The Handbook of Strategic Recruitment and Selection : A Systems Approach.

By: O'Meara, BernardContributor(s): Petzall, StanleyMaterial type: TextTextPublisher: Bingley : Emerald Publishing Limited, 2013Copyright date: ©2013Description: 1 online resource (463 pages)Content type: text Media type: computer Carrier type: online resourceISBN: 9781780528113Subject(s): Employee selection | Employees -- RecruitingGenre/Form: Electronic books.Additional physical formats: Print version:: The Handbook of Strategic Recruitment and Selection : A Systems ApproachDDC classification: 658.311 LOC classification: HF5549-5549.5Online resources: Click to View
Contents:
Front Cover -- The Handbook of Strategic Recruitment and Selection: A Systems Approach -- Copyright Page -- Contents -- List of Figures and Tables -- List of Reviewers and Contributors -- Acknowledgments -- About the Authors -- Preface -- PART I: STAFFING, THE ORGANISATION AND RECRUITMENT AND SELECTION -- Chapter 1. Staffing, Systems and Strategy Bernard O'Meara -- 1.1. Introduction -- 1.2. Learning Activities -- 1.3. Staffing -- 1.4. Recruitment -- 1.4.1. Determining Why the Vacancy has Occurred -- 1.4.2. Is the Job Necessary and has Approval Been Given to Fill the Vacancy? -- 1.4.3. Has a Budget Been Allocated to Fund the Recruitment and Selection of New Staff? -- 1.4.4. Is There a Clear Link Between the Vacancy and the Organisation's Strategic Direction and Objectives? -- 1.4.5. Should a Person Already with the Organisation be Appointed or Should New Staff Be Appointed from Outside the Organisation? -- 1.4.6. Has the Job Been Properly Analysed? -- 1.4.7. Are There Any Legal- or Union-Based Considerations to be Addressed? -- 1.4.8. Are there Appropriate Application Forms? -- 1.5. Selection -- 1.6. Management Philosophy -- 1.7. The Role and Scope of Management -- 1.8. Personnel Management -- 1.9. Human Resource Management -- 1.10. Strategic Human Resource Management -- 1.11. People, Performance, Profit/Outcome and Corporate Strategy Link -- 1.12. Resource Maximisation Strategies -- 1.13. Investing in People and Retention -- 1.14. Traditional Approaches to Recruitment and Selection -- 1.15. Systems Theory -- 1.15.1. What is a System? -- 1.15.2. How Systems Work -- 1.15.3. The Application of Systems Theory to Recruitment and Selection -- 1.16. Alternatives to Recruitment and Selection -- 1.17. The Strategic Approach -- 1.17.1. What is Strategic Management? -- 1.17.2. Aligning People and the Organisation -- 1.18. Sustainable Staffing.
1.19. Organisational Diagnostics -- 1.20. The Role of Strategic Staffing Using a Systems Approach -- 1.21. Summary -- 1.22. Review Questions -- 1.23. Learning Activities -- Chapter 2. The Organisation Bernard O'Meara -- 2.1. Introduction -- 2.2. The Organisation -- 2.3. Organisation Change and Growth -- 2.4. Strategic Options -- 2.5. Porter's Generic Strategies -- 2.5.1. Focus Strategies -- 2.5.2. Cost Leadership or Cost Minimisation Strategies -- 2.5.3. Differentiation Strategies -- 2.5.4. Implication of the Choice of Strategy -- 2.6. Culture -- 2.7. Structure -- 2.8. The Environment -- 2.9. The Organisation & Environment Interface and Links -- 2.10. Maintaining or Enhancing the Reputation and Image of the Organisation -- 2.11. Social Responsibility and Ethics -- 2.12. Preferred Employers -- 2.13. Demographics -- 2.14. VRIO, Skill and Knowledge Analyses and Gaps -- 2.15. Succession -- 2.16. The Interviewer(s) -- 2.17. Summary -- 2.18. Review Questions -- 2.19. Learning Activities -- Chapter 3. Recruitment and Selection Preparation Stanley Petzall -- 3.1. Job Analysis -- 3.2. Job Descriptions -- 3.3. Critique of Job Descriptions -- 3.4. Job Analysis Techniques -- 3.5. Job Redesign Opportunities -- 3.6. Competency Profiling -- 3.7. Internal Versus External Appointments -- 3.7.1. Internal Recruitment -- 3.7.2. External Recruitment -- 3.8. Non-Traditional Sources -- 3.9. Advertising -- 3.9.1. Radio and Television -- 3.9.2. AIDA -- 3.10. The Internet -- 3.11. Retention Strategies -- 3.12. Human Capital Theory -- 3.13. Signalling Theory -- 3.14. Person Organisation Fit -- 3.15. Decision-Making -- 3.16. The Use and Role of Consultants -- 3.17. Summary -- 3.18. Review Questions -- Chapter 4. Communication, Interviews, Questions and Body Language Stanley Petzall -- 4.1. Communicating with Potential Applicants -- 4.1.1. Cultural Considerations.
