The Staffing Process in a High-Technology Environment

Nadal, Jordi Olivella; Sanz, Gema Calleja

doi:10.1007/978-3-319-02618-3_7

Cited by 1 publication

(2 citation statements)

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“…An open-question questionnaire was designed to increase the homogenisation and consistency of the interviews. Its structure (see Table 2) was based on the elements making up the concept of staffing according to Ployhart (2006), Heneman and Judge (2009) and Olivella and Calleja (2014). In this way, we ensured that all questions, or at least the most important ones, were answered.…”

Section: Data Collectionmentioning

confidence: 99%

“…Staffing has been defined as the process of acquiring, deploying and retaining a labour force of sufficient quantity and quality to create a positive impact on organisational effectiveness (Heneman & Judge, 2009). Along the same lines, staffing has been reported to involve the practices of recruitment, hiring, transfer, redeployment, redundancy, outputs, retirement, development and retention (Olivella Nadal & Calleja Sanz, 2014).…”

Section: Introductionmentioning

confidence: 99%

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Staffing policies of leading professional service firms

Martinez-Costa

Mas‐Machuca

Olivella

2019

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Purpose: The aim of this study is to analyse the prevalence of the staffing policies associated with the characteristics of the two basic types of organisational configurations identified by Institutional theory (Professional Partnership and Managed Professional Business), or conversely, if they have been evolving as a consequence of contextual factors and trends.Design/methodology/approach: Exploratory research was performed through the case study method. Six case studies were conducted in Spanish affiliates of leading multinational management consulting firms.Findings: Our analysis revealed that the staffing policies and practices of the companies differ significantly. It was further deduced that the origin of companies and the practice of activities other than business consulting could influence their staffing policies. It is concluded that mixed models do exist nowadays and that the origin of companies largely determines their policies.Research limitations/implications: Cultural factors among countries could influence HRM policies and practices. Furthermore, the size of companies could determine (or limit) the implementation of certain staffing policies. The study could be extended to a sample of consulting companies of various sizes and countries to enrich the resultsPractical implications: For HR managers, knowing the staffing policies at these major companies is a benchmark of HRM effectiveness to be applied to their own companies. In particular, these cases are relevant for other knowledge intensive organizations.Originality/value: The paper provides current empirical evidence on the HRM staffing policies of leading consulting firms and their evolution

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Section: Data Collectionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%