INFORMATION SUPERVISION FOR STAFF EMPLOYMENT IN TARABA STATE CIVIL SERVICE COMMISSION

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INFORMATION SUPERVISION FOR STAFF EMPLOYMENT IN TARABA STATE CIVIL SERVICE COMMISSION  

ABSTRACT

This research investigated Information Management for Staff Recruitment in Taraba State Civil Service Commission. . In line with the objectives, four (4) research questions and one (1) null hypothesis were drawn to guide the study. The research questions are: What type of recruitment procedure is being adopted by the Taraba State Civil Service Commission? What types of information are being generated for the recruitment of Staff into Taraba State Civil Service Commission? How is the information for staff recruitment being managed by the Taraba State Civil Service Commission? To what extent has the information for staff recruitment being managed influence the recruitment Procedure in the Taraba State Civil Service Commission? The study adopted descriptive survey design. Questionnaire was the instrument used to collect data which were presented in tables and analysed using frequencies, percentages, mean and standard deviation. A total of one hundred and thirty six (136) copies of questionnaire were distributed to the Staff of the Taraba State Civil Service Commission. One hundred and twenty eight (128) copies of the questionnaire were duly completed, returned, examined and found useful for analysis. The study revealed that the Taraba State Civil Service uses manual recruitment procedure for the recruitment of its staff. Types of recruitment procedures such as placement of job advertisement, receiving incoming applications, sorting and registering of incoming applications, arranging interviews with the shortlisted applicants were the types of recruitment procedures being often adopted by the Taraba State Civil Service. To address the situation, the research recommends among others that, there is need to automate the recruitment procedure of the Taraba State Civil Service to help reduce cost and time for both the state government and the applicants.

 

 

 

 

CHAPTER ONE

INTRODUCTION

1.1       Background to the Study

The success of any organization in this modern world depends on the calibre of the manpower that steers its day to day affairs.  One of the most significant developments in the field of organizations in recent times is the increasing importance given to human resource (Kuyoro, 2012). As an organization needs to succeed, survive and compete effectively in the global economy in this era of globalization, employers of labour must be in the position to propound and practice recruitment and selection of employees in the best way. Studies have shown that the human resource (HR) is the most valuable asset in any organization whether in the public or private sector (Djabatey, 2012). The human factor is therefore fundamental to the achievement of organizational goals. When this vital asset is not properly planned for in terms of who to recruit, the quality of the people to be recruited in terms of educational qualifications, skill and experience, and effective strategies put in place to retain them; meeting organizational goals could become a mirage.

People are vital to organizations as they offer perspectives, values and attributes to organizational life. When managed effectively, the human traits can be of considerable benefits to an organization. This is so because; the development of people, their competencies, and the process development of the total organization are the fulcrum of human resource management (HRM) (Djabatey, 2012). Given that the primary objective of recruitment is to identify and attract potential employees. Recruitment can be defined as procedures and activities carried out by an organization for the primary purpose of identifying, attracting and influencing the job choices of competent candidates. Recruitment activities are either directed towards external candidates from outside organizations or towards current employees, in which case it is called internal recruitment. Holm (2012) remarked that recruitment is an integral part of human resources. It involves the process of identifying and attracting or encouraging potential applicants with needed skills to fill vacant positions in an organization. Recruitment process provides an organization with a pool of potentially qualified job candidates from which judicious selection can be made to fill vacancies (Shafique, 2012; Mavis, 2014).

Recruiting people with the right abilities reinforces the organizational goals (Boxall, Marky and Rassmussen, 2013). It can be argued that recruitment is a fundamental personnel function that involves analysis of job openings, discovery of pools of suitable prospective candidates, encouraging as well as attracting them to apply to the organization. It is the process that provides an organization with as many qualified job applicants as possible from where the organization selects those that meet the job requirements of available positions. It is instructive to note that unless recruitment is soundly conceived, there can be little hope for securing and building a formidable first rate workforce.

No matter how committed an organization may be about staff recruitment process, there is basically two types of recruitment by which organizations can recruit its staff. Noe, Hollenbeck, Gerhart and Wright (2014) identified two major types of staff recruitment open to the organization as: Internal and External Recruitment. Internal Recruitment refers to a process whereby an organization decides to recruit from within, staff that are found qualified to fill vacant positions. External Recruitment refers to a process whereby external candidates fill an organization’s vacant position. Although this process is costlier and takes more time to accomplish, but have advantages that make organizations not to want to ignore it. Bringing into the organization outsiders in terms of staff recruitment may expose the organization to new ideas or new ways of doing things different from what the organization was used to (Noe et al, 2014).

