Babbie, E. (2007). The practice of social research (11th ed.). Wadswoth: Thomson Learning.
A resource provides a thorough investigation into the planning phase of conducting research studies. It also discusses a variety of aspects about social research and its benefits to the community. Special attention is on the way people could conduct highly professional research studies by offering more value to the target readers of any research study.
Broughton, A., Higgins, T., Hicks, B., & Cox, A. (2011). Workplaces and social networking. The implications for employment relations. Acas Research Paper, 11(2), 11.
This resource describes the overall perception of the social environment, especially the specifics of communication between employees and top management in the workplace. It also claims that the use of social networks and digital networking is a source of inferences within the company and employees.
Becker, B.E., Huselid, M.A., & Ulrich, D. (2001). The HR scorecard: Linking people, strategy and performance. Boston: Harvard Business School Press.
The notion as the human resources scorecards adds a great value to the recruiting practices of many human resources companies all over the world. Moreover, this simple tool is more effective in terms of helping people to interact in the workplace. At the same time, it helps to connect people and link them together by means of a variety of recruiting instruments. It is important to develop new strategies to help top management of the human resources companies to improve the performance of employees in the workplace.
Boyd, D. M., & Ellison, N. B. (2007). Social network sites: Definition, history and scholarship. Journal of Computer Mediated Education, 13(1), 210-230.
This source addresses the utilization of the social network sites as a basis for the education empowerment. Special attention is on the understanding of the social networks, as well as the ways how people apply them in the real life. It also addresses the elements of history and scholarships for those people who are interested in obtaining the maximum value and / or benefits from using social networks in the workplace.
Benson, V., Filippaios, F., & Morgan, S. (2010). Online social networks: Changing the face of business education and career planning. International Journal of e-Business Management, 4(1), 20-33.
The source addresses the utilization of benefits that working with the online social networks could bring to the lives of different people. The online business is a way out for many people on the planet. Using social networks serves as an essential instrument to succeed online. In addition, in order to scale the growing process, the companies need to invest in the education of their employees. It is important to plan a career by growing both personally and professionally.
BIS (2010). Findings from the survey of employment tribunal applications 2008. Employment Relations Research Series, 107(5), 3-6.
This source analyses the findings from the survey on the employment implications. It addresses various aspects, including the process of recruiting that is so valuable for the vast majority of companies. The purpose is to provide valuable information on how to recruit new talents more effectively.
Bohnert, D., & Ross, W.H. (2010). The influence of social networking web sites on the evaluation of job candidates. Cyber Psychology, Behavior, and Social Networking, 13(3), 341-347.
This resource is particularly important as it addresses the major research question. In particular, it describes the impact of social networking on the process of recruiting the job candidates. The idea is to know how to evaluate the personal qualities and professional qualifications more thoroughly. It is essential when there is a need to use social networks in case it is important to analyze whether the job candidates should be hired.
Brown, V., & Vaughn, D. (2011). The writing on the (Facebook) wall: The use of social networking sites in hiring decisions. Journal of Business Psychology, 26(2), 219-225.
This source is somewhat similar to others as it also addresses the use of social networks in the recruiting practices. However, it focuses more on the use of Facebook as a major source to recruit new talents. At the same time, it addresses the impact of the social networks on the decisions of the HR recruiters in any business.
Breaugh, J.A. (2008). Employee recruitment: Current knowledge and important areas for future research. Human Resource Management Review, 18, 103-118.
The source explains the hiring practices of recruiting employees. It emphasizes the advantages of having professional experience, proper skills for the desired qualification and personal qualifications. Simultaneously, the source underlines the importance of personal qualities that people should have in order to receive better jobs.
Breaugh, J.A., & Starke, M. (2000). Research on employee recruitment: So many studies, so many remaining questions. Journal of Management, 26(3), 405-434.
The source discusses the major competencies of the human resource personnel. It analyzes the recruitment of employees based on their value for the particular human resources companies. In addition, many studies in the field of human resources support the recommendations given in this source. It also focuses on the importance of a win-win situation for both the HR recruiters and the job candidates.
Chamberlain, L. (2012). HR directors believe social media is ineffective for recruitment survey finds. Personnel Today, 20(1), 12.
