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Specifically, organisations in both the private and public care sectors will be examined. Incidents reported by the media surrounding the failures in recruitment procedures will be discussed. An evaluation of recruitment decision‐making will be carried out and details of the present study, which considers how recruitment decisions are being made at present by organisations in the National Health Service (NHS), social care (SC), higher education (HE), further education (FE) and care home (CH) sectors, will be reported. The first wave of data collection consisted of informal interviews carried out with a series of recruitment decision‐makers from these organisations. Results showed that a variation in recruitment decision‐making between organisations exists, and so the protection of vulnerable persons may be being put at risk.

Reviews contemporary thinking on recruitment and selection in organisations. Draws upon data from a 1992 and a 1995 survey to explore the nature of current recruitment and selection practices in Ireland with particular reference to managerial jobs. Policy decisions on recruitment are examined, recruitment methods are reviewed, and the influence of ownership, size, unionisation and sector on the methods chosen is presented. Selection techniques employed are identified and the situations in which they are most likely to be utilised are highlighted.

One aspect of attracting new employees that has historically been ignored by recruitment researchers is salary negotiations. In this study, we used a hypothetical scenario design to depict salary negotiation experiences in which we varied the levels of salary offer, the behavior of a company and its representative, and the deadlines for receiving a signing bonus. MBA students served as study participants who read the scenarios and responded to questions about perceived organizational attractiveness and job acceptance decisions—two important recruitment outcomes. As hypothesized, our results indicated that salaries, a company's responsiveness to candidate questions, and a company representative's expression of derogatory comments all impact recruitment outcomes. However, exploding signing bonuses had no significant effects, calling into question the negative connotation practitioners have of exploding compensation schemes. Our justice framework revealed that many of the effects that we found for our manipulations on participants' judgments regarding our recruitment outcomes were mediated by perceptions of organizational justice. Finally, we found some evidence of the frustration effect, as procedures that were considered fair worsened rather than mitigated the negative effects of unfair outcomes on job acceptance decisions.

The purpose of this paper is to provide insights into the conduct of recruitment process outsourcing (RPO), based on a real-life case study of one company in Malaysia. The paper analyses the company’s process of recruitment outsourcing from beginning to end, in three sections: RPO decision, RPO implementation and RPO outcome.

The case study was carried out through semi-structured interviews with relevant respondents, including the country HR manager, the HR staff and operation managers in the organisation, plus with the RPO provider.

The key findings, from a theoretical and academic viewpoint, are that RPO decisions and implementation cannot be fully or properly explained by one theory, but are better explained by integrating transaction cost economics, the resource-based view and the Agency Theory. The study also highlights the importance of involving end users in the RPO process.

While this single case study gives a clear, in-depth insight into the issues in this particular instance, future research extending to a wider range of organisations would serve to expand the findings and provide more generalisable results.

Practitioners and service providers should be able to draw valuable lessons from the experience of Tech-solution, particularly from the different perceptions and levels of satisfaction about the service provider’s performance between internal HR and the internal end users (operation managers).

This paper provides a specific and detailed analysis of RPO implementation in practice. It also addresses the call for more RPO outsourcing-specific research in the extant literature.

The internet is initially hailed as the future of recruitment and is expected to replace other media as the preferred recruitment method, but the adoption of online recruitment has not been as comprehensively predicted. In addition, empirical research regarding online recruitment from an organisational perspective is sparse. This paper aims to examine the reasons behind an organisation's decision to use online recruitment, and reports on the development of a model of the factors affecting the adoption of this recruitment method.

The paper uses in‐depth interviews and a survey of human resource (HR) managers with recruitment responsibility. The factors that affect the adoption of online recruitment are explored, and related to Rogers's diffusion of innovation theory (DIT) and Ajzen's theory of planned behaviour (TPB).

Factors related to the adoption of corporate web sites and commercial jobs boards are found to be different, with positive beliefs/relative advantage, subjective norms and negative beliefs emerging in the case of corporate web sites and positive beliefs/relative advantage and compatibility for jobs boards. These results provide some fit with both Ajzen's and Rogers' factors.

This paper addresses an important area that is under‐researched academically and provides a basis for further research into how organisations may adopt online recruitment successfully.

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.

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.

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.

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.

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.

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.

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.

Despite several concerted efforts and directives, Indian organizations have a long road to travel with respect to the inclusion of persons with disabilities in the workforce. Disability taking different forms often impacts organizational decisions on employment and inclusion of persons with disabilities. Acknowledging the role of employers in improving their employment prospects, the purpose of this paper is to examine key factors that direct the decisions regarding targeted recruitment of persons with various types of disabilities.

The exploratory study is based on thematic analysis of senior executives' accounts to examine the factors that direct their decisions pertaining to employment of persons with varied types of disabilities.

Findings highlight organizational determinants that enable/disable employment of persons with varied types of disabilities. The organizational determinants reported are: knowledge about type of disability; work characteristics; accommodations based on type of disability; accessibility of physical infrastructure and external pressures; whereas, persons with orthopedic, vision, hearing and intellectual disabilities are represented in the employee base.

The present study contributes to employer perspectives on workplace disability inclusion toward understanding the nuances of organizational dynamics and human perceptions. Future studies could explore perspectives of other key stakeholders and the conditions under which organizational determinants are perceived as enabling or disabling.

The present study highlights how disability type influences leaders' views on recruitment of persons with disabilities, in an under-researched study context of Indian organizations.

The total neglect of human assets as opposed to physical assets is one of the anomalies of financial accounting. Perhaps nowhere is this anomaly greater than in the instance of the professional football club, because here the net worth of the human resources, principally the playing staff, helps determine playing success and perhaps ultimately financial success. Moreover, such is the nature of the employment contract in professional football, these human resources may be transferred between clubs, and the corresponding financial transaction is manifest in what might be termed autonomous and induced effects in the financial accounts of the buying and selling club respectively.

Hospital information systems have evolved from data processing systems for patient billing and payroll to decision‐support systems which support decision making at the middle and upper management levels. With the advancements in the areas of database management, expert systems and networks, important hospital functions such as physician recruitment and referral which historically were performed using traditional procedures, are now performed using these computer‐based technologies. Develops a generalizable framework for information systems for physician recruitment and referral using technologies of database management, expert systems and networks. This GIS‐PRR system may be used by hospitals and other health‐care providers to improve the efficiency and effectiveness of the physician recruitment/ referral process.

There can be no doubt that the small and medium sized enterprise (SME) plays a pivotal role in most if not all economies, and that social policy makers have an interest in ensuring the viability of this sector of the economy, which plays a crucial role in the contract culture of national and international competitiveness. Quite apart from the essential symbiosis between the large multinationals and public limited companies and this sector, the sustainability of unemployment benefit payouts would be jeopardised should the sector experience a significant downturn. There are already worldwide concerns about the ability to continue to finance state pensions at anything like the present scale, and any loss of viability of the SME sector will simply exacerbate this situation. There are also useful reciprocations to be achieved by comparisons across sectors, including in significant areas such as internal control (Vinten, Lane, Hayes, 1996). The recent flurry of activity has included initiatives of the Institute of Chartered Accountants of England and Wales 1996) and the information needs of owners (Institute of Chartered Accountants of England and Wales 1996a), an Auditing Practices Board (1996) Practice Note, and a Department of Trade and Industry Consultation Document (DTI 1996).