Annotated Bibliography on HRM and Recruitment/Selection

Hsu, Yu-Ru, and Mike Leat. 2000. "A Study of HRM and Recruitment and Selection Policies and Practices in Taiwan." The International Journal of Human Resource Management 11 (2): 413-435. doi:10.1080/095851900339936.

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The authors, Hsu and Leat, explores HRM and the policies and practices. They contextualize the HRM practices in the manufacturing sector in Taiwan. The authors ensure research is multifaceted to determine the different stakeholders that influence the recruitment and selection process and these include line management, HR specialists. It was established that HRM policies need to be incorporated with the corporate strategy. The article was successful in examining the different factors that impact efficiency in recruitment and selection. However this lacks in that it does include the effect of technology in the recruitment process as mention by Gupta et al. in the article "Automation in Recruitment: a New Frontier." This research is important in the research because it informs the stakeholders involved in the recruitment and selection, and the configuration of HRM policies to the corporate strategy.

Gupta, Pooja, Semila F. Fernandes, and Manish Jain. 2018. "Automation in Recruitment: A New Frontier." Journal Of Information Technology Teaching Cases 8 (2): 118-125. doi:10.1057/s41266-018-0042-x.

Gupta, Fernandes, and Jain seek to examine how Human Resource Management Services can be enhanced with the use of technologies. This article introduces the question of the necessity of automation in the HRM processes. The analysis of the subject matter indicates the strength of the article. This is because it expounds on culture change related to change implementation in an organization. The topic of using technologies in HRM practices cannot be understated as we are in the error of automation. The shortcoming of the article is established when the topic does not evaluate stakeholders to be affected by change such as managers and employees. Like Hsu and Leat, the article should have examined those to be affected by automation such as HR managers and line managers. This article informs the research since it outlines the benefits and challenges of automation in recruitment and selection process.

Chang, Song, Yaping Gong, and Cass Shum. 2011. "Promoting Innovation in Hospitality Companies through Human Resource Management Practices." International Journal of Hospitality Management 30 (4): 812-818. doi:10.1016/j.ijhm.2011.01.001.

Chang, Gong, and Shum explores the role played by HRM practices in the innovation process. One of the strengths of the article is its comprehensive analysis of whether to hire multi-skilled workers or train core customer-contact workers for different skills. It also highlights the impacts of these two HRM practices. The limitation of this article is that it does not explore the effect of these innovations on different people in the organization affected by the HRM practices. Similar to research conducted by Gupta, Fernandes, and Jain, the authors should have incorporated the effects of automation in HRM practices. The article is critical for this research as it examines the recruitment and selection function in the innovation process.

Caers, Ralf, and Vanessa Castelyns. 2010. "Linkedin and Facebook in Belgium." Social Science Computer Review 29 (4): 437-448. doi:10.1177/0894439310386567.

Caers and Castelyns examine the extent of utilization of social media platforms such as by Belgian recruitment and selection professionals. They sought to explore whether these platforms are used in the recruitment and selection process and to what degree. The descriptive research employed provides a comprehensive analysis of the topic especially due to the qualitative collection of data. A weakness of the article is that it fails to establish the actual effect of social platforms in recruitment and selection. The utilization of social media in these processes aligns with the article by Gupta, Fernandes, and Jain on the use of artificial intelligence. This article is important for this research since it informs how the power of social media can be tapped to help in the recruitment and selection process.

Pollitt, David. 2010. "Hothouse Training Grows Store Managers For Sainsbury's." Human Resource Management International Digest 18 (5): 5-7. doi:10.1108/096707310110601

Pollit explores the essence of employee development program employed by Sainsbury's Supermarkets Ltd. The author conceptualizes the articles by examining the development program, how training is conducted and the results of the program. The research is conducted in the form of case study which enables the author to provide an in-depth analysis of the development program. The validity of the results is questionable since the respondents can change their behaviour since they are under observation. This article has similarities with research by Chang, Gong, and Shum which focus on the use of HRM practices which include selection and training in incremental and radical innovation. The article is essential for the research since it examples one of the HRM practice which is training to employee development.

Kinley, Nik, and Shlomo Ben-Hur. 2017. "The Missing Piece in Employee Development." MIT Sloan Management Review. http://mitsmr.com/2rZTdbR.

Kinley and Ben-Hur explore a trend in human resource management in which traditional annual reviews are being succeeded by the continued emphasis on employees improving their performance. However, this revolution is hampered by resistance to change. Similar to the article by Gupta et al., it is easier to understand the problem of change in the implementation process. The article examines this revolution in addition to factors that might affect its success such as resistance to change and role of line managers in employee development. While the article's analysis is useful, the research does not adequately examine the role of corporate strategy in the process.