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PART TWO

Challenges

and

Misunderstandings

Chapter 7

ORGANIZATIONAL CHALLENGES

Realistic Recruitment

(pp. 123-137)

Realistic Recruitment

• Why is understanding the process of how

organizational members are recruited and

selected (or not selected) important?

• How does communication during the

recruitment process affect individual and

organizational outcomes?

• How do applicants intentionally mislead

employers?

• How do employers intentionally mislead

applicants?

Realistic Recruitment

Exchanging realistic, truthful

information during the recruitment

and selection process will benefit

both the individual and the

organization, affecting job

satisfaction, organizational

commitment, job performance, and

turnover.

Employer Misrepresentations

• Traditional Recruitment
  • Positive characteristics are communicated to outsiders
  • Advertised features are distorted to make them even more positive
  • Any information (regarding details of the job or aspects of the organizational culture) that might seem unattractive to a potential employee is not communicated
  • Figure 7.3 (p. 127)
• Inflated Expectations
  • Low Performance ---> Involuntary Turnover
  • Low Commitment ---> Voluntary Turnover

Costs of Traditional Recruiting

• The Human Factor
  • Low Satisfaction
  • Low Commitment
  • Low Performance
  • Increased Turnover
  • Impact on self-esteem and self-efficacy
• Kreps’ Ethical Principles
  • Organization members should not intentionally deceive on another
  • Organization members’ communication should not purposely harm any other organization member or members of the organization’s relevant environment
  • Organization members should be treated justly

Realistic Recruitment

• Weitz (1956)
• John Wanous (1992)
  • Organizational Entry: Recruitment, Selection, Orientation, and Socialization of Newcomers
  • REALISTIC RECRUITMENT
  • “presents outsiders with ALL PERTINENT information WITHOUT DISTORTION”
• Realistic Job Preview (RJP)
  • An accurate (both positive and negative) view of the relevant aspects of the job and the organization
• RJP Chain of Events (Figure 7.4, p. 130)

How RJPs Work

• “Self Selection” Theory
  • Provide opportunity for applicant to self-select out of the recruitment process
  • Mismatch of Needs or Abilities
• “Vaccination” Theory
  • Provide opportunity for applicants to develop coping mechanisms for negative aspects of organizational life
• Jean Phillips (1998)
  • RJPs do NOT significantly reduce the number of applicants
  • Vaccination Theory is most viable explanation
• Why shouldn’t we discredit the “Self-Selection” Theory?
• Constructing and Implementing RJPs -- Two Important Issues - Medium of Communication - Time of Administration

The Medium of the RJP

• VIDEO (strongest relationship w/performance)
  • Organizational Orientation
  • Job Orientation
  • Training Video
• WRITTEN (least effective)
  • Job Advertisement
  • Aptitude Test
  • Informational Pamphlet
  • Handbook
  • Training Manual
• VERBAL (positive relationship w/satisfaction)
  • Conversations with Insiders
  • Employment interview
  • On-site visit
  • Pre-hire orientation
  • Post-hire orientation

Time Administration of the RJP

• When applicant first makes contact about the job opening
  • Debate about expending time & resources
• After the job offer has been made but before the job is accepted - BEST TIME (Phillips, 1998) - Strongest relationships with job performance
• After the newcomer starts the job
  • NOT an RJP
  • Realistic SOCIALIZATION

SUMMARY

• Recruitment is a vital component of organizational behavior
• Information exchanged (or not exchanged) during the process

can affect important factors

• More beneficial to engage in realistic, honest communication
• Potential benefits
  • Met expectations
  • Increased job satisfaction
  • Increased performance
  • Reduced Turnover
• Exaggerating important information has substantial financial

and human costs

BOTTOM LINE

The communicative

organization urges

thoughtful and ethical

behavior--realistic

recruitment practices meet

these criteria.