ADMASE UNIVERCITY

DEPARTMENT
OF

MASTERS OF BUSINESS ADMINISTRATION

HUMAN RESOURCE MANAGMENT

INDIVIDUAL ASSIGNMENT
TITLE:- HUMAN RESOURCE RECRUITMENT AND SELECTION IN
ETHIOPIAN CUSTOMS COMMISSION

SUBMITTED BY:-MIHRET ADDISSU

ID NUMBER:-PGMGB/4013/21

SECTION- 01

SUBMITTED TO:- GEBRGIDANE

SUBMITION DATE:- JULAY `/2022

TABLE OF CONTENT

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Table of Contents

1.JOURNAL OF HUMAN RESOURCE RECRUITMENT AND SELECTION IN ETHIOPIAN

CUSTOMS COMMISSION.....................................................................................................................1
1.1 Introduction of the Ethiopian customs commission..........................................................1
1.2. Define human resources.....................................................................................................1
1.3. Define recruitment and selection of human resource and its process............................2
1.3.1 Define recruitment....................................................................................................................2
1.3.2 Define selection.........................................................................................................................3
1.4. Criteria of recruitment and selection in human resource...............................................3
1.5. Arguments of human resource recruitment and selection Quality and Organizational
Performance...............................................................................................................................5
2. Recruitment and selection criteria of human resource in Ethiopian customs commission..............6
2.1 Recruitment criteria of human resource in Ethiopian customs commission.................7
2.2 Selection Process Employees...............................................................................................7
3. Human resource recruitment and selection theories or approaches................................................10
4. Methodology.........................................................................................................................................11
5. The strength and weakness of recruitment and selection process of Ethiopian customs
commissions.............................................................................................................................................11
5.1 Strength of recruitment and selection process................................................................11
5.2 Weakness of recruitment and selection process..............................................................11
6. Summery..............................................................................................................................................11
7. REFERENCES......................................................................................................................................12

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1. Journal of human resource recruitment and selection in Ethiopian customs
commission
The main purpose of the article under-review of human resource recruitment and selection in
Ethiopian customs commission is

 To review the introduction of the Ethiopian customs commission.

 To define human resources.
 To define recruitment and selection of human resource and its process.
 To review the recruitment and selection criteria of human resource in Ethiopian customs
commission

1.1 Introduction of the Ethiopian customs commission

Ethiopian customs commission has recently come into existence by proclamation number
1097/2018 which is separated from the earlier “Ethiopian Revenues and Customs Authority”
Headed by a Commissioner accountable to Ministry of Revenues by possessing its own vision
and mission. The Federal Democratic Republic of Ethiopia, Customs Commissions one public
sector established by the proclamation No. 1097/2018 having a vision to be an exemplary model
as an administration that promotes formal economy by embracing economic activities, that
provides voluntary compliance by protecting taxpayer rights and collects taxes and other
revenues by offering quality service. The mission is to increase voluntary compliance by
protecting taxpayer rights and to collect taxes and other revenues by providing high-quality
service. The Customs Commission (CC) is part of Ministry of Revenue. Due to the customs
Commission should have its rule to recruitment and selection of its human resource.

1.2. Define human resources

Human resource management is an organization’s function that entails all aspects that are
associated with the human resource or work force in a particular organization, company or
institution. It entails aspects like recruitment, coordination and control of the people working in
an organization. Some of the issues linked with human resource management include hiring,
compensation and benefits, safety and welfare, communication and motivation, employees’
performance management and administration and training among others (Elearn 2009). Human

