Managemnt review

Managemnt review Order Description Please use the resource below: Boswell, W. R., Roehlin" rel="nofollow">ing, M. V., LePin" rel="nofollow">ine, M. A., & Moynihan, L. M. (2003). Individual job-choice decisions and the impact of job attributes and recruitment practices: A longitudin" rel="nofollow">inal field study. Human Resource Management, Vol. 42, No. 1, Pp.23-37. Use the resource and answer the question below 1. What was the purpose of the article (i.e., what issues were examin" rel="nofollow">ined)? 2. Describe the methods used by the researchers to examin" rel="nofollow">ine their questions of in" rel="nofollow">interest (i.e., what type of data did they collect and how did they collect it). 3. Evaluate the potential limitations of their approach. 4. In bullet-poin" rel="nofollow">int form, outlin" rel="nofollow">ine and briefly describe the main" rel="nofollow">in fin" rel="nofollow">indin" rel="nofollow">ings of the research. You should not need more than 6 or 7 bullet poin" rel="nofollow">ints. 5. Read the Case Study “Graduate Recruitment at Jameson Management Consultants” that appears on the next page. Based on the evidence presented in" rel="nofollow">in the Boswell, Roehlin" rel="nofollow">ing, LePin" rel="nofollow">ine, and Moynihan article (2003), how effective are the two additional strategies suggested by the HR manager (in" rel="nofollow">in the case study) likely to be? Outlin" rel="nofollow">ine at least three other strategies that the HR manager could use to in" rel="nofollow">increase the number of candidates that accept Jameson’s job offers. Make sure to lin" rel="nofollow">ink your suggestions to fin" rel="nofollow">indin" rel="nofollow">ings from the Boswell et al (2003) study. Case Study: Graduate Recruitment at Jameson Management Consultants Jameson is a promin" rel="nofollow">inent Australian-based management consultin" rel="nofollow">ing company. Each year the company conducts a graduate recruitment program with the aim of recruitin" rel="nofollow">ing 20 new university graduates for their various offices around the country. In order to attract the best candidates, Jameson typically starts their recruitment process early in" rel="nofollow">in the year and contin" rel="nofollow">inues recruitin" rel="nofollow">ing until all 20 positions have been filled. The recruitment process starts with advertisements that are placed on noticeboards in" rel="nofollow">in the careers advisory centres of universities and emailed to graduatin" rel="nofollow">ing students in" rel="nofollow">in all Schools and Faculties via the careers centres. Jameson also participates in" rel="nofollow">in university job fairs in" rel="nofollow">in order to meet and have one-on-one conversations with potential candidates. Fin" rel="nofollow">inally, Jameson conducts a comprehensive recruitment process that in" rel="nofollow">involves campus in" rel="nofollow">interviews followed by site visits for shortlisted candidates. Jameson uses various strategies to try to attract the best candidates, with particular emphasis on (i) communicatin" rel="nofollow">ing the strengths of the company to candidates and (ii) makin" rel="nofollow">ing the candidates feel that they are important to the company. Jameson’s strengths in" rel="nofollow">include: a culture that is flexible and highly attractive for employees to work in" rel="nofollow">in, the many opportunities for advancement within" rel="nofollow">in the firm, the extensive amount of train" rel="nofollow">inin" rel="nofollow">ing provided for new graduates, and in" rel="nofollow">initiatives designed to promote work/life balance. The company signals these attributes to candidates as part of the in" rel="nofollow">initial advertisements and then throughout the recruitment process. For example, company representatives are in" rel="nofollow">instructed to highlight all these attributes as part of dialogues with potential recruits durin" rel="nofollow">ing university fairs and campus in" rel="nofollow">interviews; and these attributes are also emphasised when candidates meet with various organisational constituents (in" rel="nofollow">includin" rel="nofollow">ing senior managers) as part of site visits. To further rein" rel="nofollow">inforce the flexibility of the company, no deadlin" rel="nofollow">ine for acceptance is imposed once an offer is made to the candidate. Additionally, to make the candidates feel that they are important to the firm, Jameson keeps in" rel="nofollow">in regular contact with them durin" rel="nofollow">ing the recruitment process, is quick to respond to any queries, and makes sure that it comes across as generous and well-organised in" rel="nofollow">in its dealin" rel="nofollow">ings with candidates as part of site-visit arrangements. Based on the large number of graduates who apply for their recruitment program each year, Jameson’s approach has evidently been successful in" rel="nofollow">in attractin" rel="nofollow">ing candidates. Nevertheless, Jameson feels that it could do better in" rel="nofollow">in terms of the recruitment process as many of the candidates who are offered positions do not accept and in" rel="nofollow">instead accept positions from Jameson’s competitors. Furthermore, subsequent conversations with these candidates in" rel="nofollow">indicate that they were not dissatisfied with Jameson but rather were attracted by what the competitors had to offer. In response to this, the HR manager at Jameson has developed two additional strategies that the manager hopes will in" rel="nofollow">increase the number of candidates that accept Jameson’s offer (rather than goin" rel="nofollow">ing to a competitor). First, Jameson has recently in" rel="nofollow">increased the level of (non-monetary) benefits that it provides to employees, and the HR manager in" rel="nofollow">intends to in" rel="nofollow">include this as part of the list of strengths that are communicated to candidates. Second, the HR manager wants to in" rel="nofollow">invest more money in" rel="nofollow">in selectin" rel="nofollow">ing and train" rel="nofollow">inin" rel="nofollow">ing its in" rel="nofollow">interviewers. Currently, in" rel="nofollow">interviewers for Jameson are considered well above average by in" rel="nofollow">industry standards but the HR manager believes that havin" rel="nofollow">ing the very best in" rel="nofollow">interviewers could be a major source of competitive advantage for Jameson over competitors in" rel="nofollow">in the future years.