WOLKITE UNIVERSITY

COLLEGE OF BUSINESS AND

ECONOMICS
DEPARTMENT OF MANAGEMENT

ASSESSMENT OF THE CHALLENGES OF

RECRUITMENT, SELECTION AND PLACEMENT
(THE CASE OF GURAGE ZONE
ADMINISTRATION)

A RESEARCH PAPER SUBMITTED TO WOLKITE

UNIVERSITY DEPARTMENT OF MANAGEMENT IN
PARTIAL FULFILMENT OF THE REQUIREMENT FOR
B.A. DEGREE

PREPARED BY: MELESE GEBRU

ID NO. Mgte 47/06

ADVISOR: INSTRUCTOR EDMEALEM ESUBALEW

AUGUST, 2008 EC
WOLKITE, ETHIOPIA

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 Acknowledgement

I greatly owe my gratitude to the almighty God. I would like to thank my Advisor
Edmealem Esubalew and employees of Gurage Zone administration.

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 Abstract
Recruitment, selection and placement are key functions within any organization. The aim
should be to ensure that the organization recruits and retains staffs that possess the
necessary skills, aptitudes and adoptability to enable the organization to meet its
objective. The objective of this study is to state briefly the recruitments, selection, and
placement concepts, methods and problems practiced by the administration. This study
uses data collection from primary and secondary data sources. Primary data collected
from 45 employees and 5 members of recruiting committee through structured self-
administrated questionnaires in support of interview and observation. The sampling
method used to gather this firsthand information was random sampling, extensive review
of available on the administration, previously conducted studies related to this study, and
various published and unpublished materials were carried out in this respect. The
information or data gathered by questionnaire is analyzed by using tables, percentages
and ratios. The data obtained indicate that there are some problems which need special
attention in the employment processes. The administration, to attract suitable candidates
for completion, should notify job vacancies is detail through different media.

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TABLE OF CONTENT
TABLE OF CONTENT.......................................................................................................4
LIST OF TABLES...............................................................................................................5
CHAPTER-ONE..................................................................................................................6
INTRODUCTION...............................................................................................................6
1.1. Back Ground of the Study........................................................................................6
1.2. STATEMENT OF THE PROBLEM............................................................................6
1.3. OBJECTIVES OF THE STUDY..................................................................................7
1.4. SIGNIFICANCE OF THE STUDY.............................................................................7
1.5. SCOPE OF THE STUDY.............................................................................................8
1.6. LIMITATION OF THE STUDY..................................................................................8
CHAPTER TWO.................................................................................................................9
REVIEW OF RELATED LITERATURE...........................................................................9
2.1. Introduction...............................................................................................................9
2.2. The Historical Importance of Recruitment Selection and Placement...........................9
2.2.1. Recruitment........................................................................................................10
2.2.2. Selection..............................................................................................................13
2.2.3. Orientation /Placement/ Socializing employees..............................................16
CHAPTER THREE...........................................................................................................18
METHODOLOGY............................................................................................................18
3.1. Method of the study....................................................................................................18
3.2. Data collection method and sources...........................................................................18
3.3. Population and sample................................................................................................18
3.4. Method of Analysis.....................................................................................................18
CHAPTER FOUR.............................................................................................................19
DATA PRESENTATION AND ANALYSIS...................................................................19
4.1. Background of the Administration.............................................................................19
4.2. Presentation and Analysis of Policies and Practices...................................................19
CHAPTER FIVE...............................................................................................................34
5. CONCLUSION AND RECOMMENDATION............................................................34
5.1. Conclusion..................................................................................................................34
5.2. Recommendations.......................................................................................................35
REFERENCE....................................................................................................................36
APPENDIX 1.....................................................................................................................37
APPENDIX 2.....................................................................................................................39
Interview questions............................................................................................................40

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LIST OF TABLES PAGES
Table 1. Man power distribution by age, sex and educational level 19
Table -2. Job advertisement and initial screening techniques 20
Table 3. Recruitment, transfer and promotion 22
Table 4. Evaluation of the administration employment process policy 23
Table -5 Priority given to acquire vacant jobs 23
Table- 6 Factors to recruit candidates 25
Table 7. Factors considered most important in employment process 26
Table 7. Factors considered most important in employment process 27
Table – 9 informing applicants 28
Table 10 interview, orientation and training 29
Table -11 job condition, promotional and demotion 31

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CHAPTER-ONE

INTRODUCTION

1.1. Back Ground of the Study

The quality of organizations employees, their enthusiasm and satisfaction with their jobs
and their sense of fair treatment all have significant impact on the firms’ productivity,
level of customer service, reputation and survival. In short, people make the difference in
a competitive business environment. Because human resources are critical in every
component of the organization, managing human resource effectively is the responsibility
of every manger in functional area.
The employment process can be seen as the most widely used activity in any business
organization, whether it is public, private or non Governmental (NGO), in order for it to
attract select and place an efficient and effective work force.
“The staffing of an organization involves the process of analyzing present and future
need for human resource and obtaining personnel to meet these needs. Effective staffing
furthermore, includes the developing and maintaining of adequate sources of human
resources from which applicants, may be recruited and selected.” [Chruden, 1976-98]
The staffing process-putting the right people in the right time is one of the most critical
tasks any organization faces. The quality of work performed can be only as high as the
capabilities of the people performing it.
Generally, recruitment, selection and placement of human resources is a common
practice be in old or in newly established organization. They differently involved in
attracting qualified applicants, selecting those who best fit for the vacancy position and
socializing them in the organization will be dealt in this study. It is common practice to
feel vacant position by recruiting potential applicants from different sources, although the
practice of one organization differ from other organizations, this is due to different in the
activities, missions, objectives and others.

1.2. STATEMENT OF THE PROBLEM

Recruitment, selection and placement are key functions within any organization. The aim
should be to ensure that the organization recruits and retains staffs that possess the
necessary skills, aptitudes and adaptability to enable the organization to meet its
objectives. [Chruden, 1976-98]
The administration is now operating in an environment which require efficient and
quality of service that can bring satisfaction to the public. Because of this, the
administration must give special attention to its recruitment, selection and placement
procedures in order for it to succeed in this environment and, to operate smoothly and
efficiently.
Therefore the point of investigation of this research paper, which the writer is intended to
make is generally to study the recruitment and selection policies and procedures,

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selection methods practiced in the Gurage Zone administration. Moreover, the writer try
to address such as; how he administration recruits high talented, competent and multi-
cultured individual and how the administration attract and select applicants in line with
the organization and functional objectives by taking internal and external factors that
would limit recruitment process.
It is with the following research question that the writer under take this research paper.
The administration couldn’t better achieve its goals if hasn’t there be an efficient and
effective manpower employment or staffing process.
Generally this hypothesis led the researcher to address the following inquiries:
 Does the administration has recruitment, selection and placement policies which
are parallel to organizational objectives?
 What are the major problems related to the activities of recruitment, selection and
placement?
 Do the methods of recruitment and selection under taken by the administration
attract the desired candidates?

