JOURNAL OF POLITICAL SCIENCE AND LEADERSHIP RESEARCH (JPSLR )

E-ISSN 2504-883X
P-ISSN 2695 2432
VOL. 10 NO. 6 2024
DOI: 10.56201/jpslr.v10.no6.2024.pg119.138


Staff Recruitment, Hiring Procedures and Service Delivery in Rivers State Television

Enyinda O. Owabie, Ph.D, Loveth Tobechi Nwuzi


Abstract


Staff recruitments and hiring procedures are very important aspect of a public organization because, its effects on an organization is felt in the quality of service delivery. This study examined staff recruitment, hiring procedures and service delivery in Rivers State Television (RSTV). The study adopted the Institutional Theory as its theoretical framework. The social survey research design was employed as the method for gathering and analyzing data. The population of the study consisted of 115 staff of the RSTV as furnished from the office of the Director of Administration. Sample size was 89, determined by using the Taro Yamene formula. Major instrument for data collection was a 4-point Likert Scale Questionnaire administered and retrieved from the 89 respondents. Collected data were analyzed using simple percentages while hypothesis was tested by the Spearman Rank Order Correlation Coefficient using T-test. The study found that recruitment practices and hiring procedures have significant effect on the quality of service delivery in Rivers State Television. The study concludes that; the RSTV can attract talented individuals that will advance the quality of service delivery by ensuring and adhering to transparent and comprehensive recruitment and hiring procedures that align with best practices. The study thus, recommends that; recruitment heads should utilize modern, unbiased recruitment techniques that seeks to implement strategic recruitment and hiring procedures which focuses on attracting diverse talents within the purvey of the organization.


keywords:

Recruitment, Hiring, Human Resources, Services, Delivery


References:


Adeleye, I., Luiz, J., Muthuri, J. And Amaeshi, K., (2020). Business ethics in Africa: the role of

institutional context, social relevance, and development challenges. Journal of

business ethics, 161(4), 717-729.
Adeyemi, A., & Ojewumi, O. (2019). Human Resource Management and Organizational

Performance of Public Sector Organizations in Nigeria. The Bottom Line, 32(2), 138-
Ahmad, I., & Schroeder, R. (2020). HRM Practices in Public Sector Education: Implications for

Service Delivery in Pakistan. International Journal of Educational Management. 7 (4),

94-116.
Ajekwe, C. C. (2017). Effect of culture on entrepreneurship in Nigeria. International Journal of

Business and Management Invention, 6, 1-6.
Ajibola, A., Taiwo, A., & Falola, H. (2018). Strategic Human Resource Management Practices

and Banks' Financial Performance in Nigeria. Journal of Entrepreneurship and Business

Innovation, 5(2), 93-105.
Ajie, H., Etuk, E., & Joseph, E. (2018). Human Resource Management and Public Service

Delivery in Nigeria: A Conceptual Appraisal. Journal of Public Administration and

Governance, 8(4), 1-18.
Alizadeh, A., Dirani, K.M. And Qiu, S., (2020). Ethics, code of conduct and ethical climate:

implications for human resource development. European Journal of Training and

Development.
Anyim, F., Ufodiama, N. & Olusanya, O. (2013). Ethics in Nigeria public sector: The HR

practitioners’perspectives. European Journal of Business and Social Sciences, 2, 132-143.

Armstrong, M. 2014. Armstrong's Handbook of Human Resource Management Practice,

Kogan Page.
Aucoin, P. (2008). Governance as theory, practice, and dilemma. Oxford University Press.
Behr, R. L. & Iyenger, S. (1985). Television news, real- world cues, and changes in the Public

Agenda, Public Opinion Quartely, 49, 38- 57.
Berman, E. M., Bowman, J. S., West, J. P., & Van Wart, M. R. (2013). Human Resource

Management in Public Service: Paradoxes, Processes, and Problems. SAGE Publications.
Boxall, P., & Macky, K. (2018). High-Performance Work Systems and Organizational

Performance: Bridging Theory and Practice. Asia Pacific Journal of Human Resources,

56(1), 38-60.

Boxall, P., & Purcell, J. (2016). Strategy and Human Resource Management. Palgrave

Macmillan.
Brewster, C., et al. (2018). Human Resource Management and the Institutional Perspective.

International Journal of Human Resource Management, 29(1), 1-21.
Budhwar, P., & Varma, A. (2019). Human resources management in context: Applicability of

Human Resources Management Models in India. The Oxford Handbook of Human

Resource Management. Oxford University Press.
Casimir, K., Izueke, E. & Nzekwe, I. ( 2014). Public sector and corruption in Nigeria: An

ethical and
institutional framework of analysis. Journal of Management 21 (8). 40-59.
Chiang, C. F., & Birtch, T. A. (2018). The Performance Implications of Human Resource

Management in Hospitals: Evidence from Taiwan. Public Personnel Management, 47(2),

103-122.
Choi, S., & Rainey, H. G. (2014). Managing Diversity in Public Sector Workforces. Public

Administration Review. 8 (2), 74-95.
Cohen, B. C. (1963). The press and foreign policy. Princeton NJ: Princeton University Press.
De Prins, P., et al. (2019). The Impact of Human resources management Practices on

Organizational Performance. Management Decision, 57(1), 78-96.
Dowling, P. J., Festing, M., & Engle, A. D. (2017). International Human Resource Management.

