Employee Recruitment

Breaugh, James A.

doi:10.1146/annurev-psych-113011-143757

Cited by 199 publications

(244 citation statements)

References 94 publications

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“…The Cronbach's alphas were all greater than .70 (see Table 2 anticipate what type of customers they may meet. Thus, people who work in this sector need to accept uncertainty situations and try to solve customers' problems (Breaugh, 2013). Notwithstanding, previous research characterises the USA as a society that has a relatively higher tolerance for uncertainty than other cultures (Hofstede, 1994); the below mid-point score (M = 3.78) in this study could simply reflect this.…”

Section: Internal Consistency Of the Scalesmentioning

confidence: 70%

“…Approximately 27% of the jobseekers in this sector were invited initially by incumbents in their social networks, indicating that, although employee referral is considered to be an effective source for initial alerting of prospective retail employees to job openings (Breaugh, 2013), it is not the norm for jobseekers in this study, and they are still heavily using/combining with other sources of information. We could be observing the effects of the online nature of the sample, in that they have easier, faster access to more sources of information and may be proactive job information seekers, whilst employee referral is a more passive undertaking.…”

Section: Dataset) Fisher's Exact Testmentioning

confidence: 92%

“…Even though the classification of maximiser and satisficer has been adopted in a variety of studies in different areas (e.g., Schwartz et al, 2002), a very limited amount of research has applied it in the field of recruitment, particularly in the retail trade (Breaugh, 2013). Gruszka, Matthews, and Szymura (2010) indicate that individual differences and personal characteristics have their basis in human cognitive functioning and will influence individual attitudes and behaviours.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

“…Moreover, even though increasing the number of applicants in the application pool is a useful strategy to increase the number of qualified and suitable candidates (Breaugh, 2013), and many researchers have attempted to investigate how different recruitment information sources can have a different impact on jobseekers' job decisions, the proposed suggestions do not reach a consensus. Some researchers (e.g., Hill, 1970) claim that the formal (company-dependent) sources such as newspaper advertisements are less effective than the informal (company-independent) sources (e.g., word-of-mouth from family/friends) as the latter contain more personal and experience-based information and can assist jobseekers in understanding the reality of the actual work environment.…”

Section: H6mentioning

confidence: 99%

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Should retail trade companies avoid recruiting maximisers?

Liu

Keeling

Papamichail

2015

Management Decision

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Purpose -Investigates differences in characteristics, job outcome experiences and attitudes of maximiser and satisficer decision-making style groups working in the retail trade.Design/methodology/approach -Survey conducted using the Amazon Mechanical Turk panel of 140 US participants who have accepted a retail job offer in the past six months. Investigated participants' decision-making style, plus experiences and attitudes toward their present job and the (retail) job information sources used. Findings -The results show that compared to satisficers, maximisers exert more effort when searching job information, have higher uncertainty avoidance and need for cognition, and experience more post-decisional regret. In this sample, any significant differences between maximisers and satisficers in relation to job satisfaction, company commitment, and intention to quit their present job are restricted to certain groups. For recruitment information sources, while satisficers rely on their families and friends for information, maximisers are more likely to obtain job-related information from other sources such as online discussion forums.Practical implications -Though some studies suggest that maximisers are unhappy with their choices, this research recommends that retail trade companies should not exclude maximisers from their recruitment pools. Retailers should enhance their candidate pools with both maximisers and satisficers by managing different recruitment information sources, especially with a view to providing realistic expectations.Originality/value -Research of decision-making style in recruitment is relatively limited. This research illustrates the differences of attitudes between maximisers and satisficers towards their present retail job, and also demonstrates the preferences of maximisers and satisficers in recruitment information sources.

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Section: Internal Consistency Of the Scalesmentioning

confidence: 70%

Section: Dataset) Fisher's Exact Testmentioning

confidence: 92%

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Section: H6mentioning

confidence: 99%

See 2 more Smart Citations

Should retail trade companies avoid recruiting maximisers?

