Human Resource Management in Dubai Municipality
Executive Summary
Human resource forms one of the imperative tools which when employed in a company can be able to reap good and profitable benefits. Some of these elements such as recruiting, compensation, promotion are of quintessence to the employee in terms of improving productivity and efficiency in the company or organization. The Dubai Municipality is of no difference in its mandate and the use of the best human resource polices such as emiritization would see fairness among the employees both local and international in public and private workplaces.
Table of Contents
1.1 Background of the Study. 7
1.2 Objectives of the study. 8
1.3 Significance of the study. 8
1.4 Scope and Limitations of the study. 8
2.1 Establishment of Dubai Government Human Resource Department 9
2.2 Dubai Municipality and the Emiratization Program.. 10
3.0 Research Methodological Review.. 10
3.3 Procedure and the Set Time Frame. 11
4.0 Results and Discussion. 12
4.1 Instruments return rate. 13
Table 4.2.2: Gender status frequency table. 13
Figure 4.2.2: Gender status of the respondents. 13
Table 4.2.3: Age of respondents. 14
Figure 4.2.3: Age of the respondents. 15
Table 4.2.4: Length of service. 15
Figure 4.2.4: Length of service. 16
Table 4.3: Sources of Recruitment 16
Figure 4.3: Sources of Recruitment 17
Table 4.4: Advert placement 18
Figure 4.4: Advert Placement 18
Table 4.5: Selection Process. 19
Figure 4.5 Selection Process. 20
Table 4.6: Type of Interviews. 20
Figure 4.6: Type of Interviews. 21
4.7 Dubai Application of Emiratization. 21
Table 4.7 Dubai Application of Emiratization. 21
4.8 Importance to Organization. 22
Table 4.5: Importance to Organization. 22
Figure 4.5: Importance to Organization. 25
1.0 Introduction
Human resource is an important aspect in the running of any organization in the world. This is because through human resource management of employee’s efficiency and performance can be designed to ensure that the company, firm or organization achieves its set objectives and goals. The Dubai Municipality has been on the fore front of changing its image in terms of the human resource principles to transform its undertakings.
Similarly, the municipality has engaged in various ways of promoting the locals through the emiratization program. This paper will therefore carry out a comprehensive analysis into the human resources management as well as the emiratization of the Dubai Municipality in its bid to ensure that the locals are well represented in the jobs in both the private and public sector.
https://www.coursera.org/articles/human-resource-management?utm_medium=sem&utm_source=gg&utm_campaign=b2c_emea_coursera_ftcof_career-academy_arte_april_24_dr_geo-multi-set4_pmax_gads_lg-all&campaignid=21175649904&adgroupid=&device=c&keyword=&matchtype=&network=x&devicemodel=&adposition=&creativeid=&hide_mobile_promo&gad_source=1&gclid=CjwKCAjwrIixBhBbEiwACEqDJQ9p_5HbaTTAoftNV90-Xh0iw_ohlIrjbdMKt-pU6m3TdQc5UMEaIBoCXOIQAvD_BwE
Issues of human resource became more intensified especially coming to the 21st century as researchers engaged with each other on ways in which they could be able to categorically mange the working force ( Ishrat, 2013). The functionality has also changes from merely performing transactional work to more comprehensive involving strategies such as creation of diversity and inclusion of all employees.
According to Thompson (2007) the UAE has faced this problem of integrating the best kind of human resource that would propel the working and efficiency of the employees. The reasons brought about by this are the numbers of employees who are majorly from abroad while the locals have minimal positions in the workplace. According to the statistics released, it has been stated that the expatriate workers account for about 99% of the jobs in the private sectors and 91% in the public sectors (Pech, 2009).
For this paper, various methods will be used in the collection of data as well as its representation. A self administered questionnaire will be issued to the interviewees drawn from both the public and the private sectors in a bid to understand the human resources activities carried out and the emiratization as proposed by the government. The data will be analyzed through the use of tables and graphs. The findings reached at the end of this paper will be importance in the enactment of better human resource development and the harmonization of the emiratization to both the private and public sectors (Hutching, Cieri, & Shea, 1998).
1.1 Background of the Study
The UAE and especially Dubai have grown over the years in terms of their economy and international relations. This has been brought about by the involvement of human resources development initiatives such as planning personnel needs, recruitment and providing the employees with the right kind of salaries and incentives. This has been seen in the private and government firms which seek to have a strong manpower which has the right skills for the job (Stephenson, Russell & Edgar, 2010).
