Applicant Screening Practices at Korean Firms: Evidence from Personal Interviews of Human Resource Officers

2011 ◽  
Author(s):  
Vladimir Hlasny ◽  
Hui-Jeen Jeung
Keyword(s):  
Human Resource ◽  
Screening Practices ◽  
Resource Officers ◽  
Applicant Screening ◽  
Human Resource Officers

scholarly journals Perceived Confidence and Quality: Perception of Employers Towards Fresh Graduates: a Study in Malaysia

2018 ◽  
Vol 7 (3.21) ◽  
pp. 437
Author(s):  
Irza Hanie Abu Samah ◽  
Aidanazima Abashah ◽  
Saraih Ummi Naiemah
Keyword(s):  
Human Resource ◽  
Manufacturing Industry ◽  
Structural Model ◽  
Data Gathering ◽  
Measurement Model ◽  
Partial Least Square ◽  
Least Square ◽  
Future Research ◽  
Resource Officers ◽  
Human Resource Officers

Graduates quality has become a major issue recently especially in today’s scenario. Graduates quality can be varying when it perceived by employers. Different sector of industry has different standard of quality. The interpretation of employers towards graduates counts the job placement of graduates. It is hard to standardized quality across industries. Several attributes show that competence relatedness and autonomy do influence the quality of graduates. A quantitative method was used in this study for data gathering. All items were using 10-point likert scale. The content validity of this questionnaire were reviewed by five human resource professionals, and Cronbach alpha for each item is more than 0.75 which is acceptable. Questionnaires were given to the human resource officers in the company through email. Convenient sampling was applied in this study for data collection. 50 questionnaires were distributed across manufacturing industry and services industry in Malaysia. Using Partial least square to analyze the data, this study found out that competence in communication is the same criteria which majority across industries are seeking upon graduates. Therefore, Industries that involved are manufacturing (34.38%) and services (65.63%).  Measurement model and structural model were assessed to see the relationship. It shows that perception on competence has most influenced towards quality (AVE=0.849, R2=0.734=Q2=0.443).  This study concludes that employers around the world are looking at similar attribute on graduate’s competence. This study also warrants a future research, whereby researcher could get more sample size and by doing sample which involves employers, graduates and educators.

The Influence of Intuition on Human Resource Officers’ Perspectives on Hiring Teachers of Color

2020 ◽  
pp. 105268461989653
Author(s):  
Ramon B. Goings ◽  
Larry J. Walker ◽  
Keah L. Wade
Keyword(s):  
Educational Leadership ◽  
Human Resource ◽  
Teaching Profession ◽  
Teachers Of Color ◽  
Hiring Decisions ◽  
Resource Officers ◽  
Human Resource Officers ◽  
Hiring Teachers ◽  
Teacher Workforce ◽  
Scholarly Discourse

There has been growing scholarly discourse on the topic of diversifying the teacher workforce. However, the perspectives of human resource officers (HROs), who are often involved in the hiring of teachers, are excluded. As a result, this qualitative study explores 12 school district HROs’ perspectives on diversifying the teacher workforce and how intuition specifically influences their hiring decisions of teachers of color. Findings suggest HROs use intuition in determining a candidate’s fit for the organization, but they have conflicting perspectives on whether intuition should be used in hiring decisions. The participants admit teacher diversity is not always their primary goal in hiring decisions while also acknowledging the importance of a diversified teacher workforce. These findings first point to the importance of including HROs in the scholarly discourse on diversifying the teaching profession as in many ways they operate as gatekeepers for teacher candidates. Moreover, given that participants earned their advanced degrees in educational leadership, findings from this study signal the importance of educational leadership programs being intentional in providing coursework on equitable hiring practices, so hiring decisions are not based only on intuitive hunches, but rather on data.

