The finding that preference for male applicant is not
often the practice, is quite comforting in view of the age
long perception that construction is a male dominated
industry and vulnerable to masculine stereotypes. In the
banking and hospitality industry, female applicants,
particularly beautiful and attractive young single ladies
are preferred to attract customers (Adenugba and Ilupeju,
2012)
.
Table1: Recruitment and Selection Practices
HRM Practices
Std. Deviation
Mean
Rank
Placement of right staff into the right department for the achievement of company
general goals.
0.664
4.15
1
Screening of candidate for vacant positions
0.750
4.12
2
long term planning for human resources or manpower need of the organisation
0.865
3.93
3
Selection of staff based on quality & skill rather than academic qualification
0.853
3.79
4
Recruitment of staff for company general goal
0.928
3.77
5
Vacancies for staff are advertised internally & externally
0.930
3.58
6
Staff with high reputation are attracted with high salary from other companies
0.922
3.52
7
Conducting job analyses (determining the nature of each employee’s job) before
assigning them
0.965
3.47
8
Internal advertisement of vacancies for qualified staff
1.016
3.17
9
Foreign trained applicants are given preference over local
trained applicants
0.970
3.08
10
University graduates are given preference over polytechnic graduates
1.103
2.98
11
Staff are recruited via referrals only
0.677
2.93
12
Preference are given to male applicants over female applicants
1.178
2.79
13
Young applicants below 25 years
are given preference over older applicants
0.891
2.62
14
4.2.2 Training and Development Practices
Training is a planned process through which an
organisation facilitates employees’ learning of job
-related
competencies.
Fifteen
variables
on
training
and
development practices were identified from literature (See
Table 2).
Table 2: Training and Development Practices
HRM Practices
Std. Deviation
Mean
Rank
New staff are taking through company induction & training
0.632
4.37
1
Orientation and training of newly recruited
employees
0.616
4.31
2
Training and development of staff on applicable softwares and tools for achievement
of company goals
0.686
4.06
3
Staff are assigned on project based on skill & expertise
0.679
4.05
4
Allow staffs to be moved to another project at completion of a project
0.737
3.95
5
Training and skill development of managers (Leadership training)
0.736
3.93
6
Providing staff with opportunities for career development
0.725
3.9
7
Organising workshops, seminars and trainings to enhance employee skills
0.742
3.84
8
Career/professional advancement is encouraged among staff and necessary support is
given
0.8
3.83
9
New staff are assigned to older employee for mentoring
0.677
3.79
10
Staff are engaged on project based on their experience on similar project
0.807
3.68
11
Staff are assigned on project based on availability of personnel
0.924
3.37
12
New staff are immediately assigned to projects
0.873
3.29
13
Staff are made to undergo training while waiting for the company to secure other
projects
1.003
2.94
14
Low performing staff are dismissed from work without analysis/warning
1.182
2.06
15
