Vol 5 Issue 12 Jan 2016 ISSN No : 2230-7850 ORIGINAL ARTICLE International Multidisciplinary Research Journal Indian Streams Research Journal Executive Editor Ashok Yakkaldevi Editor-in-Chief H.N.Jagtap
Welcome to ISRJ RNI MAHMUL/2011/38595 ISSN No.2230-7850 Indian Streams Research Journal is a multidisciplinary research journal, published monthly in English, Hindi & Marathi Language. All research papers submitted to the journal will be double - blind peer reviewed referred by members of the editorial board.readers will include investigator in universities, research institutes government and industry with research interest in the general subjects. Regional Editor Manichander Thammishetty Ph.d Research Scholar, Faculty of Education IASE, Osmania University, Hyderabad. Mr. Dikonda Govardhan Krushanahari Professor and Researcher, Rayat shikshan sanstha s, Rajarshi Chhatrapati Shahu College, Kolhapur. Kamani Perera Regional Center For Strategic Studies, Sri Lanka International Advisory Board Mohammad Hailat Dept. of Mathematical Sciences, University of South Carolina Aiken Hasan Baktir English Language and Literature Department, Kayseri Janaki Sinnasamy Librarian, University of Malaya Romona Mihaila Spiru Haret University, Romania Delia Serbescu Spiru Haret University, Bucharest, Romania Anurag Misra DBS College, Kanpur Titus PopPhD, Partium Christian University, Oradea,Romania Abdullah Sabbagh Engineering Studies, Sydney Ecaterina Patrascu Spiru Haret University, Bucharest Loredana Bosca Spiru Haret University, Romania Fabricio Moraes de Almeida Federal University of Rondonia, Brazil George - Calin SERITAN Faculty of Philosophy and Socio-Political Sciences Al. I. Cuza University, Iasi Ghayoor Abbas Chotana Dept of Chemistry, Lahore University of Management Sciences[PK] Anna Maria Constantinovici AL. I. Cuza University, Romania Ilie Pintea, Spiru Haret University, Romania Xiaohua Yang PhD, USA...More Editorial Board Pratap Vyamktrao Naikwade Iresh Swami ASP College Devrukh,Ratnagiri,MS India Ex - VC. Solapur University, Solapur R. R. Patil Head Geology Department Solapur University,Solapur Rama Bhosale Prin. and Jt. Director Higher Education, Panvel Salve R. N. Department of Sociology, Shivaji University,Kolhapur N.S. Dhaygude Ex. Prin. Dayanand College, Solapur Narendra Kadu Jt. Director Higher Education, Pune K. M. Bhandarkar Praful Patel College of Education, Gondia Sonal Singh Vikram University, Ujjain Rajendra Shendge Director, B.C.U.D. Solapur University, Solapur R. R. Yalikar Director Managment Institute, Solapur Umesh Rajderkar Head Humanities & Social Science YCMOU,Nashik S. R. Pandya Head Education Dept. Mumbai University, Mumbai Govind P. Shinde Bharati Vidyapeeth School of Distance Education Center, Navi Mumbai Chakane Sanjay Dnyaneshwar Arts, Science & Commerce College, Indapur, Pune Awadhesh Kumar Shirotriya Secretary,Play India Play,Meerut(U.P.) G. P. Patankar Alka Darshan Shrivastava S. D. M. Degree College, Honavar, Karnataka Shaskiya Snatkottar Mahavidyalaya, Dhar Maj. S. Bakhtiar Choudhary Director,Hyderabad AP India. S.Parvathi Devi Ph.D.-University of Allahabad Sonal Singh, Vikram University, Ujjain Rahul Shriram Sudke Devi Ahilya Vishwavidyalaya, Indore S.KANNAN Annamalai University,TN Satish Kumar Kalhotra Maulana Azad National Urdu University Address:-Ashok Yakkaldevi 258/34, Raviwar Peth, Solapur - 413 005 Maharashtra, India Cell : 9595 359 435, Ph No: 02172372010 Email: ayisrj@yahoo.in Website: www.isrj.org
ISSN: 2230-7850 Impact Factor : 3.1560(UIF) Volume - 5 Issue - 12 Jan - 2016 Anand.j FACTORS INFLUENCING THE ADOPTION OF E-RECRUITMENT BY HR PROFESSIONALS. 1 2 Anand.j and Chitra Devi. S Research Scholar, R&D Centre, Bharathiar University, Coimbatore 641 046. & Assistant Professor - SRM VALLIAMMAI ENGG COLLEGE, CHENNAI. 2 Associate Professor, Sri Bharathi Velu Arts and Science College, Sholinghur. 1 ABSTRACT Nuisance struggle in contemporary market provides an organization to overwhelm the competitors by looking out for an mixed bag of strategy, So many organizations purposefully in implementing e recruitment for their growth and sustainability, to source right person for right time with right cost. The superiority of real-time communication over the Internet is an reason why e recruitment become the main platform for HR Professionals. The purpose of the study is to learn the Factors influencing in Adoption of E-Recruitment by HR Professionals. Management of human resource in an organization cannot work smoothly if it s not electronically adopted properly. Thus, following the archival research method this study investigates the factors that influence in adoption of E-Recruitment by HR Professionals. KEYWORDS :Usefulness, Attitude, E-Recruitment, Perception, Adoption, Acceptance. INTRODUCTION The crucial and the vital value of an organization lies in the experience, skills, innovativeness and intellectual capital of its human resources. Efficient recruitment processes allows for the generation of human capital of concern. Personnel recruitment includes practices and activities carried out by an organization for the purpose of identifying, attracting, and influencing the job choices of competent candidates. Recruitment can be handled internally by the organization s own personnel, externally by a professional provider of recruitment services, or both concurrently. The choice depends 1
