Research Paper CHAPTERS 1-5 Edited

Recruitment and Selection 1
Chapter 1
Introduction
Background of the Study
Having qualified and capable workforce is a foremost
in every business for they will be the foundation and key
in meeting organization's objectives. Organization and
businesses that desire to provide a quality product,
service and remain competitive in their respective
industries must have skilled workforce in order to achieve
their goals. That is why every business organizations
necessitates personnel planning as one of the most vital
activity in business operation and make an essential
ingredient for the success of any organization in the long
run.
There are number of techniques that need to be
followed by every organization that guarantees to possess
the right number and type of people, at the right time and
the right place, so as to enable the business to achieve
its planned objectives. Process of hiring employees varies
from organization to organization, job to job, and place to
place, some of the process includes screening applicants
and resume, testing and reviewing work samples,

interviewing, checking reference and background.
Organizations use this process to increase the likelihood
of hiring individual who possess the right skills and
abilities to be successful at their jobs (Walker, 2001).
The role of recruitment and selection is to put in
order preparations for potential long term employment
requirements as well as deal with day-by-day activities and
employment vacancies all as part of human resource strategy
(Kramar, 1992). It is also a critical objective of all
businesses to ensure that the people who are employed
through the recruitment ad selection process are the right
people for the job. According to Dessler (2003), there has
been a significant amount of research examining what skills
and qualifications employers value most in job applicants.
Qualifications, work experience and communication or
interpersonal skills are the most frequently identified
qualities for employments. Work experience and
qualifications are measures of competence in relation to
applicant's technical skills, whereas the concept of
communication skills appears to be a generic term in
incorporating many different specific skills. People are
individuals who bring their own perspectives, values and
attribute to organizational life and when managed

effectively, these human traits can bring considerable
benefits to organization. Effective employees can make
effective business, this is why it is important to choose
capable workers to do their personal tasks and also to meet
the demands and pressure in the workplace.
As we move through the 21st century where
globalization workforce is the basis of competition we find
that the principle of human resource planning and
development are the prime importance. The success of
organization is directly linked to the performance of those
who work for that business. Underachievement can be the
result of failure in workplace. Because having wrong people
or failing to anticipate fluctuations in having needs can
be costly, it is important that conscious efforts are put
into human resource planning (Beles et al, 1980). In
addition, the effectiveness of an organization's selection
system influence bottom-line business outcomes, such as
productivity and financial performance. It is vital that
organizations select people with the quality essential for
continued success in this competitive global village of
today.
In line with the hiring process, business should have
their ways and strategies on how to effectively evaluate

and recognize capable people to be an asset for their
business.
Statement of the Problem
In this study, we will acquire information about the
practices of hiring used by businesses in Tigbauan and the
qualifications as well as the rules and policies they are
imposing to their applicants and employees.
This research will therefore seek the ways and
strategies used by store businesses in Tigbauan in
recruitment and selection. In doing so, we will identify
the different processes used by different store businesses
in hiring their employees and personnel. Specifically the
following questions will be answered:
1. What are the recruitment and selection processes in
terms of referrals, advertisement, head hunting, walk in/
direct applicants and requirements for recruitment when
taken as a whole group and when classified as to type of
business, number of years in business and size of business?
2. Are there significant differences in the
recruitment and selection processes in terms of referrals,
advertisement, head hunting, walk in/ direct applicants and

requirements for recruitment when taken as a whole group
and when classified as to type of business, number of years
in business and size of business?
3. What are the performances of employees when taken
as a whole group and when classified as to type of
performances of employees when classified as to type of
5. Is there a significant relationship between
recruitment and selection processes and performance of
employees of human resource management in the business?
Hypotheses
Based on the problems stated, the following
alternative hypotheses were crafted.
1. There are significant differences in the
requirements for recruitment when classified as to type of
business, number of years in business and size of business.

2. There are significant differences in the
performance of employees when taken as a whole group and
when classified as to type of business, number of years in
business and size of business.
3. There is significant relationship between
recruitment and selectionprocesses and performance of
employees of human resource management in the business.
Significance of the Study
Businessmen. They can acquire information about the
strategies of recruitment and selection process which they
can use for effective hiring of prospect employees for
their business. This can assess whether or not these
businesses has adopted the best possible process and
consider idea of improvement in their recruitment and
selection practices to build productive team and employees.
Job Applicants. It will inform potential applicants on
the process of recruitment and selection and make them
aware of the requirements needed to employ on a job.
Because of this study, they will have knowledge necessary
to apply for a job.

Employees. This can also be helpful for the employees;
for they will be able to be trained and chosen first before
they can be employed on any position or work. Their
capacities as a worker can be measured so that they will
not be placed on the work they were no capable on doing but
to know the kind of work which levels their skills and
capabilities.
Future Researchers. This study will serve as a spring
board to those who want to delve into the process of
recruitment and selection. This will give fore knowledge to
those who want to acquire information underlying human
resource planning and development.
Scope and Limitations of the Study
This study was delimited to investigate hiring process
practiced by the businesses in Tigbauan. The respondents
can be the person in charge in hiring process (as possible)
or the staff/employee in the business to provide essential
information about the research topic specifically in
recruitment and selection process. It is further delimited
to the businesses located in Tigbauan with a sample size of
10 store businesses.
The availability of the authorized person for the
interview will be considered to make the information
credible and correct. The time and venue will depend on the
availability and consideration of the responder.
In the course of the information gathering, interviews
based on the questionnaire will be the primary source of
information and electronic recorder will be used for the
validity of the information. Secondary data was sourced
through search engine internet was used.
The validity and reliability of the gained
informational are crucial for the research purposes. Hence,
the researcher is aware of the limitations of the
methodology and will guarantee that all the necessary
information will be used for the research purpose only. The
researcher intends to ensure that the questionnaire will be
anonymous and it not have an impact on the working
conditions of the employees who willingly agreed to
participate.
Definition of Terms
Basis. The bottom of something considered as its
foundation something on which something else is established
or based. (Merriam Webster, 2017)
In this study, “basis” is a term used to define the
foundation of hiring process, this is used to the
recruitment and selection as the basis of hiring employees
in business in Tigbauan. It explained how the human
resource management employees to make sure they are
qualified enough for the given position.
Employees. An individual who works part-time or full
time under a contract of employment, either oral or
written, express or implied and has recognized rights and
duties. They’re also called worker. (Business Dictionary,
2017)
In this study, they are referred as individuals who
dedicated their time, effort and knowledge for the success
of the business they belong to. They are the heart of every
business, for without them it can’t be able to operate.

