ALBAN Mwikirize

EFFECTS OF RECRUITMENT PROCEDURES ON ORGANIZATIONAL PERFORMANCE: A
CASE OF KABALE ROMAN CATHOLIC DIOCESE AND MBARARA ARCHDIOCESE

HEALTH DEPARTMENTS
BY
ALBAN MWIKIRIZE
2007/HD06/10318U
A RESEARCH DISSERTATION SUBMITTED IN PARTIAL FULFILMENT OF THE

REQUIREMENTS FOR THE AWARD OF A DEGREE OF
MASTER OF ARTS IN ECONOMIC POLICY MANAGEMENT OF
MAKERERE UNIVERSITY
FACULTY OF ECONOMICS AND MANAGEMENT

MAKERERE UNIVERSITY KAMPALA
FEBRUARY 2009
DECLARATION
I hereby declare that this research is my original work and has not been submitted for
any degree, diploma or certificate in this or any other university/institution of higher
learning for any academic award.
Sign............................................................... Date.................................................................
ALBAN MWIKIRIZE
i
APPROVAL
This research dissertation has been submitted for examination with the approval of my
supervisor;
Sign................................................................ Date................................................................
MR. KENNEDY SSEJJEMBA
ii
DEDICATION
I dedicate this to God the Almighty, the source and reservoir of all intelligence,
knowledge and wisdom, my parents Deogratius and Evangelista for upbringing me, my
brothers, sisters, cousins, employer, sponsors, not forgetting all my friends who always
gave me the inspiration.
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ACKNOWLEDGEMENT
I am indebted to several individuals and institutions for making this research possible; I
particularly thank my supervisor Mr. K. Ssejjemba.
Appreciations also go to the course director Prof. J. Ddumba Ssentamu, the course
coordinator Dr. J.W. Muwanga and all other lecturers of the Faculty of Economics and
Management for the work well done in laying the theoretical foundation.
I am also grateful to the Belgian Government represented by Mr. Koen GOEKINT the
Resident Representative of Belgian Technical Corporation (BTC) in Uganda for the
financial assistance, which made both this research and the entire course a reality.
I am also indebted to Kabale Diocese for granting me a study leave, financial assistance
and the Diocesan Health Office for providing the data for research. Special thanks go to
Bernadette Ndabishimye, the Diocesan Health Coordinator and Hellen Turyahabwa, the
Assistant Diocesan Health Coordinator.
I will always remember my course-mates MAEPM 2007/2008 with whom I shared the
academic field, their vast experience and knowledge; these were indeed a force to
reckon with, students from a critical mass of economic policy managers from East,
West, North, Central and Southern African Region.
I will take full responsibility for any errors and omissions that may arise in this research
dissertation.
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TABLE OF CONTENTS
DECLARATION i
APPROVAL...................................................................................................................................
.ii
DEDICATION iii
ACKNOWLEDGEMENT iv
TABLE OF CONTENTS v
LIST OF TABLES viii
LIST OF FIGURES ix
LIST OF ACRONYMS x
ABSTRACT xi
CHAPTER ONE: INTRODUCTION 1

1.1 Background to the study 1
1.2 Statement of the Problem 4
1.3 Purpose of the Study 5
1.4 Objectives of the Study 5
1.5 Research Questions 5
1.6 Question/Hypothesis 5
1.7 Scope 6
1.7.1 Area Scope 6
1.7.2 Content Scope 6
1.8 Significance of the Study 7
1.8.1 The Roman Catholic Dioceses of Kabale and Mbarara 7
1.8.2 Human Resource Managers 7
1.8.3 Scholars 7
1.9 The Conceptual Framework…………………………………………………………………...7
CHAPTER TWO: LITERATURE REVIEW 12

2.0 Introduction 12
2.1 Recruitment procedures 12
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2.1.1 Forecasting 12
2.1.2 Advertising 13
2.1.3 Shortlisting 13
2.1.4 Interviews 14
2.1.5 Training and Development 14
2.1.6 Orientation/Induction 15
2.1.7 Other Recruitment Procedures 15
2.2 Organizational Performance Levels 16
2.3 Relationship between Recruitment Procedures and Organizational Performance 19
2.4 Summary/Conclusion 21
CHAPTER THREE: METHODOLOGY 23

3.0 Introduction 23
3.1 Study Design 23
3.2 Study Area 23
3.3 Population 23
3.4 Sample Selection 24
3.5 Data Collection Instruments 24
3.5.1 Questionnaires 24
3.5.2 Interview Guide 25
3.6 Validity and Reliability of Instrument 25
3.7 Data Analysis 26
3.8 Ethical considerations 27
3.9 Limitations and Solutions: 27
CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND INTERPRETATION 28

4.1 Introduction 28
4.2 Background Information on Respondents 29
4.2.1 Working Place 29
4.2.2 Age and Sex of the Respondents 30
4.2.3 Religious Affiliation 31
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4.2.4 Education Level of Respondents 33
4.3 The Recruitment Procedures in the Health Departments 34
4.3.1 Factors that influence Recruitment of Staff in the Health Departments 37
4.4 The Levels of Organizational Performance in the Health Departments 37
4.5 The relationship between Recruitment Procedures and Organizational Performance
39
4.5.1 Recruitment Methods used in the Health Departments 40
4.5.2 The HR Management Committee Members’ Qualifications 41
4.5.3 Performance of Duties by Employees 43
4.5.4 Correlations 46
CHAPTER FIVE: CONCLUSIONS AND RECOMMENDATIONS 49

5.1 Introduction: 49
5.2 Conclusions: 49
5.2.1 Human Resource Department and Recruitment Policy 49
5.2.2 Organizational Mission and Objectives 49
5.2.3 The Recruitment Criteria 50
5.2.4 Recruitment Personnel 50
5.2.5 Funds 50
5.3 Recommendations for Practice 51
5.3.1 Establishment of the Human Resource Departments 51
5.3.2 Recruitment and Selection Policy 51
5.3.3 HR Management Committee and the Appointing Authority 51
5.3.4 Competent and Talented Individuals 52
5.3.5 Performance Monitoring and Evaluation 52
5.3.6 Research, Planning and Development Desk 53
5.3.7 Training Policy 53
5.3.8 Staff Motivation 53
5.4 Recommendations for Further Research……………………………………………………..54
REFERENCES 55
APPENDICES 57
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APPENDIX I. EMPLOYEES QUESTIONNAIRE 57
APPENDIX II. INTERVIEW GUIDE TO ADMINISTRATION STAFF 61
LIST OF TABLES
Table 1: Respondents selected for the Study 24
Table 2: Work Place of Respondents 29
Table 3: Age and Sex of Respondents 30
Table 4: Religion of Respondents 31
Table 5: Education Level of Respondents 33
Table 6: The Recruitment Procedures 35
Table 7: Factors that influence Recruitment of Staff 37
Table 8: The Levels of Organizational Performance 38
Table 9: The relationship between recruitment procedures and organizational
performance 39
Table 10: Methods of Recruitment 40
Table 11: Education Level of Members of HR Management Committee 41
Table 12: Employees Self Assessment on Performance of their Duties 43
Table 13: Performance by Sex of Respondents 44
Table14: Performance by Education Level of Respondents 44
Table 15: Recruitment Index by Performance Index 45
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LIST OF FIGURES
Figure 1 Conceptual Framework 8

