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Many organisations monitor statistics on the background of job applicants to inform diversity management, a practice known as equality monitoring (EM). The study examines perceptions of EM and employers that use it. Additionally, it aims to assess potentially salient group differences in attitudes towards EM, focussing on perceived history of employment discrimination, ethnicity, sex, and a comparison between the UK and Sweden – two countries which differ extensively in EM prevalence.

A cross-sectional self-report survey assessed attitudes toward EM, attraction to employers using it, pro-equality and diversity attitudes, perceived history of employment discrimination and background characteristics (e.g. ethnicity and sex), and compared a UK and Sweden sample (N = 925).

The results reveal positive perceptions of EM overall. Although no differences were observed between UK ethnic majority and minority respondents, White British men rate employers using EM as less attractive with increasing levels of perceived past discrimination. Women have more positive perceptions than men. Finally, the UK sample rated EM more positively than the Sweden sample.

Despite EM being widespread, the study is the first to investigate detailed perceptions of it, making group and country comparisons. Results support the use of EM in HRM but highlight the need for clear communication to avoid confusion with positive discrimination, which is perceived negatively in some majority group members, and to allay fears of data misuse. Recommendations are made for future implementation.

This study aims to explore the consequences of inconsistent diversity-related signals for job seekers. Information sources include strategically crafted corporate signals and independent sources. The authors seek to understand the effect of inconsistent diversity signals on job seekers attitudes and behavior during recruitment.

An experiment was conducted wherein two samples from job-seeking populations were first exposed to a fictitious corporate website and then to LinkedIn profiles of that organization’s employees, with systematically varied diversity signals.

Results demonstrated that conflicting diversity signals had negative effects on perceived organizational attractiveness in the student sample (N = 427) and on organizational agreeableness in the working sample (N = 243). Negative organizational attraction was related to a lower likelihood of participants applying.

This work provides a stark but an important message to practitioners: signaling diversity-related values on corporate websites may backfire for organizations that actually lack diversity.

Few studies have combined communication theories with recruitment to examine the link between diversity signals and inconsistent information gathered via social media.

Drawing on the signaling theory and technology acceptance model, the main purpose of this study was to predict prospective employees' intentions to apply for jobs in a firm, with a special focus on the mediating role of attitudes toward corporate websites and the moderating role of perceived value fit.

Collecting data from a convenient sample of 318 prospective job candidates, the research hypotheses were tested using structural equation modeling (SEM) with AMOS (version 24) and SPSS Process Macro (version 3.4).

The test results revealed that prospective employees' attitudes toward corporate websites partially mediate the association of corporate reputations, perceived ease of use and perceived usefulness with their intentions to apply for jobs in an organization. Noticeably, perceived value fit moderated the perceived usefulness–application intentions link in such a way that the impact of perceived usefulness on intentions to apply appears higher for individuals with a low level (than a high level) of perceived value fit.

Consistent with the research findings, a notable theoretical contribution and practical implications for HR professionals have been discussed. This paper ends with outlining some limitations and future research directions.

Despite having the salient buffering effects of perceived value fit on the applicant attraction process, empirical study on this theoretical phenomenon is still sparse in a pre-employment context. This may be the first study that demonstrates under what circumstances prospective employees' job pursuit intentions could be optimized in respect of their perceived value fit within a single framework comprised of two theories.

The purpose of this study is to critically synthesize and integrate conceptual and empirical research on the behavioral perspective on corporate social responsibility (CSR) and explain why it is useful and necessary, especially in the wake of the COVID-19 pandemic. The authors explain why CSR can result in both positive and negative outcomes and provide future research directions and recommendations for practice and policymaking.

This study focuses on critical literature review and synthesis.

CSR policies in response to COVID-19 are created by organizations but are implemented by individual employees. The way employees perceive and react to CSR actions are key determinants of CSR’s implementation and success. CSR can be embedded within or peripheral to a firm’s core functioning. While embedded CSR is linked to several positive outcomes if correctly implemented together with employees, peripheral CSR is linked to “the dark side” of CSR and can result in negative employee outcomes.

Using the backdrop of the COVID-19 pandemic, the authors detail types of CSR actions that governments and organizations can implement and their relative effectiveness; why “one size fits all” top-down CSR does not work; how firms can use human resource management practices to re-engage employees through finding meaning in work; and the “dark side” of CSR.

Using the backdrop of the COVID-19 pandemic, the authors detail types of CSR actions that governments and organizations can implement and their relative effectiveness; why “one size fits all” top-down CSR does not work; how firms can use human resource management practices to re-engage employees through finding meaning in work; and the “dark side” of CSR.

CSR research has focused mostly on why and when firms choose to engage in CSR. A behavioral perspective on CSR facilitates, through an employee-centric conceptual framework, a deeper understanding of when and why employee reactions lead to positive and unintended negative outcomes, especially during the COVID-19 pandemic.

