Proceedings of Eurasia Business Research Conference
16 - 18 June 2014, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-54-2
Recruitment in the Social Media Age: An Exploratory
Study
Vijayan Ramasamy** and Arasu Raman*
Recent studies have demonstrated social networking site as an emergent agent
for recruiters. There are research on why employers have registered on to
numerous social networking sites for recruiting and how they have elevated the
online employment trend to greater heights. The purpose of this paper is to find
out whether the elements of perceived corporate reputation and quality social
network site induces job applicant through social media. The researcher has
used comprehensive survey data to collect and analyse the employers’
perception on attracting job applicant through social media and the results
indicated that social media was affected by it content and quality. A total of 180
valid feedbacks were obtained from employers, with the findings indicating that
perceived corporate reputation and quality of social networking site does attract
high number of job applicant through social media network.
Field of Research: Social Media Recruiting, Corporate Reputation, Social
Networking Sites and Human Resource Recruitment
1. Introduction
Employees are the most valuable resources of an organization as they
significantly contribute to its success and growth (Danish and Usman, 2010).
Malik (2010) concluded that in the today‘s business era which is pioneered by
constant and rapid changes, knowledge capital of the respective organization
must be retained in order for it to be responsive and dynamic to the needs or
desire of their investors. Recruitment can be defined as the process of luring
talented individuals into an organization to fill up job vacancies (Fisher et al.,
1999). Recruitment can also be defined as an exercise or action that is
carried out by organizations with the intention of finding and attracting
prospective employees (Noe, 2008).
Employers are gradually using social media to attract and filter potential
candidates as part of the hiring process, a study by Careerbuilder.com
(2010), found 45 per cent of companies used social networking web sites to
view and search potential job applicants. This number had increased from the
previous year (Vicknair, 2010). The online social network site has now
become almost universal with qualified professional recruitment and job
finding, such as LinkedIn (Vick and Walsh, 2010). In 2011, LinkedIn has 100
million professional users worldwide, compare to 70 million in 2010 (Dufour,
2011).
__________________________
*Arasu Raman is with Faculty of Business, Communications and Law, INTI International
University, Malaysia. E-mail: arasu.raman@newinti.edu.my
**Vijayan Ramasamy is with Faculty of Business, Communications and Law, INTI
International University, Malaysia. E-mail: vijayan.ramasamy@newinti.edu.my
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Proceedings of Eurasia Business Research Conference
16 - 18 June 2014, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-54-2
There are a quite number of other social networking sites such as Facebook
and MySpace, which are increasingly drawing a wide range of members
(Peluchette and Karl, 2010). It is suggested that Facebook.com is becoming a
popular general screening tool among recruiters (Stecker, 2009). There were
500 million users on this site in 2011, an increase of 100 million from the
previous year. Recruiters will use social networking site (SNS), which
provides socializing channels to view and connect the profiles of a wideranging of capable and talented candidates, mostly situated in niche
communities (Hoy and Milner, 2010). When these sites are combined with
search engines, like Google, and other internet functionality sites like
specialized mailing lists, it‘s claimed to improve the effectiveness of recruiting
without overlooking the fact that recruitment is still very much a relationship
process.
About 50 % of employers attending university career fairs are using online
technology, such as search engines, SNS or both to filter potential candidates
(Shea and Wesley, 2006). Currently between 20 (Framingham, 2008) and 25
percent (Taylor, 2007; NACE, 2006) of managers are using SNS to filter job
applicants and 40 percent of them indicating that they are most likely to use
SNS within the next one year (Zeidner, 2007). Nonetheless, researchers have
yet to understand how the governance and structure of these SNS networks
can be successfully used by employers or recruiters. Through this research, it
is believed, the findings will be of major interest to human resource recruiters,
professionals and academic researchers as well as to elevate online
recruitment through social media to greater heights.
The main objective of this research is to study the perceived effectiveness of
social media in recruitment. The specific objectives of the study are as
follows:
1. To examine the influence of social network site quality on employer‘s
use of social media in recruitment.
