An Empirical Analysis Of Recruitment And Selection Practices In The Public Sector

International Journal of Management Sciences and Business Research, 2014 ISSN (2226-8235) Vol-3, Issue 12
http://www.ijmsbr.com Page 48
An Empirical Analysis of Recruitment and Selection Practices in the Public Sector
Author’s Details:
(1)
Evans Brako Ntiamoah (Corresponding Author)-School of Management & Economics University of Electronic
Science and Technology of China, Chengdu, China (2)
Eugene Abrokwah-School of Business-University of Shanghai for
Science and Technology China, Shanghai, China.(3)
Mark Agyei-Sakyi-School of Management & Economics-University
of Electronic Science and Technology of China, Chengdu, China (4)
Anthony Siaw-School of Management & Economics
University of Electronic Science and Technology of China, Chengdu, China (5)
Beatrice Opoku-School of Management &
Economics University of Electronic Science and Technology of China, Chengdu, China
ABSTRACT
Purpose: The purpose of this paper was to evaluate recruitment and selection practices in the public sector in Ghana.
Design/methodology/approach: The study adopted both qualitative (case study) and quantitative methods respectively.
Ghana revenue authority was selected to gather data, which was acquired from answers obtained from our administered
questionnaire. The population of the survey constituted the management and non-management staff of Ghana Revenue
Authority in the Greater Accra Region.
Findings: Hypotheses of the study were analyzed using correlation and regression. Results of the study showed that there
are high positive correlations between the constructs of recruitment and selection processes, selection decision and public
sector
Keywords: Recruitment and selection practices, public sector, Ghana Revenue Authority.
1. Introduction
Recruitment and selection (or staffing) is said to the best
represented area of research in people management in
smaller, growth, or entrepreneurial organizations with
more scholarly work done conducted than other
functional aspect of HRM (Cordon & Stevens, 2004).
The recruitment and selection process thus forms the
first stage of the psychological contract between
applicants and organizations, where information is
mutually exchanged and role expectations are clarified
and negotiated (Herriot, 1993). Recruitment „includes
those practices and activities carried out by the
organization with the primary purpose of identifying and
attracting potential employees‟ (Breaugh and Starke,
2000) and has long been regarded as an important part of
HRM as it „performs the essential function of drawing
an important resource human capital into the
organization‟ (Barber, 1998).
The recruitment and selection of an effective work force
consequently can be viewed as central to the success of
an enterprise and a key function in HRM. The strategic
importance of recruitment is often reported in academic
literature (Boxall & Purcell, 2003). Recruitment is
primarily concerned with "the process of generating a
pool of capable people to apply for employment to an
organization" (Bratton and Gold, 2003). It is closely
connected with the selection process which "is the
process by which managers and others use specific
instruments to choose from a pool of applicants a person
or persons most likely to succeed in the job (s), given
management goals and legal requirements" (Bratton and
Gold, 2003). This is supported by Foot and Hook (2010)
seems to be clearer in their minds when they identified
the key stages of a systematic approach to recruitment as
job analysis, job description, person specification and
attracting applicants through the various methods of
recruitment. Denisi and Griffin in their book
“Human Resource Management” second edition were
almost in agreement with Foot and Hook when they
described the recruitment process as consisting of three
stages. The three key stages according to them are job
analysis, job description and person specification.
Effective selection processes allow both the candidate
and the organization to properly assess the degree to
which the candidate fits the job specification and are in
keeping with all applicable legislation. Selection is an
opportunity for companies to choose candidates that they
believe are most suitable for the job. Snell and
Bohlander (2010) define selection as a process of
choosing individuals who have relevant qualifications to
fill existing or projected job openings. This researcher
defines selection as the process choosing the person(s)
form the pool of potential candidates who meet the
requirement of the vacancies identified in the
organization.
The remainder of this paper is structured as follows.
Section 2.0 will be present both the theoretical
background and hypothesis to this study. Section 3.0
provides the research methodology of the study. In
section 4.0, the researchers present the statistical results

and discussions of finding. Finally, this study in section
5.0 discusses the conclusion of the study.
2. Literature Review
2.1 Definitions and Concept of Recruitment and
Selection
According to Beer et al, 1984, Human resource
management involves all management decisions and
action that affect the nature of the relationship between
the organization and its employees-its human resources.
According to Barber (1998) recruitment includes those
practices and activities carried on by the organization
with the primary purpose of identifying and attracting
potential employees. Newell and Shackleton (2000) refer
to recruitment as the process of attracting people who
might make a contribution to the particular organization.