Figure 2: Distribution of Religion of respondents for Kabale Diocese 32
Figure 3: Distribution of Religion of respondents for Mbarara Diocese 32
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LIST OF ACRONYMS
ANC/MCH/FP Antenatal Care - Mother and Child Health - Family Planning
BOR Bed Occupancy Rate
CRR Cost Recovery Rate
DV Dependent Variable
EV Extraneous Variables
HC IV Health Centre Four (4)
HMIS Health Management Information System
HR Human Resource
HRM Human Resource Management
Ip Inpatients
IV Independent Variable
LLUs Lower Level Units
Op Outpatient
PESTEL Political, Economic, Social, Technological, Ecological and
Legal
PNFP Public & Not-For-Profit
RCC Roman Catholic Church
SUO(op) Standard Unit Of Output
UCMB Uganda Catholic Medical Bureau
UMMB Uganda Muslim Medical Bureau
UPMB Uganda Protestant Medical Bureau
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ABSTRACT
The changing global socio-economic environment presents a lot of interesting
challenges and opportunities to organizations. Some organizations will close; some will
survive and whereas others will prosper. One of the means to an organization’s destiny
will depend on the way the organization manages its human resource.
The Health Departments, which are the focus for this study, were established with the
mission derived from the mission of the church which has a mandate, based on
imitation of Christ and His deeds, to promote life to full and heal. These services are
committed to a holistic approach in healing by treating and preventing diseases, with a
preferential option for the less privileged.
The study analyzed the recruitment procedures and how they affect the organization’s
performance. Using a case study of the Health Departments, the study investigated the
relationship between the recruitment procedures used and performance indicators in
the Health Departments.
Relevant literature on recruitment procedures and organizational performance was
reviewed. Both qualitative and quantitative methods were used to collect and analyze
data to examine the extent to which recruitment procedures contribute to the
performance of the Health Departments. There seems to be a general consensus that
right recruitment procedures impact on organizational performance. Its major purpose
is the improvement of performance.
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The respondents consisted of the administrators, medical staff, non medical staff and
members of the human resource management committee who were interviewed to get
information on the recruitment procedures and the relationship with organization
performance in the Health Departments.
Statistical package of social scientists (SPSS) software package was used to analyze
the collected data. Frequencies were run as well as cross tabulation to examine the
relationship between recruitment and performance.
The findings established that there is a positive relationship between the “best
practices” recruitment procedures and organizational performance. By hiring the most
competent applicants, the performance capacity of the organization is significantly
enhanced. Using Pearson’s correlation co-efficient, there was a positive relationship
(0.050) between employee forecasting and the appropriate ratio of patients to medical
staff. There was a positive and significant relationship (0.214*) between
orientation/induction and time taken to attend to patients. The results, however,
indicated that best practice recruitment procedures do not serve as substitutes for
other human resource practices.
The study makes a number of recommendations in relation to the findings; the
establishment of the human resource departments for formulation of a comprehensive,
integrated and sound recruitment policy, empowering and strengthening the human
resource management committee, recruitment of competent and talented individuals,
improvement on monitoring and evaluation of performance at both individual and
organization levels , establishment of a research, planning and development desk, staff
training and motivation to attract and retain high performing staff.
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For further research: It is recommended that the study be replicated with other
departments’ recruitment procedures on their performance. Health departments’
administrations explore the effect on the organization in the recruitment and hiring of
staff who are representative of the dioceses’ predominant populations: A further study
investigating the HRM since HRM aims at developing an effective HR component for the
organization that will respond effectively to change.
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CHAPTER ONE
INTRODUCTION
1.1 Background to the study
There is no widely accepted definition of the term ‘organization” as applied to a social
entity. Organizations are intricate human strategies designed to achieve certain
objectives (Argyris, 1960), so is the Roman Catholic Dioceses of Kabale and Mbarara.
Since organizations are systems of behaviour designed to enable humans and their
machines to accomplish goals, organizational form must be a joint function of human
characteristics and the nature of the task environment (Simon, 1960). This therefore
implies that recruitment of competent staff is very instrumental for the successful
performance of an organization. This study focuses on the effects of recruitment
procedures on organizational performance.
Recruiting new employees is one of the biggest challenges facing organizations, and a
key component of organizational success. Unfortunately, existing human resource
literature has almost entirely focused on recruitment procedures and does not indicate
how recruitment procedures affect organizational performance. This study attempts to
address these potential gaps in the literature by identifying the way recruitment
procedures affect organizational performance with particular reference to the Catholic
Dioceses of Kabale and Mbarara Health Departments.
According to Cole (2002), the principle purpose of recruitment activities is to attract
sufficient and suitable potential employees for the organization. The principle purpose
of selection activities, by comparison is to identify the most suitable applicants and
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persuade them to accept a position in the organization. The key role of recruitment
procedures can be seen at its simplicity level as indicated in the conceptual framework.
Armstrong (2003) agrees with Cole (2002) and indicates that the overall aim of the
recruitment and selection process should be to obtain at minimum cost the number and
quality of employees required to satisfy the human resource needs of the company.
The Archdiocese of Mbarara dates back to the Vicariate Apostolic of Ruwenzori, which
was erected on May 28 1934 by splitting the Vicariate Apostolic of Uganda. On March
25 1953 it was elevated to a diocese and renamed after its principal town Mbarara. In
1961 territory was lost to the newly erected diocese of Fort Portal, and again in 1966 to
the diocese of Kabale. On January 2 1999 the diocese was elevated to an archdiocese.
However, since their establishment on March 25 1953 and April 17 1966, Mbarara and
Kabale Dioceses respectively have been active in initiating and implementing
development programmes geared at improving the social and economic plight of the
people. The Dioceses are governed and served by various Diocesan
Commissions/Departments and other related bodies so as to achieve the development
programmes at hand.
The Diocesan Health Department is one of the commissions in the administrative
structure of the Diocese, with a Board and Constitution which is the policy making body
of the Health Department. The mission of the catholic health services in Kabale and
Mbarara Dioceses is derived from the mission of the church which has a mandate,
based on imitation of Christ and His deeds, to promote life to full and heal. These
2
services are committed to a holistic approach in healing by treating and preventing
diseases, with a preferential option for less privileged.
In Kabale Diocese, under the collaboration and coordination of Uganda Catholic Medical
Bureau (UCMB), the Diocesan Health Services are mainly provided through the two
hospitals at Mutolere and Nyakibale and twenty five (25) Health Units scattered across
the four Districts.
The Diocese hosts an extension of the Joint Clinical Research Centre at Nyakibale
Hospital. Both Nyakibale and Mutolere hospitals and a number of Diocesan Health
Centres offer HIV testing and counseling services. Each of the two hospitals has a
Health Training Institution for both Nurses and Midwives at different Levels (Diocesan
Development Plan, 2005-2010).
Similarly, Mbarara Archdiocese under the collaboration and coordination of Uganda
Catholic Medical Bureau (UCMB), the Archdiocese Health Services are mainly provided
through the two hospitals at Ibanda and Kyamuhunga and eighteen (18) health units
(dispensaries) scattered across the six Districts.
Uganda Catholic Medical Bureau (UCMB)1 is the national executive arm of the Health
Commission of the Roman Catholic Church (RCC) in Uganda and coordinates the
Roman Catholic health facilities. It also acts as a liaison between the facilities and
government and other national stakeholders. UCMB does not own the units; they are
mostly owned by dioceses and a few by Religious Congregations. By the end of 2006
1
The others are the Uganda Protestant Medical Bureau (UPMB) and the Uganda Muslim Medical Bureau
(UMMB)
3
the UCMB had 27 RCC hospitals, 228 Lower level facilities (LLUs) including 4 HC IV
accredited to it. There are also 12 Health Training Schools.
Most of the UCMB facilities are rural. By June 2006 the UCMB network alone had 6,845
(about 20%) of the 30,000 health workers in public and PNFP combined. 65% of the
6,845 were in the 27 RCC hospitals and the rest in the 228 accredited LLUs.2
Because of the increased number of health activities in the dioceses, there has been a
corresponding increase in the demand for human resource and the diocese has
responded by recruiting more employees to meet the increased demand for improved
health services. There is, therefore, a need to establish the impact of recruitment
procedures on the performance of the Health Departments of the Roman Catholic
Dioceses of Kabale and Mbarara.
1.2 Statement of the Problem
The Roman Catholic Dioceses of Kabale and Mbarara are some of the organizations
which have recruited many employees in order to meet their human resource
requirements. According to Diocesan Health Office Quarterly Health Services Database
as at June 2008, the Health Departments have got over 889 employees. However, the
increased health services provided by the Dioceses are not yet satisfactory despite the
high number of staff. The problem at hand is that there are still more patients who are
unattended to in time, few deliveries as people opt for traditional birth attendants, low
turn up for immunization and family planning services. This study, therefore, makes an
2
Source: HR reports from health facilities to UCMB
4
investigation of how recruitment procedures in the Health Departments of the Roman
Catholic Dioceses of Kabale and Mbarara impact on organizational performance.
1.3 Purpose of the Study
The purpose of this study was to establish the effects of recruitment procedures on
organizational performance
1.4 Objectives of the Study
i. To establish the recruitment procedures in the Health Departments of Kabale and
Mbarara Dioceses
ii. To establish the levels of organizational performance in the Health Departments
of Kabale and Mbarara Dioceses
iii. To establish the relationship between recruitment procedures and organizational
performance in the Health Departments of Kabale and Mbarara Dioceses
1.5 Research Questions
i. What are the recruitment procedures in the Health Departments of Kabale and
Mbarara Dioceses?
ii. What are the levels of organizational performance in the Health Departments of
Kabale and Mbarara Dioceses?
iii. What is the relationship between recruitment procedures and organizational
performance in the Health Departments of Kabale and Mbarara Dioceses?
1.6 Question/Hypothesis
This study tested the following hypothesis:
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There is no relationship between recruitment procedures and organizational
performance in the Health Departments of Kabale and Mbarara Dioceses.
1.7 Scope
1.7.1 Area Scope
Kabale Diocese comprises of four administrative Districts of Kabale, Kanungu, Kisoro
and Rukungiri which formed the former Kigezi District. It covers an area of 5,330 square
kilometers with a population of about 1,541,176 people of whom about 693,530 (45%)
are Catholics.
The Roman Catholic Archdiocese of Mbarara in Uganda covers an area of 10,980 km² in
southwestern Uganda. It comprises of six administrative Districts of Mbarara, Isingiro,
Ibanda, Kiruhura, Ntungamo and Bushenyi. As of 2003, of the 2.2 million citizens in the
area 856,168 (40%) are members of the Catholic Church.
The human resource of the Dioceses includes the clergy (the priests, sisters/nuns,
brothers and others belonging to various congregations) and the laity.
1.7.2 Content Scope
The study focused on the recruitment procedures in the Health Departments of Kabale
and Mbarara Dioceses and how they affect the performance of the departments. The
study also focused on the recommended recruitment procedures for the Health
Departments of Kabale and Mbarara Dioceses.
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1.7.3 Time Scope
The study focused on a period of four years, that is, from 2004 to 2008. This period of
time was selected because it was characterized by increased staff recruitment and
development of various new projects for the dioceses.
1.8 Significance of the Study
This study will help the following categories of people:
1.8.1 The Roman Catholic Dioceses of Kabale and Mbarara
The study will help the Roman Catholic Dioceses of Kabale and Mbarara to realize the
importance of staff recruitment and how it impacts on the activities of their Health
Departments.
1.8.2 Human Resource Managers
The study is to help managers to find out how recruitment procedures affect
organizational performance and recommend appropriate recruitment procedures
1.8.3 Scholars
The study may also act as a basis for further research about the impact of recruitment
procedures on organizational performance
1.9 The Conceptual Framework
The conceptual framework illustrates the relationship between recruitment procedures
and organizational performance. It has organizational performance as a dependent
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variable (DV) linking with recruitment procedures as the independent variable (IV). The
extraneous variables (EV) were factors that influence the effectiveness of recruitment
procedures.
In the diagram below, when recruitment procedures are followed the performance of
employees is expected to be in line with organizational objectives because the process
acts as an indicator to achieving the organization’s mission hence giving the employees
greater sense of loyalty, feeling of belonging and commitment to achieve organization’s
goals and objectives, Cole (2002) supported this in his arguments that the importance
of having efficient and effective procedures for recruitment and selection can hardly be
exaggerated, if organizations are able to find and employ staff who consistently fulfill
their roles and are capable on taking on increased responsibilities, they are measurably
better placed to deal with the opportunities and threats arising from their operating
environment than competitors who are always struggling to build and maintain their
work force. As a result of following the right recruitment procedures, the performance
of the organization improves.
Figure 1: The Conceptual Framework
Independent variables Dependent variables
Recruitment procedures Organizational performance

