CHAPTER ONE

INTRODUTION
A survey carried out recently revealed that finding good employees is one of the major

business challenges entrepreneurs face when starting a business from the scratch (Ergon, 2016).

As a matter of fact, one of the business processes entrepreneurs dread most is the process of

recruiting employees.

Recruiting employees who have the specific knowledge, skills, abilities and behaviors

needed to support missions and goals enable the organization to achieve high performance, and

enhance their competitive ability. In order to be complete, organizational success depends

heavily upon the considerable imagination and initiative that is needed in developing recruitment

and retention programs (Joseph, 2017). Traditional, recruitment of officers into a vacant position

is a difficult task in terms of collection and processing of data since a lot of applicant will apply

for a particular job. In the cause of processing applicant data, this causes a lot of errors,

inaccuracy, favoritism, nepotism and unreliability, which lead to the organization’s failure of

recruiting the right caliber of persons to fill the available vacant positions.

Processing manually makes the organization to waste a lot of resources since there are

many applicant data which allow recruiting more people to handle these tasks. Entrepreneurs are

therefore often faced with fear when hiring their first employee because it is difficult to discover

a good employee.

On the other hand, most job seekers complain that it is difficult to find the right job, that is,

the one which would suit them. Job seekers resort to searching the Internet for job vacancies.

This means that job vacancy adverts would get to a large number of potential employees, which

also has its advantages and disadvantages. For the recruiters, one job vacancy may attract

thousands of job applicants. This makes the process of job recruitment tedious both to the

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recruiters and job seekers in other to find the perfect fit to the job. Most large organizations even

resort to employing the services of recruiting agencies (Rutherford, 2016). These are firms that

specialized in finding employment opportunities based on a set of criteria provided by the job

seeker. They keep record of all job vacancies and try to match it up with prospective employees.

To some extent, this system has eased up the recruitment process. This project is therefore,

aimed at solving problems related job recruitment. This project can be applied to any

organization both public and private that are virtually concerned with productivity and cost

effectiveness in managing resources.

1.1 STATEMENT OF THE PROBLEM

Currently, recruitment exercises are fraught with peril. This is partly due to several

factors, of which unemployment has the highest rate in the country. Any job advert would

definitely attract applicants. The recruiters would then go through tons of CV’S in a bid to find

qualified candidates. A good example of the problems associated with this method of recruitment

is IMMIGRATION RECRUITMENT EXCERSISE which occurred in 2014. Over six million

Nigerians left their homes to sit for a recruitment test- for four thousand vacant positions. Some

of these people lost their lives as a result of the stampede that occurred. Several sustained

injuries.

This would have been avoided if an online recruitment platform had been put in place to conduct

whatever form of screening that was required.

1.2 AIM AND OBJECTIVES

The main aim of the project work is to develop an online staff recruitment system with

notification technique. Specific objectives are as follows:

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 i. Determines the potentials of each applicant and retain the applicant whose performance

could meet the organizational goals.

ii. Establishes a better way of recruitment and means of selecting the best performed

candidate who is fit for the available vacancy.

iii. Capture data into a secure database which allow applicant data to be easily accessed

anytime.

iv. Develops a user- friendly application that will achieve these objectives

1.3 Research Methodology

new system shall be implemented and designed to eradicate the existing problems.

The method to be adopted when carrying out the new system are as follow:

i. The new system will be using UML form structural and behavioural design

of the system architecture.

ii. The design was implemented using PHP programming language due to

language cross platform.

iii. Unit and integrated system testing approaches used to test for the

effectiveness of the system.

iv. The online staff recruitment system data shall be stored into the MySQL

database for further manipulations.

1.4 Significance of the Study

employees. Moreover, the use of software in recruitment would allow job seekers to be screened

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for interviews without having to be physically present. Those who then meet up with the criteria

would be invited over.

1.5 Scope of the Study

This study covers the concept of recruiting employee/staff into any position in an organization.

The study uses Federal polytechnic Ado-Ekiti, Ekiti State as a case study. The study also covers

the aspect of filtering, sorting and arrangement of job recruitment form in date order and also

monitor the recruiting process.

