Task 16 – Abstract

Follow up question and possibly more stuff for this dissertation.

Running head: RECRUITMENT AND SELECTION STRATEGIES
THE IMPACT OF RECRUITMENT AND SELECTION STRATEGIES ON
ORGANIZATIONAL PERFORMANCE AND EMPLOYEE PRODUCTIVITY.
by
Kenneth R. Sisneros, Ed.D.
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration,
BUSI 885: (Human Resources Management)
Liberty University, School of Business
July 2024
RECRUITMENT AND SELECTION STRATEGIES
THE IMPACT OF RECRUITMENT AND SELECTION STRATEGIES ON
ORGANIZATIONAL PERFORMANCE AND EMPLOYEE PRODUCTIVITY.
by
Kenneth R. Sisneros, Ed.D.
Doctoral Study Submitted in Partial Fulfillment
of the Requirements for the Degree of
Doctor of Business Administration,
BUSI 885: (Human Resources)
Liberty University, School of Business
February 2024
___________________________________________________
William Adams, Ph.D.
___________________________________________________
Michael Coleman, D.B.A.
___________________________________________________
Alexander Averin, Ph.D.
___________________________________________________
Richard Diddams, D.B.A
ii
RECRUITMENT AND SELECTION STRATEGIES
iii
Dedication
This study is dedicated to my two children, Camden and Jace, who showed me unbelievable
patience while I completed this research study. I hope that one day, they understand why I chose
to do this study now instead of waiting till they were grown. I hope I have set an example for
them and taught them what hard work and dedication look like.
RECRUITMENT AND SELECTION STRATEGIES
iv
Acknowledgments
None of my academic work would have been possible without my junior college guidance
counselor, Julie Visner. Her extraordinary guidance and confidence in me pushed me to be better
than I was. Ms. Visner taught me to pursue things that I never thought were possible. She
thought I was crazy for pushing the academic limits set by others and instead taught me to break
through them; I will never forget her. I am thankful to all those I have had the pleasure of
working with during this project. Each member of my Dissertation Committee has provided me
with extensive personal and professional guidance and taught me much about research and life in
general. I would especially like to thank my family for allowing me and for putting up with me
through the last several years as I completed this research. Nobody has been more important to
me in the pursuit of my research than the members of my family. I would like to thank my
parents, whose unconditional love and guidance have been with me every step of the way. They
taught me to always finish what I started and to never give up on myself. Thank you for being
role models to whom I can look up. This research took time not just from me but also from my
kids, Camden and Jace, and my wife, Caylin, who were patient and encouraged me to finish this
project. Caylin, thank you for acting as a sounding board and encouraging me to continue with
my research despite hitting numerous dead ends. Dr. William Adam for not giving up on me
when this project looked bleak and for working with me to complete everything that needed to be
accomplished. Lastly, thanks to God, who makes all things possible. I hope that one day,
everyone will know your abilities and glory.
RECRUITMENT AND SELECTION STRATEGIES
v
Contents
List of tables…………………………………………………………………………………………………………………………… 1
List of Figures……………………………………………………………………………………………………………………………. 2
Section 1: Foundation of the Study …………………………………………………………………………………………….. 3
Introduction …………………………………………………………………………………………………………………………… 3
Background of the Problem ……………………………………………………………………………………………………. 3
Problem Statement…………………………………………………………………………………………………………………. 5
Purpose Statement …………………………………………………………………………………………………………………. 5
Nature of the Study ………………………………………………………………………………………………………………… 6
Discussion of the methods……………………………………………………………………………………………………. 6
Discussion of the design ………………………………………………………………………………………………………. 8
Summary of the nature of the study …………………………………………………………………………………….. 9
Research questions. ………………………………………………………………………………………………………………… 9
Theoretical Framework ………………………………………………………………………………………………………… 10
Human Capital Theory……………………………………………………………………………………………………… 10
Contingency theory …………………………………………………………………………………………………………… 11
Resource-based view theory ………………………………………………………………………………………………. 12
Discussion of relationships between theories and constructs. ………………………………………………. 13
Summary of the Theoretical Framework …………………………………………………………………………… 14
Definition of terms ……………………………………………………………………………………………………………….. 14
Assumptions, Limitations, and Delimitations & Literature Review Outline ……………………………. 15
Assumptions……………………………………………………………………………………………………………………… 15
Limitations ……………………………………………………………………………………………………………………….. 16
Delimitations…………………………………………………………………………………………………………………….. 17
Risk mitigation for the Assumptions ………………………………………………………………………………….. 18
Significance of the study ……………………………………………………………………………………………………….. 18
Reduction of Gaps …………………………………………………………………………………………………………….. 18
Implications for biblical integration …………………………………………………………………………………… 19
Relationship to the field of study ……………………………………………………………………………………….. 19
Summary of the significance of the study …………………………………………………………………………… 20
Constructs in the study. ………………………………………………………………………………………………………… 20
Summary of the literature review section. ……………………………………………………………………………… 20
Transition and summary of section 1. ……………………………………………………………………………………. 21
Literature review …………………………………………………………………………………………………………………….. 22
RECRUITMENT AND SELECTION STRATEGIES
vi
Introduction …………………………………………………………………………………………………………………………… 22
Definitions of Employee Recruitment and Selection……………………………………………………………….. 23
Recruitment ……………………………………………………………………………………………………………………… 23
Recruitment process. ………………………………………………………………………………………………………… 24
Sources of recruitment. ………………………………………………………………………………………………………… 25
External recruitment ………………………………………………………………………………………………………… 25
Sources used in external recruitment. ……………………………………………………………………………………. 26
Headhunting. ……………………………………………………………………………………………………………………. 26
Job Fairs and Exhibitions………………………………………………………………………………………………….. 27
Advertisement. …………………………………………………………………………………………………………………. 27
Social media recruitment…………………………………………………………………………………………………… 28
Internal recruitment …………………………………………………………………………………………………………….. 29
Challenges facing internal recruitment………………………………………………………………………………. 31
Selection. ……………………………………………………………………………………………………………………………… 32
Selection process…………………………………………………………………………………………………………………… 33
Factors Affecting Recruitment Strategies and selection………………………………………………………….. 35
Culture …………………………………………………………………………………………………………………………….. 35
Recruiter’s Dynamics ……………………………………………………………………………………………………….. 36
Organization Dynamics …………………………………………………………………………………………………….. 37
Employer Attractiveness …………………………………………………………………………………………………… 38
Political-Social-Legal Environment……………………………………………………………………………………. 39
The Status of the Labor Market ………………………………………………………………………………………… 39
Recruitment and organizational performance. ………………………………………………………………………. 40
Recruitment and non-financial performance. ………………………………………………………………………… 44
Job engagement. ……………………………………………………………………………………………………………….. 44
Job Satisfaction. ……………………………………………………………………………………………………………….. 44
Turnover. …………………………………………………………………………………………………………………………. 46
Impact of Employee Recruitment and Selection on Quality of Hires ………………………………………. 50
Recruitment and Employee Competence/Team Dynamics ……………………………………………………… 51
Recruitment and Customer Satisfaction ………………………………………………………………………………… 54
Effectiveness of Different Recruitment and Selection Strategies …………………………………………….. 56
Synthesis ……………………………………………………………………………………………………………………………… 58
Conclusion …………………………………………………………………………………………………………………………… 59
Introduction …………………………………………………………………………………………………………………………. 59
Purpose Statement ……………………………………………………………………………………………………………….. 60
RECRUITMENT AND SELECTION STRATEGIES
vii
Role of the researcher …………………………………………………………………………………………………………… 61
Role of the participants ………………………………………………………………………………………………………… 62
Research Methods and Design ………………………………………………………………………………………………. 63
Research method ………………………………………………………………………………………………………………. 63
Embedded Single Case Design …………………………………………………………………………………………… 64
Population and Sampling ……………………………………………………………………………………………………… 65
Population ………………………………………………………………………………………………………………………… 65
Sampling ………………………………………………………………………………………………………………………….. 66
Data Collection …………………………………………………………………………………………………………………….. 66
Instruments………………………………………………………………………………………………………………………. 67
Data Collection Technique ………………………………………………………………………………………………… 68
Data Organization Technique ……………………………………………………………………………………………….. 68
Data Analysis ……………………………………………………………………………………………………………………….. 69
Table 1: Key constructs ………………………………………………………………………………………………………… 69
Qualitative analysis …………………………………………………………………………………………………………… 69
Transition to Section 3 ………………………………………………………………………………………………………….. 71
Section 3: Application to Professional Practice and Implications for Change ……………………………… 72
Overview of the Study ………………………………………………………………………………………………………….. 72
Presentation of the Findings …………………………………………………………………………………………………. 72
Introduction …………………………………………………………………………………………………………………………. 72
Themes Discovered ………………………………………………………………………………………………………………. 73
Interpretation of Themes ……………………………………………………………………………………………………… 74
Theme 1: Organization-Specific Hiring Strategies ……………………………………………………………… 74
Theme 2: Prioritizing Entry-Level Positions. ……………………………………………………………………… 77
Theme 3: Cost-effective Hiring. …………………………………………………………………………………………. 80
Theme 4: The Influence of External Factors on Recruitment and Retention ……………………….. 84
Theme 5: Data-Driven Decision Making in Recruitment. ……………………………………………………. 87
Representation and Visualization of the Data ………………………………………………………………………… 91
Relationship of Findings with Key Research Areas ………………………………………………………………… 92
Organizational-Specific Hiring Strategy…………………………………………………………………………….. 92
Prioritizing Entry-Level Positions ……………………………………………………………………………………… 95
