Impact of Recruitment Practices Dissertation

Running head: BUSINESS RESEARCH PROJECT
Impact of recruitment practices on employee performance - An evaluation of Public Sector of Abu Dhabi
Name of the student
Name of the University
Author Note

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Acknowledgement
By this research, I have experienced best possible learning of my life. My topic for dissertation is “Impact of recruitment practices on
employee performance - An evaluation of Public Sector of Abu Dhabi”. By conducting this research I have learnt various concepts,
models and theories that is applicable for judging the relationship between research variable.
I first thank to the almighty God. After that I want to thank to my principal Mr./Mrs. __________________ for giving me the
opportunity to get associated with your university and given me the chance to continue my academic journey.
Secondly, I want to thank my supervisor Mr./Mrs.___________________________ who is my friend, philosopher and guide
throughout the journey of this research.
I also want to thank my parents for being supportive and accommodative for completing this research.
Lastly, I want to thank all of my friends for giving me the moral support while conducting this research.

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Abstract
This research highlights the impact of recruitment practices on employee performance - An evaluation of Public Sector of Abu Dhabi-
United Emirate. This research highlighted that recruitment practices can be described through recruitment policies and recruitment
sources. The research shows that there is an impact of the recruitment sources and recruitment policies in motivating the employees
both existing and new candidates to perform well for getting a challenging job roles and responsibility. There is a conceptual
framework given in the research study that shows the entire description given in the literature review. The framework shows that
recruitment sources are of two types that are internal sources and external sources and the recruitment policy can be comprised of
service level agreement, third party recruitment policy and interview program policies.
The total number of sample that are considered for the research study is 50 and all the respondents are the employees of the Public
sector industry. There are 20 questions designed for the questionnaire and is based on factors that define recruitment sources,
recruitment policies and employee performance. These questions are analyzed through SPSS analysis and correlations between
research variable is also shown in the research.

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Table of Contents
Chapter 1: Introduction................................................................................................................................................................................7
1.1. Background of the study...................................................................................................................................................................7
1.2. Problem Statement............................................................................................................................................................................8
1.3. Aim of the research...........................................................................................................................................................................9
1.4. Rationale of the study.......................................................................................................................................................................9
1.5 Significance of the research.............................................................................................................................................................10
1.6 Objectives of the research................................................................................................................................................................11
1.7 Questions of the research.................................................................................................................................................................11
1.8 Hypothesis of the research...............................................................................................................................................................11
1.9 Structure of the dissertation.............................................................................................................................................................12
2.0 Literature Review................................................................................................................................................................................14
2.1. Background of the sector................................................................................................................................................................14
2.2 Recruitment practices followed in public sector industry...............................................................................................................18

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2.2.1 Hiring third party consultant.....................................................................................................................................................18
2.2.2 Candidate Pools........................................................................................................................................................................18
2.2.3 Conducting structured interview and group interview.............................................................................................................19
2.2.4 Situational assessments.............................................................................................................................................................20
2.3 Recruitment sources affect employee performance.........................................................................................................................20
2.3.1 Internal Sources........................................................................................................................................................................20
2.3.2 External sources........................................................................................................................................................................22
2.3.3 Impact of sources on employee performances..........................................................................................................................24
2.4 Recruitment policies impacts on the employee performance..........................................................................................................24
2.4.1 Service level agreement (SLA).................................................................................................................................................24
2.4.2 On-campus interviewing program policies...............................................................................................................................25
2.4.3 Third party recruiter policies....................................................................................................................................................26
2.4.4 Impact of policies on employee performances.........................................................................................................................27
2.5 Conceptual Framework....................................................................................................................................................................28

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3.0 Research Methodology........................................................................................................................................................................30
3.1. Research philosophy.......................................................................................................................................................................30
3.1.1. Justification of the chosen philosophy.....................................................................................................................................31
3.2. Research approach..........................................................................................................................................................................31
3.2.1. Justification of the chosen research approach.........................................................................................................................31
3.3. Purpose of the research...................................................................................................................................................................32
3.3.1. Justification of the chosen research purpose...........................................................................................................................32
3.4 Research strategy.............................................................................................................................................................................32
3.5. Data collection process...................................................................................................................................................................33
3.6 Data analysis techniques..................................................................................................................................................................34
3.7 Sample Selection.............................................................................................................................................................................35
3.8 Sampling technique.........................................................................................................................................................................35
3.9 Research limitations.........................................................................................................................................................................36
3.10 Research ethics..............................................................................................................................................................................36

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Chapter 4: Data Analysis...........................................................................................................................................................................38
Chapter 5: Conclusion and recommendations.............................................................................................................................................0
5.1 Conclusion.........................................................................................................................................................................................0
5.1.1 Linking with objectives..............................................................................................................................................................0
5.1.2 Rejection of null hypothesis.......................................................................................................................................................1
5.2 Recommendations..............................................................................................................................................................................3
5.2.2 Constant appreciation.................................................................................................................................................................3
5.2.3 Flexibility....................................................................................................................................................................................4
5.2.4 Presence of organization recruiters.............................................................................................................................................4
5.2.5 Improvement in the candidate pool............................................................................................................................................4
5.2.6 More involvement of employees in the hiring process...............................................................................................................5
6.0 Reference List........................................................................................................................................................................................6
7.0 Appendix..............................................................................................................................................................................................17

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Chapter 1: Introduction
1.1. Background of the study
Staffs are the most crucial unit of an organization as they are liable to perform all the organizational activities in order to obtain
the business objectives. Every organization thus emphasizes on their recruitment process so that they can ire the most suitable
candidate for theory organization. Jiang et al. (2012) suggests that there is a relationship between employee recruitment practices and
their performance. The more effective the hunt for talented people by the human resource department, the more efficiently they will
work for the organization. On the other hand Posthuma et al. (2013) also affirms that poor recruitment decisions continue to hamper
the performance of the employee which on the other hand limits goal achievement. However, Bello (2012) depicted that the
recruitment procedures should be cost effective as well as time effective. Daley (2012) on the other hand argued that for searching,
interviewing, hiring and training the most suitable candidates need more time but the end results are more satisfying. Company faces
less turnover rates and high employee retention. This research study aims to find the impact of recruitment practices on employee
performance especially in the public sector organization. This chapter also illustrates the details of the background of the study, backs
ground of the company, rationale of the study, research aims, research objectives and questions along with the research hypothesis.
Karatepe (2013) stated that a string recruitment practice directly illustrates the validity and professionalism of business.
Businesspeople focus on the effective recruitment process for attracting the right kind of employees, who are competent for achieving
desire organizational goals and objectives. Paille et al. (2014) furthermore highlight that public sector represents an economic system

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controlled by state or provincial and local governing bodies. Services such as national defence, homeland security, fire fighting,
corrections, police protection, urban planning, taxations and airlines services are considered as public sectors. The people recruited for
all these service organization are playing a crucial role in maintaining all the working operations properly. Thus, their ability is
analyzed and evaluated for getting recruited in the mentioned industry. Bonoli and Hinrichs (2012) also stated that governments
sometimes hire private corporations for selecting talented people for their organization. Bello (2012) stated that every organization
have different needs and their recruitment practice should be customized. Posthuma et al. (2013) furthermore stated that some
marketers treat recruiting like a sales function. The only difference is that in recruitment practice, an organization does not sell any
products but they sell the idea of a position and their job description to a candidate. Oladapo (2014) also highlight that some
organization also prefer referrals for selecting candidates as they do not have to invest their time to find a person who met the
minimum eligibility criteria. In this case, the selected person not only has the liability to perform well but they also have to take care
of the reputation of the person, who referred them. Thus, it can be said that there is an association between recruitment practices and
business performance. This research study will also highlight some effective recruitment practices and its respective impact on the
employee performance.
1.2. Problem Statement
Some employee cannot outperform in the recruitment process due to some improper practices adopted by the organization.
There are many organizations in United Arab Emirates that have increasingly been experiencing unfair recruitment practices. Shaffer
et al. (2016) highlighted that some recruitment practices are biased and in some cases corruption in the form of nepotism are the

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problem that public sector of Abu Dhabi is facing. Adeola and Adebiyi (2016) furthermore depicted that lack of a systematic
technique and procedures used for recruiting employee lead to the misdirection of skill and talent due to inappropriate choices for
respective jobs. On the other hand, the quality of the recruitment practices in the initial phase and making the standard of the eligibility
criteria for the designation ensures the quality of applicant attracted. Kirby et al. (2015) also stated that establishing adequate policies
and procedures in the recruitment process also enhance the quality of the recruitment practices Organization can put the content of the
policy along with the procedures and detailed plan in order to add significance of their recruitment practices. In case of Public sector
industry, Abu Dhabi, a lot of problem in recruiting extremely talented employees and retaining qualified and competent human
resource. Thus, the recruitment practices thus need to be formulated effectively so that employee can perform better during the
process. Despite of such a scenario, there are no researches conducted on the recruitment practices in Public sector of Abu Dhabi. This
research highlighted that the recruitment practices is necessary for obtaining great performance of the employee.
1.3. Aim of the research
The research study aims to highlight the relationship between the two research variables that are recruitment practices and the
employee performance. This research study emphasized on exploring the association between recruitment practices and the employee
performance and also focused on whether or not recruitment practices impacted the employee performance.
1.4. Rationale of the study
Shaffer et al. (2016) stated that most of the organization do not focus on their recruitment process and thus the employee
turnover rates become high. Moreover, HR also does not go through the background check and ability assessment which results in

