Recruitment Process and Its Effect on Workers Output in the cameroons Public Service. The case of the Buea Central Prison.

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CHAPTER ONE:

GENERAL INTRODUCTION

1.1 Background of the study

Buea is the capital of the South Region of Cameroon located on the Eastern

slopes of Mount Cameroon and has a population of about five hundred and

seventy thousand (570.000) inhabitants. Buea was the colonial capital of

German Kamerun from 1707-1919 and capital of Southern Cameroon from

1949-1961.

Recruitment refers to the process of attracting, screening and selecting

qualified people for a job in an organization or firm. It may be undertaken by

an employment agency or a member of staff of the business or organization

looking for recruits. Either way, it may involve advertising commonly in the

recruitment section of a newspaper dedicated to job.

The recruitment process in the Beua Central Prison is always done by writing a

competitive entrance examination into the National Advance School of

Penitentiary Administration commonly known in its French acronym as ENAP.

This entrance examination is usually announced in the Cameroon Radio and

Television and in the Cameroun Tribune.

1.2 Statement of problem:

The adoption of the structural adjustment program (SAP) by Cameroon in

October 1988 was accompanied by a number of conditionality‟s: One of these

conditions was that the government of Cameroon should suspend recruitment of

workers into the public service and also decongest this sector which according to

the donor countries and the World Bank accounted for misallocation of the funds

Esuma Mathias

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of Cameroon. With the adoption of this policy recruitment into the public service

was therefore suspended and one of the sectors that were affected is the

penitentiary department in which recruitment of prison officials was suspended.

For almost sixteen years workers were not recruited into this department. This

therefore resulted in low workers output. The Buea central prison… the case study

in this research… experiences chronic low workers output. This is because as a

result of the SAP, recruitment of workers was suspended and most of the workers

still in active service are due for retirement, they are underpaid and recruitment

efforts have not been effective enough to introduce young, energetic and newly

trained workers to relieve the old and worn out ones. Therefore, the SAPs directly

influence workers output in the Buea central prison because;

Its adoption and implementation suspended recruitment of workers into the sector

causing those already in employment to be overworked thereby causing them to

wear out. The Workers in the Buea central prison are understaffed thereby

necessitating low workers output.

The salaries of workers (those of the Penitentiary department inclusive) which

were not very substantial witnessed a 60% reduction in 1993 as a result of the

implementations of the SAPs and up till date the salaries of these workers have not

been returned to their former status even though there have been some efforts

geared at increasing the salaries of these workers. Low pay packages resulting

from the adoption of the SAPs has caused most prison officials not to take their

jobs seriously thereby causing low workers output. This can also make some prison

officials to indulge in suspicious activities with inmates and in some cases

intentionally allow prisoners to escape in exchange for financial compensation.

Furthermore following the economic crisis Cameroon is just recovering from,

crime waves spiked due to a high rate of unemployment (more than 25% of the

active population, particularly youths in the Urban areas), leading to a

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disproportionate relationship between prison officials and structures and the

convicts. The Buea central prison became over crowded causing already worn out

prison guards to work tight shifts (which they are hardly paid for) because the

structure is understaffed. This usually results to prison break outs as was the case

of Sunday, August 14th 2005 where more than fifty prisoners escaped from the

prison (www.postnewsline.com). This therefore proves that there is a low worker

output to prevent these occurrences.

All of these indicators help to prove that the Buea Central Prison suffers from low

workers output as a result the recruitment process which has been influenced for a

very long time by the SAPs.

This research therefore wishes to investigate this relationship.

1.3 Research question

This study has two research questions;

1) Has the recruitment process affected workers output in the Buea Central

Prison?

2) To what extend has the recruitment process contributed to workers output in

the Buea Central Prison?

3) Could there be a better way in which workers can be recruited into the Buea

Central Prison?

1.4 Aim/ Interest of the project

This project has the following as aim or interest;

1) To examine how the recruitment process of workers in the Buea Central

Prison has affected productivity and efficiency.

2) To know the effects of the recruitment process on workers output in the

Buea Central Prison.

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3) To know the problems encountered by workers in the Buea Central Prison.

4) To recommend possible solutions to the problems faced by workers in the

Buea Central Prison.

1.5 Relevance of the research question to academic debate

The relevance of the research question to academic debate cannot be over

emphasized. The method and means whereby workers are recruited, will determine

how they will perform their duties. If workers are recruited and promoted based on

their educational qualifications, years of experience, special qualification, best fit,

competence etc, they are bound to perform better than those who will be employed

based on Regional balance, favor, tribalism etc

Therefore, if any establishment should move forward, Personnel Managers should

know who to recruit for which kind of job and when. The process of recruitment

should be void of any form of corruption.

1.6 Hypotheses

H0: Recruitment process has a significant effect on workers out put in the Buea

Central Prison.

H1: Recruitment process does not have a significant effect on workers out put

in the Buea Central Prison.

1.7 Methodology

In the course of this study, quantitative analyses and single case studies were

used. That is to say personal interview and questionnaires methods were used for

gathering data and it was carried out at the National School of Penitentiary

Administration as well as the Buea Central Prison from the Chief of Service in

charge of Administration and Finance.

