Chapter One

Introduction
1.1 INTRODUCTION

This study will examine an internal recruitment on employee motivation, this chapter therefore presents the
background to the study, statement of the problem, purpose of the study, objectives of the study, research
questions, Scope of the study, Significance of the study, operational definition of terms and concepts,
conceptual frame work.

1.2 BACKGROUND OF THE STUDY

Internal recruitment is one of the most popular incentive systems and has an old tradition in
telecommunication industry (Ahrnborg, 2004), and is as one of the non-monetary rewards. Looking back at
our old case made us curious to see how the manager achieved to climb the ladder and makes it interesting
to examine if internal recruitment solely could stimulate and motivate employees also mentioned by
Merchant & Van der Stede (2007).

Internal recruitment may lead to increase in employee’s productivity as their motivation level increases. It
also saves time, money and efforts. But a drawback of internal recruitment is that it refrains the organization
from new blood. Also, not all the manpower requirements can be met through internal recruitment. Hiring
from outside has to be done. Internal recruitment or internal mobility (not to be confused with internal
recruiters) refers to the process of a candidate being selected from the existing workforce to take up a new
job in the same organization, perhaps as a promotion, or to provide career development opportunity, or to
meet a specific or urgent organizational need. Advantages include the organization's familiarity with the
employee and their competencies insofar as they are revealed in their current job, and their willingness to
trust said employee. It can be quicker and have a lower cost to hire someone internally (Schawbel, 15 Aug
2012).

A recruitment strategy is a plan an organization enacts to form a recruiting process and establish a candidate
pool. An organization uses recruitment strategies to identify a hiring vacancy, establish a timeline, and
identify goals throughout the recruitment process. Recruitment strategies are typically the responsibility of
the human resources department. Employee motivation, i.e. methods for motivating employees, is an
intrinsic and internal drive to put forth the necessary effort and action towards work-related activities. It has
been broadly defined as the "psychological forces that determine the direction of a person's behavior in an
organization, a person's level of effort and a person's level of persistence". Also, "Motivation can be thought
of as the willingness to expend energy to achieve a goal or a reward. Motivation at work has been defined as
'the sum of the processes that influence the arousal, direction, and maintenance of behaviors relevant to
work settings'." Motivated employees are essential to the success of an organization as motivated employees
are generally more productive at the work place (Moran, 2013).

Niche firms tend to focus on building ongoing relationships with their candidates, as the same candidates
may be placed many times throughout their careers. Online resources have developed to help find niche
recruiters. Niche firms also develop knowledge on specific employment trends within their industry of focus
(e.g., the energy industry) and are able to identify demographic shifts such as aging and its impact on the
industry (Gartner 2008)

In the age of Scientific Management, forwarded by Frederick Winslow Taylor in the 1890’s, only monetary
rewards were considered to be important to employees. This rather limited view of employees’ needs and
rewards gave way in the 1920’s when a series of experiments at the Western Electric Company’s Hawthorne
plant led to a new paradigm of worker motivation. The Hawthorne experiments, as they came to be known,
led to a view that saw employees motivated more by social needs rather than by purely economic ones.
Employee motivation has been gaining increasing attention from researcher and practitioners Employee
motivation is a major factor in the success or failure for any organization without motivated workforce,
productivity morale profits product, and services delivery suffers further on (Ahmed, 2015).

The analysis of motives that cause individuals to create businesses or engage in some form of business
activity constitutes a research strand that has sparked great interest among authors of articles on female
entrepreneurship. Despite this, the majority of studies up until now have been merely exploratory in nature.
In addition, conclusive findings are seemingly non-existent; on the contrary, the literature is replete with
contradictory results (Gill and Ganesh, 2007). We therefore analyzed female motivations from two angles:
fist comparing them with those of men, and then focusing specifically on women ‘s motives.
Entrepreneurship is ―creating something new with

value by devoting necessary time and effort, assuming the accompanying financial, spiritual and social risks
and receiving the resulting rewards of monetary and personal satisfaction of independence‖.
Entrepreneurship is key factor in terms of economic growth of a country because it is mainly composed of
starting new business. Entrepreneurship is not an easy work. It is time consuming where it needs more time
and dedication of most of the time and resources, (Buzza & Mosca, 2009).

The first article on business creation by women was published midway through the 1970s. The author was
Eleanor Brantley Schwartz (1976), and it appeared in the Journal of Contemporary Business. The article,
entitled ‗Entrepreneurship: A New Female Frontier‘, was based on 20 interviews with female entrepreneurs.
Schwartz combined descriptive and exploratory research to identify traits, motivations, and personal
attitudes common to these 20 women, concluding that the main drivers were the same as for men: the need
for success, independence, economic reward, and work satisfaction. Toward the end of the 1980s, studies
analyzing the second wave of female business owners began to appear in academic journals. In one such
article, Gartner (1990) declared that women could achieve ownership of businesses by creating firms,
through inheritance, or by a joint venture with other individuals from the same family or otherwise.
1.2 Problem of Statement

The efficiency and the effectiveness of any work place (whether private or the public sector) largely depend
on the caliber of workforce .the availability of a competent and effective labor force does not just happen by
chance but through an articulated recruitment exercise (Peretomode, (2009))

In Somalia telecommunication companies invest a lot of money to motivate their employees according to
their positions, job security, incentives and etc. thus still some may be quitting their jobs some may be
absent and some others may seem their job senseless and may not be committed to their organizations. So,
we need to find if there is relationship between internal recruitment and employee motivation, in my best
knowledge, there is lack evidence in the literature with regard to studies scrutinizes the association between
internal recruitment and employee motivation in telecommunication companies in Mogadishu – Somalia,
the researcher has a high regard for filling this gab. Employees are the heart of any organization. For any

organization to operate smoothly and without any interruption, employee cooperation cannot be replaced
with anything else. It is of utmost importance that the employees of an organization not only have a good
relationship with the top management, but also, they maintain a healthy and professional relationship with
their coworkers. The study also focused on de-motivation factors affecting employee performance
negatively (Snell et al, 2012).

1.3 PURPOSE OF STUDY

Study concentrates on identifying the relationship between internal recruitment and employee motivation in
some selected telecommunication companies in Mogadishu namely Hormuud and Nation link using cross
sectional survey with view to increase management Awareness of employee attitude towards their jobs.

