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There is reason to believe that an ethically minded approach to hiring and the development of an ethical context should be associated with incremental decreases in employees’ perceptions of ethical conflict. It is also likely that the selection of ethical employees, and the reduced ethical conflict that follows, are positively related to employees’ positive work attitudes. The purpose of this paper is to test these relationships.

Using a self-report questionnaire, information was collected from 187 employees working for a medium-sized financial services organization with offices located primarily in the Midwestern USA.

Results of structural equation modeling indicated that employees’ perceptions of ethics-related selection were negatively related to perceived ethical conflict, and that reduced ethical conflict and enhanced ethics-related selection were associated with an increased positive work attitude, which was comprised of job satisfaction, an intention to stay, and organizational commitment.

The results cannot prove causal association between the constructs, and the use of one focal firm limits generalizability.

Organizational leaders and HR professionals should develop ethics-based hiring practices to reduce ethical conflict and strengthen a company's ethical context.

This investigation is relevant because strong relationships among ethics-related hiring, ethical conflict, and positive work attitudes would suggest that companies must use ethical selection criteria and maintain an ethical culture/climate that meets or exceeds employees’ expectations about ethics. Furthermore, this study adds to the relatively few published works exploring the relationship between ethical conflict and work attitudes.

The strength-based approach is promulgated as a management practice that improves individual productivity and performance. This study's purpose is to explore the prospective applicability of the strengths-based approach to managing and developing employees in small businesses. The study focuses on four domains of practice: selection, training, performance evaluation and task assignment.

The study employed semi-structured, face-to-face interviews to obtain data. The units of analysis were managers and employees of small businesses. Eleven managers and 19 employees were interviewed. Data analysis involved thematic analysis with the NVivo 12 software program.

First, the small businesses used a strengths-based approach for employee selection during employees' temporary status of employment and in employee task assignment. However, managers did not employ a strengths-based approach to employee selection during selection interviews, training or performance evaluations. Second, the managers perceived strengths identification as a difficult task. Based on personal observations, they perceived employees' positive character traits, job-related skills and work-related efficiency as employee strengths.

This study informs managers about a potential alternative to the traditional weakness-based management practice. The findings and conceptual arguments suggest that a strengths-based approach can provide a cost-effective alternative to the resource-intensive approaches commonly employed to enhance employee productivity and performance.

The study provides the first empirical evidence on the prospective applicability of the strengths-based approach to small businesses and explores conceptually the suitability of the said approach to this context.

The social media (SM) engagement framework consists of dimensions of employee privacy expectations and organizations' social media orientation. Further, the social media privacy orientation model provides better understanding of complexities of selection and retention created by the social media landscape.

Organizations are increasingly seeking talent to support burgeoning social media strategies. Qualified employees may be expected to have related professional experience and an active personal social media presence. In contrast to this evolving demand, prevailing guidelines suggest applicants minimize their social media activity altogether. These restrictive guidelines may be better suited for organizations that prefer or require high levels of discretion on social media given the differing engagement expectations across firms and among individuals.

How the congruence between an employee's expectations of privacy on SM and the organization's expectation of employees' SM usage affects applicant attraction to organizations and employee retention is outlined. Propositions are offered to foster research in this area.

Social media congruence is an important consideration for human resource (HR) policies and associated training.

Public policies toward the use of social media in recruitment and privacy should consider social media congruence.

The model advanced in the paper provides organizations and applicants with a stronger understanding of the complexities surrounding the use of SM in selection and retention decisions.

The peer review history for this article is available at: https://publons.com/publon/10.1108/OIR-05-2021-0260

The purpose of this paper is to establish the impact of human resource (HR) practices on organizational performance and moderating effect of Islamic principles on the impact in Pakistani business organizations. It aims at finding efficacy of HR practices as well as the role of Islamic teachings in business.

Five broad categories of HR practices: selection, training, compensation, performance appraisal and employee participation, have been taken as independent variables and their impact has been assessed on organizational performance: dependent variable, keeping the application of the Islamic principles as moderating variable. Data were collected from employees of mobile telecommunication service providers operating in Pakistan through a questionnaire based on a 5-point Likert scale and then analyzed in SPSS.

HR practices, including selection, training, compensation, performance appraisal and employee participation, have been found to be significantly and positively related to organizational performance. Moderation by the application of Islamic principles was observed to be positive. Its magnitude generally displayed decreasing trend with an increase in level of application.

Measurement of Islamic work ethics and organizational performance has been unidirectional, gauged only on the basis of employees’ judgment. Inclusion of organizational and market data in future studies will add to the value of the outcome. Understudy business organizations grudgingly provided required information, in spite of personal connections and liaison, because of their organizational policies, commitments and limited concern with the research. Lists of employees were not shared with the researchers, which left only the option of convenient sampling. More reliable sampling techniques are recommended for future research on the subject. Moreover, the sampling frame was limited to the province of Punjab because of shortage of resources. Future research on the subject is suggested to have a broader base, including organizations interested to participate in the exercise of research.

Outcome of the study will provide useful guidelines to the business organizations by clarifying whether business is a religion-neutral affair or not. It is also expected to provide a line of thought for self-assessment and improvement. The concept of maximization of profit for a business organization can be evolved to a win–win arrangement by the maximization of benefit for all stakeholders. This is a logical and certain outcome once a business organization takes care of its employees, society, environment and, definitely, its shareholders.

A few studies exist on human resource management in Islamic as well as Pakistani context; however, the role of the religion and its contribution toward organizational performance has not been amply crystallized. This is just an endeavor in hitherto less frequented direction.

