SPECIAL SECTION: CRUISE TOURISM AVAILABLE ONLINE

Journal of Hospitality and Tourism Management

e2c: Maximising Electronic Resources for Cruise Recruitment

Philip Gibson and Jennifer Swift

Plymouth Business School, University of Plymouth, United Kingdom

Many successful organisations consider Internet recruitment to be an important element of their recruitment strategy, in order to promote, attract, manage and inform applicants in what is seen to be a cost and time effective manner (Anderson, 2003; Bartram, 2000; Parry & Tyson, 2008). This article contributes to the understanding of this subject by considering the content and characteristics of online recruitment resources within the cruise industry with reference to the resultant attitudes and behaviours of prospective employees. This study sought to critically analyse the effectiveness of online resources to attract and inform future employees within the hotel sector of the cruise industry and make recommendations to employers in relation to developing practice. A research plan was formulated that aimed to take a multimethod approach to revealing practice and potential client perceptions. This approach included conducting a comparative analysis of cruise websites using a modified version of a conceptual e-recruiting model, as defined by Young and Foot (2005). In addition, a cruise industry recruitment specialist was interviewed to capture key contextual and strategic data. Thereafter, data from a focus group involving final year Cruise Management students from the University of Plymouth, were collected to highlight perceptions of online recruitment resources from the potential employees perspective. The investigation reveals that many elements such as content usefulness, web site attractiveness and usability have a major influence on prospective employees perceptions and opinions of a company or cruise brand and that cruise brands have yet to harness the full capability of the medium to best effect.

Keywords: cruise employment, e-recruitment, social networking

Attracting Talent Digitally

The evolution of cruising as a form of vacation has led to the development of a modern day conundrum; how to locate and recruit the right type of people for this demanding maritime industry in an ever-changing global employment marketplace (Glen, 2008). The continuing growth of the global cruise industry has resulted in increasing demand for the recruitment of both officers and crew in all departments on board ships (Gibson, 2008). New ships, many of them capable of carrying between 1,200 and 2,300 crew are being built (Cruise Industry News, 2009), so it is hardly surprising that cruise brands are energetically focusing efforts on recruitment. Companies must ensure that recruitment strategies and activities are successful in attracting and selecting suitable employees in order to meet rising demands. The

Correspondence
Professor Philip Gibson, Plymouth Business School, University of Plymouth, Drake Circus, Plymouth, UK PL4 8AA. E- mail: pgibson@plymouth.ac.uk

Gibson, P., & Swift, J. (2011). e2c: Maximising electronic resources for cruise recruitment. Journal of Hospitality and Tourism Management, 18, 6169. DOI 10.1375/jhtm.18.1.61

61

Journal of Hospitality and Tourism Management

growth and success of internet recruitment over the past decade, suggests that online recruitment is very important for the cruise industry in particular in order to attract and inform potential applicants (Millar, 2010). The cruise industrys employment conundrum is due to the peculiar nature of cruise employment, which means that cruise companies cast their nets globally in order to ensure they select employees that are well suited to the brand dynamics (Gibson, 2006). Moreover, every cruise brand and company competes in a world where the ships registration status, or the flag of convenience as it is commonly referred to, has a bearing on what crew are paid and their terms and conditions (Klein, 2005). Flags of convenience were intended to create a level international trading position but, a by-product is the way the international agreement has led to the adoption of a base level of pay and conditions that has fast become the normative position for most contemporary cruise brands (Gibson, 2008). In addition, and to further amplify the challenge, cruise industry growth, driven by a period of investment in the construction of new and larger vessels has put pressure on recruiters who are charged with scaling up their efforts to ensure ships are staffed in accordance with regulations and operations (Gibson, 2009).

Philip Gibson and Jennifer Swift

Finally, cruise companies tend not to have the resources to manage their own recruitment; they frequently employ agents to source personnel and a common charge is that potential employees are uncertain how to access jobs (Bow, 2002). There is evidence from existing studies that suggests there is a significant link between online recruitment resources and the resulting attitudes and behaviour of prospective employees (Dickson & Nusair, 2010). Yet, as noted by Parry and Wilson (2009), there is little to suggest how to effectively design or manage resources to ensure a successful response, nor is there much in the way of critical discourse on the utilisation of online social networking as a recruitment tool. In addition, there is a scarcity of research relating to the cruise industry and erecruitment with the notable exception of a recent study by Millar (2010). Therefore, this research project aimed to respond to the aforementioned challenges, by analysing the use of online resources to attract and inform future employees for the hotel sector of the cruise industry. In completing this study and publishing the results, recommendations are provided that are intended to assist cruise employers seeking to develop e-recruitment resources. This article presents an overview of the literature that helps to reveal the complex realities of online recruitment for cruise careers. The methodology that was adopted is described to demonstrate systematicism, careful planning and judicious application, albeit within certain constraints. Thereafter, the findings are considered and a series of recommendations made before the work reaches its natural conclusion.

