CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Employee selection is the process of putting right person on the right position.

It is a procedure of matching organizational requirements with the skills and

qualifications of people. By selecting the best candidate for the required post,

the organization will get quality performance of employees, face less of

absenteeism and employee turnover problems. Recruitment and selection

process forms a core part of the central activities underlying human resource

management. It can play a pivotally important role in shaping an organizations

effective performance.

The employment selection process uses methods such as employment

interview, employment test and reference checks, of these entire job interview

seems to be the most popular and widely used. The purpose of job interview as

a selection process is to obtain and assess information about a candidate which

will enable a valid prediction to be made of his or her future performance in the

job in comparison with the predictions made for any other candidate (Ugbam

2011:202), almost all the workers in Emenite Limited are recruited through job
1
interview. The reason for this is that it is easier to ask someone a series of

question than to develop an aptitude test.

Job interview typically precedes the hiring decision and is used in the

evaluation of candidates. The interview is preceded by evaluating the

submitted rsums from interested candidates, and then selecting a small

number of candidates for the interview. It is considered as one of the most

useful tool for evaluating potential employees. Therefore, the selection of a

new person requires careful thought to ensure that this person will fit into the

company structure and be an effective and efficient employee in the firm.

The assessment of a person qualities and potential, before he is appointed, can

never be precise or truly accurate. But with the use of the various types of

interview or selection methods, it is more likely to produce the best results.

The essence of this research work therefore is to expose the organization to

impact of selecting the right personnel through interview as inappropriate

selection decisions reduces organizational effectiveness, invalidate reward and

development strategies which are frequently unfair on the individual recruit

and can be stressful for managers who have to deal with unsuitable and

ineffective employees.
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1.2 STATEMENT OF THE PROBLEM

Job interview is the process by which a potential employee is evaluated by an

employer for possible employment in a firm, organization or company. During

this process, the employer hopes to determine whether the applicant is suitable

or not. Interview is probably the most important step in the whole selection

procedure for all the relevant information is brought into focus at that point and

often, the final decision to hire or reject an individual is made during that

interview. A good interview which can lead to hiring the right personnel will

enable the employee to learn faster, be more productive on the job, be more

satisfied with the job and require less training and supervision. In spite of the

fact that employment interview has been criticized for its lack of validity and

reliability, it has continued to be one of the most commonly used techniques for

employment selection by organizations.

The employment interview rates very low in validity as a method of selection

and this could be attributed to a number of problems encountered in using

employment interview. Holley and Jennings (2008: 234) opines that one of the

major problems involved in the use of employment interview is that

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interviewers are often not prepared for the interview and have little or no

training. They also believe that interviewers lack detailed knowledge of the job

for which they are conducting an interview. This type of information goes

beyond what is usually available in the job description.

1.3 OBJECTIVE OF THE STUDY

From all that has been written above, it is the aim of this study to take an

insight in Emenite Limited and study the approach used in selection process.

1. To find out the importance of job interview as a means of selecting

suitable employees in the organization.

2. To determine how proper qualified and suitable personnel will be

selected in an organization leading to a higher productivity in the

organization.

3. To identify the method to use in job interview to make sure the right

candidate for the job selected.

4. To identify problems of using job interview as an employment

selection process.

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 5. To find out the mistakes if any in employee selection and the dangers

of not applying the appropriate technique of job interview.

1.4 RESEARCH QUESTIONS

1 To find out if the use of job interview as a selection tool is important in

an organization?

2 To find out why the use of job interview as a selection tool is important

3 What are the problems of using job interview as selection tool?

4 What other method of selection can be used in selecting suitable

employees?

5 Does the method of selection have an effect on the employees

performance in an organization?

1.5 STATEMENT OF HYPOTHESIS

Hypothesis helps to provide direction and facilitate the collection of data and

its subsequent analysis and conclusion inference. Polit and Hungler (2008)

defines hypothesis as a tentative prediction and explanation of the relationship

two or more variables

Hypothesis one
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Ho: the use of job interview as a selection tool is not important in Emenite

Limited

H1: the use of job interview as a selection tool is important in Emenite Limited

Hypothesis two

Ho: there are no problems of using job interview as a selection tool?

H1: there are problems of using job interview as a selection tool?

Hypothesis three

Ho: the method of selection has an effect on employees performance

H1: the method of selection does not have an effect on employees

performance

1.6 SIGNIFICANCE OF THE STUDY

The study will be of immense benefit to Emenite Limited in determining the

extent to which job interview has helped in selecting suitable employees in

organizations. It will enable the organization to compare job interview with

other methods of selection process and determine which one will give

desirable result if effectively and efficiently used.

Since the success and efficiency of the organization depends on getting the

right person in the right job with the right attitude of mind, therefore the
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purpose of this study is to acquaint management of business organization on

the impact of job interview, so that organizations will benefit as proper,

qualified and suitable employees will be selected into their organization,

leading to a higher productivity, hence workers satisfaction will be encouraged

and growth in the organization development.

The study will help managers of organizations as it will point out to them

some of the mistakes to be avoided in employment interview and the dangers

of not applying the appropriate technique of job interview. Lastly the study is

also aimed at helping other researchers and students in the business

management field as the project will aid their knowledge in the discipline.

1.7 SCOPE OF THE STUDY

This study will limit its scope to Enugu metropolis where a survey of the staff

of Emenite Limited in Emene who uses job interview as a way of selecting

their employees would be carried out.

1.8 DEFINITION OF TERMS

1. RECRUITMENT: it is the process of attracting individuals to apply for

jobs that are open. It involves all organizational activities directed

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 towards making potential employees aware of job vacancies and

stimulating them to apply for jobs. (Griffin 2006: 287)

2. SELECTION: It is the process by which an organization chooses from

a list of applicants attracted by the recruitment exercise, candidates who

best meet the selection criteria for the positions available.

3. HUMAN RESOURCE MANAGEMENT: It is the strategic and

coherent approach to the management of an organizations most valued

assets; the people working there who individually and collectively

contribute to the achievement of its objectives (Armstrong 2001, 3-4).

4. JOB INTERVIEW: It is the process by which a potential employee is

evaluated by an employer for prospective employment in a company,

firm or organization.

5. APPLICATION BLANK: It provides basic information which will be

used later in the selection process.

6. EMPLOYMENT TEST: It is a carefully chosen, systematic and

standardized procedure for evolving a sample of responses from

candidates which can be used to assess one or more of their

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 psychological characteristics with those of a representative sample of an

appropriate population. Smith and Robertson(2009)

7. REFERENCE CHECKS: It involves collecting and using information

concerning applicants past performance, health, character, personal

activities and education that could be supplied by persons other than the

applicant.

8. EFFECTIVE: It is the ability to produce a desired or intended result.

9. ORGANIZATION: It is a social unit of people that is structured and

managed to meet a need or to pursue collective goals.

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REFERENCES

Diploye, R.L & Macon, T. (2008) A process view of the selection recruitment

interview.

Gary Rees & Ray French (2010): Building managing and developing people

(CIPD).

Macon T. (2009): The employment review: Human resources management

review.

Ugbam O.C. (December, 2011) The Core functions of Human Resource

management, child publishers.

Vincent A. Onodugo, Geraldine E.Ugwuonah and Elijah S.Ebinne (2010)

Social Science Research: principles, methods and applications.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 THE CONCEPT OF RECRUITMENT AND SELECTION

Recruitment and selection are the most important aspect of private and public

personnel administration. This is because the efficiency of government, non-

government machinery and the quality of services rendered by them depends

largely upon the soundness of its recruitment system. (Laxmikanth 2008: 299)

Recruitment can be simply defined as the process of attracting individuals to

apply for jobs that are open (Griffin 2006: 354). Recruitment is equally the

process of creating the image of a good place of work in the minds of potential

employees. Recruitment is done to satisfy the organization, the employees and

society at large. With this one can say that recruitment is the process of seeking

capable candidates to fill a vacant position which will enhance productivity of

the organization.

Weihrich and Koontz (2005) see recruitment as attracting candidates to fill

positions in the organization structure. They further stated with their principle

of open competition that vacant positions should be opened to the best

qualified persons available, whether inside or outside the organization.

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Hellnegel et al see recruitment as the process of searching, both inside and

outside the organization for people to fill vacant positions. As cited by Ugbam

(2011: 162) in the words of Schuler and Huber (1993:190); recruitment help to

increase the success rate of the selection process by reducing the number of

obviously under qualified and overqualified job applicants, recruitment aids to

increase organizational and individual efficiency in the short and long term and

also evaluates the effectiveness of various techniques and locations of

recruiting for all types of job applicants.

