Recruitment and Selection 1

Chapter 1

Introduction

Background of the Study

Having qualified and capable workforce is a foremost

in every business for they will be the foundation and key

in meeting organization's objectives. Organization and

businesses that desire to provide a quality product,

service and remain competitive in their respective

industries must have skilled workforce in order to achieve

their goals. That is why every business organizations

necessitates personnel planning as one of the most vital

activity in business operation and make an essential

ingredient for the success of any organization in the long

run.

There are number of techniques that need to be

followed by every organization that guarantees to possess

the right number and type of people, at the right time and

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

its planned objectives. Process of hiring employees varies

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

place, some of the process includes screening applicants

and resume, testing and reviewing work samples,

 Recruitment and Selection 2

interviewing, checking reference and background.

Organizations use this process to increase the likelihood

of hiring individual who possess the right skills and

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

The role of recruitment and selection is to put in

order preparations for potential long term employment

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

employment vacancies all as part of human resource strategy

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

businesses to ensure that the people who are employed

through the recruitment ad selection process are the right

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

been a significant amount of research examining what skills

and qualifications employers value most in job applicants.

Qualifications, work experience and communication or

interpersonal skills are the most frequently identified

qualities for employments. Work experience and

qualifications are measures of competence in relation to

applicant's technical skills, whereas the concept of

communication skills appears to be a generic term in

incorporating many different specific skills. People are

individuals who bring their own perspectives, values and

attribute to organizational life and when managed

 Recruitment and Selection 3

effectively, these human traits can bring considerable

benefits to organization. Effective employees can make

effective business, this is why it is important to choose

capable workers to do their personal tasks and also to meet

the demands and pressure in the workplace.

As we move through the 21st century where

globalization workforce is the basis of competition we find

that the principle of human resource planning and

development are the prime importance. The success of

organization is directly linked to the performance of those

who work for that business. Underachievement can be the

result of failure in workplace. Because having wrong people

or failing to anticipate fluctuations in having needs can

be costly, it is important that conscious efforts are put

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

addition, the effectiveness of an organization's selection

system influence bottom-line business outcomes, such as

productivity and financial performance. It is vital that

organizations select people with the quality essential for

continued success in this competitive global village of

today.

In line with the hiring process, business should have

their ways and strategies on how to effectively evaluate

 Recruitment and Selection 4

and recognize capable people to be an asset for their

business.

Statement of the Problem

In this study, we will acquire information about the

practices of hiring used by businesses in Tigbauan and the

qualifications as well as the rules and policies they are

imposing to their applicants and employees.

This research will therefore seek the ways and

strategies used by store businesses in Tigbauan in

recruitment and selection. In doing so, we will identify

the different processes used by different store businesses

in hiring their employees and personnel. Specifically the

following questions will be answered:

1. What are the recruitment and selection processes in

terms of referrals, advertisement, head hunting, walk in/

direct applicants and requirements for recruitment when

taken as a whole group and when classified as to type of

business, number of years in business and size of business?

2. Are there significant differences in the

recruitment and selection processes in terms of referrals,

advertisement, head hunting, walk in/ direct applicants and

 Recruitment and Selection 5

requirements for recruitment when taken as a whole group

and when classified as to type of business, number of years

in business and size of business?

3. What are the performances of employees when taken

as a whole group and when classified as to type of

business, number of years in business and size of business?

4. Are there significant differences in the

performances of employees when classified as to type of

business, number of years in business and size of business?

5. Is there a significant relationship between

recruitment and selection processes and performance of

employees of human resource management in the business?

Hypotheses

Based on the problems stated, the following

alternative hypotheses were crafted.

1. There are significant differences in the

recruitment and selection processes in terms of referrals,

advertisement, head hunting, walk in/ direct applicants and

requirements for recruitment when classified as to type of

business, number of years in business and size of business.

 Recruitment and Selection 6

2. There are significant differences in the

performance of employees when taken as a whole group and

when classified as to type of business, number of years in

business and size of business.

3. There is significant relationship between

recruitment and selectionprocesses and performance of

employees of human resource management in the business.

Significance of the Study

Businessmen. They can acquire information about the

strategies of recruitment and selection process which they

can use for effective hiring of prospect employees for

their business. This can assess whether or not these

businesses has adopted the best possible process and

consider idea of improvement in their recruitment and

selection practices to build productive team and employees.

Job Applicants. It will inform potential applicants on

the process of recruitment and selection and make them

aware of the requirements needed to employ on a job.

Because of this study, they will have knowledge necessary

to apply for a job.

 Recruitment and Selection 7

Employees. This can also be helpful for the employees;

for they will be able to be trained and chosen first before

they can be employed on any position or work. Their

capacities as a worker can be measured so that they will

not be placed on the work they were no capable on doing but

to know the kind of work which levels their skills and

capabilities.

Future Researchers. This study will serve as a spring

board to those who want to delve into the process of

recruitment and selection. This will give fore knowledge to

those who want to acquire information underlying human

resource planning and development.

Scope and Limitations of the Study

This study was delimited to investigate hiring process

practiced by the businesses in Tigbauan. The respondents

can be the person in charge in hiring process (as possible)

or the staff/employee in the business to provide essential

information about the research topic specifically in

recruitment and selection process. It is further delimited

to the businesses located in Tigbauan with a sample size of

10 store businesses.
 Recruitment and Selection 8

The availability of the authorized person for the

interview will be considered to make the information

credible and correct. The time and venue will depend on the

availability and consideration of the responder.

In the course of the information gathering, interviews

based on the questionnaire will be the primary source of

information and electronic recorder will be used for the

validity of the information. Secondary data was sourced

through search engine internet was used.

The validity and reliability of the gained

informational are crucial for the research purposes. Hence,

the researcher is aware of the limitations of the

methodology and will guarantee that all the necessary

information will be used for the research purpose only. The

researcher intends to ensure that the questionnaire will be

anonymous and it not have an impact on the working

conditions of the employees who willingly agreed to

participate.
 Recruitment and Selection 9

Definition of Terms

Basis. The bottom of something considered as its

foundation something on which something else is established

or based. (Merriam Webster, 2017)

In this study, “basis” is a term used to define the

foundation of hiring process, this is used to the

recruitment and selection as the basis of hiring employees

in business in Tigbauan. It explained how the human

resource management employees to make sure they are

qualified enough for the given position.

Employees. An individual who works part-time or full

time under a contract of employment, either oral or

written, express or implied and has recognized rights and

duties. They’re also called worker. (Business Dictionary,

2017)

In this study, they are referred as individuals who

dedicated their time, effort and knowledge for the success

of the business they belong to. They are the heart of every

business, for without them it can’t be able to operate.

 Recruitment and Selection 10

Hiring. It is the act of starting to employ someone.

(Cambridge Dictionary, 2017).The act of giving someone a

job. (Business Dictionary, 2017)

In this study “hiring” is used as the process of how

the businesses establish their workforce. Hiring is

described as the method of getting employees from

attracting applicants to choosing employees among them.

This is done by the human resource manager or the owner

itself. This study, therefore include how the hiring

process is done by the business through the strategies

recruitment and selection.

Recruitment. Process of attracting prospective

employers and simulating them for applying job in an

ongoing action process of hiring the right hands of

candidate on the right job (Merriam Webster, 2017)

In this study, it referred to the recruitment process

or how businesses in Tigbauan entice prospect employees and

discover potential candidate or actual anticipated

organizational vacancies through this large number of

qualified applicants will be attracted to take the job if

it is offered. It should also provide information so that

 Recruitment and Selection 11

unqualified applicants can self-select themselves out of

candidacy.