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Another source of information came from secondary sources which included

books, publications, journals, and the internet.

Twenty questionnaires were distributed both to workers in the Buea Central Prison

and students of the National School of Penitentiary Administration.

1.8 Limitation

This study will be carried out in the National Advance School of

Penitentiary Administration as well as the Buea Central Prison. The study carried

out at the Buea Central Prison will be limited to workers output in terms of

guarding prisoners and escape cases that will be identified from 2000 – 2010.

This period was chosen due to accessibility of useful information from the Buea

Central Prison.

1.9 Outline of the study

The research work is divided in to five chapters. The first chapter centers on

the Research proposal, Chapter two will cover the review of related literature

as well as related theories, Chapter three will be based on the history and

activities of the Buea Central Prison which is the study area and chapter four

will be the presentation and interpretation of data while the last chapter will be

based on conclusions and recommendations.

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REFERENCES:

1. enwikipedia.org/Buea

2. enwikipedia.org/recruitment

3. www.postnewsline.com,2005

4. www.gpn.org(global policy network)

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CHAPTER TWO

LITERATURE REVIEW AND THEORITICAL FRAMEWORK

This chapter is divided into two sections: The first section deals with the

literature review while the second section deals with the theoretical framework.

2.1. LITERAYURE REVIEW:

Due to the presence of the different cultures we have in our society,

administrators find it difficult to apply good governance in terms of recruitment to

the point that some of them usually prefer to employ people having the same

cultures with them.

According to the findings of Civil Service Minister in 1991, public

Administration in Sub-Saharan Africa also has to overcome numerous difficulties

as a result of the cultural frontiers caused largely by three factors; the burden of

history, demographic and economic constrains as well as unsuitability of

administrative structure for their socio-cultural environments (Leon Befrand

Ngouo: 1997).

Faced with such difficulties, the state has to strengthen these loose ends by setting

up efficient administration at the service of citizens which is transparent,

predictable, and controllable and served by honest officials.

According to Edwin B. Flippo, recruitment is the process of searching

candidates for employment and stimulating them to apply for jobs in the

organization. This process begins when new recruits are sought and ends when the

interview process has been done and workers selected.

According to J.C Denger (1974), the first thing to be considered when

planning to recruit workers is; where they can be found. There are many sources,

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some of which are very suitable for one kind of business than for another. Some of

these sources of recruitment are;

- Advertising: Made in national dailies (“Cameroun Tribune” in the case of

ENAP), magazines, radio, T.V etc. It has also the also the advantage of wide

coverage of the labor market.

- Employment Agencies: The use of such agencies saves time and trouble of

advertising and is extremely useful when staffs are wanted at short notice. An

example of employment agency in Cameroon is The National Employment Fund.

Other sources of employment include schools (technical), Universities (during

graduation ceremonies) as well as friends and relatives.

According to Tony Shew (1997), the recruitment process in any organization

should be constantly evaluated to make sure that they are fair.

In order to ensure that the fairness of the recruitment process, there should be a

department in an organization responsible for the recruitment and training of

personnel‟s as well as supervising their activities to make sure that they produce

the best output.

2.1.1. Recruitment Process: The Heart of Human Resource Management

According to Nyamipachari Vareta (1996), his research point to the

importance of good recruitment system in the organization i.e. recruiting workers

following their qualifications and skills in the field of work.

The adoption of SAP during the 1980‟s brought down sizing (reducing the number

of workers in organizations); organizations were becoming too effective for their

numbers of employees employed by them. Most problems concerning human

resource (poor performance, resignation) commences when recruitment is not

handled correctly as a result of incorrect procedures in the recruitment process.

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Recruitment is the responsibility of every manager in an organization. This can

better be explained in the following section;

Definition of Recruitment:

Recruitment is the first major step in the selection process in the

organization and can be defined as the process of selecting qualified candidate(s)

to occupy vacant position(s) in an organization. It can be explained as an activity

directed to obtain appropriate human resources (workers) whose qualifications and

skills match functions of the relevant posts in the organization. Its importance can

be best described as the „heart‟ of the organization.

2.1.2 Purpose:

The recruitment process does not stop when workers are selected, it is a

dynamic activity. The purpose of it is to provide an organization with a pool of

qualified candidates. Its specific purposes are as follows;

- To assist uplift the success rate of selection process by reducing the number

of under-qualified and over-qualified applicant.

- To increase organizational and individual effectiveness in the short and

long-term plans.

2.1.3 Policies:

Recruitment policy is a written document of an organization‟s goals and

intentions concerning matters that affect people in the organization. Personnel

policy includes policy statements on employment, training and development,

workman compensation and workers welfare, industrial relations and retirement

benefits.

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Personnel policies are influenced to a large extend by some environmental factors

like economic, political and socio-cultural systems. Personnel managers are

expected to take note of this policy before embarking on the recruitment process.

To achieve the above objectives, it is necessary to have relevant recruitment

policies and ensure that they are implemented. Policies increase managerial

effectiveness by regulating many routine delusions clarifying the managers and

subordinates.

