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Explores the application of segmentation in this market and compares state with private provisions in the UK, states the state service cannot hope to match private provision. Accepts there is general acceptance that the concepts of marketing are as applicable to industrial as to consumer products. Reveals that the labour market suffers from lack of knowledge about vacancies, job opportunities and prospects, and about the differences in wages and salaries offered by employers. Proposes that in monetary terms, if people can be placed in work just one day earlier than at present this would save £21/2 million annually in unemployment benefits and raise national output by £10 million. Concludes that if sufficient finance could be provided by charging employers for the services of the state employment exchanges, then the introduction of necessary marketing techniques could take place much sooner.

To report on the results of an empirical study on recruitment practices in the cruise industry and interpret these results from the perspective of theory on “realistic recruitment”.

Research was carried out in a two‐step approach. In the first step, semi‐structured interviews were conducted with recruitment specialists at seven cruise lines and recruitment agencies. Based on these qualitative results, a survey questionnaire was sent to recently hired employees of a European cruise line. A total of 60 completed questionnaires were used for the analysis.

The study provides support for the existence and importance of a “realistic” recruitment approach in the particular context of the cruise industry. Recruiters possess extensive knowledge about the companies and jobs for which they recruit and systematically communicate negative information about difficult living conditions and work contexts on board through a variety of media. Candidates ranked the importance and usefulness of different media in the recruitment process and assessed their satisfaction with information received during recruitment.

Both samples – for the qualitative and the quantitative part of the study – are relatively small. The fact that we focused on employees of a European cruise line may limit the generalizability of results.

Realistic recruitment can have a positive impact on turnover and job satisfaction. We provide recommendations for implementing a realistic recruitment approach in the cruise industry.

The realistic recruitment approach is uniquely suited for the particular context of the cruise industry. To our knowledge this is the first empirical study on this topic in the context of the hospitality industry.

This work aims to summarize literature on police recruitment and retention and how changing conditions may affect these. It uses a bucket metaphor to conceptualize and present visually how these can interact with each other and create a dynamic police staffing challenge.

The literature review includes more than 150 works on police recruitment and retention, organized into discussions on the demand for police, the supply of police, and how systemic and episodic changes affect each.

Existing research suggests police agencies face a threefold challenge in meeting the demand for officers: attrition is likely to increase, sources of new recruits might be decreasing, and police responsibilities are expanding. Attrition might increase because of baby‐boom generation retirements, military call‐ups, changing generational expectations of careers, budget crises, and organizational characteristics. Sources of new recruits might be decreasing because of a decrease in the qualified applicant pool, changing generational preferences in selecting careers, increased competition for persons who might qualify as police officers, expanded skill requirements for police officers, uncompetitive benefits, and many of the organizational characteristics causing attrition. Policing responsibilities are expanding because of new roles in community policing, homeland security, and emerging crimes.

This work summarizes, as no other has previously, the extant research on police recruitment and retention. Many holes remain in the literature, but identifying the extant literature can help identify these and possible means to fill them. Reviewing the extant literature can also help agencies identify the proper lessons to face their own recruitment and retention challenges.

The purpose of this paper is to explore a potential mechanism through which gender segregation in the engineering profession is created and sustained. Specifically, boundary spanners for women and men were examined because they may be a source of valuable information to job seekers.

Applicant data for the role of a senior technical engineer (n=100) from an engineering organisation in the UK were analyzed.

A logistic regression analysis showed that women applicants were significantly less likely than men to be offered a job as a senior engineer. A mediation analysis revealed that women did not use networking with boundary spanners as a primary job search tool, providing a partial explanation for why women are less likely to be hired in senior engineering roles.

This study uses a dataset collected in 2009 to widen the investigative lens of processes that influence hiring outcomes for women in a male‐stereotyped job, namely, engineering.

The purpose of this paper is to examine the management of agency workers in Australia and, in particular, to identify the challenges presented to HRM by agency work.

After briefly reviewing the data on the incidence and growth of agency work in Australia, this paper examines the role of agency work in Australia from the perspective of the industry. Then it reviews both the evidence concerning the reasons for client organisations using agency workers and the attitudes of agency workers to their work. The paper concludes by assessing the implications of these findings for both for HR managers and HRM in general.

When the attitudes and preferences of agency workers are compared with those of direct employees it is found that agency workers are no more satisfied with their level of flexibility than direct workers and are in fact less satisfied with their job security, skill utilization and development, pay, autonomy and influence at work. Given these findings, it is argued that agency work may be incompatible with HR strategies that are based on high performance work practices.