This source addresses the challenges that the HR recruiters face when working in the sphere of searching for new and talented people. However, not many research studies emphasize the negative implications of the human resources practices. This resource addresses the challenges and difficulties that the HR recruiters face while hiring people. The findings comprise many research studies, including quantitative and qualitative researches.
Carlson, K.D., Connerley, M.L., & Mecham, R.L. III (2002). Recruitment evaluation: The case for assessing the quality of applicants attracted. Personnel Psychology, 55(2), 461-490.
This source emphasizes the evaluation of the recruitment industry as a whole. Special attention is on the aspects of quality. This source also addresses the factors that have a strong impact on the psychological differences of people. The idea is to reveal how the psychology of people can influence their abilities to produce products and services of better quality.
Clark, L.A., & Roberts, S.J. (2010). Employer’s use of social networking sites: A socially irresponsible practice. Journal of Business Ethics, 95(4), 507–525.
This source discusses the specifics of using social networking sites, such as LinkedIn, Twitter, Facebook, YouTube, etc. The overall research offers a variety of examples that could bring more value to the recruiters of the human resources companies. At the same time, the research emphasizes the aspects of ethics that are specific to the human resources companies and recruiting practices.
Davison, H., Maraist, C., Hamilton, R., & Bing, M. (2012). To screen or not to screen/ using the internet for selection decisions. Employee Responsibilities and Rights Journal, 24(1), 1-21.
The source focuses on the screening practices of the recruiters in the human resources companies. It addresses the process of making decisions that would mostly benefit the recruiting practices of the human resources companies. In addition, it addresses the importance of the ethical approach to the use of social networking. It also analyzes the factors that strongly influence the human resources practices and recruitment decisions.
Debatin, B., Lovejoy, J.P., Horn, A.-K., & Hughes, B.N. (2009). Facebook and online privacy: Attitudes, behaviors, and unintended consequences. Journal of Computer-Mediated Communication, 15(1), 83-108.
This source describes the issues that the recruiters face when using social networks in their human resources practices. The overall emphasis is on the online privacy of the job applicants. The recruiters should deeply value the attitudes and opinions of different people, especially concerning employment. It is also important to address the behaviors of the job applicants and the consequences of unethical treatment of employees.
Davison, H., Maraist, C., & Bing, M. (2011). Friend or foe? The promise and pitfalls of using social networking sites for HR decisions. Journal of Business Psychology, 26(2), 153-159.
The source underlines the advantages and disadvantages of using the social networks in the recruiting practices. It is also essential to urge the HR recruiters to be ethical when searching for new talents and making decision about hiring new people. In addition, the source focuses on the mutual value to both the HR recruiters and the job candidates.
Joos, J.G. (2008). Social media: New frontiers in hiring and recruiting. Employment Relations Today,35(1), 51-59.
This source explains the perceptions of the social media and its usage in the employment practices. In addition, it offers an overview of the new frontiers and recruiting approaches that are important in recruiting people more effectively. At the same time, it addresses the importance of searching for the applicant’s information more effectively.
Jones, C., & Behling, S. (2010). Uncharted waters: Using social networks in hiring decisions. Issues in Information Systems, 9(1), 589-595.
This source addresses the utilization of the social networks in the hiring practices. It helps to understand the implications that the recruiters have when making the hiring decisions. At the same time, it emphasizes the ability of the recruiters to face difficulties and solving ethical problems with the job applicants.
Kaplan, A.M., & Haenlein, M. (2010). Users of the world, unite! The challenges and opportunities of Social Media. Business Horizons, 53(1), 59-68.
The source focuses on the opportunities and challenges of the human resources companies guided by their utilization of social media in the recruiting practices. Simultaneously, the source provides the information on the advantages of utilizing the social networks. The purpose is to offer more opportunities in widening the horizons while searching for new talents for the work in the human resources companies.
Kluemper, D.H., & Rosen, P.A. (2009). Future employment selection methods: Evaluating social networking web sites. Journal of Managerial Psychology, 24(6), 567-580.
This source addresses the future of the human resources practices. In particular, it represents the ways of recruiting new talents that are not widely accepted. At the same time, the source provides a thorough evaluation of social networking as a way to advance the social recruiting practices.
Lee, I. (2005). The evolution of e-recruiting: A content analysis of Fortune career web sites. Journal of Electronic Commerce in Organizations, 3, 57-68.