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diminished productivity for the organization. Oladapo (2014) also depicted that poor recruitment practices also lead to high investment
of money and time for the company. These employees also need extra time to get the proper training and this also needs addition
financial resources. In public sector, where the involvement of government is there, selecting the best candidates is necessary so that
all the operational functionality of the organization can be accomplished. So, the recruitment process should have to be strict and the
practices adopted by the company needs to be evaluated carefully. The organization that is taken into consideration is the Public sector
industry, a public sector industry, where staffs have to be extremely skilled as they have to maintain their work on the flight and not in
any ground. Starting from handling all the passengers to their safety is the main job role for cabin crew. Thus, this research paper
shows that there is an impact on the employee performance due to the recruitment process adopted by the organization.
1.5 Significance of the research
Viglo (2014) stated that recruitment sources are important as the company has to choose the best performing recruitment
sources so that the best suited person can be identified. Koskan et al. (2013) stated that an organization know that each recruitment
sources targets a specific percentage of people and in order to target all the group different recruitment sources are adopted by
organization. Dhamija (2012) furthermore affirms that modern recruitment sources attracts mostly the younger once; while, traditional
recruitment sources target the experienced professionals. The sources also act as the advertising agencies to the wide audience and all
the target candidates intends to perform good for getting selected.
On the other hand, Bryson et al. (2013) recruitment policies play a crucial role to impact the employee’s performance. It is a
common aspect that every person intends to get selected or recruited by a well established organization. They are also get motivated

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by a well written transparent policies where they can find every detail regarding the organizational culture and the benefits that they
will get. The well described details of organizational objectives, recruitment services of consultant, recruitment of temporary
employees, terms and conditions of the employment and all the adopted selection process, also affects the performance.
Other research based on recruitment practices has not addressed the impact of recruitment policies and recruitment sources on
employee’s performances. This research thus highlighted the impact of these two main categories that is recruitment sources and
recruitment policies of recruitment practices on the performance of the candidates.
1.6 Objectives of the research
 To identify the most adopted recruitment practices at public sector organizations
 To assess how recruitment sources affect employee performance at public sector organizations
 To determine how recruitment policy impacts the employee performance at public sector organizations
 To recommend strategy for enhancing the performance of the employee through recruitment practices
1.7 Questions of the research
 What are the most adopted recruitment practices at public sector organizations?
 How recruitment sources affect employee performance at public sector organizations?
 How recruitment policy impacts the employee performance at public sector organizations?
1.8 Hypothesis of the research
 H10: There is no impact of recruitment source on employee performance

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Chapter 1: Introduction
Chapter 2: Literature Review
Chapter 3: Research methodology
Chapter 4: Data Analysis
Chapter 5: Conclusion and Recommendations
 H11: There is a positive impact of recruitment sources on employee performance
 H20: There is no impact of recruitment policy on employee performance
 H21: There is a positive impact of recruitment policy on employee performance
1.9 Structure of the dissertation
Figure 1: Structure of the research study
(Source: Created by author)

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The first chapter thus presents the introductory part of the research study that highlight the research aims along with the
rational of the study and the main problem statement. In addition to that this chapter also represents some research objectives and
research questions. Through this chapter, the goal of the research study can be obtained.
The second chapter illustrates the literature background of the study that represents the most adopted recruitment practices in
the public sector industry. Moreover, details about different types of recruitment sources and recruitment policies are also discussed.
Lastly, the impact on the employee’s performance due to these sources and policies is also illustrated.
The third chapter discusses about the research methodology that represents the procedure to obtain the research outcome. This
chapter highlights the methods through which the data collection of the process is accomplished for obtaining the desired result. The
major components of this paper are research philosophy, research approach and research purpose followed by the information of
techniques utilized for data collection and data analysis. The research strategy is also discussed along with the sampling size and
details of sampling techniques. Lastly, illustration of limitation of the research and ethical consideration adapted for the research is
also given.
The fourth chapter highlighted the procedure of data analysis of the collected data is represented. The graphical representation
of the data analysis will also be given that shows the perception of the respondents given for each research question.
Lastly, the fifth chapter demonstrates the final conclusion of the entire research study. The result obtained from analysis and
literature review is illustrated that shows the result for whether or not there is an association between recruitment sources and policies
on the employee’s performances.

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2.0 Literature Review
This chapter has discussed all the relevant concepts and theories of the factors that influence the employee performance during
the recruitment process. Human resources personnel also focus on the recruitment practices along with suitable recruitment sources
and recruitment policies. Eccles et al. (2012) depict that recruitment sources are necessary as it helps an organization to target the
most suitable candidates of the organization easily. Moreover, a written recruitment policy ensures an employee that the organization
fulfils their promises when they get selected for the organization. Thus, employees intend to perform well and intend to get selected in
the organization. The public sector that is selected for the research is Public sector industry.
2.1. Background of the sector
The term public sector comprises of those service industry that provides various government services to the communal. There
are varieties of industry that can be considered as public sector like- infrastructure industry that built bridges, tunnels, sewers, roads,
telecommunications and electrical grids (Mazzucato 2015). This industry also includes military force and police, public educations,
public transit and health care sectors. Their recruitment practice that is adopted by these public sectors is effective and they also
provide facilities to their crew members. However, they follow a number of recruitment practices for selecting their most suitable
employees. The practice starts with submitting the form online through their online portal where candidates can submit their
curriculum vitae and apply for a post. This recruitment process highlights the process of selecting people through their human resource
department.
Military recruitment in Abu Dhabi

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In order to select reliable candidates in the military, these sections broadcast an advertisement through digital media along with
traditional media like newspaper advertisements. Te minimum age range that is set to participate in such jib designations is 17 years in
Abu Dhabi. A personal background check is the compulsion for selecting a person. The background details are assessed through the
evidences of passport, birth certificate, high-school certificate, Emirates identity card and family book. Park et al. (2017) stated that
there is a unique aspect that is provided to the young student so that they can keep the motivation to enroll themselves for the military
force that is if a student cannot able to pass their high school academic year, they can postpone the recruitment till they passed.
Recruitment in telecommunication sector
The recruitment process that is followed in this sector is considering the personal profile and then assesses the background
details. The candidates are selected based on the educational qualification they have and they are also provided training so that they
can perform better in the interview and in their job field. There are several recruitment positions in which a candidate can apply that
are marketing and communications manager, memory circuit design specialist, operations support manager, pricing analyst, project
coordinator, networking engineer, quality assurance manager and regional sales managers. Job descriptions are given in details in the
advertisements and candidates based on their competencies and experience can apply for the desired position. This process of section
is mainly based on the competency evaluation and situational tests so that their practical implications the academic knowledge can be
evaluated.
Recruitment in infrastructure sector

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The recruitment process of the construction industry follows a minute procedure that comprises of many steps. The first
process is the profile evaluation. Kapoor (2015) highlight that in this public sector industry, the recruiters are looking for manually-
oriented skills, customer-facing skills, construction management skills and new technology skills. These skills assessment allows the
recruiters to assess the competency of the candidates. The next procedure is the evaluation of the job description to check the details of
exact skills for the position, going through exact skills for the position and educational or professional experience in the same field.
The recruitment strategies that are used for letting the people aware of the vacant position are free online classified pages, employment
websites, social media and careers offices. The recruiters also hold interviews depending on the type and level of position to be filled
by a candidate. Open questions are asked so that people can get the sense of comfort and can give the best interview for attaining the
job position (Zhang and Chen 2013). Lastly, the details provided in the construction sector is equal opportunity career paths and
opportunities, enhanced on-site working conditions, insurance coverage and health benefits and additional incentive of work beyounf
the contracts are some aspects that motivates the candidates.
Recruitment in hospital or public health sector
The total expenditure of the health care sector in Abu Dhabi is AED1,601,384,360.05 [US$436 million] from 1996 to 2003
(Tradingeconomics.com 2017). The total revenue that is attained through public health sector in 2004 is 2.9 percent of gross domestic
product (GDP) (Tradingeconomics.com 2017). It is also considered as a public sector as Healthcare currently is free only for UAE
citizens. The recruitment process comprises of mainly three phases- initial assessment, written English examinations and Competency-
based panel interview. In some of the public health sectors, situational test are common so that best candidates can be chosen. The

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initial assessment comprises of the personal information checking, background assessment and evaluation of the educations
qualifications that are attained by the candidates. The written test evaluation is taken into consideration so candidates can
communicate with their patients effectively. Zhang and Chen (2013) stated that in the competency-based panel interview, candidates
have to utilize their knowledge to solve the questions asked to them and provide relevant answers so that they can get selected. The
process is also supported by the governing rules and regulations so that the staff members also get the sense that they are associated
with a legal and ethical organization. This process also motivates them to retain with the organization.
Recruitment in aviation industry
The concerned aviation industry also follow S.O.A.R. model. This process will be helpful for preparing interview questions.
The model comprises of four processes of situation, obstacles, actions and results (Khavarian-Garmsir and Zare 2015). Candidates
first share real-life situation that they have experienced, candidates then articulate the issues and the ability to overcome those issues.
The action represents the activities that are used to resolve the situation. Lastly, the process of sharing the quantifiable as well as
qualitative outcomes is conducted. This will prove the competency of the candidates for effective decision making ability, problem
solving skills and leadership ability. The entire selection process is then evaluated by the central HR, who then approves the
recruitment process of the candidates. This approval then followed by a medical test for assessing the physical ability of the candidates
whether or not the selected person is fit to be recruited as a cabin crew member. Moreover, people spend most of their time on social
media and they can easily get the new of their hiring. 60% of the candidates respond to their advertisement and participate in their
recruitment process. Anther method that the concerned organization uses is the incorporation of the service level agreements. This

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agreement is applicable between the hiring managers and recruiters outline. According to (Khavarian-Garmsir and Zare 2015), service
level agreements enhance the communication and improve the outcome of the recruitment process. Candidates also see that the
organization is taking lots of effort and thus they have to show their best every time; otherwise, they have to compromise with their
designation. This proves that the recruitment process impacts their performances.
2.2 Recruitment practices followed in public sector industry
2.2.1 Hiring third party consultant
Eccles et al. (2012) stated that everyone in business world is expertise in their role and they intend to serve their functions
effectively. Third party consultancies understand the working procedures of a business and develop their system according to the
former organization’s requirement. Jiang et al. (2012) portrays that third party consultants also offer specialized assistance in
performing a specific task and optimized the overall functions for the company. In terms of recruitment, these third party
consultancies, select reliable employees by interviewing them and take assessments. The interview process and the assessments are
formulated according to the recruitment strategies of the main organization. Manzoor (2012) highlighted the advantage of hiring a
third party consultancy that there is no presence of biasness in the entire recruitment process. Paille et al. (2014) on the other hand
argued that in this process, sometimes talented candidates get unselected. In such cases, internal recruitment process plays a crucial
role as the managers know how to utilize the talent in a candidate, who is not fulfilling one or two criteria for getting selected.

