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iCERTIFICATIONThis is to certify that I, ESUMA Mathias did my research titled “The Effect of Recruitment Process on Workers Output in the Cameroon’s Public Service: The Case of the Buea Central Prison” to meet the requirements for the award of a B.Sc Degree in Political Science in the University of Buea and is therefore approved for its contribution to knowledge.Sign……………………… Date……………………Mrs. MEWANU J. Nnoko(Project Supervisor)Sign……………………... Date……………………...ESUMA Mathias(Supervisee)iiDEDICATIONThis work is dedicated to God Almighty and to my lovely familyiiiACKNOWLEDGEMENTI acknowledge God Almighty who empowered me, providing the strength, courage and ability to carry out the work successfully, and for finally taking care of me throughout my stay in the University of Buea.I equally owe much to Mr and Mrs Njie, my parents who laid the foundation of what I am today. I can’t forget their ceaseless prayers and spiritual advice that has kept me on the wings of the Lord till this day.I am greatly indebted to my Supervisor Mrs MEWANU J. Nnoko who provided me with the needed assistance and patiently read through my work. Her guidance and devoted support cannot be overlooked.These thanks also go beyond my supervisor to all the Political Science lecturers for being ever nice and supportive throughout my stay in the University of Buea.My sincere thanks go to all my beloved friends and brothers who were always there for me and particularly to the members of the Deeper Life Campus Fellowship Buea for the love and concern they showed me. Not forgetting my siblings (Julie, Emilia, Ruth, Martha and Blessing), my niece Wisdom and finally Elongdelle for being such a good friend and brother.I am also grateful to Mr Levi Mboushou (Cadet Superintendent of Prison) for helping me with the collection of data at the Buea Central Prison and also to Mr Romanus Nkenda for his brotherly advice.Finally, I am grateful to my entire course mates in the Department of Political Science and Public Administration of the University of Buea who treated me as part of a wonderful family I will forever miss.ivABSTRACTThis study examines the effects of the recruitment process on workers output in the Buea Central Prison.The objective of this study was to know how the recruitment process has affected workers productivity in the Buea Central Prison. The data and information used in this study was gathered from questionnaires administered to 17 workers in the Buea Penitentiary service, books from the University of Buea Library as well as the internet.The study presented some findings that were bound on the data collected and analyzed such as; Workers output will greatly increase if the government increases the number of personnel’s each year. Workers output will also increase if the government can set up a strict anti-corruption body to investigate the recruitment process and some recommendations were made that could serve as possible solutions to the problems faced by workers of the penitentiary service to enable an increase in their output.The study also presented some recommendations were based on the data collected and analyzed such as; The government should increase the number of workers recruited each year and should ensure those recruited are more than those going on retirement. Also payment of extra hours of work should be given to workers. This will go a long way in motivating them.vFurthermore, the government should organise seminars for workers in the penitentiary service to let them know their rights and privileges.viTABLE OF CONTENTSPagesCERTIFICATION……………………………………………………….….....iDEDICATION…………………………………………………………………iiACKNOWLEDGEMENT………………………………………………….…iiiABSTRACT…………………………………………………………….…..…ivTABLE OF CONTENT……………………………………………………....viCHAPTER ONEGENERAL INTRODUCTION1.1 Background of the Study………………....................................................11.2 Statement of the Problem………………………………………………....11.3 Research Question…
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CHAPTER ONE:
GENERAL INTRODUCTION
1.1 Background of the study
Buea is the capital of the South Region of Cameroon located on the Eastern
slopes of Mount Cameroon and has a population of about five hundred and
seventy thousand (570.000) inhabitants. Buea was the colonial capital of
German Kamerun from 1707-1919 and capital of Southern Cameroon from
1949-1961.
Recruitment refers to the process of attracting, screening and selecting
qualified people for a job in an organization or firm. It may be undertaken by
an employment agency or a member of staff of the business or organization
looking for recruits. Either way, it may involve advertising commonly in the
recruitment section of a newspaper dedicated to job.
The recruitment process in the Beua Central Prison is always done by writing a
competitive entrance examination into the National Advance School of
Penitentiary Administration commonly known in its French acronym as ENAP.
This entrance examination is usually announced in the Cameroon Radio and
Television and in the Cameroun Tribune.
1.2 Statement of problem:
The adoption of the structural adjustment program (SAP) by Cameroon in
October 1988 was accompanied by a number of conditionality‟s: One of these
conditions was that the government of Cameroon should suspend recruitment of
workers into the public service and also decongest this sector which according to
the donor countries and the World Bank accounted for misallocation of the funds
Esuma Mathias
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of Cameroon. With the adoption of this policy recruitment into the public service
was therefore suspended and one of the sectors that were affected is the
penitentiary department in which recruitment of prison officials was suspended.
For almost sixteen years workers were not recruited into this department. This
therefore resulted in low workers output. The Buea central prison… the case study
in this research… experiences chronic low workers output. This is because as a
result of the SAP, recruitment of workers was suspended and most of the workers
still in active service are due for retirement, they are underpaid and recruitment
efforts have not been effective enough to introduce young, energetic and newly
trained workers to relieve the old and worn out ones. Therefore, the SAPs directly
influence workers output in the Buea central prison because;
Its adoption and implementation suspended recruitment of workers into the sector
causing those already in employment to be overworked thereby causing them to
wear out. The Workers in the Buea central prison are understaffed thereby
necessitating low workers output.
