Renzo Jose Logronio

MEE32

RESEARCH ABOUT STAFFING

Modern organizations struggle with staffing challenges stemming from increased

knowledge work, labor shortages, competition for applicants, and workforce diversity. Yet, despite

such critical needs for effective staffing practice, staffing research continues to be neglected or

misunderstood by many organizational decision makers. Solving these challenges requires staffing

scholars to expand their focus from individual-level recruitment and selection research to

multilevel research demonstrating the business unit/organizational-level impact of staffing.

Toward this end, this review provides a selective and critical analysis of staffing best practices

covering literature from roughly 2000 to the present. Several research-practice gaps are also

identified. (Ployhart, 2006)

Scholars have noted the relative lack of research on the contribution of effective staffing

practices to organizational level measures of performance (Schmitt & Schneider, 1983). We

collected survey data from the heads of the HRM departments of 201 organizations regarding the

extent of use of five staffing practices supported by the academic literature. We also investigated

whether organizations that used more of these practices had higher levels of profitability and sales

growth than organizations that used fewer of them. We found a significant positive relationship

between organizations’use of the five staffing practices and both annual profit and profit growth

across all industries. However, the strength of the relationship between the use of the staffing
practices and organizational performance was found to vary by industry type. We also found that

the extent of use of the staffing practices was related to both industry type and organizational size.

Our study provides some initial data on the possible positive impact of these staffing practices on

organizational level outcomes. (Terpstra and Rozell, 1993)

RESEARCH ABOUT COMMUNICATING

Communicating organizational change is a difficult task. Many attempts at change end in

failure, and many times the failure is due primarily to poor communication and lack of acceptance

of the change by employees. This article examines (1) the process of communicating for change,

(2) some major reasons for communication failure, and (3) a variety of successful techniques used

in organizations. Empirical evidence about communicating for change is also incorporated. Finally,

guidelines for managers, with particular relevance for human resource managers, to follow in

effectively communicating for major changes are presented. (John Wiley & Sons, Inc., 2016)

Computer mediated marketing environments provide organisations with a medium that can

be used to deliver content in a variety of ways to consumers. This capability highlights the

distinction between the information in marketing communication and the vehicle used to deliver

the information: that is, content differs from communication. (Ozuem, et al., 2018)