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Recruiting Through the Stages: A Meta-Analytic Test of Predictors of Applicant Attraction at Different Stages of the Recruiting Process
Abstract
We used meta‐analysis and semipartial correlations to examine the relative strength and incremental variance accounted for by 7 categories of recruiting predictors across multiple recruitment stages on applicant attraction. Based on 232 studies (250 samples, 3,518 coefficients, n= 108,632), we found that characteristics of the job, organization, and recruitment process, recruiter behaviors, perceived fit, and hiring expectancies (but not perceived alternatives) accounted for unique variance in applicant attraction at multiple stages. Perceived fit was the strongest relative and unique variance predictor of applicant attraction albeit a nonsignificant predictor of job choice. Although not among the largest zero‐order predictors, recruiter behaviors accounted for substantial incremental variance at the first 2 stages. Organizational characteristics are more heavily weighed by applicants when maintaining applicant status as compared to the stage of application, and recruitment process characteristics are weighed progressively more as the recruitment stages advance. Job characteristics accounted for the greatest unique variance in job choice decisions. Job characteristics are more predictive in field studies, whereas recruiter behaviors, recruitment process characteristics, hiring expectancies, and perceived alternatives produced larger effect sizes in the laboratory. Results are discussed in terms of their theoretical and practical implications with future research suggestions.
... we suggest that pointing signals should tell prospective LGBT applicants that they will be included, whereas activating signals should go beyond telling to show prospective LGBT applicants that they will be included. In doing so, our research is the first to test whether activating signals are indeed more effective at influencing proximal predictors of job pursuit behaviors (i.e., attraction and fit; Roberson et al., 2005;Uggerslev et al., 2012) at the earliest stages of the recruitment process. While we focus specifically on the LGBT community, given their historical uniqueness as a marginalized group (Melson-Silimon et al., 2020) and the relative dearth of research on LGBT recruitment and attraction (Lindsey et al., 2013), we suggest that this signaling theory typology offers practical guidance for crafting effective messaging regardless of the focal target group. ...
... Simply put, if a candidate perceives an organization as a positive place for employment, attraction follows. Because initial attitudes such as organizational attraction have a lasting influence on subsequent job pursuit intentions and behaviors (Swider & Steed, 2022;Uggerslev et al., 2012), these attitudes are critical to organizational success (Ehrhart & Ziegert, 2005). ...
... Although our theoretical arguments on the effectiveness of activating signals of LGBT diversity and inclusion on company websites were generally supported using experimental methods, the implications of these findings are limited in an important way. Specifically, in a real job search context, prospective applicants may be simultaneously influenced by other salient organizational information (e.g., salary, location, development opportunities; Uggerslev et al., 2012). ...
To appeal to traditionally hard‐to‐reach populations such as the LGBT community, many organizations have made diversity and inclusion a focal point of their recruitment messaging. However, extant research provides little evidence of the effectiveness of this messaging for its intended and non‐intended targets. Building upon a proposed signaling theory typology, we suggest that activating signals—signals that show how diversity and inclusion are actively embodied or “activated” through organizational practices—are more effective than pointing signals—signals that merely tell an individual that diversity and inclusion is valued. After validating a collection of individual diversity signals using this typology, we test our theory across multiple studies. In Study 1, we focus specifically on LGBT job seekers and conduct an experiment to examine the degree to which various LGBT diversity signals on a fictional company website influence initial assessments of organizational attraction and person‐organization fit. In Study 2, we replicate and extend Study 1 by demonstrating how the positive effects of LGBT diversity signals are similar in a sample of non‐LGBT job seekers. Finally, in Study 3, we extend the generalizability of our theorizing using a sample of recent job seekers and real organizational websites.
... (Wang et al., 2019). Research shows that job seekers differ in their motivation and capacity to scrutinize signaled information (Petty & Cacioppo, 1986;Uggerslev et al., 2012). In the current CSR skepticism climate, moral job seekers -those who seek accurate information about corporate moral values -are likely to be skeptical of CSR-based signals (e.g., "CSR tells me the company invests in social causes but less about its intrinsic moral values"). ...
... We therefore posit that external stakeholders are likely to see CEO ethical leadership as a trustworthy source or signal of a firm's social and environmental responsibility (de Hoogh & den Hartog, 2008;Ferns et al., 2008). Even when content about CEO ethical leadership does not explicitly contain information about a firm's social-environmental responsibility, job seekers likely infer this commitment via heuristic cues (Uggerslev et al., 2012). Specifically, job seekers are less likely to see an ethical CEO as someone who is primarily concerned about self-interest, but one who truly cares about how their decisions and actions affect the wellbeing of others. ...
... Ability captures the job seeker's cognitive capacity to process the information embedded in signals (Petty & Cacioppo, 1986;Petty & Wegener, 1998), while motivation captures the drive to carefully analyze the message to determine whether it is personally salient (Petty & Cacioppo, 1986;Cacioppo, Petty, & Morris, 1983). Uggerslev et al. (2012) note that when job seekers have low ability and motivation, the likelihood of elaboration is low. When such job seekers process information embedded in recruitment signals, they often use peripheral processing -which relies on simple environmental cues or heuristics (e.g., "positively worded recruitment messages equate good Accepted Article This article is protected by copyright. ...
Research suggests that CSR is increasingly becoming an ambiguous signal of ethical information for external stakeholders. This is because a variety of firms – including those that are morally responsible and those that have been implicated in corporate scandals – routinely adopt CSR policies and invest in CSR initiatives. Not surprisingly, this trend has contributed to rising public skepticism of CSR. In the current research, we examine the unique role of CEO ethical leadership (i.e., relative to CSR) as an alternate source of substantive and rhetorical ethical signals for an important stakeholder group: job seekers. Integrating signaling theory (Spence, 1973) and the elaboration likelihood model (Petty & Cacioppo, 1986), we argue that CEO ethical leadership substantively signals how fairly an organization treats its employees and its commitment to social and environmental responsibility. We further propose that ethical CEOs serve as a source of rhetorical signal that triggers moral elevation in job seekers. Using a policy capturing methodology in Study 1, we find that real job seekers place significantly greater weight on CEO ethical leadership in making job pursuit decisions compared to CSR. CEO ethical leadership also uniquely predicts job pursuit intentions relative to traditional factors such as salary, person-job fit, and person-organization fit. In a second, quasi-experimental study (Study 2), we find support for the hypothesized signaling mechanisms through which CEO ethical leadership influences job seekers. In a third, quasi-experimental study (Study 3), we find that job seekers with strong (versus weak) moral identities are more likely to weigh the nuanced ethical information signaled by CEO ethical leadership compared to CSR. We discuss the implications of proactively advertising CEO ethical leadership during the recruitment process.
... Across this lifecycle, we continue to see a wide variety of job seeker-related outcomes studied. For example, Uggerslev et al. (2012) notes that recruitment research tends to emphasize attitudinal and intentions outcomes more than behavioral outcomes, and we believe this is still true. Theirs was a critical Personnel Psychology contribution to the recruitment conversation and reported, for example, that perceived fit most strongly related to attraction, but curiously not to job choice. ...
... This is potentially even more critical given the explosion of online information availed to job seekers about job opportunities. Finally, Uggerslev et al. (2012) found that recruiter behaviors mattered more in the first two recruitment stages, but not for job choice. Conversely, organizational characteristics linked more strongly to maintaining applicant status. ...
... This highlights prior familiarity as a critical issue in recruitment research that is often downplayed. In essence, the desired image is used to frame and interpret information about jobs when assessing organizational attraction (Ehrhart & Ziegert, 2005;Uggerslev et al., 2012). ...
Effective recruitment of talent remains extremely critical. As part of Personnel Psychology's 75‐year anniversary celebration, we review the state of recruitment research, emphasizing the journal's extensive contributions to this literature. Specifically, we review contributions and opportunities in terms of the recruitment outcomes that have been studied, theoretical progress that has occurred, and methodologies that have been employed to inform scholarship and practice. Throughout, we particularly highlight trends that have occurred over the years in the pages of Personnel Psychology. We conclude with several implications for practice and directions for ongoing recruitment research. This article is protected by copyright. All rights reserved
... However, there is no research on family businesses analyzing the influence of signaling information on the type of work. This is important because, according to the human resource literature, signaling the type of work is central, particularly for young professionals, as job conditions and learning-career opportunities are attributes highly valued by these job seekers (Hansen & Schnittka, 2018;Uggerslev et al., 2012). Thus, to fill this gap and learn about how family firms can efficiently manage recruitment calls (by using the correct signals) in the context of weaker labor market institutions, this study aims to respond to the question of how communicating firm ownership (family vs. nonfamily), firm size (large vs. small), and type of job offered (professional vs. nonprofessional) ...
... Accordingly, in most cases, people will not engage in any behaviors as a consequence of such attractiveness. However, attractiveness is a good predictor of the intention to join a firm (Theurer et al., 2018;Uggerslev et al., 2012). Conversely, intention is active and consequently implies taking action (Choi et al., 2021;Hebles et al., 2019). ...
... Signaling Theory and Theory of Reasoned Action (Fishbein & Ajzen, 1975;Spence, 1973) suggest that positive associations must overcome the negative for a signal to positively influence job seekers' perceptions of a firm as a workplace. Such associations are related to firm/job attributes that make job seekers consider a firm an attractive place to work (Uggerslev et al., 2012). What attributes job seekers consider more or less important is a context specific phenomenon, according to studies based on occupation choice and employer branding literature (Block et al., 2018;Holmlund, 2014;Prifti & Vuri, 2013). ...
Attracting business college graduates is a major challenge for the growth and transgenerational success of family firms. Moreover, the institutional context of countries is critical in explaining family firms’ potential advantages and/or disadvantages in attracting nonfamily talent. This study aims to elucidate how communicating firm ownership (family vs. nonfamily), firm size (large vs. small), and type of job offered (professional vs. nonprofessional) influences the perceptions and attitudes of Latin American business graduates toward working in such firms. In an experimental study that uses job advertisement stimuli, we found that communicating family ownership positively influences career development’s perceptions of firm prestige. Large (vs. small) firm size also has a positive influence on job seekers’ perceptions of firms. Importantly, both firm prestige and career development positively influence the attraction of working in family firms. In this paper, we discuss the differences in the results among countries and professional versus nonprofessional job positions advertised. The results have several implications for family firm owners and managers.
... It involves aligning beliefs, cultures, and values between the organization and its personnel. Research by Ghielen et al. (2020) has previously linked person-organization fit organizational attractiveness throughout the various stages of the recruitment process (Chapman, Uggerslev, Caroll, Piasentin, & Jones, 2005;Uggerslev, Fassina, & Kraichy, 2012). Additionally, Wei et al. (2015) discovered that the link between corporate image and the inclination to pursue employment within a company is entirely mediated by person-organization fit. ...
