CHAPTER ONE

INTRODUCTION
1.1 BACK GROUND OF THE STUDY
In to day’s organization of the world human resource planning in the starting
point of deciding whether calling of new application to the organization in
needed or not needed.

Recruiting and selecting the most qualified employees is the most and the key
determinates of the organizational capacity to build and achieve its goal.
There for we can define recruitment it is the process of generating a pool of
candidates for particular job (Luis, R, 1995).

Selection is the process of making decision about hire or no hire regarding

each applicant for the job. Both recruitment and selections are the process
by organization finds and choose the most qualified worker among those
applicants in the most critical task in any either in developing country as in
developed countries even in the world.

Most people would agree that the most qualified candidates should be hired
or promoted. But in the long run, hiring the most qualified candidates
contributes tremendous difference to the organizational effectiveness and
bottom like performance.
Since the growth and complexity of the organizations are increasing from time
to time, effective human resource planning, employee recruiting and selecting
process should be carefully analyzed in advance that to day before. There
fore, when an organization are decided to recruit and collect new application,
it is mandatory they should have to think that selecting and hiring the best
qualified worker is the back bone of their productivity and profitability. With
this background this research was.

1
1.2 Back ground of the organization
Back ground of EEPCO
Eclectic power was introduced to Ethiopia in the age 49 th century, during the
regime of Minilik. The first generator was said given to Minilik around the
year 1998 to light the palace.

In addition to the use of generators, Minilik got constructed the first hydro
power plant on kaki river in the year 1912 in order to supply power to small
factories that had been established in Adddis Ababa. Constantly, the power
supply that had been limited to small factories and the palace was extended
to public places and major roads in the vicinity of the palace after the Italian
was driven out of Ethiopia in the 1941, an organization enemy poverty
administration was established and took over along with other activities the
generation and distribution of power to the public.

The purpose of Ethiopia Electric light and power Authority was to engage in
the business of production, transmitting and selling of electric energy to the
public of Ethiopia and carry on any other lawful business incidental or
appropriate here to which is calculated directly or indirectly to promote the
interest of authority or to enhance the Value of its properties. At the time of
its establishment, the capital of authority was ten million Ethiopia dollars
each. It was also determined that the board of directors appointed by the
government small exercise all the power of the authority. In addition to this,
it was also determined that the head office of the authority would be in Addis
Ababa, which branch offices at a different places as necessary. At that time,
the annual electricity production capacity was 35 GWH while the number of
customers was 12,500.
In order to accommodate the new changes in the environment the Ethiopian
electric light and power Authority (EELPA) was transformed to the Ethiopian
electric power corporation (EEPCO) by reorganizing its functions on the basis
of the principle of commercialization and decentralization.

2
1.2.1 Mission and vision of EEPCO
Currently, the annual electricity production capacity of the corporation is
about 3112 GWH and the number of customer is about 1.1 Million. Although
the corporation has been increasing the number of customers by more than
15% annually. Thus it’s not enough yet, the corporation is required to think
and work strategically to meet the power supply need of the socio-economic
development of the country.
EEPCO’S vision: - To be a center of excellence in providing quality electric
service at every one’s door and being competitive export industry.
EEPCO Mission:- to provide adequate and quality electricity generation,
transmissions, distribution and sales services through continues
improvement of utility management practices response to the socio economic
development and environmental protection need of the public.

EEPCO’s Goal and objectives

In order to provide quality service delivery, EEPCO, has formulated a clear
goals and objectives which would enabled it to satisfy the customers need and
plays its role on the market. Goal and objectives, to bring institutional
change by implementing the capacity building program and to increase the
generation capacity to ensure adequate and reliable power supply by
implement the generation program.

1.2.2 Statement of the problem

In our to days business world every organization whose aim is doing business
and, those whose productivity in depend on their successive human resource
planning.

It enforce them to recruit and select employees which is the determinates of

organization performance (Mandy 1999)
Recruiting, selecting and applying the most qualified worker to the job is the
key determinates of organizations of its performance the organization or
/EEPCO/ should know each and every factors or problems and also want to
examine from where they are sourced. That mean either from its selection

3
criteria's it uses. The researcher want to bridge the gap by answering the
following researcher questions

Which are directly related the specific objective of the title:-

What are employee's selection criteria mostly applying currently by the
organization?
What type of policies and principles it asses for the purpose of employee
recruitment?
What are the major factors or problems that affect the organizational
recruitment and selection process?
What are the organizational conditions influence employee calling and
applying for the job?
How can external recruitment affect the senior employee?

1.3 Objectives of the study

1.3.1. General objective
The generally objective of this study is to asses the role of employee
recruitment and selection on the organizational performance in case of
EEPCO of wolkite Branch (South west region head office).
1.3.2 Specific objectives
Specific objectives of this study are the expansion of general objective. The
following are specific objectives that the researcher wants to address.
To asses policies and principles of EEPCO organization currently apply
on employee recruitment and selection.
To identify problems related to employee recruitment and selection in
the organization.
To asses the organizations performance that affect its recruitment and
selection of new worker.
To asses major employee selection criterions currently apply in the
organization.
To find and to recommend possible solution for the organization.