Hiring. It is the act of starting to employ someone.
(Cambridge Dictionary, 2017).The act of giving someone a
job. (Business Dictionary, 2017)
In this study “hiring” is used as the process of how
the businesses establish their workforce. Hiring is
described as the method of getting employees from
attracting applicants to choosing employees among them.
This is done by the human resource manager or the owner
itself. This study, therefore include how the hiring
process is done by the business through the strategies
recruitment and selection.
Recruitment. Process of attracting prospective
employers and simulating them for applying job in an
ongoing action process of hiring the right hands of
candidate on the right job (Merriam Webster, 2017)
In this study, it referred to the recruitment process
or how businesses in Tigbauan entice prospect employees and
discover potential candidate or actual anticipated
organizational vacancies through this large number of
qualified applicants will be attracted to take the job if
it is offered. It should also provide information so that

unqualified applicants can self-select themselves out of
candidacy.
Selection. It is the process of picking individuals
who have relevant qualification to fill jobs in an
organization. (Merriam Webster, 2017)
In this study, it referred to the process of selection
in choosing qualified employees for the job. This is done
after the recruitment process. While the caliber of
candidate is determine by the value of the recruitment
process, the selection decision remains a difficult one.
This is made by the business organization.
Theoretical Framework
“People and their collective skills, abilities and
experience, coupled with their ability to deploy these in
the interests of the employing organization, are now
recognized as making a significant contribution to
organizational success and also constituting a significant
source of competitive advantage”. (Armstrong & Baron 2002;
cf. Armstrong, 2006).
This is the premise in the human capital theory. It
underlines that people possess innate abilities, behavior
and personal energy and these elements make up the human
capital they bring to their work, (Davenport 1999; cf.

Armstrong, 2006). It is indeed the knowledge, skills and
abilities of individuals that create value. That is why the
focus has to be on the means of attracting, retaining and
developing the human capital.
Armstrong (2009) explains that, individuals generate,
retain and use knowledge and skill (human capital) and
create intellectual capital. Their knowledge is further
enhanced by the interactions between them (social capital)
and generates the institutionalized knowledge which
organizations possess (organizational capital). Davenport
(1999) comments that: People possess innate abilities,
behaviors’ and personal energy and these elements make up
the human capital they bring to their work. Work is a two-
way exchange of value, not a one-way exploitation of an
asset by its owner. It is indeed the knowledge, skills and
abilities of individuals that create value, which is why
the focus has to be on means of attracting, retaining,
developing and maintaining the human capital they
represent, (Armstrong, 2009). The human capital theory
considers people as assets and stresses that the investment
in people by organizations will bring worthwhile returns.
Armstrong points out clearly that the human capital theory

is closely linked to the Resource Based View (RBV) of firms
by Barney (1991).
Conceptual Framework
Recruitment is the first stage of hiring process; it
is done to gather applicants to apply for a position in the
business or company. There are two main sources of
recruitment; external and internal sources. External
recruitment involves getting new applicants from outside of
the company. The source in this recruitment includes
advertisements, referrals, employment agencies, walk in
applicants, job fairs etc. While internal recruitment only
involves within the organization, retaining current
employees in the business and company. It may be done
through promotions, job transfer and job posting.
Selection process is a crucial part in hiring for it
follows recruitment process to fish out qualified employees
who possess qualified skills and abilities to employ in the
business.Selection process involves initial screenings,
interviews, reference check and lastly job offer.
Recruitment and selection are the basis in hiring employees
for these activities lead to help the company or business
acquires the necessary information to choose their future
employees. Therefore it determines the destiny of the

organization. In order for the hiring process to be
successful it should be guided by organization’s
strategies, missions and objectives to avoid appointing
candidates with skills irrelevant for the attainment of the
company’s objectives. However, the success of human
resource department is measured on their hiring strategies
and performance of competent employees.

Schematic Diagram
Independent Variables Dependent Variable
1. Type of Business
a) Service
b) Merchandising
2. Years in Business
a) Short (1-10
years)
b) Long (11 years
and above)
3. Size of Business
a) Small (1-5
employees)
b) Big (6 employees
and above)
Performance of
Employees
Recruitment and
Selection Process
Chapter 2
Review of Related Literature and Studies
Edwin Flippo (1997) defines recruitment and selection
process as "a process of searching for prospective
employees and stimulating and encouraging them to apply for
jobs in an organization."
In simpler terms, recruitment and selection are
concurrent processes and are void without each other. They
significantly differ from each other and are essential
constituents of the organization. It helps in discovering
the potential and capabilities of applicants for expected
or actual organizational vacancies. It is a link between
the jobs and those seeking jobs.
According to Price (2007), in his work Human Resource
Management in a Business Context formally defines
recruitment and selection as the process of retrieving and
attracting able applications for the purpose of employment.
He states that the process of recruitment is not a simple
selection process, while it needs management decision
making and broad planning in order to appoint the most
appropriate manpower. There existing competition among
business enterprises for recruiting the most potential
workers in on the pathway towards creating innovations,

with management decision making and employers attempting to
hire only the best applicants who would be the best fit for
the corporate culture and ethics specific to the company
(Price, 2007). This would reflect the fact that the
management would particularly shortlist able candidates who
are well equipped with the requirements of the position
they are applying for, including team work. Since
possessing qualities of being a team player would be
essential in any management position.
Hiltrop (1996) was successful in demonstrating the
relationship between the HRM practices, HRM-organizational
strategies as well as organizational performance. He
conducted his research on HR manager and company officials
of 319 companies in Europe regarding HR practices and
policies of their respective companies and discovered that
employment security, training and development programs,
recruitment and selection, teamwork, employee
participation, and lastly, personnel planning are the most
essential practices (Hiltrop, 1999). As a matter of fact,
the primary role of HR is to develop, control, manage,
incite, and achieve the commitment of the employees. The
findings of Hiltrop's (1996) work also showed that
selectively hiring has a positive impact on organizational

performance, and in turn provides a substantial practical
insight for executives and officials involved.
Furthermore, staffing and selection remains to be an
area of substantial interest. With recruitment and
selection techniques for efficient hiring decisions, high
performing companies are most likely to spend more time in
giving training particularly on communication and team-work
skills (Hiltrop, 1999). Moreover the finding that there is
a positive connection existing between firm performances
and training is coherent with the human capital standpoint.
Hence, Hiltrop (1996) suggests the managers need to develop
HR practices that are more focused on training in order to
achieve competitive benefits.
As discussed by Jackson et al. (2009), human resource
management approaches in any business organization are
developed to meet corporate objectives and materialization
of strategic plans via training and development of
personnel to attain the ultimate goal of improving
organizational performance as well as profits. The nature
of recruitment and selection for a company that is pursuing
HRM approach is influenced by the state of the labor market
and their strength within it.

