chancellors 2
Registrars and Finance Officer 4
Sub-Total 7
Faculties/ Schools Agriculture and Natural Resource 24
Management
Education and Human Resource 30
Development
Information Sciences and Technology 22
Arts and Social Sciences 24
Business and Economics 50
Law 20
Pure and Applied Sciences 21
Health Sciences 35
Sub-Total 226
Total 233
Source: Kisii University Records (2017)
As reflected in table 1, the study utilised two sample frames to select research participants. The first sampling
frame consisted of members of management while the second sample frame consisted of the teaching staff.
Purposive sampling was used to selected members of management where all the seven members of
management at Kisii University were selected because they were deemed knowledgeable on recruitment and
selection criteria adopted and its influence on organizational performance. Stratified random sampling was
utilised to select teaching staff because the teaching staff population is not homogenous. They were first
stratified according to various schools and faculties. This allowed the researcher to get more precise estimates
(Kothari, 1990). The sample size was determined by using the Slovin 2000 formula (Ellen, 2018). The sampled
population was further apportioned according to the weight of the respective faculties. Respondents were
identified using simple random sampling method. The Slovin’s formula (Ellen, 2018) at 95 percent confidence
level was used to calculate the final sample size from the teaching staff as shown from below:

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𝑁
n = (1+𝑁𝑒 2 )
n  226

1  226 0.052 
n=144
Where:
n- Refers to the sample size of the target population
N- The target population
e- Margin of error
The final sample size for teaching staff is presented in table 2:
Table 2: Teaching staff Sample Size

Department Description Head/Dean CODs Teaching Total Sample
/ Faculty Deans Staff Staff size
(without
resp.)
Faculties Agriculture and Natural 1 4 19 24 15
Resource Management
Education and Human 1 5 22 30 19
Resource Development
Information Sciences and 1 4 17 22 14
Technology
Arts and Social Sciences 1 3 20 24 15
Business and Economics 1 4 45 50 32
Law 1 4 15 20 13
Pure and Applied Sciences 1 4 16 21 14
Health Sciences 1 3 31 35 22
Total 226 144
Source: Kisii University Records (2017)
Questionnaire and interview schedules were utilised to gather data. Members of management were subjected
to interviews whereas teaching staff were requested to fill questionnaires. The data were analysed qualitatively
using content analysis and quantitatively using means, frequencies, percentages and multiple correlations.

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Results and Discussion

1. Level of Education
Participants were requested to indicate their level of education and the results are presented in table 3 for
questionnaire respondents. The data was grouped into four levels: doctor of Philosophy, Masters, Bachelors
and Diploma holders and below.
a. Questionnaire Respondents’ Level of Education
Table 3: Respondents’ Level of Education
Education Level Frequency Percentage
PhD 7 5.4
Masters 105 81.4
Bachelors 17 13.2
Diploma holders and below 0 0
Total 129 100.0
Source: Field Data (2018)
Results as demonstrated in table 3 reveal that majority of the teaching staff at Kisii University are masters’
degree holders at 81.4 % representing 105 staff with a minority of them possessing doctorate degrees at 5.4%
(7). The majority were followed at a distant second by Bachelor degree holders at 13.2% representing 17
members of staff. While there were no diploma holders and below who participated in this study. This is
because the entry level for teaching staff in a university is a bachelor’s degree.
b. Interview Participants’ Level of Education
Three members of management were interviewed. Findings revealed that all the interview participants were
PhD holders. It was further revealed that they were Professors in different disciplines.
2. Recruitment and Selection process is fair and Reliable
The respondents were asked to indicate the extent to which they agreed that recruitment and selection process
at Kisii University was fair and reliable. Findings are presented in table 4.
Table 4: Recruitment and Selection process is fair and reliable
Response Frequency Percentage
Strongly Disagreed 38 29.5
Disagreed 40 31.0
Not sure 22 17.0
Agreed 17 13.2
Strongly Agreed 12 9.3
Total 129 100
Most (60.5%) employees disagreed that the recruitment and selection is fair and reliable, 17.1% were not sure
while 22.5% agreed that it was fair and reliable. Therefore, it can be concluded that the recruitment and
selection process at Kisii University is unfair and not reliable. The findings indicate that most employees are
not happy with the selection and recruitment process. This finding concurs with findings by Haji (2013) that

