This study examines the influence of employee involvement in the selection methods on the performance of the Tanzania Police Force (TPF) at the Tanzania Police School, employing a Convergent Parallel Design. This design typically involved both qualitative and quantitative data collection and analysis, allowing researchers to gain a comprehensive understanding of the phenomenon under investigation. A stratified random sample of 168 employees at the Tanzania Police School in Moshi participated in the study. Qualitative data were gathered through interviews with top-level and department heads, while quantitative data were collected using structured questioning and analyzed with descriptive statistics SPSS. Thematic analysis was employed for qualitative data analysis. Ethical considerations were strictly adhered to, ensuring confidentiality and privacy. The findings highlight varying opinions among respondents, emphasizing the complexity of directly linking methods to performance outcomes. However, employee involvement is identified as crucial for effective selection methods, along with recognizing and leveraging employee expertise. Training employees in selection methods and fostering communication are also deemed essential. Additionally, emphasizing employee contributions and prioritizing the selection of qualified candidates are recommended to enhance organizational performance. These recommendations align with Human Capital Theory and Contingency Theory, suggesting that well-structured, adaptable selection methods with comprehensive employee participation can lead to a more competent and effective workforce.
References
[1]
Adebayo, A. B., & Ogunlana, S. O. (2019). The Impact of Selection Practices on Organizational Performance: Evidence from Selected Organizations in Nigeria. International Journal of Human Resource Studies, 9, 1-13.
[2]
Afriyie, E. O., Owusu-Acheampong, E., Darko, L. O., & Oduro-Nyarko, C. (2024). Job Design and Employee Involvement on SMEs Performance: The Mediating Role of Employee Motivation. Journal of Small Business Strategy, 34, 45-79. https://doi.org/10.53703/001c.94165
[3]
Ahmed, A., San Juan, J., & Concepcion, R. (2020). The Impact of Selection Processes on Organizational Effectiveness: Evidence from Developing Nations. Journal of Business and Management, 22, 1-12.
[4]
Anderson, R., & Thompson, L. (2019). Examining Best Practices in Police Selection Processes across Countries. International Journal of Police Science & Management, 21, 175-189.
[5]
Anwar, G., & Abdullah, N. N. (2021). The Impact of Human Resource Management Practice on Organizational Performance. International Journal of Engineering, Business and Management, 5, 35-47.
[6]
Bohórquez, E., Caiche, W., Benavides, V., & Benavides, A. (2022). Motivation and Job Performance: Human Capital as a Key Factor for Organizational Success. In M. I. A. Chauvin, M. Botto-Tobar, A. Díaz Cadena, & S. Montes León (Eds.), Sustainability, EnergyandCity (pp. 123-133). Springer. https://doi.org/10.1007/978-3-030-94262-5_12
[7]
Chaula, J., & Mnyawi, E. (2021). The Role of Selection Processes on the Performance of the Tanzania Police Force: A Case Study. Journal of Public Administration and Governance, 11, 24-40.
[8]
Čizmić, E., & Ahmić, A. (2021). The Influence of Talent Management on Organisational Performance in Bosnia & Herzegovina as a Developing Country. Management: Journal of Contemporary Management Issues, 26, 129-147. https://doi.org/10.30924/mjcmi.26.1.8
[9]
Gede, D. U., & Huluka, A. T. (2024). Effects of Employee Engagement on Organizational Performance: Case of Public Universities in Ethiopia. FutureBusinessJournal, 10, Article No. 3232. https://doi.org/10.1186/s43093-024-00315-7
[10]
Goyal, C., & Patwardhan, M. (2020). Strengthening Work Engagement through High-Performance Human Resource Practices. International Journal of Productivity and Performance Management, 70, 2052-2069. https://doi.org/10.1108/IJPPM-03-2020-0098
[11]
Johnson, L., Thompson, M., & Lee, V. (2021). The Role of Experienced Officers in Police Selection Methods. American Journal of Public Safety, 29, 45-60.
[12]
Johnson, S., Bailey, T., & Ramirez, J. (2019). Police Selection Processes and Performance: A Global Perspective. Policing: An International Journal, 42, 612-626.
