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1

Barbieri, John. Guide to employee recruitment & hiring. Boston, Mass: Warren, Gorham & Lamont, 1996.

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2

Management, Institute of. Managing people: The recruitment and selection process. London: Pitman Publishing, 1995.

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3

Bugarin, Alicia. The state's information technology hiring process: Suggested reforms. Sacramento, CA: California State Library, California Research Bureau, 2006.

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4

Curran, Margaret M. Stereotypes and selection: Gender and family in the recruitment process. London: H.M.S.O., 1985.

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5

Horton, Janet Little. Preemployment inquiries: Avoiding pitfalls in the hiring process. Topeka, Kan: NOLPE, 1985.

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6

Match: A systematic, sane process for hiring the right person every time. Hoboken, N.J: Wiley, 2011.

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7

Monk, Kelly Ann. An analysis of the recruitment and selection process at Pfizer Limited. Oxford: Oxford Brookes University, 2001.

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8

Sheila, Albert, ed. Hiring the chief executive: A practical guide to the search and selection process. Washington, DC: National Center for Nonprofit Boards, 1993.

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9

Albert, Sheila. Hiring the chief executive: A practical guide to the search and selection process. Washington, DC: National Center for Nonprofit Boards, 1993.

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10

The complete guide to recruitment: A step-by-step approach to selecting, assessing and hiring the right people. Philadelphia, PA: Kogan Page, 2011.

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11

New York (N.Y.). Review of the New York City Police Department's recruitment and hiring of new police officers. New York, N.Y: The Commission, 2001.

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12

Sullivan, Frederick L. Recruiting an employee without recruiting a lawsuit: Successful techniques for compliance in the hiring process : the supervisor's advisor on lawful and effective hiring. Springfield, MA: Sullivan, Hayes & Quinn, 2004.

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13

Sharpe, Judith M. A case-study on: The effects of organisational change on the management recruitment and selection process in Irishorganisations. Dublin: University College Dublin, 1993.

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14

Great Britain. Equal Opportunities Commission., ed. Stereotypes and selection: Gender and family in the recruitment process : a report for the Equal Opportunities Commission. London: H.M.S.O., 1985.

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15

Schermerhorn, John R. Core concepts of management. Hoboken, N.J: Wiley, 2004.

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16

Cox, Peter. Passing the Police Recruit Assessment Process. Exeter [England]: Law Matters Pub., 2007.

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17

Cox, Peter. Passing the Police Recruit Assessment Process. Exeter [England]: Law Matters Pub., 2007.

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18

United States. Congress. House. Committee on Government Reform. Subcommittee on Civil Service and Agency Organization. The federal hiring process, parts I and II: Hearings before the Subcommittee on Civil Service and Agency Organization of the Committee on Government Reform, House of Representatives, One Hundred Eighth Congress, second session, June 7 and July 13, 2004. Washington: U.S. G.P.O., 2005.

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19

Recruitment and Selection Hiring the people you want. Bookboon, 2013.

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20

G, Leibowitz Ann, and Massachusetts Continuing Legal Education, Inc. (1982- ), eds. Documenting the hiring process: "hiring mistakes" and how to avoid them. Boston (10 Winter Pl., Boston 02108-4751): MCLE, 1995.

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21

An employer's guide to the recruitment and selection process. Birmingham: Pinsent Curtis, 1990.

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22

Federal Hiring: Issues, Quality Recruitment, and Assessment of Training and Experience. Nova Science Pub Inc, 2014.

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23

A Field Guide on the Hiring Process From Both Sides of the Desk. 2nd ed. Uniquely Yours, 2000.

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24

Albert, Sheila. Hiring the Chief Executive: A Practical Guide to the Search and Selection Process. Natl Center for Nonprofit Boards, 2000.

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25

Tholen, Gerbrand. Recruitment and Selection of Graduate Workers. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198744481.003.0004.

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This chapter examines the recruitment and selection process in four graduate occupations (scientists, software engineers, financial analysts, and press officers). How do graduate workers access jobs? Who is eligible to enter graduate roles and why? What does it take to be recruited and selected in both entry-level and more senior roles? This chapter shows that recruiting and selecting suitable candidates is a deeply contextualized, situational, and occupation-dependent process. The hard skills and knowledge skills often identified to distinguish graduates from non-graduates do not have a privileged status in it. The chapter shows that despite the differences between occupations, sectors, and positions there are indeed few general principles that define the recruitment and selection process for graduate workers.
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26

Supervisory Management: NVQ Level 3: The Recruitment and Selection Process (The Effective Manager). Financial Times Prentice Hall (a Pearson Education company), 1995.

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27

Finch, Kate. Graduate recruitment and selection: A review and evaluation of the graduate selection process... within the Yorkshire Electricity Board. Bradford, 1986.

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28

John, Louthan, Canning Miles B, and Cormack Robert W, eds. Ready, aim, hire!: How to master the hiring process : an anthology by 12 of the nation's top experts. Oak Brook, Ill: PerSysCo Pub., 1992.

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29

Jetter, Rick. Hiring the Best Staff for Your School: How to Use Narrative to Improve Your Recruiting Process. Taylor & Francis Group, 2016.

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30

Jetter, Rick. Hiring the Best Staff for Your School: How to Use Narrative to Improve Your Recruiting Process. Taylor & Francis Group, 2016.

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31

Schermerhorn, John R. Core Concepts of Management. John Wiley & Sons Inc, 2008.

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32

Schermerhorn, John R. Core Concepts of Management. John Wiley & Sons Inc, 2004.

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33

Peach, Ken. Recruitment. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198796077.003.0006.

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This chapter addresses the topic of recruitment. Recruitment is a key management activity. Mostly, recruitment is a great success but, occasionally, it can go horribly wrong. A significant objective of the recruitment process is to tilt the outcome in favour of the former while avoiding the latter. There are several different types of recruitment, but they share many common recruitment actions. The necessary paperwork (job description, person specification, advertisement, etc.) is discussed, as well as the need to eliminate both conscious and unconscious bias. The need for, and actions required to achieve, equal opportunity regardless of gender, ethnicity or sexual preference are also discussed. In addition, the processes of candidate selection and interview are described.
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34

Cox, Peter. Passing the Police Recruit Assessment Process. SAGE Publications, Limited, 2010.

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35

Gibb, Andy. Get That Job! The complete, thorough, hands-on guide to the whole recruitment and selection process - for graduates and ambitious executives in early career. How To Books, 2007.

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36

The Federal Hiring Process, Parts I and II: Hearings Before the Subcommittee on Civil Service and Agency Organization of the Committee on Government R. Not Avail, 2005.

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37

Passing the Police Recruit Assessment Process (Practical Policing Skills). Learning Matters, 2007.

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38

Bovens, Mark, and Anchrit Wille. Political Elites as Educational Elites. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198790631.003.0007.

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In twenty-first-century Western Europe, almost all incumbents in political office have very high formal credentials. Aristocracy, rule by the nobility, has given way to meritocracy, rule by the well-educated. This dominance of the well-educated in the legislative and executive branches is a relatively modern phenomenon. We document how citizens with primary and secondary education have disappeared from Western European parliaments in the past decades. Cabinets are even more tilted towards the well-educated. Then we show how the connection between social class and the opportunities for a political career has weakened. A university education has almost become a condition sine qua non for recruitment for political office. Thirdly, we describe how various supply and demand factors in the selection process have led to extraordinarily large numbers of highly educated citizens among the political elites.
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