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Article
Publication date: 24 July 2020

Mushfiqur Rahman, Erhan Aydin, Mohamed Haffar and Uzoechi Nwagbara

This study aims at demonstrating how social media shape the recruitment and selection processes of individuals in developing countries. It further explores the impacts of…

Abstract

Purpose

This study aims at demonstrating how social media shape the recruitment and selection processes of individuals in developing countries. It further explores the impacts of social media on business productivity, cost efficiency, widening of search, less employee turnover and competitive advantage mediated by adopting e-recruitment processes. This research adopts social network theory to discuss the findings and highlight the new mechanisms that legitimise business manipulation in e-recruitment process by exploring the usage of social media.

Design/methodology/approach

Secondary data based on literature review is triangulated with 37 semi-structured qualitative interviews with managerial and non-managerial members of staff.

Findings

The findings show that e-recruitment has immense advantages to businesses. However, the authors also consider the dark side of social media and e-recruitment process by considering social network theory as a manipulation tool in organisations of developing countries.

Originality/value

Having adopted the social network theory, this research highlights the new mechanisms that legitimise business manipulation in e-recruitment process. Thus, it demonstrates technological advancements that reshape the dynamics of social networks and recruitment processes.

Details

Journal of Enterprise Information Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0398

Keywords

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Article
Publication date: 13 March 2009

David Yoon Kin Tong

The purpose of this paper is to examine the employed jobseekers' perceptions and behaviours of third‐party e‐recruitment technology adoption in Malaysia.

Abstract

Purpose

The purpose of this paper is to examine the employed jobseekers' perceptions and behaviours of third‐party e‐recruitment technology adoption in Malaysia.

Design/methodology/approach

Using the validated modified Technology Acceptance Model (TAM) without the attitude construct as the core research framework and identifying Perceived Privacy Risk (PPR), Performance Expectancy (PE), Application‐Specific Self‐Efficacy (ASSE), and Perceived Stress (PS) as key external variables that form the research model for the study of e‐recruitment technology adoption.

Findings

The results identify few key determinants to this technology adoption. Moreover, the weak evidence of the behavioural intention indicates that e‐recruitment has not replaced some of the conventional recruitment methods.

Practical implications

The study implies that the third party e‐recruiters' policy makers and human resources practitioners need to improve the e‐recruitment system and services to attract these “passive” talented groups of candidates for employment.

Originality/value

The paper provides an insight for human resources practitioners on the effective use of third‐party e‐recruitment service provider and the strategy to attract employed jobseekers for employment.

Details

Industrial Management & Data Systems, vol. 109 no. 2
Type: Research Article
ISSN: 0263-5577

Keywords

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Article
Publication date: 2 September 2013

Natasha Allden and Lisa Harris

The ubiquity of the social web has forced online recruitment to change dramatically. This paper introduces the first e-recruitment network business model, the Private

Abstract

Purpose

The ubiquity of the social web has forced online recruitment to change dramatically. This paper introduces the first e-recruitment network business model, the Private Talent Network© to support the practice of online talent resourcing.

Design/methodology/approach

Grounded theory was the research approach adopted, using mixed method data collection and triangulation of results. A study of six FTSE100 companies was conducted from different industries. This was an explorative study into network theories and models in context of e-recruitment.

Findings

The key outcome was the identification of a positive candidate experience. This was central to realising cost benefits and candidate quality and was influenced by nine internal and external factors. Theoretically actor network theory provided a flexible and representative framework of the online ecosystem adopted by businesses for talent resourcing.

Research limitations/implications

Limited to UK FTSE100 target group only, the research is presented as a first step in defining a structured e-recruitment business model.

Practical implications

Direct support to enable practitioners to improve or/and initiate e-recruitment initiatives and further this management discipline.

Originality/value

Drawing on actor network theory the Private Talent Network© is proposed as the first e-recruitment network business model.

Details

Journal of Business Strategy, vol. 34 no. 5
Type: Research Article
ISSN: 0275-6668

Keywords

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Article
Publication date: 27 May 2014

Anna B. Holm

Up to now, there has been little research on the impact of the external environment on recruitment practices of organizations, and in part it lags behind practice. The…

Abstract

Purpose

Up to now, there has been little research on the impact of the external environment on recruitment practices of organizations, and in part it lags behind practice. The purpose of this paper is to rectify this by studying recent changes in recruitment practices of Danish organizations and the adoption of e-recruitment from a macro organizational perspective.