4.2. International Recruitment and Selection -- 4.3. Interviews -- 4.3.1. The Role and Purpose of Interviews -- 4.3.2. Reliability and Validity -- 4.3.3. Types of Interviews -- 4.3.4. Group Interviews -- 4.3.5. Peer Interviews -- 4.3.6. Referral Interviews -- 4.3.7. Behavioural Interviews -- 4.3.8. Interview Environment -- 4.3.9. Preparation for Interviews -- 4.3.10. The Interview Process -- 4.3.11. Online Hurdles and Computer Interviewing -- 4.3.12. Body Language and first Impressions -- 4.3.13. Questions and Questioning Techniques -- 4.3.14. Active Listening -- 4.3.15. Legal Considerations -- 4.3.16. Criticisms of the Interview Process -- 4.3.17. Competent Interviewers -- 4.3.18. Selection and Training of Interviewers -- 4.3.19. Recruitment and Selection of Senior Executives -- 4.3.20. Insider/Outsider Theory -- 4.4. E-Recruitment and Selection -- 4.4.1. Video Résumés -- 4.4.2. Skype and Distance Interviewing -- 4.5. Laws Impacting Upon Staffing -- 4.6. Evaluation -- 4.7. Summary -- 4.8. Review Questions -- Chapter 5. Aids for Recruitment and Selection Bernard O'Meara -- 5.1. Recruitment and Selection Aids -- 5.2. The Role and Purpose of Testing -- 5.2.1. Psychometrics -- 5.2.2. Types of Tests -- 5.2.3. Cognitive Capacity/Ability Tests -- 5.2.4. Graphology -- 5.2.5. Situational Judgment Tests -- 5.3. Reliability and Validity -- 5.3.1. Reliability -- 5.3.2. Test-Retest Reliability -- 5.3.3. Interrater Reliability -- 5.3.4. Parallel-Test Reliability -- 5.3.5. Internal Consistency -- 5.4. Validity -- 5.4.1. Criterion-Related Validity -- 5.4.2. Concurrent Validity -- 5.4.3. Predictive Validity -- 5.4.4. Other Forms of Validity -- 5.5. Situational Testing -- 5.5.1. Assessment Centres -- 5.5.2. Game Theory, Simulations and Innovative Selection Tools -- 5.6. Social Networking -- 5.7. Referrals from Crowdsourcing and Innovation Management -- 5.8. Offers.