1.3. OBJECTIVES OF THE STUDY

1.3.1. General Objective
To analyses the recruitment, selection and placement concepts, methods and problems
practiced by the administration and provide feasible recommendation.
1.3.2. Specific Objective
 To identify problems faced that are related to recruitment, selection and
placement within the administration.
 To examine recruitment, selection and placement practice in the administration.
 To be more aware of the costly consequences if recruitment, selection and
placement activities are improperly applied.
 To assess yardsticks used to evaluate candidate, especially problems associated
with the interviewing and testing.
 To evaluate the effectiveness of recruiting and selecting activities.
 Finally to recommend possible solution for potential problems of the
administration.

1.4. SIGNIFICANCE OF THE STUDY

The study enhances the image of the administration with potential recruits; this is to say
if the result suggests that the administration is practicing a good policy of recruiting,
selecting and placing of employees. Potential recruits who do have the access to the
research paper, will be attracted to the administration, even to the extent of sending self-
solicited application form.

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This topic has been chosen to point out that recruitment, selection and placement
procedures are important aspects of organizations that will determine their survival in
dynamic and competitive environment.
So the study serves as a reference material for other researchers who are interested in the
topic of the investigation in more detailed and in a more organized way. In addition to
this the study also used to develop the research experience of the writer in areas such as a
research techniques and reporting methods.
It is hoped that this research paper’s conclusion and recommendation were given due
consideration by the administration and others on the same line of business and help
organizations in realizing the problems relating to these three activities.
Moreover, through the investigation of recruiting and selecting policies and procedures,
the finding enables the administration officials to understand more about the current and
anticipated forces that are likely to affect not only recruitment and selection activities of
the administration but also the operation of the administration as a whole.

1.5. SCOPE OF THE STUDY

The study is collected from different departments found at the administration level. It
doesn’t cover at the woreda level and the newly bounded kebeles that are formerly
administered by the Gurage Zone, because of constraints of time and money.

1.6. LIMITATION OF THE STUDY

The limitation of this study is the lack of time. Since the title involves around the human
side of the study area, it needs much time.

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CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1. Introduction
“Human resource planning is the process of analyzing and identifying the need for and
availability of human resource so that the organization can meet its objective” [Robert L.
Mathis and John H. Jack son; 1997: P.38].
Human resource planning is a highly complex area of work and requires specialized
skills. However, it is linked very closely to the supply and demand of labor with the
purpose of bringing about an equilibrium of man power within an organization. Because
of its very complexity, organization’s especially large ones tend to have specialist man
power analysts on the staff who are able to deal with such complexities.
The approach to man power planning needs to be flexible so that plans can be developed
as time and situation dictate. This requires analytical and diagnostic skills from the
planner who attempt traditionally to seek to calculate man power needs in the short,
medium and long term.
“The responsibility of recruitment, selection and placement, as in all good human
resource practices, is shared between line management and the personnel function. The
personnel department should be competent to advice on the best and most modern
techniques and practices, and to provide a professional support and monitoring service,
while line management must be involved in the final decisions as to who does or does not
work in their departments.” [Cowling and Mailer; 1992: P-41].
According to John M. Ivance vich and William F. Glueck (1989; P-186) the major human
resource activities are:-
 Human resource planning
 Equal employment opportunity
 Job analysis
 The staffing process (Recruitment, selection and placement)
 Performance evaluation
 Training and development
 Career planning and development
 Compensation
 Benefits and services
 Safety and health

2.2. The Historical Importance of Recruitment Selection and Placement

Unlike many other topics in the human resource Management are number of studies and
considerable bodies of knowledge of recruitment, selection and placement, Review of the
better known classic studies can help set the stage for traditional and modern thrones of

9
recruitment, selection and placement. [John M.Ivancevich and William F.Glueck 1989;
P186]
The staffing process putting the right people in the right position at right time is one of
the most critical tasks any organization faces. The quality of the work per formed can be
only as high as the capabilities of the people performing it. The Three initial stages in the
staffing process of an organization are recruitment, selection and placemat.
2.2.1. Recruitment
“Recruitment is the first in the hiring process. The goal is to attract qualified people
whose skills and experience meet the demands of the job you want to fill. Once you have
an initial pool of qualified people, you can use interviewing and references to screen for
other desirable qualities. It is the process of finding and attracting capable applicant for
employment. The process begins with new employees are sought and ends when their
applications are submitted. The result is a pool of applicants from which new employees
are selected.” [werther Davis; P-195].
Different authors have defined the term recruitment at different manners, but the essence
of their general understanding is the same. It is the process to obtain employees who have
the abilities and attitude desired by the organization. To obtain these employees the
organization focused on finding skilled man power, because the success and failure of the
organization depends on its work force. Among any other resources human resource is
the most important and determinant resource an organization has. In support of this
M.Stewart (1987:P-171) stated.
“People are major resources common to all organizations. Money is the other and you
need the people to obtain and use money properly even in a non profit making
environment.”
Thus obtaining the right people at the right time, in the right place from the right source is
implicitly getting money and using it properly.
2.2.1.1. Sources of Recruitment
Both pros and cons are associated with promoting from within (internal source for
recruitment) and hiring from outside the organization (external recruitment) to fill
openings Promotion from within generally is to be a positive force in rewarding good
work, and some organizations use it well indeed. However if followed exclusively it has
the major disadvantage of perpetuating old ways of operating. In addition there are equal
employment concerns with using internal recruiting if protected class members are not
represented adequately in the organization.
Recruiting externally can infuse the organization with new ideas. But recruiting from
outside the organization for any but entry-level positions presents the problem of
adjustment time for the new persons.
Most organizations combine the use of internal and external methods. Organizations that
operate in a rapidly changing environment and competitive conditions may need to place
a heavier emphasis on external sources as well as developing internal sources. However,

10
for those organizations existing in environments that change slowly, promotion from
within may be more suitable.
In support of Cowling and Mailer [1992: P42] vacancies usually arise because of the
departure of existing employees (Labour turn over), but may also come about because a
new position has been created. In either cases it is important to check whether internal
organization or temporary staff can make recruitment superfluous.
“Once the organization has decided to recruit additional employees, it is faced with two
recruiting decision: when to search (sources) and how to notify applicants of the
positions. Two sources of applicants could be used. Internal (present employees) and
external (those not presently affiliated with the organization).” [M.Ivancevich and
Glueck; 1989: P-234].