The salaries of workers (those of the Penitentiary department inclusive) which
were not very substantial witnessed a 60% reduction in 1993 as a result of the
implementations of the SAPs and up till date the salaries of these workers have not
been returned to their former status even though there have been some efforts
geared at increasing the salaries of these workers. Low pay packages resulting
from the adoption of the SAPs has caused most prison officials not to take their
jobs seriously thereby causing low workers output. This can also make some prison
officials to indulge in suspicious activities with inmates and in some cases
intentionally allow prisoners to escape in exchange for financial compensation.
Furthermore following the economic crisis Cameroon is just recovering from,
crime waves spiked due to a high rate of unemployment (more than 25% of the
active population, particularly youths in the Urban areas), leading to a
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disproportionate relationship between prison officials and structures and the
convicts. The Buea central prison became over crowded causing already worn out
prison guards to work tight shifts (which they are hardly paid for) because the
structure is understaffed. This usually results to prison break outs as was the case
of Sunday, August 14th 2005 where more than fifty prisoners escaped from the
prison (www.postnewsline.com). This therefore proves that there is a low worker
output to prevent these occurrences.
All of these indicators help to prove that the Buea Central Prison suffers from low
workers output as a result the recruitment process which has been influenced for a
very long time by the SAPs.
This research therefore wishes to investigate this relationship.
1.3 Research question
This study has two research questions;
1) Has the recruitment process affected workers output in the Buea Central
Prison?
2) To what extend has the recruitment process contributed to workers output in
the Buea Central Prison?
3) Could there be a better way in which workers can be recruited into the Buea
Central Prison?
1.4 Aim/ Interest of the project
This project has the following as aim or interest;
1) To examine how the recruitment process of workers in the Buea Central
Prison has affected productivity and efficiency.
2) To know the effects of the recruitment process on workers output in the
Buea Central Prison.
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3) To know the problems encountered by workers in the Buea Central Prison.
4) To recommend possible solutions to the problems faced by workers in the
Buea Central Prison.
1.5 Relevance of the research question to academic debate
The relevance of the research question to academic debate cannot be over
emphasized. The method and means whereby workers are recruited, will determine
how they will perform their duties. If workers are recruited and promoted based on
their educational qualifications, years of experience, special qualification, best fit,
competence etc, they are bound to perform better than those who will be employed
based on Regional balance, favor, tribalism etc
Therefore, if any establishment should move forward, Personnel Managers should
know who to recruit for which kind of job and when. The process of recruitment
should be void of any form of corruption.
1.6 Hypotheses
H0: Recruitment process has a significant effect on workers out put in the Buea
Central Prison.
H1: Recruitment process does not have a significant effect on workers out put
in the Buea Central Prison.
1.7 Methodology
In the course of this study, quantitative analyses and single case studies were
used. That is to say personal interview and questionnaires methods were used for
gathering data and it was carried out at the National School of Penitentiary
Administration as well as the Buea Central Prison from the Chief of Service in
charge of Administration and Finance.
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Another source of information came from secondary sources which included
books, publications, journals, and the internet.
Twenty questionnaires were distributed both to workers in the Buea Central Prison
and students of the National School of Penitentiary Administration.
1.8 Limitation
This study will be carried out in the National Advance School of
Penitentiary Administration as well as the Buea Central Prison. The study carried
out at the Buea Central Prison will be limited to workers output in terms of
guarding prisoners and escape cases that will be identified from 2000 – 2010.
This period was chosen due to accessibility of useful information from the Buea
Central Prison.
1.9 Outline of the study
The research work is divided in to five chapters. The first chapter centers on
the Research proposal, Chapter two will cover the review of related literature
as well as related theories, Chapter three will be based on the history and
activities of the Buea Central Prison which is the study area and chapter four
will be the presentation and interpretation of data while the last chapter will be
based on conclusions and recommendations.
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REFERENCES:
1. enwikipedia.org/Buea
2. enwikipedia.org/recruitment
3. www.postnewsline.com,2005
4. www.gpn.org(global policy network)
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CHAPTER TWO
LITERATURE REVIEW AND THEORITICAL FRAMEWORK
This chapter is divided into two sections: The first section deals with the
literature review while the second section deals with the theoretical framework.
2.1. LITERAYURE REVIEW:
Due to the presence of the different cultures we have in our society,
administrators find it difficult to apply good governance in terms of recruitment to
the point that some of them usually prefer to employ people having the same
cultures with them.
According to the findings of Civil Service Minister in 1991, public
Administration in Sub-Saharan Africa also has to overcome numerous difficulties
as a result of the cultural frontiers caused largely by three factors; the burden of
history, demographic and economic constrains as well as unsuitability of
administrative structure for their socio-cultural environments (Leon Befrand
Ngouo: 1997).
Faced with such difficulties, the state has to strengthen these loose ends by setting
up efficient administration at the service of citizens which is transparent,
predictable, and controllable and served by honest officials.
According to Edwin B. Flippo, recruitment is the process of searching
candidates for employment and stimulating them to apply for jobs in the
organization. This process begins when new recruits are sought and ends when the
interview process has been done and workers selected.
According to J.C Denger (1974), the first thing to be considered when
planning to recruit workers is; where they can be found. There are many sources,
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some of which are very suitable for one kind of business than for another. Some of
these sources of recruitment are;
- Advertising: Made in national dailies (“Cameroun Tribune” in the case of
ENAP), magazines, radio, T.V etc. It has also the also the advantage of wide
coverage of the labor market.
- Employment Agencies: The use of such agencies saves time and trouble of
advertising and is extremely useful when staffs are wanted at short notice. An
example of employment agency in Cameroon is The National Employment Fund.
