Post on 10-Dec-2014
description
WELCOME TO THIS THESIS
JULAY, 2014
PRESENTATION
THE FDERAL DEMOCRATIC REPUBLIC OF ETHIOPIA DEFENSE COMMAND AND STAFF COLLEGE
PRACTICES AND CHALLENGES OF RECRUITMENT AND SELECTION PROCESS OF REGULAR CADET PROGRAM AT MAJOR GENERAL HAYELOM ARAYA MILITARY ACADEMY FROM (2008-2013)
A Thesis Submitted to the FDRE- Defense Command and Staff College in Partial Fulfillment of the Requirements for the Masters of Arts degree in Military Operation and Leadership.
By
COL. BIRHANE G/ANENIA (MA STUDENT) ADVISER MAJOR AMARE HAILE (MA) CO-ADVISER MR. ENDALE JABIR (MA)
May /2014 Addis Ababa, Ethiopia
CHAPTER ONE1. INTRODUCTION
1.1. BACKGROUND OF THE STUDY
Recruitment and selection forms a core part of the central activities underlying human resource management:namely, the achievement, development and reward of workers or officersIt frequently forms an important part of the work of human resource managers or leader
designated specialists within work organizations. However, and importantly, recruitment and selection decisions are often for good reason taken by non-specialists, by the line managers.Human resource managers play more of a supporting advisory role to those people who will supervise or in other ways work with the new employeeAs Mullins (2010, p 485) notes: Better recruitment and selection strategies result in improved organizational outcomes.
The more effectively organizations recruit and select candidates, the more likely they are to hire and retain satisfied employees. In addition, the effectiveness of an organization’s selection system can influence bottom-line business outcomessuch as productivity and financial performance. Hence, investing in the development of a comprehensive and valid selection system is money well spent. Recruitment and selection processes are practiced to some extent even though job placements in both public and private organizations are more or less affiliated to networking and political inclinations.
It is vital that organizations select people with the quality essential for continued success in this competitive global village of todayThe only means of achieving this success is through proper recruitment and selection practices.Recruitment and selection process is fundamentally important to any organization desirous of attracting and appointing qualified personnel
Getting the right people in the right place at the time doing the right job is an essential element of recruitment and selection process in organizationsThe challenge for many researchers then have been to demonstrate how scientifically derived recruitment and selecting practices add value to organization’s performance.Recruitment and selecting staff is expensive both in terms of attitudes and skills, and it is therefore important that the process is carried out smoothly and efficiently and results in the appointment of a person who fits the job. Organizations exist not because of their desire to be kindly but to also make profit.
Though their initial concern may be that of image building and winning the goodwill of the public, but the ultimate goal is the achievement of the organizational goalsThis means that there are the needs to plan strategically to cater for the short, medium and long term growth of the organizationTherefore, the researcher would be assessed the background of the recruitment and selection process in Ethiopia context
1.1.1. Recruitment and Selection in Ethiopian Context
Ethiopia is more committed than ever to modernize its defense capabilitiesEven though the country is much more committed to peaceful developmental efforts, peace cannot be guaranteed without defense capability to pre-empt or avert aggressions and decisively win inevitable wars In Ethiopia, the beginning of Cadet Academy goes back to 1930's when the Holeta Military Academy was established
and received from high school and this Academy was functional until the Italian occupation period and it was re-opened after the withdrawal of the enemy forces from the countryLater on, in the late 1950's, the Harare Military Academy was opened to strengthen the process of army officer building in the countryHowever, these Academies were primarily founded to produce junior officers who lead the army primarily organized to safeguard only the interests of the ruling classes and therefore, they couldn't sustain their existence
Both the Holeta and Harare Military Academies were collapsed upon the downfall of the Dergue Regime. The military regime was continuing the cadet received from high school.Both the recent and past contemporary history of the country suggests that the country may be forced to be involved in conflicts and wars which it wishes to avoidThus, there is a firm conviction that the effort to achieve lasting peace and security demands the existence of a defense force capable of deterring or averting aggressions and decisively winning unavoidable wars, because of unfavorable recruitment and selection process.
