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This study aimed to study the association between organizational attractiveness, intrinsic motivation, perceived novelty, trust in the process, and the intention to apply, engage, and finish an artificial intelligence recruitment and selection process. It was also tested whether having already had the experience of having been involved in a recruitment and selection process using artificial intelligence moderated these relationships. The sample for this study consisted of 299 participants. The results indicate that organizational attractiveness and perceived novelty are positively and significantly associated with applying to, getting involved in, and completing the recruitment and selection process using artificial intelligence for participants aged between 45 and 54. For participants aged between 35 and 44, trust in the process significantly affects their intention to apply to, get involved in, and complete the recruitment and selection process using artificial intelligence. Intrinsic motivation did not prove to be a significant predictor of the intention to apply to, get involved in, and complete the recruitment and selection process using artificial intelligence. [ABSTRACT FROM AUTHOR]

In recent years, schools have investigated recruitment and selection practices to contribute to teacher performance, demonstrating that they value them. This quantitative study aimed to examine the impact of recruitment and selection practices on the performance of public secondary teachers in Phnom Penh, Cambodia, and the relationship between recruitment and selection and teacher performance. Our findings indicate that recruitment and selection impact teacher performance through processes and methods. It demonstrates the relationship between recruitment and selection and teacher performance through its critical exploration. The implications for our research contribute to recruitment and recruitment processes and methods that lead to teacher performance and the relationship between recruitment and teacher performance. The findings suggest a policy implication that there needs to be a greater need to improve recruitment and selection policies to enhance teacher performance. This study underlines the importance of recruitment and selection processes and methods as academic sources for researchers.

The implementation of village government cannot be separated from the role of village officials in realizing public services and good governance. Recruitment and selection of village officials need to be carried out strictly to obtain quality human resources. This study aims to describe the recruitment and selection patterns of village officials in Sidoarjo Regency. The research method used is descriptive with a qualitative approach. Data were collected through interviews, observation and documentation. Data analysis used the Miles and Huberman interactive model including data collection, reduction, and presentation, as well as conclusion drawing. The results showed that the pattern of recruitment and selection of village officials included the stages of announcement, administrative selection, examination, announcement of examination results, and inauguration. The online exam was preceded by a server trial before implementation. The exam consisted of three types of questions, namely general knowledge, nationality, and government, including 100 questions. The results of the exam are announced in the form of scores and rankings of participants as well as the position chosen. Participants who pass the exam are then officially inaugurated as village officials.

The aim of this study was to add to the expanding academic discussion on what is known as "socially responsible human resource management" (SR-HRM) and how it is affected by three dimensions of HR: recruitment and selection, training and development, and reward. A mixed method was applied in this study, including both qualitative and quantitative methods. The qualitative approach included twenty individual interviews focused on groups from different industries in Egypt, including aviation and electric applications, mainly employees in touch with strategy, CSR, and ISO. The second approach was crosssectional, and a quantitative approach was applied, including a quantitative survey distributed to 200 employees of 10 Egyptian casting companies. The study concluded that green human resource practices, green recruitment and selection, green training and development, and green rewards helped implement SR-HRM effectively. Furthermore, when HRM strategy considers the concept of SR-HRM, it provides a clear direction for implementing Green HRM. Green HRM and SR-HRM post promotion to ISO accreditation. This study is unique in presenting the concept of Green HRM practices and their embedding in SR-HRM as a new concept in the literature. Although these two concepts, SR-HRM and Green HRM, have been covered, in the existing literature, there is insufficient coverage and analysis of these topics. [ABSTRACT FROM AUTHOR]

