Employee Referral Research Articles

Bridges and gatekeepers: Employees' willingness to refer qualified candidates on the autism spectrum

AbstractRecruiting neurodiverse talent has increasingly featured on the organizational diversity agenda, yet recruitment practices geared toward locating and attracting neurodivergent candidates remain understudied. While research and practice have shown that employee referral is one of the channels through which a significant part of new talent is recruited, little is known about employees' willingness to refer qualified social contacts who are neurodivergent. We address this limitation by investigating employees' willingness to refer highly qualified candidates on the autism spectrum and some conditions under which they are more or less likely to refer such candidates. We explore these aspects in a study of working individuals, using a mixed‐method approach. The quantitative analysis shows that disclosure of an autism condition to potential referrers might pose some advantage, in that it increases the likelihood of being referred, but this advantage accrues only to male candidates. Furthermore, cues that hint at the social dimension of the “ideal worker,” commonly used in job recruitment materials, are the strongest deterrent for referrers. The qualitative analysis of the reasons behind decisions to refer sheds light on some mechanisms that might explain these findings.

A Study on the Employee Referral Program with Reference to Alloysys Extrusion

The main objective of this project is to study the employee referral program in “Alloysys Extrusion”. Employee Referral is one of the external sources of recruitment and an internal recruitment method employed by organizations to identify potential candidates from their existing employees' social networks. An employee referral scheme encourages a company's existing employees to select and recruit the suitable candidates from their social networks. As a reward, the employer typically pays the referring employee a referral bonus. The purpose of this study is based on encouraging employees to help the recruitment team in recruiting by referring right candidates.

A Study on Satisfaction Level of Employees at Eastman Spinning Mills (P) Ltd., to Dindigul

The main objective of this project is to study the employee referral program in “Alloysys Extrusion”. Employee Referral is one of the external sources of recruitment and an internal recruitment method employed by organizations to identify potential candidates from their existing employees' social networks. An employee referral scheme encourages a company's existing employees to select and recruit the suitable candidates from their social networks. As a reward, the employer typically pays the referring employee a referral bonus. The purpose of this study is based on encouraging employees to help the recruitment team in recruiting by referring right candidates.

THE NEXUS BETWEEN RECRUITMENT AND SELECTION PRACTICES AND BUSINESS PERFORMANCE OF NIGERIAN SMALL AND MEDIUM-SIZED MANUFACTURING ENTERPRISES

This paper examined the relationships between recruitment and selection practices with business performance in the manufacturingsector using the Small and Medium Enterprises (SMEs) in the Lagos metropolis as the unit of analysis. It identified employee referral,job vacancy advertisement, employment agency and employee promotion as the most commonly used recruitment and selectionpractices in the manufacturing SMEs’ environment. The study made use of a questionnaire administered to 288 respondents and the results obtained showed that the vacancy advertisement and employment agency have a moderate relationship with business performance while employee promotion has a weak relationship with business performance while employee referral has a negative relationship with business performance. Regression results also indicated a positive relationship between combined recruitment and selection practices and business performance. It was concluded that the management of SMEs should prioritise employment agency among the recruitment and selection practices since it was found to have a more decisive influence on business performance. Thus, having the patronage of the employment agency with sound personnel policies that will be costeffective and outline human resource requirements is recommended.

Development of a REST API for Human Resource Information System for Employee Referral Management Domain Using the Express JS Framework and Node.js

This paper presents the development process of a REST API for a Human Resource Information System (HRIS) focusing on employee referral management. The API was developed using the Express JS framework and Node.js, leveraging their powerful capabilities for efficient web application development. The HRIS serves as a centralized platform for managing employee referrals, tracking candidate progress, and optimizing talent acquisition. The article provides insights into the methodology, key features, and advantages of using the Express JS framework and Node.js for building such an HRIS. The results of the study indicate that the Express JS and Node.js frameworks have successfully developed a REST API for HRIS in the domain of employee referral management. This is evident from the black box testing results, which show valid outcomes for each tested request and response in every API endpoint.

