DIFFERENCE BETWEEN TRADITIONAL AND ADVANCED WEB-BASED RECRUITMENT: DETERMINING WHICH IS MORE EFFECTIVE IN RECRUITING QUALITY APPLICANTS.

DIFFERENCE BETWEEN TRADITIONAL AND ADVANCED WEB-BASED RECRUITMENT: DETERMINING WHICH IS MORE EFFECTIVE IN RECRUITING QUALITY APPLICANTS.

San Gabriel, Brylle Allan P.

Villanueva, Ma. Socorro G.

CHAPTER I

Background of the study

The hiring manager identifies need for position, this rises along with the need to create or recruit to a new post. Subsequently, a job description has to be developed which is the core of a successful recruitment process (Phillips & Gully, 2012). This part of the process can be analogous with product selling, recruiters should portray a good image of the company and enticing description of the duties and responsibilities of the job but realistic as well. Wanous (1980) stated that in order to successfully attract qualified applicants and retain productive employees, a balance between organizational promotion and maintaining realistic expectations of applicants have to occur during the early employment period. However, at this part of the process, recruiters tend to overly give optimistic recruitment philosophies for them to be able to attract highly qualified employees (Buckley et al., 2002). Posting position and recruit sources is the fourth process. This is to generate the needed application to fill its labor needs.

Job seekers look for jobs in any sort of recruitment process in hopes of landing their desired jobs. The same goes for the recruiters, they would try different means in order to fill a job vacancy. In a big and competitive world of labor market, it will not be easy for both the applicants and recruiters to have their ends meet.

Recruitment plays a vital role in keeping a company alive, without it there would not be any talents to develop and build an organization. As per Phillips & Gully (2012) the main goal of recruiting is to get the right people interested in working for an organization or in a specific job, persuade them to apply for it, and then ultimately accept the job offer if it is extended. Moreover, it is the process of looking for potential employees and stimulating their interest to apply for jobs in the organization. If at the beginning of the process, failure has already been experienced; perceived success of the company will just be a blur.

Recruitment is essential to a companys goal of gaining a competitive advantage and attaining a key element in an effective business organization. Commonly misinterpreted, hiring is different from recruitment. Recruitment is generating companies interest, that will affect either types or numbers of applicants for the job, and persuading candidates to accept job offers extended to them. On the other hand, hiring is already choosing the best finalist among the pool of candidates, and recruitment only falls under hiring as a process.

In businesses today, recruiting the wrong people can greatly affect the turnover rate, company culture, production, and company profit. Not knowing the background of the position you are recruiting for, creates one of the most serious problems in recruitment. Failure to monitor and hold a job analysis routinely, as job description evolve over-time commonly results to an unsuccessful recruitment (Kokemuller, 2007). Even with a complete consciousness of a jobs purpose, misalignment occur. Another miscalculation of what companies do today is bring out new employees, which is costly, where internal recruitment would be much more appropriate and effective, as the risk of the process in recruiting itself, orienting, and training them are high and costly.

The Top 20% of a company will always have options and be in demand from in and out of the company, this concept may be applied to applicants and candidates, as a slow recruitment process damages quality in demand applicants. Slow hiring has an opposite effect contrary to companies belief that they were able to spend enough time, and gather ample feed backs. It doesnt improve the quality applicants, as they are mulled over different competitive companies who unlike others, are fast. Not only it loses the chance to get quality applicants hired, by having a slow recruitment process, it also reflects on what your business firms is like on the job. How a company make its decision will greatly be affected by this, which will bear fruit to a futuristic problem; lesser and lesser quality applicants will apply (Sullivan, 2014).

A wide array of methods in recruiting is available for recruiting candidates. These include job fairs, radio, referrals, print advertising, internet, recruitment firms, however, it is not easy to determine which among them is the most cost-effective way of recruiting and which will reach the greatest number of qualified applicants. These methods can be classified and narrowed down into two major recruitment methods; traditional and web based recruitment.