Work of Bratton & Gold (1999) suggest that
organizations are now developing models of the kind of
employees they desire to recruit, and to recognize how far
applicants correspond to their models by means of reliable
and valid techniques of selection.
Boxall, Purcell and Wright, (2007) highlight five
different questions an organization has to answer to have
an effective recruitment strategy in order to pursue its
survival and success. Those questions are “Whom to
recruit?”, “Where to recruit?”, “What recruitment sources
to use?”, “When to recruit?” and “What message to
communicate?”. The essence is to understand whether such
policies are applied appropriately in the way they have
been designed. Boxall and Purcell (2008) present the best
fit and best practice approaches as a two way process to be
used by firms in order to connect their human resource
strategy with their business strategy.
Need of the Recruitment and Selection Process
Dessler, (2000) found in his study that the
Recruitment and selection forms a core part of the central
activities underlying human resource management: namely,
the acquisition, development and reward of the workers. It
frequently forms an important part of the work of human

resource managers – or designated specialists within work
organizations. Recruitment and selection had the capacity
to form a key part of the process of managing and leading
people as a routine part of organizational life, it is
suggested here that recruitment and selection has become
ever more important as organizations increasingly regard
their workforce as a source of competitive advantage.
Concept of Recruitment
Barber (1998) defines Employee recruitment as
“practices and activities carried on by an organization for
the purpose of identifying and attracting potential
employees”. Many large corporations have employee
recruitment plans that are designed to attract potential
employees that are not only capable of filling vacant
positions but also add to the organization’s culture.
The Selection Decision
Gould, (1984) argues that most mistakes are caused by
the fact that managers generally give little thought to the
critical nature of the decisions. Employers are surprised
and disappointed when an appointment fails, and often the
person appointed is blamed rather than recognizing the
weaknesses in the process and methodology, even the

soundest of techniques and best practice (in selection)
contain scope for error. The degree to which a selection
technique is perceived as effective and perhaps
sophisticated is determined by its reliability and
validity.
Chapter 3
Research Methodology
Research Design
The study used the descriptive-correlational research
design to gather data about the information in the process
of recruitment and selection and how this affects the
performance of the employees in the business. The
descriptive design also known as the statistical research
aims to describe the characteristics of data and phenomenon
being studied, this is to depict the nature of the
recruitment and selection process of the businesses in the
Municipality of Tigbauan through survey questionnaires. The
descriptive design often aims to describe the population
and phenomenon and researchers may follow up with
examination of why the observation exists and what
implications of the findings are. Furthermore,
correlational research design is necessary for it concludes
the relationship of the factors and variables in the study.
This will be used to conclude the effect of recruitment and
selection method to the performance of employees in the
business.
Respondents of the Study
The respondents of the study will serve as the sample
of the entire business population in the Municipality of
Tigbauan. The selection of 30 participants in this study
was done through standardized randomization process. These
respondents were composed of business owners and staffs or
managers who are capable of answering the queries regarding
the hiring process of the business. They were composed of
12 business owners and 18 staffs or managers who served as
respondents in this study.
Table 1 presents the data.
Table 1
Distribution of the respondent’s position in the business
when taken as a whole group
Position N Percent, %
Business Owner 12 40
Manager/staff 18 60
Total 30 100
As to the years of business, this was classified as
short (1-10 years) and long (11 years and above): 21 or 70%
of the business has a short business operation and 9 or 30%
has a long business operation.
As to the size of business, this was classified based
on the number of employees working in the business by few
(1-5 employees) and many (6 employees and above): 19 or 63%
of the business has a few employees and 11 or 37% of the
business has many employees hired.
As to the type of business, this was classified as
service and merchandising: 11 or 37% of the business is
service and 19 or 63% of the business engages in
merchandising.
Table 2 presents the data.

Table 2
Distribution of the business when classified according to
years of business, number of employees in the business and
type of business
Variables N Percent, %
Years of Business
Long (11 years and above) 9 30
Short (1-10 years) 21 70
Number of Employees
Few (1-5 employees) 19 63
Many (6 and above) 11 37
Type of Business
Service 11 37
Merchandising 19 63
Research Instruments
For this study, the survey-questionnaire instruments
were used to achieve the main objective of the study. A
self-administered questionnaire was distributed to the

selected businesses. The questionnaire is given to the
manager or owner of every business about the method of
recruitment and selection of employees and their
performance based on the point of view of their
supervisors. It is divided into two parts. The first part
of the research instrument gathered data about the personal
background of the respondents and business such as the name
of business, address, name of interviewee
(optional),position in the business, number of years of the
business, number of employees working in the business and
type of business,.
The second part was the questionnaire proper on
recruitment and selection process. It had two areas: Areas
1 and 2. Area 1 is divided into two subparts A and B.
Subpart A was on how to recruit and select an employee with
13 questions. The responses were "Always" means at all
times or on all occasions; "Sometimes" means occasionally,
rather than all the time;
"Never" means not at all or not ever. Respective numerical
weights were assigned for statistical analysis.
Subpart B was about what the requirements needed for
recruitment of the employee with 12 questions with the same

responses. Respective numerical weight was assigned for
statistical analysis.
Area 2 gathered data about the evaluation of
performance of employees based on the outlook of their
supervisors the business owner or the manager of the
business. The response were “Do Not Agree” means that they
are completely against on the idea, “Slightly Agree” means
that they agree a little on the statement, “Agree” means
that they accept the idea, and “Strongly Agree” means that
they completely and firmly agree on the statement.
Validity of the Instrument
The questionnaire will be subjected to content
validation by a panel of experts. They were Benedict S.
Santos, Professor, Graduate School, University of the
Philippines, Alicia R. Ponce, Professor, Graduate School
University of the Philippines, Ildefonso E. Reyes, Officer-
in-charge, Graduate School, University of the Philippines
and Julieta N. Garcia, Professor, Graduate School,
University of the Philippines. They were considered experts
in the field of statistics and research studies, test
construction and measurement and instrumentation. These
panels of experts were provided the criteria for validating

the questionnaire. The Eight- Point Criteria by Good and
Scates will be used in the content validation of the
questionnaire.
These experts’ suggestions and recommendation will be
strictly deliberated and integrated in the final draft to
precisely implement all suggestions and recommendations to
make the questionnaire valid. After all the Criteria were
positively responded by the panel of experts, the
questionnaire will be tested for reliability.
The purpose of the validity test is to identify
whether the instrument was capable to measure what it
intended to measure and to select good and poor items
qualitatively.
Data Gathering Procedures
In gathering data for the study, the researchers used
researcher-made questionnaire on recruitment and selection
and performance evaluation of employees. The questionnaires
were designed to accumulate desired information from the
respondents on how the businesses perform their recruitment
and selection and what are their viewpoints regarding the
performance of their employees. The questionnaires used
were validated and approved and noted by the research-

adviser. It was personally distributed by the researchers
to the qualified respondents. The researchers were also the
one who administered and gathered the questionnaires during
the month of September-October. The data gathered from the
respondents were tallied, encoded, processed and analyzed
using the Statistical Package for the Social Sciences
(SPSS) software. The results were analyzed and interpreted
with utmost confidentiality by the researchers.
Statistical Tools
For the data analysis, the researchers used frequency
count, percentage, mean and standard deviation for the
descriptive statistics. For the inferential statistics, the
researchers used t-test, One Way Analysis of Variance
(ANOVA) and Pearson’s Product-Moment Coefficient of
Correlation. All inferential questions were tested at 0.05
alpha level of significance.
Descriptive Statistics
Frequency Count. Frequency count was used to determine
the distribution of respondents as business owners/managers
in the public market in the Municipality of Tigbauan also
when they were classified according to variables and their