2.2.1.2. Internal sources

“Search for suitable candidates to fill a confirmed vacancy should begin within the
organization. This practice is good for moral, assures employees of avenues for
promotion, and ensures that existing talent is not over looked.” [Cowling and Mailer;
1992: PP-43].
According to Anthony, Perrewe and Kacmar [1993; p-276] finding qualified applicants in
the organization is the main goal of the internal recruiting effort, there are several
methods for locating these applicants. Among the most common are job positing referrals
and skill inventories.
1.1. Job Posting
It involves announcing job penning to all current employees. Bulletin board notices or
printed bulletins can be used for this purpose. The announcement carry information about
the nature of the position and the qualification needed, and any employee who is
interested may bid on the job that is, enter the completion for it. Job posting can help to
ensure the minority workers and other disadvantaged groups become aware of
opportunities to move up in the organization.
1.2. Employee Referrals
A reliable source of people to fill vacancies is composed of friends and /or family
members of current employees. Employees can acquaint potential applicants with the
advantages of a job with the company furnish letters of introduction, and encourage them
to apply. These are external applicants coming from an internal information source.
Utilizing this source is usually one of the most effective methods of recruiting because
many qualified people can be reached at low cost. In an organization with numerous
employees, this approach can develop quite large pool of potential employees.
Another way to find applicants within the organization is through employee by other
departments. Informal communications among managers can lead to the discovery that
the best candidate for the job is at a different section of the firm. An excellent source of
information is the current employee who may know someone who would be qualified and
interested in the open position. The source of information is very low cost, yet can yield a
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number of good prospects. Employees usually have a clear understanding of what the job
entails and what type of person would fit with the organization.
1.3. Skill Inventories
Many firms have developed skill inventories of their employees. Information on every
employee’s skills, educational background, work history, and other important factors is
stored in a data base which can then be used to identify employees within the attributes
needed for a particular job.
Advantages and Disadvantages of Internal Source
Advantages
1. A present employee is more likely to stay with the company than an external
candidate.
2. Better motivation of employees because their capabilities are considered and
opportunities offered for promotion.
Internal recruitment is quicker and cheaper (cost effective option) than the external).
Disadvantages
1. Poor attitude among those employees not selected.
2. It will create a gap in the department from where the employee is taken.
3. Political fighting and create hostile environment.
2.2.1.3. External Sources
Many vacancies are filled from external sources; even when an internal candidate is
transferred or promoted the final result is usually a vacancy elsewhere in the company
which has to be filled from outside. In support of Graham and Bennet (1992; P-189)
external recruitment can be time consuming, expensive and uncertain though it is
possible to reduce those disadvantages to some extent by fore thought and planning. The
main external sources are employment agencies, advertisement, campus recruitment
world of mouth, trade unions, Raiding, employee referrals, box number, Labor union,
professional associations, government agencies and customers.
Having more applicants is also a problem to identify the required individuals. Therefore
the man power supply plan needs to contain a comprehensive summary of the market
situation and the way it is likely to develop. Often an organization must take a more
active and sound recruitment role. Some of the mean of finding suitable candidates
according to Graham and Bennet [1992:P.173-211] are school and college recruiting,
advertising employee exchange, employment agencies, unsolicited applicants or walk-ins
or write-ins.
1. School and college recruiting:-
For some organization he major sources of recruit will be universities and training
institution as well as schools. Recruiting at high school or vocational schools is often the
strategic approach adopted by organizations with position openings at the entry level or
in internal training programs. Recruiting at the college level serves as a major source for
acquiring managerial, professional and technical skills.
2. Advertising
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News papers, magazines, television and other print and broad cast media provide an
excellent source for recruitment of employees. The main advantage if media advertising
is that it reaches large number of people. Its disadvantage is that it cannot be narrowly
focused, thus a large number of unqualified candidates will be attracted.
2. Employee exchange
Serves as an intermediary between the job seekers and employers. It is important for
employers to find suitable workers without much expense and the job seeker find the job
easily.
4. Employment agencies
There could be public or private employment agencies. These agencies have information
on job seekers interms of qualifications, skills, interests, etc and can be a good source of
employment by organizations Public agencies are a major source of blue-collar and
white-collar works while private agencies are important sources of clerical, white collar
and managerial personnel. The main disadvantage of using such agencies seem to come
from the fat that unemployment is still seen by many employing managers as a social
stigma and indicative of poor work records.
5. Unsolicited Applicants:-
Unsolicited applicants whether they reach the employer by letter, telephone, or in person,
can be a source of prospective applicants. Such applicants are kept in file if there are no
particular openings at that time. Qualification of unsolicited applicants is dependent on
economic conditions, the organization images, and the job seeker’s perception of the
types of jobs available. Most of the time unsolicited applicants will have to be told that
no appropriate positions are currently available. By the time the position does become
open, the applicant may have accepted work elsewhere. Nevertheless carelessness in the
handling unsolicited applications can cost a firm some valuable employees, and a cold or
haughty attitude in the personnel department. Can have a chilling effect on public
attitudes toward the organization.
Advantage and disadvantage of external sources
Advantages
a. large group of people to select from infusion of competitors, ideas, secrets.
b. A new beginning with no political intrigue.
Disadvantages
a. Longer adjustment period.
b. amoral problem among internal employees.
c. On the job behavior is not precisely known
2.2.2. Selection
“Selection is the process of making a “hire” or “no hire” decision regarding each
applicant for a job. The process typically involves determining the characteristics
required for effective performance on the job and then measuring applicants on those
characteristics. The characteristics required for effective job performance are typically

13
based on job analysis which is systematic summary of job. Depending on the applicant’s
score on various tests and/or the impressions they have made in interviews, managers
determine who will and will not be offered a job. The selection process often involves the
establishment of cut scores: applicants who score below these levels are considered
unacceptability.” [Robert Wood and Time panye; 1999: P-199].

Selecting the right set of knowledge, skills and abilities which come packaged in a human
being-is an attempt to get a “fit” between what the applicant can do and wants to do and
what the organization needs. That is made more difficult by the fact that one cannot
always tell exactly what the applicant really can and wants to do. Fit between the
applicant and the organization affects not only the employer’s willingness to make a job
offer but also the applicant’s willingness to accept the job.

More than anything else, selection of human resource should be seen as a matching
process. Gaps between employment skills and requirements of the job are common factor
that lead to rejection of applications. How well an employee is matched to a job affects
the amount and quality off the employees work. This matching also directly affects
training and operating costs. Workers who are un able to produce the expected amount
and quality of work can cost an organization a great deal of money and time.

2.2.2.1. The Selection process

“The selection process is a series of steps through which applicants pass. The process
determines the candidates who are likely to be successful eliminates those likely to fail.
Ultimately, the selection decisions must focus on performance related issues if the
selection process is to contribute to the firm’s success” [wether and Davis; 1993: PP-
231].
According to M. Ivancevich and Glueck [1989; p-218-300] the selection process services
of specific steps used to decide which recruits should be hired. The process begins when
recruits apply for employment and ends with the hiring decision. In the steps in between,
the department and the hiring manager match the employment needs of the applicant and
the organization.
It is viewed as a series of steps through which applicants are screened out by the
organization. These steps are discussed below:
2.3.1.1. Preliminary screening
The selection process often begins with initial screening of applicants to eliminate those
who obviously do not meet the positions requirements by asking straight forward
questions. In this step a human resource management specialists or line mangers usually
spend a few moment with applicants in what is called preliminary screening.
2.3.1.2. Completion of Application form
The application form is a sheet or small booklet with blanks to be filled in by the
applicants. Applicants who come to an employment office are asked to complete an
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application black after a screening interview. The data that could be gathered by the
forms could be best predictors of future behavior patterns of the employee, it might
include data on the person’s demographic and attitudinal characteristics and previous
work experience in a form that leads itself to psychometric evaluation and interpretation.

2.3.1.3. Employment tests

An employment test is a mechanism that attempts to measure certain characteristics of
individuals, such as manual, dexterity, qualifications and potential for success. The
testing applicants offers some advantages: test results seem to be objective, free from
personal bias; and they are usually expressed numerically, so that they lend them saves to
statistical analysis and thus can be validated. However there is also disadvantage,
selection test may accurately predict an applicant ability to perform the job, be less
successful in indicating the extent to which he individual will want to perform it.