Through this approach, many of the companies in the UAE have sought employment from oversees who have the right expertise in the professional fields. In this case, there has been an influx of international workers who have now superseded the locals thereby creating a problem in the job allocation and recruitment process. The government then formed the emiratization which was aimed at solving the issues of domestic and international workers in the private and public sector (Rioux & Bernthal, 1999).
The Dubai Municipality has not evaded the emiratization and HR problems as it is a government office. However, there have been several issues raised over the lack of correct statistics for unemployed nationals in the UAE which has been now termed as a matter of national concern. This has further impinged the dimensions necessary for the human capital and social capital status of the nation. Similarly the lack of people registering with The National Human Resource Development & Employment Authority (TNHRDEA) has further caused poor statistical data for the unemployed locals of Dubai (Lavigna, 2004).
1.2 Objectives of the study
- To determine the nature and practicality of human resource development initiatives by both public and private sectors.
- To find out the emiratization process in Dubai Municipality and its impact to human resource.
- To determine the importance of using comprehensive human resource development to private and public sectors.
1.3 Significance of the study
The significance of this study is to find out the importance of using the ideal human resource development measures in government and private organizations in UAE, and establish the reasons as to why those organizations should take into great consideration the issues raised. Correspondingly, the formulation of the emiratization program and the likely hood impact it would have to the human resources development initiatives will be focused in the course of this paper. This is because the identification of the right kind of recruitment polices and use of HR is an important aspect, which if not considered during the process may lead to the organization not attaining its goals and objectives.
1.4 Scope and Limitations of the study
This study will be focused on the important human resource development means for the government offices. Particularly, the Dubai Municipality would be the key point of focus. However, the results reached at the end of this study could be applied to other firms within the government and private sector in the promotion of the emiritazation of the UAE. Some of the limitations which face this study include the fact that apart from emiritaztaion, other elements are need. Similarly, human resource itself cannot be said to be the only solution in terms of increasing the productivity of this study. This study also faces the limitations that it covers only one part of the workplace that is of the government as opposed to carrying a detailed study on both the private and public spheres.
2.0 Literature Review
2.1 Establishment of Dubai Government Human Resource Department
Dubai has embraced the needs of having an all-inclusive human resource department which would address the issues needed for the working of the government offices. Thus the establishment of the Dubai Municipality embraced a vision in which it sought to create an excellent city which embraces the essence of success as well as comfort for sustainable living. According to the Dubai Municipal (2014), the municipality has involved a strategic plan which would see the management of the infrastructures as well as other services which are provided for by the municipal (Anbuvelan, 2007).
The Dubai Municipality has also ensured that human resource is adapted to the later through the most appropriate tools and practices. It is through this manner that has seen the organization maintain a smooth engagement with the administration through centralized system. The inauguration of the strategic plan for Dubai Municipality 2010-2014 also sought to ensure that this plans brought forward are actualized across the divide. Among other government offices and firms, Dubai has been on the front line of trying to achieve its objectives and implementation of the emiratization program (Sethi & Sethi, 2008). Currently, the Dubai Municipality has about 11,000 employees of whom it has managed to reach 52% emiratization. More plans are still underway to ensure the plan succeeds (Gusdorf, 2008).
2.2 Dubai Municipality and the Emiratization Program
According to Al-Ali (2008), the rise of the economic potential in the Arab Peninsula, there has been an influx of migrant workers who have so far dominated the labour markets. This has been the case for most of the nations within this region that has seen up to 98% of expatriates dominate the UAE markets. This has led to very few jobs left for the Emirati nationals thus playing a huge factor in the ever increasing unemployment rates among the Dubai and other UAE nations (Zeffane & Al Zarooni, 2008).
In this research project, Al-Ali sought to find out the factors which enhance placement and retention among UAE nationals and the efforts put in place to ensure that the workforce and productivity is well increased in the workplace for all the employees. This study showed a number of variables which existed among the job employees in the UAE majorly the private and public sectors. The major factors discussed here were capital theory, skills, experiences, gender equality as well as the level of education for the employees (Durai, 2010).
3.0 Research Methodological Review
3.1 Research Design
The research design to be employed in this study will be descriptive research based on the nature of the study and analysis of the results. This is a formalized study structured with clear indicated questions on the topic of discussion which are to be carried at a targeted population from a representative sample of the Dubai Municipality in UAE.