Most policies in organizations are never reviewed and as a result, become

irrelevant due to the changes in the environment of the organization.

2.1.4 Deficiencies and Problems:

Most managers often do not understand the whole process of recruitment.

They should not hire employees that will start work as soon as possible but should

rather have the mind of recruiting and training workers and make them familiar

with the working environment. This habit leads to poor recruitment and miss-

choice of individuals who will in turn pose problems in the system. Recruitment

should be done effectively and it is worthy to note that once you make the mistake

as a manager, it takes sometime before the mistake can be corrected.

Many people we see I organizations today are in the wrong jobs because most

managing directors have built a traditions of hiring people based on personal

connections, when the person is not qualified for the job and as a result, those

employed do not use their full potential (skills). It has been noted that recruitment

that involves managers are done during discussions at launch hour, at social clubs

or during coffee break time. All the other processes that follow are just for

formality as the decision would have been made already by the line managers

involved in the process.

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2.1.5 Implications of Recruitment by line Managers:

Most managers are technically minded and therefore require guidance in this

operation. Absence of a recruitment plan leads to poor recruitment (getting the

wrong people) which leads to a heavy harvest of unqualified applicants resulting in

more unnecessary work for the staff in the recruitment process.

If recruitment process begins without a systematic approach (laid down rules and

regulations relating to recruitment), the managers can end up with a mis-match

person. As a result, there is a need to have a system that assists to assess candidates

during recruitment. This system can be that which is responsible for the

recruitment and selection of workers.

The best thing for managers to do to ensure that they have the right

personnel is to institute “trial periods” in their recruitment period. Trial period here

can be defined as a time when intended workers are temporarily employed to see if

they are fit for a particular job. This period can last for a month and after that if the

manager sees that the individual is not fit for the job, he either trains the worker or

let him go.

2.1.6 Recruitment: Johnson and Johnson Vs Unilever

Johnson and Johnson (J and J), places a strong emphasis in its recruitment

and selection process as well as a good distinction between the individual value

and the company‟s beliefs. On the other hand, Unilever utilizes a much broader

recruitment process which goes beyond just being able to distinguish individual

values and company‟s beliefs to being able to apply to apply the recruitment policy

strictly.

J and J and Unilever say that they are certain skills that a potential new recruit

should ideally possess. One of such skills is Cross Border Communication.

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Cross Border Communication is the ability of a new recruit to be able to

relate with the public. This relation can be made possible when cultural barriers

(e.g. women not to speak in public) are broken.

2.2 THEORITICAL FRAMEWORK:

As per Behling et al, there are three ways in which an individual make a

decision to join an organization. Objective factor, Subjective factor and Critical

contact.

Accordingly, the following three theories of recruitment have been evolved:

Objective factor theory

Subjective factor theory

Critical contact theory.

These theories can be explained as follows:

2.2.1 Objective Factor Theory

As per this theory, the choice of organization by a potential employee

depends on objective assessment of tangible factors such as;

Pay package, Location, Opportunity per career growth, Nature of work and

Educational opportunities.

The employer according to this theory, considers certain factors among others;

educational qualification, years of experience and special qualification/experience.

2.2.2 Subjective Factor Theory

According to this theory, compatibility of individual personality with the

image of organization is decisive factor in choosing an organization by individual

candidate seeking for employment.

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These subjective factors are; Personal compatibility for the position, Competence

and Best fit.

2.2.3 Critical Factor Theory

There are instances when a candidate is unable to choose an organization out

of alternative based on Objective and Subjective factor(s) listed above. This is due

to many reasons such as limited contact and insufficient data with regards to the

organization or its own inability to analyze and come to ant conclusion. In such

cases, certain critical factors observed by the manager during interview and contact

with personnel of the organization will have profound influence in his decision

process.

It must be noted that, the theoretical base given above by Behling et al was mostly

influenced by the working condition which existed in developed countries like The

United States of America and European countries. In these countries, vacancies are

many and there is scarcity of suitable hands unlike in developing countries like

Cameroon where vacancies are less and hands are more resulting to large scarce

unemployment. The theoretical base given above cannot be applied in developing

countries except in hid paid jobs where higher skills and better knowledge are the

prerequisites. In such cases, candidates have variety of choices and he is the master

of his choice. In production, servicing and clerical jobs, unemployment is where

the number of job seekers far exceeds the vacancies.

In such a situation, candidates have little choice and such, grab whatever

organization call him or her for employment. In such a case, the potential

organization is in a better place to choose the candidates from the many available.

Hence, the recruitment process should be that of filtering and re-distributing

potential candidates not only, for actual or anticipated organization vacancies but

also searching for prospective employee.

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From Behling‟s review, it could be assessed that workers output will

increase due to certain objectives of motivating them through regular payment.

This will help to influence their working conditions thereby making them to be

effective at work.

Problems arise when unemployment rate is high and the number of those

seeking for jobs far exceeds the vacancies that exist. In this case, candidates have

little choice to be offered the job in the institution. Though they possess the

knowledge, education, the process should be to filter and re-discover their

potentials.

When this happens, right (qualified) employees should be placed in the right

positions and as a result, it will lead to an increase in productivity.