Recruitment is the process of searching for candidates for employment and

stimulating them to apply for jobs in the organization. It is an activity that links

the employers and job seekers. Recruitment goes hand in hand with the

selection process by which organizations evaluates the suitability of candidates

of various jobs. Recruitment of candidates is the function preceding the

selection process which can be seen as a positive process that is encouraging

more employees to apply for a job. It aims at eliminating those who are not

qualified and suitable for the jobs.

However, the basic purpose of recruitment is to provide the organization with a

pool of potentially qualified job candidates to enable the selection of best

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candidates for the organization by attracting more employees to apply in the

organization.

Ugbam (2011:192) posit that selection is the process by which an organization

chooses from a list of applicants attracted by the recruitment exercise,

candidates who best meet the selection criteria for the positions available.

Selection has to do with making decisions about prospective employees after

attracting a pool of prospects. Where there are several job applicants for an

existing position, managers in both private and public enterprise must decide

which is the most qualified.

According to Bhaskar (2009:120) selection is the process by which an

organization chooses from a lot of screened applicants, the persons who best

meet the selection criteria for the position available. Selection is perceived as

series of steps through which applicants pass (Akanni, 1993:180). While

recruitment brings many people or persuades many to apply for work in an

organization, selection on the other hand rejects a good proportion of those

who apply. This however makes it a negative process as it involves the

rejection of unsuitable candidates.

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Although selection of employee is very often based on subjective views of the

interviewing officer, selection of the right person is very important for both

private and public enterprise. The selection function is affected by a host of

internal and external factors. Size, financial strength and company policy with

regards to internal and external recruiting are some of the factors affecting

employment selection process.

2.2 EMPLOYEE SELECTION PROCESS

The employee selection process consists of various steps. At each stage facts

may come to light which lead to rejection of the applicants. The following are

the steps involved in employee selection process in an organization

(Ivancevich2008:296);

Preliminary screening
Employment interview
Employment (psychological) tests
Reference checks
Medical examination
Final approval

2.2.1 PRELIMINARY SCREENING

The first step in the selection process is the preliminary screening. The purpose

of this step is to determine which, among the applicants are at least minimally
14
qualified for the job. The major instrument used in this step is the application

blank but some organizations also supplements with a preliminary interview.

The application blank provides basic information that will be used later in the

selection process. The type of information that could be requested for in an

application blank is highly regulated by legislation. In US, the law requires that

application blank be designed in a way that it forces candidates to reveal

irrelevant information about them, especially information related to sex, race,

religion, color, age, disabilities, natural origin. Some of the features that could

be listed in a typical application blank are:

Age
Marital status
Own or rent a house
Height or weight
Educational qualification
Previous jobs held
Special training
Average earnings in prior job
Reasons for leaving last job
Amount of debts
Club membership, hobbies, etc.

An application blank does not have any one best or standard form but is

generally designed to serve these purposes:

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 It is a record of the applicants desire to obtain a position
It provides the interviewer with a profile of the applicant
It is a basic employee record for the candidates that are eventually

employed
It can be used in research on the effectiveness of the selection process

Where the application blank is supplemented with a preliminary interview, the

goal of the interview is the same as that of the application blank: to determine

the applicants that are at least minimally qualified for the job. The preliminary

interview usually precedes the application blank and concentrates more on the

obvious determinants of an applicants suitability such as appearance and

facility speech, salary expectation, educational qualifications and reasons for

applying to the organization(Flippo2004:149).

2.2.2 EMPLOYMENT INTERVIEW

An interview can be defined as a conversation with a purpose. The purpose of

the employment interview is to obtain and assess information about a candidate

which will enable a valid prediction to be made of his or her future

performance in the job in comparison with the predictions made for any other

candidates (Armstrong 2001:413).

2.2.3 EMPLOYMENT (PSYCHOLOGICAL) TEST

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Smith and Robertson defines a psychological test as a carefully chosen,

systematic and standardized procedure for evolving a sample of responses from

candidates which can be used to assess one or more of their psychological

characteristics with those of a representative sample of an appropriate

population. The essence of the employment test like any other selection

technique is to gain a better understanding of a candidate in order to predict his

ability to perform in the job.

Employment tests can be classified into the following: intelligence, interest,

personality, aptitude and achievement tests.

Intelligence tests

Intelligence can be defined as the capacity for abstract thinking and reasoning

(Toplis et al). Intelligence tests measure not a single trait but rather several

abilities that make up intelligence. Such abilities include memory, vocabulary,

verbal fluency and numerical ability. Intelligence tests are usually administered

in the form of paper and pencil tests. According to Pell (2006:104) the major

flaw in using general intelligence test is that two individuals who receive same

score can earn it in different ways. One might be high in reasoning, low in

numerical skills, and average in verbal skills. The other might be high in
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numerical skill, low in reasoning and high in verbal skills. They display

entirely different intelligent profiles. Judging them by total score can be

entirely misleading. To get the true picture, the test has to be evaluated by the

scores of its component.

Interest test

It is safe to assume that all things being equal, an individual will do better in a

job in which he or she is genuinely interested. The different areas of interest in

which an individual can be assessed are mechanical, computational, scientific,

persuasive, artistic, literary, musical, social service and clerical. It is assumed

that if an employer can select people whose interests are roughly the same as

those of successful incumbents in the job for which they are recruited, it is

most likely that the applicant will be successful in the new job.

Personality test

Personality tests try to predict an individuals performance in a given job by

assessing the personality of the individual. The five factor model presents a

very good way of classifying personality. These five factors as presented by

Armstrong (2001:436) are;

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 Extroversion/ introversion- outgoing, gregarious, assertive, talkative

and active (extroversion); or reserved, inward looking, diffident, quiet,

restrained (introversion)
Emotional stability- resilient, independent, confident, relaxed; or

apprehensive, dependent, under-confident, tense.

Agreeableness- courteous, cooperative, likeable, tolerant; or rude,

uncooperative, hostile, intolerant.

Conscientiousness- hardworking, persevering, careful, reliable; or

lazy, dilettante, careless, expedient.

Openness to experience- curious, imaginative, willingness to learn,

broadminded; or blinkered, imaginative, complacent, narrow-minded.

Aptitude tests

Aptitude tests measure an individuals latent ability to learn and also ability to

put what has been learned into practice. Aptitude tests are designed to cover

such areas as clerical aptitude, numerical aptitude, mechanical aptitude and

dexterity.

Achievement tests

Achievement test is also referred to as attainment tests. It measures what a

candidate has been able to achieve in the past in terms of acquisition of skills

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through either experience or training. Job sample performance and

performance simulation are used extensively in achievement tests.

Other employment tests are graphology and polygraph. Graphology is a

pseudo-science that purportedly enables analyzers to determine peoples

characters from their handwriting. Polygraph test is used mainly to verify the

accuracy of vital items of information divulged by the candidate. The

polygraph is an instrument that records change in breathing, blood pressure,

pulse and skin response associated with sweating of palms and then plots this

reaction on paper (Ivancevich 2009:256).

2.2.4 REFERENCE CHECKS

Reference check involves collecting and using information concerning

applicants past performance, health, character, personal activities and education

that could be supplied by persons other than the applicant (Levine and Rudolph

2007: 228) and it is based on the assumption that past performance is a good

predictor of future performance and that the more information an employer has

about the past performance of a candidate, the more likely that he will make a

better selection decision. A reference check could be conducted either by letter

or through telephone but telephone interviews are more preferable because they
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are quick and cost effective and because more information can be obtained

through this method. Types of information sought in reference checks includes

reasons for leaving previous jobs, eligibility for rehire, dates of employment,

job held, last salary and overall performance rating. According to Lubliner

(2008, 207-208 in Dimitriades), if references letters are to be meaningful, they

should contain the following information:

Degree of writer familiarity with the candidate

Degree of writer familiarity with the job in question
Specific examples of performance- goals, task difficulty, work

environment and extent of cooperation from coworkers

Individuals or groups to whom the individual is compared.

2.2.5 MEDICAL EXAMINATION

Medical examination is usually the last step in the selection process and it has

three basic objectives:

To determine if the candidate is physically fit for the job

To ensure that the candidate does not have any communicable disease

and
To determine the extent of liability in the case of a law suit by an

employee

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2.2.6 FINAL APPROVAL

It is here that the shortlisted candidates are finally approved by the executives

of the concerned department. Employment is offered in the form of

appointment letter that would state the post, the rank, the level, the date by

which the candidate should resume and other terms and conditions in brief.

