MK7227 288324 2131815516

MK7227 Postgraduate Dissertation
Student Number: U1321095
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Introduction Supervisor Comments:
Identification of a valid topic,

research question and
objectives framed to Masters
Level standard with academic
rationale developed, clear
industry contextualisation of the
research topic
2nd marker Comments: 10%
Critical Literature Review Supervisor Comments:
Depth and breadth of literature

search, engagement with
seminal authors and papers, 25%
evidence of a critical approach
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U1321095 Page 1
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Research Methodology Supervisor Comments:
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philosophies and perspectives.
Justification of methodological
approach, sampling strategy,
data analysis and reliability and
validity measures as applicable
15%
nd
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Interpretation
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analysis and interpretation
procedures, identification of key
patterns and themes in the
research data, integration of
academic theory into
explanation of findings
35%
Conclusions and Supervisor Comments:

Recommendations
Research question and

objectives addressed with
implications to theoretical and
managerial concepts
10%
considered. Recommendations
provided for theory, practice
and future research
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Organisation, presentation and Supervisor Comments:

references.
Well-structured and ordered

dissertation with correct use of
grammar and syntax. In-text
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A CRITICAL ANALYSIS OF THE RECRUITMENT AND SELECTION PROCESS IN THE
NIGERIAN PUBLIC SECTOR: A CASE STUDY OF THE NATIONAL SPACE AND
RESEARCH DEVELOPMENT AGENCY
A dissertation submitted in partial fulfillment of the requirements of the Royal
Docks Business School, University of East London for the degree of MA.
International Human Resource Management.
MAY, 2015
13,128 words
I declare that no material contained in the thesis has been used in any other submission for
an academic award
Student Number: U1321095 Date: 12-05-2015
U1321095 Page 7
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U1321095 Page 9
Dissertation Details
Field Name Details to complete
Title of thesis
A CRITICAL ANALYSIS OF THE
Full title, including any subtitle RECRUITMENT AND SELECTION PROCESS
IN THE NIGERIAN PUBLIC SECTOR: A
CASE STUDY OF THE NATIONAL SPACE
AND RESEARCH DEVELOPMENT AGENCY.
Supervisor(s)/advisor PONTIER, MAARTEN
Separate the surname (family name)

from the forenames, given names or
initials with a comma, e.g. Smith,
Andrew J.
Author Affiliation POPOOLA, ADENIKE TEMITOPE
Name of school where you were SCHOOL OF BUSINESS

based
Qualification name MA
E.g. MA, MSc, MRes, PGDip
Course Title INTERNATIONAL HUMAN RESOURCE

MANAGEMENT
The title of the course e.g.
Date of Dissertation 2015-05
Date submitted in format: YYYY-MM
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primary research data? (If the
Yes No
answer to this question is yes,
please make sure to include your
Research Ethics application as an
appendices to your dissertation)
U1321095 Page 10
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By returning this form electronically from a recognised UEL email address or

UEL network system, I grant UEL the deposit agreement detailed above. I
understand inclusion on and removal from ROAR is at UEL’s discretion.
Student Number: U1321095 Date: 12-05-2015
U1321095 Page 11
ACKNOWLEDGEMENT
This research is dedicated to God Almighty who has given me the opportunity
and understanding for the successful completion of this study. This research is
also dedicated to my parents Mr & Mrs M.A. Popoola who have been a source
of inspiration in several ways; I am more than grateful to you both.
And to my supervisor Maarten Pontier, thank you for your advice during the
course of this research. I appreciate your efforts towards getting this study to
perfection. My sincere appreciation also goes to my guardians Mr & Mrs. Amos
Akintola. Thank you for the love and support throughout the course of this
research.
U1321095 Page 12
TABLE OF CONTENTS
DECLARATION 7
ACKNOWLEDGEMENT 12
ABSTRACT 15
1 CHAPTER ONE 17
1.0 INTRODUCTION 17
1.1 OBJECTIVES 17
1.2 PROPOSED METHODOLOGY 19
1.3 RATIONALE OF THE STUDY 19
1.4 STRUCTURE OF THE STUDY 21
2 LITERATURE REVIEW 23
2.0 RECRUITMENT AND SELECTION 23

2.1 USE OF SOCIAL MEDIA AND INTERNET BASED RECRUITMENT PRACTICE
33
2.2 NIGERIA CIVIL SERVICE RECRUITMENT 34
2.2.1 RECRUITMENT METHOD INTO PUBLIC SERVICE 35
2.2.2 TYPES OF APPOINTMENT IN NIGERIA PUBLIC SERVICE 36
2.3 CHALLENGES OF RECRUITMENT AND SELECTION IN THE NIGERIAN
PUBLIC SECTOR 38
2.3.1 EFFECTS OF HR ON RECRUITMENT AND SELECTION PROCESS 39
3 CHAPTER THREE 41
3.1 INTRODUCTION 41
3.2 RESEARCH AIMS AND OBJECTIVES 41
3.3 RESEARCH PHILOSOPHY 42
3.4 RESEARCH DESIGN/ APPROACH 45
3.5 DATA SOURCES 47

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3.6 SAMPLE TECHNIQUES 48
3.7 DATA ANALYSIS 49
3.8 RELIABILITY AND VALIDITY 49
3.9 LIMITATIONS OF THE STUDY 50
4 CHAPTER FOUR 52
4.1 INTRODUCTION 52
4.2 SOCIO-ECONOMIC CHARACTERISTICS OF RESPONDENTS 52
4.3 DEMOGRAPHICAL INFORMATION OF RESPONDENTS 52
4.3.1 TRAINING SYSYTEM AND SELECTION PROCESS 56
4.3.2 FEDERAL CHARACTER AND RECRUITMENT/ SELECTION 59
4.3.3 GRADING SYSYTEM AND SELECTION PROCESS 61
4.3.4 CONSEQUENCES OF RECRUITMENT AND SELCTON IN THE PUBLIC
SECTOR 63
5.0 DISCUSSION OF FINDINGS 67
6.0 CONCLUSIONS 72
7.0 RECOMMENDATIONS 75
7.1 SUGGESTIONS FOR FUTURE RESEARCH 76
BIBLIOGRAPHY 78
APPENDIX I 85
APPENDIX II 87
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ABSTRACT
This research was to critically analyse the selection and recruitment in the
Nigerian Public service. It aims to know if adequate training is given in the
process of recruitment & selection; to access if the process is based on Federal
Character Principles and their compliance with best practice; to establish if any
form of grading for selection and recruitment practices is used; to establish the
consequences of doing recruitment and selection like this and what to change
for future successes. A survey was designed and its data was collected by
administering questionnaires to selected samples from the National Space
Research and Development Agency. The sample was selected through Non-
probability sampling method using quota sampling to select samples; 70
respondents were selected from the HR, Science, Administrative and Finance
departments. The data collected was analyzed and presented using descriptive
tables and frequencies for presentation. At the end of the study, findings
revealed that not all employees strongly agreed to all the questions training
serves in this process. This means that Training in the public service has not
been 100% adopted thereby it’s of no significant use. Findings also revealed
that the grading system is being biased and not complied with the Federal
Character Principle given. Conclusions were drawn afterwards and
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recommendations were made for future successes in the process as well the
research.
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1. CHAPTER ONE
1.1 INTRODUCTION
Every organization wants to achieve a certain goal which can be as a result of
effective recruitment and selection of the right persons in the organization.
Recruiting and Selecting people into positions where they would perform
efficiently is a goal that must be achieved by many organization (Searle, R
2003). Having said that, it would be suggested that organizations should base
their preferences on hard technical skills as well as soft personal traits.
Employers should try to realize this personal trait in employees when trying to
recruit and select. Recruitment & Selection forms are important concepts of
HRM which ensures that organization have the human resources, knowledge
to enable such organization to function effectively and efficiently. It involves
the process of the knowledge that an organization needs to employ people
(Dessler, G 2004). The efficiency and effectiveness of any organization whether
private or public sector depends solely on the calibre of the workforce
involved. The availability of a competent and effective labour force does not
just happen but is achieved through an effective recruitment exercise
(Peretomode and Peretomode 2001). Recruitment refers to setting up
activities that will be used to obtain a number of right people at the right time
from the right places (Nickels et al., 1999), and its aim is to select persons who
best meet the needs of the organization to develop and maintain qualified and
adequate workforce through which an organization can fulfill its human
resource plan. The recruitment process starts by specifying human resource
requirements that is numbers, skills and levels which are the results of job
analysis and human resource planning activities (CIPD, 2010). Information
gotten from job analysis and human resource planning activates the next stage
in the recruitment process which involves attracting potentially qualified
candidates to apply for vacant posts in an organization. This may be done
through recruitment within the organization i.e. internal sources or outside the
U1321095 Page 17
organization external source of recruitment. Recruiting candidates for the
public service has been one of the very crucial tasks of modern administration
(Basu, 1994). In Nigeria, the state and federal public service commission serves
as agents for recruitment & selection activities (Nwachukwu, 2000). The
Federal Civil Service Commission (FCSC) is in charge of the recruitment
activities in the Nigerian public service. However, the commission then assigns
powers to federal ministries departments to recruit junior staff to posts graded
GL 01–06 (Al-Gazali, 2006). The Nigerian public service system emphasizes
consistency, standardization, and transparency (Babaru, 2003) in recruiting
qualified applicants. But despite all of these qualities, it has been seen that the
recruitment process does not have any form of fairness and transparency
thereby making it tough and impossible to recruit qualified applicants for jobs.
Problems of recruitment in Nigerian Public Sector could be factors such as
inadequate and invalid standards for evaluating job candidates, sources of
locating the potential applicants, transparency and independence of the
recruiting authority. Environmental factors such as technological, social,
political and economic demands also caused problems that affect recruitment
in the Nigerian public service. These issues are caused from corrupts
leaders who tend to manipulate recruitment and selection processes. Political
leaders trying to influence managers by putting their own people even when
the candidates are not qualified. They lack the ability and paper work and
therefore do not qualify for these jobs while the qualified ones face ill
treatment. This often leads to a major setback in the productivity of
organizations and candidates will not be able to perform to expectation.
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Another problem has to do with the inability to understand the Federal
Character Principle of the service; this is as a result of incompetent HR
managers used for selection and recruitment process. This means that if they
understand the principle, they will be able to organize selection and
recruitment without any hitches. Hence, the reason for this research questions
are very important to note so as to meet the goal of the objectives. It seeks to
answer the research question ‘What are the bases for selection and
recruitment selection in Nigerian public sector; if it’s done based on
professionalism or biased means and if training serves as a guideline for
effective recruitment and selection processes as well as if the process is based
on utilizing the system of Federal Character Principles.”
1.2 Objectives of the Study
The objectives of this study are:
- to know if adequate training is given in the process of recruitment &

