1. CHAPTER 1: INTRODUCTION

1.1 Introduction

IT managers play an integral role in addressing the information technology issues and needs of an organization (Fizel D’itri, 2019). IT managers are hired based on a wide range of factors, including skills, education and experience. However, there have been new trends in hiring IT managers and other professionals. This trend is exclusively based on the existing opinions and attitudes towards the educational qualifications of the potential candidates. There are those HR managers who form the opinion that IT managers who are highly educated possess more superior abilities than those with lower levels of education (Clegg, 2017). Other HR managers propose that abilities and skills are not directly correlated to educational prowess, but rather on the individuals themselves. This has remained a contentious issue in HR management discussions across different industrial sectors. 

1.2 Statement of the Problem

The debate regarding whether graduates are better than non-graduates and vice versa has been ongoing for quite a while. Many arguments have been performed. No mutual understanding has been formed, including in the field of academia (Naros, 2018). This has contributed to lack of understanding and inability to pinpoint which approach is more beneficial when hiring potential IT managers (Clegg, 2017). Given the high level of importance of IT departments in organizations, it is not a light issue to ignore the fact there is no mutual understanding when it comes to making hiring and placement decisions in reference to the level of education a candidate possesses. There is specifically more need for support from academia to ensure there is a mutual understanding on whether non-graduates or graduates are better when it comes to hiring. Additionally, it is critical to know the real preference in practical settings.

1.3 Research Purpose

The main purpose of this research is to advance an understanding of what real HR managers think when it comes to choosing between graduate and non-graduate applications during hiring. It aims to under HR managers’ attitudes and preferences when evaluating job suitability and capabilities among different candidates. It specifically aims to answer whether they prefer non-graduate candidates or their graduate counterparts. This will help expand an understanding of what actually happens in reality when choosing between non-graduate and graduate applicants.  

1.4 Research Questions

This research aims to answer the following questions: 

1. Do HR managers prefer non-graduate over graduates when hiring IT managers?
2. Do HR managers prefer graduates over non-graduates when hiring IT managers?
3. What will be the future trends in preferences when hiring graduate and non-graduate IT managers?

1.5 Limitations

The sample size may be too small to accurately predict the overall population. This research targets to understand the attitudes and opinions of an entire country’s population. This may not be accurately achieved from a sample of 20 people. The responses given by the participants are not controlled. They may not be an accurate representation of their true attitudes and opinions. Finally, there is a potential for bias and personal interests during data collection, analysis and interpretation. 

1.6 Delimitations

This research targets a population of highly qualified and experienced individuals in the field of HR and IT management. Their opinions and feelings are highly accurate in regards to the targeted population. The research has a clearly stated question, which is to determine whether the HR managers prefer graduate over non-graduates, or vice-versa when hiring IT professionals. This helps expand and understand potential confusions that might occur among HR professionals and aspiring IT professionals who want to establish their careers. 

1.7 Assumptions

• The research makes the following assumptions;
• The participants will be honest and candid when answering the interview questions
• The inclusion criteria for the sample are appropriate
• The participants are well conversant with the topics related to the questions asked 
• Participants have sincere interests in participating in this research. 

2. CHAPTER 2: LITERATURE REVIEW

2.1 Introduction

HR managers’ attitudes towards hiring graduate and non-graduate IT managers is a topic that has been accorded literary research attention. Researchers from different academic circles have developed both consensus and contrary opinions about the topic. This section outlines an in-depth literature review for the topic. The theoretical framework in this section is centred on presenting the literary overview on HR managers’ attitude in hiring graduate and non-graduate IT managers. An in-depth literary synthesis on the advantages and disadvantages of hiring nongraduate IT managers and the advantages of hiring graduate IT managers is presented in this section. Equally, the literacy opinion of authors on future trends in hiring IT managers has also been captured in this section. Finally, a summative evaluation of the literary researchers has also been embedded in this section.

2.2 Review of relevant studies and theory

2.2.1 Overview of HR managers attitude in hiring graduate and non-Graduate IT managers

Managers consider their attitudes as the leading factor in employees’ recruitment process (Zappella, 2015). The managers might consider hiring talented or skilled people based on the attitude. According to Clegg (2017) employers makes decisions of hiring and retaining employees based on so many factors such as the good or negative past experiences and the availability or either skilled or unskilled human resource. Ju (2012) perceives employment as integration of factors that can include hiring skilled or unskilled, disabled or not disabled, the graduates or the non-graduates. Depending on the hiring managers’ attitudes, some might hire and employ non-graduates (Fulgence, 2015). Human resource managers always replicate the same practices by considering their recruitment and retaining of either graduate or non-graduate’s IT managers. 

