Social pressures and their relationship to the selection and appointment process

Abstract

This study aimed to identify social pressures and their relationship to the selection and appointment process at the Republic Bank, Tarhuna branch. A field visit revealed that the bank suffers from low performance rates and that social pressures significantly impact the selection and appointment process, resulting in the failure to place the right person in the right position, whether in leadership roles within the bank or in the recruitment process itself. The foregoing clearly identifies the problem addressed by this study.

The study adopted a descriptive methodology, deemed suitable for its nature and objectives. The study population consisted of employees working at the Republic Bank, Tarhuna branch.

The questionnaire was the data collection tool used to gather the necessary information for testing the hypotheses. Content validity was established using a content validation method. The bank's workforce consisted of approximately 60 employees, and a stratified random sample of 40 employees was selected. This means that 66% of the total workforce was represented by the questionnaires distributed. 33 questionnaires were returned (83%), while 7 questionnaires were missing (17%). The collected data was analyzed by calculating percentages, frequencies, and the degree of agreement for each item.

The study concluded that the external environment, specifically the social environment, influences the bank's workforce, which is often unqualified and lacks specialized skills. This, in turn, directly impacts the quality of services. Among the most notable findings are:

The failure to place the right person in the right position that matches their specialization and qualifications.

The study also reveals that the bank advertises job vacancies internally, rather than externally. The study revealed that those responsible for selecting candidates for administrative positions within the bank are often influenced by social pressures, and that the hiring process itself is also conducted under pressure.

The study concluded with several recommendations and suggestions, the most important of which are:

The bank should prioritize specialization and qualifications in its selection and hiring process.

The study recommends that senior management treat employees fairly and without discrimination, avoiding favoritism.

The study suggests advertising job vacancies immediately in various media outlets to attract qualified candidates.

The bank should enhance its workforce planning to ensure a balance between the number of employees and the planned workload.

Regulations and laws governing the selection and hiring process should be issued to prevent it from being influenced by social pressures.

Keeping pace with technological advancements facilitates customer transactions and enhances the bank's ability to attract new customers and generate revenue.

The study concludes that both internal and external training programs increase employee performance. The Human Resources Department is authorized to evaluate the performance and behavior of employees, and to study their personal files and whether the jobs they currently hold are in line with their qualifications, desires and job grade.