Effect of Selection Process on Organizational Performance in the Brewery Industry of Southern...

7/31/2019 Effect of Selection Process on Organizational Performance in the Brewery Industry of Southern Nigeria

1/15

European Journal of Business and ManagemISSN 2222-1905 (Paper) ISSN 2222-2839 (

Vol 4, No.14, 2012

Effect of Selection P

Brewe

Benjamin I.

1, Department of

e-mail: benj

2, Department of

Phone: +2

Abstract

The aim of this paper is to investi

Brewery Industry of Southern Niger

ascertain the extent to which there

termine the extent to which there

hypotheses were formulated to guidals were selected from the organiza

personal interviews of some selecte

bles and the values expressed in pe

potheses and t-test was used for t

3-degrees of freedom. The findin

and creativity; there is a positive rel

Keywords: Selection process, Orga

1.Introduction

Recruitment and selection in mode

that, many are invited, but few are

Selection process pulls togeth

cruitment and selection (Grobler,used to decide which recruits shou

ends with the hiring decision. Th

applicant, employment tests, selecti

visory interview, realistic job previe

The main selection methods a

cited by Leopold, Harris and Watso

tion adding that assessment centres

methods and operate on a multi-trait

On the other hand, organizati

achieves its corporate objectives.

these are dependent on the objectiv

companies should collate performacustomers perspective, the internal

Norton, 1992). However, apart fr

are: creativity, profitability, producti

Selection of personnel into or

unethical practices include selectio

agers are empowered to select, app

quate time is not given to these fun

fects on the organizational perform

portant area. If employee selection i

fied personnel who cannot put in t

posit that human resource is on

man that combines, directs and co-

tional objectives. But, it is regrettab

to do the right job as a result of

people for the right job because the

ntnline)

103

ocess on Organizational Perfor

y Industry of Southern Nigeria

Chukwu (PhD)1

Rev. Fr. Anthony A. Igwe (PhD)2

anagement, University of Nigeria, Enugu Campus,

[email protected] Phone: +2348035444135.

anagement, University of Nigeria, Enugu Campus,

48037113894; e-mail: [email protected]

ate the Effect of Selection Process on Organizatio

ia. Guided by Reflection and Attribution Theory, t

as a positive relationship between employment test

as a positive relationship between selection intervie

e the study. Through proportionate stratified randomions of study. Responses from the questionnaire w

d management staff. The data obtained were analy

centages. Pearson Product Moment Correlation was

esting the level of significance of correlation coeff

s of this study are: there is a positive relationship bet

tionship between selection interview and profitabilit

ization performance, Employment tests, Selection in

n organizations can be said to be anchored or roote

chosen, (Matt 22:14).

r organizational goals, job designs and performance

arnich, Carell, Elbert and Hatfield, 2005). It is ald be hired. The process begins when recruits app

e series of steps involved in selection process are p

on interview, references and background checks, me

w and hiring decision (Werther and Davis, 1996).

re interview; assessment centres and tests, (Armstro

(2005) posits that systematic and processual are ot

re not a method per se, rather, they operate as an am

, multi-methods basis.

nal performance (OP) refers to the rate or degree to

There are several indicators for measuring organiza

s of the organization. Specifically, Kaplan and Mo

ce information from four perspectives namely: the fibusiness perspective, and innovation and learning p

m Kaplan and Nortons model, other organizational

vity, competitive advantage, effectiveness, efficiency,

anizations in Nigeria is inundated with myriad of un

bias, selection discrimination, and favoritism. In ma

aise, reward and develop people. Problems often a

ctions, or because they are carried out without due c

ance. Besides, most managers do not receive adequ

s not given a serious attention, it may lead to giving

eir best so as to achieve the organizational objective

e of the most important inputs of production. This is

ordinates other inputs of production with a view to

le to note that in Nigeria, many organizations do not

hat is termed god fatherism. Many organization

organizational goals are not clearly defined; the job

www.iiste.org

mance in the

igeria

igeria

nal Performance in the

e research sought to: (i)

and creativity, (ii) de-

and profitability. Two

ampling, 328 individu-ere complemented with

ed using frequency ta-

used for testing the hy-

icient at 5% error and

ween employment tests

.

erview.

on the biblical saying

ppraisals as well as re-

series of specific stepsy for employment and

eliminary reception of

ical evaluation, super-

ng, 2006). Herriot as

er approaches to selec-

lgam of other selection

which an organization

ional performance and

ton (1992) suggest that

ancial perspective, therspective, (Kaplan and

performance measures

flexibility, quality, etc.

ethical practices. These

ny organizations, man-

ise either because ade-

nsideration of their ef-

ate training in this im-

mployment to unquali-

s. Management experts

essentially because it is

chieving the organiza-

select the right people

fail to select the right

esigns are not properly


2/15


Vol 4, No.14, 2012

stated so as to facilitated the achie

not appropriately specified and the

tions do not have standardized test i

ployees are oftentimes neither reliab

in other organizations that conduct i

be biased in their judgments and thorganization will hire wrong person

It is generally believed that hir

of the organization may cause serio

disputes, absenteeism, high labour

customers, suppressed creativity, in

formance. It is against the above sce

organizational performance with sp

1.2 Objectives of the Study

The broad objective of this study is

the brewery industry of Southern Ni

1. To ascertain the extent to whic

the brewery industry.

