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Various scholars suggest that there is a lack of research on the recruitment in small and medium-sized enterprises (SMEs) and also a scarcity of theoretical basis for the recruitment procedures used by these companies. As the vast majority of studies concentrate on larger organizations, they may not accurately reflect the challenges faced by smaller-sized entities to profoundly and accurately comprehend their recruitment procedures. In addition, the use of technology in recruitment has grown in importance in today’s quickly evolving business environment, particularly in light of the COVID-19 pandemic footprint. This study aims to examine the recruitment procedures used by SMEs and how they have been compelled to adjust to different extents to these technological improvements by the effects of the aforementioned epidemic.

With the aim to investigate the current recruitment practices in SMEs and the extent to which digital technologies are embraced by these companies within human resources (HR) procedures, this research relied on interviews with SMEs representatives. The qualitative methods used provided access to relevant data and insights, as they allowed close interactions with top managers and CEOs of ten companies from various sectors. Thus, the research results draw a vivid and reliable image of the procedures and practices used by small and medium-sized companies to attract, select and retain their staff.

This study’s findings are of increased interest to HR professionals, recruiters and managers in SMEs, who aim to attract and retain the best talent and optimize their recruitment strategies in a rapidly changing business environment, enabled by technological advancements. Effective HR recruitment procedures adapted to the specific needs of small and medium-sized companies can lead to several benefits for the organization, including improved employee selection, reduced turnover and increased organizational productivity.

Although the interviews examined here encompass recruitment techniques from SMEs in a variety of industries, the results’ generalizability is limited by the sample size and geography. Furthermore, the findings’ dependability is dependent on the accuracy of the data provided by the respondents.

This investigation confirms some of the theoretical underpinnings which point to the lack of formalized structures and procedures in the recruitment process in SMEs, which enjoy more flexibility in managing HR processes. In addition, the results reinforce the arguments indicating an adjustment between HR strategies or policies and organizational goals in smaller enterprises which adapt faster to changes in the market. Moreover, it becomes apparent that there is a relationship between the quality of job descriptions and the successful fit in attracting the right candidates for the open positions. Furthermore, digital technologies offer opportunities for expanding the recruiters’ reach to a wider audience and also support the selection stage, thus increasing the chances of finding suitable staff. As the need to shift from traditional recruitment to e-recruitment in SMEs has been highlighted in the literature, the qualitative research revealed that this need was driven on the one hand by the COVID-19 pandemic when these companies successfully adapted and implemented new online methods of recruiting, but also by the lack of skilled labor, leading to the expansion of recruitment to other parts of the country or even to other countries.

With regard to the proportion of men and women used in small and medium-sized companies, there is a clear need to involve and train more women in the predominantly male-dominated industrial and IT sectors. From this point of view, companies tend to devote more interest to integrating communities of women in these industries, as well as in key management positions. Another point of interest that the study highlights is the fact that SMEs have started to get creative with the benefits package they propose to candidates and focus on remote work, hybrid office–home working, or seasonal work to offer future employees a better work–life balance.

The added value of this investigation is filling the gaps in the current literature concerning recruitment procedures currently used by SMEs, the challenges they face and the solutions they advanced to solve them. Furthermore, SMEs often drive innovation and competition in the market and play a crucial role in the supply chain of larger companies, providing them with the goods and services they need to operate and supporting the availability and reliability of products from larger companies. They are often the driving force behind revitalizing local economies and creating new employment opportunities. Consequently, the underlying significance of this study is rooted in the need to modernize and simultaneously improve HR recruitment procedures through the integration of technology and a focus on innovation.

This book aimed to conceptualise a construction workforce management model suitable for effectively managing workers in construction organisations. To this end, this chapter presents the conceptualised model, which consists of seven workforce management practices with their respective measurement variables. Drawing from existing theories, models, and practices, the chapter concludes that a construction organisation that will attain its strategic objectives in the current fourth industrial revolution era must be willing to promote effective recruitment and selection, compensation and benefits, performance management and appraisal, employee involvement and empowerment, training and development, as well as improving workers emotional intelligence and handling external environment pressure. These practices can promote proactiveness, participation, and improved skills and can lead to effective commitment, better quality, and flexibility within the organisation.

This study examines the adoption of information and communication technologies (ICT) for e-recruitment and its impacts on public value outcomes.

A survey was conducted with 213 public sector employees in the federal civil service using a questionnaire to test a conceptual model integrating the Technology Acceptance Model, Media Richness Theory and Public Value Theory using PLS-SEM analysis.

Results validate significant positive relationships between ICT adoption, social media use for e-recruitment and public value creation. Internet self-efficacy positively moderates public value outcomes.

