Sustainability in Recruitment and Selection: Building a Framework of Practices

Jepsen, Denise M.; Grob, Suzanne

doi:10.1177/0973408215588250

Cited by 28 publications

(22 citation statements)

References 75 publications

(66 reference statements)

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“…Make selection decision and induction Wehrmeyer (2017), Jepsen and Grob (2015) and Yong et al (2019) Table I. Green candidate selection process framework for organizational sustainability require environmental management knowledge and skills (Tung et al, 2014).…”

Section: Findings and Discussionmentioning

confidence: 99%

Green candidate selection for organizational environmental management

Adjei‐Bamfo

Bempong

Osei

et al. 2019

IJM

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Purpose The purpose of this paper is to propose a new typological environmentally sustainable human resources management evaluation framework to aid green candidate selection process for environmental management in developing economy local government agencies. Design/methodology/approach Presenting the narrative of developing economies local government context, this paper conducts an extensive review of relevant literature on green human resources management (GHRM) and green recruitment and selection. Findings Drawing on Siyambalapitiya et al. (2018) and the resource-based theory (RBT), the paper proposes and discusses an evaluation framework for guiding organizations’ green candidate selection process. The framework comprises of seven stages which begins with “training recruiters on green candidate assessment” to “making selection decision and inducting selected candidate” on organization’s environmental management policies and practices, and its green values. Research limitations/implications Application of the proposed framework has implications for enhancing organizations’ efficiency, reducing cost, eliminating environment waste, as well as fostering green culture among employees. This paper also extends the strand of RBT by explaining how organizations could assess and select job applicants with significant intangible capability such as environmental management skills, knowledge and values to foster its competitive urge and sustainability. Originality/value This paper makes two main contribution to the GHRM literature. First, the paper proposes a new typological environmentally sustainable human resources management evaluation framework. Secondly, the paper focuses the framework on developing economies and local government organizations context, something that is currently non-existent.

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Section: Findings and Discussionmentioning

confidence: 99%

Green candidate selection for organizational environmental management

Adjei‐Bamfo

Bempong

Osei

et al. 2019

IJM

View full text Add to dashboard Cite

show abstract

“…It is accomplished by finding the right person for the particular job that fulfills the unfilled post of the organization [6]. Jepsen and Grob [33] demonstrated in their study that applying a sustainable selection process in the organization shows not only a commitment to the planet, people, and profits, but may serve as the competitive differentiator in the employee marketplace.…”

Section: Selection and Job Performancementioning

confidence: 99%

An Examination of Sustainable HRM Practices on Job Performance: An Application of Training as a Moderator

et al. 2019

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This study attempts to examine the role of sustainable Human Resource Management (HRM) practices on job performance and encompasses training as a moderator variable to further evaluate the association among HRM practices and employee’s job performance.The study seeks to measure the effect of selection, participation, and employee empowerment on job performance in the publicly owned universities of Pakistan. The descriptive survey research design was utilized for this study. The target population was the entire teaching staff of two publicly owned universities (namely “The University of Agriculture Peshawar” and “Hazara University Mansehra” Pakistan). By using a convenient sampling technique, 130 sample participants were selected from the target population. The reliability scales were tallied by using Cronbach’s Alpha. The findings of the study are gleaned by using regression to investigate the role of HRM practices in job performance and whether training moderated the association between HRM practices and employee performance. Through Statistical Package of Social Science (SPSS), Hayes process was used regarding the moderation effect of training between HRM practices and job performance. The main results of regression analysis validate that HRM practices, such as selection, participation, and employee empowerment, have a significant and positive effect on employee job performance. Specifically, the study suggests that training significantly moderates the effect of HRM practices on the performance of employees and that sustainability of HRM practices has a great impact on job performance. Based on the outcomes the study confirms that the proposed hypotheses are statistically significant. Furthermore, directions for future research are offered.

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“…This theory points to paradoxical choices affecting the balance between resources consumed and resources produced, arising from the pressure for performance and results that can itself be a source of transformation and innovation. Jepsen and Grob(2015) demonstrated in their study that applying a sustainable selection process in the organization shows not only a balanced commitment to the planet, people, and profits, but may serve as a competitive differentiator in the employee marketplace, drawing top talent to the organization [29] . In that same connection, training is an important method for developing the capacity and skill of employees in the enterprise; hence training practices can be retooled to achieve the goal of the sustainable human resource regeneration while also improving the organization's overall competency.…”

Section: Sustainable Hrmmentioning

confidence: 99%

Measuring Sustainable Human Resource Management under the new economic era

Yao

Liu

et al. 2021

E3S Web Conf.

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The main feature of the new economic era is the use of network technology, information technology and other economic material means, under the guidance of the age of knowledge, the scientific and technological force as an important productivity of social and economic development. At present, China has entered an era of rapid economic development, and all sectors of society pay more and more attention to human resource management, which provides support for the sustainable development of enterprises. Sustainable human resource management (Sustainable HRM) refers to ideas and practices of human resource management that can bring long-term competitive advantages to organizations, by enabling them to achieve sustainable economic, social, and environmental development. This paper aims to explore the dimension of Sustainable HRM and develop the measure scale and test the construct validation. Based on the United Nations 2030 Sustainable Development Goals (SDGs), the researchers conducted qualitative interviews and also used open questionnaires with 103 corporate managers and employees to obtain their insights on the significance, structure, and ingredients of sustainable HRM under the background of emerging economies. Previous research in the field along with the interview and questionnaire responses were coded and analyzed in order to prepare a preliminary, 25-item scale for measuring sustainable methods of HRM. This initial scale was tested in a study involving 243 participants, and exploratory factor analysis was used to assess the results. The findings shows that sustainable HRM has two dimensions, named sustainable HRM ideas and practice. An adjusted scale was created for measuring two dimensions of sustainable HRM: namely, the ideas (7 items) and practices (5 items) of sustainable HRM. This study finds that sustainable HRM has two dimensions: principles or ideas of sustainable HRM and practice of sustainable HRM. The scale is intended to provide a reference point for attempts to expand sustainable HRM, by clarifying directions for research on and development of sustainable HRM. The two-dimensional scale of sustainable HRM developed in this study can prompt companies to pay equal attention to “knowledge” and “action”, and to implement the concept of sustainable HRM into HRM policies. Along both dimensions, the reliability and validity of the adjusted scale have reached a good level, and confirmatory factor analysis supports the structural validity of the scale.

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Sustainability in Recruitment and Selection: Building a Framework of Practices

Cited by 28 publications

References 75 publications

Green candidate selection for organizational environmental management

Green candidate selection for organizational environmental management

An Examination of Sustainable HRM Practices on Job Performance: An Application of Training as a Moderator

Measuring Sustainable Human Resource Management under the new economic era

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