Costello (2006) defined recruitment 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. Rynes (1990) suggested that recruitment
encompasses all organizational practices and decisions
that affect either the number, or types, of individuals
who are willing to apply for, or to accept, a given
vacancy (Russo et al., 1995). Rynes (1991) also
suggested that job and organizational attributes may be
the dominant factors in applicant attraction; and that
applicant perception of job and organizational attributes,
such as compensation, the work environment, internal
career paths and the type of work, have a positive direct
effect on applicant attraction to firms (Turban et al.,
1998).
These definitions highpoint a primary objective of
recruitment, and that is to identify and attract future
employees. 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. Effective 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 talents. 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.
Whereas recruitment is aimed at attracting individuals to
an organization, selection is aimed at identifying the
most qualified from among those individuals. Bratton
and Gold (2003) define selection as the process by
which managers and others use specific instruments to
choose from a pool of applicants a person or persons
most likely to succeed in the job(s), given management
goals and legal requirements. Stone (2005) defines
selection as choosing from the available candidates the
individual predicted to be most likely to perform
successfully in the job.
However, Rynes, Bretz and Gerhart (1991) suggest that
applicants can be wooed not only through improved job
attributes, but also through better-planned and more
attentive recruitment procedures (Stoops, 1984) and in
line with this Russo et al. (1995) suggested that
professional and efficient recruitment procedures not
only shorten vacancy duration but also improve the
quality of the applicants hired. 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.
However, there is evidence of increased interest in the
utilization of employee selection methods which are
valid, reliable and fair. Mullins (1999) indicated that to
be a high performing organization, human resource
management must be able to assist the organization to
place the right person in the right job. The human
resource management practices include recruitment,
selection, placement, evaluation, training and
development, compensation and benefits, and retention
of the employees of an organization. Businesses have
developed human resource information systems that
support: (i) recruitment, selection, and hiring, (ii)job
placement, (iii) performance appraisals, (iv) employee
benefits analysis, (v) training and development, and (vi)
health, safety, and security. The first few activities of
human resource management are recruiting and selecting
which deal with the actions concerned, and the recruiting
is also less frequently alerted in human resource
information system recently.
Besides, e-recruitment on the web being the current
trend for the recruitment and selection, the processes can

further distinguish many activities of the processes.
Dessler (2000) lists the essence of these in the following;
build a pool of candidates for the job, have the
applicants fill out application forms, utilize various
selection techniques to identify viable job candidates,
send one or more viable job candidates to their
supervisor, have the candidate(s) go through selection
interviews, and determine to which candidate(s) an offer
should be made.
2.2 The Process of Recruitment and Selection
Odiorne (1984) indicated that the quality of new recruits
depends upon an organization's recruitment practices,
and that the relative effectiveness of the selection phase
is inherently dependent upon the caliber of candidates
attracted. Indeed Smith et al. (1989) argue that the more
effectively the recruitment stage is carried out, the less
important the actual selection process becomes. When an
organization makes the decision to fill an existing
vacancy through recruitment, the first stage in the
process involves conducting a comprehensive job
analysis. This may already have been conducted through
the human resource planning process, particularly where
recruitment is a relatively frequent occurrence. Once a
job analysis has been conducted, the organization has a
clear indication of the particular requirements of the job,
where that job fits into the overall organization structure,
and can then begin the process of recruitment to attract
suitable candidates for the particular vacancy. According
to Odiorne, (1984) one result of effective recruitment
and selection is reduced labor turnover and good
employee morale. Recruiting ineffectively is costly,
since poor recruits may perform badly and/or leave their
employment, thus requiring further recruitment. In a
cross national study of recruitment practices, suggests
that, in reality, recruitment practices involve little or no
attempt to validate practices.
Personnel managers tend to rely on feedback from line
managers and probationary periods and disciplinary
procedures to weed out mistakes. Firms with high quit
rates live with them and tend to build them into their
recruitment practices and they do not analyze the
constitution of their labor turnover. A number of recent
studies have suggested that some recruitment methods
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
labor 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. Burack, (1985) argues
that recruitment sources are significantly linked to
differences in employee performance, turnover,
satisfaction and organizational commitment. In a survey
of 201 large US companies, Burack asked respondents to
rate the effectiveness of nine recruitment sources in
yielding high-quality, high-performing employees. The
three top ranked sources were employee referrals,
college recruiting and executive search firms. However,
Burack, (1985) cautions that, while these general results
are useful, there is a need for greater internal analysis of
the relative quality of recruits yielded by different
sources. In a study assessing the recruitment of new
graduates, Kersley et al (1997) reiterated the anticipatory
socialization stage for students planning to enter
professions, and in particular the effects of recruitment
and selection experiences on career expectations and
orientation. They agreed that the nature of students‟ job
search activity, the possession of relevant work
experience, and exposure to employers through
recruitment and selection activities may form part of the
“evolving sequence of a person‟s work experiences”
which contributes to anticipatory socialization. It has
been argued that exposure to employers through
recruitment and selection is a social process where
employers and potential employees gradually perceive a
match.