2. To determine the extent to whi

ity in the brewery industry.

2. Theoretical Framework

This study is guided by Reflection a

Once the manager or assessor has

used, reflecting on that experience

begin from the premise that we natu

These theorists (dating back to the

ing the causes of what happens. Bas

Internal-controllable causewhich he or she can contro

Internal uncontrollable cauiour, which he or she cann

External causes- where thim/herself, e.g. luck, othe

Attribution theory is relevant t

out information about the past work

explain this past behaviour and in d

es of that performance. Sylvester,

have a better impression of cand

nal-controllable attributions. Where

ternal-uncontrollable causes, intervi

The problem is that research e

tribute causation. The fundamentalactor - i.e. infer an internal attributi

in Western society with its strong e

In terms of reflecting on candi

Assessors will tend to assume that

personal qualities of the individual,

may wrongfully get credit for succ

previous history, or may wrongfull

tion, the candidates behaviour is st

viewee can behave very differently

1994). Or in a group discussion

working with others who are even

to working with a group all high on

ntnline)

104

ement of the organizational goals; job description a

selection methods used may be faulty. For in

nstruments. As a result, the test items which are used

le nor valid. Besides, the interpretation of test results

nterviews, the questions asked may be ambiguous, so

e timing of the interviews may not be appropriate. T.

ng someone who does not fit a particular job or who

s problems. The symptoms of these problems includ

turnover, fraud, low productivity, low profitability, p

novation and learning. All these may culminate to p

nario that it becomes pertinent to determine the effect

cial reference to brewery industry in Southern Nigeri

to determine the effect of selection process on organi

geria. However the specific objectives are:

h there is a positive relationship between employme

ch there is a positive relationship between selection i

nd Attribution Theory of Personality which we discus

ome kind of concrete experience of the candidates,

o form a view of the candidates (Leopold et al, 200

rally try to look for the causes of either our own or ot

ork of Heider, 1958) have sought to uncover the pri

ically, these causes can be narrowed down to three ki

- where the outcome is explained in terms of the indi

, i.e. effort.

ses-

where the outcome is explained in terms of the it control, i.e. ability.

e outcome is explained in terms of something

people.

o selection, because during a selection process asses

performance of candidates. The candidates may be

oing this they will make statements that indicate how

nderson-Gough, Anderson and Mohamed (2002) sh

dates who, when asked about previous negative

attributions were made that suggested either intern

wers had more negative impressions of the candidate

idence demonstrates that there are regular biases in t

ttribution error refers to the strong tendency to attribn. We tend to ignore situational factors that influence

phasis on individual responsibility (Morris and Peng,

ate information, it is the fundamental attribution erro

the data they have about an individual candidate

rather than seeing it as a reflection of his/her situat

ssful performance, either during the selection episo

get behaviour the blame for failures. For exampl

ongly influenced by the behaviour of the interviewer

depending on the interviewers behaviour (Dougherty

xercise, a normally fairly shy person can appear to

ore shy, while a fairly dominant person may appear

assertiveness.

www.iiste.org

d job specification are

stance, many organiza-

in testing potential em-

may be biased. Further,

e panel members may

he net effect is that the

oes not suit the culture

disciplinary problems,

oor service delivery to

oor organizational per-

of selection process on

.

ational performance in

t tests and creativity in

terview and profitabil-

sed as below:

his information can be

). Attribution theorists

her peoples behaviour.

ciples we use in decid-

ds:

idual's own behaviour,

ndividual's own behav-

outside the individual

ors will inevitably find

iven the opportunity to

they attribute the caus-

owed that interviewers

vents, provided inter-

l-uncontrollable or ex-

s.

e ways in which we at-

te responsibility to thed the behaviour, at least

1994).

r that is more pertinent.

an be attributed to the

ion. Thus, candidates

es themselves or from

, in an interview situa-

so that the same inter-

Turban and Callender,

dominants because of

reticent because owing


3/15


Vol 4, No.14, 2012

2.2 Conceptual Clarification

In this study, an attempt was made

cepts are as follows: Employment te

Employment Tests

Employment tests are devices thatand pencil tests; others are exercises

The main types of tests are int

tion purpose, an intelligence test ca

properly validated, and it is possibl

individual taking the test compares

2006).