1.4 OBJECTIVES OF THE STUDY

1. To examine assessments that are also available to measure the screening and selection of the
employee.

2. To identify the effects of job security on employee motivation in some selected private
telecommunication companies in Mogadishu?

3. The requirements needed of job duties in terms of promotion internal recruitment.

1.4 Research Objective

The objectives of the study are classified into general and specific as following

1.4.0 General objective

 The purpose of this study to find out The Effect of Career Development on Organizational
Performance in private sector Mogadishu –Somalia

1.4.1 Specific Objective

 To determine the effects of training on organizational performance

 To establish the effects of career mentoring on organizational performance.
 To show the relationship between career development and organizational performance’

1.5 RESEARCH QUESTIONS

1. What are the assessments that are also available to measure the screening and selection of the
employee.?

2. How job security effect employee motivation in some selected private telecommunication
companies in Mogadishu?

3. What are the requirements needed of job duties in terms of promotion internal recruitment?

1.6 SCOPE OF STUDY

This study will be concerned with the effect of internal recruitment on employee motivation, in some
selected telecommunication companies in Mogadishu. This study will conduct in Somalia especially Capital
City of Mogadishu. this research will perform using cross sectional survey in 2019–2020

1.6.1 GEOGRAPHICAL SCOPE

The study will be conducted in Mogadishu, Somalia.

1.6.2 THEORITICAL SCOPE

THEORITICAL SCOPE
1. Provide an in depth study in career development as part of the human resource system .
CONTENT SCOPE
The study will focus on the the effect of internal recurrent on employee motivation in benadir region
Mogadishu-somalia. The study will specifically concentrate on the role training, monitoring and
development in organizational development
 TIME SCOPE
2. This study will be carry on January to July, 2020

1.7 SIGNIFICANT OF THE STUDY

The study might show the effects of internal requirement to the cooperation and possibly the remedies and
the impact it generates on these remedies to effect of the society in general.

The research work also gives a long way in increasingly the knowledge of students studying of internal
requirement.

It can be beneficial for the researcher that the study will be of the following;

That the management of organization in Somalia is aiding them to policies, the planning and controlling
aspect of managerial function will be clearly stated and understood as it is applicable to the cooperation for
better achievement of its objectives

That other cooperates individuals, agents, accountant, businessmen and scholars who may be interested in
these forms of internal requirement of aforementioned company might make an objective use of it.
Employer whose to recruit internally also know more about employees’ ability which means reduced risk of
selecting an appreciate employees.

Further on by applying internal recruitment the employee will have incentives for to stay company in order
to climb the career ladder. This should fuel their incentives for effectiveness and improve their productivity.
Findings of this study will helpful to telecommunication companies in Mogadishu – Somalia for
implementation and practice of effective employee motivation as well as this study will be a pave way for
future study.

Recruiting staff is a very costly exercise. It is also an essential part of any business and it pays to do it
properly. When organizations choose the right people for the job train them well and

Treat them appropriately, these people not only produce good results but also tend to stay with the
organization longer. In such circumstances, the organization’s initial and ongoing

Investment in them is well rewarded. An organization may have all of the latest but if does not have the
right people; it will struggle to achieve the results it requires. Significance of this study will help
telecommunication companies. In the context of human resource in relation to recruitment opportunity to
identity the benefits of these practices and challenges facing their recruitment and election practice in their
organization and find lasting solutions to them.

1.8 1.8 Definitions of the study

Internal recruitment refers to the identification and attraction of job candidates from within a given
organization. Instead of picking candidates from the public, a company may decide to advertise a job
vacancy and allow only members of the existing staff to apply in order to achieve certain goals.

Employee motivation is the level of energy, commitment, and creativity that a company's workers bring to
their jobs. Whether the economy is growing or shrinking, finding ways to motivate employees is
always a management concern. Competing theories stress either incentives or employee involvement
(empowerment).

Telecommunication is the transmission of signs, signals, messages, writings, images and sounds or
intelligence of any nature by wire, radio, optical or other electromagnetic systems.
Telecommunication occurs when the exchange of information between communication
participants includes the use of technology. It is transmitted either electrically over physical media, such as
cables, or via electromagnetic radiation, Such transmission paths are often divided into communication
channels which afford the advantages of multiplexing. The term is often used in its plural form,
telecommunications, because it involves many different technologies.

1.9 CONCEPTUAL FRAMEWORK OF THE STUDY

1.4

Internal Recruitment
 Screening Selection

Job security
Motivation

Promotion

CHAPTER TWO LITERATURE REVIEW

2.1 INTRODUCTION
This chapter provides existing literature Review about the relationship between the internal recruitment on
employee motivation in Mogadishu-Somalia, it highlights concepts, Ideas, and opinions from authors,
experts’ perspectives and also it describes related study, it involves secondary data, obtained from text
books, journals and internet. In this chapter, it consists of four sections: in the first part it discussed
introduction, whereas in the second part, it discussed level of internal recruitment, also the third part
discussed the level of employee motivation, and fourth part it discussed the relationship between internal
recruitment on employee motivation in Mogadishu-Somalia.

2.2 INTERNAL RECRUITMENT

Internal recruitment is when an organization seeks to fill job vacancies from existing personnel’ where on
the other hand, external recruitment is ‘when managers look outside their own organization to fill
supervisory, middle and higher-management positions’. This is necessary because the skills can't be found
within the organization (Cook, 2004).

Most of the organizations try to follow the policy of filling the job vacancies above the entry- level positions
through promotions and transfers. By filling vacancies in this way, an organization can capitalize on the
investment it has made in recruiting, selecting, training and developing its current employees, who might
look for jobs elsewhere if they lack promotion opportunities. Companies are also more likely to promote
from within than they have been in the past. Internal sources include present employees, employee referrals,
former employees, and former applicants. ((Messmer, 2004)

Companies may also create their own recruitment sections in the company website and invite applications,
thus creating a database for the future. Internal recruitment is when the business looks to fill the vacancy
from within its existing workforce. Businesses can use internal recruitment to source candidates within the
existing workforce. With internal recruitment, a job

is offered to someone who already works for the company. Though internal hiring is sometimes limiting, it
can also be simpler than external recruiting. A primary example of internal hiring is seen in promoting
employees within the company. It saves on the overall hiring process costs of advertising an open position,
recruiting, sorting through large applicant pools, interviewing, hiring and training new employees (Snell
et al, 2012).

