Impact of Recruitment & Selection Processes on Employee Performance: A Study on Telecom Industry of...
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Transcript of Impact of Recruitment & Selection Processes on Employee Performance: A Study on Telecom Industry of...
IMPACT OF RECRUITMENT & SELECTION PROCESSES ON EMPLOYEE PERFORMANCE
A study on Telecom Industry of Pakistan
Contents
2
Introduction1
Gap Analysis2
Literature Review3
4
Research Design
Analysis & Results
Research Model and Hypotheses
5
6
4
Conclusion and Recommendations7
Introduction to the Study -Research Objectives
4
Analyze previous literature on employee performance. To identify different variables which are strongly related
with employee performance To study, collect and analyze these variables in Pakistani
context. To analyze and interpret collected data using statistical
tools in order to determine critical variables impacting employee performance.
To interpret and conclude the research findings.
Research Questions
Q1: How do meritocracy, recruitment practices, recruitment sources and corporate image affect employee performance in telecommunication industry of Pakistan?
Q2: How do meritocracy, recruitment practices, recruitment sources and corporate image play a positive role in increasing employee performance of telecommunication industry of Pakistan?
5
Gap Analysis6
Extensive study of previous literature was done but non was found to be using the theoretical framework used in this research in Pakistani context.
The variables used in this research have never been used in a combined way to study their relationship in the telecom industry of Pakistan.
Literature Review –Meritocracy Equity
7
A meritocracy is a social system in which people’s success in life depends primarily on their talents, abilities, and effort. It incorporates the principles of equal opportunity to ensure that the most capable person is selected for a position on the basis of merit.
Meritocracy is a concept that says, distribution of jobs, rewards both monetary and non-monetary and distribution of responsibilities should be based on skills, knowledge, competence and merit (Scully, 1997:413).
Our Studies show that in Pakistan there is a law or legislation that advocates equal employment opportunity (Ali, Goheer, & Syed, 2000; 2003; 2009)
Literature Review –Recruitment Practices (Jovanovic, 2012) Found that through the recruitment
process you can identify the best candidate among all the candidates.
when an organization does the analysis of their future need they actually make a plan of hiring and firing employees and give rewards to the productive employees to retain them (costello,2012).
Recruitment process has always been the valuable practice which plays an important role in HRM and leads to organizational success (Jovanovic, 2004)
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Literature Review –Recruitment Sources It would be no lie if we say that outsourcing
human resource functions such as recruitment and selection is a new trend and it is affecting the future human resource strategy in a very positive way (Sriwongwanna, 2009).
According to Business wire 2000 the companies who are “at the leading edge of internet recruitment” can achieve lower costs, faster recruiting cycle and higher caliber recruits.
9
Literature Review –Corporate Image An author explains that corporate image is always being
in use as a equivalent for conceptions like forwarding message, standard of an organization, perfection of people, cognition, trust, communication and relationship (Grunig, 2011).
Some researchers view the corporate image, as the overall picture of any organization as what public feels about them (wininck & spector, 2011).
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Literature Review – Employee Performance Organizational performance is highly motivated by the
rewarding process of its employees (Bowen, 2000). people who are directly appointed by an organization or
whose job or activities directly impacts and links to the core financial functions of a company” (Ho, 2012).
Performance criteria are standards for employee behavior at work. This criteria contains much more than how an employee does the work. Employees are rated on how well they do their jobs compared with a set of standards determined by the employer.
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Theoretical Framework
H1(-)
H2(+)
H3(+) H4(-)
Meritocracy EquityMeritocracy Equity
Recruitment PracticesRecruitment Practices
Recruitment SourcesRecruitment Sources
Corporate ImageCorporate Image
Employee PerformanceEmployee
Performance
12
Research Design13
Unit of AnalysisThis research is based on individual study
Statistical tools used for Hypotheses TestingStatistical software (SPSS 17.0).
Software (s) used Statistical software (SPSS 17.0). MS Excel.
Research Design14
Population & Sample This research is based on telecom industry of
Pakistan. 300 questionnaires were randomly distributed among all telecom companies based in Islamabad.
Data collection instrument & technique Data was collected through a questionnaire.
Research Design - Instrument15
A questionnaire was adapted. 300 questionnaires were taken personally to the main
offices of telecom companies (based in Islamabad) out of which 232 came back, the rest were not returned or were not filled correctly this made them invalid for the research.
