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The Academic Journal of St Clements Education GroupVERITASVolume 10 No. 1February 2019ISSN 2307-2806Editorial: Best Article for theJohn Potter Literacy Award2018Management and the GIGEconomyThe Control of Emotion andThought with BreathingProvides a Quality LifeThe New Face of Banking inNigeriaDynamism in Recruitment,Selection and PlacementPlan (RSP) Contributionsto Employee Retention inSaipem Contracting NigeriaModern Times: Correctionsand Over-Corrections in theSearch for KnowledgeTuvalu - The Smallest PacificNation in Diplomacy andDiplomatic PracticesHandling and MediatingChurch ConflictsRecords Management System,Human Resource Capacity and OfficeEfficiency in Public Sector Institutionsin Northern Uganda: A Case StudySuccessful Ways of Establishing aFranchise Brand in ChinaThe Development of NGOs andOther Charities to Help DisabledPeople in MalawiInvestment Climate in Nigeria: AnAssessment of the Effectiveness ofCentral Banks Monetary PolicyCommittee Rates1
Important disclaimerThe publishers, authors and editors are not responsible for the results of any actions onthe basis of information in this work, nor for any errors or omissions. The publishers,authors and editors expressly disclaim all and any liability to any person, whether apurchaser of this publication or not, in respect of anything and the consequences ofanything, done or omitted to be done by any such person in reliance, in whole or part, onthe contents of this publication. The views expressed in this work are not necessarily theofficial or unanimous view of the office bearers of the St Clements Education Group.Copyright St Clements Education GroupAll rights are reserved. No part of this publication shall be reproduced, stored in orintroduced into a retrieval system, or transmitted in any form or by any means (includingbut not limited to electronic, mechanical, photocopying or otherwise) without the priorwritten permission of the copyright holder. Please contact admin@stclements.edu if yourequire permission.2
VERITAS* is the official Academic Journal of the St Clements Education GroupSt Clements Institute (Cambodia) www.stclements.edu.khSCPU Business School / School of Theology (Switzerland) www.scusuisse.chSt Clements University Higher Education School (Niue) www.stclements.edu.nuSt Clements University (Somalia) www.stclements.edu.soSt Clements University (T&C) www.stclements.eduREGISTERED OFFICE:2nd Floor Yellowman & Sons Building,Off Old Airport Road, Grand TurkTURKS & CAICOS Islands - British West IndiesReg. No. E 14905Web Site: www.stclements.eduEmail: admin@stclements.eduEDITORIAL TEAM:Editor: Mr Adrian WilliamsCONTRIBUTIONS:Contributions should be forwarded to Mr Adrian Williams atadmin@stclements.eduWe accept:Lead ArticlesShort PapersSummaries of Dissertations & Research ReportsNotesBook ReviewsLetters to the EditorPlease note the Notes to Contributors at the back of this editionCOPYRIGHT:The contents of this Journal are covered by normal copyright conditions. Portions of thetext may be quoted providing that the Journal No., author’s name, the title of the article and the pagenumber are given.LANGUAGE POLICY:Veritas is an English Language publication and the Editorial Board aims to ensure that contributors usegrammatically correct and idiomatically appropriate English language. However, for many of ourcontributors English is a second and even third language and from time to time a strict language policy ismodified to ensure that good articles are not excluded simply because they do not meet the highest Englishstandards. We also hold it to be important that material be not over edited, providing its message isconsidered to be clear to the majority of our readers. The general objective that Veritas is to createconditions whereby all informed persons are able to contribute to the ongoing debates, regardless of theirEnglish language competence and their lack of familiarity with accepted journal protocols.*Veritas is Latin for truth, reality.3
VERITASTHE ACADEMIC JOURNAL OF ST CLEMENTS EDUCATION GROUP – ISSN 2307-2806Volume 10 No. 1February 2019Tuvalu - The 4th Smallest Country in the WorldSource: http://i.imgur.com/QQmjSTH.jpgIN THIS ISSUEEditorial: Best Article for the John Potter Literacy Award 2018 – David Le CornuDynamism in Recruitment, Selection and Placement Plan (RSP) Contributions to Employee Retentionin Saipem Contracting Nigeria Izuogu Sunday AnthonyTuvalu - The Smallest Pacific Nation in Diplomacy and Diplomatic Practices Kemal YildirimThe New Face of Banking in Nigeria Gabriel UdendehRecords Management System, Human Resource Capacity and Office Efficiency in Public SectorInstitutions in Northern Uganda: A Case Study Langole Jimmy Bonnie and Oyat ChristopherModern Times: Corrections and Over-Corrections in the Search for Knowledge John PotterManagement and the GIG Economy – Bruce DuncanThe Control of Emotion and Thought with Breathing Provides a Quality Life Fazil TuyluHandling and Mediating Church Conflicts Lau Hok WanThe Development of NGOs and Other Charities to Help Disabled People in Malawi Sydney Adam NdembeInvestment Climate in Nigeria: An Assessment of the Effectiveness of Central Banks Monetary PolicyCommittee Rates Udeh Sabastine OnyemaechiSuccessful Ways of Establishing a Franchise Brand in China Qi Liu4
