Job searching can be filled with rejection and disappointment. Despite these difficulties, job seekers must persist in their endeavor in order to secure gainful employment. In this study, the researchers (Ali, Ryan, Lyons, Ehrhart, & Wessel, 2016) investigated whether the motivation of job seekers changes if they experience rude behavior. In previous studies, researchers have explored whether individual differences can influence the job search process. The authors of this study expanded on this by considering how environmental factors can also affect one’s behavior during a job search.
Ensuring your organization has the right people in the right roles is important, and this outcome is largely affected by the recruitment process. Recruiters spend a long time sifting through job applicants before they decide whom they want to hire. Unfortunately, applicants don’t always accept their offers. What factors make a job applicant more likely to accept (or reject) a job offer? To find out, new research (Harold, Holtz, Griepentrog, Brewer, & Marsh, 2016) studied roughly 3,000 job applicants who had all been given offers to join the US Military.
Job resumes are essential in making hiring decisions as they provide necessary information about applicants during the initial screening stages. However, resume screening is highly susceptible to psychological biases, and raters or screeners may rely on mental shortcuts that lead to inaccurate assessments, especially when relevant applicant information appears to be lacking. New research (Derous, Ryan & Serlie, 2015) explored how characteristics of the job and rater attitudes (ethnic prejudice, sexism) combine to influence the decisions of recruiters when limited information was provided in resumes.
One way organizations can make recruitment more successful is by stressing person-organization fit. Person-organization fit is a term that I-O psychologists use to describe how compatible employees are with the organizations that employ them. If an organization and a specific employee share values or ideas of how work ought to be done, or if they fulfill each other’s work-related needs, then we might say that there is a high degree of person-organization fit. It’s easy to imagine some of the ways that this would be beneficial to the organization, and past research has indeed supported this idea. New research (Swider, Zimmerman, & Barrick, 2015) took a novel approach by measuring how the perception of person-organization fit fluctuates over time, specifically during the recruitment process.
Using cognitive tests as part of an employee selection process will generally help more than various other methods (such as interviews) to ensure the selection of better performing individuals. There are some methods that are slightly better predictors of performance, but cognitive tests have proven to be a mainstay.
Unfortunately, the use of such tests can lead to discriminatory hiring practices against minority groups, who often score below their white counterparts due to a variety of factors.
In recent years the topic of Corporate Social Performance (CSP) has become increasingly of interest to major corporations.
It’s becoming more important for organizations to have a social presence, display their dedication to the community and adopt positive practices that go beyond the company’s bottom line. Some may wonder just how important corporate social performance actually is to a company’s stakeholders.
In an increasingly changing and diverse organizational environment, companies obviously try to hire the best individuals.
But in the recruiting process, it is unclear whether diversity climate cues are more likely to attract or deter prospective employees.
In a recent article published in Human Resource Management, researchers examined how diversity climate cues in recruitment lead to particular outcomes, such as intent to pursue the job. Perhaps more importantly, they examined why these cues had the impact that they did.
There are very few areas of our lives that have not been affected by technological innovations. A vast number of people these days use their phones for virtually everything, from staying in contact with friends and family, to navigating a busy city center, to booking flights.
So it doesn’t seem out of the question that mobile phones might one day be used as a medium by which organizations could assess job applicants. And it appears as if that day may have already come.
In a complex and competitive business world, many organizations seek to recruit a diverse workforce. This diverse workforce is often sought through the use of the Internet, as most modern day jobseekers turn to company websites to learn about organizations and their opportunities. But with so many websites available to jobseekers, how can an organization present itself online in order to make sure minority individuals remember it?
Publication: Journal of Applied Social Psychology (MAY 2012)
Article: Social Networking Websites: Personality Ratings, and the Organizational Context: More Than Meets the Eye?
Authors: D. H. Kluemper, P. A. Rosen, and K. W. Mossholder
Reviewed By: Megan Leasher
We are used to companies having candidates take personality tests. Candidates answer a ton of seemingly annoying and repetitive questions about themselves, and poof! They magically and accurately clue companies in to whether or not they will be a strong performer and/or a good fit. (When I say “poof,” please envision the happy leprechaun opening his box of Lucky Charms and witnessing the jubilant rainbow explosion of marshmallows. It will ensure you are in the right frame of mind.) But have you heard of other people taking a personality test, answering the questions based on what they think YOUR personality is like? Holy creepy, Batman. And what if I told you the “other people” were complete strangers answering those questions about YOUR personality based on what they saw on YOUR Facebook page? Holy switcheroo, Batman!
Publication: Journal of Business and Psychology (in press)
Article: Reactions to recruitment web sites: Visual and verbal attention, attraction, and intentions to pursue employment
Authors: Allen, D. G., Biggane, J. E., Pitts, M., Otondo, R., & Van Scotter, J.