1.6 Contribution to Knowledge

At the end of this project, problems associated with manual way of recruiting staff into Federal

polytechnic Ado-Ekiti shall be suspected and new method which has to be online will be taken

place. The new system shall monitor the recruiting process from the inception of staff

registration to the final interview stage. This shall also with all means secured the recruiting

process to avoid misrepresentation of data and employee record. Online recruitment process shall

therefore, responsible for notification of any successful candidate to resume work.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 The concept of recruitment

According to Costello (2016) recruitment is described as the set of activities and process

used to legally obtain a sufficient number of qualified people at the right place and time so that

the people and the organization can select each other in their non-best short- and long-term

interests. In other words, the recruitment process provides the organization with a pool of

potentially qualified job candidates from which judicious selection can be made to fill vacancies.

Successful recruitment begins with proper employment planning and forecasting. In this phase of

the staff process, an organization formulates plans to fill or eliminates future jobs openings based

on an analysis of future needs, the talent available within and outside of the organization and the

current and anticipated resources that can be expand to attract and retain such talent.

Also related to the process are the strategies an organization is prepared to employ in

order to identify and select the best candidates for it developing pool of human resources,

organization seeking recruit for base-level entry positions often require minimum qualifications

and experiences. At the middle levels, senior administrative, technical and junior executive

positions are often filled internally. The push for scarce, high quality talent often recruited from

external sources, has usually been at the senior executive levels. Most organization utilize both

mechanisms to effect recruitment to all levels. Jovanovic (2014) said recruitment is a process of

attracting a pool of high-quality applicants so as to select the best among them. For this reason,

top performing companies devoted considerable resources and energy to creating high quality

selection systems.

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 Recruitment and selection process are important practices for human resource

management and are crucial in affecting organizational success Jovanovic (2014) said,

recruitment and selection are vital functions of human management for any type of business

organization. These are terms that refers to the process of attracting and choosing candidates for

employment. The quality of the human resource of the firm has heavily depends on the effectives

of these two functions. Recruiting and selecting the wrong candidates who are not capable come

with a huge negative cost which business cannot afford. Thus, the overall aim of recruitment and

selection within the organization is to obtain the number and quality of employees that are

required to satisfy the strategic objectives of the organization at minimal cost Ofori & Artyeetey

(2011)

As explain by Opatha (2010) recruitment is the process finding and attracting suitable

qualified people to apply for job vacancies in the organization. It is a set of activities an

organization uses to attract job candidates who have needed abilities and attitudes.

Recruitment of candidates is the function proceeding the selection, which helps create a

pool of prospective employees for the organization so the management can select the right

candidates for the right job from this pool. The recruitment process is immediately followed by

the selection process i.e. the final interview and the decision making. Conveying the decision and

the appointment formalities, Wanous J.P (2009).

Due to the fact that organizations are always fortified by information technology to be

more competitive, it is natural to also consider utilizing this technology to re-organize that

traditional recruitment and selection process through proper decision techniques, with that both

the effectives and the efficiency of the process can be increased and the quality of the

recruitment and selection decision improved.

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 Additionally, recruitment is a positive process i.e. encouraging more and more employees

to apply whereas selection is a negative process as it involves rejection of the unsuitable

candidates. Recruitment also, is concerned with tapping the sources of human resources whereas

selection is concerned with selection the most suitable through various interviews and tests, and

finally, there is no contract of recruitment established in recruitment whereas selection results in

a contract of service between the employer and the selected employee.

Recruitment is the process of identifying and attracting a group of potential candidates

from within and outside the organization to evaluate for employment. Once these candidates are

identified, the process of selecting appropriate employees from employment can begin. This

means collecting, measuring and evaluating information about candidates’ qualifications for

specified positions. Organization use these practices to increase the likelihood of hiring

individuals who have the right skills and abilities to be successful in the target job, Leopold

(2012)

2.2 The Recruitment Process.

A number of recent studies have suggested that some recruitment processes are more

effective than others in terms of the value of employees recruited.

Miyake (2012) indicate that while advertising is usual for job vacancies, applicants were

sometimes recruited by word of mouth, through existing employees. Besides being cheaper, the

“grapevine” finds employees who stay longer (low voluntary turnover) and who are less likely to

be dismissed (low voluntary turnover). People recruited by word of mouth stay longer because

the have a clearer idea of what the job really involves. Miyake (2002) review five studies in

which average labor turnover of those recruited by advertising was 51 percent. The labor

turnover for spontaneous applicants was 37 percent and turnover for applicants recommended by

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existing employees was 30 percent. One hypothesis proposed to account for this was the “better

information” hypothesis. It was argued that people who were suggested by other employees were

better and more realistically informed about the job than those who applied through newspapers

and agencies. Thus, they were in a better position to assess their own suitability. Better informed

candidates are likely to have a more realistic view of the job, culture of the organization and job

prospects.

