CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION OF FINDINGS

4.1 Introduction

This chapter presents, analyses and interprets findings according to the study objectives. It contains the response rate, demographic information of respondents, findings according to objectives of the study and research hypotheses. Results on objectives and hypotheses are presented using descriptive and inferential statistics.

4.2 Response Rate

One hundred and sixty-one (161) questionnaires were distributed to respondents. Out of the 161 questionnaires, one hundred fifty-three (153) were returned fully completed, giving a response rate of 95%.

Table 4.1: Response Rate

Source: Primary Data 2022

The findings from the table above indicate that the percentage of the returned questionnaires was 95%. This finding therefore according to Amin, (2005) indicate that the response rate was good and therefore the study could be conducted since the response rate was above 70%, while the response rate for interview respondents was 100%.

4.3 Demographic Information of Respondents

The researcher sought out to collect demographic information about the respondents. This information was about gender, age, department of employee, education level, duration one worked.

4.3.1 Gender of respondents

The researcher requested the respondents to indicate their gender, and this was intended to find out whether the sample size was a fair representation of the population. The response was presented in Table 4.3

Table 4.3: Gender of Respondents

Source: Primary Data 2022

Table 4.4 above indicates that the majority of respondents in the study were males constituting 95(62%), females on the other hand, were constituted 58 (38%) of the respondents. The implication of this finding was that no matter the disparity in percentage of males and females who attended the study, at least views of both males and females were captured which was too vital in making a critical analysis in the performance of an organization. This made the study findings representative and therefore, enabled generalizations.

4.3.2 Duration of service in Paidha Town Council

Source: Primary Data

The study results indicate that majority of employees 40.5% of the employees have worked for Less than 1 year, the results further indicates that respondents 1 Year to 5 years have worked for 30.1% and the remaining 29.4% have worked for Greater than 5 years.

4.3.3 Department of respondents

Source: Primary Data

According to the findings in the study majority 49.7% of the respondents are heads of department, 20.3% were support staff and 30.1% belonged to non-of the above. This results also indicated that majority of the respondents were in responsible position that could allow them to respond to the questions asked.

4.4 Findings on the relationship between recruitment and selection practices and employee commitment at Paidha Town Council.

Source: Primary Data

Findings on the study indicates that regarding the findings on if In Paidha Town Council job analysis is frequently done to determine recruitment and selection of employees, the results indicated that the respondents agreed, this is indicated by the mean value of 3.60.

Table results also showed that respondents held the view that Job analysis is frequently done to develop job description and job specifications, this is indicated by the mean value of 3.70 further showing that majority of the respondents strongly agreed.

On findings out if Paidha Town council appropriate job description is used to facilitate recruitment, majority of the respondents agreed. This further indicated that Paidha town council uses the job description in recruitment of employees, the results in the table further indicated that the shortlisting criteria is transparent as indicated by the mean value of 4.00.

The study showed that the mean value was 3.800 indicating that respondents held the view that Unsuccessful candidates are given notice on their application and on the same note and lastly with the mean value of 3.31 the results therefore disagreed with the findings that the shortlisting criteria is based on established criteria of meeting requirements.

4.4.1 Correlation analysis between recruitment and selection against Employee commitment

Source: primary data

A Pearson correlation analysis was carried out in establishing the relationship between recruitment and selection against Employee commitment. The pearson correlation results of .940^** has revealed that there is a strong positive relationship between the two variables. This finding further reveals that recruitment and selection have a very big influence on Employee commitment.

Model Summary

Source: primary data

The results from the table indicates that R values are 0.94 indicating a strong relationship between the variables while R Square value 0.884 indicating that 88.4% of the factors influencing Employee commitment is determined by recruitment.

Analysis of variables between recruitment and selection against employee commitment

Source: Primary Data

The results from the study shows that the P-value 0.000<0.05 , indicates that there is a significant relationship between recruitment and selection on Employee commitment. The results further acknowledge that null hypothesis is rejected while the alternative hypothesis is accepted.

Findings on the coefficiency of variables

Source: primary data

According to the findings in the study the results indicates that a one percentage change in recruitment and selection lead to 2.741 change in Employee commitment, this is also significant at P-value 0.000, the findings further shows that Employee commitment is greatly achieved due to improvement in recruitment and selection.