While this study makes valuable contributions, avenues remain to further expand generalizability, strengthen validity and incorporate additional institutional factors in the framework.

The study provides insights to guide policies and interventions aimed at improving ICT adoption success and public value gains from e-government investments in developing countries.

The research makes key contributions by operationalizing and empirically assessing the public value impacts of e-government innovations and examining adoption issues in an understudied developing country context.

This study, based on signaling theory, examines the pre-recruitment employer branding strategy during the COVID-19 pandemic. It investigates the relationship between spontaneous word-of-mouth (WOM) recommendations for companies and prospective candidates' job application intentions. Specifically, the study explores serial mechanisms mediating the characteristics of company online career pages, including the perceived informativeness of online job advertisements (ads), candidates' preferences for its web approach to them and the company’s reputation.

Reflecting prospective candidates from students and young alumni of universities, partial least squares structural equation modeling (PLS-SEM) was employed on a sample of 737 individuals representing various fields of study from Greek universities.

The findings highlight the effectiveness of positive WOM recommendations during the initial stages of recruitment, particularly amidst COVID-19 challenges in the labor market, notably impacting young candidates. The study suggests that spontaneous WOM, originating from trustful sources, motivates job seekers to actively engage with the company’s web career channels, seeking information and favorable indications of the company’s approach toward its candidates. Positive WOM, combined with informative content and a friendly communication style, plays a critical role in shaping the company’s reputation. Consequently, this encouragement motivates individuals to start their job search efforts and consider applying for positions within the specific organization.

This research provides valuable empirical evidence in the pre-recruitment field, particularly in unforeseen crisis circumstances such as the COVID-19 pandemic. It examines how spontaneous, positive WOM from sources, like peers and alumni, significantly influences young job seekers' perceptions and preferences regarding the company’s career web channels as sources of information and signals about working conditions. The combination of positive WOM with informative content and a friendly communication style in the web approach plays a crucial role in shaping a positive company reputation. Consequently, this encourages candidates to consider applying for positions within the company.

This research contributes to pre-recruitment studies, especially amidst crises like COVID-19. It examines how positive WOM from trusted sources like peers and alma mater alumni influences young job seekers' views on the company’s career web channels. By emphasizing the importance of combining positive WOM with informative web content and a friendly communication style, the study offers insights into effective recruitment strategies. It highlights the significance of positive and spontaneous WOM in attracting young talent and its impact on job seekers' decision-making, even in uncertain conditions. Overall, it advances recruitment practices for attracting candidates.

The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less emphasis has been placed on how these digital tools will influence the management of the construction workforce. To this end, using a review of existing works, this chapter explores the fourth industrial revolution and its associated technologies that can positively impact the management of the construction workforce when implemented. Also, the possible challenges that might truncate the successful deployment of digital technologies for effective workforce management were explored. The chapter submitted that implementing workforce management-specific digital platforms and other digital technologies designed for project delivery can aid effective workforce management within construction organisations. Technologies such as cloud computing, the Internet of Things, big data analytics, robotics and automation, and artificial intelligence, among others, offer significant benefits to the effective workforce management of construction organisations. However, several challenges, such as resistance to change due to fear of job loss, cost of investment in digital tools, organisational structure and culture, must be carefully considered as they might affect the successful use of digital tools and by extension, impact the success of workforce management in the organisations.

The purpose of this paper is to test the impact of selected characteristics of jobseekers on employers’ decisions regarding potential hires (direct and probabilistic signals). The main focus of the study is to test the impact of jobseekers’ participation in selected active labour market programmes on employers’ hiring decisions for three positions: unskilled worker, skilled worker and administrative employee. Other characteristics tested include age, gender, presence of children in the household, state of health, experience of short- and long-term unemployment and indebtedness.

This study analyses data from a representative survey of employers with five or more employees in the Czech Republic. The survey was conducted in December 2020 using stratified random sampling, combining online questionnaires and personal interviews. The study includes 1,040 employers and uses the factorial survey experiment (FSE) design.

The results of the FSE suggest that the perceived positive impact of completing one of the activation programmes depends on the position for which the candidate is being recruited. While for the unskilled job category, the completion of any of the tested schemes (training, subsidised jobs or public works) had a positive effect; for the skilled job category, only the training and subsidised jobs schemes had a positive effect; and for the administrative job category, public works programme even had a negative effect.

A somewhat limiting factor in the context of this study seems to be the definitions of the positions tested (unskilled and skilled workers and administrative staff). The decision-making of the respondents was somewhat restricted by such broadly defined categories. Typically, studies with FSE designs have a focus on a specific sector of the economy, which allows for a better definition of the positions or jobs under test. The relationship between position and the impact of individual characteristics is clearly a matter for further research.

