Handbook of Research on Comparative Human Resource Management
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Handbook of Research on Comparative Human Resource Management

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Edited by Chris Brewster and Wolfgang Mayrhofer

This unique and path-breaking Handbook explores the issue of comparative Human Resource Management (HRM) and challenges the notion that there can be a ‘one best way’ to manage HRM.
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Chapter 6: Recruitment and Selection in Context

Irene Nikandrou and Leda Panayotopoulou

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6 Recruitment and selection in context Irene Nikandrou and Leda Panayotopoulou The process of recruitment and selection is a crucial one, as ensuring the right people to join the workforce helps the organisation meet its shortand long-term objectives. Indeed, both HRM and line managers around the world agree that selecting the right person to fill a job vacancy is an important factor contributing to organisational effectiveness. For the organisation, recruitment and selection imply long-term commitment to a decision that may have a considerable impact on its operations. The context in which organisations operate is changing and the role of the recruitment and selection process is becoming increasingly important. Demographic changes and growing globalisation have led to changes in the labour markets, characterised by a diversified workforce. This raises issues of fairness and equal opportunities in the selection process (Beaumont, 1993). Moreover, the demand for a more flexible, multiskilled labour force and the emphasis on teamwork has led to the adoption of a ‘social process’ or ‘exchange’ model which emphasises the fit of the person with ‘the team or organization’ (Newell, 2005). Recruitment and selection is a two-way decision-making process. The organisation seeks, assesses and decides to make an offer of employment to the candidate, while at the same time, the candidate decides whether to apply and enter into an employment relationship with the organisation. Thus, the whole process involves issues of power, politics, ethics, diversity and equal opportunity, as well as knowledge (Iles, 2007). In this chapter, we will review...

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