ADVANCED STATISTICS PROJECT

Research Paper Review

On
RECRUITMENT AND HIRING

Presented By:
Riya Mathew (19021141088)
Sneha Agneswaran (19021141114)
Swikruti Mohanty (19021141122)
 Research Paper Review
1. Title : Recruitment and Selection Process
Review: The research paper throw light on Recruitment and selection process which can help to manage
Manpower budget for the recruitment and selection process, evaluation of time Constraint for the
recruitment process and to make decision in selecting the right candidates for the right job. The paper
form a hypothesis on relationship between gender and source of recruitment and an inference was drawn
that there is a significant difference in the opinion of employees about the source of recruitment based
on gender.

2. Title: A Study on recruitment and selection process organization with the help of recruiting agency
Review: The research paper highlights the recruitment procedure with the help of external agency. The paper
showcases the findings as below:

Source of interview Percentage

Personal 30
Telephonic 43.33
video conference 23.33
Other 3.33

Source of interview Percentage

Candidate Referral 26.66
Advertising 30
Job Portal 43.33
ntepreferrePercentage
Basic Question for Employees Percentage
Experience 0
Current CTC 0
Job Profile 0
Notice Period 0
All of the Above 100

Technological support for recruitment Percentage

Telephonic 40
Video Conference 26.66
Online Support 20
Other 13.33

3. Title: A Critical Study on Recruitment and Selection with reference to HR Consulting Firms
Review: The paper conducts hypothesis testing through 105 respondents to ascertain if there is an impact of
size of the firm, labor market, Goodwill of the organization on recruitment policy on selection in HR consulting
firm. It was found through chi square tool that majority of respondents agree that recruitment policy do help in
getting right candidate and there is positive impact of labor market, organization size most of the respondents
agree the salary of new joine is justified against cost of recruitment borne by the company.

4. Title: A Study on Recruitment & Selection Process with Reference

Review:

Particulars No.of Respondents

Newspaper sources 45
Journals& Periodicals 10
 Campus recruitment 40 Particular No. of
Employee referral 30 Respondents
Consultancies 25 External 30
Total 150 Internal 20
Both 100
Total 150
Particulars No. of
Respondents
Experience 25
Qualification 50
Both 72
Other 03
Total 150

• Portals and employee references are an important medium of hiring and recruiting people.
• The most important feature in company’s recruitment &selection policy is that we need to take in consideration the ratio
between the turn-up and line-up candidates, and after analysis I found it most of the employees are also holding the same
opinion
• After analysis of the company selection procedure I found out the company is using quite effective method of doing
selection of candidates and they always take in consideration the cost-benefit ratio which is quite important from the long
perspective of hiring employees.
• The ratio of selected candidates to joining candidates is quite effective and highest in number as the employees being
selected are also of the view that they are analyzed properly and effectively.

5. Title: Recruitment and Selection Process in Healthcare Industry in India

Review: The paper focuses on recruitment process in healthcare industry and suggestions to make recruitment
and selection efficient. Depending on primary data and experts’ opinion a questionnaire was created and data
was collected from 75 hospitals and analysis showed that industry focuses on internal sources for promotion;
selection is also done from retired doctors from military background. Transfer is also recruitment process and
selection is majorly on referral basis. However 60% of respondent are happy with process and 70% had clear JD
and only 30% feel that induction is useful for them.

6. Title: A study on effectiveness of recruitment organizational support in IT’s

Review: The paper focuses on increasing the effectiveness of recruitment, opinion of recruiters about process
and challenges faced by industry in implementing recruitment practices for IT industry. Primary data was studied
with sample of 100 IT’s from Chennai and analysis was done using tools like Percentage analysis, Regression, and
Correlation
Important findings are that
1. Organizations do offer training for recruiters to sharpen
2. Organizations also try to make job more interesting
3. Organizations do not offer different methods of training and also lacks social skills
4. There is positive relationship between experience and recruitment policy of organization.
5. Recruiters look for candidates’ skills, knowledge and abilities.
 7. Title: Hiring the Right People for your Organization
Review: The paper highlights hiring process and its elements. The guidelines enable to improve the hiring
average and build a successful company. The paper explains different terms terminologies and process of
recruitment. The different procedures followed in interview and selection with policies. The paper has also
provided the sample description form which highlights the skills needed by the candidate.

