The purpose of the study is to create an understanding of whether, and in such cases how, employers in IT-firms examine jobseekers' social media as a part of the company's recruitment process. The study has been limited to recruiters in the IT-industry as it was considered extra interesting to examine the recruitment process related to social media due to the technical skills that are required within the IT industry. The choice of industry was also based on the fact that it is estimated that 70.000 new employees will be needed until the year of 2022, to meet Sweden's demand of employees within the IT-industry. Ten respondents with various positions in different IT-firms, that are responsible for the recruitment process, have participated in the study through semi-structured interviews. The conclusions drawn from the respondents' answers in relation to the theoretical framework are that all respondents actually examine job seekers' social media. This is done regardless of whether the company has considered that this is something that should be avoided or not. It was shown that the recruiters examined the job seekers' social media by their own initiative rather than on the basis of established guidelines. It did not appear that any specific guidelines nor policies existed or was used by any company regarding the review, and neither that there exists any form of internal dialogue regarding any specific approach. The majority of the respondents performed the review of social media in the final stages of the recruitment process. It has, however, been shown that the review is not used as a decisive decision in the recruitment process, rather as a complement for the overall picture. Even so, it turned out that there is content on social media that could have been decisive, but this only applies to individual cases where the content was considered extreme. Examples of such content were strong political statements that for instance regarded racism or other statements concerning inequality.

<p>The meaning of the word leadership is changing over time, and so is the role of the leader. Organisational labour is today required to be more self-governing as organisational tasks are moving towards a more flexible and independent nature. This requires a leadership able to inspire and motivate independent performance by acting as an inspirational mentor or coach (Bass and Riggio (2005). Those leaders and that style of leadership have many names, but in our research they are titled as Transformational and Charismatic leaders, as well as Super Leaders. Perhaps they are best described by using Vardiman et al (2006:97) own words: <em>“the most effective leaders teach others to be effective leaders of themselves and others."</em></p><p>Identifying, selecting and recruiting the right leader are a competitive advantage and an important success factor (Fernández-Aráoz et al, 2009). The objective of this thesis is therefore to gain knowledge in the manners present when charismatic and inspirational leaders with the ability to lead others to lead themselves are identified, recruited and selected. We judge gaining understanding in how to identify, attract, select, recruit and keep leaders with this special leadership style as a vital knowledge in today’s highly competitive business world.</p><p><p><p>This thesis approaches leader recruitment from both an external and internal perspective by conveying dialogues with recruitment consultants as well as with a HR-manager. The thesis further raises the question whether the inspirational and charismatic leadership style is appropriate in all type of organisations and here focus on organisational culture as a key determinant when recruiting leaders.</p></p></p>

The meaning of the word leadership is changing over time, and so is the role of the leader. Organisational labour is today required to be more self-governing as organisational tasks are moving towards a more flexible and independent nature. This requires a leadership able to inspire and motivate independent performance by acting as an inspirational mentor or coach (Bass and Riggio (2005). Those leaders and that style of leadership have many names, but in our research they are titled as Transformational and Charismatic leaders, as well as Super Leaders. Perhaps they are best described by using Vardiman et al (2006:97) own words: “the most effective leaders teach others to be effective leaders of themselves and others." Identifying, selecting and recruiting the right leader are a competitive advantage and an important success factor (Fernández-Aráoz et al, 2009). The objective of this thesis is therefore to gain knowledge in the manners present when charismatic and inspirational leaders with the ability to lead others to lead themselves are identified, recruited and selected. We judge gaining understanding in how to identify, attract, select, recruit and keep leaders with this special leadership style as a vital knowledge in today’s highly competitive business world. This thesis approaches leader recruitment from both an external and internal perspective by conveying dialogues with recruitment consultants as well as with a HR-manager. The thesis further raises the question whether the inspirational and charismatic leadership style is appropriate in all type of organisations and here focus on organisational culture as a key determinant when recruiting leaders.

