Social media recruitment: the role of credibility and satisfaction

Publication Date07 May 2020
Date07 May 2020
AuthorAshutosh Muduli,Jeegnesh J. Trivedi
SubjectHR & organizational behaviour,Global HRM
Social media recruitment: the role
of credibility and satisfaction
Ashutosh Muduli
Faculty of Management, SPM, Pandit Deendayal Petroleum University,
Gandhinagar, India, and
Jeegnesh J. Trivedi
Khyati School of Business Administration, Gujarat University, Ahmedabad, India
Purpose The increased popularity of social media has been prompting the recruitment managers to use
social media recruitment. Very little has been studied on the effectiveness of social media recruitment from the
recruiters perspective. Influenced by the diffusion of innovation theory, the study measures the usefulness of
social media recruitment through various prehire and posthire recruitment outcomes. The study also used the
media richness theory to examine the role of credibility and satisfaction as a mediating variable.
Design/methodology/approach Data has been collected from the recruiters in the public and private
sector of India. Available literature is studied to develop survey instrument validated through experts from
industry and academia. Pilot study was conducted to test for any construct weaknesses. Data is analyzed
using AMOS.
Findings The study result proved that social media recruitment is significantly related to both prehire
outcomes and posthire outcomes. The result also proved the mediating effect of credibility and satisfaction and
suggests recruitment practitioner to emphasize on disseminating credible, relevant and sufficient information
through suitable communication mode.
Practical implications HR professional to be careful about the information provided through a social
media recruitment method. Practitioner to establish credibility of the information to create a sense of
satisfaction by the applicants toward the information. Thus, as the information becomes more credible, the
attraction to the organization also increases, which in turn results in more applicants applying for the job.
Originality/value This is the first quantitative study to examine effectiveness of social media recruitment
under the influence of mediator credibility and satisfaction considering the data from the recruiters.
Keywords Social media, India, Employee recruitment, Social recruiting
Paper type Research paper
Recruitment is a vital function for any organization to maintain and improve their
competitive advantage in the fierce competitive era (Muduli et al., 2016). It functions as a
channel of discovering potential candidates and attracting them to make the right selection
(Barber, 1998;Breaugh and Starke, 2000;Madan and Madan, 2019). In a study of graduate
recruitment, Internet-based social media sites such as Facebook, Twitter and LinkedIn were
used by recruiters to attract talents by sharing the company culture and career
opportunitiesrelated information (Alf, 2013). For example, Microsoft has developed a
specific website for recruitment, using Job blogs and life at work videos to provide relevant
information to both active and passive job seekers (Joos, 2008). Similarly, Deloitte places
employee testimonials on social media sites (e.g. YouTube videos) to allow potential job
applicants to learn more directly from the insiders. Further, the companys decision to use
social media for recruitment is easily seen through both efficiency and cost, as
communication is often instantaneous and can reach a wide range of audiences. The
downside of it is whether the job messages can get through to the target audiences. Attracting
many applicants who may be unsuitable will end up wasting much time and resources for
screening. A more ethically controversial dilemma is whether the social media recruitment
(SMR) approach is discriminatory (Lam, 2016).
Social media
The current issue and full text archive of this journal is available on Emerald Insight at:
Received 2 August 2019
Revised 11 November 2019
11 February 2020
27 February 2020
Accepted 5 April 2020
Evidence-based HRM: a Global
Forum for Empirical Scholarship
Vol. 8 No. 2, 2020
pp. 237-251
© Emerald Publishing Limited

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