4
 1.4 Significance of the study
Under this subtopic the researcher wants to analyze the purpose of research
paper. After the completion of this research paper, the organization (EEPCO), the
researcher himself, other researcher and individuals can be benefit from the
conclusion and recommendation to correct their errors.
 The researcher will get experience to do better than when he required
doing other researchers and individuals can benefit as reference and
document.
 The study also provide use full information for the corporation
(EEPCO) in Wolkite Branch perform well by considering its
performance for failure or encourage them to do all the best to
increase the qualification of the human resource planning

1.4.1 Scope of the study

Since it is difficult to cover all Ethiopian electric power corporation
organization to conduct this particular research paper, the researcher want to
limit its case study only on Ethiopian electric power corporation (EEPCO) of
wolkite branch (south west region head office).

1.4.2 LIMITAION OF THE STUDY

Even though the researcher used his maximum effort to make the study
perfect, there are some limitations which are occurred during the study.
These limitations are:-
 The in ability of respondents to fill the questionnaire properly.
 Lack of good communication between researcher and the respondents
and lack of financial power and insufficient availability of time are
common limitations.

5
 CHAPTER TWO
LITERATURE REVIEW
2.1 CONCEPTS AND DEFINITION TERMINOLOGY.
The two most important aspects of staffing are human research planning. It
is derived from organization needs of labor force. There fore recruitment
defined organization needs of attracting application for the position needed.
(Ivancevich 2 PP 104).
Most experts maintain that recruitment and other recruitment effectiveness
in turn affects the selection success. There fore, recruitment and selection
are the most important concepts and are inter dependents, which are not
separated.

The process of staffing putting the right people in the place at the right time is
one of the most critical tasks of any organization. Because the quality of the
work performed is determined only by these capability of the people
performing it so that recruitment is the process of finding qualified people and
encouraging them for work to the firm and selection is the process of choosing
among those who do apply Together those two facts of human resource
management supply is the life blood to the organization. (Ivancevich,
1998.pp214)

2.1.2. Alternatives of organizations to recruitment

Even when the human resources planning indicate the need for the
additional; work force, affirm should decide and consider the increasing size
of its work force and the consequential or related expenses. Because, if once
employees are placed on the payroll, it may be difficult to remove them, even
if their performance is marginal. There fore, affirm must consider its
alternative in the recruitment processes.

These the common known alternatives are the following:-

6
 A. Contingent worker; Also kwon as temporary disposable workers used
for meeting temporary fluctuation or shortage workers instead of
engaging to recruitment
B. Out sourcing:- is the process transferring responsibility for an area of
service and it's objectives to external provider or other organization.
C. Employee leasing: - when a firm terminates some or most of its
employees and leasing company hire them usually at the same salary
range.
D. Over time:- is the most commonly used method to external or to meet
short term labor fluctuation. (Gary dessler, 2002)

2.1.3 Recruitment and other human resource

Activities and organizational alternative:-
Recall the statement earlier about the inter dependent nature of reputation of
the organizations like decision regarding employee testing work policies and
programs, compensation, benefits and corporate image all can have impact on
recruitment (Mondy 1999)
2.1.4 Organizational recruitment process
Ideally the recruitment should ensure that for every position available in the
firm, there a sufficient number of qualified applicants. These applicants
should include both sex and various social groups. Such as minorities and
disable groups. Especially for those larger organizations, recruitment is
complex and continuing processes that demand extensive planning and effort
(Mitiku, Bekele 2005).

7
 The figure in to show organizational recruitment process dearly. Figure
2.1 below and factors.

Internal factors External factors

Human resource planning staffing needs

Job analysis options planning of external and internal

Recruitment

Pool of application

Selection

Job analysis / performance

Figure 2.1 stages of recruitment and selection

Source (Braton & gold 2007, PP 241).

2.1.5 Factors affecting the recruitment process.

There are different factors affecting organizational employee recruitment
process. Thus are:-
1. Organizational factors and
2. Environmental factors.

8
 Organizational factors:- many factors affecting the success of the
organizational recruitment from the organization itself. The most common
known organizational factor are:-
i. Company’s reputation:- that affect the company's recruitment
success interims of product or services over all the company projects
a certain image to the community at large and this influence its
ability to a fact qualified workers to be attracted. In many cases
good advertising and successful public relation effort can increase
community knowledge of the company, rise public application and
thus makes dramatic impact it can recruitment.
ii. Relations with labor unions:- it can be critical to public perceptions
of the firm as can be company's reputations for offering high or low
wages.
iii. Organizational climate:- the organizational climate and condition in
which the current or existing employees are surviving affect the
recruitment success.
iv. Working condition of the organization:- indicates employee's safety,
security, employee insurance and requirements are considered as
working condition and has its own impact on the organizational
employee recruitment success.
v. Cost of recruitment:- the cost of calling application in the important
factors to be considered in recruitment process and call applicants
as they need. They may not have the recourse to interview
candidates at colleges out side the region organization may not have
financial capacity to pay the travel to analyze the cost involved in the
alternative method.(French, Wendell,2007)
Environmental/External factors Affects organizational
Recruitment process.
In addition to the factors with in the organization, the external or
environmental factors influences the recruitment success in a variety of the
ways. The most common known are:-
A. Competition with other comprise:- Can reduce the pool of qualified
applicants or raise salary expectations from the firm willing to pay.