So, the Ministry of National Defense is a state that Ethiopians have a great history of patriotism inherited from their elders.They have saved their sovereignty & cultural values from external threats & invasion. Today Ethiopia is a home of Nations, Nationalities and Peoples which built a democratic government by the consent of the peopleThe new army reorganized considering the reflection & consent of the Nation’s Nationalities and Peoples of Ethiopia
Today the demand for strong defense force is higher than ever. Why? Because of the globalization and regional stability is difficult to our securityEthiopia requires well experienced, educated, trained & technology oriented military powerCurrently, the only Cadet Academy in the country is the Major General Hayelom Araya Military Academy which was re-established in 2002, eleven years after the EPRDF took over government power
The main objective of re-establishing this Academy is to produce qualified military officers who would effectively safeguard the FDRE Constitution and serve at the lower level leadership in different units and positions of the armythe Military Academy has graduated three batches with Diploma in Military Science and Leadership.According to previous proclamation no. 27/95 or new proclamation no. 809/2013 of MoND officer cadets are recruited from army units and to provide services two years and above.
To satisfy these needs, proper recruitment and selection of officer cadet is very crucial, because high level of attrition rate .Therefore, appropriate officer cadet’s recruitment and selection is a source for every function of the all stockholdersAs per the increased demand of the Ministry of National Defense for highly qualified lower tactical level military leaders and the progressively growing training capacity of the Military Academy
the level of the program has been promoted to first degree level program and graduated four batches.the mission and graduate profile of the program has been completely revolutionizedThese transformations strongly necessitated a corresponding readjustment in the curriculum content, organizational structures and training strategies of the Military AcademyTo this effect, the activity begins with the evaluation and revision of the previous curriculum and designing a new curriculum that address the new mission and graduate profile of the program.
The mission and objectives of the academy were not applied appropriately to achieve by effective recruitment and selection principle of officer cadets in Major General Hayelom Araya Military Academy.According to the Human resource management principles and legislation of MGHAMA will be created on awareness the unit leaders towards the recruiters, attractiveness of advertisement, effective training, retention & ensure sustainability of cadets were core value of the Academy.
Advertising is very important tool to obtain officer cadets. However, actually recruitment and selection had conducted traditionally in a campaign operation by different Committees. Recruiters were incapable in human skills, knowledge about the organization, & interview skills. After the above problems were understandthe challenges of recruitment and selection process of officer cadets in Major General Hayelom Araya Military Academy are assessed in this study
1.2. STATEMENT OF THE PROBLEMAccording to Braton & Gold (2003) in many countries, achieved recruitment and selection goals had become increasingly challenging
At the same time, the Military was facing an important loss of highly qualified officer cadets who choose to leave upon completion of their initial obligatory servicevariety of factors or common failing in the recruitment and selection process in practice was increases some of
them were;
lack of best practices in recruitment and selection processno clear links with HR policy and strategy, resourcing strategy and broader recruitment and selection process goals,unclear used of structured interview design and applicationlack of common monitor and lack of corrective action in those stockholder that did monitor recruitment and selection.Inconsistent of desired criteria with actual circumstances,
Lack of coordination among the stockholders.While turnover rates in the Academy and time dependent,conventional recruiting and selecting practices were no longer adequate to attract and retain the necessary officer cadet to ensure the stability of the army particularly cadet’s newcomers. I had been worked for ten years as Military instructor and I had an opportunity to observe the problems in recruitment and selection process in the Academy.
Moreover, the researcher observed from his experience entry level recruitment of cadet was conducted sometimes only by the army leaders. Sometimes it conducted in a campaign operation by different recruiting committee’s from the army. Recruiters were not capable of recruitment guide, human skill, knowledge about the organization, & interview skills.. In addition to organizational issues like applicant’s expectations such as facilities, work environment and lack of proper orientations affect the attractiveness of the Academy.