Literature Relating to the Subject: A Brave New World

Within an age of innovation and technology, the business of recruitment is constantly changing (Hjalager, 2010) and, in this brave new world, the internet creates the potential for organisations to transform the way they communicate recruitment opportunities and information (Singh & Finn, 2003). Anderson, (2003) declares the business world has responded positively to the Internet as a medium for supporting recruitment practices. This growth is not surprising considering that there are approximately 1.5 billion individual Internet users worldwide (McQuade, 2009). In June 2009, Wilkinson (2009), noted that Google recorded over 124 million searches for the term jobs. A similar search for this article shows this number has risen exponentially to nearly 2 billion (September, 2010). As a result of this relentless digital onslaught, major organisations have little choice but to ride the wave of social change and invest in the infrastructure to place recruitment materials online so as to attract and inform prospective employees. According to the Chartered Institute of Personnel and Development (CIPD, 2009), 75% of organisations are using their own corporate web sites to attract applicants and corporate websites are preferred to job boards and other intermediary sites. Apart from the aforementioned rapid growth in popularity, the use of online recruitment methods appears to 62
Journal of Hospitality and Tourism Management

offer a multitude of benefits for both the employer and prospective employees. The most evident, and of particular importance for cruise employers, is the global outreach allowed by online methods, which enable companies to communicate opportunities on an international level (Galanaki, 2002). Capelli (2001) postulates that there is a considerable reduction in recruitment expenses when using Internet technologies with as much as a 95% reduction on costs compared to more traditional forms of selection and hiring. Successful online materials also provide opportunities for employers to strengthen and promote their brand image; an important factor when attracting potential employees. This is easier to achieve online as organisations retain control over the content and design of information provided (Allen, Mahto, & Otondo, 2007). Furthermore, online recruitment may be perceived as more desirable for the applicant as it can provide a cheaper and often easier alternative to application letters and phone calls (Verhoeven & Williams, 2008). A variety of literature exists within the domain of Internet recruitment, often aiming to identify success factors and best practice. A substantive group of researchers within this literature proposes a significant link between online recruitment resources and the corresponding reaction of prospective employees pointing towards the notion that websites influence perceptions and impressions about employers and their organisational image (Braddy, 2007; Cober, Brown, Keeping, & Levy, 2004; Thompson, Braddy, & Wuensch, 2008). In contrast to this, Williamson et al. (2003) suggest that a badly designed site can have highly detrimental effects on brand image. Williamson et al. (2003) and Cober et al. (2004) reflected on the most effective characteristics and components of online recruitment materials noting that best practice was elusive. One of the most recent and conclusive studies analysed the content of corporate web sites of Fortune 500 companies, said to represent the largest of employers and, therefore, more likely to have developed career sites with large potential audiences (Young & Foot, 2005). Findings resulted in a catalogue of core, secondary and tertiary content types with core content being the most frequently found information including applicant information, job descriptions, company background and employee benefits. Zusman & Landis (2002) highlight the power of attention grabbing and interaction generation that arises when the web page is deemed to be attractive. They attribute features of attractiveness to be connected to the use of, and subtle interplay between, bold colours, creative fonts and pictures. Cober et al. (2004) confirm this judgement, noting that the integration of web features including moving pictures, animation and sound, enriches the viewers experience and makes the job seekers task more motivating. Therefore, the benefit of websites in achieving this task becomes increasingly open ended because of the almost limitless capacity for managing information and data.

Maximixing Electronic Resources for Cruise Recruitment

Applicants were reported as being more attracted to websites that were easy to use and, concomitantly, more willing to apply to companies in which web sites were easily navigated (Williamson et al., 2003; Braddy et al., 2005). This implication infers that potential applicants may be dissuaded from progressing if a web site is perceived as difficult to use or relevant information cannot be found. Williamson et al. (2003) stress the importance of this negative perception when career sites are independent of the main corporate web site. If an applicant cannot easily find a link to the career site they may dismiss it from their search. Signalling theory suggests that in the face of incomplete information and uncertainty, job seekers use available information to make judgements about unknown job and organisation characteristics (Braddy et al., 2005; Spence, 1973, cited in Allen et al., 2007). When applied more specifically to internet recruiting, signalling theory suggests that in the absence of other information, applicants will use peripheral cues from recruitment websites to form initial opinions. Thompson et al. (2008) propose that the application of signalling theory provides a theoretical dimension to the effects of e-recruitment on job application, showing that an improved impression of the hiring organisation leads to an increased desire to pursue employment. The Association of Graduate Recruiters (2009) recorded the number of people graduating from university and actively looking for work as being 185,000 per year, a figure that appears to be proving problematic because of recent economic conditions (Green & Zhu, 2010). The survey also shows that an organisation led Internet site is the recruitment option preferred by graduates (Branine, 2008). Social networking must also be considered when looking to recruit young talent, as data suggests this will

