Sample Code of API’s Controls in Written Javascript

Sample Code of API’s Controls in Written Javascript use strict //function to load Facebook JavaScript. var loadFacebookJS = function () { blockUI(); if (!$(#modalWindowDivControl #FacebookDivision).contents().find(.fb-share-button).attr(data-href)) { unBlockUI(); (function () { var e = document.createElement(script); e.type = text/javascript; e.src = document.location.protocol + //connect.facebook.net/en_US/all.js#xfbml=1appId=297301533752770; e.async = true; document.getElementById(fb-root).appendChild(e); } ()); } else { setTimeout(loadFacebookJS, 200); } } // freez the screen until the whole page loads function blockUI(controllerId, message) { controllerId = controllerId || ctl00_gridDiv; message = message || Processing Please Wait; message = + message + ; if ($(#blockMessage).length == 0) { $(# + controllerId).append($( ).attr(id, blockMessage).css(display, none).html(message)); } else { $(#blockMessage).html(message); var controller = $(# + controllerId).data(); if (controller != undefined controller != null controller[blockUI.isBlocked] != undefined controller[blockUI.isBlocked] != null controller[blockUI.isBlocked] == 1) return; } $(# + controllerId).block({ message: $(#blockMessage), css: { border: none, padding: 15px, backgroundColor: #eee, -webkit-border-radius: 10px, border-radius: 10px, opacity: .9, color: #444, display: inline, width: 35% } }); } function unBlockUI(controllerId) { controllerId = controllerId || ctl00_gridDiv; $(# + controllerId).unblock(); } LinedIn Js file use strict // funtion to check and load linkedin JS. var LoadLinkedinJS = function () { blockUI(); if (!$(#modalWindowDivControl #LinkedinFrame).contents().find(#LinkedinButton).attr(data-url)) { unBlockUI(); $.getScript(http://platform.linkedin.com/in.js); } else { setTimeout(LoadLinkedinJS, 200); } } // freez the screen until the whole page loads function blockUI(controllerId, message) { controllerId = controllerId || ctl00_gridDiv; message = message || Processing Please Wait; message = + message + ; if ($(#blockMessage).length == 0) { $(# + controllerId).append($( ).attr(id, blockMessage).css(display, none).html(message)); } else { $(#blockMessage).html(message); var controller = $(# + controllerId).data(); if (controller != undefined controller != null controller[blockUI.isBlocked] != undefined controller[blockUI.isBlocked] != null controller[blockUI.isBlocked] == 1) return; } $(# + controllerId).block({ message: $(#blockMessage), css: { border: none, padding: 15px, backgroundColor: #eee, -webkit-border-radius: 10px, border-radius: 10px, opacity: .9, color: #444, display: inline, width: 35% } }); } function unBlockUI(controllerId) { controllerId = controllerId || ctl00_gridDiv; $(# + controllerId).unblock(); } Job Share Modal window use strict //This JavaScript is Main script for all Social Networks Connections and Communication. //Created on 03/04/2014 //Created by Devank Agarwal var SocialNetworkingJavaScript = function () { var jobApplicationUrl = ; //function return the JobApplicationUrl this.CreateJobApplicationURl = function (JobId) { jobApplicationUrl = jobURL(JobId); // Alert to check the shared url. //alert(jobApplicationUrl); return jobApplicationUrl; } //function that creates dynamic url including tenant,source,user and job id. function jobURL(JobId) { var host = location.host; var URL = ; // Just a dummy url to make the it run on localhost. if (host.indexOf(ams.hirepro.in) != -1||host.indexOf(db1.hirepro.in)!=-1) { URL = getLiveUrl(); } else { URL = http://d.ams.hirepro.in/amserdemo/public/JobApplication/Default.aspx/?; URL += getTenantUserAndJobIDEncryption(); } //alert(URL); return URL; } //function to get all the values for queryString. var escapedURL = function () { var alias = getTenantAdamInfo().TenantAlias; var SourceId = getSourceId(); var UserId = readCookie(userId); var EncrpytedJobId = $(#control_Use_It_For_Setting_Attributes).attr(RecentlyEncryptedJobId); //alert to check the values //return (alias%3D + alias + %25userid%3D + UserId + %25sourceid%3D + SourceId + %25jobid%3D + JobId); return (alias= + alias + userid= + UserId + sourceid= + SourceId + jobid= + EncrpytedJobId); } // function to fect virtual path of that hosting dynamically. var fetchVirtualDirectoryName = function () { var arrayOfPathName = location.pathname.split(/); return arrayOfPathName[1]; } // function to get encrypted source id from the hidden field. var getSourceId = function () { return $(# + GetClientId(hfEncryptedSourceId)).val(); } // function to escape the url but presently not used. var getTenantUserAndJobIDEncryption = function () { var URL = escapedURL(); //return escape(URL); return URL; } // function to get the live url dynamically. var getLiveUrl = function () { var protocol = location.protocol; var hostName = location.hostname; var host = location.host; var liveURL = ; liveURL += protocol + // + host + /; liveURL += (host.indexOf(:) == -1) ? fetchVirtualDirectoryName() : ; liveURL += /public/JobApplication/?; liveURL += getTenantUserAndJobIDEncryption(); return liveURL; } } HTML code for Share job Modal window Email Direct Hi, I would like to announce a new job opening in our organization. A complete job description is available on the link provided below. Eligible individuals interested in applying for this position may submit an application on the link below Social Media style=border-style: none; border-color: inherit; border-width: medium; overflow: hidden; scrolling=no> frameborder=0 style=border-style: none; height: 350px; width: 100%; border-color: inherit; border-width: medium; overflow: hidden;>