Selection. It is the process of picking individuals

who have relevant qualification to fill jobs in an

organization. (Merriam Webster, 2017)

In this study, it referred to the process of selection

in choosing qualified employees for the job. This is done

after the recruitment process. While the caliber of

candidate is determine by the value of the recruitment

process, the selection decision remains a difficult one.

This is made by the business organization.

Theoretical Framework

“People and their collective skills, abilities and

experience, coupled with their ability to deploy these in

the interests of the employing organization, are now

recognized as making a significant contribution to

organizational success and also constituting a significant

source of competitive advantage”. (Armstrong & Baron 2002;

cf. Armstrong, 2006).

This is the premise in the human capital theory. It

underlines that people possess innate abilities, behavior

and personal energy and these elements make up the human

capital they bring to their work, (Davenport 1999; cf.

 Recruitment and Selection 12

Armstrong, 2006). It is indeed the knowledge, skills and

abilities of individuals that create value. That is why the

focus has to be on the means of attracting, retaining and

developing the human capital.

Armstrong (2009) explains that, individuals generate,

retain and use knowledge and skill (human capital) and

create intellectual capital. Their knowledge is further

enhanced by the interactions between them (social capital)

and generates the institutionalized knowledge which

organizations possess (organizational capital). Davenport

(1999) comments that: People possess innate abilities,

behaviors’ and personal energy and these elements make up

the human capital they bring to their work. Work is a two-

way exchange of value, not a one-way exploitation of an

asset by its owner. It is indeed the knowledge, skills and

abilities of individuals that create value, which is why

the focus has to be on means of attracting, retaining,

developing and maintaining the human capital they

represent, (Armstrong, 2009). The human capital theory

considers people as assets and stresses that the investment

in people by organizations will bring worthwhile returns.

Armstrong points out clearly that the human capital theory

 Recruitment and Selection 13

is closely linked to the Resource Based View (RBV) of firms

by Barney (1991).

Conceptual Framework

Recruitment is the first stage of hiring process; it

is done to gather applicants to apply for a position in the

business or company. There are two main sources of

recruitment; external and internal sources. External

recruitment involves getting new applicants from outside of

the company. The source in this recruitment includes

advertisements, referrals, employment agencies, walk in

applicants, job fairs etc. While internal recruitment only

involves within the organization, retaining current

employees in the business and company. It may be done

through promotions, job transfer and job posting.

Selection process is a crucial part in hiring for it

follows recruitment process to fish out qualified employees

who possess qualified skills and abilities to employ in the

business.Selection process involves initial screenings,

interviews, reference check and lastly job offer.

Recruitment and selection are the basis in hiring employees

for these activities lead to help the company or business

acquires the necessary information to choose their future

employees. Therefore it determines the destiny of the

 Recruitment and Selection 14

organization. In order for the hiring process to be

successful it should be guided by organization’s

strategies, missions and objectives to avoid appointing

candidates with skills irrelevant for the attainment of the

company’s objectives. However, the success of human

resource department is measured on their hiring strategies

and performance of competent employees.

 Recruitment and Selection 15

Schematic Diagram

Independent Variables Dependent Variable

1. Type of Business
a) Service
b) Merchandising
2. Years in Business
a) Short (1-10
years)
b) Long (11 years
and above)
3. Size of Business
a) Small (1-5
employees)
b) Big (6 employees
and above)

Performance of
Employees

Recruitment and
Selection Process
 Recruitment and Selection 16

Chapter 2

Review of Related Literature and Studies

Edwin Flippo (1997) defines recruitment and selection

process as "a process of searching for prospective

employees and stimulating and encouraging them to apply for

jobs in an organization."

In simpler terms, recruitment and selection are

concurrent processes and are void without each other. They

significantly differ from each other and are essential

constituents of the organization. It helps in discovering

the potential and capabilities of applicants for expected

or actual organizational vacancies. It is a link between

the jobs and those seeking jobs.

According to Price (2007), in his work Human Resource

Management in a Business Context formally defines

recruitment and selection as the process of retrieving and

attracting able applications for the purpose of employment.

He states that the process of recruitment is not a simple

selection process, while it needs management decision

making and broad planning in order to appoint the most

appropriate manpower. There existing competition among

business enterprises for recruiting the most potential

workers in on the pathway towards creating innovations,

 Recruitment and Selection 17

with management decision making and employers attempting to

hire only the best applicants who would be the best fit for

the corporate culture and ethics specific to the company

(Price, 2007). This would reflect the fact that the

management would particularly shortlist able candidates who

are well equipped with the requirements of the position

they are applying for, including team work. Since

possessing qualities of being a team player would be

essential in any management position.

Hiltrop (1996) was successful in demonstrating the

relationship between the HRM practices, HRM-organizational

strategies as well as organizational performance. He

conducted his research on HR manager and company officials

of 319 companies in Europe regarding HR practices and

policies of their respective companies and discovered that

employment security, training and development programs,

recruitment and selection, teamwork, employee

participation, and lastly, personnel planning are the most

essential practices (Hiltrop, 1999). As a matter of fact,

the primary role of HR is to develop, control, manage,

incite, and achieve the commitment of the employees. The

findings of Hiltrop's (1996) work also showed that

selectively hiring has a positive impact on organizational

 Recruitment and Selection 18

performance, and in turn provides a substantial practical

insight for executives and officials involved.

Furthermore, staffing and selection remains to be an

area of substantial interest. With recruitment and

selection techniques for efficient hiring decisions, high

performing companies are most likely to spend more time in

giving training particularly on communication and team-work

skills (Hiltrop, 1999). Moreover the finding that there is

a positive connection existing between firm performances

and training is coherent with the human capital standpoint.

Hence, Hiltrop (1996) suggests the managers need to develop

HR practices that are more focused on training in order to

achieve competitive benefits.

As discussed by Jackson et al. (2009), human resource

management approaches in any business organization are

developed to meet corporate objectives and materialization

of strategic plans via training and development of

personnel to attain the ultimate goal of improving

organizational performance as well as profits. The nature

of recruitment and selection for a company that is pursuing

HRM approach is influenced by the state of the labor market

and their strength within it.

 Recruitment and Selection 19

Work of Bratton & Gold (1999) suggest that

organizations are now developing models of the kind of

employees they desire to recruit, and to recognize how far

applicants correspond to their models by means of reliable

and valid techniques of selection.

Boxall, Purcell and Wright, (2007) highlight five

different questions an organization has to answer to have

an effective recruitment strategy in order to pursue its

survival and success. Those questions are “Whom to

recruit?”, “Where to recruit?”, “What recruitment sources

to use?”, “When to recruit?” and “What message to

communicate?”. The essence is to understand whether such

policies are applied appropriately in the way they have

been designed. Boxall and Purcell (2008) present the best

fit and best practice approaches as a two way process to be

used by firms in order to connect their human resource

strategy with their business strategy.

Need of the Recruitment and Selection Process

Dessler, (2000) found in his study that the

Recruitment and selection forms a core part of the central

activities underlying human resource management: namely,

the acquisition, development and reward of the workers. It

frequently forms an important part of the work of human

 Recruitment and Selection 20

resource managers – or designated specialists within work

organizations. Recruitment and selection had the capacity

to form a key part of the process of managing and leading

people as a routine part of organizational life, it is

suggested here that recruitment and selection has become

ever more important as organizations increasingly regard

their workforce as a source of competitive advantage.

