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Reengineering the Recruitment Process

research paper for recruitment

The skills needed in many roles are continually changing—and sources of talent are too.

The Covid-19 pandemic has upended many traditional business practices. When it comes to recruiting, the crisis has not so much disrupted as accelerated shifts in the talent landscape that were already under way, leaving many companies poorly served by their current hiring practices. In a period of steep unemployment, it might seem that companies looking to add workers would be in the driver’s seat. But job openings have also been rising in recent months, meaning that competition for top talent remains keen—and in uncertain times, bringing on the right people is more important than ever.

research paper for recruitment

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research paper for recruitment

  • 21 Nov 2023
  • Cold Call Podcast

Cold Call: Building a More Equitable Culture at Delta Air Lines

In December 2020 Delta Air Lines CEO Ed Bastian and his leadership team were reviewing the decision to join the OneTen coalition, where he and 36 other CEOs committed to recruiting, hiring, training, and advancing one million Black Americans over the next ten years into family-sustaining jobs. But, how do you ensure everyone has equal access to opportunity within an organization? Professor Linda Hill discusses Delta’s decision and its progress in embedding a culture of diversity, equity, and inclusion in her case, “OneTen at Delta Air Lines: Catalyzing Family-Sustaining Careers for Black Talent.”

research paper for recruitment

  • 14 Nov 2023
  • What Do You Think?

Do We Underestimate the Importance of Generosity in Leadership?

Management experts applaud leaders who are, among other things, determined, humble, and frugal, but rarely consider whether they are generous. However, executives who share their time, talent, and ideas often give rise to legendary organizations. Does generosity merit further consideration? asks James Heskett. Open for comment; 0 Comments.

research paper for recruitment

  • 07 Nov 2023
  • Research & Ideas

When Glasses Land the Gig: Employers Still Choose Workers Who 'Look the Part'

Is an eyeglass-wearer more likely to be a strong web developer? Employers that use online talent platforms tend to consider profile photos in final hiring decisions, says research by Isamar Troncoso. What's the role of recruiting platforms in preventing bias?

research paper for recruitment

  • 16 Oct 2023

Advancing Black Talent: From the Flight Ramp to 'Family-Sustaining' Careers at Delta

By emphasizing skills and expanding professional development opportunities, the airline is making strides toward recruiting and advancing Black employees. Case studies by Linda Hill offer an inside look at how Delta CEO Ed Bastian is creating a more equitable company and a stronger talent pipeline.

research paper for recruitment

  • 26 Sep 2023

Unpacking That Icky Feeling of 'Shopping' for Diverse Job Candidates

Many companies want to bring a wider variety of lived experiences to their workforces. However, research by Summer Jackson shows how hiring managers' fears of seeming transactional can ultimately undermine their diversity goals.

research paper for recruitment

  • 21 Aug 2023

You’re More Than Your Job: 3 Tips for a Healthier Work-Life Balance

Younger workers are rejecting the idea of sticking with one employer for the long haul and are instead finding happiness by job-hopping and creating dramatically different boundaries with work. In a new book, Christina M. Wallace maps out a step-by-step guide to building a flexible and fulfilling life that includes rest, relationships, and a rewarding career.

research paper for recruitment

  • 26 Jul 2023

STEM Needs More Women. Recruiters Often Keep Them Out

Tech companies and programs turn to recruiters to find top-notch candidates, but gender bias can creep in long before women even apply, according to research by Jacqueline Ng Lane and colleagues. She highlights several tactics to make the process more equitable.

research paper for recruitment

  • 18 Apr 2023

The Best Person to Lead Your Company Doesn't Work There—Yet

Recruiting new executive talent to revive portfolio companies has helped private equity funds outperform major stock indexes, says research by Paul Gompers. Why don't more public companies go beyond their senior executives when looking for top leaders?

research paper for recruitment

  • 31 Jan 2023

It’s Not All About Pay: College Grads Want Jobs That ‘Change the World’

Many college graduates will accept lower salaries for roles that have the potential to give back to society, says research by Letian Zhang. Could trading pay for altruism help shrink the income gap?

research paper for recruitment

  • 05 Dec 2022

5 Companies Where Employees Move Up the Ladder Fast

IBM, Southwest Airlines, and other companies proactively help workers advance their careers to try to retain them, says research by Joseph Fuller. The findings show just how important an employer can be to future salary and job prospects.

research paper for recruitment

  • 30 Nov 2022

Recruiters: Highlight Your Company’s Diversity, Not Just Perks and Pay

Many job seekers want to join inclusive companies that reflect their values. Research by Joseph Pacelli shows how employers can attract more talent by promoting the diversity of their workforce.

research paper for recruitment

  • 22 Apr 2022

Companies Can Expand Their Talent Pool by Giving Ex-Convicts a Second Chance

People with criminal convictions often have trouble finding work and face double-digit unemployment rates. Yet employers would be more willing to hire them under certain conditions, says research by Zoë Cullen. Open for comment; 0 Comments.

research paper for recruitment

  • 05 Nov 2021

How to Tap the Talent Automated HR Platforms Miss

Companies are struggling to fill open positions, but the job platforms they use often screen out promising candidates just because they don't tick every box. Joseph Fuller probes the challenges—and opportunities—of "hidden workers." Open for comment; 0 Comments.

research paper for recruitment

  • 08 Dec 2020

Why Companies Hunt for Talent on Digital Platforms, Not in Resume Piles

Rather than sit back and wait for applicants to send resumes, companies are proactively targeting prospective employees on digital platforms and social media, often with a recruiter's help, says research by Rembrand Koning. Open for comment; 0 Comments.

research paper for recruitment

  • 17 Nov 2020

Why a Blended Workforce May Be Key to Lasting Competitive Advantage

Companies are increasingly blending full-time staff with skilled on-demand talent. The problem: Few companies have developed cultures that accommodate gig workers, says Joseph B. Fuller. Open for comment; 0 Comments.