Matching Dell

The Matching Dell Business case by (Rivkin. J & Porter, M) defines the personal computer industry and outlines its history and development, with focus on Dell Computers. This paper will analyze the case study by means of the Strategic Situation Analysis and Planning Method (SSAP), by portraying and comparing Dell with its main competitors, namely: IBM, Compaq, Hewllet-Packard and Gateway. Approaching the strategic situation from SSAP method’s step number one, Financial Analysis, step number two, External Business Environment Analysis and step number three, Business and Corporate Strategy Analysis, an external analyst perspective will be drawn based on past , present and future trends that will be used to give recommendations of investments to potential investors. The Personal Computer Industry From its inception the computer industry was mainly composed of large corporations such as IBM and DEC and unaffordable, heavy hardware such as mainframe computers. Having a personal computer at home was a mere aspiration those days. Between 1975 and 1981 many discoveries occurred that gained popularity with electronic hobbyists, when pre-assembled personal computers entered the market. These computers were pioneered by firms such as Apple Computers, MITS and smaller ones such as Tandy/RadioShack and Commodore. Almost immediately, other major electronic firms entered the market of personal computers. These companies focused their business on other electronic industries before this. The pioneer of the first personal computer was IBM in 1981 and its success translated to a market share of 42% of the market two years later. Although, IBM produced most of the components for its mainframes computers, for PCs it purchased from others the required parts and then assembled the machines. The operating software for IBM’s first PC was custom-made by Microsoft, which was then just a start-up software firm. The microprocessor for the operating system (OS) was designed by Intel, another corporation that benefited from the partnership with IBM. Microsoft’s first operating system to IBM is the backbone structure for all the current versions of operating systems (OS) implemented by Microsoft. A proprietary system developed by Apple, held 20% of the market by 1983. In 1982, another firm named Compaq entered the market with a low-priced portable clone and had $100 million in revenues during its first year, which turned out to be the fastest growing company in American history. By 1984, Dell Computer Corporation entered the market and transformed the way PCs were assembled and distributed. Historically, what has really revolutionized the PC industry was the establishment by IBM of an open architecture for their first PC, making its operating system and other proprietary information available to encourage software developers to write programs for the IBM PC and to motivate other firms to make compatible peripherals. Moreover, the unforeseen business strategy at IBM caused the company to become vulnerable to other market entrants and lost their sustainable competitive advantage, since many other IBM clones were manufactured. This cased the company to lose market share to competitors. Step One – Financial Analysis Financial Position Dell's financial history, like most company's, changes over different periods. These changes can be attributed to changes in the demand of the product, technological advancements, manufacturing costs, competition, and economic conditions. In 1999, the approximate cost of manufacturing a basic personal computer was between $800 and $900 (Kwak & Yoffie 1999). Dell sold computers directly, and through retail distributors. In 1994, Dell actually lost money on retail sales. When comparing Dell's direct sales to the retail channel it shows that there was a 5. % operating income through the direct sales, and a -3. 0% operating income in retail sales. Dell's market share increases from 1. 0 in 1990 to 13. 2 in 1998. Direct sales of Dell' personal computers through telephone, mail, and internet helped increase their market share. The total market size for the personal computer industry is $74. 6 million. Exhibit 4: Portion of Sales Through Each Channel by Region from the Matching Dell Case shows the highest channels in which personal computers are distributed in different geographic areas. In the Americas, the most popular channel is distributor/reseller which accounts for 41. 2% of sales, second is the direct channel which accounts for 29. 7% of sales, and third is the retail channel which accounts for 21. 