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INTERNATIONAL JOURNALS OF ACADEMICS & RESEARCH ISSN: 2617-4138 IJARKE Business & Management Journal DOI: 10.32898/ibmj.01/2.1article27

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308 IJARKE PEER REVIEWED JOURNAL Vol. 2, Issue 1 Aug. – Oct. 2019

Effects of Recruitment Practices on Organizational Performance in the

Public Sector in Kenya: A Case Study of Agriculture and Food Authority

Mombasa County

Millicent Jully Adhiambo Nyamwaji, Jomo Kenyatta University of Agriculture & Technology, Kenya

Dr. Lucy Gichinga, Jomo Kenyatta University of Agriculture & Technology, Kenya

1. Introduction

Since World War II and the growth of modern management science, solid business planning has become the key differentiator

enabling competitive success. In essence, human resource management recasts „employees‟ as „human resources‟ who are vital

organizational „assets‟, possessing knowledge, skills, aptitudes and future potential; and who therefore require integrated and

complementary management strategies (through, for example, human resource planning, job design, effective attraction and

retention techniques, performance management and rewards programs, occupational health and safety systems) in order to assure

their individual and collective contributions to the achievement of organizational goals and objectives (Rotich, 2015).

As we move through the 21st century where a globalized workforce is the basis of competition we find that the principles of

human resource planning and development are of prime importance. The success of a business or an organization is directly linked

to the performance of those who work for that business. Underachievement can be a result of workplace failures this is because

hiring the wrong people or failing to anticipate fluctuations in hiring needs can be costly, it is thus important that conscious efforts

are put into human resource planning (Constantine, 2013).

People are individuals who bring their own perspectives, values and attribute to organizational life, when managed effectively,

these human traits can bring considerable benefits to organizations. One of the most significant developments in the field of

organization in recent times is the increasing importance given to human resources (Ekwoaba, Ikeije & Ufoma, 2015). Among the

varied responsibilities of Human Resources (HR), the most critical are the recruitment of the most excellent employees and

keeping them happy and on the job (Chandrasekara & Perera, 2016).

INTERNATIONAL JOURNALS OF ACADEMICS & RESEARCH (IJARKE Business & Management Journal)

Abstract

The quality of human resources is critical to the development of any country. Among the varied responsibilities of Human

Resources (HR), the most critical are the recruitment of the most excellent employees and keeping them happy and on the job.

The topic of the study is the effects of recruitment practices on organizational performance in the Kenyan Public Sector. The

main objective of this study was to determine the effect of recruitment practices on the organizational performance in the

Kenyan Public Sector a case study of Agriculture and Food Authority Kenya. The study was guided by the following specific

objectives, to determine the effects of Job description on performance of Agriculture and Food Authority Kenya, to establish

the effects of Advertising on performance of Agriculture and Food Authority Kenya, to determine the effects of E-recruitment

on performance of Agriculture and Food Authority Kenya and to determine the effects of Agency recruitment on performance

of Agriculture and Food Authority Kenya.The study useddescriptive research design to determine effects of recruitment

practices on the organizational performance in the Kenyan Public Sector a case study of Agriculture and Food Authority.The

study targeted a population of 110 employees working at AFA in Mombasa County. Collected questionnaires were checked

for completeness to ensure consistency. Data was coded to enable the responses to be grouped into various categories. Data

was then analyzed by use of descriptive statistics (frequencies and percentages) as well as inferential statistics. The Statistical

Package for Social Sciences (SPSS) was used to prepare and organize data for analysis to test significance levels between

variables at 0.05. Data was analysed statistically using descriptive and inferential statistics. The one-way ANOVA techniques

were utilized to establish whether there exist any significant relations on the study variables. The findings of the study indicate

a significant relation of job description and agency recruitment respectively on organizational performance. The study found

there was no significant relation of advertisement and e-recruitment respectively on organizational performance. It was

therefore concluded that job description and agency recruitment affect organizational performance. It was recommended that

there is need for human resource managers and administrators to focus on adopting recruitment practices that enhance

organizational performance.

Key words: Recruitment Services, Organizational Performance, Agriculture and Food Authority


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According to Chandrasekara and Perera (2016) recruitment is the process of engaging and finding the people an organization

needs. They further defined it as any exercise or activity carried on an organization with the primary purpose of identifying and

attracting potential employees. While recruitment practices can be described as a set of activities and process used to legally

obtain a sufficient number of qualified people at the right place and at the right time so that the people and the organization can

select each other in their activities.

Many large organizations have employee recruitment practices 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 basic purpose of recruitment is to create a

pool of suitably qualified candidates to enable the selection of the best candidates for the organization, by attracting more and

more employees to apply in the organization whereas the basic purpose of selection process is to choose the right candidate to fill

the various positions in the organization (Ekwoaba et al, 2015). Recruitment of qualified people is an important job in any

organization and must be taken seriously. Job analysis should include the job description and specifications, and based on this, the

selection criteria is formed.

Argue, (2015) States that, there has been much discussion about employees that are unable to perform their job due to lack of

qualifications, however those employees that are over qualified are inclined to experience less job satisfaction due to their higher

qualification. This demonstrates how important it is to recruit and select future employees with the right skills, competencies and

qualifications needed for a job. Although taking everything into consideration, this depends highly on the job and what it entails.

According to Osian and Zaharie (2014), the recruitment is a two way matching process. Organizations have to search and

attract potential employees with the required qualification and the applicants also aim to attract the attention of the desired

employers. In India, Organizations recruitment process followed is by framing the recruitment policy and then putting the policy

into action. Sources of the traditional recruitment include employee referrals, transfers and promotions, walk-in and by the

advertisements. In the modern economy the recruitment process has drastically changed with the entry of social media. According

to Bhoganadam and Rao, (2014), there are many factors that affect recruitment process; they mention them as organizational

culture, working hours, facilities, salary, welfare, brand image, good will and location.

According to Genga and Wambua, (2018), stages of recruitment and selection include defining requirements by preparing job

descriptions and specifications, deciding terms and conditions of employment. The second stage is attracting candidates by

reviewing and evaluating alternative sources of applicants, both from inside and outside the organization. This may be done

through advertising, using agencies and consultants and finally selecting candidates by sifting applicants, interviewing, testing,

and assessing candidates, assessment centers, offering employment, obtaining references and preparing the contracts of

employment.

Job description is helpful in evaluating whether an employer needs a full-time employee or a part-time one. It is what forms

the basis of advertisements that an organization may run, and it can be used to present a clear picture of the job- the applicants. It

can also play a part in evaluating whether an employee has met the expectations that were set. Job description defines essential

tools that circumscribe an employee‟s profile relating to his/her particular job (Taufik, 2014). They are based on the job analysis

and should be as brief and formal as possible. Job descriptions essentially summarize the findings of the job analysis and highlight

the most important elements of the job (Mangaleswaran & Kirushanthan, 2015). It is a written statement that explains the

purpose, scope, duties and responsibilities of a specified job. It is prepared based on job analysis for internal use within the

company and external use to gain the attention of people outside the company. Job descriptions can be used as a roadmap for

recruitment, selection and orientation.

During recruitment, advertising is one of the methods of attracting candidates. The main objectives of advertising is to attract

attention, it thus must compete for the interest of potential candidates against other employers, create and maintain interest, thus

by communicating in an attractive and interesting information about the job, the organization, the terms and conditions of

employment and the qualifications required for the job and to stimulate action by ensuring the message is conveyed in a manner

that will not only focus people‟s eyes on the advertisement but also encourage them to read to the end, prompt a sufficient

number of applications from the best candidates. To achieve these objectives, there is need to analyze the requirement, likely

sources and job features, decide who does what in the process, write a copy of the advert, choose the type of advertisement, plan

the media and evaluate the response (Anikwe & Onah, 2016).

