(DPPA) Research Project Final

7/30/2019 (DPPA) Research Project Final

1/43

BBaacckkggrroouunndd IInnffoorrmmaattiioonn

1.1. Background of the StudyOOrrggaanniizzaattiioonnss aarree eessttaabblliisshheedd wwiitthh ddiiffffeerreenntt oobbjjeeccttiivveess ttoo bbee

aaccccoommpplliisshheedd.. IInn oorrddeerr ttoo ssaattiissffaaccttoorriillyy aaccccoommpplliisshh tthheeiirr oobbjjeeccttiivveess,,

oorrggaanniizzaattiioonnss nneeeedd aa ssuuppppllyy ooff aavvaaiillaabbllee rreessoouurrcceess lliikkee mmaatteerriiaall,, ttiimmee,,

hhuummaann aanndd ffiinnaanncciiaall.. OOffaallll hhuummaann rreessoouurrccee iiss tthhee mmoosstt ddeecciissiivvee oonnee..

TThhee DDiissaasstteerr PPrreevveennttiioonn aanndd PPrreeppaarreeddnneessss AAggeennccyy ((DDPPPPAA)),, ffoorrmmeerrllyy

kknnoowwnn aass tthhee RReelliieeff aanndd RReehhaabbiilliittaattiioonn CCoommmmiissssiioonn ((RRRRCC)),, wwaass ffiirrsstteessttaabblliisshheedd iinn JJuunnee 11997744 ffoolllloowwiinngg tthhee oouuttbbrreeaakk ooff ffaammiinnee iinn tthhee ttwwoo

nnoorrtthheerrnn pprroovviinncceess ooffEEtthhiiooppiiaa,, nnaammeellyy,, WWoolllloo aanndd TTiiggrraayy.. SSiinnccee tthheenn,, iitt

hhaass uunnddeerrggoonnee sseevveerraall ttrraannssffoorrmmaattiioonnss,, tthhee llaatteesstt ooff wwhhiicchh iiss iittss rree--

eessttaabblliisshhmmeenntt iinn AAuugguusstt 11999955 aass tthhee DDPPPPCC uunnddeerr PPrrooccllaammaattiioonn NNoo--

1100//11999955..

The Object of the Organization

PPrreevveenntt ddiissaasstteerrss bbyy wwaayy ooff rreemmoovviinngg tthhee bbaassiicc ccaauusseess tthheerreeooff ((ii..ee..

PPrreevveennttiioonn)),,

BBuuiilldd,, iinn aaddvvaannccee,, tthhee ccaappaacciittyy nneecceessssaarryy ttoo aalllleevviiaattee tthhee eexxtteenntt ooff

ddaammaaggeess tthhaatt ccoouulldd bbee ccaauusseedd bbyyddiissaasstteerrss ((ii..ee.. PPrreeppaarreeddnneessss)),,

EEnnssuurree tthhee ttiimmeellyyaarrrriivvaall ooffnneecceessssaarryyaassssiissttaannccee ttoo vviiccttiimmss ooff ddiissaasstteerrss

((ii..ee.. RReessppoonnssee))..

Policy Direction of the Organization

CCooggnniizzaanntt oofftthhee ccoouunnttrryyss ddeeeepp rrooootteedd pprroobblleemm,, tthhee FFeeddeerraall GGoovveerrnnmmeenntt

hhaass ssiinnccee 11999933 aaddoopptteedd aa NNaattiioonnaall PPoolliiccyy oonn DDiissaasstteerr PPrreevveennttiioonn aanndd

MMaannaaggeemmeenntt ((NNPPDDPPMM)) wwhhiicchh aaiimmss aatt ttaacckklliinngg disasters and ensuring


2/43

thhaatt ffaammiinnee ssiittuuaattiioonnss aarree aaddddrreesssseedd iinn wwaayyss tthhaatt rreedduuccee ppeeoopplleess

vvuullnneerraabbiilliittyyttoo ddiissaasstteerrs.

MM

aajj

oorr

AA

ccttiivviittiieess

ooff

tthh

ee

OO

rrggaann

iizzaattiioonn

TThhee oobbjjeeccttiivveess ooff tthhee CCoommmmiissssiioonn,, aass ssttaatteedd eeaarrlliieerr,, rreefflleecctt iittss mmaaiinn

aaccttiivviittiieess aanndd ccoovveerr pprreevveennttiioonn,, pprreeppaarreeddnneessss aanndd rreessppoonnssee..

OObbttaaiinniinngg aanndd uussiinngg tthhee hhuummaann rreessoouurrcceess pprrooppeerrllyy iiss vveerryy iimmppoorrttaanntt..

TThheerreeffoorree,, aann oorrggaanniizzaattiioonn mmuusstt hhaavvee qquuaalliiffiieedd iinnddiivviidduuaallss ttoo aaccccoommpplliisshh

iittss ggooaallss.. CCuurrrreennttllyytthhee DDiissaasstteerr PPrreevveennttiioonn aanndd PPrreeppaarreeddnneessss AAggeennccyyaarree

kknnoowwnn aass DDiissaasstteerr MMaannaaggeemmeenntt aanndd FFoooodd SSeeccuurriittyySSeeccttoorr ((DDMMFFSSSS)),, nnooww

tthhee oorrggaanniizzaattiioonn iiss oorrggaanniizzeedd iinn OOnnee DDiirreeccttoorraattee,, 33 ccaassee tteeaammss aanndd 22 ccaassee

wwoorrkkeerrss aanndd tthhee eemmppllooyyeeeess aarree 556644.. AAmmoonngg tthhee ttaasskkss iinnvvoollvveedd iinn

aaccccoommpplliisshhiinngg tthheessee oobbjjeeccttiivveess rreeccrruuiittmmeenntt aanndd sseelleeccttiioonn aarree ccrriittiiccaall

oonneess..