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revealed that academic staffs were not happy with the recruitment process at the University of KwaZulu Natal.
These findings further concur with findings by Sharmin (2015) that revealed that university managers had a
strong desire to adopt a fair recruitment and selection process, however, the political environment determined
who the university managers recruited therefore implying that both private and public universities adopted
unfair recruitment and selection practices. A fair recruitment and selection process should judge people on
their qualifications, skills, competencies and attitudes. It should not be based on age, religion, gender, and other
unnecessary characteristics that have no importance of the performance of an individual. A fair recruitment
and selection process enhances the credibility of an organization therefore improving its image and competitive
advantage. As Djabatey (2012) argues, universities should adopt a fair and objective recruitment process if
they are going to have the right staff that will support it to gain a competitive edge in the market and ensure
enhanced organizational performance.
3. Advertisement are Carried out during Recruitment Process
Respondents were requested to indicate the extent to which they agreed that advertisement at Kisii University
was carried out during the recruitment process. Table 5 presents the findings.
Table 5: Advertisement are Carried out during Recruitment Process
Disagreed 20 15.5
Not sure 35 27.1
Agreed 32 24.8
Total 129 100
Majority of the employees at 38.8% agreed that advertisements are carried out during recruitment process,
27.1% were not sure while 34.1 % disagreed. Therefore, it can be concluded that the University advertised
vacant positions during the recruitment process. These findings concurred with interview findings that revealed
that the university advertises vacant positions using different media such as staff, university website, university
notice board and newspapers. The Sentiments expressed include;
“.....Most of the vacancies are advertised internally through memos and the university website, we believe our
members of staff are able to view these vacancies, that’s why probably we have many applicants.....”
These findings agree with findings by Sharmin (2015) that revealed that organizations rely on different media
to advertise for available vacancies. Such media include on-line job boards and company websites. The choice
of these media may emanate from the need to spend less on advertisement since university websites; facebook
and whattsapp are cheap media and can reach a wide audience. Additionally, these findings concur with
findings by Djabatey (2012) that revealed that advertisement was carried out in the recruitment process in HFC
bank in Nigeria. The bank used various approaches to advertise available vacancies such as staff referrals, job
postings on notices and electronic bulletins boards, in company newsletters, and sometimes through office
memoranda.
El-Kot & Leat (2008) posit that advertisement is the first process in the recruitment process because its’ through
advertisement that people apply for job thus creating a reason for short-listing and selection for employment.
It should be noted that an advertisement for job opportunities takes several forms ranging from social media