In using e-recruitment, given that the world of recruitment is undergoing rapid transformation. Mass adoption of new tools

and technologies has made the talent acquisition process data rich and workflow friendly (Singh, 2017). Recruiters understand

the need to be millennial friendly as that‟s where the raw talent lies. For the same reason, more and more organizations are now

shifting their recruitment strategy to digital domain thus by use of e-recruitment. E-Recruitment can be defined as the process of

personnel recruitment using electronic resources, in particular the internet. The first references to e-recruitment appeared in

articles of the mid-1980s. It can be divided into two types of uses: corporate web site for recruitment and commercial jobs

boards (such as monster.com) for posting job advertisements (Njuguna, 2014). Corporate websites are a company‟s own website


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with a link for job posting/career options where candidates can log into for current openings. If the company advertises its vacant

positions on other website that specialize in recruitment such as - naukri.com, timesjob.com, monster.com. The companies

would be adopting commercial job boards for recruitment (Kaur, 2015).

An organization may as well use recruitment agencies to assist in the recruitment process. A recruitment agency is an

organization that takes the responsibilities of recruiting and selecting employees for an organization for an agreed consideration.

The agency will usually take the responsibility for advertising the position, receiving application and conducting the first round of

interviews before providing the employer with a short list of candidates (Remilekun, et al, 2017). Agency will only be successful

in locating the right applicant if it is equipped with accurate description as specified in job specifications by the organization.

1.1 The Nature and Role of Kenyan Public Sector

The Kenyan public sector consists of agencies, enterprises and other entities that deliver public programmes, goods or

services. The primary role of the public sector is to provide goods, works and services that are necessary for the government to

discharge its administrative responsibilities and also to provide certain public goods and services that cannot be effectively be

provided by the private sector thus (commercial or business enterprises). These services include policing and law enforcement,

defence, public planning, public roads, immigration, regulatory services, arbitration of disputes, public administration, education

and health. A key characteristic of public goods and services is that they are directed at all members of the society rather than just

those who can afford to purchase them. They are also expected to be accessible in an equitable manner to all members of the

society (The Kenyan Public Sector Complaints Handling Guide, 2016).

In terms of recruitment, the stakes are often higher in the public sector, where organizations are becoming increasingly reliant

on less people, given the steady decline in resources and the imposition of constraints that define the public sector. The right

people with appropriate skill sets and experience enable quality service delivery. Skilled professionals can generate new ideas,

improve processes and drive innovation throughout an organization. Unfortunately, the wrong people can do exactly the opposite,

and hinder or even damage an organization‟s performance (UNDP Human Development Report 2014). Vacant positions can

stretch already overburdened employees, resulting in lower productivity and poor morale. Regardless of advanced IT or similar

tools available, organizations primarily rely on people; thus, recruiting and staffing are critical organizational processes.

The current drive to improve management in governments through public service reform programs is to increase efficiency,

effectiveness, and the delivery of quality service to the public. This is common to many African countries, including Kenya.

According to Muketha et al, (2015), the public sector has, for long, enjoyed a pride of place, particularly since the post-industrial

revolution era. Public administration moved away from being mere watchmen, to being the engine of the society and become the

major provider of various services, including regulatory and distributive ones. Generally, all societies have some forms of public

service provisions for reasons of economics, risk, and moral responsibility. Governments, in many parts of the world, are

structurally and constitutionally tied to the civil service, irrespective of the system of government (Muketha et al, 2015). They

further explain why the relationship between the government and the public service in Nigeria endured in spite of the various

forms of governments the country was experimenting with since independence.

The efficiency and effectiveness of any work place (whether the private or the public sector) largely depend on the caliber of

the workforce. The availability of a competent and effective labor force does not just happen by chance but through an articulated

recruitment exercise (Muketha et al, 2015). Recruitment is a set of activities used to obtain a sufficient number of the right people

at the right time from the right places and its purpose is to select those who best meet the needs of the work place, develop and

maintain a qualified and adequate workforce through which an organization can fulfill its human resource plan. A recruitment

process begins by specifying human resource requirements thus numbers, skills mix, levels and time frame, which are the typical

result of job analysis and human resource planning activities.

Public Service Commission is a constitutional office established under article 233 of the constitution of Kenya 2010. Its

mandate includes recruiting for the public service, promoting public officers, handling appeals on disciplinary matters, approving

retirements and abating pensions; and setting and maintaining standards in the public sector. It established the mission and a vision

as any other government department as partner in creating a non-partisan public service that offers quality service and holds the

nation together for socio-economic growth to avail a steady supply of highly competent personnel for efficient and effective

service to the people of Kenya (Constitution of Kenya, 2010).

The Kenyan public service system emphasizes uniformity, standardization, and transparency in recruiting competent

applicants. Despite these emphases, it is perceived that the recruitment process lacks equity and transparency, making it difficult if

not impossible to recruit the best qualified applicants for available jobs in the service. The perceived problems of recruitment are

attributed to factors such as inadequate and invalid standards for evaluating job candidates (as a result of absence of job analysis),

sources of locating the potential applicants, transparency and independence of the recruiting authority, and the administrative

machinery for determination of qualifications (Muketha et al, 2015).


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1.2 The Agriculture and Food Authority (AFA)

The Agriculture and Food Authority (AFA) was established vide Section 3 of the AFFA Act, 2013. The Authority brings

together the eight (8) former boards of (Kenya Sugar Board, Tea Board of Kenya, Coffee Board of Kenya, Horticultural Crops

Development Authority, Pyrethrum Board of Kenya, Sisal Board of Kenya, Cotton Development Authority and Kenya Coconut

Development Authority and is responsible for regulating, promoting and developing a set of core commodities in the agriculture

sector. AFA therefore, assumes the multiple functions yet at an increased scope, since it paves way for regulation of some

formerly unregulated though scheduled crops (AFA, Strategic plan 2017-2022)

The Authority commenced its operations following the gazettement of the Crops Act, 2013 by the Cabinet Secretary, Ministry

of Agriculture, Livestock and Fisheries on 1st August, 2014 and has continued being in operation since then. The former

institutions are now operating as directorates namely; Coffee Directorate, Tea Directorate, Sugar Directorate, Horticultural Crops

Directorate, Fibre Crops Directorate, Nuts and Oil Crops Directorate, Pyrethrum and other Industrial Crops Directorate and Food

Directorate (AFA Strategic plan 2017-2022). The new setup dictates total changes in terms of structure and mode of operation.

The affected organizations have transited from the individual organizations to Directorates of AFA. Some Directorates have been

merged with others while some now have enhanced roles and responsibilities. This weighs heavily on the human resource for

delivery and implementation. A research aimed at finding out employee satisfaction with the work assigned and conditions of

service, is therefore mandatory this being a crucial component in ensuring employee productivity, competitive attraction, retention

of employees and innovation (AFA, Strategic plan 2017-2022).

The Kenyan constitution (2010) mandates the Authority to administer the Crops Act in accordance with the provisions of these

Acts; promote best practices in, and regulate, the production, processing, marketing, grading, storage, collection, transportation

and warehousing of agricultural and aquatic products excluding livestock products as may be provided for under the Crops Act;

collect and collate data, maintain a database on agricultural and aquatic products excluding livestock products, documents and

monitor agriculture through registration of players as provided for in the Crops Act; be responsible for determining the research

priorities in agriculture and aquaculture and to advise generally on research thereof; advise the national government and the

county governments on agricultural and aquatic levies for purposes of planning, enhancing harmony and equity in the sector and

carry out such other functions as may be assigned to it by this Act, the Crops Act and any written law while respecting the roles of

the two levels of the Government.(AFA, Strategic plan 2017-2022).