This source addresses the advancement of the online recruiting. In particular, the source offers the overall analysis of the Fortune careers. A special emphasis is on the ability of the recruiters to use them in their personal recruiting practices. The idea is to create an opportunity for both the recruiters and the job applicants to succeed.
Malita, L., Badescu, I., & Dabu, R. (2010). Culture tips of online job searching. Procedia Social and Behavioral Sciences, 2(1), 3070-3074.
This source offers an insight into different cultures all over the world. It emphasizes the approaches of different cultures that are applied in order to search for new jobs. It also uncovers the advantages of using the online instruments to advance the social recruiting practices.
Martin, G., Reddington, M., & Kneafsey, M. B. (2009). Web 2.0 and human resources: “Groundswell” or hype? Research Report. London: Chartered Institute of Personnel and Development.
This report covers the basic perceptions of the Web 2.0, as well as the ways how it could be used to advance the human resources practices. It also covers the abilities of the HR recruiters and suggests how to help them become more professional during the recruiting process.
Maurer, S.D., & Liu, Y. (2007). Developing effective e-recruiting websites: Insights for managers from marketers. Business Horizons, 50(4), 305-314.
This source explains the ways that the human resources companies can take advantage of the websites. Special attention is on the use of the effective methods of online recruiting and website building aimed at advancing the efficiency of management and marketing decisions.
Parry, E., & Tyson, S. (2008). An analysis of the use and success of online recruitment methods in the UK. Human Resource Management Journal, 18(3), 257-274.
This source covers the analysis of the utilization of online recruitment. It provides the insights into various recruitments methods that the HR recruiters could apply in the human resources practices. The overall focus is on the use of these methods in the United Kingdom.
Roblyer, M.D., McDaniel, M., Webb, M., Herman, J., & Witty, J.V. (2010). Findings on Facebook in higher education: A comparison of faculty and student uses and perceptions of Social Networking Sites. Internet and higher Education, 13(3), 134-140.
This source adheres to the use of Facebook in terms of improving the characteristics of students. Special attention is on the use of social networks as a means to contribute to the educational achievements of the students.
Singh, P., & Finn, D. (2003). The effects of information technology on recruitment. Journal of Labor Research, 24(3), 395-408.
This source provides the overview of the social recruitment in various directions. On the one hand, it covers the negative implications of using the social networks to improve the human resources practices. On the other hand, it addresses the positive aspects of using social networking to advance the overall process of recruitment.
Smith, A.D., & Rupp, W.T. (2004). Managerial challenges of e-recruiting: Extending the life cycle of new economy employees. Online Information Review, 28(1), 61-74.
The source deliberates the challenges of the social recruitment from the perspective of management. It also highlights the benefits of the human resources companies in case they take advantage of the social networking. In addition, the source provides many examples on how to use social recruiting to benefit the life cycle of the economy and employees.
Searle, R.H. (2006). New technology: The potential impact of surveillance techniques in recruitment practices. Personnel Review, 35(3), 336-351.
This source adheres to the use of contemporary technologies as a way to advance the overall process of recruiting new talents. For example, the human resources companies can take advantage of the surveillance techniques. The human resources companies should utilize the benefits of the contemporary technologies and surveillance techniques.
Tong, J.P.C., Duffy, V.G., Cross, G.W., Tsung, F., & Yen, B.P.C. (2005). Evaluating the industrial ergonomics of service quality for online recruitment websites. International Journal of Industrial Ergonomics, 35(2), 697-711.
The source intends to focus on the industrial ergonomics. It also addresses the application of industrial ergonomics in the ability of the companies to provide the products and / or services of the highest quality. It could also be used in the websites on the online recruitment.
UK Commission for Employment and Skills (UKCES) (2012). UK Commission’s Employer Perspectives Survey 2012, Evidence Report 79, UKCES.
The source deliberates the meaning of professional human resource experience. The idea is to use such experience of the recruiters to reveal the personal qualities and professional skills of the job applicants. The information comprises the findings of the UK Commission for Employment and Skills.
Zielinski, D. (2012). Find social media’s value. HR Magazine, 1(2), 12.
This source addresses the importance of delivering value in every working process. Special attention is on the ability of the recruiters to bring value to both the human resources companies and the job applicants. The human resource companies should evaluate the skills, qualifications, personal and professional characteristics of the job applicants to contribute to their business processes.
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