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resource management is very essential function in every organization as overall efficiency and
effectiveness of the organization through smooth running of all the activities and operations that
are carried out in the organization. The processes of human resource planning, recruitment and
selection are very pivotal in any organization irrespective of size. This is because they determine
the quality of employees in the organization who in turn determine how processes are carried
out. Human resource planning involves making appropriate decisions in regard to the positions
that an organization ought to fill and the best ways to fill them. It also entails determining the
human resource needs of an organization with respect to the stipulated strategic plan (Elearn
2009).
1.3. Define recruitment and selection of human resource and its process.
Recruitment and selection are vital functions of human resource management for any type of
business organization. These are terms that refer to the process of attracting and choosing
candidates for employment. The quality of the human resource the firm has heavily depends on
the effectiveness of these two functions (Gamage, 2014). Recruiting and selecting the wrong
candidates who are not capable come with a huge negative cost which businesses cannot afford.
Thus, the overall aim of recruitment and selection within the organization is to obtain the number
and quality of employees that are required to satisfy the strategic objectives of the organization,
at minimal cost (Ofori & Aryeetey, 2011).
1.3.1 Define recruitment
As explained by Opatha (2010) recruitment is the process of finding and attracting suitably
qualified people to apply for job vacancies in the organization. It is a set of activities an
organization uses to attract job candidates who have the needed abilities and attitudes.
Recruitment is the process of generating a pool of qualified applicants for organizational job
vacancies. For Ofori and Aryeetey (2011) recruitment is the process of generating a pool of
competent individuals to apply for employment within an organization. The general purpose of
recruitment according to Gamage (2014) is to provide the organization with a pool of potentially
qualified job candidates. The quality of human resource in an organization highly depends on the
quality of applicants attracted because organization is going to select employees from those who
were attracted. In the same vein, Henry and Temtime (2009) construed recruitment as the entry
point of manpower into an organization and the path an organization must follow from there on

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in order to make sure that they have attracted the right individuals for their culture and vibes so
that the overall strategic goals are achieved
1.3.2 Define selection
Selection is the process of making the choice of the most suitable applicant from the pool of
applicants recruited to fill the relevant job vacancy (Opatha, 2010). Selection is the process by
which specific instruments are engaged to choose from the pool of individuals most suitable for
the job available (Ofori & Aryeetey, 2011). Selection involves the use of one or more methods to
assess applicant’s suitability in order to make the correct selection decision and can be
alternatively seen as a process of rejection as it rejects a number of applicants and select only a
few applicants to fill the vacancy. Thus, selection function may be a negative function rather
than a positive function (Gamage, 2014). According to Gamage (2014) the objectives of
selection function are to get the right person to the right job, establish and maintain a good image
as a good employer, and maintain the selection process as cost effective as possible.

HR and line managers continue to use a variety of imperfect methods to aid the task of
predicting which applicant will be most successful in meeting the demands of the job, and/or are
the best fit with the work group and culture of the organization. (Torrington and Taylor
2005).The following selection method criteria’s will help HR and line managers in predicting
which applicant is fit for the job and the organization.
1. Reliability: is the degree to which a selection method yields consistent results. It is concerned
with consistency measurement (Stewart and Brown, 2009). It indicates that the selection method
that the organization uses is trusted by measuring its consistency. There are different methods of
measuring the reliability of a selection method.
2. Test- retest method: a process of estimating reliability that compares scores on a single
selection assessment obtained at different times.
3. Alternate-form method: a process of estimating reliability that compares score on different
versions of a selection assessment.
4. Split-halves method: a process of estimating reliability that compares scores on two parts of
a selection assessment.
5. Inter-rater method: is a process of estimating reliability that compares assessment scores
provided by different raters.