The recent election victory of gen. Obasanjo highlights the fragile civil-military relations encountered in Nigeria. It also illustrates the impact environment has on the recruitment process of political leaders, as a changed environment paved the way for democratic elections in Nigeria. To shed light on the phenomenon of the undemocratic recruitment of military leaders as political leaders, a model encompassing environment, recruitment and leadership elements was formulated and applied to the Nigerian situation as experienced under the Gowon, Babangida and Abacha regimes. The first step of the environment determined political leadership model is to perform a specific analysis of the historical situation to facilitate the description, explanation and clarification of undemocratic recruitment. In the next step, the dynamic interaction between leadership, environment and recruitment, as revealed in the previously assessed historical situation, is analysed and tabularised to facilitate prediction. The third step of the model is to test set linkages of statements, to formulate a theory for the prediction of undemocratic recruitment in general. This theory is as follows: The military leader (micro environment) will adopt a challenger personality, when the macro - and global environment allow the micro environment to challenge them for political domination. If the micro environment is able to mobilise resources and the macro environment is unable to mobilise resources and the global environment remains neutral, the military leader can be recruited in an undemocratic manner as political leader. To remain in power, the military leader must either dominate the macro environment or adopt legitimacy. In the application of this model, it was determined that a challenger personality developed in the micro environment due to a weakened macro environment pestered by the absence of nationalism and national political leadership, as well as constant psychological conditioning, but also because the global environment remained uninvolved in the recruitment process. Besides the colonial legacy of Nigeria, this background provided the opportunity for a strong supportive organisation to develop in favour of military regimes. This eased the mobilisation of military resources for attempting undemocratic recruitment actions and facilitated the institutionalisation of military regimes in Nigeria. These identified behavioural patterns confirmed the mentioned general theory on the undemocratic recruitment of military leaders. In conclusion it was stated that undemocratic recruitment attempts in Nigeria can be prevented if a balance is kept between the micro -, macro - and global environment. To address this imbalance, political restructuring (including leadership, institutions and processes), and also economic - and social restructuring need to take place in order for Democracy to be institutionalised. This requires that the lack of nationalism and the attitude of the military be addressed immediately. It also necessitates the participation of the global environment in condemning undemocratic recruitment actions. Fact is, the environment has changed and in the process has begun to hinder Africa's military's self imposed mission to redeem the continent from corrupt politicians. The more Africa reacts on the new social dimensions in the environment, such as education, Information Technology and accelerated time, the more difficulty the military will have in intervening in politics. / Thesis (MA (Political Science))--University of Pretoria, 2003. / Political Sciences / unrestricted

Syftet med denna kandidatuppsats är att undersöka och jämföra rekryteringsprocessen av chefer inom privat och offentlig sektor. Vidare är studiens syfte att öka förståelse för hur organisationer arbetar med jämställdhet vid tillsättning av chef. Målet med denna studie är att den ska ge ett kunskapsbidrag gällande chefsrekrytering och jämställdhetsarbetet. Resultatet som har framkommit i denna kandidatuppsats gäller endast de två organisationerna som har studerats. Organisationerna kommer förbli anonyma och benämns i studien som den privata organisationen och den offentliga organisationen. Studien har genomförts med hjälp av en kvalitativ metod i form av fyra semistrukturerade intervjuer som kompletterades med dokument. Genom att undersöka hur rekryteringsprocessen ser ut för chefer i privat och offentlig sektor, kan en bättre förståelse skapas för vilka faktorer som påverkar rekryteringen. Med hjälp av frågeställningarna; Vad finns det för likheter och skillnader i rekryteringsprocessen av chefer i privat och offentlig sektor? Hur arbetar den privata respektive offentliga sektorn med jämställdhet i rekryteringsprocessen? Vilken påverkan har