RECRUITMENT AND SELECTION ON

EMPLOYEE PERFORMANCE IN SELECTED

COMMERCIAL BANKS IN

KAMPALA DISTRICT, UGANDA

A Thesis

Presented to the

College of Higher Degrees and Research

Kampala International University

Kampala, Uganda

In Partial Fulfillment of the Requirements for the Degree

Master of Business AdministratiOn(HRM)

By:

Fotashade Bamidele-OSefl’REG NO: MBA/3270111021DF

October 2012, •F: -

/

Cd’,’1

DECLARATION A

“I, Folashade Bamidele Oseni, declare that this thesis is my original work

and has not been presented for a Degree or any other academic award in

any University or Institution of Learning anywhere

Name and Signature of Candidate

Date

-zm

C-,

/

4.

~

DECLARATION B

“We confirm that the work reported in this Dissertation was carried out by

the candidate under our supervision”.

V.Dr. Ibrahim Y 5

Name and signature of the supervisor

Date

Dr

Name and signature of the supervisor

Date

APPROVAL SHEET

)~‘Name and Signature of Chairman

Date of Comprehensive Examination:

This dissertation entitled” Recruitment and Selection on Employee

Performance in Selected Commercial Banks in Kampala District, Uganda

Uganda” prepared and submitted by Folashade Bamidele-Oseni in partial

fulfilment of the requirements for the degree of Master of Business

Administration(Human Resources) has been examined and approved by

the panel on oral examination with a grade of PASSED.

4[e[~ ~Name and Signature of Supervisor

Pa net ist

Name and Signature

Panelist

Name and Signature of

Name and Signature of~list

Grade:

Name and Sigature of Director,

SPGSR

Name and Signature of DVC, SPGSR

iv

DEDICATION

To the God Almighty, the creator of heaven and earth who has made the

completion of the program possible and to my family for the patience

V

ACKNOWLEDGEMENT

I thank God Almighty for his wisdom, guidance, grace and provision for

without God I can do nothing.

The researcher also acknowledged the immense contribution and help of

my husband —Pastor Bamidele Abraham for this study who incidentally is a

Phd student in Kampala International University.

Special thanks go to the Deputy Vice Chancellor of the College of Higher

degree, Dr. Novembrata R. Sumil for giving a a new phase and innovation

to the background of this thesis during a course in Research Methodology.

I also specially thank my Supervisor —Dr. Ibrahim Yahaya for his

painstaking correction of this study and his contribution, continuous

support, and understanding which helped me a lot in conclusion of this

work.

Finally, the researcher acknowledged the viva panel members for their

great ideas, technique and procedure especially the panel chairman —Dr

Gulebyo Muzamir whose opinion is distinct.

Folashade Bamidele Oseni

October 2012.

vi

ABSTRACT

The study established the relationship between recruitment and selection

and employee performance in selected commercial banks in Kampala

Central district in Uganda. The study was guided by four objectives:

determine the (1) profile of the respondents (2) level of recruitment and

selection process in selected commercial banks (3) level of existence of

employee performance and measurement metrics in selected commercial

banks (4) whether there was significant relationship between in the level

of recruitment and selection process and employee performance in

selected ~commercial banks in Kampala. A descriptive research design was

used to collect data from 92 respondents out of which 70 was retrieved

using self-administered questionnaires as key data collection instruments.

The findings revealed that there were high level of recruitment and

selection process, high level of existence of employee performance targets

and measurement metrics and there was significant positive relationship

between recruitment and selection process and employee performance,

rejecting the Null hypothesis. From the findings appropriate conclusions,

recommendations and areas for further research were made. Conclusions

were made regarding various research purposes (1) the study concurred

with Gbeerevbie (2010) and Sambata ( 2010) that employee performance

is function of recruitment and selection process adopted which must be

devoid of nepotism, tribal or regional or federal character sentiments.(II)

there is significant relationship between employee performance and

productivity with r =0.443.III.The study also accepts theory of Traditional

Recruitment/Selection and rejects Binning and Barrett theory (2010)

Modern and Competency Based Theory of Recruitment and Selection.

vii

TABLE OF CONTENTS

Chapter PageOne

THE PROBLEM AND ITS SCOPE 1

Background of the Study 1

Statement of the Problem 3

Purpose of the Study 5

Research Objectives 5

Research Questions 6

Hypothesis 6

Scope 7

Significance of the Study 7

Operational Definitions of Key Terms 9

Two REVIEW OF RELATED LITERATURE 15

Concepts, Ideas, Opinions from Authors/Experts 15

Recruitment and Selection 22

Theoretical Perspectives 27

Relationship between Recruitment/Selection and

Employee Performance 30

Other factors affecting Employee Productivities 32

VIII

Three METHODOLOGY 38

Research Design 38

Research Population 38

Sample Size 39

Sampling Procedure 40

Research Instrument 40

Validity & Reliability of the Instrument 41

Data Gathering Procedures 42

Data Analysis 43

Ethical Considerations 44

Limitations of the Study 44

Four PRESENTATION, ANALYSIS

AND INTERPRETATION OF DATA

Introduction 45

Demographic Characteristics of the Respondents 47

Level of Recruitment and Selection 49

Existence of Employee Performance targets 52

Relationship between Recruitment/Selection and

Employee Productivities 56

Five FINDINGS, CONCLUSION & RECOMMENDATION 57

Findings 57

Conclusion 60

RecommendatiOns 61

References 62

Appendices 65

Appendix I - Transmittal Letter 65

Appendix II - Letter from School of College of

- Higher Degree 66

Appendix III - Clearance from Ethics Committee 67

Appendix IV - Informed Consent 68

Researchers Curriculum Vitae 69

x

CHAPTER ONE

THE PROBLEM AND ITS SCOPE

Background of the Study

Gareth and Jennifer (2003) opined that honesty of the firm when

recruiting has significant influence on the future productivity or

performance

According to them, most managers while trying to fill certain positions

emphasized high level of pay and benefits the job offers and fail to

mention the fact that such positions usually have a dead-end job

offering few opportunities for promotion which consequently affect

employee performance

They concluded that recruitment is more likely to be Agree when

managers provide potential applicants with an honest assessment of

both the advantage and disadvantages of a job and the organization.

In his own submission, Engelhard (2006) reported an inverse

relationship between the increase in staff strength and their

performance. He stated that the more employees your company has,

the less productive each of these employees are. This is a

generalization, of course, but a useful one and one that is confirmed

by most people who have worked for growing organizations. As the

company grows, so does the internal processes and the layers of

bureaucracy, and the time spent on communications grows rapidly. He

proposed a theory that when you triple the number of employees, you

halve their productivity and termed it 3/2 rule of employee

productivity. This he demonstrated with a survey of 475 large, publicly

quoted American companies

Riddle (2010) in his own research work raised concern on the lack of

the appropriate performance measurement system to value the

contributions of the new hires in an organization. According to him,

this is a major challenge and it is becoming an increasing demand and

complex for - management of organizations to measure employee

productivity because often employees nowadays use official internet

other high tech tools to do personal work such as texting, “tweeting”

and updating their Facebook statuses that employers are left with

unfinished assignments, missed deadlines, and wasted financial

resources.

Although, he recommended that management should put in measures

to ascertain: How much time does each employee spend online outside

of business related tasks? How much time does each employee spend

on their cellular phones for personal use? What is the gross sales

revenue produced by each employee versus their salary and time

requirements? How many products are manufactured by the employee

versus production time? What is the sales revenue generated by the

employee at various times of day? The research recommendations

were faulted because of their limitation and narrow scope only.

manufacturing and production firms, services industry such as banks

were not considered in their reports.

Aside measuring staff productivity, it was also be observed that

increasing the staff number by recruitment and selection does not

necessary translate to increase productivity because there are other

factors that motivate staff to increase their productivity. Other factors

such as: incentives pay commensurate with work output and good

working environment have been proved to increase workers output.

In another study on organizational behavior, Ofoegbu (1985) and

McOliver (2005) attributed wrong strategic approach of employee

recruitment to the reason for low performance in an organization. The

studies identified problems such as nepotism, favoritism, political

consideration and Federal character principle in employee recruitment

as basis for poor performance of public sector workers in Nigeria

Wolff (2010) stated that lack of positive and high performance culture

in many organizations is the reason for low productivity from the new

hires and existing staff. According to him and in a survey he conducted

he found out that majority of successful high potential candidates left

their previous employers due to the lack of a positive corporate culture

that values and drives high performance in the organization

Statement of the Problem

Randall (1987) stated that poor recruitment decisions continue to

affect organizational performance and limit goal achievement and

opined that much effort be put in the recruitment and selection

practices. In 2009, five new banks in Uganda in 2009 recorded losses

of UGX55billion out of 2lbanks then. The major concern in the

Ugandan Banks is that of profitability and returns on equity to the

shareholders. According to the CEO Magazine of April 2011, the earliest

time, a new bank can make profit is Syears after operations which to

many investors might be too long. In view of this challenge, bank’s

success or profitability depends on employee hard work and dedication

9-3

and ability to achieve their annual targets which should be sufficient

enough to cover all the operational expenses and give returns to

shareholders in form of dividends. The only way to reduce length of

period(from 5years ) it will take a new bank to make profit will depend

on the effectiveness of the recruitment and selection process that can

bring people with required competencies, skills and experience to

achieve the budget at the same time be able to measure such

employee performance against agreed Key Performance Indicators.