2.2.1 SCREENING AND SELECTION OF INTERNAL RECRUITMENT

Screening of applications can be regarded as an integral part of the recruiting process, though many views it
as the first step in the selection process. Even the definition of recruitment excludes screening from its
scope. Actually, the selection process will begin after the applications have been scrutinized and shortlisted.
The purpose of screening is to remove from the recruitment process, at an early stage, those applicants who
are visibly unqualified for the job. Effective screening can save a great deal of time and money. Care must
be exercised, however, to assure that potentially good employees are not lost and that women and minorities
receive full and fair consideration and are not rejected without justification. In screening, clear job
specifications are invaluable. It is both a good practice and a legal necessity that applicants’ qualifications
be judged on the basis of their knowledge, skills, abilities and interests required to do the job. The
techniques used to screen applicants vary depending on the candidate sources and recruiting methods used.
Interviews and application blanks may be used to screen walk-ins. Campus recruiters and agency
representatives use interviews and resumes. Reference checks are also useful in screening. (Heneman,
2006).

Effective employee selection is a critical component of a successful organization. How employees perform
their jobs is a major factor in determining how successful an organization will be. Job performance is
essentially determined by the ability of an individual to do a particular job and the effort the individual is
willing to put forth in performing the job. Through effective selection, the organization can maximize the
probability that its new employees will have the necessary to do the jobs they were hired to do. Thus,
employee selection is one of the two major ways (along with orientation and training) to make sure that new
employees have the abilities required to do their jobs. It also provides the base for other HR practices—such
as effective job design, goal setting, and compensation—that motivate workers to exert the effort needed to
do their jobs effectively, according to (Gatewood and Field 2010).

2.2.2 JOB SECURITY

Job security is the probability that an individual will keep his/her job;

a job with a high level of job security is such that a person with the job would have a small chance of losing
it. Basic economic theory holds that during periods of economic expansion businesses experience
increased demand, which in turn necessitates investment in more capital or labor. When businesses are
experiencing growth, job confidence and security typically increase. The opposite often holds true during a
recession: businesses experience reduced demand and look to downsize their workforces in the short term
(Neely, 2010)

The official unemployment rate and employee confidence indexes are good indicators of job security in
particular fields. Unions also strongly influence job security. Jobs that traditionally have a strong
union presence such as many government jobs and jobs in education, healthcare and law
enforcement are considered very secure while many non- unionized private sector jobs are generally
believed to offer lower job security, although this varies by industry and country (Randstad, 20 July 2014).

2.2.3 PROMOTION ON INTERNAL RECRUITMENT

A firm with a higher return to managerial capability tries harder to fill its managerial position (and to do so
via internal promotion), because an internally promoted manager has firm-specific managerial capability.
Hence, such a firm hires more subordinates and provides them with a higher level of general training to
increase the number of its workers with managerial potential. An employer with a larger number of workers
having managerial potential, in turn, has a greater probability of filling its managerial position with an
internal promotion.

However, promotion can be dysfunctional to the organization as the advantage of hiring outsiders who may
be better qualified and skilled is denied. Promotion also results in inbreeding which is not good for the
organization. Promotion, to be effective, requires using job posting,

personnel records, and skill banks. Job Posting means notifying vacant job positions by posting notices,
circulating publications or announcing at staff meetings and inviting employees to apply. This practice is not
followed for senior positions which are generally filled with people hired from outside. Personnel records
are also useful to effect promotions. Examining personnel records may help discover employees who are
doing jobs below their educational qualifications or skill levels (Jeramy, 6 April 2013).

2.2.4 INTERNAL RECRUITMENT METHODS

Usually, a recruiter will not help client source candidates internally. Hiring authorities can use the following
internal recruiting methods to find a candidate within a business.

 Promotion

To fill a higher-level position, hiring managers could promote an existing employee. Since hiring managers
already work with the employee, they know the worker’s capabilities.

 Internal Advertisement

Hiring managers can promote a position within the business to internally recruit. They can hang notices in
break rooms and on bulletin boards, and send a memo to employees. If the job is posted online, include
“internal only” in the job description.

 Temp to hire

Sometimes, businesses hire employees to do temporary work. Temporary employees can be hired on full
time, which is often referred to as temp to direct, or temp to hire. Hiring a temporary employee on full time
often results in more hours worked, increased responsibilities, and higher pay. This also involves the client
company having to pay a contract conversion fee to the recruiter for having sourced the worker. Hiring
managers can test a temporary employee’s skills before onboarding them for full-time work.

 Hire a retired employee as a contractor

A retired employee has experience with the business and the tasks that need to be completed. Hiring a
retired employee as a contract worker could be simpler than sourcing a new, outside candidate for short-
term jobs.

2.2 EMPLOYEE MOTIVATION

Employee Motivation While having effective employees start from the recruitment and selection process, it
is essential to motivate these employees in order to improve their performance and that of the organizations.
Motivation has become one of the important aspects in identifying how individuals act the way they do at
the workplace. “motivation is the inner drive to behave or act in a certain manner”. This inner drive plays an
important role in pushing individuals to work towards achieving a specific objective and organizations have
recognized it as an important motive towards achieving success in the organization (Leete, 2004).

Employee motivation is viewed as “one of the strategies of organizations to enhance its performance
through its workers by providing a conducive, motivated environment in the organization”. Employee
motivation is based on the condition where employees are ready to dedicate time and passion to their work
by devising better techniques to get the work done with all sense of eagerness and dedication (Deiban,
2013).