... While previous research has emphasized that perceived person-organization fit strongly predicts applicant attractiveness (Uggerslev, Fassina, & Kraichy, 2012), the findings of this study present a different perspective in the context of Generation Z women at Bandung Institute of Technology (ITB). Here, perceived person-organization fit does not significantly influence the intention to apply for a job. ...
An organization's innovation potential is highly correlated with its ability to use its intellectual and organizational knowledge resources. Consequently, hiring high-potential individuals is one of the key issues for businesses looking to maintain a competitive advantage in the sector. However, the workforce is experiencing a demographic shift as Generation Z enters the job market in significant numbers. Given that Generation Z will ultimately dominate the workforce, this demographic shift poses a long-term challenge for businesses to understand their demands, preferences, and factors impacting their interest in applying for jobs. Additionally, establishing gender equality and increasing the involvement of women in the workforce are top recruitment goals for businesses today. In light of these circumstances, this study examines how different aspects of employer branding influence Generation Z women's intention to apply for a job and whether the person-organization fit plays a mediating role. The research employs a quantitative approach, distributing questionnaires to 335 female students of Generation Z at Bandung Institute of Technology, which will be analyzed using PLS-SEM (Partial Least Squares Structural Equation Modeling). The findings demonstrate that within the context of Generation Z at Bandung Institute of Technology, four of the five employer branding dimensions—development, economic, application, and interest value—significantly and positively impact the intention to apply for a job. However, the study also indicates that person-organization fit does not act as a mediating variable in this regard. This research offers valuable insights to companies, allowing them to improve their existing employer branding strategies and enhance their recruiting and talent acquisition approaches. By effectively attracting, engaging, and retaining Generation Z women in the workforce, companies can foster greater gender diversity and equality in the present job market.
... Recent literature on job choice decisions argues that pay is no longer the most dominant factor determining a job seeker's job choice decision (Lis, 2018). However, job seekers are not ignoring pay when evaluating a job opportunity and a job offer because they have the perception that pay is the most significant factor that determines their assurance of existence and quality of life (Uggerslev et al., 2012). Therefore, any firm must communicate information related to pay through various channels as part of their recruitment strategies. ...
... According to the extant literature, the effectiveness and efficiency of the recruitment activities depend on the recruiter's behaviour and timing of communication with prospective employees, and the overall recruitment practices (impressive or unimpressive) which is an important attribute of a recruitment campaign because the job seekers believe that it portrays the post-hire outcomes such as job satisfaction, onthe-job performance, and organisational commitment (Uggerslev et al., 2012). ...
The job seeker value proposition (JSVP) can be defined as a set of benefits or values a firm promises its job seekers to deliver once they join it, signifying an indicator of its employer brand as well as focusing on job seeker attraction because it carries some information that helps the decision-making process of the prospective employees. In this concern, the job choice theory interprets the actual factors of a job seeker's decision-making process, and therefore, it could be effectively used in conceptualising the JSVP. However, it is claimed that, in most cases, the job choice theory is not considered the basis for developing the construct of the JSVP. Therefore, taking the job choice theory into consideration, this paper aims to develop a framework for conceptualising the JSVP from a new perspective. Thus, through a systematic literature review, eight factors that explain the conceptual domain of the JSVP are discovered and, on the basis of them, eight propositions are made in developing a measurement scale for the JSVP. This study discusses the theoretical and practical implications of the proposed factor-based structure for the JSVP. Subsequently, the limitations in the present research are discussed, and suggestions are made for future research concerning JSVP constructs.
... The list of controls includes three additional variables. Since a fundamental driver of applicant attraction is organizational familiarity (Uggerslev et al., 2012), i.e., the likelihood that an employer comes to a job seeker's mind (Keller, 1993), we control for the participants' familiarity with the focal venture (Ven-ture_Familiarity). 6 We also control for the participant's familiarity with the problem/need addressed by 6 To avoid that prior information possibly possessed by the respondents about the entrepreneurs and the ventures presented in the videos may engender biases, we repeated the estimates excluding the 90 observations where Venture_ Familiarity was equal to 1 (and excluding Venture_Familiarity from the list of controls). The results of these additional estimates are not significantly different from those reported in the following. ...
... It is worth acknowledging that, despite the dearth of works on applicant attraction to new ventures, a vast literature has investigated applicant attraction to established organizations (for reviews, seeChapman, Uggerslev, Carroll, Piasentin, and Jones 2005;Uggerslev, Fassina, and Kraichy 2012). However, the knowledge developed in studies on established organizations is hardly generalizable to new ventures due to the abovementioned peculiarities of these latter firms.2 ...
Plain English Summary
In the war for talent, entrepreneurs interacting with job seekers should display passion but not excessively, especially when their venture’s products/services are highly innovative. To help new ventures overcome the severe recruiting challenges they typically face, we study how entrepreneurs can use verbal and nonverbal communication to persuasively communicate their ventures’ unique features to job seekers to enlarge their applicant pools. We asked a sample of individuals on the job market to watch videos of entrepreneurs presenting their ventures’ products/services and evaluate these ventures’ attractiveness as employers. These evaluations indicate that new ventures are considered more attractive employers when entrepreneurs communicate the innovativeness of ventures’ products/services and display moderate passion. Thus, the main implication of this study is that entrepreneurs looking for applicants should convey information about the novelty of their ventures’ products/services and display passion when interacting with job seekers while avoiding excessive outwardly manifestations of passion.
... Behaviors are considered deviant in case of a disregard for organizational and societal rules and regulations (Mishra et al., 2021). Counterproductive work behaviors at individual, group and organizational levels, are synonymously been used by scholars to address deviance behaviors in organizations (Dalal, 2005;Lau et al., 2003;Uggerslev et al., 2012), causing low morals and high stress among employees leading to increased levels of employee turnover (O'Leary-Kelly et al., 1996). However, recent empirical research contests that deviant behavior can be constructive as well as destructive (Martinko et al., 2002). ...
... Boon and Biron (2016) described P-O fit as integration existing between an employee and the organization and measures the extent of integration in terms of similarity that exist between them enabling them to fulfill their respective needs. Uggerslev et al. (2012), suggest that an individual's intentions to join an organization are influenced by value congruence existing among individual and organization. Unlike the P-O fit focuses on general supply of the demands made by an individual, the needssupply approach explains the supply of individual demands in context of specific jobs i.e., person-job fit (Kristof-Brown &Guay, 2011;Kristof, 1996). ...
Deviant behaviors of employees have been into research considerations for long however, research on constructive deviance behaviors, keeping in view its non-contingency, still needs consideration. This study focuses on determining how Person-Organization Fit (P-O fit) predicts Constructive Deviance Behavior (CDB) among employees. To analyze the mechanism involved, Psychological Ownership (PO) is studied as a mediating mechanism between the direct relationship of person-organization fit and constructive deviance behaviors. Moreover, Collectivist Orientation (CO) is taken as a moderating variable on the relationship of psychological ownership and constructive deviance behaviors. A total of 561 managerial employees from informatics industry were included in the sample. Findings show that person-organization fit, psychological ownership and collectivist orientation were significantly related to constructive deviance behaviors. Psychological ownership mediates the link between person origination fit and construct deviance behaviors, while collectivist orientations moderate the relationship between psychological ownership and constructive deviance behaviors. At the low, moderate, and high levels of collectivist orientation (moderator), conditional indirect effects of person-organization fit on constructive deviance behaviors through psychological ownership (mediator) were significant. Future research studies may examine other antecedents (such as building coalition and networking) of constructive deviance behavior through other mediating mechanism (such as psychological empowerment), while the consequences (such as creative performance and innovative performance) of constructive deviance behaviors are also needed to be explored to create awareness about the positive side of deviance behaviors.
... Recruitment processes have long been central topics in work and career scholarly research (e.g., Uggerslev et al., 2012). Surprisingly, most research has focused on either relatively early stages in the recruitment process (e.g., recruitment sources) or long-term outcomes (e.g., employee satisfaction or turnover). ...
... First offers have become a focus of negotiation research. They thus may also be relevant to salary negotiation, a central topic in work and career scholarly research (e.g., Uggerslev et al., 2012). For example, Galinsky and Mussweiler (2001) demonstrated that when buyers (sellers) made the first offer, it was lower (higher), and settlement prices were thus significantly lower (higher) than when sellers (buyers) were the initiators. ...
Four experiments and a pilot study (with online workers or HR specialists) explored the psychological and economic consequences of high (but not extreme) demands in salary negotiations. In Experiments 1 and 2, high demands resulted in a diminishing anchoring response function (ARF) - the increase from low requests to medium ones resulted in increased counteroffers, yet this plateaued when reaching high demands. Experiment 3 found no differences in the above effects when the candidate was a man vs. a woman. Additionally, in studies 1, 2, and 3 but not in Study 4, a negative relationship was found between initiators' (job candidates) demands and their counterparts' (recruiters) attitudinal response (defined as “Liking”). This effect mediated the relationship between demands and counteroffers. Finally, across studies, levels of liking were negatively related to hiring intentions. These findings suggest that other factors being equal, job candidates should consider making reasonable (as opposed to high) first offers, resulting in higher counteroffers (compared to a low first offer), but without a significant decrease in positive attitudes and hiring intentions.
... In addition, bad AVI experience may lead a dissatisfied applicant to talk negatively about the organization, for example in online forums (Carpentier & Van Hoye, 2021), driving other potential candidates away. In short, applicant reactions are important (Uggerslev et al., 2012). ...
Asynchronous video interviews (AVIs) are a form of one-way, technology-mediated selection interview that can help streamline and increase flexibility in the hiring process and are used to hire millions of applicants per year. Although applicant reactions to AVIs in general tend to be more negative than with traditional interview modalities, AVIs can differ widely in how they are designed. For instance, applicants can be provided with more or less preparation time, response length, re-recording options, or rely on different question formats. This study examines how AVI design features impact applicant reactions, as well as the moderating role played by applicant age and gender. Data from 27,809 real job applicant's AVI experiences were collected in eleven countries (69.3% English-speaking) from 33 companies and relating to 72 types of positions. Data were fitted with linear mixed-effects models to account for nesting. Results showed that allowing more preparation time and offering the opportunity to re-record responses were related to more favorable reactions, while including more questions was related to more negative reactions. Applicants above the age of 31 reacted especially negatively to AVIs with more questions while those below the age of 30 preferred being allocated longer maximum response lengths. Women reacted more positively to increased preparation time. These findings might help both AVI vendors and hiring organizations design AVIs that facilitate a positive applicant experience. Our research also expands knowledge on applicant reactions to interviews, highlights crucial differences from traditional formats, and calls for integrating applicant characteristics into current theoretical frameworks on applicant reactions to AVIs.