Follow the trails: A path to systematically designing corporate alumni programs

• We propose a comprehensive & systematic approach for designing corporate alumni programs (CAPs). • Engaging corporate alumni can help reduce the burden brought on by increased employee mobility. • CAPs serve as a means for extending the employee lifecycle by engaging alumni in meaningful ways. • There is increased interest in CAPs, but few strategic recommendations from scientific research. • We use content analysis and instructional system design to provide a structured process to develop CAPs. • We offer the TRAILS typology to categorize and intentionally choose CAP practices to offer. Organizations today are facing increasing amounts of turnover and evolving labor markets. When employees leave they become corporate alumni, which initial research suggests are an important and valuable part of an organization’s network. Corporate alumni can provide value as brand ambassadors, a source of employee referral, as a return employee (i.e. boomerang), or through knowledge sharing. One way to establish a strong network of alumni and achieve some of these benefits is to establish a corporate alumni program (CAP). Although CAPs are increasingly being recognized as beneficial for organizations, little is known about how to systematically design and implement these programs to enhance the likelihood of success. In this article, we utilize instructional systems design processes to offer guidance for how to strategically develop CAPs. We analyze existing programs to highlight common elements and use this research as a basis for creating the TRAILS typology, a way to designate practices for CAP implementation. We also suggest ways to evaluate and determine whether these programs are successful.

What Do Employee Referral Programs Do? Measuring the Direct and Overall Effects of a Management Practice

Employee referral programs (ERPs) are randomly introduced in a grocery chain. On direct effects, larger referral bonuses increase referral quantity but decrease quality, though the increase in referrals from ERPs is modest. However, the overall effect of having an ERP is substantial, reducing attrition by 15% and significantly decreasing labor costs. This occurs, partly, because referrals stay longer than nonreferrals, but, mainly, from indirect effects: nonreferrals stay longer in treated than in control stores. The most supported mechanism for these indirect effects is workers value being involved in hiring. Attrition impacts are larger in higher performing stores and better local labor markets.

Come Work With Us: Inclusivity, Performance, Engagement, and Job Satisfaction as Correlates of Employer Recommendation

Abstract. Employee referral is a critical component of talent acquisition. Yet, its underlying correlates remain understudied. Using three years of annual surveys of US public employees ( n2019 = 1,133, n2020 = 1,190, n2021 = 1,330), the results showed that perceptions of workplace inclusion culture and leadership performance orientation were positively associated with employee engagement, which, in turn, was associated with job satisfaction. Engagement and job satisfaction were positively associated with employer recommendation, sequentially linking the conceptual indirect effects of inclusion culture and performance orientation on willingness to recommend one’s workplace. Utilizing even short employee surveys may yield notable insights for administration to model employee referral and recommendation intentions.

Employee referrals as counterproductive work behavior? Employees’ motives for poor referrals and the role of the cultural context

Employee referral programs that encourage employees to refer individuals from their social network for positions in their organization are an increasingly important HR practice. Previous research has mostly conceptualized employee referrals as beneficial acts towards the organization and provided evidence on factors that influence the likelihood of making an employee referral, but has largely disregarded the referrals’ quality. Hence, previous findings on employee referrals might only apply to high quality referrals, but not to poor referrals, i.e. when employees knowingly refer candidates who are unmotivated or perform poorly. Building on social exchange theory, we therefore extend previous studies and focus on internal, prosocial, and external motives for employee referrals that can be conceptualized as counterproductive work behavior. We find a disturbingly high number of participants indicating that they would knowingly engage in a poor employee referral. In detail, we demonstrate that while affective organizational commitment is negatively related to the likelihood of making a poor employee referral, strong ties with the referral candidate and the presence of a monetary bonus are positively related. Furthermore, we investigate the cultural context of social exchange relationships; we find that in-group collectivism moderates the relationship between tie strength and the likelihood of poor referrals. Our study offers important implications for HR management theory and practice.

