Recruitment and Selection

Bryson, Jane; James, Susan; Keep, Ewart

doi:10.1002/9781119208235.ch7

Cited by 6 publications

(6 citation statements)

References 37 publications

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“…Due to the importance of professionals within society and given the fact that recruiting is an important mechanism in social stratification, it is most important to understand who gains access to PSFs by being recruited to them (Rivera, 2012). Existing research has shown that recruitment and selection is not an "objective" but is rather a societal, political, or cultural issue (Ashley & Empson, 2013;Bryson, James, & Keep, 2013;Rivera, 2012). This brings questions of fairness, equality, and diversity into the spotlight, and given the strong influence of professionals in society it seems important to better understand these issues in the context of PSFs.…”

Section: Knowledge Intensitymentioning

confidence: 99%

Human Resource Management in Professional Service Firms: Learning from a Framework for Research and Practice

Kaiser

Kozica

Swart

et al. 2015

German Journal of Human Resource Management: Zeitschrift für Pe

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Success in human resource management (HRM) depends on the question of whether applied practices of HRM meet specific contingency factors and are appropriately configured. Using this argument, the present article examines HRM in professional service firms (PSFs) in pursuit of three objectives. First, we introduce a conceptual framework that illustrates how the constitutive characteristics of PSFs, as contingency factors, influence HRM practices and research. Second, based on this framework, we summarize key findings of research on HRM in PSFs and open up potential avenues for further research. Third, we reflect on the argument that HRM in PSFs can contribute to an understanding of HRM practices in other organizational settings, leading to the question of the mutual transferability of HRM practices. Aside from these three primary objectives, we also introduce the contents of the special issue.

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Section: Knowledge Intensitymentioning

confidence: 99%

Human Resource Management in Professional Service Firms: Learning from a Framework for Research and Practice

Kaiser

Kozica

Swart

et al. 2015

German Journal of Human Resource Management: Zeitschrift für Pe

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“…In some communities, a significant proportion of the employment opportunities available may be low paid, casualised and insecure, locking families into a low pay/no pay cycle and recurrent poverty (see McQuaid, Fuertes, & Richard, 2010;Metcalf & Dhudwar, 2010: Ray, Hoggart, Vegeris, &Taylor, 2010Shildrick, MacDonald, Webster, & Garthwaite, 2010;Tomlinson & Walker, 2010). Entry into these jobs is often via recruitment and selection processes that afford limited importance to qualifications (see Atkinson & Williams, 2003;Bates, Gifford & Johnson, 2008;Bryson, James, & Keep, 2012;Bunt, McAndrews, & Kuechel, 2005;Jackson et al, 2002;Miller, Acutt, & Kelly, 2002;Newton, Hurstfield, Miller, Page, & Akroyd 2005;Shury, Davies, Riley, & Stansfield, 2008;Spilsbury & Lane, 2000;UKCES, 2012). Moreover, the emphasis some employers place on recruiting on the basis of soft skills may work to the disadvantage of those from lower socio-economic backgrounds, as the soft skills being sought are often a proxy for class attributes (Payne, 2000;Warhurst & Nickson, 2001).…”

Section: Reality Fights Backmentioning

confidence: 97%

Inequality – ‘wicked problems’, labour market outcomes and the search for silver bullets

Keep

Mayhew

2014

Oxford Review of Education

Self Cite

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In recent years concerns about inequality have been growing in prominence within UK policy debates. The many causes of inequality of earnings and income are complex in their interactions and their tendency to reinforce one another. This makes inequality an intractable or 'wicked' policy problem, particularly within a contemporary context in which many of the established policy responses from previous eras are at best discussed in muted terms and more normally deemed to be unavailable. This reflects the eclipse of 'equality of outcome' models and the concomitant rise of 'equality of opportunity' as the new policy mantra from Thatcher onwards. As traditional policy responses have withered, the role of education and training as a 'silver bullet' that can address a host of economic and social challenges has come to the fore. This article outlines policy makers' beliefs that improving the educational attainment of students from lower socio-economic backgrounds can enable them to compete more effectively for elite jobs, and also that increasing the supply of educated employees can transform the level of demand for skills from employers. These beliefs are then critiqued, with reference to occupational congestion, over-qualification and the evidence that skills supply does not always create its own demand.

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“…-Recruiting and Selection: In this initial phase, companies try to attract and select new employees who are aligned with their vision and missions and can contribute to achieving their goals once they enter the company [48]. In particular, green firms have to select and hire employees who share and support the corporate interests in the environment in order to create a green and performing workplace [30]; -Education, Training, and Development: The process of training is defined as a planned organizational action that helps employees acquire and develop hard and soft skills with the aim to implement their growth and their future performance, helping them to be innovative [49,50]; -Performance Evaluation: During this phase, the company analyzes employees' contributions, performance, behaviors, work results, and possibly additional compensation [51,52]; -Rewards: This process of Green Pay and Rewards (GPR) regards all the financial and non-financial payments used to compensate employees (e.g., pay, praise, promotion, accomplishment, etc.)…”

Section: Green Human Resource Managementmentioning

confidence: 99%

The Crucial Role of Green Soft Skills and Leadership for Sustainability: A Case Study of an Italian Small and Medium Enterprise Operating in the Food Sector

Farao,

Bernuzzi,

Ronchetti

2023

Sustainability

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Increasing concerns about the human impact on the environment are leading to new challenges for companies and their employees. Specifically, the food industry is facing the need to provide sustainable services, requiring a specialized and skilled workforce. This article presents a case study of an Italian sustainable Small and Medium Enterprise (SME) operating in the food sector in order to determine the drivers of working for this company, the key skills needed, and the Green Human Resource Management practices adopted. A total of 13 semi-structured interviews were conducted with employees and thematically analyzed. The findings showed that soft skills were perceived as more relevant than hard skills, although the food sector is characterized by high technical complexity and subjected to several national and international regulations. Moreover, the crucial role of organizational culture in determining the relevance of soft skills within the company and in fostering the implementation of the holacracy organizational management method emerged. Finally, by detecting the relevance recognized to values and soft skills during the recruitment and selection process, our findings provided some evidence of Green Human Resource Management in sustainable SMEs.

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Recruitment and Selection

Cited by 6 publications

References 37 publications

Human Resource Management in Professional Service Firms: Learning from a Framework for Research and Practice

Human Resource Management in Professional Service Firms: Learning from a Framework for Research and Practice

Inequality – ‘wicked problems’, labour market outcomes and the search for silver bullets

The Crucial Role of Green Soft Skills and Leadership for Sustainability: A Case Study of an Italian Small and Medium Enterprise Operating in the Food Sector

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