Due to the subjective factor of a candidate being best fit for the job, it is not

the best procedure to determine whether his output will increase or decrease but it

should be assessed from the critical factor observed during interview and the

contact with the personnel of the organization that will influence his productivity

and his decision making.

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REFERENCES

1. Edwin Plippo: Recruitment (googles.com)

2. J.C Denyer (1974): International Management, Macdonald and Evans Ltd

London (fourth edition)

3. Johnson and Johnson Vs Unilever (2003): Recruitment, University of

Honkong.

4. Leon Betrand Ngouo (1997): International Review of Administrative

Sciences, Cameroon.

5. Nyamipachari Vareta (1996): Human Resource Management. Vereta

yahoo.com.

6. Tony and Shaw (1997): google.com/recruitment press.

7. www.wikipedia.org/theories of recruitment

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CHAPTER THREE

HISTORY AND ACTIVITY OF THE BUEA CENTRAL PRISON

3.1. HISTORICAL EVOLUTION:

The Buea Central Prison which is one among the ten central prisons in

Cameroon was created in 1933 in the then Western Cameroon with its main

functions being the reformation and rehabilitation of prisoners. The officers then

were trained in Nigeria at Ikeja Maximum Security Prison; they put everything in

place to train inmates as carpenters, bricklayers, barbers so that upon realise, they

will be useful to the society.

After reunification in 1961, a prison centre was created in Buea which became

effective in 1973 when the first batch of the Cameroon trained Warders and

Wardresses were trained and posted to different prisons in Cameroon including the

Buea Central Prison.

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3.2 Fig 1: ORGANIGRAME:

Source: The Buea Central Prison

Superintendent - in - Charge

Service for Administration and

Finance (SAF)

Service for Discipline, Education

and Socio Cultural Activities

(SEDACE)

Bureau for

Financial

Affairs

(BAF)

Bureau for

Administrat

ive Affaires

and Records

Bureau

for

Personnel

(BP)

Bureau for

Discipline

of Inmates

Bureau for

Training

and Social

Action

Bureau for

Socio-

Cultural

Activities

and Leisure

(BASL)

Stores Accountant

Infirmary

Imprest Holder

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The Superintendent- in-charge is the general overseer of the Buea Central

Prison. That is to say, he oversees all the activities that are being carried out in the

prison.

Directly under the Superintendent-in-charge we have two main services; the first

being the Service for Administration and Finance known in its French acronym as

SAF and the second being the Service for Discipline, Education and Socio-Cultural

activities also known as SEDASCE. These services are headed by Chiefs of

Services (Chief SAF and Chief SADASCE).

The service for Administration and Finance (Chief SAF) has three bureaus

under his service;

The first bureau is that of Financial Affairs. This means that the Chief SAF

oversees all financial affairs that take place in the Buea Central Prison such as

registering for a business by an outsider from the prison.

The second being the bureau for Administrative Affairs and Records while the

third is the bureau for Personnel. This bureau is where newly recruited and

transferred workers sign their assumption of duty.

The Chief of Service for Discipline, Education and Socio-Cultural activities

(Chief SEDASCE) has three bureaus under his service;

The first bureau is that which is in charge for the Discipline of inmates so as to

ensure that they are acting right.

The second bureau is that for Training and Social actions. The head of the bureau

ensures that inmates (prisoners) are well trained in some craft work such as

carpentry, electricity, barbing etc so that when they leave the prison, they will be

useful to the society and may start their lives all over.

The third is that of Socio-Cultural Activities and Leisure‟s. This is to ensure that

prisoners do not feel deserted but should have a sense of belonging. As a result,

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activities such as football, handball, are often for them to play right in the prison

yard.

There are some departments that owe no responsibility to any of the services

but are answerable directly to the Superintended-in-charge. These departments are;

The Infirmary is in charge with the health of prisoners by providing treatment and

supply of food stuff to those that are sick.

The Imprest holder has a fund that takes care of impromptu needs (unplanned) for

example if wood is finished at the stores accountant‟s office, the imprest holder

will have to use some of the funds to finance the buying of wood. The fund that is

given to the imprest holder is known as imprest.

The Store Accountant keeps and takes care of equipments, materials and food

items. He also gives a proper account on how these equipments and materials

under his are being used.

3.3. ACTIVITIES CARRIED OUT AT THE BUEA CENTRAL PRISON:

The activities carried out are in conformity with decree No. 054/92 (section

4) of 22nd

March 1992 and these activities are as follows;

Firstly, the prison is secured as a public institution is supposed to be. This

being done by the Warders and Wardresses whose function is to ensure the safety

of the prison as well as the prisoners.

Secondly, the maintenance of order within the prison is done by the bureau

in charge of the discipline of inmates under the authority of the chief of service for

discipline, education and socio-cultural activities.

The third function is that of the protection of fundamental rights and

freedoms of all inmates. The bureau for training and social action ensures that this

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is being taken care of. One of the fundamental rights of inmates includes the right

to food.

Fourthly, the inmates undergo rehabilitation and reinsertion. This simply

means that, the restructuring of the inmates, and this restructuring is done through

the provision of social reinsertion programmes.