Cost-effective Hiring …………………………………………………………………………………………………………. 97
Impact of External Factors on Recruitment and Retention …………………………………………………. 99
Data-Driven Decision Making in Recruitment ………………………………………………………………….. 101
Summary of Findings. ………………………………………………………………………………………………………… 103
RECRUITMENT AND SELECTION STRATEGIES
viii
Application to Professional Practice. …………………………………………………………………………………… 104
Improving General Business Practice. ……………………………………………………………………………… 104
Potential Application Strategies ………………………………………………………………………………………. 106
Summary of Application in Professional Practice …………………………………………………………….. 108
Recommendations for Further Study ………………………………………………………………………………. 108
Reflections………………………………………………………………………………………………………………………….. 109
Personal and Professional Development …………………………………………………………………………… 109
Biblical Perspective …………………………………………………………………………………………………………. 110
Summary of Reflections…………………………………………………………………………………………………… 111
Summary of Section 3 …………………………………………………………………………………………………………. 111
Summary and Study Conclusions………………………………………………………………………………………… 112
Running head: RECRUITMENT AND SELECTION STRATEGIES
List of tables
Table 1: key variables………………………………………………………………………….54
Table 2: Discovery of themes………………………………………………………………….73
Table 3: The relationship between the findings and the financial and non-financial organization
performance …………….…………………………………………………………………….92
RECRUITMENT AND SELECTION STRATEGIES
List of Figures
Figure 1: Responses on organization-specific strategies……………………………………….91
Figure 2: Responses on prioritizing entry-level positions………………………………………91
Figure 3: Responses on cost-effective hiring………………………………………………. ….91
Figure 4: Responses on the influence of external factors on recruitment…………………. ….91
Figure 5: Responses on data-driven decision making in recruitment…………………….……91
2
RECRUITMENT AND SELECTION STRATEGIES
3
Section 1: Foundation of the Study
Introduction
Employees are a key asset and a source of competitive advantage for any firm.
According to Ekwoaba, Ikeije, and Ufoma (2015), an organization can only achieve its
objectives if it has competent employees to perform various duties. Existing studies have
established the presence of a strong causal relationship between an organization’s recruitment
and selection strategies and its financial and non-financial performance. (Chakraborty & Biswas
2019; Ekwoaba, Ikeije, & Ufoma 2015, Argue 2015, Vermeeren et al. 2014). As such, the
success of any organization depends on its ability to recruit, select, and hire competent
employees.
Employee recruitment and selection are some of the core functions of human resources.
According to Ekwoaba et al. (2015), recruitment entails searching for, attracting, and convincing
employees to apply for a job opening. Recruitment precedes other activities such as shortlisting,
interviewing, and selection and helps to create a pool of potential candidates from where the best
one can be selected. On the other hand, selection involves choosing the candidates who are the
best fit for an organization and meet all the set criteria (Ekwoaba et al., 2015). Selection ensures
that the best employees are hired to fill a position that has been declared vacant.
Background of the Problem
Formalized labor management and HR practices such as employee recruitment and
selection emerged after the Second World War since there was a demand for employees to fill
the voids left by soldiers. During this period, most organizations struggled to attract competent
employees due to geographical barriers that hindered communication and interactions between
people far away (Kaufman, 2014). Even if the number of applicants was generally low,
RECRUITMENT AND SELECTION STRATEGIES
4
organizations had no way to screen employees accurately to determine which among them was
best suited to fill a certain position.
As the number of educated individuals grew from 1980s, HR managers found it difficult
to recruit and select high-quality employees. While the emergence of Web 2.0 technologies and
social media platforms in the early 2000s reshaped how employee recruitment and selection were
done, most HR managers still struggled to recruit and select candidates who are the best fit for
the organization (Ladkin, & Buhalis, 2016). One of the main causes of this issue was that most
them did not know the best strategies to use in recruiting and selecting applicants. For instance,
some of them insisted on using social media recruitment even in instances where their target
audience were not on these platforms. Most HR professionals also failed to consider time
constraints and capital requirements when selecting the recruitment strategies to use. As a result,
most of them found it difficult to attract best employees to fill a vacant position.
The above problem was further aggravated by the demand for high quality hires in most
organizations. Since HR managers were expected to select the best candidates, they spent a lot of
time in the hiring process, without understanding that the delays might chase away potential
candidates. Hiring delays were also associated with reduced organizational performance and an
increase in the cost of hiring. While there are numerous studies exploring the relationship
between Recruitment and selection strategies and organizational performance, (Ekwoaba et al.,
2015; Gamage, 2014; Kanth, 2020), most of them do not propose the recruitment and selection
approaches that can lead to high quality hires. The available studies have also failed to explore
how HR practices such as recruitment and selection impact the performance of employees and
organizations within the hospitality industry.
RECRUITMENT AND SELECTION STRATEGIES
5
Problem Statement
The general problem to be addressed is the failure of Human Resources Managers to use
effective recruitment and selection strategies, resulting in the inability of organizations to hire the
best employees. Keller (2018) stated that most organizations fail to hire the best employees since
they rely on ineffective recruitment and selection strategies such as slotting. According to Keller
(2018), slotting results in low quality hires since only a small number of potential candidates are
invited during recruitment. In a recent study, Wintrip, (2017) established that the use of wrong
selection and recruitment strategies led to hiring delays, which affected an organization’s
productivity, and the quality of its hires. Cappelli (2019) supports these views by alluding that
most companies rely on wrong and ineffective recruitment tools and strategies that do not
guarantee quality hires. Knoder (2019) found that failure to use effective recruitment and
selection strategy was a key problem among firms within the hospitality industry in Portland,
Oregon. The specific problem to be addressed is the potential failure by Human Resources
Managers within the hospitality industry in Portland, Oregon, to use proper selection and
recruitment strategies resulting in the potential inability of organizations to hire best employees
to spearhead service delivery.
Purpose Statement
The purpose of this case study research is to determine how selection and recruitment
strategies and the performance of organizations in the hospitality industry. According to
Langviniene and Daunoraviciute (2015), the hospitality industry is labor-intensive and is
characterized by intensive competition, demand for high-quality services, and production of
perishable and repetitive goods. Existing studies on the challenges facing the hospitality industry
have highlighted low profitability, lack of competent employees, and employee turnover as some
RECRUITMENT AND SELECTION STRATEGIES
6
of the challenges hindering the delivery of high-quality services in this sector (Fathy, 2018; Ram,
2018). To further explore this topic, this study will explore the recruitment and selection
strategies that are used by HR managers within the hospitality industry in Portland, Oregon, and
their impact on employees and the organization as a whole. Through the use of live interviews,
the researcher will determine how recruitment and selection strategies impact the performance of
the organizations, both financial and non-financial. Also, the study will examine whether the
recruitment and selection strategies in use have an impact on an organization’s ability to hire and
retain best employees.
Nature of the Study
Discussion of the methods
The researcher will conduct a flexible case study research to examine the relationship
between selection and recruitment strategies and the performance of organizations in the
hospitality industry. Researchers employ case study methods when trying to understand a
phenomenon better within its context (Crowe et al., 2011; Yin, 2017). This approach is mainly
preferred when the boundary between a phenomenon and its context is not clear, rendering most
other methods inappropriate. The case study method is also preferred when trying to investigate
unclear phenomena or those that contain multiple variables (Harrison et al., 2017). According to
Yin (2017) case study research is the preferred method for a study that seeks to answer why or
how questions, one that focuses on a phenomenon within its real-life context, and one in which
the research has little or no control over the events (p.2). Unlike other research methods such as
experiments that are used when a researcher can easily manipulate the behavior systematically or
directly, a case study is a preferred method when the researcher has no powers to manipulate the
variables under study.
RECRUITMENT AND SELECTION STRATEGIES
7
One unique feature of case study research is that it can be treated as both a method and a
methodology (Harrison et al., (2017). As a method, case study research can be used to refer to
the techniques and procedures used to collect, analyze and interpret data. Case study research
encourages the use of multiple methods of data collection and analysis since they increase the
effectiveness and accuracy of the study’s findings. According to Harrison et al., (2017), the use
of multiple methods of data collection and analysis has been found to be mutually informative
and helps provide a clear and comprehensive view of the phenomenon being explored.