However, it is being noted that many banks either do not have

standardized or full implemented performance appraisal system in

place to reward or punish the best or worst performing staff in the

system. Performance appraisal system help the employers increase

their chances of identifying deficiencies that are potentially threatening

to company-wide success and deal with appropriately before it affect

organization profitability

Employee Performance is adequately monitored and measured in

Manufacturing Industry because of the salary reward system which is

strictly performance based on the number of hours worked aside the

basic pay and consequently individuals performance and contributions

to the organization growth is easily noted. However, this is not same in

Banking because the job functions are interwoven and rarely use

Performance Based Pay and where it is implemented, it is poorly done

such that benefits of it is not realized. In view of the above, it is very

difficult in Commercial Banks to measure employee performance .This

again is compounded by nature of recruitment and selection of staff

which is mostly based on nepotism, favoritism and tribal sentiments or

quota system rather than merits. This consequently has led to

employment of low skilled and incompetent staff leading low

4

productivity of many banks or a situation where few staff is responsible

for generating the revenue for the entire bank. In view of this, this

study will investigate the relationship between recruitment and

selection on employee performance in selected commercial banks in

Kampala, Uganda

Purpose of the Study

The following are the reasons why this study was proposed: (1) to test

the hypothesis of no significant relationship between the level of

recruitment and selection and employee performance in the selected

commercial banks (2) to validate existing information related to the

theory of Recruitment and Selection to which this study was based;(3)

to generate new information based on the findings of the study

Research Objectives

General Objectives

To investigate the relationship between recruitment and selection on

employee performance in selected commercial banks in Kampala

Specific Objectives

1. Establish the profile of respondents as to gender, age,

managerial level, qualifications and years of services in banking.

2. Determine level of recruitment and selection process in the

selected banks

3. To determine the existence of employee performance targets

and the measurement metrics in the selected commercial banks.

5

4. To establish if there is any significant relationship between

recruitment/selection process and employee productivity.

Research Questions

The followings are the research questions:

I.. What are the demographic characteristics of the respondents

with respect gender, age, managerial level, qualifications and

years of services in banking?

2. What are the levels of recruitment and selection process in the

commercial selected banks?

3. Are there employee performance targets in the selected

commercial banks?

4. Are there performance measurement system/metrics in the

selected banks to measure the targets achieved?

5. Is there relationship between recruitment/selection process and

employee productivity?

Hypothesis

The research null hypothesis (HO) is test that there is no significant

relationship between the recruitment/selection process and employee

performance in the selected commercial banks in Kampala Central

District

6

Scope of the Study

Geographical Scope

The study was conducted in Kampala, Uganda using data obtain from

selected commercial Banks (UBA, Barclays Bank, Global Trust Bank,

Stanbic Bank and FINCA) in Kampala

Content Scope

The study examined the correlation between recruitment and selection

process and employee performance in the selected commercial banks

in Kampala Central District.

Theoretical Scope -

The theory of Binning and Barrett (1989) Competency-based

Recruitment and Selection which stated that recruitment and selection

in modern days be based on the candidates competencies and the

value proposition that he/she can bring to table rather than the use of

a person specification based such as skills, qualification, job

descriptions of Traditional Recruitment and Selection was proven or

disproved in this study.

Significance of the Study

The following disciplines may benefit from the findings of the study:

Banking Industry

The findings of this study will assist Commercial banks in Uganda to

gain more insight into how recruitment/selection can affect the

employee performance.

7

It will guide the Human Resources Department of selected commercial

banks on the roles of recruitment/selection in bank’s productivities.

The results of the findings will assist the selected commercial banks to

appreciate the weakness in the existing recruitment and selection

process and employee performance measurement metrics.

Other Organization

The findings of this research study will assist the Human Resources

of other organizations on Agree strategies to adopt in recruitment

and selection process and employee performance measurement

metrics.

Government of Uganda

The result of this finding will enable the government of Uganda

through Ministry of Labor and Productivity to make policy

statements on staff recruitment and selection that will optimize

organizational goal and productivities.

Investors

The research findings will enable the investors on the appropriate

strategies to adopt in recruitment and selection of right staff that

will add value to the bank.

8

Scholars

Serve as future reference for the further research, either in the

same field or related subject arrears

Academia, for academia, the findings of this research may

provide empirical evidence and add new knowledge to the existing

employee performance literature in banking and the impact of

recruitment and selections

Future Researchers -

The study will help future researchers who may carry out their

researches in similar related topics with relevant literature on employee

performance and recruitment and selection in commercial banks in

Uganda.

Definition of Operation Terms

Balance Score Card: is a strategic planning and management system

that is used extensively in business and industry, government, and

nonprofit organizations worldwide to align business activities to the

vision and strategy of the organization, improve internal and external

communications, and monitor organization performance against

strategic goals

9

Competence: is a temporally stable, narrowly defined, and trainable

latent ability to complete an organizationally valued prospective job

task successfully

Competency Based Recruitment and Selection: is a process of

recruitment and selection based on the ability of candidates to produce

anecdotes about their professional experience which can be used as

evidèñce that the candidate has a given competency. Candidates

demonstrate competencies on the application form, and then in the

interview, which in this case is known as a competency-based

interview

Employee: is as person who is hired to provide services to a company

on a regular basis in exchange for compensation and who does not

provide these services as part of an independent business. Or is an

individual who works part-time or full-time under a contract of

employment, whether oral or written, express or implied, and has

recognized rights and duties

Employee Relations: involves the body of work concerned with

maintaining employer-employee relationships that contribute to

satisfactory productivity, motivation, and morale. Essentially, Employee

Relations is concerned~ with preventing and resolving problems

involving individuals which arise out of or affect work situations. It

entails providing supervisors on how to correct poor performance and

employee misconduct. Information is provided to employees to

promote a better understanding of managements goals and policies.

Information is also provided to employees to assist them in correcting

poor performance, on or off duty misconduct, and/or to address

10

personal issues that affect them in the workplace

Employee Performance: IS a process for establishing a shared

workforce understanding about what is to be achieved at an

organization level. It is about aligning the organizational objectives

with the employeest agreed measures, skills, competency

requirements, development plans and the delivery of results. The

emphasis is on improvement, learning and development in order to

achieve the overall business strategy and to create a high performance

workforce

Management by Objectives: is a process of defining objectives

within an organization so that management and employees agree to

the objectives and understand what they need to do in the

organization in order to achieve them. It is a system that seeks to align

employees’ goals with the goals of the organization

Performance Appraisal: Performance is essentially what an

employee does or does not do. Performance of employees that affects

how much they contribute to the organization could include: Quantity

of output, Quality of output, Timeliness of output, Presence at work,

Cooperativeness

Performance Measurement System: is a set of measurable criteria

and methodology to enable performance to be measured objectively

(normally required as part of a performance management system.

Performance Measurement Tools: are instruments used to

measure the employee performance. The commonest tools are the

Ii

common tools being employee appraisals, productivity records, 360-

degree feedback and employee-manager structured objectives.

ParameterS are set of measurable indicators used in measuring the

employee performance.

Mid-Year Appraisal: is the staff performance evaluation conducted at

every 6months

Recruitment: is the process of identifying that the organization needs

to employ someone up to the point at which application forms for the

post have arrived at the organization. Recruitment ~5 the process of

searching the candidates for employment and stimulating them to

apply for jobs in the organization. Staff recruitment is the process of

discovering potential candidates for actual or anticipated organizational

vacancies.

Job Description: is a broad, general, and written statement of a

specific job, based on the findings of a job analysis. it generally

includes duties, purpose, responsibilities, scope, and working

conditions of a job along with the jobs title, and the name or

designation of the person to whom the employeereports. Job

description usually forms the basis of job specification

SelectiOm consists of the process involved in choosing from

applicants a suitable candidate to fill a post. Selection involves the

series of steps by which the candidates are screened for choosing the

most suitable persons for vacant posts

Organizational ProductivitV is the amount of output per unit of

input (labor, equipment, and capital) in an organization. There are

12

many different ways of measuring productivity. For example, in a

factory productivity might be measured based on the number of hours

it takes to produce a good, while in the services sector productivity

might be measured based on the revenue generated by an employee

divided by his/her salary.

Human Resources: is the set of individuals who make up the

workforce of an organization, business sector or an economy. It is the

department or support systems responsible for personnel sourcing and

hiring, applicant tracking, skills development and tracking, benefits

administration and compliance with associated government regulations.

Human Resources Unit: is a unit of the bank saddled with

responsible for personnel sourcing and hiring, applicant tracking, skills

development and tracking, benefits administration and compliance with

associated government regulations

Traditional Based Recruitment and Selection: is a process of

recruitment and selection involves first compiling a wide-ranging job

description for the post in question, followed by the use of a person

specification, which in effect forms a checklist along which candidates

can be evaluated on criteria such as knowledge, skills and personal

quaflties. This traditional approach, in essence, involves matching

characteristics of an ‘ideal’ person to fill a defined job

Staff Evaluation and Assessment: is the assessment and review of

a worker’s job performance

Key Performance Indicators (KPIs): is a set of quantifiable

measures that a company or industry uses to gauge or compare

performance in terms of meeting their strategic and operational goals.

Ii

Budget: is a financial plan of activities to be achieved by an

organization or individual

Performance Target: Performance targets are the Tsuccess

measures11 of the organization’s performance management system and

are defined by performance indicators. Without performance targets

the organization’s vision cannot be quantified.

14

CHAPTER TWO

REVIEW OF RELATED LITERATURE

Concepts, Opinions, Ideas from Authors/ Experts

EMPLOYEE RECRUITMENT

According to Banjoko (2003), employee recruitment is the process of

reaching out, searching for and attracting a large supply of people or a

large pool of interested applicants from which the organization can

choose those it considers competent or most qualified for the job.

Gberevbie (2010) opined that the research findings by earlier scholars

of (Adebayo, 2001;Ejiofor and Mbachu, 2001; Olowu and

Adamolekun,2005) on the human resource been the most valuable

asset in any organization is right. According to her, the human factor is

therefore fundamental to the achievement of organizational goals. As a

result, the need to put in place appropriate strategy for employee

recruitment of organizational workforce cannot be overemphasized.

Ivancevich (2001) opined that finding and keeping employees in a tight

labor market is no easy feat especially for a high-growth company in

fast food industry. In his book human resources management, he

asserted that hiring right people to help a company reach its goals.

