Arranged Project

D IS S E R T A T IO N
BY:
OLUGBENRO STEPHEN
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THE EFFECTIVENESS OF RECRUITING
EMPLOYEES THROUGH SOCIAL MEDIA IN
COMPARISON TO TRADITIONAL
CHANNELS OF RECRUITING EMPLOYEES

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ABSTRACT
Social Media seems to be a phenomenal amongst individuals within the society and
business organisations. Due to the increased level of competition for competent staff,
organisations seeks to know how to make this “war of talent” irrelevant. This study
concerns the discussion on utilizing social media for recruitment purposes and
investigates the effectiveness of recruiting employee’s though social media in comparison
to traditional method.
The research took an epistemological research philosophy underlayed by an
Interpretivism approach. A survey research strategy was adopted for this study as the
focus of this research is on getting details of the situation and the reality behind this
subject matter, which can only be gotten from difference in human perspective about the
field of study as such for this study. The research method was quantitative whereby
secondary data was collected from literatures, articles, and company reports while the
researcher collected primary data through questionnaire design and distributed
electronically to fifty employers (recruiters) using SurveyMonkey to share their opinion
and perception regarding recruitment and social media.
The findings of the research study show that social media is been engaged by companies
for recruitment. Furthermore, the findings show that many regard social media
recruitment as a prospect as it is cost- effective, gives access to wider pool of candidates
for talents search and give applicants wider access to job posts/vacancies. Additionally,
having a strong company image on social media platforms impacts on the process of
attracting applicants to job opening. On the other hand, the findings show that best
applicants are not gotten through social media as compared to traditional methods.
Overall, the use of social media is beneficial to organisations.
Furthermore, recommendations were given to organisations that organisations should
seek to have enough knowledge about potential applicant or employee from other means
other than applicant’s social media platform, as one cannot be sure of its credibility and
organisation engaging social media should ensure the right set of competencies when
engaging social media else failure is inevitable.

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TABLE OF CONTENTS
Table of Appendices...............................................................................................................5
List of Tables...........................................................................................................................5
List of Figures..........................................................................................................................5
DEFINITION OF TERMS...........................................................................................................7
CHAPTER 1..............................................................................................................................9
1.0 Background of Study..........................................................................................................................................9
1.1 Utilization of Social Media..........................................................................................................................9
1.2 Technological Shift in Recruitment.......................................................................................................10
1.3 Statement of Research Problem............................................................................................................10
1.4 Research Objectives...................................................................................................................................11
1.5 Research Questions....................................................................................................................................11
1.6 Significance of Study..................................................................................................................................12
1.7 Scope of Study..............................................................................................................................................12
1.8 Outline of Chapters.....................................................................................................................................13
CHAPTER TWO..................................................................................................................... 14
LITERATURE REVIEW........................................................................................................... 14
2.0 Introduction...................................................................................................................................................14
2.1 Human Resource Management (HRM)...............................................................................................14
2.2 Recruitment...................................................................................................................................................14
2.2.1 Definition of Recruitment..................................................................................................................14
2.2.2 Aims of Recruitment............................................................................................................................15
2.2.3 Recruitment Strategy..........................................................................................................................15
2.2.4 Recruitment Process..........................................................................................................................16
2.1.5 Limitations of Recruitment Process...............................................................................................21
2.2 Social Media.......................................................................................................................................................22
2.2.1 The Concept of Social Media................................................................................................................22
2.2.2 The Purpose of Social Media................................................................................................................23
2.2.3 Social Media Technologies....................................................................................................................23
2.2.4 Social Media Functionalities (Honeycomb Model).......................................................................24
2.2.5 Social Media (Honeycomb Model)....................................................................................................25
2.3 Social Media and Recruitment (HRM).....................................................................................................25
2.3.1 Social Networking Sites and Recruitment........................................................................................26
2.3.2. Facebook....................................................................................................................................................26
2.3.3 Twitter..........................................................................................................................................................27
2.3.4 LinkedIn........................................................................................................................................................27
2.4 Traditional Media VS. Social Media (Recruitment)............................................................................28
2.5 Challenges of Social Media Recruitment............................................................................................30
2.6 Summary on Social Media Recruitment.............................................................................................30
2.7. Conceptual Framework................................................................................................................................32
CHAPTER 3........................................................................................................................... 33
RESEARCH METHODOLOGY................................................................................................ 33
3.1 Research Philosophy and Theories.......................................................................................................34
3.2 Research Approach....................................................................................................................................34
3.3 Research Strategy........................................................................................................................................35
3.4 Time Horizon................................................................................................................................................35

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3.5 Data Collection Method............................................................................................................................35
3.5.1 Secondary Research:...........................................................................................................................36
3.5.2 Primary Research..................................................................................................................................36
3.6.1 Types of Data Collected......................................................................................................................36
3.6.2 Design of Specific Questions............................................................................................................36
3.6.3 Response Mechanism........................................................................................................................37
3.6.4 Distribution Method............................................................................................................................37
3.7 Sampling..........................................................................................................................................................38
3.7.1 Methods of Sampling..........................................................................................................................38
3.7.3 Sample Size.............................................................................................................................................38
Chapter 4............................................................................................................................. 39
DATA PRESENTATION, ANALYSIS AND INTERPRETATION................................................. 39
4.1 Research Question (Key Findings from Questionnaires)..............................................................39
4.1.1 Interpretationfor Question 1...............................................................................................................40
4.1.2 Interpretation to Question 2............................................................................................................41
4.1.3 Interpretation to Question 3............................................................................................................42
4.2 Test of Research Questionnaire.............................................................................................................43
4.2.2 Interpretation of Statement Question 2......................................................................................45
4.2.4 Interpretation of Statement Question 4...........................................................................................47
4.2.7 Interpretation of Statement Question 7...........................................................................................50
4.3 Summary.........................................................................................................................................................52
CHAPTER 5........................................................................................................................... 53
SUMMARY OF FINDINGS, CONCLUSION AND RECCOMENDATIONS................................. 53
5.1 Introduction............................................................................................................... 53
5.2 Review of the research objectives.......................................................................................................53
5.2.1 Theoretical Findings............................................................................................................................54
5.2.2 Empirical Findings................................................................................................................................55
5.3 Linking Theory to Study (Conclusion)..................................................................................................56
5.4 Limitations of the Study...........................................................................................................................56
5.5 Recommendation for Further Studies.................................................................................................57
5.6 Recommendations for Recruitment Companies............................................................................57
REFRENCES AND BIBLOGRAPHY......................................................................................... 59
APPENDICIES ....................................................................................................................... 66

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Table of Appendices
Appendix 1: Pictorial example of an organisation that recruits through Facebook ............66
Appendix 2: Pictorial example of an organisation that recruits through Twitter ................66
Appendix 3: Pictorial example of LinkedIn Recruiter Interface............................................67
Appendix 4: Research Questionnaire ...................................................................................68
Appendix 5: Research Ethics Form .......................................................................................70
Appendix 6: Participant Information Sheet..........................................................................77
Appendix 7: Participant Consent Form.................................................................................79
Appendix 8: Research Ethics Quiz.........................................................................................81
List of Tables
Table 1 Variety of Social Media Technologies......................................................................23
Table 2 Media Process Elements..........................................................................................29
Table 3 Questionnaire Design...............................................................................................37
List of Figures
Figure 1 Recruitment Strategy..............................................................................................16
Figure 2 Recruitment Process...............................................................................................17
Figure 3 Job Descriptions......................................................................................................18
Figure 4 Recruitment and Marketing Strategy .....................................................................19
Figure 5 Interview Types.......................................................................................................20
Figure 6 Concepts of Social Media........................................................................................22
Figure 7 Honeycomb Model: Functionality ..........................................................................24
Figure 8 Honeycomb Model: Implication .............................................................................25
Figure 9 Research Onion.......................................................................................................33
Figure 10 Questionnaire Outcome 1 ....................................................................................39