 Forecasting  Ratio of patients to medical staff
 Advertising  Time taken to attend to patients
 Short listing  Inpatients episodes
 Interviews  Outpatient contacts
 Training  Immunization doses administered
 Orientation/Inductio  Antenatal – Mother and Child Health -
n Family Planning Contacts
 Deliveries Recorded
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Extraneous variables
The Macro-Environment
 Political
 Economic
 Social/Cultural
 Technological
 Ecological/Environmental
 Legal
Source: Developed from Literature Review
The conceptual framework indicates that recruitment process involves forecasting,
advertising, shortlisting, interviews, training and orientation/induction and this has an
impact on the performance of the organization. In this study, organizational
performance is measured in terms of ratio of patients to medical staff, time taken to
attend to patients, inpatients episodes, outpatient contacts, immunization doses
administered, antenatal – mother and child health - family planning contacts and
deliveries recorded. There are however, other factors (Extraneous variables) such as
political support, economic, social/cultural, technological, ecological/environmental and
legal (that is, using the PESTEL model) that affect organizational performance.
The political environment includes taxation policy, government stability and foreign
trade regulations. The political/legal factors that affect the political environment; the
addition or removal of legislative or regulatory constraints can pose major strategic
threats and opportunities. The organization needs to know the possible changes in
legislation and their impact, and the tax or other incentives being developed that might
affect organizational performance.
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The economic environment includes interest rates, inflation, business cycles,
unemployment, disposable income and energy availability and cost. The economic
factors that affect the economic environment include interest rates and exchange rates,
as well as the general state of the economy (for example entering or emerging from
recession). The organization needs to know the economic prospects and inflation rates
for the countries that it operates in and how they affect the performance.
The social/cultural environment includes population demographics, social mobility,
income distribution, lifestyle changes, attitudes to work and leisure, levels of education
and consumerism. The social/cultural factors include changes in tastes and lifestyles.
They may also include changes in the demographic make-up of a population. For
example in Europe people are living longer and the birth rate is falling, leading to an
ageing population. This has obvious implications for the types of products and services
which the businesses and other organizations may plan to offer. Typical questions that
need to be answered include: What are the current and emerging trends in lifestyles and
fashion? What demographic trends will affect the size of the market or its sub-markets?
Does the trend represent opportunities or threats?
The technological environment is influenced by government spending on research, new
discoveries and development, government and industry focus of technological effort,
speed of technological transfer and rates of obsolescence. The technological factors
include changes in retaining methods (such as selling via the internet), changes in
production methods (greater use of automation), and greater integration between
buyers and suppliers via computer link-ups. The managers would need to know to what
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extent the existing technologies are maturing and what technological developments or
trends are affecting or could affect the industry.
The ecological environment, sometimes just referred to as ‘the environment’, considers
ways in which the organization can produce its goods or services with the minimum
environment damage. The environmental factors include product stewardship, which
considers all raw materials, components and energy sources used in the product and
how more environmentally friendly substitutes could be used. They also include ways in
which product and product waste could be more effectively recycled. Typical questions
that need to be answered include: Are we adhering to the existing environment
legislation? Are there any new product opportunities that could be exploited that would
have a favourable environmental impact on the market? What impact will environment
legislation have?
The legal environment covers influences such as taxation, employment law, monopoly
legislation and protection laws.
The process of recruitment in the Health Departments of Kabale and Mbarara Dioceses
was looked at to try and establish the effect of independent variable on the dependent
variable. The researcher however, did not project a positive relationship between the
dependent variable and the independent variable.
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CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
This chapter deals with what other scholars have written about recruitment procedures
in organizations and how it affects organizational performance. Specifically, the chapter
focuses on the recruitment procedures, organizational performance levels, and the
relationship between recruitment procedures and organizational performance.
2.1 Recruitment procedures
From review of literature, it is evident that recruitment procedures entail many steps and
these include; forecasting, advertising, shortlisting, interviews, training and orientation.
2.1.1 Forecasting
According to Bewayo, (1986), forecasting an organization’s human resource needs,
known as an HR demand forecast, is an essential aspect of HR planning. This process
involves two forecasts: (1) determining the number of people needed by some future
time, and (2) estimating the number of people currently employed by the organization
who will be available to fill various jobs at some future time.
Cole (2002) adds that some of the first steps in planning for the recruitment of
employees into the organization are to establish adequate policies and procedures that
will guide the recruitment process. A recruitment policy represents the organization’s
code of conduct in this area of activity (forecasting).
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2.1.2 Advertising
Cole (2002), gives an example of a typical policy statement for recruitment as follows:
advertise all vacancies internally, reply to every job applicant with the minimum delay,
aim to inform potential recruits in good faith about the basic details and job conditions
of every job advertised , aim to process all applications with efficiency and courtesy ,
seek candidates on the basis of their qualification for the vacancy concerned and aim
to ensure that every person invited for interview will be given a fair and thorough hearing.
The job description is advertised; advertisements should be open for 2 - 4 weeks
allowing candidates a reasonable time period to respond. Advertising can be done
internally and externally as follows: Internal: via notice boards, public spaces in the
organization, communicated verbally through meetings. External: notices in front of the
organization premises or in local and international markets, meeting places or local and
international newspapers
2.1.3 Shortlisting
It is always the responsibility of the recruiting department to make appropriate
arrangements for short listing, which should involve as many of the interviewers as
possible, and a minimum of two people. Short listing should be carried out as soon as
possible after the closing date for receipt of applications and approximately 4-6
applicants are usually shortlisted for one vacancy. Short listing should be based on the
application, assessed against the information contained on the job description and
person specification and recorded on the short record form.
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A copy of the Shortlist Record form should be returned to the head HR department so
that they can update the HR database for monitoring purposes. Applications are
confidential to those short listing and this should be made clear to all those included in
the selection process.
However, Cole (2002) adds that in recruitment, the organization should not discriminate
unfairly against potential applicants on grounds of sex, race, age, religion or physical
disability, discriminate unfairly against applicants with a criminal record. Within the
context of such a policy the detailed plans and procedures for recruitment can be
devised and put in place. These are necessary to ensure that recruitment practices are
systematic, consistent and responsive to internal needs. It is also evident that short
list should be based on merit in order to get the right candidate.
2.1.4 Interviews
Another step is the selection interview which is an in-depth discussion of the applicant’s
work experience, skills and abilities, education, and career interests. An applicant
seeking a professional or managerial position will typically be interviewed by several
people. After the selection interview, successful applicants may be asked to undergo a
physical exam before being offered a job (Wilkinson 1988).
2.1.5 Training and Development
Training and development programs are designed to increase employees’ knowledge,
skills, and abilities in order to foster job performance improvements. Formal training
(usually classroom in nature and off-the-job) takes place shortly after being hired.
Development programs prepare employees to assume positions of increasing authority
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and responsibility. Job rotation, executive education programs, mentoring, and special
project assignments are examples of employee development programs (Cole 2002).
On-the-job training is training in which the employee learns the job by doing it with
guidance from a supervisor or experienced coworker. Job rotation is the reassignment
of workers to several different jobs over time. With off-the-job training, employees
learn the job away from the job. In vestibule training, trainees learn in a scaled-down
version or simulated work environment.
2.1.6 Orientation/Induction
The final step is to make plans on the new recruit’s arrival and induction. Lack of
attention to the induction process can undo all the good work of a well-planned
recruitment and selection process.
Induction is a continuous process of familiarizing new employees with their job, their
School, Institute or Portfolio and the organization. A well-planned induction will help
staff adapt to their new role, whilst a poor induction can lead to confusion, errors and
dissatisfaction.
Induction should not be limited to new recruits to the organization, and an appropriate
induction should be planned for existing members of staff when changing jobs - they
will still need to learn their new roles and how they will contribute to the area.
Heathfield (2002) concludes that new employee orientation is a very important factor in
assisting new employees to hit the ground running within an organization. The author
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ventures to say that orientation training helps new employees develop their skills and
knowledge to better perform their current job and increases employee loyalty.
2.1.7 Other Recruitment Procedures
In a study conducted by Bewayo (1986) entitled “What Employees Look for in First and
Subsequent Employers,” it was revealed that numerous researchers have categorized
the list of factors affecting the recruitment of individuals into professions in terms of
either the individuals or the activities that affect career choices. The individuals who
have an impact on the career decision-making process include: family members, friends
and peers, teachers, counselors, other role models. The activities and other factors that
influence this process include: “Interesting” academic courses and curricula, course
grades, extracurricular activities, work experience, including internships, desire to make
a contribution, expected salary and benefits, ethnicity and gender. The recruitment
factors that were rated most highly included teachers, interesting courses, grades, and
work experience, the desire to make a contribution, and expected salary and benefits.
Bewayo (1986) adds that other factors were not rated highly in some instances. For
example, the importance of family members was indicated by young people selecting a
career field, but this was not the case for older individuals. The role of ethnicity and
gender in career decision-making appears to be in dispute. Some researchers have
found that gender and ethnic background lead to differences in career choices for men
and not have such an effect.
However, although Bewayo (1986) clearly indicates the various factors that affect
recruitment, he does not point out how the recruitment procedures affect organizational
16
performance which is the basis of this study.
2.2 Organizational Performance Levels
Organizational performance is the result of factors such as work processes,
team/group communication and interaction, corporate cultures and image, policies,
leadership, climate for innovation and creativity and loyalty. organizational performance
can be divided into three major categories (i) social- the relationships and interactions
between individuals and groups within the organization, (ii) technical/operational- the
techniques and technologies used in organizations, and (iii) ideological- the ideas of
what the proper orientation is regarding organizational structure and function. However,
whereas these views of organizational performance are convincing, they are general
views and are not specifically for Health Departments of Kabale and Mbarara Catholic
Dioceses.
Eccles, (1998) pointed out that leading indicators of organizational performance could
not be found to be in financial data alone. He mentioned other metrics as being client
satisfaction, quality, market share, and human resources. Nabaho (2001) argues and
adds other measures that include output goals like quality, quantity, customer
satisfaction, moral and team effectives.
According to Ministry of Health National “Health Management Information System”
(HMIS), the performance indicators of the health sector include, bed capacity, income,
expenditure, cost per bed, bed occupancy rate (BOR), staff per bed, monthly expenditure
for salaries and cost recovery rate (CRR) from fees (Mandelli et al, 2005).
17
Mandelli et al, (2005) further indicates that in order to go beyond and extend the
comparability to input/output indicators (and respective trends) “composite activity
index” as aggregate output index is used, that is, the Standard unit of output (SUOop).
With this composite index available, it is possible to calculate specific indicators and
subject them to the same Comparative Descriptive Analyses. Examples of the main
indicators used are: average fee per SUOop, staff productivity (SUOop per staff) and
average cost per SUOop
The Standard unit of output (SUOop) is a composite index that keeps into account
various types of output. It provides a general idea of the volumes of the main services
produced by a health unit. The choice of the parameters used in the calculation of the
index is determined by the information routinely generated by the HMIS: Inpatients
episodes (Ip), Outpatient contacts (Op), Deliveries, Immunization doses administered,
Antenatal - Mother and Child Health - Family Planning contacts.
The formula used for the calculation of the SUO (op) is:
1 SUO(op) = [15*Ip episodes + 1*Op contacts + 5*Deliveries + 0.2*Immunization doses
+ 0.5*ANC/MCH/FP contacts]
According to Giusti , (1993), the relative weights of each of these activities were drawn
partly from the literature and partly from a cost analysis. A critical analysis on the
effects of the biases introduced by the choice of relative weights has so far
demonstrated that the formula developed can comfortably be used to compare the
majority of hospitals in UCMB network (Beekes A, 2003). However, some caution is
called for in the applicability of the formula to large size hospitals.
18
Considering this literature the researcher chose to consider few elements that were
found to be most applicable to Kabale and Mbarara Dioceses under each criterion to
examine the performance of dioceses’ Health Departments. These included: ratio of
patients to medical staff, time taken to attend to patients, inpatients episodes,
outpatient contacts, immunization doses administered, antenatal – mother and child
health - family planning contacts, deliveries recorded.
However, from the researcher’s experience, measurement of performance is essential
for checking that; what is happening is as planned. Data so received gives an
organization feedback about where it is, enabling it to know whether it is or is not doing
the right thing and doing it well. Yet as Buckley and Caple (2003) assert that for all this
to happen we must make sure we are measuring the right things at the right time and in
the right place.
In the same breath Darling et al (2005) are concerned that organizations should have a
method of extracting lessons from past events and projects and apply them to others.
In Kabale and Mbarara attempts were made to do this as reflected in their quarterly
survey report objectives but there are no other records of any deliberate meeting
conducted with such a goal yet there is a lot about new ideas and innovations that have
been put in place over the years. Organizations need to have a system of measuring
their performance with an aim to improve (Kaplan & Norton, 2005).
However, the research observes that the organization performance can be measured
using a variety of metrics that include among others quality, quantity, customer
satisfaction, market share, human resource and use of technology. It is also recognized
19
that for an organization to rank as high performing, it needs to pay attention to these
issues, in addition to others, concerning its human resource such as supporting and
building confidence in team members and training them.
2.3 Relationship between Recruitment Procedures and Organizational Performance
The literature reviewed indicates that there is a relationship between recruitment
procedures and organizational performance. As pointed out by Owolabi (2005),
recruitment of personnel with talents for higher positions can help improve on
organizational performance. This therefore, implies that the recruitment procedures
should be designed in such a way that only employees with the desired talents are
recruited.
Hersey and Blanchard (1998) that organisations can have competitive advantage if their
employees are well qualified and have appropriate skills and that by hiring the most
competent applicants; the organisation’s performance can be enhanced.
Before recruitment is done, there is need for organizations to forecast the human
resource requirements (Owolabi 2005). This view is in line with Armstrong (2003) who
points out that organizations can perform well if in the recruitment procedures, they
follow the following, that is, identification of organizational needs, advertise the vacant
positions and recruit staff. The views of Armstrong and Owolabi are a manifestation
that recruitment procedures affect organizational performance.
Owolabi (2005) also suggests that, recruitment if not followed by employees’ training
may not help the development of the organization because the employees will be bound
20
to make mistakes at the work place. This explains why large organizations have training
programmes for their employees. Other organizations such as the police and military
recruit workers and provide them with the necessary skills to perform in their roles.
According to Karen (2004), in terms of procedures one way in which managers engaged
in recruiting staff and ensure a systematic approach is to adopt a checklist indicating
the required qualities of the employee. The checklist may have the desired qualification
of the employee, the age, experience, preferred sex, expression, communication ability
and physical appearance.
A systematic procedure makes it possible for internal discipline and control in
recruitment matters, especially in organizations that are engaged in heavy or regular
programmes of recruitment. Whilst a systematic approach with clear procedures is
important for cost-effective recruitment, so also is responsiveness. Therefore,
recruitment procedures should be flexible enough to permit personnel staff, in particular,
to respond flexibly to demands made on them both by recruiting departments and by
potential candidate. Thus, personnel staff should be capable of rearranging their
advertising campaigns to meet particular short-term needs of user departments, and of
being prepared to negotiate interview times to meet the convenience of short listed
candidates for key posts (Karen 2004).
However, it needs to be acknowledged that recruitment is a marketing activity as well as
a resourcing one. When recruiting staff, organizations are going out into their external
environment and competing with others for suitable recruits. It is important, therefore,
that such activities are conducted in a manner that sustains or enhances the public
21
image of the organization. Applicants who are treated both fairly and efficiently will
pass on this experience to others, even if they have been unsuccessful in their
application (Karen 2004).
The researcher observes that it is the human resource that makes use of all the other
resources. Without the human resource, other resources can do nothing and so we
must make sure we are recruiting right people at the right time and for the right place to
ensure that we are measuring the right things at the right time and for the right place.
Misallocation of personnel tantamount to mismanagement and this leads to the
inability of the organization to improve performance
2.4 Summary/Conclusion
Generally a large part of the literature review has addressed the relationship between
the variables. There seems to be a general consensus that right recruitment procedures
impact on organizational performance. Its major purpose is the improvement of
performance. To achieve this task recruitment must be a well planned and focused
activity. The organization needs to have clear metrics of measuring excellence in its
performance. There must be properly planned recruitment and selection process
programs.
A systematic process of recruitment and selection must be followed; including proper
identification of staffing needs, proper designing and implementation of programs and
finally a clear way to evaluate the effects of recruitment procedures on performance of
the recruited staff and in turn the organization.
22
CHAPTER THREE
METHODOLOGY
3.0 Introduction
This chapter describes the procedures that were followed in conducting the study. It
gives details regarding research design, population of the study area, sample and
sampling techniques, a description of data collection instruments used, as well as the
techniques that were used to analyze data. It also indicates the problems encountered
in the study.
3.1 Study Design
The research was carried out using descriptive study design which involved the use of
both qualitative and quantitative methods of data collection. The combination of the
two methods increased the quality of research because results from each method
reinforced each other for consistency. Qualitative techniques helped the researcher to
come up with conclusions on variables that cannot be measured while quantitative
techniques helped in establishing values attached to numerical variables.
3.2 Study Area
The study was conducted in the Health Departments of Kabale and Mbarara Dioceses in
Kabale and former Greater Mbarara districts respectively.
3.3 Population
The study population included the management and staff of the Health Departments of
Kabale and Mbarara Dioceses because they were knowledgeable about the recruitment
procedures in their respective dioceses and how they affect the departmental
23
performance.
3.4 Sample Selection
The researcher used purposive sampling which selected respondents who were
equipped with knowledge of the subject matter. In total, 110 respondents were selected.
These included twenty (20) people from administration; fifty (50) were medical staff;
and while forty (40) were non medical staff.
Table 1: Respondents selected for the Study
Category of respondents Kabale Mbarara Total