Qualitative case study methods were preferred over both quantitative methods for several
reasons. First, qualitative case study methods would allow the researcher to collect qualitative
data without necessarily quantifying the data. Since the primary goal of the study was to explore
how recruitment and selection strategies impact organizational performance, a qualitative case
study was more appropriate. Secondly, a qualitative case study was more appropriate compared
to Phenomenology, Ethnography, Narrative, Grounded Theory because it would allow the
research to combine both qualitative and quantitative methods of data collection and analysis if a
need arise. According to Yin (2018), researchers use case study methods when there is a need to
combine both qualitative and quantitative methods of data collection. Such flexibility is not
available to researchers using other methods such as ethnography, or even purely quantitative
methods. Ethnography and Phenomenology were also ruled out because they are widely used in
studying cultures and experiences and this was not the main goal of our study. The researcher
also opted for a flexible design because it would allow them to adjust their data collection
methods with time and change their data collection and analysis methods if the need arises. A
fixed design is unresponsive to changes within and using it would introduce unnecessary
challenges.
RECRUITMENT AND SELECTION STRATEGIES
8
The primary method of data collection will be live interviews and a total of 20 to 25
participants will be selected through purposive sampling. The interview will comprise 10 to 15
questions that will be administered orally or online via ZOOM. To ensure that detailed
information is obtained, the researcher will collect data from the participants until a saturation
point is reached. Saturation will be reached when interviewing more participants does not
generate any additional information. The choice of methods is appropriate since our study meets
the three conditions that necessitate a case study research. First, the first research question for
our study is exploratory; hence can be solved using case study, experiment, or archival analysis
(Yin, 2017). All the other three questions can be addressed using Case study survey research
since they seek to answer the question “What.” Overall, according to Yin (2017), case study
research is appropriate when a researcher wants to explore a real-life phenomenon that cannot be
separated or divorced from its context.
Discussion of the design
The study will utilize an embedded single-case design since its goal is to collect, analyze,
and integrate qualitative data from a large number of individual cases into a single analysis.
According to Yin (2017), an embedded single-case design is appropriate when a researcher
wants to combine data from multiple individual cases into a single analysis. Koçdar, Okur, &
Bozkurt, (2017) agrees with Yin (2017) that embedded single case design is appropriate in a
study that contains multiple sub-units of analysis. The single-case design is also appropriate
when dealing with unique cases, or when testing well-known theories, either to extend, challenge
or confirm their accuracy (Yin 2017). The research method and design fits well into the study
since the boundary between the phenomena under study (recruitment and selection), and their
context is not evident. The need to collect and analyze data from multiple individual cases also
RECRUITMENT AND SELECTION STRATEGIES
9
makes an embedded single-case design the most appropriate study design in this case. While
there is no available numerical archival data on this topic, the researcher’s familiarity and
proximity to Portland makes it easy for them to collect sufficient data for this topic.
Summary of the nature of the study
The study will utilize a qualitative case study research method and embedded single-case
design. The choice of method and study design was influenced by the objectives of the study and
the nature of the research questions. The choice of study setting was influenced by the
researcher’s proximity and familiarity to the study site, which made it easy for them to collect
and analyze data on the research topic. Overall, the researcher believes that a combination of
open and closed ended questionnaires will be essential tools for collecting data on the research
topic.
Research questions.
RQ1. What recruitment and selection techniques are used by HR managers within the
hospitality industry in Portland, Oregon?
RQ2. In what ways does an organization’s recruitment and selection strategies impact its
ability to hire the best employees.
RQ3. In what ways does an organization’s recruitment and selection strategies impact its
financial performance of that organization?
RQ4. In what ways does an organization’s recruitment and selection strategies impact
employee turnover?
RQ5. In what ways does an organization’s recruitment and selection strategies impact
employee satisfaction?
RECRUITMENT AND SELECTION STRATEGIES
10
RQ6. What specific recruitment and selection strategies result in better and high-quality
hires?
RQ7. In what ways does using several recruitment and selection strategies improve the
quality of hires?
Theoretical Framework
This study is based on the contingency theory, resource-based view theory, and the human
capital theory.
Human capital theory
The human capital theory was coined by Gary Becker and borrow heavily from Adam
Smith’s ideas on human capital. This theory states that human capital is a major component that
impacts the effectiveness and productivity of any organization. Human capital is viewed as an
intangible economic unit but with immense economic value for any organization (Nemeth,
2017). As such, investing in human capital is one way through which an organization can record
higher outputs and achieve a competitive edge over rivals. Contrary to earlier assertions that the
learning process must follow a pre-planned path, proponents of this school of thought argue that
learning can occur in any place and without following a preplanned path. Further, human capital
is viewed as a deliberate investment that organizations must be willing to make (Winterton, &
Cafferkey, 2019). As such, it is possible to improve employee’s productivity through education,
informal workshops and training. Offering formal and informal training to employees imparts
them with skills, knowledge, and competencies that allow them to manage other tangible
resources and conduct their duties effectively.
The human capital theory addresses my research questions by highlighting the benefits of
hiring employees with the right skills and competencies. First, it stresses that employees are a
RECRUITMENT AND SELECTION STRATEGIES
11
source of competitive advantage, and their productivity will impact the overall performance of an
organization. The approach also negates earlier assertions that recruitment and selection
strategies have a strong and direct impact on organizational performance. Rather, it supports the
argument that organizations can improve employees’ productivity through training and informal
workshops. As such, even organizations that use ineffective recruitment and selection strategies
still have a chance to boost employee performance through training programs.
Contingency theory
The contingency theory is a highly popular concept that was coined by Edward Fielder in
1964. This theory argues that no single management approach can guarantee positive results in
all circumstances. Fielder argues that a leader’s effectiveness in addressing a crisis, or an issue
depends on the extent to which their leadership style match with the issue at hand (Kulkarni,
2017). A person’s leadership style can be determined through the use of the Least Preferred
Coworker approach. Leaders who score high are considered to be relationship-oriented, while
those who score lowly are considered to be task-oriented. The favorableness of a situation
depends on a leader’s position power, task structure, and leader member’s relationship
(Schneider, 2017). For instance, a situation is more favorable if a leader has immense power to
punish those who disagree with them. Also, the situation is more favorable if the relationship
between the leader and team members is sound, and if the requirements are clear and structure.
The key premise of the contingency theory is that a leader can only handle situations that are
favorable and those that match their style since it is difficult to alter one’s style to match a
situation.
This theory addresses my research questions by highlighting the benefits of using
effective recruitment and selection strategies. For instance, it states that organizations should hire
RECRUITMENT AND SELECTION STRATEGIES
12
competent employees since it is impossible to alter an employee’s style to match the situations at
hand. While employee’s skills can be enhanced through training, organizations should use
recruitment and selection strategies that can guarantee quality hires. Hiring best employees will
increase increasing the likelihood of an employee’s style matching with key issues facing the
organization and hence their ability to solve them.
Resource-based view theory
This study is also based on the resource-based view theory, which sees resources as a
source of competitive advantage for a firm. Resource-based view theory is based on the premise
that a firm’s ability to establish and sustain a competitive advantage depends on its ability to
harness all resources and to use them to their advantage (Yuen et al., 2019). While all resources
are essential for the short run, and Long-run operations of a firm, the resources do not hold equal
value. Organizations can use the VRIO framework to uncover their resources and capabilities
and to determine how best to deploy and protect them. Under this model, resources are assessed
on four categories to determine the competitive potential of each. These categories are: organize
to capture, low imitability, rare and valuable. According to Campbell and Park (2017), valuable
resources are those that offer immense value to a firm and can be used to improve its
effectiveness and efficiency. On the other hand, a rare resource is one that cannot be easily
obtained by rivals. Such a resource can help a firm to have a competitive edge over rivals.
Resources with low imitability are essential since they are difficult or expensive to duplicate.
Having such resources reduces competition and gives an organization a temporary competitive
advantage. Lastly, to achieve a competitive advantage, an organization should be able to
organize all the resources and use them to their advantage.
RECRUITMENT AND SELECTION STRATEGIES
13
Resource-based view theory addresses my research questions by highlighting how
organizations can harness and use key resources to streamline the hiring process. Under the
resource-based view approach, organizations can use tangible and intangible assets to establish
and sustain a competitive advantage over rivals. One way to achieve this goal is by using the
available resources to ensure that the best employees are hired. Resource based view theory also
addresses my research questions since it explores the relationship between available resources
(both tangible and intangible), and an organization’s ability to hire and retain competent
employees. For instance, organizations can only hire competent employees if they have
adequate personnel and finances to sustain the recruitment process for a long time. Further, the
effectiveness of the recruitment and selection process will depend on an organization’s ability to
deploy its capabilities effectively.