... Hence, there is a missing gap regarding important factors such as the human characteristics attributed to an employer by employees and its potential influence on employee satisfaction and turnover intention. Studies, such as those of Uggerslev et al. (2012), have revealed the significance of employer brand personality in the employment process and argued that certain characteristics of the recruiter such as competence, personableness, and trustworthiness have a great effect on candidate's final decision. Carpentier et al. (2019) argues that employees sometimes rely on the employer's reviews in social media and judge the attractiveness of a certain employer based on the signals of employer brand personality on that platform. ...
... Third, we theorize (and empirically demonstrate) how leader-expressed humility predicts important outcomes, including subordinate perceptions of relationship quality (i.e., trust in and liking for the leader) and leader job performance, controlling for leader integrity (another important ethics-related leadership construct). We also demonstrate that our overall humility scale explains incremental variance (with magnitudes close to or over 10% for many criteria, amounts deemed to be substantial in previous research, e.g., Mount et al., 2000;Uggerslev et al., 2012) in both leader and subordinate outcomes beyond existing leader humility scales (i.e., Ou et al., 2014;Owens et al., 2013) across samples. ...
We introduce new leader humility scales capturing a theoretically rich conceptualization of leader-expressed humility aligned with traditional and ethically-grounded philosophies. These scales draw from recent inductive research (Oc et al., 2015) identifying nine dimensions of leader-expressed humility: (1) having an accurate view of self, (2) recognizing follower strengths and achievements, (3) modeling teachability and being correctable, (4) leading by example, (5) showing modesty, (6) working together for the collective good, (7) empathy and approachability, (8) showing mutual respect and fairness, and (9) mentoring and coaching. The first three dimensions overlap with the most prominent conceptualization of leader-expressed humility in the literature (i.e., Owens et al., 2013). However, the latter six dimensions are unique and represent an expanded understanding of the humble behaviors of leaders, which have implications for leaders and their ethical behavior in organizations. We conducted three studies resulting in two versions of the leader-expressed humility measure: 1) a 27-item scale with the nine dimensions (i.e., the “Leader-Expressed Humility” [LEH] scale) and 2) a 9-item brief scale (i.e., the “Brief LEH” scale) comprised of one item from each of the nine dimensions. As an initial step, we generated a pool of items that reflected each dimension. Next, we validated the LEH and Brief LEH scales in Study 1 and cross-validated the Brief LEH scale in Study 2 with two samples of subordinates in Singapore. As a final step, in Study 3, we cross-validated the Brief LEH scale with a sample of subordinates in the United States.
... Organizations, therefore, need to rethink their talent management practices so that value accretion occurs through proper employee selection and retention procedures (Kichuk et al., 2019). Ironically, while researchers agree that the critical goal of recruitment is not just attracting applicants, the predominant focus of recruitment research has been on applicant attraction and job pursuit intentions (Uggerslev et al., 2012) rather than the factors that can maximize new hire performance (Yavas et al., 2010). ...
High performance of new hires is of imminent interest to organizations. Therefore, understanding antecedents that enhance job performance among new hires would be of interest to research and practice. However, there are contradictory and limited studies focusing on relevant traits of new hires that improve on-job performance. Drawing on Human Capital Theory, we argue that job applicants demonstrating humility, accompanied by interpersonal understanding, self-confidence, and flexibility deliver higher on-job performance. We find that humility is a significant predictor of job performance through a longitudinal field survey spanning 16 months, using multisource data of 205 real job applicants and their performance ratings, analyzed using PLS-SEM: since it allows the researchers to examine the relationships between multiple latent variables (i.e., humility, interpersonal understanding, self-confidence, and flexibility) and a single observed variable (i.e., new hire performance) in a single model. Further, humility wholly mediates the effect of interpersonal understanding, self-confidence, and flexibility on new hire performance.
... The effectiveness of signals relies on their observability by external parties. Notably, signaling theory has found prominence in strategic management and entrepreneurship, particularly in the realm of recruitment research (Uggerslev et al., 2012), where it has been employed to examine information asymmetry (Connelly et al., 2011;Suazo et al., 2009). This phenomenon operates bidirectionally, with job applicants utilizing their qualifications as signals of their latent performance potential to prospective employers. ...
Purpose. The study aims to investigate the usage of diversity and inclusion (D&I) signals in communications for employer branding through digital channels made by European companies. Design/methodology/approach. A quali-quantitative content analysis approach was employed to detect the usage of D&I signals of the top 43 European companies ranked in the 2021 Refinitiv Diversity and Inclusion index. These signals were organized according to Plummer’s Big 8 diversity’s dimensions. A correlation analysis was conducted to verify a relationship between D&I initiatives and digital communication for employer branding on corporate websites and LinkedIn. Descriptive statistics were used to analyze the D&I dimensions’ pervasiveness in digital communications and relevance on LinkedIn.
Findings. The results show that the correlation exists only between D&I initiatives and communication on the corporate website, while LinkedIn is still underused in this field. The most pervasive and relevant D&I dimensions for European companies are “Gender” and “Sexual Orientation”. Originality/value. This paper enriches employer branding research by providing original insights into the use of D&I dimensions in digital communications.
... This study's findings indicate that organizational attributes are strong predictors of intention to apply (H1); this requires highlighting the importance of organizational attributes in job advertisements. This finding seems consistent with the studies of Gomes and Neves (2010) and Uggerslev et al. (2012). There could be several explanations for this; first, job applicants are often searching for the benefits that will be offered by the employer, the salary, career development, training and employee relations. ...
Purpose
This study aims to investigate the direct effect of organizational reputation (OR), employer brand (EB) and organizational attributes (OA) on the intention to apply for a job vacancy (IAJV); further, it examined the mediating effect of employer brand in the OA-IAJV relationship while taking into consideration the moderating effect of organizational reputation.
Design/methodology/approach
A mixed-method approach was employed, with ten in-depth interviews followed by a questionnaire with additional 356 job seekers in Cairo and Giza cities; the sample includes both fresh graduates and experienced job applicants in the job market. The qualitative analysis confirmed that some respondents use organizational reputation as a signal of its performance. The path analysis technique tests the research hypotheses using a partial least squares structural equation modeling (PLS-SEM).
Findings
The findings revealed that the most influential variable in the intention to apply is organizational attributes, followed by organizational reputation and finally employer brand. There is a significant relationship between organizational attributes and intention to apply for a job vacancy via employer brand. In addition, the results indicate a noteworthy moderating impact of organizational reputation on the association between employer brand intentions to apply for a job and the relationship between organizational attributes and intention to apply for a job opening.
Originality/value
To the best of the authors’ knowledge, this study contributes to the understanding of the direct and indirect effects of organizational reputation and organizational attributes on intention to apply through the mediating role of the employer brand. This research opens new avenues for recruitment research, considering the moderating effect of organizational reputation on strengthening the impact of the independent variables on the intention to apply and the interaction between the variables affecting the intention. Further, this study focuses on the needs of the job applicants when perceiving the organizational factors and identifies which signals can generate the intention to apply according to the signaling theory.
... Organizations, therefore, need to rethink their talent management practices so that value accretion occurs through proper employee selection and retention procedures (Kichuk et al., 2019). Ironically, while researchers agree that the critical goal of recruitment is not just attracting applicants, the predominant focus of recruitment research has been on applicant attraction and job pursuit intentions (Uggerslev et al., 2012) rather than the factors that can maximize new hire performance (Yavas et al., 2010). ...
Purpose:
High performance of new hires is of imminent interest to organizations in the hospitality sector. Yet, limited studies have focused on the relevant traits of new hires that improve on-job performance. This study aims to identify and understand a few critical traits that predict high performance across multilevel roles within the hospitality sector.
Design/methodology/approach:
Drawing on the human capital theory, through a time-lagged field study spanning 16 months, this study used multisource data for 540 active job opportunities and 205 new hires within the hospitality industry. This study used partial least squares-based structural equation modeling and analyzed the various traits that predict high on-job performance.
Findings:
This study finds that humility is a significant predictor of job performance and wholly mediates the effect of interpersonal understanding, self-confidence and flexibility on new hires’ performance.
Originality/value:
This study enhances talent management research for the hospitality sector by determining the critical traits of new hires that can predict superior on-job performance.
... However, this has improved access to talent for some 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 trust and value judgments about service brands (Gidaković and Zabkar, 2021). According to signalling theory, this information asymmetry (Connelly et al., 2011) will cause candidates to seek out further information (Cable and Turban, 2001) that can provide them with clearer signals about the attributes of that organisation (Uggerslev et al., 2012). In the absence of available information, they are likely to fall back on the stereotypical perception of the hospitality industry (Vanderstukken et al., 2019). ...
Purpose
The COVID-19 pandemic exacerbated the talent challenges faced by hospitality organisations. This paper aims to propose a new concept – industry talent branding – which, is argued, offers industry stakeholders the opportunity to reduce such issues through working more collaboratively and strategically to magnify the pool in which individual organisations compete for talent.
Design/methodology/approach
This paper proposes a conceptual framework of industry talent branding, based on brand equity theory, signalling theory and the employer branding literature.
Findings
Industry talent branding opens a potentially new stream of research on how talent attraction and retention issues may be addressed. The authors propose that there is merit in moving beyond the organisational-level phenomenon of employer branding to industry talent branding through articulating a broader collaborative and strategic agenda to increase and widen the talent pool available to organisations.
Research limitations/implications
The proposed framework offers the hospitality industry and its encompassing stakeholders a means to adopt a more proactive, collective and strategic approach to address long-standing talent challenges.
Originality/value
This paper combines brand equity and signalling theories to develop the concept of industry talent branding, defined as a strategically curated, yet realistic impression of the employee value proposition (i.e. the benefits and rewards received by employees in return for their work performance) available within the industry, that by design will sustainably attract new employees into the industry and retain existing talent.
... Chapman and colleagues (2005) found that PO fit is an important correlate of recruitment outcomes including organizational attractiveness, job pursuit intentions, acceptance intentions, and job choice. Similarly, Uggerslev and colleagues (2012) found that PO fit is the strongest predictor of applicant attraction beyond many other documented predictors (e.g., job characteristics, recruiter behaviors) across different stages of recruitment (Uggerslev et al., 2012). PO fit is also associated with desirable post-entry work attitudes and lower turnover rates (Arthur et al., 2006;Kristof-Brown et al., 2005;Verquer et al., 2003). ...