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Figure 19 Questionnaire Outcome 10 ..................................................................................48

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DEFINITION OF TERMS
Human Resource Management: the totality of every activity involved in the care, conduct
and governance of an organisation’s human capital.
Recruitment: Practices and activities engaged by organisations with the prime
determination of finding and getting prospective employees.
Employer: This is someone who engages the services of persons and pays them wages or
salary.
Employees: An employee is an individual who was hired by an employer to do a specific
job.
Internal Recruitment: Internal Recruitment involves recruiting candidate for the job
opening internally (within the organisation).
External Recruitment: is the assessment of an available pool of job seekers, outside the
organisation, whereby new employees with sufficient skills or qualification are considered
to fill the vacant post or open positions available in an organisation.
Applicants: This is a candidate who applies for a job.  
Application: Form or paper, which indicates interest in a particular place of employment
or position within a company.
Technology: The knowledge of the manipulation of nature for human purposes.
Interview: A conversation in which one person (the interviewer) elicits information from
another person (the subject or interviewee).
Screening: the evaluation or investigation of something as part of a methodical survey, to
assess suitability for a particular role or purpose.  
Traditional Media: means of communication, which existed since before the use of
Internet. Means of communication were through the use of television, radio, newspapers,
and magazines.
Social Media: Social Media is an online application that builds on the conceptual and
technical foundations of Web 2.0, which allows contents generated by users to be
exchanged or shared.
Social Networking Websites: Social Networking Sites is a computer-generated medium or
platforms that allow users to connect and interact with each other on different interests.
LinkedIn: LinkedIn is a site created for recruiting, this is where jobs are searched for and
found. (Bullas, 2014)

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Facebook: This is social networking site that is now being used to influence recruitment
decision. Here, recruiters check applicants profile, posts, pictures and comments to find
out how social or responsible an applicant is. (Facebook Factsheet, 2010)
Twitter: This is a real-time information network powered by people all around the world
that lets you share and discovers what’s happening now. This platform limits the amount
of characters which users are allowed to publish to 140 characters called “tweets” which
can be could be read around the world. It is now used to search for applicants and search
for jobs (Twitter, 2015).

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CHAPTER 1
INTRODUCTION
1.0 Background of Study
Due to technological shift over the years, social media emerged as a new virtual place,
which consists of various tools that allows individuals to create and share content. Social
Media has gained popularity in a short while and has given opportunities to individuals
and organisations to have an online presence (Ortutay, 2012; Acikogz, 2013).
Since the time social media gained prominence, it has evolved from been a means of
communication of views, interests and education to a medium of promoting new
business, creating brand image, marketing of company products, customer service,
advertisements, to mention but a few. Furthermore, Acikogz (2013) stated that most of
the Fortune 500 companies currently use social media one way or another with 73%
having corporate Twitter accounts and 66% having corporate Facebook pages.
Social Media is defined by different applications or tools accessible and are of free use
available at no or token cost determined by purpose of use. Social Media applications are
categorized and deemed by difference in purpose of use, which include Blogs (Blogger,
WordPress), Social Networking Sites (Twitter, Facebook, and LinkedIn), Social
Communities i.e. Video and Photo Sharing Sites like Instagram and YouTube (Kaplan and
Haenlein, 2010).
1.1 Utilization of Social Media
Recently, companies achieve their goals engage social media for different functions
(McGrath, 2012). Furthermore, organisations are progressively turning to social media
when engaging in Recruitment of new employees (HR Focus, 2010). Additionally, through
study 92% of organisations were using or planning to use social media for recruitment as
at 2012 (Jobvite, 2012 Acikogz, 2013).

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1.2 Technological Shift in Recruitment
In recent years, social media and its channels of networking has become trend engaged by
companies for recruitment, as organisations are been pro-active in networking with
potential employees. On the other hand, traditionally, organisations would advertise job
openings using local press, employ consultants, online job posting via company websites,
job centres or job board. This was a passive approach to find talent. (Khullar and Pandey,
2014)
Additionally, the cost of finding potential employees is reduced and the return of
investment is increased. Social networks give access to companies to build and promote
employee brand effectively to possible job seekers. More so, job vacancies posted on
social channels are likely to generate more results than just posting a description on job
board as job seekers who use social media networks are easy to reach and quick to get
response from (Khan et al, 2014).
Furthermore, using these channels has helped employers to meet up with the increasing
competition of getting the best possible candidate for vacancy. According to Burton
(2014), the passive method of recruiting employees has been changed in corporations in
favour of using active recruiting teams who are at the forefront of accessing job seekers.
1.3 Statement of Research Problem
The use of advertisements, forms application, and CVs, are some of the traditional ways of
recruiting employees but the emergence of Internet and social media has changed the
approach used in recruitment. Although, Searle (2006) claims that the use of social media
adopted by employers during recruitment does not ultimately scrap the use of traditional
methods but a supplement to them.
Furthermore, Parry and Tyson (2008), emphasized that the radical change might not be as
easy as thought but would require a more of strategy when involved in recruitment.
Although with technology at an increasing rate, the shift from traditional means of
recruitment to social media is having a wider range of coverage (Birgelen et al., 2008).

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Despite the fact that the effectiveness of recruiting though company website have been
observed though numerous empirical studies (Breaugh, 2008); the effectiveness of
recruiting via social media has not yet been studied empirically (Birgelen et al., 2008,
Uggerslev et al, 2012).
However, the challenging factor here is identifying if this shift is of any benefit to
employers within organisations as a whole and would this medium be the main channel of
recruitment in the nearest future.
1.4 Research Objectives
The general objective of the study is to determine the extent to which social media has
played a vital role on recruitment of employees in organisations. The specific objectives of
the study are:
1. To identify and explore to what extent the adoption of social media is beneficial to
organisations during recruitment process
2. To identify and explore to what extent the use of social media is beneficial to the
applicants.
3. To analyse whether the pool of applicants is larger and credible when social media
channels are used rather than traditional methods.
4. To access the cost effectiveness of social media techniques as opposed to
traditional methods.
5. To draw conclusions from findings and make necessary recommendations about
social media recruitment for future use.
1.5 Research Questions
This study intends to answer the following research questions to solve the research
problem.
1. To what extent is the adoption of social media beneficial to organisations during
recruitment process?
2. To what extent is the use of social media beneficial to the applicants?
3. Does social media recruitment generate a quality (credible) and a wide pool of
applicants?

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4. To what extent is social media recruitment cost effective as opposed to traditional
methods?
1.6 Significance of Study
Many organisations do not seem to have enough knowledge and understanding of the
effect or role social media plays on recruitment decision, yes they know that there is a
particular role it plays but they do not know how deep or how much positive effect it has
on recruitment decision. However, people or individuals seems to be the best asset any
organisation; as such the search to get the “right fit” employs organisation to acquire
knowledge and understand how this medium could help gain competition advantage
when trying to fill a vacancy.
The main outcome of the research is to get organisations to see the importance of
adopting social media as a medium for getting the right candidate that would help move
the company forward. It also shows the advantages and disadvantages of using social
media in other to strategize better on how to approach when engaging social media
during recruitment ultimately resulting in positive effects.
The overall outcome of this research, among others: is that it provides information that
will be vital to organisations in reaching it optimal goal as regarding recruitment. The
study served as a plus to existing literature. It also served as a reference for further
research concerning this topic.
1.7 Scope of Study
The scope of the study was limited to recruiters of employees in different organisations in
different units and level of organisations. It has to do with employers that are actively
involved in recruitment on social media network and others who still engage in traditional
methods of recruitment. The informants for data gathering were limited to recruiters and
employees that have had one thing or the other to do with recruitment through social
media or traditional. These persons are expected to be knowledgeable about recruitment.