responses on the items in recruitment and selection and
performance evaluation questionnaires.
Percentage. Percentage was used to measure the ratio
of respondents by each variable to the total numbers of
respondents and also their response on every item of the
questionnaire to the total number of questions.
Mean. Mean was used to measure the arithmetic average
of the observations to describe a sample in the recruitment
and selection process of businesses.
Standard Deviation.Standard Deviation was used to
calculate quantity to indicate the extent of deviation for
a group as a whole.
Inferential Statistics
t-Test.t-test was used to determine whether the mean
difference between two sets of observation is zero (0), it
was used to analyze the difference of the performance of
the employees based on the hiring process used by the
business.
One Way Analysis of Variance(ANOVA).ANOVA was used to
identify whether there are statistically significant

differences between the means of two or more independent
unrelated variables.
Pearson’s Product-Moment Coefficient of Correlation.
Pearson r was used to measure the strength of association
between two variables, in this case are the hiring process
and performance of employees.

Chapter 4
Data Presentation, Interpretation and Analysis
This chapter presents the descriptive and inferential
analysis of the data to determine the recruitment and
selection as basis in hiring employees and evaluation of
employee performance of the businesses in the municipality
of Tigbauan.
Specifically, this study answered the following
questions:
1. What are the recruitment and selection processes in
terms of referrals, advertisement, head hunting, walk in/
direct applicants and requirements for recruitment when
taken as a whole group and when classified as to type of
requirements for recruitment when taken as a whole group
and when classified as to type of business, number of years
in business and size of business?

3. What are the performances of employees when taken
as a whole group and when classified as to type of
performances of employees when classified as to type of
5. Is there a significant relationship between
employees of human resource management in the business?
Recruitment and Selection Processes Used by the Businesses
When Taken As a Whole Group
When the business were taken as a whole group in the
area of referrals, the results were Sometimes Observed with
a Mean=1.8222 and SD=0.53164. This means that the referrals
as hiring process are likely to be practiced sometimes in
the business. The businesses sometimes hire employees as
they were referred by the other employees or by the owner’s
acquaintances.
area of advertisement, the results were Sometimes Observed
with the Mean=1.933333 and SD=0.76143. This concludes that

advertisement is used in hiring process seldom in the
business to attract employees. The businesses sometimes
attract employees by posting fliers and wanted notes.
area of head hunting, the result were Sometimes Observed
with the Mean=1.9222 and SD=0.5654. This states that the
businesses practice head hunting in the hiring process
rarely, as they appoint their prospect employees to work on
their businesses.
area of walk-in/direct applicant, the result were Sometimes
Observed with the Mean=2.0222 and SD=0.6865. This implies
that businesses frequently hire employees through walk-
in/direct applicants. Mostly they hire employees who
directly apply to work in the business.
The data implies that most businesses in public market
of Tigbauan acquire employees through referrals.
Table 3 shows the data.

Table 3
Recruitment and Selection Processes Used by the Businesses
When Taken As a Whole Group
Types of Recruitment Mean SD Description
and Selection
A. Referrals 1.8222 0.53164 Sometimes
Observed
B. Advertisement 1.9333 0.76143 Sometimes
Observed
C. Head Hunting 1.9222 0.56544 Sometimes
Observed
D. Walk in\ 2.0222 0.68659 Sometimes
Direct Applicant Observed
Legend:
Scale Description
2.31-3.00 Least Observed
1.61-2.30 Sometimes Observed
1.00-1.60 Always Observed
Requirements for Recruitment Process Used by the Businesses
When Taken As a Whole
When the business were taken as a whole in the area of
the requirements needed in recruitment, the result of
Always Observed are personal interview with the Mean=1.1667
and SD=0.4611, and resume with the Mean=1.4667 and

SD=0.6288. It shows that the business most likely requires
resume from the applicants to get their personal
information and background and also do personal interviews
to the applicants to know and check whether they are
capable in working in their business. The requirements such
as the application form or letter with the Mean=1.9333 and
SD=0.7849 legal documents or clearances with the
Mean=1.8667 and SD=0.8193 and medical examination with the
Mean=1.9667 and SD=0.9279 were Sometimes Observed in the
recruitment process of the business. This means that
businesses do not often use these requirements in their
hiring process to accept employees because these
requirements are harder to work on and requires time. It is
Least Observed that the business uses written test with the
Mean=2.5 and SD=0.7768 and aptitude test with the Mean=2.5
and SD=0.7768. This implies that businesses do not likely
require these tests to employ people in their businesses
because these requirements are not necessary in their
hiring process.

Table 4
Requirements for Recruitment Process Used by the Businesses
Requirements for Mean SD Description
Recruitment
A. Resume 1.4667 0.6288 Always Observed
B. Application Form 1.9333 0.7849 Sometimes Observed
or Letter
C. Legal Documents 1.8667 0.8193 Sometimes Observed
or Clearances
D. Written Test 2.5 0.7768 Least Observed
E. Aptitude Test 2.5 0.7768 Least Observed
F. Medical 1.9667 0.9279 Sometimes Observed
Examination
G. Personal 1.1667 0.4611 Always Observed
Interview
Legend:
Scale Description
Verifications in Selection Process Used by the Businesses
When the business were taken as a whole in the area of the
verifications needed in recruitment, the results of all the
verifications in selection process such as educational
qualifications with the Mean=1.533333333 and SD=0.5074,
legal background check with the Mean=1.5 and SD=0.6297,
professional background check with the Mean=1.6667 and
SD=0.4794, reference check with the Mean= 1.5 and
SD=0.5723 and family background check with the Mean=1.5667
and SD=0.5683 were sometimes observed. This depicts that
businesses commonly prefer to verify in selecting their
employees infrequently. The need for verification depends
on how they recruit their employees whether they already
know the employee’s background, in that case they don’t
need to verify them anymore. Businesses only need
verification if the applicant is recruited through
advertisement and walk in/direct application.

