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Emerging Trends in Recruitment and its Influence on Human Resource

Management and Business Performance - Travis Vu Nguyen Khanh Duy

Thesis · June 2022

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Date: 15th June 2022

 Emerging Trends in Recruitment and its Influence on
Human Resource Management and Business Performance

8157 words
(excluding abstract, table of contents, references, and appendices)

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 ABSTRACT
The topic of the dissertation states: "Emerging Trends in Recruitment and its Influence on Human Resource
Management and Business Performance". Though it is well accepted that e-recruitment facilitates a wider
geographical spread as well as attracting a broader pool of high quality applicants, additional evidence is still
needed to prove its impact on human resource management, employee performance, and organizational success.
Several scholar articles suggested that there is a strong relationship between the variables mentioned in which
this study will clarify its nature in depth. This study explores and analyzes the different trends in recruitment and
their influence on business outcomes. Key findings will be based on the conceptual framework with five
dimensions included, namely empathy, reliability, responsiveness, assurance, and tangibles. This research is
oriented on the qualitative side and applies secondary data to provide data and insights, through web articles,
journals, and books. Results will be backed up with sufficient statistical evidence and comprehensive discussions.
Further research is strongly recommended in order to gather more information that may not be included or
accessed due to certain limitations of this study.

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TABLE OF CONTENTS
CHAPTER 1: INTRODUCTION
1.1. Research Background
1.2. Rationale, Justification and Significance of Study
1.3. Research Questions
1.4. Research Hypotheses
1.5. Research Aims and Objectives
1.6. Structure of the Thesis

CHAPTER 2: LITERATURE REVIEW

2.1. Human Resources Overview
2.2. Human Resource Management
2.2.1. Sustainable Human Resource Management
2.3. Recruitment Process and Emerging Trends
2.3.1. E-Recruitment and Digital Hiring
2.4. Influence on Employee Performance and Business Success
2.5. Employee Performance Analysis
2.6. Conceptual Framework

CHAPTER 3: RESEARCH METHODOLOGY

3.1. Research Introduction
3.2. Research Philosophies
3.2.1. Positivism and Interpretivism
3.3. Methods of Data Collection
3.4. Research Strategies
3.5. Research Approach
3.5.1. Inductive and Deductive Approach
3.6. Research Design
3.7. Research Onion
3.8. Research Paradigm
3.9. Research Choices
3.10. Time Horizon
3.11. Data Collection
3.12. Data Analysis Procedure
3.13. Validity and Reliability Analysis
3.14. Research Ethics
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CHAPTER 4: DATA ANALYSIS AND RESULTS
4.1. Key Findings and Discussions
4.2. Hypotheses Testing
4.3. Demographics and Cross Tabulations

CHAPTER 5: CONCLUSION
5.1. Summary
5.2. Study Limitations, Recommendations, and Implications for Future
Research

REFERENCES

APPENDICES
Appendix 1: Declaration Form
Appendix 2: Ethics Form

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 CHAPTER 1

INTRODUCTION

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1.1. Research Background

Over the last few years, there has been significant changes to the way organizations recruit talents and practice
human resource management, especially during and after the global pandemic. A tremendous growth in demand
for hiring needs is clearly seen among certain sectors, namely industrial and manufacturing, as well as healthcare
and technology. Digital transformation in the last decade has changed the way companies recruit employees, for
instance through the usage of web-based platform and social media applications; in addition to the introduction
of disrupting technologies such as artificial intelligence, automation, and virtual interview (Black, 2020). As the
industries are rapidly expanding and shifting their operations, innovative methods are invented and implemented
into the business to effectively utilize and retain human resource (Mahadevan, 2014).

Digital hiring is become more and more popular despite many oppositions still question its effectiveness in
comparison to traditional hiring methods. According to a survey by Deloitte, over 80% of CEOs and other
executives mentioned that talent acquisition and recruitment process is one of the compulsory element for
organization success. Human resource management is still a very important investment for strategy alignment
despite the lack of suitable vacancies and talent pool in the marketplace (Chambers, 1998). Consequently, the
human resource department plays a crucial role in ensuring the hiring standards and that companies will reach the
expectations from the performance's results and outcomes (Delery, 2017).

1.2. Rationale, Justification and Significance of Study

Human resource management can drastically affect the behavior of employees and the performance of the
organization. It is a pivotal function in every business structure to be able to acquire talents, retain employees,
enhance productivity, and improve the working culture (Pribanic, 2019). Subsequently, it is mandatory for
businesses to be updated with certain trends and innovative strategies, to adapt with new platforms and training
initiatives, thereby can achieve better outcomes in terms of employee satisfaction and loyalty.

The rationale of this study is to investigate the new emerging trends in recruitment and its impact on the business
performance. There are considerable amount of journal articles and research papers exploring the significance of
recruitment, yet very few are associated to the influence and relationship between recruitment and overall business
success. This study aims to identify and examine the benefits and drawbacks related to recruitment and human
resources within the organizations. This paper will contribute to existing articles with narrowed focus and will
offer an in-depth review of the major issues and concerns addressed in the research questions listed below:

1.3. Research Questions

RQ1. Which factors affect negatively to human resources management?

RQ2. Which factors contribute positively to human resource management?
RQ3. In what ways recruitment can be strengthen?
RQ4. How effective is E-recruitment and what are the effects?
RQ5. What are some emerging trends in recruitment and talent acquisition?
RQ6. Do new recruitment trends affect business performance?
RQ7. Do recruitment trends and human resource management affect business success?

1.4. Research Hypotheses

The study hypotheses to investigate the topic and predictions were made on prior literature analysis. Both null
hypotheses and alternative hypotheses will be tested out to see whether there is a distinct relationship between
the variables.
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Null Hypothesis:

Ho1. There is no significant relationship between recruitment and human resource management.
Ho2. There is no significant relationship between emerging recruitment trends and effective human resource
management.
Ho3. There is no significant relationship between emerging recruitment trends and business performance.
Ho4. There is no significant relationship between emerging recruitment trends and business success.
Ho5. There is no significant relationship between human resource management and employee performance.