Reviewed by: Alexandra Rechlin
If you’ve looked for a new job in the past five or ten years, there’s a good chance that you checked out a company’s website to learn more about open positions. Did aspects of the site affect your reactions to the company and your likelihood of applying? According to recent research, they probably did.
Publication: Personnel Psychology (AUTUMN 2012)
Article: Recruiting through the stages: A meta-analytic test of predictors of applicant attraction at different stages of the recruiting process
Authors: K. L. Uggerslev, N. E., Fassina, and D. Kraichy
Reviewed By: Megan Leasher
In the competition for true talent, I often picture companies as robots donned in red or blue plastic, battling in a yellow ring to conquer and win the best of the best candidates. But my retro devotion to Rock’em Sock’em robots always reminds me that someone is controlling the levers. The moves of the Blue Bomber and the Red Rocker are really being choreographed by each company’s recruiters. Recruiters launch the battle, and candidates’ perceptions of the organization and its corresponding brand image must be considered throughout the process. If recruiters and organizations know what will keep applicants interested and continuing through the process, they have a better chance at getting the best talent on board. But what sorts of things matter to candidates? And do these things change as a function of the stage of the process?
Publication: International Journal of Selection and Assessment (SEP 2012)
Article: Do I Look Like Someone Who Cares? Recruiters’ Ratings of Applicants’ Paid and Volunteer Experience
Authors: Christa Wilkin and Catherine Connelly
Reviewed By: Thaddeus Rada
In the world of human resource management, recruiters often have a limited number of sources from which to gather information about job applicants. One common source of information that recruiters typically do have access to are applicants’ résumés. Although résumés may contain a wide variety of information about applicants, one topic that often receives attention on a résumé is volunteer experience. It’s possible that recruiters believe that such experience may be indicative of an individuals’ generosity, dedication to a cause, or willingness to work for few external motivators; however, there is some debate as to how volunteer experience is really weighted by recruiters. Do they value it over paid experience? Does the relevance of the volunteer experience to the job being applied for make a difference? In a recent paper, Wilkin and Connelly address these questions.
Topic: Recruiting, Turnover
Publication: Personnel Psychology
Article: Mechanism Linking Realistic Job Previews with Turnover: A Meta-
Analytic Path Analysis
Authors: Earnest, D. R., Allen, D. G., & Landis, R. S.
Reviewed By: Katie Bachman
Nerd alert! I love me some realistic job previews (RJPs to those in the know). So, you can imagine my glee when I saw a brand-spankin’ new meta-analysis in the current P-Psych that dealt with RJPs. RJPs include any kind of manuals, presentations, videos, and written or verbal information that contains positive, negative, and neutral
information to job candidates or new hires.
Topic: Evidence-Based Management, Recruiting
Publication: International Journal of Selection & Assessment (DEC 2011)
Article: Test of a Model Linking Applicant Résumé Information and Hiring Recommendations
Authors: Chen, C.- C., Huang, Y.- M., & Lee, M.- I.
Reviewed By: Thaddeus Rada
A common feature of the job application process that many practitioners involved with human resource management are familiar with is the résumé. As the first contact that human resources personnel, managers, and recruiters often have with a given applicant, résumés are generally considered to be an important part of the application for many jobs. However, while the overall importance of this document is well-recognized, the reasons for its importance remain something of a mystery.
Topic: Staffing, Selection, Recruiting, Motivation
Publication: Journal of Occupational and Organizational Psychology (83)
Article: Disengagement in Work-Role Transitions
Authors: C. Niessen, C. Binnewies, J. Rank
Reviewed By: Lauren A. Wood
Employees are no longer linked to an organization for life, and as a result, there has been an increase in job change in recent years. Researchers studying employees’ adjustment to a job change have suggested that in order to succeed, the new employee must detach or disengage from the previous job and organization. This is especially critical when the employee is psychologically attached to their previous work place and/or work role as is typically the case when the employee has worked in their previous role for a long period of time.
Topic: Recruiting, Gender
Publication: Journal of Business and Psychology (WINTER 2010)
Article: The impact of organizational culture on attraction and recruitment of job applicants
Authors: D. Catanzaro, H. Moore, T.R. Marshall
Reviewed By: Rebecca Eckart
Organizational culture is typically described as the collective set of values and norms shared by members of an organization. Recently, researchers have started to categorize organizational cultures as either being “supportive” or “competitive” in nature. Supportive cultures value collaboration, equality, supportiveness, and work-life balance, whereas organizations with a competitive culture typically value individualism, ambition, rewards, and a focus on one’s career.