2. To examine the influence of corporate reputation on attracting job
applicant through social media.
Research questions are as follows:
1.
Does quality of social networks site help employer to effectively attract
and screen prospective job applicants through social media?
2.
Does the perceived corporate reputation of an employer have an
influence on attracting job applicant through social media?
2. Literature Review
2.1 Human Resourcing Process
Recruitment is one of the key tasks of Human Resource Management (HRM)
and where they need to attract and select the best candidates and with right
employee performance of an organization will improve (Rehman, 2012).
According to Boxall (2011), each organization is unique in its nature and
culture, so their types and qualifications of workers to fill the vacant position
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Proceedings of Eurasia Business Research Conference
16 - 18 June 2014, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-54-2
also vary. Therefore, to accomplish the recruitment objectives, a firm must
tailor the recruitment sources and methods to its specific needs. Recruitment
sources are where qualified candidate are located either from external
environment like universities, other organizations or from within the firm itself.
Meanwhile, recruitment methods are referred to online recruiting, job fairs,
newspaper ads or employee referrals that enable companies to identify and
attract potential candidate. According to Boxall (2011), as a result of a
technology and knowledge based economy, a company may have all the upto-date technology and best physical resources but without the right people, it
will struggle to achieve the targeted performance and may suffer a high
turnover costs. In addition, Ferris (2002) found, recruitment process
effectiveness has an influence on organizational efficiency. Similarly, many
researchers agreed that selection and effective recruitment process will lead
to high performance and better competitive advantage for an organization.
(Pfeffer,1994; Storey, 2007; Zheng, 2006; Werther and Davis, 1996).
The most important thing in recruitment process is to make sure, the job
postings includes the necessary information such as the corporate culture,
nature of job, clear job description, required skills, and any other relevant
criteria to the job. If recruiters fail to do this, they may reduce the candidate‘s
chances of applying and then end up with a low-quality pool of candidates or
end up with limited choices to fill the vacancy (Mishra, 2010). Another
challenge faced by human resource (HR) practitioners is that time and money
spent in recruitment and selection processes are sometimes expensive and
wasteful when the qualified candidates are not only missed but have gone to
rival companies. To overcome this problem companies should consider
alternative recruiting methods such as outsourcing, online recruiting,
contingent workers or professional employment organizations. (Mondy 2012).
2.2 Social Media for Recruitment
According to Breaugh (2008), since the mid-1990s, Internet has infiltrated into
the employment landscape and has become a key medium for personnel
recruitment and selection process. It has transformed the way Human
Resource (HR) departments do their jobs as well as the way job seekers
search and apply for jobs. Many companies have adopted this new
evolutionary technology to overcome the challenges arising in the traditional
recruitment method in terms of effectiveness and efficiency. According to
Ollington (2013), social networking sites are the preferred sources for those
enthusiastically looking for employment. The major advantage perceived in
this recruitment channel is that all users can join for free and make use of
available tools to search for job which is much cheaper and easier. The use of
social networking sites for recruitment process is getting pace because most
of the companies are posting their vacant job advertisements on the Internet.
Certain social networking sites like MySpace or Face-book, have even added
a job classified advertisement section for job seekers and job posters.
However, very little empirical research (DeKay 2009) has been conducted to
study the impact of using social networking sites to recruit employees. The
researcher in this study attempts to propose that a further investigation is to
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Proceedings of Eurasia Business Research Conference
16 - 18 June 2014, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-54-2
be carried out to understand the implications of using the Internet for
recruiting efforts.
In a common term, a social network is defined as a set of actors, consisting of
people in the organization and the links between them via social relationships,
which will bring some value to the respective parties (Gibb, 2004; Gulati,
1998). Also, Raman and Chien (2013), confirms netizen‘s belief that their life
is assumed to be complete and structured with social networking sites.
Research strongly suggests that social media play an important role as a
growing job seeking and recruitment tool (Bonhard and Sasse, 2006).
