Dr. Dana Richmond, MBA
May 26, 2012
1. Suggest how HR professionals can use online recruiting to more effectively support recruitment activities while reducing organizational costs.
In order to effectively use online recruiting, the professionals must understand how the process works; this is done by providing a framework of understanding the antecedents and outcomes of recruitment (Gueutal & Stone, 2005). One way is to use the Rynes’s (1991) model. This model suggests that the applicants gather information about organizations to assess the types of rewards offered by the organization and determine whether or not they meet the requirements of the job (Gueutal et al, 2005).
The Rynes’s model also recommends four key factors that affect an applicant’s magnetism to organizations that includes (a) recruiter characteristics, (b) source characteristics, (c) administrative policies and practices, (d) vacancy characteristics (Gueutal et al, 2005). Lastly, it shows that when applicants are attracted to organizations they are more likely to apply for jobs, accept job offers, and remain with the organization over time (Gueutal el al, 2005).
In addition to the use of the Ryne’s model, according to the Human Resource Management Guide (HRM) the real strength and power of online recruitment, when used properly, lie in harnessing internet technology to not just attract candidates but to deal with them too. In this sense it is also about streamlining the recruitment process -so busy Human Resource (HR) departments can give a better recruitment service to their colleagues in finance, marketing, sales and manufacturing. Plus it frees up more of their time for more value-added tasks (www.hrmguide).
Online recruiting does reduce organizational costs as well as it is quick and easy to do. HR professionals can posts job announcements in minutes from anywhere there is internet access and receive responses from applicants immediately. It is also very simple if the professional is computer savvy.
2. Recommend four strategies to mitigate the unintended consequences associated with e-Recruiting.
Four strategies for mitigating unintended consequences should include: to ensure consistent high customer satisfaction through online and adopt standardized internet procedures to maintain consistent high service, when e-recruiting; recruit and select applicants who appear to have outgoing personalities that fit with the organizational culture (this can be determined through personal traits and characteristics and likes and dislikes), express that training and rewards will be provided to encourage loyalty and a focus on doing whatever it takes to meet the needs of the customers, and create a consistent set of HR practices that work together to create a culture of customer service (Stewart & Brown, 2009).
Lastly, HR professionals can also adopt an evolutionary strategic approach where a strategy is not always planned. By using an evolutionary strategic approach the organization’s strategy unfolds over time in response to common issues (Stewart & Brown, 2009). From this viewpoint, an organization’s HR capabilities can be seen as part of the strategy formulation process (Stewart & Brown, 2009).
3. Propose one (1) approach in which online recruitment can help ensure the employee’s psychological contracts are fulfilled.
According to Kavanagh, Thite, & Johnson, psychological contract fulfillment, employee satisfaction, and retention rates are three other important goals of the recruitment process. The employees’ beliefs about the reciprocal obligations and promises between them and their organizations are what the psychological contract refers to (Morrison & Robinson, 1997; Kavanagh, Thite, & Johnson, 2012).
Therefore, the extent to which online recruitment can help ensure that employees’ psychological contracts are fulfill is important to explore...
References: Baker, H. G. (1985). The unwritten contract: Job perceptions. Personnel Journal, 64, 36-41.
Breaugh, J. A., & Starke, M. (2000). Research on employee recruitment: So many studies, so many remaining questions. Journal of Management, 26, 405-434.
Gueutal, H., & Stone, D. (2005). The brave new world of HR: Human resources management in
the digital age
Heneman, H. G., & Judge, T. A. (2006). Staffing organizations (5th ed). Boston: McGraw-Hill
Kavanagh, M. J., Thite, M. & Johnson, R. D. (2012). Human resources information systems.
Morrison, E. W., & Robinson, S. L. (1997). When employees feel betrayed: A model of how
Psychological contract violation develops
Stewart, G. L., & Brown, K. G. (2009). Human resource management: Linking Strategy to
Wanous, J. P. (1992). Organizational entry. Reading, MA: Addison-Wesley.
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