Concept of Recruitment

Barber (1998) defines Employee recruitment as

“practices and activities carried on by an organization for

the purpose of identifying and attracting potential

employees”. Many large corporations have employee

recruitment plans that are designed to attract potential

employees that are not only capable of filling vacant

positions but also add to the organization’s culture.

The Selection Decision

Gould, (1984) argues that most mistakes are caused by

the fact that managers generally give little thought to the

critical nature of the decisions. Employers are surprised

and disappointed when an appointment fails, and often the

person appointed is blamed rather than recognizing the

weaknesses in the process and methodology, even the

 Recruitment and Selection 21

soundest of techniques and best practice (in selection)

contain scope for error. The degree to which a selection

technique is perceived as effective and perhaps

sophisticated is determined by its reliability and

validity.
 Recruitment and Selection 22

Chapter 3

Research Methodology

Research Design

The study used the descriptive-correlational research

design to gather data about the information in the process

of recruitment and selection and how this affects the

performance of the employees in the business. The

descriptive design also known as the statistical research

aims to describe the characteristics of data and phenomenon

being studied, this is to depict the nature of the

recruitment and selection process of the businesses in the

Municipality of Tigbauan through survey questionnaires. The

descriptive design often aims to describe the population

and phenomenon and researchers may follow up with

examination of why the observation exists and what

implications of the findings are. Furthermore,

correlational research design is necessary for it concludes

the relationship of the factors and variables in the study.

This will be used to conclude the effect of recruitment and

selection method to the performance of employees in the

business.
 Recruitment and Selection 23

Respondents of the Study

The respondents of the study will serve as the sample

of the entire business population in the Municipality of

Tigbauan. The selection of 30 participants in this study

was done through standardized randomization process. These

respondents were composed of business owners and staffs or

managers who are capable of answering the queries regarding

the hiring process of the business. They were composed of

12 business owners and 18 staffs or managers who served as

respondents in this study.

Table 1 presents the data.

Table 1

Distribution of the respondent’s position in the business

when taken as a whole group

Position N Percent, %

Business Owner 12 40

Manager/staff 18 60

Total 30 100

As to the years of business, this was classified as

short (1-10 years) and long (11 years and above): 21 or 70%
 Recruitment and Selection 24

of the business has a short business operation and 9 or 30%

has a long business operation.

As to the size of business, this was classified based

on the number of employees working in the business by few

(1-5 employees) and many (6 employees and above): 19 or 63%

of the business has a few employees and 11 or 37% of the

business has many employees hired.

As to the type of business, this was classified as

service and merchandising: 11 or 37% of the business is

service and 19 or 63% of the business engages in

merchandising.

Table 2 presents the data.

 Recruitment and Selection 25

Table 2

Distribution of the business when classified according to

years of business, number of employees in the business and

type of business

Variables N Percent, %

Years of Business

Long (11 years and above) 9 30

Short (1-10 years) 21 70

Number of Employees

Few (1-5 employees) 19 63

Many (6 and above) 11 37

Type of Business

Service 11 37

Merchandising 19 63

Research Instruments

For this study, the survey-questionnaire instruments

were used to achieve the main objective of the study. A

self-administered questionnaire was distributed to the

 Recruitment and Selection 26

selected businesses. The questionnaire is given to the

manager or owner of every business about the method of

recruitment and selection of employees and their

performance based on the point of view of their

supervisors. It is divided into two parts. The first part

of the research instrument gathered data about the personal

background of the respondents and business such as the name

of business, address, name of interviewee

(optional),position in the business, number of years of the

business, number of employees working in the business and

type of business,.

The second part was the questionnaire proper on

recruitment and selection process. It had two areas: Areas

1 and 2. Area 1 is divided into two subparts A and B.

Subpart A was on how to recruit and select an employee with

13 questions. The responses were "Always" means at all

times or on all occasions; "Sometimes" means occasionally,

rather than all the time;

"Never" means not at all or not ever. Respective numerical

weights were assigned for statistical analysis.

Subpart B was about what the requirements needed for

recruitment of the employee with 12 questions with the same

 Recruitment and Selection 27

responses. Respective numerical weight was assigned for

statistical analysis.

Area 2 gathered data about the evaluation of

performance of employees based on the outlook of their

supervisors the business owner or the manager of the

business. The response were “Do Not Agree” means that they

are completely against on the idea, “Slightly Agree” means

that they agree a little on the statement, “Agree” means

that they accept the idea, and “Strongly Agree” means that

they completely and firmly agree on the statement.

Validity of the Instrument

The questionnaire will be subjected to content

validation by a panel of experts. They were Benedict S.

Santos, Professor, Graduate School, University of the

Philippines, Alicia R. Ponce, Professor, Graduate School

University of the Philippines, Ildefonso E. Reyes, Officer-

in-charge, Graduate School, University of the Philippines

and Julieta N. Garcia, Professor, Graduate School,

University of the Philippines. They were considered experts

in the field of statistics and research studies, test

construction and measurement and instrumentation. These

panels of experts were provided the criteria for validating

 Recruitment and Selection 28

the questionnaire. The Eight- Point Criteria by Good and

Scates will be used in the content validation of the

questionnaire.

These experts’ suggestions and recommendation will be

strictly deliberated and integrated in the final draft to

precisely implement all suggestions and recommendations to

make the questionnaire valid. After all the Criteria were

positively responded by the panel of experts, the

questionnaire will be tested for reliability.

The purpose of the validity test is to identify

whether the instrument was capable to measure what it

intended to measure and to select good and poor items

qualitatively.

Data Gathering Procedures

In gathering data for the study, the researchers used

researcher-made questionnaire on recruitment and selection

and performance evaluation of employees. The questionnaires

were designed to accumulate desired information from the

respondents on how the businesses perform their recruitment

and selection and what are their viewpoints regarding the

performance of their employees. The questionnaires used

were validated and approved and noted by the research-

 Recruitment and Selection 29

adviser. It was personally distributed by the researchers

to the qualified respondents. The researchers were also the

one who administered and gathered the questionnaires during

the month of September-October. The data gathered from the

respondents were tallied, encoded, processed and analyzed

using the Statistical Package for the Social Sciences

(SPSS) software. The results were analyzed and interpreted

with utmost confidentiality by the researchers.

Statistical Tools

For the data analysis, the researchers used frequency

count, percentage, mean and standard deviation for the

descriptive statistics. For the inferential statistics, the

researchers used t-test, One Way Analysis of Variance

(ANOVA) and Pearson’s Product-Moment Coefficient of

Correlation. All inferential questions were tested at 0.05

alpha level of significance.

Descriptive Statistics

Frequency Count. Frequency count was used to determine

the distribution of respondents as business owners/managers

in the public market in the Municipality of Tigbauan also

when they were classified according to variables and their

 Recruitment and Selection 30

responses on the items in recruitment and selection and

performance evaluation questionnaires.

Percentage. Percentage was used to measure the ratio

of respondents by each variable to the total numbers of

respondents and also their response on every item of the

questionnaire to the total number of questions.

Mean. Mean was used to measure the arithmetic average

of the observations to describe a sample in the recruitment

and selection process of businesses.

Standard Deviation.Standard Deviation was used to

calculate quantity to indicate the extent of deviation for

a group as a whole.

Inferential Statistics

t-Test.t-test was used to determine whether the mean

difference between two sets of observation is zero (0), it

was used to analyze the difference of the performance of

the employees based on the hiring process used by the

business.

One Way Analysis of Variance(ANOVA).ANOVA was used to

identify whether there are statistically significant

 Recruitment and Selection 31

differences between the means of two or more independent

unrelated variables.

