Araştırma Makalesi
BibTex RIS Kaynak Göster

İşe Alım Sürecinde İnsan Kaynağı Edinimi: Sembolik Algılama Üzerine Nitel Bir Araştırma

Yıl 2022, , 153 - 166, 30.12.2022
https://doi.org/10.21076/vizyoner.1140778

Öz

Bu çalışma, insan kaynakları yönetiminde işe alım sürecinin insan kaynağının edinimi aşamasında sembolik algılamanın etkisi ve gücünü ortaya çıkarmak amacıyla yapılmıştır. Araştırma, endüstri alanında faaliyet gösteren bir işletmenin ihtiyaç duyulan pozisyonu için açılmış olan iş ilanına başvuran adaylar arasından belirlenen toplam 73 katılımcıdan mülakat yöntemiyle toplanan verilerle gerçekleştirilmiştir. Bu kapsamda, birinci uygulama için 38 katılımcıya 6 maddelik açık uçlu sorular sorulmuştur. Çalışmanın ikinci uygulamasında ise, 35 katılımcıya 5 maddelik açık uçlu sorular iletilmiştir. Nitel araştırma yöntemi uygulanmış olan bu çalışmanın sonuçlarına göre, işe alım süreci kapsamında insan kaynağı ediniminde sembolik algılamanın önemli bir rol oynadığı görülmüştür. Ayrıca çalışmanın sonuçlarına göre, işe alım sürecinde uygulanan tekniklerin adayların algısına göre değiştiği ve sembolik algılama ile beklenenden farklı sonuçlar verdiği görülmüştür. Bu kapsamda araştırmada ortaya çıkan sonuçlar tartışılarak insan kaynakları yöneticilerine ve diğer uygulamacılara önerilerde bulunulmuştur.