  • 30 Jun 2020

Is a Business School-Industry Collaboration Needed to Attract Black Talent to Campus?

SUMMING UP:James Heskett's readers suggest that recruiting minority students to business school must be matched with programs to retain them. Open for comment; 0 Comments.

  • 01 May 2020

Does Remote Work Mix with Organizational Culture?

SUMMING UP: Readers who themselves work from home think differently about how organizations should respond to remote work initiatives. James Heskett sums up the dicussion. Open for comment; 0 Comments.

research paper for recruitment

  • 13 Nov 2019
  • Working Paper Summaries

The Gender Gap in Self-Promotion

Many organizations and job applications require individuals to assess their own ability and performance. When women communicate to potential employers, however, they systematically give less favorable assessments of their own past performance and potential future ability than equally performing men. The study rules out potential explanations for the gap and discusses implications.

research paper for recruitment

  • 05 Sep 2019
  • Sharpening Your Skills

Making the Right Technical Hire

CEOs are usually more comfortable making key hires on the business side of the house than the technology side. Here is what executives need to understand about technical hires, according to Julia Austin. Open for comment; 0 Comments.

  • 30 Jun 2019

The Comprehensive Effects of Sales Force Management: A Dynamic Structural Analysis of Selection, Compensation, and Training

When sales forces are well managed, firms can induce greater performance from them. For this study, the authors collaborated with a major multinational firm to develop and estimate a dynamic structural model of sales employee responses to various management instruments like compensation, training, and recruiting/termination policies.

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research paper for recruitment

Vol. 7 No. 2 (2019): March

Authors retain the copyright without restrictions for their published content in this journal. HSSR is a SHERPA ROMEO Green Journal . 

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A SYSTEMATIC REVIEW OF LITERATURE ON RECRUITMENT AND SELECTION PROCESS

Corresponding author(s) : kanagavalli g..

Humanities & Social Sciences Reviews , Vol. 7 No. 2 (2019): March Article Published : March 5, 2019

  • Authors Details

Purpose of the study: The main purpose of this study is to provide a new, macro-level model of strategic staffing to bridge the gap in the knowledge regarding how practices within recruitment and selection systems can work to provide a competitive advantage among various sectors. This study identifies the various methods of recruitment and selection process through a systematic review of literature, which would be the right fit for attracting and selecting employees in an organization.

Design/methodology/approach: Content analysis method is adopted to review the literature and subcategories were formed to analyze the research. Literature was collected from 40 articles of a reputed journal from 2010 to 2018.

Main findings: The review of literature revealed that the recruitment and selection process is carried out in organizations by adopting latest technologies like online portals, outsourcing, job fair, campus interviews, and mobile recruitment applications. The representation of this practice is to find the best candidate for an organization. Besides adopting the latest technology, consideration of the expatriate factor would lead to an effective way of recruitment practices in finding out the right candidate for the right job and thus create a healthier work environment. The expatriate factors have not been considered well in the Indian context, but have been given importance in the global context in the process of recruitment and selection.

Social Implications: Highlighting the significance of various recruitment practices results in the selection of the right person in the right job, which enhances a healthier working environment in organizations, in turn rendering high quality products and services to the society.

Originality of the study: Prior research has studied various factors that influence internal recruitment, external recruitment, and selection process. This study is an attempt to analyze the expatriate factors and other factors through the content analysis method.

Full Article

Download citation.

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Don Boyd., Hump Lankford., Susanna Loeb., Matthew Ronfeldt., and JimWyckoff. (2010). The Role of Teacher Quality in Retention and Hiring: Using Applications to Transfer to Uncover Preferences of Teachers and Schools. Journal of Policy Analysis and Management, Vol. 30, No. 1. pp. 88-110 DOI: https://doi.org/10.1002/pam.20545

Dr. DilipAher., and Dr. Ghanshyam D, Giri. (2018). A study of Recruitment and Selection process with Special reference to manufacturing industries in Pimpri- chinchwadmidc. Elk Asia pacific journal of human resource management and organizational behavior, Volume 4, Issue 1

Eunmi Mun. (2010). Sex Typing of Jobs in Hiring: Evidence from Japan. Oxford University Press, Vol. 88, Issues: 5, pp. 1999-2026 DOI: https://doi.org/10.1353/sof.2010.0046

Helen D, Arnold, (2013). The Affordable Care Act and International Recruitment and Migration of Nursing Professionals .Indiana Journal of Global Legal Studies, Vol. 20, No. 2 .pp. 1373-1391 DOI: https://doi.org/10.2979/indjglolegstu.20.2.1373

Jasjit Singh., and Ajay Agrawal. (2011). Recruiting for Ideas: How Firms Exploit the Prior Inventions of New Hires. Management Science, Vol. 57, No. 1, pp. 129-150 DOI: https://doi.org/10.1287/mnsc.1100.1253

Jed DeVaro., and Hodaka Morita. (2013).Internal Promotion and External Recruitment: a Theoretical and Empirical Analysis. Journal of Labor Economics, Vol. 31, No. 2. pp. 227-269 DOI: https://doi.org/10.1086/667814