One of the major methods of recruitment in an organization is web-based technology, some organizations have invested into the design and implementation of their own websites, as there are many potential benefits that could be gathered in this process of hiring (Phillis & Gully, 2012). A simple advantage internet recruitment could offer is the capability to reduce training cost. It greatly speeds up the process of recruitment and also gives indefinite time of job posting that anyone could see at any given time. As online recruitment activities dramatically increase the size of the applicant pool, attracting desirable candidates becomes a more complicated and critical concern for human resource professionals (Boehle, 2004).Another major method of recruitment is the Traditional. Recruitment is one of the companys framework. Amidst the vast change occurring in the world of human resource, Classic Methods in recruiting still has a big impact on hiring as a whole. Internal recruitment proves to be one of the probably easiest and effective way of recruiting as increasing the job satisfaction of the promoted employee will motivate others that the company recognizes and rewards excellence. Being able to save training and orientation cost will be an asset for the company because of the current experience and knowledge the promoted employee has had having to stay in the same company.

Each method has its own costs and benefit. Web based may prove to be the cheapest way to promote, however, it is also the process of getting a bunch of unqualified responses. Determining which method is the best for the vacant position an individual is recruiting for is a responsibility that should be looked at.Statement of the Problems

The study will attempt to find out the difference in yielding quality applicants in web-based and traditional recruitment process. The specific questions will then be answered:

Sub-problems:

How can the respondents be described in terms of the following demographic variables:

1.1 Age

1.2 Length of service in the company

1.3 Level of position

How do recruiters perceive quality applicants?

Is there a significant difference between: Recruiting via web-based and traditional processUsing Realistic Job Preview in traditional and web-based recruitment

Using Elaboration Likelihood Model in traditional and web-based recruitment

Using Expectation Lowering Procedure in traditional and web-based recruitment

Review of Related LiteratureIn a fast changing world, organizations always have to face the need to keep pace with different strategies to survive the global labor market competition. Lengnick-Hall & Moritz (2003), stated that electronic human resource management is the leading practice of Human Resource managers in maintaining competitive advantage. However, some human resource manager still stick to the tried and tested way of recruiting such as newspaper advertisement, which says to still yield more high-quality applicants. Most of the studies respondents were fresh graduate students who are looking for jobs and experienced workers looking for a better opportunity. The following literature aims to identify which factors affect the recruitment process in yielding quality applicants.Realistic Job Preview (RJP)

Applicants have different expectations when looking for a job and most of these ideas tend to be unrealistic. The role of Realistic Job Preview or RJP which was proposed by Wanous in 1973 (Morse & Popovich, 2009) was to balance out the expectations of the applicants by enlisting positive and negative informations about the organization and the job they are about to enter. Rynes (1991) pointed out that in management literature, many researches have focused on this recruitment issue. Dineen et al. (2007) suggested that through RJP, attraction levels among job seekers who are a good fit for the company will increase and will disregard those with poor quality. In addition, applicants whose job and organization expectations matched what the RJP has generated have a higher tendency of staying in their company (Phillips, 1998). It is also important for human resource managers to balance the favorable and unfavorable informations they are going to put on Realistic Job Previews, because this has also a high risk in lowering the attraction levels to the point that applicants back out from the selection process (Buda & Charnov, 2003).

To achieve a successful adoption of RJP, Phillips (1998) suggested understanding two concerns; balanced portrayal of the job and organizations information and the specific effects of RJP on qualified applicants. There is a fundamental need for recruiters to know how the positive and negative informations they have portrayed are being processed by the applicants. It is more likely that organizations who have presented favorable and unfavorable informations will have lower organizational attraction level compared to those who only gave positive informations (Gardner et al., 2009). Supporters of RJP assume that applicants who are not fit for the job or organization will get dismay upon knowing negative informations and avoid companies who reveal such. Furthermore, Warnous (1980) indicated that well-qualified applicants may have an increase in interest for the reason that it heightens the perceived trustworthiness of an employer because they reveal information that does not benefit their self-interest (Thorsteinson et al., 2004). However, there are arguments that adverse reactions to unfavorable information may be greater for better qualified applicants because of the tendency that they have higher cognitive ability to understand the demands of negative information of a job, this is known as the adverse self-selection hypothesis. If proven, this hypothesis suggests that RJP actually worsens the problem of e-recruitment of being bombarded with poor quality candidates because applicants who are more qualified have a higher tendency of reacting negatively to unfavorable information and back out from being hired (Reeve et al., 2006).