To foster and sustain an ethical culture, organizations need to attract and retain people with high ethical standards. However, there is a lack of knowledge about which organizational characteristics influence the pre- and post-entry work attitudes and behaviors of people with high ethical standards. To fill this gap, we drew on person–organization fit (PO fit) theories and developed the Hazardous Organization Tool (HOT) based on a broad personality trait that is strongly related to ethical standards and predictive of unethical workplace behavior—honesty-humility from the HEXACO personality model. The HOT consists of 9 items that describe organizations that are rated as more attractive by people with low ethical standards. The HOT can be used to measure the extent to which people are attracted to hazardous organizations (HOT-A) and the extent to which people perceive an organization to be hazardous (HOT-P) with different instructions but identical scale options, ensuring commensurability for testing complex fit effects. We examined the validity of the HOT in four samples (total N = 1260). We found moderate to strong correlations between attractiveness ratings of the items (HOT-A) and honesty-humility (ranging from − .31 to − .56) and dark personality traits (ranging from .37 to .63). In addition, hazardous organization perceptions (HOT-P) were related to negative work attitudes and motivation, particularly for employees who were not attracted to hazardous organizations (those with high ethical standards). Overall, the current study suggests that the Hazardous Organization Tool is a valid measure. Implications for the PO fit literature and management practice are discussed.
... According to research recommendations, in order to confirm applicant's green competencies environmental values should be addressed by them during the GRS process (Arulrajah et al., 2015). Moreover, in case applicants and the organization itself shares the same perception on environmental values fit, it will result to increase applicant's acceptance to final stage of job offer, and organizational satisfaction behavior toward job offer (Uggerslev et al., 2012). As a result of above discussion, manufacturing industries in Afghanistan need to prioritize the selection of those applicants which is known with environmental values and concerns. ...
Keywords: Green recruitment and selection, green training and development, green performance management, pro-environmental behavior
... Personnel Assessment And decisions oddbAll interview Questions company to a friend, and performance on the job-if hired (Uggerslev et al., 2012). In a competitive labor market, organizations that stand out from the crowd will be better positioned to attract top talent. ...
Oddball interview questions have gained both popular and academic traction in recent years. Regardless of the intentions behind these questions, job seekers will form judgments about the employer based on its selection tactics. This paper examined the effect of oddball interview questions on organizational personality perceptions and subsequent attraction to the organization. In a time-lagged online experiment, we found organizations that asked oddball interview questions (vs. traditional interview questions) were perceived as more innovative and stylistic, which had a positive indirect effect on organizational attraction. Despite the positive effect of oddball interview questions on these organizational personality perceptions, oddball interview questions did not improve participants' overall attraction to the organization. The effect was not dependent on the job seekers’ personalities. Practitioners aimed to improve recruitment success by asking unorthodox interview questions should look elsewhere.
... Recruiting messages have a signalling function that helps prospective employees to form a prehire view of future employers (Rynes et al., 1991;Uggerslev et al., 2012). By gathering relevant information that plays a key role in forming initial perceptions about an organisation, recruiting messages are one of the first sources of information about many firms, especially when they are not popular companies (Gully et al., 2013). ...
This study analyses how recruiting messages showing commitment to sustainability influence job seekers' perceptions of organisational attractiveness. To address a call from prior research, we propose that organisational prestige mediates the positive relationship between commitment to sustainability and attractiveness. As job seekers from different cultures can have different responses to companies' information, the moderating role of the masculinity dimension of national culture is also examined. In a study of 412 job seekers from four different countries, experimental manipulation was used to assess perceptions of different recruiting messages containing information on business sustainability. Results support the proposed relationships. Theoretical and practical contributions include the integration of signalling and social identity theories to considering a wide variety of mechanisms which show how individuals are attracted to organisations and useful information for helping managers to recruit young talent. Using a sample of young part‐time job seekers is a limitation of this work.
... Despite the significance of the consequences of job-seeking desire, research on its antecedents is inadequate and lacks cohesiveness (Wefald & Downey, 2009). Studies have found a range of characteristics that influence job-seeking intent throughout the years (Dutta et al., 2019), including high remuneration (Uggerslev et al., 2012), compensation and reward (Verwaeren et al., 2017), growth opportunities and work pressure, employment location and work-life balance (Tarigan et al., 2021), a job that is meaningful to them (Demerouti et al., 2012), challenging work (Eddy et al., 2010), and the trend of corporate social responsibility (CSR) activities and brand equity (Zahari & Esa, 2020). There is also a growing need to empirically examine the attractiveness or legitimacy of emerging economy MNCs . ...
Foreign-owned firms’ attractiveness as an employer is crucial for recruiting and retaining talented local job seekers since the new generation is concerned about the social image of their organization. Corporate social responsibility (CSR) is one of the practical tools to connect host country society and create social acceptability. Socially acceptable businesses are comparatively attractive to work with. Drawing on signaling theory to support the study findings, we used cross-sectional surveys with 182 local employees of export-oriented Chinese enterprises in Bangladesh export processing zone (EPZ) areas. We applied structural equation modeling (SEM) to assess the study hypotheses. In addition, Preacher and Hayes mediation analyses were used to evaluate the mediating effect of employer attractiveness on the relationship between corporate social responsibility (CSR) and job pursuit intention. The findings demonstrated a strong association between the research variables and indicate that CSR positively influences employer attractiveness and job pursuit intention. The results show that employer attractiveness partially mediates the impact of CSR on job pursuit intention. This research provides HR managers with practical insights for boosting employer attractiveness, which may play a crucial role in recruiting a competent local workforce. Future implications for HRD professionals and avenues for future research are discussed.
... Otherwise, the desired recruitment results will not be achieved, that is, too many unsuitable candidates apply and too many suitable candidates refrain from doing so. the right quantity and quality of talent, HR professionals need to understand the drivers that contribute to such effectiveness. During their job search, candidates will be more likely to submit an application if they (1) are aware that an organization exists, (2) have a positive perception toward it, (3) consider it an attractive it enables candidates to evaluate if their career goals and preferences correspond In a meta-analysis about the drivers of applicant attraction, Uggerslev et al. (2012) and (Diercks, 2013), fewer suitable candidates may drop out at the early recruitment stages. ...
Organizations are faced with increased competition in the war for talent, and their sustained competitive advantage may depend on the ability to attract suitable candidates. The gamification of HR recruitment processes can be one solution, as it creates employer brand awareness and enables candidates to better assess their fit with the organizational culture and job requirements. Based on a comprehensive literature review and through focus groups and qualitative content analysis, we develop guidelines for effective application design and implementation. Our findings are mirrored against UTAUT 2 theory and consolidated in a Model for Acceptance of Gamified Recruitment Elements. Results suggest that gamified recruitment is an effective option to support traditional recruitment processes in orienting candidates and companies about the individual employer fit, ultimately increasing the quality of applications and strengthening organizations’ talent pools. From the results, we derive guidelines on how to effectively implement design features.
... As technology advances, algorithms may increasingly be able to discern private attributes (such as family status, political orientation, or whether a candidate is mentally ill) indirectly and without proper consent. As a result, if applicants perceive algorithm-driven recruitment as unfair, or infringing upon their right to privacy, they might be less likely to apply to the firm (Uggerslev et al., 2012). ...
Despite the rapid adoption of technology in human resource departments, there is little empirical work that examines the potential challenges of algorithmic decision-making in the recruitment process. In this paper, we take the perspective of job applicants and examine how they perceive the use of algorithms in selection and recruitment. Across four studies on Amazon Mechanical Turk, we show that people in the role of a job applicant perceive algorithm-driven recruitment processes as less fair compared to human only or algorithm-assisted human processes. This effect persists regardless of whether the outcome is favorable to the applicant or not. A potential mechanism underlying algorithm resistance is the belief that algorithms will not be able to recognize their uniqueness as a candidate. Although the use of algorithms has several benefits for organizations such as improved efficiency and bias reduction, our results highlight a potential cost of using them to screen potential employees during recruitment.
... Problems in the recruitment process in getting employees such as prospective employees who do not comply with the requirements and qualifications of the company (Wood et al., 2013). Therefore, a recruitment process system is needed which is analyzed and re-evaluated so that employee recruitment can run even better (Newington & Metcalfe, 2014;Uggerslev et al., 2012). ...
This research aim to analyze the recruitment process system for employees at the Badjoe M26 Warehouse Store, for knowing how is the recruitment process at the Badjoe M26 Warehouse Store, and for knowing the suitability of recruitment applied at the Badjoe M26 Warehouse Store. Types and approaches used that is Approach Qualitatively analyzed through SWOT analysis. Data collection is done Interview to the shop owner direct, and data from the results Interview then identified about internal and external factors using EFAS (External Strategic Factors Analysis Summary) and IFAS (Internal Strategic Factors Analysis Summary) matrices. score and weight of each internal and external factor like strength (Strength) of 2.88, Weakness is 0.44, Opportunity is 2.1 and Threat is 1.3. The total score of IFAS is 3.32 while the EFAS is 3.4. Research results show that position The Badjoe M26 Warehouse Store is in quadrant I which supports the Growth Oriented Strategy. This result signify the company have a good internal condition and a strong opportunity that will maximize source power more human quality and be capable innovate for successful effort undertaken.
... Other studies suggest that an individual's perceived job fit also has an influence on their career decision-making (Klassen et al., 2022;Uggerslev et al., 2012). Klassen et al. (2022) conducted a psychological experiment where respondents were presented with a realistic portrayal of the job/teaching to see how they respond to real life classroom scenarios. ...
This paper reports on a comprehensive review of international evidence, synthesising the findings of some of the strongest empirical work on the main factors influencing people's decisions to be teachers or not. Four search engines, including Google and Google Scholar and five electronic databases identified 517 studies of which 212 were included in this narrative synthesis. These studies highlighted three main motivating factors: intrinsic, altruistic and extrinsic, although the order of the ranking varies with subjects, phase of education and gender of teachers. In general, these studies reported that women are more likely to report being motivated by intrinsic and altruistic reasons, while men are more likely to cite extrinsic reasons. Across all cultures, men are reported to be more strongly influenced by social norms and expectations and were less likely to choose primary and early years teaching. Women are also more likely to experience higher levels of career satisfaction and less social dissuasion than men. Research on motivation to teach is also often focused only on those who have already made the decision to teach. Therefore, policies based on these studies might only be attracting those who are already persuaded. This paper argues that to improve recruitment of under‐represented groups (e.g., males and STEM subject graduates), attention should instead be on those who might otherwise have gone into teaching, but have not. For this group, the review found that it is the status of the profession, the working environment and salary over the long term that are important.
Context and implications
Rationale for the study
The widespread shortage of teachers is a global concern. There are particular challenges in attracting and retaining men, STEM subject teachers and ethnic minority groups to teaching. There is currently no systematic synthesis of international evidence on how to get under‐represented groups into teaching.