become a significant source of quality candidates in the future. Social networking communities such as Facebook and LinkedIn allow businesses to connect with available talent workers, with whom they would not otherwise reach (Jing, Chang, Hussain, & Chin, 2010). In contrast to what has been discussed up to this point, there is a remarkable scarcity of literature concerning the cruise industry in general and specifically in relation to cruise human resource (HR) practices. Wu and Cheng (2006) undertook a study on nationality at sea and Weaver (2005) has examined the interactive nature of cruise employment. Gibson (2008) reflects on cruise training, professional development and internships. Klein (2005) considers the impacts of cruise ship practices and policies on crew recruitment and Raub and Streit (2006) consider the dynamics of cruise recruitment. Thereafter there is a chasm of the unknown; a reflection of the way that cruise companies prefer to manage publicity in relation to their HR practices. The media has not always been kind to the cruise industry and this has led to a tight-lipped response to most researchers from embattled cruise executives challenged to respond to charges in relation to global recruitment strategies. Within the cruise industry, the availability of graduate opportunities appear to be increasing with some brands now offering graduate training schemes and others providing work experience. Over the years a number of cruise brands have worked with the University of Plymouth to provide onboard training and cadetships for students within Hospitality and Cruise Operations Management. Such schemes provide opportunity for these brands to access to specifically trained and qualified graduates for this increasingly competitive yet peculiarly specialised industry. Despite recent economic difficulties, the global cruise industry has experienced continuous growth, outperforming all other areas of hospitality and leisure. The increase in the size of the global cruise fleet mirrors that of the worlds shipping fleet, which means increased competition for quality, qualified employees (Cruise Industry News, 2008). Current industry trends show new builds are increasing in size, resulting in a further rise in manning requirements. The worlds largest cruise ship, Oasis of the Seas, carries 2,165 crew members. An identical sister ship will join service in 2010 significantly increasing the need for more new recruits (Davies, 2009). A competitor company, Carnival Corporation (2010), employs 70,000 shipboard employees across their 97 ship fleet and is constructing 10 new ships by 2014.

Research Methodology
The nature of the research suggests an interpretive approach is necessary in order to develop an in depth investigation. Therefore, research carried out has a qualitative focus. A multimethod or triangulation approach (see Figure 1) was used to assure the validity of research results (Veal, 1997). In phase one, content analysis of industry recruitment web sites provided a bedrock of data collection for the project in demonstrating actual practice. Phase two helped to develop the emerging understanding
Volume 18 2011

Figure 1
The research approach triangulation in action.

63

Philip Gibson and Jennifer Swift

from phase one by considering the reasons why practice, in terms of the utilisation of e-recruitment, is as it is and the ambitions held by a major employer in to develop practice. Phase three provided the final element for the researcher by considering the user of the recruitment web sites and identifying points of importance from their perspective. The research process follows an inductive process so that observation and description are followed by analysis to provide an explanation of findings. The sample sizes are small but, by carefully selecting the best research subjects possible in terms of applied and contextualised knowledge, the outcomes carry good levels of credibility. In the first instance content analysis of the online recruitment resources offered by 20 major cruise brands was undertaken to highlight similarities and differences in information provided by each cruise brand and then rated on ease of usability and level of attractiveness. The sampling method was nonrandom and based on a list of 25 cruise brands, all members of Cruise Lines International Association (CLIA). Of these 25 brands, 10 were removed from final analysis, 7 provided no significant careers information or online recruitment facility, while 3 directed users to an external job site. An additional four major non-CLIA cruise brands were added along with the recently launched Carnival UK careers web site, to ensure the sample size would generate sufficient data for analysis (Clark et al., 1999). The data collected from this first phase of the research project was intended to provide both a clear picture in terms of current practice and also a focus for commentary in terms of content analysis. Recruitment resources were identified using a brand specific search through a leading search engine. Each brand name was entered into the search facility followed by the word careers (Cruise Brand Careers). The ranking position of the appropriate link was then recorded. The relevant link was followed to career pages within the corporate site or, when available, independent careers sites. A content framework based on a framework used by Young & Foot (2005) was produced to allow for the comparison and analysis of these recruitment resources. This framework was designed to establish the presence or absence of a number of web site elements including types of information and features included. This framework was adapted to ensure suitability to recruitment methods within the cruise industry. Content was modified to include topics such as information on contract length, medical certificates and visas. Further information was collected on web site usability and attractiveness and rated on a 5-point scale to represent ease of use and perceived attractiveness. Content analysis was carried out by an independent participant under the supervision of the researcher. The participant was fully briefed on the intent of the research and the scales and measures involved. This prevented any bias towards results of the analysis and ensured all resources were investigated by the same person, under the same parameters. A semistructured interview was used to provide qualitative data from an industry source referred to as Expert 64
Journal of Hospitality and Tourism Management

