Impact of recruitment and selection on organizational productivity. Evidence from staff of a university in South Africa

Abstract

The study aimed to understand the recruitment and selection-productivity fit within a tertiary institution in South Africa. Essentially, by examining this relationship, it will be easier to obtain a better understanding of the essential components of recruitment and selection that contribute to the productivity of a tertiary institution. The unit of analysis of this study comprised academic and non-academic staff of the institution. This study adopted a quantitative approach utilising a Likert scale questionnaire to serve as the primary source of data collection. A future study could emphasise the development of a theoretical framework that links specifically to the peculiarities of the tertiary education sector in South Africa. A further study could also unpack how the components of recruitment and selection can be better harnessed to attract the interest of young South Africans to academe. The paper addresses a matter of significance both to HR practice and scholarship. The paper concludes thus: Recruitment and selection processes impact productivity; hence management MUST adopt best practice for these crucial HR functions.

The role of organisational performance in moderating human resource management and outstanding outcomes in open distance learning context

“…HRM and OP attracted many scholars in a wide variety of disciplines (Torabia and El-Denb, 2017). Earlier findings by Kanyemba et al (2015), provided constructive support to use this groundwork as it also fits in the higher education context (Shefali and Srivastava, 2017); including in Universitas Terbuka. The origin of the study was on HRM and OP integrated with other prominent constructs with respect to delivering service excellence, generating quality products, and establishing reliable systems and they were referred to as the socalled OO (Sembiring, 2017).…”

The Relationship between Recruitment, Affective Commitment, Relational Contract and Productivity in Organizations in Lusaka-Zambia

“…The literature reviewed had a combination of recruitment and its relationship with organizational performance (Adebola & Banjo, 2017;Hafiz, 2017;Oaya, Ogbu & Remilekun, 2017;Kaira et al, 2016) whilst others were specific on organizational productivity (Pushpendra et al 2017;Kanyemba, Iwu &Allen-Ile, 2015;Gamage, 2014;Ofobruku et al, 2013). This research focused on the latter.…”

“…In other words, organizational productivity is presumed to be strongly related to effective recruitment and management of the talents selected to perform their responsibilities. Other factors that are presumed to drive organizational productivity according to Dechert-Hampe Consulting [DHC](n.d) include staffing, structure, communications training and development, sound objectives and supportive culture, planning better control systems, focused strategy and proper processes (See also Kanyemba, Iwu & Allen-Ile, 2015).…”

The mediating role of job satisfaction and work engagement in the relationship between self-reported person-job fit and job performance

“…Organizations are keen to identify the talents of employees in assigning them the right jobs for optimal performance (Chuang, Sackett, 2005;Ekwoaba et. al., 2015;Lawrence et al, 2004;Sekiguchi, 2004) especially in high-skilled jobs (Kanyemba et al, 2015) to reduce monetary and time costs. A high level of P-J fit positively contributes to job satisfaction/motivation level, job performance, employee retention, work engagement, and employee well-being (Edwards, 1991;Lee, Kim, 2020;Wu et al, www.orgpsyjournal.hse.ru 2020).…”