selection;
- to access if the process is based on Federal Character Principles and their
compliance with best practice;
- to establish if any form of grading for selection and recruitment
practices is used;
- to establish the consequences of doing recruitment and selection like
this and what to change for future successes.
1.3 Proposed Methodology

The study will make use of primary research which will be collected using
questionnaires. The Research Philosophy of this research is mainly qualitative

U1321095 Page 19
with elements of quantitative methodology and the appropriate method
identified for the data collection is an open ended questionnaire.
Questionnaires are defined as the cost effective way of collecting data with the
ability to reach a substantive sample (Gilbert, G 2000). The questionnaire will
be sent through email using Survey Monkey and will be conducted in Ile-Ife,
Osun State, Nigeria.
Nonprobability methodology will be adopted using quota sampling to select
participants with questionnaires as the research method. NASRDA has 120
employees and a sample size of 70 employees will be used. This method has
been selected as it is easier to set up and less costly compared to probability
sampling method. The sample will be based on age grouping and work
experiences in order to analyze and reflect the possible differences in
application over time and by different categories of employees. The sample of
employees will be selected from HR, Science, Administration and Finance
Departments. This is because the departments are the pillars of the
organization and the researcher will be able to get more information from
them. Reason being that these departments is involved in organizing the
recruitment and selection of employees as well as registering those that has
been selected for registration and record keeping. These departments were
also selected because they are involved in the decision making that has to do
with grading system, wages and promotions.
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1.4 Rationale of the Study
The rationale behind this study is to look at the question why the problem of
recruitment & selection occur despite all possible measures to make it done
accurately. It also seeks to provide a basis for Nigerian public service and
create appropriate recruitment decisions by selecting the best candidates
into service and matching them accurately into positions. As it is a known fact
that whenever there is recruitment taking place in this sector, politicians for
example interfere and make sure that their candidates scale through
irrespective of whether they are qualified or not. This eventually leads to
organization recruiting staffs that are in most cases incompetent and would
lead to low productivity and performance. Whereby adequate recruitment
exercise enhances productivity, reduces the rate of labour turnover as well as
employee dissatisfaction (Nwachukwu, 2000). The proposed findings and
recommendations of this research will then help Nigerian public service
commission and their recruiting agencies to select candidates that meet the
needs of the workplace and achieve its aims.
1.5 Structure of this Study
The introduction of this chapter is to establish the basis of the study, to justify
the importance of undergoing this investigation, and to give an overview of the
study. As such, it is in chapter one that the problem of study is established.
Chapter two is on literature review which gives an in-depth review of current
U1321095 Page 21
and relevant literatures to this project, the views from different researches by
researchers will be examined. Chapter three will be on research methodology
which deals with how the research will be designed and how it would give a
detailed explanation of research methods that will be used. It would analyze
the reasons why this method is being used. The chapter four will be on data
analysis and presentation which will include the interpretation of data and
figures. Conclusions will be drawn at the end from the results of the study and
recommendations for effective and efficient recruitment and selection will be
made.
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CHAPTER TWO: LITERATURE REVIEW
2.0 RECRUITMENT AND SELECTION
Recruitment and Selection is an important element for the success of any
organization. Knowledgeable and Skilled workforce will certainly represent a
prospective source of competitive advantage for an organization (Khandekar
& Sharma (2005). Plumbley (1985) suggested that the profitability and even
the survival of an enterprise depends upon the calibre of the people in an
organization; which has been argued by (Lewis, 1984; Plumbley, 1985; Smith
and Robertson, 1993; Terpstra, 1996) that if candidates are not recruited
appropriately can lead to ineffective recruitment and selection methods.
Recruitment processes may begin with advertising vacancies which may be
done internally or externally (Chapman & Webster, 2003). According to Gold
(2007), he defined recruitment to be the process of generating a pool of
applicants into an organization for employment. He furthered explained that
applicants who have enough experience and qualifications likely related to the
job specifications needed are in due course selected. Armstrong (2006) in his
illustrations argued that recruitment is to obtain at a minimum cost suitable
candidates to fit into the organization. He said that in order to do this,
organization needs to get applicants by assessing, identifying and using
suitable sources of applicants. According to researchers Ballatine (2009);
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Scolarios, Lockyer & Johnson (2003), explained in their view that recruitment
and selection starts by evaluating the need for labour and evaluating job
analysis in order to develop clear and person specifications. This is an
important part of the recruitment process even before the selection process
depending on what the organization is looking for in employees. This in
essence means that recruitment and selection process should be done without
hitches and the process should be properly defined in order to get the
appropriate candidate. In some cases where organizations do not have the
appropriate employee in the organization that they could promote, they tend
to put up so much effort into recruitment & selection for candidates outside of
the organization, Mondy (2010). Mondy (2010:136) further explained that
selection process refers to picking out from recruited applicants, those that fit
best into a certain position in the organization. . Recruitment is integral part of
human resource, and involves the process of identifying and attracting or
encouraging potential applicants with needed skills to fill vacant positions in an
organization (Peretomode and Peretomode 2001) but matching them with
specific and suitable jobs, and assigning them to these jobs as argued by
(Chandan, 1987). It should be noted that Job analysis which is the study of
what should be done, how, and by whom in current and proposed jobs, begins
the recruitment process (McCormick, 1976). This involves putting
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together a detailed description of tasks, explaining the relationship of the job
to technology and examining the knowledge, qualifications or employment
standards and requirements (Jain and Saakshi, 2005). Then Cliford 1994 argued
that Job analysis does two things for instance, it explains what is needed
to the recruiter about the job itself by specifying the essential duties, and
responsibilities involved in doing the job which is the job description as
opined by Ash, 1988. While the other describes the skills, knowledge, abilities
and other personal characteristics needed to perform the job.
Researchers such as Armstrong M, Johnston J, Dessler G have contributed
enormously to the field of HRM and have also given a deep with wider
understanding on the branches of HRM such as recruitment and selection,
manpower management, job analysis as well as reasons for the aim of
recruitment. It is very important for all organization to employ the right
persons to the right position which makes recruitment and selection important
in all situations. With the way there are issues of shortage of skills and the
existence of new technology that puts pressure on employers’ performance on
R & S; it will be advisable to ensure a step by step analysis for the process.
Korsten (2003) HRM theories emphasizes on the strategies of recruitment and
selection, outlining the importance of interviews, assessment and examining
selection process. As agreed by Chapman & Webster 2003, they explained that
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recruitment could be done either online, internal or external. As argued by
Newell Shackleton 2000, recruitment should be done internally and argued
that if external recruitment has to be done, it must consider internal
applicants. There is a considerable advantage for in house employees as it does
not require advertisement or recruitment agencies hence, very cheap. He
further explained that if preference is given to internal recruits especially for
promotions, it will encourage employees to work hard and express their
commitment to their job. Jones et al (2006) supports Korsten (2003) on this
process of listing out recruitment process on the basis of interview process,
advertising, assessment, decision making etc. This implies that recruitment and
selection doesn’t seem easy as it involves proper planning in order to get the
right people and sustain them. Hence, the essence of management process
evolves round recruitment of eligible staff and failure to do this may lead to
difficulties and disruption on the profitability of the company (Jones et al
2006). Breaugh & Starke (2000:45) argued that in doing this recruitment and
selection process in an organization refers to activities that organizations
arrange with the purpose of recognising and attracting potential employees. As
we know that there is need for replacing employees with those that have new
skills in order to develop business growth. Even though in some cases,
selecting workers is not just to replace a departing staff or being an addition to
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the workforce of an organization but to meet organization’s target of recruiting
someone who can perform up to standard and show commitment which will
enable the attainment of the organizational goal, Dessler (2000). According to
Alan Price (2007), he on the other hand argued that HRM in a business context
explains recruitment and selection as the process of getting able applications
for employment purposes. He further said that the process is not an easy one
hence, it needs managing decisions and wide preparation in order to select the
appropriate manpower and not just about replacing employees.
It was argued by Costello 2006 that the set of processes and activities which is
used in bringing in or employing sufficient number of qualified candidates into
an organization is referred to as recruitment. He was of the opinion that
individuals and even organizations can select each other in their interests. The
processes involved in the recruitment provide the organization with the best
candidates or different potentials from which selections can be made. Planning
and forecasting is not left out in the recruitment process because it gives room
for a successful recruitment. Forecasting in this regard refer to the formulation
of plans to eliminate or fill future openings which is based on the needs that
may arise in the future Noe, Hollenbeck, Gerhart and Wright (2008). The
available talent within and outside the organization can be expanded to retain
or attract such talent. What is expected by every stakeholder in an
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organization is to being influenced by the strategies, values and culture of the
organization. It is therefore the expectation of an organization that the
manager must understand various methods to be adopted in recruiting their
employees thereby making it possible for the organization to achieve their
goals, Amos et al. (2004:34). This is an issue with recruitment & selection in the
public sector which has led to an issue with productivity. The ability to attract
applicants was not the problem but being able to recruit the right person was
