M. Tech. (Human Resource Management, Faculty of Management Sciences): Vaal University of Technology / E-recruitment is one of the e-commerce applications that has enjoyed a multiple growth since its introduction in the early 1990s. There have been many variations regarding sophistication, types and success; as a result, this has posed a number of challenges to all stakeholders in these technologies. Thus, specific stakeholders may find specific applications suitable for their needs or within their reach to utilise. Companies can use these applications by implementing their own e-recruitment systems or by buying e-recruitment services provided by the third party, or a combination of both, depending on their objectives. The current study is focused on e-recruitment service providers who use general-purpose job boards that are fairly advanced in sophistication, such as the PNet recruitment website. These e-recruitment service providers are mostly recognised as online firms that manage their operations through their websites. However, behind these websites the physical ordinary businesses utilise the Internet as a means to perform their operations. Like other businesses, these e-recruitment service providers constantly face rapid shifts in technology, which places a considerable amount of pressure on them, as they persistently have to seek ways to stay ahead of their competitors. The competitiveness of every business lies in their knowledge of the market in which it operates in, as well the extent to which it is able to meet the needs of its customers. This study extends market knowledge and satisfaction of customers’ needs in the context of e-recruitment. It views the job seekers as the major customers for sustainability and competitiveness for e-recruiting companies or firms. The study was conducted using a survey method, sampling with n = 717 job seekers who use the PNet website to search for jobs. The primary data was obtained from the sample by means of a 6-point Likert questionnaire ranging from 1=strongly disagree to 6=strongly agree, measuring factors that influence the perceptions of job seekers regarding their use of the website. The questionnaire was administered via the Internet using the Sogo-Survey online tool. The main objective of the study was to evaluate job seekers’ perceptions about the PNet website as an e-recruitment tool, as well as to discover which factors are the best predictors of the continued use of the PNet website. The job seekers’ perceptions about the PNet website, as an e-recruitment tool in South Africa, were founded on the nine theoretical factors used in the questionnaire. From these factors, statistically significant differences in the factor means were present within the two independent groups, namely qualifications and gender. Using the standardised Beta value (β) the findings revealed that the attitude towards the website (.285) was the most important predictor, followed by information timeliness (.231), then attraction to the website (.182), usefulness of the website (.180) ease of use of the website (.170) and quality of website (.167). Findings and recommendations of this study are of importance to recruitment service providers and employers as it provides crucial information regarding their markets and how to improve the profitability of their businesses.

The thesis is focused on the analysis of different recruitment and selection methods of new employees; the thesis evaluates modern methods of recruitment and selection of candidates used in recruitment agency CPL Jobs and provides suggestions for improving of the process within the agency. The aim of this thesis is to examine the process of recruitment and selection of new employees as a key component of modern approaches of personnel management, to describe the tools for achieving efficient process and submit their own proposals for improving its effectiveness. The thesis is divided into two parts. The theoretical part defines the process of recruitment and selection of qualified manpower, describes different methods of recruitment and selection of employees in recruitment agency. The practical part is based on personal experience and contains the analysis of current situation of using different sources and methods of recruitment and selection of new candidates in recruitment agency CPL Jobs and submits its improvement and further enhancement of the effectiveness.

Orientation: The face of the workforce as we know it, is changing dramatically through globalisation and the retirement of the older generation, and organisations are confronted with the need to change. Company strategies for attraction and retention require adaption, as the ‘one-size-fits-all’ model no longer appears to be appropriate for today’s multigenerational workforce. As employers aim to attract and retain high-value youth employees, it is more important than ever to understand the total rewards expectations that will attract and retain them. Research purpose: To determine what changes and priorities organisations need to consider for their total rewards models to attract and retain qualified youths entering the workforce. Motivation for the study: The need to understand what intrinsic and extrinsic rewards are aligned with the aspirations and values of skilled youths, in an ongoing attempt to attract and retain them. Research methodology: The researcher utilised a sequential mixed-method research approach to evaluate the effectiveness of the reward categories of the WorldatWork (2015) Total Rewards Model and other reward elements identified during the literature review. Data were collected in two phases, using quantitative and qualitative methods. Phase I: The quantitative method entailed a research questionnaire, distributed to defined professional databases, tertiary institutions, private and public listed companies, as well as parastatals. The researcher distributed 450 questionnaires, of which 276 usable questionnaire responses were received — a response rate of 61.3%. Phase II: The qualitative method utilised interviews exploring the results obtained from Phase I; 11 interviews were conducted with qualified youths and human resource (HR) practitioners (HR generalists and recruitment-, remuneration-, and organisation development specialists). Their responses were captured and analysed. ABSTRACT DBL Thesis_Keshia Mohamed-Padayachee Student Number 71364684 Page 4 of 351 In both Phase I and Phase II, data were gathered while ensuring a high ethical standard and adhering to the defined research approaches. The data were analysed using appropriate statistical techniques to determine the relationship between the variables, ensuring reliability, consistency, and generalisability in Phase I, and transferability, credibility, dependability, and confirmability in Phase II, where a combination of deductive (for quantitative research) and inductive (for qualitative research) methods was applied. Main findings/results: It was evident from the results that a different approach was required for attraction and retention of the youth, and that the ‘one-size-fits-all’ approach of the past will not be effective in the future. Through the research processes, the researcher found that the reward categories of the WorldatWork (2015) model are currently effective in attracting and retaining young talent, but that more will be required in the future. A new total rewards framework was constructed, reflecting the youth’s priorities, to aid attraction and retention of this generation. Main outcomes: Attraction: Seven reward categories were found to affect the youth’s attraction to organisations. These, in order of importance, are: (1) leadership and environment — supportive management and work environment, (2) benefits — retirement fund, medical aid, and leave, (3) performance incentives — long- and short-term incentives and share options; (4) individual development, (5) a safe/secure working environment — coaching/mentoring, working in different organisations to maximise career growth, CSR, and long-term job security; (6) work‒life and resources — extended employee benefits and tools to execute one’s work; (7) performance recognition — informal recognition and non-financial rewards; and formal recognition — formal recognition and lump-sum and annual bonus payments. Retention: Seven reward categories were found to affect youths’ retention in organisations. These, in order of importance, are: (1) leadership and environment — supportive management and environment; (2) flexible and variable payment options — flexible payment options and Salary/Pay; (3) benefits — retirement fund, medical aid, and leave; (4) value-added benefits and services and individual development — employee wellness, CSR, employee discounts, formal coaching or mentoring, and extended time off; (5) recognition — informal and formal recognition ABSTRACT DBL Thesis_Keshia Mohamed-Padayachee Student Number 71364684 Page 5 of 351 and non-financial rewards; (6) career development — Career/Growth opportunities and learning and development; and (7) incentives — long- and short-term incentives and share options. Research limitations: This research was limited to skilled youths. Research implications, originality, and value: No empirical study exists that authenticates the WorldatWork (2015) Total Rewards Model and Generation Y theory. As employers strive to attract and retain high-value young employees, it is more important than ever to understand the expectations of these employees. This study contributes to the body of knowledge by identifying the reward preferences of the youth by offering a relevant rewards framework for attraction and retention of the youth. / Graduate School of Business Leadership / D.B.L.