Topic: Fairness, Recruiting
Publication: International Journal of Selection and Assessment (DEC 2010)
Article: Science-practice gap in e-recruitment
Authors: A.L. Garcia-Izquierdo, H. Aguinis, and P.J. Ramos-Villagrasa
Reviewed By: Benjamin Granger
The gap between the science of HR and its practice in actual organizations is well known. Sometimes, the practice of HR outpaces the research (e.g., organizations implement systems that are “hot” in the popular press, but not well understood or under researched), while in other cases, the practice of HR lags well behind the research…and sometimes even the law!
Topic: Interviewing, Recruiting, Staffing
Publication: Journal of Applied Psychology (AUG 2010)
Article: Initial Evaluations in the Interview: Relationships with Subsequent Interviewer Evaluations and Employment Offers
Authors: M.R. Barrick, B.W. Swider, and G.L. Stewart
Reviewed By: Allison B. Siminovsky
The answer: Very! And in today’s increasingly competitive job market, candidates are constantly trying to make themselves stand out as being the best of the bunch. Considering the challenge in answering interview questions well, it’s easy for a candidate to forget about the impression that he or she makes during the first few minutes of small talk with the interviewer. However, this seemingly idle chat might have more of an effect on employment decisions than one might think.
Topic: Selection, Recruiting, Mentoring
Publication: Journal of Applied Psychology (OCT 2010)
Article: Internship: A Recruitment and Selection Perspective
Authors: H. Zhao, R. C. Liden
Reviewed by: Holly Engler
Looking for a job? Internships are a great way to gain practical experience before entering the workforce, post graduation. In fact, many companies including J.P. Morgan and Goldman Sachs’ report that nearly 89% of new hires were previous interns. So, it is reasonable to assume that an internship opportunity is the guaranteed gateway to getting hired? Not quite. Until now, however, little research has studied how interns can obtain job offers or how host organizations can convince interns to stick around.
Publication: International Journal of Selection and Assessment
Article: Does image matter to different job applicants? The influences of corporate
image and applicant individual differences on organizational attractiveness
Authors: W-C. Tsai & I. W-F. Yang
Reviewed By: Benjamin Granger
From a recruitment perspective, an organization’scorporate imagerefers to job seekers’ shared beliefs about the organization’s characteristics (i.e., attributes). These beliefs basically serve as information about the potential “employment conditions” within an organization and thus its corporate image can play a big role in determining whether or not it attracts top talent. Recently, Tsai and Yang (2010) have extended the research on corporate image by arguing that corporate image is comprised of as many as four dimensions: (1) product image, (2) service image, (3) citizenship image and (4) credibility image.
Topic: Recruiting, Organizational Reputation
Publication: Journal of Business and Psychology (SEP 2009)
Article: Effects of pro-environmental recruiting messages: The role of organizational reputations.
Authors: T. S. Behrend, B. A. Baker, L. F. Thompson
Reviewed By: Sarah Teague
Effective recruitment is crucial to the development of a cohesive workforce and a successful organization. It directly affects the quality of a potential applicant pool. With the explosive growth of Internet users in recent years, web sites have become a preferred recruiting method. They provide a way for organizations to reach mass quantities of potential applicants at relatively low cost in terms of both time and money.
Topic: Diversity, Recruiting
Publication: Journal of Applied Psychology (SEP 2009)
Article: Displaying employee testimonials on recruitment websites: Effects of communication media, employee race, and job seeker race on organizational attraction and information credibility
Authors: H.J. Walker, H.S. Field, W.F. Giles, A.A. Armenakis, & J.B. Bernerth
Reviewed By: Benjamin Granger
Employee testimonials can be found on many organizations’ recruitment websites. Unfortunately, there is relatively little research on how testimonials actually affect job seeker perceptions of the organization. It is assumed that employee testimonials are effective because job applicants prefer the input of other people (who are similar to them) and gives the organization a human persona. But many questions remain to be answered.
Topic: Diversity, Recruiting, Staffing
Publication: Journal of Business Ethics
Article: Social desirability response bias, gender, and factors influencing organizational commitment: An international study.
Author: R.A. Bernardi, S.T. Guptill
Featured by: Lit Digger
Given today’s economy, job openings are drying up. However, for those companies that DO have open positions to fill, recruiters may still find it valuable to emphasize the aspects of the company that prospective applicants are looking for. So what are some key factors that job interviewees are seeking from potential employers?
Topic: Recruiting, Staffing
Publication: Human Resource Management
Article: Realistic recruitment practices in organizations: The potential benefits of generalized expectancy calibration
Author: B.J. Morse, P.M. Popovich
Featured by: Benjamin Granger
Realistic Job Previews (RJPs) are commonly employed by organizations and are intended to provide recruits/job applicants with realistic (both positive and some negative) information about the job/organization. Ideally, RJPs should decrease the possibility of early turnover due to unmet expectations or shocks.