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21 – 30 of over 35000Oluyemi Theophilus Adeosun and Adeku Salihu OHIANI
Understanding matching patterns and determinants of attracting quality talents is an under-researched area, especially from a firm perspective. Firm’s recruitment strategies have…
Abstract
Purpose
Understanding matching patterns and determinants of attracting quality talents is an under-researched area, especially from a firm perspective. Firm’s recruitment strategies have an impact on the sorting patterns in the labour market which remains undetermined. This paper aims to explore the drivers of attracting and recruiting quality talents. Also, the role of policies including the national labour laws, industry norms and localised firm policies have on hiring practices and drivers in a developing country.
Design/methodology/approach
This study is underpinned by network theory, equity theory, social exchange theory and resource-based theory. The authors leveraged on a mixed methodology that is a structured questionnaire administered to 200 firm representatives in Lagos and interviews with key informants from the demand side for labour.
Findings
The study revealed that firms can leverage on salary, brand name, referral, job security as core factors in attracting and recruiting quality talents. Also, digitisation is a key strategy leveraged on attracting and recruiting quality talents. Techniques such as the use of social media, traditional media, online interviews, physical interviews have proven to help in selecting quality talents.
Originality/value
Specifically, the paper throws light on how firms use different recruitment channels for hiring workers, and how the use of these channels affects the quality of matches. Furthermore, the role of social networks, wages and benefits for firm recruitment and matching efficiency was well highlighted.
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Terence Hogarth and Michael C. Barth
Charts the success of an experiment by B&Q, thelarge DIY chainstore, in opening a store, staffedentirely by older workers. The subsequentsuccess of this proactive response to the…
Abstract
Charts the success of an experiment by B&Q, the large DIY chainstore, in opening a store, staffed entirely by older workers. The subsequent success of this proactive response to the changing demographic structure has proved to managers and public alike, that older workers are a valuable part of the UK labour market.
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Aibak Hafeez and J. Ryan Lamare
We examine how different neutral sources and third-party neutral qualification differences relate to mediation and arbitration usage at large US firms. Neutral sourcing is…
Abstract
We examine how different neutral sources and third-party neutral qualification differences relate to mediation and arbitration usage at large US firms. Neutral sourcing is controversial, particularly in employment arbitration, where many have expressed concern that unregulated sourcing arrangements may bias outcomes in favor of employers. We use agency and structure theories to hypothesize that firms will be less likely to use mediation when the neutral is sourced as a result of court-annexed mediation, but that firms may be more likely to use arbitration when the neutral is sourced from a private third-party provider. Utilizing human capital theory, we also hypothesize that organizations will use both mediation and arbitration more frequently when neutrals are perceived to be more highly qualified. Empirically, we rely on data gathered from a survey of US Fortune 1000 corporations to test these hypotheses and find support for each of them. Our results suggest that, while firms uniformly value professionalization in their neutrals, employers may impose structures on themselves in high-stakes circumstances like arbitration to ensure standardized and consistent processes, but prefer agency in lower-stakes circumstances like mediation.
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Yu-Lun Liu, Kathleen A. Keeling and K. Nadia Papamichail
The purpose of this paper is to investigate the consequences of jobseeker decision-making style on information search behaviour, information evaluation and perceptions of…
Abstract
Purpose
The purpose of this paper is to investigate the consequences of jobseeker decision-making style on information search behaviour, information evaluation and perceptions of organisational attractiveness (OA). In this study, the authors assess whether, when presented with a realistic job information searching scenario of receiving basic job information from a typical formal short job advertisement, maximisers and satisficers differ on need for further information and evaluation of further information from informal information sources in relation to valence and tie strength.
Design/methodology/approach
A scenario-based experiment was conducted on 280 participants from the USA, with work experience in retail, using Amazon Mechanical Turk.
Findings
The results show that, compared to satisficers, significantly more maximisers chose to search for further information about the company/vacancy after receiving a typical short advertisement message. Furthermore, the results highlight the moderating effects of decision-making style (maximiser vs satisficer), tie strength (strong-tie vs weak-tie provider) and message valence (positive vs negative) on jobseekers’ perceived OA.
Practical implications
Companies seeking to increase their candidate pool should consider accommodating the different decision-making styles of jobseekers by carefully designing the content of recruitment information and utilising recruitment information sources. Although conducted in just one sector, the ubiquity of the maximiser/satisficer decision-making style implies further research to assess the implications for other sectors.
Originality/value
Research on decision-making style in recruitment is relatively limited. This study demonstrates the differences between maximisers and satisficers in terms of job-related information needs, and the evaluation of the source/content, when searching for a retail trade job.
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The main goal of this research is to describe the talent management process via social networking sites (SNS) in emerging economies of India and Mexico.