Administration 10 10 20
Medical staff 25 25 50
Non medical staff 20 20 40
Total 55 55 110
According to Amin (2005) a good sample for academic research is between 60 to 120
respondents and this study used the minimum number of 110 respondents.
3.5 Data Collection Instruments
3.5.1 Questionnaires
Questionnaires were used to obtain information from administrators, medical and non-
medical staff. They were based on the recruitment procedures used in the Health
Departments of Kabale and Mbarara Dioceses and how they impact on the performance
of the dioceses’ Health Departments. According to Amin (2005), questionnaires are
popular with researchers because information can be obtained fairly, easily and the
questionnaire responses are easily coded. Also according to Moser et al (1979), self
administered questionnaires give chance to respondents to freely give frank answers to
24
questions at their convenience. The sample of the questionnaire is attached as
Appendix I
3.5.2 Interview Guide
The researcher carried out personal interviews to collect data from the respondents.
Interviews were used because it is easy to fully understand someone's impressions or
experiences, or learn more about their answers to questionnaires. The qualitative
method was only restricted to key informants where unstructured open ended
questions were designed and administered to the top management and members of the
human resource management committee. The sample of the interview guide is
attached as Appendix II. This method helped to get more information on the methods
used in the recruitment and selection, the competencies of the recruiters and their
views on the relationship between recruitment procedures and organizational
performance in Kabale and Mbarara dioceses. This method helped to build and
maintain rapport and allowed probing questions which gave new ideas and clarified
some issues
3.6 Validity and Reliability of Instrument
Validity is the accuracy and meaningfulness of inferences, which are based on the
research results (Mugenda 1999). Validity of instruments was ascertained by first of all
discussing the questionnaire and interview schedule drafts with the supervisor. The
content validity of the instrument was found worthy executing for the pilot ran and thus
the study. According to Mugenda, (1999), reliability is a measure of the degree to which
a research instrument yields consistent results or data after repeated trials. The
25
reliability of instruments was established based on the preliminary results derived from
the pilot study. The study instruments were set for the pilot run. Results realized were
discussed with the supervisor and the content reliability of the instrument was accepted.
3.7 Data Analysis
Questionnaires were sorted, numbered and data entered accordingly. Data was checked
by the principal investigator for completeness and internal consistency. Data collected
was cleaned, edited, categorized, coded and summarized. Quantitative data was
analyzed using SPSS packages of descriptive statistics. The relationship between
recruitment procedures and organizational performance were analyzed by using
Pearson’s correlation coefficient. According to Amin (2005), given a set of observations
(x1, y1), (x2, y2)... (xn, yn), the formula for computing the correlation coefficient is given by;
Where r= Sample
r = relationship
y, x =the variables
The correlation coefficient always takes a value between -1 and 1, with 1 or -1 indicating
perfect correlation (all points would lie along a straight line in this case). A positive
correlation indicates a positive association between the variables (increasing values in
one variable correspond to increasing values in the other variable), while a negative
correlation indicates a negative association between the variables (increasing values is
26
one variable correspond to decreasing values in the other variable). A correlation value
close to 0 indicates no association between the variables. Since the formula for
calculating the correlation coefficient standardizes the variables, changes in scale or
units of measurement will not affect its value. For this reason, the correlation
coefficient is often more useful than a graphical depiction in determining the strength of
the association between two variables.
3.8 Ethical considerations
Permission to do the study was sought from Makerere University. The researcher first
sought the consent to conduct the study. Strict confidentiality was observed. Names of
study participants were not recorded on questionnaires and interview guides. Filled
questionnaires were kept under lock and only the principal investigator has access to
keys.
3.9 Limitations and Solutions:
A number of limitations were encountered and these include the following;
i. Some of the respondents were not willing to give information and this problem
was solved by assuring them that this study was purely for academic purposes.
ii. Funds were limited; however, this was solved by seeking financial assistance
from sponsors, friends and relatives.
iii. Some of the respondents were busy with their work, thus much time was spent
particularly in getting responses to questionnaires.
27
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Introduction
The study was set out to assess the effects of recruitment procedures on
organizational performance in the Health Departments of Kabale and Mbarara Dioceses
with a view of recommending possible ways for improvement. The research questions
were:
i. What are the recruitment procedures in the Health Departments of Kabale
and Mbarara Dioceses?
ii. What are the levels of organizational performance in the Health Departments
of Kabale and Mbarara Dioceses?
iii. What is the relationship between recruitment procedures and organizational
performance in the Health Departments of Kabale and Mbarara Dioceses?
The aim was to examine the extent to which recruitment procedures contribute to less
than optimal performance in the Health Departments of the dioceses and recommend
ways of improving the procedures. Accordingly this chapter is organized in three major
sections in line with the three research questions, these are;
i. The recruitment procedures in the Health Departments of Kabale and
Mbarara Dioceses
ii. The levels of organizational performance in the Health Departments of
Kabale and Mbarara Dioceses
iii. The relationship between recruitment procedures and organizational
28
performance in the Health Departments of Kabale and Mbarara Dioceses
4.2 Background Information on Respondents
4.2.1 Working Place