In an era characterized by rapid changes and uncertainty, organizational resilience emerges as a critical factor for the survival and prosperity of businesses. Confronted with a progressively volatile and unpredictable organizational landscape, an organization's capacity to swiftly and effectively address challenges and adapt to changes becomes indispensable. This paper investigates the role of strategic human resource management (SHRM) practices and organizational culture (OC) in enhancing organizational resilience (OR). The research employed a questionnaire distributed to 501 employees within public institutions, with data analysis conducted using structural equation modeling. The study assesses the direct effects of SHRM practices on organizational resilience while also investigating the mediating effects of organizational culture on the relationship between these practices and resilience. The primary findings highlight both the direct and indirect impacts of SHRM practices on organizational resilience. The study underscores the importance of adopting an integrated approach, wherein SHRM practices and organizational culture are strategically aligned to bolster organizational resilience and secure sustainable success in a dynamic and turbulent organizational landscape. [ABSTRACT FROM AUTHOR]

In recent decades, Artificial Intelligence has seen a significant development, which has enabled the automation of several fields, including that of human resources, substantially changing the role of recruiters and professionals in the field. However, there are few studies that explore recruiters' perceptions of the use of AI-based technology (Horodyski, 2023) and even less research in the literature that examines the candidate's perspective. Thus, through the present study I aim to analyze the perception of candidates towards the recruitment and selection process that uses AI tools and, more precisely, the impact of factors that may influence this perception. Also, in this study, I aim to exclusively analyze the perception of people from generation Z. This choice is justified by the fact that generation Z is the most recent to enter the labor market. The research question is to what extent are the young generation Z willing to use artificial intelligence in the recruitment and selection process, when they want to be employed? We adopted a quantitative method, collecting data through a questionnaire applied through the snowball method. Data analysis included descriptive statistics, correlational analyses, and Mann-Whitney nonparametric tests. The results demonstrated that the use of social networks can be a factor that can influence the intention to participate in an AI-based recruitment and selection process, and the degree of trust towards artificial intelligence is the most influential factor. [ABSTRACT FROM AUTHOR]

Copyright of Revista Producao Online is the property of Associacao Brasileira de Engenharia de Producao and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Artificial intelligence is the fastest growing field in the digital technology industry. Every industry is trying its best to shift its processes to AI based machines. Among these industries the HRM is one of which is adopting these. This study aims to examine the impact of the artificial intelligence on the HRMR practices of the business sector of the Pakistan. A quantitative approach was adopted to analyze the study. The data was gathered from the 300 business managers of the Pakistan two cities Karachi and Lahore by purposive sampling. Data was gathered from a closed ended questioner which was designed on Google forms. The gathered data was analyzed using a technique based on the Partial Least Square with the help of the software named as SmartPLS. From the results of this study, it was found that there are four major HRM practices exist in the business sector of Pakistan named as recruitment and selection, training and development, performance appraisal and compensation and benefits. Results reveals that these all the majors HRM practices are highly impact by the artificial intelligence technology in the upcoming future. This is also recommended to the business sector of the Pakistan to adopt AI based application more and more in their operations especially in HRM. [ABSTRACT FROM AUTHOR]

Orientation: Although talent is a strategic asset for achieving organisational success, most higher education institutions (HEIs) struggle to attract talented academics required to compete. Research purpose: The primary purpose of this study was to examine talent attraction practices that create a competitive advantage for South African HEIs. Motivation for the study: The study was necessary to enhance the competitiveness of HEIs through talent attraction practices such as recruitment and selection, job analysis and employer branding. Research approach/design and method: The concurrent mixed-methods approach was used to analyse the quantitative and qualitative data independently. A sample size of 347 was selected from three South African HEIs. However, the data were collected from only 277 respondents using questionnaires (265) and interviews (12). The quantitative data were analysed using Statistical Package for the Social Sciences (version 27.0) and Analysis of Moment Structures (version 29.0). The qualitative data were analysed using thematic analysis. Main findings: The quantitative results showed a significant positive relationship between recruitment and selection, job analysis, employer branding and competitive advantage. The qualitative findings confirmed that talent attraction strategies created a competitive advantage for HEIs by hiring highly talented employees. Practical/managerial implications: The research findings could be a viable tool to create value for HEIs by adopting different talent attraction strategies to acquire highly talented employees. Contribution/value-add: This study sheds more light on the talent attraction practices that create value for HEIs.

