Exploring the mechanisms of the relationship between website characteristics and organizational attraction

With the development and application of Internet technology, the Internet has become a critical tool for employee recruitment. The main purpose of this study is to investigate whether the characteristics of corporate websites would predict job seekers' perceptions of person–organization fit and person–job fit, which in turn would predict the seekers' attraction to the organization. Data were collected from 353 job seekers through a bulletin board system and websites of job-related forums. The results indicate that the website content (i.e. organizational culture, compensation, and job preview) and website stylistic features (i.e. aesthetics and navigational usability) had differential effects on job seekers' fit perceptions, which in turn affected organizational attraction. Directions for future research and practical implications are also discussed in this paper.     

Hunting while working: An expanded model of employed job search

Major theoretical models of job search fail to consider the changing nature of careers, the influence of the internet as a job search tool, and the diverse objectives for employed job search. Consequently, the study of employed job search has been largely confined to turnover research. We add to existing theory by providing a typology of employed search objectives based on modifying employment conditions (separation-seeking, change-seeking, leverage-seeking), contagion (mimetic-seeking) and employability (knowledge-seeking, network-seeking) and offer propositions related to the antecedents and implications for each objective. This classification offers an alternative explanation for previous research findings, provides a framework for future study, and has practical implications for employee retention and recruitment.     

Synthesizing content models of employee turnover

To identify a set of broad factors that reflect the constructs measured in three content models of employee turnover, we hypothesized 19 scales would reduce to five factors related to employee job‐search behavior and actual turnover decisions: one's affect toward the organization, work environment, instrumental attachment, extraorganizational ties, and sense of obligation. Using a sample of 888 staff members from a large university, the factor structure was confirmed. Multivariate regression results also indicated one's work environment, instrumental attachment, and sense of obligation were significantly and negatively related to both job search and turnover, with work environment and instrumental attachment exhibiting the strongest effects. Extraorganizational ties were only significantly and negatively related to job search. Interestingly, affect toward the organization was not significantly related to either job search or turnover. Path analyses indicated the effects of four of the factors on turnover were fully mediated by job search, with instrumental attachment the sole factor that was only partially mediated. Our model provides a foundation for future researchers to test the uniqueness of new predictors of turnover, as well as guidance to practitioners regarding where resources might be best utilized in curbing turnover.     

Integrating job search behavior into the study of job seekers’ employer knowledge and organizational attraction

This paper reports on a study about the impact of job search behaviors and employer knowledge on organizational attraction during recruitment. A time-lagged study was conducted among job seekers from a Singaporean business school. Results indicated that preparatory job search (PJS) behaviors influenced organizational attraction through employer familiarity. PJS also moderated the effects of two-types of images – employer creativity and people focus – on organizational attraction. These findings imply that a recruitment strategy needs to consider PJS and the specific type of employer image when communicating employer-based information.     

员工工作幸福感形成机制及其提升策略

员工工作是否具有幸福感影响到员工的工作绩效及其离职倾向,目前企业员工工作幸福感存在一定程度的缺失,影响其工作积极性,甚至导致员工缺勤和离职。全面的工作幸福感包括工作满意感评价、情感评价和价值感评价,员工工作幸福感受个人因素、工作特征因素、企业层面因素的影响,其形成受到牵引机制、阻力机制、调节机制三种机制的影响。为提升员工工作幸福感,企业应关心和满足员工基本需求,努力提高激励水平,注重因人而异合理进行工作分析和设计,同时建立员工援助计划(EAP)以减轻员工压力,完善留人机制以加强员工工作安全感,完善人与组织匹配的招聘模式。     

Simulation study of a closed-loop job shop

This study investigates the behavior of a job shop depicted as an integral component of a firm. A market places demands for the firm's products by dynamically evaluating the organization's quoted delivery times and actual delivery performance. The closed-loop model simulated in this study is described and the salient research results are reported. These experimental outcomes suggest that other conventional open-loop job shop studies tend to neglect important interactions with factors external to the shop itself.     