Katherine Calogero. (2011). Become A fan of Government Procurement on Facebook: How The Federal government's acquisition workforce can use social networking websites to recruit New Employees. Public Contract Law Journal, Vol. 40, No. 3. pp. 807-828

Lauren a, River. (2012), Diversity within Reach: Recruitment versus Hiring in Elite Firms. The Annals of the American Academy of Political and Social Science, Vol. 639, pp. 71-90 DOI: https://doi.org/10.1177/0002716211421112

Leonard Bright., and Cole Blease Graham ,Jr.(2015).Why Does Interest in Government Careers Decline Among Public Affairs Graduate Students? .Journal of Public Affairs Education, Vol. 21, No. 4. pp. 575-594 DOI: https://doi.org/10.1080/15236803.2015.12002221

Lieselotte Blommaert., Marcel Coenders., and Frank van Tubergen. (2014), Discrimination of Arabic-Named Applicants in the Netherlands: An Internet-Based Field Experiment Examining Different Phases in Online Recruitment Procedures. Social Forces, Vol. 92, No. 3 ,pp. 957-982 DOI: https://doi.org/10.1093/sf/sot124

Linda Colley.(2011).The Passing of Youth: How Removal of Traditional Youth Recruitment Policies Contributed to the Ageing of Public Service Workforces. Labour History, No. 101.pp. 177-193 DOI: https://doi.org/10.5263/labourhistory.101.0177

María Fernanda García, Richard, A. Posthuma and Manuel Quiñones. (2010). How Benefit Information and Demographics Influence Employee Recruiting in Mexico. Journal of Business and Psychology, Vol. 25, No. 3 ,pp. 523-531 DOI: https://doi.org/10.1007/s10869-010-9175-4

Matthew Bidwell. (2011). Paying More to Get Less: The Effects of External Hiring versus Internal Mobility. Administrative Science Quarterly, Vol. 56, No. 3. pp. 369-407 DOI: https://doi.org/10.1177/0001839211433562

Melody E, Valdini., and Christopher Shortell. (2016).Women's Representation in the Highest Court: A Comparative Analysis of the Appointment of Female Justices. Political Research Quarterly, Vol. 69, No. 4. pp. 865-876 DOI: https://doi.org/10.1177/1065912916668411

Mir Mohammed Nurul Absar.(2012). Recruitment & Selection Practices in Manufacturing Firms in Bangladesh. Indian Journal of Industrial Relations, Vol. 47, No. 3 .pp. 436-449

Paul T, Knudson. (2012). Regional Industrial Recruitment in Upstate New York. State & Local Government Review, Vol. 44, No. 1.pp. 21-32 DOI: https://doi.org/10.1177/0160323X11420885

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Conceptualizations of E-recruitment: A Literature Review and Analysis

14 Department of Computer Science, Namibia University of Science and Technology, 13 Jackson Kaujeua Street, Windhoek, Namibia

Irwin Brown

15 Department of Information Systems, University of Cape Town, Rondebosch, Cape Town, 7701 South Africa

There is diversity in understanding of electronic recruitment (e-recruitment) which results in confusion on the meaning and use of the term. The purpose of this paper is to bring conceptual clarity by investigating the alternative conceptualizations of e-recruitment in academic literature. Using Grounded Theory Methodology (GTM) techniques we analyzed literature to reveal five alternative conceptualizations; these being: (1) E-recruitment as a Technology Tool, (2) E-recruitment as a System, (3) E-recruitment as a Process, (4) E-recruitment as a Service, and (5) E-recruitment as a Proxy. The conceptualizations map to the scope of the definition and utilization of e-recruitment. Identifying conceptualizations of e-recruitment sets a platform for further research. Further research may include determining the relationships between the conceptualizations and determining conceptualizations in different settings among many other possible research focus topics.

Introduction

E-recruitment has many labels that include; internet recruitment, online recruitment, web-recruitment and many others. Unlike traditional recruitment, e-recruitment makes use of information technology to handle the recruitment processes. Breaugh et al. [ 1 ] defined a recruitment model that presents the recruitment process at a macro level with the following activities: Setting recruitment objectives, developing a strategy, performing the recruitment activity and obtaining and evaluating recruitment results. Recruiters compete with each other for candidates (jobseekers suitable for available jobs), while jobseekers compete for jobs; which drives both groups to adopt information technologies at accelerated rates in order to take the strain out of some of the recruitment activities [ 2 – 7 ]. “ For most job seekers, the Internet is where the action is ” [ 3 , p. 140]. Thus, to get candidates, recruiters need to move swiftly to locate and hire, which may require use of a multitude of information technologies in the process [ 8 , p. 130].

There is evidence in research papers that academic disciplines and stakeholders have varied definitions of e-recruitment. The variety of definitions of e-recruitment is expected because it is part of e-HRM (electronic Human Resource Management) that has in itself different definitions depending on the context [ 6 , p. 26], [ 9 , p. 98]. Studies based on these definitions tend to reveal overlapping and contradictory results due to the overlaps or differences in definitions [ 9 , p. 100]. The differences in definitions, aside from being problematic, is evidence of the variety in conceptualization of e-recruitment. Thus to find a standard definition of e-recruitment, conceptualizations of e-recruitment need to be known. To our knowledge, no research paper in e-recruitment has focused on conceptualization of e-recruitment, however there are studies in other areas of information systems (IS) that have focused on conceptualization [ 10 – 19 ]. Most view conceptualization as the formulation of a view about the nature of a phenomenon. The research questions to be answered are:

  • What conceptualizations of e - recruitment exist in literature?
  • How can the conceptualizations be described and explained?