on the recruitment expertise, the supply of suitable candidates, the profession, job requirements such as expertise, skills, age, gender, the geographic location of 4 the job, and other parameters. E- recruitment, also often defined as online, web-based or Internet recruitment, is an umbrella or composite term characterized by diverse properties and a broad range of practices, tools and processes related to recruiting. e-recruitment is the organisation of recruitment process and activities, which, by means of technology and human agents, facilitate time and space independent collaboration and interaction in order to identify, attract, and influence competent candidate. In summary, e-recruitment covers the following digital HRM practices: advertising of employment opportunities on job databases, career portals, social networking sites, corporate websites and intranets, and other online resources; e- recruitment systems for application submission, tracking, screening and candidate management; résumé databases and search engines, etc. REVIEW OF LITEATURE: Handlogten (2009) stated that the first introduction of the Internet as a recruiting tool was in the mid- 1990s [1]. The terms online recruitment, e-recruiting, cybercruiting, or Internet recruiting, present the formal sourcing of job information online [2]. The use of the Internet has dramatically changed the face of Human Resource (HR) recruitment and the ways organizations think about the recruiting [3]. E- recruitment adopted in many organizations, both large and small ones. It brings the benefits to the organizations; e-recruitment gives more flexibility to the recruitment management in making contact with prospective applicants through online channels like e-mails and Short Message Services (SMS) [4]. For e-recruitment, organizations is building their own web sites ever better because of the higher costs of advertising and the ease and speed of finding more qualified applicants [5]. A studyheld by Ziesing (2013) [7] conducted a survey of students and graduates in the US, Europe and Asia regarding their attitude towards online, social and mobile recruitment found that 74% of job seekers use companies career websites, and 94% of the respondents said that employers should in addition to the organization career website they should have a special page on at least one social network. Lin in 2011 studied how the social networks (Facebook) help companies to do recruitment and his results showed that the Facebook is a good recruiting channel because it owns many features [8], and if candidates have questions they can use the Question and Answer tool, In this way, they also could save time and cost. Brahmana and Brahmana in 2013 [9] conducted a study in Indonesia to examine the variables that influence job seekers intentions to use e-recruitment and used Davis (1989) [10] technology model accepted as a framework for the study and proposed perceived usefulness, perceived ease of use, and perceived of enjoyment as the determinants of the job seekers intention and found that all three variables influenced the decision of job seekers intention to use. Odumeru also conducted in 2012 a study for Nigeria by using modified technology acceptance model to target candidates for the intention to use e-recruitment [11]. Kashi and Zheng in 2013 studied the Job applicants intentions to use e- recruitment to apply for a job using modified technology acceptance model in Iran using a sample of 332 job applicants [12]. The results showed that perceived usefulness was found to have a significant impact on applicants behavioural intentions to use e-recruitment while perceived ease of use did not have any significant effect on their intention to use. 2
ADOPTION OF E-RECRUITMENT: Research on the digitalization of recruitment practices provides various explanations of the reasons for adopting e-recruitment practices, most of which are of a rational nature, and can be perceived as a result of finding an optimal choice given the information available, i.e. bounded rationality (March, 1981), of how to maximize benefits and minimize the costs. One of the main drivers identified is the reduction of operating costs (Buckley et al., 2004, Cappelli, 2001, Ensher et al., 2002, Parry and Tyson, 2008), i.e. the efficiency imperative. As reported by Capelli (2001), estimates suggest that it costs only about one-twentieth as much to hire someone online as it does to hire that same person through want ads and other offline