7% of the sales. These three channels are the top channels world wide, and distributor/reseller is the channel with the highest percentage of sales across the board. Income Statements Dell and its competitors Compaq, Gateway, and HP all have had their revenues increase over the period between 1991 and 1998. The companies differ when the net income is compared from the same time period. In the Appendix, Table 4: Profit as a Percentage of Sales shows a comparison between 1991 and 1998. Profit as a percentage of sales is a note worthy calculation because it shows a ratio of profits to sales. If a company has high sales it does not necessarily mean that it will have high profits. In Table 4, you see that in 1998 Dell has the highest profit as a percentage of sales. Since Compaq has a negative net income in this year, its data is skewed. Dell percentage of sale has grown by 2. % in this seven year period. Using the calculation (This Year)/Base Year x 100 and data from 1991, to 1998 Dell sales increased 20. 5% and net income increased 28. 63%. This shows that profits increased more than sales in the same time period. This means that Dell became more efficient in production which yielded greater profits. Net income increasing more than sales shows Dell's efficiency in production and distribution. It cut costs of making and selling its computers to have a greater profit. In the appendix, Table 1 shows the year on year percent changes for Dell's sales. This table shows that Dell's sales continue to grow each year. Price Comparison Exhibit 9 in the Matching Dell Case shows Ratings of High-end Desktop PCs by Consumer Reports(1998). It is shown on the table that Dell's product sells for $2400, HP's product sells for $2200, Gateway's product sells for $2647, and Compaq's product sells for $2950. Data on the same table rates these computers on price, speed, quality, and other things customers value in computers with a scale of 1 being excellent and 5 being poor. When the customer ratings are averaged Gateway has a rating of 1. , Dell and HP have a rating of 2. 4, and Compaq has a rating of 2. 7. Dell is the lowest in price and second highest in rating. This shows that customers are satisfied with the dell computer, more so than some of the more expensive brands. Company Profitability Exhibit 11 from the case compares Major PC Manufactures and their financial data. Return on Equity(ROE) is calculated in this table and the major players can be compared. The ROE shows the profitability of a corporation because it shows how much profit is generated from the money the shareholders have invested. Dell has a ROE of 62. %, Gateway has a ROE of 25. 7%, HP has a ROE of 17. 4%, and Compaq has a ROE of -24. 2%. HP and Compaq have substantially more revenue than Dell. Compaq does not have a higher net income, but HP does. At first glance you would think that HP is a better company in regards to personal computers but when you look at the ROE you notice a difference. Out of all the major competitors in the personal computer industry Dell has the highest ROE. Therefore it is the most successful company in this market. It would be recommended that investors invest in Dell to achieve the most out of their investment. Revenues Dell's company became more successful when it withdrew from retail in 1994. It was losing money by distributing its computers in this channel and learned from its mistakes. In 1996 it started its website which provided another opportunity for customers to order from them directly. Exhibit 11 also shows that Dell keeps its cost structure lower than its competitors. When something is not benefiting the company, Dell does not wait, it acts on it and tries to continue to make Dell a successful corporation. Compaq has very, very high revenues but there are obviously major problems with the company. Its net income and ROE are negative numbers, which shows that the company is not profitable in 1998. Compaq only has 4. 4% of sales from direct sales, where Dell has 86. 6%. This is a major advantage to Dell because there is no middle man and Dell can obtain all profits. In ratings of PC Vendors by Corporate Managers with PC buying Responsibility (Exhibit 8), Dell Ranks high in user satisfaction, extremely high in raw technology, second highest in pricing, and moderately high in service and support. Compaq ranks high in pricing but low in user satisfaction, raw technology, and all customer relations. Having quality customer services gives Dell an advantage over Compaq. Financial Conclusion The financial performance of Dell, Compaq, HP, Gateway and other companies in the PC industry we see that high revenues do not always translate into a profitable company. Shareholders and investors are looking for high returns on the amount they invest in their respected companies. Dell is the most profitable company as of 1998 with the highest return on investment. The most valued aspect of Dell's company at this time is the use of the direct sales channel. Also, Dell sells its computers at a cheaper price than its competitors but still ranks high in customer satisfaction surveys. Dell can offer a lower price by keeping its manufacturing and selling costs down. This way it can still make a profit and keep and attract