Methodology for Reviewing Literature

Because of the large number of research papers on e-recruitment we aimed at selecting papers for review that would embrace the full variety of conceptualizations of e-recruitment. Also, we wanted a flexible review methodology that would allow for selection and analysis of papers simultaneously, as the conceptualizations emerged, rather than a sequential review methodology that required all research papers to be selected beforehand. Such flexibility is provided for by applying grounded theory methodology (GTM) as a suitable review methodology [ 20 ]. GTM techniques used in this study included open coding to identify concepts, constant comparative analysis to refine and differentiate conceptualizations, and theoretical sampling to identify further relevant literature [ 21 , 22 ].

Figure  1 is a flowchart depicting how the literature was processed from search until conceptualizations of e-recruitment were identified, saturated and completed.

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Object name is 497534_1_En_32_Fig1_HTML.jpg

GTM for reviewing literature

Searching for Articles

We used the web search engine Google Scholar to search electronically for the articles. We fed keywords synonymic with the word e-recruitment into the searching tool. These are: e-recruiting, e-HRM, e-Human Resource Management, electronic HRM, electronic Human Resource Management, e-recruiting, e-recruitment, internet recruiting, internet recruitment, online recruiting, online recruitment, recruiting online, recruiting on the internet, recruiting on the web, recruitment online, web-based recruiting, web-based recruitment, web recruiting, web recruitment [ 20 ].

After an initial search on Google Scholar and filtering of articles for relevancy based on paper titles and abstracts we had 445 journal articles and conference papers published in the period 1998 to 2019 in approximately 145 sources. The search process provided a set of many articles, but it did not qualify all of them as useful for the review. The selection process had to take place to sample useful and relevant articles for the review.

Theoretical Sampling of Articles

Ideally all papers on e-recruitment needed to be included in the review. Alternatively, papers included in the analysis had to be a representative sample of all papers in e-recruitment that were relevant for the developing conceptualizations. However with the vast amount of research in e-recruitment and the huge number of articles from our search and filtering it would be difficult or time consuming to include all relevant e-recruitment research articles for the review. The alternative of having a representative sample was viable and using GTM’s theoretical sampling [ 21 ] was feasible for the objectives of this research to be met.

An initial article to be analyzed was picked from the population of 445 articles. Picking of subsequent articles for inclusion in the sample was informed by the emerging conceptualizations. Theoretical sampling was performed until all the conceptualizations got saturated and completed. Glaser [ 22 ] defines saturation as a state where new data does not bring new properties to the concepts. In an effort to attain completeness a check was done to make sure all conceptualizations were included. Theoretical sampling ended when saturation and completeness was achieved. This is the point at which the number of research articles involved in identifying conceptualizations in e-recruitment were counted. In the end 26 research articles were relevant for identifying and explaining conceptualizations of e-recruitment.

Analyzing Articles

Analysis of the articles that let conceptualizations of e-recruitment emerge (see Fig.  1 ) required that constant comparison be applied by comparing codes to codes and concepts to concepts to find and note their relationships and further develop the labelled conceptualizations [ 21 , 22 ]. The emerging conceptualizations served as a framework for further selection of articles and using systematic deduction from the emerging conceptualization possibilities and probabilities were determined to guide the next cycle of article selection. Memos were created to note the emergent ideas. Memoed ideas also served to direct which article to sample next.

Every sampled article was investigated for its perspective on the essence of e-recruitment or the most essential or most vital part that embodied the conceptualization of e-recruitment. Indicators in the article brought forth the conceptualizations. The moment of departure from the analysis to getting another article for analysis came only after the article was fully analyzed. The resulting conceptualizations are detailed in the next section.

Conceptualizations of E-recruitment

Five conceptualizations of e-recruitment emerged from extent literature, namely: e-recruitment as a technology tool, e-recruitment as a system, e-recruitment as a process, e-recruitment as a service and e-recruitment as a proxy. Although many of the articles had a mixture of conceptualizations, one or two stood out in each article and for each conceptualization Table  1 gives example research articles. After the presentation in Table  1 each of the conceptualizations is described and explained in sub-sections that follow.

Table 1.

E-recruitment as a technology tool.

E-recruitment as a technology tool is a conceptualization of e-recruitment as a technical artefact [ 19 ]. This means is demonstrated by Faliagka et al. [ 23 ] who presented a tool to automate the ranking of applicants in recruitment.

E-recruitment as a System

Studies that view e-recruitment as a system conceptually divide e-recruitment into independent but interrelated elements, at the core of which is information technology, society, organizations, etc. The system view allows each component to receive input from the other elements and produce input for other components [ 25 ]. The system view of e-recruitment assigns all automating functions to the IT artefact of the system while organizational recruitment experts evaluate the outcome [ 24 ]. While some stakeholders view e-recruitment as a system, others view it as a process.

E-recruitment as a Process

Instead of focusing on entities, the process view of e-recruitment focuses on e-recruitment activities [ 37 ]. There is no attempt to set boundaries between the IT artefact, society and organization, but activities are clearly identified and can be performed by either the IT artefact or by human actors. Examples include e-recruitment being seen as data collection activity using an online system [ 33 ]. However recruitment activities can be performed by human actors too [ 37 ]. With the process view of e-recruitment the end goal is the execution of all the recruitment activities.

