- The Oxford Handbook of Human Resource Management
- List of Figures
- List of Tables
- List of Contributors
- Human Resource Management: Scope, Analysis, and Significance
- The Development of HRM in Historical and International Perspective
- The Goals of HRM
- Economics and HRM
- Strategic Management and HRM
- Organization Theory and HRM
- HRM and the Worker: Towards a New Psychological Contract?
- HRM and the Worker: Labor Process Perspectives
- HRM and Societal Embeddedness
- Work Organization
- Employment Subsystems and the ‘HR Architecture’
- Employee Voice Systems
- EEO and the Management of Diversity
- Recruitment Strategy
- Selection Decision-Making
- Training, Development, and Competence
- Remuneration: Pay Effects at Work
- Performance Management
- HRM Systems and the Problem of Internal Fit
- HRM and Contemporary Manufacturing
- Service Strategies: Marketing, Operations, and Human Resource Practices
- HRM and Knowledge Workers
- HRM and the New Public Management
- Multinational Companies and Global Human Resource Strategy
- Transnational Firms and Cultural Diversity
- HRM and Business Performance
- Modeling HRM and Performance Linkages
- Family-Friendly, Equal-Opportunity, and High-Involvement Management in Britain
- Social Legitimacy of the HRM Profession: A US Perspective
Abstract and Keywords
This article provides an overview of the theoretical and empirical contributions that have been made to the literature on recruitment strategy. Recruitment can usefully be defined as ‘those practices and activities carried out by the organization with the primary purpose of identifying and attracting potential employees’. This definition highlights the important difference between two HR functions that are typically seen as indivisible, or at least difficult to distinguish, namely recruitment and selection. Whereas selection is the HR function that pares down the number of applicants, recruitment consists of those HR practices and processes that make this paring down possible — by expanding the pool of firm-specific candidates from whom new employees will be selected.
Marc Orlitzky (Ph.D., University of Iowa) is Associate Professor of Management, Division of Business and Engineering, Pen State Univesity. His research interests include corporate social responsibility, business ethics, strategic human resource management, and organizational and small‐group performance. He serves on the editorial review boards of the Academy of Management Journal and Encyclopedia of Business Ethics and Society and has published several empirical studies of corporate social performance in a variety of publication outlets.
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