Braton & Gold (2003) explains that recruitment and selection is a basic function for all functions of military power from cultivating of children who will be successors of the army until employee’s retirement and socialized with the army lifeIn addition, wrong procedures of recruitment and selection leads the organization to procurement costs, training costs, and finally leads to high turnover and poor efficiency.From the above discussion, it is easier to understand that the assessment of cadet recruitment and selection was highly indispensable in order to achieve the academy objectives
Most of the problems that faced the academy can be solved if the academy gives more attention to officer cadet’s recruitment and selection activities, because most of the recruiters are coordinated by the academy commandants. So, investigating the challenges of recruitment and selection will search the solutions by working together with the stockholders of MoND.
1.3. RESEARCH QUESTIONS•What is the role of each stakeholder in recruitment and selection process of the Academy?•What is the extent of adoption of best practices in recruitment and selection process in the academy?•What are the challenges of recruitment and selection faced by the academy?•What are the cadet criterions of recruitment and selection processes?
1.4. OBJECTIVES OF THE STUDY1.4.1 General Objective
The general objective of this study is to investigate the practices and challenges of recruitment and selection practices of regular cadet program.1.4.2. Specific Objectives. To identify the role of each stakeholders in recruitment and selection policy implementation in the academyTo examine the extent of adoption of best practices recruitment and selection process as identified in literature on this area of cadet training center
•To identify the contemporary challenges of recruiting and selecting in the Academy and to develop findings which may help to cope up the challenges •To identify the relevant cadet criterion of recruitment and selection processes
.5. SIGNIFICANCE OF THE STUDY
The study will be significant in indicating the practices and challenges of recruitment and selection processes at Major General Hayelom Araya Military Academy and brings the issue to the notice of the commandants for corrective actions. The study will also be significant:
• To act as reference for other research those are interested to undertake similar study.
• To give a clear picture of practical challenge in recruitment and selection process to the academy management body
• To identify best recruitment and selection practices vital in performing tasks in line with the strategy of the academy.
• To fill research gap on similar areas
1.6. SCOPE OF THE STUDY The scope of the study would be assess the recruitment and selection practices and challenges particularly in regular cadet program of the academy and the challenges facing in implementing the recruitment and selection process at MGHAMA Holeta genet, Training main department Hurso testing center From 2008-2011 was focus on recruitment and selection and the attrition problem was from 2008-2013
1.7. LIMITATION OF THE STUDY. Lack of interest in responding to interview higher officers during the interview time and among the respondents had big difference their suggestions in the questionnaires Respondents might not understand the benefits of the study because some respondents perceived research studies were undertaking for the sake of research.Shortage of time to undertake writes the research and insufficient budgets
1.8. DEFINITION OF TERMSAcademy:-Refers to the Major General Hayelom Araya Military academyHigher Officers Members of the Army Force who have the rank of Major, Lieutenant Colonel and Colonel
Line Officers: - members of the Armed Force who have the rank of 2nd Lieutenant, Lieutenant and Capitan.
None Commissioned Officers: Members of the Armed Force who have the rank of 2nd Corporal, Corporal and Sergeant.Military Rank:-a system of hierarchal relationship in the Armed Force.
1.9. ORGANIZATION OF THE STUDY The study is organized into five chapters. Chapter one introduce the study by giving the background information on the research problem, basic questions, objectives, significant, scope and Limitation of the study , definition of the terms,
Chapter two deals with the relevant of review literature brief the historical issue and conceptual framework of the recruitment and selection process.
Chapter three focused on the Research design and methodology. Research design, the population and sample size, sampling techniques of the research sources of data gathering, data analysis tools. Chapter four focuses in interpretation or analysis of the data and presentation.
Chapter five deals with the major findings; conclusions and finding that will demonstrate the stand of the research and the implications. It will be written in a way to address the research questions or variables of the study and explain cause and effect relationships and recommendations (suggestions and policy implications).
