PR truyền thông - Chapter 7: Organizational challenges realistic recruitment

PART TWOChallengesandMisunderstandingsChapter 7ORGANIZATIONAL CHALLENGESRealistic Recruitment(pp. 123-137)OVERVIEWWhen Applicants and Organizations Misrepresent ThemselvesThe Costs of Traditional RecruitmentHuman FactorFinancial FactorAddressing the Problem: Realistic RecruitmentHow RJPs WorkThe Medium of the RJPTime of Administration of the RJPRealistic Recruitment and the Communicative OrganizationRealistic RecruitmentWhy 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.Applicant MisrepresentationsMisrepresent Qualifications“stretch the truth” on application and resumeOverstating qualificationsProviding altered or nonexistent academic credentialsIncluding phony referencesMisreporting previous work historyExaggerations and LiesMisrepresent Cultural PreferencesUnmet needs and desiresUnmet expectationsDissatisfactionInvoluntary TurnoverFigure 7.1 and 7.2 (p. 125)Employer MisrepresentationsTraditional RecruitmentPositive characteristics are communicated to outsidersAdvertised features are distorted to make them even more positiveAny information (regarding details of the job or aspects of the organizational culture) that might seem unattractive to a potential employee is not communicatedFigure 7.3 (p. 127)Inflated ExpectationsLow Performance ---> Involuntary TurnoverLow Commitment ---> Voluntary TurnoverCosts of Traditional RecruitingThe Human FactorLow SatisfactionLow CommitmentLow PerformanceIncreased TurnoverImpact on self-esteem and self-efficacyKreps’ Ethical PrinciplesOrganization members should not intentionally deceive on anotherOrganization members’ communication should not purposely harm any other organization member or members of the organization’s relevant environmentOrganization members should be treated justlyCosts of Traditional RecruitingThe Financial FactorEmployment Management Association (EMA)Exempt from overtime COST-PER-HIRE = $6,359.00Nonexempt COST-PER-HIRE = $3,310.00INTERNAL COSTSEmployment/Recruiting salaries and benefitsStaff travel, lodging, entertainment, adminEXTERNAL COSTSTravel, lodging, entertainment for recruitersCOMPANY VISIT EXPENSESCandidate travel, lodging, meals, interview workday expensesDIRECT FEESAdvertising, job fairs, search fees, referrals, college recruitingSUPPLEMENTAL DATAAcceptance rates, time-to-start, turnover, relocationRealistic RecruitmentWeitz (1956)John Wanous (1992)Organizational Entry: Recruitment, Selection, Orientation, and Socialization of NewcomersREALISTIC 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 organizationRJP Chain of Events (Figure 7.4, p. 130)How RJPs Work“Self Selection” TheoryProvide opportunity for applicant to self-select out of the recruitment processMismatch of Needs or Abilities“Vaccination” TheoryProvide opportunity for applicants to develop coping mechanisms for negative aspects of organizational lifeJean Phillips (1998)RJPs do NOT significantly reduce the number of applicantsVaccination Theory is most viable explanationWhy shouldn’t we discredit the “Self-Selection” Theory?Constructing and Implementing RJPs -- Two Important Issues Medium of CommunicationTime of AdministrationThe Medium of the RJPConstructed AFTER thorough analysis of job and organization is performedSpecifics of JobWorking conditionsHoursAdvancement OpportunitiesManagerial StyleJob FreedomPay and BenefitsOrganizational ValuesData CollectionObservation of work proceduresSurvey of workers, managers, and customersInterviews with members at all organizational levels The Medium of the RJPVIDEO (strongest relationship w/performance)Organizational OrientationJob OrientationTraining VideoWRITTEN (least effective)Job AdvertisementAptitude TestInformational PamphletHandbookTraining ManualVERBAL (positive relationship w/satisfaction)Conversations with InsidersEmployment interviewOn-site visitPre-hire orientationPost-hire orientationTime Administration of the RJPWhen applicant first makes contact about the job openingDebate about expending time & resources After the job offer has been made but before the job is acceptedBEST TIME (Phillips, 1998)Strongest relationships with job performanceAfter the newcomer starts the jobNOT an RJPRealistic SOCIALIZATIONRealistic Recruitment & COTraditional Recruitment practices contribute to unmet expectations, dissatisfaction, and turnoverRealistic Recruitment attempts to ANTICIPATE and ADDRESS misunderstandings before they occurTreats recruits in a more ethical mannerMatch expectations with realityResults in satisfaction, performance, and job retentionLACK of Information or MISLEADING Information leads to MisunderstandingsCONFLICT IN VALUESLACK OF INFORMATIONSTRATEGIC COMMUNICATION PLANNINGConstruct Strategy Move from traditional to realistic recruitmentMove from PROBLEM to SOLUTIONVerbal RJPs presented by a credible source have the strongest relationship to relevant outcomesPsychological ImmediacyExchange assessmentSUMMARYRecruitment is a vital component of organizational behaviorInformation exchanged (or not exchanged) during the process can affect important factorsMore beneficial to engage in realistic, honest communicationPotential benefits Met expectationsIncreased job satisfactionIncreased performanceReduced TurnoverExaggerating important information has substantial financial and human costsBOTTOM LINE The communicative organization urges thoughtful and ethical behavior--realistic recruitment practices meet these criteria.