Recruitment and Employment Policies of the Local Government Unit of Echague, Isabela: An Analysis

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It was the objective of this study to find out recruitment and selection of employees/personnel of the Local Government Unit of Echague, Isabela.

Specifically, it aimed to find answers to the following problems:

1. What is the profile of the respondents as to: age, sex, civil status, highest educational attainment, civil service eligibility, designation and number of years in current position?
   
   
2. What are the established procedures in the recruitment and selection of employees in the Local Government Unit of Echague, Isabela and to what extent are these complied with?
   
   
3. What are the classifications of recruitment – appointment in the said organization?
   
   
4. Who are those involved in the screening committee and what classification do they possess to fit them for the task?
   
   
5. What are the problems encountered in appointment and recruitment practice of the agency?

The researcher used the Descriptive Survey Method in the conduct of the study. The respondents were 53 personnel from the Office of the Mayor, Vice Mayor, the HRMO, Civil Registrar Office, Planning and General Service, Health and Social Welfare Office and the Office of Agriculture. Questionnaire and interview were the tools used in gathering the data which were treated with the computation of the weighted mean.

Summary of Findings

On sex stratification, the females with 39 or 73.58 percent outnumbered their male counterparts with only 14 or 26 percent.

On age, the dominant age bracket was 29 – 34 where 14 or 26.42 percent responded. Least was on age bracket 53 and above with only 3 or 5.66 percent.

On civil status, the married ones were dominant with 41 or 77.36 percent.

On educational attainment, the Business Administration graduates were dominant with 32 or 60.37 percent.

On Civil Service Eligibility, the Civil Service Career Professional Board Passers were dominant with 24 or 45.28 percent.

On designation, the support staff with 24 or 45.28 percent was dominant.

On number of years in position, what registered the highest was on 7 – 13 years with 18 or 33.96 percent.

On the extent of compliance on Recruitment Procedures, what came out rank no. 1 was on the determination of the basic requirements for employment with a mean of 3.50. Least was on determining en banc and recommending to the Local Chief those considered qualified. This had a total mean gain of 2.77 meaning moderately complied with.

On the extent of compliance on merit selection and basic policies, what came out dominant were on competency and publication of vacant positions fifteen days before screening. Both came out with mean gains of 3.58 meaning moderately complied with. The over – all computed mean was 3.37 which indicates that in general all the standards under merit selection were “moderately complied with.”

On the extent of compliance by the Selection Board, dominant was on the implementation of criteria and evaluation procedures with a mean of 2.94. The over – all computed mean was 2.93 which indicates “moderate compliance” on standards on promotion.

On the extent of compliance on the drawing of appointments, what came out was considering merit and fitness as the key standard with a mean of 3.56 meaning partly complied with. The over –all computed mean was 3.33 indicative of moderate compliance on all the standards on promotion.

On the summary mean of all the concerns considered in determining staff and employees in the local government unit, dominant was on merit and selection where a mean of 3.37 was arrived at. The grand mean computed was 3.14 which indicates that in general all the standards were moderately complied with.

Conclusions

The machinery of any organization, business or otherwise is anchored on its workforce. Hence, for an agency to come out productive and gainful, it must have in its employ not only qualified but efficient and dependable workforce. In the process of determining who may qualify for positions as demanded by the organizational structure of an agency, some standards concerning recruitment, promotion, selection and appointment is a must if the right persons are to be assigned in the job. Designating the right person leads to a gainful operation which thus escapes unnecessary wastage of time, effort, and money.

As revealed in this study, all the standards considered and approved by the Local Chief Executive were moderately complied with.

The implication demands a sterner enforcement of the policies of the agency to come out better and more productive in the operations.

Recommendations

1. A more stern compliance with CS rules to escape bias and grudges in issuance of appointment.
   
   
2. Publication of the standards and criteria for the information of applicants and their readiness in presenting the requirements needed in their application.
   
   
3. A follow – up interview should also be conducted for a better assessment on the qualification of the applicants.
   
   
4. Qualifying examination should also be a basic requirement in the recruitment, selection and appointment of employees.

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