Why the findings matter
Our findings matter because recruitment and retention of teachers is a pressing issue facing many countries. Our review considers a much more comprehensive range of factors than previous research. We weight the strength of evidence of each study so that policies to address shortages of under‐represented groups are based on the strongest evidence.
Implications for policy makers
Our review found that the strongest determinants of who go into teaching or not are the individuals' sociological background and choice of subject at school. Therefore, policies to attract more into teaching should focus on those who are still in school. For men and STEM subject graduates, extrinsic factors (status, prestige and working conditions) matter. Therefore, policies to recruit under‐represented groups should focus on these factors. Most previous research on this topic excludes non‐teachers, resulting in misleading results. This has implications for future research and government policies. Policies to attract people into teaching should consider the career drivers of those who might have otherwise gone into teaching, but did not.
... Research has recently considered the specific effects of three organizational brand types: product, employment and CSR brands, based upon signaling theory that focuses on the information asymmetry between job seekers and employers (Connelly et al., 2011). Signaling theory holds that because job seekers often have limited knowledge about an organization as a potential employer, they will attend to all available information related to the organization and interpret such information as signals or cues about the organizational attributes, in an effort to ascertain what it would be like to work at the organization (Celani and Singh, 2011;Stockman et al., 2020;Uggerslev et al., 2012). ...
Purpose
This study aims to examine the relative effects of three organizational brand types (product, employment and corporate social responsibility brands) on organizational attractiveness. The potential differences in the impacts exerted by each brand on organizational attractiveness between the US and Chinese job seekers are also examined.
Design/methodology/approach
A policy-capturing design was used among both US and Chinese participants to test the hypothesized relationships using multilevel modeling.
Findings
Results suggest that each brand type independently contributes to the prediction of attractiveness, with the employment brand a significantly stronger predictor than the other two. Besides, the strength of relationships between brands and organizational attractiveness varies among job seekers from different national contexts.
Originality/value
The findings contribute to the limited understanding of how different types of brands together influence organizational attractiveness among job seekers, and the role national context plays in it.
... In studies on digital natives' attraction, researchers outlined the predictors as "job and organizational characteristics, recruiter characteristics, perceptions of the recruitment process, perceived fit, perceived alternatives and hiring expectancies" [15,21]. Over the past 50 years, digital natives' attraction has been studied extensively, and so in our study, reviewing 71 reputable papers is the first step in listing the predictors. ...
The present study seeks an understanding of digital natives’ preference to join an organization based on the factors of organizational justice, organizational reputation and self-esteem. The study conceptualizes organizational reputation as a mediator between organizational Justice and digital native attraction, while self-esteem is a moderator. Three-hundred and twenty-seven digital natives undergoing internships at reputable organizations comprise the selected sample for the present study. The result shows that organizational reputation mediated the relationship between organizational justice and digital native attraction, and it is stronger for digital natives with high self-esteem. The findings imply that organizations have no other choices but to improve their organizational reputation through organizational justice, which will attract digital natives with high self-esteem, while the government and related parties cooperate with each other to develop digital native self-esteem to a high level, which in turn will attract digital natives to apply for the job.
(PDF) The Organizational Justice and Organizational Reputation Attracting Digital Natives with High Self-Esteem. Available from: https://www.researchgate.net/publication/364984810_The_Organizational_Justice_and_Organizational_Reputation_Attracting_Digital_Natives_with_High_Self-Esteem [accessed Nov 04, 2022].
... Fundamentally, personnel attraction includes four stages: communication a vacancy to potential candidates, creating a pipeline of candidates, retaining potential candidates and influencing the decision to accept a job offer [Barber, 1998;Breaugh, 2008]. K. Uggerslev and her colleagues highlight that the first two stages are the most crucial for attraction outcomes and here recruiters most focus their efforts [Uggerslev, Fassina, Kraichy, 2012]. Thus, in this study we will focus on vacancy communication to talents and talent pools creation. ...
Firms increasingly adopt various talent attraction practices in order to hire the most talented employees and outperform competitors. Although talent attraction is considered critical for the firm success, there is little information on how specifically local firms and multinational corporations strive to win the “war” for talented employees in Russia. To bridge this gap, this study aims to explore talent attraction systems of Russian firms and their foreign counterparts, which they use in order to increase a competitive advantage. The research is based on a qualitative methodology, the data was collected using thirty three in-depth interviews with HR managers and further analyzed with the help of NVivo 12 software. The study reveals that both local firms and multinational corporations apply the same set of talent attraction practices at the operational level. However, only a few foreign companies use a strategic approach for the creation of external and internal talent pools which help them to quickly react to disruptive changes. The article contributes to existing research in two ways. First, it develops the resource-based view on talent management using the HR architecture framework and shows how talent attraction systems enable companies to acquire various talent groups in order to improve the competitive advantage. Second, this study explores talent attraction as a system on the strategic, policy and practices levels, describing their similarities and differences in local companies and multinational corporations.
This study aimed was to develop and validate a new instrument called the Work Preferences Questionnaire (WPQ) to measure individuals’ preferences for work characteristics that are relevant to today’s work environment. A multi-step approach and two samples were used to develop and validate the WPQ across various industries. In the first study, a group of experts developed a bank of items that were then administered to 984 workers. Exploratory factor analysis revealed a nine-factor structure with good internal consistency. In the second study, an independent sample of 687 workers was used to confirm the factorial structure and highlight the distinctness of the work preference dimensions. The study found small mean differences in interindividual preference scores based on age and confirmed data equivalence between gender and education level. The WPQ addresses limitations of existing measures by focusing on a narrow set of work preferences that are highly relevant in the current work environment and includes modern aspects such as teleworking and work-life balance. The WPQ promises to be an effective tool for research and human resources practices, enabling individuals and organizations to better understand work preferences and make informed decisions about work design and personnel selection.
Are public and private employees different? And is this difference due to the fact that different people are attracted to work for government rather than companies? It has been proposed that individuals with certain characteristics, such as having high levels of risk aversion or public service motivation (PSM), are more likely to self‐select into public service. This study argues that this sector attraction effect depends on the amount of job‐related information available to job seekers at different stages of the job search process. We test the hypotheses using a three‐stage conjoint experimental design. The employment sector only matters to job seekers when little direct information is provided. Once more job‐related information is available to them, it diminishes. This effect is especially strong for people with high levels of PSM. These findings suggest that the sector attraction effect is situational, which has important implications for theory and practice of public sector attraction.
This article is protected by copyright. All rights reserved.
Considering the need of Kosovo for Human Resources field, especially the need for conducting a research in large companies, encouraged this research to be started. The three participant companies in this research were Telecom of Kosovo, Kosovo Energy Corporation and Bank for business. Is expressed much need to explore some of the most important policies and practices across companies, such as recruitment and selection, training and development, compensation and benefits as well as perceived organizational support. And on the other hand, observing the impact they have on employees, ranging from job satisfaction, organizational commitment and turnover. Many researches that have been accomplished leave behind a large number of gaps waiting to be met by others and the gaps that have been identified from the previous studies related to this topic are filled by this research. In this research the most fitted methodology approach seemed to be triangulation, where are distributed 50 questionnaires to the employees of the respondent companies and 20 interviews have been held with the HR Managers. So, based on the analyses that have been done, the objectives of this paper have been achieved and the questions have been answered. In many parts of findings are witnessed some strong and significant correlations between the outcomes of the employees and the implementation of HR policies. In addition, the answers of employees differ from the answers of HR policies, since the latter have responded positively about the execution of the practices in question. The academic contribution of this study is witnessed related to the gaps derived by the previous studies which this research has filled and the practitioner contribution of it is linked with the help that this research gives to the participant companies in terms of the crafting policies and executing practices in their business environment. The most important recommendation is that the HR managers should improve their executing process of these policies and practices. However, based on the limitations of this research are flown the need for further studies to be filled by next researches, such as the need to conduct this issue in manufacturing and service firms and to compare the findings between the two sectors.
Providing feedback to job applicants is an important part of the selection process, regardless of whether applicants are selected for the job. The goal of this study was to examine the extent to which providing post-test feedback to rejected applicants on their personality test scores using absolute (i.e., overall scores) or social-comparative techniques (i.e., scores that provide information on how you compare to others) can influence applicant feedback perceptions and their behavioral intentions. This was accomplished by studying 181 test-takers within a job application simulation. Results indicated that test-takers who received absolute feedback perceived it as fairer and were more likely to recommend the organization to others than test-takers who received social-comparative feedback. Further, feedback fairness mediated the relationship between the feedback conditions and each behavioral intention, including recommendation intentions, consumer purchase intentions, and litigation intentions. We discuss several implications for research and practice, as well as future research directions.
Objective
Job candidates are attracted to companies where they see their values fit in based on clues from recruitment materials. Safety-critical companies may aim to attract safety-minded applicants, through signals indicating that the organisation prioritises safety. Research shows that language related to safety outcomes (versus other outcomes) in recruitment materials can inform the preferences of safety-minded applicants. Rooted in theorising that high reliability organisations (HROs) are highly safety-focused and have low masculinity values, this study investigates the extent to which the relationship between company attractiveness and safety-focused and femininity-focused language used to describe the company, is moderated by potential applicants’ safety attitudes.
Method
In a within-subjects vignette study, participants (N = 197) rated the attractiveness of four fictitious companies, based on company webpages, and reported on their individual safety attitudes.
Results
Participants with higher safety attitudes rated companies as more attractive when language used in company descriptions focused on safety (and not business). This effect was amplified when the company description also emphasised low masculinity (i.e., feminine) values.
Conclusions
To attract applicants with higher safety attitudes, companies may benefit from using language that is focused on femininity, in addition to safety.
Organisational fit represents a crucial criterion in the hiring process. This article aims to understand how employers and external recruitment consultants define and apply organisational fit in professional labour markets, such as engineering, marketing and finance. It also investigates how the use of organisational fit in hiring can lead to social bias within these labour markets. It relies on semi-structured interviews with 47 external recruitment consultants who assist employers in these sectors. The article draws on Relational Inequality Theory to demonstrate how hiring managers and consultants use organisational fit to create and justify boundaries between acceptable and unacceptable candidates. Claim-making supports the rationalisation and legitimisation in the exclusion of groups of candidates. The article critically informs human resource management, business and psychology literature that perceive organisational fit as a largely benign criterion for recruitment. It also extends sociological and critical management literature by delineating three main exclusionary mechanisms in matching candidates for organisational fit.