Alternative Hypothesis:

H1. There is significant relationship between recruitment and human resource management.
H2. There is significant relationship between emerging recruitment trends and effective human resource
management.
H3. There is significant relationship between emerging recruitment trends and business performance.
H4. There is significant relationship between emerging recruitment trends and business success.
H5. There is significant relationship between human resource management and employee performance.

1.5. Research Aims and Objectives

This dissertation paper aims to explore how emerging recruitment trends is affecting human resource management
and whether it has a direct influence upon business performance. The paper is written to elaborate relevant
empirical and theoretical data and evidence to support the conceptual framework, examine the research
hypotheses and answer the research questions. Next, the paper will go through the research methodologies,
designs, and approaches, to describe the procedure for data collection and conducting the study. Lastly, the paper
will analyze the results and draw conclusions to the key findings.

This dissertation paper concentrates on the objectives as follow:

1. To explore the various factors that positively and negatively influence human resource management.
2. To explore emerging trends in recruitment.
3. To explore issues and drawbacks of emerging recruitment trends.
4. To identify the correlation between recruitment trends and business performance.
5. To identify the correlation between human resource management and business success.

1.6. Structure of the Thesis

The structure of this dissertation paper used 'The Wheel of Science Research' model as an outline. The disposition
consists of five main parts. Chapter 1 gives some brief insight about the topic and introduction on the study
research. Chapter 2 is the main body which covers in detail the literature reviews and theoretical discussions on
different aspects of the main topic based on secondary sources. This section also includes a conceptual framework
and other visual infographics to enhance the information researched. Chapter 3 consists of the process plan,
research stages and examines on different possible methodologies to be applied. Chapter 4 will analyze the data
collected and findings that can be contributed to the existing knowledge. Last but not least, Chapter 5 will be the
summary, following by references and appendices respectively.

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Figure 1: Basic Research Wheel (Wallace, 1971)

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 CHAPTER 2

LITERATURE REVIEW

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2.1. Human Resources Overview

For organizations to perform at their maximum efficiency, the workforce needs to perform at their highest
productivity level (Patel, 2013). Human resource is one of the most important asset for companies to achieve
competitive advantage. However, managing people is a complicated process, unlike controlling finance or
technology. Thus, properly managed HRM systems are required to enhance employee performance (Shaukat,
2015). In many cases, it has been somewhat proven that these systems are closely linked to corporate strategic
outcomes (Lee, 2010). The HR department performs several activities such as overseeing employment
compliance, employment standards, employee benefits, recruitment, onboarding, payroll, and other aspects
related to the personnel. It is often associated with duties of planning and selecting the right candidate for a job
vacancy, and completing the full hiring process. Many firms also prefer to cooperate with external vendors for
outsourced tasks such as payroll and benefits rather than using their internal HR (Kenton, 2020).

Human resource is the key to success because without an effective HR team, companies, especially startups, will
face challenges in finding suitable talents as well as retaining current ones. One of the common issues in the
workplace is employee engagement. The HR team is responsible to strategically push employees to be more
connected and establish a firm culture, ensuring that the company's values are upheld. However, determining
candidate's abilities fairly and accurately can be quite tricky. A solution to this matter is through online skills
assessment tools, in order to examine the candidate's technical understanding, soft skills, and workplace behavior.
Multiple assessment stages will allow more data to be analyzed, making it easier to compare candidates
objectively and mitigate any bias during the first interview round (Petrone, 2020). At Shell, an organization that
highly promote soft skills, faces many difficulties to assess their applicants solely through resume screening or
interview. As a result, Shell's human resource department has applied innovative techniques such as requiring a
live presentation or self-assessment based on the company's values. Many large corporations such as KPMG or
Amazon Web Services have also done the same.

A study on Quora shows that many recruiters are facing the obstacle of attracting potential candidates. If there's
too much noise in the market, making it hard to grab candidate's attention, developing employer branding,
reputation, and positive public image is the best solution. By this, organizations should not only focus on creating
stand-out articles and posters, but to show candidates how the company can help them to achieve their career
goals, find their passion and purpose, and reasons for joining and growing with the company. Surveys show that
candidates generally rush to the company's website or social media pages to get a sense of its mission and overall
culture after receiving a job offer or even before they browse for vacancies. If the site isn't impressive enough,
they may turn down the job proposal or ignore the advertisement altogether. With a sense of uniqueness,
companies will be able to draw the attention of more applicants in the competitive market. Besides, interview
experience is a key deciding factor especially when candidates are having multiple choices in hand. Another study
on Quora shared that a whopping 65 percent of candidates lose interest in the job after experiencing a bad
interview.

2.2. Human Resource Management

Human resource management, or HRM, could be explained as the practice of browsing, recruiting, and managing
staffs (Subramony, 2009). Effective management of human capital will definitely contribute to organizations'
long term success as it will reshape the delivery quality. Moreover, good HRM practices will lead to stronger
bonds and cultivate healthy relationships within the working environment, especially between employees and
their superiors. In other words, if this approach is done correctly, employees will be more aligned with the
corporate values, goal oriented, and inspired to accomplish the organization's missions and objectives (Heathfield,
2021). There are four broad categories in terms of HRM objectives. Societal objectives include responding to
ethical and social needs as well as legal issues, for instance, equality. Organizational objectives focus on training
and development, while also maintaining high employee retention rates. Functional objectives are guidelines to
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ensure proper operations and if the workforce is being allocated to their full potential. Personal objectives are
resources used to offer opportunities to employees, keeping them happy and satisfied with the job.

There are seven main roles of HRM in organizations, sometimes known as the '7 HR Basics'.

Figure 2: 7 HR Basics (Lehr, 2022)

First, recruitment and selection, then followed by performance management, which helps boost the company's
bottom line and profit margin. Next is learning and development, bridging skills and knowledge gaps to ensure
all employees are capable of adapting to changes. Fourth, succession planning, a process of guaranteeing a
replacement and planning contingencies in case of termination or resignation. This phase is usually based on a
talent pipeline of effort and performance ratings. The fifth element is compensation and benefits, which
significantly motivate employees to stay longer. Flexibility, pay raises, merits, bonuses, training incentives, and
compensation schemes are key to encourage better employee attitude and performance. Last but not least, are
human resource information systems, data and analytics.