Social reinsertion is a provision given to inmates such as carpentry, electricity,

barbing while in prison so that they will be useful upon release when they go back

to live a free life in the society. As at now, only basket waving and cane work is

being carried out in the Buea central prison.

Fifthly, there are evangelical activities that take place in the Buea Central

Prison. Reverend Fathers and Pastors from different denominations come there

frequently to preach the good news of salvation to the inmates. This evangelical

works, have helped to transform the lives of most of the inmates.

Sixthly, the inmates are also involved in farming activities. They work on

prison farms and produce crops which are used by the penitentiary officials to food

them. Besides their farming activities, the inmates also carry out general labour

works like transporting wood from farms to the prison. The wood they transport is

being used for cooking in the prison.

The last activity carried out in the Buea Central Prison is the execution of

court decisions by ensuring the effective incarceration (safety) of convicted

persons. This is being ensured by the bureau for administrative affaires and records

under the supervision of the Chief of Service for Administration and Finance.

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3.4. RECRUITMENT PROCESS AND HOW IT AFFECTS

PRODUCTIVITY:

The recruitment process is slow and sporadic. That is to say, it does not

follow a regular annual pattern. The Ministry of Justice writes to the Presidency

when there is a drop in personnel of prison staff. The former has to give a go-ahead

and the number of candidates to be recruited before any recruitment is done. The

Presidency, in granting authorization, for any recruitment, specifies the number of

places allocated for each cadre (grade, rank, category…).

From 2000-2009, this has been the recruitment pattern; in the year 2000, five

thousand (5000) workers were recruited through public competitive entrance

examination that was launched, then another competitive examination was

launched in 2004 where six hundred (600) workers were recruitment. Then in

2008, following an approval from the president of the republic, a recruitment of

one thousand five hundred (1500) personnel was launched for the period running

from 2008 to 2010, with a recruitment of five hundred (500) personnel each year.

This year, another five hundred (500) personnel‟s were recruited. From the above

tendency, it likely that after the recruitment in 2011, the Minister of Justice may

have to fall back into the old recruitment pattern (personnel‟s will not be recruited

on a yearly bases) and wait for another approval from the President (Buea Central

Prison archive).

This recruitment is never enough to meet the need of the constantly ageing

and retiring personnel. It should be worth noting that when this small number of

prison personnel is recruited, an uneven smaller number is posted to the Buea

Central Prison. The prison is thus always understaffed leading to ineffectiveness on

the part of the personnel‟s. This has equally led to outstanding difficulties in

managing the prison by the authorities, over working of existing staff (considering

the fact that some will have to work very late at night and expected to resume early

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the next day), poor working conditions in terms of wages and other benefits. This

has led to mild and massive escapes such as the case of the morning of Sunday 14th

August, 2005 when fifty prisoners escaped following a massive jail break.

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REFERENCE

1. Decree No. 052/92 of 27th March, 1992 bearing on Penitentiary Regime in

Cameroon.

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CHAPTER FOUR

PRESENTENTION AND ANALYSIS OF DATA

4.1 DATA PRESENTATION:

The information gathered from the researcher‟s questionnaires that were

administered to some workers of the Penitentiary (prison) administration in Buea

shows that the recruitment process is very vital to workers output in the Buea

Central Prison. Out of the 20 questionnaires that where administered, a total of 17

were duly filled and returned back to the researcher making 85% of distributed

questionnaires.

Data collected will be presented using a frequency distribution table to show their

frequencies and percentages.

Table 1: Sex of the Respondents

Sex Frequency Percentage (%)

Male 11 65

Female 6 35

Total 17 100

Source: Researcher‟s Survey; 2011

Table 1 shows that 11 males constituting 65% of the respondents and 6

females composed of 53% of the respondents filled the questionnaires.

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Table 2: Marital Status of Respondents

Marital Status Frequency Percentage (%)

Single 6 35

Married 11 65

Total 17 100

Source: Researcher‟s Survey; 2011

Table 2 shows that, majority of the respondents are married constituting

65% while the unmarried (single) respondents constitute 35%.

Table 3: Age of Respondents

Age Group Frequency Percentage (%)

20-25 2 12

26-40 13 76

41-50 2 12

51-60 0 0

Total 17 100

Source: Researcher‟s Survey; 2011

Table 3 shows that 76% of the respondents are between the ages of 26-40

while 12% of the respondents are between the ages of 20-25 also 12% are between

the ages of 41-50 and finally no worker between the ages of 51-60 filled the

questionnaires.

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Table 4: Educational Background of Respondents

Qualification Frequency Percentage (%)

Advance Level (A/L) 10 59

Ordinary Level (O/L) 6 35

Others 1 6

Total 17 100

Source: Researcher‟s Survey; 2011

Table 4 above shows that 10A/L holders making a percentage of 59% filled

the questionnaires while 6 or 35% of the respondents are O/L holders and for

others we had 6% representing 1 respondent who filled the questionnaires. No

PhD, Masters or Bachelor of Science degree holder filled the questionnaires.