9
B. Labor market:- most obviously, the condition of labor market affects
the supply of qualified candidates. If the firm can not find enough
skilled applicants in the immediate area, it may reed regional or a
national search program.
C. Economic trend:- can influence both the number and pursuing of
people certain occupations and the demand for their services.
D. Social attitudes:- About particular type of employment will also affect
the supply of workers. If a job I considered uninteresting, oppressive
or low in status, applicants will call it unless the wages are extremely
attractive.
E. Control of labor unions:- in some industries unions may control the
supply of applicants. Although discriminations against non union
members is illegal. The union can evaluate applicants who are
referred will usually be union members.
F. Federal and state government regulations:- finally, federal and state
regulations concerning equal employment opportunity and affirmative
actions set the frame work with in which are recruitment program
must function. All these the above factors

are should be considered by the organization human resource

planner.(Tyson , shoun ,1996.p104)
2.1.6 Source of Recruitment
Obviously the objective of the firm is to call the qualified candidates and
to apply for work. In order to realize these objective, the firm have two
sources of recruitment thus are internal and external sources of
recruitment.
2.1.6.1 Recruitment with in the organization.
For position above the entry level, the best source of recruitment is from
the organization itself. There are different methods used in internal
recruitment are:-
1. Job posting: - it involves all announcing of job opening to all
currently existing employees, bullet in board notice or printed
bullet in can be used for this purposes. Some firms have

10
 developed computerized job posting system plat employees can
obtain in for motion on their computer screen. In some
companies the personnel offices publishes monthly new paper
that list the position available.
2. Employee referrals;- another way of finding application on with in
the organization is through employee referrals by people in other
departments. Informal communication among mangers can lead
to the discovery that best candidate for a job in already working
in different section of the firm.
3. Skill inventory:- many firms have developed computerized sills
inventory of their employees. Information about employees skill,
educational back ground, work history and
other important factors are stored in data base, which can
then used to identify employees wish in the attributes needed for
particular job.
 Wendell L. French (2007)

2.1.6.2. Advantage and disadvantage of internal recruitment.

i. Advantages of internal recruitment;- the chief advantage of recruitment with
in the organization is that the employee is already known his/her
performance in the job will usually be more predicable than that of an
outsider and organizational commitment.
ii. Disadvantages of internal recruitment
There are several reasons why organizations might decide to recruit
externally.
 First, for entry; - level positions and perhaps even for some
specialized upper level positions, there may not be an internal
recruitment from which to draw.
 Second, bring in outsiders may expose the organization to idea or
new ways of doing business. Using only internal recruitment can
result in a work force whose members all think alike and who
there fore may be poorly suited for innovation with out occasional

11
 new talent from outside; management may become stagnant, out
touch with the completion and the market place.
(Noe, Raymond 2006)

2.1.7 Recruitment from out side the organization

Finding qualified applicants from out side the organization is the most
difficult part of recruitment. The organization success of getting and
demanding the specialized skills depends on the effectiveness of the
organization's recruitment program. The common methods for external
recruitments are:-

i. Internet and E-mail:- the internet provides the

advantage of speed to employers and applicants like. A job can be
posted one day and resumes may begin arriving over night by e-
mail or fax.
ii. Advertising:- has the advantage of reaching relatively a
large number of potential applicants.
iii. Placement Agencies:- educational institutions ranging
from high schools to universities usually have placement offices
to assist their graduates in the finding work
iv. Field recruitment:- companies interesting in recruiting
new graduates of colleges generally do more that simply contact
school placement offices. The company may also run notice in
the student news paper and other locates publications that
students are likely to read. This sending of recruiters out into the
environment is called field recruiting.
v. Walk- ins and unsolicited applicants file:- the most
common and the least expensive approach for candidate is direct
applications where job seekers submit unsolicited materials (eg.
Resume) or simply show up in person seeking employment.
vi. Referrals:- employees referrals of candidate from
Out side the organization have been valuable source of applicants
for many organization

12
 Vii. Internship:- placement directors, students and recent college
organizations constitute one of the most effective recruiting
strategies. (Dessler, 2002,pp114)
2.1.7.1 Advantages and Disadvantage of external recruitment.
A. Advantages of external recruitment:- As every body know one big
advantage of external recruitment is that the approach can facilitate the
introduction of the new ideas and thinking into corporate decision making
the new blood comes with no ownership of past strategies,, which often
hinders an objective assessment of future strategies
B. Disadvantage;- of external recruitment the introduction of new personnel
may have negative impact on work group cohesion and morale.
2.1.8 Recruiting Evaluation
Evaluating the success of recruiting effort is important because that is the
only ways to find out whether the efforts are cost effective interms of time and
money spent.
General areas of evaluating recruitment are includes:-
 Quantity of applicants:- because the goal of good recruiting is to
generate a large pool of applicants from which to choose quantity is
natural place to begin evaluation.
 Equal employment opportunity goals:- the recruiting program is the key
activity used to meet goals for hiring protected class individuals.
 Quality of applicants:- in addition to quantity, there is the issue of
whether the qualification of the applicant pool are sufficient to fill the
openings.
 Cost per application hired:- cost varies depending on the position being
filled, but knowing how much it costs to fill an empty

position puts for over and salary in perspective and time is also be
considered.(Harris, Michacl,1997,p201)

13
2.2. Selection
2.2.1. Definition of selection
When as recruitment encourages individuals seek employment with the firm,
the purpose of selection is to identify and employ the best qualified
individuals for specific position.
So that we can define selection as the process of choosing from a group of
applicants of individuals those best suited for particular positions. (Tyson,
Shoun, 1996).
2.2.2. Nature of selection
The selection process by its nature is the process of choosing individual who
have relevant qualification to fill jobs.
In other word, it means, personnel is the process by which companies decide
who will or will not be allowed in to their organizations.
( Noe, Raymond 2006)
2.2.3 Generic standard of organizational selection
There are several generic standards that the selection process should be met
in any organization or firm. There are some common standards are:-
i. Validity:- we can define validity as the extent to which performance
on the measure is associated with performance on the job.
Validity can be classified as criterion validation and content validity.
a. Criterion related validity:- one way of establishing the validity of
selection method is to show there is an empirical association
between scores on the selection measure and scores for job
performance. There are two type of criterion validity these are:-
1. Predictive validity:- it seeks to establish an empirical
relation ship between test scores taken prior to being
hired and eventual performance on the job. It requires
one to time, After test administration to see how subset of
those applicants are performed.
2. Concurrent validation:- it assesses the validity of tests by
administering it to people as ready on the job and then
correlating test scores with existing of each person's