Table 5
Verifications in Selection Process Used by the Businesses
Verifications in Mean SD Description
Selection Process
A. Educational 1.5333 0.5074 Sometimes
Qualifications Observed
B. Legal Background 1.5 0.6297 Sometimes
Check Observed
C. Professional 1.6667 0.4794 Sometimes
Background Check Observed
D. Reference Check 1.5 0.5723 Sometimes
Observed
E. Family Background 1.5667 0.5683 Sometimes
Check Observed
Legend:
Scale Description
Recruitment and Selection Processes in Terms of Referrals
When Taken as a Whole Group and When Classified as to
Number of Years in Business, Size of Business and Type of
Business
The result of the recruitment and selection process
identified by the businesses in the public market in the
municipality of Tigbauan in the area of referrals as to
categories of selected variables such as years of business,
number of employees and type of business are as follows:
As to the number of years of business, the short
(Mean=1.82, SD=0.5923) and long (Mean=1.833, SD=0.9043)
businesses both resultsas sometimes observed.The values of
their means are almost the same that proves that both of
them seldom use referrals as part of their recruitment
process.
As to the number of employees of business, the few
(Mean=1.7666, SD=0.5663) and many (Mean=1.9333, SD=0.4213)
years in business has the same result of sometimes observed
in the referrals and businesses with few number of
employees has the lower value that means the business with
fewer employees uses referrals more than the business with
many employees. It is because a small business doesn’t give

more priority in choosing employees and just accepts
referred employees to work in their business.
As to the type of business, the service (Mean=1.82,
SD=0.5803) and merchandising (Mean=1.8233, SD=0.503) got
the result of both sometimes observed in referrals on their
recruitment practices and implies that service and
merchandising businesses seldom accepts referred employees
to be part of their team.

Table 6
Recruitment and Selection Processes in Terms of Referrals
When Taken as a Whole Group and When Classified as to
Number of Years in Business, Size of Business and Type of
Business
Variables Mean SD Description
Whole Group 1.8222 0.5316 Sometimes Observed
Years of Business
Short 1.82 0.5923 Sometimes Observed
Long 1.833 0.9043 Sometimes Observed
Number of Employees
Few 1.7666 0.5663 Sometimes Observed
Many 1.9333 0.4213 Sometimes Observed
Type of Business
Service 1.82 0.5803 Sometimes Observed
Merchandising 1.8233 0.503 Sometimes Observed
Legend:
Scale Description
Recruitment and Selection Processes in Terms of
Advertisement When Taken as a Whole Group and When
Classified as to Number of Years in Business, Size of
Business and Type of Business
municipality of Tigbauan in the area of advertisement as to
businesses both resultsas sometimes observed. The mean of
the short years of business has the lower value than the
long years and it explains that short businesses uses
advertisement more frequent in the recruitment process.It
is likely because newer business still needs to advertise
more to attract employees compare to long run business that
has already regular and trusted employees and has more
improved hiring process.
As to the number of employees in the business, the few
employees in business has the same result of sometimes

observed in the advertisement. The mean of many employees
has a lower value which means it uses advertisement more
constantly. This implies that bigger business with many
employees is more capable in doing advertisement in their
recruitment process than small business.
SD=0.7086) and merchandising (Mean=2.01666, SD=0.804) got
the result of both sometimes observed in advertisement on
their recruitment practices and implies shows that service
business uses advertisement more than merchandising
business. This alludes that service business needs to
advertise more to attract prospect employees with skills
related to their job because they offer services to their
customers. They need to post and spread their
qualifications for applicants to make people informed about
it.

Table 7
Recruitment and Selection Processes in Terms of
Advertisement When Taken as a Whole Group and When
Classified as to Number of Years in Business, Size of
Business and Type of Business
Years of Business
Number of Employees
Type of Business
Legend:
Scale Description
Recruitment and Selection Processes in Terms of Head
Hunting When Taken as a Whole Group and When Classified as
to Number of Years in Business, Size of Business and Type
of Business
municipality of Tigbauan in the area of head hunting as to
businesses both resultsto sometimes observed. They both
uses head hunting seldom as a way of recruiting and
selecting employees. Because of the small difference result
on their means, we can say that head hunting is common
whether in short termed and long termed business.
As to the number of employees in the business, the few
employees in business has the same result of sometimes
observed in the head hunting. Both small and big business
seldom use head hunting to hire employees to work on their
business. The difference on the means shows that head

hunting is common used hiring process on recruitment and
selection whether on big and small businesses.
SD=0.5123) and merchandising (Mean=1.93, SD=0.5976) got the
result of both sometimes observed in head hunting. Service
and merchandising business have almost equal value of means
depicts that business regardless of type performs head
hunting on their hiring process infrequently.

Table 8
Recruitment and Selection Processes in Terms of Head
Hunting When Taken as a Whole Group and When Classified as
to Number of Years in Business, Size of Business and Type
of Business
Years of Business
Number of Employees
Type of Business
Legend:
Scale Description
Difference in the Recruitment and Selection Process by the
Businesses in the Municipality of Tigbauan When Classified
as to Type of Business
The One-Way ANOVA results for the differences in the
recruitment and selection process by the businesses in the
municipality of Tigbauan in selected variable is as
follows:
As to the type of business, there was no significant
difference in the recruitment and selection process
practiced in the business. The result shows that the F-
ratio was .350 and significance of .559 which is higher
than the level of significance 0.05. This means that the
nature of business does not affect its hiring process.
Businesses can acquire employees in any form of recruitment
and selection method regardless whether it is a service or
a merchandising business.

Table 9
as to Type of Business
Variables Sum of Df Mean F- Sig Remarks

Square Square ratio
Type of
Business
Between .028 1 .028 Not

Groups .350 .559 significant
Within 2.211 28 .079

Groups
Total 2.238 29
Sig < 0.05, Significant

as to Years in Business and Number of Employees in the
Business
t-test was used in testing years in business and it
turned that there was no significant differences in the
recruitment and selection process of the businesses in
terms of this area. As for the number of years in the
business, the result for the mean of short is 1.8340 and
the mean of long is 1.8080. The result of t-value is .222
and sig. 2 tailed is .827, which is higher than the
significance level of 0.05. This concludes that the number
of operating years of the business has no significant
effect on its hiring process. Businesses in public market
of Tigbauan have never improved nor worsen their
recruitment and selection process and stay the same over
time.
t-test revealed that as for the number of employees,
the result for the mean of few is 1.9219 and the mean of
many is 1.6000. The t-value is 3.065 and sig. 2 tailed is
.010 which is lower than the level of significance 0.05.
This means that there is a significant difference in the
recruitment and selection when associated in the number of

employees the business has. This assumes that big
businesses with 6 and above employee(s) have a different
approach in recruitment and selection with the small
businesses with 1-5 employees. It is because big businesses
are more conscious and meticulous in choosing their
employees because they need many of them than in small
businesses which only need few employees.