2.3 SNS Quality
With the rapidly growing SNS these days, many employers find it very difficult
to select which sites are the most relevant for their employment need
(Ollington (2013). Moreover, to adapt with the age of information technology
based-world, people have better knowledge of internet usage, and have
become more aware of potential risks in respect to SNS platforms. Ellahi and
Bokhari (2013) through their research have identified that key qualities of
SNS can be categorized by the ease of navigation, privacy or security system
and networking scope. Ease of navigation may be reflected in the way users
learn how to use the website, how to find necessary information and how they
feel about the website usability. They also concluded that SNS with an ease
of navigation will be associated with grater perceived success by users. This
finding has been proven consistent in the employee recruitment process
studies carried out by Van Birgelen and Sivertzen in 2008 and 2013,
respectively. If HR practitioners can identify which site has higher degree of
navigability, they will possess ability to positively affect the perceptions of
jobseekers to some extent.
The security or privacy matter is also one of the most discussed subjects
since the introduction of Web 2.0. According to Slovensky and Ross (2012),
privacy or security involves the degree to which users believe that a site is
safe from intrusion and protected personal information or group
communication is possible. Moreover, as there is an increasing number of
online scams and fraud, internet users have higher privacy concerns.
Therefore, to effectively use of SNS in attracting potential candidate,
organizations have to take privacy or security factor seriously into
consideration. They need to know that a SNS with excellent privacy restriction
as well as security system can enhance the intentions of users to browse for
more relevant information and thus make them want to apply for posted job
ads.
The networking scope is another quality factor that worth examining in the
context of this study. Ellahi and Bokhari (2013) defined it as the networking
effect of the site that helps users to expand their virtual connection with other
people as wide as possible. The networking effect is the phenomenon
whereby a service becomes more valuable if it has large number of people
using it. For organizations and job seekers as well, it might be important if the
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Proceedings of Eurasia Business Research Conference
16 - 18 June 2014, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-54-2
SNS can guarantee a high level of valuable connections and wide networking
scope. This point has been agreed by Ollington (2013). The authors stated
that SNS with the large number of registered members often perceived to be
attractive because it allows people to inter-connect in the wider scope. With
such sites, employers can reach out to the large pool of applicants, while the
job seekers have more options in deciding their career path. SNS with high
qualities, in terms of ease of navigation, wide networking scope and good
privacy or security system should be adopted for recruitment and selection
purposes because people perceive it in a more positive manner.
H1: The quality of social network site has positive influence on recruitment
among employers.
2.4 Perception of Corporate Reputation
As part of the companies branding strategy, millions of dollars have been
spent on carving and developing a comprehensive corporate brand identity,
strong identity is fundamentally linked to a clear, relevant and defined
branding strategy. With successful corporate branding strategy, luxury firms
will able to create unique brands in return for customers‘ loyalty and
preferences (Chevalier and Mazzalovo, 2008; Okonkwo, 2007).
In employment branding strategy, human resource management policies (e.g.
job security), system and corporate values, such as honesty and fairness are
taken into consideration (Lievens and Highhouse, 2003). Thus, employer
brand management is concerned with understanding of employees‘
preferences at beginning and how this priority may change as they build their
careers in the organization. Organizations may also need to understand
employees‘ attributions and perceptions, towards employment contract in
order to identify and rectify the weaknesses in recruitment and retention
strategies. This includes changes that the organization may undertake in
meeting its long term strategic management objectives that may change the
employment contract, such as enhancing innovation or reducing costs.
HRM has adopted marketing concept of brand management and has
recognized employer branding attractiveness as an important factor in
recruiting and retaining employees (Edwards, 2010). A favorable and positive
image of a company helps to increase the number of applicants and improves
selectivity in meeting labor force requirements (Bowes, 2008; Love and
Singh, 2011).