In simple terms, the process of human resource management is to find, keep, and build a qualified workforce.
Every organization is made up of people hence to achieve success will require employees' skills and talents.
Strong motivation and commitment will at least guarantee good services and productive performance (Rudman,
2013).

2.2.1. Sustainable Human Resource Management

Sustainable human resource management is built upon the concept of strategic human resource management
(SHRM) and has been continuously evolving for more than 15 years (Kramar, 2022). Due to its positive
consequences for both organizations and the 3 bottom line, this concept is becoming popular among academics,
scholars, and researchers. Sustainable HRM is not just a regular business goal, but it seeks to achieve,
simultaneously both in the short and long term, positive outcomes of the environment, society, and economy
(Galende, 2020).

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Figure 3: Integrative Theoretical Model of Sustainable HRM (Muñoz-Pascual, 2020)

2.3. Recruitment Process and Emerging Trends

Recruitment plays an essential role in business and has become a core function to draw big pool of experts into
the industries. Some companies rely exclusively on their internal job boards and channels while other may
outsource their recruiting needs to headhunting firms, and the process may involve everything from attracting,
screening, shortlisting, to onboarding employees. A well-planned process will save huge amount of time in
filtering eligible candidates yet still staying focused on engaging for maximum conversions (Doyle, 2021).

With the advancement in technology, emerging trends are reshaping the ways companies traditionally recruit
(Paramita, 2020). Standard forms of hiring have been revolutionized by the emergence of digital software. One
popular trend today is hybrid and remote jobs. According to a report by Microsoft, since after the pandemic, over
60% of business leaders in the technology space have started to apply hybrid work models into their organizations,
as there is a foreseeable future on the potential of remote working (Friedman, 2022). Studies reveal that many
applicants are now seeking for more flexible schedules and that a number of professionals prefer work-from-
home policies as it eliminates the need to commute.

Another trend in recruitment is the use of advanced screening tools. Skills tests and behavioral assessments allow
hiring managers to effectively evaluate the candidates' actual skills and abilities and provide quantifiable data and
insight on the applicants' core attributes, ethics, and motivation. Similarly, RPA, short for robotic process
automation, is also an increasingly trending tool that can automate repetitive manual tasks. These bots are capable
of performing a vast array of activities on a bulk scale at high speed and doesn't require any human intervention.
When combined with AI technology, RPA can even sort and rank qualified candidates into a pipeline candidates
based on the profiles given.

Diversity and inclusion is a growing area that HR leaders are focusing on while acquiring talents. Statistics
demonstrated that businesses with an inclusive culture and diverse workforce have better productivity and earn
higher profits. Nowadays, the necessity for transparent and calculated systems to replace standard systems are
becoming more essential than ever. Companies are shifting away from traditional concepts of duty-focused and
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self-directed job descriptions, but looking to hire those that belong to a diverse background and capable of
adjusting, aside from being knowledgeable and skillful (Ashraf, 2017). According to the Centre for Development
and Enterprise, enticing and selecting competent experts guarantees that the market values and strategies of
organizations are actually obtained.

Another trend is the rapid adoption of ATS, or applicant tracking software, which is quite similar to the use of AI
to offer a variety of features like automatic requests generator, response tracker, etc. Several studies asserted that
the current trend is that organizations are seeking new methods and strategies to shorten the time in the recruitment
and selection process. Slow recruitment process will cause a shortage in workforce, and the current employees
may have to temporarily take-over the duties of the vacant positions which will not turn out to be effective. This
can be detrimental to customer satisfaction as modern consumers have higher expectations and demand fast,
seamless experiences. According to previous studies, faster recruitment process reduces attrition and has saved
up to 70 percent of spending and reduce cost per hire fees by almost 50 percent.

Recent reports stated that modern companies are applying new concepts into their recruiting strategies. Checking
and evaluating on employee well-being and mental health is an example. In 2022, there is a rise in related health
apps, surveys, and training programs, making this one of the principal recruiting trend in the following years.
Companies are required to ensure they can respond to the new, hectic realm as the economy continues to be erratic
during the aftermaths of Covid-19 and the current situation between Russia and Ukraine. As a result, workforce
planning is extremely important and recruiters should implement digital tools that will analyze process
optimization.

2.3.1. E-Recruitment and Digital Hiring

Industries have started to embrace the emerging trends to get ahead in the market. E-recruitment is also known as
online recruitment, with the benefits of reducing administrative burden, reducing overhead costs, speed up time,
simplify the process, and increase competency. The only challenge to this trend is the possibility of judgmental
error during the recruitment and selection process due to lack of personal touch that might make it less reliable.
Communicating with prospective employees virtually may lead to wrong assumptions or misconstrued messages
which is more difficult to clarify compared to face-to-face interaction. Thus, some oppositions argue that
regardless how much technology advancements benefit the hiring process, companies shouldn't overlook or
neglect the human component involved. Automating the recruitment process will save time and money however
everything has two sides to it. AI may not be the best option for companies that is looking for diversification
because the technology lacks nuance of human judgement. Certain applicants may lack keywords or skills, but
based on their personality, ethics, and personal interests, they are a good fit for the company, yet these elements
are only able to be recognized by human judgement. It will take several years or a decade until robotics,
automations, AI, and other technologies can become mainstream in recruitment and human resource management.

Talent acquisition has been shifting from hard copies of resumes to social media platforms, email interactions,
and virtual interviews (Hovhan, 2021). E-recruitment offers greater brand exposure and cost reduction for
companies, meanwhile allows confidentially and easy accessibility for applicants (Philpott, 2021). The purpose
of job ads and postings on Facebook, Linkedin, and Twitter are not only for luring prospective candidates but
indeed a determining part of a marketing strategy in building brand awareness.

Various innovative technologies have been implemented by recruitment agencies to find the perfect candidate.
Predictive analytics uses data and several parameters such as background, network, education, and many more to
give recruiters a deeper insight into whom will be best suited for the role (Marson, 2022). Artificial intelligence
is used to review CVs and filter candidates based on certain keywords search and elements, provide scoring and
matching options to eliminate any possible human bias. What is more, it is important for recruiters to be
transparent on certain factors such as the selection process, salary range, benefits package, and timeline (Ross,

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2022). Besides, human resource departments are beginning to focus on developing agile workforces where highly-
skilled professionals and specialist workers are encouraged to express alternative solutions and perspectives to
projects, fostering a culture of creativity and experimentation.