homosocialitet och egenskaper i rekryteringsprocessen? kan en insikt skapas för vilka komponenter som har inverkan på jämställdhetsarbetet i rekryteringsprocessen. Resultatet visar på att rekryteringsprocessen inom den privata och offentliga organisationen är relativt likvärdiga men att det finns skillnader. En skillnad som redogörs är hur könsfördelningen ser ut i respektive organisation. Den offentliga organisationen har fler kvinnliga chefer medan den privata organisationen har fler manliga chefer. Det går att utläsa av resultatet att organisationerna arbetar olika med jämställdhet i rekryteringsprocessen. Resultatet framställer att respondenterna har olika åsikter om hur långt arbetet med jämställdhet har kommit i samhället. För att förklara de könsrelaterade skillnaderna har begreppet homosocialitet används som teori. Studien berör även lagstiftning vid rekrytering och teori kring den kompetensbaserade rekryteringsprocessen. Studiens slutsats är att de två organisationer som har studerats arbetar med en kompetensbaserad rekrytering för att egenskaper inte ska ha någon påverkan på kandidatvalet. Studien visar på att när kvinnor är det underrepresenterade könet på arbetsplatsen utförs ett aktivt jämställdhetsarbete. Vidare påvisar studien att respondenterna omedvetet förknippar egenskaper med kön, vilket påverkar rekryteringen. Resultatet av denna studie kan bidra med inspiration till organisationer som vill utveckla sin rekryteringsprocess av chef. Vidare kan studien tillämpas som stöd för personalvetare och organisationer för att skapa en förståelse för vilka förmåner och hinder som förekommer på de olika stegen i rekryteringsprocessen. Avslutningsvis kan studien tillföra förståelse och kunskap om  bakomliggande faktorer som kan ha påverkat den nuvarande könsfördelning på arbetsmarknaden. / This thesis aims to examine and compare the recruitment process of managers in both the private and public sectors. Furthermore, the objective of the thesis is to provide an improved understanding of how organizations implement principles of gender equality when hiring a manager. The results obtained in this thesis only apply to the two organizations that have been studied. These organizations will remain anonymous and will be referred to as “the private organization” and “the public organization”, as applicable. The study was conducted using qualitative research comprised of four semi-structured interviews that were supplemented with documents. By examining how the recruitment process of managers is formed in both the private and public sectors, we can achieve a better understanding of the factors that influence how gender equality is implemented in the recruitment process. We have gained a valuable insight what those factors may be by investigating the following areas: What are the similarities and differences in the recruitment process of managers in the private and public sector? How do the private and public sectors incorporate gender equality in the recruitment process? What influence does homosociality and traits have on the recruitment process? The results from the study show that the recruitment process in the private and public sectors is relatively similar but that there are differences. One difference is that the public organization has more female managers whilst the private organization has more male managers. The results demonstrate that the organizations implement gender equality in the recruitment process in different ways and that the respondents have different views on how far the gender equality movement has progressed in today's society. To explain the gender-related differences, the term "homosociality" has been used as a theory. The study looks at recruitment legislation and theory regarding the competency-based recruitment process. The thesis can conclude that both the organizations, which were studied use a competency-based recruitment to prevent characteristics of gender from having an impact on the candidate selection. The thesis shows that when women are the under-represented gender in the workplace, active gender equality work is performed. Furthermore, the study shows that the respondents are unknowingly associating traits with gender, which still has an impact on the recruitment. The results of this  study may inspire organizations that want to develop their recruitment process of managers and improve gender equality. Furthermore, the study provides support for human resources departments within organizations by illustrating the benefits and obstacles that exist at various stages in the recruitment process. In conclusion, the study provides an improved understanding and knowledge about underlying factors that may have affected the gender distribution of the labor market.