2. Statement of the Problem

The success of any organization highly depends on how much it achieves its strategic objectives. For any organization to

succeed in its set objectives, it will highly depend on the human resources recruited and working to achieve the objectives and to

gain a competitive edge over its competitors (Omotayo, 2015). During recruitment, most employers concentrate on factors that

will help in attracting the most qualified persons for the job and forget the role the organization need to play in the business

environment. It is important for an organization to ensure while recruiting to have in mind the role it has to play in the

environment within which it operates and the stakeholders it is intended to serve. Better recruitment and selection strategies result

in improved organizational outcomes. The more effectively organizations recruit and select candidates, the more likely they are to

employ and retain satisfied employees. In addition, the effectiveness of an organization‟s selection system can influence bottom

line business outcomes, such as productivity and financial performance (Hasan & Al Mamun, 2017).

A research by Genga and Wambua (2018), sought to establish the relationship between recruitment and selection practices and

the performance of teachers‟ service commission employees in secondary schools in Machakos County (a public sector institution

in Kenya). The study established that, due processes are followed professionally without undue influence. However, although

hiring is done through an open, free, competitive and objective process, the TSC has not been keen on ensuring that there are

enough teachers in the schools. Based on the findings, it was concluded that good recruitment and selection processes influences

teacher‟s performance. The study further concluded that teachers who are hired in a professional recruitment and selection process

perform better. The findings of the study showed, that recruitment and selection process impacts positively on teacher‟s

performance.

Reforms in the Kenyan public sector has undergone four phases and spanned governance reforms, adoption of performance

contracting and a rapid results initiative under the results based management program, not to mention, e-government, service

delivery charters, citizen service centers (Huduma Centre), as well as providing opportunities for the capacity building and

training of civil servants among others (KIPRA 2018).Among many challenges in the sector are weak human resource and

institutional capacity to attract and retain the skills needed to drive performance.Despite numerous reform initiatives, profound

impact of these reforms is yet to be felt, as reform efforts in Kenya have primarily been undermined by underperformance and an

inadequate citizen-centric focus within the public sector (KIPPRA 2018).

Although the Public Sector institutions have been recruiting their staff independently in Kenya, their performance has been

wanting. It is not clear whether the recruitment practices applied are effective or there could be other factors that lead to the


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dismal performance of the sector. The researcher aimed to establish, if job description, advertising, e- recruitment and Agency

recruitment, affected organizational performance in the Kenyan Public Sector.

3. Objective of the Study

The main objective of this study was to determine the effect of recruitment practices on the organizational performance in the

Kenyan Public Sector a case study of Agriculture and Food Authority Kenya.

4. Literature Review

4.1 Theoretical Framework

4.1.1 Resource Based View Theory

Resource-based theorists argue that human assets can be a source of sustainable advantage because tacit knowledge and

social complexity are hard to imitate. However, these desirable attributes cause dilemmas that may prevent firms from

generating an advantage. This theory derives from the idea of economist Edith Penrose. The resource based view per se was

mainly developed in the late 1980s and 90s, while later being adjusted with extensions. With paying attention to the

achievement of a competitive advantage through internal resources, the resource based view became one of the grand theories of

economics as it examines the link between a firm‟s internal characteristics and performance. As the basis for a competitive

advantage, the resource based view considers the application of a bundle of tangible and intangible resources in order to make to

competitive advantage sustainable, resources are required to be heterogeneous and immobile. Moreover, to create a competitive

advantage, resource need to fulfill the criteria of being valuable, rare, in-imitable and non-substitutable (Bohnenkamp, 2013). As

a result of their uniquely valuable, human capital contributions, top performers are often the most widely recognized employees

in a given organization. During recruitment identifying the most talented and valuable resource, retaining and developing this

important asset is very crucial to any organization who wants to retain its competitive edge in the market (Argue, 2015).

Organizations are therefore charged with responsibility of investing in unique resources that include the human resource so as to

gain a competitive edge over other organizations.

4.1.2 Expectancy Theory

Expectancy theory is widely used in turnover management (Vroom 1964, Porte & Lawler 1968). Basic to the idea of

expectancy theory is the idea that people join organizations with expectations and if these expectations are met they will remain

in the organization (Ramki, 2015). Expectancy theory is thus a cognitive process theory of motivation that is based on the idea

that people believe there are relationships between the effort they put forth at work, the performance they achieve from that

effort, and the rewards they receive from their effort and performance (Lunenburg, 2011). Expectancy theory is based on four

assumptions (Vroom, 1964). One assumption is that people join organizations with expectations about their needs, motivations,

and experiences. These influence how individuals react to the organization. A second assumption is that an individual‟s behavior

is a result of conscious choice (Lunenburg, 2011).

The theory suggests that employees have certain expectations for the structural properties of work. For employees, these

structural expectations may include collegial communication, equitable rewards, work autonomy, job security, and a role in

organizational decision-making (Ngure, 2016).In a nutshell, expectancy‐value theories identify two key independent factors that

influence behavior thus the degree to which individuals believe they will be successful if they try (expectancy of success), and

the degree to which they perceive that there is a personal importance, value or intrinsic interest in doing the task (task value)

(Artino & Cook, 2016).

Empirical studies by Johnsrud and Rosser, (2002) Dalyand (2006) employ the model of employee intent to stay that is

grounded on expectancy theory, which includes structural, psychological and environmental variables. Structural variables

include, work environment, autonomy, communication, distributive justice and workload. Psychological variables include job

satisfaction and organizational commitment and the environmental variables include availability of job opportunities (Kathoni,

2014). All the mentioned factors relate to employee productivity and are relevant to this study in examining organizational

performance in general and in particular individual employees‟ performance. Expectancy theory claims that motivation is the

combined result of the three components identified here as expectancy, instrumentality, and valence of reward. It also recognizes

that motivation is only one of several determinants of job performance.

4.1.3 Attribution Theory

Attribution theory is a social cognitive theory of motivation centered upon the belief that retrospective causal attributions have

bearing on present and future motivation and achievement. Recent researches based on the theory of Attribution emphasize in

various fields, including curriculum development, job performance, employee productivity, job satisfaction, athletic achievements,


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perversion, crime, alcoholism and divorce. Psychologists assume that people tend to seek their views through introspection

meaning that they do things by reviewing the various cognitive and emotions that lies in their consciousness (Mirsadeghi, 2013).

This is a motivational theory looking at how an average person constructs the meaning of an event based on his/ her motives to

find a cause and his/her knowledge of the environment. Attribution theory explains why people react variably to a given

experience, suggesting that different responses arise from differences in the perceived cause of the initial outcome. Success or

failure in mastering a new skill, for example, might be attributed to personal effort, innate ability, other people for example a

teacher or luck. These attributions are often subconscious, but strongly influence future activities. Failure attributed to lack of

ability might discourage future effort, whereas failure attributed to poor teaching or bad luck might suggest the need to try again,

especially if the teacher or luck is expected to change. Attributions directly influence expectancy of future success, and indirectly

influence perceived value as mediated by the learner‟s emotional response to success or failure (Artino & Cook, 2016).

According to this theory, motivation and ability are often insufficient, situational (external) factors also influence attributions.