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2.2.2 Candidate Pools
A candidate pool is a process where a community of recruiters communicates with each other for selecting a competent
candidate. Kooij et al. (2013) highlighted that not every time a recruiter find the perfect candidate that they are looking for; however,
other might find such person, who fulfill all the essential criteria formulated by the former organization. In such situation, the later
recruiter informs the former one regarding the candidate. The prime advantage of such process is that the organizations find the most
competent employee, who can obtain all their business goals and objectives. Bello (2012) presented an argument in negation that is
company has to conduct interview on a regular basis. Kehoe and Wright (2013) on the other hand depict that recruiters also have to
stay connected with others so that updated information can be gathered and the best candidate can be selected without wasting any
time.
2.2.3 Conducting structured interview and group interview
This is the most common form of interview practice, where recruiters assess the ability of the candidates by taking personal
interview of the candidates. In case of public sector industry, the interview is not only done for the cabin crew members but also for
the engineering staffs and flight deck crew recruitment. Levashina et al. (2014) stated that structured interview are ate normal form of
interview asked in a set / standardized order and the interviewer always maintain the formal tract. This is the general scenario of
taking interview by a third party provider. Whereas, the term ‘discovery interviews’ is used for unstructured interview and comprise of
open-ended questions. The advantage of the structured interview is that the candidate always has to answer on practical knowledge
and skills related to the job description; on the other hand many recruiters follows unstructured interview as it provides more

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flexibility (Kehoe and Wright 2013). Interviewer in this case, generates qualitative data through open questions and the ease of
communication can be assessed easily.
2.2.4 Situational assessments
In any kind of business, conducting situational assessments based on the type of the operation performed by the organization is
considered to be the best way for selecting a candidate. Mojtabai (2013) stated that apart from face to face interview where a person
has to attend every question orally, their competency of their skills is hard to determine. Thus, situational tests that is based on testing
the technological skills or solving any problem with effective decision making, evaluates the skills of the candidates better.
Kamberelis and Dimitriadis (2013) on the other hand depicted that as their skills are tested, candidate intends to perform better in
order to gain competitive advantage than other so that they can get selected for the organization. In case of public sector industry, in
recruitment of engineering staffing, this assessment plays an important role. These people are selected for the engineer managers,
electrical engineers in public sector industry, mechanical engineering, stress engineer and manufacturing engineer. In case of public
sector industry, this situational assessments proves to be necessary as their work is mainly if field work and their competency to
perform on the flight needs to be analyzed by the recruiters.
2.3 Recruitment sources affect employee performance
2.3.1 Internal Sources
DeVaro and Morita (2013) stated that when a vacancy arises within an organization, the first priority is given to the internal
employees, who are already on the pay-roll. These sources can be found through promotion, transfer and termination or de- motion of

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some employees. Gupta and Jain (2014) depicted one most important fact is that when a vacancy for a high designation is required,
most of the employee get motivated and work harder. Thus, the sources through which the internal employee make knowledge is
through internal advertisements.
2.3.1.1 Promotions
Promotions are only attained by the people who are well descried and have the ability to outperform throughout their temerity.
These people are liable for performing higher responsibilities and more pay. This is the reason whenever an internal job posting for
higher designation or a management position is declared, all the employees desired to grab the position by performing good compared
to others (Gupta and Jain 2014). This relates that recruitment sources play an important role in motivating employees to perfume
better.
2.3.1.2 Transfers
DeVaro (2016) stated that people are more accustomed with their job roles and responsibilities. Management also identifies
employees who are well competent to take challenging roles and responsibilities. Thus, after getting selected for an organization, a
person has to perform well throughout their job so that they can get any internal transfers and this can be in terms of rank,
responsibility or prestige. However, Han (2014) argues on this aspect that numbers of persons do not increase with transfers and thus,
the competition among employees is within the existing employees.

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2.3.1.3 Present Employees
In this case, the de-motion of an existing employee or termination of some employees. Thus, in this case, the existing
employee are asked whether they know someone from the office premises who is suitable for the position or allow an employee to
take over the job roles and responsibility. Mohamed et al. (2013) argued that this case is just like promoting of a person but Moodley
et al. (2015) on the other hand stated that in this case the work load has been increased and not the designation. However, if the
employee can take the challenge and work well, there is a possibility for that employee to get a high rank in the future. Thus, this
process also encourages the performance and working ability of an employee.
2.3.1.4 Employee referrals
In this selection process, an existing employee refers employees to the organization, where they are working. This opportunity
is given to some of the employees and they pass the advertisement to their known group of people or they do the promotion aspect of
recruitment openings. Breaugh (2012) depicted that this allow existing employee to perform better as the maximum an employee
refers to final selected candidates, the greater the incentive they will receive. Johnson et al. (2014) on the other hand argued that in this
process the ability of the selected candidates cannot be judged. However, Doyle and Locke (2014) present a counter argument that
since selected employees come through referrals they have the liability to justify the reputation both of themselves and to the person
who refer them. Though, this factor cannot be analyzed numerically.

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2.3.2 External sources
2.3.2.1 Advertisement
Skilled workers and some talented people come to know about a designation required in an organization for highly skilled job
roles and responsibility through advertisement. Walker et al. (2012) stated that advertisement is broadcasted mainly through two
ways- newspapers and professional journals. The managing authorities of that organization printed every detail regarding the job roles
and also mention the skills that they are looking for in the advertisement. Proper details allow the candidates to assess what they have
to perform so that they can get selected. Amon et al. (2014) also highlight one aspect that advertisement makes a significant number of
people to apply for the post and the announcement is made in public. This is the reason candidates prepare themselves beyond
expertise so that they can outperform and gain a competitive advantage.
2.3.2.2 Recruitment from university and college campus
Dineen and Williamson (2012) depict that it is a common practice for marketers and recruiters to select suitable students, who
possess a good technical and professional qualification from educational institutions. The prime benefit that the recruiters usually get
is that they spot continuously well-performing talent. Students on the other hand intend to perform well and extra-ordinarily for
getting selected for reputed organization. Tan et al. (2012) furthermore stated that this approach help students not to find job by giving
interview once they get the degree as they already grab a position for their employment in an organization. This factor also motivates
students to perform well during the selection process.

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2.3.2.3 HR recruitment agencies
This method is known as third party consultancies, who select suitable candidates for an organization. Hosain et al. (2016)
portray that this method is important as it evaluates a candidate’s performance minutely. A candidate knows that they have to perform
well in front of recruiters and to the organization’s recruitment management. Thus, they try to serve their best ability and talent in
front of recruiters for grabbing the vacant position.
2.3.3 Impact of sources on employee performances
The impact can be judged easily through recruitment sources as both the existing employee’s and candidates performance can
be analyzed. In terms of internal sources, the exiting employee performs better as they desire to get recruited for a highly designated
position. Baranczyk (2013) already stated that in terms of retirement of an employee, rest employee show their talent and ability to
perform their job roles with more proficiency; while in terms of someone’s de-motion or termination, rest employee intends to
perform their roles also. This allows the existing employee to enhance their skills and ability for getting selected for a higher
designation when next positing for such designation will open.
On the other hand, in terms of external recruitment, the future employee of an organization is focused. Sources like selection
from college campus, allow company to select a well performed students and al the student to perform better so that they can assure
their employment once they get the college degree. Moreover, through HR consultancies, those candidates have to perform better both
in front of recruiters from third party consultancies and organization to prove their competencies. Walker et al. (2012) stated that this
ability to show their competencies can also be considered as a measurement for employee performance.