Design/methodology/approach

The study employs new institutional theory as a theoretical lens in order to understand how external pressures impact upon recruitment professionals and their practices. The empirical part is based on interpretive methods and the inductive analysis of data. The data were collected from a number of sources, such as exploratory interviews, observations, web sites, and other secondary material from 2008 to 2013.

Findings

The findings indicate that recruitment practices are strongly influenced by changes stemming from functional and social pressures of the wider society, such as the labour market and the penetration of the internet into Danish society. That is reflected in the widespread use of digital HRM in general, and e-recruitment in particular. The study concludes that the recruitment field has transformed and reviewed its practices to a great extent due to the changes in how individuals search for employment and expect to be hired.

Research limitations/implications

The empirical part of this study is limited to Denmark, and its economic, social, and cultural domains, yet the research design can be applied elsewhere.

Originality/value

The paper contributes to a better understanding of HRM in context, the pressures and mechanisms for adoption of new recruitment practices, and more specifically the rationale for adopting e-recruitment practices. Additionally, it offers a novel research framework for future research on recruitment from the neoinstitutional perspective.

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Article
Publication date: 7 June 2011

Sharon Pande

This paper aims to examine the reasons for, and success of, e‐recruitment at SAT Telecom, India.

Abstract

Purpose

This paper aims to examine the reasons for, and success of, e‐recruitment at SAT Telecom, India.

Design/methodology/approach

The paper focuses on the problems that SAT Telecom was facing with its traditional recruitment methods, why it chose the SAP e‐recruitment system and some of the lessons learned.

Findings

The paper reveals that savings of around 44 percent on recruitment costs have been identified. There is now less reliance on recruitment consultants and search agents. The average time to fill vacancies has fallen from 70 to 37 days. The cost per hire has dropped.

Practical implications

The paper reports that SAT Telecom believes that it has covered the cost of its investment in e‐recruitment software in less than a year.

Social implications

The paper claims that the e‐recruitment system could help SAT Telecom to recruit a more diverse workforce.

Originality/value

The paper highlights practical steps that companies can take to ensure the success of an e‐recruitment system.

Details

Human Resource Management International Digest, vol. 19 no. 3
Type: Research Article
ISSN: 0967-0734

Keywords

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Article
Publication date: 14 January 2019

Sovanjeet Mishra and S. Pavan Kumar

The purpose of this paper is to highlight e-recruitment and training comprehensiveness as the untapped antecedents of employer branding (EB) in the relevant literature…

Abstract

Purpose

The purpose of this paper is to highlight e-recruitment and training comprehensiveness as the untapped antecedents of employer branding (EB) in the relevant literature, which might enhance the employer’s knowledge and lead to organisational development.

Design/methodology/approach

This study adopts an exploratory conceptual modelling approach based on the extant literature from 1964 to 2017 using the databases of Emerald, EBSCO, Scopus, Proquest, JSTOR and search engines such as Google Scholar to ensure the reliability of the literature.

Findings

This paper suggests that e-recruitment and training comprehensiveness might be the untapped antecedents of EB as compared to traditional recruitment and training process explored in earlier studies.

Research limitations/implications

The viewpoint can be further refined through academic conceptualisation and empirical validation.

Practical implications

This paper lays a conceptual foundation in the emerging area of EB. Ideas expressed herein can be approached by academicians.

Originality/value

Past studies have not explored e-recruitment and training comprehensiveness as the antecedents of EB. This work provides knowledge that candidly contributes to the conceptualisation of e-recruitment and training comprehensiveness. Further, this research has the potential to help academicians to understand the antecedents of EB leading to organisational development.

Details

Industrial and Commercial Training, vol. 51 no. 2
Type: Research Article
ISSN: 0019-7858

Keywords

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Article
Publication date: 29 July 2019

This paper aims to review existing literature about both e-recruitment and training comprehensiveness to find out if there was a link to perceptions of the organization…

Abstract

Purpose

This paper aims to review existing literature about both e-recruitment and training comprehensiveness to find out if there was a link to perceptions of the organization among employees. The authors felt this would lead to more positive beliefs and higher levels of employer branding (EB).