8. Title : A comparative study of Recruitment & Selection, Training and Development policies in Indian MNCs and
Foreign MNCs
Review: The paper compares the HR policies of Indian MNCs with Foreign MNCs right from recruitment and
selection, Training and Development. The comparison is done based on primary and secondary data. It talks
about how various firm change their policies based on change in geographical location and other factor. New
concept like E-HRM and HRMIT has also been discussed. 75% of Indian MNCs prefer both Internal and external
source of recruitment whereas 60% of foreign MNCs agree to both.60% and 50% is direct recruitment in Indian
and Foreign MNCs respectively. 42 % of Indian MNC go for quarterly manpower planning whereas 31 % of
foreign MNC go for quarterly meeting. Both rely on data bank for source of recruitment. Personal Interview is
most preferred in both MNCs. Pre and post training is preferred in both MNCs.

9. Title : A Study of the Recruitment and Selection process: SMC Global

Review: The paper highlights the general practices adopted while recruitment and selection with case study on
SMC Global Securities Ltd with exploratory method. Information was gathered through a set of questionnaire
collected from sample size 30 respondents and analysis was done through SPSS software. The important findings
were that company followed portal medium for hiring and employee reference as most reliable source, the
company considered turn up and line up candidates, cost benefit is also an important parameter in hiring and
selection.

10. Title : Impact of Recruitment and Selection Strategy on Employees’ Performance: A Study of Three Selected
Manufacturing Companies in Nigeria
Review: The research paper highlights recruitment and selection strategy on employee performance in the real
sector by descriptive survey research design. The relationship between recruitment strategy and employee
performance by using one sample T test. It was found that recruitment should be based on the capabilities of
the candidate to perform job responsibilities. It was found that
1. Organizations use employment agencies in recruitment and selection.
2. Firm should recruit based on job description and job responsibilities
3. Organizations should get into mentoring, monitoring , obedience and coaching of employees.

Gender and Public Agency Hiring: An Exploratory Analysis of Recruitment Practices in Federal Law Enforcement (Yu,
2018)

Census data indicate that women are grossly underrepresented in federal law enforcement. As all agencies must
compete to attract quality candidates to reflect the diversity of the communities they serve, recruiting and hiring more
women should be a priority for all agency leaders. This descriptive and exploratory analysis seeks to understand the
recruitment process in federal law enforcement using both qualitative and quantitative data generated from surveys
collected from 201 new federal law enforcement officers working in 32 federal law enforcement agencies. The study
finds that although recruitment usually precedes hiring, federal law enforcement agencies do not appear to actively
recruit their officers. The study further highlights proactive efforts to recruit more women into federal law enforcement.
The findings are revealing and represent a unique opportunity for federal law enforcement agencies to progress and be
a leader of change. Although challenges in attracting a diverse workforce are not unique, recruiting more women would
transform federal law enforcement not because women are the same as men but because they are different and bring
skill sets that focus on communication, critical-thinking, problem-solving, and conflict resolution. Unless traditional HRM
policies and practices are substantially changed, women will remain underrepresented in this field and end up in the
same situation for our next generation of female participation in federal law enforcement.

A REVIEW ON CHANGING TREND OF RECRUITMENT PRACTICE TO ENHANCE THE QUALITY OF HIRING IN GLOBAL
ORGANIZATIONS (Sinha & Thafy, 2013)

Human capital is arguably the most treasured and valued asset of any organization and is primarily responsible for
adding value to all other assets of an organization. It has been seen, in this rapid changing world, that various sourcing
recruitment channels, such as social media (LinkedIn, Facebook, etc.) have been developed and used, in addition to the
traditional ones (advertisements, employee referrals, recruitment agencies, etc.) In this paper, an attempt has been
made to identify the changing trends related to effective hiring sources and to study their impact on the leading global
organizations. It has been found that in the current scenario, companies prefer to adopt social media, job portals and
campus recruitment to hire candidates across skill sets. This system has helped the organizations to get the right talent
pool while being cost-effective. This has helped organizations to grow as they have been able to get the right people for
their vacancies. In addition, the appropriate channels have helped the organizations to get different and varied sources
to which they can turn to for effective hiring.