Pearson’s Product-Moment Coefficient of Correlation.

Pearson r was used to measure the strength of association

between two variables, in this case are the hiring process

and performance of employees.

 Recruitment and Selection 32

Chapter 4

Data Presentation, Interpretation and Analysis

This chapter presents the descriptive and inferential

analysis of the data to determine the recruitment and

selection as basis in hiring employees and evaluation of

employee performance of the businesses in the municipality

of Tigbauan.

Specifically, this study answered the following

questions:

1. What are the recruitment and selection processes in

terms of referrals, advertisement, head hunting, walk in/

direct applicants and requirements for recruitment when

taken as a whole group and when classified as to type of

business, number of years in business and size of business?

2. Are there significant differences in the

recruitment and selection processes in terms of referrals,

advertisement, head hunting, walk in/ direct applicants and

requirements for recruitment when taken as a whole group

and when classified as to type of business, number of years

in business and size of business?

 Recruitment and Selection 33

3. What are the performances of employees when taken

as a whole group and when classified as to type of

business, number of years in business and size of business?

4. Are there significant differences in the

performances of employees when classified as to type of

business, number of years in business and size of business?

5. Is there a significant relationship between

recruitment and selection processes and performance of

employees of human resource management in the business?

Recruitment and Selection Processes Used by the Businesses

When Taken As a Whole Group

When the business were taken as a whole group in the

area of referrals, the results were Sometimes Observed with

a Mean=1.8222 and SD=0.53164. This means that the referrals

as hiring process are likely to be practiced sometimes in

the business. The businesses sometimes hire employees as

they were referred by the other employees or by the owner’s

acquaintances.

When the business were taken as a whole group in the

area of advertisement, the results were Sometimes Observed

with the Mean=1.933333 and SD=0.76143. This concludes that

 Recruitment and Selection 34

advertisement is used in hiring process seldom in the

business to attract employees. The businesses sometimes

attract employees by posting fliers and wanted notes.

When the business were taken as a whole group in the

area of head hunting, the result were Sometimes Observed

with the Mean=1.9222 and SD=0.5654. This states that the

businesses practice head hunting in the hiring process

rarely, as they appoint their prospect employees to work on

their businesses.

When the business were taken as a whole group in the

area of walk-in/direct applicant, the result were Sometimes

Observed with the Mean=2.0222 and SD=0.6865. This implies

that businesses frequently hire employees through walk-

in/direct applicants. Mostly they hire employees who

directly apply to work in the business.

The data implies that most businesses in public market

of Tigbauan acquire employees through referrals.

Table 3 shows the data.

 Recruitment and Selection 35

Table 3

Recruitment and Selection Processes Used by the Businesses

When Taken As a Whole Group

Types of Recruitment Mean SD Description

and Selection

A. Referrals 1.8222 0.53164 Sometimes

Observed

B. Advertisement 1.9333 0.76143 Sometimes

Observed

C. Head Hunting 1.9222 0.56544 Sometimes

Observed

D. Walk in\ 2.0222 0.68659 Sometimes

Direct Applicant Observed

Legend:

Scale Description
2.31-3.00 Least Observed
1.61-2.30 Sometimes Observed
1.00-1.60 Always Observed

Requirements for Recruitment Process Used by the Businesses

When Taken As a Whole

When the business were taken as a whole in the area of

the requirements needed in recruitment, the result of

Always Observed are personal interview with the Mean=1.1667

and SD=0.4611, and resume with the Mean=1.4667 and

 Recruitment and Selection 36

SD=0.6288. It shows that the business most likely requires

resume from the applicants to get their personal

information and background and also do personal interviews

to the applicants to know and check whether they are

capable in working in their business. The requirements such

as the application form or letter with the Mean=1.9333 and

SD=0.7849 legal documents or clearances with the

Mean=1.8667 and SD=0.8193 and medical examination with the

Mean=1.9667 and SD=0.9279 were Sometimes Observed in the

recruitment process of the business. This means that

businesses do not often use these requirements in their

hiring process to accept employees because these

requirements are harder to work on and requires time. It is

Least Observed that the business uses written test with the

Mean=2.5 and SD=0.7768 and aptitude test with the Mean=2.5

and SD=0.7768. This implies that businesses do not likely

require these tests to employ people in their businesses

because these requirements are not necessary in their

hiring process.

Table 4 shows the data.

 Recruitment and Selection 37

Table 4

Requirements for Recruitment Process Used by the Businesses

When Taken As a Whole

Requirements for Mean SD Description

Recruitment

A. Resume 1.4667 0.6288 Always Observed

B. Application Form 1.9333 0.7849 Sometimes Observed

or Letter

C. Legal Documents 1.8667 0.8193 Sometimes Observed

or Clearances

D. Written Test 2.5 0.7768 Least Observed

E. Aptitude Test 2.5 0.7768 Least Observed

F. Medical 1.9667 0.9279 Sometimes Observed

Examination

G. Personal 1.1667 0.4611 Always Observed

Interview

Legend:

Scale Description
2.31-3.00 Least Observed
1.61-2.30 Sometimes Observed
1.00-1.60 Always Observed
 Recruitment and Selection 38

Verifications in Selection Process Used by the Businesses

When Taken As a Whole

When the business were taken as a whole in the area of the

verifications needed in recruitment, the results of all the

verifications in selection process such as educational

qualifications with the Mean=1.533333333 and SD=0.5074,

legal background check with the Mean=1.5 and SD=0.6297,

professional background check with the Mean=1.6667 and

SD=0.4794, reference check with the Mean= 1.5 and

SD=0.5723 and family background check with the Mean=1.5667

and SD=0.5683 were sometimes observed. This depicts that

businesses commonly prefer to verify in selecting their

employees infrequently. The need for verification depends

on how they recruit their employees whether they already

know the employee’s background, in that case they don’t

need to verify them anymore. Businesses only need

verification if the applicant is recruited through

advertisement and walk in/direct application.

Table 5 shows the data.

 Recruitment and Selection 39

Table 5

Verifications in Selection Process Used by the Businesses

When Taken As a Whole

Verifications in Mean SD Description

Selection Process

A. Educational 1.5333 0.5074 Sometimes

Qualifications Observed

B. Legal Background 1.5 0.6297 Sometimes

Check Observed

C. Professional 1.6667 0.4794 Sometimes

Background Check Observed

D. Reference Check 1.5 0.5723 Sometimes

Observed

E. Family Background 1.5667 0.5683 Sometimes

Check Observed

Legend:

Scale Description
2.31-3.00 Least Observed
1.61-2.30 Sometimes Observed
1.00-1.60 Always Observed
 Recruitment and Selection 40

Recruitment and Selection Processes in Terms of Referrals

When Taken as a Whole Group and When Classified as to

Number of Years in Business, Size of Business and Type of

Business

The result of the recruitment and selection process

identified by the businesses in the public market in the

municipality of Tigbauan in the area of referrals as to

categories of selected variables such as years of business,

number of employees and type of business are as follows:

As to the number of years of business, the short

(Mean=1.82, SD=0.5923) and long (Mean=1.833, SD=0.9043)

businesses both resultsas sometimes observed.The values of

their means are almost the same that proves that both of

them seldom use referrals as part of their recruitment

process.

As to the number of employees of business, the few

(Mean=1.7666, SD=0.5663) and many (Mean=1.9333, SD=0.4213)

years in business has the same result of sometimes observed

in the referrals and businesses with few number of

employees has the lower value that means the business with

fewer employees uses referrals more than the business with

many employees. It is because a small business doesn’t give

 Recruitment and Selection 41

more priority in choosing employees and just accepts

referred employees to work in their business.