Corporate reputation can be seen as intangible and valuable resources in the
recruitment process to attract job seekers, the talented and qualified ones in
particular (Konradt 2013). Moreover, the impression of the organization could
be enhanced with the help of interactive activities and the realistic picture
obtained from the current employees within SNS. The authors also found that
when an organization has a good reputation in both product and labor
markets, it will attract a larger pool of people applying for the jobs ad and it
invariably has more chances to acquire sufficient number of qualified
employees. Building on the previous findings, this current study is going to
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Proceedings of Eurasia Business Research Conference
16 - 18 June 2014, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-54-2
test whether corporate reputation perceived in social networking sites and
potential employee‘s intentions to apply for a job are related
H2: The perceived corporate reputation has positive influence on recruitment
among employers.
3. Methodology
180 valid feedbacks were received and the data were analyzed with the
support of SPSS and Structural Equation Model (SEM). The respondents of
this study consist of human resource personnel of companies that are located
in the state of Negeri Sembilan, Malaysia. A combination of both explanatory
and descriptive research types were used in this study. The descriptive
research is used to explain the variables used in this study such as quality of
social network site and perception of employer‘s corporate reputation on
attracting job applicant through social media whereas the explanatory
research is used to identify the relationship between the corporate reputation,
SNS quality and social media recruitment. Adopting quantitative research
method is the most suitable way to answer each of the research questions
and collect data from the targeted population, i.e., companies that are located
in the state of Negeri Sembilan, Malaysia, through self-administered surveys.
Random sampling method is adopted as it is a technique in which companies
are randomly selected from the list of companies listed as per Companies
Commission of Malaysia (SSM) web site. As in December 2013 (SSM, 2013),
there are 77,140 companies registered in the state of Negeri Sembilan,
Malaysia.
The first section of the questionnaire is about the demographic characteristic
of the respondent, which includes gender, age and hours spent on networking
per week by HR recruitment personnel. The second section is about the
various variables used in the study in order to know the respondents
perception toward social media recruiting process. All the questions in this
section are using by 5-point Likert scale to measure. Respondents are asked
to rate their responses from 1 ―Strongly Disagree‖ to 5 ―Strongly Agree‖ with
the statements about different perspectives of the characteristics of social
media factors. In order to avoid confusion, the statements have the same
order of response categories. (i.e. the option ―Strongly Agree‖ is always on
the far left side).
Both continuous as well as categorical methods are applied in designing the
questions. To make sure that the respondent assigns cognitive capacity to
each question, the statements are both negative and positive in nature. At
last, these Likert scale items are used to summate a single average score for
each measured factor. For this study, the composite reliability is used which
determines the correlations of questions in a variable. Also discriminant
validity of measure was used in this study. To analyze the data SPSS and
SEM were used. The independent variables of this research include quality of
SNS and corporate reputation while the dependent variable is employer‘s
usage of social media as recruitment tool. Path coefficients method of
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Proceedings of Eurasia Business Research Conference
16 - 18 June 2014, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-54-2
analysis is chosen to study the relationship between the various variables of
the research.
4. Findings
Table 4.0 indicates all the respondents profile about the demographic
characteristics of respondents. A total of valid 180 employers participated in
this study. With regards to gender, the sample shows a slight imbalance
between female and male. 49.4% (n=89) are made up of females and the rest
50.6% (n=91) is made up of males. The high number of reported males could
be due to the sampling process and higher rate of willingness of the males to
participate in the given survey compared to women.
Table 4.0: Summary of Demographic Profiles of Respondents
Demographic
Gender
Age
SNS
frequency/week
usage
Classification
Male
Female
21-29
30-39
>40
14+ hours
7-13 hours
1-6 hours
Frequency
(N=180)
91
89
137
39
4
59
54
67
Percentage (%)
50.6
49.4
76.1
21.7
2.2
32.8
30
37.2
Most of the respondents for this research are in the age group of 21- 29 years
old. It can be concluded from the table that majority of the respondents
(76.1%) are primarily young human resource recruitment personnel whose
age is from 21-29 years. The second biggest age of respondents comprised
of individuals who are the age of 30-39 years (21.7%). This means the human
resource personnel that are in charge of recruiting process are those who are
young and they are the ones who use social media heavily. This can be due
to the higher popularity of social media among young HR recruiting staff.