Other sources of employment include schools (technical), Universities (during
graduation ceremonies) as well as friends and relatives.
According to Tony Shew (1997), the recruitment process in any organization
should be constantly evaluated to make sure that they are fair.
In order to ensure that the fairness of the recruitment process, there should be a
department in an organization responsible for the recruitment and training of
personnel‟s as well as supervising their activities to make sure that they produce
the best output.
2.1.1. Recruitment Process: The Heart of Human Resource Management
According to Nyamipachari Vareta (1996), his research point to the
importance of good recruitment system in the organization i.e. recruiting workers
following their qualifications and skills in the field of work.
The adoption of SAP during the 1980‟s brought down sizing (reducing the number
of workers in organizations); organizations were becoming too effective for their
numbers of employees employed by them. Most problems concerning human
resource (poor performance, resignation) commences when recruitment is not
handled correctly as a result of incorrect procedures in the recruitment process.
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Recruitment is the responsibility of every manager in an organization. This can
better be explained in the following section;
Definition of Recruitment:
Recruitment is the first major step in the selection process in the
organization and can be defined as the process of selecting qualified candidate(s)
to occupy vacant position(s) in an organization. It can be explained as an activity
directed to obtain appropriate human resources (workers) whose qualifications and
skills match functions of the relevant posts in the organization. Its importance can
be best described as the „heart‟ of the organization.
2.1.2 Purpose:
The recruitment process does not stop when workers are selected, it is a
dynamic activity. The purpose of it is to provide an organization with a pool of
qualified candidates. Its specific purposes are as follows;
- To assist uplift the success rate of selection process by reducing the number
of under-qualified and over-qualified applicant.
- To increase organizational and individual effectiveness in the short and
long-term plans.
2.1.3 Policies:
Recruitment policy is a written document of an organization‟s goals and
intentions concerning matters that affect people in the organization. Personnel
policy includes policy statements on employment, training and development,
workman compensation and workers welfare, industrial relations and retirement
benefits.
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Personnel policies are influenced to a large extend by some environmental factors
like economic, political and socio-cultural systems. Personnel managers are
expected to take note of this policy before embarking on the recruitment process.
To achieve the above objectives, it is necessary to have relevant recruitment
policies and ensure that they are implemented. Policies increase managerial
effectiveness by regulating many routine delusions clarifying the managers and
subordinates.
Most policies in organizations are never reviewed and as a result, become
irrelevant due to the changes in the environment of the organization.
2.1.4 Deficiencies and Problems:
Most managers often do not understand the whole process of recruitment.
They should not hire employees that will start work as soon as possible but should
rather have the mind of recruiting and training workers and make them familiar
with the working environment. This habit leads to poor recruitment and miss-
choice of individuals who will in turn pose problems in the system. Recruitment
should be done effectively and it is worthy to note that once you make the mistake
as a manager, it takes sometime before the mistake can be corrected.
Many people we see I organizations today are in the wrong jobs because most
managing directors have built a traditions of hiring people based on personal
connections, when the person is not qualified for the job and as a result, those
employed do not use their full potential (skills). It has been noted that recruitment
that involves managers are done during discussions at launch hour, at social clubs
or during coffee break time. All the other processes that follow are just for
formality as the decision would have been made already by the line managers
involved in the process.
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2.1.5 Implications of Recruitment by line Managers:
Most managers are technically minded and therefore require guidance in this
operation. Absence of a recruitment plan leads to poor recruitment (getting the
wrong people) which leads to a heavy harvest of unqualified applicants resulting in
more unnecessary work for the staff in the recruitment process.
If recruitment process begins without a systematic approach (laid down rules and
regulations relating to recruitment), the managers can end up with a mis-match
person. As a result, there is a need to have a system that assists to assess candidates
during recruitment. This system can be that which is responsible for the
recruitment and selection of workers.
The best thing for managers to do to ensure that they have the right
personnel is to institute “trial periods” in their recruitment period. Trial period here
can be defined as a time when intended workers are temporarily employed to see if
they are fit for a particular job. This period can last for a month and after that if the
manager sees that the individual is not fit for the job, he either trains the worker or
let him go.
2.1.6 Recruitment: Johnson and Johnson Vs Unilever
Johnson and Johnson (J and J), places a strong emphasis in its recruitment
and selection process as well as a good distinction between the individual value
and the company‟s beliefs. On the other hand, Unilever utilizes a much broader
recruitment process which goes beyond just being able to distinguish individual
values and company‟s beliefs to being able to apply to apply the recruitment policy
strictly.
J and J and Unilever say that they are certain skills that a potential new recruit
should ideally possess. One of such skills is Cross Border Communication.
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Cross Border Communication is the ability of a new recruit to be able to
relate with the public. This relation can be made possible when cultural barriers
(e.g. women not to speak in public) are broken.
2.2 THEORITICAL FRAMEWORK:
As per Behling et al, there are three ways in which an individual make a
decision to join an organization. Objective factor, Subjective factor and Critical
contact.
Accordingly, the following three theories of recruitment have been evolved:
Objective factor theory
Subjective factor theory
Critical contact theory.
These theories can be explained as follows:
2.2.1 Objective Factor Theory
As per this theory, the choice of organization by a potential employee
depends on objective assessment of tangible factors such as;
Pay package, Location, Opportunity per career growth, Nature of work and
Educational opportunities.
The employer according to this theory, considers certain factors among others;
educational qualification, years of experience and special qualification/experience.