As to the type of business, the service (Mean=1.82,

SD=0.5803) and merchandising (Mean=1.8233, SD=0.503) got

the result of both sometimes observed in referrals on their

recruitment practices and implies that service and

merchandising businesses seldom accepts referred employees

to be part of their team.

Table 6 shows the data.

 Recruitment and Selection 42

Table 6

Recruitment and Selection Processes in Terms of Referrals

When Taken as a Whole Group and When Classified as to

Number of Years in Business, Size of Business and Type of

Business

Variables Mean SD Description

Whole Group 1.8222 0.5316 Sometimes Observed

Years of Business

Short 1.82 0.5923 Sometimes Observed

Long 1.833 0.9043 Sometimes Observed

Number of Employees

Few 1.7666 0.5663 Sometimes Observed

Many 1.9333 0.4213 Sometimes Observed

Type of Business

Service 1.82 0.5803 Sometimes Observed

Merchandising 1.8233 0.503 Sometimes Observed

Legend:

Scale Description
2.31-3.00 Least Observed
1.61-2.30 Sometimes Observed
1.00-1.60 Always Observed
 Recruitment and Selection 43

Recruitment and Selection Processes in Terms of

Advertisement When Taken as a Whole Group and When

Classified as to Number of Years in Business, Size of

Business and Type of Business

The result of the recruitment and selection process

identified by the businesses in the public market in the

municipality of Tigbauan in the area of advertisement as to

categories of selected variables such as years of business,

number of employees and type of business are as follows:

As to the number of years of business, the short

(Mean=1.83333, SD=0.7496) and long (Mean=2.1333, SD=0.801)

businesses both resultsas sometimes observed. The mean of

the short years of business has the lower value than the

long years and it explains that short businesses uses

advertisement more frequent in the recruitment process.It

is likely because newer business still needs to advertise

more to attract employees compare to long run business that

has already regular and trusted employees and has more

improved hiring process.

As to the number of employees in the business, the few

(Mean=2.0833, SD=0.7316) and many (Mean=1.6333, SD=0.7843)

employees in business has the same result of sometimes

 Recruitment and Selection 44

observed in the advertisement. The mean of many employees

has a lower value which means it uses advertisement more

constantly. This implies that bigger business with many

employees is more capable in doing advertisement in their

recruitment process than small business.

As to the type of business, the service (Mean=1.79,

SD=0.7086) and merchandising (Mean=2.01666, SD=0.804) got

the result of both sometimes observed in advertisement on

their recruitment practices and implies shows that service

business uses advertisement more than merchandising

business. This alludes that service business needs to

advertise more to attract prospect employees with skills

related to their job because they offer services to their

customers. They need to post and spread their

qualifications for applicants to make people informed about

it.

Table 7 shows the data.

 Recruitment and Selection 45

Table 7

Recruitment and Selection Processes in Terms of

Advertisement When Taken as a Whole Group and When

Classified as to Number of Years in Business, Size of

Business and Type of Business

Variables Mean SD Description

Whole Group 1.933333 0.76143 Sometimes Observed

Years of Business

Short 1.83333 0.7496 Sometimes Observed

Long 2.1333 0.801 Sometimes Observed

Number of Employees

Few 2.0833 0.7316 Sometimes Observed

Many 1.6333 0.7843 Sometimes Observed

Type of Business

Service 1.79 0.7086 Sometimes Observed

Merchandising 2.01666 0.804 Sometimes Observed

Legend:

Scale Description
2.31-3.00 Least Observed
1.61-2.30 Sometimes Observed
1.00-1.60 Always Observed
 Recruitment and Selection 46

Recruitment and Selection Processes in Terms of Head

Hunting When Taken as a Whole Group and When Classified as

to Number of Years in Business, Size of Business and Type

of Business

The result of the recruitment and selection process

identified by the businesses in the public market in the

municipality of Tigbauan in the area of head hunting as to

categories of selected variables such as years of business,

number of employees and type of business are as follows:

As to the number of years of business, the short

(Mean=1.9333, SD=0.55) and long (Mean=1.9233, SD=0.6223)

businesses both resultsto sometimes observed. They both

uses head hunting seldom as a way of recruiting and

selecting employees. Because of the small difference result

on their means, we can say that head hunting is common

whether in short termed and long termed business.

As to the number of employees in the business, the few

(Mean=1.8833, SD=0.6356) and many (Mean=1.9666, SD=0.3463)

employees in business has the same result of sometimes

observed in the head hunting. Both small and big business

seldom use head hunting to hire employees to work on their

business. The difference on the means shows that head

 Recruitment and Selection 47

hunting is common used hiring process on recruitment and

selection whether on big and small businesses.

As to the type of business, the service (Mean=1.91,

SD=0.5123) and merchandising (Mean=1.93, SD=0.5976) got the

result of both sometimes observed in head hunting. Service

and merchandising business have almost equal value of means

depicts that business regardless of type performs head

hunting on their hiring process infrequently.

Table 8 shows the data.

 Recruitment and Selection 48

Table 8

Recruitment and Selection Processes in Terms of Head

Hunting When Taken as a Whole Group and When Classified as

to Number of Years in Business, Size of Business and Type

of Business

Variables Mean SD Description

Whole Group 1.9222 0.5654 Sometimes Observed

Years of Business

Short 1.9333 0.55 Sometimes Observed

Long 1.9233 0.6223 Sometimes Observed

Number of Employees

Few 1.8833 0.656 Sometimes Observed

Many 1.9666 0.3463 Sometimes Observed

Type of Business

Service 1.91 0.5123 Sometimes Observed

Merchandising 1.93 0.5976 Sometimes Observed

Legend:
Scale Description
2.31-3.00 Least Observed
1.61-2.30 Sometimes Observed
1.00-1.60 Always Observed
 Recruitment and Selection 49

Difference in the Recruitment and Selection Process by the

Businesses in the Municipality of Tigbauan When Classified

as to Type of Business

The One-Way ANOVA results for the differences in the

recruitment and selection process by the businesses in the

municipality of Tigbauan in selected variable is as

follows:

As to the type of business, there was no significant

difference in the recruitment and selection process

practiced in the business. The result shows that the F-

ratio was .350 and significance of .559 which is higher

than the level of significance 0.05. This means that the

nature of business does not affect its hiring process.

Businesses can acquire employees in any form of recruitment

and selection method regardless whether it is a service or

a merchandising business.

Table 9 shows the data.

 Recruitment and Selection 50

Table 9

Difference in the Recruitment and Selection Process by the

Businesses in the Municipality of Tigbauan When Classified

as to Type of Business

Variables Sum of Df Mean F- Sig Remarks

Square Square ratio
Type of
Business

Between .028 1 .028 Not

Groups .350 .559 significant

Within 2.211 28 .079

Groups

Total 2.238 29

Sig < 0.05, Significant

 Recruitment and Selection 51

Difference in the Recruitment and Selection Process by the

Businesses in the Municipality of Tigbauan When Classified

as to Years in Business and Number of Employees in the

Business

t-test was used in testing years in business and it

turned that there was no significant differences in the

recruitment and selection process of the businesses in

terms of this area. As for the number of years in the

business, the result for the mean of short is 1.8340 and

the mean of long is 1.8080. The result of t-value is .222

and sig. 2 tailed is .827, which is higher than the

significance level of 0.05. This concludes that the number

of operating years of the business has no significant

effect on its hiring process. Businesses in public market

of Tigbauan have never improved nor worsen their

recruitment and selection process and stay the same over

time.

t-test revealed that as for the number of employees,

the result for the mean of few is 1.9219 and the mean of

many is 1.6000. The t-value is 3.065 and sig. 2 tailed is

.010 which is lower than the level of significance 0.05.

