Ethical Recruitment, Transformational Leadership and Employee Retention

Author(s)

Lydia Maket , Julius Arinaitwe ,

Download Full PDF Pages: 50-64 | Views: 613 | Downloads: 198 | DOI: 10.5281/zenodo.4979027

Volume 9 - September 2020 (09)

Abstract

Ethics plays a crucial role in recruitment and selection process of human resources, this is because the human resource is the key source of competitive advantage for an organization if properly hired and managed. This paper looks at the ethical considerations to ensure that candidates are reviewed according to their merit, fairness and equity and to ensure that they possess the right knowledge, skills abilities and attitude for the job. Ethical recruitment and selection process impacts on the longevity of the employee with the organization. This is because the process is recruitment and selection is clear, open and of high integrity both to the employee and the organization. Every organization is interested in the retention of its quality and skilled employees. The previous studies have revealed that ethical recruitment and selection had positive and statistically significant effect on employee performance and stay in the company. This paper being a conceptual paper will look at the possibility of transformational leadership mediating the relationship between ethical recruitment and employee retention.

Keywords

Ethical Recruitment, Transformational Leadership and Employee Retention.

References

        i.            Adekanbi, A. (2016). An Investigation into the Impact of Leadership Styles on Employee Retention: Identifying which Leadership Style best encourages Employee Retention in the Nigerian Banking Sector: A Case study of Zenith Bank Plc., Nigeria. Dublin: National College of Ireland.

      ii.            Ahmet, A. (2014). The role of leadership and organizational citizenship behavior in efficient management. African Journal of Business. Management. 9, 717–724.

    iii.            Amankwaa, A., and Anku-Tsede, O. (2015). Linking transformational leadership to employee turnover: the moderating role of alternative job opportunity. International Journal of Business Administration. 6, 19–25.

     iv.            Amin, S., Kamal, Y., and Sohail, A. (2016). The relationship between transformational leadership and project team performance: assessing the mediating role of a project team management education. Apeejay Journal of Management, Science and Technology 3, 1–12. doi: 10.4135/9781483349169.n1.

       v.            Antonakis, J. and R. J. House (2002). ‘The full-range leadership theory: the way forward’. In B. J. Avolio and F. J. Yammarino (eds), Transformational and Charismatic Leadership: The Road Ahead, pp. 3–33. Amsterdam: JAI.

     vi.            Antoncic, J.A., & Antoncic, B. (2011). Employee satisfaction, entrepreneurship and firm     growth:  A model. Industrial Management & Data Systems, 111(4), 589–607.

   vii.            Arif, S., and Akram, A. (2018). Transformational leadership and organizational performance. SEISENSE Journal of  Management. 1, 59–75.

 viii.            Ashkanasy, N. M., Windsor, C. A., & Treviño, L. K. (2006). Bad apples in bad barrels revisited: Avolio, B. J., B. M. Bass and D. I. Jung (1999). ‘Re-examining the components of  transformational and transactional leadership using the Multifactor Leadership Questionnaire’, Journal of Occupational and Organizational Psychology, 72, pp. 441–462.

     ix.            Bass, B. M. and R. E. Riggio (2006). Transformational Leadership. Mahwah, NJ: Lawrence Erlbaum.

       x.            Batt, R., & Colvin, A. J. (2011). An employment systems approach to turnover: Human resources practices, quits, dismissals, and performance. Academy of Management           Journal,  54,695–717.

     xi.            Botha, A., Bussin, M., & De Swardt, L. (2011). An employer brand predictive model for talent  attraction and retention. South African Journal of Human Resource

   xii.            Brown, M., & Treviño, L. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17, 595–616. 

 xiii.            Bryman, A. (1992). Charisma and Leadership in Organizations. London: Sage. 

 xiv.            Buchsbaum, B. (2017) Adhering to ethical recruitment practices

   xv.            Burns, J. M. (1978). Leadership. New York: Harper and Row.

 xvi.            Bussin, M. (2014). Remuneration and talent management: Strategic compensation approaches for attracting, retaining and engaging talent. Cape Town: Knowledge Resources.

