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BBaacckkggrroouunndd IInnffoorrmmaattiioonn
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The Object of the Organization
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MMaannaaggeemmeenntt ((NNPPDDPPMM)) wwhhiicchh aaiimmss aatt ttaacckklliinngg disasters and ensuring
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thhaatt ffaammiinnee ssiittuuaattiioonnss aarree aaddddrreesssseedd iinn wwaayyss tthhaatt rreedduuccee ppeeoopplleess
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aapppplliiccaattiioonnss ffrroomm wwhhiicchh nneeww eemmppllooyyeeeess aarree sseelleecctteedd..
SSeelleeccttiioonn
Is the process of assessing the candidates by various means and making
a choice followed by an offer of the employment.
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1.2. Statement of the ProblemRecruitment plan is mainly based on workforce requirement of
functional units.
Selection is mainly based on educational qualification, examination
and interview.
The group of this research are interested to assess the problem
seen in recruitment and selection polices and procedure of disaster
management and food security sector. So the researchers will try
to answer the following questions.
1.3. Research Questions Is there clearly articulated requirement and selection policy
and procedures that consider the DMFSS demand and the
labor market?
Is there job specification and description that define jobs, interms of skills, behavior and characteristics requirements?
Is the selection tools to identify suitable candidates throughentrance exams and interview techniques, are sufficient
enough to measure interpersonal skills and code of conduct?
Is low level of line managers involvement in recruitment andselection process has an impact or is low level of line
managers involvement has an impact in recruitment and
selection process?
1.4. Objective of studyThe purpose of this paper is to assess the Disaster management
and food security Sector (DMFSS) with regard to its recruitment
and selection policies and practices.
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1.4.1.General ObjectiveThe general objective of this research is identifying critically
the recruitment and selection procedures, identifying the
problems and informing the management to take immediate
action.
1.4.2.Specific ObjectiveThe specific objectives are:
To assess the process of recruitment and selection To identify the major factors that affects the process of
recruitment and selection.
To give some recommendations that would possibly bringabout sound process of recruitment and selection.
To assess whether the process of recruitment andselection have an impact on the organizations
profitability and well being.
1.5. Significance of the studyOrganization efficiency depends to a large extent on the knowledge
and ability of employees. The findings of this study help mangers
take proper corrective measures of recruitment and selection
process and to maximize their effort to examine the candidates and
make them committed to their organization.
1.6. Scope Limitation of the studyThe scope of study will be only focused on the recruitment and
selection in Disaster Management and Food Security Sector.
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1.7. Research Methodology1.7.1.Data Sources
The data for this study will be collected from primary as well
as secondary sources.
1.7.2.Primary DataPrimary data will be collected by conducting a questionnaire
unstructured interview participant controlled structured
observation are selected to obtain information from the
responsible bodies.
1.7.3.Secondary DataThe secondary data will be taken from disaster management
and food security sector of polices and procedure of
recruitment and selection and other different paper and books
which are relevant to the subject matter of the study.
1.7.4.Data AnalysisThe data collected will be summarized and analyzed to reveal
the required information. In general narratives notes and
tables will be used to summarize the data collected.
1.8. Organizations of the studyThis research paper composed of four chapters
Chapter I
Introduction Statement of the Problem Objective of the study Scope and limitation of study Research Methodology Significance of the study
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Chapter II
Literature review Background information
Chapter III.
Discussion of collection of data Analysis recruitment and selection process in DMFSS
Chapter IV.
Conclusion Recommendation
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1.9 Budgets and Time Schedule
Table 1.1. Time Schedule
Activities Days
Reviewing Related literature
Collecting Relevant Data
Organizing and analyzing data
Interpreting the results
Working the first data
Working the final Research
Submitting date
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Table 1.2. Budgets Items
Stationary Materials
For pen
For paper
For photocopy
For Typing and
Printing
For Binding
Transportation Cost
Telephone CostEntertainment Cost
Translation Cost
Other expense
6.00
46.00
70.00
300.00
7.00
55.00
250.00300.00
50.00
100.00
Contingency 200.00
Total 1384.00
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CHAPTER TWO
REVIEW OF RELATED LITERATURE
The purpose of this chapter is to describe what has been written and
recorded by different authors about recruitment and selection.
2.1. Recruitment
Different authors have defined recruitment at different times. Among
these authors Graham Bennet (1992:188), stated recruitment as the first
part of the process of filling vacancy. It included the examination of the
vacancy, the consideration of source of suitable candidates and
attracting applications from them and employing the selected ones.
This shows recruitment is the first process to get the needed manpower
for an organization. Organizations can achieve their goals if the required
amount and type of employees are made available to them. As and one
said, the survival of business in a free economy will be determined by
the influence and use of human resource (1990:35).
According to Graham Bennet, the initial step in the process of meeting
the human resource demand of an organization is human resource
planning; what kind of employees will be required in the future and to
what extent this demand is likely to be met. Thus human resources
planning leads to the recruitment process when there is shortage of
manpower. S.Monday and Noe (1990:99) proposed, even if human
resource planning indicates a need for manpower, organizations should
first evaluate alternatives to recruit additional workers. These include;
overtime, subcontracting temporary employee and employee leasing. To
carry out efficient and effective recruitment program, Benton (1972:126-
127), argues that appropriate policy and procedure, planning for
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necessary resources and organization needs should be taken in to
consideration.