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1.4. Criteria of recruitment and selection in human resource
Recruitment and selection form a major part of an organization’s overall resourcing strategies,
which identifies and secures people needed for an organization to survive and succeed in the
short to medium-term (Elwood & James, 1996). In fact, the basic purpose of recruitment is to
create a pool of suitably qualified candidates to enable the selection of the best candidates for the
organization, by attracting more and more employees to apply in the organization whereas the
basic purpose of selection process is to choose the right candidate to fill the various positions in
the organization (Gamage, 2014). Available evidence indicates that there is a positive and
significant relationship between recruitment and selection and the performance of an enterprise
(Gamage, 2014). Sang (2005) for example discovered a positive association between recruitment
and selection and business performance. Such were also of positive results between recruitment
and selection and performance as seen in Ichniowski and Shaw (1999), Katou and Budhwar
(2006) and Wright et al. (2005). Other studies such as Syed and Jama (2012) have equally shown
that implementing an effective recruitment and selection process is positively related to
organizational performance. With specific reference to recruitment and selection criteria and
organizational performance, Montana and Charnov (2000) maintained that recruitment and
selection include sourcing candidates by advertising or other methods, screening potential
candidates using tests and interviews, selecting candidates based on the results of the tests or
interviews, and on-boarding to ensure that the candidates are able to fulfill their new roles
effectively.
Specific tasks involved in the process of recruitment are analyzing job requirements advertising
the vacancy, attracting candidates to apply for the job, managing response scrutinizing
applications, shortlisting candidates. In all, Sinha and Thaly (2013) noted that there is a variety
of recruitment approaches (e.g. employee referral, campus recruitment, advertising, recruitment
agencies/consultants, job sites/portals, company websites, social media etc.); and most
organizations will use a combination of two or more of these as part of a recruitment process or
to deliver their overall recruitment strategy. However, which recruiting channels should be used
depends on the job position, on the company’s employer brand, on the resources the company
has on its recruiting team, on how much recruiting budget the company has, etc. One can use

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them all and find out which suits the best. Every recruiting channel offers different benefits and
limitations and works better for certain situations and companies. The key is collecting real-time
recruitment metrics on these recruiting channels to figure out what works best for the company
in different situations. The recruiting experience of each company is different and the best way to
figure out what works best is to analyze metrics based on the past recruiting efforts, not the
efforts of everybody else. Once the company has its recruiting metrics solution in place, it is time
to start using the recruiting channels that the company thinks will work for it (Sinha & Thaly,
2013).
The selection activities are screening, eliminating unsuitable candidates, conducting an
examination (aptitude test, intelligence test, performance test, personality test, etc.), interviews
checking references, medical tests.
1.5. Arguments of human resource recruitment and selection Quality and
Organizational Performance
The effectiveness has primarily been assessed by examining the rates of turnover, job survival
and job performance along with organizational issues such as referrals by current personnel, in-
house job postings, and the rehiring of former employees (Zottoli & Wanous, 2000). The study
by Sen and Saxena (1997) has emphasized the importance of a quality process during the time of
recruitment and hiring given that the right type of labor is hard to come by. In fact, while lending
credence to the importance of hiring quality candidates who are hard to find Tendon (2006)
warned that talent deficiency is unrelated to huge population. While reporting that recruitment is
the only component for attracting and retaining knowledge workers, Unwin (2005) gave
significance to the process involved during the time of recruiting and hiring good candidate.

Although the study conducted by Subbarao (2006) explained the recruitment sources used by
individual job seekers at various levels, the study further highlighted the importance of different
types of approaches used at the time of recruitment which in turn makes any organization well
established or less established. According to Sarkar and Kumar (2007) organizational
performance is hinged on the approach which the organization adopts in the recruitment and
selection of employees.
Vyas (2011) asserted that the current trend is that organizations are looking for methods of
reducing the time and effort in the recruitment and selection process. However, Munyon,

