CHAPTER ONE: INTRODUCTION

Introduction 

The current chapter of the research proposal seeks to produce a detailed background on the proposed topic of study: HR Managers’ Attitudes towards Hiring Graduate and Non-Graduate IT Managers. The background analysis will see the chapter shedding light and discussion while pinpointing the key concerns in hiring IT managers. Embracing the route will see the proposed study developing a problem statement and significance of the study. The chapter will further look at the purpose of the study, the research questions, and limitations. The chapter will conclude with a definition of key terms used in developing the proposal.

Background 

Several graduates are on record for pending their applications for several management schemes. However, most are worried about whether they command the necessary knowledge and experience required for the various managerial positions. According to McCracken, Currie, and Harrison (2016), the above phenomenon is seen among the applicants of job positions in the information technology (IT) field, particularly IT managers. Some are worried about whether they command the required knowledge to see their colleagues accord them the necessary attention. 

Several concerns have been raised on the eligibility of graduate and non-graduate IT managers. For instance, Hannula (2018) reports that most project managers prefer to go for graduates other than non-graduates. Some HR managers prefer diploma graduates over those with bachelors. Those preferring graduates over non-graduates argue that most graduate managers receive the necessary training: they are well-trained. Most human resource (HR) managers believe that with such training in school, the graduates will have an easy time integrating their knowledge with on-the-job learning. While confirming the same, Tomlinson (2017) argues that graduates are better placed when attending formal training lessons without demanding that they be accorded a learning mentor.  

Contrary to the above assertions, some argue that a good manager is defined by academic qualifications and experience in the managerial field. For instance, Juarez Tarraga, Santandreu Mascarell, and Marin Garcia (2019) posit that a good manager enjoys being busy and commands the necessary social skills. That is, a good manager is one who always spots challenges instead of problems. For instance, at the time of recruiting, she develops strategic approaches while at the same time motivating herself and others towards meeting the project’s objectives. While confirming the same, Park, Bae, and Hong (2019) argue that a good manager is one commanding the necessary communication and organizational skills.

Problem Statement 

There are several debates on whether IT graduates perform better than their non-graduate counterparts, especially in the managerial field. Surprisingly some hiring boards have gone as far as borrowing from such arguments and perceptions, as reflected during the hiring process. The candidates for the various managerial positions are subjected to prejudice and ultimately failing to capture the vacant posts. Nevertheless, no research has been done to tell the hiring managers’ attitudes towards those seeking managerial positions. 

The above research gap is quite eminent in the IT sector. For instance, García-Sánchez, Guerrero-Villegas, and Aguilera-Caracuel (2019) argue that the research gap has contributed towards a lack of mutual understanding on the best approach to be employed during the process of hiring IT managers. The above assertions are coming when IT departments play major roles in realizing organizational goals in the current technological global environment. Addressing the issue calls for more input from academia to bring a mutual understanding of who among the IT managers are better in terms of academic qualifications. So far, the lack of studies addressing the same has resulted in several confusion on who is better placed for the managerial positions across the IT departments. 

Research Significance

The proposed study seeks to answer several debates on whether graduates perform better than their non-graduate counterparts, especially in the managerial field. The study findings will be key in ending the prejudice faced by candidates for the various managerial positions, who in most cases ultimately fail to capture the vacant posts. Thus, the proposed study will address the already defined research gap by telling the hiring managers’ attitudes towards those seeking managerial positions. Besides, the proposed study will offer more input from academia, bringing a mutual understanding of who among the IT managers are better in terms of academic qualifications. Therefore, the study findings will confuse who is better placed for the managerial positions across the IT departments. 

Research Purpose 

The primary purpose of the proposed study entails shedding light and a comprehensive understanding of the perceptions held by HR professionals ongoing between graduate and non-graduate candidates seeking IT manager positions. Thus, the proposed study seeks to shed light on the various attitudes and preferences that such members of the appointment boards at the time of evaluating the suitability and capabilities of the IT managerial positions among the several applicants. Specifically, the study seeks to establish if such members of the employment board prefer going for non-graduate candidates or their graduate counterparts. The findings of the proposed study will shed light and educate more on the several factors that come into play when filling vacant managerial positions, where the applicants are graduates and non-graduates. 

Research Questions

Based on the detailed background information, the study seeks to respond to the following research questions: 

1. Do HR managers prefer non-graduate over graduates, or graduates over non-graduates when hiring IT managers?
2. What will be the future trends in preferences when hiring graduate and non-graduate IT managers?
3. What are the factors considered by HR managers when employing IT managers? 
4. What are some of the employability skills that HR managers are interested in when employing IT managers? 
5. What is the significant relationship between employability skills and the prospective IT manager’s level of education? 