2.2.2 Advantages of hiring non-graduate to be IT managers

There are many advantages of hiring non-graduates to be IT managers. Ju (2012) argued that finding a talented employee who can perform maximum in a company is stressful, but the non-graduates are able to work hard and align their skills with the right skill when performing with values that are according to the company’s principles and culture. However, Naroș (2018) stated that many hiring managers do not like to hire non-graduates because of the fear that they can perform poorly as managers. The same feeling is shared by the human source managers when hiring IT Managers. Additionally, research studies indicate that many employers say that having a college degree is not a guarantee that the candidate will perform better at the job than someone without a degree (Fulgence, 2015). For example, there are many non-graduates’ workers who excelled in different ventures more than the graduates in business management, and some of them are well-known IT managers such as Bill Gates, the owner of Microsoft, and Michael Dell, who innovated Del computers (Paula, 2018). Rachel (2021) asserted that employers have the feeling that the productivity levels of the graduate and the non-graduate are almost the same. She also added that there are the same retention rates of those employees having the degree and those without. Paula (2018) added that even though the benefits of having a degree might be unparalleled with those without it, an employee having a degree is not a guarantee of their success or innovativeness, but it serves as an improvement opportunity. Equally, Francis (2019) indicated that inexperienced employees are more open to training at a lower cost than employees with degrees. 

2.2.3 Disadvantages of hiring non-graduates as IT managers

  Despite the numerous advantages of hiring non-graduate employees to be IT managers, they pose some disadvantages also. Research studies indicate that hiring non-graduates may lead to poor performance since the employer might lack the basic skills of doing the task (Hirasawa, 2016). Francis (2019) added that inexperienced employees’ hiring increases the chances of poor performance because they are likely to be unstable in performing the task. Nevertheless, Vickram (2017) noted that hiring unskilled workers may negatively impact quality because the undergraduates may lack some of the skills and knowledge of performing key tasks. Lisa (2017) indicated that the training cost of non-graduates in making them become better qualified for the job needs an extra investment to the organization, and that might be costly. Other researchers see the cost of training non-graduate workers might be high as they might not be willing to new concepts of doing the job (Lisa, 2017). They are perceived to be more inclined on their old ways of doing things. When it comes to compensation and remunerations of non-graduates, human resource managers feel that non-graduates are expensive to hire since most demand high salaries than their qualifications and performances. 

2.2.4 Advantages of hiring graduates as Information Technology managers

Human resource managers place some high expectations on the graduates they consider for employment (Tóth-Téglás et al., 2016). Graduates are believed to be competent and have the right skills in their respective professions (Hirasawa, 2016). Competency is believed to be related to workforce proficiency which most employers consider enhancing performance (Pang et al., 2019). With the high demand for skilled labor, which is found in graduates, there is a greater salary disparity that emerges between the low-skilled and highly skilled employees (Tóth-Téglás et al., 2016). Research studies indicate that the cost of hiring graduates in various professions is currently high based on their competency, skills, and level of performance (Pang et al., 2019). However, graduates are believed to be affordable by the fact that they charge lower salaries based on their qualifications (Ridzwan et al., 2017). Also, Hirasawa (2016) indicated that graduates assure of the return of investment if properly managed, and thus they are to be considered beneficial and affordable to hire. Naroș (2018) Training of graduates is less costly than non-graduates since they are ready to shape as they have acquired a wide range of skills and competencies. Ridzwan et al. (2017) reaffirmed that the cost of training graduates o specifically fit into the organization is easy, consumes less time, and thus reduces the cost incurred in the training process. 

Graduates are highly agile and ready to accept changes while innovating new strategies and products to help steer the company forward (Hirasawa, 2016). Other researchers also found that graduates possess a wide range of knowledge and skills that can support innovation (Naroș, 2018). All these benefits are what human resource specialist considers when hiring employees such as IT Managers. 