Through job search activities and awareness of
employers‟ recruitment literature and events, students
gather information about organization‟s goals, values,
and climate and work practices to guide their ultimate
decision. Exposure to selection procedures provides
information about the culture and attributes of an
organization, and candidates form judgments from their
perceptions of the fairness of the selection methods used.
Delery and Doty (1996) argued that providing students
with greater awareness of employment opportunities,

and equipping them with the ability to be proactive in
approaching potential employers, will lead to more
effective career self- management and selection
processes.
There is also evidence that employers prefer graduates
with a broader range of skills than just academic
knowledge and greater appreciation of business needs
both of which can be gained through work experience
and awareness of employers‟ recruitment and selection
procedures. Using a sample of students in two traditional
and one emerging profession (law, accountancy and
human resource Management), the study examined the
extent of career-related pre-employment work,
recruitment and selection experiences and the
relationship between these experiences and career
expectations. The focus on professions reflects the
expectation that anticipatory socialization is likely to be
greater amongst these students. Although most students
in their final years of university training will have had
some contact with potential employers, students in
dedicated professional courses are likely to be provided
with information earlier in their training about potential
employment in the profession. This is partly because of
the prescribed nature of the degree, the mandatory post-
degree training required for membership of the
professional institute, unlike the problems identified in
general degree courses, because lecturers are likely to
have closer ties to the practicing profession. Students in
traditional professions, therefore, are exposed earlier to
the values of the profession, such as a commitment to
client service and a professional code of conduct. The
mandatory nature of this training also makes it likely
that such a socialization process persists despite
idiosyncratic events within a profession; for example,
recent concerns with corporate governance within
accountancy which may have adversely affected the
attractiveness of the profession for students and hence
may impact recruitment into the profession (Burack,
1985).
2.3 The Selection Decision
While the caliber of candidate is determined by the value
of the recruitment process, the selection decision
remains a difficult one. Gould (1984) argues that most
mistakes are caused by the fact that managers generally
give little thought to the critical nature of the decisions.
Employers are surprised and disappointed when an
appointment fails, and often the person appointed is
blamed rather than recognizing the weaknesses in the
process and methodology, even the soundest of
techniques and best practice (in selection) contain scope
for error. Some of this is due to the methods themselves,
but the main source is the frailty of the human decision
makers. Selection tools available to organizations can be
characterized along a continuum that ranges from the
more traditional methods of interviews, application
forms and references, through to the more sophisticated
techniques that encapsulate biographical data, aptitude
tests, assessment centers, work samples, psychological
testing, and so forth. Each method of selection has its
advantages and disadvantages and comparing their rival
claims involves comparing each method's merit and
psychometric properties. The degree to which a selection
technique is perceived as effective and perhaps
sophisticated is determined by its reliability and validity.
In a comparison of personnel selection practices in seven
European countries explored the utilization of a range of
established selection methods. They reported a general
trend towards structured interviews in all countries and,
while the general validity and acceptability of methods
such as work samples, group exercises and assessment
centers were widely recognized, reported usage of these
methods was infrequent (Miyake, 2002). Clear
differences in the frequency of the use of several
selection methods did emerge from the study which
reported, among others, the very high take-up of
references and assessment centers in both the UK and
Germany, the high, almost exclusive, frequency of
graphology in France, and the limited use of testing and
biographical inventories amongst all respondents. In his
study of recruitment and selection practices in the USA,
Burton (2001) found that approximately 25 per cent of
respondent organizations conducted validation studies
on their selection methods.
Furthermore, in a rating of various selection methods,
those perceived to be above average in their ability to
predict employees' job performance included work
samples, References /recommendations, unstructured
interviews, structured interviews and assessment centers.
Cran (1995) suggests that developments in the realm of
selection lend some support to those who propound the
HRM thesis, where a key feature has been the increase in
testing designed explicitly to assess behavioral and
attitudinal characteristics. He further indicates that the
extent to which these more sophisticated and systematic
approaches can be, and are, deployed, depends to a large
degree, on sectorial circumstances and on the wider
employment-management policies being pursued.
2.4 Importance of Recruitment and Selection
In an increasingly global and sophisticated marketplace,
recruitment and selection has become an essential tool
for organizations in ensuring that they have the human
resources necessary to achieve their current strategic

direction and to continue innovating and growing in the
future. Recruitment and selection has become
increasingly important as one way of delivering
behaviors seen as necessary to support organizational
strategies (Iles, 2001).