1. The respondent was responsible for a major cruise companys recruitment operations and, therefore, represented a number of different cruise brands. This subject was also responsible for all online recruitment operations and had been involved in planning, creating and launching a new web site based on careers and opportunities. Finally, a sample of four students currently studying Cruise Operations Management at The University of Plymouth was selected to participate in a focus group. These students were selected to represent prospective applicants and, therefore, employees because they all aspire to work within the cruise industry in the future. The sample included both male and female participants of a similar age, some of whom had previous experience working within the industry. The participants will be identified as subjects one to four in this article. The protocols adopted for operating the focus group were informed by Greenbaum (1998) in terms of how to manage small groups, planning the focus group, recording data, dealing with ethical issues and analysing the data. Prior to the focus group, each participant was provided with a list of the online resources used within the aforementioned comparative analysis. Participants were asked to look at these resources before attending the focus group. The researcher introduced them to the nature and aims of the focus group activity and encouraged all participants to take part in discussion, highlighting both positive and negative views. Within the activity, participants were asked a range of questions relating to online recruitment resources, their opinions of these and the possible influence of such resources on their perceptions. The discussion was recorded and transcribed for further analysis. According to Clark et al. (1999), general codes of research ethics exist, which state that no harm should befall the research subjects and subjects should take part freely and on the basis of informed consent. There was no recognised risk or harm to participants associated with the research methods used and the research did not involve any sensitive or offensive topics. Within the research carried out, participants were asked to volunteer if they were willing to take part therefore all were participating freely. Participants were briefed on the nature and intent of the research and the use of findings and results. It is also recognised that the researcher has an obligation to ensure confidentiality of data collected (Veal, 1997).

Net Results
Online recruitment provides a number of opportunities and benefits to both recruiters and applicants although, in common with other methods, issues and disadvantages do exist. According to Expert 1, cost is a major advantage in relation to online recruitment as it is a cheaper alternative to traditional methods and allows for almost limitless information which can be constantly adapted or updated. In addition online recruitment was said to be a more efficient option. On the negative side Expert 1 cited the large number of speculative curriculum vitaes (CVs) and the initial costs of implementing online resources. It was established when selecting web sites for analysis that 66.6% of cruise brands provided a dedicated section

Maximixing Electronic Resources for Cruise Recruitment

or web site to careers and recruitment. Of the 20 resources included in the final analysis, 5 were dedicated careers sites, independent of the cruise brands corporate web site. The remaining 15 were pages found within the corporate sites, all of which had links from the web sites home page. The amount of useful information offered by a recruitment resource was found to vary greatly, ranging from single pages to entire web sites offering what was considered to be relevant content and information. Expert 1 declared that:
The web site will be a portal for information. I think the more information we can give at such an early stage, the better it will be particularly for the (recruitment) team, it will ensure that people sending in their CVs know what they are applying for and what is actually involved.

Table 2
Secondary content within cruise employment websites
Web site content (Secondary content) Working hours/contract length Training and development Culture/working environment Presence within web sites (out of 20) 7 5 5 Presence within web sites (as a percentage) 35% 25% 25%

Because I have worked before I would go onto a web site looking for certain information like what they can offer me and how quickly I could progress, but obviously that is because I have experience and Im looking to compare the company and the benefits to my experience.

Subject 3 adds:
I watched a video in one of our lectures on how the galley and the pass worked, which I didnt know before and found really interesting. I thought it was a good idea, I had never seen anything like that.

Expert 1 notes that:

What weve done with the new site is to use it to really paint a picture of what it is to work at sea. You can see our ships, with people talking about teamwork, working onboard and career progression onboard.

An analysis of core or primary content (the information most commonly found within recruitment resources) reveals the following (see Table 1). As it can be seen from the results, the majority of these core elements were well represented within the web sites analysed. However, content such as company history and employee benefits featured in only a small number of the sites. Subject 3 believes:
I would look for the benefits as well to see what the benefits of working for a company are. I think they should be easy to find and I think that if you havent worked onboard before or you are new to the industry you have a different approach and you are looking for the good bits like the benefits and the opportunities.

Tertiary content provides a more personal feel when viewing the website or recruitment pages. This includes features such as employee testimonials, profiles, and daily routines (see Table 3), which were rarely found. Only one of the recruitment resources included information on daily routines and just two provided a question and answer feature. Subject 1 believes that:
I think if they use pictures of the crew at work in their uniform and then outside of work enjoying themselves it gives a positive impression of working for that company and shows that they want you to enjoy yourself and have a life as well.

Subject 3 is of the opinion that:

I think personal accounts and interviews can be good as long as they dont look staged. It gives you a better understanding.

Expert 1 commented on the need for lots of basic information including explanations of different departments and detailed job descriptions. Secondary content was found less frequently than the core content, although this type of information does feature in many recruitment resources (see Table 2). Twenty-five per cent of all web sites featured information regarding training and development opportunities and the work culture within the organisation. Subject 1 comments that:

Table 1
Core Content Within Cruise Employment Web Sites
Web site content (Core/primary content) Welcome note/statement Vision/values Company history/background Positions available Job descriptions Job requirements Application details Online application process Employee benefits Presence within web sites (out of 20) 17 10 5 17 15 15 15 17 7 Presence within web sites (as a percentage) 85% 50% 25% 85% 75% 75% 75% 85% 35%

Focus group participants concluded that including pictures of crew members gave a positive impression of working for that company. Participants also agreed that the presence of a question and answer feature was very useful and that such content would be particularly appreciated by those with no previous experience in the industry. A category of additional content was added to the analysis to include the more esoterically cruise specific elements which would be considered valuable within the industry. While this information may not be considered vital, it can provide important information on issues specific to the industry (see Table 4).