Table 5: Respondents Ranks

Ranks Frequency Percentage (%)

Warder/Wardress 10 59

Chief Warder/Wardress 4 23

Superintendent 2 12

Administrator 1 6

Total 17 100

Source: Researcher‟s Survey; 2011

Table 5 shows that majority of the respondents (59%) are

warders/wardresses. This is because, they are very busy and always alert since

their main function is to ensure the safety and guarding of both the prison and

prisoners. The Chief warders/wardresses are Constituting 23% of total respondents

are out to supervise the activities of the warders/wardresses. The Administrators

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constituting 6% are very few and often work in the offices together with the

Superintendents who constitute a total of 12% of the respondents.

Table 6: Assessment of Respondents Response on the Bases or Recruitment

Response Frequency Percentage (%)

Education/Experience/Skills 12 70

Connection 3 18

Luck 2 12

Others 0 0

Total 17 100

Source: Researcher‟s Survey; 2011

Table 6 above shows that 70% of the respondents are of the view that

recruitment of workers in the penitentiary service is based on

Education/experience/skills while 18% of the respondents are of the view that

recruitment s based on connection and 12% says that it is based on luck and no

respondent mention whether or not, it is based on other aspects.

Table 7: respondents Response on how often Recruitment is done (Yearly)

Response Frequency Percentage (%)

Agree 2 12

Disagree 11 65

Neutral 4 23

Total 17 100

Source: Researcher‟s Survey; 2011

Table 7 above shows that, 12% of the respondents are of the opinion that

recruitment is done on a yearly bases while 65% of the respondents are of the

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opinion that recruitment is not done on a yearly bases and finally 23% stood

neutral. That is to say they did not know whether or not recruitment is done on

yearly bases.

Table 8: Respondent View on whether Recruitment has an Effect on Workers

Productivity

Response Frequency Percentage (%)

Agree 10 59

Disagree 5 29

Neutral 2 12

Total 17 100

Source: Researcher‟s Survey; 2011

Table 8 above shows that 59% of the respondents are of the view that

recruitment has an effect on workers productivity while 29% are of the view that

recruitment does not have any effect on workers productivity and 12% of the

respondents are neutral.

Table 9: response on whether Workers overwork themselves as a Result of

Insufficient staff

Response Frequency Percentage (%)

Agree 16 94

Disagree 1 6

Total 17 100

Source: Researcher‟s Survey; 2011

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Table 9 above shows that 94% of the respondents are of the opinion that

workers overwork themselves due to insufficient employees while 6% of the

respondents are of the view that workers don‟t overwork themselves.

Table 10: Response on whether the Recruitment Pattern Stimulates Good

Performance

Response Frequency Percentage (%)

Agree 5 29

Disagree 10 59

Neutral 2 12

Total 17 100

Source: Researcher‟s Survey; 2011

Table 10 illustrates that 29% of the respondents are of the opinion that the

recruitment pattern stimulates good performance while 59% of the respondents

disagree strongly with the fact that recruitment pattern stimulates good

performance and 12% of the respondents stood neutral.

Table 11: Respondents view on whether Workers put in their Best only when

the Superintendent-in-Charge is around

Response Frequency Percentage (%)

Agree 3 17.5

Disagree 11 65

Neutral 3 17.5

Total 17 100

Source: Researcher‟s Survey; 2011

30

Table 11 illustrates that 17.5% of the respondents agree that workers put in

their best only when the Superintendent-in-Charge is around while 65% of the

respondents disagree with that fact and finally 17.5% of the respondents where

neutral.

Table 12: Respondents view on whether workers are paid for Extra Hours of

Work

Response Frequency Percentage (%)

Agree 2 12

Disagree 14 82

Neutral 1 6

Total 17 100

Source: Researcher‟s Survey; 2011

Table shows that 12% of the respondents agree that workers are paid for

extra hours of work while 82% of the respondents disagree that workers are paid

for extra hours of work done and 6% are neutral.

Table 13: Respondents Response on whether their Salaries are not equal to

Work done.

Response Frequency Percentage (%)

Agree 17 100

Disagree 0 0

Total 17 100

Source: Researcher‟s Survey; 2011

Table 13 above illustrates that all 17 respondents agree to the fact that

workers salary is not equal to work done.

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Table 14: Respondents view on whether Workers output will Increase if the

Government Implement Direct Recruitment

Response Frequency Percentage (%)

Agree 11 65

Disagree 4 23

Neutral 2 12

Total 17 100

Source: Researcher‟s Survey; 2011

Table 14 above shows that 65% of the respondents agree that workers output

will increase if the government implements direct recruitment without writing the

usual entrance examination while 23% disagree with that and finally 12% of the

respondents are neutral.

4.2 DATA ANALYSIS:

The study is centered primarily to test the objectives of this study and

principally the hypothesis that “Recruitment process has a significant effect on

workers output in the Buea Central Prison” and also the hypothesis that

“Recruitment process does not have a significant effect on workers output or

performance”. To test these hypotheses, analysis will be based on the data

presented in the tables above (1-14).

Table 1 shows that majority of the respondents are male showing that those

who are employed into the work force of the Buea Central Prison are mostly male

workers. This is due to the fact that workers undergo tedious training in

preparation of the task ahead of then (dealing with criminals).