Table 10
as to Years in Business and Number of Employees in the
Business
Variables N Mean t- Sig. Remarks

Value (2-tailed)
Years of
Business
Short 20 1.8340 .222 .827 Not
Long 10 1.8080 significant
No. of
Employees
Few 21 1.9219 3.065 .010 Significant
Many 9 1.6000
Performance of Employees Based on the Evaluation of
Respondents in the Business when Taken as a Whole Group
When the businesses were taken as a whole group in the
area of the satisfaction respondents on the performance of
employees working in the business with the Mean of 3 and SD
of 0.7685, the result were agree. It implies that the
respondents were satisfied in the performance of

theircurrent employees and that they were good in
fulfilling their tasks on their jobs.
area of the respondent’s confidence on their recruitment
and selection process with the Mean of 2.9 and SD of
0.6023, the result were agree. It concludes that businesses
believe their hiring process is competent enough in getting
capable employees to work on their business. It is proven
by their response on the performance of their employees.
They believe that because their employees were competent on
their work and lasts long on their jobs, they have an
effective hiring process.
area of effects of hiring process in performance of their
employees with the Mean of 3.05 and SD of 0.7231, the
result were agree. This states that respondents agree that
hiring process can affect the performance of their
employees. It is concluded by the results in the
aforementioned statement that because business sets high
standards on their recruitment and selection process, they
can also acquire high standards employees to work on their
businesses.
area of possible improvement in hiring process practiced in
the business with the Mean of 2.8 and SD of 0.6103, the
result is agree. It depicts that although businesses are
almost sure that they have the best and effective hiring
process to get capable employees, they believe that their
hiring process has a room for improvement. The result in
this area got the lowest value which means that they can
possibly make their hiring process better to improve the
quality of their manpower working on their businesses as
much as they believe they have the best hiring process.

Table 11
Respondents in the Business when Taken as a Whole Group
Evaluation of Respondents Mean SD Description
A. Satisfaction in 3 0.7685 Agree
Employees’ Performance
B. Confidence in the 2.9 0.6023 Agree
Hiring Process of Business
C. Hiring Process in 3.05 0.7231 Agree
Performance of their Employees
D. Possible Improvement 2.8 0.6103 Agree
Whole Group 2.9375 0.67605 Agree
Legend:
Scale Description
3.26-4.00 Firmly Agree
2.51-3.25 Agree
1.76-2.50 Slightly Agree
1.00-1.75 Firmly Disagree
Respondents in Terms of Satisfaction in Performance of
Employees and Hiring Process When Taken as a Whole and When
Classified According to Type of Business, Number of Years
in Business and Size of Business
The result of evaluation of performance of employees
and hiring process identified by the respondents as to
categories of selected variables such as type of business,
number of years in business and size of business are as
follows:
As to years of business, short (Mean=2.971429,
SD=2.9714) and long (Mean=3.1143, SD=0.547) were both
results in agree. This implies that both short and long
businesses were satisfied with the performances of their
employees and so with the hiring process of their business.
As to the number of years of business, businesses with
few (Mean=2.814286, SD=0.6934) and many (Mean=3.2857,
SD=0.649) employees both agree that they have the best set
of employees working in the business and has the best
technique in hiring process.
As to the type of business, service (Mean=2.9743,
SD=0.647) and merchandising (Mean=2.9685, SD=0.7581) both
got the result of agree. This states that service and

merchandising businesses were satisfied by the performance
of their employees and with their recruitment and selection
process. Their means also has near values which mean that
any type of business doesn’t differ in views of their
hiring process.

Table 12
Respondents in Terms of Satisfaction in Performance of
Employees and Hiring Process When Taken as a Whole and When
Years of Business
Short 2.90 .7729 Agree
Long 3.11430 .547 Agree
Number of Employees
Few 2.81420 .6934 Agree
Many 3.2857 0.649 Agree
Type of Business
Service 2.9743 0.647 Agree
Merchandising 2.9685 0.7581 Agree
Legend:
Scale Description
2.51-3.25 Agree
Respondents in Terms of Effect of Hiring Process in the
Performance of Employees When Taken as a Whole and When
The result of performance of employees based on the
evaluation in effect of hiring process in performance of
the employees identified by the respondents as to
categories of selected variables such as type of business,
number of years in business and size of business are as
follows:
As to years of business, short (Mean=3.025, SD=0.6675)
and long (Mean=3.1, SD=0.7375) both results to agree. This
implies that both short and long businesses believe that
the quality of work of the employees working in the
business depends on the quality of their hiring process.
As to the number of employees working in the business,
few (Mean=3, SD=0.6095) results in agree while many
(Mean=3.255, SD=0.813) results in firmly agree. This means
that the business with many employees were sure that hiring
process affects the performance of employees. Big
businesses with many employees saw evidences and proofs

that through effective hiring process, one can get
competitive employees with skills to work on the business.
Both service (Mean=3.09, SD=0.6915) and merchandising
(Mean=3.025, SD=0.6775) in type of business results to
agree which means that any nature of business believes that
the quality of work of employees depends on the quality of
recruitment and selection process.

Table 13
Respondents in Terms of Effect of Hiring Process in the
Performance of Employees When Taken as a Whole and When
Years of Business
Short 3.025 0.6675 Agree
Long 3.1 0.7375 Agree
Number of Employees
Few 3 0.6095 Agree
Many 3.255 0.813 Firmly Agree
Type of Business
Service 3.09 0.6915 Agree
Legend:
Scale Description
2.51-3.25 Agree
Respondents in Terms of Possible Improvement in Hiring
Process in the business when taken as a Whole and when
The result of performance of employees inpossible
improvement in the hiring process of businessesidentified
by the respondents as to categories of selected variables
such as type of business, number of years in business and
size of business are as follows:
As for the result in the years of business, short
(Mean=2.75, SD=0.639) and long (Mean=2.9, SD=0.568) agrees
in the statement that there is a vast score in the
improvement in their current process in hiring process.
Short and long businesses believe that still need to
upgrade their hiring process.
As for the number of employees in the business, few
(Mean=2.85, SD=0.671) and many (Mean=2.7, SD=0.483) has the
same result of agree. This concludes that both big and
small businesses believe that even though they were
confident in their recruitment and selection process, they
still need to improve to manage their manpower better.

In the type of business, service (Mean=2.44 SD=0.809)
result’s is slightly agree and merchandising (Mean=2.89,
SD=0.459) is agree. This shows that service business is
more certain that their recruitment and selection process
is excellent and there is a slight room for improvement
while merchandising business believes more that their
hiring process needs more improvement. It means that
service businesses in Tigbauan were more satisfied in the
performance of their employees and that their employees can
provide good service to the customers.

Table 14
Respondents in Terms of Possible Improvement in Hiring
Process in the business When Taken as a Whole and When
Years of Business
Short 2.75 0.639 Agree
Long 2.9 0.568 Agree
Number of Employees
Few 2.85 0.671 Agree
Many 2.7 0.483 Agree
Type of Business
Service 2.44 0.809 Slightly Agree
Legend:
Scale Description
2.51-3.25 Agree
Difference in the Performance of Employees Based on the
Evaluation of Respondents When Classified as to Type of
Business
The One-Way ANOVA results for the differences in the
performance of employees based on the evaluation of
respondentsor business in the Municipality of Tigbauan in
selected variable is as follows:
As to the type of business, there was no significant
difference in evaluation of respondents on the performance
of employees and hiring process of the business. The result
shows that the F-ratio was .024 and significance of .024
which is higher than the level of significance 0.05. This
means that the nature of business does not affect the
viewpoints of employees in evaluating their employees by
their performance and in the hiring process of the
business. Service and merchandising business has similar
opinions in how they assess the capability of their
employees and effectiveness of their hiring process.

