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This article describes how the uses of websites to recruit and communicate with job-seekers is a well-established practice that has been increasing in frequency. How the website functions can influence job-seekers' perceptions of how well they will fit into the organization as well as match the requirements of a specific open position. The primary research question in this article is how job-seekers' fit perceptions obtained from using the recruitment website, influence their website satisfaction and intentions with respect to the organization. To explore this question and others, a theoretical model with corresponding hypotheses was developed. The empirical analysis of the theoretical model used 199 questionnaire responses and structural equation modeling. The findings offer support for the view that the website's content, job-seeker knowledge of the organization, and the job-seeker's social network influence positively perceptions of fit to the organization and the job in meaningful ways.

This study surveys active labor market programs (ALMPs) in selected countries of the Middle East and North Africa (MENA) region, identifies key challenges to their effective and efficient delivery, and proposes a policy framework for reforming public service provision. This study draws on data collected through surveys administered to public social, employment, and education agencies in selected MENA countries to identify key constraints and options for reforming publicly provided employment programs. Recent political transitions arising from the Arab Spring have contributed to the deterioration of labor market outcomes in the MENA region. In this context, ALMPs could become an important policy lever to address some of the challenges facing labor markets. These include: joblessness, skills mismatches, lack of labor market mobility, large and expanding informal sector, and lack of formal employment networks. The study also provides specific details on the beneficiaries, targeting, and expenditures of ALMPs during this same period.

Past research on recruitment has shown that employer image predicts job seekers' perceptions of organizational attractiveness. We contribute to this body of work by examining job seekers' reactions to a market-dominant employer that has suffered from a case of corporate social irresponsibility (CSI). We show that job seekers' reaction is buffered in the case of dominant employers' wrongdoing. This effect is stronger for job seekers who are very interested in working in the dominant employers' industry. Market dominance, however, reduces the negative impact of CSI only under certain circumstances. We find that market dominance provides a buffer against the negative effect of CSI only when (1) CSI is directly relevant to the domain of performance of the organization and (2) job seekers feel very certain about their attitudes toward the organization. In two experiments with participants actively looking for employment at the time of study, we tested a model of moderated mediation examining how market dominance and CSI influence perceived employer ethicality and perceived employer competence. These two variables, in turn, explain how job seekers form perceptions of organizational attractiveness. This is the first study to explore how job seekers react to potential employers that are dominant in a market but have suffered from a CSI incident. The study identifies the boundary conditions that explain why sometimes market-dominant employers can emerge relatively unscathed in the eyes of job seekers following CSI. The research opens important managerial implications concerning the recruitment efforts of organizations that have suffered from CSI.

We use recruitment into a laboratory experiment in Kolkata, India to analyze how social networks select individuals for jobs. The experiment allows subjects to refer actual network members for casual jobs as experimental subjects under exogenously varied incentive contracts. We provide evidence that some workers, those who are high ability, have useful information about the abilities of members of their social network. However, the experiment also shows that social networks provide incentives to refer less qualified workers, and firms must counterbalance these incentives in order to effectively use existing employees to help overcome their screening problem.

With over 2 million individuals currently incarcerated, and over half a million prisoners released each year, the large and growing number of men being processed through the criminal justice system raises important questions about the consequences of this massive institutional intervention. This article focuses on the consequences of incarceration for the employment outcomes of black and white job seekers. The present study adopts an experimental audit approach - in which matched pairs of individuals applied for real entry-level jobs - to formally test the degree to which a criminal record affects subsequent employment opportunities. The findings of this study reveal an important, and much underrecognized, mechanism of stratification. A criminal record presents a major barrier to employment, with important implications for racial disparities. 1 Table, 6 Figures, 2 Appendixes, 94 References. (Original abstract - amended)

Purpose Although the role of green recruitment and selection (GRS) has been widely recognised as an important dimension of green human resource management, no study has ever mapped the terrain of GRS and reviewed the literature. The purpose of this paper is to fill this gap while exploring the following questions: How do organisations select candidates in line with their pro-environmental stance? What impact do a company’s corporate environmental sustainability (CES) practices have on attracting pro-environmental job seekers? Design/methodology/approach This paper provides a systematic review of 22 peer-reviewed articles published during the period 2008–2017. The articles were included in the review if they addressed at least one of the two research questions. Findings Some companies choose to apply green criteria when selecting candidates while others do not. In any case, communicating a company’s environmental values and orientation is worth practicing during GRS. Previous studies have identified four mediators (anticipated pride, perceived value fit, expectation of favourable treatment, perceived organisational green reputation/prestige) that intervene between signals of a company’s CES and a job seeker’s perceptions of organisational attractiveness. However, the strength of this effect is influenced by five moderators (pro-environmental attitude, socio-environmental consciousness, desire to have a significant impact through one’s work, environmental-related standard registration, job seeker’s expertise). Originality/value This paper provides the first systematic review of GRS and thus paves the way for future research.