Personality tests attempt to as

likely behavior or role (Armstrong,

perceptual or mechanical ability.

Aptitude tests are job-specific

tasks within a job. They can cover

dexterity.

Attainment tests measure abilit

Employment tests are limited

Among others, IPD (1997a) states

sion-making. This is particularly rel

Selection Interview

The selection interview is a formal

Davis, 1996). Selection interviews

their flexibility. They can be adapt

two-way exchange of information s

the employer (Werther and Davis, 1

Management experts classified

sified interviews into the followinBehavioural interviewing and Stress

Armstrong (2006) classified in

Selection boards.

Edenborough (2005) posits th

prescriptions of questions and admi

aimed at gathering clear evidence o

structured interview. One example

(SMEs) are questioned about signifi

3. Research Design

The research design procedure ado

best suited for this study because ifixed sets of questions, and respon

outcome can be made. The source

management staff and management

Secondary data were gathered from

research work and studies that have

4. Method of Data Analysis

In order to ascertain whether the obj

address the issue. The data obtai

values expressed in percentages.

tions).

ntnline)

105

to define some basic concepts operationally as they

sts and Selection interview.

assess the match between applicants and job requirethat simulate work conditions (Werther and Davis, 1

lligence, personality, ability, aptitude and attainment

be administered to a group of candidates is the best,

to relate test scores to norms in such a way as to i

with the rest of the population, in general or in a s

sess the personality of candidates in order to make

2006). Ability tests measure job-related characteristic

tests that are designed to predict the potential an in

such areas as clerical aptitude, numerical aptitude,

ies or skills that have already been acquired by trainin

o factors that can be easily tested and validated (We

hat the results of single tests should not be used as

vant with regard to personality tests.

in-depth conversation to evaluate an applicants acc

are the most widely used selection technique. Their

ed to unskilled, skilled, managerial and staff employ

ch that interviewers learn about the applicant, and th

996).

interviews into various types. For instance, Werther

types: Unstructured interviews, Structured interviinterviews.

terviews into the following: Individual interviews, I

t structured interviews vary in form, from simple p

ssible responses; adding that a number of forms of

behavior. A variety of methods is available for derivi

of these is the critical incident technique in which

cant processes.

ted for this study is the survey research method.

t is not possible to interview the entire population.ses are systematically classified, such that quantitat

s of primary data were through questionnaires that we

staff; as well as oral interview held with some sele

journals, annual reports of the organizations of stud

been done.

ectives of the study can be achieved or not, relevant

ed were presented in frequency distribution tables

See tables 1, 2, 3 and 4. Also, see Annexure A1 an

www.iiste.org

were used. The con-

ments. Some are paper96).

ests. For general selec-

especially if it has been

dicate how the general

ecific area (Armstrong

predictions about their

such as number, verbal,

ividual has to perform

echanical aptitude and

g and experience.

ther and Davis, 1996).

the sole basis for deci-

eptability (Werther and

popularity stems from

ees. They also allow a

applicant learns about

and Davis (1996) clas-

ws, Mixed interviews,

terviewing panels; and

lanning aids to precise

tructured interview are

ng the dimensions for a

subject-matter experts

he procedure appeared

In addition, there areve comparisons of the

re administered to non-

cted management staff.

, text books, as well as

uestions were asked to

and the corresponding

A2 for relevant ques-


4/15


Vol 4, No.14, 2012

TABLE 1: The Relationship

Responses

Strongly Agree (SA) 9

Agree (A) 7

Indifference (I) 1

Disagree (D) 6Strongly Disagree (SD) 5

Total 1

Source: Field survey, 2011

TABLE 2: The Relationship bet

Responses


Agree (A) 5

Indifference (I) 8

Disagree (D) 7

Strongly Disagree (SD) 5

Total 1Source: Field survey, 2011


Responses


Agree (A) 9

Indifference (I) 5

Disagree (D) 5


Total 1



Responses


Agree (A) 5

Indifference (I) 9

Disagree (D) 1


Total 1


Furthermore, the two hypotheses

associated test of significance and rRestatement of Hypothesis One

Ho:1 There is no positive relatio

Ha: 1 There is a positive relatio

Annexure A1 and A2 for rel

ntnline)

