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Recruitment Practices (recruitment + practice)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	63%

Selected Abstracts

Different ties for different needs: Recruitment practices of entrepreneurial firms at different developmental phases

HUMAN RESOURCE MANAGEMENT, Issue 4 2003
Aegean Leung
Entrepreneurial firms face significant challenges in attracting and acquiring needed human resources. That is, in addition to difficulties associated with resource constraints and organization legitimacy, the requirements for "person-organization fit" change substantially as these firms transit from start-up to growth phase. This study examines how entrepreneurial firms tap evolving social network ties in order to address "needs-and-fits" issues across different developmental stages of the firm. The findings go beyond what "strength of weak ties" and "structural hole" theories would suggest, and highlight the persistent use of strong and direct ties across developmental phases. © 2004 Wiley Periodicals, Inc. [source]

Individual job-choice decisions and the impact of job attributes and recruitment practices: A longitudinal field study

HUMAN RESOURCE MANAGEMENT, Issue 1 2003
Wendy R. Boswell
The present research is intended to contribute to the understanding of how job-choice decisions are made and the role of effective and ineffective recruiting practices in that process. The issues are examined by tracking job seekers through the job search and choice process. At multiple points in the process, structured interviews are used to elicit information from the job seekers pertaining to how they are making their decision and what factors play a role. Results provide theoretical and practical insights into the organizational and job attributes important to job choice, as well as how specific recruiting practices may exert a significant influence, positive or negative, on job-choice decisions. For example, our findings reinforced the importance of providing job seekers the opportunity to meet with multiple (and high-level) organizational constituents, impressive site-visit arrangements, and frequent and prompt follow-up. Also, imposing a deadline (i.e., "exploding offer") showed little effect on job-choice decisions. Recommendations for recruitment practice and continued research are provided. © 2003 Wiley Periodicals, Inc. [source]

Not Enough Science or Not Enough Learning?

HIGHER EDUCATION QUARTERLY, Issue 4 2008
Exploring the Gaps between Leadership Theory, Practice
This paper addresses the relationships between leadership theory, practice and development, drawing on both the higher education and wider leadership literature. It explores why challenges and problems exist within the contested field of leadership theory and why gaps remain between theory and practice after more than a century of research , and indeed, with increasing levels of research, scholarship and development in the last 25 years. After highlighting the importance of context for theory, practice and development, the first section of the paper examines a range of factors that contribute to theoretical ,contests' including different starting assumptions made by researchers, the different focus of studies, examination of different causal links to explain leadership, differences in values and cultural lenses and different constructs, terminology and perspectives. The second section examines the challenges faced by leadership practitioners, as individuals, and through exercising leadership as a collective responsibility in the context of changing operating environments within higher education institutions and across sectors and countries. The author highlights three areas where some re-thinking of the links between theory and practice are necessary , at the input stage, linking research findings and recruitment practices; in terms of outcomes, by researching links between leaders, leadership and performance; and in process terms, to examine more deeply complex and relational dynamic of leadership in action. The third section offers a number of specific suggestions as to how closer alignment between theory, practice and development can be achieved. The paper concludes by arguing for greater maturity (in research, practice and development) that acknowledges that leadership is played out in complex, dynamic and changing social systems. A stronger emphasis on ,leadership learning' should deliver both better science and better outcomes for leaders and led in higher education. [source]

Understanding the experience of college graduates during their first year of employment

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 1 2004
Janet L. Polach
A company's college recruitment practices, as well as its socialization processes for graduates once they have joined the organization, can be improved when there is understanding of college graduates' experience during the first year of employment. This study recorded the experiences of eight college graduates who were employed by a medical device manufacturer in the Midwest. Nine themes common to all participants are identified and grouped into three categories: work environment, friendship, and performance. Related research on college graduates and first-job experiences, Generations X and Y, job expectations, and new-hire socialization is also reviewed. Recommendations are offered for consideration by the organization that employs the study's participants to improve college graduates' experience. Further research implications are also discussed. [source]

Individual job-choice decisions and the impact of job attributes and recruitment practices: A longitudinal field study