BackgroundThe COVID-19 pandemic caused graduate medical education (GME) programs to pivot to virtual interviews (VIs) for recruitment and selection. This systematic review synthesizes the rapidly expanding evidence base on VIs, providing insights into preferred formats, strengths, and weaknesses.MethodsPubMed/MEDLINE, Scopus, ERIC, PsycINFO, MedEdPublish, and Google Scholar were searched from 1 January 2012 to 21 February 2022. Two authors independently screened titles, abstracts, full texts, performed data extraction, and assessed risk of bias using the Medical Education Research Quality Instrument. Findings were reported according to Best Evidence in Medical Education guidance.ResultsOne hundred ten studies were included. The majority (97%) were from North America. Fourteen were conducted before COVID-19 and 96 during the pandemic. Studies involved both medical students applying to residencies (61%) and residents applying to fellowships (39%). Surgical specialties were more represented than other specialties. Applicants preferred VI days that lasted 4-6 h, with three to five individual interviews (15-20 min each), with virtual tours and opportunities to connect with current faculty and trainees. Satisfaction with VIs was high, though both applicants and programs found VIs inferior to in-person interviews for assessing 'fit.' Confidence in ranking applicants and programs was decreased. Stakeholders universally noted significant cost and time savings with VIs, as well as equity gains and reduced carbon footprint due to eliminating travel.ConclusionsThe use of VIs for GME recruitment and selection has accelerated rapidly. The findings of this review offer early insights that can guide future practice, policy, and research.

This study aimed to study the association between organizational attractiveness, intrinsic motivation, perceived novelty, trust in the process, and the intention to apply, engage, and finish an artificial intelligence recruitment and selection process. It was also tested whether having already had the experience of having been involved in a recruitment and selection process using artificial intelligence moderated these relationships. The sample for this study consisted of 299 participants. The results indicate that organizational attractiveness and perceived novelty are positively and significantly associated with applying to, getting involved in, and completing the recruitment and selection process using artificial intelligence for participants aged between 45 and 54. For participants aged between 35 and 44, trust in the process significantly affects their intention to apply to, get involved in, and complete the recruitment and selection process using artificial intelligence. Intrinsic motivation did not prove to be a significant predictor of the intention to apply to, get involved in, and complete the recruitment and selection process using artificial intelligence.

This study aimed to examine the influence of talent management practices (recruitment and selection, training and development, rewards and compensation) on employee retention and employee performance in Jordanian service organizations. A questionnaire was adopted and distributed among the employees in the service organizations in Jordan; the study’s respondents were 267 employees from service organizations (telecommunication firms, banks, and tourism firms). SmartPLS 3 was used to analyze the data and to examine the measurement and structural models. The findings of the study indicated that rewards and compensation significantly and positively affected employee performance (t = 2.558) and employee retention (t = 5.336). Similarly, recruitment and selection significantly and positively influenced employee performance (t = 2.208) and employee retention (t = 5.822). Training and development also significantly and positively affected employee performance (t = 2.288) and employee retention (t = 2.699). The results suggest that implementing talent management practices (recruitment and selection, training and development, and rewards and compensation) can improve employee retention and performance in Jordanian service organizations.

The use of LinkedIn as a tool in the recruitment and selection process has become routine in human resource management. However, a major drawback of such an approach is the lack of systematic and rigorous inferences on the psychological characteristics of the candidates. Calls have been made by scholars for further research on the psychometric guarantee of LinkedIn as a tool in the selection process. This study adopts signalling theory as a framework for exploring how LinkedIn profile information signals a candidate’s soft skills. Using a sample of 169 ITC professionals, through a cross-sectional design, soft skills were measured by means of a self-report questionnaire and LinkedIn profiles were assessed using rubrics for measuring the LinkedIn Big Four. Our findings demonstrate that LinkedIn Big Four Breadth of Professional Experience and Social Capital are valid signals of leadership, communication, problem solving, entrepreneurial and commercial thinking, planning and organization, and teamwork. We discuss the practical and theoretical implications of our results.