2.3 EMPLOYMENT INTERVIEW AS A PROCESS OF SELECTION

An interview can be defined as a conversation with a purpose. The purpose of

the employment interview is to obtain and assess information about a candidate

which will enable a valid prediction to be made of his or her future

performance in the job in comparison with the predictions made for any other

candidates (Armstrong 2001:413).

A job interview is a process in which a potential employee is evaluated by an

employer for prospective employment in their company, organization, or firm.

During this process, the employer hopes to determine whether or not the

applicant is suitable for the role. An interview can be seen as:

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 a face to face interaction between two or more individuals with a motive

or a purpose

a conversation with a purpose

a procedure designed to predict future performance based on applicants'

oral response to oral enquiries

The interview is virtually ubiquitous in selection with surveys showing that

organizations use interviews for management selection. In larger organizations,

interviews are often one of a battery of selection tools used in the selection

process. However, for small and medium sized enterprises, the interview plays

a major part in the selection process, with perhaps bio data (collected via an

application form) being the only other information collected and used in the

decision-making process.

The popularity of the interview is largely because of its flexibility as a

selection tool. Interviews can be used to examine candidates' knowledge, skills,

abilities and attitudes. In other words it can be used to assess many different

competencies.

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An interview can also be used in a number of ways in the selection process. In

recruitment it provides a mutual preview allowing the employer to collect data

about a potential employee, but at the same time allowing candidates to gather

data about a potential future employer. It can also be used as part of the

negotiation process where issues such as training and development needs and

salary requirement can be discussed. An interview is a procedure designed to

obtain information from a person through oral responses to oral inquires. A

selection interview is a selection procedure designed to predict future job

performance on the basis of the applicants oral responses to oral inquires. The

interview is often crucial to ensuring that selection is a two-way process.

Interviews are perceived to be relatively cheap to conduct and many managers

feel that they have the knowledge and skills to conduct an interview. The

widespread use of interviews inevitably results in a great deal of diversity in

practice. All interviews are not the same, and the way they are designed and

carried out can have a major impact on their reliability, validity and fairness.

2.3.1 TYPES OF INTERVIEWS

The various types of job interviews are

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 structured interview
semi structured interview
unstructured interview
situational interview
behavioural description interview
stress interview
multiple group interview

Structured interview

This is a type of job interview where the interviewer prepares a list of questions

in advance and during the interview, he sticks to the questions without

deviation. In most cases, the questions are forced choice question that forces

the interviewee to answer either yes or no. It is an interview in which the

applicant is interviewed sequentially by several persons each rates the

applicants on a standard form. This type of interview is easy, requires little

training to conduct and is relatively inexpensive. However, there is a limit to

the amount and type of information that could be elicited by this type of

interview and moreover, there is no opportunity to adapt to individual

applicants because applicants are not given the opportunity to elaborate on

their responses. Research on interviews has found the structured interview to

be more reliable and valid than the other approaches.

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Semi-structured interview

This is a variant of the structured interview. In this type of interview, the

interviewer prepares a list of only the major questions to be asked. Subsequent

questions will then depend on the responses of the interviewee to the major

question. This type of interview is more flexible and it allows the interviewer

to probe those areas that seem to merit further investigation. For this type of

interview to be effective, it has to be conducted by trained personnel.

Unstructured interview

This is an interview in which each interviewer forms an independent opinion

after asking different questions. The unstructured interview is the most flexible

and expensive type of interview. In this type of interview, the interviewer has a

list of topics to be covered, but there are no set questions and no predetermined

order in which the topics are to be covered. This type of interview usually

yields more information about the applicants opinion and reactions than other

types of interview but the information may not be job related (Holley &

Jennings 2008). This type of interview must be conducted by an expert. When

administered by an untrained interviewer, the whole process may lose focus

and the interviewer may unwittingly relinquish control to the interviewee.

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When used by a highly skilled interviewer, the unstructured interview can lead

to significant insights that may enable interviewer to make fine distinctions

among applicants. Researchers on employment interview seem to agree that all

things being equal, unstructured interviews will be less reliable and valid when

compared to the structured type.

Situational interview

It is a series of job related questions that focus on how the candidate would

behave in a given situation. The situational approach seeks to predict ability to

perform on the bases of hypothetical future behaviour. In situational interviews,

a typical situation is described and the candidates are asked how they will deal

with it. For instance a sales executive may be asked how he or she will deal

with a difficult or an irate customer or a candidate may be asked what he or she

will do if he or she was marooned on an uninhabited island and help was not

available immediately. Research findings on situational interview suggest that

questions about past experience have higher validity than future oriented

hypothetical questions (Pulakos & Schmitt 2005).

Behavioural description interview

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It is a series of job related questions that focus on how the candidate reacted to

actual situations in the past. The major difference between the situational

interview and the behavioural description interview is that while the situational

interview focuses on hypothetical future behaviour, behavioural description

focuses on actual past behaviour. In behavioural description interview, the

candidate is required to give specific examples of how he or she have

performed a certain procedure or handled a problem in the past. The

interviewer progresses through a series of questions, each based on a criterion,

which could be a behavioural competence in the form of a fundamental skill,

capability or aptitude that is required to achieve an acceptable level of

performance. Questions are structured around the key competencies required

for the job. For instance, in order to determine the ability of an applicant to

originate and realize effective solutions to everyday problems, these questions

could be asked: was there a time you got a piece of equipment or a new system

to work when others were struggling with it or do people come to you to help

them solve problems? If so tell me about a problem you have solved recently

(Armstrong, 2001:419).

Stress interview
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Stress interview is an interview in which the applicant is made uncomfortable

by series of often rude questions. The technique helps identify hypersensitive

applicants and those with low or high stress tolerance. It is a special type of

interview designed to create anxiety and put pressure on the applicant to see

how the person responds. In this type of interview, the interviewer may ask

questions in a hostile tone or deliberately interrupt the interviewee. Creating

stress in the interview is dysfunctional to the selection process. Most applicants

find this type of interview too threatening and it may cause them to form a

negative impression of the organization. In some cases, conflicts initiated in the

interview can continue after the applicant is employed (Holley & Jennings

2008). However, this approach is appropriate for those who are likely to

encounter high level of stress on the job such as bank cashiers, consumer

complaints clerks, and emergency care centers.

Multiple (group) interviews

It is a type of interview in which a group of interviewer questions the applicant.

Typically, applicants are interviewed by one person at a time and there will be

series of interviews. Ideally each interviewer is supposed to cover a distinct

aspect of the job in his questions. In practice, however they tend to overlap in
29
the questions they ask so that it is just like repeating the same interview several

times. This is an unnecessary waste of both the applicants and the interviewers

time. Moreover, due to interviewer bias which cannot totally be avoided, this

method rates low in validity. The problems associated with this type of

interview could be avoided by using the multiple or group interview. Group

interviews occur when several managers interview one applicant in a small

group or as part of a panel or when a group of applicant reacts to each other

rather than to an interviewer (Holley & Jennings). This type of interview

introduces elements of stress to the interview but on the other hand, since all

interviewers hear the same responses, panel interviews produce more

consistent results. Group interview appears to be more expensive because

people are involved. However, if applicants are to be interviewed by more than

one manager and non-managers anyway, group interviewing may be more

efficient and reliable and as cost effective as individual interviews (Schuler &

Huber 2008:258).

Computerized interviews: a computerized selection interview is one in which

a job candidates oral and or computerized replies are obtained in response to

computerized oral, visual or written questions and situations. Most

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computerized interviews present the applicant with a series of questions

regarding his or her background, experience, education, skills, knowledge and

work attitudes that relate to the job for which the person has applied.

2.4 ORGANIZING AND CONDUCTING AN INTERVIEW

According to Flippo, organizing and conducting an interview involves five

distinct phases they include;

preparation
setting
conducting the interview
closing the interview
evaluation

2.4.1 Preparation

In preparing for an interview, the first step is to state the specific objectives of

the interview. The interviewer needs to determine the types of information he

will be targeting in the interview and in doing this he or she must endeavour to

minimize overlap with other selection devices. He should not for instance,

target information that has already been captured either in the application blank

or curriculum vitae. The next step will be to determine the interview technique

that will best accomplish the objectives already determined. In other words, the

31
interviewer must choose from among the various types of interviews. If for

instance one of the objectives of the interview is to determine how well a

candidate performs under stress, then stress interview will be ideal. Finally, the

interviewer must gather as much information as he can about the job and the

candidate. The relevant information can be gleaned from the application blank,

curriculum vitae and the job specification. In studying the application blank or

the curriculum vitae, any area that requires more information (such as

discrepancies in information given or unexplained time gaps) or are indicators

of strength and weaknesses should be noted so that questions can be asked

about them (Pell, 2006:85).