Examining the Preparation of School Human Resource Officers on Developing a Racially Diverse Educator Workforce Post Brown

2019 ◽  
Vol 14 (4) ◽  
pp. 267-280 ◽  
Author(s):  
Ramon B. Goings ◽  
Bryan Hotchkins ◽  
Larry J. Walker
Keyword(s):  
Educational Leadership ◽  
Human Resource ◽  
Formal Education ◽  
Rapid Decline ◽  
Board Of Education ◽  
Resource Officers ◽  
Educational Leadership Programs ◽  
School Based ◽  
Human Resource Officers ◽  
Education Decision

Given the rapid decline of teachers and school leaders after the Brown v. Board of Education decision, there has been an increased conversation on diversifying the educator workforce. Furthermore, little is known about the preparation of human resource officers (HROs) who share responsibility for teacher candidate selection and hiring. This study focuses on 12 HROs’ views on how their formal education prepared them to hire a diverse educator workforce. Findings suggest that HROs did not receive adequate training in their educational leadership program on workforce diversity and hiring. This study provides implications for educational leadership programs that train school-based HROs.

scholarly journals “One Size Fits All”: A Fallacy in Measuring Staff Job Satisfaction—Monetary Recompenses Examined in the Ugandan-Based Chartered Private Universities

2021 ◽  
Vol 2021 ◽  
pp. 1-10
Author(s):  
Fred Ssemugenyi
Keyword(s):  
Job Satisfaction ◽  
Human Resource ◽  
Academic Staff ◽  
Private Universities ◽  
Numerical Data ◽  
Modern Human ◽  
Positive Influence ◽  
Sequential Approach ◽  
Resource Officers ◽  
Human Resource Officers

While looking at the senior academic staff in chartered private universities in Uganda, the study intended to establish if the homogeneous motivation model of using money as a sole predictor of job satisfaction fits the unique characteristics of the employees for whom it is intended. Using a mixed-method explanatory sequential approach, both numerical and interview responses were obtained from a statistically representative sample of 136 and 12 key informants, respectively, from six chartered private universities. At the univariate, bivariate, and multivariate levels, data were analyzed using SPSS16.0 software. Results indicated that monetary recompenses such as salary and allowances did not significantly and positively affect employee job satisfaction since the p values were higher than the calculated probability of 0.05, which was the minimum level of significance required in this study to declare a significant effect. The interview responses on the effect of salary and allowances were equally corroborated with the numerical data. However, bonuses were found to have a positive influence with corresponding positive remarks from the interviews. Although there are noticeable flashes of scholarly rigor in the existing body of literature that is skillfully threaded and cogently argued to support monetary incentives, contextual realities on the ground suggested otherwise. Senior academics have continued to quit work despite reasonable pay. Regrettably, at the time of this study, the human resource officers were confident that the ultimate drive for work is money. Little did they know that monetary recompenses have limitations in influencing senior academics. It is thus recommended that the idea of lumping employees into a homogeneous entity with no regard to their uniqueness and the existing individual differences among them is long outdated and deserves no space in modern human resource practices.

scholarly journals Industrial Revolution 4.0: the Human Resource Practices

2019 ◽  
Vol 8 (3S2) ◽  
pp. 620-624 ◽  
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Business Models ◽  
Industrial Revolution ◽  
Vital Role ◽  
Working Environment ◽  
Human Resource Practices ◽  
German Government ◽  
Resource Officers ◽  
Human Resource Officers

The trend of Industrial Revolution 4.0 (IR 4.0) has been emerged since the year of 2011 by German government. In this IR 4.0 era, automatization is emphasized in the particular industry. With the invention of high technologies on machines in organizations, the practices and business models of organizations would be impacted. The human resource practitioners might be facing several challenges in organizations, such as lacking of skilled workforce in managing the high-technology machines, as well as the employees’ retention in this fast changing working environment. The human resource officers need to ensure that the employees are equipped with the updated knowledge and skills in order to operate the machines. Besides, human resource development is also playing a vital role in IR 4.0. Effective human resource practices could improve the working environment in the era of IR 4.0 by promoting the creativity of employees. Therefore, it could be seen that, in human resource aspects, human resource practices are concerned in organizations in order to match with the trend of IR 4.0. However, there is a lacking of discussion on the aspect of human resource practices, where most of the studies discussed on the technologies aspect of IR 4.0. Hence, this paper intends to discuss the human resource practices that could assist organizations in achieving the goal of IR 4.0.

scholarly journals Effect of Attainment Value and Positive Thinking as Moderators of Employee Engagement and Innovative Work Behaviour

2020 ◽  
Vol 6 (3) ◽  
pp. 69 ◽  
Author(s):  
Peerapong Pukkeeree ◽  
Khahan Na-Nan ◽  
Natthaya Wongsuwan
Keyword(s):  
Employee Engagement ◽  
Human Resource ◽  
Statistical Significance ◽  
Positive Thinking ◽  
Cross Sectional ◽  
Resource Officers ◽  
Human Resource Officers ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Cross Sectional Design