Accordingly, he stated that Human Resources Manager must figure out

how to attract qualified employees from shrinking pool of entry-level

candidates, how to trained less-educated, poorly skilled employees,

how to keep experienced employees when they have few opportunities

for advancement; and how to lay off employees equitably when

downsizing is necessary. However, for the smooth recruitment process,

Ivancevich (2001) opined that it is important and critical that Human

15

Resources Manager plan for a company’s staff needs. He believed lack

of proper recruitment planning will lead to miscalculation which could

leave the company without enough employees to keep up with

demand of the service resulting into customer dissatisfaction and loss

of business

EMPLOYEE SELECTION:

Worthington (1992, p. 24) identifies the selection process as

‘conducting interviews, checking references thoroughly, and matching

candidates to the position requirements’. Cook defined selection as the

‘process by which organizations seek to identify the candidates who, in

the position to be filled, will most Agreely contribute to the achieving of

the organization’s goals’ (Cook, 1998, p. 35). The process of

interviewing and evaluating candidates for a specific job and selecting

an individual for employment based on certain criteria.

Cameron (2008) opined that the selection process is the matching of

the possible employee’s personal details to that of both the job

specification and person specification requirements of the organisation.

Townley (1994, p. 94) defined selection as the process of ‘fitting the

person to the job, finding the ‘best person for the job. Townley (1994)

quotes Bowen, Ledford and Nathan (1991, p. 107) when suggesting

that “fit’ match is now required between personality and climate —

culture, between work environment and the ‘type’ of person required’.

This he said can be achieved by checking out the information that is

provided by the prospective employees at the interview, checking their

qualifications by means of a reference audit, or conducting background

checks with previous employers, what is known as ‘screening’ is

conducted. Selection is the process of identifying individuals who

16

have relevant Qualifications/experience/skills and competencies to fill

in the jobs

Selection Process

Ivancevinch (2001) outlined following selection process to include:

identify and activate recruitment source, maintain applicant pool,

source for resumes, conduct test where necessary, shortlist candidates,

followed by preliminary interview, conduct the final or selection

interview, medical examination, do the reference checks, make an

Qffer and recruit the employee.

EMPLOYEE PERFORMANCE

Gberevbie (2010) opined that Performance evaluation enables

organizations to adjust with a view to improving on its services for the

enhancement of its survival and growth. Furthermore, it helps

management to ascertain whether their organizations are improving,

deteriorating or stagnant (Boyne et al., 2003). According to her, the

performance evaluation in the private sector is based on profit

maximization hence all staff is expected to contribute towards

organizational profitability.

Sambata (2010) defined Employee’s performance is a rating system

used in most corporations to determine the abilities and output of an

employee. It can also be defined as the job related activities expected

17

of a worker and how well those activities were executed. The

frequency of such review varies from one organization to another; it

can be either annual or quarterly basis in order to help them identify

suggested areas for improvement. Performance is divided into five

components: Planning, monitoring, developing, rating and rewarding

At the planning stage, goals are set to help measure the employee’s

work time to see if they are able to maintain the goals set or reach

new goals. Monitoring is the phase in which the goals are looked at to

see how well one is doing to meet them. This can also be a feedback

stage in which employers determine if progress is being seen or not.

During the developing stage an employee is supposed to improve any

poor performance that has been seen during the time frame one has

been working at the company. Generally employee’s performance

ratings are given out each year.

The rating is to summarize the performance based on a number

system to determine where on the scale a person is. At the end of the

cycle is rewarding stage. This stage is designed to reward and

recognize outstanding behavior such as that which is better than

expected. Most see employee’s performance as a way to appraise the

employee for their Agreeness in the company. It is a system designed

on individual performance rather than group performance meaning you

are looked at for strengths and weaknesses to determine where you

might improve. Any issue that might hinder this improvement such as a

physical limitation is taken into account to assess the performance you

give .Performance evaluations are looked at for which employees to

keep, if you were to get to the crux of the question. The one true

meaning is that your evaluation on performance can lead to promotion,

remaining in the same position, or termination based on what you did

inyourjob

18

INDIVIDUAL EMPLOYEE PERFORMANCE-PRODUCTIVITY

Sambata (2010) opined that the more productive an organization, the

better its competitive advantage, because its costs to produce a unit of

output are lower. Better productivity does not necessarily mean more

is produced; perhaps fewer people (or less money or time) was used to

produce the same amount. A useful way to measure the productivity of

a workforce is the total cost of people per unit of output. In its most

basic sense, productivity is a measure of the quantity and quality of

work done, considering the cost of the resources it took to do the

work. It is also useful to view productivity as a ratio between input and

output. This ratio indicates the value added by an organization or in an

economy

GLOBAL COMPETITIVENESS AND PRODUCTIVITY

Sambata (2010) stated that the productivity is of concern for several

reasons in nation and organization. First, high productivity leads to

higher standards of living, as shown by the greater ability of a country

to pay for what its citizens want. Next, increases in national wage

levels (the cost of paying employees) without increases in national

productivity lead to inflation, which results in an increase in costs and a

decrease in purchasing power. Finally, lower rates of productivity make

for higher labor costs and a less competitive position for a nation’s

products in the world marketplace

19

ORGANIZATIONS AND PRODUCTIVITY

Sambata (2010) in his studies reported that productivity at the

organization level ultimately affects profitability and competitiveness in

a for-profit organization and total costs in a not-for-profit organization.

Decisions made about the value of an organization often are based on

the productivity of which it is capable. Perhaps none of the resources

used for productivity in organizations are so closely scrutinized as

human resources. Many of the activities undertaken in an Human

Resources system deal with individual or organizational productivity.

Pay, appraisal systems, training, selection, job design, and

compensation are HR activities concerned very directly with

productivity

Another useful way to measure organizational HR productivity is by

considering unit labor cost, or the total labor cost per unit of output,

which is computed by dividing the average cost of workers by their

average levels of output. Using the unit labor cost, it can be seen that

a company paying relatively high wages still can be economically

competitive if it can also achieve an offsetting high productivity level.

INDIVIDUAL PRODUCTIVITY

Sambata (2010) stated that the individual performance and

productivity depends on three factors: ability to do the work, level of

effort, and support given that person

Recruiting and selection are directly connected to the first factor,

innate ability, which involves choosing the person with the right talents

and interests for a given job. The second factor—the effort expended

by an individual—is influenced by many Human Resources issues, such

as motivation, incentives, and job design. Organizational support, the

20

third factor, includes training, equipment provided, knowledge of

expectations, and perhaps a productive team situation. HR activities

involved here include training and development and performance

appraisal.

INCREASING PRODUCTIVITY

Sambata (2010) opined that United States of America Companies have

been on a decade-long crusade to improve organizational productivity.

Much of the productivity improvement efforts have focused on the

workforce. The early stages included downsizing, reengineering jobs,

increasing computer usage, and working employees harder. These

approaches have done as much good as possible in some firms. Some

ideas for the next step in productivity improvement include

-Outsource: Contract with someone else to perform activities

previously done by employees of the organization. For instance, if UPS

can deliver products at a lower cost than a manufacturing company

can internally, then the firm could outsource shipping to UPS.Make

workers more efficient with capital equipment: A study of productivity

in four countries found that in each country the less spent on

equipment per worker, the less output per worker. Replace workers

with equipment: Certain jobs are not well done by humans. The jobs

may be mindless, physically difficult, etc. For example, a ditch usually

is better dug by a person operating a backhoe than by a person with a

shovel. Help workers work better: Replace outmoded methods and

rules, or find better ways of training people to work more efficiently.

Redesign the work: Some work can be redesigned to make it faster,

easier, and possibly even more rewarding to employees. Such changes

generally improve productivity. The need for productivity improvement

will never end. With global competition there will always be a need to

21

produce more at less cost, which entails working both harder and

smarter in many situations

Recruitment and Selection

According to Banjoko (2003), employee recruitment is the process of

reaching out, searching for and attracting a large supply of people or a

large pool of interested applicants from which the organization can

choose those it considers competent or most qualified for the job

Also the studies by Adebayo, 2001; Ejiofor and Mbachu, 2001; Olowu

and Adamolekun (2005) shown that the human resource is the most

valuable asset in any organization. Consequently, the human factor is

therefore fundamental to the achievement of organizational goals. As a

result, the need to put in place appropriate strategy for employee

recruitment of organizational workforce cannot be overemphasized

Ndunuju (2009) stated that the most important job of a Human

Resources person is the selection and hiring/recruitment of employees.

According to him, it cannot be faulted that the success of any firm

depends on the quality of human resources or talents in that firm. He

emphasized on the importance for any human resources expert and

need to be very sure of hiring the right staff without compromising

anything from the onset. He stated that the Human Resources

Manager should have the questions can these staff deliver behind

his/her mind while sourcing for talents? What are their strengths? Can

they fit into the corporate goal and objectives of the firm? What are

their competencies? Can they be trained? Can they pursue the vision of

the firm? What values are they bringing into the organization? Are they

coming to use our firm as a learning ground and move on with their

career somewhere else? Can we count on them to fit into the

succession plan of the company? Etc. Answers to these questions and

more are why selection and recruitment seems to be an onerous task.

It cannot be argued that most applicants fake their qualifications and

experiences just to impress interviewers and get the job. It is very

important then for interviewers to look beyond the physical to

determine how suitable an applicant is. This brings us to the issue of

the competency analysis of those to be interviewed. Competency test

is always one of the important selection strategies. This is because it

goes beyond what eyes can see. It checks the behaviors of the

applicants as well as their characteristics, which influences and drives

their performance on the job. A competency can then be seen as the

underlying characteristics of a person which enables him to deliver or

not deliver superior performances in a given job, role or situation. The

competency of a candidate can be seen in his Skills, educational

qualifications, Knowledge, abilities, achievements, strengths, social

roles, self-image, Traits and Motives. Where the candidate’s skills,

educational qualifications, knowledge, abilities, achievements,

strengths and weaknesses can be easily identified, his Traits and

Motives are always hidden in the core of the candidate. The Motive and

Traits of different candidates are always what separates the chaff from

the juice. This then means that interviewers should pay more attention

during selection exercises in the motives and traits of candidates more

than their qualifications and experiences.

