Annotated Bibliography: Technologies Affect Selection and Recruitment

In today’s world technology has affected our day-to-day lives and how various organizations operate and recruitment and selection are no exception. the current technology has affected the way the hiring process is done in most organizations and institutions. Interestingly, the fundamentals we used there before are still the same but technology have brought new dynamic and created innovations not only in the selection and hiring but also in the process of seeking jobs as well. The main effects of technology in selection and recruitment include making searching for talent easier, transforming the experience of candidates, promoting diversity & reducing bias, and encouraging innovations. Further technology helps in using cost-effective strategies to find candidates that reduce both times used and cost in recruiting.

Annotated Bibliography

Article 1

Sołek-Borowska, C., & Wilczewska, M. (2018). New technologies in the recruitment process. Economics and Culture, 15(2), 25-33.

Soek-Borowska & Wilczewska wanted to see how modern technology has changed the recruitment procedure entirely in their study. They pointed out that little research has been done on the influence of electronic recruitment on the whole recruitment procedure. Their research looks into the impact of e-recruitment on the strategy of the recruiting method to fill a vacuum in the market. They stated that a well-run recruiting and selection method is critical for the company since it allows for objective and in-depth verification of applicants in terms of obtaining the manager’s requirements, which leads to hiring. Also, the findings showed that e-recruitment changes the traditional recruiting procedure into a collaborative, space and time-independent hiring procedure. The order and greater divisibility of primary recruitment activities are the most noteworthy modifications. Selection and recruitment strategies based on current technologies have two undeniable advantages: they reduce the length of the process and allow for cost savings.

Article 2

Van Esch, P., Black, J. S., & Ferolie, J. (2019). Marketing AI recruitment: The next phase in job application and selection. Computers in Human Behavior, 90, 215-222.

Firms are starting to adapt and leverage AI’s functionality in their recruitment procedures, according to the report. However, nothing is known about how probable contenders feel about AI’s usage in the recruitment procedure, or whether it affects their decision to apply for a position. Van discovered that potential applicants’ perceptions regarding firms that employ AI in the recruitment process have a big impact on whether or not they finish the application procedure. Furthermore, the innovation of employing AI in the recruitment procedure favorably and mediates increases the chance of a job application.

Article 3

Nikolaou, I. (2021). What is the Role of Technology in Recruitment and Selection? The Spanish Journal of Psychology, 24.

The article examines a variety of recent advancements in the subject of worker selection and recruiting, with a focus on technological advancements. The essay examines technological advancements in the four phases of the selection and recruitment procedure. The focus of effective applicant attraction has shifted dramatically thanks to the internet, particularly social networking websites. Furthermore, application tracking systems provide opportunities as well as risks to candidates and recruiters. They focus on two novel selection procedures, the games-based evaluation, and digital interview and as well as the crucial role and effect candidate reactions have on the selection process, in the third phase of workers selection. The effect of technology on selection and recruitment is an appealing element of practice and research for both organizational psychologists and work, according to the article, with increased chances for partnership with other disciplines such as informatics and data science. Technology is an essential factor in recruitment and selection.

Article 4

Ployhart, R. E., Schmitt, N., & Tippins, N. T. (2017). Solving the Supreme Problem: 100 years of selection and recruitment at the Journal of Applied Psychology. Journal of Applied Psychology, 102(3), 291.

The article reviews 100 years of selection and recruitment n research printed in the journal named Applied Psychology. selection and recruitment research has been a staple of the Journal from its inception when Hall (1917) declared the task of selection and recruitment to be the main problem confronting the discipline of applied psychology. Also this article demonstrates, different topics linked to selection and recruitment that have flowed and ebbed over time in reaction to societal, corporate, and legal developments, but this main problem has captured the interest of scientists and practitioners over the period. The essay helps to define the study problems that the subject has addressed by highlighting the macro influences and practical challenges that formed the sciences of recruiting and selection.

Article 5

Hmoud, B., & Laszlo, V. (2019). Will artificial intelligence take over human resources recruitment and selection?. Network Intelligence Studies, 7(13), 21-30.

Using Artificial Intelligence technology in the business setting has been increasingly popular over the last two decades. The article discusses the status of HR recruitment and selection, which is a part of HR management, in terms of adopting AI technologies. The article examines several issues, including how and to what degree humans will utilize AI to hire people and how AI will alter recruiters’ professions. To study and understand the preceding contribution, a set of proposed and literature models, as well as instances of the most widely used temporary artificial intelligence resolutions for the attainment of human resources, were revised. It has been determined that AI offers recruiters hopeful outcomes for improving talent achievement by powering time-consuming monotonous processes such as screening applications and sourcing, refining the quality of the hiring procedure, and counteracting human biases. Routine administrative occupations will be replaced by clever AI technologies and will progressively disappear as augmented intelligence becomes more commonly employed to deliver more effective and superior results.

Article 6

Tessema, M. T., Abraham, K., Han, J., Bowe, M., & Bug, T. (2020). Technology-Based Recruitment and Selection Approaches of an American Multinational Company (AMNC): Practical Implications. International Journal of Human Resource Studies, 10(3), 117133-117133.

Using an American multinational corporation as a study, the essay categorizes and deliberates on the six technologies that affect selection and recruitment, and processes. The study’s findings show that technology-based recruiting & selection methods have had a significant effect on the AMNC’s selection and recruitment procedures, as well as the three stakeholders involved in those processes: job candidates, hiring managers, and human resource-HR-managers. It finds that using selection and technology-based recruitment is not an option, but rather a need for any company’s success. It also discusses the study’s inferences and research objectives for the future.

Article 7

McCarthy, J. M., Bauer, T. N., Truxillo, D. M., Anderson, N. R., Costa, A. C., & Ahmed, S. M. (2017). Applicant perspectives during selection: A review addressing “So what? “What’s new?” and “Where to next?”. Journal of Management, 43(6), 1693-1725.

The paper offers an all-inclusive but critical overview of research released since 2000 on candidate responses to selection techniques. When the Journal of Management published the final major review paper on applicant reactions. McCarthy begins by examining the most common critiques leveled at the field to establish if the employer and individual reactions to applicants are relevant. Following that, a full and extensive assessment of applicant response research is conducted, focusing on four areas of growth: expanding the theoretical lens, internationalizing applicant reaction research, evolving boundary conditions, and incorporating new technologies into the selection arena. Stronger study designs are being used in the field, with studies combining more control, larger dimensions, and numerous time points. There’s also evidence that applicant reactions have a major effect on attitudes, intentions, and behaviors.

Article 8

Holm, A. B., & Haahr, L. (2018). E-recruitment and selection. In e-HRM (pp. 172-195). Routledge.

Holm and Haahr provide an overview of e-recruitment and selection processes in the essay, as well as examine the usage of technology throughout the hiring process. In many businesses, the use of communication and information technology has transformed the e-selection and recruitment function, converting it into a place and time-independent process of evaluating and sourcing contenders. Organizations use social media, websites, and job portals to find people, and they use online assessment and computerized techniques to choose the best-qualified individuals. Similarly, their connection with job seekers has moved to the internet and is often done using applicant tracking systems, which allow hiring managers to track and evaluate prospects using mobile technology.

Article 9

Pan, Y., Froese, F., Liu, N., Hu, Y., & Ye, M. (2021). The adoption of artificial intelligence in employee recruitment: The influence of contextual factors. The International Journal of Human Resource Management, 1-23.

Although artificial intelligence has been hailed as a valuable instrument in human resource management, only a few research has been done on the topic. To better understand the restraints and facilitators of firms’ AI embrace behavior during staff employing, the study coupled the transaction cost theory with the technology, group, and situation model from data systems study. The findings of a study of 297 Chinese businesses are reported in the paper, and they reveal that organizations’ insights of AI complexity hinder AI embrace, whereas technology regulatory and competency backing favor it. The proportional benefits of AI technology, organization size, or industry have little bearing on AI usage. Transaction costs also have a controlling result on the influence of technical density and organizational technological capability, according to the findings.

Article 10

El Ouirdi, M., El Ouirdi, A., Segers, J., & Pais, I. (2017). Technology adoption in employee recruitment: The case of social media in Central and Eastern Europe. Computers in human behavior, 57, 240-249.

many organizational roles, including human resource management, are increasingly utilizing social technologies. According tiEl Ouirdi et al. (2017) investigated the usage of social media in worker selection and recruiting in Eastern and Central Europe in their study. The Unified Theory of Acceptance and Use of Technology (UTAUT) was employed in their research, which was expanded to incorporate the effect of the educational level and recruiters’ managerial position no technology adoption. The UTAUT’s fundamental hypotheses, namely the positive effect of effort expectancy, social influence and performance expectancy on behavioral intention, as well as the beneficial effect of behavioral intention and facilitating conditions on usage behavior, were found to be supported by the findings. Many interaction effects were induced by the recruiters’ traits, as expected, but none of them had an impact on the facilitating conditions.

Summary

A common factor that is reviled by most of these articles is that t also technology is a vital thing in ensuring the process of recruitment and selection is carried out effectively and efficiently. The use of technology reduces the effort of recruiters and applications. Technology enhances branding through doing its hire through social. Also, the articles showed that e-recruitment changes the traditional recruiting procedure into a collaborative, space and time-independent hiring procedure which is a very promising thing for the companies to thrive. further many of the authors of these articles come to a consensus of technology impact in reducing both the cost and time of this process.

Conclusion

Technology is a vital process in recruitment and selection as shown by all the above studies. Technology affects the recruitment process in terms of improved quality and efficiency. Many organizations have done a lot in ensuring the adoption of integrated technology at the workplace to be able to tech-first modern workers. Even if technology is easing the process of recruitment and selection not all organizations benefit from this advancement. The main reason for this is poor and limited knowledge on which technology to use and at what time. Therefore, it would be important for an organization to conduct research on which type of technology is best for them to ensure maximum benefit for them.

References