• Objectif Recruter est un acte de gestion difficile pour les organisations et en particulier pour les PME. Dans ce contexte, le site institutionnel des PME constitue pour les candidats un premier contact avec leur employeur potentiel et une source d’information incontournable ; c’est également un levier d’attractivité pour les PME. Ainsi, nous proposons de mobiliser la littérature relative aux environnements des sites web marchands pour l’appliquer au contexte des sites institutionnels des PME. Plus spécifiquement, nous faisons appel au concept d’hospitalité virtuelle du site institutionnel d’une PME dans un contexte de recrutement afin de mesurer ses effets sur l’intention de postuler des candidats potentiels. • Méthodologie Un site institutionnel d’une entreprise fictive a été créé. Il a ensuite été décliné en trois versions, chacune représentant un niveau d’hospitalité virtuelle (niveau fort, moyen et faible). L’expérimentation a été menée auprès de 1 095 répondants. • Résultats Les résultats montrent que le niveau d’hospitalité virtuelle du site internet institutionnel a un effet sur les dimensions de chaleur et de compétence perçues de l’organisation ; ces dernières médiatisent la relation entre le niveau d’hospitalité virtuelle et l’intention de postuler. • Implications managériales/sociétales Les PME souhaitant développer l’attractivité de candidats ont intérêt à concevoir un site internet hospitalier dans la mesure où il contribue significativement à améliorer les intentions de postuler des candidats. Cette étude propose aux managers des leviers aisément actionnables afin de disposer d’un site internet plus hospitalier (comme l’insertion de photographies à caractère social ou de témoignages de salariés). • Originalité Ce travail souligne le potentiel de l’hospitalité virtuelle comme cadre intégrateur de la construction d’une relation humanisée entre un employeur et un candidat via le site internet.
The article presents a personal historical review of the person‐organization fit (PO) literature by Amy Kristof‐Brown, Benjamin Schneider and Rong Su. We present six conundrums and research evidence about each that we've encountered while working on the topic of fit during our careers: (1) What exactly is PO fit?—the term can be narrowly or broadly defined, but must be distinguished from other forms of Person‐Environment (PE) fit; (2) What is the best way to measure PO fit?—there are a variety of ways, each with strengths and liabilities and the measure of P and O can vary across a variety of attributes; (3) At what level of analysis is PO fit?—although conceptually cross‐level, it has been studied most frequently as an individual‐level variable; (4) To what extent does PO fit actually matter?—quite a bit, especially with regard to individual attitudes and individual turnover, but there are many caveats including measures and national culture; (5) Is PO fit always desirable? — for individuals generally yes, but there can benefits of misfit; for organizations the answer is still unknown, particularly with regard to diversity; and (6) What are the implications of PO fit change over time?—it is clear that people engage in purposeful activity toward establishing fit in their lives, and purposeful organizational tactics toward accomplishing productive fit is recommended. Addressing these conundrums, we provide thoughts on future directions for research on PO fit and practical implications for managers who want to maximize the benefits of PO fit. This article is protected by copyright. All rights reserved
Kuruluşlar için yetenekli çalışanları çekmek ve bağlılıklarını sağlamak amacıyla insan kaynakları (İK) uygulamalarını fark edilir hale getirmek hayati bir rol oynamaktadır. Bu amaçla, kuruluşlar çekici ve tercih edilen bir işveren olmayı arzu etmektedir. Kuruluşların rekabet ortamı ve insan kaynağının farklılaşması ile geleneksel İK yaklaşımları yetersiz kalmış bunun sonucu olarak da yeni stratejik yaklaşımlara ihtiyaç duyulmuştur Bu yaklaşımların başında da işveren markası yer almaktadır. İşveren markası; İK, pazarlama ve iletişim çalışmalarının ihtiyaç duyulan yetenekleri çekmeye yardımcı olmak için kesiştiği noktadır. Bu amaçla yapılan çalışmalar; değerlerin ifade edilmesi ve uygulanması, kuruluşun farklı yetenek yönetimi planlarını hizalaması ve doğru bir iletişim stratejisi oluşturulması gibi bazı uygulamaları içermektedir.
Kuruluşlar yüksek kaliteli mal ya da hizmetler üretseler dahi bunu müşterilere güçlü bir marka ile iletemediklerinde başarılı olmaları çoğunlukla mümkün değildir. Benzer durum kuruluşların İK yönetimi uygulamaları için de geçerlidir. Çalışanlarına sağladıkları faydalar ne kadar iyi olursa olsun bunu özellikle potansiyel aday havuzuna iletemediklerinde yetenekli çalışanları çekmeleri bununla birlikte mevcut çalışanlarını elde tutmaları mümkün değildir. Günümüzde artan işveren markası farkındalığı sonucu ülkemizde de bu konuda çalışmalar yapan ve özellikle çekicilik yaratmak amacıyla dijital pazarlama araçlarını kullanarak mesajlarını iletmeye çalışan
kuruluşlar bulunmaktadır. Bu kuruluşlar hedefledikleri aday grubuna uygun olarak oluşturdukları değer önermelerini kurumsal web siteleri, kariyer siteleri ve LinkedIn, Instagram gibi sosyal medya platformlarında oluşturdukları kurumsal veya İK/kariyer hesapları ile iletmektedirler.
Bu çalışma, insan kaynakları yönetiminde işe alım sürecinin insan kaynağının edinimi aşamasında sembolik algılamanın etkisi ve gücünü ortaya çıkarmak amacıyla yapılmıştır. Araştırma, endüstri alanında faaliyet gösteren bir işletmenin ihtiyaç duyulan pozisyonu için açılmış olan iş ilanına başvuran adaylar arasından belirlenen toplam 73 katılımcıdan mülakat yöntemiyle toplanan verilerle gerçekleştirilmiştir. Bu kapsamda, birinci uygulama için 38 katılımcıya 6 maddelik açık uçlu sorular sorulmuştur. Çalışmanın ikinci uygulamasında ise, 35 katılımcıya 5 maddelik açık uçlu sorular iletilmiştir. Nitel araştırma yöntemi uygulanmış olan bu çalışmanın sonuçlarına göre, işe alım süreci kapsamında insan kaynağı ediniminde sembolik algılamanın önemli bir rol oynadığı görülmüştür. Ayrıca çalışmanın sonuçlarına göre, işe alım sürecinde uygulanan tekniklerin adayların algısına göre değiştiği ve sembolik algılama ile beklenenden farklı sonuçlar verdiği görülmüştür. Bu kapsamda araştırmada ortaya çıkan sonuçlar tartışılarak insan kaynakları yöneticilerine ve diğer uygulamacılara önerilerde bulunulmuştur.
Questions about whether candidate perceptions of recruitment and selection practices “matter” have been raised for decades. This study tackles such questions by developing a new theoretical framework to understand the business unit-level emergence and consequences of the collective candidate experience, defined as “ Applicants’ aggregate overall cognitive and affective perceptions based on multiple interactions with a business unit over the course of the entire recruitment and selection process.” A theoretical framework is introduced that integrates signaling theory with research from marketing, recruitment, and applicant reactions to propose that the collective candidate experience construct emerges from interactions in unit-specific social, structural, and physical contexts. The construct is further expected to influence new hire outcomes and business unit outcomes. We then test the theorized consequences of the collective candidate experience in a multi-unit quick service restaurant organization. The collective candidate experience is positively associated with collective new hire engagement, which in turn is associated with collective new hire turnover intentions, collective turnover, and collective customer satisfaction. Additional supporting evidence and preliminary measures are provided in online appendices. Overall, this study complements and extends prior research and directs new research by offering a theoretical framework.
Text from 990 job advertisements were downloaded from companies on the Fortune 500 2020 list of top companies. These job ads covered 32 different job titles from eight industries. The responsibilities and requirements sections were saved for each job, and, when available, city, state, salary, company size, and other offered text were saved. Data were collected manually by a team of researchers during the summer of 2021 through a systematic search process. The dataset is stored on the OSF. Data can be used for further job advertising analysis and comparison.
One way to build a stronger teacher workforce is to improve the way we recruit teachers. The goal of this article is to describe a competency-based approach to two facets of teacher recruitment: attraction and selection. We begin by examining current teacher attraction and selection efforts worldwide, and then describe how education organizations can improve their recruitment efforts by (a) identifying key competencies relevant to their context, and (b) choosing reliable and valid methods to evaluate these competencies. We conclude with three suggestions for next steps in teacher recruitment research and practice.
Research examining workers' contemporary careers (CC) attitudes indicates that they are broadly associated with desirable outcomes. The one exception is organizational mobility preferences (OMP), which generally produce mixed findings. Scholars suggest this may be due to a lack of alignment with the individual's context, but little is known about how contextual factors, such as the career environment provided by organizations, influence outcomes of OMP or why. Therefore, in this study we draw on theories of person-organization fit to explore how organizational career environments (OCEs) influence outcomes of OMP during recruitment. We propose that organizations can signal whether they provide more traditional or contemporary career paths through recruitment advertisements. We then hypothesize that job seekers with stronger OMP will perceive greater fit (i.e., similarity and complementary fit) and organizational attractiveness when presented with more contemporary OCE recruitment advertisements, as opposed to more traditional OCE recruitments advertisements. Across two studies, we find support for our hypotheses as well as provide insight into how complementary fit is playing an increasingly influential role for workers in a more mobile labor market. Our findings contribute to careers and person-organization fit literatures, and provide practical recommendations about attracting mobile talent.
In the current recruitment climate, interviewing candidates for a vacancy in your practice is a two‐way process. Are they the right fit for you, and are you the right fit for them? This article is the second in a three‐part series on evidence‐based recruitment. The first part, published in the March 2022 issue of In Practice, discussed evidence‐based recruitment advertising. This article focuses on best practice for interviewing and selection, to help you ensure that your practice makes the best impression to potential new hires.
Organizations may need to attract occupational groups they did not recruit so far to implement strategic changes (e.g., digital transformation). Against the backdrop of this practical problem, this study introduces and explores an occupation-based measure of person-organization fit: occupational fit. I investigate its relationship with employer attractiveness based on human capital theory and explore the role of employer image as a moderator in this relationship. I surveyed 153 software engineers and mechanical engineers to analyze whether their occupational fit with software engineering and mechanical engineering firms is related to employer attractiveness. I find that occupational fit is only related to a firm’s employer attractiveness among software engineers. Employer image does not moderate this relationship. A qualitative follow-up study proposes first explanations for the unexpected differences between the two occupations by indicating that occupations may differ in the logic they apply to determine fit and their degree of professionalization. The study contributes to research by highlighting the neglected role of occupation in recruitment research and exploring potential boundary conditions of recruitment for fit. Implications for future research and practice are discussed.