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Summers, Ferris and Gerald (2011) admonished that methods of team staffing should translate to
competitive advantages to a firms. In similar vein, DeVaro (2008) demonstrated that recruitment
strategies can lead to positive organizational outcomes. For Sinha and Thaly (2013) adopting
qualitative system in recruitment and selection has helped organizations to grow as they have
been able to get the right people for their vacancies. In addition, the appropriate channels have
helped the organizations to get the different and varied sources to which they can turn to for
effective hiring (Sinha & Thaly, 2013).
Recruitment and selection in any organization is a serious business as the success of any
organization or efficiency in service delivery depends on the quality of its workforce who was
recruited into the organization through recruitment and selection exercises (Ezeali and Esiagu,
2010). Since recruitment and selection involve getting the best applicant for a job (Obikeze &
Obi, 2004), it has been emphasized that recruitment procedures that provide a large pool of
qualified applicants, paired with a reliable and valid selection regime, will have a substantial
influence over the quality and type of skills new employees possess (Okoh, 2005). For Mullins
(1999) the important thing is for some suitable plan to be used, complying with all legal
requirements relating to employment and equal opportunities, to follow recommended codes of
practice and to ensure justice and fair treatment for all applicants.
Bohlander, Snell & Sherman (2001) reported that it is important for managers to understand the
objectives, policies and practices used for selection. More importantly, those responsible for
making selection decisions should have adequate information upon which to base their decisions.
As Robbins (2005) observed, organization’s human resource policies and practices represent
important forces for shaping employee behavior and attitudes. According to Okoh (2005), not
just that organizational selection practices determine who is hired, the use of the proper selection
criteria will increase the probability that the right person will be chosen. When the best people
are selected for the job, productivity increases (Osemeke, 2012).
2. Recruitment and selection criteria of human resource in Ethiopian customs
commission
Ethiopian customs commission has its own human resource directorate process and manages its
human resources. Human Resources Management (HRM) in Ethiopian customs commission that
encompass staffing, recruiting, selecting, rewarding, employee development, employee
maintenance and employee relations.

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The main function of this directorate is keeps track of manpower needs, registers vacancies, and
provides complete and up-to-date human resource information, predicts possible changes in
human resource needs and makes the necessary preparations.
2.1 Recruitment criteria of human resource in Ethiopian customs commission
Human Resources Directorate identifying vacancies and advertise by
1. Government and non-governmental magazines.
2. Makes it posted on a public bulletin board.
3. It will be released on the Commission's website.
4. It is expressed in other media.
5. By writing to higher education institutions, a list of graduate candidates and relevant
information will be sent to him.
Then by advertising the vacancies in the above methods applicants are registered complete with
education information, work experience and personal and professional description.
Human resource directorate is registered the applicants and recruitment those applicants by using
different criteria like experience, academic level and GPA and ready to selection criteria.
2.2 Selection Process Employees
Selection process is the process of selecting the best candidate for the job. DeCenzo and Robbins
(2005). The selection process consists of eight steps. These are:
Step-1 Initial Screening:- Initial screening is the first step in the selection process whereby
inquiries about a job are screened. At this stage the applicant’s credentials are compared with the
recruitment of the position as per job specification. Sharing job description information with the
individual frequently encourages the unqualified to voluntarily withdraw from candidacy which
minimizes cost. As a culmination of recruiting effort an organization initiate a preliminary
review of potentially acceptable candidates. Perhaps candidates lack adequate experience or
education. Decenzo (2005)
Step-2 Completing application:-Form Application form is a company- specific employment
form used to generate specific information the company wants. Once the initial screening is
completed applicants are asked to complete the organization form. In general terms the
application form gives applicant’s name, address, telephone number. In addition to this it can
incorporate job performance related synopsis of what applicants have been doing during their
adult life, their skills and their accomplishments. Decenzo (2005) Application forms set out the