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1.8 Outline of Chapters
The work is divided into five chapters. Chapter one will be devoted to introduction,
Chapter Two, will deal on the review of relevant literature on the constructs and variables
of the study as well as the theoretical frameworks. Chapter Three would disclose the
research methods, source of data for the study, description of questionnaire, validity and
reliability, while Chapter Four will examine method of data analysis and presentation, and
Chapter Five caps it up with discussions, summary of findings, conclusions,
recommendations, and suggestions for further studies.

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CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
The framework of this chapter supports the study thoroughly by creating a structure
regarding Recruitment, Social Media and Social Recruitment. Each of these is sectioned in
other to create access to follow the build-up relation to the complexity of the research
topic. Indicating certain sections enables the researcher focus on areas necessary for the
research.
2.1 Human Resource Management (HRM)
In professional and organisational context; HRM is the efficient and effective management
of employees to achieve company goals which comprises of elements such as recruitment
and selection, compensation, employee engagements, training and development and so
on (Campton et al., 2009).
2.2 Recruitment
Human Capital proves to be one of the most important assets of an organisation, and
recruitment is that medium used to get the necessary talent needed to achieve this
essential function (Van Hoye, 2013). In other to survive and gain competitive advantage in
business today, companies place recruitment as one of their main priority (Khullar and
Pandey, 2014).
2.2.1 Definition of Recruitment
Fook and Hook, (2011) explained recruitment as the process of searching for persons who
have the necessary attributes and ability to fill vacant positions within the organisation.
Furthermore, recruitment was defined by Klerks (2011), as practices and activities
engaged by organisations with the prime determination of finding and getting prospective
employees.
Overall, recruitment is all about getting the right person, in the right place, at the right
time, in other to increase the performance of the organisation.

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2.2.2 Aims of Recruitment
Recruitment is a strategic process and “companies are reliant on their workforce and
recruitment is the activity that helps to better the workforce” (Vaahtio, 2006). The HR
departments within organisations are focused with tasks relating to issues regarding
recruitment (Williamson et al, 2010).
Brown (2011), stressed that when companies get the right person for the job, it causes
great impact resulting in fast, healthy growth and fulfilment of business goals by opening
up a new world of new ideas from a new perspective; therefore increasing motivation
within the organisation. Otherwise, errors in recruiting the right man for the job could
mean heavy costs, stunted growth, create tension and lack of drive within the company,
which could ultimately result in older staff leaving the company (Brown, 2011).
Additionally it is important to note that recruitment is a form of “organisational gate-
keeping” meaning that the employees in charge of recruitment must ensure that only the
“right fit” is gotten for the job (Johnson (2014).
2.2.3 Recruitment Strategy
The changing business scenario and vigorous talent hunt underline the need for strategies
to be in place when intending to recruit (Sangeetha, 2010). In other to begin the
recruitment cycle or process, planning is important to determine the approach to meet
the needs of the organisation. Furthermore, Gibbs, et al., (2015) emphasizes that all
activities involved during recruitment must contribute to company goals.
Organisations can choose which recruitment source or strategy they would love to use
when they are searching for new employees. Some companies prefer to get their
employees using internal sources while others uses external when searching for the
“right-fit” (Rashmi, 2010). The diagram below shows the sources and methods of each
source to the engaged when thinking of recruitment strategy.

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Figure 1: Recruitment Strategy
Source: Researcher Adapted from Rashmi (2010)
More so, Johnson (2014), explained further that persons recruited via internal source
have understanding of the company culture and what the job position demand while
individuals recruited via external source may bring a job vacancy to the attention of
different types of persons with different qualities opening up fresh approaches to how
work can be done (e.g., work experience and ethics etc.).
Overall, whatever source chosen by the company to fill the open position, the role must
be given to the best candidate who can do the job.
2.2.4 Recruitment Process
This process engages both the company and applicants by creating a means of selling itself
to applicants and vice versa. Furthermore, deriving means of attracting and appealing the
right person for the vacancy is a major part of recruitment process, which is determined
by having the right Employer Image (Torrington et al, 2009).
Recruiters and Applicants are linked together through job search and activities involved as
the both acquire information about each other, and the more information obtained the
more the likelihood of a good fit. (Devaro, 2008)
RECRUITMENT STRATEGY
External Source involves recruiting
candidates for the job opening
from outside the organisation.
Internal Source involves recruiting
candidate for the job opening
internally (within the organisation).
 Promotions
 Contract Employees to
Permanent
 Transfers
 Previous Applicants
 Job portals and Websites
 Recruitment Agencies
 Internal Employee Referrals
 Campus Recruitment
 Social Media Recruitment

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In other to further explain recruitment, the three phases of recruitment stated by Barber
(1998), is shown in the diagram below and would be thoroughly explained.
Figure 2: Recruitment Process
Source: Researcher Adapted from Yu and Cable, (2013)
2.2.4.1 Generating Applicants
Step 1:Job Description and Personal Specifications
This phase emphasizes that the company drafts out a list of specific features and
competencies needed for the applicant to get the job (Personal Specifications could
include skills, experience and personality type) and also lists the key elements of the job
they want to fulfil (Job Descriptions) (Darlington, 2013).
GENERATING
APPLICANTS
• Step 1: Job Descriptions and Personal Specifications
• Step 2: Job Advertisements
• Step 3: Shortlisting of Candidates
MAINTAING
APPLICANTS
STATUS
• Step 1: Initial Screening Interview
• Step 2: Selection Procedures
INFLUENCING
JOB CHOICE
• Influence candidate to either accept or reject job offer

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Figure 3: Job Descriptions
Source: Researcher Adapted from Darlington, (2013)
Job description has to be created based on the scope of activities to be engaged. As such,
Job description is defined for tasks not for person. Its important to get the job descriptions
right as if there is any information overlooked it could cause tension and reduce the
motivation of the new employees as one of the great hurdles for a new employee is
meeting the expectations of those who hired him or her (Kusserow, 2015). One of the
important facts about job description is that it grows along with the individual assigned to
it. In other words, it creates structure, clearly defines roles, and helps to establish what is
needed to get the desired performance (McKenna, 2015).
Step 2: Job Advertisements
The next phase emphasizes on the fact that companies must select the best means of
promoting job openings to job seekers. The company is expected to inform candidates
about the job, considering that particular vacancy (Elving et al., 2012).
Furthermore, Davila (2014) explained that companies could be involved in either Low-
Level Recruitment Marketing Strategy or High-Level Marketing Recruitment Strategy. This
strategic means is related to Marketing, which engages in increasing the level of employer
image and determines how to attract the future employee.
JOB DESCRIPTIONS
Achievement-OrientedActivity
 What the employee should
do
 What the employee has to
achieve

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Figure 4: Recruitment and Marketing Strategy
Source: Researcher Adapted from Laine et al., (2012)
On the other hand, there are laws put in place, which are to be considered when engaging
in Job adverts. In the U.K, Job ads must not be discriminatory in relation to age, sex, or
race (e.g Young person needed, Man needed, Only Chinese nationals needed). As such,
companies must make sure they do not break the law when engaging in job ads as this
could complicate issue for the company (Gov.Uk, 2015).
Step 3: Shortlisting of Candidates
According to Pitkänen, (2010) organisations get good applications from job seekers based
on the kind of advert engaged. Furthermore, companies enlist only those who are fit into
outlined job description and personal specification inviting them to interviews.
On the other hand, information should be passed across to everyone who applied for the
vacancy as this could help give a professional appearance about the company, which
would still keep them interested in other open vacancies in the nearest future (Torrington
et al. 2008).
Low-Level
• Creating awareness and
attraction through ads in
newspapers, visual images,
banner ads on websites and
recruitment posters by
exposing the individual to the
company even when he is
busy doing other things.
High-Level
• Affecting the influence of job
seekers by providing arguments
and information about the
company resulting in jobseekers
seeking out sources that are
useful to gain more knowledge
about the company and the
vacancy.

