Chapter Seven

Recruitment (textbook)

all organizational practices and decisions that affect either the number or types of individuals willing to apply for and accept job offers

Considerations when designing recruitment process

recruiting content, organizational image and brand, recruiter characteristics, and applicant reactions

Recruiting information can be delivered by

HR staff, hiring managers, current employees, and external recruiters

Organizational image

general impressions people have about an organization; differ across subgroups of individuals

Employer image

perceptions of the organization specifically as a place to work

Employer Value Proposition (EVP)

set of benefits and experiences an organization offers employees; may emphasize compensation, development, environment, flexibility, etc.

Realistic Job Preview (RJP)

provides info about both positive and potentially negative aspects of the job; challenging working conditions, physical demands, long or irregular hours

What can RJPs achieve before entry

fewer surprises, better self-selection, or poor-fit applicants may withdraw

What can RJPs achieve after entry

more realistic expectations, potentially lower turnover, and higher job satisfaction & commitment

Applicant reactions

an important goal of recruitment is to give every applicant a positive feeling about the organization

Distributive fairness

perceived fairness of the hiring or promotion outcome

Procedural fairness

beliefs that the policies and procedures that procedured the hiring or promotion decision were fair

Interactional fairness

perceptions of the interpersonal treatment and the amount of information received during the hiring process

Spillover effects

indirect or unintended consequences of action; customer behavior, future applications, word of mouth

Functions of RJPs

self-selection, vaccination, and commitment to the choice