2.4.2. Setting

There are two types of interview setting; physical and mental setting. Two

basic principles of good interviewing states that:

the physical setting for the interview should be both private and

comfortable and
the mental setting should be one of rapport (Flippo 2004: 177-178).

It is necessary for the venue for the venue for the interview to be private in

order to minimize distractions and since the essence of the interview is to

32
assess the qualification of the applicant, it is imperative that the candidate is

made comfortable as possible because people tend to relax and talk more freely

and in the process, provide more and truer information when they are

comfortable. As soon as the applicant walks into the venue, even before the

actual interview starts, the interviewer should endeavour to establish rapport

with the candidate. To be able to achieve rapport with the candidate, the

interviewer should be at ease and feel comfortable about the interviewing

process (Pell, 2006:95). The room in which the interview is being conducted

should be arranged in such a way that there is no physical barrier between the

applicant and the interviewer. Body language or non-verbal behaviour should

be controlled on the portion of the interviewer if rapport is to be established

and maintained throughout the process because people generally tend to be

sensitive to such behaviours. Impatience, irritation, hostility, and resentment

can be conveyed by body language. Applicants naturally are tensed up when

they appear for an interview and efforts could be made to ease is tension. To

achieve this, the interviewer can open the interview by getting to talk about

something that may not necessarily be related to the interview but something

the applicant will be interested in. It could be sports, weather, fashion the
33
applicant loves. To choose the right topic, the interviewer must familiarize

himself with the section of the applicants application blank or curriculum vitae

that has to do with hobbies and extra curriculum activities.

2.4.3 Conducting the interview

This is the core phase of the interview process and it is at this phase that the

interviewer tries to elicit relevant information from the applicant that will

enable him to determine the suitability or otherwise of the applicant for the job.

The type of questions asked and how they are asked will depend on the type of

interview technique that has been chosen. The type of question asked in a

situational interview will be quite different from the type of questions asked in

a behavioural description interview.

For the interview to be successful the interviewer should possess and

demonstrate a basic liking and respect for people, questions should be asked in

a manner that will encourage the applicant to talk. This of course, precludes the

use of questions that can be answered by yes or no. The interviewer should

listen attentively and projectively (Flippo, 2004:178).

Successful interviewing also requires that the interviewer should control the

interview by not allowing the applicant to talk too much and not to digress too
34
much. The interviewer must also refrain from asking irrelevant questions that

are unrelated to the objective of the interview.

2.4.4 Closing the interview

After the interviewer has asked all the questions he needs to ask the applicant

and has given the applicant the opportunity to ask any question he wants to ask,

it will be time to close the interview. An interview should end on a cordial note.

The interviewer must find a way of making it clear to the interviewee that the

interview has come to an end. If in the process of the interview, the interviewer

has taken a decision about the suitability or otherwise of the candidate for the

job, such a decision should be communicated to the applicant before he leaves

the venue. It is unethical to allow an applicant to leave an interview not

knowing that an adverse decision has already been taken against him.

2.5 CONDUCTING AN OBJECTIVE INTERVIEW

Conducting objective interview is primarily a two phase process. The first

phase is to create a good interview setting before the applicant actually arrives

and to prepare for the interview. The second phase is to establish a useful

questioning period during the interview. The following steps encompass the

characteristics of objective interviewing:

35
Setting: prepare a setting that will put the applicant at ease and provide

consistent surroundings for each interview.

Documentation: prepare a statement of written records and formalized

procedures for the interview. Determine how the interview will be documented

and its conclusion to provide a formal record of outcome.

Standardization: standardize the interview format. Determine a line of

questioning that includes the applicants prior work history, special abilities,

skills and educational background. This will provide a framework for

consistency in information gathering process.

Scoring: determine how the interview will be scored that is what criteria will

the applicant ultimately be evaluated as a result of the interview process. An

applicant may be scored in each area relevant to the job specification as well as

on the basis of the applicants response to questioning. If several people

interview the same applicant, they should compare sores afterward and

challenge each other to support their scores.

Reviewing specification: review the job description and job specification for

the particular job before each interview. Since the interviewer may see

36
applicants for different jobs, the important aspects of each job must be fresh in

the interviewers mind.

Reviewing the application blank: review the application before the interview

looking for possible problem areas that requires additional information and

areas of possible strength and weakness that should be discussed in details

during the interview.

Training the interviewer: train the interviewer to recognize personal biases

and other possible detriments to interview reliability.

Job related questions: prepare a line of questions that keeps the interview job

related and does not waste time by straying from the subject or diving into

personal areas which could be seen as discriminatory.

2.6 IMPORTANCE OF JOB INTERVIEW AS A SELECTION TOOL

Importance of Interview for Employers

1. Good interview increases goodwill:

An interview is a public-relation tool. So, it should be conducted properly in a

friendly and fearless environment. The candidates being interviewed should be

treated with dignity and respect. Whether the candidate is selected or rejected,
37
he / she should feel happy about the employer. This will boost the image of the

employer. So, a good interview session always increases the goodwill of the

employer.

2. Helps in promotions and transfers:

A personal interview also helps an employer to evaluate his staff for

promotions, transfers, etc.

38
Importance of Interview for Job Seekers

1. Provides employment opportunity

An interview provides an employment opportunity to the job-seeking

candidate. It helps an applicant to present and communicate his views,

opinions and ideas to the employer. If a candidate performs well at the

interview and meets employer's expectations, then he has a good chance of

getting selected for a desired post.

2. Develop confidence in candidates:

Fresh job-seeking candidates (young college graduates), generally get nervous

during their first few job interviews. However, after attending (facing) multiple

interviews, they automatically develop a confidence in themselves. As

experience builds up, they subconsciously develop skills to tackle a variety of

interviews. Thus, routine interviews develop a confidence in the job-seeking

candidates and boost their morale.

39
3. Helps candidates to accept or reject the job:

The job-seeking candidate is provided with information about the job and

employer. He is well-informed about the compensation (salary), perks and

allowances, working condition, job security, chances of promotions and

transfers, other employment benefits, if any, etc. All the doubts of the

candidate are cleared by the interviewer. This helps the candidate to make

a wiser career decision, whether to accept or reject the job, if offered.

4. Helps job seekers to increase contacts:

When a job-seeking candidate attends an interview, he develops contacts with

the interviewer and the other candidates. So, if a candidate is not selected at

first job searching attempt, then these contacts sometimes help him to succeed

at next job hunting attempts.

2.7 PROBLEM OF USING JOB INTERVIEW AS A SELECTION TOOL

Holley and Jennings (2008:157) highlights the following errors in employment

interview:

1. Stereotyping: this type of error occurs when the interviewer forms a

preconceived notion about the candidate based on physical characteristics or

40
behaviours that has nothing to do with the job qualifications. Based on the

seemingly generally accepted notion that accountant tends to be conservative;

an interviewer could conclude that an applicant is not a good accountant

because he wears flashy clothes, has a beard, and seems outgoing. Also

interviewers generally tend to recommend more females for the job of a

secretary and more men for the job of a technician.

2. Contrast error: Contrast error is an error of judgement on the part of the

interviewer due to interviewing one or more very good or very bad candidate

just before the interview in question. This type of error occurs when an

interviewer is overly influenced either positively or negatively by the

performance of previous candidates. This usually results in those interviewed

immediately after a weak candidate is being appraised more favourably and

vice versa.

3. Excessive leniency or strictness and central tendency: excessive leniency

and strictness occurs when the ratings are to the extremes of a rating scale

while central tendency occurs when the interviewer does not differentiate

among applicants but give all applicants average rating.

Flippo (2004:155) and Dimitriades (2003) also mentioned the following errors:
41
Negative emphasis: this type of error occurs when excessive weight is given

to unfavourable information about the applicant. Unfavourable information is

given roughly twice the weight of favourable information and often, a single

negative characteristic may bar an individual from being accepted whereas no

amount of positive characteristics will guarantee a candidates acceptance.

Snap judgement: ideally, an interviewer should collect all possible

information about an applicant before making a judgement. But interviewers

often form an early impression of the applicant and spend the rest of the time

trying to find evidence that will justify such impression.

Number of vacancies: the greater the number of job vacancies, the more

favourable the applicant evaluation.

Not clarifying what the job requires: here the interviewer does not have an

accurate picture of what the job entails and what sort of candidate is best suited

for it usually makes their decisions based on incorrect impressions or

stereotypes of what a good applicants.

42
2.8 HISTORICAL BACKGROUND OF EMENITE ABESTOR LIMITED

The foundation stone of the company was laid on 3rd October 1961 by late

The Hon. Michael Okpara, the premier of the then Eastern Nigeria and the

Company was incorporated on 6 October 1961 with registration No. RC2712

and with the name Turners Asbestos Cement (Nig.) Ltd (a Manchester, U. k.

based Company).