This research utilizes signaling theory to shed light on the influence employee-generated reviews and job advertisements have on hospitality students’ perceptions and decisions. Specifically, the research examined the influence of salary information in job advertisements and review valence in employee-generated reviews on job pursuit intention (JPI) and person-organization (PO) fit. A vignette-based experiment was conducted in which potential applicants read job advertisements containing salary information and employee-generated reviews. Results show that organizations can overcome negative online employee reviews as long as the salary is adequate.
Since COVID-19 pandemic, the use of asynchronous video interviews(AVIs) has increased in the selection process. The purpose of this study was to investigate the effects of the interviewer video on the applicants' reactions and impression management behavior during the AVIs process. Accordingly, interviewees were randomly assigned to three conditions and participated in the AVIs. The first condition is that every process of the AVIs was conducted through text only. The second and the third condition both provide videos that ask questions and listen to the applicants' answers, but the former includes virtual character interviewers while the latter includes real person interviewers. Results indicated that the most positive interviewees' reactions were shown in the third condition. In detail, the third condition showed higher social presence, interpersonal treatment, and perceived usefulness compared to the first condition in the AVIs process, and the interviewer video that includes real person interviewers had positive effects on procedural justice and organizational attractiveness through these variables. In the case of the second condition, there was no significant difference in the applicants’ reactions to the first condition, and it showed a lower social presence than in the third condition. Hence it indicates that the virtual characters cannot substitute the positive effects of real person interviewers. Also, there was no notable difference in honesty and deceptive impression management behavior between the three conditions. This study is meaningful in that it proposed an effective way to improve the participants’ reactions in conducting the AVIs, and is expected to be used as a basis for research related to the construction of AVIs.
최근 코로나 19 팬데믹으로 인해 비대면 채용 면접을 채택하는 기업이 늘어났다. 특히, 비대면 면접에 인공지능(Artificial Intelligence: AI) 기술이 도입됨에 따라 사전 심사를 목적으로 하는 비동시적 AI 면접(Asynchronous Video Interview- Artificial Intelligence; AVI-AI)이 많은 기업의 채용 과정에 추가되었다. AVI-AI는 채용 과정에서 요구되는 비용을 절감하고 효율성을 높일 수 있기에 기업들로부터 큰 관심을 받고 있으며, 미래에는 더 확대되어 적용될 전망이다. 이에 발맞추어 AVI-AI의 효과성에 대한 연구가 증가하고 있지만, 아직 산업 및 조직심리학 분 야에서 AVI-AI에 대한 연구는 미비한 실정이다. 본 연구에서는 AVI-AI의 개념 및 사용 실태를 개관하고 AVI-AI의 신뢰도, 타당도 및 지원자의 반응에 대한 연구를 개관하였다. 이를 바탕으로 향후 연구 방향과 실무자들을 위한 제안을 제공하였다.
In this article, the authors assessed job seekers' organizational image beliefs before and after they experienced 3 recruitment media. The authors examined whether perceptions of media richness and credibility were related to improvements in the correspondence between job seekers' image beliefs and firms' projected images. Both media richness and credibility perceptions were associated with correspondence between job seekers' image beliefs and firms' projected images. However, results revealed that richness and credibility perceptions were likely to enhance job seekers' initial beliefs about firms' images when their beliefs were positive but did not diminish job seekers' beliefs about firms' images when their initial impressions were too positive.
This study examined whether employees develop perceptions about 3 different types of fit: person-organization fit, needs-supplies fit, and demands-abilities fit. Confirmatory factor analyses of data from 2 different samples strongly suggested that employees differentiate between these 3 types of fit. Furthermore, results from a longitudinal design of 187 managers supported both the convergent and discriminant validity of the different types of fit perceptions. Specifically, person-organization fit perceptions were related to organization-focused outcomes (e.g., organizational identification, citizenship behaviors, turnover decisions), whereas needs-supplies fit perceptions were related to job- and career-focused outcomes (e.g., job satisfaction, career satisfaction, occupational commitment). Although demands-abilities fit perceptions emerged as a distinct construct, they were not related to hypothesized outcomes (e.g., job performance, raises).
S. W. Gilliland (1993) has proposed a model of perceived selection system fairness to help understand applicants' prehire and posthire behavior. The present study aimed to verify and extend his framework by investigating the role of job context in the formation of fairness perceptions of biodata. A sample of 255 students (108 men, 147 women) completed an operational biodata instrument, believing that it would be used to hire persons for either international, local, or unspecified entry-level managerial positions. Participants were then presented with outcome information (selected or rejected for further consideration). Consistent support was found for the research hypotheses derived from the Gilliland model. Participants' perceptions of the fairness and job relatedness of biodata were affected by the selection context and decision outcome. The importance of considering selection context in assessments of perceived test fairness is discussed.
The authors examined applicant self-selection from a multiple hurdle hiring process. The relationships of the selection status of 3,550 police applicants (self-selected out prior to 1 of the hurdles, passing, or failing) and perceptions of the organization, commitment to a law enforcement job, expectations regarding the job, employment status, the need to relocate, the opinions of family and friends, and perceptions of the hiring process were examined. Differences between those who stayed in the process and those who self-selected out were observed in most areas, and those who self-selected out at early stages differed from those self-selecting out at later stages. African Americans' and women's perceptions also differed from the majority group, indicating some of the difficulties an organization faces in attempting to diversify.
High- and low-task-importance Ss read a strong or weak unambiguous message or an ambiguous message that was attributed to a high- or low-credibility source. Under low task importance, heuristic processing of the credibility cue was the sole determinant of Ss' attitudes, regardless of argument ambiguity or strength. When task importance was high and message content was unambiguous, systematic processing alone determined attitudes when this content contradicted the validity of the credibility heuristic; when message content did not contradict this heuristic, systematic and heuristic processing determined attitudes independently. Finally, when task importance was high and message content was ambiguous, heuristic and systematic processing again both influenced attitudes. Yet, source credibility affected persuasion partly through its impact on the valence of systematic processing, confirming that heuristic processing can bias systematic processing when evidence is ambiguous. Implications for persuasion and other social judgment phenomena are discussed.
This study examined several unexplored issues in research on applicants' perceptions of fairness. First, the study explored possible differences between procedural violations that advantage individuals vs. those that are disadvantageous. Second, the study examined the complex relationship between process and outcome fairness across the stages of the selection process. A longitudinal, simulated selection process was used; procedural justice was manipulated by varying the consistency of test administration, and distributive justice was manipulated by varying perceptions of equity. Results indicate that favorable rule violations are perceived similar to rule satisfaction and that a complex and dynamic relationship exists between process and outcome fairness.
This series of field studies used a fairness framework to investigate applicant reactions to test score banding in 3 police selection contexts. Studies 1 (N = 85) and 2 (N = 369) involved applicants for entry-level positions,and Study 3 (N = 39) involved applicants for promotion. Across all 3 studies, race interacted with applicants' belief that banding is associated with affirmative action to affect measures of fairness and organizational outcomes such as attractiveness and perceived employee relations. Reactions were also related to applicants' perceived outcomes as a result of banding. Results are explained in terms of self-interest and suggest that reactions to banding are largely a function of the association of banding with affirmative action.
We adopted an interactionist perspective to investigate how the personality characteristics of self-esteem (SE) and need for achievement (nAch) moderated the influences of organizational characteristics on individuals' attraction to firms. Subjects read an organization description that manipulated reward structure, centralization, organization size, and geographical dispersion of plants and offices and indicated their attraction to the organization. Although subjects were more attracted to firms that were decentralized and that based pay on performance, results supported the interactionist perspective. Subjects with low SE were more attracted to decentralized and larger firms than high SE subjects. Subjects high in nAch were more attracted to organizations that rewarded performance rather than seniority. Finally, organization size influenced attraction differently for individuals high and low in nAch.
We conducted a field study to test eight propositions derived from a process model of the selection interview (Dipboye, 1982; Dipboye & Macan, 1988). According to the model, interviewers' preinterview impressions of an applicant bias the subsequent conduct of the interview and processing of information in the direction of confirming these initial impressions. To test predictions from the model, we surveyed managers and the applicants they interviewed in each of 164 interviews. In support of the model, interviewers' preinterview evaluations were positively related to postinterview evaluations of applicant qualifications and process variables predicted to mediate this relation. Results also supported the model in that interviewers with favorable preinterview impressions were more likely to attribute good interview performances to the applicants' qualifications for the job and poor performances to external factors. Contrary to the model, confidence failed to moderate the above findings, and preinterview impressions were not predictive of applicant reports of interviewers' time spent in questioning. Some possible implications of the model for future research and for improving interview practice are discussed.
Research dealing with various aspects of* the theory of planned behavior (Ajzen, 1985,
1987) is reviewed, and some unresolved issues are discussed. In broad terms, the theory is
found to be well supported by empirical evidence. Intentions to perform behaviors of different
kinds can be predicted with high accuracy from attitudes toward the behavior, subjective
norms, and perceived behavioral control; and these intentions, together with perceptions of
behavioral control, account for considerable variance in actual behavior. Attitudes, subjective
norms, and perceived behavioral control are shown to be related to appropriate sets of salient
behavioral, normative, and control beliefs about the behavior, but the exact nature of these
relations is still uncertain. Expectancy value formulations are found to be only partly
successful in dealing with these relations. Optimal rescaling of expectancy and value
measures is offered as a means of dealing with measurement limitations. Finally, inclusion of
past behavior in the prediction equation is shown to provide a means of testing the theory*s
sufficiency, another issue that remains unresolved. The limited available evidence concerning
this question shows that the theory is predicting behavior quite well in comparison to the
ceiling imposed by behavioral reliability.
The ability to attract highly qualified employees constitutes a significant competitive advantage, and is ultimately linked to an organization’s economic success. Creating and maintaining organizational attractiveness is therefore crucial to organizations. While previous research has demonstrated that an organization’s ethical conduct (e.g., corporate social responsibility) enhances its attractiveness for potential employees, there is no empirical evidence on whether the ethical behavior of an organization’s leaders can also affect organizational attractiveness. Using both experimental and correlational data we investigate the influence of leader ethical behavior on organizational attractiveness and examine the underlying mechanisms behind this relationship. In line with our hypotheses, ethical leader behavior leads to significantly higher ethical leadership ratings and to significantly higher ratings of organizational attractiveness. Furthermore, higher ethical leadership ratings were associated with str...