14
 performance. More clearly depicted on the following
figure.
Concurrent Validation

Measure all current job incumbents’ performance

Obtain correction between

these two set of numbers
Measure all current Job incumbents’ performance

Predictive validation

Measure all Job applications on attributes

Hire some applicants and reject others

Obtain correction between

these two set of numbers

Wait for some time period

Measure all newly hired Job incumbents’

performance

Figure 2.2.3 Graphical depiction of concurrent predictive validation

designs.
: Noe H.B 1996

b. Contingent validation:- when sample sizes are small an

alternative test validation strategy content validation can be
used.

15
 ii. Reliability;- one of the key standards for any measuring device is its
reliability as the degree to which to measure is a free from random
error.
iii. Generalize ability:- is defined as the degree to which validity of
selection method established in one context extends to the other
context.
iv. Utility:- is the degree to which the information provided by selection
methods enhances the bottom lines effectiveness of the organization.
Generally the more reliable, valid and generalize able the selection
methods is, the more utility it will have.
v. Legality:- the final standard that any selection method should
adhere to is legality. All selection method should confirm to existing
legal precedents. (Harris,Hichael Noe, 1997).
2.2.4. Process of selection
The processes of selection is typically being with the preliminary interview
which used to reject the unqualified applicants immediately to save further
costs of the employer.
a. Preliminary interview:- the purposes of these initiate screening of
applicant those obviously do not meet the positions requirements.

b. Review of applications:- is another early step in the selection process

may be involve having the prospective employment the employer then
evaluate it so see whether there is an operant math between the
individual and the position.
c. Employment testing:- a technique that some organizations use to aid
their selection decision is an employment test

d. Employment interview:- the preparation organization impressions that

interviewers, from before the interview can influence the conducting of
their interviews.(Randall. S.Suhwar P217)
e. Back ground investigation:- The only way of employers to protect
themselves from resume fraud and false credentials is to request

16
 verification or proof from applicant either before or after hire (S.Sular.
1988)
2.2.5 Factors affecting organizational employee selection process
Standardized screening process that can be followed consistently would
greatly simplify the selection process of the organization
Most of the common factors is:-
1. Legal consideration:- human resource management activities are
influenced by legislation, executive order and by the court
decisions
2. Speed of decision making:- the time available to make a decision
of selection can also have a major affect on the selection process.
3. Organizational Hierarchy:- Extensive back ground checks an
interviewing would be conducted to a variety of experience and
capabilities of the applicants for the executive position.
4. Applicant's pool:- the number of qualified applicants collected for
particular position can also affect the process of employee
selection.
5. Type of organization:- the sector of an economy in which an
individuals are to be employed / I. e. either private or government,
for profit or non profit oriented / organizations are greatly affect
the success of employee selection (Leslie W.Rue: 1999)

2.2.6 CRITERIAS OF EMPLOYEE SELECTION

Once selected, the panel members develop selection criteria involves clarifying
and weighting the various pieces of information assembled through perusals
of the job description and job specification and discussion among the
interview team members, especially those most familiar with the job and
coworkers.
Steps are involved to choose the
Step 1 Deciding who will be involved in the selection process and developing
selection criteria

17
  This step should occur prior to recruitment, since without accurate
information about the job and the essential human qualification
required to perform it. It is imposable to plan an appropriate
recruitment campaign, let alone an effective, legally defensible
interview.
Stet 2:- specifying musts and wants and weighting the wants. Once agreed
upon, the selection criteria should be divided in to two categories musts and
wants. This step should also occur prior to recruitment.

Must criteria: - are those that are absolutely essential for the job, include a
measurable standard of acceptability or are absolute, and can be screened
initially on paper.
The want criteria:- are those that have been called from the must list. They
include skills and abilities that can not be screened on paper (such as verbal
communication skills), are not readily measurable as well as those that are
highly desirable but not critical.
Step 3 Determining assessment strategies and developing on evaluation
form:- once the must and want criteria have been identified appropriate
strategies for learning about each should be specified. (Leslie W.Rue; 1999).
Step 4 Developing interview questions to be asked of all candidates.
– Situational questions – behavioral questions – Job – knowledge
questions – worker- requirements or willingness questions.
Step 5 Developing candidate – specific questions should also be word
processed in advance and added to the bottom of the interview
questionnaire for each candidate.
Step 6 The supervisory interview:- when the supervisor recommends hiring
an individual, he or she has made a psychological commitment to
assist the new employee if the candidate turns out to be
unsatisfactory, the supervisor is much more likely to accept some of
the responsibility for his or her failure.
Step 7 A realistic job preview:- a realistic job preview (RJP) strategy
used to provide applicants with realistic information both
positive and negative about the job demands, the organizations