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2.1.4.2 Maintaining Applicant Status
Step 1: Interview of Candidate
As companies continue in the process of recruitment, Friesen (2010) stated that
interviewing chosen candidates helps to protect the company from employing the wrong
individual for the job. On the other hand, there are two methods or types of carrying out
an interview.
Figure 5 Interview Types
Source: Researcher Adapted from Farago (2010)
Furthermore, different mediums used for interviewing a candidate, includes Face-Face
Interviews, Phone Interviews, Online Interviews using applications like Skype possibly due
to geographical limitations (Jacobson, 2015).
However, Schechter (2014) emphasized that the future performance of a candidate while
employed for the job cannot be determined even though a candidate performs well
during the interview session.
Unstructured Interview
•No prepared question but the interviewer
expects free flowing conversation all
through the period which in a sense
becomesstructuresinto job analysis.
Structured Interview
•Has a define format of how the interview
would go and questions to be asked
during the period of time and are based
on job analysis.

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Step 2: Selection Procedures
Many organisations today engage in selection procedures after interviewing a candidate
and sometimes interviews are replaced with these procedures during the process of
recruiting a new candidate; as such these procedures include psychological testing, work
sample tests or references (McClatchy, 2013).
2.1.5 Limitations of Recruitment Process
There are many unanswered questions surrounds the proclaimed recruitment process,
which includes:
 The difficulty in filling jobs position through well-designed recruitment activities
does not ultimately mean that the right company fit candidate would be gotten as
each of the process and strategy has its own drawbacks. (For example, during the
process of interviewing candidates; a potential employee could acquire lots of
information on how to experience a good interview and could be picked as the
right candidate for the job but can end up not having the real ability for the job)
(Phulpotto, 2012).
 During the process of recruitment, it is hard to not be biased and irrational as the
process involves personal judgement (for example, the halo-effect plays a part in
decision making as it emphasizes that one could be swayed by attributes of an
individual and totally ignore the weakness about the individual) (Vokey, 2008).
Overall, it is challenging to make a distinction about what falls within the term of
recruitment.

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2.2 Social Media
Over the years, the world has witnessed a fast spread of the use Social Media (Kane et al.,
2014). According to Leino (2009), the topic of social media has been some worth a
contentious notion as it is confusing at times for people and causes argumentation
whether social media is media in any way.
2.2.1 The Concept of Social Media
Social Media as described by Kaplan and Haenlein (2010) as an online application that
builds on the conceptual and technical foundations of Web 2.0, which allows contents
generated by users to be exchanged or shared. Furthermore, Fischer and Reuber (2011)
emphasized that channels of social media are user- friendly.
The diagram below shows the connection between the concepts of social media.
Figure 6 Concepts of Social Media
Source: Researcher Adapted from Berthon et al., (2012)
Users create the
content.
USERS
SOCIAL MEDIA
WEB 2.0
Social media is
the shared
content.
Web 2.0” enables
sharing of the
content.

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2.2.2 The Purpose of Social Media
The essence of Social media is to:
 Connect individuals to each other and give access to communities where
individuals could share contents with each other. (Kietzmann et al., 2011)
 For organisational purposes such as marketing, knowledge management and
recently recruitment has just begun (Kiron et al., 2012).
Chui et al., (2012), emphasizes that McKinsey & Company estimates that social
media impact on business could exceed $1trillion.
2.2.3 Social Media Technologies
Furthermore, the word “Social Media” has been used to depict variety of technologies.
Types Of Social Technologies Definition Examples
Blog A personal web page ranging
from sharing personal diaries
to opinions on a particular
topic area.
Blogger and WordPress
Social Networking Sites Social Networking Sites is a
computer-generated medium
or platforms that allow users
to connect and interact with
each other.
Facebook, LinkedIn, Twitter.
Google+, Myspace, Pinterest
etc.
Content Communities These are online platforms
that allow users to share
contents with other users
ranging from different media
types.
Photo Sharing Communities:
Instagram, Flickr etc.
Video Sharing Communities:
YouTube, Vimeo etc.
PowerPoint Presentations:
Slideshare etc.
Table 1 Variety of Social Media Technologies
Source: Researcher Adapted from Kaplan and Haenlein (2010)

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2.2.4 Social Media Functionalities (Honeycomb Model)
The Honeycomb Model shows a framework that outlines the seven functional structures
that defines social media utilization through user-experience (i.e. social and behavioural)
on platforms, which includes: Identity, Relationships, Reputation Sharing, Presence,
Conversations, and Groups (Kowalska, 2013). The essence of the honeycomb model is to
understand the complexity of social media and how companies could monitor, engage
and exploit each of these functionalities for their own benefits in regard to understanding
their customers.
Furthermore, Kietzmann et al. (2011), stated that organisations could exploit this in three
major ways:
 Informs them of how to engage social media decisions in any business operations.
 Analytical information through study can be used to learn about their community
or users’ needs in regards to the engagement of social media.
 Organisations could use this model to monitor the dynamic changes of users’
needs in other to help user’s place more value on the firm, which engages social
media for business operations.
The diagram below shows the honeycomb model and the definition of individual
functionality of each of these elements
Figure 7 Honeycomb Model: Functionality
Source: Researcher Adapted from Kietzmann et al. (2011)
IDENTITY
Personal
information
users reveal
about
themselves
PRESENCE
Knowing that
other users are
available RELATIONSHIP
The depth of
relating with other
users in common
interests
SHARING
The amount of
contents
exchanged,
distributed and
received
CONVERSATIONS
The level of
communication
with other users GROUPS
Users form
communities in
the long run
REPUTATION
The access to
knowing the social
standing and
content of other
user

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2.2.5 Social Media (Honeycomb Model)
The honeycomb model shows the functionality; however it is important know how to
manage and benefit from each of these elements.
The diagram below shows the honeycomb model of each of these elements and how it
could be engaged and managed while using social media for different business operations
Figure 8 Honeycomb Model: Implication
Source: Researcher Adapted from Kietzmann et al. (2011)
2.3 Social Media and Recruitment (HRM)
Over the past decades, there have been so many challenges facing industries around the
world. Among these challenges is Recession that caused swift changes in the business
world, which opened the space for bankruptcies, reducing budgets and layoffs (Hamel,
2008). Human Resource Management also experienced this dramatic change as
companies begin to sort out for other means to be more efficient and cost-effective in
their approach to recruiting (Sullivan, 2011). According to the research company Jobvite
(2012) survey on social media impact on human resource management; the concluding
results was that ninety-two per cent of organisations were using or planning to use social
media for recruitment in 2012 compared to eighty-two per cent when the same research
was carried out in 2010.
PRESENCE
Create a medium
to manage the
intimacy RELATIONSHIP
Managing the flow
of relationship
between users
IDENTITY
Providing
means of
Data
Protection
CONVERSATIONS
Study the rate
users engage in
conversations and
note the risks
involved
REPUTATION
Observing the
standing of a user in
the opinion of another
GROUPS
Generating
procedures to be a
member
SHARING
Creating a
content
management
system