[13]
Khan, A., Zaman, K., & Rehman, M. (2018). The Impact of Selection Processes on Organizational Effectiveness: Evidence from Developing Nations. Journal of Human Resources Management, 7, 50-56.
[14]
Kone, D., & Mwangosi, N. (2020). Assessment of Police Selection Processes in Africa: A Comparative Study. African Security Review, 29, 145-162.
[15]
Lee, C., & Martinez, R. (2019). Investigating Challenges in Police Selection Processes across Countries. Police Practice and Research, 20, 258-273.
[16]
Mambula, C., Francis, F., & Oaya, Z. (2021). Effect of Employee Involvement in Decision Making and Organization Productivity. Archives of Business Research, 9, 28-34. https://doi.org/10.14738/abr.93.9848
[17]
Memon, M. A., Salleh, R., Mirza, M. Z., Cheah, J.-H., Ting, H., Ahmad, M. S., & Tariq, A. (2020). Satisfaction Matters: The Relationships between HRM Practices, Work Engagement and Turnover Intention. International Journal of Manpower, 42, 21-50. https://doi.org/10.1108/IJM-04-2018-0127
[18]
Mensah, J. A., Boateng, P. K., & Amponsah, S. (2020). The Impact of Selection Processes on Organizational Performance: Evidence from Selected Organizations in Ghana. International Journal of Human Resource Studies, 10, 1-13.
[19]
Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, Continuance, and Normative Commitment to the Organization: An Examination of Construct Validity. Journal of Vocational Behavior, 61, 20-52. https://doi.org/10.1006/jvbe.2001.1842
[20]
Morton, S., Bandara, D., Robinson, E., & Carr, P. (2012). In the 21st Century, What Is an Acceptable response RATE? Australian and New Zealand Journal of Public Health, 35, 2201-2206. https://doi.org/10.1111/j.1753-6405.2012.00854.x
[21]
Moshi, D. (2021). The Selection Process: A Step-by-Step Guide for Managers. Human Resource Management Review, 31, Article ID: 100779.
[22]
Mrema, G., & Shoo, A. (2021). Evaluating the Selection Process of the Tanzania Police Force: A Case Study. Public Administration Quarterly, 45, 53-72.
[23]
Mwenda, K., & Otieno, P. (2021). Best Practices for Improving Police Selection Processes in East Africa. East African Journal of Public Administration, 4, 89-104.
[24]
Ndayisaba, F., Ndahimana, J., & Harerimana, V. (2019). The Impact of Selection Processes on Organizational Performance: Evidence from Selected Organizations in Rwanda. Journal of Human Resources Management, 8, 65-72.
[25]
Njoroge, K., Mwenda, L., & Wanjala, M. (2021). Police Selection Processes in East Africa: A Qualitative Study. African Journal of Criminology and Justice Studies, 12, 87-102.
[26]
Ong’anda, P., Ndiritu, G., & Waweru, N. (2018). The Impact of Selection Processes on Organizational Performance: Evidence from selected organizations in Kenya. Journal of Human Resources Management, 7, 20-26.
[27]
Sikanyika, S., & Chibomba, K. (2020). Assessing the Effect of Employee Participation on Organisational Performance: A Case Study of Lusaka. The International Journal of Multi-Disciplinary Research, 1, 18.
[28]
Smith, J., Johnson, A., & Williams, S. (2019a). Evaluating Police Selection Processes: A Global Perspective. Journal of Police Science, 14, 201-215.
[29]
Smith, J., Johnson, R., & Brown, L. (2019b). Evaluating Police Selection Processes across Countries: A Mixed-Methods Approach. International Journal of Comparative and Applied Criminal Justice, 43, 317-333.
[30]
Tumusiime, E., Ninsiima, R., & Mwiine, P. (2020). The Impact of Selection Processes on Organizational Performance: Evidence from Selected Organizations in Uganda. Journal of Human Resources Management, 9, 20-26.
[31]
Williams, R., Davis, G., & Clark, T. (2020). Technology and Police Selection Methods: A Multinational Study. International Journal of Law Enforcement, 17, 77-92.