Abstract
Purpose
The main goal of this research is to describe the talent management process via social networking sites (SNS) in emerging economies of India and Mexico.
Design/methodology/approach
The chapter uses a conceptual approach to detail the subject matter and adopts two theoretical frameworks to enhance understanding of the topic.
Findings
India and Mexico have welcomed various forms of SNS as strategic organizational tools for talent management. In India, Orkut is adopted to attract technical employees, Facebook is used to source overseas applicants, and Linkedin is sourced for management professionals. In Mexico, Facebook, Twitter, and YouTube predominantly provide applicants for young talent, while LinkedIn provides applicants for upper-level talent. This research also identifies the role of national cultures and data privacy laws in both these countries.
Research limitations/implications
This research is a conceptual paper and any future research will benefit from having either empirical or qualitative research to substantiate the results.
Practical implications
Practitioners might also benefit from this chapter as it distinguishes how different cultures use SNS for recruitment practices. Some cultures prefer to use SNS predominantly for its social aspect while others favor its practicality value. Global managers may be interested to identify where social networks are easily accepted for work-related practices.
Originality/value
There seems to be a paucity of research on SNS in emerging economies. This chapter provides pioneer work in two emerging economies by identifying relevant statistics, developing a model, and listing current SNS. Thus this research helps fill the gap in the extant cross-cultural literature on SNS.
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Bert H.J. Schreurs and Fariya Syed
The purpose of this paper is to introduce a comprehensive new recruitment model that brings together research findings in the different areas of recruitment. This model may serve…
Abstract
Purpose
The purpose of this paper is to introduce a comprehensive new recruitment model that brings together research findings in the different areas of recruitment. This model may serve as a general framework for further recruitment research, and is intended to support Human Resource managers in developing their recruitment policy. To highlight its utility, how the model can be applied to describe the recruitment process of the military is exemplified.
Design/methodology/approach
The model is developed based on an extensive search for published studies on employee recruitment and on the efforts of the members of the NATO Task Group on Recruitment and Retention of Military Personnel.
Findings
The model proposes that individuals' cognitions (beliefs, perceptions, expectations) influence job pursuit behavior, via influencing job pursuit attitudes and intentions. Individuals' cognitions are shaped by information about job and organizational characteristics. Job/organizational information can be obtained from sources that are or are not under the direct control of the organization. Finally, several inter‐individual difference variables (e.g. values, needs) are proposed to moderate the relationships depicted in the model.
Originality/value
The model extends previous recruitment models through its integrated focus on both the applicant's and organization's perspective, its recognition of the multiphased nature of recruitment, and its applicability to real‐life recruitment contexts.
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James M. Vardaman, William E. Tabor, Darel C. Hargrove and Feigu Zhou
The role of family business staffing practices in their ultimate success remains largely unknown. The purpose of this paper is to test the notion that firms with greater family…
Abstract
Purpose
The role of family business staffing practices in their ultimate success remains largely unknown. The purpose of this paper is to test the notion that firms with greater family essence manifest their commitment by leveraging referrals as a recruitment source, which in turn is associated with higher performance. The hypothesized model posits that reduced agency costs from hiring through owner referral utilization (ORU) provide high-family essence firms with stronger performance.
Design/methodology/approach
The study draws upon a sample of 194 small and medium-sized family business owners.
Findings
Findings from OLS regression and the PROCESS model in SPSS support the hypothesis that recruiting nonfamily employees from referrals helps lessen agency conflicts and serves as an intervening mechanism in the relationship between family firm essence and firm performance.
Originality/value
This study draws on agency theory to shed light on how family firms successfully bring nonfamily employees into the fold despite their human resource limitations. The results extend theory on family businesses by demonstrating that those with higher degrees of family essence are more likely to attract applicants via ORU. Leveraging this recruiting practice allows family businesses to hire nonfamily employees who share the values and goals of the family firm, thus lowering agency costs and fostering higher performance. More broadly, the findings offer insight into the role of staffing practices in family firm success.
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Elena Adriana Biea, Elena Dinu, Andreea Bunica and Loredana Jerdea
Various scholars suggest that there is a lack of research on the recruitment in small and medium-sized enterprises (SMEs) and also a scarcity of theoretical basis for the…
Abstract
Purpose
Various scholars suggest that there is a lack of research on the recruitment in small and medium-sized enterprises (SMEs) and also a scarcity of theoretical basis for the recruitment procedures used by these companies. As the vast majority of studies concentrate on larger organizations, they may not accurately reflect the challenges faced by smaller-sized entities to profoundly and accurately comprehend their recruitment procedures. In addition, the use of technology in recruitment has grown in importance in today’s quickly evolving business environment, particularly in light of the COVID-19 pandemic footprint. This study aims to examine the recruitment procedures used by SMEs and how they have been compelled to adjust to different extents to these technological improvements by the effects of the aforementioned epidemic.
