Recruitment source practices in foreign and local firms: a comparative study in Japan

Abstract

While an important human resource management (HRM) function, little is known about the differences in recruitment source practices in foreign and local firms. Research on recruitment source practices is also important due to the potential HRM differences between foreign and local firms. To partially bridge this research gap, we conducted two studies to examine differences in recruitment source practices in foreign and local firms in Japan and the reasons that explain these differences. First, we conducted a qualitative, interview‐based study with 110 employees and recruitment consultants and found that not only firm ownership (foreign firm versus local firm) but also firm age, size, and industry explain differences in recruiting source practices. Second, we conducted a quantitative, survey‐based study with 800 employees in foreign and local firms to further examine contingencies in recruitment source practices. We found that foreign firms rely more on recruitment consultants but less on college recruiting, and that firm size and industry moderate the relationship between firm ownership and recruiting source practices. Taken together, our findings contribute to international HRM research by suggesting that not only firm ownership, but also firm size and industry influence recruiting source practices in foreign and local firms.

Foreign and domestic company attractiveness to host national employees in Japan: A person–organization fit and image theory perspective

“…However, we expect our findings to provide an accurate presentation of organizational attractiveness perceptions in Japan. For example, annual reports of foreign companies in Japan provide consistent evidence that most foreign companies in Japan are from the United States (e.g., Toyo Keizai Research, ) and that HCNs in Japan tend to make little differentiation between foreign companies from Western countries (Peltokorpi & Froese, ). Given that the attractiveness of foreign firms can vary across host countries and country‐of‐origins (Froese & Kishi, ), more research in different host countries and considering different country‐of‐origins is recommended.…”

“…These practices may not be aligned with dominant practices and values in host countries, if such practices and values are characterized by collectivism and uncertainty avoidance, such as in Japan (Hofstede, ). In Japan, HCNs are found to be more attracted by HRM practices including internal training and promotion practices that are more common in domestic companies (Peltokorpi & Froese, ). Further, HCNs may not be attracted by work environment in foreign companies.…”

“…Fourth, based on data from HCN employees, this study answers calls for organizational attractiveness research on employees' perceptions (Newburry et al, ; Turban et al, ). Prior research has relied on student samples (e.g., Froese et al, ; Held & Bader, ; Tsai & Yang, ; Turban et al, ), while foreign companies rely mainly on mid‐career recruitment (Peltokorpi & Froese, ). Attractiveness perceptions of HCNs with work experience are also identified to differ from students without work experience (Turban et al, ).…”

Los recursos humanos en las nuevas empresas internacionales. El papel del engagement

“…Las empresas pueden realizar acciones encaminadas a encontrar candidatos y estos, a su vez, pueden iniciar una búsqueda de empleo hablando con familiares y amigos, dirigirse a agencias de colocación o simplemente solicitar empleo en las empresas (DeVaro, 2005). Las empresas pueden cubrir sus vacantes internamente con personal que ya está empleado en la organización o bien con candidatos externos que no trabajan en la empresa (Peltokorpi y Jintae, 2016). Para este estudio nos centraremos en el reclutamiento externo a la empresa, ya que la promoción interna la consideraremos dentro del desarrollo profesional.…”

“…Los candidatos del mercado externo pueden ser atraídos a través de los anuncios de empleo, las ferias laborales, el reclutamiento en centros académicos tales como universidades, los programas de recomendación, las agencias de empleo público y privado, la contratación de antiguos empleados o a través de las redes de trabajo (Peltokorpi y Jintae, 2016). La elección de la práctica que se utilice repercute en la cantidad de información que el empresario puede obtener de los candidatos, la calidad, el tamaño y la rapidez de incorporación de los mismos (DeVaro, 2005).…”