Essays on Recruitment and Hiring Process Annotated Bibliography

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The paper "Recruitment and Hiring Process" is a great example of a management annotated bibliography.   The key article in this essay is ‘ The Multiple-Category Problem: Category Activation and Inhibition in the Hiring Process’ by Kulik, Robertson, and Perry (2007). This essay will thus focus on the recruitment and hiring process in an organization. Recruitment and hiring are two of the most critical management functions of the organization and thus they will be fully addressed. Six peer-reviewed journal articles on recruitment and hiring will be reviewed. The full bibliographic citation, the author(s) background, content and scope of the text, main argument, intended audience, research methods used, conclusions made by the author, reliability of the text and the usefulness or relevance of the text for every article will be given.

The way the text relates to concepts and themes in this course will also be offered. Agerstrom, J., & Rooth, D. (2011). The Role of Automatic Obesity Stereotype in real Hiring Discrimination. Journal of Applied Psychology, 96(4), 790-805. Both Agerstrom and Rooth are lecturers in Sweden at the Linnaeus University and teach in the School of Business and Economics.

Their research focuses on morality and discriminatory behaviour hence their research on hiring discrimination. The authors assessed if the captured stereotypes by the implicit association test (IAT) can envisage actual recruitment favouritism against people with obesity. The main argument is that the hiring managers’ automatic stereotypes about obese people predict the decision to invite an obese or normal weight person for an interview. The intended audience is human resource management personnel’ . An unobtrusive field experiment was used to collect data; job applications were sent to real job vacancies and discriminatory behaviour was determined by quantifying the degree to which the person invited to hire obese versus applicants with normal weight.

The authors concluded that regular bias normally foretells labour market unfairness against obese persons.

References

Agerstrom, J., & Rooth, D. (2011). The Role of Automatic Obesity Stereotype in real Hiring Discrimination. Journal of Applied Psychology, 96(4), 790-805.

Basham,M., Stader, D., & Bishop, H. N. (2009). How “Pathetic” Is Your Hiring Process? An Application of the Lessig “Pathetic Dot” Model to Educational Hiring Practices Community College. Journal of Research and Practice, 33(3-4), 363-385.

Bills, S. (2000). A Wider Net for Hiring, CNN/Money Online, 1.

Bohlander, G., & Snell, S. (2010). Managing Human Resources. 15ed. Mason, OH: South Western, Cengage Learning .

Cleaver, J. (2002, April 24). What Kind of Question Is That? Chicago Tribune, 6,(1), 4.

Gatewood, R., Felid, H., & Barrick, M. (2010). Human Resources Selection. 7ed. Mason, OH: South Western, Cengage Learning .

Jawahar, I., & Mattsson, J. (2005). Sexism and Beautyism Effects in Selection as a Function of Self-Monitoring Level of Decision Maker. Journal of Applied Psychology, 90(3), 563- 573.

Kulik, C., Robertson, L., & Perry, E. (2007). The Multiple-Category Problem: Category Activation and Inhibition in the Hiring Process. Academy of Management Review. 32(2), 529-548.

Malos, S. (2007). Appearance –based Sex Discrimination and Stereotyping in the Workplace: Whose Conduct Should We Regulate? Employ Response Rights Journal, 19(2), 95

McRae, M. B. (1994). Influence of Sex Role Stereotypes on Personnel Decisions of Black Managers. Journal of Applied Psychology, 79(2), 306-309.

Meisler, A. (2003 October). Negative Results. Workforce, 35–40.

Prevent Discrimination and Value Diversity. Retrieved from http://www.businesslink.gov.uk/bdotg/action/detail?itemId=1073792193&type=RESOU RCES

Simplicio, J. C. (2007). A Closer Look at the Truth Behind the Hiring Process: How Colleges Really Hire. Education, 128(2), 256-261

Vicki Powers. (November 2004). Finding Workers Who Fit, Business 2.0, 74.

Zimmerman, E. (2003, April). A Subtle Reference Trap for Unwary Employers. Workforce, 22.

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