According to (Gardner, 2004), “motivating employees is sometimes tricky for organizations: if the right
environment or motivational factors are not in place it will result in poor performance, inadequate
satisfaction, declining morale and widespread discouragement”. Amabile (2003) argued that it is essential
for “managers and organizations to understand and know how to deal effectively with their employees’
motivation since motivated employees are important to ensure the organization becomes successful”. The
study also added that unmotivated employees are unlikely to perform well or may even dodge
responsibilities at work. Motivation can be broken up into two major forms: extrinsic and intrinsic
motivation. Extrinsic motivation can be viewed as including external factors, which can be determined in
monetary terms, such as salary, benefits, promotions and incentives. Amabile (2003) explains that
“individuals are extrinsically motivated when they engage in work in order to obtain some goal that is
separate from the work itself”. Intrinsic motivation, on the other hand, refers to internal factors such as job
satisfaction, responsibility, freedom to act and development of skills and abilities. Individuals that
are intrinsically motivated are mostly viewed as self-motivated because “they enjoy performing the actual
tasks or the challenge of successfully completing a certain task” (al, 2012)

These two different aspects of motivation are connected to each other and cannot be seen in isolation.
Amabile (2003) states that both “intrinsic and extrinsic factors can motivate employees to do their work.
However, both factors can have very different effects on employees”. In the service industry, specifically
here the banking sector, embracing employee motivation can be portrayed when an employee only goes to
work for no other reason than the salary they receive. However, when an employee is still not satisfied, there
is the tendency for them not to be productive. When that happens, it results in a low rate of job commitment
and performance, which can affect the organization in the long run.
2.4 EMPIRICAL REVIEW
The only way to get people to like working hard is to motivate them. Today, people must understand why
they're working hard. Every individual in an organization is motivated by some different way. When talking
in term of employee motivation, it can be simply defined as “Employee motivation is a reflection of the
level of energy, commitment, and creativity that a company's workers bring to their jobs.” The job of a
manager in the workplace is to get things done through employees. To do this the manager should be able to
motivate employees. But that's easier said than done. Motivation practice and theory are difficult subjects,
touching on several disciplines.

In spite of enormous research, basic as well as applied, the subject of motivation is not clearly understood
and more often than not poorly practiced (Beer & Spector, (2015). To understand motivation, one must
understand human nature itself. And there lies the problem! Human nature can be very simple, yet very
complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in
the workplace and therefore effective management and leadership. Employee motivation is very important
for organizations as every concern requires physical, financial and human resources to accomplish the goals.
It is through motivation that the human resources can be utilized by making full use of it. This can be done
by building willingness in employees to work. This will help the enterprise in securing best possible

utilization of resources. It results into increase in productivity, reducing cost of operations, and improving
overall efficiency (Loewen, 2011).

Goals can be achieved if coordination and co-operation take place simultaneously which can be effectively
done through motivation. Stability of workforce is very important from the point of view of reputation and
goodwill of a concern. The employees can remain loyal to the enterprise only when they have a feeling of
participation in the management. According to a study conducted by Grant (2008), motivation imposes
employee outcomes for instance performance and productivity. He also established that motivated
employees are more oriented towards autonomy and are more self-driven in contrast to less motivated
employees. Further, motivated employees are highly engaged and involved in their work and jobs and are
more willing to take responsibilities (Kuvaas & Dysvik, 2009).

Following are the variables which directly affect the employee motivation; Training is the formal process by
which a person acquires knowledge, skills, and competencies. Motivation is the direction and intensity of
one’s effort, or the psychological feature that arouses an organism to action toward a desired goal.
Organizations that use training practices, directly or indirectly effect employee motivation as well as
commitment to the organization (Meyer & Allen, 2014). According to Rowden and Conine (2005), the
purpose of training is to enhance the satisfaction of employees towards their jobs and satisfied employees
contend their customers with enhanced performance. Employees who commit to learn are more satisfied
with their jobs and ultimately show more positive performance than others (Tsai et al, 2007).

2.5 RESEARCH GAP

To remain and survival in today’s competitive environment companies needs to improve of organization
productivity and employee performance, while this is not easy without effective motivation that can drive
employee right direction for organizational purposes by creativity and innovation in the staff. But one of the
important topics that today some of the organizations are ignoring is the issue of employee motivation that
can affect employee performance both negatively if not organized well and positively if organize better.

According to the researcher there is no single research or article written about this topic, and this makes this
research contribution to the Somali telecommunication to fulfil the need for this type of research. Hormuud
Telecom is a growing telecommunication company, and there is no applied research on its motivation
systems. So, this contributes the evaluation of motivation systems in Hormuud to improve the performance
of its employees.
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 INTRODUCTION

This chapter is concerned with the research methodology the effect internal recruitment on employee
motivation. The major sections of this chapter are: Introduction, research design, research population,
sample size, sampling procedures, research instrument, research quality, data collection procedures, data
analysis, ethical considerations and Limitations.

3.2 RESEARCH DESIGN

A research design is the arrangement of conditions for collection and analysis of data in a manner that
aims to combine relevance to the research purpose with economy in procedure. The research design for
this study was a descriptive survey through interview. The purpose of using descriptive surveys was to
collect detailed and information that describe an existing phenomenon .

3.3 RESEARCH POPULATION

A population refers to the aggregate of all cases that conform to some designated set of specifications it is
the entire set of relevant units of analysis or data. For this study, employees with different designation and
experience level were chosen as target population. A total of 73 people was chosen and they were
provided with the interview. Their answers were collected as primary data. Afterwards these data were
analyzed to get an overall idea regarding impact of motivation on different stages showing target
population
 3.4 SAMPLE SIZE
A sample of about 73 people was selected from the target population, based on their designation and
experience level. The sampling was done using stratified random sampling method, in which the
population are divided into groups (in this case, designation wise and experience wise) based on factors
that may influence the effect of motivation. We used Slovene’s formula .

n N

N= 130, (e)= 5% n=? 1 N n= = = 55.09

2
(e)

3.5 Sampling Procedures

The sampling was done using stratified random sampling method, in which the population are divided
into groups (in this case, designation wise and experience wise) based on factors that may influence the
effect of motivation. In stratified random sampling, the strata (groups) are formed based on members'
shared attributes or characteristics.

3.6 RESEARCH INSTRUMENT

In order to collect data, the researcher should be able to access the data that needs to be collected for the
study. Data can be gathered from a number of sources including written documents, records, workplaces,
the Internet, surveys or interviews. This article was gathered using an interview method as well as
examines some of the ethical issues involved in conducting an interview. The purpose of this study was to
investigate the effect of internal recruitment on employee motivation in Mogadishu.