Limitations 

Like any other study, the currently proposed study is subject to few limitations. The major limitation is the lack of in-depth discussion in developing the research background. Indeed, the background section of the study is quite limited, failing to incorporate the necessary case studies and real-life scenarios to support the problem statement. Instead, the proposed study has opted to capture the same in Chapter Two: the literature review section. 

Key Terms

The following are the key terms used in developing the research proposal:

• Academia – This is the academic world, comprising of students and faculty members. 
• Graduates – individuals who have completed a university course or training and were awarded their first academic degree. 
• HR Managers are the individuals responsible or tasked with managing the human capital of any given organization and paying attention to the implementation of relevant policies and processes.
• Non-graduates – individuals who have not completed a university course or training and are awarded their first academic degree. 
• IT Managers – an individual, is overseeing all the computing needs of a given organization. 

Conclusion 

The current chapter of the research proposal has produced a detailed background on the proposed topic of study: HR Managers’ Attitudes towards Hiring Graduate and Non-Graduate IT Managers. The background analysis has seen the chapter shedding light and discussion while pinpointing the key concerns in hiring IT managers. Embracing the route has seen the proposed study developing a problem statement and significance of the study. The chapter has further looked at the purpose of the study, the research questions, and limitations. The chapter has concluded with a definition of key terms used in developing the proposal. 

CHAPTER TWO: LITERATURE REVIEW

Introduction 

The current chapter of the proposed study seeks to develop a detailed literature review on the proposed topic of study: HR Managers’ Attitudes towards Hiring Graduate and Non-Graduate IT Managers. This will entail a review of the previously done studies in this area. Embracing the route will see the proposed study borrowing a lot from the previous and related studies in developing the current paper. Besides, the detailed literature review will see the study justifying the already defined significance of the study by confirming the research gap. The chapter will conclude with a definition of the conceptual framework and the theoretical model guiding the study. 

The Concept of Employability

The existing literature comes with several definitions of the concept of employability. While confirming the same, studies by Römgens, Scoupe, and Beausaert (2020) assert that the majority of the policymakers have embarked on a simplistic approach when embracing the concept. Employing the route is primarily based on pragmatic concerns. In this case, policymakers are compelled towards embracing simplicity when seeking solutions for the different hiring and employment challenges. 

While referring to employability, studies by Suleman (2018) talk of the capability to obtain and maintain a profession that is quite fulfilling. The above definition applies in the IT world as well, where employability entails the capability of any given individual when it comes to effectively utilizing their knowledge in undertaking the assigned roles. This extends to the use of skills, alongside attitudes that one develops within a given context. In such a case, the employability factors have been proven to be key factors that will see one self-sufficiently realize his level-best potential through sustainability in the employment world. 

Aspects of Employability

Studies by Ornellas, Falkner, and Stålbrandt (2019) stipulate that any given organization will always want to maintain employees for a particular job position, including the IT managerial posts. In the process, organizations will always go for applicants commanding proper skills for the vacant job position in question. As confirmed by Misra and Khurana (2017), the strategy is a critical move by any given organization seeking to record success alongside compelling employee performance. The underlying argument is that commanding sufficient employability skills is among the primary characteristics boosting an individual’s confidence in any given job. Besides, it offers a subsequent positive impact on organizational performance. 

Rowe and Zegwaard (2017) argue that employability skills alone are not enough in seeing that a skilled workforce enhanced the performance and productivity of any given organization. Thus, organizations are compelled towards identifying and further developing the key talents they believe are critical for the realization of their performance goals. Nevertheless, Soares et al., (2017) posit that employability tends to be a wider concept when compared to the concept of talent. However, securing any given employment position requires that applicants or candidates possess talent. Besides, organizations are compelled towards promoting different types of talents through relevant practices and systems that will facilitate the same. 

Factors Affecting Employability Skills 

Studies by Crisp and Powell (2017) have established different factors affecting employability skills. Such factors are key in seeing that one not only secures employment but 

sustains it further. Scholars have it that for the different types of employability skills, different demand types come into play, all of which are subject to change. Also, assessing the employability skills requires a broad approach, considering individual factors and personal circumstances. Also, one has to look into external factors like the prevailing demand level in the job market, 

Conceptual Framework and Theoretical Model

In terms of a conceptual framework, the proposed study asserts that HRIS, performance management, project management, decision-making skills, reliability/dependability, adaptability, leadership, and problem-solving are key employability factors considered by HR going for graduate or non-graduate IT managers. Fig 1 is a theoretical model derived from the same: