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The purpose of this paper is to understand women’s experiences, acceptability and outcomes of using the medical termination of pregnancy (MTP). The study is conducted at nine reproductive health and family planning clinics at university hospitals as well as regional and provincial hospitals located in Bangkok and the locations within Thailand.

This is a descriptive research recruiting healthy women with pregnancy up to 63 days since the last menstrual period (LMP) who opted for MTP during 2012–2014.

A total of 443 women who were referred from the reproductive health networks voluntarily participated in the study. Overall, 92.6 percent of participants had a complete abortion. No serious adverse events were found for cases using misoprostol at home or at clinic. More than 98.3 percent of the women felt satisfied or very satisfied with the method. More than 80 percent of participants thought that the side-effects of the method were as expected or less than expected. More than 95 percent of the women recommended having MTP available in Thailand.

The introduction of MTP that uses a mifepristone and misoprostol regimen (Medabon®) in pregnancies up to 63 days, since LMP demonstrates that misoprostol can be safely used by women at home or at clinic. The administration of misoprostol at home reduces the number of hospital visits, which saves time and costs for traveling from home to the facility. In addition, women have more privacy and control over their bodies by self-administering misoprostol. The MTP’s introductory results also show that MTP service provision is well integrated into reproductive health and family planning services. It is useful for stakeholders who would be involved in design and planning of health system services before the MTP is made broadly available throughout the country.

Methods used by UK employers to select staff have been called seriously into question by an Institute of Manpower Studies (IMS) report, Employee Selection in the UK (71pp, A4), based on research funded by leading employing organisations under the Institute's Co‐operative Research Programme. It criticises current selection methods as being unscientific, subject to bias and unreliable, and co‐author Stephen Bevan claims:

The purpose of this paper is to investigate how recruiters at a college career fair perceive sustainability and the knowledge business graduates should have about it. It reports on how recruiters understand sustainability and perceive their organization’s engagement and resulting expectations for new hires. The results indicate that recruiters neither understand sustainability well, nor are suitably informed of their organizations’ needs with respect to this topic. Educators, as a consequence, face a dilemma of how to craft adequate educational experiences, as employer needs are not clearly expressed. The paper concludes with suggestions on how educational institutions can nevertheless proceed with offerings in sustainability education.

The study was performed by conducting personal, structured interviews at a college career fair.

While most respondents considered sustainability to be an important topic, there appears to be a lack of thorough understanding of sustainability. Recruiters were not overly informed about their organizations’ position and efforts toward sustainability. They considered it to be important that students learn about sustainability, but preferences for educational tools were not aligned with expected depth of knowledge. This leaves educators in search of guidance on how to align educational offerings with organizational needs.

As a pilot study, the total number of interviewed organizations was low, and therefore, the results should not be over-interpreted. The findings nevertheless point to a clear disconnect between organizations’ expressed needs for adequate trained personal and their ability to define what they are looking for. These results encourage more research to develop a better link between company strategy toward sustainability, recruiter’s know-how of it and concise expectations in new hires that could be mirrored in educational offerings.

Human resources play a critical role in providing organizations with the capabilities to become more sustainable. Organizations need to develop concise recruitment policies that better communicate what they are looking for, as well as educational programs for recruiters to ensure future hiring fulfills critical needs.

This paper closes a gap in the literature as it includes a thus-far ignored stakeholder group, namely recruiters; into the research on how to align organizational needs with the development of adequate educational offerings that generate future leaders and managers well-versed in sustainability.

This study examines a moderated moderation model in which the hardiness of chief marketing officers (CMOs) moderates the relationship between CMOs' future focus and firms' sustainability marketing commitment (SMC), and this moderating effect is moderated by CMOs' proactive personality.

A sample of 298 CMOs of firms in Vietnam was surveyed to collect data. Confirmatory factor analysis was employed to validate the measures of the constructs used in the model and structural equation modeling (SEM) was used to test the model and hypotheses.

The SEM results reveal that CMOs' future focus had a positive relationship with firms' SMC. Furthermore, both CMOs' hardiness and its interaction with CMOs' future focus had positive effects on firms' SMC. Finally, the three-way interaction between CMOs' future focus, hardiness and proactive personality had a positive effect on firms' SMC.

The study findings assist firms in emerging markets in understanding the roles of some key personality-based resources of CMOs in fostering firms' SMC.

This study is among the first to investigate the roles of CMOs' personality-based resources (i.e. future focus, hardiness and proactive personality) in firms' SMC, offering insight into the sustainability marketing literature.

Staffing is one of the most influential human resource (HR) activities and is the primary method of hiring and retaining human resources. Among staffing’s several activities, recruitment and selection are one of the most crucial activities. It is possible to rehire former firm employees using the talent management strategy known as “boomerang recruitment”. The boomerang recruitment trend has tremendously grown because many employees who believe they are qualified for the position now wish to return to their old employers. According to data, boomerang employees can be 50% less expensive than conventional ways of hiring. The purpose of this study is to identify the generic critical factors that play a role in the boomerang hiring process based on the literature review. Next, the objective is to determine the relative weight of each of these factors, rank the candidates, and develop a decision-making model for boomerang recruitment.