This means that there is a significant difference in the

recruitment and selection when associated in the number of

 Recruitment and Selection 52

employees the business has. This assumes that big

businesses with 6 and above employee(s) have a different

approach in recruitment and selection with the small

businesses with 1-5 employees. It is because big businesses

are more conscious and meticulous in choosing their

employees because they need many of them than in small

businesses which only need few employees.

Table 10 shows the data.

 Recruitment and Selection 53

Table 10

Difference in the Recruitment and Selection Process by the

Businesses in the Municipality of Tigbauan When Classified

as to Years in Business and Number of Employees in the

Business

Variables N Mean t- Sig. Remarks

Value (2-tailed)
Years of

Business

Short 20 1.8340 .222 .827 Not

Long 10 1.8080 significant

No. of

Employees

Few 21 1.9219 3.065 .010 Significant

Many 9 1.6000

Sig < 0.05, Significant

Performance of Employees Based on the Evaluation of

Respondents in the Business when Taken as a Whole Group

When the businesses were taken as a whole group in the

area of the satisfaction respondents on the performance of

employees working in the business with the Mean of 3 and SD

of 0.7685, the result were agree. It implies that the

respondents were satisfied in the performance of

 Recruitment and Selection 54

theircurrent employees and that they were good in

fulfilling their tasks on their jobs.

When the businesses were taken as a whole group in the

area of the respondent’s confidence on their recruitment

and selection process with the Mean of 2.9 and SD of

0.6023, the result were agree. It concludes that businesses

believe their hiring process is competent enough in getting

capable employees to work on their business. It is proven

by their response on the performance of their employees.

They believe that because their employees were competent on

their work and lasts long on their jobs, they have an

effective hiring process.

When the businesses were taken as a whole group in the

area of effects of hiring process in performance of their

employees with the Mean of 3.05 and SD of 0.7231, the

result were agree. This states that respondents agree that

hiring process can affect the performance of their

employees. It is concluded by the results in the

aforementioned statement that because business sets high

standards on their recruitment and selection process, they

can also acquire high standards employees to work on their

businesses.
 Recruitment and Selection 55

When the businesses were taken as a whole group in the

area of possible improvement in hiring process practiced in

the business with the Mean of 2.8 and SD of 0.6103, the

result is agree. It depicts that although businesses are

almost sure that they have the best and effective hiring

process to get capable employees, they believe that their

hiring process has a room for improvement. The result in

this area got the lowest value which means that they can

possibly make their hiring process better to improve the

quality of their manpower working on their businesses as

much as they believe they have the best hiring process.

Table 11 shows the data.

 Recruitment and Selection 56

Table 11

Performance of Employees Based on the Evaluation of

Respondents in the Business when Taken as a Whole Group

Evaluation of Respondents Mean SD Description

A. Satisfaction in 3 0.7685 Agree

Employees’ Performance

B. Confidence in the 2.9 0.6023 Agree

Hiring Process of Business

C. Hiring Process in 3.05 0.7231 Agree

Performance of their Employees

D. Possible Improvement 2.8 0.6103 Agree

Whole Group 2.9375 0.67605 Agree

Legend:

Scale Description
3.26-4.00 Firmly Agree
2.51-3.25 Agree
1.76-2.50 Slightly Agree
1.00-1.75 Firmly Disagree
 Recruitment and Selection 57

Performance of Employees Based on the Evaluation of

Respondents in Terms of Satisfaction in Performance of

Employees and Hiring Process When Taken as a Whole and When

Classified According to Type of Business, Number of Years

in Business and Size of Business

The result of evaluation of performance of employees

and hiring process identified by the respondents as to

categories of selected variables such as type of business,

number of years in business and size of business are as

follows:

As to years of business, short (Mean=2.971429,

SD=2.9714) and long (Mean=3.1143, SD=0.547) were both

results in agree. This implies that both short and long

businesses were satisfied with the performances of their

employees and so with the hiring process of their business.

As to the number of years of business, businesses with

few (Mean=2.814286, SD=0.6934) and many (Mean=3.2857,

SD=0.649) employees both agree that they have the best set

of employees working in the business and has the best

technique in hiring process.

As to the type of business, service (Mean=2.9743,

SD=0.647) and merchandising (Mean=2.9685, SD=0.7581) both

got the result of agree. This states that service and

 Recruitment and Selection 58

merchandising businesses were satisfied by the performance

of their employees and with their recruitment and selection

process. Their means also has near values which mean that

any type of business doesn’t differ in views of their

hiring process.

Table 12 shows the data.

 Recruitment and Selection 59

Table 12

Performance of Employees Based on the Evaluation of

Respondents in Terms of Satisfaction in Performance of

Employees and Hiring Process When Taken as a Whole and When

Classified According to Type of Business, Number of Years

in Business and Size of Business

Variables Mean SD Description

Whole Group 2.971429 0.6574 Agree

Years of Business

Short 2.90 .7729 Agree

Long 3.11430 .547 Agree

Number of Employees

Few 2.81420 .6934 Agree

Many 3.2857 0.649 Agree

Type of Business

Service 2.9743 0.647 Agree

Merchandising 2.9685 0.7581 Agree

Legend:

Scale Description
3.26-4.00 Firmly Agree
2.51-3.25 Agree
1.76-2.50 Slightly Agree
1.00-1.75 Firmly Disagree
 Recruitment and Selection 60

Performance of Employees Based on the Evaluation of

Respondents in Terms of Effect of Hiring Process in the

Performance of Employees When Taken as a Whole and When

Classified According to Type of Business, Number of Years

in Business and Size of Business

The result of performance of employees based on the

evaluation in effect of hiring process in performance of

the employees identified by the respondents as to

categories of selected variables such as type of business,

number of years in business and size of business are as

follows:

As to years of business, short (Mean=3.025, SD=0.6675)

and long (Mean=3.1, SD=0.7375) both results to agree. This

implies that both short and long businesses believe that

the quality of work of the employees working in the

business depends on the quality of their hiring process.

As to the number of employees working in the business,

few (Mean=3, SD=0.6095) results in agree while many

(Mean=3.255, SD=0.813) results in firmly agree. This means

that the business with many employees were sure that hiring

process affects the performance of employees. Big

businesses with many employees saw evidences and proofs

 Recruitment and Selection 61

that through effective hiring process, one can get

competitive employees with skills to work on the business.

Both service (Mean=3.09, SD=0.6915) and merchandising

(Mean=3.025, SD=0.6775) in type of business results to

agree which means that any nature of business believes that

the quality of work of employees depends on the quality of

recruitment and selection process.

Table 13 shows the data.