2.2.2 Subjective Factor Theory
According to this theory, compatibility of individual personality with the
image of organization is decisive factor in choosing an organization by individual
candidate seeking for employment.
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These subjective factors are; Personal compatibility for the position, Competence
and Best fit.
2.2.3 Critical Factor Theory
There are instances when a candidate is unable to choose an organization out
of alternative based on Objective and Subjective factor(s) listed above. This is due
to many reasons such as limited contact and insufficient data with regards to the
organization or its own inability to analyze and come to ant conclusion. In such
cases, certain critical factors observed by the manager during interview and contact
with personnel of the organization will have profound influence in his decision
process.
It must be noted that, the theoretical base given above by Behling et al was mostly
influenced by the working condition which existed in developed countries like The
United States of America and European countries. In these countries, vacancies are
many and there is scarcity of suitable hands unlike in developing countries like
Cameroon where vacancies are less and hands are more resulting to large scarce
unemployment. The theoretical base given above cannot be applied in developing
countries except in hid paid jobs where higher skills and better knowledge are the
prerequisites. In such cases, candidates have variety of choices and he is the master
of his choice. In production, servicing and clerical jobs, unemployment is where
the number of job seekers far exceeds the vacancies.
In such a situation, candidates have little choice and such, grab whatever
organization call him or her for employment. In such a case, the potential
organization is in a better place to choose the candidates from the many available.
Hence, the recruitment process should be that of filtering and re-distributing
potential candidates not only, for actual or anticipated organization vacancies but
also searching for prospective employee.
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From Behling‟s review, it could be assessed that workers output will
increase due to certain objectives of motivating them through regular payment.
This will help to influence their working conditions thereby making them to be
effective at work.
Problems arise when unemployment rate is high and the number of those
seeking for jobs far exceeds the vacancies that exist. In this case, candidates have
little choice to be offered the job in the institution. Though they possess the
knowledge, education, the process should be to filter and re-discover their
potentials.
When this happens, right (qualified) employees should be placed in the right
positions and as a result, it will lead to an increase in productivity.
Due to the subjective factor of a candidate being best fit for the job, it is not
the best procedure to determine whether his output will increase or decrease but it
should be assessed from the critical factor observed during interview and the
contact with the personnel of the organization that will influence his productivity
and his decision making.
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REFERENCES
1. Edwin Plippo: Recruitment (googles.com)
2. J.C Denyer (1974): International Management, Macdonald and Evans Ltd
London (fourth edition)
3. Johnson and Johnson Vs Unilever (2003): Recruitment, University of
Honkong.
4. Leon Betrand Ngouo (1997): International Review of Administrative
Sciences, Cameroon.
5. Nyamipachari Vareta (1996): Human Resource Management. Vereta
yahoo.com.
6. Tony and Shaw (1997): google.com/recruitment press.
7. www.wikipedia.org/theories of recruitment
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CHAPTER THREE
HISTORY AND ACTIVITY OF THE BUEA CENTRAL PRISON
3.1. HISTORICAL EVOLUTION:
The Buea Central Prison which is one among the ten central prisons in
Cameroon was created in 1933 in the then Western Cameroon with its main
functions being the reformation and rehabilitation of prisoners. The officers then
were trained in Nigeria at Ikeja Maximum Security Prison; they put everything in
place to train inmates as carpenters, bricklayers, barbers so that upon realise, they
will be useful to the society.
After reunification in 1961, a prison centre was created in Buea which became
effective in 1973 when the first batch of the Cameroon trained Warders and
Wardresses were trained and posted to different prisons in Cameroon including the
Buea Central Prison.
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3.2 Fig 1: ORGANIGRAME:
Source: The Buea Central Prison
Superintendent - in - Charge
Service for Administration and
Finance (SAF)
Service for Discipline, Education
and Socio Cultural Activities
(SEDACE)
Bureau for
Financial
Affairs
(BAF)
Bureau for
Administrat
ive Affaires
and Records
Bureau
for
Personnel
(BP)
Bureau for
Discipline
of Inmates
Bureau for
Training
and Social
Action
Bureau for
Socio-
Cultural
Activities
and Leisure
(BASL)
Stores Accountant
Infirmary
Imprest Holder
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The Superintendent- in-charge is the general overseer of the Buea Central
Prison. That is to say, he oversees all the activities that are being carried out in the
prison.
Directly under the Superintendent-in-charge we have two main services; the first
being the Service for Administration and Finance known in its French acronym as
SAF and the second being the Service for Discipline, Education and Socio-Cultural
activities also known as SEDASCE. These services are headed by Chiefs of
Services (Chief SAF and Chief SADASCE).
The service for Administration and Finance (Chief SAF) has three bureaus
under his service;
The first bureau is that of Financial Affairs. This means that the Chief SAF
oversees all financial affairs that take place in the Buea Central Prison such as
registering for a business by an outsider from the prison.
The second being the bureau for Administrative Affairs and Records while the
third is the bureau for Personnel. This bureau is where newly recruited and
transferred workers sign their assumption of duty.
The Chief of Service for Discipline, Education and Socio-Cultural activities
(Chief SEDASCE) has three bureaus under his service;
The first bureau is that which is in charge for the Discipline of inmates so as to
ensure that they are acting right.
The second bureau is that for Training and Social actions. The head of the bureau
ensures that inmates (prisoners) are well trained in some craft work such as
carpentry, electricity, barbing etc so that when they leave the prison, they will be
useful to the society and may start their lives all over.