Kaynakça

  • Afsar, B., Al-Ghazali, B. M, Rehman, Z. U. ve Umrani, W. A. (2020). The moderating effects of employee corporate social responsibility motive attributions (substantive and symbolic) between corporate social responsibility perceptions and voluntary pro-environmental behavior. Corporate Social Responsibility and Environmental Management, 27(2), 769-785. https://doi.org/10.1002/csr.1843.
  • Aguinis, H., Jenson, S. H ve Kraus, S. (2021), Policy implications of organizational behavior and human resource management research. Academy of Management Perspectives, 1(1), 1-46. https://doi.org/ 10.5465/amp.2020.0093
  • Baum, M. ve Kabst, R. (2014). The effectiveness of recruitment advertisements and recruitment websites: Indirect and interactive effects on applicant attraction. Human Resource Management, 53(3), 353-378. https://doi.org/10.1002/hrm.21571.
  • Belizón, M. J. ve Kieran, S. (2021). Human resources analytics: A legitimacy process. Human Resource Management Journal, 25(4), 1-49. https://doi.prg/10.1111/1748-8583.12417
  • Berg, P. O. (1986). Symbolic management of human resources. Human Resource Management, 25(4), 557-579. https://doi.org/10.1002/hrm.3930250406
  • Bowen, D. B., ve Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the 'Strength' of the HRM system. Academy of Management Review, 29(2), 203-221. https://doi.org/10.2307/20159029
  • Chadwick, C. ve Flinchbaugh, C. (2021). Searching for competitive advantage in the HRM-firm performance relationship. Academy of Management Perspectives, 35(2), 181-207. https://doi.org/10.5465/amp.2018.0065
  • Chou, H.-W., Lin, Y.-H., Chang, H.-H., ve Chuang, W.-W. (2013). Transformational leadership and team performance: The mediating roles of cognitive trust and collective efficacy. SAGE Open, 3(3), 1-10. https://doi.org/10.1177/2158244013497027
  • Collins, C. ve Clark, K. (2003). Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage. Academy of Management Journal, 46(6), 740-751. https://doi.org/10.5465/30040665
  • Diaz-Carrion, R., López-Fernández, M. ve Romero-Fernandez, P. M. (2020). Constructing an index for comparing human resources management sustainability in Europe. Human Resources Management Journal, 31(1), 120-142. https://doi.org/10.1111/1748-8583.12286
  • Dionysiou, D. D ve Tsoukas, H. (2013). Understanding the (Re) creation of routines from within: A Symbolic interactionist perspective, Academy of Management Review, 38(2), 181-205. https://doi.org/10.5465/amr.2011.0215
  • Durrheim, K. (2012). Discourse, action, rhetoric: From a perception to an action paradigm in social psychology. British Journal of Social Psychology, 51(3), 456-462. https://doi.org/10.1111/j.2044-8309.2011.02045.x
  • Dushnitsky, G. ve Sarkar, S. (2022). Here comes the sun: The impact of incidental contextual factors on entrepreneurial resource acquisition. Academy of Management Journal, 65(1), 66-92. https://doi.org/10.5465/amj.2019.0128
  • Ezzamel, M., Lilley, S., Wilkinson, A. ve Willmott, H. (1996). Practices and practicalities in human resource management. Human Resource Management Journal, 6(1), 63-80. https://doi.org/10.11611/yead.538120
  • Fayol, H. (1949). General and industrial management. Sir Isaac Pitman ve Sons. LTD.
  • Griepentrog, B. K., Harold, C. M., Holtz, B. C., Klimoski, R. J. ve Marsh, S. M. (2012). Integrating social identity and the theory of planned behavior: Predicting withdrawal from an organizational recruitment process. Personnel Psychology, 65(4), 723-753. https://doi.org/10.1111/peps.12000
  • Hentschel, T., Braun, S., Peus, C. ve Frey, D. (2020). Sounds like a fit! Wording in recruitment advertisements and recruiter gender affect women's pursuit of career development programs via anticipated belongingness. Human Resource Management, 60(4), 581-602. https://doi.org/10.1002/hrm.22043
  • Hubner, V. V. ve Baum, M. (2018). Entrepreneurs' human resources development. Human Resource Development Quarterly, 29(4), 371-381. https://doi.org/10.1002/hrdq.21328
  • Klotz, A. C. ve Veiga, S. P. M (2018). Recruiting under the influence: New labor market entrants' Reactions to workplace drinking norms. Human Resources Management, 57(5), 1303-1316. http://doi.org/10.1002/hrm.21906
  • Krishnan, R. (2001). Human resource practices and the bottom line in Russian Subsidiaries. Academy of Management Perspectives, 15(4), 134-135. https://doi.org/10.5465/ame.2001.5898747
  • Paauwe, J. ve Boselie, P. (2006). HRM and performance: what next?. Human Resource Management Journal, 15(4), 68-83. https://doi.org/10.1111/j.17488583.2005.tb00296.x
  • Sorribes, J., Celma, D. ve Martínez-Garcia, E. (2021). Sustainable human resources management in crisis contexts: Interaction of socially responsible labour practices for the wellbeing of employees. Corporate Social Responsibility and Environmental Management, 28(2), 936-952. https://doi.org/10.1002/csr.2111
  • Swider, B. W. (2018). Applicant attitudes across the recruitment process: Time is of the essence. Academy of Management Proceedings, 13(1), 1-6. https://doi.org/10.5465/ambpp.2013.61
  • Taylor, F. W. (1919). The Principles of scientific management. New York and London: Haper ve Brothers Publishers.
  • Taylor, M. S. ve Bergmann, T. J. (1987). Organizational recruitment activities and applicants' reactions at different stages of the recruitment process. Personnel Psychology, 40(2), 261-285. https://doi.org/10.1111/j.1744-6570.1987.tb00604.x
  • Uggerslev, K. L., Fassina, N. E. ve Kraich, D. (2012). Recruiting through the stages: A Meta-Analytic test of predictors of applicant attraction at different stages of the recruiting process. Personnel Psychology, 65(3), 597-660. https://doi.org/10.1111/j.1744-6570.2012.01254.x
  • Walker, H. J., Helmuth, C. A., Feild, H. S. ve Bauer, T. N. (2015). Watch what you say: Job Applicants’ justice perceptions from initial organizational correspondence. Human Resource Management, 54(6), 999-1011. https://doi.org/10.1002/hrm.21655
  • Wehner, M. C., Giardini, A. ve Kabst, R. (2012). Graduates' reactions to recruitment process outsourcing: A scenario-based study. Human Resource Management, 51(4), 601-623. https://doi.org/10.1002/hrm.21490
  • Wehner, M. C., Giardini, A. ve Kabst, R. (2015). Recruitment process outsourcing and applicant reactions: When does image make a difference?. Human Resource Management, 54(6), 85-875. https://doi.org/10.1002/hrm.21640
  • Wang, T. ve Zatzick, C. (2019). Human capital acquisition and organizational innovation: A Temporal perspective. Academy of Management Journal, 62(1), 99-116. https://doi.org/10.5465/amj.2017.0114

Human Resources Attaintment In The Recruitment Process: A Qualitative Research On Symbolic Perception

