RECRUITMENT APP – A CUSTOM APPLICATION ON SALESFORCE.COM

Cloud Computing is one of the upcoming Internet based technology. It is been considered as the next generation computing model for its advantages. It is the latest computational model after distributed computing, parallel processing and grid computing. To be effective they need to tap all available sources of supply, both internal and external. The system has facilities where prospective candidates can upload their CV’s and other academic achievements. Earlier recruitment was done manually and it was all at a time-consuming work. Now it is all possible in a fraction of second. Better recruitment and selection strategies result in improved organizational outcomes. With reference to this context, the research paper entitled Recruitment and Selection has been prepared to put a light on Recruitment and Selection process.

Managing the most important asset: a twenty year review on the performance management literature

Purpose The three objectives served by this review are to provide readers a limpid insight about the topic performance management (PM), to analyse the latest trends in PM literature and to illustrate the theoretical perspectives. It would be fascinating for the practitioners and researchers to see the latest trends in the PM system, which is not yet covered in previous reviews. The study covers the historical and theoretical perspectives of human resource management practices. We also try to unveil some of the theoretical debates and conflicts regarding the topic. Design/methodology/approach We reviewed 139 studies on PM published within the last 20 years (2000–2020). The method used here is the integrative review method. The criteria used to determine studies are articles from peer-reviewed journals regarding the PM system published between 2000 and 2020. The initial search for studies was conducted using an extensive journal database, and then an intensive reference-based search was also done. Each selected article was coded, themes were identified, and trends for every 5 years were determined. All the articles were analysed and classified based on the methodology used to identify qualitative and quantitative studies. Findings The review concludes that PM literature's emphasis shifted from traditional historical evaluations conducted once or twice a year to forward-looking, feedback-enriched PM systems. By segregating the studies into 5-year periods, we could extract five significant trends that prevailed in the PM literature from 2000 to 2020: reactions to PM system, factors that influence PM system, quality of rating sources, evaluating the PM system and types of the PM system. The review ends with a discussion of practical implications and avenues for future research. Research limitations/implications It is equally a limitation and strength of this paper that we conducted a review of 139 articles to cover the whole works in PM literature during the last 20 years. The study could not concentrate on any specific PM theme, such as exploring employee outcomes or organizational outcomes. Likewise, the studies on public sector and non-profit organizations are excluded from this review, which constitutes a significant share of PM literature. Another significant limitation is that the selected articles are classified only based on their methodology; further classification based on different themes and contexts can also be done. Originality/value The study is an original review of the PM literature to identify the latest trends in the field.

Chain Affiliation and Human Resource Investments: Evidence from the Restaurant Industry

Drawing on organizational theory, agency theory, and research in strategic human resource management, this study explores how chain affiliation influences human resource (HR) investments using data from a nationally random survey of restaurant establishments. We propose that chain-affiliated units will make different investments in those areas of the HR system where chains establish superior organizational routines compared with nonaffiliated units. By contrast, we argue that in the absence of chain routines, ownership incentives will drive differences in human resource investments. Specifically, we find that franchisee-owned units focus more on cost reduction by underinvesting in human resource practices compared with company-owned units and independently owned units when organizational routines are not provided by the chain. We provide further support for our theoretical arguments using additional data on multiunit ownership and franchisor influence. Finally, we conduct supplemental analyses to explore the relationship between different human resource investments and two important organizational outcomes: employee turnover and customer satisfaction ratings from Yelp. Our results highlight the types of human resource practices that are important for service work and suggest that the provision of organizational routines can have important implications for the long-run success of chains and their units.

Defining Post-Pandemic Work and Organizations: The Need for Team Belongingness and Trust

The COVID-19 pandemic has brought forth substantial unrest in the ways in which people work and organize. This had led to disconnection, rapid adaptation, work from home, emergence of a new digital industry, and an opportunity to create anew. This chapter provides a position for the future state of work and organizing, drawing on the belongingness hypothesis, to characterize a revised method of human connection that acknowledges unique differences in online connections. It also explores the role that flexibility and working from home have on organizational outcomes, through changing presenteeism, changes in how people develop trust, and how social resources are deployed. Advancing an understanding of this position creates a possible post-pandemic model of work that acknowledges the current climate and the learnings from before that pandemic. Through genuine acknowledgment of the current and past ways of working, it is possible to build a pathway to heighten employee’s sense of belonging and trust. This will support the return to, and evolution of, a form of normality post-pandemic.

Workplace Incivility and Job Satisfaction

Workplace incivility is common in organizations across the world and can have negative effects on individuals and organizations. The purpose of the reported study is to examine the effects of supervisor and coworker incivility on job satisfaction and examines emotion management as a mediator of these relationships. Data from 268 working adults were collected by survey battery and analyzed via a number of multivariate techniques. The model was supported in that both supervisor and coworker incivility had strong direct negative effects on emotion management and job satisfaction, and emotion management partially mediated the incivility-job satisfaction relationship. With supervisor and coworker incivility, the participants reported lower levels of job satisfaction. However, the participants' emotion management mitigated the negative effect of incivility on job satisfaction partially. The findings suggest that organizations need to be aware of the unfavorable consequences of incivility. Organizations need to discover ways to reduce incivility and implement efforts to help employees develop positive emotional management strategies. These actions may help reduce the negative influences of incivility on important organizational outcomes like job satisfaction.

Emotional Labor in the Tourism Industry

The chapter reviews the key concepts, definitions, individual and organizational antecedents, and individual and organizational outcomes of emotional labour (EL) in the tourism industry. The application of the concept in research and practice is discussed along with the implications. The theoretical domains of convergence and divergence are identified. key challenges and applications of EL with airlines cabin crew, restaurant service staff, and hotel industry frontline staff are identified and discussed. A systematic review of literature on EL in tourism is undertaken followed by critical appraisal of the implications of EL for HR practices in the tourism and hospitality industry.

Human Behaviour in Organizations

It is crucial to grasp individual behaviour in organizations. This can shed light on evaluation of organizational outcomes. The evaluation can assist in deciding changes required. This chapter investigates organizational behaviour models. The investigation aims to develop a better comprehension of human behaviour. The chapter examines the most reviewed organizational behaviour models. These models are the human relation, the system perspective, productivity perspective, the human resource approach, the contingency approach, and finally, the situation approach. These models are argued to be elementalistic. The elementalism leads to perceive humans and their behaviour in a partial manner. The Aristotelian structure of language underpinning Indo-European languages upholds such elementalism. The structure is built on three laws. These are “is” of identity, two value orientation, and excluding middle stance. The chapter presents some principles of Islam to transform organizational behaviour models. The model enriched by Islam is argued to be in flux.

Effect of emotional exhaustion and knowledge sharing on depersonalization, work accomplishment and organizational performance

The objective of the present study is to empirically investigate the relationship between emotional exhaustion and knowledge sharing of individual and organizational outcomes. Data was collected from 672 respondents from the information technology (IT) sector. The results from path analysis revealed that emotional exhaustion is (i) positively related to depersonalization, and (ii) negatively related to work accomplishment and organizational performance. The results also reveal that knowledge sharing is (i) negatively related to depersonalization, and (ii) positively related to work accomplishment and organizational performance. However, depersonalization is not negatively related to organizational performance. As predicted, work accomplishment is positively related to organizational performance. The diametrically opposite results of emotional exhaustion and knowledge sharing are particularly interesting. The implications for management and practicing mangers are discussed.