Production started in 1963 with the company manufacturing asbestos-cement

pipes, roofing and ceiling products.

During the Nigeria civil war (1965-1968), with the absence of the British

Management, Nigerians managed the company under the supervision of Mr .I.

A. Onyeani. Due to the 1973 indigenization decree, the shareholding of the

company changed to Turners & Newall Ltd- 60% and the government of

eastern Nigeria 40%. The name of the company then changed to Turners

Building Products (Emene) Ltd and the company headquarters moved from

Tinubu square Lagos to No. 7 Old Abakiliki Road, Emene- Enugu.

By 24 March 1988, Turners & Newall Limited transferred 51% of its

shareholding to Eteroutrener Societe Anonyme of Belgium (now Etex group

S.A Belgium), the ultimate holding company/ technical partners, while Imo,
43
Anambra, Abia, Enugu and Ebonyi states share the remaining 49% and the

company changed its name to the present name Emenite Limited.

The companys ranges of products include:

a) Roofing Products

Big six corrugated sheets (grey and coloured)

Standard corrugated sheets

Ultimate corrugated sheets

Villa tile sheets

Long span (Amanitas) sheets.

b) Ceiling Product

Emceil flat sheets

Duraceil

Emlux Decorative Ceiling tiles.

Qualite

c) Garden items

Flower pots of various designs and dimension.

44
 REFERENCES

Armstrong Michael (2001), a Handbook of Human Resources Management

Practice, 8th ed., London: Kogan Page Limited.

Bucalo, Jack (2005) The Balanced Approach to Successful Screening

Interview Personnel Journal no. 57, p. 420

Dimitriades, Zoe. S (2003) Human Resource Planning,

http://www.ensia/courtois/fidel/htm

Elaine D. Pulakos and Neal Schmitt (1995) Experience Based on Situational

Interview Questions: Studies of Validity Personnel Psychology Summer p.

289-308

Flippo, Edwin (2004) Personnel Management, 6th ed., New York: McGraw-Hill

Fisher, et al (1990) Human Resource Management Boston: Houghton Mifflin

Company.

Gary Dessler (2011) Human Resource Management 12 th ed., USA: Prince Hall

Publishers

Griffin, Ricky W (2006) Management Boston: Houghton Mifflin Company

Gill & Banks (2009) Assessment of Management Potential in Recruitment

45
Holy, William H and Jennings, Kenneth M. (2007) Personnel Management:

Functions and Issues, Chicago: The Dryden Press

Ivancevich, John M (1998) Human Resource Management, Boston: Irwin

McGraw-Hill.

Munro-Fraser, J (2010) a Handbook of Personnel Interviewing, London:

Macdonald and Vans.

Miner, Mary G Recruiting Policies and Practices, Personnel Policies

Nwachukwu, C. C. (2007) Management: Theory and Practice, Onitsha:

Africana First Publishers Limited.

P. A. Grobbler et al Human Resource Management in South Africa, London:

Thomson Learning Publishers.

Pell (2006) a Complete Guide to Human Resource Management

Robert, L. M. and John H. (2004) Human Resource Management, New York:

Sterling Publishers.

Rodger, A. (2004) In Recruitment and Selection, London: Chapman and Hall

INC.

Ruth Mayhew (2014) the Interview Selection Process

46
Schuler, Randall S. and Huber Vandra L. (2009) Personnel and Human

Resource Management, New York: West Publishing Company

Ugbam, Ogechukwu C. (2011) the Core Functions of Human Resource

Management, Enugu Chirol Publishers.

Yeung & Brittain (2001) Beyond the Interview, Mastering People

Management.

47
 CHAPTER THREE

RESEARCH METHODOLOGY.

3.1 INTRODUCTION

Research methodology refers to the plan or blueprint on how the researcher

tends to go about data collection and analysis on the field. Anikpo (2006)

opines that research is quite instructive. It shows the strategies or approaches

which the researcher intends to follow in dealing with the test of hypothesis.

The aim of this chapter is to discuss the methods adopted by the researcher in

carrying out this research work. It also contains sources of data, instruments

used for data collection and techniques for data analysis.

3.2 RESEARCH DESIGN.

Research design entails the specification of procedures that would be deployed

in the field work (Chukwuemeka, 2002). The specific purpose of research

design is to obtain data that will enable the researcher to test and preset

hypothesis or answer research questions of the study (Asika, 2009). The

research method adopted in the study serves as an instrument for gathering the

relevant data. The study in the view of the nature and purpose of this research

employed the survey research method. Survey research design describes the
48
process of collecting data from members of the population with respect to one

and more variables.

3.3 AREA OF STUDY

The geographical area coverage of the research effort is Enugu State. For

convenience and effective data collection, Emenite Limited located in Emene

Enugu was used as the scope of study.

3.4 SOURCES OF DATA.

The data used in this study were collected from two sources; the primary and

secondary sources

3.4.1 PRIMARY DATA

Primary data are data originally assembled by the person who observed and

carried out the phenomenon. The data were obtained through the use of

questionnaires and personal interview.

3.4.2. SECONDARY DATA.

Secondary data does not originate from the researcher. These are facts

collected from already existing sources. The sources consulted by the

researcher includes: textbooks, libraries, other peoples project report, seminar,

journal and internet.

49
3.5 POPULATION OF THE STUDY.

The term population in research and statistics includes not just people but

events, animals and objects who or which are members of the target of the

study as defined by the aims and objectives of the researcher . The population

size of Emenite Limited, Enugu is made up of 8 managers, 4 Assistant

managers, 32 senior staff and 90 junior staff. Therefore, the total number of

population size is 134.

3.6 VALIDITY AND RELIABILITY OF THE INSTRUMENT

For a test to be valid it has to measure some attributes with a high degree of

accuracy and such attribute must be relevant to the behaviour that is to be

judged. While reliability is the stability, dependability and consistency of

measuring instrument. A set of 100 questionnaires were administered and

systematically constructed to meet target and collect necessary information.

The questions in the questionnaire covered the variables in the research

questions. The interview that was conducted, obtained personal views and

knowledge about the subject matter from different employees of Emenite

Limited. The use of chi-square method of analysis in testing the hypothesis

50
enabled the researcher to collect data that were obtained for effective

comprehension.

3.7 SAMPLE SIZE AND SAMPLING TECHNIQUE.

Sample size is the number of the sample population under study (Chukwu,

2008:20). Sampling technique means the strategy or methods used in selecting

representative samples from the entire population (Onodugo et al, 2010:70). A

probability technique was adopted to select the sample. Probability technique is

a situation where all the elements of the population have equal opportunity of

being selected as representative sample (Onodugo et al, 2010:70). The type of

probability sampling or technique used is the random sampling which entails

the deliberate effort to ensure that all the elements of the population have equal

chances of being selected. The sample was derived from the population of 134,

using the Yaro Yamanes formula (1964):

n= N

1 + N (e)

Where

n = sample size

N = population size
51
e = level of significance (5% unit of tolerable error)

1 =unit (is a constant)

n =?

N =134

e = (0.05)

n= 134

1 + 134 (0.05)

n= 134

1 + 134 (0.0025)

n= 134

1 + 0.335

n = 134

1.335

n = 100.37

n = 100.

Therefore the optimum sample size is 100.

52
3.8 METHOD OF DATA ANALYSIS

In data analysis, the researcher may use descriptive statistical tools or

inferential statistical tools. Descriptive statistical tools seek to analyze data by

summarizing it and describing its essential characteristics and elements while

the inferential statistical tools go beyond the immediate findings to draw

conclusions that can be applied in similar cases (Onodugo et al, 2010:79).

In this study the question would be used as the research tool, which would be

distributed to staff of Emenite Limited and collected by the researcher. The

questionnaires were designed to show the impact of job interview in selecting

suitable employees in organizations. The study is geared at considering

employment interview as a selection process in organizations. Frequencies

would be used to give an indication of how many times a particular response

occurred. Also percentages would be used to show comparison between

categories of responses. The chi square test statistics would be used to test the

hypothesis.

X(r-1) (c-1) = (fo-fe) 2

fe

53
Where

X = chi square

fo = observed frequency

fe = expected frequency

= summation

r = number of rows

c = number of columns

REFERENCES

Anikpo M. (1986) Foundation of Social Science Research: A Methodology

Guide for students, Enugu: ABIC Publishers

Chukwu, B.I (2008), Elementary Business Statistics, Enugu: Horesthone

Concepts.
54
Onodugo, V.A, Ugwuonah G.E, and Ebinne E.S. (2010), Social Science

Research: Principles, Methods and Applications. Enugu ELDEMARK

Publishers.