Sintetizamos críticamente e integramos la investigación conceptual y empírica sobre la perspectiva conductual de la responsabilidad social corporativa (RSC) y explicamos por qué es útil y necesaria, especialmente a raíz de la pandemia del COVID-19. Explicamos por qué la RSC puede dar lugar a resultados tanto positivos como negativos y sugerimos propuestas para investigaciones futuras y recomendaciones para la práctica empresarial y la formulación de políticas.

Revisión crítica y síntesis de literatura.

Las políticas de RSC en respuesta a COVID-19 son creadas por organizaciones, pero implementadas por empleados. La forma en que los empleados perciben y reaccionan a las iniciativas de RSC es clave para la implementación y el éxito de la RSC. La RSC puede integrarse o ser periférica al funcionamiento central de una empresa. Si bien la RSC integrada está vinculada a varios resultados positivos si se implementa correctamente junto a los empleados, la RSC periférica está vinculada al “lado oscuro” de la RSC y puede generar resultados negativos para los empleados.

La investigación de la RSC se ha centrado principalmente en cuándo y por qué las empresas eligen participar en la RSC. Una perspectiva conductual de la RSC facilita, a través de un marco conceptual centrado en los empleados, una comprensión más profunda de cuándo y por qué las reacciones de los empleados a la RSC conducen tanto a resultados positivos como a resultados negativos no deseados, especialmente durante la pandemia de COVID-19.

Utilizando el telón de fondo de la pandemia de COVID-19, detallamos (1) los tipos de acciones de RSC que los gobiernos y las organizaciones pueden implementar y su relativa efectividad; (2) por qué la RSC de arriba hacia abajo y de “talla única” no funciona; (3) cómo las empresas pueden utilizar las prácticas de gestión de recursos humanos para volver a involucrar a los empleados mediante la búsqueda de significado en el trabajo; y (4) el “lado oscuro” de la RSC.

Sintetizamos e integramos criticamente a pesquisa empírica e conceitual sobre a perspectiva comportamental da responsabilidade social corporativa (RSC) e explicamos por que ela é útil e necessária, especialmente após a pandemia do COVID-19. Explicamos por que a RSC pode levar a resultados positivos e negativos e sugerimos propostas para pesquisas futuras e recomendações para práticas de negócios e formulação de políticas.

Revisão crítica e síntese da literatura.

As políticas de RSC em resposta ao COVID-19 são criadas por organizações, mas implementadas pelos funcionários. O modo como os funcionários percebem e reagem às iniciativas de RSC é a chave para a implementação e o sucesso da RSC. A RSC pode ser integrada ou periférica à operação central de uma empresa. Enquanto a RSC integrada está vinculada a vários resultados positivos se implementado corretamente junto com os funcionários, a RSC periférica está vinculada ao “lado sombrio” da RSC e pode levar a resultados negativos para os funcionários.

A pesquisa em RSC se concentrou principalmente em quando e por que as empresas optam por participar da RSC. Uma perspectiva comportamental da RSC fornece, através de uma estrutura conceitual centrada no funcionário, uma compreensão mais profunda de quando e por que as reações dos funcionários à RSC levam a resultados negativos positivos e indesejados,especialmente durante a pandemia de COVID-19.

Usando o pano de fundo da pandemia do COVID-19, detalhamos (1) os tipos de ações de RSC que governos e organizações podem implementar e sua relativa eficácia; (2) por que a RSC de cima para baixo e tamanho único não funciona; (3) como as empresas podem usar as práticas de gerenciamento de recursos humanos para reativar os funcionários buscando significado no trabalho; e (4) o “lado sombrio” da RSC.

The hospitality and tourism industry faces a number of workforce challenges, especially the high turnover rates and associated replacement costs associated with continually identifying and hiring new employees. The purpose of this paper is to discuss how hospitality and tourism organizations can use electronic human resource management (eHRM) and artificial intelligence (AI) to help recruit and select qualified employees, increase individual retention rates and decrease the time needed to replace employees. Specifically, it discusses how e-recruiting and e-selection and AI tools can help hospitality and tourism organizations improve recruiting and selection outcomes.

Research on eHRM, AI, employee recruitment and employee selection are applied to the hospitality and tourism industry and insights for how eHRM and AI can be applied to the industry are discussed.

eHRM and AI have the potential to transform how the hospitality and tourism industry recruit and select employees. However, care must be taken to ensure that the insights gained and the decisions made are well received by employees and lead to better employee and organizational outcomes.

This paper represents the first research that integrates research from eHRM and AI and applies it to the hospitality and tourism industry.

This paper represents the first research that integrates research from eHRM and AI and applies it to the hospitality and tourism industry.