Table 3
Tertiary Content Within Cruise Employment Web Sites
Web site content (Tertiary content) Employee profiles/testimonials Average daily routines Questions and answers Accommodation/living conditions Presence within web sites (out of 20) 3 1 2 6 Presence within web sites (as a percentage) 15% 5% 10% 30%

Volume 18 2011

65

Philip Gibson and Jennifer Swift

Table 4
Additional Content Within Cruise Employment Web Sites
Web site content (Additional content) Medical/visa requirements Safety responsibilities Organisational hierarchy Travel information Presence within web sites (out of 20) 8 2 3 2 Presence within web sites (as a percentage) 40% 10% 15% 10%

I think that the web sites that clearly show how to apply are best because some of them, its difficult to find and can just be in the small print at the bottom. The better ones have a main section or a big link to say like apply here or apply now. It looks really bad if they have no information or things dont work because it looks like they arent updating it and like they cant be bothered.

Subject 4 adds:
Some of the web sites have so much information it is difficult to find the bit you are looking for, which is okay if you have the time to read through and explore, but if you need a specific bit of information, it can put you off.

Expert 1 admits: Information on medical and visa requirements was included within 40% of the web sites, which was more prevalent compared to elements such as safety responsibilities and travel information that featured in just 10%. Subject 3 asked:
Is there anything about safety because that seems to be a big deal but I havent seen it on a website? Our main way of advertising currently is through the XXX cruises web site. From a recruitment perspective, this is terrible because there is a tiny link, down in the bottom corner which you can follow and the link goes through to the jobs available.

Additionally, focus group participants identified the shipboard hierarchy as an important element along with more detailed descriptions of job roles. The attractiveness of each web site was rated within the comparative analysis, on a scale of 1 to 5. One represented very attractive sites or pages, which made use of bold colours, interesting fonts, pictures and eye catching features that made them appealing to users, and five represented very unattractive resources, which offered black and white, text only pages without pictures or colour (see Table 5). Comments from the focus group suggested that attractive web sites offered bold colours, interesting themes and pictures. Participants claimed they were more likely to return to an attractive or exciting website. It was also highlighted that web sites can be too colourful or animated, giving an unprofessional image that may deter certain applicants. The use of videos and animations was also considered to be a valuable aspect as people are more likely to remember information from a range of media. Each resource was given a rating for usability and navigation, on a scale of 1 to 5. One represented sites or pages that were very easy to navigate and information could be easily found, and five identified those which were very difficult to navigate and information was not easily found or clearly linked (see Table 6). Results show the majority of resources were considered to be fairly easy to navigate. Two sites were recorded as difficult to use or navigate. Subject 3 says:

Participants within the focus group suggest that online resources and corporate sites play a large part in forming initial impressions and can certainly influence application decisions. Participants found that plain text and basic content within resources produced negative perceptions of that company. It was found that perceptions could be particularly influential if applicants were already unsure of the brand and that applicants may choose one brand over another, based on these perceptions. In respect of social networking, Expert 1 says:
I think there are definitely future possibilities with things such as Facebook and Twitter, etc. I do think there is potential within these social media sites although at this stage unless you have the proper resources, I think it should wait. We would need buy in from a high level. It is the future and has validity although shouldnt be rushed into and needs to be done professionally with the right resources and in the right way.

On the subject of raising awareness about the cruise industry as employers, Subject 1 asserts:
I think they (employers) need to go into universities and colleges like they have with Plymouth and let people know that opportunities are there. I think they need to raise awareness.

While Subject 2 notes that:

They need to raise awareness of the industry and make sure the right people are considering the cruise industry as an option.

Subject 1 continues:
Its not very easy to break into the cruise industry, job wise. Its not really well known as to what do you do? Where do you go? Who do you speak to? I usually just tell people to email their details to recruitment or maybe contact head office who can pass it onto recruitment.

Table 5
Ratings of Web Site Attractiveness
Web site attractiveness Number of web sites (out of 20) 2 6 8 4 0 Number of web sites (as a percentage) 10% 30% 40% 20% 0

Finally, Expert 1 comments on the notion of realistic recruitment and the need to ensure balance when providing information to prospective employees via recruitment materials:
I think people presume its a glamorous life working at sea and actually we know thats not the reality. So, we tried to get a really realistic picture, by selling the good points but not over selling them and I think thats the key in our recruitment process.

1. Very attractive 2. Fairly attractive 3. Not sure 4. Fairly unattractive 5. Very unattractive

Subject 2 declares:
I think the ones (cruise companies) that give the most accurate and reliable information are the ones you should trust, they have to be honest and cant turn around and say you will be scuba diving in one port and skydiving in the next.