Recruiting is seen as a “positive process of generating a pool of candidates by reaching the

right audience, suitable to fill the vacancy” Leopold (2012) is the process of searching the

candidates for employment and stimulating them to apply for the jobs in the organization.

Leopold (2012) states further that the first step of recruitment is to put forward a job analysis

which is important for both the organization and the candidate is not necessary.

However, if the job is needed a job description usually consists of the job title, where the job

is located, what the key purpose of the job is, what are the main duties that the job entails and

what roles it plays in the success of the organization, is compiled.

In agreement with Leopold, Wanous (2012), highlights that the steps involved in the formal

recruitment and the selection process are often fairly standard, but there are numbers of factors to

consider along the way. Initially, the recruiting manager should draw up a job description and

person specification for the vacant role if these are not already available. The steps involved in

formal recruitment and selection process are:

Step i: - identity vacancy

Step ii: - prepare job description and person specification

Step iii: - advertising the vacancy

Step iv: - managing the response

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 Step v: - short-listing

Step vi: - arrange interviews

Step vii: - conducting interview and decision making

The recruitment and selection are the major function of the human resource department and recruitment

process is the first step towards creating the competitive strength and the recruitment strategic advantage for

the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to

arranging and conducting the interviews and requires many resources and time. Sisson (1994)

Similarly, Hall and Torrington (1998), states that a general recruitment is as follows. The

recruitment process begins with the human resources department reviewing requisitions for

recruitment from any department of the company. These contains: preparing the job description

and person specification. Locating and developing the source of required number and type of

employees (Advertising etc).

Short listing and identifying the prospective employee with required characteristics as

well as arranging the interviews with the selected candidates, conducting the interview and

decision making. The recruitment process is immediately followed by the selection process i.e.

the final interviews and the decision making, conveying and the appointment formalities.

2.3.1 Source of recruitment

Every organization has the option of choosing the candidates for its recruitment process from

two kind of sources; internal and external source the source within the organization itself (like

transfer of employees from one department to other, promotions) to fill a position are known as

the internal sources of recruitment.

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 Recruitment of candidates from all the other sources (like outsourcing agencies etc.) are

known as the external source of recruitment, Schmidt and Hunter (1998).

They further explain that external recruiting seeks to fill vacancies with current employees. It

is the most common approach, notify present employees and encourage them to apply for

positions in which they are qualified, ask present employee for referrals, often those referrals are

other current employees. According to them, internal recruitment is advantageous in a sense that

it increases morale, retain employees, attendance and work records are known, and less training

necessary. However, they say is disadvantages because it encourages lack of new ideals, may

settle for less qualified to avoid hurt feelings, and bring ripple effect creating other vacancies.

In addition, Schmidt and Hunter (2018) demonstrate also that external recruiting may be

effective in certain situations, it includes the ability to attract the most qualified individuals, a

reduction in resentment, the ability to bring in new ideals, and recruitment from minority groups

but to the contrary is calls for the need for more training, the chance of loosing current

employees to new opportunities elsewhere, and the risk of the unknown regarding the new

employee.

External recruiting resources can be used to locate, identify and attract qualified applicants,

and they include :- Newspaper adverts, specialized journals and publications, professional

organizations, educational institutions, public empowerment services, private employment

agencies, labour unions and trade associations, walk-in and mail-ins, and the internet as a new

resource, Taylor and Collins(2000) and are the present employees, unsolicited applicants,

educational and professional institutions public empowerment office, private empowerment

agencies, employees referrals, help wanted advertising walk-in, Schmidt and hunter (1998).

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 In their literature Taylor and Collins (2000) and Schmidt and hunter (1998), they agree that a

combined approach is probably the most common to make the most of the advantages of each

and further highlight the factors that influence both sources.

Factors affecting recruitment Taylor and Collins (2000) and Schmidt and Hunter (1998) from

the above, the source of recruitment and selection are through internal and external sources.

However, recruitment and selection are faced with lots of challenges.