When there is an opening in a firm, it is always very important for the

Human resources department to check inwardly if there is any existing

staff that can fit perfectly into that position. If none, the next step

should be to look outwardly. While placing the advert, it is also very

important for the HR person to know the job requirements for that

position, the educational qualification needed, number of years of

Li

experiences on the job, the job description and the gender needed etc.

These will help in knowing the content of the advert place for the

advert to specify that each candidate should have his profile and career

summary in the first page of the resume. This will make the short-

listing job easy.

Bearing all these in mind, the selection and recruitment process will

flow as easy as ABC. For a guide a typical selection and recruitment

process should follow the sequence below: be aware there is vacancy

or opening requirements, analyze the vacancy, learn everything about

the processes, performance; the skills needed, the traits, .the job, the

the competencies, salary range, vacancy announcement, place the

vacancy in your website as well as in one or two dailies as the case

may be, be sure daily you are to use has wide readership, Start your

short listing, having in mind the job description and requirements,

depending on the number you have in mind, shortlist many candidates

for the pretest selection to give you a variety of choice, conduct the

test exercise (for entry job levels mostly),Prepare interview questions

for the pre-screening interview, conduct the pre-screening interview

(to trim down the number of candidates.), prepare more practical

questions for the next stage of the interview, make your selection and

present to the Management for the final selection, conduct your

background checks/reference checks on the successful candidates,

recruit the successful candidates, conduct employee orientation, hand

over a copy of the employee Handbook to each of them, place them on

probationary period before confirmation of appointments.

24

Employee Performance or Performance Evaluation

Performance management includes activities to ensure that goals are

consistently being met in an Agree and efficient manner. Performance

management can focus on performance of 1) the organization, 2) an

organizational unit, 3) a major process and/or 4) an individual or

employee

Employee Performance Management is defined as all activities to

ensure that employee goals as contained in their Job description are

consistently being met in an Agree and efficient manner. Employee

Management Process includes: establishing performance goals, agree

performance plans with superior, evaluating performance plan with

supervisor, rewarding performance by management, recognizing

performance by management, setting performance improvement

development plans and firing employees

Gberevbie.D.E (2010) stated that performance evaluation enables

organizations to adjust with a view to improving on its services for the

enhancement of its survival and growth. He described performance

evaluation in the private sector as based on profit maximization

While Boyne et al., 2003 explained that performance evaluation is

important to management as it helps them to ascertain whether their

organizations are improving, deteriorating or stagnant

Ayoade (2000) observed that in Nigeria Federal Civil Service,

recruitment and selection of qualified candidate for job position was

based on Federal Character principle contrary to competencies and

skills of the potential candidates. According to him, subjecting

recruitment/appointment and/or

promotion to Federal character discriminates against merit and is

therefore unfair to certain sections of the country to the advantage of

25

others. The outcome f such described as acquisition of incompetent

workforce into the public service and leading to poor performance

Vikesland(2000) study the impact of impact of high performance

measurement culture on staff motivation for enhanced

performance/productivity. According to him, Supervisors who delay or

skip annual performance reviews are missing a great opportunity to

motivate their employees. He opined that the annual performance

review may be just another work task for the supervisor but for the

employee the annual performance review is equivalent to the Super

Bowl

He concluded that by sum up employee perspective of performance

review as follows: Employees define a twinning” performance review

not only by a pay increase but also by how accurate he or she is

evaluated. An employee defines a ‘Tlosing” performance review by the

number of inaccuracies in his or her performance review. Too many

inaccuracies in the performance review will cause an employee to feel

unmotivated to further perform their job--even if they did receive a pay

increase.

Wolff (2009) asserted that lack of poor lack of a positive corporate

culture that values and drives high performance was the main reason

gave by high potential candidates who resigned from their previous job

positions. He stated that most of the staff that left their formal

employments rarely mentions money as the major reason for their

leaving.

26

THEORECTICAL PERSPECTIVES

RICO (2010) defined Competency based recruitment and selection is a

modern recruitment and selection theory focused on identifying those

candidates that can evidence those behaviourally defined

characteristics which underpin successful/superior performance in the

role you are seeking to fill.It opined that in recruiting and selecting

staff, it is more efficient to rely on several points of reference/bases of

information rather than one usually used in traditional based

recruitment and selection, to allow for a better and clearer picture of a

candidates suitability for a position within your organisation.The

following are the reference points normally adopted for competency-

based recruitment and selection: Application Form, Competency. Based

Interview, Competency Based Referee Report, Work Sample Tasks

,Group Discussion, Verbal Comprehension Test ,Numerical Computation

Test, Customer Contact Styles Questionnaire

French (2010) defined Traditional Based recruitment and selection as

process of recruitment and selection that involves first compiling a

wide-ranging job description for the post in question, followed by the

use of a person specification, which in effect forms a checklist along

which candidates can be evaluated on criteria such as knowledge, skills

and personal qualities. This traditional approach, in essence, involves

matching characteristics of an ‘ideal’ person to fill a defined job.

According to French (2010), he identified weakness of a seductive logic

in Traditional model because of in-built problems in its application

which focus on the individual’s personality which can be inherently

subjective and open to error and, furthermore, and again these

personal characteristics are suited to present rather than changing

circumstances. However, the competencies model in contrast, seeks to

27

identify abilities needed to perform a job well rather than focusing on

personal characteristics such as politeness or assertiveness.

He noted that Competency-based models are becoming increasingly

popular in graduate recruitment where organizations are making

decisions on future potential. In another studies, Farnham and Stevens

(2000) found that managers in the public sector increasingly viewed

traditional job descriptions and person specifications as archaic, rigid

and rarely an accurate reflection of the requirements of the job.

Similarly, the graduate recruitment bureau opined that in the twentieth

century recruitment and selection was primarily focused on matching

people to specific jobs(Traditional Model) but in the twenty-first

century, with the rapid pace of change facing most organizations, there

is an increasing demand to select people who match the wider context

of working within the organization, such as fitting with the

organization’s values, relationships with colleagues and customers and

the physical environment such as the technology the organization uses.

A competency-based approach is used to meet these changing needs

RICO outlined the advantages of Competency Based Recruitment and

Selection in an organization to include: Organization make an Agree

and successful investment of time, money and expertise which help to

ensure that: the organization is clear regarding the competencies and

skill sets required by the job; selection processes encourage a good fit

between individuals and their jobs, managers and staff have the

required skills and competencies; individual skills and abilities are

28

matched to the requirements of the job; and evaluation of work

demands and staffing are accurate.

In another related studies, Dargai (2010) opined that in-order to

implement competency based recruitment and selection for a position,

a competency model is necessary to evaluate the applicants.

Skill portal noted the usage of Traditional Based recruitment and

selection in today’s competitive job market, waste companies resources

in term of time and money during screening, interviewing and

selection processes to deliver high-quality candidates that will produce

desired results. Again, the Research finding shown that job

performance, job satisfaction and retention increase significantly if an

organization hires the “right person for the position” and the “right fit

for the company”. But few employers realize this and that: 25% of

employees just show up to collect a paycheck, 4O% feel

“disconnected” from their employers,66% Do not identify with or feel

motivated to achieve their employers’ business goals and objectives

Binning and Barett(1989) introduced modern theory on Recruitment

and Selection. The theory stated that instead of

Traditional Approach r.ecruitment/selection which is using job

description and the use of a person specification based which can be

subjective, they stated that the recruitment and selection in modern

days be based on the candidates competencies and the value

proposition he/she can bring to table.

29

Relationship between Recruitment/Selection and Employee

Performance/ Productivities

Engelhard. A., 2010, opined that the more employees company has,

the less productive each of these employees are. He postulated that as

the company grows and propounded 3/2 rule of employee productivity

that whenever a company triple the number of employees, it get halve

of their productivity. This according to him is due to increases in the

internal processes and the layers of bureaucracy, and the time spent

on communications grows rapidly.

He proved this using by taking a survey sample of 475 quoted large

America leading organizations and his findings were quiet revealing.

The study was focused on the constituents of the Standard & Poor’s

S&P 475 index of leading companies in leading industries of the U.S.

economy

For each company he collected information on revenues, gross profit,

EBITDA, and the number of employees. After removing some

companies with missing or hard-to-use data (e.g. negative profits)

As a metric for employee productivity he chose profits per employee.

His findings revealed that there is enormous variation in employee

productivity in such a diverse set of companies and industry sectors.

The largest employer is Wal-Mart with $75 billion profit and 1.8 million

employees ($41,800/employee). The three top slots in terms of

employee productivity are all in the financial sector, with Ambac

Financial Group’s 354 employees generating $1.66 billion profits

($4.7M per employee). At the bottom we find Darden Restaurants

whose 157,300 employees each contribute $8,201 to the company’s

profits

30

However, the trend is clearly downwards. Fitting a power law give a

slope of -0.68. This is scary. Three raised to the power of -0.68 is 0.47.

This means that when you triple the number of employees, you halve

their productivity. Or: When you add 10% employees the productivity

of each drops by 6.3%. Of course, since 3 times half is greater than

one, your total profits are typically growing

He concluded by submitting that productivity in~ large enterprise is

clearly a subject that deserves attention. If the S&P companies all

achieved their average productivity, then they would between them

generate an additional $2.9 trillion profit between them (with both

winners and losers, of course)

Gberevbie (2010) examined strategies for employee recruitment,

retention and performance in the Federal civil service (FCS) of Nigeria

and his results showed that the strategies for employee recruitment

into the civil service are mainly based on Federal character principle

(equal representation of people from different sections of the country),

merit, political consideration and government discretion.

In a study on organizational behaviour, Ofoegbu (1985) and McOliver

(2005) established a relationship between strategy for employee

recruitment and performance in an organization. Ofoegbu (1985) in his

work, reports that for~ an organization to achieve its goals of enhanced

performance, it must find the right kind of personnel and manage them

properly.The studies identified problems such as nepotism, favouritism,

political consideration and Federal character principle in employee

recruitment as basis for poor performance of public sector workers in

Nigeria.

3

Other Factors that Affects Employees Prod uctMties

Gberevbie (2010) opined that the relationship between employee

retention, productivity and incentives to retain workforce and

discovered that the government strategies is deficient and lagged

behind in providing adequate motivation to retain its workforce for

performance compared to what is obtainable in the private sector.