xvii.            Carter, S. P., Dudley, W., Lyle, D. S., and Smith, J. Z. (2019). Who’s the Boss? The effect of strong leadership on employee turnover. Journal of  Economic  Behaviour Organization         159,323–343.

xviii.            Catteeuw, F., Flynn, E. and Vonderhorst, J. (2007), “Employee engagement: boosting productivity in turbulent times”, Organization Development Journal,  25( 2) 151-157.

 xix.            Chen, M.Y.C., Lin, C.Y.Y., Lin, H.E. and McDonough, E.F. III (2012),“Does transformational leadership facilitate technological innovation? The moderating roles of innovative culture and incentive compensation”, Asia Pacific Journal of Management, 29 ( 2) 239-264.

   xx.            Christopher, C. O. (2012). Promoting Ethical Human Resource: Management Practices in Work Organizations in Nigeria: Roles of  HR Professionals Cognitive moral development, just world beliefs, rewards, and ethical decision-making. Business

 xxi.            Compton, R., Morrissey, W., & Nankervis, A. (2002). Effective recruitment and selection practices, Sydney, CCH Australia Limited.

xxii.            Covella, G., McCarthy, V., Kaifi, B., and Cocoran, D. (2017). Leadership’s role in employee retention. Business Management Dynamics. 7, 1–15.

xxiii.            DeGroot, T., D. S. Kiker and T. C. Cross (2000). ‘A meta-analysis to review organizational outcomes related to charismatic leadership’, Canadian Journal of Administrative Sciences, 17, 356–371.

xxiv.            Deichmann, D., and Stam, D. (2015). Leveraging transformational and transactional leadership to cultivate the generation of organization-focused ideas. Leadersh. Q. 26, 204–219.

xxv.            Deiser, R. (2012). Building the towers of Babel? Developing Leaders: Executive Education in Practice.

xxvi.            Densten, I.L. (2005), “The relationship between visioning behaviours of leaders and follower burnout”, British Journal of Management,  16 (2), 105-118.

xxvii.            Dessler, G. (2008). Human Resource Management (11th ed). New Delhi: Prentice-Hall of India Private Ltd.

xxviii.            Devi, V.  (2009). Employee engagement is a two-way street. Human Resources Management International Digest, 17 (2), 3–4.  https://doi.org/ 10.1108/09670730910940186.

xxix.            Dumdum, U. R., K. B. Lowe and B. J. Avolio (2002). ‘A meta-analysis of transformational and transactional leadership correlates

xxx.            Elçi, M., Sener, I., & Alpkan, L. (2013). The impacts of ethical leadership on the anti-Social behavior of employees: The mediating role of ethical climate. Journal of Global             Strategic Management, 14, 57–66. 

xxxi.            Elci, M., Sener, I., Aksoy, S., & Alpkan, L. (2012). The impact of ethical leadership and leadership effectiveness on employees’ turnover intentions: The mediating role of work related stress. Procedia – Social and Behavioral Sciences, 58, 289–297. Ethics Quarterly, 16(4), 449–473.

xxxii.            Gberevbie, DE. (2008). “Staff Recruitment, Retention Strategies and Performance of Selected Public and Private Organizations in Nigeria.”Ph.D. Thesis. Coll. Bus. Soc. Sci.,Covenant Univ., Ota.

 xxxiii.            Ghadi, M.Y., Fernando, M. and Caputi, P. (2013),“Transformational leadership and work engagement: the mediating effect of meaning in work”, Leadership & Organization Development Journal, Vol. 34 No. 6, pp. 532-550.

 xxxiv.            Ghapanchi, A.H. and Aurum, A. (2011), “Antecedents to IT personnel’s intentions to leave: a systematic literature review”, Journal of Systems and Software, Vol. 84 No. 2, pp. 238-249.

   xxxv.            Gibbs, B. (2004). Professionalism: The first ethical code, Career management journal, 16, 171 4.