3.7 RESEARCH QUALITY

Research Quality is concerned with individuals' own accounts of their attitudes, motivations and behavior.
It offers descriptive reports of individuals' perceptions, attitudes, beliefs, views and feelings, the meanings
and interpretations given to events and things, as well as their behavior.
 3.7.1 VALIDITY

Validity is an important measure of a survey instrument's accuracy. Cooper and Emory (1995) suggest
that validity is the extent to which differences found with a measuring tool reflect true differences among
respondents being tested. In this research, validity test was conducted through a theoretical review in HR
department. Moreover, the question items in interview were also seen by a number of HR specialists as
the relevant criteria that would extract answers to provide the necessary data for hypotheses testing.

3.7.2 RELIABILITY

Reliability data reveal the degree of confidence that can be placed in a measuring instrument. To ensure
its usefulness, the measuring instrument needs to be verified. The results of reliability analysis show that
the Cronbach's alpha is 0.83. According to Sekaran (1992), a value of 0.60 or more is generally taken as
representing acceptable reliability.

3.8 DATA COLLECTION PROCEDURES

As previously mentioned, I conducted in-depth, semi-structured interviews as my primary data collection
method. In order to collect data throughout the interview process a recording device was used. I noted
down key words and phrases throughout the interviews also. The interview questions were sent to the
interviewees by email in advance to give each of them time to look through and prepare for the interview.
It was obvious when interviewing the different participants who had looked at the questions in advance
and prepared for the interview to those who hadn’t.

3.9 DATA ANALYSIS

Data analysis is very important aspect of project, as it basically involves the analysis of all the
information that we collected. Data analysis is a body of methods that help to describe facts, detect
patterns, develop explanations and test hypothesis. After analysis of each of the question in an interview
the interpretation of the same is also being provided which includes the reason about the particular aspect
of the organization.
 3.10 RESEARCH ETHICS

(Thornhill, 2009, 2008)define ethics as the ‘norms or standards of behavior that guide moral choices
about our behavior and our relationships with others’. It is important to keep the collected information
from the individual being interviewed confidential. This was the main ethical concern in this research.
Due to confidentiality, all interviewees wished for their names and their organizations names to remain
anonymous throughout the dissertation, thus they were referred to as Organization A, B etc. This also
accounted for the different organizations, which were known as Org. A, B etc. Interviewees had the right
to withdraw their participation at any stage if they wished so. In this dissertation there were five
participants interviewed, four of which were face to face and one via SKYPE. It was important for
participants to give their consent in order to continue with interviews. This required me to inform the
participant about the exact nature of the dissertation and purpose of which the data collected was used for.
In order to proceed with my research, the process and aim of the dissertation were outlined in a consent
form. The interviewees and myself then signed the consent forms. These consent forms are not included
in the dissertation as the participants wanted their names to be remained as anonymous due to
confidentiality. It was difficult to get in contact with some participants. Some of them had to seek
approval from management, which took some time. Others were just very busy with work that it took
them time to reply to my emails. Even after this, organizing a day and a time was difficult in order to
work around different participants work schedules.
Due to the fact that the interviewees who took part in this dissertation wanted their names and the names
of their organizations to remain anonymous I used coding throughout my findings, discussion and
conclusion. This can be seen later on in the dissertation. The data collected from these interviews was
stored for the duration of time I needed to transcribe each of them. After the transcriptions were written
up, I deleted the recordings. I retained the transcripts for the duration of my research in this dissertation
however, when I finished my research, I confiscated the transcriptions.
 3.11 LIMITATIONS OF THE STUDY

One of the main limitations in this dissertation was trying to get in contact with different organizations to
accommodate me in my research. This was quite a difficult and on-going process. Some participants had
to get approval from management and this took some time, especially when I had to keep getting back to
them. I was constantly emailing them in order to get a response. One participant in particular had told me
he could meet with me for an interview, however when it came down to the week before the meeting, he
let me down. In the end, the only option was to do a SKYPE interview. It worked out fine in the end and I
received an excessive amount of good quality information from the interview about the organization. It
was quite a daunting process and I would have preferred to meet the participant in person, however it
worked out ok and I got the information I needed.
I had to take into consideration that this was a voluntary process for these participants and they were
taking time out to accommodate me. One of the participants didn’t share much information with me and
had very little interest in the research topic. I thought this would leave me with insufficient data to work
with, however, interviews with other participants proved to be more valuable. In the end I had enough
data to work with which contributed to the findings and discussion of this dissertation.
The location of the interviews was important to take into account. As mentioned before one of the
interviews was conducted via SKYPE and was completed from a room in my house. For the rest of the
interviews, I travelled to where the other two companies were based.
 CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND

INTERPRETATION

4.1 INTRODUCTION

This chapter presented the results of the analysis. this study of the effect of internal recruitment
on employee motivation in Mogadishu-Somalia, the researcher used statistical package of social
sciences (SPSS) to analyse data that has been collected from the respondents.

4.2 DEMOGRAPHIC DATA

This part presents the background information of the respondents who participated in this Study;
the purpose of this background information is to find out the characteristics of the respondents.
Furthermore, the respondents have also given the promise that all the data they provided is used
only for academic purpose research and the identities of the respondents was confidentially. In
total, 80 respondents filled in the questionnaire selected from intuitions in Mogadishu Somalia.
The shape of the questionnaire in the demographic section is looked upon in terms of Gender,
Age, and Marital status, level of education and work experience.

4.2.1 GENDER OF THE RESPONDENTS

In general, the respondents include the employee of telecommunication companies which 28 of
them were male respondents and 27 were female respondents.
 Table 4.1.1 Gender of the respondents

Frequency Percent Valid Percent Cumulati

ve
Male 28 50.9 50.9 Percent
50.9
Valid 27 49.1 49.1 100.0
55 100.0 100.0
Fem
Source: Primary
Data, 2020
figure 4.1.1 Shows that the most respondents 28 (50.9) were male and 27 (49.1) were female.
The researcher indicates that majority of the respondents were male.