Table 15
Difference in the Performance of Employees Based on
the Evaluation of Respondents When Classified as to Type of
Business
Variables Sum of Df Mean F- Sig Remarks
Squares Square ratio
Type of
Business
Between Groups .004 1 .004 Not

.024 .878
Within Groups5 .185 28 significant
.185
Total 5.189 29
Evaluation of Respondents When Classified as to Years of
Business and Number of Employees
t-test results show that there is no significant
difference in the evaluation of respondents on performance
of employees for the years of business. The result of the
mean in short is 2.8091 and long is 2.9091. The t-value
happened to be -.649 and sig. 2 tailed is .523 which is
higher than the significance level of 0.05. This depicts
that long and short businesses have the same viewpoints in
evaluating the performances of their employees.

As for the number of employees, a t-test result the
mean of few is 2.7532 and many is 3.0505. T-value results
to -2.16 and sig 2 tailed is .041 which is lower than the
significant level 0.05. This means that there is a
significant difference in the evaluation of employees’
performance for businesses with few and many employees.
This also concludes that businesses with more than 6
employees are more satisfied and see that their employees
are more capable in their work. It is because they have
more number of employees and they can see that they can do
their job better with cooperation and large manpower than
businesses with only 1-5 employees.

Table 16
Evaluation of Respondents When Classified as to Years of
Business and Number of Employees
Variables N Mean t- Sig. Remarks
Value (2-tailed)
Years of Business
Short 20 2.80 Not

-.649 .523
Long 10 2.9091 Significant
No. of Employees
Few 29 2.7532 Significant

-2.16 .041
Many 9 3.0505
Relationship between Recruitment and Selection Processes
and Performance of Employees in the Business Evaluated by
the Respondents
The Pearson’s Product-Moment Coefficient of
Correlation or Pearson r was used to measure the
relationship between recruitment and selection processes

and performance of employees identified by businesses. The
results showed that the r value of recruitment and
selection processes was -.254 interpreted as low or slight
negative correlation and the computed significant 2-tailed
was .176 which is greater than the significant level of
0.05. This concludes that there is no significant
relationship in the recruitment process practiced in the
business and performances of employees identified by the
respondents. This means that the hiring process practiced
in the business does not guarantee the quality of the
performances of the employees as observed by the
respondents. Furthermore, it implies that recruitment and
selection practices have a null effect on the performances
of employees in the workplace of public market in the
municipality of Tigbauan.

Table 17
Relationship between Recruitment and Selection Processes
and Performance of Employees in the Business Evaluated by
the Respondents
Performance of Employees
Variables N r Sig.(2-tailed) Remarks
Recruitment and 30 -.254 .176 Not

Selection Significant
Chapter 5
Summary, Conclusions and Recommendations
This chapter will present the summary of the research
study, findings, conclusions derived from the findings and
the recommendations by the researchers.
Summary
This study sought to find out the relationship between
the recruitment and selection processes used by businesses
in the performance of their employees in the public market
in the Municipality of Tigbauan.
The descriptive-correlational design was used to
arrive at the result of this study. The respondents of this
study were the randomly chosen 30 business owners/staff who
presents the entire population of the businesses in public
market in the Municipality of Tigbauan. The businesses were
classified as to years of operation, number of employees
and type of business.
The researcher-made questionnaire were used to gather
data for the study. Part I of the questionnaire sought to
get the personal information of the respondent/business.

Part II is divided into two areas which are; recruitment
and selection practices and performances of employees.
The questionnaire was subjected to content validation
by Good and Scates.
For the statistical tools used in the study, the
researchers utilized frequency count, percentage, mean and
standard deviation for descriptive analysis and for the
inferential analysis we used the t-test, ANOVA and Pearson
product-moment coefficient of correlation. All statistical
analysis were undertaken using Microsoft Excel and
Statistical Package for Social Sciences (SPSS version
20.0), a window based program for statistical analysis.
The following were the findings in the present study.
When businesses were taken as a whole group finds the
recruitment and selection practices sometimes observed in
the areas of referrals, advertisement, head hunting and
walk in\direct applicant. When the businesses were taken as
a whole group finds the requirements resume and personal
interview as always observed,application form or letter,
legal documents or clearances and medical examination as
sometimes observed and lastly, written test and aptitude
test as least observed. The verifications such as:

educational qualifications, legal background check,
professional background check, reference check and family
background check were sometimes observed by the businesses.
When they were classified as to years of business, number
of employees and type of business, the result was sometimes
observed.
There was no significant difference in the recruitment
and selection processes when classified as to years of
business and type of business but there was a significant
difference in number of employees working in the business.
The businesses in Tigbauan agree that that the
performances of their employees were excellent in terms of
their satisfaction in employees’ performance, confidence in
the hiring process of business, effect of hiring process in
performance of their employees and possible improvement.
The businesses’ results were agree when classified as to
years of operation, number of employees and type of
business.
There were no significant differences in the
performance of employees based on the evaluation of
respondents when classified as to years of business and

type of business while there is significance in the number
of employees working in the business.
There is no significant relationship in the
recruitment and selection processes and the performance of
employees based on the respondents in the businesses in
Tigbauan.
Conclusions
Based on the findings, the following conclusions were
formulated:
Businesses usually do not have a regular recruitment
and selection practices and uses the methods such as
referrals, advertisement, head hunting and walk in\direct
applicant seldom on their hiring process with referrals
happened to be the most frequent used method of recruitment
and selection and walk in\direct application as the least
used method based on the result. In the qualifications
needed for recruitment process, businesses commonly
requires resume and personal interview at all times, these
are the basic and constant requirement for recruitment.
Application form or letter, legal documents or clearances
and medical examination are also required by business
seldom in the recruitment process. Written test and

aptitude test are not regularly needed by the human
resource manager in the recruitment process because these
tests are not necessary in the recruitment especially that
businesses in Tigbauan were not really big businesses,
these formalities are only needed for companies and big
business enterprises. In the verification of applicants in
the selection process; educational qualifications, legal
background check, professional background check, reference
check and family background check were seldom needed by the
businesses. The businesses that use advertisement and
direct application only has the requisite to verify their
applicant and recruiting through referrals and head hunting
has nonessential to do so because applicants from these
recruitment process were already acquainted to the person
who performs hiring process. When classified into the
variables years of operation, numbers of employees and type
of business, the result were sometimes observed.
There was no significant difference in the hiring
process when classified as to type of business and number
of years, it is because any nature of business adopts
almost the same process of hiring and businesses hasn’t
able to improve their hiring process. Therefore in this
area the alternative hypothesis was rejected, but not in