Företagskultur och ett företags tillhörande värderingar är ett aktuellt ämne som är vanligt att diskutera ur olika perspektiv. Även rekrytering är ett omdiskuterat område. Det är vanligt att man i rekryteringsprocesser använder kompetensbaserade metoder och tekniker där urvalet baseras på de kompetenser som rollen kräver. Denna uppsats undersöker hur företag med en stark och tydlig företagskultur arbetar med kultur och värderingsfrågor i arbetet att rekrytera en chef. Studien genomförs med hjälp av kvalitativ metod, genom semistrukturerade intervjuer och baseras på ett underlag från sex informanter. Dessa informanter arbetar som rekryterare och har erfarenhet av chefsrekrytering i företag med starka och tydliga värderingar. Undersökningen fokuserar på informanternas upplevelser av ämnet och vad de har för perspektiv på hur stor inverkan företagskultur och värderingar har inom chefsrekrytering. Det insamlade empiriska materialet analyseras med utgångspunkt i Scheins (2017) teorier om företagskultur och ledare via en tematisk analys. Resultatet från studien visar att rekryterare upplever att företagskultur och värderingar har stor betydelse och inverkan på rekryteringsprocessen. Detta beror på att chefer är förebilder och behöver ha rätt värderingar för att kunna förmedla och implementera företagets värderingar nedåt i organisationen. Ytterligare resultat som presenteras i undersökningen är att rekryterare har olika metoder för att inkludera organisationens företagskultur och dess värderingar i rekryteringsprocessen. En metod är att inkludera värderingarna i ett kompetensbaserat arbetssätt och omvandla dessa till kompetenser. En tillhörande väsentlig aspekt när värderingar översätts till kompetenser är att det finns tydliga grunder att göra en rättvis bedömning av värderingarna. Samtidigt är en slutsats av denna undersökning att olika perspektiv och erfarenheter bidrar till att utveckla företaget och dess företagskultur framåt. Därför är det viktigt att som rekryterare arbeta med ett mångfaldsperspektiv, då detta kommer gynna både företaget och dess företagskultur på lång sikt. / Corporate culture and a company's associated values are topics that are commonly discussed from different perspectives. Recruitment is also a frequently discussed area. It is common to use competence-based methods in recruitment processes, a technique where the selection is based on the role requirements. This paper examines how companies with strong corporate culture work with culture and value issues in the process of recruiting managers. The study is conducted by using a qualitative method, through semi-structured interviews, and is based on six informants who work as recruiters and have experience of executive recruitment in companies with strong values.  The study focuses on the informants' experiences of the topic and what perspectives they have on how big the impact of corporate culture and values have in executive recruitment. The collected empirical material is analyzed based on Schein's theory (2017) of corporate culture. The results of the study show that recruiters perceive that corporate culture and values have great importance and impact on the recruitment process. This is because managers are role models and need to have the right values to be able to convey the company's values in the organization. Additional results presented in the study are that recruiters have different methods of including the organization's corporate culture and its values in the recruitment process. One method is to include the values in a competence-based approach and convert these into competences. An essential perspective when values are translated into competences is that there are clear grounds for making a fair assessment. At the same time, the conclusion of this study is that different perspectives and experiences contribute to developing the company and its corporate culture going forward. Therefore, it's important as a recruiter to work with diversity, as this will benefit the company and its corporate culture in the long term.

Frågeställning: Under vilka omständigheter väljer organisationer intern respektive extern rekrytering när chefer ska tillsättas? Syfte: Syftet är att undersöka under varför och under vilka omständigheter organisationer väljer intern respektive extern chefsrekrytering.  Metod: Kvalitativ ansats, Intervjuer, Tematisk analys Slutsats: Utifrån den tidigare litteraturen samt studiens insamlade empiriska material tycks organisationer föredra att rekrytera chefer internt om rätt kompetens finns inom organisationen. Det huvudsakliga argumentet för internrekrytering är att skapa motivation hos anställda samt bibehålla långsiktig kompetens genom att utveckla medarbetare. Interna kandidater har även kunskap om organisationens kultur och arbetsprocesser, vilket minskar tid och kostnader för introduktion. Under vissa omständigheter tycks organisationer föredra extern rekrytering, exempelvis när en omorganisering ska ske, eller vid andra situationer som kräver nya perspektiv och infallsvinklar. En annan vanlig orsak till att rekrytera chefer externt är när intern kompetens saknas inom organisationen. Intern utveckling är en del av ett långsiktigt arbete att säkerställa att organisationen har rätt kompetens och rätt ledarskap i framtida situationer. / Research questions: Under what circumstances do organizations choose internal or external recruitment when hiring managers? Purpose: The Purpose is to investigate why and under what circumstances organizations choose internal or external managerial recruitment. Method: Qualitative method, Interviews, Thematic analysis Conclusion: Based on the previous literature and the study's collected empirical material, it seems that organizations prefer to recruit managers internally if the right skills are available within the organization. The main argument for internal recruitment is to create motivation in employees as well as maintain long-term competence through employee development. Internal candidates also have knowledge of the organization's culture and work processes, which reduces the time and costs of introduction. Under certain circumstances, organizations seem to prefer external recruitment, for example when a reorganization is to take place, or in other situations that require new perspectives and approaches. Another common reason for recruiting managers externally is when there is a lack of internal competence within the organization. Internal development is part of a long-term effort to ensure that the organization has the right skills and leadership in future situations.