2.1.1. Sources of Recruitment
The main point that needs consideration during recruitment is searching
for sources of manpower. Recruitment sources are sources where
qualified individuals can be found (Monday and Noe, 1990:174).
According to Asthenia and Mirsa (1982:153), there are two main sources
of recruitment, internal and external sources.
Internal Sources
Internal sources of recruitment are the means of getting or recruiting the
workers from the existing staff of the organization such as transfer of
employee from one department to another or from one job to another.
In order to carry out effective internal recruitment organizations develop
methods that are applicable to all of their employees. As put by Monday
and Neo (1990:180), there are some basic tools that are used for better
internal recruitment activity. These are:
Job Posting
It is a procedure for informing employees that job opening exists. In the
past job posting was little more than use of bulletin board and company
publication for advertising job openings. However job posting has become
one of the more innovative recruiting techniques being used byorganizations. Many companies now see job posting as an integrated
component of an effective career management system. Posting are
computerized and are made easily accessible to employees. Computer
software allows the employees to match an available job with their skills
and experience. It then highlights where gaps exist so the employees
know what is necessary if they wish to be competitive for a given job. If
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an employee applies for transfer to a posted position and is turned down,
then the person who posted the job is required to send the applicant
specific feedback about why he or she was not selected.
Job bidding
It is a technique that permits employees who believe that they possess
the required qualification to apply for a posted job.
Management and skill inventories
Permit organization to determine whether current employees possess the
qualifications for filling open positions.
External Sources
External sources are used to get fresh and experienced personnel from
outside the organization when organizations expand or wish to improve
their work force and look beyond themselves to find employees. To
mention but a few of the external sources: employment agencies, college
and universities are some of them. However both sources of recruitment
have their own advantages and disadvantages.
A number of methods are available for external recruiting like media
advertising, employment database, and employment agencies, special
event recruiting and summer internships.
Media advertisement
Organizations advertise to acquire recruits though various media. The
most common way is using daily newspapers. Organizations also
advertise for people in trade and professional publications. Other media
used are billboards, radio and televisions.
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Effective recruitment advertising should be consistent with overall
corporate image, that is, the advertisement is seen as an extension of the
company. Therefore it must be representative of the values that the
corporation is seeking in its employees.
Designing recruitment advertising
Good recruitment advertising must meet the following:
It should clearly identify the organization and the industry with inwhich it operates.
It should offer a concise summary of the job and its major features It should outline the essential requirement skills, knowledge,
experience, etc expected of the jobholder.
It should detail the personal characteristics expected of the jobholder (for instance the ability to work to tight deadlines or the
ability to work well as a member of a team)
It should detail the main conditions of employment, including anindication of salary
It should conform to all legal requirementsMoreover the advertisement should be in a form that is consistent with
the wider public relation objectives of the organization. This would
include layout, color, use of corporate logos and so forth (Bolton Trevor
1989:53).
The Internet
Perhaps no method has ever had as revolutionary an effect on
organizational practice as the internet.
There are many reasons for the popularity of the internet as a method of
recruitment. From the organizations perspective it is a relatively
inexpensive way to attract qualified applicants.
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Organizations are also beginning to see that having their own human
resource web page on the internet can be an effective means to their
overall recruitment strategy. A typical organizational home page will
provide background information about the company, its products and
services, employment opportunities and application procedures.
Employment agencies and executive search firms
Although similar in purpose employment agencies and executive search
firms differ in important ways. Executive search firms tend to
concentrate their efforts on higher level managerial skills while
employment agencies concentrate on middle level managerial or below.
Special events recruiting
When the supply of employees available is not larger or when the
organization is new or not well known, some organizations have
successfully used special events to attract potential employees. They may
stage open houses, schedule visits to head quarters, provide literature,
and advertise those events in appropriate media to attract professionals.
One of the most interesting approaches is to provide job fairs where a
group of firms sponsors a meeting or exhibition. Some experts claim that
recruiting cost has been cut by 80% using this method (Ivanchevich
John: 2001 pp 195-196)
Advantages and Disadvantages of Internal and External Recruitment
Recruitment may be internal to the organization or external. Each
approach has advantages and disadvantages. The advantage of internal
recruiting is that employers know their employees and employees know
their organization. External candidates who are unfamiliar with the
organization may find they dont like working there. Also the opportunity
to move up with in the organization may encourage employees to remain
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with the company, work hard and succeed. Recruiting from outside the
company can be demoralizing to the existing employees.
Internal staffing has some drawbacks. If internal employees lack skills or
talent, internal recruitment yield a limited application pool, leading to
poor selection decisions. Also an internal recruitment policy can inhibit a
company that wants to change the nature of goals of the business by
bringing in outside candidates. (Bateman Thomas 2002:314-315).
Alternative to Recruiting
An organizations human resource plan may suggest that additional or
replacement of employees is needed. However because of the cost and
permanence of recruiting individuals, an alternative to recruitment may
be used. These include, overtime, employee leasing and temporary
employment.
Overtime
When a firm faces pressure to meet a production goal, it may mean that
employees need to work overtime. By having employees work overtime,
organizations avoid the cost of recruiting and having additional
employees. Overtime can also provide employees with additional income.
However there are potential problems like fatigue, increased accidents
and increased absenteeism.