an issue. In the cause of this study, I found out that in Nigeria there is a large
number of unskilled applicants applying for jobs in the public sector, Branine
(2008). One of the reasons for this is because there isn’t too much task to work
on and most of the times they are idle as there isn’t much to do. This is a big
issue for employers and it would be assumed that they have to be very careful
before they select applicants for jobs.
In the case of Jovanovich (2004) his arguments laid emphasis which is attached
to recruitment and selection in every human resource management, this is
because organizations are always fortified by information technology to be
more competitive, it is natural to also consider utilizing this technology to re-
organize the traditional recruitment and selection process through proper
decision techniques. The system adopted in manipulating, analyzing, acquiring
and storing important or relevant information pertaining to human resources
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of an organization is referred to as a human resource information system,
Huselid (1995). The aim for the system is to aid human resource services from
the strategic level to the operational and tactical levels wherein decisions-
making problems, recruiting and selection are involved.
There are various indications by different researchers that policies and
effective recruitment practices enable recruitment board or human resource
managers to locate the best candidate suitable for the vacancies available. The
personnel function becomes especially important when recruiting and
selecting new administrators. Dressler (2000) was of the opinion that in
ensuring workers’ performance and positive outcomes of an organization,
recruitment and selection plays a vital role. Recruitment and Selection of
workers are not only made to replace the departing employees or to add to a
workforce but it focus on recruiting workers who can perform at a high level
and show greater commitment. Fatiregun 2002 on the other hand argued that
recruitment is the process of assessing the job, announcing the vacancy,
arousing interest and stimulating people to apply. It is a process of generating
a pool of qualified applicants for organization’s jobs. Recruitment and selection
decisions however, are often taken by the line managers for good reason.
Therefore, it is important to know managers and where there is an existence of
human resource department has the responsibility of playing more of
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supporting or advisory role to supervisors or people who will work with the
new employee.
Mullins (1999) was of the view that to be a high performing organization,
human resource management must be able to assist the organization to place
the right person in the right job. As we know that the first few activities of the
human resource management are recruiting and selecting it should be done
with importance. The best practices of recruiting and selecting this day is done
through web which has loads of activities and it is known as e-recruitment. The
essence of this as Dressler (2000) listed are to build a pool of candidates for
the job, filling of application forms by applicants, using various selection
techniques to point out viable job candidates, send one or more viable job
candidates to their supervisor, have the candidate go through selection
interviews, and determine to which applicant gets the offer. This is the ideal
process for recruitment and selection which is why DeCenzo and Robbins
(2005:20) suggested that when the need for selection & recruitment in an
organization arises, the process called Human resource planning cannot be
overlooked. Planning is one of the most important aspects to conduct a
successful recruitment & selection process. There was an issue in (2014) during
recruitment & selection process in one of the public sector in Nigeria which
later turned into a disaster; this was as a result of inadequate planning.
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Planning is a process that should be adopted by several organizations in
ensuring that the number of staff needed is recruited and as well as the
qualified candidates are selected for the vacant position. The selected
candidates must be able to effectively and efficiently manage the task before
them which will help the organization in the attainment of their overall
strategic objectives. DeCenzo and Robbins (2005:21) also added that human
resource managers must ensure appropriate staffs are available to meet the
requirements set during their planning and by so doing, human resources
management requirement are being determined. Another purpose of planning
is to determine and get skilled employees and make them available for the
attainment of a set goal. For instance, if the set goal of an organization over a
number of years is to diversify by establishing additional organization, the
skilled manpower needed will be made available in order to handle the task.
Knowing that the people (HR) in the organizations improves product, make
decisions are hence important to the success of an organization. As suggested
by El-kot & Leat (2008) recruitment and selection processes begin with
advertising of existing vacancies in an organization. Although in some
organizations, direct applications by mail or in person are used. Other sources
of recruitment and selection processes are use of recruitment agencies, career
fairs, newspaper Beardwell 2007; Cober & Brown 2006; Gobler et al. 2006;
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Tucker 2012). Barstram (2002) and Anderson (2003) then opined arguing that
there are different levels of technical experience organizations use for
recruitment and selection processes. These methods could be through
spreading the word informally from existing employees, family members,
consultants or employment agency, Carless (2007). Recruitment and Selection
processes focus more on matching the capabilities and inclination of potential
applicants against the demands and rewards inherent in a given job (Herriot,
1989; Montgomery, 1996; Plumbley, 1985). Recruitment & Selection remains
at the centre of how organizations obtain human resources needed to develop
a sustainable competitive advantage over their competitors (Aaker, 1989;
Jackson et al., 1989; Pettigrew et al., 1988; Raghuram and Arvey, 1996; Walker,
1992) hence, the issue of staffing in organizations may be without any hitches
as it is one of the most important human resource management task as argued
by Judge and Ferris, 1994. The fundamental part of the dominant activities
underlying human resource management is recruitment and selection and this
involve procurement, improvement and reward of workers. It frequently forms
an important part of the work of human resource managers within work
organizations. Nevertheless, recruitment and selection decisions are often for
good reason taken by the line managers. There is a significant sense as the
duty of all managers and where there is human resources department. It is
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expected that Human resource managers play more of an associate
consultative role to those that will handle or work with the new employee.
Recruitment and selection also play a central in safeguarding worker’s
performance thereby having positive organizational outcomes.
2.1 USE OF SOCIAL MEDIA AND INTERNET-BASED RECRUITMENT PRACTICE
Personal information is allowed to be shared on some of the social networking
sites like Twitter, Facebook, and LinkedIn among others. These social media
has led so many employers to curtain job seekers (Shea and Wesley, 2006;
Witham, 2011). The use social networking site enables organizations to
authenticate the information provided by applicants. For example, Nigerian
Immigration Service as part of the Nigeria Public Service gave room for
receiving application online and by so doing, applicants information are being
screened after which successful applicants will be called for either an
examination or interview. Further motives for the use of social media for the
selection purpose is due to the merit it has over outdated human resource
tools which are made available without cost as opined by Jacob (2009) and are
professed to be dependable source by employers, Kluemper and Rosen (2009).
A research was carried out of recent to look into the correlation between the
adoption of the social media as a means of recruiting and students attitudes,
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Rozelle & Landis (2002). It was theorized that internet recruitment will be seen
giving less precise evidence to applicants as related to informal means of
employment. Florea & Badea (2013) argued in one of their recent researches
which emphasized the method in which the organizations use technology
increases or decreases its positive net effect. This in essence means that the
use of recruitment program via the internet could help the highly modest and
time-consuming process of finding skilled personnel. Another study also
addressed the reliability and validity of using social networking sites to screen
and select applicants is not known; he argued that until the reliability and
validity of the information from social networking sites is realized, organization
needs to be very careful when hiring and relying on social networking sites to
make their selection decisions Madera (2012).
2.2 NIGERIA CIVIL SERVICE RECRUITMENT
Recruitment means the filling up of vacancies by the appointment of persons
not already in the Public Service of the Federal Republic of Nigeria. It however,
doe not include the transfer of officers from other Public Service in the
Federation to the Federal Public Service (Public service rule). Okotoni .O
(1997:1) in one of his researches opined that out of the three foremost factors
of production, namely Material, Money and Manpower, manpower is the most
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important. It was further argued that the quantity and quality of organizational
personnel determine the success of the organization to a large extent. This
point was validated by Terry George in his book The Principle of Management
that “people are far the most important resource available to managers”.
2.2.1 RECRUITMENT METHOD INTO PUBLIC SERVICE
Every ministry in Nigeria adopts a central deployment system. This system is
being used by the headquarters of all Ministries, Departments and Agencies
(MDAs) to deploy officers on Grade Level 07 (GL 07) and above to their
respective field offices. In reference to Cooperative Information Network as
the case study, National Space Research and Development Agency (NASRDA)
as their mother agency are given the authority in the recruitment of officers
into the agency. Officers working under NASRDA are centrally deployed from
headquarter in Abuja. However, in the case of junior officers (GL 01 – 06), each
center under NASRDA is invested to employ locally and in this case, most
people employed are often the indigenous of the state where the center is
located which is biased. However, the deployment of staff is being influenced
by different factors, these factors which may include departmental need,
individual qualification of the applicants and area of specialization, on-going
projects which may warrant employing on contract in order to execute the
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projects; personal influence and lobby; ability and performance as well as
health ground. In some cases, as a retributive measure, deployment can also
be carried out. Among the factors impelling deployment of officers, areas of
specialization and qualification are hierarchical rather than the requirement in
the field offices. It is now so glaring why some field officers are redundant in
the field, since the station doesn’t actually require their service. Other factors
should be secondary basis while the requirement for specific officers should
establish the primary basis for employment.
2.2.2 TYPES OF APPOINTMENT IN NIGERIAN PUBLIC SERVICE
Direct appointment to the Nigerian Public Service may be in any of the
following categories:
(a) As trainees or pupils,
(b) On probation in a pensionable post,
(c) On non-pensionable contract to a non-pensionable post, or against a
pensionable post for a specified period. (d) On temporary basis other than also
When posts prove difficult to fill they shall normally be advertised.