MMeeaanniinngg ooffRReeccrruuiittmmeenntt && SSeelleeccttiioonn

RR

eeccrruu

iittmm

eenn

tt

iiss

aa

pp

rroocceessss

ooff

ffiinn

dd

iinn

gg

aann

dd

aattttrraaccttiinn

gg

ccaapp

aabb

llee

aapp

pp

lliiccaann

ttss

ffoorr

eemmppllooyymmeenntt.. TThhee pprroocceessss bbeeggiinnss wwhheenn nneeww rreeccrruuiittss aarree ssoouugghhtt aanndd eennddss

wwhheenn tthheeiirr aapppplliiccaattiioonnss aarree ssuubbmmiitttteedd.. TThhee rreessuulltt iiss aa ppooooll ooff

aapppplliiccaattiioonnss ffrroomm wwhhiicchh nneeww eemmppllooyyeeeess aarree sseelleecctteedd..

SSeelleeccttiioonn

Is the process of assessing the candidates by various means and making

a choice followed by an offer of the employment.


3/43

1.2. Statement of the ProblemRecruitment plan is mainly based on workforce requirement of

functional units.

Selection is mainly based on educational qualification, examination

and interview.

The group of this research are interested to assess the problem

seen in recruitment and selection polices and procedure of disaster

management and food security sector. So the researchers will try

to answer the following questions.

1.3. Research Questions Is there clearly articulated requirement and selection policy

and procedures that consider the DMFSS demand and the

labor market?

Is there job specification and description that define jobs, interms of skills, behavior and characteristics requirements?

Is the selection tools to identify suitable candidates throughentrance exams and interview techniques, are sufficient

enough to measure interpersonal skills and code of conduct?

Is low level of line managers involvement in recruitment andselection process has an impact or is low level of line

managers involvement has an impact in recruitment and

selection process?

1.4. Objective of studyThe purpose of this paper is to assess the Disaster management

and food security Sector (DMFSS) with regard to its recruitment

and selection policies and practices.


4/43

1.4.1.General ObjectiveThe general objective of this research is identifying critically

the recruitment and selection procedures, identifying the

problems and informing the management to take immediate

action.

1.4.2.Specific ObjectiveThe specific objectives are:

To assess the process of recruitment and selection To identify the major factors that affects the process of

recruitment and selection.

To give some recommendations that would possibly bringabout sound process of recruitment and selection.

To assess whether the process of recruitment andselection have an impact on the organizations

profitability and well being.

1.5. Significance of the studyOrganization efficiency depends to a large extent on the knowledge

and ability of employees. The findings of this study help mangers

take proper corrective measures of recruitment and selection

process and to maximize their effort to examine the candidates and

make them committed to their organization.

1.6. Scope Limitation of the studyThe scope of study will be only focused on the recruitment and

selection in Disaster Management and Food Security Sector.


5/43

1.7. Research Methodology1.7.1.Data Sources

The data for this study will be collected from primary as well

as secondary sources.

1.7.2.Primary DataPrimary data will be collected by conducting a questionnaire

unstructured interview participant controlled structured

observation are selected to obtain information from the

responsible bodies.

1.7.3.Secondary DataThe secondary data will be taken from disaster management

and food security sector of polices and procedure of

recruitment and selection and other different paper and books

which are relevant to the subject matter of the study.

1.7.4.Data AnalysisThe data collected will be summarized and analyzed to reveal

the required information. In general narratives notes and

tables will be used to summarize the data collected.

1.8. Organizations of the studyThis research paper composed of four chapters

Chapter I

Introduction Statement of the Problem Objective of the study Scope and limitation of study Research Methodology Significance of the study


6/43

Chapter II

Literature review Background information

Chapter III.

Discussion of collection of data Analysis recruitment and selection process in DMFSS

Chapter IV.

Conclusion Recommendation


7/43

1.9 Budgets and Time Schedule

Table 1.1. Time Schedule

Activities Days

Reviewing Related literature

Collecting Relevant Data

Organizing and analyzing data

Interpreting the results

Working the first data

Working the final Research

Submitting date


8/43

Table 1.2. Budgets Items

Stationary Materials

For pen

For paper

For photocopy

For Typing and

Printing

For Binding

Transportation Cost

Telephone CostEntertainment Cost

Translation Cost

Other expense

6.00

46.00

70.00

300.00

7.00

55.00

250.00300.00

50.00

100.00

Contingency 200.00

Total 1384.00


9/43

CHAPTER TWO

REVIEW OF RELATED LITERATURE

The purpose of this chapter is to describe what has been written and

recorded by different authors about recruitment and selection.

2.1. Recruitment

Different authors have defined recruitment at different times. Among

these authors Graham Bennet (1992:188), stated recruitment as the first

part of the process of filling vacancy. It included the examination of the

vacancy, the consideration of source of suitable candidates and

attracting applications from them and employing the selected ones.

This shows recruitment is the first process to get the needed manpower

for an organization. Organizations can achieve their goals if the required

amount and type of employees are made available to them. As and one

said, the survival of business in a free economy will be determined by

the influence and use of human resource (1990:35).

According to Graham Bennet, the initial step in the process of meeting

the human resource demand of an organization is human resource

planning; what kind of employees will be required in the future and to

what extent this demand is likely to be met. Thus human resources

planning leads to the recruitment process when there is shortage of

manpower. S.Monday and Noe (1990:99) proposed, even if human

resource planning indicates a need for manpower, organizations should

first evaluate alternatives to recruit additional workers. These include;

overtime, subcontracting temporary employee and employee leasing. To

carry out efficient and effective recruitment program, Benton (1972:126-

127), argues that appropriate policy and procedure, planning for


10/43

necessary resources and organization needs should be taken in to

consideration.

2.1.1. Sources of Recruitment

The main point that needs consideration during recruitment is searching

for sources of manpower. Recruitment sources are sources where

qualified individuals can be found (Monday and Noe, 1990:174).

According to Asthenia and Mirsa (1982:153), there are two main sources

of recruitment, internal and external sources.

Internal Sources

Internal sources of recruitment are the means of getting or recruiting the

workers from the existing staff of the organization such as transfer of

employee from one department to another or from one job to another.