2.3.2 Challenges of Staff Recruitment.

The practice of recruiting and selecting employees for business organizations undoubtedly suffer

some challenges due to the fact that it involves human beings. By nature, human beings are not

perfect and these imperfections, sometimes reflect in the recruitment and selection process.

i. Compensation/rewards

According to Mondy, (2018), If the compensation package of a company is inferior to those

provided by other competitors, hiring and retaining the best talent will be difficult or

impossible. He further suggested that if the safety and health records of the organization is

poor as compared to those of other competitors, it will be difficult to hire and retain the best

talents in the organization. Compensation is the monetary reward payment to an employee

for work done. This means that compensation and health and safety records of a company

are important tools use to attract and retain best talents. It also means that best talents will

not go to or stay with an organization that has low and poor compensation and health and

safety records.

ii. Technical advice

In the views of Batty J. (1974), the practice whereby some line or functional managers in

some organizations leave the entire process of engaging employees to the human resources

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 personnel is quite wrong and is in opposition to the idea behind the personnel function

namely, to advise on employee selection. As stated earlier, technically, it is the functional

manager who selects the best candidate for job opening. This is so because of the fact that

the new employee is coming to work under the departmental manager and he can not blame

anybody should in case the employee performs poorly. There is the tendency of “passing

the back” in case of employee poor performance especially where the departmental

manager was not part of the selection process.

iii. Biases

According to Poole et al., (1999), recruitment and selection processes are complex and

involve human decision making. Unfortunately, however, human information processing

capabilities are limited. Therefore, managers rely sometimes on inferences and shortcuts in

judgment, and biases become a critical issue. In their view human judgment biases can affect

the objective and quality of the selection process. According to Cascio, (1992), the lack of

preparation for interviews allows the selection decision to be biased by information or

characteristics that are not related to the performance of the job. These biases can take the

form of first impression, gender and attractiveness the degree to which the applicant matches

the stereotypes formed by the interviewer before the interview and even the amount of

silence or nonverbal cues present in the interview. The use of structured interviews may

result in the interview being dominated by the interviewer and, as a consequence, the

interviewees may feel overwhelmed and unable to perform their best.

2.3.3 The selection techniques

Organization employ a variety of selection techniques and statistical theory is used to give

credibility to techniques that attempt to measure people organization also need to consider

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reactions of applicants to selection methods and an important factor is the perception of fair

treatments Gatewood and Field (2014). The interview is the oldest and most widely used of all

the selection techniques along with application forms and letters of reference, referred to as the

classic trio.

Once applications have been received for the role, the selection process should be clear and a

time able drawn up. There are a number of methods a company can use at the selection stage.

These include identifying whether the candidates have the required skills and experience from

their application or CV face-to-face interviews, assessment centers and completion of case

studies or presentations. Many companies like to conduct initial telephone interviews to draw up

a short list of candidates, Dipboye (2012).

Furthermore, Schmidt and Hunter (2018) states a good selection requires a methodical

approach to the problem of finding the best matched person for the job selection process:

preliminary interview, selection tests, employment interview, reference and background analysis,

physical examination, job offer and empowerment contract, and the stages in selection process

include: -

Stage 1: - screening of application forms

Stage 2: - Test- intelligence, aptitude, technical, psychometric, ability, interest.

Stage 3: - selection interview

Stage 4: - selection decision

Lastly according to Digboye (1992) selection methods vary between applications and

resumes used to selected qualified applicants which both include written documents that ccan be

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used to determine if a candidate meets basic job requirements employment tests used to test job

skills, personality, or written intelligence / aptitude; they must be reliable and valid others are

personal interviews used to compare information on the application and usually allow a chance

to discuss the job face-to-face, the interviewer can ask questions, but can be applicant as well as

reference cheeks that provide additional information about the application.

2.4 IMPORTANCE OF ONLINE RECRUITMENT

a) It Ensures Transparency in The Hiring Process

A recruitment and selection policy ensures that all the procedures related to hiring and

selection are performed transparently, and all the members involved (the hiring manager,

HR, etc.) are following the recruitment process with having complete confidence over the

end-result. Moreover, being transparent also means that candidates are always informed

about the status of their application and informed if they are awarded a job.

b) It Paves the Way for Merit-Based Hires

An effective recruitment and selection policy ensures that the overall recruitment process

is being conducted in a fair and legitimate manner. It makes sure that discriminatory

behavior is avoided at any stage of the overall recruitment process – a candidate should

never be discriminated on the basis of his gender, race, age, religion, or nationality. A fair

and authentic policy allows a candidate to take legal action if they feel they’re being

discriminated against any factor. Moreover, every job application should be should be

treated in a confidential manner.

c) It Provides Consistency

A recruitment and selection process that is not consistent gives inconsistent results. Thus,

consistency is another reason for having an effective recruitment and selection policy.