Although it is intuitively plausible that a job seeker benefits by using contacts in her job search, the literature is plagued by theoretical disagreements and inconclusive empirical evidence. Single-firm studies consistently find that job seekers applying through referrals achieve better labor-market outcomes than job seekers applying without referrals, but the evidence from job-seeker studies is mixed. To solve this puzzle, we clarify the distinction between having social capital and using contacts as a search method. We present theoretical reasons to suggest that the lack of an association between a job seeker's social capital and whether or not she uses social networks to search for a job should not be taken to imply that job seekers who use social networks to search for jobs do not benefit from using contacts. We exploit a strategic research setting, the school-to-work transition of 291 university graduates who engaged in 3,112 contemporaneous job searches, to show that although a job seeker's social capital may not affect whether or not she uses contacts to search for a job, using contacts as a job-search method does improve her job-search outcomes. We conclude by discussing the implications of our findings for the literature on job search and social networks. This paper was accepted by Jesper Sørensen, organizations.

Tunisians are striving for the opportunity to realize their potential and aspirations in a country that is rich in both human and physical capital, but whose recent economic growth has failed to create enough opportunities in the form of good and productive jobs. This report highlights the main barriers that hinder the Tunisian labor market from providing income, protection, and prosperity to its citizens and proposes a set of labor policies that could facilitate the creation of better, more inclusive, and more productive jobs. The weak economic performance and insufficient and low-quality job creation in Tunisia is primarily the result of an economic environment permeated by distortions, barriers to competition, and excessive red tape, including in the labor market. This has resulted in the creation of a insufficient number of jobs, especially in the formal sector. To change this situation, policy makers need to address five strategic directives that can promote long-term inclusive growth and formality: foster competition; realign incentives, pay, and benefit packages in the public sector; move toward labor regulations that promote labor mobility and provide support to workers in periods of transition; enhance the productivity of informal workers through training and skills building; and reform existing social insurance systems and introduce new instruments to attain broader coverage.

Purpose This paper aims to understand the two-way interaction between corporate social responsibility (CSR) and the attractiveness of organization to job seekers (AOJS). Design/methodology/approach A system dynamics model is developed in the form of a causal loop diagram (CLD) that explains the CSR-AOJS interaction dynamically. To test the credibility of the developed model, the survey data are used to validate the causal relationships in the CLD. Findings This study found that developing an effective strategy or tool by capturing various essential CSR elements can attract potential job seekers. Originality/value The developed model is relevant to policymakers, decision-makers and managers when strategizing the CSR plan to attract potential job seekers.

PurposeDrawing on signaling and social identity theories, the main objective of this paper is to suggest and validate a research framework to investigate the association of corporate social responsibility (CSR) perceptions with organizational attractiveness by uncovering the underlying mechanism of organizational trust.Design/methodology/approachBy conducting regression analysis, the study hypotheses were tested with the data collected from a snowball convenient sample of 318 potential job seekers.FindingsThe study results revealed that prospective applicants' perceptions about a company's CSR undertakings are significantly associated with their trust in and attraction to the company. Noticeably, organizational trust partially mediated the direct relationship between CSR perceptions and organizational attractiveness.Research limitations/implicationsBased on the study results, some specific theoretical advancements and helpful insights have been highlighted for human resources (HR) practitioners in today's competing organizations. The paper ends by outlining key research drawbacks and directions for possible work in the future.Originality/valueDespite the plausible underlying role of organizational trust in the link between CSR and organizational attraction, empirical studies of this theoretical phenomenon are still lacking in the context of pre-hire recruitment literature. This may be the first study that identifies organizational trust as a salient psychological factor through which job seekers' CSR perceptions become more instrumental in influencing their attraction to a firm.