The manager uses information about motivation, ability, and situational factors to infer the cause of an event (Alfesd, Mundyc,

Amanda & Hewetta, 2017). This theory plays a major role in a human resource during the recruitment process as an individual

makes up a decision to apply for a job or even take up a job offer in any organization. It is relevant to this study as it helps explain

recruitment and selection of an employee into an organization. In the context of recruitment, quasi-experimental study revealed

that experienced recruiters vary their expectations about applicants‟ future job performance, responsibility for failure, and hiring

recommendations according to applicant levels of ability and effort (Alfesd et al, 2017).

4.1.4 The Balanced Scorecard (BSC) Model

To organize an organization‟s performance measures, Professor Robert Kaplan and Professor David Norton of Harvard

University developed a tool called the balanced scorecard. Using the scorecard helps managers to resist the temptation to fixate on

financial measures and instead monitor a diverse set of important measures. The idea behind the framework is to provide a

“balance” between financial measures and other measures that are important for understanding organizational activities that lead

to sustained, long-term performance. The balanced scorecard recommends that managers gain an overview of the organization‟s

performance by tracking a small number of key measures that collectively reflect four dimensions thus financial, customer,

internal business process, and learning and growth (Guta, 2017).

Performance measurement is a key function in organisation, it provides real added value, with feedback into the decision

process and analysis of structural issues. Performance measures are in effect alternative risk controllers able to protect the firm

from effects of failing to meet client expectations (Raut et al, 2015).This provides a fast but comprehensive view of the

organization. As shown below, monitoring these four dimensions can also help individuals assess themselves.

Figure 1 Balance Score- Card Model

Source: The Balanced Scorecard (BSC) Framework, Implementation Methodology and Recommended Application - Executive

Brief (April 2012)

Financial

To succeed financially

how should we appear to

shareholders?

Customer To achieve our vision

how should we appear to

our customers?

Business Process

To satisfy our stakeholders

& customers what

business process must we

excel in?

Vision & Strategy

Learning and Growth

To achieve our vision,

how will we sustain our

ability to change and

improve?


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Financial measures of performance relate to organizational effectiveness and profits. Examples include financial ratios such as

return on assets, return on equity, and return on investment. Other common financial measures include profits and stock price.

Financial performance measures are commonly articulated and emphasized within an organization‟s annual report to shareholders.

To provide context, such measures should be objective and be coupled with meaningful referents, such as the organization‟s past

performance (Guta, 2017).

According to Guta (2017), customer measures of performance relate to customer attraction, satisfaction, and retention, while

internal business process measures of performance relate to organizational efficiency and learning and growth measures of

performance related to the future. If the organization is able to continue to improve and create value. Further learning and growth

measures focus on innovation and proceed with an understanding that strategies change over time. Consequently, developing new

ways to add value is needed as the organization continues to adapt to an evolving environment. An example of a learning and

growth measure is the number of new skills learned by employees every year.

4.2 Conceptual Framework

Conceptual framework refers to a graphical representation of theorized interrelationships of the variables of a study (Uzel,

2015). According to Kuyini and Kivunja (2017), the conceptualization of variables in academic study is important as it forms the

basis for testing hypothesis and hence coming up with generalisations in the findings. In this study, the independent variables are

the conceptualised human recruitment practices drivers in an organization. The independent variables of this study includes, job

description, talent hunting E- Recruitment, advertising and agency recruitment while dependent variables are organizational

performance based on organizational efficiency and effectiveness, customer service, employee satisfaction and employee‟s

creativity and innovation.

Independent Variables Dependent Variable

Figure 1 Conceptual Framework

4.3 Review of Literature on Variables

4.3.1 Job Description

Employee job description provides an opportunity to clearly communicate an organization‟s direction and communicate to the

employee where he or she fits inside of the bigger picture. Whether a small business or a large, multi-site organization, a well-

written employee job description will help in aligning employee direction. Alignment of the people with the organizational goals,

vision, and mission spells success for the organization. Leaders need to assure the inter functioning of all of the different positions

Job description

Job title

Job specifications

Tasks or duties

Advertising

Target audience

Mode of advertising

Numbers to be recruited

Agency recruitment

Public employment agencies

Private employment agencies

Agency credibility

Organizational Performance

Efficiency

Customer Service

Creativity and Innovation

E-recruitment

Corporate Website

Social Network sites

Commercial Job Boards


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and roles needed to get the job done for the customers. Employee job description set clear expectations about what is expected

from employees (Joseph & Kharabe, 2016). This variable is important in this study as it plays a major role in the recruitment and

selection process. If done correctly can help in the organizations performance and achievement of the organizations‟ strategic

objectives. A well described job will lead to recruitment of the human resource to perform the role he is expected to perform in the

organization.

Taufuk (2014) points out that a job description is a written statement of the content of any particular job and it can be

distinguished from a person‟s specification, which describes not the content of the job, but the attribute, which allow individual or

group of staffs to work efficiently according to what they ought to do. Job descriptions should be based on the job analysis and

should be as brief and formal as possible. Krishnam and Banerjee (2017), defines a job description as an instrument used by the

people who does not know accurately how to perform the job. So, to make employees perform their jobs well there has to be a

clear and specific job description. While Nduta, (2017) describes job description as the concept that describes the working

conditions, hazards, stress that it can produce and the relationship with the other jobs.

Apart from their use in recruitment, job descriptions also play an important role in managing employee performance because it

would be difficult to measure an employee‟s contribution if it has not been clearly outlined to them what they are supposed to do.

They can as well be used in training and development to help identify individual training needs, so they are vital tools, however,

job descriptions only describe what you want a person to do; as part of recruitment, you also need to know what type of person

you want for any given job (Fáilte, 2013). According to Mangaleswaran, (2015), Human resource professionals and consultants

use job descriptions and job specifications as basic building blocks for many human resource (HR) functions, including

recruitment and hiring, performance evaluations, and salary ranges. A job description can best be thought of as a blue print of the

position. It out -Lines the essential duties and responsibilities that are expected of the employee and the basic purpose of the work

the employee is expected to perform. It also defines accountability in an organization, which helps to pre -vent overlap of duties

and as signs task responsibility.

When recruiting and screening applicants, employers utilize job analyses to determine what knowledge, skills and abilities an

applicant needs to perform the job. These needs are referred to as job specifications or “a written description of job requirements”.

Job specifications can include job requirements such as written communication skills or prior experience in a certain field. Job

specifications allow organizations to determine the educational, professional and certification requirements for a person

performing a job (Mangaleswaran, 2015).

4.3.2 Advertising

Kulasekara, (2015) defines advertising as any paid form of non-personal presentation and promotion of ideas, goods and

services through mass media such as newspapers, magazines, television or radio by an identified sponsor. An organization can

publish its job advertisements through different modes such as television, radios, banners, posters and newspapers. However, the

success of the advertisement depends on two basic requirements thus the right advertisement and the right time and way. Secondly

the advertisement should be consisted with appropriate information. As advertising is an expensive source of generating interest in

available positions, it is important that the content of the advertisement achieves its objectives some of which are to reach the

desired target audience, to attract the required number of suitable candidates, to send out the right image about your Organization

(Fáilte, 2013).

The media used will determine the cadre of candidate needed for the job. For example, to clerical jobs, low-level jobs and

administrative jobs a local newspaper would suit best. The local newspaper is readily available to locals who could be potential

candidates. For specialized jobs, trade and professional, journals and magazines would be most appropriate to use. When needing

to recruit large numbers for long periods, an organization could consider using outdoor advertising (Darr, 2015). This includes the

use of roadside billboards, posters on street boards and buses. Point-of-purchase as a form of media is very useful to reach large

number of candidates; it involves using of posters, banners, brochures and placement offices. Radio and telephone adverts is not

commonly used but cannot be absolutely ruled out as effective. It is the most common recruitment mode and is considered as a

separate major mode of recruitment. However, its success highly depends on the level of attraction of the advert. To get successful

results from the advertising, employers have to address two major issues: selecting the correct advertising medium and developing

advertisement construction in proper manner (Kulasekara, 2015).