Monetary rewards in employee referral programs

AbstractThis paper examines the conditions under which employee referrals serve as a screening function when there is a conflict of interest between the firm and the current employees concerning referral recruitment. In particular, I consider two potential mechanisms that lead to a conflict of interest: the employee’s social connection with the applicant and her promotion prospects. Specifically, I posit that the employee will have an incentive to refer low‐ability applicants if she has a strong social connection with them or if she faces the possibility of competing against her own referral to earn a promotion at the firm. Taking these potential sources for conflicting interests, I investigate the extent to which the firm can make use of financial incentives (fixed fees and bonuses) to align incentives of the employee with those of the firm.

Effect of recruitment and selection practices on organisational strategic goals

Abstract: Purpose: This study aimed at examining how recruitment and selection practices influence organisational strategic goals. Research methodology: A descriptive case study design was employed. Data was collected from 311 employees of Nestle Water Company who were randomly selected. Results: The study showed that screening affects profitability and market share positively though the effects were insignificant. The selection test on the other hand affects profitability both positively and significantly. There was however a positive insignificant relationship between the selection test and market share. Lastly, the study showed that there exists a positive significant relationship between e-recruitment and profitability; as well as e-recruitment and market share of Nestle water company. Limitations: This study focused on just four recruitment and selection tools as well as employees of Nestle water company. Contribution: The general assertion of scholars that screening, selection tests, e-recruitment, and employee referral have the capacity to stimulate an increase in the profitability and market share of an organisation was confirmed. It is recommended that future studies consider other recruitment and selection tools which were not considered in this study. Keywords: 1. Recruitment 2. Selection 3. Practices 4. Strategic 5. Goals

Fenestrated Pavement To Catch-Up Talent: Hackathons & Bootcamps

In this exterminator era, every organization crawls to be topper in their industry. To be on the top, every organization should have a successful employee who works for the company. Talented employees should be captured. One of the best ways to identify top talents is by conducting Hackathons and boot camps. From the Hackathons and boot camps, an employer can easily identify the top talented employees who can work for their organization. This research paper is an attempt to analyze the relationship between Hackathons and talent acquisition, the impact of Hackathons in talent acquisition and the major reason for hiring talented employees through Hackathons and boot camps with particular reference to Chennai. IT/ITES Sector employers are the respondents. The descriptive survey research design was used in this research. The hypothesis was tested using different statistical tools such as Multiple Regression, Correlations, and Weighted mean average. Using a simple random sampling technique, 245 respondents were chosen. From the analysis, it was revealed that virtual Hackathons, Interactive Hackathons, Industry Hackathons, and Internal recruiting Hackathons have a strong impact on talent acquisition. Hackathons and boot camps have a strong relationship with talent acquisition. The organization uses Hackathons and boot camps to identify the top talents, it reduces the time and cost of hire, an employer can easily identify the innovative thinkers and one of the best way to beat HR and employee referral filter. From this research, it has been identified that most of the organizations do adopt the Hackathons and boot camps strategy to hire talented employees.

Employee Referral, Social Proximity, and Worker Discipline: Theory and Suggestive Evidence from India

AbstractWe propose a new theory to explain why employers mobilize workplace insiders for the hiring of new staff. In settings with incomplete contracts, we show how workplace insiders can help empl...

Decomposition of co-worker wage gains

Abstract We address the presence, magnitude, and composition of wage gains related to former co-workers and discuss the mechanisms that could explain their existence. Using Hungarian linked employer–employee administrative data and proxying actual co-workership with overlapping work histories, we show that the overall wage gain attributable to former co-workers consists of multiple elements: a contact-specific, an individual-specific, a firm-specific and a match-specific component. Former co-workers, besides the direct effect of their presence, may funnel individuals into high-paying firms, enhance the sorting of good quality workers into firms, and may contribute to the creation of better employer–employee matches. By introducing and applying a wage-decomposition technique, we demonstrate that there are non-negligible differences between linked and market hires in all empirically separable wage elements. By focusing on specific scenarios, we provide additional empirical evidence in favor of employee referral and information transmission as the main drivers of co-worker gains.