Stringer, 3 (2007) opined that there are 5 factors that can affect

employee productivities namely:

1. Attitude is everything

Happy employees are productive employees. And it doesn’t take a

rocket scientist or a consulting firm to figure that one out. Negative

attitudes can torpedo employee productivity much faster than nonstop

basketball being streamed over the Web

“An employee with a positive attitude usually enjoys the work that they

do and feels empowered and recognized for their contributions,” said

Henning. “An employee that is complacent and does not really enjoy

their work, but is simply there for a paycheck usually does not produce

at a high level, develops a bad attitude and generally drags a team

down.”

2.Boss is the Barrier

How can you improve employee productivity when the boss stinks? A

recent poll found that, among other things, an employee’s productivity

is determined by their relationship with their immediate supervisor.

When the bad boss fails to keep promises, never gives credit when

due, makes negative comments, or blames others for their mistakes,

the productivity level of their employees is significantly impacted.

“A poor supervisor is definitely the No. 1 factor that causes low

productivity,” said Barry L. Brown, President of a Florida-based

consulting group. “It’s been my experience that a good supervisor will

motivate, inspire, encourage and reward good performance. A poor

supervisor, of course, is just the opposite, only in multiples. Employees

who do not have a direct connection with the company begin to lose all

the reasons for wanting to do that little bit extra and take the

additional time to make something right.”

3. Productivity in Sickness and Health

Health concerns, naturally, are a big drain on an employee’s ability to

be productive, and companies know it. At the SHRM Conference and

Exposition last June in Washington, D.C., a survey showed that 85

percent of U.S. employers said they were interested in services to

increase employee productivity, minimize absences and enhance the

health of their employees.

Estimates show that 18 to 20 million American adults age 19 to 64 are

not working due to a disability or chronic disease, or are not working

because of health reasons. Roughly 69 million workers reported

missing days due to illness last year, for a total of 407 million days of

lost time at work.

Along these same lines, nearly 40 percent of U.S. workers experience

ii

fatigue, according to a study in the January “Journal of Occupational

and Environmental Medicine.” Researchers noted that the effects of

fatigue, most related to a wide range of physical and mental health

problems, on health-related lost productive time is not just

absenteeism but also days the employee is at work and is performing

at less than full capacity because of health reasons. For U.S.

employers, fatigue carries overall estimated costs of more than $136

billion per year in health-related lost productivity, $101 billion more

than for workers without fatigue. Eighty-four percent of the costs were

related to reduce performance while at work, rather than absences.

4. It is Technology Tool stupid

All the feel-good, psychological methods of improving employee

productivity are great, but they’re useless without the right tools. And

the right tools mean the right technology. For an employee to be

efficient and productive in today’s job environment means equipping

employees with the right gear. Companies that don’t upgrade or ignore

the necessity for tech tools like PCs, Blackberries, cell phones and

other 21st century tools, run the risk of diminished employee

productivity.

Intel, the world’s largest semi-conductor maker, found that wireless

notebook PC users increased their productivity by 100 hours per year.

They studied the work habits and productivity of more than 100 Intel

employees who were upgraded to wireless notebooks and found a gain

of more than two hours per week, more than paying for the cost of the

upgrades in the first year. They also found that when workers were

able to control more of their time, that productivity increased as well.

5. Downsizing and Outsourcing Moral

Ever vigilant of saving a buck and satisfying Wall Street, corporate

America has turned to cutting corners by downsizing and outsourcing.

Simply put, downsizing expensive labor while outsourcing a cheaper

version. For employees remaining in those offices and factories, their

morale and motivation can take a big hit. Translation: Will the moves

to save money be contradicted by a loss in productivity from

disgruntled employees? In most cases, employers fail to recognize that

if they downsize or outsource, they need to provide support to the

employees that remain. The psychological impact on employees can

directly impact productivity, forcing many to focus on their second

careers instead of the job at hand

Related Studies

Robbins (1997) in his studies opined that managers can use

performance appraisals for personnel decisions. He states,

“performance appraisals help highlight areas where employee skills and

competencies are deficient but can be remedied with appropriate

actions” (1997, 219).Robbins maintains that when employees’ skills are

deficient, performance appraisals can be used by managers as a

criterion against which training and development programs are

validated. In the area of training and development, performance

appraisals can also serve the role of providing feedback to employees

on how their organizations rate their performance. Another important

consideration is that performance appraisal help incentivize employees

towards reward~based allocations (Robbins 1997).

35

Ololade (2001) remains uncertain about their future in the workplace.

According to him, the Global Financial Crisis of 2008 and current world

economic recession where “financial markets are volatile,

unemployment insurance claims have jumped to their highest levels,

and more jobs are disappearing”, it is imperative that managers must

seek new ways to remain profitable during the economic crisis, by

employing only employees who can contribute significantly and directly

to the top-line and bottom of the organizational profitability.

Consequently, the use of well-crafted employee performance appraisals

becomes increasingly important because they can help identify top

performers and layoff poor performing employees, which also helps

- reduce costs during economic crises. This can be achieved by

instituting the following strategies: when employee performance was

less than a standard established by a company, a pay decrease would

result, when employee performance exceeded management’s

expectations, a pay increase would result. Performance appraisals

initially ignored employee development. According to Korede and

Appiah (2006), either a reduction in pay or a raise motivates

employees to either improve or continue to perform well. They further

opined that accurate and efficient performance measurement not only

forms the basis of an accurate performance review but also gives way

to judging and measuring employee potential Agreely.

Similarly, performance appraisals not only place genuine concerns on

the needs of individuals but also help organizations to:

Determine how the job of each employee can further the overall goals

of the organization, examine the individuals to evaluate the employees

strengths and weakness, identify and reward good employees to be

more assiduous in order to foster loyalty and motivate employees to

continue achieve, keep employee morale high through continuous

3

feedback, remain aware of the needs of the workforce to ensure

employee retention and increase productivity and innovation,

reduce the risk of complaints and litigation by ensuring that employees

feel fairly treated and are not surprised by management decisions; and

identify and deal with problem employees to either turn problem

employees into valuable, productive workers orlay the groundwork for

discipline and, if necessary, termination” (2005, 1/5)

CHAPTER THREE

METHODOLOGY

Research Design

This study employed a descriptive survey design using descriptive

comparative and descriptive correlation strategies. The study was

descriptive because it was used to describe a phenomenon, survey

because it involved a small sample; comparative in that the study

determined whether there is a significant difference in the level of

recruitment and Selection and Employee Performance in selected

commercial banks, correlational in that it was interested in relating

recruitment and selection to employee performance. The study also

took quantitative approach in that it was based on variables measured

with numbers and analyzed using statistical procedures.

Research Population

Target Population

In this study, the target population involved 120 employees of 70 of

them were from Global Trust Bank(Uganda) and 50 employees from

Ecobank, Uganda.

j

Table 1

Respondents of the Study

Selected Total Target Sample Size

Commercial Banks Population

Global Trust Bank (U) 70 60

Ecobank 50 44

Grand Total 120 94

Sample Size

The minimum sample size was computed using the Sloven’s formula,

which states that for given population, the required sample size was

given by;

n= N

1+n(e)2

Where; n = the required sample size; N= the known population size

and e= level of significance, which is 0.05. Given a total population of

120 respondents in the two selected commercial banks in Kampala

Central District, sample of was 94 respondents illustrated in Table 1.

Sampling Procedure

The target population of 120 employees of two selected commercial

banks in Kampala Central District which included 70 employees from

Global Trust Bank (Uganda) and 50 from Ecobank(Uganda), a sample

of 94 respondents was used, however only 70 out of the 94 was

retrieved representing 76%. I used stratified random sampling to

reduce time of doing research, costs and increase degree of accuracy

of the study. Regarding sample size, the sampling frames (i.e.

employees) in two selected banks and then proportionate systematic

sampling were chosen from the respective sampling frames or lists.

Data Collection Methods

The researcher used secondary and primary data collection approach.

Secondary data was got reviewing text books, journals, articles,

manuals, periodicals, dissertations, internet sources just to mention but

a few.

Primary data was gotten using research questionnaires as data

collection instruments because of their cost effectiveness in a survey

involving employees of the banks in Head Office and big branches in

Kampala.

Research Instrument

There were four sets of questionnaires directed towards employees of

the two selected commercial banks; one was on the profile of the

respondents, another on level of recruitment and selection process in

selected commercial banks, another on employee performance or

productivity and the last one on existence of performance

measurement metrics in the selected commercial banks. The

40

questionnaires also consisted of main title and introductory letter, with

a section of 4 bio-data questions, to help classify the respondents. The

questionnaire on Recruitment and Selection (independent variables)

consisted of eight questions as contained in section B in the appendix,

items 1-7 and section c contained 6 questions on employees

performance or productivity targets, and section d had 7

questionnaires on the existence of performance measurement metrics,

items 1-7. All questions in this section were close ended, based on four

Likert Scale, ranging from one to four; where 1= Strongly Disagree, 2=

Disagree, 3= Agree, 4= Strongly Agree.

The questionnaire on employee performance or productivity

(dependent variable) consisted of 13 questions divided into two

subsections 6 questions for employee performance and 7 questions on

performance evaluation and existence of measurement metrics. Under

Employee performance, there three subs-sub sections contain 2

questions on existence of employee performance targets, 1 question

on instrument performance indicators or performance measuring tools

and 3 questions on employee performance monitoring. . All questions

in this section were close ended, based on four Likert Scale, ranging

from one to four; where 1= Strongly Disagree, 2= Disagree, 3= Agree,

4= Strongly Agree

Validity and Reliability of the Instrument

The researcher tested for validity and reliability on the recruitment and

selection questionnaire which was non-standardized, where content

validity was done by ensuring that questions or items in questionnaire

conform to the study’s conceptualization. Supervisor and senior staff in

KIU who were experts on the field of study evaluated the relevance,

wording and clarity of questions or items in the instrument.