 Recruitment and Selection 62

Table 13

Performance of Employees Based on the Evaluation of

Respondents in Terms of Effect of Hiring Process in the

Performance of Employees When Taken as a Whole and When

Classified According to Type of Business, Number of Years

in Business and Size of Business

Variables Mean SD Description

Whole Group 3.05 0.7231 Agree

Years of Business

Short 3.025 0.6675 Agree

Long 3.1 0.7375 Agree

Number of Employees

Few 3 0.6095 Agree

Many 3.255 0.813 Firmly Agree

Type of Business

Service 3.09 0.6915 Agree

Merchandising 3.025 0.6775 Agree

Legend:
Scale Description
3.26-4.00 Firmly Agree
2.51-3.25 Agree
1.76-2.50 Slightly Agree
1.00-1.75 Firmly Disagree
 Recruitment and Selection 63

Performance of Employees Based on the Evaluation of

Respondents in Terms of Possible Improvement in Hiring

Process in the business when taken as a Whole and when

Classified According to Type of Business, Number of Years

in Business and Size of Business

The result of performance of employees inpossible

improvement in the hiring process of businessesidentified

by the respondents as to categories of selected variables

such as type of business, number of years in business and

size of business are as follows:

As for the result in the years of business, short

(Mean=2.75, SD=0.639) and long (Mean=2.9, SD=0.568) agrees

in the statement that there is a vast score in the

improvement in their current process in hiring process.

Short and long businesses believe that still need to

upgrade their hiring process.

As for the number of employees in the business, few

(Mean=2.85, SD=0.671) and many (Mean=2.7, SD=0.483) has the

same result of agree. This concludes that both big and

small businesses believe that even though they were

confident in their recruitment and selection process, they

still need to improve to manage their manpower better.

 Recruitment and Selection 64

In the type of business, service (Mean=2.44 SD=0.809)

result’s is slightly agree and merchandising (Mean=2.89,

SD=0.459) is agree. This shows that service business is

more certain that their recruitment and selection process

is excellent and there is a slight room for improvement

while merchandising business believes more that their

hiring process needs more improvement. It means that

service businesses in Tigbauan were more satisfied in the

performance of their employees and that their employees can

provide good service to the customers.

Table 14 shows the data.

 Recruitment and Selection 65

Table 14

Performance of Employees Based on the Evaluation of

Respondents in Terms of Possible Improvement in Hiring

Process in the business When Taken as a Whole and When

Classified According to Type of Business, Number of Years

in Business and Size of Business

Variables Mean SD Description

Whole Group 2.8 0.6103 Agree

Years of Business

Short 2.75 0.639 Agree

Long 2.9 0.568 Agree

Number of Employees

Few 2.85 0.671 Agree

Many 2.7 0.483 Agree

Type of Business

Service 2.44 0.809 Slightly Agree

Merchandising 2.89 0.459 Agree

Legend:

Scale Description
3.26-4.00 Firmly Agree
2.51-3.25 Agree
1.76-2.50 Slightly Agree
1.00-1.75 Firmly Disagree
 Recruitment and Selection 66

Difference in the Performance of Employees Based on the

Evaluation of Respondents When Classified as to Type of

Business

The One-Way ANOVA results for the differences in the

performance of employees based on the evaluation of

respondentsor business in the Municipality of Tigbauan in

selected variable is as follows:

As to the type of business, there was no significant

difference in evaluation of respondents on the performance

of employees and hiring process of the business. The result

shows that the F-ratio was .024 and significance of .024

which is higher than the level of significance 0.05. This

means that the nature of business does not affect the

viewpoints of employees in evaluating their employees by

their performance and in the hiring process of the

business. Service and merchandising business has similar

opinions in how they assess the capability of their

employees and effectiveness of their hiring process.

Table 15 shows the data.

 Recruitment and Selection 67

Table 15

Difference in the Performance of Employees Based on

the Evaluation of Respondents When Classified as to Type of

Business

Variables Sum of Df Mean F- Sig Remarks

Squares Square ratio

Type of

Business

Between Groups .004 1 .004 Not

.024 .878
Within Groups5 .185 28 significant
.185
Total 5.189 29

Sig < 0.05, Significant

Difference in the Performance of Employees Based on the

Evaluation of Respondents When Classified as to Years of

Business and Number of Employees

t-test results show that there is no significant

difference in the evaluation of respondents on performance

of employees for the years of business. The result of the

mean in short is 2.8091 and long is 2.9091. The t-value

happened to be -.649 and sig. 2 tailed is .523 which is

higher than the significance level of 0.05. This depicts

that long and short businesses have the same viewpoints in

evaluating the performances of their employees.

 Recruitment and Selection 68

As for the number of employees, a t-test result the

mean of few is 2.7532 and many is 3.0505. T-value results

to -2.16 and sig 2 tailed is .041 which is lower than the

significant level 0.05. This means that there is a

significant difference in the evaluation of employees’

performance for businesses with few and many employees.

This also concludes that businesses with more than 6

employees are more satisfied and see that their employees

are more capable in their work. It is because they have

more number of employees and they can see that they can do

their job better with cooperation and large manpower than

businesses with only 1-5 employees.

Table 16 shows the data.

 Recruitment and Selection 69

Table 16

Difference in the Performance of Employees Based on the

Evaluation of Respondents When Classified as to Years of

Business and Number of Employees

Variables N Mean t- Sig. Remarks

Value (2-tailed)

Years of Business

Short 20 2.80 Not

-.649 .523
Long 10 2.9091 Significant

No. of Employees

Few 29 2.7532 Significant

-2.16 .041
Many 9 3.0505

Sig < 0.05, Significant

Relationship between Recruitment and Selection Processes

and Performance of Employees in the Business Evaluated by

the Respondents

The Pearson’s Product-Moment Coefficient of

Correlation or Pearson r was used to measure the

relationship between recruitment and selection processes

 Recruitment and Selection 70

and performance of employees identified by businesses. The

results showed that the r value of recruitment and

selection processes was -.254 interpreted as low or slight

negative correlation and the computed significant 2-tailed

was .176 which is greater than the significant level of

0.05. This concludes that there is no significant

relationship in the recruitment process practiced in the

business and performances of employees identified by the

respondents. This means that the hiring process practiced

in the business does not guarantee the quality of the

performances of the employees as observed by the

respondents. Furthermore, it implies that recruitment and

selection practices have a null effect on the performances

of employees in the workplace of public market in the

municipality of Tigbauan.

Table 17 shows the data.

 Recruitment and Selection 71

Table 17

Relationship between Recruitment and Selection Processes

and Performance of Employees in the Business Evaluated by

the Respondents

Performance of Employees

Variables N r Sig.(2-tailed) Remarks

Recruitment and 30 -.254 .176 Not

Selection Significant
Sig < 0.05, Significant
 Recruitment and Selection 72

Chapter 5

Summary, Conclusions and Recommendations

This chapter will present the summary of the research

study, findings, conclusions derived from the findings and

the recommendations by the researchers.

Summary

This study sought to find out the relationship between

the recruitment and selection processes used by businesses

in the performance of their employees in the public market

in the Municipality of Tigbauan.

The descriptive-correlational design was used to

arrive at the result of this study. The respondents of this

study were the randomly chosen 30 business owners/staff who

presents the entire population of the businesses in public

market in the Municipality of Tigbauan. The businesses were

classified as to years of operation, number of employees

and type of business.

The researcher-made questionnaire were used to gather

data for the study. Part I of the questionnaire sought to

get the personal information of the respondent/business.

 Recruitment and Selection 73

Part II is divided into two areas which are; recruitment

and selection practices and performances of employees.

The questionnaire was subjected to content validation

by Good and Scates.

For the statistical tools used in the study, the

researchers utilized frequency count, percentage, mean and

standard deviation for descriptive analysis and for the

inferential analysis we used the t-test, ANOVA and Pearson

product-moment coefficient of correlation. All statistical

analysis were undertaken using Microsoft Excel and

Statistical Package for Social Sciences (SPSS version

20.0), a window based program for statistical analysis.

The following were the findings in the present study.

