Search Result: (Recruitment)

Article 1:

1) Journal:
Jurnal Riset Akuntansi Kontemporer

2) Topic:
THE IMPLEMENTATION OF A MANAGEMENT AUDIT ON HR
RECRUITMENT TO ASSESS THE EFFECTIVENESS OF EMPLOYEE
PERFORMANCE

3) Author:
Dirvi Surya Abbas1 , Tubagus Ismail2 , Muhamad Taqi3 , Helmi Yazid4

4) Year:
October 2022

5) Abstract:
The research aims at determining the effect of audit planning, recruitment and
selection and placement of human resources on the performance of company
employees at PT Indo TaichenTextile Industry. The population of this research
included all parts and divisions of PT Indo TaichenTextile Industry. The type of data
used was observations of companies and secondary data obtained from company
audit reports. The results showed that the planning audit partially had a significant
positive effect on employee performance, and the recruitment audit and the selection
audit partially did not have a significant effect on employee performance.

6) Methodology:
This research emphasized the management audit of the human resource function at
PT Indo Taichen textile Industry in the textile Industry. The type of data used in the research
is primary data namely, data obtained from direct observation of the object of this research
either through interviews or questionnaires distributed to employees of PT. Indo Taichen
Textile Industry. Secondary Data, namely data obtained by researching various works of
literature such as books and scientific articles related to this research. The type and design
of the research used are exploratory and causal. Explorative research is research that is
used to collect initial data about something (Sekaran & Bougie, 2016). Causality design is
research that aims at analyzing the causal relationship between the independent and
dependent variables (Sekaran & Bougie, 2016). The unit of analysis is a source of
information about the variables to be processed at the data analysis stage (Ghozali, 2011).
Units of analysis existed in the form of groups of individuals or organizations. The unit of
analysis of this research is PT Indo TaichenTextile Industry. The sample of this research is
all employees who are the subject of the assessment of human resources and employees
related to work productivity, namely the human resources section. In this research, the
author conducted research on management audits of the function of human resources, while
the design in this research was in the form of case research, where the case research was
research on the status of the research subject concerning a specific overall personality. The
sample size of this research involved all respondents from a total population of 80
respondents. they were the total number of employees, who worked in the company. The
sampling technique was a non-probability sampling technique using saturated sampling.
Saturated sampling was a sampling technique when members of the population are used as
samples (Sekaran & Bougie, 2016). The dependent variable in this research is employee
performance. In this research, there are three independent variables, namely: audit planning,
recruitment & selection, and placement of human resources.

Article link:
file:///C:/Users/This/Downloads/5941-Article%20Text-26210-2-10-20221112.pdf

Article 2:

1) Journal:
The International Journal of Human Resource Management

2) Topic:
The adoption of artificial intelligence in employee recruitment: The influence of
contextual factors

3) Author:
Yuan Pan , Fabian Froese , Ni Liu , Yunyang Hu & Maolin Ye

4) Year:
11 Feb 2021

5) Abstract:
Artificial intelligence (AI) has been presented as a powerful tool in human
resource management (HRM), but little academic research exists on the topic. The
present study introduces the technology, organization, and environment (TOE)
model from information systems research and integrates it with the transaction cost
theory to better understand the facilitators and the constraints of companies’ AI
adoption behavior during employee recruitment. Survey results from 297 Chinese
companies suggest that companies’ perceived complexity toward AI constrains AI
adoption, while technology competence and regulatory support encourage AI
adoption. Relative advantages of AI technology, company size, and industry have no
significant impact on AI usage. The findings also demonstrate the moderating effects
of transaction costs on the influential power of technological complexity and
organizations’ technology competence.

6) Methodology:
We conducted a survey among HR managers and senior managers familiar
with HR and IT usage in their companies, relying on the network of a major university
in Guangzhou, southern China, to recruit respondents from parttime MBA students
and alumni. In addition, a team of research assistants visited companies in
Guangzhou, distributed questionnaires, and provided on-site instructions. The high
demand for talent in China (Froese et al., 2019; Han & Froese, 2010) and the
advancement of IT technology (Zhou et al., 2021) make China a suitable context for
the study of our hypotheses. We used both online and paper-based surveys,
depending on the convenience of the respondents. All participants completed
questionnaires independently, with full acknowledgement of anonymous and ethical
codes. We received 416 out of 473 distributed questionnaires and retained 297
complete samples (effective response rate of 62.79%). The quality connections of
the network, in conjunction with the personal visits, explain the high response rate.
The number of respondents is relatively equal across different industries, from a low
of 10.4% for the commercial and service sectors to high of 17.8% for the education,
healthcare and creativity sectors, indicating that the sample achieves strong
coverage of companies in different industries. Nearly 27% of the companies are from
IT-intensive sectors – namely, 14% from technology and 13% from finance. More
than 65% of the companies represented in the survey results have been in business
for over ten years. Company size varies from a few employees to over 200,000
employees, with more than 41% of the companies identified as relatively large (more
than 1,000 employees).

