ABSTRACT

The study examined the effects of recruitment and selection on employee performance of Access and Eco bank Plc. Specifically, the study sought to identify the major recruitment and selection practice adopted in Eco and Access banks; examine which recruitment and selection practices of Access and Eco banks are most effective; find out the reasons leading to outstanding performance and poor performance by employees of the banks under study; and determine whether recruitment and selection practices affect the performance of the banks under study. The study was carried out in Eco and Access banks in Abia state, Nigeria. Stratified sampling technique was employed and primary data was collected with the use of a well structured questionnaire for attainment of objectives and testing of hypothesis. The collected data was analyzed using descriptive statistics such as frequencies, percentages, standard deviations and Inferential statistics such as Chisquare, and Z-test were used in the qualitative and quantitative analysis of data. The findings revealed that, there are general practices that Access Bank and Eco bank Plc use to recruit and select employees in the study area; That there is a recruitment and selection practice of Access Bank and Eco bank that is most effective in Abia State, Nigeria; Furthermore, the findings showed that, there is a significant reason leading to outstanding and poor performance of employees of Access Bank and Eco bank in the study area and also that there is a significant effect of recruitment and selection practices of Access and Eco Banks on their organizational performance in Abia State, Nigeria. Test of hypothesis confirmed this; 3.330>1.96. The study concludes that recruitment and selection have a significant effect on the performance or employees of Eco and Access banks in Abia State, and the better the recruitment and selection, the higher the performance of employees of the banks. Based on the findings the study recommended amongst others that, management should give an exceptional attention to controllable factors such as resignation. Other manageable factors such as communication and relationship with staff fair treatment, recognition for effort, better remuneration packages, performance appraisal, participation in decision making, providing support and encouragement should also be addressed.