106

between Employment tests and Creativity in Nige

1 Q2 Frequency

6 78 174

9 96 175

1 10 21

8 145 10

7 197 394

een Employment tests and Creativity in Guinnes

1 Q2 Frequency

9 55 114

2 57 109

9 17

6 13

4 9

1 131 262

een Selection Interview and Profitability in Nige

5 Q6 Frequency

8 96 184

7 85 182

5 10

6 11

5 7

7 197 394

een Selection Interview and Profitability in the G

5 Q6 Frequency

52 106

3 56 109

10 19

0 8 18

5 10

1 131 262

ere tested using Pearson Product Moment Correlati

sults are as follows:.

ship between employment tests and creativity in the

ship between employment tests and creativity in the

evant questions ie questions 3and 4)

www.iiste.org

rian Breweries Plc

Percentage (%)

44.2

44.4

5.3

3.62.5

100

Nigeria Plc

Percentage (%)

43.5

41.6

6.5

5.0

3.4

100

ian Breweries Plc

Percentage (%)

46.7

46.2

2.5

2.8

1.8

100

uinness Nigeria Plc

Percentage (%)

40.5

41.6

7.2

6.9

3.8

100

on Coefficient and the

rewery industry.

brewery industry (See


5/15


Vol 4, No.14, 2012

TABLE 5: Contingency Table o

and Creativity of Workers in Nige

Pairedobservation

ofx

andy,

n=5

Type

ofemploymen

ttest

administered

=x

Strongly agree

Agree

Indifference

Disagree

Strongly disagree

Total

75

87

18

10

7

197

Source: Field Survey, 2011

Referring to the Annexure A3 and A

The sampled correlation coefficient

Coefficient of determination

Number of paired observations,

Calculated value of t

Critical value of t

Sources: Statistical analysis (Ann

The computation of r using thtive relationship between the type o

creativity of the workers in the Nige

From the above, it becomes im

coefficient obtained is indicative o

of the workers in the Nigeria Brew

purpose is referred to as test of signi

Recall that the population corr

ing reference to annexure A3, we pr

Ho: = 0, the correlation co

HA: 0, the correlation co

Critical value of t = 3.182

Calculated value of t = 12.16

Decision Rule:

Reject Ho if the calculated t is great

Do not reject Ho if the calculated t l

Decision:

Since the calculated t is greater than

Accordingly, we accept HA; and th

ference from this analysis, we reject

conclude that there is a positive rela

Still making use of the relevant que

data collected from Guinness Nigeri

ntnline)

107

n the Correlation between the Type of Employme

rian Breweries Plc

Creativity

ofthew

orkers

in

the

organizatio

n

of

study

=y

x2

81

80

17

11

8

197

5625

7569

324

100

49

13667

1

1

7 we have the following:

r = 0.99

r2

= 0.9801

n = 5

= 12.16

= 3.182

xure A3 and A7).

data in table 5 gave a value of 0.99 indicating the ef employment tests (e.g intelligence test, personality

rian Breweries Plc.

perative to make inference about the population as to

the actual relationship between the type of employ

ries Plc or whether it could be attributed to chance.

ficance of correlation coefficient.

elation coefficient is given by (Greek letter) and pr

ceed to conduct the test as below:

efficient in the population is zero.

efficient in the population is different from zero.

er than 3.182 or less than 3.182

ies between 3.18 and 3.182

3.182 (i.e. 12.16 > 3.182), we reject Ho.

n claim that the correlation in the population is diff

the null hypothesis and accept the alternate hypothes

ionship between employment tests and creativity in

stions (i.e. question numbers 3 and 4), we still test hy

a Plc. The test is shown in table 6.

www.iiste.org

nt Tests Administered

2xy

561

400

89

21

4

3435

6075

6960

306

110

56

13507

istence of strong posi-and aptitudes tests) and

whether the correlation

ent tests and creativity

The test to achieve this

onounced as rho. Mak-

rent from zero. By in-

is (HA). Then, we can

igerian Breweries Plc.

pothesis 1 based on the


6/15


Vol 4, No.14, 2012

TABLE 6: Contingency Table o

and Creativity of Workers in Gui

Pairedobservation

ofxandy,

n=5

Type

ofemployment

testad-

ministered

=x

Strongly agree

Agree

Indifference

Disagree

Strongly disagreeTotal

47

41

23

12

8131

Source: Field Survey, 2011.

Making reference to the computatio

The sample correlation coefficient r

Coefficient of determination r2

=

Number of paired observation, n =



Sources: statistical analysis (Anne

The computation of r using the dat

relationship between the type of emtivity of workers in the Guinness Ni

Still making reference to Annexure

cient.