2.3.1.4. Employment interview

Interviews can be used at several stages of the selection process. Employment interviews
are part of almost all selection procedures. Although employment interview can be the
least objective part of the process they are generally considered the most valuable.
Interviews are also likely to have the greatest impact in the applicant, contributing more
than any other element to his or her view of the firm and attitude toward the job.
2.3.1.5. Reference checks and Recommendations
Reference checks involve communicating with previous employers and others who can
provide information about applicant. Applicants are asked to provide a list of references
of past supervisors and others. The checks serve for two purposes: They verify (or
contradict what the applicant has told the organization, and they produce supplemental
information that can be very useful hiring decisions.
2.3.1.6. Medical /physical examination
As one off the final steps before the hiring decision, a physical examination may be
conducted by a physician or nurse appointed by the organization. In some organizations
the candidates fill out a health questionnaire, and only those with apparent problems are
referred to a physician.
According to M. Ivancevich and Glueck (1989:pp-301) the reasons for such a
requirement include:
i) In case of later workers’ compensation claims, physical conditions at the time
of hiring should be known.
ii) It is important to prevent the hiring of those with services communicable
disease.
iii) It may be necessary to determine whether the applicant is physically capable
of performing the job in question.

2.2.3. Orientation /Placement/ Socializing employees.

15
It is the introduction of new employees to the organization, their work units, and their
job. Employees receive orientation form their co workers, and form the organization. The
orientation received form coworkers is usually unplanned and unofficial, and it often
provides the new employees with misleading and inaccurate information. This is one of
the reasons the official orientation provided y the organization is so important. An
effective orientation program has an immediate and lasting impact on the new employee
and can make the difference between his success and failure.
Job applicants get some orientation to the organization even before they are hired. The
organization has a reputation as to the type of employer it is and the types of products or
services it provided. During the section process, the new employee usually also learns
other general aspects of the organization and what the duties, working conditions, and
pay will be.
After hiring the employee, the organization begins a formal orientation program.
Regardless of the type of organization, orientation should usually be conducted at two
distinct levels.
1. Organizational orientation:- presents topics of relevance and interest to all
employees.
2. Departmental and job orientation:- describes topics that are unique to the new
employees specific department and job.
Shared Responsibility
Since there are two distinct levels of orientation, the human resource department and the
new employee’s immediate manager normally share responsibility for orientation. The
human resource department is responsible for initiating and coordinating both levels of
orientation, training line managers in procedure for conducting the departmental and job
orientation, conducting the general company orientation, and following up the initial
orientation with the new employee. The new employees’ manager is usually responsible
for conducting the departmental and job orientation. Some organizations have instituted a
“buddy system” in which the job orientation is conducted by one of the new employee’s
coworkers. If a buddy system is to work successfully, the employee chosen for this role
must be carefully selected, and properly trained for such orientation responsibilities.
Orientation is a process for introducing new employees to the organization, its mission,
its activities and programs as well as her/his job. An employee hand book is often used
on an orientation session. The orientation process is similar to what sociologists called
socialization. Socialization occurs when a new employee learns the norms, values, work
procedures and patterns of behavior and dress that are expected in the organization.
The hand book serves as already reference to the material covered during the orientation
session. The orientation of new employees can provide a great refreshed or learning
opportunity for their colleagues, who can be asked to present information or guide the
new comer.

16
CHAPTER THREE

METHODOLOGY

3.1. Method of the study

Recruitment, selection and placement process are the variables which depend on age, sex
(gender) educational level, work experiences and other independent variables.

3.2. Data collection method and sources

17
In this investigation the writer used both primary and secondary source of data. To carry
out this research, primary data was gathered from structured questionnaires distributed to
employees and member so recruiting committee regarding the application and problem of
recruitment, selection and placement. Furthermore, secondary data was extensively
utilized throughout the study. Secondary data from different books (Published and Un-
published) were used to make the investigation somewhat complete valid and reliable.

3.3. Population and sample

The sampling unit of the study was employees from eight departments. These eight
departments are; land administration and development office, infrastructure development
and houses administration, solid waste management, parking services, legal services,
code enforcement, finance and economy and civil service department.
The total number of employees in the eight departments is 450, out of which a sample of
45, which is 10 percent of the employees, were taken. The sampling method used to
gather this firsthand information were random sampling.

3.4. Method of Analysis

The information or data gathered by questionnaires in support of interview and
observations is analyzed by using table, percentages and ration. The data were interpreted
in accordance with the data analysis methods. The writer (investigator) tried to make it
compatible (consistent), valid, reliable, and justifiable to make a good road towards
solving the problems initially mentioned in the paper.

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1. Background of the Administration

Gurage is a Zone in the Ethiopian Southern Nations, Nationalities, and Peoples'
Region (SNNPR). This zone is named for the Gurage people, whose homeland lies in this
zone. Gurage is bordered on the southeast by Hadiya and Yem special woreda, on the
west, north and east by the Oromia Region, and on the southeast by Silt'e. Its highest
point is Mount Gurage.Welkite is the administrative center of the Zone; Butajira is the
largest city in this zone and the former administrative center. Other towns in Gurage
include Endibir, Enseno and so on.

18
 The administration is divided in to 13 woredas and 2 administrative towns. The Zone
administration has 7(seven) head offices namely; chief executive office, Finance and
economy development office, Trade and industry development office, Culture and
information office, health office, Educational office, and municipal service office. These
offices have different departments, divisions, sections and teams with a total number of
11,212 technical and administrative staffs employed in the administration.

The recruitment, selection and placement process in the administration are conducted in
accordance with the law of southern Nations, Nationalities and peoples state
representative administrative civil service commission of personnel administration order
no 3 of 1998, Art. 88(2) by 5(five) ad-hoc committee members which include one
representative from the employer (vacant) department in the administration.

4.2. Presentation and Analysis of Policies and Practices

In this section data collected from the administration employees through self-
administered questionnaire will be presented and analyzed in support of interview and
personal observation. The questionnaires were distributed to employees and recruiters. A
total of 50 questionnaires were randomly distributed, 5(Five) to the recruiters and the rest
to the employees. The questionnaires distributed to both recruiters and employees were
filled and returned the results and analysis of the finding is presented as follows;

Table 1. Man power distribution by age, sex and educational level

Respondents
Items Employees Recruiters Total
Frequen % Frequen % Frequen %
cy cy cy
A. Male 34 75.6 4 80 38 76
Sex B. Female 11 24.4 1 20 12 24
Total 45 100 5 100 50 100
A. 25 years 5 11.1 0 0 5 10
Age B. 26-35 years 21 46.7 1 20 22 44
C. 36-45 years 16 35.6 4 80 20 40
D. 46-55 years 3 6.6 0 0 3 6
E. >56 years 0 0 0 0 0 0
19
 Total 45 100 5 100 50 100
A. High school graduate or 6.7 0 0 3 6
below 11.1 0 0 5 10
Educational Status B. Certificate 55.6 2 40 27 54
C. Diploma 22.2 3 60 13 26
D. First degree 4.4 0 0 2 4
E. Above 1st degree
Total 45 100 5 100 50 100

It is believed to be important to assess the man power distribution in the administration to

enhance the individual and collective contribution of people to the short and long term
success of the administration. Assessment of the man power distribution will also help to
forecast the required number and quality of the work force in the administration. Based
on the conditions mentioned above, the researcher tried to assess the man power
distribution of the administration by sex, age and educational level.

