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The aim of this study is to investigate why many immigrants end up in uncertain employment.

The paper describes a qualitative case study of three nursing homes in Oslo (Norway), which investigates immigrant employment and recruitment-related practices. Practice theory is used as the theoretical and methodological framework. The study takes an ethnographic approach and combines participant observation, semi-structured shadowing, qualitative interviews and document review.

The recruitment practice, as it is accomplished, is different from the practice that is prescribed in the formal recruitment policy. The configuration of the recruitment-related practices locks in the recruitment practice and reproduces the social order. The net effect of the recruitment-related practices is that immigrant employees remain in uncertain employment.

A practice-theoretical approach, analyzing organizational practices as they are accomplished in space and time and not as isolated activities defined by their purpose, provides a richer understanding of the complexity and connectedness of organizational practices. Combining practice theory and institutional perspectives, the paper demonstrates how normative and regulative mediators order and align related practices. The study demonstrates the importance of examining the configuration of practices to understand how the net effect of related practices affects those who dwell in them, in this case immigrants pursuing secure and stable employment.

This study contributes to the field of diversity management by using practice theory to explain why measures for enhancing immigrant employment may not have the intended effect because they are interwoven in a nexus of practices with conflicting interests that (un)intentionally undermine the measures.

This chapter examines the adoption of online recruitment — both corporate websites and commercial jobs boards — within the United Kingdom and the possible reasons behind its adoption. The chapter also reports on the development of a structured model explaining the factors that may affect an employer's decision of whether or not to adopt online recruitment methods, using Rogers (2003) diffusion of innovation (DOI) theory as a framework. The chapter draws conclusions as to why organizations adopt online recruitment, as well as discussing the use of DOI theory for the study of e-HRM in general.

The aim of this chapter is to explore employee behaviors and expectations of the role of social media when searching for jobs, to offer recruiters and companies valuable insights to design and manage appropriate web-based employer branding and recruitment strategies.

The research strategy is based on semi-structured in-depth interviews involving 34 central informants: talented Gen Yers and social media recruitment experts and mangers. The project focuses on the Italian context, an exemplary country with the highest social media penetration rate.

The results demonstrate the “bounded” popularity of social media as a recruitment tool among Gen Yers who implement up to five active and passive behaviors, albeit not all widespread, according to varying patterns and using different social media for different purposes: receiving, seeking, sharing, leading, and experiencing. Gen Yers, with aims that vary in line with various staffing phases, collect and share rumors and voices from both internal and controlled organizational sources but also, and above all, from external and organizational sources that companies do not control directly.

Social media seem to offer appealing and valuable opportunities to attract and engage talented young individuals, sustaining the quality, quantity, and fairness of employment relationships. Conversely, they also involve some organizational risks and costs. The chapter offers some managerial cautions and advocates a radical change in the prevalent HRM mindset for the improved management of transparency that social media solutions entail.

Results contribute in understanding how social media can better sustain employer branding and recruitment activities, especially considering the needs and expectations of talented young employees and professionals in the Italian context. Italy is an emblematic context, where the social media potential appears to be extremely interesting, considering its high rate of social media penetration.

The development of social media provides new opportunities for recruitment and raises various questions. This chapter aims to clarify areas of agreement and disagreement regarding the integration of social media in recruitment strategies.

A Delphi study was conducted among a panel of 34 French experts composed of 26 practitioners and 8 academics.

Three quantitative results and five qualitative results are presented. Social media appear as an opportunity to raise the strategic role of HR professionals through employer branding strategy, internal skills development, and a greater involvement of managers within the sourcing process.

This study points out several barriers and limits regarding the integration of social media in recruitment strategies and encourage HR professionals to take up the challenge. Multiple recommendations are addressed to HR professionals.

This chapter is based on an innovative application of the Delphi method. Moreover, it offers a more comprehensive and critical look on the integration of social media in recruitment strategies.

This study aims to explore social media capabilities for recruitment in the context of SMEs from the recruiters’ perspective. The conceptual framework is based on a perspective of the RBV that aims to concentrate specifically on the development of IT capabilities in the use of social media for recruitment purposes. In doing so, this study focuses on the following research questions: How do SMEs use social media for recruitment and what are their particularities? What are the capabilities needed to take advantage of social media for recruitment in SMEs? Have these social media capabilities been developed in SMEs? To answer these questions and build an emergent theory about these specific challenges of the digital era, we conducted an interpretive multiple case study in three Canadian SMEs using social media in their HR practices for at least three years.

It was found that there are four main patterns that explain the use of social media for recruitment in SMEs. First, social media is not the first choice when it comes to choosing a recruitment tool. Second, the use of social media for recruitment is not a structured activity. Third, recruiters use social media the same way they do in their own life. Finally, marketing people are often involved in recruitment practices on social media. These patterns stem from the fact that SMEs have shortcomings in their social media capabilities in general and more specifically in recruitment where gaps exist in terms of knowledge, skills, and attitudes. To our knowledge, this study is the first to explore the use of social media for recruitment and to propose an integrated framework to evaluate social media capabilities. Through the identification and the discussion of a series of practices concerning e-HRM, our results are also helpful in a digital context where SMEs are struggling to keep up with the pace of adoption and use of IT in general.

The Internet has already impacted the recruitment process. The development of Web 2.0 offers new perspectives to recruiters. Are Web 2.0 practices revealing new e-recruitment strategies? We first connect the resource-based view (RBV) and the social network theory (SNT) respectively with Web 1.0 and Web 2.0. Then we present the results from an exploratory study conducted among recruiters in software and computing services companies. It appears that the use of Web 1.0 is generalized but insufficient. Web 2.0 is used by firms to develop employer branding and reputation and to create new relationships with potential applicants. In conclusion, we adapt Ruël et al.'s e-HRM model to obtain a global view of e-recruitment issues.

This study aims at demonstrating how social media shape the recruitment and selection processes of individuals in developing countries. It further explores the impacts of social media on business productivity, cost efficiency, widening of search, less employee turnover and competitive advantage mediated by adopting e-recruitment processes. This research adopts social network theory to discuss the findings and highlight the new mechanisms that legitimise business manipulation in e-recruitment process by exploring the usage of social media.

Secondary data based on literature review is triangulated with 37 semi-structured qualitative interviews with managerial and non-managerial members of staff.

The findings show that e-recruitment has immense advantages to businesses. However, the authors also consider the dark side of social media and e-recruitment process by considering social network theory as a manipulation tool in organisations of developing countries.

Having adopted the social network theory, this research highlights the new mechanisms that legitimise business manipulation in e-recruitment process. Thus, it demonstrates technological advancements that reshape the dynamics of social networks and recruitment processes.

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.