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information on a candidate in a standardized format. They provide a structured basis for drawing
up short-lists, the interview itself and for the subsequent actions in offering an appointment and
in setting up personnel records. Decenzo (2005)
Step-3 Employment:-Test As per Decenzo (2005) employment test is any selection examination
that is designed to determine if an applicant is qualified for the job. Organizations historically
relied to a considerable extent on intelligence, aptitude, ability and interest test to provide major
input to the selection process. Even hand writing analysis and honesty test have been used in
attempts to learn more about the candidate information that supposedly leads to more effective
selection. Some of the employment tests are presented as follows. Intelligence tests: it measures
the range of mental abilities which enable a person to succeed at a variety of intellectual tasks
using the faculties of abstract thinking and reasoning. They are concerned with general
intelligence and are sometimes called ‘general mental ability’ tests. Ability test: An Ability test
establishes what people are capable of knowing or doing. The term can refer primarily to
reasoning ability; such as verbal reasoning, numerical reasoning, spatial reasoning and
mechanical reasoning. Personality tests: Personality tests attempt to assess the personality of
candidates in order to make predictions about their likely behavior in a role. There are many
different theories of personality and different types of personality tests. One of the most
generally accepted ways of classifying personality is the five-factor model, which defines
Extraversion/introversion, emotional stability, agreeableness, conscientiousness and openness to
experience. Assessment centers: assessment centers assemble a group of candidates and use a
range of assessment techniques over a concentrated period (one or two days) with the aim of 18
providing a more comprehensive and balanced view of the suitability of individual members of
the group. It provides opportunities for indicating the extent to which candidates match the
culture of the organization. (Armstrong, 2009).
Work sample: is a selection device requiring the applicants to actually perform a small segment
of the job. Work sample test tend to be job specific that is, tailored individually to each different
job in each organization .One of the central ways these tests differ from ability tools is through
the contextualization of the content into a specific work situation. These tools can therefore
provide data on the applicants’ specific skills, but also assess cultural fit (Collings and Wood,
2009).

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Step-4 Comprehensive: - Interview According to Decenzo (2005) comprehensive interview is a
selection device in which information about a candidate can be obtained. Applicants who pass
the initial screening, application form and required tests receive a comprehensive interview.
Applicants may be interviewed by the HRM interviewers, senior managers within the
organization, potential supervisors or some or all of these. Some of the interview types are as
follows:
Individual interviews: The individual interview is the most familiar method of selection. It
involves face-to-face discussion and provides the best opportunity for the establishment of close
contact rapport between the interviewer and the candidate. A structured interview is one that is
built around a set of predetermined questions that may be related to the competencies required as
set out in the person specification (Armstrong, 2006).
Interviewing panels: Two or more people gathered together to interview one candidate is
known as ‘Interviewing panel’. The most typical situation is that in which an HR specialist and
line managers see the candidate at the same time. This has the advantage of enabling information
to be shared and reducing overlaps. (Armstrong, 2006).
Step-5 Background Investigation The next step in the process is to undertake background
investigation of applicants who appear to offer potential as employees. Background investigation
(reference check) is intended to verify information on the application form is correct and
accurate information. (DeCenzo, and Robbins 2005). This can include contacting former
employers to confirm the candidates work record, obtain appraisal of his/her performance,
verifying other job related and personal references and criminal record. The main purpose of a
reference is to obtain in confidence factual information about a prospective employee. This
information is straightforward and essential. (Armstrong, 2009)
Step-6 Conditional Job Offer:- After an applicant has passed all the selection process a
condition job offer is usually made. Conditional job offer comes from the HRM representative.
The conditional nature of job offer will be removed and the offer will be permanent.
Step-7 Medical or Physical Examination: - It is an examination to determine an applicant’s
physical fitness for essential job performance. It can only be used as a selection device to screen
out individuals who are unable to physically comply with the requirements of a job. Aside from
its use as a screening device it is helpful in showing that minimum standard of health exist to
enroll in companies that provide health and life insurance for their employment.

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Step-8 Permanent Job Offer:- According to Decenzo (2005) at this stage those individuals
who perform successfully in the preceding steps are now considered to be eligible to receive an
offer of employment. The final stage in the selection procedure is to confirm the offer of
employment after satisfactory references have been obtained, and the applicant has passed the
medical examination required for pension and life assurance purposes or because a certain
standard of physical fitness is required for the work. The contract of employment should also be
prepared at this stage, (Armstrong, 2009). The person who makes the employment offer will
differ from one organization to another. For administrative purpose the offer is typically made by
the human resource management department, but their role should only be administrative. The
actual hiring decision should be made by the manager in the department where the vacancy
exists.
The main criteria of Human Resources selection in Ethiopian customs commission are screening,
eliminating unsuitable candidates, conducting an examination (aptitude test, intelligence test,
performance test, personality test, etc.), interviews checking references, medical tests.