The use of LinkedIn as a tool in the recruitment and selection process has become routine in human resource management. However, a major drawback of such an approach is the lack of systematic and rigorous inferences on the psychological characteristics of the candidates. Calls have been made by scholars for further research on the psychometric guarantee of LinkedIn as a tool in the selection process. This study adopts signalling theory as a framework for exploring how LinkedIn profile information signals a candidate's soft skills. Using a sample of 169 ITC professionals, through a cross-sectional design, soft skills were measured by means of a self-report questionnaire and LinkedIn profiles were assessed using rubrics for measuring the LinkedIn Big Four. Our findings demonstrate that LinkedIn Big Four Breadth of Professional Experience and Social Capital are valid signals of leadership, communication, problem solving, entrepreneurial and commercial thinking, planning and organization, and teamwork. We discuss the practical and theoretical implications of our results. [ABSTRACT FROM AUTHOR]

This paper examined the relationships between recruitment and selection practices with business performance in the manufacturing sector using the Small and Medium Enterprises (SMEs) in the Lagos metropolis as the unit of analysis. It identified employee referral, job vacancy advertisement, employment agency and employee promotion as the most commonly used recruitment and selection practices in the manufacturing SMEs' environment. The study made use of a questionnaire administered to 288 respondents and the results obtained showed that the vacancy advertisement and employment agency have a moderate relationship with business performance while employee promotion has a weak relationship with business performance while employee referral has a negative relationship with business performance. Regression results also indicated a positive relationship between combined recruitment and selection practices and business performance. It was concluded that the management of SMEs should prioritise employment agency among the recruitment and selection practices since it was found to have a more decisive influence on business performance. Thus, having the patronage of the employment agency with sound personnel policies that will be costeffective and outline human resource requirements is recommended. [ABSTRACT FROM AUTHOR]

The purpose of this study was to identify the drivers of recruitment and selection of elites in the first step, and in the next step, its validation in the Armed Forces universities based on a mixed research and descriptive-exploratory method. First, based on the grounded theory method, the model-forming impulses are identified by open-coding, and then, using the axial and selective coding, the model is presented. Also, the model is validated among the study population by structural equation modeling. The statistical population included experts and for validation of the model, included duty elites introduced by the National Elite Foundation to Armed Forces universities in 1399-1400. . The statistical sample of experts up to the theoretical saturation stage is 14 people in a purposeful judgment method and for the model validation stage, 175 people based on the sample size rules in the structural equation method has been selected. Data collection tools included semi-structured interviews for the modeling stage and a questionnaire with a five-point Likert scale for the validation stage. The results of the qualitative part led to the identification of the drivers of maximum elite recruitment and selection in the form of a research model, and in the end, a theory based on 15 theorems was created. The findings of the quantitative section also confirmed the validity of the structural model of the research and the research hypotheses (except for Hypotheses 5, 8, 9, 10, and 14).

Purpose - The specific objectives were to determine the extent to which re-cruitment and selection and, training and development affect job satisfac-tion, and evaluate the impact of recruitment and selection, training and de-velopment on SMEs' job satisfaction using motivation as a mediating factor. Design/methodology - The data were collected from 367 microfinance staff in the Greater Accra Region, Ghana, using a survey design and a question-naire. IBM SPSS analyzed the data for descriptive statistics and AMOS for the structural equation model (SEM) to study relationships among the variables. Findings - The study found that recruitment and selection, and training and development positively linked job satisfaction. Furthermore, the study re-vealed that recruitment and selection and, training and development had lit-tle impact on employee work satisfaction. Motivation does not mediate the job satisfaction of SME employees. According to the research, job satisfaction necessitates recruiting, selection, training, and development. Limitations of the study – The context of this study was limited to micro-finance institutions within the Greater Accra Region, Ghana. Besides, the scope was also limited to recruitment and selection and training and devel-opment and how they affect job satisfaction as mediated by motivation. Practical Implications - This research contributes to our understanding of the elements that determine employee job satisfaction The findings will help microfinance attract and choose the right people for success. Originality/Value – In an emerging country like Ghana, this study employed a unique technique to evaluate employee job satisfaction in microfinance firms. The study investigated the impact of job satisfaction on planned re-cruitment and selection, training and development, and motivation.