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

In this chapter, data collected from the questionnaires distributed would be

presented using the frequency tables of rows and columns. Each would be

presented in a table such that responses are recorded in the cells of the table.

Then, analysis of the data will be done.

4.1 DATA PRESENTATION

55
A total of 100 questionnaires were administered to Emenite Limited. After the

questionnaires were filled by the respondents and retrieved, the feedbacks were

screened and sorted. Details of the dispatched and retrieved questionnaires are

as follows:

Table 4.1 Questionnaire Distribution Table

Institution Number % Number % Number Not %

Distributed Returned Returned

Emenite ltd 100 100% 97 97% 3 3%
Source: Field Survey 2014

4.2 QUESTIONNAIRE RESPONSES

SECTION A

Table 4.2.1

Sex Distribution

Option Frequency Percentage (%)

Male 51 52.6
Female 46 47.4
Total 97 100
Source: Field Survey 2014

From the above, 52.6% of the respondents were male, while 47.4% of the
respondent were female.

56
Table 4.2.2

Age Distribution

Options Frequency Percentage (%)

21-30 49 50.5
31-40 42 43.3
41-50 6 6.2
51 and above - -
Total 97 100
Source: Field Survey 2014

From the above, 50.5% of the respondents are between 21-30 age bracket;
43.3% of the respondent are between 31-40 age bracket; 6.2% are between the
age bracket of 41-50 and none is between 51 and above.

Table 4.2.3

Work experience

Options Frequency Percentage (%)

1-5 years 26 26.8
5-10 years 33 34.0
10-15years 31 33.0
15 and above 7 7.2
Total 97 100
Source: Field Study 2014

From the above, 26.8% have been working in this organization for 1-5 years;
34.0% have been working in this organization for 5-10 years; 33.0% have been

57
working in this organization for 10-15 years and 7.2% have been working in
this organization for 15 years and above.

Table 4.2.4
Level of qualification
Options Frequency Percentage (%)
WAEC 13 13.4
OND/HND Degree 49 50.5
B.Sc. 28 28.9
M.Sc./MBA 7 7.2
PHD 0 0
Total 97 100
Source: Field Study 2014

From the above, 13.4% of the respondents are WAEC certificate holders;

50.5% are OND/HND degree holders; 28.9% are B.Sc. degree holders and

7.2% are M.Sc./MBA degree holders.

Table 4.2.5

Present rank

Options Frequency Percentage (%)

Top management staff 2 2.1
Senior staff 41 42.3
Junior staff 54 55.6
Total 97 100
Source: Field Study 2014

58
From the above, 2.1% of the respondents are top management staff; 42.3% are

senior staff and 55.6% are junior staff.

SECTION B

Table 4.2.6

Question 1: Does Emenite Limited selects employees using job interview?

Options Frequency Percentage (%)

Yes 97 100
No 0 0
Total 97 100
Source: Field Study 2014

The above shows that all the respondents admitted that Emenite Limited selects

employees through the use of job interview.

Table 4.2.7

Question 2: Were you selected through the use of job interview?

Options Frequency Percentage (%)

Yes 97 100
No 0 0
Total 97 100
Source: Field Study 2014

The above indicates that all the employees of Emenite Limited were selected

through the use of job interview.

59
Table 4.2.8

Question 3: What method of interview was used?

Options Frequency Percentage (%)

Structured interview 94 96.9
Unstructured interview 1 1.0
Stress interview 0 0
Situation or behavioral interview 2 2.1
Total 97 100
Source: Field Study 2014

From the above, 96.9% of the respondent admitted that the structured interview

method was adopted; 1.0% of the respondent admitted that the unstructured

interview method was adopted; 0% for stress interview and 2.1% of the

respondent admitted that the situation or behavioral interview method was

adopted.

Table 4.2.9

Question 4: Do you think the use of job interview as a selection tool is

important in an organization?

Options Frequency Percentage (%)

Yes 93 95.9
No 4 4.1
Total 97 100
Source: Field Study 2014

60
From the above, 95.9% are of the opinion that job interview as a selection tool
is important in an organization and 4.1% are not of the opinion that job
interview as a selection tool is important in an organization.

Table 4.2.10
Question 5: Why do you think job interview is important as a selection tool?

Options Frequency Percentage (%)

It provides employment opportunity 6 6.2
It helps to select the right person 68 70.1
It develops confidence in the candidate 14 14.4
Interview helps to collect useful information 9 9.3
Total 97 100
Source: Field Study 2014

From the above, 6.2% of the respondents are of the opinion that job interview

is important as a selection tool because it provides employment opportunity,

70.1% are of the opinion that it helps to select the right person, 14.4% are of

the opinion that it develops confidence in candidate and 9.3% said it helps to

collect useful information.

Table 4.2.11

Question 6: Do you think job interview is conducted effectively in your

organization

Options Frequency Percentage (%)

61
Yes 92 94.8
No 5 5.2
Total 97 100
Source: Field Study 2014

From the above, 94.8% of the respondent think job interview is conducted

effectively in their organization while 5.2% do not think so.

Table 4.2.12

Question 7: Which of these do you think is a problem of using job interview as

selection tool?

Options Frequency Percentage (%)

Interviewers recruit in their own image 37 38.1
Interviewers are subject to halo effect 18 18.6
Interviewers could be positively or negatively influenced 22 22.7

by the performance of the previous candidate

Snap judgement 20 20.6
Total 97 100
Source: Field Study 2014

From the above, 38.1% of the respondent are of the opinion that the problem of

using job interview as a selection tool is that interviewers recruit in their image,

18.6% are of the opinion that interviewers are subject to halo effect, 22.7% are

of the opinion that interviewers could be positively or negatively influenced by

the performance of the previous candidate and 20.6% said its snap judgement.

62
Table 4.2.13

Question 8: What other method of selection do you think is suitable in an

organization?

Options Frequency Percentage (%)

Preliminary screening 16 16.5
Employment test 70 72.2
Reference checks 6 6.2
Medical examination 5 5.1
Total 97 100
Source: Field Study 2014

From the above, 16.5% of the respondent thinks other method of selection that

is most suitable in an organization is preliminary screening, 72.2% thinks it

employment test, 6.2% thinks its reference checks and 5.1% thinks its medical

examination.

Table 4.2.14

Question 9: Do you think the method of selection has an effect on the

employees performance in an organization

Options Frequency Percentage (%)

Yes 7 7.2
No 90 92.8
Total 97 100
Source: Field Study 2014

63
From the above, 92.8% of the respondents are of the opinion that the method of

selection does not have an effect on the employees performance in an

organization while 7.2% are of the opinion that the method of selection has an

effect on the employees performance in an organization.

SECTION C

Table 4.2.15

Question 1: Job interview is a process in which a potential employee is

evaluated by an employer for prospective employment in an organization or

firm.

Options Frequency Percentage (%)

Strongly agreed 70 72.2
Agreed 27 27.8
Strongly disagreed 0 0
Disagreed 0 0
Total 97 100
Source: Field Study 2014

From the above, 72.2% strongly agreed, 27.8% agreed, 0% strongly disagreed

and 0% disagreed that job interview is a process in which a potential employee

64
is evaluated by an employer for prospective employment in their company,

organization or firm.

Table 4.2.16

Question 2: Interviews can be used to examine candidates knowledge, skills,

abilities and attitude

Options Frequency Percentage (%)

Strongly agreed 50 51.5
Agreed 47 48.5
Strongly disagreed 0 0
Disagreed 0 0
Total 97 100
Source: Field Study 2014

From the above, 51.5% strongly agreed, 48.5% agreed, 0% strongly disagreed

and 0% disagreed that interviews can be used to examine candidates

knowledge, skills, abilities and attitude.

Table 4.2.17

Question 3: An importance of job interview is that it helps job seekers to

present their job skills and acquire a desired position on merit

Options Frequency Percentage (%)

65
Strongly agreed 40 41.2
Agreed 31 32.0
Strongly disagreed 14 14.4
Disagreed 12 12.4
Total 97 100
Source: Field Study 2014

From the above, 41.2% strongly agreed, 32% agreed, 14.4% strongly disagreed

and 12.4% disagreed that an importance of job interview is that it helps job

seekers to present their job skills and acquire a desired position on merit.