Article link:

https://www.researchgate.net/profile/Hu-Yunyang/publication/349344117_The_adopt
ion_of_artificial_intelligence_in_employee_recruitment_The_influence_of_contextual
_factors/links/60629f3792851cd8ce762412/The-adoption-of-artificial-intelligence-in-
employee-recruitment-The-influence-of-contextual-factors.pdf?
origin=journalDetail&_tp=eyJwYWdlIjoiam91cm5hbERldGFpbCJ9

Article 3:

1) Journal:
German Journal of Human Resource Management

2) Topic:
 Recruiting digital talent: The strategic role of recruitment in organisations’ digital
transformation

3) Author:
Phyllis Messalina Gilch, Jost Sieweke

4) Year:
2021

5) Abstract:
Recruitment plays a central role during digital transformation because
companies in many industries need to hire employees who possess IT-related
knowledge, skills and abilities to digitalise their products, services and processes.
However, extant research so far mainly has focussed on the use of digital technology
in recruiting processes and its outcomes, whereas strategic aspects have received
little attention. Based on 26 interviews with recruiters in 22 organisations, this study
examines the interplay between recruitment and digital transformation beyond the
use of digital technology in recruitment, focussing on more strategic aspects. The
study examines recruitment’s role in organisations’ digital transformation. We found
that the recruitment of digital talent as a new target group triggers change within the
company, and does so in three ways: First, recruiters have realised the necessity to
adapt their measures and processes to the new target group. Second, recruiters
have developed a new self-understanding. Third, recruiters have recognised the
need to support the organisation’s digital transformation by taking on a bridging
function. Our study makes two contributions: First, we identified two new roles for
recruitment during digital transformation: It acts as a ‘sensory organ’ that enhances
the organisation’s absorptive capacity; and it takes on the role of a ‘mediator’
between external and internal groups. Second, this study builds on the human
resources (HR) literature by analysing the strategic implications that digital
transformation imposes on recruitment, highlighting recruitment’s part in renewing an
organisation’s human resource base, which is crucial for its digital transformation.

6) Methodology:
We collected data from recruitment professionals, as they are particularly knowledgeable
on our research topic, using exploratory semi-structured interviews (Edmondson and McManus, 2007)
that allow us to gain rich insights into interviewees’ experience with and perceptions of job candidates.
We conducted 27 expert interviews with HR professionals in recruiting and employer branding from
organisations with business locations in Germany. When selecting our participants, we ensured
variation through criteria that differentiated between organisations – such as industry (Holtbrügge and
Kreppel, 2015), organisational size (Botero, 2014), employer attractiveness (Lievens and Slaughter,
2016) and employer familiarity (Baum and Kabst, 2014) – to get insights from professionals working
for a variety of organisations that also differ in the extent to which they are affected by digital
transformation. Our sampling strategy focussed on pre-digital organisations, but we also included four
born-digital organisations through the sampling criteria mentioned above to compare pre-digital and
born-digital organisations’ experiences. Organisations were identified through the sampling criteria by
consulting employerattractiveness rankings, career websites and blogs, as well as expert literature on
labour market trends. We also applied snowball sampling on a small scale: Some of our participants
mentioned organisations known for successful recruitment of digital talent, or for experiencing
particular difficulties in doing so. Furthermore, some interviewees recommended suitable participants
within their companies. We noted these references and recommendations, and checked whether they
fit into our sampling criteria, then decided whether to include them. Most companies in our sample
belonged to the group of traditional – that is, pre-digital – organisations. We selected experts from
both strategic and operational areas of HR departments to gain more exhaustive insights into our
research topic. While the strategic perspective promises comprehensive and foresighted assertions,
the operational perspective provides more detail due to direct interaction with applicants and labour
market developments. Therefore, we included employer-branding experts (strategic view) and
recruiting experts (operational view) in our sample because both functions ultimately aim to attract
qualified candidates. In other words, while employer branding experts define the employer brand’s
core message, thereby formulating the employer branding strategy, recruitment experts implement
this strategy by creating attractive recruitment content and sharing it via different channels. For ease
of reading, we will refer to both groups using the label ‘recruiters’. An Internet-based search via the
professional social networks Xing and LinkedIn, and via company websites helped identify appropriate
respondents. As this study’s purpose was to maximise information, the ‘point of redundancy’ (Lincoln
and Guba, 1985: 202) determined sample size and was reached when additional interviews did not
offer any new information. Of the 27 interviews, 13 were conducted via phone, 11 face-to-face and
three via video calling. After the interview phase, we excluded interview No. 23 from the analysis due
to the interviewee’s lack of professional appropriateness. The remaining 26 interviews lasted between
24 and 75minutes each, or 45minutes on average. Table 1 provides an overview of the participants
and organisations.