In order to carry out effective internal recruitment organizations develop

methods that are applicable to all of their employees. As put by Monday

and Neo (1990:180), there are some basic tools that are used for better

internal recruitment activity. These are:

Job Posting

It is a procedure for informing employees that job opening exists. In the

past job posting was little more than use of bulletin board and company

publication for advertising job openings. However job posting has become

one of the more innovative recruiting techniques being used byorganizations. Many companies now see job posting as an integrated

component of an effective career management system. Posting are

computerized and are made easily accessible to employees. Computer

software allows the employees to match an available job with their skills

and experience. It then highlights where gaps exist so the employees

know what is necessary if they wish to be competitive for a given job. If


11/43

an employee applies for transfer to a posted position and is turned down,

then the person who posted the job is required to send the applicant

specific feedback about why he or she was not selected.

Job bidding

It is a technique that permits employees who believe that they possess

the required qualification to apply for a posted job.

Management and skill inventories

Permit organization to determine whether current employees possess the

qualifications for filling open positions.

External Sources

External sources are used to get fresh and experienced personnel from

outside the organization when organizations expand or wish to improve

their work force and look beyond themselves to find employees. To

mention but a few of the external sources: employment agencies, college

and universities are some of them. However both sources of recruitment

have their own advantages and disadvantages.

A number of methods are available for external recruiting like media

advertising, employment database, and employment agencies, special

event recruiting and summer internships.

Media advertisement

Organizations advertise to acquire recruits though various media. The

most common way is using daily newspapers. Organizations also

advertise for people in trade and professional publications. Other media

used are billboards, radio and televisions.


12/43

Effective recruitment advertising should be consistent with overall

corporate image, that is, the advertisement is seen as an extension of the

company. Therefore it must be representative of the values that the

corporation is seeking in its employees.

Designing recruitment advertising

Good recruitment advertising must meet the following:

It should clearly identify the organization and the industry with inwhich it operates.

It should offer a concise summary of the job and its major features It should outline the essential requirement skills, knowledge,

experience, etc expected of the jobholder.

It should detail the personal characteristics expected of the jobholder (for instance the ability to work to tight deadlines or the

ability to work well as a member of a team)

It should detail the main conditions of employment, including anindication of salary

It should conform to all legal requirementsMoreover the advertisement should be in a form that is consistent with

the wider public relation objectives of the organization. This would

include layout, color, use of corporate logos and so forth (Bolton Trevor

1989:53).

The Internet

Perhaps no method has ever had as revolutionary an effect on

organizational practice as the internet.

There are many reasons for the popularity of the internet as a method of

recruitment. From the organizations perspective it is a relatively

inexpensive way to attract qualified applicants.


13/43

Organizations are also beginning to see that having their own human

resource web page on the internet can be an effective means to their

overall recruitment strategy. A typical organizational home page will

provide background information about the company, its products and

services, employment opportunities and application procedures.

Employment agencies and executive search firms

Although similar in purpose employment agencies and executive search

firms differ in important ways. Executive search firms tend to

concentrate their efforts on higher level managerial skills while

employment agencies concentrate on middle level managerial or below.

Special events recruiting

When the supply of employees available is not larger or when the

organization is new or not well known, some organizations have

successfully used special events to attract potential employees. They may

stage open houses, schedule visits to head quarters, provide literature,

and advertise those events in appropriate media to attract professionals.

One of the most interesting approaches is to provide job fairs where a

group of firms sponsors a meeting or exhibition. Some experts claim that

recruiting cost has been cut by 80% using this method (Ivanchevich

John: 2001 pp 195-196)

Advantages and Disadvantages of Internal and External Recruitment

Recruitment may be internal to the organization or external. Each

approach has advantages and disadvantages. The advantage of internal

recruiting is that employers know their employees and employees know

their organization. External candidates who are unfamiliar with the

organization may find they dont like working there. Also the opportunity

to move up with in the organization may encourage employees to remain


14/43

with the company, work hard and succeed. Recruiting from outside the

company can be demoralizing to the existing employees.

Internal staffing has some drawbacks. If internal employees lack skills or

talent, internal recruitment yield a limited application pool, leading to

poor selection decisions. Also an internal recruitment policy can inhibit a

company that wants to change the nature of goals of the business by

bringing in outside candidates. (Bateman Thomas 2002:314-315).

Alternative to Recruiting

An organizations human resource plan may suggest that additional or

replacement of employees is needed. However because of the cost and

permanence of recruiting individuals, an alternative to recruitment may

be used. These include, overtime, employee leasing and temporary

employment.

Overtime

When a firm faces pressure to meet a production goal, it may mean that

employees need to work overtime. By having employees work overtime,

organizations avoid the cost of recruiting and having additional

employees. Overtime can also provide employees with additional income.

However there are potential problems like fatigue, increased accidents

and increased absenteeism.

Employee Leasing

Employee leasing sometimes called staff sourcing involves paying a fee to

a leasing company that handles payroll, employee benefits, and routing

human resource management function for the client company. Leasing is

especially attractive to small and midsize firms that might not otherwise

are able to afford a full service human resources department. But while

business can expect to avoid benefit costs such as health insurance


15/43

premium by using leasing employees, care must be exercised in choosing

a leasing company.

Temporary Employment

Historically temporary employment agencies were seen only as source of

semiskilled clerical help during work periods. These day just-in-time

employees can be found staffing all types of jobs in organizations,

including professional, technical and higher executive positions.

The major advantages of temporary employees include relatively low

labor costs, an easily accessible source of experienced labor, and

flexibility in responding to future changes in demand for workers. The

temporary worker can move in and out of the firms when the workload

requires such movements. A disadvantage of hiring temporary help is

that these individuals do not know the culture of the work flow of the

firm; this unfamiliarity distracts them from their commitment to

organizational and departmental goal.

2.1.2 Recruitment PolicesAll policies for recruitment should aim to meet the following basic

criteria:

A.To be cost effectiveB.To be consistent with the wider public relation aims of the

organization. It is important to remember that potential

employees are also actual or potential customers

C. Not to discriminate against people on the basis of sex, race,age, physical disability or religion.


16/43

2.1.3 Attracting the scarce applicant

Whether the economy is in recession or not it is still common to hear of

employers having difficulty in recruiting for some particular positions.