18
 expectations, and the work environment.
Step 8 Making the hiring decision:- To make the hiring decisions,
information from the multiple predictors used must be combined
and the applicant who is the best fit with the selection criteria
must be identified. HR department staff members generally play a
major role in compiling all of the data it is the immediate
supervisor who is usually responsible for making the final hiring
decision.
Step 9 Candidate notification:- once the decision has been made, a job offer
is extended to the successful candidate, HR department staff
members generally handle offers of employment, both the initial offer
by telephone and follow- up in wrinting (Gary Dessler, 2002)
Step 10:- evaluating the selection process
 Evaluating the selection process involves considering a
number of - Are the selection procedures used effective
identifying qualified, capable, productive employees?
 Are the techniques used efficient and worth the costs and
trouble.
 Are there ways in which the process could be streamlined or
improved?
To answer these questions, feed back is required.
 Retention data and performance, ratings, turnover and ) or
absenteeism, low employee satisfaction, union grievances or
unionization attempts, and even legal challenges.
 Constructive feed back can also be obtained from employees
and supervisors, and through assessment.
(Garry Dessler:- 2002).

19
 CHAPTER THREE
RESEARCH METHODOLOGY

3.1 SOURCES OF DATA

i primary data sources
Primary data sources is the most valuable to address this particular research
which was collected directly from the employees of the organization.
Usefully tools to collect primary data:- are questionnaire and interviews

ii Secondary data sources:-

Secondary data is also has great contribution for the definition of research
problem. There fore the most common sources of secondary data are books,
research finding recorded document and annual reports of the organization.
3.1.2 Sampling method
To conduct this research paper, the researcher was use the study stratified
sampling method. The organization have 160 total population in four
department. the researcher was to take 31 percent of the total population,
when it expressed in number out of N= 160 of EEPCO organization n=50
respondents were asked questionnaire and unstructured interview the
researcher was take respondents proportionally from each department as
focus from universal accessory department (N=42, n=13) distribution
department (N=45, n=14) from sales department (N=62, n=19) and from
operation department (N=11,n=4) why stratified method employed is because
they are homogenous in terms their status background and characteristics
accept their classification is department.

3.1.3 Data collection

To address this particular research paper data was collected by using
questionnaires and unstructured interviews. After the questionnaires are
designed, first it was tested and then questionnaires would be distributed for
the sample size of 31 percent respondents randomly by the interval of N/n in
the way of data collection, it would be administered by the researcher himself.

20
3.4 Data processing and analysis.
The researcher want to identify how data’s were processed and analyzed. So
after all data were collected, the researcher was used to quantitative methods
of data processing which means the data from the questionnaires would be
changed in to tabulation from using numbers and percentage from those
figures of percentages interpretation was conducted because unless there is
an interpretation putting percentages and numbers in the table tells nothing
so that from the interpretation, recommendation and percentage data was
made. There fore in the form of tabulation and percentage data was analyzed
and processed.

21
 CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 QUESTIONNAIRE ANALYSIS

The major primary data tools that the researcher used to collect data and
complete this particular study is questionnaire out of 160 total employees of
EEPCO, the sample size was 50 respondents and one human resource
manager asked interview and the rest 50 respondents are filed the
questionnaire there was field the question properly because the researcher
was administer and collect at the same time it distributed. The analysis and
discussions are as follows.
Table 4.1 respondents personal information

No Item Respondents
1 Sex:- Number percentage
Male 28 56%
Female 22 44%
Total 50 100%
2
Age- group 20-30 27 54%
31-45 17 34%
45 and above 6 12%

Total 50 100%
3 Educational status
-High school completion -- --
-certificate -- --
-Diploma 13 26%
- Degree 37 74%

Total 50 100%
4 Martial status – marred 19 38%
- unmarried 31 62%
- divorced -- --
- widowed -- --
Total 50 100%

As we can see from the above table, out of 50 total respondents 56% (28) and
44% (22) are said male and female respectively we can conclude that most of

22
the EEPCO employees are male and the manager expect to balance the ratio.
From the data related to age group, out of 50 total respondents, 20-30, 31-45
and 46 above are 54% (27), 34% (17) and 12%(6) respectively are found in
between 20-30 age group.

On the other hand, from the data related to the respondents educational
status out of 50 total respondents, 74% (37) respondents are said degree
holder and the rest 26% (13) are said diploma holder. Form this data we can
easily understand that most of the employees of the organization are degree
holder and there is no employees who have certificate and high school
completion card. Finally from the data shows marital status, out of 50 total
respondents, 62% (31) are said unmarried, 38 %( 19) are said that they are
married and there is no respondent who said widowed and divorced.

Thus we can understand that most of the employees of an organization are

unmarried.
B/ respondents on questions related to employee recruitment
Table 4.2 responses on source of recruitment

No Items Respondents
5 Does the organization make recruitment Number percentage
process?
Yes 47 94%
No 3 6%
Total 50 100%
6
If you say “Yes” Q no 5, which source of
recruitment it uses?
Internal ------------- 9 19%
External ------------ 2 4%
Both----------------- 36 77%

Total 47 100%

From the above table 4.2, out of 50 total respondents 94%(47) said yes the
recruitment process is takes place in the organization and the rest 6%(3) are
said no. There fore we can say that the organization makes effective

23
recruitment. On the other hand, from the data shows source of recruitment
out of 47 total respondents, 19%(9), 4%(2) and 77% (36) are said internal,
external and both respectively. Thus sows the organization makes or recruit
from both internal and external source of recruitment and the concerned
body expected to know the reason behind.
Table 4.3 responses on the alternatives to recruitment
No Item Respondents