3.2 Target Population
The target population for this study are the employees and management of the private and public sectors as well as the Dubai Municipality in UAE. Six people in the management positions will be selected from the Dubai Municipality, as well as 12 employees from the same government firm making a total of 18 persons from various departments of the Municipality. Thus in the end there will be thirty six (36) total number of respondents. To ensure fairness and objectivity of the study, there will be an equal representation of both males and females as 18 for each category.
3.3 Research Tools
Both questionnaires and interviews will be used for the collection of data from the selected respondents. The questionnaires will involve structured questions which are very brief and relatively direct to answer and the responses are coded to ensure respondents find it interesting to respond and give the right information. Similarly, the self administered questionnaires shall contain open ended and close ended questions (Anyim, Ekwoaba & Antony, 2012).
Therefore, this study will include both the open ended, questionnaires with open format questions which will allow the respondents to express their thoughts as well as opinions of the Dubai Municipality since opinions that is there is no predetermined set of responses and the person is free to answer in any way they choose to (Milligan, Maloney and Maloney, 1996). Close ended questionnaires have closed format questions where they include multiple choice questions either in even numbers or odd for example the respondents tick either ‘YES’ or ‘NO’ or other choices.
3.3 Procedure and the Set Time Frame
This research will be done in a systematic manner among the interviewees and those from the Dubai Municipality. For instance the employees of various nationalities working in the Dubai Municipality will be the first to be interviewed followed by the government officials and heads of various departments within the firm.
Researchers in charge of this study will visit the Dubai Municipality day earlier so as to seek for permission before the selected research day. All the interviewees will be interviewed on the same day from morning to evening as they have already been informed of the same. At the end of the day, the collected data will be collected and analyzed together for all the employees, heads of department and the government. This will see the integration of the data for all the participants on the same day of the interviewee as their responses would still be clear.
3.4 Analysis Plan
The data collected in this case will be analyzed to demonstrate the diverse findings of the study involving human resources and the emiratization at Dubai Municipality. Later, the analyzed data will be presented using descriptive statistics, frequency tables, percentages, bar graphs and pie charts as shown in the paper. The essence of a descriptive statistics will greatly set aside the platform for the generalization of the data to give an account of the structure or the characteristics of the population as represented by the sample.
3.5 Scope and limitation
The research is expected to take one day since all the participants come from the same organization and are easily accessible. However, the possibility of the research going the next day has also been factored since some of the participants are yet to confirm their presences based on meetings, tight schedules and incomplete assignments.
This will increase the budget planned for the research as all the participants will be expected to fill their questionnaires as well as participate in the interviews. However, the transportation costs will be minimized since there is less movement from one participant to another. Another limitation that may face the study can come from some of the respondents who may not be willing to give the correct information in a bid to save face and safeguard the reputation of Dubai Municipality.
4.0 Results and Discussion
A comprehensive profile of data from all of the respondents was compiled and subjected to statistical analysis and the results are represented in tables of frequency distribution, percentages, pie charts, and bar charts.
4.1 Instruments return rate
36 questionnaires were given out to the sample of employees in the organization and they were all returned, meaning that every respondent filled in the questionnaire.
4.2 Employees Profile
Information based on the employees was considered necessary for the undertaking of this research and thus include; gender, age, level of education, length of service.
4.2.2 Gender
This research was gender sensitive, and therefore the male respondents were equal to the female respondents.
Table 4.2.2: Gender status frequency table
| Gender | Male | Female |
| Respondents | 50% | 50% |
Figure 4.2.2: Gender status of the respondents
4.2.3: Age of respondents
From the pool of respondents in all the three companies, the smallest percentage 11.1 % was represented by persons below the age of 25 years. Most of the respondents were between 26 and 35 years (33.3%) and above 45 years (30.6%), and 25% were between 36 and 45 years. This shows that in the aspect of age, there was a good distribution thus, a good aspect in data collection from people at different ages.
Table 4.2.3: Age of respondents
| Age | Below 25 yrs | 26-35 yrs | 36-45 yrs | Above 45 yrs | Total |
| Respondents | 4 | 12 | 9 | 11 | 36 |
| Percentage | 11.1% | 33.3% | 25% | 30.6% | 100% |
Figure 4.2.3: Age of the respondents
4.2.4: Length of service
This research sought to understand the timeline of the workers and officials of Dubai Municipality in UAE in terms of their age in service. Most of the respondents have been in the organization for more than 10 years (44.4%), 16.7% were in their respective organizations for 6 to 10 years, 25% had been there between 2 to 5 years, and only 13.9% of them had been in the organization for less than two years. Similarly the participants were drawn from different nationalities in the world and had lived in Dubai for varying times. This indicates that these people were aware of the working of the Dubai Municipality, the emiratization program as well as other organizational undertakings in the firm. In this case it was easy for them to answer the questionnaires without too much difficulty.