Exchange Relationships and their Influence on the Likelihood of Poor Employee Referrals

Employee referral programs that encourage employees to refer individuals from their social network for positions in their organization are an increasingly important HR-practice. Previous research has provided evidence on factors that influence the likelihood of making an employee referral, like organizational commitment or bonus payments. Building on social exchange theory and on the concept of economic exchange, we extend previous studies and focus on factors that influence the likelihood of making poor employee referrals, i.e. the likelihood of referring candidates that the referrer knows are not motivated or perform poorly. We show that affective organizational commitment is negatively related to the likelihood of making a poor employee referral, while tie strength with the referred candidate and the presence of a bonus are positively related to the likelihood of making a poor employee referral. Furthermore, we investigate the influence of cultural expectations regarding social exchange. Our study offers important implications for theory and practice.

Employee referral hiring in organizations: An integrative conceptual review, model, and agenda for future research.

Employee referral hiring, an organization's use of current employees' social networks (referrers) to fill job openings with new hires (referred workers), is a popular organization practice. This topic has been studied for decades by scholars, and research remains vibrant across several disciplines. While reviews of recruitment methods and their influence on job seekers and organizations exist, they give minimal attention to employee referrals. This gap is critical because an assessment of the employee referral literature exposes numerous theories, deviations in methodological approaches, and other important nuances. The research developed, and emerging across different disciplines, is also disconnected, often overlooking promising findings from each other. Furthermore, the impact of technology and the changing nature of work requires a renewed attention to the methodological and theoretical underpinnings of the referring phenomenon. Our review integrates the multidisciplinary literature to address important knowledge gaps and confront the underlying complexities of the referral hiring phenomenon. We review 101 relevant referral hiring studies from 86 published and unpublished articles across a variety of disciplines, and, in the process, we develop a model of employee referral hiring in organizations. This model portrays the pathways and contextual variables that describe the referring process (e.g., referrer motivations, the hiring process, and referrer and referred worker outcomes). Last, we advance an agenda for future research on this promising topic. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Supplemental Material for Employee Referral Hiring in Organizations: An Integrative Conceptual Review, Model, and Agenda for Future Research

Supplemental Material for Employee Referral Hiring in Organizations: An Integrative Conceptual Review, Model, and Agenda for Future Research

H. Gregg Lewis Prize

Previous articleNext article FreeH. Gregg Lewis PrizePDFPDF PLUSFull Text Add to favoritesDownload CitationTrack CitationsPermissionsReprints Share onFacebookTwitterLinked InRedditEmailQR Code SectionsMoreThe H. Gregg Lewis Prize for the best paper published in the Journal of Labor Economics during 2016–2017 has been awarded to Lena Hensvik and Oskar Nordström Skans for “Social Networks, Employee Selection, and Labor Market Outcomes,” which appeared in the October 2016 issue of the Journal.The Prize Committee consisted of Melvin Stephens Jr. (chair), Marianne Page, and Jessica Pan (previous Lewis Prize winner). Social networks have long been of interest to labor economists, and access to administrative data in recent years has allowed researchers to test the theoretical implications of network models. Hensvik and Skans examine the importance of employee referrals in the hiring of new workers. If high-quality workers tend to interact with other high-quality workers through their social networks, then employers can leverage these relationships through referrals in situations where the quality of potential hires is not easily observed. Employee referrals in the presence of networks yield predictions for the quality and wages of new hires as well as for the probability of using referrals in the hiring process. A long-standing hurdle to empirically testing these ideas, however, is information on worker quality that is unobserved by employers but is observed, perhaps imperfectly, by employees.Hensvik and Skans leverage population register data from Sweden to create a sample of newly hired and incumbent male workers. Worker networks are created through linking spells of overlapping employment at prior employers. Key to their analysis is that nearly every 18- or 19-year-old Swedish male underwent the military draft process in which they were subjected to both cognitive and noncognitive testing, with individuals kept unaware of their own test results. Using these test scores, which are available in the register data, along with information on networks through prior employment, the authors confirm the numerous predictions on the impact of referrals through employee networks. The finding that firms hire workers through the social ties of more productive employees has important implications for understanding wage inequality. The use of such employee referral networks implies that greater ability sorting in the labor market will increasingly work to the disadvantage of equally productive workers without access to high-ability ties. The committee was impressed with the authors’ creative use of population register data to study this important topic.Past H. Gregg Lewis Prize winners:1990–1991Robert Gibbons and Lawrence F. Katz1992–1993James N. Brown and Audrey Light1994–1995John Bound, Charles Brown, Greg J. Duncan, and Willard L. Rodgers1996–1997Christina H. Paxson and Nachum Sicherman1998–1999Derek A. Neal2000–2001H. Lorne Carmichael and W. Bentley MacLeod2002–2003Eric D. Gould2004–2005Pascal Courty and Gerald Marschke2006–2007Fabian Lange2008–2009Maxim Poletaev and Chris Robinson2010–2011William R. Kerr and William F. Lincoln2012–2013Laura Giuliano2014–2015Jessica Pan Previous articleNext article DetailsFiguresReferencesCited by Journal of Labor Economics Volume 36, Number 3July 2018 Published for the Society of Labor Economists, Economics Research Center/ NORC Article DOIhttps://doi.org/10.1086/698528 Views: 273Total views on this site © 2018 by The University of Chicago. All rights reserved.PDF download Crossref reports no articles citing this article.