Breaugh and Billings (1998) enlisted five key attributes that an RJP should have. (1) job preview should have an accurate portrayal of positive and negative aspects of the job, (2) it should be job specific rather than a general overview, (3) differentiate the aspects of the jobs rather than focusing on few aspects, (4) incumbents should be the one who prepared the job preview for it to be credible and not from former people who supervised the job and lastly (5) the applicant must understand the job preview presented to him before accepting the job offer.

Elaboration Likelihood Model (ELM)

Developed by Richard Petty & John Cacioppo (1986), the model aims to explain ways of processing stimuli, why they are used and their outcomes on attitude change. Steven Maurer & Yuping Lius study, reported that recruiting success failed to provide managers with a theory-based understanding of how media such as e-recruiting could be of any use. Insights for managers from marketers Business Horizons (2007). A proof from a study by Van Birgelen et al. (2008) that accuracy, relevancy and timeliness were significant towards attraction to organization. High-level job seekers were recognized to be more influenced of their central route process. So far, researches showed that enhanced websites attract better candidates aesthetically (Dineen et al., 2007). Another study proved (Jones, Shultz, & Chapman, 2006) that more able and motivated job seekers are attracted to high quality arguments (Central route)than peripheral ones (Peripheral route). Recruiters whose target market are highly motivated applicants should emphasize central processing features that contains fairly extensive research and detailed job characterization as a very rich environment. (Maurer & Liu, 2007) An extensive research on communication media affecting consumer intention and decision used Elaboration Likelihood model as the base (Wood, 2000). Elaboration likelihood model suggests that consumer attitudes and purchase intention toward a product are based on either peripheral route, based on emotional responses. Central route, focuses on credibility and general quality.Expectation Lowering Procedure (ELP)

Buckley et al., (1998) have developed an alternative tool to over come the shortcomings of Realistic Job Preview. The Expectation Lowering Procedure is a generalized pre-employment expectancy calibration tool which compensates to the limitations of Realistic Job Preview. In the study of Morse & Popovich (2009) on realistic recruitment, three major advantages of ELP were tackled; its content and structure.

Content of the ELP. Its content is designed to get the same response from job applicants as an RJP, however, it uses more general and direct information. An RJP gives information about the specific positive and negative working condition while an ELP focuses on helping an applicant grasp the realities of entering a new organization. ELP does not focus on specific organization and job details (Katzell, 1968). Its specific aim is to target the possible unrealistically optimistic general expectation of an applicant which can be completed through directly focusing on measuring in an exact way the pre-employment expectations of the applicants.

Structure of ELP. Compared to the development of an RJP which can be too slow and costly, an ELPs template can be made and implemented easily and with minor alterations for the reason that ELP has very general information about the realities of entering a new job. In addition, it opts out the specific job or organization details which is what RJP uses (Morse & Popovich, 2009). To support this claim, Reily et al., (1981) mentioned in their study that stated, The development of an RJP is similar to the development of a content oriented test. It would seem that, at a minimum, RJP development should include steps parallel to those involved in content validation. In simpler words, the tedious information gathering and costly development of RJP may just outweigh the benefit of implementing the procedure (Morse & Popovich, 2009).