Employee Leasing
Employee leasing sometimes called staff sourcing involves paying a fee to
a leasing company that handles payroll, employee benefits, and routing
human resource management function for the client company. Leasing is
especially attractive to small and midsize firms that might not otherwise
are able to afford a full service human resources department. But while
business can expect to avoid benefit costs such as health insurance
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premium by using leasing employees, care must be exercised in choosing
a leasing company.
Temporary Employment
Historically temporary employment agencies were seen only as source of
semiskilled clerical help during work periods. These day just-in-time
employees can be found staffing all types of jobs in organizations,
including professional, technical and higher executive positions.
The major advantages of temporary employees include relatively low
labor costs, an easily accessible source of experienced labor, and
flexibility in responding to future changes in demand for workers. The
temporary worker can move in and out of the firms when the workload
requires such movements. A disadvantage of hiring temporary help is
that these individuals do not know the culture of the work flow of the
firm; this unfamiliarity distracts them from their commitment to
organizational and departmental goal.
2.1.2 Recruitment PolicesAll policies for recruitment should aim to meet the following basic
criteria:
A.To be cost effectiveB.To be consistent with the wider public relation aims of the
organization. It is important to remember that potential
employees are also actual or potential customers
C. Not to discriminate against people on the basis of sex, race,age, physical disability or religion.
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2.1.3 Attracting the scarce applicant
Whether the economy is in recession or not it is still common to hear of
employers having difficulty in recruiting for some particular positions.
This may be due to a number of reasons:
A. A shortage of workers possessing a particular skill or skillsB. A general shortage of workers in a particular locationC.The recruiting company is offering poor pay and the human
resource manager does not have the discretion to remedy the
situation
D. In recessionary time those already in work may be reluctant tochange their employers if they feel their present position offers
relative security
In such situations the problem of recruitment can be acute. What is
required is an adoption of policy to suit the specific circumstances of the
labor market. Traditional recruitment procedures have been designed to
include a degree of self selection. In other words the requirement to
complete an application form or to construct curriculum vitae has often
been enough to deter many potential applicants from applying. Among
the remedies to consider would be to reduce the degree to which
candidates self select and encourage a greater proportion of those who
express initial interest to proceed with their application.
Evaluating recruitment
Recruitment can be evaluated using a number of methods that consider
both short and long term objectives. In short term evaluation it will be
done in consideration of:
A.The number of enquires receivedB.The number of applications received
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C.The suitability of the applicants for the positionD.Equal opportunities; the position attracting applications from all
groups with in the labor market.
2.1.4. Factors that affect recruitmentAs with the other human resource functions, the recruitment process
does not take place in a vacuum. There are various internal as well as
external factors that can significantly affect the organizations
recruitment effort. These are:
Rules and polices which facilitate and govern organizationallife,
The demand for supply of skills in the labor market Legal considerations and others.
2.2 SelectionAccording to Graham Bennett (1992:188), selection is the next
stage after recruitment, i.e. assessing the candidates by various
means and making a choice followed by an offer of the employment.
Broadly speaking, there is not much difference between recruitment
and selection. In fact both aim at the same thing that is finding out
the ideally suited candidates for the organization. But it may be
pointed out that while recruitment is the process of inviting
applications from probable candidates, selection is the process ofelimination so as to be left with the most suitable candidates to be
placed on the job (Asthenia and Mirsa, 1982:164).
All human resources that are available may not be needed by
organizations at a time. Hence recruiting and then selecting the
best personnel who can fit the job and fulfill the requirements of an
organization are important points which should not be forgotten.
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Conducting the best selection method may minimize the risk of
getting incompetent and ineffective manpower into an organization.
2.2.1.Who makes the selection decision?
In most large organizations the human resources department does the initial
screening of applicants with the immediate supervisor making the final selection
decision. This relieves the supervisor of the time consuming responsibility of
screening clearly unqualified applicants.
2.2.2. Selection CriteriaAt the core of any effective selection system is an understanding of what
characteristics are essential for high performance. This is where the critical role of
job analysis in selection becomes most apparent because that list of characters
should have been identified during the process of job analysis and should now be
accurately reflected in the job specification. Thus from a performance perspective
the goal of any selection system is to accurately determine which applicantspossess the knowledge, skills, abilities and other characteristics dictated by the
job. Additionally the selection system must be capable of distinguishing between
characteristics that are needed at the time of hiring those that are systematically
acquired during training and those that are routinely developed after a person has
been placed on the job.
2.2.3. Categories of CriteriaWith these potential differences in mind, the criteria typically used by
organizations for making selection decisions can be summarized in several board
categories education, experience, physical characteristics and other personal
characteristics.
Reliability, validity and selection criteria
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Once an organization has decided upon a set of selection criteria a technique for
assessing each of these must be chosen. The alternatives are numerous
applications, interview, psychological tests of aptitude and personality, sample
test of present skills, physical and medical testing and checking previousexperience through references. Regardless of the method chosen for collecting
information about applicants the organization must be certain that the information
is both reliable and valid.
Reliability
The main goal of selection is to make accurate predications about people. The
organization wants to make its best guess about who will be a successfulemployee. In this way the organization can avoid the wrong person for a job. In
other words the main objective of selection is to make decision about people. If
this decision is going to be correct the techniques used for making them must
yield reliable information.
Reliability: the main objective of selection is to make decision about people. If
this decision is going to be correct the techniques used for making them must
yield reliable information. It refers to how stable or repeatable a measurement is
over a variety of testing conditions. The reliability of a selection tool can be
judged in a variety of ways. In practice one common way to assess reliability is to
correlate the scores from two alternative forms of the same test.
