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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 literature on job networks predicts that employees referred through networks would be better matched and mentored and thus would have lower turnover. However, existing research on this question has neglected the ways in which network effects are contingent upon firm organization. Using the personnel records of a large retail bank, we examine the relationship between network recruitment and turnover among new employees. There was no significant difference between network referrals and non-referrals, but referrals eligible for the employee referral program did have lower turnover. These results are explicable in light of the bank’s organization.

Scholars have long argued that churches play a critical role in mobilizing communities marginal to the political process, primarily by pooling resources, disseminating information, and providing opportunities for members to develop community networks, leadership, and civic skills. However, recent research suggests that churches only serve as effective mobilizing institutions when they engage in direct political discussion and recruitment. Even so, churches may face economic, legal, and institutional barriers to entering the political sphere, and explicit political speech and action remain rare. Through an analysis of two years of ethnographic fieldwork following faith-based community organizers attempting to recruit Spanish speakers throughout a Catholic Archdiocese into a campaign for immigrant rights, this paper explores the institutional constraints on church political mobilization, and how these are overcome to mobilize one of the most politically marginal groups in the United States today: Hispanic undocumented immigrants and their allies. I argue that scholars of political engagement must look beyond the structural features of organizations to consider the effects of their institutionalized domains and practices. While churches do face institutional barriers to political mobilization, activists who specialize their recruitment strategy to match the institutional practices of the organizations they target can effectively overcome these barriers to mobilize politically alienated populations.

Purpose: The purpose of this chapter is to identify innovative talent management strategies, programmes, and practices that hospitality companies use in order to identify, develop, and retain their talent. For this purpose, awardees of the Hospitality HR Award were analysed. The award is an established prize in the German-speaking area. General success factors for innovative talent management are identified and the results are compared to international research of talent management in hospitality organisations.

Methodology: The chapter uses a qualitative content analysis approach. All award winners of the Hospitality HR Award since its launch in 2013 (N=60) are analysed.

Findings: The award winners followed different talent management strategies (e.g. cultural and leadership development), programmes (e.g. apprenticeship development programmes), and practices (e.g. fast and digital recruiting processes). Reported outcomes ranged from higher job satisfaction and lower staff turnover to a better work–life balance. General success factors included, among others, the importance of alignment of owners’ and managers’ interests and an integrated view on talent management.

Practical implications: Many talent management strategies, programmes, and practices are specified that may inspire hospitality organisations to employ more innovative approaches to talent management.

Originality: This chapter provides systematic qualitative evidence for and adds to the limited body of knowledge on innovative talent management strategies, programmes, and practices of hospitality companies. Furthermore, the chapter considers both strategic and operational views on talent management.

After experiencing decades of a tripartite colonial racial order that denied Africans political and civic rights, the newly independent nation of Tanganyika defined the rights and obligations of citizenship in terms of territory rather than race, rejecting rapid Africanization and exclusionary policies toward its minority Asian population. This rejection of racial nationality as a fundamental social category was an outcome of conflicts among nationalist elites over whether to use civic exclusion of the Asian minority to foster national unity among the black majority. Nationalist leaders imagined different communities of the nation. Some advocated inclusive citizenship and a nationalist vision based on color-blind policies while others appealed to popular racial animosities rooted in the inherited tripartite racial order and contended that race-blind policies would reinforce the dominance of an already privileged racial minority. Which of these visions triumphed and became institutionalized was a result of conflicts within and between nascent political parties. An event-centered analytical narrative of nation-building documents three causally linked sequences of events — the conflict within TANU over whether to participate in the racially-based election of 1958, the 1961 parliamentary controversy over whether to define citizenship in terms of race or residence, and the 1961–64 Africanization struggle over preferential treatment for black Africans. The outcomes of these conflicts produced the political forms in which national identities became institutionalized, including electoral rules, citizenship laws, and civil service recruitment policies. These outcomes were a result of the shifting balance of power within and between political parties. The analytic narrative pinpoints class, organizational, and international factors responsible for these shifts and identifies political party formation as a central determinant of the trajectory of nation building.

This chapter reviews work that examines the potential causes of inequality for women in employment in the UK. Amongst developed economies and based on mean hourly earnings, the UK has one of the highest gender pay gaps (ILO, 2018). The UK, therefore, illustrates some of the key theoretical and practical issues associated with greater gender equality that affect other countries to varying degrees. This chapter sets out key theoretical perspectives on gender inequality, summarizes important research, identifies research gaps and provides an agenda for future research. It highlights how there is no simple explanation for the disparities in pay between men and women; these disparities persist in the UK and elsewhere. Theories and empirical analyses, therefore, need to expand to identify other potential causes of gender inequality, extending ‘upwards’ to examine how the nature of firms varies across countries and ‘downwards’ to assess how union representatives influence equal opportunity policies in organizations.