This chapter outlines the two basic routes to persuasion. One route is based on the thoughtful consideration of arguments central to the issue, whereas the other is based on the affective associations or simple inferences tied to peripheral cues in the persuasion context. This chapter discusses a wide variety of variables that proved instrumental in affecting the elaboration likelihood, and thus the route to persuasion. One of the basic postulates of the Elaboration Likelihood Model—that variables may affect persuasion by increasing or decreasing scrutiny of message arguments—has been highly useful in accounting for the effects of a seemingly diverse list of variables. The reviewers of the attitude change literature have been disappointed with the many conflicting effects observed, even for ostensibly simple variables. The Elaboration Likelihood Model (ELM) attempts to place these many conflicting results and theories under one conceptual umbrella by specifying the major processes underlying persuasion and indicating the way many of the traditionally studied variables and theories relate to these basic processes. The ELM may prove useful in providing a guiding set of postulates from which to interpret previous work and in suggesting new hypotheses to be explored in future research.
Copyright © 1986 Academic Press Inc. Published by Elsevier Inc. All rights reserved.
During the 1990s, many writers began to sound alarm bells about impending labor shortages of skilled and professional workers. At the same time, it became increasingly clear that human capital and the management of employees is a critical factor in an organization's success and competitiveness. The increasing importance of human capital, combined with continuing concerns about labor shortages, has made applicant attraction and recruitment more important than ever.
Although laboratory studies have found that selection information can affect applicant perceptions, this has not been tested in the field. The authors followed 2 cohorts of police applicants (N = 274) in a longitudinal Study to examine the relationship between information, applicant perceptions, and behavior (e.g., turnover). Information was related to perceived fairness measured at the time of testing and I month later when applicants received their results. Information moderated the relationship between outcome favorability and test-taking self-efficacy among African Americans but not among Whites. Information was not related to the behavioral measures. The discussion focuses on why certain findings from previous studies were not replicated and on the use of information when applicants have an investment in getting a job.
We argue that assessing attraction outcomes is critical to systematic improvement of recruitment effectiveness and offer a new assessment framework that can be adapted by all organizations for any position in any staffing scheme. These methods (a) permit outcomes of different recruitment processes - attraction, status maintenance, and gaining job acceptance - to be evaluated independently, (b) support concurrent evaluations of attraction outcomes, (c) enable cost-benefit analyses of alternative recruitment processes, (d) allow meaningful comparisons of applicants from different recruitment events, and (e) support more aggressive management of the recruitment function than is otherwise possible. An illustrative example demonstrates these methods using attraction outcome data from 5 organizations' recruitment of associate engineers and shows that not only do attraction outcomes differ, the value of those differences can be substantial.
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This quasi-experimental study examined job applicants' organizational perceptions prior to and immediately after completing pre-employment assessments, and after the hiring decision was announced. Participants were actual applicants (N = 262) for non-exempt level data processing positions at a medium-size Midwestern insurance company. As part of the selection process, applicants completed both a cognitive ability test and a personality inventory. Information about the tests was used as a manipulation. Approximately half of the participants received information prior to completing the assessments that explained the tests' content, job relatedness, and validity, and a description of the testing process, while the other half were not provided with this information. Applicant perceptions were measured prior to testing, immediately after testing, and after hearing about the hiring decision (approximately 30 days after testing). Applicants' general test fairness perceptions, attitude strength antecedents, information condition, hiring decision, as well as a number of control variables, were used as predictors of applicants' organizational attraction and word-of-mouth behavior. Testing information was significantly related to organizational attraction at each measurement phase and to recommendation behaviors after the hiring decision was announced. Additionally, information provision influenced applicants' posttest organizational attraction through its impact on applicants' interactional justice perceptions. Applicants' organizational knowledge and job importance, two attitude strength antecedents, were positively related to applicants' pretesting organizational attraction. The attitude strength antecedents and test information interacted to influence applicants' post-hiring decision organizational attraction and word-of-mouth behavior, such that applicants receiving information whose attitude strength was high were more strongly attracted to the organization and engaged in more word-of-mouth behavior. This research indicates that providing job applicants with pretesting information increases their attraction to the organization and their pro-organizational behaviors. Both practical and theoretical implications of the findings are discussed.
The authors investigated the process of deciding whether or not to apply for jobs, using the verbal protocol analysis (VPA) technique. Verbal reports provided by participants as they evaluated job postings and decided whether or not to interview for jobs were analyzed to assess what information was heeded, the impact of incomplete or unusual information, and the role of inferences regarding job characteristics and probability of hire. Results indicated that location and compensation received the most attention and that participants also responded to the amount of information provided. In addition, participants made inferences about unobserved characteristics and probability of hire, although the latter played little role in the decision to interview. The study also provided support for the usefulness of VPA by demonstrating that neither the verbal protocol process nor the use of prompts significantly influenced participants' decisions (as compared with the decisions of control groups).
The relationship between and among interviewers' evaluations of applicants and applicants' evaluations of interviewers in a college placement center was examined. 62 applicants being interviewed by 11 different recruiters from various industrial and academic agencies participated. Interviewers and applicants evaluated each other on three analogous dimensions: over-all general impression of the applicant (interviewer), personal liking of the applicant (interviewer), and chances that the applicant will receive further consideration by the organization (chances that the applicant would accept a job if offered). Intercorrelations between the interviewers' and the applicants' evaluations ranged from .12 to .42. Further, the interrelationships among the evaluations differed between the interviewers and the applicants. The evaluations of chances of further consideration (or offer acceptance) were more highly related to the other more interpersonal evaluations for the interviewers than for the applicants.
Following a justice framework, the present study examined actual candidates taking selection tests to gain full-time employment. The reactions of 144 applicants for an entry-level accounting job were examined in a real employment testing context at 3 time periods: before testing, after testing but before feedback on whether they passed or failed the test, and after test performance feedback. With controls for pretest perceptions, several of the 5 procedural justice measures (information known about the test, chance to perform, treatment at the test site, consistency of the test administration, and job relatedness) predicted applicant evaluations regarding the organization, perceptions of employment testing, and applicant test-taking self-efficacy. Test outcome favorability (passing or failing the employment test) predicted outcomes beyond initial reactions more consistently than procedural justice perceptions. Procedural justice perceptions explained incremental variance in some analyses after the influence of outcome favorability was controlled.
Although the self-selection matching hypothesis is considered to be an integral part of the psychological effects of realistic job previews (RJPs), several writers have concluded that self-selection is not a valid explanation for the effect of RJPs on job survival (Colarelli, 1984; Reilly, Brown, Blood, & Malatesta, 1981). This conclusion, however, is based on research that has measured job acceptance rates as a surrogate measure for self-selection (Rynes, 1991; Wanous & Colella, 1989) and research that has often ignored the perception of choice boundary condition of RJPs (Breaugh, 1983). In the present study, a simulation of the job choice process was conducted in which 138 undergraduate commerce students were randomly assigned to either a one-job preview condition (an RJP or a traditional job preview, TJP) or a two-job preview condition (RJP and TJP) in order to examine the effects of job previews on self-selection and job choice. In addition, we also tested expectancy theory as a theoretical model to explain the effects of job previews on job choice. The relation between self-efficacy and job choice was also examined. As expected, differences in job acceptance rates were only found in the two-job preview condition in which most subjects (71.4%) selected the traditional job preview. Support was also found for the effect of job previews on self-selection and for expectancy theory as a model for the effects of job previews on job choice. Further, subjects with stronger self-efficacy beliefs were more likely to choose the RJP than the TJP, and self-efficacy significantly increased the accuracy of the expectancy theory model in predicting subjects′ job choice decision. Both the practical and research implications of the effects of job previews on self-selection and job choice are discussed.
This article integrates perspectives from two distinct traditions of person-environment fit (i.e. value congruence and need fulfillment) during the recruitment process. Results from a longitudinal study on 132 job seekers indicated support for a model where value congruence influenced organizational attraction through job seeker expectations of need fulfillment. Supplementary analyses using response surface methodology further suggest that relationships between the constructs did not always correspond to relationship forms usually associated with PE fit. Findings are discussed in terms of their implications for recruitment research, signaling theory, and PE fit theory.
The article reports on the results of research which was conducted to test the specific mechanisms that explain why some individuals are particularly interested in becoming employees in companies that engage in corporate social responsibility. To do their research researchers tested two mechanisms; person-organization fit and signalling among individuals who read web pages from recruiting companies in which researchers manipulated the presence and type of corporate social responsibility. They found that individuals had more favorable attitudes towards a company and ranked it as their top choice for employment when web pages contained corporate social responsibility information.
This study explored whether applicants' preinterview job beliefs affected their interview behavior and postinterview reactions. I obtained 106 pre- and postinterview applicant surveys and audiotapes of 24 interviews. Results indicated that applicants' preinterview expectancies correlated positively with their impression management tactics, confirmatory questions, and perceptions of recruiters. Perceptions of recruiters partially mediated pre-to postinterview job-belief relationships. Job-knowledge confidence and the expected total number of job offers moderated effects of preinterview beliefs on confirmatory questions. Research and practical implications are discussed.
The relationship between college placement interviews and subsequent employment decisions by organizations and applicants has received scant research attention. In a longitudinal field study, we found that applicants' job choices were related to their postinterview intentions. However, organizations' job offer decisions were not related to recruiters' postinterview intentions or to their perceptions of applicants' intentions. The results offered general support for the applicability of the theory of reasoned action to the recruitment process.
This policy-capturing study examines the impact of corporate social responsibility (CSR) on applicant attraction to organizations. In a sample of 201 graduating business students, we found that each aspect of CSR, i.e., economic, legal, and ethical responsibility, had a unique effect on organizational attraction and probability of accepting offer. The participants also combined these three types of information in an interactive configural manner. Applicants with different ethical predispositions were affected by CSR to different extents. Future research needs and practical implications are discussed.
This review critically examines the literature from 1985 to 1999 on applicant perceptions of selection procedures. We organize our review around several key questions: What perceptions have been studied? What are determinants of perceptions? What are the consequences or outcomes associated with perceptions applicants hold? What theoretical frameworks are most useful in examining these perceptions? For each of these questions, we provide suggestions for key research directions. We conclude with a discussion of the practical implications of this line of research for those who design and administer selection processes.
Job seekers tend to be more attracted to organizations known for corporate social responsibility (CSR), but research is needed to better understand the underlying mechanisms. Using data from 171 job seekers who attended job fairs, we tested three mediators of the relationship between perceptions of CSR and organizational attractiveness: perceived value fit, employer prestige, and expected employee treatment. Results showed that job seekers' perceptions of community-focused and environmentally-focused practices predicted organizational attractiveness beyond the effects of other variables (e.g., job offer expectancy). Results showed support for all three mediating mechanisms.
This article reports the results of a comprehensive meta-analysis of turnover antecedents, extending an earlier one by Hom and Griffeth (1995). As such, this updated meta-analysis represents the most wide-ranging quantitative review to date of the predictive strength of numerous turnover antecedents. Importantly, the present investigation identifies various moderators of antecedent-turnover correlations. The implications of these findings for both theory and practice are discussed.