E-recruitment as a Service

The view exists that e-recruitment is a service to recruiters and job-seekers. Many e-recruitment platforms are independent of the organizations or societies they serve. Sub-views of e-recruitment as a service include: e-recruitment as a repository, e-recruitment as a medium, and e-recruitment as a program.

E-recruitment as a repository.

Some studies portrayed e-recruitment as a repository for data about jobs, recruiters and employers [ 40 ]. In another study online forms were filled in by jobseekers and the data provided on the forms was stored for recruiters and other stakeholders to retrieve [ 33 ]. While the view of e-recruitment as a repository is usually held when e-recruitment is newly adopted, other services follow suit.

E-recruitment as a medium is another view held, e.g. Bartram [ 41 ] portrays e-recruitment as a facilitator of communication between jobseekers and organizations. Traditional media like newspaper [ 42 ] are sometimes found inconvenient thus e-recruitment takes their place. Some organizations employ e-recruiters who form part of e-recruitment and serve to link the IT artefact and other elements in recruitment. Although e-recruitment as a medium improves communication speed it also comes with a downside, e.g. information overload [ 37 ].

E-recruitment as a program is a view that associates e-recruitment with calculations and logical interpretation and processing of data. One study included, as an algorithmic module, a Pre-screening Management System to automatically assess the extent of match between an applicant’s qualification and job requirements [ 25 ]. Such module or similar modules are found in many e-recruitment systems given the high volumes of applications associated with e-recruitment. Therefore, many studies espouse the view that e-recruitment serves to provide a convenient matching program.

E-Recruitment as a Proxy

Orlikowski and Iacono [ 19 ] reveal the pervasiveness of the proxy view of the IT artefact in IS literature. E-recruitment may act to present the image of the company, culture of the company, etc. Braddy et al. [ 45 ] examined the effects of website content features on people’s perceptions of organizational culture. Their study implies that e-recruitment, especially the IT artefact (website) acts on behalf of some corporate image management entity in the organization. Some studies focused on website content [ 45 ], while others focused on website characteristics [ 46 ].

Contribution and Implications of Conceptualizations of E-recruitment

Conceptualizations of e-recruitment contribute to understanding of e-recruitment and have implications for both practice and research as discussed in this section.

Contribution of the Research

This study mapped the scope of the definition of e-recruitment by explaining the diversity in understanding. This mapping was done by identifying five conceptualizations of e-recruitment and labelling them as: E-recruitment as a Technology Tool, E-recruitment as a System, E-recruitment as a Process, E-recruitment as a Service and E-recruitment as a Proxy. Taking note of conceptualizations provides practitioners with a tool to enhance productivity while allowing researchers to have more focus in their research.

Implications of Conceptualizations of E-recruitment

The implications of conceptualizations of e-recruitment stem from being able to attach a label to the said stakeholders’ conceptualizations and put it to their trade or scholarly pursuits. Labelling conceptualizations provides a pathway to standardization of e-recruitment. The benefits of such standardization include having common understanding of concepts, and ease of communication. While these are overarching implications, some implications are specific to practice or research.

Implications for Practice.

Labelled and well defined conceptualizations of e-recruitment sets bounds on what practitioners should expect in their practice and strive towards when they adopt a particular conceptualization. Well defined conceptualizations as ones in this study provide alternative conceptualization options that practitioners can adopt depending on their needs. Practitioners can always adopt a conceptualization that best reflects their situation. As there are implications for practice, there are implications for research as well.

Implications for Research.

Through this identification, description and explanation of conceptualizations of e-recruitment, there are a number of conceptualizations to consider. Therefore, focus on a specific conceptualization or focus on specific conceptualizations is possible. Such focus allows the researcher to delimit research.

Conclusion and Further Research

The study highlighted the problem of diversity in understanding of e-recruitment that goes without explicit attention in literature and proposed that identifying and labelling the varied conceptualizations of e-recruitment can be part of better articulation of the diversity. Using GTM, literature on e-recruitment was reviewed and conceptualizations of e-recruitment were identified. Taking note of conceptualizations provides practitioners with a tool to enhance productivity while allowing researchers to have more focus in their research. In addition this study provides insight into directions for potential further study.

Further Research

While this research contributes to understanding of e-recruitment, further research related to it can respond to several issues which are not addressed herein. Understanding of relationships between conceptualizations helps to avoid conceptual chaos. Therefore, further research aimed at relating the conceptualizations is essential. Conceptualizations of e-recruitment may be compared to conceptualizations of other forms of e-phenomena, and hence to the development of more general understanding of IS and the IT artefact.

Contributor Information

Marié Hattingh, Email: [email protected] .

Machdel Matthee, Email: [email protected] .

Hanlie Smuts, Email: [email protected] .

Ilias Pappas, Email: [email protected] .

Yogesh K. Dwivedi, Email: moc.liamg@ideviwdky .

Matti Mäntymäki, Email: [email protected] .

Mike Abia, Email: moc.liamg@ekimaiba .

Irwin Brown, Email: [email protected] .