This paper focuses on the grey-based multicriteria decision-making (MCDM) methodology for recruiting some of the best candidates out of a few who worked for the organization earlier. The grey theory yields adequate findings despite sparse data or significant factor variability. Like MCDM, the grey methods also incorporate experts' opinions for evaluation. Furthermore, sensitivity analysis is also done to show the robustness of the suggested methodology.

Seven (7) recruitment criteria for boomerang employees were identified and validated based on the opinions of industry experts. Using these recruitment criteria, three candidates emerged as the top three and created a pool out of six. In addition, this study finds that Criteria 1 (C1), the employee's past performance, is the most significant predictor among all other criteria in boomerang hiring.

Since the weights and ratings of attributes and alternatives in MCDM methods are primarily based on expert opinion, a significant difference in expert opinions (caused by differences in their knowledge and qualifications) may impact the values of the grey possibility degree. However, enough attention was taken while selecting the experts for this study regarding their expertise and subject experience.

The proposed method provides the groundwork for HR management. Managers confronted with recruiting employees who want to rejoin may use this model. According to experts, each attribute is not only generic but also crucial. In addition, because these factors apply to all sectors, they are industry-neutral.

To the best of the authors’ knowledge, this is the first study to apply a grey-based MCDM methodology to the boomerang recruitment model. This study also uses an example to explain the computational intricacies associated with such methods. The proposed system may be reproduced for boomerang recruiting in any sector because the framework is universal and replicable. Furthermore, the framework is expandable to include new criteria for different work.

South Korean multinational enterprises (MNEs) have developed rapidly since the late 1950s. This chapter investigates South Korean MNEs’ talent management, more specifically international recruitment and selection policies and practices in their Chinese operations.

Using the snowball method through Chinese and Korean networks we recruited ten Korean MNEs to participate in this research. We conducted semi-structured interviews with key individuals within the organisations.

It reveals that South Korean MNEs tend to adopt the polycentric approach or a mixed approach of being polycentric and ethnocentric to international staffing, with the number of expatriates reducing gradually over time. South Korean MNEs adopt ‘one-way selection’ in recruiting and selecting expatriates and localise recruitment procedures and selection criteria for host-country nationals.

South Korean MNEs have paid inadequate attention to: firstly, expatriates’ career development; and secondly, personal and family issues emerging from expatriation and repatriation. This study highlights these issues.

Recruiting immigrant populations, particularly recent arrivals, is challenging due to lack of sampling frames and other factors. The purpose of this paper is to report the feasibility of using a quasi-random sampling strategy for recruiting recent Latin American (LA) immigrants.

The initial recruitment strategy included random selection of two census tracts (CTs) with high concentrations and numbers of recent LAs in Toronto, and door-to-door recruitment. Based on challenges encountered this strategy was modified by consulting trusted community members and recruiting participants residing in selected CTs using cultural venues.

Door-to-door recruitment of the target group is difficult. Challenges included accessing individuals living in apartment buildings, lack of trust and fear of deportation, transitory residency, and difficulty recruiting very recent arrivals. The modified strategy was more efficient and yielded higher recruitment rates, and was more acceptable to participants.

The limited timeframe of the study and lack of timely census data may have prevented full exploration of study methodologies.

The study demonstrated that recruitment rates of recent immigrants and refugees can be improved by randomly selecting CTs with high concentrations and numbers of recent immigrants and using culturally appropriate recruitment strategies. These groups may not be homogeneously distributed in selected geographic areas (e.g. CTs); it may be necessary to focus on pockets of high concentration as identified by community members who are familiar with the area.

Consists of a series of nine articles under the same title. Each article provides a different slant on the hiring process. Outlines the legal position when hiring employees and concentrates on providing a framework for managers. Covers areas including job analysis and descriptions, where to advertise and recruit, selection criteria, the interview, testing, negotiating the offer of employment and references. Briefly describes trends in employment practices and ways to minimize potential litigation through best practice.

In this article I intend to investigate the meaning of recruitment for managers in the manufacturing, retailing and public service employment sectors in the West Midlands. In particular I shall examine two specific problems. First, what are recruiters looking for in selecting candidates for manual and routine clerical jobs? Secondly, why do organisations persist in the use of informal, word‐of‐mouth recruitment strategies? In closing I shall discuss the consequences which the answers to these questions have for particular groups of job‐seekers.

The paper advances the argument that social capital operates on both the supply and demand sides of the labor market. Organizations have significant needs for employees with social capital capacity and skills as they do with human capital. We articulate a theory on why organizations have such needs and how social capital may be differentially and strategically deployed to different positions. Specifically, three types of positions (the top positions, the edge positions, and the exchange-oriented positions) are identified with such needs. We formulated two hypotheses derived from the theoretical articulation: (1) the deploying hypothesis – organizations are expected to strategically recruit and deploy workers with social capital capacity and skills to such key internal and edge positions and (2) the institutional contingency hypothesis – organizations in the more competitive environment (e.g., the private sector) are more likely to show such differential deployment than those in the less competitive environment (e.g., the state sector). The hypotheses were subjected to an empirical examination with a set of firm data from China. Both hypotheses were confirmed. Further, we also found evidence for differential deployment of human capital (education and experience) and hierarchical capital (statuses of prior positions and organizations) in different sectors. We discuss the implications of the theory and findings for future research on organizations in different economic sectors beyond China and how a theory of deploying various types of capital – social capital, human capital, and hierarchical capital – in different economic sectors may be developed.