Influences of attainment value and positive thinking were assessed as moderators of employee engagement and innovative work behaviour. A cross-sectional design was utilised with questionnaires submitted to 348 human resource officers to test the proposed relationships. SPSS 21 and PROCESS macro 3.1 were used for statistical analysis. Results revealed that positive thinking effectively moderated attainment value and employee engagement with regard to innovative work behaviour with statistical significance. Results can be utilised by managers and human resource departments to promote and support innovative work behaviour. Moreover, employees should be encouraged and motivated to perceive attainment value through positive thinking. Findings contribute to the literature on employee engagement and innovative work behaviour by highlighting that attainment value and positive thinking act as moderators that promote employee engagement and innovative work behaviour.

Developing a Measurement Plan for Monitoring Diverse Friendships in the Workplace

2021 ◽  
pp. 314-325
Author(s):  
Janet L. Reynolds
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Training Programs ◽  
Intercultural Sensitivity ◽  
Human Relationships ◽  
Persuasive Message ◽  
Measurement Plan ◽  
Resource Officers ◽  
Human Resource Officers ◽  
Corporate Diversity

Corporations have failed to charge human resource officers with the responsibility of facilitating the unique diverse relationships needed for enriching their own workforce. Often, at best, training programs introduce intercultural sensitivity and only suggest the actual need for employee connections with diverse others. The trainers hesitate to discuss how to monitor and facilitate accountability for forming the diverse relationships that make others feel a sense of inclusion and create safe places for voices to be asserted. This chapter calls for a human resources plan for raising the awareness for engaging in the actual networking, accountability, and the building of the human relationships that enrich the vitality of the workplace. This plan sees the corporate diversity mission as a persuasive message and thus looks at how employees may become involved in the mission in different ways related to their values, their relevant impressions, and possible outcomes.

Ambidexterity in CHRO Roles: Balancing Exploitative with Explorative Roles

2019 ◽  
Vol 12 (2) ◽  
pp. 174-185
Author(s):  
Vasanthi Srinivasan ◽  
Upam Pushpak Makhecha
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Critical Role ◽  
Dual Roles ◽  
Resource Officers ◽  
Human Resource Officers ◽  
Strategic Role

In the volatile, uncertain, complex and ambiguous (VUCA) environment, Chief Human Resource Officers (CHROs) have a critical role to play in order to ensure that organisations have necessary human capital and human resource capabilities to deal with multiple strategic shifts. The analysis of data collected in our study reveals that future CHROs acknowledge dual roles—strategic and operational—that they would have to deliver on. While the strategic role is explorative in nature, the operational role is more exploitative in nature and hence the need for ambidexterity in CHRO roles.

scholarly journals CHRO firm dinosaur versus CHRO role gorilla: the effect of CHRO company and role tenure on firms’ social performance

2021 ◽  
Author(s):  
Nina Engels ◽  
Née Haarkötter ◽  
Denise Fischer-Kreer ◽  
Malte Brettel
Keyword(s):  
Social Performance ◽  
Prior Experience ◽  
Resource Officers ◽  
Thomson Reuters ◽  
Human Resource Officers ◽  
Experience Education ◽  
The Impact ◽  
The Relationship ◽  
Longitudinal Dataset

AbstractAcademics and practitioners emphasize the rising importance of Chief Human Resource Officers (CHROs). CHROs act as heads of staff—they motivate the personnel and offer guidance. This study helps clarify the impact of increasingly relevant CHROs and reveals how their company and role tenure influence firms’ social performance. Drawing on a multisource longitudinal dataset of S&P 500 firms, we empirically validate our hypotheses. The sample contains 283 companies with 1944 firm-year observations from 2005 to 2017 and combines manually collected top management team data with data from Thomson Reuters Datastream. Our results show that there is a negative relation between CHROs with long company tenure and firms’ social performance, whereas CHROs with long role tenure positively relate to firms’ social performance. We also investigate the moderating role of CEO prior experience (i.e., HR experience, education, company and role experience) on the effect of CHRO company and role tenure on firms’ social performance. Surprisingly, CEO prior experience negatively moderates the relationship between CHRO role tenure and firms’ social performance. Overall, this article offers novel implications for the CHRO role and uncovers a distinction between two types of CHROs: CHRO firm dinosaurs versus CHRO role gorillas.

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