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This chapter explores different strategies implemented by three companies using professional (LinkedIn) and non-professional (Facebook) social networking websites (SNWs) as a recruitment tool and investigates the influence of their perceived usability and attractiveness on job seekers’ attraction and their intention to apply.

First, a laboratory experiment involving 171 MBA students compares the effectiveness of three different social recruitment strategies. Second, a survey among 110 job seekers focuses on the most effective strategy in terms of attraction as an employer and the influence of perceived usability and attractiveness of professional SNW pages on job seekers’ intention to pursue the job.

The laboratory experiment confirms the key role of LinkedIn as an e-recruitment practice. The survey shows that the overall company image, the usability of the LinkedIn page and the interaction between the attractiveness of the page and the overall company image positively influence job seekers’ intention to pursue the job.

The research offers insights on job seekers’ reactions to 2.0 Internet-based recruitment. Companies should focus on and invest in professional social medias, paying attention to the usability of their SNWs pages.

Recruitment is a strategic HRM practice to attract talents; however, research lags behind practice and little is known about job seekers’ perceptions and reactions to Internet recruitment. This chapter sheds light on the use of social media for recruitment and identifies two features that contribute to an effective e-recruitment strategy.

The age of artificial intelligence (AI) is already upon us. The rapid development of AI tools is facilitating sustainable development and its corollary social good. For AI dedicated to social good to be impactful, it has to be human-centred, striving to achieve inclusiveness, sustainable livelihoods and community well-being. In short, it offers major opportunities to holistically enhance peoples' lives in diverse areas: education, health care, food security, disaster reduction, smart cities, etc. However, ethical, unbiased and ‘secure-by-design’ algorithms that power AI are crucial to building trust in this technology. Civil society's engagement can hopefully drive the features and values that should be embedded in AI.

This chapter focuses on the societal benefits that AI can deliver. Our initiatives and decisions of today will fashion the ‘Social Good’ AI applications of tomorrow. Sustainable Development Goals (SDGs) being addressed are 2–4 and 10–11.

In recent years, business companies are challenged with various difficulties in connection to human resources (HR), for example, adapting to one’s sentiments, managing debates, developing collaboration, affecting leadership, addressing motives, interpersonal susceptibility, dealing with capabilities and also individual emotional intelligence (EI) or inward characteristics (e.g. moral qualities). Expanding on and reaching out earlier and ongoing work, the scope of this research is to experimentally look at the connection between the components of EI and ethics in contemporary organizations and their resulting impact on employees’ motives and performance. A quantitative method was utilized, and an entirety of 386 questionnaires was collected from three diverse high-tech new businesses based in Greece and analyzed with SPSS programing. For triangulation reasons, auxiliary information from the organizations’ sites were gathered and a meeting with each organization’s executive of the HR division was held. The outcomes propose that ethical values add to motives and thus employee motives add to employee performance. Helpful administrative ramifications resulted from this research.