Reflecting on E-Recruiting Research Using Grounded Theory

This paper presents a systematic review of the e-Recruiting literature through a grounded theory lens. The large number of publications and the increasing diversity of publications on e-Recruiting research, as the most studied area within e-HRM (Electronic Human Resource Management), calls for a synthesis of e-Recruiting research. We show interconnections between achievements, research gaps and future research directions in order to advance both e-Recruiting research and practice. Moreover, we provide a definition of e-Recruiting. The use of grounded theory enabled us to reach across sub-disciplines, methods used, perspectives studied, themes discussed and stakeholders involved. We demonstrate that the Grounded Theory Approach led to a better understanding of the interconnections that lay buried in the disparate e-Recruiting literature

Exploring the Behavior of Highly Effective CIOs Using Video Analysis

Although recently several studies have addressed the required skills of effective CIOs, little is known of the actual behavior successful CIOs. In this study, we explore the behavior of highly effective CIOs by video-recording CIOs at work. The two CIOs videotaped were nominated as CIO of the year. We analyze the data in an innovative and systematic way by developing and using a behavioral leadership coding scheme. The analysis indicates that highly effective CIOs are good listeners. They also often verify previously made agreements; structure the conversation; and provide subordinates with factual information. We also compare the behavior of the highly effective CIOs to a sample of 25 highly effective middle managers. Whereas the CIOs spend little time defending themselves against their subordinates and are mostly involved in steering, middle-managers spend much more time defending themselves and show more support for their subordinates. We conclude that our new video observation-and-coding method is viable to analyze and better understand the behavior of CIOs

Online Resumes: Optimizing Design to Service Recruiters

Despite the increasing number of publications in e-Recruiting, there is still scant research on the specific requirements of online resume fields, in particular from the recruiters’ perspective. In this paper, the fields for resume forms are investigated by analyzing literature, interviewing recruiters and systematically categorizing and content-analyzing the resume fields of the 40 largest Dutch e- Recruiting sites. The findings reflect the main categories currently used in online resume forms: current career status, desired job, education, work experience, extracurricular activities, skills and personal and contact information. These identified online resume fields are discussed in light of prior resume design literature and compared with resume requirements derived from interviewing recruiters. Recommendations for resume design theory and practice are proposed

Professional and institutional morality:Building ethics programmes on the dual loyality of academic professionals

Most professionals have the arduous task of managing their own dual loyalty: in one contextual relationship, they are members of a profession while simultaneously they are employed as members of a locally established organisation. This sense of a dual loyalty has to be taken into account when professional bureaucracies develop ethics programmes. This article focuses on universities. Accounting for the dual loyalty of academic professionals, it is the objective of the study to contribute to the most appropriate ethics programmes in such an academic context. Based on a review of the literature, we identify which ethical issues commonly emerge in educational and research activities. Then we offer a conceptual analysis of the conditions required for each different strategy of ethics management. We argue that none of the four theoretically derived strategies is applicable solely on its own. For universities it is most promising to design ethics programmes based on the guiding values of the academic community, including integrity measures for universities and corrective measures for students. The argument developed in this article is assumed to be widely applicable in assessing the appropriateness of ethics management strategies in other professional settings. (Contains 1 figure and 3 tables.

Leader values, followers' information sharing, and team effectiveness: Advancing lean team cultures

When work teams fail to sustain lean management methods, people frequently blame the “organizational culture.” Empirical tests of lean cultural content are nevertheless scarce. This study examined a lean team effectiveness model, comprising of relevant parts of Schwartz’s work-value theory as well as Ilgen, Hollenbeck, Johnson, and Jundt’s (2005) IMOI model. Two work value clusters of lean team leaders and their followers’ information sharing behavior are hypothesized to explain lean team effectiveness. Based on valid survey scales, we surveyed team leaders and members (N = 429) and tested the hypotheses with the aggregated dataset; this comprised of 25 lean teams involved in commercial and public services and in manufacturing. We were able to remove considerable common source-bias. As expected, 1) lean team effectiveness was significantly linked to high scores on leader self-transcendence values and low scores on leader conservation values; 2) followers in effective lean teams were significantly more engaged in information sharing than those in the less effective teams; and 3) a partial mediation effect of follower information sharing (and thus followers’ “power of words”) was established between leaders’ self-transcendence values and lean team effectiveness. Practical recommendations pertaining to value-based selection of lean team leaders, and their presumed role-modeling of information sharing are given; their teams clearly thrive if their members are enabled to share information. In order to further uncover the precise content of (effective) lean team cultures, and how that may differ from similar non-lean teams, more comparative lean team effectiveness research is proposed