41

Data Gathering Procedures

Before the Administration of the questionnaires

An introduction letter was obtained from the College of High

Degrees and Research addressed to Authorities of respondents to

solicit approval to conduct the study from respective employees of

the selected commercial banks.

After approval, the researcher got a point man who is Senior

Management Staff of the selected banks to assist to distribute the

questions and return it.

The researcher prepared the questionnaire and discussed with key

respondent on the content of the questionnaire and how to

complete the questionnaire.

The researcher utilized the table on respondents (Table 1) to

determine the number of participants.

During the administration of the questionnaires

Specifically, the researcher together with Point Man in the selected

commercial banks requested the respondents to answer the

questions and not to leave any item unanswered; to avoid biases

and to be objective in answering the questionnaires.

The researcher with Point Man in the respective selected

commercial banks tried to retrieve the questionnaires. All

questionnaires retrieved were checked if completely filled out.

42

After the administration of the questionnaires

The data gathered was organized, collated, summarized and

statistically treated using the Statistical Package for Social Sciences

(SPSS)

Data Analysis (After Data Gathering Procedures)

I determined the profile of the respondents using frequency and

percentages distributions.

The mean was used to compute for the level of recruitment and

selection process and employee performance. To interpret the obtained

data, the following numerical values and descriptions were used:

Mean Range Description Interpretation

3.26-4.00 Strongly Agree Very High

251-3.25 Agree High

1.76-2.50 Disagree Moderate

1.00- 1.75 Strongly disagree Low

The Correlational Analysis was used to test for significant difference in

the level of recruitment and selection and employee performance in

the selected commercial banks in Kampala Central District.

‘f-)

Ethical Considerations

To ensure that ethics is practiced in this study as well as utmost

confidentiality for the respondents and data provided by them, the

following were done: (1) coding of all questionnaires; (2) the

respondents were requested to sign informed consent; (3) authors

mentioned in this study were acknowledged within the text; (4)

findings were presented in a generalized manner.

Limitations of the Study

1. Extraneous Variables: refers to intervening or confounding

variables which were beyond the researchers control such as

honesty of the respondents and personal biases.

44

CHAPTER FOUR

Presentation, Analysis and Interpretation of Data

Introduction

This chapter presents analyses and interprets data gathered from the

field on profile of respondents, level of recruitment and selection

process, significant relationship between level of recruitment and

selection and employee performance in the selected commercial banks.

Profile of the Respondents

Respondents in this study were described according to age, gender,

employee designation or rank, years of banking experience and

academic qualifications. In each case, respondents were asked through

a closed ended questionnaire, to provide their respective profile

information, to enable the researcher classify and compare them

accordingly. The responses were analysed using frequencies and

percentage distributions ass summarized in table below:

45

Table 4.0: Profile of the Respondents

n = 70

Category Frequency Percentage

Gender

Male 30 42%

Female 40 58%

Total 70 100%

Age

20-25 5 7%

26-29 5 70/s

30-35 35 50%

36-39 15 22%

40-eAbov& 10 14%

Total 70 100%

Employee Designation

Executive 7 1O%

Management

Senior Manager 10 14%

Middle Level 38 54%

Management

Officers 15 22%

Total 70 100%

Years of Banking

Experience

1-2

3-4

20

5

29%

7%

46

Demographic Characteristics of the Respondent

The field information obtained from Figure Table 4.0 shows that out

of 70 respondents chosen for the study, 30 or 42% of them were male

while 40 or 52% were female. These figures show a fair gender

representation in the organization

Ages of the Respondents

Table 4.0 showed that half of the respondents were of the age group

between 30-35years(50%) while rest were from ages 36-39(22%),

Above 40(14%), 20-25(7%) and 26-29(7%) which is line with country

population where the biggest portion of the population are youth and

lies below 4oyears.

Source: Primary data 2012

47

Regarding employee designation, majority of the sample respondents

were Middle level Managers(54%), 22% are officers and new recruited

staff of the bank, 14% are Senior Management while 1O% are

Executive Management. This distribution is normal in organization

setting where the numbers reduces as you go to the top

In terms of respondents’ years of experience in banking, the results

indicate that 47% of the sample size is in 5-6 years of experience in

banking, 29% are within 1-2years while 7% of the respondents are

within 3-4yerars and above 8years respectively. This result in line with

banking practice where the Executive Management staffs is expected

to have higher or longer years of banking experience compare to

others

On highest educational qualification, results revealed that 85% of the

respondents had degrees of Bsc(64%) and Masters(21%), 7% have

additional professional qualifications while 70/s has others. The

implication is that the sample respondents are well educated and

experience enough to respond on the research topics

48

Recruitments

Job Vacancy 3.40 Very High 2

Advertisement

Job Description 3.15 High 3

~Competiveness 3.63 Very High 1

Average Mean 3.39 Very High

Selection

~ Interviews 3.85 Very High 2

Relatives working in 1.18 - — Low 3

the bank

Number of Years of 4 Very High 1

Experinence in

Banking

Nepotism 1.16 Low 4

Average Mean 2.55 High

Recruitment!

Selection

Source.’ Primary Data 2012

The independen4: variable in this study was level of recruitment and

selection process operationalized Job Analysis and Job Vacancy

Announcement, Sourcing of resume (Competiveness) and Job

description results in Table 4.2 revealed that the respondents strongly

agreed that the recruitment process adopted by the selected

commercial bank was very high with an average mean of 3.39. The

mean for Job Vacancy advertisement was 3.40 which indicated that

Table 4.2: Level of

Indicators

Recruitment and Selection Process

Mean Interpretation Rank

Average 2.97 High

49

respondents strongly agree that the recruitment process was very

effective and interpreted as very highly efficient Recruitment Process.

This result is consistence with Djabatey (2012) that advertising of job

vacancies and employee referrals are mostly the mode for recruiting

potential employees in HFC Bank, Ghana, West Africa. The respondents

mean for competiveness for their position is 3.63 which is interpreted

as very, high meaning that all respondents strong~y agreed that their

job positions were keenly competed for because many resumes were

collected and screened before they were eventually shortlisted for the

job. According to the respondents the mean that the vacancy

advertisement stated the job description is 3.15 which is high, it

showed that the respondents agreed that they all the details of jobs

they are expected to deliver in the event they got the job which is a

positive impact on employee performance. Also, the average means of

selection indicators were 2.55 which is showed that respondents

agreed that the selection process adopted by the selected commercial

banks are interpreted as highly effective process. The implication is

that the respondents strongly agreed that the selection process and

strategies which include but not limited to: Aptitude Test, screening

interviews based on qualifications and years of experience and

eventually selection interview based on the result of the Panelists. The

interpretation is that the process is regarded as highly effective and

efficient to employee performance. The mean that the respondents got

their job because they know someone in the bank or their relatives

work in same bank (Nepotism) is 1.16 which is interpreted as low and

implied that majority of them got their jobs on merits and in most

cases did not know anyone in the bank they are working. Also, the

respondents’ mean of 4 for banking years of experience was rated high

and this indicate that respondents qualities that got the job is that

50

have spent certain minimum of years of experience in banking. This

result is expected because banking is a highly specialized industry that

required a specific competences and skills to be able to perform.

Table 4.3: Existence of Employee

Targets

Performance! Productivity

Indicators Mean Interpretation Rank

Existence/Awareness 3.57 Very High 2

about Annual Targets

Budgets/Targets are 3.54 Very High 3

approved by BOD

Departmental 3.61 Very High 1

Budgets/Targets

Staff Expectation of 3.41 Very High 4

budget is communicated

Agree HR department to 1.89 Moderate 6

monitor Targets

Performance Officers 1.95 Moderate 5

established in each

department

Average Mean 3.00 High

Source: Primary Data 2012.

Table 4.3 showed the information of the respondents on the existence

of employee performance/productivity targets in the selected

commercial banks. The results revealed an average mean of 3.00

which is interpreted as high and showed that the respondents’ agreed

that they do not performance targets in their bank. The mean for

Existence/Awareness of Annual Targets was 3.57 which is interpreted

51

as very high and which implied that all employees in the selected

banks have performance targets which is monitor regularly on monthly,

bi-annually and annually respectively. The respondents all agreed that

they know and aware of Annual Targets of their banks. The

respondents also stated that the Budgets/Targets are approved by the

Board of Directors and the Mean is 3.54 which are interpreted to be

very high. Also the mean of 3.4 in interpreted as very high and

connotes that staff budget are adequately communicated to all

employee to inform them of their departments budgets/targets.

However, the sample respondents’ rated moderate Human Resources

monitoring of the employee performance with a mean of 1.89, this

connotes that moderate monitoring of the productivity targets

explained the reason why many banks are felt below their targets in

profitability. The result is also consistent with Gberevbie (2010) who

stated that performance evaluation in an organization is important in

an organization to adjust with a view to improve its service and

enhance the survival and growth of the organization. The corollary is

that any organization that does not effective monitor the performance

of the organization will not meet its profitability targets and cannot

improve it service to the banking populace.

52

Table 4.4: Performance Measurement Metrics

Indicators Mean Interpretation Ranking

Annual Evaluatk~n of High 3

Performance/Performance

Review 3.09

Balance Score card or 3.40 High 2

MBO used as

Measurement system

Monthly Appraisal of all 2.95 High 4

staff

~Performance 3.52 Very High 1

Measurement System is

in place with an efficient

rating systems

Rewards and Punitive 2.64 High 6

Systems is in place

Mid-Year Appraisal 2.67 High 5

System

Appraisal is Subjective 2.08 Moderate 7

Average Mean 2.90 High

Source: Primary Date 2012

Table 4.4 showed the respondents confirmation of the existence of

measurement metrics in the selected commercial banks. The mean of

3.09 on Annual Evaluation of Performance Review is interpreted as

high showed that all the respondents strongly agreed that their

organization do conduct annual performance review. This result is

C-,3-,

consistence with Djabatey(2012) which stated that new recruits need

to be developed and appraised from time to time in order for them to

be abreast with new trends and challenges. The mean of 3.40 is

interpreted very high which showed the selected commercial banks has

performance measurement tools such as Key Risk Indicators,

Management by Objectives (MBO) and Balance Score Card to measure

and monitor employee performance on monthly and annually basis

with a designed set of parameters which is objective and in line with

organization goals and strategy. Also, the mean of 3.52 which is

interpreted as very high showed that the rating parameters

incorporated in the performance measurement system or

tools(~Management By Objective and Balance Score Card) is very high

and efficient and meet the organizations objectives. They also admitted

that Monthly appraisal is done regularly is more effective than monthly

appraisal system with a mean of 2.95 which is interpreted as high.