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adverts like in Whattsapp, Facebook and LinkedIn, memos, newspaper adverts and through university website.
Internal advertisement normally takes the form of internal memo and website. This finding that most job
opportunities are advertised was supported by Miyake (2002) who revealed that sometimes employees can be
employed through word of mouth when other employees are requested to pass word that an organization is
recruiting. Bruce and Gates (n.d) asserts that organizations can easily fill vacancies through internal
recruitment. If no qualified personnel are identified internally, then an organization can externally source for
qualified staff.
4. Recruitment and Selection is based on an Individual’s Qualification
Respondents were requested to indicate the extent to which they agreed with the statement that recruitment
and selection at Kisii University was based on an individual’s qualification. Findings are presented in table 6.
Table 6: Recruitment and Selection is based on an Individuals’ Qualification
Disagreed 38 29.5
Not sure 24 18.5
Agreed 20 15.5
Total 129 100
Table 6 indicates that majority (55.1%) of employees disagreed with the statement that recruitment and
selection is done based on one’s qualification, 18.6% were not sure while 26.4% agreed with the statement.
Therefore, it can be concluded that recruitment and selection at Kisii University is not based on an individual’s
qualifications. These findings concurred with findings by Sharmin (2015) that revealed that University
managers in public and private universities had a strong desire to recruit and select staff based on their
qualifications. However, the political environment in Dhaka city determined who was recruited. This implied
therefore, that the University managers did not recruit and select staff based on their qualifications. Djabatey
(2012) argues that qualifications enhance competency thus leading to enhanced organizational performance
when an organization recruits personnel who are qualified to assume specific positions. Therefore, identifying
the right candidates for recruitment in an organization are crucial for current and future sustained growth of
the organization (Walker, 2009). This may further imply that with effective recruitment and selection, there is
increased probability for better performance and poor performance when there is poor recruitment and
selection.
5. Current Recruitment and Selection Process Improves Organizational Performance
Respondents were requested to indicate the extent with which they agreed with the statement that the current
recruitment and selection methods at Kisii University improve organizational performance. Findings are
presented in table 7.
Table 7: Current Recruitment and Selection Improves Organizational Performance
Response Frequency Percentage (%)
Disagreed 38 29.5
Not sure 26 20.2

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Agreed 22 17.0
Total 129 100
Table 7 shows that 54.3% of the respondents disagreed with the statement that recruitment and selection
improves organizational performance, 20.2% were not sure while 25.5% agreed with the statement. Therefore,
it can be concluded that current recruitment and selection practices do not improve organizational performance.
Employing unqualified staff leads to low organizational performance because the employed staffs are not able
to perform their tasks. Numerous studies have reported a positive association between employee qualification
and performance, and this ultimately influences organizational performance. For instance, a study by Ekwoaba,
Ikeje & Ufoma (2015) revealed that when organizations adopt an objective recruitment process, they
experience a better performance. This is most likely because the bank has a policy that guides the recruitment
process and ensures they recruit qualified personnel who are able to undertake their specific duties diligently.
If the process was shoddy, the organization will have staffs that are not able to diligently carry out their duties
thus poor organizational performance. However, if the recruitment and selection process was effective, the
organization will have staff capable of supporting it to realize its objectives thus enhanced organizational
performance. Ezeali & Eziagu, (2010) noted that the quality of staff that an organization has determines
whether its service delivery is effective or not. Studies by Huseild (1995) and Gamage (2014) disagree with
the findings that recruitment and selection do not enhance organizational performance and agree with findings
by Huseild (1995) and Gamage (2014) that recruitment and selection have a significant influence on
organizational performance because they determine the personnel who are recruited to work in the
organization.
Another study by Sharmin (2015) revealed that senior managers in private and public universities in Dhaka
city held frequent succession planning meetings with staff. These meetings helped staff to know the skills they
needed to acquire if they were to assume future vacant positions. This significantly contributed to enhanced
staff performance since they worked hard to acquire those skills and ensure they applied them in their day
today activities.
Another study by Sinha and Thaly (2013) agreed with findings of this study by revealing that organizations
adopted diverse recruitment and selection practices. They further revealed that none of the practices were
universally accepted. Therefore, to derive maximum benefits, organizations adopted a combination of two or
three practices. Some of the practices that were prevalent in the study include employee referral, campus
recruitment, advertisement, recruitment agents, company websites and social media such as whatsapp. When
organizations recruit personnel with high level skills, competencies and attitudes, they are able to realize
organizational objectives very easily thus enhancing organizational performance. A well designed recruitment
and selection exercise brings to the organization a pool of talented and competent staff that can propel and
steer the objective of an organization thus increased productivity.
6. Effects of Recruitment and Selection Criteria on Organizational Performance
To determine the effect of recruitment and selection criteria on organizational performance at Kisii University,
correlation analysis was conducted on the data that was collected. Table 8 presents the findings of the
correlation analysis.