To examine relationship between reward practices and employee commitment at Paidha Town Council.

Source: Primary Data

On finding whether the salary employees earned from the organization is appropriate the results indicated that the mean value of 2.40 shows that majority of the employees indicated that the salary the earned in the organization was not appropriate to them.

Findings from the table above indicates that majority of the employees disagreed that they are given top up salary periodically. This results further indicated that employees are not given top up salary periodically as indicated by the mean value of 2.68.

The respondents disagreed that competitive remuneration enhances commitment for employees as indicated by the mean value of 2.69. the findings also further show that the employees of paidha are not given competitive remuneration.

On finding out f In this organization staff are always acknowledged upon achieving their goals, the mean value was 2.80 indicating that majority of the respondents disagreed and this results further shows that in paidha town council staffs are not acknowledged upon achieving their goals.

On finding out if Staff are always motivated with carrier development, the results were 3.80 indicating that majority of the respondents agreed that career development motivates the staff and therefore it enhances Employee commitment.

On findings out if the Staff are motivated with conducive working environment, the response indicted a mean value of 3.90 indicating that majority of the respondents agreed. This further shows that staffs are motivated with a conducive working environment.

Source: Primary Data

The study results in the study shows that the Pearson correlation coefficient 0.545^** , shows that there is a strong positive correlation between reward practices and Employee commitment. This finding further shows there is a strong relationship between Reward practices and employee commitment.

Model summary

Source: Primary Data

The findings in the study above shows that the R Square value of 0.297 presents the level at which the independent value affects the dependent variable when multiplied by percentage. this results therefore indicates that reward practices affect employee commitment by 29.7% indicates that R value which shows the correlation between the variables.

ANALYSIS OF VARIABLES.

Source: Primary Data

The findings from the table above shows that the P-value 0.000<0.05, indicates that there is a significant relationship between reward practices and Employee commitment. This study results further indicates that the null hypothesis is rejected and the alternative hypothesis is accepted. This study results further shows that reward practices influence employee commitment.

Analysis of coefficiency of variables

Source: Primary Data

The findings from the table indicates a unit change in reward practices leads to 1.97 change in Employee commitment. this is also significant since the P-value 0.000<0.05. The above results further show that reward practices have a significant influence on Employee commitment.

To establish the relationship between employee training and development and employee commitment at paidha town council

Source: Primary Data

According to the results of the study the findings indicates that majority of the respondents agreed that they were given a written job description of their roles in the organization, this is supported by a high mean value of 4.20 indicating that most of the respondents hold the same view.

The findings of the study show that most of the respondents also held the view that they received appropriate training necessary to perform my job when I was entering the organization as indicated by the high mean value of 3.80 further showing that indeed training is imperative in enhancing employee commitment.

As indicated by the high mean value of 3.90 the findings show that most of the respondents held the view that they were given adequate information on the human resource issues in the organization.

The study results further show that majority of the employees disagreed with the statement that

They have undergone training with my Supervisor as part of the Inservice training, this is also supported by the low mean value of 3.30 indicating that the there has been training offered to the employees.

As regards to the statement of Efforts are regularly undertaken to identify my training needs while on job, most of the respondents disagreed with this result, this has been indicated by the low mean value of 3.39.

The table above represents that the results of 2.29 indicates that majority of the respondents disagreed with the statement that they regularly undertake refresher trainings to enhance my performance.

Correlation analysis

Source: Primary Data

Table results show that Pearson correlation of 0.642^** indicates that there is a strong correlation between Employee commitment with Training and selection practices. This also further shows that the training an organization gives to employees enhances Employee commitment.

Model summary

Source: Primary Data

According to the findings from the model summary, the R, indicates that there is a relationship between Training and selection practices with Employee commitment, R Square value of 0.412, indicates that Training and selection practices affects Employee commitment by 41.2%.

ANALYSIS OF VARIABLES

Source: Primary Data

The study results show that the P-value 0.000 indicates that there is a significant relationship between Training and selection practices on Employee practices. This results therefore rejects the null hypothesis and accepts the alternate

ve hypothesis. The findings therefore indicate that Training and selection have a significant Influence on Employee commitment.

