360° recruitment: a holistic recruitment process

Vincent, Vinod

doi:10.1108/shr-02-2019-0006

Cited by 6 publications

(4 citation statements)

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“…At this point, the primary condition is that the goals of the candidates are compatible with the organizational goals (Bagga & Srivastava, 2014). Therefore, recruitment and selection practices are of great importance for SHRM (Vincent, 2019) because the compliance between HR quality in an organization and its organizational strategy depends on this (Gamage, 2014). Talent management is a strategic process and it focuses on understanding and satisfying the needs of the business to ensure bring in the right organizational talent, fostering growth, and increasing a firm's competitive advantage (Armstrong, 2017;Collings & Mellahi, 2009).…”

Section: Introductionmentioning

confidence: 99%

The Impact of New Generation Management Approaches on the Firm Performance: The Moderating Role of Strategic Human Resource Management Applications

Altındağ

Aktürk

2020

SAGE Open

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The main purpose of this study is to research how and to what degree a company’s performance is affected by the new generation management approaches through strategic human resource applications. Within this framework, of the new generation management approaches, organizational ambidexterity, learning organization, and innovation capability have been included as independent variables, and of the strategic human resource applications, with the moderation of talent management and the recruitment and selection process, the effects on firm performance have been tested empirically. The study was conducted in 2018 by evaluating 387 of the questionnaires collected from the firm owners and middle and upper management of randomly selected large and mid-sized businesses in Istanbul, Ankara, Bursa, and Izmir. The collected data were tested using SPSS and, within the scope of structural equation modeling, using SmartPLS. At the conclusion of the research, of the new generation management approaches, it became evident that innovation capabilities have positive effects on the firm performance and that the learning organization also has positive effects on the firm performance by the effect of the moderating variables. Furthermore, a striking weakness was found in the relationship between the performance of a firm and innovation ambidexterity. It was also found that talent management plays no moderating role in the effects of new generation management approaches on the firm performance.

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Section: Introductionmentioning

confidence: 99%

The Impact of New Generation Management Approaches on the Firm Performance: The Moderating Role of Strategic Human Resource Management Applications

Altındağ

Aktürk

2020

SAGE Open

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“…Thus effective recruitment ensures attracting the most qualified applicants with adequate knowledge (transferring from those who have it to those who need it by using recruitment) (Butler et al, 2000;Van Beurden et al, 2021;Wilden et al, 2010). Recruitment efforts are expensive for any company; thus, its cost increases with knowledge, skills, and experience in the field (Ryan et al, 2005;Vincent, 2019). When there are issues with maintaining employees, the specialists will analyze only this process (N. Florea, 2013).…”

Section: Approaches Of Rsei Processesmentioning

confidence: 99%

Implementing ABC as Cost Management Model for the Human Resources Department: Evidence From a Romanian Entity

et al. 2023

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The study proposes a cost management model for recruitment, selection, employment, and integration (RSEI), for the human resources (HR) department in order to identify the possibilities of cost optimization. The proposed model consisted of applying the activity-based costing (ABC) method, as a novelty in the HR field, by developing an algorithm for calculating the cost per employee. To observe the evolution of the analyzed RSEI process costs, the Pareto Chart and the Markov chain model were used. To verify the viability of the model, it was applied within an industrial company. The research results indicated that: in the recruitment process, the most consuming resource is the use of recruitment agencies (89.50% of the recruitment cost); in the selection process, the protocol consumes 66.80%; in the employment and payment processes, salaries consume 52.20%, and insurance taxes 34.80%; in the integration processes, the most consuming resources are tutors with overtime pay (63.30%). After identifying and quantifying the high costs, a plan of measures is drawn up to minimize costs. The study contributes to the RSEI cost literature and has practical implications for human resources practices and organizational performance. The analysis is limited to a few processes of HR, but these are the most consuming resources and the most important in recruitment. The model could be implemented as a future direction for other improvements of the HR processes (performance evaluation, dysfunctional social analysis, motivation, reward and compensation), career management analysis, or other company’s processes.

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“…Many temptations in organisations attract employees to sway from ethical norms and professional practices (De Cremer & Vandekerckhove, 2017). Current recruitment practices which only focus on hiring employees based on knowledge, skills, experiences, abilities, known as competency-based, fails to guarantee employees will not engage in unscrupulous activities (DeFillippi & Arthur, 1994;Vincent, 2019). This recruitment method does not screen candidates for values-priority and values-specific (Otoo, 2019) except in specific jobs such as those in healthcare, military, retail and banking sectors, and other high security-risk sectors and safetysensitive jobs (Groothuizen et al, 2018;Luu et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

Building a Value-Based Workforce Through Islamic Work Value-Based Recruitment: A Conceptual Review

Mastura Ab. Wahab

2024

AAMJ

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The increasing ethical infringements, moral violations, and disciplinary problems among employees point to the deteriorations in employee values. Hiring employees merely on common competency-based recruitment (CBR) versus value-based recruitment (VBR) ignores the critical role of values in guiding employee behaviours, thus contributing further to the problems. This study involves a qualitative approach using NVivo text analysis tool to analyse texts and word frequency from 44 references, including 35 journal articles, six policy papers, two books or book chapters and one conference proceedings. The results show that Public Sector ICT Management Review was the top journal with the highest coverage of the study’s main themes, followed by the Journal of Education for Teaching, the Human Resource Management Review, and the Advances in Health Science Education indicating the importance of the value-based workforce in these four areas of employment (i.e., public sector, education, human resource, and health). The word frequency analysis also shows the five most-used words were “values,” “work,” “based,” “selection,” and “recruitment.” These findings show that the references used in this study are valid and reliable relevant to the study’s main themes. Value-based workforce relates to value-based recruitment – building a value-based workforce begins with a good recruitment strategy. In the Islamic context, Islamic work values are highly influential and Islamic work-related values have been used as recruitment conditions for hiring employees during the Prophet Muhammad’s (pbuh) time and the rightly guided caliphs. If incorporated into the value- based model of recruitment, Islamic-related work values could potentially build a value- based workforce. This study has a significant implication to managers especially in finding good employees for the success of the organisation. Recruiting employees through value-based recruitment and selection is believed could reduce many work-related issues and improve organisational effectiveness. This study adds to the body of knowledge on value- based hiring by incorporating theories and Islamic work ideals, which can be used as a guide for future research.

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360° recruitment: a holistic recruitment process

Cited by 6 publications

References 0 publications

The Impact of New Generation Management Approaches on the Firm Performance: The Moderating Role of Strategic Human Resource Management Applications

The Impact of New Generation Management Approaches on the Firm Performance: The Moderating Role of Strategic Human Resource Management Applications

Implementing ABC as Cost Management Model for the Human Resources Department: Evidence From a Romanian Entity

Building a Value-Based Workforce Through Islamic Work Value-Based Recruitment: A Conceptual Review

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