Design/methodology/approach

To test their beliefs, they analyzed literature published between 1964 and 2017. The strategy was to use the databases of Emerald, EBSCO, Scopus, ProQuest and JSTOR, and search engines like Google Scholar. They searched for key words and came up with 51 articles, 17 dealing with employer branding, 23 about e-recruitment and employer branding, and 11 about training comprehensiveness and employer branding.

Findings

The authors felt the literature review confirmed their beliefs that e-recruitment was a good way to create a more positive view of organizations, and training comprehensiveness helped to develop both employee skills and levels of commitment.

Originality/value

Very little research has previously addressed e-recruitment and training comprehensiveness as drivers of EB.

Details

Human Resource Management International Digest , vol. 27 no. 5
Type: Research Article
ISSN: 0967-0734

Keywords

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Article
Publication date: 12 October 2012

Evanthia Faliagka, Athanasios Tsakalidis and Giannis Tzimas

The purpose of this paper is to present a novel approach for recruiting and ranking job applicants in online recruitment systems, with the objective to automate applicant…

Abstract

Purpose

The purpose of this paper is to present a novel approach for recruiting and ranking job applicants in online recruitment systems, with the objective to automate applicant pre‐screening. An integrated, company‐oriented, e‐recruitment system was implemented based on the proposed scheme and its functionality was showcased and evaluated in a real‐world recruitment scenario.

Design/methodology/approach

The proposed system implements automated candidate ranking, based on objective criteria that can be extracted from the applicant's LinkedIn profile. What is more, candidate personality traits are automatically extracted from his/her social presence using linguistic analysis. The applicant's rank is derived from individual selection criteria using analytical hierarchy process (AHP), while their relative significance (weight) is controlled by the recruiter.

Findings

The proposed e‐recruitment system was deployed in a real‐world recruitment scenario, and its output was validated by expert recruiters. It was found that with the exception of senior positions that required domain experience and specific qualifications, automated pre‐screening performed consistently compared to human recruiters.

Research limitations/implications

It was found that companies can increase the efficiency of the recruitment process if they integrate an e‐recruitment system in their human resources management infrastructure that automates the candidate pre‐screening process. Interviewing and background investigation of applicants can then be limited to the top candidates identified from the system.

Originality/value

To the best of the authors’ knowledge, this is the first e‐recruitment system that supports automated extraction of candidate personality traits using linguistic analysis and ranks candidates with the AHP.

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Book part
Publication date: 8 June 2011

Aurélie Girard and Bernard Fallery

The Internet has already impacted the recruitment process. The development of Web 2.0 offers new perspectives to recruiters. Are Web 2.0 practices revealing new…

Abstract

The Internet has already impacted the recruitment process. The development of Web 2.0 offers new perspectives to recruiters. Are Web 2.0 practices revealing new e-recruitment strategies? We first connect the resource-based view (RBV) and the social network theory (SNT) respectively with Web 1.0 and Web 2.0. Then we present the results from an exploratory study conducted among recruiters in software and computing services companies. It appears that the use of Web 1.0 is generalized but insufficient. Web 2.0 is used by firms to develop employer branding and reputation and to create new relationships with potential applicants. In conclusion, we adapt Ruël et al.'s e-HRM model to obtain a global view of e-recruitment issues.

Details

Electronic HRM in Theory and Practice
Type: Book
ISBN: 978-0-85724-974-6

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Article
Publication date: 1 February 2005

David Yoon Kin Tong and C.N Sivanand

Aims to review e‐recruiters' web site platform features and tools that are designed to facilitate job seekers' job applications. Also intends to elucidate the financial…

Abstract

Purpose

Aims to review e‐recruiters' web site platform features and tools that are designed to facilitate job seekers' job applications. Also intends to elucidate the financial performance of two international and two Malaysian e‐recruiters.

Design/methodology/approach

Discusses and compares three international (Monster.com, CareerBuilder.com, and HotJobs.com) and three Malaysian (JobStreet.com, JobLinkAsia.com, and JobDB.com) e‐recruiters' backgrounds and initiatives. Presents the e‐recruiters' and online platforms, their current practices and overall strategies and financial performances.

Findings

Observes that the e‐recruiters' revenues are growing rapidly while profits are still elusive.

Originality/value

Presents an overview of e‐recruitment service providers, both international and malaysian.

Details

Employee Relations, vol. 27 no. 1
Type: Research Article
ISSN: 0142-5455

Keywords

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