Number % age

7 Does the organization use

alternatives to recruitment?
Yes 82%
41
No 18%
9

Total 50 100%
8 If you say “yes” on Q 7 how
do you rate?
Very high 4 9.8%
high 5 12.2%
Medium 26 63.4%
Low 4 9.8%
Very Low 2 4.9%

Total 41 100%
9 Which type of alternative is
it uses more?
A. contingent worker 24 48%
B. Out souring 6 12%
C. Employee leasing 9 18%
D. Over time 11 22%
Total 50 100%

24
From the above table out of 50 total respondents, 82% (41) said yes and the
rest 18% (9) are said no which means 82% (41) of the respondents believe
that the organization use alternative to recruitment. Thus it shows EEPCO
organization uses different alternatives to recruit new employees. On the
other hand from the data shows the rate how the organization use these
alternatives, out of 41 total respondents, 63.4% (26) are said medium and the
rest are said very high 9.8% (4), high 12% (5), low 9.8% (4) and very low 4.9%
(2). Thus any body can understand that the rate how the organization
focuses on alternatives to recruitment is medium. Finally from the data
shows type of alternatives to recruitment, out of 50 total respondents, 48%
(24) are said the organization use contingent worker and the rest are said out
sourcing 12% (6), employee leasing 18% (9) and over time 22% (11)
respectively. There fore from this data any body can conclude that the
organization use contingent worker more than other alternatives to
recruitment.

Table 4.4 responses on factors that affect recruitment process.

25
No Item Respondents

Number % age
10 Which is/are internal
factors affects the
organizational recruitment
process?
A. Working condition 54%
27
B. Relations with labor 26%
13
unions
C. Organizations climate. 20
10
D. All factors can affect --
--

Total 50 100%
11 Which is/are external
factors affect employee
recruitment
A. Competition 15 30%
B. Labor market 17 34%
C. Economic trends 7 14%
D. Government 7 14%
regulation
E. Social attitude 4 8%
F. All factors can affect -- --

Total 50 100%

From the above table 4.4 out of 50 total respondents, 45% (27) are said
working condition and the rest said relation with labor unions 26%(13)
organizational climate 20% (10) and there is no respond who said all factors.
There fore from this data we can conclude that the most internal factor affect

26
the organizational recruitment process is working condition and the manager
expect to influence such condition.

On the other hand from the data shows external factors, out of 50 total
respondents, 34% (17) are said labor market and the rest are said competition
30% (15), Economic trends 14 (7), government regulation 14% (7), social
attitude 8% (4) and there is no respondent who said all factors respectively.
There fore from these data we can understand that the most external factors
that affect organizational recruitment process is labor market.
Table 4.5 response on employee evaluation for internal recruitment.
No Item Respondents

Number % age
12 Do you believe that the
evaluation made to recruit
from internal is directly job
related?
Yes 74%
37
No 26%
13

Total 50 100%

From the above table 4.5 out of 50 total respondents, 74% (37) are said yes
and the rest 26% (13) are said no that means the evaluation method that that
the organization used to recruit from internal is directly job related. There
force such evaluation method to recruit from internal of the organization
enhance their performance.
Table 4.6 Recruitment opportunity of the organization
No Item Respondents

27
 Number % age
13 Do you believe that the
recruitment process of an
organization have equal
chance for both sex?
Yes 66%
33
No 34%
17

Total 50 100%
From table 4.6 above out of 50 total respondents 66% (33) and 34% (17) are
said yes and no respectively. Since the majority of respondents said yes. It
shows that the organizational recruitment process have equal chance for both
sex that means male and female.
Table 4.7 treatment made for disable applicants
No Item Respondents

Number % age
14 Does the organization
give special treatment for
disable applicants?
Yes 40%
20
No 60%
30

Total 50 100%

From table 4.7 above in relation the treatments made for disable applicants,
out of 50 total respondents, 40% (20) and 60% (30) are said yes and no
respectively that means the EEPCO organization gives nothing special
advantages or treatments for disable applicants. From this data, the

28
researcher can understand that EEPCO organization made nothing equal
employment opportunity for disable applicants.

Table 4.8 the rate how the organization focus on source of recruitment.
No Item Respondents

Number % age
15 How much the organization
focus on internal
recruitment?
11
Very high 22%
13
High 26%
26
Medium 52%
--
Low --
--
Very low --
Total 50 100%
16 How much the organization
focus on external
recruitment?
Very high 4 8%
High 2 4%
Medium 26 52%
Low 15 30%
Very low 3 6%

Total 50 100%

On the above table 4.8 out of 50 total respondents, 52% (26) are said medium
and the rest are said very high 22% (11), high 26% (13), there is no
respondents who said low and very low respectively. On the other hand from
the same table 4.8 out of 50 total respondents, 52% (26) said medium and the
rest are said very high 8% (4), high 4% (2) low 30% (15) and very low 6% (3)
respectively. Thus shows the rate how the organization focus on external
recruitment is medium.

29
Table 4.9 responses on factors affecting external recruitment.
No Item Respondents

Number % age
17 Do you think that
external recruitment has
problem for the
organization?
Yes 58%
29
No 42%
21

Total 50 100%
18 If you say “yes” Q 17, which
problem can be occurring?
A. Its cost ness 8
B. It needs long time 27.5%
training 11 38%
C. It affects exist
employee’s 4 13.8%
D. All are occurring
6 20.7%
Total 29 100%

From the data on the table 4.9, out of 50 total respondents, 58% (29) are said
yes and 42% (21) are said no which means the external recruitment have
some problems or affect the organizational performance activities. From the
same table 4.9 out of 29 total respondents, 38 % (11) are said that external
recruitment needs long training and the rest are said it is costly 27.5 % (8), it
create immoral for senior employees 13.8% (4) and all are occurring 20.7% (6)
respectively. These show us the most problem of external recruitment is that
it needs long training.

