Abstract

The purpose for this study is “Investigate the effect of recruitment and selection process on Employees Turnover Intention in NFC Bank”. Its specific objectives were to find out the effect of recruitment on employees turnover intention, to analyze the effect of selection on employees turnover intention in NFC bank and to evaluate the effect of induction on employees turnover intention in NFC bank.

A descriptive research design was adopted as appropriate study design were a sample of 30 employees of NFC Bank in Buea were selected using a census approach. It also combined quantitative as well as qualitative research approaches. The quantitative methods of data collection were used in this work were a self-administered questionnaire composed of closed ended, and likert scale questions was used to collect data from the respondents.

Data obtained through a structured questionnaire were analysed using analysed using descriptive statistics and the multiple regression analysis (Ordinary least square Regression technique) with the help of Statistical Package for Social Sciences (SPSS) software.

The findings show that recruitment and selection process has a significant impact on Employees Turnover Intention in NFC Bank.  Recruitment process has a negative and significant effect whereas selection process and induction has a positive and significant effect on Employees Turnover Intention in NFC Bank.

The study therefore recommends that effective recruitment and selection process should put in place so as to increase the employee’s turnover intention in NFC Bank. The study further recommends that for every policy measure taken by NFC bank to improve recruitment and selection process, recruitment, selection and induction should be taken into consideration because failure to do so will lead to detrimental effect on employee’s turnover intention.

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

The evolution of recruitment and selection of employee can be dated back to ancient Egypt, Greece and Rome through the way in which people wrote things down about themselves to give a potential employer, initiating the concept of a CV. However, the birth of modern recruitment as we know began in the 1940s as the result of the Second World War.

The calling of soldiers to war left a gap in the work-place a solution was born; the employment agencies began to advertise for a member of society who was not called into military service, to fill the vacancies in the workplace left by those who went to war (Kerryn, 2018). By the 1950s people were creating resumes depicting their current personal profiles and skills. The main focus of the recruiter then was to ensure that candidates were satisfied and found employment. However, by 1970 along with the booming economy, there was a shift of focus, recruiter began to work for the client as an increasing amount of corporate and expanding businesses began to outsource the hiring needs of the employment agencies.

The main tool for recruitment was bulletin boards, which slowly led to advertisements in newspapers. Recruitment depended extensively on word of mouth and face to face applications. The storage of information was a challenge as agencies would have to store files and achieves masses of CVs written on paper, making applications difficult to access and sort through.

With the invention of the computer, arrived applicant tracking systems and candidate database which made storage and accessibly of the CVs much easier for the recruiter. By the mid-’90s, with the arrival of the world-wide-web or internet, recruiters were treated to the users of online classifieds and jobs advertising as well as an online database. Understanding the implications of globalization, technology changes, workforce diversity Changing skill requirements, continuous improvement, enterprises liable workforce, decentralized work sites, and employee involvement are the issue that confronts.

The concept of head-hunting became more popular and the focus on skill apparent. With the growth and improvement of the internet as an accessible research tool, recruiters start to use online job portals as a resource to access the candidate’s CVs. Today “Pnet” and “career junction” are popular resource used in South-African recruiters for exposure to thousands of CVs. Since 2010, more people are using social networking sites to recruit staff as well as apply for jobs.

According to Hay Group, the global employee turnover rate will experience the severest escalation in 2014 and by 2018, more than 49 million employees leave their present jobs to compare to 2012 making it a total number of 192 million employees worldwide (Hay Group, 2013).

Throughout the history of recruitment, one aspect remained the same; it always changing. The attracting, screening and selection of candidates in whatever circumstance or period, using whichever tool available has always had the same purpose, placing a candidate in a vacancy and the environment in which this has taking place has been changing and evolving since 1940 and will continue to do so.

The history of recruitment in Cameroon can trace back to the colonial period. when the German annexed Cameroon, they need free and cheap labour to work in their plantations, the employment the European used in recruiting their work in Cameroon was based on physical power and resist diseases. When Cameroon gain its independence from France and Britain in the early 1960s the came up with laws that govern the recruitment of an employee in an organization.

This study seeks to explore the effect of recruitment and selection processes on employees turnover intention. Several studies have explored the relationship between recruitment and selection on employees turnover intention. Turnover intention refers to an employee’s intention to leave their current job.

High level of turnover intention can be detrimental to organizations as they lead to increased costs associated with recruitment, selection, and training of new employees. Studies have shown that a positive recruitment and selection process can reduce employees turnover intention. This is because a well-designed recruitment and selection process can lead to the hiring of employees who possess the necessary skills, knowledge, and attitude required for the job.

Moreover, a positive recruitment and selection process can create a positive image of the organization, which can increase employee commitment and job satisfaction. For example, a study by Liu et al. (2017) found that a positive recruitment and selection process was negatively related to employee’s turnover intention. Similarly, a study of positive recruitment and selection process was positively related to employees retention. Also, a study by Kim et al. (2018) found out that a negative recruitment and selection process was positively related to employee’s turnover intention.

Despite the importance of recruitment and selection, there is relatively little research on how these processes affects employee’s turnover intention. Some studies suggested factors such as job fit, organizational fit, and perceive fairness of recruitment and selection process can influence employees to leave their job. However, there is need for more research in this area to better understand the specific mechanism through which recruitment and selection affect turnover intention.

1.2 Statement of the Problem

Employee’s turnover intention is a serious issue that many organizations face today. High employee’s turnover can have a significant negative impact on organizational performance, productivity, and employee’s morale.

Additional recruitment and selection processes that are not effective or fair can result in a mismatch between the skills and abilities of the selected candidates and job requirements, leading to high turnover rates. For example, if the recruitment and selection process are biased towards certain type of candidates, such as those from a particular ethnic or socio-economic background, it can result in the selection of less qualified candidates. This can lead to increased turnover rates as employees who are not suited for the job may leave the organization.

The problem is further complicated by the fact that turnover rates can be influenced by variety of factors, including job satisfaction, organizational culture compensation, and work-life balance. Understanding the relationship between the recruitment and selection process and employees turnover intention is essential for developing effective strategies to attract and retain qualified employees. Furthermore, lack of fairness and transparency in the recruitment and selection process.

Candidates who feel that the process is biased or unfair may be less likely to accept a job offer or may leave the organization shortly after starting. This can be particularly problematic if the organization is not able to identify and select the most qualified candidates for the job, leading to mismatch between the skills and abilities of the employees and the job requirement. Again, another factor that can contribute to high turnover rates is lack of communication with candidates during the recruitment and selection process.

Candidates who do not receive timely feedback or information about the status of their application may become frustrated and lose interest in the job. Additionally, lack of communication about job requirement and expectations can lead to misunderstandings and dissatisfaction once the candidate is hired. Finally, it is important to consider the role of diversity and inclusion in the recruitment and selection process.

Organizations that prioritize diversity and inclusion are more likely to attract and retain a diverse workforce. This can lead to improved organizational performance and increased employee satisfaction, which can ultimately result in reduced employees turnover intention rates. For this reason, my study is aim is assess the effect of recruitment and selection process on employees turnover intention

1.3 Research Questions

1.3.1 Main Research Question

How does recruitment and selection process affect employees turnover intention?

1.3.2 Specific Research Question

1. What is the effect of recruitment on employee turnover intention?
2. How does selection affect employee turnover intention in NFC Bank?
3. What is the effect of induction on employee turnover intention in NFC bank?

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