The effects of mandatory employment arbitration systems on applicants' attraction to organizations

This study draws on organizational justice theory to investigate the effects of mandatory employment arbitration on organizational attraction. Specific attention is given to the characteristics of employment arbitration procedures that moderate the adverse effects these programs have on applicants' intentions to continue with the recruitment process. A total of 389 professional and executive MBA students read simulated employment brochures. Making employment arbitration mandatory was found to have a significant negative main effect on applicant attraction. This negative effect was mitigated when procedures afforded employees more due process considerations and when employees were given a just‐cause protection in return for giving up their right to sue. Finally, this negative effect was greater among minorities than nonminorities. © 2005 Wiley Periodicals, Inc.     

Core processes and applicant reactions to the employment interview: an exploratory study in Greece

This research explores the employment interview in Greece with two aims: first, to look at the practice of the employment interview from the interviewer perspective, exploring a number of issues, which have been identified as important for increasing interview's effectiveness and second, to look at the role of interviewers' characteristics on applicant reactions and their behavioral intentions to the actual interview, using two independent samples of interviewers (N = 131) and actual job applicants (N = 122), respectively. The results of the first study were quite supportive regarding the effective use of the employment interview in Greece. In the second study, interviewers' personal characteristics were related to applicants' post-interview attitudes and intentions, although this relationship was fully mediated by the overall perception of the interview held by the job applicant. Theoretical and practical implications of the findings are discussed.     

The impact of the employee-organization relationship on temporary employees' performance and attitude: testing a Singaporean sample

Following the framework proposed by Tsui et al . (1997), this research paper examines the impact of the employee-organization relationship on temporary employees' job performance, turnover intention, overall job satisfaction, affective commitment, perception of fairness and perception of work options. Data were collected from 191 temporary employees from seven employment agencies in Singapore. Analyses conducted revealed that employee responses do vary under the four types of relationship (quasi-spot contract, under-investment, mutual investment and over-investment). In general, both mutual investment and over-investment relationships were associated with higher levels of performance and more favourable attitudes than either the under-investment or quasi-spot contract. Specifically, temporary employees under the mutual investment and over-investment relationships have better job performance, a higher level of affective commitment to the agency, improved overall job satisfaction, higher perception of fairness, higher perception of work options and lower turnover intentions. Furthermore, these finding were obtained even after controlling for the effects of company tenure and job level on employee performance and attitudes. The results highlight the importance of employee-organization relationships in eliciting the desired temporary employee outcomes. Practical implications were drawn for human resource practitioners and employment agencies on how best to manage temporary employees. Some limitations and suggestions for future research were discussed.     

Determinants of employee willingness to use feedback for performance improvement: cultural and organizational interpretations

This study was designed to identify determinants of employee willingness to use feedback for performance improvement. The proposed determinants included objectives of appraisal, supervisor's knowledge of subordinate's job, agreed plan for performance improvement, trust in supervisor and perceived fairness and accuracy of performance evaluation. Data were collected in two phases. The first phase consisted of a questionnaire survey among 100 Hong Kong Chinese employees working in public and private sector organizations. Regression analysis of questionnaire data indicated that agreed plan for performance improvement and perceived fairness and accuracy of performance evaluation had significant positive effects on employee willingness to use performance feedback. In the second phase, focus group interviews were held to triangulate survey findings. Interview data suggested that Chinese cultural characteristics of paternalism and personalism influenced the underlying dynamics of the evaluation process. Findings are interpreted in the context of employees cultural and organizational background.     

