DONE: Recruitment Flashcards
Graves & Powell (1998)
Field study - investigation of sex discrimination in recruiters’ evaluations of actual applicants using SEM.
Real employment interviews.
Applicant sex did not directly or indirectly affect recruiters’ evaluations of
applicants in campus interviews, providing no evidence of sex discrimination. Instead, subjective
qualifications had a significant effect on evaluations and also mediated the effects of perceived similarity, interpersonal attraction, and objective qualifications on evaluations.
Recruiters saw stronger
subjective qualifications in applicants with high scholastic performance whom they viewed as similar
to themselves and whom they liked. Perceptions of these qualifications, in turn, were the primary
determinant of evaluations.
Eight hundred and five corporate recruiters, who conducted interviews at universities rated male or female applicants from their upcoming interview schedule.
Allen & Vardaman (2017)
Future research directions:
Expand the diversity of methods, e.g., more cross-context
empirical studies; incorporate behavioral outcomes
• Design research to allow for cross-cultural comparisons (e.g., consider the appropriate covariates to include and to also measure for each respective culture).
Culture’s impact on the adoption of specific
recruitment practices.
Example: In higher power distance cultures, design more
formal and structured recruiting processes.
How assumptions and stereotypes influence
applicant pools.
-Diversity programs in higher power distance and
higher uncertainty avoidance cultures require
additional support.
Branding and image across cultures - LGBT branding in June in the US vs China.
Investigating the translation of turnover
intentions to turnover behavior across cultures - is the Bosco et al. (2015) finding that attitudes/behaviors relationships tend to be weaker applicable for turnover intentions and actual turnover equally in individualistic vs collectivistic cultures?
Practical implications:
In higher uncertainty avoidance cultures, avoid
lengthy communication delays and emphasize job
security.
In more feminine cultures, emphasize fit and
relational aspects of work; in more masculine
cultures, emphasize job attributes
In higher power distance cultures, provide more
structure and formality; emphasize status and
prestige
In more short-term oriented cultures, emphasize
immediate rewards; in more long-term oriented
cultures, emphasize development and advancement
opportunities.
Juicy:
Fitting recruitment and retention practices to
the local context may be counterproductive in
more diverse cultural settings.
Many turnover antecedents and processes appear to generalize across cultures. YET- Recruitment practices appear less generalizable across cultures.
Premack & Wanous (1985) meta analysis on RJPs
That is, RJPs tend to lower initial job expectations, while increasing
self-selection, organizational commitment, job satisfaction, performance, and job
survival.
Earnest et al. (2011)
Found similar results to Premack & Wanous (1985) regarding reduced turnover, suggesting that RJPs
have remained a low investment strategy for modestly influencing turnover
despite evolving workplaces and employment systems and the growth in
readily available information online.
Meta-analytic results also showed
that RJPs are related to each of the theoretical mediating mechanisms proposed in the literature; however, RJPs are most strongly related to perceptions of organizational honesty (r = .11), role clarity (r = .10), and attraction (r = −.10).
-The neg relationship with attraction suggests it may be that applicants at first have unrealistic expectations as discussed more commonly by Premack & Wanous (1985) -but with new info re: org-trust as the strongest mediator!
Cohen & Bunker (1975)
True experiment: were asked to
evaluate relevant employment materials on one hypothetical job applicant
(male or female) for either a male-oriented (personnel technician) or femaleoriented (editorial assistant) position to make a hiring decision.
Results indicated that hiring decisions were not influenced independently by the applicant’s
sex or position for which he/she was applying, but rather by the interaction
of the two variables. That is, significantly more females than males were recommended for hiring for the editorial assistant position, while significantly
more males were recommended for the personnel technician job.
Post hoc
analyses revealed different trait patterns attributed to applicants recommended
for hiring based on their sex-job role congruence.
Example, for males applying to feminine job, they were signficiantly more likely to be hired if they had been perceived as having more related experience or training, but the female applicant for
the same position was not required to have any specific qualifications.
Feldman (1981)
The multiple socialization of organization members.
An systematic framework via an integrated model is presented and consisting of three relatively distinct views of
organizational socialization: the development of work skills and abilities;
the acquisition of a set of appropriate role behaviors; and the adjustment to
the work group’s norms and values.
–A theoretical rationale is developed to
explain the (2x3) contingencies on which progress through the different socialization processes depend, which are:
-Three attitudinal variables (general satisfaction, internal work motivation, job development)
-Three behavioral variables
(carrying out role assignments dependably, remaining with the organization, innovation/spontaneous cooperation).
Includes a three-phase
socialization process. The first phase is “an-
ticipatory socialization,” which encompasses all the
learning that occurs before a new member joins an
organization. The second phase is “encounter”
[Porter et al., 1975; Van Maanen, 1975], in which
the new recruit sees what the organization is truly
like, and in which some initial shifting of values,
skills, and attitudes may occur. It is in the third
phase, “change and acquisition” [Porter et al., 1975]
that relatively long-lasting changes take place: new
recruits master the skills required for their jobs, successfully perform their new roles, and make some
satisfactory adjustment to their work group’s values
and norms.