The third is that of Socio-Cultural Activities and Leisure‟s. This is to ensure that
prisoners do not feel deserted but should have a sense of belonging. As a result,
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activities such as football, handball, are often for them to play right in the prison
yard.
There are some departments that owe no responsibility to any of the services
but are answerable directly to the Superintended-in-charge. These departments are;
The Infirmary is in charge with the health of prisoners by providing treatment and
supply of food stuff to those that are sick.
The Imprest holder has a fund that takes care of impromptu needs (unplanned) for
example if wood is finished at the stores accountant‟s office, the imprest holder
will have to use some of the funds to finance the buying of wood. The fund that is
given to the imprest holder is known as imprest.
The Store Accountant keeps and takes care of equipments, materials and food
items. He also gives a proper account on how these equipments and materials
under his are being used.
3.3. ACTIVITIES CARRIED OUT AT THE BUEA CENTRAL PRISON:
The activities carried out are in conformity with decree No. 054/92 (section
4) of 22nd
March 1992 and these activities are as follows;
Firstly, the prison is secured as a public institution is supposed to be. This
being done by the Warders and Wardresses whose function is to ensure the safety
of the prison as well as the prisoners.
Secondly, the maintenance of order within the prison is done by the bureau
in charge of the discipline of inmates under the authority of the chief of service for
discipline, education and socio-cultural activities.
The third function is that of the protection of fundamental rights and
freedoms of all inmates. The bureau for training and social action ensures that this
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is being taken care of. One of the fundamental rights of inmates includes the right
to food.
Fourthly, the inmates undergo rehabilitation and reinsertion. This simply
means that, the restructuring of the inmates, and this restructuring is done through
the provision of social reinsertion programmes.
Social reinsertion is a provision given to inmates such as carpentry, electricity,
barbing while in prison so that they will be useful upon release when they go back
to live a free life in the society. As at now, only basket waving and cane work is
being carried out in the Buea central prison.
Fifthly, there are evangelical activities that take place in the Buea Central
Prison. Reverend Fathers and Pastors from different denominations come there
frequently to preach the good news of salvation to the inmates. This evangelical
works, have helped to transform the lives of most of the inmates.
Sixthly, the inmates are also involved in farming activities. They work on
prison farms and produce crops which are used by the penitentiary officials to food
them. Besides their farming activities, the inmates also carry out general labour
works like transporting wood from farms to the prison. The wood they transport is
being used for cooking in the prison.
The last activity carried out in the Buea Central Prison is the execution of
court decisions by ensuring the effective incarceration (safety) of convicted
persons. This is being ensured by the bureau for administrative affaires and records
under the supervision of the Chief of Service for Administration and Finance.
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3.4. RECRUITMENT PROCESS AND HOW IT AFFECTS
PRODUCTIVITY:
The recruitment process is slow and sporadic. That is to say, it does not
follow a regular annual pattern. The Ministry of Justice writes to the Presidency
when there is a drop in personnel of prison staff. The former has to give a go-ahead
and the number of candidates to be recruited before any recruitment is done. The
Presidency, in granting authorization, for any recruitment, specifies the number of
places allocated for each cadre (grade, rank, category…).
From 2000-2009, this has been the recruitment pattern; in the year 2000, five
thousand (5000) workers were recruited through public competitive entrance
examination that was launched, then another competitive examination was
launched in 2004 where six hundred (600) workers were recruitment. Then in
2008, following an approval from the president of the republic, a recruitment of
one thousand five hundred (1500) personnel was launched for the period running
from 2008 to 2010, with a recruitment of five hundred (500) personnel each year.
This year, another five hundred (500) personnel‟s were recruited. From the above
tendency, it likely that after the recruitment in 2011, the Minister of Justice may
have to fall back into the old recruitment pattern (personnel‟s will not be recruited
on a yearly bases) and wait for another approval from the President (Buea Central
Prison archive).
This recruitment is never enough to meet the need of the constantly ageing
and retiring personnel. It should be worth noting that when this small number of
prison personnel is recruited, an uneven smaller number is posted to the Buea
Central Prison. The prison is thus always understaffed leading to ineffectiveness on
the part of the personnel‟s. This has equally led to outstanding difficulties in
managing the prison by the authorities, over working of existing staff (considering
the fact that some will have to work very late at night and expected to resume early
22
the next day), poor working conditions in terms of wages and other benefits. This
has led to mild and massive escapes such as the case of the morning of Sunday 14th
August, 2005 when fifty prisoners escaped following a massive jail break.
23
REFERENCE
1. Decree No. 052/92 of 27th March, 1992 bearing on Penitentiary Regime in
Cameroon.
24
CHAPTER FOUR
PRESENTENTION AND ANALYSIS OF DATA
4.1 DATA PRESENTATION:
The information gathered from the researcher‟s questionnaires that were
administered to some workers of the Penitentiary (prison) administration in Buea
shows that the recruitment process is very vital to workers output in the Buea
Central Prison. Out of the 20 questionnaires that where administered, a total of 17
were duly filled and returned back to the researcher making 85% of distributed
questionnaires.
Data collected will be presented using a frequency distribution table to show their
frequencies and percentages.
Table 1: Sex of the Respondents
Sex Frequency Percentage (%)
Male 11 65
Female 6 35
Total 17 100
Source: Researcher‟s Survey; 2011
Table 1 shows that 11 males constituting 65% of the respondents and 6
females composed of 53% of the respondents filled the questionnaires.
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Table 2: Marital Status of Respondents
Marital Status Frequency Percentage (%)
Single 6 35
Married 11 65
Total 17 100
Source: Researcher‟s Survey; 2011
Table 2 shows that, majority of the respondents are married constituting
65% while the unmarried (single) respondents constitute 35%.
