Exploring Recruitment and Selection Practices of Ghanaian Organisations

Gilbert Ansoglenang

doi:10.7176/ejbm/12-12-02

Abstract

Although Strategic Human Resource Management (SHRM) has emerged as the new approach to human capital management, operational level Human Resource Management (HRM) activities (traditional personnel functions) remain crucial when linking business strategy with HRM . This paper is inspired by the contribution of selection and recruitment practices in managing the global talent war, particularly in less developed economies. It is based on a multiple case-study research into employee recruitment and selection techniques within five case-study firms located in Tema, Kumasi and Accra. The paper draws on in-depth face-to-face interviews and documents to explore the various recruitment and selection practices utilised by Ghanaian firms. The findings suggest more commonalities in the utilisation of the following employee recruitment sources – for example, newspaper advertisement, campus recruitment, employee referrals, direct applications and unsolicited applications among all case-study organisations and a slight variation in the utilisation of selection techniques such as: psychometric testing or aptitude testing, the use of assessment centres and employee referrals due to differences in employees’ categories and industry types. Though internet-based recruitment is growing significantly among organisations, yet the evidence in this paper rather demonstrate limited growing visibility towards internet-based or social media recruitment among Ghanaian organisations. This paper set out a rationale for utilising multiple case-study design in Human Resource Management research in under-researched contexts. Keywords: recruitment sources, selection techniques, multiple case-study research, Ghana DOI: 10.7176/EJBM/12-12-02 Publication date: April 30 th 2020

Highlights

The Strategic Human Resource Management (SHRM) domain has evolved over the last few decades yet remains a contentious Human Resource Management (HRM) theory (Boxall, 2018)
4.1 Comparing Results The results presented in this paper based on the five case study organisations have revealed more commonalities in the utilisation of the following employee recruitment sources – for instance, newspaper advertisement, campus recruitment, employee referrals, direct applications and unsolicited applications
While headhunting represents an important recruitment approach, for the recruitment of managers and key employee group in four case study organisations excerpt case #5, employee referrals and outsourcing or the use of employment agencies was evident in the recruitment of the largest occupational groups

Summary

Introduction

The Strategic Human Resource Management (SHRM) domain has evolved over the last few decades yet remains a contentious Human Resource Management (HRM) theory (Boxall, 2018). The paper is inspired by the contribution of selection and recruitment practices to the global talent war among firms, firms operating in less developed host-countries characterised with skilled labour shortages (Ayentimi et al, 2018; Posthumus et al, 2016). Arguing through both the resource-based view of the firm and human capital theory, employee recruitment and selection function is a prerequisite for achieving a sustained competitive edge (Ouirdi et al, 2016b; Ma & Allen, 2009; Piotrowski & Armstrong, 2006). It is important to have an effective and efficient recruitment and selection strategy to ensure the www.iiste.org organisation have the needed employees with the right attributes, knowledge and skills (Ouirdi et al, 2016b; Brindusoiua, 2013)

Results

Discussion

Conclusion