FORMASY FOrecasting and Recruitment in MAnpower Systems

In this paper the tools are developed for forecasting and recruitment planning in a graded manpower system. Basic features of the presented approach are:
- the system contains several grades or job categories in which the employees stay for a certain time before being promoted or leaving the system,
- promotability and leaving rate for any employee depend on time spent in the job category and personal qualifications (like education, experience, age),
- recruitment is not necessarily restricted to the lowest level in the system,
- several planning aims and restrictions are allowed.
The approach is based on a generalized Markov model for the dynamic behaviour of an individual employee. A forecasting procedure and a recruitment-scheduling procedure are based on this Markov model.     

服务员工品牌内化及影响因素的探索性研究

随着服务经济和体验经济的发展，服务企业面临的市场竞争日趋激烈，服务品牌的建设已经成为品牌管理的一个新兴主题。对于服务企业而言，构建强势品牌不仅仅在于品牌的外部传播，必须从平衡的视角，致力于品牌的内部建设，通过与顾客接触的员工的品牌态度和行为，塑造良好的品牌形象。本研究基于扎根理论对服务员工品牌内化及其影响因素进行了探索性研究，通过文献分析和质性研究相结合的方法，构建了服务员工品牌内化的概念模型。研究认为服务员工品牌内化体现在服务员工品牌态度和品牌行为两个层面，驱动服务员工品牌内化的要素包括品牌形象、品牌定位和工作特征三个方面，研究为服务员工品牌内化的定量研究打下了坚实的基础，对品牌管理具有重要的实践意义。     

Who Will We Recruit? Targeting Deep‐ and Surface‐Level Diversity with Human Resource Policy Advertising

Research on targeted recruitment has focused on targeting applicants with surface‐level attributes such as underrepresented demographic groups. The present study extends targeted recruitment research by examining how advertising human resource policies might be useful for targeting both surface‐ and deep‐level attributes. Specifically, the current study uses an experimental design to examine the impact of work‐family, diversity, and employee development policies on the job‐pursuit intentions of working adults in the United States. We examined surface‐ (demographic characteristics; e.g., race) and deep‐level differences (attitudes or values; e.g., diversity values) as predictors of whether participants intend to pursue jobs with firms advertising these human resource (HR) policies. Deep‐level differences consistently predicted job‐pursuit intentions for all three HR policies, but only marginal support was obtained for surface‐level variables as predictors. Findings suggest that targeted recruitment based on deep‐level attributes may be more successful than targeted recruitment based on surface‐level factors.     

Challenged and satisfied: the role of organisational ownership and employee involvement

Abstract

This study aims to offer a more fine-grained approach to our understanding of the relationship between job stress and job satisfaction. Building on organisational theory and Job Demand-Control model, we investigated an important institutional characteristic – organisational ownership – as an additional moderator to influence the interactive effects of job demands and control upon job satisfaction. Using data collected from 1838 Chinese retail sector employees, we found that this three-way interaction was strongest for employees working in foreign-invested firms, who experienced higher employee involvement at work and perceived a high level of challenge-related stress. The relationship was weakest for employees in state-owned enterprises who reported low levels of both employee involvement and challenge-related stress. Our study constitutes an early attempt to assess the impact of institutional characteristics such as ownership on aspects of human resources management, and highlights the need for further research to recognise the importance of such characteristics as contextual factors that influence the effect of organisational practices and the work environment upon individual work-related outcomes. The paper’s concluding sections elaborate on the contributions our research makes both to theory as well as to the practicalities faced by human resource managers in contexts such as China.     

以人为本的企业员工忠诚孕育、发展的内部管理机制

影响员工忠诚的因素有社会因素、员工自身、企业组织,前两类因素对员工忠诚的影响是直接的,而企业组织对员工忠诚的影响往往通过员工的工作满意感以及组织公平感等心理感受类中介变量产生作用。因此,以信任为基石,以人为中心的网络忠诚管理模型是培育、发展员工忠诚的企业有效的内部管理机制。     

The Effectiveness of Recruitment Advertisements and Recruitment Websites: Indirect and Interactive Effects on Applicant Attraction

This study compares the effect of printed recruitment advertisements and recruitment websites on applicant attraction and shows how these recruitment activities interact with one another. Our results indicate that websites have a significantly stronger impact on applicant attraction than printed advertisements. We show that websites and printed recruitment advertisements have an indirect effect on applicant attraction that is mediated by employer knowledge. Furthermore, printed advertisements supplement the positive effects of websites and, thus, the simultaneous use of multiple recruitment activities directly influences applicant attraction. © 2014 Wiley Periodicals, Inc.     

