Employee recruitment, retention, and compensation

2004 ◽  
pp. 67-98
Author(s):  
Ellen Fernberger
Keyword(s):  
Employee Recruitment

Contemporary Employee Recruitment Practices and Areas of Future Research in Indian Railways

Think India ◽  
2019 ◽  
Vol 22 (2) ◽  
pp. 745-763
Author(s):  
Akhila Rao ◽  
Shailashri V. T ◽  
Molly Sanjay Chaudhuri ◽  
Kondru Sudheer Kumar
Keyword(s):  
Selection Process ◽  
Secondary Data ◽  
Manpower Planning ◽  
Future Research ◽  
Technological Advancement ◽  
Employee Recruitment ◽  
Recruitment Practices ◽  
Modern Business ◽  
The Government ◽  
Recruitment And Selection

The modern business milieu is highly competitive due to vast technological advancement which makes employees a vital source of competitive advantage. Precisely, the recruitment process has become a key determinant of an organization’s success and a logistic capital resource to the human resource; thus, the process should be entirely modern. A conventional recruitment and selection process comprises of job analysis, manpower planning, and recruitment and selection. The current study seeks to explore employee recruitment practices and proposes areas of future research in Indian Railways using secondary data. It also gives recommendations on how to improve the recruitment practices in the government-owned Indian Railways. The trends investigated in the study include the applicant tracking software (ATS), use of video resumes, Chatbots, the utilization of social networks, and increased focus on passive candidates.

scholarly journals Leveraging Financial Performance for Recruitment and Retention of Intellectual Capital through Financial Participation

2020 ◽  
Vol 9 (4) ◽  
pp. 76-86
Author(s):  
SANIA USMANI
Keyword(s):  
Financial Performance ◽  
Structural Equation ◽  
Employee Retention ◽  
Least Squares Method ◽  
Sampling Technique ◽  
Profit Sharing ◽  
Employee Recruitment ◽  
The Impact ◽  
Financial Participation

In recent years, substantial attention has been given to the impact of Financial Participation on Financial Performance. However, there is a lack of research of the impact of Financial Performance on Financial Participation and the mediating role of Fnancial Participation between Financial Performance, Employee Recruitment and Employee Retention. In this paper, Financial Performance, Financial Participation, Employee Recruitment and Employee Retention is examined, including two types of financial participation; Employee Stock Options and Profit Sharing. The purpose of this research was to understand the role of financial participation in attracting individuals and retaining them. Non-probability-based convenience sampling technique was used in this study. The technique was used mainly due to ease of access of respondents, geographical proximity and cost-effectiveness (Etikan et al. 2016). Structural Equation Modelling was applied on the data analysis using Partial Least Squares method on SMART-PLS Software. Drawing on the data collected from 211 respondents from various national and multinational companies in the FMCG Sector of Karachi, Pakistan. The results indicated that Financial Participation has important interaction effects with Financial Performance, Employee Recruitment and Employee Retention. It is also found that indirect effect of Financial Participation has a strong mediating relationship with Employee Retention as compared to Employee Recruitment. The findings suggest that by incorporating financial participation by employees, HR can effectively recruit and retain better individuals. Also, ESOPs are a better form of attracting and retaining better employees. Keywords: Employee Stock Ownership, Financial Participation, Profit Sharing, Financial Performance, Employee Recruitment, Employee Retention.

scholarly journals Career concerns versus shared values: An empirical investigation

2017 ◽  
Vol 31 (2) ◽  
pp. 162-184 ◽  
Author(s):  
Tom McKenzie ◽  
Alasdair C Rutherford
Keyword(s):  
United Kingdom ◽  
Career Paths ◽  
Empirical Investigation ◽  
Shared Values ◽  
Career Concerns ◽  
Trade Off ◽  
Employee Recruitment ◽  
The United Kingdom ◽  
Matched Data ◽  
The Relationship

We study the relationship between career concerns and shared values empirically using employee–employer matched data for the United Kingdom and overtime hours as a proxy for hard work. In line with standard career-concerns theory, we find that employees work less overtime the longer they have been with their current employer. We also find that employees who agree strongly with the statement ‘I share many of the values of my organisation’ do roughly 20% more overtime than the rest. Our results suggest the existence of a trade-off between career concerns and shared values. We begin to consider some potential implications of this for employee recruitment as well as for the design of career paths across the private, public and voluntary sectors.

The Value of Social Media for Small Businesses

2013 ◽  
Vol 28 (1) ◽  
pp. 187-207 ◽  
Author(s):  
Ludwig Christian Schaupp ◽  
France Bélanger
Keyword(s):  
Social Media ◽  
Customer Service ◽  
Small Businesses ◽  
Future Research ◽  
Mobile Environment ◽  
Resource Based View ◽  
Media Usage ◽  
Technology Competence ◽  
Employee Recruitment ◽  
Internal Operations

ABSTRACT Companies are implementing social media for marketing, advertising, employee recruitment, and overall communications with employees, clients, and partners. Small businesses are able to gain substantial value from social media but there are also many challenges. In this research, the Technology-Organization-Environment framework, the Resource-Based View theory, and interview data are combined to develop a model of social media usage and value for small businesses. Survey data from small businesses from a variety of industries and geographical locations are collected to validate the model. Results indicate that technology competence, pressure from clients, and characteristics of the mobile environment are significant antecedents of social media usage. The dimensions of social media value—perceived impact on internal operations, marketing, customer service, and sales—are also significant. Implications and avenues for future research are discussed.

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