(a) When a candidate for employment requires additional professional
experience before he can be regarded as fully qualified for appointment to a
specific post, the candidate may be appointed as a trainee or pupil for a
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normal service of two years in the post. This period may however, be reduced
in special circumstances. On completion of the "trainee period" the pupil may
be appointed to the full grade on probation and will not be eligible for
confirmation in the service until he/she has fulfilled the conditions laid down in
Rule where applicable
(b) A confirmed officer who is advanced to the training grade for the purpose
of acquiring the necessary experience to qualify him/her for substantive
promotion to a senior post will be treated as if he/she had been seconded
hereto and the period of such secondment will not normally exceed the period
laid down for the training except with the special advice of the Office of
Establishments and Pension.
(c) Except where the Federal Civil Service Commission decides otherwise, all
first appointments to the pensionable establishment in posts other than
trainee post will be on probation. An officer confirmed in a lower pensionable
office will not however be regarded as on probation in a higher post to which
he/she is promoted nor will an officer seconded or transferred as confirmed
officer from pensionable service elsewhere. Adapted from the Public Service
Rule
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2.3 CHALLENGES OF RECRUITMENT AND SELECTION IN THE NIGERIAN
PUBLIC SECTOR
Kaplan and Norton (2004) was of the opinion that the common problem faced
in selection and recruitment is human resource planning. They opined that
business strategies are being transformed into human resource management
policies and practices through a demanding human resource planning.
However, it should be known that if any organization wants to achieve its aims,
it needs people who are competent. It was on this basis Max Weber stated
that applicants recruited into an organization should be selected based on
their technical qualifications. There are six geo-political zones in Nigeria and
hence should be given equal opportunity for employment as stated by the
federal character principle. Unfortunately, some of these zones lack the
technological know-how as well as paper qualification which mean they can’t
fit into the system. This brings about the issue of favouritism as
representatives manipulate the system by bringing in their candidates despite
that they are not qualified which leads to a setback in the productivity of the
organization. This had led to inefficiency among staff in the Nigerian public
service and inability to deliver over the years. The public sector of every nation
is to help in her national development Briggs 2007 but on the contrary, the
performance of public sector in Nigeria has been an issue Adeyemo & Salami
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2008. Kagara 2009 explained that the public sector in Nigeria helps to create
socio-economic development, guard against the control of the economy from
foreign domination and exploitation. In contrast to this, Adeyemo & Salami
2008 argued that the performance of the sector is an issue as the Federal
Character system has been politicized hence does not create any form of
protection for its system. For this reason, Chuks & Eme 2011 argued that
recruitment and selection has been unable to adapt to this political, economic
changes because it has created a level of weakness for the public service that
leads to economic crisis in the system. Okpala (2012:114) in his book explained
that Nigeria lost billions as a result of flagrant abuse of procedures, lack of
transparency in the recruitment and selection process.
2.3.1 EFFECTS OF HR ON RECRUITMENT AND SELECTION PROCESS
The major goal of a human resource planning is to get the accurate number of
employee with the skills required and know-how in the right job at the
accurate time and at the reasonable cost. Past research shows that the
capability level of HR supervisors has a major impact on staffing and selection
and skilled HR experts within the HR department will not only truncate vacancy
duration, but would also improve the quality of the candidates. Moreover,
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effective recruitment and selection is possible only if there is a dedicated and
competent HR team (Kaplan and Norton, 2004).
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3.0 CHAPTER THREE: METHODOLOGY
3.1 Introduction
This chapter relies on different ways that is being adopted by the researcher in
gathering information and the analysis of data. Colin 2004 explained
methodology as the study of methods. He further explained that Methodology
represents the methods used in studying research topic, it illustrates different
methods and how it will be used. This chapter consists of the research aims
and objectives, the research design that will be used for the study, the
research approach, data sources which would include gathering of data and
analysing it, questionnaire design, sample size which will explain the technique
used to select the samples used for the research. The information and data
collected afterwards will be used to answer the questions that have been
stated for this study. The chapter will also include data analysis as well as
limitations of the study.
3.2 Research Aims & Objectives
The aim for this study is to determine how recruitment and selection in the
Nigerian public sector is done compared to best practices of today and
therefore based on professionalism or self-biased minds. The research
objectives of the study include:
1. To know if adequate training serves as a guideline for recruitment and

selection processes;
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2. To assess if the process is based on Federal Character Principles and their
compliance to the best practices;
3. To establish if any form of grading for selection and recruitment practices is
used;
4. To establish the consequences of doing recruitment and selection like this

and what to change for future successes.
After this objectives must have been met, it will mean that the aim of the study
has been met. Hence in order to do this, the research questions are very
important to note so as to meet the goal of the objectives. It seeks to answer
the research question ‘What are the basis for selection and recruitment
selection in Nigerian public sector; if it’s done based on professionalism or
biased means and if training serves as a guideline for effective recruitment and
selection processes as well as if the processes is based on utilising the Federal
Character Principles.”
3.3 Research Philosophy
Research philosophies differ on the goals of the research and the way to
achieve these goals. When doing a research of this nature, it is very
important to consider different research paradigms and matters of ontology
and epistemology. Since these parameters describe perceptions, beliefs,
assumptions and the nature of reality and truth, it can then influence the way
in which the research is undertaken, from its design and methods through to
conclusions, hence, it is therefore important to understand and discuss these
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details in order that approaches congruent to the nature and aims of
the particular inquiry are adopted, and to ensure that researcher biases are
understood, and reduced. James and Vinnicombe (2002) explained a caution
that we all have our preferences and that we are likely to shape our research
designs into suite; Blaikie (2000) also explained these aspects as part of a series
of choices that the researcher must consider and shows the alignment that
must connect these choices back to its original Research Problem. If this is not
achieved, methods incompatible with the researcher’s stance may be adopted,
with the result that the final work will be undermined through lack of
coherence. Why then is it needed to understand differences in philosophies of
research? Why not just go ahead and do a survey? It is important first to
understand the assumptions behind the research tools you choose. Galliers
(1991) research philosophy can be defined as a belief about the manner in
which data about a phenomenon is to be collected, used and then analysed.
He added that, there are two types of research philosophies; they include the
positivist and naturalist research philosophy. In addition, the choice of
techniques also depends on your willingness to accept the assumptions
underlying each set of tools. Researchers who use quantitative tools,
techniques that emphasize measuring and counting, are called positivists;
those who prefer the qualitative tools of observation, questioning, and
description are called naturalists. Levin (1988) was of the view that, positivists
believe that reality can be stable, described and observed from an objective
point of view without affecting the phenomena that is studied. He added that,
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the observations should be repeatable and isolated. This study will adopt the
natural philosophy because it follows the standpoints of natural scientists
(Saunders et al, 2003). Positivists and naturalists differ in their assumptions
about what is important to study, what can be known, what research tools and
designs are appropriate, and what standards should be used to judge the
quality of the research. Positivists assume that reality is fixed, directly
measurable, and knowable and that there is just one truth, one external
reality. In contrast, naturalistic researchers assume that reality constantly
changes and can be known only indirectly, through the interpretations of
people; they accept the possibility that there are multiple versions of reality.
People who are uncomfortable with such uncertainty are more likely to choose
the quantitative paradigm with its assumptions of a single, measurable
(countable) and knowable truth; people who can tolerate uncertainty are more
likely to favor a qualitative paradigm with its acceptance of multiple
perspectives of truth and constantly changing reality. Qualitative researchers
were equally critical of positivists’ work, arguing that the positivists’ search for
generalizable rules and their focus on quantification ignored matters that are
important but not easily counted and denied the complexity and the
conditional nature of reality. Positivists claim there is a single, objective reality
that can be observed and measured without bias using standardized
instruments. Naturalists , especially interpretive constructionists accept
that there is a reality but argue that it cannot be measured directly, only
perceived by people, each of whom views it through the lens of his or her prior
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experience, knowledge, and expectations. Naturalists seek to explain what
they have seen, regardless of whether their findings can be extended beyond
the time and circumstances of the current study. Naturalistic research is
focused more on understanding what has happened in a specific circumstance
than on trying to predict what will happen next. This study is carried out
without been influenced by the researcher emotions; respondents will provide
the answers to all the questions being asked so that the entire data covers the
various aspects of the research objectives and questions.
3.4 Research Design/Approach
Research Designs are plans and procedures used for research that span
decisions from broad assumptions to a detailed methods of data collection
analysis (Kothari, 2009). This plan involves several decision and they
need not be taken in the order in which they make sense. Selecting a research
design is based on the nature of the research problem or issue being addressed
which was why Cooper (2008) explained that, when selecting a research design
it has to be in accordance with what the research objectives is aiming to
achieve. We have 3 designs but the most appropriate for this study is the
qualitative as explained by Newman & Benz 1998 that these designs
represents different continuum and one of the distinction between qualitative
and quantitative is that one is framed in terms of using words rather than
numbers(quantitative) or using open-ended questionnaires (qualitative) rather
than closed(quantitative). Qualitative refers to exploring and understanding