 xxxvi.            Gold, J. (2007). Recruitment and selection. In J. Bratton, & J. Gold (Eds.), Human resource management: Theory and practice, (4th ed., pp. 239–273). Houndmills, Basingstoke, 

xxxvii.            Hampshire: Palgrave Macmillan.

xxxviii.            Green, A.E., Miller, E.A. and Aarons, G.A. (2013), “Transformational leadership moderates the relationship between emotional exhaustion and turnover intention among communit mental health providers”, Community Mental Health Journal, Vol. 49 No. 4, pp. 373-379.

 xxxix.            Grissom, J. A., Nicholson-Crotty, J., & Keiser, L. (2012). Does my boss’s gender matter? Explaining job satisfaction and employee turnover in the public sector. Journal of Public Administration Research & Theory, 22, 649–673.

            xl.            Hacker, C. A. (1999). The cost of bad hiring decisions and how to avoid them, 2nd  edition. US: St Lucie Press.

          xli.            Hall, J., Johnson, S., Wysocki, A., Kepner, K., Farnsworth, D., and Clark, J. (2015).Transformational Leadership: The Transformation of Managers and Associates (HR020). Gainesville, FL: University of Florida.

        xlii.            Hausknecht, J., Rodda, J., & Howard, M. (2009). “Targeted employee retention”: Performance- Based and job-related differences in reported reasons for staying. Human Resource Management, 48(2): 269.

      xliii.            Henderson, I. (2008). Human Resource Management for MBA Students. London. The Chartered Institute of Personnel and Development, P75.

      xliv.            Herger, B.K. (2007), “Linking the employment value proposition (EVP) to employee engagement and business outcomes: preliminary findings from a linkage research pilot study”, Organisation Development Journal, Vol. 25 No. 2, pp. 121-32. https://doi.org/10.1108/02635571111133560

        xlv.            Hughes, L.W., Avey, J.B. and Nixon, D.R. (2010), “Relationships between leadership and followers’ quitting intentions and job search behaviors”, Journal of Leadership & Organizational Studies, Vol. 17 No. 4, pp. 351-362 human services organizations. Research and Training Center on Community Living, University of Minnesota.

      xlvi.            Jiang, W., Zhao, X., and Ni, J. (2017). The impact of transformational leadership on employee sustainable performance: the mediating role of organizational citizenship behavior. Sustainability 9:1567. doi:10.3390/su9091567.

    xlvii.            Kearney, E. and Gebert, D. (2009), “Managing diversity and enhancing team outcomes: the promise of transformational leadership”, Journal of Applied Psychology, Vol. 94 No. 1, pp. 77-89.

  xlviii.            Kelloway, E.K., Turner, N., Barling, J. and Loughlin, C. (2012), “Transformational leadership and employee psychological well-being: the mediating role of employee trust in leadership”, Work & Stress, Vol. 26 No. 1, pp. 39-55.

      xlix.            Kim, W., & Brymer, R. (2011). The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance. International Journal of Hospitality Management, 30(4), 1020–1026.

               l.            Kleiman, L.S. (2005). Human Resource Management: A Management tool for Competitive Advantage. 2nd ed. New Delhi: Biztantra.

             li.            Lambert, E. G., Cluse-Tolar, T., Pasupuleti, S., Prior, M., & Allen, R. I. (2012). A test of a turnover intent model. Administration in Social Work, 36, 67–84. 

           lii.            Larson, S., Hewitt, A. (2012). Staff Recruitment, retention, and training strategies for community

         liii.            London, M. (2001). How People Evaluate Others in Organizations. Mahwah: Lawrence Erlbaum Associates, Inc.

          liv.            Lowe, K. B. and W. L. Gardner (2000). ‘Ten years of The Leadership Quarterly: contributions and challenges for the future’, Leadership Quarterly, 11, pp. 459–514.

            lv.            Maaitah, A. M. (2018). The role of leadership style on turnover intention. Int. Rev. Manag. 

          lvi.            Mark. 8, 24–29.Management, 9(1), 1–12. https://doi.org/10.4102/sajhrm.v9i1.388.