Ho: = 0, the correlation coeffi

HA: 0, the correlation co



Decision Rule:

Reject Ho if the calculated t is great


Decision:

Since the calculated t is greater than

By inference from this analysis, we

and creativity of workers in Guinne

Restatement of Hypothesis 2

Ho:2 There is no positive relatio

Ha:2 There is a positive relation

This hypothesis 2 will be tested usin

ntnline)

108

n the Correlation between the Type of Employme

ness Nigeria Plc

Creativityoftheworkersinthe

organizationofstudy=

y

x2

y

44

46

21

11

9131

2209

1681

529

144

644627

1

4

1

84

in Annexure in A4 and A7 we have the following:

= 0.98

.9604

xure A4 and A7)

a in table 6 gave a value of 0.98 indicating the exist

loyment tests (e.g. intelligence test, personality andgeria Plc.

A4, we proceed to conduct the t test of the significan

cient in the population is zero.

efficient in the population is different from zero.

er than 3.182 or less than 3.182

ies between 3.18 and 3.182

3.182 (i.e 8.53 > 3.182), we reject Ho and accept Ha.

can conclude that there is a positive relationship bet

s Nigerian Plc.

ship between selection interview and profitability in

hip between selection interview and profitability in t

g questions 7 and 8 in the questionnaire (see Annexur

www.iiste.org

t Tests Administered

2xy

936

116

41

21

1695

2068

1886

483

132

724641

ence of strong positive

ptitude tests) and crea-

e of correlation coeffi-

een employment tests

he brewery industry.

e brewery industry.

e A2 ).


7/15


Vol 4, No.14, 2012

TABLE 7: Contingency table on

employee selection and hi

Pairedobservation

ofxandy,

n=5

Type

of

selection

interview

adopted

during

empl

oyee

se-

Strongly agree

Agree

Indifference

Disagree

Strongly disagreeTotal 1

Source: Field survey, 2011.




= 0.

Number of paired observation, n

Critical value of t =

Calculated value of t = 5.

Source: Statistical analysis (Append


tween type of selection interview aies Plc.


Ho: = 0, the correction in the pop

HA: 0, the correlation in the po



Decision Rule:

Reject Ho if the calculated t is less t


Decision:Since calculated t is greater than 3.

different from zero and as a result w

This implies that there is a positive

Breweries Plc.

Still making use of the relevant qu

data collected from Guinness Nigeri

ntnline)

109

the correlation between the type of selection inte

gh profit made by Nigeria Breweries Plc

lection=x

Highprofitmadeby

brewery


y

x2

y2

8

6

3

7

397

68

79

24

15

11197

6084

4356

529

289

16911427

4624

6241

576

225

12111787

in Annexure A5 and A7 we have the following:

r = 0.96

216

= 5

.182

4

ices A5 and A7)

in table 6 gave a value of 0.96 indicating a strong p

opted during employee selection and high profit ma

5 and A7, we have:

ulation is zero

ulation is different from zero.

2

an -3.182 or greater than 3.182.

ies between -3.182 and 3.182.

82, we reject Ho, and then conclude that the correlat

e accept the alternate hypothesis (Ha).

elationship between selection interview and profitabil

estions (i.e question numbers 7 and 8), we test hy

a Plc. The test is shown in table 8.

www.iiste.org

rview adopted during

xy

5304

5214

552

225

14311468

ositive relationship be-

e by Nigerian Brewer-

ion in the population is

ity in the Nigerian

othesis 2 based on the


8/15


Vol 4, No.14, 2012

TABLE 8: Contingency table on

employee selection and hi

Pairedobservation

ofxandy,

n=5

Type

of

selection

interview

adopted

during

empl

oyee

se-

Strongly agree

Agree

Indifference

Disagree

Strongly disagreeTotal 1

Source: Field survey, 2011.




= 0.

Number of paired observation = 5

Critical value of t =

Calculated value of t = 5.

Sources: Statistical analysis (Appen


tween type of selection interview adPlc.


Ho: = 0, the correction in the pop

HA: 0, the correlation in the po



Decision Rule:

Reject Ho if the calculated t is less t


Decision:

Since calculated t is greater than 3.

different from zero. By inferenceselection interview and profitability

5. Findings

The summary of the findings are dis

The Relationship between Emplo

The finding of Hypothesis 1 reveals

in the brewery industry. This is b

Plc, the result of the correlation co

ployment tests and creativity in NB

be expressed in percentage as 98.01

ity among the employees of NB Pl

tests procedure during selection pro

that the calculated t = 12.16 is great

On the other hand, with respe

ntnline)

110

the correlation between the type of selection inte

gh profit made by Guinness Nigeria Plc

lection=x

Highprofitmadeby

brewery


y

x2

y2

3

8

1

1

831

46

47

19

10

9131

2809

1444

441

121

644879

2116

2209

361

100

814867

in Annexure A6 and A7 we have the following:

r = 0.95

025

.182

7

ices A6 and A7)

in table 8 gave a value of 0.95 indicating a strong p

opted during employee selection and high profit mad

6, we have:

ulation is zero

ulation is different from zero.