customers. Dell started out as a small operation in a college dorm room and it continues to grow significantly on a yearly basis. Step Two – External Business Environment Analysis The market for computer systems and services is subject to intense price competition. In addition to several large branded companies, there are other branded and generic competitors. Dell competes primarily based on its technology, direct customer relationships, value, performance, customer service, quality, and reliability. Its main competitors are Compaq, and Gateway, both business are 90% PC dependent. However, due to Compaq’s low financial performance, HP was Dell’s primary competitor followed by Gateway in 1998. The main stakeholders group are: customers, competitors, suppliers, shareholders, employees and the government. In Table 6 in the Appendix theTarget [Customer-or-Client] – [Product-or-Service Connections] is shown. The PC competitive environment can be distinguished between its geographic and its customer categories. The geographic market for the PC industry is segmented by worldwide and U. S basis market share, while the customer category is segmented into: Large business, small & midsize business, home and small office, government and educational institutions. Based on the information from Exhibit 11 in the Matching Dell case, Compaq leads the U.  S and the worldwide market with 16. 4% and 16. 6% of PC shares respectively. Dell comes in second place with 10. 4% in the worldwide market share and 15. 1% in the U. S. PC market share. Gateway follows in behind both companies with a 4. 2% worldwide share and 8. 1% in the U. S. By comparing the major players we can see that Compaq is a leader in the market, however these market leadership if compared with the company’s financial information is not translated into profits, since it has a negative profit marking and a negative return on equity (ROE). ROE is one of the best measures of a corporation’s profitability, since it shows investors and stakeholders how much profit the company generates with the money shareholders have invested and for Compaq a negative ROE could be an indication that even if it has the greater market share amongst the PC industry there are problems with the bottom line net income and management issues. The customer group of Large Business is dominated by Dell Computers with 33. 6% market share followed by Compaq with 27. 5%. In the case of Small & Midsize business, Dell has a 37% against a 32. % market share held by Compaq. Moreover, in the Home & Small office PC sales customer category, Gateway has the leadership by large from its closest competitor HP with a 58. 2% share against a 33. 3% held by HP and Compaq comes next with a 28. 5% stake of the market. In addition, Gateway also has a leadership in the Education segment of the market, with a 8. 2% market share trailed by Compaq with 5. 3%. The government sectors is mostly equally divided amongst the PC industry competitors, with shares ranging from 5. 1% to 6. %, leveraging a very close competition. Growth rates and the percentage changes help to analyze and understand the companies being assessed. The overall performance of the PC industry has been assessed from 1989 to 1998 and the results are as follows: (Conclusions from Exhibit 2) Dell’s growth rate on average was 50. 5% for the period 1989 to 1998, while Compaq grew an average of 17. 9%. If this percentage change had not being analyzed in depth, one could think that Gateway had a greater growth than Dell Computers; from its inception it had an 87. % growth rate. However, if the first two years of operation were removed from the calculations, we can see that the actual growth rate for Gateway’s would only be 19. 5%, which would place it behind Dell. Compaq had and average growth of 17. 9% in the same period. Five forces competitive analysis and industry value chain (Diagram 1). Dell manufactures most of the products it sells and has manufacturing locations worldwide to service its global customer base. Dell believes that its manufacturing processes and supply-chain management techniques provide it a distinct competitive advantage. Its build-to-order manufacturing process is designed to allow Dell to significantly reduce cost while simultaneously providing customers the ability to customize their product purchases. In addition, Dell purchases some of its products from third-party original equipment manufacturers and resells them under the Dell name. Dell’s manufacturing process consists of assembly, software installation, functional testing, and quality control. Testing and quality control processes are also applied to components, parts, and subassemblies obtained from third-party suppliers. Quality control is maintained through the testing of components, subassemblies, and systems at various stages in the manufacturing process. Quality control also includes a burn-in period for completed units after assembly, on-going production reliability audits, failure tracking for early identification of production and component problems, and information from Dell’s customers obtained through services and support programs.

