EFFECTS OF RECRUITMENT & SELECTION PRACTICES AS A COMPONENT

OF STRATEGIC HUMAN RESOURCE MANAGEMENT AND HOWS THEY

AFFECT ORGANIZATIONAL PERFORMANCE

Reaserch questions.

i. How does talent attraction as a component of strategic human resource management

affect organizational performance at GDC?
ii. Hows does external and internal sourcing as a component of strategic human resource
management affect organizational performance at GDC?
iii. How does selection practices as a component of strategic human resource management
affect organizational performance at GDC?

SECTION B: TALENT ATTRACTION

4. (A) Does talent attraction as a component of strategic human resource management affect

organizational performance at GDC

YES ( )

NO ( )

4. (B) please put a tick (√) in one of the boxes under the column EXTENT that corresponds
with your answer to each of the questions asked under the column TEST ITEMS numbered
4.1 to 4.2.

Test items Extent

Very Great moderate Very No
great extent extent small extent
extent (4) (3) extent (1)
(5) (2)

TOP MANAGEMENT SUPPORT

4.1 Extent to which does talent attraction as a
affect organizational performance at GDC?
4.2 To what extent do the following factors
affect top management in influencing
implementation on ERP systems in
NAWASSCO?

a) Integrate all functions of the

organization
b) Have better management
control
c) Enhance customer service

d) Reduce costs

e) Improve business processes

SECTION C: TRAINING

5. A)Whether Training Affects the Implementation of ERP?

YES ( )
NO ( )

B) Rating of Competencies in using Enterprise Resource Planning

Very competent ( )

Competent ( )

Fairly competent ( )

Incompetent ( )

C) Please put a tick (√) in one of the boxes under the column level of agreement on ERP
implementation in NAWASSCO that corresponds with your answer to each of the questions
asked under the column TEST ITEMS numbered 5.1 to 5.5

Test items Extent

 Strongly disagree neutral( agree Strongly
disagree (4) 3) (2) agree
(5) (1)
TRAINING
5.1 A sufficient budget has been
allocated for purposes of ERP
Training.
5.2 My competencies on the use of the
ERP have contributed to increased
Efficiency in this organization.
5.3 Lack of training attributed to poor
Performance of the ERP.
5.4 The organization does not have
competent personnel to effectively
Maintain the ERP system.
5.5 Good performance can be
attributed to adequate training on
ERP.

SECTION D: SYSTEMS SECURITY AND INFORMATION TECHNOLOGY

INFRASTRUCTURE

6. A) Problems with ERP Systems Security

YES ( )
NO ( )
Don’t know ( )

6. B) Do you Sharing of Systems Passwords within the Organization

YES ( )
NO ( )
Don’t know ( )

6. C) Have the organization Installed of Antivirus Programs in machines

YES ( )
NO ( )
Don’t know ( )

6.D)Compatibility of ERP system and Information Technology Systems

YES ( )
NO ( )
Don’t know ( )

6. E) please put a tick (√) in one of the boxes under the column level of agreement on ERP
systems security and information technology infrastructure in NAWASSCO that corresponds
with your answer to each of the questions asked under the column TEST ITEMS numbered
6.1 to 6.5

Test items Extent

Strongly disagree neutral agree Strongly
disagree (4) (3) (2) agree
(5) (1)

SYSTEMS SECURITY AND

INFORMATION TECHNOLOGY
INFRASTRUCTURE

6.1 The adequacy of the security system of

ERP in this organization is sufficient
6.2 There are no loopholes in the ERP
system security in this organization
6.3 There are issues of confidentiality to
unauthorized personnel
6.4 There are no sufficient measures
toretrieve lost data.
6.5 The cost of the system security exceeds
the monetary benefits accruing from the
system

SECTION E: PROJECT MANAGEMENT

7. A) among the following which office has ultimate control and operation of ERP

Managing Director ( )

IT Department ( )

Procurement ( )

User Department ( )

7.B). Existence of Project team in charge of ERP implementation

YES ( )
NO ( )
Don’t know ( )

7.C) Delivery of ERP Implementation as per the stipulated time

YES ( )
NO ( )
Don’t know ( )

7. On the 5-point Likert scale using a tick (√), indicate the extent to which the managing
director play in running the following roles in ERP project implementation.

Test items Extent

Very Great moderate Very No
great extent extent small extent
extent (4) (3) extent (1)
(5) (2)

PROJECT MANAGEMENT

7.1 Delegation, control of strategies in the

organization
7.2 Facilitate availability of resources
7.3 Facilitate the implementation through
 enhancingfinancial support
7.4 Facilitation of ERP

7.5 Overseeing processes & implementation or

ERP
7.6 Supports the team financially & also
materially