This may be due to a number of reasons:

A. A shortage of workers possessing a particular skill or skillsB. A general shortage of workers in a particular locationC.The recruiting company is offering poor pay and the human

resource manager does not have the discretion to remedy the

situation

D. In recessionary time those already in work may be reluctant tochange their employers if they feel their present position offers

relative security

In such situations the problem of recruitment can be acute. What is

required is an adoption of policy to suit the specific circumstances of the

labor market. Traditional recruitment procedures have been designed to

include a degree of self selection. In other words the requirement to

complete an application form or to construct curriculum vitae has often

been enough to deter many potential applicants from applying. Among

the remedies to consider would be to reduce the degree to which

candidates self select and encourage a greater proportion of those who

express initial interest to proceed with their application.

Evaluating recruitment

Recruitment can be evaluated using a number of methods that consider

both short and long term objectives. In short term evaluation it will be

done in consideration of:

A.The number of enquires receivedB.The number of applications received


17/43

C.The suitability of the applicants for the positionD.Equal opportunities; the position attracting applications from all

groups with in the labor market.

2.1.4. Factors that affect recruitmentAs with the other human resource functions, the recruitment process

does not take place in a vacuum. There are various internal as well as

external factors that can significantly affect the organizations

recruitment effort. These are:

Rules and polices which facilitate and govern organizationallife,

The demand for supply of skills in the labor market Legal considerations and others.

2.2 SelectionAccording to Graham Bennett (1992:188), selection is the next

stage after recruitment, i.e. assessing the candidates by various

means and making a choice followed by an offer of the employment.

Broadly speaking, there is not much difference between recruitment

and selection. In fact both aim at the same thing that is finding out

the ideally suited candidates for the organization. But it may be

pointed out that while recruitment is the process of inviting

applications from probable candidates, selection is the process ofelimination so as to be left with the most suitable candidates to be

placed on the job (Asthenia and Mirsa, 1982:164).

All human resources that are available may not be needed by

organizations at a time. Hence recruiting and then selecting the

best personnel who can fit the job and fulfill the requirements of an

organization are important points which should not be forgotten.


18/43

Conducting the best selection method may minimize the risk of

getting incompetent and ineffective manpower into an organization.

2.2.1.Who makes the selection decision?

In most large organizations the human resources department does the initial

screening of applicants with the immediate supervisor making the final selection

decision. This relieves the supervisor of the time consuming responsibility of

screening clearly unqualified applicants.

2.2.2. Selection CriteriaAt the core of any effective selection system is an understanding of what

characteristics are essential for high performance. This is where the critical role of

job analysis in selection becomes most apparent because that list of characters

should have been identified during the process of job analysis and should now be

accurately reflected in the job specification. Thus from a performance perspective

the goal of any selection system is to accurately determine which applicantspossess the knowledge, skills, abilities and other characteristics dictated by the

job. Additionally the selection system must be capable of distinguishing between

characteristics that are needed at the time of hiring those that are systematically

acquired during training and those that are routinely developed after a person has

been placed on the job.

2.2.3. Categories of CriteriaWith these potential differences in mind, the criteria typically used by

organizations for making selection decisions can be summarized in several board

categories education, experience, physical characteristics and other personal

characteristics.

Reliability, validity and selection criteria


19/43

Once an organization has decided upon a set of selection criteria a technique for

assessing each of these must be chosen. The alternatives are numerous

applications, interview, psychological tests of aptitude and personality, sample

test of present skills, physical and medical testing and checking previousexperience through references. Regardless of the method chosen for collecting

information about applicants the organization must be certain that the information

is both reliable and valid.

Reliability

The main goal of selection is to make accurate predications about people. The

organization wants to make its best guess about who will be a successfulemployee. In this way the organization can avoid the wrong person for a job. In

other words the main objective of selection is to make decision about people. If

this decision is going to be correct the techniques used for making them must

yield reliable information.

Reliability: the main objective of selection is to make decision about people. If

this decision is going to be correct the techniques used for making them must

yield reliable information. It refers to how stable or repeatable a measurement is

over a variety of testing conditions. The reliability of a selection tool can be

judged in a variety of ways. In practice one common way to assess reliability is to

correlate the scores from two alternative forms of the same test.

Validity

For a selection tool to be useful it is not sufficient for it to be repeatable or stable.

Both legally and organizationally the measures that it yields must also be valid.

There are many ways of assessing validity, but all of then focus on two issues.

Validity addresses two questions of what and whether the assessment technique

results in accurate predications about the future success or failure of applicants.

2.2.4. Selection steps


20/43

There are various procedures that can be used to carry out selections. These

procedures may vary from organization to organization and from time to time.

There is no hard and fast procedure which is adopted by organizations to select

the workers. According to Asthenia and Mirsa (1982:166), the following are theusual steps that are used in the selection of candidates.

1. Scrutiny of application received- The recruitment department will divideapplicants in to two groups: those who possess the required qualifications,

and those who do not. This helps in rejection of the applications of those

applicants who are not suited for the organization.

2.

Preliminary interview- This is the most widely used selection technique.The main objective of these steps is to find out whether applicants are fit for

the required job or not.

3. DMFSS application form- Selected applicants from the preliminaryinterview complete an application for employment. The employer then

evaluates it to see whether there is an apparent match between the individual

and the position.

4. Test for applicants-These are often used to assist in assessing anapplicants qualification and potential for success.

5. Interview of applicants- This is a goal oriented conversation in which theinterviewer and applicants exchange information.

6. Checking reference- A clear, unbiased and comprehensive description ofcandidates abilities and behavior by his or her previous employer would be

of enormous value in selection.

7. Medical examination- The selection process may include a medicalexamination of an applicant before the selection decision is made.

8. Orientation and placement-When a candidate successfully qualifies for thepost, he/she would be given the appointment letter.


21/43

2.2.5. Follow- UpOnce the selection has been made the successful applicant should be quickly told.

The unsuccessful applicants should also be politely informed that on this occasion

they were not selected and thanked for their interest in the position. The

successful applicants should be promptly contacted and told that she/he is to be

offered the job subject to satisfactory references and medical examination.