Uses of Hris in Recruitment Process

INFORMATION SYTEMS AND RECRUITMENT Among the many definitions of Human Resource Management (HRM), this paper will approach it from a sistemic perspective. That is to say, HRM comprises the whole range of activities from the need to fill a free post to the time when an employee leaves the firm. The first one is the recruitment process, which is divided into three stages: Application, selection and socialization. This paper will leave out the latter, focusing in the use of HRIS (Human Resources Information Systems) for the recruitment process until the final appointment decision.Specifically, the first decision to be made by the firm is whether the recruitment will be internal or external. Table 1 shows a comparative between the pros and cons of each type of recruitment. As it can be seen, the internal recruitment has, initially, more advantages than the external. This is why several academics (e. g. Deguy, 1989; Pena Baztan, 1990 and Diez de Castro et al. , 2002) recommend this option whenever it is feasible and suitable. Only in those cases that this is not valid or sufficient, the firm must resort to external recruitment. Nevertheless, it is necessary to keep in mind that this statement is to be taken cautiously.There is no perfect recruitment method; the choice will have to be made considering the particular circumstances of the firm and its objectives. European and Mediterranean Conference on Information Systems (EMCIS) 2006, July 6-7 2006, Costa Blanca, Alicante, Spain J. A. Fernandez-Sanchez et al. Use of HRIS in recruitment process. The Spanish case. 2 Internal recruitment External recruitment advantages disadvantages Advantages disadvantages Low cost Limited offer Higher number of candidates High cost Faster results Interest conflicts Slower Better knowledge of candidates Lack of authority due to excess of trustNo prior knowledge of candidates Shorter socialization period Lack of innovation and new ideas Encourage change and innovation Longer socializati on period Business culture is fortified Business culture may stagnate Encourage modifications in culture Likely cultural shock Increases motivation between employees Likely discontent among non-selected May de-motivate Increases the build up of knowledge Factor for attraction and upkeep of staff Table 1. Internal vs. external recruitment The optimal use of internal recruitment processes requires possessing an updated and accurate knowledge of the personnel of the firm (Leal Millan et al. 1999), for which a HRIS can be used. The simplest and cheapest of them all, most likely, is a human resource inventory (also known as Internal IS): a database or registrar in which the largest amount of information possible is kept. Basic data to be included in this database are the personal details, the recruitment dates, the positions held, promotions, and other observations regarding their performance and potential (Pena Baztan, 1990). Following this, it must be reminded that the internal recruit ment sources are to be employed wisely, because, on occasion, they may lead to deception instead of motivation.Likewise, in order to ensure that all internal and external (if any) applications are considered equally, the former should be complemented with the most complete information available (Besseyre des Horts, 1988). Considering this frame of work, this paper intends to test two main hypotheses on the topic of the use of these recruitment sources from an empirical point of view. On the one hand, regarding the relationship between HRIS and internal recruitment processes: Hypothesis 1: â€Å"The firms that deploy HRIS in their internal recruitment processes will perform better than those who do not do it†.On the other hand, following those authors that recommend internal over external recruitment decisions, the research inquires whether: Hypothesis 2: â€Å"The firms that prefer internal recruitment decisions over external recruitment will perform better than those who do not do it†. Nevertheless, the implications that the assertion or rejection of these statements will not be fully understood unless a descriptive analysis of the presence and usage of business HRIS is carried out. This will be done prior to the actual test of the hypotheses alleged above.European and Mediterranean Conference on Information Systems (EMCIS) 2006, July 6-7 2006, Costa Blanca, Alicante, Spain J. A. Fernandez-Sanchez et al. Use of HRIS in recruitment process. The Spanish case. 3 2 DATA ANALYSIS To study the two hypotheses, along with some descriptive data, a nation-wide empirical research was performed. It was founded on the results of a prior research limited to the province of Alicante (Spain), in which the questionnaire was tested and the model was validated. SCOPE Spain POPULATION 3000 Firms with more than 200 employees SAMPLE 334 valid answers (11,1%)STANDARD ERROR 5,2%1 Table 2. Technical data of the empirical research The T test, used to determine the infere nce of the observations, concluded that there were no significant differences between the group of firms that did answer and that who did not. Consequently, the data here shown can be considered as valid indicators of the behaviour of the Spanish firms with more than 200 employees. 