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2.4 Recruitment policies impacts on the employee performance
2.4.1 Service level agreement (SLA)
Karadsheh (2012) stated that a service level agreement is a contact between the service provider and an end-user and in terms
of recruitment an agreement that a recruiter give to their employees. This agreement is given so that the end users can get aware of the
things that they are going to receive if they agree to the contract or agreement. There are certain metrics that is defined in SLA that
help a candidate to ascertain their facilities. These metrics are description of the services, its reliability, its responsiveness,
procedures for reporting problem, consequence for not meeting any service requirement and escape clauses (Borchert et al. 2013).
Concerning recruitment the detail of this agreement illustrates transparency to the candidates and it urges their desire to get associated
with their organization. Vedung (2017) also presents a conclusion in his research paper that thus people intends to perform good and
extra-ordinarily for reputed organization compared to a small enterprise as they know established organization illustrates more
transparency.
2.4.2 On-campus interviewing program policies
This process to job referrals but here existing employee went to college campus and organize a fair where many companies are
also present to recruit students. Kumari (2012) stated that on- campus interview program gives the opportunity for being a full-time
employee, part- time employer or intern at a company. However, it is only applicable for current college or university students.
Siavelis (2012) highlighted that every university has an online portal or profile where students can create their account and participate
in this interview program. There is an option for edit their account and they can also upload video or their CV in PDF format. Every

27BUSINESS RESEARCH PROJECT
student here intends to review their score regularly so that they can get assurance that their account or profile is more significant than
others. (Djabatey 2012) stated that this significance can be obtained if the performance of these students is extra-ordinary. The policies
illustrates all the required detail like- who are applicable, last submission request, interview time slots, time for withdrawing the names
from the program and attire for the interview programs (Ash et al. 2013). Karlsson (2012) on the other hand argued that not all
students can inform their withdrawal decision before a mentioned time. In su8ch situation there are policies name as “No- Show
Policy”, where students can send an apology mail to the recruiter otherwise their OCI opportunity may be denied at the career centre
and they have to face difficulty in finding a suitable job once they graduate. Thus, ever student intend to perform well irrespective of
the fact that they are attending the program or not as they have to make a good reputation in university for getting change in other OCI
program.
2.4.3 Third party recruiter policies
Tiemo and Arubayi (2012) presents an argument that recruitment industry has a poor reputation in society as many cases of
fraud are witnessed in recent times, Candidates get fake calls and asked to submit a fees so that they can get change to sit for interview
organized by reputed organization. Thus, recruitment industry’s ethical policies are the main source for the performance of the
employees. Collins and Kanar (2014) on the other hand stated that since recruitment agencies follow the business objectives and
demand of a company and formulate assessment based on the demand. Thus, selection procedures through these agencies are tough
compared to on-campus interview. So, if an agency has policies like- free advertising for volunteers, facility for free professional
development seminars, free career and recruitment articles and free CV advice, it is likely the case that that agency is genuine and

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authentic. Moreover, if those agencies have some policy for their fundraiser, ethical consideration concerning the recruitment agency
become high and candidates intend to get selected through this company. Van den Brink and Benschop (2012) highlighted that these
agencies on the other hand formulated many round of interview to select the best candidates and then candidates have to outperform
and enhance their performance for getting shortlisted.
2.4.4 Impact of policies on employee performances
Thus, it can be said that recruitment policies are necessary to attract future employee but those policies should be transparent.
Transparent policies not only make the employee aware of the organizational culture but it also enhances their chances to be more
ethical compared to their recruitment formats. However, policies can be of two types- one for on-campus interview for student and
other for third party recruitment policies (Anitha 2014). In the case, the students and candidates enhance their performance for getting
shortlisted as in college students have to utilize their academic knowledge and in other case, candidates have to outperform for
clearing all the rounds of the interview.

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Recruitment Sources
Recruitment Policies
External Sources Internal Sources
Service Level AgreementThird Party Recruiter PolicyOn-campus interview program policy
Motivate
existing
candidates to
perform better
Motivate
new
employees
to
participate
Employee
Performance
Recruitment
Practices
2.5 Conceptual Framework
Image: Conceptual Framework

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(Source: Created by Author)
According to this framework there are two main factors taken into consideration that influences the employee’s performance.
One factor is recruitment sources and other is recruitment policies. The recruitment sources are further classified into two aspects-
external and internal sources of recruitment. Whereas, three kind of recruitment policies are taken into consideration that are- service
level agreement, on campus interview program policy and third party recruiter policy.
It is also shown in the conceptual framework that the internal recruitment sources motivate the exiting employee to retain in
the organization and enhance their performance for attaining greater job roles and responsibility. Moreover, internal sources of
recruitment, service level agreement, on campus interview program policy and third party recruiter policy motivates new or future
employee to perform better and grab a respectful and high designated position within an organization.

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3.0 Research Methodology
This describes the research process that is used in order to obtain the research data. Mackey and Gass (2015) stated that
research methodology illustrates a systematic procedure to accomplish a research study. Various types of relevant concepts and ideas
are discussed in this chapter. The chapter comprises of the appropriate research philosophy, approach and purpose along with the
strategy that helps in obtaining desired result outcome. In addition to that, details about relevant data collection sources and data
analysis methods are also addressed in this chapter. This chapter also comprises of sample selection that describe the details of
population and sample size. The size of the total population along with the justification is also presented in this chapter. Proper
sampling technique and procedure is also described in this chapter. Lastly, the research is followed by the limitation of the research
and the ethical consideration associated with the research study.
3.1. Research philosophy
Research philosophy illustrates a way that describes in what ways the data should be gather so that the desired research
outcome can be obtained. Glesne (2015) stated that research philosophy emphasizes on the nature, sources and development of
knowledge. There are three types of research philosophies- positivism, realism and interpretive research philosophy. Silverman (2016)
also stated that positivism philosophy is highly structured and considered large samples. This method can be used for both the
qualitative and quantitative data analysis. Flick (2015) furthermore stated that interpretivism research philosophy focuses on lesser
number of sample size and consider socially constructed information in the community. This process provides an in-depth belief and

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facts concerning the research topic but it is not used as it contains biasness regarding the research questions. Lastly, the realism
research philosophy is the combination of both the positivism and interpretivism research philosophies and both the authentic data and
social belief is considered to obtain the research data. In this research study, positivism research philosophy is considered.
3.1.1. Justification of the chosen philosophy
The positivism research philosophy only considered the authentic data that is collected through large sample size and reduces
the biasness of the obtained research result. The research study is on finding the impact of recruitment practices on the employee
performance and hence need both authentic as well as theoretical data for supporting the research result.
3.2. Research approach
In order to validate the assumption of the research, research approach is utilized. Neuman and Robson (2014) stated that there
are majorly two types of research approach- inductive and deductive research approach. Panneerselvam (2014) depict that in
deductive research approach, the data collection is used to evaluate the hypothesis with the help of existing theory and concept that is
used in the literature review. On the other hand, in inductive research approach, the data collection is used to explore and identify new
concept and theories regarding the research topic. A newly formulated conceptual framework is also a major concern of inductive
research approach. Thus, Smith (2015) portrays that in deductive approach, the theory is verified or falsified based; however, in
inductive research approach, a new theory is generated and built. In this research study, deductive research approach is used.

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3.2.1. Justification of the chosen research approach
The literature review highlighted the mostly adopted recruitment practices and the impact of recruitment policies and sources
on the employee’s performance. After reviewing the literature review, a conceptual framework and hypothesis is formulated that is
tested through the research data collected from the respondents. Thus, deductive research approach is appropriate for this research
study.
3.3. Purpose of the research
Research proposes highlights the general plan that is used to answer the research question. Blumberg et al. (2014) stated that
there are majorly two types of research purpose that is exploratory and explanatory research purpose. The exploratory research
purpose is to explore new theories and concept if found from the data collection. On the other hand, Leary (2016) depicted that the
explanatory research purpose explains the entire outcome and provide a final and conclusive answers to the research questions.
Reynolds et al. (2014) thus furthermore portrays that the data sources in the exploratory research purpose is ill defined; while, in case
of explanatory research purpose the data sources are well-defined and is well defined structure.
3.3.1. Justification of the chosen research purpose
Since a final and conclusive statement is required for whether or not there is an association between the recruitment policies
and recruitment sources on employee’s performance, explanatory research purpose is used so that all research questions can be
answered properly. Moreover, the sample size is relatively large taken for this research and thus a well-laid-out procedure is followed
that is obtained through explanatory research purpose.

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3.4 Research strategy
Reynolds et al. (2014) depicted that a research strategy illustrates the research design through which research data is collected.
There are several research strategies that are used in research study. Snyder (2012) highlighted that a research experiment is where
variables and test participants are evaluated; while, in the case study analysis, in-depth investigation regarding the given scenario,
company and their operation mentioned in the piece of writing is carried out. On the other hand, a survey research strategy is a
process, where a set of some research questions are formulated and offered to the respondents in order to gain a perception what they
think on the validity of those questions. Experiments, case study analysis, interviews and survey are some of the strategies.
In this research study, survey strategy is utilized. The main research objective is to find the most adopted recruitment practice
and whether or not there is an association between the recruitment sources and recruitment policies that impacts the employee’s
performance. Thus, it is perfect to consider employee’s direct perception on the recruitment practices, sources and policies on their
performance for getting selected for the concerned organization.
3.5. Data collection process
Data is required in order to assess the desired outcome regarding the research topic. Matthews and Ross (2014) stated that data
can be collected through two ways- primary and secondary data collection. In primary data collection method, the research data are
collected from direct sources like research respondents through survey, interview and questionnaires. The data are in raw form and
give updated scenario regarding the research topic. On the other hand, in secondary data collection, the data are selected from sources
like journal articles, peer reviewed journals, from different authentic websites and newspaper articles. In secondary data sources,

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already a concluded result is obtains. Roberts (2013) describes the advantage of primary research is that the research result obtained is
unbiased from any other sources; while in secondary data collection the time taken to research for data is less.
In this research study, primary data collection is taken for consideration from the staffs recently selected from the four different
public sector industries- Military force, infrastructure sector, hospital or public health sector, telecommunication and aviation industry.
The questionnaire comprises of 20 questions that is provided to each of the respondents of the selected sector. The survey
questionnaire is formulated by three demographic questions, five questions on recruitment sources and seven questions on recruitment
policies that are important for selecting personnel. Moreover, five more questions on employee performance are also formulated. In
the Appendix the entire questionnaire format is given along with their related options on which research respondents give their views.
3.6 Data analysis techniques
The data collected from the sources has to be evaluated in order to get the research outcome. Clark and Creswell (2014)
depicted hat without proper analysis, a firm conclusion concerning the research topic cannot be drawn. Data in research mainly
analyzed through two ways- quantitative data analysis and qualitative data analysis. Choy (2014) stated that when the data are
collected in numeric form, it is evaluated through quantitative data analysis method; however, in case when theoretical data are
analyzed it is known as qualitative data analysis. In this research study, quantitative data analysis is considered. The analysis is done
through regression analysis in order to find the association between the research variables. Furthermore, in this research, two
hypotheses are taken into consideration. The data is analyzed through SPSS analysis. SPSS is evaluated for finding the association

36BUSINESS RESEARCH PROJECT
between the recruitment sources and employee performance and to find the relationship between the variables recruitment policies and
employee performance. A descriptive answer is also presented that describe the result obtained from the SPSS analysis.
3.7 Sample Selection
The total number of research respondents participate in the research is known as sample size. In this research 10 employees
from each of the selected sector are taken into consideration that is 10 each from Military force, infrastructure sector, hospital or
public health sector, telecommunication and aviation industry. Thus the sample size for the research is 50. The reason for selecting a
large sample size is to avoid the biasness to obtain the research objectives.
3.8 Sampling technique
Sampling method is utilized in order to select research respondent for the research (Bryman and Bell 2015). Sekaran and
Bougie (2016) moreover stated the sampling method are of two types-probability and non-probability sampling techniques. In
probability sampling technique, all the research respondents get the similar chances to participate in the research study. On the other
hand, Cohen et al. (2013) stated that in non-probability sampling technique, not all the research respondents get the similar chance to
participate in the research. Moreover, as a further classification, a random sampling technique is used where the employees from
Public sector industry are selected for participating in the research. In this research study, the random sampling technique in
probability sampling procedure is used for the research. All the 10 employee each from military force, infrastructure sector, hospital or
public health sector, telecommunication and aviation industry are selected randomly and they get similar chances to attend all the
questions.

