Thesis (M.B.A.)--Boston University

This study aimed to demonstrate how negative affect is linked with stereotypic thinking in hiring decisions made in everyday situations. Participants (n = 788) will be randomly assigned to each condition. Each participant will be given a neutral emotion inducing picture or an anger emotion inducing picture, followed by either a white or black candidate resume with the same qualifications, and then asked how likely they are to hire the candidate. Results would most likely suggest that anger leads to increased stereotypic thinking in hiring decisions. Future studies may decide to investigate 1) a wider array of negative emotions and 2) a more diverse set of candidates (e.g. examining effects of gender or race).

This study was conducted to determine if employers were inclined to discriminate between two-year and four-year educated accountants in making hiring and promotional decisions. In addition, accounting graduates of two-year and four-year institutions were studied to see if there were differences between these two groups in regard to educational programs taken, perceptions of the benefit received from the courses taken, salaries received, and views concerning employer hiring and promotional practices. This study included three different groups consisting of 39 employers in the private business sector as well as 43 two-year accounting associate degree graduates and 43 bachelor accounting degree graduates. A sample of businesses from the Wasatch-Front Area of the State of Utah was drawn and personal interviews held in order to collect the desired data. Conclusions based upon the significant differences found during the analyses of the data indicated that employers paid four-year accounting educated graduates higher salaries and believed these graduates did not need as much additional education as two-year graduates when education was a criteria used in determining promotions. Employers indicated, too, that four-year accountants were better prepared educationally to handle "detailed and difficult accounting tasks," as well as "accounting theory and principles." There was a difference in the accounting educational programs taken between two-year and four-year accounting graduates. Differences were found in 21 courses, with four-year graduates having had more instruction in 19 of these subjects while the two-year graduates had more exposure in two of the courses. The benefits received from courses taken was also viewed differently by accountants. The four-year graduates earned a significantly higher salary and were given more opportunities for financial assistance in upgrading accounting skill and knowledge. Conclusions based on similar opinions and views revealed that most employers were willing to hire graduates from postsecondary schools without previous work experience and considered graduates from the various postsecondary educational institutions as being adequately prepared to handle the positions to which they were assigned. Most employers also deduced that graduates did need additional education in certain areas and believed that accounting internships would have been helpful. Most companies did not have a policy dictating annual salary increases nor job advancement plans for accounting personnel. Most accountants on the job had been with their current employer between three and four years, and the time spent in their present positions was slightly over two and one-half years. Most accountants believed that an internship experience would have been beneficial to them prior to their entering the work force and would have been willing to work for a company in connection with their school preparation.

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This research contributes to the employee selection literature by examining the various aspects of value creation derived from systematic approaches to selective hiring and onboarding best practices. These best practices covering the end-to-end spectrum of talent acquisition activities from pre-recruitment to post-hiring performance management are examined through the construct of employee selection bundles. A rigorous type of employee selection bundle called Topgrading is examined across six case studies. This research builds on the employee selection literature by exploring the cross section of organizational learning theory, goal setting theory, and process management theory on the employee selection bundle as a mechanism that positively impacts firm performance.

The study examines the potential of conjoint analysis to provide and apply quantitative data to situations previously limited to non-quantitative analysis within the selection process. Chapter I presents a brief introduction to the sales force selection process. A discussion of the importance of effective selection to the organization as well as an explanation of the objectives, methodology, research questions, and limitations complete the chapter. Chapter II provides a detailed description of the contemporary sales force selection process. The chapter explains the objective and subjective activities and techniques utilized by management in selection decisions. Chapter III describes the steps involved in conjoint analysis and the specific conjoint measurement technique employed in the study. The questionnaire employed and the source of data are described in Chapter IV. An analysis of the results of the research completes the chapter. Chapter V presents the summary, conclusions, and recommendations of the study.

The thesis is focused on the process of recruitment, selection and hiring employees in to the company. The main goal of the thesis is to analyse and evaluate the process of recruitment, selection and hiring employees in selected company and determine conclusions and recommendations which can improve the whole process. The thesis is devided into theoretical and practical part. The theoretical part includes the description of the theoretical bases and background of the topic. The practical part focuses on the selected company, the presentation of its structure, business field and the current processes. The aim is to analyse the process of recruitment, selection and hiring employees, evaluate this processes and suggest particular recommendations.

The impact of strict employment protection legislation (EPL) on unemployment is still uncertain. However, evidence in literature points to the hiring and firing provisions of EPL being the source of some of the labour market rigidity in South Africa.Hiring and firing provisions comprise a number of elements such as severance pay, dismissal procedures, probationary employment and temporary work arrangements. This research investigates the impact of these measures on the hiring and firing decision through a survey questionnaire distributed to approximately 20 000 small business respondents, who were also tested on the impact of EPL on small business in creating new jobs.The purpose of the research was therefore to contribute to the literature on the role which EPL plays in the hiring and firing decision, and ultimately on unemployment.The results of the research point to a still strong perception that EPL in South Africa is strict despite evidence to the contrary, and that small business respondents believe procedural elements play a significant role in their hiring and firing decision, but some uncertainty with regard to the role of severance pay. The strongest indication was the perception of the regulatory burden of EPL faced by small businesses. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

In the Archdiocese of Los Angeles, principals are often ill prepared for the demands of the job. According to Baxter (2012), every year in the Archdiocese approximately 30 principal vacancies are filled. Many of the Pastors who hire for these vacancies do not have an educational background, nor do they have much experience in hiring practices. With the increase of lay educators leading Catholic schools, not only are competent principals needed, but principals who can be Pastoral, educational, and managerial leaders (Manno, 1985). To increase the probability of hiring strong candidates for the principal vacancies in schools across the Archdiocese of Los Angeles, a hiring protocol is needed to standardize the process, while encouraging collaboration and input from multiple stakeholders. This case study implemented and evaluated a hiring protocol at one school site within the Archdiocese of Los Angeles. The protocol was designed to help Catholic schools hire qualified principals, and its development was guided by previous research on effective hiring procedures for such positions. The case-study data collected provides insight into the benefits and of using this specialized hiring protocol while also identifying potential changes to further strengthen the protocol. The results of the case study will be shared with the Department of Catholic Schools in the Archdiocese of Los Angeles to provide a framework for a principal hiring protocol that can be used at all school sites.

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