3. Human resource recruitment and selection Theories or approaches

The human resource management theories or approaches apply in this review is a strategic
approach to managing employment relation which emphasizes that leveraging people capabilities
is critical to gain sustainable competitive advantage, this being achieved via a distinctive set of
integrated employment policies, programs and practices. The actual capital of the organization is
the human abilities to utilize the human being as a capital. Each organization has too much cash
to commence the business but have not professional bodies to use them at the right place and at
the right time. And HR is strategic partner of the business which runs with the business and takes
the business towards the success (Bratton and Gold, 2003). For recruiting to be effective,
attracting a pool of candidates is important since the more the number of the candidates the
higher is the chance of getting qualified applicant for post. However, Robbins (2006) noted such
a task is not easy especially if the labor market is tight. The source further stated that the goal of
recruitment is to communicate the post in such a way that job seekers respond. Webb (1999)
further strengthens this idea. He mentioned that the goal of recruitment is to identify the pool of
qualified people to secure the services of those most qualified who in turn would help the
organization to achieve its objectives. To achieve this goal, an organization may choose internal

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or external recruitment methods .The overall aim of the recruitment and selection process should
be to obtain the number and quality of employees required to satisfy the human resource needs of
the company at minimum cost (Armstrong, 2006).
4. Methodology
This article review has an aim to discuss human resource recruitment and selection in Ethiopian
customs commission. To review this paper secondary data is used in order to obtain some
reliable literature and empirical findings that can be applied in order to have a better
understanding. The data sources are different journals, article reviews, researches and books.
5. The strength and weakness of recruitment and selection process of

Ethiopian customs commissions

5.1 Strength of recruitment and selection process
Ethiopian customs commissions clearly promote and advertise vacancies by Government and
non-governmental magazines, posted on a public bulletin board, will be released on the
Commission's website, by writing to higher education institutions, a list of graduate candidates
and relevant information will be sent to him.
5.2 Weakness of recruitment and selection process
Most of Ethiopian customs commissions recruitment and selection process is depend on
manually not supporting in technology and systems. It registers applicants by human resource
officers in manual and selecting those applicants by officers depending on rule and regulation of
the commissions. Most of selecting processes are by paper not systematic like screening,
interview and medical examinations are process by manual.
6. Summery
In this articles to review definition of human resources, recruitment and selection, to list the main
criteria and process of human resource recruitment and selection, to review the arguments of
human resource recruitment and selection quality and organizational performance. And also see
the human resource recruitment and selection theories or approaches like a strategic approach

Finally justify the overall human resources recruitment and selection criteria of Ethiopian
customs commissions and to select the strength and weakness of recruitment and selection
process in this organization. This article also covers the relationship between human resource
and recruitment and selection, job performance and recruitment, selection and effectiveness.

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7. REFERENCES
Armstrong, M (2006).A handbook of Human resources management practices. London: Kogan

Page.

Elearn (2009) Recruitment and Selection Revised Edition.

Gamage, 2014). Recruitment and Selection Practices in Manufacturing SMEs in Japan: An

analysis of the link with business performance.

DeCenzo, D. and Robbins, S.P (2005).Fundamental of Human Resource Management, 8thed.

USA: John Wiley & sons, Inc.

Opatha (2010) Personal Quality. , Colombo: Department of Human Resource Management,

University of Sri Jayewardenepura

Bohlander, G., Snell, S. and Sherman, A. (2001) Managing Human Resource. 12th Edition,
South Western College, Cincinnati.

Monday Osemeke (2012),The Impact of Human Resource Management Practices on

Organizational Performance: A Study of Guinness Nigeria Plc.

Okoh, A.O. (2005). Personnel and human resources management in Nigeria. Lagos: Amfitop

Books.

(Ezeali and Esiagu, 2010).The Impact of Recruitment and Selection Criteria on

Organizational Performance.

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