Job choice

An initial step in pursuing a job is an applicants evaluation of the information presented to them by several recruitment sources (i.e. printed advertisements or company websites), hence, this affects the significant choices in recruiting such as the decision of the applicant to apply and the outcome of the search process (Gatewood et al., 1993). Schwab and colleagues (1987) enlisted the key elements of job postings that have been perceived to have a great impact on job choice decisions; namely these are, pay, working conditions and job responsibility. Furthermore, an individual intentions in pursuing a job in a specific organization has been significantly correlated with a company and recruitments perceived image (Gatewood et al., 1993). For this reason, the initial contact of an applicant with the company gives them an informative experience which can highly influence their impression on the organization that could be a deciding factor of their pursuit of a position. Rynes (1991) gave an analogy to a consumers decision of purchasing a product and an applicants choice of pursuing a specific job. This has been guaranteed by the fact that researchers in both area of job choice and consumer satisfaction have used expectancy theory to explain why individuals prefer one decision over the other (Jacoby et al., 1992). Their similarity also includes promoting a positive image of the company and the product. One challenge both areas face is the competition in selling the same product and filling similar types of job position (Hodes, 1982). Taken together, the objective of both recruitment and advertisements are to catch an attention and maintain the interest of potential individuals and motivate desired behavior which is to apply for a job or buy a product.

Hodes (1982) proposed five positive impressions produced in advertisements that might work the same way on impressions of potential applicants form in a recruitment process. Namely, these are; attract attention, hold interest, gain acceptance, establish preference and motivate action.

Attracting attention. The best way to attract anyones attention is to have a visual stimuli. Images are the usual stimuli used which has to be engaging. In addition, Mitchell (1986) stated that photographs that receive positive evaluations resulted to more favorable attitudes towards advertisements.

Hold interest. Once an attention has been caught, it must be maintained. This is where organization describe the company and mention the available jobs (Hodes, 1982). The applicant must see the relevant connection of the information presented.

Gain acceptance. Advertisement must show credibility. Recruiters must make the applicants believe that their organization sincerely wants new employees who will be challenged in their job. This can be done by posting work and responsibilities description in every position the company is looking for (Hodes, 1982).

Motivate action. To impel the applicants to pursue the posted job offerings is the ultimate goal of the advertisement . Hence, how and when the company expect to receive responses must be clearly stated (Hodes, 1982).Person-organization fit (P-O fit)

Kristof-Brown (2005) defined person-organization fit as as the compatibility between people and organizations, which occurs when at least one entity provides what the other needs; they share similar fundamental characteristics; or both. This definition includes examples of mutual need fulfillment, value congruence between individuals and organizations, personality similarity between individuals and other members of the organization, and shared individual and organizational goals. In addition, it is an important predictor of organizational commitment and job performance. In the study of Dineen et al., (2002), P-O fit was suggested to influence applicants job choice. This was perceived for the reason that applicants match their characteristics to what they read on the posted description of the organizational culture, values and visions. Hu et al., (2007) measured P-O fit with nine items that were adapted from Cable & Judges study in 1994. The values and personality of this organization reflect my own values and personality. was one of the nine items and 6-point likert scale were used to measure these items. The researchers collected data in two stages, 203 undergraduate business majors were first asked to complete a paper-pencil questionnaire. After one week they were invited via email to visit the research Web site. Participants were asked to complete an online Web-based questionnaire on self-esteem. After the completion of the questionnaire, appiicants reviewed the Web page on comapny history, products, mission, current employees and career opporunities. They were then informed that the computer calculated their fit level with the organization on the basis of their responses to the paper-pencil and Web-based questionnaires. Results showed that applicant attraction was positively related to participant agreement on the fit information.

Employee Referrals

Study of (Vijayai, 2012) proves that Employee referral is the reference given by the employee of the same company to identify the potential candidates in the existing environment. Previous study from (Breaugh, 2008) showed that involving the current employees can actively benefit the organization. To suppor this claimt, Kanar, Collins & Bell, 2010; Van Hoye & Lievens , 2007b proved that current employees may have detrimental impact on organizational attraction. Companies include employee referrals alongside with newspaper advertisements, agencies as their traditional source of recruitment. Employees usually refer a hinge of higher quality candidates as the referee closely screens its own candidate, thus creating a benefit in the employee-referral program. This method can greatly help organization as it could be a great substitute with other recruitment methods, which are very costly. This study focuses on the effectiveness of Employee referrals as a recruitment method traditionally. The study included 300 employees from one organization, it then uses statistical tools to measure and analyze data. e study of (Van Hoye & Lievens, 2009) used two scales to measure the positive and negative referral employees made. Agter the assessment of positive employee referrals, participants were asked to indicate the extent to which four motives had played a part in making these referrals. After assessing negative employee referrals, participants were asked to indicate the extent to which three motives had played a part in making these referrals. If there are no positive or negative referrals made in the past six months, motives were not assessed. T test were used to measure the results. Positive and negative referrals were negatively correlated. Regressions were made to test the hypotheses. The study concluded Employee referral is still an effective way to be able to attract, and to retain skilled people in the workforce, crucial to organizations success. (Lau & Ng, 2001) finding suggests that organization can appeal to employees that can stimulate employee referrals in the company.

