Human Resource Management: A Qualitative Study

The study, published in 2008, was written by Alonzo Johnson Jim Beam Brands Co., Clermont, Kentucky, Mr Paul A. Winter College of Education and Human Development, University of Louisville, Kentucky, and Mr. Thomas G. Reio Jr College of Education, Florida International University, Florida, USA and Mr. Henry L. Thompson High Performing Systems, Inc., Watkinsville, Georgia, and USA, and Mr. Joseph M. Petrosko College of Education and Human Development, University of Louisville, Louisville, Kentucky, USA. Nowadays is the milieu of modernization and everything in our surrounding is undergoing a change in its structure (both internal and external) to acquire a more stable and sophisticated form to match with the pace of changing time. So the

Designing, manufacturing, and marketing consumer and industrial products successfully require attracting the human talent capable of performing these complex tasks. The results of this study render new knowledge that demonstrates the importance of acknowledging pre-hire human resources functions more fully as a useful first step in developing a cadre of effective managers for an organization.

The article investigates factors that influence business professional reactions to managerial vacancies in the private business sector. The factors are personality characteristics (inclusion, control, and openness), gender, ethnicity, and age, and ideal job candidate personality characteristics (inclusion, control, and openness) that influence the attraction of business professionals to managerial jobs described in simulated position advertisements. The demographic variables (e.g. age and gender) served as statistical controls in the hierarchical regression equations (Cohen and Cohen,

2) unlike other management development functions (e.g. training), which are driven by the organization’s decision-making process, recruitment is a dual decision-making process involving decisions made by both organizational representatives (e.g. decision to advertise the position vacancy) and potential job applicants (e.g. decision to apply for the position advertised). Organizations that fail to consider the applicant perspective when advertising a management vacancy put the entire recruitment enterprise at risk.

Also, It is illustrated that the this dual decision-making feature of recruitment that makes it imperative organizations perform all recruitment activities (e.g. position advertisements, recruitment interviews, job offers) with a high degree of proficiency if they are to be successful in attracting qualified management talent in an increasingly competitive managerial labor market. Researchers frequently study recruitment effects under simulated, rather than actual, recruitment conditions (Barber, 1998; Rynes, 1991) for two