Findings on Training and selection on Employee commitment

Source: Primary Data

The study results show that a unit change in Training and selection practices leads to 1.20 change in commitment. This results further indicates that the P-value of 0.000 indicates that there is a significant relationship between Training and selection on employee commitment.

CHAPTER FIVE

DISCUSSION, CONCLUSION AND RECOMMENDATIONS OF FINDINGS 

5.0 Introduction

This section presents the discussion, conclusion and recommendations of findings.

5.1 Discussion of findings

This section presents the findings of the study inline to the study objectives

5.1.1 Relationship between recruitment and selection practices and employee commitment

The study results also indicate that the Pearson correlation analysis was carried out in establishing the relationship between recruitment and selection against Employee commitment. The Pearson correlation results of .940^** has revealed that there is a strong positive relationship between the two variables. This finding further reveals that recruitment and selection have a very big influence on Employee commitment. This study results were also in line with the findings of Ombui et al. (2017) who found a strong positive significant relationship between human resource practices and employee commitment in South African Research Institutes and on the same not Fong et al. (2016), also further indicates that employee commitment. Employee commitment were linked to perceived fairness in the resourcing process and on the same view Firend and Sofyan (2016), began with picking the finest candidates for current positions. Their research found that effective employee recruitment tactics had a substantial impact on staff commitment and retention intentions at Equity Bank in Kenya. Regression study revealed that employee commitment was influenced by selection in a positive but significant way.

The findings indicate that R values are 0.94 indicating a strong relationship between the variables while R Square value 0.884 indicating that 88.4% of the factors influencing Employee commitment is determined by recruitment. The results from the study shows that the P-value 0.000<0.05 , indicates that there is a significant relationship between recruitment and selection on Employee commitment. The results further acknowledge that null hypothesis is rejected while the alternative hypothesis is accepted, these views were also shared by Chapman and Webster (2003), employee recruitment and selection were done in four stages: job advertisement, applicant acceptance, application screening, and final decisions by the recruitment and selection committee. The study concluded that recruitment was the act of gathering names of qualified candidates for a job, whereas selection was the process of appointing the correct people for the job. Methodological gaps occurred, however, because the factor of employee commitment was largely ignored in earlier empirical studies.

According to the findings in the study the results indicates that a one percentage change in recruitment and selection lead to 2.741 change in Employee commitment, this is also significant at P-value 0.000, the findings further shows that Employee commitment is greatly achieved due to improvement in recruitment and selection, this view was also shared by Mohammad Nor (2015), must pay close attention to employees’ social needs to attach and belong. Employees, he said, needed to be in an environment that would make them feel at ease. Recruited people must share the goals and values of the organization.

5.1.2 To examine relationship between reward practices and employee commitment at Paidha Town Council.

The study results in the study shows that the Pearson correlation coefficient 0.545^** , shows that there is a strong positive correlation between reward practices and Employee commitment. This finding further shows there is a strong relationship between Reward practices and employee commitment this view was also shared by Alamelu et al., (2015), who if an employee was satisfied with his or her salary, his or her attachment to the company would grow or remained the same. Remuneration was one of the elements that led to employee engagement in firms.

On another note, Ooi and Arumugam (2016). The majority of employees were motivated and performed better job as a result of financial incentives provided by their employer. They became much more productive if the compensation they received made it worthwhile for them to do so. In addition, motivation benefits included not only monetary rewards but also employee support programs such as subsidized cafeterias, travel discounts, and so on.

The findings in the study above shows that the R Square value of 0.297 presents the level at which the independent value affects the dependent variable when multiplied by percentage. this results therefore indicates that reward practices affect employee commitment by 29.7% indicates that R value which shows the correlation between the variables, this is also in line with O’Driscoll and Randal (1999) found that any acceptable rewards supplied by the business had a big impact on the employees’ dedication in their study based on a sample of 350 workers in Ireland and New Zealand. As a result, the employer chose the optimal remuneration package to give the employee in order to enable him to attain the degree of satisfaction he required in exchange for his whole dedication.

the P-value 0.000<0.05, indicates that there is a significant relationship between reward practices and Employee commitment. This study results further indicates that the null hypothesis is rejected and the alternative hypothesis is accepted. This study results further shows that reward practices influence employee commitment, this was also in line with Miner et al. (2016), motivation was made up of wants, drives, and rewards, as well as their interactions. Every manager had control over motivation, which was supposed to be a good drive that led to exceptional performance and the formation of habits. It should be recognized that motivation came from both within and without. It was internal when it was in form such as job attraction, growth, recognition and achievement or external when it was in such form as employee’s actions and concerns were impressed by external incentives like reward, feedback, and punishment.