66

Journal of Hospitality and Tourism Management

Maximixing Electronic Resources for Cruise Recruitment

Table 6
Ratings of Web Site Usability/Navigation
Web site usability/navigation Number of web sites (out of 20) 3 11 4 1 1 18 Number of web sites (as a percentage) 15% 55% 20% 5% 5% 90%

1. Very easy to use/navigate 2. Fairly easy to use/navigate 3. Not sure 4. Fairly difficult to use/navigate 5. Very difficult to use/navigate Fully functional web sites

Implications for Successful e-Recruitment

The findings help develop a deeper understanding of the issues concerning the contextualised use of e-recruitment for this industry and it is argued that this provides the ammunition and advice for recruiters to harness this media in order to be more efficient in developing recruitment strategies. In addition, this study builds on the work undertaken by Millar (2010) but adds new dimensions to hep future researchers consider this topic in greater depth. In the first place Capellis (2001) view that erecruitment presents significant cost advantages appears to be confirmed. Moreover, the evidence from within this study revealed that, when set alongside other approaches, e-recruitment enables a more thorough process of reaching out to potential employees and reducing the cost of those traditional approaches in a time efficient way. However, cost savings are counterbalanced by the caveat that cruise recruiters can suffer from overload when dealing with the large volume of speculative enquiries. This suggests a notable disadvantage in respect of McQuades (2009) assertion that the use of the internet creates a global audience. Importantly, this study identifies that most cruise brands do not appear to take full advantage of the Internet for recruitment and as a result are potentially missing out on the benefits. This may be due to a number of reasons such as budgets, time limitations and the initial cost of implementing online recruitment resources. In addition, the findings confirmed the earlier assumption that the cruise industry is highly sensitive to the potential exposure that could arise when sharing information on the World Wide Web. Clearly, it is in the best interests for cruise recruiters to utilise e-recruitment and manage the process so that it helps them in their endeavours to source staff, to ensure smart systems are developed to help filter applicants appropriately, to develop their status as employers and to deal head-on with criticisms about their practices. Content usefulness had been previously identified as an important aspect of online recruitment (Cober et al., 2004: Williamson et al., 2003) and it was unsurprising that this was supported by participants within the focus group, who suggested that the content of a web site has an even greater imperative that appearance. The findings also suggest that inclusion of behind the scenes content may help to maintain applicants interest, help them to calculate their organisational fit and increase the likeli-

hood of application. To complicate matters further, cruise recruiters are faced with the challenge of ensuring web content meets the needs of a diversity of different types of potential applicants: casual enquirers, those with ambition but no prior knowledge, early career professionals with reasonable knowledge and more experienced applicants. Cruise recruiters are advised to ensure that any process of e-recruitment is committed to fully so at to be intuitive in response to potential applicants needs. This will help in the process of filtering applicants. The research revealed that prospective applicants and cruise professionals highlighted the value of information about career development and progression together with working culture. In addition, a balanced inclusion of tertiary content in the form of photographs portraying crew engaged in both work and leisure activities also help to convey a sense of the working culture. It is argued that recruitment web sites are excellent vehicles for communicating a balanced picture of this unusual work environment where a command structure exists, there is a high degree of regulation associated to safety at sea, the living accommodation is constrained by space, leisure and work routines are influenced by lengthy contracts and demanding working conditions; all in a multinational setting and with an ever-changing view from the window (Gibson, 2008). The lack of industry specific content, including information on topics such as safety and the hierarchical establishment was seen to be an opportunity missed. Findings supported Zusman & Landis (2002) claims about what makes an attractive web site. There was a feeling that target respondents may have different positions in relation to their personal definitions of attractiveness and that recruiters should become aware of cultural differences in this regard while ensuring what is done retains the highest levels of professionalism. It appears that both appealing and unappealing web sites were easily remembered and therefore become inextricably linked with particular brands. The evidence in this research builds a compelling picture about a media savvy world with high expectations about the World Wide Web and what constitutes good practice. It appears that cruise employers have no option but to enter this arena of erecruitment with energy and investment in order to maintain and then gain image and status. In terms of usability, more complex content such as videos and links increased the danger of technical problems. Problems such as poor or variable functionality are frustrating for users and can lead to negative impressions. It seems that some applicants can make the leap, when experiencing a poor web site, in questioning the performance of company as a whole, based on a single visit to their web site. In turn, a recruitment web site that appears to be lacking in quality, transmits doubts about the quality of the company as a whole. These findings support the application of signalling theory within recruitment, which proposes a theoretical link between recruitment web sites and viewer perceptions of an organisation (Braddy et al., 2005). This theory also supports the opinion expressed that while it was felt that the use of social networking sites such as Facebook and Twitter was
Volume 18 2011

67

Philip Gibson and Jennifer Swift

potentially important as an element or tool within the armoury for recruitment, it was recognised that companies should not rush into these methods as poorly planned or inappropriately managed attempts could be detrimental to recruitment and brand image but the pace of change may be faster than employers are capable of responding to, so a wait and see attitude brings risks. There was relatively common agreement that there remains a difficulty for applicants to break into the industry and prospective employees are often unsure how or where to apply. This suggests that recruiters should be concerned with the aim of raising awareness on an appropriate scale. This could be achieved by using the facility employed for e-recruiting, by creating more prominent links within corporate home pages or by providing links from popular career sites. This approach would be relatively inexpensive and appears to be a viable solution to the issue of raising awareness. Cruise companies could also make use of networks including key partners in universities or education and training institutions. By working with such institutions, employers can attract the attention of qualified and motivated candidates who are likely to be more suitable and have an existing interest in the industry.