The content of the advertisements placed should include some or all of the following information, depending on the nature of

the position being advertised, a brief promotional description of the company, job title, job location, description of the position

qualifications and experience required for the job, conditions of employment including salary, relocation expenses, if applicable,

promotional prospects, if any and closing date (Fáilte, 2013). The type of language used in the advertisement should always reflect

the nature of the position being filled. When a large number of applications are received a for an advertised position, the golden

rule should be to interview less people for longer, hence the need to screen the applications to select the most suitable candidates

for interview (Fáilte, 2013). Kulasekara (2015) further states that a good recruitment advertisement contains a clear indication of

the relevant job vacancy, a brief introduction of the organization, a brief job description, a brief job specification, rewards (Pay,


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incentives and benefits), a way of sending applications and a closing date. From a marketing point of view, jobs can be identified

as products. In marketing perspective, they are going to analysis customer‟s motivations, needs and behavior to develop a product

to satisfy customer needs. The same way, HRM departments have to identify, employee needs, motivations, and behavior to

attract and retain most appropriate cordierite to perform their organizational requirements so as to achieve the strategic objectives

of the organization.

4.3.3 E-recruitment

According to Sills (2014) when broken down, the term “E-recruitment” is comprised of two parts. The “E” stands for

“electronic” and “recruitment”. Often, E-recruitment is known as online recruiting, social recruiting or Internet recruiting,

however, this proposal will refer to E-recruitment for simplicity. E-recruitment can only be described as the process of any

personnel advertising or attracting, selection and application process via the Internet, for external candidates, or Intranet, for

internal candidates otherwise known as online recruitment. E-recruitment is fast replacing the traditional methods of recruitment

in the developed world. The term E-recruitment has been interchangeably used with online recruitment, electronic recruitment,

web-based recruitment and cyber recruitment. Since its first adoption by firms through job boards, the use of E recruitment

practices has been defined in various ways by scholars and human resource practitioners depending on whether they viewed E-

recruitment from the perspective of the employer, the job seeker or both (Tsuma, 2017).

Online recruitment has brought considerable perks in terms of cost, time, candidate pool and quality of response in addition to

the benefits technology provides in improving sorting and contacting candidates. Electronic recruitment is not just about receiving

job applications electronically but is considered to include several different recruitment areas. In general, online recruitment is

considered to include the publication of jobs on the Internet, receiving electronic applications and use of electronic recruitment

tools, such as various types of resume- and application banks, recruitment robots and portals constructed to help recruiters

(Oksanen, 2018).

According to Lievens (2016) the major advantage of this technique is the potential to find outstanding passive candidates. In

addition, because the e-recruiter chooses whom to approach, there will be far fewer candidates and especially far fewer

unqualified candidates generated. According to (Patel, 2016), other benefits of E-recruitment is that HR professionals and

Technology experts say implementing computer-based systems that eliminate the need for paper can save time and money.

Productivity and efficiency are the first reasons for people to go to a paperless system. Such systems significantly reduce the

storage space needed. They are designed to accommodate the vast and changing array of compliance issues that keep emerging.

According to Wanjiku, (2015) E-recruitment can be carried out at various sites such as corporate websites, social network site

and e-recruitment agencies sites depending on the employers‟ choice, finances and convenience. Corporate web sites are an

employer‟s own web site. Most organizations use corporate website due to the need to reduce recruitment costs and to improve the

efficiency of the recruitment process. Employers use corporate website to promote their brand, themselves and provide a better

service to candidates. Larger organizations are more likely to find this method successful compared to small organizations.

It is clear that corporate web sites cannot successfully be used to recruit employees in organizations that are not already very

well-known unless a company adopts other advertising channels such as jobs boards or print media to drive people to the site

(Wanjiku, 2015). The advantage is that jobs are advertised alongside information about the products and services offered by the

organization. These sites facilitate development of personal relationships for networking, hiring and employee referrals. They

include sites like LinkedIn, Facebook, WhatsApp, twitter, Monster networking among others. Other sites are capitalizing on the

popularity of social networks to provide recruiting assistance. The information about when and how the applicant receives

information about the organization and the role can influence the applicant‟s behavior after joining the organization. The power of

social media is a rich interactive channel for contextualizing and personalizing the communication at an individual level

(Burleson, 2016).

4.3.4 Agency Recruitment

Agencies are commercial enterprises for supplying employers with candidates for jobs. They are of two types; office staff

employment agencies, which mainly deal with clerical, typing and office machine operator vacancies. The employer informs the

agency of the vacancy, and the agency submits any suitable candidate on its register. When a candidate is engaged the employer

pays a fee to the agency, part of which is usually refunded if an employee leaves within a specified time. The other type is

selection agencies for senior staff, which usually undertake the complete recruitment process and the first stages of selection for

managerial and professional vacancies. The agency analyses the job, prepares job and personal specifications, advertises, sends

out application forms and interviews the selected candidates, sometimes testing them. The employer is then presented with

shortlisted candidates to make the final choice (Patel, 2016).

According to Mukwa, (2014) Recruitment agencies can be viable source of applicants. The agencies often have contact and

relationships that the organization does not, and might be able to locate excellent candidates for higher level managerial and hard-


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to-fill technical and professional positions. Use an executive search consultant, or „head hunter‟ for senior jobs where there are

only a limited number of suitable people and a direct lead to them is wanted. Their advantage is the specialist skills they bring and

the speed with which they normally provide candidates. Agencies should be briefed carefully on what is wanted. They provide

expertise and reduce workload. Executive search consultant‟s first approach their own contacts in the industry or profession

concerned. The good ones have an extensive range of contacts and their own data bank.

According to labor market, intermediation can be provided by either public or private employment agencies, with the latter

including both private employment placement agencies and temporary work agencies. Temporary agency work, which has been

strongly increasing in Europe, is a triangular employment arrangement whereby the worker is employed by the temporary work

agency and subsequently hired out to perform their work at (and under the supervision of) the user organization. For user firms,

temporary agency work allows flexible labor adjustments and meeting short-term staffing needs, as well as screening potential

employees. Temporary agency workers may screen potential jobs and/or employers, gain work experience to increase their

employability and quickly find a job with very low search costs. Moreover, flexibility may be needed in specific phases of life for

some workers (A research report by the society for human resource management on Employee Job Satisfaction and Engagement,

2016). While the individual labor market consequences for temporary agency workers are not clear-cut, it seems that short time-

spells in agency work have little or no effect on subsequent earnings and employment as long as the worker masters a successful

transition to regular employment. Those who remain in agency work or change back and forth from unemployment suffer a

substantial loss in earnings (Eichhorst et al, 2013).

Private employment placement agencies interview jobseekers and try to match their qualifications and skills to those required

by employers for specific job openings. Temporary work agencies “provide temporary employees to user enterprises to cover

employee absences, skill shortage and varying seasonal workloads. Workers are employed and paid by the agency, but are

contracted out to a client for either a prearranged fee or an agreed hourly wage. Some organizations choose to use temporary

workers on a long-term basis rather than permanent staff. The resulting employment is often called “temporary work”, “temping”

or “agency work‟‟. The hiring firm pays fees to the agency, and the agency pays the wages (even if the hiring organization has not

yet paid the agency). Flexibility for both worker and employer is a key feature. In this report, we call the resulting employment

“temporary agency work” (Eichhorst et al, 2013).