        lvii.            Manshadi, M. D., Ebrahimi, F. P., and Abdi, H. M. (2014). A study of the relationship between transformational leadership and organizational learning. Eur. J. Exp. Biol. 4, 12–20.

      lviii.            Marvin, B. (1994).From turnover to teamwork: How to build and retain a customer-oriented Food service staff. New York, John Wiley & Sons, Inc.

          lix.            Matwally, A. Z., and El Zarka, S. (2017). An understanding of transformational leadership and its implication on organizational learning: a literature review. Bus. Manag. Rev. 8, 163–168.

            lx.            Middleton, J., Harvey, S., and Esaki, N. (2015). Transformational leadership and organizational change: how do leaders approach trauma-informed organizational change.. Soc. 96, 155–163. doi: 10.1606/1044-3894.2015.96.21

          lxi.            Miller, H.E., Katerberg, R. and Hulin, C.L. (1979), “Evaluation of the mobley, horner, and hollingsworth model of employee turnover”, Journal of Applied Psychology,Vol. 64 No. 5, pp. 509-517.

        lxii.            Mobley, W.H., Horner, S.O. and Hollingsworth, A.T. (1978), “An evaluation of precursors of hospital employee turnover”, Journal of Applied Psychology, Vol. 63 No. 4, pp. 408-414. 

      lxiii.            Mullins, L. (1996). Management and organizational Behaviour, 4th  edition, pitman. London.

      lxiv.            Musenze, I., & Mayende, S. (2018). Ethical leadership and staff retention in Uganda’s health care sector: The mediating effect of job resources. Cogent Psychology, 5(1466634), 1–19. 

        lxv.            Nagy, B., and Edelman, D. J. (2014). Transformational leadership in planning curricula. Curr. Urban Stud. 2, 198–211. doi: 10.4236/cus.2014.23020.

      lxvi.            Niemeyer, J., & Covazotte, F. (2016). Ethical leadership, leader – Follower relationship and performance: A study in a telecommunications company. Revista de Administração Mackenzie, 17(2), 67–92.

    lxvii.            Northouse, P.G. (2013). Leadership theory and practice (6th ed.). Thousand Oaks, CA: Sage. of effectiveness and satisfaction: an update and extension’. In B. J. Avolio and F. J. Yammarino (eds), Transformational and Charismatic Leadership: The Road Ahead, pp. 35–66. Amsterdam: JAI.

  lxviii.            Park, C., McQuaid, R., Lee, J., Kim, S., and Lee, I. (2019). The impact of job retention on continuous growth of engineering and informational technology SMEs in South Korea. Sustainability 11:5005.

      lxix.            Ployhart, R.E. (2006), “Staffing in the 21st century: challenges and strategic opportunities”, Journal of Management, Vol. 32 No. 6, p. 868.

        lxx.            Pucetaite, R. (2014). Stimulating organizational innovativeness through ethical leadership practices: The mediating role of organizational trust. Procedia-Social and Behavioral Sciences, 156, 231–235.

      lxxi.            Raschke, G.K. (2003). Hiring and recruitment practice and academic Libraries: Problems and solutions. Libraries and the academy. 

    lxxii.            Roberts, J. L. (2016). Rethinking employment discrimination harms. Indiana Law Journal, 91(2), 393– 454.

  lxxiii.            Russo, G., Rietveld, P., Nijkamp, P., & Gorter, C. (2000). Search channel use and firms recruitment behavior. De Economist, 148, 373–393.

   lxxiv.            Schlechter, A., Hung, A., & Bussin, M. (2014). Understanding talent attraction: The influence of financial rewards elements on perceived job attractiveness. SA

     lxxv.            Schuler, R. (1987). Personnel and human resource management  3rd ed.). St. Paul, MN: West  Publishing Co.

   lxxvi.            Shields, M., & Ward, M. (2001). Improving nurse retention in the National Health Service in England: The impact of job satisfaction on intentions to quit. Journal of Health Economics, 20(5), 677–701.

 lxxvii.            Silzer, R., & Dowell, B.E. (2010). “Strategy-Driven Talent Management”: A Leadership Imperative. New York: Jossey-Bass.