BLACK JOB APPLICANTS AND THE HIRING OFFICER’S RACE (Stoll, 2004)

Recent studies have consistently found that in the United States, black job applicants are hired at a greater rate by
establishments with black hiring agents than by those with white hiring agents. The survey suggests two proximate
reasons for this pattern: black hiring agents receive applications from blacks at greater rates than do white hiring
agents, and they hire a greater proportion of blacks who apply. The preceding analysis suggests that this pattern may be
driven in large part by the propensity of blacks to apply for jobs in establishments where blacks occupy positions of
authority. The black application rate is much higher at firms with black hiring agents than at firms with white hiring
agents, even after the analysis accounts for a large set of relevant establishment characteristics. These results suggest
that having blacks in visible positions of authority at firms, such as those in charge of hiring, might increase the rate at
which blacks apply for jobs at those firms. the presence of blacks in positions of authority may signal to potential black
applicants that they are less likely at these firms than at others to experience discrimination in hiring or promotion or to
have to work in a hostile environment. The results also suggest that employers with black hiring agents are more likely
than those with white hiring agents to hire African Americans, perhaps because they discriminate less against African
Americans.

An Exploratory Study of the Effect of Professional Internships on Students’ Perception of the Importance of
Employment Traits (Green, 2011)

The authors measured the effects of a formal internship on students’ perceptions of the importance of traits employees
consider during the hiring process. Prior studies have reported that accounting firms perceive students with internship
experience as better entry-level accountants. This perception may be related to changes in student beliefs after
participating in an internship program. The authors report student and employer values of specific hiring traits. Student
perceptions of the importance of interview traits often differ from those of employers. Understanding these differences
allows faculty to properly mentor students’ transitions from academic to professional careers as they participate in the
hiring process. Items such as GPA and extracurricular activities are given to employers through resumes, transcripts and
letters of recommendation. GPA was consistently viewed as somewhat important to neutral. However, employers did
value GPA slightly more important (p > .10) than did pre-internship students. It is interesting to note that extracurricular
activities were anecdotally described as extremely important, although employers valued this trait between “somewhat
important” and “neutral” Comparing a group of pre- and post-internship students showed the decreased student
perception of the importance of many traits. Pre-internship students tended to map the perceived importance of traits
with employers. With experience, post-internship students significantly evolved their view of importance for many
traits, lessening some traits’ importance while holding others equal to pre-internship values. Both interpersonal and
background traits offer basic mentoring opportunities for faculty. Students need to remember that the interview is also
an opportunity to learn about the employer. For students, listening skills need to become very important. They also
need to understand the company and why they want the position before the interview.

Graduate Recruitment and Selection in Australia (Carless, 2007)