2. 1 Use of HRIS in the firm: a descriptive analysis Before the two main hypotheses are tested, a complimentary analysis of the findings may lead to a better understanding of the implications of this research.This part of the study will deal with the descriptive analysis of the use of HRIS in the firm. The first dimension to be concerned about is the type of information system implemented by these firms (see Table 3). Traditional (manual) Files Computerised HRIS Management of C. V. online F % V% C% F % V% C% F % V% C% YES 259 77,5 77,5 77,5 165 49,4 49,7 49,7 207 62,0 62,3 62,3 NO 75 22,5 22,5 100,0 167 50,0 50,3 100,0 125 37,4 37,7 100,0 Total 334 100,0 100,0 332 99,4 100,0 332 99,4 100,0 F=Frequency %=P ercentage V%= Valid percentage C%= Cumulative percentage Table 3.Most common applications of HRIS A few facts stand out in table 3. For starters, over two thirds of the firms (77,5%) use manual HRIS, i. e. traditional files. This is likely due to their lower cost and easier handling. As for the most sophisticated systems, this is, the computerised HRIS, barely half of the firms employ them, although this has shown an increasing tendency when compared to the results of the previous experimental research (in early 2004, only a 38,6% of the firms gave an affirmative answer).The motivations underneath this evolution include the sheer necessity to adapt to the requirements of a more complex organization, the desire to imitate those successful firms that had implemented them, or the uprising of more knowledgeable managers in present time businesses, among others. Regarding the deployment of applications for managing C. V. s online (retrieving them and storing the information adequately), it seems easy and useful enough to be accepted by 62% of the organizations. Regarding the use of HRIS in the recruitment policy, table 4 shows that every stage may benefit from them.Even though, their degree of application is inversely related to the timing and the complexity of 1 This error has been calculated for N=3000, assuming p=q and a confidence interval of 95%. European and Mediterranean Conference on Information Systems (EMCIS) 2006, July 6-7 2006, Costa Blanca, Alicante, Spain J. A. Fernandez-Sanchez et al. Use of HRIS in recruitment process. The Spanish case. 4 the task. As it was observed before, more sophisticated HRIS (and, therefore, able to assist in more complex tasks such as decision making processes) are implemented by a smaller number of firms. Reception of pplications Data storage Data retrieval Decision making processes F % V% C% F % V% C% F % V% A% F % V% C% YES 294 88. 0 91. 0 91. 0 285 85. 3 88. 2 88. 2 216 64. 7 66. 9 66. 9 151 42. 2 46. 7 46. 7 NO 29 8. 7 9. 0 100 38 11. 4 11. 8 100 107 32. 0 33. 1 100 172 51. 5 53. 3 100 Total 323 96. 7 100 323 96. 7 100 323 96. 7 100 323 96. 7 100 F=Frequency %=Percentage V%= Valid percentage C%= Cumulative percentage Table 4. Use of HRIS in different recruitment stages In sum, table 5 shows that 36,5% of the firms do use some HRIS application for all four recruitmentrelated tasks, which indicate two conclusions: ) HRIS are not an exclusive tool, but they are seldom used in combination with other methods; and b) These applications are good enough as assistants and support devices, but they will never be able to substitute human criterion. Frequency Cumulative frequency % Valid % Cumulative % 0 14 14 4,2 4,2 4,2 1 28 42 8,4 8,4 12,6 2 80 122 24,0 24,0 36,5 3 90 212 26,9 26,9 63,5 4 122 334 36,5 36,5 100,0 Total* 334 100,0 100,0 *0= no HRIS; 1= HRIS for only one task; 2= HRIS for two tasks; and so on. Table 5. Number of tasks performed through HRISFinally, there was an interest in seeing whether seve ral structural characteristics of these firms were significantly related to the use of HRIS. It can be seen in table 6 that only two classifications are affected by the use of HRIS: parent firms over subsidiaries, and the larger firms. These results respond to the logic that both types of organizations require a more complex structure, which may influence in their decision of relying on HRIS for leaner and more efficient recruitment tasks. VARIABLES CHI-SQUARED DEGREES OF FREEDOM SIGN. Family Business 4,241 4 ,374Parent /subsidiary 19,832 6 ,003 Public/private 1,295 4 ,862 Industry 36,434 28 ,132 % Permanent staff 13,960 12 ,303 Number of employees 28,320 8 ,000 Table 6. Use of HRIS concerning other classification treats European and Mediterranean Conference on Information Systems (EMCIS) 2006, July 6-7 2006, Costa Blanca, Alicante, Spain J. A. Fernandez-Sanchez et al. Use of HRIS in recruitment process. The Spanish case. 5 2. 