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3.9 Research limitations
According to Fowler Jr (2013), not all process and procedures are applied to the research and thus some limitation in every
research is present. In this research the main limitations is that only the primary sources are taken into consideration. The prime reason
for considering the primary research is that accurate scenario related to the research questions can be gathered but at the same time the
validity of the answers cannot be evaluated if secondary data is not used. Another research limitation in this research study is that only
five public sector organizations are considered in Abu Dhabi. Thus, details analysis of all the industry is not preceded as to require
more time and budget to accomplish the entire research. The research if conducted on one organization, accurate details of the impact
of the recruitment practices on employee’s performance can be attained.
3.10 Research ethics
Miller et al. (2012) stated that research ethic is important as it provides authenticity to the research study. Following ethics
properly in research study ensures that the research is accomplished in a genuine way. A consent form is provided to all the research
respondents and is duly signed by them. This approach shows that all the respondents willingly participated in the research. Moreover,
all the data collected for the research is protected through Data Protection Act 1998. The details of the research respondents are kept
anonymous. All the data collected is only utilized for the research purpose and not for any business benefits. In order to collect the
data for each question, no respondents are forced to change their answer. This approach thus helps in to collect the actual scenario of
the recruitment practice that boosts them to perform good during the interview. Lastly, the research result is shared with each
respondent and also to the managers of the organization so that they can also get aware of the conducted research and its outcome.

38BUSINESS RESEARCH PROJECT

39BUSINESS RESEARCH PROJECT
Chapter 4: Data Analysis
1.0 Demographic Questions
1. What is your age?
Options Number of respondents
20-30 years 12
31- 40 years 6
41-50 years 5
More than 50 years 28
VAR00001
Frequency Percent Valid Percent Cumulative
Percent
Valid 21 28.8 28.8 28.8
1 12 16.4 16.4 45.2
2 8 11.0 11.0 56.2

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3 5 6.8 6.8 63.0
4 26 35.6 35.6 98.6
1 1.4 1.4 100.0
Total 73 100.0 100.0
From the above analysis, it can be seen that the maximum frequency regarding the number of respondents is 26 and the
cumulative percentage of the same is around 98.6 approximately. The percentage that has been calculated of the total respondents for
the interview was 51 and this helped them in understanding that the entire cumulative percentage will be a sum of 100.
2. What is your gender?
Options Number of respondents
Male 13
Female 38
VAR00002
Frequency Percent Valid Percent Cumulative
Percent
Valid 21 28.8 28.8 28.8

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1 22 30.1 30.1 58.9
2 29 39.7 39.7 98.6
1 1.4 1.4 100.0
Total 73 100.0 100.0
From the table, it can be analyzed that the frequency that has been calculated is such that wherein the number of men is 13 and
the number of female is 38. The cumulative percentage that has been calculated is around 98.6 percent that helped in understanding
the frequency level of the number of male as well as female respondents.
3. For how long you are being associated with the government sector in Abu Dhabi?
Options Number of respondents
Less than a year 9
3 years 12
4-5 years 5
More than 5 years 25
VAR00003

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Frequency Percent Valid Percent Cumulative
Percent
Valid
21 28.8 28.8 28.8
1 7 9.6 9.6 38.4
2 9 12.3 12.3 50.7
3 15 20.5 20.5 71.2
4 20 27.4 27.4 98.6
1 1.4 1.4 100.0
Total 73 100.0 100.0
From the table, it can be analyzed that there are more than 71.2% of the population in Abu Dhabi who are employed in the
government sector that included 28.8% wherein this will help in understanding the number of respondents who are working in the
government sector in Abu Dhabi for more than 5 years is the highest and this has huge impact on the entire population as well
2.0 Questions on recruitment sources
4. Do you agree that the internal sources of recruitment like promotion enhances the employee performance while recruitment?
Options Number of respondents

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Strongly disagree 13
Disagree 6
Neutral 3
Agree 19
Strongly agree 10
VAR00004
Frequency Percent Valid Percent Cumulative
Percent
Valid 21 28.8 28.8 28.8
1 15 20.5 20.5 49.3
2 10 13.7 13.7 63.0
3 7 9.6 9.6 72.6
4 12 16.4 16.4 89.0
5 7 9.6 9.6 98.6
1 1.4 1.4 100.0

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Total 73 100.0 100.0
From the above table, it can be analyzed that there is huge rate of the employees in the respective organization wherein they
accepted that there is more than 89% of the population who agreed that the internal recruitment policies will help in improving the
talent of the organization and this will help in understanding that the more than 72% of the entire population strongly agrees that the
individuals are motivated with the internal recruitment policies.
5. How far do you agree that advertisement is the effective source of recruitment in public sector industry in Abu Dhabi?
Options Number of respondents
Strongly disagree 9
Disagree 4
Neutral 6
Agree 19
Strongly agree 13

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VAR00005
Frequency Percent Valid Percent Cumulative
Percent
Valid
21 28.8 28.8 28.8
1 6 8.2 8.2 37.0
2 5 6.8 6.8 43.8
3 7 9.6 9.6 53.4
4 18 24.7 24.7 78.1
5 15 20.5 20.5 98.6
1 1.4 1.4 100.0
Total 73 100.0 100.0
From the table, it can be analyzed that there is more than 78.1% population in Abu Dhabi who felt that advertisement is one of
the major as well as effective source of recruitment and this has huge influence on the organizations as well.

46BUSINESS RESEARCH PROJECT
6. Do you agree that sources like recommendation of existing employees impacts the employee performance?
Options Number of respondents
Strongly disagree 13
Disagree 2
Neutral 9
Agree 19
Strongly agree 8
VAR00007
Frequency Percent Valid Percent Cumulative
Percent
Valid 21 28.8 28.8 28.8
1 9 12.3 12.3 41.1
2 3 4.1 4.1 45.2
3 8 11.0 11.0 56.2

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4 19 26.0 26.0 82.2
5 12 16.4 16.4 98.6
1 1.4 1.4 100.0
Total 73 100.0 100.0
7. How far do you agree that selecting employees from college campus is an effective source for recruitment?
Options Number of respondents
Strongly disagree 8
Disagree 3
Neutral 9
Agree 23
Strongly agree 8
VAR00006

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Frequency Percent Valid Percent Cumulative
Percent
Valid
21 28.8 28.8 28.8
1 13 17.8 17.8 46.6
11 1 1.4 1.4 47.9
2 6 8.2 8.2 56.2
3 8 11.0 11.0 67.1
4 15 20.5 20.5 87.7
5 8 11.0 11.0 98.6
1 1.4 1.4 100.0
Total 73 100.0 100.0
8. How far do you agree that employee referrals are an effective recruitment sources in public sector industry in Abu Dhabi?
Options Number of respondents
Strongly disagree 15

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Disagree 3
Neutral 11
Agree 12
Strongly agree 10
VAR00008
Frequency Percent Valid Percent Cumulative
Percent
Valid 21 28.8 28.8 28.8
1
15 20.5 20.5 49.3
2 3 4.1 4.1 53.4
3 12 16.4 16.4 69.9
4 10 13.7 13.7 83.6
5 11 15.1 15.1 98.6
1 1.4 1.4 100.0

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Total 73 100.0 100.0
2.0 Questions on recruitment policies
9. How far do you agree that proper background check of the employee should be included in the recruitment policy?
Options Number of respondents
Strongly disagree 4
Disagree 6
Neutral 6
Agree 19
Strongly agree 16
VAR00009
Frequency Percent Valid Percent Cumulative
Percent
Valid 21 28.8 28.8 28.8
1 4 5.5 5.5 34.2

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2 10 13.7 13.7 47.9
3 6 8.2 8.2 56.2
4 16 21.9 21.9 78.1
5 15 20.5 20.5 98.6
1 1.4 1.4 100.0
Total 73 100.0 100.0
10. How far do you agree that selecting people of diverse culture will motivate employee to perform better and efficiently?
Options Number of respondents
Strongly disagree 14
Disagree 1
Neutral 6
Agree 14
Strongly agree 16
11. Do you agree that consistency of the interview process for every candidate improves his or her performance?
Options Number of respondents

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Strongly disagree 9
Disagree 4
Neutral 3
Agree 21
Strongly agree 14
VAR00011
Frequency Percent Valid Percent Cumulative
Percent
Valid 21 28.8 28.8 28.8
1 10 13.7 13.7 42.5
2 4 5.5 5.5 47.9
3 3 4.1 4.1 52.1
4 17 23.3 23.3 75.3
5 17 23.3 23.3 98.6