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the meaning individuals or groups ascribe to a social or human problem. This
process involves emerging questions and procedures, data typically collected in
the participants setting, date analysis inductively building from particulars to
general themes and researchers making interpretation of the meaning of the
data (Creswell 2007).
Creswell also in his book explained that quantitative refers to testing objective
theories by examining the relationship among variables. These variables in turn
can be measured typically on instruments, so that numbered data can be
analysed using statistical procedures unlike qualitative , those involved in this
form of inquiry build protections against bias, and are able to generalize and
replicate the findings. Denzlin & Lincoln 2005 explained that qualitative
procedures demonstrates a different approach to inquire than quantitative
research as it involves different philosophical assumptions, strategies of inquiry
and methods of data collection, analysis and interpretation. According to
Saunders et al (2009) the research design is the overall plan of how the
researcher will answer the questions that have been stated and how the
objectives of the study will be achieved. He stated that there are three natures
of research designs which are exploratory, descriptive and explanatory. The
descriptive design shows a precise representation of persons, situations and
event (Saunders et al, 2003). Collis and Hussey (2003) stated that, it is used for
gathering statistical information about attributes, attitudes or actions of a
population by administering standardized questions to some, or all of its
members. This study will be designed as a qualitative descriptive research

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making use of qualitative survey method. Qualifying descriptive research here
to be qualitative despite being clear from the beginning on the qualitative
nature of this study is to note that descriptive research can either be
qualitative or quantitative. It is descriptive because it answers the questions
“what” and “how” and it will enable the researcher to get the information
needed from the respondents as to the objectives for the study. The study will
then adopt a survey strategy while its data will be collected through the
distribution of questionnaires to the sample selected from NASRDA. This
method is selected in order to ensure that the data collected goes in line or
answers the research objectives and questions that will be answered in this
study.
3.5 Data Sources
The data for this research was gathered from primary and secondary source as
it involves the use of questionnaire and qualitative data. Questionnaires will be
administered in order to collect primary data as explained by DeVaus 2002, he
described questionnaire to be all methods of data collection whereby people
answer questions in such a way that it’s already known. While Secondary data
includes qualitative and quantitative data in form of exploratory, descriptive
and explanatory. Qualitative is being used for this study, this is because it
answers descriptive questions as illustrated in the research questions. The
researcher also made sure that the data collected are reasonable and
justifiable. The data collection method will be through questionnaires using the
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survey method and will be analysed using figures and percentages for
illustrations.
3.6 Sample Techniques
Sampling techniques is needed to be used to reduce the amount of data that is
being collected by considering only data from a sub group rather than all
possible cases of elements (Saunders et al 2012). It is the framework or
roadmap that helps to serve as the basis for the selection of a survey sample
and also it affects many other important aspects of a survey in any study. In
doing this, we must explain a sample frame that represents the population
interest from which a sample is drawn (Lavrakas 2008). The researcher opted
for quota sampling method to select participants for the research. It involves
age grouping between 18-60 and work experiences and sample will be selected
from different departments of the case study. It is important to choose designs
that can possibly answer the research question. For this study, a sample size of
seventy persons was selected from employees in NASRDA in Ife, Nigeria. Non-
probability methodology was then adopted using quota sampling to select
participants from employees from all departments which includes the HR,
Administration and Finance departments which helped to gather enough and
adequate information for this study. The choice was adopted as it is less costly
and quick in setting up Saunders et al 2012 unlike probability sampling method
(simple random and systematic random to mention a few) which is more
expensive especially if the sample size is large in setting up and its
concentrated on face to face contact which will not be possible since the
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research is not done within the reach of the researcher. This method was also
used as it involves selecting samples within the strata available and is always
non-random (Barnett 2002).
Also, quota sampling was used as it was easy to divide and select respondents
from the size used compare to probability which involves selecting
respondents randomly. It also helps in stratifying the data by explaining and
classifying into well-defined groups.
3.7 Data Analysis
Data Analysis of study gathered through questionnaires will be categorized
into different steps in order to test its richness and validity. Questionnaires
were provided and returned with answers which made it clear to the
researcher. After which the responses were collated and reviewed to check
how sufficient and précised the response given was. The researcher then sorts
out the data by grouping all answers that has been given for each of the
questions asked. In order to achieve anonymity, questions were not given
direct label on their position in the organization so that it will not be linked to
them at the end of the research. And then finally, the researcher will make
analysis and interpretation of data given; also linking them to older studies.
3.8 Validity and Reliability
Reliability refers to the level in which a data collection techniques and
procedures creates results if repeated or if used by another researcher

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(Saunders et al. 2012). He furthered explained that its’ not easy to test
consistency for the reliability of a study due to threat which implies that a
researcher needs to use a critical methodology for its research in order to
avoid threats for the reliability of findings. These threats could be from
participants’ error or even from the researcher. It also explains that it can be
used to check if questionnaire will have consistent result using different
analysis, methods and sample size. Validity refers to the extent in which ones
research measures will measure what it is intended to determine. It tends to
demonstrate a relationship between two variables that is in a questionnaire
based survey, internal validity would create a set of questions that will be
related to an analytical factor or outcome. According to Saunders et al.,
(2009:53) validity defines relationship between variables stating whether the
results of findings are actually what they seem.
3.9 Limitations of the study
The study has undergone a few challenges and limitations, one of which was
due to the time frame given which was short for the whole project which
posed a limitation for the study. Another issue was respondents’ not getting
access to internet on time which led to late response as the researcher was not
able to collate data at its specific time. Also, distance denied researcher from
getting back questionnaires from respondents at a specific time. At the
beginning of the study, random probability sampling method could have been
used to pick respondents and questionnaires sent through email. Eventually

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this was changed because it could be difficult to get emails from all the persons
selected at the same. Hence, quota sampling was used to select respondents
from some of the departments and survey monkey was used to distribute
questionnaires in order to get responses and collate data at once.
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4. CHAPTER FOUR: DATA ANALYSIS AND FINDINGS
4.1 INTRODUCTION
A total of 70 invitations for the online survey were sent out via the site survey
monkey, which did not yield any invalid responses. Data collected will be
analyzed in this chapter in order to carry out the necessary tests, discussions
and also to give interpretations. This chapter will form the foundation for the
conclusions that will be drawn and recommendations for future purposes.
4.2 SOCIO ECONOMIC CHARACTERISTICS OF RESPONDENTS
4.3 DEMOGRAPHICAL INFORMATION OF RESPONDENTS (70)
Table 4.1 Gender of Respondents
Male 48 68.6
Female 22 31.4
Table 4.1 shows the gender distribution of respondent. The result shows that
the respondents comprised of 48 males (68.6%) and 22 females (31.4%). As
shown in the table above, we can deduce that majority of the respondents
were males.
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Table 4.2 Educational Qualification or Respondents
FREQUENCY PERCENTAGE
WAEC/GCE 4 5.7
ND/HND 5 7.1
Degree 45 64.3
Masters 9 12.9
PhD 7 10
This section presents the findings on socioeconomic characteristics of the
respondents. Findings on educational Qualification revealed that 5.7% of the
respondents have WAEC/GCE as their educational qualification, 7.1% have
ND/HND has their educational qualification, 64.3% of the respondents have
BSc as educational qualification, while 12.9% of the respondents have Master’s
degree as their educational qualification and the remaining 10% of the
respondents have PhD has their educational qualification. This is an indication
that majority of the respondents under study are university graduates.
Table 4.3 Departments/ Role of Respondents
Financial accounting 6 8.6
Budgeting 3 4.3
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Science 40 57.1
Human resources 9 12.9
Administration 12 17.1
Findings on the department distribution of the respondents as presented in
table 1 revealed that majority of the respondents representing 57.1% are in
science department, followed by 17.1% which are in Administration
department. Respondents from human resource department amount to 12.9%
of the respondents, while budgeting and finance department account for 4.3%
and 8.6% respectively. This could be as a result of the nature of the
employment at the national space research institute. The gender distribution
of the respondents indicates the dominance of male with a share of 68.6% of
the respondents as against the female with a share of 31.4% of the
respondents. This is an indication that male staffs are more than the female
staff in the establishment.
Table 4.4 Age of Respondents
18 – 30yrs 15 21.4
31 – 40yrs 33 47.1
41 – 50yrs 19 27.1
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51 – 60yrs 3 4.3
Findings on the age distribution of the respondents as presented in table 1 b
revealed that respondents with 31 – 41 years age bracket have larger
proportion with a share of 47.1% of the respondent, followed by respondents
that falls within the age bracket of 41 – 50 years with a share of 27.1%, while
respondents that falls within the ages bracket of 18 – 30years have a share of
21.4% and lastly respondents that are above 30years have a share of 4.3%. This
is an indication that majority of the respondents’ falls within the active and
productivity age.
Table 4.5 Years spent by Respondents in the Organization
1 – 10yrs 34 48.6
11 – 20yrs 25 35.7
21 – 30yrs 8 11.4
31 – 40yrs 3 4.3
Findings on the years of experience revealed that majority of the respondents
have stayed in the establishment for between 1 – 10years with a proportion of
48.6%, closely followed by the respondents that have stayed in the
organization for between 11 – 20years, while only 11.4% and 4.3% of the
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respondents have stayed in the organization for between 21 - 30 years and 31
– 40years respectively. This is an indication that majority of the respondents in
the organization have between 1 – 20years experience.
Table 4.6 Frequency of Recruitment Exercise
Every year 0 0.0
Once a year 70 100.0
Twice a year 0 0.0
Thrice a year 0 0.0
It was also discovered from the findings that the organization recruits once in a
year as revealed from the view of all the respondents.
4.3.1 Training System and Selection Process
Table 4.7 Training of employee in the public services are considered during
recruitment and selection process?
No of Respondents Percent (%)

Strongly Agree 1 1.4%
Agree 3 4.3%
Just Agree 66 94.3%
Disagree 0 0%
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Strongly Disagree 0 0%
Findings on training system and selection process as presented in table 4.7
above revealed that 66(94.3%) of the respondents just agree with the assertion
that training of employee in the public services are considered during selection
process, while only 1(1.4%) and 3(4.3%) of the respondents strongly agree and
agree respectively. This is an indication that to a large extent training of
employee in the public services plays a vital role during selection process.
Table 4.8 Training is an essential element of Recruitment exercise?