Data Collection Technique/Instrument:
16
Variables Sources adapted from
Meritocracy Equity (Garcia, 2001)
Recruitment Practices (Alnaqbi, 2011)
Recruitment Sources (Bowen, 2000)
Corporate Image (Fatt, Wei, Yuen, & Suan, 2000)
Employee Performance (Glavas, 2009)
Research Design – Reliability of the Scale17
Variable Cronbach’s Alpha Number of items
Meritocracy Equity 0.801 07
Recruitment Practices 0.655 06
Recruitment Sources 0.678 05
Corporate Image 0.899 13
Employee Performance 0.891 09
Data Analysis and Results18
Demographic Result
Gender
Frequency Percent Valid Percent Cumulative PercentValid 1 128 55.2 55.2 55.2
2 104 44.8 44.8 100.0Total 232 100.0 100.0
Demographics -Age19
Frequency Percent Valid Percent Cumulative PercentValid 1 128 55.2 55.2 55.2
2 104 44.8 44.8 100.0
Total 232 100.0 100.0
Demographics -Education20
Frequency Percent Valid Percent Cumulative Percent
Valid 2 27 11.6 11.6 11.6
3 154 66.4 66.4 78.0
4 51 22.0 22.0 100.0
Total 232 100.0 100.0
Demographics -Position21
Frequency Percent Valid Percent Cumulative Percent
Valid 1 40 17.2 17.2 17.2
2 91 39.2 39.2 56.5
3 85 36.6 36.6 93.1
4 16 6.9 6.9 100.0
Total 232 100.0 100.0
Demographics -Function22
Frequency Percent Valid Percent Cumulative PercentValid 1 45 19.4 19.4 19.4
2 132 56.9 56.9 76.3 3 51 22.0 22.0 98.3 4 4 1.7 1.7 100.0 Total 232 100.0 100.0
Demographics -Experience23
Frequency Percent Valid Percent Cumulative Percent
Valid 1 138 59.5 59.5 59.52 66 28.4 28.4 87.93 6 2.6 2.6 90.54 4 1.7 1.7 92.25 18 7.8 7.8 100.0Total 232 100.0 100.0
Data Analysis and Results –Descriptive Statistics
24
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation Skewness Kurtosis
Statistic Statistic Statistic Statistic Statistic Statistic Std. Error Statistic Std. Error
MeritocracyEquity 232 1.43 4.29 3.1355 .72851 -.306 .160 -.758 .318
RecruitmentProcess 232 2.50 4.33 3.5086 .44589 -.682 .160 -.251 .318
RecruitmentSources 232 1.80 4.60 3.3966 .63953 -.776 .160 .612 .318
CorporateImage 232 1.85 4.85 3.6426 .71792 -.700 .160 .467 .318
EmployeePerformance 232 1.67 4.78 3.5594 .84410 -.744 .160 -.308 .318
Valid N (listwise) 232
Data Analysis and Results –Model Fitness
25
ANOVAb
Model Sum of Squares df Mean Square F Sig.1 Regression 113.988 4 28.497 127.841 .000a
Residual 50.601
227 .223
Total 164.589 231
a. Predictors: (Constant), CorporateImage, MeritocracyEquity, RecruitmentSources, RecruitmentProcess
b. Dependent Variable: EmployeePerformance
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Coefficients
Model
Unstandardized Coefficients
Stan
dardi
zed
Coeff
icient
s
t Sig.
Collinearity
Statistics
B
Std.
Error Beta
Toler
ance VIF1 (Constant) -1.773 .249
-
7.122
.000
MeritocracyEquity .045 .050 .039 .905 .366 .737 1.356
RecruitmentProcess 1.213 .117 .641 10.38
6
.000 .356 2.813
RecruitmentSources .526 .079 .399 6.689 .000 .382 2.621
CorporateImage -.234 .074 -.199 -
3.166
.002 .342 2.923
a. Dependent Variable: Employee Performance
Data Analysis and Results –Model Summary
28
Model Summaryb
Model R R Square
Adjusted R
Square
Std. Error of the
Estimate Durbin-Watson1 .832a .693 .687 .47213 2.430
a. Predictors: (Constant), CorporateImage, MeritocracyEquity, RecruitmentSources, RecruitmentProcess
b. Dependent Variable: EmployeePerformance
Data Analysis and Results –Correlation
29
Data Analysis and Results –Correlation
MeritocracyEquity RecruitmentProcess RecruitmentSources CorporateImageEmployeePerforman
ceMeritocracyEquity Pearson Correlation 1
RecruitmentProcess Pearson Correlation .502** 1
RecruitmentSources Pearson Correlation .382** .700** 1
CorporateImage Pearson Correlation .330** .736** .755** 1
EmployeePerformance
Pearson Correlation .447** .793** .712** .586** 1
**. Correlation is significant at the 0.01 level (2-tailed).
Findings and Discussion30
This research shows that recruitment practices and recruitment sources have a significant positive relationship with employee performance.
While meritocracy equity and corporate image did not have a significant relationship with employee performance.
Recruiter’s/Manager’s focus should be on the sources and the practices they use to hire new employees.
Cont’d…
Previous literature shows that training and development, flexible working hours, rewards and recognition motivates employees, which leads to high performance (recruitment practices).
Social media and other web portal are the most reliable and cost effective ways to attract competent applicants (recruitment sources).
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Implications of the Study32
Managerial Implications: It is managers responsibility to maintain
employee’s performance. This research will provide a new dimension to the
managers, recruitment & selection process. Successful recruitment practices that are
mentioned in this study. E-recruiting and outsourcing the new trend in
business world, this research will help managers to identify and apply the most effective sources of recruiting new employees.
Limitations and Future Direction33
Time constraints. Manager’s busy schedules. Less knowledge of professional statistical soft
wares. Recommendation for future research are
Extensive knowledge of research methodologies and statistical instruments.
A good quality research requires appropriate time.
References
(Garcia, 2001) (Alnaqbi, 2011) (Bowen, 2000) (Fatt, Wei, Yuen, & Suan, 2000) (Glavas, 2009) And many more in PDF and Word document
(attached)
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