Liu

Keeling

Papamichail

2015

Management Decision

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“…The presence of third parties can have substantial effects on recruitment outcomes and dynamics (Breaugh, 2013).…”

Section: Collaborative Partnership and Hr Practices 10mentioning

confidence: 99%

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Stokes

Liu

Smith

et al. 2015

The International Journal of Human Resource Management

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The HR practices involved in global talent management continue to advance and evolve. A majority of talent management commentary is from multinational corporation (MNC) perspectives. However, the less commented small-to-medium sized enterprise (SME) also confronts challenges grounded in economic (i.e. resources, finance), organisational (i.e. size, scope and structure) and consequent behavioral rationales (i.e. mindsets and stances). This paper establishes and examines a number of propositions which consider how these factors impact on an advanced economy SME's talent management in emerging economy collaborations.An interpretive qualitative methodology is employed using interviews conducted within two cases -SME and an MNC comparator case. The SME case is used as the driving force of the paper and its theoretical focus and findings. The MNC is used to develop issues as a comparator case. The findings show SME economic and organisational drivers producing behavioral dynamics in relation to mimesis of planned actions yet informal serendipitous responses in reality; a predilection for the proximate and familiar; design configurations of short-term expatriate visits and inpatriates; cumulating in on-going inpatriate acculturisation and re-acculturation oscillation. Consequently, the implication is that the SME needs a HR practices encompassing resignation to the situation, flexibility and resilience in order to survive and progress.Keywords: HR practices, talent management, SME, inpatriates, acculturisation. 1 IntroductionHuman Resource (HR) practices around talent management -the recruitment, selection and retention of national and international talent by organizations -has attracted considerable scholarly attention (Collings, Scullion and Morley, 2007;Farndale, Scullion and Sparrow, 2010;Minbaeva and Collings, 2013). This work has focused primarily on HR practices in multinational corporation (MNC) contexts. This propensity is perhaps to be anticipated since MNCs possess complex multi-faceted infrastructures, expansive international operations, and, large marketing budgets which require (and can afford) the development of planned talent management systems.In contrast, by definition, small to medium-sized enterprises (SMEs), frequently lack the scale, scope, resources and international experience of MNCs. In essence, while SMEs may compete in segments of MNC markets, the 'world' of SMEs in terms of inter alia: decisionmaking, investment choices, culture and daily running of the firm -often led by family owner-directors and linked with a community rooted to a specific geographical locality -are all substantively different to MNCs. In response to SME proclivities, a substantive body of writing has been generated (Voordeckers, Van Gils and Van de Heuvel, 2007;Nieto, Santamaria, Fernandez, 2013;Lewis, 2015;Wang and Liu, 2015).Nevertheless, HR practices for talent recruitment and management in SMEs, and in particular as SMEs expand into international strategic partnerships, have been considerably less researched.Given t...

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Recruitment and Retention

Fraccaroli

2015

The Encyclopedia of Adulthood and Aging

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Labor market participation by people aged over 40 has been increasing since the mid‐1990s. This trend significantly conditions corporate strategies of recruitment and retention to a workforce that is older and in late careers. Recruitment involves a set of organizational actions to attract and hire new personnel from the external labor market. Considering recruitment processes primarily targeted on older workers, three different target categories can be identified: mature persons with advanced skills (technical or managerial) and extensive experience; low‐skilled workers on flexible, part‐time, or fixed‐term contracts; and retired persons returning to work. Retention consists of a set of human resources management strategies intended to keep personnel within the firm and to value them. Retention policies differ according to the age of employees, and they take account of organizational demography and generational differences. Of particular importance are retention strategies to persuade valuable workers approaching pensionable age to delay their retirement.

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Employee Recruitment

Cited by 199 publications

References 94 publications

Should retail trade companies avoid recruiting maximisers?

Should retail trade companies avoid recruiting maximisers?

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Recruitment and Retention

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