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1 1.4 1.4 100.0
Total 73 100.0 100.0
12. How far do you agree that considering place of origin for selecting people should be included in the recruitment policy?
Options Number of respondents
Strongly disagree 10
Disagree 4
Neutral 7
Agree 18
Strongly agree 12
VAR00012
Frequency Percent Valid Percent Cumulative
Percent
Valid 21 28.8 28.8 28.8

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1 12 16.4 16.4 45.2
2 4 5.5 5.5 50.7
3 8 11.0 11.0 61.6
4 11 15.1 15.1 76.7
5 16 21.9 21.9 98.6
1 1.4 1.4 100.0
Total 73 100.0 100.0
13. Do you agree that defining policy for physical or mental disability in public sector industry in Abu Dhabi is necessary?
Options Number of respondents
Strongly disagree 12
Disagree 4
Neutral 9
Agree 14
Strongly agree 12

55BUSINESS RESEARCH PROJECT
VAR00013
Frequency Percent Valid Percent Cumulative
Percent
Valid
21 28.8 28.8 28.8
1 12 16.4 16.4 45.2
2 4 5.5 5.5 50.7
3 10 13.7 13.7 64.4
4 18 24.7 24.7 89.0
5 7 9.6 9.6 98.6
1 1.4 1.4 100.0
Total 73 100.0 100.0
14. How far do you agree that offering application incentives should be an effective recruitment policy that enhances the recruitment
practice?
Options Number of respondents

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Strongly disagree 12
Disagree 2
Neutral 4
Agree 19
Strongly agree 14
VAR00014
Frequency Percent Valid Percent Cumulative
Percent
Valid 21 28.8 28.8 28.8
1 13 17.8 17.8 46.6
2 2 2.7 2.7 49.3
3 4 5.5 5.5 54.8
4 22 30.1 30.1 84.9
5 10 13.7 13.7 98.6
1 1.4 1.4 100.0

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Total 73 100.0 100.0
15. Do you agree that taking lesser time to respond on the candidate’s application can help them to get associated with different public
sector industry organizations?
Options Number of respondents
Strongly disagree 17
Disagree 4
Neutral 8
Agree 11
Strongly agree 11
VAR00015
Frequency Percent Valid Percent Cumulative
Percent
Valid 21 28.8 28.8 28.8

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1 15 20.5 20.5 49.3
2 4 5.5 5.5 54.8
3 13 17.8 17.8 72.6
4 10 13.7 13.7 86.3
5 9 12.3 12.3 98.6
1 1.4 1.4 100.0
Total 73 100.0 100.0

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3.0 Questions on employee performances
16. Do you agree that observing personal habits during recruitment is a parameter for employee performance?
Options Number of respondents
Strongly disagree 15
Disagree 4
Neutral 11
Agree 13
Strongly agree 8
VAR00016
Frequency Percent Valid Percent Cumulative
Percent
Valid 21 28.8 28.8 28.8
1 1 1.4 1.4 30.1
2 7 9.6 9.6 39.7

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3 10 13.7 13.7 53.4
4 26 35.6 35.6 89.0
5 7 9.6 9.6 98.6
1 1.4 1.4 100.0
Total 73 100.0 100.0
17. How far do you agree that assessing the communication skills help to identify the employee’s performance during the recruitment?
Options Number of respondents
Strongly disagree 0
Disagree 4
Neutral 18
Agree 16
Strongly agree 13
VAR00017

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Frequency Percent Valid Percent Cumulative
Percent
Valid
21 28.8 28.8 28.8
2 4 5.5 5.5 34.2
3 16 21.9 21.9 56.2
4 16 21.9 21.9 78.1
5 15 20.5 20.5 98.6
1 1.4 1.4 100.0
Total 73 100.0 100.0
18. Do you agree that evaluating the technological skills of an employee during the recruitment procedure impacts on their
performance?
Options Number of respondents
Strongly disagree 12
Disagree 15
Neutral 6

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Agree 17
Strongly agree 1
VAR00018
Frequency Percent Valid Percent Cumulative
Percent
Valid
21 28.8 28.8 28.8
1 13 17.8 17.8 46.6
2 21 28.8 28.8 75.3
3 6 8.2 8.2 83.6
4 10 13.7 13.7 97.3
5 1 1.4 1.4 98.6
1 1.4 1.4 100.0
Total 73 100.0 100.0

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19. How far do you agree that conducting oral interview and face-to-face interaction helps employee to perform better during the
recruitment process?
Options Number of respondents
Strongly disagree 0
Disagree 5
Neutral 5
Agree 16
Strongly agree 25
VAR00019
Frequency Percent Valid Percent Cumulative
Percent
Valid 21 28.8 28.8 28.8
2 5 6.8 6.8 35.6
3 5 6.8 6.8 42.5
4 20 27.4 27.4 69.9

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5 21 28.8 28.8 98.6
1 1.4 1.4 100.0
Total 73 100.0 100.0
20. Do you agree that conducting situation assessments motivates employee to perform better for getting selected.
Options Number of respondents
Strongly disagree 6
Disagree 2
Neutral 18
Agree 16
Strongly agree 9
VAR00020
Frequency Percent Valid Percent Cumulative
Percent

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Valid
21 28.8 28.8 28.8
1 6 8.2 8.2 37.0
2 2 2.7 2.7 39.7
3 19 26.0 26.0 65.8
4 15 20.5 20.5 86.3
43 1 1.4 1.4 87.7
5 8 11.0 11.0 98.6
1 1.4 1.4 100.0
Total 73 100.0 100.0
Correlation and Regression
Question 1 and 2
Correlations
Age Gender
Age Pearson Correlation 1 .170

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Sig. (2-tailed) .234
N 51 51
Bootstrapc
Bias 0 .006
Std. Error 0 .138
95% Confidence
Interval
Lower 1 -.100
Upper 1 .440
Gender
Pearson Correlation .170 1
Sig. (2-tailed) .234
N 51 51
Bootstrapc
Bias .006 0
Std. Error .138 0
95% Confidence
Interval
Lower -.100 1
Upper .440 1
c. Unless otherwise noted, bootstrap results are based on 1000 bootstrap
samples

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From the above table, it can be analyzed that the Pearson correlation for the above question is around .170 and this is affecting
the entire upper as well as lower standard deviation as well. The interval that has been calculated is around .440 and -.100 in the two
questions.
Question 3 and 4
Correlations
VAR00003 VAR00004
VAR00003
Pearson Correlation 1 .170
Sig. (2-tailed) .234
N 51 51
Bootstrapc
Bias 0 .002
Std. Error 0 .143
95% Confidence
Interval
Lower 1 -.130
Upper 1 .440
VAR00004 Pearson Correlation .170 1
Sig. (2-tailed) .234

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N 51 51
Bootstrapc
Bias .002 0
Std. Error .143 0
95% Confidence
Interval
Lower -.130 1
Upper .440 1
c. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples
From the above table, it can be analyzed that the Pearson correlation for the above question is around .130 and this is affecting
the entire upper as well as lower standard deviation as well. The interval that has been calculated is around .440 and -.130 in the two
questions
Question 5 and 6
Correlations
VAR00005 VAR00006
VAR00005 Pearson Correlation 1 .458**
Sig. (2-tailed) .001
N 51 51
Bootstrapc Bias 0 .052

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Std. Error 0 .278
95% Confidence
Interval
Lower 1 -.028
Upper 1 .883
VAR00006
Pearson Correlation .458** 1
Sig. (2-tailed) .001
N 51 51
Bootstrapc
Bias .052 0
Std. Error .278 0
95% Confidence
Interval
Lower -.028 1
Upper .883 1
**. Correlation is significant at the 0.01 level (2-tailed). The lower confidence is
-.028 as well as the upper confidence is .883 that will help in making the entire
confidence level significant in nature
c. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples
Question 7 and 8

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Correlations
VAR00007 VAR00008
VAR00007
Pearson Correlation 1 .823**
Sig. (2-tailed) .000
N 51 51
Bootstrapb
Bias 0 .000
Std. Error 0 .033
95% Confidence
Interval
Lower 1 .756
Upper 1 .884
VAR00008 Pearson Correlation .823** 1
Sig. (2-tailed) .000
N 51 51
Bootstrapb Bias .000 0
Std. Error .033 0
95% ConfidenceLower .756 1

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Interval Upper .884 1
**. Correlation is significant at the 0.01 level (2-tailed).
b. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples
Question 9 and 10
Correlations
VAR00011 VAR00012
VAR00011
Pearson Correlation 1 .937**
Sig. (2-tailed) .000
N 51 51
Bootstrapb
Bias 0 -.001
Std. Error 0 .016
95% Confidence
Interval
Lower 1 .902
Upper 1 .963
VAR00012 Pearson Correlation .937** 1
Sig. (2-tailed) .000

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N 51 51
Bootstrapb
Bias -.001 0
Std. Error .016 0
95% Confidence
Interval
Lower .902 1
Upper .963 1
**. Correlation is significant at the 0.01 level (2-tailed). This will help in
analyzing the upper and lower confidence level that is around .902 as well
as .963 that will help in understanding the bias of -.001.
b. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples
Question 11 and 12
Correlations
VAR00011 VAR00012
VAR00011 Pearson Correlation 1 .937**
Sig. (2-tailed) .000

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N 51 51
Bootstrapb
Bias 0 -.001
Std. Error 0 .017
95% Confidence
Interval
Lower 1 .899
Upper 1 .963
VAR00012
Pearson Correlation .937** 1
Sig. (2-tailed) .000
N 51 51
Bootstrapb
Bias -.001 0
Std. Error .017 0
95% Confidence
Interval
Lower .899 1
Upper .963 1
**. Correlation is significant at the 0.01 level (2-tailed). This will include proper
lower as well as upper confidence level that resulted in 95% of the standard bias
error and the entire confidence level is .899 and .963 respectively.
b. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples

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Question 13 and 14
Correlations
VAR00013 VAR00014
VAR00013
Pearson Correlation 1 .954**
Sig. (2-tailed) .000
N 51 51
Bootstrapb
Bias 0 .000
Std. Error 0 .012
95% Confidence
Interval
Lower 1 .925
Upper 1 .976
VAR00014 Pearson Correlation .954** 1
Sig. (2-tailed) .000
N 51 51
Bootstrapb Bias .000 0
Std. Error .012 0

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95% Confidence
Interval
Lower .925 1
Upper .976 1
**. Correlation is significant at the 0.01 level (2-tailed). The upper confidence
level is .925 and the lower confidence is .976 and this helped in analyzing the
Pearson Correlation as 1.
b. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples
Question 15 and 16
Correlations
VAR00015 VAR00016
VAR00015
Pearson Correlation 1 -.399**
Sig. (2-tailed) .004
N 51 51
Bootstrapc
Bias 0 -.006
Std. Error 0 .141
95% Confidence
Interval
Lower 1 -.657
Upper 1 -.088

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VAR00016
Pearson Correlation -.399** 1
Sig. (2-tailed) .004
N 51 51
Bootstrapc
Bias -.006 0
Std. Error .141 0
95% Confidence
Interval
Lower -.657 1
Upper -.088 1
**. Correlation is significant at the 0.01 level (2-tailed). This helped in
understanding the confidence level both upper as well as lower both are -.657 as
well as -.088.
c. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples
Question 17 and 18
Correlations
VAR00017 VAR00018
VAR00017 Pearson Correlation 1 .146
Sig. (2-tailed) .306

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N 51 51
Bootstrapc
Bias 0 -.002
Std. Error 0 .133
95% Confidence
Interval
Lower 1 -.131
Upper 1 .379
VAR00018
Pearson Correlation .146 1
Sig. (2-tailed) .306
N 51 51
Bootstrapc
Bias -.002 0
Std. Error .133 0
95% Confidence
Interval
Lower -.131 1
Upper .379 1
c. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples

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From the frequency test analysis, it can be analyzed as well as identified
that proper ascertainments has to be made in the respective two variables and it
has been seen that the lower confidence is -.131 and the upper level is .379
wherein the mean difference is justified as well as seen and it can be calculated
as well.
Question 19 and 20
Correlations
VAR00019 VAR00020
VAR00019 Pearson Correlation 1 -.088
Sig. (2-tailed) .540
N 51 51
Bootstrapc Bias 0 -.085
Std. Error 0 .144
95% ConfidenceLower 1 -.510

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Interval Upper 1 -.023
VAR00020
Pearson Correlation -.088 1
Sig. (2-tailed) .540
N 51 51
Bootstrapc
Bias -.085 0
Std. Error .144 0
95% Confidence
Interval
Lower -.510 1
Upper -.023 1
c. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples
From the frequency test analysis, wherein mean, median and mode have been calculated with Skewness and Kurtosis, it can be
analyzed that the motivation is essential for the employees, as this will help in analyzing the frequency. Since the cumulative percent
is around 83%, it can be analyzed that proper average of mean, median and mode helps in describing that in recruiting individuals in
the organization, motivational factor is essential in nature.
From the analysis, it can be seen that there is strong relationship between the variables and this helps in understanding that the changes
in one variable is strongly correlated with the changes that happened in the second variable. Since the number is close to 1, therefore,
we can conclude that there is strong relationship between recruitment and motivation among the employees in the organization as

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well. This will help in understanding the confidence level that has been done with the help of Skewness and Kurtosis and it is seen that
the actual lower confidence level is around -.510 and the upper confidence level is around -.023.

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Independent Samples Testa
Levene's Test
for Equality of
Variances
t-test for Equality of Means

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F Sig. t df Sig. (2-tailed) Mean
Difference
Std. Error
Difference
95% Confidence Interval of the
Difference
Lower Upper
VAR00004
Equal variances assumed . . -4.243 6 .005 -2.000 .471 -3.153 -.847
Equal variances not
assumed
-2.000 1.000 .295 -2.000 1.000 -14.706 10.706
VAR00005
Equal variances assumed . . -6.364 6 .001 -1.500 .236 -2.077 -.923
Equal variances not
assumed
-3.000 1.000 .205 -1.500 .500 -7.853 4.853
VAR00006
Equal variances assumed 1.875 .220 .548 6 .604 1.667 3.043 -5.779 9.112
Equal variances not
assumed
1.000 5.000 .363 1.667 1.667 -2.618 5.951
VAR00007
Equal variances assumed . . -2.121 6 .078 -1.000 .471 -2.153 .153
Equal variances not
assumed
-1.000 1.000 .500 -1.000 1.000 -13.706 11.706

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From the table, it can be analyzed that there are different variances that has been assumed and this helped in understanding that the .363 is th
difference with the help of T-Test and this helped in analyzing that the equal variances that has not been assumed is around 1.667 and this helps in
mean difference among the two variables.
Group Statistics
VAR00020 Statistic Bootstrapc
Bias Std. Error 95% Confidence
Interval
Lower Upper
VAR00009
1
N 6
Mean 2.00 .02d .64d 1.00d 3.40d
Std. Deviation 1.549 -.239f .536f .000f 1.732f
Std. Error Mean.632
2 N 2

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Mean 4.00 .00e .00e 4.00e 4.00e
Std. Deviation .000 .000g .000g .000g .000g
Std. Error Mean.000
VAR00010
1
N 6
Mean 3.00 .02d .61d 1.75d 4.00d
Std. Deviation 1.549 -.229f .520f .000f 1.732f
Std. Error Mean.632
2
N 2
Mean 4.00 .00e .00e 4.00e 4.00e
Std. Deviation .000 .000g .000g .000g .000g
Std. Error Mean.000
VAR00011 1 N 6

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Mean 1.00 .00d .00d 1.00d 1.00d
Std. Deviation .000 .000f .000f .000f .000f
Std. Error Mean.000
2
N 2
Mean 1.50 .01e .39e 1.00e 2.00e
Std. Deviation .707 -.316g .296g .000g .707g
Std. Error Mean.500
VAR00012
1
N 6
Mean 1.00 .00d .00d 1.00d 1.00d
Std. Deviation .000 .000f .000f .000f .000f
Std. Error Mean.000
2 N 2

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Mean 1.50 .01e .39e 1.00e 2.00e
Std. Deviation .707 -.316g .296g .000g .707g
Std. Error Mean.500
VAR00013
1
N 6
Mean 1.00 .00d .00d 1.00d 1.00d
Std. Deviation .000 .000f .000f .000f .000f
Std. Error Mean.000
2
N 2
Mean 1.50 .01e .39e 1.00e 2.00e
Std. Deviation .707 -.316g .296g .000g .707g
Std. Error Mean.500
c. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples

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d. Based on 999 samples
e. Based on 873 samples
f. Based on 990 samples
g. Based on 593 samples
From the table, it can be properly analyzed that there are different samples from wherein
the mean as well as standard deviation has been calculated and this has been seen that the
mean is 1.50 and the standard deviation is about .707. the standard error has been calculated
as well that is .500 and this will help in analyzing that the performance of employees is
based on different internal policies.
Independent Samples Testa
Levene's Test
for Equality of
Variances
t-test for Equality of Means
F Sig. t df Sig. (2-tailed) Mean
Difference
Std. Error
Difference
95% Confidence Interval
of the Difference

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Lower Upper
VAR00009
Equal variances assumed 12.000 .013 -1.732 6 .134 -2.000 1.155 -4.825 .825
Equal variances not
assumed
-3.162 5.000 .025 -2.000 .632 -3.626 -.374
VAR00010
Equal variances assumed 12.000 a -.866 6 .420 -1.000 1.155 -3.825 1.825
Equal variances not
assumed
-1.581 5.000 .175 -1.000 .632 -2.626 .626
VAR00011
Equal variances assumed . . -2.121 6 .078 -.500 .236 -1.077 .077
Equal variances not
assumed
-1.000 1.000 .500 -.500 .500 -6.853 5.853
VAR00012
Equal variances assumed . . -2.121 6 .078 -.500 .236 -1.077 .077
Equal variances not
assumed
-1.000 1.000 .500 -.500 .500 -6.853 5.853
VAR00013
Equal variances assumed . . -2.121 6 .078 -.500 .236 -1.077 .077
Equal variances not
assumed
-1.000 1.000 .500 -.500 .500 -6.853 5.853

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The significance value for promotion of the opening of the recruitment, advertisement of such recruitment as well as selecting
employees from different campuses shows less than 0.500 and therefore it can be said that the recruitment sources plays an effective
role in motivating the employees to perform better.
Bootstrap for Independent Samples Test
Mean
Difference
Bootstrapa
Bias Std. Error 95% Confidence
Interval
Lower Upper
VAR00009
Equal variances assumed -2.000 .050b .551b -3.000b -.750b
Equal variances not
assumed
-2.000 .050b .551b -3.000b -.750b
VAR00010
Equal variances assumed -1.000 -.091c .562c -2.400c .000c
Equal variances not
assumed
-1.000 -.091c .562c -2.400c .000c
VAR00011 Equal variances assumed -.500 -.010d .340d -1.000d .000d

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Equal variances not
assumed
-.500 -.010d .340d -1.000d .000d
VAR00012
Equal variances assumed -.500 -.010d .340d -1.000d .000d
Equal variances not
assumed
-.500 -.010d .340d -1.000d .000d
VAR00013
Equal variances assumed -.500 -.010d .340d -1.000d .000d
Equal variances not
assumed
-.500 -.010d .340d -1.000d .000d
a. Unless otherwise noted, bootstrap results are based on 1000 bootstrap samples
b. Based on 784 samples
c. Based on 790 samples
d. Based on 660 samples
A Nova Analysis
ANOVA
VAR00003

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Sum of
Squares
df Mean Square F Sig.
Between Groups 11.720 3 3.907 4.071 .012
Within Groups 45.104 47 .960
Total 56.824 50
From the ANOVA test, it can be concluded that since the P level is less than the significance level, it can be analyzed that the null
hypothesis can be rejected and this helps in determining the differences and understanding the significance as well. Proper
ascertainments have been made as this will help in understanding the sum squares between the two variables and this will be
calculated within two groups as well. the mean square that has been calculated is 3.907 and this helps in analyzing the frequency that
is around 4.071
Expected Mean squares
Tests of Between-Subjects Effectsa
Dependent Variable: Age
Source Type III Sum
of Squares
df Mean Square F Sig.

