<p>The research area of recruitment utility analysis (RUA) models has</p><p>been somewhat unexplored for decades, and has earlier been reduced</p><p>to simplified mathematic formulas measuring only dollar term value.</p><p>The need for more dynamic models and theories surrounding the area</p><p>has been voiced numerous times, yet little has been done. The purpose</p><p>of this study was to highlight this need to encourage to further</p><p>research, and to examine the managerial perspective on RUA from a</p><p>semi explorative perspective. Eight interviews were conducted where</p><p>the managers received questions concerning the recruitment process</p><p>and the method used to conduct RUA. The results of this study</p><p>indicate somewhat unimpressed attitudes toward the added value of</p><p>conducting RUA. The reasons for not conducting</p><p>RUA were found to be due to time constraint, lack of skills and</p><p>managerial support. The majority of the RUA was found to be reactive</p><p>and based on gut feeling implying a need for proactive RUA hence</p><p>ensuring the value of the recruitment process.</p>
| Identifer | oai:union.ndltd.org:UPSALLA/oai:DiVA.org:su-40284 |
| Date | January 2010 |
| Creators | James, Theresa |
| Publisher | Stockholm University, Department of Psychology |
| Source Sets | DiVA Archive at Upsalla University |
| Language | English |
| Detected Language | English |
| Type | Student thesis, text |
Page generated in 0.0019 seconds