Discussion of relationships between theories and constructs.
The three theories related to the constructs both directly and indirectly. Both the resourcebased view theory and human capital theories relate directly to employee recruitment and
selection, as well as the financial and non-financial performance of an organization. Both
theories are concerned with an organization’s ability to harness and to use resources to establish
a competitive advantage (Campbell & Park, 2017; Nemeth, 2017). Recruitment and Selection
helps an organization to bring on board, highly skilled, and competent employees. Under both
theories, an organization should use the effective hiring strategies to ensure that competent
employees are hired, motivated, trained and used to achieve a competitive advantage. The
Contingency theory also relates to the constructs since it explores some factors that impact a
leader’s effectiveness and their ability to deal with the issues at hand. A leader’s effectiveness
will impact both the financial and non-financial performance of an organization and how well it
RECRUITMENT AND SELECTION STRATEGIES
14
can address issues facing it. Also, an organization’s recruitment and selection methods will
impact the quality of leaders who will be hired.
Summary of the Theoretical Framework
The qualitative study will be based on the contingency theory, resource-based view
theory, and human capital theories. The three theories will allow the research to explore how an
organization’s recruitment and selection strategies impact its performance, and ability to respond
to any crisis that emerges. The resource-based view and the human capital theories majors on
how organizations can harness human resources and use it to achieve competitive advantage. To
achieve this goal, an organization should not only hire competent people but also ensure that they
are well compensated and trained. On its part, the contingency theory challenges organizations to
hire employees whose leadership traits closely match with the aims and objectives of the
organization.
Definition of terms
Candidate- An individual who is interested in, and has applied for a job opening. Simply put, an
individual who is interested in occupying a vacant position within an organization (Rozario, et
al., 2019).
Financial performance- A measure of how well an organization can meet its financial goals and
objectives, including its ability to generate revenue (Vermeeren et al., 2014).
Recruitment- The process of informing potential candidates about an opening and convincing
them to apply for that position (Argue 2015; Ekwoaba et al., 2015).
Selection-The process of choosing a person or a group of individuals to occupy a position that
had been declared vacant (Ekwoaba et al., 2015; Rozario, et al., 2019).
RECRUITMENT AND SELECTION STRATEGIES
15
Assumptions, Limitations, and Delimitations & Literature Review Outline
Assumptions
One of the key assumptions is that all participants will give honest and error-free
responses. According to Vésteinsdóttir, et al., (2019) the success of any research is based on the
belief that, participants will provide responses truthfully and honest manner. However, this might
not be the case and some participants might give wrong and misleading responses, which could
impact the accuracy and credibility of the findings. This concern will be addressed by assuring
participants that their private information will be safeguard from accidental or intentional
exposure to third parties. If participants are sure that their information is safe, they are more
likely to provide accurate and honest feedback (Korstjens & Moser 2018). Confirming
participants’ responses, through a follow up questionnaire is another way to identify inaccurate,
inconsistent and falsified responses (Nardi, 2018). Another assumption is that the participants
have a sincere interest in taking part in the study. This assumption might not be true since some
HR managers might take part in the study for personal reasons (Nardi, 2018). To address this
issue, the researcher will not offer any benefits to the participants to ensure that only serious and
interested candidates take part (Nardi, 2018). Another assumption is that the researcher’s
sampling and data collection methods are efficient and will lead to the collection of accurate and
rich data that can be used to explore the issue under study. This assumption might be false since
the sampling and data collection methods used by the researcher might be ineffective and
unreliable. To address this concern, the researcher will perform triangulation using multiple
methods to confirm that the results are accurate. The researcher will also allow other researchers
to critique his finding and identify potential errors and biases.
RECRUITMENT AND SELECTION STRATEGIES
16
Limitations
Some key limitations of the study include social desirability bias and the failure by some
participants to provide honest and accurate answers. Larson (2019) noted that, in social science
research, most participants are tempted to provide socially acceptable responses, rather than
being truthful, and providing accurate responses. To overcome these limitations, and to improve
the overall credibility of the study, the researcher will test for social desirability bias using a
socially Desirable Response Set Five-Item Survey (SDRS-5). SDRS-5 is a self-administered test
that comprise of five questions that are measured on a scale of 1-5. This test was preferred since
it is reliable, consistent and shorter than most of the existing instruments for measuring social
desirability. This survey will enable the researcher to evaluate the presence of social desirability
bias in each response.
Another key limitation of this study is the sample size and potential bias during sample
selection. The researcher’s sample of 25 participants might be too small and might not act as a
representative of the entire population in Portland, Oregon. The researcher will address this
limitation through saturation by ensuring that high quality and detailed data collected is collected
from the participant, and further data collection is unnecessary (Bryman, 2017). The use of
purposive sampling might introduce bias in sample selection, which will decrease the validity
and reliability of the findings. Further, the presence of bias during sample selection might also
impact the researcher’s ability to select an optimal sample that can accurately represent the entire
population. Through triangulation, the researcher will identify potential bias in the collected data
and take measures to address it. Triangulation will also enable the researcher to reduce bias, by
addressing the primary causes of bias. Other possible limitations for this study include the lack
of adequate resources to conduct the study, time constraints, and lack of access to some of the
RECRUITMENT AND SELECTION STRATEGIES
17
key participants. However, these limitations are a non-issue, since the researcher has adequate
time and resources needed to collect data from the participants.
Delimitations
The study’s purpose is to understand how employee recruitment and selection strategies
impact the performance of organizations within the hospitality industry in Portland, Oregon. This
study will take place in Portland, Oregon, and the main instruments of data collection will be
closed-ended questionnaires. The study’s sample will comprise of 25 HR managers, selected
through purposive sampling. The choice of a research setting, sample selection and research
methods were influenced by the availability of resources, researcher’s proximity to Portland and
the desire to select a sample size that can be generalized for the entire population. While
purposeful sampling is more prone to bias compared to random sampling, it allows a researcher
to select a sample that meets all the desired characteristics.
There is no minimum sample size required to achieve generalizability in an embedded
single case study. Unlike in an experiment or survey design where one can perform a power
analysis to determine the appropriate sample size, there is no existing formula to calculate the
appropriate sample size in a case study. Yin (2017), however, recommends the selection of a
large sample to increase the certainty and confidence in the study’s findings. Yin (2017) further
states that findings from case studies rely on analytical generalization rather than statistical
generalization, which is common in both qualitative and quantitative methods. As such, when
using an embedded single-case design, a researcher should consider the quality of information,
and the number of cases needed to study the issue at hand, rather than the overall sample size.
The selected sample (25) contains quality information and is large enough for analytical
generalization across multiple cases.
RECRUITMENT AND SELECTION STRATEGIES
18
Risk mitigation for the Assumptions
Risk mitigation strategies for my study include a random selection of research
participants and clearly defining research participants and objectives. Random selection of
participants will minimize the chances of bias by ensuring that participants are selected randomly
from the target population. Since purposeful sampling might lead to bias in participant selection,
the researcher will combine purposeful sampling with simple random sampling for optimal
sample selection. Another way to mitigate the risks is by clearly defining the research purpose
and objectives. If the study objectives are made clear, participants will be encouraged to give
accurate responses. According to Bell, Bryman, and Harley (2018), failure to clearly define
research objectives might lead to confusion, which might impact the quality of responses. The
research will also motivate participants to give accurate responses by assuring them that their
data will not be shared with third parties without their permission. The research will also
improve the quality of responses by giving participants the right to voluntarily participate and
withdraw their participants in the study. Lastly, the researcher will ensure that the right data is
collected and analyzed. To achieve this goal, the researcher will subject the collected data to
cleaning to eliminate entries that are inaccurate or incomplete.
Significance of the study
Reduction of Gaps
Findings from this study will greatly benefit researchers since it will bridge a knowledge
gap that currently exists. While there exist several studies exploring the relationship between
recruitment and selection strategies and organizational performance (Ekwoaba et al., 2015;
Sunday et al., 2015), only a few of them have explored how recruitment and selection strategies
impact the performance of firms within the hospitality industry. This study will bridge this gap
RECRUITMENT AND SELECTION STRATEGIES
19
by exploring how recruitment and selection strategies impact both financial and non-financial
performance of organizations within the hospitality industry. The study will also benefit HR
managers in the hospitality industry since it will inform them of the recruitment and selection
strategies that can guarantee quality hire. According to Cappelli (2019), most organizations still
use outdated recruitment and selection models since there is inadequate information on the
strategies that can guarantee quality hires. This study will bridge this gap by proposing
recruitment and selection strategies that can help HR managers to recruit competent employees.
