The use of an automated employment recruiting and screening system for temporary professional employees: A case study

Human Resource Management

Volumn 43, Issue 2-3, 2004, Pages 233-241

  Buckley, Patrick ^d   Minette, Kathleen ^b,c   Joy, Dennis ^a   Michaels, Jeff ^b  

^a Pearson Reid London House   (United States)

^b PEARSON   (United States)

^c UNIVERSITY OF IOWA   (United States)

^d NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 4544293159     PISSN: 00904848     EISSN: None     Source Type: Journal    
DOI: 10.1002/hrm.20017     Document Type: Article

References (10)

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4. Jones, J. W., & Arnold, D. W. (2003). Reinventing HR: Seven strategies for transforming the human resources organization. Chicago, IL: Pearson Reid London House.
5. Joy, D. S., Jones, J. W., & Arnold, D. W. (2003). Financial performance indicators of Pearson Reid London House assessments for an office equipment and supply company. Chicago, IL: Pearson Reid London House.
6. Leslie, C., Joy, D., & Cunningham, M. (1999). Pearson Reid London House selection program linked to decreased employee theft and turnover, and increased sales volume at a large specialty retailer. Chicago, IL: Pearson Reid London House.
7. Ones, D. S., Viswesvaran, C., & Schmidt, F. L. (1993). Comprehensive meta-analysis of integrity test validities: Finding and implications for personnel selection and theories of job performance. Journal of Applied Psychology, 78, 679-703.
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9. Phillips, J. J., Stone, R. D., & Phillips, P. P. (2001). The human resources scorecard: Measuring the return on investment. Boston: Butterworth-Heinemann.
10. Rynes, S. L., Brown, K. G., & Colbert, A. E. (2002). Seven common misconceptions about human resource practices: Research findings versus practitioner beliefs. Academy of Management Executive, 16(3), 92-103.