EDITORIAL: BEST ARTICLE FOR THE JOHN POTTERLITERACY AWARD 2018Dr David Le Cornu*President - St Clements Education Group(DBA, DIPFM, MBA, FAICD)A number of well written articles have beennominated for the 2018 John Potter LiteracyAward. The best of the articles have now beenchosen.Finally Dr Udeh Sabastine Onyemaechi and DrOyat Christopher, Dr Mshilla Maghanga andMr Mwosi Fabian will receive nominationcertificates for their important contributions.The winner of the 2018 John Potter LiteracyAward is the article “When Things Fall Apart:The Decline of Building Construction as aSymptom of Cultural Decay” by Dr KerryBolton.If you wish to read any of these articles pleaseemail Dr David Le Cornu admin@stclements.eduand copies can be sent to you electronically.Alternatively, ‘Veritas’ publications are availableon our website and can be accessed via our elibrary at www.stclements.edu/library.html.The runner up article was selected as“Immigration Issues & Conflicts Faced byLatin America” by Dr Kemal Yildirim.A highly commended mention goes to thearticles: “21st-Century United KingdomUniversities - Time to Change” by Professor DrBruce Duncan and “The Reasons, Tendenciesand Peculiarities of Nationalism in Belgium:Risks Associated with It” by Dr Ali NasierAlrkabi.Articles nominated for the John Potter LiteracyAward included the following: “Role of BankRate in Stimulating Nigerian EconomicDevelopment”byDrUdehSabastineOnyemaechi and “Group Processes: Are theyEssential in Effective Groups?” by Dr OyatChristopher, Dr Mshilla Maghanga and Mr MwosiFabian.*Dr David Le CornuPresident - St Clements Education GroupHe can be reached at admin@stclements.eduCongratulations to Dr Kerry Bolton for hisaward-winning article and Dr Kemal Yildirimfor his runner up article.Professor Dr Bruce Duncan and Dr Ali NasierAlrkabi will receive highly commendedcertificates for their well received articles.1
DYNAMISM IN RECRUITMENT, SELECTION ANDPLACEMENT PLAN (RSP) CONTRIBUTIONS TOEMPLOYEE RETENTION IN SAIPEM CONTRACTINGNIGERIADr Izuogu Sunday Anthony*Abstract1.1Statement of the ProblemThis study examined how dynamism in recruitment,selection and placement plan implemented by SaipemContracting Nigeria Limited as human resourcemanagement practice contribute to employee retention.Statement of the problems, objective of the study,research questions, hypotheses and scope covered inthis work revolve within ascertain if dynamism inrecruitment, selection and placement plan (RSP) hassignificant relationship with employee retention inSaipem Contracting Nigeria. Methodology comprised;the use of descriptive type of survey research design.This design helped in examining the relationshipdynamism in recruitment, selection and placementplan (RSP) have with Employee retention of SaipemContracting Nigeria Limited. Stratified randomsampling technique was used to select respondentsfrom the study area. Both primary and secondarysources were used in collecting data. Of 458 targetedrespondents, 416 completed the survey questionnaire,a 90.82% response rate. In analysing the responsesfrom the questionnaire, descriptive statistics wereused (mean and standard deviation, frequencydistribution and percentage). Single statistical tool ofChi Square χ2 was used in test of the hypotheses toassess the level of acceptance or otherwise the nullhypotheses. It was found that recruitment, selectionand placement plan is important practice thatenhanced employee retention. It is recommended thatstatic salary grade of Saipem be reviewed and adoptflexibility in relation to experience and competencyduring recruitment and selection.Over the years, recruitment and selection have beentaking place in Saipem to enhance employee retention.Despitethe presence of Nigerian ContentDevelopment and Monitoring Board (NCDMB) inplace as law to regulate HRM practices in theindustry, it still seems that there is inadequate progressin employee retention of Saipem since most employeesleave the organisation. These no doubt arouseemployees perception of organizational injustice whichin turn affects employees retention. In response tothese problems, this research investigated thesignificant relationship between dynamism inrecruitment, selection and placement plan (RSP) andemployee retention in Saipem Contracting Nigeria.This work will tremendously help Human Resourcedepartment of Saipem, recruitment agencies and HRconsultants to see the effective methods in sourcing,recruiting, selecting and placing of right people toorganisations1.2 Objective of the StudyThe study was conducted to investigate recruitment,selection and placement contributions to employeeretention in Saipem.2.0Literature Review2.1 Dynamism in Recruitment, Selection andPlacementDynamism is recruitment, selection and placement isseen in this work as the innovative