SNS usage rate is included in the demographic profiles to identify how many
hours HR Personnel (respondents) spent on SNS per week. As shown in
above Table 4.0, a number of respondents (N=67, 37.2 percent) have spent
less than 6 hours per week to visit social networking sites. This is followed by
those who visit SNS more than two hours a day which is considered as
intense user (N=59, 32.8 percent). The least percentage falls under the
category of respondents demonstrating the medium frequency of SNS usage
from 7-10 hours a week (N=54, 30 percent). In this study, the total number of
medium and intense use of SNS is quite appropriate and applicable to
achieve the research purposes.
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Proceedings of Eurasia Business Research Conference
16 - 18 June 2014, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-54-2
Table 4.1: Internal Consistency Reliability (CR) and Correlation for Variable
Constructs
Composite
reliability
Average
Variance
Extracted
(CR > 0.8)
(AVE
>0.5)
Items
Correlation
Loadings
> 0.7
CR
SNSQ
SMR
0.7923
Corporate
reputation
(CR)
0.814
0.5935
3
0.7731
1
0.745
0.7572
0.7269
0.79
0.789
0.7155
0.7571
0.7385
0.7406
1
0.6691
0.7771
Qualities of
social
networking
sites (SNSQ)
0.8679
0.523
6
Social Media
Recruitment
(SMR)
0.8287
0.5475
4
0.7679
0.7217
0.7307
1
As shown in Table 4.1, the composite reliability values of this study‘s
measurement model were ranged from 0.8140 to 0.8679. For internal
consistency reliability estimate, CR of 0.8 or greater is considered acceptable
(Fornell and Larcker, 1981 cited in Hairs, 2014). The reliability of indicators for
each construct is also acceptable because the smallest loading produced is
0.7 as demonstrated in the sample table. Meanwhile the average variance
extracted values were in the range of 0.5230 and 0.5935 that satisfy
convergent validity conditions. It may be concluded the instrument and
constructs used in this study are sufficiently valid and reliable.
Table 4.2 Result for Discriminant Validity of Constructs
CR
SMR
SNSQ
CR1
0.7923
0.5385
0.6553
CR2
0.7735
0.4996
0.5073
CR3
0.7446
0.5095
0.5434
SMR1
0.5384
0.7508
0.6331
SMR2
0.5416
0.7676
0.6333
SMR3
0.4356
0.7147
0.5006
SMR4
0.4507
0.7234
0.5145
SNSQ1
0.5701
0.5814
0.7580
SNSQ2
0.5808
0.5901
0.7275
SNSQ3
0.5033
0.5749
0.6889
SNSQ4
0.4543
0.488
0.6885
SNSQ5
0.5369
0.56
0.7154
SNSQ6
0.5565
0.5738
0.7575
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Proceedings of Eurasia Business Research Conference
16 - 18 June 2014, Nippon Hotel, Istanbul, Turkey, ISBN: 978-1-922069-54-2
From table 4.2, it can be observed that all the items measuring a particular
construct loaded lower on other construct and highly on that construct thus
satisfying discriminant validity conditions. In a nutshell, the measurement
model including indicators (questions) and constructs (variables) adopted in
this study demonstrates adequate consistency and discriminant validity.
Table 4.3 Structural Model and Hypothesis Testing
Hypothesized
paths
SNSQ ->SMR
Coefficient
Determination
R Square
Path
coefficients
0.6251
Sample
Mean (M)
Standard
Deviation
(STDEV)
Standard
Error
(STERR)
0.6232
0.0682
0.0682
T Statistics
(|O/STERR|)
9.1682
of
0.6724
There is a significant relationship between social network site quality
and employer’s usage of social media in recruitment.