Turnover culture in the hospitality industry

Although turnover culture is considered to be a major problem in the hospitality industry, there is little to no research examining its influence on an employee's decision to stay or leave. This study attempts to address this deficiency by testing a causal model of employee intent to leave using a sample of 246 employees from six five-star accommodation hotels in Australia. The results indicated that turnover culture was the most important determinant of intent to leave, followed by the variables of job search behaviour, job opportunity, organisational commitment, union loyalty, job satisfaction, career development, routinisation, promotional opportunity, role conflict, and negative affectivity. Based on these findings various HR strategies are formulated, which have wider implications for the management of turnover in other work settings.     

Employee bonding and turnover efficiency

This study explores how bonding contracts improve employee attraction and retention. These bonds are payment schemes tied to employment duration, such as the vesting of pensions and stock options. This study presents an employee turnover model in which only the worker knows their taste for their current job. This taste gives the current employer monopsonistic power, resulting in deadweight loss from excessive turnover. Bonding contracts serve as a commitment device for future wages and eliminate such deadweight loss, but only when the roles of bondholders and wage setters are separate. Firms that do this are more competitive to new hires. This model offers several empirical findings regarding a variety of common bonding practices.     

Differentiating employment prospects by industry and returns to job search in metropolitan areas

The role of differentiating employment prospects by the industry of the employer in the job seeker's calculation of the returns to search is analyzed. It is demonstrated that returns to search can vary systematically between metropolitan areas because of differing mixes of industry employment; it is argued that an increase in a measure of dispersion in the industry mix will tend to raise returns to job search. To test this hypothesis, cross sections of census data on unemployment rates of male experienced workers in each of the seven major occupational groups were analyzed. Statistically significant regression equations were obtained for three occupational groups (craftsmen, nonfarm laborers, and operatives); in all these cases the results supported the hypothesis of the paper.     

Employee well-being attribution and job change intentions: The moderating effect of task idiosyncratic deals

We developed and tested a research model in which employee well-being human resource (HR) attribution differentially influences the intention to change jobs across organizations (i.e., external job change intention) versus that within the same organization (i.e., internal job change intention). Furthermore, we posited that task idiosyncratic deals (I-deals) moderated the relationships between employee well-being HR attribution and external and internal job change intentions. Results indicated that employee well-being HR attribution was negatively related to external job change intention, but positively related to internal job change intention. Further, task I-deals significantly moderated the relationships between employee well-being HR attribution and external and internal job change intention. Specifically, employee well-being HR attribution played a less important role in reducing external job change intention when task I-deals were high rather than low. On the other hand, high task I-deals significantly strengthened the positive relationship between employee well-being HR attribution and internal job change intention. Our study extends the careers literature by differentiating the impact of employee well-being HR attribution on job change intentions within an organization compared with that across organizations and the important role of supervisors in enhancing or mitigating these effects.     

Rewarding with dignity.

Job satisfaction affects employee morale, which in turn affects employee productivity. Therefore, managers need to learn about contributing factors and use the factors within their power to improve job satisfaction. Extrinsic rewards, such as a high salary and good work benefits, are important, but studies show that how a job makes an employee feel is the greatest determinant of job satisfaction. Managers can influence the emotional effect of work on an employee through, among other strategies, recognizing the employee's efforts, providing opportunities for the employee to participate in decision making, and allowing the employee to grow professionally.     

员工工作压力下工作投入的干预模型研究——基于积极心理学的视角

工作投入在近30年已成为人力资源管理实践关注的热点,但现有对处于工作压力状态下,员工工作投入进行干预的研究在国内外还处于起始阶段。本文分析了工作压力、应对策略与工作投入与工作倦怠之间的关系,从积极心理学角度提出员工工作投入的干预模型,并对增进员工工作投入提出相应改进措施。