Long gone the days where job vacancies are posted on newspaper and bulletin boards. Traditional hiring methods
are outdated because they lack diversity; yet even job fairs rely on human opinion and thus face a risk of biased
decisions. Not to mention that newspaper and other forms of printed media have limited lifespan but online job
postings will only be removed by the consent of the publisher. Aside from popular online job boards like Indeed,
CareerBuilder, or Glassdoor, Linkedin is now the most common social media when it comes to finding job
listings. The main downside to this trend is that the job postings may be buried under hundreds and thousands of
other job postings, focing companies to pay more for extra exposure, since very few people would browse beyond
page 10, according to a study by Monster. Depending on the applicants' demographics and job type, Facebook
and Twitter may in fact be a more suitable platform in many circumstances. In some cases, recruiters can gain
some insight into the values and personality of the candidates by looking at their personal social media accounts,
and there won't be a need for further psychological tests. However, it is easy to get the wrong picture from
someone's social media presence, leaving a bad mark of impression. It is important to note that an individual's
online persona may be completely different from their real self, and recruiters should not rely on this too much
when making decisions during the screening and selecting process.

Companies can also recruit online by posting jobs on their own website. Many large multinational corporations
tend to display images, videos, and testimonials from current employees to showcase their culture and strengths
as the top tier employer, thereby attracting a larger amount of qualified applicants and professionals. Employer
branding is one of the most significant recruitment trend that businesses should recognize, preserve, and develop,
since applicants will generally examine the company's reputation and brand image before applying with the ease
of internet search. Another way to widen the reach to get the best candidates is through internet ad campaigns.
Pay-per-click ads, both in written form or promotional videos, are actually effective on Google and other search
engines as they boost awareness of the job openings and brand name (Jackson, 2022).

In the US, 98 percent of millennials between the age of 18 and 29 are active internet users. Therefore, because
online recruitment can access such a huge talent pool and no restrictions for application, it may attract a high
volume of unsuitable, low quality and even spam applications (Lamarco, 2019). Many organizations also faced
competitive issues and decided to keep their name confidential, and would only disclose to selected applicants.
According to several headhunting firms and executive search agencies, senior positions when posted online
appears to be informal, less professional, and may give off the wrong image of the company, particularly on social
media. Data shows that directors and C-level executives rarely use the internet for job seeking but more through
referrals, personal contacts, and direct approach.

2.4. Influence on Employee Performance and Business Success

The process of selecting and recruiting the right employees can be considered as the pinpoint of organization
performance as it will shape the way employees coordinate and operate within the workplace (Chungyalpa, 2016).
Nevertheless, the recruitment process is often neglected and done carelessly, which can be seen more obvious
within small enterprises, which leads to negative performance outcome, higher resignation rate, and unwanted
termination, a loss in both time and money for the organization. Recruitment and selection are vital practices
because the performance and bottom line of organizations is highly dependent on the quality of staff (Bubenik,
2019). It is the recruitment procedure that provide a large pool of qualified candidates and has direct impact on
the company's profits, hence will require a valid and reliable selection regime to shape employee behavior and
attitudes.

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With the application of new trends in recruitment, companies are becoming more adaptable and agile (Holliday,
2021). It is crucial for the new recruitment policies to be flexible and proactive, in order to adapt with the market
changes. For instance, remote working has opened doors for businesses to access foreign talents despite the
limitations of visa applications or geographical boundaries. Additioanlly, it helps businesses to retain existing
clients and reduce the costs of hiring new on-site staffs (Friedman, 2022). Although there are significant benefits
to e-recruitment, there are still certain shortcomings and limitations that HR leaders should be aware of. For
example, a disadvantage of online recruitment could be that it may be difficult to spot fraudulent applications
which may dilute the quality of the talent pool, causing companies to miss out on potential candidates and excess
consumption of waste labor hour (Henning, 2022).

Literature and case studies have shown that effective strategies in human resource management enhance
employees' abilities and aptitudes, lessen resignations and turnover rates, which impressively influenced
organizational performance. One possible approach when it comes to comparing hiring techniques is to form a
basis on their impartiality, scope of usage, validity, and cost. An interesting research shows that certain features
on the website affect greatly to the application process. Sites with user-friendly experience determine higher
interaction and satisfaction from the applicants. Hiring perceptions and recruitment sources affect strongly on
one's intention to pursue a job vacancy. Effective recruitment enhances employees' abilities and strengthen their
commitment towards the goals and objectives, thus resulting in better service and financial performance.
Intangible assets within the workforce like creativity and innovation play a major role in business competitiveness
(Parjanen, 2012). Business performance has been the focus of multiple studies where specific policies, missions,
and visions are taken into consideration. There is an awareness between competitive advantage and human
resources as creativity and innovation are dependent on employee commitments to develop themselves and
improve their performance. Organizations should maximize the efficiency of manpower in relation to labor
productivity to achieve competitive advantage (Daniel 2019).

On the contrary, poorly made decisions in recruitment can turn out to have a demoralizing effect on the current
workforce as their workload may be changed, taken away, or added on unexpectedly due to problems in human
resource management. Other negative factors include weak screen procedures, canvassing, improper hiring
practices, preferential treatment of certain candidates, or exclusion of steps like job analysis and specification. As
the job market becomes increasingly competitive and diverse, poorly managed HRM systems or careless
recruiting actions will produce long-term negative consequences, sometimes with exorbitant financial
implications for the company. Therefore, recruiters need to be more strictly selective in their choices (Daniel,
2019).

2.5. Employee Performance Analysis

Employee performance refers to the quality and productivity of the workforce, in terms of how employees behave
in the workplace and carry out the daily duties obligated to them. Organizations typically set performance targets
to employees, especially in the sales department, and performance principles, for example offering good values
and services to customers, or minimize waste. Employee performance effectiveness varies among job positions
and job levels. A salesperson may be expected to complete certain quota of calls or close certain amount of leads
per month or quarter while a production worker may be assessed based on hourly output. The performance of an
individual may affect the whole team or company. If there is an employee who can't keep up with the pace or
perform subpar work, other colleagues may be required to pick up the slack or redo the work. When employee
performance is poor, businesses will fail to satisfy customers, resulting in negative impacts on company
reputation, sales, and profits (Donohoe, 2019).