2

.

an -3.182 or greater than 3.182.

ies between -3.182 and 3.182.

82, we reject Ho, and then conclude that the correlat

from this analysis, we conclude that there is a positiin the brewery industry.

cussed as follows:

ment tests and Creativity in the Brewery Industry

that there is a positive relationship between employ

cause of the reasons discussed below. With respec

efficient, shows that r = 0.99 indicating a positive c

Plc. Besides, the coefficient of determination r2= 0.

%. And, it can be interpreted to mean that 98.01% of

c is explained, or accounted for, by the variation in

cess. Furthermore, the test of significance of coeffici

r than critical value of t = 3.182 (i.e 12.16 >3.182) at

t to Guinness Nigeria Plc (GN Plc), the result of the

www.iiste.org

rview adopted during

Xy

2438

1786

399

110

724805

ositive relationship be-

e by Guinness Nigerian

ion in the population is

e relationship between

ent tests and creativity

to Nigerian Breweries

orrelation between em-

801 and this value can

the variation in creativ-

the use of employment

nt of correlation shows

5% error.

findings show that the


9/15


Vol 4, No.14, 2012

correlation coefficient r = 0.98 indi

organization. Besides, the coeffici

age as 96.04%. And, it can be interp

of GN Plc is explained, or accounte

tion process. Furthermore, the tes

8.53 is greater than critical value ofof the study which is to ascertain t

and creativity was accomplished.

witnesses a matter can be decided (

The Relationship between Selecti

The result of Hypothesis 2 shows t

ity in the brewery industry.

This is because the data colle

tained are discussed below:

With respect to NB Plc, the re

relationship between the two varia

pressed in percentage as 92.16%. A

Nigerian Breweries Plc is explaine

during selection process. In additi

greater than the critical value of t

With respect to Guinness Nige

dicating a positive correlation bet

coefficient of determination r2

= 0.9

preted to mean that 90.25% of the

for, by the variation in the use of s

significance of correlation shows th

3.182) at 5% error.

Based on this result, therefore,

(HA) is accepted. By implication, t

there is a positive relationship betwplished.

6. Conclusion

This study is basically exploratory

conclusion emanating from the dat

sion statement, vision and core val

ganizations. Furthermore, the goals

Based on the data analysis, we spec

tive employees in the brewery indu

nel whose contribution to the organi

Apart from the selection meth

revealed that age, education backgrperformance of these organizations.

7. Recommendations

Based on the result of the findings t

1. Other business organizatio

adopt selection methods tha

organizations of study.

2. Other business organization

the completion of tasks on

personnel.

3. The NB Plc and GN Plc sh

fiable data from their organi

References

Armstrong A. and Baron A. (1988).

ntnline)

111

cating a positive correlation between employment te

ent of determination r2

= 0.9604 and this value can b

reted to mean that 96.04% of the variation in creativit

for, by the variation in the use of employment tests

t of significance of coefficient of correlation shows

t = 3.182 (i.e. 8.53 > 3.182) at 5% error. By implice extent to which there is a positive relationship be

This is in line with biblical saying that with the tes

eut 17:6; Matt. 18:16; 1 Tim 5:19).

n Interview and Profitability in the Brewery Indu

at there is a positive relationship between selection i

ted from the two brewery organizations were analy

ult of the correlation coefficient r = 0.96. This ind

les. Also, the coefficient of determination r2

= 0.92

nd, it can be interpreted to mean that 92.16% of vari

, or accounted for, by the variation in the use of sele

n, the test of significance of correlation shows that

3 182 (i.e. 5.94 > 3.182) at 5% error.

ia Plc, the result of findings show that the correlation

een selection interview and profitability in the orga

025 and this can be expressed in percentage as 90.25

ariation in profit made by Guinness Nigeria Plc is

lection interview method during selection process.

t t calculated = 5.27 is greater than the critical value

the null hypothesis (Ho) is rejected. Consequently,

e second objective of the study which is to determ

een selection interview and profitability in the brewe

s well as descriptive in nature. With reference to the

analysis is that the brewery organizations of study

es at the back of their minds when selecting person

of the organizations are put into considerations duri

ifically conclude that good employment tests facilita

try; proper selection interview facilitates the selectio

zation enhances its profitability.

ds, training, development and motivation of workers

ound, years of experience in the job and sex play vit

e following recommendations are made:

s especially the brewery organisations should duri

will enhance organization performance. As a result t

s (especially manufacturing firms) should design thei

schedule; and use appropriate selection methods to

uld make it easy for genuine researchers to have acc

zations.