5.9. Psychological Contracts -- 5.9.1. Listing Expectations -- 5.10. Direct and Indirect Discrimination and Their Impact -- 5.10.1. Fairness and Equity -- 5.11. Traditional and Non-Traditional Reference Checks (Confirmation Material) -- 5.12. Probationary Periods -- 5.12.1. The Exchange/Negotiation Perspective -- 5.12.2. Interviewer Preparation -- 5.13. Summary -- 5.14. Review Questions -- 5.15. Learning Activities -- PART II: APPLICANTS AND CANDIDATES -- Chapter 6. Applicants and Résumés Bernard O'Meara -- 6.1. Introduction -- 6.2. Candidates and Applicants -- 6.2.1. Does a Candidate Always Know That He or She Is a Candidate? -- 6.3. Life Experiences -- 6.3.1. Undergraduate Placements, Consulting and Internships -- 6.3.2. Volunteering -- 6.3.3. Cold Calling -- 6.3.4. Employability -- 6.4. Constructing the Résumé -- 6.4.1. The Cover Letter -- 6.5. Preparing the Résumé -- 6.5.1. CV or Résumé -- 6.5.2. Which Type of Résumé to Use? -- 6.5.3. Traditional Résumé Approaches -- 6.5.4. Graduates and Those with Limited Work Experience -- 6.5.5. The Targeted Résumé -- 6.5.6. The Hybrid Résumé -- 6.5.7. The Inclusion of Photographs -- 6.5.8. Creative Résumé s -- 6.5.9. False Résumé s -- 6.5.10. Necessitated Résumés -- 6.5.11. Résumé Hooks -- 6.6. Research on Organisation and Industry -- 6.7. Cultural Differences -- 6.8. Summary -- 6.9. Review Questions -- 6.10. Learning Activities -- Chapter 7. Interview Preparation Bernard O'Meara -- 7.1. Introduction -- 7.2. Preparing for the Interview -- 7.3. General Interview Preparation -- 7.4. The Impact of Pre-Employment Perceptions -- 7.5. Change of System Status -- 7.6. Recruitment Interviews -- 7.7. Selection Interviews -- 7.8. Commonly Asked Interview Questions -- 7.9. Job-Specific Questions -- 7.10. Preparing for Specific Interview Types -- 7.11. Questions to Ask to the Interviewer -- 7.12. Summary.
7.13. Review Questions -- 7.14. Learning Activities -- Chapter 8. First Impressions Bernard O'Meara -- 8.1. Introduction -- 8.2. The First Meeting -- 8.3. Expectancy -- 8.4. Perspective -- 8.5. Establishing a Relationship -- 8.6. Trust -- 8.7. Power -- 8.8. Indicative Behaviour -- 8.9. The 80/20 Guide -- 8.10. Eye Contact -- 8.11. Nervousness and Observable Behaviour -- 8.12. Accents and Colour -- 8.13. Negotiations -- 8.14. Applicant's Perspective -- 8.15. Interviewer's Perspective -- 8.16. Summary -- 8.17. Review Questions -- 8.18. Learning Activities -- PART III: JOINING TOGETHER: WHEN NEW EMPLOYEES COMMENCE AT A NEW ORGANISATION -- Chapter 9. A New Start Bernard O'Meara -- 9.1. Introduction -- 9.2. Induction, Orientation and Onboarding -- 9.2.1. Orientation -- 9.3. The Second Part of the Induction Programme - Socialisation of New Staff -- 9.4. Engagement -- 9.4.1. Job Characteristics -- 9.4.2. Rewards and Recognition -- 9.4.3. Procedural Justice -- 9.4.4. Distributive Justice -- 9.4.5. Perceived Organisational and Supervisor Support -- 9.5. Disengagement -- 9.6. Talent Management Systems -- 9.7. Individual Career Maps and Succession -- 9.8. Training and Development -- 9.8.1. Multiple Intelligences -- 9.8.2. Learning Styles -- 9.9. Retention and Turnover -- 9.10. Graduate Programmes -- 9.11. Summary -- 9.12. Review Questions -- 9.13. Learning Activities -- Chapter 10. Recruitment and Selection Costs Bernard O'Meara -- 10.1. Introduction -- 10.2. Talent Acquisition and Internal Consulting -- 10.3. Return on Investment -- 10.3.1. Expatriate Return on Investment (EROI) -- 10.4. Full Labour Costs -- 10.5. The Costs of Recruitment and Selection -- 10.5.1. The Cost of Morale -- 10.5.2. The Cost of Employing Staff with Different Educational Backgrounds -- 10.5.3. Staff Separations -- 10.6. The Cost of Getting it Wrong.