Demands of immigration among nurses from Canada and the Philippines

INTERNATIONAL JOURNAL OF NURSING PRACTICE, Issue 2 2008
Linda A Victorino Beechinor DNP APRN(BC)
The purpose of this study was to describe and compare the demands of immigration on nurses from Canada and those from the Philippines, who immigrate to the USA and work in Hawaii. The findings can assist policy-makers in formulating plans to alleviate the shortage of nurses through effective immigration recruitment practices. Nurse educators can gain support for the recruitment of students from a diverse array of cultures. Managers and nursing leaders can use this information in designing recruitment, orientation, support and retention programmes for nurses that are specific to their cultural needs. The two groups of nurses were sampled from acute care staff nurse populations in Hawaii. Aroian's instrument, the Demands of Immigration scale, was used to measure and compare the distress levels of the nurses. The findings include a higher level of distress experienced by nurses from Canada compared with nurses from the Philippines. This might be attributed to a preponderance of social and collegial support available to the Philippine nurses in Hawaii where one-fourth of the population is derived from their country of origin. [source]

Board development practices and competent board members: Implications for performance

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 3 2007
William A. Brown
This study explores underlying assumptions about board development practices in nonprofit governance. Specifically, a model was developed to determine if using recommended recruitment, board member orientation, and evaluation practices resulted in more competent board members and if the presence of these board members led to better board performance. The sample consisted of 1,051 survey responses from CEOs and board chairs representing 713 credit unions. As member-benefit nonprofit organizations, credit unions rely almost exclusively on voluntary board members in an oversight capacity. Results support the contention that board development practices lead to more capable board members, and the presence of these board members tends to explain board performance. The study advances the understanding of nonprofit board development practices by further defining the concept and proposing an empirically tested assessment strategy. Furthermore, the findings support using specific recruitment practices that should strengthen nonprofit boards. [source]

Inclusive Governance Practices in Nonprofit Organizations and Implications for Practice

NONPROFIT MANAGEMENT & LEADERSHIP, Issue 4 2002
William A. Brown
An inclusive board seeks information from multiple sources, demonstrates an awareness of the community and constituents that benefit from and contribute to the organization's services, and establishes policies and structures to foster stakeholder contributions. This research investigated the prevalence of inclusive governance practices and its relationship to board composition, diversity attitudes, and recruitment practices. Fifty-six executive directors and forty-three board members representing sixty-two nonprofit organizations returned a mailed survey (29 percent response rate). The study profiled two organizations that represented different styles of inclusive governance. The survey, part of a larger study, contained questions about inclusive practices, board composition, attitudes toward diversity, and recruitment practices. Most organizations indicated that they operate with inclusive governance practices. The organizational profiles provide a picture of boards that used different strategies to accomplish the goal of inclusivity. Boards that use more inclusive practices were not necessarily heterogeneous in board member composition. Inclusive boards were more inclined to be sensitive to diversity issues and used recommended board recruitment practices. The existence of a task force or committee on diversity was also significantly associated with a more inclusive board. Nonprofit organizations must consider their philosophy on stakeholder involvement, recognizing that different strategies lead to different levels of stakeholder involvement. [source]

Departmental websites and female student recruitment

PROCEEDINGS OF THE AMERICAN SOCIETY FOR INFORMATION SCIENCE & TECHNOLOGY (ELECTRONIC), Issue 1 2008
Kristin Hanks
Female recruitment and retention in technology related fields is still low, despite numerous attempts to reverse this trend. As a recruitment device, a school's webpage may be the only visual representation a student will see before deciding whether or not to apply. Thus, understanding the possible implications of this medium is important within the larger conversation on gender equity and opportunities. This research addresses several questions: At first glance, do websites give gender cues, whether intentional or not? Is there a relationship between certain web content and the number of women recruited into technology related schools and departments? Do applied fields (Informatics, Information Science, Instructional Technology, Information Systems) differ in their online recruitment practices from more traditional Computer Science and Engineering departments? It is important to note that this research is not an attempt to find the best web practices to recruit female students or an attempt to punish or blame specific institutions regarding their recruitment practices. [source]