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1 – 10 of over 5000Building a quality teaching force depends fundamentally upon attracting suitable candidates into teaching. This translates into transparent and clear policies and procedures for…
Abstract
Building a quality teaching force depends fundamentally upon attracting suitable candidates into teaching. This translates into transparent and clear policies and procedures for recruitment and transfers. Teacher recruitment and transfer are significant aspects of teacher management in Indian states because of the size and the differences that exist in different locations, in terms of facilities including access to health care services, higher educational institutions, and also transport and mobility. The presence or absence of these facilities and services determine the perceived quality for teachers, especially as it also determines their and the family members’ (including spouse and children) ability to access education, health care, or job market. This makes the recruitment and transfer policy a critical aspect of teacher management that contributes significantly to the motivation and job satisfaction of the teacher. Karnataka was able to make progress on designing and implementing transparent and effective teacher recruitment and transfer policies and move away from a system plagued by the weaknesses exhibited by other states. This chapter undertakes a historical analysis of teacher recruitment and transfers in the state, examines the determinants that led to current policies and an examination of the on-going changes since the policy was first introduced. Using Karnataka’s example, it argues that effective and efficient teacher management systems can lead to better teacher quality.
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Cecilia Isabel Calderón-Valencia, Judith Cavazos-Arroyo and Alfonso López Lira-Arjona
Aashima Gupta and Mridula Mishra
Introduction: Artificial intelligence (AI) assists recruiters in effectively and efficiently nominating applicants precisely and accurately. It helps in the screening of resumes…
Abstract
Introduction: Artificial intelligence (AI) assists recruiters in effectively and efficiently nominating applicants precisely and accurately. It helps in the screening of resumes without biasness. This chapter will identify different AI technology and various organisations using it fully or partially.
Purpose: This chapter aims to get insights about various AI tools that assist human recruiters, save time and cost, and provide modern experiences. It will help identify various applications that are currently in use and their features. It also helps in finding out the benefits and the challenges faced by the recruiters and the applicants while assimilating those applications in hiring.
Need for the Study: The study will be helpful to all those recruiting firms who are presently using AI or not using it to understand the benefits and challenges they might face.
Methodology: The chapter will be based on reviews and industry reports. This chapter will include a study related to human resource (HR) functions where AI is used. To give more insights into AI technology, this study mentions various applications like Mya, Brazen, etc., and their usefulness in recruitment. Also, special emphasis would be given to the recruitment functions as most companies use AI. Some companies like Deloitte and Oracle are using AI fully or partially will also be incorporated.
Findings: The study finds out that although many companies have started to use AI tools for recruitment, they have not explored all the algorithms that can be used to complete the whole recruitment and selection process. Companies like Loreal use AI for candidate applications and recruiter screening, but human recruiters stand strong for assessments and interviews. AI’s widespread use presents human resource management (HRM) practitioners with both opportunities and challenges.
Practical implications: The basic idea of the study is to scrutinise the related literature and find out the features, advantages and limitations/challenges of using AI which would be helpful for recruiters in better understanding of the technology-driven recruitment.
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Lerato Aghimien, Clinton Ohis Aigbavboa and Douglas Aghimien
This book aimed to conceptualise a construction workforce management model suitable for effectively managing workers in construction organisations. To this end, this chapter…
Abstract
This book aimed to conceptualise a construction workforce management model suitable for effectively managing workers in construction organisations. To this end, this chapter presents the conceptualised model, which consists of seven workforce management practices with their respective measurement variables. Drawing from existing theories, models, and practices, the chapter concludes that a construction organisation that will attain its strategic objectives in the current fourth industrial revolution era must be willing to promote effective recruitment and selection, compensation and benefits, performance management and appraisal, employee involvement and empowerment, training and development, as well as improving workers emotional intelligence and handling external environment pressure. These practices can promote proactiveness, participation, and improved skills and can lead to effective commitment, better quality, and flexibility within the organisation.
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Aurélie Girard and Bernard Fallery
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…
Abstract
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.
Thomas Elliott, Jennifer Earl and Thomas V. Maher
The majority of research on intersectionality and social movements has focused on agenda-setting or internal identity processes. However, little research has focused on the ways…
Abstract
The majority of research on intersectionality and social movements has focused on agenda-setting or internal identity processes. However, little research has focused on the ways in which social movements present themselves as intersectional, particularly in recruitment, which is important for building inclusive movements. In this chapter, we begin to outline a theory of movement recruitment based around intersectional identities that draws on work on coalitional recruitment and concepts from framing. In particular, we argue that “identity bridging,” which occurs when two or more identities are linked during recruitment attempts, is a potential tool for inclusive and intersectional recruitment. We evaluate the extent to which movements engage in this style of recruitment using data on intersectional youth identities acknowledged on web-addressable advocacy spaces. Youth are at a critical moment in their identity development, and so it is especially important to engage them in ways that respect their developing intersectional identities. We find that, overall, most movement sites do not engage in identity bridging, and those that do rarely move beyond bridging the youth identities with one other aspect of identity. Based on our theory, this would help to explain why so many movements struggle with issues of inclusivity.
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Francesca Mochi, Rita Bissola and Barbara Imperatori
This chapter explores different strategies implemented by three companies using professional (LinkedIn) and non-professional (Facebook) social networking websites (SNWs) as a…
Abstract
Purpose
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.
Methodology/approach
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.
Findings
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.
Social implications
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.
Originality/value of the chapter
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.
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