Table 4.2.4: Length of service
| Length of Service | Frequency | Percentage |
| More than 10 yrs | 16 | 44.4% |
| 6-10 yrs | 6 | 16.7% |
| 2-5 yrs | 9 | 25% |
| Less than 2 yrs | 5 | 13.9% |
Figure 4.2.4: Length of service
4.2.5: Educational Level
All employees who had been selected to fill in the questionnaires had been educated up to tertiary level.
4.3 Sources of Recruitment
This question was meant to be answered by the management team only in order for the researcher to find out where they get their sources of applicants.
Table 4.3: Sources of Recruitment
| Sources of Recruitment | Frequency | Percentage |
| Internal | 2 | 11.1% |
| External | 5 | 27.8% |
| Campus interviews | 3 | 16.7% |
| Both internal and external | 8 | 44.4% |
Figure 4.3: Sources of Recruitment
From the above information, most of the employers source suitable candidates from both internal and external sources (44.4%). From the respondents who chose one source, 27.8% preferred external sources, followed by 16.7% who go with campuses interviews and only 11.1% source internally.
4.4 Advert placement
Table 4.4: Advert placement
| Frequency | Percentage | |
| Newspaper | 7 | 38.9% |
| Company Website | 7 | 38.9% |
| Job Search Engine | 3 | 8.3% |
| Job boards | 1 | 2.8% |
| Television | 0 | 0% |
Figure 4.4: Advert Placement
Most of the organizations place their job adverts on newspapers and company websites. None from the research organizations air their adverts on television
4.5 Selection Process
The management team was also expected to answer whether they would prefer following the selection process when selecting individuals from the pool of applicants.
Table 4.5: Selection Process
| Respondents who prefer following the selection process | Yes | No |
| Frequency | 16 | 2 |
| Percentage | 88.9% | 11.1% |
Figure 4.5 Selection Process
88.9% of the management team said that they would follow the selection process and only 11.1% opted not to follow the process.
4.6 Type of Interviews
Table 4.6: Type of Interviews
| Type of interview | Frequency | Percentage |
| Panel interview | 16 | 88.9% |
| Group interview | 0 | 0% |
| One on one interview | 2 | 11.1% |
| Telephone interview | 0 | 0% |
Figure 4.6: Type of Interviews
16 out of 18 (88.9%) of the respondents said that the type of interviews carried out in their organizations are panel interviews. This means that the management prefers this kind of interviews than the rest.
4.7 Dubai Application of Emiratization
Respondents were asked to state the form different private and public offices applied the emiratization among the employees.
Table 4.7 Dubai Application of Emiratization
| Firm | Frequency | Percentage |
| Public/ Private | 0 | 0% |
| Private Firms | 8 | 44.4% |
| Public Firms | 10 | 55.6% |
Majority of the employers believe that the public sector was trying to apply the emiratization program at 55.6% as compared to contact the private sector at 44.4%.
After the selection process has been carried out by the management, most of the employees do not join the organizations due to lower pay. Human resource development played a vital for the employment of the expatriates into the Dubai Municipality. A consequential question was asked on whether salary motivates people to seek for employment in the selected organizations, and a high percentage said that it plays a great role in one applying for a position in the organization. Therefore, the management has to understand that people are motivated by the compensation that the organization will provide to them, and they should therefore a point of discussing allowances and compensation with the candidates before making the final decision on who to employ despite of their nationalities.
4.8 Importance to Organization
The management team and the employees were asked questions concerning the importance of human resource development and emiratization in Dubai Municipality.