Through a national survey of graduate recruitment coordinators, this study identified current recruitment and selection
practices in Australia. Respondents (n¼50) were mostly from private industry with about a third from the government
sector, the full range of industry sectors was represented. Respondents were asked about the management of
recruitment activities, methods used to communicate recruiting information, and the perceived accuracy of recruitment
information. Information was also sought about the extent that job analyses were used, the type of selection practices
used, how applicant information was verified, the training and selection of interviewers and the effectiveness of
recruitment activities. Descriptive statistics were used to provide a summary of the findings. A regression analysis was
used to examine predictors of (a) recruiting effectiveness, (b) acceptance rates, and (c) unfilled vacancies. The results
were compared with other studies of recruitment and selection. Future research and practical applications were
discussed. Although drug tests are reasonably common selection practices used by law enforcement agencies (Cochrane
et al., 2003), an unusual finding was that this method was used for graduate positions. A positive finding of this study
was the extensive training of interviewers. This suggests that there is a greater awareness about the pivotal function of
the interview in the recruitment and selection of graduates. In contrast to these findings, Rynes and Boudreau (1986)
found that training of interviewers was not a widespread practice. These findings suggest that there is
acknowledgement about the unique difficulties associated with interviewing graduates with limited work experience,
whose achievements at university are difficult to interpret in terms of job performance criteria, and who are well versed
in answering standard interview questions (Keenan, 1995). A significant finding was that job acceptance rates and
perceived recruiting effectiveness were influenced by the extent job analyses were undertaken. In addition, perceived
recruiting effectiveness was positively related to the accuracy of recruiting information. This suggests that organizations
with high acceptance rates, that recruited talented graduates and met their EEO objectives tended to take a systematic,
professional, and realistic approach to recruit graduates.

Sifarish: Understanding the Ethical Versus Unethical Use of Network‑Based Hiring in Pakistan (Nadeem, 2019)

The role of affective ties and informal social networks in management practices is recognized across many parts of the
world. This paper explores the role of such informal networks in Pakistan by studying the role of sifarish—the act of
achieving ends on the basis of network connections—in hiring in Pakistan using thematic analysis of inductively collected
qualitative data from 104 individuals from four large organizations. Using social network and social capital theory, the
paper highlights the key characteristics of effective networks in Pakistan, comparing them to social networks in other
cultural settings. Further, the concept of ethical relativism is used to create a distinction between ethical and unethical
sifarish. Thus, the paper enhances understanding of HRM in Pakistan and contributes towards the literature on cross-
cultural HRM, social networks and ethical relativism. Social networks and affective ties are an integral part of collectivist
societies. The findings highlighted many benefits of network-based hiring in Pakistan, yet several participants who
believed in and had experienced benefits of (ethical) sifarish were reluctant to share their positive thoughts about the
impact sifarish on organizations and society. Thus, more work on cultural sensitivity of HR practices should aim to ensure
that nations do not have to sacrifice their culture in the name of development and can maintain values and practices
which are their history, tradition and a part of the fabric of the society. However, the findings also highlighted the dark
side of sifarish.

On-line consistent ranking on e-recruitment: seeking the truth behind a well-formed CV (Tzimas, 2014)

In this work present a novel approach for evaluating job applicants in online recruitment systems, using machine
learning algorithms to solve the candidate ranking problem and performing semantic matching techniques. An
application of our approach is implemented in the form of a prototype system, whose functionality is showcased and
evaluated in a real-world recruitment scenario. The proposed system extracts a set of objective criteria from the
applicants’ LinkedIn profile and compares them semantically to the job’s prerequisites. It also infers their personality
characteristics using linguistic analysis on their blogs. The proposed scheme relies on objective data matching the
selection criteria extracted from the applicants’ LinkedIn profile and subjective data matching the selection criteria
extracted from their social presence, to estimate applicants’ relevance scores and infer their personality traits.
Candidates that do not possess the required skills are filtered out of the selection process and for those remaining the
relevant job experience is calculated using semantic matching techniques that allow significantly improved results. The
implemented system was employed in a large-scale recruitment scenario, which included three different offered
positions and 100 job applicants. The application of the approach in the real-world setting revealed that it is effective in
supporting the HR personnel in calculating the applicants’ suitability for a given job and ranking them accordingly.