Validity
For a selection tool to be useful it is not sufficient for it to be repeatable or stable.
Both legally and organizationally the measures that it yields must also be valid.
There are many ways of assessing validity, but all of then focus on two issues.
Validity addresses two questions of what and whether the assessment technique
results in accurate predications about the future success or failure of applicants.
2.2.4. Selection steps
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There are various procedures that can be used to carry out selections. These
procedures may vary from organization to organization and from time to time.
There is no hard and fast procedure which is adopted by organizations to select
the workers. According to Asthenia and Mirsa (1982:166), the following are theusual steps that are used in the selection of candidates.
1. Scrutiny of application received- The recruitment department will divideapplicants in to two groups: those who possess the required qualifications,
and those who do not. This helps in rejection of the applications of those
applicants who are not suited for the organization.
2.
Preliminary interview- This is the most widely used selection technique.The main objective of these steps is to find out whether applicants are fit for
the required job or not.
3. DMFSS application form- Selected applicants from the preliminaryinterview complete an application for employment. The employer then
evaluates it to see whether there is an apparent match between the individual
and the position.
4. Test for applicants-These are often used to assist in assessing anapplicants qualification and potential for success.
5. Interview of applicants- This is a goal oriented conversation in which theinterviewer and applicants exchange information.
6. Checking reference- A clear, unbiased and comprehensive description ofcandidates abilities and behavior by his or her previous employer would be
of enormous value in selection.
7. Medical examination- The selection process may include a medicalexamination of an applicant before the selection decision is made.
8. Orientation and placement-When a candidate successfully qualifies for thepost, he/she would be given the appointment letter.
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2.2.5. Follow- UpOnce the selection has been made the successful applicant should be quickly told.
The unsuccessful applicants should also be politely informed that on this occasion
they were not selected and thanked for their interest in the position. The
successful applicants should be promptly contacted and told that she/he is to be
offered the job subject to satisfactory references and medical examination.
In many organizations there is the practice to offer debriefing to the unsuccessful
candidate, here one of the selector (human resource manager) will offer feedback
to the candidates why on this occasion they were unsuccessful. The debriefing
should relate the candidates application and interview performance to the
requirement as specified in the job description and person specification.
Debriefing should identify weakness in the application and selection performance
and if done correctly and sympathetically inform unsuccessful candidates why
they did not get he position but will also give useful pointers as to how they might
improve for the future( Bolton Trevor 2001.p 71).
2.2.6. Environmental factors affecting the selection processLike requirement, several internal and external factors have an impact on the
selection process and the manager must take them into account in making
selection decision. According to Monday and Noe (1990:209-211), legal
consideration, speed of decision-making, organizational hierarchy, and type of
organization are some of the environmental factors that affect the selection
process. Expansion and contraction of the labor market influence on availability
and thus the selection process. The number and quality of the selection members
and the amount of time available for the activity are additional factors that hinder
the efficiency and effectiveness of the selection process.
2.2.7. Cost-benefit analysis for selection decisionOnce an organization has made a commitment to investigate what types of
selection devices it will use it must attempt to evaluate whether its effort will be
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worthwhile. Ultimately a large part of the answer to this question involves the
utility of selection process. Analysis of the cost versus the benefit of selection
requires estimates of the direct and indirect costs associated with the selection
system. The organization must also estimate how much money it will save byhiring more qualified employees using the selection system.
Chapter Three
Questionnaire, Data Analysis and interpretation
This chapter is prepared to show how the existing recruitment and selection practice is
conducted Disaster Management and food Security Sector, including the three years
human resource turnover. Moreover, data analysis, interpretation and presentation of the
questionnaire are included within this chapter.
Recruitment and selection in the Disaster Management and Food Security Sector.In to days competitive and unstable environment human resource managers should be
alert as to where and how to get manpower for the organization. Whenever a vacancy
appears the source of manpower for the DMFSS is either internal or external. The
organizations policy is to give priority to existing employees for the vacancy. However
this policy is not strictly followed due to the fact that recruiting new blood with new ideas
is taken into consideration. First consideration is for educational qualification, second for
work experience, third for performance appraisal result and finally for seniority. The third
and fourth factors are interchangeable depending on the condition.
To attract external applicants organizations use different methods of recruitment. The
DMFSS method of recruitment is advertisement, mainly using newspapers. The DMFSS
also uses its notice board as a method of recruitment. This method is used only when
low-level technicians are needed. The DMFSS strictly discourages those job seekers that
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arrive in person or send written applications to the Personnel Administration Division in
search of a job while none was advertised.
3.1. Source of Recruitment
The DMFSS used to get its employees from
Within the Organization From other governmental and non governmental Organization From Higher institution
Preliminary Recruitment
The HR department collects vacancy letter of the post for the vacant spacefrom the needy department, which shows the manpower with job title only.
Then the HR department prepares letter of approval for announcement of the
post based on the vacancy letter, which includes the specification of the post
as per the Federal Civil Service Agency (FCSA) specification i.e. work
experience, place of work, salary and others.
Vacancy Declaration as per the FCSA (the previous CPA) manual
Posting vacancy announcements will be on the organization notice board forall jobs grade level VIII (Salary 801 Birr) and below.
Announcing with news papers and electronic media for job grade IX(Starting Salary 928) and above.