Table 4.5: Importance to Organization
| Factors | Very large extent | large extent | Moderate | Small extent | Very small extent |
| What extent does comprehensive human resource development play in meeting the objectives of organization | 5/36
13.9% |
11/36
30.6% |
16/36
44.4% |
3/36
8.3% |
1/36
2.8% |
| Extent to which emiratization increases efficiency | 10/36
27.8% |
14/36
38.9% |
8/36
22.2% |
4/36
11.1% |
0/36
0% |
| Do you agree that the government should be able to enforce emiratization to all private and public companies | 31/36
86.1% |
4/36
11.1% |
1/36
2.8% |
0/36
0% |
0/36
0% |
| Extent to what managers include their employees in human resource development initiatives? | 1/36
2.8% |
4/36
11.1% |
11/36
30.6% |
12/36
33.3% |
8/36
22.2% |
| Extent to which employers offer training before employing a candidate | 2/36
5.6%
|
5/36
13.9% |
20/36
55.6%
|
5/36
13.9% |
4/36
11.1% |
| What extent do other human resources practices such as good incentives and working conditions, training and development motivate people to apply for vacant positions in the organization? | 34/36
94.4% |
2/36
5.6% |
0/36
0% |
0/36
0% |
0/36
0% |
Figure 4.5: Importance to Organization
A comprehensive undertaking of the process of human resource is a vital aspect which allows the management of the firm to be able to meet its objectives. Thereby all these factors were analyzed bearing in mind that HR is a wide field and comprises a number of elements in its undertakings. Thus allowing the respondents to state the importance of the human resource to the firms and categorically stating the areas which they feel should be catered for is nonetheless important to the Dubai Municipality in its bid to adopt fully the emiratization program.
Majority of the respondents said that the process would moderately (44.4%) help in meeting the organization’s goals. 38.9% of the respondents said that the process would increase the efficiency in organization’s operations to a large extent. 86.1 per cent of the respondents agreed to a very large extent that persons responsible in carrying out the process should be well experienced.
13.9 respondents said that recruiters make wrong choices to a large extent, and 33.3% and 30.6% said that the recruiters would make wrong choices to a small extent and moderate extent respectively. 55.6% of the respondents thought that organizations moderately offer training to the respondents before they are employed. Finally, the human resource practices in all organizations have a great impact on the individual’s decision to seek employment in particular organization. All respondents except two found these human resources practices important factors that help in improving the organization through the recruited candidates.
Conclusion
The coming of the emiratization program was set to ensure that the Dubai locals and native people are able to be integrated into the employment in both the public and private sectors. This was to be integrated with a comprehensive human resource program which would see the performance of the employees and their productivity greatly increased. The facilitation of this program saw the Dubai Municipality employ over 300 new people in its bid to adapt fully to the decree issued by the government. The employees would come from freshly graduated individuals among others from various fields of study such as architecture, agricultural sciences, engineering among others.
It has been seen that the integration of emiratization as well as human resource development programs to be quite a challenge especially with extreme figures showing that the expatriates constitute up to 99% of the employees in public offices. Therefore the process will be a long and the consequences will be felt to almost sectors of the economy of Dubai as well as the United Arab Emirates. In this manner then the Dubai Municipality is set to achieve nationalism in terms of the maximisation of jobs and positions in almost all sectors of the municipal (Armstrong, 2006).
The process of recruitment of the new employees will have to be looked into keenly so as to ensure fairness for all the applicants. The Dubai Municipality should be able to come up with a strategy in which the new employees could be picked from that will not slow down the functionalities of the Municipality but rather intensify the activities and their undertakings in their operations in all the departments.
Similarly, the new employees should be well remunerated and salaried to ensure that their welfare is well taken care of effectively. Finally, the human resource practices in Dubai Municipality should play a big role in equipping the employees’ performance and productivity through involving them in some of the decision of the Municipality. All respondents except two found these human resources practices important factors that help in improving the organization through the recruited candidates and the proper application of the emiratization program.
References
Anbuvelan, K. (2007). Principles of Management. Delhi: Firewall Media.
Anyim, F. C., Ekwoaba, J. O., & Antony, I. D. (2012). The Role of Human Resource Planning in Recruitment and Selection Process. British Journal of Humanities and Social Sciences. 6 (2)
Armstrong, M. (2006). Human Resource Management Practice. (10th Ed.). USA: Kogan Page Publishers
Durai, P. (2010). Human Resource Management. India: Pearson Education India.
Gusdorf, M. L. (2008). Recruitment and Selection: Hiring the Right Person. Society for Human resource Management.
Hutching, K., Cieri, H., & Shea, T. (1998). Employee attraction and retention in the Australian Resources Sector. Retrieved on 2nd May 2014 from http://www98.griffith.edu.au/dspace/bitstream/handle/10072/41303/71077_1.pdf?sequence=1
Ishrat, G. (2013). A Comparative study of Recruitment and Selection, Training and Development policies in Indian MNCs and Foreign MNCs. Journal of Business and Management 7 (5).
Lavigna, J. R. (2004). Recruitment and Selection of Public Workers: an International Compendium of Modern Trends and Practices. Public Personnel Management. 33 (3).
