www.sciedu.ca/ijba International Journal of Business Administration Vol. 4, No. 2; 2013 Published by Sciedu Press 79 ISSN 1923-4007 E-ISSN 1923-4015 Impact of Personal Recruitment on Organisational Development: A Survey of Selected Nigerian Workplace Olatunji Eniola Sule (MNIM) Department of Business and Finance, Crescent University, Abeokuta, Ogun State, Nigeria Tel: 234-80-6342-8299, 234-80-5603-7734 E-mail: olasem2005@yahoo.com Mrs. Ugoji I. Elizabeth (P.hD) Department of Secretarial Administration, Rivers State University of Science & Technology Port Harcourt, Rivers State, Nigeria Tel: 234-80-3316-7243 E-mail: bettyugoji@gmail.com Received: October 21, 2012 Accepted: February 14, 2013 Online Published: March 14, 2013 doi:10.5430/ijba.v4n2p79 URL: http://dx.doi.org/10.5430/ijba.v4n2p79 Abstract The purpose of this study is to examine the processes through which personnel are recruited into organisation and the impacts of the personnel recruitment on the organisational development. Six research questions and two hypotheses were postulated to find solutions to the problems of the study. One hundred and fifty senior personnel formed the sample size from six organisations. A self-designed instrument labeled Personnel Recruitment Process Impact Questionnaire (PEREPRIQ) containing five sections was used in the collection of data. The findings of the study revealed certain recruitment procedures adopted in organisations. It also revealed that the recruitment procedures used in the organisation influence personnel behaviour and performance to a large extent. It further established those factors militating against recruitment processes in organisations as well as its consequences on the personnel and organisational development. Based on the findings, the following recommendations were proffered that recruitment processes and procedures must be developed which all applicants must pass through; that all applicants must all be treated equally, and that what constitute qualification and merit must be well spelt out to include applicant ability to “deliver” and not just ‘paper’ qualification. Keywords: African, Recruitment, Relatively big organisations, Organisational development 1. Introduction 1.1 Background of the Study As enterprise grows in size, the tendency has been for the work of management to be subdivided, initially into such primary functions as manufacturing, selling and possibly, purchasing, but later into functional areas like accounting, marketing, finance, personnel management and so on. Work, generally, has become more specialised, therefore greater knowledge is now required by those selecting employees for jobs. Furthermore, recruitment which is the securing a supply of possible candidates for the jobs in an organisation is the first stage in the process of employment which involves determining the required number of personnel required, the kind and type of personnel needed, what kind of employment to offer (contractual or pensionable employment), determine where such personnel are available and find the means of attracting them towards the organisation before starting the process of selection. This is the most common process of recruiting in organisations but nowadays things are not done this way. For instance, just because an officer in an organisation wants a particular person employed in his/her organisation, vacancy can be created; by that there is no need to determine the kind of person needed, where such personnel are available and means of attracting them towards the organisation. However, if the African man is observed in his self-employed concern, he is very hardworking, but when he is in wage-earning (industrial or public service) employment, his attitude to work generally falls far below that of his counterparts in more advanced countries (Ahiauzu, 1999). Though historical records show that wage-earning employment was non-existent in pre-colonial Africa (Yesufu, 1962; Ananaba, 1969; Fapohunda, 1977). Working for