Item number “1” table 1 shows the distribution of Gurage Zone administration employees
by sex. According to the response 38(76%) of the sample population are males and
12(24%) of the sample population are females. The inference of this data is that Gurage
zone employees are male dominated. However the civil service employment policy of the
southern notions, nationalities and peoples representatives as “The organizations will not
discriminate against an employee or applicant for employment, rather give more priority
for females than males”. On the other hand as the personnel officer said “when there is a
vacancy announcement to the community, the number of female applicants who are
skilled and qualified are less than those of males”. So we can deduce hence, this might be
the cause that employees in the administration are male dominated.

Item number ‘2” of table 1 indicates the age distribution of employees in the
administration. Out of the total sample population 5(10%) are less than or equal to 25
years of age, 22(44%) of them are between 26-35 years old, 20(40%) of them are
between 36-45 years old, 3(6%) are between 46-55 years old and non is greater than or
equal to 56 years of age. From this data we can infer that the administration employees
are almost young and middle aged, because 47(94%) of the employees are found between
25 and 45 years of age. This fact indicates that the administration has a potential and
powerful work force who can serve the organization for long period of time.

Employees mostly need to be qualified and experienced. Among the many qualifications
required, educational level is the most important one. The administration employees are
qualified with different educational levels as it shown in item’3” of table 1. Out of the
total sample population 3(6%) is high school graduate or below, 5(105) have certificate,
27(54%) are diploma holders, 13(265) are first degree holders and 2(4%) are above first

20
degree, From this data we can deduce that most of the positions in the administration are
octated (occupied) by medium level educated employees and about 84% of them are
college graduate.

Table -2. Job advertisement and initial screening techniques

Respondents
Items Employees Recruiters Total
Frequen % Frequency % Frequency %
cy
1. From where did you heard first the
position you are now holding?
A. Radio 2 4.6 0 0 2 4
b. Television 0 0 0 0 0 0
C. newspaper 22 48.9 2 40 24 48
D. notice board 21 46.5 3 60 24 48
Total 45 100 5 100 50 100
2. Were you made to fill an application
form of employment when first applying/
A. yes 36 80 5 100 41 82
b. no 9 20 0 0 9 18
Total 45 100 100 100 50 100
According to southern, nations, nationalities and peoples representative civil service
commission staffing process rule and regulation, job vacancies are announced to existing
employees on internal notice boards while externally it is advertised on print and
electronic media. The administration considers some of these methods to reach the
desired candidates.

As table “2” item number 1 points out from the total sample population 2(4%) found out
about the job vacancy in radio, none of them from television, 24(48%) from news-paper
and 24(48%) of the employees from notice board.

“Civil service commission personnel administration order number 3 of 1998, Art 88(2)
stipulates that, the administrations shall advertise widely to obtain a high standard of
applicants with respect of the job position.” But the administration advertisement
technique is restricted only to advertisement in the news-paper (Addis Zemen) and notice
board for external recruitment and internal notice board for internal recruitment.

Perhaps the majority people seeking employment know that they can refer to this
particular news-paper to learn about job vacancies, but the administration can widen its
horizon by using other news-paper, magazines another different print and electronic
Medias to reach and attract the most competent candidates.

21
To increase the awareness of potential transfers and promotion prospects, other methods
besides announcements on notice boards, such as employee new papers or special
announcements circulated in departments, could be used.

Regarding to the cost of the announcement materials, electronic medias are the most
costly to advertise the vacancies. So he administration uses other advertising instruments
like news-papers, magazines and other printed materials in order to minimize this
electronic media cost of annunciation.

As it is shown item number ‘2” table 2 out of the total sample of population 41(82%)
filled application forms while 9(18%) did not. In this as the personnel officer claimed
sometimes application Forms might not be prepared a head of the registration date due to
lack of budget. ‘This might be the cause that some of the employees did not fill
application form. But the questionnaires filled by recruiters showed that application
forms are mandatory to all applicants. The policy of the administration states that
application forms must be filled by candidates and presented a long with originals and
photo copies of education, reference letter and any other related documents.

As the table shows, there are some employees who were not made to fill application
forms. Application blanks help to weed out undesirables since they supply enough
information about the applicants who obviously do not meet the requirements. In this
way, the number of persons who have applied can be reduced to a manageable few who
can be called to an interview. Thus, the importance of application forms shouldn’t be
over looked since they play a major role in saving time and cost spent on those applicants
who are no suitable for the position.

Table 3. Recruitment, transfer and promotion

Respondents
Items Employees Recruiters
Frequency % Frequency
How did you acquire your present job?
A. Externally recruited 21 45.5 21 46.5
B. Internally transferred 13 28.9 13 28.9
C. Internally promoted 9 20 9 20
D. Others 2 4.6 2 406
total 45 100 45 100

22
Item number “1” of table 3 shows from the total sample of employees 21 (46.5%) have
acquired their position through external recruitment, 13(28.9%) are internally transferred,
9(20%) internally promoted and the rest 2(4.6%) are due to political performance of the
individual and the one who specialized his professional what he occur the position.

According to the personnel administration policy;

1. Internal recruitment through transfer is a move from one job to another within the
organization without a significant change in salary or in the amount of
responsibility or authority. Salary increments is not applied here.

2. Internal recruitment through the promotion of those salaried employees is done

when no appropriate employee is not found, recruitment is done with internal
vacancy announcement. Choice and assignment of the best candidate is done by
the administration promotion committee. The promotion is recognized with the
approval of the committee.

3. After ascertaining the unavailability of suitable candidates internally, depending

on the administration civil service department decision, external recruitment is
undertaken.

As compared to the internally recruited, those who were externally recruited are
the majority.

Pros and Cons of external Recruitment

Pros

A. Large group of people to select from infusion of competitors, ideas, secrets.

B. A new beginning with no political intrigue.

Cons

a. Longer adjustment period

b. Moral problem among internal employees.

C. On the job, behavior is not precisely known.

Table 4. Evaluation of the administration employment process policy

Respondents
Items Employees Recruiters
Frequency % Frequency
1. Does the administration have stated laws
and procedures for recruitment, selection

23
and placement of employees?
A. yes 5 100 5 100
b. no 0 0 0 0
Total 5 100 5 100
2. If your answer in item number 1 above is
“yes” do you think the law and procedures
are well prepared and have no problems/
A. yes 4 80 4 80
B. no 1 20 1 20
Total 5 100 5 100

The recruiters of the administration have been asked whether or not the administration
has stated laws and procedures for recruitment, selection and placement. According to
their response in item number “1” of table 4 all of the respondents 5(100%) replied yes.
Out of the sample population 4(80%) replied the laws and procedures have no problem
and only 1 (20%) of the recruiters respond there is certain problem regarding the laws
and procedures according to item “2’ to table 4. As the recruiters respond the
administration conducted the employment process based on the laws and procedures said
on the southern nations, nationalities and peoples representative civil service commission
of personal administration order No of3 of 1998, Art, 88(2).