It is crucial for organizations to monitor closely the quality of work, and this can be done during recurring training
sessions where managers can offer guidance and equip employees with the means to perform their job efficiently.
Evaluating the quality of work consistently will avoid wasted time, materials, and effort, as well as preventing

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expensive mistakes and ensuring that all tasks meet deadlines. Depending on the type of business, other
performance metrics to measure employee performance include absenteeism rate, number and frequency of errors,
number of product defects, number of successful units made, call handling time, and problem solving. Several
determinants affecting employee performance can mention the level of engagement and satisfaction, the work
culture, rewards, promotion, and recognition schemes, advancement opportunities, job expectations, and work
allocation.

Effective employee performance management will reduce conflict within the workplace, building trust and
increase collaboration. A stress-free and conducive environment that cares about employees' well-being acts as a
catalyst for career growth. Similarly, consistent performance review process with timely achievement recognition
will motivate employees to be more committed to fulfill their track records, KPIs, KRAs, and align efforts with
business goals. Statistics reveal that regular performance review reduces unplanned attrition. A report by CNBC
stated that one in four employees worldwide has left or are considering to leave their current job after the pandemic
(Periyasamy, 2022).

2.6. Conceptual Framework

Figure 4: Conceptual Framework 1 (Gabriel, 2015)

Figure 5: Conceptual Framework 2 (Mwangi, N.D.)

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 CHAPTER 3

RESEARCH METHODOLOGY

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3.1. Research Introduction

This chapter will outline the methods, approaches, designs, and tools of research that will be undertaken for
investigation, data collection, sampling, analysis, and justification. The main purpose is to clarify the relationship
between emerging trends in recruitment and human resources management, employee performance, and
organization success. Two vital variables to validate are credibility and accuracy when developing scientific
theories and ideas (Slater, 2018). Systematic investigation represents the cyclical process of forming hypotheses
and interpret findings. Exploratory research will be conducted around undefined issues; aiming to have a clearer
picture and understanding about the problem's nature. Instead of providing a conclusive answer, it enables
researchers to conduct further studies later on. Explanatory research identifies the causes and effects based on
practical trials and determines the interaction between variables. On the other hand, descriptive research expresses
the characteristics and increases the overall apprehension on the problem.

3.2. Research Philosophies

Research philosophy is a set of assumptions and beliefs on how data should be gathered, inspected and developed.
Philosophies has three key functions. One, demystifying, meaning to expose, criticize, or explain any
unsustainable premises or confusions that may contain. Two, to inform and help researchers to have a wider field
of knowledge and be aware of potentialities during exploration. Three, method facilitating, meaning to dissect
methodologies, thereby refining and clarifying the conditions of usage.

Various philosophies and research approaches are encompassed based upon the concept of doxology, what is
believed to be true, and epistemology, what is known to be true (Ragab et al., 2017). This study will engage with
realism philosophy, which is a belief focusing on statistical facts obtained, such as numerical and visual data, yet
being independent from any underlying principles (Johnson et al., 2010).

3.2.1. Positivism and Interpretivism

According to the Western tradition of science, two major research philosophies are positivism and interpretivism.
In short, positivism is a philosophical theory claiming that knowledge is based on phenomena and related
properties while interpretivism claims that knowledge is not objective but socially constructed and transmitted
through personal discourses and life experiences. Unlike positivism where researches are highly structured with
large samples and uses quantitative measurement, interpretivism applies small in-depth samples with qualitative
investigations.

Positivists argue for generalizable data and believe that reality can be observed repeatedly from an objective
viewpoint without the interference of phenomena, and that it is stable (Levin, 1988). They stress the importance
of comparative research designs and tend to structure surveys, questionnaires, and other forms of primary data
collection approaches on a large scale to uncover social patterns or hidden correlations. They criticize that
interpretivists are unable to look beyond personal experiences and biases.

Interpretivists are sometimes referred to anti-positivists or negativists as they believe that social realm cannot be
studied by scientific investigation but would require a different epistemology (Lin, 2005). They declare that reality
can only be fully understood through subjective interpretation and realistic intervention. This viewpoint strongly
supports qualitative approach and states that it is not possible to form valid predictions about the social world
(Alharasheh, 2019). Hence, interpretivists are very aware of certain concepts and language that might alter society
perceptions (Soleymani, 2017). While interpretivists neglect any information beyond personal experiences and
biases, positivists argue for value-free and generalizable data.

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3.3. Methods of Data Collection

Data collection is a methodical process of accumulating and examining specific information to present solutions
and draw conclusions to relevant questions and evaluate the results from hypotheses testing. Core forms in which
data can be gathered are through primary and secondary data, with the former collected from raw sources and the
latter from second-hand sources. Primary data is collected originally by the researcher for specific study purposes
and can be further divided into segments of qualitative and quantitative methods. Secondary data is easier and
less expensive to collect, and can be found through existing journals, online portals, or published books.

Quantitative research is a complex method mostly applied in physical and natural science like biology, chemistry,
physics, engineering, etc. that aims to establish general laws that ultimately relies on the context itself (McLeod,
2019). Quantitative research is presented in numbers that require mathematical calculations and allows numerical
data to be collected and generalized across a larger and diverse population. Some forms of quantitative methods
used to make predictions and test causal relationships between variables are experiments, surveys, and database
reports.

Qualitative research does not need to be deduced through sums or equations but is rather based on non-
quantifiable elements such as text, photographs, videos, audio recordings, or even personal emotions and feelings,
for example in an open-ended questionnaire. This approach is used to have a deeper understanding on how an
individual subjectively perceives a circumstance. Some forms of qualitative methods include in-depth interviews,
case study research, or ethnography, using grounded theory or thematic analysis.

3.4. Research Strategies

In addition to case studies on the Internet, primary data may also be collected via Google Forms with a mixture
of open and closed questions. If primary data collection is available to execute, online survey will be chosen as
the main method as it is considered safer, more convenient, and can be easily accessed by both the researcher and
the respondents (Janokowski, 2006). A pilot survey may also be conducted if necessary, to ensure that the
respondents fully understand the scope of work. This study uses a mixed approach, meaning both quantitative
and qualitative methods will be implemented. Descriptive observations including charts, diagrams, or statistics
will be used to present research findings wherever appropriate. Observations are generally used to complement
other research methods, reflecting research philosophies and paradigms of the study.

