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Book part
Publication date: 8 June 2011

Emma Parry and Miguel R. Olivas-Luján

This chapter examines the adoption of online recruitment — both corporate websites and commercial jobs boards — within the United Kingdom and the possible reasons behind…

Abstract

This chapter examines the adoption of online recruitment — both corporate websites and commercial jobs boards — within the United Kingdom and the possible reasons behind its adoption. The chapter also reports on the development of a structured model explaining the factors that may affect an employer's decision of whether or not to adopt online recruitment methods, using Rogers (2003) diffusion of innovation (DOI) theory as a framework. The chapter draws conclusions as to why organizations adopt online recruitment, as well as discussing the use of DOI theory for the study of e-HRM in general.

Details

Electronic HRM in Theory and Practice
Type: Book
ISBN: 978-0-85724-974-6

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Book part
Publication date: 18 August 2014

Rita Bissola and Barbara Imperatori

The aim of this chapter is to explore employee behaviors and expectations of the role of social media when searching for jobs, to offer recruiters and companies valuable…

Abstract

Purpose

The aim of this chapter is to explore employee behaviors and expectations of the role of social media when searching for jobs, to offer recruiters and companies valuable insights to design and manage appropriate web-based employer branding and recruitment strategies.

Methodology

The research strategy is based on semi-structured in-depth interviews involving 34 central informants: talented Gen Yers and social media recruitment experts and mangers. The project focuses on the Italian context, an exemplary country with the highest social media penetration rate.

Findings

The results demonstrate the “bounded” popularity of social media as a recruitment tool among Gen Yers who implement up to five active and passive behaviors, albeit not all widespread, according to varying patterns and using different social media for different purposes: receiving, seeking, sharing, leading, and experiencing. Gen Yers, with aims that vary in line with various staffing phases, collect and share rumors and voices from both internal and controlled organizational sources but also, and above all, from external and organizational sources that companies do not control directly.

Practical implications

Social media seem to offer appealing and valuable opportunities to attract and engage talented young individuals, sustaining the quality, quantity, and fairness of employment relationships. Conversely, they also involve some organizational risks and costs. The chapter offers some managerial cautions and advocates a radical change in the prevalent HRM mindset for the improved management of transparency that social media solutions entail.

Originality/value

Results contribute in understanding how social media can better sustain employer branding and recruitment activities, especially considering the needs and expectations of talented young employees and professionals in the Italian context. Italy is an emblematic context, where the social media potential appears to be extremely interesting, considering its high rate of social media penetration.

Details

Social Media in Human Resources Management
Type: Book
ISBN: 978-1-78190-901-0

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Book part
Publication date: 18 August 2014

Aurélie Girard, Bernard Fallery and Florence Rodhain

The development of social media provides new opportunities for recruitment and raises various questions. This chapter aims to clarify areas of agreement and disagreement…

Abstract

Purpose

The development of social media provides new opportunities for recruitment and raises various questions. This chapter aims to clarify areas of agreement and disagreement regarding the integration of social media in recruitment strategies.

Methodology/approach

A Delphi study was conducted among a panel of 34 French experts composed of 26 practitioners and 8 academics.

Findings

Three quantitative results and five qualitative results are presented. Social media appear as an opportunity to raise the strategic role of HR professionals through employer branding strategy, internal skills development, and a greater involvement of managers within the sourcing process.

Practical implications

This study points out several barriers and limits regarding the integration of social media in recruitment strategies and encourage HR professionals to take up the challenge. Multiple recommendations are addressed to HR professionals.

Originality/value of chapter

This chapter is based on an innovative application of the Delphi method. Moreover, it offers a more comprehensive and critical look on the integration of social media in recruitment strategies.

Details

Social Media in Human Resources Management
Type: Book
ISBN: 978-1-78190-901-0

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Article
Publication date: 16 June 2021

Olajide Ore and Martin Sposato

The purpose of this study is to contribute to the knowledge on the opportunities and risks in the use of artificial intelligence (AI) in recruitment and selection by…

Abstract

Purpose

The purpose of this study is to contribute to the knowledge on the opportunities and risks in the use of artificial intelligence (AI) in recruitment and selection by exploring the perspectives of recruitment professionals in a multicultural multinational organisation.

Design/methodology/approach

A qualitative approach was used in this exploratory study. Face-to-face, semi-structured in-depth interviews were conducted with ten professional recruiters who worked for a multinational corporation.

Findings

The findings revealed that AI facilitates the effective performance of routine tasks through automation. However, the adoption of AI technology in recruitment and selection is also fraught with risks that engender fear and distrust among recruiters. The effective adoption of AI can improve recruitment strategies. However, cynicism exists because of the fears of job losses to automation, even though the participants thought that their jobs would continue to exist because recruiters should always be humans.