Performance Management. The New Realities Londo

www.iiste.org

ts and creativity in the

e expressed in percent-

y among the employees

rocedure during selec-

that the calculated t =

tion, the first objectiveween employment test

imony of two or three

try

terview and profitabil-

ed and the results ob-

icates a strong positive

16, and this can be ex-

ation in profit made by

ction interview method

t calculated = 5.94 is

coefficient r = 0.95 in-

nization. Besides, the

%. And, it can be inter-

xplained, or accounted

In addition, the test of

of t = 3.182 (i.e. 5.27 >

he alternate hypothesis

ne the extent to which

y industry was accom-

data analysis, the main

eem to have their mis-

el to work in their or-

ng personnel selection.

e the selection of crea-

of productive person-

the findings implicitly

al role in enhancing he

ng employee selection

hey should emulate the

jobs so as to facilitate

elect quality caliber of

ess to reliable and veri-

: CIPD.


10/15


Vol 4, No.14, 2012

Edenborough, R. (2005). Assessme

Inc., 296P.

Grobler P. A. Warnich S, Carrel M.

South African. UK: TJ Internati

Guinness Nigeria Plc (2006). Annua

Heider, C. (1958). The PsychologyKaplan R. S. and Norton D. P. (19

Business Review, Jan-Feb, pp.

Leopold, J., Harris, L., and Watson,

Inc., 545P.

Morris, M. W. and Peng, K. P. (19

physical events, Journal of Per

Nigerian Breweries Plc (2001). Ann




Ogunbiyi, Y. (2007). Sixty Years of

Silvester, J., Anderson-Gough, F.,

impression management in the

75(1), pp. 59-76.

The Holy Bible (1984). New Intern

The Nigerian Stock Exchange Factb

Townley, B. (1991). The politics o

man Resource Management Jou

Walters, M. (1995). The Performanc

Ward, P. (1995). A 3600

turn for th

Weick, K. (1995). Sense Making in

Wether W. B. and Davis K. (1996

637P.

BENJAMIN I. CHUKWU (PhD, FI

Enugu State, Nigeria.REV. FR. ANTHONY A. IGWE (P

Enugu State, Nigeria.

ntnline)

112

t Methods in Recruitment, Selection and Performanc

., Elbert N. F. and Hatfield R. D. (2005). Human Re

onal, Padstow, Cornwall, 678P.

l Report and Financial Statements.

f Personnel Relations, New York: John Wiley and So92). The Balanced Scorecard Measures that Drive

1-9.

T. (2005). Strategic Managing of Human Resources

94). Culture and Cause: American and Chinese att

sonality and Social Psychology, 67, pp. 949-71.

ual Report and Accounts.



al Report and Accounts.

inning in Nigeria: The History of Nigerian Breweri

nderson, M. and Mohamed, A. (2002). Locus of c

selection interview, Journal of Occupational and Org

tional Version. Colorado Springs: International Bible

ook (2007).

f appraisal: lessons of the introduction of appraisal i

rnal, 1(2), pp. 27-42.

e Management Handbook. London: IPD.

better, People Management, 1(3), pp. 20-22.

Organisation, London: Sage; 398P.

. Human Resource and Personnel Management. U.

A, AMNIM, MIRDI)

D, MNIM, MIRDI).

www.iiste.org

e. London: Kogan Page

ources Management in

s; 316P.Performance; Harvard

. London; Prentice Hill

ibutions for social and

s Plc, 1946-2006.

ontrol, attributions and

anisationsl Psychology,

Society.

UK universities, Hu-

.A., McGraw-Hill Inc;


11/15


Vol 4, No.14, 2012

Employment tests and creativity in t

Key: (5) Strong Agree (4)

(1) Strongly Disagree

S/N

1

2

3

4

Employment tests administe

enhance creativity among sel

Well prepared employment t

ees that perform well on the j

In your organization the typ

selection enable it to select cr

The creativity of the worker

employment tests administer

The relationship between selection i

Key: (5) Strong Agree (4)

(1) Strongly Disagree

S/N

5

6

7

8

In your brewery organization

tion realize the objective of s

The objective of good selecti

In your brewery organizatio

ployee selection enables it re

The high profit made by you

selection interview it adopts

Computation of Hypothesis 1 Res

Level of Significance for the Coef

Recall that Pearson Product M

r = n xy - x y

[n(x2

) (x)2

] [(

ntnline)

113

Annexure A1

he brewery industry.

Agree (3) Indifference (2) Disagree

ed by your brewery organization are so designed

cted employees

sts enable your brewery organization to select emplo

ob.

e of employment tests administered during employ

eative workers.

in your organization can be attributed to the type

d during employee selection

Annexure A2

nterview and profitability in the brewery industry.