2 Hypothesis 1: The firms that deploy HRIS in their inte rnal recruitment processes will perform better than those who do not do itThe first hypothesis is tested with the aid of a new variable created for the purpose of measuring whether the firms use internal recruitment methods based on HRIS applications. A Chi-squared test, carried out on the actual results against the null hypothesis, assesses that the actual results are different enough to overcome a certain probability that they are due to sampling error with a statistical significance of 0,045, thus confirming the assertion of hypothesis 1.Hence, it is found that those firms that rely on internal recruitment processes based on HRIS applications have better outcomes in the performance of the appointed person than those who do not. Table 7 shows the observed frequencies and how this fact may affect the overall performance of the recruitment process. Regarding the firms’ impression on the effects of using HRIS to recruit good candidates, the majority of those that implement the m (89,3%) agree in considering this fact â€Å"quite† or â€Å"plenty† beneficial. It is outstanding as well the fact that only one of them has marked this item as â€Å"No beneficial at all†.Perceived outcomes recruitment/ selection No beneficial at all A little Quite Plenty Yes Internal recruitment and HRIS 1 (0. 3%) 31 (10. 3%) 209 (69. 4%) 60 (19. 9%) No 0 (0. 0%) 7 (21. 2%) 25 (75. 8%) 1 (3. 0%) Table 7. Concurrence of HRIS usage and internal recruitment. Effects on recruitment results. In addition, in order to find if the use of HRIS has a positive influence on the outcomes of the recruiting process, another Chi-squared test shows that a relationship is established between the independent variable (Use of HRIS) and the dependent one (Perceived outcomes of the process), with a 0,000 statistical significance.Therefore, it is statically confirmed that a greater application of HRIS contribute in a positive manner to the outcomes of the recruitment process, and , in consequence, to the overall performance of the firm. This evidence agrees, once more, with hypothesis 1. 2. 3 Hypothesis 2: The firms that prefer internal recruitment decisions over external recruitment will perform better than those who do not do itBefore carrying out this test, it seemed necessary to see whether firms prefer internal recruitment techniques over external ones. To do so, a frequency analysis was carried out, as illustrated in table 8. Frequency % Valid % Cumulative % Never 5 1,5 1,6 1,6 Very rarely 11 3,3 3,5 5,1 Rarely 19 5,7 6,1 11,2 Occasionally 62 18,6 19,8 31,0 Frequently 72 21,6 23,0 54,0 Very frequently 77 23,1 24,6 78,6 Always 67 20,1 21,4 100,0 Preference of internal recruitment over external recruitment Total 313 93,7 100,0 Table 8.Preference of internal recruitment over external recruitment The low values of the â€Å"very rarely† and â€Å"never† categories, and the fact that 69% of the firms prefer internal over external recruitment o n a â€Å"frequently† to â€Å"always† basis, demonstrate that it is internal European and Mediterranean Conference on Information Systems (EMCIS) 2006, July 6-7 2006, Costa Blanca, Alicante, Spain J. A. Fernandez-Sanchez et al. Use of HRIS in recruitment process. The Spanish case. 6 recruitment what organizations favour. The reasons under this tendency can be found in the advantages of internal recruitment methods, as seen in the literature review.As for the consequences of this choice, table 9 provides the results of the relationship between the use of internal recruitment by the firms and the perceived degree of satisfaction with the outcomes of such a decision. None Of little satisfaction Moderately satisfactory Satisfactory Very satisfactory Addition of the last two Seldom 0 (0. 0%) 0 (0. 0%) 3 (30. 0%) 6 (60. 0%) 1 (10. 0%) 7 (70. 0%) Occasionally 0 (0,0%) 0 (0,0%) 12 (15,0%) 58 (72,5%) 10 (12,5%) 68 (85,0%) Sometimes 1 (0,8%) 0 (0,0%) 11 (8,7%) 97 (76,4%) 18 (14 ,2%) 115 (90,6%) Often 0 (0,0%) 0 (0,0%) 5 (6,9%) 44 (61,1%) 23 (31,9%) 67 (93,0%) Use of nternal recruitment Always 0 (0,0%) 0 (0,0%) 1 (5,0%) 11 (55,0%) 8 (40,0%) 19 (95,0%) Table 9. Degree of satisfaction with the outcomes of the recruitment process This contingency table indicates that those firms that use primarily internal recruitment processes seem more satisfied with their decision. Moreover, another Chi-squared test carried on these two variables rejects the null hypothesis of independence with a statistical significance of 0,013.Therefore, hypothesis 2 is confirmed, as has been argued by the work of other authors (namely Pfeffer, 1994 and 1998; Huselid, 1995; Delaney and Huselid, 1996; Delery and Doty, 1996) who show a positive relationship between the internal recruitment strategy and the performance of the firm. 3 DISCUSSION AND CONCLUSIONS The main conclusion of this paper is the realization that the use of business HRIS is in a developing and retrieval. In spite of thi s, it is recognized the positive influence that these systems have in the recruiting process, which make us think that HRIS will gain a place in many organizations in the short and medium term.Regarding the commonest