Implications for biblical integration
The findings from this research will help managers to understand how to incorporate
biblical teachings in their everyday’ work. According to Keller (2012), all people are born to
serve God, and the only way to achieve this goal is by serving others diligently in whichever
positions we occupy. The research will explore what HR managers should do to serve others and
to advance God’s purpose for work in their position. Findings from the research will also provide
new insights on how HR managers can incorporate Christian values and biblical teachings to
ensure that they recruit and select the best employees. Lastly, the findings will inform HR
managers on how to integrate biblical teachings such as stewardship, the dignity of work, and
work as a service to their work and ensure that the best employees are hired.
Relationship to the field of study
The research relates to my cognate since it touches on employee recruitment and
selection, which are some major functions of human resources. My cognate (human resource) is
concerned with ensuring that the competent employees are recruited, selected, hired, motivated
and trained. This study attempts to explore how recruitment and selection strategies employed by
HR managers can impact organizational performance, and the ability of organizations to attract,
RECRUITMENT AND SELECTION STRATEGIES
20
hire, and retain talented employees. The study also provides a succinct definition of recruitment
and selection, as well as the emerging trends and technologies that are slowly reshaping how
these functions are conducted. The study also relates to my field of study since it explores best
practices relating to employee recruitment and selection.
Summary of the significance of the study
The findings from the study will greatly benefit researchers, organizations, and society as
a whole. The research will bridge a knowledge gap that currently exists in the complex
relationship between recruitment and selection strategies and organizational performance. The
findings will also help HR managers to understand how employee recruitment and selection
impact organizational performance. This information is essential since it will enable them to
embrace recruitment and selection strategies that guarantee quality hires. The study will also
improve our understanding of God’s purpose for work since it will explore how HR managers
can incorporate Christian values and biblical teachings in the hiring process.
Constructs in the study.
Employee recruitment and selection strategies.
Financial performance: Net profit, gross profit, profit margin, financial efficiency.
Non-financial performance: Turnover, employee satisfaction, customer retention, take rate.
Summary of the literature review section.
The literature review section analyzes existing studies to identify their key findings,
weaknesses, strengths, and overall contribution to the field of human resources. This section also
synthesized important findings from the studies to identify how they agreed or differed, and
specific areas that seemed to spur controversy. This section forms a key part of the research since
it informs the researcher on additional knowledge gaps that need to be addressed. The section
RECRUITMENT AND SELECTION STRATEGIES
21
also highlighted key limitations in the existing literature, hence enabling the researcher to
address them in their study.
Transition and summary of section 1.
In the above section, the foundation of the study was established, and a literature review
outline developed. The study was founded on two key areas. First, the study sought to bridge an
existing knowledge gap by exploring how Recruitment and selection strategies impact the
performance of firms in the hospitality industry. Secondly, the study sought to address an
existing and recurring problem within the hospitality industry. Prior studies established that the
failure to use effective recruitment and selection strategies was a key issue that impacted the
performance of firm within the hospitality industry. In the next section, the paper provided an indepth review of existing literature to identify their limitations, strengths, and additional
knowledge gaps that need to be addressed.
Conclusion
This section establishes the foundation of the study by highlighting the factors that
necessitated the research. This section establishes the presence of a knowledge gap in the
relationship between employee recruitment and selection and organizational performance. This
study will attempt to bridge this gap by exploring how recruitment and selection strategies
impact the performance of organizations within the hospitality industry. The purpose and
significance of the study and its relationship to the field of human resources is another area that
was well explored in the introduction section. In addition to this, the section also proposed and
justified the theoretical framework and research methods that will be used in this study.
RECRUITMENT AND SELECTION STRATEGIES
22
Literature review
Introduction
The existence and sustenance of an organization depend on its ability to recruit and select
highly competent personnel at all levels. Employee recruitment and selection practices thus play
a significant role in the excellence of businesses and non-profit organizations. In profit-oriented
institutions, the operational integrity of the human resource determines the ability to gain a
competitive advantage and stand out amid aggressive business rivalry (Saridakis, Lai & Cooper,
2017). Human resource managers, thus, strive to achieve work efficiency through robust
recruitment and selection criteria. A section of organizational leaders uses recruitment agencies
and internal recommendations, while others rely on host communities to determine the suitability
of employees for new positions and promotions to higher levels (Eva, 2018; DeVaro, 2016).
While organizations employ different selection and recruitment strategies, their goals are to hire
competent employees who will make a positive contribution to the organization.
Robust and flexible employee recruitment and selection strategies are essential
components of organizational performance as human resources play a central role in enhancing
the production, managerial, and operational functions. As organizations seek a competitive edge
in the highly dynamic local and global markets, it becomes imperative to attract the right
applicants, in the right numbers, and with the appropriate qualifications. This review seeks to
analyze past literature from studies, books, and government publications to gain crucial insights
on the impact of recruitment and selection strategies on organizational performance. The first
section discusses the relationship between recruitment strategies and turnover/retention,
employee competence, customer satisfaction, and an organization’s financial performance. The
RECRUITMENT AND SELECTION STRATEGIES
23
review then delves into the factors that affect the choice of recruitment and selection strategies.
The conclusion then sums up the critical observations that are made from the analyzed texts.
Definitions of Employee Recruitment and Selection
Business experts and leaders have different notions of the meaning and implication of the
employee recruitment and selection process. While some organizational leaders view recruitment
and selection as a function of top managerial teams, others understand the undertaking as a
preserve of all stakeholders, including lower-cadre employees and the local community (Naz,
Aftab & Awais, 2016; Rozario, Venkatraman & Abbas, 2019). The different perceptions of
recruitment and selection authorities impart diverse approaches in enlisting workers for various
positions within business institutions. Industry experts and authors also emphasize different
theories and protocols in supporting organizational rejuvenation through recruitment and
selection processes. Despite the discrepancies in the meaning of recruitment and selection to
various factions, the common goal of enhancing business performance and perpetual existence is
conspicuously evident.
Recruitment
Researchers have attempted to provide a succinct definition of employee recruitment.
Sunday, Olaniyi and Mary (2014) define recruitment as the process searching out for suitable
candidates and motivating them to apply for a job opening. Ekwoaba, Ikeije and Ufoma (2015)
defined recruitment as the process of attracting potential candidates and motivating them to
apply for a job opening for future evaluation. According to Eva (2018), recruitment is the
process of discovering potential candidates and attracting them to apply for a vacant position
within the organization. Despite the slight differences in their definition of recruitment,
RECRUITMENT AND SELECTION STRATEGIES
24
researchers seem to agree that recruitment entails identifying potential candidates and convincing
them to apply for a job opening.
Recruitment process.
The recruitment process takes place in five distinct steps. The first step in recruitment
involves determining the goals and objectives of the recruitment process. This step is essential in
ensuring that the recruiters understand what to look for when inviting candidates to apply for a
position (Bogatova, 2017). Setting clear goals and objectives also helps recruiters in developing
a clear recruitment strategy that will be used in the recruitment process (Wakabi, 2016). The
second step in the recruitment process involves developing recruitment strategy. A recruitment
strategy can be defined as a formal plan that will guide an organization in recruiting and
selecting qualified candidates to fill an open position (Kayrouz et al., 2018; McRobert et al.,
2018). This step involves determining which individuals to recruit when to recruit them, where to
recruit them, sources of recruitment, the message to use in recruiting, and individuals who should
conduct the recruitment process.
After developing a recruitment strategy, organizations can engage in actual recruitment
activities. Such activities include sending out messages to potential candidates and convincing
them to apply for a job opening. When searching for potential candidates, recruiters must target
the right people, craft the right message and use the right recruitment sources (Bogatova, 2017).
The fourth step in the recruitment process involves identifying and taking care of the issues that
might impact the outcomes of the recruitment process. According to Bogatova (2017), this step
will involve determining the appropriateness of the method and its ability to attract the attention
of the applicants. Another issue that should be considered is the credibility of the message and
the accuracy of the applicant’s expectations (Bogatova, 2017). The last step involves assessing
RECRUITMENT AND SELECTION STRATEGIES
25
the outcomes of the recruitment process to determine whether or not they are in line with the
recruitment objectives.
Sources of recruitment.
Bogatova (2017) defined recruitment sources as the methods which an organization uses to
inform potential candidates about a job opening. Recruitment sources can be broadly classified
into internal and external recruitment sources.
External recruitment
Over the past decade, external recruitment has gained popularity among recruiters.
External recruitment entails recruiting people from outside the organization fill a job vacancy.
External recruitment can be achieved through external recruitment sources such as labor
agencies, specialized journals, job fairs, newspaper ads, among many more (Villeda, &
McCamey, 2019; Sunday et al., 2014). According to Villeda and McCamey (2019) the
emergence of social networking sites and their subsequent adoption in the recruitment process
have provided organizations with a new and cost-effective way to recruit applicants. External
recruitment is based on the belief that internal recruitment is limited and might not result in highquality hires. External recruitment allows an organization to recruit a large number of potential
employees, subject them to screening, and select the one that can best fit into a certain position.