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Intercept
Hypothesis 18.827 1 18.827 9.694 .004
Error 70.081 36.087 1.942b
VAR00010
Hypothesis 9.716 1 9.716 5.026 .032
Error 63.798 33 1.933c
VAR00003
Hypothesis 11.880 3 3.960 1.321 .310
Error 38.351 12.797 2.997d
VAR00004
Hypothesis 8.549 4 2.137 .665 .630
Error 32.933 10.247 3.214e
VAR00003 *
VAR00004
Hypothesis 30.285 9 3.365 1.741 .119
Error 63.798 33 1.933c
a. Weighted Least Squares Regression - Weighted by VAR00013
b. .065 MS(VAR00004) - .003 MS(VAR00003 * VAR00004) + .938 MS(Error)
c. MS(Error)
d. .743 MS(VAR00003 * VAR00004) + .257 MS(Error)
e. .895 MS(VAR00003 * VAR00004) + .105 MS(Error)

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The mean squares helped in understanding the significance of the different variances and this helped in understanding the errors in the
F test that has been performed. The errors in the hypothesis helped in understanding the sum of the squares and this helped in
understanding the mean square that has been calculated and it is 1.741% as well. The expected mean square of the Tests of Between-
Subjects Effects wherein the dependent variable is age of the population and this helped in analyzing the two different variables.
Expected Mean Squaresa,b,c
Source Variance Component
Var(VAR0000
4)
Var(VAR0000
3 *
VAR00004)
Var(Error) Quadratic Term
Intercept
1.275 .401 1.000 Intercept,
VAR00003
VAR00010 .000 .000 1.000 VAR00010
VAR00003 .000 5.392 1.000 VAR00003
VAR00004 19.505 6.494 1.000

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VAR00003 *
VAR00004
.000 7.258 1.000
Error .000 .000 1.000
a. Weighted Least Squares Regression - Weighted by VAR00013
b. For each source, the expected mean square equals the sum of the coefficients in
the cells times the variance components, plus a quadratic term involving effects in
the Quadratic Term cell.
From the table, it can be analyzed that the expected mean square is the total summation of the different coefficients along with proper
addition of the quadratic terms that will be involved in the Quadratic term cell. The expected mean square that has been generated is
about 7.258 and this helps in analyzing the two variables.

Running head: BUSINESS RESEARCH PROJECT
Chapter 5: Conclusion and recommendations
5.1 Conclusion
5.1.1 Linking with objectives
Objective 1: To identify the most adopted recruitment practices at public sector organizations
The data analysis of the research study shows that the two factors are important for
enhance the effectiveness of the recruitment practices. The two factors that are found to be
effective practices are recruitment policies and recruitment sources. It is also found that the
major aim of the organization is to attarct more candidates and retains the employees so that
they can collaboratively work to accomplish all the business goals. The sources are of two types
that are internal sources and external sources. In some cases, internal sources like
recommendation of existing employees and employee referrals are taken into consideration for
public sector industry. Public sector industry adopted the strategy of promotions of their job
openings, advertisement through different sources like social media and traditional options like
newspapers. These strategies are external sources.
Objective 2: To assess how recruitment sources affect employee performance at public sector
organizations
The literature review allows determining that recruitment sources attract many people for
the job position and their opening in the organization. It is also found that there are two different
sources and each source motivates different type of employees. The conceptual framework also
illustrates that the internal sources motivates the existing employees in cases of someone
promotion to other designation and someone’s termination of designation. In both the cases,
there are some places vacant in the organization and other employee will perform better to grab

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that position. On the other hand external sources like advertisement and college campus
recruitment motivate the future employees to perform better so that they can get the
employment.
The result from data analysis that the question number 4 to 8 represents the factors of
recruitment sources. In all the cases, the correlation calculation shows that all the tail valid for
simple distribution and gives a significant value and this shows that selection of recruitment
sources also illustrates effective recruitment practices.
Objective 3: To determine how recruitment policy impacts the employee performance at
public sector organizations
It is found that policies are the written facts and figures in the document that is handed
over to all the employees so that they can get aware of the regulation that an organization is
following. It is also found that employee get motivated if they found everything written on the
recruitment and it also denotes the transparency of the working procedure. Another aspect that
is found from the literature review is that when candidates get all the details in written form,
they can get the sense that everything that the organization follows is genuine and they will get
the facility that is written.
The data analyzed from question number 9 to 15 are based on recruitment policies and
the result also shows significance value of their central tendencies that is calculated through the
correlation and hence it is proved that recruitment policies can also be defined as a recruitment
practice and it has a significant impact on employee performance.
5.1.2 Rejection of null hypothesis
There are hypothesis selected for this research study. These two hypotheses are as follow:
 H10: There is no impact of recruitment source on employee performance

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 H11: There is a positive impact of recruitment sources on employee performance
In this case, the T-test shows the two-sample test that shows that in standard normal
distribution, the value is outside the rejection area and hence we can state that the null hypothesis
is rejected. The significance value for promotion of the recruitment opening, advertisement of
the recruitment and selecting employees from college campus shows less than 0.05 and hence it
can be said that the recruitment sources plays an effective role in motivating the employees to
perform better. This means that the alternative hypothesis is accepted that is there is positive
impact of recruitment sources on employee performance.
However, in case of recommendation of existing employees, the value of significance
does not show the value less than 0.05 when compared to the value of employee performance.
 H20: There is no impact of recruitment policy on employee performance
 H21: There is a positive impact of recruitment policy on employee performance
In this case, the T-test shows the two-sample test that shows that in standard normal
distribution, the value is outside the rejection area and hence we can state that the null hypothesis
is rejected. Moreover, the significance value for background check of the employee, selecting
people of diverse culture, consistency of the interview process, considering place of origin for
selecting people, defining policy for physical or mental disability and offering application
incentives shows less than 0.05 and hence it can be said that the recruitment policies plays an
effective role in motivating the employees to perform better. This means that the alternative
hypothesis is accepted that is there is positive impact of recruitment policy on employee
performance.

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5.2 Recommendations
Objective 4: To recommend strategy for enhancing the performance of the employee through
recruitment practices
Employees whether existing or future recruited employees human resources department
should take necessary steps for motivating them to perform better. This section suggests some
strategies through which employees are motivated during the recruitment procedures.
5.2.1 Organizational Alignment
Through this method human resource department of the Public sector industry align
different employees, a team and an entire department with the key objectives of the organization.
Experts believes that through this procedure, the company can attain a competitive asset to
double the workforce engagement. This engagement is required to assess whether or not the
employee is competent enough to fulfill all the goals proposed by the organization. Moreover,
this alignment enhances the overall productivity and can also be attained by perfectly articulating
employees’ roles and responsibilities. In terms of recruitment practice, the HR department should
focus on the different types of job openings and define their respective responsibilities so that
applicants can apply for those posts based on their qualifications. This segregation also helps
organization to handle those employees or candidates based on the department for which they
have been recruited.
5.2.2 Constant appreciation
Appreciation plays a curial role to enhance the confidence of an employee. In case of new
candidates or future employee it is equally important. HR should adopt the culture to regular
appreciate the candidates for their effort and give constructive feedback. They should also avoid
some negative phrases as it can de-motivate the employees for giving better performances.

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Another advantage that can be attained through this process is that employee can become more
comfortable with the recruiter and share additional curricular talent that they have with them.
This will give an opportunity to the organization to utilize those additional quality if the
candidate in selecting those candidates for their organization.
5.2.3 Flexibility
Flexibility in terms of HR tools support also provides the candidates the privilege that
they can attend the interview according to their convenience. When they get noticed that the
organization consider their reason as a genuine case and allow them to attend the interview for
recruitment process, the chances for the desire to et associated with the organization rises. This
will also motivate them to perform well and show their talent to the managing authority.
5.2.4 Presence of organization recruiters
This approach can be applicable when a third party recruiter is allowed to select the
candidates for their organization. In usual case, only the third party recruiter is present and they
select the candidates based on the requirement of the main organization. However, there may be
chances that they reject some candidates, who are not fulfilling the main eligibility criteria but
have other special talent that can be utilized for the betterment of the company. In such cases, the
presence of recruiters from the organization helps in selecting some talented people from the
organization.
5.2.5 Improvement in the candidate pool
The HR manager should invest time in developing relationship with the college campus
placement as talented and qualifies people can be selected from this approach. In this case, not
only the recruiter gets assurance that they are selecting a reliable candidates but a student also

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intends to perform better for their future betterment. Another strategy that can be applied is to
enable current staff members to actively participate in industry professional associations so that
they can likely to meet candidates.
5.2.6 More involvement of employees in the hiring process
Experts believes that current employees can recommend excellent candidates and they
can also assist the HR management people to review resumes and qualifications of potential
candidates Existing employees will perform better to select reliable candidates if organization
will start to give incentive for each successfully recruited candidate. In this approach not only the
organization get a talented employee but the existing employee also taken effective strategies to
perform good for selecting candidates.