Key Features:

- No of Pages: 72

- No of Chapters: 05

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Introduction:

Abstract

This project was carried out in order to examine the extent of senior management recruitment practice in Anambra motor manufacturing company Enugu (ANAMMCO) the study was conducted in Enugu metropolis.This research made use of life orientation from oral interview, questionnaires and certain analysis of published material.



The highlights of the result are.



1. The study found out that recruitment practice by the organization enhances the morale of senior management.



2. It was found that majority of the workers bars have undergone recruitment programme organized by the company.



3. Paper qualification- This problem was identified, it was found as employee’s principles of senior management in Stan recruitment practices.



4. The following recruitment are therefore made having stated these findings.



5. Enlightenment programme: Enlightenment companies aimed at imbibing industrial culture into senior workers in ANAMMCO be a first step and important fact, the organizational development of the company should be in from of seminars and work shops with emphasis on modalities for embarking on senior management recruitment practice.



6. Technology: The company should know that importation of technologies is quite appropriate for them in our developing nation they have to place emphasis on the importation of machines because efficiency associated with them.

Table of Content

CHAPTER ONE:

INTRODUCTION



1.1 Background of the study



1.2 Statement of the problem



1.3 Purpose of the study/objectives



1.4 Research question



1.5 Research hypothesis



1.6 Significances of the study



1.7 Scope of the study



1.8 Limitations of the study



1.9 Definition of terms



References

CHAPTER TWO:

LITERATURE REVIEW



2.1 Introduction



2.2 Skills needed by senior managers in an organization



2.3 Basic characteristics of senior management staff



2.4 Senior management recruitment exercise



2.5 Concept of interview in senior management human resources recruitment



References

CHAPTER THREE:

RESEARCH DESIGN AND METH ODOLOGY



3.0 Introduction



3.1 Research design



3.2 Area of the study



3.3 Population of the study



3.4 Sample and samp0ling procedure



3.5 Instrument for data collection



3.6 Validation of the instrument



3.7 Reliability of the instrument



3.8 Method of data collection



3.9 Method of data analysis



References

CHAPTER FOUR:

DATA PRESENTATION AND ANALYSIS



4.1 Presentation and analysis of data



4.2 Testing of hypothesis



4.3 Summary of result













CHAPTER FIVE:

SUMMARY, CONCLUSION AND RECOMMENDATION



5.1 Summary of findings



5.2 Conclusion



5.3 Recommendation



Bibliography



Questionnaires.

Introduction

1.1 BACKGROUND OF THE STUDY



The development of any nations economy is synonymous with the development of her human’s resources. For any country to make appreciate trust in harnessing her agricultural potentials scientific and technological advancement, high quality human resources to be of high quality, through search will have to be made to recruit high quality personnel. The purpose of the recruitment function it to seek new employees to tie positions required for the successful conduct of the work.



It is the understanding that the role and of development of any economy is reciprocated on the qualitative factor of the human resources which had promoted many nations particularly the development economics of the west to make such a staggering investment in research training and developing her labour services and human capital. It has become obvious therefore that the grouping of nations into developed and developing, technologically advanced and technological dependents of these nations qualitatively.



For a company/organization to attain appreciable growth in forms of return on investment and targets, such organization must ensure that she possess highly trained, skilled and qualitative labour force. Situations exist when two companies with the same capitalization and operations within the same environmental factors and constraints producers different records in their level of efficiency and effectiveness of goals. The prediction, which can be easily drawn from, such situation is that the qualities of human resources in companies are not the same.



The inference from the above statement become more glowing when we examine the current treating in the banking sector. The introduction of the Structural Adjustment Programme (SAP) in 1976 brought in its wake-increased competition in the economy. As part of its designed effects, structural adjustment programme was concerned with brining about effective allocation of resources in the economy.



The efficient pricing of the productive of productive resources suggest that only efficient companies will remain in business as it is only such organizations that can have efficiently allocated factors of production such as human resources. The above scenarios obviously created problems for most firms, as was evidence by spate of failed industries. The banking sector was not left out, the phenomenal distress was common even among the government owned banks, a result which has been predicted on poor capital base of such banks mainly from their inability to attract and retain efficient manpower.



The foregone suggests that poor quality manpower weaken even the most highly capitalized company. It is bad to note that Nigerian business organizations are yet to realize the domineering influence which high quality labour force exerts on production. This ugly situation is largely manifested in the recruitment of senior management staff. The common scenario is that in which family ties and informal relationship is given privileged considerations against merit and competence. The resultant effect is that mediocre ends up been promoted through the employment of junks instead of qualitative labour.



It is of important at this juncture to note that organizational resources is made up of two resources – the Material and Human resources.



Agbo (2003) opined that the human resources is the concern of personnel management. He went further to say that personnel management deals with the bringing of a person into an organization, application of his behaviour in the work situation, his interests and relationships both with his fellow worker and the organization.



In his own contribution, Flippo (1980) defined personnel management as the planning, organizing, directly and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and societal objectives are accomplished.



The inability of most establishments to attract and maintain the services of senior management staff results in failure of these establishments to maintain work developments. It is even more worrisome to observe that most of these organizations lack operation personnel administrative development to carryout scientific study on senior staff questions. Efforts in this respect are sure to go a long way in ensuring qualitative manpower base for such companies.