30
C/ organizational employee selection activities
Table 4.10 factors affecting employee selection process.
No Item Respondents

Number % age
19 Which is/are factors
affecting employee selection
process?
A. legal consideration 14%
7
B. speed of decision making 12%
6
C. organizational hierarchy 18%
9
D. pool of applicants 30%
15
E. all factors are affecting 26%
13

Total 50 100%

From the above table 4.10 out of 50 total respondents, 30% (15) are said pool
of applicants and the rest are said legal consideration 14% (7), speed of
decision making 12% (6), organizational hierarchy 18% (9), and all factors
26% (13) respectively. From these data we can understand that the most
factor that affect the organizations selection process is pool or largeness of
applicants.
Table 4.11 employee selection criteria.
No Item Respondents

Number % age

20 Which is/are employee

selection criteria’s that the
organization uses more?

31
 A. formal education 8 16%
B. experience 10 20%
C. personal characteristics 4 8%
D. physical characteristics 6 12%
E. It uses all criteria 22 44%

Total 50 100%

From table 4.11 above, out of 50 total respondents 44% (22) are said all of
criteria’s and the rest are said formal education 16% (8), experience 20% (10),
personal characteristics 8% (4), and physical characteristics 12% (6)
respectively. Since the majority of respondents are said all criteria are we can
say that the organization uses all criteria’s stated above for the purpose of
employee selection.

Table 4.12 Employees selection activities /process

No Item Respondents

Number % age
21
Do you believe that the
selection process have
equal chance for both
sex?

32
 Yes 24 48%
No 26 52%

Total 50 100%

From the data depicted on the above table 4.12 out of 50 total respondents,
48 %( 24) and 52 %( 26) are said yes and no respectively. Which means that
the majority of respondents said no that means there is no equal chance for
both sex or male and female applicants, because the manager or the
concerned body gives priority for females, friends and their relatives. There
fore the researcher can understand that such selection process is forbidden
for the organizational performance.

Table 4.13 treatments made for new applicants

No Item Respondents

Number % age
22
Does the organization
give good treatment for
new applicants?
Yes 78%
39
No 22%
11

33
 Total 50 100%

From table 4.13 out of 50 total respondents 78% (39) are said yes and the rest
22% (11) are said no which means the organization gives good treatment for
all new applicants as the majority of respondents response. From this data
the researcher can conclude that it is achieving its performance at good
position.

Table 4.14 the rate how the organization focus on employee selection
criteria’s

No Item Respondents

Number % age
23 How much the organization
focus applicants experience?
Very high 4%
2
High 26%
13
Medium 62%
31
Low 8%
4

34
 Very low - -

Total 50 100%
24 How much the organization
focus on applicant’s formal
education?
Very high 7
High 24
Medium 17
Low 2
Very low -
Total 50 100%

As we see from the above table 4.14 out of 50 total respondents, 62% (31) are
said medium and the rest are said very high 4%(2) , high 26% (13), low 8%
(4), and there is no respondent who said very low respectively. Since the
majority of respondents are said medium, from these we can conclude that
the rate how the organization focus on the applicant’s experience is medium.

From the same table 4.14, out of 50 total respondents, 14% (7) are said very
high,48% (24) are said high, 34% (17) are said medium, and 4% (2) are said
low and there is no respondent who said very low that means the majority of
the respondents are said that the rate how the organization focus on
applicant’s formal education is high and the researcher conclude that the
organization gives high attention for applicant’s formal education during
selection process.

Table 4.15 applicants back ground investigation selection criteria’s

No Item Respondents

Number % age
25 How much the organization

35
 focus on applicants
background investigation
Very high 12%
6
High 22%
11
Medium 40%
20
Low 12%
6
Very low 14%
7

Total 50 100%

As we see from the table 4.15 above responses on the applicants background
investigation, out of 50 total respondents, 40% (20) are said medium and the
rest are said very high 12% (6), high 22% (11), low 12% (6) and very low 14%
(7) respectively. There fore, since the majority of the respondents said
medium the researcher can conclude that the rate how the organization focus
on applicants background investigation is medium.

4.2. Interview Analysis

Interview data is the second primary data that the researcher used to
complete this particular study.
This data was collected by conducting a face to face interview with the human
resource manager in the form of question and answer from EEPCO
organization wolkite branch head office and the data provide you with the
information collected from the manager word of mouth. Then the researcher
analyzed these raw data that was collected from the manager’s word of
mouth.

4.2.1. Methods of recruitment

What are the main recruitment methods your organization’s follow?
The researcher was collected the necessary information or data’s by
interviewed with the human resource manager of the organization’s head

36
office. As the information shows the manager EEPCO uses different
recruitment methods among this bullet board announcement and mass
Medias. Specially most of the time they use news paper to advertise vacancy
position that provide it with a pool of applicants and in turn to enables them
to get the most qualified employees.

4.2.2 Alternative selection criteria’s of the organization

What are your alternative selection criteria’s?
There are different criteria alternatives for employee selection like their
cumulative education result (CPA), interview examination that help them to
remove the least qualified or unproductive applicant immediately.
4.2.3 Factors affecting employees recruitment
What are main factor’s affecting employee recruitment in your organization?
The human resource manager of the head office responded that experience
and personal characteristics, can affect employee recruitment. External
recruitment also affect the existing employees because the organization have
the only chance forced to recruit from external when it couldn’t get the
qualified employees from the existing employees that can feet the required
criteria’s for the open position and finally from a number of factors that affect
the recruitment are:- residential place of the organization and the
organization pay less salary for new employees are some of the most factors
that currently affecting the organizational recruitment process.