3.5. Research Approach

In the case that primary data is unable to collect due to insufficient raw materials or other limitations, secondary
data will become the main source of this study. This approach will be less time consuming, simplifying the
research project and its accessibility (Ruggiano, 2019). Secondary materials will be retrieved and accumulated
mainly from previous studies and publications. From there, new ideas and concepts for the research will be
structured and developed. The major research methodology for this study will be exploratory and qualitative. The
research approach for this study will be based on both internal and external sources of secondary data which
includes scholarly articles, news reports, press releases, journals, e-books, web articles and references from other
reliable sources.

20
Figure 6: Research Process (Source Unknown)

3.5.1. Inductive and Deductive Approach

Although there are no set rules, deductive orientations are mostly associated with quantitative research while
inductive orientations are frequently associated with qualitative research (Lewise, 2012). This study is
recommended to utilize a combination of both inductive and deductive approaches. For inductive approach, data
is collected based on the topic of interest, and once a substantial amount have been gathered, similarities will be
analyzed to develop a theory that would explain those patterns. In other words, inductive approach starts with a
set of observations and moving on to a more general set of propositions. This approach is used when there is
little to no prior theory nor literature on a topic. Therefore, general conclusions are drawn closer to context but
these findings cannot be proven and as a result may be invalidated.

Figure 7: Inductive Approach (Source Unknown)

For deductive approach, the process begins with a compelling social theory in which the implications are tested.
This approach is usually associated with scientific investigation and is the reverse order of inductive approach.
Meaning to say, hypotheses that emerged from existing theories of random phenomenon will be tested to prove
its validity. Deductive approach follows the syllogism logic and draws conclusions from initial premises, forming
hypotheses on the foundation of existing theoretical knowledge. Nevertheless, its theories can only be accepted
if all terms and premises are true and clear.

21
Figure 8: Deductive Approach (Source Unknown)

3.6. Research Design

This study uses descriptive research design because it presents facts through empirical literature, analysis, and
findings as it actually exists at the current time of the study (Neuman, 2007). Saunder's Research Onion diagram
was designed to provide a methodological basis for conducting comprehensive research (Sahay et al., 2016).

3.7. Research Onion

Figure 9: Saunder's Research Onion (Saunders et al., 2012)

3.8. Research Paradigm

Somewhat similar to research philosophies, research paradigms are philosophical frameworks that offer a pattern
of beliefs and practices which the research operations are based on. Research paradigms are important since they
form the basis of the overall project and influence how the methods should be determined and undertaken. A
research paradigm consists of research methodology, ontology, and epistemology. Research methodology when
combined with research philosophy will comprise a research paradigm.

The paradigm for this study is pragmatism, which comprises of both positivism and interpretivism mentioned
above. This model considers both reality and knowledge and uses both qualitative and quantitative designs.
Pragmatism applies both deductive and inductive approaches, both objective and subjective manners, and
considers the standard of research based on verified practice (Kuhn, 2012). This model recognizes different ways
of interpreting the topic as there may be contrasting point of views and multiple realities.

22
3.9. Research Choices

This study is heavily oriented towards reasoning and explanation. It implies qualitative and secondary research
strategies to emphasize on the 'how' and 'why' aspects of information.

Figure 10: Research Choices (Saunders et al., 2008)

3.10. Time Horizon

Since this research is restrained to a specific time frame and applies a cross-sectional time horizon, only on a
relatively short time period can data be collected. Below is a timeline of the research project planning and
procedure:

April May June July

Identify Topic
Formulate strategy,
methodologies, etc.
Write outline,
proposal
Literature Review
Data Collection
Data Analysis
Complete Draft
Final Dissertation

Figure 11: Time Frame Gantt Chart (made by dissertation author)

3.11. Data Collection

Although primary data is a better fit for this study since it is customized to the specific aim of the research area,
secondary data is more reasonable to carry out. This dissertation will try to utilize both forms of data collection

23
methods to maximize the efficiency of the research. However, the major source will still be secondary data, in
order to support theoretical findings and strengthen the given insights.

3.12. Data Analysis Procedure

Data analysis procedure is basically the process of gathering, classifying, modeling, and transforming raw data
into useful information. This is done by presenting results through visuals and graphs, or by giving conclusions,
suggestions, and supporting decisions (Kothari, 2009). It is essential to note that once the data has been collected,
it should be well cleaned. Cleaning data include the act of removing non-relevant observations, replicas, errors,
or deviation issues that might encountered during the process that data is aggregated from different sources
(Rangalah, 2021). Data mining is a technique used to detect and unveil hidden patterns in data that were not
visible during the collection phase (Erdelyi, 2020). Algorithms have become an integral part and may also be
implemented for the cases of mathematical calculations for data analysis. Formulas such as causation or
correlation will help to identify the nature of relationships between the tested variables (Pickell, 2021).

Data analysis can be split under five categories. One, descriptive analysis is a technique that determines prior
knowledge on what has already taken place, thereby exploring more into the problem. Two, statistical analysis
involves interpreting, validation, and performing several operations to quantify pieces of data. This technique is
similar to descriptive analysis but more oriented towards quantitative research and primary data (Arora, 2022).
Three, diagnostic analysis is a form of analytics that focuses on comprehending the root causes and reasons as to
why there is an issue (Johnson, 2022). Four, predictive analysis looks into the future and forecast what is likely
to happen, enabling analysts to detect upcoming trends on the basis of historical data. Five, prescriptive analysis
is a tactic that suggests courses of action, underlining possible consequences, and allows users to make future
recommendations. It includes all the previously mentioned aspects and is usually the final step in the analytics
process. Empirical findings from this research will be analyzed and arranged logically. Any irrelevant information
or data to research aims and objectives will be filtered and removed. Furthermore, discussion in broader context
can also be provided, avoiding incoherence as both applied and theoretical elements will be more integrated
together.