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Book cover

Conference on e-Business, e-Services and e-Society

I3E 2020: Responsible Design, Implementation and Use of Information and Communication Technology pp 370–379 Cite as

Conceptualizations of E-recruitment: A Literature Review and Analysis

  • Mike Abia 14 &
  • Irwin Brown 15  
  • Conference paper
  • First Online: 01 April 2020

19k Accesses

3 Citations

Part of the Lecture Notes in Computer Science book series (LNISA,volume 12067)

There is diversity in understanding of electronic recruitment (e-recruitment) which results in confusion on the meaning and use of the term. The purpose of this paper is to bring conceptual clarity by investigating the alternative conceptualizations of e-recruitment in academic literature. Using Grounded Theory Methodology (GTM) techniques we analyzed literature to reveal five alternative conceptualizations; these being: (1) E-recruitment as a Technology Tool, (2) E-recruitment as a System, (3) E-recruitment as a Process, (4) E-recruitment as a Service, and (5) E-recruitment as a Proxy. The conceptualizations map to the scope of the definition and utilization of e-recruitment. Identifying conceptualizations of e-recruitment sets a platform for further research. Further research may include determining the relationships between the conceptualizations and determining conceptualizations in different settings among many other possible research focus topics.

  • E-recruitment
  • Conceptualization
  • Literature review
  • Grounded Theory Methodology

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1 Introduction

E-recruitment has many labels that include; internet recruitment, online recruitment, web-recruitment and many others. Unlike traditional recruitment, e-recruitment makes use of information technology to handle the recruitment processes. Breaugh et al. [ 1 ] defined a recruitment model that presents the recruitment process at a macro level with the following activities: Setting recruitment objectives, developing a strategy, performing the recruitment activity and obtaining and evaluating recruitment results. Recruiters compete with each other for candidates (jobseekers suitable for available jobs), while jobseekers compete for jobs; which drives both groups to adopt information technologies at accelerated rates in order to take the strain out of some of the recruitment activities [ 2 , 3 , 4 , 5 , 6 , 7 ]. “ For most job seekers, the Internet is where the action is ” [ 3 , p. 140]. Thus, to get candidates, recruiters need to move swiftly to locate and hire, which may require use of a multitude of information technologies in the process [ 8 , p. 130].

There is evidence in research papers that academic disciplines and stakeholders have varied definitions of e-recruitment. The variety of definitions of e-recruitment is expected because it is part of e-HRM (electronic Human Resource Management) that has in itself different definitions depending on the context [ 6 , p. 26], [ 9 , p. 98]. Studies based on these definitions tend to reveal overlapping and contradictory results due to the overlaps or differences in definitions [ 9 , p. 100]. The differences in definitions, aside from being problematic, is evidence of the variety in conceptualization of e-recruitment. Thus to find a standard definition of e-recruitment, conceptualizations of e-recruitment need to be known. To our knowledge, no research paper in e-recruitment has focused on conceptualization of e-recruitment, however there are studies in other areas of information systems (IS) that have focused on conceptualization [ 10 , 11 , 12 , 13 , 14 , 15 , 16 , 17 , 18 , 19 ]. Most view conceptualization as the formulation of a view about the nature of a phenomenon. The research questions to be answered are:

What conceptualizations of e - recruitment exist in literature?

How can the conceptualizations be described and explained?

2 Methodology for Reviewing Literature

Because of the large number of research papers on e-recruitment we aimed at selecting papers for review that would embrace the full variety of conceptualizations of e-recruitment. Also, we wanted a flexible review methodology that would allow for selection and analysis of papers simultaneously, as the conceptualizations emerged, rather than a sequential review methodology that required all research papers to be selected beforehand. Such flexibility is provided for by applying grounded theory methodology (GTM) as a suitable review methodology [ 20 ]. GTM techniques used in this study included open coding to identify concepts, constant comparative analysis to refine and differentiate conceptualizations, and theoretical sampling to identify further relevant literature [ 21 , 22 ].

Figure  1 is a flowchart depicting how the literature was processed from search until conceptualizations of e-recruitment were identified, saturated and completed.

figure 1

GTM for reviewing literature

2.1 Searching for Articles

We used the web search engine Google Scholar to search electronically for the articles. We fed keywords synonymic with the word e-recruitment into the searching tool. These are: e-recruiting, e-HRM, e-Human Resource Management, electronic HRM, electronic Human Resource Management, e-recruiting, e-recruitment, internet recruiting, internet recruitment, online recruiting, online recruitment, recruiting online, recruiting on the internet, recruiting on the web, recruitment online, web-based recruiting, web-based recruitment, web recruiting, web recruitment [ 20 ].

After an initial search on Google Scholar and filtering of articles for relevancy based on paper titles and abstracts we had 445 journal articles and conference papers published in the period 1998 to 2019 in approximately 145 sources. The search process provided a set of many articles, but it did not qualify all of them as useful for the review. The selection process had to take place to sample useful and relevant articles for the review.

2.2 Theoretical Sampling of Articles

Ideally all papers on e-recruitment needed to be included in the review. Alternatively, papers included in the analysis had to be a representative sample of all papers in e-recruitment that were relevant for the developing conceptualizations. However with the vast amount of research in e-recruitment and the huge number of articles from our search and filtering it would be difficult or time consuming to include all relevant e-recruitment research articles for the review. The alternative of having a representative sample was viable and using GTM’s theoretical sampling [ 21 ] was feasible for the objectives of this research to be met.

An initial article to be analyzed was picked from the population of 445 articles. Picking of subsequent articles for inclusion in the sample was informed by the emerging conceptualizations. Theoretical sampling was performed until all the conceptualizations got saturated and completed. Glaser [ 22 ] defines saturation as a state where new data does not bring new properties to the concepts. In an effort to attain completeness a check was done to make sure all conceptualizations were included. Theoretical sampling ended when saturation and completeness was achieved. This is the point at which the number of research articles involved in identifying conceptualizations in e-recruitment were counted. In the end 26 research articles were relevant for identifying and explaining conceptualizations of e-recruitment.