Table 2: Work Place of Respondents
Kabale Mbarara
Work place Frequency Percent Frequency Percent Total
(f) (%) (f) (%)
Administration/Head 10 18.2 10 18.2 20
Office
Hospitals/Health Units 45 81.8 45 81.8 90
Total 55 100.0 55 100.0 110
Source: Primary Data
The majority of the respondents (81.8%) were working in the health units and hospitals
and the remaining proportion (18.2%) at the dioceses’ headquarters.
Since the mission of the catholic health services in Kabale and Mbarara Dioceses has a
mandate, based on imitation of Christ and his deeds, to promote life to full and heal.
These services are committed to a holistic approach in healing by treating and
preventing diseases, with a preferential option for less privileged. It means the main
activities of the Health Departments should be based in the hospitals and health units
The researcher looked at the existing organizational structure and staff list which
indicated that of the total workforce of 946 only 30 (3.2%) are at the dioceses’
headquarters while 916 (96.8%) are in the health units and hospitals. The above findings
indicate that there are more employees in the health units and hospitals than at the
dioceses’ headquarters.
29
The implication of this is that most of the resources are spent in the health units and
hospitals where the main activities are; yet planning, supervision, monitoring and
evaluation activities at the headquarters need more resources. Therefore this affects
performance of staff at the headquarters due to lack of adequate resources to do their
work. At the same time staff in the health units and hospitals are not motivated to work
as a result of limited staff at head office to monitor, evaluate and appraise them, for
promotion, recognition or reward for their services.
This finding partly shows that the Health Departments’ performance has been affected
by lack of a Human Resource Department and a recruitment policy to deploy staff in the
health units and hospitals that corresponds with the right ratio of staff for monitoring
and evaluation at the dioceses’ headquarters.
4.2.2 Age and Sex of the Respondents
Table 3: Age and Sex of Respondents

Characteristic Kabale Mbarara
Age Frequency (f) Percent (%) Frequency (f) Percent (%) Total
15-20 1 1.8 2 3.6 3
21-25 12 21.8 23 41.8 35
26-40 24 43.6 20 36.4 44
40+ 18 32.7 10 18.2 28
Total 55 100.0 55 100.0 110
Sex
Male 25 46 26 47 51
Female 30 54 29 53 29
Total 55 100 55 100 110
The majority (65.5%) and (78.2%) in Kabale and Mbarara respectively of the
respondents were aged between 21 and 40 years. Descriptive analysis of the age of
respondents showed that the youngest staff had an age of 21 years while the oldest
30
was aged 49 years with a mean of 35 years. There is a need to note that out of the 110
respondents only 100 reported their age.
The age structure implies that recruitment in the Health Departments of the dioceses’
attracted the young generation. Further investigation revealed that the recruitment was
carried out after massive public service recruitment exercise due to high demand of
health services personnel as more health units are being constructed and upgrading of
lower health units to hospital and health centre IV status which attracted mainly the
young generation.
The implication is that the Health Departments are at a risk of attracting only the youth
who may be dynamic but with lack of relevant experience, which may affect
performance.
Forty six percent (25 out of 55) and forty seven percent (26 out of 55) from Kabale and
Mbarara respectively of the staff interviewed were males and the remaining fifty four
percent (30 out of 55) and fifty three percent (29 out of 55) from Kabale and Mbarara
respectively were females. The possible implication of these results was that probably
there was a gender imbalance in the recruitment process of the Health Departments,
however, the health services have been dominated by females, and the ideology of
women emancipation and affirmative action to promote the women needs to be
consolidated.
4.2.3 Religious Affiliation
Table 4: Religion of Respondents

Kabale Mbarara
31
Religion Frequency (f) Percent (%) Frequency (f) Percent (%) Total
Muslim 3 5.5 4 7.3 7
Catholic 35 63.6 32 58.2 67
Protestant 9 16.4 12 21.8 21
Others 8 14.5 7 12.7 15
Total 55 100 55 100 110
Figure 2: Distribution of Religion of respondents for Kabale Diocese
Others, 14.5 Muslim, 5.5
Protestant,
16.4
Catholic 63.6
Muslim Catholic Protestant Others
32
Figure 3: Distribution of Religion of respondents for Mbarara Diocese
Muslim, 7.3
Others, 12.7
Protestant,
21.8
Catholic, 58.2 ,
Muslim Catholic Protestant Others
From the results in Table 4 and Figures 2 & 3 more than half of the respondents 63.6%
and 58.2% from Kabale and Mbarara respectively are Catholics, followed by Protestants
33
with 16.4% and 21.8% from Kabale and Mbarara respectively, Muslims and other
Religions are the smallest percentage of 5.5% and 8% respectively in Kabale and 7.3%
and 12.7% respectively in Mbarara.
The above results imply that there is a possible religious imbalance in the recruitment
process in the Health Departments. Further investigations through interviews revealed
that this religious imbalance is a result of their establishment as catholic founded
institutions. Almost all these health institutions were established by Missionary Priests,
Sisters or Brothers hence the dominance of recruitment by their faithful. However it was
also revealed that this cause suspicion among staff, which at times cause low morale
and consequently poor performance
4.2.4 Education Level of Respondents
Table 5: Education Level of Respondents

Kabale Mbarara
Education level Frequency (f) Percent (%) Frequency (f) Percent (%) Total
Certificate 18 33.0 10 18.0 25
Diploma 24 43.0 20 36.0 29
Bachelors Degree 12 22.0 23 42.0 33
Masters degree 1 2.0 2 4.0 3
Total 55 100.0 55 100.0 110
As outlined in Table 5 the majority of the respondents in the Health Departments 42
(76%) and 30 (54%) were Diploma and Certificate holders, followed by those with
Bachelors Degree with 12 (22%) and 23 (42%), only 1 (2%) and 2 (4%) had Masters
Degree in Kabale and Mbarara respectively.
These results imply that the recruitment process in the Health Departments does not
put much emphasis on higher academic qualifications as a prerequisite for employment.
34
These findings imply that the performance capacity of the Health Departments, which is
supposed to offer services that are committed to a holistic approach in healing by
treating and preventing diseases, with a preferential option for less privileged will not be
achieved. However, this will affect negatively the long term objectives of the Health
Departments.
The researcher concurs with Hersey and Blanchard (1998) that organisations can have
competitive advantage if their employees are well qualified and have appropriate skills
and that by hiring the most competent applicants; the organisation’s performance can
be enhanced.
4.3 The Recruitment Procedures in the Health Departments
In relation to the first research question “what are the recruitment procedures in the
Health Departments of Kabale and Mbarara Dioceses”, the respondents were asked to
indicate their level of agreement and disagreement with the following statements
regarding staff recruitment in Kabale and Mbarara Dioceses. Table 6 shows the results.
35
Table 6: The Recruitment Procedures
Strongly Strongly
agree Agree disagree Disagree Not sure Total
Freq. Freq. Freq. Freq. Freq. Freq.
Statement (f) (%) (f) (%) (f) (%) (f) (%) (f) (%) (f) (%)
Employee forecasting 11 10.0 7 6.4 31 28.2 48 43.6 13 11.8 110 100
Jobs are advertised 11 10.0 7 6.4 31 28.2 48 43.6 13 11.8 110 100
There is short listing 21 19.1 72 65.5 13 11.8 0 0.0 4 3.6 110 100
of candidates
Interviews are 1 0.9 26 23.6 56 50.9 20 18.2 7 6.4 110 100
conducted
The recruitment 9 8.2 19 17.3 44 40.0 32 29.0 6 5.5 110 100
process is impartial
The recruitment staff 2 1.8 17 15.5 64 58.2 16 14.5 11 10.0 110 100
is competent
Recruitment is done 1 0.9 64 58.2 16 14.5 2 1.8 27 24.6 110 100
internally
Training process is 22 20.0 26 23.6 51 46.4 0 0.0 11 10.0 110 100
part of the
recruitment
There is clear job 69 62.7 20 18.3 3 2.7 13 11.8 5 4.5 110 100
description
Orientation/Induction 2 1.8 64 58.2 17 15.5 16 14.5 11 10.0 110 100
From Table 6, the majority of the respondents 80 out of 110 (72.7%) disagreed that the
recruitment staff is competent to carry out the recruitment exercise. This is due to the
loyalty, commitment and faithfulness to the mission sentiments of the founding body
which appoints the Board that selects the Human Resource Management Committee
The second ranked were employee forecasting and advertising jobs 79 out of 110
(71.8%) of the respondents disagreed with the statements that; employee forecasting is
done before recruitment of staff and jobs are advertised when they fall vacant. The
respondents that disagreed with the statements that: the interviews are conducted are
76 out of 110 (69.1%) and that the recruitment process is impartial are 76 out of 110
(69.0%).
36
Qualitative data obtained from interviews with top management and members of the
Human Resource Management Committee revealed that loyalty, commitment and
faithfulness to the mission sentiments was the most important consideration in the
recruitment process. For example one of the members in the Health Departments said
that the catholic dioceses have been willing to let the person stay on, irrespective of his
performance capacity as long as he/she is loyal to the mission sentiments. Another
respondent also said that meritocracy is never a determinant to appropriate placement
and/or promotion, rather nepotism, tribalism, regionalism, religion, appeasement of
bootlickers takes the centre stage in this process.
Although loyalty, commitment and faithfulness to the mission sentiments is promoted
and ranked highest in the recruitment in the Health Departments, research findings
(Munene, 1997) and personal observation, the mission sentiments are not enough to
enhance performance. The Health Departments of Kabale and Mbarara Dioceses have a
mandate, based on imitation of Christ and his deeds, to promote life to full and heal
which involves understanding and clear articulation of the health department policies
and programmes and ensures their implementation. Apart from being faithful, loyal and
committed to the mission sentiments, the Health Departments’ staff must be well-
qualified and competent with good communication and customer care skills to
articulate the mission sentiments.
37
4.3.1 Factors that influence Recruitment of Staff in the Health Departments
Table 7: Factors that influence Recruitment of Staff
Very important Important Less important Total

