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Developing Strategies for Hiring Managers: A Case Study on Hiring Employees
| Content Provider | Semantic Scholar |
|---|---|
| Author | Gholston, Sylvia D. |
| Copyright Year | 2015 |
| Abstract | Developing Strategies for Hiring Managers: A Case Study on Hiring Employees by Sylvia D. Gholston MBA, University of Phoenix, 2002 BS, Southern University, 1999 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University December 2015 Abstract Gaining information about competency within hiring practices is critical for hiring managers seeking to hire skilled workers, improve employee fit, and lower hiring cost. Employee replacement cost ranges from 30% of an entry-level engineering or aeronautical employee’s salary to 400% for a high-level employee in those fields. GuidedGaining information about competency within hiring practices is critical for hiring managers seeking to hire skilled workers, improve employee fit, and lower hiring cost. Employee replacement cost ranges from 30% of an entry-level engineering or aeronautical employee’s salary to 400% for a high-level employee in those fields. Guided by the transformational leadership theory and the decision-making theory, the purpose of this qualitative exploratory case study was to explore the hiring strategies used by 4 hiring managers to hire employees for organizational fit. The managers work within the aeronautics and engineering fields within the Southeast region of the United States, which included metro Atlanta, Georgia, and South Carolina. Data came from semistructured interviews with the hiring managers and company documents. Member checking was employed as a means of reinforcing credibility and trustworthiness. The data were analyzed and coded and 5 themes emerged: job descriptions and job requirements, resume review and interview matrices, practical demonstrations, leadership training, and compensation and benefits. By implementing practices that management supports, hiring managers can succeed in hiring employees for organizational fit. The findings may influence social change in that if hiring managers select the right workers, the business may sustain operations in the community and thus contribute to the prosperity of the employees, their families, the community, and the economy. Developing Strategies for Hiring Managers: A Case Study on Hiring Employees by Sylvia D. Gholston MBA, University of Phoenix, 2002 BS, Southern University, 1999 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University December 2015 Dedication I dedicate this research project to Reggie, RJ, Quincy, and Briana. When you work hard, anything is possible. Acknowledgments The completion of this doctoral study would not be possible without the support of so many people. To my parents, Archie and Laura Tanner, thanks for teaching me about dreaming. I would like to offer a special thanks to my husband and children for their support and sacrifice during this journey. Thank you to Richard and Betty Gholston for being great in laws and for their thoughts throughout this process. To Dr. Lorraine Anderson, no words can express my gratitude for your encouragement and support. I would like to acknowledge my committee, Dr. Michael Ewald, you are the best, and my success is a reflection of your knowledge and commitment. Dr. Robert Hockin and Dr. Peter Anthony, thank you for your support, detailed reviews, and excellent |
| File Format | PDF HTM / HTML |
| Alternate Webpage(s) | https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=2993&context=dissertations&httpsredir=1&referer= |
| Alternate Webpage(s) | http://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=2993&context=dissertations |
| Language | English |
| Access Restriction | Open |
| Content Type | Text |
| Resource Type | Article |