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 Organizations should make sure not to set different selection criteria for each candidate

as it will then not be possible to determine the effectiveness of each individual. To

achieve consistency, a standardized process should be followed. Instead, it will be more

beneficial if organizations apply pre-determined criteria at all stages of the recruitment

process as it will eliminate the risks of bias and discrimination. Also, companies should

conduct reference checks prior to making any appointment with the candidate and should

be performed in a consistent manner.

d) It Lends Credibility to an Organization

Another reason for having a set recruitment and selection policy is to show that an

organization is credible enough for applying. Today, there are several job vacancies that

are not genuine and many candidates get trapped into the hands of fake companies.

Hence, for gaining reliability, a company should follow specific application procedures

that will make the candidates feel confident for the position they are applying.

e) It Helps Write an Appropriate Job Description

Having a good recruitment and selection policy is essential because it assists the

organization in writing an accurate job description. An appropriate job description is an

integral part of the overall recruitment process as it clearly describes what primary and

secondary tasks will be performed along with the core competencies for a particular role.

2.5 Computer-Based Learning

Computer-based learning, sometimes abbreviated to CBL, refers to the use of computers

as a key component of the educational environment. While this can refer to the use of computers

in a classroom, the term more broadly refers to a structured environment in which computers are

used for teaching purposes. The concept is generally seen as being distinct from the use of

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computers in ways where learning is at least a peripheral element of the experience (e.g.

computer games and web browsing).

Computer-Based Trainings (CBTs) are self-paced learning activities accessible via a

computer or handheld device. CBTs typically present content in a linear fashion, much like

reading an online book or manual. For this reason they are often used to teach static processes,

such as using software or completing mathematical equations. The term Computer-Based

Training is often used interchangeably with Web-based training (WBT) with the primary

difference being the delivery method. Where CBTs are typically delivered via CD-ROM, WBTs

are delivered via the Internet using a web browser. Assessing learning in a CBT usually comes in

the form of multiple choice questions, or other assessments that can be easily scored by a

computer such as drag-and-drop, radial button, simulation or other interactive means.

Assessments are easily scored and recorded via online software, providing immediate end-user

feedback and completion status. Users are often able to print completion records in the form of

certificates.

CBTs provide learning stimulus beyond traditional learning methodology from textbook,

manual, or classroom-based instruction. For example, CBTs offer user friendly solutions for

satisfying continuing education requirements. Instead of limiting staff to attending courses or

reading printing manuals, staff are able to acquire knowledge and skills through methods that are

much more conducive to individual learning preferences. For example, CBTs offer visual

learning benefits through animation or video, not typically offered by any other means.

CBTs can be a good alternative to printed learning materials since rich media, including

videos or animations, can easily be embedded to enhance the learning. Another advantage to

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CBTs are that they can be easily distributed to a wide audience at a relatively low cost once the

initial development is completed.

However, CBTs pose some learning challenges as well. Typically the creation of

effective CBTs requires enormous resources. The software for developing CBTs (such as Flash

or Adobe Director) is often more complex than a subject matter expert or teacher is able to use.

In addition, the lack of human interaction can limit both the type of content that can be presented

as well as the type of assessment that can be performed. Many learning organizations are

beginning to use smaller CBT/WBT activities as part of a broader online learning program which

may include online discussion or other interactive elements.

2.6 Technology-Enhanced Learning (TEL)

Technology enhanced learning (TEL) has the goal to provide socio-technical innovations

(also improving efficiency and cost effectiveness) for e-learning practices, regarding individuals

and organizations, independent of time, place and pace. The field of TEL therefore applies to the

support of any learning activity through technology.

Along with the terms learning technology, instructional technology, and Educational

Technology, the term is generally used to refer to the use of technology in learning in a much

broader sense than the computer-based training or Computer Aided Instruction of the 1980s. It is

also broader than the terms Online Learning or Online Education which generally refer to purely

web-based learning. In cases where mobile technologies are used, the term M-learning has

become more common. E-learning, however, also has implications beyond just the technology

and refers to the actual learning that takes place using these systems.

E-learning is naturally suited to distance learning and flexible learning, but can also be

used in conjunction with face-to-face teaching, in which case the term Blended learning is

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commonly used. E-Learning pioneer Bernard Luskin argues that the "E" must be understood to

have broad meaning if e-Learning is to be effective. Luskin says that the "e" should be

interpreted to mean exciting, energetic, enthusiastic, emotional, extended, excellent, and

educational in addition to "electronic" that is a traditional national interpretation. This broader

interpretation allows for 21st century applications and brings learning and media psychology into

the equation.