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Furthermore, Galagan (2014) stated that companies are looking for conventional way of
recruiting people without spending much fortune; as such companies are turning to social
media recruitment, as it is cost effective. More so, Bondarouk and Olivas-Lujan (2013)
highlighted that companies are moving from the passive approach (traditional) of
recruiting employees which engages advertisements through local press, engage a
consultant to get candidate or more recently, job posts online through company website
to a been wild and pro-active in their approach by engaging social networking platforms
(social media) to enquire talents needed to fill up vacancies as job seekers go online to
look for vacancies and job postings. Therefore, the link between social media and
recruitment keeps evolving as both employers and job seekers prefer this approach.
(Murray & Fischer, 2010)
2.3.1 Social Networking Sites and Recruitment
Social Networking Sites (SNS) is one of the varieties of Social Media technology (Kaplan &
Haenlein, 2010). Furthermore, Murray and Waller (2007) stated that Social Networking
Sites are computer-generated platforms that allow users to connect and interact with
each other. Over the years, there have been so many social networking sites created and
in operation around the globe and could be tagged as mediums of social recruitment.
However, a few of them are commonly known and engaged by many recruiters around
the world e.g. Facebook, Twitter and LinkedIn (professional oriented).
2.3.2. Facebook
This is the most commonly used social networking sites all around the world having a
global reach of over 1.3Billion monthly active users with 50% daily users (Facebook, 2015).
Facebook engages people by creating a personal profile site connect and communicate
with friends and other users, upload pictures and share with those who are linked to their
profile. Users can also join groups created by either individuals relating to personal
interests or organisations relating to business activities and charities (Factsheet about
Facebook, 2010). See Appendix 1 for an example of organisations that recruits through
Facebook.

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2.3.3 Twitter
Twitter is a real-time information-networking platform launched in 2006 having more
than 300million active members; connecting users to the latest information about what
they find interesting and follow any conversations regarding what seems interesting.
Information passed across is maximally 140 characters in length, as it is all about passing
the right information needed (Factsheet about Twitter, 2015).
Twitter is used by businesses to share simple information and engage audience about
their services, build relationships with partners, customers, and influential individuals and
more so gather real-time market intelligence and feedbacks (Twitter, 2015). See Appendix
2 for an example of organisations that recruits through Twitter.
2.3.4 LinkedIn
LinkedIn is the social networking site most talked about when thinking about social media
recruitment. Furthermore, the site was officially launched in 2003 and has developed to
be a professional interactive social media site (Caers and Castelyns, 2010).
The professional networking site has more than 300million users in over 300 countries
around the globe as it connects the world’s professionals to make them more productive
and successful. LinkedIn was designed as a networking tool with a diversified business
model serving different purposes ranging from networking, job search, people search,
company sear, advertising, group collaboration, professional identity (Bullas, 2014).
The major interesting aspect of LinkedIn is that user can upload and change not only
profile pictures but also input information on their profile exactly like their curriculum
vitae that includes info like educational background, current and previous job and so on
(Schepp & Schepp, 2010).
LinkedIn allows company users to use their platform for so many things; LinkedIn
Recruiter is an aspect of the platform created and accessible only by premium payment
for companies, organisations and individuals looking to employ new employees with
access to search, contact and network for candidates (LinkedIn, 2015). See Appendix 3 for
an example of LinkedIn Recruiter Interface.

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Overall, Facebook and Twitter users are mainly sharing about their private lives or
businesses but LinkedIn relates the opposite. LinkedIn users can also recommend fellow
users if they find a user worthy to be known by their other colleagues (Burgess and Banks,
2010).
2.4 Traditional Media VS. Social Media (Recruitment)
There is a clear difference between traditional media and social media; one could not
make mistakes when trying to differentiate between both of them. One of the most
important facts, is that traditional media like newspapers do not need the engagement of
communication between the company and the human factor in such a way social media
as it encourages interaction between two people which is the foundation of creating a
relationship (Hazleton et al., 2007). Furthermore, Berthon et al., (2012) emphasis that the
new media means enables different sources regarding to the dissemination of any
amount of information or messages to different people around the globe while the
traditional method only encourages one source to disseminate information to the
audience. More so, reaching out to potential employees through traditional means
involve advertisements; paper applications, and C.Vs have been overtaken by social ways
of reaching out to employees.
However, Weinberg & Pehivan (2011) stated that another major difference is derived
from the cost-effectiveness between both; on the notion that the amount spent when
using traditional media can be huge at times and impacts on company budgets in the long
run. Although the base of contention is not on the cost but the effectiveness which is
more realistic to measure by determining if it helps to achieve company goals. On the
other hand, what makes social media preferable is the fact that company could see it as
an investment in establishing relationships (Isokangas & Kukkunen, 2011).
Also, there have been changes regarding how people learn about company services as
social media driven by user-generated content is starting to displace the traditional
models. However, table 2 below shows the features, which differentiates traditional
media and social media.

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Traditional Social Media
Media Television, Radio, Print,
Billboards, etc.
Social Networks, Blogs, Communities,
etc.
Spend Cash, Cost Social Currency, Trustworthiness,
Investment, Transparency, etc.
Delivery Direct from marketer, unedited From source delivered by volition of
and in words selected by source
Objectives Awareness, Knowledge, Recall,
Purchase, etc.
Conversation, Sharing, Collaboration,
Engagement etc.
Table 2: Media Process Elements
Source: Researcher Adapted from Weinberg & Pehlivan, (2011)
Furthermore, Berthon et al., (2012) emphasized that in terms of media relations both are
different from each other in relation to the power they share as traditionally, marketers
within the company corporately lead the media relations in terms of information about
the business and the company while in social media the information and discussions
about the company is based on communities and information-knowledgeable individuals
who are keen to share with people around the globe.
More so, they could even decide the content of information to be dispersed and what
channel of social media preferable to them for dissemination and the speed of
disseminating information challenge the traditional channels of media (Erkkola, 2008).
Nevertheless, screening and selection of potential employees through social media shows
that the identity indicated on social media profiles of applicants has impact on how job
candidates would be assessed (Bohnert and Ross, 2010).

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2.5 Challenges of Social Media Recruitment
 Social media profile does not give all information about a potential employee or
employer as such one could miss out on a great asset or employer; which could
also mean the other way round as one might not be able to justify the information
gotten online (Andrews, 2012).
 Social media limits the amount of information to be published about a job post
(Job and Personal Specifications), which could help jobseekers make decisions on
job applications. For example Twitter only allows only 140 character for
communicating your thoughts or opinion (Ganesh, 2014).
 Social media doesn’t give the privilege to contact candidates shortlisted by sending
private messages through the platforms (Twitter, LinkedIn) except they are
connected to you. Furthermore, employers might be exposed to too many
undesired candidates, which could result in time consuming of shortlisting the best
candidates (Davison et al, 2011, Dobson, 2014).
2.6 Summary on Social Media Recruitment
Overall, based on the review of literature the engagement in social media recruitment is
increasing as most companies are now engaging in this method of getting the right fit for
their company using tools like Twitter, LinkedIn, Facebook and other (Davison, et al,
2011).
Furthermore, Kane et al., (2014) explained that engaging social media as a means of
recruitment is determined by factors like company size and industry sector.
Having listed the benefits of social media recruitment available to employers is focused on
cost and saving time of the process of recruitment. Additionally, it helps organisations
target individuals who are presumed to be the right fit and gives access to a wider range
of possible candidate’s therefore increasing diversity and opportunity within the
workplace (Acikgoz, 2013).