Eichhorst et al (2013) further explains that the rationale for employer, temporary agency work is to essentially fulfill two

goals: thus it is traditionally used for short-term staffing needs and, to screen potential employees without the legal burden of

dismissal regulations. If temporary agency work is used to hire staff, consequently some responsibility for recruitment and

administration is sourced out. Thus, firms can save costs and adjust labor more flexibly without having to deal with the expensive

and legally problematic laying off permanent staff. Temporary agency work is also predominant in sectors with seasonal patterns,

as well as helping to cover staff absences (Eichhorst et al, 2013).

In the public sector, it is used - inter alia - to reduce labor costs, given that the wage costs for temporary agency workers enter

as non-labor costs and for workers, temporary agency work may allow the testing of different kinds of work and screening

possible employers, and can represent a stepping stone to permanent employment or the job that they want. Given that it is usually

easy to find a job at a temporary work agency (i.e. low search costs); it offers a way of entering or re-entering the job market and

quickly earning some income or supplementing their existing income. Moreover, it provides the employees with the opportunity

to gain work experience and thereby increases their employability, it might also suit the worker‟s circumstances when flexibility is

needed to better harmonize work with other life spheres (e.g. caring, education).

4.3.5 Organizational Performance

Organizational performance can be defined as a strategic and integrated approach to delivering sustained success to

organizations by improving the performance of the people who work in them and by developing the capabilities of teams and

individual contributors. Public Sector institutions are increasingly recognizing that planning and enabling individual performance

have a critical effect on institutional performance. It is therefore of paramount importance for institutions to remove outdated

systems of performance appraisals and adopt the new performance management system which is able to help in linking

institutional strategic objectives with individual performance targets (Olufemi, 2015). Adam, et. al (2017) indicates that

organizational performance comprises the actual output or results of an organization as measured against its intended outputs (or

goals and objectives).

Oduol (2015) further explains that organizational performance is the outcome achieved in meeting internal and external goals

of a firm. Firm performance is a multidimensional construct that consists of four elements. Customer-focused performance,

customer satisfaction, and product or service performance; financial and market performance, including revenue, profits, market

position, cash-to-cash cycle time, and earnings per share; human resource performance, which includes employee satisfaction; and

organizational effectiveness, including time to market, level of innovation, and production and supply chain flexibility. According

to Tolera (2017), to ensure the achievement of organizational goals, the organization must create an atmosphere of commitment

and cooperation for its employees through policies that facilitate employee satisfaction. Satisfaction of human resource finds close


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links to highly motivated employees. Motivated employees then develop loyalty or commitment to the firm resulting to greater

productivity and lower turnover rates (Tolera, 2017).

The workforces today are filled with various mindsets. Over the past few years, there have been numerous supports on human

capital development, lifelong learning and continuous attention on soft skill development. Nevertheless, many a times, issues are

only attended to at the surface level but not to the roots of the cause. Human beings are highly associated with emotion and

intelligence. Therefore, the requirement to fulfill human need hierarchy is rather an important aspect especially on satisfaction and

motivation. Employee commitment always plays a very key role in improving the organizational performance. The organizational

performance can be measured through a lot of ways some of which are employee turnover and return on equity. Employee

commitment can be enhanced through proper recruitment and selection processes, their involvement in assessment construction

and providing them with the chance for better insight on the whole procedure of the organization performance measurement

(Tolera, 2017).

Damen (2017) explains that performance measurement is critical for the organizational effectiveness. Organizational

performance comprises the actual output or results of an organization as measured against its intended outputs (or goals and

objectives). Organizational performance involves the recurring activities to establish organizational goals, monitor progress

towards the goals, and make adjustments to achieve those goals more effectively and efficiently. This study will look at

organizational performance in terms of operational efficiency and effectiveness, customer service, employee satisfaction and

employee creativity and Innovation. It is how the organization converts its inputs into outputs in the form of products and services

more valuable than the value of the inputs through the conversion processing. In this research operational efficiency will be

measured by following indicators unit cost, quality, delivery, flexibility, and speed of services offered. Employee satisfaction will

be measured in terms of how workers are pleased with their job and working environment. Different factors influencing employee

satisfaction such as, working condition, job safety and security, rewards system and career development will be considered.

Creativity and Innovation will be measured on how the employees go the extra mile achieving the objectives through different

ways of work performance.

5. Research Methodology

5.1 Research Design

The study used descriptive research design to determine effects of recruitment practices on the organizational performance in

the Kenyan Public Sector a case study of Agriculture and Food Authority. It addressed who, what, where and why in the study.

Descriptive research design describes the current status of the phenomena, and it describes "what exists" with respect to variables

or conditions in a situation. The researcher used a descriptive research design and factor analysis in determining gathered data

without any manipulation of the research context. Since it is non-intrusive and deals with naturally occurring phenomena, where

the researcher had no control over the variables.

5.2 Target Population

The study targeted a population of 110 employees working at AFA in Mombasa County. According to Majid et al, (2018)

population of interest is the study‟s target population that it intends to study or treat. Alkassim et al (2015) defines population as a

total quantity of the things or cases, which are the subject of a research. Target population is a group of people researched.

Table 1 Target population

Levels of management Population Percentage

Top Management 12 11

Middle level management 36 38

Lower level staff 62 51

Total 110 100

Source: AFA strategic plan 2017-2022

5.3 Sample Frame

A sample is a selected segment of the population for investigation. It is a process of selecting a sample of units from a data set

in order to measure the characteristics, beliefs and attitudes of the population. Sampling survey involves structured questionnaire

to evaluate people beliefs and attitudes. Sampling frame gave the researcher information to use in determining the sample

population. A sample frame was derived from the target population. The study‟s sample frame included the top management,

middle level management and lower level staff at AFA Mombasa County.

5.4 Sample Size and Sampling Techniques


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Sampling involves a process of selecting a sub-section of a population that represents the entire population in order to obtain

information regarding the phenomenon of interest. A sample is a sub-section of the population, which is selected to participate in a

study. This study targeted employees at AFA Mombasa County. This study used simple random sampling technique (Shukla and

Murerwa, 2016). The sample size was determined using Slovin‟s formula as given below:

n = N / (1+ N (e)2)

Where;

n = sample size

N = the total population of all staff (110)

e = margin of error (0.05 degree of precision)

Using the formula given above, the sample size will be calculated as follows;

n=110/1+110 x (0.05)2 = 86

Therefore, the study had a sample size of 86 respondents.

Table 2 Sample size

Levels of management Population Size Sample Percentage

Top Management 12 9 10%

Middle level management 36 28 33%

Subordinate staff 62 49 57%

Total 110 86 100%

6. Research Findings

6.1 Descriptive Analysis

A questionnaire was used to collect data on recruitment practices on organizational performance in the location of study. The

recruitment practices were measured using staff responses to the items of the questionnaire. In each item of the questionnaire, the

respondent rated their frequency in relation to their current employment. Responses ranged from (1) strongly agree, (2) agree, (3)

neutral, (4) disagree, and (5) strongly disagree. Scores for each respondent were summed up to establish the dominant recruitment

practices.

6.1.1 Job Description as a Recruitment Practice on Organisational Performance

The first objective of this study sought to establish the effects of job description on organisation‟s performance at AFA. Table

3 presents results on job description as a recruitment practice.

Table 3 Job Description

N Mean Std.