Cengage Learning.
Dyer, L., Gregersen, H., & Boudreau, J. (2016). Human Resource Management and

Performance: Still Searching for Some Answers. The Open Business Journal, 9, 181-192.
Entman, R. M. (1993). Framing: Toward clarification of a fractured paradigm. Journal of

Communication, 43(4), 51-58.
Etikan, I., Musa, S. A. & Alkassim, R. S. ( 2016). Comparison of convenience sampling and

purposive sampling. American journal of theoretical and applied statistics, 5, 1-4.
Fernandez, S., Cho, Y. J., & Perry, J. L. (2010). Exploring the link between integrated

leadership and public sector performance. The Leadership Quarterly, 21(2), 308-323.
Goffman, E. (1974). Frame analysis: An essay on the organization of experience. Harvard

University Press.
Guerci, M., Radaelli, G., Siletti, E., Cirella, S. & Shani, A. R. 2015. The impact of human

resource management practices and corporate sustainability on organizational ethical

climates: An
employee perspective. Journal of Business Ethics, 126, 325-342.
Gupta, N., & Singh, D. (2018). The Role of HRM in Public Sector Banks: A Case Study of India.

Journal of Human Resource Management. 9 (13), 50-71.

Hanggli, R. & Kriesi, H. (2010). Political framing strategies and their impact on media framing.

Political Communication, 27(02), 141-157.
https://dailypost.ng/2018/11/26/wike-sacks-mds-tv-radio-stations-rivers/
https://wikipedia.com
Huang, L., Zhi, X., & Sarigöllü, E. (2017). The impact of human resource management

practices on employee work outcomes in the hotel industry. International Journal of

Contemporary Hospitality Management, 29(10), 2525-2543.
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How Does Human Resource Management

Influence Organizational Outcomes? A Meta-Analytic Investigation of Mediating

Mechanisms. Academy of Management Journal, 55(6), 1264-1294.
Johnson, R. M., & Brown, M. C. (2021). Human Resource Management and Service Delivery in

Public Transportation: An Empirical Study. Journal of Public Transportation. 2 (15), 28-
Kallio, H., Pietilä, A. M., Johnson, M. & Kangasniemi, M. (2016). Systematic methodological

review: developing a framework for a qualitative semi?structured interview guide.

Journal of advanced nursing, 72, 2954-2965.
Kim l. and Egan O. (2014). The impact of coaching through the identi?cation of soft skills
in

public sector: A blueprint for future research in professional responsibility and ethics in

accounting. Emerald Group Publishing Limited.
Kim, S., & Lee, J. (2017). Human Resource Management Practices and Organizational

Performance in Public Healthcare Organizations. International Journal of Public Sector

Management. 13 (6), 144-162
Kochan, T., Finegold, D., & Osterman, P. (2014). Who Can Fix the “Middle-Skills” Gap?

Human Resources Management Brief, 143.
Kramar, R., Ji, H., & Hong, J. (2012). Strategic Human Resource Management in South Korea.

International Journal of Human Resource Management, 23(11), 2231-2251.
Kroon, B., Van de Voorde, K., & Van Veldhoven, M. (2009). Cross-level Effects of High

Performance Work Practices on Burnout: Two Counteracting Mediating Mechanisms

Compared. Personnel Review, 38(5), 509-525.
Legge, K. (2017). Human Resource Management: Rhetorics and Realities. Palgrave Macmillan.
Li, Y., & Hung, H. (2009). The Influence of human resources management practices on service

quality in the business?to?business sector: A survey of Taiwanese Manufacturing Firms.

International Journal of human resources Management. 20 (7), 1468-1486.
Lynn, L. E. (2001). The Myth of the Line: Thoughts on the Analysis of Bureaucratic Organization.

Journal of Management Inquiry, 10(1), 19-40.

Manroop, L. (2015). Human resource systems and competitive advantage: An ethical climate

perspective. Business Ethics: A European Review, 24, 186-204.
Mbata, C.A. And Oluoch, M.F., (2019). A theoretical Account of Human Resource Management

Practices, Ethical Work Climate and Employee Ethical Behavior: A Critical Literature

Review. Business
Management Dynamics, 9(4), 1.
McCombs, M., & Shaw, D. (1972). The agenda-setting function of mass media. Public Opinion

Quarterly, 36(2), 176-187.
Meyer, J. W., & Rowan, B. (1977). Institutionalized Organization


DOWNLOAD PDF

Back


Google Scholar logo
Crossref logo
ResearchGate logo
Open Access logo
Google logo