Table 4.2.18

Question 4: Job interview assists employers in selecting the right person for the

right job in an organization

Options Frequency Percentage (%)

Strongly agreed 45 46.4
Agreed 39 40.2
Strongly disagreed 5 5.2
Disagreed 8 8.2
Total 97 100
Source: Field Study 2014

From the above, 46.4% strongly agreed, 40.2% agreed, 5.2% strongly

disagreed and 8.2% disagreed that job interview assists employers in selecting

the right person for the right job in an organization.

66
Table 4.2.19

Question 5: One of the major problems involved in the use of employment

interview is that interviewers are often not prepared for the interview and have

little or no training

Options Frequency Percentage (%)

Strongly agreed 60 61.9
Agreed 31 32.0
Strongly disagreed 2 2.0
Disagreed 4 4.1
Total 97 100
Source: Field Study 2014

From the above, 61.9% strongly agreed, 32% agreed, 2% strongly disagreed

and 4.1% disagreed that one of the major problems involved in the use of

employment interview is that interviewers are often not prepared for the

interview and have little or no training.

Table 4.2.20

Question 6: The purpose of the employment interview is to obtain and assess

information about a candidate which will enable a valid prediction to be made

of his her future performance in the job in comparison with the predictions

made for any other candidate

67
Options Frequency Percentage (%)
Strongly agreed 64 66.0
Agreed 28 28.9
Strongly disagreed 2 2.0
Disagreed 3 3.1
Total 97 100
Source: Field Study 2014

From the above, 66% strongly agreed, 28.9% agreed, 2% strongly disagreed

and 3.1% disagreed that the purpose of the employment interview is to obtain

and assess information about a candidate which will enable a valid prediction

to be made of his her future performance in the job in comparison with the

predictions made for any other candidate.

4.3 DATA ANALYSIS

In chapter one some hypothetical statements were made. These hypotheses

initially stated shall be tested in analyzing the data.

The chi-square (X) would be used for the analysis of the data.

X(r-1) (c-1) = (fo-fe) 2

fe

Where

X = chi square

fo = observed frequency
68
fe = expected frequency

= summation

r = number of rows

c = number of columns

Hypothesis one:

Ho: The use of job interview as a selection tool is not important in Emenite

limited.

H1: The use of job interview as a selection tool is important in Emenite limited.

Tested data: the data used in testing the above hypothesis are drawn from

responses to question 12

Question: An importance of job interview is that it helps job seekers to present

their job skills and acquire a desired position on merit.

Table 4.3.1

Contingency table for hypothesis one

Option Top Senior staff Junior staff Total

69
 management
Strongly Agreed 2 20 18 40
Agreed 0 12 19 31
Strongly disagreed 0 1 13 14
Disagreed 0 8 4 12
Total 2 41 54 97

Table 4.3.2

Expected frequency table for hypothesis 1

Oi Ei oi - ei (oi ei) (oi ei)

ei
2 0.82 1.18 1.39 1.70
20 16.91 3.09 9.55 0.56
18 22.27 -4.27 18.23 0.82
0 0.64 -0.64 0.41 0.64
12 13.10 -1.1 1.21 0.09
19 17.26 1.74 3.03 0.18
0 0.28 -0.28 0.08 0.28
1 5.92 -4.92 24.18 4.08
13 7.79 5.21 27.14 3.48
0 0.25 -0.25 0.06 0.25
8 5.07 2.93 8.58 1.69
4 6.68 -2.68 7.18 1.07
Total 14.84

Calculated X = 14.84

Degree of freedom = (Row 1) (column 1)

= (3 1) (4 1)
70
 = (2) (3)

=6

DF = 6

Test at 95% (0.05) level of significance and 6 degree of freedom = 12.59

Calculated X Critical value Degree of freedom Decision

14.84 12.59 6 Accept H1

Decision rule:

At 0.05 level of significance and 6 degree of freedom, the critical value from

the chi-square table is 12.59. Since this is less than the calculated X value of

14.84, we shall accept the alternate hypothesis (H 1) which says that the use of

job interview as a selection tool is important in Emenite limited.

Hypothesis two:

Ho: There are no problems of using job interview as a selection tool.

H1: There are problems of using job interview as a selection tool.

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Tested data: the data used in testing the above hypothesis are drawn from

responses to question 7

Question: Which of these do you think is a problem of using job interview as a

selection tool.

Table 4.3.3

Contingency table for hypothesis two

Option Top Senior staff Junior staff Total

management
A 2 20 15 37
B 0 10 8 18
C 0 1 21 22
D 0 10 10 20
Total 2 41 54 97

Table 4.3.4

Expected frequency table for hypothesis 2

Oi ei oi ei (oi ei) (oi ei)

ei
2 0.76 1.24 1.54 2.03
20 15.64 4.36 19.00 1.22
15 20.60 -5.6 31.36 1.52
0 0.37 -0.37 0.14 0.38
10 7.61 2.39 5.71 0.75
8 10.02 -2.02 4.08 0.41
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 0 0.25 -0.25 0.06 0.24
1 9.30 -8.30 68.89 7.41
21 12.25 8.75 76.56 6.25
0 0.41 -0.41 0.17 0.41
10 8.45 1.55 2.40 0.28
10 11.13 -1.33 1.28 0.11
Total 21.01

Calculated X = 21.01

Degree of freedom = (Row 1) (column 1)

= (3 1) (4 1)

= (2) (3)

=6

DF = 2

Test at 95% (0.05) level of significance and 6 degree of freedom = 12.59

Calculated X Critical value Degree of freedom Decision

21.01 12.59 6 Accept H1

Decision rule:

At 0.05 level of significance and 6 degree of freedom, the critical value from

the chi-square table is 12.59. Since this is less than the calculated X value of

73
21.01, we shall accept the alternate hypothesis (H1) which says that there are

problems of using job interview as a selection tool.

Hypothesis three:

Ho: The method of selection has an effect on the employees performance.

H1: The method of selection does not have an effect on employees

performance.

Tested data: the data used in testing the above hypothesis are drawn from

responses to question 9

Question: Do you think the method of selection have an effect on the

employees performance in an organization?

Table 4.3.5

Contingency table for hypothesis three

Option Top Senior staff Junior staff Total

management
Yes 1 2 4 7
No 1 40 49 90
Total 2 42 53 97

Table 4.3.6
74
Expected frequency table for hypothesis 3

Oi ei oi ei (oi ei) (oi ei)

ei
1 0.14 0.86 0.74 5.29
2 3.03 -1.03 1.06 0.35
4 3.82 0.18 0.03 0.01
1 1.86 -0.86 0.74 0.40
40 38.97 1.03 1.06 0.03
49 49.18 -0.18 0.03 0.01
Total 6.09

Calculated X = 6.09

Degree of freedom = (Row 1) (column 1)

= (3 1) (2 1)

= (2) (1)

=2

DF = 2

Test at 95% (0.05) level of significance and 6 degree of freedom = 5.99

Calculated X Critical value Degree of freedom Decision

6.09 5.99 2 Accept H1

75
Decision rule: Reject Ho if calculated X is greater than critical value. I.e. if

(6.09 > 5.99)

Decision: At 0.05 level of significance and 2 degree of freedom, the critical

value from the chi-square table is 5.99. Since 6.09 is greater than 5.99, we shall

accept the alternate hypothesis (H1) which says that the method of selection

does not have an effect on employees performance in the organization

REFERENCES

Chukwu, B.I (2008), Elementary Business Statistics, Enugu: Horesthone

Concepts

Onodugo, V.A, Ugwuonah G.E, and Ebinne E.S. (2010), Social Science

Research: Principles, Methods and Applications. Enugu ELDEMARK

Publishers.

CHAPTER 5

SUMMARY OF FINDINGS, CONCLUSIONS AND

RECOMMENDATION.
76
5.1 Summary of findings

This study was carried to determine the impact of job interview in selecting

suitable workers in any organization.

After a careful analysis of the data collected from various sources, the data

were presented and analyzed using chi-square (X) model, the following

findings were made by the researcher:

a. The researcher found out that the use of job interview as a tool for selecting

workers in an organization is very important; this is because job interview

provides employment opportunity, helps to collect useful information and

can be used to examine candidates knowledge, skills, abilities and

attitudes.

b. The researcher found out that there are problems related to the use of job

interview as a tool for selecting suitable candidates.

The problems are based on the fact that interviewers recruit in their own

image, interviewers are subjected to halo effect, interviewers often times

form an early impression of the applicant and spend the rest of the time

trying to find evidence that will justify such impression and interviewers

77
 could be positively or negatively influenced by the performance of the

previous candidate.

c. The researcher found out that the method of selection does not have an

effect on the employees performance in the organization. This is because

the efficiency and effectiveness of an employee could be determined by

factors such as appraisal, remuneration, good working conditions, self-

motivation, compensation, effective rewards etc.

