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A “critical case” approach is used to examine whether the recruitment practices and procedures advocated by social scientists within the personnel field are realised in practice. The “critical case” selected is the graduate recruitment known as the “milkround”, where “scientific techniques” in theory stand the best chance of being used. In practice a major discrepancy between theory and practice was found, which is explained in terms of the preoccupation with material and symbolic security that conditions the actions of personnel managers in competitively co‐ordinated employment establishments.

It has recently been argued that the use of external consultants is indicative of a crisis in personnel management. However, the use of consultants, of whatever type, has not been adequately explained for a number of reasons. The reasons underlying the increasing usage of external consultants by personnel is a form of defence, allowing it to shed some activities thereby strengthening its position within the organisation. To illustrate this argument the reasons for the growth in the use of a particular type of consultant by personnel – executive recruitment consultancies – are considered. The results reported draw on two major surveys. The first was directed at executive consultancies whereas the second was directed at corporate personnel directors in the Times 100 companies. Response rates of 42 per cent and 55 per cent were achieved.

This article will set out to compare some findings of a study on recruitment with the more general pronouncements on selection which are available in the literature on personnel management. The research study investigated the recruitment systems of major employees, all with relatively developed personnel functions, in three areas of Britain and West Germany; it concentrated on manual and low‐level white‐collar jobs in the 24 largest employers in each area. Although the study confirms the importance of internal recruitment, even where there is no developed seniority system or internal labour market, this article will concentrate on external recruitment (and/or some of the general conclusions of the study, but not on the Anglo‐German comparative dimension).

In the last two decades the economic literature has devoted significant attention to the mechanisms behind firms′ recruitment strategies as a possible way of reducing (un)employment problems. At the workfloor many efforts have also been made by firms to develop strategies that both alleviate conflicts with employees and at the same time lead to acceptable levels of productivity. This effort has resulted in the broad acceptance of the personnel management function in the firm. Examines how successful this approach has been by focusing on the gap between practice and theory in recruitment, by investigating the extent to which and the way in which experiences and findings from actual recruitment (personnel management) have been incorporated in economic theory. Gives an overview of findings on recruitment and selection strategies of firms, with a particular emphasis on economic motives.

Examines the changing employment market in personnel by comparing recruitment advertisements with their counterparts of ten years ago. Variations over time reflect changes in the values of employers and changes in the nature of employment. Finds that the public sector is now more prominent in recruitment, HRM is developing as a specific function, experience requirements are becoming more specific and the Institute of Personnel Management (IPM) qualifications are more in demand. Overall effectiveness of job advertisements has also improved slightly, but there appears to be ample scope for further development.

Since the early 1970s, many studies have examined employers' recruitment practices and how they vary — over time, with the unemployment level and between labour markets, occupations and types of employer. Two recent articles in Personnel Review make a detailed account of the previous work unnecessary. In the first of these, the previous work is discussed and its findings evaluated against recent empirical evidence, and the second begins to relate this work (again in the light of recent findings) to the approaches to recruitment and selection found in personnel management textbooks.

This paper investigates the differences between staffing methods used in small and large organisations in north Cyprus. Possible reasons for small organisations preferring some methods over others are discussed, along with the general problems small firms face in recruiting employees. Our survey results show that small organisations are more likely to rely on informal methods of recruitment, but no significant relationship was found between the choice of recruitment method and human resource management outcomes such as employee turnover rate.

Developments in personnel recruitment and selection “technology” have been both varied and extensive in the 1980s, and a number of overlapping and simultaneous developments are immediately apparent. Here, “technology” refers to methods, strategies, techniques, theories and practices of staff resourcing.

This paper aims to explore the key risk factors affecting the Personnel Localization Management of international construction projects under the major public emergencies represented by the novel coronavirus pneumonia pandemic (hereinafter COVID-19) and how the public emergency affected the Personnel Localization Management from three levels: staff turnover rate, the number of different personnel, the salary and performance of workers. The paper also helps to enhance the construction enterprises' response capacity of major public emergencies and provides a comprehensive framework of optimization strategies for the Personnel Localization Management of international construction projects (hereinafter projects).

The main research method of this paper is the case study, and ten representative international construction projects are selected for case study in China construction enterprises (hereinafter CCE). And this study used the failure mode and effects analysis (FMEA) and comparative analysis to find out all potential risk factors under the COVID-19 and analyze how the epidemic affects the Personnel Localization Management of projects which based on the primary data from 10 projects obtained through in-depth interviews and the secondary data from China First Metallurgical Group and Central South Construction Group's Overseas Enterprise.

The findings show that the outbreak of the major public emergencies not only greatly increased eight risk factors but also directly led to an increase in staff turnover rate. Meanwhile, the numbers of Chinese and local managers and workers are all affected, and an increase in the number and the salary performance of local workers can be reduced, to a certain extent, to the cost-to-output ratio of the projects. The findings would help construction enterprises better cope with Personnel Localization Management and enhance the response capacity of major public emergencies.

This study will broaden researchers' horizons regarding “Personnel Localization Management under major public emergencies” and “risk factors of Personnel Localization Management in an international context.” Furthermore, construction enterprises looking for a better mechanism of Personnel Localization Management can benefit from research findings and lessons learned from the authors' case study during or before an outbreak of major public emergency. Lastly, the framework of optimization strategies for Personnel Localization Management can be used both for research purposes and practice issues in international construction projects.

The findings from the authors' case study offer the direction for international construction enterprises in China and other countries to formulate effective measures, strengthen overseas business and establish a crisis management mechanism for Personnel Localization Management under major public emergencies, and the findings provide emergency plans for projects to improve the public crisis handling capacity and respond to major public emergencies such as the COVID-19.

This study analyzes the impact of the COVID-19 on the Personnel Localization Management of international construction projects from the perspective of personnel. This study provides a theoretical reference for the international construction industry to actively respond to major public emergencies. Besides, the research is conducive to improving the emergency response mechanism in the construction industry, and further promoting the high-quality and globalized development of international construction.

This study provides other researchers with a comprehensive understanding of the risk factors affecting the Personnel Localization Management of projects under the COVID-19 and insight for further research on localization management, risk management, and project management.

To provide information on differences between recruitment methods and training practices used in SMEs and large organizations in Turkey, as a representative of a developing country.

A survey as designed by the Cranfield Network on International Human Resource Management (CRANET‐G) was used for this study. The survey aims to obtain data that is based on facts and it does not ask for information based on respondents’ opinions, attitudes or perceptions.

It provides information about recruitment methods and training practices used in organizations in Turkey. It suggests that, in Turkey, small businesses are more likely to rely on employment agencies, which are considered formal recruitment sources in order to fill managerial positions, contrary to the existing literature and theoretical propositions. Additionally, with regard to training practices, it shows that large organizations use more formal training methods compared with small‐and medium‐sized enterprises (SMEs).

This study only includes SMEs and large organizations in Turkey as a representative of developing countries, but the findings may have implications for other developing countries.

A very practical study which provides further insights for academics and managers of both large and small organizations.

This paper fulfils the need of further enhancing the research in the field of HRM in developing countries, and offers practical help to individual managers operating in the same settings as Turkey.