Linking job insecurity to well-being and organizational attitudes in Belgian workers: the role of security expectations and fairness

The aim of this study was to investigate how perceptions of job insecurity and fairness associate with individual well-being (job satisfaction and general health) and organizational attitudes (organizational commitment and turnover intention), under the condition that the psychological contract as perceived by the employee includes a promise on job security, or not. More specifically, we suggest that (H1) job insecurity is negatively related to individual well-being and organizational commitment and positively related to turnover intentions when job security is expected as part of the psychological contract, (H2) that job insecurity is negatively related to fairness perceptions when job security is expected as part of the psychological contract, (H3) that fairness associates positively with individual well-being and organizational commitment and negatively with turnover intentions and (H4) that the association between job insecurity, individual well-being and organizational outcomes is mediated by fairness under the condition that job security is expected as part of the psychological contract. Thus, we propose a model of mediated moderation. Results based on a sample of Belgian employees (N = 559) supported our hypotheses for organizational outcomes. For individual well-being, the mediation framework was not conditional upon a perceived promise of job security as part of the psychological contract. We conclude that employees' perceptions of job insecurity and fairness are important factors in employees' well-being and their attitudes towards the organization. More importantly, these perceptions can in part be shaped by organizational agents such as managers and supervisors. Additionally, the active utilization of the psychological contract in management strategies seems to have favourable results for the fostering of pro-organizational attitudes among employees.     

Toward an integrated model of applicant reactions and job choice

Previous research on applicant reactions to selection procedures has mainly emphasized the importance of procedural justice. However, much of this work has not examined other applicant reaction mechanisms (such as signals and expectancy) or additional variables known to influence job choice (e.g. pay, location and marketability). In contrast, this longitudinal field study took these other mechanisms and variables into account through the examination of the job choice processes of 588 applicants located in Canada to 215 organizations. Structural equation modelling was used to test an integrated model combining the three mechanisms of procedural justice, signals and expectancy, controlling for pay, location, and marketability. Support was found for signal and expectancy mechanisms influencing applicant intentions and job choice, and these effects were stronger for applicants with multiple opportunities and less pre-interview knowledge of the organization.     

Perceptual differences between recruiters and students on the importance of applicant and job characteristics: a research note based on evidence from Singapore

This study compared the perceptions of various important job applicant characteristics, job characteristics and job benefits between 107 corporate recruiters and 191 business undergraduates in Singapore. Results indicated significant incongruence between recruiter and student perceptions of a large number of job characteristics and benefits. However, perceptual differences were less extensive in the case of applicant attributes. The implications of these findings, and suggestions for greater perceptual congruence between recruiters and applicants, are discussed.     

Test of a multidimensional model linking applicant work experience and recruiters' inferences about applicant competencies

Previous research have shown that applicants' work-experience information influences recruiters' hiring recommendations. This study extends previous research by proposing and testing the relationship between applicants' work-experience dimensions (i.e. job tenure, job breadth, leadership experience and challenging job experience) and recruiters' perceptions of applicants' job competencies (i.e. professional knowledge, interpersonal skills, general mental ability and trait conscientiousness). Results from a policy-capturing experiment partially support our hypotheses and show that recruiters use different aspects of applicant work experience to infer different dimensions of applicant job competencies.     

Work role stressors and turnover intentions: a study of professional clergy in Hong Kong

Work and occupational stress have long been concerns for employees and human resource managers as they cause many negative outcomes. Most of the previous studies on work stress were conducted in Western countries, while limited research has addressed this important topic in the Asian context. In this study, we examine the effects of several work role stressors (i.e. role ambiguity, role conflict, role overload and work–family conflict) on emotional exhaustion, job satisfaction and intentions to leave. Additionally, we test the mediating effects of emotional exhaustion and job satisfaction between the relationship of role stressors and intentions to leave. Data were collected from a sample of 887 professional clergy in Hong Kong. The results of regression analysis show that role stressors have a significant impact on both emotional exhaustion and job satisfaction, which in turn affect respondents' intentions to leave their organization.     

The mediating role of leader–member exchange: a study of job satisfaction and turnover intentions in temporary work

This paper focuses on turnover intentions in temporary work. Specifically, we analyse whether job satisfaction and leader–member exchange (LMX) play the same role as antecedents of turnover intentions for both temporary and permanent employees. Results from a total‐effects moderation model based on a survey of 593 individuals placed by a temporary work agency suggest that temporary work lessens the impact that high job satisfaction has in terms of reducing turnover intentions. Furthermore, while for permanent employees, high‐quality LMX relationships play a central role in the link between job satisfaction and turnover intentions; for temporary employees, job satisfaction is less important in the formation of high‐quality LMX relationships. Therefore, we contribute to knowledge on turnover intentions in temporary work by showing that within this context, turnover intentions cannot be directly remedied by high job satisfaction and that temporary work inhibits LMX's reinforcing role in the relationship between job satisfaction and turnover intentions.     