Originality/value

This paper provides a unique exploration of the opportunities and risks in the adoption of AI for the recruitment and selection function in human resource management. The benefits are the delegation of routine tasks to AI and the confirmation of the crucial role of professional recruiters.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

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Book part
Publication date: 4 August 2021

Puja Minni and Jyotsna Jha

Building a quality teaching force depends fundamentally upon attracting suitable candidates into teaching. This translates into transparent and clear policies and…

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.

Details

Building Teacher Quality in India: Examining Policy Frameworks and Implementation Outcomes
Type: Book
ISBN: 978-1-80071-903-3

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Article
Publication date: 18 May 2021

Jui-Chieh Huang

This study applies a person-environment fit (PEF) framework to examine the extent to which organizational attractiveness may be influenced by person-organization fit (POF…

Abstract

Purpose

This study applies a person-environment fit (PEF) framework to examine the extent to which organizational attractiveness may be influenced by person-organization fit (POF) feedback and person-job fit (PJF) feedback in web-based recruitment. Furthermore, the potential mediating roles of subjective POF and subjective PJF perceptions were examined.

Design/methodology/approach

Senior undergraduate business administration students participated in a two-stage experiment by completing a paper-and-pencil survey during a campus career fair and then reviewing a recruitment website.

Findings

Research findings showed that online assessment feedback on PJF was positively related to organizational attractiveness. The higher the level PJF, the more organizational attractiveness participants reported. Second, both POF and PJF feedback information can affect organizational attractiveness indirectly through subjective POF and PJF perceptions, respectively. Fresh graduates were more sensitive to PJF feedback in deciding organizational attractiveness.

Originality/value

This study contributes to the recruitment literature in at least three ways. First, online recruitment messages concerning can affect organizational attractiveness. Second, in support of the PEF framework, fresh graduates can distinguish subjective POF perceptions from subjective PJF perceptions. Third, fresh graduates are more sensitive to PJF information and perceptions in deciding organizational attractiveness.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

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Book part
Publication date: 11 November 2019

François L’Écuyer and Claudia Pelletier

This study aims to explore social media capabilities for recruitment in the context of SMEs from the recruiters’ perspective. The conceptual framework is based on a…

Abstract

This study aims to explore social media capabilities for recruitment in the context of SMEs from the recruiters’ perspective. The conceptual framework is based on a perspective of the RBV that aims to concentrate specifically on the development of IT capabilities in the use of social media for recruitment purposes. In doing so, this study focuses on the following research questions: How do SMEs use social media for recruitment and what are their particularities? What are the capabilities needed to take advantage of social media for recruitment in SMEs? Have these social media capabilities been developed in SMEs? To answer these questions and build an emergent theory about these specific challenges of the digital era, we conducted an interpretive multiple case study in three Canadian SMEs using social media in their HR practices for at least three years.

It was found that there are four main patterns that explain the use of social media for recruitment in SMEs. First, social media is not the first choice when it comes to choosing a recruitment tool. Second, the use of social media for recruitment is not a structured activity. Third, recruiters use social media the same way they do in their own life. Finally, marketing people are often involved in recruitment practices on social media. These patterns stem from the fact that SMEs have shortcomings in their social media capabilities in general and more specifically in recruitment where gaps exist in terms of knowledge, skills, and attitudes. To our knowledge, this study is the first to explore the use of social media for recruitment and to propose an integrated framework to evaluate social media capabilities. Through the identification and the discussion of a series of practices concerning e-HRM, our results are also helpful in a digital context where SMEs are struggling to keep up with the pace of adoption and use of IT in general.

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HRM 4.0 For Human-Centered Organizations
Type: Book
ISBN: 978-1-78973-535-2

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Book part
Publication date: 8 June 2011

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…

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.

Details

Electronic HRM in Theory and Practice
Type: Book
ISBN: 978-0-85724-974-6

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Abstract

Details

Employer Branding for the Hospitality and Tourism Industry: Finding and Keeping Talent
Type: Book
ISBN: 978-1-78973-069-2

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Article
Publication date: 8 July 2021

Dmitry Kucherov and Victoria Tsybova

The purpose of this paper is to investigate the impact of e-recruitment practices on e-recruitment outcomes in Russian companies.

Abstract

Purpose

The purpose of this paper is to investigate the impact of e-recruitment practices on e-recruitment outcomes in Russian companies.

Design/methodology/approach

This study uses the quantitative approach based on a survey of a sample encompassing 449 companies in Russia.

Findings

E-recruitment practices are positively related to e-recruitment outcomes. However, e-recruitment usage does not mediate the relationship between e-recruitment practices and e-recruitment outcomes.

Research limitations/implications

The extent to which the findings of this research can be generalized is constrained by a single country and cross-sectional data.

Originality/value

The current study is the first to present the e-recruitment practices, including both internet-based ones and internal technology-enabled solutions, within the overall context of human resource management (HRM) digitalization in the companies and specific HRM outcomes.

Details

Measuring Business Excellence, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1368-3047

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