2.3 Analyzing Articles

Analysis of the articles that let conceptualizations of e-recruitment emerge (see Fig.  1 ) required that constant comparison be applied by comparing codes to codes and concepts to concepts to find and note their relationships and further develop the labelled conceptualizations [ 21 , 22 ]. The emerging conceptualizations served as a framework for further selection of articles and using systematic deduction from the emerging conceptualization possibilities and probabilities were determined to guide the next cycle of article selection. Memos were created to note the emergent ideas. Memoed ideas also served to direct which article to sample next.

Every sampled article was investigated for its perspective on the essence of e-recruitment or the most essential or most vital part that embodied the conceptualization of e-recruitment. Indicators in the article brought forth the conceptualizations. The moment of departure from the analysis to getting another article for analysis came only after the article was fully analyzed. The resulting conceptualizations are detailed in the next section.

3 Conceptualizations of E-recruitment

Five conceptualizations of e-recruitment emerged from extent literature, namely: e-recruitment as a technology tool, e-recruitment as a system, e-recruitment as a process, e-recruitment as a service and e-recruitment as a proxy. Although many of the articles had a mixture of conceptualizations, one or two stood out in each article and for each conceptualization Table  1 gives example research articles. After the presentation in Table  1 each of the conceptualizations is described and explained in sub-sections that follow.

3.1 E-recruitment as a Technology Tool

E-recruitment as a technology tool is a conceptualization of e-recruitment as a technical artefact [ 19 ]. This means is demonstrated by Faliagka et al. [ 23 ] who presented a tool to automate the ranking of applicants in recruitment.

3.2 E-recruitment as a System

Studies that view e-recruitment as a system conceptually divide e-recruitment into independent but interrelated elements, at the core of which is information technology, society, organizations, etc. The system view allows each component to receive input from the other elements and produce input for other components [ 25 ]. The system view of e-recruitment assigns all automating functions to the IT artefact of the system while organizational recruitment experts evaluate the outcome [ 24 ]. While some stakeholders view e-recruitment as a system, others view it as a process.

3.3 E-recruitment as a Process

Instead of focusing on entities, the process view of e-recruitment focuses on e-recruitment activities [ 37 ]. There is no attempt to set boundaries between the IT artefact, society and organization, but activities are clearly identified and can be performed by either the IT artefact or by human actors. Examples include e-recruitment being seen as data collection activity using an online system [ 33 ]. However recruitment activities can be performed by human actors too [ 37 ]. With the process view of e-recruitment the end goal is the execution of all the recruitment activities.

3.4 E-recruitment as a Service

The view exists that e-recruitment is a service to recruiters and job-seekers. Many e-recruitment platforms are independent of the organizations or societies they serve. Sub-views of e-recruitment as a service include: e-recruitment as a repository, e-recruitment as a medium, and e-recruitment as a program.

E-recruitment as a repository.

Some studies portrayed e-recruitment as a repository for data about jobs, recruiters and employers [ 40 ]. In another study online forms were filled in by jobseekers and the data provided on the forms was stored for recruiters and other stakeholders to retrieve [ 33 ]. While the view of e-recruitment as a repository is usually held when e-recruitment is newly adopted, other services follow suit.

E-recruitment as a medium is another view held, e.g. Bartram [ 41 ] portrays e-recruitment as a facilitator of communication between jobseekers and organizations. Traditional media like newspaper [ 42 ] are sometimes found inconvenient thus e-recruitment takes their place. Some organizations employ e-recruiters who form part of e-recruitment and serve to link the IT artefact and other elements in recruitment. Although e-recruitment as a medium improves communication speed it also comes with a downside, e.g. information overload [ 37 ].

E-recruitment as a program is a view that associates e-recruitment with calculations and logical interpretation and processing of data. One study included, as an algorithmic module, a Pre-screening Management System to automatically assess the extent of match between an applicant’s qualification and job requirements [ 25 ]. Such module or similar modules are found in many e-recruitment systems given the high volumes of applications associated with e-recruitment. Therefore, many studies espouse the view that e-recruitment serves to provide a convenient matching program.

3.5 E-Recruitment as a Proxy

Orlikowski and Iacono [ 19 ] reveal the pervasiveness of the proxy view of the IT artefact in IS literature. E-recruitment may act to present the image of the company, culture of the company, etc. Braddy et al. [ 45 ] examined the effects of website content features on people’s perceptions of organizational culture. Their study implies that e-recruitment, especially the IT artefact (website) acts on behalf of some corporate image management entity in the organization. Some studies focused on website content [ 45 ], while others focused on website characteristics [ 46 ].

4 Contribution and Implications of Conceptualizations of E-recruitment

Conceptualizations of e-recruitment contribute to understanding of e-recruitment and have implications for both practice and research as discussed in this section.

4.1 Contribution of the Research

This study mapped the scope of the definition of e-recruitment by explaining the diversity in understanding. This mapping was done by identifying five conceptualizations of e-recruitment and labelling them as: E-recruitment as a Technology Tool, E-recruitment as a System, E-recruitment as a Process, E-recruitment as a Service and E-recruitment as a Proxy. Taking note of conceptualizations provides practitioners with a tool to enhance productivity while allowing researchers to have more focus in their research.

4.2 Implications of Conceptualizations of E-recruitment

The implications of conceptualizations of e-recruitment stem from being able to attach a label to the said stakeholders’ conceptualizations and put it to their trade or scholarly pursuits. Labelling conceptualizations provides a pathway to standardization of e-recruitment. The benefits of such standardization include having common understanding of concepts, and ease of communication. While these are overarching implications, some implications are specific to practice or research.