If necessary, vacancy announcements shall be declared for permanentemployment through mass media (TV, Website and Others)
Content of Vacancy
Vacancy Number Name of vacant /position
Educational Background Work Experience (optional) Required duties & responsibilities Grade, Starting salary and other benefit if any Place of work No. of required employees Address of HR to submit applicant's profile with due date.
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Internal Vacancy shall be announced while:-
When there is any to invite internal staff for promotional that based on theirqualification and job performance
In order to let staffs to compute who have outshine performance In order to avoid unnecessary vagueness, ever concerned organ and internal
staff shall know about the situation.
Criteria of Vacancy
Letter of Application with Curriculum vita Copy of Educational Background Copy of Work Experience or letter of recommendation and minimum three
references.
3.2. Selection Process
There are no hard and fast selection steps that are universally accepted as indicated in the
literature review. Organizations have their own selection procedures that are used to
screen applicants. Likewise the DMFSS has its own selection steps to be strictly followed
during the selection process.
The Procedures dictate the following:
1. Initial Screening- as soon as candidates come to the organization the Recruitmentand Placement Section filters and leaves out those that do not fit to the requirement.
At this stage the Recruitment and Placement section collects supporting document
from each candidate. Candidates are also required to fill the application form in
their handwriting. Recruiters examine very carefully the application form
completed by each candidate and the information declared against the supporting
documents and look for any inconsistence. If found those candidates will be
eliminated.
2. Entrance Examination- Up until recently entrance exam was not conducted forfresh entrants. However entrance exam for clerical posts will be entirely
administered by the examination committee of the DMFSS which is composed of:-
Manager Personnel Administration Division Chairman Head Recruitment and Placement Member Chairman of DMFSS Labor Union Member
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If it is deemed necessary entrance examination for non-clerical posts will be
prepared and administered by the interviewing committee delegated to interview
those candidates.
3. Interview- At this step the interviewers ( i.e. Administrative committee) try toassess the interviewees suitability for the job he/she is applying for in terms of oral
communication, personal appearance and mode of manner
4. Reference Checking- Before contract of employment is concluded the DMFSSmakes a careful study about an applicants background by communicating the listed
reference. Emphasis is especially laid on those who have previous work experience.
5. Release list of successful candidates- For professional and non professionalclerical employees Head Recruitment and Placement Section will summarize the
result obtained so far and present it to Administrative Committee for review,
recommendation and final approval. Head Recruitment and Placement Section will
prepare for the processing of pre-employment formalities. For non-clerical
employees summary of the report of interviewers will be presented for
Administrative committee for notification. Then head Recruitment and placement
section will release a list of successful candidates and advise them on who and
when to contact.
3.2.1. Flow of Recruitment and Selection (In the form of table)
The following table shows how recruitment and selection process for permanent
employees takes place in DMFSS. It is illustrated in the form of table. The table has two
chambers: the first column is about the activities whereas the second column elaborates
those tasks which have to be performed.
Activities Task Responsible Body
Collection of specification of the postsbeing advertised
Preparation of announcement letterswhich include job title, qualification
needed, work experience (if any), place of
work, salary, method of application and
other pertinent issues.
Human Resource(HR)
Public Relation(PR)
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Activities Task Responsible Body
Announcement Covering letter prepared and attached toAsst. Mgr. HR (Personnel administration)
for signature.
Signed and submitted to public relation(PR) announcement.
Public relation announces the posts onnewspaper or other media as the case may
be.
Registration
Receiving application
Checking all documents against thespecification of the post and verification
of credentials.
Document compilation and registration
HR
Preliminary Screening
(document)
Sorting and grading the applicant based onthe specification and qualification.
Recruitment andPlacement
Section
Preliminary Screening
(written exam)
Identify testing centers (external orinternal)
Sending letter of request for exampreparation and administration of exam
Preparation of exam Notification of exam period Administering the exam Evaluation of examination Fixing the number of potential candidates Result reporting
Examinationcommittee
Preliminary Screening
(interview)
Screening of potential interviewee Notification of interview date and place Formation of interview selection
committee
Administrationcommittee.
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Activities Task Responsible Body
Conducting interview Data Compilation Selection minute preparation Submission of selection minute to
respective approving organ
Announcement of potential recruitsPre-employment
formalities
Filling applicable formats of recruitment Reporting for medical examination Police clearance Fulfilling guarantee formalities
HR
Induction program Arranging indication period and place inconnection with Training and
Development Division
Conducting induction /Orientation
Representativedepartment like
IT, Finance, HR,
Logistics, etc
Registration and
follow up
Preparation of employment letters andtemporary ID
Signature and approval
Issuance of employment letter (s)probation period and temporary ID cards
Issuance of placement letter (s) Personal file creation and registration Receiving performance report every
month from respective supervisor of the
new employee until the expiration of
probation period. (for Six months)
Preparation of confirmation letter uponcompletion of probationary period.
HR, Finance &Immediate
Supervisor
3.2.2 Labor turn over in the DMFSS
The Human Resource/Personal Management Section is accountable in holding labor
turnover data that takes place with in a year.
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The following presentation shows the recent three years human resource turnover which
took place in the DMFSS. It illustrates the number of employees who joined the
organization and those who left due to various reasons
Disaster Management and Food Security Sector
Human Resource/ Personal Management Section
Annual Report
July 1, 2006 through June 30, 2007
Staff position
Number of staff as at 30/06/2006 883
Recruited 21
Reinstated and resumed duty 20
Employee who joined during the period 41
Total 924
Minus
Employees who formally ceased their service with in the org. 14
Employees retired, disappeared and suspended 7
Total number of staff who left during the period 21
Total number of staff as at 30/06/07 903
The total number of staff was 903 of which 500 (55.4%) were male and the remaining
403 (44.6%) were female employees.