Table indicates a unit change in reward practices leads to 1.97 change in Employee commitment. this is also significant since the P-value 0.000<0.05. The above results further show that reward practices have a significant influence on Employee commitment, this view was also shared by Carter et al., (2011) reaffirmed that motivation was affected by three factors, information, reward and personal elements. He further noted that employees could be encouraged and motivated through provision of some special allowances and fringe benefits when we referred to their good performance and specific skills, this would in turn increase the job commitment of employees.

5.1.3 Training and development and Employee Commitment.

Table results show that Pearson correlation of 0.642^** indicates that there is a strong correlation between Employee commitment with Training and selection practices. This also further shows that the training an organization gives to employees enhances Employee commitment, this view was also in line with Garcia (2005) who indicates that Training and development were found to link with employee commitment. According to, training and development seemed to have a positive relationship with employee commitment.

According to the findings from the model summary, the R, indicates that there is a relationship between Training and selection practices with Employee commitment, R Square value of 0.412, indicates that Training and selection practices affects Employee commitment by 41.2%, this view was also in line with Simmons (2004) elaborated that creating an on-going learning as well as training at work place had a high significant impact on employee commitment. Tannenbaum and colleagues (19991) in their studies noted that training can induce positive or negative attitudes that trainees carry with them into the work place.

The study results show that the P-value 0.000 indicates that there is a significant relationship between Training and selection practices on Employee practices. This results therefore rejects the null hypothesis and accepts the alternate. This finding therefore indicate that Training and selection have a significant Influence on Employee commitment, this was also shared by Nkosi (2015), also noted among his respondents of a local municipal, that training had significant impact on employee’s performance and commitment. Contextual gaps were present thus more study should cover recent timespan owing to the recent changes seen in the public sector budgets hence a gap that this study must attempt to cover.

The study results show that a unit change in Training and selection practices leads to 1.20 change in commitment. This results further indicates that the P-value of 0.000 indicates that there is a significant relationship between Training and selection on employee commitment, this was also in line with Roehl and Swerdlow (2017), training and development led to a positive relationship with employee morale, perceptions of supervisors’ quality, awareness of rules, and thus organizational success, as well as employee commitment.

5.2 Conclusion

The study made the following recommendations;

This finding further reveals that recruitment and selection have a very big influence on Employee commitment and on the same note R Square value 0.884 indicating that 88.4% of the factors influencing Employee commitment is determined by recruitment. The study also further concluded that there is a significant relationship between recruitment and selection on Employee commitment.

There is a strong positive correlation between reward practices and Employee commitment. This finding further shows there is a strong relationship between Reward practices and employee commitment, the results indicates that reward practices affect employee commitment by 29.7% indicates that R value which shows the correlation between the variables.

The findings from the table above shows that there is a significant relationship between reward practices and Employee commitment. This study results further indicates that the null hypothesis is rejected and the alternative hypothesis is accepted. This study results further shows that reward practices influence employee commitment.

There is a strong correlation between Employee commitment with Training and selection practices. This also further shows that the training an organization gives to employees enhances Employee commitment and the R Square value of 0.412, indicates that Training and selection practices affects Employee commitment by 41.2%.

The study results show that the P-value 0.000 indicates that there is a significant relationship between Training and selection practices on Employee practices. This results therefore rejects the null hypothesis and accepts the alternate The study results show that a unit change in Training and selection practices leads to 1.20 change in commitment. This results further indicates that the P-value of 0.000 indicates that there is a significant relationship between Training and selection on employee commitment.

5.3 Recommendations

The study made the following recommendations;

There is need for Paidha town council to offer training to its employees so that to motivate them and enhance their commitment to their jobs there by leading to their increased productivity.

The study also further recommends that there is need to enhance the payments of employees so that it is commensurate to the amount of work they do since this will enhance their productivity.

The study also recommends that there is need for enhance transparency during recruitment and selection process so that if it like promotion the employees are aware of the criteria that is used so that they can be motivated to work and enhance their productivity.