means. Its confirmed that observation and suggested that e- recruitment reduces hiring costs by about 87% as compared to traditional recruiting through newspapers and magazines. Another major reason is to generate a larger applicant pool and to select better candidates (Buckley et al., 2004, Lievens and Harris, 2003, Parry and Olivas-Luján, 2011, Parry and Tyson, 2008), i.e. an effectiveness imperative. Some research suggests that e-recruiting results in higher potential applicant yield and better candidates (Chapman and Webster, 2003). The third most mentioned reason is a better service to applicants (Buckley et al., 2004, Cappelli, 2001, Lievens and Harris, 2003, Parry and Tyson, 2008). On a more strategic level, e-recruitment can even help to form a desired image of the employing organization, which can potentially contribute to a better personorganization (P-O) fit (Chatman, 1991) already at the attraction phase of recruitment. That is because corporate career websites and other online resources allow organizations to place 5 complex visual, auditory, and cognitive recruitment messages (Cober et al., 2003, Maurer and Liu, 2007). Moreover, Braddy, Meade, Michael, and Fleenor (2009) found that applicants would self-select and be attracted to organizations that have cultures consistent with their own values, beliefs, and preferences, and a career website which reflects well these cultures will attract individuals with favourable P O fit. Today the face of HR is often a portal, rather than a person. Almost all firms now provide universal access to HR services through technology and web based applications, dramatically changing the practice of human resource management. These changes often result from the need to cut costs and expand or improve services. Recent research shows organizations that successfully adopt sophisticated HR technology tools outperform those that do not (CedarCrestone 2009-2010) But because most organizations already have automated basic HR administration, the simple automation of HR processes can no longer assure a competitive advantage. Instead, organizations must determine how to use technology to transform their HR practices and market their HR brand. Internet is one of the greatest recruitment resources available to recruiters today for locating qualified job candidates also, making newspaper advertising an obsolete recruitment method. The process of using internet to identify and attract potential employees to your organization has been defined as E-recruitment. E-recruitment has proved to be a boon for the job seekers over the past ten years. The internet is a medium which connects the job seeker and the employer for the recruitment purpose virtually. E-recruitment takes care of the entire recruitment process, from placing the job advertisements, receiving the resumes and selecting the right candidate for the right job in a simplified and cost effective manner. Online E-Recruitment is also referred as Online Recruitment, Internet-based recruitment. [13] The widespread usage of Information System (IS) has also meant that there is a need to understand the reason for the IS acceptance. A number of theories of information systems have been developed by researchers worldwide. One of the prominent of these is Technology acceptance model 3
proposed by Davis in 1986. The study uses this model to analyse and understand the reasons behind the acceptance of E-recruitment systems. [14] Review of Literature on E-Recruitment Galanaki [15](2002) had conducted a descriptive study on the decision to recruit online, involving 99 UK IT companies whose shares were traded in London stock exchange. A survey was carried out, in the form of a postal questionnaire, followed by an interview in which 34 companies replied. The author found that internet agencies provide the company with fewer but substantially better applicants than traditional recruitment agencies. [19] Linda Barber [15] (2006) from Institute for Employment Studies (UK) also examined the benefits and challenges of Internet recruiting. The article concludes that access to a wider pool of applicants and promotion of a company s reputation and brand are frequently mentioned by HR specialists who analyze the strengths of the e-recruiting. [15] Pin et al [22] (2001) record 167 firms in Europe in which 83% were showing higher performance and were using online HR practices. In those firms 44% were those who used e- recruitment to attract candidates for vacant positions. [22] Review of Literature on TAM and information systems Lederer et al [21] (2000),) carried out a research to establish the technology acceptance of the WWW for undertaking work related tasks. Their findings supported the TAM model and illustrated that usefulness had a stronger effect than ease of use [21]. Cheng et al [17] (2006) conducted a research to investigate how customers perceive and adopt internet banking (IB) in Hong Kong. They