Disaster Management and Food Security Sector
Human Resource/ Personal Management Section
Annual Report
July 1, 2007 through June 30, 2008
Staff position
Number of staff as at 30/06/2007 879
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Recruited 21
Reinstated and resumed duty 15
Employee who joined during the period 36
Total 915Minus
Employees who formally ceased their service with the org. 15
Employees retired, disappeared and suspended 6
Total number of staff who left during the period 21
Total number of staff as at 30/06/08 894
The total number of staff was 894 of which 550 (61.5 %) were male, the remaining 344
(38.4%) were female employees.
Disaster Management and Food Security Sector
Human Resource/ Personal Management Section
Annual Report
July 1, 2008 through June 30, 2009
Staff position
Number of staff as at 30/06/2009 858
Recruited 30
Reinstated and resumed duty 20
Employee who joined during the period 50
Total 908
Minus
Employees who formally ceased their service with the org. 11
Employees retired, disappeared and suspended 5
Double count in previous year 1
Total number of staff who left during the period 16
Total number of staff as at 30/06/09 892
The total number of staff was 892 of which 492 (55.2%) were male, the remaining 400
(44.8%) were female employees.
The year 2006-2007
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The number of recruited, reinstated and resumed duty during the period totaled 41 while
those who normally ceased their service with the organization, retired, disappeared and
suspended were 21.
Among the total number of staff who joined the organization during the year takes thebiggest share than those who ceased from the organization.
The year 2007-2008
The year is characterized by a decrease in the number of employees joining the
organization during the period by 5 compared to the previous year; however those
recruited in this year were equal to the year 2006-2007.
The total number of employees who ceased their service with the organization was a little
increased compared to the previous year by 1.
The year 2008-2009
This periods trend shows that the total number of employees who quit the organization
was less than the total number of employees who joined the organization during the
period.
The total effect is positive, in spite of the fact that employees who were recruited during
the year were greater by 34 compared to those who normally ceased their service with the
organization.
The total number of employees who joined the organization by the year 2006/07 and
2007/08 was less than in the year 2008/09. The trend on those years shows that there was
a decrease in the total number of employees joining the organization in year 2006-2007.
3.3. Questionnaire, data analysis and information
This questionnaire is prepared to collect information from the workers. The questionnaire
is composed of few questions to be discussed as follow.
Table 3.3.1 primary information
The following table is designed to illustrate gender, group, work experience and job title
distribution of the respondents.
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Item Number of respondents
Number Percent (%)
1. Gender
Male
Female
Total
21
25
46
46
54
100
2. Age group
45
Total
-
-
9
18
19
46
-
-
20
39
41
100
3. For how long have you served
the organization?
< one year
1-5
5-10
10-15
>15 years
Total
2
10
11
3
20
46
4
22
24
7
43
100
4. What kind of Position do you
hold currently?
Expert
OfficerSupervisor
Manager
Others
Total
25
143
1
3
46
54.4
30.46.5
2.2
6.5
100
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As we have been seen from the above table among the respondents, 46% are male and
54% are female. The total number of sample size is 46.
The age distribution on the sample size is dominated by age group found between 35-45,
which is 39% followed by >45 which accounts for 41%. The implication behind this is
that the organizations labor does not incorporate that much an active and productive
manpower. On the other hand no employee is under the age of eighteen.
No less than 43% of respondents found in the sample size have served the organizationfor more than fifteen years, while those who served in the organization 1-5 years are 22%
and 5-10years are 24%, on the other hand 7% of the respondent are 10-15 years and 4%
are less than one years.
6.5% of the respondents have both a clerk title and supervisors, whereas 30.4% are
officers. On the other hand 2.2% are manager and 54.5% are other.
Table 3.3.2 source of recruitment in DMFSS
As stated on the literature review, there are different source of recruitment. Here
respondents' answers to questions related to their employment are depicted as follows.
Item
Number of respondents
Number Percent
5. From where (internal &external) place of work were
you assigned to your current
position?
From internal
From external
Total
35
10
45
77.8
22.2
100
6. If from internal in what is the
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method
Promotion
Transfer
Demotion
Lateral Transfer
Total
16
14
4
9
43
37.2
32.5
9.3
21
100
7. What is the media chosen, ifexternally recruited is used?
TV
Newspaper
Notice board
Radio
Other
Relative
Total
10
22
10
5
3
2
52
19
42
19
10
6
4
100
The DMFSS uses both internal and external source of recruitment to fill any vacant post
available.
According to the above data on the table, the DMFSS fills most its vacant position
through internal means of recruitment which is 77.8%. Promotion is the main means of
clearing vacant posts, which accounts 37.2%. The DMFSS relies on promoting an
existing employee to the newly available position which therefore resulted in acquiring of
well experienced employees. On the other hand transfer accounts 32.5% of internal way
of recruiting, while demotions hold 9.3% and finally 21% are Lateral transfer. (From total
recruitment promotion 29%, Transfer 25.3%, Demotion 7.2%, & Local Transfer 16.2%).