Strongly Agree 0 0
Agree 1 1.4
#Just Agree 69 98.6
Disagree 0 0
Strongly Disagree 0 0
Total 70 100%
All the respondents agrees with the assertion that training is an essential
elements of recruitment exercise as evident with the views of 69(98.6%) of the
respondents and 1(1.4%) of the respondents just agree and agree with the
assertion. This corroborated the first assertion that training is important and
plays a vital role in selection process.
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Table 4.9 Adoption of employees training in public services helps in Selection
and Recruitment process?
No of Respondents Percents (%)

Strongly Agree 2 2.8
Agree 2 2.8
Just Agree 66 94.3
Disagree 0 0
Findings on table 4.9 above interprets that 2.8% of respondents strongly agree
that the adoption of employee training helps in selection process; while 94.3%
‘just agree’ to this assertion.
Table 4.10 One of the guiding principle during Recruitment and Selection is
Training?

Strongly Agree 7 10
Agree 15 21.4
Just Agree 0 0
Disagree 48 68.5
One of the guiding principle for recruitment and selection should be Training,
but it was discovered that 68.5% disagree to this assertion while just 10%
‘strongly agree’. This means that Training system is not really seen as a guiding
principle even though it plays a significant role during selection process; many
of the respondents still feel that there is need for more commitment based on
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the results from the analysis. Furthermore, it was deducted from the analysis
that respondents were not accurate in their judgement.
4.3.2 Federal Character and Recruitment / Selection Process
Table 4.11 Are Selection and Recruitment in the public service guided by the
Federal Character Principle?

Agree 0 0%
Just Agree 6 8.6%
Disagree 0 0%
Strongly Disagree 52 74.3%
Findings on federal character and recruitment process in the public services as
presented in table 4.11 revealed that 12(17.1%) of the respondents attest to
the assertion that recruitment and selection process are guided by federal
character principle, 52(74.3%) of the respondents ‘strongly disagrees’ with the
assertion, while 6(8.6%) of the respondents just agree with assertion. With this
analysis, we could see that federal character principle is not properly adopted
into the process as expressed by the respondents. It’s been stated that when
recruitment and selection is involved, it should be guided by federal character
but 52respondents has disagreed that its being adopted in the selection
process to play an important role in the process.
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Table 4. 12 Ethnicity and Religion play any role in influencing Recruitment
and Selection practices in public sector?

Agree 25 35.7%
Just Agree 0 0
Disagree 0 0
Findings on ethnicity and religion influence on recruitment and selection
process as presented in table 4.12 revealed that 25(35.7%) of the respondents
agree with the assertion that ethnicity and religion plays a role in influencing
recruitment and selection process, while 45(64.3%) of the respondents
strongly agree with the assertion. This is an indication that ethnicity and
religion plays a role in influencing recruitment and selection process in the
public services; that explains that recruitment and selection process are
sometimes not done on merit basis.
Table 4.13 Adoption of Federal Character in public service helps in the

Recruitment and Selection process?

Strongly Agree 21 30%
Agree 49 70%
Just Agree 0 0%
Disagree 0 0%
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The Federal Character system is the guide to what needs to be done during
recruitment and selection for the public service has explained in chapter two
above. So if 21(30%) ‘Strongly agree’ that federal character is been adopted,
then there need to be a composition whereby things will be reviewed.
Table 4.14 Federal Character is one of the major guiding principles during

Agree 52 74.3%
Just Agree 3 4.3%
Disagree 0 0%
In table 4.14 above, 21.4% strongly agree to the assertion that Federal
character is a major principle that should be used, while 74.3% ‘agreed’ and
4.3% just agree respectively.
4.3.3 Grading System and Selection Process
Table 4.15 Grading systems are adopted during Recruitment and Selection
process?

Agree 0 0%
Just Agree 9 12.8%
Disagree 50 71.4%
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Findings on grading system and selection process as presented in table 4.15
revealed that 50(71.4%) of the respondents disagree to the assertion that
grading system is adopted during recruitment and selection process, while
11(15.7%) of the respondents strongly agree with the assertion while 9(12.8%)
of the respondents just agree with the assertion. However, this is an indication
that the grading system is not properly adopted during recruitment process.
Table 4.16 Grading system is an essential element of recruitment exercise?

Agree 17 24.3%
Just Agree 0 0%
Disagree 0 0%
The views of the respondents established that the grading system is not just
adopted but rather it is an essential elements during recruitments and or
selection process. This was derived from the views of 53(75.7%) and 17(24.3%)
strongly agree and agree with the assertion that the grading system plays an
essential role in recruitment exercise but the question is if it’s in use. They all
attest to the assertion that grading system is one of the guiding principles
during recruitment and selection process
Table 4.17 Adoption of Grading systems in public service helps in

U1321095 Page 62
Agree 0 0%
Just Agree 6 8.6%
Disagree 0 0%
In table 4.17 above, 70% of the respondents ‘strongly disagree’ helps the
recruitment and selection process; 15% strongly agree and 8.6% just agrees
respectively.
Table 4.18 One of the guiding principle during Recruitment and Selection is
grading system?

Agree 50 71.4%
Just Agree 10 14.%
Disagree 0 0%
In table 4.18, 8.6% of the respondents have strongly agreed to this assertion,
71.4% agreed, 14% just agreed and 5% have strongly disagreed to this
assertion. With this analysis, it could be agreed that grading system is seen as
one of the guiding principle but the question is how effective is this managed?
4.3.4 Consequences of Recruitment and Selection in Public Sector
Table 4.19 Recruitment and Selection process has improved professionalism

and productivity using your department as an example?
U1321095 Page 63
Agree 20 28.5%
Just Agree 0 0
Disagree 25 35.7%
Findings on the consequences of recruitment and selection in the public sector
as presented in table 4.19 revealed that 25(35.7%) of the respondents
disagreed to the assertion that recruitment and selection process has
improved professionalism and productivity among staff in the public services;
while 10% strongly agree, 25.7% strongly disagree. This is an indication that
individual staff do not really adhere strictly and diligently to their various
responsibility so as to aid their performance during selection process for
promotion.
Table 4.20 It eradicates unlawful exercises?

Agree 55 78.6%
Just Agree 0 0%
Disagree 0 0%
They all agree with the assertion that following due process during recruitment
and selection process eradicates unlawful recruitment exercise.
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Table 4.21 Selection process enable the entire applicant to have equal
chances of been selected?

Agree 5 7.1%
Just Agree 63 90.0%
Disagree 0 0
In table 4.21 above, only 2.9% strongly agree to this that selection process
enable the entire applicant to have equal chances of been selected; 7.1% agree
and 90% of respondents ‘just agree’ to this statement. All the respondents
attest to the assertion that the recruitment process enables the entire
applicant to have equal chance of being selected but emphasis will be laid on
the 2.9% that strongly agreed to this statement.
Table 4.22 Selection process in the public services promotes ethical balances
and reduces bias?

Strongly Agree 0 0%
Agree 20 28.6%
Just Agree 5 7.1%
Disagree 45 64.3%
In the table, 64.3% disagree that selection process in the public service
promotes ethical balances and reduce bias; while 7.1% just agree and 28.6%
agree respectively. If we have to weigh this, the % of respondents who

