Recruitment, selection and retention of staff at the Takoradi Polytechnic
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University of Cape Coast
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xii, 125p. :ill.
For organisations to achieve their goals and targets, it is often not enough for them to recruit and select staff, but very vital for them to retain their most valuable staff. The study assesses current practices in recruitment, selection, and retention of personnel at the Takoradi Polytechnic. The data for the study were obtained from 222 employees of the Takoradi Polytechnic using the stratified random sampling procedure. The main instruments used were questionnaires and an interview guide. The study revealed that the Polytechnic follows traditional methods of recruitment and selection. The existing staff were found to be concerned with the inadequate resources and support to perform their duties effectively, and, also, the poor monetary rewards in the Polytechnic system. It was evident that motivational preferences varied among the teaching and non-teaching staff. Whilst the teaching staff were found to prefer training and development, the non-teaching staff preferred increased salaries. The staff generally believed that what could motivate them most will be for their salaries to be increased. It was recommended that more resources should be provided at the Polytechnic to raise the commitment levels of staff. Monetary rewards at the Polytechnic should also be improved.
For organisations to achieve their goals and targets, it is often not enough for them to recruit and select staff, but very vital for them to retain their most valuable staff. The study assesses current practices in recruitment, selection, and retention of personnel at the Takoradi Polytechnic. The data for the study were obtained from 222 employees of the Takoradi Polytechnic using the stratified random sampling procedure. The main instruments used were questionnaires and an interview guide. The study revealed that the Polytechnic follows traditional methods of recruitment and selection. The existing staff were found to be concerned with the inadequate resources and support to perform their duties effectively, and, also, the poor monetary rewards in the Polytechnic system. It was evident that motivational preferences varied among the teaching and non-teaching staff. Whilst the teaching staff were found to prefer training and development, the non-teaching staff preferred increased salaries. The staff generally believed that what could motivate them most will be for their salaries to be increased. It was recommended that more resources should be provided at the Polytechnic to raise the commitment levels of staff. Monetary rewards at the Polytechnic should also be improved.
Keywords
Recruitment, Staff retention, Selection, Takoradi Polytechnic