Yıl 2022, , 153 - 166, 30.12.2022
https://doi.org/10.21076/vizyoner.1140778

Öz

The study is carried out in order to reveal the effect and power of symbolic perception in the human resource attainment phase of the recruitment process in human resources management. The research is carried out with the data collected by the interview method from a total of 73 participants selected among the candidates who applied to the job posting for the required position of an enterprise operating in the field of industry. In this context, 6-item open-ended questions are asked to 38 participants for the first application. In the second application of the study, open-ended questions consisting of 5 items are sent to 35 participants. According to the results of the study, in which the qualitative research method is applied, it is seen that symbolic perception plays an important role in the attainment of human resources within the scope of the recruitment process. In addition, according to the results of the study, it is determined that the techniques applied in the recruitment process changed according to the perception of the candidates and give different results than expected with symbolic perception. In this context, the results of the research are discussed and suggestions are made to human resources managers and other practitioners.

Kaynakça

  • Afsar, B., Al-Ghazali, B. M, Rehman, Z. U. ve Umrani, W. A. (2020). The moderating effects of employee corporate social responsibility motive attributions (substantive and symbolic) between corporate social responsibility perceptions and voluntary pro-environmental behavior. Corporate Social Responsibility and Environmental Management, 27(2), 769-785. https://doi.org/10.1002/csr.1843.
  • Aguinis, H., Jenson, S. H ve Kraus, S. (2021), Policy implications of organizational behavior and human resource management research. Academy of Management Perspectives, 1(1), 1-46. https://doi.org/ 10.5465/amp.2020.0093
  • Baum, M. ve Kabst, R. (2014). The effectiveness of recruitment advertisements and recruitment websites: Indirect and interactive effects on applicant attraction. Human Resource Management, 53(3), 353-378. https://doi.org/10.1002/hrm.21571.
  • Belizón, M. J. ve Kieran, S. (2021). Human resources analytics: A legitimacy process. Human Resource Management Journal, 25(4), 1-49. https://doi.prg/10.1111/1748-8583.12417
  • Berg, P. O. (1986). Symbolic management of human resources. Human Resource Management, 25(4), 557-579. https://doi.org/10.1002/hrm.3930250406
  • Bowen, D. B., ve Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the 'Strength' of the HRM system. Academy of Management Review, 29(2), 203-221. https://doi.org/10.2307/20159029
  • Chadwick, C. ve Flinchbaugh, C. (2021). Searching for competitive advantage in the HRM-firm performance relationship. Academy of Management Perspectives, 35(2), 181-207. https://doi.org/10.5465/amp.2018.0065
  • Chou, H.-W., Lin, Y.-H., Chang, H.-H., ve Chuang, W.-W. (2013). Transformational leadership and team performance: The mediating roles of cognitive trust and collective efficacy. SAGE Open, 3(3), 1-10. https://doi.org/10.1177/2158244013497027
  • Collins, C. ve Clark, K. (2003). Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage. Academy of Management Journal, 46(6), 740-751. https://doi.org/10.5465/30040665
  • Diaz-Carrion, R., López-Fernández, M. ve Romero-Fernandez, P. M. (2020). Constructing an index for comparing human resources management sustainability in Europe. Human Resources Management Journal, 31(1), 120-142. https://doi.org/10.1111/1748-8583.12286
  • Dionysiou, D. D ve Tsoukas, H. (2013). Understanding the (Re) creation of routines from within: A Symbolic interactionist perspective, Academy of Management Review, 38(2), 181-205. https://doi.org/10.5465/amr.2011.0215
  • Durrheim, K. (2012). Discourse, action, rhetoric: From a perception to an action paradigm in social psychology. British Journal of Social Psychology, 51(3), 456-462. https://doi.org/10.1111/j.2044-8309.2011.02045.x
  • Dushnitsky, G. ve Sarkar, S. (2022). Here comes the sun: The impact of incidental contextual factors on entrepreneurial resource acquisition. Academy of Management Journal, 65(1), 66-92. https://doi.org/10.5465/amj.2019.0128