Article link:
https://journals.sagepub.com/doi/pdf/10.1177/2397002220952734

Article 4:

1) Journal:

2) Topic:
Opportunities and risks of artificial intelligence in recruitment and selection

3) Author:
Olajide Ore, Martin Sposato

4) Year:
19 April 2021

5) Abstract:
 Purpose – The purpose of this study is to contribute to the knowledge on the
opportunities and risks in the use of artificial intelligence (AI) in recruitment and
selection by exploring the perspectives of recruitment professionals in a multicultural
multinational organisation. Design/methodology/approach – A qualitative approach
was used in this exploratory study. Face-toface, semi-structured in-depth interviews
were conducted with ten professional recruiters who worked for a multinational
corporation. Findings – The findings revealed that AI facilitates the effective
performance of routine tasks through automation. However, the adoption of AI
technology in recruitment and selection is also fraught with risks that engender fear
and distrust among recruiters. The effective adoption of AI can improve recruitment
strategies. However, cynicism exists because of the fears of job losses to
automation, even though the participants thought that their jobs would continue to
exist because recruiters should always be humans. Originality/value – This paper
provides a unique exploration of the opportunities and risks in the adoption of AI for
the recruitment and selection function in human resource management. The benefits
are the delegation of routine tasks to AI and the confirmation of the crucial role of
professional recruiters.

6) Methodology:
The multinational company under study was chosen because it is a Fortune 500 company in
the manufacturing industry. There are currently more than 90,000 employees globally, with corporate
offices in 70 countries and manufacturing facilities in 200 countries. It is a true multinational
organisation with people of all nationalities hired from North America, Latin America, Europe, Middle
East and Africa and the Asia Pacific (including India, Australia and New Zealand). The dominant
nationality globally is American, with 50% of the global headcount based in the USA. The global
leaders and those in senior HR leadership position are all US nationals too. As expected, the
company has a large HR department that has transformed its information system. AI technology was
incorporated into the recruitment module of its digital cloud-based HR system. This will likely affect the
ways in which recruitment is performed; hence, the recruiters were selected to be the principal
subjects of this study (Turulja and Bajgoric, 2018). The use of AI in recruitment is of an exploratory
nature; thus, the data were collected through ten semi-structured in-depth interviews with the
recruiters working at the organisation who volunteer to take part in the study. This method, which
facilitates the collection of in-depth data, supports the exploratory nature of the project (Bell et al.,
2018). The participants were all employees of the HR department of the organisation, with active roles
in recruitment and selection. Several emails were sent to potential participants who fitted the criteria in
the organisation inviting them to take part in the research. The participants’ job tenure ranged from 1
to 11 years (avg = 6 years; SD = 2), and their recruitment and selection experience ranged from 4 to
22 years (avg = 10 years; SD = 4). Thematic analysis was the chosen method because it allows for
the reduction of qualitative data. An example is data coding to identify emerging themes or patterns in
interview transcripts. A thematic approach to qualitative data analysis is theoretically flexible and
therefore applicable to many research areas (Braun and Clarke, 2006). The application of this
thematic approach followed Braun and Clarke’s (2006) six-phase process. During the initial analysis
phase, audio recordings of the interviews were reviewed and transcribed verbatim to maintain the
original nature of the data. After the researchers had become comfortable with the data across all the
data sets, data codes were generated on the basis of interest and consistency with the findings of the
literature review (Bell and Bryman, 2015). The table below summarises the themes and research
questions that guided the study (Table 1). Additional codes were generated and further analysed to
determine the emergent themes. The data codes were then sorted into potential themes related to the
three research questions. Data were extracted from the data sets to represent a true or superficial
view as a realistic interpretation of the participants’ perspectives (Sposato and Jeffrey, 2019). The
information was anonymised. The interviewers’ names were replaced with the code REC1 to10.