Table -5 Priority given to acquire vacant jobs

Respondents
Items Employees Recruiters Total
Frequency % Frequency % Frequency %
1. If there is a vacant job in the
administration to whom priority will be
given?
a. new applicants 1 2.2 0 0 1 2
b. Existing employees 42 93.2 3 60 45 90
C. Equal opportunity to both 2 4.6 2 40 4 8
Total 45 100 5 100 50 100
2. Do you think if a certain job opening
arises all employees have the same
opportunity as others in terms of
seniority, promotion and
Transfer?
A. yes 21 46.5 4 80 25 50
B. no 24 53.5 1 20 25 50
Total 45 100 5 100 50 100

Item number ‘1” of table 5 given us some information about which of the two sources are
even priority. Out of the total sample population 45(90%) replied that present employees

24
are given priority to fill the vacant position, only 1(2%) replied new applicants and 4(8%)
replied equal chances are given to both From this we can conclude that the administration
will look existing employees to fill vacant positions before going to outside sources.
Looking existing employees first is good, however there is a problem of bringing good
discipline if many of the employees face with lack of new knowledge to the organization.
So the administration should look the advantages and disadvantages while concentrating
on existing employees.

Advantages and disadvantages of internal source

Advantages
 A present employee is more likely to stay with the company than an external
candidate.

 Better motivation of employees because their capabilities are considered and

opportunities offered for promotion.

 Internal recruitment is quicker and cheaper (cost effective option) than external.

 It is more reliable than external recruitment because a present employee is known

more thoroughly than on external candidate.

 Better utilization of employees because the company can often make better use of
their abilities in different job.

Disadvantages
 Poor attitude among those employees not selected.

 It will create gap in the department from where the employee is taken.

 Promoting an individual who is not clearly the most qualified may cause
resentment.

 Political fighting and create hostile environment.

Item number “2’ of table 5 shows about opportunity for promotion and transfer based
on seniority. Accordingly, out of the total sample population 25(50%) believed there
had been equal opportunity for promotion and transfer and 25(50%) claim there had
not been and the reason they had given were;

 Some position like department head are made by appointment and this
appointment requires one’s political loyalty to the government.

 Bureaucratic bottle neck (inflexible administration) unselected employees that are

in the organization feel that the promotion and transfer process is unfair, since the
time they become inflexible to be administered.

25
 When promoting the employees seniority, merits, initiative, accuracy of work, job
knowledge and personnel record should be taken in to consideration. If all these are
taken in to account then there should be no reason why employees should feel they do
not have equal opportunity as others.

In case of unsuccessful employees it is necessary to fact fully inform them why they
were not selected and advise them on how to develop themselves for future openings.

Table- 6 Factors to recruit candidates

Respondents
Items Employees Recruiters Total
Freque % Frequency % Frequency %
ncy
1. What is the factor that the administration
consider most important to recruit among
candidates?
A. Educational level 20 44.4 1 20 21 42
b. Service period 2 4.6 0 0 2 4
C. interview and written exam. 15 33.2 2 40 17 34
D. performance appraisal 0 0 0 0 0 0
E. both A and C 4 8.9 0 0 4 8
F. Equal weight to all factors 4 8.9 2 40 6 12
Total 45 100 5 100 50 100
2. To what extent the interviews and exams are
related with the job?
A. High 10 22.2 4 80 14 28
B. Medium 14 31.1 1 20 15 30
C. Low 19 42.1 0 0 19 38
D. Unrelated 2 4.6 0 0 2 4

Total 45 100 5 100 50 100

Item number “1” in table 6 shows evaluation criteria to recruit and select present
employees. Respondents were asked to identify which of the listed points given more
emphasis. Accordingly, out of the total sample population 21(42%) replied educational
level is given more emphasis, 2(4%) replied that service period given priority, 17(34%)
replied that interviews and written exams are given more weight, none of the respondents
replied about performance appraisal, 4(8%) replied for both education level and written
exams, and 6(12%) replied all criteria’s are considered the inference from this data is, the
administration mainly focus on educational level and interviews and exams to recruit and
select present employees. However exams and interviews are less successful in indicating
how the individuals will be able to perform that specific job. Because the effectiveness
exams as a selection criteria depends on their relatedness with the job to be performed

26
 and interviews are also exposed to personal bias. The administration doesn’t take in toe
account these and other problems while giving much emphasis to written exam and
interviews. It should give equal emphasis for work experience and performance ability of
the candidates.

When interviews and written exams are prepared to select the required candidates it
should have to be related with the job. Item number “2” of table 6 shows the extent to
which the interviews and exams are related with the job in the administration. Out of the
total sample population 14(28%) replied the relation is high and 2(4%) unrelated.
However the rest 15(30%) replied medium and 19(38%) low. From this result we can
deduce that the exam is not that much related with the job, thus it is better for the
administration to match most of the question and interviews with the job. For example;-
The profession of the applicant is plant agriculture but he asked human resource
management questions.

Table 7. Factors considered most important in employment process

Respondents
Items Recruiters Total
Frequency % Frequency %
1. To what aspects does the administration give greater concern when it wants
to get employees for vacant job?
A. To get applicants as fast as possible 0 0 0 0
B. To decrease the cost of recruitment 0 0 0 0
C. to get as much applicants as possible. 2 40 2 40
D. Equal weight to all factors 3 60 3 60
Total 5 100 5 100
2. How are the document of applicants and their actual performance?
A. High 2 40 2 40
B. medium 3 60 3 60
C. Low 0 0 0 0
Total 5 100 5 100

The administration considers different factors to get applicants for vacant jobs. Some of
the factors are presented in table 7 of item”1”. According to the finding 2(40%) of the
respondents replied that getting applicants as much as possible is more important than
any of the factor, 3(60%) relied all factors are considered equally important. This ratios
confirm to us that mostly the administration will take all the points indicated in to
account. However, it doesn’t mean the administration is making the advantage of all
factors.

There may be a need to analyze each and every factors separately. Because taking all
factors at the sometime might end up with having inefficient work force. For instance if
we need to get immediate response with low cost, it is hardly possible to find qualified
27
 employee everywhere with less cost. Item number “2” in table 7 give us some
information about the relation between the documents applicants bring with their actual
performance. Out of the sample population 2(40%) replied the document that applicants
bring and their actual performance are highly related and 3(60%) replied medium
relation. From this we deduce that he employees required periodical refreshment training
about how to perform their job effectively.

Table -8 Recruiter’s performance ability

Respondents
Items Employees Total
Frequency % Frequency %
1. How did you see the recruiters’ performance up on recruitment?
A. Excellent 0 0 0 0
b. Very good 3 6.6 3 6.6
c. Good 13 28.9 13 28.9
d. not good 29 64.5 29 64.5
Total 45 100 45 100
2. If the answer in item number 1 above is “d” not good, what is
your suggestion to the recruiters to perform their work better?
A. increasers to perform their work better? 16 35.56 16 35.56
B. Decrease he no of recruiting members 3 6.67 3 6.67
C. Reorganize he recruiting member 26 57.7 26 57.7
Total 45 100 45 100
3. Which of the following characteristics did you notice in the
recruiters interviewer/
A. Friendly manner 5 11.1 5 11.1
B. Well prepared 7 15.3 7 15.3
C. Clarify the purpose and aim of the interview 13 29.1 13 29.1
D. Insured there were no interventions 6 35.6 6 35.6
E. Listened with interest and understanding 4 8.9 4 8.9
Total 45 100 45 100

To have skilled man power in an organization the role of recruiters is significant. So there
should be a well-organized member of recruiters with required ability. Item number “1”
of table of give us some information about the recruiters’ performance of the
administration. Accordingly 3(6.6%) of the respondents replied that the recruits
performance is very good, 13(28.9%) replied as good and 29(64.5%) of the respondents
replied that the recruiters performance is not good. This percentage (ratio) leads us to the
conclusion that the administration’s performance is poor. So the administration should
have to look for a means to avoid the problems for example unrelated question asked for
the job that they are recruiting for.