the size of business based on the number of employees which
results in significant because it is necessary for big
business to be more accurate on their recruitment and
selection because they hire many employees than with small
businesses. Therefore in this area, the alternative
hypothesis was accepted.
The businesses agree that they were satisfied and
contented in the performance of their employees. It is
shown that they believe that their recruitment and
selection process is effective that is why they also
believe they have the best set of employees working in
their business. It is also proven by the respondents that
the recruitment and selection process affects the quality
of their employees and their work. In contrast to this,
even though they think that they have a good quality of
employees and hiring process, they also believe to agree
that there is a need for improvement in their hiring
process.
The result shows that there is no significant in the
performance of the employees when classified into type of
business and number of years. They both have the same
viewpoints in term of the performance of their employees.
Any type of business has the same qualifications in

assessing the performance of their employees and the
standard of measuring the quality of work employees do
doesn’t change over time whether the business operates in
short or long term. Therefore, in this case the alternative
hypothesis was rejected. The different result was shown
when classified in the size of business based on the number
of employees. It is concluded that there is a significant
difference in the performance of employees in big and small
business. It is likely because big businesses were more
satisfied in the quality of work of their employees given
that they have many workers in their business. They can see
that the quality of work also depends on the number of
people working and contributing to the task. Therefore in
this case, the alternative hypothesis was accepted.
There was no significant relationship between
employees of human resource management in the business as
the results concluded. It is in contrast with the findings
of Hiltrop's (1996) work which showed that selectively
hiring has a positive impact on organizational performance
of employees. But to support the conclusion of this study,
he also emphasizes his finding that there is a positive
connection existing between firm performances and training

that is coherent with the human capital standpoint. This
means that hiring process does not necessarily completely
affects the performance of employees but the trainings
implemented to the employees by the businesses. The result
shows recruitment and selection processes practiced by the
businesses in Tigbauan has not entirely affects the quality
of their employees as evaluated by the respondents.
Although they believe so, the performance of their
employees is not absolutely based on the hiring process but
in the trainings implemented on them. Moreover, it doesn’t
mean that when you completely perfected your hiring
process, assures that you can get capable employees; it
will still be based on how the owners/managers handle and
treat their personnel and how they supervise whether their
employees were working or slacking off. Although it is the
prerequisite in the human resource management, employers
should also focus in assessing and evaluating their
employees well in presumption of their performance.
Therefore the alternative hypothesis was rejected.
Recommendations
Based on the findings and conclusions, it is presumed
that the following courses of action were recommended:

Businesses should have more precise, consistent and
standardized recruitment and selection process in order to
acquire capable employees and not depend on irregular basis
and practices of hiring process. Businesses should be
constant in their hiring process and use the most
appropriate technique in getting employees for their
business. For example, as for the type of business, service
business should use recruitment technique that measures the
skills and capability of applicant in the service the
business provides, they should check the work experiences,
educational and personal background of the applicant or to
assure that he/she has skills in providing service and has
an excellent behavior in approaching customers.
Merchandising business should also improve recruitment and
selection. It is recommended that they use method of
recruitment and selection that assures them the credibility
and credential of the applicant such as referrals and head
hunting because it will guarantee that your employee is
trustworthy.
In the area of years of business, short termed
businesses should focus on advertisement and direct
application more than with referrals and head hunting
because they did not stabilize their business yet so they

need formal method in recruitment and selection to acquire
credible and quality employees.
Recruitment and selection process as to size of
business based on the number of employees, big business
with many employees should be more accurate in their
recruitment and selection process since the business
requires many of them. It is also preferred that big
businesses requires complete requirements and validation
for the employees in order to ensure that all of them are
qualified enough to work in the business and can be a team
worker.
For the prospect job applicants, one can enter in any
form of business through any form of recruitment and
selection process since businesses uses each of the methods
sometimes. The most basic requirement to be compiled is the
resume and the personal interview with the employer. To be
certain, applicants should also prepare application form or
letter, legal documents or clearances and medical
certificate because business seldom requires these forms.
Applicants won’t need to worry about the written and
aptitude test because businesses do not require these
tests.
Employees on the other hand should be assured that
their skills are appropriate in the position they are
assigned to and the tasks they are required to do. In this
way they can do their work effectively and improve their
work performances. They should be confident to do their
jobs in order to provide good service and better
performance to the customers and will stay longer working
in the business.
Similar studies on other concerns in hiring process
should be conducted using different variables, factors and
other setting to further verify and authenticate results at
the same time widen the scope of the study in concern with
the hiring process; thus corresponding solutions should be
made.

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Recruitment and Selection 1

Background of the Study

Having qualified and capable workforce is a foremost

in every business for they will be the foundation and key

in meeting organization's objectives. Organization and

businesses that desire to provide a quality product,

service and remain competitive in their respective

industries must have skilled workforce in order to achieve

their goals. That is why every business organizations

necessitates personnel planning as one of the most vital

activity in business operation and make an essential

ingredient for the success of any organization in the long

There are number of techniques that need to be

followed by every organization that guarantees to possess

the right place, so as to enable the business to achieve

its planned objectives. Process of hiring employees varies

from organization to organization, job to job, and place to

place, some of the process includes screening applicants

and resume, testing and reviewing work samples,

interviewing, checking reference and background.

Organizations use this process to increase the likelihood

of hiring individual who possess the right skills and

abilities to be successful at their jobs (Walker, 2001).

The role of recruitment and selection is to put in

order preparations for potential long term employment

requirements as well as deal with day-by-day activities and

employment vacancies all as part of human resource strategy

(Kramar, 1992). It is also a critical objective of all

businesses to ensure that the people who are employed

through the recruitment ad selection process are the right

people for the job. According to Dessler (2003), there has

been a significant amount of research examining what skills

and qualifications employers value most in job applicants.

Qualifications, work experience and communication or

interpersonal skills are the most frequently identified

qualities for employments. Work experience and

qualifications are measures of competence in relation to

applicant's technical skills, whereas the concept of

communication skills appears to be a generic term in

incorporating many different specific skills. People are

individuals who bring their own perspectives, values and

attribute to organizational life and when managed

effectively, these human traits can bring considerable

benefits to organization. Effective employees can make

effective business, this is why it is important to choose

capable workers to do their personal tasks and also to meet

the demands and pressure in the workplace.

As we move through the 21st century where

globalization workforce is the basis of competition we find

that the principle of human resource planning and

development are the prime importance. The success of

organization is directly linked to the performance of those

who work for that business. Underachievement can be the

result of failure in workplace. Because having wrong people

or failing to anticipate fluctuations in having needs can

be costly, it is important that conscious efforts are put

into human resource planning (Beles et al, 1980). In

addition, the effectiveness of an organization's selection

system influence bottom-line business outcomes, such as

productivity and financial performance. It is vital that

organizations select people with the quality essential for

continued success in this competitive global village of

In line with the hiring process, business should have