Taraba state which was created out of the former Gongola State on 27 August 1991, by the military government of General Ibrahim Babangida, is made up of sixteen (16) Local Government Areas and two Special Development Areas. Civil Service is comprised of all servants of the state other than holders of political or judicial offices, who are employed in a civil capacity and whose remuneration is paid wholly and directly out of money voted by parliament or legislature. The State Civil Service is organized around 20 ministries and departments. The ministries have Commissioners as political heads and Permanent Secretaries as career administrative heads under the supervision of the Head of Service. This is to bring about effective administration and hence achieve enhanced performance of the provision of social services for the enhancement of the living standard of the people in the state. These ministries and departments are: Ministry of Justice, Finance and Economic development, Commerce and Industry, Education, Health, Environment, Works and Transport,  Youth and Sports, Women

Affairs, Science and Technology, Information and Reorientation, Water resources and Urban Development. Others are Culture and Tourism, Agriculture, Local Government and Chieftaincy Affairs, Rural Development, Special Duties and Inter-Governmental Affairs, Cooperation and Poverty Alleviation, Social development (TSORD, 2016). Delivery of recruitment services to these sectors is further complicated by the need to balance role-based skills, departmental or divisional needs, and agency-specific requirements.

Staff recruitment into the State Civil Service is an ongoing process because of its role both as provider of social services to the people and as an avenue to solve the problem of unemployment by using it to provide job opportunity for people in the state. As a result, anyone wishing to pick up employment with the State Civil Service has to go to the State Civil Service Commission Secretariat, where the applicant is expected to obtain a job application form designed for that purpose. The form is filled out and returned. Once there is a vacant position, those that have indicated their interest by way of completing the application form are invited for interview by the Taraba State Civil Service Commission, the commission established for the purpose of staff recruitment and implementation of personnel policies and programmes. The commission goes through the daunting task of sorting the application forms, screening the applicants. If found qualified and appointable, such persons are given employment into the Taraba State Civil Service (Fieldwork, 2016).

In today’s Information Age, it is important that an organisation understands how to manage all of its recruitment information in an effective, efficient and compliant manner. Mavis (2014) stated that the Information management is a dedicated resource planning system which can be used to manage the human resource of an organisation much more efficiently and effectively, saves time and increases the quantity and quality of information available to managers. According to an AIIM report, lack of proper information management can result in taking too long to find competent and qualified candidates who can fill vacant positions in an organization. Studies have shown that proper management of information is critical to organizational growth and success (Mary & Rex, 2013). Recruitment Information management embraces business management concepts of planning, organizing, structuring, processing, controlling, evaluating and reporting. Oluwagbemi and Akinsanya (2010) observed that, it is becoming more essential to secure and manage competent human resource as the most valuable resource of any organization, because of the need for effective and efficient delivery of goods and services by organizations.

With the drive towards technological advancement in the information age, Information Management is inevitable in the recruitment of staff. According to Mohammed (2017), IM can be conceived as the systematic adoption, adaption and employment of standardized or modified method and processes of planning, acquisition, organization, control and coordination of efforts and activities aimed at facilitating the location, identification, verification, retrieval and access to information, regardless of format, contents and location; using standardized information handling techniques and skills, and information system technologies. Boxall et al (2013) posited that, Information Management (IM) are increasingly being studied and designed. They seek to provide management with timely, appropriate and understandable information necessary to control the circumstance surrounding an issue and knowledge of the alternatives available. The more pertinent and timely the information, the better the resulting decision. For an organization to achieve its goals of enhanced performance, it must find the right kind of personnel and manage them properly.  It is the responsibility of the organization to create conducive work environment, integrating the individual’s goals with those of the organization, effective delegation of responsibility and authority, and existence of machinery for conflict resolution as a basis for staff (Mavis, 2014). An organization has no natural memory other than the memory of the individuals within it. Thus since individuals come and go, administrators must develop extensive networks of reporting management information, to retain essential information over long period of time (Crispin, 2014).Organizations cannot exist without staff to complete the production cycle. Hence, the organizations should not take their staff information for granted.

Choosing the right candidate for the right place has implications for an organization’s goals. The recruitment strategy needs to be dynamic to let the organization grow.

It is crucial for an organization to understand the importance of information management as it offers timely and appropriate information necessary to control the circumstance surrounding information redundancy in recruitment practice (Crispin, 2014). According to Mary& Rex, (2013), Information Management enables better return on investment as it is significantly more cost effective and efficient. In their job Recruiter Budget or Cost Survey, the Society for Human Resources Professionals (2006) identified recruitment information management as the hiring source that provides the best return on investment.

IM enables a firm to manage employees recruitment information in a more effective and organized manner (Crispin, 2014). Essentially, the advent of IM has enabled quite a number of firms to increase their efficiency in terms of reduced time in applications processing and/or the sending of confirmations, acknowledging receipt of applications by firms and providing feedback, to prospective applicants (Mary& Rex, 2013).