In many organizations there is the practice to offer debriefing to the unsuccessful

candidate, here one of the selector (human resource manager) will offer feedback

to the candidates why on this occasion they were unsuccessful. The debriefing

should relate the candidates application and interview performance to the

requirement as specified in the job description and person specification.

Debriefing should identify weakness in the application and selection performance

and if done correctly and sympathetically inform unsuccessful candidates why

they did not get he position but will also give useful pointers as to how they might

improve for the future( Bolton Trevor 2001.p 71).

2.2.6. Environmental factors affecting the selection processLike requirement, several internal and external factors have an impact on the

selection process and the manager must take them into account in making

selection decision. According to Monday and Noe (1990:209-211), legal

consideration, speed of decision-making, organizational hierarchy, and type of

organization are some of the environmental factors that affect the selection

process. Expansion and contraction of the labor market influence on availability

and thus the selection process. The number and quality of the selection members

and the amount of time available for the activity are additional factors that hinder

the efficiency and effectiveness of the selection process.

2.2.7. Cost-benefit analysis for selection decisionOnce an organization has made a commitment to investigate what types of

selection devices it will use it must attempt to evaluate whether its effort will be


22/43

worthwhile. Ultimately a large part of the answer to this question involves the

utility of selection process. Analysis of the cost versus the benefit of selection

requires estimates of the direct and indirect costs associated with the selection

system. The organization must also estimate how much money it will save byhiring more qualified employees using the selection system.

Chapter Three

Questionnaire, Data Analysis and interpretation

This chapter is prepared to show how the existing recruitment and selection practice is

conducted Disaster Management and food Security Sector, including the three years

human resource turnover. Moreover, data analysis, interpretation and presentation of the

questionnaire are included within this chapter.

Recruitment and selection in the Disaster Management and Food Security Sector.In to days competitive and unstable environment human resource managers should be

alert as to where and how to get manpower for the organization. Whenever a vacancy

appears the source of manpower for the DMFSS is either internal or external. The

organizations policy is to give priority to existing employees for the vacancy. However

this policy is not strictly followed due to the fact that recruiting new blood with new ideas

is taken into consideration. First consideration is for educational qualification, second for

work experience, third for performance appraisal result and finally for seniority. The third

and fourth factors are interchangeable depending on the condition.

To attract external applicants organizations use different methods of recruitment. The

DMFSS method of recruitment is advertisement, mainly using newspapers. The DMFSS

also uses its notice board as a method of recruitment. This method is used only when

low-level technicians are needed. The DMFSS strictly discourages those job seekers that


23/43

arrive in person or send written applications to the Personnel Administration Division in

search of a job while none was advertised.

3.1. Source of Recruitment

The DMFSS used to get its employees from

Within the Organization From other governmental and non governmental Organization From Higher institution

Preliminary Recruitment

The HR department collects vacancy letter of the post for the vacant spacefrom the needy department, which shows the manpower with job title only.

Then the HR department prepares letter of approval for announcement of the

post based on the vacancy letter, which includes the specification of the post

as per the Federal Civil Service Agency (FCSA) specification i.e. work

experience, place of work, salary and others.

Vacancy Declaration as per the FCSA (the previous CPA) manual

Posting vacancy announcements will be on the organization notice board forall jobs grade level VIII (Salary 801 Birr) and below.

Announcing with news papers and electronic media for job grade IX(Starting Salary 928) and above.

If necessary, vacancy announcements shall be declared for permanentemployment through mass media (TV, Website and Others)

Content of Vacancy

Vacancy Number Name of vacant /position

Educational Background Work Experience (optional) Required duties & responsibilities Grade, Starting salary and other benefit if any Place of work No. of required employees Address of HR to submit applicant's profile with due date.


24/43

Internal Vacancy shall be announced while:-

When there is any to invite internal staff for promotional that based on theirqualification and job performance

In order to let staffs to compute who have outshine performance In order to avoid unnecessary vagueness, ever concerned organ and internal

staff shall know about the situation.

Criteria of Vacancy

Letter of Application with Curriculum vita Copy of Educational Background Copy of Work Experience or letter of recommendation and minimum three

references.

3.2. Selection Process

There are no hard and fast selection steps that are universally accepted as indicated in the

literature review. Organizations have their own selection procedures that are used to

screen applicants. Likewise the DMFSS has its own selection steps to be strictly followed

during the selection process.

The Procedures dictate the following:

1. Initial Screening- as soon as candidates come to the organization the Recruitmentand Placement Section filters and leaves out those that do not fit to the requirement.

At this stage the Recruitment and Placement section collects supporting document

from each candidate. Candidates are also required to fill the application form in

their handwriting. Recruiters examine very carefully the application form

completed by each candidate and the information declared against the supporting

documents and look for any inconsistence. If found those candidates will be

eliminated.

2. Entrance Examination- Up until recently entrance exam was not conducted forfresh entrants. However entrance exam for clerical posts will be entirely

administered by the examination committee of the DMFSS which is composed of:-

Manager Personnel Administration Division Chairman Head Recruitment and Placement Member Chairman of DMFSS Labor Union Member


25/43

If it is deemed necessary entrance examination for non-clerical posts will be

prepared and administered by the interviewing committee delegated to interview

those candidates.

3. Interview- At this step the interviewers ( i.e. Administrative committee) try toassess the interviewees suitability for the job he/she is applying for in terms of oral

communication, personal appearance and mode of manner

4. Reference Checking- Before contract of employment is concluded the DMFSSmakes a careful study about an applicants background by communicating the listed

reference. Emphasis is especially laid on those who have previous work experience.

5. Release list of successful candidates- For professional and non professionalclerical employees Head Recruitment and Placement Section will summarize the

result obtained so far and present it to Administrative Committee for review,

recommendation and final approval. Head Recruitment and Placement Section will

prepare for the processing of pre-employment formalities. For non-clerical

employees summary of the report of interviewers will be presented for

Administrative committee for notification. Then head Recruitment and placement

section will release a list of successful candidates and advise them on who and

when to contact.