Agree (3) Indifference (2) Disagree

selection interview is designed to enable the organiz

lecting people that will produce quality products.

n interview was achieved in your organization.

, the type of selection interview adopted during e

lize its financial performance objective.

r brewery organization can be attributed to the type

uring employee selection.

Appendix A3

lt Based on Data Collected from Nigerian Brewer

icient of Correlation

ment Correlation Coefficient for a sample is given b

ny2

) - (y)2

]

www.iiste.org

Likert Scale

to

y-

ee

of

5 4 3 2 1

Likert Scale

a-

-

of

5 4 3 2 1

es Plc and test of

:


12/15


Vol 4, No.14, 2012

Where:

N = 5, x = 197, y = 19

x2

= 13667, y2

= 13435, x

Substitute to obtain

r = 5(13507) (197)

[5(13667) (19

= 28726

(29526) (28366)


=

=

Recall that the formula for the t-test

t = r n 2 ;

1 r2

Substitute r = 0.99, n

t = 0.99 5 2

1 (0.99)2

The critical value is given by t0.025,3

Computation of Hypothesis 1 Res

Level of Significance for the coeffi

Recall that Pearsons produ

Using r=

N = 5, x = 131,

y2

= 4695, x

r = 5(4641)

[5(4627) (1

6044

= (5974)


= (0.

ntnline)

114

7,

= 13507

(197)

7)2] [5 (13435) (197)

2]

= 0.99

(0.99)2

0.9801

for the correlation coefficient is given by:

with n 2 degrees of freedom

= 5, we obtain

= 12.16

= 3.182 (refer to Annexure A7).

APPENDIX A3

ults Based on the Data Collected from Guinness

cient Correlation.

ct moment correlation coefficient for a sample is give

nxy - xy

[nx2

(x)2] [ny

2- (y)

2]

= 131, x2

= 4627

y = 4641

(131)(131)

1)2][5(4695)(131)

2]

= 6044

6314) 6141.6 = 0.98

98)2

= 0.9604

www.iiste.org

igeria Plc and Test of

n by:


13/15


Vol 4, No.14, 2012

Recall that the formular for the t..

T = n

1

Substitute r = 0.98,

t = 0.98 5- 2

1-(0.

Computation of Hypothesis 2 Re

Level Significance for the Correl

Recall that Pearson Product Mome

Recall r = nxy - x

[n(x2) (x

2)] [

where :

n = 5, x = 197, y


r = 5(11468) (19

[5(11427) (19

= 57340 38809

(18326)(20126)


=

Recall that the formular for the t tes

t = r n

1 r

Substitute r = 0.96, n = 5, we have

t = 0.96 5 2

1 (0.9)6

=

=

ntnline)

115

test for the correlation coefficient is given by

2

r2

; with n 2 degrees of freedom

n = 5, to obtain:

= 0.98 3

98)2

1 0.9604

= 8.53

APPENDIX A5

ults Based n the Data Collected from Nigerian Br

tion Coefficient.

t Correlation Coefficient for a sample is given by:

y

(y2) - (y)

2]

197, x2

= 11427, y2

= 11787, xy = 11468

7) (197)

)2] [5 (11787) (197)

2]

= 18631 = 0.96

19204.9

(0.96)2

= 0.9216

for the correlation coefficient is given by:

; with n 2 degrees of freedom

0.96 3

0.0784

5.94

www.iiste.org

weries Plc and Test of


14/15


Vol 4, No.14, 2012

Computation of Hypothesis 2 Re

Level Significance of Correlation

Recall the Pearson Product Moment

r = nxy - xy

[n(x2) (x)

2] [

where :

n = 5, x = 131, y =

y2

= 4867, xy = 4805


r = 5(48

[5(4879) (

= 24025 17161 = 686

(7234)(7174) 720


= (0.

Recall formular for the t test for the

t = r n

1 r

Substitute n = 5, r = 0.95, we h

t = 0.95. 5-2

1 (0.95)2

=

ntnline)

116

APPENDIX A6

sult Based on the Data Collected from Guinness

Coefficient.

Correlation Coefficient for a sample is given by:

(y2) - (y)

2]

131, x2

= 4879

05) (131) (131)

31)2] [5 (4867) (131)

2]

= 0.95

.9

95)2

= 0.925

correlation coefficient is given by:

; with n 2 degrees of freedom2

ave

0.95 3

0.075

= 5.27

www.iiste.org

igeria Plc and Test of


15/15


Vol 4, No.14, 2012

ntnline)

117

Annexure A7

Students t Distribution

www.iiste.org

Date post:	04-Apr-2018
Category:	Documents
Upload:	decker4449
View:	221 times
Download:	0 times

Effect of Selection Process on Organizational Performance in the Brewery Industry of Southern...

Documents