Proponents of external recruitment argue that it has numerous benefits for both the
employees and organizations as a whole. From an organization’s perspective, external
recruitment fosters creativity and innovation by bringing in fresh ideas from new hires (Sunday
et al., 2014). External recruitment allows an organization to hire employees from a large pool of
talents, rather than rely on a small pool of talent that is found within an organization. External
recruitment also reduces the complexity of hiring since it does not create another position that
RECRUITMENT AND SELECTION STRATEGIES
26
needs to be filled. Conversely, internal recruitment creates a chain of vacant positions that must
be filled as well (DeVaro, 2016). Another benefit of external recruitment is that it helps
organizations to recruit highly versed employees, that are less susceptible to pressure from peers,
and co-workers. As such, employees recruited through external recruitment sources are more
likely to stick to the organizational goals and objectives than those recruited internally.
Researchers have highlighted some key challenges that impact the effectiveness of
external recruitment. External recruitment reduces the level of satisfaction among employees
since they are forced to compete with external recruits (DeVaro, 2016). DeVaro, 2016 further
argues that if employees are faced with the threat of external hires, they are likely to become
complacent, hence reducing their productivity. External recruitment is also associated with high
turnover rates since existing employees might feel dissatisfied and opt to look for new
opportunities elsewhere. The high cost associated with external recruitment might also pose
financial challenges to recruiters. For instance, according to Sunday et al., (2014), external
recruitment results in additional costs in advertising a job opening and training those who get
hired. External recruitment also results in uncertainty due to the risks associated with hiring a
new and unknown person.
Sources used in external recruitment.
Headhunting.
Headhunting is a commonly used source of recruitment especially when looking for
executives to fill top positions. Headhunting involves looking for highly versed individuals, who
are successful in their current position and convincing them to apply for a job opening
(Bogatova, 2017; Chen, Lee & Ting, 2017). In this approach, a head hunter is tasked with
identifying potential candidates to fill a position either from own connections, professional
RECRUITMENT AND SELECTION STRATEGIES
27
bodies, or rival firms. One key benefit of headhunting is that it allows organizations to select
individuals who have proved to be high performers in their previous positions. Headhunting also
reduces the cost of advertising by allowing an organization to only concentrate on a small pool of
highly successful individuals. Despite its benefits, headhunting has several drawbacks which
include an unreliable database of candidates and high fees which must be paid to the headhunter
(Bogatova, 2017). Headhunting also assumes that an individual is likely to be successful in an
organization if they are performing well in their current organization.
Job Fairs and Exhibitions.
Despite the emergence of online recruitment, recruiters still use job Fairs and Exhibitions
as sources of recruitment. Job Fairs and Exhibitions usually involve a small number of people,
usually in a specialized field which makes it easy for recruiters to recruit several individuals
within a short time (Bogatova, 2017). Job fairs provide an organization with a low-cost source of
recruitment and are effective for establishing new contacts and mass recruitment (Bogatova,
2017). However, this source of recruitment is more costly than social media recruitment, and
might not provide an organization with a large pool of candidates.
Advertisement.
Traditional forms of advertisement such as Television, magazines, and newspaper are
still popular among recruiters. These recruitment sources are effective when targeting older
adults and other individuals who lack an online presence. According to Emanuela (2018), the
effectiveness of this form of advertisement depends on whether a large number of target
candidates will see the message and interpret it appropriately. Another key factor that influences
the effectiveness of this source is the ability to use the right channel and to craft the right and
captivating message (Bogatova, 2017). With the emergence of social networking and online
RECRUITMENT AND SELECTION STRATEGIES
28
recruitment sources, traditional sources of advertisement are becoming unpopular since they are
costly and less effective (Emanuela, 2018).
Social media recruitment.
Social media recruitment is a relatively new area that has gained popularity in recent
days. Social networking sites such as Facebook, Twitter and LinkedIn provides recruiters with a
simple and effective way to connect with and attract potential candidates through digital
platforms (Carpentier, Van Hoye & Weng, 2019; Landers & Schmidt, 2016). While researchers
seem to differ on the extent to which social networking sites are utilized in the recruitment
process, most of the available literature shows that various organizations use social networking
sites to attract and recruit potential candidates (Carpentier, Van Hoye & Weng, 2019; Cetinkaya,
2019; Petre, Stegerean & Gavrea, 2017). Social networking sites also play a vital role in
employee selection by providing recruiters with additional information about a potential
employee. For instance, according to Carpentier, Van Hoye, and Weng (2019), most
organizations use information from applicant’s social media profiles to make selection decisions.
Organizations are switching from traditional recruitment channels to social media
recruitment due to its cost-effectiveness and ability to reach a wider audience (Ladkin, &
Buhalis, 2016; Yaseen, & Marwan, 2016; Landers, & Schmidt, 2016). Social media recruitment
allows organizations to reach a large pool of candidates within a short time. Compared to the
traditional forms of recruitments such as trade fair, and headhunting, social media recruitment is
less labor-intensive and can be used in instances where a large number of employees are needed
(Tikhonov, & Konovalova 2020). A study by A study by Petre, Stegerean, & Gavrea, (2017),
revealed that social networking sites have also become popular among job seekers since they
provide them with job seeking opportunities, and a chance to interact with potential employers.
RECRUITMENT AND SELECTION STRATEGIES
29
This study also established that most applicants prefer social media sites since they provide them
with an opportunity to advertise themselves to potential employers.
Despite its numerous merits, social media recruitment remains a highly controversial
area. According to Carpentier, Van Hoye and Weng (2019), researchers, and applicants are
concerned that information on their social media profile might be used to make selection
decisions even if the information is irrelevant to the job posting. Available literature also shows
that the use of social media recruitment raises legal and ethical issues in regard to security and
privacy management, bias and discrimination and impression management (Jeske & Shultz,
2016; Hadjimatheou, Coaffee & De Vries 2019). Social media recruitment also raises ethical
issues regarding work-life balance by invading an individual’s private sphere without their
consent or knowledge (Aggerholm & Andersen, 2018).
Internal recruitment
Internal recruitment is mainly used in organizations that want to foster long-lasting
relationships with their employees. Internal recruitment is based on the belief that existing
employees understand the organizational culture and values and are more likely to perform better
than new hires (DeVaro, 2016; Sunday et al., 2014). Proponents of internal recruitment also
believe that promoting existing employees is one of the ways through which an organization can
motivate its employees to work harder and to be consistent all through. Internal recruitment also
allows an organization to benefit from the skills and competencies which existing employees
have developed over time (DeVaro, 2016). A wide range of literature also agrees that internal
recruitment is cost-effective, and is more likely to result in motivated and dedicated employees
compared to external recruitment. For instance, according to DeVaro (2016), the level of
RECRUITMENT AND SELECTION STRATEGIES
30
uncertainty is significantly lower when internal recruitment is used, compared to external
recruitment.
The effects of internal recruitment on both employees and organizations are largely
positive. According to Derfler-Rozin et al. (2018), internal referrals present positive outcomes
for both new hires and an organization as a whole. Internal referrals result in high performance
since new hires feel obliged to the referees and are likely to maintain high-performance standards
all through. Employee referrals also promote knowledge transfer since new hires are motivated
to mentor and train those they would like to recommend for future promotions (Derfler-Rozin et
al. 2018). Employee referrals increase the efficiency of the hiring process by reducing the costs
associated with hiring new employees. Internal referrals also enhance employee-organization
since the new hires have adequate knowledge about the organization and its cultures.
Sunday et al. (2014) also acknowledge that internal recruitment has positive outcomes for
both the employee and the organization. The key goal of internal recruitment is to fill vacant
positions through internal referrals, or by promoting employees who have proved to be
consistent, and high performers over time. According to Sunday et al., (2014), internal
recruitment increases employee morale by rewarding those who maintain high performance with
promotions. Internal recruitment is associated with reduced turnover and high employee
commitment since workers are assured of promotion if they maintain high performance. Internal
recruitment also reduces the costs of hiring since managers can easily identify employees who
perform better than their peers (DeVaro, 2016; Sunday et al., 2014). Compared to external
recruitment, internal recruitment results in low training costs since employees are already aware
of the organizational cultures and have the skills and competencies required to perform various
tasks.
RECRUITMENT AND SELECTION STRATEGIES
31
Challenges facing internal recruitment.
Despite its merits, internal recruitment presents numerous challenges to recruiters.
Internal recruitment assumes that an employee will perform well in a higher position if they have
done so in lower position. This form of recruitment also assumes that employees who perform
poorly in lower position will still perform poorly if given a higher position. DeVaro (2016)
acknowledges that at times, the objectives of internal recruitment always conflict, resulting in
outcomes that are not good for both the employee and an organization. For instance, an
employee who is underperforming in their current job might perform higher if given a different
job. Another issue with internal hiring is that it promotes favoritism since employers might feel
obliged to hire internally, at the expense of external hires with even better qualifications
(DeVaro, 2016). Internal recruitment also hinders creativity and innovation since no new ideas
are injected into the organization through new hires.