10.7. The Benefits of a Talent Development Programme.
Summary: This theory-based text with unique features that distinguish it from other books in the field. The inclusion of a strategic component differentiates it from most other books. However, the application of systems theory to recruitment and selection sets this book apart. While it includes mainstream topics such as interviews, job analysis and question.
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Front Cover -- The Handbook of Strategic Recruitment and Selection: A Systems Approach -- Copyright Page -- Contents -- List of Figures and Tables -- List of Reviewers and Contributors -- Acknowledgments -- About the Authors -- Preface -- PART I: STAFFING, THE ORGANISATION AND RECRUITMENT AND SELECTION -- Chapter 1. Staffing, Systems and Strategy Bernard O'Meara -- 1.1. Introduction -- 1.2. Learning Activities -- 1.3. Staffing -- 1.4. Recruitment -- 1.4.1. Determining Why the Vacancy has Occurred -- 1.4.2. Is the Job Necessary and has Approval Been Given to Fill the Vacancy? -- 1.4.3. Has a Budget Been Allocated to Fund the Recruitment and Selection of New Staff? -- 1.4.4. Is There a Clear Link Between the Vacancy and the Organisation's Strategic Direction and Objectives? -- 1.4.5. Should a Person Already with the Organisation be Appointed or Should New Staff Be Appointed from Outside the Organisation? -- 1.4.6. Has the Job Been Properly Analysed? -- 1.4.7. Are There Any Legal- or Union-Based Considerations to be Addressed? -- 1.4.8. Are there Appropriate Application Forms? -- 1.5. Selection -- 1.6. Management Philosophy -- 1.7. The Role and Scope of Management -- 1.8. Personnel Management -- 1.9. Human Resource Management -- 1.10. Strategic Human Resource Management -- 1.11. People, Performance, Profit/Outcome and Corporate Strategy Link -- 1.12. Resource Maximisation Strategies -- 1.13. Investing in People and Retention -- 1.14. Traditional Approaches to Recruitment and Selection -- 1.15. Systems Theory -- 1.15.1. What is a System? -- 1.15.2. How Systems Work -- 1.15.3. The Application of Systems Theory to Recruitment and Selection -- 1.16. Alternatives to Recruitment and Selection -- 1.17. The Strategic Approach -- 1.17.1. What is Strategic Management? -- 1.17.2. Aligning People and the Organisation -- 1.18. Sustainable Staffing.

1.19. Organisational Diagnostics -- 1.20. The Role of Strategic Staffing Using a Systems Approach -- 1.21. Summary -- 1.22. Review Questions -- 1.23. Learning Activities -- Chapter 2. The Organisation Bernard O'Meara -- 2.1. Introduction -- 2.2. The Organisation -- 2.3. Organisation Change and Growth -- 2.4. Strategic Options -- 2.5. Porter's Generic Strategies -- 2.5.1. Focus Strategies -- 2.5.2. Cost Leadership or Cost Minimisation Strategies -- 2.5.3. Differentiation Strategies -- 2.5.4. Implication of the Choice of Strategy -- 2.6. Culture -- 2.7. Structure -- 2.8. The Environment -- 2.9. The Organisation & Environment Interface and Links -- 2.10. Maintaining or Enhancing the Reputation and Image of the Organisation -- 2.11. Social Responsibility and Ethics -- 2.12. Preferred Employers -- 2.13. Demographics -- 2.14. VRIO, Skill and Knowledge Analyses and Gaps -- 2.15. Succession -- 2.16. The Interviewer(s) -- 2.17. Summary -- 2.18. Review Questions -- 2.19. Learning Activities -- Chapter 3. Recruitment and Selection Preparation Stanley Petzall -- 3.1. Job Analysis -- 3.2. Job Descriptions -- 3.3. Critique of Job Descriptions -- 3.4. Job Analysis Techniques -- 3.5. Job Redesign Opportunities -- 3.6. Competency Profiling -- 3.7. Internal Versus External Appointments -- 3.7.1. Internal Recruitment -- 3.7.2. External Recruitment -- 3.8. Non-Traditional Sources -- 3.9. Advertising -- 3.9.1. Radio and Television -- 3.9.2. AIDA -- 3.10. The Internet -- 3.11. Retention Strategies -- 3.12. Human Capital Theory -- 3.13. Signalling Theory -- 3.14. Person Organisation Fit -- 3.15. Decision-Making -- 3.16. The Use and Role of Consultants -- 3.17. Summary -- 3.18. Review Questions -- Chapter 4. Communication, Interviews, Questions and Body Language Stanley Petzall -- 4.1. Communicating with Potential Applicants -- 4.1.1. Cultural Considerations.