Watch What You Say: Job Applicants’ Justice Perceptions From Initial Organizational Correspondence

Although it is a common practice for organizations to communicate with job seekers following application submission, little is known about how applicants react to this correspondence. Drawing from recruitment and organizational justice theories, we explore the possibility that specific correspondence content influences job seekers’ fairness perceptions. Data collected from 119 actual job applicants indicated that providing relevant information about the recruitment process (information adequacy) positively related to informational and interpersonal justice perceptions. However, delivering this information in an interpersonally sensitive manner (information sensitivity) had a stronger impact on interpersonal justice perceptions. Finally, post hoc analyses suggested that incorporating specific content delivered in initial job applicant correspondence could allow recruiting organizations to develop practical, cost‐effective strategies for enhancing job seekers’ fairness perceptions following their application submission. © 2014 Wiley Periodicals, Inc.     

Recessionary actions and absence: A workplace-level study

Actions such as work restructuring and wage and employment freezes taken by organizations in response to recessions are widely assumed to decrease employees' job security and detrimentally affect perceptions of management's trustworthiness. We assess whether these effects occur and if, in turn, they affect workplace absenteeism. Using data from Britain's Workplace Employee Relations Survey 2011, we show that the effects on stress-based absence are limited and not as predicted, but the effects on withdrawal-based absence are strong and as predicted. Reductions in well-being or job security's effect on well-being did not affect absence, and while the reduction of trust perceptions' effect was to increase anxiety, anxiety did not increase but reduced absenteeism. The effects on withdrawal absence differ: those of recessionary action through job security reduce absenteeism, while those through trust perceptions increase it, both as predicted. The two effects involving trust perceptions are less pronounced when recessionary actions are accompanied by voluntary layoffs, but not by compulsory layoffs. The implications for management are that they should be more conscious of the effects on absence when planning recessionary actions, and more generally their effects on presenteeism.     

Testing for redlining in the labour market

When an employer refuses to recruit a job applicant due to the applicant's place of residence, we speak of redlining in the labour market. There are two explanations for this practice by the employer. The first is the excessive distance between the applicant's place of residence and the workplace, justified by a logic of spatial mismatch. The second is based on the characteristics of the neighbourhood in line with a signal logic. We propose to measure the effects of these two mechanisms using a correspondence test conducted in the Paris region of France for two occupations: waiters and cooks. It appears that distance plays a significant role and reinforces the effect of a disreputable neighbourhood. The most deprived neighbourhoods combine these two types of drawbacks.     

Further investigating the influence of personality in employee response to organisational change: the moderating role of change‐related factors

This study investigates factors influencing employees' job satisfaction following an organisational change. Extending previous research on effects of individuals' openness to experience and conscientiousness during organisational change, we posit that aspects of change context, such as the extent to which change impacts the individual worker's job and the extent actions of management are procedurally fair, can account for varying influences of these two global personality traits on employees' job satisfaction following a change. In contrast to earlier studies focusing on change‐related effects on task performance, conscientiousness can play a positive role on job satisfaction following a change along with openness to experience. Results of this study confirm that influences of personality on individual reactions to change are complex. While the positive influences of an individual's openness to experience on job satisfaction tend to occur only when fairness associated with change implementation is high, positive influences of conscientiousness are the highest when both procedural fairness is high and the extent of impact on the individual's job is low. Implications of these findings and further research considerations are discussed.     

