Internal hiring or external recruitment?

DeVaro, Jed

doi:10.15185/izawol.237

Cited by 9 publications

(6 citation statements)

References 12 publications

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“…Thus, successor involvement in business management has a significant positive effect on the FOMBs' survival. The findings are contrary to other empirical studies which emphasise that it is more beneficial to hire managers from external sources to get more competent and experienced managers than grooming and developing internals by incurring lots of costs with no future retention assurance (Sardeshmukh and Corbett, 2011;DeVaro, 2016). The implication is that some successors are wholly developed as future managers but ultimately, they either turnover or choose alternative businesses.…”

Section: Successor Involvement In Business Managementcontrasting

confidence: 84%

“…The foretasted arguments imply that complete involvement of the family members in managing the business is a cost since it requires paying them wages, salaries, incentives, allowances and other important entitlements. Moreover, cost and benefits analysis indicate that external hiring of managers gets the more experienced managers than grooming and developing internals by incurring lots of costs with no future retention assurance (DeVaro, 2016;Sardeshmukh and Corbett, 2011). Thus, existence of conflicting information on the effect of successor involvement in business management on the survival of FBs convinces to the creation of the hypothesis that: H1: Successor involvement in business management has no a relationship with the family-owned manufacturing businesses' survival moderated by firm's background variables.…”

Section: Empirical Review and Hypothesis Developmentmentioning

confidence: 99%

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Management succession planning and family-owned manufacturing businesses survival

Magasi

2022

IJRBS

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It remains unclear how lack of management succession planning relates to the collapse of 87% of the Tanzanian family-owned manufacturing businesses (FOMBs) after the first generation. Also, the question of whether a firm’s background variables, namely; executive’s education level, business age, and business size, moderate the relationship between management succession planning and the survival of FOMBs remains unanswered. Therefore, this study investigated the relationship between succession planning and the survival of FOMBs, moderated by the firm’s background variables through the lens of resource-based theory as well as agency theory. A sample of 339 executives was randomly drawn from the FOMBs in Dar es Salaam city where the collapse of FOMBs after the first generation was revealed to be significant and surveyed using a structured questionnaire. Multiple linear regression was used as a quantitative data analysis technique with the support of SPSS as an analytical tool. Results revealed that management succession variables, namely; training the successor, successor involvement in business management and successor factors-work fit had a positive and significant relationship with the survival of FOMBs. However, the internal recruitment of the successor had an insignificant relationship with the survival of FOMBs. Therefore, management succession planning sustains the leadership pipeline and survival of the FOMBs through the involvement of the successor in business management, sufficiently training the successor, and handing over power to the successor whose competency and factors fit with the relevant work. The study contributes to an understanding of management succession planning variables and how they relate to the survival of family-owned manufacturing businesses. The study also provides a new conceptual framework on transgenerational management succession planning in the FOMBs.

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Section: Successor Involvement In Business Managementcontrasting

confidence: 84%

Section: Empirical Review and Hypothesis Developmentmentioning

confidence: 99%

Management succession planning and family-owned manufacturing businesses survival

Magasi

2022

IJRBS

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“…On the one hand, Baker et al (1994) argued that in many cases external hires tend to have more experience and are better educated than internally promoted staff. Devaro (2016), nevertheless, contends that the decision to hire within or from outside of the organisation depends on factors such as the nature and level of the job, the characteristics of the organisation, and the system of the organisation's HRM policies. The choice of methods, however, aims to fill the vacant positions with the best candidates in order to achieve a competitive advantage.…”

Section: Recruitment and Resource-based Theorymentioning

confidence: 99%

What happened to the border? The role of mobile information technology devices on employees’ work-life balance

Adisa

Gbadamosi

Osabutey

2017

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Purpose -The existing literature on the recruitment and selection process in Sub-Saharan African (SSA) context has not sufficiently revealed inherent challenges. This article examines managers' perceptions of employee resourcing in Nigeria.Methodology -This article uses qualitative data which was generated from the semistructured interviews of 61 managers across the six geo-political zones of Nigeria.Findings -The article finds that in addition to the Federal Character Principle and the Quota System Policy, favouritism, ethnicity, age and gender discrimination, as well as corruption significantly inhibit the recruitment and selection process in Nigeria. Consequently, the ability to hire the best workers to improve competitiveness is also inadvertently hampered.Originality/value -The paper shows that the institutional and cultural variations in SSA require a nuanced approach in the recruitment and selection process in order to enhance organisational competitiveness.

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“…Secara garis besar bagian HRD lebih mementingkan kompetensi, kemampuan dan komitmen calon karyawan dalam bekerja. Padahal diperlukan pula calon karyawan yang memenuhi kriteria seperti berkarakter dan mengikuti budaya kerja di Media Pers Indonesia (DeVaro, 2016).…”

Section: Analisis Data Dan Pembahasanunclassified

Strategi Rekrutmen Dalam Peningkatan Kinerja Karyawan Media Pers Indonesia

Wildan

Saleh

Imron

2020

IDEIJEB

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The role of qualified workforce is able to influence the level of performance of a company. With the high mobility of employees in the Press Media in Indonesia, factors in the recruitment and selection process of employees are also considered very important to know the value of employee performance. Seven criteria (seven criteria) that can be used as guidelines in the employee recruitment process that includes competence, ability, compatibility, commitment, character, culture and compensation. This study used a qualitative approach with a combination of secondary data and in-depth observations and interviews with four informants from the editorial and non-editorial departments. The recruitment of Indonesian Press Media was carried out openly and in accordance with SOP with criteria that was only based on educational background, ability and commitment. The company had not applied all 7C criteria in the recruitment of prospective new employees. The management was of the opinion that the promotion strategy was not only based on merit but also needed to be taken into account by the length of service in the company. While according to the employee was work performance. Media Press Indonesia did not have clear concepts, instruments and indicators or standards for the recruitment of prospective employees and changes in career or employee positions.

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Internal hiring or external recruitment?

Cited by 9 publications

References 12 publications

Management succession planning and family-owned manufacturing businesses survival

Management succession planning and family-owned manufacturing businesses survival

What happened to the border? The role of mobile information technology devices on employees’ work-life balance

Strategi Rekrutmen Dalam Peningkatan Kinerja Karyawan Media Pers Indonesia

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