28
To alleviate the problems of recruiters’ employees were asked to suggest some solutions.
Item number “2” of table 8 indicate this. Out of the total respondents 16(35.6%) suggest
it is better to increase the number of recruiting members, 3(6.67%) replied the number of
recruiters should be decreased and 26(57.70%) suggest is better to reorganize the
members of recruiters. The inference of this is that the administration should have to
reorganizes its recruiting remembers for the better achievement of its organizational
objectives. Reorganize means that the inter change of the recruiting committees work
within the organization. Item number “3” of table 8 shows characteristics of the recruiters
(Interviewers). From the total sample population 5(11.1%) believed the interviewer (5)
have friendly manner, 7(15.3%) replied as well prepared 13(29.1%) replied the
interviewer were clarify the interviewers well prepared, 13(29.1%) replied the
interviewer were clarify the purpose and aim of the interview, 16(35.6%) replied the
interviewer ensured there were no interruptions and 4(8.9%) replied the interviewer (5)
were listened with interest and understanding.

The first few moment of the interview are critical and within this short period the
interviewer must try to put the applicant to ease. If the candidate feels uneasy or
uncomfortable, he/she may be supposed from expressing his/her accomplishment, thus
probably letting go of a potential competent candidate.

Table – 9 informing applicants

Respondents
Items Employees Total
Frequency % Frequency
1. How were you informed that you had
been accepted for the job?
A. Through letter 12 26.8 12 26.8
b. Through telephone 15 33.2 15 33.2
C. Administrations notice board 14 31.1 14 31.1
D. Go to the administration 4 8.9 4 8.9
Total 45 100 45 100

From those who acquired the positions 12(26.8%) were contacted through letter,
15(33.2%) through telephone, 14(31.1%) through the administrations notice board and
4(8.9%) had to go to the administration in person according to item number “1” of table
9.

The organization asserted that they inform candidates they are not accepted for the
position when they come in person to the organization. Candidates should know what
will happen next, i.e. when they should expected the results and, if successful, when they
might expect to start. The best course of action would be inform candidates when the
decision will be communicated.
29
 Unsuccessful candidates should be contacted immediately and let them know the result.
Although the organization may not want to employ them now, it may be interested in
them somewhere in the future. The successful candidates should also be contacted and
confirm if they still want the job.

Table 10 interview, orientation and training

Respondents
Items Employees Recruiters Total
Frequ % Frequency % Frequency %
ency
1. Have you taken special training in what kind of
applicants to attracts, select and maintain?
A. yes - - 3 60 3 60
B. no - - 2 40 2 40
Total - - 5 100 5 100
2. Who carries out the employment interview process?
A. personnel department
b. line management of the job vacancy - - 0 0 0 0
C. both A and B - - 0 0 0 0
D. Recruiters - - 3 60 3 60
- - 2 40 2 40
Total - - 5 100 5 100
3. Once hired were you give in orientation about the
administration policy, departments and your roles and
responsibilities in the job?
A. Yes 20 44.4 4 80 24 48
b. No 25 55.6 1 20 26 52
Total 45 100 5 100 50 100
4. If your answer item “3” is “yes” who give you the
orientation?
A. your immediate supervisor 19 42.2 - - 19 42.2
B. human resource department 1 2.2 - - 1 2.2
C. Other 0 0 - - 0 0
D. Did not take orientation 25 55.6 - - 25 55.5

Total 45 100 - - 45 100

Item number “1” of table 10 shows, whether the recruiters are given special training on
how to attract and select applicant. Accordingly 3(60%) of the respondents replied yes
and 2(40%) replied no. So the organization should provide special training for all
members of recruiters on how to attract and maintain qualified personnel.

According to number “2” table 10, 3(60%) of the respondents replied the employment
interview process is carried out by both personnel department and line management of
the job vacancy and 2(40%) replied it is carried out by the recruiters. The interview is
structured and is an individual interview. The interview is being structured has its own

30
advantages but it limits he interviewer from pushing ahead with questions he/she consider
to be important or related, and at the same time it constraints candidates from elaborating
answers to questions asked. The policy of the administration point out that candidates can
submit written or oral complaints about anything related to the way the interview and
exam were conducted (the general selection procedure) if they believed they were
mishandled or there was a breach of principles.

Item number “3” table 10 discloses that from the total sample population 24(48%) admit
they were given orientation and 26(52%) claim they were not given an orientation at all.
From those who had been given orientation 19(42.2%) explain that the orientation was
given to them by their immediate supervisor, 1(2.2%) by human resource department
according to item number “4” table 10.

Those who claim they were not given orientation about the organization’s policy,
departments and their roles and responsibilities cover large percentage But after taking a
lot of trouble of selecting the right person for the job, it is important to achieve the
following results;

 The new employee should know their way about, what facilities there are, and the
general rules and procedures.

 The new employee must understand their own job, and what is expected of them.

 Knowing what results are required, the new employee must discuss with their
manner how the results will be achieved.

And even the administration’s policy state that the orientation should be given to
employee, recruited externally and also to those who are promoted, by the concerned
department to the best of its ability.

The administration declare that job orientation is performed for recruits and transfers and
is carried out by the supervisor of the concerned department.

According to the questionnaires field by employees somewhere given orientation by

other than their supervisors. This could be due to the type of job under consideration, but
orientation by a supervisor is compulsory since he/she would communicate to the new
employee about the specific job requirements.

Table -11 job condition, promotional and demotion

Respondents
Items Employees Recruiters Total
Frequency % Frequency % Frequency %
1. Do you think that the right
person has placed on the right

31
position based the job demand in
the administration?
a. yes 19 42.2 4 80 23 46
b. No 26 57.8 1 20 27 54
total 45 100 5 100 50 100
2. If your answer for item no “1”
the reason?
A. over qualification 13 28.9 2 40 15 30
b. under qualification 28 62.2 3 60 31 62
C. both A ( B 4 8.9 0 0 4 8
D. other 0 0 0 0 0 0
Total 45 100 5 100 50 100
3. If your answer for item no “2” is
under qualification the policy of
demotion is applied?
A. yes 19 42.2 5 100 24 48
B. No 26 57.8 0 0 26 52
Total 45 100 5 100 50 100

Item number “1” table -11 discloses that from the total sample population 23(46%)
replied the right person has placed on the right position, 27(54%) of the respondents
replied that misplacement of the right person on the right position.

According to number “2” of table 11, 15(30%) of the total sample population replied
over qualification, that means the misplaced of the right person on the right position.
31(62%) replied that under qualification, that means employees who had poor capability
are placed with in the position that the capability and the position where they are placed
are mismatched, 4(8%) of the total sample population replied that the mis match of the
job and the employee is based on both over qualification and under qualification.