THE VALUE OF HIRING THROUGH EMPLOYEE REFERRALS (Stephen V. Burks, 2015)

Using personnel data from nine large firms in three industries (call centers, trucking, and high-tech), we empirically
assess the benefit to firms of hiring through employee referrals. Compared to non-referred applicants, referred
applicants are more likely to be hired and more likely to accept offers, even though referrals and non-referrals have
similar skill characteristics. Referred workers tend to have similar productivity compared to non-referred workers on
most measures, but referred workers have lower accident rates in trucking and produce more patents in high-tech. In all
three industries, referred applicants have a higher chance of getting hired than do non-referred applicants and referred
workers are less likely to quit than non-referred workers. On a few productivity dimensions, most notably trucking
accidents and high-tech innovation, referred workers have superior performance, but on many dimensions, referrals
have similar productivity to non-referrals. Consistent with learning, homophily, and peer benefit theories, referred
applicants are more likely to be hired than non-referred applicants and referred workers are less likely to quit compared
to non-referred workers. However, we also find results that seem inconsistent with existing theories. Referred workers
do not consistently have higher wages than non-referred workers, nor are referrals consistently more productive across
different metrics.
Recruitment of Seemingly Overeducated Personnel: Insider-Outsider Effects on Fair Employee Selection Practices
(Fabel, 2013)

Fair employment policies constrain employee selection: specifically, applicants’ professional experience can be a
substitute for formal education. However, reflecting firm-specific job requirements, this substitution rule applies less
strictly to applicants from outside the firm. Further, setting low educational job requirements decreases the risk of
disparate impact charges. Using data from a large US public employer, we show that successful outsider candidates
exhibit higher levels of formal education than insiders. Also, this gap in educational attainments between outsiders and
insiders widens with lower advertised degree requirements. More generally, we find strong insider-outsider effects on
hiring decisions. The empirical analysis reveals strong insider-outsider effects on hiring probabilities. First, the marginal
effects of both professional experience and higher educational level are stronger for Insiders. Second, when they are
able to document higher educational levels than their insider competitors, outsiders are more successful in being hired.
We conclude that preferential treatment of insider applicants does not result from the organization’s having obtained
better ability information by observing their past on-the-job performances. The organization does not choose to
advertise the job openings; rather, it is required to do so by law. Thus, hiring an insider very likely reflects a promotion
decision.

Hotel Recruitment and Selection Practices: The Case of the Greek Hotel Industry (Chytiri, 2018)

Hotel industry, as a service industry, is greatly dependent upon its employees. Recruitment and Selection practices
constitute an important starting stage for hotels towards generating an efficient and productive workforce. The present
study, by focusing on 5-star and 4-star hotels, examines the current trends in the implementation and effectiveness of
recruitment and selection practices in the Greek hotel industry, controlling for a class category, size and ownership. An
inferential quantitative research design was used, and an online survey was conducted, using a seven-point
questionnaire. The findings of this study suggest that for 5-star and 4-star hotels, star category, size, and ownership
seem to bring overall no statistically significant differences in the choice and implementation of recruitment and
selection practices. The use of old – fashioned and low-cost methods is very typical of the (Greek) hotel industry.
Regarding their effectiveness, internal recruitment methods seem to be more effective compared to external
recruitment ones. Promotion, transfer, job rotation, employee referrals and job posting score higher of all recruitment
methods in their effectiveness. Regarding the selection methods used, interviews, reference checks, application forms,
resume screening and work sample seem to be more effective. Overall, selection methods work more effectively,
compared to recruitment methods.

Challenges in Recruitment and Selection Process

Organisations pay great amount of attention to the recruitment and selection process, as employees form their main
asset. The recruitment and selection process is a dynamic, complex and an important part of human resource
management in organisations. Various factors such as feedback provision, interview panel participation and
preparations, relevance of interview questions, duration and bias were analysed, and their correlations were studied to
gain insights in providing suitable recommendations for enhancing the process. Some of the different dimensions and
perspectives to study, analyse and understand the selection process are: Research to study the connection between the
selected applicant and their performance rate on the job , the efficiency of making the selection decision with assistance
from technology, improving the selection process by training the interviewers , building recruitment strategies to
increase the predictability of the right applicant. Some of the limitation are: this describes the feelings and thoughts of
the participants on the selection process at a given time only. Therefore, the results are based on the emotions of the
participant for that period only rather than evidence Another limitation is that the findings are presented solely on the
insights of the participants of this study and therefore represents a partial perspective on the review of the selection
process .

