| Abstract : | Recruitment and selection are vital human resource management (HRM) practices that ensure organizations can attract the talent required to deliver high performance. We argue here that there are, however, no universal best practices that organizations can rely on to achieve these desired outcomes. Instead, there are many different practices to choose between and what will work best depends on the specific operating context of each organization. Our focus in this chapter is to draw from the themes of Nancy Papalexandris’ research to demonstrate how this particular area of HRM practice is related to firm performance and how actual practice adoption varies at national level based on institutional and cultural norms and traditions. We explore empirical data from Cranet on recruitment and selection practices across a range of countries and present national-level reasoning to explain why differences in practice adoption across countries exist.
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