From the findings of table 11, item number 1 and 2 we deduce that, there is mismatch of
which the job demands and he qualification employees have. Employees’ placement is a
continuous process not an isolated event. Can placement is a continuous process not an
isolated event, not be placed in a job and forgotten. People change and jobs change, and
thus what might initially start outs to be a proper fit or match may not later remain so.
Many workers want greater and greater job duties and responsibilities in a form of
promotions as time goes by. So continuous assessment of job performance analysis could
be conducted at regular basis and employees should be replaced using the policy of
promotion and demotion based on their actual ability of job performance.

32
Continuous placement does not necessarily mean continuous promotion. Placement can
be in the form of promotions, transfers, demotions, layoffs, retirements and terminating.

CHAPTER FIVE

5. CONCLUSION AND RECOMMENDATION

5.1. Conclusion
Recruitment, selection and placement is the process by which a firm is able to find and
attract its employees. Because of this it is regarded as the most critical task that any
organization faces. Without having the right people for each and every position that an
organization has it is difficult to function effectively and achieves organizational
objectives as desired. Thus, the recruitment, selection and placement activity should be
geared towards acquiring the right people for the right position that the company is
seeking for.

33
The data which was obtained from the structure questionnaire in support of interview
and observation indicated that there are some problem which need special attention in
the employment process. These findings could be summarized as follows:-

 The administration advertisement technique is restricted only to advertisement in

the newspaper (Addis Zemen) and notice board for external recruitment and
internal notice board for internal recruitment.

 The administration mainly focuses on educational level, and interviews and

exams to recruit and select present employees.

 The administration recruiter’s performance is poor.

 Some of the recruiting members are not given special training on how to attract
and select applicant.

 There is mismatch of which the job demands and the qualification employees
have in the administration.

 Employees are not satisfied on the job they performed.

5.2. Recommendations
 Based on the fact observed from the questionnaire inspirit of interview and
observation, the following are recommend as possible solutions, which might
alleviate he short comings.

 To increase the awareness of potential applicants the administration should widen

its horizon by using other news-papers, magazines, and other different print and
electronic media for external recruitment and employee news-paper or special
announcements circulated in departments for internal recruitment to reach and
attract the most competent candidates.

 To alleviate the problem of un-relatedness problem of exam and personnel bias of

interviews for section criteria, the administration should also look other criteria

34
 like experience and actual work performance ability of employees to recruit and
select existing employees.

 To improve the performance of recruiter’s the administration should have to re

organize its recruiting members.

 The administration should provide special training for all members of recruiters
on how to attract and maintain qualified personnel.

 Continuous assessment of employees about their job performance should be

conducted at regular basis and employees could be replaced using the policy of
promotion and demotion.

 Employees need to be reward for the service they provide an organization. The
organization on the other hand has the obligations reward employees fairly
according to the contribution they provide in the form of compensation.

Apart from weakness of the administration’s recruitment, selection and placement

procedures, it has got many strong sides, which are worth mentioning.

Some of these could be summarized as follows:

 The administration has a potential and powerful work force who can serve the
organization for long period of time in terms of age.

 Most of the employees in the administration are qualified with medium level of
education.

 The administration looked existing employees to fill vacant position before going
to outside sources. This encourage existing employees to work hired and achieve
the stated objectives.

REFERENCE
1. L. Mathis and John H. Jack son; 1997: P-38.
2. John M .Ivancevich and William F. Glueck 1989; p-189.
3. Werther Davis, p-195.
4. Cowling and Mailer; 1992 p-42.
5. Anthony, perrewe and Kacmar, 1993; p-276.
6. Graham and Bennet 1992 p-173-211.
7. Robert wood and Time panye; 1999 p-199.

35
APPENDIX 1
WOLKITE UNIVERSITY
College of Business and Economics
Department of Management
Questionnaire to be filled by recruiters of Gurage Zone Administrator.
The purpose of this study is to assess the general Recruitment, selection and placement
practice in the administration. So you are kindly requested to give the right answer you
think, and put “√” mark in the boxes. Your honesty and sincerity would be of great help,
since some of the questions are subjective. Writing names is not necessary.

Thank you in advance.

1. Sex A. Male B. Female
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2. Age A. Below 25 years B. 26-35 years
C. 36-45 years D. 46-55 years E. 56 and above
3. Does the administration has stated laws and procedures for Recruitment selection and
placement of employees?
A. Yes B. No
4. How are job vacancies announced to employees?
A. Radio C. news paper
B. Television D. Notice board E. Other, specify _________
5. Are employment application forms used to be filled by each applicants?
A. yes B. No
6. Do you think if a certain job openining arises all employees have the same opportunity
interms seniority, promotion and transfer?
A. Yes B. No
7. To what extent the interviews and exams are related with the job?
A. High B. Medium C. Low
8. Do you think that the right person has placed on the right position based on the job
demanded in the administration?
A. Yes B. No

9. If your answer for item number ‘8” is “No” what do you think the reason?
A. Over qualification C. Both A and B
B. Under qualification D. Other, specify _____________________
______________________________________________________________________
10. What major problems, do you think, are in the Recruitment, Selection and placement
in the administration?
____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
11. What solutions do you think will alleviate such problems?
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________

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APPENDIX 2
WOLKITE UNIVERSITY
College of Business and Economics
Department of Management
Questionnaires to be filled by employees of Gurage zone administrations
The purpose of this study is to assess the general Recruitment, selection and placement
practice in the administration. So you are kindly requested to give the right answer you
thin, and put “√” mark in the space provided for the one you choose and answer. Your
honesty and sincerity would be of great help, since some of the questions are subjective,
writing name is not necessary.
Thank you in advance.
1. Sex A. male B. Female
2. Age A. Below 25 years C. 36-45 years
b. 26-35 years D. 46-55 years
38
 E. 56 and above
3. How did you acquire your present Job?
A. Externally recruited C. Internally promoted
B. Internally transferred D. other, specify ______________________
4. If there is a vacant job in the administration to whom priority will be given?
A. New applicants C. Equal opportunity to all
B. medium D. Un related
5. To what extent interviews and exams are related with the job for selection/
A. Highly related C. Lower
B. Medium D. un related
6. Once hired were you given orientation about the administration’s policy, departments
and your roles an responsibility in the job?
A. Yes B. No

7. If your answer to question”6” is “Yes” who give you the orientation?

A. your immediate supervisor B. Human resource department
C. any other, specify ________________________________________________
8. What do you think that the main criteria for promotion of employees?
A. Seniority (service period) C. Educational level
B. Performance evaluation D. Ability to work E. All
9. What do you think the major factor for the demotion of employees?
A. Poor job performance C. Lower educational level
B. Employees be havior D. Violation of the rule of the administration
E. other, Specify ___________________________________________________
10. What is your attitude about the job you perform?
A. Satisfied C. Other, specify __________________________
B. Dissatisfied
11. What major problems do you see in Recruitment, selection and placement practice of
the administration?
___________________________________________________________________
___________________________________________________________________
12. In your opinion what can be the solutions to there problems?
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________

Interview questions

- What kind of Recruitment practice in the administration?

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- How the organization select the employees?
- Does the administration give orientation to the new comers about the
objectives of the organization (administration0 and practices of working?
- Does the organization evaluate the employees?
- Does the organization (administration) promote, transfer and demote?
- What are the weaknesses and problems of recruiters and selectors of the
administration?
- How does the administration’s recruiters and selectors cooperation?

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