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This paper aims to focus on the recruitment and selection processes of management accountants to enhance the understanding of how employers form perceptions of a suitable management accountant.

The analysis is based on 17 interviews with individuals involved in the recruitment of management accountants. Empirical data were collected during the recruitment process at eight organisations.

The findings suggest that in the social context of recruitment, technical skills and abilities related to management accounting are increasingly perceived as “taken for granted”, and employers instead focus on evaluating candidates’ appearance and overall credibility. In particular, employers look for individuals who appear to be sociable, dynamic and appealing. Thus, a candidate’s overall appearance and personality are central to the recruitment process, both of which are assessed through characteristics and traits associated with personal charisma.

The findings have practical implications for both job seekers and recruiters of management accountants.

This study complements past studies on the role and image of management accountants by elucidating the social nature of their recruitment and selection.

The recruitment of young, “green” workers has long been recognised as a defining characteristic of the greenfield site. Extends understanding of how person‐centred recruitment, with its emphasis on employee acceptability, disadvantages the older greenfield applicant. Whether it be a new high commitment or customer service site, worker age is shown to combine with the conventional recruitment criteria of skill, class and gender to constitute an excluded labour segment. In its superior capacity to shape workforce composition, greenfield person‐centred recruitment is shown to be important to understanding the ways in which managerial control is pursued and exercised more widely than within the labour process. Leopold and Hallier’s framework of greenfield types is also modified to encompass new customer service sites where acceptability recruitment is critical to greenfield employers’ labour relations strategies. Concludes that person‐centred recruitment should be studied as a critical feature of greenfield workplace politics and practices.

I approach this work in the knowledge that the recruitment and selection of staff is one of the most neglected areas of library management. I have been unable to trace any monograph devoted to the subject published during the past 10 years and few general books on library management spare more than a cursory glance in its direction.

In the last two decades the economic literature has devoted significant attention to the mechanisms behind firms′ recruitment strategies as a possible way of reducing (un)employment problems. At the workfloor many efforts have also been made by firms to develop strategies that both alleviate conflicts with employees and at the same time lead to acceptable levels of productivity. This effort has resulted in the broad acceptance of the personnel management function in the firm. Examines how successful this approach has been by focusing on the gap between practice and theory in recruitment, by investigating the extent to which and the way in which experiences and findings from actual recruitment (personnel management) have been incorporated in economic theory. Gives an overview of findings on recruitment and selection strategies of firms, with a particular emphasis on economic motives.

The purpose of the paper is to investigate if, and to what degree, social media are used for the recruitment of global supply chain managers.

This is a conceptual paper that discusses how organizations should engage with social media platforms for effective recruitment of global supply chain managers.

Findings are that organizations seeking to employ global supply chain managers, particularly those engaged in B2B activities, lag other industry sectors in adopting new ways of recruiting talent. Building on the findings, we present models of how organizations should move to adopt web-based technologies and the steps needed to engage fully in using social media to recruit global supply chain managers.

Global supply chains (including logistics) lag other industry sectors in adopting social media networks for recruitment, and risk missing out on talent if the issues are not addressed. Serious consideration needs to be given, particularly by B2B but also by B2C businesses, in order to attract suitable employees. Employees’ and prospective employees’ expectations will increasingly revolve around the use of social media.

The research is original in that it investigates an emerging, contemporaneous issue that is of considerable importance in recruiting global supply chain managers. The research provides value by highlighting that in recruiting global supply chain managers, organizations have been slow to adopt new technologies, and recommends actions to remedy this.

A “critical case” approach is used to examine whether the recruitment practices and procedures advocated by social scientists within the personnel field are realised in practice. The “critical case” selected is the graduate recruitment known as the “milkround”, where “scientific techniques” in theory stand the best chance of being used. In practice a major discrepancy between theory and practice was found, which is explained in terms of the preoccupation with material and symbolic security that conditions the actions of personnel managers in competitively co‐ordinated employment establishments.

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.

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.

The research data reported in this article were collected as part of a programme of research into management strategies in relation to the demand for labour. The research project, funded by the Employment Services Division of the Manpower Services Commission, was designed to investigate the ways in which a sample of firms in the private sector (both service and manufacturing) in the East Midlands established their demand for new and replacement labour, formulated and publicised that demand and then recruited. The research design included a detailed consideration of firms' established procedures for recruitment to four occupational categories as well as accounts of recruitment to their two most recent vacancies. It is the material relating to the ways in which firms handled recruitment to these different occupational groups and explanations of the patterns found which form the focus of discussion.

Examines the changing employment market in personnel by comparing recruitment advertisements with their counterparts of ten years ago. Variations over time reflect changes in the values of employers and changes in the nature of employment. Finds that the public sector is now more prominent in recruitment, HRM is developing as a specific function, experience requirements are becoming more specific and the Institute of Personnel Management (IPM) qualifications are more in demand. Overall effectiveness of job advertisements has also improved slightly, but there appears to be ample scope for further development.