Recruitment and Selection

Primary school headteacher recruitment and selection in England: the processes and the problematic aspects

“…The attributes of the message that generate attention include: being vivid in nature and using concrete language (Tybout and Artz, 1994); conveying unexpected information (Kiulik and Ambrose, 1993); and providing personally relevant information (Chaiken and Stangor, 1987). Other important aspects include: conveying the image of the recruiting organisation and its core values (Chapman et al, 2005;Lievens and Chapman, 2009), ensuring that sufficient specific information is provided (Barber and Roehling, 1993); and providing realistic and accurate information (Philips, 1999). Candidates receiving consistent messages about the organisation and the post from multiple sources increases credibility (Harkins and Petty, 1981).…”

“…The appointing process, in work organisations generally, which is typically known as recruitment and selection (French and Rumbles, 2010), is considered to be problematic (Breaugh and Starke, 2000) and, according to Lievens and Chapman (2009), inadequately understood. Recruitment and selection are different processes.…”

“…They require different capabilities and may be undertaken by different individuals/groups and, indeed, recruitment may be outsourced to an external agency but not selection. However, in practice the recruitment and selection processes interact: the process of attracting candidates gives potential candidates a sense of the organisation and whether they would like to work there (Lievens and Chapman, 2009). Barber (1998) posits a final third phase following recruitment and selection, that of influencing job choice decisions, for example, the exact salary offered and the timeliness of job offer, with others such as Pilbeam and Corbidge (2010) suggesting a further induction phase.…”

The Process Mechanisms Linking Recruiter Positive Moods and Organizational Attraction

“…The present research extends previous studies by empirically examining the process mechanisms through which recruiter's positive moods can predict organizational attraction. Although past research has indicated that applicants are positively influenced by recruiter characteristics such as being informative, competent, and personable (Chapman et al, ), the recruitment literature has lacked substantive research on guidelines governing how organizations should identify and select individuals well suited for the role of recruiter (Lievens & Chapman, ). Breaugh () suggested that ‘future research on recruiters needs to be more fine‐grained (e.g., not just dichotomizing recruiters as being line or staff) than past research has been’ (p. 111).…”

“…Breaugh () suggested that ‘future research on recruiters needs to be more fine‐grained (e.g., not just dichotomizing recruiters as being line or staff) than past research has been’ (p. 111). Other scholars have called for more research examining recruiters' non‐demographic individual differences that may be associated with recruiting success (Chapman et al, ; Lievens & Chapman, ). Our current study answers the aforementioned research calls and has found that recruiters' positive moods influence applicants' attraction to the recruiters' respective organization indirectly through several processes.…”