3.13. Validity and Reliability Analysis

Validity and reliability analysis are concepts to evaluate the quality of the research methodology, especially in
quantitative form of research. Validity is a strength of qualitative research as it demonstrates the authenticity of
objectives and examines fair outcomes. It is a broader concept than reliability. Validity concentrates on the
measure's accuracy while reliability concentrates on its consistency, transparency, and stability, and the degree to
which the measures are free from fallacies (George et al., 2003). Valid measurements are also reliable but
unreliable measurements typically can't be valid.

3.14. Research Ethics

Ethical considerations are known as a set of principles and guidelines that researches should follow and practice.
It covers a range of fundamentals including informed voluntary and participation consent, confidentiality and
anonymity, potential for harm, etc. When collecting data, especially from primary sources, researchers must
always adhere to the code of conduct, meaning to maintain integrity and privacy, protect the rights of participants,
avoid from misleading information and any favoritism, and many more. This paper ensures the work is free of
plagiarism or any misconduct and maintains the highest level of objectivity in discussions and analyses throughout
the research. The dissertation will attach an ethical form provided by the University of Northampton in the
appendix section and ensure approval by the supervisor before commencing this research. All data gathered from
journals and articles will solely be used for study purposes and referenced with the authors' names.

24
 CHAPTER 4

DATA ANALYSIS AND RESULTS

25
4.1. Key Findings and Discussions

In recent years, information technology has had a profound effect on recruitment and human resource
management, yet relatively little studies have examined and assessed the degree to which these new innovative
trends enable organizations to attract and retain personnel more effectively (Stone, 2015). After extensive
research, data shows that the more effectively an organization recruit and select candidates, as well as properly
managing the recruitment and selection activities, the more likely they are to achieve positive bottom-line
outcomes such as improved financial performance. Not only that it boosts productivity, good selection of skilled
and knowledgeable employees indeed leads to increased sales and brand exposure. Research shows that job
satisfaction originates from an employee perception of whether they are capable of using their full potential of
knowledge and skills to execute the jobs. Consequently, hiring qualified individuals will lead to employee
contentment. Bringing fresh talents into an organization for replacement or training and development purposes is
one of the most essential roles of recruitment as these candidates will be crafted to meet the organization's values.
A survey by Globoforce shows that 82 percent of employees admit they feel more engaged with work when they
feel appreciated and recognized.

People is the most important asset in any organization because people are the key determinant to whether the
organization will achieve its targets. Recruitment trends can contribute either positively or negatively towards the
functionality of organizations. Besides the advantages, there are certain drawbacks of e-recruitment. As
employers can't assess the qualities of the candidates without personal interaction, the system may become less
reliable and exaggeration or judgmental errors may arise. There might also be issues with fake job offers and fake
resumes which is quite difficult and time consuming to indicate and filter for both the recruiters and applicants.
However, in spite of challenges and concerns, e-recruitment is still considered a powerful tool in supplementing
and strengthening HR operations, no doubt there has been a paradigm shift in the headhunting industry recently.
Data reveals that over 30 percent of recruiters are using candidate matching software by the end of 2021, and will
continue to grow in the near future. The technology leverages on machine learning and AI to automate the process
of CV screening and shortlisting without bias, saving a substantial amount of time and labor as many corporations
receive thousands of applications a week. Artificial intelligence technology is estimated to reduce cost per hire
up to as high as 75 percent and improve efficiency by 3.5 to 4 times over.

Moreover, there has been considerable growth for companies that implement hybrid working model as they can
access and leverage the talent pool abroad. Remote teams, virtual offices, and multimedia communication
channels have contributed highly to companies' turnover during the post-pandemic period, saving them from
shutting down entirely. A survey by CareerBuilder said that 65 percent of CEOs and senior managers stated that
the HR department's opinions on human capital carry greater weight and has been incorporated into their strategy
especially during an economic downfall or post-recession. It is important that companies make the process right
since the first steps, because resources are scarce and costly. The objective of selection is to find the right fit for
the role and establish a good image for the company. The performance of an organization relates directly to the
people working within it and the reputation is held by whom it employs (Henry, 2009). Studies also show that
there is a bond between total quality management and human factors, which the former is strongly influenced by
the latter. On a similar note, research concludes that the influence of human relation in strategic planning is
significant, leading to successful organizational performance and higher customer satisfaction.

4.2. Hypotheses Testing

Five null and alternative hypotheses stated in Chapter 1 have been identified, investigated, and supported with
evidence throughout this research to determine the final results. Findings show that there are direct and positive
relations among all the variables, especially emerging trends in recruitment against human resource management,
employee performance, and business success. Although there are strong links between emerging recruitment
trends and business outcomes, it is still difficult to guarantee the degree of influence it has on actual business
26
success. Business success relies on many different factors which the recruitment process only contributes to a
certain extent. Subsequently, Hypothesis 4 (Ho4) cannot be entirely confirmed nor rejected at this stage due to
lack of sufficient supporting evidence and other factors that might intervene.

H1. There is significant relationship between recruitment and human resource management.
H2. There is significant relationship between emerging recruitment trends and effective human resource
management.
H3. There is significant relationship between emerging recruitment trends and business performance.
H4. There could be significant relationship between emerging recruitment trends and business success.
H5. There is significant relationship between human resource management and employee performance.

4.3. Demographics and Cross Tabulations

Although direct surveys and interviews weren't able to be conducted, statistical data from other similar case
studies are reviewed and analyzed. Findings have showed a clear relationship between recruitment trends and
human resource management, recruitment trends and employee performance, recruitment trends and business
success, and vice versa. According to research, effective trends in recruitment when applied correctly will lead to
strong HRM systems. Strong HRM systems will result in better employee satisfaction and performance, therefore
enhancing organizational success as a whole.

27
 CHAPTER 5

CONCLUSION

28
5.1. Summary

In conclusion, this research examined the current trends in recruitment and aspects of human resource
management that has an impact on employee performance and business outcomes. The influence of these factors
on business performance metrics and organizational success were thoroughly analyzed and discussed. The thesis
gives a concise view on the research topic, objectives, and methodologies. Relevant information and data from
secondary sources were obtained to supplement the results and findings, to answer hypotheses and research
questions. This research has established a correlation between recruitment trends, human resource management
practices, and organizational performance. Organizations with solid recruitment plans perform outstandingly
better because they were able to hire qualified individuals who are not only skillful and knowledgeable in their
areas of expertise, but more importantly, who fit properly into the structure. It is imperative for organizations to
embrace emerging trends and practice effective recruitment and human resource management practices in order
to ensure they hire the best employees that will be inspired and motivated to work toward organizational goals.