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Although there are however potential risks associated as transparency which defines how
reliable is the candidate information on the social network platform (Tarique and Schuler,
2010). More so, the information about employee or employer might not be enough and
more so image of the company to help make decision either to apply or to recruit
(Andrews, 2012).
However, learning how to attract top talent through building a strong image via social
media has become a crucial matter to organisations considering the fact that employing
the right and company “good fit” employee could help increase competitive advantage
and help create a better atmosphere within the organisation (Beechler and Woodward,
2009).
Importantly, social media recruitment offers companies a new dimension for hiring and
could be the way forward for many companies who have struggled over time to get a
talented individual into the company which could result in competitive advantage having
said that human capital is the most important asset of an organisation.

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2.7. Conceptual Framework
Recruitment
Social Media
Traditional
Social Media
Recruitment
Channels
Recruitment
Process
 Generating
Applicants
 Maintaining
ApplicantStatus
 InfluencingJob
Choice
Recruitment
Strategy
 Internal
Recruitment
 External
Recruitment
Social
Networking
Sites
Facebook
Twitter
LinkedIn
Traditional
Recruitment
Channels
Job boards, Job
Center, Job
Websites,
Company
Websites

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CHAPTER 3
RESEARCH METHODOLOGY
A research is well defined as what individuals embark on in order to know more about
thing in a “systematic way” (Saunders et al, 2012). Furthermore, Bryan and Bell (2011)
stated that a business research is used to shape the reality of actual world business and
management and also it serve as the intellectual tradition that shapes the social science
world at large.
This research seeks to find out about the effectiveness of recruiting employees through
social media in comparison to traditional channel; as such, this chapter will show the
different philosophies and theories of research and would explain and rationalize each
stage of the research onion.
Additionally, the diagram below shows each stage of the research onion for the research
methodology to be adopted by the author for this research.
Figure 9: Research Onion
Source: Saunders, Philip and Thornhill, (2012)

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3.1 Research Philosophy and Theories
Saunders et al, (2012), explained underlying ways of depicting research philosophy, which
includes Ontology and Epistemology. However this research seeks to use Epistemology,
which presumes questioning what is, or what should be in relation to acceptable
knowledge in a discipline.
While using Epistemology, the approach for the research is Interpretivism, which depicts a
philosophical stance of empathy by entering into the social world of the study of research,
and understand the world from their perspective (Saunders, et al., 2009).
Therefore, the focus of this research is on getting details of the situation and the reality
behind this subject matter, which can only be gotten from difference in human
perspective about the field of study.
3.2 Research Approach
This phase shows the measure to which the researcher understands the theoretical aspect
of the research as this defines the type of approach to be used in carrying out the
research. The three main approaches are Deductive, Inductive and Abductive (Bryan and
Bell 2011; Saunders, et al., 2012).
However, this research seeks to use a Deductive Approach whereby theories or
hypothesis are developed and a strategy to carry out the research is planned to test those
theories or hypothesis. Therefore, the focus is on testing the premise found in existing
theories and hypothesis developed by focusing on the reality of the subject matter and
research study.

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3.3 Research Strategy
When carrying out a research, emphasizes are made on the criteria that has to be
employed during the period of research (Bryan and Bell, 2011)
The different types of strategies as stated by Saunders et al., (2012) are Experiment,
Archival Research, Case Study, Ethnography, Action Research and Survey.
However, this research seeks to use a survey strategy which emphasizes that when
engaging business and management research; questions should be defined be on “what,
who, where, how” and are further associated with a deductive research approach which is
explorative and descriptive as the data to be collected are focused on getting answers to
the research question used to compare respondent’s views.
3.4 Time Horizon
This phase is mainly concerned on the time frame for the research to be carried out.
There are two main ways of deciding what time horizon a particular research is supposed
to be on mainly Cross-Sectional and Longitudinal (Saunders et al., 2012).
However, this research seeks to use Cross-Sectional (study done at a particular time) as
the research study has time constrain for completion.
3.5 Data Collection Method
This phase emphasizes the mediums used in collection data for the research; which could
be either or both quantitative (numeric) and qualitative (non-numeric) that can be
categorized into secondary data which are usually descriptive and explanatory and further
analysed to provide additional knowledge (Saunders et al, 2012).

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3.5.1 Secondary Research:
The main aim of collecting secondary data is to gather existing data that has already been
produced by a party. This research gathered information from Company Articles,
Company Reports, Company Publications, and Mass Media Products about companies.
3.5.2 Primary Research
This form of research is carried out to get first-hand data, which seeks to set a real base
instead of relying on gathered information from secondary sources. Amongst other
methods of primary research, Questionnaires were used to ultimately find real
information in relation to research topic.
3.6 Questionnaire
Questionnaires are used to collect data by asking people to respond to the exact set of
questions asked. They are often used as part of a survey strategy to collect descriptive
(undertaking by using people’s perspectives, opinions, behaviours, and attributes) and
explanatory data (examining relationships variables) and data collected are further
analysed using SurveyMonkey data analyser or computer packages such as Statistical
Package for Social Sciences (SPSS) (Saunders et al, 2012).
3.6.1 Types of Data Collected
There are two basic ways of asking questions when designing a questionnaire, which
includes Closed-Ended and Open-Ended. However, this research would use Close-Ended
which emphasizes that a question needs a proper response which a researcher produces a
list of answer to be chosen from to get its findings when using questionnaire that would
ultimately produce quantitative data (Bryan and Bell, 2011; Saunders et al, 2012).
3.6.2 Design of Specific Questions
The design of questions adopted in the questionnaires where section into two whereby
the first section having four questions (Q1-4) was collected in other to justify findings and
answer research questions in terms of recruitment while the second section emphasizes
on questions relating to the comparison between social media recruitment and traditional
recruitment method in other to give baseline reality to which medium is more effective
(Bryan and Bell, 2011; Saunders et al, 2012).

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Topic/Section Explanation Questions
Recruitment and Recruitment
Process
To find out about the process of
recruitment and challenges involved.
1-2
Recruitment Method This question was asked to know
which method most recruiters use
during the process of recruitment.
3
Social Networking Sites for
Recruitment
To find out which platform is been
used most when recruiting a new
employee.
4
Social Media Recruitment in
Comparison to Traditional
Method
To find out to what extent social
media can be of help to organisations
while comparing traditional methods.
5a – 5i
Rating Recruitment Response To measure the level of response
from applicants via the chosen
method of recruitment.
6
Table 3: Questionnaire Design
Source: Researcher
3.6.3 Response Mechanism
In other to get response based on individual views and perception; respondents of this
research survey were given pre-coded responses with the neutral point to either agree or
disagree; in final form called Likert Scale as a means to measure either positive or
negative response of respondent to questionnaires (Saunders et al, 2012).
3.6.4 Distribution Method
The design of a questionnaire differs according to how it is delivered, returned or
collected. The technique used for this research questionnaire was Self-completed
Questionnaires, usually completed by the respondents (Saunders et al, 2012).