U1321095 Page 65
disagree is more than those that agreed that the process promote ethical
balance and reduces bias among staff in the public services.
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5.0 CHAPTER FIVE: DISCUSSION OF FINDINGS
The data representation and analysis has helped in getting answers to the
research questions as well as satisfy the study objectives. The responses
gathered are therefore discussed with reference to each of the research
questions.
The study revealed that even though Training services are considered as
important during selection processes. There is still a wide gap that affects this
importance, looking at the analysis from respondents just 1.4% “strongly”
agrees that Training is considered. According to Bedeia 1987, he explained that
Training is an act of increasing the knowledge and skills of an employee in
doing a particular job which would aid productivity. Another question which
was on the adoption of employee training during selection processes indicates
that just 2% “strongly agree” while 94.3% “Just agree” to this assertion.
Another question states if Training serves as a guiding principle for recruitment
and selection 68.5% disagree to this assertion. This means that Training is not
100% adopted into the system even though in the analysis respondents
considered it to be important. One major principle for recruitment and
selection should be Training, but it was discovered that 68.5% disagree to this
assertion while just 10% ‘strongly agree’. This means that Training system in
the public sector plays a significant role during selection process but many of
U1321095 Page 67
the respondent still feel that there is need for more commitment based on the
results from the analysis. Furthermore, it was deducted from the analysis that
respondents were not accurate in their judgement.
Secondly, looking at the analysis above for the Federal Character Principle
17.1% of respondents “strongly agree” i.e it is guided by this principle while
74.3% “strongly disagree”. According to the public service rule, the Federal
character principle serves as rule that guides in recruitment and selection and
should be done without bias of race or religion. This also led to asking if
ethnicity and religion has an influence in recruitment and selection practices;
64.3% “strongly agree” that means respondents must have experienced this
defects and accept that one’s religion or background affects being recruited in
the public service. Another analysis which is very important and vital is the
question which states if Federal Character is a major guiding Principle, 21.4% of
the respondents strongly agree to that statement. With this analysis, it could
be said that though this principle exists it still need to be well articulated for
effective recruitment and selection process.
Grading system and Selection process also revealed some aspects of directives
on its questions which explain if grading system is adopted. The analysis under
the first question reveals that 15.7% “strongly agree” to this assertion.
According to vanguard newspaper (2007), the grading system follows GL 01
U1321095 Page 68
#133,000; GL 04 #144,000 while board of directors #2.271m. If converted to in
dollars that will amount to $87, $94 and $1,478. This is ridiculous as even the
directors do not do as much work as the staff members. Looking at the private
sector, it can’t be compared to what is in the public sector as the gap in pay is
much more wider from about 300 – 500% (Babaru, 2003) but with the public
sector the salary of the civil servant is not worth it; but as it was analyzed in
the study Nigerians take any job not minding the pay rather than being
unemployed. Further analysis also states that 8.6% of the respondents
‘strongly agree’ to the assertion that grading system is one of the guiding
principle for recruitment and selection process compared to 77.1% that ‘just
agreed’. This means that though it’s been adopted in the Federal Character
guide and is a guiding principle, majority of the respondents still do not see it
as effective. Another question under the grading system revealed that
50(71.4%) of the respondents disagree to the assertion that grading system is
adopted during recruitment and selection process, while 11(15.7%) of the
respondents strongly agree with the assertion while 9(12.8%) of the
respondents just agree with the assertion. This indicates that adoption of the
grading system to be used is still not properly adopted into the system, hence;
the reason why many Nigerians agree to work not minding the pay. 8.6% of the
respondents have strongly agreed to this assertion that one of the guiding
principle is the grading system, 71.4% agreed, 14% just agreed and 5% have
strongly disagreed to this assertion. With this analysis, it could be agreed that
grading system is seen as one of the guiding principle but the question is how
U1321095 Page 69
effective is this managed? Analysis had been made earlier in this part about
comparing this system to the private sector and it was realized that it cannot
stand.
Another aspect of this study which is also very important is about the
consequences of recruitment and selection, one of the very important
questions was on the professionalism and productivity which only 7% ‘strongly
agreed’ that it’s been improved. This explains that there is still a level to be
reached in order to meet up with the Federal Character Principle discussed in
chapter two. If recruitment and selection is adequately done, it will enhance
the level of productivity and professionalism of organization as compared to
current practices. Also it was viewed that applicants are not given equal
chances which means there is a level of discrimination and bias. This is not in
terms with the Federal Character Principle guide as all geo-political zones have
the right to apply in any state or region. If 63% ‘just agree’ of the respondents
compared to the 2% ‘strongly agreed’ that selection process enables entire
applicant to have equal chances of been selected, then the whole system
needs to be checked. It was also discovered there is a high level of bias in
recruitment and selection of the Nigerian public sector even though in the
Nigerian public rule everyone has equal chance not minding the race nor bias
minded; ethical balances should be promoted. This is according to the analysis
U1321095 Page 70
from table 4.22 above which interprets that, 64.3% disagree that selection
process in the public service promotes ethical balances and reduce bias; while
7.1% just agree and 28.6% agree respectively. If we have to weigh this, the %
of respondents who disagree is more than those that agreed that the process
promote ethical balance and reduces bias among staff in the public services.
In conclusion, it has been observed from the above analysis that training,
federal character principle and grading system are very important to
employees so as to achieve the desired outcomes in an organization. However,
the above analysis also reflects that these points are still not valid and reliable
as it has not been properly managed according to the respondents. It can
therefore be argued that in order to ensure that members of the Nigerian
public service are considered as far as recruitment and selection is concerned.
It is important to ensure that Nigerians are given equal opportunity to express
their effort without bias to meet the needs of the service. Also, it is very
necessary for the management to ensure adequate training by involving all
selectees and ensuring that they all have a knowledge of the federal character
principle of the public service.
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6.0 CHAPTER SIX: CONCLUSIONS
The aim for this study was to critically analyse how recruitment and selection
in the Nigerian public sector compare to current practices and therefore if
based on professionalism, to know if training serves as a guideline for applying
the selection processes, to access if the process is based on Federal Character
Principles and to establish the consequences of doing recruitment and
selection like this and what to change for future successes. Since recruitment
and selection is an important aspect of development for every organization, it
is important that that the exercise is conducted efficiently in order to maintain
a quality management. The aims for this study were achieved presented in the
analysis. The analysis confirmed that recruitment and selection is not a new
concept in organizations; however it should be noted that if recruitment and
selection is done effectively it will have a positive impact as well as turn out
poorly if not done on merit basis.
The first objective of the study which is to evaluate if training serves as a
guideline for selection and recruitment processes. As it is known that training
refers to an attempt made by an organization to process employee’s
knowledge of jobs efficiently which involves knowledge, skills and attitudes
that are used for judging successful job performance. From this objective, it
was realized that even though training was considered as an important aspect
for organization during selection and recruitment processes. Not all employees
strongly agreed to all the questions training serves in this process. This means
that Training in the public service has not been 100% adopted thereby it’s of
U1321095 Page 72
no significant use. Training assists the utilization of human resource that helps
the trainee to reach the organization and individual’s goals (Adeniji, Osibanjo &
Abiodun 2013). There is a saying that says ‘if you don’t train them, don’t blame
them’. Hence, managers should endeavor that there is adequate training for
selected candidates which will add up to the productivity of employees.
Secondly, the findings reflect that the Federal Character Principle which serves
as a guide for all the geopolitical zones in Nigeria has not been well blended. In
the analysis, we can deduce that there is a form of bias and discrimination
during this process which shouldn’t be. In the analysis, there is a wide gap
between the percentages of respondents that agreed that the Principle serves
as a guideline to those that did not agree. This means that the Federal
Character Principle has not been duly followed; employees should have equal
rights across board as stated in the principle. Hence, HR managers must be
able to figure out how to create awareness for recruiters in order to give all
candidates equal opportunity rather than using race or religion to recruit
employees. The study also revealed grading system is not properly adopted
into the public service. This system is the part that is supposed to encourage
employees at work, especially if they are been promoted or even if there is an
increase in their wages. We can deduce from the analysis that respondents do
not feel secured based on the grading system from the question asked; many
take the job not minding what comes with in in order not to stay unemployed.
This means though they agreed that it’s important in recruitment system but it
has not effectively worked its way in the processes compared to the private
U1321095 Page 73
sector.
The HR managers and recruiters still have so much work to do so as to ensure
that recruitment and selection stays effective. The implication of this is that it
will help boost and increase productivity for employees in the organization.
Training in an organization is very essential which even gives credit to the
organizers for their outcomes. Another issue also has to do with the HR
management who is supposed to deal with the recruitment and selection
process. From the analysis, we could see that the number of respondents from
the HR department were very few. This means that the HR system is weak in
the first place and therefore do not have positive effect on its process. Another
issue that was denoted in the study was also on the issue of managers being
biased minded when recruiting and selecting candidates. They tend to select
people whom they know or are from the same region. This does not go in line
with the Federal Character Principle, hence needs to be tackled.
U1321095 Page 74
7.0 CHAPTER SEVEN: RECOMMENDATIONS
First of all, the issues with the HR department need to be tackled as this
department is needed in every organization in order to function effectively in
the area of recruiting and selecting people into the organization. During the
research, we could see that the HR department didn’t respond well to this
research. This could be as a result of not being involved in the affairs of
recruiting and selecting employees or they are not capable of this process. This
in essence will not give positive results to the organization; hence, the Top
management should be interested in each of their subsidiaries thereby
building a platform that will help the HR department perform better in their
duties. Also, training should be provided for each and every member of the HR
department which would take them through the Federal Character Principle
guide. The study revealed that training is not really a part of the process in the
public service i.e. it has not been properly adopted into the system.
Managers as well as the HR department member should ensure that all
employees being selected are properly trained in order to know the terms of
the work flow. If the present respondents were properly trained, the turnout
of respondents on that aspect would have been much higher than the figures
we got. They should ensure that new selectees have an idea of the job
description and analysis. Another recommendation is towards the grading
system, management should ensure that this is done with merit as it is a form
of encouragement for employees. It should create a platform in such a way

U1321095 Page 75
that it will help create productivity even for new employees as well. They
should ensure that grading system should provide basis of promotions which
should be done on merit for employees which would serve as a form of
motivation.
Furthermore, the Federal Character Principle which serves as a guide for civil
servants should be provided for all civil servants and their managers. This will
enable then know their rights and also reduce form of bias among employees.
Since these laws are linked to all the geopolitical zones in the country,
managers should therefore ensure that employees are given equal opportunity
not minding the race or religion in which they come from.
7.1 SUGGESTIONS FOR FUTURE RESEARCH
The results of this research has provided a ground for further study; looking at
the case of Nigeria and its public service. One area that needs to be considered
is to look at how HR is positioned in the Nigerian public service and to see how
they operate in all of their sectors. It was deducted during the cause of the
research that this depart is not as active as it should be. Hence, a research
should be done on if there is an HR department and if so, why is it not active.
It will also be appropriate to research on the grading system and other
financial benefits so as to determine the level to which the Federal Character is
been used. Future studies should be carried out on the labour market and why
many are not qualified despite huge amount of money that has been claimed
U1321095 Page 76
to have been spent on education, training etc. In a place where labour market
employers compete to hire the best, and the workers compete for the best
satisfying job. Further studies needs to be done to find out why workers are
still not recruited and also why people are been manipulated to positions
instead of going through due recruitment and selection process. Further
studies could also be carried out on other methods for example using face to
face interviews for the research. This will also enable the researcher to get
detailed information and experience new challenges. Multiple research designs
could also be used for further study to develop a richer theoretical perspective
and create a focus for the research (Tashakkori and Teddie 2010). Other topics
of recruitment and selection such as job analysis, job description, internal and
external recruitment methods, shortlisting, planning and setting up interview
can also be included in future researches.
U1321095 Page 77
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408EPQ/13?accountid=17234. Accessed 15/02/2015.
Yaro, I. (2014) ‘Recruitment and Selection in the Nigerian Public Service:

Nature, Challenges and Way Forward’, British Journal of Economics,
Management & Trade, 4(7), pp. 354-362. Available [Online] at:
Zottoli, M.A., & Wanous, J.P. (2000) ‘Recruitment source research: Current
status and future directions’, Human Resource Management Review, 10(4), pp.
353–382. Available [Online] at:
U1321095 Page 83
http://dx.doi.org.nwulib.nwu.ac.za/10.1016/S1053-4822(00)00032-2-
U1321095 Page 84
Appendix 1
PARTICIPANT INFORMATION LETTER
Programme of Study: MA International Human Resources Management
Dissertation Title: Selection and Recruitment in the Nigerian Public Sector
Dear Participant, you are being invited to take part in a research study. Before
you decide whether to participate, it is important for you to understand why
the research is being done and what it will involve. Please take time to read the
following information carefully and ask us if there is anything that is not clear
or if you would like more information. Take time to decide whether or not you
wish to take part.
What is the purpose of the study? - The purpose for this research is to
understand and know how effective selection and recruitment processes is in
the Nigerian Public Sector using National Space & Development Agency as case
study; the merits used for this process, how often it’s done and also to share
the strengths and weaknesses for future corrective measures. As part of a staff
in the (National Space & Development Agency) Nigerian Public sector, I believe
and know that you have knowledge of how selection and recruitment is done. I
will like you to participate in this research so you can share your view of what
the process is like and what needs to be amended. Personal data such as age,
sex, gender will be collected be collected in this research, this has no negative
effect on the research as it will make it easier for me to separate and work on
my numbers.
What will I have to do if I take part? - This research will involve questionnaires
that have been designed in an easy and understandable manner which will not
take participants more than 10minutes to answer. The questionnaires will be
sent to participants via email or post. A sample questionnaire will be added.
What are the possible disadvantages or risks of taking part? - There will be
neither risks nor discomfort in this research.
Do I have to take part? - Dear Participant, it is not compulsory for you to take
part. And if you do take part at the beginning of the research, you can decide
to withdraw if you don’t feel comfortable with the process. Your involvement
U1321095 Page 85
in this Research is at your own will. You are under no obligation to take part in
the study; you are free to withdraw at any time. All information related to your
responses will also be safely destroyed.
What will happen to the information? - Your participation in this study and all
information collected will be kept strictly confidential in accordance with the
Data Protection Act (1998). Unless otherwise indicated, all personal
information and data collected will be coded and anonymised so that you
cannot be recognised from it. The collected data will be securely stored on a
password protected computer and safely disposed of once the
project/dissertation has been completed. The results of this study will be
reported as part of my degree programme and may be further disseminated
for scientific benefit. The results will be available to you on request.
Who should I contact for further information or if I have any

problems/concerns? - You can contact me by sending an email to
[email protected] and Maarten Pontier- [email protected]. If you
have any queries regarding the conduct of the programme in which you are
being asked to participate, please contact:
Catherine Fieulleteau, Ethics Integrity Manager, Graduate School, EB 1.43
University of East London, Docklands Campus, London E16 2RD
U1321095 Page 86
Appendix 11
Topic: A CRITICAL ANALYSIS OF THE RECRUITMENT AND SELECTION PROCESS

IN THE NIGERIAN PUBLIC SECTOR: A CASE STUDY OF THE NATIONAL SPACE
AND RESEARCH DEVELOPMENT AGENCY
Objectives of the Study
The objectives of this study are:
- to know if training serves as a guideline for applying the selection

processes;
- to access if the process is based on Federal Character Principles and their
compliance with best practice;
- to establish if any form of grading for selection and recruitment
practices is used;
- to establish the consequences of doing recruitment and selection like
this and what to change for future successes.
Research Questions
The research questions are:
- Does training serve as a guiding principle during recruitment and

selection in the Nigerian Public Sector?
- Is recruitment and selection processes based on using the Federal
Character Principle scheme?
- Is there any form of grading system for recruitment and selection
processes in the Nigerian Public Sector?
- What are the consequences of doing recruitment & selection and what
are the corrective measures to be used in the future?
U1321095 Page 87
QUESTIONNAIRE
SECTION A
1. What qualifications do you have?

WAEC/ GCE [ ] ND/HND [ ] DEGREE [ ] MASTERS [ ]
2. What department are you in?

Finance and Accounts [ ] Budgeting [ ] Logistics [ ] Human
Resources [ ]
Administrative [ ]
3. What is you gender?

Male [ ] Female [ ]
4. What is your Age range?

18-30 [ ] 31-40 [ ] 41-50 [ ] 51-60 [ ]
5. State how long you have been working for National Space and Research
Agency from this range of years?
1-10 [ ] 11-20 [ ] 21-30 [ ] 31-40 [ ] 41 and above [ ]
SECTION B
6. How frequent are Recruitment and selection exercises conducted in the
public service in Nigeria? Every year [ ] Once a year [ ] Twice a
year [ ] Thrice a year [ ]
Other [ ]
7. GRADING SYSTEM
Statement Strongly Agree Just Disagree Strongly
agree agree disagree
Grading system is adopted
during recruitment and selection
process
Grading system is an essential
element of recruitment exercise
Adoption of Grading system in
U1321095 Page 88
public services helps in the
selection and recruitments
process
One of the guiding principle
is grading system
8. TRAINING
Training of employee in the
public services are considered
during recruitment and
selection process
Training is an essential element
of recruitment exercise
Adoption of employees training
in public services helps in the
process
One of the guiding principle
is training
9. FEDERAL CHARACTER
Are Selection and Recruitment
practices in the public service
guided by the Federal Character
Principle
Ethnicity and religion play any
U1321095 Page 89
role in influencing recruitment
and selection practices in the
public sector in Nigeria?
Adoption of federal character in

public services helps in the
process
Federal character is one of the
major guiding principle during
recruitment and selection
process
10.CONSEQUENCES
recruitment and selection
process has improved
professionalism and productivity
in the public service using your
department as an example
It eradicate unlawful
recruitment exercise
Selection process enable the

entire applicant to have equal
chances of been selected.
Selection process in the public
services promotes ethical
balances and reduces bias
U1321095 Page 90

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MK7227 Postgraduate Dissertation

Student Number: U1321095

Comments Max Actual

Introduction Supervisor Comments:

Identification of a valid topic,

2nd marker Comments: 10%

Critical Literature Review Supervisor Comments:

Depth and breadth of literature

Research Methodology Supervisor Comments:

Evidence of rigor in data

Conclusions and Supervisor Comments:

Research question and

Organisation, presentation and Supervisor Comments:

Well-structured and ordered

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2nd Marker’s Name: ………………………………………. Signature:

NIGERIAN PUBLIC SECTOR: A CASE STUDY OF THE NATIONAL SPACE AND

RESEARCH DEVELOPMENT AGENCY

A dissertation submitted in partial fulfillment of the requirements of the Royal

International Human Resource Management.

Student Number: U1321095 Date: 12-05-2015

Libraries and Learning Services at UEL is compiling a collection of

 That I can choose to declare my Work “Open Access”, available to

Field Name Details to complete

Separate the surname (family name)

Author Affiliation POPOOLA, ADENIKE TEMITOPE

Name of school where you were SCHOOL OF BUSINESS

E.g. MA, MSc, MRes, PGDip

Course Title INTERNATIONAL HUMAN RESOURCE

Date of Dissertation 2015-05

Date submitted in format: YYYY-MM

Does your dissertation contain

By returning this form electronically from a recognised UEL email address or

Student Number: U1321095 Date: 12-05-2015

of inspiration in several ways; I am more than grateful to you both.

perfection. My sincere appreciation also goes to my guardians Mr & Mrs. Amos

2.0 RECRUITMENT AND SELECTION 23

2.3.1 EFFECTS OF HR ON RECRUITMENT AND SELECTION PROCESS 39

3.2 RESEARCH AIMS AND OBJECTIVES 41

3.3 RESEARCH PHILOSOPHY 42

3.4 RESEARCH DESIGN/ APPROACH 45

3.5 DATA SOURCES 47

3.7 DATA ANALYSIS 49

3.8 RELIABILITY AND VALIDITY 49

3.9 LIMITATIONS OF THE STUDY 50

4.2 SOCIO-ECONOMIC CHARACTERISTICS OF RESPONDENTS 52

4.3 DEMOGRAPHICAL INFORMATION OF RESPONDENTS 52

4.3.1 TRAINING SYSYTEM AND SELECTION PROCESS 56

4.3.2 FEDERAL CHARACTER AND RECRUITMENT/ SELECTION 59

4.3.3 GRADING SYSYTEM AND SELECTION PROCESS 61

4.3.4 CONSEQUENCES OF RECRUITMENT AND SELCTON IN THE PUBLIC

5.0 DISCUSSION OF FINDINGS 67

7.1 SUGGESTIONS FOR FUTURE RESEARCH 76

Nigerian Public service. It aims to know if adequate training is given in the

process of recruitment & selection; to access if the process is based on Federal

administering questionnaires to selected samples from the National Space

probability sampling method using quota sampling to select samples; 70