sage - PART II Fundamentals of Human Resource...

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[12:34 14/4/2009 5298-Wilkinson-Ch09.tex] Job No: 5298 Wilkinson: The SAGE Handbook of Human Resource Management Page: 133 133–154 PART II Fundamentals of Human Resource Management
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[12:34 14/4/2009 5298-Wilkinson-Ch09.tex] Job No: 5298 Wilkinson: The SAGE Handbook of Human Resource Management Page: 134 133–154
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[12:34 14/4/2009 5298-Wilkinson-Ch09.tex] Job No: 5298 Wilkinson: The SAGE Handbook of Human Resource Management Page: 135 133–154 9 Recruitment and Selection F i l i p L i e v e n s a n d D e r e k C h a p m a n RECRUITMENT AND SELECTION Few people question that recruitment and selection are key strategic domains in HRM. At the same time, recruitment and selection also have an image problem. First, recruitment and selection are often viewed as ‘old’ ingrained HRM domains. It seems like the traditional recruitment and selection proce- dures have been around for decades, which is at odds with the ever changing internal and external environment of organizations. Hence, practitioners often wonder whether there are any new research-based ways for recruiting and selecting personnel. Another image problem for recruitment and selection is that a false dichotomy is often created between so-called macro HR (examining HR systems more broadly) and micro HR (examining individual differences). It is further sometimes argued that organizations should value macro approaches and write off micro approaches as not being relevant to the business world. We posit that these image problems and debates only serve to distract and fracture the field and hide the fact that excellent HR research and practice needs to take both macro and micro issues into consideration. For example, creating an effective recruiting strategy (some would describe this as a macro process) requires considerable understanding of the decision making processes of potential applicants (viewed as micro processes). The same can be said with respect to designing effective selection systems, etc. The challenge for many researchers then has been to demonstrate how scientifically derived recruiting and selection practices add value to organizations. Unfortunately, when the quality and impact of recruitment and selection procedures for business outcomes are investigated, they are often described in rather simplistic terms. For example, in large-scale HR surveys (e.g., Becker and Huselid, 1998; Huselid, 1995; Wright et al., 2001; 2005) ‘sound’ selection practice is often equated with whether or not formal tests were administered or whether or not structured interviews were used. Similarly, effective recruitment is associated with the number of qualified applicants for posi- tions most frequently hired by the firm. Although such questions tackle important aspects of recruitment and selection we also feel that such descriptions do not capture
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[12:34 14/4/2009 5298-Wilkinson-Ch09.tex] Job No: 5298 Wilkinson: The SAGE Handbook of Human Resource Management Page: 136 133–154 136 THE SAGE HANDBOOK OF HUMAN RESOURCE MANAGEMENT the sophisticated level that recruitment and selection research and practice has attained in recent years. This oversimplification in large-
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