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However this research seek to use Internet (web-based and e-mail) method for sending
questionnaire to be filled via SurveyMonkey. This choice was made based on the fact that
it provides easy of sharing the survey with right people and sample size and also includes
ability to analyse survey data in real time. As this would be easier for respondents to fill in
and the researcher could get feed backs immediately.
3.7 Sampling
Sampling is the act, process or technique of defining a population i.e. defining a portion,
piece or segment that represents the whole population. It is the process of taking a small
part of a population as a sample for testing, analysing etc. (Weathington, et al., 2012)
3.7.1 Methods of Sampling
There are four methods stated by Saunders et al, (2012) in the process of drawing samples
from a population (sample techniques), which includes; the simple random sampling,
stratified sampling, cluster sampling and Systematic sampling.  
However, in the course of this research, the simple random technique was adopted in
other to define the population to be studied. This technique of sampling was used in the
research so as to give every member of the population equal chance of being selected as
sample without bias or favour.
3.7.3 Sample Size
A sample is a part of a population and it consists of a sub group drawn from the target
population. It is concerned with the selection of a subset of individuals from within a
statistical population (Saunders et al, 2012).
For this research, fifty questionnaires were sent out to employers (recruiters) engaged in
either methods of recruitment (Social Media and Traditional Media) through
SurveyMonkey. However, this sample size was chosen due to the limitation of time
constrain and easy of getting findings to research questions.

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Chapter 4
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
This chapter shows the result of the presentation, analysis and interpretation collected
through a survey in the form of questionnaire (see appendix) that was conducted to
measure the view and opinion of respondents. The survey was carried out online via
SurveyMonkey platform and links were sent to different recruiters through email and
other channels to employers for ease.
The analysis of data starts with the questions based on experience and primary use of
channels of recruitment. Questions presented in the questionnaires based on the
objectives of the study will also be analysed.
4.1 Research Question (Key Findings from Questionnaires)
Question 1
Most important considerations when recruiting a new employee
Figure 10: Questionnaire’s Outcome 1

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4.1.1 Interpretation for Question 1
To this, 96% of the participants consider Relevant Skills and Experience, 40.00% consider
Certifications, and also 26% consider Personal Achievements while 20% consider Personal
Profile/Information.
This actually shows that the majority of the respondents’ are of the opinion that it is
important to consider Relevant Skills and Experience and Certification when employing a
new employee.
Question 2
Challenges employers face during recruitment

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4.1.2 Interpretation toQuestion 2
To this 42%of employers face the challenge of Shortlisting Candidates the most, 34%
responded that they face challenge at the Selection stage of the recruitment process
while 16% responded that carrying out Interviews for potential employees seems to be
the challenge they face the most and finally 18% responded that the main challenge they
face is Attracting potential employees.
This actually shows that most respondents mainly face the challenge of Shortlisting
Candidate during the recruitment process of getting a new employee to fill open
positions.
Question 3
Recruitment Method Primarily Used

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To this 52% of respondents use Social Media (LinkedIn, Facebook, Twitter) while 48% of
respondents use Traditional (Job Boards, Employment Agencies) when engaging in
recruiting a new employee to fill vacant positions within the organisation.
This actually shows that use social media as a medium engaged during the recruitment
process of getting a new employee to fill open positions. Though the response was nearly
equal, with slight difference in response, which shows that many organisations still use
traditional method during the process of recruitment.
Question 4
Social media channel used the most for Job Posts/Recruitment

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To this 44% of respondents prefer use LinkedIn for Job Posts and Recruitment, whereas
12% prefer to use Facebook while 4% of respondents prefer to use Twitter when engaging
in the process of recruiting a new employee to fill vacant positions within the
organisation.
This actually shows that most recruiters use LinkedIn as a medium engaged during the
recruitment process of getting a new employee to fill open positions.
4.2 Test of Research Questionnaire
This section shows the perception of respondents regarding the test of research
questions.
Statement Question 1: The adoption of social media for recruitment is beneficial to
organisations.

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4.2.1 Interpretation of Statement Question 1
The above table shows that 46% of the respondents strongly agreed that the adoption of
social media is beneficial to organisations, 40% of the respondents strongly agreed to this
statement, 8% of the respondents were undecided about the statement, and 6% strongly
disagreed with the statement while none disagreed regarding this statement.
This shows that many of the respondents concurred to the statement that the adoption of
social media for recruitment is beneficial to organisations.
Statement Question 2: Social media recruitment methods are cost-effective than

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The above table shows that 59.57% of the respondents agreed that social media
recruitment methods are cost-effective than traditional methods, also 31.91% strongly
agreed to this statement, 6.38% were undecided about the statement, 2.13% strongly
disagreed with this statement while the remaining 6% respondents did not fill in their
opinion regarding this statement.
This shows that majority of the respondents concurred to the fact that social media
recruitment is cost-effective for organisations than traditional methods.
Statement Question 3: Social media recruitment methods offer a wide range of applicants
to recruiters than traditional methods.

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The above table shows that 56.25% of the respondents agreed that social media
recruitment methods offer a wide range of applicants to recruiters than traditional
methods, also 31.25% of the respondents strongly agreed to this statement, 8.33% of the
respondents disagreed with the statement, 4.17% were undecided about to this
statement, while 2% did not fill in their opinion about this statement.
This shows that majority of the respondents concurred to the fact that social media
recruitment methods offer a wide range of applicants to recruiters than traditional
methods.
Statement Question 4: Social media recruitment opens applicants to a wider range of job
postings than traditional methods.

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The above table shows that 56% of the respondents agreed that social media recruitment
methods opens applicants to a wider range of job postings than traditional methods, also
34% strongly agreed to the this statement, 6% were undecided about this statement, 4%
disagreed with the statement, while none strongly disagreed with this statement.
This indicates that most of the respondents concurred to the fact that social media
recruitment methods opens applicants to a wider range of job postings than traditional
methods.
Statement Question 5: I believe company image attracts more applicants to job openings.

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The above table shows that 52% of the respondents strongly agreed that company image
helps to attract more applicants to job openings, also 38% of the respondents agreed to
this statement, 8% were undecided about the statement, 2% disagreed with the
statement, while none strongly disagreed in regards to this statement.
This shows that most of the respondents concurred to the fact that social media
recruitment methods company image helps to attract more applicants to job openings.
Statement Question 6: Candidates recruited via social media are of quality and company
good fit than traditional methods.

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The above table shows that 38% of the respondents disagreed that candidates recruited
via social media are of quality and company good fit than traditional methods, also 32% of
the respondents were undecided about the statement, 24% of the respondents agreed to
this statement, 4% strongly agreed with the statement, while 2% strongly disagreed with
this statement.
This indicates that most of the respondents disagreed that candidates recruited via social
media are of quality and company good fit than traditional methods.
Statement Question 7: Using social media medium for recruitment aids easy and faster
decision-making than traditional methods.

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The above table shows that 46% of the respondents strongly agreed that using social
media medium for recruitment aids easy and faster decision-making than traditional
methods, also 26% of the respondents were undecided about this statement, 16% of the
respondents disagreed with this statement, 10% strongly agreed to this statement, while
2% strongly disagreed regarding this statement.
This illustrates that most of the respondents concurred to the fact that using social media
medium for recruitment aids easy and faster decision-making than traditional methods.
Statement Question 8: I believe social media will become the main channel of
recruitment in the nearest future.