Attracting externally required labor force is mainly done by using a newspaper as a
means of information that a vacant post is available. It accounts 42%. On the other hand
the organization also uses Notice board, TV, Radio and other as a means of attracting
labor force from external sources. Deriving from the above fact, using newspapers as
compared to notice boards is the major method of attracting external labor force.
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Table 3.3.3. Methods of vacancy notification
Once an organization is being established it needs to have its own policies and
procedures. Recruitment procedures dictate the ways and means by which the human
resources section performs its duties. In light of this it is important to gauge the overallperception of the staff to the whole process of recruitment including transparency and
adherence to the organizations rules and procedures.
Item
Number of respondents
Number Percent
8. Do you know that there is a procedure onRecruitment and selection in DMFSS?
Yes
No
Total
39 87
6 13
45 100
9. Is the procedure transparent?Highly
Fairly
Poor
Not transparent
Total
10 23.3
28 65.1
1 2.3
4 9.3
43 100
10.Do you believe that DMFSS strictlyfollows the recruitment and selection
procedure? If no, what impact does it have
on the organizations overall performance
Yes 39 93
No 13 7
Total 42 100
11.What kind of notification does theDMFSS use for internal recruitment?
Circular 12 25
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Item
Number of respondents
Number Percent
Notice board 33 69
e-mail - -
Other 3 6
Total 48 100
12.Does the DMFSS produce internalvacancy notification timely and
conveniently for every employee?
Yes 33 77
No 10 23Total 43 100
13.Do you agree with the way of notificationfor internal vacancy?
Strong agree 8 18
Agree 28 62.2
Neutral 6 13.3
Disagree 2 4.4
Strongly disagree 1 2
Total 45 100
14.Do you agree adequate training andorientation is given before new recruits
join the DMFSS?
Strong agree 7 16
Agree 25 55
Neutral 7 16
Disagree 5 11
Strongly disagree 1 2
Total 45 100
Those who are recruited internally answered the item indicated on the above table (i.e.
table 3.3). As stated above 87% of the respondents know that DMFSS has a procedure for
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recruitment and selection. On the other hand 13% of them do not know whether the
DMFSS has a recruitment and selection procedure.
23.3% of the respondents said that procedure is highly transparent while 65.1% replied it
is fairly transparent. On the other hand 2.3% and 9.3% of respondents said that the
procedure is poorly transparent and not transparent respectively.
In an open ended question, 93% of the respondents said DMFSS strictly follows the
requirement and selection procedure whereas 7% of them deny that it strictly follows the
procedure.
Those respondents who said that no were asked about the impact of BPR procedure on
the overall performance of the DMFSS some of them pointed the impact that:
Because of the application of BPR guideline was not clear in the organization forall staffs, so there will be employee dissatisfaction, poor output, and increase in
employee turn over and decreased work efficiency.
It will have negative impact & Dissatisfaction It will create reduction of performance among the staff.
For internal requirement the DMFSS uses Notice board as a main tool of attractingprospective employees. 69% of the respondents claim the organization uses this type of
media in internal requirement. On the other hand 25% of the respondents said that the
organization uses circular & 6% are uses other media other than stated. In relation to the
above fact many of the respondents stated that the organization produces internal vacancy
notification timely and conveniently. The holders of this view account 77% whereas the
other 23% deny that the organization does produce the notification on timely and
convenient basis. Consequently, significant numbers of the staff fail notice that release of
new posts due to the inconvenience and un timeliness of the announce.
On the contrary more than 80% of the respondents have expressed their agreement with
the way of notification that means using notice board is the common way of notifying
vacant posts. There are also some respondents who were strongly agree & neutral that
accounts to 18% &13.3% respectively.
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The organizations position in the delivery of adequate training and orientation about the
newly acquired poison to new entrants is supported by more than 70%. Therefore, the
DMFSS should maintain and sustain such practice.
Table 3.3.4. Criterion abut selection process
Item Number of respondents
Number Percent
15.Do you agree with their selection criteria ormethod of selection?
Strong agree 6 13.6
Agree 32 72.7
Neutral 4 9
Disagree 2 4.5
Strongly disagree - -
Total 44 100
16.Do you think pertinent bodies participateduring selection process?
Yes 29 64.4
No 1 2.2
I have no idea 15 33.3
Total 45 100
17.Have you filled blank application form?Yes 21 49
No 22 51
Total 43 100
18. Have you been provided with test?
Yes 26 58
No 19 42
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Total 45 100
19.The test was fairly related to the vacancy?Strong agree 3 8
Agree 27 71
Neutral 4 10
Disagree 3 8
Strongly disagree 1 3
Total 38 100
20.Have you been interviewed during theselection process?
Yes 17 42.5No 23 57.5
Total 40 100
Concerning the selection criteria depicted, above 72.7% was agreed and 13.6% was
strongly agree, while 9% remained silent. On the contrary 4.5% were disagreeing. This
would have a positive impact on getting experienced staff for the vacant position.
In relation to selection many of the respondents said yes in pertinent bodies participate
doing selection process, they account 64.4% while the other 2.2% said No and the other
33.3% do not have any idea. This would have a positive impact on assigning of
employees to the position which he/she can do better.
Due to the fact that 42% did not take the tests. However, those who took the test 58%, of
which 79% of the examined have expressed the test were fairly related to the vacancy
though it is not affirmed by all of the respondents. Some of them (not more than 11%)
responded disagree and strongly disagree about the relation. The rest 10% remained
neutral.