departure that givestrength and effectiveness to recruitment, selectionand placement in achieving employee retention. Thiscomprised social context of recruitment, technicalskills and abilities related to HR management,individuals who appear to be sociable, dynamic andappealing. It is assumed that candidate’s overallappearance and personality are central to therecruitment process, both of which are assessed throughcharacteristics and traits associated with personalcharisma.Keywords: Dynamism, Recruitment, Selection andPlacement plan (RSP), Employee retention, SaipemContracting Nigeria Limited1.0 IntroductionGiven the importance of dynamism in recruitment,selection and placement in significant relationship withemployee retention in Saipem Contracting Nigeria, itcould be observed that many employees continue toleave the organisation thereby leading to high rate ofemployee turn-over. While potential human resourcesabound, retaining them in the organisation which willenhance organisational growth eludes Saipem. Thiswork focused on employees recruitment, selectionand placement, and how fairness in this HRMpractice bring about employees retention in Saipem.2.2 Employees’ Recruitment, Selection, andPlacementRecruitment is the process of generating a pool ofcapable people to apply for employment to an2
organisation. Selection is the process by whichmanagers and others use specific instruments to choosefrom a pool of applicants a person or persons morelikely to succeed in the job(s), given managementgoals and legal requirements (Storey 2014).Recruitment can be defined as the process ofidentifying the sources for prospective candidatesand to stimulate them to apply for the jobs. In other words, recruitment is the generating ofapplications or applicants for specific positions. It isthe process of attracting potential employees to thecompany. Agrell (2008) explains recruitment as“announcing job opportunities to the public in such away that a good number of suitable people will applyfor them.” That is, it is the process of searching g them to apply for jobs in anorganisation. Ratnam (2012) opined that recruitment isa two-fold function; (i) to discover the sources ofmanpower to match jobrequirements andspecification, and (ii) to attract an adequate number ofprospective employees to permit meaningful selectionof the required personnel.(i) Transfer of EmployeesTransfer’ is the shifting of an employee from one jobto another without special reference to a change ofresponsibilities or compensation (Storey 2014).Internal Recruitment and External RecruitmentInternal RecruitmentThe best employees can be found from within theorganisation itself. Internal sources refer to the presentworking force of an organisation. The internal sourcesof recruitment are: (i) transfer, (ii) promotion, and (iii)re-employment.(ii) Promotion of EmployeesPromotion’ is defined as a movement to a positionwhich responsibilities and presumably, prestige isincreased. Vacant posts at higher level are filled upby the promotion of employees. This promotion maybe based upon both seniority and merit. In a goodpromotion policy employees should know what will betheir contribution to the new position in terms ofseniority and merit in their promotion. The employeehas the privilege of working in the real situation ofthe business, so he does not feel any difficulty in case ofpromotion.Recruitment Process:Recruitment is an important function in humanresource planning. The recruitment process consists ofthe following steps:1) Recruitment process begins when the HRdepartment receives requisition for recruitment fromany department of the company. The personnelrequisitions contain details about the position to befilled, number of persons to be recruited, thequalifications and duties of persons, terms andconditions of employment.2) The next step is assessment of personnelrequirements through job descriptions and jobspecifications.3) Locating and developing the sources of requirednumber and type of employees.4) Identifying the prospective employee withparticular combinations of skill, experience,education and other personal attributes.5) Communicating the information about theorganisation, the job, the terms and conditions ofservice, and the applicable laws and regulations.6) Encouraging the identified candidates to apply forjobs in the organisation.Candidates should not be discouraged to apply for aposition because of their sex, race, age or other traits,unlesssuch characteristics are related to jobperformance.7) Evaluating the effectiveness of recruitment process(Armstrong 2011)(iii) Re-employmentRe-employment of ex-employees is one of the internalsources of recruitment in Saipem which employeescan be invited and appointed to fill vacancies in thecompany. It also saves time, money and efforts. InSaipem, employees who were placed on redundancyare called back for re-employment when openingscome. This is done in order to retain their skilled manpower.Saipem Nigeria offer high scope for transfer,promotion and re-employment. In this company ofstudy, employees