Internal and External Recruitment

The objective of the study (Devaro, 2008) determines the difference external difference and internal promotion as this can critically determine the profitability of an organization. Using Internal promotion is not influenced by incentive system contrary to what was expected. Studys from ( Angel, 2003 ) showed that plants do not strictly implement whether Internal Promotion or External Hiring is to be used, but rather combing both methods when covering vacancies. Results from this study (Moriones Alberto INTERNAL PROMOTION VERSUS EXTERNAL RECRUITMENT: EVIDENCE IN INDUSTRIAL PLANTS 2003) were only initial evidence that to protect and favour specific investments internal promotions are implemented, in addition, they also discover the skills of their worker. Another results from the study of Devaro Jed & Hodaka Morita( INTERNAL PROMOTION AND EXTERNAL RECRUITMENT: A THEORETICAL AND EMPIRICAL ANALYSIS ,) 2008 found out that employer decisions vary with both size and shape of the organizational hierarchy as a result of their empirical results.

Factors affecting acceptance of e-HR

Large organizations use the widespread e-HR and propelling it to some new directions to attract job applicants. Administering, managing, delivering and training are systems used by these companies.

Dianna L. Ston & Kimberly M. Lukaszewski: an expanded model of the factors affecting the acceptance and effectiveness of electronic human resource management systems Human Resource Management Review 19 (2009) work proved that e-HR has enabled only 14 percent of companies to make better HR decisions, accompanied by a recent survey (Crestone, 2007). A study from (Stone, Stone Romero, & Lukaszewski, 2003) show problems may have interfered with its design hindering e-HR from achieving their intended goal. Some factors maybe the lack of engagement and face-to-face communication that is key to capture an individuals attention, specifically through recruitment it can be viewed as somewhat impersonal. Another factor will be that HR will be inundated with applicants, especially form unqualified candidates because anybody in the world with internet access can see the job posting. Thus, to help organizations increase their effectiveness and acceptance, a better understanding of the process is a must. Company web format and design

According to Zusman & Landis (2002) an organizations web page play a vital function in attracting applicants via e-recruiting. In the early stage of job seeking, applicants often resort to company websites when searching for potential employers, due to this reason, it would be an opportunity for the applicants to learn about the company if the organization have included in their web, the details about the company such as values, benefits and the like (Cappelli, 2001).

In addition, it is the employers responsibility to give content to a website that will attract their target applicants. This includes, aesthetics and navigational ease. In the sense of aesthetics, website facade, color blocking and font design, bulleted text rather than enclosed in a paragraph affect applicant attraction as suggested by Cober et al. (2004). Thus, when creating an organizational Web page, any pictures used should be directly related to the text, the job, and the company. A survey conducted Feldman & Klaas (2002) regarding ways to make recruitment applicant friendly, 2nd out of the top 5 suggestions concentrated on improving steps in submitting rsums and the ease of navigating website. Hannon (1998) stated that web pages that are highly interactive will draw the visitor in maintaining his interest. Attractive pages generally gives a clear outline of the sites contents on the first visible screen. Additionally, providing tools for easy navigat ion of the site and of the individual Web pages allows for direct access to the information which the viewer desires to see (Hannon, 1998). Message Content . Importance of this factors shows that the quantity and quality of information contained in marketing messages influences consumer brand evaluation and decision-making quality (Kivetz, 2000). Thus, it is logical to expect that the amount of information provided about a job will significantly impact job advertising outcomes (Barber, 1998).