3.2.1. Flow of Recruitment and Selection (In the form of table)

The following table shows how recruitment and selection process for permanent

employees takes place in DMFSS. It is illustrated in the form of table. The table has two

chambers: the first column is about the activities whereas the second column elaborates

those tasks which have to be performed.

Activities Task Responsible Body

Collection of specification of the postsbeing advertised

Preparation of announcement letterswhich include job title, qualification

needed, work experience (if any), place of

work, salary, method of application and

other pertinent issues.

Human Resource(HR)

Public Relation(PR)


26/43


Announcement Covering letter prepared and attached toAsst. Mgr. HR (Personnel administration)

for signature.

Signed and submitted to public relation(PR) announcement.

Public relation announces the posts onnewspaper or other media as the case may

be.

Registration

Receiving application

Checking all documents against thespecification of the post and verification

of credentials.

Document compilation and registration

HR

Preliminary Screening

(document)

Sorting and grading the applicant based onthe specification and qualification.

Recruitment andPlacement

Section


(written exam)

Identify testing centers (external orinternal)

Sending letter of request for exampreparation and administration of exam

Preparation of exam Notification of exam period Administering the exam Evaluation of examination Fixing the number of potential candidates Result reporting

Examinationcommittee


(interview)

Screening of potential interviewee Notification of interview date and place Formation of interview selection

committee

Administrationcommittee.


27/43


Conducting interview Data Compilation Selection minute preparation Submission of selection minute to

respective approving organ

Announcement of potential recruitsPre-employment

formalities

Filling applicable formats of recruitment Reporting for medical examination Police clearance Fulfilling guarantee formalities

HR

Induction program Arranging indication period and place inconnection with Training and

Development Division

Conducting induction /Orientation

Representativedepartment like

IT, Finance, HR,

Logistics, etc

Registration and

follow up

Preparation of employment letters andtemporary ID

Signature and approval

Issuance of employment letter (s)probation period and temporary ID cards

Issuance of placement letter (s) Personal file creation and registration Receiving performance report every

month from respective supervisor of the

new employee until the expiration of

probation period. (for Six months)

Preparation of confirmation letter uponcompletion of probationary period.

HR, Finance &Immediate

Supervisor

3.2.2 Labor turn over in the DMFSS

The Human Resource/Personal Management Section is accountable in holding labor

turnover data that takes place with in a year.


28/43

The following presentation shows the recent three years human resource turnover which

took place in the DMFSS. It illustrates the number of employees who joined the

organization and those who left due to various reasons

Disaster Management and Food Security Sector

Human Resource/ Personal Management Section

Annual Report

July 1, 2006 through June 30, 2007

Staff position

Number of staff as at 30/06/2006 883

Recruited 21

Reinstated and resumed duty 20

Employee who joined during the period 41

Total 924

Minus

Employees who formally ceased their service with in the org. 14

Employees retired, disappeared and suspended 7

Total number of staff who left during the period 21

Total number of staff as at 30/06/07 903

The total number of staff was 903 of which 500 (55.4%) were male and the remaining

403 (44.6%) were female employees.



Annual Report


Staff position



29/43

Recruited 21



Total 915Minus

Employees who formally ceased their service with the org. 15




The total number of staff was 894 of which 550 (61.5 %) were male, the remaining 344

(38.4%) were female employees.



Annual Report


Staff position


Recruited 30



Total 908

Minus

Employees who formally ceased their service with the org. 11


Double count in previous year 1



The total number of staff was 892 of which 492 (55.2%) were male, the remaining 400

(44.8%) were female employees.

The year 2006-2007


30/43

The number of recruited, reinstated and resumed duty during the period totaled 41 while

those who normally ceased their service with the organization, retired, disappeared and

suspended were 21.

Among the total number of staff who joined the organization during the year takes thebiggest share than those who ceased from the organization.

The year 2007-2008

The year is characterized by a decrease in the number of employees joining the

organization during the period by 5 compared to the previous year; however those

recruited in this year were equal to the year 2006-2007.

The total number of employees who ceased their service with the organization was a little

increased compared to the previous year by 1.

The year 2008-2009

This periods trend shows that the total number of employees who quit the organization

was less than the total number of employees who joined the organization during the

period.

The total effect is positive, in spite of the fact that employees who were recruited during

the year were greater by 34 compared to those who normally ceased their service with the

organization.

The total number of employees who joined the organization by the year 2006/07 and

2007/08 was less than in the year 2008/09. The trend on those years shows that there was

a decrease in the total number of employees joining the organization in year 2006-2007.

3.3. Questionnaire, data analysis and information

This questionnaire is prepared to collect information from the workers. The questionnaire

is composed of few questions to be discussed as follow.

Table 3.3.1 primary information

The following table is designed to illustrate gender, group, work experience and job title

distribution of the respondents.


31/43

Item Number of respondents

Number Percent (%)

1. Gender

Male

Female

Total

21

25

46

46

54

100

2. Age group

45

Total

-

-

9

18

19

46

-

-

20

39

41

100

3. For how long have you served

the organization?

< one year

1-5

5-10

10-15

>15 years

Total

2

10

11

3

20

46

4

22

24

7

43

100

4. What kind of Position do you

hold currently?

Expert

OfficerSupervisor

Manager

Others

Total

25

143

1

3

46

54.4

30.46.5

2.2

6.5

100


32/43

As we have been seen from the above table among the respondents, 46% are male and

54% are female. The total number of sample size is 46.

The age distribution on the sample size is dominated by age group found between 35-45,

which is 39% followed by >45 which accounts for 41%. The implication behind this is

that the organizations labor does not incorporate that much an active and productive

manpower. On the other hand no employee is under the age of eighteen.

No less than 43% of respondents found in the sample size have served the organizationfor more than fifteen years, while those who served in the organization 1-5 years are 22%

and 5-10years are 24%, on the other hand 7% of the respondent are 10-15 years and 4%

are less than one years.

6.5% of the respondents have both a clerk title and supervisors, whereas 30.4% are

officers. On the other hand 2.2% are manager and 54.5% are other.