Diversity management is of great importance in the hospitality industry, resulting in a host of constructive consequences if managed effectively. However, there is a deficiency of investigation surrounding the outcomes of diversity management on the employees' attitudes and behavior in the hospitality industry. This research sought to investigate the influence of diversity management on workers' performance and conduct in the hospitality industry.

This quantitative study used survey data from 565 hospitality industry employees. Structural equation modeling was used to test the relationships from the research model.

This study identified a relationship between diversity management and positive workforce-related outcomes, including job performance, service innovation behavior and employee engagement in the hospitality industry.

The findings of this study will push the confines of diversity management scholarship and initiate new paths of academic inquiry. Hospitality industry managers can also identify the benefits of effective diversity management as a consequence of this study.

This research contributes to the growing literature on diversity management as an essential aspect of human resources management in promoting positive employee attitudes and behaviors.

Employer branding (EB) has become a powerful tool for organizations to attract employees. Recruitment communication ideally reveals the image that companies want to portray to potential employees to attract talents with the right skills and competences for the organization. This study explores the impact of EB on employer attractiveness by testing how pre-existing employee preferences interact with EB and how this interaction affects employer attractiveness.

A quasi-experiment among 289 final-year students was used to test the relationships between EB, perceived employer image, person-organization (P-O) fit and employer attractiveness, and the potential moderating variables of pre-existing preferences, in this case operationalized as locational preferences. Students are randomly assigned to four vacancies: one with and one without EB cues in two different locations: Groningen and Amsterdam. The authors used standard scales for attractiveness, perceptions of an employer and person-organization fit. The authors test the relationships using a regression analysis.

Results suggest that if respondents have previous predispositions, then their preference can be enhanced using an EB-targeted strategy. Based on these results, the authors can conclude that EB and related practices can be successful avenues for organizations in the war for talent, particularly if they reaffirm previous preferences of potential employees.

The research is original in the way it provides empirical evidence on the relationship between EB and attractiveness, particularly when previous employee preferences exist. This is of value to employers using EB as a tool to influence employer attractiveness.

The purpose of this paper is to unfold how different digital marketing tools and strategies influence recruitment effectiveness. More specifically, it focusses on understanding if, and how, information sources’ credibility, content marketing, and organisational reputation influence candidates’ decision to apply for a job in the Portuguese market.

A qualitative research, aligned with a content analysis, was conducted to focus on the insights from the 21 participants interviewed, to understand their thoughts and experiences regarding the subject.

The results show that digital marketing tools owned by the company are seen to be more credible and more relevant for the job application decision. LinkedIn is considered to be a more credible platform for advertising job openings than Facebook. In terms of content marketing, LinkedIn has a positive influence on candidates’ decision, as well as companies’ reputation.

This study provides practical implications which are useful for both HR and marketing managers, namely, the implementation of an integrated marketing communication strategy, the reinforcement of the company’s website and LinkedIn page and a presence on universities’ platforms, and also in terms of the information that content marketing should focus on.

This research paper incorporates marketing insights into a well-known HRM subject – recruitment, and thus adds further knowledge to the literature and prepares the ground for researchers who wish to explore this subject further.

This study aims to take a step toward integrating research regarding the image, role and identity of management accountants by understanding how employers’ perceptions of the ideal management accountant image differ from operational managers’ perceived role expectations, how management accountants perceive their identity and how those factors shape management accountants’ understanding of who they are and want to be.

A qualitative design draws upon the case company’s 100 job advertisements and 31 semi-structured interviews with management accountants and operational managers. Those data are entwined with role theory and its core concepts of expectations and identities and also early recruitment-related theoretical aspects such as image and employer branding.

The findings reveal how employers’ perceptions of the ideal image and operational managers’ role expectations shape and influence the identity of management accountants. However, management accountants distance themselves from a brand image and role expectations. They experience identity conflict between their current and desired identity, the perception of not being able to perform the currently desired role. Although this study presents some possible reasons and explanations, such as employer branding for the misalignment and discrepancy between perceptions of employer (image), expectations of operational managers (role) and management accountants’ self-conception of the role (identity), this study argues that the identity of a management accountant results from organizational aspects of image and role and individual aspects of identity.

Image and external role expectations can challenge identity construction and also serve as a source of conflict and frustration; thus, a more comprehensive approach to studying the identity of management accountants is necessary to understand what contributes to the fragility of their identity.

The results provide an understanding of the dynamics of the image, role and identity to support management accountants and employers and to further address the suggested dissonance and ambiguities.

This study contributes by showing how the dynamics and connections between the image, role and identity influence the identity construction of management accountants. Moreover, this study shows how overpromising as a part of employer branding might not reflect the reality experienced by management accountants but may cause frustration and threaten the management accountants’ identity.