Recruitment, retention and stafﬁ ng strategy
DOI link for Recruitment, retention and stafﬁ ng strategy
Recruitment, retention and stafﬁ ng strategy book
Recruitment and stafﬁ ng is an area that is under-studied in HRM in China (Han and Han 2009 ). Meanwhile, skill shortage and workforce retention have been a growing challenge to many employers. Existing studies on labour turnover in western literature have come from a number of distinct but related perspectives, such as the labour market, the psychological and the human resources perspectives. The labour market perspective contemplates the external environment of the organization, such as unemployment rate, skill shortages and job opportunities (e.g. Carsten and Spector 1987 ; Gerhart 1990 ; Smith et al. 2004 ). It is argued that the availability of alternative job opportunities can raise comparative dissatisfaction with a current employer and lead to turnover decisions (Smith et al. 2004 ). Labour turnover per se is not necessarily a bad thing for business. Indeed, turnover may be desirable by employers when recruitment cost is low, labour is highly substitutable and turnover can break union solidarity (Smith et al. 2004 ). By contrast, the psychological perspective focuses on individuals within the organizational context and investigates their turnover intent and decision. Individuals’ traits and behavioural characteristics are seen as important in turnover decisions (e.g. Griffeth et al. 2000 ; Morrell et al. 2001 ). Within this perspective, organizations are seen to have more control in the management of turnover by designing a range of HR practices that can attract, incentivize and retain the right types of employees (e.g. Coff 1997 ; Shaw et al. 1998 ).