Impact of national culture on organizations’ use of selection practices

Abstract

Purpose The purpose of this paper is to investigate the impact of national culture on organizations’ use of selection practices, specifically to investigate the impact of in-group collectivism, uncertainty avoidance and power distance on interview panels, one-on-one interviews, applications forms, references, ability, technical and psychometric tests. Design/methodology/approach This study uses survey data from the 2008–2010 CRANET database. It uses OLS regression analysis to test the impact of national culture on organizations’ use of selection practices. Findings In-group collectivism increases the use of panel interviews and technical tests, and decreases the use of one-on-one interviews and application forms. Uncertainty avoidance increases the use of panel interviews and technical tests, and a decrease in one-on-one interviews, applications ability, and psychometric tests. Power distance leads to an increase in one-on-one interviews, applications and ability tests, and a decrease in panel interviews, psychometric tests and references. Originality/value This paper investigates the use of the impact of national culture on selection practices. Specifically, it looks at the use of a large number of selection practices panel interviews, one-on-one interviews, applications and references, and several different tests, ability, technical and psychometric.

Recruitment and retention in not-for-profit organisations: tailored strategies for younger and older volunteers

“…Kataria et al (2020) note the importance of articles investigating both recruitment and retention in journals such as Employee Relations . However, recent studies of recruitment and selection (for example, Prince and Kabst, 2019; Rieucau, 2015) and retention (for example Agus and Selvaraj, 2020; Azeem et al , 2020) continue to be mainly based in a for-profit environment. Importantly, Cnaan and Cascio (1999) note fundamental differences between paid and unpaid work, suggesting that these models of recruitment and retention need substantial development when being transferred from the for-profit sector to the not-for-profit sector.…”

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“…That is, through socialization, individualistic societies will generate more individualistic people who prefer more individualistic organizations. This may be seen as a reinforcing cycle, wherein people are more likely to be attracted to and stay with organizations whose values and management practices are more consistent with predominant cultural expectations in a society (Nadeem et al 2018;Newman and Nollen 1996;Prince and Kabst 2019). Hence, the more congruence with respect to individualistic values orientations across levels (e.g., societal, organizational, and personal), the stronger the P-O fit relationship will be.…”

Human Resource Management Practice in Lithuania: Evidences and Challenges

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“…Earlier researches indicated the popularity of the traditionally used selection techniques such as the interviews, the application forms and the references, despite their reported lack of reliability and validity, while only a small number of organizations reported they use of more sophisticated selection tools such as assessment centres and psychological testing (Lockyer and Scholarios, 2004). National culture characteristics is one of the factor playing some role in frequency of the use of different selection tools (Prince and Kabst, 2019). Concept of fit has been developed as the criteria to facilitate decision making in employees' selection.…”