4.2.4the selection process of the organization

What are the selection procedures of your organization?
There are many procedures the organization follows to select the best
employees among them
1. Deciding who will be involved in the selection process and developing
selection criteria.
2. Determining assessment strategies and developing an evaluation form. 3.
Developing interview questions to be asked of all candidates.

37
- situational questions – behavioral questions – job - knowledge question –
worker – requirements or willingness questions.
4. Developing candidate specific questions.
5. The supervisory interview
6. Realistic job preview
7. Making the hiring decision
8. Candidate notification
9. Evaluating the selection process all those listed procedures are the
organization’s selection process the human resource manger head office of
EEPCO Wolkite branch respond.

CHAPTER FIVE
CONCLUSIONS AND RECOMMENDATIONS
5.1 CONCLUSIONS

Under this sub topic, the researcher want to put the conclusion of this
particular study and forward to the readers there fore the conclusion
statements are written as follows as per the data collected and analyzed from
EEPCO organization Wolkite branch (head office)
 Most of the employees of EEPCO organizations are degree holder and
they are found between 20-30 age group. Most of them are male and
unmarried which shows us they are younger and are in the productive
age group

38
 The organizations polices and principles of recruitment is that they use
both internal and external source of recruitment.
 EEPCO of Wolkite branch head office uses different alternatives to
recruitment the rate how the organization focus on alternatives to
recruitment is medium and the organization uses contingent worker
more than other alternatives.
 The most factors that affect the organization recruitment process are
working condition and labor market from internal and external
respectively.
 The organization uses directly job related evaluation methods for
internal recruitment of employees. The recruitment activities have
equal chance for both sex male and female. The organization gives
nothing special treatment for disable applicants.
 The rate the organization give attention for internal recruitment is
medium and the same for external recruitment.
 External recruitment has some problem for the organization because of
that it needs long training and the related cost
 A pool or largess of applicants affecting the organization selection
criteria such as formal education, experience, personal characteristics
and physical characteristics
 The organization does not providing equal chance of being selected for
all applicants. There is a discriminations interms of friendly, blood
relationship and give priority for women.
 The rate how the organizations focus or give attention to selection
criteria such as formal education, experience and back ground
investigation are high,medium and medium respectively. The
organization uses different recruitment methods such as bullet in board
and especially it uses new paper advertising. This organization pay less
salary range new employees relatively from the existing employees.
Even though EEPCO organization of Wolkite branch head office makes
different recruitment and selection activities to feel the vacancy position,
the process the way and the methods it uses are ineffective that makes

39
 them less performed or such activities brings nothing growth to the
organization.

5.2 RECOMMENDATIONS
From the finding of this particular study, the researcher forwarded the
following recommendations for the EEPCO organization of Wolkite branch
head office particularly for internal concerned bodies.
1. The manager should give them education opportunities and must
promote all diploma holders to degree holders in order to make the
organization highly per formed.
2. The manager of this organization should have to permanent worker
and should avoid contingent worker which do not bring sustainable
performance for the organization.
3. The manager of this organization should avoid factors affect from
internal organization like working condition and must provide
employee’s safety, security and employee insurance.
4. The manager of this organization should avoid the major external
factors that affect employee recruitment process that is labor market by
adapting and by paying market based salary.
5. The manager should give special treatment for disable applicants and
must screen as equal as those with full capacity.
6. The manager of this organization should focus and must give high
attention for internal recruitment because external recruitment need
long training and cost.
7. The manager should avoid and reduce the factor from pool of applicants
by using preliminary interview and removing immediately those
applicants with least qualified applicants to safe time and to screen the
rest carefully.
8. The organization or manager should not use physical characteristics as
selection criteria because qualified applicants must be measured in
terms of their creativity of new technology, thinking ability and their
efficiency.

40
 9. The manager should provide equal selection opportunities for all
applicants to be selected as per their quality and must avoid the
selection methods related blood relation ship friend ness and giving
priority for female applicants because employees hired by such unfair
selection method can bring nothing performance for the organization
and they are costly for the organization.
10. The manager should avoid using applicant’s background investigation
for employee selection process because they misrepresent their
background and qualification.
11. The management must avoid the unbalanced payments for existing and
new employees having the same status because they may feel
discrimination and not do the job as per their ability.

REFERENCES

1. Dessler, (2002), Human Resource Management, in Canada Canada

publishing press, 8th ed
2. Noe, Raymon, (2006), Human resource management; Chicago; Irwin
press, 5th ed .
3.Ivancevich, john m, (1998), Human resource management, Irwin MC
Grwa – Hill, 7th ed
4. Mititku, Bekele, (2005) Human resource management (with CD).

41
5. French, Wendell l, c(2007), human resource management Bostotn
Houghton, Miffline company, 7th ed
6. Luis, R; (1995), Human resources management London, Press, 5th
ed.
7. Noe, H.B, (1996) Human resource management, Mayfield
publishing company, 4th ed.
8. Tyson, Shaun, 1996), Human rescore management, oxford. Butter
worth Heinemann, 3rd ed
9. Mondy; (1999), Human recourse management, Har court Brace
college publisher, 6th ed.

42