developed a theoretical model based on the Technology Acceptance Model (TAM) with an added construct Perceived Web Security, and empirically tested its ability in predicting customers' behavioral intention of adopting IB. The results provide support of the extended TAM model and confirm its robustness in predicting customers' intention of adoption of IB [17]. Castaneda et al[16] (2007), empirically examined how Davis's Technology Acceptance Model (TAM) helped managers predict a user's intention to revisit a website and how this changed over time as a user gained experience of the Internet and the website. According to this study the user's experience of the website played a moderate role. For less experienced users, perceived ease of use was found to be a more important factor in deciding to revisit the website, whereas perceived usefulness had more effect on more experienced users [16] Gefen et al [19] (2003) tried to develop a model to understand online shopping acceptance among shoppers. According to the findings the consumer s intention to buy online depends on trust and the two believes identified by TAM which are perceived usefulness and perceived ease of use. The most relevant research effort made on this study was conducted in Malaysia by Yoon Kin Tong, D [18] in 2009. He modified Technology Acceptance Model (TAM) excluding the attitude construct as the core research framework while identifying Perceived Privacy Risk (PPR), Performance Expectancy (PE), Application-Specific Self-Efficacy (ASSE), and Perceived Stress (PS) as key external variables that form the research model for the study of e-recruitment technology adoption. The results identified few key determinants to this technology adoption some of which include PS, PPR and PE [18]. Kashi et al. [23] (2013) used to extend TAM model to understand E-Recruitment acceptance in Iran. It was found that perceived usefulness played a more vital in determining the user behavioral intentions. It was also found that impression of the organizational website appeared to create interests in organization as a potential employer; hence, prompt applicants to apply for jobs [20]. Hen-Yi Huang & Chan Pan & Yung-Ming Hsieh (2012) The quality of real-time communication over the Internet is an reason why online recruitment websites become the main job-hunting platform for job seekers. The purpose of the study is to learn whether the web service quality of the online recruitment website perceived by the users would affect their satisfaction and perceived risk towards 4
the website. The study also is intended to see the effect of satisfaction on the intention of continual usage, loyalty and word-of-mouth communication. This study uses online survey questionnaire to collect samples. A total of 601 valid questionnaires were collected. Structural Equation Model (SEM) is used to validate the research hypothesis. The study results: 1. Continuance intention, loyalty, word-ofmouth communication are positively affected by satisfaction. On the contrary, perceived risk is negatively affected by satisfaction; 2. Web service quality is positively influenced by satisfaction but negatively influenced by perceived risk. Continuance intention and loyalty are indirectly influenced by satisfaction and perceived risk; 3. The searching service of online recruitment websites is most frequently used by job seekers; 4. Online recruitment website operators have to emphasize more on risk management. Many previous studies show that online recruiting has the following advantages over traditional advertising: (1) cost; (2) attractiveness; (3) convenience and speed; (4) immediacy; (5) broader recruiting source, and (6) specific target audience (Drake 1996; Yuce and Highhouse 1998; Marlene 2000; Stoops 1998). The study of McGovem (1998) specified the reasons why companies prefer online recruiting. The reasons include Speed-online recruiting can reduce the time required for recruitment; Reach-more job seekers can access to the job vacancy information; Cost-reduce recruiting cost; Focus-focus on target audience, and Integration-combining modern technology and recruiting channels (McGovem 1998). TABLE : THE FACTORS INFLUENCING THE ADOPTION OF E-RECRUITMENT. Quality Website Reputation Speed Clarity Intelligence matching Proper advertisement Efficiency Time Cost Brand Precise User-friendly interfaces Authenticity Trustworthiness Job description & specification are clearly defined Accessibility 24*7 Global activity Interact using online communication devices Faster process Wider access Reputation Reduced cost Building knowledge about career Understanding of the technology options Context Content Community Customization Communication Connection Commerce PERCEIVED EASE OF USE Factors Influencing the Adoption of E- Recruitment by HR Professionals. PERCEIVED USEFULNESS 5