Frequency Percent Frequency Percent Frequency Percent Frequency Percent
Variable (f) (%) (f) (%) (f) (%) (f) (%)
Age 9 8.2 14 12.7 87 79.1 110 100
Sex 35 31.8 24 21.8 51 46.4 110 100
Religion 71 64.6 15 13.6 24 21.8 110 100
Ethnicity 14 12.7 21 19.1 75 68.2 110 100
Qualification 10 9.1 21 19.1 79 71.8 110 100
From Table 7, the majority of the respondents 71 out of 110 (64.6%) indicated that
loyalty, commitment and faithfulness to the mission sentiments (religion) is an
important factor considered for recruitment in the Diocesan Health Departments.
Sex ranked second with 35 out of 110 (31.8%) responses followed by ethnicity with 14
out of 110 (12.7%). Qualification had 10 out of 110 (9.1%) and gender balance had 9 out
of 110 (8.2%). It is important to note that all the respondents indicated that the process
of recruitment depended on a combination of all these factors embedded in the
recruitment procedures.
4.4 The Levels of Organizational Performance in the Health Departments
In relation to the second research question “what are the levels of organizational
performance in the Health Departments of Kabale and Mbarara Dioceses”, the
38
respondents were asked to indicate their level of agreement and disagreement with the
following statements regarding the levels of organizational performance in the Health
Departments. Table 7 shows the results.
Table 8: The Levels of Organizational Performance

Strongly Strongly
Freq. Freq. (%) Freq. (%) Freq. (%) Freq. (%) Freq. (%)
Statement (f) (%) (f) (f) (f) (f) (f)
There is an 0 0.0 4 3.6 37 33.6 52 47.3 17 15.5 110 100
appropriate ratio of
patients (inpatients
& outpatients) to
medical staff
It takes a short time 5 4.5 15 13.5 47 42.6 33 30.0 10 9.4 110 100
to attend to patients
There is enough 2 1.8 22 20.0 56 50.9 25 22.8 5 4.5 110 100
staff to carry out
immunization
There is enough 0 0.0 18 16.4 73 66.4 14 12.7 5 4.5 110 100
trained staff to carry
out Antenatal,
Family Planning &
Child Health Care
services
There are friendly 1 0.9 9 8.2 67 60.9 31 28.2 2 1.8 110 100
health workers in
the maternity wards
From Table 7, the majority of the respondents 98 out of 110 (89.1%) indicated that there
are no friendly health workers in the maternity wards. This is due to the few deliveries
as people opt for traditional birth attendants’, private hospitals and government referral
hospitals.
The second ranked was the ratio of patients (inpatients & outpatients) to medical staff
89 out of 110 (80.98%) of the respondents disagreed with the statements that; there is
39
an appropriate ratio of patients (inpatients & outpatients) to medical staff. The
respondents that disagreed with the statements that: there is enough trained staff to
carry out Antenatal, Family Planning & Child Health Care services are 87 out of 110
(79.1%), there is enough staff to carry out immunization are 81 out of 110 (73.7%) and it
takes a short time to attend to patients are 80 out of 110 (72.6%). The study indicated
that the levels of organizational performance in the Health Departments were still very
low. In addition, the respondents indicated that the number of patients was too big to
manage.
These findings answer the second question of the levels of organizational performance
in the Health Departments of Kabale and Mbarara Dioceses
4.5 The relationship between Recruitment Procedures and Organizational
Performance
In relation to the third research question “what is the relationship between recruitment
procedures and organizational performance in the Health Departments of Kabale and
Mbarara Dioceses”, the respondents were asked to indicate their level of agreement and
disagreement with the following statements regarding the relationship between
recruitment procedures and organizational performance in the Health Departments.
Table 8 shows the results.
Table 9: The relationship between recruitment procedures and organizational

performance
Strongly Strongly
Freq. Freq. (%) Freq. Freq. (%) Freq. (%) Freq.
Statement (f) (%) (f) (f) (%) (f) (f) (f) (%)
Defining 4 3.6 18 16.5 46 41.8 27 24.5 15 13.6 110 100
organizational needs
before recruitment
has led to
40
organizational
efficiency
Health Departments 6 5.5 22 20.0 42 38.2 33 29.9 7 6.4 110 100

perform to the
expectations of the
stakeholders
The recruitment 5 4.5 12 10.9 55 50 30 27.3 8 7.3 110 100
procedures have led
to recruitment of
competent staff
The right staff are 6 5.5 20 18.2 66 59.9 6 5.5 12 10.9 110 100
recruited in the Health
Departments
The study indicated that defining organizational needs before recruitment has not led to
organizational efficiency as given by 73 out of 110 (66.3%), on the question of whether
the departments perform to the expectations of the stakeholders and patients, 75 out of
110 (68.1%) responses said that the Health Departments’ do not perform to the
stakeholders and patients’ expectations’. Lastly, the researcher found out of the
respondents the staff recruited in the Health Departments are not competent and right
staff by 85 out of 110 (77.3%) and 72 out of 110(65,4%) respectively.
4.5.1 Recruitment Methods used in the Health Departments
The study sought to examine the methods used in recruiting staff in the Health
Departments with a view of determining their appropriateness. The respondents were
asked to state the recruitment methods used in the Health Departments. Some
respondents indicated the use of more than one method of recruitment. Table 9 below
show the findings:
Table 10: Methods of Recruitment

Methods of recruitment Frequency (f) Percent (%)
News papers 3 2.7
Radio 5 4.5
41
Recommended 69 62.7
Recruited from higher learning institutions 20 18.2
Others (volunteer, church leaders) 13 11.8
Total 110 100
More than half (62.7%) of the respondents interviewed, stated that they came to know
of their present job through recommendations especially from the church leaders which
is termed as “headhunting’. It was also established that even the respondents who were
recruited from higher institutions of learning 18.2% of the respondents were headhunted
through church leadership.
Advertisement, which is 2.7% of the respondents, is not commonly used because of the
institutions being church founded and headhunting is used to select those who
subscribe to the church mission sentiments.
Further investigation revealed that due to high levels of unemployment in the country
recommendation as a method of recruitment might lead to recruitment of non-
performers as a result “headhunting” remains the main method used for recruitment
this creates the danger of people bringing in their own, irrespective of their performance
capacity.
This implies that the methods of recruitment in the Health Departments are not
adequate enough to create a large pool of persons who are available, competent and
well qualified from whom they can select competent personnel for the available jobs
(Torringtons Hall, 1998)
4.5.2 The HR Management Committee Members’ Qualifications
42
In an attempt to obtain empirical information about the qualifications of member of the
Human Resource Management Committee, the research examined the levels of
education, training and experience they possess in recruitment procedures. The
intention was to establish whether the qualifications of members of Human Resource
Management Committee are appropriate for an effective human resource recruitment
function. Most of the information was sought from the members of the Human
Resource Management Committee themselves and supplementary information was got
from key informants. The responses are outlined in Table 10.
Table 11: Education Level of Members of HR Management Committee

Kabale Mbarara Total
Education level Freq Percent Freq Percent Freq Percent
(f) (%) (f) (%) (f) (%)
Masters Degree 2 25.0 2 28.6 4 26.7
Postgraduate 2
Diploma 1 12.5 1 14.3 13.3
Bachelor’s Degree 3 37.5 3 42.9 6 40.0
Ordinary Diploma 1 12.5 1 14.3 2 13.3
Certificate 1 12.5 0.0 1 6.7
Total 8 100 7 100 15 100
According to Table 11, the majority of the members of Human Resource Management
Committee had adequate basic qualifications 4 out of 15 (26.7%) had Masters Degree, 6
out of 15 (40%) with Bachelors Degree, 2 out of 15 (13.3) with Postgraduate Diploma, 2
out of 15 (13.3%) with Ordinary Diploma and 1 out of 15 (6.7%) with a Certificate.
Findings from the members’ personal records showed that they lacked specific training
in human resource skills and adequate experience in performing similar work as the
committee is instituted by the Board when the need for recruitment arises. This implies
that the committee may not be capable of recruiting and selecting competent
43
employees and this may affect performance.
Recruitment on personal recommendation and lack of recruitment policy guidelines
limit the recruitment of the right staff, for the right place, at the right time hence
affecting their performance. When the recruitment exercise is not handled by
independent experts it’s highly probable that there will be influence peddling and
conflict of interest in the recruitment exercise
The Human Resource Department that is supposed to give technical guidance to the
Human Resource Management Committee on employees’ recruitment does not exist
hence reliance on advice from top management on human resource matters. As result
many people are recruited without qualifications, job descriptions and schedules this
leads to overstaffing and underemployment which in turn lead to poor performance.
The findings show what many other scholars and management practioners argue that
there is need to recognize the role of the human resource function in organizations
(Cascio, 1998, Munene 1997). This implies that the human resource function is not just
for anybody who has been in the organization for a longtime and is in a managerial
position. Rather, there are specialized competency requirements for individuals who
should be involved in recruitment.
4.5.3 Performance of Duties by Employees
In line with the third research question, how are recruitment processes handled and how
do they affect performance” respondents were also asked to rate their performance in
44
relation to their duties. Table 12 below shows their responses.
Table 12: Employees Self Assessment on Performance of their Duties
Rating of Performance of Duties Frequency (f) Percent (%)