With SEM approach, this study measures the strength of those relationships
and test fitness of model in relation to the theories behind it. In addition, in an
attempt to identify the significance and stability of the path coefficients,
bootstrapping or re-sampling methods are used to obtain the t-statistics.
Quoted by Hairs (2014) from Lohmoller (1989), path coefficients range
greater than 0.1 is acceptable, the strength of inner model will be measured
based on the coefficient of determination which is also known as R2. As
shown in Table 4.3 above, R2 value is of 0.6724 indicating that 67.24% of
variance of social network recruiting process can be explained by the
measures of corporate reputation and qualities of SNS.
The hypotheses test on the causal relations among constructs in the model
also been illustrated in Table 4.3. Hypothesis 1 testing the relationship
between social network site quality and employer‘s usage of social media in
recruitment process, the results (β=0.6251and t=9.1682); shows that the
social network quality has strong positive and significant relationship with
employers‘ usage of social media in recruitment process. This findings is in
line with the study conducted earlier by Ellahi and Bokhari ( 2013).
Table 4.4 Structural Model and Hypothesis Testing
Hypothesized
paths
CR -> SMR
Path
coefficients
0.2072
Sample
Mean
(M)
0.2131
Standard
Deviation
(STDEV)
Standard
Error
(STERR)
T Statistics
(|O/STERR|)
0.073
0.073
2.8366
There is a significant relationship between perceived corporate
reputation and attracting job applicant through social media
With respect to the perceived corporate reputation and attracting job applicant
through social media, as per the above Table 4.5, the result shows (β=0.2072
(and t=2.8366,t>1.6) there are positive and significant relationship between
perceived corporate reputation and attracting job applicant interest to apply
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Proceedings of Eurasia Business Research Conference
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for job advertised by the organization through social media. This finding is
consistent with study conducted by Bowes (2008), Love and Singh (2011).
5. Implications and Conclusion
The result shows that qualities of SNS are found to be positively and directly
impact employer‘s reactions towards this online media. The intentions
towards the job posting on a quality SNS have been observed. As people
become more aware about the potential risks arising from unreliable sites, as
such, they will have more favorable altitudes towards platforms that have a
good security system, ease of use and wide networking scope. This finding
has added more values and details on research about the association
between the qualities of websites used in HR procedures and the application
intention (Van Birgelen , 2008; Truxillo , 2011). It is also particularly important
considering the increasing popularity in using SNS by employer and the
enormous number of SNS created all over the world. Based on this finding,
organizations and their HR recruiters are able to identify which sites are best
suited for their objectives in respect to target population, geographical
location, job nature and other relevant factors.
This study shows corporate reputation has a significant link between the
perceived corporate reputation and attracting job applicant through SNS for
recruitment process. This can be explained by the great need of getting job
and initial experiences among the job applicants. The employers believe that
most of the applicants are in need of finding job especially with reputable
companies. Applicant believe that having an employment contract with
reputable companies, will offer them good pay package, better perks and
privileges, secure future and also enhance their image among friend. In
addition, most companies would like to hire the qualified employees in terms
of skills, practical knowledge and experiences which they can choose from
abundant of response they receive. This finding confirmed the previous
studies conducted by Konradt (2013).
HR managers should assess application via SNS as a scheme, rather than a
service. A scheme is an indication that uses of SNS as a tool that implicates a
series of steps for obtaining a specific result. With an expected result in mind,
HR managers could use social networking sites as platform that is designed
to accomplish its organizational employment goal. Employers as a part of
Employer- Institutions Relationship should connect the University‘s system for
student information to its networking sites. This association may enable HR
managers to ration the use of SNS at realizing its goals. If an employer‘s
SNS is tied to a University‘s student information system, HR managers can
easily resolve (finalizing) how many SNS members convert to next stages of
the admissions cycle. This conversion data of SNS members can be
compared with nonmembers, and used to evaluate the effectiveness of the
employer‘s SNS.
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Proceedings of Eurasia Business Research Conference
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