CONCLUSION: New technologies have been increasingly facilitated and speed up the communication and business process between the internal and external users. E- recruitment considered as a part of e- HRM and defined as the implementation of recruitment activates by involving the internet and using web solutions to operate and at the end it has the same goals of the traditional recruitment. Throughout this research we will identify the influential factors that helps to identity adoption and acceptance E-Recruitment, and their intention to select it by HR Professionals for their activities. REFERENCES : [1] Handlogten, C. (2009). Implementation of E-recruitment. Unpublished MSc thesis, University of Twenty, Netherlands. [2] Galanaki, E. (2002). The Decision to Recruit Online: A Descriptive Study, Career Development International, 7 (4): 243-251. [3] Chapman, D., Uggerslev, K., Carroll, S., Piasentin, K., and Jones, D. A. (2005). Applicant Attraction to Organizations and Job Choice: A Meta-Analytic Review of the Correlates of Recruiting Outcomes. Journal of Applied Psychology, 90 (5): 928-944. [4] Kapse, A., Patil, V., and Patil, N. (2012). E-recruitment, International Journal of Engineering and Advanced Technology. International Journal of Engineering and Advanced Technology, 1(4): 2249 8958. [5] Lengnick-Hall, L., and Moritz, S. (2003). The Impact of E-HR on the Human Resource Management Function. Journal of Labor Research, 24 (3): 365-379. [6] Cober, R., Brown, D., Keepin, L., and Levy, P. (2004). Recruitment on the Net: How Do Organizational Web Site Characteristics Influence Applicant Attraction. [7]Ziesing, J. (2013). Online Recruitment: Match Me If You Can. Potential Park s Online Talent Communication Study (OTaC) retrieved on June 11, 2014 [8] Lin, C. (2011). The Recruiting Activities of Applications on Social Networking Sites A Case Study of Facebook. Unpublished MSc thesis, National sun yatsen university, Taiwan. [9] Brahmana, R., and Brahmana, R. (2011). Determinants of Jobs Seekers Intention In Using E- Recruitments: Insight From Indonesia, Proceedings of The 1st International Conference on Information Systems For Business Competitiveness (ICISBC), 8-9 December, 2011, Indonesia. [10] Davis, F. (1989). Perceived Usefulness, Perceived Ease of Use, and User Acceptance of Information Technology. MIS Quarterly, 13: 319 339. [11] Odumeru, J. (2012). Diffusion of Online Recruiting Technology in Nigeria. Online Journal of Social Sciences Research, 1(4): 104-114. [12] Kashi, K., and Zheng, C. (2013). Extending Technology Acceptance Model to the E-recruitment Context in Iran. International Journal of Selection and Assessment, 21 (1): 121-129. [13]. Ashok Kumar, Priyanka S, Understanding E-Recruitment, Volume 2, Issue 11 (November. 2013) 14. Ashok Kumar, Priyanka S, Understanding the evolution of technology acceptance model,vol1, issue 6,November 2013 15. Bagozzi(2007). The legacy of technology acceptance model and a proposal for paradigm shift. Journal of the association for information systems.,8(4),244-254 16. Benbasat, I., & Barki, H. (2007). Quo vadis, TAM. Journal of the Association for Information Systems, 8, 211 218. 17. Castañeda J. Alberto, Muñoz-Leiva Francisco, Luque Teodoro (2007) Web Acceptance Model 6
(WAM): Moderating effects of user experience Information and Management, Vol. 44, No.4, pp. 384-396 18. Cheng, C. H., Cheung, W. and Chang, M.K., (2002), 'The Use of the Internet in Hong Kong: Manufacturing vs. Service', International Journal of Production Economics, Vol. 75 No. 1-2 pp. 33-45. 19. Davis F and Venketesh V (1996). A critical assessment of potential measurement biases in the technology acceptance model: three experiments. International journal Human-Computer studies 45(1),19-45 20. Davis F, Bagozzi, & Warshaw P (1992). Extrinsic and intrinsic motivation to use computers at workplace.journal of Applied psychology,22(14),227-30 21. Eleanna Galanaki, (2002) "The decision to recruit online: a descriptive study", Career Development International, Vol. 7 Iss: 4, pp.243 251 22. Lee, Y., Kozar, K. A., & Larsen, K. R. T. (2003). The technology acceptance model: Past, present, and future. Communications of the Association for Information Systems, 12, 752 780. 23. Kia Kashi,Connie Zheng(2013), Extending technology acceptance model to thee-recruitment context in Iran, International Journal of Selection and Assessment Volume 21 Number 1 March 2013 24. Hen-Yi Huang & Chan Pan & Yung-Ming Hsieh ( 2012) International Journal of Business and Commerce Vol. 1, No. 9: May 2012[107-126] (ISSN: 2225-2436) 25. Drake, S. (1996), HR departments are exploring the Internet?, HR Magazine, 42(12), pp.53-56. 26. Marlene, P. (2000), The power of e-recruiting?, Management Review, 89, pp.33-37. 27. McGovem, R. (1999), The Evolution to E-cruiting?, The Guide to Effective E-cruiting, http://www.careerbuilder.com, Apr/12.. 28. Cappelli P (2001), " Making the most of online recruting", Harvard Business Review 79(3) 139-146. 7
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