32

From table 3, majority of the respondents are between the ages of 26-40. This

implies that they have attained full maturity and are conscious of what they want

and what they are expected to do.

From table 4, we realized that majority of those who filled the questionnaire are

A/L holders making a total of 59%, those who filled the questionnaires having O/L

constituted a total of 35% and only 1 First School holder filled the questionnaire.

No Degree holder filled any of the questionnaires, because they are very few and

often very busy as well. I wish to support the idea of one of one of the respondents

who said that entrance into ENAP (L‟Ecole Nationale d‟Administration

Penitentiare) should be limited only to Advance Level and Degree holders. This

will heighten productivity.

Table 7 shows that majority of the respondents disagree with the view that

recruitment is carried out on a yearly bases. The government can therefore take

upon itself to recruit workers each year just as workers go on retirement each year.

The government should ensure that if 10 workers are put on retirement each year,

20 should be recruited taking into consideration that some may die who are not due

for retirement.

With respect to data presented in table 8, in which 59% of the respondents

agree that recruitment has an effect on workers productivity while 29% of the

respondents disagree and 12% are neutral to the fact that recruitment has an effect

on workers output. The researcher intentionally did not ask the respondents

whether workers productivity was being affected either negative or positive for the

purpose of testing the hypotheses of this study. Comparing this response in table 8

to that obtained in table 10, we realized that the effect recruitment has on workers

output is negative (Recruitment process does not have a significant effect on

workers output/performance).

33

From table 10, 29% of the respondents agree that recruitment pattern stimulates

good performance while 59% of the respondents are of the view that recruitment

pattern does not stimulate good performance and 12% are neutral. This still ties

with the hypothesis that “Recruitment process does not have a significant effect on

workers output or performance”.

Putting the data‟s collected from both table 8 and 10, we will realized that, the

same percentage of workers who agree in table 8 that recruitment has an effect on

workers productivity, is the same in table 10 who disagree that recruitment process

stimulates good performance and vise-versa (59% and 29% both).

The government needs to therefore revisit the recruitment policy put in place in the

penitentiary system by allowing recruitment in the hands of authorities in the Buea

Central Prison for they can better recruit and motivate their workers.

Following the presentation of data in table 9, 94% of respondents agree that

workers overwork themselves due to insufficient staff. In the Buea Central Prison

it was discovered that only about 20 workers are kept to guard a total of about

3.000 prisoners. This make the wok load very heavy on them as they move from

one guard post to the other. During an interview carried out with on of the

superintendents, he said “I will be very happy if the government can increase the

number of recruits each year and the number of new recruits should be more than

those going on retirement”.

In table 11, 65% of the respondents disagree with the fact that workers only

put their best in terms of performance only when the Superintendent-in Charge is

around while a minimal 17.5% of the respondents agree. This shows that workers

are very work conscious and are ready to work at all time.

Table 12 shows that 82% of respondents disagree that they are compensated

for extra hours of work done. This shows clearly that, these workers actually work

overtime but are not compensated. To solve this problem, the government can start

34

paying then CFAF1.000 for every one extra hour of work done since the data on

table 11 shows that 65% of workers put in their best even in the absence of the

Superintendent-in-Charge. This will help a great deal.

Data presented on table 13 shows that 100% of respondents agree that their

salaries are not equal to the level of work done. This situation can be amended if

the government can add a certain percentage on workers salaries.

Lastly, from the data presented on table 14, 65% of the respondents agree

that workers output will greatly increase if the government implement direct

recruitment into the Penitentiary department.

From the above analysis, it is very evident that the recruitment process of

workers does not have any significant effect on their productivity as stated in our

hypothesis.

4.3 RESEARCH FINDINGS:

From the above analysis of data collected, to verify whether the recruitment

process has a significant effect on workers output or not, a survey was carried out

from the analysis. The researcher discovered that at the level of recruitment, it

should be limited only to Advance level holders and above. Workers who are

young and in possession of low certificates, will turn to abandon their jobs in

pursuit of higher qualifications, making performance to be poor since very few

personnel‟s will be left behind to over work themselves.

At the level of the entrance examination, the government should put a strong

anti corruption body that will help to fight corruption. This anti corruption body

should ensure that defaulters are seriously sanctioned or dismissed. An example of

this can be seen during the writing of EMIA (Ecole Militaire Inter-Armee)

examination in 2009 when the government dismissed some military officers who

35

tried to corrupt the system by bringing in some candidates and putting their names

on the final list. When the names of those military officers were obtained by some

anti corruption officials, their dismissal was immediate.

From the above analysis, I also realized that most of the respondents where

of the opinion that their output will improve should the government implement

direct recruitment of personnel‟s into the penitentiary department (Table 14).

It was discovered that if the number of workers are increased by the

government each year and while their salary problem is also redressed, the

government should also see how she can motivate workers by compensating them

for extra hours of work done (Tables 8, 9, 10, 12 and 13).

36

CHAPTER FIVE

CONCLUSION AND RECOMMENDATION

5.1 RECOMMENDATIONS:

Since workers output is a vital factor for any organizational growth, the

researcher therefore recommends that, the government should ensure that those

recruited are more than those going on retirement since it was realized that workers

output are low due to insufficient workers.