Conclusion
The Internet plays a valuable part within a successful recruitment strategy and the advantages of providing effective resources, namely cost and efficiency, outweigh the possible issues or problems that may occur. Despite this, a review of existing resources suggests that the cruise industry is failing to capitalise on the potentialities of online practices and not taking advantage of the opportunities available. Results presented in this article show the importance of relevant information and the need for balance between what was referred to as core, secondary and tertiary content. Cruise companies place a lot of effort ensuring the client-focused web pages are innovative, impactful, market oriented and effective, but it is suggested that with the imperative for sourcing the best crews for the future in an ever expanding industry, there is a critical requirement to develop e-recruitment so it is equally as effective. In doing this recruiters should focus on creating balanced and focused content to be appropriate for, and cater to, specific types of applicants. There is a need to include online applications and detailed job descriptions, while providing further information on career development, job culture and industry specific elements such as safety and onboard hierarchy. The use of interactive features and animations can draw applicants attention and provide the image of a modern and innovative company. Online resources must be fully functional, allowing easy access to desired content and navigation must be clear and easy to follow throughout. Research suggests that initial impressions and perceptions formed when using online recruitment resources are strongly associated with the company and can influence important application decisions and behaviour. Poorly designed, uninformative resources can have 68
Journal of Hospitality and Tourism Management

very detrimental effects on company perceptions and may prevent applicants from pursuing employment. Online recruitment resources provide an opportunity for companies to showcase their product and attract desirable applicants. The key to a successful business is often finding the right people for the job and it is, therefore, essential that effective recruitment activities are in place to find and recruit the best. Recruitment is costly, time consuming and fraught with perils that can include: selecting the wrong candidates, upsetting the delicate balance of working in this context, and increased attrition rates. An honest employer has the opportunity to attract an select the right people, who are properly informed and can add value through loyalty and productivity to the cruise brand. This project has limitations in terms of the numbers of subjects included in the focus groups and the singularity of the expert source. These constraints came about because of time, resource and accessibility issues and it would be useful to repeat or develop the study further to address these points. That said, the work helps to develop a study by Millar (2010) in ensuring the voice of the user is heard. As with much to do with technology, real opportunity exists and yet, if mismanaged, effort and investment can be wasted. With e-recruitment there is opportunity to make the media work to best effect but clearly there is a danger that the media needs to be heavily influenced by recruiters or it could create the opportunity to undermine recruitment strategy.

References
Allen, D., Mahto, R., & Otondo, R. (2007). Web-based recruitment: Effects of information, organizational brand, and attitudes toward a web site on applicant attraction. Journal of Applied Psychology, 92(6), 1696. Anderson, N. (2003). Applicant and recruiter reactions to new technology in selection: A critical review and agenda for future research. International Journal of Selection and Assessment, 11(23), 121136. Association of Graduate Recruiters. (2009). Graduate recruitment survey. Retrieved from http://www.agr.org.uk/Content/Graduate-RecruitmentSurvey-2009-2 Bartram, D. (2000). Internet recruitment and selection: Kissing frogs to find princes. International Journal of Selection and Assessment, 8(4), 261274. Bow, S. (2002). Working on cruise ships. Oxford, England: Vacation Work publishing. Braddy, P. (2007). Internet recruiting: The effects of website features on viewers perceptions of organizational culture. International Journal of Selection and Assessment, 17(1), 1934. Branine, M. (2008). Graduate recruitment and selection in the UK. Career Development International, 13(6), 497513. Capelli, P. (2001). Making the most of on-line recruiting. Harvard Business Review, 79(3), 139146. Carnival Corporation. (2010) Corporate factsheet 2010. Retrieved from http://phx.corporate-ir.net/phoenix.zhtml?c=200767&p=irol-prlanding Chartered Institute of Personnel and Development. (2009). E-recruitment factsheet. Retrieved from http://www.cipd.co.uk/subjects/recruitmen/ onlnrcruit/onlrec.htm Clark, M., Riley, M., Wilkie, E., & Wood, R.C. (1999). Researching and writing dissertations in hospitality and tourism. Oxford, England: Alden Press. Cober, R., Brown, D., Keeping, L., & Levy, P. (2004). Recruitment on the Net: How do organizational web site characteristics influence. Journal of Management, 30(5), 623.