Article link:
https://www.researchgate.net/profile/Martin-Sposato-2/publication/
352464056_Opportunities_and_risks_of_artificial_intelligence_in_recruitment_and_s
election/links/623998ec54e2be6c9940d9d0/Opportunities-and-risks-of-artificial-
intelligence-in-recruitment-and-selection.pdf

Article 5:

1) Journal:
International journal of Engineering, Business and Management (IJEBM)

2) Topic:
Recruitment and Selection: The Relationship between Recruitment and
Selection with Organizational Performance

3) Author:
Pshdar Abdalla Hamza1 , Baban Jabbar Othman2 , Bayar Gardi3 , Sarhang
Sorguli4 , Hassan Mahmood Aziz5 , Shahla Ali Ahmed6 , Bawan Yassin Sabir7 ,
Nechirwan Burhan Ismael8 , Bayad Jamal Ali9 , Govand Anwar10

4) Year:
3, May-Jun, 2021

5) Abstract:
The recruitment is the main function of HR department and the recruitment process is the first
step towards making the competitive quality and the recruitment strategic advantage for the
association. A quantitative method used to analyze this study, the researchers prepared questionnaire
and distributed at Telecommunication Companies in Erbil-Kurdistan. 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. Moreover, finding out how being qualified and having
certificates affects the recruitment process, and how different criteria such as gender, race, and
culture effect on it as well. The survey was conducted at Telecom Companies. Employees filled the
survey. Data was collected and Statistical Package for Social Sciences (SPSS) version 23 was used
as the statistical analysis tool while descriptive statistics were calculated and used in the interpretation
of findings. The population of this study is approximately 220 employees, The researchers distributed
80 questionnaires, but 69 questionnaires received from participants, however only 60 questionnaires
were properly filled out by the participants, accordingly my sample size was initially a total of (60)
surveys, and %100 was turned back which means 60 surveys. Data for the research paper was
collected through a questionnaire paper distributed to employees working at Telecom Companies.
The researchers found that there is no difference in candidates’ race and gender in internal promotion
at Telecommunication Companies in Erbil-Kurdistan, therefore the researchers answered the first
research question, and the second research question which stated that Within our organization, for
second question the researchers found that the majority of participants believed that selection
methods used (application forms, assessment centers, psychometric tests, interviews, CV data,
references, group interviews) are important.

6) Methodology:
According to Anwar & Qadir, (2017), in the recruitment process there are a several types of
methods but which are narrow to two main methods which are:

1) Internal recruitment:
Internal recruitment is cost efficient, to support employee satisfaction and moral. Spend some
time in the recruitment or Encourage current employees before looking outside the company for talent
(Abdullah & Rahman, 2015). Nothing is more disappointing the employee, who works hard to get
promoted, to see someone new take over the position Deserved or desired (Demir et al. 2020).
Promote within the organization involves less training and transition (Abdullah, 2019). Human
resource planning to Internal recruiting because it is faster and easier to find needed employees when
you planning to fill a vacant position on time and managers improve their decision making in the
recruitment process using other choices (Ali & Anwar, 2021). On internal recruitment some methods
would use which is (job bidding and job posting and Employee references) (Ali, 2021).

2) Job bidding and job posting:

• The process for notifying the company employees that a job opening exists is called a Job posting
.• authorize individuals to apply for a posted job, who presume that they possess the required

Article link:
https://d1wqtxts1xzle7.cloudfront.net/77124562/1IJEBM-MAY20213-Recruitment-
libre.pdf?1640233805=&response-content-disposition=inline%3B+filename
%3DRecruitment_and_Selection_The_Relationsh.pdf&Expires=1718136684&Signat
ure=dlhZ-S7liiSZvPCNisU-
PJu3WRcA9IrIQdN7qM9ucZEU1D8UbQqOlNnSyWg6Tkds2YEfivmNKTin8YNcYw6
aQaRexpISiH6L8N2Ci4TAF3NDB5RvxLzP9CPUO0LiyekO1BDfIt5~qg5-
2z2BWz0AI0dfAZ390eU55UXNljdMLn~8awG9BwsbeHbBtqGJ~dBBG5eK3vv0SrlZU
IJx~nrgrOB6W8-yCKq0tic9XrzlWmSh-Q~DAA9sO36lW0DqlmkSD~-
Jf21eqGrx5qRHp5uxPYdjUN~gWPwqRcaTQAA8jYvE2htPEwsBg6xOPtXq~4oEOg3
paHiv2355hItgfr83YA__&Key-Pair-Id=APKAJLOHF5GGSLRBV4ZA