When businesses were taken as a whole group finds the

recruitment and selection practices sometimes observed in

the areas of referrals, advertisement, head hunting and

walk in\direct applicant. When the businesses were taken as

a whole group finds the requirements resume and personal

interview as always observed,application form or letter,

legal documents or clearances and medical examination as

sometimes observed and lastly, written test and aptitude

test as least observed. The verifications such as:

 Recruitment and Selection 74

educational qualifications, legal background check,

professional background check, reference check and family

background check were sometimes observed by the businesses.

When they were classified as to years of business, number

of employees and type of business, the result was sometimes

observed.

There was no significant difference in the recruitment

and selection processes when classified as to years of

business and type of business but there was a significant

difference in number of employees working in the business.

The businesses in Tigbauan agree that that the

performances of their employees were excellent in terms of

their satisfaction in employees’ performance, confidence in

the hiring process of business, effect of hiring process in

performance of their employees and possible improvement.

The businesses’ results were agree when classified as to

years of operation, number of employees and type of

business.

There were no significant differences in the

performance of employees based on the evaluation of

respondents when classified as to years of business and

 Recruitment and Selection 75

type of business while there is significance in the number

of employees working in the business.

There is no significant relationship in the

recruitment and selection processes and the performance of

employees based on the respondents in the businesses in

Tigbauan.

Conclusions

Based on the findings, the following conclusions were

formulated:

Businesses usually do not have a regular recruitment

and selection practices and uses the methods such as

referrals, advertisement, head hunting and walk in\direct

applicant seldom on their hiring process with referrals

happened to be the most frequent used method of recruitment

and selection and walk in\direct application as the least

used method based on the result. In the qualifications

needed for recruitment process, businesses commonly

requires resume and personal interview at all times, these

are the basic and constant requirement for recruitment.

Application form or letter, legal documents or clearances

and medical examination are also required by business

seldom in the recruitment process. Written test and

 Recruitment and Selection 76

aptitude test are not regularly needed by the human

resource manager in the recruitment process because these

tests are not necessary in the recruitment especially that

businesses in Tigbauan were not really big businesses,

these formalities are only needed for companies and big

business enterprises. In the verification of applicants in

the selection process; educational qualifications, legal

background check, professional background check, reference

check and family background check were seldom needed by the

businesses. The businesses that use advertisement and

direct application only has the requisite to verify their

applicant and recruiting through referrals and head hunting

has nonessential to do so because applicants from these

recruitment process were already acquainted to the person

who performs hiring process. When classified into the

variables years of operation, numbers of employees and type

of business, the result were sometimes observed.

There was no significant difference in the hiring

process when classified as to type of business and number

of years, it is because any nature of business adopts

almost the same process of hiring and businesses hasn’t

able to improve their hiring process. Therefore in this

area the alternative hypothesis was rejected, but not in

 Recruitment and Selection 77

the size of business based on the number of employees which

results in significant because it is necessary for big

business to be more accurate on their recruitment and

selection because they hire many employees than with small

businesses. Therefore in this area, the alternative

hypothesis was accepted.

The businesses agree that they were satisfied and

contented in the performance of their employees. It is

shown that they believe that their recruitment and

selection process is effective that is why they also

believe they have the best set of employees working in

their business. It is also proven by the respondents that

the recruitment and selection process affects the quality

of their employees and their work. In contrast to this,

even though they think that they have a good quality of

employees and hiring process, they also believe to agree

that there is a need for improvement in their hiring

process.

The result shows that there is no significant in the

performance of the employees when classified into type of

business and number of years. They both have the same

viewpoints in term of the performance of their employees.

Any type of business has the same qualifications in

 Recruitment and Selection 78

assessing the performance of their employees and the

standard of measuring the quality of work employees do

doesn’t change over time whether the business operates in

short or long term. Therefore, in this case the alternative

hypothesis was rejected. The different result was shown

when classified in the size of business based on the number

of employees. It is concluded that there is a significant

difference in the performance of employees in big and small

business. It is likely because big businesses were more

satisfied in the quality of work of their employees given

that they have many workers in their business. They can see

that the quality of work also depends on the number of

people working and contributing to the task. Therefore in

this case, the alternative hypothesis was accepted.

There was no significant relationship between

recruitment and selection processes and performance of

employees of human resource management in the business as

the results concluded. It is in contrast with the findings

of Hiltrop's (1996) work which showed that selectively

hiring has a positive impact on organizational performance

of employees. But to support the conclusion of this study,

he also emphasizes his finding that there is a positive

connection existing between firm performances and training

 Recruitment and Selection 79

that is coherent with the human capital standpoint. This

means that hiring process does not necessarily completely

affects the performance of employees but the trainings

implemented to the employees by the businesses. The result

shows recruitment and selection processes practiced by the

businesses in Tigbauan has not entirely affects the quality

of their employees as evaluated by the respondents.

Although they believe so, the performance of their

employees is not absolutely based on the hiring process but

in the trainings implemented on them. Moreover, it doesn’t

mean that when you completely perfected your hiring

process, assures that you can get capable employees; it

will still be based on how the owners/managers handle and

treat their personnel and how they supervise whether their

employees were working or slacking off. Although it is the

prerequisite in the human resource management, employers

should also focus in assessing and evaluating their

employees well in presumption of their performance.

Therefore the alternative hypothesis was rejected.

Recommendations

Based on the findings and conclusions, it is presumed

that the following courses of action were recommended:

 Recruitment and Selection 80

Businesses should have more precise, consistent and

standardized recruitment and selection process in order to

acquire capable employees and not depend on irregular basis

and practices of hiring process. Businesses should be

constant in their hiring process and use the most

appropriate technique in getting employees for their

business. For example, as for the type of business, service

business should use recruitment technique that measures the

skills and capability of applicant in the service the

business provides, they should check the work experiences,

educational and personal background of the applicant or to

assure that he/she has skills in providing service and has

an excellent behavior in approaching customers.

Merchandising business should also improve recruitment and

selection. It is recommended that they use method of

recruitment and selection that assures them the credibility

and credential of the applicant such as referrals and head

hunting because it will guarantee that your employee is

trustworthy.

In the area of years of business, short termed

businesses should focus on advertisement and direct

application more than with referrals and head hunting

because they did not stabilize their business yet so they

 Recruitment and Selection 81

need formal method in recruitment and selection to acquire

credible and quality employees.

Recruitment and selection process as to size of

business based on the number of employees, big business

with many employees should be more accurate in their

recruitment and selection process since the business

requires many of them. It is also preferred that big

businesses requires complete requirements and validation

for the employees in order to ensure that all of them are

qualified enough to work in the business and can be a team

worker.

For the prospect job applicants, one can enter in any

form of business through any form of recruitment and

selection process since businesses uses each of the methods

sometimes. The most basic requirement to be compiled is the

resume and the personal interview with the employer. To be

certain, applicants should also prepare application form or

letter, legal documents or clearances and medical

certificate because business seldom requires these forms.

Applicants won’t need to worry about the written and

aptitude test because businesses do not require these

tests.
 Recruitment and Selection 82

Employees on the other hand should be assured that

their skills are appropriate in the position they are

assigned to and the tasks they are required to do. In this

way they can do their work effectively and improve their

work performances. They should be confident to do their

jobs in order to provide good service and better

performance to the customers and will stay longer working

in the business.

Similar studies on other concerns in hiring process

should be conducted using different variables, factors and

other setting to further verify and authenticate results at

the same time widen the scope of the study in concern with

the hiring process; thus corresponding solutions should be

made.