Implications for Practice.

Labelled and well defined conceptualizations of e-recruitment sets bounds on what practitioners should expect in their practice and strive towards when they adopt a particular conceptualization. Well defined conceptualizations as ones in this study provide alternative conceptualization options that practitioners can adopt depending on their needs. Practitioners can always adopt a conceptualization that best reflects their situation. As there are implications for practice, there are implications for research as well.

Implications for Research.

Through this identification, description and explanation of conceptualizations of e-recruitment, there are a number of conceptualizations to consider. Therefore, focus on a specific conceptualization or focus on specific conceptualizations is possible. Such focus allows the researcher to delimit research.

5 Conclusion and Further Research

5.1 conclusion.

The study highlighted the problem of diversity in understanding of e-recruitment that goes without explicit attention in literature and proposed that identifying and labelling the varied conceptualizations of e-recruitment can be part of better articulation of the diversity. Using GTM, literature on e-recruitment was reviewed and conceptualizations of e-recruitment were identified. Taking note of conceptualizations provides practitioners with a tool to enhance productivity while allowing researchers to have more focus in their research. In addition this study provides insight into directions for potential further study.

5.2 Further Research

While this research contributes to understanding of e-recruitment, further research related to it can respond to several issues which are not addressed herein. Understanding of relationships between conceptualizations helps to avoid conceptual chaos. Therefore, further research aimed at relating the conceptualizations is essential. Conceptualizations of e-recruitment may be compared to conceptualizations of other forms of e-phenomena, and hence to the development of more general understanding of IS and the IT artefact.

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Abia, M., Brown, I. (2020). Conceptualizations of E-recruitment: A Literature Review and Analysis. In: Hattingh, M., Matthee, M., Smuts, H., Pappas, I., Dwivedi, Y.K., Mäntymäki, M. (eds) Responsible Design, Implementation and Use of Information and Communication Technology. I3E 2020. Lecture Notes in Computer Science(), vol 12067. Springer, Cham. https://doi.org/10.1007/978-3-030-45002-1_32

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  10. Paving the way for research in recruitment and selection: recent

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  11. A Systematic Review of Literature on Recruitment and Selection Process

    Purpose of the study: The main purpose of this study is to provide a new, macro-level model of strategic staffing to bridge the gap in the knowledge regarding how practices within recruitment and selection systems can work to provide a competitive advantage among various sectors. This study identifies the various methods of recruitment and selection process through a systematic review of ...

  12. Challenges in Recruitment and Selection Process: An Empirical Study

    The recruitment and selection process is a dynamic, complex and an important part of human resource management in organisations [].All the more critically, those in charge of selecting the successful applicant ought to have sufficient data whereupon to base their choices [].Due to these characteristic features listed above, it has caught the attention of both practitioners and researchers over ...

  13. Recruitment and Selection: The Relationship between Recruitment ...

    The objective of this research paper is to determine the recruitment and selection procedures in organizations, and finding out the methodologies that are involved in the process.

  14. Conceptualizations of E-recruitment: A Literature Review and Analysis

    Using Grounded Theory Methodology (GTM) techniques we analyzed literature to reveal five alternative conceptualizations; these being: (1) E-recruitment as a Technology Tool, (2) E-recruitment as a System, (3) E-recruitment as a Process, (4) E-recruitment as a Service, and (5) E-recruitment as a Proxy.

  15. A Review of recruitment and selection process

    1) Reception and initial screening interview 2) Application form 3) In-depth selection interview 4) Background and reference checking 5) Medical examination and physical pre-employment testing 6)...

  16. A Study of the Recruitment and Selection process

    The objective of this research paper is to determine the recruitment and selection procedures in organizations, and finding out the methodologies that are involved in the process.

  17. Recruitment Through AI in Selected Indian Companies

    Abstract Artificial intelligence (AI) is being used very pervasively with the ever-evolving and competitive business world and has become the 21st-century buzzword. Countless innovations in technology have pushed businesses to make their value creation processes more effective and customer friendly.

  18. PDF Law Enforcement Recruitment: Research-based Recommendations

    Recommendation #3: Retain more candidates during the selection process. Recommendation #4: Reduce pressure on recruiting with less attrition and new staffing models. Each recommendation is described in greater detail in the pages that follow. 1 91% of respondents to this survey noted that the public now treats them with less respect.

  19. PDF 2882 Recent Trends in Recruitment Within Private Organizations

    1. INTRODUCTION According to Breaugh and Starke (2000), recruitment consists of "those processes and actions carried out by the company with the principal objective of discovering and enticing prospective personnel."

  20. Challenges in Recruitment and Selection Process: An Empirical Study

    The purpose of this research is to conduct an empirical study to identify the critical aspects of the employee selection process that can influence the decision based on different perspectives of...

  21. Recruitment and Selection Research Papers

    We're Hiring! Help Center View Recruitment and Selection Research Papers on Academia.edu for free.

  22. Conceptualizations of E-recruitment: A Literature Review and Analysis

    To our knowledge, no research paper in e-recruitment has focused on conceptualization of e-recruitment, however there are studies in other areas of information systems (IS) that have focused on conceptualization [10,11,12,13,14,15,16,17,18,19]. Most view conceptualization as the formulation of a view about the nature of a phenomenon.

  23. A Study of Recruitment Practices and Their Impact on Employee

    The Research paper aims to pursuits at a higher strategy for recruitment for IT Companies via a range of modes such as technology evaluation and recruitment trends from recruitment...