Comparative Analysis of Recruitment Methods in Czech and Slovak Firms

This report analyzes recruitment methods within organizations, drawing on research from journals such as Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis and Review of Public Personnel Administration. It explores the strategic importance of hiring qualified personnel in a competitive business environment, emphasizing the role of human resource management in attracting and selecting suitable candidates. The report examines various recruitment methods, including internal and external sourcing, outsourcing, and the utilization of online portals and agencies. It highlights the shift from reactive to proactive recruitment strategies, focusing on employer branding and the application of theories like bureaucracy and ability motivation. The analysis covers the Czech Republic and Slovakia, comparing the methods used and the impact on organizational performance, productivity, and overall innovation. The report also touches upon the technological aspects of staffing methods and the role of strategic human resource management in nonprofit organizations.

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Urbancová, H., Stachová, K., & Stacho, Z. (2015). Methods of recruitment in the Czech
and Slovak organizations. Acta Universitatis Agriculturae et Silviculturae
Mendelianae Brunensis, 63(3), 1051-1060.
This journal indicates that every firm has a long term objective to hire qualified personnel
in a relatively high competitive business environmnet.Hiring qualified and quality
workers involves a strategic procedure which should be well conducted by the existing
Human resource manager within and outside the firm. This journal is significant since it
offers a preview and directive which is critical in the hiring process through clearly
outlining the various recruitment methods used in various organizations across the world
(Urbancová,Stachová & Stacho, 2015). It is evident that employees are usually hired in
order to carry out various duties in a diligent manner such as to serve in several
managerial positions (Bučiūnienė & Kazlauskaitė,2012).Having qualified and high
caliber personnel to carry out the duties of the entire organizations enables the company
to utilize the available resource in an optimum manner in order to create and promote a
business image of good will to its shareholders. This journal article indicates the history
of recruitment viewing it as a reactive procedure that firms carried out in certain time
horizon in case a vacant position arose.
However in the current era, this particular hiring process has constantly changed where firms
view recruitment as continuous process whereby different firms use this situation to
attract suitable candidates best suited for the job and as a strategic procedure that
enhances employee brand creation.
In various organizations the human resource can utilize outsourcing methods.in this particular
method the hiring agency communicates and picks only the suitable candidates through

use of recommendation process. This paper also indicates that candidate’s identification
and recruitment might also be done through the use of internal and external resourcing
(Urbancová,Stachová & Stacho, 2015). Internal sourcing involves offering an existing
employee a certain position.in this recruitment some of the methods that are best suited
for an organization include personnel leasing which literally entails those seasonal or
temporary employees willing to work with the organisation.various employees can offer
themselves, become recommended by agencies, direct individual approach to the firm,
use of advertisements ,job online portals and collaborating with various agencies and
offices in order to secure a job.This material relates to my research isnce it provide an
overviewi of varous recruitment methods important in hiring employees across global
orgaisations
Guo, C., Brown, W. A., Ashcraft, R. F., Yoshioka, C. F., & Dong, H. K. D. (2011). Strategic human
resources management in nonprofit organizations. Review of Public Personnel
Administration, 31(3), 248-269.
According to this journal article, organization should uphold innovation practices in
recruitment methods.it states that in order to enhance value creation, the human resource
management should be ready to instill a in mage of good image in the work so that they
can attract good candidates with positive behavior towards the organization. According to
the article, various organization uphold the theory of bureaucracy as a method of
employee recruitment (Guo, Brown, Ashcraft, Yoshioka & Dong, 2011). Ability motivation
theory as a key model in this case is also utilised.it indicates that the goal of HRM in
organization is to attract worker mobility, motivation and key opportunities that ensure
that they pick the right man for jovb.by doing this the management will be assured that

the hiring process is beneficial since they will recruit workers who increase the
productivity ,profitability,innovation,high capital utility and improved overall
performance rating of the entire organization when compared to other firms (Renwick,
Redman,& Maguire,2013). This article los utilizes systems theory in ensuring that
organization create a law, practices and enact key policies that guide organization staffing
process. This material is relevant to my research topic since it indicates the technological
aspect of staffing methods
References
Bučiūnienė, I., & Kazlauskaitė, R. (2012). The linkage between HRM, CSR and performance
outcomes. Baltic Journal of Management, 7(1), 5-24.
Guo, C., Brown, W. A., Ashcraft, R. F., Yoshioka, C. F., & Dong, H. K. D. (2011). Strategic human
resources management in nonprofit organizations. Review of Public Personnel
Administration, 31(3), 248-269.
Renwick, D. W., Redman, T., & Maguire, S. (2013). Green human resource management: A
review and research agenda. International Journal of Management Reviews, 15(1), 1-14.
Urbancová, H., Stachová, K., & Stacho, Z. (2015). Methods of recruitment in the Czech and
Slovak organizations. Acta Universitatis Agriculturae et Silviculturae Mendelianae
Brunensis, 63(3), 1051-1060.

Appendix 1
Attached Abstract
1. Guo, C., Brown, W. A., Ashcraft, R. F., Yoshioka, C. F., & Dong, H. K. D. (2011). Strategic human
resources management in nonprofit organizations. Review of Public Personnel
Administration, 31(3), 248-269.
This study explores the prevalence of strategic human resources management (HRM)
practices in nonprofit organizations as well as the organizational and contextual
determinants. Based on survey data collected from 229 charitable nonprofit
organizations, we find that organizations that are larger in size, technologically savvy,
and dependent on the work of independent contractors all appear to be more likely to
implement strategic HRM practices. Local affiliates of national organizations are more
likely to implement strategic HRM practices. In addition, younger organizations,
educational organizations, and organizations that do not have dedicated HR staff are
also more likely to implement strategic HRM practices. Although dependence on
volunteer labor has no significant effect on the outcome, further analysis indicates that
volunteer-dependent organizations differ from others in several aspects of strategic
HRM
Appendix 2
Attached abstract
Article: Urbancová, H., Stachová, K., & Stacho, Z. (2015). Methods of recruitment in the
Czech and Slovak organizations. Acta Universitatis Agriculturae et Silviculturae
Mendelianae Brunensis, 63(3), 1051-1060.

In the existing highly competitive environment, every organization’s goal is to hire quality employees. To
be able to acquire quality employees, the HR processes related to employee hiring must be
conducted properly within the organization. This paper uses primary research to identify and
assess recruitment methods used by organizations in the Czech Republic and Slovakia, taking
the employer’s brand building into account. The research was conducted on the basis of a
questionnaire distributed among Czech (n = 364) and Slovak (n = 340) organizations. The results
showed that employers in the Czech Republic most frequently present themselves to potential
candidates via their organizations’ websites (43.7%), positive references (38.7%) and media
advertisements (32.4%). A similar ranking obtains for Slovakia. Organization websites are used
47.5% of the time, positive references 42.5% of the time and media advertisements 33.2% of the
time. In both countries, employees are hired for managerial positions primarily using the
organization’s own resources, promoting the building of the employer’s brand.