According to Kilibarda and Fonda (1997), good
recruitment and selection practices can minimize the
risks of failing to achieve the business strategy and of
incurring need less costs as:
Business and organizational strategies can be
jeopardized if the people who are appointed are not
capable of contributing effectively, if appointments are
not timely, or if no appointment is made. Unnecessary
expense can arise due to costs of training and
replacements since poor recruits may perform badly
and/or leave their employment. Remedial costs and
inefficiency in the recruitment process itself also
contribute to increased costs. Effective recruitment and
selection can also provide significant improvements in
productivity and employee morale (Farnham and
Pimlott, 1995) and allow organizations to build a
workforce of more able employees who collectively
provide a superior product or service (Robertson, et al.,
1996). The profitability and even the survival of an
enterprise usually depend upon the caliber of the
workforce and it has been argued that the costs of
ineffectual commercial viability can often be attributed
to decades of ineffective recruitment and selection
methods (Terpstra, 1996). Recruitment and selection
also has an important role to play in ensuring worker
performance and positive organizational outcomes. It is
often claimed that selection of workers occurs not just to
replace departing employees or add to a workforce but
rather aims to put in place workers who can perform at a
high level and demonstrate commitment (Ballantyne,
2009). Recruitment and selection play a pivotally
important role in shaping an organization‟s effectiveness
and performance, if work organizations are able to
acquire workers who already possess relevant
knowledge, skills and aptitudes and are also able to
make an accurate prediction regarding their future
abilities, recruiting and selecting staff in an effective
manner can both avoid undesirable costs for example
those associated with high staff turnover, poor
performance and dissatisfied customers and engender a
mutually beneficial employment relationship
characterized, wherever possible, by high commitment
on both sides. ‟ Recruiting and selection is very
important for the survival of every organization but that
does not end there, new recruits need to be developed
and appraised from time to time in order for them to be
abreast with new trends and challenges. When
employees are developed it help increase their
performance and help sustain the growth of
organizations.
3. Research Methodology
3.1. Research Design
Research is a process of steps used to gather and
evaluate information in order to increase understanding
on an essential topic. It consists of three steps, namely
posing a question, collecting data to answer the question,
and presenting an answer to the question (Creswell,
2009). The research design for the current study refers to
a quantitative form. This research concentrates on the
relationship among variables more than on testing
activity impact, and uses correlation design. Based on
the described research objective, this study will adopt a
correlation design. Correlation design allows us to
predict an outcome and know the relation between
variables.
3.2 Study Area
The study was conducted in Accra the capital city of
Ghana. The location of the city makes it the commercial
center and a nodal point from which roads radiate to the
central business areas of the region. Ghana revenue
authority was chosen because it has been by the
government to correct taxes on behalf of the
government.
3.3 Population and Sampling
The population of the survey constituted the
management and non-management staff and customers
of Ghana Revenue Authority in Ghana. The researchers
used the simple random sampling. The study used a
sample size of six hundred (600) and due to adequate
time the researchers devoted for the data collection, the
researchers were able to get five hundred and forty-five
(545) questionnaires that were administer.
4. DATA ANALYSIS
The purpose of this paper was to evaluate recruitment and selection practices in the public sector in Ghana. Based on
analysis of the collected data and using description statistics for demography, it was found that most respondents were
male at 58.8% and the most of the research participants (44.1%) are aged between 25 and 40. Additionally, most people
(40.6%) have some undergraduate education level and most respondents are married (55.2%).

Table 1: Correlations between recruitment and selection processes, selection decision and public sector
Public sector Recruitment and selection
processes
Selection decision
Public Sector
Pearson Correlation 1 0.593** 0.622**
Sig. (2-tailed) 0.000 0.000
N 501 501 501
Recruitment and
selection processes
Pearson Correlation 0.593** 1 0.521**
Sig. (2-tailed) 0.000 0.004
N 501 501 501
Selection decision
Pearson Correlation 0.622** 0.521** 1
Sig. (2-tailed) 0.000 0.000
N 501 501 501
To achieve the research objective the relationship between recruitment and selection processes, selection decision and
public sector should be assessed, and from table 1, the Pearson correlation was utilized. There is a strong relationship
between recruitment and selection processes and public sector with a correlation coefficient of 0.593 at the 0.01 level (2-
tailed), selection decision and public sector with a correlation of 0.622 at the 0.01 level (2-tailed), and even though the
main purpose was to know the impact of recruitment and selection practices on public sector, the researchers found out
that there is a strong relationship between recruitment and selection processes and selection decision with a correlation
coefficient of 0.521 at the 0.01 level (2tailed).
5. Conclusion
The study was to evaluate recruitment and selection
practices in the public sector in Ghana. The study
adopted both qualitative (case study) and quantitative
methods respectively. Ghana Revenue Authority was
selected to gather data, which was acquired from
answers obtained from our administered questionnaire.
The statistical findings showed significantly that there is
a strong relationship between recruitment and selection
processes and public sector. The relationship between
selection decision and public sector was also positive.
Lastly, there was a strong relationship between
recruitment and selection processes and selection
decision.
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