The large size and function of the Lebanese civil service emphasize the significant value of civil service performance and equal employment opportunities. Generally, it is hard to attest to discrimination in recruitment because it is hidden in informal practices. Also, the selection process and the probable discrimination incident usually differ from one job seeker to another. This study investigates and analyzes the impact of confessional diversity on recruitment and selection, affective commitment, and career satisfaction in the Lebanese Ministry of Finance, where 195 questionnaires were distributed to different department employees. The proposed model is analyzed with partial least squares (PLS) path modeling in Smart PLS 3.0 software. [ABSTRACT FROM AUTHOR]

This work aims to demonstrate the effectiveness of the recruitment and selection process through digital platforms. The world is going through processes of evolution, and the way of hiring and the process of recruiting and selecting people to occupy new positions in companies, also went through these evolutions. Becoming a management model with greater strategy and technology, enabling organizations to understand the importance of platforms as a tool that assists in the hiring process. Although many companies carry out face-to-face tests, interviews and CV evaluations, it is the digital platforms that decide, facilitate and streamline these processes. Digital platforms are business models that work by connecting professionals and companies, allowing the discovery of hitherto unknown talent. It is also perceived that digital platforms are seen as a fundamental complement in the way of selecting, identifying, and locating the most suitable candidate for the most diverse vacancies offered, for this reason it is considered a valuable tool for organizations, minimizing time and maximizing gains in all aspects that make up the stages of the process. As for the methodology, the bibliographical research through books and articles by specialists in the subject addressed herein stands out. [ABSTRACT FROM AUTHOR]

Technological evolution changes the day-to-day of organizations, bringing them new challenges that lead to changes in processes, including HR. This article aims to identify the benefits of using digital tools in the recruitment and selection process, with the aim of demonstrating the evolution of the process, the most used digital tools and the gains obtained with the use of technologies in the recruitment and selection process. For that, a qualitative process of literature review and also exploratory was used as a methodology, which is fundamentally the research and analysis of the empirical world in the natural environment. Thus, it can be confirmed in the research that this process brought several benefits of agility, access to a greater number of candidates, in addition to cost reduction, including the use of Artificial Intelligence, which create value for the company, being able to increase the visibility of the organization in the market, increase the ability to attract talent and improve the company's image. [ABSTRACT FROM AUTHOR]

The purpose of this study was to determine the effect of recruitment and selection, remuneration and rewards, as well as training and development on employee retention mediated by the big data predictive analytics variable. The method in this study uses a quantitative method which is an approach, an assessment based on numbers using statistical calculations. The samples in this study were employees of PT Addis Citra with a total of 145 respondents. The data collection technique used in this study was a questionnaire or questionnaire. While the data analysis in this study used the Structural Equation Model (SEM) with the AMOS 26 program. The research results obtained show that the variables of recruitment and selection, remuneration and rewards, and training and development have an effect on big data predictive analytics. Furthermore, big data predictive analytics variables affect employee retention, and big data predictive analytics has a mediating role in influencing recruitment and selection, remuneration and rewards as well as training and development on employee retention. [ABSTRACT FROM AUTHOR]