To maintain and attain a strong competitiveness, it is necessary for companies to recruit personnel with relevant competence for specific positions. Recruiting personnel, in turn, involves making decisions about whether to recruit internally or externally, which justifies an investigation into the consequences of choosing internal versus external recruitment strategies. The purpose of the study is thus to determine whether the choice of internal or external recruitment strategy affects a company's ability to achieve optimal recruitment. The study is qualitatively oriented with a deductive approach, emphasizing description and analysis. The study describes and analyzes a selection of previous research on recruitment along with data obtained through structured interviews with respondents who collectively work in various capacities related to recruitment. The study's results indicate, among other things, that recruitment decisions have direct consequences for internal dynamics, corporate culture, and competitiveness. To achieve long-term success and adapt to a competitive market, the importance of a balanced recruitment strategy is particularly emphasized. / För att företag skall kunna såväl bibehålla som erhålla en god konkurrenskraft är det nödvändigt att rekrytera personal med relevant kompetens för specifik tjänst. Att rekrytera personal innebär i sin tur att fatta beslut om personal skall rekryteras internt eller externt, vilket motiverar en undersökning av konsekvenserna kring valet av intern- respektive extern rekryteringsstrategi. Syftet med studien är därmed att ta reda på huruvida valet av intern- eller extern rekryteringsstrategi påverkar företags möjligheter att uppnå en optimal rekrytering. Studien är kvalitativt inriktad med en deduktiv ansats där tonvikten ligger på beskrivning och analys. Det som beskrivs och analyseras är ett urval av tidigare forskning kring rekrytering tillsammans med ett datamaterial som inhämtats genom strukturerade intervjuer med respondenter som gemensamt på olika sätt arbetar med frågor kring rekrytering. Resultatet av studien indikerar bland annat att rekryteringsbeslut har direkta konsekvenser för intern dynamik, företagskultur och konkurrenskraft. För att företag skall kunna uppnå en långsiktig framgång och anpassning till en konkurrensutsatt marknad framhävs i synnerhet vikten av en balanserad rekryteringsstrategi.

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Master of Regional and Community Planning / Department of Landscape Architecture/Regional and Community Planning / Huston Gibson / Tens of millions of predominantly low-income, minority Americans live in food deserts – areas with poor access to healthful, affordable food. Food deserts have been associated with higher rates of diet-related diseases such as high blood pressure and obesity. These diseases carry significant morbidity and mortality and account for hundreds of billions of dollars in healthcare spending and lost productivity per year in the U.S. Establishment of a supermarket is the most effective intervention to eliminate a food desert. However, food deserts have historically been neglected by the retail industry. Local governments are rarely involved in supermarket recruitment. Often, food deserts themselves must recruit supermarkets. This study sought to understand how leadership and community engagement in supermarket recruitment influence its efficacy. The objective was to enable food deserts to more effectively recruit supermarkets. A case study of Argentine, a low-income, minority neighborhood in Kansas City, KS that successfully recruited a supermarket in 2013, was conducted. The heart of the case study was a series of interviews with individuals who were heavily involved in the recruitment. This study found the results of community engagement – specifically a community food assessment – were leveraged to attract funding and financing for a supermarket development. In settings where recruitment of a supermarket is contingent upon obtainment of these dollars, community engagement may be critical. Engagement empowers people to play an active role in shaping the future of their communities. It is a vital component of the urban planning process and government in general. Additionally, in the context of a food desert, engagement of residents can help accomplish the lofty goal of recruiting a supermarket and improving the food landscape – and health – of the community.