can move from unskilled to semiskilled to skilled, then from junior staff to seniorstaff and senior staff to intermediate managementstaff then to manager as the case may be. There ismuch opportunity for vertical movement for a workerin Saipem. However, these movement is not associatedwith one’s academic qualifications nor certificationsbut by numbers of years input in the job or bymanagement discretion.Internal recruitment keeps the employees contentedand in the good morale, it creates a sense of securityamong employees when they are assured that theywould be preferred in filling up vacancies.Suitability of existing employees can be judged betteras record of their performance is kept in the HRdepartment. It promotes loyalty and commitmentamong employees due to sense of job security andopportunities for advancement. There is no need foradvertising vacancies, or arranging tests or interviews.It encourages self-development among the employeesand stability from continuity of employment.2.3 Sources of employees recruitment in the Oiland Gas study area:Basically, there are two sources of recruitment inSaipem.3
External Recruitment(v) Employment Agency (HR Consultants): InNigeria there are certain professional organisationswhich look towards recruitment and employment ofpeople, that is, these private agencies run by privateindividuals supply required manpower to needycompanies.External sources of recruitment have to be solicitedfrom outside the organisation. The sources areexternal to the organisation. The sources include thefollowing:(i) Advertisement: It is an external source whichhas got an important place in recruitment procedure.Salaman, Storey, and Billsberry (2005) have it thatthe biggest advantage of advertisement is that itcovers a wide area of market and scattered applicantscan get information from advertisements. Mediumused is Newspapers, Television, Internet/online andProfessional journals. Advertising in various media is awidely used method of attracting persons for availablepositions in Saipem. It is frequently used for skilledworkers and Senior Staff positions. Junior Staff andunskilled/semi-skilled employees in Saipem aresourced from the catchment areas. Cost per person isvery low. The details of work and the types of personsrequired are given in the advertisement.(vi) Online Recruitment (internet recruitment):This type of external recruitment deals with theplacement ofadvert/vacant positions on theinternet/intra-net where potential applicant can log-onto the company’s website andsubmit theirapplications with credentials attached. Internetrecruiting is an emerging field in Saipem today. Theyare successfully attracting a high proportion on-lineresumes, even for non-technical position, becauseincreasing numbers of job seekers are turning to theinternet. Internet recruiting is cheaper due to: (1)reduced direct costs of newspaper advertisement, jobfairs and head hunter fees; (2) reduced mailing costs;(3) reduced workload for the HR department. Saipembeen involved in active Internet recruiting believingthat it helps them to attract better quality applicants,given that internet users tend to be better educated andobviously more computer literate than non-users.Recruitment through external sources gives a widechoice to select personnel from among a largenumber of applicants, expertise and experience fromother organisations can be brought. It is more usefulwhen suitable people from within are not available,when the organisation is diversifying its activities orwhen the concern is new (Purcell 2005).(ii) Employees’ Referral and Recommendations:Present employees of a company may alsorecommend friends or relatives for jobs. Employeestake care to recommend a good candidate because sucha recommendation reflects on the recommender. Therecommender often gives the applicant more realisticinformation about the job. Here, an organisationreceives a qualified candidate without cost andrecruiting search.(iii) Gate Recruitment (Gate Crashing): Certainworkers present themselves at the company’s gateevery day for employment. Generally workers gatherat company’s gate or they are called through notice.This method is applied to meet the casual needs ofemployees. This recruitment can be made by interviewor written test or both. This source is used forunskilled and semi-skilled labour, but today in Nigeriagraduates with good results are still gate crashing inmost companies in search of employment.2.4 SelectionOrganisations have always been interested in selectingthe “right” person for a particular job. Selection is apart of the recruitment function. It starts immediatelyafter recruitment. Selection is the process ofchoosing people by ob
3 VERITAS* is the official Academic Journal of the St Clements Education Group St Clements Institute (Cambodia) www.stclements.edu.kh SCPU Business School / School of Theology (Switzerland) www.scusuisse.ch St Clements University Higher Education School (Niue) www.stclements.edu.nu St Clements University (Somalia) www.stc
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