lxxviii.            Sinha, C., & Sinha, R. (2012). Factors affecting employee retention: A comparative analysis of two organizations from heavy engineering industry. European Journal of Business and Management, 4(3), 145–162.

   lxxix.            Sow, M., Ntamon, A., and Osuoha, R. (2016). Relationship between transformational leadership and employee retention among healthcare professionals in the United States. Bus. Econ. Res. 6, 235–254.

     lxxx.            Sow, M., Ntamon, A., and Osuoha, R. (2016). Relationship between transformational leadership and employee retention among healthcare professionals in the United States. Bus. Econ. Res. 6, 235–254.

   lxxxi.            Stone, R. (2005). Human resource management. Milton, John Wiley & Sons Australia Ltd.

 lxxxii.            Sulamuthu, G. A., and Yusof, H. M. (2018). “Leadership style and employee turnover intention,”in Proceedings of the International Conference on Industrial Engineering and Operations Management, Dubai.

lxxxiii.            Sun, R., and Henderson, A. C. (2017). Transformational leadership and organizational processes: influencing public performance. Public Adm. Rev. 77, 554–565. doi: 10.1111/puar.12654.

lxxxiv.            Taylor, M, S., & Collins, C.J. (2000). “Organizational recruitment”: enhancing the intersection of theory and practice”, Basil Blackwell.

 lxxxv.            Tourish, D., R. Craig and J. Amernic (2010). ‘Transformational leadership education and agency perspectives in business school pedagogy: a marriage of inconvenience?’, British Journal of Management.

lxxxvi.            Van Rooyen, L., Du Toit, D.H., Botha, E., & Rothmann, S. (2010). Artisan retention in an http://www.sajhrm.co.za Open Access organisation in South Africa. South-African Journal of Human Resource Management, 8(1), 1–8https://doi.org/10.4102/sajhrm.v8i1.300.

lxxxvii.            Van Schalkwyk, S., Du Toit, D.H., Bothma, A.S., & Rothmann, S. (2010). Job insecurity, leadership empowerment behaviour, employee engagement and intention to leave in a petrochemical laboratory. South-African Journal of Human Resource Management, 8(1), 1–7.

lxxxviii.            Van Zyl, E., Dalglish, C., Du Plessis, M., Lues, L., & Pieterson, E. (2013). Leadership in the African context. Cape Town: Juta.

lxxxix.            Vos, A. D.,& Meganck, A. (2009). “What HR  managers do versus what employees value?” Personnel Review,38(1): 45. 

          xc.            Waldman, J. D.,& Arora, S. (2004). Measuring Retention Rather than Turnover: A Different and Complementary HR Calculus.HR. Human Resource Planning, 27(3): 6.

        xci.            Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification. Organizational Behavior andHuman Decision Processes, 115(2), 204–213.

      xcii.            Weralupitiya, A. & Yasodara, J. S. (2016) Impact of psychological contract on employee retention: a case of apparel sector in Sri Lanka. International Research Journal of Human Resources and Social Sciences Vol. 3, Issue 11.

    xciii.            Xu, J. and Thomas, H.C. (2011), “How can leaders achieve high employee engagement?”, Leadership & Organization Development Journal, Vol. 32 No. 4, pp. 399-416.

     xciv.            York, C. D. (2014). Hone in on your hiring practices. Journal of Property Management, 79(3),26–26. Kim, W., & Brymer, R. (2011). The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance. International Journal of Hospitality Management, 30(4), 1020–1026. 

       xcv.            Yukl, G. (1999). ‘An evaluation of conceptual weaknesses in transformational and charismatic leadership theories’, Leadership Quarterly, 10, pp. 285–305.

     xcvi.            Zhu, W., Riggio, R.E., Avolio, B.J. and Sosik, J.J. (2011), “The effect of leadership on follower moral identity: does transformational/transactional style make a difference?”, Journal of Leadership & Organizational Studies, Vol. 18 No. 2, pp. 150-163.

Cite this Article: