E-Recruitment in Emerging Economies

2009 ◽  
pp. 357-362
Author(s):  
Pramila Rao
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Emerging Economies ◽  
Low Cost ◽  
Bulletin Board ◽  
Fortune 500 Companies ◽  
Internet Portals ◽  
National Boundaries

Electronic human resource management (e-HRM) is the process of using online technology for human resource management activities, such as recruitment, training, performance appraisal and benefits (Rudich, 2000). The goal of this article is to discuss the origins of e-recruitment and address some challenges of e-recruitment in emerging economies like India and Mexico as multinationals seeks to establish strong presence in these countries. E-recruitment originated in the form of independent job sites called bulletin board systems in the 1980s. Initially only the U.S. universities and military had access to Internet facilities. However, the PC revolution that embraced the world in the early 1990s changed the corporate landscape completely (Rudich, 2000). Today more than three-fourths of the Fortune 500 companies use online recruiting and approximately about 18 million people are posting their resumes on Internet portals such as Monster.com (Feldman & Klaas, 2002). Corporations are aggressively seeking the best talent worldwide. Internet recruiting allows organizations to tap a huge talent beyond their own national boundaries (Birchfield, 2002). E-recruitment has several advantages such as its low cost (Galanaki, 2002; Rudich, 2000), quick response time (Hays, 1999), wide range of applicants (Sessa & Taylor, 2000), and worldwide accessibility (Galanaki, 2002; Vinutha, 2005). Specifically to recruitment, it has demonstrated a shorter recruitment cycle and lower cost-per-hire (Jasrotia, 2001; Pollitt, 2005; Sridhar, 2005). For instance, Nike has demonstrated with the use of e-recruitment the average time to fill job positions reduced from 62 to 42 days and the recruitment costs reduced by 54% (Pollitt, 2005). From the employees’ perspective, is that it has made the recruitment process a very proactive one—now passive applicants post their resumes online in anticipation of an interview (Mollison, 2001). Further, online recruitment allows applicants the luxury of accessing jobs online at their own convenience 24 hours 7 days a week. It provides the comfort of scrutinizing jobs without physically going through the stress of an interview. Finally, it allows applicants to get a thorough understanding of the organization and its culture before joining the organization (Vinutha, 2005).

E-Recruitment in Emerging Economies

2011 ◽  
pp. 635-642
Author(s):  
Pramila Rao
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Emerging Economies ◽  
Low Cost ◽  
Bulletin Board ◽  
Fortune 500 Companies ◽  
Internet Portals ◽  
National Boundaries

Electronic human resource management (e-HRM) is the process of using online technology for human resource management activities, such as recruitment, training, performance appraisal and benefits (Rudich, 2000). The goal of this article is to discuss the origins of e-recruitment and address some challenges of e-recruitment in emerging economies like India and Mexico as multinationals seeks to establish strong presence in these countries. E-recruitment originated in the form of independent job sites called bulletin board systems in the 1980s. Initially only the U.S. universities and military had access to Internet facilities. However, the PC revolution that embraced the world in the early 1990s changed the corporate landscape completely (Rudich, 2000). Today more than three-fourths of the Fortune 500 companies use online recruiting and approximately about 18 million people are posting their resumes on Internet portals such as Monster.com (Feldman & Klaas, 2002). Corporations are aggressively seeking the best talent worldwide. Internet recruiting allows organizations to tap a huge talent beyond their own national boundaries (Birchfield, 2002). E-recruitment has several advantages such as its low cost (Galanaki, 2002; Rudich, 2000), quick response time (Hays, 1999), wide range of applicants (Sessa & Taylor, 2000), and worldwide accessibility (Galanaki, 2002; Vinutha, 2005). Specifically to recruitment, it has demonstrated a shorter recruitment cycle and lower cost-per-hire (Jasrotia, 2001; Pollitt, 2005; Sridhar, 2005). For instance, Nike has demonstrated with the use of e-recruitment the average time to fill job positions reduced from 62 to 42 days and the recruitment costs reduced by 54% (Pollitt, 2005). From the employees’ perspective, is that it has made the recruitment process a very proactive one—now passive applicants post their resumes online in anticipation of an interview (Mollison, 2001). Further, online recruitment allows applicants the luxury of accessing jobs online at their own convenience 24 hours 7 days a week. It provides the comfort of scrutinizing jobs without physically going through the stress of an interview. Finally, it allows applicants to get a thorough understanding of the organization and its culture before joining the organization (Vinutha, 2005).

scholarly journals Lordly Management and its Discontents: ‘Human Resource Management’ in Pakistan

2021 ◽  
pp. 095001702199736
Author(s):  
Syed Imran Saqib ◽  
Matthew MC Allen ◽  
Geoffrey Wood
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Emerging Economies ◽  
Banking Industry ◽  
New Institutionalism ◽  
Early Career ◽  
Hrm Practices ◽  
Power Differentials ◽  
Cultural Script

New institutionalism increasingly informs work on comparative human resource management (HRM), downplaying power and how competing logics play out, and potentially providing an incomplete explanation of how and why ‘HRM’ and associated practices vary in different national contexts. We examine HRM in Pakistan’s banking industry and assess how managers’ espoused views of HRM practices reflect prevailing ones in dominant HRM models, and how they differ from early-career professionals’ perceptions of these practices. The cultural script of ‘seth’ (a neo-feudalist construction of authority) influences managers’ implementation of HRM policies and competes with the espoused HRM logic. We argue that managers will pursue a ‘seth’ logic when managing employees, as it reproduces existing power differentials within companies. By doing so, they render HRM unrecognizable from dominant models. Indeed, by using the term ‘HRM’, much of the existing, new institutionalism-influenced literature rationalizes a particular view of organizations and management that is inappropriate and analytically misleading in emerging economies.

The relationships between Human Resource Practices on Employee Retention in Malaysian Industrial Settings

2013 ◽  
Vol 1 (2) ◽  
pp. 09-20
Author(s):  
Kim Lian Lee ◽  
Sarvanan Singram ◽  
Christopher Luke Felix
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Appraisal ◽  
Human Resource ◽  
Employee Retention ◽  
Management Practices ◽  
Human Resource Practices ◽  
Manufacturing Companies ◽  
Hrm Practices ◽  
Human Resource Management Practices

Objective - The study explores the relationships between human r esource management practices on employee retention in Malaysian industrial setting s . The human resource management practices such as selection, training and development, performance appraisal and reward were considered in this study as the main factors that impact the employee retention in an organization Methodology/Technique - All d ata used in th is study consist s of respondents of executives and managers in manufacturing companies located in Klang Valley, Malaysia. Data processing and statistical analyses were mainly carried out using SPSS. Reliability test was used to check the con sistency and dimensionality of the scale items. P e a rson Intercorrelation was used to measure the associations among the human resource practices and employee retention and Multiple Regression Analysis to check the criterion - related validity of the scale i tems and to complement the correlation results. Findings - Data from 151 respondents from various industries show ed that the reward was most correlated with employee retention. This is followed by performance appraisal, in which fair and inclusive appraisa l leads to better retention. On the contrary, selection was found to have least significance relationship with employee retention. Novelty - The contribution of the study is in asserting some findings for human resource manager to understand the importanc e of an effective HRM practices on employee retention in the manufacturing industry. Apart from that, this research provides an understanding of some important elements in human resource management practices that are more effective in employee retention. Type of Paper - Empirical Type of Paper - HRM Practices; Employee Retention; Relationship; Significance .

The Key of Franchising Chains and Human Resource Management

2016 ◽  
pp. 209-222
Author(s):  
Ana Branca Carvalho ◽  
Fernanda Nogueira
Keyword(s):  
Quality Of Life ◽  
Economic Growth ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Low Cost ◽  
Human Resources Management ◽  
New Ideas

This chapter aims to contribute to the literature and aid in developing a theoretical and practical framework in the area of organization and human resource. With contributions and research from different perspectives, this paper is an essential source for students, researchers and managers in the franchising chains. There has been an increased interest in human resources problems and in new forms of organizations. The concept of Trust can be combined to satisfy the needs of people seeking better quality-of-life. This analyzes the problems of human resources management features of franchising chain business management. The franchising chains involve two aspects: the relation based in trust and a group that develops an innovation idea. It contributes to economic growth, as a pillar to support other complementary activities with a low cost. This system contributes to employment growth and regional wealth, contributes to new ideas helps create new services with high value, promotes establishment of international cooperation networks, and yields a number of additional benefits.

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