Recruitment in the gig economy: attraction and selection on digital platforms

Williams, Penny; McDonald, Paula; Mayes, Robyn

doi:10.1080/09585192.2020.1867613

Cited by 42 publications

(39 citation statements)

References 51 publications

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“…While previous literature in the SRHRM domain has provided valuable insights into different contexts, including service sectors [69], public organizations [91], manufacturing companies [94], and educational institutions [58], there is still insufficient knowledge about the state of SRHRM practices in platform-mediated business organizations. Considering the disruptions that these new online companies brought to the traditional HR functions [135,136], it is thus a crucial area that needs to be addressed by future studies. We believe that platform-mediated work presents specificities [137][138][139][140], which make it significantly different from other types of work and allow for unique power structures among various actors to develop [141].…”

Section: Implications For Context and Methodsmentioning

confidence: 99%

Socially Responsible Human Resource Management: A Systematic Literature Review and Research Agenda

Omidi

Zotto

2022

Sustainability

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At the intersection of corporate social responsibility (CSR) and human resource management (HRM), a specific research strand has been forming and considerably flourishing over the past years, contributing to the burgeoning academic debate of what has been called “socially responsible human resource management” (SRHRM). The SRHRM debate seeks to proactively enhance employees’ work experiences and meet their personal and social expectations in ethical and socially responsible ways. Despite the increasing interest in research about SRHRM, however, the literature in this area is highly scattered, and a comprehensive study has yet to be undertaken. The present paper addresses this shortcoming by systematically reviewing 57 scholarly articles published in this research domain. It integrates previous insights on the topic to provide a far-reaching theoretical framework that highlights antecedents, practices, and outcomes of SRHRM research. As the results show, between 2011 and 2021, the Sustainability journal has published most of the empirical papers in this area, while the last three years (2019–2021) experienced a significant surge of publications on the topic. Our framework shapes a holistic overview of the SRHRM domain and illuminates different relevant elements upon which future studies in this area could be developed. This contribution is also beneficial for general CSR literature as it stresses the importance of its internal stakeholders, which have been comprehensively given less attention so far. By critically examining the recent literature on SRHRM, we further show how previous research is dominated by studies rooted in utilitarian approaches. Therefore, we set a research agenda for future studies by acknowledging the need for process-oriented studies and the importance of critical scholarship within the field of SRHRM.

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Section: Implications For Context and Methodsmentioning

confidence: 99%

Socially Responsible Human Resource Management: A Systematic Literature Review and Research Agenda

Omidi

Zotto

2022

Sustainability

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“…Digital selection methods are playing an increasingly important role in human resource departments around the world (Ryan et al, 2015;Stone et al, 2013;van Esch et al, 2019;Williams et al, 2021;Woods et al, 2020). Many organizations screen and evaluate applicants' social network profiles (e.g., LinkedIn) instead of asking them to send their curriculum vitae (CV), or they use web-based tests and video interviews instead of arranging on-site tests and face-to-face meetings (Tippins, 2015); some early-adopting organizations have even started experimenting with chatbots to replace human interviewers (Moran, 2018).…”

mentioning

confidence: 99%

Applicant Reactions to Digital Selection Methods: A Signaling Perspective on Innovativeness and Procedural Justice

et al. 2021

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Research has shown that the use of digital technologies in the personnel selection process can have both positive and negative effects on applicants’ attraction to an organization. We explain this contradiction by specifying its underlying mechanisms. Drawing on signaling theory, we build a conceptual model that applies two different theoretical lenses (instrumental-symbolic framework and justice theory) to suggest that perceptions of innovativeness and procedural justice explain the relationship between an organization’s use of digital selection methods and employer attractiveness perceptions. We test our model by utilizing two studies, namely one experimental vignette study among potential applicants (N = 475) and one retrospective field study among actual job applicants (N = 335). With the exception of the assessment stage in Study 1, the positive indirect effects found in both studies indicated that applicants perceive digital selection methods to be more innovative. While Study 1 also revealed a negative indirect effect, with potential applicants further perceiving digital selection methods as less fair than less digitalized methods in the interview stage, this effect was not significant for actual job applicants in Study 2. We discuss theoretical implications for the applicant reactions literature and offer recommendations for human resource managers to make use of positive signaling effects while reducing potential negative signaling effects linked to the use of digital selection methods.

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“…For this reason, the study has carried out a series of steps to search for literature that can complete the discussion of the study of challenges and opportunities in producing human resources in the era of economic competition. From the 100 publication topics we got after going through a series of in-depth selection and analysis, we finally collected 55 topics in the form of field study publications, and we decided to support this discussion (Williams et al, 2021).…”

Section: Methodsmentioning

confidence: 99%

Challenges of human resources governance in facing the era of digital-based economic competition

Abdullah

2022

ijbem

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This paper aims to conduct a discussion backed up by academic findings on the study of challenges faced by economic HR managers who compete in the digital era; the problems and challenges faced by HR managers are admittedly weighty. Therefore, various breakthroughs and studies are needed to minimize these challenges. For this reason, this study has utilized many academic publications to back up a study of the challenges faced by managing sustainable economic and human resources based on digital applications. We did an online search for data in many published journals, both books, and articles, which we then studied carefully, such as involving data coding, data analysis, comprehensive data evaluation, and data interpretation so that these data become valid and valid findings to answer research problems and hypotheses.

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Recruitment in the gig economy: attraction and selection on digital platforms

Cited by 42 publications

References 51 publications

Socially Responsible Human Resource Management: A Systematic Literature Review and Research Agenda

Socially Responsible Human Resource Management: A Systematic Literature Review and Research Agenda

Applicant Reactions to Digital Selection Methods: A Signaling Perspective on Innovativeness and Procedural Justice

Challenges of human resources governance in facing the era of digital-based economic competition

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