Also, the government should learn how to motivate workers in the

penitentiary service by providing payment for extra hours of work done. Ones this

is done, workers will not be discourage since they know that the more they put in

extra time, the more money they will attract to themselves.

The salaries of workers should be taking into consideration. The government

should at least increase workers salary since 100% of the respondents in table 13

above reacted that their work done, is not equal to the pay they receive.

The government should change its manner of recruiting workers by allowing

recruitment in the hands of the Superintendent-in-Charge. Recruitment into the

penitentiary service should be organized and controlled solely by officials of the

Buea Central Prison. This will assist in solving the problem of insufficient staff

which is a major problem in the Buea Central Prison.

The government should organize that will train and inform workers of the

recent innovations in the penitentiary service. This will help put workers in track,

in this ever Changing Global World.

Moreover, efficient workers should be recommended for promotion. This

will go a long way to stimulate other workers to work harder.

37

5.2 CONCLUSION:

The conclusions drawn from data collected and analyzed are the following:

First of all, workers output in the Buea Central Prison are relatively low due

to lack of sufficient workers in the penitentiary service. The few workers that are

available overwork themselves to the point that they become very tired which in

turn causes prisoners to escape. An example is the case in 2005 which saw the

escape of 50 prisoners due to insufficient workers. While some where sleeping due

to tiredness, the only worker at the main door was threatened with a toy gun by

some of the prisoners which lead to their outbreak. Comparing the situation of

2005 till now, we will realize that the government does not learn from past

mistakes because up till date, it has not revisited its recruitment pattern by

increasing the number of new recruits.

Secondly, workers output in the Buea Central Prison is relatively low

because of lack of motivation (payment of extra hours of work done) which is

major factor that stimulate workers output.

Thirdly, another cause of low performance by workers in the Buea Central

Prison is because the government hardly launches in-service competitive

examination to uplift workers. This makes them reluctant at times as they will see a

new recruit becoming their boss of which they have the same academic

qualification.

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BIBLOGRAPHY

1. Decree No. 052/92 of 27th March 1992 bearing on Penitentiary Regimes in

Cameroon.

2. Edwin Flippo: Recruitment(google.com)

3. Enwikipedia.org/buea

4. Enwikipedia.org/recruitment

5. J. C Denyer (1974): Office Management. Maccdonald & Evans Ltd London.

6. Johnson and Johnson Vs Unilever (2003): Recruitment

7. Leon Bertrand Ngouo (1997): International Review of Administrative

Service, Cameroon.

8. Nyamipachari Vareta (1996): Human Resource Management. Vareta

yahoo.com

9. Organigram or the Buea Central Prison.

10. Tony Shaw (1997): google.com/recruitment process.

11. www.gpn.org(global policy network)

12. www.postnewsline.com/2005

13. www.wikipedia.com/theories of recruitment

39

APPENDIX 1 (Questionnaires)

UNIVERSITY OF BUEA

FACULTY OF SOCIAL AND MANAGEMENT SCIENCES

DEPARTMENT OF POLITICAL SCIENCE AND PUBLIC

ADMINISTRATION

Dear respondents,

Questionnaire

I am a final year student in the above mentioned department by name Esuma

Mathias (UB No. SM8B299) carrying out a research on the topic “Recruitment

Process and its Effect on Workers Output in The Cameroon‟s Public Service. The

case of The Buea Central Prison”

I wish to assure you most sincerely that whatever information supplied by you

through this questionnaire will be used for academic purpose only.

Instruction: Put a tick (√) in the appropriate box.

1) Sex.

Male ; Female

2) Status.

Married ; Single ; divorced ; Widow(er)

3) Age.

Below 20-25 ; 26-40 ; 41-50 ; 51-60

4) Educational background.

PhD ; Masters Degree ; Bachelor Degree ; A/L ; O/L ;

Other (please specify)

…………………………………………………………………………………

40

5) Rank.

Warder/Wardress ; Chief Warder/Wardress ; Superintendent ;

Administrator

6) Recruitment of workers in your establishment is based on,

Education/experience/skills ; Connection ; Luck ; others

(please specify)………………………………………………………

7) Is recruitment done on yearly bases?

Agree ; Disagree ; No idea

8) Do you think that the recruitment process has an effect on workers

productivity?

Agree ; Disagree ; Neutral

9) Workers over work themselves due to lack of sufficient employees

Agree ; Disagree ; Neutral

10) The recruitment pattern stimulate good performance

Agree ; Disagree ; Neutral

11) Workers put in their best only when the superintendent in charge is

around

Agree ; Disagree ; Neutral

12) Workers are paid for extra hours of work?

Agree ; Disagree ; Neutral

13) Workers salaries are not equal to work done

Agree ; Disagree ; Neutral

14) If the government implement direct recruitment of workers into the

Buea Central Prison, will this help efficiency?

Agree ; Disagree ; Neutral

41

15) In your opinion, what do you think the government can do to the

recruitment process to improve on workers output?

……………………………………………………………………………

Thanks for your corporation.