Running head: THEORY AND CONCEPT SUBMISSION NO. 2 1
Theory and Concept Submission No. 2
[Author Name(s), First M. Last, Omit Titles and Degrees]
[Institutional Affiliation(s)]
THEORY AND CONCEPT SUBMISSION NO. 2 2
Theory and Concept Submission No. 2
Introduction
Employee recruiting refers to the actions that impact the quantity and types of people that apply
for positions, stay in the pool, and accept a job offer. There is a distinction to be made between
different types of recruitment endeavours in terms of the activities’ aims. While some recruiting
methods are aimed at those who are actively looking for work (i.e., active job seekers), others are
aimed at people who are already employed or who are not interested in working but could be
open to employment opportunities if they are presented (i.e., passive job-seekers). Active job
seekers may be recruited using relatively passive methods such as posting information about a
job opening on an online job board or a company website. These strategies, on the other hand,
are unlikely to work for the second group because they aren’t seeking for job. As a result, the
most effective way to reach those individuals is to use more aggressive techniques to target them
directly.
Organizational recruitment is essential in the development of human capital and strategic human
resource management. Given that the fundamental objective of recruiting is to find and attract
potential employees, recruitment may be defined as processes and activities carried out by an
organisation with the primary goal of identifying, attracting, and influencing qualified
candidates’ employment decisions. Internal recruiting refers to hiring activities that involve either
external candidates from other companies or current employees. Because internal recruitment
sometimes includes other problems, such as career planning and growth, this research focuses
solely on the process of recruiting external applicants. The ATS can detect red flags at various
phases of the recruiting process, as well as improve and streamline communication between the
organisation and candidates. Some of the key metrics to ensure a positive candidate experience
THEORY AND CONCEPT SUBMISSION NO. 2 3
and organisational benefits include the application drop off rate, the number of unsolicited
applicants, Time to fill a position, recruiter response time, job offer to acceptance ratio, percent
qualified candidates, recruitment yield ratio, and quality/impact of hire are all factors to consider.
Discussion
Question 1
The following are the three main propositions about the major constructs that impact employee
recruiting and job search success.
The content and manner of recruiting efforts carried out by companies are influenced by
the features of the position and the company
The shape and substance of recruitment activities are likely to be influenced by the
characteristics of the post and the organisation. In terms of job characteristics, organisations are
more likely to take certain measures when filling a high-level management position than when
filling an entry-level blue-collar function. Preferred recruiting sources (e.g., executive search
firms for high-level management vs. point-of-purchase for entry-level part-time work) or
recruitment message content are examples of differences (e.g., an emphasis on pay for high-level
positions vs. an emphasis on experience for entry-level jobs). Depending on the size, industry,
and other characteristics of a company, several types of recruitment activities are likely to be
preferred. Small local firms, for example, may choose to hire through different channels (e.g.,
word of mouth, newspaper advertising) rather than bigger corporations with a better reputation
(e.g., using the official website, LinkedIn). There may also be differences between businesses in
different industries. A tech company, for example, is more likely to use a different recruiting
approach (e.g., internships, “hackathons”) than a fast-food company (e.g., point-of-purchase
methods, local job fairs).
THEORY AND CONCEPT SUBMISSION NO. 2 4
The types of job search activities that job seekers engage in are influenced by applicant
attributes.
Similarly, the attributes of job seekers may influence the activities they participate in while
seeking for jobs. Meta-analytic empirical evidence backs up this notion. In a meta-analysis,
Kanfer revealed that a variety of individual-level variables, such as personality, self-efficacy,
needs, and social support, were significant predictors of job search activity. Candidate
characteristics such as needs, personality, education, and experience are likely to affect job
seekers’ preferred recruitment sources. This is the foundation of the individual differences
hypothesis, which is one of the most commonly accepted explanations for recruitment source
effects. According to this idea, recruiting sources’ efficiency varies because they reach people
from diverse demographic groups, who may or may not be equally qualified for the post. A
