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Reference: International Journal of Management Research & Review 2014(Volume 4-issue 10-Article
No-5-pg no-996-1006)
6. Thebe, T.P. & Van der Waldt .G (2014, A Recruitment and Selection Process Model: The
case of the Department of Justice and Constitutional Development) The purpose of this
article is to report on findings of an empirical investigation conducted at the Department
of Justice and Constitutional Development. The aim of the investigation was to ascertain
the status of current practices and challenges regarding the processes and procedures
utilised for recruitment and selection. Based on these findings the article further outlines
the design of a comprehensive process model for human resource recruitment and
selection for the Department. The model is designed in the form of various process maps
on macro- (strategic), meso- (tactical) and micro- (operational) levels. It reflects the
theoretical interrelationship between organisational variables such as strategy and
structure, as well as elements of recruitment and selection which include job analysis,
advertising, shortlisting, interviewing and appointment of candidates.
Reference: North-West University, Potchefstroom Campus (Vol- 22(3): 6-29)
7. Ndubuisi Ufoma (2015, THE IMPACT OF RECRUITMENT AND SELECTION CRITERIA ON
ORGANIZATIONAL PERFORMANCE) This study investigates the impact of recruitment and
selection criteria on performance using Fidelity Bank Plc, Lagos Nigeria as focal point. The
analyses of 130 valid responses obtained through a questionnaire that was administered
to randomly selected respondents revealed that recruitment and selection criteria have
significant effect on organization’s performance (X2 = 35.723; df = 3; p<0.05). The more
objective the recruitment and selection criteria, the better the organization’s
performance (X2 = 20.007; df = 4; p<0.05).
Reference: Global Journal of Human Resource Management (Vol.3, pg.no:22-33)