During the selection process 57.5% are not interviewed but the rest 42.5% are
interviewed during the selection process.
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The last item is final observation about Recruitment and Selection procedure. Some of
the respondents stated their feeling while they were interviewed as illustrated below.
The Recruitment and Selection procedure should be further transparent for theworkers to increase their trust on the institution. However they follow the previousprocedure but in the future selection procedure should be based on there:-
- Work experience- Educational level /Qualification- Efficiency- Motivation- Training &- The individual mission, vision and future objective should be considered.
For newly employed it is through vacancy announcement but due to BPR forinternal workers the criteria and procedure was at the hands of unknown
committee.
In my opinion, our organization has been introducing the new BPR System. Bynow we didnt know how to Recruitment and Selection procedure implemented. In
the future, it creates un procedure recruitment and selection management system.
What I observed, the system is not transparent. Now I have no information about the newly organized selection committee work,
it is biased so the employee was dissatisfied by working environment.
As government structure, the selection and recruitment procedure is based on therule and regulation of civil service Agency. Any pertinent change in the CPA will
make change to the government offices. It is true that, the process is decentralized,
but still refers to the rule that has not been changed for number of years. As we
applied the Business Process Reengineering, Personnel Management is tried by a
specialized department still following the CPA rules. The general observation I
have is every government structure should have its own guidelines in the area of
human resource management taking own context. The nature of management may
vary from one to the other. The organization may differ and for this special
arrangement must be worked out. This should be given as a mandates to the specific
ministries. The same applies to the DMFSS.
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I think the work is done by the experienced staffs and I hope they are moretransparent from my experience. Secondly they are accountable, fair, equitable and
inclusive. From my Recruitment point of view only to be frank, for others how they
did it I have no information.
CHAPTER FOUR
SUMMARY, CONCLUSION AND RECOMMENDATIONS
4.1. Summary of Findings
Different authors have defined recruitment and selection at different times.
Recruitment is the first process to get the needed manpower followed by selection.
Organizations can achieve their goals if the required amount and type of employees aremade available to them.
There are two main sources of recruitment: internal and external. Internal source
of recruitment is a means of getting or recruiting the work force from the existing staff of
the organization, whereas external source of recruitment focuses on finding prospective
fresh and experienced personnel outside a particular organization.
An over all assessment of the processes of recruitment and selection of DMFSShas been carried out so far. In the discussion and analysis part different views have been
forwarded by the employees.
Each employee from the sample gave their own personal view, which is related with the
recruitment and selection process. Some of the respondents have expressed their view
optimistically. On the other hand the other respondents mentioned those problems which
have to get a solution for the development and wellbeing of the organization.
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4.2. Conclusions
The following conclusions are drawn from the analysis and findings of
the study
The DMFSS has recruitment procedure which was formulatedin / But this is not updated now. Currently the
DMFSS does not have updated articulated policies and
procedures regarding recruitment and selection. Due to this it
follows a lengthy decision making process in recruitment and
selection.
Sufficient training and orientation to those recruited internallywill make the employees to perform the given new job in a
proper and right manner
Since interview committee incorporate appropriate andpertinent bodies. It facilitates the decision makers for exploiting
the valuable advice and support of other parties.
Deviation from recruitment plan to fill the gap created bypromoted staff and not strictly following the recruitment and
selection procedure have created a significant grievance on the
existing employees.
Due to failure to assign or put personnel to the place especiallyduring application of BPR, where they deserve or where they
can give better service, the organization can not benefit from the
skilled, knowledge full and experienced employees. This brings
about dissatisfaction and an increase in labor turn over. It ismainly due to :-
- The BPR system was not transparent and BPR committees
do not officially announces their work for the staff.
- Hidden work of BPR committee
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Top management do not participate for on the process of successfull candidate employee selection and approval with administrative
committees.
As we have seen from the table 01 the organization of manpowermore likely does not incorporate an active and production
manpower.
Some of the staffs give there suggestion on the recruitment andselection process is very lightly but it is likely transparent.
Substitution of staff for the resigned employee takes very long time,due to this some of the staff complain for the overburden (extra)
work. After the application of BPR the organization has got a shortage of
manpower so the employee can not use their annual leave
appropriately.
4.3 Recommendation
Human resource planning is the prerequisite for other humanresource activities. The personnel planning department of DMFSSshould make in-depth analysis on the elements of human
resource planning which include workforce analysis, human
resource inventory, human resource forecast, labor market
assessment and projection of recruitment needs that are road
map for implementation of selection and recruiting function.
Revising and articulating clearly the recruitment policy andprocedure in light of the DMFSS'S human resource strategy,
Moreover recruitment should be based on the approved
recruitment plan and decision of the executive top management.
The DMFSS'S should avoid unnecessary long waits and lengthydecision making by formulating detailed procedure to the method
of recruitment and selection step rather than depending on habit.
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To prevent employment turnover rate the DMFSS shall recruitand select based on the actual manpower need for each
department by gathering data and make detail study on the
highly burden staff. This will prevent the staff from grievance,
dissatisfaction, and turnover rate in the organization.
The organization shall participate the active and productivemanpower for efficient service.
The application of BPR shall be revised as per he actual conditionof the DMFSS. b/c many staffs fired and reduced from the
organization through application of BPR.
The benefit of the staff (like annual leave, field work & etc) shallbe seen in detail by the HR and representative department
appropriately.
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