Internet. A synthesis has yielded the following principles for designing an effective recruiting source within an employer's website. Know the consumer. To identify the target market of desired job applicants and to understand their motivation is important. Information richness is a factor of success to consider their possible interaction effects on job consumers. Lastly, recruitment is job marketing, in reality. Virtual recruiting environment that meets the needs of potential job consumers should constantly be the design focus.

Assessment of the literature

Most of the literature focused on the study of web-based recruitment, for the reason that, there are more studies in this aspect because web-based recruitment is being a phenomenon in businesses today. The review also sheds light to the effect of realistic recruitment to the organization and applicants. Research design of the literature were mostly causal and determination of relationships.

Significance of the Study

Recruitment is an important part of the human resource department, being an initial step of the entire hiring process, thus eliminating potential issues along the way. Even with full awareness of how important recruitment is, negligence or ignorance still comes into play. To replace a current employee, it will cost you twice the employees salary, hence, it is very important that the whole recruitment and hiring process involves the Human Resource. When done correctly, it clears way for selection, orientation, induction and retention.

Since recruitment is the fundamental process in a companys development or sustainance, it would be beneficial to determine which of the recruitment process yields more quality applicants. The study tackles the factors of what makes applicants respond to different types of reruitment. This will broaden the knowledge of the recruiters as to how to efficiently match an applicantss skills with their job openings. In addition, the study will generate ideas and advices to solve the problem of being bombarded with poor quality applicants. This study will also help recruiters and hiring managers to recognize better the methods of recruiting that will be the key to help them gain more quality candidates despite having an inevitable competition for the pool of applicants be it in the job posting or on the job street. The study will also add information for future realistic recruitment which can be beneficial to both applicants and employees.

Our society, affected by the widespread effects of Information Technology may have changed every aspect of our society (Gueutal & Stone, 2005; Kavanagh, Thite, & Johnson, 2015; Parry & Tyson, 2011; Strohmeier, 2007), rapidly shifting landscape in technology will continuously change the way HR does its work. Thus, studies relating to that will prove its effectiveness. As influenced by todays technology, methods and strategies of recruiting have been transformed, particularly how organizations attract, search for and choose applicants. New systems and styles are beneficial for the modern organization, especially through quality applicants and cost-free processes, some traditional methodologies still play an important role and be as effective as web based technology processes, significantly, for quality applicants, high-positioned jobs.

As recruiting staff is a very costly exercise, it pays for any organization to do it properly. Results coming from this would either reward or punish the organization. In this highly competitive market, knowing which and what methods/process will be in use can turn the tables into an advantage, thus rewarding the company yet again. By any means, having chosen a good recruitment process for any given possible situation will attract the right kind of employees, especially ones that is needed by the company, attracting the right pool of candidates not only for the position, but also for the environment of your company. Relying solely on recruitment agencies, could rather be more costly than effective, if used often. Having known which methods are to be used reduces extra cost for the company.Conceptual Framework

Figure 1: This framework aims to explain how these variables may affect recruiters decision in choosing between traditional and web-based to pull out the best candidates for the job.

Hypotheses in Conceptual Terms

1. H0 : There is no significant difference in using Realistic Job Preview between traditional and web-based recruitment H1 : There is a significant difference in using Realistic Job Preview between traditional and web-based recruitment 2. H0 : There is no significant difference in using Realistic job preview between traditional and web-based recruitmentH1 : There is a significant difference in using Realistic job preview between traditional and web-based recruitment3. H0 : There is no significant difference in using Elaboration likelihood model between traditional and web-based recruitmentH1 : There is a significant difference in using Elaboration likelihood model between traditional and web-based recruitment4. H0 : There is no significant difference in using Expectation lowering procedure between traditional and web-based recruitmentH1 : There is no significant difference in using Expectation lowering procedure between traditional and web-based recruitmentREFERENCES

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