Analysis of the impact of referral-based recruitment on job attitudes and turnover in temporary agency workers

PurposeThe purpose of this paper is to analyse the referral-based recruitment process in temporary work agencies (TWA) and its influence on workers’ attitudes and turnover.Design/methodology/approachBy means of a quasi-experimental design with equivalent groups and repeated measures, differences in attitudes -group commitment, task commitment, group satisfaction, general job satisfaction and job involvement- and turnover in a group of workers recruited by the TWA through the “bring a friend” procedure based on employee referrals and in another group comprising workers not recruited through employee referrals are studied.FindingsThe results obtained show that workers recruited through employee referrals by the TWA are characterized by having greater group commitment, task commitment, task satisfaction, general job satisfaction and turnover than employees not recruited through employee referrals. These differences are explained on the basis of expectations and the feeling of obligation generated in the recruitment process.Research limitations/implicationsThe sample size is an element to take into account when valuing the obtained results. Moreover, the effects of the recruitment programs with employee referral on the TWA should be analyze on more qualified jobs. Furthermore, they should be also evaluated if the effects on the attitudes stay the same in longer periods.Originality/valueThis is the first paper to examine the impact of the employee-referral-based recruitment method known as “bring a friend” on attitudes – group commitment, task commitment, group satisfaction, general job satisfaction, and job involvement – and turnover of employees when used by TWA. Likewise, we want highlight the fact that this is a longitudinal research study.

Motivating employee referrals: The interactive effects of the referral bonus, perceived risk in referring, and affective commitment

Research has provided compelling evidence that employee referrals result in positive outcomes for organizations and job seekers, but it has been limited on how organizations can increase the likelihood of obtaining employee referrals. Using the theoretical lens of social exchange theory and tenets from expectancy theory, we tested two common assumptions of most employers: A referral bonus motivates employees to refer, and higher bonus amounts incite greater likelihood of referring. We theoretically developed and tested a model integrating the effects of perceived risk in referring and affective commitment and their interactions with the referral bonus to better explain the likelihood of referring. Results largely supported our predictions. Referral bonus presence, referral bonus amount, and affective commitment positively related to likelihood of referring, while perceived risk in referring negatively related to likelihood of referring. The findings also suggest that larger referral bonuses can help offset perceived risk in referring and low affective commitment levels. We contribute to the literature by developing theory, expanding the scope of the current referral literature, and offering a quantitative examination of previously theorized variables in the referring process. We conclude with suggestions to practicing managers on ways to improve the motivating potential of their employee referral programs.