After reading the following text: The area of human resource management (HRM) has roots in the 1800s as a result of Robert Owens' development of "welfare to work," which sought to improve the working environment for employees (Deadrick & Stone, 2014). From the beginning of the 1900s to the 1970s, HRM became broader, encompassing the era of Fredrick Taylor, who strived to increase production efficiency. During this period, the field of HRM was seen as relevant to the relations movement. For instance, significant acts were enacted due to oppressive management practices in the United States. The Wagner Act of 1935 gave employees the right to unionize; the Taft-Hartley Act was later passed to balance union and management power (Deadrick & Stone, 2014). The early theory behind HRM was mainly concerned with welfare, safety, and psychological movements (Kaufman, 2014).

However, HRM is more than theories of motivations and relations; in the present time, it is viewed and accepted as a strategy that enhances the effectiveness of the overall business. Human resources management is now defined as policies, processes, and systems concerning incorporating employee performance into the overall company strategy (Noe, Hollenbeck, Gerhart, & Wright, 2014). Subsections or departments included are recruiting, training and development, performance appraisal, reward systems, and compensation. HRM must consist of staffing and hiring, which begins with recruiting. Recruiting objectives range from filling vacant positions to the type of candidates sought and the time frame to fill positions (Breaugh, 2008). The recruiting strategy consists of whom, where, and how to recruit. The following steps include the actual recruitment activities and results compared to the objectives (Breaugh, 2008).

2.1 Evolution of Recruiting

As the overall HRM has expanded to include more extents and topics, the specific area of recruiting and its following procedures of screening and selecting have also evolved. For instance, from the 1950s to the 1980s, around 75% of candidates were reached through newspaper advertisements (Hebberd, 2017). By the end of the 1900s, several web-based recruiting sites were launched, including careerbuiler.com, hotjobs.com, and monster.com, thus opening the path for online job seekers, which increased from 6% in 2002 to 96% in 2006 (Hebberd, 2017). The modern extent of recruiting mainly consists of the Internet, which, as of 2012, became the number one source for recruiting; in addition, more than 90% of employers use SNS for screening purposes, and 97% of recruiters use LinkedIn for hiring purposes (Hebberd, 2017). Because of the advancement of technology, HRM has seen further opportunities for growth, specifically in the area of recruitment; however, employers must not expect that such advancements will solve all HR issues and will only bring them superior employees. The digital era in the employment cycle should be incorporated with vigilance. This leads to the need to inform employers of the different aspects of integrating the internet sites (specifically social networking sites in the current day) used in the recruiting, screening, and selecting processes. As a theory, it could be predicted that social networking sites are more valuable for recruiting than screening.

Answer the following questions:

• What approach was used for the research? (e.g., quantitative or qualitative, analysis/review of theory or current practice, comparative, case study, personal reflection, etc...)
• How objective/biased is the approach?
• Is this research valid? Why or why not?
• Is this research reliable? Why or why not?