Table 3.3.2 source of recruitment in DMFSS

As stated on the literature review, there are different source of recruitment. Here

respondents' answers to questions related to their employment are depicted as follows.

Item

Number of respondents

Number Percent

5. From where (internal &external) place of work were

you assigned to your current

position?

From internal

From external

Total

35

10

45

77.8

22.2

100

6. If from internal in what is the


33/43

method

Promotion

Transfer

Demotion

Lateral Transfer

Total

16

14

4

9

43

37.2

32.5

9.3

21

100

7. What is the media chosen, ifexternally recruited is used?

TV

Newspaper

Notice board

Radio

Other

Relative

Total

10

22

10

5

3

2

52

19

42

19

10

6

4

100

The DMFSS uses both internal and external source of recruitment to fill any vacant post

available.

According to the above data on the table, the DMFSS fills most its vacant position

through internal means of recruitment which is 77.8%. Promotion is the main means of

clearing vacant posts, which accounts 37.2%. The DMFSS relies on promoting an

existing employee to the newly available position which therefore resulted in acquiring of

well experienced employees. On the other hand transfer accounts 32.5% of internal way

of recruiting, while demotions hold 9.3% and finally 21% are Lateral transfer. (From total

recruitment promotion 29%, Transfer 25.3%, Demotion 7.2%, & Local Transfer 16.2%).

Attracting externally required labor force is mainly done by using a newspaper as a

means of information that a vacant post is available. It accounts 42%. On the other hand

the organization also uses Notice board, TV, Radio and other as a means of attracting

labor force from external sources. Deriving from the above fact, using newspapers as

compared to notice boards is the major method of attracting external labor force.


34/43

Table 3.3.3. Methods of vacancy notification

Once an organization is being established it needs to have its own policies and

procedures. Recruitment procedures dictate the ways and means by which the human

resources section performs its duties. In light of this it is important to gauge the overallperception of the staff to the whole process of recruitment including transparency and

adherence to the organizations rules and procedures.

Item


Number Percent

8. Do you know that there is a procedure onRecruitment and selection in DMFSS?

Yes

No

Total

39 87

6 13

45 100

9. Is the procedure transparent?Highly

Fairly

Poor

Not transparent

Total

10 23.3

28 65.1

1 2.3

4 9.3

43 100

10.Do you believe that DMFSS strictlyfollows the recruitment and selection

procedure? If no, what impact does it have

on the organizations overall performance

Yes 39 93

No 13 7

Total 42 100

11.What kind of notification does theDMFSS use for internal recruitment?

Circular 12 25


35/43

Item


Number Percent

Notice board 33 69

e-mail - -

Other 3 6

Total 48 100

12.Does the DMFSS produce internalvacancy notification timely and

conveniently for every employee?

Yes 33 77

No 10 23Total 43 100

13.Do you agree with the way of notificationfor internal vacancy?

Strong agree 8 18

Agree 28 62.2

Neutral 6 13.3

Disagree 2 4.4

Strongly disagree 1 2

Total 45 100

14.Do you agree adequate training andorientation is given before new recruits

join the DMFSS?

Strong agree 7 16

Agree 25 55

Neutral 7 16

Disagree 5 11


Total 45 100

Those who are recruited internally answered the item indicated on the above table (i.e.

table 3.3). As stated above 87% of the respondents know that DMFSS has a procedure for


36/43

recruitment and selection. On the other hand 13% of them do not know whether the

DMFSS has a recruitment and selection procedure.

23.3% of the respondents said that procedure is highly transparent while 65.1% replied it

is fairly transparent. On the other hand 2.3% and 9.3% of respondents said that the

procedure is poorly transparent and not transparent respectively.

In an open ended question, 93% of the respondents said DMFSS strictly follows the

requirement and selection procedure whereas 7% of them deny that it strictly follows the

procedure.

Those respondents who said that no were asked about the impact of BPR procedure on

the overall performance of the DMFSS some of them pointed the impact that:

Because of the application of BPR guideline was not clear in the organization forall staffs, so there will be employee dissatisfaction, poor output, and increase in

employee turn over and decreased work efficiency.

It will have negative impact & Dissatisfaction It will create reduction of performance among the staff.

For internal requirement the DMFSS uses Notice board as a main tool of attractingprospective employees. 69% of the respondents claim the organization uses this type of

media in internal requirement. On the other hand 25% of the respondents said that the

organization uses circular & 6% are uses other media other than stated. In relation to the

above fact many of the respondents stated that the organization produces internal vacancy

notification timely and conveniently. The holders of this view account 77% whereas the

other 23% deny that the organization does produce the notification on timely and

convenient basis. Consequently, significant numbers of the staff fail notice that release of

new posts due to the inconvenience and un timeliness of the announce.

On the contrary more than 80% of the respondents have expressed their agreement with

the way of notification that means using notice board is the common way of notifying

vacant posts. There are also some respondents who were strongly agree & neutral that

accounts to 18% &13.3% respectively.


37/43

The organizations position in the delivery of adequate training and orientation about the

newly acquired poison to new entrants is supported by more than 70%. Therefore, the

DMFSS should maintain and sustain such practice.

Table 3.3.4. Criterion abut selection process

Item Number of respondents

Number Percent

15.Do you agree with their selection criteria ormethod of selection?

Strong agree 6 13.6

Agree 32 72.7

Neutral 4 9

Disagree 2 4.5

Strongly disagree - -

Total 44 100

16.Do you think pertinent bodies participateduring selection process?

Yes 29 64.4

No 1 2.2

I have no idea 15 33.3

Total 45 100

17.Have you filled blank application form?Yes 21 49

No 22 51

Total 43 100

18. Have you been provided with test?

Yes 26 58

No 19 42


38/43

Total 45 100

19.The test was fairly related to the vacancy?Strong agree 3 8

Agree 27 71

Neutral 4 10

Disagree 3 8


Total 38 100

20.Have you been interviewed during theselection process?

Yes 17 42.5No 23 57.5

Total 40 100

Concerning the selection criteria depicted, above 72.7% was agreed and 13.6% was

strongly agree, while 9% remained silent. On the contrary 4.5% were disagreeing. This

would have a positive impact on getting experienced staff for the vacant position.