Why does firm reputation in human resource policies influence college students? The mechanisms underlying job pursuit intentions

Business periodicals, such as Fortune magazine, rank organizations in lists such as the “Best Companies to Work For,” providing applicants with information about firms' human resource practices, including pay, benefits, work‐life, and diversity practices. It is not clear what influence this reputational information about HR practices has on applicant interest in pursuing employment or, more important, why it does so. Given that firms invest substantial resources in HR practices to vie for positions on these lists, the current study sought to fill these gaps in the literature. In the 2 (compensation) × 2 (work‐family) × 2 (diversity) factorial design, 232 college students read about magazine rankings in which a firm's reputation in each HR practice was manipulated as ranking either high or low relative to competitors. We examined perceptions of organizational prestige, anticipated organizational support, and anticipated role performance as mechanisms that explain the influence of HR practice reputation on job pursuit intentions. Our results indicate that a firm's reputation in compensation, work‐family, and diversity efforts increase college students' intentions to pursue employment with a firm. They do so because college students perceive that the organization is prestigious, will be supportive, and will foster their job performance. Our results suggest that a strong employer brand derived from employee‐centered HR practices is important for recruiting college students. © 2012 Wiley Periodicals, Inc.     

Trust,individualism and job characteristics as predictors of employee preference for teamwork

Employee resistance has long been recognized as a key constraint on the success of organizational change initiatives. However, it is only recently that employee attitudes towards working in teams has been specifically investigated as a factor influencing team effectiveness. Using data from 218 employees in 40 self-managing work teams, we examined the relationship between trust, individualism, job characteristics and team members' attitudes towards teamwork. Providing a partial test of Mayer et al.'s (1995) relational model of trust, the results indicate that the two situational forms of trust (trust in co-workers and trust in management) were stronger predictors of an employee's preference for teamwork than propensity to trust. Trust in co-workers was found to partially mediate the relationship between a person's propensity to trust strangers and their preference for working in a team. The importance of considering the dispositional variables of propensity to trust and individualism as factors that influence an employee's preference for teamwork, as well as their trust in management, trust in co-workers and their opportunity for skill utilization are discussed.     

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.     

Trust in management: the role of employee voice arrangements and perceived managerial opposition to unions

This study examines the relationship between employee voice arrangements and employees' trust in management using data from the 2007 Australian Worker Representation and Participation Survey of 1,022 employees. Drawing on social exchange theory and employee relations literature, we test hypotheses concerning the relationships between direct and union voice arrangements, perceived managerial opposition to unions and employees' trust in management. Consistent with our predictions, after controlling for a range of personal, job and workplace characteristics, regression analyses indicated that direct voice arrangements were positively related to employees' trust in management. Union voice arrangements and perceived managerial opposition to unions were negatively related to trust in management. The article concludes by highlighting the study's implications for management practice and avenues for further research.     

Trust in the employer: the role of high-involvement work practices and procedural justice in European organizations

Despite the central role of trust in the organizational sciences, we know little about what makes people trust the organizations they work for. This paper examines the antecedents of employees' trust in their organizations drawing on survey data from over 600 European professional workers and managers. The results revealed direct as well as indirect relationships of both human resource (HR) practices and procedural justice with trust. The relationships of both HR practices and procedural justice with trust were partially mediated by perceptions of organizational trustworthiness (in terms of perceived ability and trustworthy intentions of the organization). Justice and HR practices were also found to interact such that justice forms a stronger predictor of trust in organizations when HR practices are less developed. In addition, employees' dispositional propensity to trust explained significant variance in employee trust in their organization, even when it was controlled in our analysis. The implications of these findings for research and practice are discussed.     

The impact of children on women managers' career behavior and organizational commitment

Having children has been assumed to reduce womens' organizational commitment and involvement in their work and increase their likelihood of turnover. This assumption was examined by comparing 169 women MBAs who had children with 191 who did not on the basis of their responses to a survey. After controlling for differences in age, experience and work status, results showed no differences in met expectations, turnover intentions, commitment, satisfaction, job characteristics, or perceptions of progress. However, women with children scored lower on job involvement and reported fewer work hours. While parenting demands may affect these variables, they may not necessarily affect work-related attitudes, professional attainment, attachment to the job, or commitment to the organization. © 1995 by John Wiley & Sons, Inc.