Chao et al. (1994)
Factor analysis on content dimensions of socialization (e.g,. ways people are socialized).
Also research on people making no job change vs making a small job change (e..g., changing job in an organization and thus moving along an organizational dimension) and those making large change (to new job in new org) (e.g.,. crossing an organization boundary)
The socialization process continues as one matures at the job, similar to how Schein (1971) suggested it occurs throughout one’s career.
Sometimes some facets of soc. change as one moves through the org to a new job (performance proficiency) while others not as much (politics, as people are used to the org’s culture/climate & policies) - what could be moderating/contextual effects of whether these are instead flipped?
Schein (1971)
Socialization occurs at all stages of one’s career. As an example, a person may become more essential to a work group’s functions over time.
Bauer et al. (2007)
meta-analytic path modeling techniques - The authors tested a model of antecedents and outcomes of newcomer adjustment
Specifically, they proposed and
tested a model in which adjustment (role clarity, self-efficacy, and social acceptance) mediated the effects
of organizational socialization tactics and information seeking on socialization outcomes (job satisfaction, organizational commitment, job performance, intentions to remain, and turnover). The results
generally supported this model. In addition, the authors examined the moderating effects of methodology
on these relationships by coding for 3 methodological issues: data collection type (longitudinal vs.
cross-sectional), sample characteristics (school-to-work vs. work-to-work transitions.
Model has 3 stages:
- Antecedents consisting of:
a. Newcomer info seeking (e.g., what’s req. to do job, nature of relations w/ others)
b. Org socialization tactics
(e. g., acquiring clear stages of expected training & deadlines, having a trusted insider guide within the org.) - Newcomer adjustment components:
a. Role clarity
b. Self-efficacy
3c. Social acceptance
(borrowed from Feldman, 1981)
3. Outcomes: Perf Job sat Org commit Turnover & turnover int.(s).
Model was consistent with Saks & Ashforth’s (1997) point that info-seeking helps alleviate uncertainty.
And eported
that socialization tactics, but not information seeking, were
positively related to self-effi cacy, and that self-effi cacy was
related to several adjustment outcomes! - influenced work by Saks & Gruman (2011) favoring developing PsyCap
Saks & Ashforth (1997)
Information-seeking places a significant role in reducing uncertainty at new job
Breaugh (2009)
Model of recruitment process: 1. Establish recruitment objectives: • Number of open positions to be filled by exact dates • Number of applications desired. • Type of applicants sought: KSAOs, D&I
- Developing recruitment strategy:
ID type of indys to target & where they’re found, start-date, how best reached, recruitment message to be communicated - Carry out recruitment activities.
How recruitment evaluation can help:
- If applicants dropped out during process, start process earlier & more timely offers.
- Some recruiters better -> ask the best performers to train others.
External recruitment includes the actions intended to bring a job opening g to the attention of potential candidates outside the organization
and to influence whether these candidates apply, maintain interest and, in the
end, accept a job offer.
Solid recruitment brand composed of:
- accurately stated
- Effectively publicized
Bourke & Dillon (2018)
D&I article discussing changing the system - but make the point that for recruiting to improve diversity, we must use data from recruitment (AND RETENTION) info to improve.
One thing to keep in mind on other end is, though it might increase diversity for the org, if its’s not a good PE fit for the employee, it’s not mutually beneficial.
Van Maanen & Schein’s (1979) Model:
6 Dimensions of how socialization occurs:
1. Collective vs individual
2. Formal vs informal
Formal puts people through experiences specifically for newbies like new-hire orientation, but informal lets you make mistakes & learn as you go.
3. Sequential vs random
4. Fixed (amount of time) vs variable (e.g., do dissertation when you do it)
5 - skip
6 - Investiture (embrace and augment their strengths) vs divestiture (break down & rebuild them in new image)
Saks & Gruman (2011)
socialization resources theory (SRT)
Goal of Positive Org Behaviors (POB) to foster PsyCap (psychological capital such as SE, hope, optimism, resilience) of newcomers through 4 ways:
- Orientation training
- Task characteristics
- Social support (e.g.,. mentoring, peer support)
- Pygmallian leadership (high expectations for workers & goal-setting)
-Drew on JDR regarding SE & optimism as being resources to equip employees with.
“Personal resources, which “are aspects of the self that are generally linked to resilience and refer to individual’s sense of
their ability to control and impact upon their environment
successfully.
So the 4 key resources (e.g., social support) help beget other (personal) resources.
Attempts to emphasize this rather than the more standard approach to socialization that’s dominated, which is a primarily that of a cognitive learning process.
Gustafson (2005)
Recommendations for orientation:
Make it part of recruitment process!
Design a process, not an event.
Make it timely
Design to be inclusive - Consider Bourke & Dillon (2018) point on analyzing retention data. Especially given that Gustafson (2005) also recommends creating a good first impression.
Use a blended approach (carryover of orientation ideas & referencing back to them in later socialization)