The issues associated with internal recruitment have been highlighted in numerous other
studies. A study by Brown, Setren & Topa (2016) proved that favoritism is prevalent in internal
recruitment, and referred candidates are more likely to get hired than those recruited through
other methods. Referred candidates also enjoy other benefits which include a higher initial
salary, though these advantages diminish with time. Findings from this study agree with DerflerRozin, Baker & Gino (2018) that internal recruitment especially employee referrals do not
always result in perfect hires. Derfler-Rozin et al. (2018) established that employee’s referral
power influences who gets hired, and how other members within the organization perceive the
new hire. As such, internal recruitment is prone to favoritism where only employees with high
referral powers are promoted.
RECRUITMENT AND SELECTION STRATEGIES
32
Selection.
The definition of selection varies amongst researchers and has changed drastically over
time. According to Sunday et al., (2014), selection is a process through which the recruited
candidates are screened and the best fit selection. Sunday et al. (2014) aver that selection
involves several steps that allow an organization to screen all the candidates and to determine
who amongst them is best suited for a particular position. Villeda & McCamey (2019) defined
selection as the process of choosing the most appropriate candidate from all the candidates that
were recruited. On the other hand, Eva (2018) views selection as the process of collecting and
evaluating information from the applicants to determine who among them is most qualified to fill
a particular position. While the various definitions seem to differ slightly, scholars seem to agree
that selection is the process of choosing a candidate from a large pool of applicants to fill a
certain position.
Employee selection is a highly complicated and demanding process that must be
undertaken with the utmost care. Researchers acknowledge that employee selection is a highly
complicated process that requires adequate time, finances and human resource to complete
(Swaney, 2017) According to Baydur, (2017), recruiters spend a lot of terms analyzing the
qualifications of each candidate to ensure that the best among them is selected. In most instances,
recruiters are required to fill an opening within a short time, which makes it difficult for them to
screen all candidates that were recruited. Another issue that makes selection a highly
sophisticated process is the finances required to carefully screen all candidates against the
requirements. Since the selection process requires large sums of money to execute, recruiters are
required to select candidates that will support the attainment of organizational goals and
objectives (Baydur, 2017). The selection process also requires highly versed human resource
RECRUITMENT AND SELECTION STRATEGIES
33
professionals to ensure that candidates are accurately screened and the best among them selected.
In some instances, such professionals are not present and an organization is forced to use
external recruitment agencies.
Selection process.
The selection process involves a wide range of steps that allows an organization to
determine who among the applicants is best suited to fill a position. The selection process starts
with pre-screening, which helps to verify the provided information and reduce the number of
candidates being considered for the job (Stoughton, Thompson & Meade, 2015). During the
prescreening stage, employees are subjected to screening interviews and inquire to determine
whether they have the experience or educational background required for the position (Bogatova,
2017). Prescreening stage helps eliminate applicants who do not meet the minimum qualification
for a position and those who lack the experience needed for a certain position (Villeda, &
McCamey, 2019). Prescreening precedes other steps such as oral interview and helps to refine
further the pool of candidates being considered for a certain position. In this stage, candidates are
also provided with additional information about the open position to help them decide whether or
not they intend to proceed with the selection process.
The second stage in the selection process is the completion of the application form. This
step is essential to recruiters as it helps them to gather ample information about all the
candidates. In this step, candidates are required to provide comprehensive information about
their life and job profile (Bogatova, 2017). In some organizations, however, candidates are
required only to provide general information such as telephone numbers, email addresses, and
names. This step is also used to reduce further the number of applicants being considered for a
particular position and to confirm that a candidate is ready to take up a job position. With the
RECRUITMENT AND SELECTION STRATEGIES
34
emergence of social media and other modern technologies, this step has been improved, and
employees can submit the forms remotely.
Employee testing is the third step in the selection process. Here, employees are provided
with a wide range of tests to measure their competence, skills, and personality. According to
Bogatova (2017), employee testing is a common practice and is used in at least 60% of all
organizations. Honesty and integrity tests are common in numerous organizations and are used
to determine whether an employee is trustworthy or has some undesirable traits that might
impact organizational productivity. In most organizations, personality tests are also used as part
of the selection process. These tests are used to measure an employee’s interpersonal relations,
emotional adjustments and attitudes towards work. Cognitive, aptitude and physical ability tests
are also widely used in most organizations across the United States. Physical ability tests are
used to measure a candidate’s physical strength, while aptitude and cognitive tests are used to
measure their ability to learn new skills, and intelligence respectively.
After passing the first three steps, candidates are subjected to a comprehensive interview.
In most organizations, a comprehensive interview is used to gather detailed information about an
applicant, including their ability to work under pressure, attitude and motivation (Bogatova,
2017). This step also helps recruiters to determine whether an employee is fit to work within the
organization. A comprehensive interview is important since it helps measure a personorganization fit, which is a key component of success for any employee (Bogatova, 2017). This
step is also used to assess whether a candidate can easily adapt to the organizational culture.
After completing the interview successfully, a candidate is subjected to a conditional job offer
which is subject to medical and background checks.
RECRUITMENT AND SELECTION STRATEGIES
35
Candidates who are selected to fill a certain position are further subjected to two
additional steps. First, a background check is conducted to assert that all the information they
provided is correct. The check can be conducted by verifying the provided information with
referees and former employers (Bogatova, 2017). According to Sarode and Deore (2017), third
party verifications help ensure that candidates provide correct information, hence protecting
organizations from liabilities. For instance, an organization might incur huge fines if they hire
foreigners or individuals who are not permitted to work within the country. Afterward, the
employees are subjected to medical examination to determine their ability to work under extreme
conditions. This step might also entail conducting drug tests on the candidates. If the selected
candidates pass these two steps, they are given a job offer which they can accept or decline.
Factors Affecting Recruitment Strategies and selection
Recruitment is influenced by a combination of internal and external factors, which impact
the actions that an organization takes to meet its objectives. Internal factors are those than a firm
has control over, such as organization and recruiter dynamics, and employer appeal, while the
reverse holds for external factors, which it cannot control, such as the sociopolitical environment
and the status of the labor market.
Culture
The role of culture on the effectiveness of various recruitment and selection strategies has
adequately documented in numerous studies. Allen, and Vardaman, (2017) acknowledges that
cultural factors influence employee perceptions, towards and organization, and the assumptions
they hold regarding their skills, and capacity to grow and improve. The researchers argue that an
employee is less likely to leave if they feel that an organization will provide them with adequate
opportunities to grow, both personally and professionally. The researchers also agreed that
RECRUITMENT AND SELECTION STRATEGIES
36
culture has a strong impact on the recruitment strategies that are adopted by firms operating
locally and internationally (Allen & Vardaman, 2017). Further, cultural factors can also
influence employee’s perception towards an organization during recruitment, the recruitment
strategies used and the value placed on the criteria used to evaluate the candidates.
Recruiter’s Dynamics
Various recruiter characteristics individually impact the effectiveness of an
organization’s staffing strategies. Lawong et al. (2018) investigated the interaction between a
recruiter’s political skill and organization to influence applicant attraction in the recruitment
process. The researchers conducted three studies to create the experimental manipulation
materials, pilot-tested them, then conducted tests of the hypotheses. The study concluded that for
those recruiters with high political skills, as the reputation of the organization increased, the
applicant attraction also increased. Conversely, for recruiters with low political skill, as the
organization increases, there was no change in applicant attraction to the organization.
Similarly, using conceptual analysis, Griffin (2018) explored recruiters’ ability to utilize
strategic foresight to match people with the available positions in firms, especially in the volatile
markets that exist in contemporary society. From the study, it is clear that recruiters who are
more attuned to the internal and external factors like technological change, human capital, and
the prevailing political and economic conditions are more empowered to hire talent based on the
company’s strategic drivers than those who blindly fill open positions without a tactical plan.
Griffin (2018) concluded that there is a need for recruiters to be cognizant of the internal and
external factors that influence their recruitment strategies. Aside from matching people to jobs,
the use of a strategic approach enables an organization to remain competitive and methodically
utilize the available resources.
RECRUITMENT AND SELECTION STRATEGIES
37
Organization Dynamics
The size of the organization determines the recruitment strategies utilized in human
resource management. Ekwoaba, Ikeije and Ufoma (2015) posited that recruitment planning is
mandatory for small organizations as they seek to hire more people for the management of future
operations. Moreover, the available resources impact the strategies selected by the organization
in its recruitment procedures, and smaller organizations have considerably lesser resources than
larger firms. According to Mehmood et al. (2017), recruitment and selection of employees is a
costly process in terms of the financial resources required and the time invested. In a study to
investigate the most effective recruitment strategies within the banking industry, Ekwoaba, Ikeije
and Ufoma (2015) found that strategic forethought by recruiters significantly reduces costs,
especially since recruiting costs are calculated per new hire. The researchers discovered that
recruiting for multiple job openings simultaneously is an effective cost-saving measure. Due to
the considerable high cost of recruitment, most organizations seek strategies that will give the
most value at the least cost.