  • Ezzamel, M., Lilley, S., Wilkinson, A. ve Willmott, H. (1996). Practices and practicalities in human resource management. Human Resource Management Journal, 6(1), 63-80. https://doi.org/10.11611/yead.538120
  • Fayol, H. (1949). General and industrial management. Sir Isaac Pitman ve Sons. LTD.
  • Griepentrog, B. K., Harold, C. M., Holtz, B. C., Klimoski, R. J. ve Marsh, S. M. (2012). Integrating social identity and the theory of planned behavior: Predicting withdrawal from an organizational recruitment process. Personnel Psychology, 65(4), 723-753. https://doi.org/10.1111/peps.12000
  • Hentschel, T., Braun, S., Peus, C. ve Frey, D. (2020). Sounds like a fit! Wording in recruitment advertisements and recruiter gender affect women's pursuit of career development programs via anticipated belongingness. Human Resource Management, 60(4), 581-602. https://doi.org/10.1002/hrm.22043
  • Hubner, V. V. ve Baum, M. (2018). Entrepreneurs' human resources development. Human Resource Development Quarterly, 29(4), 371-381. https://doi.org/10.1002/hrdq.21328
  • Klotz, A. C. ve Veiga, S. P. M (2018). Recruiting under the influence: New labor market entrants' Reactions to workplace drinking norms. Human Resources Management, 57(5), 1303-1316. http://doi.org/10.1002/hrm.21906
  • Krishnan, R. (2001). Human resource practices and the bottom line in Russian Subsidiaries. Academy of Management Perspectives, 15(4), 134-135. https://doi.org/10.5465/ame.2001.5898747
  • Paauwe, J. ve Boselie, P. (2006). HRM and performance: what next?. Human Resource Management Journal, 15(4), 68-83. https://doi.org/10.1111/j.17488583.2005.tb00296.x
  • Sorribes, J., Celma, D. ve Martínez-Garcia, E. (2021). Sustainable human resources management in crisis contexts: Interaction of socially responsible labour practices for the wellbeing of employees. Corporate Social Responsibility and Environmental Management, 28(2), 936-952. https://doi.org/10.1002/csr.2111
  • Swider, B. W. (2018). Applicant attitudes across the recruitment process: Time is of the essence. Academy of Management Proceedings, 13(1), 1-6. https://doi.org/10.5465/ambpp.2013.61
  • Taylor, F. W. (1919). The Principles of scientific management. New York and London: Haper ve Brothers Publishers.
  • Taylor, M. S. ve Bergmann, T. J. (1987). Organizational recruitment activities and applicants' reactions at different stages of the recruitment process. Personnel Psychology, 40(2), 261-285. https://doi.org/10.1111/j.1744-6570.1987.tb00604.x
  • Uggerslev, K. L., Fassina, N. E. ve Kraich, D. (2012). Recruiting through the stages: A Meta-Analytic test of predictors of applicant attraction at different stages of the recruiting process. Personnel Psychology, 65(3), 597-660. https://doi.org/10.1111/j.1744-6570.2012.01254.x
  • Walker, H. J., Helmuth, C. A., Feild, H. S. ve Bauer, T. N. (2015). Watch what you say: Job Applicants’ justice perceptions from initial organizational correspondence. Human Resource Management, 54(6), 999-1011. https://doi.org/10.1002/hrm.21655
  • Wehner, M. C., Giardini, A. ve Kabst, R. (2012). Graduates' reactions to recruitment process outsourcing: A scenario-based study. Human Resource Management, 51(4), 601-623. https://doi.org/10.1002/hrm.21490
  • Wehner, M. C., Giardini, A. ve Kabst, R. (2015). Recruitment process outsourcing and applicant reactions: When does image make a difference?. Human Resource Management, 54(6), 85-875. https://doi.org/10.1002/hrm.21640
  • Wang, T. ve Zatzick, C. (2019). Human capital acquisition and organizational innovation: A Temporal perspective. Academy of Management Journal, 62(1), 99-116. https://doi.org/10.5465/amj.2017.0114
Toplam 30 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular Psikolojide Davranış-Kişilik Değerlendirmesi
Bölüm Araştırma Makaleleri
Yazarlar

Gamze Güner Kibaroğlu 0000-0001-6187-4607

Yayımlanma Tarihi 30 Aralık 2022
Gönderilme Tarihi 5 Temmuz 2022
Yayımlandığı Sayı Yıl 2022

Kaynak Göster

APA Güner Kibaroğlu, G. (2022). İşe Alım Sürecinde İnsan Kaynağı Edinimi: Sembolik Algılama Üzerine Nitel Bir Araştırma. Süleyman Demirel Üniversitesi Vizyoner Dergisi, 13(30. YönOrg 2022), 153-166. https://doi.org/10.21076/vizyoner.1140778

570ceb1545981.jpglogo.pngmiar.pnglogo.pnglogo-minik.pngdownloadimageedit_26_6265761829.pngacarlogoTR.png5bd95eb5f3a21.jpg26784img.pngoaji.gifdownloadlogo.pngLogo-png-768x897.png26838