Table 3: Age of Respondents
Age Group Frequency Percentage (%)
20-25 2 12
26-40 13 76
41-50 2 12
51-60 0 0
Total 17 100
Source: Researcher‟s Survey; 2011
Table 3 shows that 76% of the respondents are between the ages of 26-40
while 12% of the respondents are between the ages of 20-25 also 12% are between
the ages of 41-50 and finally no worker between the ages of 51-60 filled the
questionnaires.
26
Table 4: Educational Background of Respondents
Qualification Frequency Percentage (%)
Advance Level (A/L) 10 59
Ordinary Level (O/L) 6 35
Others 1 6
Total 17 100
Source: Researcher‟s Survey; 2011
Table 4 above shows that 10A/L holders making a percentage of 59% filled
the questionnaires while 6 or 35% of the respondents are O/L holders and for
others we had 6% representing 1 respondent who filled the questionnaires. No
PhD, Masters or Bachelor of Science degree holder filled the questionnaires.
Table 5: Respondents Ranks
Ranks Frequency Percentage (%)
Warder/Wardress 10 59
Chief Warder/Wardress 4 23
Superintendent 2 12
Administrator 1 6
Total 17 100
Source: Researcher‟s Survey; 2011
Table 5 shows that majority of the respondents (59%) are
warders/wardresses. This is because, they are very busy and always alert since
their main function is to ensure the safety and guarding of both the prison and
prisoners. The Chief warders/wardresses are Constituting 23% of total respondents
are out to supervise the activities of the warders/wardresses. The Administrators
27
constituting 6% are very few and often work in the offices together with the
Superintendents who constitute a total of 12% of the respondents.
Table 6: Assessment of Respondents Response on the Bases or Recruitment
Response Frequency Percentage (%)
Education/Experience/Skills 12 70
Connection 3 18
Luck 2 12
Others 0 0
Total 17 100
Source: Researcher‟s Survey; 2011
Table 6 above shows that 70% of the respondents are of the view that
recruitment of workers in the penitentiary service is based on
Education/experience/skills while 18% of the respondents are of the view that
recruitment s based on connection and 12% says that it is based on luck and no
respondent mention whether or not, it is based on other aspects.
Table 7: respondents Response on how often Recruitment is done (Yearly)
Response Frequency Percentage (%)
Agree 2 12
Disagree 11 65
Neutral 4 23
Total 17 100
Source: Researcher‟s Survey; 2011
Table 7 above shows that, 12% of the respondents are of the opinion that
recruitment is done on a yearly bases while 65% of the respondents are of the
28
opinion that recruitment is not done on a yearly bases and finally 23% stood
neutral. That is to say they did not know whether or not recruitment is done on
yearly bases.
Table 8: Respondent View on whether Recruitment has an Effect on Workers
Productivity
Response Frequency Percentage (%)
Agree 10 59
Disagree 5 29
Neutral 2 12
Total 17 100
Source: Researcher‟s Survey; 2011
Table 8 above shows that 59% of the respondents are of the view that
recruitment has an effect on workers productivity while 29% are of the view that
recruitment does not have any effect on workers productivity and 12% of the
respondents are neutral.
Table 9: response on whether Workers overwork themselves as a Result of
Insufficient staff
Response Frequency Percentage (%)
Agree 16 94
Disagree 1 6
Total 17 100
Source: Researcher‟s Survey; 2011
29
Table 9 above shows that 94% of the respondents are of the opinion that
workers overwork themselves due to insufficient employees while 6% of the
respondents are of the view that workers don‟t overwork themselves.
Table 10: Response on whether the Recruitment Pattern Stimulates Good
Performance
Response Frequency Percentage (%)
Agree 5 29
Disagree 10 59
Neutral 2 12
Total 17 100
Source: Researcher‟s Survey; 2011
Table 10 illustrates that 29% of the respondents are of the opinion that the
recruitment pattern stimulates good performance while 59% of the respondents
disagree strongly with the fact that recruitment pattern stimulates good
performance and 12% of the respondents stood neutral.
Table 11: Respondents view on whether Workers put in their Best only when
the Superintendent-in-Charge is around
Response Frequency Percentage (%)
Agree 3 17.5
Disagree 11 65
Neutral 3 17.5
Total 17 100
Source: Researcher‟s Survey; 2011
30
Table 11 illustrates that 17.5% of the respondents agree that workers put in
their best only when the Superintendent-in-Charge is around while 65% of the
respondents disagree with that fact and finally 17.5% of the respondents where
neutral.
Table 12: Respondents view on whether workers are paid for Extra Hours of
Work
Response Frequency Percentage (%)
Agree 2 12
Disagree 14 82
Neutral 1 6
Total 17 100
Source: Researcher‟s Survey; 2011
Table shows that 12% of the respondents agree that workers are paid for
extra hours of work while 82% of the respondents disagree that workers are paid
for extra hours of work done and 6% are neutral.
Table 13: Respondents Response on whether their Salaries are not equal to
Work done.
Response Frequency Percentage (%)
Agree 17 100
Disagree 0 0
Total 17 100
Source: Researcher‟s Survey; 2011
Table 13 above illustrates that all 17 respondents agree to the fact that
workers salary is not equal to work done.