Maximixing Electronic Resources for Cruise Recruitment Cruise Industry News. (2009). Orderbook: 38 new ships for 2009-12. Cruise Industry News. Retrieved from http://www.cruiseindustrynews. com/cruise-news-articles/67-articles/2445-spring-09-orderbook-38new-ships-for-2009-2012.html Davies, P. (2009). Second mega ship floated out. Travelmole. Retrieved from http://www.travelmole.com/stories/1139622.php?news_cat=4 Dickson, D., & Nusair, K. (2010). An HR perspective: the global hunt for talent in the digital age. Worldwide Hospitality and Tourism Themes, 2(1), 8693. Galanaki, E. (2002). The decision to recruit online: a descriptive study. Career Development International, 7(4), 243251. Gibson, P. (2006). Cruise operations management. Burlington: Butterworth Heinemann. Gibson, P. (2008). Cruising in the 21st century: Who works while others play? International Journal of Hospitality Management, 27(1), 4252. Gibson, P. (2009). Credible careers: tomorrows cruise hotel managers. World Journal of Tourism, Leisure and Sport, 3(1), 1119. Glen, D. (2008). What do we know about the labour market for seafarers? A view from the UK. Marine Policy, 32(6), 845855. Green, F., & Zhu, Y. (2010). Overqualification, job dissatisfaction, and increasing dispersion in the returns to graduate education. Oxford Economic Papers . Retrieved from http://cep.lse.ac.uk/pubs/ download/mhrldp0005.pdf Greenbaum, T. (1998). The handbook for focus group research. Lexington: Sage. Greenwood, D., & Levin, M. (1998). Introduction to action research . Thousand Oaks, CA: Sage. Hjalager, A. (2010). A review of innovation research in tourism. Tourism Management, 31(1), 112. Jing, Z., Chang, E., Hussain, O., & Chin, K. (2010). Improving graduate employability by using social networking systems. Paper presented at the 24th IEEE International Conference on Advanced Information Networking and Applications. Kanal, C. (2009). World cruise industry review, Vol 1. Retrieved from http://www.worldcruiseindustryreview.com/2009-1.html Klein, R. (2005). Cruise ship squeeze: the new pirates of the seven seas: Gabriola Island, BC, Canada: New Society. McQuade, S. (2009). Encyclopedia of cybercrime. New York: Greenwood Press. Millar, M. (2010). Internet recruiting in the cruise industry. Journal of Human Resources in Hospitality & Tourism, 9(1), 1732. Olsen, W. (2004). Methodological triangulation and realist research: an Indian exemplar. Making realism work: Realist social theory and empirical research. London/New York: Routledge. Parry, E., & Tyson, S. (2008). An analysis of the use and success of online recruitment methods in the UK. Human Resource Management Journal, 18(3), 257274. Parry, E., & Wilson, H. (2009). Factors influencing the adoption of online recruitment. Personnel Review, 38(6), 655673. Raub, S., & Streit, E. (2006). Realistic recruitment: An empirical study of the cruise industry. International Journal of Contemporary Hospitality Management, 18(4), 278289. Ruggerro, R.(2009). How to find a cruise ship job or career. Retrieved from http://hiringopportunities.suite101.com/article.cfm/ how_to _find_a_cruise_ship_job_or_career Ruggerro, R. (2009). Overview of Oasis of the Seas cruise ship. Retrieved from http://cruise-lines-routes.suite101.com/article.cfm/ overview_ of_oasis_of_the_seas_cruise_ship Rutledge, P. (2008). The truth about profiting from social networking [ebook]. Upper Saddle River, NJ: FT Press. Retrieved from http://74.125.155.132/scholar?q=cache:LYCKtDfha2cJ:scholar.google .com/+rutledge+2009+e-recruiting+and+social+networking& hl=en&as_sdt=2000 Singh, P., & Finn, D. (2003). The effects of information technology on recruitment. Journal of Labor Research, 24(3), 395408. Thompson, L., Braddy, P., & Wuensch, K. (2008). E-recruitment and the benefits of organizational web appeal. Computers in Human Behavior, 24(5), 23842398. Veal, A.J. (1997). Research methods for leisure and yourism: A practical guide (2nd ed.). London: Pearson Education. Verhoeven, H., & Williams, S. (2008, January). International review of business research papers, Vol. 4 (pp. 364373); Advantages and disadvantages of Internet recruitment: A UK study into employers perceptions. International Review of Business Research Papers, 4(1), 364373. Weaver, A. (2005). Interactive service work and performative metaphors: The case of the cruise industry. Tourist Studies, 5(1), 5. Williamson, I., Lepak, D., & King, J. (2003). The effect of company recruitment web site orientation on individuals perceptions of organizational attractiveness. Journal of Vocational Behavior, 63(2), 242263. Wu, B., Lai, K.-H., & Cheng, T. C. E. (2006). Emergence of a new professionalism among Chinese seafarers: empirical evidence and policy implications. Maritime Policy & Management, 33(1), 3548 Young, J., & Foot, K. (2005). Corporate e-recruiting: The construction of work in Fortune 500 recruiting web sites. Journal of Computer-Mediated Communication, 11(1), 4471. Zusman, R., & Landis, R. (2002). Applicant preferences for web-based versus traditional job postings. Computers in Human Behavior, 18(3), 285296.

Volume 18 2011

69

Copyright of Journal of Hospitality & Tourism Management is the property of Australian Academic Press and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.