4.2. International Recruitment and Selection -- 4.3. Interviews -- 4.3.1. The Role and Purpose of Interviews -- 4.3.2. Reliability and Validity -- 4.3.3. Types of Interviews -- 4.3.4. Group Interviews -- 4.3.5. Peer Interviews -- 4.3.6. Referral Interviews -- 4.3.7. Behavioural Interviews -- 4.3.8. Interview Environment -- 4.3.9. Preparation for Interviews -- 4.3.10. The Interview Process -- 4.3.11. Online Hurdles and Computer Interviewing -- 4.3.12. Body Language and first Impressions -- 4.3.13. Questions and Questioning Techniques -- 4.3.14. Active Listening -- 4.3.15. Legal Considerations -- 4.3.16. Criticisms of the Interview Process -- 4.3.17. Competent Interviewers -- 4.3.18. Selection and Training of Interviewers -- 4.3.19. Recruitment and Selection of Senior Executives -- 4.3.20. Insider/Outsider Theory -- 4.4. E-Recruitment and Selection -- 4.4.1. Video Résumés -- 4.4.2. Skype and Distance Interviewing -- 4.5. Laws Impacting Upon Staffing -- 4.6. Evaluation -- 4.7. Summary -- 4.8. Review Questions -- Chapter 5. Aids for Recruitment and Selection Bernard O'Meara -- 5.1. Recruitment and Selection Aids -- 5.2. The Role and Purpose of Testing -- 5.2.1. Psychometrics -- 5.2.2. Types of Tests -- 5.2.3. Cognitive Capacity/Ability Tests -- 5.2.4. Graphology -- 5.2.5. Situational Judgment Tests -- 5.3. Reliability and Validity -- 5.3.1. Reliability -- 5.3.2. Test-Retest Reliability -- 5.3.3. Interrater Reliability -- 5.3.4. Parallel-Test Reliability -- 5.3.5. Internal Consistency -- 5.4. Validity -- 5.4.1. Criterion-Related Validity -- 5.4.2. Concurrent Validity -- 5.4.3. Predictive Validity -- 5.4.4. Other Forms of Validity -- 5.5. Situational Testing -- 5.5.1. Assessment Centres -- 5.5.2. Game Theory, Simulations and Innovative Selection Tools -- 5.6. Social Networking -- 5.7. Referrals from Crowdsourcing and Innovation Management -- 5.8. Offers.