31
Table 14: Respondents view on whether Workers output will Increase if the
Government Implement Direct Recruitment
Response Frequency Percentage (%)
Agree 11 65
Disagree 4 23
Neutral 2 12
Total 17 100
Source: Researcher‟s Survey; 2011
Table 14 above shows that 65% of the respondents agree that workers output
will increase if the government implements direct recruitment without writing the
usual entrance examination while 23% disagree with that and finally 12% of the
respondents are neutral.
4.2 DATA ANALYSIS:
The study is centered primarily to test the objectives of this study and
principally the hypothesis that “Recruitment process has a significant effect on
workers output in the Buea Central Prison” and also the hypothesis that
“Recruitment process does not have a significant effect on workers output or
performance”. To test these hypotheses, analysis will be based on the data
presented in the tables above (1-14).
Table 1 shows that majority of the respondents are male showing that those
who are employed into the work force of the Buea Central Prison are mostly male
workers. This is due to the fact that workers undergo tedious training in
preparation of the task ahead of then (dealing with criminals).
32
From table 3, majority of the respondents are between the ages of 26-40. This
implies that they have attained full maturity and are conscious of what they want
and what they are expected to do.
From table 4, we realized that majority of those who filled the questionnaire are
A/L holders making a total of 59%, those who filled the questionnaires having O/L
constituted a total of 35% and only 1 First School holder filled the questionnaire.
No Degree holder filled any of the questionnaires, because they are very few and
often very busy as well. I wish to support the idea of one of one of the respondents
who said that entrance into ENAP (L‟Ecole Nationale d‟Administration
Penitentiare) should be limited only to Advance Level and Degree holders. This
will heighten productivity.
Table 7 shows that majority of the respondents disagree with the view that
recruitment is carried out on a yearly bases. The government can therefore take
upon itself to recruit workers each year just as workers go on retirement each year.
The government should ensure that if 10 workers are put on retirement each year,
20 should be recruited taking into consideration that some may die who are not due
for retirement.
With respect to data presented in table 8, in which 59% of the respondents
agree that recruitment has an effect on workers productivity while 29% of the
respondents disagree and 12% are neutral to the fact that recruitment has an effect
on workers output. The researcher intentionally did not ask the respondents
whether workers productivity was being affected either negative or positive for the
purpose of testing the hypotheses of this study. Comparing this response in table 8
to that obtained in table 10, we realized that the effect recruitment has on workers
output is negative (Recruitment process does not have a significant effect on
workers output/performance).
33
From table 10, 29% of the respondents agree that recruitment pattern stimulates
good performance while 59% of the respondents are of the view that recruitment
pattern does not stimulate good performance and 12% are neutral. This still ties
with the hypothesis that “Recruitment process does not have a significant effect on
workers output or performance”.
Putting the data‟s collected from both table 8 and 10, we will realized that, the
same percentage of workers who agree in table 8 that recruitment has an effect on
workers productivity, is the same in table 10 who disagree that recruitment process
stimulates good performance and vise-versa (59% and 29% both).
The government needs to therefore revisit the recruitment policy put in place in the
penitentiary system by allowing recruitment in the hands of authorities in the Buea
Central Prison for they can better recruit and motivate their workers.
Following the presentation of data in table 9, 94% of respondents agree that
workers overwork themselves due to insufficient staff. In the Buea Central Prison
it was discovered that only about 20 workers are kept to guard a total of about
3.000 prisoners. This make the wok load very heavy on them as they move from
one guard post to the other. During an interview carried out with on of the
superintendents, he said “I will be very happy if the government can increase the
number of recruits each year and the number of new recruits should be more than
those going on retirement”.
In table 11, 65% of the respondents disagree with the fact that workers only
put their best in terms of performance only when the Superintendent-in Charge is
around while a minimal 17.5% of the respondents agree. This shows that workers
are very work conscious and are ready to work at all time.
Table 12 shows that 82% of respondents disagree that they are compensated
for extra hours of work done. This shows clearly that, these workers actually work
overtime but are not compensated. To solve this problem, the government can start
34
paying then CFAF1.000 for every one extra hour of work done since the data on
table 11 shows that 65% of workers put in their best even in the absence of the
Superintendent-in-Charge. This will help a great deal.
Data presented on table 13 shows that 100% of respondents agree that their
salaries are not equal to the level of work done. This situation can be amended if
the government can add a certain percentage on workers salaries.
Lastly, from the data presented on table 14, 65% of the respondents agree
that workers output will greatly increase if the government implement direct
recruitment into the Penitentiary department.
From the above analysis, it is very evident that the recruitment process of
workers does not have any significant effect on their productivity as stated in our
hypothesis.
4.3 RESEARCH FINDINGS:
From the above analysis of data collected, to verify whether the recruitment
process has a significant effect on workers output or not, a survey was carried out
from the analysis. The researcher discovered that at the level of recruitment, it
should be limited only to Advance level holders and above. Workers who are
young and in possession of low certificates, will turn to abandon their jobs in
pursuit of higher qualifications, making performance to be poor since very few
personnel‟s will be left behind to over work themselves.
At the level of the entrance examination, the government should put a strong
anti corruption body that will help to fight corruption. This anti corruption body
should ensure that defaulters are seriously sanctioned or dismissed. An example of
this can be seen during the writing of EMIA (Ecole Militaire Inter-Armee)
examination in 2009 when the government dismissed some military officers who
35
tried to corrupt the system by bringing in some candidates and putting their names
on the final list. When the names of those military officers were obtained by some
anti corruption officials, their dismissal was immediate.
From the above analysis, I also realized that most of the respondents where
of the opinion that their output will improve should the government implement
direct recruitment of personnel‟s into the penitentiary department (Table 14).