Besides, the organizational goals significantly affect the choice of recruitment strategy
selected by a firm. Khan and Siddiqui (2018) investigated the impact of vision-based recruitment
on organization performance using a quantitative methodology that analyzed data from 102
employees working in both the private and public sectors in Pakistan. They posited that a firm’s
vision determines the path that the company takes in its expansion and progress in an efficient
manner. It guides the accomplishment of the organization’s long-term and short-term goals.
Griffin (2018) found that recruiters need to understand the overall business objectives of the
organization to attract talent based on the needs of the company. If an organization is planning to
RECRUITMENT AND SELECTION STRATEGIES
38
expand its operations, it will widen the scope of its recruitment and selection strategies to
increase the size of its personnel.
Employer Attractiveness
Organizations that have a positive image in the market easily attract competent and
proficient individuals. Hence, the organization must maintain excellent relations with the public
to have the goodwill of the people to grow its reputation to draw the most competent talent
available. One of the areas that provide a company with a competitive edge in the Sommer,
Heidenreich, and Handrich (2017) sought to find how perceived organizational innovativeness
affects employer attractiveness in the tightening labor market. The researchers used a sample of
322 graduates and professionals from German universities with an average age of 25.7 years in a
full-factorial scenario-based online experiment to investigate the impact of an organization’s
innovation culture on its attractiveness to potential employees. The results indicate that
organizations with a strong innovation culture are attractive to job seekers. The effects were
especially strong for highly innovative employees as they are significantly concerned about the
organizational innovation of the firms that they work for. Hence, companies that promote a
culture of innovation are more likely to attract innovative employees, easing the process of
recruitment for talent.
These findings are consistent with the conclusions drawn from Ekwoaba, Ikeije, and
Ufoma (2015) that the quality of human resources in an organization is dependent on the quality
of the applicants attracted. In the same vein, Boulton and Beer (2018) undertook a study to seek
a better understanding of the factors affecting the recruitment and retention of clinical research
nurses using an online questionnaire comprising of open-ended and fixed-choice questions from
121 clinical research nurses. One of the key findings from the study was that the features of the
RECRUITMENT AND SELECTION STRATEGIES
39
job determined how attractive it was perceived. The participants were seeking opportunities that
would provide a challenge that would provide job enrichment.
Political-Social-Legal Environment
Government policy, through labor laws, provides guidelines that influence the
recruitment strategies used by a firm. Ployhart, Schmitt and Tippins (2017) reviewed 100 years
of research on recruitment and selection published in the Journal of Applied Psychology. The
review found that the issue of recruitment and selection has persisted over the years since the
first publication. One of the pertinent findings in their analysis was the impact of the changes in
legal, society, and business environment on recruitment and selection strategies. The authors
describe the evolution of recruitment practices in changing sociopolitical times and find that the
prevailing conditions determine the strategies that an organization incorporates. The laws
determine the compensation, working environment, the safety of employees, and the duties
assigned to employees. Mehmood et al. (2017) explained that political decisions are made for the
reservation of jobs for marginalized groups such as ethnic minorities, which raises the preference
for people from such backgrounds. The recruitment and selection strategies replicate the social
and political environment of a market; hence, with changes in government, there are changes inlaws.
The Status of the Labor Market
According to Palaniappan and Arasu (2017), the supply and demand for specific skills in
the labor market significantly impact the recruitment strategies selected by an organization.
Where the demand for particular skills is high, the organization needs to use more sophisticated
recruitment methods as opposed to circumstances when the unemployment rates are high.
Nonetheless, Mehmood et al. (2017) cautioned that a huge population does not translate into the
RECRUITMENT AND SELECTION STRATEGIES
40
availability of more talent. Hence, organizations must put significant effort into the recruitment
and selection process as highly competent individuals are scarce. Towards meeting this goal,
Ekwoaba, Ikeije and Ufoma (2015) suggested that organizations must adopt a holistic model of
recruitment and selection that considers the interdependence of all steps and areas involved.
Recruitment and organizational performance.
Researchers have established a close relationship between an organization’s HR practices
and performance. Ekwoaba, Ikeije & Ufoma (2015) conducted a quantitative study to investigate
the impact of employee recruitment and selection on the performance of Fidelity Bank Plc,
Nigeria. The researchers used questionnaires to collect data from 130 company staff selected
through random sampling. The research established a positive relationship between the
company’s recruitment and selection strategies, and its productivity. 46.2% of the respondents
stated that the company’s recruitment and selection strategies have an impact on its overall
performance (Ekwoaba et al. 2015). The study also established that the organizations do not just
consider technical skills when filling out a vacant position. 69.2% of the participants stated that
other factors, such as employee-job fit, are considered vital when selecting an employee to fill a
vacant position. Another key finding of the research is that there is an information gap on how a
job vacancy is communicated within the company. For instance, 53.1% of the participants
averred that most of the time, bank staff are not aware of the existence of a vacant position
within the organization.
The performance of an organization is dependent on the people who work within it,
which translates into the need for having the right people to ensure its success. Mehmood et al.
(2017) used a survey questionnaire from 90 employees of both public and private universities to
examine the impact of human resource management practices on organizational performance.
RECRUITMENT AND SELECTION STRATEGIES
41
The study concluded that a highly competent and committed workforce translates into increased
productivity and a competitive advantage for the company. Increased productivity then translates
into increased revenues, which has a ripple effect across all areas of a firm’s growth. The sales
growth translates into more market share growth, which then positively impacts the company’s
financial growth. Similarly, Palaniappan and Arasu (2017) carried out a systematic review of
literature to determine the impact of effective recruitment in business organizations. The
researchers concluded that efficient recruitment strategies give organizations a competitive
advantage in the market, improve returns, and attain economies of scale.
Selase (2018) investigated the impact of recruitment and selection criteria on
organizational performance using GN Bank in the Greater Region of Ghana. The study analyzed
responses from 130 randomly selected participants. Selase (2018) concluded that there was a
positive association between the effectiveness of recruiting strategies, selection tests validation,
and the use of formal selection procedures and firm profits. In the same vein, Ekwoaba, Ikeije
and Ufoma (2015), reported that sophisticated recruitment and selection procedures enhance the
performance of an organization. This phenomenon is explained by the fact that these procedures
provide a large pool of qualified applicants from where the organization can select.
In another study, Čanković (2015) also established a positive relationship between an
organization’s recruitment and selection process and its performance. The researcher used
structured questionnaires to collect data from 250 respondents selected randomly from SMEs
within Bosnia and Herzegovina. The study established that employee selection strategies have a
significant impact on employee and organizational performance. An organization’s recruitment
and selection strategies were found to impact the quality of hires, applicants’ attitudes towards
the organization, and the effectiveness of the overall hiring process. For instance, according to
RECRUITMENT AND SELECTION STRATEGIES
42
Čanković (2015), organizations with inadequate resources and untrained professionals were less
likely to hire a competent employee.
Further, organizations with discriminative and poorly crafted job positing and ads were
less likely to attract competent employees compared to those with a well-crafted job posting. The
study also established a positive correlation between an organization’s selection process and its
ability to record incremental annual growth. Organizations that used effective hiring strategies,
and those with no discrimination in the selection process were more likely to record high
productivity.
In their study on the impacts of recruitment and selection strategy on employee
performance in manufacturing companies, Oaya, Ogbu and Remilekun (2017) present the
process as a purely professional undertaking. The study highlights the importance of using
professional recruitment agencies and internal recommendations in filling positions within an
organization. The authors posited that the use of host communities in the enlisting process poses
considerable risks to organizational efficiency because of the limited levels of professionalism in
the feedback chain. The study also revealed the essence of transparency in the recruitment
process, which portrays the understanding of the process as fragile engagement (Oaya, Ogbu and
Remilekun, 2017). The vitality of the recruitment and selection process gets reflected in
organizational performance levels, which prompts recruitment managers to ensure that the best
personnel are selected for vacant positions.
Samwel, (2017)’ article on recruitment, selection, retention, and motivation on
performance in manufacturing companies portrays recruitment and selection as central
components of organizational turnover management. The article attributes high levels of
employee turnover to poorly structured enlisting practices that fail to adhere to rigorous social,
RECRUITMENT AND SELECTION STRATEGIES
43
emotional, and economic considerations (Samwel, 2017). According to the author, recruitment
and selection are pillars of organizational stability as they contribute to the establishment of
competitive advantage. The article also presents recruitment and selection as …