Deviation

Variance Kurtosis

Statistic Statistic Statistic Statistic Statistic Std. Error

My job specification allows me

some level of independence 82 3.58 .577 .333 -.743 .523

My tasks and duties allow me to

effectively perform my duties 82 4.11 .852 .726 -.065 .523

My skills allow me to perform my

duties and responsibilities effectively 82 4.02 .757 .574 .485 .523

My job description is used to

evaluate my performance during

performance evaluation

82 4.02 .685 .469 -.835 .523

My job title matches my

qualifications 82 3.92 .674 .455 -.323 .523

Valid N (listwise) 82

From table 3, on a scale of 1 to 5 (where 5 = strongly agree while 1 = strongly disagree) majority of the respondents were of

the view that, job description greatly affected the organizational performance. Majority of the respondents agreed to the


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statements that my job specification allows me some level of independence with mean of 3.58. They also agreed that my tasks and

duties allow me to effectively perform my duties with mean of 4.11. Further, respondents also agreed that my skills allow me to

perform my duties and responsibilities effectively with mean of 4.02. They also agreed that my job description is used to evaluate

my performance during performance evaluation with mean of 4.02 and that my job title matches my qualifications with mean of

3.92. This implies that majority of the respondents agree that job description affects the performance of an organization.

The study confirms statements by Joseph and Kharabe, (2016) who stated that employee job description set clear expectations

about what is expected from employees thus improving productivity. Mangaleswaran, (2015) and Fáilte, (2013) confirms the

findings since they state that human resource activities and specifically job description is key in the productivity of employees

which in turn affects the performance of the organization.

6.1.2 Advertising as a Recruitment Practice on Organisational Performance

Advertisement as a recruitment practice was measured using staff‟s responses on the items of the questionnaire. Table 4

presents the results of the questionnaire.

Table 4 Advertising as a Recruitment Practice on Organisational Performance

N Mean Std.

Deviation

Variance Kurtosis


The organization uses various

mediums to attract the required work

force depending on the level of

employees/numbers to be recruited

82 4.13 .653 .427 .110 .523

When advertising for job

vacancies the organization ensures

there is a brief background

information of the organization

82 4.28 .840 .706 .356 .523

Advertisement for vacant

positions in the organization follows

the established procedures for filing

vacancies

82 3.73 .677 .458 -.803 .523

Job vacancies are made open to

general public through advertising in

widely accessed/read print media

82 4.03 .745 .555 .724 .523

The content of job adverts in the

media are always sufficient to attract

competent workforce

82 4.08 .876 .768 .033 .523


The study sought to determine the role of recruitment practice on organisational performance. Using a scale of 1-5 where

(5=strongly agree and 1=strongly disagree) all respondents agreed to the statements leading to the recruitment practice on

oorganisational performance. Respondents agree that the organization uses various mediums to attract the required work force

depending on the level of employees/numbers to be recruited with a mean of 4.13. They also agreed that when advertising for job

vacancies the organization ensures there is a brief background information of the organization with a mean of 4.28. Respondents

further agreed that advertisement for vacant positions in the organization follows the established procedures for filing vacancies

with a mean of 3.73. They further agreed that Job vacancies are made open to general public through advertising in widely

accessed/read print media with a mean of 4.03 and that The content of job adverts in the media are always sufficient to attract

competent workforce with a mean of 4.08.

Fáilte, (2013) poised that; advertising can be an expensive source of generating interest in available positions. They also stated

that it is important that the content of the advertisement achieve its objectives some of which are to reach the desired target

audience, to attract the required number of suitable candidates, to send out the right image about your Organization. However,

Kulasekara, (2015) explains that in order to get successful results from the advertising, employers have to address two major

issues, which are, selecting the correct advertising medium and developing advertisement construction in proper manner. They

further state that if well done, then advertisement can be very useful to an organization thus being in line with the findings of the

study that advertisement affects the performance of an organization

6.1.3 E-Recruitment as a Recruitment Practice on Organizational Performance


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E-Recruitment practice was measured using staff responses on items on the questionnaire. Table 5 presents results of

descriptive statistics from the questionnaire.

Table 5 E-Recruitment

N Mean Std.

Deviation

Variance Kurtosis


The organization searches for

resumes of appropriate candidates on

the corporate website

82 3.45 .643 .610 .168 .523

The organization has enjoyed

benefits of using E-recruitment

practices

82 3.95 .767 .589 -.148 .523

Social media monitoring is the

most important employer branding 82 3.07 .664 .583 .332 .523

The organization advertises

internally through the corporate

intranet

82 3.88 .866 .751 -.450 .523

The organization utilizes social

media in sourcing for job candidates

when vacancy arises

82 2.38 .930 .589 -.123 .523


As illustrated in table 5 the results indicate that majority of the respondents were of the view that, E-Recruitment had some

effect on the performance of an organization. From a scale of 1-5 where (5=strongly agree and 1=strongly disagree) respondents

agreed to the statements the organization searches for resumes of appropriate candidates on the corporate website with a mean of

3.95. Respondents also agreed that the organization has enjoyed benefits of using E-recruitment practices with a mean of

3.95They further agreed that the organization advertises internally through the corporate intranet with a mean of 3.88. However,

Respondents gave a neutral feedback to the statement that social media monitoring is the most important employer branding. They

also disagreed to the statement that the organization utilizes social media in sourcing for job candidates when vacancy arises with

a mean of 3.68. In general majority of the respondents agree that E-Recruitment had some effect on the performance of an

organization.

According to Oksanen, (2018) and Lievens (2016) the major advantage of this e-recruitment is the potential to find outstanding

passive candidates. Patel (2016) further explains that E-recruitment lead to productivity and efficiency if well HR system is

practices. Wanjiku, (2015) states that e-recruitment can also lead to personal relationships for networking, hiring and employee

referrals as well as information and knowledge sharing. This therefore confirms that the findings of the study concur with the

studies done by Oksanen, (2018), Lievens (2016) and Wanjiku, (2015).

6.1.4 Agency Recruitment as a Recruitment Practice on Organizational performance

Agency Recruitment practice was measured using staff responses on items on the questionnaire. Table 6 presents results of

descriptive statistics from the questionnaire.

The study sought to identify the agency recruitment as a recruitment practice on organisational performance. In a scale of 1-5

where (5=strongly agree and 1=strongly disagree) respondents agreed to the statements leading to the agency recruitment on

organisational performance. The result above shows that respondents agreed to the statements, Employment agencies should be

used at all levels during recruitment with a mean of 3.63. They also agreed that private employment agency recruitment

procedures are transparent and should be used regularly by the organization with a mean of 4.24. Respondents further agreed that

Public/Private recruitment agency should be adopted while filing vacant positions in the organization with a mean of 3.58.

However, respondents disagreed to the statement that you were recruited through use of an employment agency with a mean of

2.24. Respondents also gave a neutral feedback to the statement the organization uses recruitment agencies in filing vacant

positions with a mean of 3.18.


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Table 6 Agency Recruitment

N Mean Std.

Deviation

Variance Kurtosis


Employment agencies should be

used at all levels during recruitment 82 3.63 .739 .604 1.198 .523

Private employment agency

recruitment procedures are

transparent and should be used

regularly by the organization

82 4.24 .891 .793 1.114 .523

Public/Private recruitment agency

should be adopted while filing vacant

positions in the organization

82 3.58 .641 .410 .393 .523

The organization uses recruitment

agencies in filing vacant positions 82 3.18 .641 .410 1.170 .523

You were recruited through use of

an employment agency 82 2.24 .364 .184 -.127 .523


The study agrees to the statements by Mukwa, (2014) who stated that recruitment agencies can be viable source of applicants

thus saving an organization time and money to facilitate hiring process. Eichhorst et al, (2013) also stated that agency hiring can

provide a hiring firm with quality recruits since they are experts. This concurs with the study that agency hiring affects the

performance of an organization.

6.1.5 Organizational Performance

Table 7 Organizational Performance

N Mean Std.