2.2.5 Future trend in hiring new IT managers.

Various methods are being applied in the recruitment of employees such as the IT managers. They determine the trends, whether it is internal and external recruitment. The job posting is a common method of selecting and hiring qualified applicants within the organization (Maryrna, 2008). Similarly, SHRM Foundations (n.d.) explains that job posting involves recruitment and selection of employees in an organization conducted in a systematic and thorough process. Wang and Seifert (2017) added that the human resource managers post HR bulletin memos, adverts, and newsletters. The other trend that is currently applied within the organization is employee referral recruitment. Research studies indicate that the commonly used method of recruitment is employee referrals and has a workout to be the best practice in hiring workers (Maryrna, 2008). Again, employees value the reputation, which makes them refer to those who are exceptional in performance. Wang and Seifert (2017) argued that some managers believe that employee referrals are one of the best methods of hiring top performers. 

With the technology comes the internet or online recruitment, which is extensively being adopted. Organizations use their websites to recruit prospective managers or junior employees that qualify for the job vacancy. SHRM Foundations (n.d.) indicated that a website recruitment method is an inexpensive means of conveying recruitment information and can reach a wider audience. 

2.3 Summary

In conclusion, the similarity and diversity in authors’ opinion on the topic present a clear picture of the attitudes of HR managers towards hiring graduate and non-Graduate IT managers present. Just as Zappala, (2015) puts it, a high number of HR managers consider their attitudes as an important aspect of determining weathers they will hire potential employees or not. In most instances, the decision that is pegged on the managers’ attitudes is centred on whether the IT managers are trained or not. From the research synthesis, it is evident there is a balance in the merits of hiring non-graduate IT managers and the demerits of hiring IT managers. Francis (2019 in accord with Fulgence (2015) acknowledges some of the top multinational organizations today are headed by non-graduates which justifies their competence. In rebuttal to Fulgence (2018) and Francis (2019), (Lisa, 2017) posits that non-graduate IT managers are unskilled which makes them incompetent. The literary Synthesis equally justifies that a high number of IT managers prefer graduate IT managers best on their agility in service delivery. Finally, clear from the literature review that that future trends in hiring of IT managers will be based on different strategies that best serve the attitudes of different HR managers.

3. CHAPTER 3: METHODOLOGY

3.1 Introduction

This section outlines the techniques and approaches undertaken to collect, analyze and report during the research. It outlines the research design, defining a succinct and logical plan to address the established research questions. It explains the type of research method used, the potential benefits and drawbacks of the method and other issues associated with sampling. The section delves further into sampling, outlining the characteristics of the population selected and the techniques applied to sample the participants. The section will also mention the researcher’s position in relation to the participants and the research topic at large. Researcher’s relationship with the participant, interests, assumptions and potential biases are outlined. Finally, the procedures used to collect data, including a detailed description of the sources of data and the methodology that will be used to collect them are presented. Standards of quality observed during the data collection, analysis and interpretation stages are also outlined under this section. 

3.2 Research Design

This research will use the qualitative research design. This is a research design where the data collected and analysed is non-numerical (Silerma, 2020). Data may include text, video or audio. The data is used to understand participant concepts, opinions or experiences in relation to the topic presented. Qualitative research was selected because it allows researchers to elicit more deep insights into exploring the research topic (Henrick et al., 2020). Unlike the quantitative variant, qualitative research allows the researcher to observe and track changing attitudes within the sample group. It is not bound by the limitations seen in quantitative research such as definitive type of data and abstract forms of responses (Henrick et al., 2020). In case responses do not fit to the expectations of the researcher, then the information is equally useful since it adds context and explains the critical determinants that are not revealed within the targeted dataset. Additionally, qualitative research offers great flexibility (Pathak et al., 2013). Researchers can easily improvise questions and change the setting or any other variable to improve the quality of the responses given. 

While the qualitative research design offers several benefits in regards to this research, there are potential limitations that are worth exploring. Research on the reliability of qualitative research provides mixed and pessimistic results in regards to the quality and admissibility of the data generated into scientific research (Pathak et al., 2013). The potential and high likelihood for sample bias has been widely explored. Individuals tasked with finding the views of the respondents may be influenced by consciously and unconsciously formed opinions that tend to favour the anticipated outcomes (Henrick et al., 2020). The data generated from qualitative research are varied and widely unstructured, a phenomenon that makes it less useful in many researches. 