Even though recruiters' practise of searching for information online during recruitment and selection has been a contested practise, owing to the risk of discrimination and privacy intrusions as well as poor evidence for its ability to predict work performance, it is used in recruitment. In this article, our aim is to understand how 'professional talk' is used as a discursive resource to legitimize contested practises such as the practise of cybervetting by recruiters. The study is based on interviews with 37 recruiters in Sweden, all of whom had experience of cybervetting jobseekers. We found that professional talk was linked to objectivity and being unemotional, having knowledge about recruitment methods and the ability to distinguish between relevant and irrelevant information. In relation to the theory on professional talk, our study contributes with empirical evidence for the normative function of professional talk. Using cybervetting, as a case of legitimizing controversial practises, we provide a theoretical contribution to the theory on professional talk by illustrating how professional talk not only fills a disciplinary function by restraining a practise but also by enabling, legitimizing and providing discursive frames for how it can be performed. [ABSTRACT FROM AUTHOR]

Three influential theories are used to understand why employers value and seek out educational credentials in hiring. Qualifications can function as proof of productive skills (Human Capital Theory), as a signal of desirable characteristics (Signalling and Screening theories) or as a means for social closure (Closure Theory). Although these explanations are not necessarily mutually exclusive, they tend to be presented as alternatives in the literature This article aims to better understand why employers value Higher Education degrees within the labour market by assessing these theoretical explanations in particular in cases where employers do not value HE credentials highly. It draws on semi-structured interview data with external recruitment consultants in England (N = 45). The article finds support for each of the three theoretical perspectives. Yet, the findings demonstrate that employers' reasoning can include more than one of the three theoretical perspectives, creating hybrid forms. The article evaluates the implications for the positional competition for graduate jobs. [ABSTRACT FROM AUTHOR]

The work aims to understand the importance of the recruitment and selection process for efficient business management in micro and small companies. Companies are looking for rapid economic and organizational growth, so a team of skilled people who are aware of their role is needed. Through an efficient management of people, a good process of recruitment and selection can be established and, consequently, the admission of qualified and prepared professionals to work in the local market. Having only technical preparation nowadays doesn't mean much. It's important, but it's not what makes the difference when hiring. The human resources area, that is, people management, nowadays, in addition to demanding technical competence from candidates, seeks people with skills and attitudes that are very specific to the needs of the company that demands the vacancy. As a methodology, bibliographic research was mainly used, through books and articles related to the topic in question. After the research, it became clear that the entire organization is made up of people, such as micro and small companies. Therefore, an efficient recruitment and selection process is essential to assemble the best team and together contribute to the company's success and success in the segment in which it operates. [ABSTRACT FROM AUTHOR]

This paper examines the impact that HR recruitment and selection policies and procedures have on organisational performance at the Ghana-India Kofi Annan Centre of Excellence in ICT (AITI-KACE). Drawing from a sample of 39 respondents, the study used the sequential explanatory mixed method design. Quantitative data and analysis were obtained using questionnaires. Qualitative data and analysis were obtained through interviews and focus group discussions. Results from the study revealed that AITI-KACE has a policy on recruitment and selection, which the organisation mostly adheres to. The sources of recruitment and selection were both internal and external. The results also revealed a significant link between recruitment and selection practices on organisational performance. The outcome of the study further showed that there was no significant link between recruitment and selection practices and the employment of competent staff. Political and socio-economic elements are primary influences on the selection of candidates. The study proposed that all prospective workers should be handled equally throughout the recruitment and selection processes. The study further recommended that formal guidelines and procedures on the recruitment and selection processes are appropriately adhered to, to guarantee that the best and most deserving workers are engaged. [ABSTRACT FROM AUTHOR]

Copyright of Tijdschrift voor Arbeidsvraagstukken is the property of Amsterdam University Press and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: The research empirically investigates the effect of human resource management practices (HRMP), consisting of recruitment and selection, reward as well as recognition, training, performance appraisal (PA) and career development on affective commitment (AC) among employees working for micro, small and medium enterprises (MSME) in Tirupur, the commercial hub of India. This study develops a better understanding of employer–employee exchange relationships by drawing on the theoretical framework of social exchange theory. Design/methodology/approach: A structured questionnaire was employed to conduct survey-based research on 210 personnel, comprising managers, supervisors and employees. A questionnaire that used a set of 35 pre-existing items was adapted from prior studies to measure each latent variable, with slight alterations to fit the Indian context. It was then analysed with SMART PLS and the Statistical Package for the Social Sciences (SPSS), which included descriptive statistics, analysis of variance and structural equation modeling. Findings/results: The findings established a substantial positive association between AC and component-by-component evaluation of HRMP. In comparison, career advancement was observed to be the most important predictor of AC, followed by reward and recognition. Practical implications: Micro, small and medium enterprises are the fastest-growing revenue-generating and job-creating sector. Therefore, well-designed and executed HRMP in these organisations will nurture AC by lowering turnover besides absenteeism, while improving employee performance. This research will be extremely useful to stakeholders in any emerging nation who seek to expedite their organisation’s development by strengthening human-resource competencies. Originality/value: This study is unique in the context of developing countries, as the impact of HRMP on AC in MSME has not been well addressed. The author’s contribution extends to the scant literature available on MSMEs.

The presence of nepotism and favoritism during recruitment and selection has become a major concern for developed and developing countries. Based on the social exchange theory, a framework was developed to evaluate contextual performance, adaptive performance, and task performance due to recruitment and selection practices in an organization. The study also investigated nepotism and favoritism as mediating variables between recruitment and selection, contextual performance, adaptive performance, and task performance. Moreover, data from 384 respondents working in tertiary care hospitals in Pakistan was collected and analyzed using confirmatory factor analysis and structural equation modeling. The study found that recruitment and selection substantially impact contextual performance, adaptive performance, and task performance. The study also found that nepotism and favoritism have a mediating effect on job performance. Furthermore, the current study is of significance for hospital managers to formulate strategies to overcome this phenomenon, particularly in the recruitment and selection process, which affects the healthcare employee’s performance.

In this commentary, we argue that studying vulnerable workers can challenge the established norms of organizational research, which mostly focuses on non-vulnerable employees. We highlight the significant differences in the experiences of vulnerable workers, which profoundly impact their professional lives, and often defy current organizational theories and research findings. Additionally, we explore how traditional beliefs in recruitment and selection, career development, organizational support, and identity management research may not apply well to vulnerable workers due to their unique challenges. We strongly advocate for a shift in the fundamental assumptions and paradigms of organizational scholarship to better accommodate and accurately represent the perspectives of this often-overlooked workforce. • We emphasize the persistent challenge of workplace inequality, highlighting the realities faced by vulnerable workers. • We challenge "known truths", or established research findings in organizational scholarship. • The traditional assumptions in organizational scholarship may not apply to vulnerable workers. [ABSTRACT FROM AUTHOR]

The human resource is the face of an organization. The field of HR has transformed from traditional to techno-driven and business oriented than ever. In order to stay competitive, the human resource professionals are considered as ‘business partners’ in the changing global scenario. The HR department works as a key link between the employer and employees. There is a close association noticed between the employee satisfaction and performance management, profitability, sustainability leading to organizational effectiveness altogether. The present article aims to demonstrate the HR practices that are prevailing in the organization and their impact on the employee satisfaction in it by putting the mediating role of the employer’s branding. The researcher has conducted the survey among the various organization across the country through the structured questionnaire and collected 150 responses from the different zones of the India. It is found that there are mainly four factors of the HR practices that had been measured under this study i.e. Recruitment and Selection, Employee Involvement, Training & Development, Employer’s Branding by applying the mean score value for them and to check their impact on their Employee satisfaction, it had been noticed significant impact of all the four factors of HR practices in the organization. The author has used the regression method in this regard. The study is unique and significant as it deals with changing scenario of HR linking employees and employer for better future prospects and sustainable development point of view. [ABSTRACT FROM AUTHOR]