CHAPTER TWO2. REVIEW RELATEDLITERATURE INTRODUCTION
This chapter deals with the assessment of literatures which relate to the topic the recruitment and selection practices of the academy. Several literatures would be selected and relevant areas would be reviewed and evaluated. This chapter provides information about aspect of previous works which relate to this study. In view of this, a number of presentations cull from various sources were under review here.
2.1 THE CONCEPT OF RECRUITMENT AND SELECTION
2.2 DEFINITION OF RECRUITMENT AND SELECTION
2.3.RECRUITMENT AND SELECTION PROCESS AND DEVELOPMENT OF THE ORGANIZATION
2.3.1 The Process of Recruitment
2.3.2 The Selection Decision2.4. RECRUITING SOURCES/METHODS
2.5. CHALLENGES OF RECRUITMENT AND SELECTION
2.6. EXTENT OF ADOPTION OF BEST PRACTICES IN RECRUITMENT AND SELECTION
2.7. Roles of Stakeholders
2.8. CONCEPTUAL FRAMEWORK OF THE STUDY. RecruitmentRecruitment
Process InputOutput
Satisfaction TrainingSatisfaction Training
SelectionSelectionAwarenessAwareness
CultivateCultivate
InductionInductionRetentionRetention
AttractAttractSustainabilitySustainability
TrainingTraining
Source: FDRE MoND human resource administration legislation, (2008)
2.9. EMPIRICAL LITERATURE REVIEW 2.9.1. FUNDAMENTAL PRINCIPLES OF ARMY- BUILDING
2.9.2. OTHER COUNTRY EXPERIENCE
2.9.2.1.PRACTICE OF OFFICER RECRUITMENT AND SELECTION IN GERMANY
2.9.2.2. PRACTICE OF OFFICER RECRUITMENT AND SELECTION IN THE UNITED KINGDOM
2.9.2.3. PRACTICE OF OFFICER RECRUITMENT AND SELECTION IN UNITED STATES
CHAPTER THREE Research Design and Methodology3.1 Research Method.
descriptive survey designDescriptive research design was a appropriate to
collect different types of data on the situation that exists Opinions that are prevailed Trends that are developed Preferences that are sought (Best and James
2005). Correlation research method
Conti…
Qualitative research approach was employed to meet the purpose. As a result,Observation,Semi-structured interview with key
informants based on purposive samplingDocument analysis to collect qualitative dataThis helps to maximize the validity and Trust
worthiness of the study
3.2 Source of Data Both primary and secondary sources were used. The primary data source were:
higher officers line offices NCOs Civil instructors Civil employees
The secondary data were: Books Journal Documents Reports Internet search
3.3 Sample and Sampling methodsSampling Techniques
• Stratified Random Sampling based on: military rank (Senior, junior and NCO) Duties and responsibilities
Source: Field Survey may 2014
Sample Design and sizeLevel of
Respondents Population size Proportional Total Respondents Sample size
Questionnaire Interview
Higher officer
18 0.66
10 2 12
Line officer 30 0.73 20 2 22
NCOs 21 0.57 10 2 12
Civil instructor
8 0.75
5 1 6
Civil employees
9 0.66
5 1 6
Total 86 0.67 50 8 58
Total sample size were 86 (58%) of the total population. This gives proportional representation for
higher officers, Line offices and NCOs and civilians
The sample size 86 was proportionally allocated to each groups of population.
Conti…Therefore,
12higher officers22 line offices12 NCOs 12 civil employees were selected as
respondents. This sample size was determined because
It was manageable with respect complexity of tools and Nature of the study
3.4 Data Gathering Instruments & procedures
I. Questionnaires• This helps to obtain:
• Sufficient • Valid• Descriptive information about the views
and attitudes of respondents• To reach large number of respondents in
short time.
Contin…
Therefore, two types of standardized questionnaires were administered to respondents. These are: Practices of recruitment Challenges of selection process To assess and identify the
role of stockholders Extent of adaption best practices of
recruitment and selection Challenges of recruitment and selection
practices.