5.2. Study Limitations, Recommendations, and Implications for Future Research

This research is limited due to a few factors. For instance, time constraints and limited participants involved did
not allow interviews and surveys to be conducted as planned, thus primary data findings were insufficient. The
majority of numerical data and statistics were extracted from previous case studies and researches. Other possible
limitations may be the lack of practical results due to lack of samples, material utilization, and unavailability of
resources. The research will be more accurate and less biased if there was a larger population for questionnaires
to be carried out. This is recommended for future studies. In addition, the authenticity and accuracy of data
gathered through articles and online journals cannot be completely verified. However, this research assures that
all information referenced from secondary sources are valid and fair. In summary, although there are certain
limitations, the effects of these limitations are not seen as critical or severe regarding the main purpose and
objectives of this research. Despite the inadequacy of raw information, the thesis is still comprehensive and
systematic. Findings from this study has led to a revised theoretical framework; but in order to get a holistic view
of the case, further research is suggested. It is prudent to perform additional experiment and research to focus on
the aspects that have not yet been discovered in this thesis due to the mentioned limitations.

29
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 APPENDIX 1 - DECLARATION FORM

Faculty of Business & Law

Department of Strategy, Marketing and Economics

Declaration of Original Authorship

Name: Vu Nguyen Khanh Duy

Course: Business Disseration

Dissertation Title: Emerging Trends in Recruitment and its Influence on Human

Resource Management and Business Performance

In submitting this dissertation, I confirm that:

(i) The material contained within this dissertation is all my own work. Where the work of others has been drawn
upon (for example books; articles; unpublished papers including the work of staff and students; non-book
materials such as videos and audio recordings; electronic publications on disk, CD-ROM on the internet), it has
been acknowledged and properly referenced using Harvard notation.

(ii) The work has not already been accepted in substance for any other degree and is not being concurrently
submitted in substance for any degree other than the one on which i am currently registered.

(iii) My original (primary) data has been seen by, and discussed with, my dissertation supervisor.

(iv) I have downloaded an electronic version of this dissertation to Turn-it-in having made allowance for any
confidentiality issues.

(v) If I consider any part of this work to be CONFIDENTIAL - I have detailed on the next page which parts are
confidential.

Signed: Vu Nguyen Khanh Duy

Date: 15 June 2022

34
 APPENDIX 2 - ETHICS FORM

Faculty of Business & Law

Department of Strategy, Marketing and Economics

STUDENT PROJECT / DISSERTATION ETHICAL REVIEW

SECTION A - BASIC INFORMATION

Project Title Emerging Trends in Recruitment and its Influence on Human Resource
Management and Business Performance
Student Name Vu Nguyen Khanh Duy
Student ID 19406544
Course Business Dissertation
Supervisor
Project Start Date

SECTION B - PROJECT OUTLINE

Issue Please provide sufficient detail for your supervisor to assess strategies used to
address ethical issues in the research proposal

Aim / objectives of the
study
These need to be clearly
stated and in accord with the
title of the study. (Sensitive
subject areas which might
involve distress to the
participants will be referred
to the Course Approval
Panel).
Brief overview of research
methodology
The methodology only needs
to be explained in sufficient
detail to show the approach
used (e.g. survey) and
explain the research methods
to be used during the study.
Does your study require
any permission for study?
1. To explore the various factors that positively and negatively influence
human resource management.
2. To explore emerging trends in recruitment.
3. To explore issues and drawbacks of emerging recruitment trends.
4. To identify the correlation between recruitment trends and business
performance.
5. To identify the correlation between human resource management and
business success.
• Gathering data and statistics from secondary sources: articles, journals, case
studies
• Information are critically analyzed and summarized
• Primary survey cannot be conducted due to lack of resources
• Deductive and qualitative approach implemented
Not applicable
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 If so, please give details.
Participants Not applicable
Please outline who will
participate in your research.
If your research involves
vulnerable groups (e.g.
children, adults with learning
disabilities), it must be
referred to the Course
Assessment Panel.
Access to Participants Not applicable
Please give details about
how participants will be
identified and contacted.
How will your data be Not applicable
recorded and stored?
Confidentiality Not applicable
Please outline the level of
confidentiality you will offer
respondents and how this
will be respected. You
should also outline about
who will have access to the
data and how it will be
stored. (This should be
included on information
sheet.)
Anonymity Not applicable
Do you intend to offer
anonymity? If so, please
indicate how this will be
achieved.
Could the research induce Not applicable
psychological stress or
anxiety, cause harm or
negative consequences for
the participants (beyond
the risks encountered in
normal life)?
If yes, you should outline
what support there will be
for participants.

SECTION C - SUMMARY OF ETHICAL ISSUES

Please give a summary of the ethical issues and any action that will be taken to address the issue(s).

In order to commence this research, approval from the module supervisor and institution (University of
Northampton) will be obtained. Any favoritism and objectivity will be avoided.

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SECTION D - ADDITIONAL DOCUMENTS CHECKLIST

Please supply to your supervisors copies of all relevant supporting documentation electronically. If this is not
available electronically, please provide explanation and supply hard copy.

I have included the following documents:

Information sheet Not applicable

Consent form Not applicable
Letters Not applicable
Questionnaire Not applicable
Interview schedule Not applicable

SECTION E - STATEMENT BY STUDENT

I confirm that the information I have given in this form on ethical issues is correct.

Signature: Vu Nguyen Khanh Duy Date: 15 June 2022

Affirmation by Supervisor

I have read the Ethical Review Checklist, and I can confirm that, to the best of my understanding, the
information presented by the student is correct and appropriate to allow an informed judgement on whether
further ethical approval is required.

SECTION F - SUPERVISOR RECOMMENDATION ON THE PROJECT'S ETHICAL

STATUS

Having satisfied myself of the accuracy of the project's ethical statement, I believe that the appropriate action is:

( ) The project proceeds in its present form

( ) The project proposal needs further assessment under the appropriate Course Approval Panel
( ) The project needs to be returned to the student for modification prior to further action

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