5.9. Psychological Contracts -- 5.9.1. Listing Expectations -- 5.10. Direct and Indirect Discrimination and Their Impact -- 5.10.1. Fairness and Equity -- 5.11. Traditional and Non-Traditional Reference Checks (Confirmation Material) -- 5.12. Probationary Periods -- 5.12.1. The Exchange/Negotiation Perspective -- 5.12.2. Interviewer Preparation -- 5.13. Summary -- 5.14. Review Questions -- 5.15. Learning Activities -- PART II: APPLICANTS AND CANDIDATES -- Chapter 6. Applicants and Résumés Bernard O'Meara -- 6.1. Introduction -- 6.2. Candidates and Applicants -- 6.2.1. Does a Candidate Always Know That He or She Is a Candidate? -- 6.3. Life Experiences -- 6.3.1. Undergraduate Placements, Consulting and Internships -- 6.3.2. Volunteering -- 6.3.3. Cold Calling -- 6.3.4. Employability -- 6.4. Constructing the Résumé -- 6.4.1. The Cover Letter -- 6.5. Preparing the Résumé -- 6.5.1. CV or Résumé -- 6.5.2. Which Type of Résumé to Use? -- 6.5.3. Traditional Résumé Approaches -- 6.5.4. Graduates and Those with Limited Work Experience -- 6.5.5. The Targeted Résumé -- 6.5.6. The Hybrid Résumé -- 6.5.7. The Inclusion of Photographs -- 6.5.8. Creative Résumé s -- 6.5.9. False Résumé s -- 6.5.10. Necessitated Résumés -- 6.5.11. Résumé Hooks -- 6.6. Research on Organisation and Industry -- 6.7. Cultural Differences -- 6.8. Summary -- 6.9. Review Questions -- 6.10. Learning Activities -- Chapter 7. Interview Preparation Bernard O'Meara -- 7.1. Introduction -- 7.2. Preparing for the Interview -- 7.3. General Interview Preparation -- 7.4. The Impact of Pre-Employment Perceptions -- 7.5. Change of System Status -- 7.6. Recruitment Interviews -- 7.7. Selection Interviews -- 7.8. Commonly Asked Interview Questions -- 7.9. Job-Specific Questions -- 7.10. Preparing for Specific Interview Types -- 7.11. Questions to Ask to the Interviewer -- 7.12. Summary.

7.13. Review Questions -- 7.14. Learning Activities -- Chapter 8. First Impressions Bernard O'Meara -- 8.1. Introduction -- 8.2. The First Meeting -- 8.3. Expectancy -- 8.4. Perspective -- 8.5. Establishing a Relationship -- 8.6. Trust -- 8.7. Power -- 8.8. Indicative Behaviour -- 8.9. The 80/20 Guide -- 8.10. Eye Contact -- 8.11. Nervousness and Observable Behaviour -- 8.12. Accents and Colour -- 8.13. Negotiations -- 8.14. Applicant's Perspective -- 8.15. Interviewer's Perspective -- 8.16. Summary -- 8.17. Review Questions -- 8.18. Learning Activities -- PART III: JOINING TOGETHER: WHEN NEW EMPLOYEES COMMENCE AT A NEW ORGANISATION -- Chapter 9. A New Start Bernard O'Meara -- 9.1. Introduction -- 9.2. Induction, Orientation and Onboarding -- 9.2.1. Orientation -- 9.3. The Second Part of the Induction Programme - Socialisation of New Staff -- 9.4. Engagement -- 9.4.1. Job Characteristics -- 9.4.2. Rewards and Recognition -- 9.4.3. Procedural Justice -- 9.4.4. Distributive Justice -- 9.4.5. Perceived Organisational and Supervisor Support -- 9.5. Disengagement -- 9.6. Talent Management Systems -- 9.7. Individual Career Maps and Succession -- 9.8. Training and Development -- 9.8.1. Multiple Intelligences -- 9.8.2. Learning Styles -- 9.9. Retention and Turnover -- 9.10. Graduate Programmes -- 9.11. Summary -- 9.12. Review Questions -- 9.13. Learning Activities -- Chapter 10. Recruitment and Selection Costs Bernard O'Meara -- 10.1. Introduction -- 10.2. Talent Acquisition and Internal Consulting -- 10.3. Return on Investment -- 10.3.1. Expatriate Return on Investment (EROI) -- 10.4. Full Labour Costs -- 10.5. The Costs of Recruitment and Selection -- 10.5.1. The Cost of Morale -- 10.5.2. The Cost of Employing Staff with Different Educational Backgrounds -- 10.5.3. Staff Separations -- 10.6. The Cost of Getting it Wrong.

10.7. The Benefits of a Talent Development Programme.

This theory-based text with unique features that distinguish it from other books in the field. The inclusion of a strategic component differentiates it from most other books. However, the application of systems theory to recruitment and selection sets this book apart. While it includes mainstream topics such as interviews, job analysis and question.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2018. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.

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