Conti. A. The practices of recruitment proces
This standardized instrument developed by different questions To describe the knowledge of policy and strategy
of recruitment and profile of the academyThe instrument was chosen because:
It was found to be useful for examining the overall recruitment practices and gives a picture in terms of clarity of recruitment practices
The instrument represents different cadet recruitment practices
Conti…
Such as :How people know each other,What principles they have, How evaluator, examiner, leaders are
motivated to achievement of the recruitment practices,
How stockholders monitoring,Their manageable of the recruitment processHow decision made, andHow problems resolved
Conti…II. InterviewInterview was used or substantiate the data
obtained through • questionnaire and• observation.Interview makes possible to measure
What a person knows (knowledge) What a person likes (values and preferences) What a person thinks (attitude and opinion)
Conti…
• Helps to provide an access to what is inside a persons mind
• Accordingly, interview with key informants or three categories of respondents was conducted.
• Interview provides• Ample information about:
• opinion, • values,• beliefs,
Conti…
• assumptions that were not possible with structured form(Schein,1992).
• Assure the compatibility of data • An image of practice and challenges of
recruitment and selection process in-depth
III. Observation• Questionnaires and interview methods rely on self
report by respondents .• Some times Information bias may be created (Gall and
Others 1996)• Observation of behavior and environment may fill
the gap of information if used properly.• Based on this, observation was conducted to collect
data related to:• object• Symbols• Members interaction
IV. Document Review • Document analysis was also used to obtain
additional data. Like :Strategic planRecruitment and selection policyAnnual report of R&S practices
Conti…
3.5.Data Collection techniques• First selection and development of data
collection instrument was made.• Instruments were commented by the
researcher’s advisor• Improvements were made based on the feed
back.• Instruments were translated to Amharic
Version.• The translated Amharic version was also
commented by Amharic language expert.
Conti…
• Pilot study was done by administrating it to 3 higher officers, 3 line officers, 3 NCOs and 2 civilians to test by administratively in to:
The validityReliabilityApplicability of the instruments.
• This helped to maintain the • Suitability• Improve the accuracy of the research in
terms of producing similar results on different occasions
Conti…• The participants of the pre-test were first
informed about the objective and importance of the pilot study.
• The respondents were given two day to review the questionnaires
• After obtaining the feed back
Conti…Then some relevant items were added
unclear instruments, Items Languages Ideas were corrected and improved
After the completion of the task of pilot study the questionnaires were:
Typed Duplicated Orientation was given to respondents how
to complete the questionnaires.
Conti…
• Following it:Questionnaires were distributed to respondents
abased on the sampling techniques.• Finally, the questionnaires were collected by the
researcher himself.• By using the interview guides the researcher conducted
an interview with• 2 higher officers• 2 line officers• 2 NCOs • 2 civilians separately on mutual agreed time and place.• Interview were conducted in Amharic language.
• To make sure that the useful information is not slipped out due to language barriers.
Conti…
.3.6 Methods of Data Analysis Data collected through different tools were
analyzed both • Quantitatively• Qualitatively
Conti…
• The Qualitative data obtained through • Interview• Observation• Document review were first
• Transcribed in to separate topics • Raw data were carefully studied for
each items• Categorized to give full meaning for
analysis • Then analyzed qualitatively.
Conti…
• Quantitative data secured through questionnaires were:• Coded• Entered and cleared• Organized
Then treated with different statistical techniques for analysis and inference
Conti… More specifically,
Percentage was used to describe the characteristics of respondents personal information
Harrison producers were used for identifying
Existing dominant Preferred dominant practices
• indicate and percentages were computed to analyze the
• Existing • Preferred R&S outline
Conti…
Graphs were used to display the responses of each group of respondents regarding
Existing Preferred practices
• Respondents Beliefs On The practices and challenges of R&S Were Rated On Points Scale.
• One-way ANOVA was used to identify statistically significant
• Level of agreement• Level of disagreement• Level of high values• Level of low values among groups of
respondents.