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Table 8: Correlations table showing relationship between Recruitment and Selection Criteria and
Organizational Performance
Recruitment and Performance
Selection
Recruitment andPearson 1 .410*
Selection Correlation
Sig. (2-tailed) .042
N 129 129
Performance Pearson .410* 1
Correlation
Sig. (2-tailed) .042
N 129 129
*. Correlation is significant at the 0.05 level (2-tailed).
From table 8 correlation statistics indicated that there is a positive relationship between Recruitment and
Selection and Organizational Performance, r (129) = 0.410, p < 0.05. This implies that a 41% improvement in
recruitment and selection criteria causes a unit change in organizational performance. Analysis of interviews
data revealed the following effects of recruitment and selection; improved efficiency and effectiveness,
improved competitive advantage, enhanced knowledge retention, and improved quality of services delivered.
All these effects contributed to improved organizational performance. These findings concur with findings by
Ekwoaba, Ikeije and Ufoma (2015) that revealed that the recruitment and selection criteria have significant
effect on organizational performance (X2= 35.723; df = 3; p<0.05). The study further revealed that the more
the recruitment and selection is objective and focused, the higher the organizational performance (X2= 20.007;
df = 4; p<0.05). Therefore, it can be concluded that the ability of an organization to objectively recruit and
select staff determines how well it can perform in the job market.
Similarly, findings in this study agree with findings by Mustapha, Ilesanmi & Aremu (2013) that reported a
strong and significant relationship between recruitment and selection that is based on merit and organizational
performance. This study concluded that a poor recruitment and selection strategy led to the selection of
inappropriate staff, therefore leading to poor organizational performance because it helps in shaping employees
behaviour and attitudes and thus influence organizational commitment which ultimately enhances
organizational performance. Findings from this study are further in agreement with findings from a study that
was conducted in India by Naveen & Raju (2014). This study revealed that successful recruitment and selection
practices contributed significantly to improved organizational outcomes. Additionally, findings in this study
concur with findings from a study carried out by Omolo, Onginda & Oso (2012) that found out that suitable
recruitment and selection strategies among Kenya Small and Medium Enterprises (SMEs) help increase
organizational performance.
This study’s findings concur with other studies that have reported a positive relationship between an objective
and fair recruitment and selection process on organizational performance. For instance, a study by Gamage
(2014) revealed that there was a positive and significant relationship between recruitment and selection and
the performance of organizations. Additionally, a study by Sang (2005) revealed that the association between
recruitment and selection and business performance was positive. On the same note, Syed and Jama (2012) in
their study confirmed that the adoption of an objective recruitment and selection process positively contributed

ISSN 2412-0294
to enhanced organizational performance. Therefore, organizations should adopt objective, fair and reliable
recruitment and selection strategies that can ensure they gain a competitive edge in the market by recruiting
the right staff (Djabatey, 2012). The right staff can only be recruited through a fair and objective recruitment
and selection process.
Conclusion
Recruitment and selection criteria play a fundamental role in ensuring that an organization acquires the right
personnel that will drive its agenda and ensure the organization realises its strategic objectives. Findings have
revealed that recruitment and selection criteria have a positive influence on organizational performance.
Further, discussions have suggested that when an organization adopts a fair recruitment and selection process,
there is an increased probability of recruiting the best staff therefore culminating in improved organizational
performance. Therefore, it has been concluded that Kisii University should adopt an objective, fair and
transparent recruitment and selection criteria if it’s going to derive a competitive advantage from its staff.
There is also need for the University to advertise all available vacancies to increase the pool of talented
individuals.
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Effects of Recruitment and Selection Criteria On Organizational Performance at Kisii University

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Effects of Recruitment and Selection Criteria On Organizational Performance at Kisii University

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EFFECTS OF RECRUITMENT AND SELECTION CRITERIA ON

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Table 2: Teaching staff Sample Size

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Results and Discussion

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