This article gives helpful advice to HR managers in any organization that are in the market for agency workers.

The existing literature on the recruitment and selection process in Sub-Saharan African (SSA) context has not sufficiently revealed inherent challenges. The purpose of this paper is to examine managers’ perceptions of employee resourcing in Nigeria.

This paper uses qualitative data which were generated from the semi-structured interviews of 61 managers across the six geo-political zones of Nigeria.

The paper finds that in addition to the Federal Character Principle and the Quota System Policy, favouritism, ethnicity, age and gender discrimination, as well as corruption significantly inhibit the recruitment and selection process in Nigeria. Consequently, the ability to hire the best workers to improve competitiveness is also inadvertently hampered.

The paper shows that the institutional and cultural variations in SSA require a nuanced approach in the recruitment and selection process in order to enhance organisational competitiveness.

The institutional and cultural variations in SSA require a nuanced approach in the recruitment and selection process in order to enhanced organisational competitiveness.

Agency work represents a unique form of employment that has received increased attention in recent years. Supporters of the agency employment industry have cited increased accessibility and flexibility at an individual and organisational level, yet critics have highlighted disparities in treatment and the limited protection afforded by the contract. Previous psychological studies into the working experiences of these employees have forwarded a series of findings that have frequently conflicted, so this paper begins by exploring research into the areas of motive, job satisfaction, job security, and organisational support. The purpose of this paper is to better understand how this form of employment can psychologically affect agency workers by focusing upon these key areas.

The study's research design incorporated 25 semi-structured interviews with agency workers, recruitment consultants, and representatives from third-party employers. These interviews were then supplemented by longitudinal data from follow-up interviews conducted with agency workers from the initial sample. During the study, the researcher undertook a number of agency working assignments, and ethnographic analysis of diary extracts represented a third source of data.

Results highlighted the importance of motive, as it was found to influence how agency workers viewed their employment. The lack of obligation in temporary contracts was perceived to lead to isolation from permanent colleagues, increase vulnerability, and reduce job security and organisational commitment.

Findings strongly supported the claim that the pre-assignment motives of individuals had a significant impact upon their resulting experiences. Agency workers employed in longer-term assignments reported greater integration into the organisation, resulting in increased commitment towards the third-party employer, and improved relationships with permanent staff.

The current research incorporated multiple perspectives to create an increased understanding of the agency employment industry and its impact upon individuals.

In recent years separate bodies of literature on vacancy notification and employee mobility have evolved for Migration and Human Resource Management specialisms. Whilst the foci of these investigations have had much in common, examination of the literature suggests that many authors appear to have limited knowledge of the work undertaken outside their specialism. Concentrates on those two aspects of the recruitment process where integration of the literature is likely to be of most benefit: vacancy notification and subsequent employee mobility. Compares and contrasts the specialisms′ approaches to examining the recruitment process and highlights a series of issues where knowledge and understanding of how these aspects of the labour market operate is limited. These include the use of information channels, the impact of labour market factors on employee mobility and the ability of incentives to overcome employee inertia.

The purpose of this paper is to present and discuss the recruitment conditions of multinational companies (MNCs) in Egypt, along with problems and de‐recruitment activities such MNCs face.

Surveys in the form of questionnaires were used and data from 55 MNCs operating in Egypt were acquired to investigate the recruitment function's processes and problems MNCs faced along with de‐recruitment practices MNCs undertake.

Results indicated that small and medium enterprises (SMEs) showed higher adoption rate of the recruitment process than large enterprises (LEs). In addition, results indicated that the recruitment function is perceived to be run jointly by human resource management (HRM) and line management, giving an upper hand to HRM. In general, two sets of problems facing recruitment were revealed; candidate‐ and organization‐related problems, where the former had been more frequently reported by SMEs rather than LEs. Finally, the findings illustrated the actual de‐recruitment practices undertaken by MNCs operating in Egypt. SMEs adopted less aggressive de‐recruitment activities than LEs, where mainly recruitment freezing and early retirement are mostly used.

This paper highlights three under‐researched areas by studying the organizational size dimension of recruitment and identifying the pattern of de‐recruitment activities employed by MNCs of different sizes, and also identifying recruitment problems facing MNCs in Egypt. Such findings could help organizations either planning to start up or in enhancing their operations in the Egyptian market. As well, these findings provide insight to recruits about the recruitment stages and problems they might encounter.