3.3 Population and Sample

The population targeted by this research consists of human resource professionals and managers across various sectors. These include manufacturing, agricultural and service sectors. The other targeted population is IT students and potential IT managers who are targeting to work in the aforementioned sectors. The sample population, on the other hand, will consist of HR managers from different organizations in the United States. The HR managers will be from organizations situated within the three sectors mentioned above. The population should consist of males and females aged from 30 to 55 years. These are people who have great experience to form succinct and credible opinions and attitudes towards hiring graduate and non-graduate IT managers. They have the professional acumen to critically analyze situations and support their arguments. 

The sample population will consist of HR managers who have a level of experience of more than five years. They must have a considerable experience in IT-related hiring to be accorded. The educational level of the managers will be mixed; graduates and non-graduates. At least 20 participants will be targeted. No random sampling techniques will be used. This is because random sampling requires a lot of time to gather the full list of the specific population targeted (Marshal, 2016). Additionally, the capital required to retrieve and contact the list of the specified population before random sampling is done is significant (Marshal, 2016).  

3.4 Researcher’s Position and Sample

The behaviour and attitude of the researcher are critical for determining the success and overall quality of the research conducted. The researcher therefore, has an important position when it comes to how they relate with the participants. Researchers’ duties include ensuring that the methodologies selected perfectly align with the research goals and objectives. As such, this research will ensure that the data collection, analysis and interpretation methodologies applied perfectly help to answer the specific research questions outlined. 

The position of the researchers in this project is based on the fact that I am bound up in the research itself. I am incapable of having formed opinion or presenting anything other than a partial or subjective account. These include a personal judgment that define the topic of the study, the methodologies apply and the analysis and presentation of the research results. For this research, there is no preformed relationship with the participants. Participants will be individuals selected from LinkedIn, a professional social media site where professionals showcase their abilities and expertise in different fields. These are people that are not known to me personally. Interactions will thus be on a professional level. The interests in this research are strictly professional. I am interested in expanding my knowledge and understanding over the role of education level during hiring and placement of IT managers. Personal interests in this study are exclusively based on presenting academic evidence. Utmost integrity during data collection, analysis and interpretation will be employed. 

However, it is critical to understand that personal interests can sometimes derail the objective of the research, thus undermining its overall quality. I understand the conflict of interest is a real issue in contemporary research projects. In addition to personal interests, commercial interests can sometimes influence the outcomes of research (Diels et al., 2011). This is mainly prevalent in medical research projects. 

For this research, there is no potential conflict of interest that has been widely known to me. However, there are factors that might cause actual conflicts of interest to occur. For instance, involving another third party in the research could introduce a conflict of interest. I will implement effective strategies to manage potential conflicts of interest. I will try as much as I can to fund the project using my own resources to avoid manipulation and interference from financiers. Additionally, a comprehensive research and data collection guideline will be established beforehand to ensure that the research does not derail from the primary form due to conflict of interests. 

In addition to interests, there is potential for bias. To eliminate bias, multiple people will be incorporated during analysis to code the data and review them. Participants will be asked to review the results of the data and the interpretations made to ensure they align with their original views and attitudes. Any discrepancies will be noted and corrected. 

3.5 Procedures

Data will be collected using questionnaires with open-ended questions. Potential participants will be selected from LinkedIn using the selection criteria mentioned under the sampling section. A list of 20 participants will be selected and contacted using both phone contacts and emails. They will be asked whether they are willing to participate in an online interview. The purpose of the research will be explained to them and data privacy and confidentiality management practices presented to them. They will then be asked to consent to the research either by replying to the email acknowledging their consent. A questionnaire with open-ended questions will be created using Google Forms and sent to the participants via email. The participants will be given up to two weeks to respond to the questions and send their responses back. The responses will then be analysed and reported generated. The following open-ended questions will be used to create the questionnaires:

1. What do you think are the advantages of hiring a non-graduate IT manager?
2. What do you think might be the potential disadvantages of hiring graduate IT managers?
3. What do you think are the advantages of hiring a graduate IT manager?
4. What do you think might be the potential disadvantages of hiring graduate IT managers?
5. Do you think graduate IT managers are better than their non-graduate counterparts? If yes/no explain why. 
6. What do you think are the future trends of hiring IT managers in terms of education level? Will be about education or skills? Please expound more.