Use of Social Network Sites as an E-Recruitment Tool

The aim is to identify if companies use social media during their recruitment processes to attract and screen applicants.
Three critical elements guided the research: the use of social media to attract and screen applicants; the legal
implication of e-recruitment and social network screening; and the possibility of using e-recruitment as the
main hiring strategy. E-recruitment is a description of the process companies follow in order to discover and recruit
talented individuals from the Internet .E-recruitment is a fast-growing method of hiring employees as more and more
individuals post their résumés online in search for a better future. The success of e-recruitment mainly derives from the
fact that now companies have the ability to reach a larger potential applicant pool, since the geographical constrains are
non-existent. E-recruitment techniques attract higher calibre candidates than those following the traditional approach.
Applicants that apply for a job through social media are usually computer literate, educated young individuals interested
in joining a company that embraces technology.Future research, therefore, has the potential to provide some valuable
information for improving the value of e-recruitment and enhancing its popularity.

Personality Testing in Personnel Selection: Adverse impact and differential hiring rates

Personality tests are often used in selection and have demonstrated predictive validity across a variety of occupational
groups and performance criteria. Talent management – the attraction, development, and retention of key employees –
begins with finding the right people. Because hiring the right people is critical for organizational success and hiring the
wrong people (i.e., making false positive selection decisions) may have a negative impact on an organization, selection is
of great importance to human resource practitioners. Personality tests have become a common component of many
selection systems. However, the research literature has not confirmed how organizations are making hiring decisions
based on personality tests in the selection process and the impact of the different decision options. The current paper
provides evidence that adverse impact may or may not be an issue depending upon the selection decision method
invoked. This paper suggests that the optimal selection decision method should depend on the goals of the organization
(e.g., to avoid adverse impact, to increase minority selection rates, to increase utility). Although possibly resulting
in hiring utility, Moreover, having an understanding regarding the adverse impact and differential hiring rates that can
be expected based on using different selection decision methods is also important information for human resource
professionals.

A Study of the Recruitment and Selection process: SMC Global

Better recruitment and selection strategies result in enhanced organizational outcomes. With reference to this context,
this research paper, which was prepared to put a light on Recruitment and Selection process has a main objective as to
identify general practices that organizations use to recruit and select employees and, to find how the recruitment and
selection practices affect the organizational outcomes at companies.The employees working in the company consider
the employee references as one of the most reliable sources of hiring the new employees. Company always takes in
consideration the cost-benefit ratio. The stress towards training and enhancing skills of recruiters has to be more and
also reliable. Even though an HR manager has several challenges to face in order to ensure that the human resource
department backs to the bottom-line and develops as a strategic partner in the business, it is “Talent acquisition”, that is
the crucial determining factor in how well an Human resource department contributes towards the accomplishment of
the overall objective of the organization and therefore is a intimidating task for any HR manager.

A Study On Effectiveness Of Recruitment Organizational Support In Ites

This study is essentially to comprehend the effectiveness of the recruitment and its process and organizational support
for the improvement of the knowledge. The efficiency of recruitment has become increasingly popular as a measure for
finding the process of recruitment in the organization and as a tool for developing recruitment process. There is little
empirical research that validates the effectiveness of recruitment in this organization. The researchers have taken
distinct factors upon growing up numerous variables and tried to find the connection between the demographic factors
and the individual factors. However, the study is not experimental in nature, so cannot determine the cause-effect and
also, the study is pertinent only to the small group of BPS companies.In every organization, recruitment processes plays
a crucial role. The study discloses that the recruitment process presented in TCS is very much effective. The HR manager
of the selected organization has to emphasize on selecting the right persons through other sources such as sourcing,
campus placements, consultancy etc. The selection is done by assessing the candidate’s skills, knowledge, and abilities
which are extremely required for the vacancies in the organization. Even the Organization Support the Recruiters very
well at the period of recruitment.