In higher education especially, the increasing tendency is to create a Virtual Learning

Environment (VLE) (which is sometimes combined with a Management Information System

(MIS) to create a Managed Learning Environment) in which all aspects of a course are handled

through a consistent user interface standard throughout the institution. A growing number of

physical universities, as well as newer online-only colleges, have begun to offer a select set of

academic degree and certificate programs via the Internet at a wide range of levels and in a wide

range of disciplines. While some programs require staff to attend some campus classes or

orientations, many are delivered completely online. In addition, several universities offer online

staff support services, such as online advising and registration, e-counseling, online textbook

purchase, staff governments and staff newspapers.

E-Learning can also refer to educational web sites such as those offering learning

scenarios, worksheets and interactive exercises for children. The term is also used extensively in

the business sector where it generally refers to cost-effective online training.

2.7 Computer Aided Learning Versus Traditional Education

When a case is presented in a book, all the learning material is presented linearly,

frequently together with a subsequent solution to the case. Often the book begins from an already

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given topic. This principle is also frequently used in lectures: usually the staff gets the solution

without any interaction with the teacher or content.

Traditional book and lecture teaching represents a one-way communication with the staff.

Neither of these resources often stimulates the staff. This implies that there is limited possibility

for interaction with the resources. CAL, on the other hand, stimulates the staff to interactive

learning by providing the possibility for interaction with the media, at a personally chosen level.

For instance, many of the programs often demand that the staff ask for relevant information

about the current situation in order to be able to continue. CAL also provides the staff with the

opportunity to go through the material at his own pace and repeat chosen parts, without

involving a teacher or other staff. CAL is especially valuable when the program contains

possibilities of direct contact with on-site teachers.

Staff want to achieve as good assessments and grades as possible. Because of this, staff

are usually strategic and use different kinds of learning approaches to different courses, often in

sophisticated ways. One important factor is the design of the exam. Depending on the

examination form, staff employ different learning styles (Hendricson, 2017). Additionally, when

the time for examination is approaching, staff often pass from a deeper understanding of the

content to a pure memorizing mode (Fairclough, 2015). Staff learning strategies are often

content-dependent (Laurillard, 2019). There is sometimes a strong correlation between the

quantity of necessary activity and the quality of learning. The more that is demanded from staff,

the more likely they will adapt a superficial learning style (Chambers, 2012). In a study done on

Nordic dental faculties, many staff (54%–77%) thought they had little time available for

studying. The staff also considered that the teachers had deficient teaching skills. Many staff felt

that teaching was a second priority for the teachers (Widstrom, 2010). One reason for negative

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staff attitudes is that sometimes the teaching staff in universities have had limited pedagogic

education. Staff usually wish for more factual and concrete information, a more structured

curriculum and organized conditions (Hendricson, 2007). In other words, things should not be

left to chance. One of the most popular learning resources is teacher handouts (Hendricson,

2007). Even small changes in how the information is presented can lead to major alterations in

learning outcomes (Maclachan, 2006).

Research results show that if an image is initially blurry, and then becomes clear, it is

remembered much better than if it is presented clearly for the same amount of time. This could

mean that if an image were to be drawn instead of being instantly presented, learners might

remember it better. It has also been shown that learners have an ability to remember animations

well (Maclachan, 2016). Interactive multimedia software engages staff in decision-making and

multi-sensory learning. When all senses are stimulated, learning will be most effective and the

staff more interested.

It has even been shown that if the computer grants the staff an award (e.g. in form of an

animated writing of his name), the staff will try to perform better (Maclachan, 2016).

A computer can, in a very realistic way, simulate real problems. To be able to go farther

in a simulation program, the staff has to ask for relevant information about the case. This

demands that the staff be attentive and concentrate, which provides conditions for good learning

(Maclachan, 2016). Staff willingly use sophisticated instruments for learning (Plasschaert, 2015).

In addition, if they participate in the development of the software, they will become more

motivated to use it. Software that is developed by the faculty contains structured, actual and

concrete information and is more likely to contain exam-relevant material. Since staff adapt a

learning style which favours the exam results when practicing cases, they will be more motivated

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to use this software. The software is designed in a way that forces the staff to think and

concentrate toward the faculty learning objectives, thus stimulating deeper thinking.

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 CHAPTER THREE

SYSTEM ANALYSIS AND DESIGN

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