Although the respondents agreed that the mid-year appraisal and

rewards systems in place is high with mean of 2.67 and 2.64

respectively. However, they agreed that appraisal system is mar

subjectivity such as non-availability of position for promotion as the

mean is 2.08 which is interpreted as moderate. The implication of this

is that the appraisal system does not totally identify the weak link and

staff and sanctioned appropriately due to favoritism or nepotism.This

result is line with Ofoegbu (1985) which identified problems such as

nepotism, favouritism, political consideration and Federal character

principle in employee recruitment as basis for poor performance of

public sector workers in Nigeria.

54

Table 4.5: Relationship between Recruitment/Selection and

Employee Productivity.

Variables R value Significant Interpretation isionDec

Correlated Value on HO

Recruitment .443 0.00 Significant Rejected

and Selection correlation

Source: Primary Data2Ol2

Table 5.1 showed relationship between the level of Recruitment and

Selection in Selected Commercial banks and employee performance or

productivity. The r result of 0.443 showed that there is positive and

significant relationship between recruitment and selection and

Employee Performance or Bank’s Productivity. The implication is that

the staffing of the selected commercial banks is a major factor in

determine the employee performance and contribution to the bank’s

profitability. The result supported Ofoegbu (1985) which stated that

that for an organization to achieve its goals of enhanced performance,

it must find the right kind of personnel and manage them properly.

Again, this result supported Djabatey (2012) that the method used in

the recruiting and selection process in HFC Bank, Ghana was very

effective and moreover helped improve employee performance.

55

CHAPTER FIVE

FINDINGS, CONCLUSIONS, RECOMMENDATIONS

INTRODUCTION

This chapter presents a summary of the findings, conclusions drawn

and recommendations with relevance to the specific objectives of this

study.

FINDINGS

A summary of the major findings are indicated below in answer to

specific objectives of the study:

Respondents’ Profiles

The findings showed that the respondents in the sample have majority

as female ( 40 or S2%) and male-48% or 30. On the respondents’ age,

the study showed that 50% or 35 of the respondents’ ages range

between 30-35 group, implying that the majority of the respondents

are in their youthful ages which is consistent with country population

structure that has almost 7O% as youths. In term of employee

designations, most of the respondents’ (54%) or 38 were middle level

management staff, although other designations or ranks were

proportionately represented with top level managers having least

contribution-7% of the total sample which is normal distribution in any

organization setting

Concerning years of banking experience accumulated by the

respondents’ the study found out that majority of the respondents

(47%) had worked for between 5-6years. The implication is that the

respondents have enough banking experience to answer the questions

56

on the subject matter since they have done several appraisals within

these years

On highest educational qualification, the result indicated that the 85%

of the respondents had both Bsc and Msc while 7% each has

professional qualifications and other qualifications. The implication the

respondents are well educated and knowledgeable enough to effective

respond and correctly answer the questionnaires.

Level of the Recruitment and Selection in the Selected

Commercial Banks

The findings revealed that the level of recruitment and selection

process in selected commercial bank was ranked high (mean of 2.97)

where recruitment process ranked very high (mean of 3.39) and

selection process was ranked high (mean of 2.55). The following

procedures were undergone by selected by selected commercial banks

went through the following process in their recruitments and selection

exercise- job vacancy advertisement stating the job description,

curriculum vitae are collected, screened for aptitude test, where

necessary followed by interviews, candidate are selected based on the

outcome of the interview which always taking very serious

consideration for the banking years of experience and performance at

the interview.

57

The existence of employee performance targets and

performance measure metrics in the selected commercial

banks

The results indicated that existence of employee performance targets

or productivity which measures the level of employee performance.

The existence of employee performance targets or productivity targets

is broken into six aspects of awareness of annual targets, targets are

approved by board of directors, departmental targets, performance,

staff communication of the target, human resources monitoring of

targets, departmental monitoring officers of targets. Each of the

components was measured using items or questions in the

questionnaire, with each question rated with four points Likert scale,

ranging between one to four, where 1- strongly disagree, 2=disagree,

3=agree and 4 =strong;y agree. The third objective was to determine

the existence of employee performance targets which serves ass

benchmark to determine the level of employee performance in the

selected commercial banks for which respondents were required to

rate the existence of employee performance targets and the

measurement metrics used in the measuring the employee

performance. The average mean of 3.00 which is interpreted as high

was gotten from the respondents’ on the existence of employee

performance targets in their organization. The implication is that all

respondents agreed and reported that there is employee performance

for all staff which is measure either using Management By

Objective(MBO) system, Balance Score Card or Key Performance

Indicators(KPI). All the respondents’ stated that their banks using

either Balance Score Card or Management By Objectives in measuring

the employee performance targets. This result is consistent with

Gberevbie (2010) and Sambata (2010) that stated that employee

58

performance evaluation is critical organization effectiveness in service

delivery and profitability

Relationship between Recruitment And Selection And

Employee Performance

The result of findings showed that there is a correlation between

Recruitment and Selection strategies and Employee Performance in the

selected commercial banks.

Conclusion

The study findings revealed that there is a significant relationship

between independent variables (recruitment and selection) and

dependent variables (employee performance) in the selected

commercial banks. The findings agreed with the theory of Traditional

Based Recruitment/Selection that use criteria such as skills,

qualifications, experience and knowledge to select employee and reject

Binning & Barrett (2010) modern theory of Competency Based

Recruitment/Selection to select people strictly on their competencies

and value proposition. The study also generates new knowledge that

all the selected commercial banks studied do have bank-wide

productivity/performance targets which is apportioned to every

departments of the bank. The study also revealed that the selected

commercial banks used either or combination of the following

performance measurement metrics( balance score card, management

by objectives and key performance indicators to measure the employee

performance

59

Recommendations

There is need for the selected commercial banks adopt Competency

Based Recruitment and Selection theory to maximize the value from

their staff.

The Banks must endeavor to review and fine-tune criteria for Rewards

and Punitive System put in place for the achievement of employee

Performance targets because most of the respondents verbally stated

that the appraisal is not motivating enough but the actual results

differed significantly from the reality in the work place

The Banks Human Resources department must create a unit for

Employee Performance Management which will monitor and coordinate

the budget achievement for all staff every month, quarter and

annually. I recommend that future researcher to conduct research

investigation on the reasons why many bank have not implemented

competency based recruitment and selection process

60

REFERENCES

Amin, M~(2005): Social Science Research: Conception, Methodology

& Analysis. Kampala: Makerere University.

Engeihard, A.(2006): 3/2 Rule of Employee Productivity: internet

publication

Ndunuju, C.(2009): Social Science Research: Conception,

Methodology & Analysis. Kampala: Makerere University.

Stringer, J.( 2007): Employee and Customer Survey Research: an

internet publication

Gareth,R.J., GeorgeJ~ M(2003)- Conteporary Managememt

published by McGraw-Hill Irwin

RiddIeJ~,(B.V)-Manager’s Guide to Increase Employee Productivity

McOIiver FO (2O05)~ “Management in Nigeria: Philosophy and

Practice” mt..]. Commun. Hum. Stud. 2: 1.

Ofoegbu R (1985). “Personnel Recruitment and Management.” In H.

N. Nwosu (ed) Problems of Nigerian Administration. Enugu: Fourt

Dimension Publishing Co. Ltd.

WoIff.D., (2010)-Recruitment Expert & Corporate Matchmaker-

Archive for Employee Performance Category.

Vikesland.G. (2000)-Employer and Employee:The Performance

Review

Adebayo A (2001)~ Principles and Practice of Public Administration in

Nigeria (2nd edition). Ibadan: Spectrum Books Ltd.

Amadasu DE (2003). “Personnel and the Nigerian Management

Crisis: Ajaokuta Iron and Steel Mill Examined. Abuja Manage. Rev.

Ayagi IA (2001). “Globalization and the Nigerian Environment: A

Wakeup Call for the Human Resource Practitioners.” Human Resource

Management — J. Institute Personnel Manage. Niger., 10: 6.

61

Ayoade JAA (2000). “The Federal Character Principle and the Search

for National Development.” In K. Amuwo Agbaje, A., Suberu, R. and

Herault, G. (eds). Federalism and Political Restructuring in Nigeria.

Ibadan: Spectrum Books.

Babura ASM (2003). “Leading Public Service Innovation: The Case

of the Nigerian Civil Service and the Federal Civil Service

Commission. “website :(www.vuw.ac, nz/commonwealthseminar/paper/2

003/Alhaji%2OBabura %2ONigeria%2Ocivil%2OReform.pdf).

Banjoko SA (2003). Human Resource Management: An Expository

Approach. Ibadan: Pumark Nig. Ltd.

Binning, iF. & Barrett, G.V., (2010) Theoretical Background of

Competency-based Recruitment and Selection

Bodunrin P (1989). “Federal Character and Social Justice.” In P. P.

Ekeh and E. E. Osaghae (eds) Federal Character and Federalism in

Nigeria. Ibadan: Heinemann Educational Books.

Boyne GA, Farrell C, Law 3, Powell M, Walker RM (2003).

Managing the Public Services: Evaluating Public Management Reforms.

Buckingham: Open University Press.

Burns T, Stalker GM (1961). The Management of Innovation.

London: Tavistock Publications (reprinted Oxford: Oxford University

Press).

Butler R (1992). Designing Organizations: A Decision Making

Perspective. London: Routledge. -

Cascio WF (2003). Managing Human Resources: Productivity, Quality

of Work Life, and Profits (6th edition). Boston: McGraw-Hill, Irwin.