The existing literature on the recruitment and selection process in Sub-Saharan African (SSA) context has not sufficiently revealed inherent challenges. The purpose of this paper is to examine managers’ perceptions of employee resourcing in Nigeria.

This paper uses qualitative data which were generated from the semi-structured interviews of 61 managers across the six geo-political zones of Nigeria.

The paper finds that in addition to the Federal Character Principle and the Quota System Policy, favouritism, ethnicity, age and gender discrimination, as well as corruption significantly inhibit the recruitment and selection process in Nigeria. Consequently, the ability to hire the best workers to improve competitiveness is also inadvertently hampered.

The paper shows that the institutional and cultural variations in SSA require a nuanced approach in the recruitment and selection process in order to enhance organisational competitiveness.

The institutional and cultural variations in SSA require a nuanced approach in the recruitment and selection process in order to enhanced organisational competitiveness.

Reviews contemporary thinking on recruitment and selection in organisations. Draws upon data from a 1992 and a 1995 survey to explore the nature of current recruitment and selection practices in Ireland with particular reference to managerial jobs. Policy decisions on recruitment are examined, recruitment methods are reviewed, and the influence of ownership, size, unionisation and sector on the methods chosen is presented. Selection techniques employed are identified and the situations in which they are most likely to be utilised are highlighted.

Management literature discusses that the behavioral traits of employees can play an important role in the success of total quality management (TQM). However, little empirical research exists in this regard. Using an international dataset, the present study investigates: the impact of quality management practices on plant competitiveness; and the moderating effect of an employee selection process on the relationship between quality management practices and plant competitiveness. Results show that quality management practices positively impact plant competitiveness. Furthermore, the behavioral traits of employees seem to have a significant impact on the effectiveness of quality management practices. This implies that managers should pay close attention to prospective employees’ behavioral traits and their fit with the TQM philosophy. Managers should not limit their attention to potential employees’ technical skills.

The aim of this study was to examine the effects of employee race on the validity of commonly used selection procedures over three time periods after hire.

Data on employee race, cognitive ability, psychomotor ability, and previous work experience, as well as objective measures of performance, were collected from 932 sewing machine operators in the USA. Performance data were collected over three time periods (nine months total) after hire.

Race moderated the validity of cognitive ability in predicting performance for all three time periods. Race did not significantly moderate the validity of psychomotor ability or previous work experience in predicting performance.

This research is limited by the fact that only non‐complex jobs, and only women, were included in the study. Future research should attempt to replicate these results with a wider variety of jobs, as well as with the inclusion of men in their samples.

To ensure fairness, managers should examine effects of employee race on selection procedure validity when feasible.

Employers have a moral as well as a legal obligation to ensure the fairness of their employee selection procedures. They should ensure that all of their selection procedures are free from differential validity based upon race, as well as other demographic variables (gender, age, disability, etc.).

This is the first study to examine effects of race on selection procedure validity over an extended period of time.

The purpose of this paper is to present a concise overview of available research work on Islamic principles related to human resource management (HRM).

With the purpose in view, an effort was made to collect books, journal articles and research papers. The selected works cover the period from 2003 to 2014. The reason behind selection of this period is the fact that during this time, an increased emphasis on religion, particularly Islam, has been felt the world over. The ideas and inferences out of those works have been compiled in a concise and ordered form. Compilation of ideas has been thematically arranged on the basis of different areas of HRM which led to the findings of the study.

Business organizations in Islamic countries or those being managed by the Muslims generally claim to follow Islamic management principles. However, practical adherence to these principles varies in various shades depending on national and organizational culture. The reviewed literature covers the theory of HRM and identifies the Islamic principles related to it. Mostly, the researchers have elaborated the Islamic guidelines related to HRM; however, a few have also ventured to find out practical application of Islamic principles and their efficacy.

Books and articles included in this review do not present wholesome picture. Although random selection from various authors and journals neutralizes the limitation to some extent, a more comprehensive review may improve the findings.

Religion has proven to be a driving force in the display of human commitment and devotion in various forms of competitions including war. Identification of the role of religion in business can open new vistas in HRM. The glimpses of the role of Islam in business, especially HRM, included in this review can have far reaching impact.

The purpose of this paper is to adopt the convergence-divergence perspective to examine the extent of similarities and differences in human resource management practices between multinational enterprise subsidiaries and local firms in Ghana.

This paper draws from multiple case study evidence using in-depth face-to-face interviews and document analysis. The data were analyzed in four stages using both thematic analysis and cross-case analysis techniques.

The authors found both convergence and divergence, however, the evidence points to more convergence and direction toward convergence between MNEs and local firms’ HRM practices.

Even though there was evidence of cultural embeddedness within local firms in the adoption of certain HRM practices, the influence of national culture on HRM practice convergence between MNEs and local firms has been limited. Thus, the convergence-divergence debate through the lens of national culture may need to be re-examined.

The evidence of convergence and direction toward convergence tendencies within the context can be argued to be less underpinned by local isomorphism limited host-country influence. Practically, there is something to learn from indigenous Ghanaian organizations that can contribute to HRM advancement, the Ghanaian concept of annual durbars, annual or semi-annual gatherings to take stock of past activities and to award hard working staff, could provide the platform to strengthen the employer-employee relationship at the firm level.

This study fills an important contextual gap (a less developed country’s context) within the convergence-divergence debate and contributes to informing new knowledge of the convergence-divergence debate, which points to more convergence and direction toward convergence between MNEs and local firms’ HRM practices.