4.2.2 AGE OF THE RESPONDENTS

4.1.2 Age of the respondents

Freque Percent Vali Cumulati

nc y d ve
18- 11 20.0 20.0 20.0
25
26- 26 47.3 47.3 67.3
34- 13 23.6 23.6 90.9
Valid
42 a
n 5 9.1 9.1 100.0
abov
e 55 100.0 100.0
Total
figure 4.1.2 the above table illustrates that the respondents of 47.3% of the respondents age
between 26-33 years, while 23.6% of the respondents between 34-41 years, on the other hand
20% of the respondents 18-25 years, and 9.1% of the respondents age was Above-41 years.
Most of the respondents and almost 47.3% were 26-33 years.

4.1.3 MARITAL STATUS OF THE RESPONDENTS

Table 4.1.3 Marital status of the

respondents

Freque Percent Vali Cumulati

nc y d ve
Singl 28 50.9 50.9 50.9
e Valid 27 49.1 49.1 100.0
married 55 100.0 100.0
figure 4.1.3 the above table is illustrating the marital status of the respondents of the study.
28(50.9%) of the respondents were single while 27(49.1%) of the respondents of the study were
married.

4.1.4 EDUCATIONAL LEVEL OF THE RESPONDENTS Table 4.1.4

Educational level of the respondents

Freque Percent Vali Cumulati

nc y d ve
Seconda 5 9.1 9.1 9.1
ry 21 38.2 38.2 47.3
Diploma 19 34.5 34.5 81.8
Valid Bachelor 10 18.2 18.2 100.0
Othe 55 100.0 100.0
rs

30
figure 4.1.4 the above shows or specifies the qualifications or education attained of the
respondents of the study, the listed of the qualifications provided in questionnaire were
secondary, diploma, bachelor and Others. majority of the respondents 21(38.2%) of the
respondents were holding diploma only 19(34.5%) of the respondents were bachelor. While
10(18.2%) were attained others (master, PhD and etc). and were the last respondents 5(9.1) were
holding secondary.

4.1.5 Work experience of the respondents

Table 4.1.5 Work experience of the respondents

Freque Percent Vali Cumulati

nc y d ve
Less than 1
19 34.5 34.5 34.5
year
1-2 years 8 14.5 14.5 49.1
Valid
3-4 years 23 41.8 41.8 90.9
Above 4 5 9.1 9.1 100.0
years Total 55 100.0 100.0

31
 figure 4.1.5 above shows that the respondents of 23(41.8%) of the respondents were 3-4 years
while 19(34.5%) were less than 1 year, 8(14.5%) were 1-2 years and 5 (9.1%) were above 4
years experienced, the most of the respondents almost are 23(41.8%) were 3-4 years
experienced.

4.2 DATA ANALYSIS AND PRESENTATION

This section presents analyze of the data that collected in questioner in relation to the research
objectives. This section is classified in to four subsections include the first subsection describe
analyze of the date that relate to the first objective of the study, the second subsections is
presents analyze of the date that relate to the second objective of the study, the third subsections
is presents analyze of the date that relate to the third objective of the study and the fourth section
is related to the dependent variable.

Mean Range Respondents Mode Interpretation

1.00 up to 1.80 Strongly disagree Very poor
1.81 up to 2.60 Disagree Poor
2.61 up to 3.40 Agree Very good
3.41 up to 4.20 Strongly Agree Excellence
Screening and Selection Mean Interpretation

In our organization, line managers and human 2.80 Very good

resource managers participate in the selection

process. of applications can be regarded as

Screening 2.62 Very good

an integral part of the recruiting process.

We will begin the selection process after 3.49 Excellence

the applications have been scrutinized and

shortlisted.
Our selection system selects those having the 2.78 Very good

desired knowledge, skills and attitude.

job security Mean Interpretation

We use job security as the feeling of power and ability 3.47 Excellence

in controlling events of a job setting, feeling peace and

having job future

We believe that participation of employees in 2.95 Very good

decision making especially about salary, job

promotion, and also giving responsibility result in job

security in individuals
One of the most important components of job security 1.75 Very poor

is wages and salaries

Job security were observed in employees over age of 40 2.64 Very good

Promotion Mean Interpretation

To be effective promotion, we require using job 2.44 Good

posting, personnel records, and skills

Promotion can be dysfunctional to the organization as 2.71 Very good

the advantage of hiring outsiders

Internally promoted managers have firm- 2.49 Good

specific managerial capability.

Employees are clear about promotion possibilities 3.51 Excellence

Employee Motivation Mean Interpretation

Employees are recognised and rewarded appropriately 2.82 Very good

in this organization

Employees are rewarded and motivated based 2.62 Very good

on performance

The motivated employees are important to ensure 3.44 Excellence

the organization becomes successful”

Employees are motivated to stay with this organization. 2.22 Poor

Source: primary Data 2020

Screening of applications can be regarded as an integral part of the recruiting
process.

Frequency Percent Valid Percent Cumulati

ve
Percent
Strongly disagree 1 1.8 1.8 1.8

Disagree 21 38.2 38.2 40.0

Valid
Agree 31 56.4 56.4 96.4

strongly 2 3.6 3.6 100.0

agree Total 55 100.0 100.0

The above table shows that the most of the respondents 31(56.4%) were agree 21(38.2%)
disagree 2(3.6%) were strongly agree and last 1(1.8%) were strongly disagree for the above
statement, in this situation the researcher reveal that the most of the respondents were agree.

We will begin the selection process after the applications have been
scrutinized and shortlisted.

Frequency Percent Valid Cumulati

Percent ve
Percent
Strongly 6 10.9 10.9 10.9

disagree 8 14.5 14.5 25.5

Disagree 15 27.3 27.3 52.7

Valid Agree 26 47.3 47.3 100.0

strongly 55 100.0 100.0

The aboveagree
table shows that the most of the respondents 26(47.3%) were strongly agree
15(27.3%) agree 8(14.5%) were disagree and last 6(10.9%) were strongly disagree for the above
statement, in this situation the researcher reveal that the most of the respondents were strongly
agree.
Our selection system selects those having the desired knowledge, skills and attitude.

Frequency Percent Valid Cumulati

Percent ve
Percent
Strongly disagree 2 3.6 3.6 3.6

Disagree 18 32.7 32.7 36.4

Valid
Agree 25 45.5 45.5 81.8

strongly 10 18.2 18.2 100.0

agree Total 55 100.0 100.0

The above table shows that the most of the respondents 25(45.5%) were agree 18(32.7%)
disagree 10(18.2%) were strongly agree and last 2(3.6%) were strongly disagree for the above
statement, in this situation the researcher reveal that the most of the respondents were agree.