applications of HRIS, our findings indicate that a fairly large percentage of firms rely on these systems for at least one the stages of the recruitment process. Nevertheless, the presence of these applications is scarcer for the most complex and delayed in time tasks, such as decision making processes, because they require, in return, more complex HRIS. This conclusion is therefore reinforced by the findings expressed above, since it is the developing stage of HRIS what leads to this decompensate situation. It was also observed that two groups of organizations lead the HRIS mplementation trend: the parent companies, with regard to their subsidiaries, and the largest firms in terms of number of employees. This seems a logical finding because their more complex structure s may benefit more of the advantages of HRIS to increase the efficiency of their recruiting processes. Besides, HRIS are found to be preferred in combination with other HRM practices, instead of on their own. This reveals that human judgement is still the main criterion for making decisions in this area, albeit assessed or supported by the information provided by the HRIS.As for the main hypotheses tested in this research, internal recruitment is the favourite method for filling in vacant positions within the firms, which confirms the theoretical assumptions that asserted that, even though both internal and recruitment strategies are to be considered, the former is less costly and provides more advantages to the firms. Indeed, the evidence supports that a better performance is expected from the people internally recruited, which in turn will improve the overall business performance.European and Mediterranean Conference on Information Systems (EMCIS) 2006, July 6-7 2006, Costa Blanca , Alicante, Spain J. A. Fernandez-Sanchez et al. Use of HRIS in recruitment process. The Spanish case. 7 The same can be stated about the synergies caused by the interaction between HRIS and internal recruitment. The business managers, overwhelming, agree in the positive effects that the advantages of the latter, and the better quality information provided by the former, have in the outcomes of the recruitment decisions. Finally, we would like to express our own impression on this topic.It is our belief that HRIS add competitive value to the firm as a whole and to the HRM department specifically. Despite this conviction, shared with many other academics of the field, we have reservations supporting that information systems may endow businesses with a sustainable competitive advantage on their own. Classic strategic information systems benefited from their being the first to arrive, but they soon became a commodity, even a compulsory asset in order to remain in the industry. Their pe rvasive condition may inhibit other firms from developing the strategic changes needed for succeeding in the foreseeable future.

The Influence Of Follower Motivation - 1325 Words

In addition, she also uses behaviorism. Most notably, punishments are provided for undesirable behaviors. In turn, it discourages the likelihood that followers will repeat the behavior (Ben-Hur Kinley, 2015). For instance, employees that perform poorly and oftentimes dismissed. In fact, in one quarter during 2013, 600 of the lowest performing employees were dismissed (Lobello, 2013). Mayer claimed this improved the performance of employees that were not fired. Techniques Used to Influence Follower Motivation Zuckerberg and Mayer use drastically different strategies to influence follower motivation. Zuckerberg empowers and engages followers, communicates a compelling vision, intellectually inspires, encourages collective goals,†¦show more content†¦These behaviors can sabotage the organization’s goals, resources, and effectiveness and adversely affect the motivation, well-being, and job satisfaction of followers (Sheard, Kakabadse, Kakabadse, 2013). Leaders with self-destructive tendencies often not to intentionally harm the organization or followers, but because of their thoughtlessness and insensitivity they effectively do so (Sheard, Kakabadse, Kakabadse, 2013). Zuckerberg is impulsive and narcissistic. For example, Zuckerberg purchased Instagram on an impulse. In fact, the deal was set up and finalized in one weekend (Eaton, 2012). According to Lewis (n.d.), impulsive leaders can destabilize organizations. Further, impulsive leaders may tend to fire employees suddenly, which could create a constant fear of uncertainty among followers (Lewis, n.d.). Additionally, Zuckerberg was ranked the third most narcissistic CEO in the technology industry (Jackson, 2013). Narcissism is linked to the personalized use of power (Padilla, Hogan, Kaiser, 2007). Narcissists may test their judgment, which sometimes causes them to take unnecessary risks (Padilla, Hogan, Kaiser, 2007). Narcissism is also linked to overreach, so they tend to make ill-advised acquisitions and pay more than market value to acquire them (Padilla, Hogan, Kaiser, 2007). Like Zuckerberg, Mayer is also a