5.2 Conclusion

Job interview remains the best method in selection of every potential

employee in an organization. Using job interview as a method of selection

helps to obtain and assess information about a candidate which will enable a

valid prediction of the candidates performance in the job and also helps in

evaluating a potential employee for prospective employment in an

organization.

This research work attempts to examine the impact of job interview in the

selection of suitable workers in organizations. From the findings of the

study it is evident that job interview is essential in the selection of suitable

workers in every organization.

78
5.3 Recommendation

From the conclusion reached, the following recommendations by the

researcher will help in the use of job interview as a selection tool in an

organization.

a. The interviewers should be properly trained on how to effectively

conduct an interview in the organization. They should have detailed

knowledge of the job for which they are conducting the interview as

this would help them avoid the problems encountered when using job

interview as a selection tool.

b. Management of business organizations should be acquainted with the

impact of job interview in the selection process, so that organizations

would benefit as proper, qualified and suitable workers would be

selected into their organization and this would lead to higher

productivity.

c. The interviewers in the organization should use a method of job

interview that is more reliable and valid when conducting an interview.

79
d. In order to conduct the interview effectively, interviewers should be

trained to be aware of the biases that can impact upon the observation,

recording and evaluation of information about candidates.

BIBLIOGRAPHY
80
Diploye, R.L & Macon, T. (2008) A process view of the selection recruitment

interview.

Gary Rees & Ray French (2010): Building managing and developing people

(CIPD).

Macon T. (2009): The employment review: Human resources management

review

Armstrong Michael (2001), a Handbook of Human Resources Management

Practice, 8th ed., London: Kogan Page Limited.

Bucalo, Jack (2005) The Balanced Approach to Successful Screening

Interview Personnel Journal no. 57, p. 420

Dimitriades, Zoe. S (2003) Human Resource Planning,

http://www.ensia/courtois/fidel/htm

Elaine D. Pulakos and Neal Schmitt (1995) Experience Based on Situational

Interview Questions: Studies of Validity Personnel Psychology Summer p.

289-308

Flippo, Edwin (2004) Personnel Management, 6th ed., New York: McGraw-Hill

Fisher, et al (1990) Human Resource Management Boston: Houghton Mifflin

Company.
81
Gary Dessler (2011) Human Resource Management 12 th ed., USA: Prince Hall

Publishers

Griffin, Ricky W (2006) Management Boston: Houghton Mifflin Company

Gill & Banks (2009) Assessment of Management Potential in Recruitment

Holy, William H and Jennings, Kenneth M. (2007) Personnel Management:

Functions and Issues, Chicago: The Dryden Press

Ivancevich, John M (1998) Human Resource Management, Boston: Irwin

McGraw-Hill.

Munro-Fraser, J (2010) a Handbook of Personnel Interviewing, London:

Macdonald and Vans.

Miner, Mary G Recruiting Policies and Practices, Personnel Policies

Nwachukwu, C. C. (2007) Management: Theory and Practice, Onitsha:

Africana First Publishers Limited.

P. A. Grobbler et al Human Resource Management in South Africa, London:

Thomson Learning Publishers.

Pell (2006) a Complete Guide to Human Resource Management

Robert, L. M. and John H. (2004) Human Resource Management, New York:

Sterling Publishers.
82
Rodger, A. (2004) In Recruitment and Selection, London: Chapman and Hall

INC.

Ruth Mayhew (2014) the Interview Selection Process

Schuler, Randall S. and Huber Vandra L. (2009) Personnel and Human

Resource Management, New York: West Publishing Company

Ugbam, Ogechukwu C. (2011) the Core Functions of Human Resource

Management, Enugu Chirol Publishers.

Anikpo M. (1986) Foundation of Social Science Research: A Methodology

Guide for students, Enugu: ABIC Publishers

Chukwu, B.I (2008), Elementary Business Statistics, Enugu: Horesthone

Concepts

Nwanguma, G .U. (2011). Research Methodology: Caritas University, Amorji-

Nike Enugu State.

Onodugo, V.A, Ugwuonah G.E, and Ebinne E.S. (2010), Social Science

Research: Principles, Methods and Applications. Enugu ELDEMARK

Publishers.

83
Yeung & Brittain (2001) Beyond the Interview, Mastering People

Management.

APPENDIX
84
 DEPARTMENT OF MANAGEMENT

FACULTY OF BUSINESS ADMINISTRATION

UNIVERSITY OF NIGERIA

ENUGU CAMPUS

Dear Respondent,

Letter of Introduction
The bearer is a project research student of the department of management,
faculty of business administration university of Nigeria Enugu campus
(UNEC). She is currently conducting a research on: The impact of job
interview in selecting suitable employees: A case study of Emenite Abestor
Nigeria ltd, your organization has been chosen as a research base. This study is
in partial fulfillment of the requirements for the award of a B.Sc. degree in
management.
It would be appreciated if you could please assent in completing the attached
questionnaire while assuring you that all the information provided will be
treated in strict confidence and mainly used for academic purpose.
Yours
faithfully,
Jacob
Christiana
Researcher

Instruction: check the appropriate answer of your choice and tick []

85
Section A: Background information

1. Gender: (a) Male [ ] (b) female [ ]

2. Age: (a) 21 30 [ ] (b) 31 40 [ ] (c) 41 50 [ ] ( d) 51 and

above [ ]
3. How long have you been working in the organization mentioned above:

(a) 1 5 yrs [ ] (b) 5 10yrs [ ] (c) 10 15yrs [ ] (d) 15yrs & above

[ ]

4. What is your level of qualification:

(a) WAEC [ ] (b) OND/HND degree [ ] (c) B.Sc. [ ] (d) M.Sc./MBA

[ ] (e) PHD [ ]

5. What is your present rank:

(a) Top management staff [ ] (b) senior staff [ ] (c) Junior staff [ ]

Section B

1. Does Emenite Abestor limited select employee using the job interview:
(a) Yes [ ] (b) No [ ]
2. Were you selected through the use of job interview
(a) Yes [ ] (b) no [ ]
3. What method of interview was used?
(a) Structured interview [ ] (b) Unstructured interview [ ] (c) Stress

interview [ ] (d) situation or behavioral interview [ ]

86
 4. Do you think the use of job interview as a selection tool is important in

an organization?
(a) Yes [ ] (b) No [ ]
5. Why do you think job interview is important as a selection tool?
(a) It provides employment opportunity [ ] (b) It helps to select the

right person [ ] (c) it develops confidence in the candidates [ ]

(d) Interview helps to collect useful information [ ]

6. Do you think job interview is conducted effectively in your organization
(a) Yes [ ] (b) no [ ]
7. Which of these is a problem of using job interview as a selection tool?
(a) Interviewers recruit in their own image [ ] (b) interviewers are

subject to halo effect [ ] (c) interviewer could be positively or

negatively influenced by the performance of the previous candidate

[ ] (d) snap judgement [ ]
8. What other method of selection do you think is most suitable in an

organization?
(a) preliminary screening [ ] (b) employment test [ ] (c) reference

checks [ ] (d) medical examination [ ]

9. Do you think the method of selection has an effect on the employees

performance in an organization (a) yes [ ] (b) no [ ]

Section C
10. Job interview is a process in which a potential employee is evaluated by
an employer for prospective employment in their company, organization,

87
 or firm (a) Strongly agreed [ ] (b) Agreed [ ] (c) Strongly disagreed
[ ] (d) Disagreed [ ]
11. Interviews can be used to examine candidates' knowledge, skills,
abilities and attitude (a) Strongly agreed [ ] (b) Agreed [ ] (c)
Strongly disagreed [ ] (d) Disagreed [ ]
12. An importance of job interview is that it helps job seekers to present
their job skills and acquire a desired position on merit (a) Strongly
agreed [ ] (b) Agreed [ ] (c) Strongly disagreed [ ]
(d) Disagreed [ ]

13. Job interview assists employers in selecting the right person for the right
job in an organization (a) Strongly agreed [ ] (b) Agreed [ ] (c)
Strongly disagreed [ ] (d) Disagreed [ ]
14. One of the major problems involved in the use of employment interview
is that interviewers are often not prepared for the interview and have
little or no training (a) Strongly agreed [ ] (b) Agreed [ ] (c) Strongly
disagreed [ ] (d) Disagreed [ ]

15. The purpose of the employment interview is to obtain and assess

information about a candidate which will enable a valid prediction to be
made of his or her future performance in the job in comparison with the
predictions made for any other candidates (a) Strongly agreed [ ] (b)
Agreed [ ] (c) Strongly disagreed [ ] (d) Disagreed [ ]

88
89