We use job security as the feeling of power and ability in controlling events of a job
setting, feeling peace and having job future

Frequency Percent Valid Cumulati

Percent ve
Percent

Strongly disagree 11 20.0 20.0 20.0

Valid Agree 15 27.3 27.3 47.3

strongly 29 52.7 52.7 100.0

agree Total 55 100.0 100.0

The above table shows that the most of the respondents 29(52.7%) were strongly agree
15(27.3%) agree 11(20.0%) were strongly disagree for the above statement, in this situation the
researcher reveal that the most of the respondents were strongly agree.
In our organization, line managers and human resource managers participate in the
selection process.

Frequency Percent Valid Percent Cumulati

ve
Percent
Strongly disagree 1 1.8 1.8 1.8

Disagree 15 27.3 27.3 29.1

Valid
Agree 33 60.0 60.0 89.1

strongly 6 10.9 10.9 100.0

agree Total 55 100.0 100.0

The above table shows that the most of the respondents 33(60.0%) were agree 15(27.3%)
disagree 6(10.9%) were strongly agree and last 1(1.8%) were strongly disagree for the above
statement, in this situation the researcher reveal that the most of the respondents were agree.

We believe that participation of employees in decision making especially

about salary, job promotion, and also giving responsibility result in job
security in individuals

Frequency Percent Valid Percent Cumulati

ve
Percent
Strongly disagree 4 7.3 7.3 7.3

Disagree 17 30.9 30.9 38.2

Valid
Agree 12 21.8 21.8 60.0
strongly 22 40.0 40.0 100.0

agree Total 55 100.0 100.0

The above table shows that the most of the respondents 22(40.0%) were strongly agree
17(30.9%) disagree 12(21.8%) were agree and last 4(7.3%) were strongly disagree for the above
 statement, in this situation the researcher reveal that the most of the respondents were strongly
agree.

One of the most important components of job security is wages and salaries

Frequency Percent Valid Percent Cumulati

ve
Percent
Strongly disagree 16 29.1 29.1 29.1

Disagree 19 34.5 34.5 63.6

Valid 12 21.8 21.8 85.5
Agree
strongly 8 14.5 14.5 100.0
agree Total 55 100.0 100.0
The above table shows that the most of the respondents 19(34.5%) were disagree 16(29.1%)
strongly disagree 12(21.8%) were agree and last 8(14.5%) were strongly disagree for the above
statement, in this situation the researcher reveal that the most of the respondents were disagree.

Job security were observed in employees over age of 40

Frequency Percent Valid Percent Cumulati

ve
Percent
Strongly disagree 11 20.0 20.0 20.0

Disagree 9 16.4 16.4 36.4

Valid
Agree 24 43.6 43.6 80.0

strongly 11 20.0 20.0 100.0

agree Total 55 100.0 100.0

The above table shows that the most of the respondents 24(43.6%) were agree 11(20.0%)
strongly agree 11(20.0%) were strongly disagree and last 9(16.4%) were disagree for the above
statement, in this situation the researcher reveal that the most of the respondents were agree.
To be effective promotion, we require using job posting, personnel records, and skills

Frequency Percent Valid Percent Cumulati

ve
Percent

Strongly disagree 12 21.8 21.8 21.8

Disagree 18 32.7 32.7 54.5

Valid
Agree 14 25.5 25.5 80.0

strongly 11 20.0 20.0 100.0

agree Total 55 100.0 100.0

The above table shows that the most of the respondents 18(32.7%) were disagree 14(25.5%)
agree 12(21.8%) were strongly disagree and last 11(20.0%) were strongly agree for the above
statement, in this situation the researcher reveal that the most of the respondents were disagree.

Promotion can be dysfunctional to the organization as the advantage of hiring outsiders

Frequency Percent Valid Percent Cumulati

ve
Percent

Strongly disagree 7 12.7 12.7 12.7

Disagree 15 27.3 27.3 40.0

Valid
Agree 20 36.4 36.4 76.4

strongly 13 23.6 23.6 100.0

agree Total 55 100.0 100.0

The above table shows that the most of the respondents 20(36.4%) were agree 15(27.3%)
disagree 7(12.7%) were strongly disagree and last 13(23.6%) were strongly agree for the above
statement, in this situation the researcher reveal that the most of the respondents were agree.
Internally promoted managers have firm-specific
managerial capability.

Frequency Percent Valid Percent Cumulati

ve
Percent

Strongly disagree 7 12.7 12.7 12.7

Disagree 24 43.6 43.6 56.4

Valid
Agree 14 25.5 25.5 81.8

strongly 10 18.2 18.2 100.0

agree Total 55 100.0 100.0

The above table shows that the most of the respondents 24(43.6%) were disagree 14(25.5%)
agree 10(18.2%) were strongly agree and last 7(12.7%) were strongly disagree for the above
statement, in this situation the researcher reveal that the most of the respondents were disagree.

are clear about promotion possibilities

Frequency Percent Valid Cumulati
Percent ve
Percent

Strongly disagree 9 16.4 16.4 16.4

Disagree 5 9.1 9.1 25.5

Valid
Agree 17 30.9 30.9 56.4

strongly 24 43.6 43.6 100.0

agree Total 55 100.0 100.0

The above table shows that the most of the respondents 24(43.6%) were strongly agree
17(30.9%) agree 9(16.4%) were strongly disagree and last 5(9.1%) were disagree for the above
statement, in this situation the researcher reveal that the most of the respondents were strongly
agree.

40
Employees are recognized and rewarded appropriately in this organization

Frequency Percent Valid Percent Cumulati

ve
Percent

Strongly disagree 11 20.0 20.0 20.0

Disagree 8 14.5 14.5 34.5

Valid
Agree 16 29.1 29.1 63.6

strongly 20 36.4 36.4 100.0

agree Total 55 100.0 100.0

The above table shows that the most of the respondents 20(36.4%) were strongly agree
16(29.1%) agree 11(20.0%) were strongly disagree and last 8(14.5%) were disagree for the
above statement, in this situation the researcher reveal that the most of the respondents were
strongly agree.