The results of the study confirm that completion of the activation programme, as well as other candidate characteristics, constitute differentiating signals for employers that influence their hiring decisions. At the same time, there is evidence that the training programme and the subsidised jobs programme are effective in terms of increasing participants’ chances of employment.

The demand side should be included in the evaluation of activation policies. The design of the FSE provides an appropriate way to test the impact of activation measures on the decision-making of employers.

This study aims to develop a measurement scale for employee aesthetic labor (AL) in hospitality from the perspectives of frontline employees of international tourist hotels and airlines.

The authors utilized both qualitative and quantitative methods to develop the AL scale. Participants were frontline employees of international tourist hotels and airlines in Taiwan. The authors’ analysis incorporated both exploratory and confirmatory factor analyses to examine the results.

A four-factor, 21-item hospitality AL scale with satisfactory validity and reliability was created. The four AL factors are appropriate voice and response, pleasant appearance, corporate aesthetic image delivery and polite and elegant demeanor.

The developed AL scale can serve as a useful tool for the hospitality industry in terms of employee recruitment and training to align with the corporation's aesthetic image and reduce the potential burden of AL on employees.

Based on dramaturgical theory, this study focuses on the AL practices that are performed during service encounters with customers. It is potentially the first AL scale to be constructed using rigorous scale development procedures.

This study aims to investigate the relationship between talent management, organizational commitment and turnover intention. The moderating role of gender and experience in relationships was explored.

A conceptual model was developed, and relationships were studied by collecting data from 392 faculty members working in higher educational institutions (HEIs) in southern India. After checking the instrument’s psychometric properties using the LISREL package of structural equation modeling, data were analyzed using Hayes’s PROCESS macros.

The results revealed that talent recruitment strategies positively predict organizational commitment and negatively predict turnover intention; organizational commitment mediates the relationship between talent management and turnover intention. Further, the results documented that experience (first moderator) and gender of faculty members (second moderator) influenced the relationship between talent management and organizational commitment and organizational commitment and turnover intention.

The outcomes of this research are helpful for the administrators of HEIs to strategize to attract and retain talented faculty to maintain sustained competitive advantage. This research also helps to understand gender differences that exist in talent management and retention and organizational commitment in HEIs.

The three-way interactions between talent management, gender and experience in influencing organizational commitment and turnover intentions is a novel idea that contributes to the talent management literature – the relationship between talent recruitment strategies and talent engagement. The implications for talent management theory and practice are discussed.

This research aims to explore whether or how organizations adopt people analytics (PA), its value and potential socio-technical factors that can enable or hinder PA projects by disrupting and reshaping human resource management. We do this by focusing on the Italian context.

We conduct a scoping review of data collected between 2018 and 2022 via Google Alerts (GA), a content change detection and notification service that is gaining popularity in scholarly research.

Our findings suggest that the diffusion of PA applications in Italy, especially those of a descriptive nature, is growing. Most of the existing PA applications are positioned in a positive technocratic light, envisioning the value of PA for both employees and organizations. The value for the latter appears to be direct, while the value for employees is realized through organizational initiatives. The findings also suggest that while enablers can vary between PA application types, the barriers, especially technological and environmental, are generic for both descriptive and predictive/prescriptive PA applications.

Theoretically, we propose a framework for analyzing PA applications, their values, enablers and barriers. Methodologically, we present and describe in detail a novel approach, drawing on GA that can be used to study PA in specific contexts. Practically, our study serves as a helpful point of reference for managers planning or implementing PA in Italy, for benchmarking PA in Italy over time and for comparative international studies.

The growth of the global labor force and business analytics has significantly impacted human resource management (HRM). Human resource (HR) analytics is an emerging field that creates value for employees and organizations. By examining the existing studies on HR analytics, the paper systematically reviews the literature to identify active research areas and establish a roadmap for future studies in HR analytics.

A portfolio of 503 articles collected from the Scopus database was reviewed. The study has adopted a Latent Dirichlet allocation (LDA) topic modeling approach to identify significant themes in the literature.

The HR analytics research domain is classified into four categories: HR functions, statistical techniques, organizational outcomes and employee characteristics. The study has also developed a framework for organizations adopting HR analytics. Linking HR with blockchain technology, explainable artificial intelligence and Metaverse are the areas identified for future researchers.

The framework will assist practitioners in identifying statistical techniques for optimizing various HR functions. The paper discovers that by implementing HR analytics, HR managers and business partners can run reports, make dashboards and visualizations and make evidence-based decision-making.

The previous studies have not applied any machine learning techniques to identify the topics in the extant literature. The paper has applied machine learning tools, making the review more robust and providing an exhaustive understanding of the domain.