In relation to selection many of the respondents said yes in pertinent bodies participate

doing selection process, they account 64.4% while the other 2.2% said No and the other

33.3% do not have any idea. This would have a positive impact on assigning of

employees to the position which he/she can do better.

Due to the fact that 42% did not take the tests. However, those who took the test 58%, of

which 79% of the examined have expressed the test were fairly related to the vacancy

though it is not affirmed by all of the respondents. Some of them (not more than 11%)

responded disagree and strongly disagree about the relation. The rest 10% remained

neutral.

During the selection process 57.5% are not interviewed but the rest 42.5% are

interviewed during the selection process.


39/43

The last item is final observation about Recruitment and Selection procedure. Some of

the respondents stated their feeling while they were interviewed as illustrated below.

The Recruitment and Selection procedure should be further transparent for theworkers to increase their trust on the institution. However they follow the previousprocedure but in the future selection procedure should be based on there:-

- Work experience- Educational level /Qualification- Efficiency- Motivation- Training &- The individual mission, vision and future objective should be considered.

For newly employed it is through vacancy announcement but due to BPR forinternal workers the criteria and procedure was at the hands of unknown

committee.

In my opinion, our organization has been introducing the new BPR System. Bynow we didnt know how to Recruitment and Selection procedure implemented. In

the future, it creates un procedure recruitment and selection management system.

What I observed, the system is not transparent. Now I have no information about the newly organized selection committee work,

it is biased so the employee was dissatisfied by working environment.

As government structure, the selection and recruitment procedure is based on therule and regulation of civil service Agency. Any pertinent change in the CPA will

make change to the government offices. It is true that, the process is decentralized,

but still refers to the rule that has not been changed for number of years. As we

applied the Business Process Reengineering, Personnel Management is tried by a

specialized department still following the CPA rules. The general observation I

have is every government structure should have its own guidelines in the area of

human resource management taking own context. The nature of management may

vary from one to the other. The organization may differ and for this special

arrangement must be worked out. This should be given as a mandates to the specific

ministries. The same applies to the DMFSS.


40/43

I think the work is done by the experienced staffs and I hope they are moretransparent from my experience. Secondly they are accountable, fair, equitable and

inclusive. From my Recruitment point of view only to be frank, for others how they

did it I have no information.

CHAPTER FOUR

SUMMARY, CONCLUSION AND RECOMMENDATIONS

4.1. Summary of Findings

Different authors have defined recruitment and selection at different times.

Recruitment is the first process to get the needed manpower followed by selection.

Organizations can achieve their goals if the required amount and type of employees aremade available to them.

There are two main sources of recruitment: internal and external. Internal source

of recruitment is a means of getting or recruiting the work force from the existing staff of

the organization, whereas external source of recruitment focuses on finding prospective

fresh and experienced personnel outside a particular organization.

An over all assessment of the processes of recruitment and selection of DMFSShas been carried out so far. In the discussion and analysis part different views have been

forwarded by the employees.

Each employee from the sample gave their own personal view, which is related with the

recruitment and selection process. Some of the respondents have expressed their view

optimistically. On the other hand the other respondents mentioned those problems which

have to get a solution for the development and wellbeing of the organization.


41/43

4.2. Conclusions

The following conclusions are drawn from the analysis and findings of

the study

The DMFSS has recruitment procedure which was formulatedin / But this is not updated now. Currently the

DMFSS does not have updated articulated policies and

procedures regarding recruitment and selection. Due to this it

follows a lengthy decision making process in recruitment and

selection.

Sufficient training and orientation to those recruited internallywill make the employees to perform the given new job in a

proper and right manner

Since interview committee incorporate appropriate andpertinent bodies. It facilitates the decision makers for exploiting

the valuable advice and support of other parties.

Deviation from recruitment plan to fill the gap created bypromoted staff and not strictly following the recruitment and

selection procedure have created a significant grievance on the

existing employees.

Due to failure to assign or put personnel to the place especiallyduring application of BPR, where they deserve or where they

can give better service, the organization can not benefit from the

skilled, knowledge full and experienced employees. This brings

about dissatisfaction and an increase in labor turn over. It ismainly due to :-

- The BPR system was not transparent and BPR committees

do not officially announces their work for the staff.

- Hidden work of BPR committee


42/43

Top management do not participate for on the process of successfull candidate employee selection and approval with administrative

committees.

As we have seen from the table 01 the organization of manpowermore likely does not incorporate an active and production

manpower.

Some of the staffs give there suggestion on the recruitment andselection process is very lightly but it is likely transparent.

Substitution of staff for the resigned employee takes very long time,due to this some of the staff complain for the overburden (extra)

work. After the application of BPR the organization has got a shortage of

manpower so the employee can not use their annual leave

appropriately.

4.3 Recommendation

Human resource planning is the prerequisite for other humanresource activities. The personnel planning department of DMFSSshould make in-depth analysis on the elements of human

resource planning which include workforce analysis, human

resource inventory, human resource forecast, labor market

assessment and projection of recruitment needs that are road

map for implementation of selection and recruiting function.

Revising and articulating clearly the recruitment policy andprocedure in light of the DMFSS'S human resource strategy,

Moreover recruitment should be based on the approved

recruitment plan and decision of the executive top management.

The DMFSS'S should avoid unnecessary long waits and lengthydecision making by formulating detailed procedure to the method

of recruitment and selection step rather than depending on habit.


43/43

To prevent employment turnover rate the DMFSS shall recruitand select based on the actual manpower need for each

department by gathering data and make detail study on the

highly burden staff. This will prevent the staff from grievance,

dissatisfaction, and turnover rate in the organization.

The organization shall participate the active and productivemanpower for efficient service.

The application of BPR shall be revised as per he actual conditionof the DMFSS. b/c many staffs fired and reduced from the

organization through application of BPR.

The benefit of the staff (like annual leave, field work & etc) shallbe seen in detail by the HR and representative department

appropriately.

Documents

(DPPA) Research Project Final