The Impact Of Recruitment And Selection Criteria On Organizational Performance

In this research, it investigates the impact of recruitment and selection criteria on performance using Fidelity Bank Plc,
Lagos Nigeria as the central point. Recruitment and selection in any organization is a serious business as the success of
any organization or efficiency in service delivery depends on the quality of its workforce who was recruited into the
organization through recruitment and selection exercises. Bohlander, Snell & Sherman reported that it is vital for
managers to understand the objectives, policies and practices used for selection. More importantly, those accountable
for making selection decisions should have acceptable information upon which to base their decisions.As observed,
organization’s human resource policies and practices signify important forces for influencing employee behavior and
attitudes. In view of the findings, the study proposes that in designing and instituting recruitment and selection
standards quality should not be compromised. Additionally, given that organizational environment is ever changing, the
bank’s management is implored to regularly evaluate the bank’s selection methods on the base of their validity,
impartiality, scope of usage, and cost.

A Study On Recruitment & Selection Process With Reference To Three Industries, Cement Industry, Electronics
Industry, Sugar Industry

Successful recruitment and selection practices are crucial components at the entry point of human resources in any
company. Effective recruitment and selection strategies result in enhanced organizational outcomes. The core objective
of this paper is to find general practices that organizations use to recruit and select employees. The study also
emphasizes its attention on determining how the recruitment and selection practices affect the organizational
consequences and deliver some suggestions that can help different companies located in different place. The study
reveals that the recruitment and selection process offered in three selected industries is effective.The HR manager of
the nominated industries have to emphasize on selecting the right persons through other sources like campus
placements, job.com, data banks etc. The selection is done by assessing the candidate’s skills, knowledge and abilities
which are extremely required to the vacancies in selected industries. It is observed that, the selected industries have
fulfilled all the procedures of the recruitment. To encourage the employees; the selected industries have planned to
provide incentives of both monetary and non-monetary.

Applying Artificial Intelligence: Implications For Recruitment

This paper aims to evaluate the applications of artificial intelligence (AI) in the hiring process and also its practical
implications. It highlights the strategic shift in recruitment industry produced due to the adoption of AI in the
recruitment process. This paper defines the impact of expansions in the field of AI on the hiring process and the staffing
industry. The research also offers strategic visions into automation of the recruitment process and offers practical ideas
for implementation of AI in the recruitment industry.This paper defines the impact of developments in the field of AI on
the process of hiring and also the recruitment industry. The application of Artificial Intelligence for managing the
recruitment process is leading to effectiveness as well as qualitative advances for both clients as well as the candidates.
AI is making some processes outdated, as recruiters are happy to delegate the monotonous, repetitive tasks to the AI-
powered systems. Automation is allowing recruitment agencies to advance decision-making, multitask, safety and peace
of mind.

Contextualized Personality Measures In Employee Selection

This study linked contextualized and non-contextualized personality measures in operational hiring circumstances,
unlike previous research which has mainly relied on student or job incumbent samples. Comparisons were made with
respect to the frames-of-reference adopted by applicants when retorting to the measures, relations with following
employment interview scores, applicant responses, and mean scores for the personality scales. The findings point out
potential concerns by means of non-contextualized personality measures for employee selection, as job applicants will
probably adopt several frames-of-reference unrelated to the proposed focus of measurement. Results also showed that
it may be premature to assume contextualized measures provoke improved applicant reactions despite their seeming
job-relatedness. The discussion concludes with recommended directions for future investigation.

Does size matter? Hiring discrimination and firm size

This paper studies the association between firm size and hiring discrimination against women, ethnic minorities and
older job candidates. The authors combine field experimental actions on unequal treatment with firm-level data. The
follow-on data enable the authors to evaluate whether discrimination varies by indicators of firm size, keeping other
organization characteristics constant. Findings In contrast with the theoretical outlooks, the authors find no proof for an
association between firm size and hiring discrimination. On the contrary, the authors do find evocative evidence for
hiring discrimination being lower in respect of public or non-profit firms.

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References
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Chytiri, A.-P. F. (2018, Sept). Hotel Recruitment and Selection Practices. The Case of the Greek Hotel Industry, 7(3), 17.

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