1.2       Statement of the Problem

Information management has transformed the recruitment landscape for both employers and applicants and the efficiency with which hiring decisions can take place (Oluwagbemi &

Akinsanya, 2010). It can thus be said that organizations need to manage their human resources (HR) effectively by assessing the quality and quantity of the present labour force so as to achieve the organizations objectives. The aim of every organization is to employ the most suitable personnel in order to move the organization to the next level or to beat-up the ever increasing competition in the business world.  As global competition persists and organizations becoming more skill intensive, the recruitment of talent workers becomes essential and attracting the right applicants at the right time is getting tougher than ever.

However, preliminary investigation by the researcher revealed that one of the major problems associated with Taraba State Civil Service Commission is their mode of staff recruitment. Some of these are evidenced in the cost associated with manual recruiting, such as cost of advertising using media, time wasted during response to advertisements, wastage of paper in this process, lack of proper information organisation, information redundancy, errors and bias exhibited during the selection process, make it difficult if not impossible to recruit the best qualified applicants for available jobs into the civil service. Kuyoro, Okoli & Abel (2012) and Shafique (2012) supported that manual method of recruiting is very costly and also time consuming, due to the time wastage on sorting applicants’ resumes, time taken by applicants in responding to adverts and time spent on advert in various media. Also, it has been observed that whenever applicants applied for vacant positions in the Taraba State Civil Service, the Civil Service Commission goes through daunting tasks of sorting, filing and choosing through a vast list of paper based applications, which usually involved a lot of resources in terms of human capital and costs. It was also been observed that recruitment exercise conducted in Taraba State in 2013, showed low turnout of job seekers within and outside the State despite the high number of unemployed graduates in the State due to the short timing, inadequate circulation of the advertisement, and the risk involved on the highway. It led to an accident which caused loss of lives and properties of some of the job seekers who were travelling from Takum to the State capital to purchase the recruitment form. Could these be as a result of lack of proper information management by the Commission?

Though research on staff recruitment is on the increase, (Djabatey, 2012; Holm, 2012), no study seems to have been carried out to ascertain how staff recruitment information is being manage especially in the Taraba State Civil Service.  It is against this background that the study intends to fill this gap, investigating the recruitment procedures and how the information pertaining staff recruitment is being managed in the Taraba State civil service.

1.3       Research Questions

The research provided answers to the following research questions:

  1. What type of recruitment procedure is adopted by the Taraba State Civil Service Commission?
  2. What types of information are generated for the recruitment of Staff into Taraba State

Civil Service Commission?

  1. How is the information for staff recruitment managed by the Taraba State Civil Service Commission?
  2. To what extent has the information for staff recruitment managed influence the recruitment Procedure in the Taraba State Civil Service Commission?

1.4 Research Hypothesis

The following hypothesis was tested:

HO1: The staff recruitment information managed has no significant influence on the recruitment procedure in Taraba State Civil Service Commission.

1.5 Objectives of the study

The objectives of this study are:

  1. To identify the type of recruitment procedure adopted by the Taraba State Civil Service Commission.
  2. To determine the types of information generated for the recruitment of Staff into the

Taraba State Civil Service Commission.

  1. To find out the methods through which the information for staff recruitment are managed by the Taraba State Civil Service Commission.
  2. To investigate the extent at which the information for staff recruitment managed influence the recruitment procedure in Taraba State Civil Service Commission.

1.6       Significance of the Study

When organizations choose the right people for a job, train them well and treat them appropriately, such people not only produce good results but also tend to stay with the organization longer. This study would assist the Taraba State Civil Service Commission to adopt same measures in managing the employees’ information in relation to recruitment.

The study is also very significant because it would add to the existing literature and works already written on staff recruitment information management.

Also, it would afford the Taraba State Civil Service Commission the opportunity to identify the benefits of effective staff recruitment system and challenges facing their current recruitment system and find lasting solutions to them.

It is also beneficial to the academic community and decision makers who deal directly with the human resource management in order to make meaningful proposals and suggestion to improve the Civil Service Commission.

1.7       Scope of the Study

The study was centered on Information Management for the Recruitment of Staff into the Taraba State Civil Service Commission. This is because the researcher was limited by time and resources to have a larger scope in view.

 

1.8       Operational Definitions of Terms

The following terms were defined within the context of this study:

Civil Service: The body of government employees entrusted with the administration of Taraba State, and mandated to carry out the policy of the government.

Civil Service Commission: the commission established for the purpose of staff recruitment and implementation of personnel policies and programs in Taraba State.

Information: is the additional knowledge a user gets or supplies about/or by employees in relation to recruitment in Taraba State.

Information Management: Is the control over how information is acquired, organized, stored, distributed, and used as a means of promoting efficient and effective information access, processing, and use by employers and employees in Civil Service Commission, Taraba State. Recruitment: The procedures and activities carried out by Taraba State Civil Service with the primary purpose of identifying and attracting potential employees.

Staff Recruitment: the process of seeking and attracting a pool of applicants from which qualified candidates for job vacancies in Taraba State Civil Service can be selected.

References

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INFORMATION SUPERVISION FOR STAFF EMPLOYMENT IN TARABA STATE CIVIL SERVICE COMMISSION  

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