Deviation

Variance Kurtosis


There is timely achievement of

set goals by the staff over the years 82 4.09 .850 .723 .124 .523

There is high level of customer

satisfaction in organization over the

years

82 4.01 .808 .652 .377 .523

There is reduced level of

customer complaints in your

organization over the years

82 4.02 .722 .521 .614 .523

The employees in the

organization are satisfied with their

working conditions and

environment

82 3.93 .694 .482 .733 .523

There has been improved level

of innovations in the organization

over the last three years

82 3.99 .763 .583 3.527 .523


The finding above indicates that organization performance leads to the sustainability of an organization. Respondents agreed

to the statement above given the scale of 1-5 where (5=strongly agree and 1=strongly disagree). Respondents agreed that, there is

timely achievement of set goals by the staff over the years with a mean of 4.09. They also agreed that there is high level of

customer satisfaction in organization over the years with a mean score of 4.01. Further respondents agreed that there is reduced

level of customer complaints in your organization over the years with a mean of 4.02. Respondents agreed that the employees in

the organization are satisfied with their working conditions and environment with a mean of 3.93. Lastly respondents agreed that

There has been improved level of innovations in the organization over the last three years with a mean of 3.99.

6.2 Inferential Analysis

To determine the effect of independent variables the researcher conducted several forms of inferential analysis including

coefficient of determination, analysis of variance ANOVA, multilinear regression analysis and hypothesis testing.

6.2.1 Coefficient of Determination (R2)


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Table 8 Model Summary

Model R R

Square

Adjusted

R Square

Std. Error of the Estimate

1 .784 .614 .581 .438

Coefficient of determination explains the percentage of variation in the dependent variable explained by all independent

variables. Table 8 shows that the coefficient of determination R Square is 0.614. From the findings, therefore this means that

61.4% of performance in Agriculture and Food Authority Mombasa County is attributed and determined by combination of the

four independent factors investigated in this study that include advertisement, job description, e- recruitment and agent

recruitment as independent variables. The remaining percentage represents factors not researched in this study.

6.2.3 Analysis of Variance

The significance value is 0.000, which is less than 0.05 thus; the model is statistically significance in predicting how Job

description, advertisement, E- recruitment and agent recruitment influence organization performance in Kenya. Further analysis

was conducted to find out whether the effectiveness of performance could vary based on recruitment practices. The strength and

direction of the effect of recruitment practices on organizational performance One-way ANOVA was therefore computed to

establish whether the relation was significant.

Findings show significant relations in recruitment ratings based on staff performance, F (30.764 35) and p value of = 0.000.

The p value 0.000 was found to be less than the critical value of 0.05. Therefore, indicating a significant relationship in

recruitment rating based on performance. Table 9 presents these findings.

Table 9 ANOVA

Model Sum

of Squares

df Mean

Square

F Sig.

1

Regression 10.706 4 2.6765 30.764 .000b

Residual 6.729 77 .0.087

Total 17.436 81

6.2.4 Multiple Regressions

As per the SPSS generated coefficient table 10, the equation (Y = β0 + β1X1 + β2X2 + β3X3 + β4X4 + ε) becomes:

Y= 0.427 X2+ 0.532X3 + ε

Where, Y is the dependent variable (organization performance), X2 is job description and X3 is agent recruitment. The results

were as illustrated in Table 10.

Table 10 Coefficient of determination on Recruitment Practices on Organizational Performance

Model Unstandardized

Coefficients

Standardized

Coefficients

t Sig.

B Std.

Error

Beta

1

(Constant) 0.067 0.372 0.180 0.858

Advertisement 0.078 0.0802 0.105 0.951 0.348

Job description 0.427 0.118 0.407 3.617 0.001

Agent Recruitment 0.532 0.102 0.561 5.237 0.000

E- recruitment 0.188 0.117 0.254 1.597 0.119

a. Dependent Variable: organization performance

According to the regression equation established in Table 10, taking all factors constant at zero, advertisement will be 0.078.

The data findings analyzed also shows that taking all other independent variables at zero; a unit increase in Job description will

lead to 0.427 organization performances. A unit increase in agent recruitment will lead to a 0.532 increase in organization

performance; a unit increase in E- recruitment will lead to a 0.188 increase in organization performance. This implies that job

description and agent recruitment had a positive and significant relationship with organization performance. Advertisement and E-

recruitment had no significant relationship with organization performance

6.2.5 Correlation Coefficient


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The researcher used Pearson correlation to identify the relationship between organization performance and the four

independent variables in the study.

Table 11 Correlation Coefficient

Advertisement Job

description

Agent

recruitment

E-

recruitment

Performance

Advertisement

Pearson

Correlation 1

Sig. (2-tailed)

N 82

Job

description

Pearson

Correlation .263

** 1

Sig. (2-tailed) .004

N 82 82

Agent

recruitment

Pearson

Correlation .345

** .310 1

Sig. (2-tailed) .006 .283

N 82 82 82

E- recruitment

Pearson

Correlation .308

* .673

** .659

** 1

Sig. (2-tailed) .063 .000 .000

N 82 82 82 82

Performance

Pearson

Correlation .255

* .092 .644

** .243

* 1

Sig. (2-tailed) .624 .002 .000 .182

N 82 82 82 82

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

Table 11 indicates that there was a strong positive insignificant correlation between job description and organization

performance with (r=0.255, and P value of 0.624). The value suggests that job description had positive insignificant relationship

between job description and organization performance. The study also found out that there was a strong and positive significant

correlation between advertisement and organization performance with (r=0.092, and a P value of 0.002) portraying a strong

significant relationship between advertisement and organization performance. The study further found out that there was a strong

and positive correlation between E- recruitment and organization performance with (r=0.644, and a P value of 0.000) a sign that

E- recruitment greatly influences organization performance. Lastly the study found out that there was a positive insignificant

correlation between agent recruitment and organization performance with a (r=0.243 and a P value of 0.182). This also indicated

that agent recruitment a positive insignificant influence on organization performance.

7. Conclusions and Recommendations

7.1 Conclusion

Recruitment practices were found to influence organisation‟s performance at Agriculture and Food Authority Kenya.

Employees are likely to perform optimally when there is clearly defined job description as well as when the recruitment process is

conducted by an agency. Employees‟ performance however, are not affected whether advertisement or e-recruitment are included

as part of the recruitment process.

7.2 Recommendations

Job description was found to influence organizational performance at AFA. There is need for Human Resources Managers

and Administrators to focus on aligning job description with the job position during recruitment processes. They should encourage

potential employees to apply for positions with job descriptions that match their capabilities. There is also need for the public

service commission to find strategies that ensure employees working with government departments fully understand their roles

and responsibilities. They should also develop human resources policies to help the public understand how job description is

significantly related to job performance.


www.ijarke.com


Advertising does not influence organizational performance. As much as it is an important requirement in recruitment

processes, human resources managers and administrators, as well as the public service commission need to find mechanisms that

can help potential employees understand the importance that job requirements placed in the advertisement play in organizational

performance. This can be emphasized during the job interview sessions.

E-recruitment was found to be insignificantly related to organizational performance. Public service commission is encouraged

to configure the E-recruitment portal in a way that key performance indicators are included in the algorithm during shortlisting of

candidates. The public service commission also needs to investigate on how E-recruitment can enhance organizational

performance by facilitating public participation and employees‟ survey through seminars, workshops and focus group discussions.

Agency recruitment was found to influence organizational performance at AFA. There is need for Human Resources Managers

and Administrators to identify and map out recruitment agencies, for strategic partnership on future job recruitment processes. In

addition, the public service commission needs to formulate policies that involve contracting job agencies during recruitment.

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