Chartered Institute of Personnel and Development (CIPD)

(2006). “Employee Turnover and

Retention. “(www.cird.co. u k/su bjects/recruitment/retention/)

62

Djabatey.E.N(2012) Recruitment and Selection practices of

organizations- A case study of HFC Bank Ltd (Ghana) MBA Thesis.

Egonmwan JA (1991). Public Policy Analysis: Concepts and

Applications. Benin City: S. M. 0. Aka and Brothers Press.

Ejiofor PNO, Mbachu AU (2001). “Imperatives of Human Resource

Practices in the New Millennium” 3. Manage. Sci. 5:1.

Fieldwork/Interview (2006). “Results from

Interview/Questionnaire with civil servants of the Federal Civil Service

of Nigeria.” Abuja.

French.R, and Rurnblesy.S.,(2010) Leading, Managing and

Developing People, 3rd Edition Chapter 9:Recruitment and Selection

Gabor,D.,(2010)-Competency Based Recruitment and Selection, BSC

Thesis work-Corvinus University of Budapes

Gaster L (2001). Quality in Public Services: Managers’

Choices. Buckingham: Open University Press.

Gberevbie DE (2008). “Staff Recruitment, Retention Strategies and

Performance of Selected Public and Private Organizations in Nigeria.”

Ph.D. Thesis. Coil. Bus. Soc. Sci., Covenant Univ., Ota.

Gberevbie DEl, Arowosegbe 3 (2006). “The Down-Stream

Petroleum Sector and National Development: An Analysis of the

Deregulation Policy as a Strategy.” Petroleum Train. 3. 3: 1.

Gomez-Mejia LR, Balkin D (1992). Compensation, Organization

Strategy, and Firm Performance. Cincinnati, OH: Southwestern.

Griffeth RW, Horn PW, Gaertner S (2000). “A Meta-analysis of

Antecedents and Correlates of Employee Turnover: Update, Moderator

Tests, and Research Implication for Next Millennium.” ].Manage. 26: 3.

Henernan HG, Judge TA (2003). Staffing Organization (4th edition).

Boston: McGraw-Hill, Irwin.

0~)

Ivancevich, John M(2001). Human Resource Management~

Irwin/McGraw Hill.

o f o e g b u, R., “Personnel Recruitment and Management.” In H. N.

Nwosu (ed) Problems of Nigerian Administration, Fourth Dimension

Publishing Co. Ltd, Enugu, 1985.

Olowu D, Adamolekun L (2005). “Human Resources Management.”InL. Adamolekun (ed) Public Administration in Africa: Main issues andSelected Country Studies. Ibadan: Spectrum Books

RICO (2010): Resilient Individuals, Communities &

Organizations, Training, Process and Strategies. RICO Training,

Processes & Strategies-Internet publications

Robbins,S.(1997), P. 1997.Essentials of

organizational behavior Prentice Hall

Schuler, Randall, S. (1987), Personnel and Human Resource

Management, Third Edition.

Sambata (2010). Individual Employee Performance and

Productivity.

64

APPENDIX lÀ

TRANSMITTAL LETTER

OFFICE OF THE DEPUTY VICE CHANCELLOR (DVC)

COLLEGE OF HIGHER DEGREES AND RESEARCH (CHDR)

Dear Sir/Madam,

RE: INTRODUCTION LETTER FOR Mrs.Folashade Bamidele

Oseni

REG. NO. MBA/32701/102/DF, TO CONDUCT RESEARCH WITH

THE ASSISTANCE OF YOUR INSTITUTION

The above mentioned candidate is a bona fide student of Kampala

International University pursuing a Master in Business Administration.

She is currently conducting a research for his dissertation entitled,

Recruitment and Selection in Selected Commercial Banks in

Kampala District, Uganda

Your institution has been identified as a valuable source of information

pertaining to his research project. The purpose of this letter then is to

request you to avail him with the pertinent information he may need.

Any data shared with him will be used for academic purposes only and

shall be kept with utmost confidentiality

Any assistance rendered to him will be highly appreciated

Yours truly,

Novembrieta R. Sumil, Ph.D

Deputy Vice Chancellor, CHDR

65

APPENDIX lB

TRANSMITTAL LETTER FOR THE RESPONDENTS

Dear Sir! Madam,

Greetings!

I am a MBA candidate of Kampala International University. Part of the

requirements for the award is a dissertation. My study is entitled,

Recruitment and Selection on Employee Performance in

selected Commercial Banks in Kampala District, Uganda Within

this context, may I request you to participate in this study by availing

me with the data contained in the attached check lists. Any data you

will provide shall be for academic purposes only and no information of

such kind shall be disclosed to others

May I collect the data within five days (5)

Thank you very much in advance

Yours faithfully,

Mrs. Folashade Bamidele-Oseni

66

APPENDIX 11

CLEARANCE FROM ETHICS COM MITT

Date

Candidate’s Data

Name___________________________________

Reg

Course _____________________________________

Title of Study

Ethical Review Checklist

The study reviewed considered the following:

- Physical Safety of Human Subjects

Psychological Safety

Emotional Security

Privacy

Written Request for Author of Standardized Instrument

Coding of Questionnaires/Anonymity/Confidentiality

— Permission to Conduct the Study

— Informed Consent

Citations/Authors Recognized

Results of Ethical Review

Approved

Conditional (to provide the Ethics Committee with corrections)

Disapproved/ Resubmit Proposal

Ethics Committee (Name and Signature)

Chairperson

Member _________________________

67

APPENDIX III

INFORMED CONSENT

I am giving my consent to be part of the research study of Mrs.

Folashade Bamidele Oseni that will focus on Recruitment and Selection

on Employee Performance in Selected Commercial Banks in Kampala

District, Uganda

I shall be assured of privacy, anonymity and confldentialilY and that I

will be given the option to refuse participation and right to withdraw

my participation anytime

I have been informed that the research is voluntary and that the

results will be given to me if I ask for it

Date ________________

68

RESEARCHER’S CURRICULUM VITAE

To document the details of the researcher, his competency in writing a

research and to recognize his efforts and qualifications, this part of the

research report is thus meant. The researchers bio-data is categorized

as follows

Personal Profile

Folashade Bamidele Oseni, is a Managing Partner, Caleb Consulting, an

outfit engaged in Accountancy, Management and Feasibility Study

Report

Educational Background

Folashade is B.SC degree holder in Fisheries and Aquatic Biology from

Lagos State University, Nigeria

Work Experience

She was trained in Ernst Young, An International firm of Chartered

Accountant for 7 years. She resigned as Audit Senior to pursuer my

personal interest

Other Relevant Data

She also Pastor along with her Husband at The Redeemed Christian

Church of God, City of Refuge, Kololo, Kampala, Uganda

69

APPENDIX IV

RESEARCH INSTRUMENT

‘ART A: DEMOGRAPHIC CHARACTERISTICS OF THE RESPONDENTS

SENDER (Please Tick)

1. Male2. Female

Age

20-25

26-29

30-35

36-39

4oafldaboVe

Vianagerial Level

Executive

senior Manager

Viiddle Level Management

Dfficers~

~uaIifications

3SC

\4SC

PhD

Professional Qualifications

Dthers specify

YEARS OF SERVICES IN BANKING

3-4

5-6

7-8

Others Specify

PART B: QUESTIONNAIRE ON RECUITMENT AND SELECTION PROCESS INSELECTED COMMERCIAL BANKS IN KAMPALA CITY.

Direction: Please respond to the options and kindly be guided with scoringsystem below. Please write your rating in the space provided:

Score Response Description Legend

4 strongly Effective You agree with no doubt at all SE

- 3 Effective You agree with some doubt E

2 ineffective You disagree with some doubt

1 strongly Ineffective You disagree with no doubt at all SI

Or Yes or NO whichever is applicable

(i) How will you rate recruitment and selection process in your bank?

(2) Do you have any relatives working in bank where you got the job?

(3) Do you think the fact that your relatives work in bank influencedyour recruitment and selection positively?

- (~) In your assessment, will say that the job vacancy was adequatelyadvertised for prospective candidates?

(5) I have a job description that outlined the job functions and it isadequate?

(6) The recruitment and selection exercise was keen contested for?

(~) Did you think your selection was based on the outcome of theinterview?

PART C: QUESTIONNAIRE ON WHETHER THE SELECTED COMMERCIALBANKS IN KAMPALA CITY HAS PRODUCTIVITY TARGETS

(i) We have productivity targets or budget in our bank.

(2) This Productivity targets or budget is approved and set at thebeginning of the year by the Board of Directors of the Bank andsame apportion among various departments of the bank.

(3) Each department heads distribute the targets using KeyPerformance Indicators among staff in their departments.

(4) The productivity targets which is determine How does yourorganization shortlist candidates? A. Use job descriptions. B.Competency based?

(~) All staff are expected to meet certain minimum productivity targetor budget is Sales or Service delivery.

(6) The unit or department in Human Resources that monitor theachievement of the budget is very steadfast.

(~) The various departments also assign an officer to monitor theachievement of budget or performance indicator on monthly basis.

PART D: QUESTIONNAIRE ON EXISTENCE OF PERFORMANCEMEASUREMENT METRICS IN THE SELECTED COMMERCIAL BANKS INKAMPALA CITY.

• (i) The Performance Measurement tools used in our bank is adequateand effective.

- (2) Staff evaluatió~ or assessment using Balance Score Card orManagement by Objective (MBO) or any performancemeasurement tool based on some parameters to be determined bythe Management.

(3)

(4)

(5)

(6)

(7)

The staff appraisal or evaluation done monthly is not effective

The Performance Measurement System has an efficient ratingsystem that put all staff in various bands or brackets ofperformance indicators.

The rewards(PromOtion, Bonuses) and punishment(sack, denial ofbonus) attached to non-achievement of the budget or productivitytargets is adequate.

However, from the experience, the Mid-Year Appraisal is moreeffective than the monthly experience.

The Appraisal or Performance Measurement system sometimes ismar with subjectivity such non-availability of position forpromotion.