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The above table shows that 58% of the respondents strongly agreed that social media will
become the main channel of recruitment in the nearest future, also 16% of the
respondents agreed to this statement, similarly 16% disagreed to the this statement, 10%
were undecided about this statement, while none strongly disagreed regarding this
statement.
This confirms that majority of the respondents concurred to the fact that social media will
become the main channel of recruitment in the nearest future.
Question 9
How encouraging is the response from Job Seekers

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4.2.9 Interpretation of Question 9
To this 62% of respondents rated that response gotten though primary method was very
good, whereas 26% said response via their own choice was good, while 10% of
respondents said it was excellent and 2% said response from job seekers was fair when
engaging in the process of recruiting a new employee to fill vacant positions within the
organisation.
This actually shows that most respondents are satisfied with the medium engaged during
the recruitment process of getting a new employee to fill open positions.
4.3 Summary
The finding of the survey ultimately emphasizes the fact that the adoption of social media
during recruitment process is beneficial to organisations. Furthermore, the use social
media medium for recruitment aids easy and faster decision-making than traditional
methods. On the other hand, survey finding shows that candidates recruited using social
media are not as quality and company good fit as thought.
Finally, it was observed that many are of the opinion that social media recruitment would
be the main channel engaged when recruiting employees.

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CHAPTER 5
SUMMARY OF FINDINGS, CONCLUSION AND RECCOMENDATIONS
5.1 Introduction
The aim of the research is to investigate on the effectiveness of recruiting employee’s
though social media in comparison to traditional method. This chapter however discusses
the empirical findings of this study and how it links to the literature review. The result of
this study was discussed also showing limitations of study and conclusions were drawn
from the findings while recommendations for further studies were made.
5.2 Review of the research objectives
The research objectives were listed in Chapter 1, which includes:
1. To identify and explore to what extent the adoption of social media is beneficial to
organisations during recruitment process
2. To identify and explore to what extent the use of social media is beneficial to the
applicants.
3. To analyse whether the pool of applicants is larger and credible when social media
channels are used rather than traditional methods.
4. To access the cost effectiveness of social media techniques as opposed to
The author argues that al the four research objectives were achieved during the course of
the study. The literature review contained the full information regarding recruitment and
social media; and majorly explored different areas regarding these topics in other to fully
understand the notion of social media recruitment. Gaps between theories have been
identifies and explored by practice through survey.

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5.2.1 Theoretical Findings
 The aim of recruitment is to get the best individual for vacant positions within an
organisation; however the changing business scenarios have made organisations
to be strategic in their hunt for a new employee that can fit into the vacant
position (Sangeetha, 2010). Furthermore, organisations seek better mediums that
can aid the process of recruitment.
 Due to the technological shift over the years, several social media platforms were
created for different purposes as a medium to engage people by linking them to
each other. However, Kaplan and Haenlein (2010), explain that social media could
be used to depict variety of technologies, which include, Blogs (WordPress, Blogger
etc.), Social Networking Sites (Twitter, Facebook LinkedIn etc.), and Communities
(Photo sharing, Video sharing etc.) amongst others.
 The honeycomb model shows the individual functionality that defines the
utilization of social media by user-experience; this includes: Identity,
Conversations, Sharing, Relationship, Presence, Reputation and Groups.
Additionally, emphasises are stated on how organisations can benefit from
monitoring this elements of social media when engaged by users (Kietzmann et al.,
2011).
 Competition for potential employee has become fierce amongst organisations; as
such organisations began to adopt Social Media during the process of recruiting
employees as a strategy to beat the competition with the hope that the right
candidate could be engaged through the use of this medium; as this proposes a
more conventional way rather than traditional means of getting a new employee
into company.
 Social networking sites are been engaged by companies to improve their means of
communicating available job posts, improve their brand image through social

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media in other to attract the right candidate for the job, and benefits from its cost-
effectiveness.
5.2.2 Empirical Findings
However, the research that has been carried out seeks to determine the effectiveness of
recruiting employees through social media in comparison to traditional methods and how
beneficial is it for organisations to adopt social media as a medium of recruitment as
proposed in the review of other literatures. In other to answer the research questions,
Questionnaires were administered using SurveyMonkey to find out the view of
respondents on the research topic. The view of the respondents on the effectiveness of
recruiting employees through social media in comparison to traditional methods was
 expressed in five ways; strongly agree, agree, undecided, disagree and strongly disagree.
 
After the research and analysis were carried out, these were the findings:
 The study revealed that that most of the respondents agreed that social media is
beneficial to organisations.  
 This finding of this study denoted that majority of the respondents agreed that
recruiting through social media is cost-effective.  
 The study concludes that social media opens applicants up to a wide range of job
vacancies and also offer a wide range of applicants to recruiters looking for
potential employees.  
 The finding of this study reveals that a higher percentage of respondents
disagreed that candidates recruited through social media are of quality (credible)
and company good fit than the traditional methods.  
 The study denoted that using social media during the process of recruitment aids
easy and faster decision-making than traditional methods.
 The study denoted that the brand image of an organisation impacts the amount of
potential employees attracted to job openings.
 As expressed analysis, the finding arrives at the point that social media will
become the main channel of recruitment in the nearest future.

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5.3 Linking Theory to Study (Conclusion)
In conclusion, the research has been an exciting exposition into the effectiveness of
recruiting employees through social media in comparison to traditional methods.
The primary research gave a strong base to the notion that social media plays a major role
during recruitment process as social media provides wide range of job vacancies for
potential applicants and also provides employers with wide range of applicants.
Furthermore, company image impacts on the process of attracting applicants to job
opening.
On the other hand the best applicants are not gotten through social media based on
primary research findings when compare to traditional method or channel of recruiting
new employees as opposed to secondary research.
However, the primary research carried out supported secondary research, which
emphasises that the strategy of recruiting new employees through social media is easier
and faster, cost-effective and beneficial to organisations; furthermore be the main
channel used in the nearest future for recruiting employees to fill open positions within
organisations.
5.4 Limitations of the Study
The limitations of this study includes:
 Questionnaire: The questions presented in the questionnaire were not diversified
enough.
 Time: this is a huge constraint on this study because the time frame for the
research work was relatively short.
 Attitude of Respondents: Most of the employees were too busy with their work to
concentrate fully on the task at hand being the filling of research questionnaires as
such the best the researcher could do was to use SurveyMonkey to ease the
process and make the questions as simple as possible for ease of response.
 Sample Size: The sample size may not represent all the recruiters engaged in either
social media or traditional method of recruiting potential employees.

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5.5 Recommendation for FurtherStudies
It is hereby suggested that future researchers or scholars on this study should ensure
achievement of the following:
 Diversification of question: the questions presented in the questionnaire should be
more diversified, so as to ensure the questionnaire correctly measures to what it
was designed to measure.
 Time: The research of study should be given a longer time in other to get better
findings.  
 Larger Sample Size: A wider sample would generate wider findings and establish
more reliable generalizations.
 Theoretical: More theoretical knowledge or theories should be established for
wider acceptability as there has only been a limited amount of research that has
been carried out on the effectiveness of social media recruitment in comparison to
traditional method of recruitment; further knowledge and more direct theories
need to be formulated.  
5.6 Recommendations for Recruitment Companies
Most dissertations often wrap up with actionable recommendations for organisations
(Saunders et al., 2009). The author recommends the following:
 Organisations who plan to engage social media during recruitment process should
have the right set of competencies and capabilities in other to succeed as it is
important to have enough knowledge and take into account the dynamic
functionality of social media else failure is inevitable. Knowledge is Key.
(Companies could provide training for those involved within the organisation)
 Organisations who do not currently engage in social media recruitment should
explore at the very least in other to become familiar with the trend and explore its
benefits as they risk being left behind as change is in the air.
 Organisations should see to have enough knowledge about potential applicant or
employee from other means other than applicant’s social media platform, as one
cannot be sure of its credibility.

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 Organisations should use social media platforms as part of a wider strategy for
recruitment in conjunction with traditional methods as to be able to also not lose
out on candidate who do not have access to social media platforms.
-

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