It was discovered that if the number of workers are increased by the
government each year and while their salary problem is also redressed, the
government should also see how she can motivate workers by compensating them
for extra hours of work done (Tables 8, 9, 10, 12 and 13).
36
CHAPTER FIVE
CONCLUSION AND RECOMMENDATION
5.1 RECOMMENDATIONS:
Since workers output is a vital factor for any organizational growth, the
researcher therefore recommends that, the government should ensure that those
recruited are more than those going on retirement since it was realized that workers
output are low due to insufficient workers.
Also, the government should learn how to motivate workers in the
penitentiary service by providing payment for extra hours of work done. Ones this
is done, workers will not be discourage since they know that the more they put in
extra time, the more money they will attract to themselves.
The salaries of workers should be taking into consideration. The government
should at least increase workers salary since 100% of the respondents in table 13
above reacted that their work done, is not equal to the pay they receive.
The government should change its manner of recruiting workers by allowing
recruitment in the hands of the Superintendent-in-Charge. Recruitment into the
penitentiary service should be organized and controlled solely by officials of the
Buea Central Prison. This will assist in solving the problem of insufficient staff
which is a major problem in the Buea Central Prison.
The government should organize that will train and inform workers of the
recent innovations in the penitentiary service. This will help put workers in track,
in this ever Changing Global World.
Moreover, efficient workers should be recommended for promotion. This
will go a long way to stimulate other workers to work harder.
37
5.2 CONCLUSION:
The conclusions drawn from data collected and analyzed are the following:
First of all, workers output in the Buea Central Prison are relatively low due
to lack of sufficient workers in the penitentiary service. The few workers that are
available overwork themselves to the point that they become very tired which in
turn causes prisoners to escape. An example is the case in 2005 which saw the
escape of 50 prisoners due to insufficient workers. While some where sleeping due
to tiredness, the only worker at the main door was threatened with a toy gun by
some of the prisoners which lead to their outbreak. Comparing the situation of
2005 till now, we will realize that the government does not learn from past
mistakes because up till date, it has not revisited its recruitment pattern by
increasing the number of new recruits.
Secondly, workers output in the Buea Central Prison is relatively low
because of lack of motivation (payment of extra hours of work done) which is
major factor that stimulate workers output.
Thirdly, another cause of low performance by workers in the Buea Central
Prison is because the government hardly launches in-service competitive
examination to uplift workers. This makes them reluctant at times as they will see a
new recruit becoming their boss of which they have the same academic
qualification.
38
BIBLOGRAPHY
1. Decree No. 052/92 of 27th March 1992 bearing on Penitentiary Regimes in
Cameroon.
2. Edwin Flippo: Recruitment(google.com)
3. Enwikipedia.org/buea
4. Enwikipedia.org/recruitment
5. J. C Denyer (1974): Office Management. Maccdonald & Evans Ltd London.
6. Johnson and Johnson Vs Unilever (2003): Recruitment
7. Leon Bertrand Ngouo (1997): International Review of Administrative
Service, Cameroon.
8. Nyamipachari Vareta (1996): Human Resource Management. Vareta
yahoo.com
9. Organigram or the Buea Central Prison.
10. Tony Shaw (1997): google.com/recruitment process.
11. www.gpn.org(global policy network)
12. www.postnewsline.com/2005
13. www.wikipedia.com/theories of recruitment
39
APPENDIX 1 (Questionnaires)
UNIVERSITY OF BUEA
FACULTY OF SOCIAL AND MANAGEMENT SCIENCES
DEPARTMENT OF POLITICAL SCIENCE AND PUBLIC
ADMINISTRATION
Dear respondents,
Questionnaire
I am a final year student in the above mentioned department by name Esuma
Mathias (UB No. SM8B299) carrying out a research on the topic “Recruitment
Process and its Effect on Workers Output in The Cameroon‟s Public Service. The
case of The Buea Central Prison”
I wish to assure you most sincerely that whatever information supplied by you
through this questionnaire will be used for academic purpose only.
Instruction: Put a tick (√) in the appropriate box.
1) Sex.
Male ; Female
2) Status.
Married ; Single ; divorced ; Widow(er)
3) Age.
Below 20-25 ; 26-40 ; 41-50 ; 51-60
4) Educational background.
PhD ; Masters Degree ; Bachelor Degree ; A/L ; O/L ;
Other (please specify)
…………………………………………………………………………………
40
5) Rank.
Warder/Wardress ; Chief Warder/Wardress ; Superintendent ;
Administrator
6) Recruitment of workers in your establishment is based on,
Education/experience/skills ; Connection ; Luck ; others
(please specify)………………………………………………………
7) Is recruitment done on yearly bases?
Agree ; Disagree ; No idea
8) Do you think that the recruitment process has an effect on workers
productivity?
Agree ; Disagree ; Neutral
9) Workers over work themselves due to lack of sufficient employees
Agree ; Disagree ; Neutral
10) The recruitment pattern stimulate good performance
Agree ; Disagree ; Neutral
11) Workers put in their best only when the superintendent in charge is
around
Agree ; Disagree ; Neutral
12) Workers are paid for extra hours of work?
Agree ; Disagree ; Neutral
13) Workers salaries are not equal to work done
Agree ; Disagree ; Neutral
14) If the government implement direct recruitment of workers into the
Buea Central Prison, will this help efficiency?
Agree ; Disagree ; Neutral
41
15) In your opinion, what do you think the government can do to the
recruitment process to improve on workers output?
……………………………………………………………………………
Thanks for your corporation.
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