Employees are rewarded and motivated based on performance

Frequency Percent Valid Percent Cumulati

ve
Percent

Strongly disagree 5 9.1 9.1 9.1

Disagree 20 36.4 36.4 45.5

Valid
Agree 21 38.2 38.2 83.6

strongly 9 16.4 16.4 100.0

agree Total 55 100.0 100.0

41
The above table shows that the most of the respondents 21(38.2%) were agree 20(36.4%)
disagree 9(16.4%) were strongly agree and last 5(9.1%) were strongly disagree for the above
statement, in this situation the researcher reveal that the most of the respondents were agree.

The motivated employees are important to ensure the

organization becomes successful

Frequency Percent Valid Percent Cumulati

ve
Percent

Strongly disagree 8 14.5 14.5 14.5

Disagree 2 3.6 3.6 18.2

Valid
Agree 24 43.6 43.6 61.8

strongly 21 38.2 38.2 100.0

agree Total 55 100.0 100.0

The above table shows that the most of the respondents 24(43.6%) were agree 21(38.2%)
strongly agree 8(14.5%) were strongly disagree and last 2(3.6%) were disagree for the above
statement, in this situation the researcher reveal that the most of the respondents were agree.

Employees are motivated to stay with this organization.

Frequency Percent Valid Percent Cumulati

ve
Percent
Strongly disagree 11 20.0 20.0 20.0

Disagree 22 40.0 40.0 60.0

Valid
Agree 21 38.2 38.2 98.2

strongly 1 1.8 1.8 100.0

agree Total 55 100.0 100.0
The above table shows that the most of the respondents 22(40.0%) were disagree, 21(38.2%)
agree, 11(20.0%) were strongly disagree and last 1(1.8%) were strongly agree for the above
statement, in this situation the researcher reveal that the most of the respondents were disagree.
 CHAPTER FIVE

MAJOR FINDINGS, CONCLUSIONS AND

RECOMMENDATIONS

5.1 INTRODUCTION
This chapter presented conclusion and recommendation to the study on the effect of small
business on economic growth in Mogadishu-Somalia.

5.2 FINDINGS

Following the research finding, I will recommend the following terms:

 Understanding those differences helps employers design and manage hiring policies that are
appropriate for their organizations.
 Internal and external hires differ in observable characteristics (such as skill levels), as do the
employers making each type of hiring decision.
 Internal hiring has less upside potential than external hiring because there is little uncertainty
about productivity.
 A firm’s workers might grow complacent and lazy without the prospect of external hiring.
 Internal hiring limits the infusion of new knowledge and ideas into the firm. Internal hiring
restricts the size of the applicant pool.
 The new vacancies created in a firm by internal hiring are associated with additional
recruitment, screening, orientation, and training costs.
 5.3 CONCLUSION
The presented research was designed and conducted in order to improve the work of the
commissioning company. Hopefully, presented findings and conclusions will be helpful for
Dpoint group and progress its operations in the internal recruitment section. Moreover, the
results of the study reveal the current interns’ attitudes toward the company, which will help the
management of Dpo in group to understand which aspects of work should be reconsidered and
developed. From my personal point of view, this research work was very interesting to work on
and I gained a lot of new knowledge on the human resource management topic. In the very
beginning, I did not know how to design right research questions and felt quite frustrated.
However, after a literature review it was easier to start the process of writing the thesis. The
combination of theories and practices helped me to deepen in the topic of the research and get
excited about finding answers to the questions. Sometimes the research process was quite
stressful, as it took a lot of time and energy. However, it was a great opportunity to develop my
research skills and become more educated in the sphere of Human Resource Management.
5.4 RECOMMENDATION

This subchapter presents several recommendations to the case company based on the research
and theoretical framework. Some suggestions concerning the improvement of recruitment,
selection and retention in D point group are discussed. The following recommendations are
prepared based on the findings, and the views and opinions of the respondents:
1. Improve the communication among the CEO, managers and interns. As the research has
shown the company representatives as well as the interns in the company have a lack of
communication. The controversial answers during the interviews and questionnaires lead to a
conclusion that the employees’ interaction in the case company is very poor. First of all, it is
suggested to organize

2. Increase the quality of the selection process. The results of interviews and questionnaires have
shown that the selection process lack a strategy. Some interns even did not have an interview or a
check of their ability to speak English or Spanish. Therefore, it is recommended to design
personal interview questions for each position separately and perform those via Skype with all
the applicants whose CV and cover letter satisfy the requirements of an open vacancy. In
addition, the company could ask candidates to complete an ability test or check references from
previous employers or teachers.

3. Upgrade the training process. The survey among the interns in the case company showed that
the training process needed to be improved. It is suggested to design a new training strategy.
Training sessions should combine such training categories as on-the-job, computer-based and
behavioral trainings. A training session should be conducted at the beginning of the internship
period. The case company can start with personal face-to-face training with a manager who
works in the same department, and then use computer programs to continue the process of
familiarization with the company and its operations. Further, behavioral trainings, such as
business games and case studies, could be conducted every 2-3 weeks in order to develop new
skills, and keep employees focused and motivated.

4. Use various tools to increase motivation. The survey results showed that the main motivational
factor for the interns in the case company was money. However, as it was mentioned in the
theoretical framework, money was a factor of dissatisfaction rather of satisfaction, and can
enhance motivation only for a short period of time. Thus, it is suggested to increase the
motivation with such nonmonetary factors as overall atmosphere in the company, regular
training sessions, challenging tasks, enthusiastic management, and employee cooperation.
In other words, an employee should fall in love with the company and be excited about
working there. In order to reach a better level of motivation, several guides and tools could
be applied. One of those is a WIFI model discussed earlier in the theoretical framework.

5. Improve the leadership skills of management in the company. The final recommendation
that should be discussed is increasing the quality of the 64 leadership of the CEO and
managers in Dpointgroup. According to the results of the research, leadership skills of the
CEO are very weak. Therefore, it is suggested to hire a coach who will conduct various
training sessions on the subject of leadership for all the managers, as it is important to
continue educating and improving yourself, and be willing to admit and learn from failures
and weaknesses.