Excellent 15 13.6
Very Good 56 50.9
Good 22 20.0
Fair 10 9.1
Not sure 7 6.4
Total 110 100
Fifty percent of the respondents rated the performance of their duties as very good.
Those who rated their performance as good accounted for 20% and those who rated it
excellent were 13.6%. 9.1% rated it as a fair performance and 6.4% were not sure. The
above results were also confirmed by the qualitative data obtained from the staff files
about their performance.
To be able to determine the relationship between recruitment process and performance
in the Health Departments, recruitment index as well as performance index was formed
using a set of questions and scores given accordingly. The total score in each individual
was calculated and ranked in relation to the expected total score. Individuals were then
grouped according to the ranks they belonged to, 1 – “Average”, 2 – “Good”, 3 – “Very
Good” And 4 – “ Excellent”. These categories were then used as a measure of
performance and recruitment.
Table 13: Performance by Sex of Respondents

Performance Index
45
Sex Average Good Very Good Excellent Total
Male 5 19 44 10 78
Female 0 12 12 8 32
Total 5 31 56 18 110
Percentage 4.5 28.2 50.9 16.4 100
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 7.093a 3 .069
Likelihood Ratio 8.348 3 .039
Linear-by-Linear .542 1 .462
Association
N of Valid Cases 110
a. 2 cells (25.0%) have expected count less than 5. The minimum expected count is 1.45.
The detailed analysis of performance by sex of respondents indicated that females
performed better than males. From Table 13 there were no females in the average
category of performance. However the chi-square test to establish the relationship
between the sex of respondents and their performance showed no significance
relationship between the two variables (p=0.25)
Table14: Performance by Education Level of Respondents

Performance Index
Education Level Average Good Very Good Excellent Total
Masters Degree 0 7 7 3 17
Postgraduate Diploma 44
2 17 18 7
Bachelor’s Degree 2 5 23 5 35
Ordinary Diploma 3 2 7 2 14
Total 7 31 55 17 110
Percentage 6.4 28.2 50.0 15.5 100
Chi-Square Tests
Value Df Asymp. Sig. (2-
sided)
Linear-by-Linear .002 1 .969
46
Association
a. 8 cells (50.0%) have expected count less than 5. The minimum expected count is .89.
At the bivariate level of analysis a cross tabulation and test for the relationship between
education level of respondents and performance were made. Findings show that better
educated employees performed better than those who had relatively low education level.
The chi-square test showed that education and performance of an individual were
significantly related with p=0.50
Table 15: Recruitment Index by Performance Index

Performance Index
Recruitment Index Average Good Very Good Excellent Total
Average 2 7 7 0 16
Good 5 17 18 7 47
Very Good 0 6 24 6 36
Excellent 0 2 7 2 11
Total 7 32 56 15 110
Percentage 6.4 29.1 50.9 13.6 100
Chi-Square Tests
Value Df Asymp. Sig. (2-
sided)
Linear-by-Linear 10.728 1 .001
Association
a. 9 cells (56.3%) have expected count less than 5. The minimum expected count is .70.
The chi square test in the table above showed a significant association (p=0.563)
between the two variables; the results in Table 15 confirm that there is some
relationship with those who scored averagely in recruitment also scored averagely in
terms of performance.
47
These results are consistent with the research carried out by Cappelli & Wilk that
organizations that select based on education and ability metric find that their
employees are more proficient, even relative to their own standards while those that are
selected based on recommendations find their employees are less proficient.
The above findings therefore answered the question of how recruitment processes are
handled in the Health Departments and how they affect performance.
4.5.4 Correlations
A number of correlations were made using selected variables to establish the
relationship between recruitment procedures and organizational performance. The
variable representing recruitment procedures were employee forecasting, interviews
and short listing of candidates.
4.5.4.1 Employees forecasting and appropriate Ratio of Patients to Medical Staff
Correlations
There is an
employees approprite
forecasting is ratio patients
done before to medical
recruitment staff
employees forecasting is Pearson Correlation 1 .050
done before recruitment Sig. (2-tailed) . .603
N 110 110
There is an approprite Pearson Correlation .050 1
ratio patients to medical Sig. (2-tailed) .603 .
staff
N 110 110
Using Pearson’s correlation co-efficient, there was a positive relationship (0.050)
between employee forecasting and availability of appropriate ratio of patients to
48
medical staff. It is therefore, evident that the appropriate ratio of patients to medical
staff is a function of good employee forecasting.
4.5.4.2 Orientation/Induction and Time to attend to Patients
Correlations
It takes short
Orientation/ to attend to
induction
patients
Pearson Correlation 1 .214*
orientation/ Sig. (2-tailed) . .025
induction
N 110 110
It takes short to attendPearson Correlation .214* 1
to patients Sig. (2-tailed) .025 .
N 110 110
*. Correlation is significant at the 0.05 level (2-tailed).
Using Pearson’s correlation co-efficient, there was a positive and significant relationship
(0.214*) between orientation/induction and time it takes to attend to patients. This
implies that if orientation/induction conducted by competent staff and appropriately, it
will have a positive impact on the time it takes to attend to patients.
4.5.4.3 Training is Part of Recruitment and Staff for Antenatal Care and Family
Planning
49
Correlations
training there is
process is enough staff
to carry out
part of antenatal care
recruitment and family
planning
Pearson Correlation 1 -.098
Training process is
Sig. (2-tailed) . .308
part of recruitment
N 110 110
there is enough staff to Pearson Correlation -.098 1
carry out antenatal care Sig. (2-tailed) .308 .
and family planning
N 110 110
Using Pearson’s correlation co-efficient, there was a negative relationship (-098)
between training process as part of recruitment and number of staff available to carry
out antenatal care and family planning. This implies that the training process as part of
recruitment is not sufficient to take in enough staff to carry out antenatal care and
family planning
4.5.4.4 Orientation/Induction and Friendly Health Workers in Wards
50
Correlations
there are
orientation/ friendly
induction health
workers in
maternity
wards
orientation Pearson Correlation 1 -.087
/ Sig. (2-tailed) . .365
induction N 110 110
there are friendly Pearson Correlation -.087 1
health workers in Sig. (2-tailed) .365 .
maternity wards
N 110 110
Using Pearson’s correlation co-efficient, orientation/induction has got a negative impact
on the availability of friendly health workers in wards. A correlation co-efficient of -0.87
implies that orientation/induction is insufficient to create friendly health workers.
51
CHAPTER FIVE
CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction:
This chapter presents a summary of major findings of the study. Particular emphasis is
placed on the main constraints to the procedures of staff recruitment and how they
affect performance in the Health Departments of Kabale and Mbarara Dioceses. In line
with the objectives of the study conclusions have been drawn from the findings of the
study and recommendations made accordingly.
5.2 Conclusions:
The results of the study have led to the following conclusions
5.2.1 Human Resource Department and Recruitment Policy
The dioceses’ lacked human resource departments and recruitment policies and
therefore the process was being carried out without technical advice and policy
guidelines. This leaves room for manipulation in the hands of those handling the
process, hence affecting the performance of staff recruited through such manipulated
process.
5.2.2 Organizational Mission and Objectives
The study found out that there was lack of knowledge about the mandate and
objectives of the Health Departments. This was manifested in the Health Policies of
Kabale and Mbarara Dioceses that are directly based on the Health Policy of the Uganda
Catholic Medical Bureau, the mission statements are a direct copy. This has led to
failure by top management to appreciate the purpose of existence of the health
52
departments in their respective dioceses’, as noted earlier; if you do not know where you
are going you may probably not get there. Lack of clarity of organizational objectives
affects organizational performance.
5.2.3 The Recruitment Criteria
The recruitment criteria affect what kind of workers get hired which are likely to have an
effect on organizational adaptability and hence on performance. Commitment and
faithfulness to the mission sentiments remains the most important criteria for
recruitment in the Health Departments. This affects performance of the recruited staff
especially where the recruitment practices are not focused on work related criteria like
education and ability.
5.2.4 Recruitment Personnel
Recruitment personnel lacked specific training and adequate experience in recruitment
procedures. This led to manipulation of the recruitment process which affects the fit of
workers to their jobs and as a result this affects performance.
5.2.5 Funds
The Health Departments lack adequate funds to establish the human resource
departments and to put in place recruitment policies. The Human Resource Department
is supposed to give technical guidance to the Human Resource Management
Committee on employees’ recruitment, to avoid reliance on advice from top
management on human resource matters.
In conclusion therefore this study established that recruitment is a complement to a
53
series of management practices in an organization and that these recruitment
processes are not substitutes for best human resource practices.
5.3 Recommendations for Practice
From the findings of the study the following recommendations are made to improve
performance in the Health Departments.
5.3.1 Establishment of the Human Resource Departments
The dioceses should establish well functioning human resource departments that are in
line with health departments’ mandate. This should however, be benchmarked against
the already existing well functioning human resource departments in the same industry.
The proposed creation will enhance better coordination between the human resource
department, top management and human resource management committee, hence
improve staff performance. The creation of the departments will lead to employment of
new staff to fill the vacant posts in the newly created HR department. It is therefore
imperative that funds are identified to pay new officers and the necessary office
furniture and equipment.
5.3.2 Recruitment and Selection Policy
The Health Departments should also ensure that the recruitment and selection policy
put in place and known to all staff in the Health Departments to guide in making rational
decision. The policy should state the recruitment and selection criteria, composition of
the panel, minimum qualifications for applicants, and recruitment and selection
procedures among others, the policy should emphasize and ensure use of elaborate
54
recruitment and selection methods which are able to attract competent staff.
5.3.3 HR Management Committee and the Appointing Authority
The committee should be mandated to appoint staff given comprehensive, well laid
down requirements and procedures to ensure that the appointing authority expectations
are fulfilled. There are various stakeholders but the legal holder should be represented
on the HR management committee. These members of the HR management committee
should be impartially selected and should include professionally competent members
and outsiders who are impartial. Recruiters should be trained and educated about the
organization and the specific job requirements. Recruitment and selection of staff
should be made against the agreed structure and in accordance with the recruitment
and selection policy and criteria by the competent appointing authority.
5.3.4 Competent and Talented Individuals
Given the background of new staff to be recruited at different levels based religious,
tribal, gender factors, consideration should be made to ensure that only those who are
competent and talented among the given groups are recruited. That is even if the
recruitment is aimed at regional, religious and gender balance, efforts should be made
to select those who have the ability and competencies to perform to the organizations’
expectations.
5.3.5 Performance Monitoring and Evaluation
To ensure optimal utilization of available resources, resources should be released
against agreed performance plans. It is therefore recommended that the Health
Departments should introduce result oriented management (ROM). ROM is a
55
management approach which seeks to make the best use of resources available by
clarifying the purpose for which an organization exists, setting clear and attainable
objectives for the main services delivered and measuring the organization’s
performance in achieving those objectives. This will help the health departments carry
out periodic performance monitoring and evaluation both at the organizational and
individual level to identify performance gaps and guide future action towards
performance improvement.
5.3.6 Research, Planning and Development Desk
The Health Departments should establish a desk to plan for ensuring sustainable
running and management of the health units and hospitals. Overdependence on donors
and government support may not be sustainable in the near future thus a need to
intensify mobilization of additional resources. Lack of funds to sustain the running of
these departments de-moralizes staff hence affecting their performance and the
organization at large.
5.3.7 Training Policy
A training policy should be put in place and training programmes ranging from induction
to skills building be designed along the policy guidelines to equip the Health
Departments with a adequate skills and competencies to perform their duties well. The
top, middle managers and line should undergo training courses in performance
management and other relevant courses to transform them into futuristic managers.
5.3.8 Staff Motivation
56
Finally, recruiting competent personnel is not the only problem; retaining employees
require a concerted effort on the part of the management. Health Departments should
therefore adopt a competitive reward system, which incorporates individual and group
performance. This can be achieved when expected levels of output from employees are
clearly defined through the process of job and task analysis. This will help to merge jobs
and minimize duplication, and hence reduce staffing levels. The impact will be that
Health Departments will be able to attract and retain skilled manpower by paying
employees competitive salaries without necessarily having an increase on its
aggregated wage budget and generally improve the terms and conditions of service.
5.4 Recommendations for Further Research
It is recommended that the study be replicated with other departments’ recruitment
procedures on their performance. Then, comparisons of the results between
departments could be made. Since the study dealt exclusively with the health
departments in the dioceses, a modified questionnaire could assess the effects of
recruitments procedures of other diocesan departments’.
Health departments’ administrations explore the effect on the organization in the
recruitment and hiring of staff who are representative of the dioceses’ predominant
populations: Catholics, Protestants, Muslims, Born Again Christians and other Religious
Denominations.
A further study investigating the HRM since HRM aims at developing an effective HR
component for the organization that will respond effectively to change. Areas for further
research in relation to HRM are: training and development, reward management and
57
compensation and retirement and redundancy to cater for HR development, HR
maintenance and managing HR exits respectively. The important question to explore is,
‘how are these HR functions supporting/not supporting the current performance of the
organization?’
58
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Kampala Makerere University Printery
Argris, C. (1960), Some limitations of the case method: Experiences in a management:

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Armstrong M. (2001) Human Resource Management Practice, 8th Edition, Bath Press,
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Armstrong M (2003) Human Resource Management Practice, 9th Edition,

Bath Press, London
Beekes A (2003). At whose expense? A study on the development in efficiency of Catholic

Hospitals in Uganda, 1997/98 – 2001/02. Unpublished
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Bewayo, D. (1986). “What Employees Look for in First and Subsequent Employers,”
Personnel
Buckley, R. & Caple, J. (2003) 4th Ed, The Theory & Practice of Training,
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56.
APPENDICES
APPENDIX I. EMPLOYEES QUESTIONNAIRE

Dear Sir / Madam,
The main purpose of this study is to collect information on the effects of recruitment
procedures on organizational performance that will help us understand better the right
recruitment procedures and how this improves the performance of the organization.
Clear and effective suggestions, policies and procedures can be put in place to enhance
the existing procedures to ensure that the organization’s performance improves. The
information that will be collected in this study will be treated with confidentiality as it is
purely for academic purposes.
Section 1: Background information

Identification
Diocese ……………………………………………………………………………………………..
Hospital/health unit………………………………………………………………………………....
61
Identification number……………………………………………………………………………….
Date…………………………………………………………………………………………………
Please tick in the box representing the most appropriate response for you in respect
of the following;
1. Your Gender (1) Male (2) Female
2. Your age (years)
(1) 15 – 20 (2) 21 – 25 (3) 26 – 40 (4) over 40
3. Education level
(1) High school (2) Diploma (3) Degree (4) Masters (5)
others
4. Marital status
(1) Married (2) widowed (3) Divorced (4) Not married (5) others
5. Your job title, --------------------------------------------------

6. Number of years worked in this particular position
(1) Less than 1 (2) 1 - 2 (3) 3 - 5 (4) 6 - 10 (5) over 10
7. Number of years worked in the organization
(1) Less than 1 (2)1 – 5 (3) 6 – 9 (4) over 10
8. What is your religion? ----------------------------------------------------
Section 2: Recruitment Procedures
9. Tick your level of agreement and disagreement with the following statements
Strongly Strongly Not
Statement agree Agree disagree Disagree sure
Employee forecasting is done
before recruitment of staff
Jobs are advertised when they fall
vacant
Shortlisting is done on merit and
every job applicant replied
Interviews are conducted
satisfactorily
The recruitment process is
impartial
62
The recruitment staff is
competent
Recruitment is done internally
Training process is part of the
recruitment procedures
There is a clear job description in
the recruitment procedure
Orientation/Induction is part of
recruitment process
Recruitment Methods
10. Tick the methods used for recruitment in the Health Departments
News Radios Recommended Recruited from higher Magazines Others
papers learning institutions
Factors affecting the recruitment procedures

11. Rate by ticking the importance of the following factors in the recruitment
procedures of employees
Factor Very important Important Less important

Age
Sex
Religion
Ethnicity
Qualification
Section 3: Levels of organizational performance
12. Tick your level of agreement or disagreement with the following statements
regarding organizational performance of your diocese.

There is an appropriate ratio of
patients (inpatients & outpatients)
to medical staff
It takes a short time to attend to
patients
63
There is enough staff to carry out
immunization
There is enough trained staff to
carry out Antenatal, Family Planning
& Child Health Care services
There are friendly health workers in
the maternity wards
Section 4: The relationship between recruitment procedures and organizational

performance
13. Tick your level of agreement and disagreement with the following statements
Defining organizational needs
before recruitment has led to
organizational efficiency
Health Departments perform to the
expectations of the stakeholders
The recruitment procedures have
led to recruitment of competent
staff
The right staff are recruited in the
Health Departments
Section 5: Other factors affecting organizational performance
14. How do you rate the importance of the following factors in affecting organizational
performance?
Factor Very important Important Less important

Political support
Economic factors
Social-cultural
Technological
Ecological
Legal
16. What other factors affect performance of your organization?
64
1.
2.
3.
Thanks for your cooperation
65
APPENDIX II. INTERVIEW GUIDE TO ADMINISTRATION STAFF
The purpose of the study will be to collect information on the effects of recruitment
procedures on organizational performance. The information that you will give will be
treated with confidentiality as it is purely for academic purposes.
1. What is your position in this organization?
2. For how long have you worked for this organization?
3. Do you have an independent selection department for recruitment of employees in
your organization?
4. What factors do you consider before recruitment of new staff?
5. Is the recruitment process in your organization impartial?
6. How do you inform the public about vacant positions in your organization?
7. How do you integrate newly recruited employees in your organization?
8. How do you ensure that the right staff is recruited in the organization?
9. Do the recruitment procedures affect the organization’s performance? If the answer
is yes, how?
10. What is the ratio of patients to medical staff in the organization?
11. Do you have enough trained staff to handle patients in time?
12. What other factors affect the performance of your organization?
13. In your own opinion what should be done to improve on the performance of your
organization?
66

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EFFECTS OF RECRUITMENT PROCEDURES ON ORGANIZATIONAL PERFORMANCE: A

CASE OF KABALE ROMAN CATHOLIC DIOCESE AND MBARARA ARCHDIOCESE

A RESEARCH DISSERTATION SUBMITTED IN PARTIAL FULFILMENT OF THE

FACULTY OF ECONOMICS AND MANAGEMENT

any degree, diploma or certificate in this or any other university/institution of higher

learning for any academic award.

gave me the inspiration.

particularly thank my supervisor Mr. K. Ssejjemba.

Resident Representative of Belgian Technical Corporation (BTC) in Uganda for the

Assistant Diocesan Health Coordinator.

West, North, Central and Southern African Region.

CHAPTER ONE: INTRODUCTION 1

CHAPTER TWO: LITERATURE REVIEW 12

CHAPTER THREE: METHODOLOGY 23

CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND INTERPRETATION 28

CHAPTER FIVE: CONCLUSIONS AND RECOMMENDATIONS 49

Figure 1 Conceptual Framework 8

ANC/MCH/FP Antenatal Care - Mother and Child Health - Family Planning

BOR Bed Occupancy Rate

CRR Cost Recovery Rate

HC IV Health Centre Four (4)

HMIS Health Management Information System

HRM Human Resource Management

LLUs Lower Level Units

PESTEL Political, Economic, Social, Technological, Ecological and

PNFP Public & Not-For-Profit

RCC Roman Catholic Church

SUO(op) Standard Unit Of Output

UCMB Uganda Catholic Medical Bureau

UMMB Uganda Muslim Medical Bureau

UPMB Uganda Protestant Medical Bureau

The changing global socio-economic environment presents a lot of interesting

committed to a holistic approach in healing by treating and preventing diseases, with a

preferential option for the less privileged.

relationship between the recruitment procedures used and performance indicators in

the Health Departments.

Relevant literature on recruitment procedures and organizational performance was

data to examine the extent to which recruitment procedures contribute to the

performance of the Health Departments. There seems to be a general consensus that

right recruitment procedures impact on organizational performance. Its major purpose

is the improvement of performance.

practices” recruitment procedures and organizational performance. By hiring the most

competent applicants, the performance capacity of the organization is significantly

enhanced. Using Pearson’s correlation co-efficient, there was a positive relationship

staff. There was a positive and significant relationship (0.214*) between

orientation/induction and time taken to attend to patients. The results, however,

other human resource practices.

The study makes a number of recommendations in relation to the findings; the

establishment of the human resource departments for formulation of a comprehensive,

resource management committee, recruitment of competent and talented individuals,

improvement on monitoring and evaluation of performance at both individual and

organization levels , establishment of a research, planning and development desk, staff

training and motivation to attract and retain high performing staff.

departments’ recruitment procedures on their performance. Health departments’

organization that will respond effectively to change.

1.1 Background to the study

There is no widely accepted definition of the term ‘organization” as applied to a social

entity. Organizations are intricate human strategies designed to achieve certain

machines to accomplish goals, organizational form must be a joint function of human

performance of an organization. This study focuses on the effects of recruitment

procedures on organizational performance.

key component of organizational success. Unfortunately, existing human resource

how recruitment procedures affect organizational performance. This study attempts to