Milligan, R. A., Maloney, T. R. and Maloney, T. (1996). Human Resource Management for Golf Course Superintendents. New York: John Wiley and Sons
Pech, R. (2009). Emiratization: aligning education with future needs in the United Arab Emirates. Education, Business and Society: Contemporary Middle Eastern Issues, 2(1), 57-65.
Rioux, S. M., & Bernthal, P. (1999). Recruitment and Selection Practices Survey report. HR Benchmark Group. 2 (2).
Sethi, N., & Sethi, V. (2008). E-government implementation: a case study of Dubai e-government. E-Government in Practice.
Stephenson, M. L., Russell, K. A., & Edgar, D. (2010). Islamic hospitality in the UAE: indigenization of products and human capital. Journal of Islamic Marketing, 1(1), 9-24.
Thompson, T. (2007). Recruitment and Selection Procedure. Retrieved on 2nd May 2014 from http://www.wnc.ac.uk/Documents/About-Us/Working-Here/Recruitment%20and%20Selection%20Procedure.pdf
Zeffane, R., & Al Zarooni, H. A. M. (2008). The influence of empowerment, commitment, job satisfaction and trust on perceived managers’ performance. International journal of Business excellence, 1(1), 193-209.
Appendix 1: Questionnaire
Instructions
- Tick appropriately in the box or fill in the space provided.
- The first two questions in Section B will be filled by the management team only, and the third question will be filled by all respondents.
SECTION A– General Information/Employee Profile
- Gender: Male Female
- Age bracket
Below 25 years 26 – 35 years
36 – 45 years Over 45 years
- Educational level
- a) Primary
- b) Secondary
- c) Tertiary (please specify)
- Current post held
- Department
- How long have you been in this organization?
- a) Less than 5 years
- b) 5 – 10 years
- c) More than 10 years
- Status of employment
- a) Permanent
- b) Contract
- c) Others (please specify)
SECTION B
1.1 How would you describe your working experience at Dubai Municipality?
Excellent
Good
Average
Bad
1.2 What internal benefits do you get working at Dubai Municipality?
………………………………………………………………………………………………….
………………………………………………………………………………………………….
………………………………………………………………………………………………….
1.3 What external benefits do you get working at Dubai Municipality?
…………………………………………………………………………………………………..
…………………………………………………………………………………………………..
…………………………………………………………………………………………………..
2.1 Does Dubai Municipality advertise job positions?
Yes No
2.2 Where do you mostly place your adverts?
Newspaper
Company Website
Job Search Engine
Job boards
Television
3.1 Do you support the emiratization program?
Yes No
- Why?
……………………………………………………………………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………
- Chose the types of selection tests used in your organization when selecting candidates for a vacant position
Aptitude tests
Personality tests
Psychometric tests
Performance tests
- How often does your organization carry out interviews when selecting candidates for a job?
All the time
Often
Sometimes
Never
- What kind of interview do you often use
Panel interview
Group interview
One on one interview
Telephone interview
6.1 After the interview, how long do you take to communicate with the candidate’s referees?
One day
One month
I do not communicate with them
6.2 What means of communication do you use when doing a reference check on the candidates?
Face to face communication
Telephone calls
Use of E-mails
7.1 Why do you think selected employees end up not joining your organization after completing the selection process?
Low salary
They felt no connection with the duties and responsibilities allocated to them
They see no future for the organization
Poor working conditions
7.2 How would you rate the extent to which employees leave your organization?
Very high
High
Moderately
Low
Very low
8.1 To what extent do you agree that salary factor attracts employees than career growth and advancement?
Strongly agree
Somewhat agree
Neutral
Somewhat disagree
Strongly disagree
9.1 Please the level of competency in your management that allows for the selection of highly qualified employees to fill in the vacant positions
Very high
High
Moderately
Low
Very low
10.1 Please indicate the degree, to which the organization uses the following factors for purposes of improving organization performance through recruited and selected individuals, by ticking whether it is to a very large extent, large extent, moderate, small extent or very small extent
| Factors | Very large extent | large extent | Moderate | Small extent | Very small extent |
| What extent does recruitment and selection (R&S) process meet objectives of organization | |||||
| Extent to which recruitment and selection increase efficiency | |||||
| Do you agree that recruiters should have experience in selecting the best candidate for the vacant position? | |||||
| Can recruiters make wrong choices from the pool of applicants? | |||||
| Provision of training before and after a candidate has been selected for the vacant position | |||||
| What extent do other human resources practices such as good incentives and working conditions, training and development motivate people to apply for vacant positions in the organization? |