Design/methodology/approach
With the aim to investigate the current recruitment practices in SMEs and the extent to which digital technologies are embraced by these companies within human resources (HR) procedures, this research relied on interviews with SMEs representatives. The qualitative methods used provided access to relevant data and insights, as they allowed close interactions with top managers and CEOs of ten companies from various sectors. Thus, the research results draw a vivid and reliable image of the procedures and practices used by small and medium-sized companies to attract, select and retain their staff.
Findings
This study’s findings are of increased interest to HR professionals, recruiters and managers in SMEs, who aim to attract and retain the best talent and optimize their recruitment strategies in a rapidly changing business environment, enabled by technological advancements. Effective HR recruitment procedures adapted to the specific needs of small and medium-sized companies can lead to several benefits for the organization, including improved employee selection, reduced turnover and increased organizational productivity.
Research limitations/implications
Although the interviews examined here encompass recruitment techniques from SMEs in a variety of industries, the results’ generalizability is limited by the sample size and geography. Furthermore, the findings’ dependability is dependent on the accuracy of the data provided by the respondents.
Practical implications
This investigation confirms some of the theoretical underpinnings which point to the lack of formalized structures and procedures in the recruitment process in SMEs, which enjoy more flexibility in managing HR processes. In addition, the results reinforce the arguments indicating an adjustment between HR strategies or policies and organizational goals in smaller enterprises which adapt faster to changes in the market. Moreover, it becomes apparent that there is a relationship between the quality of job descriptions and the successful fit in attracting the right candidates for the open positions. Furthermore, digital technologies offer opportunities for expanding the recruiters’ reach to a wider audience and also support the selection stage, thus increasing the chances of finding suitable staff. As the need to shift from traditional recruitment to e-recruitment in SMEs has been highlighted in the literature, the qualitative research revealed that this need was driven on the one hand by the COVID-19 pandemic when these companies successfully adapted and implemented new online methods of recruiting, but also by the lack of skilled labor, leading to the expansion of recruitment to other parts of the country or even to other countries.
Social implications
With regard to the proportion of men and women used in small and medium-sized companies, there is a clear need to involve and train more women in the predominantly male-dominated industrial and IT sectors. From this point of view, companies tend to devote more interest to integrating communities of women in these industries, as well as in key management positions. Another point of interest that the study highlights is the fact that SMEs have started to get creative with the benefits package they propose to candidates and focus on remote work, hybrid office–home working, or seasonal work to offer future employees a better work–life balance.
Originality/value
The added value of this investigation is filling the gaps in the current literature concerning recruitment procedures currently used by SMEs, the challenges they face and the solutions they advanced to solve them. Furthermore, SMEs often drive innovation and competition in the market and play a crucial role in the supply chain of larger companies, providing them with the goods and services they need to operate and supporting the availability and reliability of products from larger companies. They are often the driving force behind revitalizing local economies and creating new employment opportunities. Consequently, the underlying significance of this study is rooted in the need to modernize and simultaneously improve HR recruitment procedures through the integration of technology and a focus on innovation.
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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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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).
Research limitations/implications
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.
Practical implications
A very practical study which provides further insights for academics and managers of both large and small organizations.
Originality/value
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.
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The purpose of this paper is to investigate whether migrants from Bangladesh choose the destination that offers them the highest earnings and whether the relative stock of the…
Abstract
Purpose
The purpose of this paper is to investigate whether migrants from Bangladesh choose the destination that offers them the highest earnings and whether the relative stock of the skilled migrants in a destination increases with the earnings differences between the skilled and the unskilled.
Design/methodology/approach
Using a nationally representative sample of both stayers and migrants from Bangladesh to all destinations and correcting for self-selection bias in earnings using a semi-parametric method developed by Dahl (2002), the author tests whether selection and sorting of Bangladeshi migrants depend on cross-country differences in the rewards to skills as suggested by the Roy (1951) model of comparative advantage.
Findings
Migrants from Bangladesh not only choose the destinations that offer the highest earnings but also the destination that offers the highest earnings relative to the skill level of the migrants.
Research limitations/implications
Due to the unavailability of data on recruiting agencies, we cannot investigate the role played by recruiting agencies in the migrant’s decision.
Social implications
Policy-makers in both the sending and destination countries need to know how migrants choose their destinations in order to formulate effective and welfare-enhancing migration policies.
Originality/value
This paper is the first to study how skill composition and earnings shape migration from Bangladesh using micro-level data. It is also the first to study sorting behavior of migrants from any South Asian countries.
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