A Review of Smes Recruitment and Selection Dilemma: Finding a ‘Fit’

Abstract

This systematic review of theoretical approaches is to determine whether the recruitment and selection process in SMEs shows evidence of a strategic ‘fit’ and second, examining the extent of a structured, innovative and flexible recruitment and selection process. HR managers may be aware of Strategic Human Resource Management but their understanding of recruitment and selection process as a HR architecture linking the firm and HR strategy may be vague. Findings in literature shows that priority research tends to be non-HRM related functions. HRM practices are seen as less important. The review also shows evidence that recruitment and selection is an under researched area and no specific research papers provided insights on the concept of ‘fit’ in recruitment and selection. Although general literature presents various models of recruitment but the compatibility between the individual, job and environment – ‘fit’, as a strategic process in SMEs seems disconnected and unexplored. This suggests that the HRM functions in the Malaysian SMEs are treated and perceived as secondary, routine and an insignificant function.

Cybervetting prospective employees of SMEs

“…Second, our results confirmed a low level of HR formality in SMEs even lower than was unveiled by works of Psychogios et al (2016) or Saridakis et al (2013). Therefore, the recruitment and selection stages and processes are not systematic and highly sophisticated instead they are at best, rudimentary and modest and managed by one person who determines the relevant factors and requirements for the job (Abraham et al, 2015). This may have at least two consequences, one for the company itself and second for society in general.…”

“…In SMEs, the HR processes may be managed by one person who determines the relevant factors and requirements for the job. (Abraham et al, 2015;Dvorský et al, 2018). However, HR formality is defined as the extent to which HR practices are documented, systemized, and institutionalized (Nguyen & Bryant, 2004).…”

Pathways of SME internationalization: a bibliometric and systematic review

“…In particular, researchers have not thoroughly examined the extent of the influence of the critical role played by the owner-manager in HRD and especially the management of talent in SMEs. Certainly, the effort to attract, compensate, motivate, and retain employees is a daunting task for SMEs, particularly as the war for talent becomes highly competitive (Abraham et al 2015). However, retaining and developing talent is important too.…”

Enabling Corporate Sustainability from a Talent Acquisition Perspective

“…An organisation is best known for the elements that constitute it [25], and the foundation of any organisation is its employees, the human assets [26]. Given the correlation between an organisation and its employees, the TA process can be deemed as a necessary and fundamental process to any organisation [27]. Interviewing has historically been the most common and widely used form of assessment and selection tool used in the employee selection process [28].…”